"Interestingly, koi, when put in a fish bowl, will only grow up to three inches. When this same fish is placed in a large tank, it will grow to about nine inches long. In a pond koi can reach lengths of eighteen inches. Amazingly, when placed in a lake, koi can grow to three feet long. The metaphor is obvious. You are limited by how you see the world."
-- Vince Poscente

Showing posts with label business. Show all posts
Showing posts with label business. Show all posts

Monday, August 20, 2012

Check out Four Alternative Lending Options for Entrepreneurs...

There is much talk these days about the rise in alternative lending sources since the credit crunch really started to squeeze small businesses in late 2008... here is a great explanation of four of those alternatives...

Four Alternative Lending Options for Entrepreneurs

www.smallbusiness.foxbusiness.com
Published August 14, 2012

When the credit crunch begain in late 2008, traditional banks tightened the spigots on funding for small businesses. When the big banks said no, small banks and non-bank lenders increasingly said yes. While big banks reject loan applications almost nine out of ten times, and smaller banks approved less than half of small business funding requests, alternative lenders filled the void.

According to Biz2Credit Small Business Lending Index (figures for the July 2012), big banks (insitutions with more than $10 billion in assets) approved 11.3% of small business loan requests, while smaller banks gave the green light to 47.4%. Meanwhile, non-bank lenders picked up the slack. Credit unions approved 54.6% of requests, while alternative lenders, such as Cash Advance Network (CAN) and accounts receivable financers, okayed 61.4% of requests for funding from small companies.

So who are the alternative lenders? They are comprised of non-banks, such as credit unions, CDFIs, micro lenders and accounts receivable financers.

To read a full explanation of each alternative lender... click here to read the full article.

Saturday, August 18, 2012

Great news for the craft beer brewing industry... continued growth!

Brewer's Association Reports 2012 Mid-year Growth for U.S. Craft Brewers

www.brewersassociation.org
Boulder, CO  *  August 6, 2012

Dollar growth up 14% in first six months of 2012; Total brewery count hits 125-year high

The Brewers Association (BA), the trade association representing the majority of U.S. Brewing companies, has released strong mid-year numbers for America's small and independent craft brewers. Dollar sales were up 14 percent in the first half of 2012, while volume of craft brewed beer sold jumped during that same time period.

Barrels sold by craft brewerd for the first six months of 2012 are an estimated 6.0 million barrels. Despite a number of challenges, including decreased overall beer sales, the mid-year numbers show signs of continued growth for craft breweries. The industry currently provides an estimated 104,000 full-time and part-time jobs, contributing significantly to the U.S. economy.

To read the full article... click here.

Friday, December 23, 2011

Check out "Top 10 Reasons Small Businesses Fail" from the New York Times

Top 10 Reasons Small Businesses Fail
By Jay Goltz
New York Times, You're The Boss
January 5, 2011

One of the least understood aspects of entrepreneurship is why small businesse fail, and there's a simple reason for the confusion" Most of hte evidence comes form the entrepreneur themselves.

I have had a close-up view of numerous business failures - including a few start-ups of my own. And from my observation, the reasons for failure cited by owners are frequently off point, which kind of makes sense when you think about it. If the owners really knew what they were doing wrong, they might have been able to fix the problem. Often, it's simply a matter of denial or of not knowing what you don't know.

To read the full article and see the top 10 reasons, which might surprise you... click here.

Wednesday, November 16, 2011

Check out this great article from nightclub.com

VIBE newsletter
www.nightclub.com

Mimi's Cafe's Value Revolution
By: Alissa Ponchione
November 14, 2011

When it comes to happy-house specials, every operator thinks their happy hour is not only the best but also offers the most value. However, the executives at Mimi's Cafe claim that theirs is the happiest. Launching its "Happiest Hour" promotion, the Irvine, Calif. based Mimi's Cafe is offering small bites and wine flights every day of the week. Chief Concept Officer Mark Mears says taht at 145 locations, guests will be offered delicious treats and drinks - all part of Mimi's Revolution strategy.

To learn more, read the full article... click here.

