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Business Owner S Manual |Free Full PDF
Our payment security system encrypts your information during transmission. We don’t share your credit card details with third-party sellers, and we don’t sell your information to others. Used: GoodSomething we hope you'll especially enjoy: FBA items qualify for FREE Shipping and Amazon Prime. Learn more about the program. Please try again.Please try again.Please try your request again later. The Small Business Owner's Manual is useful for newly minted entrepreneurs as well as seasoned business owners and can be read from cover-to-cover or to quickly look up information in the midst of a crisis. For example: Choose among 13 ways to get new financing and the 17 steps to building a winning loan package. Weigh the pros and cons among 8 legal structures, from corporations to LLCs. Write winning ads and analyze 16 advertising and marketing alternatives including the latest in Search Engine Marketing and Search Engine Optimization. -Develop a powerful business plan in half the time. Learn to sell products and services by considering 10 possible sales and distribution channels. -Discover the latest trends to quickly and inexpensively set up a website and e-store. Get taxes paid on time, collect from deadbeats, protect the business from litigation and get legal agreements with teeth by effectively finding and partnering with CPAs and attorneys. Get a quick overview of the 14 top forms of business insurance including workers comp and medical. Looking to lease? Exploit a comprehensive review of the top 18 critical factors used to evaluate locations and 24 of the most important clauses in lease agreements. -Understand the legal side of hiring, firing, and managing employees and contractors. -Minimize taxes by learning the ins-and-outs of business income taxes, the top 5 payroll taxes, sales and use taxes, common tax dodges, and the latest loopholes for business owners. Filing schedules, form names, form numbers and download links are also included.
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Credit cards are critical these days, so learn how the system really works and minimize chargebacks, disputes and headaches. Includes 35 important definitions and 12 ways to minimize fraud. -Lots more too! Joe Kennedy has more than twenty years of experience in operating and working with hundreds of small businesses, a degree in finance and an MBA. He knows how entrepreneurs think and their drive to get to the essence of an issue, make the right decision and quickly move on. Impatient business owners will prefer this book since only the most relevant information is provided. A few bigger books are out there but this one is not puffed out with clutter and other information you already knew. With years of experience in the IT industry, Joe knows a lot about the Internet too so the content here is better than web-based searches. The Small Business Owner's Manual is great for those starting a business, operators of existing enterprises, or as a gift. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required. In order to navigate out of this carousel please use your heading shortcut key to navigate to the next or previous heading. In order to navigate out of this carousel please use your heading shortcut key to navigate to the next or previous heading. Register a free business account He knows how entrepreneurs think and their drive to get to the essence of an issue, make the right decision and quickly move on. With years of experience in the IT industry Joe knows a lot about the Internet too so the content here is better than web-based searches.The Small Business Owner's Manual is great for those starting a business, operators of existing enterprises, or as a gift.If you are a seller for this product, would you like to suggest updates through seller support ? To calculate the overall star rating and percentage breakdown by star, we don’t use a simple average.
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Instead, our system considers things like how recent a review is and if the reviewer bought the item on Amazon. It also analyzes reviews to verify trustworthiness. Please try again later. Francois Laurient 5.0 out of 5 stars For example, there is a chapter on web sites and e-stores. I have had a site up for some years now but the book brings out a lot of important new concepts. Heck, things change. Kennedy (the author) makes a good point that a web site is never finished but is always a marketing work-in-progress. He describes many possibilities but the book is grounded in reality since he understands that small businesses cannot try everything like bigger firms. So now I reduced my marketing budget away from some print ads and I am getting better results through a Search Engine Marketing program outlined in the book. He also outlines about ten new financing sources that can be considered but perhaps most importantly gives a realistic assessment of when each should be considered abd when to not waste your time. In summary, my business has been in operation for many years and I have much experience in many of these areas but the book was a real help and I will be keeping it in my office as a reference.It really help me out big time. A must have for any business owner.TSBOM covers all areas of concern to operating a small business and I will keep it and use it and refer to it for a long time. Didn't spend a lot of time on tiresome theories, but actually gave a lot of real-world situations that could happen to everyone, which brought the book down to earth.Tips on everything from marketing to taxes to hiring employees, this is a digest that will stay on my shelf as a reference book forever!He reinforces his message with interesting, witty and enlightening stories. The book is an invaluable resource to any person who is either currently involved or thinking about getting involved in any type of new venture.
