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Learning

Media

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Tom's Marketing Ideas

Color psychology is mostly nonsense 🌈

Your next 1,000 customers will sign up at 2am 🦉

Books

Authors

Reviews

100M Offers. How To Make Offers So Good People Feel Stupid Saying No

_100M Offers. How To Make Offers So Good People Feel Stupid Saying No

Company of One

_Company of One

A Practical Approach to Starting a Business

Autonomy and Control in Work

Balancing Autonomy and Alignment

Building Authority Through Teaching

Career Growth in a Company of One

Crowdfunding as a Funding Model

Customer Education as Marketing

Customer Service as a Marketing Strategy

Customer Success as a Growth Strategy

Debugging the Myth of Indefatigable Leadership

Email Marketing for Companies of One

Empathy in Business

Envy in Business

Essential Setup for a Company of One

Ethical Outsourcing

Fascination as a Marketing Strategy

Focus on Existing Customers

Four Reasons for Growth

Four Traits of a Company of One

Growth Based on Realized Profit

Growth Can Be a Company's Downfall

Growth Through Betterment, Not Expansion

Growth Without Scaling

Ideas are Worthless, Execution is Everything

Incentivizing Referrals

Intrapreneurship

Introverted Leadership

Knowing When to Quit

Launch and Iterate in Tiny Steps

Launch Quickly and Launch Often

Leadership for Companies of One

Minimum Viable Profit

Mudita - Joy in the Success of Others

Owning Your Mistakes

Passion vs. Purpose

Personality as a Competitive Advantage

Purpose and Ego in Entrepreneurship

Questioning Growth

Relationships as a Business Strategy

Resilience in Business

Scalable Systems for Companies of One

Scaling Down Collaboration

Servant Leadership

Setting Upper Bounds on Goals

Simplicity in Business

Simplicity Sells Quickly

Speed as a Business Advantage

Start Small and Iterate

Starting Without Capital

Staying Small as an End Goal

Teach Everything You Know

The Attention Economy

The Dangers of Growth Hacking

The Dangers of Premature Scaling

The Disease of More

The Hustle Fallacy

The Importance of Purpose

The Myth of Busyness

The Passion Fallacy

The Pinboard and Delicious Story

The Power of Generalists

The Power of Niche Marketing

The Power of Peer Relationships

The Power of Polarization

The Power of Reciprocity in Customer Service

The Power of Single-Tasking

The Power Paradox

The Realities of Working for Yourself

The True Cost of Opportunities

Three Aspects of Trust

Three Strategies for Polarization

Too Small to Fail

Treat Every Customer Like Your Only Customer

Trust as a Business Strategy

Trust Doesn't Require a Big Budget

Work Backwards From Your Ideal Life

Your Word is Your Contract

Database Internals

_ Database Internals

Column vs Row oriented databases

Hybrid transactional and analytical processing databases

Memory vs Disk based databases

Online analytical processing databases

Online transaction processing databases

Getting Acquired

_Getting Acquired

A 5-Point Checklist for Evaluating a SaaS Acquisition

Always Get Multiple Acquisition Offers

Angel Investment as Validation and Partnership

Ask for Advice to Get Investment

Bootstrapping Forces Efficiency and Customer Focus

Brand Storytelling Connects with Emotion

Build a Culture of Positivity

Building Credibility to Unlock Growth

Caring for Your Team During an Acquisition

Celebrate Small Wins to Maintain Momentum

Chance Favors Action

Competition as a Form of Flattery

Content as the Engine of Inbound Marketing

Continuously Learn From Your Customers

Create a Predictable and Repeatable Revenue Model

Customer Success as a Growth Strategy

Distribution as a Competitive Advantage

Emotional Detachment from Business Ideas

Entrepreneurship as Applied Learning

External Platform Risk

Focus on What Matters Most Customers

Focusing on High-Value Customer Segments

Founder Burnout and Readiness to Exit

Founder-Friendly Acquisition Offers

Frugality in Early-Stage Startups

Funding Stages and Acquisition Probability

Hire for Attitude and Motivation Over Experience

Identifying Opportunities by Observing Patterns

Inquiry as the Engine of Entrepreneurship

Internal Competition as a Motivational Tool

Key Metrics That Determine a Valuation Multiple

Key Negotiation Points for a Letter of Intent (LOI)

