Free daily tips, information, advice, and ideas
to help you better operate your small business.
Stores and salons, coffee shops and cafes line Main Street everywhere. This is where small business lives. Gas stations, chiropractors, and garden centers--these make America work.
The media pretty much ignore Main Street. They pay attention to Wall Street where big business congregates. Every day the New York Stock Exchange closing prices are announced with gusto.
Wall Street is the world's largest casino. It's all about guessing the future and playing the odds. Who will be worth how much tomorrow, and how much should we discount that?
Meanwhile, there are upwards of 25 million small businesses in the country, and they provide most of the jobs. Main Street is all about today. Who's buying what and how much will they pay for this or that? Main Street is where the rubber meets the road in the national economy. It's where America lives.
But the elephant in the room is K Street. This is where lawyers and lobbyists have taken up residence in Washington DC. The silk suits who inhabit K Street are all about making the future happen to the liking of their special interest clients. A steady stream of big bucks flows through K Street and into the halls of the federal government. How can we influence what Congress does and how much will it cost us?
Small businesses on Main Street are left out in the cold. Yes, the U. S. Chamber of Commerce and other organizations such as the National Federation of Independent Business claim to represent Main Street. But, taken together, these two groups account for fewer than a million members.
What's a small business owner to do? Main Street faces its struggles alone. You and almost all of your small business compatriots must keep the national ship afloat--with precious little help. Wall Street and K Street are doing their own thing. And the media, having little appreciation for business and economics, post a daily menu of juicy sensationalism.
Keep on truckin' and never, never give up! You are the backbone of the nation.
Two things in the U. S. Constitution account for our economic success--private ownership of property and contract law. Even the Chinese came to recognize the value of these principles. When they put them in place back in the 1980s, look what happened.
Thursday, December 18, 2014
Wednesday, December 17, 2014
Daily hustle
Free daily tips, information, advice and ideas
from actual small business experiences.
It began many years ago when I was in college. To pay my way, I always had two or three part time jobs. Classes were every day, but these were just the beginning of the schedule.
If it's Tuesday afternoon, I'm working in the library's stacks. Thursday evenings, sweep the floors of the local drugstore. Every day, find the time to edit the student newspaper and study all those organic chemistry equations.
At some point, I began keeping a written list of things to be done. It was always with me. As I thought of things, I would jot them down on my list. As the list grew, I began another list--one for today and one for tomorrow.
I came to depend on my lists. I didn't have to clutter up my thinking by remembering all the things I had to do. I simply consulted my list, checking off those things done and adding additional items as they occurred to me.
Keeping a daily list organizes you. It frees up your thinking so you can concentrate on other things--like being creative, dreaming, planning, thinking through ideas. The daily grind is kept in strict perspective because it's on the list. Meeting schedules becomes a breeze.
Joining Corporate America after college, my daily list grew. It included items with a star beside some of them. These were the things important to the boss. They took priority over the others on the list. My desk was a mess, but my list organized me.
When I left Corporate America and set up my own business, that's when the list came to full maturity. Follow up with my last customer. Meet the banker. Update insurance coverage. Do some tax planning with my accountant. Order supplies. Interview a prospective employee. Take out the trash.
My daily list became a weekly list. A small business has many more things to be accomplished. Attend a networker on Wednesday. Meet a new client Friday for breakfast. Call three new suppliers and home in on one to deal with.
In business, the list becomes a record--the date you bought that new car, the date you applied for the loan, the date you looked at new space and signed the lease, the date you first talked with that new prospect. All these dates exist in papers you've collected, but your list pulls everything together in one place. These days you can maintain a list on that latest electronic device you carry around with you.
Retired now, I still do a daily list. Out of habit, I still do it on paper--I don't have to worry about a virus wiping everything out or a power breakdown. It is a useful habit, and I recommend it. Critical things to do today get done and checked off. I look at the list two or three times a day to make sure I'm on track. New items are added as they occur to me.
No matter how you do it, get the crap out of your head and onto a list. You'll then have more time to think about the important stuff. Free up some brain cells to dream about next year instead of increasing your stress trying to remember what has to be done today.
A daily list is a good way to collect information you'll need for your business plan. No mistake about it, you'll need a business plan--not just to support a loan request, but for the growth of your business.
from actual small business experiences.
