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OEM support in fixed ops isn’t equal across brands. Some stay focused on tools and upsells— While others lean into consistency and customer care. Danny Negalha, Corporate Fixed Ops Director at McGovern Automotive Group, explains why Toyota’s approach is standing out. "I will say that Toyota is a very...

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Car Dealership Guy

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20,270 görüntüleme • 9 ay önce •via X (Twitter)

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Convenience is becoming a retention lever in fixed ops. Dealers are expanding mobile service and tighter scheduling to keep customers from drifting to the aftermarket. Danny Negalha, Corporate Fixed Ops Director at McGovern Automotive Group, explains how service accessibility is shaping loyalty. "I believe that speed leads to high customer satisfaction; it's crucial in a competitive market. Satisfied customers are more likely to return, and they recommend the dealership to others." "It's never about price, I believe. I think it's about treating them well, and giving 'em the convenience that they need, and making it more efficient for them." "One of our OEM brands is Genesis, they're big into pick up and delivery. So we'll go out, pick up and deliver their vehicles, have 'em serviced, bring it back, and we get reimbursed from manufacturing that." - Thank you to our partner Toma! Check them out by visiting
2:12

Convenience is becoming a retention lever in fixed ops. Dealers are expanding mobile service and tighter scheduling to keep customers from drifting to the aftermarket. Danny Negalha, Corporate Fixed Ops Director at McGovern Automotive Group, explains how service accessibility is shaping loyalty. "I believe that speed leads to high customer satisfaction; it's crucial in a competitive market. Satisfied customers are more likely to return, and they recommend the dealership to others." "It's never about price, I believe. I think it's about treating them well, and giving 'em the convenience that they need, and making it more efficient for them." "One of our OEM brands is Genesis, they're big into pick up and delivery. So we'll go out, pick up and deliver their vehicles, have 'em serviced, bring it back, and we get reimbursed from manufacturing that." - Thank you to our partner Toma! Check them out by visiting

Car Dealership Guy

17,848 görüntüleme • 9 ay önce

Direct access between customers and store leadership is becoming a bigger part of the luxury experience. Todd Blue, CEO of LAPIS, explains how that personal connection is shaping dealership strategy. "Brand is so critical, and their commitment to dealers, and our commitment back to them, the partnership we have from them." "With one brand, you're all in and you're beholden to their decisions. So you better believe in their mission and vision, and I do with Mercedes. They are fully committed to their dealers, they're incredible, I think they're getting stronger, and they adapt quickly." "The publics, they have systems, they have strength, they have incredible scale, and I am not gonna try to compete with that or be them, and I think that's okay. In our case, I've always been focused on luxury, I'm gonna stick to luxury and/or premium. I'm not saying that publics can't do that, I'm just saying that the luxury customer demands, not even expects. They demand connectivity, in many cases, directly to ownership." Daily Dealer live hosted by Sam D'Arc and Ulisse de' Martino - Thank you to our partner Lotlinx! Check them out by visiting
2:46

Direct access between customers and store leadership is becoming a bigger part of the luxury experience. Todd Blue, CEO of LAPIS, explains how that personal connection is shaping dealership strategy. "Brand is so critical, and their commitment to dealers, and our commitment back to them, the partnership we have from them." "With one brand, you're all in and you're beholden to their decisions. So you better believe in their mission and vision, and I do with Mercedes. They are fully committed to their dealers, they're incredible, I think they're getting stronger, and they adapt quickly." "The publics, they have systems, they have strength, they have incredible scale, and I am not gonna try to compete with that or be them, and I think that's okay. In our case, I've always been focused on luxury, I'm gonna stick to luxury and/or premium. I'm not saying that publics can't do that, I'm just saying that the luxury customer demands, not even expects. They demand connectivity, in many cases, directly to ownership." Daily Dealer live hosted by Sam D'Arc and Ulisse de' Martino - Thank you to our partner Lotlinx! Check them out by visiting

Car Dealership Guy

20,856 görüntüleme • 9 ay önce

The fight between dealerships and independent repair shops is becoming a *trust* battle. Chris Skinner, Fixed Operations Director at Granbury Nissan, explains how lifetime repair coverage can turn a single visit into a long-term service relationship. " I think creating that customer relationship, creating that sense of value, is one of the bigger things." Daily Dealer live hosted by Sam D'Arc — listen to the full episode here: - Thank you to our partner Stream Companies! Check them out by visiting:
4:01