Tuesday, March 29, 2011

Top 10 Dying Industries

WSJ.com, WSJ Bogs - Real Time Economics
By Phil Izzo
March 28, 2011

The U.S. Economy is recovering from a severe recession, but some industries are unlikely to ever fully bounce back.

A new analysis by research firm IBISWorld looks at 10 industries that appear to be dying. The list isn't exactly shocking, but it represents a mix of sectors that are being left behind by technology or have been hurt by cheaper overseas competition.

The biggest industry profiled by IBISWorld is wired telecom carriers, largely being supplanted by cell phones and the internet. The dominance of the Web and digital media also puts Newspaper publishers, record stores and video-rental companies on the list. Meanwhile photofinishing also takes its place among the top 10 dying industries thanks to the growing influence of digital photography.

to read the full article, and see the rest of the top 10... click here.

Thursday, March 17, 2011

Check Out: Groupon Has a Drinking Problem - Update 2

Forbes.com
Brendan Coffey
March 16, 2011

That $6 billion Groupon's Eric Lefkosky turned down from Google last year is probably looking a little better now.

The Massachusetts Alcohol Beverage Control Board, aka the no-fun guys, have told Groupon it appears to have been violating the state's laws on discounting booze since its inception. Here's part of the letter sent to the company in February, as reported yesterday by the Boston Globe:

"I am hopeful that the long-established, clear, bright lines of the boundaries of legality have not vanished in the rear-view mirror of entreprenurism driven by unbridled and imprudent, if not reckless, enthusiasm," william A. Kelley Jr., the commission's legal counsel, wrote to Groupon in the February letter.

That takes a bit of the shine off the discount deals, now that beer, wine and sangria are excluded from your $50 Groupon to Beefsteak Charlie's. Yesterday's deal for an Essex restaurant had a blodfaced "Not valid toward alcohol" on the offer.

click here to read the full article.

Saturday, October 23, 2010

Check out... Top 10 ways government kills jobs in America

By: Arthur Brooks
OpEd Contributor
WashingtonExaminer.com
October 19, 2010

Our politicians all seem to agree on at least one thing: There will be no recovery unless America gets back to work.

But that's often where the agreement ends. Once you move on to discuss how to get America back to work, opinions begin to diverge.

In general, the worst thing for job creation is a poor entrepreneurial climate. Such a climate is brought on by the large fiscal debt, unpredictable health care costs, and a generally anti-business and pro-regulation approach by government.

In the run-up to the midterm elections, all of us should be thinking about "climate change" - and the best ways to create jobs in our nation. We'll hear lots of talk about recovery and stimulus, about fairness and equity, the future and change.

As we listen to the rhetoric, remember the reality. These are the Top job killers in America.

  1. Uncertainty and business
  2. Uncertainty and the consumer
  3. High corporate taxes
  4. Unhealthy health insurance costs
  5. The threat of unionization
  6. Inability to hire and fire
  7. Trade restrictions
  8. Credit
  9. Increasing unemployment insurance
  10. Encouraging frivolous lawsuits

To read the full article at the Washington Examiner... click here.

Tuesday, July 6, 2010

Check out Steven Levitt: The man who made economics freaky

The man who made economics freaky
By David Futrelle, Money Magazine
June 14, 2010

Had Steven Levitt taught your college Econ 101 lecture, you'd surely remember more of it. The University of Chicago professor takes the basic tools of economics -- reams and reams of data, and the understanding that human beings respond to incentives for gain -- and applies them to surprising new subjects.

In "Freakonomics" and "SuperFreakonomics," his bestselling books written with journalist Stephen Dubner, he's argued that sumo wrestlers probably cheat, explained why many drug dealers earn less than minimum wage, and shown that the introduction of television correlated with a spike in crime.

In one of his few studies about everyday money matters, he made the case that you probably can't rely on your real estate agent's advice to get the best possible price for your house. By turning economics into a good story, Levitt has become his field's greatest popularizer -- the Carl Sagan of number crunchers.

