感謝強哥推薦這本書，我們即將開始一些讀書分享的聚會，因為我自己有訂一些閱讀進度目標（九月底前看完第一章）（第一章真的滿短的 XD），所以想說趁剛看完進度，記憶猶新，趕緊來整理讀書筆記。更多資訊，歡迎追蹤 BizLePro 的讀書聚會。
這本書在 Amazon 上面是排名前 10000 名的書籍。發表於 2005 年，最近 2013 年七月再版。更多資訊可以在 Amazon - The Four Steps to the Epiphany
找到。這本書後來也影響了 <The Lean Startup> 以及後來的 <Running Lean> 這兩本書的發表。閱讀這本書從前言開始就很令我興奮，
- 一來書中所題很多舉例和歸納都與這幾年的經歷互可對照，這幾年在腦中想的概念被作者的文字和圖表一點，一整個就通了，這種感覺非常像是幾年前腦袋塞了整個圖書館各種領域的資訊而透過 PMP 老師的一些大架構案例疏通腦袋一般、
- 二來作者舉例的方式非常著重具體事例的搭配，不會流於文字行書傳教，而是透過實際案例（可以從案例關鍵字中再另外自行搜尋查證擴充學習）來作說明，對於工程出身的我非常有說服力。
前言「The Hero's Journey」
- (page iv) big company managers versus entrepreneurs, founders versus professional managers, engineering versus marketing, marketing versus sales, missed schedule issues, sales missing the plan, running out of money, raising new money.
- (page iv) startups that survive the first few tough years do not follow the traditional product-centric launch model espoused by product managers or the venture capital community. Through trial and error, hiring and firing, successful startups all invent a parallel process to Product Development. In particular, the winners invent and live by a process of customer learning and discovery. I call this process "Customer Development," a sibling to "Product Development," and each and every startup that succeeds recapitulates it, knowingly or not.
簡介「Winners and Losers」
- (page viii) The difference between the winners and losers is simple. Products developed with senior management out in front of customers early and often - win. Products handed off to a sales and marketing organization that has only been tangentially involved in the new Product Development process lose. It's that simple.
- I thought its audience would be small and its applicability would be narrow. I first believed that my readers would be startup entrepreneurs.
第一章「The Path to Disaster: The Product Development Model」
- 開頭第一章先講：第一次把產品作爛就上手。從產品開發模型說起。
- 先舉了個例子「Webvan」作為範例，稍候的產品開發模型各個步驟都會以這個案例作解說。Webvan 在當年網路剛要開始累積泡沫的很早期，就擘畫出很遠大的願景，並且募得許多資金。（還沒賣出東西）
- (page 1) Webvan stood out as one of the most electrifying new startups, with an idea that would potentially touch every household.
- (page 1) What's more, most of their initial customers actually liked their service. Barely 24 months after the initial public offering, Webvan was bankrupt and out ofbusiness. What happened?
- (page 1) Its failure to ask "Where Are the Customers?" illuminates how a tried-and-true model can lead even the best-funded, best-managed startup to disaster.
- (page 2) The Product Development Diagram
- 這個模型我在閱讀時第一個想法是喔我知道啊，但作者先對這個模型做出說明，然後後面舉出十個點來挑戰這個模型對於新創公司、開發產品（或說把產品賣出去）所造成的困難。
- 1. Concept/Seed
- 2. Product Development
- 3. Alpha/Beta Test
- 4. Launch/1st Ship
- (page 2) 1. Concept/Seed
- (page 3) 2. Product Development
- prepare a Marketing Requirements Document (MRD) for Engineering.
- 我也在藍芽協會的工作組中看到 MRD 這個文件名稱。很認同，對於產品開發、工程開發來說，先盡可能定義市場的各種需求資訊，帶領接下來的開發人員試著去理解市場想要什麼的產品可以長得什麼模樣。
- (page 4) 3. Alpha/Beta Test
- (page 4) 4. Product Launch and 1st Customer Ship
- (page 5) 那所以這樣的模型出了什麼問題？
- The first hint lies in its name; this is a Product Development model. Not a marketing model, not a sales hiring model, not a customer acquisition model, not even a financing model. Yet startup companies have traditionally used a Product Development model to manage and pace all these non-engineering activities.
