Free daily tips, information and advice for people in small business
from a lifetime of personal experience founding and operating small businesses.
Gift certificates are a good way to promote your business. They can extend your reach into the community you serve.
Think of gift certificates as up-scale coupons.
Gift certificates take many forms. I've used gift certificates printed on post cards and mailed to existing customers. I've worked with business owners who had an artist create elaborate gift certificates to be handed out at shows and special events. Stock gift certificates--blank and ready to be filled in--are available at office supply stores and online, but they might not have the "feel" of specially created ones.
Example: I know a lady who runs a wellness center. She started out as a specialist in several types of massage. To expand the wellness center she created, she brought in other specialists--yoga, Reiki, hypnosis, nutrition, and others. She has used gift certificates for the massages she gives. This promotes the center and the other specialties. The certificates come pre-printed in $25, $50 and $100 denominations. Her clients buy these for themselves and to use as gifts to friends. It helps to bring in referrals.
Gift certificates can be for any amount and still be very effective. Depending on the circumstances, a $10 gift certificate can bring you a new customer as quickly as one in the amount of $100.
Example: An artist I know makes costume jewelry. She specializes in using unusual and inexpensive materials--no gold or silver here. What she is selling is her unique and creative ability to bring together everyday things in new ways. She regularly attends local shows and events, and she hands out $5 gift certificates to everyone who stops at her table. Her pins and earrings, bracelets and necklaces sell for prices beginning at $25. She gets a response much better than she would if she posted a 20% markdown. Some people use the gift certificate for themselves right away; others seek her out later or pass them on to friends. Again, the gift certificates bring in referrals.
My experience in my own operations as well as working with others has convinced me that the dollar amount is much superior to the percentage amount. Gift certificates with dollar amounts printed on them get much better attention--and better retention--than those printed with percentage amounts. Anything that's printed with "$10" has the feel of real money.
Example: Small businesses can show appreciation toward employees by giving them gift certificates. One 30-employee company I know hands out $10 gift certificates to employees at holiday time and a $50 certificate on the employee's birthday. The employee can choose from three different types of certificates--a local coffee shop, a craft beer house, or a supermarket.
In this case the gift certificate is a "thank you" to employees. But it is also a very important promotional tool for the three businesses where the gift certificates are used.
After a lifetime founding, operating and expanding small businesses of my own, I spend my time these days coaching and writing about small business. You get free answers from my experience to your questions about anything to do with small business. Email me at AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. Your privacy is always respected.
Monday, June 30, 2014
Friday, June 27, 2014
Cash business
Free daily tips, information and advice for people in small business
from personal experience founding, operating and growing several small businesses.
Some people like to run cash businesses--pocketing most of the money received. It is short-sighted and can be downright dangerous.
The IRS can get creative in going after people who pocket the cash received. Keep in mind that your own records can indicate that cash is being taken from the business.
A good example is the restaurant that regularly sends tablecloths out to a laundry--this can indicate just how many meals have been served, and, hence, an indication of what the bank account balance should be. Bakeries and other businesses can be hard-pressed to explain discrepancies between raw materials bought and goods sold. Think carefully about your own situation.
Example: Robert ran a one-man delivery service for a variety of clients. He picked up groceries from the supermarket and delivered to a customer who paid him in cash. He expanded to deliver auto parts to garages, restaurant meals to shut-ins, and had an arrangement with a couple of pizza shops. The payments and tips went into his pocket until the IRS caught up with him. Robert might have grown his delivery service into a bigger business, but he fell into the trap of spending all the cash.
Example: Bill ran a small printing business. Frequently, he was paid in cash, and he always deposited the cash into the business bank account. This practice kept the records in perfect order, and the paper trail was clean when the IRS came calling.
There are many legitimate ways to get funds out of a business. It is tempting to pocket the cash received from a customer. The more prudent reaction is to deposit the cash in the business account at the bank.
Still active after a lifetime in business--founding, operating, growing several. Nowadays, I provide free daily tips and advice to people in small business. If you have a question, email me AlWarr16@gmail.com and put BLOG in the subject line. I'm not selling anything, and you privacy is always respected.
from personal experience founding, operating and growing several small businesses.
Some people like to run cash businesses--pocketing most of the money received. It is short-sighted and can be downright dangerous.
The IRS can get creative in going after people who pocket the cash received. Keep in mind that your own records can indicate that cash is being taken from the business.
A good example is the restaurant that regularly sends tablecloths out to a laundry--this can indicate just how many meals have been served, and, hence, an indication of what the bank account balance should be. Bakeries and other businesses can be hard-pressed to explain discrepancies between raw materials bought and goods sold. Think carefully about your own situation.
Example: Robert ran a one-man delivery service for a variety of clients. He picked up groceries from the supermarket and delivered to a customer who paid him in cash. He expanded to deliver auto parts to garages, restaurant meals to shut-ins, and had an arrangement with a couple of pizza shops. The payments and tips went into his pocket until the IRS caught up with him. Robert might have grown his delivery service into a bigger business, but he fell into the trap of spending all the cash.
Example: Bill ran a small printing business. Frequently, he was paid in cash, and he always deposited the cash into the business bank account. This practice kept the records in perfect order, and the paper trail was clean when the IRS came calling.
There are many legitimate ways to get funds out of a business. It is tempting to pocket the cash received from a customer. The more prudent reaction is to deposit the cash in the business account at the bank.
Still active after a lifetime in business--founding, operating, growing several. Nowadays, I provide free daily tips and advice to people in small business. If you have a question, email me AlWarr16@gmail.com and put BLOG in the subject line. I'm not selling anything, and you privacy is always respected.
Thursday, June 26, 2014
Convenience stores
Free daily tips, information and advice for people in small business
from personal experience in founding, operating, and expanding small businesses.
Convenience stores are located in many neighborhoods. They might be individually owned or a part of a national chain.
This blog is about individually owned convenience stores. National chains are a different animal.
Convenience stores exist for a reason--convenience of the shopper. Customers know they are usually paying more at these stores. They expect to pay more for the convenience.
Example: I worked with the owner of an in-town convenience store. He was in the process of opening a second store in a nearby town and needed help getting through the permitting process. I did a walk-through in the existing store and asked to see his store room. He pointed to the store's shelves lined with brand names of canned goods, cereals, cleaning supplies, etc. What he had in the store was on the shelves--no back-ups in the back room. He had eliminated the distributor or wholesaler (these people sell in case lots or more) by shopping at the local supermarkets. He watched the big store sales like a hawk, and he swooped in to buy a few of the items he knew he could re-sell at a higher price. He was conserving cash by buying in small quantities at on-sale prices--buy low, sell high. And he did not need costly storage space.
There are other ways to organize a convenience store.
Example: Another owner of a small store asked me to coach him through the process of preparing a business plan to be submitted to the bank for a loan. His operation employed a different concept--the merchandise on his shelves came from case lots stored in his back room. But they were case lots of overstocks and other discounted case lots of foods and selected other items he knew his customers would buy. He, too, was buying low and selling high. But he had the additional expense of maintaining a store room.
Setting up and running an individually-owned convenience store takes some careful planning. It's all about the market and what the marketplace will support. Then, and only then, can you select the method you want to use to stock the shelves.
My lifetime of experience covers founding, operating, expanding businesses of my own, as well as helping many others with small-business problems. If you have questions, I respond daily with answers. Email me at AlWarr16@gmail.com and put BLOG in the subject line. No charge, and your privacy is always respected.
from personal experience in founding, operating, and expanding small businesses.
Convenience stores are located in many neighborhoods. They might be individually owned or a part of a national chain.
This blog is about individually owned convenience stores. National chains are a different animal.
Convenience stores exist for a reason--convenience of the shopper. Customers know they are usually paying more at these stores. They expect to pay more for the convenience.
Example: I worked with the owner of an in-town convenience store. He was in the process of opening a second store in a nearby town and needed help getting through the permitting process. I did a walk-through in the existing store and asked to see his store room. He pointed to the store's shelves lined with brand names of canned goods, cereals, cleaning supplies, etc. What he had in the store was on the shelves--no back-ups in the back room. He had eliminated the distributor or wholesaler (these people sell in case lots or more) by shopping at the local supermarkets. He watched the big store sales like a hawk, and he swooped in to buy a few of the items he knew he could re-sell at a higher price. He was conserving cash by buying in small quantities at on-sale prices--buy low, sell high. And he did not need costly storage space.
There are other ways to organize a convenience store.
Example: Another owner of a small store asked me to coach him through the process of preparing a business plan to be submitted to the bank for a loan. His operation employed a different concept--the merchandise on his shelves came from case lots stored in his back room. But they were case lots of overstocks and other discounted case lots of foods and selected other items he knew his customers would buy. He, too, was buying low and selling high. But he had the additional expense of maintaining a store room.
Setting up and running an individually-owned convenience store takes some careful planning. It's all about the market and what the marketplace will support. Then, and only then, can you select the method you want to use to stock the shelves.
My lifetime of experience covers founding, operating, expanding businesses of my own, as well as helping many others with small-business problems. If you have questions, I respond daily with answers. Email me at AlWarr16@gmail.com and put BLOG in the subject line. No charge, and your privacy is always respected.
Wednesday, June 25, 2014
Business advice
Free daily tips, information and advice for people in small business
from my lifetime in business--been there, done that.
I am often asked for advice. Emails arrive telling me about a problem and asking for possible solutions.
My answers are quick, to the point, and free. Sometimes, just by reaching out to an experienced business person, the business owner can clarify his/her own thinking and proceed with a certain confidence not otherwise possible.
Example: A lady once asked me how she could increase her sales in her small pet supply store. When I asked her what she was doing to promote her place, the answer came back: ads every week in the local paper. I suggested she set up a Facebook page, post pictures of pets, and start reaching out. "But I don't sell pets," she objected. "And I know nothing about Facebook." Later, she realized how easy it was to attract attention with pictures of puppies and kittens, and she emailed me back that sales had more than doubled--in a relatively short period of time. Hers had been a simple question, and it was solved with a simple answer.
