Perseverance Doesn’t Mean Continuing to Beat Your Head On The Wall

March 6, 2012

The dictionary defines perseverance as “steady persistence in a course of action, a purpose, a state, etc., especially in spite of difficulties, obstacles, or discouragement”.

“Doggedness” often disguises itself as perseverance.When a course of action is doggedly pursued in spite of a negative result with the hope that if the same action is repeated enough times a positive result will occur; that is not perseverance that is stupidity.

I should know I’ve caught myself being stupid on several occasions.

One fairly recent occasion was the collapse of the financial and commercial real estate markets in 2008. The products I produced and marketed were retail shop space and building pads in shopping centers located in growing suburban communities.

With the collapse, the banks stopped lending; housing plummeted taking with it the primary source of small business funding, home equity loans. Without the ability to borrow money my customers (tenants) could not lease my space and the tenants already in place could not pay their bills.

Having been through several downturns I thought all I had to do was persevere and things would get back to normal. I confused perseverance with doggedness.

So I poured money into marketing, cut expenses and redoubled my efforts, doggedly offering my  customers, the same product and in the same ways that had been successful in the past.

I knew that if I hung in there long enough things would get back to “normal”.

It took two years of beating my head on the wall to finally realize that there was a new “normal” and I either changed and adapted to the new normal or there would be no business.

I have seen my customers (tenants) going through the same process. They doggedly open their doors everyday hoping that if they just persist long enough the old ways of doing business will succeed.

It is amazing how hard a person will fight to keep from trying something new.

So what is the point?

Persevering in business is all about trying, failing, trying something new, adapting, innovating and changing.

Love to have your comments.


Is it a trap or an advantage

January 18, 2012
End crop subsidies

Image by quinn.anya via Flickr

I spoke with a friend of many years yesterday who is part of a start-up that formed three years ago. The business is focused on a green energy product favored with special subsidies giving their product a distinct price advantage. Millions of dollars in startup funding came from federal grants and private investors.

Growth was very rapid with a bunch of dealers signing up to sell the product and several million invested in equipment in many locations. It seemed like a sure bet. Protected and subsidized market with special preference funding and financing.

The subsidy was taken away and without it the product is not competitive either in price or value. The  hard lesson from this is; special advantages that come from government subsidies or when market places are distorted like the current commercial real estate market are more of a trap than an advantage.

How can this information help you?

Let’s assume you want to open a new retail store selling women’s clothing and you think now is a great time to do it because rents are half of what they were 3 or 4 years ago and landlords will often contribute more tenant improvement money. The combination makes the profit margins look good and significantly reduces the amount of money you, personally, will have to invest. So far so good.

Let’s add a couple more assumptions to this example. 1) The store is going to be successful and that success is going to lead to a desire to open additional stores. (This should be a part of your planning from the start, but I’ll cover that in a future article). 2) The business will be sold at some point in the future.

When you are developing your business plan and proforma operating statements ask yourself this question.

  • Can my business function profitably in a rational market place. A rational market is one where there are no special subsidies; where rents, tenant improvements, labor, materials and all other costs are paid at market rates.

Expanding a retail business through new store growth requires an easily duplicable business model. The greater the disparity between full market rate rents and tenant improvement costs

If the answer is no. Look for another niche or a different business model.

From a practical point of view if you are opening a new retail location you hope the store will succeed spectacularly. and that you can duplicate that success in more locations. Every chain of restaurants and retail businesses started out as one location and a dream.

If your dream is to build the

Great deals and subsidies are bonuses to be enjoyed , but no relied upon.


What does it really take to succeed In business.

December 1, 2011

I have been in business for over thirty years. Over those  years I have thought many times about what it really takes to succeed in business.

When I started my first business I read everything I could get my hands on. There were a lot of books then and there are a lot more now that promise to give you the keys to success.

There are books and courses to teach you how to  “Think and Grow Rich”. There are lots of business planning books and tools. There are plenty of courses and books on every aspect of starting and building a successful business and there are thousands or tens of thousand of people who read them. I am one of them. To a degree the books and courses all can and will help you.

But, if thinking, planning and hard work were the answer there would be a lot more rich people and successful businesses.

I love to talk with regular people who have became successful in spite of tremendous disadvantages.  It is from these people who you learn the real secrets of success and the truth is there are no secrets.

From the people I have met and from my experience the way you succeed is from absolutely refusing to let any failure stop you. It doesn’t matter that you lose everything, that you get sick or that everyone arround tells you that you can’t possibly succeed. If you don’t quit you will ultimately succeed.

I have found that successful people are generally not smarter than anyone else and although they work hard, they don’t work harder than other people.

What’s really cool is most of these people started with little or nothing. When you hear or read their stories and you see all the business killing mistakes they made and still succeeded you can’t help but believe “if he did it or she did it I can too”.

Let me tell you the story of my friend Milt. We have been friends for close to thirty years. We met in the early 1980′s just as the economy was going into a very deep down turn. Over the course of several years as the economy worsened milt and I lost everything.

Milt, at 50 years old, was reduced to living in a camp trailer in the back yard of a friend’s house. This went on for several years. At a time when many people would give up and fall into despair and asking “why me”, Milt kept trying. Milt kept looking for the way. Late at night over coffee we talked about different business ideas. Always looking for the way to make it happen.