It began many years ago when I was in college. To pay my way, I always had two or three part time jobs. Classes were every day, but these were just the beginning of the schedule.
If it's Tuesday afternoon, I'm working in the library's stacks. Thursday evenings, sweep the floors of the local drugstore. Every day, find the time to edit the student newspaper and study all those organic chemistry equations.
At some point, I began keeping a written list of things to be done. It was always with me. As I thought of things, I would jot them down on my list. As the list grew, I began another list--one for today and one for tomorrow.
I came to depend on my lists. I didn't have to clutter up my thinking by remembering all the things I had to do. I simply consulted my list, checking off those things done and adding additional items as they occurred to me.
Keeping a daily list organizes you. It frees up your thinking so you can concentrate on other things--like being creative, dreaming, planning, thinking through ideas. The daily grind is kept in strict perspective because it's on the list. Meeting schedules becomes a breeze.
Joining Corporate America after college, my daily list grew. It included items with a star beside some of them. These were the things important to the boss. They took priority over the others on the list. My desk was a mess, but my list organized me.
When I left Corporate America and set up my own business, that's when the list came to full maturity. Follow up with my last customer. Meet the banker. Update insurance coverage. Do some tax planning with my accountant. Order supplies. Interview a prospective employee. Take out the trash.
My daily list became a weekly list. A small business has many more things to be accomplished. Attend a networker on Wednesday. Meet a new client Friday for breakfast. Call three new suppliers and home in on one to deal with.
In business, the list becomes a record--the date you bought that new car, the date you applied for the loan, the date you looked at new space and signed the lease, the date you first talked with that new prospect. All these dates exist in papers you've collected, but your list pulls everything together in one place. These days you can maintain a list on that latest electronic device you carry around with you.
Retired now, I still do a daily list. Out of habit, I still do it on paper--I don't have to worry about a virus wiping everything out or a power breakdown. It is a useful habit, and I recommend it. Critical things to do today get done and checked off. I look at the list two or three times a day to make sure I'm on track. New items are added as they occur to me.
No matter how you do it, get the crap out of your head and onto a list. You'll then have more time to think about the important stuff. Free up some brain cells to dream about next year instead of increasing your stress trying to remember what has to be done today.
A daily list is a good way to collect information you'll need for your business plan. No mistake about it, you'll need a business plan--not just to support a loan request, but for the growth of your business.
Tuesday, December 16, 2014
Size & location
Free daily tips, information, advice and ideas
from experience in small businesses.
Renting the space you need for your business can be nerve-wracking. Size and location are two of the main considerations. Cost is another concern, along with length of lease and landlord.
Location: Some businesses can be run out of your garage. Others benefit from a high traffic location. Still others are unique enough that your clients/customers will seek you out, no matter where you are located. And then there are those that only ship out to fill incoming orders.
Consider locating or expanding your sporting goods store in a farmer's country barn. A used car lot might benefit from being located on a busy thoroughfare, but a travel agency can attract people to a website in your home office. A frozen yogurt operation can do well on a small town's Main Street or in a mall, but a shop that machines widgets can be just about anywhere.
Two things are of major importance when considering location--your business plan for the future and pertinent zoning regulations. Is there a location impact in your plans? Is the neighborhood in transition--where is it headed? Are there plans afoot to raze the building in 3 or 5 years? Talking with a local real estate professional can provide some answers.
Size: Some business owners walk into a prospective space, make an intuitive guesstimate about the size, and sign on the dotted line. A much more prudent approach is to look to your business plan.
If you are opening a restaurant, what's the number of tables you need to generate the income you've projected in your business plan? What percentage of the tables will be filled? If you are performing accounting services for clients, how much space do you need as you hire additional employees?
If you are a therapist or chiropractor planning to expand into a wellness center in the future, can this space accommodate those plans? Will you need open spaces? A big reception area? A series of offices? Will you be able to expand here or will you be searching again in 3 years?
Every business needs space in which to operate. Even a virtual business operated entirely on the Internet requires a place somewhere to operate--and I don't mean making calls and contacts over the Wi-Fi in the local cafe. Translate your current and future business plan into a floor plan that will accommodate today and tomorrow.
Elsewhere in this series, I have discussed how to negotiate with a landlord. Even if you work at home, you need to set aside space and pay yourself some rent--talk to your tax professional about how to do this so you don't run into problems later on.
from experience in small businesses.
