{"product_id":"139572","title":"The Startup Owner's Manual ","description":"\u003ccenter\u003e\u003cdiv style=\"text-align:center\"\u003e\u003cimg src=\"https:\/\/tmgdisk01.cafe24.com\/images\/vs\/4172\/sv\/3jXPBvfpoAAfqBwpPrzeUlwG6WliQv.png?v=1765075411\" style=\"max-width:100%;max-height:10px\"\u003e\u003c\/div\u003e\u003c\/center\u003e\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\u003ccenter\u003e\n\n\u003cdiv style=\"width:95%\"\u003e\n\n\u003cdiv style=\"text-align:center;font-size:30px;font-weight:bolder;line-height:1.6em\"\u003e The Startup Owner's Manual \u003c\/div\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cdiv style=\"border-bottom:1px;border-bottom-style:dotted;border-color:;padding-bottom:20px\"\u003e\u003ccenter\u003e\u003ctable align=\"center\" width=\"100%\"\u003e\u003ctbody style=\"border:0px\"\u003e\n\n\u003ctr\u003e\u003ctd align=\"center\" style=\"line-height:1.2em;text-align:center;font-size:18px;color:black;font-weight:bold;padding-bottom:20px;\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\n\n\u003ctr\u003e\u003ctd style=\"text-align:center\"\u003e\u003cimg src=\"https:\/\/image.yes24.com\/goods\/11928450\/XL\" style=\"max-width:100%;height:auto\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\n\n\n\u003c\/tbody\u003e\u003c\/table\u003e\u003c\/center\u003e\u003c\/div\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cdiv style=\"width:95%;{split_style6}padding-top:20px;padding-bottom:20px\"\u003e\n\n\u003cdiv style=\"text-align:left;font-size:16px;font-weight:bold;padding-bottom:20px\"\u003e Description \u003c\/div\u003e\n\n\u003cdiv style=\"text-align:left;word-break:break-all;font-size:14px;line-height:1.6em;\"\u003e\n\n\u003cdiv\u003e\u003ch5\u003e \u003cb\u003eBook Introduction\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e\u003cdiv\u003e What is the secret to the success of startups in Silicon Valley and new ventures at Fortune 500 companies? In today's uncertain market, conventional methodologies no longer work.\u003cbr\u003e This has created a need for new methods to validate business hypotheses through faster customer development. \u003cbr\u003eLean startup is a 'high-efficiency, low-cost business model' that the times demand.\u003cbr\u003e Steve Blank, a professor at Columbia University in the United States and author who has created and advised American startups for 18 years, wrote this book based on his own experiences.\u003cbr\u003e His customer development theory also influenced Eric Ries and became the mother of the Lean Startup.\u003cbr\u003e The innovative customer development methodology described in this book is being applied successfully in businesses, with over 2,000 participants participating each year.\u003cbr\u003e This is a must-read for anyone who dreams of starting a business or starting a new business.\u003cbr\u003e\n\n\u003c\/div\u003e\u003c\/div\u003e\n\u003cdiv\u003e\u003cul\u003e\u003cli\u003e You can preview some of the book's contents.\u003cbr\u003e \u003cspan\u003ePreview\u003c\/span\u003e\n\n\u003c\/li\u003e\u003c\/ul\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbr\u003e\u003cdiv\u003e\u003ch5\u003e \u003cb\u003eindex\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e \u003cb\u003ePart 1 begins\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e Chapter 1: The Road to Failure: Startups Are Not Miniature Big Businesses\u003cbr\u003e ______Traditional new business promotion strategy\u003cbr\u003e _________Concept and Early\u003cbr\u003e _________Product Development\u003cbr\u003e _________Alpha\/Beta Testing\u003cbr\u003e _________Product launch and customer acquisition \u003cbr\u003e______The Nine Deadly Sins of New Business Strategy\u003cbr\u003e _________1.\u003cbr\u003e I think I know what my customers want.\u003cbr\u003e _________2.\u003cbr\u003e I think I know what features I need\u003cbr\u003e _________3.\u003cbr\u003e Focus solely on product launches\u003cbr\u003e _________4.\u003cbr\u003e Emphasizes execution and does not consider hypothesis, verification, learning, or iteration.\u003cbr\u003e _________5.\u003cbr\u003e Develop a business plan that doesn't take trial and error or errors into account.\u003cbr\u003e _________6.\u003cbr\u003e Confusing traditional job titles with startup roles\u003cbr\u003e _________7.\u003cbr\u003e Focus on the execution plan for sales and marketing.\u003cbr\u003e _________8.\u003cbr\u003e Premature predictions of success lead to premature expansion.\u003cbr\u003e _________9.\u003cbr\u003e Crisis management leads to a vicious cycle.\u003cbr\u003e\u003cbr\u003e Chapter 2: The Path to Enlightenment: The Customer Development Model\u003cbr\u003e ______Introduction to Customer Development\u003cbr\u003e Exploring ______Business Models: Steps, Iterations, and Transitions\u003cbr\u003e Step 1: Customer Discovery\u003cbr\u003e Step 2: Customer Verification\u003cbr\u003e Step 3: Customer Generation\u003cbr\u003e Step 4: Establishing a Business\u003cbr\u003e ______Customer Development Manifesto \u003cbr\u003eRule 1: You can't know anything in the office, so go out into the field.\u003cbr\u003e _________Principle 2: Integrate Agile Development into Customer Development\u003cbr\u003e _________Principle 3: Failure is an essential element of the exploration process.\u003cbr\u003e Rule 4: Constantly iterate and change\u003cbr\u003e _________Rule 5: No business plan is meaningless the moment you meet the customer, so use the business model canvas.\u003cbr\u003e _________Principle 6: Design experiments and tests to test your hypotheses.\u003cbr\u003e _________Rule 7: Match the market type.\u003cbr\u003e Everything changes depending on the market type.\u003cbr\u003e _________Rule 8: Startups Use Different Metrics Than Established Companies\u003cbr\u003e _________Principle 9: Value quick decision-making, cycle time, speed, and tempo.\u003cbr\u003e _________Rule 10: Passion is the most important thing\u003cbr\u003e _________Rule 11: Job titles at startups are different from those at large corporations.\u003cbr\u003e Rule 12: Spend only when necessary and save.