One question would be, with a lack of expertise and/or skill
as a reason for not planning correctly, how would one overcome that if they are
already concerned about costs of opening anyway?
Another question I would ask the author is, if the business is up and
running, what is the best way to motivate a “$10/hour employee” to effectively
live out and implement your venture strategy?
This venture is your baby and of course you want to see it succeed, what
can you do to get all levels of employees to feel the same way? The most confusing part of the chapter to me
is the table for “Position, Leverage, and Opportunities” on page 478. I looked over that table multiple times and
am still not sure if I am reading it right or what I am supposed to be reading
off of it. I really enjoyed looking at
the table on page 491. This table was
for the differences of a Managerial and Entrepreneurial mindset. Looking at the differences for a similar
situation and then comparing them to my feelings or thoughts was quite interesting. I did fall on side of the Managerial mindset
much more so than Entrepreneurial.
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