It’s that time of year! Finding the perfect gift for that special person in your life can be tough. But what about when that person happens to be a small business owner or entrepreneur? Tech gifts are always a great idea for a small business owner on-the-go. Check out this episode of Staples Tech TV to find out more about the top 5 tech gift ideas for the holiday season.
By Donna Marrin
You started 1-800-GOT-JUNK? in 1989 and grew it into a hugely successful global business (see http://blog.staples.ca/2010/09/08/an-interview-with-brian-scudamore-founder-and-ceo-of-1-800-got-junk/). Now you and a partner, Jim Bodden, have teamed up to launch an entirely new venture. Please tell us about it.
In the summer of 2010, I needed to get my house painted. After receiving several quotes, I came across a company called One Day Painting, owned by Jim Bodden. He said he could paint my house in a single day. I was skeptical but intrigued so I decided to use his services. When I came home at the end of the appointed day, the house was completely transformed. The job had been completed, the results were high quality, and there was no mess whatsoever. I knew then that I had found my next home-service business. By the end of 2010, Jim and I had become partners and created 1-888-WOW-1DAY! Painting with the first franchise, owned by Jim, operating in Vancouver. 
What made you decide to expand into a new area?
With the painting industry, like with junk, we see a fragmented, mom-and-pop-type market that lacks professionalism and a national brand. Both industries are very similar and by leveraging all of the knowledge, systems and infrastructure of 1-800-GOT-JUNK? we’re basically able to replicate what we’ve been doing all these years, except this time it’s in the painting industry. It’s our next $100-million business!
Any reservations about launching a new venture during an uncertain economy?
Not at all. I feel that the systems and processes we developed at 1-800-GOT-JUNK? have really helped propel 1-888-WOW-1DAY! Painting to early success. We started franchising this business in 2010 and in just a few short months, we’ve gone from one to six franchises. By the end of 2012, we’ll be at 50 locations. We feel this aggressive goal is realistic, even in a down economy because of the knowledge, infrastructure and resources we can leverage from 1-800-GOT-JUNK?
How do you determine whether or not an idea is worth pursuing?
I always go back to question of why and this is something I learned after reading Start with Why, by Simon Sinek. Most businesses know what it is they do and how they do it, but very few are able to articulate why they do what they do. So before I decided to pursue this venture in the painting business, I asked myself, why do this? The answer is to help make people’s lives easier by taking the hassle out of painting and providing the quality they expect in an unexpected timeline.
Do you have any fun or interesting anecdotes to share about your line of work?
One thing I really believe in is that it’s all about the people! We’ve identified some of the great people we have at 1-800-GOT-JUNK? and have moved them over to 1-888-WOW-1DAY! Painting in order to give us the best chance to experience success as quickly as possible.
What business tool or resource could you not live without?
My amazing Executive Assistant who manages my schedule and organizes the many, many emails I get each day!
What do you think is key to your many years of success?
I see three main factors that have led to our success. The first is people. I believe that a fantastic team of passionate, knowledgeable, customer-focused professionals can take even a lukewarm idea and make it work in any market. At 1-888-WOW-1DAY! Painting and 1-800-GOT-JUNK? our focus is always to find the right people and treat them well. The second factor that I attribute to our success is systems. Every part of our business is systemized and all of our people are trained to follow those systems whether they’re in the corporate office, the call center or on the front lines driving the trucks. PR is also a huge reason for our success. Being able to get our brand and story in front of national TV and print audiences has been great for our business and is a big part of how we got to where we are today. 
What advice would you give to small business owners who are thinking about branching out?
Systemize EVERYTHING. When I moved to Victoria to start the second office and operation of The Rubbish Boys (predecessor to 1-800-GOT-JUNK?) in 1995, I picked up The E-Myth Revisited, by Michael Gerber and read it cover to cover—twice! Gerber’s assertion that “people don’t fail, but systems do” inspired me to write an operations manual filled with one-page best practice summaries for each activity required to grow and operate a 1-800-GOT-JUNK? franchise. But I challenged each “best” practice as I documented it. By the end of 1997, my operating systems were so tight that the business looked and felt so much like a well-oiled franchise business that franchising became my model for growth. We are following this same formula for 1-888-WOW-1DAY! Painting and it’s a huge factor in our initial success.
Do I have to be a painting pro to operate a franchise, or is training involved?
