What's Hatchin' @ The CBD

A new home for the Blog

2011-12-06T15:38:00.001-06:00

This blog is moving!

"What's hatchin' at the CBD" is being integrated into the Meridian Technology Center website. Please update your bookmark to the new page: http://www.meridiantech.edu/business/entrepreneurs/cbd-blog

Thank you for listening.

Marine Corps' Leadership

2011-11-04T08:52:00.003-05:00

I had the opportunity yesterday to participate in a presentation by the Oklahoma City Marine Corps office on how they might adapt their Leadership program for entrepreneurship and business leadership (see, for example, Semper Fi: Business Leadership the Marine Corps Way).

Among many interesting ideas presented, the following stand out:

Career Progression: "A failure of an individual to advance (promotion) is a failure of the unit." or as the presenter remarked, "No one sits at the same desk for 20 years." Too often, we strive for competency - the ability of the person to complete the duties he has now. Businesses work hard to develop their hi-potential candidates, but the rest are left to their own actions. Which leads to the final most useful point they made which is...
"The reward for success is greater responsibility". Whether in a business or in your own life, the desire for growth is often driven by the desire for simplicity ("if we increased sales by 20% I could hire a salesman to handle that side of the business" or "if I get that promotion I will have enough money to cover our expenses"), yet the reward for growth means complexity, that is, greater responsibility ("if I have a salesman, I now am responsible for his job, benefits, managing him, etc").

The above two points contrast each other both personally (comfort v. responsibility) and organizationally (stability v. dynamicism). How to create an organization that handles both is something the Marine Corps takes seriously, and so I am very interested to see if they will be able to adapt their program for leadership outside of the corps.

It might be a real good idea to hire a few ex-Marines for your organization!

Determing the Cost of Solving a Problem

2011-09-27T09:45:00.004-05:00

About 6 months ago, I purchased a newBlackBerry phone. As I used it, I noticed there was an inordinate number ofdouble-typing – in typing “how are you?” it would spell out, “hhhhooww arrreyouuu?”

I just assumed it was my poor typing.

Finally I decided to do a quick Googlesearch to see if anyone else had reported the same issue. It turns out thatthere is a problem with that model phone manufactured during a certain timeperiod that was causing the issue. I then called my carrier, and sure enough,they will exchange the phone (for a slight fee as it is out of warranty).

Whatlesson we can draw from this situation?

You sell a product that turns out to have aproblem. Do you try and contact all the purchasers and tell them to return theproduct for another? Or do you wait until those who report it contact you, beforeexchanging it? Most small businesses won’t have an issue the scale of a cellphone manufacturer, but there will be cases where you need to determine theright strategy.

Here is a set of criteria for making thisdecision:

Contact: Can you contact the customer?
Scope: How widespread is the issue?
Danger: Does using the defective product harmthe consumer?
Cost: What is the cost of the solution (orcontinuing use without solving)?
Reputation: Will not acting harm yourreputation? What is your reputation withconsumers?

Let’s apply the criteria to somecases.

Arestaurant serves something that can make the customer sick.

Contact: will you be able to contact thecustomers who may have eaten the bad food? Not easily.
Scope: do you know how many meals were served?Yes, of the x number of meals served, you should have a pretty good sense ofhow many included the bad food.
Danger: how dangerous is the food? If it is justrotten, then of those who eat it, some may get sick, some may not. If it isextremely dangerous – then you have a greater cause to act on.
Cost: usually if someone is sick the restaurantwill pay doctor visit, or at the least a free meal.
Reputation: if some people get sick, will itaffect your restaurant?

Often, a restaurant will just waitand see who comes in a day or two later – most food pathogens take 24 hours togerminate, and if the customer complains they were sick, do something torecompense them. But if you were a smalllocal restaurant with a very supportive and regular clientele, you may decideto call those people you remember ate the bad food and let them know.

Apple’siPhone has an antenna issue. You may remember back when their latest phone seemedto have a problem where holding the phone in a certain way meant calls weredropped or not completed.

Contact: Could reach all the users, since theyare phones.
Scope: Allnew versions of the phone had this issue.
Danger: No danger to any of the users
Cost: If they’d had to replace all the phones –high, especially in roll out with new phone.
Reputation: People generally have a high opinionof Apple. If Steve Jobs felt it not a big issue, then the users might give himthe benefit.

In this case Apple gave away freecases for a while, management came out strongly on the issue, and generally theissue petered out.

Soin my cell phone example -

Contact: Can you contact the customer? While insome cases it may be difficult to contact the customer, in the case of mobilephones it is quite easy.
Scope: How many phones are we talking about? Ifit is 10,000, that is very different than 500 in terms of cost to replace.
Danger: Does using the defective product harmthe consumer? Will the user be harmed by using the product? In the case of myphone, it was annoying, but not dangerous.
Cost: Unknown, but I would imagine the costwould be pretty easy to calculate (# phones x cost of replacement body +shipping).
Reputation: Will not acting harm yourreputation? What is your reputation withconsumers? I think we can all agree that cell phones are rather balky devicesand we have low expectations regarding their operation.

From the above, the cell phone manufacturerdetermined they would let the customer call, and when they do, then replace thephone.

I happen to believe this was amistake, mostly on the grounds of reputation. BlackBerry owners generally arebusiness users, not consumers. As such, they are already disposed to thestrengths of the BlackBerry – reliable, email, voice mail. Since typing on the physicalkeyboard is why I use a BlackBerry, a typing input problem is a real issue. Also, I bet that they could know whichbusiness users are most important – those that use the Enterprise serveredition. Why not replace those phones? Since my company allows Apple iPhones tobe used for business email, I stick with the BlackBerry for its keyboard.

What would you do?

Recommending your Customers

2011-09-06T14:14:00.000-05:00

My wife and I were shopping at Barnes & Noble bookstore this weekend and when we got home, I noticed in addition to our receipt and books, our bag contained a short slip printed after the receipt that gave us 4 recommendations for other books, based on our purchase.

I am not sure how long they have been doing this, but it is a great means to engage your customers further. The recommended books were not extraordinary (they were on the same level as the recommendations you receive from Amazon), but as their algorithms become better, this will be very helpful. Moreover - why not allow you to scan the book you are interested in the store, and have it give you a list of available books (rather than waiting until you've completed browsing and are checking out.)

The reason I go to a bookstore is to buy books that are in stock (I can always order online if not) - so give me those choices!

The same process could be used by smaller retailers as their POS systems become more sophisticated. If I purchase the same products regularly, why not offer me the option to purchase additional items that are liked by people like me.

The unobtrusiveness of the paper in the bag is also nice since I can choose to review the titles or not (without being "sold" on the books).

When the Audience responds

2011-08-18T14:15:00.002-05:00

At the beginning of each Entrepreneur Breakfast, I ask any new attendees to stand up and give their name, company and what it does. This morning because our speaker had to leave early, I skipped that part of our introductions. As the breakfast came to a conclusion, I still had not asked new attendees to introduce themselves.

One of our regulars asked, "aren't we going to have new attendees introduce themselves?"

Great question, and something I should have done. I was more heartened that he asked it. When your customers understand what you are doing so well - that they respond this is how it should be done - you've done a good job in creating a community.

Consider when someone takes their friend to a favorite restaurant. The regular will carefully explain how the restaurant does what it does well, tasty dishes, service. The regular brings the new person into the community of that restaurant. As the restaurant owner, you cannot buy better marketing than this.

When the audience responds, you know you are reaching them!

Same thing,...only different!

2011-07-13T09:17:00.002-05:00

In his book, "Save the Cat", Blake Snyder describes how to write a good movie screenplay.

One of his pieces of advice has to do with the theme of the movie (what the movie is about). He says it's helpful if the movie is the 'same thing,...only different.' The idea is if someone is considering what movie to go watch, he needs to be able to fit it into his mental map of the type of movie it is, before he'll go see it.

When working on your business idea - you can use the same type of advice. What is your business like, and yet, different from other businesses?

One of our clients at the Center for Business Development, The Physician's Agency is a great example of this rule. They provide an agent relationship for new and current doctors. Their business model is like an agent for a football player or other sports star. It is different from that business by concentrating on doctors, not athletes.

When explaining their business model, people quickly catch on to what they are doing - and if it is relevant to them. It also makes it easy to say 'what do they do?'.

How about your business: is it the 'same thing,...only different'?

Pawn Stars Secret to Business Success

2011-07-11T14:04:00.002-05:00

I must admit it is (a little) heartening when I read a news article whose point of view substantiates the advice we provide business owners.

An article on CNN about Rick Harrison of the tv show "Pawn Stars" describes his secrets of success. The article lists five secrets -

Set yourself apart
Know how to negotiate
Offer something no one else does
Treat every customer well
Embrace social media

and gives examples of each (his example of social media is to have the fans design their t-shirts, which not only created traffic, but also saved him money!)

Still visiting the Center for Business Development is much easier than going to see Rick - no bouncer at the door, no throngs of other customers and no funny nicknames for the staff!

Quality v. Location

2011-06-27T09:14:00.002-05:00

I have noticed recently that the quality of small business marketing material has increased dramatically. Whether through the printing and layout of menu's online, to business cards, to simple logo design - the overall quality is quite good, especially given the costs associated.

What remains poor, generally, is the location - where the marketing is targeted.

I have had more than one business owner tell me he is on Facebook, has his own Twitter feed, great logo and design, etc - but no clients!

Part of this is due to the quality being something you can purchase/obtain without much difficulty. There are hundreds of qualified web designers who could make you a website - just figure out what you want to spend!

But knowing where to locate that marketing can't be easily purchased. It falls back to simple leg-work and doing the market research to know who is the client, where is he located, what does he want to buy/learn/enjoy - and how are you going to reach him.

The good news though is that this research can be done without a large amount of money, just time and effort. Since most small business owners have an overabundance of effort, this means they have the capability to actively understand their market.

The bad news is that the ease of purchasing quality of marketing material gives the pretense of understanding the market.

Where are you spending your time?

Crossing the Rubicon: No Excuses

2011-06-03T14:41:00.003-05:00

An interesting article regarding Steve Jobs and his management style notes that Steve uses a parable to describe the difference between a VP and underlings:

Jobs imagines his garbage regularly not being emptied in his office, and when he asks the janitor why, he gets an excuse: The locks have been changed, and the janitor doesn’t have a key. This is an acceptable excuse coming from someone who empties trash bins for a living. The janitor gets to explain why something went wrong. Senior people do not. “When you’re the janitor,” Jobs has repeatedly told incoming VPs, “reasons matter.” He continues: “Somewhere between the janitor and the CEO, reasons stop mattering.” That “Rubicon,” he has said, “is crossed when you become a VP.

(Excerpt quoted from a MacStories report, accessed on May 11, 2011.)

Great story, great quote.

I'd like to turn this on its head a bit - and ask, "as an owner (manager/boss), are you giving your employees the circumstances, the opportunity, to make it so?"

Here is another story from Apple about Tim Cook.

Tim cook arrived at Apple in 1998 from Compaq Computer. He was a 16-year computer-industry veteran - he'd worked for IBM (IBM, Fortune 500) for 12 of those years - with a mandate to clean up the atrocious state of Apple's manufacturing, distribution, and supply apparatus. One day back then, he convened a meeting with his team, and the discussion turned to a particular problem in Asia.
"This is really bad," Cook told the group. "Someone should be in China driving this." Thirty minutes into that meeting Cook looked at Sabih Khan, a key operations executive, and abruptly asked, without a trace of emotion, "Why are you still here?"
Khan, who remains one of Cook's top lieutenants to this day, immediately stood up, drove to San Francisco International Airport, and, without a change of clothes, booked a flight to China with no return date, according to people familiar with the episode.

Now if Khan had to fill out 15 forms before he could leave, get preapproval from HR for being out of the office, use the 'corporate' carrier, and could not get any money to work from - how would he have been able to 'do whatever it takes' to make it so? For "no excuses" to mean something, the VP has to have some capability to make things happen.

You have to trust your employee (VP level or not) to get things done (and get out of the way). If you want them to 'cross the Rubicon' then just like Caesar they have to have their own legion (their own power) to do just that. And organizations are petrified of releasing that level of control.

Apple's advantage might be that they do a better job of clearing away those things that keep their VPs from being able to go out and act (without excuses). What about your company?

Customer Fatigue

2011-04-22T13:07:00.002-05:00

You've probably noticed I haven't been writing as many blog posts lately. After running the site for a while, I became a bit fatigued; I have a new found respect for daily bloggers (and writers such as Seth Godin, who have good stuff every day, are residents of Olympus!)

But this fatigue can often strike a business owner dealing with customers. Growing up, I worked at the local Sears store. The department managers would be called again and again throughout the store during their shift to handle a problem or issue - usually with a customer who wanted 'satisfaction or your money back' from his Sears store. After a while, I noticed a certain bland resignation in each manager's eyes while handling any customer issue.

This Customer Fatigue strikes all of us working in our business day after day. Sears had many managers, so they could at least rotate out every once in a while. But a small business owner is there on the front line every day.

How do you mitigate your being tired of dealing with customers? One way would be to push whatever decisions you are making (returns/problem with product) down to the staff who work for you. You may have said that all returns have to be approved by you, because someone took something back from another store. Your simple idea has now forced you into being the person to work with every disgruntled customer.

Another is to try and discover the underlying reason driving the customer to speak with you. Could your staff need some customer service training? Could your return policy be vague or too liberal? Is your employee Mary causing problems time and again? By acknowledging the causes behind customer fatigue, you can perhaps handle it better.

Finally, try to avoid viewing customer interactions as a battle of wills - you v. them (either in selling or in handling disputes). I know this is harder for some of us (drive is what makes us successful!), but if you view an interaction as something to win (or lose), you will lose perspective.

Likewise, my fatigue in writing for this blog could be overcome by having another writer help, or not try to compare my writing to much better bloggers. Instead what are my goals for the site and keep those in mind as I think of topics to write about.

Seasonality - taking advantage of Spring

2011-03-17T14:12:00.002-05:00

We are having a beautiful spring day here in Stillwater. If your business can take advantage of the season - do so.

Of course lawn and garden stores put out their flowers and new plants, but automotive businesses can sell wash and wax ("Get rid of Winter's dirt"), or painters can point out the peeling paint around the garage.

When we get to spring, customer's thoughts turn to activities they've put off through winter. Add to your marketing pieces a bit of spring color and the same message take on stronger meaning.

Take advantage of the seasons in your business!

Technology Ventures Summit, Feb 15-16

2011-02-14T13:28:00.003-06:00

The Technology Ventures Summit is going on February 15th and 16th in Tulsa, Oklahoma. The first day is devoted to helping new Angel investors learn how to invest in technology startups. The second day has technology company presentations.

Three of the Center for Business Development client companies are presenting their businesses on Wednesday the 16th:

XploSafe, LLC
Secure Analtics
Bluewater

If you are attending the Venture Summit and see their presentations, please let me know how they did! It is very helpful to have different people hear the presentation.

Email me at Bradr (at) Meridiantech.edu.

The value of individual data

2011-01-10T09:41:00.003-06:00

I received the latest weekly memo from the Guthrie Chamber of Commerce this morning. In it, they described how they were at a travel show selling Guthrie as a tourist destination. During the show, they remarked "A couple of people commented they tried coming into Guthrie at the first exit by all of the car sales and salvage yards but was discouraged and turned around and went back to the highway. (that is good to know)"

Guthrie has two entrances off the main highway - the southern entrance takes a long curve up into town, the northern entrance cuts perpendicular to the town. And some people had gotten off at the southern entrance and gave up trying to get into town (which is about 3 miles max) because it did not seem as though they were getting to their destination.

The issue I want to raise about this is: "what should you do with a piece of information like this?"