Everyone has had the experience of talking about problems with others. The more personal the problem, the more reluctant we become in discussing it. We look for a trusted friend or expert.
Owners of small businesses face this problem in seeking advice on business problems. You need to talk with someone who has "been there, done that" and can relate to the overall problems of running a business.
Example: A young man once asked what business he could go into. He wanted to go into business, but he was perplexed as to the type of business he should pursue. In a quick back-and-forth, I helped him realize that he already had the answer. "Look inside," I told him. "Find the thing you are most passionate about and set up your business around that idea." Today, he owns a small construction company--he builds additions to homes and occasionally whole houses. His passion of building things has become his business.
A business can be set up using any idea. Of course, some ideas are bigger than others. But the market is big enough in this country to accommodate any idea you might be passionate about. If you are interested in something, others are interested as well. It's a matter of finding them.
The same is true of expanding your business. The marketplace rules. Expand in the direction the market is moving. And always seek advice from someone who has actually run a business.
I've spent a lifetime in business--establishing, operating, expanding. I know what cash flow feels like when there isn't any. Email me your questions: AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. At this point, I've helped thousands of business owners. Get free answers to your questions, and I always respect your privacy.
from my lifetime in business--been there, done that.
I am often asked for advice. Emails arrive telling me about a problem and asking for possible solutions.
My answers are quick, to the point, and free. Sometimes, just by reaching out to an experienced business person, the business owner can clarify his/her own thinking and proceed with a certain confidence not otherwise possible.
Example: A lady once asked me how she could increase her sales in her small pet supply store. When I asked her what she was doing to promote her place, the answer came back: ads every week in the local paper. I suggested she set up a Facebook page, post pictures of pets, and start reaching out. "But I don't sell pets," she objected. "And I know nothing about Facebook." Later, she realized how easy it was to attract attention with pictures of puppies and kittens, and she emailed me back that sales had more than doubled--in a relatively short period of time. Hers had been a simple question, and it was solved with a simple answer.
Everyone has had the experience of talking about problems with others. The more personal the problem, the more reluctant we become in discussing it. We look for a trusted friend or expert.
Owners of small businesses face this problem in seeking advice on business problems. You need to talk with someone who has "been there, done that" and can relate to the overall problems of running a business.
Example: A young man once asked what business he could go into. He wanted to go into business, but he was perplexed as to the type of business he should pursue. In a quick back-and-forth, I helped him realize that he already had the answer. "Look inside," I told him. "Find the thing you are most passionate about and set up your business around that idea." Today, he owns a small construction company--he builds additions to homes and occasionally whole houses. His passion of building things has become his business.
A business can be set up using any idea. Of course, some ideas are bigger than others. But the market is big enough in this country to accommodate any idea you might be passionate about. If you are interested in something, others are interested as well. It's a matter of finding them.
The same is true of expanding your business. The marketplace rules. Expand in the direction the market is moving. And always seek advice from someone who has actually run a business.
I've spent a lifetime in business--establishing, operating, expanding. I know what cash flow feels like when there isn't any. Email me your questions: AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. At this point, I've helped thousands of business owners. Get free answers to your questions, and I always respect your privacy.
Tuesday, June 24, 2014
Percent off
Free daily tips, information and advice for people in small business
from personal experience--been there, done that--in my own small businesses as well as helping
thousands of others over a lifetime.
Retail shops commonly offer sales. A sale attracts attention and brings in customers.
Two very different methods are used. "Dollars off" and "percent off" types of promotions can get new people to notice your business, and they remind existing customers who you are.
Example: The owner of a small retail shop decided to put everything (with few exceptions) on sale at 20% off the marked prices. The shop specialized in women's fashionable clothing and accessories. The sale did not go as well as the owner had expected, and I was asked for advice. I suggested a different method--put the word out that certain items were marked down set dollar amounts, $10, $20 or as much as $50 off on selected items. This time the sale went much better.
Sometimes, it is better to offer real dollars off as opposed to percentages off. Both work, but a set dollar amount off has an immediate psychological effect in customers' minds.
Example: A small auto repair shop I know uses both methods in tandem. The owner here uses coupons. Side by side, coupons offer $10 off an oil change and 10% off other auto services. Coupons are available in print (ads, flyers, post cards) and on the Internet (social media, emails, website). The $10 off coupon brings people to the shop, and the 10% brings them back again.
It's all about the perception created in the minds of current and potential customers. It's hard to ignore that $10 bill you find laying on the sidewalk--you bend over and pick it up. Not so with percent off.
The next time you consider having a sale at your business, try the "dollars off" type of promotion. And don't ignore the value of coupons with a "dollars off" value--they get used or they get passed around to other people.
Still active after a lifetime founding and growing businesses, and helping others. Email me your questions and I provide free answers from my experience working with thousands of small businesses. Send to AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. Your privacy is always respected.
from personal experience--been there, done that--in my own small businesses as well as helping
thousands of others over a lifetime.
Retail shops commonly offer sales. A sale attracts attention and brings in customers.
Two very different methods are used. "Dollars off" and "percent off" types of promotions can get new people to notice your business, and they remind existing customers who you are.
Example: The owner of a small retail shop decided to put everything (with few exceptions) on sale at 20% off the marked prices. The shop specialized in women's fashionable clothing and accessories. The sale did not go as well as the owner had expected, and I was asked for advice. I suggested a different method--put the word out that certain items were marked down set dollar amounts, $10, $20 or as much as $50 off on selected items. This time the sale went much better.
Sometimes, it is better to offer real dollars off as opposed to percentages off. Both work, but a set dollar amount off has an immediate psychological effect in customers' minds.
Example: A small auto repair shop I know uses both methods in tandem. The owner here uses coupons. Side by side, coupons offer $10 off an oil change and 10% off other auto services. Coupons are available in print (ads, flyers, post cards) and on the Internet (social media, emails, website). The $10 off coupon brings people to the shop, and the 10% brings them back again.
It's all about the perception created in the minds of current and potential customers. It's hard to ignore that $10 bill you find laying on the sidewalk--you bend over and pick it up. Not so with percent off.
The next time you consider having a sale at your business, try the "dollars off" type of promotion. And don't ignore the value of coupons with a "dollars off" value--they get used or they get passed around to other people.
Still active after a lifetime founding and growing businesses, and helping others. Email me your questions and I provide free answers from my experience working with thousands of small businesses. Send to AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. Your privacy is always respected.
Monday, June 23, 2014
Shoot the moon
Free daily tips, information and advice for people in small business
from my personal experience--been there, done that--in my own businesses and helping others.
Technology offers many opportunities for small business. Using today's technology, your place of business can be at home--or in the local coffee shop.
I'm not just talking tablets and cell phones here. And you don't have to be a rocket scientist to take advantage of our galloping technology.
Example: A woman once came to me for advice on starting up a business idea she had. It was the 1980s, and she had heard that magnets were being used to help speed recovery of sports injuries. She wanted to put magnets inside horse blankets so that horses could recover more quickly after workouts, races, shows, etc. I sent her off to do more market research by talking with prospective buyers. When she returned, she had orders in hand. Her business was self-funded from day one--no loan, no written business plan, no government help.
It's one thing to use technology as a product basis. It's quite another to use the technological reach of today's Internet capabilities.
Example: Another woman came to me wondering how to turn her love of baking brownies into a real business. She had baked brownies for years, giving them away, providing treats to local gatherings, selling at local fairs and flea markets. I advised her to think of a larger, more substantial market--corporate meetings, organizations holding seminars, spas and retreats, and the like. How to reach out? By using the many possibilities offered by the Internet. She put a basic website in place, and began using social media--these were now her sales force, together with an enthusiastic word of mouth trail. The UPS truck now comes to her place every day, loads up packages of brownies, and delivers them all over the United States. All this with no loan, no written business plan, and no government help.
Technology can be used in various ways in small business. It can form the basis of a business, or it can provide the foundation for sales and marketing. Or both.
Technology provides you with the means to shoot the moon. Go for it.
My personal experience with small business extends back to 1972--that's when I left corporate America and established my first business. These days I write about business and coach people in small business. Questions? Email me at AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. Your privacy is always respected.
Friday, June 20, 2014
Customer trust
Free daily tips, information and advice for people in small business
from my lifetime of experience founding and growing several small businesses.
The trust your customers place in you is extremely important. Trust is a bond between you and your customers. Trust results in repeat business and referrals.
Building customer trust happens every time you fulfill your customer's expectations. Every job you complete and every product you sell can result in future business--from the customer and from their referrals.
I learned many valuable lessons from my father. When you do a job, he said, do it well and do it on time. I remembered this when I started my first business.
Example: My first business was a graphic arts firm located in downtown Manhattan. My customers were brokerage firms, banks and insurance companies. These people wanted a supplier who could deliver art work and printed materials--on time and without errors. On my end, meeting difficult deadlines meant having reliable employees, the latest equipment, and setting up a 24-hour operation. With every job, we built customer trust. And the word spread throughout the Wall Street community.
In every business, large or small, delivering what the customer wants is critical to building a trusting relationship. When you drop the ball, you run the risk of losing the customer.
The baker who delivers the wedding cake late has lost a customer. The landscaper who plants hostas instead of daylilies has lost a customer. The attorney who drags out the process of drawing up a will has lost a customer. The financial planner who misses big trends in the market has lost a customer.
Think about it. Bad news travels faster than good. When you betray a customer's trust, you've lost that customer. More importantly, you've lost all the referrals he might have brought you.
Keep it positive. Keep it right. And keep it on time. This keeps the focus on building trust.
After a lifetime in business, I spend my time nowadays writing and coaching people in small business. I'll gladly answer your questions at no charge--email me at AlWarr16@gmail.com and put BLOG in the subject line (so I don't delete). Your privacy is always respected.
from my lifetime of experience founding and growing several small businesses.