Renting the space you need for your business can be nerve-wracking. Size and location are two of the main considerations. Cost is another concern, along with length of lease and landlord.
Location: Some businesses can be run out of your garage. Others benefit from a high traffic location. Still others are unique enough that your clients/customers will seek you out, no matter where you are located. And then there are those that only ship out to fill incoming orders.
Consider locating or expanding your sporting goods store in a farmer's country barn. A used car lot might benefit from being located on a busy thoroughfare, but a travel agency can attract people to a website in your home office. A frozen yogurt operation can do well on a small town's Main Street or in a mall, but a shop that machines widgets can be just about anywhere.
Two things are of major importance when considering location--your business plan for the future and pertinent zoning regulations. Is there a location impact in your plans? Is the neighborhood in transition--where is it headed? Are there plans afoot to raze the building in 3 or 5 years? Talking with a local real estate professional can provide some answers.
Size: Some business owners walk into a prospective space, make an intuitive guesstimate about the size, and sign on the dotted line. A much more prudent approach is to look to your business plan.
If you are opening a restaurant, what's the number of tables you need to generate the income you've projected in your business plan? What percentage of the tables will be filled? If you are performing accounting services for clients, how much space do you need as you hire additional employees?
If you are a therapist or chiropractor planning to expand into a wellness center in the future, can this space accommodate those plans? Will you need open spaces? A big reception area? A series of offices? Will you be able to expand here or will you be searching again in 3 years?
Every business needs space in which to operate. Even a virtual business operated entirely on the Internet requires a place somewhere to operate--and I don't mean making calls and contacts over the Wi-Fi in the local cafe. Translate your current and future business plan into a floor plan that will accommodate today and tomorrow.
Elsewhere in this series, I have discussed how to negotiate with a landlord. Even if you work at home, you need to set aside space and pay yourself some rent--talk to your tax professional about how to do this so you don't run into problems later on.
Monday, December 15, 2014
Time to hire
Free daily tips, information, advice and ideas
for managing and growing your small business.
You are always short-handed in small business. Never do you have all the help you could use. So you tend to do everything yourself--including taking out the trash.
You started your business because you had a passion. Maybe it was baking or yoga, engineering or repairing automobiles.
But the time it takes for you to do everything has become too much. It's cutting into sleep time, and you could use a vacation. You are absorbing too much of the activity.
If you cannot afford to add a full time employee, consider a part timer. High school and college students always need a little extra money. You can hire one for 3 or 4 hours a day. Retirees also need more money and want to keep busy--a valuable asset to them and you.
You might consider bringing in an intern. Not every business is an appropriate venue for an intern. But a law office, a chef, an insurance agency, a small advertising firm, even a specialty grower of plants, and others can bring interns into their operations. Interns work for the experience and little pay is involved compared to a full time experienced employee.
If you decide to add a full time employee, consider the position carefully. This is an opportunity for you to extend yourself. It's a time to carve out those activities that take up lots of your time and turn them over to the new person. Or it's a time to bring in new talent--someone who can do things that you don't know how to do. Whatever the case, write down the things that you expect the new person to do--and then talk it over with them.
Whichever path you take--part timers, interns, or full time employees--you are extending yourself. Then, you can concentrate on the parts of the business that you enjoy and the parts that are critical to the future of the business. Extending yourself allows you--and the business--to grow.
It's time to hire when you get yourself overworked. Just make sure that your new hire fits into your long range plans.
New employees need to be trained. I've found that I can train a person to do just about anything. What you look for is someone who knows how to apply himself/herself to the tasks at hand, comes to work on time, has an interest in your business, and shows self discipline and integrity.
for managing and growing your small business.
You are always short-handed in small business. Never do you have all the help you could use. So you tend to do everything yourself--including taking out the trash.
You started your business because you had a passion. Maybe it was baking or yoga, engineering or repairing automobiles.
But the time it takes for you to do everything has become too much. It's cutting into sleep time, and you could use a vacation. You are absorbing too much of the activity.
If you cannot afford to add a full time employee, consider a part timer. High school and college students always need a little extra money. You can hire one for 3 or 4 hours a day. Retirees also need more money and want to keep busy--a valuable asset to them and you.