You might -

discount it, assuming most people wouldn't give up like that
acknowledge it, but do nothing as it would cost too much
acknowledge it, and buy a bunch of signage, get a committee together, etc

or do any number of a myriad of other solutions.

The point is: every day you will receive information like this at your location, store, business - but if every day you get information, how can you possibly act on any of it in a timely manner? You will end up being whipped from one item to the next.

A means for helping with this is for items that are not of immediate issue (there is ice in front of the door and it is slippery!) - instead of acting on the information right away, write it down in a list. At the end of the month, set aside one hour to review all the pieces of data, and sort/review according to need or importance. Then try for the next month to resolve one of the items on the list.

Returning to Guthrie - it might be easier for them to have a sign on the highway before the southern entrance that says "Downtown - take #" than to add a bunch of signs after the people get off at the southern entrance.

There is value in the data you gather for your business, but the value can only be taken advantage of if you can act on it (and then evaluate its effectiveness). Too often business owners come in to me and say "here are 17 items I need to work on in my business" - who can possibly get that many things done? Collate the data - and solve one item.

Marketing after the sale

2011-01-03T14:33:00.004-06:00

My wife and I had the opportunity to purchase a car over the holidays. Once you have bought a car, you always have the stuff that fills the old car interior you have to move over to the new car.

If you've ever done this, you know there can be quite a bit of stuff to move. And the dealerships never seem to have any boxes around to fill.

Simple marketing opportunity: boxes printed with the dealership name. Have a stack of them in an empty office, and whenever someone comes in and buys a car, you fold them together, and help the new customer. Make the boxes white, with a cover. Or buy a stack of plastic bins like are sold for Christmas decorations. Make up labels and stick them on the side. Anything to get the dealership name out there, and make the new customer feel they were well cared for.

You could even have a local restaurant include a coupon for a meal up to $25 in the box. If people are like me, they have a pit in their stomach every time they have to sign all that paperwork - at least a nice meal will help me leave a bit less queasy.

The dealership loves you until you buy the car, then the relationship really begins. Why not keep the warmth for a bit longer.

Marketing continues even after the sale.

Coffee Time

2010-12-06T12:54:00.003-06:00

Over the recent holidays, my wife and I visited Kansas City. Thanksgiving Thursday we before we went over to her family for the day, we stopped in the local Starbucks for coffees. The store was slammed - huge lines of people trying to get their coffees and some breakfast. I noticed that less than a block away there was a Dunn Brothers Coffee location - but it was closed.

The next day before we left, we stopped in the Dunn Brothers rather than Starbucks. I told the owner behind the counter that we were surprised he was closed Thanksgiving, especially since Starbucks was open.

He remarked that he didn't know that the Starbucks was open, and that he took three days off a year, and Thanksgiving was one of them.

I bring up this story for two reasons. First, if you are a block away from a competitor on a very busy day is it worth being closed? I do not want to minimize the fact that this small business owner gets three days off a year (and a coffee shop opens early every day), so if he were open on Thanksgiving (and Christmas), that would be one less day he is open.

Second, how could he not have checked whether his competitor was open on these days? At worst he could have passed by the shop just to see what was going on, and noticed the cars lined up at Starbucks.

Finally, here is an opportunity for a small business owner - put a sign out at the street saying fresh coffee and we are open (and do the same with early morning opening for Black Thursday, say at 4am). Then close at noon those days. I bet he would be way ahead for the overall weekend, and the marketing cost: couple signs.

Enjoy your holiday, but don't forget to pry some of those hard earned $ from your customers during the holiday season!

Two points of differentiation

2010-10-12T13:32:00.003-05:00

Robert X. Cringely has been writing on technology for many years and his blog is often very good on what is happening tomorrow in technology and computers.

Today his latest post is about Microsoft Windows 7 phones.

I want to focus on his comment that, "the rule of thumb is you need two or more clearly superior points of differentiation in order to gain share from an underdog position in a technology market."

It seems natural that a new product in an existing market will have some cool - incredible - wow! - feature that clearly differentiates it from the other products. But is that enough? His rule of thumb says you need a second item. Why?

The first item grabs your attention - "you mean the Ultramizer 1.0 can do Xbar1?" But then you ask, "what else does it do?" If the answer is "nothing", then there is insufficient momentum to get them to change (with all the constituent difficulties in change).

The entrepreneur devotes so much of her time to the first most distinctive difference, there is not enough 'else' to make it persuasive. Her competitors can say they will add that one feature in the next release - now what?

So when you come it to discuss your new technology, don't be surprised if I ask, "what else differentiates it from the other products".

Credibility

2010-09-28T13:10:00.002-05:00

How do you gain credibility - what makes you credible?

The best way to gain credibility is through long experience with a person. Over time, you come to trust that she will carry out what she is supposed to do, and you are willing to trust them with important items.

But if you are a startup - none of your clients or early customers have any experience with you. So how to create credibility in that situation?

Let's use an analogy: a job interview. How do you know that the person you are interviewing knows the job? How do you decide on the credibility of a candidate? If the candidate seems to know the industry, ask useful questions, can explain how things are done - in this and a myriad of ways, she demonstrates competence in the role.

Likewise, you gain credibility in your prospective customer's eye, by doing the same: asking good questions, show understanding of the industry - pay attention to the issues they are interested in. These are ways you can bank 'knowledge' credibility (credibility based on what you know).

Another way to base credibility is in 'who you know'. If Jones always trusts you to do the job, and I trust Jones, then there is a transitive relationship. This 'transitive' credibility is harder to build, since presumably there are not other customers you can refer to. But there are people who know the industry and are interested in your work. Be sure they can help you.

I will leave you to work out how you can lose credibility - but suffice to say, both lack of knowledge and lack of transitiveness cause it.

As you build your business: are you building credibility?

Use a 3x5 card

2010-09-23T10:29:00.002-05:00

A great tip from Bill Gosnell of the Pawnee Chamber of Commerce -

"Grab a 3x5 card and one topic, such as the front entry of your business. Now list not more than 3 affordable items that would improve the appearance or functionality of what most customers deal with first...carry the card with you until all 3 items are accomplished."

Concentrating solely on overwhelming issues to handle at work often leads to paralysis. By tackling a few smaller items, you can gain momentum on the big issues. Start small. Fix the simple items.

When you are done with a card - tear it up and start another.

Lunchtime Tech Talk series

2010-08-30T13:50:00.002-05:00

Our Business and Industry Computer training services group is offering a series of lunch programs for small business on computer issues. As we leave summer behind and start into the fall - why not take the time to upgrade your computer skills?

Lunchtime Tech Talk: The Good, the Bad, and the “Oh My” Web Sites

Bring an appetite for learning technology tips that will make today’s computer technology work for you!

The Lunchtime Tech Talk series will meet from 11:30 a.m. to 1:00 p.m. in the Center for Business Development building room 104N on the Meridian Technology Center’s campus the first Friday each month:
Sept. 03 - The Good, the Bad and the “Oh My” Web Sites
Oct. 01 - Excel 2007 Tips & Techniques
Nov. 05 - Media Integration in PowerPoint 2007
Dec. 03 - Be on the Edge of 2010

You pick and choose the luncheons you want to attend. The price for each luncheon is only $10 and includes a box lunch.

Our first presentation in this lunch hour series will highlight the common mistakes made in Web site design as well as recommended planning guidelines.
Computer Training Services is providing this lunch hour training series.

The deadline to register is 5 p.m. on Tuesday, August 31.

For more information call Kim Strom at (405) 377-3333 X265; or to enroll, visit www.meridian-technology.com or call (405) 377-3333 or toll-free at (888) 607-2509.

Location: Meridian Technology Center, Center for Business Development room 104N.

Oftentimes it is easy to forget your local technology center offers a wide variety of computer and training courses. The class instructors are always well trained and the courses are usually very inexpensive. Rather than the training class booklet that came in your mail unbidden, remember your Technology Center!

10 Customers

2010-08-24T16:01:00.003-05:00

I have been seeking a simple question I can ask prospective business owners to judge how far along they are in their business - and whether they understand where they need to be to come into the incubator or get a bank loan.

Jason Cohen on his "A Smart Bear" blog states what he looks for: 10 customers. 10 people willing to give you money for your product/service (even if it is not ready).

It is a useful question. If the prospective business owner can't show anyone is interested in paying for his product - then why go forward?

Since I am not dealing only with software startups, I might be able to weaken the requirement a bit, but the principle ("Who is buying your product?") is so critical to success that it could function as a single question to get started.

So - who is buying your product?

Judging Business Incubators

2010-08-16T10:56:00.003-05:00

If you are considering using a business incubator for your startup - how do you know they are any good?

Are they benign, but unhelpful? Are they going to push your business in directions you don't want to go? What experience do they have to bring to the table?

There is a good posting on Finding A Quality Business Incubator which I would recommend to you. It covers a number of areas to review.

Also, is the incubator a member of NBIA (National Business Incubator Association)?

Just like when you are hiring a contractor for your house remodeling - the best way to know if they are any good is to ask previous clients. For incubators, the same holds. Get a list of clients. But since those lists tend to be cherry-picked for good referrals - be sure to do some searching on Google, or ask those clients what other businesses were in the incubator when they were resident - then go ask those.

Incubators can be a fantastic way to help your business get off the ground, but as always, a bit of considered evaluation can put you in the right incubator for your business.

Cool your Customers

2010-07-26T15:30:00.003-05:00

UPDATE: August 31. Now cashiers can no longer just type in the register for the ice purchases - they have to go get a bag from the ice machine, bring it back, wand the price, then bag it. That will solve people stealing ice, won't it!

In retailing, even the most benign rules you give to your employees can go awry.

On my way home today for lunch, I stopped in our local big box store to pick up a bag of ice. I bought a bag of ice and as I was leaving the store, the greeter called me back inside and asked to see my receipt for the bag of ice. The greeter was an older lady in a motorized chair - she had to drive up to me. So I went back in, showed her a receipt and was able to leave. As I did, the man behind me remarked on the absurdity of this situation and laughed.

I am sure this greeter was told to 'check all receipts' for ice. I suppose that occasionally someone walks out with a $2.14 bag of ice that they did not pay for. I doubt they are in business attire on a Monday morning at 11am. And if I had been wanting to steal the ice, I could have easily outdistanced the greeter on the scooter merely by walking away!

When you give your employees a rule and no exceptions you are likely to get results in ways you probably wouldn't want.

I like to buy ice at the big box store as it is cheaper than the local gas station and not too inconvenient. But if I have to worry about checking out with the greeter if I run in for a bag - I will go somewhere else. So a 5 cent bag and a bit of water are sufficient to stalk people as they leave the building?

Nothing cools the enthusiasm of your customers than rules that make them seem like they are a crook. Be sure to balance your need for stock control with their freedom to shop. You might need to allow a bit of ice leave - melt away so to speak - rather than risk losing future sales.

Retailing: of Chocolate and Frozen Yogurt

2010-07-08T16:38:00.006-05:00

My wife and I stopped into a local retail store that sells specialty chocolates. There were many individual chocolates lined up in the display case, much like a doughnut shop. We selected four chocolates in a couple varieties we wanted to buy and after a wait, the employee weighed the chocolates and charged us by weight, not unit. The price was $2.50 per chocolate; our sale totaled $11.49 for four normal sized truffles. We were shocked - it just seemed like that was expensive for chocolate. We probably would not go back, and would be very careful if we did.

A few weeks earlier, we went to a local frozen yogurt shop. You may have seen one of these stores which have 15 soft serve spigots with different flavored yogurt, and then a large selection of toppings. You grab a cardboard bowl and then fill it with yogurt and toppings. The resulting sundae was also weighed and the price set accordingly. The price was a bit higher than we wanted, but we felt like if we returned we would know how much to get.

Two retail stores, both using weight as a method for charging customers.

I would argue the chocolate shop is making a serious error in charging by weight. Since a chocolate is discrete, you wouldn't normally think about it as something whose value is in the weight. Moreover, this particular chocolate is very high quality - but weight is not usually a sign of quality. If your customers are unable to gain a sense of what something will cost going in, they are likely to shy away from the shop. Consider a father with his kids - he certainly does not want to get caught with a large bill for a small amount.

Finally, since there was no signage that the chocolates were going to be weighed, I had no way to know what they would cost. Nor do I have any sense of what a chocolate weighs.

But in the case of the frozen yogurt, I know how big a bowl I eat of ice cream - by going once and creating my sundae, even if it is more expensive than I thought it would be, I can now size future sundaes appropriately. How could I do the same with a single chocolate?

The moral of this is not to go have dessert with me.

Perhaps a more useful moral is that as a retailer, be sure that your pricing model fits with your customer expectations. My example of a doughnut shop above is instructive - we all know that doughnuts are sold per piece. I, as an experienced doughnut eater, also know roughly what a doughnut would cost.

If you are going to break that expectation, you had better make sure right up front that the customer understands what you are doing, and in a way that he can know roughly what it is going to cost him to get out of the store. No matter how good your chocolate.

How to hire a programmer

2010-06-28T16:27:00.002-05:00

For all of you with a software idea just waiting to be developed...

Derek Sivers has a great post today about how to hire a programmer to make your ideas happen.

Key takeaway pointer - #7: Hire more than one team or person. Having more than one team working independently on your initial project allows you to pick the better implementation - and protects you and your schedule by not allowing one team to hijack or just disappear.

Even within a company, this is probably a great idea for a new product (if you can sneak it past mgmt.)

Welcome Aboard Tulsa Forge Incubator!

2010-06-24T09:34:00.002-05:00

Yesterday we saw the opening of Tulsa's newest business incubator - the Forge.This is a much needed addition to Tulsa and Oklahoma.

It is operated under the auspices of the Tulsa Metro Chamber's Young Professionals group, and its director is an executive on loan from Arvest Bank.

There will be room for up to 8 companies in the incubator.

I was a bit surprised to learn they had about 6500 people in the Young Professionals group, or at least that many in their database. I wouldn't be surprised if the incubator clients are all members of the group.

One of the hardest characteristics of a business incubator to develop is the networking that goes on in the hallways and after hours. By its very nature, it occurs on its own, not due to formal programming. And with the Forge operated by and for young professionals, this common set of interests could give it a step up on other incubators.

So welcome aboard Tulsa's Forge incubator! We look forward to hearing great things from you.

Try a different metaphor

2010-06-21T13:33:00.002-05:00

When discussing issues with clients or employees, we usually use a set of beloved metaphors. I like cars and so I often use car analogies or metaphors in my discussions.

I had a boss once who pulled me aside and said he didn't like cars! (So my metaphors were failing to describe the situation and caused him to not listen as well to my comments.)

If you catch yourself using the same metaphor - consider trying something different. People may be more responsive to your comments, and in thinking of another metaphor, it may cause you to rethink the underlying issue.

If all your metaphors are about war or battle - then every situation is combative. If all your metaphors are about cars, then what of friendliness or empathy or warmth. Those qualities are not easily represented by the metaphor.

Try a different metaphor.

Notes from NBIA (National Business Incubator Association) meeting

2010-06-03T13:29:00.003-05:00

We just returned from our annual meeting of the NBIA. For those of you who are involved with incubators - here are some notes I took during the sessions. Sorry I don't usually have references!

The most useful skill for Incubator Managers is the ability to manage stakeholders.
7 People every Entrepreneur should know: banker, accountant, attorney, coach, technologist, insurance agent and marketer.
Give your advisory board a goal of bringing/sending X number of prospects per quarter to the incubator.
Homesite.com can do background checks for $25. (Have to check on that one!)
Be sure to invite local politicians and legislature representatives to your incubator events - even if they don't come, they will note your activities.
Understand the differences between the SBA 504 program and 7a loans

More to come...