The trust your customers place in you is extremely important. Trust is a bond between you and your customers. Trust results in repeat business and referrals.
Building customer trust happens every time you fulfill your customer's expectations. Every job you complete and every product you sell can result in future business--from the customer and from their referrals.
I learned many valuable lessons from my father. When you do a job, he said, do it well and do it on time. I remembered this when I started my first business.
Example: My first business was a graphic arts firm located in downtown Manhattan. My customers were brokerage firms, banks and insurance companies. These people wanted a supplier who could deliver art work and printed materials--on time and without errors. On my end, meeting difficult deadlines meant having reliable employees, the latest equipment, and setting up a 24-hour operation. With every job, we built customer trust. And the word spread throughout the Wall Street community.
In every business, large or small, delivering what the customer wants is critical to building a trusting relationship. When you drop the ball, you run the risk of losing the customer.
The baker who delivers the wedding cake late has lost a customer. The landscaper who plants hostas instead of daylilies has lost a customer. The attorney who drags out the process of drawing up a will has lost a customer. The financial planner who misses big trends in the market has lost a customer.
Think about it. Bad news travels faster than good. When you betray a customer's trust, you've lost that customer. More importantly, you've lost all the referrals he might have brought you.
Keep it positive. Keep it right. And keep it on time. This keeps the focus on building trust.
After a lifetime in business, I spend my time nowadays writing and coaching people in small business. I'll gladly answer your questions at no charge--email me at AlWarr16@gmail.com and put BLOG in the subject line (so I don't delete). Your privacy is always respected.
Thursday, June 19, 2014
Voice mail
Free daily tips, information and advice for people in small business
from my lifetime of experience founding and growing small businesses.
Voice mail can give you a clue as to the age of your callers. Older callers usually leave a message on your voice mail. Not so with the younger set--I'm talking teens and twenties here. They simply hang up.
Voice mail is a useful tool in business--particularly in small business. Frequently, a small business can be one person. Think beginning plumbers, electricians, landscapers, pet groomers, chiropractors, therapists, and the list goes on.
A specialist needs to be doing the jobs that will bring in the cash flow. Voice mail helps small businesses organize time. The distractions of ringing telephones can be compressed into voice mail messages, and these can be tended to at a time more convenient to the business owner.
Therein lies the problem.
Example: I write a weekly business column for a local newspaper. The column is informational, directed to the general public, and introduces readers to a few of the thousands of small businesses in the area.To do the groundwork, I talk with a dozen or so people in different small businesses every week. Frequently, my call goes directly to voice mail. I identify myself, referencing the weekly column I'm writing. I say that I'm not selling anything, rather it's free publicity for their business. And I give a 2 or 3-day deadline for a callback. About half the time I get a callback before the deadline. Others have called me back a week or so later. And a few are never heard from.
When potential customers or clients call a business, they expect a live voice to answer. Leaving a voice mail is an inconvenience to the customer or client. The teens and twenty-somethings have figured this out--and they just hang up.
After a lifetime founding and growing small businesses, I retired. Nowadays, I spend my time writing about business and coaching small-business people. If you have questions, email me for a free, quick answers: AlWarr16@mail.com and put BLOG in the subject line so I don't delete. Your privacy is always respected.
from my lifetime of experience founding and growing small businesses.
Voice mail can give you a clue as to the age of your callers. Older callers usually leave a message on your voice mail. Not so with the younger set--I'm talking teens and twenties here. They simply hang up.
Voice mail is a useful tool in business--particularly in small business. Frequently, a small business can be one person. Think beginning plumbers, electricians, landscapers, pet groomers, chiropractors, therapists, and the list goes on.
A specialist needs to be doing the jobs that will bring in the cash flow. Voice mail helps small businesses organize time. The distractions of ringing telephones can be compressed into voice mail messages, and these can be tended to at a time more convenient to the business owner.
Therein lies the problem.
Example: I write a weekly business column for a local newspaper. The column is informational, directed to the general public, and introduces readers to a few of the thousands of small businesses in the area.To do the groundwork, I talk with a dozen or so people in different small businesses every week. Frequently, my call goes directly to voice mail. I identify myself, referencing the weekly column I'm writing. I say that I'm not selling anything, rather it's free publicity for their business. And I give a 2 or 3-day deadline for a callback. About half the time I get a callback before the deadline. Others have called me back a week or so later. And a few are never heard from.
When potential customers or clients call a business, they expect a live voice to answer. Leaving a voice mail is an inconvenience to the customer or client. The teens and twenty-somethings have figured this out--and they just hang up.
After a lifetime founding and growing small businesses, I retired. Nowadays, I spend my time writing about business and coaching small-business people. If you have questions, email me for a free, quick answers: AlWarr16@mail.com and put BLOG in the subject line so I don't delete. Your privacy is always respected.
Wednesday, June 18, 2014
Credit cards
Free daily tips, information and advice for people in small business
from someone who has been there, done that in several operations.
One of the great inventions of the 20th century was the credit card. It freed people from carrying cash needed for daily expenses.
I first heard of credit cards when I was in college. That was the mid-1950s, and at that time, credit cards were largely a future possibility, an experiment yet to happen.
Later, issuance and use became widespread. Everybody seemed to suddenly have a credit card--or multiple credit cards. Customers used them to buy goods and services, and small businesses discovered the ease of getting loans by using their credit cards.
Example: Mary wanted to start up a pet supply store. She had good credit, and she had several credit cards. She charged everything to get the store open--stock, supplies, even the sign out front. Suddenly, Mary was at the limit on two of her credit cards. No problem, she thought, as she wrote a large check to herself on a third credit card. The scheme quickly unraveled. The cash flow from the traffic in her new store did not support payments to the credit cards. She found herself in a downward spiral--unable to keep up with even minimum payments. She blamed the credit card companies rather than herself.
Just about everyone I know in small business has used credit cards to bridge temporary shortages of funds. It's a quick and easy way to provide small amounts of funds.
But you are putting your reputation on the line. You are putting a debt in place, and it must be repaid. It is a loan, and the loan carries interest--significantly high interest.
If you are only making minimum payments every month on your credit cards, you are headed for trouble. Most of your payment goes to satisfy the interest charged by the company that was good enough to trust you in the first place. Don't blame them. They helped you in good faith.
Stop using the card and begin making payments amounting to more than the minimum. Soon, you will be in position to use the credit card again--when it's really needed.
I don't know what happened to Mary and her pet supply store. The last time I looked, the store was closed and empty.
My daily blog has free tips, information, and advice for small-business people. Send me your questions and comments to AlWarr16@gmail.com and put BLOG in the subject line. Your privacy is always respected.
from someone who has been there, done that in several operations.
One of the great inventions of the 20th century was the credit card. It freed people from carrying cash needed for daily expenses.
I first heard of credit cards when I was in college. That was the mid-1950s, and at that time, credit cards were largely a future possibility, an experiment yet to happen.
Later, issuance and use became widespread. Everybody seemed to suddenly have a credit card--or multiple credit cards. Customers used them to buy goods and services, and small businesses discovered the ease of getting loans by using their credit cards.
Example: Mary wanted to start up a pet supply store. She had good credit, and she had several credit cards. She charged everything to get the store open--stock, supplies, even the sign out front. Suddenly, Mary was at the limit on two of her credit cards. No problem, she thought, as she wrote a large check to herself on a third credit card. The scheme quickly unraveled. The cash flow from the traffic in her new store did not support payments to the credit cards. She found herself in a downward spiral--unable to keep up with even minimum payments. She blamed the credit card companies rather than herself.
Just about everyone I know in small business has used credit cards to bridge temporary shortages of funds. It's a quick and easy way to provide small amounts of funds.
But you are putting your reputation on the line. You are putting a debt in place, and it must be repaid. It is a loan, and the loan carries interest--significantly high interest.
If you are only making minimum payments every month on your credit cards, you are headed for trouble. Most of your payment goes to satisfy the interest charged by the company that was good enough to trust you in the first place. Don't blame them. They helped you in good faith.
Stop using the card and begin making payments amounting to more than the minimum. Soon, you will be in position to use the credit card again--when it's really needed.
I don't know what happened to Mary and her pet supply store. The last time I looked, the store was closed and empty.
My daily blog has free tips, information, and advice for small-business people. Send me your questions and comments to AlWarr16@gmail.com and put BLOG in the subject line. Your privacy is always respected.
Tuesday, June 17, 2014
Business coach
Free daily tips, information and advice for people in small business
from someone who has been there, done that in running small businesses.
Every person running a small business needs help. The problems are many, and the solutions are few.
Many give you advice--your accountant, your brother-in-law, and those you meet along the way. Most of the time, their advice is useless.
This is perfectly understandable. Most of these people have never run a business. They come at you from a different perspective.
Example: Margie runs a women's clothing boutique. She stays on top of the latest styles and fashions. Her shop attracts women in business and other high-income women. When the economy took a downturn, Margie's cousin advised adding some lower-priced women's clothing and accessories. The cousin had no experience running a business. Margie had toyed with the idea (which had already occurred to her) and discarded it. She wanted to maintain her brand, her reputation, and her presence in the high-end community. There were some rough times when cash flow decreased, but she kept to her vision. As the economy picked up, Margie experienced an increase in traffic flow and referrals.
In my opinion, Margie followed the correct path. I have advised and coached hundreds of small businesses. My coaching has covered many economic downturns, and I always advise riding out bad times--they will turn around. If your vision coincides with a certain market segment, you don't want to change that for the sake of temporary cash flow.
Example: Bob ran a very successful video rental shop for many years. As technology changed, the market changed. His accountant suggested that Bob raise his prices to maintain cash flow. This might work in certain businesses at certain times. But in Bob's case, he kept thinking about the changing technological landscape. It was not price, but the market that would save him. He decided that his future would best be served by his changing directions. He sold his video rental shop. Today, Bob runs a successful small business putting anything his customers want onto DVDs.
