Part 1 begins

Chapter 1: The Road to Failure: Startups Are Not Miniature Big Businesses
______Traditional new business promotion strategy
_________Concept and Early
_________Product Development
_________Alpha/Beta Testing
_________Product launch and customer acquisition
______The Nine Deadly Sins of New Business Strategy
_________1.
I think I know what my customers want.
_________2.
I think I know what features I need
_________3.
Focus solely on product launches
_________4.
Emphasizes execution and does not consider hypothesis, verification, learning, or iteration.
_________5.
Develop a business plan that doesn't take trial and error or errors into account.
_________6.
Confusing traditional job titles with startup roles
_________7.
Focus on the execution plan for sales and marketing.
_________8.
Premature predictions of success lead to premature expansion.
_________9.
Crisis management leads to a vicious cycle.

Chapter 2: The Path to Enlightenment: The Customer Development Model
______Introduction to Customer Development
Exploring ______Business Models: Steps, Iterations, and Transitions
Step 1: Customer Discovery
Step 2: Customer Verification
Step 3: Customer Generation
Step 4: Establishing a Business
______Customer Development Manifesto
Rule 1: You can't know anything in the office, so go out into the field.
_________Principle 2: Integrate Agile Development into Customer Development
_________Principle 3: Failure is an essential element of the exploration process.
Rule 4: Constantly iterate and change
_________Rule 5: No business plan is meaningless the moment you meet the customer, so use the business model canvas.
_________Principle 6: Design experiments and tests to test your hypotheses.
_________Rule 7: Match the market type.
Everything changes depending on the market type.
_________Rule 8: Startups Use Different Metrics Than Established Companies
_________Principle 9: Value quick decision-making, cycle time, speed, and tempo.
_________Rule 10: Passion is the most important thing
_________Rule 11: Job titles at startups are different from those at large corporations.
Rule 12: Spend only when necessary and save.
_________Rule 13: Communicate and Share What You Learn
_________Principle 14: Successful Customer Development Starts with Agreement
______Customer Development Process Summary

Part 2, Step 1: Customer Discovery

Chapter 3: Introduction to Customer Development
______Customer Discovery Principles
Go out to the _________ scene
_________Exploring problem and solution matching
_________Develop products for the few, not the many
_________Early Evangelists: Your Most Important Customers
_________Make the MVP first
_________Differences between Web and Mobile MVPs
Using the Business Model Canvas as a Customer Generation Metric
______Customer Development Overview
_________4 Steps to Customer Development

Chapter 4: Customer Discovery Step 1: Business Hypothesis Development
______[Physical, Web/Mobile] Market Size Estimation
_________Total market, effective market, target market
_________Web/Mobile Market Size Estimation
Step 1 of Deriving a ______[Physical] Value Proposition Hypothesis
_________Product Vision
_________Product Features and Benefits
_________MVP
______[Web/Mobile] Value Proposition 1: Designing a Low-Quality MVP
Write user stories instead of _________functional specifications
______[Physical] Customer Segments: Hypothesize who your customers are and what their problems are.
_________Customer's problems, needs or desires
_________Customer Type
_________Customer Archetype
_________Customer's Daily Life
_________Customer Structure and Relationships
______[Web/Mobile] Customer Segments: Influence/Relationship Hypotheses
_________Customer Archetype: A metric that guides customers
_________Customer Daily Routine: Know What Your Customers Do
______[physical] channel hypothesis
Determine if your _________ product is a good fit for the channel.
_________Types of physical channels
Select _________channel
______[Web/Mobile] Channel Hypothesis
_________Type of web/mobile channel
A platform that acts as a _________ channel
Test to help you select _________channel
Channel Planning for _________ Markets
______Value Proposition Step 2: Market Type and Competitor Hypotheses
_________Market Type
Competition in the existing market
_________Reclassification of existing markets
_________Entering new markets
_________Competitor Summary
______[Physical] Customer Relationship Hypothesis
Building Customer Relationships in Physical Channels
_________Customer Recruitment
Establishing a _________customer acquisition strategy
_________Examples of Simple Customer Acquisition Methods
_________Customer Retention
Developing a _________Customer Retention Strategy
_________Customer Growth
_________Developing customer growth strategies
______[Web/Mobile] Customer Relationship Hypothesis
_________Customer Recruitment: Acquisition and Activation
_________The Difference Between Customer Acquisition and Customer Activation
_________Explore: How Customers Shop Online
_________Developing a customer acquisition strategy
_________Verify your customer acquisition methods
_________worker
_________Verification of customer activation methods
_________Customer Retention and Retention
_________Customer Retention Strategy
_________Customer Retention Metrics to Watch
_________Expand your customer base with additional revenue and referrals
_________1.
Additional purchases from current customers
_________2.
Acquire customers by attracting more users
______[Physical, Web/Mobile] Core Resource Hypothesis
Don't overlook human resources
Intellectual property rights are also a key resource.
4 Common Intellectual Property Mistakes Made by _________Startups
Other important core resources besides _________
_________Dependency Analysis
______[physical] partner hypothesis
______[Web/Mobile] Traffic Partner Hypothesis
______Profit and Price Hypothesis
_________Question 1: How much can I sell?
_________Question 2: What is your revenue model?
_________Question 3: How much should you price it?
_________Two Problems with B2B Pricing
_________Question 4: Can you generate enough profit to sustain your business?
_________How do single and multi-faceted markets affect finance?
_________Two additional revenue issues to consider
_________Profit factor linkage hypothesis
_________Final hypothesis formulation stage

