Monday, 28 October 2013

Are You Pursuing Perfection or Innovation?

lean startup virginia ginsburg
The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, by Eric Reis (c) 2011

What they say: The best startups are founded on the concept that they will not pursue perfection in any single area, but rather will continually innovate, test, and adjust their strategy based on customer feedback.

There are essentially two choices the company should continually evaluate: to pivot or persevere. All startups should strive to shorten this innovation loop in order to accelerate progress.

What this means for entrepreneurs: Many entrepreneurs and business owners agonize over having the perfect product or the ideal marketing pitch before launching it.

Agonizing won't get you as far as taking a risk and putting something "good enough" out into the marketplace. This is because you and those immediately around you will be unable to provide the critical feedback that your customers will.

Succeed Business
To achieve true innovation, you need to get something out, listen to customers, and then improve incrementally.

What you should do: Consider the idea that you might be spending more time pursuing your idea of perfection and not enough time putting new ideas into the marketplace and getting real customer feedback. Take some more risks with "less than perfect" launches, weigh customer response, and then decide to either pivot or persevere.

Virginia Ginsburg is founder and chief consultant at Swell Strategies. She is passionate about supporting small business owners and entrepreneurs in starting and running successful enterprises. An avid reader, in this blog she reviews books and articles and relates specific learning points back to entrepreneurial businesses.

Thursday, 24 October 2013

Giving Feedback Sucks. Here's Some Help.

daring greatly virginia ginsburg
Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead, Brene Brown

What She Says: This book covers many aspects of Vulnerability and has many workplace applications. One check-in she provides is the "Engaged Feedback Checklist." This checklist helps leaders identify when they are emotionally ready to provide feedback.

First, a few key points about feedback:
  • It is a critical part of leadership
  • If it is powerful and meaningful, it will make both the recipient and the giver deeply uncomfortable
  • Most people, when faced with providing negative feedback, will either avoid it or approach it from a place of anger. Neither approach will fix the problem
  • Nobody should provide feedback without making sure they can follow the Checklist
What This Means for Entrepreneurs: I have noticed that many entrepreneurs skimp on feedback. The main reason for this is that A) in the beginning, they are so close with their employees that strategic feedback is unnecessary - it's happening constantly; B) soon, they become so overwhelmed by the process of starting a business that they simply forget to give feedback.

My first prescription for all entrepreneurs is to provide more feedback to their employees on a regular basis. Some of it will be hard. As soon as you notice yourself avoiding giving feedback or fearing that you will blow up at the employee in the process of providing feedback, you need to check in with this checklist. Work with someone who can help you process these issues before you sit down with the employee.

Virginia Ginsburg is founder and chief consultant at Swell Strategies. She is passionate about supporting small business owners and entrepreneurs in starting and running successful enterprises. An avid reader, in this blog she reviews books and articles and relates specific learning points back to entrepreneurial businesses.




Tuesday, 22 October 2013

How To Pitch Angel Investors

tech coast angels virginia ginsburg
I was honored to attend a Tech Coast Angels screening event last week, which means I got to sit in and watch entrepreneurs pitch their ideas to angel investors and then I was able to listen to the angels analyze the investment opportunity and make their decision on whether to move forward or not.

Here are some of my observations:

1. Be clear about your market. You need to know more about your market as a whole and your specific competitors than anyone else. There is a good chance that someone in the room knows your segment well enough to challenge you on your knowledge - don't let them catch you with your pants down!

2. Lay out your revenue streams clearly. Your investors are looking for your financial savvy - they want to see how the money will come into your company. It's not enough to say you have a subscription model - show them the different types of subscriptions and point to similar models as supporting evidence.

3. Tell them how you will get customers. It's not enough to say that you're going to get customers on Facebook and other social media channels. Specifically what are you going to do to gain followers, and then how are you going to convert them into customers?

4. Make them see the value of their investment. Angels are most interested in how their money will be used to catapult a company forward. They want to feel confident that you are going to use their money strategically.

Virginia Ginsburg is founder and chief consultant at Swell Strategies. She is passionate about supporting small business owners and entrepreneurs in starting and running successful enterprises. An avid reader, in this blog she reviews books and articles and relates specific learning points back to entrepreneurial businesses. 

