The Venture Edge

There are plenty of articles out there on the biggest mistakes you don't want to make when you start a business.  In fact, I've probably written one or two of them, but at least I can proudly say I actually committed a few of those mistakes so I know for a fact they're mistakes you shouldn't make.  What disappoints me is when a consultant ( an entrepreneur wannabe and professional service provider) who does business plans and financial projections for startups claims to be an expert on the subject and completely misses perhaps two of the biggest reasons new businesses fail.

First, I would like to take time to congratulate my blog-mate Kathy Allen for her recent article in Forbes -- awesome job! Second, I had to laugh when I read the male engineer's quote in Kathy's latest post: " Excellent advice, even for those of us among the weaker sex." At least until I thought about it for a minute and realized that this assessment rings true. By many measures, in American business today women are increasingly pulling ahead of men.  

I just had the opportunity to write for Forbes about what you need to think about if you believe it's time to leave your job in Corporate America.  This is an issue many women have faced as they begin to hit the glass ceiling and are frustrated that their job is not giving them everything it should.   In fact, that's why many women leave the corporate world to start their own businesses.  But surprisingly enough, I heard today from an engineer who said he had learned something from the article as well, claiming " Excellent advice, even for those of us among the weaker sex." 

No one ever said that starting a business was easy, right? Well, starting a business is actually the easy part. It's the keeping it going and growing part that is difficult.

We live in a dynamic, global marketplace that places a premium on speed and quick returns. Shareholder value is often considered more important than basic human values. Entrepreneurs are under so much pressure to achieve the unachievable and just survive in this environment that it causes stress; and when people suffer stress, they don’t always make wise decisions. That’s when your ethics come into play.

There's been a lot of talk lately about how the government needs to do everything possible to support small businesses with special lending funds (like the $30-billion fund currently under consideration by Congress), tax breaks, and more. Why? Because, as many politicians tell us, small businesses are "the engine that creates two-thirds of all new jobs."

Now before you dismiss the title of this blog as a joke, or worse, the ravings of an idiot, hear me out. It’s an unfortunate fact that many universities and for-profit businesses are perpetuating the myth that entrepreneurs have to create business plans before they start businesses. Potential entrepreneurs are spending up to 200 hours of their valuable time in pursuit of the perfect plan to present at a competition (don’t get me started on business plan competitions – I’ll save that for another post) or pitch to an investor, only to discover that investors are more impressed by a founding team that has gotten the business up and running, even in a minimal way, to prove the concept than they are by a nicely bound document.

I recently read an article on dailyfinance.com about the 10 biggest brand disasters of 2010. As I read through the article, I realized that entrepreneurs and small-business owners and execs can learn some important lessons from the missteps of these global giants.  

Several years ago I wrote about a trend for retail businesses--the kiosk approach to testing a business concept or product. What this entailed was setting up a small shop in the form of a kiosk, generally in mall space, with relatively low overhead, but the ability to directly reach consumers. I also wrote that some landlords found that, rather than sitting on an empty space until a new tenant is found, they could rent the space on a temporary basis so that their cash flow is not interrupted. Well, guess what? In these uncertain and depressed economic times, we’ve seen a real resurgence in these “pop-up” businesses.

My father was a career Air Force officer who fought in World War II and the Korean War, and then ran top secret spy plane programs for one of those 3-letter government agencies. I was always proud to be an Air Force brat, and I have a deep-abiding respect for the men and women who put their lives on the line for our country. I was therefore very pleased to find out that the Entrepreneurship Program for Veterans with Disabilities exists, and that it is making a big difference in the lives of many disabled veterans -- and their families and loved ones.

Are you one of those people who claims they have no time?  Today most of us are carrying mobile devices that deliver a constant stream of information 24/7, whether we want it or not. Look around you—chances are you’ll see more than one person with a cell phone to their ear or worse yet looking like an escapee from a psychiatric institute talking to themselves through Bluetooth.  Problem is, entrepreneurs of the world, if you don’t shut off the noise once in a while, you’re going to miss a great opportunity. Don’t suffer from information overload. 

I spent some time at Comic-Con again this year. The spirit of entrepreneurship is clearly still in full swing, despite the current economic situation. There are all kinds of new products, a waiting list for vendor space, a huge artist area where you can get your own art created in real time, and much much more. Check out the video for some scenes of entrepreneurship in action at Comic-Con 2010. 

 Don't ask for investor money unless you're in business in a serious way. If you're going to ask investors  to risk their hard-earned money, you'd better be worth the risk. 

If there's one thing I love about the Internet and blogs, its the immediacy of the information. Something happens somewhere in the world, and five minutes later you can not only find 10 or 20 articles reporting the facts, but even more bloggers reporting their own take on what happened -- often with insider information. Apple's iPhone 4 antenna problems are now widely known, as is the company's response, which was first to deny that there was a problem, then to pooh-pooh it, and then to hold a press conference last week in which Steve Jobs (who took a break from his Hawaiian vacation) admitted that there was indeed a problem and that Apple would provide "bumpers" to iPhone 4 owners for no charge to fix it.  

Kim and David Chauvin are no strangers to tough times.  Their shrimp-trawling business in Louisiana has survived four major hurricanes in five years, but the two had amassed enough savings to carry them through the floods that Katrina and Rita brought in 2005.  But 2008 brought Gustav and Ike (not to mention the financial crash)  and that meant that this family business had to apply for a disaster loan from the SBA. just to survive.  Now they're struggling with the losses brought on by the gulf oil spill, and the problem is, they already have a $170,000 loan from the SBA  they're paying back so they can't go after another emergency loan.  Instead, they've signed a contract with BP to work on the cleanup. 

As you may know, I am on the board of SPORTS for Exceptional Athletes, a San Diego-based sports program serving athletes with developmental disabilities ages 5 through adult. Tonight was the night of our big annual fundraiser -- A Taste 4 SPORTS. During the course of the event, I was reminded that it's good for businesses to give back to their communities. People want to work for companies that do good things, and people want to buy from companies that support causes that they themselves care deeply about. The resulting impact to the bottom line is direct and positive 

Given the frequency with which entrepreneurs are discussed in the media,, it's not surprising that stereotypes have developed around them. Not all of these stereotypes are flattering, however,  and mostare simply false. I want to dispel three myths surrounding entrepreneurs so that you can begin your entrepreneurial journey based on facts.

As I have already mentioned here more times than I can keep track of, we're still in the throes of nasty economic downturn -- certainly the worst we've seen in many, many years. And despite everyone's hope for a rosier future, the near-term picture is still pretty bleak. According to government statistics, private payrolls rose by only 33,000 in May and 83,000 in June – not enough to sustain a recovery, and average wages and hours worked have both declined slightly. On top of all that, credit is still tight -- especially for small businesses. 

 I just finished reading a recent edition of Leader to Leader put out by the Leader to Leader Institute and publisher Jossey-Bass (my blog-mate Peter is an Associate Editor for the journal). This time they included a special edition celebrating the life of management sage Peter Drucker on what would have been his 100th birthday (he passed away in 2005).  Often referred to as the greatest management thinker of the last century, he understood as far back as the 1950s that there is no business without a customer. 

I would like to start by saying that I agree 100 percent with my blog-mate Kathy Allen's last post: It's the private sector, st...d! This so-called economic stimulus plan has become just another boondoggle -- welfare for an ever-growing list of special interests with cozy Congressional relationships. As soon as this river of cash runs out (which it apparently now has), then of course the result will be economic contraction. It's no coincidence that the economic term "double-dip inflation" is suddenly gaining increased attention in the press. 

This morning's LA Times (paper edition)  led with an article, "Economic Fears Rise as Stimulus Ebbs."  Here we go again.  Articles like these underscore the fact that no one seems to understand the economics of growth and job creation. One business owner is quoted in the article as saying that his biggest job this year was a stimulus project repairing a pipe at the Veterans Administration building.  "My company's on the verge of closing," he said. About $18 billion of California's stimulus funds has been spent on Medicaid, unemployment insurance, food stamps, schools, and job centers.  I'm sorry, where is the job creation?  Can you imagine what a bunch of entrepreneurs could have done with that $18 billion?

I admit it. After years (decades?) of being wrapped in the thrall of the Microsoft/PC world, I am now firmly planted in the wonderful world of Apple. In my case, it started with my kids -- they're the ones who first brought iPods and iTunes digital music downloads into our home, back when I was still hooked on CDs and the Sony Walkman. Then it was my daughter who convinced my wife and I to buy her a MacBook laptop computer, and next my oldest son who bought himself a 24" iMac desktop computer. Finally, the last straw was when my wife bought an iPhone. While I had stood on the sidelines during this steady Apple-ization of the Economy household, I could stand by no longer. I bought my own iPhone, realized what an amazing device it is (no other phone comes close), and I have now taken an oath of eternal allegiance to Apple. To seal the pact, I recently ordered the new iPhone 4 and there's a shiny new 27" iMac i5 on my desk. 

 How do you succeed in a tumultuous industry that can't seem to do anything right and that regularly sues its customers?  Meet the heroes of the retail music industry, Mike Boyder and Marc Weinstein, co-founders of Amoeba Music, a three-store California retailer that is the self-proclaimed "largest independent record store on the planet."

This past Thursday morning I had the good fortune to have breakfast with Troy Hazard, a self-confessed (but non-repentant) serial entrepreneur. I was fascinated to learn more about this entrepreneur who founded 10 different companies in the span of 20 years. 

I'm posting this blog from beautiful Sioux Falls, South Dakota where, with my N2TEC Institute co-founder Tim Stearns,  I'm helping 9 entrepreneurial teams launch their new technology businesses. I can hear the response from all of you--South Dakota, do people actually live there?  Well, yes they do and unlike most of the rest of you, they have stubbornly refused to participate in the recession.  In fact, South Dakota was recently named in "the most entrepreneur friendly state in the Small Business Survival Index put out by the Small Business & Entrepreneurship Council (California ranked 49 and New York 48 - so much for the notion that nothing happens in flyover country).  This organization ranks the policy environment of all 50 states plus the District of Columbia.

Sometimes -- either when you start your business, or when the business is well underway -- you may have the opportunity to partner with someone who brings something to your business. In some cases, a partner brings strength in areas that are weaknesses for you -- say, product development or personnel management -- and in other cases, a partner brings something every entrepreneur can always use more of: cash. Whatever the reason, partners can be a good thing or a bad thing for you and your business, and you've got to keep an eye on things to make sure there's more good than bad. 

 I've been told I'm pretty passionate about the things I do and I jump into life with both feet (they don't always land together), but I can't come close to Tony Magee, author of an inspiring paperbackaptly named, Can't Shove a Great life into a Small Dream!  The man literally defies gravity with his enthusiasm for life and the people he is helping.  And with bestselling authors like Mark Victor Hansen and Jack Canfield of the Chicken Soup for the Soul®, and Zig Ziglar, of See You at the Top, singing his praises, Tony is definitely on his way to helping a lot of people achieve the life they've always wanted.

If you're like me, you have probably enjoyed infomercials for years. I cut my young TV teeth on Ron Popeil and the Veg-O-Matic, Pocket Fisherman, Showtime Rotisserie, and much much more. However, when it comes to figuring out exactly whether or not an infomercial would be right for my business, or how to go about doing one, I'm lost. Fortunately, my friend and coauthor Kevin Daum was recently invited to appear on the Fox Business Channel to discuss this topic and to disclose some of the tricks of the trade. 

Emerging industries are the Wild West of the 21st Century, and nowhere are things wilder than in the emerging private space enterprise industry. Driven by entrepreneurs, many of whom put their own wealth from successful Internet ventures into their new space companies, it's the natural venue for the search for opportunity where no one has gone before.  In this case, the opportunity is to make space transportation better, faster, and cheaper; and at least one famous entrepreneur, Elon Musk, secured a big win with the successful launch of Falcon 9 last Friday.  

I just read an article in the local newspaper about a pair of entrepreneurs who have tried just about everything they could think of to fund their young business: Fiji Yogurt, a frozen yogurt franchise with four company-owned stores and one new franchisee. While the traditional sources of capital were tried -- and offered limited results -- twin brothers Cory and Kyle Miholich stumbled on a non-traditional source of funding for their business that was actually pretty effective: The Wheel of Fortune television game show. While the business partners can't yet reveal exactly how much money they made for their business because the show hasn't yet aired, according to Kyle, "We had a chance to win a million dollars, which we blew. Actually, my brother blew it on the first puzzle. But we were able to walk away with a decent chunk of change.”

