Non connu Faits sur zero to one nantes
Non connu Faits sur zero to one nantes
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It’s easier to copy a model than to make something new: doing what we already know how to ut takes the world from 1 to n, adding more of something familiar. Every new creation goes from 0 to 1. This book is embout how to get there.
It seemed obvious that propre technology was going to Lorsque huge. At the beginning of the 20th century, morceau of money was poured into new “cleantech” firms. Unfortunately, most of these firms ended up going out of business. They failed because they ignored the basic elements necessary cognition success.
New technology comes from startups. Big organizations lumber around uselessly, and individuals libéralité’t have the resources to create année entire industry. Small, agile groups foster innovation.
Given this, we might imagine that “pulvérisateur and pray” is a good strategy, considering no Nous-mêmes can really tell which companies will succeed. Peter thinks this is wrong.
Going from zero to one means going from nothing to something. This is the greatest leap possible — greater than going from one to 10 or even from Je to 100. To go from zero to Nous is to conjure something into fortune from the dark void of oblivion. This is the moelle of true innovation.
The bâtisseur who stuck with Silicon Valley learned four big lessons from the dot-com Défaite that still guide business thinking today:
Since there so many companies, every company in the zero to one nantes fund impératif Supposé que deliberately chosen to generate those astronomical returns.
Computers, while powerful, are weak at using judgment, especially in complex rang—something humans are quite good at. Charmant firms that find ways to moyen human skill with the number-crunching power of computers will lead the economy toward a better future without sacrificing jobs.
With these big-picture ideas in rond-point, Thiel presents some business rules of thumb to pilote would-be startup founders. Nous-mêmes of these is the idea of “10x”: When creating the benchmarks expérience innovation, developers should aim expérience creating a product that is ten times better than what is already dépassé there. Anything less than a 10x improvement is the avenir of incremental improvement that traps companies in endless competition.
Distribution is measured with two numbers. The Customer Lifetime Value (CLV) is the average amount of avantage you can expect to rapport from a customer. This face ha to Supposé que greater than the amount you spend to get that new customer; a visage known as the Customer Acquisition Cost (CAC).
Keep the CEO lean and hungry. Low CEO pay keeps the CEO from getting stuck nous-mêmes defending the status quo. It also telegraphs to everyone else on the team how committed the boss is. Low CEO salary will make it easier to keep everyone else’s pay low as well.
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"Sale is the opposé: année orchestrated campaign to change surface appearances without changing the underlying reality.”