First, it is necessary to define what we see as the essence of a successful business.

Assumption A: Entrepreneurs’ personality

The entrepreneur must have the practical and managerial skills, must have the ability to define the vision, ability to communicate, motivate, establish contacts, should have a sense for business, finance, management, etc. If the entrepreneur does not have these qualities and skills then it is better to establish a partnership and complement the skills of each party.

Assumption B: Focus on a clearly defined activity that provides value

Those who embark on all sorts of great things and do nothing about it will really become extinct just like dinosaurs. It is necessary to define the core of business / the vision and stick to it and be the best.

How to develop the mentioned assumptions above? In the form of motivational and educational blog articles by Atollon for Business Growth, we will help you with the entrepreneurs’ personality. We will help you to practically improve your ability to concentrate on the essentials. Whatever your vision may be you will face the problem of conflicting priorities.

Growth of your business vs. operative business

When building a company, entrepreneurs mostly face the problem of conflicting priorities.

‘Should I devote resources to the development of the company or should I focus on output?’

As it is well known businessman are divided into 2 basic types:

Entrepreneurs can either be employees in their own business (work in the company) or they can develop their company (grow/develop the business). To whom which this concept is not clear I would recommend reading the basic literature ‘E-myth’ by Gerber.

’Work in the company’ is an activity that brings immediate returns in the form of newly acquired trades, order realization, etc. The work devoted to the development of the company is about implementation of the processes, about training and motivating the employees, increasing the value of services provided, etc. The effects of working on the growth side of you company will be seen in the long-term. Unfortunately ’work in the company’ does not improve the functioning of the whole company, it only contributes to its survival. For company growth, it is necessary to separate the role of the entrepreneur as the owner of the company who defines the vision, executive manager a person who leads and implements designed processes that lead to achieving the vision and the staff working ‘in their company’.

In order for an entrepreneur to devote more effort to the very nature of the business – the formation and implementation of business vision - he should take care of the continuous improvement of all processes leading to results in accordance with the implementation of the vision. A good system will help to meet this requirement.

A good system will help to organize repeatable processes that can be constantly adjusted according to the development of the firm. Thanks to a good management system the businessman does not need to care about routine tasks and return to the problems that have already been dealt with once. Instead they can devote the conceptual development and growth of the company, possibly devote to increasing the value provided to customers.

What other assumptions or barriers to the development of your business do you deem essential?