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Brant Cooper

The Lean Entrepreneur: How Visionaries Create Products, Innovate with New Ventures, and Disrupt Markets

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You are not a Visionary… yet. The Lean Entrepreneur shows you how to become one. Most of us believe entrepreneurial visionaries are born, not made. Our media glorify business outliers like Bezos, Branson, Gates, and Jobs as heroes with X-ray vision who can look to the future, see clearly what will be, imagine a fully formed product or experience and then, simply make the vision real.
Many in our entrepreneur community still believe that to be visionary, we must merely execute on a seemingly good idea and ignore all doubt. With this mindset, companies build doomed products in a vacuum; enterprises make ill-fated innovation investment decisions; and employees and shareholders come along for an uncomfortable ride. Falling prey to the Myth of the Visionary confuses talented entrepreneurs, product managers, innovators and investors. It leads us to heartbreaking, costly and preventable failures in new product and venture development. The Lean Entrepreneur moves us beyond this myth. It combines powerful customer insight, rapid experimentation and easily actionable data from the Lean Startup methodology to empower individuals, companies, and entire teams to evolve their vision, solve problems, and create value at the speed of the Internet.
Anyone can be visionary.  The Lean Entrepreneur shows you how to:
Apply actionable tips, tricks and hacks from successful lean entrepreneurs.  Leverage the Innovation Spectrum to disrupt existing markets and create new ones.  Drive strategies for efficient market testing with Minimal Viable Products.  Engage customers with Viability Testing and radically reduce time and budget for product development.  Rapidly create cross-functional innovation teams that devour roadblocks and set new benchmarks.  Bring your organization critical focus on the power of loyal customers and valuable products you can build to serve them.  Leverage instructive tools, skill-building exercises, and worksheets along with bonus online videos.
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  • Konstantin Savenkovцитує9 років тому
    “We put those people in a segment bucket. If they have gone through the download process and have been touched by the sales team more than two separate times—you know what? They love us, they love our content, but for whatever reason they are just not going to purchase, but we want them. We actually communicate with them more. We’ve found that those folks tend to be the ones most likely to share our content.”
  • Konstantin Savenkovцитує9 років тому
    At the idea stage, through interacting with customers and running experiments, you validate that you have the right customer profiles and understand the problems they face.
    At the MVP stage, you iterate on the product, run experiments on functionality, perform usability testing, and try to nail the core value proposition for the market segment. You continue to interact with customers to test that you are building the right product, learning more about their problems and learning how you will market, sell, and deliver your value to them.
    Product-market fit is a continuation of experimenting and growing the product to find early mainstream passion and to establish the correct positioning and messaging.
    In the customer acquisition stage, you’re validating the conversion funnel, testing acquisition channels, and measuring return to ensure you have a functioning business model.
    The final stage to scale is learning how to get out of the way. To scale, organizations must adapt. They must learn how to execute efficiently, while continuously learning and continuously improving.
    But, of course, the devil is in the details.
  • Konstantin Savenkovцитує9 років тому
    Talk to entrepreneurs tackling a consumer problem and they’ll tell you how much easier lean is in business-to-business. Talk to business-to-business (B2B) and you’ll hear the opposite. Talk to business-to-business-to-consumer (B2B2C) and you witness virtual self-immolation.

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