Leadership Failures in Communicating Big Changes

Listen to Your Customers to Find Solutions

Love for the Work Sustains Entrepreneurial Grind

Money is a Byproduct of Solving Problems

Negotiating Your First Investment

Persistent and Creative PR Outreach

Pivoting to a Progressive Web App as a Risk Mitigation Strategy

Profitability is Control

SDE vs EBITDA for Earnings Calculation

Seller Financing as an Acquisition Tool

Selling Benefits Over Features

Serial Entrepreneurship as a Career Path

Serve the Intent Behind Keywords

Show Dont Tell in Product Demos

Stories Make Complex Information Digestible

Strategic Platform Expansion

Strategic Relocation as a Profitability Lever

Strategic vs Financial Acquisitions

Strengthen Your Financial Model by Dominating One Channel

The Appeal of SaaS Businesses for Acquisition

The Best Time to Raise Money is When You Dont Need It

The CEO as Navigator and Obstacle Remover

The CEO's Primary Role is to Delegate

The Core Formula for Startup Valuation

The David vs Goliath Narrative

The dual motivations of entrepreneurship

The Evolving Nature of a Brand Story

The Intensity of Acquisition Due Diligence

The Law of Diminishing Returns in Customer Acquisition

The Leader's Role in Maintaining Team Harmony

The Loneliness of the CEO

The Portfolio Approach to Entrepreneurship

The Power of a Good Story for PR

The Power of a Minimum Viable Product

The Six Legal Stages of an Acquisition

The Strategic Wisdom of an Early Exit

The Three Pillars of a Successful Startup

The VC Funding Treadmill

The White-Label Reseller Model for Distribution

Trust Your Team and Relinquish Control

Use Competitors to Build Trust and Confidence

Using an SBA Loan to Finance an Acquisition

Using PR and Petitions to Influence Platform Holders

Using Revenue for High-Growth Valuation

What Acquirers Look For in a Startup

Your Company Mission is Your North Star

Guerrilla Marketing

_Guerrilla Marketing

A seven-step program for successful marketing

Act like a child

Appeal to both left-brained and right-brained people

Augment your marketing

Automate your marketing

Be easy to do business with

Be flexible to meet customer needs

Be generous with your customers

Build your own mailing list

Building customer confidence

Canvassing is the original marketing method

Commitment in marketing

Consistency in marketing

Content over style

Convenience for the customer

Cooperate with other businesses

Create a competitive advantage

Create a marketing calendar

Create a memorable theme line

Create a positive kinesthetic sensation

Create a seven-sentence guerrilla marketing strategy

Creative marketing is profitable marketing

Creativity comes from knowledge

Customer follow-up

Customer involvement

Develop a meme for your business

Develop an elevator speech

Direct mail allows for precise targeting

Distinguish between image and identity

Each marketing medium has its own strength

Focus on existing customers

Focus on value not price

Focus your marketing on a core idea

Follow up or fail

Four methods of inexpensive research

Gaining consent in marketing

Generate word-of-mouth marketing

Get involved in your community

Give away valuable information

Grow geometrically not linearly

Guerrilla marketing focuses on profits not just sales

Guerrilla marketing is based on psychology not guesswork

Guerrilla marketing uses unconventional means to achieve conventional goals

Identify your target markets

Interdependence with other businesses

Join clubs and organizations to network

Leverage classified advertising

Leverage your inner circle

Maintain focus instead of diversifying

Market to the unconscious mind

Marketing as an assortment of weapons

Marketing as an investment

Marketing insight is seeing through your customers eyes

Marketing is a circle

Marketing is a process not an event

Marketing is about the customer not you

Marketing is every point of contact

Marketing is the art of changing minds

Marketing is the truth made fascinating

Master the yellow pages

Maximedia is now affordable for small businesses

Measurement in marketing

Minimedia marketing gives guerrillas an advantage

Neatness reflects on your business

Offer a strong guarantee

Offer free consultations to open doors

Offer gift certificates

Optimize your website for search engines

Passion is the fuel of marketing

Patience in marketing

Positioning is the single most important decision

Practice fervent follow-up

Profits come subsequent to the sale

Publish a newsletter to stay in touch with customers

Quality is a prerequisite for effective marketing

Research provides a connection with your customers

Respect your customers time

Service is whatever the customer wants it to be

Set up per-inquiry or per-order arrangements

Small size is an advantage in marketing

Speak at clubs and organizations to generate leads

Start with a creative strategy

Start with a plan and commit to it

Stick with your marketing program to save money

Technological armament

The element of amazement in marketing

The rule of thirds for online marketing

The Sixteen Monumental Secrets of Guerrilla Marketing

Use a combination of marketing weapons

Use a meme not just a logo

Use affiliate programs to expand your reach

Use blogs to connect with your audience

Use bulletin boards to reach a local audience

Use circulars and brochures to inform and sell

Use contests and sweepstakes to build your mailing list

Use cooperative advertising funds

Use free demonstrations to showcase your product

Use free seminars to attract and convert prospects

Use fusion marketing to share costs and expand your reach

Use magazines to build credibility

Use newspapers to reach a local audience

Use outdoor advertising as a reminder

Use party-plan marketing to create a buying frenzy

Use personal letters to build relationships

Use podcasting to reach a global audience

Use public relations to build credibility

Use radio to build an intimate connection

Use signs to trigger impulse purchases

Use telephone marketing to connect with prospects

Use television to demonstrate your product

Use trade shows to connect with serious buyers

Use webinars and teleseminars to educate and sell

Write articles and columns to establish your authority

You are your own best marketing weapon

Your business is a people business

Your company name is your first marketing weapon

Your telephone demeanor is a critical first impression

How to Take Smart Notes

3 types of notes

7 plus-minus 2 law

_ How to Take Smart Notes

Abstractions help in problem solving

Adding existing ideas and resolving conflicts

Archivist vs writer approach to keyword names

Being an expert is better than planning

Being flexible in changing the direction helps not to lose motivation

Building network helps finding important topics

Context is important to understand notes

Creativity helps applying same ideas in different contexts

Deal with confirmation bias when writing notes

Decision making takes resource, limiting the amount of decisions helps

Develop the notes

Discovery of structural patterns

Don't divide attention

External memory gives us right to forget information

Facing opposite ideas helps improving our thinking

How to add information to the slip-box

Learning is about building bridges and not about remembering facts

Link notes together

List of tools to take notes

Long term motivation is required to improve

Maintain the text structure

Make fleeting notes

Make notes while reading

Make permanent notes

Make sure you see what you think you see

Multitasking is bad

Nobody starts from scratch

Proofread the draft

Questions written during the note taking are perfect basement for our feature articles

