photo credit: Bas Lammers

Recently, the Flathead Beacon published a story about a global tech-oriented business that continues to grow right here in rural Montana.

This business started from scratch and achieved critical mass…

• Without tax breaks that often encourage unsustainable business models.
• Without specially crafted laws that treat their industry or part of their industry “more fairly” than others. Rhetorical sidebar: What exactly is “more fairly”?
• Without the work of half a dozen lobbyists in Helena or Washington.

In other words, they started just like your business likely did, probably using the same methods most small business owners use – the same thing that I suggested when we talked about the fitness center just a few days ago.

They found a need and they filled it.

Several years back, I remember sitting in a coffee shop next to someone interviewing a candidate for a job with what was then the startup roots of the company discussed in the article.

The discussion and the numbers I overheard told me they were serious, sustainable and positioned well. I’m really glad to see this business continue to grow.

In good economies and bad, your business model has to make sense on its own, no matter what’s going on in the state capitol and DC, and no matter who is in the White House.

photo credit: kasrak

Every programmer, much less anyone who does something that startups need, has had these discussions.

However, that isn’t why it’s today’s guest post.

The thought process from idea to creation. The value of execution.

That’s why it’s a worthwhile read.

photo credit: jurvetson

This piece by Paul Graham talks about a survey of startup founders, but it reminds me very much of my software company days.

Too much, perhaps.

It may not describe the business you’re in – since it’s mostly talking about software businesses – but the attitude, expectations, “reason why” and much more is certainly something that should be on your radar.

Not altogether different than the energy this country had when it was racing to the moon.

Where is your business racing off to?

photo credit: C.P.Storm

Today’s guest post from Guy Kawasaki talks briefly about the current state of the economy and more importantly about the economics of starting your own business these days.

Guy’s post offers more reasons why I keep pestering local folks to start their own business - *especially* if they are currently laid off.

photo credit: waffler

We’ve talked about how the “Stimulus Economy” is a great time to start a new business.

One of the reasons: Existing businesses in your desired market are likely to have downsized (ie: laid people off) or cut back on some activities, services or product lines that might not be their most profitable activities in some way, shape or form.

Perhaps they need a specific, expensive crew of staffers to deliver that service and while in flush times they can justify it, in the Stimulus Economy they cannot.

Maybe that means no one should do these things (or create them), but that’s an easy place to find product and service ideas. If nothing else, it might provide offshoots of those ideas that are even more profitable and worth starting a business around.

Armed with one of these new ideas (or new twists on the old ones), off you go to start a business.

Excluding the marketing, customer service and positioning things we talk about regularly…What are some of the expensive mistakes you can make?

Not following up

You’re new. You don’t have that many customers to begin with (maybe none). It should seem like common sense to keep up with them. If they start to wonder why you haven’t called, stopped in or replied to their email – it’s beyond “been too long”. Do you have a system – even if it’s on paper – for managing this process? You should.

Not hiring an accountant from the gitgo (ie: the beginning).

This seems like a luxury. The problem is that you make choices in the early days that can potentially haunt you a decade or more later particularly if you are wildly successful. LLC? C-Corp? S-Corp? Even that seemingly simple choice can make a huge difference depending on how your business is valued. Even if you only pay them now and then to do specific tasks, it’s critical to do some of these early things right the first time.

Not having a serious insurance person in your corner

In the early days, it’s not unusual to make mistakes. If you can’t avoid them, make them while being properly insured. When you talk to a prospective agent, tell them *everything* your business does and how you do it. Failing to mention that twice-a-year hayride at your guest ranch can be a one way express ticket to bankruptcy.

Not being organized

Part of this is included in the “Not following up” item and in the next one, but seriously – it’s 2009. If a yellow pad and a #2 pencil really is the toolkit for you to keep 100% on top of your business, that’s fine. Be sure to use it.

Emails, papers, phone messages, customer communications, invoices. It all adds up. A cardboard box in the corner is not the way to manage it. A two-foot-tall stack of manila folders that always seems to be scattered around the office isn’t either.

Not having a clear division of duties

If you have a small team in place, it’s easy to assume everyone knows what to do. Trouble is, that might work for 1 customer or 3 customers, but if you have 57 leads active – its impossible to keep things under control and know who is doing what and when. Result: Lost business. Lost prospects. Angry staff.

Today’s guest post comes from The Big Idea, where you’ll hear about a guy who started a multi-million dollar business with $350.

Watch this short video to learn his story. How can you use what he did?

Today’s guest post is from Guy Kawasaki. You probably know of Guy from his books, from his time at Apple or Garage, or maybe from Alltop. Who knows, you might even have played hockey with him. 

Regardless, his last post as a blogger for Sun is definitely worth reading.