Who his ideas If you want to assert yourself and achieve goals, you have to be an asshole in a way. At least a certain amount of egoism is also part of it: because not everyone likes that either: Who successfully wants to be is (usually) well advised to give a damn about the advice of others.

Asserting ideas, achieving goals: be an asshole!

Tear the rules to shreds!

In the 1970s, punk rock changed that World. He was more than just music. He was a cultural phenomenon. Our Business at BrewDog is built on the punk mentality. At its core, punk is about learning the skills needed to do something on your own terms. At BrewDog, we reject that Status quo off, we're dedicated, we don't give a damn and we always do things that keep us true to ourselves. From the beginning we had an anti-authoritarian and non-conformist approach.

Inspired by everything that is punk, we wanted to instigate a contemporary rebellion against types of beer that conformed to the mass market without any taste and a tough revolt against brands that are so meaningless that you immediately forget them. We took an anarchist, undoubtedly daring, do-it-yourself approach, tore the business rules to shreds, and did our own thing. The results have been overwhelming.

"From my point of view, punk means being an individual and swimming against the current." Johnny Ramone (punk archetype)

"I've always said that punk is an attitude ... It had something to do with destruction and the creative potential that lies in it." Malcolm McLaren (original punk)

Hello, let's change the world

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Flashback to 2007. BrewDog was born in a shed in a remote, godforsaken industrial area in north east Scotland. Martin Dickie (my best friend) and I started a tiny brewery with a huge mission: to revolutionize the UK brewing industry and completely transform British beer culture. This book documents the philosophy behind our wild roller coaster ride, from which BrewDog emerged as a disruptive catalyst for the craft beer movement in the UK and beyond.

Before the Foundation From BrewDog, I had left my legal career and dabbled in the choppy waters of the stormy North Atlantic, first on the deck of a deep-sea trawler and eventually as a fully qualified captain. Five years of work in one of the harshest environments in the world and during the captain's training taught me a lot about People, Guide, Teamwork and setbacks. It was incredibly tough, but I loved every second of it. The ultimate in effective leadership of a crew must be top-down, bottom-up, and every other direction in between.

There is no room for doubt in the most dangerous place on earth

Many of my unorthodox businessStrategies, which blew wind in the sails of the pirate ship BrewDog, were minted on the stormy Atlantic. In one of the most dangerous jobs in the world, there is no room for doubt; risk lurks everywhere, so must leadership fast how to be determined and survival is always the first step to success. It was hard for me to give up my captain's hat, but I had discovered something I loved even more than the sea: craft beer. I've always had a passion for beer, and I started homebrewing in 2004 in retaliation when Martin and I were brewing a storm in our garage.

The chance encounter with the legendary British beer specialist Michael Jackson led Martin and I to take the step of realizing our dream and founding our first own craft brewery. After tasting one of our homemade brews, Michael said we should quit our jobs and start brewing. That was the last advice we ever took.

From two-man operation to global success

For the past four years, BrewDog has been officially the fastest growing food and drink company in the UK, as well as the fastest growing bar and restaurant operator, topping the growth charts in not one but two industry sectors, while both the domestic as well as the international one Shop became increasingly stronger. Our operation, which started with just £30000*, now boasts one Turnover of over £50m and has achieved solid profits in every single year since its inception.

What started in 2007 with two people and a dog has grown naturally in less than eight years to a company employing 500 people. We ship our BrewDog beers to over 50 countries because we want to challenge people's perception of what beer is and ultimately spread our passion for craft beer by bringing flavor and craftsmanship back into the beer glass. Martin and I also make the longest-running beer show in television history: BrewDogs is now on the air in over 20 countries.

Come on and show what you can do!

Our brewery, still in the North East of Scotland, is one of the most technologically advanced and environmentally friendly in the world. In addition to our state-of-the-art brewery, we now own and operate over 40 BrewDog craft beer bars in flagship locations in Tokyo, London, Edinburgh, Sao Paulo, Rome, Barcelona, ​​Helsinki, Berlin and Stockholm. And we recently started construction of a flagship brewery in Columbus, Ohio. Founding an ambitious small company with almost no seed capital is daring, turbulent – ​​and powerful lonely. Our blissful naivety and lack of experience proved to be our greatest asset. We didn't know how to do that, so we just went to work and did it our own way. And on the occasion, we inadvertently created a whole new approach to business. Business for Punks outlines this revolutionary philosophy, describing how there are good and bad sides to running and growing a Company learns the hard way.

