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Fatality Rose From The Ashes Because Of Pareto’s Principle

Phillip Gimmi and Jared Koning of Fatality on inbound marketing and rising from the ashes.

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Vital Stats

  • Players: Phillip Gimmi and Jared Koning
  • Company: Fatality
  • What they do: Inbound marketing and appointment setting
  • Launch: 2016
  • Visit: fatality.co.za

As a small business owner, we all struggle to find new customers. This is part of the burden of entrepreneurship that most people don’t like to talk about.

Entrepreneurship is hard, you need to be able to provide a great product/service at the same time you need to be the accountant, operations manager, do the HR and get the marketing done. Above all, you need to increase sales and grow the business.

We not equally good at all jobs, we usually have an area of mastery. When we spend time on things we not good at, we taking precious time away from what we are good at. We need to manage our business the way Pareto would have done if he were a modern day manager.

Related: 5 Leadership Secrets Stolen From Famous People

Pareto and the Pareto principle

Vilfredo Pareto was an italian economist who lived at the end of the 19th century and discovered that roughly 80 percent of the wealth of the country was distributed to the top 20 percent and that 80 percent of the population only had 20 percent of the wealth and this ‘rule’ remained historically true.

He called this discovery the Pareto’s principle, it’s also commonly referred to as the 80/20 principle.

Years later after studying Pareto’s principle, an enthusiastic entrepreneur/management consultant by the name of Richard Koch had a stunning realisation about this economic principle. He realised it applied to management as well. He discovered that 20 percent of the work done gave roughly about 80 percent of the return, whereas the other 80 percent of the work done only gave about 20 percent of the return on the business.

This research by Richard Koch was taken one step further by life long learner and adwords expert, Perry Marshall. He discovered that the 80/20 principal was just the tip of the iceberg. He spent months analysing his adwords account and realised that there was an 80/20 inside of the 80/20.

In other words 4% of all the search terms he used across all his accounts that he managed brought in roughly 64% of the qualified traffic. This applied to all industry and multiple countries. He further elaborated that their is an 80/20 to everything we do, all we need to do is take the time to work on our business rather than just in our business.

What to focus on and who to partner with?

The problem is that most business owners are good at the technical skill they sell and not necessarily good at finding customers or running a business. This means you get really good ‘lawyers’ ending up being very bad salespeople and business owners. They decided to be a salesperson when they have never been in sales.

Related: Swopinfo Is Harnessing The Power Of The Network Effect

It’s like getting a law degree and opening up a surgical practice. It does not make sense. These people that sell the technical skill they good at may it be accounting, legal advice, human resources, graphic design, information systems etc. should focus on their strengths and hire for their weaknesses.

The difference between ‘in’ and ‘on’

fatality-south-african-logo

The other challenge that these business owners have is that they too busy working in their business and not spending enough time working on their business. They jump on the hamster wheel and go! When you ask them to stop and spend a few hours each day to work on their business they look at you as if you crazy.

Saying they can’t stop because they too busy. Ironically, they are only as busy as they are because they don’t spend enough time to find ways to do things more efficiently. They are literally keeping themselves stuck within their business working long hours and having an unbalanced lifestyles.

According to Michael E Gerber the entrepreneurial myth is a ‘technician’ who started a small business thinking they are an entrepreneur and then left wondering why the business is not working. They know how to do the work and mistake the work for running the business and this is a fatal mistake. Working on the business is not the same as working on the work within the business.

Key takeaway

These are the two biggest challenges both Jared Koning and Phillip Gimmi had to face before growing Fatality and helping 25 b2b based businesses. These two points are the some of the biggest internal struggles many entrepreneurs face and either don’t realise it or don’t talk about it.

Related: How PFE International Remains Relevant By Creating Value

Once we overcame these two realisations, it only took a few short months to rise from the ashes, experience hyper growth and help many other businesses grow.

The first point is you need to identify where the majority of the impact is coming from and focus on making that work very well compared to trying to make everything work well. Additionally if you not good at sales, don’t try to be. It’s easier to become better at what you good at compared to becoming good at something you bad at.

The second point is If you to busy doing a good job for your customers business, you probably part of the majority that are neglecting their own business. If you are a skilled attorney in a law practice and you love being an attorney then get someone else to run the business so that you can do your best work first and always. Working in a business compared to working on a business could not be any more different than what it is.

You can overcome this like Fatality has done, by choosing the right type of partner so that you cover each others weaknesses or alternatively hire the right type of staff that covers your weaknesses. This way your organisation has no weaknesses and each person is allocated to their individual strengths.