\u003cbr\u003e _________Rule 13: Communicate and Share What You Learn \u003cbr\u003e_________Principle 14: Successful Customer Development Starts with Agreement\u003cbr\u003e ______Customer Development Process Summary\u003cbr\u003e\u003cbr\u003e \u003cb\u003ePart 2, Step 1: Customer Discovery\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e Chapter 3: Introduction to Customer Development\u003cbr\u003e ______Customer Discovery Principles\u003cbr\u003e Go out to the _________ scene\u003cbr\u003e _________Exploring problem and solution matching\u003cbr\u003e _________Develop products for the few, not the many\u003cbr\u003e _________Early Evangelists: Your Most Important Customers\u003cbr\u003e _________Make the MVP first\u003cbr\u003e _________Differences between Web and Mobile MVPs\u003cbr\u003e Using the Business Model Canvas as a Customer Generation Metric\u003cbr\u003e ______Customer Development Overview\u003cbr\u003e _________4 Steps to Customer Development\u003cbr\u003e\u003cbr\u003e Chapter 4: Customer Discovery Step 1: Business Hypothesis Development\u003cbr\u003e ______[Physical, Web\/Mobile] Market Size Estimation\u003cbr\u003e _________Total market, effective market, target market\u003cbr\u003e _________Web\/Mobile Market Size Estimation\u003cbr\u003e Step 1 of Deriving a ______[Physical] Value Proposition Hypothesis\u003cbr\u003e _________Product Vision\u003cbr\u003e _________Product Features and Benefits\u003cbr\u003e _________MVP\u003cbr\u003e ______[Web\/Mobile] Value Proposition 1: Designing a Low-Quality MVP \u003cbr\u003eWrite user stories instead of _________functional specifications\u003cbr\u003e ______[Physical] Customer Segments: Hypothesize who your customers are and what their problems are.\u003cbr\u003e _________Customer's problems, needs or desires\u003cbr\u003e _________Customer Type\u003cbr\u003e _________Customer Archetype\u003cbr\u003e _________Customer's Daily Life\u003cbr\u003e _________Customer Structure and Relationships\u003cbr\u003e ______[Web\/Mobile] Customer Segments: Influence\/Relationship Hypotheses\u003cbr\u003e _________Customer Archetype: A metric that guides customers\u003cbr\u003e _________Customer Daily Routine: Know What Your Customers Do\u003cbr\u003e ______[physical] channel hypothesis\u003cbr\u003e Determine if your _________ product is a good fit for the channel.\u003cbr\u003e _________Types of physical channels\u003cbr\u003e Select _________channel\u003cbr\u003e ______[Web\/Mobile] Channel Hypothesis\u003cbr\u003e _________Type of web\/mobile channel\u003cbr\u003e A platform that acts as a _________ channel\u003cbr\u003e Test to help you select _________channel\u003cbr\u003e Channel Planning for _________ Markets\u003cbr\u003e ______Value Proposition Step 2: Market Type and Competitor Hypotheses\u003cbr\u003e _________Market Type\u003cbr\u003e Competition in the existing market\u003cbr\u003e _________Reclassification of existing markets\u003cbr\u003e _________Entering new markets \u003cbr\u003e_________Competitor Summary\u003cbr\u003e ______[Physical] Customer Relationship Hypothesis\u003cbr\u003e Building Customer Relationships in Physical Channels\u003cbr\u003e _________Customer Recruitment\u003cbr\u003e Establishing a _________customer acquisition strategy\u003cbr\u003e _________Examples of Simple Customer Acquisition Methods\u003cbr\u003e _________Customer Retention\u003cbr\u003e Developing a _________Customer Retention Strategy\u003cbr\u003e _________Customer Growth\u003cbr\u003e _________Developing customer growth strategies\u003cbr\u003e ______[Web\/Mobile] Customer Relationship Hypothesis\u003cbr\u003e _________Customer Recruitment: Acquisition and Activation\u003cbr\u003e _________The Difference Between Customer Acquisition and Customer Activation\u003cbr\u003e _________Explore: How Customers Shop Online\u003cbr\u003e _________Developing a customer acquisition strategy\u003cbr\u003e _________Verify your customer acquisition methods\u003cbr\u003e _________worker\u003cbr\u003e _________Verification of customer activation methods\u003cbr\u003e _________Customer Retention and Retention\u003cbr\u003e _________Customer Retention Strategy\u003cbr\u003e _________Customer Retention Metrics to Watch\u003cbr\u003e _________Expand your customer base with additional revenue and referrals\u003cbr\u003e _________1.\u003cbr\u003e Additional purchases from current customers\u003cbr\u003e _________2.\u003cbr\u003e Acquire customers by attracting more users\u003cbr\u003e ______[Physical, Web\/Mobile] Core Resource Hypothesis\u003cbr\u003e Don't overlook human resources \u003cbr\u003eIntellectual property rights are also a key resource.\u003cbr\u003e 4 Common Intellectual Property Mistakes Made by _________Startups\u003cbr\u003e Other important core resources besides _________\u003cbr\u003e _________Dependency Analysis\u003cbr\u003e ______[physical] partner hypothesis\u003cbr\u003e ______[Web\/Mobile] Traffic Partner Hypothesis\u003cbr\u003e ______Profit and Price Hypothesis\u003cbr\u003e _________Question 1: How much can I sell?\u003cbr\u003e _________Question 2: What is your revenue model?\u003cbr\u003e _________Question 3: How much should you price it?\u003cbr\u003e _________Two Problems with B2B Pricing\u003cbr\u003e _________Question 4: Can you generate enough profit to sustain your business?\u003cbr\u003e _________How do single and multi-faceted markets affect finance?\u003cbr\u003e _________Two additional revenue issues to consider\u003cbr\u003e _________Profit factor linkage hypothesis\u003cbr\u003e _________Final hypothesis formulation stage\u003cbr\u003e\u003cbr\u003e Chapter 5: Customer Discovery Step 2: Get out there to find out the problem. Are they interested?\u003cbr\u003e ______Design Testing and Pass\/Fail Experiments\u003cbr\u003e _________test\u003cbr\u003e _________insight\u003cbr\u003e ______[Physical] Customer Contact Information Preparation \u003cbr\u003eStart with a target audience of _________50 people\u003cbr\u003e _________Reference case study\u003cbr\u003e _________Start the appointment making process\u003cbr\u003e ______[Web\/Mobile] Creating a low-quality MVP\u003cbr\u003e _________Low-quality MVP strategy\u003cbr\u003e How to Create a Low-Performance MVP\u003cbr\u003e _________Consider using multiple MVPs\u003cbr\u003e ______[physical] problem understanding and importance are measured and evaluated.