Microsoft in Asia

2010-06-03T08:46:00.003-05:00

In the latest issue of BusinessWeek, Steve Ballmer of Microsoft remarks that excluding Japan, only 3% of Microsoft's $60 billion dollars revenue comes from Asia. In the face of massive piracy/lack of IP protection - and yet one of the fastest growing regions for computers and software - Microsoft is in a difficult situation.

More important to this readership, if as a small business your greatest growth opportunity is a difficult and 'dangerous' market...what to do?

One strategy is to carve out a beachhead - a small part of the market - and develop from it.

Microsoft is trying to concentrate on business users in China, since they are probably more cognizant of IP rights than of the general public.

Likewise, find a small subset of your market that limits your exposure; for example a particular industry, and expand from it. It makes it easier for you to market and also develop.

Get a beachhead!

A Reluctant Entrepreneur

2010-06-02T10:23:00.002-05:00

In an op-ed column today for the New York Times, Robert Reich, former Secretary of Labor, writes that many of the new entrepreneurs are really 'self-employed', that is, they want a job but the market has forced them into temporary free-lance serfdom.

He uses the example of George, an aquaintance who lost his job as associate partner at a technology and consulting company - probably a company like EDS or IBM Consulting. George sounds like he is in his mid- to late- career. George is self-employed, doing "exactly what he used to do, for less money, and no benefits - no health care, no 401(k) match, no sick leave, no paid vacation."

My brother Bryan is in much the same situation. Bryan is a mid-career creative Art Director. Good agency experience, great portfolio. Having a devil of a time catching back on in Texas. He too is doing free-lance work work less than he did before.

So what can we draw from this - what if we are a reluctant entrepreneur?

First, there is no easy answer and I will refrain from platitudes about 'keeping your chin up'.

If you have one client who is paying you, can you get a second? Is there any way to carve out a few hours a week to call on a second prospective client? Can you partner with another person slogging away just as you?

Leverage your experience to allow you to do more work in less time, so you can get a second and third client paying you at the same time. You have to free some excess labor from the contract. They are paying you to complete some objective, not piece work.

Not at all easy, but the only way to get yourself back into some control or the feeling of control.

And, if you need a crackerjack creative marketing guy - let me know. I will get you in touch with Bryan.

The last 11%

2010-05-27T14:51:00.002-05:00

I am riffing off of yet another Seth Godin posting, but the point I want to make is slightly different.

All the spectacular is located in the last 11%. (I use 11% over 10 since a 90 is usually still an A!)

Doing something fine - that's B work. B work is good work. So much of what we experience is so dismal, that B looks pretty good.

But to knock your customers out - you need to do A work. And A work is not just a percentage better, it is logarithmically better.

An A employee is logarithmically better than a B employee
An A product is logarithmically better than a B product

You want your business to be in a place where price is not a problem - you got to have an A product...and A people.

Handling or Managing

2010-05-13T10:05:00.002-05:00

Next time you are speaking with someone about something that needs to get done - listen to yourself...do you use "handling" as in "I'm handling that!" or "who's handling this?"

If you always describe what you do as handling you are too going to be constantly disappointed.

Entrepreneurs often bemoan the fact that none of their employees handle things like (they would have done so). Duh!

Handling, fixing and removing problems is of course something that has to be done on occasion, but if it is your management style, your organization will act fitfully and never take on its own responsibility for what happens.

Try to create and sustain processes and an environment where the employees can individually take on what happens as their own. That is managing.

Stop handling; start managing.

Semester over!

2010-05-12T15:18:00.002-05:00

Turned in final grades for the Retailing Management class I taught at OSU this semester. The students did fine; I picked up some nice ideas to help our retailing clients.

Reflecting on the class, there is a sense of completion from a class that you do not normally have in business - the class ends, you get a grade, you sell the textbook back. At work, even if you are on a specific project, it seems there is always more which happens even after the deadline. Often, the deadline shifts, and you track onto the new one.

Given the level of exhaustion that you feel at the end of a semester's worth of work, I wonder if 16 weeks is about as long as someone can keep sustained effort on a given project? When working on a software application with release time lines stretching over a year, it is hard to stay focused.

Any way, I have a couple posts lined up and ready to get back at it! Thanks for reading.

Whose Value, whose Company

2010-05-04T12:28:00.002-05:00

While reading a blog post on what Microsoft can learn from the iPad, I was struck by the following point - "The way Wall Street works is fairly simple — albeit, not always reasonable or fair. What drives stock prices forward are new endeavors. Stock prices rise when investors predict fantastic growth ahead."

Microsoft has had a great rollout with Windows 7 and Wall Street says, "meh". Apple has an iPad and everyone is excited (even Wall Street).

Likewise in a startup, your valuation is not based on where you are now, but where you will be in the future. If prospective funders seem to hold your company in low value - it may be that they do not understand your market, or they may not understand your product, etc. It could just as well be that they very well understand, and that is why they have valued you as they did.

Teaching, and Blogging

2010-04-13T15:14:00.002-05:00

I apologize for the lack of posts.. As I described back in January, I am teaching a class at Oklahoma State University in Retailing Management. This has soaked up much of my time to write entries for this blog. That said, the semester is running to its close, and by mid-May, I should be back in (blogging) action.

A quote to leave with you, "the best teachers do not lecture students on what they should know, but ask questions that guide students to learn on their own." Pfeffer, Sutton, p. 237.

I need to remember not to just tell them what they need to know, but give them the skills to go find out what they need to do.

Buying the latest idea

2010-03-05T16:31:00.002-06:00

So, you were in the airport and picked up the newest popular business book. It breathlessly tells you how you can change X, Y and Z and your entire business will become successful.

But before you rush back from your trip and start making changes, you might just take a moment and reflect on whether the prescriptions are worse than the disease.

Pfeffer and Sutton give five questions to ask before trying a business idea or practice:

what assumptions does the idea or practice make about people and organizations? What would have to be true about people and organizations for the idea or practice to be effective?
which of these assumptions seem reasonable and correct to you and your colleagues? Which seem wrong or suspect?
could this idea or practice still succeed if the assumptions turned out to be wrong?
how might you and your colleagues quickly and inexpensively gather some data to test the reasonableness of the underlying assumptions?
what other ideas or management practices can you think of that would address the same problem or issue and be more consistent with what you believe to be true about people and organizations?

Just because a book is written by a famous author or business executive does not make it true, correct or useful for your business. I would hazard most of the time your particular situation will not match whatever their study was covering. Instead, take a look around and test the assumptions against your organization. If the assumptions seem to hold, then try it in a sample or test environment.

Otherwise you may find your employees giving you books to read while on the plane!

What Happens when People Fail?

2010-02-18T13:13:00.004-06:00

In a great book I just finished reading, Hard Facts, Dangerous Half Truths & Total Nonsense, the authors Jeffrey Pfeffer and Robert Sutton remark, "The best diagnostic tool – when we wanted to learn about a company quickly – is to ask what happens when people fail?"

If employees come to you with a hang dog look, when they are coming to say they screwed up, how do you react?
If you blast them like J.C. Dithers does Dagwood, how often do you think they are going to bring up projects that are starting to go awry?
If you claim to have an open door, but woe the person who comes in with a problem...
If you are known for your 'moods' and the employees seem to be away when you are angry...
(If your management team is guilty of any or all of the above, it reflects on you as well!)

All these provide every indication of what type of company you are running.

The only employees who never make mistakes are those who do nothing at all.

If you don't know the answer of what happens when people fail, have a friend come in and ask the employees. You might not want to hear the answer - but your company will be better off if you do.

Spring 2010 E-BASIC Microgrant program for Stillwater and Ponca City

2010-02-03T13:53:00.003-06:00

The Spring E-BASIC microgrant program is taking submissions from entrepreneurs.

The E-BASIC provides small grants up to $5000 to new businesses in the Stillwater and Ponca City areas. There is a simple proposal/application required. The funds are to assist in startup expenses.

Also included with the grant for Stillwater company's is a 6 month virtual tenancy in the local business incubator, providing business consulting expertise, conference rooms and access to our programs and training sessions.

More information regarding the program.

Applications are due by April 9th. The program is very competitive and there are only a limited number of grants - so get your submissions in!

Of cows and milk

2010-02-02T10:59:00.003-06:00

I was recently talking with a client who has a piano tuning business. Q: How is the piano tuning business? A: it is flat. (Sorry!)

Anyway, he had just finished doing a very minor adjustment to a piano he had tuned the previous summer. So it was an account he already had. The issue is whether to charge the church for 20 minutes of work, or just tell them thanks and hope they do another piano tuning this next summer? In a service business - is your time always something you charge for?

On the 'always charge' side, support includes:

there are costs of time and effort getting to the client;
your knowledge is what makes the job easy/short, so why should you discount it;
if a client gets used to you fixing things for free, they won't pay later for larger items (or 'forget' your free service).

On the 'sometimes not charge' side, support includes:

if you nickel and dime them, they are more likely not to call on something small - then when the big expense hits, they will balk at your cost;
there is a perception, unfair though it is, that if it takes you 5 minutes to solve something, it should not cost or cost very little;
service businesses are run on repeat business and so you take care of them to keep them long term;
it costs more to gain a new account than keep a current one happy.

Both have their merits.

I lean towards not charging someone for small services. If they expect to be charged, and you don't, their surprise might just jar them into recommending you! Give them an invoice for what the work would be, and mark 'PAID: thanks for your continued support!' on it. I want them to think of me whenever they think of the service I offer. Think of a person whose heater needs a minor service and the cost of a service call will be difficult to handle (we've all been there) - and you all say no charge.

If you don't charge, put it down as a marketing expense and track it - be sure you are not giving away too much. You won't be any help if you are out of business.

That said, some services are irregular and you might not see the same customer ever or rarely. In those cases, a middle road might be to charge a nominal amount for quick jobs - $10 for 10 minutes up to 30 minutes, then standard hourly rate.

Be clear on how your business operates and you will come to a decision you can feel good about.

The title of the post refers to the old adage about you can't sell a cow if you give the milk away for free.

Perseverance and Flexibility

2010-01-19T13:29:00.003-06:00

Last night during our Business 101 class, I was remarking on the qualities of an entrepreneur.

Two qualities common to entrepreneurs are they show perseverance and flexibility. One participant asked how can you be both?

As an entrepreneur you persevere in working to make the business a success. You persevere in the face of difficulties; you persevere when prospects say no.

You are flexible in reacting to what happens once you get started in the business; you learn from your mistakes and you adapt to changing circumstances.

Often, I observe prospective entrepreneurs swapping these two - they are too flexible in reacting to difficulties ("well maybe I won't start my own business" or "here is another idea I have for a business"), and over persevere in their initial business idea ("these customers are so stupid to not see how wonderful my idea/product/service is").

Further, the qualities of perseverance and flexibility are reflections of your behavior, not actions. It is not about saying "I am going to be flexible on this", rather how you behave in the face of an issue. You would not want to print up big printed letters "Persevere" and "Flexible" and hang on the wall in your office, as IBM used to hang "Think". If the terms are useful at all, they can't be so vague as "persevere unless you need to change, and be flexible, except when important not to be".

---

Our next Business 101 will be February 15th, so if you are still interested in starting your own business, persevere and come to our next meeting!

Be Unconventional

2010-01-08T08:54:00.003-06:00

Howdy! I hope all of you had a nice holiday season and are back at making your business more successful in 2010.

When you are a small business competing in a market with well established competitors, or if you are in some way 'the little guy' - you have to be ready to try something different than just competing in the same areas, products and services.

Consider professional baseball. There are a couple large market teams who have much more $ to be spent on payrolls than many of the small market teams. If a small market team tries to match the management strategy of the wealthier teams (hiring expensive stars, bidding on A+ players), it will fall behind: they cannot keep up with the advantages of the wealthier teams.The baseball writer Joe Poznanski had a great column where he recommends that smaller market teams (he lives in Kansas City) have to consider being unconventional - doing something different than the other teams in terms of hiring players or strategy in the game - if they want to have a chance to break away from mediocrity.

Returning to business, if you do not have the same resources as your competition, why go and compete on exactly those points the competitor is strongest? Why not discover where they are weakest (reaction time, extending hours, policies) and consider something unconventional.

For example, if you run a guitar store, why not be closed until 3pm everyday, but then be open from 3-11pm (or midnight), since presumably musicians and business people who have the $ to spend on a guitar are more likely to be available in the evening? And a musician on his way to a gig might realize he needs a microphone or cable on the way.
As Seth Godin says, "The scalable, profitable strategy is to change the game, not to become the most average."

Bad weather decisions

2009-12-27T15:32:00.003-06:00

We in Oklahoma got clobbered this Christmas eve with snow. We are not used to having 8"-12" of snow ever, let alone on Christmas. The weather threw everyone's plans into disarray and many were caught in snow drifts trying to get home.

I say this not to minimize the difficulty we all had, but to make the point that as a business owner you need to inform your (prospective) customers about what is going on.

If you were forced to close early, the least you should do is to put a sign in the door, then change the answering machine for the store phone - "Due to the weather we are closed until Friday". You should also take a couple minutes to do the same for your website main page. Both of these could be done from your own home, without requiring you to drive into the store. (You do have your phone answering machine codes and website logins at hand, don't you?)

My wife and I braved the roads on Christmas day to go see a movie. When we arrived at the theater, it was closed. We had actually called the theater beforehand, and it listed the movie times and made no mention it was closed. If my wife and I had been the only ones caught, you might have argued we were just crazy to go. But during our time there at the theater, at least 10 other cars pulled in the lot, each driving up to the door trying to go to the movies. It is not outside the realm of possibility that someone might try to go see a movie on Christmas.

Don't compound the bad weather by not considering your customers!

You'll know when to Start your business

2009-12-17T13:39:00.004-06:00

In a great article on 7 Things I learned from a Tech Incubator, the author and founder of a startup remarks, "Lesson 7: You’ll know when to start your startup when not starting it is no longer an option."

This sounds a bit strange, but he notes this was one of the best pieces of advice he received.

If you can do the things you want within the context of an existing business - why go through the heartache of running your own? But when you find that not doing it is no option, that is when you start.

By example, someone who is a musician is driven to play music. Not playing is not an option. That is a big difference than me plunking around occasionally in the front room on a guitar and a musician (talent notwithstanding!).

Now there are different motivations for why you feel you must start your business.

Vivik Wadhu from Duke University says, "...the greatest motivation is that you are tired of working for other people."
Maybe there is some technical problem you are consumed with, and there is no way you won't give up on it.

Whatever your motivation, if it is just "well, I will see what happens," you are liable not to be willing to put in the extra effort needed to make it happen.

Talking Around Email

2009-12-07T16:25:00.002-06:00

In their latest posting on the 37 Signals blog, Matt remarks,
"But we kept thinking that just one more email would clear up the confusion. It was a reminder of how easy it is to waste time talking around a problem when just getting real with it can get you to consensus in a fraction of the time."

How many times do we use sending an email as a means of contacting someone? Wait until 5:05pm and watch all the email come in...with messages like "Tried to call and could not reach you - will call tomorrow" or "where are we on the McGillicuty project?"

Remember: an email is not "talking to someone". Pick up the phone or better yet, go solve the problem rather than sending another email. Another email won't clear up the confusion.

PS: sorry about the lack of posts the last week or two - I got a wicked cold last week and basically missed the entire week. Back to work today! Thank goodness for antibiotics that still work.

Good business ideas

2009-11-24T15:27:00.002-06:00

"Is this a good business idea?"

It is a question we are often asked after discussing a business with a prospect.

The answer is often difficult, not because we want to avoid disappointing the prospect, but that we don't know whether it would work or not.

If a town does not have a certain type of business, does that mean there is not a big enough market for that business (and so it would not stay in business) or does it mean no one has tried it?

