Category Archives: Business Principles

Getting Money to Start My Business

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Your biggest business challenge this week: money to start my business idea

Capitalizing a new business is one of the largest challenges to overcome.

However, most entrepreneurs focus too much on this factor. They think that their business idea is so foolproof, all they need is some money to bring their idea to market and the business is guaranteed success.

In fact, that is very rarely the case.

Only one in 10 new businesses survives a decade. The failure rate is the highest in the early months and years.

Although a primary cause of business failure is often attributed to “lack of capital,” the real reason is that the failed businesses ran out of time. They ran out of time because most of the new businesses burned through their available money trying to figure out a viable, sustainable business model.

The moral of the story is, before you go seek capital for a new business, be sure you have a proven business model. Take your idea and make a prototype. Do some tests with real customers. Make some sales or get signed letters of commitment to purchase your product or service once you have it ready to sell.

The key to success in business is selling something people want to buy. That is true whether you are tying to start an enterprise B2B company or a local retail business. The only way to ensure that the money you are seeking is going to build a business that sells something people want to buy is to prove that idea before you invest the big amounts of money.

To accomplish that goal, one task I recommend, developed by Dr. Rob Adams, is the 100 Customers Test. Talk to 100 prospective customers first, before you do anything else. You will learn more talking to those customers that you will by obtaining and spending just about any amount of money in the early stages of your business.

Prove your idea and your business model first, then seek and inject capital to scale the business model.

If you need money to prove your business model, start by talking to 100 Customers first. That will cost little to nothing and will almost certainly guarantee that when you do build a business, it will be selling something people want to buy.

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Accounting

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Accounting

Your accounting resource will be one of the most important vendor relationships in your business. An accountant often provides day-to-day tactical support via bookkeeping resources (or referrals to same). In addition, your accountant is a critical strategic resource for tax planning, networking and referrals into their network of professional services providers such as legal, consulting, business brokers, banking, etc.

Consequently, it is very important to have a solid, mutually beneficial relationship with your accountant.

Start by asking other business owners for referrals. Ask people who run businesses that you aspire to emulate for a referral. That immediately puts you into a network of professional and business suppliers that will match your business as you grow. If you start by asking business owners at the size and scale you are now, you can end up with an accounting resource that cannot scale with you as you grow and whose network is not well matched for your aspirations.

Next, talk with at least five potential accountants by phone and meet personally with at least three. Do not settle for anything less than a good to perfect fit with your accountant. In particular, it is critically important that you share common values related to integrity, honesty and trust.

Your accounting and bookkeeping resources can literally make or break your business, so choose them wisely and with due time, effort and consideration.

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Sales

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“Nothing happens until somebody sells something” – Zig Ziglar

It’s a fundamental rule of business that sales drive everything. If you don’t have any sales, then you don’t have a business—pure and simple. You might have a charity or a hobby, but if you don’t have sales that drive sustainable profitability, you don’t have a business.

“Sales” is what happens when a customer’s perceived needs match your value proposition.

Your value proposition is more than just the specific product and/or service and its price that most people consider when they think about sales.

Your value proposition includes:

  • Brand
  • Time
  • Benefits
  • Features
  • Capabilities
  • Price

Of all of these factors, your brand carries the heaviest load. It stands for your reliability, trustworthiness, and, very importantly, aspirational value. For instance, what’s the difference between a Timex and a Rolex? Both tell time. Only one tells an aspirational story.

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Starting a Business in a Tough Economy

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Your biggest business challenge this week: the economy

Answer:

The economy falls into the category of business factors called “macro external forcing functions.” Macro external forcing functions are things outside of your control that affect your business. They almost always affect other businesses around you and typically also affect the personal lives of the people in your community. Depending on the factor, they can also affect your state, region, nation or the entire world.

The key phrase in all of that is: “things outside of your control that affect your business.”

By definition, an external forcing function is one that is outside of your business and outside of your control.

It’s important to keep that in mind, as, at least for me, the most frustrating thing about having my business affected in this way is that I feel powerless to do anything about it. When we’re running a business, we usually want to at least have some level of belief that we’re mostly in control of our own destiny. A macro external forcing function, whether it’s the weather, new regulations, the unemployment rate or a commercial credit crisis, reminds us that we are often not in control of our own fate.

What can you do?

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Finding a Business That Will Work

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Finding a business that will work

Answer:

I’ve personally had a few businesses that didn’t work. I had some that worked and then stopped working. I had some that never worked at all.

What I learned from those experiences was:

  1. Just because a business works now doesn’t mean it will work forever. All of the factors that make a business viable: market, customers, products / services, brand, value proposition, available resources, external forcing functions, etc., all change all the time. A business’ viability is actually a lot more tenuous that we think when we’re at the controls and everything seems to be working. What we don’t realize is that any of the key factors that makes the business viable can disappear or radically change overnight. That’s why businesses that survive long-term typically reinvent themselves every five to seven years. They have to reinvent themselves in order to adapt to the ever-changing conditions.
  2. Just because an idea sounds great, seems great and makes a fantastic diagram on a bar napkin does not make it a viable business. Every business that didn’t work at all for me was an idea I had that I was convinced was a “can’t miss” opportunity. Every one of them missed. What I didn’t do, that you must do, is start by identifying an unmet need in the marketplace and then meet that need. That’s the definition of a business: Filling an unmet need in the market in a sustainably profitable manner. The piece I missed was the “unmet need” part. I was convinced my ideas were so awesome that need wasn’t required. I was wrong.