Monday, 21 October 2013

The Data On Entrepreneurial Success

new business virginia ginsburg
The Origin and Evolution of New Businesses Amar V. Bhide, (c) 2000
This is a heavy book containing some of the rare research on entrepreneurial ventures and small businesses. The research is based on the Inc. 500 vs. the Fortune 500 that constitute the majority of academic research.

What They Say: Most entrepreneurial businesses aren't truly profitable beyond providing their owner with an income. For many entrepreneurs, this wage is actually lower than that which they would earn working for someone else. More promising entrepreneurial businesses, defined by their membership in the "Inc. 500" list, share the following attributes:
  • Generated positive cash flow within months of launch
  • Grew sales, on average, 169% per year over a 5-year period
  • 25% fall in computer-related fields
  • 88% claim success mainly due to the "exceptional execution of an ordinary idea"
  • 60% of founders had prior experience working in their chosen field
  • Most founders are self-funded (no external fundraising)
  • 60% started out serving just local or regional markets
What This Means For You: When starting a business, it is tempting to believe the popular myths and big dreams of getting millions in venture funding and taking the world by storm, but the vast majority of financially successful entrepreneurs work in relatively "unsexy" fields and take on no outside investment. They don't take years to become cash-flow positive, and the entrepreneur has the education and managerial skills to run a profitable enterprise.  

What to Do: Seek business opportunities that will maximize your skills but don't require a massive investment to get started. Watch your business results constantly to look for the time when you begin to plateau, and seek support as soon as you see your numbers stalling.

Virginia Ginsburg is founder and chief consultant at Swell Strategies. She is passionate about supporting small business owners and entrepreneurs in starting and running successful enterprises. An avid reader, in this blog she reviews books and articles and relates specific learning points back to entrepreneurial businesses.

Sunday, 20 October 2013

Blouse Hook Making Machine for set up Small Business

Blouse Hook Making Machine:-

Demand and Market of Hooks (used while sewing dresses):
Copper or Iron Hooks are needed while sewing Blouse, Frocks, Churidar etc. dresses. With this Blouse Hook Making Machine you can make copper or iron hook and after packing it you may sell it in the market or may supply orders.

How to make blouse hooks with Hook Making Machine:
At first you have to buy copper or iron wire from market. It is available in the market of Barobazar and Maniktala in Kolkata. The price of the copper wire is approximately Rs.400 to Rs.500 per kg and the price of the iron wire is approximately Rs.65 to Rs.70 per kg. Then set the wire in the roller of the machine. Now start the machine and hooks will be made automatically. With this Shirt Hook Making Machine you can make 60 to 65 hooks per minute.
It needs ½ motor and 220 volts to operate the machine.

Price of the Blouse Hook Making Machine:
The price of the Shirt Hook Making Machine including motor is approximately Rs.1 lakh 50 thousands.

Where to buy the Blouse Hook Making Machine:
Bharat Machine Tools Industries,
61, Ganesh Chandra Avenue,
Kolkata-700013

16 Oct 13 KK

Friday, 18 October 2013

Are You Lying to Yourself?

Fact and Faith: Combatants or Collaborators?, Psychology Today, Oct. 11, 2013

What They Say: Even the best scientists get trapped by their subconscious wishes, which can override facts in sneaky ways. The scientific method was designed to override our wishes and determine whether something is really true, or just something we wish were true.

The Scientific Method vs. Faith:

Scientific Business Method Virginia Ginsburg

What This Means For You: Many entrepreneurs and small business owners get trapped in their own faith-based doom loop. They come up with a brilliant idea that is really exciting, and then they push towards the belief that their idea is brilliant, ignoring any evidence to the contrary.

I have been seeing this a lot in the new business ideas presented to me lately. Smart people become so enamored of their idea that even when I model out the revenue and it turns out to be a poor income generator, they are still determined to make it work.

I also see this in established businesses in which the entrepreneur simply can't figure out why her business is not profitable. She is so set on executing the business the way it worked five years ago that she is missing the fact that everything has changed in that time. 

What to Do: No matter what stage of business development you are currently in, consider the scientific method as a way to constantly test your assumptions. Most importantly, remember that building and growing a successful business is a never-ending process of evaluating your situation and making new decisions about how to move forward. 

Virginia Ginsburg is founder and chief consultant at Swell Strategies. She is passionate about supporting small business owners and entrepreneurs in starting and running successful enterprises. An avid reader, in this blog she reviews books and articles and relates specific learning points back to entrepreneurial businesses.
 