I would hazard there are people right now running successful businesses, who if they had brought me that very business idea, I would have recommended against it.

So if you are looking for me to peer into the future, I cannot.

What I can say is that the questions I ask, the issues I recommend you research and the items you have to discover on your own, will be ones whose answer will make your business more successful, and you more capable.

Many people try to learn a foreign language or a musical instrument; most fail. But if you ask me whether it is a good idea to try to do so - I can only give you insight into what it would be like, not what it will be for you.

If over the holiday(s), you get inspired or come up with an idea for a business, come on by and let's discuss it. You might discover that it is a good idea and one you want to pursue or that on investigation, it is not one you want to pursue.

Either way, have a nice Thanksgiving!

Retailing Management, Spring 2010

2009-11-17T12:44:00.003-06:00

I will be teaching at Oklahoma State University this Spring semester, Marketing 3613 Retailing Management. We will be discussing many different topics relevant to small business management and ownership. If you are a student at OSU, I recommend signing up. And if you are interested in auditing the class (taking it for no credit), let me know!

Car Wash

2009-11-09T14:42:00.002-06:00

I was in Oklahoma City last week for a meeting, and in the underground parking garage I noticed two stalls had been converted to car wash stations. If you wanted you could pay to have them wash your car while you had it sitting in the garage and you were in the building.

Their stations looked to have a hose hooked into the fire sprinkler water system (the floors already have drainage.)

I have seen car washes and oil change at airport parking (Fine in Tulsa does this), but I had never seen it in a nondescript parking garage in downtown.

Shows there is always a way for a creative business idea to get started.

Getting Your Work Done

2009-11-03T10:14:00.003-06:00

In the book, The Five Disfunctions of a Team, p148, the conversation turns on a VP who is always helping out however he can to the group, but in the process is not getting his responsibilities done.

The result is the president of the company saying, "I want all of you challenging each other about what you are doing, how you are spending your time and whether you are making enough progress."

As an entrepreneur, I know you have a bias for action: "get it done!" is your mantra. But it is important to be sure you are doing what you need to do, not what needs to be done.

This can be hard for someone who comes up from the ranks; a baker often finds it easier to bake than to manage the bakery.

Still, start your week or day or even hour(!) by asking yourself what is the most important thing to do, not the most urgent. Be sure your employees also recognize the difference. This will make you more productive and also allow you to release some of those duties you dread, but feel you have to do (or no one else will).

Keeping up with Trouble

2009-10-29T08:48:00.002-05:00

Two weeks ago, my wife broke her arm falling on a slick floor. Since then she has had to be operated on to get the bone set, have a cast put on, and is handling all the other difficulties involved with a broken arm on her dominant hand.

Thankfully she is healing and I have been able to accommodate the changes in my schedule without too much trouble.

Most small business owners do not have that luxury of rearranging their schedule. Someone in the family gets sick, or has an accident or other issues - all of these cause the owner to be pulled away from the business. Yet, being away from it can cause other problems to creep up.

You can't avoid the possibility of someone being sick; what you can do is have a plan for your being out. Are there certain duties you do regularly that you could train another person to do (in your absence)? For example, scheduling employees, or ordering food items. Do the employees know what they need to be doing while you are out? Who makes decisions when you are unavailable?

Now is also the time to have your key tracking financial numbers worked out - so if you are distracted or not able to read through all your normal work activities, you can still keep up with the business. Whether table turn for a restaurant, sales/employee hours or whatever ratio is relevant to your business, now is the time to work that out.

Having processes in order will not avoid all the difficulties, but it will mean that when you are out, there is a lessor chance of major problems arising.

Starting the day off right

2009-10-21T12:21:00.002-05:00

Every weekday morning, about 7:50am, in office buildings throughout Japan, managers and their teams get together for a brief overview of the day. When I lived in Japan, this meeting was announced by a bell, and ended about 10 minutes later with everyone saying they will work hard together that day.

The meeting gives the team a chance to fill everyone in on who is going where, doing what, and what is important to be handled for the day.

The meeting participants speak one at a time round-robin, starting with the most junior employee and working up to the manager.

I liked this type of a meeting, and recommend it to small businesses. Once you have more than one or two employees, it is amazing how disconnected the owner gets from what his employees are doing each day. Many times I have spoken to exasperated owners remarking they can't understand why their employees are not doing what they are supposed to!

A daily quick recap meeting allows the entire team to know what's going on:

When the phone rings for Sam and he is gone - everyone knows where he is - and why he is out of the office,
By getting a sense of what his team is doing for the day, the manager understands where to better place staff or arrange schedules,
Each team member is able to show that his or her work is important,
There is a sense in which saying what you will get done out loud, motivates you to get it done.

Try adding a short - very short - daily recap meeting and see if it helps overall communication in your company. You may be surprised at what your employees are doing each day!

Hiring the right person

2009-10-12T10:06:00.002-05:00

To continue with a theme from my last posting, finding the right employees for your organization will be critical as you grow.

Know who you want and need - but also be knowledgeable about what the market will demand and adjust accordingly.

Here is an example. A technology incubator in a mid sized southern city is looking for a CEO to head the incubator. Their press release says the

"candidate should have 10 or more years of professional management and leadership experience, preferably in the incubation industry, strong fund raising skills and financial management expertise, a successful entrepreneurial experience and demonstrated success in program development and implementation, marketing and administration."

The first thing that should strike you is "wow, this would be a pretty heavy hitter - successful entrepreneur, 10 years management, strong fund raising with demonstrated success". Second, think of how many organizations are looking for this type of person - pretty in demand person. Third, what would it take to get this person to come on board?

Then you get to their next sentence,

"A new CEO will get a mid-five figure salary, benefits, and incentives for fund raising"

Huh? Mid-five figures is what, $50,000? A successful manager, 10 years experience in any sort of technology company - entrepreneurial, take charge person, looking for a new challenge. Your probably making $100k, plus bonuses right now.

Why would you take this job?

Anyone in the incubation industry with 10 years of management experience is going to be making more than that already.

I am sure they are limited in what they can pay, but why ask for all the above if that is all they can offer? They'd be better off saying:

"Ready for a second career working with entrepreneurs? We are looking for a middle aged manager with a technology business background who wants to work with new businesses. We can't pay what you'd made at ABC, co. before they laid you off, but it is a fun environment. Come talk to us!"

At least that might get you someone close to what you are looking for.

If you are a small business, maybe you cannot afford to pay for the talent you need. But you have to give in on something to make it worthwhile to get the right person. You have to be creative: you are not IBM!

Stages of Group Development

2009-10-05T14:05:00.002-05:00

As you run begin to develop a team of employees around you it is useful to know some basic information about groups and group formation.

Bruce Tuckman developed a 4-stage model for group development back in 1965, and it has been a major component of the study of group dynamics since.

He labels the stages:

Forming: the group comes together and gets to initially know one another and form as a group
Storming: a chaotic vying for leadership and trialing of group processes
Norming: agreement is reached on how the group will operate
Performing: the group practices its craft and becomes effective in meeting the objectives

The first consequence of this is to note that even if you are 'the boss' there will still be a vying for leadership and contention about the group processes. We have all been in situations where the group seems to operate in ways opposite to management expectations!

The second consequence is that how you generate the culture of your organization is going to have a large effect on the way it operates. Culture is the norms, values and methods of interaction between the group. As the employees come together, they will take on the character of the organization.

Once settled in, a culture can be very difficult to change. In fact, short of removing all the employees,I would argue it cannot change - and that businesses that seem to 'run down' or fail after a number of years are suffering from some form of cultural sickness.

By being aware of the process of group formation, you can try to influence the way the group comes together. And of course, since you will likely be the person hiring new employees, it is important to consider how they are going to fit into the group, and how the group will react to those changes. Don't be surprised if the addition of a new employee causes the entire organization to reach in unexpected ways.

Incubator Syndrome

2009-09-25T10:17:00.003-05:00

I was reading a blog entry on incubators, and the author advised prospective clients to watch out for incubator syndrome: "in which the entrepreneur allows their initiative and judgment to be replaced by those of the consultants in the center." I had never heard this term used, but a quick Google search showed others have referred to the same.

If you are starting a business, and the incubator manager says he has started multiple businesses, and met with many companies, and here is what you need to do, you might well decide to follow me, rather than your vision.

And that would be bad.

But is it a 'syndrome'? I am no more easily able to manipulate your initiative than any other person you might depend on for advice.

It is true that I have to be careful to acknowledge that what advice I provide is just that - advice. My confidence of how you need to sell or market your product, while based in experience, is not the 'truth'.

What is more important than worrying about whether you will fall susceptible to the incubator manager's beguiling, is whether you really are making good decisions based on the advice you receive, and what your action will be. If you refuse to listen to advice and want to go it your own way, then why come into the incubator in the first place? Get clear in your mind what you want to do to be successful and then pursue that.

Most incubator managers are there to help you, not manipulate you into their vision of your company.

Of course, when I heard the use of the word 'syndrome' - i was reminded of the SNL skit "The Pepsi Syndrome"! I assure you, incubators are not like the nuclear power plants of the skit.

Fighting Adversity with Indifference

2009-09-22T14:29:00.004-05:00

Chris Guillebeau in his latest post discusses what happens when he misses a goal he's set for himself:

1. Acknowledge disappointment: don't hide it away.
2. Revert to backups if possible: accept a secondary or partial goal.
3. Compare to other goals at the end of the year (and reevaluate for next year): if you did not achieve the goal, maybe others got in the way, or were more important.

Let's apply his response to our situation. As entrepreneurs, we are confronted with (the possibility) of failure every day. A sale could fall through, a product has a tough bug or problem with it, an employee - or yourself - can fail to get something done that needed to be done.

1. Acknowledge disappointment: let others know it happened - the telling gets it outside of ourselves
2. Revert to backups if possible: accept a secondary or partial goal - you did have an alternate or backup to whatever the goal was, didn't you?
3. Compare to other goals at the end of the year (and reevaluate for next year): if many things went right, and a couple went wrong, take it as a win and move on. Or decide on whether the goal is a valid one or not.

Try to follow the maxim: "Fight Adversity with Indifference". Act as though the setback has been expected, and that you have a response to it. It is not that you don't care about the missed goal - but that you are focused on the consequence, not the event itself.

An advantage of following the maxim also is that when you are setting the goal, you set the expectation as to what you will do if it is not handled. "We are going to sell product X to Company Z in 3 months" - well, what are you going to do if that does not happen?

Too often an entrepreneur says "well, we were supposed to get the sale last month, but didn't so now we don't know how to recover from it".

Instead, set goals in a matrix of what the different outcomes may be, and the resulting responses to them. It will keep you ready for when things do go wrong, and responsive when an alternative presents itself.

Evaluating your Staff

2009-09-14T15:28:00.005-05:00

It is time for our bi-yearly performance reviews here at the tech center. Most people dread the entire process of performance reviews, and some entrepreneurs have been motivated to start their own business after receiving a review that seemed to ignore all they did the last year!

Once you start your own business and have your own staff, it is easy to decide that your company is not going to do the same tired performance review. But all to0 soon, it seems as though the HR blanket falls over the company and you are filling in forms that say "Performs duties as necessary" with a five point bubble scale.

It is understandable to want to avoid the above, and you are so busy doing other things - how are you going to review your employees? Nevertheless, this does not absolve your responsibility to evaluate the employees you have working for you!

One way I like to get my hands around an issue is to create a framework across two parameters and use that to categorize. You could consider your employees according to there Usefulness/Critical skills for the organization, and whether they are likeable/good to have around. (You may have other more important criteria).

Setting these two parameters into a quadrant layout gives us the following:This gives us four categories of employees. Then work out what you want to do for each category:

An employee you want to keep, but is not doing a critical or very important role, you need to get them into something more useful (whether by training, promoting).
The difficult employee performing a critical task needs to be handled carefully until you have the chance to brings someone else into that role or at the very least, be a backup. Then you can try to change whatever it is that makes them difficult.
The want to keep/critical employee may not need any more than just taking care of them and being sure that what they need to do their job is gotten them.
The difficult/non-critical employee needs to be moved out; you don't have the time to deal with that type of employee.

Generally, you want to move employees up and to the right, that is, someone you want to keep and someone doing something important. Those in the 'want to keep' and 'less critical' roles can serve as your 'bench' for future moves into important spots. Those in the difficult and critical you might have to keep because of skills or particular need, but you are always looking for someone who can better do the work.

Again, each of these are merely types, not particular people. By using a typology though, you can look over your 5, 10 or even 20 employees and quickly sort them into categories, then come up with reasonable responses for each.

If you have an employee you can't categorize, put him or her on your list to watch a bit more closely.

The reason I like this typology is that most employees already think of the other employees as 'nice or not' and 'good worker or not' - so it gives you a rough method to start thinking proactively about your employees and where they are going in their careers at your company. Which is something you as the owner should have at hand anyway!

Rally!

2009-09-08T09:09:00.002-05:00

Labor Day represents the end of Summer for most of us. Even though the local schools have been going since mid-August, and Fall seems a way off, Labor Day weekend ends Summer.

But in ending Summer, it also kicks off the next few months until the holidays start up again with Thanksgiving. Now is a great time to rally the team, get them re focused on business priorities and even enthused about what is coming.

Take a bit of time over the next few weeks to reconnect with each employee or report one-on-one. Does she know what is the most important thing that has to be done? Does he know what goals you have set for the next quarter?

Likewise, take a bit of time and be sure you know what your goals are for the next quarter - and what is the most important thing you need to get done.

Put away the beach clothes and let's get back to work!

New CBD Informational video

2009-08-25T13:51:00.007-05:00

We've created a new video describing the Center for Business Development and what we offer. '

If you have a chance to view it, please give some feedback. The intent is to help in a small way to give prospective tenants to see what we can offer without necessitating them coming into the building.

Managing and Leading

2009-08-25T12:47:00.006-05:00

In the August 17th Business Week, the back page article by Henry Mintzberg argues we are 'overled and undermanaged'. [As an aside, the article in the magazine was called "We're Overled and Undermanaged" but online the same article is called "The Best Leadership is Good Management" hmmm!]

He writes that it became fashionable a few years ago to say that Leaders "do the right thing" while managers "do things right" - and that crucially we've been told that Leaders need to be detached from what is going on day-to-day in managing. This detachment resulted in much of our financial crisis, i.e., the heads of banks and investments did not know what was going on, being so caught up in 'leading', and the problems rolled into a giant mess.

It is true that you as the head of a group or business have to have some detachment from the immediate issues at hand. Being too caught up in day to day is sometimes characterized as 'fire fighting' where you are solving immediate problems all day and no time devoted to larger issues.

This detachment (or lack thereof) is not a characteristic of Leadership, rather the defining characteristic of Leadership is to be able to detach from the particular when necessary to understand what is happening over the entire organization. Leading is not standing in front of a PowerPoint with the 5 goals for the year (strategy) or even setting the tactics of a marketing campaign. If anything, leading is creating an environment wherein the organization and its members - employees - can be successful. And a necessary condition of success is good management.

This reminds me that for many years, the most influential movie on managers about leading was the WWII movie, 12 O'clock High, released in 1949. Gregory Peck's character was not detached from the management of his bomber squadron, just the opposite: he flew with them. You might take the opportunity to watch it if you've never seen it!

Finally, I might comment that the back page of Business Week is where Jack Welch's article is placed (on vacation the week of this piece). Jack is often considered one of the best leaders of this generation who oversaw huge and drastic firings of employees, especially at the outset of his being head of GE. How might we view his leadership (or management) in light of the above?

'Flush' with ideas

2009-08-24T09:02:00.003-05:00

Last month there was an interesting article about Toto, the Japanese bathroom and kitchen ceramics company in the Economist. Toto is trying to get their fancy lavatories into houses in America - with heated seats, music and 'hiding odor' features!