My friend and coauthor Harvey Seifter -- former executive director of the Orpheus Chamber Orchestra, and expert on business and the arts -- served as guest editor (along with Ted Buswick of BCG) for a special issue of The Journal of Business Strategy. This issue -- titled: Creatively intelligent companies and leaders: Arts-based learning for business -- was just released online. Downloads of individual articles are available free of charge for the moment. Simply click on the article title, then download the document.

 Peter and I have written numerous posts about the benefits of social media to entrepreneurs who want to promote their businesses and get customer feedback and to individuals like consultants and service providers who want to promote their personal brand. But there is a dark side to the social media groundswell and it's found in the increasing rate with which we appear to be losing our privacy.

Most people realize that success as an entrepreneur is at least to some degree linked directly to one's competence. If you possess the skills you need to run and grow your business, then your chances of success are much greater than if you do not possess those skills. There's just one little problem: few people recognize their own incompetence.

My good friend Peter asserts that it's time to get NASA out of the way and hand over the reins of space exploration to private companies like Space X and Virgin Galactic. (See Privatize space now). Speaking as someone who has been involved with the private space or New Space industry for several years and knows a lot of the major players, including those that Peter mentioned, I need to set the record straight. For one thing, private companies like Space X get significant government funding and contracts (the most recent was $1.6 billion from NASA to launch 12 cargo missions) and Virgin Galactic will launch from a taxpayer-funded spaceport in New Mexico. This is hardly getting the government out of the picture.   

I was green with envy when I read Kathy's last post about her visit to the Kennedy Space Center to watch the final launch of  space shuttle Atlantis. As someone who can still clearly remember Apollo 11 astronaut Neil Armstrong make man's first footstep on the Moon, I am extremely proud of our nation's achievements in space. But while I agree that NASA (and the space agency's bevy of government contractors) has accomplished remarkable things, I strongly believe that the time has come for us to turn over the task of manned spaceflight to private industry.

I have just returned from witnessing up close and personal the launch of the final mission of the Shuttle Atlantis at the Kennedy Space Center in Florida. Needless to say, the launch was one of the most amazing sights I have ever seen. The tension leading up to the final ten seconds before launch was palpable as my engineer colleagues from Pratt & Whitney Rocketdyne, which developed and produces the shuttle's main engines, worked through the launch sequence of activities in their minds in solemn tribute to their colleagues in the launch center who were making the vital countdown decisions. When you consider everything that must go right in just the right sequence, it truly is a marvel of engineering and foresight. Those of you who have come to view these shuttle launches as “business as usual” (and that’s most everyone), you might be interested to know that there was a time when no one was convinced the shuttle could ever be developed.  

As you may have noticed by now, the Apple iPad is by most estimates a smash success. Apple sold more than 1 million iPads in its first month on the market, and the sexy gadgets continue to fly out of Apple Stores across the country. And now that Apple has established a beachhead in the marketplace, it appears that consumers are increasingly coming to the realization that they need either an iPad, or something like it. According to a survey conducted by Boston Consulting Group, 50 to 75 percent of consumers worldwide will purchase such a device within the next three years, assuming prices migrate south to the vicinity of  $150 or so. Of course, with the sweet smell of Apple's success hanging over the industry, other companies are getting ready to launch touchscreen tablet computers of their own. Samsung, Hewlett-Packard, Dell, and AsusTek all have units in development and close to market.

 If there is one common theme among all the stories I've heard entrepreneurs tell about their ventures (and my own experiences as well), it's that you have to get the team right or you'll struggle--or worse--fail. I could talk all day about teams but I want to focus on a major issue that leads to big problems: an incomplete or mismatched team DNA.

My friend and colleague Kellie McElhaney recently pointed me to a very interesting website, trendwatching.com. The site keeps track of consumer trends worldwide. I was particularly interested in a recent trend briefing on the role of status in consumer buying decisions, and the top-5 ways that consumers get their status buying fix.

 I'm as bummed as the next business person about the government over regulating the marketplace, mostly because it means higher costs for businesses, which translates to higherprices for customers.  Businesses generally can't survive unless they pass on those higher costs to their customers whether they want to or not.  But, being the glass-half-full kind of person that I am, I believe that every negative situation usually contains the potential for an opportunity that someone will take advantage of, and regulation is no different in that regard. 

Yeah. I know. I used to think that using social media sites such as Twitter, Facebook, and LinkedIn for my business was a waste. Who actually has time to read all those tweets and keep track of everything their Facebook friends have to say? Well, apparently a lot of people do. Social media is finally catching on as a way for businesses to reach current and potential customers, and to build brand loyalty and awareness. And nowhere is it catching on as quickly as with today's fastest-growing companies. According to a study of the usage of social media among Inc. 500 companies, conducted by the Center for Marketing Research at the University of Massachusetts Dartmouth, America's fastest-growing private companies adopt social media marketing initiatives at much higher rates than other companies.

 You've just been hired as a project manager at ABC Start-up, a new media company. Because it's a start-up, you're given a relatively low salary in addition to stock options (the right to purchase stock at an agreed-upon price at some future date) that look promising because the founder says she's expecting to complete an IPO in the next 3 years on a valuation of at least $500 million. That's exciting!   Before you get too excited, however, (Wow, that means my 1% of the company will be worth $5 million in three years and I can retire at the ripe old age of 26), you might want to consider some red flags and a little item called "dilution."

I have a friend, Eric Talner, who a year-and-a-half ago heard the entrepreneurial call. He decided to leave behind a very comfortable career as a school teacher, and start his own bus-transportation business. His business -- Nevertardy Transit -- is off to a strong start. Business has been so good that he was recently able to afford to buy his own bus, after leasing one since Day One. As we chatted yesterday about his business, Eric handed me one of his new business cards. "Wow," I told him, "this looks GREAT!" And his card does look great. He's got a new logo that looks totally pro, and the card is well-designed and distinctive. Then Eric mentioned how the logo and business card came about: he met a student at a local university business school who took on developing his company branding as a project for her MBA degree.

This week I had the pleasure of meeting and talking with Scott Lenet, co-founder and managing partner of DFJFrontier, an early-stage venture capital fund with offices in Los Angeles, Portland OR, Sacramento, and Santa Barbara.  To be quite honest, until now I did not have a very favorable impression of venture capitalists--hence the term vulture capitalist, which is often applied to disparage them.  Venture capital funds are professionally managed investment funds that typically invest in companies at the rapid growth stage or just prior to an IPO (initial public offering) or M&A (merger or acquisition).  If you've ever been in a room with a bunch of venture capitalists, you know that the arrogance is palpable.  And you've no doubt heard the horror stories of the nasty VCs who wanted to steal a company from its hard-working entrepreneur.  In some cases, the stories are true...but not always.

If you happen to have an Apple iPhone, you probably very well know the power of the app -- those little software programs that allow you to do things with your phone that you never imagined you'd ever do with a phone. On my own iPhone, I have apps that let me check my bank accounts (BofA), view weather radars anywhere in the country (Accuweather), track all my airplane flights in real time when I'm traveling (FlightTrack), view and download (or email) any file I choose on my desktop computer -- from anywhere in the world (SugarSync) -- find a taxicab (Taxi Magic), get recommendations for local restaurants (Yelp), book reservations at local restaurants (OpenTable), and much, much more. It's truly amazing what iPhone apps allow you to do, and it's the reason why I'll never switch to another phone -- at least until something better comes along. However, with more than 185,000 different apps currently available -- and more being added each day to Apple's iPhone arsenal -- I personally believe it's going to be a very long time before something better does come along.

After several posts on this issue of employee ownership, I have come to the conclusion that Peter and I don't really disagree on the importance of employees having a vested interest in the companies for which they work - we're just coming at this from two different perspectives. 

We're comparing apples and oranges.

A couple posts ago, I suggested that if you want your employees to act like owners (that is, fully engaged in their work), then you should treat them like owners by giving them real ownership (equity) in your company. Kathy wasn't so sure, suggesting that there are other ways to "share the wealth" without giving actual ownership to employees. I beg to differ.

In his recent post Peter wrote about the benefits of making employees feel like owners by giving them stock so they'll act like owners.  On the surface that seems like a logical way to go but if not considered carefully, your good intentions could become a train wreck of problems.  What do we mean when we say that we want our employees to "think like owners?"  If employees wanted to think like owners, it would seem that they wouldn't have chosen to be employees in the first place but would be out there starting businesses. 

Have you ever wondered why your employees aren't as dedicated as you are or don't treat your business as seriously as you do? In short, why they don't act like owners? If that's the case in your business, chances are it's because you haven't given them opportunities to share real ownership of the business with you.

In a post last week about the potential effect of the new Healthcare bill on small business, I talked about the importance of assessing your business's cash flow position so you can weather the changes that will be coming. Insuring that your business is sufficiently cash flow positive is the first step.  The second step is to make sure that your business remains flexible and ready to change quickly.  That means not taking on non-essential capital expenditures such as a new building,  new equipment, or even extra people for that matter.

On January 5, 2010, I posted about a new opportunity for funding for "pro-social" entrepreneurs and businesspeople: The Pepsi Refresh Project. To refresh your memory, PepsiCo decided to dump its $33-million advertising plan for the 2010 Superbowl, and instead use the money to provide funding grants to U.S.-based individuals, non-profits, and pro-social businesses to make a positive impact in their communities. Each month, Pepsi promised to award up to $1.3 million as follows: 2 Grants at the $250,000 level; 10 Grants at the $50,000 level; 10 Grants at the $25,000 level; and 10 Grants at the $5,000 level. Pepsi planned to accept 1,000 ideas each month, with the public voting on its favorites. At the end of each month, grants would be awarded to the top vote getters, and the process starts fresh for the next month. Now that the program is well underway, and with entrepreneurs looking for any possible funding alternative, I thought the timing would be good for an update.

For most people, March Madness is about basketball, but for entrepreneurs who create inventions that have social impact, March brings "March Madness for the Mind," an inspirational event sponsored by the National Collegiate Inventors and Innovators Alliance (NCIIA).  NCIIA is a non-profit organization that supports technology innovation and entrepreneurship in higher education with the goal of creating experiential learning opportunities for students and ultimately socially beneficial businesses. I just returned from speaking at the 14th Annual Conference, which took place in San Francisco and I was impressed and inspired by the inventions I saw.. 

A couple weeks ago I ran a guest post -- 8 Tips for Finding Angel Investors -- written by Arnie Koss who, with his twin brother Ron, started the country's first organic baby food manufacturer: Earth's Best Baby Food. The post was a big hit on the Internet, being tweeted and re-tweeted to more than 30,000 people in less than a week's time. This time I've got a guest post written by Ron Koss on the topic of How to Overcome Start-Up Fears. This is something that every entrepreneur has gone through at one time or another in their careers, and it can be a serious roadblock to your success. You'll find a lot more great advice to entrepreneurs -- including obtaining start-up and growth funding, and dealing with angel investors -- in his new book: The Earth's Best Story: A Bittersweet Tale of Twin Brothers Who Sparked an Organic Revolution (Chelsea Green Publishing, March 2010).

On Tuesday, Nation's Restaurant News asked its readers to let them know how their restaurants would fare under the new health care reform bill (which is still under revision). It appears that restaurant owners, among other types of small businesses, are feeling a great deal of concern.  "This will close our business.  The downturn in the economy and the escalating cost of labor, food, and fuel has us using our own savings to meet restaurant expenses," claimed one Savannah, GA business owner. 

As you may have noticed, I have been following serial entrepreneur Kevin Daum's quest to attain New York Times bestseller status for his upcoming book Roar! Get Heard in the Sales and Marketing Jungle. The book is a sales book (specifically, a parable) based on the Passover passage about the wise son, the wicked son, the simple son, and the son unable to ask. Coincidentally, Passover starts in a week.

Back in 2005, James Surowiecki wrote a book by the name of The Wisdom of Crowds. The basic thesis of the book was this: "Under the right circumstances, groups are remarkably intelligent, and are often smarter than the smartest people in them." The book went on to become a bestseller, and it spawned a new movement: Crowdsourcing.

Peter and I seem to be on a funding streak lately with our recent posts, probably because so many people are asking for advice on how to fund their businesses in these difficult times. In the past week alone, I've been contacted by four entrepreneurs looking for money from me or my network.  To a person, they all approached the issue in the wrong way.

