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

  • 7h 40m 30s
  • Diana Kander
  • Gildan Media
  • 2021

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.

About the Author

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.

In this Audiobook

  • 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 Nonleading, 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 by 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