Donald Miller

The relationships we used to have with customers are now strained because we've turned those over to account executives. We ended up falling on hard times a little bit, so we ended up giving 90-day terms to a customer in order to get bigger profits. Then we ran into a cash flow issue, and you know what happens after that. You just kind of, you bomb. So that's the down part of the S-curve.

The relationships we used to have with customers are now strained because we've turned those over to account executives. We ended up falling on hard times a little bit, so we ended up giving 90-day terms to a customer in order to get bigger profits. Then we ran into a cash flow issue, and you know what happens after that. You just kind of, you bomb. So that's the down part of the S-curve.

The relationships we used to have with customers are now strained because we've turned those over to account executives. We ended up falling on hard times a little bit, so we ended up giving 90-day terms to a customer in order to get bigger profits. Then we ran into a cash flow issue, and you know what happens after that. You just kind of, you bomb. So that's the down part of the S-curve.

The relationships we used to have with customers are now strained because we've turned those over to account executives. We ended up falling on hard times a little bit, so we ended up giving 90-day terms to a customer in order to get bigger profits. Then we ran into a cash flow issue, and you know what happens after that. You just kind of, you bomb. So that's the down part of the S-curve.

The relationships we used to have with customers are now strained because we've turned those over to account executives. We ended up falling on hard times a little bit, so we ended up giving 90-day terms to a customer in order to get bigger profits. Then we ran into a cash flow issue, and you know what happens after that. You just kind of, you bomb. So that's the down part of the S-curve.

Now that's where those 65% of businesses, that's where they crash when they hit the ground. The rest of us though, we do something. We figure out how to run a business. We figure out how to install the systems and processes that are necessary in order for a business to not hit the ground, but actually come back up and start climbing again.

Now that's where those 65% of businesses, that's where they crash when they hit the ground. The rest of us though, we do something. We figure out how to run a business. We figure out how to install the systems and processes that are necessary in order for a business to not hit the ground, but actually come back up and start climbing again.

Now that's where those 65% of businesses, that's where they crash when they hit the ground. The rest of us though, we do something. We figure out how to run a business. We figure out how to install the systems and processes that are necessary in order for a business to not hit the ground, but actually come back up and start climbing again.

Now that's where those 65% of businesses, that's where they crash when they hit the ground. The rest of us though, we do something. We figure out how to run a business. We figure out how to install the systems and processes that are necessary in order for a business to not hit the ground, but actually come back up and start climbing again.

Now that's where those 65% of businesses, that's where they crash when they hit the ground. The rest of us though, we do something. We figure out how to run a business. We figure out how to install the systems and processes that are necessary in order for a business to not hit the ground, but actually come back up and start climbing again.

Those are the 35% of businesses that actually make it and go on to make millions and millions of dollars. So those systems and processes are what this book is about. It's the six systems and processes that you need to install in your business in order to avoid crashing your business. It will teach you how to run a business so that it is a predictable, dependable revenue machine.

Those are the 35% of businesses that actually make it and go on to make millions and millions of dollars. So those systems and processes are what this book is about. It's the six systems and processes that you need to install in your business in order to avoid crashing your business. It will teach you how to run a business so that it is a predictable, dependable revenue machine.

Those are the 35% of businesses that actually make it and go on to make millions and millions of dollars. So those systems and processes are what this book is about. It's the six systems and processes that you need to install in your business in order to avoid crashing your business. It will teach you how to run a business so that it is a predictable, dependable revenue machine.

Those are the 35% of businesses that actually make it and go on to make millions and millions of dollars. So those systems and processes are what this book is about. It's the six systems and processes that you need to install in your business in order to avoid crashing your business. It will teach you how to run a business so that it is a predictable, dependable revenue machine.

Those are the 35% of businesses that actually make it and go on to make millions and millions of dollars. So those systems and processes are what this book is about. It's the six systems and processes that you need to install in your business in order to avoid crashing your business. It will teach you how to run a business so that it is a predictable, dependable revenue machine.

Well, about six years ago is when my business really experienced a transformational moment. It happened in my driveway. Before then, I'll get to the driveway in a second, but before then, I was what I call diving for dollars. We were just trying to find money anywhere I could get. If you paid me to speak, I'd go speak. If I could get a book contract, I'd get a book contract.

Well, about six years ago is when my business really experienced a transformational moment. It happened in my driveway. Before then, I'll get to the driveway in a second, but before then, I was what I call diving for dollars. We were just trying to find money anywhere I could get. If you paid me to speak, I'd go speak. If I could get a book contract, I'd get a book contract.

Well, about six years ago is when my business really experienced a transformational moment. It happened in my driveway. Before then, I'll get to the driveway in a second, but before then, I was what I call diving for dollars. We were just trying to find money anywhere I could get. If you paid me to speak, I'd go speak. If I could get a book contract, I'd get a book contract.

Well, about six years ago is when my business really experienced a transformational moment. It happened in my driveway. Before then, I'll get to the driveway in a second, but before then, I was what I call diving for dollars. We were just trying to find money anywhere I could get. If you paid me to speak, I'd go speak. If I could get a book contract, I'd get a book contract.

Well, about six years ago is when my business really experienced a transformational moment. It happened in my driveway. Before then, I'll get to the driveway in a second, but before then, I was what I call diving for dollars. We were just trying to find money anywhere I could get. If you paid me to speak, I'd go speak. If I could get a book contract, I'd get a book contract.