\u003cbr\u003e Developing a _________problem presentation\u003cbr\u003e _________Problem Meeting\u003cbr\u003e _________Understanding current problem-solving approaches\u003cbr\u003e _________Problem Meeting in a New Market\u003cbr\u003e _________Collect information on all parts\u003cbr\u003e Avoid the pitfalls of _________corporate meetings\u003cbr\u003e _________Merge and score customer data\u003cbr\u003e ______[Web\/Mobile] Testing issues with a low-quality MVP\u003cbr\u003e You don't have real data until your customers' eyes widen\u003cbr\u003e Drive _________traffic and start aggregating\u003cbr\u003e _________'Just Do It' Scramble\u003cbr\u003e Gaining customer understanding \u003cbr\u003e______[Physical] market knowledge gathering\u003cbr\u003e ______[Web\/Mobile] Traffic and Competitiveness Analysis\u003cbr\u003e\u003cbr\u003e Chapter 6: Customer Discovery Step 3: Go Out into the Field and Test Your Product Solutions\u003cbr\u003e _________Overview of Solution Testing\u003cbr\u003e ______Business Model and Team Renewal: When to Transition or Progress\u003cbr\u003e _________Start data collection\u003cbr\u003e _________Question everything\u003cbr\u003e _________Transition or progression\u003cbr\u003e Create a ______[physical] product solution presentation\u003cbr\u003e ______[Web\/Mobile] High-Quality MVP Testing\u003cbr\u003e _________Whether to proceed privately or publicly\u003cbr\u003e Testing product solutions on ______[physical] customers\u003cbr\u003e _________Solution Presentation\u003cbr\u003e Ask if there is a cost to purchase _________products\u003cbr\u003e _________Price Inquiry\u003cbr\u003e _________Channel Question\u003cbr\u003e _________Acquisition, Retention, and Growth Questions\u003cbr\u003e _________Presentation Advice\u003cbr\u003e Meet the _________ channel\u003cbr\u003e ______[Web\/Mobile] Customer Behavior Measurement\u003cbr\u003e Measure your passion\u003cbr\u003e Perform _________pass\/fail testing\u003cbr\u003e _________Carefully measure test results \u003cbr\u003e______Business Model Renewal: Other Transition or Progress Points\u003cbr\u003e _________Investigate the tremendous passion of customers\u003cbr\u003e _________Product Repackaging: A Conversion Strategy\u003cbr\u003e _________Refreshing the Business Model Canvas\u003cbr\u003e ______Initial Advisory Board Members\u003cbr\u003e\u003cbr\u003e Chapter 7: Customer Discovery: Step 4: Validating and Transforming the Business Model\u003cbr\u003e ______Product\/Market Match Discovered\u003cbr\u003e _________Resolve critical issues or ensure that important requirements can be met\u003cbr\u003e _________Ensures that the product solves the customer's problem or meets their needs.\u003cbr\u003e _________Make sure you have enough customers to drive business opportunities.\u003cbr\u003e ______Make sure you know your target audience and how to reach them.\u003cbr\u003e ______To ensure that you can generate revenue and grow your company.\u003cbr\u003e _________Revenue Model Data Collection\u003cbr\u003e ______Transition or Progress\u003cbr\u003e _________Determine verification items\u003cbr\u003e _________Moving to the customer verification stage? Congratulations!\u003cbr\u003e\u003cbr\u003e \u003cb\u003ePart 3, Step 2: Customer Validation\u003c\/b\u003e\u003cbr\u003e \u003cbr\u003eChapter 8: Introduction to Customer Verification\u003cbr\u003e Breakthrough with _________ browser\u003cbr\u003e ______Lee. The Enlightenment of Piperny\u003cbr\u003e ______Customer Verification Philosophy\u003cbr\u003e From the _________Business Model Canvas to the Sales Roadmap\u003cbr\u003e Building a _________Sales Roadmap vs.\u003cbr\u003e Building a sales team\u003cbr\u003e _________entrepreneurs must lead a customer verification team.\u003cbr\u003e Verification occurs at different speeds across different channels.\u003cbr\u003e _________Attempt to make initial sales to early evangelists\u003cbr\u003e _________Spending constraints at the customer verification stage\u003cbr\u003e _________Prioritizing verification items\u003cbr\u003e Why _________ accountants don't start startups\u003cbr\u003e _________And finally, if lightning suddenly strikes, don't be afraid and move forward with confidence.\u003cbr\u003e Summary of _________Customer Verification Philosophy\u003cbr\u003e ______Overview of the Customer Verification Process\u003cbr\u003e\u003cbr\u003e Chapter 9 Customer Validation Step 1: Preparing to Sell\u003cbr\u003e ______Preparing to Sell: Position Statement Skills\u003cbr\u003e ______[Physical] Sales Preparation: Sales and Marketing Materials\u003cbr\u003e ______Auxiliary materials for physical sales \u003cbr\u003e_________Preparing a sales presentation\u003cbr\u003e _________Demos, Models, Videos\u003cbr\u003e _________Datasheet\u003cbr\u003e _________Price List, Contract, and Billing Method\u003cbr\u003e ______Supplemental materials should be tailored to the customer's eye level.\u003cbr\u003e ______Online Tools for Physical Channel Marketers\u003cbr\u003e _________website\u003cbr\u003e _________Social Marketing Tools\u003cbr\u003e _________Email and Email Marketing Tools\u003cbr\u003e ______[Web\/Mobile] Sales Preparation: Customer Acquisition and Activation Plan\u003cbr\u003e ______Recruitment Plan and Tools\u003cbr\u003e _________Sample Customer Acquisition Spreadsheet\u003cbr\u003e _________Guidelines for Developing a Customer Acquisition Plan\u003cbr\u003e ______Customer Acquisition Planning Tool\u003cbr\u003e Use customer acquisition tools for _________ products\u003cbr\u003e ______Activation Plan and Tools\u003cbr\u003e _________Guidelines for Developing a Customer Activation Plan\u003cbr\u003e Example of an _________Activation Plan\u003cbr\u003e Tools for _________Activation Planning\u003cbr\u003e _________What to apply to your homepage or landing page itself: Win with content, look, feel, and functionality.