Chapter 5: Customer Discovery Step 2: Get out there to find out the problem. Are they interested?
______Design Testing and Pass/Fail Experiments
_________test
_________insight
______[Physical] Customer Contact Information Preparation
Start with a target audience of _________50 people
_________Reference case study
_________Start the appointment making process
______[Web/Mobile] Creating a low-quality MVP
_________Low-quality MVP strategy
How to Create a Low-Performance MVP
_________Consider using multiple MVPs
______[physical] problem understanding and importance are measured and evaluated.
Developing a _________problem presentation
_________Problem Meeting
_________Understanding current problem-solving approaches
_________Problem Meeting in a New Market
_________Collect information on all parts
Avoid the pitfalls of _________corporate meetings
_________Merge and score customer data
______[Web/Mobile] Testing issues with a low-quality MVP
You don't have real data until your customers' eyes widen
Drive _________traffic and start aggregating
_________'Just Do It' Scramble
Gaining customer understanding
______[Physical] market knowledge gathering
______[Web/Mobile] Traffic and Competitiveness Analysis

Chapter 6: Customer Discovery Step 3: Go Out into the Field and Test Your Product Solutions
_________Overview of Solution Testing
______Business Model and Team Renewal: When to Transition or Progress
_________Start data collection
_________Question everything
_________Transition or progression
Create a ______[physical] product solution presentation
______[Web/Mobile] High-Quality MVP Testing
_________Whether to proceed privately or publicly
Testing product solutions on ______[physical] customers
_________Solution Presentation
Ask if there is a cost to purchase _________products
_________Price Inquiry
_________Channel Question
_________Acquisition, Retention, and Growth Questions
_________Presentation Advice
Meet the _________ channel
______[Web/Mobile] Customer Behavior Measurement
Measure your passion
Perform _________pass/fail testing
_________Carefully measure test results
______Business Model Renewal: Other Transition or Progress Points
_________Investigate the tremendous passion of customers
_________Product Repackaging: A Conversion Strategy
_________Refreshing the Business Model Canvas
______Initial Advisory Board Members

Chapter 7: Customer Discovery: Step 4: Validating and Transforming the Business Model
______Product/Market Match Discovered
_________Resolve critical issues or ensure that important requirements can be met
_________Ensures that the product solves the customer's problem or meets their needs.
_________Make sure you have enough customers to drive business opportunities.
______Make sure you know your target audience and how to reach them.
______To ensure that you can generate revenue and grow your company.
_________Revenue Model Data Collection
______Transition or Progress
_________Determine verification items
_________Moving to the customer verification stage? Congratulations!

