Wednesday, September 12, 2007

Six ways to keep your business alive

Opinion: Mac OS X 'an ideal platform' for SMBs
Alignment In The New Consciousness

NEW YORK (CNNMoney.com) -- Starting your own company is a big challenge, but staying positive could be an even bigger struggle.

No matter what kind of business you have, if you are not committed to a "failure is not an option" mindset, you are setting yourself up for failure, says Neil Anderson, president of The Courage Group, a consulting firm for entrepreneurs.

Indeed, only two-thirds of new small businesses survive at least two years, and just 44 percent survive at least four years, according to a study by the U.S. Small Business Association.

To avoid becoming another start-up casualty, the right mental state is crucial.

So when the bills begin to pile up, and clients or customers are few and far between, don't be tempted to throw in the towel. Instead, keep your mind and mission on track.

Anderson offers these tips to help stay out of the failure trap:

Go mental. One of the most important elements to starting a successful business is being mentally prepared. Of course, skills, actions and good old-fashioned luck are also important factors, but it all begins with the right frame of mind.

To that end, stay away from people who are negative and may try to bring you down. Anderson admits that he fired his own girlfriend in the early stages of building his business, because of her pessimistic attitude (the relationship didn't work out either).

She would say things like "you used to make so much more money working for someone else," Anderson explained.

People can be negative simply because they are jealous that you had the courage to follow your own dream, not just talk about it, Anderson asserts.

Virtual reality. Although there will be many ups and downs, a light does exist at the end of the tunnel, and it is bright. By visualizing success, your actions will become more confident. And increased confidence breeds success.

Anderson advises entrepreneurs to think about why they started a business in the first place. Perhaps going back to work for someone else is not an option. In that case, just reminding yourself of the alternatives: being at the mercy of others controlling your life, playing corporate politics or reporting to incompetent bosses should be sufficient motivation to keep your mind right.

It's all about sacrifice. A big component of the "failure is not an option" mindset is knowing that certain personal or financial sacrifices will need to be made along the way in order to achieve your dream. Entrepreneurs who have made sacrifices and prospered did so because they realized early on that starting and building a great company comes with a price.

Risk is not a four-letter word. Keep in mind that success comes to those who recognize risk, are unafraid of it, and will execute on their ideas. If you are risk-averse, your chances of business survival will probably be slim.

"I cashed in all my chips, my 401(k), whatever I could... I was willing to bet it all," Anderson said of his consultancy firm, which he got off the ground in 2001.

A hungry dog hunts better. "My father said that to me at the outset," Anderson said. When clients or customers are few and far between and money is tight or nonexistent, successful past and future entrepreneurs will always find a way to drum up another sale.

When times get tough financially, you really have only two choices: decrease your expenses or increase your revenues.

A roadmap will lead you to success. A business plan, which is a written description of what you are going to do and how you are going to do it, is the entrepreneur's roadmap. It forces you to think about the entire operation and come to terms with the businesses strengths and weaknesses. Entrepreneurs who do their homework increase their chances for business success.

"Don't look at it as a hassle or burden, look at it as an opportunity to survive," Anderson said.


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Monday, September 10, 2007

7 Secrets to Success

Starting your own home based business
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There are seven essential principles that you must practice as an entre-preneur throughout your business life if you are to achieve maximum success. They have been taught and repeated in thousands of books and articles over the years, and here they are.

1. Clarity: You must be absolutely clear on who you are and what you want. You need written goals and plans for every part of your life. As Zig Ziglar would say, you must become a “meaningful specific” rather than a “wandering generality.”

Begin with your values. What do you believe in and stand for? What is most important to you in life? What would you pay for, fight for, suffer for and die for? What do you really care about? Someone once wrote, “Until you know exactly what you would do if you only had one hour left to live, you are not prepared to live.”

What is your vision for yourself and your future? What is your vision for your family and your finances? What is your vision for your career and your company? Peter Drucker once wrote, “Even if you are starting your business on a kitchen table, you must have a vision of becoming a world leader in your field, or you will probably never be successful.”

