💰 Raise Money by Saving Money

Section B3: Money — Start. Scale. Exit. Repeat. Blog Reflection Series

By Brent Parker, Resilience Repurposed LLC

What if you didn’t need to raise more capital, because you could unlock hidden capital inside your current operations?

That’s the premise of Chapter 30, and it’s a mindset shift that can radically extend your startup runway without ever asking investors for more. Campbell (2023) outlines how trimming costs, streamlining operations, and thinking globally about resources can be just as powerful as raising capital through traditional means.

🧠 Key Lessons from Chapter 30

1. Customer-Funded Mindset

Campbell reinforces that most great businesses start as customer-funded ventures. That means you don’t raise money—your customers give it to you through purchases. If you’ve been relying too heavily on outside capital, it’s time to rethink your fundamentals (Campbell, 2023, p. 248).

1. Cut Waste, Not Value

During a crisis, Campbell and his team slashed a $90,000/month burn rate by renegotiating every contract and focusing only on expenses that directly fueled growth and profit. Their secret? Cutting without sacrificing team morale or long-term service (Campbell, 2023, p. 250).

1. Cost Cuts Must Feed Growth

A key principle: only cut costs that feed actual growth. Layoffs, bonuses, travel, even “office snacks” were reevaluated with one question: Does this expense help us grow or survive right now? If not, it was on the chopping block (Campbell, 2023, p. 251).

1. Stack Small Wins for Big Savings

No single cost reduction will save your business—but 100 small ones might. Campbell likens it to running a marathon: shave seconds at every turn, and you save hours over time (Campbell, 2023, p. 252).

1. Don’t Cut Growth or Customer Experience

Entrepreneurs often make the mistake of trimming too deep, damaging marketing, sales, or customer service. Campbell warns: never cut what brings you new customers or keeps the old ones happy (Campbell, 2023, p. 253).

1. Outsource and Globalize to Reduce Overhead

One of the chapter’s boldest insights: most businesses don’t need a full U.S.-based team. Virtual assistants, overseas support, and task-based outsourcing helped the author’s company trim costs dramatically while improving turnaround and productivity (Campbell, 2023, pp. 254–255).

1. Systematize and Automate

A business process outsourcing (BPO) mindset isn’t just about labor—it’s about thinking in systems, automation, and efficiency. Ask: what do you still do manually that could be automated, offloaded, or streamlined? (Campbell, 2023, p. 255)

💡 Final Takeaway

You don’t always need to raise more money—you may need to manage it better. Chapter 30 reframes “raising capital” as a form of internal discipline. When founders get lean, automate smartly, and think globally, they often find they already have the capital they were seeking… hiding in their own inefficiencies.

🔁 Coming Next

Chapter 31 explores The Ultimate Freedom Metric, pushing us to rethink what we’re optimizing for—revenue, profit, or personal freedom.

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…is considering raising funds again, but hasn’t audited their budget lately. This chapter might be the cash-flow clarity they need.

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📱 Instagram: @resilience_repurposed

📚 References

Campbell, C. C. (2023). Start. Scale. Exit. Repeat. [Ch. 30, pp. 248–255]. Figure 1 Publishing.

Chapter 29 Breakdown: The Problem with Venture (Vulture) Capital — When Funding Comes at the Cost of Freedom

Section B3: Money | Start. Scale. Exit. Repeat. Series

Resilience Repurposed Blog by Brent Parker

Intro: The Price of Money Isn’t Always on the Check

Venture capital looks glamorous—until it isn’t. In Chapter 29 of Start. Scale. Exit. Repeat., Colin Campbell (2023) strips the shine off VC funding and calls it what it often becomes: “vulture capital.”

Only 0.05% of startups ever land VC money. And for those who do, the cost isn’t just equity—it’s direction, control, and in many cases, the soul of the company. This chapter dives deep into the high-stakes trade-offs founders often overlook when chasing big checks from institutional investors.