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The book is an excellent companion that contains a wealth of useful and helpful information and ideas on starting a small business and ensuring that it is viable and successful that is well worth having.Sorry, we failed to record your vote. Please try again. Please try again.Please try again.Please try your request again later. The National Science Foundation pays hundreds of startup teams each year to follow the process outlined in the book, and it's taught at Stanford, Berkeley, Columbia and more than 100 other leading universities worldwide. Why? The Startup Owner's Manual guides you, step-by-step, as you put the Customer Development process to work. This 608-page how-to guide includes over 100 charts, graphs, and diagrams, plus 77 valuable checklists that guide you as you drive your company toward profitability.Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required. In order to navigate out of this carousel please use your heading shortcut key to navigate to the next or previous heading. In order to navigate out of this carousel please use your heading shortcut key to navigate to the next or previous heading. Register a free business account This near-encyclopedic guide unlocks the secrets to startup success - walking you, step-by-step, through the tested and proven Customer Development process created by startup expert Steve Blank. It is the go-to resource for thousands of startups, leading universities (including Stanford, U.C. Berkeley and Columbia) and the U.S. National Science Foundation, among many others.It walks entrepreneurs through the Customer Development process that gets them out of the building, where customers live, to develop winning products customers will buy. His new Startup Owner's Manual is his latest addition for entrepreneurial practitioners. Steve created the Customer Development methodology that spawned the Lean Startup movement. He teaches entrepreneurship at Stanford University, U.C.
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Berkeley and Columbia. In 2011, Steve created the Lean LaunchPad, a hands-on class using Customer Development to train students as well as elite teams of scientists and engineers selected and funded by the U.S. National Science Foundation. Steve arrived in Silicon Valley in 1978, as boom times began, joining his first of eight startups. Entrepreneurial from his teens, Bob received his last W-2 almost 40 years ago, when he quit his editor's job at New York's WINS Radio to launch his first successful startup.If you are a seller for this product, would you like to suggest updates through seller support ? To calculate the overall star rating and percentage breakdown by star, we don’t use a simple average. It also analyzes reviews to verify trustworthiness. Please try again later. FTB 1.0 out of 5 stars Everything else I've read about Lean Startup does a much better job organizing the content and presenting the material than this book does. About 80 of the words in this book are extraneous filler that appear intended to make the book longer rather than adding meat to the proverbial plate. Also Alex Osterwalder's The Business Model Generation. But don't read this one. Another problem I have with this book is the rigid and specific process for each individual step that he outlines for every facet of a company's journey. How short-sighted to think that every company would need to follow all of the same minute detail the same exact way. His attempts to standardize the process for any startup fall flat because they're as implausible as they are dull.I've been searching for a how-to guide for years and this was the first that gave a complete roadmap (and many, many, many checklists!). It is information heavy, much like a textbook. And it won't handhold you through certain sections, assuming you have an understanding of basic business practices, management, leadership, securing financing, marketing, etc.
But it will show you when and how differently you may implement those tools within the startup timeline. Unfortunately I have to knock it for half a star because of one nagging issue: the publishers did a bad job with the formatting in the book, and that could make it a difficult read -- or at least awkward -- despite the trove of information it contains. It's like someone who designed PowerPoint presentations for a living decided to layout a book that way. So there are a lot of bullets where there could be a different style of callout and the headers for sections aren't consistent. For instance, the author mentions a list of four elements he'll review in more detail. But then the next passage after all four has the same style also--wait, is that five elements. Let me go back and check. For an already info heavy book, it makes for awkward reading. Also, I'm not a fan of the switching to semi-bold, san-serif type when mentioning elements solely for digital, but with a black and white book, you can't do something like change the page color.Great book for product development or product management. I will strongly suggest that the reader to follow the instruction of the author to use this as a reference book instead of rushing through the content. Apart from startup founders, I find this book to be very useful for product development as well. The author has lay out the process for the reader to follow. Normally, I will not follow strictly on the instructions of a book. This is the few books that is an exception. The general direction is great. Do not expect specific step by step instruction for each process. You will need to do your own analysis for your project. Such as the questions to ask so that you can validate a problem or solution.He taught those guys. I love how the author really reset your approach and lays out a clear plan on how to test and scale. There is also a free class you can take taught by Steve Blank on Udemy that pairs well with the book.
