Any entrepreneur who starts a business activity initially thinks about how to put a product or service on the market that is accepted by the general public and is economically profitable. However, when they take this first step, in other words, when they have tested the market and there is a target audience that accepts their product or service, they are faced with a new context, no less important than the first one. How can they optimise the resources available to them? How can they get more resources as quickly as possible? How can they reach more potential customers? In short, how can they grow more or less quickly and in a more or less orderly fashion and not stagnate in this new business phase? All companies go through this, from small SMEs with a turnover of a few thousand euros to companies with a turnover of millions of euros.
Commonly, at this point, a large number of companies start to settle for the market share they have always been allocated on a temporary basis and face a slow growth/stagnation that has a limit, the limit of their own static conception of the company. If the company survives into the future, in some cases, depending on the sector and the level of development of the product or service in which they are involved, they will manage to reach the second generation who will try new ideas or, on the contrary, will succumb definitively to the reality of a market that never sleeps and never remains static in the face of a single conception of the company.
Knowing how to adapt to the continuous market needs, knowing how to pivot in each case in the right direction by reading where the global awareness of the sector, of the economy, of the world is heading, is more than necessary to ensure that a company survives and above all to achieve the desired growth in the shortest period of time possible, because if there is something valuable, it is time.
One of the first essential questions to adapt to the new economic and social contexts is not to lose the entrepreneur’s enthusiasm, to create at every moment, to try, to innovate and to never be afraid of change. The companies that innovate the most in their day-to-day operations are the companies that grow the most, the ones that succeed the most.
Likewise, don’t let yourself be fooled into thinking that, if you don’t lose the initial enthusiasm, innovating, for example, is enough. These are fundamental issues, yes, but at the same time, other equally important issues must coexist, such as having a well-defined organisational structure, well-differentiated roles, well-organised work and investing in people or companies capable of contributing to our company what you cannot give it yourself. As well as attracting and creating talent. Look for people better than you. It is essential, or rather obligatory, to create an entrepreneurial mentality in each of the employees that make up the company, to listen to and test each and every new idea. The company’s human resources and the companies that provide services at the highest level must be an extension of management with the same desire to succeed and should share the same social objectives.