Part 3, Step 2: Customer Validation

Chapter 8: Introduction to Customer Verification
Breakthrough with _________ browser
______Lee. The Enlightenment of Piperny
______Customer Verification Philosophy
From the _________Business Model Canvas to the Sales Roadmap
Building a _________Sales Roadmap vs.
Building a sales team
_________entrepreneurs must lead a customer verification team.
Verification occurs at different speeds across different channels.
_________Attempt to make initial sales to early evangelists
_________Spending constraints at the customer verification stage
_________Prioritizing verification items
Why _________ accountants don't start startups
_________And finally, if lightning suddenly strikes, don't be afraid and move forward with confidence.
Summary of _________Customer Verification Philosophy
______Overview of the Customer Verification Process

Chapter 9 Customer Validation Step 1: Preparing to Sell
______Preparing to Sell: Position Statement Skills
______[Physical] Sales Preparation: Sales and Marketing Materials
______Auxiliary materials for physical sales
_________Preparing a sales presentation
_________Demos, Models, Videos
_________Datasheet
_________Price List, Contract, and Billing Method
______Supplemental materials should be tailored to the customer's eye level.
______Online Tools for Physical Channel Marketers
_________website
_________Social Marketing Tools
_________Email and Email Marketing Tools
______[Web/Mobile] Sales Preparation: Customer Acquisition and Activation Plan
______Recruitment Plan and Tools
_________Sample Customer Acquisition Spreadsheet
_________Guidelines for Developing a Customer Acquisition Plan
______Customer Acquisition Planning Tool
Use customer acquisition tools for _________ products
______Activation Plan and Tools
_________Guidelines for Developing a Customer Activation Plan
Example of an _________Activation Plan
Tools for _________Activation Planning
_________What to apply to your homepage or landing page itself: Win with content, look, feel, and functionality.
_________look and feel
_________Navigation Considerations
_________Additional activation tools to consider beyond the website itself
_________Activation Plan Management
______[Physical] Sales Preparation: Hiring a Sales Representative
______[Web/Mobile] Sales Preparation: Build a High-Quality MVP
______[Physical] Sales Preparation: Sales Channel Roadmap
_________Sales Channel 'Food Chain'
_________Channel Obligations
_________Channel Discounts and Financial Information
_________Channel Management
_________ market
______[Web/Mobile] Sales Preparation: Measurement Toolkit
Key indicators for _________ measurement
_________Use a dashboard or system to collect and monitor data
______[Physical] Sales Preparation: Developing a Sales Roadmap
_________Organizational Structure and Influence Map
_________Customer Access Map
_________Sales Strategy
_________Implementation Plan
______[Web/Mobile] Sales Preparation: Hiring a Data Analytics Manager
______[All Channels] Sales Preparation: Formalizing Your Advisory Board
Compensation to the _________ Advisory Board

Chapter 10 Customer Verification Step 2: Get Out There and Sell!
______Get out there: Find the early evangelists.
______[Web/Mobile] Get Out There: Optimizing Your Plans/Tools
_________Customer Optimization Strategy
_________Key Elements for a Successful Optimization Strategy
Learning to Develop Optimization Strategies
_________Optimization Tools
_________A/B testing
_________Usability Testing
_________heat map
_________Eye Tracking
_________Copy Phrase Test
Go out into the ______[physical] field and test your sales.
_________test sales
_________Sales Process
Collect and record _________sales results
_________conversion
Number of orders required for _________verification
______[Web/Mobile] Get Out There: Optimizing for More Customer Reach
_________How to optimize your customer acquisition efforts
How to Implement a Customer Acquisition Optimization Process
_________Common Optimization Opportunities and Challenges
______Get to the physical field: Improve your sales roadmap
_________Company and Consumer Organization
Create an impact map using the _________ organizational chart.
_________Improve your core strategy
Improve the _________access map
Developing a _________Sales Roadmap
______[Web/Mobile] Get Out There: Optimizing Retention and Growth
_________Customer Retention Program Optimization
_________Cohort analysis guides customer retention efforts.
Optimizing Customer Growth
_________Recruiting customers for more purchases
_________Recruiting customers through recommendations from other customers
If _________, the market must optimize in other aspects.
______[Physical] Go Out: The Sales Channel Partner Experiment
Identifying _________channel targets
The _________ channel is just a store counter
______[Web/Mobile] Get Out There: Sales Traffic Partner Experiment

