Seth Godin: The Bootstrapper’s Bible (2004) 馃摍


Pflichtlekt眉re f眉r jeden Solopreneur und jeden Lifestyle Entrepreneur. Es ist gratis zu haben, also gibt’s keine Ausreden!

V枚llig legaler Link zum Buch als pdf

Section 1: The Joy of Small

What’s a big company got that you haven’t got?

„Just as playing table tennis is very different from playing Wimbledon tennis, bootstrapping your own business is a world apart from running IBM. You need to understand the differences, and you need to understand how you can use your size to your advantage.“ (S. 8)

  • Das ist auch der Grund, warum es eine spezielle Solo-BWL braucht.聽

„If a market can be bought with cash, a big company will do it.“ (S. 10)

  • Gro脽e Unternehmen setzen einfach ihr Kapital ein, um die Konkurrenz platt zu machen. Sie kaufen sich einfach den Markt.
  • Die Chance f眉r Solopreneure liegt darin, M盲rkte zu finden, die lukrativ sind, aber viel zu klein, um die Big Player zu interessieren (zumindest im Moment).

„Big companies have better distribution, access to money whenever it始s needed, a brand that customers trust, access to the people who buy, and great employees. They始ve got lots of competition, big and small, and they始ve sharpened their axes for battle. Do you have a chance to succeed? No. Not if you try to compete head to head in these five areas. Not if you try to be just like a big company, but smaller. If you try to steal the giant始s lunch, the giant is likely to eat you for lunch. […] You have to go where the other guys can始t. Take advantage of what you have so that you can beat the competition with what they don始t. Many bootstrappers miss this lesson. They believe that great ideas and lots of energy will always triumph, so they waste countless dollars and years fighting the bad guys on their own turf.“ (S. 12)

  • Wenn du auf dem Spielfeld der Gro脽en spielen willst, wirst du verlieren. Du musst dein eigenes Spielfeld finden.

„That始s why the gourmet food business bugs me so much. Every year, another 2,000 gourmet items鈥攋ams, jellies, nuts, spreads, chips鈥攁re introduced. And every year, 1,900 of themfail. Why? Because the bootstrappers behind them are in love with an idea, not a business. Successful bootstrappers know that just because they can make a product doesn始t mean they should. Making kettle-fried potato chips from your grandmother始s recipe may sound appealing, but that doesn始t mean that you can grow the idea into a real business.“ (S. 13)

What’s a bootstrapper got that big companies haven’t got?

  1. NOTHING TO LOSE. „This is huge. Your biggest advantage. Big, established companies are in love with old, established ways. They have employees with a huge stake in maintaining the status quo.“ (S. 13)
  3. PRESIDENTIAL INPUT. „But in big companies, the president is far removed from the action. He始s surrounded by people with their own agendas.“ (S. 15)
  4. RAPID R&D. „Big companies will almost always try to reduce invention risk by assigning a bureaucracy. You, on the other hand, can do it yourself. Or hire one person to do it.“ (S. 17)
  5. THE UNDERDOG. „Big companies don始t treat people very well sometimes, and people respond in kind. You, on the other hand, run a small company. So you can acquire the distribution rights to a video series for no money down. Or convince Mel Gibson to appear in your documentary for union scale. Or get your lawyer to work for nothing, for a while, just because you始re doing good things.“ (S. 17)
  6. LOW OVERHEAD. „By leveraging your smallness, you can often undercut bigger competitors, especially if the product or service you create doesn始t require a lot of fancy machinery.“ (S. 18)
  7. TIME. „The big companies don始t have a lot of freedom in the way they deal with time. […] You, on the other hand, are a stealth marketer. No one is watching you. Sometimes, when it counts, you始ll be ten times faster than the big guys. But when you can make a difference by taking your time, you will鈥攁nd it始ll show.“ (S. 18)

„Position yourself against the brand leader. Be 鈥渃heaper than Frito始s鈥 or 鈥渇aster than Federal Express鈥 or 鈥渃ooler than Levi始s.鈥 The more the other guy始s brand gets publicized, the more your positioning statement increases in value. Be brazen in the way you compare yourself to the market leader. Your story should be short, solid, and memorable.“ (S. 22)

„This manifesto, like most business books, may seem a little intimidating. It始s filled with countless things you must do right and countless things that can go wrong. In fact, you may feel like giving up.“ (S. 23)

  • Dieses Lehrbuch, wie alle Lehrb眉cher, in denen man wirklich was lernt, kann overwhelming sein. Man kann so viel falsch machen. Man muss an so vieles denken!
  • Es ist (auch) unangenehm, dieses Buch zu lesen.
  • Diese Tatsache auch in meinem Solo-BWL-Buch ansprechen.聽
  • Wie damit umgehen? Where to put the tired?

