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Business · 200 lessons in the app

Business concepts, one minute each

The frameworks people quote in meetings, explained with the example they came from: Pareto's land records, Buffett's moats, the startup method behind the minimum viable product.

Try 4 lessons exactly as they appear in the app

Business40s read

Lesson 1 of 4

The 80/20 Rule

80% of results come from 20% of causes. Italian economist Vilfredo Pareto noticed 80% of Italy's land was owned by 20% of the population. The ratio shows up everywhere: 20% of customers generate 80% of revenue; 20% of bugs cause 80% of crashes. Find your 20% and go all in on it.

Source Pareto, V. (1896). Cours d'économie politique.

Quick quiz

A sales team has 25 clients but 5 of them generate nearly all revenue. Applying the 80/20 rule, what should they do?

Business38s read

Lesson 2 of 4

Price Is a Signal

Lowering your price doesn't always increase sales. Sometimes it destroys them. Premium pricing signals quality, it's why some wines sell better at $50 than $20, even if they're identical. Customers use price as a proxy for value. Race to the bottom on price, and you race to the bottom on perception.

Source Ariely, D. (2008). Predictably Irrational.

Quick quiz

A startup lowers its prices to gain customers but loses sales instead. What does this illustrate?

Business42s read

Lesson 3 of 4

The Power of Network Effects

A product becomes more valuable as more people use it. This is a network effect. WhatsApp is worthless if only you're on it, priceless if everyone is. Instagram, Uber, Airbnb, credit cards: all powered by network effects. The first users subsidize value for future users.

Source Metcalfe, R. (1980). Ethernet: Distributed Packet Switching for Local Computer Networks.

Quick quiz

Why did Meta pay $19 billion for WhatsApp despite it being a simple messaging app?

Business42s read

Lesson 4 of 4

The Jobs-to-Be-Done Framework

People don't buy products; they hire them to do a job. McDonald's discovered milkshake sales peaked at 7am because commuters hired them to 'make a boring drive more interesting and keep them full until lunch.' Understanding the real job your product does, not the features users say they want, leads to better product decisions and stronger marketing.

Source Christensen, C.M. (2016). Competing Against Luck.

Quick quiz

McDonald's found commuters bought milkshakes at 7am primarily to make their drive less boring, not because they were hungry. What framework does this illustrate?

196 more business lessons in the app

Every title here is a lesson in Scroll, with its own quiz. Five a day are free; Premium has no daily limit.