At the end of the article, it is remarked on Toto's 800 engineers working on new toilets, but that even still "they will have a hard time getting around the biggest obstacle to the use of its fancier lavatories in the West: the lack of electrical sockets in bathrooms."

Toto's President, Kunio Harimoto says that it took Japan 20 years to get this change added to homes, but that they are ready to wait until it develops in America.

What struck me about the article was how often the business ideas (or plans) I am presented depend on 'getting electrical sockets in bathrooms' - that is, some large structural change that a single new startup will be hard pressed to enable.

A startup by its nature has a limited life; it either catches a segment or customer base quickly or it starves. Structural changes take time. If your business idea depends on a major change happening, you will need even more capital and more time - which increases risk. The entrepreneur who started Segway already had made millions before Segway, and it still has not happened yet.

Coping with Millennials

2009-08-13T14:08:00.001-05:00

gen y,millennial,young workers,entrepreneurs

By now you are probably familiar with the term "Millennials" or "Gen Y" - these are young people from about 8-30 years old. If you are not, here are some links:

As I read about this upcoming generation, I am reminded of a comment made by a boss I once had. He said that the new employee Sam, "wanted to start at the top and work his way up".

Part of me is rather unsympathetic to this new generation and thier expectations. But as a business owner, we have to come to grips with them. I could of course hire only people over the age of 30 (inverting the old 60's adage to 'never trust anyone over 30'), and I could sell my products only to older people.

For those who don't want to pursue the above course w e should ask ourselves: what do I need/want from that group of people and how can I get it?

From the employee side, I need to hire the best people I can find. And many of the younger generation have valuable skills that can be useful. First, remember that even within the generation there are outliers - there are young people who won't quit at the first chance to go tubing in Chile. Second, don't forget Joel Spolsky's adage to hire "smart people who get things done". Even if the person in front of you has very different expectations, if you two can negotiate a win-win situation, it could be very productive.

Yet, these different expectations of the younger generation should cause you to ask questions like "is it more important that their body is here from 8-5, or that the work gets done" or "why should my best employees stay working here". I believe that in trying to answer these types of questions, you will be able to better handle all the employees and customers you can gain.

From the customer side, it is much more difficult. Depending on your product or service, you may have a hard time reaching them. If you sell expensive watches, what will be the effect of young people no longer using watches (they use their cell phone to tell the time!) My brother, who is a creative designer, wears interesting watches that are more jewelry or statement than they are watches, since his computer, phone, ipod all tell him the actual time.

You might want to hire 'one of them' to help you market to 'them'. But what happens when she says you need to change the way you are selling your products or marketing or even the products you stock - then what?

Return from Summer Conference

2009-08-07T10:53:00.003-05:00

I was at our Summer CareerTech conference this week in Oklahoma City. This brings all the CareerTech system professional staff together for three days of sessions, meetings and networking. Our plenary speaker made an interesting point about education: "The primary aim of education is not to enable students to do well in school but to do well in life outside of school". By this he was remarking on our education systems unfortunate tendency to be more interested in obedience and order than in learning and development.

In considering this comment about education, what came to my mind is we often have processes or procedures or even 'ways of doing things' in our businesses that are more due to internal aspects than have to do with customers - that is - our reason for being.

As always, Seth Godin has a good statement on this, "The only reason to answer the phone when a customer calls is to make the customer happy." We often set procedures such as 'you must answer all customer calls', then not provide any resources or ability for the person answering to actually solve the problem. We lose sight of the reason we have a business is the customer.

You might remember, and it seems to have gone out of our collective consciousness, that there used to be a place in the department store called "Complaints Department" - a window where customers brought their unsatisfactory purchases. One also used to see this as part of a joke in comic strips.

Anyway, the point being is that the Complaints window never actually was able to solve the problem - so it was more a place to vent than anything else.

If we have policies in our organizations that inhibit our being able to sell products and make money, then we are just like schools turning out students good at school but not at life.

In both cases, the results don't justify the outlay. Take the opportunity here at the end of summer to review your procedures - are there places you are teaching your employees to be good students and not good salespeople?

Making your first customers count

2009-07-27T09:59:00.004-05:00

In a new start up, you are likely to have only a few customers. They are going to be the people who tell their friends about this new business they [shopped/bought/consulted]. How you treat and interact with them will make a significant difference in the growth of your company.

The thing is, they are going to want features, additional items or changes to your product or services - requests you may be loathe to fill. Since they are your first customers, you might feel you have to satisfy all those requests. But what if those requests conflict with your vision of where your company is going and what your customers will look like.

So you find yourself in a quandary: either make the changes the first customers request, or risk losing their business (sticking to your view of what should be the business) and losing those first customers.

How to respond?

Make the customer feel they are part part of your business. We all want to be the person who knows of the little known shop or great new restaurant. You can inculcate this behavior by creating a great experience to your early customers (even if you say no to their requests). Even if you can't add their new feature request, or change your product mix immediately in your shop, try to get them to participate in the process.

Grocery stores used to do this on occasion. They would have a form to request a special order or special product. If it was available, they could add it to the grocery shelf. I remember our local grocery store used to do that, and then all the special order products would be stuck in the same area. It was very interesting to see what people had requested. But each in a small way created a connection to that customer. Even if they were unable to get it, the participation of the customer itself had value.

Making the first customers count (meaning 'do something for you') can create the relationship you need to get your business rolling.

National Learning Systems (NLS) graduates from Meridian Center for Business Development

2009-07-20T13:49:00.004-05:00

National Learning Systems, a resident tenant of ours, is graduating at the end of July. Here is our press release

STILLWATER, Okla. The Meridian Technology Center for Business Development is pleased to announce that National Learning Systems (NLS), a resident of the business incubator, has graduated and will move into another location in Stillwater in July.

National Learning Systems partners with schools and the Oklahoma State Department of Education to provide high-quality, research-based educational courseware supported with sustained professional staff development proven to increase student achievement. Since their move into the incubator in September 2006, NLS has grown to 8 employees.

Charlcie Cumming, Director and owner of NLS, remarked "Being a resident of the Center for Business Development has been important for our growth at NLS. We have been able to obtain assistance in hiring new employees and have benefited from being able to host training sessions in their conference areas. We've enjoyed the benefits of the business incubator and appreciate all the support and encouragement provided by their staff."

Ron Duggins, Director of the Center, said "NLS has been a great client and we appreciate all their dedication and hard work which has made them successful. By being able to have the facilities to develop companies such as NLS, North-central Oklahoma and Stillwater are able to keep businesses in the area, creating jobs and further opportunities for our community and region."

I am really pleased when we get to graduate a company from our incubator. Yet when I tell people a company graduated from our incubator, they often ask me what I mean by that. Do I just kick them out after a set period of time?

When a company becomes a resident in a business incubator, there is supposed to be more going on than just renting space; we incubate a new company by adding value to their development.

Each client has different needs. NLS already had a pretty experienced management team, so they had little need in developing a business plan or figuring out their business concept. Instead, for example, we were able to help NLS hire additional staff by making sure they had a good job description, were doing a good search, and by being available to their staff to discuss candidates.

But NLS is now at the point they don't need us, though they will continue to have our support: NLS can and should contact me if there is some assistance I can provide. That means it is time to graduate from the program.

Roughly, I've found it takes about two to three years for a company to know if it is going to stand on its own or not. I use roughly since every company is different and circumstances vary. But if the first year is spent getting a product out the door, the second year starting to sell the product, the third year making some profit...and the company is not moving along that progression at all, then we have to consider the viaibility of the company.

In a way graduation is less about the clients' needs, than ours. As a company becomes more successful, the cost of our incubator services becomes a smaller and smaller part of their budget. They don't need our help to stay in business, but it is nice to have someone there to help whenever you need it. I am sure many clients would love to stay in an incubator permanently. But how would we work with new clients if the old ones never moved out?

Graduation is really about the client no longer needing the services I provide, and I taking those services and offering them to the next prospect. Just like graduating college, it is about the company moving from adolescence to adulthood. And while that transition may be disruptive to both the client and us, it is important for growth.

Congradulations NLS on your graduation!

Keep close to your competition

2009-07-14T09:37:00.003-05:00

Have you ever noticed that where there is one gas station, there are often two or three? Instead of spacing out each station a couple miles apart, you will come into an area, find three stations on one intersection, and then no others for miles around.

Being (physically) close to your competition seems to be wrong: wouldn't you want to be as far away from competition as possible?

For many types of businesses, it is better for prospective customers to know where they can find a wide variety of something, than for them to locate each individual business. For example, consider the diamond district in New York City. In a few blocks are many businesses all selling diamonds. Or car dealerships that tend to cluster together.

By being close to the competition, you make it easier for customers to find you, and also allows you to distinguish yourself from the competition...and keep your eyes on how they are doing. If a customer is dissatisfied with your competition it is much more likely he would visit you next door than if you were ten miles away. It also creates loyalty for your business over those 'other people' who go to the competition.

As you consider where to locate your business, take a good look at being close to your competition.

When Dairymen get Innovative

2009-07-13T12:47:00.004-05:00

incubator,entrepreneur,rubes,Leigh Rubin

A couple weeks ago, there was a great cartoon by Leigh Rubin in my local paper -

Now I only know a little about dairies; the cows have to be milked twice a day every day. The dairyman sells his milk to a distributor/co-op, at a price largely set outside of his control.

I like this cartoon because the dairyman is dealing with his circumstances in at least three innovative ways:

He is getting out of having to milk this cow, since it looks as though the customer would get the milk themselves - saving him time.
He is selling direct to the customer.
He is selling the benefit of the milk bath, rather than selling the milk itself.

Each of these can also be applied to you as an entrepreneur:

Can you turn something you have to do, into something valuable to someone else that they would do themselves?
Can you avoid the middleman and sell direct to customers?
Can you sell your product to a different market altogether, using benefits ancillary to your primary market?

My guess is that dairymen have had to be very innovative to stay in business, so how about you?

Take care of those close to you

2009-07-07T09:40:00.001-05:00

incubator,entrepreneur,marketing

Just in the last week or so, I have had two stories told me which touch on the importance of marketing and taking care of customers close to you.

1. My barber has his shop in a strip center off a relatively busy street. Recently a new chinese takeout restaurant has moved into the center. He said since the restaurant is but a few doors down he and the other barbers might drift down there for a quick bite. Twice they have mischarged him and other barbers - or tried to charge for a dinner meal rather than a lunch (and he had some other stories about the cost of soda, etc).

2. My collegue had his glasses broken by his child over the weekend. When he called his optometrist about a replacement set, he was told they would not just refill the current prescription since he is due for a checkup, and by the way, they cannot take any appointments until July 16th (it being July 6th).

There is a lot wrong with both of these stories, but I want to focus on the importance of taking care of those customers close to you.

In the case of the chinese takeout, let's think about their market. Being new, they want to increase the number of customers. And two doors down from them is a hair salon, with 6 people cutting hair. Now wouldn't it first be a good idea to keep the barbers happy about your business? Not only do they spend their days talking to people (and the new restaurant might well come up in conversation), but also they are probably busiest around lunch and dinner time - times when someone might think "hmm, maybe I will pick up chinese for tonight." Instead, the restaurant seems to be making a habit of annoying the workers at the hair salon.

In the case of the optometrist, I understand he wants his customers to keep their glasses up to date with regular checkups. And maybe my collegue is due - but he needs glasses (today). He can drive down to Oklahoma City and get some glasses in an hour at a mall store. So his cost is 3 hours (one hour down, one hour glasses and one hour back), and the cost of basic frames and glasses. Instead of helping out a customer in need, the optometrist has decided to drive away his customer to another location or business - precisely when he could have bound his loyalty even higher!

In both cases, the customer close to the business (whether physically or as an existing customer) is being treated worse than if they were a stranger, and they are precisely the customers who would most be willing to recommend (or not) the place of business.

Seth Godin makes an analogous point, when he describes how to handle special requests, "the problem with treating all customers the same is that customers aren't the same."

Take the time and opportunity to strengthen your customers who are already closest to you - don't drive them away from you.

Big Time

2009-06-29T08:08:00.002-05:00

I have a friend who play bass in a Country & Western band Jeremy Johnson and the Lonesome Few that tours throughout Oklahoma and Texas. They often open for bands traveling through the area, and so he is able to meet other musicians from well known bands.

He remarked that the one thing he hated was when a famous musician would 'big time' him. Being 'big timed' is when you are talking to someone who constantly looks over your shoulder to see if someone more important or something more interesting is going on. Essentially it is a brush-off.

This struck me as a vivid example of a bad behavior we see in business as well. You might be at a trade show, or even working at your retail shop - a customer or employee comes in and while you are talking with them, your glance travels over their shoulder to whatever else is going on. It may even be unintentional, but they notice.

When I used to do quite a few trade shows, one of the skills you needed to learn was how to quickly qualify a lead (someone entering the booth), and disengage with that person and go on to another. Otherwise, you'd spend all your time with the first person and you'd miss ten others.

Interestingly, if you made a conscious effort to concentrate on the person at hand, then said thank you and moved on to the next person, it was faster and better than if you sort of paid attention to the first person while looking over at the second. People understand you are busy - what people want is to be treated respectfully.

As an entrepreneur, you are besieged by issues, people, and items to consider. If you cannot learn to quickly qualify the importance of a given issue or person's problem, you won't be able to get anything done, and/or you will be considered rude. It is easy to pay only partial attention to the issue at hand, but that is a mistake.

Next time you have three things going on, and someone - employee, customer, incubator manager - comes up to you asking about something, ask yourself, "am I big timing this person?"

If you can give the person your undivided attention, you may just hear something that may become a new feature, or another sale or resolve a customer issue.

Facebook and social media

2009-06-23T12:58:00.003-05:00

I hate to say it, but I am skeptical of Facebook as a marketing tool for small businesses or entrepreneurs. I have read the articles proclaiming how this business is doing great because of it's Facebook page and web 2.0 social media marketing. I have seen and tasted the Kool-aid. But I am not sure - too push the analogy a bit too hard - of the nutrition of the drink.

Blogs - yes, especially if you have readers. :)

LinkedIn - yes, especially if you have a good network of people, and don't succumb to allowing Larry the annoying guy from marketing into your network so he can spam your friends.

I can even see how a tool like Twitter can keep people in communication with one another during the work day. I especially can understand its usefulness for people like developers of software to help find solutions to problems "Hey I need a foo to do bar - can anyone help?"

But pure social media sites should be left to your family, church members and the softball team. It is useful, but not for business. You would not want your boss to be a 'friend' on your Facebook page.

I suppose if I put on my Seth Godin hat (would that be a purple hat?) - I might argue against myself and say "Brad, you are building up your brand - who and what you stand for - and that brand is what will be valuable as you sell or run your business." If I am authentic, then that is what generates a group around me and the value of that group.

Here is the rub: authenticity has consequences both good and bad. If my authentic self is completely into tatoos, and my body is adorned with them, then that might keep me from a job. The world does not necessarily value authenticity. Are you sure you want to blur the public and private?

When I lived in Japan, I was often struck by the difference between my Japanese aquaitence's inner and outer personas. Outside, they were salary men, bland, faceless, group members. Inside, they each had great passions for a variety of interests. They found it strange that Americans often wear our inner passions outside (we strive to look different) yet internally, we are all the same.

My argument against social media is much the same: are we ready to put our inner selfs on display, and accept the consequences thereof? Blogs, LinkedIn and Twitter all allow us to use our outer personas in public, but leave our inner selves hidden. Social media is predicated on the opposite.

