3 startups +1 and 3 lessons +1

The Entrepreneur magazine has asked three successful entrepreneurs to describe a scenario of doing things all over again if they had a chance. Below is their response.

Entrepreneur

Sunny Bonnell, 33, co-founder of Motto Agency, a brand and design firm in Myrtle Beach, S.C. Founded in 2003, the company’s year-end sales are projected to reach about $1 million.

Lesson Learned

“As a woman business owner, I would have reached out to organizations like Count Me In for Women’s Economic Independence a lot sooner than I did. They have helped me build our networks on a national level (i.e., establish partnerships with FedEx, OPEN from American Express and Dell) and given us access to mentorship, marketing opportunities and business resources.”

Entrepreneur

Anthony Mongeluzo, 28, founder of The Pro Computer Service LLC, an IT services company in Medford, N.J. He founded the company in 2002 and now has annual revenue in excess of $2 million.

Lesson Learned

“I would have treated my company like a real business and not looked upon it as a stepchild. I would have given it the same full effort every day and not wasted my energy from 9 to 5 with my employer grasping for a moment or two to sneak in a quick call to one of my clients.”

Entrepreneur

Kris Putnam-Walkerly, 40, founder of Putnam Community Investment Consulting Inc., a Cleveland-based philanthropy consulting firm for foundations and nonprofits. She founded the company in 1999 and projects 2009 revenue to approach $1 million.

Lesson Learned

“I should have conducted more regular financial analysis of the business early on to help me understand which types of services and clients were most profitable and to allow me to make more informed decisions as I grew.”

Personally, I am also still struggling with my own startup, Elegua, to have it gain sufficient traction, especially considering that I and my partner are on a bootstrapping mode till now. And we both fall into the “lesson learned” of the second entrepreneur,  Anthony Mongeluzo, above. My previous initiative, OpenCoffee Club Cairo, is also sort of put on hold, as the inaugural meetup didn’t attract a threshold number of local entrepreneurs, startup enthusiasts, VCs, techies and individuals interested. This reminds me as well to give it another push, as I also got a recent feedback to renew my effort. Hence:

Lesson Learned

Persevere, persevere, persevere. Perseverance, especially in cultures/societies with corresponding 0-market knowledge of or unadapted mentality to the ideas of the business initiative in question, it is vital to persevere and however steep a climb it might seem, there is always a societal learning curve, which, once the tipping point is achieved, will become self-sustainable.

Given its complete novelty and unawareness in the MENA region and in Egypt, I think I will give it another try.

What are your experiences and lessons learned?

P.S. I know it has been a long time since my last post. My own side projects and my work prevented my “blogging creative juices” from running. I will try to be more systematic henceforth.

How Not to Manage Innovation (Umair Haque)

Umair Haque is one of luminaries who deserves to be read and reread by all those who care for or envision a better, less consumerist and money-bogged future.

In the article below he shows his take how venture capitalists are stiffening innovation by focusing on numbers, short term goals, quick profits, etc. Read this englightening piece and look around for many examples. Below are his strategies (based on Jeremy Liew’s analysis) of Apple’s iPhone AppsStore outlining how not to manage innovation.

Focus on short-run numbers

When venture investors or middle managers act like, well, middle managers, innovation is likely to wither.

Apply surface economics

When venture investors or managers don’t look deeply at the economics of the markets and industries they are investing and competing in, the result is a hodge-podge, often unsuccessful innovation portfolio — one where potentially successful innovations are under-invested in, and almost certainly unsuccessful innovations are over-invested in.

Be strategy-blind

When venture investors or managers alike act like purely financial backers — instead of partners who acknowledge and encourage a durable, shared strategic interest — the disruptive potential of innovation is sapped.

Fail to see the right context

When investors or managers fail to place innovation in the right context, value is difficult to assess. Context is what makes numbers meaningful: it adds validity, reliability and accuracy to financial logic that is otherwise bereft of it.

Never have an ideal

The mistake isn’t particular to venture guys. It is what happens when we misapply the mechanics of finance to the art of innovation. The fallacy of inferring economic meaning from financial numbers is what’s bankrupting Sony, what eviscerated Detroit, and what, ultimately blew up the investment banks.

The full article is here.

Seven Virtues of Failure

Another excellent article (below) about virtues of business/entrepreneurial failure.

I believe that failing daily does two things, it teaches me what I need to do better; and it reminds me of what failure feels like. Both are awesome outcomes.

Temperance (Gluttony)

“The downside to this level of ambition is that it’s not complicated to overload yourself. I’ve learned that ambition minus realism often equals failure.”

The truth is that ambition always has a lack of realism. Its impossible to believe you will one day be the best without believing first that you are capable of being the best. You have to be unrealistic in your expectations to truly become successful. Its the lack of realism that creates the potential for failure.

