Podcast: Masters of Scale หากใครตดตามฟง ผมคดวาไมไดมของใหมออกมา
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แตถกเรยบเรยงไดดขน โดยสวนตวประทบใจ Production ของ Podcast มาก ในการเสพเลมนกตงใจเลอกฟงผาน Audible แลวกพบวาคณภาพเขาดจรง
ตว Reid เองเปนเหมอนตวพอของ Silicon Valley ทแกนแนวคดคอ Blitz scaling การเตบโตอยางฟาผา
ซงหากหลายคนนำไปใช กพบกบความผดหวงมากกวาความสำเรจ เพราะเราตองเขาใจวาการเตบโตอยางรวดเรวไมไดเหมาะกบทกธรกจ
ใน Master of Scale ไมไดเนนเรอง Scale ขนาดนน
แตเนนใหเหนถงมมมอง จาก Founder ใน network ของ Reid เอง
แนนอนคงไมพน
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Brian Chesky กบผทำใหวล Do thing that not scale ของ Paul Gram โดงดง
และStars service level ผมชอบอนนนะ มนเปนโจทยใหคดวา ถารการระดบหาดาวเปนอยางไร แลวหกดาวละ เจดดาวละ แปดดาวละ
, Classpass การ Recruite คนอยางรวดเรว โดยใชระบบ referal จากเพอนพนกงานททำงาน BCG, Mckinsy มาแลว เพราะคดวาบรษทพวกนมระบบ Recruit ทด
, Culture จากเคส Uber เปนสงสำคญ Pirate ไปไมด Navy ไปกนาเบอ เขาเลยใชคำวา Ethical Pirate
, Pivot การเปลยนผานของ Slack อนนฟงบอยคดวา ทำใหเกด Myth จากเคสน
, What they do, not what they say อยาฟง user ใหดพฤตกรรมทเขาทำ จรงๆ การดคนกเชนกน He can pinpoint, down to the PowerPoint slide number, the moment his audience stops paying attention to his pitch.
John eventually learned he could have saved himself a lot of timeand a good deal of rejectionby focusing his pitch effort on more eccentric, contrarian VCs.
Instead of wasting his time on the usual suspects, he could have intentionally sought out investors like Lee who actively seek out unconventional ideas that create new categories.
LinkedIn created a viral loop that kept people coming back and bringing their friends, over and over.
you cant let rejection rule you, Instead, let it fuel you, In the case of “the telling no,” the naysayers are teaching you more about their own assumptions than about the truth of how the world actually works.
To your keen ears, their “Nos” should sound like, “Yes, conventional wisdom is overlooking this opportunity, ”
The ability to both recognize a winning instinct and kill or refine a losing idea is an essential part of succeeding as an entrepreneur.
Time is your most precious resource dont waste it on a bad idea
Y Combinator has incubated more than fifty companies that have reachedmillion in value or moreso they have a fairly good sense of what does and doesnt scale.
The host disappears into a back room, then returns, “He comes back with a binder and hes got dozens of pages of notes, ” The binder was filled with pages and pages of written suggestions, for all the changes that the host wanted to see on Airbnb.
“It was like he created a roadmap for us,” Brian recalls, “The roadmap often exists in the minds of the users youre designing things for, ”
How would you like to see peer reviews work And What do you need most from customer support, and when
“If I ask, What can I do to make this better theyll say something small,” Brian explains.
So instead, hed ask bigger, bolder questions, like “What can we do to surprise you” or “What would it take for me to design something that you would literally tell every single person youve ever encountered”
“Whats astar experience You knock on the door.
Reid Hoffman opens it. Welcome. I know you like surfing, Theres a surfboard Ive booked lessons for you, By the way, you can use my car, And I also want to surprise you, I got you a table at the best restaurant in the city of San Francisco, And youre like, Whoa. This is way beyond.
This advice may seem paradoxical to readers of my book Blitzscaling, in which I articulate the counterintuitive rule, “Ignore Your Customers.
” The common thread between “engage oneonone with passionate customers” and “ignore your customers” is this: Find and focus on the customers who represent your scale opportunity, and ignore the others.
Spending precious time and resources on responding to requests from the loudest of your current customers can distract you from the work that will win you millions of loyal, passionate future customers.
Brian no longer knocks on hosts doors or sleeps on their couches, Airbnb today is a public company that hardly resembles the scrappy little startup in the stories above, But handcrafting still matters to Brian, He relies on close contact with longtime hosts and customers for input on design and strategy,
What creates transformative travel Connectionand leaving your comfort zone, “When you first go to a city, you need a welcome event within the first twentyfour or fortyeight hours where youre around people,” Brian begins.
“By day two or three, you need to have a challenge out of your comfort zone, If you do not leave your comfort zone, you do not remember the trip,
The team booked Ricardo a stay with a topnotch Airbnb host took him to dinner parties booked seats at a couple of the citys best restaurants even brought him on a midnight mystery bike tour.
Scaling up can be an exciting and adventurous time in a young companys life, but it can be challenging too.
By intentionally creating a positive culture under stellar leadership, a startup can go from promising to a household name.
And heres some more actionable advice:
Imagine the elevenstar experience,
To brainstorm the absolute best iteration of your product or service, think about what an elevenstar version of it might be that is, something beyond the best.
For example, a hotelier might imagine picking up guests in antique cars or meeting them with a string quartet.
Now work backward from that until you find the sweet spot between impossible and better than ever previously imagined.
