Nur drei Dinge, auf die es wirklich ankommt

0:00Every business has three strategic buckets that it has to allocate its resources into. Number one is how do we get more customers? Like if we get more customers, the company grows period. Number two, how do we increase lifetime gross profit per customer? So if we got the same amount of customers, but we made all the customers worth more, we would also grow. Bucket three is how do we decrease risk? Aka, how do we increase the likelihood that the first two things don't stop happening? >> And so [clears throat] those are the three buckets. And so when we are when you look at that 702010 the 70 for the most part is usually going to be directed towards get more customers make them worth more and the better also ladders up to that the risk factor is usually going to be the new thing that you're going to do to uh ensure your future is going to be there by the time you get there. And so if you not if we noticed for example that like YouTube becomes like legacy television and you know viewership starts dropping and it becomes this new VR whatever right at some point we're going to have to look and be like we need to take 10% 20% of our profit every year and start building out this new team. We're going to continue to do what we're currently doing and here's the mistake that you need to avoid. Don't take the stars that are making the one thing work and then push them on the other thing. You have to find the people who can build this.

1:12Otherwise, you're going to sacrifice the core because all of a sudden, it's like, oh god, well, now we're totally screwed because now we're not getting customers from our existing thing and we haven't figured out the new thing yet, >> right? And so, this is fundamentally where I see the CEO role. It's like >> you want to eventually become the flex player, which is that you can parachute in to a specific division or department that's solving a complex issue and then you have the the benefit that you have as CEO or founder is that you have decision-making power and you have the ability to allocate resources and immediately say yes to things. And that's why, and to be fair, it's unfair to your team to say, "Why can why can't they do things as fast as me?" Well, because you can write the checks and because you can say yes. You don't need to check with a committee. You don't need to run it up the flag pole. It's just you saying, "Do this, do that.

1:52Don't worry about that. I'm telling you, you can stay late for this meeting. This is more important." And so strategy is just a fancy word that people say when they mean prioritization. That's all it means. We have we have unlimited opportunities that we can allocate things towards, but we have limited resources. And so, how do we prioritize those unlimited opportunities against those limited resources? That is fundamentally what strategy is. And that's another way of just saying we prioritize. Real quick, I'm going to show you the exact 10-stage road map from zero to 100 million plus that less than 1% of companies finish. I've now done multiple times. And so, I can say with a lot of confidence that these are the stages as headcount increases that you need to get through. And I broke each of these down by eight different functions of the business. What the constraint feels like, like, what are the symptoms of it when you're going through it? and then what steps we actually took to graduate. And we've done this across software, physical products, uh, service businesses, brickandmortar, all of this. And it works. And it's my gift to you. It's absolutely free. And so the link's in the description, but you just go acquisition.comromadap.

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