What is your mission for your business? What is it that you want to accomplish for your customers? What is it that you want to do to improve the lives and work of the people you intend to serve with your products and services? You need a clear vision and an inspiring mission to motivate yourself and others to do the hard work necessary to achieve business success.

What is your purpose for your life and your business? Why do you get up in the morning? What is your reason for being? And here’s a great question: What do you really want to do with your life?

Finally, what are your goals? What do you want to accomplish in your financial life? What are your family goals? What are your health goals? What difference do you want to make in the lives of others? And here is the best question: What would you dare to dream if you knew you could not fail?

The greater clarity you have regarding each of these issues--values, vision, mission, purpose and goals--the greater the probability that you will accomplish something wonderful with your life.

2. Competence: To be truly successful and happy, you must be very good at what you do. You must resolve to join the top 10 percent in your field. You must make excellent performance of the business task your primary goal and then dedicate all your energies to doing quality work and offering quality products and services.

To be successful in business, according to Jim Collins, author of Good to Great: Why Some Companies Make the Leap . . . and Others Don’t, you must find a field that satisfies three requirements. First, it must be something for which you have a passion—something you really believe in and love to do. Second, it must be an area where you have the potential to be the best, to be better than 90 percent of the people in that field. Third, it must involve a product or service that can be profitable and enable you to achieve all your financial goals.

According to the Harvard Business School, the most valuable asset a company can develop is its reputation. Your reputation is defined as “how you are known to your customers.” And the most important reputation you can have revolves around the quality of the products and services you offer and the quality of the people who deliver those services and interact with those customers.

3. Constraints: Between you and your goal, whatever it is, there will always be a constraint or limiting factor. Your ability to identify the most important factor that determines the speed at which you achieve your business goals is essential to your success.

The 80/20 rule applies to constraints in your business. Fully 80 percent of the reasons that you are not achieving your goals as quickly as you want will be within yourself. Only 20 percent will be contained in external circumstances or people.

What are your constraints? What holds you back? What sets the speed at which you achieve your goals? And what one thing could you do immedi-ately to begin alleviating your main constraint? This is often the key to rapid progress.

4. Creativity: The essence of successful business is innovation. This is the ability to find faster, better, cheaper, easier ways to produce and deliver your products and services.

Fortunately, almost everyone is a “potential genius.” You have more intelligence and ability than you could ever use. Your job is to unleash this creativity and focus it, like a laser beam, on removing obstacles, solving problems and achieving your goals.

The essence of creativity is contained in your ability to solve the inevitable problems and difficulties of business life. Colin Powell said, “Leader-ship is the ability to solve problems.” Success is the ability to solve problems. And remember: A goal unachieved is merely a problem unsolved.

The way of the successful entrepreneur is to focus on the solution rather than the problem. Focus on what is to be done rather than what has happened or who is to blame. Concentrate all your attention on finding a solution to any obstacle that is holding you back from the sales and profitability you desire. And the more you think about solutions, the more solutions you will think of. You will actually feel yourself getting smarter by focusing all your energies on what you can do to continually improve your situation.

5. Concentration: Your ability to concentrate single-mindedly on the most important thing and stay at it until it is complete is an essential prerequisite for success. No success is possible without the ability to practice sustained concentration on a single goal or task, in a single direction.

The simplest way to learn to concentrate is to make a list for each day before you begin. Then prioritize the list by putting the numbers 1 through 10 next to each item. Once you have determined your most important task, immediately begin to work on that task. Discipline yourself to continue working until that top task is 100 percent complete. When you make a habit of doing this--starting and completing your most important tasks each day--you will double or triple your productivity and put yourself solidly on the way to wealth.

6. Courage: Winston Churchill once wrote, “Courage is rightly considered the foremost of the virtues, for upon it, all others depend.” It takes tremendous courage to take the entrepreneurial risks necessary to become wealthy. In study after study, experts have concluded it is the courage to take the “first step” that makes all the difference. This is the courage to launch in the direction of your goals, with no guarantee of success. Most people lack this.