🧠 Key Lessons from Chapter 29

✅ 1. Venture Capital Isn’t Free — It’s a Trade of Control for Cash

Taking VC isn’t just about getting money—it’s about giving away decision-making power. Campbell reminds us that investor expectations become your new compass. Their risk/reward equation overrides your vision unless you’ve structured the deal smartly (Campbell, 2023, p. 216).

✅ 2. Founders Often Don’t Realize What They’ve Lost Until It’s Too Late

Once VC is on your cap table, you’re accountable to growth at all costs—even when that’s not what your business actually needs. Campbell explains how founders can get trapped chasing metrics that don’t match their mission (2023, p. 217).

✅ 3. Case Study: WeWork and the Dangers of Overfunding

Campbell uses WeWork as a cautionary tale of what happens when reckless scaling is fueled by investor dollars and not actual revenue. Too much funding, too soon, can collapse a business faster than bootstrapping ever could (2023, p. 218).

✅ 4. VC Is Not Evil, But It Must Be Strategic

“There’s a time and place for VC,” Campbell writes, “but it must be strategic.” Founders should pursue VC only when their model requires hypergrowth and they’re ready for the pressure that comes with it (2023, p. 220).

✅ 5. Many Great Businesses Should Never Take VC

The chapter closes with an important distinction: some businesses are meant to scale sustainably, not explosively. Campbell encourages mission-driven founders to explore alternatives like grants, loans, revenue financing, or simply bootstrapping with a smart plan (2023, p. 222).

💡 Final Takeaway

Venture capital is a tool—not a trophy. If you don’t fully understand what you’re giving up, don’t take the deal—no matter how tempting it looks on paper. Money can either accelerate your mission or hijack it. Choose wisely.

🔁 Coming Next

Chapter 30 – The Golden Rule of Spending: Spend It Like It’s Your Own

We’ll explore the foundational principle of responsible financial leadership—one that separates good founders from great stewards of capital.

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📚 References

Campbell, C. C. (2023). Start. Scale. Exit. Repeat. Unicorn Publishing.

Chapter 28 Breakdown: Mastering Your Burn Rate — Your Financial Oxygen Gauge

Section B3: Money | Start. Scale. Exit. Repeat. Series

Resilience Repurposed Blog by Brent Parker

Intro: You Can’t Grow What You Can’t Sustain

Running out of money isn’t a surprise—it’s a failure to track your burn rate. In Chapter 28 of Start. Scale. Exit. Repeat., Colin Campbell (2023) hammers home one of the most critical startup disciplines: knowing how fast you’re burning cash and how much runway you have left.

This isn’t a panic tactic. It’s survival math.

Your burn rate determines when you’ll need to raise, pivot, or cut. If you’re not watching it weekly, you’re already behind. Campbell doesn’t just teach you how to calculate burn—he shows you how to make decisions around it to keep your business breathing long enough to grow.

🧠 Key Lessons from Chapter 28

✅ 1. Define Your Monthly Burn Clearly

Campbell breaks down the two core types:

• Gross burn = total monthly expenses
• Net burn = expenses minus revenue

You need both, and you need to review them every month. Not knowing your exact numbers is the fastest way to a forced shutdown (Campbell, 2023, p. 208).

✅ 2. Cash Runway = Survival Time

“You should always know your cash runway down to the week.” (Campbell, 2023, p. 209)

To calculate runway:

Cash on hand ÷ Net burn = Months left

This number informs hiring, R&D, marketing—and whether you’re growing smart or fast and reckless.

✅ 3. Know the Difference Between Fixed and Variable Burn

Not all burn is created equal. Fixed costs (rent, salaries, insurance) don’t change easily. Variable costs (ads, freelance help, shipping) can flex. Understanding this difference helps you reduce burn without damaging core operations (Campbell, 2023, p. 210).

✅ 4. Reduce Burn Strategically, Not Emotionally

Founders panic and cut what’s visible—usually marketing or people. But Campbell recommends first assessing:

• What fuels revenue growth?
• What supports customer retention?
• What protects your cash position long term?

