<p>A frequent critique Rob hears of &quot;Sell then build&quot; is that it&#39;s fine for a &#39;lifestyle business&#39; but can&#39;t possibly result in a unicorn or generational company. ...Right? </p><p>So Rob dug into the histories of some of the leading tech (Microsoft, Oracle, Hubspot), Deep-tech (NVIDIA) and consumer (Nike, Starbucks) companies. </p><p>... turns out, they follow similar themes:</p><ul><li>Figure out some sort of a market need by selling and delivering something</li><li>Learn the shape of the real opportunity by selling and delivering something that’s not quite right.</li><li>Avoid attempting to (1) predict the future or (2) convince the market. </li><li>At some point, benefit from demand waves or dams. (<a href="https://howtogrow.substack.com/p/waves-dams-and-rivers?utm_source=publication-search" target="_blank" rel="noopener noreferer">related post</a>)</li></ul><p>This week&#39;s post: &quot;How companies become generational&quot; (<a href="https://howtogrow.substack.com/" target="_blank" rel="noopener noreferer">Substack</a>)</p><p><br></p><p>Work w/ Rob or join the next PMF Camp: <a href="https://docs.google.com/document/d/1DGl8TBwakjIp7ER5lr5um_9rcGzrudqK8UkftUMQzFs/edit?tab=t.0" target="_blank" rel="noopener noreferer">LINK</a></p><p>Subscribe to Rob&#39;s Substack: <a href="https://howtogrow.substack.com/" target="_blank" rel="noopener noreferer">LINK</a></p><p>Pre-order Rob&#39;s book, &quot;The Power of PULL&quot;: <a href="https://amzn.to/48KC1yv" target="_blank" rel="noopener noreferer">LINK</a></p>