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Introduces the latest advances in entrepreneurship through a case study approach, demonstrating innovative business principles for achieving success and overcoming obstacles.
List of contents
Foreword by Steve Blank ix
A Letter from Thom Ruhe, VP of Entrepreneurship at the Kauffman Foundation xi
Introduction xiii
Chapter 1: First Appearances Can Be Deceiving 1
Chapter 2: You're Not Fooling Anyone 7
Chapter 3: You Can't Sell Anything by Doing All of the Talking 13
Chapter 4: It's How Well You Lose, Not How Well You Win, That Determines Whether You Get to Keep Playing 19
Chapter 5: The Real Pros Don't Play Every Hand 25
Chapter 6: Vanity Metrics Can Hide the Real Numbers That Matter to Your Business 29
Chapter 7: You Won't Find a Mentor if You Don't Ask 35
Chapter 8: Put Your Customers and Their Needs before Your Vision for a Solution 39
Chapter 9: Don't Gamble--Use Small Bets to Find Opportunities 47
Chapter 10: Even Experts Need to Prepare for New Terrain 51
Chapter 11: People Don't Buy Visionary Products; They Buy Solutions to Their Problems 55
Chapter 12: Only Customers Can Tell You if You've Found a Problem Worth Solving 63
Chapter 13: Hoping and Praying for Luck Is Not a Strategy 75
Chapter 14: It's Never Too Late to Test Your Assumptions 81
Chapter 15: The Secret to Customer Interviews Is
Nonleading, Open-Ended Questions 87
Chapter 16: The Only Way to Get Good at Customer Interviews Is to Practice 95
Chapter 17: Finding Out Your Assumptions Were Wrong Is Just as Valuable as Proving Them Right 99
Chapter 18: Don't Pivot to a New Idea without Testing Your New Assumptions 109
Chapter 19: Save Your Chips for When You'll Need the Least Amount of Luck to Win 117
Chapter 20: Successful Entrepreneurs Recognize Failure, Fold, and Live to Fight Another Day 123
Chapter 21: Test Your Assumptions before Committing Any Resources to an Idea 133
Chapter 22: Luck Can Be Engineered if You Take Emotion Out of the Equation 143
Chapter 23: Every Successful Entrepreneur Has More Failures than Successes 149
Chapter 24: The Harder You Work, the Luckier You'll Get 153
Chapter 25: Opportunities to Find Prospective Customers Are Everywhere--You Just Have to Look 157
Chapter 26: The Best Feedback from Potential Customers Comes from Meticulous Interviews 161
Chapter 27: Recognize the Vanity Metrics to Avoid Big Losses 169
Chapter 28: Keep Interviewing Customers until You Find a Migraine Problem Worth Solving 173
Chapter 29: People Can't Help Themselves from Sharing When You Bring Up a Migraine Problem 181
Chapter 30: Stay Objective in Your Interviews Whether You Are Getting Good or Bad News 187
Chapter 31: Nothing Else Matters until You Can Prove That Customers Want Your Product 191
Chapter 32: Luck Makers Seek Out New Experiences and Find Opportunities Wherever They Go 195
Chapter 33: Luck Is Not a Good Strategy for Poker or Business--It's the Outcome of a Good Strategy 201
Chapter 34: To Prove Demand, Find the Shortest Path to the Ultimate Customer Action 209
Chapter 35: Prepare for Bad Luck by Building Up Reserves 219
Chapter 36: Fear and Inaction Are the Two Greatest Threats to Your Business Idea 225
Chapter 37: Understand Your Tendencies On Tilt So That You Can Compensate for Them 229
Chapter 38: There Is No Mistaking It When You Uncover Migraine Problems Worth Solving 235
Chapter 39: Get Comfortable with Being Wrong 241
Chapter 40: Don't Go All-In without Confirming Your Assumptions through Smaller Bets 249
Chapter 41: Second Chances Are Rare--Make Sure You Get It Right the First Time Around 253
Chapter 42: Even When You Find a Migraine Problem, Crafting a So
About the author
DIANA KANDER is a successful entrepreneur, having founded and sold a number of ventures, and is a Senior Fellow at the Ewing Marion Kauffman Foundation, the largest non-profit in the world dedicated to entrepreneurship and education. A Georgetown-educated attorney who left a successful practice to launch her first company, Diana draws on her experience as a founder, investor, and academic to design and implement curriculum in educational institutions and the private sector. A sought-after public speaker, consultant, and writer, Diana has advised startup founders and Fortune 500 executives on her methodology for launching customer-focused products and services and developing an entrepreneurial mindset throughout an organization.
Summary
If Owen Chase can't find a way to turn his company around in the next nine days, he'll be forced to shut it down and lay off all of his employees. He has incurred substantial debt and his marriage is on shaky ground.