You might consider bringing in an intern. Not every business is an appropriate venue for an intern. But a law office, a chef, an insurance agency, a small advertising firm, even a specialty grower of plants, and others can bring interns into their operations. Interns work for the experience and little pay is involved compared to a full time experienced employee.
If you decide to add a full time employee, consider the position carefully. This is an opportunity for you to extend yourself. It's a time to carve out those activities that take up lots of your time and turn them over to the new person. Or it's a time to bring in new talent--someone who can do things that you don't know how to do. Whatever the case, write down the things that you expect the new person to do--and then talk it over with them.
Whichever path you take--part timers, interns, or full time employees--you are extending yourself. Then, you can concentrate on the parts of the business that you enjoy and the parts that are critical to the future of the business. Extending yourself allows you--and the business--to grow.
It's time to hire when you get yourself overworked. Just make sure that your new hire fits into your long range plans.
New employees need to be trained. I've found that I can train a person to do just about anything. What you look for is someone who knows how to apply himself/herself to the tasks at hand, comes to work on time, has an interest in your business, and shows self discipline and integrity.
Friday, December 12, 2014
Going for loans
Free daily tips, information, advice and ideas,
with examples from small businesses.
All this week I've talked about business planning. People in small businesses are always planning, but it's usually short-term. The nature of your operation means you are continually thinking about tomorrow, next week and next month--not next year.
Long-term planning is frequently put off. It's not an immediate concern. But it should be done from time to time. Get yourself in a quiet place and think about next year and beyond.
Every business needs funding to expand and grow. Unless you generate excess cash internally, you go outside to find capital.
Small banks have traditionally filled this role. They were the go-to place for expansion funding. But that is changing.
Galloping technology is providing another answer. Other players have moved into the loan market. There are dozens of lenders out there who will loan you money, either personally or for the business. Do a Google search "Business Loans" and a long list of these firms will fly back at you.
Example: Lending Club does personal loans up to $35,000 and business loans up to $300,000. This is not some questionable upstart--it has a history dating back more than 5 years. Lending Club is a peer-to-peer lender that made its debut on the New York Stock Exchange this week. It is an online marketplace that puts people like you in front of prospective investors. You agree to a fixed rate for 1 to 5 years of monthly repayments. The funding agreed to shows up in your bank account in a few days. You apply online and get approval in as little as 5 minutes. Yes, fees are involved and an interest rate applies, but these can be less than you pay on credit cards and banks. This is not a recommendation; rather, it is a possibility for you to thoroughly check out before taking any plunge. Go to LendingClub.com for more.
Example: Another possibility is Prosper Marketplace. This company offers fixed rate unsecured loans from $2,000 to $35,000 with a 3 to 5 year payback. Rates and choices can vary depending on your situation. There is an online application and turnaround is faster than you might expect from your local bank. Again, this is not a recommendation; rather, it is a possibility for you to thoroughly check out before agreeing to anything. For more information, go go Prosper.com.
Example: OnDeck is another online lender, providing loans to small and medium-sized businesses only. No start-ups, just operations that have been in business at least one year and have $100,000 in revenue. Fast decisions here and fast funding. This company launched operations in 2007 and makes loans in all 50 states. Again, I am not recommending this company; rather, it is a possibility for you to consider and check out yourself. For more information, go to OnDeck.com.
There are many others. If you have funded your business using credit cards, you might be able to consolidate at a lower interest rate than you are now paying. Or, if you need funding to grow and expand your business, check out the online lenders. Whatever you do, make certain that any arrangement you agree to fits into your long-range business plan.
Developing your business plan gives lenders confidence that you know what you are doing, that you know your market, and that you'll be able to pay them back. Local banks have been the traditional source for loans to local businesses. Today, more possibilities exist. You deserve to check out whether or not these work in your situation.
with examples from small businesses.
All this week I've talked about business planning. People in small businesses are always planning, but it's usually short-term. The nature of your operation means you are continually thinking about tomorrow, next week and next month--not next year.
Long-term planning is frequently put off. It's not an immediate concern. But it should be done from time to time. Get yourself in a quiet place and think about next year and beyond.
Every business needs funding to expand and grow. Unless you generate excess cash internally, you go outside to find capital.
Small banks have traditionally filled this role. They were the go-to place for expansion funding. But that is changing.
Galloping technology is providing another answer. Other players have moved into the loan market. There are dozens of lenders out there who will loan you money, either personally or for the business. Do a Google search "Business Loans" and a long list of these firms will fly back at you.
