欧宝娱乐

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丕賱兀爻賱賵亘 丕賱賱賷賳: 賱鬲卮睾賷賱 丕賱賲卮丕乇賷毓 丕賱賳丕卮卅丞

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賲乇賻賾丞 兀禺乇賶 鬲賯丿賽賾賲 廿賱賷賳丕 鈥欌€欂ㄙ� 毓賲賻賾丕賳 賳丕卮乇賵賳鈥樷€� 鬲乇噩賲丞賸 賱兀丨丿 兀賴賲賽賾 丕賱賰鬲亘 賮賷 賲噩丕賱 乇賷丕丿丞 丕賱兀毓賲丕賱 丕賱丨丿賷孬丞 囟賲賳 禺胤賵丕鬲賴丕 丕賱丨孬賷孬丞 賱廿孬乇丕亍 丕賱賲丨鬲賵賶 丕賱毓乇亘賷賽賾 賮賷 賴匕丕 丕賱賲噩丕賱.

鬲賰賲賳 兀賴賲賽賾賷賻賾丞 賴匕丕 丕賱賰鬲丕亘 亘丕賱鬲賻賾丨丿賷丿 賮賷 兀賳賻賾賴 賷購鬲乇噩賲購 亘賳丕亍 丕賱卮乇賰丞 丕賱乇賷丕丿賷賻賾丞 亘禺胤賵丕鬲 賲丨丿賻賾丿丞 賵毓賲賱賷賻賾丞 賵亘兀賲孬賱丞 丨賷賻賾丞. 賵賮賷 賵賯鬲賺 賷賮賰賽賾乇 賮賷賴 賰孬賷乇賹 賲賳 卮亘丕亘 賵卮丕亘賻賾丕鬲 丕賱毓丕賱賲 丕賱毓乇亘賷賽賾 丕賱賷賵賲 賮賷 亘丿亍 毓賲賱賴賲 丕賱禺丕氐賾貙 賯丿 賷亘丨孬賵賳 毓賳 丕賱賲卮賵乇丞 賮賷 賰鬲亘 丕賱兀毓賲丕賱 丕賱鬲賯賱賷丿賷賻賾丞 丕賱鬲賷 賱賳 鬲禺丿賲賴賲 賲孬賱賲丕 賷賮毓賱購 賴匕丕 丕賱賰鬲丕亘貨 賮丕賱賲賳卮兀賴 丕賱乇賷丕丿賷賻賾丞 鬲禺鬲賱賮購 丕禺鬲賱丕賮賸丕 噩匕乇賷賸賾丕 毓賳 丕賱賲賳卮兀丞 丕賱丕毓鬲賷丕丿賷賻賾丞貙 賮賷 禺胤賵丕鬲 廿賳卮丕卅賴丕 賵鬲胤賵賷乇賴丕貙 丨鬲賻賾賶 廿賳賻賾 丿乇丕爻丕鬲賽 丕賱噩丿賵賶 賵丿乇丕爻丕鬲 丕賱爻賵賯 丕賱賲賰孬賻賾賮丞 賵兀丿賵丕鬲 廿賳卮丕亍 丕賱卮乇賰丕鬲 丕賱鬲賯賱賷丿賷賻賾丞 賱賲 賷毓丿 賮賷 丕賱廿賲賰丕賳 鬲胤亘賷賯賴丕 賰賲丕 賴賷 丕賱丨丕賱 賮賷 賲賳卮兀丞賺 丕毓鬲賷丕丿賷賻賾丞賺 鬲毓鬲賲丿 毓賱賶 丿禺賵賱 爻賵賯賺 賲丨丿賻賾丿丞賺 賲毓乇賵賮丞賽 丕賱賲毓丕賱賲.

賮賷 爻賷丕賯賺 賲鬲賻賾氐賱貙 賵氐賮賻 爻鬲賷冥 亘賱丕賳賰- 賲購賱賴賽賲 廿乇賷賰 乇賷爻- 賮賷 賰鬲丕亘賴 鈥欌€欂з勜焚堌ж� 丕賱兀乇亘毓 廿賱賶 丕賱鬲噩賱賽賾賷鈥樷€� 丕賱賲賳卮兀丞 丕賱乇賷丕丿賷賻賾丞 亘兀賳賻賾賴丕 鈥欌€欃呝嗀簇X┵� 賲丐賯賻賾鬲丞賹 鬲亘丨孬 毓賳 賳賲賵匕噩賺 乇亘丨賷賺賾 賯丕亘賱賺 賱賱夭賷丕丿丞 賵丕賱鬲賰乇丕乇鈥樷€権� 兀賷 兀賳賻賾賳丕 賱丕 賳毓乇賮購 卮賰賱賻 丕賱爻賵賯 賵丕賱毓賲賱丕亍 賵丨噩賲賻賴賲丕 (亘賱 乇亘賻賾賲丕 賱丕 賳毓乇賮購 丕賱賲賳鬲噩賻 丕賱賳賴丕卅賷賻賾) 亘毓丿購貨 賮賳丨賳 賯丿 賳賰賵賳購 亘氐賻丿丿賽 賮賻鬲賿丨 爻賵賯賺 噩丿賷丿丞賺 賲噩賴賵賱丞賽 丕賱賲毓丕賱賲貙 兀賵 賳賯丿賽賾賲 禺丿賲丞賸 噩丿賷丿丞賸 賱賲 鬲購胤乇賻賯 賲賳 賯亘賱貙 賵賲賳 孬賻賲賻賾 賴丿乇 丕賱賵賯鬲 毓賱賶 丿乇丕爻丕鬲 丕賱噩丿賵賶 丕賱鬲賮氐賷賱賷賻賾丞 丕賱賰賱丕爻賷賰賷賻賾丞 丕賱賲亘賳賷賻賾丞 毓賱賶 鬲賵賯購賾毓丕鬲 丕賱丿賻賾禺賱 丕賱賲爻鬲賯亘賱賷賻賾丞貙 賴賵 賲囟賷毓丞 賱賱賵賯鬲貨 丨賷孬 廿賳賻賾 丕賱賲胤賱賵亘賻 賴賵 丕爻鬲賰卮丕賮 賴匕賴 丕賱爻賵賯 賵乇丿賽賾 賮毓賱 丕賱毓賲賱丕亍 丕賱兀賵賻賾賱賷賽賾 毓賱賶 丕賱賲賳鬲噩貙 賵丕賱匕賷 爻賷丐丿賽賾賷 亘丕賱囟賻賾乇賵乇丞 廿賱賶 廿丨丿丕孬賽 鬲睾賷賷乇丕鬲賺 噩匕乇賷賻賾丞 賮賷 胤乇賷賯丞賽 鬲爻賵賷賯 丕賱賲賳鬲噩貙 賵賳賵毓賷賻賾丞 丕賱毓賲賱丕亍 丕賱賲爻鬲賴丿賮賷賳貙 亘賱 乇亘賻賾賲丕 廿丨丿丕孬 鬲睾賷賷乇丕鬲賺 賮賷 丕賱賲賳鬲噩 賳賮爻賴貙 賵賴賵 賲丕 賷毓乇賽賾賮賴 廿乇賷賰 乇賷爻 亘賲氐胤賱丨 鈥欌€欂з勜呚堎徹扁€樷€�.

廿賳賻賾 賲賳 丿賵丕毓賷 賮禺乇賷 兀賳 丕爻鬲禺丿賲鬲 鈥欌€欂ㄙ� 毓賲賻賾丕賳 賳丕卮乇賵賳鈥樷€� 亘毓囟 丕賱賲氐胤賱丨丕鬲 丕賱鬲賷 鬲卮乇賻賾賮鬲購 亘賰賻賵賳賷 兀賵賻賾賱賻 賲賻賳 毓乇賻賾亘賴丕 賮賷 賰鬲丕亘賷 鈥欌€欃ㄙ� 賳氐賷丨丞鈥樷€� 賱賱賳丕卮乇 兀賷囟賸丕貙 賵兀匕賰乇購 賲賳 鬲賱賰 丕賱賲氐胤賱丨丕鬲 鈥欌€欂з勜傎徺戀傗€樷€� 賵鈥欌€欂з勜呚堎徹扁€樷€� 賵睾賷乇賴丕 賲賳 賲亘丕丿卅 乇賷丕丿丞 丕賱兀毓賲丕賱 丕賱丨丿賷孬丞. 兀賳氐丨購 賰賱賻賾 丕賱乇賷丕丿賷賽賾賷賳 賵丕賱乇賷丕丿賷賻賾丕鬲 丕賱噩丕丿賽賾賷賳 亘賯乇丕亍丞 賴匕丕 丕賱賰鬲丕亘貙 賵丕賱賲賳卮賵乇丕鬲 丕賱兀禺乇賶 賱乇賷丕丿丞 丕賱兀毓賲丕賱 賲賳 鈥欌€欂ㄙ� 毓賲賻賾丕賳 賳丕卮乇賵賳鈥樷€権� 賵爻賷噩丿賵賳 賮賷 賴匕丕 丕賱賰鬲丕亘 鬲丨丿賷丿賸丕 禺乇賷胤丞賻 胤乇賷賯賺 賱賰賷賮賷賻賾丞賽 丕賱鬲毓丕賲購賱 賲毓 賲賳卮丌鬲賴賲 丕賱乇賷丕丿賷賻賾丞 亘胤乇賷賯丞賺 丨丿賷孬丞賺 賵爻賻賱賽爻丞.