No wonder he was the hands-down readers' choice for this month's Visionaries interview. We asked Levitt to answer your burning economic questions; Money contributing writer David Futrelle chimed in with a few of his own. Edited excerpts follow.

To read the full article... click here.

Tuesday, June 1, 2010

Check Out "Boutique Hotels Go Mainstream"

By: Matthew Link
AOL Travel

It used to be that the words "chain hotel" conjured up images of beige rooms that are exactly the same from city to city. Not anymore. A new crop of boutique hotel groups is turning the chain concept on its head with smaller properties that incorporate local style and flare with the service and stability that you expect from major chains. "Travelers are increasingly looking for one-off, 'bespoke' experiences and the cookie-cutter people-mover product that was entrenched until the 1990s seems to have had its day," says veteran travel journalist Gretchen Kelly.

The boutique chain trend has been steadily growing and it now seems like every large hotel chain is trying to cash in. In fact, 18 chain-owned boutique hotels are slated to open in the U.S. in 2010.

To read more… click here.

Thursday, April 22, 2010

Turkey's Moment

Its economy is hot again after a painful 2009, and some economists say it's a Germany in the making. The politics, though, are raucous.










Istanbul. Turkey has prospered while tension between Islamists and secularists has increased Kathryn Cook/Agence Vu/Aurora

To read more... click here.

Sunday, March 28, 2010

Life Plan Before Business Plan

This blog post kicks off a three part series on Start-up Success for Small Business Trends. Great advice for anyone looking for success in their entrepreneurial path.

By Melinda Emerson, Smallbiztrends.com

Many people dream about owning a small business. You may be one of those people who have had a “notion” for years that someday you would be president of a company, successful beyond your wildest dreams. Turning that dream into reality is an evolutionary process. It involves not only having a solid business idea but also knowing the “business of running a business.” You will need to get your arms around stuff like accounting, marketing, and operations, but before you dive into crunching numbers for your business plan, consider this:

It is my strong belief that would-be entrepreneurs need to develop a life plan before they ever write a business plan. Why, you ask?

Because entrepreneurs who don’t get clear about what they want from life run the risk of starting a business that might not be a good business for them.

To read more ... click here.

Friday, February 26, 2010

Obama's stimulus aims to boost access to small-biz loans

By Peter Schnitzler, Indianapolis Business Journal

To read the full article online click here.

No incentive can make a bad deal bankable. But President Obama’s stimulus measures are spurring some promising small businesses to begin borrowing again, despite the recession. National politics will help determine whether the budding trend accelerates or stalls.“The president has announced a very exciting series of initiatives. That’s the good news,” said attorney Frank Swain, a partner in Baker and Daniels LLP’s Washington, D.C., office. “The asterisk to bear in mind is, nearly everything the president has proposed will require legislation.”

Obama has a variety of incentives on the table designed to encourage entrepreneurship. For starters, he wants to move $30 billion from the Troubled Asset Relief Program, or TARP, over to community banks that will put it to work in small businesses.


The president also aims to give the Small Business Administration authority to refinance commercial real estate loans for owner-occupied property. Obama has proposed raising the caps on a variety of SBA loans, and he wants Congress to approve a $5,000 tax credit for every net new employee a small business hires.


But at the moment, it’s unclear whether Obama will even be able to preserve the small-business banking measures he’s already added to the books. Thanks to the American Recovery and Reinvestment Act, the SBA is attempting to rekindle borrowing activity by increasing its loan guarantees up to 90 percent and waiving fees.


The SBA’s current loan incentives are scheduled to expire at the end of the month without congressional renewal. Some local entrepreneurs are taking advantage of federal stimulus incentives while they last.

Alivio Medical Center, at 21st Street and Shadeland Avenue, is exactly the type of small business President Obama is attempting to assist. Founded in 2002, it has four full-time physicians, three specialists and a staff of 30. It serves 25,000 patients, primarily Hispanic people for whom Spanish is their first language.


The business has expanded so quickly that it’s twice outgrown facilities. Last fall, Alivio borrowed $705,000 in SBA-backed money from Fifth Third Bank to buy its current building, a former pain clinic.