Once you have begun your entrepreneurial journey, you also need the courage to persist. As Ralph Waldo Emerson once said, “All great successes are the triumph of persistence.”

The word entrepreneur means “one who undertakes the risks of a new ven-ture in pursuit of profit.” Fully 90 percent of the population will never have sufficient courage to launch a new venture, to start a new business, to boldly go where no one has gone before. You need, first of all, the courage to begin, to move out of your comfort zone in the direction of your goals and dreams, even though you know you will experience many problems, difficulties and temporary failures along the way.

Second, you need the courage to endure, to hang in there, to persist in the face of all adversity until you finally win. When you develop these twin qualities--the ability to step out in faith and then to persist resolutely in the face of all difficulties--your success is guaranteed.

7. Continuous Action: Perhaps the most outwardly identifiable quality of a successful person is that he or she is in continuous motion. The entrepreneur is always trying new things and, if they don’t work, trying something else. It turns out that most entrepreneurs achieve their success in an area completely different from what they had initially expected. But because they continually reacted and responded constructively to change, trying new methods, abandoning activities that didn’t work, picking themselves up after every defeat and trying once more, they eventually won out.

Top people, especially entrepreneurs, seem to have these three qualities. First, they learn more things. Second, they try more things. Third, they persist longer than anyone else. The good news is that, because of the law of probabilities, if you learn more things, try more things and persist longer, you dramatically increase the probability that you will succeed greatly. If you launch toward your goal and resolve in advance to never give up, your success is virtually guaranteed.

The Ultimate Reward
My friend Jim Rohn once said, “The greatest reward in becoming a millionaire is not the amount of money that you earn. It is the kind of person that you have to become to become a millionaire in the first place.”

To have more, you must first be more. For you to set out on the way to wealth and become a self-made entrepreneurial millionaire, you will have to develop many qualities at a higher level than you ever have before. You will have to become an exceptional person. You will have to become more than you ever imagined possible for you.

To realize your full potential and achieve all your financial goals in your own business, you must develop the virtues of integrity, courage and persistence to a much higher level than you have up to now. You will have to practice the qualities of clarity, competence, creativity, concentration and continuous action until they are as natural to you as breathing. You will have to accept complete responsibility for your life and everything that happens to you, and especially for the way you think in every area.

When you develop these qualities and become a completely different person, you will eventually achieve all your goals in life, including financial success. The best part of becoming an extraordinary person is that, if something happens and you lose it all, it won’t really matter. Because you have become a different person, you will be able to make it all back again and more, far faster than the first time.

Welcome to The Way to Wealth. You are about to embark on a grand adventure that may last for the rest of your working lifetime. But if you have the courage to begin and the persistence to endure, nothing can hold you back from achieving all your goals and dreams. If you decide that, no matter what, you will never give up, you will eventually become unstoppable.

Action Plan
Take these steps to get going on your business goals.

  1. Decide exactly what you want in life in each area, and write it down. Make your goals clear, specific and measurable.
  2. Specify the most important skill you could develop to move you into the top 10 percent of people in your field. Then do something immediately to begin developing that skill.
  3. Identify the major constraint or limiting factor inside yourself or in your world that is setting the speed at which you achieve your most important goal, and begin working on removing that constraint today.
  4. Determine your single biggest problem or obstacle in your business or personal life. Then focus all your time and attention on the possible solutions.
  5. Make a list of what you would want to be, do and have if you had no limitations and you were absolutely guaranteed success.
  6. Accept complete responsibility for your life. From this day forward, refuse to make excuses or blame anyone for anything. Instead, take action to make your goals a reality.
  7. Reaffirm and visualize your goals of financial success, excellent health and personal happiness as a reality. Remember, the person you see is the person you will be.

