A Quote by Reid Hoffman

First mover Advantage doesn't go to the company that starts up, it goes to the company that scales up — © Reid Hoffman
First mover Advantage doesn't go to the company that starts up, it goes to the company that scales up
We were the first multibrand platform for the customization of designer clothing. And it's great to be a first mover if you manage to pull it off. You can have a great competitive advantage. But if you're quite early, you're learning a lot: both learning as a company, and the customer is still learning.
A company invites their employees to sign up for a plan where every time they get a raise, some part of that raise goes to increasing their contribution rate to the 401k plan. In the first company we convinced to adopt this plan, saving rates tripled.
When you're in a start-up, the first ten people will determine whether the company succeeds or not. Each is 10 percent of the company. So why wouldn't you take as much time as necessary to find all the A players? If three were not so great, why would you want a company where 30 percent of your people are not so great? A small company depends on great people much more than a big company does.
As leaders, we've all seen the painful effects of team members not keeping pace with company growth - it's called up-leveling, and it's all too common when a company goes from zero to something to hopefully an IPO.
I have my own theory about why decline happens at companies like IBM or Microsoft. The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of the product becomes less important. The company starts valuing the great salesmen, because they’re the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company.
It takes a while for executives to understand that every company is a spatial company, fundamentally: where are our assets, where are our customers, where are our sales. But when they get it, they light up and say, 'I want to get the geographic advantage.'
When I started my first company, I still had a 40-hour a week job. I was working on my company on nights and weekends before I took the plunge and gave up a salary.
Beats is inherently different: the company is a consumer electronics company but also a media company; a packaged goods company but also an entertainment company.
The existence of a prime mover- nothing can move itself; there must be a first mover. The first mover is called God.
Every company has room for the man who has a definite plan of action which is to the advantage of that company.
The design and creative side is not a problem, but learning how to run a company as a young creative has been challenging. There is so much more on the business side than I ever considered when I first started making jewelry in my kitchen. It has been a challenge keeping up with the company's success, and I have had to learn from my and others' mistakes as I go.
Basically, I left Northern Telecom after 7.5 years of being in one company after school. And then, I ended up in a series of start-ups. The first of those was a company called Sitech, and they were in local area networks.
I want to control the company, but I don't know how life goes. We are already a big company, and the larger our capitalization is, the lower goes the threshold for control.
You know, I'm behind my company. My company has been a big part of my life. And it's not that I been buying a company or that my father bought a company and tried to do something out of it. You know, it's not the same thing. It's my name, it's my company, it's my signature.
If the only common thread you have as an industrial company is the fact that you think you're well managed, you can still be a pretty good company, but you're not going to be a dominant company, a competitive company over time.
Keeping people fired up starts with having a really clear vision for what the company is aiming to do.
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