Читать книгу Small business. Big game онлайн

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When I spoke with him and asked him about his development plans, I saw that he wanted his products to be used by people throughout the world but that he was being held back by fear of the problems involved in expansion. He thought that the main thing keeping his company from developing was the threat of a reduction in quality and the difficulties associated with advertising and sales in new regions. Essentially he, like me in my first company, did not even see the true reason for the problems involved in expansion; he did not know how to organize the work or how to manage people, and what’s more, he was afraid to do so. Yes, he had a perfectly respectable income for a company of that size as well do satisfied customers. But despite being bogged down in the routine of operations, he himself worked with big customers, he himself managed financial affairs, ran production, and handled personnel. Such an array of duties would be hard to hand over even to his son, let alone a hired manager. No one would want to take on that whole headache. Looking at this situation honestly, the employees of this company had no prospect of advancement if the company did not grow. Therefore, even when a very talented and ambitious person joined the company as an employee, sooner or later that person left. Some company founders tell, with a mixture of pride and regret, that many of their former employees have started their own businesses. This is truly something to be sorry about. If these men and women have been able to found their own companies and have achieved some results, they could have made real contributions to their previous employers. It is obvious that a group of capable people can move mountains, but instead of a single company with tremendous results, the outcome is often several small and usually unsuccessful businesses.