Have you ever wondered what it takes to build a million-dollar business from scratch? Perhaps you've dabbled with a few ideas or even launched a small venture of your own. Yet, reaching that illustrious seven-figure mark seems like a towering peak in the distance. Imagine for a moment that instead of climbing a steep, treacherous slope, there’s a mapped-out path to success, just waiting for you to take the first step. A path that starts with an idea, fueled by a relentless passion to solve a real-world problem, and ultimately leads to a sustainable and prosperous business. How would that change your perspective? instead of focusing on a product, and then making variations on that product, focus on a niche consumer, and make multiple producs for that consumer's needs. Diving into the world of entrepreneurship can often lead to facing the critical phases of funding and preparing for a successful product launch. Both stages are essential in their own way and contribute to the overall success of your venture.

Which brings us to the second lesson of entrepreneurship: scratch your own itch. If you find a problem that bugs you, chances are, it bugs others too. Work on that, and create a solution. Remember, people are at the heart of your business, not your products. When you understand the issues faced by a specific group of people, you can build a brand that caters to their needs. This can lead to customer loyalty, repeat sales, and ultimately set you apart from businesses that focus merely on transactions.Does not require great prior knowledge if you are willing to learn, make decisions, and take action. But don't let the exhilaration of solving a problem make you complacent. There’s a long road of hardship in front of you, so you’ll have to embrace the third lesson of entrepreneurship: be ready to make sacrifices. Your first year in business may be financially taxing. You may need to forego a regular salary, reinvest every dollar you earn, and make calculated decisions. Remember, it's a phase of exploration, of learning the ropes. But with a clear plan and deadline, you can avoid falling into the trap of passive thinking and keep your business moving forward.

No requiere grandes conocimientos previos si estas dispuesto a aprende, tomar decisiones y ponerte en acción. The Gold (Months 9-12): It's time to establish series of products available for sale, until you are averaging at least 100 sales per day, getting you closer to the million-dollar mark every single day. After all, the journey to a million-dollar business is a marathon, not a sprint – a marathon paved with resilience, strategy, and constant learning. The word “entrepreneur” is today’s favorite buzzword, and any aspiring business owner has likely encountered an overwhelming number of so-called “easy paths to success.”

Well, it turns out the key lies in identifying a product or service you're passionate about selling and understanding the process to effectively bring it to market. To illustrate this, let’s start off with a real-life success story – that of Suzy Batiz, the living embodiment of grit and perseverance. Suzy always dreamt of being an entrepreneur, but her journey was far from smooth. Bankruptcies and failures were her constant companions. But they didn’t deter her. Instead, she dared to solve an everyday problem — unpleasant bathroom odors. In essence, scaling is about strategic growth – reaching more customers, increasing revenue, and boosting profitability, all while preserving what makes your business unique. As exemplified by Jeremiah's story, with the right approach, scaling can drive a business well beyond the million-dollar milestone. The Growth (Months 5 - 8): Once you're in business, you will discover how to use cheap and effective advertising strategies to get your product to at least 25 sales per day, so you can prove you have a profitable business. c. stage three : The Gold (Months nine to twelve); only launch products that are multipliers, advertise via influencers and audiences, make relationships not transactions, pay yourself, take strategic risks