Index
A
Advertising
Advisory board, forming
Age
Agile philosophy
business planning process
customer development
customers, conversations with
deciding what not to do
decision making, rapid
Entrepreneurial Method
failure, learning through
focusing
future, projecting into
highs and lows
ideas, sharing
plan, creating
problems, focusing on
prototype
reality, fear of
reason for starting business
resourcefulness
risk, containing
Rule #1
rules, breaking
success, requirements for
trials and tribulations
working life
Angel investors
Assumptions
B
Bootstrapping
Brand promise
Brochure, writing
Buffett, Warren
Business, building
catastrophes, surviving
competition, beating
customer experience
frugal vs. cheap
game-changing possibilities, exploring
independence from founder
mantra vs. mission statement
meetings
metrics
most pressing issues
networking
notes, keeping
optimism
overhead, delaying
preparing for the unexpected
reputation
shutting down
tipping point
Business model
Business planning process
C
Cash dynamics
Commitment
Competition. See Customers and competition
Competitive risk
Contracts
Copy, writing
Customer acquisition
strategy
Customer Acquisition Cost (CAC)
Customer development
Customer Lifetime Value (CLV)
Customers and competition
competition, reframing
competitive matrix, creating
competitors, learning from
customer benefits
differentiation
fast followers
feedback
focusing on core market segments
industry details, learning
industry experience
interviewing potential customers
market, segmenting
sustainable competitive advantage
switching costs
trends, predicting
D
Decision making, rapid
Delegating
Differentiation
Drucker, Peter
E
Elevator pitch
Employees, attracting
Entrepreneurial Method
Entrepreneur’s lifecycle
business launched
customers and revenue
idea(s)
pre-idea
scale
some work done
Equity, allocating
Execution risk
Expectations, setting
F
Failure, learning through
Family support
Fast followers
Feasibility
assumptions
brochure, writing
cash dynamics
Customer Acquisition Cost (CAC)
customer acquisition strategy
Customer Lifetime Value (CLV)
doubling worst-case scenario
feasibility study
feedback
features, eliminating
ideas, exploring
interviewing
investor, thinking like
minimally viable product (MVP), creating
product benefits
profit, determining
risk exposure, minimizing
risk factors
selling
three questions
value proposition
Feedback
Features, eliminating
Financial model, building
Financial projections, bottom-up
Financing risk
Fixed costs
Focusing
Ford, Henry
Full presentation
Future, projecting into
G
Gates, Bill
Gretzky, Wayne
Gross profit margin
Guerrilla marketing
H
Hiring, ABCs of
Hot buttons, finding
I
Ideas
exploring
sharing
Ideation phase, misconceptions in
Industry details, learning
Industry experience
Interviewing
Investor, thinking like
Investors
advice, asking for
angel
avoiding rejection by
building a sense of urgency
equity, using
evaluating the business as
finding a leader among
FOMO
fundraising
milestones, getting to
motivating
nonvaluation terms of deal
obsession, demonstrating
obtaining
pitch, improving
prototype
traction
triad
valuation of company
wealth vs. power
Isolation, minimizing
J
Job requirements, entrepreneurial
K
Kauffman Foundation study
Key Performance Indicators (KPIs)
Kelly, David
M
Mantra vs. mission statement
Market, segmenting
Market risk
Marketing
advertising
benefits, focusing on
brand promise
copy, writing
customer acquisition
customer perception
customer’s mindset, understanding
differentiating for underserved segment
educating customers
guerrilla marketing
messaging
positioning statement
publicity
Messaging
Metrics
Minimally viable product (MVP), creating
Misconceptions, in ideation phase
Mistakes, fatal
Mockups
Money, making
bootstrapping
business model
financial model, building
financial projections, bottom-up
first dollar, earning
Money, making, (continued)
first rule to
gross profit margins
Key Performance Indicators (KPIs)
profit
revenue model
runway, calculating
variable costs
Moonlighting, dangers in
N
Networking
O
One-liner
Overhead
delaying
P
Part-time entrepreneur
Partnerships
Patent protection
Perception, customer
Pitching your startup
bluffing
elevator pitch
framing your concept
hot buttons, finding
minimizing presentation
next step, getting to
opening, attention-getting
repetition
rejection, getting used to
simplicity
summarizing
types of pitches
use case, using
Positioning statement
Product benefits
Product risk
Profit, determining
Prototypes
Publicity
R
Rejection, getting used to
Reputation
Resourcefulness
Revenue model
Risk, containing
Risk exposure, minimizing
Risk factors
Rules, breaking
Runway, calculating
S
Sales price
Selling
Serviceable Available Market (SAM)
Serviceable Obtainable Market (SOM)
Southwest Airlines
Success, requirements for
Switching costs
T
Tagline
Team
advisory board, forming
build/sell
contracts
delegating
employees, attracting
equity, allocating
expectations, setting
hiring, ABCs of
importance of
manager, becoming
partnerships
vesting
Total Available Market (TAM)
Traction
Trends, predicting
U
Undercapitalization
Use case, using
V
Value proposition
Variable costs
Vesting
W
Working life
Worst-case scenario, doubling