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I've bought copies for my business partners and friends.It works OK. Just not what an old timer would be happy with. This is a Fail now fix it type of business planning, It finds all the mistakes you make through bad planning, and fixes them before you really start but it's costly to do it this way. I learned a different way in college, so I found a different book that worked better for me.It doesn't have to be read in a certain order. This product will help ensure you build a product that people love. Take a look at Steve Blank's website, under his own name. This book could make your entrepreneurial experience pleasant and successful. Good luck!Literally, this book is like a textbook. A lot of good stuff but it felt more like studying rather than reading. Which is not what I was looking for. Although, if that is what you're looking for, it would be five-stars. (And I'm sure there are many people out there who are looking for precisely that.) Think of this book as a crash course in startup education.To understand and live this definition is so important for new companies and it requires a special breed of people that hunger and flourish in uncertainty. This is an agile world where our goal is to build a Minimum Viable Product. The business and product in those early days go through the same experiences and are almost synonymous. The concept of Minimum and Viable are so difficult to balance but that is the secret. Throughout the book, there are great formatting and visual techniques used to highlight major points. Graphics help emphasise key processes and examples are used to underpin explanation. The step by step guide appeals to our process minds and helps us realise that while there is a lot of uncertainty there at least is an approach.Sorry, we failed to record your vote. Please try again His award-winning teaching of the Customer Development has created many entrepreneurs, including Lean Startup creator Eric Ries.
Steve has co-authored this book with fellow serial entrepreneur Bob Dorf, and it is epic, both in size and weight, but also in scope. The Startup Owner’s Manual is a solid reference book for creating successful companies, and at 608 dense pages it is not going to be a light read but what it has is value throughout. The evidential approach to customer development will save you time and money and, hopefully, drive you towards quantifiable product success.Sorry, we failed to record your vote. Please try again I am running a startup within an established business and found this guide very useful as a sensible approach to take. Although some is common sense there is a lot of not so obvious knowledge. If I had to say anything negative I'd say that it is pitched somewhat at well funded startups with lots of staff and big budgets which might be the case in San Francisco but unlikely for 98 of the rest of us. Despite this the book is still a great guide if you scale some of the suggestions down to fit your own reality - which is what I did.Sorry, we failed to record your vote. Please try again It's not that the content isn't probably valid, but for me the book fails to bring it to life in an engaging and easily actionable way.Sorry, we failed to record your vote. Please try again This book would be so much better if it was half the size. This could be easily achieved if it didn't repeat itself.Sorry, we failed to record your vote. Please try again Sorry, we failed to record your vote. Please try again Use it as a reference - I found Appendix C very hand as a road map.Sorry, we failed to record your vote. Please try again Page 1 of 1 Start over Page 1 of 1 In order to navigate out of this carousel please use your heading shortcut key to navigate to the next or previous heading. Along the way, I plan on sharing everything I know about innovation and entrepreneurship on we.st, to help everyone achieve their own American dream. Every startup journey begins with an idea.
We have explored: Superforecasting: The Art and Science of Prediction, by Philip E. Tetlock and Dan Gardner to ensure you are picking the right idea and Predictably Irrational by Dan Ariely to help you on your journey. This week we review The Startup Owner’s Manual by Steve Blank and Bob Dorf to help you start to move your idea from concept to market. We strongly endorse buying this book. Book Review The concept of The Startup Owner’s Manual is that it’s like a car repair manual but for startup owners. In this book, Steve Blank and Bob Dorf detail all the work (and fun) that needs to happen before launching a product. With so much information, it’s a big book. In fact, the size is probably how it most resembles an auto manual. “Don’t read too much at a time.” This caveat appears before the book even starts. Take it seriously. The organization can be confusing. While this manual takes the reader sequentially through the necessary tasks of starting up the startup, it follows two different tracks at the same time. The authors say it’s helpful to read both sections, regardless of what channel your product happens to be. After some initial confusion, this reviewer personally found it thought-provoking to contemplate both channels side by side. And the differentiated font is useful. With all the information presented here, it’s still easy to get lost. To help with that, there are gobs of checklists. So if checklists are what you need, by God, you will find them here (the appendix contains 60 pages of checklists). That process is appropriate when customers are known and the market is well-defined. This is often not the case for startups. Customer development, then, is very important for startups, and there are a number of phases in Blank and Dorf’s framework: Customer Discovery: develop hypotheses and test them with customers. Customer Validation: test sales, see if people will buy, and see if you can scale up. Customer Creation: marketing.
