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?
7 The Startup Owner’s Manual “Site” Map
10 Appendix C: How to Build a Web Startup: A Simple Overview
13 Index
List of Tables
1 Chapter 4Table 4.1Table 4.2Table 4.3Table 4.3aTable 4.3bTable 4.3cTable 4.4Table 4.4aTable 4.4bTable 4.4cTable 4.5
2 Chapter 4Table 9.1Table 9.2Table 9.3Table 9.4Table 9.5
3 Chapter 10Table 10.1Table 10.2
4 Chapter 11Table 11.2Table 11.2
5 Chapter 12Table 12.1Table 12.2Table 12.3
List of Illustrations
1 Who Is This Book For?Figure i.0 Scalable Startup
2 IntroductionFigure i.1 Physical Products Sold Through a Physical ChannelFigure i.2 Software Products Sold Through Physical ChannelsFigure i.3 Physical Products in Web/Mobile ChannelsFigure i.4 Software Products In Web/Mobile Channels
3 Chapter 1Figure 1.1 New Product Introduction DiagramFigure 1.2 The Product Development “Waterfall” Model
4 Chapter 2Figure 2.1 Customer Development ProcessFigure 2.2 Business Model CanvasFigure 2.3 The Customer Development Insight Cycle
5 Chapter 3Figure 3.1 Earlyvangelist CharacteristicsFigure 3.2 Developing the Minimum Viable Product for a Web/Mobile ProductFigure 3.3 Business Model CanvasFigure 3.4 Sample Business Model Canvas-Initial HypothesesFigure 3.5 Using the Business Model Canvas as a Weekly ScorecardFigure 3.6 Customer Discovery: Overview of the Process
6 Chapter 4Figure 4.1 TAM, SAM and Target MarketFigure 4.2 Customer TypesFigure 4.3 Customer ArchetypeFigure 4.4 A Sample Organizational/Influence MapFigure 4.5 A Guide to Using Customer/Archetypes to Drive StrategyFigure 4.6 A Guide to Using A Day-in-the-Life to Drive StrategyFigure 4.7 Consumer Web Influence MapFigure 4.8 Physical Distribution Channel ChoicesFigure 4.9 Web/Mobile Distribution Channel ChoicesFigure 4.10 Example of a Market MapFigure 4.11 The “Get, Keep, Grow” Funnel in Physical ChannelsFigure 4.12 The “Get Customers” Funnel for Physical GoodsFigure 4.13 Earned and Paid Media Feeding the “Get Customers” FunnelFigure 4.14 Sample Customer Relationship “Tactics to Test” Hypothesis with Return on Invest...Figure 4.15 The “Keep Customers” FunnelFigure 4.16 The “Grow Customers” FunnelFigure 4.17 The “Get, Keep and Grow” Customers Funnel in Web/MobileFigure 4.18 The “Get Customers” Funnel in Web/Mobile ChannelsFigure 4.19 Acquisition and Activation in Web/Mobile ChannelsFigure 4.20 The “Keep Customers” Funnel in Web/Mobile ChannelsFigure 4.21 The “Grow Customers” Funnel in Web/Mobile ChannelsFigure 4.22 Revenue SourcesFigure 4.23 Final Draft of a Business Model Hypothesis
7 Chapter 5Figure 5.1 Business Model/Hypotheses/TestsFigure 5.2 Hypothesis/Design Experiment/Test/InsightFigure 5.3 Global Maximum versus Local Maximum Response RatesFigure 5.4 Customer Problem PresentationFigure 5.5 Sample Customer Discovery ScorecardFigure 5.6 Understanding Customer Interactions
8 Chapter 6Figure 6.1 Sample Customer Discovery Report Card
9 Chapter 7Figure 7.1 Is This Business Worth Doing?Figure 7.2 Sample Financial Analysis
10 Chapter 8Figure 8.1 Customer Validation: Overview of the Process
11 Chapter 9Figure 9.1 Phase 1 – Get Ready to SellFigure 9.2 Product Positioning StatementFigure 9.3 Product Positioning Statement ExampleFigure 9.4 The “Get Customers” Funnel in Physical ChannelsFigure 9.5 The “Get Customers” Funnel in Web/Mobile ChannelsFigure 9.6 A Sample Acquire Plan and TimetableFigure 9.7 The “Get Customers” Activation Activities in Web/Mobile ChannelsFigure 9.8 The landing page is where activation most often begins.Figure 9.9 Example of a Simple Activation FunnelFigure 9.10 Direct e-book Publishing Food ChainFigure 9.11 Book Publishing Physical Channel Food ChainFigure 9.12 Channel Responsibility MapFigure 9.13 Channel DiscountsFigure 9.14 Channel Financial RelationshipsFigure 9.15 Channel Diagram for a Complex Multi-Sided MarketFigure 9.16 Metrics to Measure,
