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๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

Most people think #PIF is just buying sports leagues and tech stocks. They are missing the real playbook. It isn't a passive wealth fund. It is an engineering project designed to rewire an entire national economy.

Here is what it actually is: The Fund Building a Country's Future ๐Ÿ‡ธ๐Ÿ‡ฆ

For feedback @contactwealthz

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

What do SpaceX, Toyota, Warren Buffett, and the 2008 financial crisis have in common?

They each teach a timeless mental model for making better decisions.

On 7/7, celebrating 7 years of Business Stories with Niva and Season 7, here's an episode on 7 mental models every decision maker should know.

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

Inside the Norway Sovereign Wealth Fund

Every time you buy an iPhone, use Amazon Web Services, or buy an NVIDIA chip, a tiny fraction of that money quietly benefits a single Nordic nation. Here is the exact economic engineering behind their massive $2 trillion fund. (...continue reading)
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ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

The Mechanics of IPO Process as Told by Yishan

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

โš ๏ธ Best of English Learning Channels
๐Ÿ‘‰ @EnglishLearn
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ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

In the early 2010s, South Korea already had e-commerce players. Faster websites. More sellers. Lower prices. On paper, Coupang had no business trying to outcompete them. But Bom Kim wasnโ€™t trying to build another marketplace. He was trying to solve a different problem entirely: speed. (...continue reading)

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๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

At the beginning, Impossible Foods didnโ€™t look like a food company. It looked like a lab. It began as a science-driven mission to replace animal agriculture by creating plant-based meat that replicates beef, using soy leghemoglobin for flavor and aroma. The early product was impressive. But there was a problem. (...continue reading)

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๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

โš ๏ธ Best of English Learning Channels
๐Ÿ‘‰ @EnglishLearn
---------

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

In the early 2010s, social media had a clear direction. Everything was about permanence. Profiles became archives. Posts became performances. Every photo, every status, every commentโ€”stored, measured, and judged. Then came Snap Inc. And it built something that made no sense at the time: An app where everything disappears. (...continue reading)

For feedback @contactwealthz

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

Starting an internet business should have been easy. But accepting payments online was anything but. Setting up a merchant account meant paperwork, bank approvals, payment gateways, and weeks of waiting.
Even then, the developer experience was miserable. For many startups, the hardest part wasnโ€™t building the product. It was getting paid.
So the brothers decided to fix it. Their names were Patrick Collison and John Collison. And the company they built was Stripe.
(...continue reading)
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ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

In the early 1980s, Starbucks was a small Seattle retailer. It sold whole bean coffee to purists. No seating. No baristas writing your name on cups. Just bags of beans and brewing advice. It was respectable. It was small. It was safe. Then one executive got on a plane to Italy. His name was Howard Schultz. He came back obsessed. (...continue reading)
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ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

We're Back. Season 6 starts Now.

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

โš ๏ธ Best of English Learning Channels
๐Ÿ‘‰ @EnglishLearn
---------

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

In the early 2000s, Amazon looked like a very successful online bookstore that had expanded into โ€œeverything.โ€
It was growing fast.
It was admired.
It was barely profitable.
And internally, it had a problem no one outside the company cared about:
Its infrastructure was a mess.
(...continue reading)
For feedback @contactwealthz

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

Walt Disney noticed something strange when he visited existing amusement parks. They were chaotic. Poorly maintained. Designed around rides, not storytelling. Parents sat on benches while children wandered through attractions that had little connection to one another.
Disney saw an opportunity most people missed.
(...continue reading)

For feedback @contactwealthz

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

๐Ÿ‡ณ๐Ÿ‡ด Norwegian fans are rowing imaginary Viking ships through stadiums.

Meanwhile, Norway itself has spent the last 30 years quietly buying tiny pieces of the global economy.

Today Norway owns stakes in thousands of companies worldwide.

The story behind it is one of the greatest economic decisions ever made.

โšฝ โžก๏ธ Read Here โฌ…๏ธ โšฝ

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

If there were ever a day to embrace the number 7, it's today.

โœจ 7th month.
โœจ 7th day.
โœจ 7 years.
โœจ Season 7.
โœจ 7 mental models.
That's five sevens in one day.

