Business Start-Up Comparison Canada vs. USA

 OMG, like, customers who totally missed the sale were offered hella discounted prices. It was lit! The company had, like, a totally awful month, "because we totally deserved it," Dunn said. "It was hella daunting, but it lowkey brought everyone together." I remember seeing everybody vibin' on a Saturday and feeling the good vibes and thinking, 'We'll be Gucci.'" Customers were like, "Yasss." On social media, shoppers were totally vibing with the company's honesty. One Facebook user wrote: "Y'all have always been at the top of my Best Customer Service list and have totally slayed this outage." Keep slayin' the service and keep that communication on fleek! Signed, Customer 4 lyfe. 

 The website stayed offline for another two days, fam. When it went back, fam

One of the more dramatic biz turnaround stories of recent years was like, not just one apology but two. In July 2011, Reed Hastings, the CEO of Netflix and Fortune's MTV Indonesia named him one of the "10 People with a Midas Touch," and he quickly became known as the "godfather" of Indonesia's hip-hop scene after putting aside his accounting books to pursue his passion for dance music.Anton and four partners, inspired by Jakarta's overnight markets, organized a series of four-day pop-up fashion markets that attracted 75,000 people. The group then opened a department store called The Goods Dept, which sold carefully curated products, followed by a Goods Café, two more stores, and an e-commerce site. As Indonesia's creative class grew, the Goods Group became the go-to destination for a new class of urban sophisticates. Anton was When I met Anton, his strengths as an entrepreneur were clear: he's charismatic, hip, and has an eye for trends; he attracts loyal followers and gives them a satisfying experience; he's a tastemaker. However, Anton's weaknesses were also clear: would his artistic sensibilities take precedence over his business instincts? Knowing the latest trends is great, but sooner or later you're going to need those accounting books under the bed.

Was he willing to sully himself with day-to-day management?

If not, perhaps he'd be better off as the chief curation officer rather than the chief executive officer. Finally, would he lose his sense of taste? Listen up, fam. Learn, ya feel? Diamonds be like they wanna be their own bosses, but no cap, no one can do it alone. You need a lit squad of mentors, partners, and employees. If you're too stubborn to accept criticism, you'll be too slow to uncover problems, fam. It's not enough to just hire a team; you've got to flex on it. And, just so you know, not everyone is on your vibe. Some people like praise, others like perks, and some prefer a challenge or time off. Figure out what motivates and inspires your team members and give it to them. Remember to share the credit and spread the spoils. Your personal drive and vision may be your greatest assets, but you're not Steve Jobs, so don't dismiss your customers. Your organization may be offering something completely groundbreaking, but that doesn't mean users will love it unconditionally. Create the appropriate feedback system and act on what you hear.Star entrepreneurs, like Oprah Winfrey, Martha Stewart, Richard Branson, Estée Lauder, Giorgio Armani, and Jay-Z, are dynamic trendsetters with big personalities who inspire deep loyalty among diverse audiences. Stars instinctively know what's coming in the culture; they're two steps ahead of everyone else. Stars become a source of pride for their communities, cultures, and countries, and when they become big, they can go global.

Anton Wirjono, the entrepreneur behind Endeavor, wanted to be more than just the best DJ in Jakarta. While studying business in California, Indonesia

Anton, in my classification, is a star. Some stars continue to burn brightly, while others ignite briefly and then fade. Stars face significant challenges in reaching their full potential. Can the idea expand beyond the entrepreneur's charisma? Is it a personality cult, a one-man/woman performance? Because many stars charge a premium, is the entrepreneur's brand's reputation strong enough for customers to pay more for the product or experience? Is the entrepreneur comfortable with data and analysis, rather than just marketing, creativity, and artistic vision? Is the entrepreneur capable of building a great In addition to a great brand, what else does an organization need? Many stars are constantly told how charismatic and appealing they are, but in order to grow, they need collaborators. When this type of entrepreneur asks me for advice on how to go big, I tell them, "Be a rock band, not a rock star." Wolfgang Puck, one of the food world's biggest rock stars, was raised in Austria by a coal miner father and a pastry chef mother. He began working in restaurants at the age of fourteen and moved to America at the age of twenty-four. After serving as chef at Ma Maison in Los Angeles in the mid-seventies, Puck decided it was time to open his own restaurant. "A good chef has to be a manager, a businessman, and a great cook," he said. "To marry all three together is sometimes difficult." To get around this problem, he hired a Harvard MBA to help run his businesses, but the MBA ran up too much overhead, and Puck fired him. Barbara was a good businesswoman,