In my opinion, Bob was correct in ending his old business and starting another. He is now serving a market that is more targeted and in keeping with the changing world.
Coaching a business involves more than just adjusting to current conditions. Ideas--no matter where they come from--are valuable. But it behooves small business to be able to ride the ups and downs of the economy and to be able to stay on top of technological change.
My coaching activities take into account the whole business. Your business is a ship floating on an ocean of possibilities, and it must weather all the storms.
I answer your simple questions at no charge. Simply email me at AlWarr16@gmail.com. If you want me to coach you through rough times, email me. When you email, put BLOG in the subject line so I don't delete your request along with the dozens of emails I get every day trying to sell me something. At this point in my life, I have more than 60 years experience in business.
from someone who has been there, done that in running small businesses.
Every person running a small business needs help. The problems are many, and the solutions are few.
Many give you advice--your accountant, your brother-in-law, and those you meet along the way. Most of the time, their advice is useless.
This is perfectly understandable. Most of these people have never run a business. They come at you from a different perspective.
Example: Margie runs a women's clothing boutique. She stays on top of the latest styles and fashions. Her shop attracts women in business and other high-income women. When the economy took a downturn, Margie's cousin advised adding some lower-priced women's clothing and accessories. The cousin had no experience running a business. Margie had toyed with the idea (which had already occurred to her) and discarded it. She wanted to maintain her brand, her reputation, and her presence in the high-end community. There were some rough times when cash flow decreased, but she kept to her vision. As the economy picked up, Margie experienced an increase in traffic flow and referrals.
In my opinion, Margie followed the correct path. I have advised and coached hundreds of small businesses. My coaching has covered many economic downturns, and I always advise riding out bad times--they will turn around. If your vision coincides with a certain market segment, you don't want to change that for the sake of temporary cash flow.
Example: Bob ran a very successful video rental shop for many years. As technology changed, the market changed. His accountant suggested that Bob raise his prices to maintain cash flow. This might work in certain businesses at certain times. But in Bob's case, he kept thinking about the changing technological landscape. It was not price, but the market that would save him. He decided that his future would best be served by his changing directions. He sold his video rental shop. Today, Bob runs a successful small business putting anything his customers want onto DVDs.
In my opinion, Bob was correct in ending his old business and starting another. He is now serving a market that is more targeted and in keeping with the changing world.
Coaching a business involves more than just adjusting to current conditions. Ideas--no matter where they come from--are valuable. But it behooves small business to be able to ride the ups and downs of the economy and to be able to stay on top of technological change.
My coaching activities take into account the whole business. Your business is a ship floating on an ocean of possibilities, and it must weather all the storms.
I answer your simple questions at no charge. Simply email me at AlWarr16@gmail.com. If you want me to coach you through rough times, email me. When you email, put BLOG in the subject line so I don't delete your request along with the dozens of emails I get every day trying to sell me something. At this point in my life, I have more than 60 years experience in business.
Monday, June 16, 2014
Business friends
Free daily tips, information and advice for people in small business
from an experienced business owner--been there, done that.
People who start a small business frequently don't know the difference between personal friends and business friends. Until you get the hang of it, it can be confusing.
A personal friend is someone you're comfortable with. You willingly share private pieces of your life. You enjoy being around personal friends.
A business friend is someone who trusts you to provide certain goods and services. They feel that you have integrity, but the relationship is at arm's length and professional.
Example: I know the owner of a small gift shop who is downright unpleasant with some customers who wander into her place. Instead of assuming a professional attitude, she immediately "likes" or "dislikes" the person, and she treats them accordingly. She brings her attitude problem into the business. Many people don't return, and the business suffers. People who enter her shop don't arrive looking for a personal friend. They were attracted by something they saw in the window, and they expect to be treated with respect.
Example: Another small business provides home improvements. The operation is run by a man with well-rounded experience in carpentry, painting, and tackling those small jobs around the house--hanging a door, re-glazing an old window, repairing tile work. His estimates are free, but when he arrives at the homeowner's place, he sometimes leaves without even knocking. He explained to me once that, if he has a bad first impression, he won't even meet the person or estimate the job. For reasons that are purely personal, he decides upfront whether or not he wants to deal with this person. If there are signs of neglect or if there is an old car in the driveway, he moves on.
You can run your own business any way you like, providing it is lawful. But setting up to serve only people you would consider personal friends severely limits the business future. A business experiences best growth by setting up to serve business friends.
Business friends appreciate your professionalism and will refer others to you. Personal friends have other agendas.
Retired now after a lifetime founding, expanding and growing businesses, I write this blog to share my knowledge and experience with others in small business. If you have questions, email me at AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. Quick answers, no charge and your privacy is always respected.
from an experienced business owner--been there, done that.
People who start a small business frequently don't know the difference between personal friends and business friends. Until you get the hang of it, it can be confusing.
A personal friend is someone you're comfortable with. You willingly share private pieces of your life. You enjoy being around personal friends.
A business friend is someone who trusts you to provide certain goods and services. They feel that you have integrity, but the relationship is at arm's length and professional.
Example: I know the owner of a small gift shop who is downright unpleasant with some customers who wander into her place. Instead of assuming a professional attitude, she immediately "likes" or "dislikes" the person, and she treats them accordingly. She brings her attitude problem into the business. Many people don't return, and the business suffers. People who enter her shop don't arrive looking for a personal friend. They were attracted by something they saw in the window, and they expect to be treated with respect.
Example: Another small business provides home improvements. The operation is run by a man with well-rounded experience in carpentry, painting, and tackling those small jobs around the house--hanging a door, re-glazing an old window, repairing tile work. His estimates are free, but when he arrives at the homeowner's place, he sometimes leaves without even knocking. He explained to me once that, if he has a bad first impression, he won't even meet the person or estimate the job. For reasons that are purely personal, he decides upfront whether or not he wants to deal with this person. If there are signs of neglect or if there is an old car in the driveway, he moves on.
You can run your own business any way you like, providing it is lawful. But setting up to serve only people you would consider personal friends severely limits the business future. A business experiences best growth by setting up to serve business friends.
Business friends appreciate your professionalism and will refer others to you. Personal friends have other agendas.
Retired now after a lifetime founding, expanding and growing businesses, I write this blog to share my knowledge and experience with others in small business. If you have questions, email me at AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. Quick answers, no charge and your privacy is always respected.
Friday, June 13, 2014
What business?
Free daily tips, information and advice for people in small business
from someone who has been there, done that in several small businesses.
Many people have asked for my advice about business. They want to talk with someone who has run a business. Sometimes a quick discussion with an experienced person can trigger answers to problems.
That's for people who are running a business.
Others have asked for advice about starting a business. These budding entrepreneurs want to go into business, but what business? I've always advised them to look in the mirror.
When you run a business, it's 24/7. Juggling all the pieces takes your total attention and effort. If you love what you do, you don't mind the grind. If you do NOT love what you do, you're setting yourself up for failure--or worse, a heart attack.
Examples: Straightforward businesses can be set up built around your interests. I know many small businesses that have been built around the owner's interest in music. Some remain one-person affairs, like the local piano teacher. Another used his knowledge of the guitar to begin by teaching others, and then he expanded into his own shop--selling new and used instruments, repairing and stringing, etc.
A compelling interest in sailing led a man to the establishment of a sail shop. The owner loved sailing and spent lots of time on the local lake. He set up a sail shop with all things boating and offered sailing lessons to others. Now certified, he instructs groups on water safety, and he sells sailboats and supplies.
Many businesses I know began life as one person operations. The arts and crafts field offers many opportunities for getting a small business off the ground. I know small businesses built around beads and beading, fibers and wools, painting and pottery, wood turning, basketry, quilting, glass, metal work--the list is endless. Shops, studios, and Internet sites offer the artisan's productions, as well as opportunities to expand by teaching others.
Deciding what business to go into can be frustrating. Yet it is simple. It's similar to the complaint heard from young people--I don't have the experience to get the job, but I can't get the experience without having the job.
Look inside. Start with what you know and love doing, and take it from there. Then you have options--keep your one-person business or expand it into something larger.
For ten years I headed up the Business Owners Institute in New Jersey. Before that, I spent 20 years founding and operating businesses in typesetting, printing, publishing, real estate, antique glass, and other endeavors. Today, I advise, coach and write about business. You can email me your questions for quick, free answers. Send to AlWarr16@gmail.com and put BLOG in the subject line so I don't delete.
from someone who has been there, done that in several small businesses.
Many people have asked for my advice about business. They want to talk with someone who has run a business. Sometimes a quick discussion with an experienced person can trigger answers to problems.
That's for people who are running a business.
Others have asked for advice about starting a business. These budding entrepreneurs want to go into business, but what business? I've always advised them to look in the mirror.
When you run a business, it's 24/7. Juggling all the pieces takes your total attention and effort. If you love what you do, you don't mind the grind. If you do NOT love what you do, you're setting yourself up for failure--or worse, a heart attack.
Examples: Straightforward businesses can be set up built around your interests. I know many small businesses that have been built around the owner's interest in music. Some remain one-person affairs, like the local piano teacher. Another used his knowledge of the guitar to begin by teaching others, and then he expanded into his own shop--selling new and used instruments, repairing and stringing, etc.
A compelling interest in sailing led a man to the establishment of a sail shop. The owner loved sailing and spent lots of time on the local lake. He set up a sail shop with all things boating and offered sailing lessons to others. Now certified, he instructs groups on water safety, and he sells sailboats and supplies.
Many businesses I know began life as one person operations. The arts and crafts field offers many opportunities for getting a small business off the ground. I know small businesses built around beads and beading, fibers and wools, painting and pottery, wood turning, basketry, quilting, glass, metal work--the list is endless. Shops, studios, and Internet sites offer the artisan's productions, as well as opportunities to expand by teaching others.