Dr. Alfredo Lopez-Yunez, 42, a Colombian native who’s Alivio’s owner and director, said he probably could have secured a loan without the SBA’s assistance. But because of its involvement, Alivio used funds that would have gone for fees to instead open a dental clinic and an ophthalmology clinic.


“I wouldn’t say it was a no-brainer, but it was close to that, it was so good,” he said.

McCordsville-based Grassroots LLC is another beneficiary of the SBA’s current incentives. Owner Todd Stadler distributes a variety of musical instruments from a tiny 3,000-square-foot warehouse, “but we use every bit of that room,” he said. He launched the business in October with the help of an $80,000 loan from Star Financial Bank, backed by the SBA. His motive was a common one for entrepreneurs: Stadler, 33, simply wanted to work for himself.


Grassroots has four full-time employees and two part-timers. In just a few months, it has attracted 250 customers and aspires to 2010 sales of $1 million, with a profit margin of 25 percent or better.


“I’ve worked hard for others. I knew I’d succeed if I did that for myself,” he said. “My mind-set was, I’ll do whatever I have to to make this work.”


The SBA’s changes were rooted in necessity. In 2008, wary entrepreneurs battened down their hatches. The international credit crunch trickled down locally into a 35-percent slide in both the quantity and size of SBA-backed bank loans.


The result was a partial, concentrated revival. The SBA’s Indiana District Office reports that its gross dollar totals for loans made during the last 12 months reached 86 percent of their pre-recession level. But the SBA underwrote only about half as many loans as before the downturn.


Mark Schroeder, CEO of Jasper-based German American Bancorp Inc., wants to see the SBA’s current loan incentives extended.


Just before Christmas, Schroeder was one of 12 community bankers from around the country invited to meet personally with Obama. He told the president that German American was fortunate to be well-capitalized and willing to lend. But because of the recession, he told Obama, businesses simply aren’t borrowing. For the last two years, most have concentrated on reducing their inventories and tightening their receivables, not taking on debt for expansion.


As businesses shrink, Schroeder noted, they have less collateral to offer as loan security. That increases their default risk. Until recently, the problem has been hidden by the lack of loan demand. But it will become pronounced as they begin growing, and seek new credit for working capital.


Schroeder believes the SBA’s increased guarantees ought to be extended through 2011, and perhaps beyond.


“That was my point to the president,” he said. “If you pull that SBA credit-enhancement support off the table too soon, just when this economy is ready to come back up and back out, that’s when you’re going to see the credit crunch.”


Obama’s new entrepreneurship proposals also include eliminating capital-gains taxes on investments in small businesses and accelerating tax-depreciation schedules for their equipment purchases.


Swain, the Washington, D.C., attorney, said local entrepreneurs should keep their lenders’ phone numbers handy to track the changing landscape for small-business incentives.“


Chances are that many, if not all, the changes will be made pretty quickly,” said Swain, who served as the SBA’s chief counsel for advocacy before joining Baker and Daniels. “If somebody desperately needs help today, they have to deal with current program rules. But in a month, the rules could be changed.”

Tuesday, February 16, 2010

"Do The Unexpected" - AOL Small Business

Click HERE to view the article online.

By STEVE STRAUSS, AOL SMALL BUSINESS

Q: Hey Steve -- I feel like my business is in a rut. We are successful and all, but I want to try some new things. The problem is 1) what, and 2) cost. Suggestions? Thanks!

Joe


A: Let me begin to answer your question this way:

I was in New York recently on business and upon checking into my hotel, the clerk said to me: "Mr. Strauss, we are not full tonight. Would you like a free upgrade?" The next thing I knew, they handed me a goody bag of bottled water and chocolate and then took me up to a gorgeous suite. As I was not a frequent guest of this hotel or chain, I was very surprised. Will I be back? You bet!

All businesses fall into ruts. That is quite common. But the best businesses, the exceptional ones, do like the hotel in New York -- they do the unexpected.

Doing the unexpected in your business can pay tremendous dividends -- for your customers of course, but also to you. Doing something different or unexpected shakes things up. It revs up the 'ol creative juices. And that, in turn, can create a domino effect of other positives. As they say, if you keep doing what you have always done, you will keep getting what you have always gotten.

