Knowing what you’re good at is the catalyst behind your business success. To sustain that success and grow to new heights, many business owners must confront the things that they’re not so good—or even bad—at. Consider the following story, "Jill of One Trade", which shows the consequences of when a fictional but representative business owner buttressed her weaknesses to supplement her strengths.
Jill Stork’s online-security software, born out of a desire to fill in security gaps she found in popular applications, had netted her a small fortune. Jill used her programming skills to expand into the software-as-a-service security space for local accounting firms in her area.
The problem Jill was having was that word of mouth alone was no longer a sustainable business model. She had no desire to sell her product herself, because she believed that the software spoke for itself.
She also realized, after talking to several accoun
There’s a lot at stake for an entrepreneur when they sell their business, as 80% to 90% of owners have their financial wealth locked up in their companies.
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