Chapter 11: Customer Validation, Step 3: Product Development and Company Positioning
_________No need for a PR agency
_________Positioning Evaluation
______Positioning Development: Product Positioning
_________Product Positioning Summary
______Positioning Development: Matching product positioning to market type
_________Existing Market
_________new market
_________Copy Market
_________Reclassified Market
______Positioning Development: Company Positioning
______Development Positioning: Positioning Verification

Chapter 12 Customer Validation Step 4: Tough Questions, Conversions, or Progress
______Transition or Progression: Find and assemble valid data
Establishing a _________ strategy conference room
_________Data Review
______Transition or Progress: Validating the Business Model
The _________Business Model Canvas is used as a scorecard.
______Transition or Progress: Validation of the Financial Model
______Key Indicators
Advice on how quickly you can spend your _________ expenses
_________Scenario of Key Indicators
_________Important Indicator Example 1
How to Use _________Key Indicators
_________If these are the company's numbers, what should you do as an entrepreneur?
______Important Indicator Example 2
Key items of the _________ indicator
______Important Indicator Example 3
_________Key Metrics and Summary
_________If this is the number of the company, what should I do as an entrepreneur?
Final thoughts on the _________ financial model
When to hire an accountant
_________Complete all of this
______Transition or Progress: Re-examining Your Business Model
_________Best Deal
Make sure your _________ value proposition is correct
_________Check that the product delivery is correct
_________Profits must be increased and costs must be reduced
_________Make sure your business model is right
______The Tough Startup Question: Transition or Progress
_________Next Step

___Appendix A Checklist
___Appendix B Glossary
___Appendix C How to Start a Web Startup: A Brief Overview

This book has received praise from all walks of life.

This is the most valuable book on entrepreneurship published in the last 25 years!
- Tim Huntley, An Entrepreneurial Life

If 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.
- Alexander Osterwald, author of "The Birth of a Business Model"

An important book on new experiential and inquiry-based approaches to entrepreneurship education.

- Patrick Blaskowitz, co-author of The Entrepreneur's Guide to Customer Development

The Best $40 Investment for Your Startup
EdSurge, an educational site for entrepreneurs and investors.

A complete resource for all types of entrepreneurs
XConomy, a convergence technology and business news site

A surprisingly simple two-step process for product and service success.
- Kimberly Bifling, entrepreneur and author

It is a bible for entrepreneurs.
Entrepreneurs and investors must read and reread.

- Anonymous entrepreneur

An essential book for aspiring entrepreneurs, first-time entrepreneurs, and seasoned entrepreneurs.
- Ben Mapen, founder of Lean Launch Lab

A true blueprint for building a scalable Silicon Valley-style startup.
- Anonymous entrepreneur

By reading this book before starting a business, entrepreneurs can save countless dollars and manpower wastage due to misjudgments.
- Scott Hoffman, Soho Business Advocate, Speaker, and Author

Steve Blank is one of the smartest and most pragmatic thinkers I know when it comes to business and creative startups.
- Derek Thompson, Atlantic News Media

This book will change the rules of the game.
- India Business Blog

Going beyond the entrepreneurship bible, Four Steps to the Epiphany, this book provides a clear guide to building a startup.
This book is for all entrepreneurs, both large corporations and startups.

- Conrad Egusa, Internet marketing firm Brownstein & Egusa

The process described in this book will help prevent failures, errors, and waste caused by rushed or expensive product launches.
- Kia Davis, founder of online media company Wamda.com

Target audience for this book

This book is for entrepreneurs who use the word "startup" literally hundreds of times.
What exactly is a startup? Startups are not miniature versions of large corporations.
A startup is a temporary organization looking for a scalable, repeatable, and profitable business model.
A startup's initial business model is a canvas of ideas and hypotheses.
There are no customers and there is not even the slightest understanding of customers.
Words like startup, founder, and breakthrough have their own meanings.
But in the heart of Silicon Valley and in big corporations, the term has different meanings.
This book provides guidelines for each type of startup.