Redefine the problem to apply the existing solutions

Remembering is harder than understanding

Rereading and rewriting are dangerous

Splitting tasks to smaller ones boosts productivity

Splitting work to smaller pieces helps finishing work faster

Spot patterns and find important points

Steps to take notes

Strict structure helps to improve creativity

Taking simple ideas seriously

The best ideas are not glimpse, they are results of long thinking

The faster we can reach a specific note from index the better

The more efforts we put into retrieving the information the better it works

Thinking beyond the context makes the difference

Thinking is only possible on paper

To a certain point learning is understanding

Turn the notes into a draft

Types of cross-references

Understanding is required for good notes

Use the notes to find the arguments

Work on different projects in the same time

Influence

Captainitis - The Danger of Blindly Following Authority

Commitments are More Powerful When They Are Active, Public, and Effortful

Commitments Grow Their Own Legs

Controlled Responding vs. Automatic Responding

Exploiting Automatic Responses

Factors That Influence Liking

Fixed-Action Patterns Trigger Automatic Responses

Foot-in-the-Door Technique

Inner Choice and Commitment

Judgmental Heuristics

Modern Automaticity

Optimal Conditions for the Scarcity Principle

Primitive Automaticity

Psychological Reactance

Reciprocal Concessions

Rejection-Then-Retreat Technique

Scarcity Tactics

Similarity and Social Proof

Symbols of Authority

The Authority Principle

The Because Heuristic

The Contrast Principle

The Liking Principle

The Power of Commitment and Consistency

The Principle of Social Proof

The Rule of Reciprocation Can Trigger Unequal Exchanges

The Rule of Reciprocation Enforces Uninvited Debts

The Rule of Reciprocation Overpowers Liking

The Rule of Reciprocation

The Scarcity Principle

Trigger Feature

Uncertainty Makes Social Proof More Powerful

Laws of UX

Aesthetic–Usability Effect

Applying Psychology in Design

Doherty Threshold

Peak–End Rule

von Restorff Effect

Lean Analytics

_Lean Analytics

Bass diffusion curve

Conversion Funnel

Data-informed decision making

E-commerce business model

Empathy (startup stage)

Entrepreneurs are prone to self-deception

Free mobile app business model

Instincts are for inspiration, data is for validation

Intrapreneurship

Key Performance Indicator

Lines in the sand

Local maxima vs global maxima

Matching metrics to business model and startup stage

Media site business model

Revenue (startup stage)

SaaS business model

Scale (startup stage)

Segmentation in analytics

The five knobs of business growth

The five stages of a startup

The Lean Analytics philosophy

The One Metric That Matters (OMTM)

The role of the marketplace owner

Two-sided marketplace business model

User-Generated Content (UGC) business model

Virality (startup stage)

What to do when you don't have a baseline

Marketing High Technology

_Marketing High Technology

A Big Crisis Requires a Crusade

A Device is Not a Product Without the Right Distribution

A Marketing Crusade Requires Total Company Commitment

A Marketing Plan is a Communication Document

A Service Infrastructure is Essential for Good Service

A Service-Oriented Attitude is Not Enough

Aggressive Low Prices Can Create a Capacity Crisis

Annihilate Competitors When You Can

Bad Service Costs Money, Good Service Earns It

Be International or Fail

Be Significantly Different, Not Just Slightly Better

Big, Long-Term Plans are Risky

Charge What the Market Will Bear (Long-Term)

Competitors Can Legitimize Your Strategy

Customers are Getting Smarter About Service

Delegate Decision-Making to Local Management

Develop and Test Price Justifications

Device Homogenization Increases the Importance of Other Differentiators

Differentiate the Product, Not Just the Device

Differentiation is Also a Sacrifice

Don't Price by Cost Computation

Engage the Sales Force Early and Earn Their Buy-In

Execution Alone is Not Enough

Factory vs. Field Conflict is a Symptom of a Management Problem

Fitness for Needs

Focus on System-Level Advantages, Not Just Component Specs

For High-Tech, the Selling Process is the Promotion

Giving the Wrong Sales Force the Wrong Direction is a Formula for Disaster

Good Advertising and PR are Afterthoughts

Good Plans Increase the Chance of Success, They Don't Guarantee It

Good Service is a Juggernaut Differentiator

Good Service is a Strategic Problem, Not Just an Operational One

Good Service Starts at the Top

Great Devices are Invented in the Lab, Great Products in Marketing

Great Products Make Great Salespeople

Great Products Need a Soul

High Initial Prices Can Inhibit Market Adoption

High Product Quality is the Cornerstone of Good Service

High-Tech Marketing is Different from Consumer Marketing

High-Tech Pricing is Highly Subjective

In High-Tech, the Customer Often Comes Last in Planning

Intangibles are the Most Powerful Differentiators

International Operations Require High-Level Management

Invention Alone is Not Enough

Japanese Competitors Compete to the Death

Leaders Attack Abroad, Followers Defend at Home

Losing International Market Share Comes Home to Haunt You

Market Prices are Set by the Lowest-Cost Competitor

Market Segmentation is the Key to Survival

Market Segments are Defined by Customer Needs

Marketing as Civilized Warfare

Marketing Crises as Opportunities for Growth

Marketing Myopia is Defining Your Business by Product Instead of Need

Marketing Needs Crusaders, Not Just Managers or Champions

Marketing Plans Should Be Living Documents

Marketing's Job is to Make Products Easy to Sell

Plan at the Right Level (Device, Product, or Business)

