In this economy, we are starting to see a bunch of companies that are acquiring customers with very poor unit economics. I read your book on blitzscaling and I have the following question. We’ve lent more than $330 million in loans and we have more than 250 people working in the company. We’re the largest online consumer lending company in Spanish-speaking Latin America. We are a point of sale financing company and a direct lending company in Mexico. Here’s Adal’s question.ĪDALBERTO FLORES OCHOA: Hi Reid, this is Adal Flores from Kueski. So his question gets to the heart of what it means to blitzscale. He wants your take on how he should best respond to this type of competition. New Speaker: He’s facing competition from companies that are growing quickly, but with poor unit economics. It’s a question that’s really tailor made for you, it’s a practical question about the kind of hyper fast company growth that you call “ blitzscaling.” The entrepreneur is Adalberto Flores, and he runs a direct lending company called Kueski, that has distributed more than $330 million dollars in loans. Reid, your first question comes from Guadalajara, Mexico. Story 2: How and when to blitzscale: assessing your own-and your competitors’-growth strategy So this is a great opportunity for fresh insight. MOON: Thanks for having me on! You know, the business landscape is evolving so rapidly, it’s forced us all to re-examine conventional wisdom about what it takes to be successful today compared to say, five,10 years ago. Youngme’s analysis of the questions adds a whole different level to the show. She wrote Harvard’s case studies on companies like Starbucks, Ikea, and Uber, and authored the best-selling book, called Different. HOFFMAN: Youngme spends all her time studying companies around the world and how they’re adapting to the challenges of today’s business environment. I’m particularly excited to be part of this Strategy Session, I’m just fascinated by the questions we’ll be exploring. My co-host for today is Youngme Moon, a professor at Harvard Business School and host of their excellent weekly podcast “ HBS After Hours.” I was really intrigued by the questions I got from these global scale entrepreneurs, so I invited a guest co-host to join me, and bring some context to what we’re hearing. It’s called “And the next Silicon Valley is…?” And you can find it at /endeavor.įor this episode, Linda and her team connected us with their fastest-growing, high-performing entrepreneurs worldwide, a group they call their “Outliers.” These aren’t startups, but what you’d call “scale-ups.” Several of them have hit unicorn status. If you haven’t heard our episode with Endeavor founder Linda Rottenberg, it’s worth a listen. For 20 years, Endeavor has helped to create ecosystems outside of Silicon Valley that support startups and scale-ups. We partnered with Endeavor, an organization I love, which invests in entrepreneurs worldwide. What we heard back was that you found their questions as revealing as my answers.Īnd so that’s why we’ve decided to do it again – and this time it’s a global Strategy Session. Your response as an audience was overwhelmingly positive. Earlier this season, we tested a new format where entrepreneurs ask their most burning questions. REID HOFFMAN: I’m Reid Hoffman, co-founder of LinkedIn, partner at Greylock, and your host. Chapter 1: Meet Endeavor’s Outliers and Youngme Moon, professor at Harvard Business School
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