Built to Sell: Creating a Business That Can Thrive Without by John Warrillow

By John Warrillow

A enterprise parable approximately find out how to create a start-up that won't catch you in the event you are looking to promote it.

based on John Warrillow, the #1 mistake marketers make is to construct a enterprise that is based too seriously on them. therefore, while the time involves promote, dealers aren't convinced that the company-even if it's profitable-can stand on its own.

to demonstrate this, Warrillow introduces us to a fictional small enterprise proprietor named Alex who's suffering to promote his ads employer. Alex turns to Ted, an entrepreneur and previous relations good friend, who encourages Alex to pursue 3 standards to make his enterprise sellable:

* Teachable: specialise in services and products for you to educate staff to deliver.
* useful: stay away from expense wars through focusing on doing something larger than someone else.
* Repeatable: generate routine profit via engineering items that consumers need to repurchase often.

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Extra info for Built to Sell: Creating a Business That Can Thrive Without You

Example text

Creating many levels of middle and upper management only serves to create division within the ranks of a company. 8. Allow core values to govern. Manage with loose and tight properties when appropriate. Trust that your staff knows and shares the core values of the company. Allow enough managerial latitude so that employees can try new ideas and methods. Provide enough managerial guidance so that everyone remains committed to the same goals. The McKinsey Wheel is an especially valuable tool for two reasons.

Focus on developing and playing your own game well instead of trying to imitate someone else’s game. Better to be a first-rate original than a second-rate imitation. 9. Manage creatively. Rewrite the rules and use every tactic that will advance you towards your goal. Dump rules of strategy that confine instead of advance the company toward the goal. Bill realized that in a number of ways the concepts described in the strategic intent article resemble those described in Porter and in the McKinsey Wheel frameworks.

The McKinsey Wheel is an especially valuable tool for two reasons. Not only does the Wheel (1) reemphasize that all parts of an organization must work together to achieve common goals, it also (2) provides specific areas and business activities to examine when diagnosing the health of a firm. Bill knew that he and Joan had some work ahead of them with their employees to get everyone’s buy-in to whatever strategic path they decided to undertake. As it stood now, Bill had some employees who loved hanging out with the partying young men, and others who would prefer to see Redd’s “return to its roots” as the local family-oriented fun center.

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