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11 results for “business strategy”
...and have a strategy. I call this planning, and we like to do planning with our founders. And we like to say is hope is not a plan. So if you hope you're gonna double revenue, that's great, but let's have a plan and let's have a process for making tha
8:17 / 9:19
from transcript8:17 – 9:19
...potential business tariffs, supply chain challenges, or challenges within what might be going on in an economic market or technology with AI and all these things. But you should also be thinking about how those are opportunities. And as an entreprene
4:29 / 5:33
from transcript4:29 – 5:33
...use for your business every day? Like, that that's really the point of it is, like, when I wake up today, what should I do? Right? What should I do today? Is it that phone call to that customer? Is it calling and advocating to Capitol Hill? What is t
20:53 / 22:02
from transcript20:53 – 22:02
And having that financial plan I think you've said it, like, a bunch of times, Jason, where it's like, it's your map. It's your map on the journey. And being able to share that map with your investors is really, really valuable. Yeah. And it will low
10:31 / 11:34
from transcript10:31 – 11:34
having the right aligner that you're willing, board and investors are aligned with the leadership and the broader team around, we're gonna go for this, or what level do we extent are we gonna go for this? And I think if you're doing sort of reasonabl
41:20 / 42:19
from transcript41:20 – 42:19
...business is, like, you're constantly responding tactically and pursuing, like, where's a great opportunity to invest more in marketing, which channel, which sub channels, which sources. You can really sort of deploy capital on a more fluid basis. And
35:20 / 36:25
from transcript35:20 – 36:25
...business, you have to stay nimble as an entrepreneur, and you just can't get too much in your head. Right? With that being said, I'm also a big fan of taking calculated risks. So properly weighing out what are the best and worst case scenarios. And w
8:16 / 9:40
from transcript8:16 – 9:40
...skills, and you form a team to bring the right skills to the table. And the other thing is, I mean, this is an old worn out story, but all the coaches use it. And and the word team, there's no I. Right? So thinking about a team approach to rolling ou
44:59 / 46:04
from transcript44:59 – 46:04
Right? What should I do today? Is it that phone call to that customer? Is it calling and advocating to Capitol Hill? What is the most powerful thing I can do right now? And the four page growth plan allows you to put everything down on a page, four p
21:44 / 22:47
from transcript21:44 – 22:47
I think it's both to be to take your take your time and then be very aggressive once you've found when you've cracked the problem. So take your time building the MVP, making sure it's answering the right question that your or the right pain points th
15:00 / 16:03
from transcript15:00 – 16:03
“Why big companies kill entrepreneurial spirit and how to survive it”
very, very difficult. We hear over and over and over again from people who have an entrepreneurial spirit and are working inside companies that are just not set up for them to succeed, to generate th
28:59 / 29:33
tactical advice28:59 – 29:33
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