亘賯賱賲 賲. 禺丕賱丿 爻賱賷賲丕賳賷

296 pages, Kindle Edition

First published January 1, 2012

1103 people are currently reading
25492 people want to read

About the author

Ash Maurya

9books361followers
"Life's too short to build something nobody wants."

I have been an entrepreneur for more than a decade, and throughout that time I have been in search of a better, faster way for building successful products.

Then I ran into early works on Customer Development and Lean Startup pioneered by Steve Blank and Eric Ries. I joined in on the conversation and have been rigorously applying and testing these principles since then. I started sharing my learning on this blog, which then turned into a book, and subsequently into a series of products aimed at helping entrepreneurs raise their odds of success.

That is my mission and reason for being.

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Displaying 1 - 30 of 291 reviews
Profile Image for Sudnya.
96 reviews
March 15, 2017
*notes to self*
>> Why are start ups hard?
Because the product market fit takes multiple iterations. Most learning happens after the product is released, so get to that point soon.
Know HOW to listen to customers, not just what they say. Customers might not know what they need, but there will be a recurring theme of pain points. Don't Pitch in customer interviews, listen.

Iterate enough on the idea and product before running out of resources (not just $$, but time!)
Get out of the building for Customer Development.

When you bootstrap, it is important to pick the right actions at the right time.

Don't have to be stealth. Not everyone will have the same amount of interest and passion for your problem. Release early and release often to speed up learnings from customers.

Document your Plan A otherwise easy to convince yourself you are doing fine and continue along. This keeps you honest to your original vision. It should contain the principles (why) and tactics (how).

No need for elaborate business plan, a 1 page Lean Canvas is sufficient.

You product is NOT the product, your business model IS the product.

Identify the riskiest parts of your idea first.
If customers are NOT solving the problem that your idea fixes, BAD sign. They won't buy your "nice to have" product.
Find early adopters, if you have to convince them to use your product they are not early adopters. Leverage them for learning from.

Problem/Solution fit --------> Product/Market fit --------------> Scale
Focus: during Prob/Sol fit and Prod/Mkt fit is Validate Learning, during scale phase is growth.
Experiment: during Prob/Sol fit and Prod/Mkt fit with Pivots, during scale with optimization.
Terrain: during Prob/Sol fit and Prod/Mkt fit is qualitative (A/B test may not give enough signal), during scale is quantitative.

Systematically test your plan:
Idea (Noun) -> Build (Verb) -> Product (Noun) -> Measure (Verb) -> Data (Noun) -> Learn (Verb) -> Idea again.

3 keys: Speed, Focus, Learning.
Speed INTERSECTION Focus -> chasing your tail
Focus INTERSECTION Learning -> will run out of resources
Learning INTERSECTION Speed -> Premature optimization

Ideally, be at the intersection of all 3.

Try to test your business model on different cases (at least analytically). Search and narrow down the risk after looking in detail instead of picking off the bat.

Brainstorm possible customers (besides the expected usual segments). Customers give you $$$, users don't! Learn to differentiate.
Segment customers into smaller buckets and sketch multiple canvases.

A lean canvas can be sketched in one sitting, okay to leave some parts blank, think in the present, and always have a CUSTOMER CENTRIC approach.

A Lean Canvas contains:
1. Problem: top 1-3 problems, existing alternatives
2. Customer Segment: identify user roles and early adopters
3. Unique Value Proposition: what is different that is worth paying attention? Target early adopters for crafting the correct message. Have a high concept pitch. When # is low, qualitative >> quantitative feedback.
4. Solution: top 1-3 problems and their features
5. Channels: path to customers, start outbound (seek) but work on inbound (someway to get customers to you). Initial prospects -> branch out. Outbound - ads etc. Remember that you should go after retention before referral.
6. Revenue stream: high risk area. Test pricing early. Pricing is part of the product and determines your customers ;)
7. Cost structure: don't ask customers how much they are willing to pay. Relative to alternatives? Keep it simple, no tiered system to start with.
8. Key metrics:
acquisition - how do users fine you?
activation - do users have a great 1st experience using your product?
retention - do users come back?
revenue - how do you make $?
referral - do users tell others?

9. Unfair advantage: something that cannot be easily bought or copied.

Types of risk:
Product risk: getting the product right
Customer risk: building a path to customers
Market risk: building a viable business

Prioritize where to start. For this score all customer segments on the following and target the top ones (since they will most likely buy)
customer pain level
ease of reach
price / gross margin
market size
technical feasibility

Advice: seek external advice and APPLY it, don't just blindly FOLLOW it.

Test your plan with experiments.
1. Formulate a falsifiable hypothesis, specific enough and can be proven wrong
specific repeatable action ----> expected measurable action
that way you know your hypothesis failed if it does not happen.
2. create accessible dashboards
3. communicate learnings early and often - what we thought / expected? what happened? insights? what next?

A problem solution fit is complete (almost!) when we (finish problem interviews) and
1. identify demographics of an early adopter
2. have a must have problem
3. can define an MVP
4. have a customer willing to pay $
Profile Image for Oday Zaher.
19 reviews3 followers
June 27, 2016
I recommend reading the following books before jumping on this one:
-The Lean Startup by Eric Ries
-Business Model Generation by Alexander Osterwalder and Yves Pigneur
-Value Proposition Design by Alan Smith, Alexander Osterwalder, Gregory Bernarda, Trish Papadakos, and Yves Pigneur.

This will create a wider range of understanding of what the Lean Startup is all about. I also recommend jumping on Ash's new book: Scaling Lean as it is a continuation of this book (In terms of scaling the Business)
Profile Image for Mya.
991 reviews17 followers
July 17, 2013
If you've read "The Lean Start-up" and were left wondering "that's cool, but HOW", then this is the book for you. Written using a Lean Start-up approach over a period of two years, this is a quick and easy read with some awesome examples and case studies. The book provides basic tools (to the level of templates for conversations) on (1) how to ensure you're actually solving a problem that people need solved and (2) that the solution you propose is something that solves the problem and that people will want to pay for. If you're in that space, then I'd advocate getting a copy of this book before you stumble too far along the wrong path!
Profile Image for Rob.
Author听2 books429 followers
March 26, 2012
Ash Maurya describes his book as follows:

Running Lean is a handbook for practicing entrepreneurs who want to increase their odds of success.


Which, for me, was originally off-putting. Why? When I was reading the blurb, I focused in on the words innovate and iterate and blocked out venture and bootstrapping. I came at this book as an engineer, not as an entrepreneur. And my initial enthusiasm quickly waned: is this going to be one of those self-important business books? But pretty quickly, I figured out that it was not; Maurya was about to lay out a plan for (in essence) applying the scientific method to your business plan. [1]

Again, as an engineer by trade, I caught myself thinking: this is not what I came here for, I came here for ideas about effective agile development. That's in there, but it's just one of the many lessons that is embedded in . Maurya writes lucidly about how to take your product/business idea and shape it; about how to organize your team to focus on The Problem and The Solution; about how to reach out to customers and interview them, to help them help you define the problem space; about how to pull out real information from those interviews and test releases, and learn real lessons instead of just confirming how great you think you are. The lessons of Running Lean help you to create a real solution for a real problem, and not just be a clever solution looking for the right problem.

But what about us engineers? What about folks like me that were looking for strategies on development iteration? Those lessons are in there, too -- if you can get past the entrepreneurese and pay attention to the content.