Reprinted from The Way to Wealth, Part I: The Journey Begins--Success Strategies of the Wealthy Entrepreneur by Brian Tracy (Entrepreneur Press)


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Thursday, August 9, 2007

Netflix-Like AV Rentals

Distance Education Helps You Get Ahead

CanadianMedsWorld.com

http://www.meetingtomorrow.com/

Charles and StevenMeeting Tomorrow offers business customers easy access to audio visual equipment. Hotels often charge extortionate prices for renting a projector or display screen, and other meeting venues don't always have the equipment needed for a presentation.

On Meeting Tomorrow, you choose the equipment you need, order it online or by phone, and the equipment is delivered to your home, office, hotel or meeting location on time. Advance orders are delivered the day before the meeting, and same day orders are welcome. (Meeting Tomorrow offers same day delivery to 95% of the US, and next day service to the rest of the country.)

The beauty of the concept is how simple it is for customers, who can rely on the equipment arriving on time and don’t have to go out of their way to pick up or return a projector. For returns, Meeting Tomorrow takes a cue from Netflix: pre-paid adhesive FedEx return labels are included with projectors and laptops.

After using the equipment, customers slap on the label and drop the cases in any Fed Ex drop box. Bulkier equipment, such as screens or sound systems, are picked up after the event. Pricing is straight-forward, too: no matter where the equipment is needed, customers pay the same rental prices and a flat delivery fee.

[Via - Springwise.com


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Wednesday, August 8, 2007

How To Make Money With Extreme Bartending

Distance Education Helps You Get Ahead

CanadianMedsWorld.com

Scott Young likes to captivate his customers, so it’s fitting that he spends so much time behind bars.

Young is the president and head instructor of www.extremebartending.com Bar Smart – The Performance Bartending Company, which he founded in 1993. He laughs when asked if he and his “extreme bartending team” are to bartending what the Chippendales are to exotic male dancing, but then realizes there are many parallels.

“We have style as we’re serving drinks,” Young, 33, said from his office in Vancouver. “We’re throwing bottle, glasses, limes and straws, basically being performers behind the bar.

“We travel all over the world to whoever hires us. We were in Denmark three weeks ago. It’s neat, because Canadians are really well-like around the world, because we’re polite.”

Young works at several bars, but mostly at the Roxy Niteclub in Vancouver, which he said is arguably the busiest club in Canada.

There are 10 Extreme Bartending instructors, including two in Toronto, one each in Winnipeg (Carl Berryman) and Kelowna, B.C., and the remainder in Vancouver. All but one of the instructors are male.

“It’s very difficult to get a high-level bartending job, because there is very little turnover in this industry,” said Young, who charges $225 for his two-day seminars.“We get people who are wanting to increase their odds of getting one of these jobs.

“We’ve sold videos to 60 different countries and we’ve got 12 new ones on the way.”

The seminars also include how to deal with problem customers and over-serving.

“Make the women feel safe in your bar and the guys will come,” Young said.

The 1988 movie Cocktail, starring Tom Cruise, had both a positive and negative impact on bartending, Young said. The movie got people excited about the industry, but bar owners didn’t want anyone like the film’s characters in their bar because they were literally leaving their profits on the floor.

“There was a lot of spillage in that movie,” Young said.

He is fully aware of the serious side of his business as well, considering both the injury factor while instructing and the legal and moral responsibility.

He considers the risk in throwing bottles and suggests newbies should start out chucking the limes or straws until their eye hand coordination is dependable.

“My lawyer gets upset when I teach people to blow ten foot flames, so I don’t do that,” he laughs. He plays with fire himself but doesn’t teach those tricks.

But speaking of playing with fire, he tells a tough story of legal implications (never mentioning government officials).

“In Canadian law, both the bar and the bartender can be held responsible for letting a person drink and drive. Many people are not aware of that.” He tells a tale that was eventually overthrown in Supreme Court where a man drove drunk away from a dinner theatre and crashed, killing one passenger. The driver sued everybody and the first court proceedings found the driver 89 percent liable, the establishment 10 percent liable and the waiter one percent liable. It was a $2 million case.

“We teach with two points in mind. First, we let people know their legal responsibilities and second, I believe we have a moral responsibility. We know what happens when people drink.”

