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...Analysis time? Analysis. Let's do it. Because we haven't been analyzing this business yet. Yes. So the first segment that we're gonna do in our analysis here is power, which is adapted from Hamilton Helmer's seven powers book, which is an amazing fra
2:09:04 / 2:10:46
from transcript2:09:04 – 2:10:46
...analysis is a section called power, which we have shamelessly ripped from Hamilton Helmer's book, seven powers. The question is, what is it about any given business that allows them to achieve persistent differential returns or to be more profitable
3:10:30 / 3:11:30
from transcript3:10:30 – 3:11:30
...do in our analysis here is power, which is adapted from Hamilton Helmer's seven powers book, which is an amazing framework for business strategy. The question here is, what is it that enables the business to achieve persistent differential returns? O
2:10:21 / 2:11:30
from transcript2:10:21 – 2:11:30
...at the competitive landscape for a company that we're starting at Pioneer Square Labs in the studio, I'm trying to figure out who are we going up against. The ideal situation is there's incumbents, big companies that are twenty plus years
38:14 / 39:25
from transcript38:14 – 39:25
what we learned by pitching and positioning the value of that technology to, a cohort of those ICP companies, it is there was so much regulation and red tape and ultimately budget ownership was just not there. So while there was a validated need in t
7:01 / 8:34
from transcript7:01 – 8:34
...move into analysis. I actually did basically my whole playbook throughout the story there. Let's do power though and analyze the seven powers framework. So for anyone who's new, power is what enables a business to achieve persistent differential retu
3:04:18 / 3:05:31
from transcript3:04:18 – 3:05:31
thinking about whether to do AWS is a very different exercise than optimizing the search engine. So transforming is sort of a separate topic, fundamental thing in strategy, this thing called business definition, which is what really are the boundarie
33:42 / 34:45
from transcript33:42 – 34:45
we analyze what it is about a business that enables it to achieve persistent differential returns, or to put it another way, to be way more profitable than their closest competitor and do so sustainably. And this is adapted from a framework that Hami
3:14:58 / 3:16:03
from transcript3:14:58 – 3:16:03
...got more analysis to do in bearable, but, what do you have? The two that jump out to me are, one, just like our NFL episode, just like our benchmark episodes, communist capitalism. Yes. The best example. Yes. A, it is the best example of communist ca
3:12:42 / 3:13:46
from transcript3:12:42 – 3:13:46
...this analysis, David, is let's look at each one. Just assume Google has them all and say where is the biggest or a very large example in our mind of where each of them show up. Great. I like that. So counter positioning typically doesn't show up for
3:44:15 / 3:45:18
from transcript3:44:15 – 3:45:18
Like, you can't pull that. Another thing that I do is that I put it I I reframe everything in a language that I understand. So if I'm working with a sales leader, a job search process is an enterprise sales process. Like, if you understand enterprise
59:54 / 1:01:05
from transcript59:54 – 1:01:05
screening criteria. For example, some companies, when they're thinking of doing new stuff, say, well, I won't do it unless it will move the needle corporately, which means the market has to be certain size. This was Microsoft. I mean, it was like, oh
1:02:24 / 1:04:02
from transcript1:02:24 – 1:04:02
...SWOT analysis. Like what are some of the things you've done well? What are some of the areas that the team failed? What are some of the things we should be doing that we're not? And what are some of the things we absolutely shouldn't touch? So I wann
43:30 / 44:33
from transcript43:30 – 44:33
...analysis section, and this will be to kinda pull together a lot of the strings that we've mentioned on this episode, but codify, like, what are the real takeaways? And, like, let's understand this business and this institution and what it is in our w
3:14:15 / 3:15:15
from transcript3:14:15 – 3:15:15
may, in fact, be the very thing that makes it easy for a competitor to catch you. So that's one of the paradoxes that you have to be really thoughtful about when you look at power and platforms. I love it. Okay. So can you walk us through how you've
15:35 / 16:52
from transcript15:35 – 16:52
They can help you identify trends in feedback. They also have some cool AI tools so that if you're doing pain mapping, they can do some of that heavy lifting for you, which is great. But a big part of product marketing is sales enablement and making
39:04 / 40:04
from transcript39:04 – 40:04
So, David, before we leave ride share, think of the moving parts here. One of the moving parts is what does that ride efficiency curve look like? So as you scale, how quickly does it start to slope down? Because that's gonna be critical. If it's a st
23:56 / 25:01
from transcript23:56 – 25:01
...a lot of analysis to do on this company, so I'm pumped about it. This is gonna be so fun. We, of course, have our playbook section. But before we do that, let's do power. And for folks who are new to the show, this is the section based on the book Ha
2:44:11 / 2:45:15
from transcript2:44:11 – 2:45:15
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