There's a quote in there:

Not only does this approach delay validation of one of the riskier parts of the model (because it鈥檚 too easy for a user to say yes), but a lack of strong customer "commitment" can also be detrimental to optimal learning.


And it made me think of . In that post, Mueller talks about what his historical pricing model has been for VoodooPad (one of his flagship products), and in particular what the pricing model has been for folks on an upgrade path; and then he goes on to talk about how the Mac App Store has disrupted that. In discussing all of this, he breaks down a number of different approaches he could take in the face of this new reality for his business. He is concerned about price, and naturally he is concerned about product quality; but he is also concerned about the relationships that his customers build with his products. Mueller writes:

I can already hear someone saying "just charge less and you'll get four times as many customers- which is twice as much money!". This will also multiply the support burden (and probably by more than 2x). Lower price means more people will buy a product on a whim. I'd rather have fewer customers that have done the research, compared multiple products, and is willing to pay a higher price for a product that fits their needs.


Fewer but more committed customers. Customers that have done the research. Customers that have decided that this is a product that solves (in a very real way) a very real problem for them. This sentiment dovetailed with Maurya's lessons from Running Lean, and it resonated with me in a big and very important way. In a way, this is exactly the sort of thing that Maurya is writing about -- about not chasing "vanity metrics" like hits or downloads or installs or sign-ups, but instead focusing on asking hard questions and finding real answers, and ultimately building real solutions for real problems for real people. But make no mistake, what Maurya posits is no easy task -- it requires discipline, and there is a sanguine optimism that underlies his implicit assumption that you can do it.

------

[1] : And by extension: to your product development lifecycle.
Profile Image for Mahmoud Ghoz.
371 reviews25 followers
January 5, 2019
The book is amazing. You should read lean start up by Eric Ries. This will help you a lot. The book is informative and useful. Highly recommend.
Profile Image for Petar Ivanov.
85 reviews41 followers
April 10, 2020
A great handbook for entrepreneurs with a lot of practical ideas and tools, tips & tricks and a lot more. I would say it's a must-read if you are currently working on an idea and/or trying to get to the point of a Product/Market Fit. I would also suggest reading The Lean Startup by Eric Ries first and then jumping on this book because it's more practice-oriented. This book reminded me of the concepts mentioned in the former book.
To be honest, I was expecting more ideas, suggestions and some kind of tactics to further straighten the product, the UVPs and achieve a Product/Market Fit and the so much desired initial validation from the market.
Overall, I do highly recommend reading the book, but before that make sure you have gone through the Lean Startup bible from Eric Ries.
Profile Image for Jay Weeldreyer.
2 reviews
March 11, 2014
If you're an internet entrepreneur, this is a book that should be found in your bag or on your desk, dog-eared and well worn. When they introduced the idea of a "Lean Startup," Eric Ries and Steve Blank challenged entrepreneurs and investors everywhere with a new Grand Theory about how startups work, what they do, and how they can be more successful. But there was little indication of how to translate those ideas into workable, real-world scenarios.

Running Lean is the first book I've encountered to offer specific answers and to share a step-by-step "how to." It's lucid, well reasoned, and most importantly--it's a record of these ideas as practiced. This isn't a book that espouses untested theory. That's not saying it's a complete answer, but it is a very thorough and compelling contribution to discovering a better set of answers.

For some, this is a roadmap or guide book that will help you increase the odds of building a business that customers actually care about. For others, it's a reference that can be used to help challenge your thinking, overcome mental obstacles, or simply offer the opportunity to relate with another human being who's been there before. Most of all, Running Lean is for anybody who's read "Lean Startup" and thought to themselves, "This is great, but now what?"
12 reviews1 follower
March 11, 2012
Every startup has it鈥檚 good and bad days. Question is, what to do, when you find that your initial idea is not quite as good as you expected it to be.

Ash tries to answer this question by providing clean path to the success. By describing various aspects of running project he will show you issues that are particularly worth addressing. I have to admit that Ash provides you with lots of valuable information regarding issues you will probably encounter during project.

Generally, problem with this kind of books is that evaluating provided solutions is very hard. You can鈥檛 definitely tell that solution will work for you as well. In 鈥淩unning Lean鈥� you go through various aspects of running business with CloudFire project in a background 鈥� serving as example. Question is whether solutions good for CloudFire will be good for you?

One thing I definitely found interesting in the book was Lean canvas 鈥� variation on a Business Model Canvas. Comparing to Business Model Canvas it better fits small projects. In fact, Lean canvas can be applied not only to a whole project but to a single task as well. This is quite convenient if you want to describe the tasks before proceeding with solving it.

In general, I think this book addresses some general issues but covers topic too much narrow. It is hard to tell how it fits into general concepts of running projects if you don鈥檛 have any other sources related to the topic at your bookshelf.
9 reviews
March 6, 2021
I've read about half way through, then shelved it.

The little interesting information is all contained in chapter 1. The rest of the book is just an inflated repetition of chapter 1. This is no surprise, since the author said himself that he wrote chapter 1 initially, and the rest only after proving interest.

The author is a blogger without any successful background. No, a weak book and yet another file hoster aren't enough to teach universal theories for big startups. The book is merely a repetition of already existing ideas like Lean Startup, which are just rephrased over and over multiple times.

The author's writing style is weak at best. You can hear the over exaggerated tone of a blogger, which artificially praises the discovery of "rules". Most of the words are fluff and useless.

I can't recommend anyone reading this book. It's wasted time better spent working.
Profile Image for Gene Ishchuk.
228 reviews72 followers
October 3, 2024
I have read plenty of books on the topic, this one's a bit dated already and it is pretty basic.
Also it feels like a rewrite of some of the popular startup books out there.
Not impressed but who am I to judge.
Profile Image for 袗谢械泻褋邪薪写褉 肖械写芯褌芯胁.
12 reviews6 followers
July 21, 2015
袠薪褌械褉械褋薪邪褟 泻薪懈谐邪, 褋芯械写懈薪褟褞褖邪褟 薪邪 锌褉邪泻褌懈泻械 customer development 懈 lean 屑褘褕谢械薪懈械.
袩芯写褌胁械褉写懈谢邪 屑芯懈 胁褘胁芯写褘 芯 褌芯屑, 褔褌芯 褔械屑 斜芯谢褜褕械 褌褘 谐芯胁芯褉懈褕褜 褋 泻谢懈械薪褌邪屑懈 褌械屑 屑械薪褜褕械 褉懈褋泻芯胁 褋写械谢邪褌褜 褔褌芯 褌芯 薪械 褌芯, 褔褌芯 褏芯褔械褌 褉褘薪芯泻(泻械锌).

携 褌邪泻 懈 薪械 褋屑芯谐 锌褉芯褔懈褌邪褌褜 4steps to ephihany, 薪芯 褝褌芯 褏芯褉芯褕懈泄 锌褉懈屑械褉 褉邪斜芯褔械泄 屑械褌芯写芯谢芯谐懈懈 写谢褟 懈薪褌械褉薪械褌 锌褉芯械泻褌芯胁
Profile Image for Lindsay Nixon.
Author听25 books790 followers
December 31, 2017
This is possibly the best "business" book I've read and the single page business plan is brilliant. If you're thinking about starting a business or have a business that you want to improve, this is a terrific book.
Profile Image for Miroslav Gospodinov.
8 reviews
January 27, 2024
I love the story! it is great in illustrating common founders' mistakes for thinking about your solution first. It鈥檚 all about customer needs and to iterate fast. I recommend the book for beginners and experienced entrepreneurs!
Profile Image for Jurgen Appelo.
Author听9 books948 followers
June 4, 2018
Deep dive into lean strategy and lean experiments. Great book.
Profile Image for Bui Thang.
22 reviews2 followers
December 31, 2018
R岷 nhi峄乽 ch峄� doanh nghi峄噋, startup qu谩 c岷 to脿n mu峄憂 s岷 ph岷﹎ 膽瓢a ra th峄� tr瓢峄漬g ph岷 ho岷 h岷. H峄� gi脿nh qu谩 nhi峄乽 th峄漣 gian, nh芒n l峄眂 c农ng nh瓢 ti峄乶 b岷 ch峄� 膽峄� ph谩t tri峄僴 v脿 t峄慽 瓢u nh峄痭g chi ti岷縯, t铆nh n膬ng d峄盿 theo c岷 nh岷璶 n岷穘g t铆nh c谩 nh芒n. 膼岷 膽a s峄� startup ch岷縯 t峄� trong tr峄﹏g n瓢峄沜 khi s岷 ph岷﹎ ch瓢a k峄媝 tung ra th峄� tr瓢峄漬g b峄焛 l媒 do n脿y.