Burn reduction should be surgical, not blunt-force (Campbell, 2023, pp. 211–212).

✅ 5. Don’t Burn More Just Because You Raised Money

This is the most brutal truth of the chapter: raising capital can create false confidence. Founders often scale too fast or overhire, assuming more revenue will follow. Campbell warns: always match growth pace with revenue maturity—not investor deposits (2023, p. 213).

💡 Final Takeaway

Burn rate isn’t just a number—it’s a clock. And every tick moves you closer to your next decision point. Mastering burn means extending your timeline, maintaining your control, and earning your right to scale. Track it. Forecast it. Respect it.

🔁 Coming Next

Chapter 29 – Spend Wisely, Spend Boldly

We’ll explore the difference between waste and strategic investment—and why frugality alone won’t make you a founder worth following.

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📚 References

Campbell, C. C. (2023). Start. Scale. Exit. Repeat. Unicorn Publishing.

Chapter 27 Breakdown: The Only Thing You Can Bank On Is a Spreadsheet

Section B3: Money | Start. Scale. Exit. Repeat. Series

Resilience Repurposed Blog by Brent Parker

Intro: In a World of Chaos, Model the Math

Hope is not a strategy—and feelings are not forecasts.

If Chapter 26 taught us that cash is king, Chapter 27 teaches us that spreadsheets are your throne room. According to Campbell (2023), the spreadsheet isn’t just a finance tool—it’s a crystal ball. The numbers don’t lie, and when you learn to model your business accurately, you shift from reaction to prediction.

Every decision you make—from hiring to scaling to launching—should have a model behind it. Otherwise, you’re not building a business. You’re gambling.

🧠 Key Lessons from Chapter 27

✅ 1. A 13-Week Cash Flow Forecast Is Non-Negotiable

Campbell (2023) insists this is the single most valuable tool for managing financial survival. Week-by-week projections give you time to act before issues become emergencies. This forecast isn’t about guesswork—it’s about seeing trends early and adjusting fast.

“Without a 13-week cash flow, you’re flying blind. And eventually, you hit something.” (Campbell, 2023, p. 198)

✅ 2. Build Best-Case, Base-Case, and Worst-Case Scenarios

Good forecasts don’t rely on a single outcome. Campbell urges entrepreneurs to run three financial models (2023, p. 199). When the market shifts, costs spike, or revenue dips, your spreadsheet should already show you what to do next.

✅ 3. Use a Simple P&L and Cash Flow Model First

Skip the fancy tools. Start with a basic Profit & Loss (P&L) and cash flow sheet that you understand line by line. Overengineering it is just another way to procrastinate. Clarity beats complexity every time (Campbell, 2023, p. 200).

✅ 4. Budget with Brutal Honesty, Not Optimism

Entrepreneurs often round up revenue and round down expenses. That’s a recipe for disaster. Chapter 27 drills in the need to overestimate costs and underestimate revenue so you’re always operating with a buffer.

✅ 5. Don’t Outsource Understanding

Your bookkeeper or CFO may build your spreadsheets, but you must own the numbers. Campbell warns: “You can delegate the math, but never the meaning” (2023, p. 201). Knowing your runway, margins, and break-even points should be as natural as breathing.

💡 Final Takeaway

Want to sleep at night as a founder? Know your numbers. Chapter 27 is your call to become financially fluent, not just compliant. When you master modeling, your decisions gain power—and your future stops being a mystery.

🔁 Coming Next

Chapter 28 – If You Can’t Afford a CFO, Be One

Campbell breaks down how founders can take control of high-level financial strategy without a six-figure hire.

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🧾 Reference

Campbell, C. C. (2023). Start. Scale. Exit. Repeat. [Kindle edition]. Big Bold Publishing.

Chapter 26 Breakdown: Cash Flow Is More Important Than Your Mother

Section B3: Money | Start. Scale. Exit. Repeat. Series

Resilience Repurposed Blog by Brent Parker

👁️ Intro: Why Cash Flow Will Save You (When No One Else Can)

Most entrepreneurs obsess over funding, valuation, or top-line revenue. But Colin C. Campbell makes it plain in Chapter 26: cash flow is the heartbeat of your business—and without it, you’re dead, regardless of how good your product or team is (Campbell, 2023, p. 200).

