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10 results for “costco growth”
Concept8 mentions across episodes
growth
“How Costco and Price Club's $16B merger created a retail empire”
...Costco and Price Club are each about 8,000,000,000 in revenue and then 16 together. So fast growing, impressive scale already. And stores more concentrated on the West Coast, but around America by t
1:32:40 / 1:33:12
market insight1:32:40 – 1:33:12
“Costco hit $1B in under 3 years while Price Club made critical geographic mistakes”
...So this new Costco under Jim hits a billion dollars in revenue in less than three years after getting started. This is in the eighties. And 3,000,000,000 in less than six years, which is the first co
1:11:40 / 1:12:14
market insight1:11:40 – 1:12:14
Simply head on over to funnel.io/20vc. That's funnel.io/20vc. As always, I so appreciate your support, and I cannot wait to bring you an incredible episode this coming Friday.
57:43 / 57:57
from transcript57:43 – 57:57
...growth as there is in this room. It's growth and impact that I think is most important for us. I think growth in revenue can allow for some of that. And so I think it's it's some ways necessary evil. I think when we're taking it from competitors who
17:13 / 18:25
from transcript17:13 – 18:25
And from a growth standpoint, obsessing over not just spending and bringing people, but obsessing over unit economics. So we spend a lot of energy. More so now, like I said, when Arjun coming on board, he's bringing a lot of more diverse perspective
23:58 / 25:01
from transcript23:58 – 25:01
...on growth or spending in a product led company is like it's like your oxygen supply. You have to be able to prove what you're getting back. You are taking almost all your spend and putting that on the lower funnel, which is more directly attributable
24:44 / 25:46
from transcript24:44 – 25:46
But, yes, if you're able to, like, graph that response curve and see when something goes from linear to start to decay in terms of response, that tells you it's like, okay. We're no longer getting an expected output given the input, and then we have
11:55 / 13:01
from transcript11:55 – 13:01
Growth has just a typically high failure rate. You know, so two thirds of your projects are are likely to fail. What's important is that you fail quickly and conclusively. Startups should have time periods of planning that are much, much shorter on a
0:00 / 1:03
from transcript0:00 – 1:03
...machine with creatives and funnels tailored to your use cases, you can keep tech stable. What has been the biggest growth decision you made that turned out not to work? And what did you learn? One of the biggest
44:57 / 46:05
from transcript44:57 – 46:05
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