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Company Building: transition to a sustainable enterprise. Each step is iterative and can be repeated, as needed. Furthermore, at any point, a pivot or change of strategy may be necessary. And that’s OK — it’s not a failure. One of the seminal points that Blank and Dorf make (as do many others) is that customers do not live where you work. The object of the MVP is to get a product out there for the early adapters (called earlyvangelists here) to play with. Putting out a MVP forces developers to focus on the important features, not the bells and whistles. The product can be refined once there’s customer feedback. Business Model Planning: The authors recommend the Business Model Canvas (laid out in Alexander Osterwalder’s Business Model Generation ) as a good tool to help explain how the company plans to make money. Customer Segments: Includes customer problems, needs or passions; customer types (for example, end users, influencers, recommenders, buyers, etc.); customer archetypes; a day in the life of a customer; and a customer organization and influence map. Channels Hypothesis: For physical products, this includes a description of how the product gets to the customer. Think about the suitability of channels for your product, and the authors recommend that startups pick just one channel that has the most potential for your product. Market-Type and Competitive Hypothesis: Describes which market a product fits into: established market, new market, extension of an existing market, re-segmentation, etc. Once you know the market, you know something about the competition, and you can come up with a preliminary plan for that. Customer Relationships Hypothesis: Describes how you will get, keep, and grow customers. For physical products, there are four “get” stages — Awareness, Interest, Consideration, and Purchase. Devise several different “get” strategies and test them.
Customer retention programs come into play during the “keep” phase, and the “grow” phase focuses on selling more stuff to existing customers. The “keep” phase might involve some of the same retention programs as for physical products, but might also include components like emails, digital support, etc. The “grow” phase involves getting current customers to spend more or bring other customers to the product. Key Resources Hypothesis: Describes physical, financial, human, and intellectual property resources. This component also includes a dependency analysis: what are all of the things that have to happen that the company can’t control, and what are the risks if the things you’re dependent on end up failing. Contingency plans are important, here. Partners Hypothesis: Involves listing all of the partners you’ll need and identifying what you need from them and what they’ll get in exchange. Revenue and Pricing Hypothesis: Includes the following questions: 1) How many items will we sell? 2) What’s the revenue model? 3) How much will we charge.Use this tool beyond a one-time plan and update it once a week. Over time, you’ll have a record of the company’s evolution. Size of the Market: When it comes to estimating the size of your market, one way to think about it is as follows: Total Addressable Market (TAM): the universe where your product lives Served Available Market (SAM): the people that can be reached via your sales channel Target Market: those who are your most likely customers You’ve got to do research here. Look at industry reports, press releases, libraries — anywhere you can get metrics that help you gauge the size of the market. It’s going to be tricky to estimate brand new markets, so consider looking at adjacent markets and see if you can find any comparable companies. Get ready for customer contact: For physical products, contact potential customers that you can test your ideas on.
Test how customers perceive the problem: A problem presentation (not a product demonstration) for physical products that illustrates your understanding of the problem and your proposed solution. Get information on the market and competition: Understanding the environment in which a physical product is operating may involve going to trade shows, conferences, competitor lunches, etc. Testing Your Solution: Following customer problem testing, this phase tests the solution, and the authors detail five steps here: Update the business model and team: See how the new information fits with the old hypothesis, and decide if a change of strategy (pivot) is needed or whether proceeding makes sense. This is also the time to share what you’ve learned so far about the customer with top management and investors. Update the business model (yes, again): Using what you’ve learned from the solution tests, update the business model and decide (yes, again) whether to pivot or proceed. Low customer enthusiasm at this stage is a huge red flag. Find board members: It’s good to get some friendly outside help. Verifying the Business Model: Still not at launch yet, this phase of the customer discovery process involves answering three critical questions: Have you found product-market fit. You have to be sure your product is a good fit with the market. Is this something a lot of people need. How well does it solve the problem it’s made to solve. How many people would buy this thing. Who are your customers and how do you reach them. Can you make money and grow the company. Figure out if your solution is a winning proposition. Crunch the numbers and do a rough estimate to see if there’s any chance that you can make money with your new product. And, you guessed it, at this point you should once again pause and decide whether to pivot or proceed. Blank and Dorf detail four phases in the customer validation process: Phase I. Get ready to sell. Phase II. Go live. Try to sell. Phase III.
