|
|
Management:
…the people who are running a new venture need to spend time outside: in the marketplace, with customers, and with their own salespeople, looking and listening.
|
367 |
|
|
Management:
The causes [of startup failure] are always the same: lack of cash, inability to raise the capital needed for expansion, and loss of control…
|
368 |
|
|
Management:
Growth has to be fed… The healthier a new venture and the faster it grows, the more financial feeding it requires.
|
368 |
|
|
Management:
Freedom without law is license, which soon degenerates into anarchy, and shortly thereafter, into tyranny.
|
377 |
|
|
Management:
The creative innovator does not invent a product or service; her perfects and positions it.
|
382 |
|
|
Management:
Customers pay only for what is of use to them and gives them value. Nothing else constitutes ‘quality.’
|
386 |
|
|
Management:
…the delusion of higher profits to be achieved through ‘premium’ prices is almost universal, even though it always opens the door to entrepreneurial judo.
|
386 |
|
|
Management:
A specialty-skill niche is rarely found by accident. In every single case, it results from a systematic survey of innovative opportunities.
|
389 |
|
|
Management:
…timing is of the essence in establishing a specialty-skill niche. It has to be done at the very beginning of a new industry, a new custom, a new market, a new trend.
|
389 |
|
|
Management:
To attain a specialty niche always requires something new, something added, something that is genuine innovation.
|
389 |