The fight between dealerships and independent repair shops is becoming a *trust* battle. Chris Skinner, Fixed Operations Director at Granbury Nissan, explains how lifetime repair coverage can turn a single visit into a long-term service relationship. " I think creating that customer relationship, creating that sense of value, is one of the bigger things." Daily Dealer live hosted by Sam D'Arc — listen to the full episode here: - Thank you to our partner Stream Companies! Check them out by visiting:

Car Dealership Guy

16,564 görüntüleme • 1 ay önce

Third-party listing sites are facing new backlash over how vehicle prices are presented. Andrew Wright, Managing Partner at Vinart Dealerships, explains why conditional pricing and deal ratings are distorting customer trust. "It's hard to log on to one of the big third-party listing companies in the New York market and find a listing that is not just chock-full of all of these conditional incentives, rebates, whatever you want to call them. All it's doing is, number one, contributing to a very poor customer experience because they can't walk into the showroom and buy the car for what they saw it online for. Unless they do all these different things. But also, and this is the thing that I find most ironic, this is the same data that is powering the appraisal tools that we are all using to appraise, value, market, merchandise, our inventory." Daily Dealer live hosted by Sam D'Arc and Ulisse de' Martino — listen to the full episode here: - Thank you to our partner Overfuel! Check them out by visiting
5:04

Third-party listing sites are facing new backlash over how vehicle prices are presented. Andrew Wright, Managing Partner at Vinart Dealerships, explains why conditional pricing and deal ratings are distorting customer trust. "It's hard to log on to one of the big third-party listing companies in the New York market and find a listing that is not just chock-full of all of these conditional incentives, rebates, whatever you want to call them. All it's doing is, number one, contributing to a very poor customer experience because they can't walk into the showroom and buy the car for what they saw it online for. Unless they do all these different things. But also, and this is the thing that I find most ironic, this is the same data that is powering the appraisal tools that we are all using to appraise, value, market, merchandise, our inventory." Daily Dealer live hosted by Sam D'Arc and Ulisse de' Martino — listen to the full episode here: - Thank you to our partner Overfuel! Check them out by visiting

Car Dealership Guy

11,000 görüntüleme • 7 ay önce

Dealership loyalty is facing new pressure beyond the showroom— Farzad 🇺🇸 🇮🇷, Content Creator, Ex-Tesla, breaks down why the ownership experience is becoming the real battleground in retail automotive. "Dealerships have been around for a really long time, and a lot of 'em do a lot of good for their communities, and most dealerships are run by wonderful people, and they employ wonderful people." "The problem is that there has been a disruption to the auto market. That's the problem. And so the question becomes, how does the existing model move to this disrupted model now, while also ensuring that they are ultimately looking out for the customer?" "There's wonderful people in these communities, I agree. But ultimately, if there's a company out there that just does it better, does that automatically mean we shouldn't have that? No. That's crazy." - Thank you to our partner Mia Labs! Check them out by visiting
2:17

Dealership loyalty is facing new pressure beyond the showroom— Farzad 🇺🇸 🇮🇷, Content Creator, Ex-Tesla, breaks down why the ownership experience is becoming the real battleground in retail automotive. "Dealerships have been around for a really long time, and a lot of 'em do a lot of good for their communities, and most dealerships are run by wonderful people, and they employ wonderful people." "The problem is that there has been a disruption to the auto market. That's the problem. And so the question becomes, how does the existing model move to this disrupted model now, while also ensuring that they are ultimately looking out for the customer?" "There's wonderful people in these communities, I agree. But ultimately, if there's a company out there that just does it better, does that automatically mean we shouldn't have that? No. That's crazy." - Thank you to our partner Mia Labs! Check them out by visiting

Car Dealership Guy

37,897 görüntüleme • 1 yıl önce

🚨 JD VANCE on the MASSIVE spike in political vioIence from leftists "If you're part of the left wing in this country, you have to look yourself in the mirror and say, 'why is it that so many people firing guns at their political opponents agree with MY perspective, and listen to the same sources of information that I listen to?' Maybe that suggests the left has to tone down the rhetoric a little bit! I certainly hope they do because I love the president, and obviously I love my family." "We don't want this violence in our country!" "The president has SUCH a good attitude about this, where he says the reason they come after him is he is doing big things. And that's EXACTLY right." "There is always some evil character going after people doing big things in our country. It does NOT mean you cannot do big things—that just means you need courageous leaders at the top."
3:16

🚨 JD VANCE on the MASSIVE spike in political vioIence from leftists "If you're part of the left wing in this country, you have to look yourself in the mirror and say, 'why is it that so many people firing guns at their political opponents agree with MY perspective, and listen to the same sources of information that I listen to?' Maybe that suggests the left has to tone down the rhetoric a little bit! I certainly hope they do because I love the president, and obviously I love my family." "We don't want this violence in our country!" "The president has SUCH a good attitude about this, where he says the reason they come after him is he is doing big things. And that's EXACTLY right." "There is always some evil character going after people doing big things in our country. It does NOT mean you cannot do big things—that just means you need courageous leaders at the top."

