What does IKEA Business Case Study: How to Earn 40 Billion$ Every Year by Selling Furniture? (IKEA Effect) say about Business Models?

To trigger increased valuation from self-service, design tasks that require modest, surmountable effort—because trivial tasks don't build ownership and impossible tasks create frustration instead of pride.

An insight from IKEA Business Case Study: How to Earn 40 Billion$ Every Year by Selli…

Because execution amplifies an idea's underlying quality, pouring great effort into a weak market, defensibility, or value proposition compounds toward a dead end rather than growth.

Lecture 1 - How to Start a Startup (Sam Altman, Dustin Moskovitz)

Very large financial incentives can worsen cognitive-task performance across cultures because the pressure and narrowed focus they create interfere with the complex mental processes those tasks require.

The puzzle of motivation | Dan Pink | TED

Strong startup ideas usually surface unconsciously from side projects because deliberate ideation tends to produce plausible-sounding but weak concepts, while side projects let outlier, unconventional ideas emerge without being rejected by the conscious mind.

Lecture 3 - Before the Startup (Paul Graham)

Feature-focused product messaging often fails because it appeals only to rational analysis, whereas framing a product as proof of a shared belief recruits identity-aligned customers who adopt and advocate.

How Great Leaders Inspire Action | Simon Sinek | TED

Keeping processes manual early makes experiments and pivots easier because non-software workflows aren’t hardcoded, so you can change the offering instantly without rewriting infrastructure.

Startup Experts Discuss Doing Things That Don't Scale

Every job to be done has an architecture of functional, emotional, and social elements, and knowing that mix tells you which features, integrations, and brand experiences to provide.

Where Does Growth Come From? | Clayton Christensen | Talks at Google

Tight user feedback loops accelerate startup success because frequent cycles of feedback, product updates, and retesting compound small improvements rapidly—especially in software where iteration can happen in hours.

Lecture 1 - How to Start a Startup (Sam Altman, Dustin Moskovitz)

Good management can make a successful company vulnerable because sensible short-term incentives and established processes steer managers to allocate resources in ways that neglect disruptive opportunities and lock the firm into past strengths.

Where Does Growth Come From? | Clayton Christensen | Talks at Google

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