No painting experience needed! What we’re looking for are motivated ambitious individuals with strong management and leadership skills and the drive to grow their business aggressively. They must also possess sales and marketing experience. When someone becomes a 1-888-WOW-1DAY! Painting franchise partner, we provide all the training they will need from how to estimate and paint a house to marketing, best practices for hiring and everything else they need to be successful.
Where can I learn more about how to buy and operate a franchise?
Check out http://wow1daypainters.com/franchise/franchise.php and fill out a request info form. Jason Isley, our all-star Director of Franchise Development will then contact you to go over this awesome opportunity.
What’s up next on your busy agenda?
To push 1-888-WOW-1DAY! Painting to become the largest painting franchise in the world!
P.S. Which interior paint colour is most requested? And which is your favourite?
It seems like most people prefer earth tone type colors like beiges or browns. As for me, I love them all as I’m colour blind!
BRIAN SCUDAMORE is best known for being the founder of 1-800-GOT-JUNK?, a company he started in 1989 and grew from $1-million in revenue then to the $100-million company it is today. 1-800-GOT-JUNK? is recognized as one of the world’s most successful franchises and Brian has been awarded several accolades, including the International Franchise Association’s Entrepreneur of the Year award. Brian’s story has been told in Fortune Magazine, Business Week, the New York Times, Huffington Post as well as the Wall Street Journal, and Brian has appeared on Dr. Oz, Dr. Phil, CNN and was even a guest on the Oprah show in 2003. 1-888-WOW-1DAY! Painting is Brian’s new venture and promises to be as successful as 1-800-GOT-JUNK? The concept: your home or business painted in ONE day.
By Mark Wardell
If you’re an entrepreneur, then you’re already familiar with the fact that a business needs to be structured around systems in order to operate as effectively and successfully as possible. If you’re like most entrepreneurs, chances are you arrived at this conclusion by ‘winging it’ to a certain extent at one time or another. That’s how many of us learn just how important systemization is. Systems introduce a necessary amount of consistency into an otherwise unpredictable environment. 
In fact, systems are what make it possible for you, or any of your employees, to improve your business in a more permanent fashion. Without systems, your business can rise only to the level of the individuals involved. If someone improves their own performance, then the business improves in direct proportion to their efforts, but if someone decreases their performance, then the business will deteriorate in direct proportion to their lack of efforts. Systems don’t leave success to chance—they make sure that standards are maintained across the board.
I find it surprising that while most people can see the benefits of a systemized approach to running their business, many feel that Sales is the one area that cannot, or should not, be systemized. The prevailing thought is that salespeople must be free from the confines of structure in order to do their best work. In other words, “Hire the best people and let them do their jobs.”
Yet, isn’t this the definition of “winging it?” The Sales department, like your other departments, can and will benefit from being systemized. Here’s how.
First, take a close look at the people in your sales department. Of course, if you’re setting out to improve your sales, your first task is to reduce the number of individuals in your sales force who have no aptitude for selling, and to increase the number who do.
Like your other departments, you will end up with some superstars. But no matter how good your recruiting system is, you may not end up with a whole team of superstars. That’s ok. Developing a system will ensure that each of your salespeople is doing their job as effectively as possible.
Next step: shadow and document. If you followed your best salesperson around for a few days, do you think you would begin to notice any patterns to her approach? Would there be some consistencies in the way she organizes her time, looks for new business, asks for referrals, or explains the features of your products or services? How about if you followed the best salesperson around from a competitor’s company, or even a company from another industry? Could you identify any common patterns within their various approaches? Sure you could. And you will. You’ll want to shadow and document these important details when developing a system for your Sales department.
It’s all about consistency. Now imagine your worst salesperson. If he made a genuine effort to emulate those patterns, would he improve? Of course he would. From this perspective, it is easy to see the potential benefits of designing a sales system that helps improve your weaker salespeople, but what about your best salespeople? How will a sales system benefit them? The answer is consistency. Even your best salespeople will probably admit that they occasionally get sidetracked and make a mistake. They might forget to mention a special introductory offer on a new product, for example. We all make mistakes of course, but a good sales system will keep them to a minimum.
And the right amount of flexibility. Another argument against introducing systems into the sales process is that no two sales are exactly alike; after all, no two customers are exactly alike. But while this may be true, it doesn’t mean that sales can’t be systemized. It simply means that your sales systems must be designed with an appropriate amount of flexibility; how much flexibility will depend on your particular business. You’ll have to use your best judgment.
