Customer Development Merger Sales Technology 
Steve Blank
SEPTEMBER 14, 2009
Posted on September 14, 2009 by steveblank Over the last 30 years Wall Street’s appetite for technology stocks have changed radically – swinging between unbridled enthusiasm to believing they’re all toxic. billion for a company with less than $50 million in sales. Each VC firm/partner has a different spin on what to weigh more.)
Steve Blank
APRIL 13, 2013
Startups here are primarily in what they call the TMT (Technology, Media and Telecommunications) segment. Not only does Zhongguancun have Chinese startups, but global technology companies (Nokia, Ericsson, Motorola, Sony Ericsson, Microsoft, IBM, Sun, Oracle, BEA, Alcatel Lucent, Google) all have offices here or elsewhere in Beijing.
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Steve Blank
APRIL 13, 2013
Startups here are primarily in what they call the TMT (Technology, Media and Telecommunications) segment. Not only does Zhongguancun have Chinese startups, but global technology companies (Nokia, Ericsson, Motorola, Sony Ericsson, Microsoft, IBM, Sun, Oracle, BEA, Alcatel Lucent, Google) all have offices here or elsewhere in Beijing.
Steve Blank
JULY 15, 2010
The size of the red bars (IPO’s) versus blue (mergers and acquisitions) illustrates that while venture-backed startups did get acquired, the IPO market was booming. The public markets for venture-backed technology stocks never really recovered after the collapse of the dot-com boom. Source: NVCA.). Free At Last. What About Us?
Steve Blank
AUGUST 27, 2009
This series of posts is a brief explanation of how we’ve evolved from Product Development to Customer Development to the Lean Startup. The Product Development Diagram Emerging early in the twentieth century, this product-centric model described a process that evolved in manufacturing industries.
Steve Blank
JUNE 15, 2009
Convergent Technologies When I was in my 20’s I worked at Convergent Technologies , a company that was proud to be known as the “Marine Corps of Silicon Valley.” His marketing and sales instincts and skills seemed magical and he built the company into a $400 million OEM supplier, ultimately selling the company to Unisys.
Steve Blank
JANUARY 21, 2010
To get to this Transition stage, the company needed passionate visionaries who can articulate a compelling vision, agile enough to learn and discover in real time, resilient enough to deal with countless failures, and responsive enough to capitalize on what they learned in order to secure early customers.
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