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Vikas Acharya

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Welbeย โ€ขย 23d

๐Ÿฏ ๐—–๐—ฅ๐—œ๐—ง๐—œ๐—–๐—”๐—Ÿ ๐—ง๐—›๐—œ๐—ก๐—š๐—ฆ 3 ๐™˜๐™ง๐™ž๐™ฉ๐™ž๐™˜๐™–๐™ก ๐™ฉ๐™๐™ž๐™ฃ๐™œ๐™จ ๐™ฉ๐™ค ๐™จ๐™ฉ๐™–๐™ง๐™ฉ ๐™– ๐™—๐™ช๐™จ๐™ž๐™ฃ๐™š๐™จ๐™จ 1. There is a demand/gap in the market 2. You have the minimum required resources to start it 3. You know the industry and the market well, you know what makes money, what losses money, and what risks are there 3 ๐™˜๐™ง๐™ž๐™ฉ๐™ž๐™˜๐™–๐™ก ๐™ฉ๐™๐™ž๐™ฃ๐™œ๐™จ ๐™ฉ๐™๐™–๐™ฉ ๐™ ๐™ž๐™ก๐™ก ๐™– ๐™—๐™ช๐™จ๐™ž๐™ฃ๐™š๐™จ๐™จ 1. Running out of cash (due to lack of sales, poor financial management, etc) 2. Thinking only funding will grow your business, failing to raise leads you to shut down the business 3. Lack of entrepreneurial traits (patience, perseverance, persistence, hard-working, delayed gratification, etc). - entrepreneurship is not a skill, is a behavior 3 ๐™˜๐™ง๐™ž๐™ฉ๐™ž๐™˜๐™–๐™ก ๐™ฉ๐™๐™ž๐™ฃ๐™œ๐™จ ๐™ฉ๐™ค ๐™ฉ๐™ช๐™ง๐™ฃ ๐™–๐™ง๐™ค๐™ช๐™ฃ๐™™ ๐™– ๐™›๐™–๐™ž๐™ก๐™ž๐™ฃ๐™œ ๐™—๐™ช๐™จ๐™ž๐™ฃ๐™š๐™จ๐™จ 1. Cut necessary costs (stop the bleeding), donโ€™t cut costs that are cortical for your turnaround 2. Negotiate with your creditors and agree on a practical and possible restructuring plan 3. Focus on generating income and less on spending

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Vikas Acharya

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๐ŸŽฏ ๐—ฆ๐˜๐—ฎ๐—ฟ๐˜๐˜‚๐—ฝ ๐—Ÿ๐—ฎ๐˜‚๐—ป๐—ฐ๐—ต๐—ฝ๐—ฎ๐—ฑ ๐—˜๐—ฝโ€ฏ๐Ÿฎ: ๐— ๐—ฎ๐˜€๐˜๐—ฒ๐—ฟ๐—ถ๐—ป๐—ด ๐˜๐—ต๐—ฒ ๐—ฃ๐—ฟ๐—ผ๐—ฑ๐˜‚๐—ฐ๐˜ ๐—ฃ๐—น๐—ฎ๐˜†๐—ฏ๐—ผ๐—ผ๐—ธ How to build a product organization with a clear vision, roadmap, and pricing strategy that supports growth and user delight. 1. ๐Ÿ› ๏ธ ๐™๐™ž๐™ง๐™จ๐™ฉ,

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