We look forward to seeing you on your next visit to the library. Find a location near you.

The lean startup: how today's entrepreneurs use continuous innovation to create radically successful businesses
(Book)

Book Cover
Average Rating
5 star
 
(1)
4 star
 
(1)
3 star
 
(0)
2 star
 
(0)
1 star
 
(0)
Published:
New York : Crown Business, c2011.
Physical Desc:
320 pages ; 22 cm.
Status:
Walnut Grove
658.11 R559 2011
Description

"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"--

Also in This Series
Copies
Location
Call Number
Status
Colonial Heights
658.11 R559 2011
In Transit
Elk Grove
658.11 R559 2011
Due Dec 6, 2022
Rancho Cordova
658.11 R559 2011
Due Dec 14, 2022
Rancho Cordova
658.11 R559 2011
Due Dec 3, 2022
Sylvan Oaks
658.11 R559 2011
Due Dec 20, 2022
Sylvan Oaks
658.11 R559 2011
Due Dec 7, 2022
Walnut Grove
658.11 R559 2011
On Shelf
More Like This
Other Editions and Formats
More Copies In LINK+
Loading LINK+ Copies...
More Details
Format:
Book
Edition:
1st ed.
Language:
English
ISBN:
9780307887894, 0307887898

Notes

Bibliography
Includes bibliographical references and index.
Description
"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"--,Provided by publisher.
Reviews from GoodReads
Loading GoodReads Reviews.
Citations
APA Citation (style guide)

Ries, E. (2011). The lean startup: how today's entrepreneurs use continuous innovation to create radically successful businesses. New York, Crown Business.

Chicago / Turabian - Author Date Citation (style guide)

Ries, Eric, 1978-. 2011. The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. New York, Crown Business.

Chicago / Turabian - Humanities Citation (style guide)

Ries, Eric, 1978-, The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. New York, Crown Business, 2011.

MLA Citation (style guide)

Ries, Eric. The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. New York, Crown Business, 2011.

Note! Citation formats are based on standards as of July 2022. Citations contain only title, author, edition, publisher, and year published. Citations should be used as a guideline and should be double checked for accuracy.
Staff View
Grouped Work ID:
0a9a5069-9461-451b-7a4a-d953d89abf73
Go To GroupedWork

Record Information

Last Sierra Extract TimeNov 28, 2022 03:28:53 PM
Last File Modification TimeNov 28, 2022 03:29:09 PM
Last Grouped Work Modification TimeNov 29, 2022 02:08:35 AM

MARC Record

LEADER02782pam 2200433 a 4500
001ocn693809631
003DLC
00520110908073117.0
008110404s2011    nyu      b    001 0 eng  
010 |a 2011012100
020 |a 9780307887894
020 |a 0307887898
040 |a DLC|c DLC|d GCmBT
042 |a pcc
049 |a JRSA
05000|a HD62.5|b .R545 2011
08200|a 658.1/1|2 22
099 |a 658.11 R559 2011
1001 |a Ries, Eric,|d 1978-
24514|a The lean startup :|b how today's entrepreneurs use continuous innovation to create radically successful businesses /|c Eric Ries.
250 |a 1st ed.
260 |a New York :|b Crown Business,|c c2011.
300 |a 320 p. ;|c 22 cm.
504 |a Includes 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"--|c Provided by publisher.
650 0|a New business enterprises.
650 0|a Consumers' preferences.
650 0|a Organizational effectiveness.
907 |a .b20672858
945 |y .i64642628|i 33029072747702|l chsag|s t|k |u 47|x 3|w 0|v 57|t 3|z 09-19-11|o -
945 |y .i69827771|i 33029073519688|l sylag|s -|k 12-20-22|u 19|x 2|w 1|v 53|t 3|z 05-13-14|o -
945 |y .i69827783|i 33029073519696|l sylag|s -|k 12-07-22|u 25|x 1|w 2|v 48|t 3|z 05-13-14|o -
945 |y .i69827801|i 33029073519712|l elkag|s -|k 12-06-22|u 23|x 4|w 1|v 47|t 3|z 05-13-14|o -
945 |y .i69827850|i 33029073519761|l walag|s -|k |u 23|x 2|w 1|v 36|t 3|z 05-13-14|o -
945 |y .i69827898|i 33029073519803|l ranag|s -|k 12-14-22|u 20|x 2|w 1|v 65|t 3|z 05-13-14|o -
945 |y .i69827904|i 33029073519811|l ranag|s -|k 12-03-22|u 14|x 4|w 1|v 47|t 3|z 05-13-14|o -
945 |y .i76759507|i 36796021828695|l fola|s n|k 04-11-19|u 7|x 0|w 0|v 11|t 3|z 10-04-17|o l|a 658.11 RIE 2011
948 |a Featured List 10/11
998 |e -|d a |f eng|a chs|a elk|a fol|a ran|a syl|a wal