{"product_id":"startup-opportunities-know-when-to-quit-your-day-job-hardback-9781119378181","title":"Startup Opportunities; Know When to Quit Your Day Job (Hardback) 9781119378181","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eStartup Opportunities\u003c\/font\u003e\u003cbr\u003e\r\n\u003cfont size=\"5\"\u003eKnow When to Quit Your Day Job\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\u003cp\u003e\u003cfont size=\"4\"\u003eSean Wise (Author), Brad Feld (Author), Chris Sacca (Foreword by)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9781119378181, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 21 July 2017\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e208 pages\u003cbr\u003e22.9 x 15 x 2.5 cm, 0.386 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003e\u003cb\u003eStart strong with essential early-stage guidance from the VC perspective\u003c\/b\u003e \u003cp\u003e\u003ci\u003eStartup Opportunities\u003c\/i\u003e is the go-to guide for anyone with a great business idea. Whether it's your first business or your fifth, realistic assessment from the outset can save you a lot of time and money; why pour your heart and soul into a venture that is doomed to fail? Instead, position yourself to win from the very beginning. In this book, accomplished venture capitalists share their insight on startups and entrepreneurs: who will fail, who will succeed and why, and what you should do to give your business the very best shot at becoming a global success story. You'll learn how to evaluate your business with a critical eye, and how early customer development can be key in turning a good idea into a great opportunity. If you're serious about building a business that lasts, this book provides invaluable guidance that you really cannot miss. \u003c\/p\u003e\n\u003cp\u003eMore than five million people will launch a business this year, and many of them will be great ideas—yet few will be around in five years, and even fewer in ten years. A great idea is not enough to build a successful business. You need to fortify your idea with the proper foundation, and a scaffolding of good planning and early action. This book shows you how. \u003c\/p\u003e\n\u003cul\u003e \u003cli\u003eAssess your business's viability using the 10x Rule\u003c\/li\u003e \u003cli\u003eLearn when you can quit your day job—or not\u003c\/li\u003e \u003cli\u003eTake the key steps to making your business succeed\u003c\/li\u003e \u003cli\u003eDiscover the opportunities worth selling everything for\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eThis expert author team has witnessed more than 30,000 pitches over two decades, and have participated in over 500 startup launches. \u003ci\u003eStartup Opportunities\u003c\/i\u003e gives you the benefit of their experience to help you start strong and stay strong.\u003c\/p\u003e\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003eForeword xiii\u003c\/p\u003e \u003cp\u003ePreface xvii\u003c\/p\u003e \u003cp\u003eTrust Me, Your Idea Is Worthless 1\u003cbr\u003e\u003ci\u003eby Tim Ferris\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 What Is a Startup? 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHow to Use This Book 5\u003c\/p\u003e \u003cp\u003eWho This Book Is For 5\u003c\/p\u003e \u003cp\u003eNotes 6\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 The Democratization of Startups 7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Cost to Launch Is Approaching Zero 7\u003c\/p\u003e \u003cp\u003eThe World Is Flat 8\u003c\/p\u003e \u003cp\u003eThe Path Is Known 9\u003c\/p\u003e \u003cp\u003eAccess to Capital 10\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 Opportunities 13\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Four Criteria for an Opportunity 13\u003c\/p\u003e \u003cp\u003eWhat Is Opportunity Evaluation? 