Here is what I am talking about:

Unexpected customer service: This is one area where doing the unexpected can make the biggest difference. Customers expect that you will offer a good product or service at a fair price and be pleasant in the process; that is a given. But it is when you go above and beyond and do something special that they take notice and you begin to create exceptional loyalty.

Here's an example: I recently read a story about a gentleman who took his car to the repair shop. On the way home he realized that something was still not quite right with the car. He called the repair shop from home and they offered to send someone out to pick up the car, they stayed open late to fix it right, and they delivered it back to him a few hours later. The customer was delighted at this unexpected service and the shop turned lemons into lemonade.

Unexpected marketing: You have a couple of cool marketing tricks up your sleeve. You must -- you are still in business. But the problem is that by doing the same marketing campaign again and again, year after year, the same people see it.

But by doing something new and different, you ensure that new people will become aware of your business. Maybe it's putting up some Facebook ads or starting to tweet daily specials. Maybe you start advertising on the radio. Whatever the case, unexpected marketing will yield unexpected results.

Unexpected products: I see that some airlines are starting to offer in-flight WiFi. That is new and unexpected and nice. What about Jet Blue giving everyone their own TV set on the seat in front of them? A unique product can be a difference maker. Just ask the Chia Pet people.

Unexpected policies: Nordstrom's return policy is world famous. And the diner down the street that won't let you substitute a salad for french fries is evidence of the power of the unexpected policy for the wrong reason.

Unexpected priorities: Great businesses are about more than making a profit. When he died, Joe Wilson, founder of Xerox, was found with a small blue index card he kept in his wallet. It said, in part, "To attain serenity through the leadership of a business which brings happiness to its workers, serves its customers, and brings prosperity to its owners."

"Bring happiness to its workers?" Wow.

Doing the unexpected helps you stand out from the crowded field because it is, well, unexpected.

Tuesday, January 12, 2010

An Era of "Temp"

The Disposable Worker
Pay is falling, benefits are vanishing, and no one's job is secure. How companies are making the era of the temp more than temporary

By Peter Coy, Michelle Conlin and Moira Herbst

On a recent Tuesday morning, single mom Tammy DePew Smith woke up in her tidy Florida townhouse in time to shuttle her oldest daughter, a high school freshman, to the 6:11 a.m. bus. At 6:40 she was at the desk in her bedroom, starting her first shift of the day with LiveOps, a Santa Clara (Calif.) provider of call-center workers for everyone from Eastman Kodak (EK) and Pizza Hut (YUM) to infomercial behemoth Tristar Products. She's paid by the minute—25 cents—but only for the time she's actually on the phone with customers.

By 7:40, Smith had grossed $15. But there wasn't much time to reflect on her early morning productivity; the next child had to be roused from bed, fed, and put onto the school bus. Somehow she managed to squeeze three more shifts into her day, pausing only to homeschool her 7-year-old son, make dinner, and do the bedtime routine. "I tell my kids, unless somebody is bleeding or dying, don't mess with me."

As an independent agent, Smith has no health insurance, no retirement benefits, no sick days, no vacation, no severance, and no access to unemployment insurance. But in recession-ravaged Ormond Beach, she's considered lucky. She has had more or less steady work since she signed on with LiveOps in October 2006. "LiveOps was a lifesaver for me," she says.

You know American workers are in bad shape when a low-paying, no-benefits job is considered a sweet deal. Their situation isn't likely to improve soon; some economists predict it will be years, not months, before employees regain any semblance of bargaining power. That's because this recession's unusual ferocity has accelerated trends—including offshoring, automation, the decline of labor unions' influence, new management techniques, and regulatory changes—that already had been eroding workers' economic standing.
...

...To view the rest of the article click HERE (or on the title)

Tuesday, January 5, 2010

There's More Than One "Part" to the Elephant


I was reminded the other day about the story of the blind men describing an elephant and in how many ways it perfectly describes the process of buying a business--too many times buyers only concentrate on one "part" of the "elephant" and fail to see the whole entity.

