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     + get feedback from customers 100 web / 10 non-web
 + on:11 Nov 2012 - Lecture 7.1 - Partners
     + Partners: what type of relationships you need to have with them
-	+ shared economics, what's in it for your partner / mutual success & failure
-	+ working together with others to help build your company
-	+ strategic alliance: use partner to build a "whole product", using 3rd parties to provide solution to customers
-	+ greatest strategic alliance: iPod (apple + record labels)
-	+ joint business development: intel + OEMs => intel inside,  promotion and ads programs
-	+ in new market no need for "earlyvangelists", as most tend to fail
-	+ coopetition: to do something jointly for their industry (tradeshows, associations)
-	+ key suppliers: outsource part of company to 3rd party - backoffice, manufacture
-	+ virtual channels/traffic partners: deliver predictable levels of customers (web)
-	+ risks: e.g. Boeing building 787 - outsource all manufacturing, supply chain too scattered - decisions made by accountants and not engineers
-	+ risks: longest of their decision schedule is yours now as well; no clear ownership of the customers; products lacks vision; difficult to unwind or end
-	+ investments from large companies: "what's in it for us?" - buy us without (investing) money
-	    + who's the sponsor? and what's the motivation?
-	+ understand that you're not a PEER to large companies
-	+ partners can be a potential acquirer
-	+ try to understand if customers want you to have partnerships
+    + shared economics, what's in it for your partner / mutual success & failure
+    + working together with others to help build your company
+    + strategic alliance: use partner to build a "whole product", using 3rd parties to provide solution to customers
+    + greatest strategic alliance: iPod (apple + record labels)
+    + joint business development: intel + OEMs => intel inside,  promotion and ads programs
+    + in new market no need for "earlyvangelists", as most tend to fail
+    + coopetition: to do something jointly for their industry (tradeshows, associations)
+    + key suppliers: outsource part of company to 3rd party - backoffice, manufacture
+    + virtual channels/traffic partners: deliver predictable levels of customers (web)
+    + risks: e.g. Boeing building 787 - outsource all manufacturing, supply chain too scattered - decisions made by accountants and not engineers
+    + risks: longest of their decision schedule is yours now as well; no clear ownership of the customers; products lacks vision; difficult to unwind or end
+    + investments from large companies: "what's in it for us?" - buy us without (investing) money
+        + who's the sponsor? and what's the motivation?
+    + understand that you're not a PEER to large companies
+    + partners can be a potential acquirer
+    + try to understand if customers want you to have partnerships
 + on 12 Nov 2012 - Lecture 8 - Resources, Activities and Costs
+    + most important assets: finance / money, IP, physical resources, human resources
+    + 4 critical: physical, human, financial, intellectual
+        + physical goods are capital intensive, how to scale
+        + easy to start-up, especially in softare, some rough calculations on capital invested vs. possible gains
+            + VC in both operating and financing phases, angels, friends and kickstarter in financing phase only
+            + lease-lines/factoring only in operating mode
 + Reading recommendations:
     + Startup Owner's Manual
     + Business Model Generation
     + for OSes we should test all values even if it's outside the specs (e.g. negative vals for >0 reqs.)
     + same for GUIs, the same trust boundary is present, which needs testing
 + on: 11 Nov 2012 - 1.23
+    + use defensive coding, trying to prevent corner cases/errors
 + not on goal2013
 
 Coursera - Neural Networks for ML