Disciplined Entrepreneurship: 24 Steps to a Successful Startup -- Copyright -- Contents -- Preface -- Acknowledgments -- Introduction -- News Flash-Entrepreneurship Can Be Taught! -- Three Common Myths That Must Go -- What Explains MIT's Success in Entrepreneurship? -- Distinguishing Two Distinct Types of Entrepreneurship -- Our Focus Is Innovation-Driven Enterprise -- What Is Innovation? -- Six Themes of the 24 Steps -- Step 0: Getting Started -- Three Ways to Start a New Venture -- How to Go from "I Have a Passion" to "I Have an Idea or Technology" -- Finding a Founding Team: Entrepreneurship Is Not a Solo Sport -- Where You Go From Here -- Step 1: Market Segmentation -- In This Step, You Will: -- The Single Necessary and Sufficient Condition for a Business -- Create a New Market That You Will Dominate -- When "Paying Customers" Lead You Astray -- Complex Paying Customers: Primary Versus Secondary Customers and Two-Sided Markets -- How to Do a Market Segmentation -- Step IA: Brainstorm -- Step IB: Narrow -- Step IC: Primary Market Research -- How Long Should I Spend on Market Segmentation? -- Example -- SensAble Technologies -- Summary -- Step 2: Select a Beachhead Market -- In This Step, You Will: -- How to Choose Your Beachhead Market -- Your Beachhead Market Still Needs to Be Segmented Further -- Three Conditions That Define a Market -- Example -- SensAble Technologies -- Smart Skin Care -- Summary -- Step 3: Build an End User Profile -- In This Step, You Will: -- Why Target a Specific Demographic? -- Does Your Founding Team Include Someone in the End User Profile? -- Examples -- SensAble Technologies -- Ride-Sharing Company, Russia -- Baseball Buffet -- Summary -- Step 4: Calculate the Total Addressable Market (TAM) Size for the Beachhead Market -- In This Step, You Will: -- Bottom-Up Analysis -- Top-Down Analysis.

From "How Many End Users?" to "Show Me the Money" -- What Should My TAM Be? -- Examples -- SensAble Technologies -- OnDemandKorea -- Summary -- Step 5: Profile the Persona for the Beachhead Market -- In This Step, You Will: -- How to Choose and Profile Your Persona -- The Persona Is More Than Just an Exercise -- Should I Create Multiple Personas? If So, When? -- The Persona Helps You Focus on What to Do-and What Not to Do -- Examples -- Mechanical Water Filtration Systems Persona (B2B) -- SensAble Technologies -- Summary -- Step 6: Full Life Cycle Use Case -- In This Step, You Will: -- What to Include in a Full Life Cycle Use Case -- Examples -- The "How Will They Use Your Product" Section of a Use Case: Satisfier -- A More Robust Use Case: FillBee -- Summary -- Step 7: High-Level Product Specification -- In This Step, You Will: -- Creating a High-Level Product Specification -- Then, Make a Product Brochure -- Examples -- Altaeros Energies -- Baseball Buffet -- SensAble Technologies -- Example of a Brochure: Lifetime Supply -- Summary -- Step 8: Quantify the Value Proposition -- In This Step, You Will: -- Aligning Your Value Proposition with the Persona's Priorities -- Keep It Simple: The "As-Is" State versus the "Possible" State with Your Product -- Examples -- SensAble Technologies -- InTouch -- Meater -- Summary -- Step 9: Identify Your Next 10 Customers -- In This Step, You Will: -- How to Complete This Step -- Is the Current Persona Valid? -- Dealing with Negative Feedback -- Examples -- Methane Capture of Landfill Sites -- Virtual Arts Academy: A B2C Two-Sided Market Example -- Summary -- Step 10: Define Your Core -- In This Step, You Will: -- A Few Examples of Core -- How to Define Your Core -- What About Intellectual Property? or Culture? -- Core Is Different Than Competitive Position -- First-Mover Advantage Is Not a Core.