Entrepreneur Magazine is South Africa's top read business publication with the highest readership per month according to AMPS. The title has won seven major publishing excellence awards since it's launch in 2006. Entrepreneur Magazine is the "how-to" handbook for growing companies. Find us on Google+ here.

Lessons Learnt

Richard Branson’s ABCs Of Business

Throughout the year, the Virgin co-founder shared what he thinks are the essential elements to success.

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If there’s one thing Richard Branson knows, it’s how to run a successful business.

Throughout last year, the Virgin founder shared what he thinks are the keys ingredients to building a successful company with each letter of the alphabet, which he slowly revealed through the 365 days.

From A for attitude to N for naivety to Z for ZZZ, check out Branson’s ABCs of success.

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Lessons Learnt

How Reflexively Apologising For Everything All The Time Undermines Your Career

How can you inspire confidence if you are constantly saying you’re sorry for doing your job?

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I’m one of those weird people who gets excited about performance reviews. I like getting feedback and understanding how I can improve. A few years ago, I sat down for my first annual review as the director of communications for the Florida secretary of state, under the governor of Florida.

I had a great relationship with my chief of staff, but I had taken on a major challenge when I accepted the job a year prior. I didn’t really know what to expect.

Youth takes charge

I was 25 at the time, and everyone on my team was in their thirties and forties. I came from Washington, D.C., and was an outsider to my southern colleagues. I was asking a lot from people who had been used to very different expectations from their supervisor.

I sat down with my chief of staff who gave me some feedback about the challenges I had tackled.

She then paused and said to me, very directly,”But you have to stop apologising. You must stop saying sorry for doing your job.”

Related: 8 Valuable And Inspirational Web Series You Should Check Out

I didn’t know what to say. My reflex was to reply sheepishly, “Umm, I’m sorry?” But instead I immediately decided to be more cognisant of how often I said I was sorry. Years later, her words have stuck with me. I have what some may consider the classic female disease of apologising. When the New York Times addressed it, five of my friends and past coworkers sent it to me.

In it, writer Sloane Crosley got to the heart of the issue:

“To me, they sound like tiny acts of revolt, expressions of frustration or anger at having to ask for what should be automatic. They are employed when a situation is so clearly not our fault that we think the apology will serve as a prompt for the person who should be apologising.”

Topic of debate

I’ve talked at length with other women trying to figure out this fine balance. The Washington PostTime, and Cosmopolitan have all tackled this topic. Some say it’s OK to apologise; others criticise those who are criticising women who apologise. Clearly, I’m not alone in dealing with this issue. In fact, I’m constantly telling the people I manage that by apologising they give up a lot of their power.

Related: Want To Feel Empowered? Check Out These 17 Quotes From Successful Entrepreneurs And Leaders

Here’s the bottom line: Don’t apologise for doing your job.

If you’re following up with a coworker about something they said they’d get to you earlier, don’t say, “Sorry to bug you!” If you want to share your thoughts in a meeting, don’t start off by saying, “Sorry, I just want to add…” If you’re doing your job, you have absolutely nothing to apologise for.

That’s what I think. And I’m not even sorry about it.

This article was originally posted here on Entrepreneur.com.

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Lessons Learnt

10 Quotes On Following Your Dreams, Having Passion And Showing Hard Work From Tech Guru Michael Dell

If you’re in need of a little motivation, check out these quotes from Dell’s CEO, founder and chairman.

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There’s much to learn from one of the computer industry’s longest tenured CEOs and founders, Michael Dell. As an integral part of the computer revolution in the 1980s, Dell launched Dell Computer Corporation from his dorm room at the University of Texas. And it didn’t take Dell long before he’d launched one of the most successful computer companies. Indeed, by 1992 Dell was the youngest CEO of a fortune 500 company.

Dell’s success had been long foreshadowed. When he was 15, Dell showed great interest in technology, purchasing an early version of an Apple computer, only so he could take it apart and see how it was built. And once he got to college, Dell noticed a gap in the market for computers: There were no companies that were selling directly to consumers. So, he decided to cut out the middleman and began building and selling computers directly to his classmates. Before long, he dropped out of school officially to pursue Dell.

Fast forward to today. Dell is not only a tech genius and businessman, but a bestselling author, investor and philanthropist, with a networth of $24.7 billion. He continues his role as the CEO and chairman of Dell Technologies, making him one of the longest tenured CEOs in the computer industry.

So if you’re in need of some motivation or inspiration, take it from Dell.

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