Ted Glasnow

Michael Porter...found that there are only tow paths to winning a market.

1. Operational effectiveness : Performing activities better than rivals 2. Differentiating: Performing activities differently, or performing different activities, thanrivals

I could absolutely imagine companies where sales is the starting gun, not the finish line, and everything that happens after the starting gun is owned by success, and that the success team -- maybe it should be called something different than success in this case -- becomes incredibly central to how accounts grow and how they expand over time.

Flexport is a “hot swap” product, meaning it’s growth model is replacing existing, technologically-similar solutions in a low NPS industry. This means that their only moat is customer happiness

Materials and supplies and tools are an obvious [monetization opportunity]. If we can tell you, "Here's what you need for the project; you've got that buy now button. It all shows up Friday. You're ready to work on Saturday,” then everyone's happy. We don't need to do all the fulfillment ourselves—we can start off using a Home Depot API. We get 5%... See more

If you get everything else wrong in pricing, but you get your value metric right, you'll do ok.

Only three sourcing strategies account for every B2B company’s very early growth