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StartupPro: How to set up and grow a tech business

You're reading from   StartupPro: How to set up and grow a tech business Practical guidance on how to turn your passion, idea, and technical skills into a successful business

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Product type Paperback
Published in Dec 2014
Publisher
ISBN-13 9781783001422
Length 238 pages
Edition Edition
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Author (1):
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Martin C Zwilling Martin C Zwilling
Author Profile Icon Martin C Zwilling
Martin C Zwilling
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Table of Contents (15) Chapters Close

StartupPro: How to set up and grow a tech business
Credits
About the Author
About the Reviewers
Preface
1. Do You Have What It Takes to be an Entrepreneur? FREE CHAPTER 2. Does Your Dream Idea Have the Potential to be a Business? 3. When, Where, and How Do You Formalize a Technical Business? 4. Does a Technical Entrepreneur Really Need a Business Plan? 5. When and How Do You Find Funding for a Technical Business? 6. After the Funding, How Do You Survive the Execution Risks? 7. Are You Ready for All the Leadership and Team Challenges? 8. Do You Understand How Social Media is Changing the Business Landscape? 9. If You Build It, Will They Find You, and Will They Use It? 10. Can You Build the Relationships Needed to Succeed in Business?

Feature creep can turn your leading edge into the bleeding edge


Even if you have that day-to-day focus on building and honing your product, every technical entrepreneur needs to face the challenge of knowing when to stop building and perfecting your product, and start selling it, even if building it is more fun than the business side.

Scope creep (or feature creep) is an insidious disease that kills more good startups than any other, especially high-tech ones, and yet most founders (who may be the cause) never even see it happening. This term refers to the penchant to add just one more feature to the product or service before its first delivery, just because you can, or you perceive the customer needs to have it. Other excuses often given are to occupy the market as soon as possible, or to collect feedback from customers and improve the product.

The instigators are all well-intentioned—executives talk to potential customers who "must have" a few more things, or the technical team prescribes...

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