Continuing with our recent discussions about angel investors and FFF (friends, family, and fools) money, I just heard about an interesting new way to raise funds for new ventures: Kickstarter (www.kickstarter.com). According to the website, Kickstarter is "...a funding platform for artists, designers, filmmakers, musicians, journalists, inventors, and explorers." Kickstarter leverages the power of online crowdsourcing to gather together potential investors for new creative and business ventures. Current projects include someone building a Bussard fusion reactor ($3,099 pledged from 71 backers), a cinematic exploration of Calvin and Hobbes ($21,369 pledged from 302 backers),  a new video game by the name of Glorkian Warrior ($10,417 pledged from 109 backers), and 8-Bit NYC, a map of the city rendered to look like something out of Zelda ($3,374 pledged from 54 backers -- pictured at right).

 I want to follow up Peter's great post about angel investors with my two cents from the perspective of an angel investor.  In addition to all the great advice in that post, it's important to note that angels are generally bypassing companies that don't have customers yet.  They might get involved to mentor the team to prepare them for money, but they won't risk their money in this economy until the business is revenue generating.  

In 1985, brothers Arnie and Ron Koss started the country's first organic baby food manufacturer. The company they started -- Earth's Best Baby Food -- was eventually acquired by H.J. Heinz for $30 million, but not before Arnie was removed as president of the company by the same venture capitalists who provided the funds they needed to survive and grow. The brothers recently wrote a book about their experience: The Earth's Best Story: A Bittersweet Tale of Twin Brothers Who Sparked an Organic Revolution (Chelsea Green Publishing, March 2010). The following guest post -- 8 Tips for Finding Angel Investors -- was written by Arnie Koss, a man who knows a thing or two (or three) about angel investors.

Tuesday I had the pleasure of meeting the producer of the documentary film The Triumph of the Dream, Norman Seeff, a medical doctor turned photographer.  In a a visually intimate and compelling style, Seeff explores the human and emotional side of the Mars Exploration mission during which engineers at Jet Propulsion Laboratory (JPL) successfully landed two Mars Rovers on the surface of the planet. It turns out that the technical achievements of the mission served merely as the context or backdrop for the very real inner journey experienced by the team members as they struggled to overcome the inertia of previous failures with the Mars Polar Lander mission in 2000.

Dick Brass was a vice president at Microsoft from 1997 through 2004. According to Brass, his former employer has fallen far behind the competition when it comes to innovation. Instead of bringing us great new products like Apple's iPhone, Amazon's Kindle, Facebook, or Twitter, the company contents itself producing endless updates of its Windows operating system and Office applications. The result is that the company's dominance is slowly eroding, as it loses market share in Web browsers, high-end laptops, and smartphones. It's Xbox gaming system is no better than any of the other consoles, and its Zune music player can't hold a candle to Apple's iPod.

More than one entrepreneur has looked forward to the day when his or her company might become the dominant player in the industry, the company that everyone wants to emulate.  In the search business that company is clearly Google.  But this week's headlines give you a different picture of what it's like to be number one--as number one you're also the biggest target of expensive, lengthy, and often damaging lawsuits. 

Today I ran across an article by Malcolm Gladwell in the January 18, 2010 New Yorker magazine. The title is "The Sure Thing: How Entrepreneurs Really Succeed." Whether or not you are a fan of Gladwell's work, he definitely has a way with words. He has a real knack for digging up interesting facts and weaving them into compelling stories. The main point of the article was that -- despite the popular myth -- successful entrepreneurs are NOT risk takers. Instead, they constantly strive to take the least risk possible.

Lights! Camera! Action!  "Oops, I didn't know you were actually going to film EVERYTHING."  That's what small business owners are learning as they let TV cameras into their businesses and their lives 24/7.  Most like Duff Goldman who owns Charm City Cakes LLC in Baltimore, which is now featured on the Food Network's "Ace of Cakes, would say that if they had read the fine print in their contracts, they would have probably said no.  "But we learned to deal with it all," claims Goldman in an interview with WSJ journalist Emily Maltby.  His business found that because of the intrusion of the film crew, they were making fewer of the unique cakes for which they're known, which meant less revenue. To make up the loss, Goldman had to develop licensing deals, write books, and do speaking gigs.  He did receive money for doing the show, but it wasn't enough to make you do the show for the money.

As I was flying to New England today to meet with a new client, I was reminded of the power of the personal touch. Email, text messages, and even phone calls all help make businesspeople more efficient and effective. However, business is all about relationships, and the best way to build strong and lasting relationships is through face-to-face meetings.

Just three years ago, I had the pleasure of meeting one of the smartest and most interesting people on the planet--Nathan Myhrvold, Microsoft's former chief technology officer and director of research.He's unassuming and approachable with a quiet confidence that hides the fact that he is a very wealthy man.  In 1999 when he left Microsoft, he was on the Forbes list of the 400 richest Americans.  He could have simply retired, enjoying his wealth; but having money is not that important to Nathan--in fact, he's notoriously frugal.  Money's only value lies in what he can do with it to solve some of the world's biggest problems.

As you may have noticed, I have posted a few times over the past year about the coming Green revolution in business. It's already well underway, and businesses of all shapes and sizes are getting on the bandwagon. Why? Because (1) customers increasingly want to buy Green products from companies that care about making the world a better place in which to live, and (2) companies are increasingly realizing that being Green can help attract quality employees, save money, and improve the bottom line.

 Unless you've been hibernating in a cave in Alaska, you've heard a number of people talking about tort reform when it comes to reducing the costs of health care.  But I wonder if you are aware that as an entrepreneur you can be held liable for the tort of negligent hiring, which essentially means that you hired the wrong person for the job or didn't use a duty of care in selecting that person.  Well, guess what--you and lots of other entrepreneurs are at risk.

It's no secret that some of today's largest and most successful businesses started out of small businesses, often in someone's home. In 1950, for example, Ewing Marion Kauffman started pharmaceutical maker Marion Laboratories in his basement with an investment of $5,000. In 1989, 39% of the company was sold to Merrill Dow Pharmaceuticals for $2.2 billion. And both Hewlett-Packard and Apple Computer started in garages -- the former in a Palo Alto, California garage rented by Bill Hewlett and David Packard, and the latter in Steve Jobs' parents' suburban Los Altos, California garage.

Small business owners are some of the brightest and hardest working people on the planet.  They have to be because they now find themselves competing in a global environment for customers, employees, suppliers, and distributors.  And their competitors are coming from places they had never even heard of.  It's not your grandma's small business anymore.  So are SB owners going to rush out to grab up the announced government subsized loans through the SBA?  I'm not so sure

As I mentioned in my January 27, 2010 post, it was looking increasingly likely that President Obama would soon announce help for America's small businesses. That day has finally come. According to a White House press release, Obama will today announce a new Small Business Lending Fund, funded to the tune of $30 billion redirected from TARP. Interested? Check out the press release, then drop by your banker's office and get in line. I suspect this will be a VERY popular program.

You would have to be in a cave for the last couple of months not to know that Toyota has got some very big problems right now. First there was the recall of 4.2 million Toyota and Lexus cars late last year to deal with faulty floormats, spurred by the horrific crash of a California Highway Patrol officer and his family in San Diego in August 2009. Then there was the announcement last week that the company would recall 2.3 million more vehicles to replace accelerator pedals that could become stuck. Toyota considers the latter problem to be so serious that it has done something that I believe is unprecedented in the modern history of auto manufacturing. The company has halted production and sales of eight different models of its cars until it can work with its American parts producer to come up with a solution and then get new parts to its factories and dealers. This understandably has caused problems for dealers who have been barred from selling these cars, including Toyota'spopular Rav4, Corolla, Matrix, Avalon, Camry, Highlander, Tundra, and Sequoia models.

Apple just announced its long-awaited tablet device and they've dubbed it the iPad. Upon hearing this,  I immediately tweaked a number of my female friends to see if they were laughing as hard as I was.  They were.  I guess Jobs thought it was time to bring feminine products into the digital age. 

It looks like President Barack Obama will announce in his upcoming State of the Union address tonight that he made some mistakes during his first year in office. It is anticipated that among these mistakes will be the admission that not enough focus has been placed on getting the economy back on track. I suspect this new focus on the economy will be officially rolled out tonight. Because small businesses are considered to be a key engine of economic growth in this country (as well as the source of our greatest technological innovations), expect to see an emphasis tonight on programs that will reinvigorate small business. This could potentially be accomplished through a variety of means, including tax breaks, unemployment tax holidays, incentives for hiring new employees, improved access to capital, and much more. So, if you've got a small business here in the United States, tonight just might be your night.

When you work with someone for a long time, you begin to get in synch on things you're thinking about.  Don't know how that happens, but once again Peter has posted a topic that I've been thinking about recently.  In his recent post A great big leap of fath, he talks about the importance of not losing your belief in what you're doing when you start to hit the obstacles that are sure to block your path.  One of the biggest obstacles I see in people who have decided on a quest to achieve something big like The New York Times bestseller list is the problem of getting traction.

As you may recall from a previous post or two, my serial entrepreneur friend and colleague Kevin Daum is on a quest to turn his next book -- Roar! Get Heard in the Sales and Marketing Jungle -- into a New York Times bestseller. To help keep him motivated, he has gone so far as to tattoo "New York Times Best Seller" on his chest -- backwards, of course, so he can read it in the mirror when he shaves each morning. Kevin is clearly enthusiastic about achieving his goal -- just as he is whenever he dives into some new entrepreneurial venture -- and he's pulling out all the stops to publicize his quest (which he has dubbed the Quest for the Jewish Superbowl Ring). However, based on his most recent blog post, its seems he has come down with a common entrepreneurial affliction: the in-between flu.

I had to laugh when I read Peter's post Free is the New Black because I had just decided to cancel my online subscription to The Wall Street Journal (for which I was paying $155 dollars a year - up from $99 in the past two years alone).  It seems that everything I wanted to read in the WSJ was already available to me for free on the site.  Sure, WSJ probably won't let me search its archives once I'm not a member but there are other ways to find that information if I really need it. 

Today I fired up the Wall Street Journal app on my iPhone and was greeted with the following message: "Your trial period to subscriber access ends next week." You see, I have enjoyed reading the WSJ on my iPhone for free ever since I downloaded the app nine months ago. Unfortunately, that little pleasure will soon end, as Rupert Murdoch and News Corporation have decided that their bottom line needs a boost. However, I am not willing to pony up $50 a yearfor the privilege of reading this particular newspaper on my phone, so they will not be getting a boost from me anytime soon.

Wow!  This time I really have to disagree with Peter in hisrecent post where he asserted that if Google leaves China it will be to protect its shareholders and the integrity of its data, not because of principles and business ethics.  Protecting your online business from hackers is something that every business must do no matter where in the world they operate.  China does not have a monopoly on hackers.  But, Google's mission is to make the world's information "universally accessible and useful," and its corporate motto is "Don't be evil."  That goes to the heart of the problem in China.

While I too hope that Google stands firmly on its principles (see Kathy's 1/13/10 post: Google and China: a study in integrity and business ethics), I'm not so sure that Google's threatened pull out from China has much to doat all about ethics or about standing on principles. Actually, I think it IS all about protecting their shareholders' investments in the company.

I don't know about you, but I am watching closely to see how Google ultimately deals with the recent problem it's had in China.  You would have to be in a coma not to have seen the news about what Google founders Larry Page and Sergey Brin have called a "highly sophisticated and targeted attack on our corporate infrastructure originating from China that resulted in the theft of intellectual property."  They are now looking at potentially leaving China because they no longer want to remain silent about these attacks and they no longer want to censor their search engine in China, something that has been required of them since 2006

As Kathy pointed out in her post a couple of weeks ago, if you're involved in starting or running a business, then you'd better prepare for a bumpy ride in the new decade. In times like these, your business needs to stand out from the pack even more than when business is booming. If it doesn't, then you may have a tough time attracting the attention (and dollars) of your prospective -- and even your current -- clients and customers.

Have you been noticing that your customers have been delaying their payments to you?  Not surprising in these times that customers want to preserve their free cash--the cash that is available to operate and grow the business.  This practice may be great for your customers (you may be doing this yourself to your customers), but it can wreak havoc with your company if you're not careful. If you have a business that depends on active cash management (and what business doesn't), you need to monitor your daily cash flow

What if a large American business -- a VERY large American business -- decided to dump its $33-million advertising plan for the 2010 Superbowl, and instead put the money to work for a more useful purpose? And what if YOU -- could win a piece of this pie?

In my previous post just before the New Year, I talked about the fact that we should strap ourselves in for some interesting times and that it's better to be proactive about change rather than reactive.  In the 2008 election, about 52% of the country voted for change.  They were expecting change, and change is what they got (one could argue whether it was the change they wanted, but I digress).  The point is that it's an established fact that our minds tend to give us what we expect. if not always in the exact form we want.

