000			02054cam a22003014a 4500
001			16720850
005			20240320020002.0
008			110404s2011 nyu 000 0 eng
010			_a 2011012100
020			_a9780670921607
035			_a(OCoLC)ocn693809631
040			_aDLC _cDLC _dBTCTA _dVP@ _dYDXCP _dIJC _dBWX _dTXA _dCDX _dDLC
042			_apcc
050	0	0	_aHD62.5 _b.R545 2011
082	0	0	_a658.11 _222 _bRIE-L
100	1		_aRies, Eric
245	1	4	_aThe lean startup : _bhow today's entrepreneurs use continuous innovation to create radically successful businesses _cEric Ries.
260			_aNew York : _bCrown Business, _c©2011.
300			_a320 p. ; _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.
650		0	_aConsumers' preferences.
650		0	_aOrganizational effectiveness.
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
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