Example: Lending Club does personal loans up to $35,000 and business loans up to $300,000. This is not some questionable upstart--it has a history dating back more than 5 years. Lending Club is a peer-to-peer lender that made its debut on the New York Stock Exchange this week. It is an online marketplace that puts people like you in front of prospective investors. You agree to a fixed rate for 1 to 5 years of monthly repayments. The funding agreed to shows up in your bank account in a few days. You apply online and get approval in as little as 5 minutes. Yes, fees are involved and an interest rate applies, but these can be less than you pay on credit cards and banks. This is not a recommendation; rather, it is a possibility for you to thoroughly check out before taking any plunge. Go to LendingClub.com for more.
Example: Another possibility is Prosper Marketplace. This company offers fixed rate unsecured loans from $2,000 to $35,000 with a 3 to 5 year payback. Rates and choices can vary depending on your situation. There is an online application and turnaround is faster than you might expect from your local bank. Again, this is not a recommendation; rather, it is a possibility for you to thoroughly check out before agreeing to anything. For more information, go go Prosper.com.
Example: OnDeck is another online lender, providing loans to small and medium-sized businesses only. No start-ups, just operations that have been in business at least one year and have $100,000 in revenue. Fast decisions here and fast funding. This company launched operations in 2007 and makes loans in all 50 states. Again, I am not recommending this company; rather, it is a possibility for you to consider and check out yourself. For more information, go to OnDeck.com.
There are many others. If you have funded your business using credit cards, you might be able to consolidate at a lower interest rate than you are now paying. Or, if you need funding to grow and expand your business, check out the online lenders. Whatever you do, make certain that any arrangement you agree to fits into your long-range business plan.
Developing your business plan gives lenders confidence that you know what you are doing, that you know your market, and that you'll be able to pay them back. Local banks have been the traditional source for loans to local businesses. Today, more possibilities exist. You deserve to check out whether or not these work in your situation.
Thursday, December 11, 2014
Even more about planning
Free daily tips, information, advice, and ideas
with examples from small businesses.
The heart of business planning is marketing. I've written a lot about this in the past in this blog--especially over the past two days.
When you apply for a loan, however, the lender wants as much information as you can provide. A formal, written business plan must cover other aspects of you and your business.
Example: In one of my own businesses, I once applied to a bank for a substantial loan. They wanted to know all of my personal history as well as the complete background information on my company for the previous five years. So much for yesterday. Then, they wanted to know how I had arrived at the $100,000 I was requesting--they wanted to know the future. How would I spend the funds? How did I know I was requesting enough? How would I pay them back? How would I handle sales problems as they surely would arise? How would I handle competition? How would I ride through a general economic downturn? How well did I know my industry? The questions seemed endless, but I had to admit they were pertinent. After all, the bank was considering putting $100,000 on the table, and they wanted assurances that I could be trusted and would pay back the loan. Then came the kicker. Not only did they want answers to all their questions, but they wanted everything turned into numbers projected forward for five years.
Reducing verbiage to hard numbers is like wringing all the water out of a wet towel. When you do the numbers, all the crap disappears. Your history to date and your projections into the future--this is where the rubber meets the road.
The numbers give validity to all that you say in a written plan. This is where you convince someone else that they can believe in your market projections.
For more on planning, see previous blogs--Planning Box, Business Check-up, Daily Planning, etc. Don't neglect the planning part of running your small business. It's some of the most important work you will ever do.
with examples from small businesses.
The heart of business planning is marketing. I've written a lot about this in the past in this blog--especially over the past two days.
When you apply for a loan, however, the lender wants as much information as you can provide. A formal, written business plan must cover other aspects of you and your business.
Example: In one of my own businesses, I once applied to a bank for a substantial loan. They wanted to know all of my personal history as well as the complete background information on my company for the previous five years. So much for yesterday. Then, they wanted to know how I had arrived at the $100,000 I was requesting--they wanted to know the future. How would I spend the funds? How did I know I was requesting enough? How would I pay them back? How would I handle sales problems as they surely would arise? How would I handle competition? How would I ride through a general economic downturn? How well did I know my industry? The questions seemed endless, but I had to admit they were pertinent. After all, the bank was considering putting $100,000 on the table, and they wanted assurances that I could be trusted and would pay back the loan. Then came the kicker. Not only did they want answers to all their questions, but they wanted everything turned into numbers projected forward for five years.
