Lesson bundle · Marketing and sales

Marketing and Sales in Business

Marketing structure, the product, financial metrics, and business goals and tasks. Promotion and sales are examined as part of managing the business as a whole.

7lessons in the bundle

≈ 13 hr 19 min of recordings in total · from blocks 1–10, 11–20, 21–30, 31–40

One topic, considered from different sides. Watch in the suggested order. Leave time for your own observations.

Does this sound like your situation?

This bundle is for you when…

New channels and initiatives appear without a clear connection to the strategy.
There is turnover, but questions about profit and how the work is organized remain.
Marketing is seen as a single position or a single tool.

Why watch these together

What you will examine

Consider a commercial task within the overall business strategy.
See the areas of marketing and how finance relates to operational metrics.
Notice assumptions about the product, customers, and repeating a previous result.

Apply it to your own life · The bundle’s main question

Why does this particular commercial action fit my business's goal?

An editorial question for independent reflection; not the author’s original assignment.

Contents and viewing sequence

Your route

Lessons are grouped by task rather than by their number in the program. Each step explains why to watch the next meeting.

1
Step 1 · Business thinkingLesson 27 · Meeting · ≈ 2 hr 6 min
Business Thinking: Seeing the Substance, Risks, and Decisions
Examine the product and commercial decisions together with practice, quality, and risks.
A question for yourself: Which aspects of the business does my product affect?
What the lesson explores
Business thinking Practice Product and risks Decision-making Risks Sales Marketing Product
1. What the author connects with the development of business thinking and real practice.
2. How the discussion addresses the product, launch, quality, and commercial decisions.
3. Why professional results are considered more broadly than the immediate result of a single business.
Open lesson →Questions and answers · 7
2
Step 2 · How a task fits the strategyLesson 15 · Meeting · ≈ 2 hr 7 min
Connecting the Goal, Strategy, and Everyday Tasks in Business
Examine whether a particular promotion or product change is needed.
A question for yourself: Is this a business task, or my desire to use a particular tool?
What the lesson explores
How a task fits the goal Strategy Principles Goals Tasks and actions Time Partnership Expectations
1. How the same initiative may fit one business and not another.
2. Why a decision about a menu or promotion begins before the choice of tool itself.
3. How to account for a longer-term direction, beyond today's task.
Open lesson →Questions and answers · 22
3
Step 3 · Marketing structureLesson 9 · Meeting · ≈ 1 hr 45 min
Company and Team Structure
Look at the areas that make up marketing.
A question for yourself: How are the work and decisions distributed?
What the lesson explores
Company structure Person responsible Manager and overseeing lead Marketing Manager Management system Organizational structure Team
1. How to examine structure through the example of different areas of marketing.
2. How the author's model distinguishes the person responsible, the manager, and the overseeing lead.
3. How to distribute areas of work among the people you have, without creating a separate position for each one.
Open lesson →Files · 2Questions and answers · 44
4
Step 4 · Finance and unit economicsLesson 5 · Meeting · ≈ 1 hr 37 min
Business Finance and Unit Economics
Connect the financial picture with operational metrics.
A question for yourself: What lies behind cost and financial results?
What the lesson explores
Cash flow Profit and loss statement Unit economics Oversight and reporting Expenses and costs Sales Product Automation
1. How the discussion distinguishes cash flow from the profit and loss statement.
2. How financial data connects to business performance metrics.
3. Why you need to understand which period and business area income and expenses belong to.
Open lesson →Files · 1Questions and answers · 22
5
Step 5 · MetricsLesson 19 · Meeting · ≈ 2 hr 5 min
Scaling a Business: Metrics, People, and Management Decisions
Examine the basis for assessing commercial actions.
A question for yourself: Do I understand what I am measuring?
What the lesson explores
Metrics and parameters Decision-making Expanding perception Performance metrics Scaling a business Customers Reputation Education
1. How understanding the subject affects the choice of metrics and parameters.
2. Why you need to discuss the basis for assessment in advance with those doing the work.
3. Why the author connects management decisions with a broader perception.
Open lesson →Questions and answers · 11
6
Step 6 · Illusions in businessLesson 39 · Meeting · ≈ 1 hr 52 min
Illusions in Business: Making the Right Decision
Examine the limits of familiar explanations of customers and the market.
A question for yourself: Which assumption has become obvious to me?
What the lesson explores
Illusions The ability to hear Decision-making Product Customers A state of not knowing Perception Fear
1. How the author uses business examples to confront the limits of familiar perception.
2. Why an explanation of what is happening is not identical to everything that is happening.
3. How hearing another person connects to examining your own illusions.
Open lesson →Questions and answers · 10
7
Step 7 · Live case discussionsLesson 31 · Participant case discussion · ≈ 1 hr 47 min
V100 Participant Case Discussions
See how a question about sales and profit depends on specific circumstances.
A question for yourself: What information is missing for an answer in my case?
What the lesson explores
Participant case discussions Profit and turnover Decision-making Sales A state of not knowing Inner state
1. How a case discussion brings together business circumstances and the person's own question.
2. Why having achieved a result once does not mean you can simply repeat it.
3. How the author identifies points where a decision cannot be given without further grounds.
Open lesson →Questions and answers · 16

