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Twelve Golden Rules From The Kitchen: 'Going The Extra Mile'
Twelve Golden Rules From The Kitchen: 'Going The Extra Mile'

Forbes

time7 hours ago

  • Business
  • Forbes

Twelve Golden Rules From The Kitchen: 'Going The Extra Mile'

Jacob Orrin is COO and cofounder of Merit, transforming government programs with digital identity solutions and driving rapid growth. getty Working in the catering business taught me another key lesson: Customers appreciate when you go the extra mile—but only when it's done thoughtfully and with intention. Overextending can backfire. For example, agreeing to create a custom gourmet dish for one guest at the last minute might seem generous, but it can derail kitchen flow, add unexpected costs and compromise service for everyone else. Every business, in any sector, must keep a close eye on margins. Just look at dining out today: It feels expensive, but the profit margins are slimmer than most people realize. Labor, rent and utilities eat away at revenue quickly. Often, the difference between breaking even and turning a profit comes down to balancing the value of extra effort with what it actually returns. When I traded in my apron for a business suit, I found that this 'extra mile' philosophy applies just as much to client relationships and partnerships as it does in the kitchen. Going above and beyond in business can set you apart, but just like in a restaurant, it's not about indiscriminately over-delivering. Instead, the key lies in finding intentional, impactful ways to add value that resonates with customers and partners. Here's how taking that extra step without overextending can create lasting impressions in business. In catering, every staff member hustles, and efficiency is the name of the game. I used to encourage our waitstaff to use quiet moments wisely. If there was downtime, they'd fold napkins into fun shapes or prepare small personal touches for dinners, like a handwritten note wishing someone a happy birthday. These small gestures didn't cost much but added memorable touches that showed we cared. In business, a similar principle applies. For example, one of our clients won an award for technological innovation in their category based on the work we did together. Instead of mailing them a trophy, we flew out to deliver it personally and took them to dinner to celebrate their achievement. While gestures like these require additional time and expense, they show that you genuinely care about your clients, which can lead to future opportunities. Often, it's not the scale of the gesture but the sincerity behind it that builds trust and a real relationship. I once sent a thoughtful birthday gift to a customer—a gesture that, in hindsight, stretched our budget more than it should have. I never really knew if it made the impact I hoped for. That experience taught me an important lesson: Meaningful relationships in business are not built on grand, one-off gestures but rather on consistent, genuine actions over time. Take the example of 'autograph books.' Since the early days of the Disney parks, children have brought books to collect signatures from beloved characters like Mickey or Cinderella. One lifelong fan recalls a time when he was eleven and lost his autograph book. When calls to the park didn't result in finding the book, he and his family gave up hope—only to receive a surprise in the mail weeks after they went home. The park had replaced his autograph book with a new one that contained all of the park character's signatures, many also bearing personalized messages to the young fan. This impacted the guest deeply all the way into his adult life. There were no forms, no hassle, no attempts to gain more money from the family after their vacation was ended—just joy, because creating unforgettable moments is what truly matters. Meaningful customer interactions can build loyalty, but there's also power in collaborating with the right partners. Going the extra mile with strategic partners can create added value for both parties. For instance, we made a point to hold regular data-sharing sessions with one of our key clients during a virtual monthly meeting. This was not something they were expecting from us. Still, by proactively sharing trends and insights, we helped them identify growth areas and inefficiencies, strengthening our relationship and generating additional business for us. Working with partners in this visible and intentional way can create mutual value, encourage long-term collaboration and create loyalty. In business, just as in a restaurant, the right partnership moves can provide rewards for everyone at the table. The magic of going the extra mile is not doing more than anyone else—it's choosing the right moments and gestures to enhance relationships without exacerbating resources. Whether you're running a kitchen or leading a go-to-market team, being intentional about these efforts can help keep your business sustainable and memorable. Going the extra mile should be thoughtful and deliberate, creating a lasting impact without breaking the bank. Ultimately, business—like any well-run restaurant—is about understanding what truly resonates. Doing this right, going the 'Extra Mile,' can keep people coming back time and time again. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?