So, my advice to you about finding a business that will work is:

  1. Identify an unmet need in the market.
  2. Test to see if you can meet that need in a sustainably profitable manner.
  3. Do so.
  4. Never, even for one millisecond, assume that just because the business is sustainable today that it will be tomorrow.
  5. Enjoy the ride!

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Motorcycle Instincts and Startups

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There was a good post today on the Fortune blog titled “Motorcycle Instincts and Startups” here: http://finance.fortune.cnn.com/2011/03/04/motorcycle-instincts-and-start-ups/

I think the post is a good read and draws useful parallels for a few aspects of motorcycling and startups.

I’ve been riding motorcycles for over 40 years both on and off road and on six continents through most of 43 countries.

I’ve personally started about a half dozen businesses (depending on how you count them) and been part of starting dozens more.

You could say this topic resonates with me.

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Questions for the Next Gig

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I was asked to provide career coaching feedback on a new employment opportunity, so I worked up these questions. These questions are equally applicable to a startup or other business opportunity, with suitable modifications around manager / company / product or services .

Ask the questions before you become emotionally invested in the opportunity. Once you get past that line, your emotional investment will color or skew your perceptions to the point you will not be able to be objective about the answers.

Use as many objective, fact-based data points as possible, and keep a log or spreadsheet that rates and weights the answers.

Questions #1 – #3 are absolute show stoppers.

It can be possible to overcome #4 if you can see a clear path to obtaining the necessary skills, etc. Most entrepreneurs get to where they end up by answering “Yes, I can do that,” to every challenge and figuring it out as they go along. That approach does not disqualify you for opportunities, but you need to be honest about how that changes your risk profile.

The answers will never come back all positive, but the goal is to have the majority of the answers to questions 5-11 come back positive. Some negative responses, such as those around customers, products and services, etc., may provide leverage points for negotiations.

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The Nature of Change

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More than 9 out of 10 patients do not change their lifestyles in response to their doctor’s recommendations.

More than 70 percent of corporate change efforts fail.

Humans hate change.

It’s a simple fact of life. There isn’t any easy way around it. In general, humans hate change.

That rule extends beyond individuals into groups of humans: families, tribes, organizations, companies, communities and nations. Humans hate change.

As individuals and groups, we tend to get locked into a way of doing things, a set of perceptions and a set of expectations. Anything that forces us to change anything about what we consider normal is usually resisted.

Even in the face of overwhelming evidence for the need for change, we will resist change. For example, the majority of people who suffer heart attacks do not make long term changes in their lifestyles to eliminate or limit factors that contribute to heart disease. In other words, even when it’s a matter of life and death, humans hate change so much they won’t change even to save their own lives.

There are university degree programs in change management; multiple national and global professional associations of practicing change management consultants; countless thousands of trained, certified and degreed change management practitioners and a cornucopia of books, videos, workshops and tutorials on implementing change. In spite of all this learning and all these resources, there has been relatively little improvement in change rates in humans or groups of humans.

Why is this so?

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Fear, thy name is Ron Wayne

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One of the little known facts of Apple’s history is that Apple wasn’t the creation of Steve Wozniak and Steve Jobs. Apple was actually founded by three guys: Steve Wozniak, Steve Jobs and Ron Wayne.

The equity split was Wozniak 45%, Jobs 45% and Wayne 10%.

Wozniak recalls, “Steve had 45 percent of this partnership, I had 45 percent, and Ron had 10 percent, because both of us agreed that we could trust him to resolve any dispute, and we would trust his judgment.”

So what ever happened to Ron Wayne, a guy who had 10% founding equity in Apple?

Wozniak relates, “I had no money and Steve had no money. We didn’t own cars, we didn’t have savings accounts, we didn’t have houses. So Ron Wayne figured they’d come after him for his golden nuggets that he kept under his mattress. (He actually tells me it was in a safe-but he was afraid they’d come and get his gold.) So he sold out. It was too risky for him, so he sold out his 10 percent of Apple to [us] for a few hundred bucks. Maybe $600, maybe $800, maybe $300-but a few hundred bucks. And this was even when we had an Apple II designed and were heading toward future business. He was just scared that something was going to catch him.”

Apple’s market capitalization this morning is $181.7 billion, with a B. If Ron Wayne had stayed around (and assuming no dilution), his 10 percent of Apple would be worth $18 billion. With a B.

Fear, thy name is Ron Wayne.

 

Sources:

  • Founders at Work: Stories of Startups’ Early Days by Jessica Livingston
  • Yahoo! Finance

IBM and Creative Destruction

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One of the fundamental aspects of successful capitalism is the principal of creative destruction. In a capitalist system, businesses that are hampered with flawed business models, substandard management, unproductive labor or changing markets, among other things, pass away in a sometimes agonizing fit of destruction. New businesses, with a better take on what the market is willing to buy on an ongoing basis and how to produce that profitably, spring up and thrive. It’s the business version of earth to earth, dust to dust and the circle of life.

Even though we all know this story and can intellectually recognize that it is a required component to make a capitalistic economic system work, when push comes to shove, or more realistically, padlocks come to factory gates, things get a lot tougher. When long-standing, treasured companies die, such as Maytag, it is traumatic, especially for the local communities.

If they are big enough or politically well connected, governments sometimes step in and prop up dying businesses. In the last year we’ve seen multiple examples of this in vehicle manufacturing, insurance, financial services and banking. But even while entire economies are distorted by artificial means, the market keeps changing and creative destruction keeps happening.

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