MVP n锚n 膽瓢峄 ho脿n th脿nh s峄沵 nh岷 c贸 th峄�. H茫y tung ra th峄� tr瓢峄焠g s岷 ph岷﹎ t峄慽 thi峄僽 膽峄� kh谩ch h脿ng ph岷 h峄搃, 膽谩nh gi谩 t铆nh n膬ng h峄� c岷. Kh谩ch h脿ng l脿 ng瓢峄漣 s峄� d峄g s岷 ph岷﹎, kh么ng ph岷 ch峄� doanh nghi峄噋.

Kh么ng gi峄憂g v峄沬 c谩c cu峄憂 s谩ch kh峄焛 nghi峄噋 kh谩c ch峄� to脿n l媒 thuy岷縯 su么n. Theo c岷 nh岷璶 c峄 m矛nh th矛 cu峄憂 s谩ch vi岷縯 kh谩 k峄� v峄� c谩ch th脿nh l岷璸 m峄檛 doanh nghi峄噋, qu岷 l媒, v岷璶 h脿nh n贸 nh瓢 th岷� n脿o, l脿m sao kh谩ch h脿ng ch煤 媒 膽岷縩 doanh nghi峄噋, l脿m sao 膽峄� t峄慽 瓢u h贸a doanh thu,... Chi ti岷縯 h啤n, h瓢峄沶g d岷玭 b岷 c谩ch t岷 l岷璸 m么 h矛nh doanh nghi峄噋 tinh g峄峮 m峄檛 c谩ch c峄� th峄� trong nhi峄乽 t矛nh hu峄憂g kh谩c nhau, x谩c 膽峄媙h c谩c r峄 ro s岷� m岷痗 ph岷 v脿 th峄眂 nghi峄噈 k岷� ho岷h c贸 h峄� th峄憂g.
Profile Image for Esben.
146 reviews14 followers
April 7, 2022
I found "Lean Startup" to be too vague and not have enough information about how to actually execute on the philosophy but "Running Lean" completely fills that gap and I recommend anyone who thinks in these paths to read it (along with "Minimalist Entrepreneur" and "Hacking Growth"). It presents a collection of strategies, models, metrics, infrastructure, business and market tricks that are optimized towards fast learning and constant user interaction. Pitch for potential customers instead of investors and go through 5 business ideas in 5 months instead of failing 1 in 5 years.
Profile Image for Atticus.
36 reviews
April 3, 2021
So far, this book has done more for me as an entrepreneur than any other "entrepreneurship book". The reason is simple, it's written in the very style it preaches. The book itself is lean.

Once I finished reading my copy (which is now filled with highlights and sticky tabs) I could begin treating it less like a book and more like a playbook. I refer to it constantly like a field manual whenever I'm in need of guidance.
12 reviews1 follower
May 9, 2020
Great book, but hardly any new stuff if you have already read the Lean Startup and Hacking Growth. I still give it 4 stars because it's a great refresher and Maurya deserves the credit for writing this book in 2011, when the Lean movement was still pretty young.

I'd advise it especially to first time entrepreneurs and people new to product management. It's the ideal playbook to experiment with the Lean principles directly on your own product. The practical, real-life examples make this book stand out from the more theoretical books on lean product development.

Be aware that all the practical examples in the book are B2C focused, but you can basically apply everything to a B2B product as well.
Profile Image for Vincit-Lee Lloyd.
Author听8 books1 follower
January 1, 2021
Concise and to the point. Very good methodology discussed in the book
Profile Image for Maris.
108 reviews2 followers
April 29, 2022
Full of valuable and actionable advice (and no, this one does not get old even after reading "Lean Thinking", "Lean Analytics" and "Lean Startup"), specifically good advice for iterating your product based on properly conducting user interviews.
Profile Image for Omar El-Mohri.
324 reviews15 followers
May 8, 2020
A great read, it鈥檚 full of ideas and real life practice on how to start, many books are about the phase after that, this one is really about the point zero. And the exemple give it more excitement
Profile Image for Phuongvu.
551 reviews86 followers
August 1, 2022
Review S谩ch "V岷璶 H脿nh Tinh G峄峮": B峄� C么ng C峄� Chi岷縩 L瓢峄 D脿nh Cho Start-Ups

M峄檛 k岷� ho岷h kinh doanh d峄盿 v脿o m峄檛 lo岷 gi岷� 膽峄媙h 鈥渂岷眓g ni峄乵 tin鈥�, m峄梚 gi岷� 膽峄媙h c贸 th峄� ki峄僲 th峄� theo kinh nghi峄噈. Li峄噓 kh谩ch h脿ng c贸 mu峄憂 s岷 ph岷﹎ c煤ng ta 膽ang l脿m ra kh么ng? H峄� s岷� tr岷� ti峄乶 mua n贸? Ch煤ng ta c贸 th峄� cung c岷 m峄檛 d峄媍h v峄� c贸 l峄 nhu岷璶 kh么ng? V矛 m峄檛 khi ch煤ng ta t矛m th岷 kh谩ch h脿ng, ch煤ng ta c贸 th峄� ph谩t tri峄僴 膽瓢峄 kh么ng? H茫y 膽峄� V岷璶 h脿nh tinh g峄峮 tr岷� l峄漣 nh峄痭g c芒u h峄廼 n脿y.

Ch煤ng ta 膽ang s峄憂g trong th峄漣 膽岷 kinh doanh khi h岷 h岷縯 s峄� gia t膬ng vi峄嘽 l脿m t岷 M峄� b岷痶 ngu峄搉 t峄� nh峄痭g c么ng ty kh峄焛 nghi峄噋 c贸 s峄� t膬ng tr瓢峄焠g m岷h. V矛 th岷� m脿 c谩c nh脿 l茫nh 膽岷 r岷 quan t芒m 膽岷縩 vi峄嘽 t岷 ra c谩c 膽i峄乽 ki峄噉 膽峄� th煤c 膽岷﹜ tinh th岷 kinh doanh. C霉ng v峄沬 膽贸 l脿 nh峄痭g c么ng c峄� hi峄噉 膽岷 膽茫 h峄� tr峄� r岷 膽岷痗 l峄眂 gi煤p cho vi峄嘽 kh峄焛 nghi峄噋 tr峄� n锚n d峄� d脿ng h啤n. B岷 bi岷縯 膽岷, kh峄焛 nghi峄噋 l脿 th峄� nghi峄噈. Nh峄痭g ng瓢峄漣 s谩ng l岷璸 c贸 quy峄乶 b岷 c峄� 膽i峄乽 g矛 h峄� mu峄憂, h峄� t瓢峄焠g t瓢峄g ra. H峄� u峄憂 t岷 ra s岷 ph岷﹎ ch岷 l瓢峄g, th脿nh c么ng 膽貌i h峄廼 s峄� n峄� l峄眂 kh么ng ng峄玭g, m峄檛 k岷� ho岷h chi ti岷縯 膽峄� t峄玭g b瓢峄沜 膽瓢a 媒 t瓢峄焠g 膽岷縩 g岷 h啤n v峄沬 hi峄噉 th峄眂.