Nick Sortor

26,491 görüntüleme • 2 ay önce

They booked their stay at the Sandcastle in Myrtle Beach on AirBnB. They had stayed there before and loved it. Their room is cute, and the view is great, the problem is that once they walk out the door, they are completely alone. Every room is empty, the pool is closed and the lobby is locked. There are cars in the parking garage with layers of dust on them and signs that say if you have a security issue to call 9-1-1. How does AirBnB have one room available in an abandoned hotel? Why didn't they check the reviews before booking? Would you stay there or try to find another hotel?
7:50

They booked their stay at the Sandcastle in Myrtle Beach on AirBnB. They had stayed there before and loved it. Their room is cute, and the view is great, the problem is that once they walk out the door, they are completely alone. Every room is empty, the pool is closed and the lobby is locked. There are cars in the parking garage with layers of dust on them and signs that say if you have a security issue to call 9-1-1. How does AirBnB have one room available in an abandoned hotel? Why didn't they check the reviews before booking? Would you stay there or try to find another hotel?

Blonde of War (JJ)

2,636,577 görüntüleme • 3 ay önce

" While they're out there on a test drive, the desk is starting to work the numbers. The desk is starting to structure deals, the desk is looking at what they've got and where they need to go, and they're just very, very prepared. When the customer walks back in the door, we're ready." Some stores are rethinking where the finance process begins. Chris Taylor, Owner of Certified Auto Brokers, breaks down the *shortcut* helping his team get numbers ready before the customer returns from the test drive. Daily Dealer live hosted by Sam D'Arc — listen to the full episode here: - Thank you to our partner OPENLANE US! Check them out by visiting:
2:40

" While they're out there on a test drive, the desk is starting to work the numbers. The desk is starting to structure deals, the desk is looking at what they've got and where they need to go, and they're just very, very prepared. When the customer walks back in the door, we're ready." Some stores are rethinking where the finance process begins. Chris Taylor, Owner of Certified Auto Brokers, breaks down the *shortcut* helping his team get numbers ready before the customer returns from the test drive. Daily Dealer live hosted by Sam D'Arc — listen to the full episode here: - Thank you to our partner OPENLANE US! Check them out by visiting:

Car Dealership Guy

17,129 görüntüleme • 1 ay önce

Mikel Arteta says he ‘doesn’t know’ and his future at Arsenal doesn’t ’depend on him’ with his contract set to run out in 18 months: “Yes [can see himself extending], but it's about today, and a lot of things have to happen in the next few months as well, to earn the right. I think a manager has to earn the right to be here tomorrow, and that's how you react, how you talk here, how you go in the direction of the message that you send, how much the players follow you. “I always say that you need support; I've said it before. From ownership and the board is great. At the end, the most important one is those players. You open that door, you confront them, you talk to them, and they are like this or they are like this. “For six years, I've seen just players with a level of attention, desire to learn, and give the maximum to the team. That is what keeps me in this job, nothing else and obviously, winning a lot of football matches, percentage-wise, I think it's quite high. So that's the only way; if not, you cannot survive in this environment. Arteta asked about conversations with players as Saka and Rice and renewing their deals about his own future: “Yeah, they do ask me, but I cannot lie to them, I don't know. It's something that doesn't depend on me. “Yes, 100 percent [I am happy here], yes. But again, it doesn't depend only on me. And they have to make a decision that is based as well on what they feel about it. And again, that's another sign when you sit with a player and he's talking to you in those terms and they really want to stay. “They don't want to even listen to another option. That's a good sign because that means that the club looks after them in the right way and they believe that this is the right club for them to achieve the goals that they want in their life.”
2:01