Deciding what business to go into can be frustrating. Yet it is simple. It's similar to the complaint heard from young people--I don't have the experience to get the job, but I can't get the experience without having the job.
Look inside. Start with what you know and love doing, and take it from there. Then you have options--keep your one-person business or expand it into something larger.
For ten years I headed up the Business Owners Institute in New Jersey. Before that, I spent 20 years founding and operating businesses in typesetting, printing, publishing, real estate, antique glass, and other endeavors. Today, I advise, coach and write about business. You can email me your questions for quick, free answers. Send to AlWarr16@gmail.com and put BLOG in the subject line so I don't delete.
Thursday, June 12, 2014
Ice cream
Free daily tips, information and advice for people in small business
from someone who has been there, done that in several small operations.
Ice cream has intrigued me for longer than I can remember. And my memory goes back more than 75 years.
Something about all that creamy, cold sweetness calls to me. It's difficult to walk past an ice cream shop--without lingering for a cone. So many flavors, so little time.
Long ago, businesses large and small discovered the market for ice cream. Brands like Baskin Robbins, Carvel, Rita's, and Dairy Queen became familiar. Franchise operations expanded the market as the original hard ice cream was rounded out with related goodies.
Today, popular ice cream shops are likely to be single-store affairs. They concentrate on unusual flavors, locally-available ingredients, and other enticements.
Example: A recently-opened ice cream shop in my area offers several small-batch flavors--all made on the premises. Some of these are cilantro, hot peppers, dark chocolate, kale and pomegranate. It's a small, intimate place, plus tables outside on the tree-lined sidewalk. Customers can get gluten-free cones or waffles, or they take home hand-dipped containers. Clearly, this shop appeals to an up-scale, health-conscious crowd--there's even fat-free and sugar-free selections.
Example: Another shop recreates the vintage ice cream parlor. It's an inviting place with a long counter and stools. Black and white tiles cover the floor and stainless steel is everywhere. This place offers many flavors of ice cream. But it offers much more. There is a big back room that gets lots of use. Two evenings each week, movies are shown in the big back room. Patrons can schedule private parties on the other evenings. During the day, the room is home to week-long summer camps for kids. They are entertained with games, arts and crafts, ice cream and more while their mothers do other things--mornings, afternoons, or both.
Example: Still another area ice cream shop has partnered with a local bookshop. The bookshop takes advantage of the ice cream shop's space and schedules author's signings and readings there. Both businesses realize advantages.
The business of ice cream has come a long way.
After college, I went into business. That was 1960. Over the years I have founded, operated and expanded several businesses. These included typesetting, printing, publishing, real estate, antique glass, and establishing the Business Owners Institute in New Jersey. Over a lifetime, I have coached and helped over 2,000 small businesses. Email your questions to AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. I answer everyone, and I respect your privacy.
from someone who has been there, done that in several small operations.
Ice cream has intrigued me for longer than I can remember. And my memory goes back more than 75 years.
Something about all that creamy, cold sweetness calls to me. It's difficult to walk past an ice cream shop--without lingering for a cone. So many flavors, so little time.
Long ago, businesses large and small discovered the market for ice cream. Brands like Baskin Robbins, Carvel, Rita's, and Dairy Queen became familiar. Franchise operations expanded the market as the original hard ice cream was rounded out with related goodies.
Today, popular ice cream shops are likely to be single-store affairs. They concentrate on unusual flavors, locally-available ingredients, and other enticements.
Example: A recently-opened ice cream shop in my area offers several small-batch flavors--all made on the premises. Some of these are cilantro, hot peppers, dark chocolate, kale and pomegranate. It's a small, intimate place, plus tables outside on the tree-lined sidewalk. Customers can get gluten-free cones or waffles, or they take home hand-dipped containers. Clearly, this shop appeals to an up-scale, health-conscious crowd--there's even fat-free and sugar-free selections.
Example: Another shop recreates the vintage ice cream parlor. It's an inviting place with a long counter and stools. Black and white tiles cover the floor and stainless steel is everywhere. This place offers many flavors of ice cream. But it offers much more. There is a big back room that gets lots of use. Two evenings each week, movies are shown in the big back room. Patrons can schedule private parties on the other evenings. During the day, the room is home to week-long summer camps for kids. They are entertained with games, arts and crafts, ice cream and more while their mothers do other things--mornings, afternoons, or both.
Example: Still another area ice cream shop has partnered with a local bookshop. The bookshop takes advantage of the ice cream shop's space and schedules author's signings and readings there. Both businesses realize advantages.
The business of ice cream has come a long way.
After college, I went into business. That was 1960. Over the years I have founded, operated and expanded several businesses. These included typesetting, printing, publishing, real estate, antique glass, and establishing the Business Owners Institute in New Jersey. Over a lifetime, I have coached and helped over 2,000 small businesses. Email your questions to AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. I answer everyone, and I respect your privacy.
Wednesday, June 11, 2014
Technology
Free daily tips, information and advice for people in small business
from someone who has been there, done that in several small operations.
Back in 1972, I started a typesetting business in New York City. I already had some background in computers, and it seemed to me that typesetting was on the cusp of a revolution.
This was long before Bill Gates came up with Windows and Word and all the rest. At the time, typesetting was still accomplished on clunky machines that turned molten lead into slugs of type.
IBM rolled out a tabletop machine called a Composer. It looked something like the company's Selectric typewriter, and it used a similar array of balls of different fonts of type. I set the machine on the dining room table and founded my business.
Soon, computerized typesetting companies began springing up in the Boston area--Photon and CompuGraphic were early entries in the field. By today's standards, the technology was primitive. A xenon light flashed through a spinning type font film, creating images--letter by letter--on photographic film. The film was developed, and voila! A typeset document appeared.
I bought the first CompuGraphic machine in New York--right off the floor where the company demonstrated their technology. I remember the euphoria I felt loading the machine on a dolly and rolling it through the streets from Fraunces Tavern (where the demonstration had taken place) to my offices on Broadway. I couldn't wait to show prospective clients what I could do for them--at a much cheaper price than hot lead firms could meet.
Shortly thereafter, I got my comeuppance. I got an appointment with the buyer of typesetting at the New York Stock Exchange. The lady patiently listened to my presentation and looked at the samples I had brought along. Then she laid samples of her own next to mine. When your technology is able to produce the quality typesetting we currently use, come back to see me, she said simply.
Technology moved quickly during the 1980s. Mergenthaler solved many of the technical problems, and I replaced the older CompuGraphic machines. The typeset product was much improved, and I called the lady at the New York Stock Exchange. She was impressed and I got several smaller jobs. The euphoria returned, and I never looked back.
Today, of course, computer technology pervades every business. But it changes at an ever-increasing rate. Every business--large and small--must stay on top of technology, or you will run the risk of being left behind.
You can ride a wave of technological change, but you must know when to jump off. All that typesetting I did in the early days is gone. The printer attached to your computer can do more than I sweated to produce 30 and 40 years ago.
You can still find one of those ancient hot lead typesetting machines in an industrial museum. But most of them were shipped off to third world countries or junked for the metal content.
Stay on top of your game. But always look over your shoulder for the technological changes galloping close behind.
After multiple small businesses in typesetting, printing, publishing, antique glass, real estate, and heading up the Business Owners Institute in New Jersey, I am now retired. I spend my time writing about business and coaching people in small business. If you have questions, email me at AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. You get free, quick answers. Your privacy is always respected.
from someone who has been there, done that in several small operations.
Back in 1972, I started a typesetting business in New York City. I already had some background in computers, and it seemed to me that typesetting was on the cusp of a revolution.
This was long before Bill Gates came up with Windows and Word and all the rest. At the time, typesetting was still accomplished on clunky machines that turned molten lead into slugs of type.
IBM rolled out a tabletop machine called a Composer. It looked something like the company's Selectric typewriter, and it used a similar array of balls of different fonts of type. I set the machine on the dining room table and founded my business.
Soon, computerized typesetting companies began springing up in the Boston area--Photon and CompuGraphic were early entries in the field. By today's standards, the technology was primitive. A xenon light flashed through a spinning type font film, creating images--letter by letter--on photographic film. The film was developed, and voila! A typeset document appeared.
I bought the first CompuGraphic machine in New York--right off the floor where the company demonstrated their technology. I remember the euphoria I felt loading the machine on a dolly and rolling it through the streets from Fraunces Tavern (where the demonstration had taken place) to my offices on Broadway. I couldn't wait to show prospective clients what I could do for them--at a much cheaper price than hot lead firms could meet.
Shortly thereafter, I got my comeuppance. I got an appointment with the buyer of typesetting at the New York Stock Exchange. The lady patiently listened to my presentation and looked at the samples I had brought along. Then she laid samples of her own next to mine. When your technology is able to produce the quality typesetting we currently use, come back to see me, she said simply.
Technology moved quickly during the 1980s. Mergenthaler solved many of the technical problems, and I replaced the older CompuGraphic machines. The typeset product was much improved, and I called the lady at the New York Stock Exchange. She was impressed and I got several smaller jobs. The euphoria returned, and I never looked back.
Today, of course, computer technology pervades every business. But it changes at an ever-increasing rate. Every business--large and small--must stay on top of technology, or you will run the risk of being left behind.
You can ride a wave of technological change, but you must know when to jump off. All that typesetting I did in the early days is gone. The printer attached to your computer can do more than I sweated to produce 30 and 40 years ago.
You can still find one of those ancient hot lead typesetting machines in an industrial museum. But most of them were shipped off to third world countries or junked for the metal content.
Stay on top of your game. But always look over your shoulder for the technological changes galloping close behind.
After multiple small businesses in typesetting, printing, publishing, antique glass, real estate, and heading up the Business Owners Institute in New Jersey, I am now retired. I spend my time writing about business and coaching people in small business. If you have questions, email me at AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. You get free, quick answers. Your privacy is always respected.