„Which brings me to the most important, most concrete, most useful piece of advice in the whole manifesto. Simple, but indispensable: Don始t give up. Surviving is succeeding. You始re smarter than most people who have started their own businesses, and smarter still than those who have succeeded. It始s not about what you know or even, in the end, about what you do. Success is persistence. Set realistic expectations. Don始t give up.“ (S. 24)

„YOU CAN鈥橳 WIN IF YOU鈥橰E NOT IN THE GAME. A lot of this manifesto is about survival. A true bootstrapper worries about survival all the time. Why? Because if you fail, it始s back to company cubicles, to work you do for someone else until you can get enough scratched together to try again. […] keep playing until you win.“ (S. 24)

Section 2: A great idea can wipe you out

„There are enough obstacles to success in choosing your business. Overcoming a flawed business model shouldn始t be one of them.“ (S. 25)

„Don始t rush it. Don始t just pick what you know, or what you used to do, or even what you dreamed of doing when you were a teenager. It始s way more fun to run a successful vegetable stand than to be a bankrupt comedy club owner. The first law of bootstrapping: Great ideas are not required. In fact, a great idea can wipe you out.“ (S. 25)

„What始s a great idea? Something that始s never been done before. Something that takes your breath away. Something so bold, so daring, so right, that you始re certain it始s worth a bazillion dollars. An idea you need to keep secret. Great ideas will kill you.“ (S. 25)

„Coming up with a brilliant idea for a business is not nearly as important as finding a business model that works. What始s a business model? This classic MBA phrase describes how you set up a business so you can get money out of it. […] They are formulas that take the assets of a company and turn them into cash. Without a business model, a company can get publicity, hire employees, and spend money鈥攂ut it won始t make a profit.“ (S. 26)

Business models should have the following five attributes (S. 28ff)

  1. They should be profitable.
    • „You始d be surprised at how often people start businesses that lose money on every product and then try to make it up in volume! […] you need to make money to stay in business.“ (S. 28)
    • „Almost no business is profitable on the very first day. […] The question is: How long before profitability? Write down a target date. If you go way past it, figure out how to fix the problem or quit.“ (S. 28)
  2. They should be predictable.
    • „A profitable business, as mentioned earlier, is going to attract competitors. What are you going to do when they show up?“ (S. 29)
  3. They should be self-priming.
    • „One of the giant traps bootstrappers fall into is inventing business models that don始t prime themselves.“ (S. 30)
    • Sich selbst erhaltend, sich selbst in Bewegung setzend, sich selbst fortsetzend
  4. They should be adjustable.
  5. There should be an exit strategy (optional)

„Just because it始s cheap to start doesn始t make it a good business.“ (S. 35)

Do you want to be a freelancer or an entrepreneur? (S. 36f)

  • „A聽freelancer聽sells her talents. While she may have a few employees, basically she始s doing a job without a boss, not running a business. […] There is no exit strategy. There is no huge pot of gold. Just the pleasure and satisfaction of making your own hours and being your own boss.“
  • „An聽entrepreneur聽is trying to build something bigger than herself. She takes calculated risks and focuses on growth. An entrepreneur is willing to receive little pay, work long hours, and take on great risk in exchange for the freedom to make something big, something that has real market value.“
  • „Both situations offer tremendous opportunity to the right person, and millions of people are delighted that they left their jobs to become a freelancer or an entrepreneur. But for you, only one of them will do. And you must figure out which one.“
  • „This manifesto is focused on freelancers and early-stage entrepreneurs.“

Everyone is not like you (S. 43)