Planning is a Means to an End, Not the End Itself

Positioning Creates Focus and Enables Repetition

Positioning is a Psychological Location in the Customer's Mind

Price and Position are Intimately Related

Price the Product, Not the Device

Pricing Must Account for Distributor Margins

Product Crusades are Waged by Product Champions

Products are Sold Through Distribution, Not To Distribution

Promotions are Born from Customer Benefits, Not Ad Agencies

Repositioning a Product by Bundling Strengths

Sales and Distribution are a Massively Underutilized Resource

Salespeople as Differentiators

Segment Barriers Protect Profitable Niches

Segmentation Allows Davids to Slay Goliaths

Service is Segmented

Service Must Be Designed Into the Product

Setting Audacious Goals to Rally a Team

Slightly Better is a Losing Strategy

Small Differences in Cost and Margin Create Large Differences in Price

Swallow Your Pride and Accept the Position the Market Gives You

The 15-30 Rule of Market Share and Profitability

The 80-20 Rule is Misleading for Service

The Company Itself is a Differentiator

The Cost of Completing a Product is Often Many Times the Cost of the Device

The Cost of Nationalism

The Customer's Inability to Perceive Difference

The First Task of Planning is to Define the Target Market Segment

The Hidden Cost of Misusing Distribution

The Investment Required to Attack a Leader is 70 Percent of Their Sales

The Peril of Mindless Market Share Pursuit

The Power of a Rallying Cry

The Product is Almost Right for Foreign Markets

The Product Must Evolve with the Customer Base

The Product of Business is Total Customer Satisfaction

The Purpose of a Business is to Create and Keep a Customer

The Strategic Principle of Marketing

Use a Specialist to Do a Specialized Job

Use Peer Pressure to Drive Performance

World Markets Add Stability

You Cannot Hold Two Divergent Positions at Once

You Must Participate in Foreign Markets to Understand Them

Misbelief

A Lack of Control Increases Patternicity and Superstition

A Sense of Injustice Can Fuel Misbelief

Belief change is typically rare

Benjamin Franklin Effect

Birds Aren't Real as a Parody of Misbelief Communities

Blaming a Villain Provides a False Sense of Control

Building Cognitive Prosthetics to Counteract Misbelief

Cognitive Dissonance Entrenches Beliefs After Commitment

Confirmation Bias

Conspiracy Theories Are Built on a Scaffold of Trust

Direct confrontation fails with misbelievers

Dunning-Kruger Effect

Extreme Beliefs Can Function as a Shibboleth

Healthy skepticism vs dysfunctional doubt

Illusion of Explanatory Depth

Illusory Truth Effect

Intellectual Humility Is an Antidote to Misbelief

Intentional Harm Is Perceived as More Painful

Learned Helplessness

Loss of Trust Connects Disparate Misbeliefs

Magical Ideation and Faulty Memory Correlate with Misbelief

Misbelief affects all political affiliations

Misbelief as a distorted lens

Misbeliever Communities Provide Intense Social Belonging

Misinformation Is Engaging and Entertaining

Misinformation Is the Junk Food of the Mind

Mistrust Creates a Self-Reinforcing Spiral

Motivated Reasoning

Narcissism Can Increase Vulnerability to Misbelief

Patternicity Is the Tendency to Find Meaningful Patterns in Randomness

Personality Traits Can Increase Susceptibility to Misbelief

Proportionality Bias

Scarcity Mindset

Secure Attachment

Self-acceptance reduces psychological defenses

Sleep Paralysis Can Be Misinterpreted as a Paranormal Experience

Solution Aversion

Stress is Cumulative and Can Be Misattributed

The Benefits of Trust Outweigh the Costs of Betrayal

The Cognitive Reflection Test Measures the Tendency to Override Intuition

The Desire for Unique Knowledge Fuels Misbelief

The Four Elements of Misbelief

The Funnel of Misbelief

The Mind Is Not a Computer

The Pain of Ostracism Can Drive People to Fringe Groups

Trust Is the Lubricant of a Functioning Society

Video editing creates false evidence

Violation of the Social Contract Fuels Animosity Towards Misbelievers

Wason Selection Task

We All Use Cognitive Shortcuts to Form Beliefs

Move fast and break things

_Move fast and break things

Disintermediation

Information Wants to Be Free

Monopoly in the Digital Age

Network Effects

Regulatory Capture

The Attention Economy

The Centralization of the Internet and its Impact on Creative Arts

The Counter-Cultural Origins of the Internet

The Destruction of Creative Industries in the Digital Age

The Devaluation of Music in the Digital Age

The Illusion of Choice in a Centralized Web

The Impact of Technology on Our Humanity

The Influence of Libertarianism on the Internet

The Potential for a Digital Renaissance

The Symbiotic Relationship Between Piracy and the Tech Industry

The Tech Industry and Income Inequality

Never Eat Alone

_ Never Eat Alone

Adjust the Johari window

Always follow-up after connecting

Basic connecting rules

Create your online-identity

Define your goal

Develop your personal brand

Digital networking is important

Don't keep track of your givings

Find mentors and mentees

Find super-connectors and connect with them

Make more connections with powerful people

Party-hosting rules

Pinging people few times a year is necessary to maintain the connection

Prefer warm call over cold calls

Prepare before talking to people

Real networking is about making others more successful

Relationships are more stable than experience

Start building connections early

Track your connections, write lists

Use non-verbal cues

Use your money and time to build the connections

No Rules Rules. Netflix and the Culture of Reinvention

4A feedback guidelines

_ No Rules Rules. Netflix and the Culture of Reinvention

Alignment is a tree and not a pyramid

Anonymous feedback works worse

As a lead or manager you should proactively ask for feedback

Feedback should be frequent

Feeling safe to dream and speak up is required for innovations

Giving direct and honest feedback boosts productivity a lot

Giving more freedom leads to more ownership and more responsible behavior

It is important to get feedback from very different people because of the different communication style

Lead with context, not control

Netflix Culture Deck

Netflix is a team, not a family

Not having secrets improves the team atmosphere

Paying a lot and removing bonuses will improve the level of freedom

Remove vacation policy and encourage people to use it

Socializing the ideas makes you understand more details about it.

