Tag: entrepreneur

Beyond Bootstrapping your Office Space

Most of the start-ups I work with look to space as an important way to bootstrap their space.

They begin by working out of their dorm, apartment, parent’s house, or our hatchery.  Keeping their space cost to zero keeps their overhead low and helps them get to positive cash flow more quickly.

Eventually, or should I say hopefully, their growth takes them to a point where they need real space. But, they often continue to bootstrap by building their own desks, buying old used chairs, and cobbling together what ever they can to get by with furnishing their new location.

A company called turnstone is running a promotional program that is going to give away five $25,000 office make-overs to emerging businesses and help them move beyond their bootstrapped work space.

All you need to do to enter the contest is upload a video to the turnstone website pitching why you deserve a turnstone makeover.  From these submissions, they will be selecting the 25 best entries for a public vote.  This voting will determine the five that get an office makeover.

Good luck!!

 

Find Yourself a Coach…and Listen!

A growing part of my job here at Belmont University is coaching.

We offer our students a “life-time warranty”.  We never take ownership in a student or alumni business and we never take a dime of consulting money from them no matter how successful they are.  We are always there to be their teacher, their mentor, their friend, their therapist, and most of all, their coach.

Besides the teaching I do in the classroom, this is easily the favorite part of my job.

Our students and alumni have learned how to seek out and accept feedback, constructive criticism, and advice.  But not all entrepreneurs have developed this skill set — and it is an essential skill that does not get talked about often enough.

This is something we have learned does not come naturally to many of the entrepreneurs we work with in our program.  Our faculty and staff often talk about what we are doing to try and help student entrepreneurs to become more receptive to our input.  For some students it comes quickly, but for others it can take months or even years to get them to understand the importance of seeking our council and to listen to what others can offer from an informed, outside perspective.

There is too much risk and uncertainty out there.  It is essential to find people who can help you see issues and problems that you are ignoring.  They also help you to discover the things that you don’t know that you don’t know.

Toddi Gutner has a post at Business on Main that helps explain how to become a “coachable” entrepreneur.

Bootstrapping a Franchise

Franchising continues to be a popular pathway to entrepreneurship, particularly for many unemployed professionals who are looking to join the ranks of accidental entrepreneurs created by the great recession.

Rieva Lesonsky looks at home-based franchises as a low cost way to bootstrap your way into business ownership in an article on Business on Main.

Approach a franchise just as you would any new business.  Develop a sound business model, and if financing will be required, a business plan.  Make sure that you temper any projections to the current economic conditions. Also, look for franchise opportunities that create value for the customer.

Franchising is tightly regulated and there can be some sticky contracting issues with buying any franchise. Make sure to work with an attorney who has experience with franchising.

But, beyond the contractual issues that arise in franchising, there are some fundamental business and personal concerns that many franchisees experience after it is too late.

One of the biggest sources of frustration among franchisees is that they perceive that the value added from association with their franchisor diminishes over time. A franchise will charge a significant monthly percentage fee (this can average about 7% of sales) associated with all that they offer, including systems, marketing support, purchasing power, and so forth. Over time, many franchisors realize that they can be just, if not more effective on their own without paying the monthly percentage of sales to the franchisor.

This on-going monthly fee is often glossed over by franchisees during start-up planning, as they tend to think only about the initial fees and capital expenditures in their planning.  So while a home-based franchise can reduce the start-up cost, the on-going monthly fee to the franchisor will still be something to consider when thinking about investing in a franchise.

Another concern expressed by franchisees is that with all of the rules and standardized procedures, they tend to feel more like an employee than a business owner. Those who try to break away from the predetermined model and processes can face the wrath of the franchisor.  Larger franchisors have entire staff dedicated to franchisee compliance.

So as you consider franchising, even a home-based option, approach it as if you are starting a business from scratch and make sure you understand the costs and constraints that come with owning a franchise.

Simple Business Models Often the Best

Sometimes the simplest business models make the best opportunities.

We recently held our competition for the Baker Donelson Outstanding Student Entrepreneur of the Year award here at Belmont University.  The winner not only has bragging rights, but also receives a significant cash award to help with the growth of their business.

This year’s competition was particularly strong.  But in the end, the winning business was not a new app for your smartphone, a new web platform, or a breakthrough technology to change the music industry.  The student entrepreneur who was named the Outstanding Student Entrepreneur of the Year collects medical waste from doctors’ offices and funeral homes.