Tuesday, June 10, 2014
Gifts for dad
Free daily tips, information and advice for people in small business
from someone who has been there, done that in several small businesses.
Buying a present for a father is difficult. My daughter has told me this, and I've heard it from others as well. So it must be true.
Recently, I decided to tackle the subject of Father's Day in the business column I write for an area newspaper. It turned out to be relatively easy.
Dads like activities. They like to eat and drink. They like making things happen. They like figuring out how things work. They like participating in various forms of games and entertainments.
Many small businesses have perfect presents for dads. And there's not a necktie in sight.
Example: Many bars and taverns offer entertainments. Racks of televisions, pool tables, Karaoke, poker games, bar food and more are common. One I know brings in a live country music band every Friday and Saturday night, and dads of all stripes can be seen dancing to the foot stomping music.
Example: Small farms are small businesses. Several in my area are specialized. One local farm has a large herd of American buffalo. Another has over 75 Tibetan yaks. These farms concentrate on the butchered meats of buffalo and yak. Shoppers at the farm stores keep dads busy at backyard grills with unusual steaks and other cuts.
Example: A half-dozen or so small craft breweries are in my area. Dads can stop in these places to sample the current offerings. When you know what he likes, take home a case or a 5-liter box to surprise him on Father's Day--or any other occasion.
Example: A dozen wineries are located within a 30-minute drive of my home. Several of these regularly win medals in national and international competitions. Many hold events throughout the year. Stop in just about any day to taste the wines currently available. And take home some bottles of dad's favorites.
Example: Big box stores and small operations alike offer all sorts of things that will turn a dad's head. Think tools he works with or the things he uses to outfit a vehicle. A friend's wife got her husband a form-fitting mat for the bed of his pickup truck. A simple gift, but he was ecstatic. Another dad got a dashboard holder for his phone. And my daughter sent me a set of unusual gardening tools--I'll think of her with every use.
When it comes to pleasing dad with a gift, first get inside his head. Look at the world from his perspective. Home in on something he will use, enjoy, and remind him of you.
After a lifetime of founding and growing several small businesses, I retired at 75. Nowadays, I spend my time writing, interviewing business people, and coaching small business. Email me your questions and get a quick answer--send to AlWarr16@gmail.com and put BLOG in the subject line. Your privacy is always respected.
from someone who has been there, done that in several small businesses.
Buying a present for a father is difficult. My daughter has told me this, and I've heard it from others as well. So it must be true.
Recently, I decided to tackle the subject of Father's Day in the business column I write for an area newspaper. It turned out to be relatively easy.
Dads like activities. They like to eat and drink. They like making things happen. They like figuring out how things work. They like participating in various forms of games and entertainments.
Many small businesses have perfect presents for dads. And there's not a necktie in sight.
Example: Many bars and taverns offer entertainments. Racks of televisions, pool tables, Karaoke, poker games, bar food and more are common. One I know brings in a live country music band every Friday and Saturday night, and dads of all stripes can be seen dancing to the foot stomping music.
Example: Small farms are small businesses. Several in my area are specialized. One local farm has a large herd of American buffalo. Another has over 75 Tibetan yaks. These farms concentrate on the butchered meats of buffalo and yak. Shoppers at the farm stores keep dads busy at backyard grills with unusual steaks and other cuts.
Example: A half-dozen or so small craft breweries are in my area. Dads can stop in these places to sample the current offerings. When you know what he likes, take home a case or a 5-liter box to surprise him on Father's Day--or any other occasion.
Example: A dozen wineries are located within a 30-minute drive of my home. Several of these regularly win medals in national and international competitions. Many hold events throughout the year. Stop in just about any day to taste the wines currently available. And take home some bottles of dad's favorites.
Example: Big box stores and small operations alike offer all sorts of things that will turn a dad's head. Think tools he works with or the things he uses to outfit a vehicle. A friend's wife got her husband a form-fitting mat for the bed of his pickup truck. A simple gift, but he was ecstatic. Another dad got a dashboard holder for his phone. And my daughter sent me a set of unusual gardening tools--I'll think of her with every use.
When it comes to pleasing dad with a gift, first get inside his head. Look at the world from his perspective. Home in on something he will use, enjoy, and remind him of you.
After a lifetime of founding and growing several small businesses, I retired at 75. Nowadays, I spend my time writing, interviewing business people, and coaching small business. Email me your questions and get a quick answer--send to AlWarr16@gmail.com and put BLOG in the subject line. Your privacy is always respected.
Monday, June 9, 2014
Educating clients
Free daily tips, information and advice for people in small business
from someone who has been there, done that in several small businesses.
Clients and customers don't always know the best solution to their problem. The problem that brings them to you opens the door at your place for several possible solutions.
It's true in many businesses--from dentists to landscapers, from hearing specialists to home re-modelers, from event planners to gift shops to health food stores to plumbers to gyms and more.
It's up to you to dig beneath the surface, make certain you identify the real problem, and offer solutions that the client/customer will be happy with. The returns are real--the current job, future come-backs, and referrals
Example: A specialist in home re-modeling brings experience and expertise to that first visit with a customer. I know a very successful re-modeler who provides much more than free estimates. If it's a kitchen, he sketches out some quick possibilities, asking questions about special needs of the cook--islands for special work, hanging racks for pans, storage for small appliances, etc. If it's an office, he discusses what kinds of work will be done there--placement of lighting and windows, storage cabinets and racks, etc. If children are in the home, he reminds the client that the kids will be growing up--when they leave, what will be done with this room? If the client plans to sell the place and move on, which types of improvements will add value?
Bringing your knowledge to bear on the situation at hand can transform a selling experience into an on-going relationship with the client. It's the client who will pay the bill, so it behooves the specialist to dig beneath the surface and satisfy the client's needs.
Other examples: A dentist concentrates on selling smiles, not crowns and fillings. An expert in hearing problems emphasizes his policy that no client pays until 60 days of satisfactory hearing passes. A landscaper shows the client what the new garden will look like, using all the computer tools he has in his handy laptop. Lawyers need to educate clients on the applicable law, but they also need to find ways to help clients do what they want to do--lawfully.
And small businesses engaged in computer technology, networking, social media and all the rest need to understand that other people in small business do NOT understand what computer people can do for them--they get it when it comes to QuickBooks and TurboTax because they already understand accounting and taxes. But they have little appreciation for social media--Facebook, Twitter, LinkedIn, and the rest. Patience and fundamental education are needed here.
After a lifetime in business, I retired when I turned 75. Nowadays, I spend my time writing about small business, coaching and working with people in small business. It's a unique world with problems of its own. You can email me your questions at AlWarr16@gmail.com (put BLOG in the subject line so I don't delete). I answer every email, and I always respect your privacy.
from someone who has been there, done that in several small businesses.
Clients and customers don't always know the best solution to their problem. The problem that brings them to you opens the door at your place for several possible solutions.
It's true in many businesses--from dentists to landscapers, from hearing specialists to home re-modelers, from event planners to gift shops to health food stores to plumbers to gyms and more.
It's up to you to dig beneath the surface, make certain you identify the real problem, and offer solutions that the client/customer will be happy with. The returns are real--the current job, future come-backs, and referrals
Example: A specialist in home re-modeling brings experience and expertise to that first visit with a customer. I know a very successful re-modeler who provides much more than free estimates. If it's a kitchen, he sketches out some quick possibilities, asking questions about special needs of the cook--islands for special work, hanging racks for pans, storage for small appliances, etc. If it's an office, he discusses what kinds of work will be done there--placement of lighting and windows, storage cabinets and racks, etc. If children are in the home, he reminds the client that the kids will be growing up--when they leave, what will be done with this room? If the client plans to sell the place and move on, which types of improvements will add value?
Bringing your knowledge to bear on the situation at hand can transform a selling experience into an on-going relationship with the client. It's the client who will pay the bill, so it behooves the specialist to dig beneath the surface and satisfy the client's needs.
Other examples: A dentist concentrates on selling smiles, not crowns and fillings. An expert in hearing problems emphasizes his policy that no client pays until 60 days of satisfactory hearing passes. A landscaper shows the client what the new garden will look like, using all the computer tools he has in his handy laptop. Lawyers need to educate clients on the applicable law, but they also need to find ways to help clients do what they want to do--lawfully.
And small businesses engaged in computer technology, networking, social media and all the rest need to understand that other people in small business do NOT understand what computer people can do for them--they get it when it comes to QuickBooks and TurboTax because they already understand accounting and taxes. But they have little appreciation for social media--Facebook, Twitter, LinkedIn, and the rest. Patience and fundamental education are needed here.
After a lifetime in business, I retired when I turned 75. Nowadays, I spend my time writing about small business, coaching and working with people in small business. It's a unique world with problems of its own. You can email me your questions at AlWarr16@gmail.com (put BLOG in the subject line so I don't delete). I answer every email, and I always respect your privacy.
Friday, June 6, 2014
Tomorrow is today
Free daily tips, information and advice for people in small business
from someone who has been there, done that in several small businesses.
Throw yourself forward in time a thousand years. Archaeologists are sifting through the remains of our civilization. They are perplexed. What could explain the millions of miles of paved roads and the vehicles that used them?
Gradually, the scientists home in on a theory. These ancient peoples were sun worshipers. They raced out of their houses at sunrise, driving around to welcome the sun. At sundown, they interrupted their activities to drive around the roads again to bid the sun goodnight.
Any given set of facts can be explained in very different ways. It's true with scientists, and it's true with people running businesses.
Questions: Am I trying to move too quickly? Am I on top of the changing marketplace? Is the money for growth being generated fast enough internally? Do I really know my present clients/customers? Do my clients/customers really know what I do? Am I headed in the same direction they are? Do I pay enough attention to their needs and concerns? What can I do to better prepare for tomorrow? Should I be changing directions to better address tomorrow's marketplace?