Steps to establish atmosphere of freedom

Talented people work much more efficiently with each others

The keeper test

Types of meetings to get feedback

You should make decisions which are good for the company and not to please your boss

Obviously Awesome

"What Would Customers Do Without You?"

_Obviously Awesome

A Positioning Document is Better Than a Statement

Account-Based Marketing

Actionable Segmentation Goes Beyond Demographics

Any Product Can Be Positioned in Multiple Markets

Big Fish, Small Pond

Boring is Better Than Baffling

Choose a Market Frame of Reference Deliberately

Choose a Market That Highlights Your Strengths

Cluster Value into Themes

Competitive Alternatives

Consider an External Facilitator

Content Marketing

Context Shapes Perception of Value

Create a Master Messaging Document

Create a New Game

Customer Positioning vs. Investor Positioning

Deliberate Positioning is a Choice

Don't Assume Customers Will Figure it Out

Don't Let Trends Overshadow Your Market

Don't Start with the Product

Establish a Common Positioning Vocabulary

Features are Only Unique in Relation to Alternatives

Focus on Best-Fit Customers

Focus on Consideration, Not Retention, Attributes

Focus on Features, Not Value (For Now)

Focus on Your Best Customers' Alternatives

From Features to Benefits to Value

Get Buy-in from All Stakeholders

Great Positioning is a Superpower

Great Positioning is Deliberate

Group Alternatives into Categories

Leadership Must Drive Positioning

Let Go of Positioning Baggage

List Everything, Even the "Negatives"

Look for Patterns in Your Best Customers

Market Category

Market Confusion Starts with an Internal Disconnect

Positioning from Database to Data Warehouse

Positioning Impacts Product and Pricing

Positioning is a Skill, Not Fate

Positioning is a Team Sport

Positioning is Context Setting

Positioning is the Foundation of Marketing and Sales

Positioning Statements are a Trap

Product vs. Company Positioning

Products Can Be Many Things to Many People

Relevant Trends

Segmentation is About Who Cares the Most

Share Your Positioning Across the Organization

Start with Your Best Customers' Alternatives

Start with Your Best Customers

Target as Narrowly as You Can (For Now)

Target Market Characteristics

The Customer's Perspective on Competitors is What Matters

The Five Components of Effective Positioning

The Three Circles of Positioning

The Two Traps of Positioning

Three Styles of Market Positioning

Three Ways to Find Your Market

Track and Adjust Your Positioning Over Time

Translate Positioning into a Sales Story

Trends Add Relevance and Urgency

Trends are Optional

Unique Attributes

Use a Positioning Canvas

Use Trends Cautiously

Value (and proof)

