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Good, cheap, fast. Pick any two.

Berkonomics

If you as a supplier have plenty of spare resources available, you might temporarily get away with adding “fast” to both other two attributes of good and cheap. And a disappointment based on missed delivery or completion is as great as one based upon trounced quality or price expectations. But beware. . One answer to this puzzle.

Resource 156
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Premature scaling can kill your business.

Berkonomics

Venture capitalists sometimes make an error in directing their portfolio company CEOs to push resources to the limit and scale the business to immense size quickly, all to seize market share. Experienced CEOs often make it a habit to scale because of demand, reducing risk and mating cost to growth in revenues.

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Reduce five risks: Increase your valuation

Berkonomics

Email readers, continue here…] A great idea often fails from the inexperience or inability of management to bring the idea to market. Any new enterprise is at risk if there are not enough resources to get the company to breakeven, which is a proxy for stability. Third: Management risk. .

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Good, cheap, fast. Pick any two.

Berkonomics

If you as a supplier have plenty of spare resources available, you might temporarily get away with adding “fast” to both of the other two attributes of good and cheap. Email readers, continue here…] But beware. It is an excellent variation on the theme – selecting from a limited menu of the use of resources. Pick two. “.

Resource 120
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Can you overcome five risks and create wealth?

Berkonomics

Email readers, continue here…] Are you ahead or behind the market with your product or service? Any new enterprise is at risk if there are not enough resources to get the company to breakeven, which is a proxy for stability. Second: Market risk. . Will the public respond in numbers to buy, license or rent your offering?

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Address the five risks to increase your valuation.

Berkonomics

Email readers, continue here.] Third: Management risk. Any new enterprise is at risk if there are not enough resources to get the company to breakeven, which is a proxy for stability. A great idea often fails from the inexperience or inability of management to bring the idea to market.

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Can a revolutionary concept be too late to market?

Berkonomics

Email readers, continue here…] Either way, very few startups can afford to forge new markets or create a product that does not fit into an existing class of increasing demand. Certainly there were resources available to point the company toward the information. A story of a company that couldn’t see far enough ahead.

Marketing 120