In the first article on this site, I wrote "Energy can be defined as four things in this case (and in most cases): time, capital, action, and commitment.... A successful entrepreneurial enterprise needs high levels of all four components. With these investments- and a decent idea- any business can be Manifested." The time has come to address the most sensitive and mysterious of these: Capital.
I am often approached with the request, "Can you help me get some money?". My answer is, "Sure, how are you selling?" The reply is usually, "Well, I am not selling anything, but I have a great idea!" That's swell, really neat.
There is a series of articles that I will write on this point and I am here to say that I am not the authority on raising money, but I get it. I know how to do it. Let's cover the basics in this article, and we will digress after that.
The bottom line is this: If you want someone to invest money in your business, you MUST show them how they will make a RETURN on that investment.
I am now going to repeat that in many other forms. An idea is worth nothing. Revenue is worth everything. It doesn't matter how great the idea is, you have to be able to sell a product to create value. An idea creates no returns, revenue creates returns. An investor wants to make more money on their money. They do not invest in a great idea, they invest in revenue. If you can't show how you are going to create revenue, your idea is worth nothing.
OK. Now that we got that out of the way, I am betting that at least half of you don't get it yet. The single biggest problem with a start-up is the entrepreneur only builds half the business. Most entrepreneurs start-up with a passion for creation. I don't discount this. In fact, I applaud it. I don't have it. I have a passion for the other half. Taking the business to market. In order for any business to be successful, you have to be able to take it to market.
Therein lies the twist, the mystery and the key to success. In order to be successful, you don't need to have money, you need to be capable of making money. If you can demonstrate this capability, or at least show me a great plan, I can find you investment capital. Angel funds, angels, and private equity will flock to your business.
Monday, November 12, 2007
Entrepreneurial Advantage Over Legacy Businesses
I subscribe to The Ladders jobs site, not just because I am always seeking new opportunity to make a difference, but because I believe the site seeks to provide excellent service and does not fleece the customer in the process. It is a job site that offers true value just for providing your e-mail address, unlike some of the other sites which are just posting board revenue-generators. As a consumer, I like that.
Each week I receive a newsletter from The Ladders that includes a blog-like story from the President, Marc Cendella. Much to my delight, I often find these interesting. I recommend them to anyone that is in the job market or thinks they may be someday.
Today, Cendella posted a newsletter that really made me smile and get on my soapbox. I've included a link to the full text of "Man, I hate American Airlines". (Catchy title, eh?) The general line of the excerpt was this: Cendella was on an American Airlines flight (we all know how bad that can be!) and encountered a flight attendant wearing a pin that said, "I have no idea why I work here." His reaction was this:
"And while Mom said if you can’t say anything nice, don’t say anything at all, I wish the Katherines and the American Airlines of the world nothing but failure. Failure in their campaign to pull down the productive people, failure in their efforts to keep winners from winning, and failure in the marketplace so that better people and companies can serve American Airlines customers."
Wow. Cendella really hit the nail on the head. I too wish these companies and people nothing but failure. They hold us back. They hold our culture back from achieving excellence by forcing us to deal with complacency. Our government (supposedly Republican) has taken to bailing these businesses out of their own self-created problems. Let them die I say. They are dinosaurs, struggling to survive in a world no longer suitable for them. It is time they go extinct.
The typical argument to this path is a lamentation about "all those jobs". That is extortion and altogether bogus. If those people are enterprising workers and seriously about their careers, they will quickly find jobs with new, growing airlines that deliver great rates and great service. or they will find jobs with new companies that will emerge in the cities in which they live. They will prevail and be better for it. We can teach them and help them do that.
But we can no longer subsidize complacency. It will cripple our economy and our culture. Not just for the inertia it creates, but for the opportunity it blocks. Just as the dinosaurs gave way to better adapted and ultimately more successful mammals, these crippled legacy business must give way to new, innovative, flexible ventures. The opportunity we are missing is the opportunity to build something bigger, better, faster, more efficient, which is most easily done from the ground up. Let's take those industries completely apart and rebuild them. Already you can see this happening all over the world, mostly in Asia. New car companies, new airlines, new electronics, building better products for less money. They will inherit the earth. They are entrepreneurs.
Each week I receive a newsletter from The Ladders that includes a blog-like story from the President, Marc Cendella. Much to my delight, I often find these interesting. I recommend them to anyone that is in the job market or thinks they may be someday.
Today, Cendella posted a newsletter that really made me smile and get on my soapbox. I've included a link to the full text of "Man, I hate American Airlines". (Catchy title, eh?) The general line of the excerpt was this: Cendella was on an American Airlines flight (we all know how bad that can be!) and encountered a flight attendant wearing a pin that said, "I have no idea why I work here." His reaction was this:
"And while Mom said if you can’t say anything nice, don’t say anything at all, I wish the Katherines and the American Airlines of the world nothing but failure. Failure in their campaign to pull down the productive people, failure in their efforts to keep winners from winning, and failure in the marketplace so that better people and companies can serve American Airlines customers."
Wow. Cendella really hit the nail on the head. I too wish these companies and people nothing but failure. They hold us back. They hold our culture back from achieving excellence by forcing us to deal with complacency. Our government (supposedly Republican) has taken to bailing these businesses out of their own self-created problems. Let them die I say. They are dinosaurs, struggling to survive in a world no longer suitable for them. It is time they go extinct.
