Most entrepreneurs are merely technicians with an entrepreneurial seizure. Most entrepreneurs fail because you are working IN your business rather than ON your business.
Michael GerberRead
Quit being 'busy' and start actively owning and operating your company, and you'll be able to understand where the money is coming from and how to make more of it.
Interpretation
Shift your focus from being busy to actively managing your company to improve financial understanding and growth.
This quote emphasizes the importance of moving beyond mere busyness in business to a more engaged and informed approach to management. By taking ownership and being proactive about the operations of your company, you can gain valuable insights into revenue sources and strategies for increasing profits.
In practice
In a business seminar discussing effective management strategies.
Most entrepreneurs are merely technicians with an entrepreneurial seizure. Most entrepreneurs fail because you are working IN your business rather than ON your business.
The only choice that leads small business owners to real success in their endeavors is the one that requires real thought. Understanding and building the systems they need within their company to afford them a framework of organization that can scale the business from a company of one to a company of one thousand.
Most people who go into business for themselves and, therefore, believe they are entrepreneurs, are doomed to struggle because they don't have a true Entrepreneurial Perspective. They have a Technician's Perspective.
The entrepreneur rarely thinks in terms of what he or she wants, but dreams about results - always results and nothing but results - that can solve someone else's problem or contribute to making someone else's life better.
Here's the problem with phones - they are a ready-made diversion from the considerably harder work of growing a business.
Your goal as an entrepreneur is to understand not only what your business does but the clients that it serves. If you really have your pulse on their needs and wants, then your 'absolute' failures are always going to have limits.
Helping doing business easier, we choose the name Alibaba because it is a global company. It is founded in China, but it was created for the world.
Of all the things that your company owns, brands are far and away the most important and the toughest. Founders die. Factories burn down. Machinery wears out. Inventories get depleted. Technology becomes obsolete. Brand loyalty is the only sound foundation on which business leaders can build enduring, profitable growth.
Part of company culture is path-dependent - it's the lessons you learn along the way.
I don't look at business as a zero-sum game. I don't. I've never seen it play out that way in our industry, and I think you innovate and you add value, deliver value back to customers, and you get value back from the world.
Business must go on reiterating its absolute commitment to embedding human rights in all it does, driving industry change through collaboration with governments, international organizations, and each other.
When you're thinking about your next product or current product and wondering how to make it different so you don't have competition, understand the job the customer needs to get done.
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