Monday, August 3, 2009

Restaurants, Franchising and Discounting

Restaurants, Franchising and Discounting
by john a. gordon

In a June 23 New York Times Business article, Discounts Have Restaurants Eating Own Lunch, the woes of chain restaurants offering discounts—and the possible long term effect of doing so, was well outlined. The following passage caught my eye:A T.G.I. Friday’s promotion in April and May offering $5 sandwiches and salads led to a small-scale revolt among franchisees. Ross Farro, who has seven T.G.I. Friday’s restaurants in Ohio and Pennsylvania, said the promotion included salads that normally sell for as much as $10 and a steak sandwich priced at $11.89 on the regular menu. The ingredients alone for each steak sandwich cost about $4, he said.

The promotion was supposed to run at lunch and dinner, but Mr. Farro said he and some other franchisees put away the $5 menu inserts at night to stop the bleeding.

This was not the first such example just this year of such issues plaguing chain restaurants and franchisees. Sonic (SONC), for example, has been struggling for almost the entire last year by promoting either drinks or its $1 value menu, and having declines in average customer ticket, not offset by increases in customer traffic. It reported earnings on June 23, which were still weak. And Burger King (BKC) and Subway franchisees have also noted the same problem. But Subway units, with their overwhelming US presence, seem to be visually busy, and seem to of the right scale.

Routinely, in my field visits of restaurants so far this year, I find situations where the company’s central marketing thrust is all but hidden or ignored by misplaced restaurant outdoor posters, in store merchandizing, OR where cashiers actually “trade down” customers to the more discounted offers, from a higher margined item. Either action results in a very sub-optimal outcome.

In the example above, the TG I Friday’s franchisee pointed to a gross margin of only about 20% on that particular steak sandwich item. That’s far below the typical 60-70% margin. I’d bet that not every item in the mix resulted in such a steep discount. But any discount means that incremental sales traffic must be generated to offset the lower margin resulting from the promoted item sales.

Franchisees are more margin centric in their needs and outlook, while the large publicly traded companies are more comp sales oriented, because that is a key metric The Street is looking for.

A lot of that tension is due to the franchise model, where franchisors get royalties based on sales but franchisees make profit the old fashioned way, taking what’s left after expenses are paid. Also, franchisees generally have higher cost of capital (if they can get credit at all right now) and have lower potential margin structures, as they must pay a royalty to the franchisor off the top, usually 3-8%.

Very clearly, deal and value is very important in retailing, but how do you drive it optimally?

One, is that you avoid the mistakes noted in the TGI Fridays example above: work to make the discounts meaningful but not such that individual item sales are slashed beyond feasible (rule of thumb: 50% gross margin is a starting point).

Another is that Fridays could have limited the discount to lunch only—most casual dining operators are slower daytimes and are much busier in the evening. Work to fill in your gaps but play to your strengths.

Another is offering attractive, limited time offers with the price point and margin you can tolerate. Both Brinker (EAT) and Darden (DRI) have kept their product development groups busy lately, creating and rolling out such items.

About the author: John A. Gordon is with Pacific Management Consulting Group, an analytically oriented chain restaurant management consultancy; focused on restaurant economics and earnings

Tuesday, July 28, 2009

Starbucks Wipes Name From Seattle Location

Starbucks Wipes Name From Seattle Location
Friday, July 17, 2009



NEW YORK — Starbucks Corp. said Thursday it is wiping its name from one of its Seattle-area stores and adding alcohol to the menu.

The Seattle-based gourmet coffee chain said it is changing the name of one of its existing stores in its hometown to a name that reflects the neighborhood location. The store will be called 15th Avenue Coffee and Tea. It will open next week and will serve coffee and tea as well as wine and beer.

The company said it will then open two more Seattle-area stores without the Starbucks name in locations that aren't currently Starbucks stores.

The chain said if the rethought coffee shop is a success it will consider replicating it in other cities.

"It's interesting," said Morningstar analyst R.J. Hottovy, "especially since the Starbucks brand has been such an integral part of their success."