A sales system for a fast food restaurant, for example, will require less flexibility than a sales system for an architectural firm.
For instance, one of our Wardell clients sells office supplies to two distinct target markets. One requires the sale to be made to a C-level executive, while the other requires the sale to be made to a purchasing agent. The executive sale is more complex, depending on highly trained sales reps and interactive presentations, while the purchasing sale is more structured, incorporating significant scripting.
In the end, the most comprehensive approach to sales takes into account both people and process. In other words, you need to keep your salespeople and sales systems front of mind as you set forth to systemize your department. Do this, and you’ll be celebrating higher numbers in no time!
MARK WARDELL is president and founder of Wardell Professional Development, a business consulting firm, focused on the unique needs of private growth companies. You can reach him at info@wardell.biz or http://www.wardell.biz
By Nicole d’Entremont
You have a product that is selling well in Canada and you’re thinking about next steps. The obvious choice? Exporting. Makes sense, but you need to know if there’s a market for your product outside of Canada. You may be ready to take on the world, but is the world ready for you? Here’s how to find out:
Start small: The best way to go global is to stay focused. While your website allows you to throw your doors open to the world, your exporting efforts should begin on a smaller scale. Experts recommend that you focus your energy on no more than one or two countries at a time. This approach makes your venture easier to manage and ensures your strategy is customized to fit your chosen market(s), giving you a greater chance of success.
Examine potential markets: Before you narrow down a list of countries, examine your options. Collect information and statistics related to your sector’s product exports to other countries. Next, identify five to ten large and fast-growing markets. Look at their performance over the past three to five years. Has market growth been consistent year-to-year? Consider smaller emerging markets where there are fewer competitors and your chances of gaining a foothold are strong.
Assess the markets: Now that you’ve done your initial research, target the most promising markets for further analysis. Examine trends that could influence demand for your product. Take a look at the overall consumption of products like yours, and figure out how much is imported. Now identify some of the specific factors that might affect your approach in the market, including distribution channels, cultural differences and business practices. Look into trade barriers and Canadian restrictions, such as export controls. On the plus side, there may be Canadian or foreign government incentives to support your venture.
Make a decision: It’s time to ask some serious questions as you shorten your list to the top one or two markets:
- How big is the market and what is the local spending power?
- Who are your potential customers and what do they want?
- Is the competition well-established?
- What product adjustments are required to meet the needs and priorities of local consumers? How much will it cost?
In other words, look at your markets critically to determine your opportunity for success. Analysing the information you’ve gathered will help you choose your target market(s), and will guide the development of your export plan and marketing strategy.
Start networking: Create a list of vendors, suppliers and potential customers in your chosen market(s). Local on-the-ground contacts are crucial. Connect with the Canadian Trade Commissioner Service (www.tradecommissioner.gc.ca) to establish contacts, network and obtain market-specific advice. Keep a detailed contact list and manage it well. Remember that every single person on that list can give you access to networks of people who may want or need your product.
The success of your export venture depends on you. By choosing your market(s) wisely and considering local likes and needs in your marketing and product development efforts, you’ll be well on your way to becoming a global entrepreneur.
Article by Nicole d’Entremont, small business owner. More information is available at www.CanadaBusiness.ca or by calling 1-888-576-4444 (TTY 1-800-457-8466).
By Donna Marrin
Tell us about your business and how you started it.
I am the owner of Verve Hair Lounge. Verve is a boutique hair salon located in the Lower Lonsdale neighbourhood of North Vancouver BC. I brought Verve into being after over a decade in the hair business. My career had taken me through various stages and I found myself at a crossroads in my career, where a decision needed to be made as to “where do I go next?” I had left my position as the Department Head of Haircolour for a local hair school and was trying to define what the next stage would be. At this time, I was given the opportunity to interview for a position as Director of Education for a chain salon in Washington DC. During the interview process, several things became clear to me…I was qualified to be third in command of a chain and I didn’t want to leave Vancouver. And with this it became crystal clear; I was ready to start out on my own.
What was your early vision for your business, and how has it changed over time?
