Start With Why Summary Simon Sinek Start Wit Start With Why Summary Simon Sinekh Why Summary Simon Sinek Start With Why Summary

Start With Why Summary Simon Sinek

Playing the price game, however, can come at tremendous cost and can create a significant dilemma for the company.

For the seller,selling based on price is like heroin. The short-term gain is fantastic, but the more you do it, the harder it becomes to kick the habit.

Start With Why Summary Simon Sinek Start Wit Start With Why Summary Simon Sinekh

Once buyers get used to paying a lower-than-average price for a product or service, it is very hard to get them to pay more.

Now think about how we do business. We’re always competing against someone else. We’re always trying to be better than someone else. Better quality. 

More features. Better service. We’re always comparing ourselves to others. And no one wants to help us.

Why Summary Simon Sinek Start With Why Summary Simon Sinek Start With Why Summary Simon SinekStart With Why Summary Simon Sinek Start Wit Start With Why Summary Simon Sinekh

To make this month better than last month? For no other reason than because we want to leave the organization in a better state than we found it?  

Apple did not invent the mp3, nor did they invent the technology that became the iPod, yet they are credited with transforming the music industry with it

Creative was more qualified than Apple to introduce a digital music product. The problem was,they advertised their product as a “5GB mp3 player.” It is exactly thesame message as Apple’s “1,000 songs in your pocket.”

The difference is Creative told us WHAT their product was and Appletold us WHY we needed it.

How many of us can say with certainty that, indeed, an iPod is actually better than Creative’s Zen? iPods, for example, are stillplagued with battery life and battery replacement issues. They tend to just die.

art With Why Summary Simon Sinek Start Wit Start With Why Summary Simon Sinekh Why Summary Simon Sinek Start With Why Summary Simon Sinek Start With Why Summary Simon SinekMaybe a Zen is better. The reality is, we don’t even care if it is. People don’t buy WHAT you do, they buy WHY you do it.

And it is Apple’s clarity of WHY that gives them such a remarkable ability to innovate, often competing against companies seemingly

more qualified than they, and succeed in industries outside their core business.

All organizations start with WHY, but only the great ones keep their WHY clear year after year. Those who forget WHY they were

founded show up to the race every day to outdo someone else instead of to outdo themselves. The pursuit, for those who lose sight

of WHY they are running the race, is for the medal or to beat someone else.

Imagine if every organization started with WHY. Decisions would be simpler. Loyalties would be greater. Trust would be a common currency.

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