The best failures are measured and tempered with self control. Understand the downside of any potential failure. Keep the failure contained through careful understanding.

Charity (Greed)

“Sacrificing your core business by spending too much time on non-core ideas…It’s important to realize that not all ideas are worth pursuing”

Yet many people eventually fail through anlysis paralysis. I have a standard equation, out of 10 ideas, 8 suck. 1 is decent, and one is fantastic. To understand success through failure, one must be willing to become creative and think uniquely about the problem. By ideating, over time, several solutions are born. Being generous with yourself and allowing the ideation to occur, develops the potential for mass, measured failure.

And, failure always leads to success.

Diligence (Sloth)

“Where it can become mostly problematic is when it keeps you from seeing a project through to the end.”

I get what Jeffrey is saying here. Starting projects is easy. The middle is not that hard, but to finish? Often its a Herculean effort. Why? Because the completion of a project allows you to determine if it was a success or failure. The completion of a project allows OTHERS to say if its a success or failure.

Its often easier to live in the grey area of undone, than it is to live in the world of definition.

With failures its the same way. My favorite saying is “failure is not what you do, but what you do after.”

Persevere. Fail a lot. Fail early. But be amazing once the failures teach you how to succeed.

Chastity (Lust)

“Getting lured away from what you need to do by what you want to do.”

Lust is an interesting sin. By definition, Lust involves a lack of thought with a focus on immediate gratification. So how does the virtue, Chasity or Purity work with failure? Failure is pure. There is nothing about failure that can be soiled. Each failure creates the same emotions, usually regret and disappointment, and each failure creates the same reality. Yet, each failure, when learning occurs, also creates the very real case of being one step closer to success.

It is impossible to do nothing but succeed if each failure is coupled with learning. You dont have to lust after success to achieve it.

Humility (Pride)

“Success has this extra-special way of super gluing on the ‘I’m so awesome’ blinders and fooling you into thinking that you’re the smartest person alive.”

The greatest thing about consistent failure, is that it reminds you that you cant solve every problem. That you arent the greatest. That at the end of the day only the outcome matters in the measurement of success, not the process.

Failure teaches us that the real talent is the recovering and learning from failure. Turning that failure (perhaps matching it to a previous failure) into a road map for success is what separates the great from the good.

Allow the emotion of humility to provide you the open-mindedness to review your failures in such a way as to improve incrementally and move towards success.

Patience (Wrath)

“Wrath is energy, and like all energy it can be used to good or evil. I like to think about the ratio of windshield to rear-view mirror and use that idea to focus my energy on what’s next.”

If wrath is energy, then patience is focused energy. Its hard to fail, fail and then fail again. You want to push, you want to accelerate the process. You move into a world of immediate gratification and would rather skip to the success part of the adventure.

Patience is not just a function of waiting, or sitting idly by. Patience is actually a function of perseverance.

If you read Jeffrey’s post, and remove the “Seven Sins” metaphor, every point he makes actually is interwoven. Words like energy, focus, hard work are repeated themes.

Failure becomes a part of the process, removing the need for a perceived failure end point.

Satisfaction/Kindness (Envy)

“Just stay true to your original plans; see them through; and understand that more-often-than-not, these new and exciting concepts are rarely vetted for use beyond their original purpose, thus having the extreme ability to only add layers of complexity to what you already do.”

Envy kills success. Focusing on competitors is a horrible action that causes most companies to lose focus. If you are doing what you need to do, focusing and understanding the market, your competitors dont matter.

Envy creates failure. Simple enough.

But, the key to all of this, is if you understand the importance of failure to the creation of success; you will also experience true satisfaction.

You have succeeded and failed completely.

And, becoming a success at the end of the day is the greatest satisfaction.

17 Mistakes Start-ups Make

John Osher, a serial entrepreneur who launched several successful companies (notoriously, Cap Toys with sales of $125 million per year and sold it to Hasbro Inc.  in 1997 ), came up with an informal list of “16 Mistakes Start-Ups Make” – since expanded to 17 – where he put every blunder and error he made during his entrepreneurial career. Ever since, this list has been used in Harvard  Business School case studies and in many business publications. He also used the list in 1999 – he wanted to build a company and product  deprived of all his previous blunders – when he started SpinBrush, $5 electric toothbrush (hitherto costing circa $80), which he sold to P&G for $475 million in 2001. Below is his “17 mistakes start-ups make” list:

  1. Failing to spend enough time researching the business idea to see if it’s viable.
  2. Miscalculating market size, timing, ease of entry and potential market share.
  3. Underestimating financial requirements and timing.
  4. Overprojecting sales volume and timing.
  5. Making cost projections that are too low.
  6. Hiring too many people and spending too much on offices and facilities.
  7. Lacking a contingency plan for a shortfall in expectations.
  8. Bringing in unnecessary partners.
  9. Hiring for convenience rather than skill requirements.
  10. Neglecting to manage the entire company as a whole.
  11. Accepting that it’s “not possible” too easily rather than finding a way.
  12. Focusing too much on sales volume and company size rather than profit.
  13. Seeking confirmation of your actions rather than seeking the truth.
  14. Lacking simplicity in your vision.
  15. Lacking clarity of your long-term aim and business purpose.
  16. Lacking focus and identity.
  17. Lacking an exit strategy.