The early vision for the salon was to grow an artistic team of motivated and passionate hairstylists who were interested in working as a team with the idea that they could help elevate each other to higher levels. All of this while providing amazing service and maintaining a neighbourhood feel. This hasn’t really changed at all over time. It may not have come to immediate fruition, but the vision has definitely stayed the same. It has been hard at times to keep on track, as it has meant that certain sacrifices or decisions have had to be made, some of which may have appeared risky to outsiders, or felt risky to me at the time. In the end though, keeping faith in myself and my vision has proven to be the answer time and time again. If you can’t keep your vision, then what else do you have? Dream big! With that said… I did think that business plan, financing, construction, etc., would all be completed in a much, much, MUCH shorter time period than reality delivered. So that part of the vision was not accurate.
Your biggest learning curve?
Oh my, there have been many. Many, many, many. Finding my boss voice has definitely been a very big learning curve. I had spent over a decade in numerous leadership roles, but being the boss was a whole different ball game. I went into owning my salon thinking that I could rely on the professionalism of the teammates to do what was expected. But what I learned was that people need rules and consequences, and that it is my job to not only set an example, but also to voice the expectations and enforce them, as well. I have learned that a culture is really just a set of guidelines agreed upon by all members. And as the boss, it is my responsibility to see that all members are regularly held accountable to the team, to perform to these standards. The next biggest learning curve was definitely learning to ask for help; accepting that I couldn’t do everything and that I need time for myself as well. This is still part of my learning stage. I am learning to not feel guilty for not working. I have a really hard time taking time off if there are still things on my to-do list. I recently had an a-ha moment about this…if I no longer have a to-do list, then I am in trouble, therefore, I will always have one. And most things can wait until tomorrow.
Describe a day in the life…
There is no set answer to this, as every day drastically differs from the next. I wear many hats as the owner, which include hairstylist, PR, marketing, leader, payroll, mentor, educator… One day, I may have a full book of clients, and on these days, my clients are my main focus. Then on my admin days, I can be in meetings with distributors, brand strategizing, or helping my teammates with their work, or doing my least favourite—paperwork.
What makes your business stand out?
I think we are doing a lot of really little things very, very well—the little things that often get overlooked by other businesses. And these little things add up to something big. I think my team’s belief in the vision is the key to our success. And with discipline, structure and passion, we will continue to stand out.
Do you have any entertaining stories to share about your line of work?
Every day is entertaining. This is an ever-changing landscape at the hair salon. Dynamic changes happen from day to day, moment to moment. Our team has a lot of fun with each other and with our guests. We love our jobs and our clients, and we all have a good sense of humour. This makes for many entertaining stories. But we are also hairdressers, so to share the stories publicly goes against our code of honour. What is said behind the chair, stays behind the chair. :)
How do you find balance between your business and home life?
Is there such a thing? Just kidding. Sort of. Trying to achieve this takes a lot of work at my end. I am still working on it, actually. I am trying to give myself at least one day off per week, as well as go home at a decent time. I learned early on that a good night’s sleep makes all the difference. I am now working on getting more social and family time in, and I’ve been dedicating more time to yoga and other physical activities.
What’s the best part of running your own business? The most challenging?
I like the leadership side of things. It is really a wonderful experience to watch stylists grow and reach their potential and goals. I also really like brainstorming and problem solving and the implementation of the ideas that evolve. Watching the business grow and acting and reacting to the ever changing landscape is a lot of fun.
The most challenging is probably finding my balance. This takes a lot of work and a lot of sacrifice by me, my friends and family. Also challenging was building the right team to fit the vision. And then, once the right team members were found, it has sometimes been challenging finding the flow within the relationships. These are things I hadn’t anticipated.
Do you have a favorite business tool or resource?
I am fortunate to be a third-generation entrepreneur, with grandparents, parents, aunts and uncles who run their own businesses. This is by far my favourite and most valuable resource. The love and support, as well as heartfelt and real advice I receive is amazing. Second to them is my network of close friends, who also are entrepreneurs. They lend me support in a different way—they give me advice and act as sounding boards for me. I get lots of love and support as well. They offer me an understanding that only they can give, as we are at similar places in similar journeys. Peers. I love that.
What is the key to your success?
The key to my success is that it didn’t happen overnight. I spent a decade gaining the experience necessary to open up a hair salon, and then I spent the next three years gaining more and learning from past experiences. The success that I have achieved began a very long time ago and continues on the same way as it started—one step at a time. I have learned from my mistakes—and there have been many mistakes. I value mentors who have shared their expertise. I have dedicated myself to learning all I can about hairdressing, the salon business and leadership, and I continue to do so with diligence and discipline. It has been a long journey of learning and gaining experience. Success is very rarely an “overnight” thing, and luck rarely has anything to do with it.
