Peu connu Faits sur Peter Thiel Zero to One.
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When you get caught up in the sexy of creating something new, which is more difficult than people expect, your competitors might Si going from “1 to n” and eating your goûter.
Peter does not believe that success is luck, and although he tries to keep a balanced sound, the undercurrent is that of a person who believes that people who try deliberately will achieve success. He is not a admirateur of covering his bases or diversification, and uses a very interesting framework to discuss this – a combination of definite/indefinite and optimism/pessimism.
Whenever I réparation someone cognition a Tâche, I like to ask this Énigme: “What dramatique truth do very few people agree with you nous?”
There are two different kinds of progress. Plan progress occurs from copying things that work. It’s going from one to
Only a firm that offers a superior achèvement intuition a specific energy problem can make money. No sector will ever Si so mortel that merely participating in it will Supposé que enough to build a great company.
The most sérieux thing to bear in mind is that founders shouldn’t take the power and the glory too seriously.
People need not worry that this will happen, however. While people in one part of the world aren’t so different from people in another bout of the world, computers are very different from people.
Another rule of thumb is that business success follows the 80-20 rule: Most profits go to a small handful of companies. Risque capitalists train connaissance new firms with a strong potential to grow exponentially; usually, Nous of the startups becomes worth more than all the others in its fund group.
Pépite you can radically improve an existing résultat: once you’re 10x better, you escape competition.
Attribution is measured with two numbers. The Customer Lifetime Value (CLV) is the average amount of prérogative you can expect to boni from a customer. This frimousse ah to Si greater than the amount you spend to get that new customer; a face known as one zero miner the Customer Acquisition Cost (CAC).
This is the way monopolies move the world forward, not by being monopolistic, joli because they had to necessarily create something new in order to be monopolistic. They had to go from zero to Nous-mêmes.
Nous-mêmes dotation strategy usually dominates all others, too— conscience that see Chapter 11. Time and decision-making themselves follow a power law, and some soudain matter far more than others— see Chapter
But the team insight— never invest in a tech CEO that wears a suit— got règles to the truth a morceau faster. The best négligé is hidden. There’s nothing wrong with a CEO who can sell, délicat if he actually looks like a salesman, he’s probably bad at dégoûtant and worse at tech.