“In the era of AI, a small company started by just one person is changing the world.”
Starting without capital and building a long-lasting company
The Amazing Strategy of a Minimalist Entrepreneur

It's okay if you don't grow quickly.
You can build a successful company without raising money, without having employees, and without monopolizing a huge market.

"The Minimalist Entrepreneur" is a practical entrepreneurship book written by Silicon Valley entrepreneur Sahil Ravindjia, detailing the entire process of starting a business, surviving, and growing a business.
As an early member of Pinterest, he entered the startup ecosystem in 2011 by founding Gumroad, a platform for creators.

Initially, the company got off to a smooth start, attracting $8 million from renowned VCs, but faced limitations after failing to secure additional capital, forcing the company to lay off all employees and embark on the adventure of transforming into a one-man business.
The author redefines the essence of entrepreneurship.
More important than a grand business model is the ability to solve problems; more important than attracting funds is how to satisfy customers; and more important than the speed of growth is sustainability.

This book presents the most realistic and feasible strategies for those considering starting a business.
· Find problems in the community
· Make your first profit
· Gain customer trust
· How to expand at your own pace.

"The Minimalist Entrepreneur" will serve as a new standard for all entrepreneurs who want to build small, solid businesses they can directly control, rather than VC-centric startups.

Most people never start.
Most people who start don't continue.
Even those who persist often end up giving up.
The real winners are those who persevere to the end.
Let's not give up.
--- p.32

Many venture capital-dependent models aim for unsustainable growth and often destroy even viable businesses.
--- p.33

The world tells us that if we're not going to do it big, we shouldn't even try.
But I say start simple first.
Even a humble beginning is better than doing nothing.
Before you look at the software, pick up a pen and paper.
--- p.102

Starting a business means you have to deliver something, and you have to start even if you don't have a finished product.
Because our mission is to deliver value to our customers and communities as quickly as possible.
People don't really like waiting.
--- p.123

It's understandable that selling a product to someone you don't know is difficult.
But people want to avoid the awkwardness of introducing a product to their own group.
But, we must overcome this moment.
--- p.130

Business isn't a one-time conversation like a weekend brunch; it's a lifelong conversation with your customers.
--- p.139

Most of the work involved in starting and growing a business isn't really that exciting.
The journey from beginning to success is a long and arduous one.
It may take years, and it may not be as glamorous as you first think.
But as the small achievements pile up, you can feel the pride and satisfaction of having come this far without giving up building up inside you.
--- p.139

Word-of-mouth success is a myth.
Needless to say, there is no such thing.
It's just a term the media uses when they can't explain why an individual, company, product, or service suddenly becomes famous.
--- p.141

If you're young and inexperienced, don't know many people, and even harder to find people who are interested in you, the only way to get someone to use your product is to actually do it.
--- p.153

If growth supremacy is a strategy about selling to strangers to scale, profit supremacy is a philosophy of operating sustainably without relying on strangers to sustain a business.
--- p.159

It's okay if it's not polished, it's okay if it's not professional, it's okay if it's not perfect.
The most important thing is to set aside a set amount of time every day and to do it consistently, and to start right now.
--- p.186

Even if a startup that's only been around for a few months raises a large amount of funding, all it can really tell its customers is that "a few rich people invested in it."
Because I did.
--- p.198

You can't stay in place.
The world is constantly changing, and not only I, but my business too, must keep pace with it.
The moment you stand still, you start to fall behind the competition.
It is not necessary to achieve great growth unconditionally, but stagnation must be avoided.
--- p.214

It is rare for a business to fail due to a series of unexpected misfortunes.
Rather, the cause of failure is often one or two common mistakes that are repeated over and over again.
--- p.215

Customers don't always want their favorite companies to get bigger.
I don't care how rich the founder is, whether he or she was selected as one of Forbes' "30 Under 30," which venture capital firm invested in him or how many employees he or she has.
There are only two things customers want:
The product continues to evolve and the business I love continues to thrive.
--- p.226

The company grows at the pace set by the customer, not at the pace set by me.
--- p.240

Most small businesses never get acquired by other companies.
Big fish hunt other big fish.
In fact, many of the world's oldest companies are very small.
--- p.241

I guarantee you, changing a company's culture is much more difficult, emotionally draining, and costly than solving a coding problem.
--- p.248

The most profound lesson I've learned from running a business is the difference between action and intention.
Actions are what someone does, and intentions are why they do it.
Most people judge themselves by their intentions, but they judge others by their actions.
Transparency greatly reduces this gap in perception.
--- p.259

Don't try to be a pioneer in product development.
What's worse is becoming a dictator of the product.
It should not become a personality cult that only produces products that the founder wants according to a set schedule.
--- p.262

Job postings should be a sieve, not a magnet, that attracts talent.
Most applicants will not actually be a good fit for our company.
If so, you should clearly tell them to look for other opportunities.
--- p.272

You have to be selfish enough to create a business that suits you best.
At the same time, we must create the most altruistic community together.
And in the process, you have to prioritize your own happiness.

--- p.295