What is the one piece of advice you would like to give to others thinking about starting a business?
Make a plan. Think it through. Understand the risk, sacrifice and work involved. Get some sleep. And learn to laugh at it all. But most of all…LOVE it. Have PASSION for it.
AMBER GEORGE With 13 years of experience and a passion for education and artful hair design, Amber’s background as a successful technical director, department head and salon mentor have led her to open her own salon, Verve Hair Lounge. During her career, Amber has been fortunate to train with some of the top educators in the industry. With extensive training by Colour Masters, Dennis Gebhart and Peter Valenti, she was given the foundation to become an educator herself, having done so for the past decade. Her cutting mentors are equally impressive, with such names as Cindy Schaber, Sharon Biro and Sam Villa. Most recently, Amber has returned from a Master’s Cutting Class with Shu Uemura, featuring the US Director, Rick Cooper and UK Director, Darren Fowler. Amber’s salon business training comes from International Trainers: Peter Mahoney, Michael Cole and Blair Singer. Amber now rounds out her skill in the world of Session Styling, lending her talents to editorial photo shoots, having trained with New York Session Stylist, Noah Hatton. Visit the website at http://www.vervehairlounge.com/
By Darrell Cook
Business and sports are often compared for their similarities in preparation, team collaboration, winning spirit and competitiveness. The sport I find most closely related to an entrepreneurs’ business is rugby. Rugby is a highly fluid game with little stoppage in play and a great deal of imagination required during chaos situations. Unlike other sports where players possess a single specific skill, rugby players must possess a multitude of talents and athleticism, including aerobic fitness, anaerobic power, anaerobic endurance, running, passing, kicking, tackling… sound familiar, entrepreneurs?
The main similarity between rugby and entrepreneurism is the absolute necessity for proper team execution. As a business owner, it’s not only hard to find good talent to support your ideas, but also challenging to align to your vision with your team members’ so they can execute well. Moreover, coaching team members to play nice and support others in your company can become a taxing exercise.
To alleviate the burden of these challenges, I have a few simple “best practices” your team can follow, using the basic principles of rugby:
Rule # 1: Don’t pass your troubles. Rugby players are meant to read the flow of the game and never pass the ball into a troubled situation that can cause injury to another player, or a breakdown in the play. Standing order is that if the situation is chaos, you protect the ball and take the tackle. Think about how your business works. Your customers with legitimate complaints can feel lost or neglected while employees pass them off to other team members. Customers who feel they are getting the runaround will walk away with negative feelings. Companies that adhere to responsible customer service practices are the ones that will sustain growth year after year.
Rule # 2: Innovate, Improvise, Adapt. The US military places great efforts on planning battles, while knowing one thing is certain—the enemy always has a vote in the outcome. The same applies in rugby, when the competition outmanoeuvres a team. Improvisation must be incorporated to adapt to the challenge, otherwise the team will be on the losing end of the game. There are two lessons for entrepreneurs here: a) you can’t control everything, as the competition will always interfere and technology will always improve in ways that will give someone else an advantage; and b) doing nothing about it will eventually cost you revenue. The speed at which you can innovate, improvise and adapt will determine your competitiveness for winning.
Rule # 3: Communication is critical. A rugby team is largely comprised of two main groups: Forwards and Backs. While Forwards are usually the big burly men you see on TV in the many pile-ups, the Backs are the speedy track athletes that form a line spread across the width of the rugby field. Each group has a very diverse role, but when combined, they work collaboratively to score points. The main difficulty is to ensure that everyone knows the play that is being orchestrated is the wide distance of each player. To alleviate this problem, players pass along the next play down the line, using hand signals or whispers so the other team does not read the play. Everyone must participate in this ritual or the play is broken before it begins. In business, the common internal breakdown in workflow is communication. Think about your office setup and ask yourself how your company can improve communication flow to increase productivity. Once established, teams can appreciate the other groups’ job functions and work toward understanding ways to improve the total company experience.
Rule # 4: The high motor experience. The one defining character of a rugby team is that each player possesses a high motor at the beginning of the game, to the final whistle. Rugby is punishing for teams with players who lose that high motor during the game —that extra effort needed to get the job done. Entrepreneurs compete daily against big companies with million-dollar marketing budgets and deep resources. To differentiate, entrepreneurs use this skill of high motor to prove their agility and commitment to customers. The moment a company takes its finger off this buzzer is when customers begin to doubt the performance of the company. Setting immediate weekly goals and teaching employees that the little things matter will increase your chances of winning against the big competitors.
