Download e-book for kindle: Built to Sell: Creating a Business That Can Thrive Without by John Warrillow

By John Warrillow

A company parable approximately tips on how to create a start-up that won't capture you for those who are looking to promote it.

based on John Warrillow, the number 1 mistake marketers make is to construct a enterprise that is based too seriously on them. therefore, while the time involves promote, dealers aren't convinced that the company-even if it's profitable-can stand on its own.

to demonstrate this, Warrillow introduces us to a fictional small company proprietor named Alex who's suffering to promote his ads business enterprise. Alex turns to Ted, an entrepreneur and outdated relatives good friend, who encourages Alex to pursue 3 standards to make his company sellable:

* Teachable: specialize in services and products so that you can train staff to deliver.
* necessary: stay away from rate wars by means of focusing on doing something greater than an individual else.
* Repeatable: generate routine profit via engineering items that consumers need to repurchase often.

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Additional info for Built to Sell: Creating a Business That Can Thrive Without You

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Our study produced “grapefruit squirts” at every turn, so many that we concluded that much of what is believed about what it takes to build a breakthrough company is just plain wrong. ” When we launched our study, we worried that perhaps the best-performing companies would all come from a single sector of the economy like tech, leaving us with findings that wouldn’t be applicable to the broader market. But our concerns were unfounded. Many of the breakthrough companies began in market segments experts considered unattractive at the time.

Most of us will never run an IBM or a GE, but millions of us around the world run mid-sized entrepreneurial companies, some of which have the potential to become significant, lasting, and difference-making organizations. But which ones? What are the characteristics that will separate those that break through from those that don’t? And what can we do as leaders to help our organizations maximize their potential for breakthrough? My research team and I, along with a panel of thought leaders, have spent the past five years searching for answers to these questions.

Thanks also to Noyan Garemani for his help in analyzing the public companies in our study. I am deeply indebted to my colleagues at McFarland Strategy Partners, whose indulgence allowed me to spend so much time working on this book, and who actively participated in its creation. I owe a special debt of gratitude to Brett Pinegar, who helped create the research analysis model and who managed all facets of our empirical study, while at the same time continuing to provide exceedingly important and imaginative advice to our clients.

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