Der YouTube-Player wird erst nach dem Klick geladen. Alternativ: Original direkt bei YouTube öffnen.
Was du mitnimmst
- Es gibt keinen Universalplan fürs Wachstum, jedes Unternehmen hat einen anderen Engpass, der es bremst.
- Ein Unternehmen wächst nur auf zwei Arten: mehr Kunden gewinnen oder jeden Kunden mehr wert machen.
- Finde heraus, was dich gerade wirklich begrenzt, und konzentriere dich nur darauf, ignoriere den Rest.
- Ein Restaurant kann zum Beispiel nicht einfach weiterwachsen, wenn die vier Wände voll sind, dann braucht es neue Standorte.
Volltranskript
Das Transkript ist das englische Original mit Timecodes. Die deutsche Zusammenfassung steht oben. Sprecher werden automatisch zugeordnet.
0:00So, I always would love to say like this is the the the four-step path to, you know, going from 1 million to 10 million, but the reality is that every business is different, which sucks to say because everyone's like, "Well, obviously it depends." But it's like, "Yeah, it does depend." Because if you're a software company and you're doing a million dollars R and you're compounding at X rate, you will have a different constraint than a restaurant. The restaurant might never be able to get the 10 million unless it opens new locations. The four walls might not be able to fit it. If you're a home services business, you might need more trucks. If you're in the gym business, maybe it's like you need more marketing.
0:31Like it'll depend because this is why it's so important to be like what is the constraint? Like what is the thing that's limiting us? Like because at the end of the day, like businesses only grow by getting more customers or making them worth more. Period. That's it. Sell more units, make the units worth more. And so if those are the only two things that grow a business, then we just have to answer the question of like why can't we do that? >> And the thing that limits you will differ depending on the business. And the revenue matters significantly less. Now when I make scaling road map I do my best to put things into generalized buckets but by and large it's just what stops us from doing the activity and in a world of you know AI where you have you know significantly more returns per unit of human capital like even the operational stuff's going to almost go out the window in terms of scaling like scaling from 10 people to 100 people these things will occur because this is just how because they're human human limitations and so we know where humans will break and so that will be very predictable but whether you have 100% company that's doing 10 million a year, a 100 person company doing a billion dollars a year. That's where the revenue levels get really screwy. And so to answer the original question of like how do you go from 10 to 100 is that you focus on the constraint and then you ignore everything else that is not the constraint.