The typical argument to this path is a lamentation about "all those jobs". That is extortion and altogether bogus. If those people are enterprising workers and seriously about their careers, they will quickly find jobs with new, growing airlines that deliver great rates and great service. or they will find jobs with new companies that will emerge in the cities in which they live. They will prevail and be better for it. We can teach them and help them do that.
But we can no longer subsidize complacency. It will cripple our economy and our culture. Not just for the inertia it creates, but for the opportunity it blocks. Just as the dinosaurs gave way to better adapted and ultimately more successful mammals, these crippled legacy business must give way to new, innovative, flexible ventures. The opportunity we are missing is the opportunity to build something bigger, better, faster, more efficient, which is most easily done from the ground up. Let's take those industries completely apart and rebuild them. Already you can see this happening all over the world, mostly in Asia. New car companies, new airlines, new electronics, building better products for less money. They will inherit the earth. They are entrepreneurs.
Thursday, November 8, 2007
The 3rd Component of Entrepreneurial Manifestation: Action
In the first article on this site, I wrote "Energy can be defined as four things in this case (and in most cases): time, capital, action, and commitment.... A successful entrepreneurial enterprise needs high levels of all four components. With these investments- and a decent idea- any business can be Manifested."
In start-up, turnaround, and growth phases of business, consistent and progressive action is critical to success. It is about momentum, or the flywheel effect. A little bit of action feeds momentum, which creates more action, which creates more momentum, and so on. Similarly, if action pauses or ceases, the wheel slows and can rapidly come to a stop.
Everyone understands this. There is no need to type a slew of words to describe it over and over. Why then do we let action die? The answer is simple: excuses. Excuses are the enemy of action. Excuses are the antagonist of entrepreneurial ventures. Excuses have the ability to kill a business before it starts.
Excuses can kill action very subtly and quietly. For example, we have to wait on X before we can proceed with Y. Seems pretty straight forward. Things happen in progression, right? No. Milestones may happen in progression. But tasks leading to milestones may often happen concurrently. Let's take an example.
Bob is ready to open his bakery, but the outside needs painting. The painters are delayed by two weeks (aren't they always?). Bob doesn't want to open the store before the storefront is ready. He can list 6 reasons why he shouldn't. 5 are very good reasons, but they are all excuses. Bob can open the shop today. Sure, people might be leery of entering a store with peeling paint. Sure, Bob will have to set up a protective covering to shield customers as they enter. Sure, he will have to set up extra ventilation in the front of the store so that customers can smell the bread. But he will be moving forward. And when the painters finally finish, his sparkling new store front will already be open, will have a few customers, and will be ready for a Grand Opening fiesta.
This is an exceedingly simple example with many holes. But more complex examples involving agents and lawyers are the same. The question is, "What CAN I DO to keep momentum rolling?" Look for housekeeping tasks: strategic plans, business plans, accounting systems. Operational planning has dozens of tasks that can be revisited at any time. Marketing research can be done at anytime (and should be). Strategic relationships can be fostered.
At the end of every day, ask yourself, "What did I do today to grow my business? How did I feed the flywheel today?" Because if you didn't feed it, it is slowing to a stop. And no excuse is good enough to let that happen.
In start-up, turnaround, and growth phases of business, consistent and progressive action is critical to success. It is about momentum, or the flywheel effect. A little bit of action feeds momentum, which creates more action, which creates more momentum, and so on. Similarly, if action pauses or ceases, the wheel slows and can rapidly come to a stop.
Everyone understands this. There is no need to type a slew of words to describe it over and over. Why then do we let action die? The answer is simple: excuses. Excuses are the enemy of action. Excuses are the antagonist of entrepreneurial ventures. Excuses have the ability to kill a business before it starts.
Excuses can kill action very subtly and quietly. For example, we have to wait on X before we can proceed with Y. Seems pretty straight forward. Things happen in progression, right? No. Milestones may happen in progression. But tasks leading to milestones may often happen concurrently. Let's take an example.
Bob is ready to open his bakery, but the outside needs painting. The painters are delayed by two weeks (aren't they always?). Bob doesn't want to open the store before the storefront is ready. He can list 6 reasons why he shouldn't. 5 are very good reasons, but they are all excuses. Bob can open the shop today. Sure, people might be leery of entering a store with peeling paint. Sure, Bob will have to set up a protective covering to shield customers as they enter. Sure, he will have to set up extra ventilation in the front of the store so that customers can smell the bread. But he will be moving forward. And when the painters finally finish, his sparkling new store front will already be open, will have a few customers, and will be ready for a Grand Opening fiesta.
This is an exceedingly simple example with many holes. But more complex examples involving agents and lawyers are the same. The question is, "What CAN I DO to keep momentum rolling?" Look for housekeeping tasks: strategic plans, business plans, accounting systems. Operational planning has dozens of tasks that can be revisited at any time. Marketing research can be done at anytime (and should be). Strategic relationships can be fostered.
At the end of every day, ask yourself, "What did I do today to grow my business? How did I feed the flywheel today?" Because if you didn't feed it, it is slowing to a stop. And no excuse is good enough to let that happen.
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