When Kathy and I decided to create this blog, we made a conscious decision to avoid giving employee-management advice that you our readers could find on other blogs and websites, or in our many books. So you won't find a list of the top-5 ways to reward your employees here, nor an essay on how to get your employees engaged in their jobs, nor 10 steps to creating a happy work environment. Instead, we decided to focus on giving you our own unique findings on the best ways to start and grow a GREAT business.

Those of us involved in starting and running businesses (and that's millions of us) could describe the first decade of the New Millennium as a wild ride to say the least.  I won't reiterate here all the events we know so well that affected businesses large and small (every journalist and blogger will be doing that over the next couple days).  What I will say is that if the first decade is any indicator of what life will be like going forward, everyone should consider putting on their entrepreneur hats and tying them tight because it's going to be a bumpy ride.

Okay. Let's say you're an entrepreneur who's looking for the NEXT BIG THING -- where will you focus your time, money, and energy? Consider following the lead of Chinese business, which is going green in a very big way. You see, regardless of whether or not you believe in global warming -- much less the reasons that it may or may not actually exist -- Chinese entrepreneurs have seen the future of business, and it's a very green future indeed.

Even though the U.S. Senate is determined to give us all a present on Chirstmas Eve that we'll definitely want to exchange or regift to someone we don't like, I have to say that this is one of the best times of the year. People are out and about--they may not be buying as much this year, but they look happy and less frightened abut the future than they did last Christmas season.  Optimism is a good thing.  Entrepreneurs tend to be optimists who look for opportunities in situations that other less creative types might find daunting.  The cup is always half full, I say..

DARPA -- the Defense Advanced Research Projects Agency -- is well known for its technology innovations. Founded in 1958 as America’s response to the Soviet Union’s launching of the Sputnik satellite, DARPA invented the Internet (no, it wasn't Al Gore), the stealth technology used in fighter aircraft, high-energy laser technology for space-based missile defense, and much, much more. DARPA’s mission is to maintain the technological superiority of the U.S. military and prevent technological surprise from harming our national security by sponsoring revolutionary, high-payoff research bridging the gap between fundamental discoveries and their military use.

Small businesses need to manage their cash flow, and in times likes these, that's not so easy.  If their customers fail to pay on time (or at all), they're left having to find a way to pay their employees and purchase their inventory until the cash comes in.  Since for now banks are not cooperating with small business loans, many owners have resorted to business credit cards to carry them over the rough times.  That's fine if things go smoothly, but beware--business credit cards are not as friendly as they used to be. 

Tiger Woods' recent personal difficulties point out the problem when companies tie themselves closely to a celebrity endorser. What happens when that person -- who is, after all, just a person and not perfect -- does wrong, and tarnishes your brand in the process? In the case of Tiger Woods, Accenture has quickly dropped him (he's "no longer the right representative" after the "circumstances of the last two weeks."), Gatorade has dropped its Tiger Focus brand beverage, and Gillette is phasing him out. You've got to imagine that most of his other sponsors are giving the idea of dropping him serious consideration.

The big buzz in the start-up world is mobile communication, whether it's to find things, opt in to special deals from marketers, or conduct your buy/sell transactions from your iPhone.  In the last few months alone I have seen a number of these businesses--it's the wild West out there--but the jury is still out on which ones will stick and which will simply disappear. With a global mobile payments market expected to reach nearly 2 Trillion in the next decade, it's no wonder that entrepreneurs and investors are scrambling to find the platform that will become the standard.

The past three days have been very interesting ones for yours truly. My latest book -- Writing Fiction For Dummies -- was just released, and my coauthor Randy Ingermanson and I are wrapping up a three-day book rush, hoping to drive initial sales of the book. While we're still tabulating the results, early indications are that our efforts paid off in a very big way. As I write this, our book is ranked #368 on Amazon.com -- that is, Writing Fiction For Dummies is the 368th best-selling book on Amazon.com. Not bad out of millions of books available on the Amazon website.

Friday night I was having dinner at a wonderful restaurant in downtown Los Angeles.  It's called Provecho , a modern, upscale Mexican experience, and it was started by a former graduate student of mine and her chef husband.  Now you would think that downtown Los Angeles would be hopping on a Friday night, but no.  You could find more people at upscale restaurants in Sioux Falls, South Dakota on any night of the week than you'll find at the terrific restaurants in downtown Los Angeles. 

Last month Kathy posted on the topic of where to start your business, citing a recent Fortune Small Business and Kauffman Foundation report titled "Best Places to Launch." While Kathy (and Fortune and Kauffman) certainly have a point -- that some areas of the country may be better than others to start and grow a business -- I think there's more to it than that.

I was so distressed when I read Peter's recent post about Kiva.org (A little less love for Kiva.org) because I am a lender and I've given Kiva gift certificates to people to get them involved in helping others start or run their small businesses.  Peter wrote about how big business Kiva has become and how the very thing that drew most people to them (one-to-one lending) is the very thing they tinkered with to the dismay of many of their most loyal customers. The precarious position that Kiva has put itself in reminds me of how often some entrepreneurs foresake the core values that were the very reason for starting the business in order to grow and make more money.

Way back in April 2009, I wrote a glowing post about my love affair with Kiva.org, the online microlending website. The idea is a great one: connect everyday people with entrepreneurs around the world who need small loans to start or grow their businesses. Go to the website, find an entrepreneur you want to loan $25 to, click and pay, and your money is winging its way into the pocket of your "adopted" small businessperson.

In my last post I asked if you were ready for investor money.  I'm sure some of you said, "Absolutely! Bring it on!"  However, if you honestly answered the questions in that post, you know that taking other people's money is serious business.  And it also doesn't happen overnight.  So how do you find investors who might want to help you out?  It starts with some detective work on your part to learn where investors congregate.  This is important because investors aren't always easy to spot--they don't exactly put a sign on themselves so entrepreneurs can find them.  In fact, it's quite the opposite; they usually rely on their own network to supply them with leads on potential new business investments. 

The golden Cinderella carriage that is the federal Troubled Asset Relief Program -- TARP, for short -- will in just a month-and-a-half's time become a pumpkin when legislation that authorized the Department of Treasury to buy or insure up to $700 of "troubled assets" expires on December 31, 2009. The funny thing is that, as of October 1, 2009, more than $317 billion of the $700 billion remained unspent. Why? The exact reasons are fuzzy, but maybe there just aren't that many more troubled assets for Treasury to buy up or insure.

At least two to three times a week I hear from an entrepreneur seeking money to start or grow their business. Usually they need the money yesterday.  Sometimes the request comes from people I know, but, more often than not, I've never heard of the person or they've found me through six degrees of separation on Linked In.  Believe me, cold calling people who know nothing about you or your business is not an effective strategy for raising money.  How to search for money will be the subject of my next post, but today I want to focus on whether you're even ready for investor money.

A couple days ago, the coauthor of my upcoming book Writing Fiction For Dummies -- Randy Ingermanson -- and I had a conference call with the marketing folks at our publisher, John Wiley & Sons. It was clear to all of us that the old ways of marketing books are mostly broken -- it no longer makes sense to send out 1,000 copies of a press release or 100 review copies of your new book and hope that the media picks up on your message. Ninety-nine percent of the time, they won't. What does make sense today is connecting one-on-one with people using Facebook and other social networking websites.

You know the old saying about the three most important factors in real estate--"location, location, location."   Could the same be said for where you start your business?  Fortune Small Business and the Kauffman Foundation certainly think so.  This month they once again brought out their "Best Places to Launch" report and the findings just might surprise you.  It did me because California, where Peter and I are, is nowhere to be found on any of the lists that include the top 50 cities in small, medium, and large categores. 

Contrary to the popular idea of entrepreneurs as lone wolves, following their own unique vision of what a business can be, many entrepreneurs actually work with a variety of partners or a management team to start up and grow their businesses. In many cases, the entrepreneur takes the time to carefully spell out the relationships between partners -- who does what, who owns what, and what happens if the partnership breaks up. In some cases, however, these relationships are never formally spelled out. This is a recipe for entrepreneurial disaster, not entrepreneurial bliss.

If you're one of the thousands of potential entrepreneurs who want to make their mark on the Internet, you need to understand where things are going and there's no place better to do that than at the annual Web 2.0 Summit, which took place last week in San Francisco.  Unless, like my grad students last night, you get the chance to have a conversation with CEO/founder Richard Rosenblatt of Demand Media, arguably the person who knows more about how to deliver unique content to users in a way that is meaningful to them than almost anyone today.  That's because his company in just 3 short years has not only become the leading producer of unique content on the Web through its network of freelance creators, it is also the undisputed leader in distributed social media, powering the conversations of 3 billion users on sites such as USA Today, Fox News, and CNN.

The basics of customer service are actually not all that difficult. So, why then is it that so many companies are lacking in good customer service?

Who would have ever thought that you could base an entire business on Twitter, but as Peter's prodigious post  pointed out (don't you just love alliteration), anything is possible in the world of social media.  I don't want to throw water on that notion, but I do want to caution that there is a dark side to Twitter that you should be aware of if you're going to do business on it.  For one thing, it can quickly become a viral nightmare of negative press if you don't nip it in the bud. 

It's no secret that social networking websites and media -- Facebook, Twitter, LinkedIn, etc. -- are all the rage today. People are making connections with one another in ways that were unimaginable just a few short years ago. However, some people are going beyond updating their friends on what they had for dinner or their big plans for the weekend. They are using social networks to start new businesses. Rodney Rumford and his business partner Sean Callahan -- cofounders of TweetPhoto -- are two such people.

In the category of "you can't make this stuff up," Peter and I are collaborating on this post to tell you about a proposed mandate by your friends at the California Air Resources Board (also appropriately known as CARB), California's equivalent of the Environmental Protection Agency.  The new mandate will have enormous unintended consequences for businesses large and small.  On the heels of their recent losing effort to ban black cars because they absorb more heat causing their owners to use more air conditioning, CARB has come up with yet another ridiculous regulation to supposedly save energy.  This time they're proposing mandating that automakers install metallic reflective glazing on all new vehicles weighting under 10,000 pounds and sold in California beginning in 2012. . 

If you've got a small-ish business and you're looking for financing, you know that there are plenty of challenges. One of these challenges is the fact that many banks are still holding back on making loans at all. Another challenge is that companies are bumping up against the SBA (Small Business Administration) loan limits. Fortunately, progress is being made in Congress to help in both these areas.

This post is coming to you from midtown Manhattan--the Waldorf Astoria to be exact.  As I'm sitting in the lobby taking advantage of the free Internet and doing some people watching, you would never believe we are in a down economy.  The place is hopping with business people, all on what seem to be important missions--at least they act like they're important.  Of course, part of the explanation for the activity is that many of the investment banking firms moved to midtown from the financial district after September 11 and the Waldorf seems to be at the center of things.  Even our President thinks there is money here because he came to Manhattan for two Democrate Party fundraisers last night.   

A few years back, I helped write a book by the name of Lessons from the Edge: Survival Skills for Starting and Growing a Company, by Jana Matthews and Jeff Dennis. In this book, more than 50 entrepreneurs and business owners offered some very candid stories and insights into how they got their businesses off the ground, survived some calamitous business event, and then picked themselves up and rebuilt their lives -- and often their businesses. As it turned out, partnerships with other people -- good and bad -- had a very high impact on the success (or ultimate failure) of many of these businesses.

Online social networks are all the rage today. From Facebook to LinkedIn to MySpace to Twitter -- and countless other sites with a social networking hook -- more and more people are meeting their friends and family at these websites. And, not surprisingly, so too are the many businesses who hope to reach these people through targeted advertising. Perhaps YOUR business.

A recent Wall Street Journal headline asserted, "Videogame firms make a play for women."  It seems that videogame publishers are racing to launch games geared to both young and older women by the holiday shopping season.  Well, what took them so long?  Women aren't exactly a niche market; in fact, they now constitute more than 51 percent of the population--they ARE the mass market.

When a business is really starting to take off, there are any number of potential obstacles blocking the way to success. As employees are hired, the money begins to come in, and things really start humming, it's easy to think that everything you touch will turn to gold. This is, of course, rarely the case. In reality, it's at just this critical point in the growth of your company that you've got to remain disciplined in your goals, and not overreach. This a lesson that Ken Wolf learned the hard way.

It's not often that I disagree with Peter, and actually I'm not really disagreeing with Peter.  I'm disagreeing with one of the entrepreneurs he cited in his most recent post.  The entrepreneur, Justin Kan of Justin TV, claimed that "90 percent of start-ups fail because the founders get bored, discouraged, or something else, and they move on to other things, not because of some catastrophe."  Well, I don't know where he got his statistics but let me give you the top five reasons new businesses fail.

