Diana Kander 
All In Startup 
Launching a New Idea When Everything Is on the Line

If Owen Chase can’t find a way to turn his company around in the
next nine days, he’ll be forced to shut it down and lay off all of
his employees. He has incurred substantial debt and his marriage is
on shaky ground.

Through pure happenstance, Owen finds himself pondering this
problem while advancing steadily as a contestant at the World
Series of Poker. His Las Vegas path quickly introduces him to
Samantha, a beautiful and mysterious mentor with a revolutionary
approach to entrepreneurship. Sam is a fountain of knowledge that
may save his company, but her sexual advances might prove too much
for Owen’s struggling marriage.

All In Startup is more than just a novel about eschewing
temptation and fighting to save a company. It is a lifeline for
entrepreneurs who are thinking about launching a new idea or for
those who have already started but can’t seem to generate the
traction they were expecting.

Entrepreneurs who achieve success in the new economy do so using a
new ’scientific method‘ of innovation. All In Startup
demonstrates why four counterintuitive principles separate
successful entrepreneurs from the wanna-preneurs who bounce from
idea to idea, unable to generate real revenue.

You will likely get only one opportunity in your life to go ‚all
in‘ in on an idea: to quit your job, talk your spouse into letting
you drain the savings account, and follow your dream. All In
Startup will prepare you for that ‚all in‘ moment and make
sure that you push your chips into the middle only when the odds
are in your favor. This book holds the keys to significantly
de-risking your idea so that your success appears almost
lucky.

Join Owen and Sam for this one-of-a-kind journey that will set you
on the right path for when it’s your turn to put everything on the
line.

Inhaltsverzeichnis

Foreword (Steve Blank)

All In Startup (note: final matter title to come) (Thom Ruhe, VP of Entrepreneurship for the Kauffman Foundation)

Acknowledgments

Introduction

Chapter 1: First Appearances Can be Deceiving

Chapter 2: You’re Not Fooling Anyone

Chapter 3: You Can’t Sell Anything by Doing All of the Talking

Chapter 4: It’s How Well You Lose, Not How Well You Win That Determines Whether You Get to Keep Playing

Chapter 5: The Real Pros Don’t Play Every Hand

Chapter 6: Vanity Metrics Can Hide the Real Numbers That Matter to Your Business

Chapter 7: You Won’t Find a Mentor If You Don’t Ask

Chapter 8: Put Your Customers and Their Needs before Your Vision for a Solution

Chapter 9: Don’t Gamble. Use Small Bets to Find Opportunities

Chapter 10: Even Experts Need to Prepare for New Terrain

Chapter 11: People Don’t Buy Visionary Products, They Buy Solutions to Their Problems

Chapter 12: Only Customers Can Tell You If You’ve Found a Problem Worth Solving

Chapter 13: Hoping and Praying For Luck Is Not a Strategy

Chapter 14: It’s Never Too Late to Test Your Assumptions

Chapter 15: The Secret to Customer Interviews is Non-Leading, Open-ended Questions

Chapter 16: The Only Way to Get Good At Customer Interviews Is to Practice

Chapter 17: Finding Out Your Assumptions Were Wrong is Just As Valuable As Proving Them Right

Chapter 18: Don’t Pivot to a New Idea without Testing Your New Assumptions

Chapter 19: Save Your Chips for When You’ll Need the Least Amount of Luck to Win

Chapter 20: Successful Entrepreneurs Recognize Failure, Fold, and Live to Fight Another Day

Chapter 21: Test Your Assumptions before Committing Any Resources to an Idea

Chapter 22: Luck Can Be Engineered if You Take Emotion Out of the Equation

Chapter 23: Every Successful Entrepreneur Has More Failures than Successes

Chapter 24: The Harder You Work, the Luckier You’ll Get

Chapter 25: Opportunities to Find Prospective Customers are Everywhere, You Just Have to Look

Chapter 26: The Best Feedback from Potential Customers Comes from Meticulous Interviews

Chapter 27: Recognize the Vanity Metrics to Avoid Big Losses

Chapter 28: Keep Interviewing Customers Until You Find a Migraine Problem Worth Solving

Chapter 29: People Can’t Help Themselves from Sharing When You Bring Up a Migraine Problem

Chapter 30: Stay Objective in Your Interviews Whether You Are Getting Good or Bad News

Chapter 31: Nothing Else Matters until You Can Prove That Customers Want Your Product

Chapter 32: Luck Makers Seek Out New Experiences and Find Opportunities Wherever They Go

Chapter 33: Luck Is Not a Good Strategy for Poker or Business, It’s The Outcome of a Good Strategy

Chapter 34: To Prove Demand, Find The Shortest Path to The Ultimate Customer Action

Chapter 35: Prepare for Bad Luck y Building Up Reserves

Chapter 36: Fear and Inaction Are the Two Greatest Threats to Your Business Idea

Chapter 37: Understand Your Tendencies On Tilt So That You Can Compensate For Them

Chapter 38: There Is No Mistaking It When You Uncover Migraine Problems Worth Solving

Chapter 39: Get Comfortable With Being Wrong

Chapter 40: Don’t Go All In Without Confirming Your Assumptions Through Smaller Bets

Chapter 41: Second Chances Are Rare, Make Sure You Get it Right the First Time Around

Chapter 42: Even When You Find a Migraine Problem, Crafting a Solution Requires Vigilance and Readjustment

Chapter 43: Don’t Commit All in Until You Prove That Customers Want Your Product and There’s a Business Model to Support it

Chapter 44: The Strength of Your Initial Idea, or Starting Hand, is Always Relative

About the Author

Über den Autor

DIANA KANDER is a successful entrepreneur, having founded
and sold a number of ventures, and is a Senior Fellow at the Ewing
Marion Kauffman Foundation, the largest non-profit in the world
dedicated to entrepreneurship and education. A Georgetown-educated
attorney who left a successful practice to launch her first
company, Diana draws on her experience as a founder, investor, and
academic to design and implement curriculum in educational
institutions and the private sector. A sought-after public speaker,
consultant, and writer, Diana has advised startup founders and
Fortune 500 executives on her methodology for launching
customer-focused products and services and developing an
entrepreneurial mindset throughout an organization.