Failure will happen. It's a normal part of the startup process.
From Steve Blank
First and deadliest of all is a founder's unwavering belief that he or she understands who the customers will be, what they need, and how to sell it to them.
Any dispassionate observer would recognize that on Day One, a start-up has no customers, and unless the founder is a true domain expert, he or she can only guess about the customer, problem, and business model.
On Day One, a start-up is a faith-based initiative built on guesses.
Founders, presuming they know their customers, assume they know all the features customers need.
Founders have continually struggled with and adapted the 'big business' tools, rules, and processes taught in business schools when startups failed to execute 'the plan,' never admitting to the entrepreneurs that no startup executes to its business plan.
By the beginning of the 21st century, entrepreneurs, led by Web and mobile startups, began to seek and develop their own management tools.
While 'The Owner's Manual' is not a formula for guaranteed success by any means, we're confident it will help reduce the failure rate of most startups that use our Customer Development process.
Face-to-face customer feedback refines or validates every component of the startup's business model, not just the product itself.
The Lockheed Skunk Works, led by Kelly Johnson, was responsible for its Advanced Development Projects - everything from the P-80, the first U.S. jet fighter plane, to the U-2 and A-12 spy planes.
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