Hottovy said he thinks the Starbucks brand still "resonates" with those who drink coffee regularly. But, he added, with the recession now in its second year, the brand may be struggling more because it is considered "premium," and therefore expensive, by consumers.

The company has been unable in recent months to keep its sales growing as more consumers cut out small luxuries to save money. Starbucks is slated to report its fiscal third quarter financial results on Tuesday and analysts have largely predicted another same-store sales decline, particularly, in particular, that competition with lower-priced rivals like McDonald's Corp. has heated up.

McDonald's has been rolling out its own line of espresso-based drinks to all of its 14,000 U.S. locations and has been heavily promoting the beverages.

Andrew Hetzel, the founder of coffee consulting group Cafemakers, said Starbucks may also be renaming its stores to provide a testing ground for changes and, possibly, to bring in a new brand of consumer.

"It looks to me that they are testing a specialty sub-brand to see if they can capture some other segment of the market that would otherwise be disillusioned by a large corporate chain," Hetzel said, adding that opening only one at first "gives them a live shop to test changes in menu offerings, store design and, perhaps, procedures quickly" without disrupting operating stores branded with the Starbucks name.

Monday, July 27, 2009

Example of the Law of Unintended Consequences

On June 22, Baby Sprouts Naturals went out of business. Congress killed it. Baby Sprouts Naturals is a small company making what it calls "natural, non-toxic baby products" such as "organic apparel," toys and the like. None of the company's products contains lead. But an anti-lead law Congress passed in 2008, the Consumer Product Safety Improvement Act (CPSIA), has snared even this leadless company in its trap.

Baby Sprouts Naturals is far from alone. Horror stories abound about small and large businesses, and, indeed, entire industries, closed or hobbled because of the Consumer Product Safety Improvement Act. The law sets new, absurdly stringent limits on how much lead any children's product can contain. It requires strict testing and labeling of all products intended for children and makes both manufacturers and retailers responsible for proving that such testing has taken place. It allows all 50 state attorneys general to take "enforcement" actions related to these issues and to hire outside counsel to do the legal work. It all but invites class-action lawsuits against children's product suppliers.

EDITORIAL: Lead in the head
Safety regulations kill jobs
By Thursday, July 16, 2009


Ballpoint pen manufacturers, makers of children's minibikes, used bookstores, thrift shops, vending-machine companies, clothing manufacturers, handmade toy outfits and all sorts of others are suffering because of various CPSIA provisions. Also hurt will be charities that resell donated products to raise money for social services. One result: The Salvation Army said that about 16,000 fewer people in substance-abuse rehabilitation programs will be served.

The law has caused "absolute chaos and disarray," according to Quin D. Dodd, the former chief of staff of the Consumer Products Safety Commission. Even businesses presumably intended to be helped by the law, such as the all-wholesome Baby Sprouts Naturals, are now swatted down by Congress' heavy hand.

CPSIA matters are reaching a head. Three new members of the bipartisan Consumer Products Safety Commission have been chosen since June 23. On Aug. 14, all children's products will be required to start carrying permanent "tracking labels" with manufacturing details so extensive that CNNMoney.com reports the "rigidity and complexity" could force small businesses to be shuttered.

On July 9, Mr. Dodd sent a petition (on behalf of clients) to his former agency requesting that it approve one of three forms of product test that do not require destroying a finished product. Current testing requirements are expensive because products must be destroyed to determine whether they are safe.

The agency itself has an almost impossible task. While its new, five-member board ought to grant Mr. Dodd's requests, along with requests to delay implementation of the requirement for tracking labels, the board itself can't be expected to keep covering up for this awful law's many defects.

House Energy and Commerce Committee Chairman Henry A. Waxman of California yesterday announced that a hearing on the CPSIA's problems, which had been tentatively planned for next week, will be postponed. Congress should not sweep its own mistake under the rug. Chairman Waxman should reschedule the hearing, sooner rather than later, and use it as a first step in an expedited process to completely rework this destructive law.