The title says it all— “Cash Flow Is More Important Than Your Mother.” It’s tongue-in-cheek, but it lands hard. You may have great intentions and a bold vision, but if the money dries up before the momentum kicks in, you’ll be forced to pivot, pause, or perish. Campbell doesn’t just talk about theory—he breaks down how he survived near collapse by prioritizing daily cash management over quarterly earnings.

🧠 Key Lessons from Chapter 26

✅ 1. Revenue ≠ Cash Flow

“It’s not how much you’re selling—it’s when and how you get paid” (Campbell, 2023, p. 201).

You can hit big sales numbers and still run out of cash. Real financial health comes from monitoring what’s coming in, what’s going out, and when it all happens.

✅ 2. Cash Flow Should Be a Daily Priority

Campbell compares managing cash flow to checking the pulse of a patient. If you’re only reviewing your financial health once a month, you’re reacting too late (Campbell, 2023). Daily visibility means you can respond before it’s too late.

✅ 3. Scale Can Be Dangerous Without Strong Cash Management

Growth often means higher overhead, more payroll, and bigger inventory orders. If your cash flow can’t support it, scaling too fast can actually break the business (Campbell, 2023).

✅ 4. Delay Payments, Accelerate Receivables

To strengthen your position, negotiate longer payment terms with vendors while collecting from customers faster. This cash gap buffer gives your business breathing room during growth sprints (Campbell, 2023, p. 202).

✅ 5. Build a Cash Reserve Before You Need It

You don’t want to start saving cash when the storm hits. Just like you’d build a bunker before the hurricane, start stacking cash when things are calm, not when you’re desperate (Campbell, 2023).

💡 Final Takeaway

Cash is oxygen. Chapter 26 reframes success from “how much money you raise” to “how well you control your cash.” If you want to scale safely and stay in control, watch your cash flow every single day—because it won’t lie to you, and it won’t wait for you to catch up.

🔁 Coming Next

Chapter 27 – Line of Sight: Daily Numbers You Need to Know

If Chapter 26 is about oxygen, Chapter 27 is about vision. What are the key metrics every founder should track in real-time? Let’s talk visibility, precision, and decision-making.

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📚 References

Campbell, C. C. (2023). Start. Scale. Exit. Repeat.: Serial entrepreneurs’ secrets revealed! ForbesBooks.

Chapter 25 Breakdown: Hiring a Great Sales Team — Don’t Sell Alone

Section B2: People | Start. Scale. Exit. Repeat. Series

Resilience Repurposed Blog by Brent Parker

👁️ Intro: Why Product Alone Doesn’t Scale

It’s easy to romanticize a product. Many founders do. They build something amazing and expect it to sell itself. But Colin C. Campbell sets the record straight in Chapter 25: great product is not enough—you need great salespeople to turn vision into volume (Campbell, 2023).

When PAW.com scaled from $4 million to $40 million, Campbell realized he couldn’t keep relying on the same direct marketing tricks that worked early on. To break through, he had to hire and manage a sales team, not just outsource growth to ads or luck (Campbell, 2023, p. 195).

This chapter is for every founder who dreads cold calls, dodges rejection, or thinks “sales” is someone else’s job. If you want to scale, you have to own the hiring and management of your sales engine.

🧠 Key Lessons from Chapter 25

✅ 1. Know Which Profiles to Match Up

Salespeople aren’t interchangeable. Campbell explains the importance of understanding sales-specific personality profiles using frameworks like DiSC. If you’re a D/C (Dominant/Conscientious) like Campbell, hiring I/S (Influence/Steadiness) profiles will often give your team the relational glue it needs (Campbell, 2023, p. 198).

