A simple workshop that evaluates new business ideas relative to your existing strengths -- the key to expanding without overreaching.| A Smart Bear
Even at wildly successful startups, the first few years are gut-wrenching, uncertain, on the brink of collapse, where pessimism is realism, and yet optimism is required.| A Smart Bear
How to tell the difference between a truly great startup idea, and people saying "Sure, sounds good" when they really mean "No, I'm not buying."| A Smart Bear
Why do startups typically fail? It turns out that "avoiding those things" is already a plan for success.| A Smart Bear
How do you know when to stop, versus when to push through? You don't, not even in hindsight. But these guiding questions can help.| A Smart Bear
Luck always plays a role in startups, but there are ways to better capture upside and mitigate downside.| A Smart Bear
Targeting your "Ideal Customer Profile" (ICP) is the best way to differentiate and win sales, but does it limit your target market?| A Smart Bear
This eight-step process brought WP Engine from an idea to a Unicorn. While there are other roads to Product/Market Fit, consider copying some of these ideas.| A Smart Bear
Traditional fairytale structure fits naturally in our brains, and thus can guide strategic problem-analysis, and a plan that everyone understands.| A Smart Bear
Iterative interrogative technique| en.wikipedia.org
Companies that achieve Product/Market Fit -- both self-funded and VC-funded -- exhibit the same prototypical metrics curves and subjective experiences.| A Smart Bear
"MVP" is a selfish process, abusing customers so you can "learn." SLC is an alternate philosophy that results in fast, validated learning, that customers love.| A Smart Bear
This fresh take on "Willingness-to-Pay" analyzes three types of customer motivation, leading to superior strategies for growth that also better the world.| A Smart Bear
Leveraging strengths -- not "fixing weaknesses" -- is how to win. Better when differentiated. Best when durable. Here's how to create leverage.| A Smart Bear
No you can't "have it all." You can have two things, but not three.| A Smart Bear
This simple method positions your product to be more valuable, especially against competitors who aim to disrupt you, or you them.| A Smart Bear
Are you crying in the shower because you can't handle it anymore? Beyond Impostor Syndrome: Complete melt-down? Well, at least you're in good company.| A Smart Bear
Many startups fail despite identifying a real problem and building a product that solves that problem. This explains why, so you can avoid their fate.| A Smart Bear
Pricing is inextricably linked to brand, product, and purchasing decisions. It cannot be "figured out later," because it determines your business model today.| A Smart Bear
We dramatically, repeatedly fail to predict the future. Does that mean "strategy" is senseless? No, it means you need these techniques to navigate a volatile world.| A Smart Bear
What creates a fulfilling existence? Exploration leads to a framework I've used for years for myself and the people around me. I hope it helps you too.| A Smart Bear
A simple but effective system, used to vet what is now a Unicorn, for generating insights about how your potential customers think, what they need, and what they'll buy.| A Smart Bear
Meetings are most productive when we create something that none of us could have created alone. Here are several ways to use meeting time wisely.| A Smart Bear
This admonition recurs in myriad books, frameworks, and topics, across decades of time. When something is so consistent, it must be wisdom.| A Smart Bear