Wednesday, 16 October 2013

Torture Your Customers

This past weekend I flew to Dallas to see the Redskins play the Cowboys on Sunday.  The Redskins stunk up Jerry Jone's stadium so badly, Jerry had to open the roof.  Dan Snyder wants a new stadium just like Jerry's AT&T Stadium.  This is a case of Dan wanting to keep up with the Joneses.  Maybe Dan can start by signing some defensive players who can tackle.

Since the game was played Sunday evening, I booked a return flight to Dulles Airport for Monday morning.  I would arrive early Monday afternoon and get to the office about 3 PM.  I flew United, since it was the only airline that would let me use frequent flyer miles on a nonstop flight.  The trip to Dallas was a breeze, but my return trip turned into a nightmare when my flight was cancelled for mechanical trouble.

Because so many fans traveled to Dallas from DC for the game, there were no seats available on any flights until the next day.  Gate agents handed out hotel vouchers to a hundred angry passengers.  When I approached the gate agent to rebook, I expected the same.  However, since I am a United Club member and was traveling alone,she booked me first class into Chicago and then into Dulles for a midnight arrival, supposedly.  My Chicago flight was delayed for two hours and I arrived home for bed at 3 AM.

The only good part of the trip was flying first class. Sitting in the plane on the tarmac in Dallas, I wondered how many of my fellow passengers in first class had actually paid for first class seats.  I was there to make up for my crappy experience.  I thought many of the remainder were either there for similar reasons or had used frequent flyer miles to upgrade.  So I asked the people around me.  No one had paid full price for a first class seat.  Where have all the paying first class customers gone and what does that mean for the airlines?

The where part is easy.  Wealthy travelers charter flights on time share planes and jets.  They can either share flights with other like minded travelers or book a plane for a solo flight on a per hour basis.  You rent the plane and the crew for an hourly fee.  These flights typically leave from regional airports near major cities and land at other regional airports.

No one waits for hours to check in and endure pointless abuse at security checkpoints.  You walk out of a private terminal onto a plane.  At the end of the flight, you step off the plane and board a rental car or limo waiting on the runway.  A three hour flight requires about four hours of travel time.  A major airline three hour flight requires a whole day.

I know all of this, because I have flown with a client, who travels exclusively this way.  He crosses the country, making three customer visits in three different cities, in a normal work day.  He stays overnight in a hotel and then repeats the procedure on the way home.  In two days, he can be in six cities and get home for a late dinner.  Try that on Continental.
So we have answered where paying first class customers have gone and why.  What does this mean for the airlines?  It means their first class cabins produce little revenue. Today's first class customer either gets bumped there, or uses frequent flyer miles to get there.  The funny thing about frequent flyer miles is that you don't have to even fly to get them. Miles come most often from credit card affinity deals.  Spend enough money and you get first class airline tickets.

How did first class become unprofitable?  I have blogged before about the insurance concept called adverse selection.  With adverse selection, you unwittingly drive off your best customers and are thus left with only your undesirable customers.

Airlines routinely torture their customers.  So their wealthy customers left for private aviation, leaving the airlines with cheap ass, frequent flyer mile usin' blokes like me in their first class cabins.  Bankruptcy was inevitable.  Note that the one consistently profitable airline, Southwest, has no first class cabins.

The business lesson from this seems obvious, at least to anyone not running an airline.  You may think you control your market and customers.  Maybe you think your customers don't have a choice but to use you.  Maybe you just like being an asshole to customers.  But you're wrong.  Customers always have alternatives; at least the desirable ones with money do.

Chase away your best customers, and you'll be left with ones, who will make your life hell on earth.

Thanks for reading. Please visit our main S&K web site at www.skcpas.com for real tax and accounting advice.  Also please like the "How to Screw Up Your Small Business" Facebook page.

Until next time, let's do it to them before they do it to us.

Good Is The Enemy of Great

Good to Great Virginia Ginsburg
Good to Great, Jim Collins (c) 2001
Jim Collins and his research team spent five years investigating publicly-traded companies that made the leap from good to great, as measured by financials, and sustained the leap for 15 years. I'll cover multiple points from this book in separate entries.

What He Says About Good Being the Enemy of Great: The vast majority of organizations are simply good. They all have the potential to be great, but good is simply easier to attain, and, once good-ness is achieved, few organizations leap to great.

