I wrote here that direction is measured by what the company accepts to lose

I wrote here that direction is measured by what the company accepts to lose. I left out the time I dropped one in less than a week.

I had just reached half of the group's retail, which was the number I had been aiming for. With the number in hand came the next question: where to expand. There were two doors, opening body work or taking air conditioning all the way. Until then we went as far as changing filters. I wanted full maintenance: leaks, part repair, the whole service.

In the first week the service showed what it was. To reach the leak the car has to be taken apart, and by the time the quote is ready it is already above what the customer will pay. I pulled back that same week.

I called it focus. Focus is the elegant name we give to going back to what was already making money.

The concentrated line stayed concentrated. Neither air conditioning nor body work came back to the table. The expansion that came later was a new unit for trucks, even closer to what was already making money.

Your company's diversification will die in the first week it costs cash. And you will call it focus.