Young encourages participants in his seminars to think of customers as guests in their home and he gives tips on how to attract customers, but also how to deal with problem situations.


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Sunday, August 5, 2007

Franchisng Education - Does It Work?

Distance Education Helps You Get Ahead

CanadianMedsWorld.com

NEW YORK (CNNMoney.com) -- With many franchisors capitalizing on the convenience trend, you can find services that help you do everything from cooking, cleaning, day care and even teaching your kids some shortcuts to get ahead in their toughest classes.

One of the latest such franchises, Math Monkey, aims to teach kids, aged six to 12, concepts based on the principles of Vedic math.

Vedic Mathematics" is based on an ancient Indian system of mathematics, which was rediscovered in the early 1900s.

The Vedic math system of calculation allows problems to be solved without calculators, pencil or paper, based on sixteen formulas.

"It's a way of looking at numbers and thinking about numbers that really illuminates the entire system of mathematics," said Kirsten Fisch, president and CEO of Math Monkey.

Fisch, who has a background in early childhood education, founded Math Monkey Knowledge Centers in September 2005.

Now Math Monkey, which claims to be the only supplemental education franchise dedicated to teaching kids Vedic math, is becoming increasingly popular.

Since the business model started to franchise in the summer of 2006, there are currently about 20 franchises in Florida, Georgia, Missouri and California, but they hope to get up to 300 locations by the end of 2009.

Fisch insists that Vedic is not a new trendy way of teaching math. "Math is everywhere, it's in everything we do," she said. "I don't think there is anything trendy in that."

But with all the hype surrounding Vedic lately, one can't help but wonder if the buzz might soon fade.

When a fad fades

Other franchises that have sought to capitalize on a single trend have had mixed results in the long run.

Of course few franchises last forever. Singer Sewing Machine, Super Value Stores and the Schwinn Bicycle franchises all enjoyed a prolonged heyday before closing their doors and becoming relics of another era.

"As the economy has changed and we have increasing numbers of working parents, you've got issues related to childcare. And clearly that's a phenomenon," said Matthew Shay, president of the International Franchise Association.

The rise of convenience-based franchises fills a need for consumers. "We've gotten accustomed to immediate gratification," Shay said.

And the increasing number of learning centers reflects the pressure on the marketplace to deliver solutions, he added.

In the long run, if a business succeeds in making life easier for you, then it has a good chance on success, according to Lori Kiser-Block, the president of FranChoice, a franchise consulting firm.

"Convenience is hot," she says.

But for those looking to invest in a franchise opportunity, a solid business plan and financial stability is more important than a hot new concept, Kiser-Block warns.

A successful franchisor must be able to re-invent the business model to stay current. For example, some of the more successful franchises in the once-hot tanning segment have evolved into spa services, which are more of the moment.

"Those franchisors figured out a way to stay in touch with their customers," Kiser-Block said

BusinessWeek.Com


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Saturday, June 9, 2007

$5 Million A Year, Selling ‘Ice Towels’


How To Make Up To $1000 A Day Reselling Old Seminar Tapes On eBay

Mike Fanning And Bill Sammon Story

http://www.himaicetowels.com

There's nothing like a hot product--or, in this case, a cold product with hot sales. Just ask Mike Fanning and Bill Sammon, founders of the Hima Ice Towel Corp., which sells prepackaged cotton towels soaked with refreshing mixtures of essential plant oils that promote evaporation and cooling.

Sammon got the idea after a trip to Asia, where he noticed mothers wiping down their babies with towels dipped in isopropyl alcohol to cool them off. With the help of another partner, Koy Thummaskra, Fanning and Sammon developed their own version of the towels, which come in different sizes and colors. Says Sammon, "It gives your average person an affordable luxury in hot climates."

Fanning and Sammon marketed the towels, which need to be frozen for 12 hours prior to use, to amusement parks and sporting events. The towels sell from $1.29 to $4 each, depending on the venue. The pair also markets to corporate clients. Now that sales are expected to hit $3.5 million to $5 million, it's clear these entrepreneurs have cornered the market on cold relief.
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Making Mad Money on eBay

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Saturday, May 26, 2007

Is Web 2.0 A Bubble?