While the game of rugby shares many qualities with the game of running a business, it still remains up to the entrepreneur to set the pace, game plan and vision. Moreover, the entrepreneur needs to select good talent to help carry the day, while off handling other activities. Using some basic principles can save a business a whole lot of trouble and heartache. Whatever the sport you choose to compare your business to, remember, it’s all about winning within your definition winning.
In rugby, they teach you to remain responsible for the ball until the person you’ve passed it to passes or kicks it away. The theory behind this: protection and backup of the ball in case things go wrong.
Darrell is Vice President of Sales and Marketing for Conversys. His focus is to steward the North American growth for Digital Promotions Marketing. His career spans a wide range of technology and Internet companies throughout North America and the UK. From small start-ups to Fortune 500 firms, Darrell excels at bridging offline business processes with effective online channels. He is currently a Board of Director of the Retail Advertising and Marketing Club of Canada (RAC), and former Board of Director of the Internet Advertising Bureau of Canada.
Entrepreneurial Rugby
By Darrell Cook
Business and sports are often compared for their similarities in preparation, team collaboration, winning spirit and competitiveness. The sport I find most closely related to an entrepreneurs’ business is rugby. Rugby is a highly fluid game with little stoppage in play and a great deal of imagination required during chaos situations. Unlike other sports where players possess a single specific skill, rugby players must possess a multitude of talents and athleticism, including aerobic fitness, anaerobic power, anaerobic endurance, running, passing, kicking, tackling… sound familiar, entrepreneurs?
The main similarity between rugby and entrepreneurism is the absolute necessity for proper team execution. As a business owner, it’s not only hard to find good talent to support your ideas, but also challenging to align to your vision with your team members’ so they can execute well. Moreover, coaching team members to play nice and support others in your company can become a taxing exercise.
To alleviate the burden of these challenges, I have a few simple “best practices” your team can follow, using the basic principles of rugby:
Rule # 1: Don’t pass your troubles. Rugby players are meant to read the flow of the game and never pass the ball into a troubled situation that can cause injury to another player, or a breakdown in the play. Standing order is that if the situation is chaos, you protect the ball and take the tackle. Think about how your business works. Your customers with legitimate complaints can feel lost or neglected while employees pass them off to other team members. Customers who feel they are getting the runaround will walk away with negative feelings. Companies that adhere to responsible customer service practices are the ones that will sustain growth year after year.
Rule # 2: Innovate, Improvise, Adapt. The US military places great efforts on planning battles, while knowing one thing is certain—the enemy always has a vote in the outcome. The same applies in rugby, when the competition outmanoeuvres a team. Improvisation must be incorporated to adapt to the challenge, otherwise the team will be on the losing end of the game. There are two lessons for entrepreneurs here: a) you can’t control everything, as the competition will always interfere and technology will always improve in ways that will give someone else an advantage; and b) doing nothing about it will eventually cost you revenue. The speed at which you can innovate, improvise and adapt will determine your competitiveness for winning.
Rule # 3: Communication is critical. A rugby team is largely comprised of two main groups: Forwards and Backs. While Forwards are usually the big burly men you see on TV in the many pile-ups, the Backs are the speedy track athletes that form a line spread across the width of the rugby field. Each group has a very diverse role, but when combined, they work collaboratively to score points. The main difficulty is to ensure that everyone knows the play that is being orchestrated is the wide distance of each player. To alleviate this problem, players pass along the next play down the line, using hand signals or whispers so the other team does not read the play. Everyone must participate in this ritual or the play is broken before it begins. In business, the common internal breakdown in workflow is communication. Think about your office setup and ask yourself how your company can improve communication flow to increase productivity. Once established, teams can appreciate the other groups’ job functions and work toward understanding ways to improve the total company experience.
Rule # 4: The high motor experience. The one defining character of a rugby team is that each player possesses a high motor at the beginning of the game, to the final whistle. Rugby is punishing for teams with players who lose that high motor during the game —that extra effort needed to get the job done. Entrepreneurs compete daily against big companies with million-dollar marketing budgets and deep resources. To differentiate, entrepreneurs use this skill of high motor to prove their agility and commitment to customers. The moment a company takes its finger off this buzzer is when customers begin to doubt the performance of the company. Setting immediate weekly goals and teaching employees that the little things matter will increase your chances of winning against the big competitors.