Mikel Arteta says he ‘doesn’t know’ and his future at Arsenal doesn’t ’depend on him’ with his contract set to run out in 18 months: “Yes [can see himself extending], but it's about today, and a lot of things have to happen in the next few months as well, to earn the right. I think a manager has to earn the right to be here tomorrow, and that's how you react, how you talk here, how you go in the direction of the message that you send, how much the players follow you. “I always say that you need support; I've said it before. From ownership and the board is great. At the end, the most important one is those players. You open that door, you confront them, you talk to them, and they are like this or they are like this. “For six years, I've seen just players with a level of attention, desire to learn, and give the maximum to the team. That is what keeps me in this job, nothing else and obviously, winning a lot of football matches, percentage-wise, I think it's quite high. So that's the only way; if not, you cannot survive in this environment. Arteta asked about conversations with players as Saka and Rice and renewing their deals about his own future: “Yeah, they do ask me, but I cannot lie to them, I don't know. It's something that doesn't depend on me. “Yes, 100 percent [I am happy here], yes. But again, it doesn't depend only on me. And they have to make a decision that is based as well on what they feel about it. And again, that's another sign when you sit with a player and he's talking to you in those terms and they really want to stay. “They don't want to even listen to another option. That's a good sign because that means that the club looks after them in the right way and they believe that this is the right club for them to achieve the goals that they want in their life.”

Connor Humm

88,637 görüntüleme • 6 ay önce

And that as they say is that! As the curtain comes down on the final day of my 25 years in politics I want to say a huge thank you to all of the people of Meath for your support. It has been the honour of my life to serve you. I leave this building today as a very proud Meath man
0:40

And that as they say is that! As the curtain comes down on the final day of my 25 years in politics I want to say a huge thank you to all of the people of Meath for your support. It has been the honour of my life to serve you. I leave this building today as a very proud Meath man

Shane Cassells

15,802 görüntüleme • 1 yıl önce

"They don't want to be thrown out of the club." Adam Carolla dissects the Hollywood lockstep leftism on display at the Grammys on Sunday: "If those people started saying, we support Trump, guess who's out? Yeah, you’re f*cking out." "Whatever the subject, you guys, here's what it is. And this will prevent you from getting kicked out of the club." "Now we're going to have an award show, and you get up there and whoever praises whatever your policies are the loudest — oh, and by the way, we hate Trump." "So you got to say something sh*tty about him. And then something great about Black Lives Matter or whatever that thing is." "Whoever does that the best is going to stay in the club the longest." "So now you have a decision to make, you know, one of three things. You can either go up there and do ICE out and nobody's illegal. You’ll be fine." “Or you can go up there and just be neutral, not say anything. But that will make people wonder if you should be in the club." “Or you can touch that third rail and say you love ICE and love Trump, in which case you're 100% out and you're going to get booed off the stage." "So why are they all in the exact same place all the time? And the answer is they're not. They don't want to be thrown out of the club.”
2:27

"They don't want to be thrown out of the club." Adam Carolla dissects the Hollywood lockstep leftism on display at the Grammys on Sunday: "If those people started saying, we support Trump, guess who's out? Yeah, you’re f*cking out." "Whatever the subject, you guys, here's what it is. And this will prevent you from getting kicked out of the club." "Now we're going to have an award show, and you get up there and whoever praises whatever your policies are the loudest — oh, and by the way, we hate Trump." "So you got to say something sh*tty about him. And then something great about Black Lives Matter or whatever that thing is." "Whoever does that the best is going to stay in the club the longest." "So now you have a decision to make, you know, one of three things. You can either go up there and do ICE out and nobody's illegal. You’ll be fine." “Or you can go up there and just be neutral, not say anything. But that will make people wonder if you should be in the club." “Or you can touch that third rail and say you love ICE and love Trump, in which case you're 100% out and you're going to get booed off the stage." "So why are they all in the exact same place all the time? And the answer is they're not. They don't want to be thrown out of the club.”

Western Lensman

48,008 görüntüleme • 5 ay önce

IN THE BIBLE WITHIN THE FAMILY LIES THE BIGGEST HATERS all through the Bible is filled with lessons about jealousy between family and siblings They feel entitled to your success And they will kill you to stop you from enjoying the fruits of your labor Glorillas family is upset that she has not taken care of them.. The saddest thing is that they probably never even supported her dreams like that until money got involved This is why you leave the hood and even sometimes your family AND NEVER LOOK BACK The only thing you had in common with some of these niggas is y’all just so happened to be born into the same family But they are nothing like you While you were dream chasing They were not supporting But they will kill you if you don’t take care of them when your dream takes off That they didn’t support
0:31

IN THE BIBLE WITHIN THE FAMILY LIES THE BIGGEST HATERS all through the Bible is filled with lessons about jealousy between family and siblings They feel entitled to your success And they will kill you to stop you from enjoying the fruits of your labor Glorillas family is upset that she has not taken care of them.. The saddest thing is that they probably never even supported her dreams like that until money got involved This is why you leave the hood and even sometimes your family AND NEVER LOOK BACK The only thing you had in common with some of these niggas is y’all just so happened to be born into the same family But they are nothing like you While you were dream chasing They were not supporting But they will kill you if you don’t take care of them when your dream takes off That they didn’t support

MASTER STUDENT🤲🏾

35,938 görüntüleme • 5 ay önce

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10-year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.” Follow Startup Archive for more tactical startup advice!
5:28

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10-year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.” Follow Startup Archive for more tactical startup advice!

