Page 37 - The Bootstrapper Bible

ChangeThis take on great risk in exchange for the freedom to make something big, something that has real market value. If you buy a Subway franchise hoping to work just a little and get very rich, youʼre in for a big disappointment. The numbers of the business model donʼt support absentee management of most Subways. You, the franchisee, need to be the manager too. A business model that relies on a huge number of customers or partners is far less flexible than one you can adjust as you go. Contrast this with the entrepreneur who invents a new kind of photo booth, then mortgages everything he owns and borrows the rest to build a company with 60 employees in less than a year. If it works, heʼs hit a home run and influenced the lives of a lot of people. If it fails, heʼs out of the game for an inning or two and then, like all good entrepreneurs, heʼll be back. Both situations offer tremendous opportunity to the right person, and millions of people are delighted that they left their jobs to become a freelancer or an entrepreneur. But for you, only one of them will do. And you must figure out which one. The entrepreneur is comfortable raising money, hiring and firing, renting more office space than she needs right now. The entrepreneur must dream big and persuade others to share her dream. The freelancer, on the other hand, can focus on craft. She can most easily build her business by doing great work, consistently. This manifesto is focused on freelancers and early-stage entrepreneurs. Itʼs designed to show you how to thrive and survive before raising money. Because if you bootstrap successfully, | iss. 6.01 | i | U | X | + | Send this to a friend. CLICK HERE. h 37/103 f