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1/ Throughout my startup career, I’ve seen many founders have an aversion to sales. This is a mistake that can kill your startup.

2/ Sales is often viewed as either a saving grace or proof that the product isn’t good enough (because it should sell itself). Neither are ever true. Some common mistakes that result in...

3/ Mistake 1: Hire a sales rep before reaching product/market fit to get your initial batch of customers. This is a mistake because founders need to work through their MVP with early adopters to truly understand what it is they’re selling.

4/ Mistake 2: Reach product/market fit, need to scale, and rely entirely on self-serve. For enterprise products that require big commitments and internal shifts, almost no product is self-explanatory enough to sell itself.

5/ Mistake 3: Make a first sales hire who isn’t scrappy enough to help mold the sales process from scratch. Some salespeople are amazing at their jobs, but not cut out to establish the processes that others end up following. This skillset is what @rdedatta calls a “sales ninja”.

#twitterArts
Arts are best form to Express thoughts & devotion. In All civilization Arts played very important role to express sprituality. Tibbeten Tangkhas are prime example .

List of My Paintings & Sketches

प्रलय पयोधि-जले धृतवान् असि वेदम्
विहित वहित्र-चरित्रम् अखेदम्
केशव धृत-मीन-शरीर, जय जगदीश हरे!!

छलयसि विक्रमणे बलिम् अद्भुत-वामन
पद-नख-नीर-जनित-जन-पावन
केशव धृत-वामन रूप जय जगदीश हरे

नंदसि यज्ञ- विधेर् अहः श्रुति जातम्
सदय-हृदय-दर्शित-पशु-घातम्
केशव धृत-बुद्ध-शरीर जय जगदीश हरे

क्षत्रिय-रुधिर-मये जगद् -अपगत-पापम्
स्नपयसि पयसि शमित-भव-तापम्
केशव धृत-भृगुपति रूप जय जगदीश हरे

In 1937, a trucker got frustrated waiting for his cargo to be unloaded. He later sold his company for $1.1 billion.

Here’s the story of how Malcom McLean made a billion dollars and which startup could be following in his footsteps. (Inspired by our episode with @laurabehrenswu)

In the early 1950s, the shipping industry was a dying business.

New York’s docks were handling half as much domestic cargo in the early 1950s as they had been in the depressed 1930s.

In thirty years, no one had invested significant money in coastal shipping.

Why?

As McLean found out, loading ships was difficult and slow.

A truck or train would deliver items to the port. Each item was unloaded separately, recorded, and carried to storage.

When a ship was ready, each item was taken from storage, counted again, and hauled on-board.

The cost of this labor was significant. As one expert at the time explained:

“A four-thousand-mile voyage for a shipment might consume 50 percent of its costs in covering just the two ten-mile movements through two ports.”

Yet, despite the industry’s issues, it felt little pressure to change.

Foreigners were barred from operating domestically. Cartels ran international routes. And gov. subsidies eased the pain of labor costs.

Reshaping the industry needed an outsider.

Enter Malcolm McLean.