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No Vision All Drive is the story of David Cohen & David Brown's first company, Pinpoint Technologies. Here are a few of the most important lessons they learned from their first company. Get your copy here: http://fgpress.com/no-vision-all-drive/
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4 LESSONS LEARNED from
THE FOUNDERS OF TECHSTARS
David Brown & David Cohen
NO VISION ALL DRIVEMemoirs of an Entrepreneur
In 1993, David Cohen and David Brown founded their first company, Pinpoint Technologies, which grew from a basement startup to a successful multinational company with $50 million in annual sales and over 250 employees. Chronicling the story of that company from its beginnings up to 2003, when it was sold to ZOLL Medical Corperation, and beyond, No Vision All Drive is the story of that company and the people who worked there. This book is not about business; it is about people.
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RECOGNIZE WHEN YOU ARE AT THE RIGHT PLACE AT THE RIGHT TIME
We were in the right place in the right time and had the vision to recognize it. In 1994, we recognized that a Windows-based dispatch system had a place in the ambulance marketplace. While competitors were still focused on old technology, we were able to get ahead.
FOCUS ON THE RIGHT THINGS,
IGNORE THE DISTRACTIONS
We stayed focused. We knew our strength, which was providing software to ambulance companies. Along the way, there were countless temptations to go off in a different direction. Early on, we almost took a contract to adapt our system for courier companies. People tried to convince us that our dispatch system would work for locksmiths and mobile diagnostic devices. We worked very hard to stay out of the business of reselling hardware. All of these decisions allowed us not to waste our efforts learning new things.
PROVIDE A GREAT WORK
ENVIRONMENT
We provided a great work environment. Our employees liked coming to work and contributing. The energy put into creating such an environment worked really well for us, even though it is frequently ignored by companies.
OBSESS OVER A GREAT
PRODUCT
We cared about providing great products and great services. This was one of our core beliefs and we lived it every day. If you start to analyze whether a particular feature is good for profits or if an expense is really necessary, quality suffers and it hurts you in the long run. Even though we had a 95% satisfaction rate from our customers, we thought it should be higher.
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