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13 results for “global expansion”
...of global expansion, part of why I'm bringing this up is we had something work inside of our organization, Founder University. It really clicked with people. And so we're going to be launching Founder University in Tokyo. Started in America, we've do
6:42 / 7:45
from transcript6:42 – 7:45
...expansion today, Given the technologies that we have to make cross border selling and great product experience and great touch points with customers so easy, is time zone the only reason that you do international expansion today? I think time zone is
9:40 / 11:13
from transcript9:40 – 11:13
...expansion today? I think time zone is a big one. You do get leverage by hiring talent in different geographies at different price points. So remember LTVCAC, like, the other way you can influence that ratio is getting talent at a better price point i
10:29 / 11:46
from transcript10:29 – 11:46
...having a global footprint is increasing. A second big theme for the next ten years goes back to the insights that we're generating from literally thousands of impact assessments across businesses in various sectors around the world and companies that
5:20 / 6:28
from transcript5:20 – 6:28
...global all the way? Or are we just gonna keep The US platform open to everybody, but not go all the way with localization?
29:16 / 30:17
from transcript29:16 – 30:17
...or have had global education. And I know you guys have seen this too with probably all the founders that you're meeting with. They take that knowledge and return home and, you know, it's, like, more comfortable to have a great lifestyle and to be wel
1:14:15 / 1:15:22
from transcript1:14:15 – 1:15:22
...going global compounded the network growth effect. There was a self reinforcing loop driving Houzz International. Homeowners wanted more international inspiration. Designers wanted more opportunities to work on a broader range of projects. One of the
31:26 / 32:34
from transcript31:26 – 32:34
...of global, network of found universities. So I wanna see you know, I was in Singapore, so Singapore and Japan are other candidates. Singapore, Japan, Australia, I've got friends and partners in Sydney and Melbourne, Perth, a bunch of places. So my go
8:57 / 10:02
from transcript8:57 – 10:02
That means that going into China, somehow their strength would be transferable into that effort, and they could be successful. And Netflix thinking about going international, thinking that if they started streaming in Korea, that that would make a lo
38:14 / 39:24
from transcript38:14 – 39:24
...more globalized, the world is flat, blah blah blah. And I thought maybe we should go there. I learned that other firms were doing flyover, going there and flying and flying and making investments. Yeah. Or or making investment, dual brand. And so, yo
39:45 / 40:51
from transcript39:45 – 40:51
growth wall as people refer to it in retrospect that we're hitting is use the product itself. And internationalization, there's even more to it than what you said. One, when you have the users themselves who are translating a product as you're seedin
3:01:26 / 3:02:35
from transcript3:01:26 – 3:02:35
...world on a global basis even if your company was originally based out of Sweden or out of Australia or out of Singapore. Because of Internet distribution, you can now sell business software anywhere in the world without necessarily having salespeople
12:43 / 13:47
from transcript12:43 – 13:47
...expansion? Well, it's hard. Yeah. It's hard because, you know, there's a lot of different things. Like you have to translate your culture, your playbook. You have to have leadership there that you trust. One of the big lessons I learned is you want t
45:36 / 47:01
from transcript45:36 – 47:01
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