Thursday, June 25, 2009

Six Tips for Names That Stand Out

Six Tips for Names That Stand Out
(click title to view original article online)
By DIANA RANSOM, SMSMALLBIZ.COM
Posted: 2009-06-19 12:01:08

Many casual wine drinkers know that Champagne comes from Chardonnay or Pinot Noir grapes and that Chianti hails from Italy's Tuscan countryside. But even the world's most educated sommeliers may have a tough time pinpointing the origins of Cheap Red Wine, Pancake and The California Wine Party. The vineyards and distributors responsible for these obscure brands are trying to change that by showcasing their attention-grabbing labels on store shelves.

At Click Wine Group, the Seattle-based owner and importer of such wines as Fat bastard, Clean Slate and 2 Up, easily pronounced names and consumer-friendly packaging are prized traits. "We start with the consumer and work backwards," says Peter Click, the company's founder. "This has been an intimidating product category for them... We make our brands very simple and easy to communicate," he says.

Click is among many vintners aiming to keep their brands clear and unpretentious, says Josh McFadden, a partner at Proof Wine Marketing, a wine-branding firm in San Luis Obispo, Calif., that has helped launch 20 new brands of wine in the last year. While it's important to produce quality wines that consumers can trust, coming up with an enticing product name has taken on a much more vital role in today's crowded marketplace, says McFadden. "It's all about standing out right now."

Just as the wine business makes the case for devising clever monikers, any company looking to reel in new customers or clients can benefit from a few brainstorming sessions before settling on a product or company name. Here are six tips for picking names that stand out:

Avoid odd-ball words
Kooky company or product names like Google and Amazon's Kindle can grab attention. However, most businesses that try this strategy end up picking zany, nonsensical names and spending substantial time and money explaining what the company or the product does, says Brenda Bence, founder of Brand Development Associates, a personal and corporate branding consultancy in Chicago. Instead, small businesses, which tend to have fewer resources than bigger firms, should stick to common concepts, she says. "This way, business owners can spend more time working for customers rather than working to explain things," says Bence.

Use business or product descriptors
Names should correspond to what a product or company does, says McFadden. For instance, after consulting with a winery owner who samples assorted vines from outside vineyards to create new wines, McFadden and his partner Elly Hartshorn suggested the wine maker adopt the name Field Recordings Winery. "We wanted to answer the question: Why would someone buy this wine?" says Hartshorn. "Someone would buy this wine because [the wine maker] is the insider. He has hand-selected vines and made connections that few others can mimic," she says.

Veer away from limiting language
Naming a company or a product after what it does will cut down on having to explain more later, but businesses should be wary of pinning themselves into too narrow a niche, says Bence. For instance, a company that caters mainly to other businesses, but not solely to them, is limiting itself by inserting "B2B," which stands for business-to-business, in its name, she says. "This is only a good idea if you're really, really sure that your company is going to focus solely on businesses," she says.

Mind your audience
To select a company or product name that resonates with specific consumers, cater to their values, says Hartshorn. To determine what those values are, home in on the small details of their subcultures, she says. "Making labels that hit [potential customers] subtly -- as though they were an inside joke -- can often capture people’s attention," she says.

Match price points
Your company or product name should also correlate to the price points you're aiming at, says Paige Arnof-Fenn, founder of Mavens & Moguls, a marketing consulting firm in Cambridge, Mass. Higher-priced items often bear more sophisticated names and packaging, while less-costly items tend to be more playful and lighthearted, she says.

Be memorable
"Even at higher price points, however, don't be afraid to be different," says McFadden. Naming products or companies so that no one gets offended is outdated, he says. Arnof-Fenn calls names that follow this practice "boring wall paper." She adds, "In this day and age, customers have to be able to remember it and spell it to break through the clutter."

Wednesday, June 10, 2009

Book: Selling Your Business for Dummies

Feel free to check out the book: "Selling Your Business for Dummies" by Barbara Findlay Schenck.

Foreword by John Davies, CEO of Sunbelt Business Brokers.

Son Isaac on Camel in Tangiers

Son Isaac on Camel in Tangiers
"Sometimes your only available transportation is a leap of faith."-- Margaret Shepard