  • „Novelists are encouraged to 鈥渨rite what you know.鈥 And the business you run should reflect what you know and love and are great at.“
  • „But don始t fall into the trap of assuming that everyone needs what you need, wants what you want, buys what you buy.“
  • Das ist auch f眉r Gr眉ndungsberater ganz wichtig, sich das vor Augen zu halten: Ein gutes Business ist nicht nur das, was man selbst f眉r gut h盲lt. Gute Produkte sind nicht nur die, die man selbst kaufen w眉rde. Wir haben Expertise, aber gleichzeitig haben wir keine Ahnung.
  • „Instead of starting the business that makes stuff for people just like you, do some real research. Go to the library. […] find a thriving industry and emulate and improve on the market leader. She始s already done your homework for you.“ (S. 44)

Consumer products are almost impossible to bootstrap.“ Weil: „The cost of sale is enormous. Getting the first person to buy the first sharpener is unbelievably expensive.“ (S. 46)“Successful bootstrappers know this: Your business is about the process. It始s not about the product. If you structure a business model that doesn始t reward you as you proceed, it doesn始t matter how much you love the product. Pretty soon there won始t be any product to love.“ (S. 47)

  • vgl. Es geht um die Produkt-TREPPE, nicht um das einzelne Produkt!

„You can pick any business in the universe to bootstrap. I recommend picking one that始s friendly to bootstrappers, that wants you to succeed, that will likely give back what you put in. It始s easier to tell you what to avoid than to point you in the right direction. Businesses that are also hobbies usually cause bootstrappers the most trouble: restaurants, toy design and invention, creating gourmet foods.“ (S. 48)

She succeeded because she understood what her market wanted and because she persevered for years and years to build her reputation. She was careful with expenses, didn始t waste her equity, and set herself up for success while protecting against failure. […] All because she picked the right business model, selling a product in a way that made sense to people who wanted to buy it.“ (S. 50)

  • Das Rezept ist wirklich sehr einfach – aber nicht leicht! Mit dem Markt „sprechen“ und dran bleiben!

„A lot of what I始m talking about in this manifesto might dissuade you from taking the bootstrapper journey. So many opportunities to fail, so few to succeed, it seems. But when it clicks, the magic that takes over is intoxicating. Your work, embraced by a stranger. It始s a rush.“

  • Es gibt so viel zu beachten! Man kann so viel falsch聽machen!
  • Deswegen wollen sich so viele lieber gar nicht mit BWL besch盲ftigen. Dann wei脽 man wenigstens nicht so genau, was man alles falsch macht. Ignorance is a bliss!
  • Das ist nat眉rlich eine v枚llig irrationale Herangehensweise, aber so sind wir Menschen nun mal.
  • Aber es w眉rde sich auszahlen, die Sache richtig (oder so richtig wie m枚glich) zu machen, weil die Belohnungen der Kund*innen umso zahlreicher werden w眉rden.

„Most people hate to be wrong. They hate to make a statement (or, even worse, to write something down) and then be proved wrong. […] Starting a business is the most public, most expensive, riskiest way of all to be wrong. […] There始s never been an entrepreneur with a crystal ball. There始s no way to know for sure whether your business is going to work, whether your targeted customers will buy, whether your choice of technology is a good one. You始re going to be wrong. Get used to it!“ (S. 52f)

„Here始s my best advice to you: Stop planning and start doing. You don始t have to quit your day job. But you do have to get out there and do it. The more you do, the more you do. Doors will open. Opportunities will appear. Your model will change, your reputation will increase, you will become a magnet for smart people, good customers, and investors. But none of this will happen if you stay inside and keep planning.“ (S. 54)

Section 3: Doing the Math

„If you don始t run out of money, you get to keep playing. If you end up with more money than you started with, you win.[…] Most entrepreneurs don始t think about money too much when they decide to start a business. […] But without money, there is no business. […] Planning for the money doesn始t have to be complicated. But you do have to be consistent and, most of all, honest with yourself.“ (S. 55)

„Once you realize that changing the amount of money you need to live on can dramatically increase your chances of success, you have an important choice to make: How much are you willing to sacrifice for the business? One surefire way to determine if a bootstrapper is going to succeed or not is to check out how she changes her lifestyle when she starts the business.“ (S. 58)

  • So eine wichtige Frage – auch f眉r SILBE und mich! z.B. Will ich noch zu Konzerten gehen (Zeit und Geld)?

Do you have enough money in the bank to make it if everything goes wrong? If you do, congratulations.Go run your business with focus and with confidence. Stick with the high road and do the things you need to realize your business plan.“ (S. 60)

  • Das gilt f眉r SILBE und mich!