14\u003c\/p\u003e \u003cp\u003eWhat Is the Cost of Poor Opportunity Evaluation? 16\u003c\/p\u003e \u003cp\u003eExecution Trumps Opportunity 19\u003c\/p\u003e \u003cp\u003eRisk, Uncertainty, and Ambiguity 21\u003c\/p\u003e \u003cp\u003eThe Issue of Bias 23\u003c\/p\u003e \u003cp\u003eNotes 27\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 Approaches to Opportunity Evaluation 29\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhere Does Opportunity Evaluation Fit into the Overall Startup Process? 29\u003c\/p\u003e \u003cp\u003eOverview of Business Model Generation 31\u003c\/p\u003e \u003cp\u003eOverview of Customer Development and Lean Startup 33\u003c\/p\u003e \u003cp\u003eOverview of the Disciplined Entrepreneur 35\u003c\/p\u003e \u003cp\u003eA Modern Version of the Scientific Method 36\u003c\/p\u003e \u003cp\u003eNotes 40\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 People 43\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTeam 43\u003c\/p\u003e \u003cp\u003eWorking Full Time 47\u003c\/p\u003e \u003cp\u003eBeen There, Done That 47\u003c\/p\u003e \u003cp\u003ePassion 48\u003c\/p\u003e \u003cp\u003eCoachability 50\u003c\/p\u003e \u003cp\u003eAbility to Attract Talent 53\u003c\/p\u003e \u003cp\u003eBusiness Acumen 53\u003c\/p\u003e \u003cp\u003eDomain Knowledge 55\u003c\/p\u003e \u003cp\u003eOperational Experience 55\u003c\/p\u003e \u003cp\u003eMentors 56\u003c\/p\u003e \u003cp\u003eBoard of Directors\/Advisors 57\u003c\/p\u003e \u003cp\u003eCustomers 58\u003c\/p\u003e \u003cp\u003eSocial Capital 59\u003c\/p\u003e \u003cp\u003eNotes 60\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 Pain 63\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCompelling Unmet Need 65\u003c\/p\u003e \u003cp\u003eSize 65\u003c\/p\u003e \u003cp\u003eDurability and Timeliness 68\u003c\/p\u003e \u003cp\u003eNotes 71\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 Product 73\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe 10× Rule 73\u003c\/p\u003e \u003cp\u003eRate of Adoption 75\u003c\/p\u003e \u003cp\u003eRogers’ (1976) Diffusion of Innovations Theory 75\u003c\/p\u003e \u003cp\u003eIntellectual Property 76\u003c\/p\u003e \u003cp\u003eKey Asset Access 77\u003c\/p\u003e \u003cp\u003eProof of Concept—Selling Your Product in Advance of Making It 78\u003c\/p\u003e \u003cp\u003eGross Margins 79\u003c\/p\u003e \u003cp\u003eContents ix\u003c\/p\u003e \u003cp\u003eScalability 81\u003c\/p\u003e \u003cp\u003eNotes 81\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Market 83\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMarket Stage 84\u003c\/p\u003e \u003cp\u003eProduct\/Market Fit 87\u003c\/p\u003e \u003cp\u003eDisruptive Innovation 90\u003c\/p\u003e \u003cp\u003eIndustry CAGR 90\u003c\/p\u003e \u003cp\u003eDistribution Strength 91\u003c\/p\u003e \u003cp\u003eCustomer Acquisition Costs 93\u003c\/p\u003e \u003cp\u003eViral Marketing 93\u003c\/p\u003e \u003cp\u003eCompetition 94\u003c\/p\u003e \u003cp\u003eThe Goliath Paradox 96\u003c\/p\u003e \u003cp\u003eBarriers to Entry 97\u003c\/p\u003e \u003cp\u003eGovernment Regulations 98\u003c\/p\u003e \u003cp\u003ePartnership Status 99\u003c\/p\u003e \u003cp\u003eKnowing Why You Need to Raise Money 99\u003c\/p\u003e \u003cp\u003eNotes 102\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 Plan 105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTime to Launch 106\u003c\/p\u003e \u003cp\u003ePlan to Scale 107\u003c\/p\u003e \u003cp\u003eReasonable Not Right 108\u003c\/p\u003e \u003cp\u003eGet Out of the Building 111\u003c\/p\u003e \u003cp\u003ePlan B 112\u003c\/p\u003e \u003cp\u003eNotes 