Value is About Customer Goals

Weak Positioning Has Clear Symptoms

Your Opinion is Irrelevant Without Proof

Start Small

A 12-Step Guide to Pricing Your Product

A Free Approach to Measuring Market Demand

A Three-Step Process for Hiring a Virtual Assistant

Actionable Note-Taking

Building Your Email List

Dollarizing Your Time

Evaluating Market Size for a Niche

Market First vs Product First

Marketing as a Key Entrepreneurial Skill

Micropreneur vs Bootstrapper

Mobile Applications

Ownership as a Core Entrepreneurial Drive

Process as a Foundation for Freedom

Project vs Product

Self-Funded Startup Focus

Testing an Idea with a Mini Sales Site

The Advantages of Vertical Markets

The Build vs Buy Decision for Startups

The Challenge of Niche Selection

The Continuous Nature of a Startup

The Dangers of Inconsistency

The Dip in the Startup Journey

The Grow It Option After Launch

The Hamster Wheel of Technology

The Hidden Costs of Customer Support

The Hybrid Role of a Startup Entrepreneur

The Ideal Launch Strategy

The Importance of Clear Startup Goals

The Importance of Deliberate Rest

The Importance of Traffic Quality

The Importance of Warm Niches

The Market-First Approach to Startups

The Math of Online Sales

The Micropreneur Methodology for Niche Evaluation

The Necessity of an Online Target Market

The Perils of Venture Capital

The Power of Email Marketing

The Power of Niche Markets

The Power of Outsourcing for Startups

The Power of Podcasting and Video Blogging

The Power of Written and Public Goals

The Primary Goal of a Sales Website

The Product Success Triangle

The Pros and Cons of Multiple Products

The Reality of Social Media Marketing

The Reality of Startup Workload

The Sales Funnel

The Serial Micropreneurship Model

The Software Product Myth

The Startup Lottery

The Three Tiers of Keyword Difficulty Tools

The Two Faces of SEO

The Two Tiers of Traffic Strategies

The Upfront Investment of a Startup

The Value of a Small Initial Profit Goal

The Value Proposition of a Virtual Assistant

Third-Party Plug-ins

Three Hiring Arrangements for Virtual Assistants

Understanding Traffic Sources

Understanding Your Customer Profile

When a Virtual Assistant is Most Helpful

The 7 Day Startup

5 criteria for a scalable business model

9 Elements of a Great Bootstrapped Business Idea

10 Ways to Market Your Business

_The 7 Day Startup MoC

Ability to launch quickly

An asset you can sell

Avoid making assumptions

Avoid premature optimization

Avoid short-term thinking

Basic marketing funnel

Benchmark against the best

Build a business that can run without you

Build a website in one day

Case study of an unscalable business

Create Content on Your Site

Do what you say you will do

Doing Free Work

Enjoyable daily tasks

Entrepreneur vs Wantrepreneur

Fire bad customers

Flawed validation techniques

Focus on paying customers

Focus on retention

Forums and Online Groups

How to choose a business name

Hustle vs Anti-Hustle

Large market potential

Launch day is just the beginning

Operates profitably without the founder

Outlearn your competition

Startup vs Business

The 7 Day Startup

The importance of co-founders

The One Metric That Matters

Unique lead generation advantage

Validate monetization strategy early

The Automatic Customer

A strong brand is the best defense against giant retailers

Accurately calculating risk is critical for the peace-of-mind model

An ultimatum can force the subscription decision

Appealing to rationality is key for B2B subscriptions

Building network density is key to viability

Business-to-business membership sites are often the most profitable

Negative churn is the key to exponential growth

Recurring revenue increases business valuation

Subscription touchpoints create upsell opportunities

Subscriptions are a form of paid market research

Subscriptions automate and improve cash flow

Subscriptions create customer stickiness

Subscriptions increase customer lifetime value

Subscriptions provide valuable customer data

Subscriptions smooth out business demand

Switching to a subscription model can cause internal resistance

The Access Generation prefers access over ownership

The All-You-Can-Eat Library model provides unlimited access to a large content warehouse

The best time to upsell a customer is within 90 days of a purchase

The CAC Payback Period measures cash flow efficiency

The Consumables model automates the purchase of regularly needed products

The CUF to CAC ratio measures cash flow at the point of sale

The first 90 days are critical for customer retention

The Front-of-the-Line model sells priority access and service

The Long Tail enables niche subscription businesses

The LTV to CAC ratio is the key indicator of subscription business viability

The magic of float is a key profit driver in insurance models

The Membership Website model monetizes specialized knowledge

The network effect can work in reverse

The network effect creates a virtuous cycle of growth

The Network Model's value increases with more users

The Peace-of-Mind model sells insurance against a future problem

The Private Club model sells access to scarcity and status

The Sell-Do cycle creates business stress

The set it and forget it principle removes mental load

The Simplifier model automates recurring tasks for busy customers

The Simplifier model is most effective with affluent customers

The Subscription model is a fundamentally better way to do business

The Sunk Cost Fallacy drives subscription value

The surprise box can be a Trojan Horse for e-commerce

The Surprise Box model delivers a curated discovery experience

The three ways to fund a subscription business

The value of a private club is often the network not the asset

The Hard Thing About Hard Things

_The Hard Thing About Hard Things – Building a Business When There Are No Easy Answers

Hire for Strength Not Lack of Weakness

How to Demote a Loyal Friend

How to Fire an Executive

If You Are Going to Eat Shit Don't Nibble

Leadership Lessons from a Company's Near-Death Experience

Lies That Losers Tell

People Products Profits In That Order

Personal Experience Is the Only True Source of Knowledge

Prioritize What's Important Not Just What's Urgent

Seek Diverse Perspectives to Separate Fact from Perception

Tell It Like It Is

The Hard Thing About Hard Things

The Importance of a Plan B

The Right Way to Lay People Off

The Two Startup Emotions Euphoria and Terror

There Are No Formulas for the Hard Things

There Are No Silver Bullets Only Lead Bullets

The Lean Startup

_The Lean Startup

A Pivot is a Structured Course Correction

A Startup is a Human Institution Designed to Create New Products and Services Under Conditions of Extreme Uncertainty

A Startup's Runway is the Number of Pivots it Can Make

Achieving Failure is Successfully Executing a Flawed Plan

An Adaptive Organization Can Adjust its Process and Performance to Current Conditions

An Experiment is a Product

Analysis Paralysis is the Danger of Over-Analyzing and Under-Building

Building an MVP Involves Several Risks

Cohort Analysis is a Tool for Understanding Customer Behavior Over Time

Continuous Deployment Enables Small Batches

Early Adopters are Key to Testing an MVP

Entrepreneurial Management is a Discipline for Dealing with Extreme Uncertainty

Entrepreneurs are Everywhere

Genchi Gembutsu is the Principle of Go and See for Yourself

Hypothesis-Driven Pull Guides Product Development

Innovation Accounting is a System for Measuring Progress in a Startup

Innovation Accounting is a System for Tracking Progress in a Startup

Innovation is a Bottom-Up, Decentralized, and Unpredictable Process

Innovation Teams Require a Special Structure to Succeed

Intrapreneurship is the Practice of Entrepreneurship within a Large Organization

Kanban for Validated Learning

Leap-of-Faith Assumptions are the Riskiest Assumptions in a Startup's Business Plan

Portfolio Thinking for Innovation

Quality and Design in an MVP are Defined by the Customer

Small Batches Accelerate Learning

Startups as Experiments

Success is Not Delivering a Feature

Sustainable Growth Comes from the Actions of Past Customers

The Audacity of Zero

The Build-Measure-Learn Feedback Loop is the Core of the Lean Startup Methodology