The INC. magazine website recently ran a feature by the title Start-up Secrets: Tips from America's Coolest Young Entrepreneurs. Tips include such things as Stick with It ("Start-ups don't die, they commit suicide. In other words, 90 percent of start-ups fail because the founders get bored, discouraged, or something else, and they move on to other things, not because of some catastrophe. No matter how dark it is today, things will always better tomorrow." -- Justin Kan, Justin.TV), Exceed Expectations ("We knew we only had one shot at this, so there was nothing throughout our start-up that we didn't purposely over-deliver on -- from the way we pitched our distributors and investors to the way we rolled out in the market. If you always over-deliver, it is going to draw attention and you will likely be successful." -- Jeff Avallon, IdeaPaint), and Do Your Homework ("Be really clear about the assumptions you're making about the business you're going into, and check those assumptions as quickly as you can -- whether it's building a prototype and testing it with people, or just talking to other people in the industry." -- Can Sar, Apture). Check out the feature to view all the tips.

In the past week I have been frustrated by entrepreneur wannabes who are enjoying the planning phase just a little bit too much.  They figure that they can feel like they're real entrepreneurs by simply talking about their yet-to-be business without ever actually getting down to starting the business and making it real.  In fact, I know at least several of these wannabes who have been talking about their business for at least two years with nothing to show for it except a business plan.   Some of them have entered (and in some cases won) one or more of the ubiquitous business plan competitions that seem to be a mainstay of every university or college on the planet.  Still, they don't have a business.

Given the choice, most entrepreneurs would prefer their businesses to grow -- not get stuck on a plateau or, heaven forbid, shrink. But there are times when growth isn't good, and as an entrepreneur, you need to know when to grow -- and when to lay low.

I wonder how many entrepreneurs really think about all the possible markets for their products and services and devise a roadmap for rolling them out over a period of years.  I suspect very few.  Why? because,  to use a quaint phrase, too many entrepreneurs start businesses that are one-trick ponies.  They have nowhere to go from where they started. 

My friend Kevin Daum is the archetypical entrepreneur -- he's always on the lookout for opportunities, he loves starting new businesses, and he is eternally optimistic. A few weeks he sold a business book to publisher John Wiley & Sons: Roar! Get Heard in the Sales and Marketing Jungle. Kevin doesn't want to sell just a few hundred or even a few thousand copies of Roar!, he is 110% committed to turning it into a New York Times best seller.

I hate to say this, but Google has made us all a bit lazy--not to mention fatter from sitting for hours in front of our computer screens.  It's just too easy to search for what we want without moving more than our fingertips, but that deeply ingrained habit has negative ramifications for what we do as entrepreneurs.  There is no substitute for getting out of the office and talking face to face with customers, suppliers, distributors, and anyone else who affects the success of your business. 

More than a few successful entrepreneurs have almost lost everything they worked so hard to create when they let their success go to their heads. Success is certainly a satisfying feeling -- and great success perhaps even more so. However, when we become blinded by our success, problems are sure to follow. Such was the case with Parvinder Singh, managing director of Valley Holdings Pte. Ltd. -- a restaurant developer in Singapore.

I teach a course in entrepreneurship for engineers at the University of Southern California, so I'm used to having to persuade budding entrepreneurs whose lives have focused on technology  that it's not about the technology when you're designing a new business venture.  It's always about people, their needs and how you deal with them.  It wasn't surprising then when USC alum and successful entrepreneur Shannon Blake Gans came to class this week to talk about her company and the lessons she's learned that students figured she would focus on what her company does.  After all, it is a pretty sexy company in the film industry, but they quickly found out that although the technology is important, it's probably not the critical success factor for the business. 

Although I'm not yet sure how deep and strong its roots are, there is a move afoot in this country to transition to a new, more-sustainable model of business. Business experts Paul and Sarah Edwards have encapsulated this movement in something they call the Elm Street Economy. According to Paul and Sarah, the Elm Street Economy provides jobs that last, services one can depend on, and a secure future in a strong community and a healthy environment ... where people come first. I personally believe that this trend towards a local focus on doing business (and away from national chains, franchises, and big-box stores) is gaining in momentum. It is therefore something every entrepreneur needs to consider when making plans for the future.

Remember Famous Amos the cookie guy?  He's known for the now way-overused phrase "when life hands you lemons, make lemonade."  It's his mantra for entrepreneurs to take charge of their lives when things get tough.  Well, if you plan to cater to the luxury market with your new business, you may have bought a lemon and will have to figure out how to make lemonade in this weak economy.

As a business writer AND an entrepreneur, I love to read the latest statistics on business and economic trends. As such, one of my favorite online hangouts is Discover Small Business Watch. Each month the Discover number crunchers do a survey of small business owners, and the results are often quite illuminating.

I was browsing the business news earlier today and noticed an ominous headline: Walmart's Project Impact: A Move to Crush Competition. With my curiosity piqued, I decided I needed to learn more about Project Impact.

I've said it before and I'll say it again.  The surest path to a healthy economy is through innovation and entrepreneurship.  Apparently Sramana Mitra, technology entrepreneur and columnist for Forbes, agrees with me.  In her latest book, Bootstrapping: Weapon of Mass Reconstruction, which, by the way, is self-published, she showcases 12 successful entrepreneurs who made it to the top by bootstrapping at the start.

Few of us give much thought to exactly how we go about making decisions. While we know that some decisions are more important than others -- and we therefore put more time into gathering and considering as much information as possible before making the decision -- it's the rare businessperson who actually routinely applies any sort of formalized decision-making process. This is a mistake. Why? Because there's a right way and a wrong way to make decisions.

We all love a good story--a great plot, compelling characters, a challenge that the protagonist has to overcome, and an ending that makes us feel satisfied.  Stories serve many purposes--to explain, to entertain, to inspire--but for entrepreneurs stories help to craft an identity that gives the new venture legitimacy in the eyes of investors, competitors, partners, and customers.  What I mean by this is that for entrepreneurs to secure the resources they need to launch and successfully operate their businesses, they have to be viewed as legitimate members of the business community and that doesn't happen easily. 

Kathy's recent post on Connection Fatigue reminded me that I'M getting tired of Twitter, and weary of Facebook. Apparently I'm not alone. According to a recent article in the New York Times, the number of people leaving one or both sites behind is gradually increasing.

Are you suffering from Facebook Fatigue?  Are your friends annoying you with trivial tweets about what they're eating? Do you really want to join and socialize on Wal-Mart's facebook page or learn what your Congressperson is doing at any point of the day or night through his or her attempts to act like the average joe? Who has the time for all this connecting in cyberspace

As often happens when the economy goes sour and unemployment is on the rise, many people get serious about putting their back-burner dreams of starting a business into motion. It's no surprise, therefore, that the number of articles in the press about this latest wave of "accidental" entrepreneurs is on the rise.

One of the hot topics in business today is executive or management compensation.  With Congress firmly convinced that businesses and their shareholders can't make wise decisions about how to compensate their people, a number of compensation reforms are being floated that have a common theme--government telling businesses how and when to compensate their employees. 

Some years ago, I cowrote (with venture capital expert Joe Bartlett) the book Raising Capital For Dummies. Although entrepreneurs often raise money to start up their new ventures -- or grow their current ventures -- from a variety of outside sources (angel investors, friends and family, private equity offerings, commercial banks, venture capital firms, and more), about 20 percent turn to a readily available source of cash: themselves.

Peter reported on a very upbeat VC study in his his last post.  I'm not disagreeing with the study, but I'm not sure I'm ready to declare anything close to robust investment activity.  The reason I'm skeptical is that the most recent MoneyTree Report from PricewaterhouseCoopers LLP and the National Venture Capital Association (July 21, 2009) is claiming that although there's an "overall increase in investment levels...," the number of deals has remained flat at 1996/1997 levels. 

According to a recent article in the New York Times, a survey by the Graziadio School of Business and Management at Pepperdine University shows that venture capital firms are alive and well -- and investing in all sorts of enterprises. Last spring, researchers at the Graziado School surveyed 185 venture firms. Of these 185 firms, 46 percent said they planned to make at least two investments over the next 12 months within their current fund, and 54 percent said they planned to make three or more investments. As the pictured graph shows, the majority of VC investments are made in technology firms, with software, medical devices, and biotech leading the way. Financial services and consumer products companies are also-rans when it comes to attracting VC investments.

Unfortunately, I believe Kathy was correct in her assessment a few days ago that innovation is moving out of the United States,. The first I recall hearing warnings about the coming Great American Brain Drain was in an article by David Gergen, published two years ago in U.S. News and World Report. In this article -- entitled Great to Good? -- Gergen reports that "In 1970, U.S. students represented 30 percent of all university enrollments worldwide; by 2000, that had dropped to just 14 percent. The U.S. share of Ph.D.'s around the world is also plummeting, from about 50 percent in the early 1970s to a projected level of 15 percent in 2010. By a separate estimate, within just five years, Asia will have produced 90 percent of the world's scientists. Never before has there been such an explosion in the world's knowledge workers." The bad news is that the vast majority of this explosion in the world's knowledge workers is occurring outside of our borders.

I don't know about you but I am scrambling to understand all the acronyms that have been popping up in text messages lately.  Apparently I'm not the only one who can't tell whether I should be concerned about whether NSFW is a good thing or a bad thing. 

For years people have moaned and groaned about the outsourcing of U.S. manufacturing capability to other countries, namely countries where the cost of labor is substantially cheaper.  Whether or not outsourcing is a good thing is really a moot point because it's now a fact of life.  I'm afraid that it won't be too long before we say the same thing about innovation.  The fact is that an amazing number of corporate research laboratories are being opened in China.

I've been wondering for a while if jumping onto the latest and greatest social networking phenomenon -- Twitter -- makes sense for someone who runs a business. I've been on Twitter for the last six months or so, and havemanaged to accumulate 172 followers. This is just a small splash considering it's not uncommon for celebrities to rack up thousands of followers -- each one presumably hanging on their hero's every tweet. If you listen to Internet pundits such as Guy Kawasaki, Twitter is a key marketing tool for any businessperson. However, just because you have followers doesn't mean that everyone (or even anyone) is listening.

I was recently discussing with a friend the difference between creativity and innovation, and how people tend to confuse and conflate the two. In business, while creativity -- coming up with new ideas and new ways of looking at the world -- is a nice thing to have in any organization, unless you are creating ideas that can be put to use (innovations), then it is of little real use. Innovations flow directly to the bottom line, while creativity tends to float somewhere high above.

I just returned from Sioux Falls, South Dakota where the non-profit institute that I co-founded with Tim Stearns has been running a Technology Accelerator Program over the past 8 weeks.  The goal is to get 7 new technology companies through the last mile of development and launched. This week we held a deal -dating event where the entrepreneurs pitched their businesses to a series of investors. 

Despite my concern that I might end up feeling like a big sardine jammed into a little can, I decided to brave the Sunday crowds at Comic-Con. Arriving with my kids in tow at 9:30am -- right as the doors opened to the public -- I was pleasantly surprised to see that the Sunday crowds were much less intense than what I have experienced onother days during previous shows. I suspect the reason was some combination of typical last-day trade show blues, and burnout on the part of the 4-day passholders who decided to sleep in on Sunday and arrive fashionably late.

Starting a business is not for the faint of heart and, unfortunately, many would-be entrepreneurs don't stop to question themselves before they make the leap.  If things go well, the successful entrepreneur will often blindly dive into the next deal feeling like he or she is golden.  That's what one billionaire entrepreneur I know did; in fact, after a huge sale of his very well-known company, he dove into three very diverse high-risk ventures believing that he couldn't lose--he had the Midas touch. 

One of the fringe benefits of being assistant editor of Leader to Leader magazine is that I am usually able to wrangle press passes for some very interesting events. For the past several years, I have used the power of the pen to get a pass into what is possibly the world's largest convention for lovers of pop culture: Comic-Con. Born 40 years ago in San Diego, Comic-Con has steadily grown over the years into a four-day extravaganza that draws lovers of comics (and science fiction, fantasy, superhero, supernatural, and horror films, television shows, blogs, websites, and most any other form of media you could ever imagine) from across the country, and around the world. And while only 300 people attended the very first Comic-Con, last year 126,000 showed up.

Have you recently tried to get a domain name for your new company?  If you haven't, let me fill you in on the facts.  The chances of your getting the name you want is zero and zip.  Sorry, that's the truth. Unless you're going for something a bit nonsensical such as Zooomr, or Oooooc, you going to find a veritable wasteland of possibilities. 