While the game of rugby shares many qualities with the game of running a business, it still remains up to the entrepreneur to set the pace, game plan and vision. Moreover, the entrepreneur needs to select good talent to help carry the day, while off handling other activities. Using some basic principles can save a business a whole lot of trouble and heartache. Whatever the sport you choose to compare your business to, remember, it’s all about winning within your definition winning.
In rugby, they teach you to remain responsible for the ball until the person you’ve passed it to passes or kicks it away. The theory behind this: protection and backup of the ball in case things go wrong.
Darrell is Vice President of Sales and Marketing for Conversys. His focus is to steward the North American growth for Digital Promotions Marketing. His career spans a wide range of technology and Internet companies throughout North America and the UK. From small start-ups to Fortune 500 firms, Darrell excels at bridging offline business processes with effective online channels. He is currently a Board of Director of the Retail Advertising and Marketing Club of Canada (RAC), and former Board of Director of the Internet Advertising Bureau of Canada.
By Jim Pagiamtzis
Effective tips on networking to help every entrepreneur to build their business
Many business owners have asked me how I became such an effective networker. My response: “The secret to your success is in your daily routine.” Everyone has the same 24 hours in the day; the better question to ask is “how do you use those hours?” When I first began to get out and meet new people, all I had was a simple, one-sided business card.
1. Business Card
I use a one-sided business card because it is simple and to the point. Name, business, phone and email address with the second side left blank. Many people I met with didn’t have business cards, so I used the “two card process.” As I handed my card out, there was a second card underneath so they could write down their contact information and hand it back to me. Every entrepreneur should carry business cards and they should be ready to hand them out at every networking event or opportunity.
2. Attitude
When you are in a networking environment, it’s very important to have a positive attitude. After all, you are there to generate business. People around you will remember the way you speak and present yourself. Remember the three-foot distance rule. You want to be in their space but not in their face. Smile and be courteous. Be ready with a mini explanation of what you do. Stephen Covey says, “Begin with end in mind,” in The 7 Habits of Highly Effective People. You are there to meet and connect and collect business cards with the result of generating business.
3. Key Questions
Many people I speak with always have a challenge initiating conversation. This is easy to overcome. We actually do it every day when we talk about the weather, the sports or the news. In the networking environment, it’s done with the specific intent to learn more about the person you are speaking with. Debra Fine in The Power of Meeting New People talks about being prepared with ice-breaker questions. For example, you could say, “Good afternoon. My name is Terry Grant. I’m from Resolutions Inc. How are you doing?” This can be improved upon with, “Great to meet you, Steve. My name is Terry Grant. What got you started in this industry?” Or “Tell me about how you…” Or “What do you see as the coming trends in your industry?” And if you are just starting out, it never hurts to ask something like, “What kind of advice would you give someone starting out in this business?” These types of questions will definitely get more conversation flowing and may lead to a powerful conversation. Entrepreneurs are seeking ways to voice their passions, talents and experiences to show everyone that it can be done. Networking is and always will be the best way to learn and participate. Put yourself in the arena and learn your hobby or interest, and let it grow by building successful relationships with people who may become friends, associates and, perhaps, lifetime mentors.
JIM PAGIAMTZIS is the owner and founder of Payamgis Enterprises. He works with consultants, entrepreneurs and corporate professionals on effective communication. He will teach you how to get to the next level in your business, through prospecting, effective presentation skills, and customer service. Jim has written articles for Empower.ca and has been quoted by Empower.ca and Happy Worker.ca. He can be reached at payamgis@gmail.com , or visit his website at www.jimpagiamtzis.wordpress.com
The December 2010 Business Barometer® produced by the Canadian Federation of Independent Businesses (CFIB) indicates that business confidence in the economy almost matched the post-recession high of March 2010.
However, it is clear that questions about the economy still linger in the minds of business owners across the country.
Throughout the year, we reach out to small and medium sized business owners from across the country to gauge their top concerns regarding their business and their business’s place in the economy.
Our focus in a recent survey was to identify the top issues that business owners are facing, and what, if anything, keeps them up at night.
The survey produced several interesting findings:
Our survey found that cash flow (23%) was the number one concern, followed closely by attracting business (22%), both in getting new customers and getting existing ones to buy again.