Segway

2009-06-19T14:09:00.002-05:00

Segway,Entrepreneur,Incubator

My wife and I were in Branson, MO last weekend for a family reunion. While there we passed a business that sold rides on Segway (Segways?). For $20 you received a 5 minute tutorial, and 20 minutes of riding around a small course along the side of a hill. The Segway were limited to 5mph so you really could not get yourself in trouble.

I have always wanted to ride a Segway, so we went in and tried it.Even though I am a lousy roller skater and skier, I turned out to have a great time riding around.

At the end of the 20 minutes I went up to return the Segway. I was then informed that since I had completed the beginner level, I could now return (or continue) and this time, ride the non-speed limited Segway (they will go up to 13mph), and for 25 minutes.

I did not realize this (and I can't remember even seeing it listed on the forms when we paid to ride).

I wonder: is this a good system (to wait to offer the second faster level riding)? On the one hand, I would think most people who come into the shop have never ridden a Segway, so you would want to do everything you could to make it simple to get them to try riding. Once they ride, they will probably want to ride again, and then you bring out the faster speed and longer ride time for the same price.

On the other hand, if I had known that I could ride for 20 minutes and if I liked it, ride on a faster one for 25 minutes more, I might have been more disposed to buy both sessions right off.

Or maybe you allow a beginner 10 minutes for $10: my wife never really liked riding the Segway, and would have quit after 10 minutes but wanted to ride out her time she'd paid for. After 10 minutes, I had gotten the hand of it and really wanted the faster Segway.

This seems like a situation where the owner could try various pricing systems - 90% of his customers are there on vacation and probably would only come once or twice anyway. So for a month or two he could try various pricing and times to see what made the most money.

What do you think?

Business Startup: act like you are on tour

2009-06-11T09:05:00.001-05:00

incubator,entrepreneur,on tour,tony levin

When I was in college, I played bass in a rock band. My interest in bass has led me to follow for many years the blog of bassist Tony Levin.

Recently he posted about his latest tour in Europe. Remarking on packing for the tour, he says, "the main effort on small band tours like this is to keep your bags (2 at most) each under 50 pounds, to avoid airline overweight charges. We've all gotten pretty good at it, so there are a lot of 49 pound suitcases, and of course, they have no limit on weight of carryon bags, so maybe the compressor and a box of cd's will go into that --- I'll regret it on the long airport walks, but after 4 or 5 flights we'll have saved a lot of extra charges.

Being on tour teaches you to be careful and avoid those $50 bag charges.

Likewise as a startup, every dollar is precious - and if you are not careful - you too will be socked with the equivalent of overweight charges - whether overnight shipping costs, fancy desks, or whatever.

Try to consider your business as if it is on tour: what are the essentials?

Note also that musicians don't fail to bring key equipment - compressors, pedals, whatever - that they must have to do their work. Even if that makes their bag heavy. They spend on the necessary, not on the desirable. There may be key tools or software you need for your business - get and use them.

Plus if you consider your startup as a band on tour, it might even have benefits for the team and comraderie.

Make Something People Want

2009-06-03T09:07:00.001-05:00

incubator,entrepreneur,paul graham,inc. magazine

In this month's Inc Magazine (June 2009), there is an article on Paul Graham, the founder of Y Combinator "The Soul of a New Startup Machine" [p. 60 - no hyperlink yet on Inc website].

Y Combinator gives startups a very small bit of capital to prospective software startups, then pushes them to release a product quickly - see if it catches on, then build from there. The Y Combinator mantra is "make something people want" - they even give you a tshirt that says that when you come on board. And if you sell your startup, you get another that says "I made something people want".

The claim to make something people want caught my eye as I during my reading of Paul Hawken's book, "Growing a Business", he remarks, "the American consumer is inherently dissatisfied".

Contrast this with the common marketing view that consumers don't know what they want. The example often used is a Sony Walkman - no one was sitting around saying they wanted a cassette player with headphones [What's a Walkman?]

The lesson from these three views is that people know what they don't like - or know that they have a point of pain about a product, service or situation. If we can create something that alleviates or meliorates that point of pain, people will be interested in our solution. Of course, you have to have the right price for the solution and the right type of answer, but at the most basic, you have to solve a problem people want solved.

Furthermore, you have to solve it in a way that they 'get it'? It has to be, if not elegant, than something the prospective user can understand, e.g., the way the iPod took mp3 players to another level, even though there had been others previous to it.

Too often prospective startups come in to discuss their business idea with me and it is all about their needs, their intentions, their desires. But when pressed as to what problem they are solving for the prospective customers - they almost always say either "Huh?" or "I will be cheaper than the rest". Neither is a good answer.

Whether software or service, product or restaurant - ask yourself: "am I making something people want?" and "is it something they can understand?"

Customers: good and bad

2009-05-22T09:53:00.001-05:00

incubator,entrepreneur,customers

During our Entrepreneur breakfast yesterday (May 21st), our speaker told a story about being kicked out of the local IHOP.

It seems he and his wife and a second couple were having brunch in the local IHOP. He has known the owner for many years, and they are regular customers. During the course of their meal, he was telling a story that ended with a slightly off color statement. And being rather gruff, his voice carried. From the table next to them, a women with her family loudly complained at him for his crude comments.

Now this woman's children had been very loud and unruly during the entire meal - so much so that the couples had almost told her to quiet the kids down.

Of course, the result was the two tables arguing back and forth. The owner came up to them and said it would be best if they left.

Let's put ourselves in the position of the owner. He has an argument going on in his restaurant, and has to decide what to do. On the one side is a longstanding customer, on the other, a family with children. If he kicks out the regular, he could lose them. If he kicks out the family, it could be a marketing nightmare - it is an IHOP family restaurant.

What would you do?

I believe he did the right thing. He knew that his friend and regular would undoubtably return, and he could always seat them away from families in the future. The family, however noisy, might just tell their friends about this rude table being removed from the restaurant, etc.

Let's open the net a bit wider: you have a product and you can only deliver it to one of two customers right now - an existing customer or a new customer. Who do you get the product to first? (Or two technical support calls, or two client projects.)

How you as a business owner will balance competing claims for your attention will be critical - not only for the result - but for how your employees will also react in the same situation.

Kinds of Entrepreneurs

2009-05-19T13:41:00.001-05:00

incubator,entrepreneur,startup

As we get closer to summer, young people are looking for summer jobs - or their parents are urging them to look for summer jobs! Given the current economy, it is not surprising that newspapers and magazines are running articles on teenagers who started their own business.

Do you ever notice the list of tips or advice for the group described in the article are pretty much the same as one would give any startup. For example, in the USA Today article on teen entrepreneurs, they provide the following list of advice: "don't let shortcomings thwart you" "price wisely" "don't over invest in supplies". These could be given to any startup. There is nothing distinctly teenager about those items. Just as like articles for women entrepreneurs give advice that could cover men entrepreneurs as well. This is not surprising if you consider that business remains the same regardless of who runs it.

What grabbed my eye in the article is a couple of the comments from the teen entrepreneurs. The young man notes he is learning more than he would at a typical summer job, "this is just the foundation for learning how to be a businessman," he says. "I couldn't learn this just working at a restaurant."

The young woman had to convince her parents to let her start her business. When Archer first brought up the idea of selling hair pomade, her parents didn't take her seriously. "It took a lot of convincing" to get the business going, she says."My mom was like, 'Maybe you can start the business when you are 20 or when you get out of college.' "

The consequence I draw from these two comments is that it is not the youth or teenager who needs to be convinced of the importance of getting out there and starting his or her own business - but the parents or adults in his or her life.

The young woman's mother would rather her work at a fast food restaurant all summer long to make - say $2000. Her daughter learns to make fries. Instead, her daughter wants to open a business. Let's say she does open the business and it fails (in her case, it is succeeding). Then the parents would have to cover her lost income. But the daughter would have learned a lot more than making fries. But the mother would rather her daughter wait to start a business when she is out of college?

And the young man realizes that he is better off not doing the restaurant job (and so does the daughter). But why not the parents? The risk is low, the learning high, and at the worst, the daughter learns something about herself. Strange.

I am reminded of a Buckminster Fuller quote, "we are all born geniuses". I take this as meaning as we get older, we get less pliable, less open to taking advantage of our genius. Why not try to be open to the possibility? [And of course - take the useful advice on how to start a business!]

Getting in your Customer's Business

2009-05-15T14:49:00.001-05:00

incubator,business,entrepreneur

There was a very good article in BusinessWeek this issue: how Sysco, the restaurant supply company, is helping their clients (restaurants) to become better businesses. The effect: better more profitable restaurants will be able to order more product from Sysco.

What I really like about the article is that it brings up something that even a small business in the B2B market can do - help its customers to be better businesses.

The word partner is often overused - if you are my partner, then help me pay these bills of ours.

You are selling your clients a product or service, but you can increase the value of what you are offering by helping them to solve an additional problem. Don't empathize with their pain, relieve it!

A good business owner knows if his customers are doing well, and the customer views him as the reason they are doing well, that is going to mean a strong relationship.

Rather than cutting the cost of their products, Sysco realizes that if they can get their customer's restaurants to make more money, the restaurant owners will be less worried about a few cents of price difference in the product and more willing to go back to Sysco for more products. And as long as the cost of the programs they are offering are more than offset by the additional sales they generate it is a win for both (which is really what a partnership is all about).

As often is the case, my point is just trolling in the wake of something Seth Godin said last week in his blog, "When all of your competitors are busy increasing value by cutting prices, you can actually increase market share by increasing value and raising benefits."

Finally, remember that the additional value you provide has to be meaningful - a free 20 cent pen is not going to make the value increase on a $1000 sale. We stopped getting toasters for opening a bank account years ago.

Avoid being an Entrepreneur

2009-05-11T05:53:00.000-05:00

incubator,entrepreneur,37 Signals

In a recent post on their site, Matt from 37 Signals argues that you don't have to be an entrepreneur to be sucessful. There are many very sucessful people out there who are " succeeding without MBAs, business plans, and all those other credentials you’re supposed to have before starting a business."

We have somehow created the myth of Entrepreneurs - MBA from a top school, writes a killer business plan and Venture Capitalists flock in... It almost sounds like something from The Fountainhead.

Thankfully most of the (small e) entrepreneurs I deal with are not so characterized. They don't have big MBAs or venture capital, and in fact, concentrating at all on those ideals must set up a false demand in the prospective business owner. Instead of finding a niche or market they understand, they try and develop something towards this mythical Entrepreneur.

We must break ourselves from this mythical Entrepreneur.

----

Matt also remarkes that "It’s time to get over the idea that risk and reward are so intertwined in business." This is a incisive point. Many of the financiers we are now bailing out had much reward for their actions - though little significant risk. Likewise, starting up a small software shop in college or just out of college has very little risk (Paul Graham has written persuasively on this as well), so any reward is positive.

What I don't have an answer to is how, as a 40ish mid-career person, I can balance the reward and risk where I am now as a business owner. And many of the people who have been laid off right now are exactly in this position. Revised 5/12: What I meant to say was: I am neither a recent college grad, nor a wealthy ex-financial - I am a mid-career person with a mortgage, car payments, etc. For me and my family, the risks of starting my own business can be very high. And if I were a recently laid-off mid-career worker, the risks are even higher. How then do I manage to untangle the risk and rewards of opening my own business?

How do we go forward?

Status updates for projects

2009-05-01T14:34:00.001-05:00

incubator,product management,project management,entrepreneur

If you are trying to discover how far along a person is with a particular project or job, instead of asking "what percentage complete are you?" (or "how far along are you?") ask the following:

How long have you spent on the project?

How much longer do you need?

By asking percentages, you are likely to get answers like 50% or 80% or 30%, which often have no relationship to where the project really is.

By asking times, while it is still a swag, it is a more realistic swag.

When someone says "two hours", resist the temptation to say "what did you do the other 6 hours?" or you are likely to get told "eight hours" next time! Instead, go to the second question. Track how long tasks take and you'll do a better job as you go on estimating who can get things done right and how long it will take.

I always think I can do projects much faster than those who work for me or in the group I am in. As an entrepreneur I often have to remember that no one is going to do the job the way I will do it. But I can be more systematic about assigning work and time it takes to get the job done right.

Dale Carnegie

2009-04-30T13:28:00.001-05:00

Incubator,entrepreneur,Dale Carnegie

I regularly read or at least skim the latest titles for business books hoping to pick up some hints or ideas to pass on to our clients.

We have all heard of Dale Carnegie books, and if you are like me, you probably scoffed at reading them. On practically a lark, I picked up a copy of Dale Carnegie's How to Win Friends and Influence People. I certainly did not expect it to provide me anything I did not already know. Surprisingly, it was very good. The stories were somewhat corny, and the writing breathless, but the content was relevant, lacking in jargon and avoided all references to the latest - or any -business theory.

Instead it gave practical advice that we each can use every day: How to handle people, Six ways to make people like you, Win people to your way of thinking, and How to lead.

And if you say "why should I care what you think, Rickelman?" - then how about Joel on Software's Joel Spolsky?

I hate recommending a lot of books for entrepreneurs since they usually are too busy to read. But this is one they should skim.

Heartened, I recently completed How to Stop Worrying and Start Living which contained more useful advice.

So: easy read, good info, no jargon. A great recipe for any book, let alone books that will help you persuade others to your view and help you better intereact with them.

NBIA wrapup

2009-04-27T10:06:00.001-05:00

incubator,NBIA,Kansas City

We are back from the NBIA conference on business incubation. A great set of presentations and panels - and a nice way to meet with other incubator managers from all over the US and world.

Some reflections:

"All progress starts with telling the truth" - I heard this aphorism during one of the sessions. As someone trying to assist startups, it does no good to avoid telling the truth about the situation with a client business. In trying to soften the blow perhaps I am weakening the chance of improvement. Likewise, if our client companies don't tell us what is really going on, how are we to help them?
"Are our services good enough that someone would pay for them, even if we did not have space?" or another way "is my presentation/class good enough that someone would pay for it?" I'd like to think so - we have six associate or virtual tenants who take services but no space. Every product or service has a price (it might be $0!) - I often caution new businesses to not underprice themselves. But you can overprice yourself as well. I have been trying to find the right time and pricing to run another Kauffman FastTrac program. It has been difficult, since the value is really found in taking the class - and if you are on the outside considering, it is hard to realize that.
Consulting assistance for existing business. Even if you are a well established small business, your local incubator can be a great place to look for some consulting assistance. For example, we at the CBD have expertise in Marketing and International, areas that you can contract for.

Of course, I did get to Arthur Bryants, which made it all worthwhile!

There are very dedicated incubator managers all over and I encourage you to take advantage of their programs, or at the very least, evaluate their programs to see if they can help you!

NBIA!

2009-04-17T16:19:00.001-05:00

Incubator,National,Business,Association

We'll be at the NBIA Conference next week - April 19-22 - in Kansas City. I am looking forward to the sessions on Advisory Boards (we are looking to get ours restarted) and on Best Practices (I always get a couple good ideas on how to better serve our clients and community).

Plus where else can you get Arthur Bryant's BBQ? The best! For steak, I like the Golden Ox.

While I am at it -

1. Did you know that Kansas City has the only WWI memorial museum in the USA? It recently was renovated and is incredible.

2. Shoes! Bob Jones shoes is all that remains of Kansas City's tradition in shoes ("lady, those red shoes are 30% off!")

3. Mens Wear: Michaels, at 1830 Main a couple blocks from Bob Jones, is a great old fashioned Men's clothing store. They have a good selection of big and tall; classis clothing.

If you are an incubator manager - see you at NBIA. If you are thinking of a place to visit for a short vacation and you like to eat: Kansas City!

Web 2.0

2009-04-14T16:48:00.001-05:00

incubator,entrepreneur,web 2.0

There was an interesting presentation this morning at our local Chamber of Commerce on Web 2.0 (and marketing). The presenter gave us a pretty good history lesson on where it came from and how it is different than web 1.0.