The publishing industry is increasingly becoming a tough place to do business. It's no secret that fewer people are willing to shell out the $20 or $25 it costs to buy a new book (much less the $1.50 it costs to buy a newspaper). And why should they? All they have to do is turn on their computer and fire up their Web browser and they can get the latest news and all the savvy analysis and in-depth articles they want -- for free. While this is a great thing for consumers of information, it's a not-so-great thing for those traditional publishers that are selling fewer books today than they were a few years ago. Many of these smaller publishers are simply closing their doors and going out of business, while the larger ones are feeling the heat -- and responding by drastically cutting costs, laying off staff, and reducing the number of books they publish.

I hear too many people complaining that it's tough to make money with the economy in a deep slump.  Well, some very ingenious people. with what could only be described as wacko ideas, have managed to make money, in some cases A LOT of money.  I guess it's true that there's a sucker born every minute, because whatever you want to sell, there does seem to be someone in the world crazy enough to buy it.  Take a look at some unlikely businesses that have made money for the people who founded them.  Then ask yourself---why didn't I think of that?

In any business, there are times when you'll hit a ceiling -- when growth slows and sales flatten. How do you get jumpstart your engine of growth and get your business moving again?

This afternoon I was monitoring NASA TV for what was to be the launch of the space shuttle Endeavor.  Ultimately, once again, the mission was aborted for weather, but as I listened to the rocess leading up to the scrubbing of the launch, I couldn't help but see the parallels with the kinds of things entrepreneurs go through at the run-up to the launch of their ventures, or the challenges that thwart a company attempting to secure an investment or complete an IPO.  As with a shuttle launch, it's all about timing and polling all the relevant stakeholders for a go/no-go decision before the final committment is made.

Paul Edwards -- my friend and coauthor of Home-Based Business For Dummies with his wife Sarah -- sent me an interesting study published this month by the Kauffman Foundation in Kansas City, Missouri. The study -- titled The Anatomy of an Entrepreneur: Family Background and Motivation -- surveyed 549 company founders in a variety of industries, including services, health care, aerospace and defense, and computer and electronics. And while the results of the study are skewed towards successful entrepreneurs (those entrepreneurs who were at the helm of failed businesses were not a part of this study), they are illuminating nonetheless.

Peter's post on signs of a turnaround was certainly welcome to most of us, but those of us who decided not to participate in the recession in the first place did not wait for recovery signs before starting or growing our businesses. Nevertheless, it seems we may not be in the majority .  Today during an interview, a reporter told me that my view of California's competitiveness going forward and the ability of entrepreneurs to be successful in a down economy was quite contrarian compared to some of the entrepreneurs he had interviewed. 

It seems like every day there is some new bit of news about the economy and its chances for recovery. One day the news is good -- consumer confidence is up, for example -- and the next day the news is bad. However, some economists feel that we are just about to turn a corner and that, although the recovery will take some time, the trend is definitely about to head in the right direction.

This summer I’m working with five new technology companies that are in the process of going from bench to business. What is common with all these entrepreneurs is the belief that once you have a product, all you have to do is find a customer to buy it and you’ve got a business. (Remember I talked about going from idea to prototype in my previous post) Yes, Peter and I are famous for saying that without a customer you don’t have a business, but that’s just a clever saying. It completely overlooks the fact that a business has a lot of moving parts and the entrepreneur, the product, and the customer are just three of them.

A client of mine in Texas recently asked me if I had ever read the book Atlas Shrugged by Ayn Rand, mentioning that it was one of his favorites. I admitted that although an early-'60s, 1,000-page+ paperback edition of the book has graced my bookshelf for as long as I can remember, I had never gotten around to reading it. Then, when a colleague of mine -- Traci Fenton, founder and CEO of WorldBlu -- mentioned to me that she was about to read the book, I knew that my time had finally come. I dusted off that old, yellowed copy of the book and dug in -- reading it in 5 and 10 minute bursts while waiting to pick up my daughter at school each day.

If you saw my previous post, "With Apologies to Mr. Richter," you know that every technology business experiences the valley of death.  But, no matter what type of business you're trying to start, you need to do a proof of concept before you go all out and launch the business and to do that you need a prototype, which is simply a working model of the business--the product or service being offered.  Why? Because you can't get good feedback from customers if you don't have something they can see, touch, and interact with. 

A little over a month ago I posted about the importance of knowing who your customer is. I mentioned that it's not enough, however, to know who your customer is, you must provide products and services that your customer values. This is by far the more difficult task -- it's not always clear what exactly your customer will value. While you might believe that what you are providing has hit the mark, your customer might believe otherwise. And if this is the case, then you've got a problem.

One thing we writers are good at is taking others' concepts, repackaging them, giving them a new name, and then proclaiming a new discovery.  Geoffrey Moore essentially did that when he popularized the work of the Department of Agriculture in Iowa in the 1930s on the technology adoption-diffusion cycle in his very successful book called Crossing the Chasm.  Blue Ocean Strategy, another best-selling business book, gave a new name to an old entrepreneurial strategy--looking for unserved needs in the market.  So, not to be left out of this game, I developed what I call the Allen Technology Richter Scale, with all due apologies to Mr. Richter who helped us measure the intensity of earthquakes.

New entrepreneurs often think that they don't have a chance if they enter a market that has some big-name players in it.  Really, would you want to go head-to-head with Microsoft or GE or Google?  Only if you have a death wish.  But there are ways to enter a market with major players and still be successful.  Why?  Because the big boys (also known as the "incumbents" in research lingo) have some serious things going against them.

My wife and I have been having an ongong discussion about the current national debate on some sort of government-provided universal health care. She comes down firmly on the side of "The current system works so there's no need to fix it." Lately, however, I haven't been so sure that it really works.

I have to admit that I took three days off and did absolutely no work.  I didn't even have access to the Internet or email.  It was fantastic!  I highly recommend it to all you Type A, multi-tasking, think-you're-so-productive type business people who can't be away from your networks.  Trust me, your network will survive.  Yes, you'll return to a full inbox or Tweetdeck, but, frankly, most of it you'll be able to delete without reading (saves lots of time). 

While many in our nation bemoan the loss of manufacturing plants and capacity to lower-cost countries -- the losses of jobs and tax base are understandably traumatic to the affected communities and the people who live within them -- the United States is increasingly depending on innovation to lead the way. We are becoming a nation of knowledge workers -- farming out or outsourcing or licensing cutting-edge technologies to manufacturers overseas. It is important that instead of throwing government money after the rapidly disappearing manufacturing base, and instead to invest it wisely in innovation -- the seeds of our future.

If your sales are declining, it may just be time to give your customers a break.  At least that's what Dana Mattioli contends in her Wall Street Journal artice today. More and more small businesses are figuring out ways to entice customers to buy even in a down economy.

The last thing any businessperson wants to do is tell a customer that there's a problem with their order or project. We all want happy customers, and problems often lead to customers who are something less than happy. I have personally found that there are a few things you can do when there's a problem, and that these things will help keep your customers happy.

When you think of technology businesses, it's not likely that South Dakota is the first place that comes to mind.  After all, for most of you, the entire center of the US is simply "fly-over" country.  But I have had the good fortune to discover untapped opportunity there through the work I've been doing with the institute I co-founded, N2TEC Institute.

Yesterday my wife and I threw a party for my son's "graduation" from fifth grade. Next year he and the rest of his class -- most of whom showed up, with parents and siblings in tow -- will fragment as their paths take them to a variety of different middle schools in the area.After completing my duties on the grill, it was time for me to socialize with the guests. I was talking with one of the moms of one of my son's classmates about just how tough it is getting new business in a crowded field. I told her that I am absolutely convinced (and I am), that if you're really good at what you do -- and if you do what you promise, on time and on budget -- then you'll have more business than you'll know what to do with. And much of this business will come from referrals from happy customers and clients.

I couldn’t let Peter’s post pass (notice the alliteration) without commenting because I’m not sure I agree totally with the premise of the New Yorker article he referred to. I have served as a director of a NYSE company for 9 years and on several private company boards and have talked to many public company directors across the country. We need to be very careful about painting a broad brush when we talk about some of the things the public is unhappy about because of the subprime debacle and the auto industry implosion.   

Okay. I know I was on a major rant a couple of months ago about all the magazines and newspapers I subscribed to, and how I was going to cut back. I did indeed cut back, but there's one magazine I decided to hang on to: The New Yorker. I love how you'll be reading a story about some topic -- say, Edgar Allan Poe, or the Parrot Panic of 1930 -- and just when you think the article is going to end, it goes on for another page, and then another, and another, and another. I find myself learning a LOT about some very interesting topics. Anyway, that was a long way of saying that one article in last week's issue caught my eye -- Board Stiff -- which explores how the nature of corporateboards has changed as people have tried to improve them over the past couple of decades.

I can't let the bankruptcy of General Motors go by without comment. Yesterday was truly a sad day for what was once the largest and most powerful U.S. corporation. According to its bankruptcy filing, the company has assets of $82.3 billion and debts of $172.8 billion. That is a going-out-of-business plan if I've ever seen one. While the company is not going out of business -- yet -- it is embarking on a major cost-cutting campaign. This campaign includes letting go of 25,000 employees, closing 17 factories and parts centers, and getting rid of 2,400 of its 6,000 dealers across the country. GM has been a part of the Dow Jones industrial average since 1925. No longer.

The other day I received an email from someone I've known a long time who is definitely a promoter type - big on hype and talk about how what they're doing is the greatest idea on the planet.  You may know someone like this - they surface every couple years touting the next big thing they're working on.  After a while you think - yada, yada, I hear the talk, but where's the result?

My friend Bob Nelson -- author of 1001 Ways to Reward Employees -- talks a lot about all the different ways to (no big surprise) reward your employees. While rewarding employees is important, there are other people in your life who you should consider rewarding too. At the top of my personal top-10 list would be someone near and dear to my own heart: my clients and customers. And one of the best ways to do that is to turn them into heroes -- in your industry and your community.

I have been an observer of leadership for many years. During this time, I have seen leaders come and I have seen leaders go. Throughout it all, it became clear to me that, given the right environment and attitude, anyone can become a leader. Leadership is not something that only a select few have the smarts, the fortitude, or the genetic code to possess. I have seen—time and time again—examples of regular people who, when confronted with a challenge, took charge of the situation and became extraordinary leaders. Leadership is within each one of us, we just have to find it.

We all talk about friends and family money as an important source of startup capital, but before you grab that cash from mom and dad, you might want to consider why it may not be a good idea.  Here are the top five reasons why you shouldn't take money from relatives.

1. My parents believe in me and want to do this.  Of course, they believe in you - what they believe is that you're a good person so you would do nothing less than take their small investment and turn it into a fortune that will take care of them for the rest of their lives, right?  Remember, to your parents you're always a kid--even if you're 45!  So, if you have their money, they're going to watch it and you like a hawk.  That sounds like fun, doesn't it?
    

Last week I was reminded about the importance of remembering exactly who your customer is. I've had a long-term job where I provide support to a key employee who works for a client of mine. I meet with the key employee for a couple of hours every week, and we work closely together on a variety of projects. While I spend a lot of time with this employee, I only meet with my actual client once every couple of months. The problem was that because I was spending far more time with the key employee, I had forgotten exactly who I was working for. I was serving the employee instead of the client. The result? My client reminded me -- not too subtly -- who was approving my invoices, and who I needed to please.

Although I have a background in music and have done my share of performing (in my previous career), I would never be confused with a hip-hop artist.  But that's OK because if I want to I can become one and actually get my original work showcased on MyCypher.com, all courtesy of entrepreneur Curtis Jewell. 

This past weekend I was chatting with Kathy about this blog, and I was reminded of something that happened a few years ago to an article I was working on for Leader to Leader magazine. One of the things I love about working with the magazine is that I get to meet some very interesting and influential top executives. When it comes to cold-calling a CxO, I'm fearless -- no matter how big the company or how big the name. So I was particularly proud when I cold-called FedEx Express and got president and CEO David Bronczek to agree to do an article with me. For the associate editor of a business magazine, it just doesn't get much better than that. But as I soon was to learn, sometimes it's the small stuff that counts.

I’m in the middle of preparing some materials for a three-day corporate seminar I’m giving in June on innovation and technology commercialization and I’m trying to decide on the key concepts I want to focus on. One of those concepts is definitely the idea that we should worry less about the competition and focus more on how we position ourselves uniquely, so that in the customer’s mind we stand out from the crowd. 

