000			02161cam a2200337 a 4500
001			34059
003			DLC
005			20240430145045.0
008			110404s2011 nyua b 001 0 eng
010			_a 2011012100
020			_a9780307887894 : _c26.00
020			_a0307887898 : _c26.00
050	0	0	_aHD62.5 _b.R545 2011
090			_aHD 62.5 .R545 2011
100	1		_aRies, Eric, _d1978- _9104582
245	1	4	_aThe lean startup : _bhow today's entrepreneurs use continuous innovation to create radically successful businesses / _cEric Ries.
250			_a1st ed.
260			_aNew York : _bCrown Business, _cc2011.
300			_a320 p. : _bill. ; _c22 cm.
504			_aIncludes bibliographical references and index.
520			_a"Most startups are built to fail. But those failures, according to entrepreneur Eric Ries, are preventable. Startups don't fail because of bad execution, or missed deadlines, or blown budgets. They fail because they are building something nobody wants. Whether they arise from someone's garage or are created within a mature Fortune 500 organization, new ventures, by definition, are designed to create new products or services under conditions of extreme uncertainly. Their primary mission is to find out what customers ultimately will buy. One of the central premises of The Lean Startup movement is what Ries calls "validated learning" about the customer. It is a way of getting continuous feedback from customers so that the company can shift directions or alter its plans inch by inch, minute by minute. Rather than creating an elaborate business plan and a product-centric approach, Lean Startup prizes testing your vision continuously with your customers and making constant adjustments"--
650		0	_aNew business enterprises. _9104584
650		0	_aConsumers' preferences. _9104585
650		0	_aOrganizational effectiveness. _9104587
852	1		_9P26.00usd
907			_a34059 _b12-05-11 _c12-04-11
942			_cBOOK _04
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