- 嗯哈，這個模型的名稱就說明了一切。這是個「產品開發」模型，不是一個行銷模型、不是一個產品銷售模型、不是一個客戶獲取模型、更不是一個財務模型。然後我們新創公司現在試著使用這個產品開發模型來管理所有這些非工程的事務？
- 作者對這個模型提出了十個問題點，並在稍候提出解決方案。
- (page 5) 1. 客戶在哪裡？
- The greatest risk—and hence the greatest cause of failure—in startups is not in the development of the new product but in the development of customers and markets.
- (page 5) 2. 太過於關注首次客戶出貨時程
- "first customer ship" is only the date when Product Development thinks they are "finished" building the product. The first customer ship date does not mean the company understands its customers or how to market or sell to them.
- (page 6) 3. 強調「執行」，但不重視「學習」和「探索」
- Before we can sell a product, we have to ask and answer some very basic questions: What are the problems our product solves? Do customers perceive these problems as important or "must have?" If we're selling to businesses, who in a company has a problem our product could solve? If we are selling to consumers how do we reach them? How big is this problem? Who do we make the first sales call on? Who else has to approve the purchase? How many customers do we need to be profitable? What's the average order size?
- For startups in a new market, these are not merely execution activities; they are learning and discovery activities critical to the company's success or failure.
- (page 7) 4. 缺少有意義的銷售、行銷、商業發展里程碑
- Simply put, a startup should focus on reaching a deep understanding of customers and their problems, discovering a repeatable road map of how they buy, and building a financial model that results in profitability.
- The appropriate milestones measuring a startup's progress answers these questions: How well do we understand what problems customers have? How much will they pay to solve those problems? Do our product features solve these problems? Do we understand our customers' business? Do we understand the hierarchy of customer needs? Have we found visionary customers, ones who will buy our product early? Is our product a must-have for these customers? Do we understand the sales road map well enough to consistently sell the product? Do we understand what we need to be profitable? Are the sales and business plans realistic, scalable, and achievable? What do we do if our model turns out to be wrong?
- (page 8) 5. 使用產品開發模型應用在業務上
- "Build and they will come,"is not a strategy, it's a prayer.
- (page 9) 6. 使用產品開發模型應用在行銷上
- (page 10) 7. 草率地擴張
- (page 10) 8. 死亡螺旋：錯誤推出產品的代價
- (page 12) 9. 不是所有新創組織、新創公司是相同的
- 從市場與產品來看，作者粗分了以下四種基本的分類：
- they are not all alike. One of the radical insights guiding this book is that startups fall into one of four basic categories:
- Bringing a new product into an existing market
- Bringing a new product into a new market
- Bringing a new product into an existing market and trying to resegment that market as a low-cost entrant
- Bringing a new product into an existing market and trying to resegment that market as a niche entrant
- (page 12) 10. 不真實的期待
- 所以除了產品開發模型之外，有別的替代方案嗎？
- (page 13) 科技導入生命週期曲線
- (page 14) 圖 1.4
- (page 15) 客戶開發模型：Common Sense Meets the Product Development Model
- (page 16) 對照 Webvan 公司的另一個範例公司是「Tesco」，Tesco 走的路和 Webvan 不同，不是一開始拿到很多的資金來啟動線上交易的機制，但藉由訂單實際
- 從第二章開始作者開始介紹客戶開發模型。
- 很慶幸的是，作者不是反對「產品開發模型」然後希望大家來支持他提出的「客戶開發模型」。作者讓我覺得是在提醒讀者多從不同的角度去同時思考每個面向的考量與作法。基於他的公平處理，讓我增加了想繼續閱讀這本書的想法 ...
期待繼續分享第二章的筆記和想法 :-)
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