脺ber Hybride Unternehmen

  • „There are a lot of advantages to the multiple income source strategy. First, having a cash flow is a good feeling. It makes you more stable, more confident, more likely to have a successful business. Second, and just as important, those freelance gigs can easily turn into things that will help your core business.“ (S. 61)
  • „Again, the time to develop a multiple income source strategy is not when you run out of money. Then it will be too late. Right now, plan for the money.“ (S. 61)
  • „While I始m a huge fan of the multiple income source strategy, there始s an important caveat: Don始t let the sideline take over (unless you want it to). It始s so easy to get focused on the short term, on the 鈥渘ow,鈥 that you ignore the reason you started the business in the first place.“ (S. 61)

Die einzigen Kennzahlen, die man braucht (S. 62)“Write them down. Share them with your spouse and board of advisers.“

  • Cash in this month:
  • Cash out this month:
  • Money in the bank right now:
  • At the current rate, how many months until no cash left:

„My rule of thumb is that debt is bad.“ (S. 62)

If you have sales, you have (almost) everything

  • „Be sales-focused.“ (S. 65)
  • „A company with plenty of sales can almost always fix its other problems. But a company without sales is close to dead.“ (S. 65)
  • „Please, please don始t underestimate how important this is. Once you have sales, you始re in the driver始s seat. You can dictate whom you buy from, whom you hire, just about everything about your business.“ (S. 66)
    • F眉r Lifestyle Entrepreneure gibt es keine Freiheit ohne Sales!
  • „The customer is king because the customer has money. If you figure out how to get the money, you become the king!“ (S. 66)

Die zwei wichtigsten Sales-Regeln. Nicht mehr, nicht weniger:

  1. Sell something that people want to buy (and know how to buy!).
    • „Figuring out what people want to buy is a two-step process. The first step is figuring out what they始re already buying. The second step is getting people to switch.“ (S. 67)
    • „It始s so much easier to sell something that people are already buying.“ (S. 68)
    • „鈥淲hat will it take to get people to switch from what they already use to what I sell?鈥 Believe it or not, the answer is almost always not money.“ (S. 68)
    • „Usually, you need to make a product that is significantly easier or more effective. Easier to buy. Easier to use. Easier to teach other people how to use. More effective at solving the problem.“ (S. 68)
    • „A combination of more convenience, better service, aggressive pricing, and better results will make you irresistible to some people. It won始t work for everyone. Some folks may never switch. But that始s okay. You don始t need everyone. Just enough to keep you busy and the cash flowing!“ (S. 69)
  2. Own the sales process
    • „I始m not telling you this to discourage you. Far from it. If it were easy to sell, then everyone would do it and there始d be no room for your new business.“ (S. 70)
    • „For too many bootstrappers, sales is an afterthought. It始s the thing you do that allows you to do what you really want to do. Big mistake.聽In fact, sales is the reason for your business to exist.聽If you can始t sell what you make, you can始t help anyone, influence anyone, or make anyone始s life easier, better, or more convenient. If you can始t sell what you make, you can始t pay yourself. You始re finished.“ (S. 71)
    • „Many bootstrappers are tempted to delegate the sales process to a representative, an agent, or an employee. Big mistake. The sales process鈥攔egardless of your business鈥攊s the heart of your business. As long as you control it, you control your company. Without it, you are at the mercy of whomever you delegate it to.“ (S. 72)
    • Once you have a cash flow from sales, you始ll be amazed at how easy it is to buy everything else you need.聽As a buyer, you have all the power. You can pit suppliers against each other in bidding wars to get you the lowest price. You can find spectacular freelancers who will build, assemble, design, draw鈥攚hatever you need done, you can buy.“ (S. 72)
    • „What should you do if you hate to sell? What if the idea of getting in front of a customer fills you with dread? Basically, you have two choices: You can find another line of work. Or you can focus all of your energy on hiring someone who can sell better than you can. Faking your way through isn始t going to work.聽Hoping that the sales process will go away won始t help either.聽As a bootstrapper you must sell yourself and your business. Otherwise, no business.“ (S. 72)

Section 4: Ringo was the Luckiest Beatle

There are no guarantees in life, but the odds are that if you can take care of these nine things in your business, the rest will take care of itself.