The Concierge MVP is a Hands-On Approach to Testing a Business Idea

The Customer Archetype is a Guide for Product Development

The Engine of Growth is the Mechanism that Drives Sustainable Growth for a Startup

The Five Whys is a Tool for Root Cause Analysis

The Innovation Sandbox Protects Both the Startup and the Parent Company

The Lean Startup is a Methodology for Developing Businesses and Products

The Pivot Catalog

The Purpose of an MVP is to Start the Learning Process

The Three A's of Metrics - Actionable, Accessible, and Auditable

The Three Engines of Growth

The Three Learning Milestones of Innovation Accounting

The Value Hypothesis and the Growth Hypothesis are the Two Most Important Assumptions for a Startup

The Wizard of Oz MVP Creates the Illusion of a Fully Functional Product

Validated Learning is the Process of Demonstrating Progress in a Startup

Value vs. Waste in a Startup

Vanity Metrics Can Be Deceiving

Vision, Strategy, and Product Define the Direction of a Startup

Week-over-week Growth

The Right It

Data Beats Opinions

False Negatives

False Positives

Market Engagement Hypothesis

Other Peoples Data (OPD)

The Confirmation-Bias Problem

The Fake Door Pretotype

The No-Skin-in-the-Game Problem

The One-Night Stand Pretotype

The Pinocchio Pretotype

The Prediction Problem

The Rashomon Effect

The Relabel Pretotype

Think Cheap, Cheaper, Cheapest

Think Globally, Test Locally

The SaaS Playbook

20 Common B2B SaaS Marketing Approaches

_The SaaS Playbook

A Deep Dive into the 3 High 3 Low Metrics Framework

A Framework for Prioritizing Marketing Approaches

A Framework for Your Next Hire

A Great Product Will Not Sell Itself

A Narrow Focus Enables an Actionable Playbook

Advice for Technical and Non-Technical Founders

Bootstrapping Is a Spectrum and a Mindset

Build a High-Performing Team Not a Family

Choose a Few Mentors Whose Success You Want to Emulate

Churn Is the Silent Killer of SaaS Businesses

Customer Conversations Are the Most Valuable Form of Market Research

Daily Active Users

Delegate Roles Not Tasks

Do You Need a Cofounder

Enterprise Plans Should Be Priced at a 10-20x Premium

Expansion Revenue Is a SaaS Growth Cheat Code

Filter Feature Requests to Maintain Product Vision

Focus on the Customer's Problem Not Their Suggested Solution

Focus on Your Customers Not Your Competition

Founder Effectiveness Is About Working on the Right Things

Founder Retreats Provide Clarity and Prevent Drift

Four Common Siren Songs for SaaS Founders

Four Defensible Moats for a SaaS Business

Freemium Is a Samurai Sword Not a Silver Bullet

Funding Is a Tool Not a Goal

High-Touch vs Low-Touch SaaS Marketing Funnels

How to Avoid Founder Burnout

How to Compete in a Competitive SaaS Market

How to Diagnose a Leaky SaaS Funnel

How to Hire Great People for a Bootstrapped SaaS

How to Incentivize Your SaaS Team

How to Raise Prices for a SaaS Product

Mastermind Groups Provide Growth Accountability and Support

MRR and Growth Rate Are Your North Star Metrics

Net Negative Churn Is the Holy Grail of SaaS

Pricing Is the Most Powerful Growth Lever in SaaS

Product-Market Fit vs Escape Velocity

Product-market fit

Raise Your Prices It Unlocks Growth

Reframe Obstacles as Speed Bumps Not Roadblocks

SaaS Cheat Codes

SaaS Is a Superior Business Model for Bootstrappers

Segment Churn to Understand Why Customers Leave

Segment Customers to Create Effective Pricing Tiers

The 3 High 3 Low Metrics Framework

The Bootstrapped Founder's Journey Is a Mix of Highs and Lows

The Consultative SaaS Sales Demo

The Dual Funnel Is a SaaS Growth Cheat Code

The Founder's Mindset Three Keys to Success

The Risk vs Certainty Framework for Founder Focus

The Stair Step Method of Entrepreneurship

The Three Levels of Thinkers Task Project and Owner

This Playbook Is for Building a 7-Figure SaaS

To Ask for a Credit Card Up Front or Not

Treat Marketing as a Series of Measured Experiments

Unique Features Are Not a Defensible Moat

Virality Is a SaaS Growth Cheat Code

What Makes a Good Manager

The Ultimate Sales Machine

_The Ultimate Sales Machine

Add-on Sales at the Point of Purchase

An Objection is an Opportunity to Close

Best Buyers vs. All Buyers

Brochures as Sales Tools

Change Starts at the Top

Contests to Drive Performance

Create Buy-in by Making People Feel the Pain

Crisis Scan Function

Descriptive Email Subject Lines

Document Everything

Dream Affiliates

Education-Based Marketing

Effective Direct Mail

Effective Training Sessions

Eight Common Mistakes Presenters Make

Fear as a Motivator

Features Tell, Benefits Sell

Formalized Training

Goal Setting as a Tool for Focus

Got-a-Minute Meetings

Hire for Personality, Not Background

How to Attract Superstars

How to Get Around the Gatekeeper

How to Manage Superstars

Isolating the Objection

Leaders as Role Models

Leverage the Collective Intelligence of Your Team

Lifetime Value of a Client

Market Data vs. Product Data

Market Influencers

Measuring Effectiveness

People Respect What You Inspect

Performance-Based Compensation

Pigheaded Determination and Discipline

Prioritize Difficult Tasks