\u003cbr\u003e _________look and feel\u003cbr\u003e _________Navigation Considerations \u003cbr\u003e_________Additional activation tools to consider beyond the website itself\u003cbr\u003e _________Activation Plan Management\u003cbr\u003e ______[Physical] Sales Preparation: Hiring a Sales Representative\u003cbr\u003e ______[Web\/Mobile] Sales Preparation: Build a High-Quality MVP\u003cbr\u003e ______[Physical] Sales Preparation: Sales Channel Roadmap\u003cbr\u003e _________Sales Channel 'Food Chain'\u003cbr\u003e _________Channel Obligations\u003cbr\u003e _________Channel Discounts and Financial Information\u003cbr\u003e _________Channel Management\u003cbr\u003e _________ market\u003cbr\u003e ______[Web\/Mobile] Sales Preparation: Measurement Toolkit\u003cbr\u003e Key indicators for _________ measurement\u003cbr\u003e _________Use a dashboard or system to collect and monitor data\u003cbr\u003e ______[Physical] Sales Preparation: Developing a Sales Roadmap\u003cbr\u003e _________Organizational Structure and Influence Map\u003cbr\u003e _________Customer Access Map\u003cbr\u003e _________Sales Strategy\u003cbr\u003e _________Implementation Plan\u003cbr\u003e ______[Web\/Mobile] Sales Preparation: Hiring a Data Analytics Manager\u003cbr\u003e ______[All Channels] Sales Preparation: Formalizing Your Advisory Board\u003cbr\u003e Compensation to the _________ Advisory Board\u003cbr\u003e\u003cbr\u003e Chapter 10 Customer Verification Step 2: Get Out There and Sell! \u003cbr\u003e______Get out there: Find the early evangelists.\u003cbr\u003e ______[Web\/Mobile] Get Out There: Optimizing Your Plans\/Tools\u003cbr\u003e _________Customer Optimization Strategy\u003cbr\u003e _________Key Elements for a Successful Optimization Strategy\u003cbr\u003e Learning to Develop Optimization Strategies\u003cbr\u003e _________Optimization Tools\u003cbr\u003e _________A\/B testing\u003cbr\u003e _________Usability Testing\u003cbr\u003e _________heat map\u003cbr\u003e _________Eye Tracking\u003cbr\u003e _________Copy Phrase Test\u003cbr\u003e Go out into the ______[physical] field and test your sales.\u003cbr\u003e _________test sales\u003cbr\u003e _________Sales Process\u003cbr\u003e Collect and record _________sales results\u003cbr\u003e _________conversion\u003cbr\u003e Number of orders required for _________verification\u003cbr\u003e ______[Web\/Mobile] Get Out There: Optimizing for More Customer Reach\u003cbr\u003e _________How to optimize your customer acquisition efforts\u003cbr\u003e How to Implement a Customer Acquisition Optimization Process\u003cbr\u003e _________Common Optimization Opportunities and Challenges\u003cbr\u003e ______Get to the physical field: Improve your sales roadmap \u003cbr\u003e_________Company and Consumer Organization\u003cbr\u003e Create an impact map using the _________ organizational chart.\u003cbr\u003e _________Improve your core strategy\u003cbr\u003e Improve the _________access map\u003cbr\u003e Developing a _________Sales Roadmap\u003cbr\u003e ______[Web\/Mobile] Get Out There: Optimizing Retention and Growth\u003cbr\u003e _________Customer Retention Program Optimization\u003cbr\u003e _________Cohort analysis guides customer retention efforts.\u003cbr\u003e Optimizing Customer Growth\u003cbr\u003e _________Recruiting customers for more purchases\u003cbr\u003e _________Recruiting customers through recommendations from other customers\u003cbr\u003e If _________, the market must optimize in other aspects.\u003cbr\u003e ______[Physical] Go Out: The Sales Channel Partner Experiment\u003cbr\u003e Identifying _________channel targets\u003cbr\u003e The _________ channel is just a store counter\u003cbr\u003e ______[Web\/Mobile] Get Out There: Sales Traffic Partner Experiment\u003cbr\u003e\u003cbr\u003e Chapter 11: Customer Validation, Step 3: Product Development and Company Positioning\u003cbr\u003e _________No need for a PR agency\u003cbr\u003e _________Positioning Evaluation \u003cbr\u003e______Positioning Development: Product Positioning\u003cbr\u003e _________Product Positioning Summary\u003cbr\u003e ______Positioning Development: Matching product positioning to market type\u003cbr\u003e _________Existing Market\u003cbr\u003e _________new market\u003cbr\u003e _________Copy Market\u003cbr\u003e _________Reclassified Market\u003cbr\u003e ______Positioning Development: Company Positioning\u003cbr\u003e ______Development Positioning: Positioning Verification\u003cbr\u003e\u003cbr\u003e Chapter 12 Customer Validation Step 4: Tough Questions, Conversions, or Progress\u003cbr\u003e ______Transition or Progression: Find and assemble valid data\u003cbr\u003e Establishing a _________ strategy conference room\u003cbr\u003e _________Data Review\u003cbr\u003e ______Transition or Progress: Validating the Business Model\u003cbr\u003e The _________Business Model Canvas is used as a scorecard.\u003cbr\u003e ______Transition or Progress: Validation of the Financial Model\u003cbr\u003e ______Key Indicators\u003cbr\u003e Advice on how quickly you can spend your _________ expenses\u003cbr\u003e _________Scenario of Key Indicators\u003cbr\u003e _________Important Indicator Example 1\u003cbr\u003e How to Use _________Key Indicators\u003cbr\u003e _________If these are the company's numbers, what should you do as an entrepreneur?\u003cbr\u003e ______Important Indicator Example 2 \u003cbr\u003eKey items of the _________ indicator\u003cbr\u003e ______Important Indicator Example 3\u003cbr\u003e _________Key Metrics and Summary\u003cbr\u003e _________If this is the number of the company, what should I do as an entrepreneur?\u003cbr\u003e Final thoughts on the _________ financial model\u003cbr\u003e When to hire an accountant\u003cbr\u003e _________Complete all of this\u003cbr\u003e ______Transition or Progress: Re-examining Your Business Model\u003cbr\u003e _________Best Deal\u003cbr\u003e Make sure your _________ value proposition is correct\u003cbr\u003e _________Check that the product delivery is correct\u003cbr\u003e _________Profits must be increased and costs must be reduced\u003cbr\u003e _________Make sure your business model is right\u003cbr\u003e ______The Tough Startup Question: Transition or Progress\u003cbr\u003e _________Next Step\u003cbr\u003e\u003cbr\u003e ___Appendix A Checklist\u003cbr\u003e ___Appendix B Glossary\u003cbr\u003e ___Appendix C How to Start a Web Startup: A Brief Overview\u003c\/div\u003e\n\u003cdiv\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbr\u003e\u003cdiv\u003e\u003ch5\u003e \u003cb\u003eInto the book\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e \u003cb\u003eOn the publication of the Korean edition\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e Lean methodology may be seen as an American phenomenon, but it's also appearing across Asia, and in Korea in particular, it's taking off as a bold new revolution. \u003cbr\u003eThrough the lessons of \"get out there\" and \"fail fast,\" startups have achieved remarkable results with relatively low costs and rapid success.