01961a0c a2200265   4500001000600000003000600006005001700012008004300029020001800072040006600090100003100156245013200187250001700319336002600336337002800362338002700390504005100417520102900468650003001497650002601527650002801553650004301581650003401624650003701658u7370SIRSI20251112200006.0|a250819s2011    nyua    r     001|0 eng d  a9780307887894  aDLCcDLCdBTCTAdVP@dYDXCPdIJCdBWXdTXAdCDXdDLCdclrauoh  aRies, Eric,d1978-eathor.10aThe lean startup :bhow today's entrepreneurs use continuous innovation to create radically successful businesses /cEric Ries.  a1st edition.  atextbtxt2rdacontent  aunmediatedbn2rdamedia  avolumebnc2rdacarrier  aIncludes bibliographical references and index.  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""--cProvided by publisher."  aNew business enterprises.  aNuevas empresas.2PUC  aConsumers' preferences.  aPreferencias de los consumidores.2PUC  aOrganizational effectiveness.  aEfectividad organizacional.2PUC