Rule 1: Find people who care about cash less than you do

  • „In a competitive marketplace, credit is often the tool that suppliers use to differentiate themselves.“ (S. 74)
  • „Consultants, lawyers, designers 鈥 none of them have much in the way of out-of-pocket expenses, so floating you some credit doesn始t cost them very much.“ (S. 75)
  • „It helps to start with a salesperson who will take the time to teach you what you need to know. […] I persuaded her to buy me lunch (always let the salespeople pay!) and then quizzed her for two hours. What she taught me about printing would have taken years to learn without her help.“ (S. 75)
  • „Guess what? Over the next few years, Donnelly got lots of business from my company. They always gave me 90 days to pay my bills. I paid all their bills within a few months. And even better, Beth is now one of my best friends.“ (S. 76)
  • „The second great source of capital is customers. That始s right. The people you始re trying so hard to sell to are also a great source for money.“ (S. 76)
  • „Of course, sometimes it始s not that easy. Sometimes you need to give the customer an incentive to pay early. A discount, or a free gift. But you won始t get the money unless you ask. Always ask.“ (S. 77)

Rule 2: Survival is success

  • „As you始ll see in rule 5, things get better. But first, you始ve got to survive.“ (S. 77)
  • „At the beginning […] you might be tempted to be very choosy about which projects and which customers you take. Don始t do that! (At least not too much). Watch the money. Take the money. Allocate a percentage of your week to making money. Any way you can that doesn始t distract from the core business. If a project makes money, it始s a good project. If a product makes money, it始s a good product.“ (S. 78)
  • „The vast majority of start-ups go under within five years. So if you始re still around, you始re a winner. And it始s probably because you were focused on survival.“ (S. 78)

Rule 3: Success leads to more success

  • „Being in front of people will lead to new opportunities, new products, new engagements. Be in motion, because customers like motion.“ (S. 78)

Rule 4: Redo the mission statement and the business plan every three months

  • „Building a business from scratch is like walking through a maze with many, many doors. Once you open one, 100 new doors present themselves. As you move your way through the maze, you need to stop and check your location.“ (S. 80)

Rule 5: Associate with winners

  • „Four groups of people will dramatically influence how your business evolves:
    • Customers
    • Employees
    • Vendors
    • Peers“ (S. 81)
  • Customers: „Most businesses wouldn始t even consider firing a customer. But sometimes it始s the smartest thing you can do.“ (S. 82)
  • Suppliers: „If the vendors you work with are responsive, high-quality organizations focused on your success, you始re much more likely to succeed. Obviously, not every vendor is going to meet this criterion. So you need to invest time and energy in finding alternate sources and in training and rewarding vendors to work with you better.“ (S. 86)
  • Peers: „Finding peers is difficult. […] The best way to find peers is to devote several hours a week to doing favors for people. Favors with no intent of being repaid. Do some favors for strangers and some for friends. […] A few hours a week ought to net you a group of 100 or more peers who will benefit from your efforts as much as you始ll benefit from theirs.“ (S. 87f)

Rule 6: Beware of shared ownership (Or, Why Ringo was the luckiest Beatle)Rule 7: Advertise

  • „From the first day, allocate a percentage of your income to marketing. Do marketing before you take out money to pay yourself. Letters, phone calls, banner ads, space ads, even TV鈥攖hey始re all cheaper than you think. And you始ve got to spend the money to get the money back.“ (S. 92)
  • „Advertising feels like an expense. It始s not. It始s an investment. An investment that takes a little while to pay off, but when it does, it始s magic.“ (S. 93)
  • „The coolest thing about marketing is that when you mix two ingredients鈥攖ime and money鈥攜ou get an enormous return. A consistent, persistent, intelligent ad and marketing campaign, done for months or years is nearly certain to pay off.“ (S. 93)
  • „Remember, sales are what make your company work. And sales happen when you get access to people and they trust you. Advertising makes sales happen.“ (S. 93)