Refine your product. Position your company. Phase IV. Analyze. Pivot or proceed. Founders cannot lead from a distance here; they have to be directly involved in process. Phase I — Get ready to sell Steps for this phase of customer validation really are different for each channel, so it’s helpful to consider each separately. For physical products, this phase begins with making a positioning statement: a message (it should be pithy but compelling) that explains why people should buy your product. Then, customer-focused sales and marketing materials should be developed largely from the information that you generated in the hypothesis you created for the customer discovery process. (Remember, acquiring customers in this channel is a four-stage process of awareness, consideration, interest, and purchase.) The authors recommend that this is an opportune time to bring sales professionals on board. You and your team will also need to develop a sales channel roadmap which covers the organizations in the organizational food chain, the relationships in the distribution channel, and how money moves in the channels. When it comes to managing channels, work on the relationships with your channel partners. Think about what you need from them and what they need from you. And don’t expect your channel partners to help generate demand. Then you will develop the sales roadmap, which accounts for every step from the first sales call to the contract signing. Keep in mind what you’ve learned about the customer and revisit some of the materials (especially the organization and influence maps) you developed back in the customer discovery stage. Make a model of the purchase process, and identify key influencers. A Customer Access Map can help you identify organizations that customers belong to (if you’re selling to the public) or key deciders in the organization (if you’re selling to a business).
Put all the maps next to each other, also considering the sales strategy, and write an Implementation Plan that shows everything that has to happen before selling your product. Remember: acquisition is when the customer first hears about the product and activation is when customers participate, enroll, or do something. Don’t launch the Acquire effort unless the Activation program is ready for customers, and the key to the latter is engagement. Also, measure everything. Then, using the information you’ve gathered to build previous versions, you’re going to build a high fidelity MVP, which will have more features than the last one. It’s definitely more polished, but it’s still not the complete, finished product. Be sure to capture as much data as possible on customer reaction to the new MVP. Use the customer relationships hypothesis to guide your selection of metrics to track and prioritize the metrics. Only track things you can measure and improve: acquisition (How many visitors to your site. Were they referred from another site?); activation (How many activations. What pages did they look at on the site?); and referrals (How many people were referred from existing users. What’s the acceptance rate of these referrals?) Use a dashboard or something similar to keep an eye on the data. Speaking of data, you need someone to crunch the numbers, and Blank and Dorf recommend hiring a data analytics chief. This person should be in senior management and they should have clout. It can be someone already on your team or someone new. Do they have important connections. Do they have really good ideas that could help the company. Lots of times, it’s helpful to have customers on the board. They can bring their perspective. Phase II — Get out of the building and sell In this phase, you are validating your business model hypothesis, but you are still testing (by making real sales). Don’t try to scale up yet — the object of your sales is to test your business model.
For physical products, you don’t need a lot of customers, just a few. These people are your natural market. But don’t forget that what motivates them probably isn’t what motivates your average Joe. There are different kinds of customers (for example, early evaluators, earlyvangelists, scalable customers, and mainstream customers), and you should have a separate strategy for each of them. Customer interest for physical products is tested by seeing how much people will pay for the shiny new thing. Maybe give people a discount from (what you say is) the full price, but not too much. ( Predictably Irrational by Philip E. Tetlock and Dan Gardner has some great insight on pricing schemes.) In any event, get out there and sell. Once you have sales, you will have data. Not so much? Is it because of something that needs to be fixed with the test sell, or is it something with the product. Watch for your pivot or proceed moments here. Your approach to sales will depend on whether you’re selling to consumers or companies. With companies, you’re trying to reach executives with decision-making power. With the public, you’re segmenting the market. Pull out your old Sales Roadmap; that’s an important way to communicate with your sales VP. Write the roadmap as a flow chart, and include each step of the process. Don’t forget: after a sale is made, someone has to follow up with the actual transaction and see that the customer gets their thing. Make sure this is part of your roadmap. Finally, once you have customers, you can test the sales channel. Approach a potential channel partner and share some of your metrics and projections; tell them your idea. You should have questions for them about their channel — for example, what kind of percentage do they want. They might go for your offer right away, or they might want to test your idea first by maybe selling your product in their stores first to see if they do well. Check out a number of different potential channel partners.
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