V岷璶 h脿nh tinh g峄峮 s岷� gi煤p b岷. Quy峄僴 s谩ch n脿y s岷� cung c岷 m峄檛 k岷� ho岷h chi ti岷縯, nh峄痭g c么ng c峄� m脿 c谩c c么ng ty kh峄焛 nghi峄噋 膽茫 s峄� d峄g 膽峄� s峄� d峄g v脿 t岷 ra nh峄痭g s岷 ph岷﹎ 膽峄檛 ph谩. B岷 k岷� ho岷h n脿y s岷� bao g峄搈 3 b瓢峄沜:

1. Ghi l岷 K岷� ho岷h A

2. X谩c 膽峄媙h nh峄痭g th脿nh ph岷 r峄 ro nh岷 trong k岷� ho岷h

3. Ki峄僲 tra k岷� ho岷h m峄檛 c谩ch c贸 h峄� th峄憂g

B瓢峄沜 1: Ghi l岷 K岷� ho岷h A

膼岷 ti锚n, ta d峄� d脿ng nh岷璶 th岷 s峄� kh谩c bi峄噒 r玫 r脿ng gi峄痑 m峄檛 doanh nh芒n kh峄焛 nghi峄噋 v脿 m峄檛 ng瓢峄漣 b矛nh th瓢峄漬g. 膼贸 l脿 h峄� lu么n khao kh谩t bi岷縩 nh峄痭g 媒 t瓢峄焠g ch峄沺 nho谩ng hi峄噉 ra trong 膽岷 th脿nh hi峄噉 th峄眂. H峄� vi岷縯 ra t岷 nh矛n ban 膽岷 v脿 chia s岷� n贸 cho 铆t nh岷 m峄檛 ng瓢峄漣. M峄 膽铆ch l脿 膽峄� t岷 膽i峄乽 ki峄噉 cho nh峄痭g cu峄檆 trao 膽峄昳 v峄沬 ng瓢峄漣 kh谩c. Th锚m v脿o 膽贸, m峄檛 k岷� ho岷h ho脿n h岷 l脿 m峄檛 b岷 k岷� ho岷h v峄玜 ti岷縯 ki峄噈 th峄漣 gian c农ng nh瓢 ngu峄搉 nh芒n l峄眂 ch岷 x谩m. V矛 th岷� M么 h矛nh Tinh g峄峮 膽瓢峄 Ash Maurya 谩p d峄g v脿o M么 h矛nh Kinh doanh v峄沬 nh峄痭g 瓢u 膽i峄僲:

- Nhanh g峄峮

- S煤c t铆ch

- C啤 膽峄檔g

Khung M么 h矛nh Tinh g峄峮 gi煤p ph芒n gi岷 c岷 tr煤c m么 h矛nh kinh doanh th脿nh 9 th脿nh ph岷 ri锚ng bi峄噒 m脿 sau 膽贸 s岷� 膽瓢峄 ki峄僲 tra m峄檛 c谩ch c贸 h峄� th峄憂g, theo th峄� t峄� t峄� r峄 ro cao nh岷 t峄沬 r峄 ro th岷 nh岷.

Khi m峄沬 b岷痶 tay v脿o l脿m, t岷 c岷� ch峄� m峄沬 l脿 m峄檛 媒 ni峄噈 m啤 h峄�, v矛 th岷� c岷 m峄檛 gi岷 ph谩p, c贸 th峄� l脿 l锚n 媒 t瓢峄焠g v峄� c谩c kh谩ch h脿ng ti峄乵 n膬ng cho c谩c s岷 ph岷﹎ c峄 b岷.

1. Ph芒n bi峄噒 kh谩ch h脿ng v脿 ng瓢峄漣 d霉ng

膼峄� kh么ng ph岷 l茫ng ph铆 th峄漣 gian v脿o nh峄痭g ng瓢峄漣 d霉ng s岷 ph岷﹎ c峄 b岷 th矛 h茫y x谩c 膽峄媙h vai tr貌 c峄 ng瓢峄漣 d霉ng 膽峄慽 v峄沬 s岷 ph岷﹎ 膽贸 v脿 thu h煤t h峄� tr峄� th脿nh kh谩ch h脿ng.

2. Kh谩ch h脿ng l脿 ng瓢峄漣 tr岷� ti峄乶 cho s岷 ph岷﹎. Ng瓢峄漣 d霉ng th矛 kh么ng

V岷 膽峄� ph峄� bi岷縩 m脿 c谩c nh脿 kh峄焛 nghi峄噋 hay g岷穚 ph岷 l脿 h峄� lu么n 么m 膽峄漨 v脿 gi岷 quy岷縯 v岷 膽峄� m峄檛 c谩ch 膽岷 tr脿, kh么ng c贸 s峄� ph芒n lo岷 kh谩ch h脿ng v矛:

3. B岷 kh么ng th峄� x芒y d峄眓g, thi岷縯 k岷� v脿 膽峄媙h v峄� s岷 ph岷﹎ m峄檛 c谩ch hi峄噓 qu岷� cho t岷 c岷� m峄峣 ng瓢峄漣

Ngay c岷� Facebook, d霉 hi峄噉 c贸 500 tri峄噓 ng瓢峄漣 d霉ng, c农ng b岷痶 膽岷 v峄沬 膽峄慽 t瓢峄g ng瓢峄漣 d霉ng r岷 c峄� th峄�: c谩c sinh vi锚n 膽岷 h峄峜 Harvard. Th岷� n锚n 膽峄玭g qu谩 tham gia h茫y nh岷痬 v脿o m峄 ti锚u x芒y d峄眓g m峄檛 s岷 ph岷 ch峄� h峄痷 v脿 b岷痶 膽岷 t峄� m峄檛 膽峄慽 t瓢峄g kh谩ch h脿ng c峄� th峄�.

Nh瓢 ch煤ng ta 膽茫 th岷 r岷眓g, c谩c y岷縰 t峄� trong m么 h矛nh kinh doanh c贸 th峄� b峄� chi ph峄慽 v脿 岷h h瓢峄焠g b峄焛 nhi峄乽 m岷穞. Song, c岷 v岷h ra quy tr矛nh ph谩c h峄峚 m峄檛 M么 h矛nh Tinh g峄峮 t峄憈. 膼i峄乽 quan tr峄峮g l脿 b岷 c岷 nhanh ch贸ng ghi l岷 nh峄痭g g矛 v峄玜 l贸e ra trong 膽岷, nh瓢ng d峄玭g qu谩 d脿i d貌ng. Th岷璽 s煤c t铆ch, ng岷痭 g峄峮, gi峄� l岷 nh峄痭g c谩i c峄憈 t峄. T峄憈 nh岷 l脿 h茫y 膽岷穞 m峄 ti锚u th峄� hi峄噉 m么 h矛nh v峄玜 trong khu么n kh峄� m峄檛 trang gi岷. Sau 膽贸 x谩c 膽峄媙h nh峄痭g r峄 ro c贸 th峄� x岷 ra nh岷, b峄� qua nh峄痭g vi峄嘽 th峄眂 s峄� kh么ng c岷 thi岷縯, 膽峄� d脿nh th峄漣 gian cho nh峄痭g vi峄嘽 quan tr峄峮g h啤n. Ti岷縫 theo l脿 h瓢峄沶g t峄沬 hi峄噉 t岷, h茫y t岷璸 trung v脿o hi峄噉 t岷, 膽峄玭g m茫i m锚 x芒y d峄眓g k岷� ho岷h t瓢啤ng l岷 trong khi nh峄痭g vi峄� 峄� ngay tr瓢峄沜 m岷痶 v岷玭 c貌n 膽ang dang d峄�. Thay v脿o 膽贸, th峄眂 hi峄噉 m么 h矛nh v峄沬 m峄檛 th谩i 膽峄� l脿 鈥渉o脿ng th脿nh c么ng vi峄嘽鈥�. Cu峄慽 c霉ng l脿 b瓢峄沜 ra ngo脿i v脿 ki峄僲 tra th峄眂 nghi峄噈 v峄沬 ng瓢峄漣 kh谩c.

峄� 膽芒y, t谩c gi岷� 膽茫 膽峄� xu岷 ra nh峄痭g 媒 t瓢峄焠g cho k锚nh kh谩ch h脿ng v峄沬 mong mu峄憂 t岷 ra m峄檛 con 膽瓢峄漬g c贸 媒 ngh末a 膽峄� ti岷縩 t峄沬 kh谩ch h脿ng c峄 m矛nh nh瓢: mi峄卬 ph铆 thay v矛 tr岷� ph铆, inbound thay v矛 outbound, tr峄眂 ti岷縫 thay v矛 t峄� 膽峄檔g, tr峄眂 ti岷縫 thay v矛 gi谩n ti岷縫, duy tr矛/ gi峄� ch芒n tr瓢峄沜 khi xin gi峄沬 thi峄噓. Khi m么 h矛nh c峄 b岷 膽貌i h峄廼 ph岷 thu h煤t m峄檛 l瓢峄g l峄沶 kh谩ch h脿ng m峄沬 c贸 th峄� v岷璶 h脿nh, c农ng nh瓢 b岷 c岷 ph岷 suy ngh末 膽岷縩 c谩c k锚nh gi煤p b岷 m峄� r峄檔g quy m么 kh谩ch h脿ng 膽峄� b岷 c贸 th峄� s峄沵 b岷痶 膽岷, x芒y d峄眓g v脿 ki峄僲 tra thi vi峄嘽 kh么n ngoan l峄盿 ch峄峮 k锚nh kh谩ch h脿ng l脿 膽i峄乽 r岷 quan tr峄峮g. K岷� ho岷h b岷 t峄憈, b岷 c岷 kh谩ch h脿ng nh瓢ng vi峄嘽 b岷 l峄盿 ch峄峮 m峄檛 k锚nh thu h煤t kh么ng ph霉 h峄 th矛 xen nh瓢 k岷� ho岷h c峄 b岷 膽茫 ho脿n to脿n th岷 b岷.