\u003cbr\u003e How is this possible? Because startups collect and validate a wealth of customer feedback to refine their business models.\u003cbr\u003e\u003cbr\u003e Entrepreneurs around the world are embracing my customer development methodology to discover scalable business models and accelerate learning.\u003cbr\u003e They go out into the field and learn, discover product-market fit, and focus on customer acquisition, customer retention, and customer growth.\u003cbr\u003e And we look at how to use key indicators to determine whether a profitable business model is possible.\u003cbr\u003e This book is not just an American book translated into Korean, but it conveys a very important insight. \u003cbr\u003eThis book describes a powerful innovation process that has been instrumental in driving the success of startups worldwide.\u003cbr\u003e This is especially important for growing entrepreneurs in Asia.\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e This book is for all entrepreneurs and all types of startups.\u003cbr\u003e\u003cbr\u003e What is a startup? A startup isn't a smaller version of a large corporation.\u003cbr\u003e Startups are temporary organizations exploring scalable, repeatable, and profitable business models.\u003cbr\u003e At first, the startup business model is drawn on a canvas with ideas and hypotheses.\u003cbr\u003e At this point, there are no customers yet or minimal customer knowledge.\u003cbr\u003e Each startup type is distinct.\u003cbr\u003e This book provides guidance for each business type and helps entrepreneurs validate and test their hypotheses.\u003cbr\u003e\u003cbr\u003e Customer development methodologies reduce upfront costs and accelerate learning. \u003cbr\u003eThis is very important as it helps reduce the risks of startups.\u003cbr\u003e Learn how startups work and what not to do.\u003cbr\u003e The key to a successful startup is customer feedback.\u003cbr\u003e\u003cbr\u003e This book is a guide to the startup journey from here to the world.\u003cbr\u003e More startups are embarking on their journeys than ever before.\u003cbr\u003e I am very happy about this change, which is creating many startups around the world.\u003cbr\u003e\u003cbr\u003e We hope that this book's step-by-step guidance will accelerate the success and growth of startups across Asia.\u003cbr\u003e\u003cbr\u003e - Steve Blank\u003cbr\u003e Fall 2013 in Pescadero, California, USA\u003cbr\u003e\u003cbr\u003e \u003cb\u003eAuthor's Preface\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e The Dutch East India Company, founded in 1602, is considered the first 'modern corporation' to issue stock certificates.\u003cbr\u003e For the next 300 years, businesses continued to start, establish, and grow.\u003cbr\u003e At that time, there were no professionally trained executives. \u003cbr\u003eAs the 20th century progressed, corporate structures became more complex, requiring professional management to manage large-scale enterprises.\u003cbr\u003e In 1908, Harvard awarded its first MBA degree, becoming the formal professional education for large corporations.\u003cbr\u003e The curriculum has been standardized and covers all the essential elements of running a modern business.\u003cbr\u003e It included cost accounting, strategy, finance, product management, engineering, human resources, and operations.\u003cbr\u003e\u003cbr\u003e The history of formal management techniques is only about 100 years.\u003cbr\u003e\u003cbr\u003e In the mid-20th century, modern venture capital and startups first emerged.\u003cbr\u003e The startup industry has grown explosively, but the formula for sustainable startup success has remained largely unknown over the past 50 years.\u003cbr\u003e Founders sought to incorporate the methods, rules, and processes of \"big business\" they learned in business school into their startups, and so did investors. \u003cbr\u003eInvestors were shocked that the startup couldn't execute as planned.\u003cbr\u003e But he never admitted that there were no startups that could execute their business plans as planned.\u003cbr\u003e Fifty years later, it's clear that while the traditional MBA curriculum is well-suited to running large corporations like IBM, GM, and Boeing, it's not suitable for startups.\u003cbr\u003e It's actually poisonous to startups.\u003cbr\u003e It's a belated realization, but founders now understand that startups aren't miniature versions of large corporations.\u003cbr\u003e Large companies implement business models that understand their customers, their problems, and the capabilities their products require.\u003cbr\u003e On the other hand, startups are in a state of 'exploration', looking for a sustainable and profitable business model.\u003cbr\u003e Finding a business model requires completely different rules, roadmaps, technologies, and methods.\u003cbr\u003e This way, you can minimize risk and increase your chances of success. \u003cbr\u003eIn the early 21st century, web\/mobile startup founders discovered and developed their own unique management methods.\u003cbr\u003e Now, 10 years later, startups have their own way of doing things.\u003cbr\u003e It's completely different from the way big companies work, but it's as comprehensive as the 'MBA Handbook'.\u003cbr\u003e This result is the introduction of 'scientific corporate management'.\u003cbr\u003e My first book, Four Steps to the Epiphany (K \u0026amp; S Ranch, 2005), was one of the first in this field.