Most Fortune 500 companies began as small start-ups whose entrepreneurial founders slowly developed the infrastructure, hired the staff, sourced manufacturers or built their own factory, and created distribution, sales, and marketing plans.
I was a VP of marketing, I was regional sales manager in fashion, and marketing director in communications and product development. I was always a corporate Fortune 500 girl.
I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.
Corporate houses and big companies can be meaningful distribution channels for start-ups.
Most start-up companies fail and it is smart public policy to help entrepreneurs increase their odds of succeeding. But, the biggest loss to our economy is not all the start-ups that didn't make it: It's the ones that might have been created but weren't.
Trust-me companies are companies whose financial results gallop ahead of their businesses, companies with seemingly perfect control over their quarterly sales and profits. Companies whose financial statements are loaded with footnotes: companies that short-sellers often attack but rarely dent.
Microsoft, Disney, Ford, Facebook, and a hundreds and thousands of other companies that affect us daily all began life as baby companies, aka start-ups.
The NBA's a Fortune 500 company. That's how you look at it. And all the other Fortune 500 companies out there in the world, you don't see their CEOs and COOs going to work with white tees and baggy clothes and stuff like that. So I have to take that same approach.
Small and mid-sized companies in this country historically have been responsible for creating the overwhelming majority of new jobs in the private sector. One of the most-common misconceptions about our private enterprise system is that large companies, such as the Fortune 500, are integral to the process of job creation in this country. The truth is quite the opposite.
The NBAs a Fortune 500 company. Thats how you look at it. And all the other Fortune 500 companies out there in the world, you dont see their CEOs and COOs going to work with white tees and baggy clothes and stuff like that. So I have to take that same approach.
Often in companies, you'll see tensions between sales and marketing. Sales people will want to give discounts to clients because they often get paid a commission based on how much they sell. So they're always pushing to give discounts because that will increase sales. Marketing, however, is judged by overall profitability.
I'm fundamentally not interested in the Fortune 500 companies - in US, Mexico, anywhere. The real backbones of economic growth are small and medium businesses.
Companies whose marketing and sales departments are not using the Internet and social media for communication may have the same fate that the dime stores had when Wal-Mart came onto the scene.
Most people are average. Founders are not. Founders' traits seem to have an inverse normal distribution to them.
I have seen the way a conglomerate works. My personal calling was in start-ups, so I built my own start-up.
Last year, the journalist Malcolm Gladwell conducted a survey of chief executive officers of Fortune 500 companies for his book Blink. He discovered that while in the US population 14.5 per cent of all men are 6ft (1.83m) or taller, among CEOs of Fortune 500 companies the proportion is 58 per cent. And while 3.9 per cent of American adults are 6ft 2in or taller, almost a third of the CEOs were that tall.
I've built companies, I've created jobs, I know the frustration of small businesses with higher taxes.