000			02035cam a22003254a 4500
001			16720850
005			20240507145353.0
008			110404s2011 nyu 000 0 eng
010			_a 2011012100
020			_a9780670921607
020			_a9780307887894 (hbk.)
020			_a0307887898 (hbk.)
020			_z9780307887917 (ebk.)
020			_z030788791X (ebk.)
035			_a(OCoLC)ocn693809631
042			_apcc
050	0	0	_aHD62.5 _b.R545 2011
082	0	0	_a658.11 RIE-E
100	1		_aRies, Eric
245	1	4	_aLean startup : _bhow constant innovation creates radically successful businesses / _cEric Ries
260			_aNew York _bCrown Business _c2011
300			_a320 p
365			_aINR _b599.00
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
955			_bxj10 2011-04-04 _cxj10 2011-04-04 ONIX _axe05 2011-11-10 2 copies rec'd., to CIP ver. _ahb09 2013-11-16 to Loan
999			_c22774 _d22774