\u003cbr\u003e It explains that the management style of large corporations is not suitable for early-stage startups and emphasizes the need to reexamine existing business strategies.\u003cbr\u003e It is fundamentally different from the management style of large corporations, such as securing customers and understanding customer needs long before product launch.\u003cbr\u003e\u003cbr\u003e We were the first to create a management technique specifically designed for startups.\u003cbr\u003e\u003cbr\u003e This book explains a method suitable for startups.\u003cbr\u003e Agile was just beginning to gain traction as a product development methodology when the book was first published. \u003cbr\u003eAgile is a methodology that emphasizes iterative and incremental development, and was created to quickly and continuously incorporate customer feedback into product development.\u003cbr\u003e Agile is a methodology perfectly suited to the customer development process described in Four Steps to the Epiphany.\u003cbr\u003e Over the past decade, thousands of scientists, developers, and MBAs have taken my classes at Stanford Engineering and UC Berkeley's Haas School of Business.\u003cbr\u003e In this course, sponsored by the National Science Foundation, students discussed and utilized customer development, evaluating and improving their practices.\u003cbr\u003e Since then, tens of thousands of entrepreneurs, developers, and investors around the world have implemented customer development processes.\u003cbr\u003e This book is a further development of the fundamental and powerful 'four stages' of customer development.\u003cbr\u003e All stages and approaches of customer development have been strengthened and refined based on 10 years of experience.\u003cbr\u003e \u003cbr\u003eCustomer development fits well with agile development methodologies.\u003cbr\u003e\u003cbr\u003e Fortunately, a lot has changed now, 10 years later.\u003cbr\u003e The fields of corporate strategy and management science emerged, and the number of related books increased.\u003cbr\u003e Other areas related to entrepreneurial management include:\u003cbr\u003e Agile development is an approach that emphasizes incremental and interactive processes.\u003cbr\u003e In product or service development, we go through iterations and changes that reflect customer and market feedback.\u003cbr\u003e Business Model Design: Designing your business with nine core elements that replace the traditional business plan.\u003cbr\u003e Creative and innovative tools are used to nurture and generate successful ideas.\u003cbr\u003e Lean Startup is a combination of customer development and agile development.\u003cbr\u003e ? Lean user interface design improves web\/mobile interfaces and increases conversion rates.\u003cbr\u003e Venture and startup finance helps attract and manage funding for innovation.\u003cbr\u003e \u003cbr\u003eNo book, including this one, can be a complete roadmap or answer for entrepreneurs.\u003cbr\u003e But books on entrepreneurial management science can be a unique guide for entrepreneurs.\u003cbr\u003e If you're a startup looking to build a market with a potential market of billions, make good use of these key guidelines.\u003cbr\u003e The process of validating, improving, and measuring ideas can be done much faster and more efficiently.\u003cbr\u003e\u003cbr\u003e No book, including this one, can provide a complete roadmap.\u003cbr\u003e\u003cbr\u003e Bob and I hope this book will be helpful to startups and to you.\u003cbr\u003e We hope to increase the speed of innovation and the likelihood of success.\u003cbr\u003e\u003cbr\u003e - Steve Blank\u003cbr\u003e March 2012, Pescadero, California\u003cbr\u003e\u003cbr\u003e \u003cb\u003eOn the publication of the Korean edition\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e Lean methodology may be seen as an American phenomenon, but it's also appearing across Asia, and in Korea in particular, it's taking off as a bold new revolution. \u003cbr\u003eThrough the lessons of \"get out there\" and \"fail fast,\" startups have achieved remarkable results with relatively low costs and rapid success.\u003cbr\u003e How is this possible? Because startups collect and validate a wealth of customer feedback to refine their business models.\u003cbr\u003e\u003cbr\u003e Entrepreneurs around the world are embracing my customer development methodology to discover scalable business models and accelerate learning.\u003cbr\u003e They go out into the field and learn, discover product-market fit, and focus on customer acquisition, customer retention, and customer growth.\u003cbr\u003e And we look at how to use key indicators to determine whether a profitable business model is possible.\u003cbr\u003e This book is not just an American book translated into Korean, but it conveys a very important insight. \u003cbr\u003eThis book describes a powerful innovation process that has been instrumental in driving the success of startups worldwide.\u003cbr\u003e This is especially important for growing entrepreneurs in Asia.\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e This book is for all entrepreneurs and all types of startups.\u003cbr\u003e\u003cbr\u003e What is a startup? A startup isn't a smaller version of a large corporation.\u003cbr\u003e Startups are temporary organizations exploring scalable, repeatable, and profitable business models.\u003cbr\u003e At first, the startup business model is drawn on a canvas with ideas and hypotheses.\u003cbr\u003e At this point, there are no customers yet or minimal customer knowledge.\u003cbr\u003e Each startup type is distinct.\u003cbr\u003e This book provides guidance for each business type and helps entrepreneurs validate and test their hypotheses.\u003cbr\u003e\u003cbr\u003e Customer development methodologies reduce upfront costs and accelerate learning. \u003cbr\u003eThis is very important as it helps reduce the risks of startups.\u003cbr\u003e Learn how startups work and what not to do.\u003cbr\u003e The key to a successful startup is customer feedback.\u003cbr\u003e\u003cbr\u003e This book is a guide to the startup journey from here to the world.\u003cbr\u003e More startups are embarking on their journeys than ever before.