People in small business are fleet of foot. They can change directions on a dime. This is a great asset, but it can lead into blind alleys. Like the future archaeologists, people in small business can come to the wrong conclusions.
Logical thinking is a great tool. It proves itself over and over again. But it is not the only tool.
Intuition is the tool that leavens the bread. If it feels wrong, don't do it. It means that logic has begun from a false premise. Go back to the facts and find the missing pieces.
Now, go back to the top and read this again.
From my lifetime of founding, growing and thinking about business, first in corporate America, and then in small businesses of my own. You can email me your questions at AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. Your privacy is always respected.
from someone who has been there, done that in several small businesses.
Throw yourself forward in time a thousand years. Archaeologists are sifting through the remains of our civilization. They are perplexed. What could explain the millions of miles of paved roads and the vehicles that used them?
Gradually, the scientists home in on a theory. These ancient peoples were sun worshipers. They raced out of their houses at sunrise, driving around to welcome the sun. At sundown, they interrupted their activities to drive around the roads again to bid the sun goodnight.
Any given set of facts can be explained in very different ways. It's true with scientists, and it's true with people running businesses.
Questions: Am I trying to move too quickly? Am I on top of the changing marketplace? Is the money for growth being generated fast enough internally? Do I really know my present clients/customers? Do my clients/customers really know what I do? Am I headed in the same direction they are? Do I pay enough attention to their needs and concerns? What can I do to better prepare for tomorrow? Should I be changing directions to better address tomorrow's marketplace?
People in small business are fleet of foot. They can change directions on a dime. This is a great asset, but it can lead into blind alleys. Like the future archaeologists, people in small business can come to the wrong conclusions.
Logical thinking is a great tool. It proves itself over and over again. But it is not the only tool.
Intuition is the tool that leavens the bread. If it feels wrong, don't do it. It means that logic has begun from a false premise. Go back to the facts and find the missing pieces.
Now, go back to the top and read this again.
From my lifetime of founding, growing and thinking about business, first in corporate America, and then in small businesses of my own. You can email me your questions at AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. Your privacy is always respected.
Thursday, June 5, 2014
Chiropractors expand
Free daily tips, information and advice for people in small business
from someone who has been there, done that in several small businesses.
Chiropractors usually build a practice over time. It can be a slow, unpredictable process. But several chiropractors I know have found a key to expanding the client base.
Example: Bette became a doctor of chiropractic and opened the door to her small clinic. She knew it would take time to build a practice based solely on chiropractic treatments. And she had an idea that she could overcome this by immediately expanding the operation. Networking her way through the holistic and alternative health communities, she homed in on several specialists--experts in massage, nutrition, yoga and the use of hypnosis to help people lose weight or stop smoking. Separately, these small businesses struggle as independents. Together, she convinced them, they could form a wellness center that would appeal to a wider public. It has been a successful expansion, and she is now adding a licensed acupuncturist to the group. The new wellness center's website is comprehensive but easy to navigate.
This example shows how several independents can come together to create a center offering more than any one of them might do alone.
Example: Another chiropractor concentrated his practice on sports and related injuries, together with the problems experienced by long-distance truck operators. He located his offices at a major truck stop on a heavily traveled interstate highway, resulting in a continuing stream of appointments. Then he reached out to the surrounding schools and sports teams to form relationships with them to handle their aches and pains. He is now putting in place relationships with area medical centers and clinics, so that referrals come to him from other doctors. He has limited his practice to chiropractic, but he has extended the business net far and wide. Appointments can be made through his website and on mobile devices.
This example shows how a chiropractor expands, not by bringing in other specialists, but by seeking additional avenues that feed the business.
Example: William is a chiropractor who loves his work. He attends every gathering of chiropractors, and he stays on top of every advance in the field. Expanding the business by being an expert is a different kind of expansion. He holds open and free informational sessions for the general public to expound on common problems and solutions--this results in more appointments. He provides free brochures to everyone--this results in educating the public and keeps the phone ringing. He has an extensive website--this builds confidence and traffic. He has written several popular books for laymen on the subject--this results in invitations to speak and royalties from book sales. He is invited to speak at area meetings of doctors at hospitals and clinics--this results in referrals by physicians not expert in chiropractic.
This example shows how a chiropractor's expertise can propel the business to new heights. The pathways to success are many and varied.
Questions? After 40+ years founding and running several small businesses, I am now retired and spend my time writing and coaching people in small business. Email me your questions for quick responses--AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. Your privacy is always respected.
from someone who has been there, done that in several small businesses.
Chiropractors usually build a practice over time. It can be a slow, unpredictable process. But several chiropractors I know have found a key to expanding the client base.
Example: Bette became a doctor of chiropractic and opened the door to her small clinic. She knew it would take time to build a practice based solely on chiropractic treatments. And she had an idea that she could overcome this by immediately expanding the operation. Networking her way through the holistic and alternative health communities, she homed in on several specialists--experts in massage, nutrition, yoga and the use of hypnosis to help people lose weight or stop smoking. Separately, these small businesses struggle as independents. Together, she convinced them, they could form a wellness center that would appeal to a wider public. It has been a successful expansion, and she is now adding a licensed acupuncturist to the group. The new wellness center's website is comprehensive but easy to navigate.
This example shows how several independents can come together to create a center offering more than any one of them might do alone.
Example: Another chiropractor concentrated his practice on sports and related injuries, together with the problems experienced by long-distance truck operators. He located his offices at a major truck stop on a heavily traveled interstate highway, resulting in a continuing stream of appointments. Then he reached out to the surrounding schools and sports teams to form relationships with them to handle their aches and pains. He is now putting in place relationships with area medical centers and clinics, so that referrals come to him from other doctors. He has limited his practice to chiropractic, but he has extended the business net far and wide. Appointments can be made through his website and on mobile devices.
This example shows how a chiropractor expands, not by bringing in other specialists, but by seeking additional avenues that feed the business.
Example: William is a chiropractor who loves his work. He attends every gathering of chiropractors, and he stays on top of every advance in the field. Expanding the business by being an expert is a different kind of expansion. He holds open and free informational sessions for the general public to expound on common problems and solutions--this results in more appointments. He provides free brochures to everyone--this results in educating the public and keeps the phone ringing. He has an extensive website--this builds confidence and traffic. He has written several popular books for laymen on the subject--this results in invitations to speak and royalties from book sales. He is invited to speak at area meetings of doctors at hospitals and clinics--this results in referrals by physicians not expert in chiropractic.
This example shows how a chiropractor's expertise can propel the business to new heights. The pathways to success are many and varied.
Questions? After 40+ years founding and running several small businesses, I am now retired and spend my time writing and coaching people in small business. Email me your questions for quick responses--AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. Your privacy is always respected.
Wednesday, June 4, 2014
Artists and artisans
Free daily tips, information and advice for people in small business
from someone who has been there, done that in several small businesses.
Painters and sculptors, photographers, jewelry makers and wood turners--all these have trouble connecting with a buying public and supporting themselves.
Creative and talented artists and artisans tend to be immersed in their work. They also frequently disparage the arts of advertising, merchandising, marketing and selling. But they ignore these at their own peril.
Art galleries have helped to bridge this gap in the past. Increasingly, however, art galleries are turning themselves into high end gift shops. The focus is on the up-scale buyer. Bringing together the works of many artists and artisans in one place attracts customers looking for things that are not mass-produced.
Example: As a youngster, Judy loved to making bracelets and necklaces out of unusual materials. As an adult, she moved into semi-precious stones, silver and gold. Her designs attracted attention, but many of her works languished on the shelf. She connected with a high-end gift shop and experienced immediate success. They displayed Judy's works, handled the sales, and promoted her jewelry. The shop arranged a special open house to meet the artist. As time passed, prices for her jewelry doubled and then tripled. Judy is now in the process of making similar arrangements with other high-end gift shops in other cities.
Brick and mortar locations can become destinations for serious shoppers. But the Internet reaches out worldwide.
Example: John spends full time in his workshop. Wood turning is a special love, and he has always been fascinated with the machinery used. He earned a nice living turning out wooden bowls, and, as a profitable sideline, reconditioning old lathes and selling them to other wood turners. He decided to up his game by using the Etsy website and Facebook. He took some time to create--not bowls, but spectacular sculptures using different woods and finishes. The result was exposure to a vast audience. He tapped into the client base that was previously unavailable to him. Now he earns more than just a nice living.
Using the Internet has opened up vast markets to artists and artisans. They can now reach out far beyond the space where they do their special creations.
Questions? I retired when I turned 75 and spend my time now writing and coaching. You can email me your questions at AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. My 40+ years experience is at your disposal, and I always respect your privacy.
from someone who has been there, done that in several small businesses.
Painters and sculptors, photographers, jewelry makers and wood turners--all these have trouble connecting with a buying public and supporting themselves.
Creative and talented artists and artisans tend to be immersed in their work. They also frequently disparage the arts of advertising, merchandising, marketing and selling. But they ignore these at their own peril.
Art galleries have helped to bridge this gap in the past. Increasingly, however, art galleries are turning themselves into high end gift shops. The focus is on the up-scale buyer. Bringing together the works of many artists and artisans in one place attracts customers looking for things that are not mass-produced.
Example: As a youngster, Judy loved to making bracelets and necklaces out of unusual materials. As an adult, she moved into semi-precious stones, silver and gold. Her designs attracted attention, but many of her works languished on the shelf. She connected with a high-end gift shop and experienced immediate success. They displayed Judy's works, handled the sales, and promoted her jewelry. The shop arranged a special open house to meet the artist. As time passed, prices for her jewelry doubled and then tripled. Judy is now in the process of making similar arrangements with other high-end gift shops in other cities.
Brick and mortar locations can become destinations for serious shoppers. But the Internet reaches out worldwide.