✅ 2. Ambiguity and Verbal Promises Are Your Enemy

If a salesperson’s success is based on unclear expectations, you’re setting up both sides to fail. Campbell insists on written offers, structured accountability, and documented expectations. Never leave performance undefined (Campbell, 2023, p. 199).

✅ 3. Document Everything and Eliminate Ambiguity

You can’t scale on gut feelings. Campbell emphasizes the importance of writing down goals, responsibilities, and metrics in black and white. If it isn’t written down, it doesn’t exist—and it certainly can’t be improved (Campbell, 2023).

✅ 4. Top Performers Need More Than a Commission Plan

Elite salespeople aren’t just chasing money—they need clarity, challenge, and structure. You’ll need to build a system around them, not just throw them leads and hope for results (Campbell, 2023).

✅ 5. Sales Teams Need to Be Built, Not Just Hired

The best sales teams aren’t a collection of closers—they’re ecosystems. That means hiring with complementarity in mind, managing like a coach, and building a repeatable system that scales beyond individuals (Campbell, 2023).

💡 Final Takeaway

You can’t scale a business without a sales team that’s built to win. Product might open doors, but it’s people—salespeople—who turn interest into income. If you want to grow beyond your comfort zone, you’ve got to hire, train, and lead a sales force with as much precision as your product team.

🔁 Coming Next

Section B3 – Money: Chapters 26–30

We’ve built the team. Now let’s talk capital, cash flow, and keeping the lights on. The next section opens up everything you need to fund growth without falling apart.

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Tag someone who’s still trying to do all the selling themselves. Chapter 25 is the wake-up call: it’s time to step back and build a sales system that works without you.

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📚 References

Campbell, C. C. (2023). Start. Scale. Exit. Repeat.: Serial entrepreneurs’ secrets revealed! ForbesBooks.

Intro: Why Most Startups Stall at the Leadership Stage

Most entrepreneurs focus on building the product. However, the real challenge—the one that determines whether a company thrives or stagnates—is building a leadership team that can scale it.

Chapter 24 of Start. Scale. Exit. Repeat. emphasizes the need to hire high-capacity leaders who align with your company’s core values, long before you’re desperate for them (Campbell, 2023). This chapter is a clear reminder: scaling doesn’t happen by accident. It happens because you proactively seek out leaders who match your next phase, not just your current stage.

Colin C. Campbell refers to this as “Scaling in Zeros.” Each 10x leap in revenue or team size requires a different type of leadership DNA. Trying to push your business past the next growth ceiling without evolving your leadership lineup is like expecting a rookie quarterback to win the Super Bowl without coaching support or a playbook.

🧠 Key Lessons from Chapter 24

1. Scaling in Zeros

“Scaling in zeros doesn’t happen by accident” (Campbell, 2023, p. 190).

Every significant growth milestone—whether going from $1M to $10M or $10M to $100M—requires a different mindset, structure, and leadership style. Companies that try to “wing it” often collapse under the weight of growth they’re not prepared to manage.

2. Hire With Scaling in Mind

Your next hire should be someone who has already solved the challenges your business is about to face. That means hiring for the company you’re becoming, not just the company you are right now (Campbell, 2023).

3. Hire Leaders Who Reflect Your Core Values

Skills alone aren’t enough. The best leaders reinforce the cultural DNA of your organization. They don’t just execute—they embody your mission and extend it into every decision they make (Campbell, 2023, p. 192).

4. Great Leaders Are Rare and Expensive

If someone shows the right leadership potential, don’t hesitate. Great leaders come with a price, and waiting too long to act usually means losing them to a better-prepared competitor (Campbell, 2023).

5. Don’t Just Fill Seats—Solve Strategic Gaps

One of the most common mistakes is hiring based on organizational charts, rather than actual company needs. Instead, step back and ask: What strategic gaps exist in our team, systems, or execution? Then hire the right leader to close that gap, not just the next available applicant (Campbell, 2023, p. 193).

