We were told RAN ONE was stopping its newsletters (and webinars) in June (2019). My first thought was “Do we stop - or pay another third party?” Most of those are either accounting newsletters (boring) – or business newsletters that aren't a natural fit with us. We're more concerned about making change than simply increasing knowledge for the sake of it.


After more than two decades with RAN ONE we're still as committed as ever to seeing businesses excel. Every business could do better (usually a lot better, and not just in terms of profit), if only it keeps the long term picture in mind. Most owners want quick fixes, but when the crunch comes, won't take the necessary steps to grow their business sustainable way.


A proverb from my French lessons at school says "Little by little, the bird makes a nest". That seems appropriate for businesses. There is no single magic bullet. Even if there are changes which make a significant difference, over time they will reduce in effectiveness - much as gardeners have to keep pulling weeds. Growing a business is all about consistent improvement and growth.


Growth doesn't simply mean getting bigger. Usually, that is desirable, but growth refers to making more valuable. Valuable doesn't just mean more dollars, although again that is generally a more desirable outcome than fewer dollars. But more valuable means adding to your life - much more challenging to measure, but also more important.


Every business is unique, although sadly owners often don't recognise (and take advantage of) that fact. Advice is often based on the expertise of particular advisors. Often this involves marketing skills, and people with those skills are great at marketing their services to you. Just be sure you know what you want first, and measure the results.


The RAN ONE Rocket below fits larger enterprises with the directors being responsible for the direction, and separate departments for each of the fins. But it also applies to one person on their own (and to every business between). Far too often a person sees themselves as the business. We suggest the first step is to recognise the business as a separate "person" or entity. This has implications, including the business has needs which you may not be able to provide as things stand. Hence the need to work on the business, not just in the business.


You can develop the needed skills to some extent, given enough time. But as Michael Gerber points out in his "The E-Myth Revisited", the entrepreneur and manager are almost opposite personalities. Even without that, bouncing ideas around with other people will enhance the outcome. Having at least one other party (preferably sufficiently different from you) to share the journey with can only broaden the adventure. If you don't have someone who comes to mind, feel free to talk with us. Talk is free.

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