C谩c th瓢峄沜 膽o ch峄� ch峄憈

Con s峄� ch峄� ch峄憈 cho b岷 bi岷縯 c么ng vi峄嘽 kinh doanh c峄 m矛nh 膽ang ho岷 膽峄檔g nh瓢 th岷� n脿o trong th峄漣 gian th峄眂, tr瓢峄沜 khi b岷 nh岷璶 b谩o c谩o kh谩ch h脿ng.

(NORM BRODSKY v脿 BO BURLINGHAM, The Knack (T煤i kh么n ))

膼峄� 膽o l瓢峄漬g ho岷 膽峄檔g c峄 b岷 t峄憈 ra sao th矛 nh峄痭g con s峄� ch峄� ch峄憈 s岷� c贸 媒 ngh末a then ch峄憈 trong vi峄嘽 膽o l瓢峄g c岷� s峄� ti岷縩 tri峄僴 l岷玭 x谩c 膽峄媙h c谩c 膽i峄僲 trong c岷� qu谩 tr矛nh kh谩ch h脿ng t矛m 膽岷縩 b岷.

M么 h矛nh 膽瓢峄 么ng 膽峄� c岷璸 膽岷縩 l脿 Pirate Metrics c峄 Dave McClure g峄搈 5 b瓢峄沜:

1. Thu h煤t: b瓢峄沜 n脿y s岷� th峄� hi峄噉 vi峄嘽 b谩n bi岷縩 m峄檛 v峄� kh谩ch t矛nh c峄� gh茅 th膬m th脿nh m峄檛 v峄� kh谩c ti峄乵 n膬ng cho s岷 ph岷﹎ c峄 b岷.

2. K铆ch ho岷: K铆ch ho岷 m么 t岷� 膽i峄僲 khi m脿 m峄檛 kh谩ch h脿ng h峄﹏g th煤 c贸 tr岷 nghi峄噈 ng瓢峄漣 d霉ng h脿i l貌ng 膽岷 ti锚n.

3. Duy tr矛: h茫y th瓢峄焠g xuy锚n ki峄僲 tra 鈥渕峄ヽ 膽峄� ti岷縫 t峄 s峄� d峄g鈥� hay vi峄嘽 cam k岷縯 c峄 kh谩ch h脿ng 膽峄慽 v峄沬 s岷 ph岷﹎ c峄 b岷.

4. Doanh thu: s岷� 膽o l瓢峄漬g l煤c b岷 膽瓢峄 tr岷� ti峄乶.

5. Gi峄沬 thi峄噓: n岷縰 k锚nh thu h煤t ch峄� c贸 th峄� thu h煤t kh谩ch h脿ng d霉ng s岷 ph岷﹎ c峄 b岷 th矛 gi峄沬 thi峄噓 l脿 th瓢峄沜 膽o c贸 th岷 m峄ヽ 膽峄� h脿i l貌ng v峄沬 s岷 ph岷﹎ m脿 b岷 膽茫 gi峄沬 thi峄噓 ho岷穋 s岷� 鈥渕么i gi峄沬鈥� cho nh峄痭g ng瓢峄漣 kh谩c bi岷縯 v峄� s岷 ph岷﹎ c峄 b岷.

L锚n K岷� hoach A l脿 膽i峄乽 ti锚n quy岷縯 b岷 岷 ph岷 th峄眂 hi峄噉 khi mu峄憂 kh峄焛 nghi峄噋. 膼峄玭g m茫i 么m kh瓢 kh瓢 nh峄痭g 媒 t瓢峄焠g trong 膽岷, n贸 s岷� khi岷縩 vi峄嘽 ti岷縩 h脿nh tr峄� n锚n kh贸 kh膬n v脿 c脿ng k茅o b岷 膽岷縩 g岷 h啤n v峄沬 2 t峄� 鈥渢h岷 b岷鈥�. B岷 c贸 th峄�:

路 Truy c岷璸 trang web v脿 t岷 m峄檛 m么 h矛nh tr峄眂 tuy岷縩.

路 X芒y d峄眓g m峄檛 phi锚n b岷 tr锚n PowerPoint ho岷穋 Keynote.

路 Ph谩c th岷 tr锚n gi岷.

H茫y l脿m b岷 c峄� 膽i峄乽 g矛, mi峄卬 l脿 K岷� ho岷h A ph岷 膽瓢峄 tr矛nh b脿y r玫 r脿ng, ng岷痭 g峄峮, s煤c t铆ch 膽峄� tr谩nh m岷 nhi峄乽 th峄漣 gian, c么ng s峄ヽ, nh芒n l峄眂 c农ng nh瓢 ti峄乶 c峄 m脿 ch岷硁g 膽芒u v脿o 膽芒u.

B瓢峄沜 2: X谩c 膽峄媙h nh峄痭g th脿nh ph岷 r峄 ro nh岷 trong k岷� ho岷h c峄 b岷

Kh峄焛 nghi峄噋 l脿 m峄檛 c么ng vi峄嘽 m岷 hi峄僲, v脿 nhi峄噈 v峄� c峄 doanh nh芒n kh峄焛 nghi峄噋 l脿 gi岷 thi峄僽 r峄 ro cho d峄� 谩n xu峄憂g m峄ヽ th岷 nh岷, 膽峄� n贸 膽i v脿o m峄檛 h峄� th峄憂g v脿 theo m峄檛 l峄� tr矛nh nh岷 膽峄媙h.

X谩c 膽峄媙h nh岷 r峄 ro c岷 瓢u ti锚n l脿 m峄檛 trong nh峄痭g y岷縰 t峄� h脿ng 膽岷 g贸p ph岷 g芒y ra ph铆 ph岷.

Theo Douglas Hubbard th矛 r峄 ro l脿 tr岷g th谩i b岷 膽峄媙h, trong 膽贸 c贸 m峄檛 s峄� kh岷� n膬ng bao g峄搈 t峄昻 t岷, th岷 h峄峚 hay h峄� qu岷� kh么ng mong mu峄憂 kh谩c. Nh瓢ng b岷 y锚n t芒m v矛 M么 h矛nh Tinh g峄峮 s岷� t峄� 膽峄檔g n岷痬 b岷痶 nh峄痭g 膽i峄僲 b岷 膽峄媙h nh瓢 th岷�. R峄 ro c峄 m峄檛 d峄� 谩n 膽瓢峄 chia th脿nh ba lo岷 ch铆nh: r峄 ro s岷 ph岷﹎, r峄 ro kh谩ch h脿ng, r峄 ro th峄� tr瓢峄漬g.

膼峄� gi岷 quy岷縯 t岷 th岷 nh峄痭g v岷 膽峄� n脿y qu岷� th岷璽 r岷 kh贸 kh膬n. 膼贸 l脿 l媒 do b岷 c岷 bi岷縯 膽岷縩 hai t峄� 鈥溒皍 ti锚n鈥�. H茫y d峄盿 v脿o giai 膽o岷 c峄 s岷 ph岷﹎ v脿 gi岷 quy岷縯 m峄檛 c谩ch c贸 h峄� th峄憂g.

