Tag: business strategy
“What we have done for ourselves alone die with us; what we have done for others and the world remains and is immortal” – Albert Pike
Entrepreneurship is one of the most challenging ways to make a living. Done right, however, it can be the most rewarding, allowing one to fulfill one’s dream, vision, purpose, and mission.
How do you distinguish between work and play? Are they really that different?
What is the secret sauce to enduring corporate innovation?
Is it the ability to introduce disruptive technologies? Are smaller companies – also known as emergents – more able to shake the market? What about religion, climate, geography, education, patents or even (gasp) luck?
Creators of new products in environments of extreme uncertainty, startups face enormous risks.
In the US, about 50% of small businesses fail in the first five years. Insufficient capital, over investment, and low sales are just some of the reasons leading to this sobering statistic.
As a startup owner, what can you do to “growth hack” your business and improve your chances of success?
What are entrepreneurs and business builders made of? Who should you bring to your team at different stages of growth, and why?
The answers, according to venture capitalists and business leaders Anthony K. Tjan, Richard J. Harrington and Tsun-Yan Hsieh, are contained their book Heart, Smarts, Guts, and Luck (HSGL). Tackling the human aspect of entrepreneurship, leadership and management, the book surmised that each of us are biased towards one of four traits – namely heart, smarts, guts, or luck – in our decision-making processes.
Imagine watching a magical performance by David Copperfield.
Rather than dazzle you with his breathtaking acts, Copperfield regales you the audience with his childhood story. He relates how his grandfather – a crusty old man – never gave Copperfield or his father the approval they craved.
Oh the woes of the SME retail sector in Singapore. I’m sure you’ve read or heard about them.
Demanding consumers. Price competition. Sky high rentals. Relentless staff turnover (up to 300% a year in extreme cases). Difficulty in hiring. Competition from big chains. Rising utility costs. Increasing costs of goods. Growing transportation costs.
The list of problems faced by SME retailers is seemingly endless.