Startup Archive

407,653 görüntüleme • 2 yıl önce

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10 year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.”
5:28

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10 year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.”

Michael McGuiness

500,017 görüntüleme • 2 yıl önce

Service lanes are shaping the customer journey in ways sales floors can’t. Ed Roberts, COO of BOZARD FORD LINCOLN, breaks down how fixed ops experiences are becoming central to retention. "All these cars break, and then what I tell people, and you could say maybe Tesla doesn't, but they do, they have service centers. Every manufacturer out there has a service department tied to that showroom." "If there's an issue, do we have a throat to choke? And that's one of the separations between, that's one of the differentiators between franchise dealer and direct-to-consumer." "We're not meeting customers on their terms and looking through their lens of what the obstacles they go through, and overcoming those before they have to experience 'em." - Thank you to our partner Mia Labs! Check them out by visiting
1:54

Service lanes are shaping the customer journey in ways sales floors can’t. Ed Roberts, COO of BOZARD FORD LINCOLN, breaks down how fixed ops experiences are becoming central to retention. "All these cars break, and then what I tell people, and you could say maybe Tesla doesn't, but they do, they have service centers. Every manufacturer out there has a service department tied to that showroom." "If there's an issue, do we have a throat to choke? And that's one of the separations between, that's one of the differentiators between franchise dealer and direct-to-consumer." "We're not meeting customers on their terms and looking through their lens of what the obstacles they go through, and overcoming those before they have to experience 'em." - Thank you to our partner Mia Labs! Check them out by visiting

Car Dealership Guy

17,579 görüntüleme • 1 yıl önce

What people don't appreciate is that what's maintained the international system and the US position in that system are the middle powers as principal stakeholders, and that's because they perceive the current system as the best one for them. If their perception of America's role and its intentions changes, then the U.S. no longer has a great argument for why these middle powers should support them on different issues. America then becomes just another powerful state; the most powerful state, but one that is both pursuing interests and is using its power more coercively, which you've seen at least in the last month. And so very quickly, we will begin to generate antibodies in the system and coalitions against us on different issues. And we will quickly discover that the reason why the system has endured, why unipolarity has endured and why America's position has endured, is not because we have so many carrier strike groups; it's not because of military power. It's because most countries, although they publicly don't like to admit it, are stakeholders in the system and they see it as the best system for them compared to a bipolar or a multipolar world order. That's the reality. Usually when they say multi polar world order, what they mean is one that's more multilateral with greater room, greater opportunities for smaller states and middle powers. And that's fair. But what they don't mean is that they're all staying up at night and saying, you know, we wish that Saudi Arabia, Russia, maybe Iran and Turkey had a lot more power than they do right now. Because if you ask who would be the powers in the multipolar world system, it's usually not the countries that people want. And so, this kind of will be my closing argument that I think some folks in the U. S. are very short sighted and misunderstand the genuine sources of U. S. power and our position and what keeps it in the international order and what maintains it. And if you pull that thread, you will quickly start unraveling something and you will have an epiphany afterwards on what the order is really based on. — Michael Kofman
2:19

What people don't appreciate is that what's maintained the international system and the US position in that system are the middle powers as principal stakeholders, and that's because they perceive the current system as the best one for them. If their perception of America's role and its intentions changes, then the U.S. no longer has a great argument for why these middle powers should support them on different issues. America then becomes just another powerful state; the most powerful state, but one that is both pursuing interests and is using its power more coercively, which you've seen at least in the last month. And so very quickly, we will begin to generate antibodies in the system and coalitions against us on different issues. And we will quickly discover that the reason why the system has endured, why unipolarity has endured and why America's position has endured, is not because we have so many carrier strike groups; it's not because of military power. It's because most countries, although they publicly don't like to admit it, are stakeholders in the system and they see it as the best system for them compared to a bipolar or a multipolar world order. That's the reality. Usually when they say multi polar world order, what they mean is one that's more multilateral with greater room, greater opportunities for smaller states and middle powers. And that's fair. But what they don't mean is that they're all staying up at night and saying, you know, we wish that Saudi Arabia, Russia, maybe Iran and Turkey had a lot more power than they do right now. Because if you ask who would be the powers in the multipolar world system, it's usually not the countries that people want. And so, this kind of will be my closing argument that I think some folks in the U. S. are very short sighted and misunderstand the genuine sources of U. S. power and our position and what keeps it in the international order and what maintains it. And if you pull that thread, you will quickly start unraveling something and you will have an epiphany afterwards on what the order is really based on. — Michael Kofman