Happy anniversary to Business Stories with Niva! ๐ŸŽ‰๐Ÿฅ‚

๐ŸŽ† Instagram | thewealthz">X ๐ŸŽ†

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

New season. New rabbit holes.

Welcome to Season 7
๐ŸŽ‰

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

โš ๏ธ Best of English Learning Channels
๐Ÿ‘‰ @EnglishLearn
---------

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

End of Season 6

For feedback @contactwealthz

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

The modern fitness industry had solved for access. Gyms were everywhere. Equipment was abundant. Information was infinite. And yet, the outcome remained the same. People signed up with intentionโ€”and quietly disappeared. This wasnโ€™t a failure of fitness. It was a failure of consistency. The industry, in effect, wasnโ€™t selling results. It was selling aspirationโ€”the idea of a better self, deferred indefinitely. The product wasnโ€™t fitness. It was hope. (...continue reading)

For feedback @contactwealthz

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

In 1995, in Shenzhen, China, a chemist named Wang Chuanfu started a company with a simple idea: make better batteries.

At the time, Japan dominated the rechargeable battery market. Companies like Sony and Panasonic controlled the supply chain, the technology, and the margins. China wasnโ€™t considered a serious competitor.

Wang didnโ€™t try to outspend them. He did something more unusual. He built a company that leaned heavily on labor-intensive processes, breaking down battery manufacturing into smaller, repeatable steps that could be executed by people instead of relying solely on expensive automation. (...continue reading)

For feedback @contactwealthz

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

In 2008, Airbnb wasnโ€™t a company. It was a desperate experiment. Two roommates in San Francisco couldnโ€™t afford rent. So they inflated air mattresses, built a simple website, and rented out space to strangers. They called it โ€œAir Bed & Breakfast.โ€ It sounds like a story youโ€™ve heard beforeโ€”scrappy founders, clever idea, early traction. But thatโ€™s not what made Airbnb inevitable. Because for the next year, almost nothing worked. (...continue reading)
For feedback @contactwealthz

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

For decades, Microsoftโ€™s strategy was simple.
Protect Windows. The operating system was the center of everything โ€” Microsoft Office ran on it, developers built for it, and every new PC shipped with it. The companyโ€™s dominance was built on a powerful loop: more Windows users attracted more developers, which created more software, which sold more Windows PCs. For a long time, it worked perfectly. Then the world changed.
(...continue reading)

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ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

So... we were playing around with the profile picture for fun.

Vote if you think this should be the profile video of this channel.

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

At 27 years old, Sara Blakely was selling fax machines door to door in Florida. One night, getting ready for a party, she cut the feet off a pair of pantyhose so she could wear open-toed shoes โ€” but still get the smoothing effect under white pants.
The result looked better.
It felt better. It didnโ€™t exist on the market.
(...continue reading)

For feedback @contactwealthz

ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

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ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

Season 5 is complete.
10 companies.
10 deep dives.
Weโ€™re taking a one-week break before Season 6 begins.
If you have feedback, questions, or companies you want covered next โ€” drop them here.
Weโ€™ll be replying asap today and tomorrow.

In the meantime, feel free to explore our pages:
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ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

In the late 1990s, China was becoming the factory of the world. But most small and medium-sized manufacturers had a problem: They didnโ€™t know how to reach global buyers. There was no distribution. No brand. No export relationships. Just factories waiting for orders. Jack Ma saw something different from Silicon Valley founders of the time. (...continue reading)

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ะงะธั‚ะฐั‚ัŒ ะฟะพะปะฝะพัั‚ัŒัŽ…

๐—ช๐—ฒ๐—ฎ๐—น๐˜๐—ต | ๐—•๐˜‚๐˜€๐—ถ๐—ป๐—ฒ๐˜€๐˜€ ๐—–๐—ต๐—ฟ๐—ผ๐—ป๐—ถ๐—ฐ๐—น๐—ฒ ๐Ÿ’ต

Most great companies start by trying to win a market. Patagonia started by trying not to destroy one.
That single constraint โ€” donโ€™t build a business that breaks the thing you love โ€” explains almost every unusual decision Patagonia has made for the last 50+ years.
This is the story of how a small climbing-gear shop became one of the most influential business models in modern capitalism by deliberately choosing limits.
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