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| Foreword | |
| Introduction | |
| The Start-Up Playbook: How to Turn a Simple Idea into a High Growth Company | |
| Allow Yourself Time to Recharge | |
| Have a Big Dream | |
| Believe in Yourself | |
| Trust a Select Few with Your Idea and Listen to Their Advice | |
| Pursue Top Talent as If Your Success Depended on It | |
| Sell Your Idea to Skeptics and Respond Calmly to Critics | |
| Define Your Values and Culture Up Front | |
| Work Only on What Is Important | |
| Listen to Your Prospective Customers | |
| Defy Convention | |
| Have-and Listen to-a Trusted Mentor | |
| Hire the Best Players You Know | |
| Be Willing to Take a Risk-No Hedging | |
| Think Bigger | |
| The Marketing Playbook: How to Cut Through the Noise and Pitch the Bigger Picture | |
| Position Yourself | |
| Party with a Purpose | |
| Create a Persona | |
| Differentiate, Differentiate, Differentiate | |
| Make Every Employee a Key Player on the Marketing Team, and Ensure Everyone Is On-Message | |
| Always, Always Go After Goliath | |
| Tactics Dictate Strategy | |
| Engage the Market Leader | |
| Reporters Are Writers | |
| Tell Them a Story | |
| Cultivate Relationships with Select Journalists | |
| Play #25 Make Your Own Metaphors | |
| No Sacred Cows | |
| The Events Playbook: How to Use Events to Build Buzz and Drive Business | |
| Feed the Word-of-Mouth Phenomenon | |
| Build Street Teams and Leverage Testimony | |
| Sell to the End User | |
| The Event Is the Message | |
| Reduce Costs and Increase Impact | |
| Always Stay in the Forefront | |
| The Truth About Competition (It Is Good for Everyone) | |
| Be Prepared for Every Scenario . . . and Have Fun | |
| Seize Unlikely Opportunities to Stay Relevant | |
| Stay Scrappy . . . but Not Too Scrappy | |
| The Sales Playbook: How to Energize Your Customers into a Million-Member Sales Team | |
| Give It Away | |
| Win First Customers by Treating Them Like Partners | |
| Let Your Web Site Be a Sales Rep | |
| Make Every Customer a Member of Your Sales Team | |
| Telesales Works (Even Though Everyone Thinks It Doesn't) | |
| Don't Dis Your First Product with a Discount | |
| Sales Is a Numbers Game | |
| Segment the Markets | |
| Leverage Times of Change | |
| Your Seeds Are Sown, so Grow, Grow, Grow | |
| Land and Expand | |
| Abandon Strategies That No Longer Serve You | |
| Old Customers Need Love | |
| Add It On and Add It Up | |
| Success Is the Number-One Selling Feature | |
| The Technology Playbook: How to Develop Products Users Love | |
| Have the Courage to Pursue Your Innovation-Before It Is Obvious to the Market | |
| Invest in the Long Term with a Prototype That Sets a Strong Foundation | |
| Follow the Lead of Companies That Are Loved by Their Customers | |
| Don't Do It All Yourself | |
| Reuse, Don't Rebuild | |
| Embrace Transparency in Everything You Do or Be Transparent and Build Trust | |
| Let Your Customers Drive Innovation | |
| Make It Easy for Customers to Adopt | |
| Transcend Technical Paradigms | |
| Provide a Marketplace for Solutions | |
| Harness Customers' Ideas | |
| Develop Communities of Collaboration aka Love Everybody | |
| Evolve by Intelligent Reaction | |
| The Corporate Philanthropy Playbook: How to Make Your Company About More Than Just the Bottom Line | |
| The Business of Business Is More Than Business | |
| Integrate Philanthropy from the Beginning | |
| Make a Foundation Part of Your Business Model | |
| Choose a Cause That Makes Sense and Get Experts on Board | |
| Share the Model | |
| Build a Great Program by Listening to the Constituents | |
| Create a Self-Sustaining Model | |
| Share Your Most Valuable Resources-Your Product and Your People | |
| Involve Your Partners, Your Vendors, Your Network | |
| Let Employees Inspire the Foundation | |
| Have Your Foundation Mimic Your Business | |
| The Global Playbook: How to Launch Your Product and Introduce Your Model to New Markets | |
| Build Global Capabilities into Your Product | |
| Inject Local Leaders with Your Corporate DNA | |
| Choose Your Headquarters and Territories Wisely | |
| Box Above Your Weight | |
| Scale Without Overspending | |
| Understand Sequential Growth | |
| Uphold a One-Company Attitude Across Borders | |
| Follow Strategy, Not Opportunity | |
| Going Far? Take a Partner. Going Fast? Go Alone | |
| Fine-Tune Your International Strategy | |
| Send Missionaries to Build New Markets | |
| Handle Global Disputes with Diplomacy aka Light Love | |
| Edit an Overarching Outlook | |
| Bring Old Tricks to New Regions | |
| Don't Use a "Seagull Approach" | |
| the Secret to Global Success Is Commitment | |
| The Finance Playbook: How to Raise Capital, Create a Return, and Never Sell Your Soul | |
| Don't Underestimate Your Financial Needs | |
| Consider Fundraising Strategies Other Than Venture Capital | |
| Use Internet Models to Reduce Start-Up Costs | |
| Set Yourself Up Properly from the Beginning, Then Allow Your Financial Model to Evolve | |
| Measure a Fast-Growing Company on Revenue, Not Profitability | |
| Build a First-Class Financial Team | |
| Be Innovative and Edgy in Everything You Do-Except When It Comes to Your Finances | |
| When It Comes to Compliance, Always Play by the Rules | |
| Focus on the Future | |
| Allow for Change as Your Company Grows | |
| The Leadership Playbook: How to Create Alignment-the Key to Organizational Success | |
| Use V2MOM to Focus Your Goals and Align Your Organization | |
| Use a Top-Down and Bottom-Up Approach | |
| Build a Recruiting Culture | |
| Recruiting Is Sales | |
| Keep Your Standards High as You Grow | |
| How to Retain Top Talent | |
| The Importance of Mahalo | |
| Build Loyalty by Doing the Right Thing | |
| Challenge Your Best People with New Opportunities | |
| Solicit Employee Feedback-and Act on It | |
| Leverage Everything | |
| The Final Play | |
| Make Everyone Successful | |
| Notes | |
| About the Author | |
| Index | |
| Table of Contents provided by Publisher. All Rights Reserved. |
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