Milt hit upon a business idea involving installing phones in vacation rentals and collecting a small fee for each phone call. I have to admit that I didn’t see the potential in the business. I introduced him to his first customer and promptly moved out of the state to pursue my own ideas.

We stayed in touch by phone and on semi regular annual hunting trips. Milt’s business grew slowly, but it did grow. Then came the explosion of personal cell phones. His business model was doomed. Milt didn’t quit he figured out a way to change his business model and kept going. Business grew. Then came 9/11. His business collapsed over night.

That October we got together for our annual hunting trip. Milt wanted to talk about what was happening with his business, which had grown to about twenty employees. So we stayed up all night with Milt talking his way through all of the issues he faced and the decisions he had to make. With the collapse he had been forced to lay off many of his employees. All of his advisors wanted him to sell what assets could be salvaged and quit. So at the age of 60 Milt was once again faced with loosing everything.

One night of the trip we talked all night, as Milt worked through his what to do next. In the morning he made the decision. His advisors were wrong and he would change the direction of his business once again.

In 2008, at the age of sixty-eight, Milt sold his business to his employees, which numbered by then close to eighty. The business no longer resembled the idea he started with. Recognized as the industry leader the business today employees 180 people and is growing rapidly.

Milt succeed because he refused to quit when time after time everything turned against him.

People who succeed in spite of the bad decisions they make or when everything turns against them do not personalize their failures. They accept failure as just another step toward ultimately succeeding and don’t take it as a character flaw.

Please give me your comments or hopefully your own stories. If you have questions send them in and I will try to give you positive answers.


Weekend Reading 10-7-11

October 7, 2011
Wall Street, Manhattan is the location of the ...

Image via Wikipedia

Steve Jobs: ‘Find What You Love’ – WSJ.com. What can you say. He lived his dream.

Guru Review: Kill The Butterflies, Kill The Dream : Lifestyle :: American Express OPEN Forum. For the entrepreneur its the dream that keeps you going when you can’t clearly see the road ahead.

Learn to Fail Efficiently – www.smallbusinesscomputing.com. Success in business is the product of failing and then using that failure in a positive way. There are many steps that need to be taken when developing a successful business. Failure is one of those steps. The key is to not take failure as a personal character flaw, but to use it as a tool to build the great insights that lead to success.

The Venture: Outsourcing: Is it right for your business? | BNET. I am a big proponent of outsourcing. With the advent of the virtual assistant and the worldwide reach the internet has given us why waste your time on the mundane items that every start requires when you can leverage your time and money.

Next week we will be starting a series of posts which will be a step by step process for starting a retail storefront business. If you have a question you would like answered send it in and I will include it in the series.

Enjoy your weekend.


The Secret Benefits of Budgeting

September 22, 2011
Mac's retail store in Alberta

Image via Wikipedia

Do you have enough money set aside to take your business through the first 12 months of operations?

A common mistake made by small business owners is focusing on the cost of opening the store and not setting aside the money needed to actually operate the store once it is up and running. Last week I received a call from a broker trying to raise money for a client. His client had spent several hundred thousand dollars building out her store and did not have enough money left to actually open the store.

Entrepreneurs are by nature optimistic. That optimism leads to overestimating how much we can do ourselves and underestimating what it really costs to open a retail business.

Below are a couple of rules that rarely fail in business:

Rule 1: It’s going to cost more than you think. Put together your cost estimate based upon all of the work being completed by others at market rates and then add a contingency factor. Then add 20% on top of that as a reserve.

Effective project budgeting is generally hampered by two things. 1) Believing you are going to reduce start-up costs by doing the work yourself leads to underestimating the real cost of starting the business. 2) Raising money for a start-up takes time, effort and exposing oneself to rejection.  Because no likes to be rejected the tendency is to raise the minimum the business owner thinks he can get by with.

It is much better to go through the rejection and raise all of the money including the reserve than get the down to the finish line and then have to find the money to get the store open and keep it running.

Take your worst case estimate of the costs, add the 20% reserve and raise the money up front. When your store is up and running you will be happy you did.

Rule 2: It’s going to take longer than you think: Project timelines get distorted by the reality of getting people to do the work. People work to their schedules and not to yours. That goes for the people in government issuing permits, as well as, the people you are paying to work on your project. Time is money. The longer it takes to get the store open the more it costs you both in actual dollars spent and lost revenue. Build your timeline based on what it will really take to get your plans drawn, obtain all of your permits and build out the store and then add 20% beyond what you think will take to get the store open.

The 20% reserve you build into the budget and the timeline are for your use only. If the people working for you know about the reserves they will work toward the last possible date to complete the work and will use the entire amount of money they know you have available. Establish the reserves and keep them to yourself.

Finally, develop the budget in two parts. The first segment is for the construction and outfitting of the store. The second segment is the budget for operating the store. Set aside the money in the operating budget in a totally separate account and do not touch it until the store is actually ready to open. If you see that you are going to overrun the construction budget go back and raise the additional money you need. The operating budget is for operating the business.

To successfully open a retail store front business raise more money than you think you will need; budget more time than you think it will take; keep your operating capital separate from your start-up capital and keep all of this to yourself.


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