By Lou Wolter PhD, Integrated Thinking

An observer can always tell a sales-driven business by what its owner thinks and talks about the most. If his chief concerns are cost, price and profit, his is a sales-driven business, not a market-driven one.

Not that cost, price and profit aren’t important to a market-driven business, but they’re not the sole basis for the business decisions of a market-driven venture.

It boils down to the term “driven.” To the degree that an entrepreneur is too focused on how much she makes and what it costs her, her thinking will be too limited to consider all the important things that really determine costs and profits — and the more limited her choice of alternatives and actions when the inevitable challenges arise. Continue reading →