The conditions for small businesses have changed radically in recent years. Business for Punks is a manifesto for 21st century companies. Tear up the thick old textbooks, defend yourself against the status quo, bring down the establishment and welcome the dawn of a new era! The following applies: Business start-ups are not for homeless self-protection militias. In all likelihood, a company will fail.

80 percent of all start-ups fail right at the beginning

The stars are bad. 80 percent of all start-ups fail within the first 18 months. That's 800 out of 1000, eight out of ten, four out of five startups that flop and die after inception. That's just fact. No matter how you spell it, it doesn't read well. These staggering mortality statistics are a stark reminder of today's brutal economic environment. So if you are thinking about starting a business, chances are it will fail. And it's not just your business that gets hit in the head - yours too Future, your confidence, your dreams and of course your bank account are going down the drain.

Let's assume you're one of the tough ones and survive the first 18 months. The odds of becoming a sustainable, long-term business are still less than one in 20. Another clear audible wake-up call. With only a XNUMX% chance of survival, make sure you're focused, ruthless, ambitious, and motivated from day one. Then maybe you can do it. But only maybe... The decisions you make during your company's formative months determine your place in the world.

The most important decision of your life

They're the most monumental decisions you'll ever make, and they're shaping your fledgling business in ways you couldn't even imagine at the time. So buckle up, hold on tight and rise to the challenge. You must ensure that your ideas and theirs Implementation are nothing short of stunning. It's a chilling paradox that the decisions you make when everything is at its most difficult and you are at your most inexperienced are the ones you'll have to live with for many years to come.

You must have the right to exist to earn and find a reason why you're even remotely relevant. So brace yourself for the darkest, toughest and most intense years of your life. You have to be versatile, learn everything and do everything. And you must learn to deal with constant rejection, a love of being teased without mercy, and the ability to find opportunities in even the most hopeless impasse. Starting your business will be unimaginably brutal, yet somehow awesome and fulfilling. This part is about creating Basics, about tidying up the scaffolding and making sure the decisions you make in those early years serve you well and ensure that your start-up only explodes in positive ways. The rest of the book builds on the foundations presented in this part.

Don't start a business, wage a campaign!

If you're thinking about starting your own business, chances are it's going to fail. Therefore: Don't do business, lead a campaign! Because companies fail. companies are dying. Businesses are forgotten. Revolutions never die. So call one Revolution into life, not a company. It is no longer enough to simply start a business. It needs a clear Objective, a mission and a reason for existence.

Martin and I didn't just start a brewery - our mission was to make other people feel as passionate about great beer as we feel. This promise and requirement underlie everything we do and serve as a clear reference point for every decision we make.

3 tips: Successful businesses have a mission

No matter what type of business you start, you alone are responsible for making it successful through a strong, meaningful, easy understandable and fully self-contained mission. For example:

  1. Instead of starting a shoe store, Zappos launched a campaign to improve customer service by treating its employees extremely decently.
  2. Noma has not opened a restaurant, but has committed itself to the mission of reinvigorating Nordic cuisine and has even written its own manifesto for Nordic cuisine.
  3. Apple has not opened a computer store, but is instead on a mission to change the world through technology.

3 tips: do something you love!

Do something you love with a clear mission. The more closely everything revolves around your right to exist, the better your offer will come across customers and the easier it will be to turn customers into fans. Assume nobody cares. Assume that everyone doesn't give a shit and nobody's listening. Now think about how you will get people interested in what you do. If you can't, your business is doomed.

  1. Don't just open a bakery in Idaho, go on a crusade to educate people about the health and taste benefits of fresh sourdough bread.
  2. Don't just open a hair salon in Berlin, find out how much fun a customer can have while they have their hair cut.
  3. Don't just start a car repair shop in Manchester; make it your mission to redefine what people expect from automotive service.

