You’ll learn
- Why community beats size
- Strategies to forge deep client bonds
- What is creative leadership
- How to resist expansion pressure
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first KEY POINT
What is the main difference between corporations and small giants? Unlike the former, smaller companies can avoid the scenario of mass expansion and engage in their unique entrepreneurial pathway. Sounds unrealistic? As Nelson Mandela once said, it always seems impossible until it’s done.Owner and CEO of the Anchor Brewery, Fritz Maytag, led the company with a rich history. When its future was critically endangered, the entrepreneur made a game-changing decision. He narrowed the focus to one outstanding product and won. Then, Maytag struggled because his beer was the best, and everyone wanted it, so he decided to expand. Eventually, he realized that it was the craziest idea; expansion was not what he wanted; he loved Anchor Brewery the way it was.But how do business people come to such pivotal solutions? And how do they draw the voices that whisper, ‘Go global! Go global!’? How, after all, do they resist the temptation of becoming rich and famous? Some businesspeople see the chance to turn away from the beaten track due to sudden enlightenment, while others have to take the wrong turn and get lost before finding themselves.The owner of an organic energy bars production company, Gary Erikson, realized that ‘entering a new level’ was not his life dream. Maytag and Erikson were a few milliseconds from making the wrong decision: the brewery owner was about to release million-dollar stocks to the market. At the same time, the food manufacturer intended to sell the company. Before setting the deal, which, fortunately, didn’t happen, Erikson was devastated. The man had to experience a panic attack to realize that his desires mattered more than the commonly accepted idea of triumphant success.
This summary will help you discover the components of long-term entrepreneurial success. It turns out you don't need to dominate the world or consistently strengthen financial indicators. You’ll also understand how the context and external factors affect business decisions and how to navigate a company independently.
second KEY POINT
Indisputably, not every small business owner can boast impeccable savvy about what to do next. Many of them will most likely add insult to injury when exploring opportunities to develop. On the other hand, there are still many companies that will succeed, so let’s see the characteristics that can bring the scenario into life:• Small giants’ founders are rebels.The market, investors, shareholders, and your know-it-all neighbor would probably push you to expand; pressure is inevitable. Indeed, who doesn't want to be a billionaire? The great thing about being a business owner is that you and only you write the script. You can create, get disappointed, create again, and repeat the sequence. Eventually, such business will be soulful, real, and genuinely yours.• Stick to the community.If you don’t go global, you go local. You must commit to relationships with local people if you want to flourish.• Appreciate your employees.A company’s inner workings reflect its founder’s values and goals. More importantly, how employers treat their teams always mirrors how they treat their clients. Promoting the ambiance of warmth and appreciation is an ultimately effective strategy.• Dare to govern creatively.Small giants’ leaders are like free artists, choosing the vector of business development and arranging the inner processes uniquely. There are no limits in management innovations, hybrid organizational structures, and thought-provoking diversification of services.• Emotional connection to a business is key.In a small business, you cannot be an overly caring leader. Deep emotional engagement in all processes and solutions, whether a playlist in a cafe or material for construction, differentiates small giants from other companies.

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