It took Jerell Harris, founder and at this time sole employee of QuickMed, a long time to get to the point of starting his medical waste management business.

Harris is not my typical student who comes to college fresh out of high school.  By the time he enrolled he had worked for several years, was married, and had a family of four children.

“I operated a small business for more than seven years,” said Harris, “but failed to take the company to the next level of growth. It was very frustrating.”

Eventually he decided to take significant step of entering college to pursue a major in entrepreneurship.

As he began to learn about entrepreneurship, Harris explored several business models.

The most recent one was a biometric attendance-monitoring concept aimed at reducing fraud within the state supported childcare industry.

The further he explored this idea, the more he realized that the technological complexity of the systems to operate the business, the cost of getting it started, and the general political climate it operated within made it too risky to launch.

After abandoning that idea, he decided to try and find a simpler business model to pursue.

Based on conversations with a friend, he recognized an opportunity in a well-established industry — medical waste management.  As he developed the business model for this idea, he discovered that it was relatively inexpensive and easy to launch.

But even a simple business model requires proper and careful execution.

“My entrepreneurship education has helped me tremendously,” said Harris. “I now understand how to make necessary pivotal steps that will help me reach my growth targets.  Above all, I have learned how to manage my company as it goes through various life cycles.”

Even though this medical waste management is a well-established market, Harris was able to find a value proposition that has helped him steadily gain market share.

“I have listened to the complaints in the market and developed QuickMed’s services based on those criticisms,” explains Harris.

Harris has ambitious goals for his new venture.  He intends to extend QuickMed’s waste collection services across the state of Tennessee by 2014.

When searching for a new business idea, avoid the common temptation to try and find a complex, trendy, or glamorous product.  Some of the best opportunities come from the most simple, everyday needs in the marketplace.

When Lightning Strikes

Most entrepreneurs dream of that one big break.  For some businesses it is getting the one big customer.  For others it may be betting that magical “shout out” from a national thought leader or big time media outlet.

Should you always walk through the door of opportunity that
the big break opens for you?  Sometimes yes, but sometimes no.

Business on Main has a video about a chocolate maker who got national attention for one particular recipe for beer infused chocolates.  Orders went through the roof.  And fortunately she was able to put in the twenty hour days Continue reading When Lightning Strikes

The Entrepreneurial Generations

If we have any hopes of entrepreneurs leading us into a new period of economic growth the evidence is that they will come from two generational groups — the Millennial Generation and their parents the Baby Boomers.

A lot has been written about the potential entrepreneurial contribution of the Millennial Generation.

Jeff Wuorio examines the boom in boomer entrepreneurs in a post at Business on Main:

“They may share many attributes with their younger colleagues, but the
challenges and opportunities faced by older entrepreneurs are decidedly
different, and it’s critical they know what those differences are and
how to approach them.”

My only critique is that Wuorio kept referring to the boomer entrepreneurs as “older” entrepreneurs.  As a proud member of this generation, I can assure you that while we may be older chronologically, we are still very young at heart!!

Business Modeling is Process, not an Event

Developing a sound business model is key to the successful launch of a business.

But you should never assume the business modeling is finished once the business begins to grow. Keeping a business model current is critical for long-term success.

A business model helps to ensure that all of the “moving parts” of the company are working together.

What is the value that is offered to the customers and what is it worth to them? Who is my target market? What do they expect out of me as my customer?

How do I get information to them, and how do they want to get the product? What are the key activities to make this all come together, and what will it cost? What are the resources I need to make this happen (money included)?

Developing a sound business model in a startup venture helps improve the chances that the business will survive the launch, begin to gain acceptance in the market and grow.

While a business plan may be important to secure financing, a business model is what will guide the entrepreneur through the inevitable trial and error of finding the best fit in the market.

Changes that result from forces such as technology advancement, demographic trends and new customer preferences can all require adjustments.

For example, a recent study by the Pew Research Center found that more than one third of all American adults now own a smartphone, which is changing customer preferences in how they want to communicate and engage in transactions with businesses.

These changes can have a profound impact and at the same time open many new opportunities.

Businesses expanding into new products or new markets should also give careful consideration to the business model.

I personally learned this lesson the hard way.

When we expanded our health-care business from Raleigh into Charlotte, N.C., we assumed that the business model we had developed in our first market would work equally well in the new market. However, we quickly found out that assumption was wrong.