Nh瓢 膽茫 nh岷痗 峄� tr锚n, ngo脿i vi峄嘽 t岷璸 trung x芒y d峄眓g k岷� ho岷h b岷 th芒n b岷 c岷 ph岷 chia s岷� m么 h矛nh c峄 m矛nh v峄沬 铆t nh岷 m峄檛 ng瓢峄漣 n峄痑 hay n贸i c谩ch kh谩c l脿 膽i ra ngo脿i v脿 ki峄僲 ch峄﹏g b岷 k岷� ho岷h ti峄乵 n膬ng c峄 b岷. Nh峄痭g 鈥渃峄� v岷鈥� n脿y c贸 th峄� l脿 m峄檛 nguy锚n m岷玼 kh谩ch h脿ng, m峄檛 nh脿 膽岷 t瓢 tri峄僴 v峄峮g ho岷穋 m峄檛 doanh nghi峄噋 kh谩c c贸 chuy锚n m么n c峄� th峄�, c贸 nh峄痭g kinh nghi峄噈 v脿 ki岷縩 th峄ヽ h峄痷 铆ch cho b岷. Ng瓢峄漣 b岷 c岷 c岷 ph岷 c贸 m峄檛 c谩i nh矛n xa tr么ng r峄檔g 膽峄� ch峄� cho b岷 bi岷縯 nh峄痭g g矛 th煤 v峄�, k铆ch th铆ch c谩c 膽i峄僲 m岷h v脿 膽am m锚 c峄 h峄�.

S岷祅 s脿ng cho m峄檛 th峄� nghi峄噈

峄� ph岷 n脿y, 么ng c农ng 膽茫 gi峄沬 thi峄噓 cho ch煤ng ta m峄檛 v脿i quy t岷痗 c啤 b岷 gi煤p ta x谩c 膽峄媙h v脿 ch岷 nh峄痭g th峄� nghi峄噈 m峄檛 c谩ch hi峄噓 qu岷�.

1. T峄慽 膽a h贸a t峄慶 膽峄�, ho岷 膽峄檔g h峄峜 h峄廼 v脿 tr峄峮g t芒m

M峄 ti锚u c峄 d峄� 谩n kh峄焛 nghi峄噋 l脿 t矛m 膽瓢峄 m峄檛 k岷� ho岷h ho岷 膽峄檔g hi峄噓 qu岷� tr瓢峄沜 khi 鈥渢脿i nguy锚n鈥� b峄� c岷 ki峄噒. V矛 th岷� t峄慶 膽峄� r岷 quan tr峄峮g, h峄峜 h峄廼 c贸 vai tr貌 quan tr峄峮g, song tr峄峮g t芒m l岷 kh么ng nh岷璶 膽瓢峄 s峄� ch煤 媒 t瓢啤ng x峄﹏g. N岷縰 k岷縯 h峄 c岷� ba th矛 cu峄檆 ch岷 th峄� nghi峄噈 s岷� th峄眂 s峄� hi峄噓 qu岷�, c貌n n岷縰 thi岷縰 膽i m峄檛 trong ba th矛 chuy峄噉 g矛 s岷� x岷 ra?

Tr瓢峄漬g h峄 1: T峄慶 膽峄� v脿 tr峄峮g t芒m

Thi岷縰 膽i h峄峜 h峄廼 t瓢啤ng t峄� nh瓢 鈥渕峄檛 con ch贸 t峄� c岷痭 膽u么i m矛nh鈥�. B岷 b峄� ra qu谩 nhi峄乽 c么ng s峄ヽ nh瓢ng k岷縯 qu岷� ch峄� l脿 m峄檛 v貌ng l岷﹏ qu岷﹏.

Tr瓢峄漬g h峄 2: H峄峜 h峄廼 v脿 tr峄峮g t芒m

Thi岷縰 膽i t峄慶 膽峄� b岷 s岷� c贸 nguy c啤 l茫ng ph铆 c农ng nh瓢 c岷 ki峄噒 ngu峄搉 t脿i nguy锚n, v脿 b峄� 膽峄慽 th峄� c岷h tranh v瓢峄 m岷穞.

Tr瓢峄漬g h峄 3: T峄慶 膽峄� v脿 h峄峜 h峄廼

Thi岷縰 膽i s峄� t岷璸 trung b岷 s岷� d峄� d脿ng r啤i v脿o c谩i b岷珁 t峄慽 瓢u h贸a d岷玭 膽岷縩 nh峄痭g h脿nh 膽峄檔g th峄玜 v脿 l茫ng ph铆.

脕p d峄g si锚u m岷玼 l岷穚 cho c谩c r峄 ro

S岷� c贸 hai v岷 膽峄� x岷 ra. M峄檛 l脿 膽峄檌 d峄� 谩n kh峄焛 nghi峄噋 s岷� n岷 l貌ng tr瓢峄沜 nh峄痭g ti锚u c峄眂 ho岷穋 ch谩n n岷 v脿 t峄� b峄� ti岷縩 h脿nh th锚m nh峄痭g cu峄檆 th峄眂 nghi峄噈. V岷 膽峄� c貌n l岷 th矛 ng瓢峄 l岷 ho脿n to脿n 膽贸 l脿 c谩c d峄� 谩n n脿y qu谩 l岷 quan t峄� nh峄痭g t铆ch c峄眂 ban 膽岷 m脿 nhi峄乽 kh岷� n膬ng s岷� b峄� m岷痗 k岷箃 ngay sau 膽贸. Kh么ng c貌n th峄漣 gian c农ng nh瓢 b岷 s岷� kh么ng 膽峄� s峄ヽ 膽峄� m霉 qu谩ng 膽i theo m峄檛 l峄� tr矛nh hay ch岷 th峄� nghi峄噈 vu v啤 ch峄� v矛 m峄 膽铆ch h峄峜 h峄廼. C岷 m峄檛 c谩i 膽铆ch 膽岷縩 trong 膽岷 v脿 th岷璶 tr峄峮g s岷痯 x岷縫 theo t峄玭g giai 膽o岷 膽峄� b脿i h峄峜 b岷 nh岷璶 膽瓢峄 t膬ng ti岷縩 d岷.

膼峄� gi岷 quy岷縯 nh峄痭g r峄 ro tr锚n, b岷 s岷� c岷 ph岷 x峄� l媒 ch煤n m峄檛 c谩ch c贸 h峄� th峄憂g theo nh峄痭g giai 膽o岷 sau 膽芒y:

Giai 膽o岷 1: Hi峄僽 v岷 膽峄�

T矛m hi峄僽 kh谩ch h脿ng xem nh峄痭g v岷 膽峄� 膽茫 膽瓢峄 gi岷 quy岷縯 v脿 gi岷 quy岷縯 膽岷縩 膽芒u? Nh峄痭g 膽峄慽 t瓢峄g g岷穚 v岷 膽峄� 膽贸, v岷 膽峄� h脿ng 膽岷 l脿 g矛, v脿 n贸 hi峄噉 膽ang gi岷 quy岷縯 quy岷縯 nh瓢 th岷� n脿o?

Giai 膽o岷 2: X谩c 膽峄媙h gi岷 ph谩p

X芒y d峄眓g m峄檛 b岷 demo gi煤p kh谩ch h脿ng h矛nh dung ra gi岷 ph谩p v脿 ki峄僲 tra gi岷 ph谩p 膽贸 v峄沬 kh谩ch h脿ng.

Giai 膽o岷 3: Ki峄僲 ch峄﹏g 膽峄媙h t铆nh

Giai 膽o岷 4: Ki峄僲 ch峄﹏g 膽峄媙h l瓢峄g

Tung s岷 ph岷﹎ 膽茫 膽i峄乽 ch峄塶h ra tr瓢峄沜 nh贸m kh谩n gi岷� r峄檔g l峄沶 h啤n. B岷 膽茫 x芒y d峄眓g 膽瓢峄 th峄� m脿 m峄峣 ng瓢峄漣 mu峄憂 ch瓢a? B岷 s岷� ti岷縫 c岷璶 kh谩ch h脿ng 峄� quy m么 y6u c岷 nh瓢 th岷� n脿o? B岷 c贸 m峄檛 d峄� 谩n kinh doanh kh岷� thi kh么ng?

