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Brand Renegades is written to support and help business owners in all industries learn how to grow and thrive in business by doing basic business tasks, providing great customer service, protecting employees, taking calculated risks, and sometimes doing things differently than what is expected.
List of contents
Chapter 1: Our Brand Renegade Origin Story
Chapter 2: Harness the Power of Mentorship
Chapter 3: Understand What Makes a Partner Tick
Chapter 4: It's Your Customer's Experience, Not Yours
Chapter 5: From Small Business to Brand
Chapter 6: Marketing . . . Where Do We Begin?
Chapter 7: Keep It Up . . . It's Working
Chapter 8: Cut the Excuses, Get Up, and Do Something!
Chapter 9: Add "F*!%" to Your Brand Vocabulary
Chapter 10: Be Powerful Leaders, Not Bosses
Chapter 11: Leave It Better Than You Found It
Chapter 12: It's Not About the Money
Chapter 13: What You Know Can End Up Biting You
Chapter 14: F*!% It. Do It Anyway.
Chapter 15: When the Business World Stopped
Chapter 16: Create an Exit Strategy
Chapter 17: Now That We've Made It, What Do We Do?
About the author
Sean and Thora Dowdell are the founders and owners of Club Tattoo, one of the largest tattoo and piercing studios in the country. Sean opened the first Club Tattoo studio in 1995. Thora joined the business shortly after they met in 1997. Early on, the couple saw opportunity and capitalized on the untapped tattoo industry. Working side by side for 21 years, the couple became leaders of the tattoo and piercing industry creating a business model worth $30 million dollars. Club Tattoo currently has six locations, with two on the Las Vegas Strip, inside Planet Hollywood and The LINQ Hotel and Casino. Utilizing their individual strengths, Sean serves as the CEO, while Thora serves as the COO. Remarkably, the couple has been working together for 21 years.
Summary
Brand Renegades is written to support and help business owners in all industries learn how to grow and thrive in business by doing basic business tasks, providing great customer service, protecting employees, taking calculated risks, and sometimes doing things differently than what is expected.
Foreword
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