On the way out of the building, a local businessman I knew said, "Brad, is this something I need to devote time to?" A good question. As an entrepreneur, you have quite a few items pulling on you every day...is there room to fit social media or Twitter or Facebook or...?

The two cardinal virtues of web 2.0 are "authenticity" and "community". Authentic, as meaning you are who you say you are (and not trying to sell something to others by pretending to be otherwise), and community as contributing towards the goals or purposes of a group.

If you are wanting to 'get yourself some of those twitter things' so you can sell more sugar water - then your lack of authenticity will keep you from really being able to do just that. And you will also find your community to consist of others trying to sell their own sugar water.

I joined an entrepreneurship group on LinkedIn, and one of the first posts I read was someone asking if there were any real entrepreneurs in the group (and not just people trying to sell their own product or services)! That is not going to help you.

But going back to the businessman I spoke to earlier - he could use a social media group for his employees (to make it easier to communicate what's going on), or he could start a group for his clients to talk to one another about whatever his product is...these could be ways to develop a useful web 2.0 presence. If he builds a place where people can communicate on issues related to the business- great! Or better yet, maybe he could gather his thoughts on running his business into a blog.

Note that this is not something that will take place overnight - one post and look at me I'm on Facebook'. It is going to take time. But that is just to say that the 'social' side of web 2.0 is just like the social side of being with people. We all have been in the situation where we meet someone who immediately tries to sell us something; if not, think of dating (or bad dating!) experiences.

So in response to the businessman, I might say, "what are you doing now to create a relationship with your clients based on authenticity and community?" Whatever he is doing now - can he do the same on the web? If so - spend time doing that. If he has a newsletter, convert it to a blog. If he sends out coupons, make them email coupons. If he has group client meetings, make them podcasts. That will make his time spent more useful.

If he is not doing any of those things already, then signing up for accounts on Facebook or Twitter won't do any good for him.

Baseball: building your (business) team

2009-04-06T14:02:00.001-05:00

baseball,entrepreneurship,incubator,team,management

It's the beginning of baseball season! The long winter is over.

As I follow baseball, I often compare managing the team to managing a company. Not only in selecting the right team members, but also deciding what type of employees you want on the team and choosing which role to place them in. A sports writer I follow, Joe Posnanski, made an interesting claim about managing a baseball team:

You can go a million different ways. But, in my view, you HAVE TO CHOOSE. That’s getting at the core of what I believe about baseball now. I think you need a plan that is much more involved than just grabbing a bunch of good players with varying skills and just hoping that it all works out for the best.

This gets to my difficulty with the book Good to Great. As you know Collins argues to 'get the right people on the bus, then in the right seat on the bus, then point the bus (in the direction to go).'

But, contra Posnanski, I might argue, before you put anyone on the bus, you have to choose how you are going to go about your business. If you don't know - then any collection of, as he puts it, "good players with varying skills and just hoping it all works out".

Now, your way of going about your business can't be just willy-nilly, just like you can't select only baseball players who are tall, or wear size 13 shoes. Your business has to reflect your values and philosophy on how you do things.

I used to work for a small software company whose owner prided himself on being out front on new techologies in the industry - if we weren't at the bleeding edge, we weren't in it at all. That philosophy should have colored every employee he brought on. Without it, no amount of good people on the bus would get it pointed in the right direction.

If you are an entrepreneur, you are the face of your company. If you don't know what your philosophy or way of doing things is, you won't be able to decide on which way to go. In the end, choose how you are going to do things and go, rather than dawdling on different ways you are going to build your team. That is what creates loyalty to your team. Not everyone likes the Yankees (boo!), but at least I know what they stand for. What do the Pirates stand for?

BTW - Go Twins!

Starting a business after being laid off

2009-04-01T10:19:00.001-05:00

incubator,entrepreneur,laid off

Unfortunately, but all too common given our current economy, I have recently been consulting with a number of people who have been laid off from their jobs, and are now considering opening thier own business. Their stories are crushing.

Yet, I must caution - even in the face of real need and difficulty - not to jump from one bad situation into another. Need cannot in and of itself be the business.

In one case, an engineer was considering cashing in his 401K to open a franchise. He had been provided three franchise opportunities by a 'consultant' brought in by the outplacement service his previous employer gave him as a severance account. The franchise he wanted was clearly a terrible fit for him, yet he plaintively argued he had to do something to feed his family.

Stories on the internet or in entrepreneurial magazines about people who have successfully made the transition from laid-off to entrepreneur seem always to circle on people such as a marketing executive who did culinary arts cooking previously, now opened a successful bakery. Or the engineer who had tinkered with some software at home, now writing Itunes applications.

There are opportunities out there that can be taken, and within a short time. But no amount of immediate need can overcome the need to know your market, have a product that solves a problem, and priced accordingly.

Use the library (free) or come by your local business development office or incubator (usually free) and get yourself a plan of action first. Then make a firm decision.

This also will allow you to avoid having the weight of your previous layoff overhang your new business. If every time you go into an account with your new business, you predicate your pitch with "I was laid off from ABC, and now am selling X" - people will be sympathetic, but not buyers.

By being organized and ready, rather than just needy, you send a great message to new customers and will allow you to move into the ranks of new business owners.

Sorry I've been quiet

2009-04-01T10:04:00.001-05:00

Sorry I have been quiet during the month of March - it has been a bit hectic. Back to entries today!

Interview with an Entrepreneur: John Avellanet

2009-03-05T03:20:00.000-06:00

incubator,entrepreneur,avellanet,cerulean,fda compliance

I recently had the opportunity to interview a good friend and entrepreneur, John Avellanet of Cerulean Associates. Cerulean is a specialty consulting shop focused on FDA quality systems and regulatory compliance.

Brad: John, now that you have been in business for a few years – what has been the most unexpected aspect of running your own business?[JA] The marketing never stops – clients do.

2. Did you or have you taken advantage of business services offered by community or governmental groups: whether SBA, local business incubator, chamber of commerce, university? If not, why not? If you did – was it helpful?[JA] The SBA I did not approach because I didn’t want a loan; I did plow through their very, very helpful website and resources. The local business incubator recommended that I contact them once I had at least 3 employees (or temps) working for me. The chamber of commerce I tried to use, but this is really just a networking group and lobby group for the local community; if you’re not selling to local businesses, carefully evaluate any impetus to join. That said, the chamber does have the SCORE folks (retired executives who donate their time) and depending on your type of business SCORE may be very helpful so don’t overlook it. As for local colleges, I ended up guest lecturing at the local business university on entrepreneurship.

3. Did you put together a business plan when you started? [JA] Yes and like everyone says, it’s a good exercise, forcing you to conduct market analyses, etc., but realistically, unless you plan on keeping it a living document, revising, etc., every six months to a year, it sits in a drawer collecting dust. I would suggest you put together one, but then do a simple 3-4 page annual summary every year, and make those addendums, to help you craft your business. You’ll be surprised at how much your target changes after 2-3 years from what you first conceived.

4. Did your expectations regarding competition and market size when you started your business match up to what you’ve experienced? [JA] Yes and no. There is definitely more competition out there than I had originally surveyed – things crop up over time, so in hindsight, that’s something anyone looking to start out should expect. Depending on the business model – and the economy – competition will go up and down. Despite the tough economy right now, I expect the market size to continue to expand – not because of some imagined miracle cloud of new customers that will “poof” appear, but because we continue to be globally connected and this increases the number of folks looking for my services. That said, given the economy, several of my competitors (particularly the larger ones) have already gone out of business or filed for bankruptcy (see the part above, when a couple of years ago I didn’t want to start by taking out a loan), so that’s created more elbow room for me and continues to increase the number of folks wanting to work with me.

5. Have you considered co-working or professional office space to house your business? [JA] Yes, but until I need to (as in, have to hire at least a couple of full-time folks), I don’t anticipate it. Currently, I operate out of a home office and love it (especially since I spent 8 years commuting 1 hour 15 minutes each way to and from work – now my commute is approximately 7 seconds).

6. How do you locate and develop your pipeline of new clients? [JA] This is the million dollar question. I’ve tried cold-calling; it really doesn’t work for the small business person – it’s just a numbers game and to get a greater chance of success requires more calls, so when do you actually have time to work? Plus, frankly, I’m not a big fan of telemarketing. I’ve had the best luck through those things I do best: writing, speaking, and giving great service (so the latter translates into referrals). Every business is different, though, and entrepreneurs and owners should focus on what they do best and like to do in order to generate clients. Several colleagues of mine really dislike writing and speaking, but love networking – that’s how they get almost all their business.

7. What’s been the toll or effect on your family life with you running your own business? [JA] Well, this is another reason why I like working from home. I read somewhere that the average entrepreneur works at least – that’s “at least” – 60 hours a week. I don’t doubt it; I suspect that number is probably low. So, if I were out of the house 60-80 hours a week, I’d never see my family. Now, I can take a break here and there, go meet the kids at the bus, and so on. And I’ve got a lot more energy without the commute….

8. Do you have a personal network or peer group of individuals you meet with regularly to discuss business ownership, what’s happening and generally to bounce ideas? [JA] Yes – both virtually and in person. I like to talk over ideas with friends who run their own businesses (all different from mine) locally; I find they are a source of interesting ideas and challenges – after all, if they do a promotion that succeeds, how can I adopt that and make it succeed for me…those are the types of discussions I love. From a virtual aspect, I use the phone and email a lot to keep in touch with old colleagues whom I trust implicitly to give me perspective and wake me up from getting too carried away with some idea or other. I think advice from both those sets of folks has helped me survive so far.

Hey, wait a minute - thatlast question was supposed to be answered "Oh yes, Brad Rickelman is the greatest!" [JA] You said I was supposed to answer truthfully - and I did intimate that I talk with 'old collegues'.

"Startup in Thirteen Sentences" and "Three things you need if you want more customers"

2009-02-26T16:30:00.001-06:00

incubator,entrepreneur,startup

Two great short articles this week - both with simple and straightforward messages for those wanting to start a business.

Seth Godin's Three things you need if you want more customers - here I will give them to you -

1. A group of possible customers you can identify and reach.
2. A group with a problem they want to solve using your solution.
3. A group with the desire and ability to spend money to solve that problem.

and Paul Graham's Startups in 13 Sentences.

Paul says if he had to pick only one: "Understand your users."

Both Seth and Paul are striking on the same stake: if you don't identify/understand/know your market, you are done before you start.

But Brad - if people only understood my great solution, they would love it! Maybe. How do you know what people you are trying to get to understand your solution?

If you can come in to the CBD with answers to 1,2,3 - now we can take advantage of the services and offerings available to entrepreneurs. Too often people come in with everything else - then try to find a customer base.

alla garibaldina

2009-02-20T10:33:00.001-06:00

incubator,entrepreneur

The italian phrase alla garibaldina refers to 'an enterprise begun with carefree audacity, little preparation and a lot of risks' Paul Hofmann

Is your startup alla garibaldina?

While Garabaldi succeeded in bringing Italy together into a country, your enterprise is more likely to fail. We love the myth of the entrepreneur - striking out on his or her own and making it big. And I certainly don't want to downplay the importance of passion for what you want. When you investigate our mythic entrepreneur, we often find that they did have preparation in their previous experiences - skills gained or learned - that carried them through. What seems to be effortless, is instead the result of endless work.

Every entrepreneur who comes through my door tells me of his passion for whatever idea he has. Yet almost none return for a second visit. This could well be a critique of my advice - and maybe they go off and do succeed. But we could use less myth and more realism.

Your pain is not the Customer's pain

2009-02-17T15:18:00.001-06:00

retail,incubator,entrepreneur

I recently have been trying to sell a Belstaff shoulder bag. I bought it when in UK, in pounds. The dollar was weak at the time and so now as I try to sell it, due to my arbitrage, I won't recover what I paid.

In pricing my bag at what I'd paid, rather than what the market was buying, I was confusing my pain with the customer's pain - just because I had overspent, does not mean I can have the customer also overspend. He might be sympathetic to my plight, but won't cover my mistake.

When you sell your product or service, remember you are trying to hit the intersection between the customer need/pain and your desired return. A Rolex does not cost $5000 to make and distribute - but it is bought and sold at that price because it crosses the customer's desire for a swiss watch and the profits they want to get from it.

If you are a retail store, don't be afraid to move out slow selling items - take your hit and move on. Then do a better job next time at choosing products to sell to your market. When Circuit City said it would close its stores, people went there looking for bargains - not finding them, they left (with the stores even slower than before they announced closing).

BTW - I still have the bag!

The Business of Incubators

2009-02-13T09:49:00.001-06:00

incubator

Allow me to do a bit of navel gazing...

There have been a couple articles the last few weeks about business incubators having difficulties. Here is a link to a Business incubator program suspended (the Adirondack Regional Business Incubator in New York). These articles usually contain some statistics about the return value of incubator programs, how many businesses were created, and other reasons why they should not shut down the programs.

While I have no specific information about that particular incubator, the article notes that they did not have enough sustainable financing to continue. What I find interesting is that for entities that are created to help businesses become successful, we in the incubation industry seem to have a hard time doing the same for ourselves.

It seems to be relatively straightforward to get grants and other sources to open a facility, get the mayor with the big scissors to cut a ribbon,..., but once open how do theyexpect to keep going? If it costs $400,000/year to run an incubator, but revenue from a full facility will bring in $100,000/year - where will the rest come from? Usually the rest comes from local funding agencies (Chamber, Economic Development Agencies, Grants) - but when there is a down turn in the economy, or change in a funding agency, the money disappears and the facility shuts down.

The problem is caused by something I occasionally see in a client business: the person paying for the product is not the end user. The incubator's operational expenses are largely covered by some other agency. The success of the programs are in local businesses - but they don't pay the incubator beyond the rent.

When we give reports to the agency, we say '50 jobs were created with incubator businesses, bringing in $x to the local community.' But those $x don't pay the salary or expenses of the incubator - the funding agency does.

At least in those incubators that take equity in their clients there is a clearer connection between the success of the program and success of our clients.

If a local community wants to setup an incubator, they had better be clear about where their dollars are going. Does the local community realize that they will be carrying a facility and staff indefinately on their budget? That is not in and of itself a bad thing - local communities fund police, fire, and other departments. But if there is some implied "well, the facility will become self-sustaining" I think that sets the community up for heartbreak.

That is why I was heartened to read Benton Harbor area not ready to sustain incubator - a community that realizes it is not ready for one yet (and maybe not ever). Instead they already offer a good set of services, and with some iintegration they can gain most of the benefits of an incubator.

Local businesses and entrepreneurs need and can take advantage of the services we offer. But we need to be fair to our stakeholders.

"Touching" the Customer

2009-01-23T13:39:00.001-06:00

Incubator,entrepreneur

How many times do you "touch" or inteact with your customers? Your customer loyalty is correllated with how often you interact with them. Think of each 'touch' as a discrete interaction. So for example, at a gas station - the customer visits (1), comes inside (2), purchases gas and a soda (3) and leaves (4). Each time, you have a chance to make it a good experience. For example, if the station is spotless, the workers greet you as you enter - but the actual transaction is terrible - the customer won't remember the rest.

If you increase the number of touches, whether by a newsletter, or a call or even visiting the customer site, you can increase the possiblity of creating a loyal customer.

Of course the opposite holds as well - each touch is a chance to screw up. People often say they don't penalize a waitress's tip if the food tastes bad - but I'd like to hear from waitresses on whether that is true or not!

As a entrepreneur, you can have all the enthusiasm in the world for what you do, but you can't control every touch point. You can increase the number - but be sure you watch the quality. Nothing comes off more fake as the hold message that says "we are sorry for the inconvenience, thank you for waiting" (why not solve your concern for me by having more staff available?).

