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Company Lifecycle
Nick Norred • 3 cards
sales
Dominik Schwarz • 2 cards
- the need for cash to grow; and 2) the desire to avoid dilution.
Patrick Vernon • Venture Capital Strategy: How to Think Like a Venture Capitalist
companies
Luke Stopford Sackville • 1 card
nothing will add to your bottom line as fast as selling something new to your existing customers and sourcing new prospects.
Bond Halbert • The Boron Letters
starting revenue of at least $1 million, then grow at a rate of 20 percent every year for four years, resulting in the company doubling in size during that time.
Walker Deibel • Buy Then Build: How Acquisition Entrepreneurs Outsmart the Startup Game
And even while each year’s goal tends to triple or double, a company will simultaneously face countervailing forces—saturation of the market slows down growth, marketing channels degrade in performance, and product development never keeps up with user demands.
Andrew Chen • The Cold Start Problem: How to Start and Scale Network Effects
By this time our size makes us look at smaller investments more realistically: corporate management, attending meetings and managerial time are expensive. At Paladin and Zeder we have the framework that we invest in businesses that are easy to understand, and have a cash flow and good management. Our share of the profit after tax has to exceed R10
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