Scaling up too quickly can be risky but moving too slowly can starve your company.
Designer Tory Burch wanted to launch her retail store in New York City during Fashion Week.
She had customers, friends and family, media, and a brandnew collection of exciting clothes, There was just one problem, She had no doors to open, The bright orange door that she had customdesigned hadnt arrived,
She had to make a choice, Should she hold off on the opening until everything was perfect, or should she let the hoards in through the empty doorway
Burch picked the second option.
The day was an astounding success, indicative of the accolades her brand would go on to garner,
The key message here is: Scaling up too quickly can be risky but moving too slowly can starve your company.
Choosing when to launch might be one of the trickiest decisions an entrepreneur has to make.
Jump too early, and you may lose potential customers by rolling out an unfinished, unimpressive product that didnt have time to mature into its potential.
But wait too long, and momentum stalls causing potential customers to wander elsewhere and competitors to get ahead of you.
Business does not take place in a static environment, Things change every minute. An effective leader monitors these changes to gauge when to be patient and when to strike, The true masters of this game are able to strike so fast that they achieve “escape velocity,” leaving competitors in the dust.
PayPal founder Peter Thiels rapid growth technique was to pay his initial customersfor referring others.
Thiels tactic worked, but that kind of rapid growth can come at a steep price and with an often messy aftermath.
In the flush of first success, you rarely think about the morning after, You may wake up to some fairly big fires but let them burn, When youre a young and lean company, you can also be nimble, Stalling will only choke your momentum,
That being said, not all fires are equal, Youll need to prioritize which ones get your attention: any problem with the core product or company culture should come before, say, that fancy office upgrade.
If you scale up and find yourself facing a big problem right away, ask yourself whether the issue could kill your business.
If theres a significant possibility that it could, stop and attend to it,
When scaling up, respond to what your customers do rather than say,
You know how your English teacher always said to show, not tell Well, following that wellworn piece of advice can help give you a leg up in the world of scaling a startup.
Mark Zuckerberg created Facebook exclusively for Harvard students, When he announced that he would extend it to Yale, Princeton, and other schools, the initial users expressed their dismay but it didnt stop them from using, and growing, the service.
Though they said they wanted exclusivity, Facebook users were actually more inclined to stay on when the network expanded.
The key message here is: When scaling up, respond to what your customers do rather than say.
Fashionistas claimed they loved designer Jason Wu after Michelle Obama wore his clothes, However, Jennifer Hyman noticed that her customers werent gravitating toward Wus ensembles when choosing designer outfits from her site, Rent the Runway.
Turns out, Wus designs didnt match their daily needs, Hyman took this revelation to Wu, and the two of them ended up collaborating on a very profitable and more wearable line for Rent the Runway called “Jason Wu Grey.
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Hyman didnt stop there, She noticed that her customers would rent an outfit for a cocktail party on Saturday night but hold on to it until Monday morning theyd wear it again with a blazer to work.
This was costing Hyman quite a bit in repair and cleaning costs but it was also an opportunity.
Hyman switched to a subscription service that allowed her customers to rent several outfits at a time and rotate them and voilà, business grew even more.
How can you find out what your customers are doing Many founders conduct their own focus groups, which lead them to interesting and profitable observations.
When Mariam Naficy of bespoke stationery company Minted learned that men today are more involved in the weddingplanning process, she began to incorporate less overtly feminine designs into her offerings.
Watching how your customers behave, and reacting to their behaviors, can yield exciting results, But what if you come across a hurdle that seems insurmountable Well get into that now,
You need good leadership to successfully scale a company,
When Angela Ahrendts went to work for Apple after a stratospheric career as CEO of Burberry, it was a tough transition.
Everything was different. She had gone from fashion to technology, England to America and, suddenly, she was the boss of,people.
Ahrendts knew she needed to communicate her vision to all her new employees, But, as a parent of three teens, she knew that young Apple employees were unlikely to read long emails.
So she made a threeminute iPhone video that
was natural and real she didnt even edit out a phone call from her daughter.
It was an excellent start, The video was such a hit that she made one every week for four years, regardless of where in the world she happened to be.
The key message here is: You need good leadership to successfully scale a company,
When your company suddenly scales up, its almost like youre now at a new, larger company much like Ahrendtss shift to Apple.
Everything changes. To keep employees inspired, its important to sustain a steady drumbeat of purpose and motivation,
To do this well, you need compassion, wisdom, and clarity of vision, This means being willing to listen, learn, and take advice even from those in positions below you, It also means being able to accept constructive criticism, Sometimes, this can mean encouraging opposing viewpoints, Mailchimp founder Ben Chestnut notes that startups are like pirate ships but when they scale big, the culture makes a necessary adjustment.
It goes from piracy to the Navy, with an influx of rules, accountability, and good behavior,
When hiring new staff, Marissa Mayer Google employee numberdidnt hire MBAs with lots of experience.
Instead, shed hire a smartyearold and give them a huge portfolio like all of Gmail, Just as they were getting comfortable with their division, shed have them switch into another division and challenge them to learn something new.
This bold leadership move didnt just give Mayer a nimble, crosstrained managerial team it also resulted in a tsunami of new ideas that emerged from the synergy of a bunch of smart people being exposed to multiple ways of doing things.
Mayers leadership yielded tremendous good for Google and for the world, as many of these employees went forth and started their own companies.
In the best of situations, great leadership naturally flows into the final aspect of scaling big: doing good.
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