Does anyone know how to reconize the place where it was done? | Dmitrii 迪玛 Lunin on Binance Square

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Dmitrii 迪玛 Lunin

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Does anyone know how to reconize the place where it was done?

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Don't learn to sell - learn to help! "Learn to sell" - this advice is everywhere. But it creates the dangerous illusion that you can sell anything if you just master the skill. The truth is, it rarely works. Instead of focusing on selling, reframe the challenge. Poor sales aren't just a sales problem - they're a product problem. Instead of separating 'creating' from 'selling', shift your mindset to a single question: How can I help? There are four key benefits to this approach: First, helping someone means understanding who they are and what they need. This immediately defines your target audience and ensures that your offer resonates with the right people. Second, helping is always tied to a specific outcome. When you focus on delivering real results, you make your product measurable - and people see a clear reason to pay for it. Third, you can't help someone who doesn't want help. Instead of shoving your idea down people's throats, you start to listen and understand whether they really need what you are offering. Fourth, once you've defined who you're helping, how and why, new ideas will emerge about how to do it better. These become product hypotheses that you can test, rather than desperately looking for ways to sell something that doesn't work. So take your startup idea and reframe it: I want to help [someone] [with something] [achieve something]. Then start helping! Because people never turn down real, valuable help.

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Word-of-mouth over advertising? Influencer marketing has largely become just another form of traditional advertising - only on different platforms. As a result, its effectiveness continues to decline. But the real power of social lies in something far more organic: word-of-mouth. Done right, it can have a more powerful and lasting impact than paid advertising. The key isn't to rely on traditional influencers, but to engage everyday people who naturally spread information in the right communities and places. The challenge - and opportunity - is figuring out how to find and motivate the right people. Those who do so will unlock a highly effective and scalable growth engine.

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Big business in small cities! Small cities vastly outnumber metropolises in every country, yet the big players focus primarily on the largest urban centres. And that's a huge opportunity. This gap opens the door to building a scalable network business that thrives in smaller cities. But managing a network of small, dispersed sites is a logistical nightmare. The smarter approach? Instead of building a complex network yourself, create a technology platform that empowers local entrepreneurs in small cities to start and run their own businesses. That's exactly what Introvert, the startup I joined as an advisor, is doing in the dating space. It's an AI-driven matchmaking platform that doesn't charge users a penny - instead, it monetises through a franchise model.

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The success of a startup is not determined by its industry! As Paul Graham once wrote, "An investment fund's sector focus is harmless—as long as you use it only when talking to LPs and don't start believing in it yourself. A fund should invest in any great startup, regardless of its 'sector'. The success of a startup is not determined by its industry, but rather by the competence of its founders. Given the rarity of truly exceptional startups, a strict sector focus can become a significant limitation. This focus can inadvertently result in funds supporting mediocre startups simply because they align with the 'right' sector. This line of thinking is equally applicable to founders. "Your expertise is irrelevant if it is confined to your CV. However, the moment founders begin to believe that they must build startups exclusively within their own domain, they can become ensnared in a trap. In fact, a startup's success is contingent on market forces rather than individual expertise. Those willing to learn new skills can find success in any field. At any given moment, only a handful of markets are large and growing. Adhering excessively to your area of expertise can limit your exposure to more lucrative opportunities simply because they align with your existing knowledge. If you were to consider an alternative perspective, which market would you choose to enter? What skills would you need to acquire? And who would you need to bring on board to make it happen?

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CEOs are often the biggest obstacle to rapid growth! This is because they can make it hard for new ideas to be put into action. The first reason is obvious—when a CEO insists on personally approving every decision. But the second reason is even more interesting. A CEO can hinder a company's progress when they are the only one with a critical skill. There are some responsibilities that naturally fall on them, like fundraising or hiring key employees. But if the skill is essential to the company's success, it needs to be used frequently. And the faster the startup grows, the more often it's required—eventually overwhelming a single person, no matter how capable. The takeaway here is counterintuitive. The best thing to do is to hire people who can do the same job as the founders. Instead, they should be hiring people who can do the same job as the founders so that the founders don't get in the way of the business. This means being willing to let go of the idea that "I'm the only one who can do this well".

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