The four most important rules of advertising

  1. Spend regularly on advertising
    • „Yes, advertising is scary. It seems like a crap shoot. You pay your money and nothing happens. You pay your money again and nothing happens. Then, after a while, it starts to pay. But most bootstrappers get impatient and give up too soon.“ (S. 93)
    • „The way to plan your advertising is to budget for it. Figure out approximately how much your competitors advertise. […] Then, every month, whether you need it or not, spend that money. Spend it when times are good. Spend it when times aren始t so good.“ (S. 93)
  2. Persistance is the secret to success
    • „If you persist, directing your advertising to the same people over and over and over again, you始ll make a dent.“ (S. 94)
  3. Be clear
    • „You definitely don始t have enough money to be obtuse. You probably don始t even have enough money to be hip. What you do have, though, is an opportunity to be direct. To be blunt. To clearly and succinctly outline exactly why people should buy from you.“ (S. 95)
    • „Be crystal clear about what始s in it for the prospects. And then make it unbelievably easy for them to do what you始d like them to do.“ (S. 95)
  4. Test and measure
    • „If an ad doesn始t work, change one thing and try again. […] The more you measure, the better your ad gets. Be a control freak about testing.“ (S. 95f)
    • „This is harder than it sounds, but it始s worth it. No matter what sort of business you始re running, you need to figure out a way to measure what works and what doesn始t.“ (S. 96)

Rule 8: Get mentored

  • „Nowhere does it say you始ve got to do this all alone.“ (S. 96)
  • „I don始t know about you, but I love seeing people succeed. And if there始s a way to help someone else reach a goal, most people are eager to pitch in.“ (S. 96)

Rule 9: Observe those little birds that clean the teeth of very big hippos

  • „There始s a lot a bootstrapper can learn from these little birds. By creating a mutually beneficial relationship with a hippo, you can make a lot of money, generate credibility, and avoid being eaten. Find bigger, richer, more stable organizations. Partner with them. It gives you credibility and access and sometimes, cash flow.“ (S. 99)
  • „Corporations large and small are eager to find bootstrappers who can turn their wasting assets into cash.“ (S. 100)
  • Gro脽e Unternehmen k枚nnen gar nicht alle Gelegenheiten n眉tzen, die sie haben. Sie vernachl盲ssigen Ressourcen, Produkte, Kunden, Potenziale. Sie sind froh, wenn wer kommt und sich darum k眉mmert – und sie ein bisschen bei dem mitverdienen k枚nnen, was sie selber nie gemacht h盲tten.

Was ist 眉ber das Buch zu sagen?

  • Es ist nat眉rlich gro脽artig. Es ist ganz nah an dem dran, was ich mit meinem Solo-BWL-Buch schaffen will. Es geht darum, dass man aus wirtschaftlicher Sicht auf sein Business schaut und einfach nicht zu viele „wrong mistakes“ macht.
  • Das Problem ist das gleiche wie mit den allermeisten B眉chern von Seth Godin: Es ist sehr gescheit. Es ist sehr, sehr dicht. Jede Zeile ist gescheit, es m眉sste so viel unterstrichen werden. Auch wenn das Buch sehr kurz ist, beinhaltet es so viel Beachtenswertes.
  • Das Buch ist super geschrieben und fl眉ssig. Die Anekdoten und Fallbeispiele sind interessant und illustrieren wirklich das Gesagte.
  • Man merkt, dass sich Seths Stil seither weiterentwickelt hat, aber er war damals schon sehr gut.
  • Ein Problem des Buches, das auch ich haben k枚nnte: Es erzeugt unease, es zu lesen. Es gibt so viel zu beachten, man kann so viel falsch machen. Das nimmt einem den Nipf. Man hat auch Angst vor jeder neuen Seite, dass es noch etwas zu beachten gibt oder, noch schlimmer, dass man sich bei noch einem Fehler ertappt.
  • Insgesamt l盲sst einen das Buch mit dem Gef眉hl zur眉ck, dass man nicht besonders schlau ist. Seth ist nicht unsympathisch, gar nicht, aber er ist schon der Lehrer, der wei脽, wie es geht.聽
  • Es ist ganz wichtig, dass er immer wieder Beispiele aus seinem eigenen Business-Leben nennt, damit man sagen kann: Ah, ihm ist es genauso gegangen. Er ist auch nicht besser. Das ist wichtig f眉r die Moral.
  • Spannend finde ich auch, dass sich Seth auf wenige Bereiche beschr盲nkt hat – und trotzdem eine F眉lle liefert. Das Buch d眉rfte gar nicht l盲nger sein! Ihm fehlt auch nichts, obwohl Seth l盲ngst nicht alles behandelt – schon gar nicht in aller Ausf眉hrlichkeit, Nuancierung und Tiefe, die m枚glich w盲ren.

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