Proactive vs. Reactive Work

Public Relations as a Strategic Weapon

Rapport is Bulletproof

Repetition is Key to Mastery

Rules for Effective Advertising

Rules for Effective Presenting

Setting the Market's Buying Criteria

Sharpening the Saw

Six Steps to Great Time Management

Stacked Marketing

Straight Commission Sales Team

Strategy vs. Tactic

The 'Reject Them First' Prescreen

The 'Shy Yes' Page

The 10 Steps to Great Follow-up

The 10 Steps to Implement Any New Policy

The 80-20 Rule (Pareto Principle)

The Best-Neighborhood Strategy

The Buyer's Pyramid

The Forgetting Curve

The Importance of Continuous Training

The Importance of Follow-Up

The Importance of Hiring Superstars

The Learning Mindset

The Moral Obligation to Close

The Power of 'Lumpy Mail'

The Power of Affirmations

The Power of Visuals

The Reticular Activating System (RAS)

The Sales Performance Worksheet

The Seven Musts of Marketing

The Seven Steps to Every Sale

The Six Most Important Tasks

The Six Steps of the Dream 100

The Smoking Gun

The Stadium Pitch (or Core Story)

The Three Modes of Communication

The Three Ps (Planning, Procedures, and Policies)

The Three Rules of a Great Trade Show

The Three-Step Superstar Interview

Think and Act Like a Big Company

Top-of-Mind Awareness

Training Methods

Training Sets Standards

Tribal Method of Training

Ultimate Strategic Position

What Makes a Superstar

Work on the Business, Not Just in the Business

Workshop-Style Meetings

Your Website as a Community

Traction

A business should be a self-sustaining entity

Be Open-Minded, Growth-Oriented, and Vulnerable

Defining Your Core Focus

Defining Your Core Values

Embracing the Entrepreneurial Journey

Five Common Entrepreneurial Frustrations

Hitting the Ceiling is Inevitable

The 10 Commandments of Solving Issues

The Accountability Chart

The EOS Implementation Sequence

The People Analyzer

The Six Key Components of EOS

Vision Component

Visionary and Integrator

Why we sleep

Adenosine forces us to sleep

All creatures have a built-in 24-hours schedule

Caffeine blocks adenosine

Definition and properties of sleeping

Morning larks and Night owls

Not many creatures sleep similarly to humans

Questions to check if we sleep enough

Sleeping is very important for our health

Types of sleep. REM and NREM

Zero to One

A Founder's Greatest Danger Is Believing Their Own Myth

A startups foundation cannot be fixed

Build a Tightly-Knit Team, Not a Transactional Workplace

Capitalism and competition are opposites

Company Culture Is How the Company Works, Not Its Perks

Competition is a destructive ideology

Complementary Businesses Empower Humans

Computers Are Complements, Not Substitutes for Humans

Contrarian thinking reveals the future

Define Roles to Reduce Internal Conflict

Distribution Is as Important as Product

Durability is more important than short-term growth

Founders as Modern Scapegoat-Kings

Four possible futures for humanity

Last Mover Advantage

Monopoly vs Perfect Competition

Popular beliefs can be delusional

Recruit on Specific Mission and Team Fit, Not Generic Perks

Selling Is More Than Just Selling a Product

Strong AI Is a Distant Concern, Complementarity Is the Present Opportunity

Success is not a matter of luck

Tesla's Success Is a Story of Answering the 7 Questions

The belief in luck can be a self-fulfilling prophecy

The Best Salesmanship Is Hidden

The Best Startups Are Like Cults

The choice between stagnation and singularity

The Distribution Spectrum

The Founder Archetype Is Defined by Extremes

The Founder's Paradox

The Future of Energy Innovation Requires Thinking Small

The Ideology of Computer Science Biases Towards Substitution

The importance of creating new things

The Myth of Social Entrepreneurship

The Power Law governs the universe

The Power Law of Distribution

The Seven Questions Every Business Must Answer

The value of a business is its future cash flow

The world still has secrets

Valuable companies are built on secrets

Value creation is not the same as value capture

Venture capital is a power law business

Viral Marketing Requires a Niche Starting Point

Viral Marketing

We live in a power law world

Why the Cleantech Bubble Failed

A Random Walk Down Wall Street

Courses

Visual Elements of User Interface Design

_ Visual Elements of User Interface Design

Запуск IT продукта с 0 – интенсив

Talks

YC

(X) How to Get Users and Grow (Gustaf Alstromer)

B2B Startup Metrics (Startup School)

Building Culture (Tim Brady)

Consumer Startup Metrics (Startup School)

How to Build An MVP (Startup School)

How to Evaluate Startup Ideas (Kevin Hale)

How to Get Your First Customers (Startup School)

How to Launch (Kat Mañalac)

How to Lead (Ali Rowghani)

How to Prioritize Your Time (Adora Cheung)

How to Set KPIs and Goals (Adora Cheung)

How To Talk To Users (Startup School)

How to Work Together (Kevin Hale)

Setting KPIs and Goals (Startup School)

Startup Business Models and Pricing (Startup School)

5 “Boring” Decisions That Made Me a Multi-Millionaire

Break Through the 7 SaaS Plateaus

Hot to (not) invest?

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