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Hundreds of Internet companies have emerged since the dot-com crash, looking to capitalize on a resurgent online advertising market. Companies in this new wave -- known as Web 2.0 -- have focused on online collaboration and sharing among users. They hope to attract millions of users and become the next YouTube, which was acquired by Google Inc. earlier this year for $1.65 billion.

Venture capitalists, who fueled the previous Internet bubble, are pumping money into the new crop of Web startups. In the first nine months of 2006, VCs sunk $455 million into Web 2.0 companies, according to research firm VentureOne. (VentureOne is a unit of Dow Jones & Co., publisher of this Web site.) That's three times as much money as such startups received in the same period last year.

There were no blockbuster Internet IPOs and just one Web deal (Google's purchase of YouTube) valued at more than $1 billion in the past year. But the flood of money and flurry of activity prompts the question: Is Web 2.0 another bubble or are the startups getting funded today more sound than ones created in the run-up to the last bust?

The Wall Street Journal Online invited two technology venture capitalists, who were active in the dot-com days and have invested in the current crop of startups, to debate the topic. Todd Dagres spent nearly a decade at Battery Ventures before starting Spark Capital last year. David Hornik, a partner at August Capital and a former Silicon Valley attorney, writes the popular VentureBlog. Their conversation, carried out over email, is below.

Mr. Dagres begins: Web 2.0 is a bubble for 3 reasons: 1) There is far too much money chasing Web 2.0 deals. Too much money means too many companies getting funded at higher valuations. 2) There are virtually no barriers to entry in Web 2.0 and therefore the ability to develop a unique solution and sustain a competitive advantage is virtually nil. Therefore, it's difficult for Web 2.0 companies to build long term value. 3) There is very little liquidity in the market for Web 2.0 companies. The Dow was recently at a high and still no liquidity. Without liquidity, Web 2.0 companies must rely on acquisitions to achieve liquidity and this will put a lid on the potential exit options and ultimate valuations of these companies. In short, they will be playing a musical chairs game in which there are far too many players and too few chairs.

There are some similarities between the current "bubble" and the last one that burst in 2000: Lots of incomplete and under-experienced teams, business models based more on eyeballs than cash flow, and a rash of incremental and "me too" deals.

Mr. Hornik responds: I do not believe that the existence of too much venture capital money chasing too few interesting ideas constitutes a bubble. The Web 1.0 bubble inflated because the public markets were willing to bet on unproven ideas. Public markets are ill suited to evaluating such risks. On the other hand, the venture capital community exists precisely to take on that risk. While many Web 2.0 companies will fail, they will not likely fail in significantly greater proportions than has been the case with other venture investments historically. So it is hard to imagine how this so-called bubble will over-inflate. Venture capitalists will rationally stop investing in ideas that don't bear fruit. Those that do bear fruit will gain traction and either be acquired or go public. Those are the traits of a rational market in my mind.

Mr. Dagres: Not really. Private markets are far less efficient than public markets. Private companies don't publish results, trade on exchanges or comply with a number of SEC rules that protect the individual investor. They are inherently illiquid and risky. Of course, where there's more risk, there is often more reward. I see irrational pricing occurring right now in the venture market with private companies receiving venture money at valuations of over $200 million (Spot Runner, LinkedIn) and $500 million (Facebook). I have seen private Web 2.0 companies with negative cash flow and little revenue valued above public companies with stronger operating results. There's a reason why the average American doesn't have access to venture capital and it's not because it's more rational.

Mr. Hornik: I was not suggesting that private markets are necessarily more efficient or more rational than public markets. Merely that private market investors are trained to assess the risks involved with speculative and illiquid investments. While I am not on the boards of Spot Runner, LinkedIn or Facebook, my understanding is that each is cash flow positive and making real money. They are each excellent examples of real businesses that are being built in this Web 2.0 era. Whether $200 million or $500 million is the appropriate price tag for those investments isn't important. What is important is that each of those businesses appears to be on track to be strong, stand-alone entities that will likely get public or be acquired. Those sound like good investments to me.

