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/
2. NO VISION ALL DRIVE
Memoirs 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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4. 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.
5. 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.
6. 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.
7. 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.