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.
If you go to a venture firm, what you're doing is you're buying money from them in exchange for equity. They have a commodity that they're selling and they have to differentiate themselves.
In a period of economic downturn, the overwhelming instinct is to pare back, cut costs, and lay off. If you do that, do so with your strategy in mind. The worst mistake is to cut across the board. Instead, reconnect and recommit to a clear strategy that will distinguish yourself from others.
In the long run managements stressing accounting appearance over economic substance usually achieve little of either.
As a company, we have to be very transparent. We are in a business very related to finance, and I want this company to last long, and I want this company to be audited by everyone.
When we started the e-commerce, nobody believed that China would have e-commerce because people believed in 'guang-shi,' face-to-face, and all kinds of network in traditional ways. There's no trust system in China.
Big companies have trouble with innovation. Innovation is about bad ideas, or ideas that look like bad ideas. That's the fundamental thing.
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