Today Stonyfield Farm -- a subsidiary of Groupe Danone -- is the leading producer of organic yogurt in the world, with more than $300 million in annual sales.However, the path the company traveled to get to this place was frought with uncertainty and near-disaster. Stonyfield Farm -- which originated with an organic farming school in New Hampshire -- opened for business in 1983 with CEO Gary Hirshberg's vision for the future and a $35,000 loan from the Institute for Community Economics. The business started with seven Jersey cows and by the end of the year was steadily producing 150 cases of yogurt a week.

Last fall creative writer Jaime Case found herself out of a job when the Internet start-up she had been working for ran out of cash and shut its doors. Is that a familiar story?  After about three months of searching for a job that would let her use her talents and not finding anything that would pay her enough to keep her in the style to which she had grown accustomed (eating, roof over her head, etc), she decided to take matters into her own hands and begin the life of a freelancer. Today, she has several contracts, is in control of her days, and is finding new ways to leverage her skills. In short, she has become one of the thousands of freelance entrepreneurs who are discovering that while all sorts of jobs are in decline, contract work has actually increased.

A while back I posted about the fact that many of today's top companies were started -- or significantly grown -- during some very difficult economic times.For example, Disney started during the post-war recession of 1923-24, Hewlett-Packard began during the Great Depression, and Microsoft was founded during the oil crisis in the mid-1970s. The point? That just because times are tough doesn't mean that you as a businessperson should run and hide from the multitude of opportunities that await you. A recent article in the New Yorker provides further support to this point of view.

There is a huge cultural change going on all around us--you would have to be in a coma not to see the evidence--and it has ramifications for innovation on a global scale that we don't yet understand.  I'm talking about the cultural shift to short-term thinking and instant gratification.  We see it in every facet of life, from short selling in the stock market, to investors opting out of really early-stage ventures because the time to exit is too long, to students leaving PhD programs in science and engineering for lucrative business jobs right out of college, to communication tools like Twitter.  We want what we want right now--we have no patience for long-term thinking.

I just read an article in the New York Times reporting that the popular Yelp.com website has made a major change to its policies. In case you're not familiar with Yelp, it's a website where anyone can write reviews of restaurants, hotels, grocery stores, dry cleaners, CPAs, fish markets, and most any other kind of business you can imagine. You can even write reviews of local places of interest, such as museums, parks, and beaches. I've been a BIG fan of Yelp for a couple of years now, and I rely heavily on the Yelp app on my iPhone when I'm looking for a great place to eat in an unfamiliar town. What's changing with Yelp's policies is that starting last week, the company now allows businesses to respond to negative comments left about them by reviewers. And believe me, reviewers can sometimes leave comments that are both brutal -- and untrue.

I'm not really a follower of American Idol and it's mean-spirited producer/judge Simon Cowell.  And I've never seen the British counterpart "Britain's Got Talent" until this morning when a colleague sent out a YouTube link that I would like to pass along because it speaks so well to the idea of persistence and to the power of talent to win out in the end. 

Give a man a fish and he will eat for a day.

Teach him how to fish and he will feed every day.

Loan him money for a boat and he will have a fishing business.

                                  -- Olivier Ozoux

Like my blog co-conspirator Kathy Allen, I too am a BIG fan of person-to-person microlending site Kiva.org. Over the past couple of years that I have been a member, I have made nine different loans to entrepreneurs around the world, including men and women in Senegal, Peru, Cambodia, Mexico, Tajikistan, Samoa, and Azerbaijan.I have been paid back in full on five of my loans, and the others are on their way. To date, Kiva has loaned more than $67 million by way of almost 100,000 individual loans. I had the distinct pleasure of interviewing Kiva.org cofounder Matt Flannery (he and his wife Jessica came up with the idea for Kiva.org while they were working in Uganda for the Village Enterprise Fund) for my book Giving Back: Connecting You, Business, and Community. I thought it might be interesting to include here some excerpts from the interview pertaining to Matt's own entrepreneurial journey...

One of the really great things about teaching budding entrepreneurs is that sometimes they come back to tell you how much they've used what they learned or what an impact you had on their lives.  I think that's why a lot of people have found so much joy in teaching.  I don't know about you but the days when someone takes the time to tell me how much they appreciate what I did are the best days of all.  Some of them thank you in a way that just keeps on giving.

I was chatting with a friend last week about a new website she was about to get off the ground. She was particularly excited about the name of the website -- a name that I noticed was VERY close to a concept made popular several years ago in a book by business author Jim Collins. Now, my friend was not familiar with Jim Collins' work, so she had no idea that the name of her website was dangerously close to his concept. And even if she had known, that might not have made a difference anyway, since she was so excited about it. But, as I pointed out to her, if Collins had trademarked the term, then she might not be able to use it.

While few forsaw the depths of the economic crisis that we now face, a few noted authors released books in 2008 that can help provide some much-needed perspective tobusinesspeople looking for solutions today. Here's a list of my current favorites:

The popular reality show Survivor got people talking about tribes and voting people off the island (much like Jim Collin's Good to Great mantra of getting the wrong people off the bus).  But the idea of modern-day people organizing themselves into tribes actually stemmed from the work of British anthropologist Robin Dunbar and was popularized in Malcolm Gladwell's The Tipping Point. 

Although it seems like I spend 99.9 percent of my waking hours in my home office, every once in a while the opportunity presents itself to get out and run some errands. The first thing I do after starting my car is to change the radio station from whatever noise my kids were listening to the last time they were in the car to something that I like.Today I was driving around and I  heard an interesting advertisement. While I don't remember all the details, the main theme was this: The President and Congress have just agreed to the biggest stimulus of the American economy ever, and there are billions and billions of dollars just waiting forsmart businesspeople like you and me to claim. Of course, the ad implies that if you're REALLY  a smart businessperson, you'll waste no time picking up the phone, calling the company, and getting your piece of the stimulus pie.

If you've been hungering for a community of thinkers and doers who can inspire you to be the best you can be, look no further than TED.  TED is not a person; actually, it's an acronym for technology, entertainment, design.   In 1996, Chris Anderson, a magazine publishing entrepreneur,  set up a nonprofit foundation, the Sapling Foundation, to support the mission of TED, which is to give "millions of knowledge seekers around the globe access to the greatest thinkers and teachers." 

There's hardly a more interesting time to be in Washington DC than now (apparently the President didn't agree with me because he was in Burbank yesterday).  No, I did not come to Capitol Hill to beg for a piece of the stimulus pie, although it seems that everyone else has and no one seems to know how we'll pay for the pie.  The cafeteria of the Rayburn Congressional Office Building was jammed with lobbiests plotting and planning how to snag some bucks from the government (that's us). 

Make no mistake about it -- the current economic downdraft is having serious consequences across our nation -- and around the globe -- and there is no end yet in sight. However, it's at times like these -- when everyone seems to be placing their bets on a continued downward slide -- that great companies are built, and that sigificance is found. This fact has been borne out time and time again by many of today’s greatest companies, which either began or grew substantially during recessions and/or depressions.

I would like to claim ownership of the title of this blog, but if I did that I would be plagiarizing the very person who is known for the Character Counts program that educates more than six million kids about the importance of character and integrity, trustworthiness and good citizenship.  That person is Michael Josephson, the entertaining ethicist who is founder of the Michael Josephson Institute of Ethics in Los Angeles where he also hosts a national radio show focused on--what else?--ethics and character. 

There has been much debate over the years as to whether entrepreneurs are born or made. My own personal opinion is that it is a little of both. Some people just naturally take to entrepreneurship -- they see themselves as entrepreneurs, and cannot imagine any other kind of life. Although my business only has two employees, I am an entrepreneur of sorts (perhaps a low-level one) and I will do everything in my power to ensure that I never have to work for someone else ever again. I like being my own boss. To be honest, I work far harder for myself than I ever did for anyone else when I worked a regular job, but I don't mind it a bit.

Well, the Allen-Economy Stimulus Package for entrepreneurs started off with a bang, with Peter giving every individual a million bucks from the government.  Makes sense when you consider that it probably amounts to less than the proposed budget. by a whole lot!  I have no problem with wealth - I just don't think it's the government's job to make us wealthy.  Entrepreneurs are pretty good at doing that themselves, thank you. 

Yesterday my blog-mate Kathy Allen and I were chatting about the current state of the economy, and what we would do about it if we were in charge. While being in charge of cleaning up this economic mess is about the last job I would personally aspire to at the moment, that didn't stop us from coming up with some interesting ideas. This then is the first plank in the Allen-Economy Economic Stimulus Plan of 2009.

I am a huge fan of Warren Buffett's investment philosophy because I think it applies not only to investments in stocks, bonds, and other cash equivalents but to entrepreneurs as well.  Today I was reading Buffett's letter to the shareholders of his enormously successful company Berkshire Hathaway Inc.  Now, believe me, with the exception of a notable few, I don't spend my time reading annual reports because most are pretty boring.  But I always find that I learn something new when I read Buffett's annual letters to the shareholders, and they can be quite entertaining as well. 

Recently Peter posted an interesting piece on Mark Cuban's solution to stimulating the economy.  While I agree in principle that entrepreneurship is the way to make things happen, one could question Cuban's motives in his approach.  Actually last night one of USC's great grad students did question those motives, so I'm sharing his thoughts in my post. 

If you haven't yet seen a copy of the $787 billion economic stimulus package signed recently by President Obama, then you're in for a treat. At more than 1,000 pages, it's not exactly light reading. For busy small business owners, ferreting out programs of particular benefit to them has not been an easy process. But, according to a recent New York Times article, the benefits are definitely there. Here's some of the good news for small businesses:

If you want a push to get that business started and you need a little seed capital, you will find both in an innovative program in South Dakota.  Yes, I did say South Dakota.  I realize that many people don't know that part of the country even exists- those of you who fly from one coast to the other without ever stopping in the middle - but some very entrepreneurial things are going on in the northern plains states.  One of those things is the N2TEC Technology Accelerator program, which is providing $15,000 grants to entrepreneurs to spend 8 weeks in South Dakota and get their businesses ready for launch.

Last week Mark Cuban -- the billionaire entrepreneur and owner of the Dallas Mavericks NBA basketball team -- announced an interesting new approach to stimulating the U.S. economy: an open source funding environment that he would fund with his own money. Says Cuban, "Rather than trying to be a Venture Capitalist, I  was looking for an idea that hopefully could inspire people to create businesses that could quickly become self funding. Businesses that just needed a jump start to get the ball rolling and create jobs. I'm a big believer that entrepreneurs will lead us out of this mess. I just needed a way to help." Here's how it works: Simply post your business plan on Cuban's blog, and he will personally consider it for funding. There is no minimum and no maximum funding limit, and with a couple billion dollars in the bank, Mark can clearly afford some serious funding.

You might think with the economy on the skids, that consumers could care less about buying green products -- regressing to old habits of purchasing those less ecologically fit items that generally cost less (often significantly less) than their green counterparts. If that's what you thought, then you thought wrong.

The more information you have, the easier it is to solve a problem.  Unfortunately, entrepreneurs typically don't have all the information they need to define the problem they're actually trying to solve.  Defining the problem correctly is absolutely essential to coming up with a business opportunity that can succeed in the market. 

I recently met with a very smart former C-level executive who worked in some of the country's largest companies. During the course of our meetings, he gave me a copy of a book that he used to give to all of his managers: Zoom, by Istvan Banyai. The book has been around for a while -- it was originally published in 1998 -- but its message about the power of perspective is timeless. There are no words in the book, just a series of pictures with constantly receding frames of reference.

We all know the news in the United States is nonstop doom and gloom, 24-7. But, despite rumors to the contrary, a significant portion of the rest of the world is not suffering from the same severe economic downdraft as we are. In fact, some parts of the world are prospering.

I can't begin to tell you how many requests I get from people who are looking for someone to write their business plan.  The request usually starts with something like "I've got this fantastic widget I've created that is going to change the world, but I need a business plan so I can pitch to venture capital, and i don't know anything about business." 

I have to say that Peter hit the nail on the head when he decided to take a vacation from the news and everything else that was being pushed at him. One of my dearest friends is a very prolific inventor.  He is Dr. Berok Khoshnevis at the Viterbi School of Engineering at USC.  He has come up with more solutions to more problems than you can imagine and he's done it by spending time alone with his thoughts. 

Is it possible to have too much information? This is a question I've personally been struggling with lately. As a full-time business writer and small business owner, it's my job to be up to date with the goings on in the business marketplace. To do this, I subscribed to the Wall Street Journal, made the New York Times my homepage on my web browser (and also read through the online versions of the Washington Post and San Diego Union-Tribune each day), and closely monitored the Business Week, Inc. magazine, and Fast Company websites. The result? I spent far more time reading about what was going on out there in the world than writing about it. I was suffering a chronic case of information overload.

