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To succeed at selling a losing product, you must develop seriously superior sales techniques. In addition, you have to be massively competitive and incredibly hungry to survive in that environment.
Ben Horowitz
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Ben Horowitz
Age: 58
Born: 1966
Born: June 13
Businessman
Businessperson
Engineer
London
England
Benjamin Abraham Horowitz
Succeed
Selling
Addition
Environment
Technique
Sales
Must
Seriously
Techniques
Product
Competitive
Hungry
Superior
Develop
Superiors
Losing
Incredibly
Products
Survive
Massively
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In life, everybody faces choices between doing what's popular, easy, and wrong vs. doing what's lonely, difficult, and right. These decisions intensify when you run a company, because the consequences get magnified 1,000 fold. As in life, the excuses for CEOs making the wrong choice are always plentiful.
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I was an executive running a pretty substantial group before becoming CEO, and I had no idea what it was like. When something goes wrong, people say, 'It's all your fault.' Your reaction is, 'It's not my fault.' But what do you mean? I was the founder, I hired everybody in the company, I was managing it.
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Hire sales people who are really smart problem solvers, but lack courage, hunger and competitiveness, and your company will go out of business.
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The bigger you get, the harder this gets because the more aggressive the people working for you are.
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Over the last ten years, technological advances have dramatically lowered the financial bar for starting a new company, but the courage bar for building a great company remains as high as it has ever been.
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As companies move to web-based computing they get a lot more servers, which are difficult to manage and control. All kinds of problems can arise - security, quality and worms.
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If you manage a team of 10 people, its quite possible to do so with very few mistakes or bad behaviors. If you manage an organization of 1,000 people it is quite impossible. At a certain size, your company will do things that are so bad that you never imagined that youd be associated with that kind of incompetence.
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Groupon looked like a very high valuation, but any investment in a great company at any stage is almost always a good investment.
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Sometimes an organization doesn’t need a solution it just needs clarity.
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It's pretty clear that [customers] know what their budgets are now, and what they want to spend it on.
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It's quite possible for an executive to hit her goal for the quarter by ignoring the future.
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Nothing motivates a great employee more than a mission that's so important that it supersedes everyone's personal ambition.
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