What This Means for You: Do you have a good company? During the startup phase, you probably stayed up all night, energetically planning, dreaming, and occasionally vomiting in fear. All of that, even the vomiting part, was essential for getting you to the "good" place.

Chances are, you have achieved a "good enough" level of income in your business. Instead of being galvanized by nervous energy and a healthy dose of fear, you are now just showing up every day to a "good enough" company that pays you OK and gets by on many levels.

The trouble is that being good means you simply lose the fear and energy to push yourself to be great. You are not staying up all night, coming up with alternatives to running the business, thinking deeply about what your customers really want, and how you can convince them to leave your competitors and come over to you.

What to Do: Start by just noticing how different it is to feel "good enough" in your business vs. the energy and excitement that surrounded startup. If you truly want to transform your business and join the ranks of great companies, you need to tap back into that energy and reconnect with the excitement and fear that got you to good in the first place.

Virginia Ginsburg is founder and chief consultant at Swell Strategies. She is passionate about supporting small business owners and entrepreneurs in starting and running successful enterprises. An avid reader, in this blog she reviews books and articles and relates specific learning points back to entrepreneurial businesses.

Tuesday, 15 October 2013

Choosing a Small Business Location

Choosing a small business location


Choosing a small business location is a great deal more complicated than simply picking the cheapest building or office suite you can find.  A small business has to be easy to find for its customers, and you have to be in a place where you are free to make it known that your business lives there without being encumbered by surrounding businesses or vacant offices.

A small business location has to accomplish three things.  The place where you are has to look good.  You can't survive in a community that doesn't look good, because no matter how hard you try, you can't be the one thing that shines in a nasty complex.

A small business location also has to give you options for expansion.  The worst thing you can do to yourself is choose a space you'll outgrow in six months.  This will mean a move that might turn off your customers.  While they may be happy for you, they are not going to want to learn a new location every time you need to expand your operations.

Finally, choosing a small business location should allow for your customers to easily find you.  Yes, there are a myriad of office complexes that are easy to find, but is your office easy to find in the muck that surrounds it?  When you are in a place that is hard for people to find, you will have a very hard time convincing customers that coming out to see you is a good idea.

The best small business location is a place that is so easy to get to that you have customers dropping by just because it was on their way home or to the office.  This is the best way to cultivate face-to-face relationships with your customers.  You give them a place to go that they like and they'll keep coming back.

A business has to feel free to live in a space where it can thrive and grow, and you cannot thrive and grow in a poor location.  You may feel that you have no other options, but the reality is much better.  There are tons of office spaces and storefronts that are easy to find, look good, and give you the chance to expanding without moving every few months.

You don't just put your small business somewhere where you can put up your sign quickly.  No, you put your small business in a place where people want to go.  The most loyal customers will bring their friends by, and the customer base will grow from there if you carve out a niche for yourself that no one else has.  Don't relegate yourself to some back alley.  Choose a location that is perfect for your business today.

Thursday, 10 October 2013

Does Your Company Culture Suck?

Tribal Leadership Virginia Ginsburg

Tribal Leadership, by Dave Logan, John King, and Halee Fischer-Wright © 2012

What They Say: Organizations can be characterized by their cultural "tribe" level. There are five levels, beginning with Stage One, in which the employees are desparingly hostile and may stoop so low as to steal from the company and resort to violence (exemplified by the idea of "Going Postal.")

Tribes work up through the levels to the ultimate achievement of Stage Five, a utopian state in which all employees are symbiotically relating to each other, to customers, and shareholders in an incredibly beautiful way. Note that fewer than 2% of workplace tribal cultures attain this level.


Tribal Leadership Virginia Ginsburg


In Other Words: Company cultures can be identified by how the members behave. Most tribes end up in the middle three stages. The most distinguishing feature of a higher-level culture is that each individual is working towards the greater good of the company vs. looking out for himself alone.

What This Means to Small Business Owners: Your company's culture determines your businesses productivity and ultimately its profitability. A more functional "tribe" will always outperform a dysfunctional one. Also, it sucks to work in a low-level culture.

How to Grow: First, identify at which level most of your member operate. The key is to look for whether they are looking out for themselves or the good of the company. Next, consider meaningful ways in which to foster a higher level of culture.

Virginia Ginsburg is founder and chief consultant at Swell Strategies. She is passionate about supporting small business owners and entrepreneurs in starting and running successful enterprises. An avid reader, in this blog she reviews books and articles and relates specific learning points back to entrepreneurial businesses.