Reducing verbiage to hard numbers is like wringing all the water out of a wet towel. When you do the numbers, all the crap disappears. Your history to date and your projections into the future--this is where the rubber meets the road.
The numbers give validity to all that you say in a written plan. This is where you convince someone else that they can believe in your market projections.
For more on planning, see previous blogs--Planning Box, Business Check-up, Daily Planning, etc. Don't neglect the planning part of running your small business. It's some of the most important work you will ever do.
Wednesday, December 10, 2014
More about planning
Free daily tips, information, advice, and ideas
for small business with examples from small businesses.
Planning comes naturally to the small business owner. You tend to concentrate on where you're headed and what needs to be done today to get to tomorrow.
The past is important. It teaches us valuable lessons. Good and bad avenues have been traveled by all of us. We owe it to ourselves to learn from the past.
But business planning is all about tomorrow. And nothing in your future is more important than the markets you serve.
Your customers determine your future. That outrageously complex computer game you devised will not turn into a business if no one buys it. That new beer you brewed and bottled will remain on shelves if no one buys it. And you grow tired of looking at all those pictures you painted that stare back at you in your studio.
Start your planning process with the most important aspect--marketing. Like the good witch says in the Wizard of Oz, the place to begin is at the beginning. And the beginning of your business plan is with marketing. Today's marketing.
Who are your customers? How do you find them? Is their need a continuing one that you can supply? How will you expand the customer base in the future? What's the competition? Have you accounted for the changes that future technology will impose? Is marketing and selling one of your strengths? If not, how will you compensate?
The answers to these questions will help you through the daily grind. The answers also provide the basis for the most important part of your business plan. You can carry it around in your head, or you can write it down. Writing it down will bring new questions to mind.
Writing a business plan is not difficult. Start by jotting down ideas and thoughts as they occur to you. I've done this in the past--I simply collected the pieces of paper in a box and after a month or so, picked through them. Those ideas that made sense I put together into a brief write-up. This is the beginning. Do this several times, and you'll see a business plan emerge for your future business.
This gets you started on a business plan. Tomorrow, I'll write more about this and the next step. Stay tuned.
Don't neglect planning. Whether you do it in your head or on paper, it's some of the most important work you'll do. Ultimately, you want to know where you're headed so you can take some steps to get there. Otherwise, your business will meander along and your daily work will gradually lock you into a path that you might not want.
for small business with examples from small businesses.
Planning comes naturally to the small business owner. You tend to concentrate on where you're headed and what needs to be done today to get to tomorrow.
The past is important. It teaches us valuable lessons. Good and bad avenues have been traveled by all of us. We owe it to ourselves to learn from the past.
But business planning is all about tomorrow. And nothing in your future is more important than the markets you serve.
Your customers determine your future. That outrageously complex computer game you devised will not turn into a business if no one buys it. That new beer you brewed and bottled will remain on shelves if no one buys it. And you grow tired of looking at all those pictures you painted that stare back at you in your studio.
Start your planning process with the most important aspect--marketing. Like the good witch says in the Wizard of Oz, the place to begin is at the beginning. And the beginning of your business plan is with marketing. Today's marketing.
Who are your customers? How do you find them? Is their need a continuing one that you can supply? How will you expand the customer base in the future? What's the competition? Have you accounted for the changes that future technology will impose? Is marketing and selling one of your strengths? If not, how will you compensate?
The answers to these questions will help you through the daily grind. The answers also provide the basis for the most important part of your business plan. You can carry it around in your head, or you can write it down. Writing it down will bring new questions to mind.
Writing a business plan is not difficult. Start by jotting down ideas and thoughts as they occur to you. I've done this in the past--I simply collected the pieces of paper in a box and after a month or so, picked through them. Those ideas that made sense I put together into a brief write-up. This is the beginning. Do this several times, and you'll see a business plan emerge for your future business.
This gets you started on a business plan. Tomorrow, I'll write more about this and the next step. Stay tuned.
Don't neglect planning. Whether you do it in your head or on paper, it's some of the most important work you'll do. Ultimately, you want to know where you're headed so you can take some steps to get there. Otherwise, your business will meander along and your daily work will gradually lock you into a path that you might not want.
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