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• Cover
• How to Read This Book
• Preface
• Who Is This Book For?
• Introduction
• A Repeatable Path
• Why a Second Decade?
• The Four Steps: A New Path
• I Getting Started
• Chapter 1: The Path to Disaster: A Startup Is Not a Small Version of a Big Company
• The Traditional New-Product Introduction Model
• The 9 Deadly Sins of the New Product Introduction Model
• Chapter 2: The Path to the Epiphany: The Customer Development Model
• An Introduction to Customer Development
• “The Search for a Business Model:” Steps, Iteration and Pivots
• A Customer Development Bonus: Minimum Waste of Cash and Time
• The Customer Development Manifesto
• Summary: The Customer Development Process
• Chapter 3: An Introduction to Customer Discovery
• The Customer Discovery Philosophy
• Chapter 4: Customer Discovery, Phase One: State Your Business Model Hypotheses
• Market Size Hypothesis (Physical and Web/Mobile)
• Value Proposition 1: “Low Fidelity” MVP Hypothesis (Web/Mobile)
• Customer Segments: Who/Problem Hypothesis (Physical)
• Customer Segments: Source/Wiring Hypothesis (Web/Mobile)
• Channels Hypothesis (Physical)
• Channels Hypothesis (Web/Mobile)
• Value Proposition 2: Market-Type and Competitive Hypothesis
• Customer Relationships Hypothesis (Web/Mobile)
• Key Resources Hypothesis (Physical and Web/Mobile)
• Partners Hypothesis (Physical)
• Traffic Partners Hypothesis (Web/Mobile)
• Revenue and Pricing Hypothesis
• Chapter 5: Customer Discovery, Phase Two: “Get Out of the Building” to Test the Problem: “Do People Care?”
• Design Tests and Pass/Fail Experiments
• Prepare for Customer Contacts (Physical)
• Build Your Low Fidelity MVP (Web/Mobile)
• Test Understanding of the Problem and Assess Its Importance (Physical)
• Avoid the Big-Company Meeting Trap
• Low Fidelity MVP Problem Test (Web/Mobile)
• Missteps to Avoid when Testing the Low Fidelity MVP:
• Gain Customer Understanding
• Capture Market Knowledge (Physical)
• Traffic/Competitive Analysis (Web/Mobile)
• Chapter 6: Customer Discovery, Phase Three: “Get Out of the Building” and Test the Product Solution
• Update the Business Model and Team (a Pivot-or-Proceed Point)
• Create the Product “Solution” Presentation (Physical)
• High Fidelity MVP Test (Web/Mobile)
• Test the Product Solution with the Customer (Physical)
• Measure Customer Behavior (Web/Mobile)
• Update the Business Model Again
• Identify First Advisory Board Members
• Chapter 7: Customer Discovery, Phase Four: Verify the Business Model and Pivot or Proceed
• Have We Found a Product/Market Fit?
• Do We Know Who Our Customers Are and How to Reach Them?
• Can We Make Money and Grow the Company?
• Pivot or Proceed?
• Chapter 8: Introduction to Customer Validation
• An Epiphany at E.piphany
• The Customer Validation Philosophy
• Overview of the Customer Validation Process
• Chapter 9: Customer Validation, Phase One: “Get Ready to Sell”
• Get Ready to Sell: Craft Positioning Statement
• Get Ready to Sell: Sales and Marketing Materials (Physical)
• Physical Sales Collateral and Materials
• Collateral Needs to Be Tuned to the Audience
• Online Tools for Physical Channel Marketers
• Get Ready to Sell: Acquire/Activate Customers Plan (Web/Mobile)
• The “Acquire” Plan and Tools
• Acquire Plan Tools
• The Activation Plan and Tools
• Non-home page acquisition tools
• Managing the Activate Plan
• Get Ready to Sell: Hire a Sales Closer (Physical)
• Get Ready to Sell: Build a High Fidelity MVP (Web/Mobile)
• Get Ready to Sell: Sales Channel Roadmap (Physical)
• Get Ready to Sell: Build a Metrics Toolset (Web/Mobile)
• Get Ready to Sell: Develop the Sales Roadmap (Physical)
• Get Ready to Sell: Hire a Data Analytics Chief (Web/Mobile)
• Get Ready to Sell: Formalize the Advisory Board (All Channels)
• Chapter 10: Customer Validation, Phase Two: Get Out of the Building and Sell!
• Get Out of the Building: Find Earlyvangelists (Physical)
• Get Out of the Building: Prepare Optimization Plans/Tools (Web/Mobile)
• Get Out of the Building and Test Sell (Physical)
• Get Out of the Building: Optimize Getting More Customers (Web/Mobile)
• Get Out of the Building: Refine the Sales Roadmap (Physical)
• Get Out of the Building: Optimize “Keep” and “Grow” (Web/Mobile)
• Get Out of the Building: Test Sell Channel Partners (Physical)
• Get Out of the Building: Test Sell Traffic Partners (Web/Mobile)
• Chapter 11: Customer Validation, Phase Three: Product Developing and Company Positioning
• No PR Agency
• The Positioning Audit
• Develop Positioning: Product Positioning
• The Product Positioning Brief
• Develop Positioning: Match Positioning to Market Type
• For an Existing Market
• For a New Market
• For a Clone Market
• For Re-Segmenting a Market
• Develop Positioning: Company Positioning
• Develop Positioning: Validate Positioning
• Chapter 12: Customer Validation, Phase Four: The Toughest Question of All: Pivot or Proceed?
• Pivot or Proceed: Assemble Data Findings
• Pivot or Proceed: Validate Your Business Model
• Pivot or Proceed: Validate the Financial Model
• Metrics that Matter
• Metrics that Matter: Example 2
• If These Were Your Numbers, What’s a Founder to Do?
• Metrics that Matter: Example 3
• Pivot or Proceed: Re-Validate the Business Model
• The Toughest Startup Question: Pivot or Proceed?
• The Startup Owner’s Manual “Site” Map
• Appendix A: Checklists
• Appendix B: Glossary
• Appendix C: How to Build a Web Startup: A Simple Overview
• Acknowledgements
• About the Authors
• Index
• End User License Agreement