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  1. First-Mover Advantage (and Its Limits)
  2. The OODA Loop
  3. Moats: The Secret to Durable Success
  4. The Innovator's Dilemma
  5. The Lean Startup Method
  6. Product-Market Fit: The Only Thing That Matters
  7. Pricing Strategy: Anchor High
  8. Blue Ocean Strategy
  9. Customer Acquisition Cost vs Lifetime Value
  10. The Flywheel Effect
  11. Churn: The Startup Killer
  12. The Founder's Dilemma
  13. Viral Coefficients: When Products Spread Themselves
  14. B2B vs B2C: Fundamentally Different Games
  15. Platform Business Models
  16. OKRs: How Google Manages Goals
  17. The Principal-Agent Problem
  18. Economies of Scale
  19. The SaaS Business Model
  20. Delegation and Management Leverage
  21. The Crossing the Chasm Problem
  22. Brand Equity: The Value of a Name
  23. Supply Chain Management
  24. Mergers and Acquisitions: Most Fail
  25. Clear market positioning: What You Want to Own in Someone's Mind
  26. The Hockey Stick Curve
  27. Servant Leadership
  28. Loss Leader Pricing
  29. The Innovator's Solution
  30. The Power of Distribution
Show all 196 titles
  1. Unit Economics: Before You Scale
  2. Corporate Culture Eats Strategy for Breakfast
  3. The Long Tail
  4. The CAC Payback Period
  5. Freemium: Free as a Business Model
  6. The Hedgehog Concept
  7. Growth Hacking
  8. Porter's Five Forces
  9. Vertical Integration
  10. The Marketplace Business Model
  11. The McKinsey Way: Structured Problem Solving
  12. Competitive Advantage: Durable vs Temporary
  13. Organisational Design: Structure Follows Strategy
  14. Revenue-Based Financing
  15. The Subscription Economy
  16. Negotiation: Never Split the Difference
  17. The Accountability Mirror
  18. The Two-Pizza Rule
  19. Working Capital Management
  20. The Importance of Timing
  21. The Strategic Pivot
  22. Price Discrimination
  23. The Attention Economy
  24. Franchising: Scaling Through Duplication
  25. The J-Curve of Business Change
  26. Psychological Safety in Teams
  27. Ecosystem Strategy
  28. The Innovator's Dilemma in Healthcare
  29. Skin in the Game
  30. Good to Great: The Level 5 Leader
  31. The Founder Mode Debate
  32. Network Density and Trust
  33. The TAM, SAM, SOM Framework
  34. Pricing Power: The Ultimate Business Advantage
  35. Regulatory Moats
  36. The Role of Luck in Business Success
  37. Conglomerate Discount
  38. The Expertise Trap
  39. Benchmarking: Learning from the Best
  40. The Power of Compounding in Talent
  41. Minimum Viable Product Done Right
  42. SaaS Metrics That Matter: ARR, NRR, GRR
  43. The Agency Business Model
  44. The Rule of 40
  45. Decision-Making Under Uncertainty
  46. Disruption vs Sustaining Innovation
  47. The Customer Success Function
  48. Zero-Based Budgeting
  49. Talent Density and the Netflix Model
  50. The Power of Community
  51. Outcome-Based Contracting
  52. Go-to-Market Strategy
  53. The Minimum Loveable Product
  54. The Winner-Take-Most Dynamic
  55. Speed as a Competitive Advantage
  56. What Customers Say vs What They Do
  57. The Network Effect Flywheel
  58. Corporate Governance
  59. The Importance of 'No' in Product
  60. Horizontal vs Vertical SaaS
  61. The Adoption Curve
  62. Due Diligence: Trust But Verify
  63. Tokenomics and Web3 Business Models
  64. The Job of the CEO
  65. Antifragility in Business
  66. Building a Business That Lasts
  67. The BCG Matrix: Stars, Cows, Dogs, Question Marks
  68. The Ansoff Matrix: Four Ways to Grow
  69. Why SWOT Survives Despite Being Trivial
  70. PESTLE: Scanning the World Around the Business
  71. The 7-S Framework: Why Strategy Alone Is Not Enough
  72. Porter's Value Chain in One Page
  73. The Three Horizons of Growth
  74. The Barbell Strategy
  75. Why Strategy Should Be a Hypothesis
  76. Build vs Buy: A Tougher Question Than It Looks
  77. Why EBITDA Is Loved and Loathed
  78. How Fast Cash Comes Back
  79. Burn Rate and Runway
  80. Gross Margin vs Net Margin
  81. Operating Leverage: Why Software Scales So Well
  82. Free Cash Flow: The Number That Pays Bills
  83. Why Capital Has a Cost
  84. How Analysts Value a Business
  85. The Rule of 72
  86. Why Companies Mix Debt and Equity
  87. Why Teams Use a RACI Matrix
  88. Why Decision Rights Beat Process
  89. How Many Reports Is Too Many
  90. Why People Get Promoted Past Their Competence
  91. The 9-Box Talent Grid
  92. Just-in-Time: Toyota's Inventory Trick
  93. The Theory of Constraints
  94. The Seven Wastes of Lean
  95. Kaizen: Many Small Improvements
  96. Six Sigma: When Defects Become Statistics
  97. The Bullwhip Effect in Supply Chains
  98. Why Demand Forecasts Are Always Wrong
  99. Cycle Time vs Lead Time
  100. Why Inventory Turnover Matters
  101. Process Mining: Auditing How Work Actually Flows
  102. AIDA: A Century-Old Marketing Model
  103. Why Sales Funnels Leak
  104. What Customer Journey Mapping Reveals
  105. Net Promoter Score in One Page
  106. The Kano Model: Three Kinds of Features
  107. Cross-Sell vs Upsell: Different Plays
  108. Account-Based Marketing: Hunt the Whales
  109. Inbound vs Outbound Marketing
  110. The Marketing Flywheel
  111. Tribes: Why Communities Beat Audiences
  112. The Sunk Cost Fallacy in Business
  113. The Endowment Effect: Why Owners Overvalue
  114. Status Quo Bias: Why Default Wins
  115. Choice Architecture: Designing the Decision
  116. Hyperbolic Discounting: Why Now Beats Later
  117. Product-Led Growth: Let the Product Sell
  118. Bottom-Up SaaS: Wedge In Through Users
  119. Land and Expand
  120. Usage-Based Pricing
  121. The Seat-Based Pricing Problem
  122. Open Core: Free Software Plus a Wallet
  123. API as a Product
  124. Vendor Lock-In
  125. Made vs Sourced: A Pricing Decision
  126. Vertical vs Horizontal Scaling
  127. The S-Curve of Growth
  128. The 10x Rule
  129. Pivot or Persevere
  130. The Pre-Mortem
  131. The Antiportfolio: What You Said No To
  132. Power Laws in Venture
  133. The Smile Curve
  134. Diseconomies of Scale
  135. The Coase Theorem and the Theory of the Firm
  136. Centralised vs Decentralised
  137. Shared Services: Efficiency at the Centre
  138. The Maker-Checker Principle
  139. The CEO's Calendar
  140. Crisis Leadership
  141. Stewardship vs Ownership
  142. Home-Country Bias
  143. Why Tariffs Have Second-Order Effects
  144. Currency Risk and Why Companies Hedge
  145. The Big Mac Index
  146. Globalisation vs Glocalisation
  147. Cultural Adaptation in Global Business
  148. What a Board of Directors Actually Does
  149. Conflicts of Interest
  150. What ESG Actually Measures
  151. Stakeholders vs Shareholders
  152. Cap Tables and Dilution
  153. The 409A Valuation
  154. The Exit Ladder
  155. What a SPAC Actually Is
  156. What Happens in an IPO
  157. Down Rounds: When the Valuation Falls
  158. The Convertible Note
  159. Liquidation Preference
  160. Anti-Dilution Provisions
  161. The Vesting Cliff
  162. Founder-Market Fit
  163. Trust Capital Compounds Slowly
  164. Talent Magnet Companies
  165. The Strategic Narrative
  166. Splitting the Chairman and CEO

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