Locking Up Suppliers Is Typically Not a Core -- Example -- SensAble Technologies -- Summary -- Step 11: Chart Your Competitive Position -- In This Step, You Will: -- The Toughest Competitor of All: The Customer's Status Quo -- How to Chart Your Competitive Position -- Examples -- SensAble Technologies -- SunSpring -- Summary -- Step 12: Determine the Customer's Decision-Making Unit (DMU) -- In This Step, You Will: -- Primary Roles in the Decision-Making Unit -- Additional Roles in the Decision-Making Unit (DMU) -- How to Determine the Decision-Making Unit -- Examples -- B2B Example: Mechanical Water Filtration Systems -- B2B Example: The Curious Case of Healthy Air -- Consumer Example: LARK Technologies -- Summary -- Step 13: Map the Process to Acquire a Paying Customer -- In This Step, You Will: -- How to Map the Process -- Budgeting/Purchasing Authority -- Time Is of the Essence -- Consumer Versus B2B -- Examples -- Mechanical Water Filtration Systems -- When Regulations Make a Market Difficult to Enter: "PayPal for Kids" -- Summary -- Step 14: Calculate the Total Addressable Market Size for Follow-on Markets -- In This Step, You Will: -- How to Calculate Broader TAM -- Example -- Smart Skin Care -- Summary -- Step 15: Design a Business Model -- In This Step, You Will: -- A Business Model Is Not Pricing -- Key Factors When Designing a Business Model -- Free Is Not a Business Model -- Generalized Categories of Business Models -- Think Outside the Existing Categories -- Summary -- Step 16: Set Your Pricing Framework -- In This Step, You Will: -- Basic Pricing Concepts -- Example -- Helios -- Summary -- Step 17: Calculate the Lifetime Value (LTV) of an Acquired Customer -- In This Step, You Will: -- Key Inputs to Calculate the LTV -- How to Calculate Lifetime Value -- How to Calculate the LTV: ``Widget ́́Plus Yearly Maintenance Fee.

Important Considerations -- Example: Helios -- Extreme Example of LTV: Pet Rock -- Summary -- Step 18: Map the Sales Process to Acquire a Customer -- In This Step, You Will: -- Four Factors Entrepreneurs Often Overlook About Customer Acquisition Costs -- Your Sales Process Changes Over Time -- How to Map Your Sales Process -- Sales Process Comparisons: Zynga, Groupon, LinkedIn, Facebook -- Example -- LARK Technologies -- Summary -- Step 19: Calculate the Cost of Customer Acquisition (COCA) -- In This Step, You Will: -- Why COCA Matters -- How Not to Calculate COCA: A Bottom-Up Perspective -- The Right Way to Calculate COCA: A Top-Down Perspective -- How to Reduce COCA -- Examples -- Associated Gas Energy: Using a Direct Sales Model -- FillBee -- Example of Using Benchmarking: Speakeasy -- Example of a Way to Creatively Drive Down COCA: Dollar Shave Club -- Summary -- Step 20: Identify Key Assumptions -- In This Step, You Will: -- How to Identify Your Key Assumptions -- Example -- Sasa -- Summary -- Step 21: Test Key Assumptions -- In This Step, You Will: -- Now That We Have Identified the Assumptions, Let's Test Them -- Examples of Easily Testable Assumptions: Student Teams -- Assumption: Smartphone Users Aged 25-34 Access Weather Forecasts on Their Phone to Decide What to Wear -- Assumption: "Neohippies" Aged 25-35 Use Their Smartphones to Help Them Shop in the Grocery Store -- Assumption: Conducting Opinion Polls Is Much Better on Facebook Than with Traditional Telephone-Based Methods -- Assumption: People Will Be Inspired to Contribute to Chalkboards That Have Writing Prompts on Them -- Summary -- Step 22: Define the Minimum Viable Business Product (MVBP) -- In This Step, You Will: -- Three Conditions of a Minimum Viable Business Product -- Examples -- Home Team Therapy -- StyleUp -- ThriveHive -- Summary.

Step 23: Show That "The Dogs Will Eat the Dog Food" -- In This Step, You Will: -- Examples -- StyleUp -- ThriveHive -- Summary -- Step 24: Develop a Product Plan -- In This Step, You Will: -- Example -- SensAble Technologies -- Summary -- Postlude: A Business Is More Than 24 Steps -- Glossary -- About the Author -- Index.