variety of topics from the initial conceptualizing of the business idea to the development of the business plan, the planning for marketing the idea and the key considerations relative to pricing, marketing and sales. The purpose is to expose the new entrepreneur to the topics they will need to address when starting a business, and to provide some sense of priority for the attention that is placed on each during the start-up phase of the business. We do not try to provide all the answers to all the topics raised in this book, but rather share experiences in dealing with the issues so at least the entrepreneur knows what questions to ask of the advisors they will use in getting started.
The content of the book is based on both my experience in business at Procter & Gamble and Church & Dwight working in the product management field, and almost 40 years working in my own company as a marketing sales and promotional consultant for large and small companies. That experience has been greatly enhanced by the work over the past three years as a business counselor for SCORE (which was previously known as the Service Corps of Retired Executives) where I have provided counsel to over 300 different clients in more than 200 different types of businesses. It is the problems and opportunities faced by my SCORE clients that spurred the interest in writing this book. My concept was that if I were able to condense my thoughts from all the SCORE meetings into a book, my clients would be able to take home the lessons learned and more effectively execute their plans to achieve success.
I hope all the readers of this book will benefit from its content, and that they will let me know how it has helped them. Further, any readers that have suggestions for improvements in any of the chapters should feel free to contact me with their thoughts. I view this book to be a continuing work in progress.
CHAPTER ONE - Should You Be an Entrepreneur?
The American Dream is to own your own business and make enough money so you can provide for your family and truly enjoy life. Over the past five years, I can not count the number of people who have come to me asking how they could find a small business to take over that could achieve this objective - or have a business idea they are sure will be their answer to the American Dream. Unfortunately, success in these areas is very rare. There are not many Steve Jobs, Mark Zuckerbergs or Bill Gates out there, as these people possess two key skills of the entrepreneur. They had an excellent idea, and they knew how to bring it to market. Clearly there are many other traits and characteristics that they brought to the party, but without these two, none of the products that you associate with these three people would have ever seen the light of day.
What then are the characteristics of a person that would make them a good entrepreneur? Let's explore some of the most obvious:
Passion - Without passion for your idea, it is virtually impossible to be successful in the marketplace. As many leading books and articles on marketing have indicated any new idea must have a CHAMPION who has such passion for the product or service that they will sacrifice almost anything to make it work.
Energy - One of the great myths of prospective entrepreneurs is that they will be able to work their own hours and take time off for recreation or to be with family. WRONG! Any successful entrepreneur would tell you that the exact opposite is the case. Starting a new business requires an extraordinary amount energy, and a willingness to commit to a 24/7 work schedule in order to make the business successful.
Risk-taking Personality - It would be very difficult for a risk averse person to be successful as an entrepreneur. The nature of this type of effort almost always involves significant financial risk, as one develops funding to pay for the start up of the business. Further there is the personal risk of failure that one must be able to accept if they want to start a business. The type of person who is accustomed to a regular weekly or monthly paycheck, and counts on that to live probably would not be a good candidate for an entrepreneurial venture. As a business owner you are the last person in the chain to be paid. You could even have a successful business, but due to cash flow implications would not be able to pay yourself this month!
Knowledge of the Business/Category - One of the major reasons that new businesses fail is the lack of knowledge of the owner in the business category they will be entering. For example, just because you love to cook, and have significant prowess in this area, does not make you an excellent candidate to start a restaurant. There are many things that one must know when running a restaurant that have nothing to do with cooking, and they can be the decisive elements in determining whether the venture is successful for not. A few examples would be ordering food, controlling slippage -food walking out the back door, traffic flow, hiring and managing employees etc. At SCORE we tell people who have a desire to run a restaurant to work in one for a few years so they can learn about the operational elements of this business before opening one for themselves.
Understanding of the Marketing Elements Associated with the Business - This involves a very in depth understanding of what it takes to successfully market your business, so you can generate the awareness needed to obtain customers, and the trial required to get them to purchase your product or service. While it is possible to learn some of this area ‘on the fly’; it can be a very expensive lesson that could threaten the entire venture. I had a SCORE client that was trying to market a home care business with no prior knowledge of this category. Before he came he spent virtually all of his money advertising in local newspapers and on radio stations seeking clients. This was a complete bust as he only got one client from this effort. The secret was not to direct marketing funds at the end user of this service, but rather that the entities that recommended his type of service to the clients. The net result was this person ran out of money and aborted the venture. He is now an automobile salesman! The lesson here is obvious on hindsight, but we strongly recommend doing the work up-front to understand how your potential business operates before trying to build your own company.
A Funding Source to Get You Started - It is almost impossible to begin a business without money. While there are stories of people starting a venture on a few hundred dollars, at SCORE I have not see any successful efforts that have begun without a meaningful source of funds. We have clients coming in all the time wanting to start a business, thinking they can get money from SBA loans (something that does not exist), grants, unsecured loans, investors that will believe in their terrific idea, but this is basically a fantasy and not reality. In general, traditional funding sources such as banks and credit unions will not lend money to start up ventures. While there are exceptions to every rule, an entrepreneur should not count on banks to lend them money, and it is almost impossible to get a grant.
An Advisory Group that can Guide You through the Process - A final key to succeeding as an entrepreneur is to have an advisory group to help you through the process. This could be friends, family or an organization like SCORE, who have the objective of guiding you and providing you with a sounding board on decisions that need to be made. The key is to find people with useful business experience who want to help you succeed without having any personal vested interest in your venture.
CHAPTER TWO - The Key Ingredient to Entrepreneurial Success - The Idea
There are two very important rules relative to entrepreneurial success. The first is to have a great idea, and the second is that if you don't have a great idea, keep working until you can identify one.
A significant number of clients come into SCORE seeking to start a business, but they have no concept of what the idea will be that can make their business a success. Some have decided to start a consulting business; others have a customer service concept and a third group wants to begin an e-commerce website. Typically the problem with each of these ideas is that they have not figured out why a customer would want
