Disciplined Entrepreneurship Expanded and Updated 24 Steps to a Successful Startup
Disciplined Entrepreneurship Expanded and Updated starts by combining the timeless and insightful principles of Disciplined Entrepreneurship with the practical tools found in the Disciplined Entrepreneurship Workbook into a single, comprehensive package. The book also has been updated with recent de...
Otros Autores: | |
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Formato: | Libro electrónico |
Idioma: | Inglés |
Publicado: |
Hoboken, New Jersey :
John Wiley & Sons, Inc
[2024]
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Edición: | Expanded and updated edition |
Materias: | |
Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009811314606719 |
Tabla de Contenidos:
- Cover
- Title Page
- Copyright Page
- Contents
- Preface
- Introduction: News Flash: Entrepreneurship Can Be Taught!
- Ten Common Myths About Entrepreneurship That Must Go
- Five Useful Mental Models About Entrepreneurship
- Definition of Entrepreneurship
- Distinguishing Two Distinct Types of Entrepreneurship
- Small and Medium Enterprise (SME) Entrepreneurship
- Innovation-Driven Enterprise (IDE) Entrepreneurship
- Moving from Introduction to Action and the 24 Steps
- Six Themes of the 24 Steps
- Tracking Your Progress: The Disciplined Entrepreneurship (DE) Canvas
- What Is the DE Canvas, and Why Is It Important?
- Why Is the DE Canvas Not a Perfect Map to the 24 Steps?
- How to Approach the DE Canvas
- Disciplined Entrepreneurship Canvas
- Example of Using the Disciplined Entrepreneurship Canvas with Feedback
- Summary
- Step 0 Getting Started
- Three Most Common Ways to Start a New Venture
- Raison d'Être: Internal Motivations Must Be at a Higher Level
- How to Go From "I Have a Passion" to "I Have an Idea or Technology" Good Enough to Start the 24 Steps
- Which Comes First, the Idea or the Team?
- Finding a Founding Team: Entrepreneurship Is Not a Solo Sport
- The Next Step
- Step 1 Market Segmentation
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- The First Commandment: The Single Necessary and Sufficient Condition for a Business
- Three Key Criteria to Be Met If You Are to Create a New Market That You Will Dominate
- Complex Paying Customers: Primary versus Secondary Customers and Multi-Sided Markets
- How to Do a Market Segmentation
- Step 1A: Brainstorm
- Step 1B: Narrow
- Step 1C: Build a Market Segmentation Matrix
- Step 1C: Fill Out a Market Segmentation Matrix with Primary Market Research
- How Long Should I Spend on Market Segmentation?.
- What Should I Come Out of Step 1 With?
- Examples
- Bloom
- SensAble Technologies (Technology Push)
- Gradeable (Market Pull)
- Summary
- Step 1A Primary Market Research (PMR)
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- A Practical Guide to PMR
- What Is PMR?
- Definitions
- The Goal of PMR
- The Five Biggest Obstacles to Good PMR
- Process and Techniques
- Results
- Tools of PMR
- Summary
- Step 2 Select a Beachhead Market
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- How to Choose Your Beachhead Market
- Your Beachhead Market Still Needs to Be Segmented Further
- Three Conditions That Define a Market
- Examples
- Bloom Continued
- SensAble Technologies
- Summary
- Step 3 Build an End User Profile
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- Why Target a Specific Demographic?
- How to Build an End User Profile
- Does Your Founding Team Include Someone in the End User Profile?
- Examples
- Bloom Continued
- SensAble Technologies
- Summary
- Step 4 Calculate the Total Addressable Market (TAM) Size for the Beachhead Market
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- Limitations of a Singular TAM Number: Other Important Considerations
- What Should My TAM Be?
- Examples
- Bloom Continued
- OnDemandKorea (Mix of Top Down and Bottom Up Analyses)
- Worksheets
- Top-Down Estimate of Number of End Users in Beachhead Market
- Summary
- Step 5 Profile the Persona for the Beachhead Market
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- How to Choose and Profile Your Persona
- The Persona Is More Than Just a One-Time Exercise
- Should I Create Multiple Personas? If So, When?
- The Persona Helps You Focus on What to Do-and What Not to Do.