115\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 Pitch 117\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eShort Form (Under 10 Minutes) 118\u003c\/p\u003e \u003cp\u003eLong Form (30 Minutes) 118\u003c\/p\u003e \u003cp\u003eBusiness Plan—or Not 119\u003c\/p\u003e \u003cp\u003eExecutive Summary 121\u003c\/p\u003e \u003cp\u003eQ\u0026amp;A 121\u003c\/p\u003e \u003cp\u003eNotes 124\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Raising Money 125\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBuilding a Relationship with a Potential Investor 126\u003c\/p\u003e \u003cp\u003eWho Makes the Ask? 127\u003c\/p\u003e \u003cp\u003eUse of Proceeds 127\u003c\/p\u003e \u003cp\u003eRaise the Least Amount of Money to Get to the Next Level 128\u003c\/p\u003e \u003cp\u003eAsk for Money from the Right Kind of Investor 129\u003c\/p\u003e \u003cp\u003eRaise Money When It’s Available 131\u003c\/p\u003e \u003cp\u003eYou Aren’t an Exception 132\u003c\/p\u003e \u003cp\u003eWhy Anything Other Than a Yes Is a No 134\u003c\/p\u003e \u003cp\u003eBe Realistic about Your Valuation 136\u003c\/p\u003e \u003cp\u003eEven Angels Have Investment Committees 137\u003c\/p\u003e \u003cp\u003eNotes 141\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 Pitfalls 143\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eShowstoppers and Red Herrings 143\u003c\/p\u003e \u003cp\u003eExcessive Valuation 144\u003c\/p\u003e \u003cp\u003eTaboo Businesses 145\u003c\/p\u003e \u003cp\u003eNo Skin in the Game 146\u003c\/p\u003e \u003cp\u003eThe No Asshole Rule 146\u003c\/p\u003e \u003cp\u003eThe Key Person Dependency 147\u003c\/p\u003e \u003cp\u003eDrinking Your Own Kool-Aid 147\u003c\/p\u003e \u003cp\u003eNotes 150\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 Don’t Quit Your Day Job If You Aren’t 151\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePassionate about the Space 151\u003c\/p\u003e \u003cp\u003eAble to Execute the Solution 151\u003c\/p\u003e \u003cp\u003eCertain That the Problem Is a Need (as Opposed to a Want) 151\u003c\/p\u003e \u003cp\u003eCertain That the Problem Is Shared by a Large (and Growing) Market 151\u003c\/p\u003e \u003cp\u003eAble to Offer a Solution That Is 10× Better Than Anything Else\u003c\/p\u003e \u003cp\u003ein the Market 152\u003c\/p\u003e \u003cp\u003eReady to “Burn the Ships” 152\u003c\/p\u003e \u003cp\u003eAble to Access Potential Customers 152\u003c\/p\u003e \u003cp\u003eAble to Spend Six Months without Personal Income 152\u003c\/p\u003e \u003cp\u003eAble to Garner Enough People, Users, and Money to Create a\u003c\/p\u003e \u003cp\u003eMinimum Viable Product 152\u003c\/p\u003e \u003cp\u003ePrepared to Get into the Weeds and Do the Grunt Work 152\u003c\/p\u003e \u003cp\u003eGlossary 153\u003c\/p\u003e \u003cp\u003eAcknowledgments 159\u003c\/p\u003e \u003cp\u003eAbout the Authors 163\u003c\/p\u003e \u003cp\u003eIndex 165\u003c\/p\u003e \u003cp\u003eExcerpt from Brad Feld’s\u003c\/p\u003e \u003cp\u003eVenture Deals, Third Edition 173\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Business \u0026amp; management [\u003ca title=\"See our other books on Business \u0026amp; management\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Business%20\u0026amp;%20management%20%5BKJ%5D%22\"\u003eKJ\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Wiley","offers":[{"title":"Brand New","offer_id":52516427792664,"sku":"9781119378181","price":17.49,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0730\/2037\/5320\/files\/9781119378181.jpg?v=1786688628","url":"https:\/\/freshlyprintedbooks.co.uk\/products\/startup-opportunities-know-when-to-quit-your-day-job-hardback-9781119378181","provider":"Freshly Printed Books","version":"1.0","type":"link"}