Example: John spends full time in his workshop. Wood turning is a special love, and he has always been fascinated with the machinery used. He earned a nice living turning out wooden bowls, and, as a profitable sideline, reconditioning old lathes and selling them to other wood turners. He decided to up his game by using the Etsy website and Facebook. He took some time to create--not bowls, but spectacular sculptures using different woods and finishes. The result was exposure to a vast audience. He tapped into the client base that was previously unavailable to him. Now he earns more than just a nice living.
Using the Internet has opened up vast markets to artists and artisans. They can now reach out far beyond the space where they do their special creations.
Questions? I retired when I turned 75 and spend my time now writing and coaching. You can email me your questions at AlWarr16@gmail.com and put BLOG in the subject line so I don't delete. My 40+ years experience is at your disposal, and I always respect your privacy.
Tuesday, June 3, 2014
Bakery expansions
Free daily tips, information and advice for people in small business
from someone who has been there, done that with several small businesses.
A bakery near my home has been in business for many years. It is a highly successful family operation. Cars line up around the block, waiting for parking, and customers then wait in line inside.
Another bakery in a nearby town opened three years ago. Season after season, this operation struggled. Finally, last month, it closed.
The difference here was not location. The successful bakery is located on a narrow out-of-the-way street, and it is difficult to park. The one that closed was on a small town's main street with a constant flow of automobile and pedestrian traffic.
Many things contribute to success in the bakery business. Freshness, taste, variety, display, service, attitude, spreading the word--all these are important. Price plays a part, but it is often overly emphasized--customers looking for a bargain go elsewhere. A sample table can enhance the waiting customer's experience and increase awareness and sales.
Example: Another bakery in my area gradually changed her operation to become a specialty bakery. Once offering cookies, pies and donuts, the owner now concentrates on spectacular cakes. Straightforward carrot cakes that once sold for $20 are now shaped like a bunch of carrots and go for $50. A birthday cake for a man in love with his Corvette is shaped and colored like his car--it went for $100.
Examples: A bakery can increase its reach and bottom line by partnering with a local caterer or wedding specialist. This puts your product in front of a new audience. Do some local catering yourself--company meetings can use trays of biscotti, cookies, and other treats. Stay on top of current food trends--gluten-free goodies are in demand now. If space is available, consider holding birthday parties, corporate meetings, retirement parties, and other events at your facilities. And don't neglect selling possibilities on the Internet--Facebook can propel your operation locally and beyond.
Expanding a bakery takes careful thought and planning. But the rewards are there for the taking. Go for it!
Questions? I retired when I turned 75, but I stay active helping people in small business. You can email me your questions--put BLOG in the subject line so I don't delete. Your privacy is always respected.
from someone who has been there, done that with several small businesses.
A bakery near my home has been in business for many years. It is a highly successful family operation. Cars line up around the block, waiting for parking, and customers then wait in line inside.
Another bakery in a nearby town opened three years ago. Season after season, this operation struggled. Finally, last month, it closed.
The difference here was not location. The successful bakery is located on a narrow out-of-the-way street, and it is difficult to park. The one that closed was on a small town's main street with a constant flow of automobile and pedestrian traffic.
Many things contribute to success in the bakery business. Freshness, taste, variety, display, service, attitude, spreading the word--all these are important. Price plays a part, but it is often overly emphasized--customers looking for a bargain go elsewhere. A sample table can enhance the waiting customer's experience and increase awareness and sales.
Example: Another bakery in my area gradually changed her operation to become a specialty bakery. Once offering cookies, pies and donuts, the owner now concentrates on spectacular cakes. Straightforward carrot cakes that once sold for $20 are now shaped like a bunch of carrots and go for $50. A birthday cake for a man in love with his Corvette is shaped and colored like his car--it went for $100.
Examples: A bakery can increase its reach and bottom line by partnering with a local caterer or wedding specialist. This puts your product in front of a new audience. Do some local catering yourself--company meetings can use trays of biscotti, cookies, and other treats. Stay on top of current food trends--gluten-free goodies are in demand now. If space is available, consider holding birthday parties, corporate meetings, retirement parties, and other events at your facilities. And don't neglect selling possibilities on the Internet--Facebook can propel your operation locally and beyond.
Expanding a bakery takes careful thought and planning. But the rewards are there for the taking. Go for it!
Questions? I retired when I turned 75, but I stay active helping people in small business. You can email me your questions--put BLOG in the subject line so I don't delete. Your privacy is always respected.
Monday, June 2, 2014
Garden centers
Free daily tips, information and advice for people in small business
from someone who has been there, done that in several small businesses.
Garden centers in temperate areas of the country keep their doors open and the plants moving out all year. But those in the colder regions must adjust to seasonal changes.
People in small business are nimble. They react quickly to changing conditions and adjust their businesses accordingly.
The market for seedlings, plants and flowers explodes with the first warmth of spring in most of the United States. People are tired of winter's blast, and they are anxious to get their hands dirty with potting soil.
Garden centers suddenly come alive with flats of petunias, hanging baskets crammed with flowers, basil and parsley, tomatoes and eggplant. Customers tend to swarm in these places for a few weeks--and then it's over.
Business owners cope with this in many ways.
Example: One grower I know began as a roadside stand selling plants and produce grown on the farm. Quickly, Estella realized that certain types of veggie plants sold out first. The following year, she concentrated on raising many different heirloom tomato and pepper plants. She knew she was right when all these sold out. She built a greenhouse, and these days, Estella starts her seedlings in February, throws open the doors in April, and closes down in June. She sells thousands of plants. She distributes some to retailers at wholesale prices, but she sells mostly over the Internet, shipping to repeat individual customers. Plants left over grow on to maturity, and she sells fresh tomatoes and peppers all summer to locals.
What started off as a small fly-by-night roadside garden center became a large operation.
Example: Bill had a small garden center for several years. He offered a wide variety of shrubs and fruit trees, perennials and hanging baskets, springtime flats of annuals, herbs and veggie transplants. Business was good in the spring, slowed down during summer, and died beneath the snows of winter. He decided to offer landscape design services to clients. It took several seasons, but today Bill is busy all year. He still offers the full range of plant materials in spring. But winters are spent lining up clients for garden designs to be completed during the coming year. He now sells the plants needed for his designs, installs small fish ponds, fencing, mulching, landscape maintenance, brick and concrete works, and just about anything else a client might want.
Turning a garden center into a landscape design firm takes patience and expertise. If Bill did not have design talents, he could have partnered with a landscape designer who didn't have a garden center.
Example: As he was growing up, Don played around in his grandmother's garden. She had set aside a large area for her bonsai plants. When Don inherited the place, he transformed that extensive bonsai collection into a business. He sells direct to the consumer--both near and far over the Internet. To increase local interest, he holds demonstrations and talks that attract the public's attention. He brings in master gardeners for special sessions, and he offers classes to people interested in learning bonsai techniques. In addition to bonsai plants, he sells a complete line of tools of the trade, books, instructions, and other downloadable materials.
The ingenuity of people in small business, along with persistence, gets them where they want to go. With garden centers, the possibilities are many.
Questions? I retired when I turned 75. You can email me at AlWarr16@gmail.com with your questions. Put BLOG in the subject line so I don't delete. Quick answers from my 40+ years experience founding and growing small businesses. Your privacy is always respected.
from someone who has been there, done that in several small businesses.
Garden centers in temperate areas of the country keep their doors open and the plants moving out all year. But those in the colder regions must adjust to seasonal changes.
People in small business are nimble. They react quickly to changing conditions and adjust their businesses accordingly.
The market for seedlings, plants and flowers explodes with the first warmth of spring in most of the United States. People are tired of winter's blast, and they are anxious to get their hands dirty with potting soil.
Garden centers suddenly come alive with flats of petunias, hanging baskets crammed with flowers, basil and parsley, tomatoes and eggplant. Customers tend to swarm in these places for a few weeks--and then it's over.
Business owners cope with this in many ways.
Example: One grower I know began as a roadside stand selling plants and produce grown on the farm. Quickly, Estella realized that certain types of veggie plants sold out first. The following year, she concentrated on raising many different heirloom tomato and pepper plants. She knew she was right when all these sold out. She built a greenhouse, and these days, Estella starts her seedlings in February, throws open the doors in April, and closes down in June. She sells thousands of plants. She distributes some to retailers at wholesale prices, but she sells mostly over the Internet, shipping to repeat individual customers. Plants left over grow on to maturity, and she sells fresh tomatoes and peppers all summer to locals.
What started off as a small fly-by-night roadside garden center became a large operation.
Example: Bill had a small garden center for several years. He offered a wide variety of shrubs and fruit trees, perennials and hanging baskets, springtime flats of annuals, herbs and veggie transplants. Business was good in the spring, slowed down during summer, and died beneath the snows of winter. He decided to offer landscape design services to clients. It took several seasons, but today Bill is busy all year. He still offers the full range of plant materials in spring. But winters are spent lining up clients for garden designs to be completed during the coming year. He now sells the plants needed for his designs, installs small fish ponds, fencing, mulching, landscape maintenance, brick and concrete works, and just about anything else a client might want.
Turning a garden center into a landscape design firm takes patience and expertise. If Bill did not have design talents, he could have partnered with a landscape designer who didn't have a garden center.
Example: As he was growing up, Don played around in his grandmother's garden. She had set aside a large area for her bonsai plants. When Don inherited the place, he transformed that extensive bonsai collection into a business. He sells direct to the consumer--both near and far over the Internet. To increase local interest, he holds demonstrations and talks that attract the public's attention. He brings in master gardeners for special sessions, and he offers classes to people interested in learning bonsai techniques. In addition to bonsai plants, he sells a complete line of tools of the trade, books, instructions, and other downloadable materials.
The ingenuity of people in small business, along with persistence, gets them where they want to go. With garden centers, the possibilities are many.
Questions? I retired when I turned 75. You can email me at AlWarr16@gmail.com with your questions. Put BLOG in the subject line so I don't delete. Quick answers from my 40+ years experience founding and growing small businesses. Your privacy is always respected.
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