Cash flow is a concern that comes up again and again when we talk to business owners – yet many business owners have a tendency to focus on the wrong things when evaluating their cash position. In an article published in the Harvard Business Review entitled “Why Cash Matters: The Importance of Understanding a Cash Flow Statement”, the authors state that: “Entrepreneurs who understand cash flow tend to make better decisions than those who focus purely on the income statement.”
According to Entrepreneur magazine there are four key areas that businesses should focus on when it comes to cash flow:
- Utilize data from past years including accounting for seasonality when measuring and projecting future cash flows. This is a task where professional help or a software tool can come in particularly handy.
- Focus on “improving the speed with which you turn materials and supplies into products, inventory into receivables, and receivables into cash.”
- Keep an eye on expenses – be sure that they are not growing faster than sales.
- Don’t wait for there to be a problem – be proactive and make sure you have contingencies in place such as a line of credit, a tight rein on payables and a strong relationship with suppliers (to arrange for more favourable terms when needed).
In our survey, business owners also worried about being able to complete work on time and managing their workload (12%), while “Finding the right balance between work and family”.
After identifying their concerns, we then asked about the areas in which they needed the most help. This question gave us very interesting feedback, as most businesses reported that they needed help with online marketing (36%) in creating more exposure for their business and driving in sales.
Being able to manage time appropriately was another important area in which business owners required help, as 27 percent of respondents indicating that this was essential since they felt that their time was “mostly spent having to do everything from filing to accounting and billing to providing professional services”.
“Staying up to date on the latest technology” was also an issue that you felt was important, and in looking for avenues for inspiration and generating new business initiatives, 47 percent of respondents said that attending industry conferences motivated business owners, while another 41 percent of respondents gained inspiration through reading the news.
After hearing from those in the panel, do you agree with the results we found? What do you think are your top business concerns, and is there anything that keeps you up at night? Share your comments and stories with us below! How have you or do you plan to address those concerns? We want to hear about them!
Also, by sharing your experiences below, you can win one of three copies of QuickBooks Pro 2011 provided by our friends at QuickBooks Canada.¹
Spend less time on paper work and more on real work.QuickBooks can save you time by keeping your books, crunching your numbers and telling you exactly where your business stands. That’s why it’s the number-one small business accounting software in North America. QuickBooks does the legwork so you can do what you love.
(On July 16, 2010, Staples Canada surveyed both consumers and business professionals, with 239 panelists responding to a series of questions that support the above data.)
By Small Business Expert Roger Pierce, BizLaunch
It’s the most wonderful time of the year…when too many small business owners get stressed out.
Running a small business is a juggling act in itself. Add in family and social commitments and you’ve got a recipe for entrepreneur year-end burnout.
No matter how busy you are this festive season, please remember this: You are the most important asset to your business.
Try to reduce your stress by following these tips:
Be good to yourself this holiday season and you’ll be in much better shape to tackle those business challenges and opportunities waiting for you in 2011.
BizLaunch Webinar. To find one near you, please visit http://www.staples.ca/bizlaunch today.
ROGER PIERCE is passionate about helping entrepreneurs achieve success. Co-founder of Canada’s largest small business training company, BizLaunch.ca, he’s launched eleven small businesses of his own and personally experienced what he calls “the good, the bad and the ugly” sides of entrepreneurship.
BizLaunch advises thousands of Canadian startups through its popular how-to seminars and webinars delivered with partners such as STAPLES.
By Small Business Expert Roger Pierce, BizLaunch
Life as an entrepreneur isn’t all smiles and chuckles. You may find yourself tight on cash, overwhelmed by multiple tasks and downright nervous about your business future. There will be times when you’ll feel frustrated, exhausted or stressed.
Keeping your spirits up is therefore extremely important. Follow these suggestions to help turn any frowns upside down:
You can learn more about this and other how-to topics in a free STAPLES BizLaunch Webinar. To find one near you, please visit http://www.staples.ca/bizlaunch today.
ROGER PIERCE is passionate about helping entrepreneurs achieve success. Co-founder of Canada’s largest small business training company, BizLaunch.ca, he’s launched eleven small businesses of his own and personally experienced what he calls “the good, the bad and the ugly” sides of entrepreneurship.
BizLaunch advises thousands of Canadian startups through its popular how-to seminars and webinars delivered with partners such as STAPLES.