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The Lean Startup: How Constant Innovation Creates Radically Successful Businesses by [Ries, Eric]
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The Lean Startup: How Constant Innovation Creates Radically Successful Businesses Kindle Edition

4.5 out of 5 stars 271 customer reviews

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Length: 304 pages Word Wise: Enabled Enhanced Typesetting: Enabled
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Every so often a business book comes along that changes how we think about innovation and entrepreneurship. The Lean Startup has the chops to join this exalted company. (Philip Delves Broughton Financial Times)

Mandatory reading for entrepreneurs... loaded with fascinating stories and practical principles (Dan Heath, coauthor of Switch and Made to Stick)

If you are an entrepreneur, read this book. If you are thinking about becoming an entrepreneur, read this book. If you are just curious about entrepreneurship, read this book. (Randy Komisar, founding director of TiVo)

The Lean Startup will change the way we think about entrepreneurship (Tom Eisenmann, Professor of Entrepreneurship, Harvard Business School)

Eric Ries has created a science where previously there was only art. A must-read for every serious entrepreneur - and every manager interested in innovation (Marc Andreessen, cofounder of Andreessen Horowitz, Opsware, and Netscape)

I know of no better guide to improve the odds of a startup's success' (Mitchell Kapor, Founder, Lotus Development Corp)

This book is the guided tour of the key innovative practices used inside Google, Toyota, and Facebook, that work in any business (Scott Cook, Founder and Chairman, Intuit)

From the Inside Flap

Most new businesses fail. But most of those failures are preventable.

The Lean Startup is a new approach to business that's being adopted around the world. It is changing the way companies are built and new products are launched.

The Lean Startup is about learning what your customers really want. It's about testing your vision continuously, adapting and adjusting before it's too late.

Now is the time to think Lean.

Product details

  • Format: Kindle Edition
  • File Size: 1526 KB
  • Print Length: 304 pages
  • Publisher: Portfolio Penguin (6 Oct. 2011)
  • Sold by: Amazon Media EU S.à r.l.
  • Language: English
  • ASIN: B005PR422K
  • Text-to-Speech: Enabled
  • X-Ray:
  • Word Wise: Enabled
  • Enhanced Typesetting: Enabled
  • Average Customer Review: 4.5 out of 5 stars 271 customer reviews
  • Amazon Bestsellers Rank: #9,514 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
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Customer Reviews

Top Customer Reviews

By Athan TOP 500 REVIEWER on 3 Feb. 2016
Format: Paperback Verified Purchase
I'm a second time entrepreneur, but by Eric Ries' analysis I'm actually a third time entrepreneur, because he counts the time I set something up as a consultant for a large corporation. So he had me at hello, even if it was through flattery.

In fewer than 300 pages it gave me a good 15 flashbacks. Points where I was shouting out loud "exactly!"

Embarrassingly, it also gave me a whole bunch of moments where I said "why did nobody tell me that back then."

It's a MUST if you are starting a business.

It's not without its faults. It's an advertisement for his consultancy, it could do without the references to Toyota (of which there's tons), it really reads like one of those self-help guides obese people read on airplanes; it's far from perfect.

It is regardless AWESOME and it's a very quick read.

Look away now if you don't want me to spoil it for you, here come the main points:

1. Entrepreneurship can happen in funny places.

2. Value = providing benefit to the customer. “Success is not delivering a feature; success is learning how to solve a customer’s problem.”

3. Launch! You’re not going to increase the value of the product without real customer input

4. Launch! You could be perfecting a product of no value

5. Launch! You WILL throw a lot of work away; the earlier you launch the less you’ll throw away

6. For all the above reasons, keep going through short cycles of BUILD, MEASURE, LEARN

7. Plan to learn; don’t say “I learned” as an excuse after a failure if you did not have a lesson planned in there.

8. There is a problem with launching: Once you’ve launched you give up on the “audacity of zero.
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Format: Paperback
If many more European start-up founders had read this book we might have more successful start-ups. That said, as of 2011 we ARE beginning to get a lot of more switched on, more product focused entrepreneurs starting companies. That can only be good.

I would recommend without question, reading this book. Many of the recommendations inside are ones I have learned the hard way; but even having said this, the urge for any engineer remains to build functionality and that is a dangerous route if you don't know what your customer or user wants.

Based upon the premise of "assumptions" that we all make, this book gives a convincing -and in my view correct- case for finding ways to prove your assumptions before you build a real product - by hook or by crook. That might mean a skeleton site, a video, a very basic minimum product.

Whether you are running a start-up in a corporate as a division or a traditional bootstrap in a garage, I challenge you not to find some value in this book if you are an early stage company which has not already burnt it's way through all it's money. Read this book before you do and build the right thing, not the wrong thing, for your users or customers.
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Format: Paperback
"Now Moses wrote down the starting points of their journeys at the command of the LORD." - Numbers 33:2 (NKJV)

Having taught entrepreneurs for many years and studied many of the most successful ones, I am always struck by how differences in focus on learning seem to correlate with achieving more or less success. Those who believe that they just need to implement their business plan usually flop. Those, by contrast, who assume they don't know the "right" answer . . .but desperately want to find out . . . seem to do quite well.

My favorite saying about entrepreneurs is that their first business model is their worst one. Fail quickly, often, and inexpensively in seeking a better business model, and you will eventually find a profitable business model and offerings.

While this book covers lean operations as well as business model and offering development, I thought that its main value comes in the example of how a Web-based business should measure its performance and monitor how well potential improvements work out. If you have such a business, the book's contents are directly applicable by you.

If you want to apply the book's lessons to a different kind of business, you'll find the information here to be more difficult to apply.

I believe that this book will be most helpful to those who haven't tried to start a business before and are accustomed to making incremental improvements in existing, successful businesses.

If you already understand the importance of measuring performance in creating trial, turning trial into regular purchases, and regular purchases into loyalty to a product or service, you will probably wonder what all the fuss is about. In that regard, pay attention to Mr.
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Format: Paperback Verified Purchase
The first word that comes to mind to describe this book is "boring".

I cannot understand how it could have got so many 5 stars - people need to read more business books! If you want an excellent book on lean startups you MUST read The Startup Owner's Manual: The Step-By-Step Guide for Building a Great Company: 1 by Steve Blank. Do not waste your money on this book.

The book is nevertheless quite an interesting read in some parts, but unquestionably very over-rated and very padded out. The book may have something to offer about how to save time and costs when running a start up, but this has more to to with common sense than with the real concept of 'lean' as with 'lean manufacturing'.

Eric Ries tells us a lot about his experience as a CTO in a Silicon Valley startup and how they managed to dupe investors out of $millions before they all realised that to have a successful startup, you must start with the customer and try and define what customers' need or desire that you are going to satisfy. What Eric and his colleagues did was to essentially start by developing a very expensive Web product without really finding out if anyone actually wanted it. Anyone with any business education should have avoided the costly mistakes that they initially made. This book goes on to suggest various ways that could help you save time and money by not doing what they did. But, it is however very, very short on any detail.

The book is very much geared towards IT startups who lack the staff with a strong business education, particularly those IT startups who think they are going to be the next Facebook, or at least have $Ms to invest in the early stages.
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