Wednesday, 9 October 2013

Why You Are Responsible for Your Flatlining Business (and what you can do about it)


Stall Points Book Matthew S. Olson and Derek Van Bever

Stall Points, by Matthew S. Olson and Derek Van Bever © 2008
These guys did a deep dive into the data of Fortune 100-sized firms over 50 years to determine the causes of stalled growth.

What They Say: They say that most growth stalls are based on internal, controllable factors that can be traced to what amounts to executive “Groupthink.” 

Basically, the executives all operate under a shared set of strategic assumptions that help them make decisions effectively and quickly during a growth period (we have the best technology, our customers are willing to pay more for our brand, we can charge a premium price, we are the low-cost leader, low-end rivals can’t touch us, etc.). 

Unfortunately, these assumptions inevitably become incorrect over time, but the executives are locked into them, which leads to a stall.

It is important to note that only a small minority of businesses stalled due to external factors such as economic downturn, regulatory constraints, etc.

In Other Words: The only reason most companies stop growing is that they believe their assumptions about what works beyond the point of usefulness.

What This Means For You: As a small business owner, you undoubtedly walk around with your own assumptions about why you have achieved what you have achieved to date. These assumptions can make you blind to growth opportunities and lead you to over-estimate your business strengths. They will ultimately lead to stalled growth.  

What to Do: Take a critical look at the assumptions you are making about your business and get an outsider to (kindly but firmly) douse you with the cold reality of the reality you face today.

The Good News: You have the power to change this!   

Virginia Ginsburg is founder and chief consultant at Swell Strategies. She is passionate about supporting small business owners and entrepreneurs in starting and running successful enterprises. An avid reader, in this blog she reviews books and articles and relates specific learning points back to entrepreneurial businesses.

Tuesday, 8 October 2013

Create Social Media Accounts for Your Business

Create Social Media Accounts


Create social media accounts for your business not just because social media sites are fun to use but because everyone is using them.  Nearly all of your potential customers are on social media sites, and they can be easily drawn to your business if you have a presence.  Every small business would benefit from social media because it is a free testimonial page for your business that can spread the news about you like wildfire.

Small business social media accounts are not a new thing in today's economy, and your website users  understand that companies have to do their best to bring in customers.  Setting up an account for your small business is just the first step to using social media properly.

When you start using social media to promote your small business, you cannot just promote your business.  It's actually much better if you are using the site, as the owner of the business, as if it were your own social media page.  Therefore, you post things that are of interest to the business as a whole.  You repost things you find that relate to your business and make you seem human.  Nobody online wants to read ads from someone who sounds like a bot, but people who see posts that are fun and interesting reposted to your page are more likely to follow your business and become patrons.

Some social media websites are the best place to reach friends and family because they can, in turn, recommend your business to their friends and family.  This is the best way to build a customer base in your community because many of the people on sites like Facebook have friends who live near them.

Create social media accounts for your business on every website that you think will help add to your customer base.  It is a good idea to be on the site, but you have to enjoy using the site.  The more you enjoy it, the more your followers can see it.  When you put those two things together, you end up with more excited followers of your business' page.

Small business social media accounts do not have to be a place where you endlessly promote your business as if you are a bot that's just pumping out messages.  Social media sites are a place where you can interact with current and potential customers in a non-business environment.  People who enjoy you are more likely to frequent your business in the future.

If you think that social media is only a cheap way to gain customers, you are missing out.  You can gain a great following on social media, and all for the price of some time in front of the computer.

Thursday, 3 October 2013

The Value of Faith (an Empirical Approach)

This post builds on the ground breaking research of Greg Kyte, the funniest CPA in the business and a noted agnostic.  Greg publishes a blog at cpaagnostic.blogspot.com.  In one post, he evaluates Pascal's wager, which is the assertion that one should believe in God, because if he doesn't exist, you have suffered no harm.  However, if he exists and you don't believe, you get everlasting accommodations in hell.

Having studied Pascal's wager in depth, I find that it has never been subjected to rigorous academic scrutiny.  I propose a model for valuing faith, for which Pascal's wager represents only two extreme cases.  A real mathematical model of faith in God yields substantially richer results than Pascal's believe or else model.

