Steve Blank

AUGUST 5, 2010

In 1980 Genentech became the first IPO of a venture funded biotech company. Finally the amount of capital needed to take a drug to FDA trials could be enormously expensive, at least 10x more than startup costs at an electron-based company. Quickly iterate the product in front of customers.

Lean 263

Lean Internet Silicon Valley Venture Capital 263

Startup Lessons Learned

JUNE 5, 2009

And so the spreadsheet is built with conservative assumptions, including a final revenue target. No matter how low we make the revenue projections for this new product, it’s extremely unlikely that they are achievable. That’s because the model is based on assumptions about customers that are totally unproven.

San Francisco 102

San Francisco Lean Continuous Deployment Startup 102

Startup Lessons Learned

FEBRUARY 20, 2009

If you can start getting ROI on a feature in month one of a twelve month project versus waiting until the end, youve comparatively reduced the cost of development by the revenue generated by that feature over 11 months. The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup?

San Francisco 161

San Francisco Software Review Continuous Deployment Development Team Review 161

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.

Silicon Valley 269

Silicon Valley Product Startup Product Development 269

Startup Lessons Learned

JUNE 15, 2009

In practice, how developers respond to this dilemma is determined by their incentives, which are driven by the culture of their team. Who will ultimately bear the cost of their mistakes? It lets the customer and development team spot problems with calculations almost immediately. How severely is failure punished?

Continuous Deployment 167

Continuous Deployment Software Review San Francisco Lean 167

Steve Blank

JUNE 8, 2009

In the last three posts, we drew the relationship of market risk and invention risk with vertical markets and pointed out verticals where customer development would be useful. In contrast to simply executing your business plan, the Customer Development process is built on low-cost and continuous learning and iterating.

Vertical 125

Vertical Silicon Valley RSS Marketing 125

Startup Lessons Learned

AUGUST 24, 2009

As the costs of production fall, it’s getting easier and easier to send in a proposal or even a complete work. What is the right revenue model? The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup? I’ve met a lot of gatekeepers in the past few months. ideas (e.g.

San Francisco 113

San Francisco Lean Technical Review Distribution 113

Both Sides of the Table

MARCH 11, 2011

I thing I’ve learned over the years is that technology purists hate advertising even when it is that revenue stream that truthfully drives much of our industry. He took out an ad in the Yellow Pages (it was the early 80′s, pre Internet), which cost him $1,000 / month for a half-page ad.

Product 350

Product Tuvalu Dilution Incubator 350

Startup Lessons Learned

JANUARY 27, 2009

These are companies that generate revenue by offering a free product with an upsell or premium version. Here the key is for your free customers to get value from the site that is greater than the costs they perceive by the fact that youre selling access to them. Is it that they act as free advertising for our premium product?

San Francisco 148

San Francisco Lean Continuous Deployment DC 148

Startup Lessons Learned

MARCH 27, 2009

While some cost-cutting measures reduce that number, others increase it. In lean times, it’s most important to focus on cutting costs in ways that speed you up, not slow you down. Otherwise, cutting costs just leads to going out of business a little slower. No departments The Five Whys for Startups (for Harvard Business R.

San Francisco 117

San Francisco Lean Continuous Deployment DC 117

Startup Lessons Learned

DECEMBER 14, 2009

Each of these four currencies represents a way for a customer to “pay&# for services from a company. A great product enables customers, developers, partners, and even competitors to exchange their unique currencies in combinations that lead to financial success for the company that organizes them.

Customer 156

Customer San Francisco Viral Lean 156

Startup Lessons Learned

FEBRUARY 10, 2009

Ship more infrequently While this may decrease downtime (things break and you roll back), the cost on development time from work and rework will be large, and mistakes will continue to slip through. In a lot of cases, thats just a fancy name for revenue or profit, but not always.

Continuous Deployment 123

Continuous Deployment San Francisco Software Review Lean 123

Startup Lessons Learned

SEPTEMBER 13, 2008

Slowly, over time, we optimized (or eliminated) each step in the process of becoming a customer by giving us money. And one day a remarkable thing happened: we started making more than five dollars a day in revenue. Since we were only paying per click, it didnt cost us anything to cast a wide net. I just came across this post.

SEM 164

SEM San Francisco Lean Continuous Deployment 164

Startup Lessons Learned

JULY 2, 2009

Yet in every situation where I have asked, nobody has been tasked with making a realistic estimate, either of the impact of this lack of training or the real costs of the solution. Remember that the cost of the solutions is proportional to the problem caused. In fact, even the investigation itself is considered too much work.

San Francisco 164

San Francisco Lean Technical Review Software Review 164

Startup Lessons Learned

AUGUST 1, 2009

Which comes to the second major principle: halt work that leads to more waste, even if it means abandoning sunk costs. Just because something looks pretty, or feels like a good idea, or has a lot of sunk cost in it, does not mean it should be pursued. Not even if its generating revenue.

San Francisco 166

San Francisco Lean Continuous Deployment DC 166

Startup Lessons Learned

NOVEMBER 22, 2008

It took us months to realize what we had done, and to eventually apologize and win back the trust of those customers wed alienated. The whole episode cost us hundreds of thousands of dollars in lost revenue. In fact, it was the revenue trends that eventually alerted us to the magnitude of the problem.

.Net 158

.Net Operations San Francisco Lean 158

Startup Lessons Learned

JANUARY 28, 2009

They asked for my advice, and we went through a number of recommendations that readers of this blog will already be able to guess: adding revenue opportunities, engagement loop optimization, and some immediate split-testing to figure out whats working and whats not. No departments The Five Whys for Startups (for Harvard Business R.

San Francisco 79

San Francisco Lean Continuous Deployment DC 79

Steve Blank

MAY 9, 2017

For life sciences it was the Genentech IPO in 1980 that proved to investors that life science startups could make them a ton of money. The second thing that’s changed is that we’re now Compressing the Product Development Cycle. and there were no books, blogs or YouTube videos about entrepreneurship. The founders.

Restful 243

Restful Silicon Valley Puerto Rico San Jose 243

Startup Lessons Learned

SEPTEMBER 11, 2009

This single decision wound up costing the company significant revenue and over the course of several months sent its customer growth into decline. In the end, we managed to repair the damage, but only after losing a lot of time and at significant opportunity cost. Eric September 13, 2009 11:32 AM Joel Andren said.

Community 158

Community Management Lean Software Review 158