\u003cbr\u003e I am very happy about this change, which is creating many startups around the world.\u003cbr\u003e\u003cbr\u003e We hope that this book's step-by-step guidance will accelerate the success and growth of startups across Asia.\u003cbr\u003e Steve Blank\u003cbr\u003e Fall 2013 in Pescadero, California, USA\u003cbr\u003e\u003cbr\u003e \u003cb\u003eAuthor's Preface\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e The Dutch East India Company, founded in 1602, is considered the first 'modern corporation' to issue stock certificates.\u003cbr\u003e For the next 300 years, businesses continued to start, establish, and grow.\u003cbr\u003e At that time, there were no professionally trained executives. \u003cbr\u003eAs the 20th century progressed, corporate structures became more complex, requiring professional management to manage large-scale enterprises.\u003cbr\u003e In 1908, Harvard awarded its first MBA degree, becoming the formal professional education for large corporations.\u003cbr\u003e The curriculum has been standardized and covers all the essential elements of running a modern business.\u003cbr\u003e It included cost accounting, strategy, finance, product management, engineering, human resources, and operations.\u003cbr\u003e\u003cbr\u003e The history of formal management techniques is only about 100 years.\u003cbr\u003e\u003cbr\u003e In the mid-20th century, modern venture capital and startups first emerged.\u003cbr\u003e The startup industry has grown explosively, but the formula for sustainable startup success has remained largely unknown over the past 50 years.\u003cbr\u003e Founders sought to incorporate the methods, rules, and processes of \"big business\" they learned in business school into their startups, and so did investors. \u003cbr\u003eInvestors were shocked that the startup couldn't execute as planned.\u003cbr\u003e But he never admitted that there were no startups that could execute their business plans as planned.\u003cbr\u003e Fifty years later, it's clear that while the traditional MBA curriculum is well-suited to running large corporations like IBM, GM, and Boeing, it's not suitable for startups.\u003cbr\u003e It's actually poisonous to startups.\u003cbr\u003e It's a belated realization, but founders now understand that startups aren't miniature versions of large corporations.\u003cbr\u003e Large companies implement business models that understand their customers, their problems, and the capabilities their products require.\u003cbr\u003e On the other hand, startups are in a state of 'exploration', looking for a sustainable and profitable business model.\u003cbr\u003e Finding a business model requires completely different rules, roadmaps, technologies, and methods.\u003cbr\u003e This way, you can minimize risk and increase your chances of success. \u003cbr\u003eIn the early 21st century, web\/mobile startup founders discovered and developed their own unique management methods.\u003cbr\u003e Now, 10 years later, startups have their own way of doing things.\u003cbr\u003e It's completely different from the way big companies work, but it's as comprehensive as the 'MBA Handbook'.\u003cbr\u003e This result is the introduction of 'scientific corporate management'.\u003cbr\u003e My first book, Four Steps to the Epiphany (K \u0026amp; S Ranch, 2005), was one of the first in this field.\u003cbr\u003e It explains that the management style of large corporations is not suitable for early-stage startups and emphasizes the need to reexamine existing business strategies.\u003cbr\u003e It is fundamentally different from the management style of large corporations, such as securing customers and understanding customer needs long before product launch.\u003cbr\u003e\u003cbr\u003e We were the first to create a management technique specifically designed for startups.\u003cbr\u003e\u003cbr\u003e This book explains a method suitable for startups.\u003cbr\u003e Agile was just beginning to gain traction as a product development methodology when the book was first published. \u003cbr\u003eAgile is a methodology that emphasizes iterative and incremental development, and was created to quickly and continuously incorporate customer feedback into product development.\u003cbr\u003e Agile is a methodology perfectly suited to the customer development process described in Four Steps to the Epiphany.\u003cbr\u003e Over the past decade, thousands of scientists, developers, and MBAs have taken my classes at Stanford Engineering and UC Berkeley's Haas School of Business.\u003cbr\u003e In this course, sponsored by the National Science Foundation, students discussed and utilized customer development, evaluating and improving their practices.\u003cbr\u003e Since then, tens of thousands of entrepreneurs, developers, and investors around the world have implemented customer development processes.\u003cbr\u003e This book is a further development of the fundamental and powerful 'four stages' of customer development.\u003cbr\u003e All stages and approaches of customer development have been strengthened and refined based on 10 years of experience.\u003cbr\u003e \u003cbr\u003eCustomer development fits well with agile development methodologies.\u003cbr\u003e\u003cbr\u003e Fortunately, a lot has changed now, 10 years later.\u003cbr\u003e The fields of corporate strategy and management science emerged, and the number of related books increased.\u003cbr\u003e Other areas related to entrepreneurial management include:\u003cbr\u003e Agile development is an approach that emphasizes incremental and interactive processes.\u003cbr\u003e In product or service development, we go through iterations and changes that reflect customer and market feedback.\u003cbr\u003e Business Model Design: Designing your business with nine core elements that replace the traditional business plan.\u003cbr\u003e Creative and innovative tools are used to nurture and generate successful ideas.\u003cbr\u003e Lean Startup is a combination of customer development and agile development.\u003cbr\u003e ? Lean user interface design improves web\/mobile interfaces and increases conversion rates.\u003cbr\u003e Venture and startup finance helps attract and manage funding for innovation.