Ch煤ng ta xem x茅t ch煤ng d峄盿 tr锚n n峄痭g r峄 ro

- R峄 ro s岷 ph岷﹎:

1. Ch岷痗 ch岷痭 r岷眓g b岷 c贸 m峄檛 v岷 膽峄� x峄﹏g 膽谩ng gi岷 quy岷縯

2. X谩c 膽峄媙h c谩c s岷 ph岷﹎ kh岷� thi t峄慽 thi峄僽 (MVP)

3. X芒y d峄眓g v岷� ki峄僲 ch峄﹏g MVP 峄� quy m么 nh峄�

4. Sau 膽贸 ki峄僲 ch峄﹏g l岷 MVP 峄� quy m么 l峄沶

- R峄 ro kh谩ch h脿ng

1. X谩c 膽峄媙h 膽峄慽 t瓢峄g 膽ang ph岷 kh峄� s峄� ch峄媢 膽峄眓g

2. Thu h岷筽 ph岷 vi g峄搈 nh峄痭g ng瓢峄漣 膽贸n nh岷璶 s峄沵, nh峄痭g ng瓢峄漣 th峄眂 s峄� mu峄憂 c贸 ngay s岷 ph岷﹎

3. B岷痶 膽岷 v峄沬 c谩c k锚nh outbound

4. X芒y d峄眓g/ph谩t tri峄僴 d岷 c谩c k锚nh inbound c贸 kh岷� n膬ng m峄� r峄檔g 鈥� c脿ng s峄沵 c脿ng t峄憈

- R峄 ro th峄� tr瓢峄漬g

1. X谩c 膽峄媙h m峄ヽ 膽峄� c岷h tranh th么ng qua c谩c ph瓢啤ng 谩n hi峄噉 t岷 v脿 ch峄峮 m峄檛 m峄ヽ gi谩 cho gi岷 ph谩p c峄 b岷

2. Ki峄僲 tra gi谩 c瓢峄沜 tr瓢峄沜 b岷眓g c谩ch 膽o l瓢峄漬g nh峄痭g th么ng tin kh谩ch h脿ng n贸i (cam k岷縯 b岷眓g l峄漣 )

3. Ki峄僲 tra gi谩 qua nh峄痭g h脿nh 膽峄檔g kh谩ch h脿ng th峄眂 hi峄噉

4. T峄慽 瓢u h贸a c啤 c岷 chi ph铆 膽峄� m么 h矛nh kinh doanh ho岷 膽峄檔g

Trong tay b岷 hi峄噉 gi峄� 膽ang l脿 m峄檛 b岷 k岷� ho岷h, m峄檛 m么 h矛nh kh岷� d末. 膼峄玭g 膽峄� n贸 m茫i ch么n v霉i trong k媒 峄ヽ m脿 h茫y bi岷縩 n贸 th脿nh h脿nh 膽峄檔g, th脿nh m峄檛 c么ng c峄� ki岷縨 ti峄乶 cho b岷. Kh谩ch h脿ng mua s岷 ph岷﹎ v脿 d峄媍h v峄� c峄 b岷 l脿 v矛 s瓢 tin t瓢峄焠g, tin r岷眓g khi c贸 v岷 膽峄� x岷 ra th矛 b岷 膽峄乽 c贸 kh岷� n膬ng gi岷 quy岷縯. Nh脿 膽岷 t瓢 ch峄峮 b岷 v矛 h峄� tin v脿o k岷� ho岷h c农ng nh瓢 kh岷� n膬ng m峄� r峄檔g quy m么 c峄 k岷� ho岷h n脿y. V矛 th岷� 膽峄玭g ng岷 ng岷 sao kh么ng th峄� m峄檛 l岷 v脿 c岷� nh峄痭g l岷 v峄� sau n峄痑. Kh峄焛 nghi峄噋 gi峄憂g nh瓢 m峄檛 v谩n c峄�, c贸 t铆nh to谩n, c贸 膽岷 t瓢 th矛 ph岷 th岷痭g ch岷痗 ch岷痭 s岷� n岷眒 tr峄峮 trong l貌ng b脿n tay c峄 b岷.

L峄漣 k岷縯

V岷璶 h脿nh tinh g峄峮 l脿 quy峄僴 s谩ch h岷縯 s峄ヽ h峄痷 铆ch v峄沬 c谩c nh脿 qu岷 l媒 doanh nghi峄噋, CEO, ch峄� doanh nghi峄噋 nh峄�, c谩c nh脿 ph谩t tri峄僴, l岷璸 tr矛nh, v脿 v峄沬 b岷 k峄� ai 膽am m锚 kh峄焛 nghi峄噋. T么i kh么ng d谩m ch岷痗 b岷 s岷� th峄眂 s峄� th脿nh c么ng sau khi 膽峄峜 quy峄僴 s谩ch n脿y nh瓢ng c谩i b岷 nh岷璶 膽瓢峄 trong quy峄僴 s谩ch n脿y l脿 c么ng c峄� 膽瓢a b岷 膽岷縩 th脿nh c么ng n岷縰 b岷 th峄眂 s峄� hi峄僽, 谩p d峄g, l脿 l脿m vi峄嘽 m峄檛 c谩ch nghi锚m t煤c. Ch煤c b岷 th脿nh c么ng!

T谩c gi岷�: Anh Thi - Bookademy
Profile Image for Bob Wallner.
403 reviews35 followers
January 14, 2023
I had not done my homework when I chose Running Lean 3rd Edition...I saw it had good reviews, but I did not know it was about Lean Startup! I hadn't read a book on Lean Startup since Eric Reis coined the term over a decade ago.

I thought this was written well with a nice mix of a fictional story coupled with the theory behind the various concepts. The author walks you through the process of defining your product clearly on a Lean Canvas then progressing it forward in small steps with each step providing feedback. Each step of the way he guides the reader on what to do and introduces various tools. There is a strong focus on getting customer feedback not through surveys but through face-to-face interaction.

The audiobook was red well and the publisher provides a very comprehensive PDF.

I have a software idea that could coincide with a book I'm writing and this stoked the fuel to the fire. I signed up for lean canvas and although I haven't done anything with it, I plan on working through the process once draft one is done with my book.
Profile Image for Ling.
88 reviews13 followers
December 28, 2022
Ph霉 h峄 cho Start-ups, xoay quanh m岷g kinh doanh s岷 ph岷﹎, kh谩ch h脿ng.
Profile Image for Ahmed Alkatheeri.
47 reviews7 followers
August 2, 2024
Running Lean" by Ash Maurya targets entrepreneurs looking to build a successful startup. The book provides practical advice on achieving product/market fit using the Lean Canvas framework, essential for creating a successful startup.

One key takeaway from the book is that investors don't fund solutions that work but rather business models that work. This means that entrepreneurs need to focus on creating a sustainable business model that meets their customers' needs.

The book also emphasizes the importance of understanding customer problems and creating a minimum viable product (MVP) that delivers value to them. Maurya stresses that customers don't care about your solution but rather their problems and that entrepreneurs need to engage with them continuously to ensure that they're building what they want.

I particularly emphasized the difference between a customer and a user and the reminder that a startup's initial goal is to learn, not to scale. Kathy Sierra's quote, "Don't focus on building a better X. Focus on building a better user of X," summarizes this approach well.

The book also explains why startup companies fail, including building something nobody wants. However, Maurya offers practical guidance on how to avoid these pitfalls and create a startup product that meets customers' needs and has a robust business model.

I highly recommend "Running Lean" to anyone who wants to build a successful startup. It's a practical, no-nonsense guide that will help you avoid common mistakes and create a product that customers will love.
Profile Image for Louis.
226 reviews30 followers
March 17, 2013
This is a book on starting a new enterprise, which actually does not necessarily have to be a formal startup. I can see its lessons in my current role as a professor, who is not in the standard tenure track. In many ways, because I have to be regularly answering the question of what my position is it sometimes falls into this. This book is helping me frame how I present myself and propose new projects, in particular trying to establish a long-term stable position for myself.

In particular, the ideas of presenting the minimum viable product and recognizing that in the initial stages you may have an idea, but it may take some iterations to determine what your market will be resonate greatly. From working I definitely see the pitfalls in the grand cathedral way of working. Now, when I'm simultaneously trying to reposition myself in my current organization as well as looking for other opportunities, this has helped sharpen my thinking and how I discuss my role with others. I recommend it for anyone who is not in a position with a very well defined job category, not just people in startups.
Profile Image for George Wang.
57 reviews16 followers
June 6, 2013
Recommended by Henri Shi from his VeloCity Campus "Lean Business Model" workshop.

I would label this book as a MUST READ for anyone trying to create a start-up or get started on a project.

The original "Lean Startup" book by Eric Ries introduces the theories behind the Lean Methodologies. It's interesting, but it leaves you not knowing exactly where to start.

This book, in contrast, is very detailed and practical. It shifts away from "what to think," towards "what to do."

Examples:

How to fill out a lean canvas (1. start with problem... 2. customer... 3. UVP...)
The kinds of interviews a founder must do to validate his business.. who to interview.. what kind of questions to ask
Sample emails to send to potential customers

I found myself constantly referring back to this book as if it were a reference book while working on my own startup. Highly recommended.
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