I do not want to get rich ...
We know that money doesn't stink, and yet the smell of weak morals is somehow attached to entrepreneurial profit. "I don't want to get rich at all," I often hear from founders, as if that were the first danger they would have to arm themselves against as founders.
To get the business on the feet so that costs are covered and a profit that covers at least the life costs of the founder or founder team can not be taken without a price.
Money is only a means of exchange
Which price, which should be able to calculate a founder, self-confidently represent the determined price and monthly check, whether the bill works. Money is just a medium of exchange.
Our Stone Age ancestors probably did not sell and buy, traded and exchanged, but simply shared what was needed.
Trade on a larger scale
At some point in the Bronze Age, humanity has begun to trade on a larger scale, copper lumps against grain, amber against pottery. A question of negotiating how many arrowheads you got salt for your barrel.
It was only in the course of history that more and more generalized currencies simplified our exchange relationship. First still in the form of precious metal with material value, then increasingly nominal in the form of paper and virtual data as pure barter.
Let's talk about money
Anyone who feels genuinely at price negotiations and sales negotiations should remember this. We say, ask for a price, but we actually exchange. A certain value of use, the exchange value of which we express in the form of a price, in order to buy us again other values of use.
I also know advanced entrepreneurs who tend to hide the finances. The fixed and ready evaluation by the tax consultant is simply not read and then is moaned and moaned, when the tax payment comes.
Displacement increases danger of failure
And even some spectacular bust big Company is due to personal crowding and ostriches rather than the hard crowding out competition. A foundation is always a risk with the possibility of failure. This risk minimizes those who clarify their relationship to money and maintain their numbers.
That is precisely what is part of failure: get up again, carry on. In the meantime, the use of mistakes has spread around Germany. Because: Despite all the preparation and the best business plan, no founder can get around in error. On the contrary, if you do nothing wrong, you miss the chance to get better.
Kaizen - getting better and better
This creed affects the internal organization and design of the offer as well as marketing and sales. For large companies - at least those that can and still want to be innovative - this runs under error management, kaizen or quality management.
The principles of evolution are looked into: The genetic code of the plants, animals, humans is systematically introduced into the generations (errors).
More of what works, less of what does not work
The variants, which work better, have better propagation chances and put themselves through. At least as long as environmental conditions change and they are overtaken by an even better variant.
People now tend to do things the way they did before: we love habits, we are in love with our ideas. What we know gives us security.
Get out of the trap of “more of the same”
In the business world, this leads us to no longer question the decisions and the procedures introduced. If it does not work so well, we prefer to do more of the same than to look for better alternatives.
So what protects founders from the "more of the same" trap? Decide to be smarter afterwards than before. And that's only possible if you accept to be stupid beforehand.
3 tips for better business failure
- Step 1: Collect as many variants as you can to solve a challenge. Including the fantastic, crazy and questionable. Before you have a colorful bouquet of possibilities, leave aspects of feasibility and success prospects aside.
- Step 2: Pick the promising out of the bunch of possibilities, possibly recombined from the original ideas. Evaluate the prospects for success, preferably from a variety of perspectives, for example, by placing yourself in the skin of your customers or asking others what they think and experience.
- Step 3: As far as possible, try out at least two variants, either at the same time or in sequence, and ask yourself what factors you would measure success. This should be the profitability, perhaps there will be customer satisfaction or fun.
At the end
If it works well? Then look for improvement in detail! And if it does not work as you thought? Great! Now you know more than before and can make it better or even completely different.
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