|
|
|
|
| LEADER |
05537nmm a2200541 u 4500 |
| 001 |
EB001908309 |
| 003 |
EBX01000000000000001071211 |
| 005 |
00000000000000.0 |
| 007 |
cr||||||||||||||||||||| |
| 008 |
210123 ||| eng |
| 020 |
|
|
|a 9781118857762
|
| 020 |
|
|
|a 1118857674
|
| 020 |
|
|
|a 9781306862257
|
| 020 |
|
|
|a 9781118857670
|
| 020 |
|
|
|a 1306862256
|
| 020 |
|
|
|a 1118857763
|
| 020 |
|
|
|a 1118857666
|
| 020 |
|
|
|a 9781118857663
|
| 050 |
|
4 |
|a HB615
|
| 100 |
1 |
|
|a Kander, Diana
|
| 245 |
0 |
0 |
|a All in startup
|b launching a new idea when everything is on the line
|c Diana Kander
|
| 260 |
|
|
|a Hoboken, New Jersey
|b Wiley
|c 2014
|
| 300 |
|
|
|a 1 online resource
|
| 505 |
0 |
|
|a Don't Commit All-In until You Prove That Customers Want Your Product and There's a Business Model to Support It -- The Strength of Your Initial Idea, or Starting Hand, Is Always Relative
|
| 505 |
0 |
|
|a Finding Out Your Assumptions Were Wrong Is Just as Valuable as Proving Them Right -- Don't Pivot to a New Idea without Testing Your New Assumptions -- Save Your Chips for When You'll Need the Least Amount of Luck to Win -- Successful Entrepreneurs Recognize Failure, Fold, and Live to Fight Another Day -- Test Your Assumptions before Committing Any Resources to an Idea -- Luck Can Be Engineered if You Take Emotion Out of the Equation -- Every Successful Entrepreneur Has More Failures than Successes -- The Harder You Work, the Luckier You'll Get -- Opportunities to Find Prospective Customers Are Everywhere: You Just Have to Look -- The Best Feedback from Potential Customers Comes from Meticulous Interviews -- Recognize the Vanity Metrics to Avoid Big Losses -- Keep Interviewing Customers until You Find a Migraine Problem Worth Solving -- People Can't Help Themselves from Sharing When You Bring Up a Migraine Problem --
|
| 505 |
0 |
|
|a First Appearances Can Be Deceiving -- You're Not Fooling Anyone -- You Can't Sell Anything by Doing All of the Talking -- It's How Well You Lose, Not How Well You Win, That Determines Whether You Get to Keep Playing -- The Real Pros Don't Play Every Hand -- Vanity Metrics Can Hide the Real Numbers That Matter to Your Business -- You Won't Find a Mentor if You Don't Ask -- Put Your Customers and Their Needs before Your Vision for a Solution -- Don't Gamble: Use Small Bets to Find Opportunities -- Even Experts Need to Prepare for New Terrain -- People Don't Buy Visionary Products They Buy Solutions to Their Problems -- Only Customers Can Tell You if You've Found a Problem Worth Solving -- Hoping and Praying for Luck Is Not a Strategy -- It's Never Too Late to Test Your Assumptions -- The Secret to Customer Interviews Is Nonleading, Open-Ended Questions -- The Only Way to Get Good at Customer Interviews Is to Practice --
|
| 505 |
0 |
|
|a Stay Objective in Your Interviews Whether You Are Getting Good or Bad News -- Nothing Else Matters until You Can Prove That Customers Want Your Product -- Luck Makers Seek Out New Experiences and Find Opportunities Wherever They Go -- Luck Is Not a Good Strategy for Poker or Business: It's the Outcome of a Good Strategy -- To Prove Demand, Find the Shortest Path to the Ultimate Customer Action -- Prepare for Bad Luck by Building Up Reserves -- Fear and Inaction Are the Two Greatest Threats to Your Business Idea -- Understand Your Tendencies On Tilt So That You Can Compensate for Them -- There Is No Mistaking It When You Uncover Migraine Problems Worth Solving -- Get Comfortable with Being Wrong -- Don't Go All-In without Confirming Your Assumptions through Smaller Bets -- Second Chances Are Rare: Make Sure You Get It Right the First Time Around -- Even When You Find a Migraine Problem, Crafting a Solution Requires Vigilance and Readjustment --
|
| 653 |
|
|
|a Entrepreneuriat
|
| 653 |
|
|
|a Entrepreneurship / http://id.loc.gov/authorities/subjects/sh85044149
|
| 653 |
|
|
|a New business enterprises / http://id.loc.gov/authorities/subjects/sh85091252
|
| 653 |
|
|
|a entrepreneurs / aat
|
| 653 |
|
|
|a Entrepreneurship / fast
|
| 653 |
|
|
|a BUSINESS & ECONOMICS / Entrepreneurship / bisacsh
|
| 653 |
|
|
|a Nouvelles entreprises
|
| 653 |
|
|
|a New business enterprises / fast
|
| 041 |
0 |
7 |
|a eng
|2 ISO 639-2
|
| 989 |
|
|
|b OREILLY
|a O'Reilly
|
| 776 |
|
|
|z 9781118857762
|
| 776 |
|
|
|z 1118857674
|
| 776 |
|
|
|z 9781118857663
|
| 776 |
|
|
|z 9781118857670
|
| 776 |
|
|
|z 1118857763
|
| 856 |
4 |
0 |
|u https://learning.oreilly.com/library/view/~/9781118857670/?ar
|x Verlag
|3 Volltext
|
| 082 |
0 |
|
|a 658.11
|
| 082 |
0 |
|
|a 658.1/1
|
| 082 |
0 |
|
|a 338
|
| 082 |
0 |
|
|a 330
|
| 520 |
|
|
|a "A book for anyone who has started a business, thought about starting a business, or just been close to someone who has, All In Startup introduces the reader to the latest advances in entrepreneurship, including a new understanding of how to launch a company in a way that dramatically improves its chances of success. The "business plan" curriculum taught in most M.B.A. programs is on the verge of extinction. A new "scientific method" of entrepreneurship built around forming and testing basic assumptions will soon replace the tired old model. The book, told through a case study approach, follows the story of Owen Chase who is tasked with turning his company around in 9 days. Through rich storytelling, All In Startup provides a book-length case study to showcase a new type of entrepreneurship, revealing innovative business principles and the emotional reality of entrepreneurship that goes tragically unmentioned during business school"--
|