💡 Final Takeaway

You can’t scale if you’re the only one driving the vision forward. Chapter 24 reminds us that leaders aren’t just hired to manage people—they’re hired to multiply momentum. If you’re serious about growth, start identifying and investing in leaders who can build beyond your reach.

🔁 Coming Next

Chapter 25 – Hiring a Great Sales Team

We move from leadership to revenue: how to build a sales team that doesn’t just sell but scales your impact.

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Tag someone who’s building their team or struggling to step back from the driver’s seat. Chapter 24 offers a simple truth: scaling is a leadership problem, not a product problem.

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📚 References

Campbell, C. C. (2023). Start. Scale. Exit. Repeat.: Serial Entrepreneurs’ Secrets Revealed! ForbesBooks.

Chapter 23 Breakdown: Profile Everyone, Especially Yourself — Build Teams That Actually Work

Section B2: People | Start. Scale. Exit. Repeat. Series

Resilience Repurposed Blog by Brent Parker

👁️ Intro: Know Thyself (and Everyone Else)

Most entrepreneurs launch with a bias: they try to do everything themselves.

But if you want to scale, you’ll need a team that’s more than just capable—you need a crew that’s complementary. Chapter 23 lays it out plain and simple: Profiling isn’t just about others—it starts with you. Know your dominant strengths, your weak spots, your tendencies under stress… and then build around that.

Just like the crew of the Enterprise, it’s the mix of personalities that makes the mission possible. Not everyone can be Captain Kirk. You’ll need your Spock, your Scotty, your McCoy—and you’ll need to know who you are before you can recognize them in others.

🧠 Key Lessons from Chapter 23

✅ 1. Check Your Dominance at the Door

“60% of what gets an entrepreneur to successfully build a business ends up undermining them when they try to scale.”

Many founders rely on dominance and decisiveness early on—but those same traits can become a liability as your business grows. If you’re used to being the one who knows and does everything, it’s time to start delegating leadership, not just tasks.

✅ 2. Delegate Responsibilities, Not Tasks

You can’t grow if every single decision runs through you. Learn to assign ownership, not just “to-do lists.” This means empowering leaders within your team to make decisions and evolve independently from your constant oversight.

✅ 3. Profile Yourself Using Tools Like DiSC

The book breaks down Colin’s version of the DiSC framework using Star Trek analogies:

• D – Dominance: Captain Kirk (Decisive, assertive)
• I – Influence: Scotty (People person, high energy)
• S – Steadiness: Bones McCoy (Stable, methodical)
• C – Conscientiousness: Spock (Analytical, accuracy-focused)

You’ll likely fall into a combo of two. Understanding this lets you lead with intention—and hire what you lack.

✅ 4. Profile Everyone Around You

Once you know your own gaps, you can intentionally fill them. The right team isn’t just about skills—it’s about balance. You’re not looking for clones; you’re building an ecosystem.

✅ 5. Learn to Lead Leaders

This is the next level of leadership maturity: training people who train others. If you only know how to manage, you’ll bottleneck. If you know how to inspire and release, you’ll scale.

💡 Final Takeaway

This chapter is a turning point in the SCALE section. It’s not about hustle anymore—it’s about who you empower. Start with honest self-awareness. Know your type. Then build the team that makes up for your blind spots and unlocks your growth potential.

🔁 Coming Next

Chapter 24 – Hiring Great Leaders: Leaders for Hire

We’ll go deeper into what makes someone a high-value hire—and how to identify leaders before they even see it in themselves.

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Chapter 22: Finding the Right Distribution/Sales Channel

Figuring out how to sell what you’ve built isn’t just about making sales—it’s about finding the most effective path to scale. In Chapter 22 of Start. Scale. Exit. Repeat., Verne Harnish explains that many great ideas die not because they’re bad, but because they’re delivered through the wrong distribution or sales channel. The right product with the wrong channel equals failure.

Build Around Your Real Buyer

Success begins with clarity. Harnish reminds us that “to develop effective sales channels, you have to know who your real buyer is, and build everything around them” (Campbell, 2023, p. 172). Hostopia’s pivot from selling to IT managers to targeting resellers through a wholesale model was a defining moment. That shift to a channel-focused strategy allowed them to grow by aligning product, messaging, and sales strategy to the people who could move volume—not just the end user.

