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.
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.
Monday, 28 October 2013
Thursday, 24 October 2013
Giving Feedback Sucks. Here's Some Help.
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:
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.
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
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
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.
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
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:
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.
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 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:
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 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:
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.
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.
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