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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
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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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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 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
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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, 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)

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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

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)
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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

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)

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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

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 2004, Tobias Lรผtke wanted to sell snowboards online. The problem wasnโ€™t demand. It was tooling. Existing e-commerce platforms were clunky, rigid, and built for businesses that already knew what they were doing. Lรผtke was a programmer. So instead of bending his business to fit bad software, he did the opposite. (...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

Warby Parker Found the Quietest Monopoly in Americaโ€”and Walked Around It

In 2008, four Wharton studentsโ€”Neil Blumenthal, Dave Gilboa, Andy Hunt, and Jeff Raiderโ€”ran into the same problem: replacing lost glasses cost hundreds of dollars. They did what most customers never do. They traced the price backward. What they found wasnโ€™t inefficiency. It was control.

A single companyโ€”Luxotticaโ€”designed the frames, manufactured them, distributed them, and sold them through its own retail chains. Ray-Ban, Oakley, LensCrafters, Sunglass Hutโ€”different logos, same owner.
(...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

This is our story.
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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

End of Season 6

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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 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)

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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 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)

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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 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)
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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

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)

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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

wealthz.substack.com

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.
(...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

Internally, Apple began working on what would become the iPhone through two competing projects.
One tried to evolve the iPod into a phone by adding calling capabilities. The other explored a completely new touch-based interface built around a full-screen device.
(...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

For years, people misunderstood Tesla. They thought Tesla was an electric car company trying to compete with Ford, GM, and Toyotaโ€”only greener, only cooler, only run by a louder CEO. That framing was wrong. Teslaโ€™s defining momentโ€”the one that made the outcome inevitableโ€”wasnโ€™t a vehicle launch. (...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

Netflix didnโ€™t defeat Blockbuster because it invented streaming.
Streaming was obvious eventually.
The internet always gets faster. Storage always gets cheaper.
What wasnโ€™t obvious was when to abandon a working business.
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