\u003cbr\u003e \u003cbr\u003eNo book, including this one, can be a complete roadmap or answer for entrepreneurs.\u003cbr\u003e But books on entrepreneurial management science can provide unprecedented guidance for entrepreneurs.\u003cbr\u003e If you're a startup looking to build a market with a potential market of billions, make good use of these key guidelines.\u003cbr\u003e The process of validating, improving, and measuring ideas can be done much faster and more efficiently.\u003cbr\u003e\u003cbr\u003e No book, including this one, can provide a complete roadmap.\u003cbr\u003e Bob and I hope this book will be helpful to startups and to you.\u003cbr\u003e We hope to increase the speed of innovation and the likelihood of success.\u003cbr\u003e\u003cbr\u003e - Steve Blank\u003cbr\u003e March 2012, in Pescadero, California\u003c\/div\u003e\n\u003cdiv\u003e --- From the text\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbr\u003e\u003cdiv\u003e\u003ch5\u003e \u003cb\u003ePublisher's Review\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e \u003cb\u003eThis book has received praise from all walks of life.\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e This is the most valuable book on entrepreneurship published in the last 25 years!\u003cbr\u003e - Tim Huntley, An Entrepreneurial Life\u003cbr\u003e \u003cbr\u003eIf you want to avoid death from the moment your venture is born, you must read and practice this book to have a chance at success.\u003cbr\u003e - Alexander Osterwald, author of \"The Birth of a Business Model\"\u003cbr\u003e\u003cbr\u003e An important book on new experiential and inquiry-based approaches to entrepreneurship education.\u003cbr\u003e\u003cbr\u003e - Patrick Blaskowitz, co-author of The Entrepreneur's Guide to Customer Development\u003cbr\u003e\u003cbr\u003e The Best $40 Investment for Your Startup\u003cbr\u003e EdSurge, an educational site for entrepreneurs and investors.\u003cbr\u003e\u003cbr\u003e A complete resource for all types of entrepreneurs\u003cbr\u003e XConomy, a convergence technology and business news site\u003cbr\u003e\u003cbr\u003e A surprisingly simple two-step process for product and service success.\u003cbr\u003e - Kimberly Bifling, entrepreneur and author\u003cbr\u003e\u003cbr\u003e It is a bible for entrepreneurs.\u003cbr\u003e Entrepreneurs and investors must read and reread.\u003cbr\u003e\u003cbr\u003e - Anonymous entrepreneur\u003cbr\u003e \u003cbr\u003eAn essential book for aspiring entrepreneurs, first-time entrepreneurs, and seasoned entrepreneurs.\u003cbr\u003e - Ben Mapen, founder of Lean Launch Lab\u003cbr\u003e\u003cbr\u003e A true blueprint for building a scalable Silicon Valley-style startup.\u003cbr\u003e - Anonymous entrepreneur\u003cbr\u003e\u003cbr\u003e By reading this book before starting a business, entrepreneurs can save countless dollars and manpower wastage due to misjudgments.\u003cbr\u003e - Scott Hoffman, Soho Business Advocate, Speaker, and Author\u003cbr\u003e\u003cbr\u003e Steve Blank is one of the smartest and most pragmatic thinkers I know when it comes to business and creative startups.\u003cbr\u003e - Derek Thompson, Atlantic News Media\u003cbr\u003e\u003cbr\u003e This book will change the rules of the game.\u003cbr\u003e - India Business Blog\u003cbr\u003e\u003cbr\u003e Going beyond the entrepreneurship bible, Four Steps to the Epiphany, this book provides a clear guide to building a startup. \u003cbr\u003eThis book is for all entrepreneurs, both large corporations and startups.\u003cbr\u003e\u003cbr\u003e - Conrad Egusa, Internet marketing firm Brownstein \u0026amp; Egusa\u003cbr\u003e\u003cbr\u003e The process described in this book will help prevent failures, errors, and waste caused by rushed or expensive product launches.\u003cbr\u003e - Kia Davis, founder of online media company Wamda.com\u003cbr\u003e\u003cbr\u003e \u003cb\u003eTarget audience for this book\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e This book is for entrepreneurs who use the word \"startup\" literally hundreds of times.\u003cbr\u003e What exactly is a startup? Startups are not miniature versions of large corporations.\u003cbr\u003e A startup is a temporary organization looking for a scalable, repeatable, and profitable business model.\u003cbr\u003e A startup's initial business model is a canvas of ideas and hypotheses.\u003cbr\u003e There are no customers and there is not even the slightest understanding of customers.\u003cbr\u003e Words like startup, founder, and breakthrough have their own meanings. \u003cbr\u003eBut in the heart of Silicon Valley and in big corporations, the term has different meanings.\u003cbr\u003e This book provides guidelines for each type of startup. \u003cbr\u003e\n\n\u003c\/div\u003e\n\u003cdiv\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cdiv style=\"width:95%;padding-top:20px;padding-bottom:20px\"\u003e\n\n\u003cdiv style=\"text-align:left;font-size:16px;font-weight:bold;padding-bottom:20px\"\u003e GOODS SPECIFICS \u003c\/div\u003e\n\n\u003cdiv style=\"text-align:left;font-size:14px;line-height:1.6em;\"\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003eDate of issue:\u003c\/strong\u003e January 29, 2014\u003c\/div\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003ePage count, weight, size:\u003c\/strong\u003e 612 pages | 1,212g | 188*250*35mm\u003c\/div\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003eISBN13:\u003c\/strong\u003e 9788960775190\u003c\/div\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003eISBN10:\u003c\/strong\u003e 8960775193 \u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\u003ccenter\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cspan\u003e\u003c\/span\u003e\n\n\u003c\/center\u003e\n\n\n\u003c\/center\u003e","brand":"LIBRAIRIE COREENNE","offers":[{"title":"Default Title","offer_id":43893366423594,"sku":"139572","price":51.0,"currency_code":"EUR","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0683\/2750\/5962\/files\/34f4b64f44a4ef590b0a6e9ceb7b3582.jpg?v=1765398572","url":"https:\/\/librairie.coreenne.fr\/en\/products\/139572","provider":"LIBRAIRIE COREENNE","version":"1.0","type":"link"}