With the business environment as unsettled as it has been lately, you might think that taking time to undertake a planning process might not be the best use of your time right now. I would actually venture that you need to plan now more than ever. One good thing about planning is that it makes you sit down with your team and take some time to think about the priorities and direction of your business. While I agree that the end result should not be a 300-page five-year strategic plan (that might indeed be overkill at this point), a short bullet list of key priorities might just do the trick.

One of the best things about what I do is that I get to meet some really interesting people.  So when an entrepreneur with an apple pie business left me a message on my phone, I was intrigued. (I LOVE apple pie).  But little did I know that the Mary Beth Schwartz who contacted me is better known to her millions of fans as Mary Beth Evans  who plays Kayla on NBC's hit soap "Days of Our Lives." 

The U.S. economic stimulus program promises to inject up to $2 trillion of new government spending into the economy during the period 2008-2010. While a portion of this cash has already been spent or earmarked for specific purposes -- such as propping up woozy banks and buying bad mortgages -- the majority is yet to be committed. With the new presidential administration's desire to make major investments in rebuilding the nation's infrastructure, there are numerous potential opportunities for American businesses -- your business -- to profit.

The good thing about ideas is that we never run out of them.  If you're an opportunistic person, you will find that your biggest challenge is figuring out which of your many ideas are worthy of some investment in time and maybe money.  I've found that answering three quick questions will help you make that decision.

In case you haven't noticed, over the past month Kathleen and I (and some of our readers) have been engaging in a mini-debate of sorts over whether or not to set goals, and if so, how large they should be. A friend and colleague of mine -- Traci Fenton, founder and CEO of WorldBlu, Inc. -- is a big believer in the power of setting BIG goals. However, rather than just creating a list of goals and tacking it to her office wall or implanting it into her Blackberry, she decided that sharing them with other important people in her life might apply the additional leverage she needed to achieve them.

While I generally don't post information that will be stale in a few months -- much preferring timeless pearls of wisdom that will stand the test of time (*cough*) -- in this case I'm going to make an exception. I just found out about a competition that -- if you qualify -- you're going to be very interested in. It's called Pitch 2009: Women 2.0 Startup Competition, andthe prizes are nothing short of awesome.

One of the most important lessons I've learned in my years as an entrepreneur and investor is not to get greedy, not to hold out for the bigger deal, and not to negotiate a win-lose situation.  I have seen entrepreneurs turn down great offers because their egos told them that their companies could command a bigger number.  Trouble is, these days offers don't come often, so the risk of turning down a good offer in hopes of getting a great offer is huge. .

Today one of my clients and I drove up to Riverside, California so I could do some research for a project we're working on. On the way through town, we passed numerous empty houses with uncut grass and empty rooms -- and For Sale signs posted out front. Some of the signs had an added note: Bank Owned. California's Inland Empire -- the inland area of Southern California surrounding the cities of Riverside and San Bernardino -- was booming just a few years ago. Today it's a bust. According to an article in today's New York Times, the area's unemployment rate is hovering at 9.5 percent and 350,000 homes have gone into foreclosure -- with a local population of about 4.3 million people, that translates into one out of every three homes.

However, among all these dark clouds silver linings are starting to appear.

Opportunity is out there for the taking.  That's an indisputable fact, even in this economy.  Would it surprise you to learn that innovation actually goes up in recessionary times?  Well, it's true.  For example, during the 1982 recession, the PC was born and the 1990 recession produced a record 174,711 patent applications.  What's going on here?  A lot... 

Over the past few days I've had a couple of conversations with colleagues that have crystallized a recent change in my personal business philosophy. My own business of writing books and consulting for aspiring authors is very cyclical -- most of my business comes from referrals from happy clients, and I never know when a new customer is going to walk through the door. When business is tight, I automatically go into austerity mode -- I don't spend a dime on my business unless I absolutely have to. But when I've got LOTS of business, that's when I typically go into spending mode -- buying new computers, monitors, software, printers, and the other things I need to upgrade my office.

However, that's all changed.

A while back Peter blogged about the importance of  focus,  specifically, focusing on what your business does well.and not getting pulled in a lot of different directions.  I agree with that, and especially if you're a rocket scientist, brain surgeon, or race car driver ,you definitely need to focus or you're in big trouble.  But if you're facing the unknown--uncertainty--the LAST thing you want to do is focus... 

Now is not the time to be frittering away your marketing time and money on prospects who offer you the least possible chance of paying off in the near term. Now is the time to focus your marketing efforts on the potential customers and clients who offer you the best chance of a return sooner rather than later. And who exactly might these best marketing prospects be? Well, your current customers and clients of course!

Everywhere you look today the pundits are making predictions about what’s going to happen in the coming year, in the next 4years of Obama’s presidency, and even as far out as 2020. With so much uncertainty out there, how do they think they can predict anything? After all, life is not a sterile, controlled laboratory.

Many company owners and execs no doubt believe that demonstrating to clients and customers that they have a social conscience is a good thing for their companies, particularly if doing so won't have a negative impact on the bottom line. Corporate social responsibilty --aligning a company's activities with the social, economic and environmental expectations of its "stakeholders" -- is the motherhood and apple pie of 21st century business. It's the kind of thing that most every company feels it's got to do -- or at least to give the appearance of doing -- in today's increasingly competitive business environment. Even Wal-Mart -- the 1,000-pound gorilla of the retailing marketplace -- has gotten into the act, declaring on its website that the company's "environmental goals are simple and straightforward: to be supplied 100 percent by renewable energy; to create zero waste; and to sell products that sustain our natural resources and the environment."

I agree with Peter that everyone seems to be making New Year's resolutions--all with great intentions that they will be accomplished.  But, really, how many of you have actually achieved those goals?  I want to suggest a contrarian point of view, which will be strange coming from me, since I have spent my life setting goals and achieving them.  But give me a chance to explain. 

Do you know anyone who doesn't make at least one or two resolutions for the New Year? I don't. Whether it's exercising more, spending less, or resolving to take a business to the next level, there are all kinds of things we can do better -- starting January 1st. In his book My Start Up Life, my friend Ben Casnocha included a One-a-Day, One-Month Plan to Becoming a Better Entrepreneur. Following Ben's plan -- starting January 1, 2009 -- would be the perfect resolution for any businessperson who wants to shake things up in their business and life. Here are Days 1 through 5 of Ben's Plan (you'll have to buy the book to get Days 6 through 30!):

I have to admit that like most entrepreneurs I'm an optimist.  As an optimist, I have two choices: 1) I can watch the news everyday and get depressed because everything sounds so negative, or 2)I can create my own reality, which is based on my inherent optimism.

I was just reading about the guy who was accused a few days ago of embezzling a ton of money ($65 million, to be exact) from his employer Fry's Electronics. According to the complaint filed Dec. 18 by the Internal Revenue Service with the U.S. District Court in San Jose, Ausaf Umar Siddiqui -- the company's VP of merchandising and operations -- allegedly devised secret deals with five vendors that involved purchasing excessive amounts of merchandise above market rates in return for kickbacks ranging from 15% to 31% of the total order. That's some serious cabbage!

If you had to pick a time to look for a job, you wouldn't pick the holiday season in a down economy when the press tells us that one--not even Starbucks--is hiring.  But it's an unfortunate fact that man of you out there--my daughter for one--are feeling the effects of the economic situation...

Many prospective business owners today have tested the economic winds of change to decide whether or not to start their enterprises, felt a chilly downdraft, and retreated to the warm comfort of their existing jobs. This is unfortunate, because even in the most turbulent economic times, there are plenty of opportunities to be had -- you just have to take the time necessary to find these opportunities and work up the courage to pursue them. Imagine, however, that on top of a severe economic downturn, that your country had just emerged from a brutal, years-long civil war -- one that had literally torn your nation apart. This was the case when Hanan Saab decided to start her Beirut, Lebanon-based business, Pharmamed.

When it comes to business ideas, bigger is definitely better. Why? Let’s face it, starting any business is a risky proposition at best—the main risk being that you might fail. So, if you’re facing the possibility of failing, why not fail big so you learn a lot more!

A recent Business Week magazine article described an approach to business lending that is gaining in popularity. The article discusses the case of Michael Amstein, a Denver ambulance company executive who decided to quit his corporate job to open a Nestle Toll House Cafe in a local mall. Amstein's loan requests were rejected by local banks because he didn't have sufficient collateral, but he was able to pull $100,000 out of his401k without the standard 10 percent tax penalty.

Okay, so times are tough -- we all know that. You may not be bringing as many new customers in the door as you did a year ago, and some of your most reliable customers from past years may not be quite so reliable. In fact, some may have stopped calling altogether.

Before you spend a lot of time and maybe money doing due diligence on your great business idea, I strongly recommend that you do a quick vetting of potential fatal flaws and big payoffs. Why? Remember when I talked about the Black Swan effect in a previous post, fatal flaws and big payoffs are less likely to occur than other types of events; but, when they do occur, they generally carry a huge impact on your business concept. Fatal flaws are those events or business design issues that will kill your business

Tis the season to be jolly. In fact, if you think about it, there is a lot to laugh about. Just when you thought you had seen it all, that things couldn’t sink any lower, along comes Illinois Governor Blogojevich and his senate seat folly – ya gotta love it. This is stuff you can’t make up. Seriously though, this depressing example of public service does serve to remind us why integrity and ethics in our business dealings matter.

The recent financial meltdown has really put the hurt on a lot of businesses. And it’s not just the Wall Street brokerages, the huge multinational insurers, and Big Three automakers that are suffering. In my hometown, restaurants that were vibrant a few months ago are now dark—their windows shuttered and doors locked—and stores and other businesses suddenly have “For Lease” signs posted out front. Credit is tight, banks are holding onto their money, and business loans are harder to get. 

In an earlier post (The plumber’s sink is always plugged), I talked about an experienced angel investor who totally blew his pitch for his business by making some very fundamental mistakes. I ended the post by saying “what you know can hurt you,” and it’s so true. The more you know about what you should do, the greater the chance you will mess up—

I have to thank Nassim Nicholas Taleb for writing one of the best business books I’ve read in a long time—The Black Swan: The Impact of the Highly Improbable. It has really changed the way I think about start-ups, success, failure, and the ubiquitous and annoying bell curve. Let me explain. Taleb’s core thesis is that the inventions, companies, and events that have the biggest impact on society, either positively or negatively, are not predictable. You can’t see them coming because there are no obvious signs announcing their arrival. In other words, you can’t plan for Black Swans (BS). You can’t, for example, come up with a business concept and an ingenious strategy to create the next Google (a Black Swan business). Even the founders of Google didn’t know when they started what impact their little search engine would have. After all, there were plenty of other search engines out there. Why did the funky, plain toast version offered by Google hit the mark? The truth is: BS technologies, inventions, and businesses—those that change the world—are rare events that hit us when we’re not looking and when we least expect them.

Okay. Let me make something perfectly clear from the very beginning of this post. I have never bought “shapewear,”—undergarments that are specifically designed to reshape (mostly) female body parts and regions—and I don’t expect I ever will. Apparently I’m not alone: the market for pantyhose (much less for girdles, corsets, and other, old-fashioned shapewear) has been sagging for years as large numbers of women have abandoned the product, moving to a more natural look.

The other day I sat in on an angel investor screening where two entrepreneurs were pitching their businesses for capital.  If you ever get the opportunity to do that you should, because it’s a great learning experience.  As many times as I’ve heard people pitch their businesses and as many times as I’ve coached people in their preparation to pitch, I always either learned something new or reminded myself of something I had forgotten.  This session was an eye opener.

I don’t know about you but I’m a glass-half-full kind of person, so I find it troubling that everywhere you look today, the news seems to be negative—layoffs, tight credit, foreclosures – you name it, it’s there.  I would never deny the reality of these problems, but as an entrepreneur, I tend to see opportunity in any situation.

A couple of years ago, Frances Hesselbein at the Leader to Leader Institute asked me to take on a new project—an update of a book that Peter Drucker wrote for the Institute (then known as the Drucker Foundation) way back in 1993. Of course, it’s not every day that I get asked to create an updated version of a book by Peter Drucker, so I of course jumped at the chance. Long story short, the new book—The Five Most Important Questions You Will Ever Ask About Your Organization—was published by Jossey-Bass earlier this year. As it turns out, Drucker’s five questions are just as relevant for companies today as they were when he wrote about them more than a decade ago.