7 Tips: This is what your mission is about

When Money your Motivation you have to be the greedy nastiest bastard in the world to get a business up and running. Companies that focus exclusively on money do exist, but I don't want to have anything to do with them or their employees. As customers gain more insight, only financially oriented companies will suffer the same fate as the dinosaurs. Goodbye forever! If your main reason for starting your business is financial, please stop reading this text now. For everyone else who wants to know what distinguishes a mission from a normal business: Here are the most important points!

  1. When you have a mission, you can put everything you do in the context of a higher purpose and commit everyone within your company to a common goal,
  2. The mission must be unique and compelling. Your team and your prospects need to be able to get involved.
  3. It is your mission that sets you apart. Your biggest challenge from day one is giving people a reason to care - and that reason has to be your mission.
  4. In our saturated reality there is practically no market for another brand, company, product, or service. But the market for something to believe in is unlimited. Give people something to believe in!
  5. You have to stand up for something that extends beyond your core competencies in order to have any chance of standing out from the crowd. People no longer just want to buy a product or service. 21st century consumers increasingly want to be able to identify with companies and organizations whose missions and beliefs are compatible with their own belief systems and to expand them.
  6. Your customers need to be actively involved in making you succeed, and you need to provide them with a compelling reason to do so. Through a strong mission, you can get people interested and make them your ambassadors. Having a compelling campaign at the heart of your business is the first step in making sure your company lasts long enough to make an impact.
  7. Make sure you are starting a business for the right reasons. If you're just making money and want to be a big player, you'd better go into a desperate company. Sell ​​your soul to the devil and become one of those treadmill candidates in an expensive suit. Startups are an incredibly tough environment and you will need something to hold onto. And what you and your team can hold onto is the mission.

Be Selfish!

I love ignoring advice as much as all these jackass loves giving it to me. My advice to all those seeking advice is: save yourself that! Advice is for freaks and clowns. Those who are really committed will find their own way. When you start a business, everyone you know and everyone you don't know is inevitably a total expert. ignore them all Hold on to your vision, create your own Regulate up and make the hell hot for the others. You know what you want and how you get there is up to you.

Forget all those stuffy know-it-alls - they have no clue. Others don't understand, and it certainly isn't as important to them as it is to you. Whether your business stands or falls should be based on your decisions, not those of some amateur part-time business gurus. These self-appointed professionals will advise you to "learn from your mistakes." Learning from mistakes is for losers! Taking solace in the fact that mistakes teach you sometimes is that stupid logic used by lesser mortals to justify their own shortcomings. The only thing you can learn from your mistakes is that you are not good enough and you have to get better. You have to be clear about one thing: what you really learn something from is success.

Do not learn from mistakes, learn from successes!

When mistakes are made, the secret is not to waste time trying to learn something from them, but to be smart and agile enough to correct them as soon as possible. You need to be attuned to your business so that you can Problems recognize them as they form and cut them back before they develop branches and flowers. And by branches I mean a fully loaded AK-47 pointed at your neck.

It is complete for sure It's far from easy to do everything your own way, but in the end it pays off and you can rejoice in the fact that your success has shown all those wimps well. Be confident. The more confident you are in your idea, the less need there is for others to give you advice. The better your idea, the less credible the advice of others. You know what you're doing, you've thought about this idea for a long time and carried it around, and now you will - and you alone! - put them into action.

Advice is only for freaks!

A patchwork of other people's half-baked ideas and tips is a recipe for disaster, nothing else. Do not follow if you can also lead. Be a selfish bastard. Seriously, it has to be. If you're not 110 percent behind it, nobody will care. So dance to your own tune and do things as you see fit. Make artisanal products that you enjoy, create a comfortable environment, and provide the kind of service you would like to use yourself.

Maybe obsessing over something with tunnel vision doesn't exactly make you pin-up of the month focus. But that's the difference between success and failure. your biggest Capital are you and your unshakeable belief in and Engagement for your company. Just as you should ignore advice, you must also be completely blind to the real world. The real world isn't a place, it's just an excuse. A justification for mediocrity. An excuse not to even try. It promotes average and sets the bar equally high for everyone. ignore her Declare war on her. She died for you. Cause of death: her unfitness. My advice to anyone seeking advice is: Save yourself that. Advice is for freaks and clowns.


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