It isn't surprising that we aren't seeing a whole lot of Web 2.0 companies going public yet. The public markets have appropriately adjusted to the irrationality of the Web 1.0 ascendancy and are looking for companies that have operating histories with quarters of profitability, large top-line revenue, and predictability going forward. That takes time. But I have no doubt in my mind that there are interesting businesses being built that will meet those criteria in the coming years.

Mr. Dagres: I agree that there will be interesting companies coming out of the Web 2.0 wave. Every wave has its winners and losers. The notion of a bubble, however, is that a particular market gets overdone, i.e. over-hyped, over-invested, and ultimately experiences a high mortality rate. I think the Web 2.0 space will have a higher mortality rate than other segments of the overall media and technology industries. There are far too many MySpace and YouTube genetically challenged clones. All but a few will fail. The winners are generally the ones that get in early and out before the bubble bursts. There are rare examples of bubble companies making it through the bust and going on to become successful and valuable companies. By the way, the combined cash flow of Spot Runner, LinkedIn and Facebook is less than that of one Costco store.

Mr. Hornik: I would reckon that the margins of Facebook, LinkedIn and Spot Runner are a whole lot better than that of a Costco store.

Even assuming that the vast majority of the Web 2.0 companies fail, the amount of capital that is going into all of them combined is a pittance compared to the Web 1.0 bubble. In fact, it is even a relatively small portion of the overall capital being invested by the VC community on an annualized basis. How many Web 2.0 companies do you think you can build for the same amount of capital it takes to build a single medical device company? And unlike a medical device company, the power of the Web 2.0 model is that investors get very quick feedback about how well the company is doing. So the likelihood that investors pour tens of millions of dollars into Web 2.0 companies that will never be self-sustaining is very low. VCs may lose their capital invested early in Web startups, but the amount of capital sunk into failed businesses will never snowball the way it did in the late 90s.

Mr. Dagres: I'll take cash flow over gross margin -- I can eat cash flow. I think there will be billions lost on Web 2.0 companies when all is said and done. The real money hasn't even gone in yet. The hedge fund, corporate and family offices are coming in as we speak. The good news is you can generally only lose 1.0 times your money. I agree that medical device and drug companies consume much more capital than a Web 2.0 company but they can build advantages based on patents and substantial R&D, which limits the competitive threat. R&D in a Web 2.0 company = rummage & duplicate.

That said, the life sciences venture environment has its own issues.

Mr. Hornik: I think that you aren't giving Web 2.0 entrepreneurs enough credit. Sure, there are some "me too" sites out there. There always are. But the amount of rapid innovation in online services has been staggering -- from Skype to Digg to Six Apart to YouTube to Flickr to Facebook... The list goes on. They aren't microprocessor companies with years of patent-protected intellectual property. On the other hand, they are innovating around things that matter to consumers today. And I believe they are being appropriately valued, not just by potential acquirers but by the consumers themselves.

You say that billions are going to be lost. I think that overstates the potential problem. Certainly billions haven't been invested to date. It takes a whole lot of companies to get to billions when investing a few million dollars at a time. On the other hand, if a few billion dollars are lost in the face of exits like Skype and YouTube, and others that I see making hundreds of millions in the future, then the market is doing well and investors and entrepreneurs alike will emerge decidedly net positive. That doesn't sound like a bubble to me. That sounds like a vibrant market for innovation.

Mr. Dagres: Aha! We agree on what may be the most important point -- great entrepreneurs are the key to building valuable companies. If you invest in great people, you have a good chance of making money. In the current market there are gifted entrepreneurs that will benefit and thrive. These people will start disruptive companies that look for what will be hot rather than what is hot. They won't be lumped into the Web 2.0 category; they will define their own categories. This is what will separate the few winners from the many losers. So in closing, I am leery of Web 2.0 but I am always going to invest in great people pursuing big ideas.

