<h2>Description</h2>
<ul>
<li>“Expansion” sounds like just one thing. If it is to more than one country or vertical, it isn’t.</li>
</ul>
<h2>Disproof</h2>
<ul>
<li>This year’s top 3 strategic priorities aren't: address the long tail, expand to Europe &#x26; Asia, capture market adjacencies</li>
</ul>
<h2>Consequences</h2>
<ul>
<li>Underestimate complexity, miss announced launch, kill reputation</li>
<li>Underestimate local regulations/cartels/culture/competitors/labour laws, kill branch offices, fire local teams</li>
<li>Underestimate costs, kill company, fire everyone</li>
</ul>
<h2>Causes</h2>
<ul>
<li>The undisciplined pursuit of more by anyone that has seen lighting strike once</li>
<li>Assuming that everything you already know will just translate with zero lift when jumping into a new vertical, customer segment or territory; sometimes literally forgetting translations</li>
<li>Investor assumed they were buying a money printing machine that ‘only' needs to replicate success in 5 other geographies markets. Probably loaded the company up on debt to do the deal so it's a race against time</li>
<li>0% interest rates creating economies in which “you’d be crazy not to grab as much land as you can”</li>
<li>Skill issue or will issue to listen to someone with the skill</li>
</ul>
<h2>Approaches</h2>
<ul>
<li>Do one thing at a time</li>
<li>Hire people who’ve actually scaled without killing the company, and listen to them tell you to do one thing at a time</li>
</ul>


Expanded everywhere

Description

Disproof

Consequences

Causes

Approaches