In creating my faith model, I asked the question I always ask when performing a business valuation.  "What would Shannon Pratt do?"  If you're in the business valuation biz, you're laughing your ass off now.  If you're not, Shannon Pratt is Jesus Christ, Mohammed, and Jennifer Aniston all rolled up into one for business valuators.  You can't discount his advice (another marvelous biz valuation pun).

In creating my faith model, I started with the basic rule that anything, including faith, is worth the net present value of its benefits.  That yields the following equation:

F = NPV((P * H) - S - T)  The variables in his equation are as follows:
F is the value of faith in God.
P is the probability that God exists.
H is the value of heaven's benefits.
S is the value of unforgiven sin.
T represents the transactional costs of religion.

Thus, this formula states that faith is worth the present value of its benefits less related costs, in other words what you give up to get to heaven.   Let's examine each variable in detail starting with the easiest, transaction costs.

Transaction costs are the costs of maintaining faith.  Tithes and offerings are an obvious cost.  Less obvious, unless you're Catholic, is the potential cost of having family members molested by religious authorities.  If you're a member of a cult, don't forget the costs of the Kool Aid.  If your religion requires human sacrifices, count the costs of finding your victims, I mean sacred offerings.

Representing the value of unforgiven sin, S consists of the benefits, net of related costs, of indulging in behavior at odds with at least one of the Ten Commandments.  This is where you record the benefits of banging the babysitter.  Please remember to subtract from the value of the orgasms: incarceration time, alimony, legal costs and possibly child support if you don't wear a condom.

Here's some personal advice based on mathematics.  If the costs of the sin exceed the benefits, you might want to avoid the sin.  In other words, if you can't do the time, don't bag the babysitter.  Woo a TGIF waitress instead.

You might reasonably ask why only unforgiven sin is a subtraction in calculating the value of faith and not forgiven sin.  Forgiven sin does not reduce the benefits of heaven, at least not in this model.  Further research on this point may be necessary. For instance, Hitler and Mussolini are rumored to have asked for forgiveness on their deathbeds.  If they received a heavenly reward, hell may well be empty.  Apparently, the materiality of a sin does not reduce its capacity to be forgiven.  In any case, the obvious strategy is to sin like hell until just before you die.  Then repent and avoid the subtraction in this model of faith.  Disclosure - please consult your own competent religious authority for advice pertinent to your particular situation.

Let's tackle P next, the probability that God exists.  P would seem to have only two values, but Pascal erred when he assumed that either you believe in God or you don't.  He implicitly assumed P was either zero or 100%.  This is not necessarily the case.

For instance, what about Sunday Christians?  Their value for P equals 1 divided by 7 or roughly 14%.  For those, who attend church only at Christmas and Easter, P equals 2 divided by 365.  We can safely ignore leap years as an immaterial variance, except in the year of death, when you really don't want to take chances.

Further, what about worshippers of Satan?  Their values for P may actually be negative.  Clearly their P values must not be zero, since a belief on Satan would seem to imply a belief in God also.  I'll leave this last point for those seeking an interesting thesis for their doctoral degrees.

Finally consider H, the value of heaven's everlasting benefits.  You might think the value of heaven is infinite, but that is only a cursory consideration.  Consider that the definition of fair market value is the value at which a property would change hands between a willing buyer and a willing seller.

First, who in the hell would sell heaven willingly?  I searched both the BIZCOMPS and Mid Market Comps databases looking for comparable sales in vain.  Finding no comparable sales of heaven, we must conclude that heaven is a non-marketable minority interest requiring substantial discounts for both minority interest and marketability. Those discounts could total 100% and wipe out the fair market value of heaven entirely.

In conclusion, Pascal was a poor gambler.  He'd lose his ass in Vegas with his wager.  Much more federally funded research into the empirical model of faith is required.  As a small first step, I filed a Freedom of Information Act with the NSA requesting all of their metadata on God.  We need to know just whom God talks to on his / her cell phone.  What televangelists does he / she have in his / her contact list?  What are his / her favorite porn sites?  Maybe he / she hasn't spoken to the Pope in centuries after that Reformation thing.

Once Congress finishes screwing up the federal debt ceiling, I'll ask them for a $5 billion grant to further my research.  Please take your Congressman hostage until he supports my grant.

Thanks for reading!  For real tax and accounting advice, please visit the main S&K web site at www.skcpas.com.

Until next time, let's do it to them before they do it to us.