Mr. Hornik concludes: I was recently asked by an entrepreneur what I thought would be the next great technology in the coming year. I told him I thought it would be the Internet. We have just started scratching the surface of the enabling power of the Internet. Whether it is called "Web 2.0" or "New Media" or "Enterprise 2.0," Internet services are going to drive the world's economies for the foreseeable future. To me that doesn't spell bubble, that spells opportunity.

StartupJournal.Com


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Wednesday, May 23, 2007

Improve your Search Engine Ranking


The Sweet Spot of Success

If you are an internet marketing novice, you are probably facing the seemingly impossible and somewhat daunting task of trying to get your site listed on the first page of the search engines. You probably have no idea how to improve your ranking. For the purposes of this discussion, we will outline the procedures you should follow to climb steadily to the top of the search engines, while still making sure that you attract qualified traffic that will actually be receptive to the products or services that your website offers.

The first thing you need to understand is that your search engine ranking will not improve overnight. There are quite a few charlatans in cyberspace who work as Search Engine Optimization (SEO) consultants. They will charge you an arm and a leg for their services, sometimes as much as $2,000 per month or more. They often make dubious claims that they can get you ranked on the first page of the search engines within a few months, and if not, they will kindly refund your money.

However, there is a catch. Once you pay the initial deposit and the SEO company begins working on your website, they will often optimize your website in such a manner so that you will be able to quickly rise to the top of the rankings for a keyword that is either not significant or will not attract any real traffic to your website.

For example, if your website provides auto insurance quotes, any SEO consultant knows that it will be impossible to expediently get your website ranked on the first page of Google for a highly competitive phrase such as AUTO INSURANCE QUOTES. So, instead, they will pick a variation of that phrase, such as AUTO INSURANCE QUOTES FAST, for which there is no competition, and you will quickly rise to the top. The only problem is no one will ever actually use that precise phrase when searching for auto insurance quotes, so even though the SEO company delivered on its promise to improve your ranking, you will still not get any visitors to your website because you will be ranked high for a keyword that no one will ever use when searching for auto insurance quotes.

So, you need to use a different approach if you want to not only improve your ranking, but also attract qualified traffic to your website. The first thing you need to do is optimize your website for the keywords or phrases that people actually use when searching for products or services related to what you offer. For example, if you sell vitamins, you would want to improve your ranking for the phrases BUY VITAMINS or BUY VITAMINS ONLINE. To optimize your website for your chosen keywords, you should either hire a web designer that has experience optimizing websites, or you should purchase search engine optimization software that will show you how to tweak your website and how to change your HTML code so that your site is properly optimized. You should also try to have a decent amount of free content on your website that relates to the keywords or phrases for which you want to be ranked higher.

The next step is to submit your site to the search engines, if you have not already done so. It seems silly to mention this considering that we are talking about search engines anyway, but some people actually forget to submit their website to the engines, or only submit their site to a couple of search engines and then quit. There are hundreds of legitimate search engines and directories in cyberspace, and you should submit to all them. I recommend that you look for search engine submission companies on Google and pick one that charges a small monthly fee to submit your site to the search engines once per month.

The last step, and probably the most important component of getting ranked higher on the search engines, is increasing your link popularity. The more websites that are linking to your site, the higher your ranking will be. To increase your link popularity, you will need to submit your website to link exchange directories so that you can swap links with other websites (they will link to you if you agree to link to them). Also, you can write articles and submit them to article submission directories. At the bottom of each article you write, you are allowed to include a link to your website. As the articles you write are put into circulation and are published on other websites, your link popularity will increase.

If you employ each of the strategies outlined in this article, you should be able to improve your search engine ranking while at the same time garnering the kind of traffic that you want. No website can improve its ranking overnight, but if you are persistent, your efforts will be rewarded in the long run.


About the Author: Jim Pretin is the owner of http://www.forms4free.com, a service that helps programmers make free HTML forms.


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