Startups are different pt4
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1) Unlike established companies, startups are constrained by limited cash and must keep a low cash burn rate until validating their business model through paying customers. 2) To control costs, startups can use the OODA (Observe, Orient, Decide, Act) loop to regularly question assumptions and learn through iterative experimentation. 3) The customer development process focuses a startup on deeply understanding customer needs through stages of customer discovery, validation, creation and building to develop a repeatable sales process and transition to profitability.
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Chapter 7 MEASURE At the beginning, a startup is little more than .docx
Chapter 7 MEASURE
At the beginning, a startup is little more than a model on a piece of paper. The financials in the business plan include projections of how many customers the company expects to attract, how much it will spend, and how much revenue and profit that will lead to. It’s an ideal that’s usually far from where the startup is in its early days. A startup’s job is to (1) rigorously measure where it is right now, confronting the hard truths that assessment reveals, and then (2) devise experiments to learn how to move the real numbers closer to the ideal reflected in the business plan. Most products—even the ones that fail—do not have zero traction. Most products have some customers, some growth, and some positive results. One of the most dangerous outcomes for a startup is to bumble along in the land of the living dead. Employees and entrepreneurs tend to be optimistic by nature. We want to keep believing in our ideas even when the writing is on the wall. This is why the myth of perseverance is so dangerous. We all know stories of epic entrepreneurs who managed to pull out a victory when things seemed incredibly bleak. Unfortunately, we don’t hear stories about the countless nameless others who persevered too long, leading their companies to failure.
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The document provides a training manual on customer development with 14 rules or guidelines. Some of the key points covered in the rules include: conducting customer development outside the company by talking to potential customers to learn facts; pairing customer development with agile development to iterate based on customer feedback; embracing failure as part of the learning process through experiments and pivots; using a business model canvas to track hypotheses and iterate based on customer validation or rejection; and focusing on passion and speed in decision making. The overall message is that customer development is about turning hypotheses into facts through customer validation, which requires getting outside the building to interact with potential customers.
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- Use the Build-Measure-Learn feedback loop. Rapidly introduce small changes, measure their impact on key metrics, and learn what works and what doesn't.
- Continuously validate hypotheses about problem-solution fit and business model fit with customers. Pivot as needed based on learning.
- Focus on actionable, validated metrics over vanity metrics to guide decisions. Metrics should demonstrate clear cause-and-effect relationships.
- Embrace failure and treat it as an opportunity to learn.
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Since the turn of the century, small startup ideas—Uber, Twitter, Instagram, Airbnb, to name a few—have been scaled into technology giants. Could you imagine a day without scrolling social media? Or jumping in an Uber to the airport? Startups have disrupted industries by focusing on cutting-edge technology, the sharing economy, and social media. Startups also have the potential to influence and transform industries of the future. So, leap into the start-up world with fresh ideas and a desire to change the world.
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Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
一比一原版新西兰奥塔哥大学毕业证（otago毕业证）如何办理
一模一样【微信：A575476】【新西兰奥塔哥大学毕业证（otago毕业证）成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Startups are different pt4
- 1. WHATS’S THE KEY DIFFERENCE BETWEEN A SCALEABLE START UP AND A LARGER ESTABLISHED COMPANY? PART FOUR
- 2. Unlike a large Start up’s need to keep a low profitable cash burn rate company, until start ups are the company has validated its constrained business model by their by finding available paying customers cash
- 3. To keep a low cash burn rate, use the 1. OBSERVE 2. ORIENT 3. DECIDE 4. ACT OODA loop in a start up context
- 5. Its about questioning your core business assumptions rather than assume your beliefs about your business to be true
- 6. There are 4 stages
- 7. Customer Development focuses on understanding customer problems and needs
- 8. Customer Validation focuses on developing a sales model that can be replicated
- 9. Customer Creation focuses on creating and driving end user demand
- 10. focuses on Customer transitioning the Building organisation from one designed for learning and discovery to a well-oiled machine engineered for execution
- 11. The standard for testing business model hypotheses Buy this book
- 12. A start up should Focus on reaching a deep understanding of customers and their problems
- 13. A start up should Focus on discovering a repeatable road map of how they buy
- 14. A start up should Focus on building a financial model that results in profitability
- 15. How do you measure that? By asking yourself the right questions
- 16. The appropriate milestones that measure a start up’s progress answers these questions:
- 17. How well do we understand what problems customers have?
- 18. How much will they pay to solve those problems?
- 19. Do our product features solve these problems?
- 20. Do we understand our customers’ business?
- 21. Do we understand the hierarchy of customer needs?
- 22. Have we found visionary customers ones who will buy our product early
- 23. Is our product a must-have for these customers?
- 24. Do we understand the sales road map well enough to consistently sell the product?
- 25. Do we understand what we need to be profitable?
- 26. Are the sales and business plans realistic, scalable, and achievable?
- 27. What do we do if our model turns out to be wrong?
- 28. The standard for testing business model hypotheses
- 29. Want to quickly find a profitable and scalable business model? See part five