- Mitigating the Downside Risks of a Persona
- Examples
- Bloom Continued
- SensAble Technologies
- Mechanical Water Filtration Systems Persona (B2B)
- Worksheet
- Summary
- Step 6 Full Life Cycle Use Case
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- What to Include in a Full Life Cycle Use Case
- Examples
- Bloom Continued
- Satisfier: Example of Incomplete Use Case
- FillBee: A More Robust Example
- Summary
- Step 7 High-Level Product Specification
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- Create a High-Level Product Specification
- Next, Make a Product Brochure and/or Landing Page
- Concept of Spiraling Innovation
- Examples
- Bloom Continued
- Altaeros Energies
- SensAble Technologies
- Summary
- Step 8 Quantify the Value Proposition
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- Aligning Your Value Proposition with the Persona's Priorities
- Keep It Simple: The "As-Is" State Compared to the "Possible" State with Your Product
- Examples
- Bloom Continued
- SensAble Technologies
- InTouch (Intangible Benefits)
- Meater
- Summary
- Step 9 Identify Your Next 10 Customers
- In This Step, You Will:
- Why This Step, and Why Now?
- Three Criteria to Make the List of Your Next 10 Customers
- How to Find Your Next 10 Customers
- Is the Current Persona Valid?
- Dealing with Negative Feedback
- Examples
- Bloom Continued
- Methane Capture of Landfill Sites
- Summary
- Step 10 Define Your Core
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- General and Specific Examples of Core
- Core Is Not Your Quantified Value Proposition Restated
- How to Define Your Core
- Do Not Disclose Your Core to the Public
- What About Patents?
- What About Culture?.
- Core Is Different Than Competitive Position
- First-Mover Advantage Is Not a Core Unless . . .
- Locking Up Suppliers Is Typically a Moat, Not a Core
- Examples
- Bloom Continued
- SensAble Technologies
- Summary
- Step 11 Chart Your Competitive Position
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- The Toughest Competitor of All: The Customer's Status Quo
- How to Chart Your Competitive Position
- Examples
- Bloom Continued
- SensAble Technologies
- SunSpring
- Summary
- Step 12 Determine the Customer's Decision-Making Unit (DMU)
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- Primary Roles in the DMU
- Additional Roles in the DMU
- How to Determine the DMU
- Examples
- Bloom Continued (B2B2C Example)
- Mechanical Water Filtration Systems (B2B Example)
- Summary
- Step 13 Map the Process to Acquire a Paying Customer
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- Budgeting/Purchasing Authority
- Time Is of the Essence
- Optimizing Your Process Map
- Operationalizing Your Process: First-Draft Sales Funnel
- Examples
- Bloom Continued
- Mechanical Water Filtration Systems
- Description of the Acquisition Process
- Summary
- Step 13A Windows of Opportunity and Triggers
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- Examples
- Bloom Continued
- General High-Level Examples
- Summary
- Step 14 Calculate the Total Addressable Market Size for Follow-on Markets
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- Two Directions to Expand-and One Not To
- How to Calculate Broader TAM
- Examples
- Bloom Continued
- Smart Skin Care
- Summary
- Step 15 Design a Business Model
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started.
- A Business Model Is Not Pricing
- Key Factors When Designing a Business Model
- Generalized Categories of Business Models
- Don't Be Afraid to Think Outside the Existing Categories
- Examples
- Bloom Continued
- Summary
- Step 16 Set Your Pricing Framework
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- Basic Pricing Concepts
- Avoid Analysis Paralysis-Make Your Best Guess and Keep Moving
- Examples
- Bloom Continued
- Helios
- Summary
- Step 17 Calculate the Lifetime Value (LTV) of an Acquired Customer
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- LTV and Unit Economics in Full Perspective
- Key Inputs to Calculate the LTV
- How to Calculate Lifetime Value
- LTV Sample Calculation: "Widget" Plus Yearly Maintenance Fee
- Important Considerations
- Examples
- Bloom Continued
- Helios
- Summary
- Step 18 Design a Scalable Revenue Engine
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- What Are the Different Sales Motions
- Your LTV Will Dictate What Sales Motion Options Are Available
- Your Sales Process Will Change Over Time
- Design a GTM Plan Based on a Mix of Revenue-Generating Motions That Evolve
- Updating Your Sales Funnel
- Examples
- Bloom Continued
- LARK Technologies
- Summary
- Step 19 Calculate the Cost of Customer Acquisition (CoCA)
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started
- Four Factors Entrepreneurs Often Overlook About Customer Acquisition Costs
- How Not to Calculate CoCA: A Bottom-Up Perspective
- The Right Way to Calculate CoCA: A Top-Down Perspective
- How to Reduce CoCA
- Examples
- Bloom Continued
- Summary
- Step 20 Identify Key Assumptions
- In This Step, You Will:
- Why This Step, and Why Now?
- Let's Get Started.
- How to Identify Your Key Assumptions.