Finally, by breaking down the touch points between you and your customer, it allows you to better manage and track how well you are doing.

"Startups we don't Need"?

2009-01-13T13:46:00.001-06:00

Incubator,entrepreneur

In a recent article entitled "The Startups we don't Need" Shane argues intriguingly that policies that assist the formation of small businesses are generally misguided.

He writes, "The typical start-up is a company capitalized with about $25,000 of the founder’s savings that operates in retail or personal services. Odds are pretty good that it is a home-based business, and the founder aspires to generate around $100,000 in revenue in five years."

His argument is that this type of business is not one that is going to add sufficiently to the community to offset the costs of the programs. Instead he argues that we need to "think like venture capitalists and concentrate time and money on extraordinary entrepreneurs, and to worry less about the typical ones."

It is an intriguing argument - are we making a bad policy decision when we try to help small businesses? Here at the Center for Business Development, we take a two pronged approach. For those businesses which show high growth potential, we offer space and services as resident tenants. For businesses that are smaller and or in retail or personal services, we offer our virtual tenancy, which allows them to meet with us and discuss their business and develop a good plan of action.

Read the article, then come back and comment: "What do you think?"

Changes at the CBD

2009-01-08T16:13:00.001-06:00

Incubator,director,entrepreneur,Brazil

I wanted to annouce that we have a new Director here at the Center for Business Development, Ron Duggins. Ron comes from the business incubator from Enid, Oklahoma, and will take over starting February.

Here is his bio sketch -

Dr. Ron Duggins is putting his background and experiences to work for local entrepreneurs. Just as many entrepreneurs have diverse work backgrounds, Dr. Duggins professional background includes entrepreneurship development and research, economic development work, export assistance, vocational training in developing countries, pest control, and publishing.

Prior to employment at Meridian, Dr. Duggins was the initial Coordinator for the James W. Strate Center for Business Development at Autry Technology Center in Enid, Oklahoma. During his time in Enid, Dr. Duggins was involved in the planning and construction of a new 18,000 sq. foot incubator facility and was responsible for managing a total of nearly 28,000 sq. feet of incubator space. Dr. Duggins had also previously worked in Stillwater at the Oklahoma Department of Career and Technology Education in multiple roles included activity in the Business and Industry Services Division as well as the Curriculum and Instructional Materials Center (CIMC).

His wife, Jane, is a native of Brazil and they have a 3 year old daughter named Lilian. Dr. Duggins volunteers his time working with Christian based non-profits that seek to provide technical and logistical assistance to organizations and individuals seeking self-sufficiency through spiritual, education, agriculture, and entrepreneurship programs.

Dr. Duggins holds an English degree and an MBA Oklahoma Baptist University, a Master’s degree in Education from the University of Central Oklahoma and a Doctorate in Occupational and Adult Education as well as a Graduate Certificate in International Studies from Oklahoma State University.

Ron strengthens our offerings in a number of areas, including international trade, particularly in Brazil. As one of the key "BRIC" member states [Brazil, Russia, India, China] this is a huge market that could be opened to your products. (We will have to ask him about the 'pest control' part!)

New Year's Resolutions

2009-01-05T11:19:00.001-06:00

Incubator,Entrepreneurship

You may have some personal new year's resolutions; do you have any resolutions for your business?

One item I'd wish every business owner would resolve is to take a bit of time each month and work out some basic statistics for the business: cost of goods, monthly gross sales, gross margin. These are the fundementals you have to know as long as you run your business. Thinking of taking on a new account? How will it affect your stats? (it could cost you more to obtain and service a large, low margin account than you can make on it...but how would you know if you don't track those types of numbers?)

When you resolve to do something, don't just say it: have a plan to achieve it. And by plan I don't mean like the business plan you worked up when you opened the business (and then stuck in a drawer the day you received a loan)...

If you want to track monthly sales, I would hope that is at hand. But since it is so easy to work day-to-day, you might not look at them. Worse, you might be asking yourself "How did I sell $X and still have no money in my pocket?" If you are not watching those numbers, no one else will also.

Internet Marketing book recommendations

2008-12-19T12:59:00.001-06:00

incubator; entrepreneur; IT compliance

A good friend of mine, and IT compliance consultant, John Avellanet is managing director for Cerulean, LLC. John has been working on improvements to how he connects with his customers via his website.

He sent me a couple reviews of books on website marketing, and his comments were so clear - and trenchant - that I asked him to allow me to print them here for our readers. With his permission...

" Okay, from what I’ve seen so far here are the best two out there:

Susan Daffon and James Byrd’s "Web Business Success: The Entrepreneur’s Guide to Web Sites that Work"

What I like: Excellent “base” resource with clear diagrams, very succinct and blunt advice on when to look for a web designer and when not to (plus what to look for and what the red flags are to make you run the other way), straightforward explanations of why to do one thing (e.g., use a white background for your site) and why not to – ALL explained in terms of presenting a professional image, making it easy on visitors and encouraging them to be comfortable with you…and thus buying your services or product. Also, very focused on service / knowledge-based companies (not on small businesses selling widgets on-line). Well worth at least 2-3 times its price.

What gave me pause: There are about 3 areas where they slyly draw the reference to their own business – but frankly, if I weren’t actively hunting for that, I’m not sure I would’ve even noticed. Also, they seem to have some slight biases toward different technologies and vendors NOT to use, but don’t really go into why. However, not really a big deal and in comparison to other books that are just shameless self-promos, this book couldn’t rate any higher than a 1 on a 10-point self-promo scale (and is probably about a 0.5).

Tom Antion’s "The Ultimate Guide to Electronic Marketing for Small Business"

What I like: This book is so full of good ideas and tips that – only halfway through the book – I can already tell you it will take me a good six months to put all the ones that I like (not all of them) into play. Unbelievable resource, full of examples – both figures in the book and websites to go check out that exemplify what he’s discussing (good and bad). Also a lot of comments throughout reminding the small business owner to not waste time thinking his/her site will be like the sites of the big boys – so here’s where you’ll get your biggest ROI instead. I hate putting this book down knowing there are still more good ideas in it; and I hate picking it up knowing that my brain is already about to explode from the ideas I’ve read so far…. Probably worth at least 3-5 times its price.

What gave me pause: Okay, some of the points he makes are seriously cheesy and I would never adopt, but that’s a personal thing. Also, because it was written 3 ½ years ago, bits and pieces of it are out of date (frankly, if he wrote a 2nd edition, I’d pay $100 for it). Just like the book above, some bits of self-promotion are in it, and definitely a bit higher on the self-promo scale (maybe a 1.5 or 2 out of 10) – but part of that is he only has so many clear examples to illustrate what he’s discussing that he has no choice but to point you to his sites or sites of his clients or his colleagues."

-----Thanks John for the great comments!--------

About Cerulean: "Cerulean specializes in helping executives simplify and streamline quality systems and regulatory compliance, minimize their risks and liability, lower costs and put in place intellectual property and trade secret theft protection.

We have particular expertise in GLP, GMP, ICH and GHTF biotech, pharmaceutical and medical device product development, laboratory compliance, startups, FDA Quality by Design, records management and IT compliance (including FDA Part 11, EU Annex 11 and HIPAA)."

Christmas time of year

2008-12-05T09:20:00.001-06:00

incubator,Christmas

It is the Christmas season, and this is the time to be extra vigilant you do not fall into one of two traps for entrepreneurs:

1. Business is great: holiday shopping or end-of-year orders, either way, you are busy as can be. That means your regular customers and customer service might slip...if you are spending most of your time filling orders, who is paying attention to whether all these customers (new or existing) are getting the right level of service? This is a great time to impress them! Get a college student or temp to help fill orders - you watch the service and maybe deliver some product to a customer directly.

2. Business is lousy: whether because of the economy, or because your product or service is not in demand during the holidays. This means you might decide to enjoy the slow time with family, or check the internet - or read blogs! :) Even if this is off-season for your business, it is a great time to get organized. Clear out some clutter, or update some marketing to better position yourself as we go into the new year. And if it is slow, and you are scrambling, it is going to be harder to get into accounts, since they will be readying for the holidays as well.

Season's Greetings to you. Keep at it!

Great Software Blogs

2008-11-25T10:35:00.001-06:00

incubator,software

One of the best ways to stay on top of hints, information and insight into running your own business is to track blogs in whatever industry you are in. With a RSS feed, you don't even need to actually check each site, you can just peruse the new links as they come in.

Since I come from a software background, here are some great blogs that I follow regularly:

Ack/Nak: when he writes on product management, his insights are very good, and he often has advice on what to do about it. His posts on design are very interesting as well, though lately he has not been writing much on the blog.

Paul Graham: Software entrepreneur, founder of Y Combinator. Each month he bosts a couple essays on topics ranging across the board. Usually very insightful on starting a business and a great writer, even if you disagree with whatever he is writing on.

Business of Software Network: The Business of Software conference spawned this network site. Contains all sorts of goodies for small software (particularly SAAS software). Also networking opportunities.

Joel on Software: If you work in software, you know Joel's site. Another great writer, and much like Paul Graham, even if you disagree, he gives good ideas and advice.

Rands in Repose: Great from the engineer/developer manager point of view. Really understands what is going on in your coder's head. If you are going to manage creative technical people, he is a great resource.

Cranky Product Manager: Humorous, but insightful postings on product management.

Over the next few weeks I will bring in some other sites, links or blogs I find useful.

Overcoming Discouragement

2008-11-17T16:13:00.001-06:00

Incubator,entrepreneurship

Keeping positive - overcoming discouragement - is critical in all our careers, but especially for an entrepreneur. Most entrepreneurs are by their very nature optimists (otherwise why would they open their own business), but inevitably an account will go south, or a client won't pay, or something happens - maybe even in one's personal life - where you become discouraged.

There is no mantra, no easy way to just say "let's get back at it!". Instead, think to why you are doing this - why run your business. That perspective can help. It can also help to discuss with other entrepreneurs. You might find your situation is not uncommon. Just having peers can be very helpful.

For example, our Stillwater Entreprenuer Breakfast is this Thursday morning at 7:30. No cost, just time to meet with other business owners and commiserate over donuts and listen to a speaker.

Overcoming discouragement is not through a happy face calendar, but understanding why you are in the game in the first place.

Hitting your Target Market

2008-11-07T10:19:00.001-06:00

incubator,target market

How well do you know your target market? If you are marketing your product or service to a particular customer - are you hitting that market?

Example: if you operate a guitar shop, I would assume you would want to target people who can afford to buy guitars. Most of them would be working during the day. Yet how often do you find that a guitar store opens at 10am and closes at 6pm. Think about that for a minute: the target market are people at work from 8-5 (and probably later). Consider Bob - played guitar in college, has a good job, driving home from a hard day one evening at 7pm - sees the local guitar shop: guess what - closed!

If you don't arrange your product/service/company to hit your target customers, how will you be able to stay in business?

Better to open the guitar store at 2pm (ready for the high school kids) and close at 10pm (hey, catch the musicians going off to their next gig).

Banker hours (or defining your hours to your customers) won't hold any longer - there are too many alternatives.

Don't miss your target market - it is hard enough to come by a new customer as it is!

Capital Before Starting

2008-11-03T10:42:00.001-06:00

Incubator,startup

Ron Conway, best known for making very early and very lucrative bets on Google and PayPal, but he's also known as one of the most adventurous angels of Bubble 2.0, and has invested in 130 companies since 2005. His advice: “I would tell (entrepreneurs) to keep their day job until they got one year of funding, and if they couldn’t get that, then they’re not meant to start that company right now."

One year of funding - even for a local business will be a great help in this tough climate. If you start your business undercapitalized from the start, you are constantly on the edge for cashflow. If business starts slow, or you have a couple early accounts pay slow, you can find yourself out of business.

The point is: if the first year of a new business is the most dangerous for continued success, why not have sufficient resources for that first year?

"But Brad, I am going to get a loan (or have investors, etc)."If you have no capital, and you are unable to save funds sufficient to get started and through the first year of your business (and your business plan should show how you are going to get there!) - then why would a banker loan you the money? What have you shown him or her that would prove to them you would be a good loan risk?

Showing discipline is a great advantage in our tough economy, and also increases your credibility with others you need on your side.

Economic Development

2008-10-30T10:16:00.001-05:00

incubator,economic development

I had a chance to attend some sessions for a Economic Develoment conference in Oklahoma City this week. Traditional Economic Development activities basically meant going and finding companies that want to move - usually manufacturing - to a new location. They then schmooze them and get them to your community.

This really had nothing to do with entrepreneurs. And it still does not have much for early stage ventures. Yet, there is a greater realization that the small business already in your community could be a driver of employment and economic development. That means you might actually have some cause - particularly if you are growing and anding jobs in the local community - to stop in to the local economic development office.

While there are still a few dinosaurs that might send you away, most economic developers are looking to show they have brought additional jobs into their community - and if you can help them show that - they can help you. For example, in Oklahoma, there are some site opportunities, help you with locating employees, community development funds. None of it is pure cash on the barrelhead, but it can be a little extra to help!

Again, this is an area you don't want to devote a large amount of time. If you have a good #2 or even a product manager, that might be something for them to investigate and get back with you.

With the economy tough all around, you might find some community doors more open than have been in the past. Plus if the local economic development people get to know you, other opportunities may arise in the future - maybe a company in a related field is looking for a specific partner? It can't hurt to be aware of those possibilities.

Are you a Must Have?

2008-10-21T15:54:00.001-05:00

incubator,entrepreneurship

Is your product or service a 'must have'? A 'must have' is something your customers won't give up - even in a tough market.

Do you create outragous loyalty to your product - for example, a customer would pass a competing store to get to you? Or your service stays in the budget even when other things are cut?

On the low cost end, can you improve your experience so customers think - "I can't get through my day without my [X]!"

On the higher end, how safe is your product or service against the downturn? From a B2B market - when the boss comes down and tells the team to cut 10% of expenses...are you in that 'easy to cut' category? When I managed advertising for a large consumer goods company, it was easy to cut 10% from print advertising - an advertisement here, another in a different journal, cut a tradeshow - bingo, my 10%. But there were always some accounts, shows, journals I hated to cut. They were my 'must haves'.

Credit and Cash Flow

2008-10-16T09:38:00.001-05:00

incubator,entrepreneur,cash flow

In a recent article from the Daily Oklahoman, they discuss the effect of the credit crunch on local builders. They remark that credit has dried up for construction subcontractors, 'with lenders no longer making loans based on accounts receivables.'

If you are running a business or thinking of opening a business that depends on getting a loan to do work, then using the sale of that work to pay off the loan, this tight credit market is going to be very difficult to work within.

Now is the time to reevaluate your recievables: are there any good customers whose bills are starting to age much longer than usual? You might need to call them to find out what is going on. Hopefully they are just being careful, but if they are struggling, it is better to know now, than have an uncollectable later.

Sometimes as small businesses we think 'I can't be tough on my outstanding bills because I am small' - but that is deadly. Larger businesses would not expect to give you extra time to pay your bill - you must act big, even if you are not.

Remember cash flow - if you are giving net 30, but then not sending a bill notice until 35-40 days, then not getting paid until 60 days - you are giving 60 days of free money to your customers. In a down economy, those extra 30-45 days waiting for payment could cripple your ability to meet payroll, purchase equipment or inventory or ride out the tough market.

It is no help to you or your business if you are generous with terms, yet cash flow negative.

It is also time to reconnect - or if necessary, get started connecting - with your local banker. You need to have a good relationship with your banker before you need to come in on a Friday afternoon needing a bridge loan. Bankers are just like the rest of us: they feel more comfortable dealing with someone they know.