Demetri Kofinas

16,844 görüntüleme • 1 yıl önce

This is a long tweet - but its worth a read - Reform UK’s Dr David Bull talking about family and whether parents should stay at home to look after their children: “You want to support marriage through the tax system and make it easier for parents to stay at home to look after their children - what's the reason behind that?” Dr David Bull: We believe that children do better in stable relationships across the board. And actually we need to encourage that. In marriage you think? Dr Bull: In marriage, and that marriage is an important bond, isn't it? Because I think what children desperately need is someone at home, and they need someone to be there and support them during that education. So we think that's a cornerstone, actually. And one of the things that I find really strange and very difficult to understand is the disconnect that children now have, because when you come home, you want to be able to offload what's been going on at school, and you need someone at home to be able to do that. And if we can incentivise that through tax breaks that has to be a good thing. Do you think if you're a child with two working parents, that's not a great upbringing for you? Dr Bull: No… Of course, it's incredibly difficult. And parents have to work because of the cost of living. But actually, the ideal would be to have a parent that is there available when children need them. You say in the manifesto that the majority of mothers would choose to stay at home more if they could. What's the research on that? Dr Bull: So we polled extensively, actually. But I think if you talk to any mother, of course, they want to spend time with their children. They want to see them grow and develop. And if you're spending all your time at work and you don't have enough time with your kids, I think that's a travesty. You think it's a travesty? Dr Bull: yes And do you think it damages the children as well? Dr Bull: I think emotionally, children need support as they grow and develop. There are lots of questions they have. You have to look at why children are now so obsessed with social media, and certainly from the point of view of having nephews and nieces that are being told all sorts of stuff on social media that needs correcting immediately. One of the biggest things we've seen is the rise of anorexia and bulimia in young women and in young boys as well. And what - do you think that might be because you don't have parents at home? Dr Bull: Well, I think actually the parents are there and they need to counter some of the myths that are on social media.
2:32

This is a long tweet - but its worth a read - Reform UK’s Dr David Bull talking about family and whether parents should stay at home to look after their children: “You want to support marriage through the tax system and make it easier for parents to stay at home to look after their children - what's the reason behind that?” Dr David Bull: We believe that children do better in stable relationships across the board. And actually we need to encourage that. In marriage you think? Dr Bull: In marriage, and that marriage is an important bond, isn't it? Because I think what children desperately need is someone at home, and they need someone to be there and support them during that education. So we think that's a cornerstone, actually. And one of the things that I find really strange and very difficult to understand is the disconnect that children now have, because when you come home, you want to be able to offload what's been going on at school, and you need someone at home to be able to do that. And if we can incentivise that through tax breaks that has to be a good thing. Do you think if you're a child with two working parents, that's not a great upbringing for you? Dr Bull: No… Of course, it's incredibly difficult. And parents have to work because of the cost of living. But actually, the ideal would be to have a parent that is there available when children need them. You say in the manifesto that the majority of mothers would choose to stay at home more if they could. What's the research on that? Dr Bull: So we polled extensively, actually. But I think if you talk to any mother, of course, they want to spend time with their children. They want to see them grow and develop. And if you're spending all your time at work and you don't have enough time with your kids, I think that's a travesty. You think it's a travesty? Dr Bull: yes And do you think it damages the children as well? Dr Bull: I think emotionally, children need support as they grow and develop. There are lots of questions they have. You have to look at why children are now so obsessed with social media, and certainly from the point of view of having nephews and nieces that are being told all sorts of stuff on social media that needs correcting immediately. One of the biggest things we've seen is the rise of anorexia and bulimia in young women and in young boys as well. And what - do you think that might be because you don't have parents at home? Dr Bull: Well, I think actually the parents are there and they need to counter some of the myths that are on social media.

Sophy Ridge

678,429 görüntüleme • 2 yıl önce