Bundle topics

What the bundle explores

ConceptBusiness thinking

Step 1 · №27

ConceptPractice

Step 1 · №27

ConceptProduct and risks

Step 1 · №27

PracticeDecision-making

Step 1 · №27 Step 5 · №19 Step 6 · №39 Step 7 · №31

ConceptRisks

Step 1 · №27

ConceptSales

Step 1 · №27 Step 4 · №5 Step 7 · №31

ConceptMarketing

Step 1 · №27 Step 3 · №9

ConceptProduct

Step 1 · №27 Step 4 · №5 Step 6 · №39

ConceptHow a task fits the goal

ConceptStrategy

ConceptPrinciples

ConceptGoals

ConceptTasks and actions

ConceptTime

ConceptPartnership

ConceptExpectations

TopicCompany structure

Step 3 · №9

RolePerson responsible

Step 3 · №9

RoleManager and overseeing lead

Step 3 · №9

RoleManager

Step 3 · №9

ConceptManagement system

Step 3 · №9

ConceptOrganizational structure

Step 3 · №9

ConceptTeam

Step 3 · №9

PracticeCash flow

Step 4 · №5

PracticeProfit and loss statement

Step 4 · №5

PracticeUnit economics

Step 4 · №5

PracticeOversight and reporting

Step 4 · №5

ConceptExpenses and costs

Step 4 · №5

TopicAutomation

Step 4 · №5

TopicMetrics and parameters

Step 5 · №19

ConceptExpanding perception

Step 5 · №19

ConceptPerformance metrics

Step 5 · №19

ConceptScaling a business

Step 5 · №19

RoleCustomers

Step 5 · №19 Step 6 · №39

ConceptReputation

Step 5 · №19

ConceptEducation

Step 5 · №19

ConceptIllusions

Step 6 · №39

PracticeThe ability to hear

Step 6 · №39

ConceptA state of not knowing

Step 6 · №39 Step 7 · №31

ConceptPerception

Step 6 · №39

StateFear

Step 6 · №39

ConceptParticipant case discussions

Step 7 · №31

ConceptProfit and turnover

Step 7 · №31

StateInner state

Step 7 · №31

How to bring this into your life

Work with one real task

Take one current commercial task.

Bring it back to your business's goal, structure, and financial metrics.

Do not transfer a decision from an example to your product without examining the differences.

The selection, viewing order, and questions about your own situation form an editorial route through existing recordings, not a separate program by the author.

How it differs from other bundles

An examination of the management and reasoning behind marketing and sales. The author's examples help reveal connections, rather than provide advertising decisions to copy.

When you need a different format

Not a course in configuring advertising, running social media, or sales scripts.

Broaden or narrow the task

Related lesson bundles

Lesson bundle · Business and strategyBusiness: Goals, Principles, Strategy, and Scaling10 lessons · shared with this bundle: 4 Lesson bundle · Team and managementTeam: Structure, Motivation, and Management6 lessons · shared with this bundle: 2 Lesson bundle · Reality and decisionsPerceiving Reality and Making Decisions6 lessons · shared with this bundle: 2

Before choosing

Answers to important questions

Do I need to complete the entire program?

To get acquainted, choose a task and start with the suggested recording. Related lessons are recommendations for deeper study, not access requirements.

Is there feedback from the author?

These pages contain recordings of meetings. Discussions in the original group do not imply personal guidance for a new buyer. Feedback is not promised.

What does access include, and how do I buy it?

A bundle is a new proposal combining existing lessons. Bundle prices, purchase methods, and access periods have not yet been set. Recordings are currently sold in blocks of 10 lessons or as a complete cycle.

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Are these short educational videos?

No. These are full recordings of meetings, including live case discussions and participants’ questions. The stated duration is approximate and based on the meeting recording.