There were significant differences in customer preferences and expectations in the new market. Unfortunately, we had made major commitments to space and staffing based on a flawed business model. As a result, our operation in Charlotte never reached profitability.

Even a more established business should revisit its business model, as every market experiences changes over time.

For most of its history, Best Buy had been a business that catered primarily to men, as they were the main purchasers of consumer electronics. However, a report in Harvard Business Review chronicles how over time more and more women became customers.

Best Buy found that these women were highly dissatisfied in their customer experience, as their approach to buying electronics was quite different from men’s.

To remain competitive, Best Buy made significant modifications to its business model.

Don’t assume just because you had your business model right when you opened your doors that it will always work smoothly. All businesses experience changes over time. Assessing and revising a business model is the best way to ensure that your entire business keeps pace.

A Time for Plan C

One of the bootstrapping techniques I like folks to consider is keeping your day job while your venture to getting up to speed.  This has become a more common financing strategy now that the weak economy has put a hit on the ability of friends and family to provide start-up financing. 

Erin Albert, who teaches at Butler University, has released a book that offers insights on keeping one’s day job while pursuing a start up from a number of entrepreneurs who have used this approach to bootstrap financing.  She calls this strategy “Plan C”.

Here is part of what she learned from researching this book:

I learned several things from this project. First off, I have nothing but the utmost respect for the people who are trying to rock both the day job and the part-time (which we all know is really a full-time) business. It’s really hard, but I am appreciative of the people who were willing to share their stories in this collection of what the future of career development looks like in this country. Secondly, through their uplifting, positive yet real stories, I know that doing both can be done, and done successfully!  Lastly, I was encouraged by the fact that employers (in particular, more creative employers) actually saw the value of the Plan Cers to their own businesses.

Albert’s e-book, Plan C: The Full-Time Employee and Part-Time Entrepreneur, needs to be in every bootstrapping entrepreneur’s e-library.

PlanCCover.jpg

Finding Balance Between Family and Business

I have written often about the challenges for entrepreneurs of finding balance between the strong, often conflicting pulls from family and from their business.

Toddi Gutner offers three case studies on entrepreneurs who have worked at finding this balance in a recent piece at Business on Main.

One entrepreneur uses mobile technology, one has built a team, and one has become a master at the art of time management.  You can read more here.

Avoid the Backward Start-up

“I’ve developed this really cool product and I have applied for a patent.”

“I want to show you this awesome app that I helped design.”

“We’ve got a great idea for a website.”

Those of us who work with entrepreneurs hear these types of introductions all the time when people come to meet with us.  Whether it is a result of years of development and research, or a sudden inspiration that leads to a “eureka moment,” these aspiring entrepreneurs have come up with what they hope to be the next big thing.

The problem is that many of these entrepreneurs have gotten the design of their business models backwards.  

Rather than look to the market to tell them where opportunities are, they have come up with an idea and are trying to run full speed into the market with it.  

Starting a business by trying to find a market for an already developed product usually leads to a long and often futile launch of the new venture.  It results in a very expensive start-up process, as revenues tend to be very slow to materialize.  Expenses just keep piling up as the entrepreneur tries to find a target market with customers who need the product.

The approach to starting a business that has the best chance of success is to look to the markets for ideas.  

Start by looking at markets you already are familiar with from your knowledge, skills, and experiences.  The best business opportunities come from solving everyday problems that you have observed from your previous work experiences, your hobbies, or things you see in your everyday life.   

Look for groups of customers who share a common dissatisfaction with how they are being treated or who cannot find what they really want.  It may be something as simple as a market that has not been given good customer service.

Look for markets that are ready to try a new product to replace the old ones they now using.  That is what has led to the success of the Nashville-based app company Aloompa.  Much of their growth has come in the music festival market, where their apps replace outdated printed programs.

Look for markets where something that has worked in other similar markets has not been tried in your market.  That is what inspired Bob Bernstein to open Bongo Java, a neighborhood coffee shop in Nashville, that was like the ones he loved in his home town of Chicago.  

Look for markets with “pain” and then develop a product or service that takes care of that “pain.”  

My favorite meeting with an aspiring entrepreneur is when they come to my office and say, “I have found a market that needs….”  

I know they are starting down the right path to develop a business model that has a good chance of success.