Distribution is Not One-Size-Fits-All

What works for one company may not work for another. Harnish contrasts examples like Hugo and Top Gun: Maverick, where quality alone didn’t determine success. The structure of distribution—how the product gets to customers—plays a major role. Choosing between direct sales, resellers, joint ventures, or retail partners is less about preference and more about fit.

Scale Through Strategic Partnerships

Harnish emphasizes that strategic alliances can be the best channel for growth. The Hostopia example is instructive: their Canadian business took off once they partnered with providers offering complementary services. In today’s landscape, a distribution partner with the right audience, infrastructure, and incentives can help a startup achieve more with less capital risk.

Distribution Strategy Shapes Everything

Your chosen distribution channel influences product features, pricing models, messaging, and even company culture. As Harnish writes, “To scale, you’ll have to be innovative in how you approach who you target, how you get them, what value you offer—and how your distribution can carry that” (Campbell, 2023, p. 176).

💡 Final Takeaway

Great distribution isn’t a nice-to-have—it’s the difference between obscurity and scale. Choose your sales path with intention, based on real buyer behavior, not assumptions.

🔁 Coming Next

In Chapter 23, we’ll explore partnerships and earned media—how to get attention without paying for every click.

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References

• Campbell, C. C. (2023). Start. Scale. Exit. Repeat. Lioncrest Publishing.

Chapter 21: Promote It

After proving your concept, the next step is to get out there and tell everyone about it. While many entrepreneurs fear promotion—thinking it’s “too soon” or “too salesy”—Verne Harnish cautions that promoting a product before it’s been validated is a mistake that can cost time, money, and credibility. The key isn’t whether to promote; it’s when and how.

Timing Is Everything

“There is a danger to order—promoting a product you haven’t yet proved.” That quote sets the tone for this chapter (Campbell, 2023, p. 169). Harnish shares how, in the early days at Hostopia, they made the mistake of spending on advertising too soon—before they were ready. Rather than spending time perfecting their product or getting more feedback, they burned resources trying to scale something not yet stable.

Build It, Then Promote It

This advice sounds obvious, but many entrepreneurs act on emotion instead of strategy. Harnish references the infamous Field of Dreams fallacy—“If you build it, they will come”—and counters it with examples of Hollywood flops like Waterworld and Hugo. These films had big budgets and marketing pushes but lacked strong products or audience alignment. When Warner Bros. canceled Batgirl after it was nearly finished, it reinforced a powerful truth: marketing can’t save a weak product.

The Four Scenarios

Harnish outlines four promotional outcomes to watch for (Campbell, 2023, p. 172):

• A – You have a bad product and promote it. Result: disaster. (e.g., Batgirl)
• B – You have a poor-quality product and over-promote it. Result: damaged brand. (e.g., Waterworld)
• C – You have a great product but fail to promote it. Result: missed opportunity. (e.g., Hugo)
• D – You have a great product and promote it effectively. Result: success. (e.g., Top Gun: Maverick)

The Right Promotion Multiplies Your Momentum

In the successful launch of .CLUB, Harnish’s team knew they had a validated product, so they invested in promotion confidently—and it paid off. Likewise, Top Gun: Mavericksucceeded not only because it was well made, but because it aligned marketing strategy with product value and audience expectation (Campbell, 2023).

💡 Final Takeaway

Don’t rush promotion. Make sure your product is proven, your audience is defined, and your message is clear. Then go big. That’s how you build momentum that lasts.

🔁 Coming Next

In Chapter 22, we’ll dive into branding and media outreach—what it really takes to craft a magnetic message that scales.

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References

• Campbell, C. C. (2023). Start. Scale. Exit. Repeat. Lioncrest Publishing.
• Thean, P. (n.d.). CEO coaching insights on business strategy. Private communication, as cited in Campbell (2023).