And finally, one of the commenters on this article, Trevas from eBookGuru, suggested an essential mistake which causes many (which have inexperienced founders) of  startups fail (and is not explicitly present among the 17 mistakes above).

18.   Lack of commitment to see the idea through.

31 Of The Biggest Entrepreneurial Mistakes That You Must Avoid At All Cost

Below is a selected list of entrepreneurial mistakes, originally posted on The Toilet Entrepreneur, which I liked most.

1. Too Much Office Space

I made the mistake of getting more office space than I really needed.
It cost me too much money, which of course came from my pocket. I was way too caught up in the ego of having a nice space. These days, I am into virtual businesses and telecommuting–why waste money on rent?

Kathryn Korostoff, President, Sage Research

9. Not Getting Money Up Front

The biggest mistake I made as an entrepreneur is not to get money up front. I become a bill-collector, not a businessperson as a result and spend needless amounts of time following up on money owed.

Dr. Linda Seger, Script Consultant (since 1981), Seminar Leader, Author

13. Not Prepared With Clear Deliverables

Not having clear deliverables in writing before beginning a project.  As a result there was a lot of ambiguity and my client and I had very different points of view.  In the end, it was just a case of having different expectations.  We ended up parting ways and neither party was happy.

Danielle Luffey, Managing Partner, DVA Brand Communications

14. No Separation Agreement

Three of us went into business together and formed an LLC.  However, when creative differences caused us to go our separate ways the lawyers made out to the tune of over six figures between us.  And, friendships were ruined!  Always have a prenuptial for the unexpected.

Mark Smith, Founder, iKids Play (the next generation of the business)

22. Making Too Many Promises

I made too many commitments to appear in front of live audiences and had to re-negotiate where I would appear live to present my workshops or keynote  It was the “thrill” of being booked to speak that caused me to mis-judge how much I could accomplish in a month.

Amy Dorn Kopelan, Co-Creator of The Guru Nation

24. Trying To Get Rich Quick

My two biggest entrepreneurial mistakes were trying to get rich quick and not creating a business that helps others. When you chase money, the quality of your product or service suffers. And creating a venture that doesn’t help others is a selfish pursuit.

Andrew Galasetti, Founder & Editor, Lyved.com

25. Thinking You’re A “Special Case”

Even though I taught business plan classes for those seeking funding, I thought that I didn’t need on.  Finally creating one .. using the One Page Business Plan ® program really helped my business.

Maria Marsala CBC, Chief Strategy Officer, Informational Speaker, Author www.ElevatingYourBusiness.com

26. Trying To Do Everything

I tried to do everything myself instead of hiring help. For example: I wrote features, did the layouts, updated the mailing list, did the bookkeeping, updated the website, etc. I was spread too thin and wasn’t doing any of it well. It would have been worth the money it cost to hire help in order to have the extra time to meet my publishing deadlines.

Cindi Leeman, Editor/Publisher for WALK Magazine

28. Not Being Clear With Your Companies Name

I designed my business name using my last name thinking it was clever.  Huntingtax when my last name is Huntington.  I didn’t consider the fact that new clients or even clients who don’t know my last name would wonder what in the hell Huntingtax meant or was.  Clients always just say or use Huntington tax accounting or Huntington accounting instead of my actual business name “Huntingtax Accounting Services”.

Kristi Huntington, Owner, Huntingtax Accounting Services, Inc.

29. Underestimating The Companies Growth

When I began a previous start-up, I underestimated the company’s growth and had to move four times before I finally leased too much space.

Blake Squires, Founder & Chief Strategy Officer, Findaway, makers of Playaway®

30. Working Without A Signed Contract

Hungry to grow my consulting business, I agreed to work without a signed contract for what promised to be a long-term relationship. The client worked me to death –far beyond my retainer hours limit and then dropped me as soon as his big project was done. What a bargain for him. What a lesson for me.

Joyce Wilden, President, Buzz Biz Public Relations

31. Investing Too Much On Self-Promotion

Investing too much money on self-promotion. When I started my agency, I went out and spent a ton of money on mailers, I did custom photography and invested the time to design and print a beautiful piece, but in the end it directed recipients to my website, which really didn’t have anything substantial on it at the time to get clients interested. In hindsight, creating a much simpler mailer, would have been so much smarter and would have gotten me the same results.

Jordan Mauriello, Founder & Creative Director of moreYELLOW