How to Turn Setbacks Into Strategic Advantages
How to Turn Setbacks Into Strategic Advantages

Entrepreneur

time3 days ago

  • Business
  • Entrepreneur

How to Turn Setbacks Into Strategic Advantages

Here's how setbacks — whether it's a product flop, a missed market or internal friction — can become the turning points that drive lasting growth. Opinions expressed by Entrepreneur contributors are their own. In the unpredictable world of entrepreneurship, the ability to pivot is not just a survival mechanism; it's often the defining trait that separates long-term success from failure. Over the years, I've co-founded and operated companies across proptech, fintech, insurance and media. Some succeeded, some failed. But the ones that made it through did so because we knew when and how to pivot. The startup world romanticizes the grind — the late nights, the pitch decks, the moments of inspiration that become unicorns. But the reality is far messier. It's the misaligned products, misunderstood markets and management conflicts that really test your mettle. These moments don't signal the end; they're the inflection points that force you to evaluate what's working, what's not and what might be possible with a different lens. Related: 3 Steps to Take to Successfully Pivot Your Company and Skyrocket Revenue Recognizing the pivot point A good pivot doesn't come from panic — it comes from insight. One of the most critical lessons I've learned is that your original idea might not be wrong, but your market timing, audience or delivery might be. The art lies in seeing where the value really lives and having the courage to move toward it. When we transitioned one of our early ventures from a real estate lead generation business into a dynamic social platform for real estate professionals, it wasn't because the original concept had no merit. It was because the landscape had shifted. Agents didn't just need leads; they needed community, tools, validation and collaboration. And if we hadn't moved fast enough, someone else would have. Setbacks aren't failures — they're feedback Think of failed features, products or campaigns not as wasted effort, but as data points. They teach you what your customers don't want, which is just as valuable as what they do want. Some of the best companies have emerged from well-documented failures: Slack started as a failed gaming company called Tiny Speck. When the game didn't take off, the team realized the internal communication tool they had built was more promising. Instagram was originally Burbn, a bloated location check-in app with way too many features. Its pivot into a photo-sharing platform with filters came from stripping away the noise. Shopify began as an online snowboard store. The founders grew frustrated with the lack of ecommerce tools, so they built their own — and then realized that was the real opportunity. Each of these companies listened carefully to what the market was telling them, even if it wasn't what they wanted to hear at the time. Related: Is It Time to Pivot Your Business? 3 Clear Signs You Shouldn't Ignore Courage over ego One of the hardest things for a founder to do is admit that their "baby" isn't working. It takes courage to step back and ask: Is this idea worth fighting for, or is there something better within reach? Letting go of a failed strategy doesn't mean you're abandoning your mission. It means you're respecting it enough to find the right path forward. Often, pivots aren't 180-degree turns; they're 20- to 30-degree adjustments that reframe your positioning, your user experience or your revenue model. But those slight shifts can change everything. Make data your compass A pivot should be guided by evidence, not emotion. Customer behavior, user engagement metrics, churn rates and direct feedback are your GPS. If no one's clicking your core feature but they're all obsessed with a secondary tool you built as a bonus, that's a clue. If your churn is high despite marketing spend, maybe the product isn't delivering value. If your sales cycles are too long, maybe you're targeting the wrong buyer. You won't always have perfect data, but you'll have enough to make an informed bet. And in early-stage ventures, every decision is a bet — you just want to make the smartest one possible. Team alignment is critical A pivot doesn't just change the business — it changes the psychology of the team. You need buy-in. You need shared belief. Communicate the "why" behind the pivot as clearly as the "what." If you're asking people to change direction, you owe them clarity and context. Some of the most painful business lessons I've learned came from not aligning leadership or investor expectations before making a major shift. Transparency early prevents friction later. Related: Why Founders Should Always View Pivots as Opportunities From setback to strategic advantage Here's the truth: In almost every story of business success, there's a moment of pivot. Airbnb struggled to get traction until it leaned into the design of its listings. Twitter began as a podcasting company. YouTube started as a video dating site. The myth of the perfect business plan executed flawlessly is just that — a myth. Great companies are built by people who respond to feedback, evolve under pressure and reframe adversity into advantage. If you're in the trenches, facing a wall, you're not alone — and you're not stuck. A pivot might be exactly what your company needs. The key is to stay curious, stay humble and keep moving. Some of the greatest breakthroughs in business don't come from doubling down; they come from turning the wheel.

WiseTech Accelerates Strategy With $2.1 Billion Move for e2open
WiseTech Accelerates Strategy With $2.1 Billion Move for e2open

Wall Street Journal

time26-05-2025

  • Business
  • Wall Street Journal

WiseTech Accelerates Strategy With $2.1 Billion Move for e2open

SYDNEY—Logistics-software provider WiseTech WTC 6.05%increase; green up pointing triangle Global agreed to buy U.S.-listed e2open in a US$2.1 billion deal that the Australian company's co-founder said will accelerate its strategic development by at least a decade. WiseTech, which services more than 16,500 logistics providers, has long said it aims to be the operating system for global goods trade.

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