We don’t know of a single start-up that succeeded without starting out as single-threaded. That focus is the key to beating larger competitors in the… - Reid Hoffman

we suspect that the market for food delivery from existing restaurants — a pure commodity business — is unlikely to offer any lasting competitive advantages that would justify an expensive blitzscaling campaign.

Watch what they do, not what they say Watching what your customers are doing — or trying to do — with your product can light the way forward. But you have to be careful to pay attention to what they do and not just what they say. Expect to have your theories of human behavior tested Your theory about how individuals and groups behave should underlie your strategy, your product design, your incentive program — every decision you make. But be open and alert to when your customers show you a different theory or direction. That could become your product’s point of differentiation. Follow the leaders: Your customers To grow your business, you may have to give up control. Look for instances when your customers hack or hijack your product, and then go along for the ride. Get Mr. Spock and Dr. McCoy working together Customer data is your Mr. Spock, detached and logical. Customer emotion is your Dr. McCoy, passionate and all too human. Think of yourself as Captain Kirk, responsible for making the two work together to get the best out of each.

The key is to combine new technologies with effective distribution to potential customers, a scalable and high-margin revenue model, and an approach that allows you to serve those customers given your probable resource constraints