Tuesday, December 10, 2013

Would You Invest in YOU?

When asked what I do for a living, my usual answer is that I massage startups into something fundable. This requires a lot of work and starts with a screening process. I don't want to waste time on non-fundable projects. And screening step #1 is to ask the founder what he or she would do with $10 million if they won it in a lottery.

I'm surprised at how many entrepreneurs would invest in almost anything BUT their own project. Seriously y'all, if you won't invest your money in your own project, how can you expect anyone else to.

It gets better, when I confront the entrepreneur with this question, they often respond that they are looking for an investor who can afford the risk and wouldn't feel the loss of it didn't work out. And they say it with a straight face.

Look folks, people with money didn't get that way by not caring about losing any of it. They do take risks, that's the norm, but they take calculated risks. And part of that risk calculation is examination of the entrepreneur. After all, you are a part of the product.  If you have a profitable business that is seeking growth funding, well you're pretty much vetted. But for startups, the investor wants to see some passion and skin in the game. This might be a cash commitment, acceptance of debt, returning to graduate school for some expertise or simply doing what's needed, when needed.

I recall a story about a prominent China manufacturer in Britain that only hired mute people as a means of protecting the secret to their unique manufacturing process. A man who later successfully started a competing company faked being a mute to get a job there until he learned the craft. Now I don't recommend this kind of corporate espionage today, but you get the point. This guy was investable.

Key Learning here: Before asking for money from any investor, ask yourself, Is this good enough for me to invest in?"

Friday, December 6, 2013

Building Corporate Culture and "Love Buddies"

Imagine calling this guy your "Love Buddy"!
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Everyone understands that a corporate strategy requires a corporate culture that can execute it. Unfortunately, so few corporations understand how to build that culture.

I recall my stint in the US oil industry back in the 80's and 90's. High paid consultants were brought in to tell employees how to build that culture. They were told how interact and how many hours should be spent doing leisure or team building activities. They teamed up employees with each other and assigned titles, like "lover" and "love buddy". Imagine a corporation of engineers and geologists who cut their teeth in the oil patches of West Texas and Oklahoma suffering through that nonsense. It, of course, failed.

The problem I experienced back in the day wasn't that corporate culture building was a bad idea. It was a great idea. Building it was the problem. No one can build a corporate culture. Cultures develop over time. What the manager and CEO can do is ENABLE a culture to develop and guide its direction. This involves developing and understanding the company Vision and communicating that Vision to all employees.

But a moment about Vision. If you want employees to be committed, that Vision must be one they want to support. Making a bucket of money selling groceries for the stockholders rarely invigorates an employee. But reducing neighborhood unemployment by 74% and/or funding a local school through a grocery coop will. Employees working towards the latter Vision will not only be more committed, but actually alter Mission, the how the Vision is achieved, to be more effective. This is done through commitment and employee cooperation. Have some faith. With a clear achievable and desired goal, you'll be surprised by employee performance. This is culture. The CEO's job is to create the environment where that culture will develop and then reward high performers. It is not the CEO's job to dictate how the employee built that culture.

So what does the CEO do to enable a culture? Pretty much a four phase job, communications, enabling and rewarding. Develop that vision, communicate the vision, listen to employees, enable employees to act on good ideas and develop mission, and reward good performance. And keep in mind, a proper CEO will be sure to include not only the stockholders but employees in the financial rewards, further incentivizing everyone to continue to build on a successful culture.

Best of luck "love buddies".



Tuesday, December 3, 2013

Develop The Pitch First!

Developing the pitch for a product or service is often done long after development and prototyping. I personally feel this is a big mistake and want to make a case for making this priority number one for any entrepreneur.

Pitching helps define the product. If you can’t state what it is in a few sentences, you don’t understand what it is. Humans are bombarded with data and tend to screen the noise for what interests them consciously and subconsciously. Practice a pitch until it narrows down on the single most desirable feature of feature set. 

Even if you are able to accurately describe the product in a short concise way, you may be leaving out the real meat for an investor. Testing a pitch can help identify those features that are important to those you need to collaborate with or seek funds from. I’ve found that what the meat is depends on the person pitching to. With that in mind, I tailor a pitch to appeal to as many stakeholders as possible. This may include the products unique tech-related coolness for the developer or the value in terms of human betterment or financial success to others. 

The practiced pitch may also reveal additional features that a product could use or markets that the founder hadn’t considered. My favorite example is a product I’m developing that requires a large scale rapid ramp up to generate revenue. Pitching indicated that the product was more valuable as a tool that others could use to monetize their large databases. 

Most entrepreneurs pitch to an investor as someone that can finance their vision. A well-developed pitch should focus on presenting a joint opportunity for both investor and entrepreneur. Practicing a pitch forces the entrepreneur to consider the other side of the investment table can help reveal those common interests and opportunities. 

Finally, pitching is a nerve racking experience for any entrepreneur. The clock is always ticking and each rejection seems to speed up the clock.  Practicing a pitch can help alleviate the stress and make the entrepreneur look more confident and prepared. 

You might want to checkout Bill Kenney's site Developing the pitch for a product or service is often done long after development and prototyping. I personally feel this is a big mistake and want to make a case for making this priority number one for any entrepreneur.

Pitching helps define the product. If you can’t state what it is in a few sentences, you don’t understand what it is. Humans are bombarded with data and tend to screen the noise for what interests them consciously and subconsciously. Practice a pitch until it narrows down on the single most desirable feature of feature set. 

Even if you are able to accurately describe the product in a short concise way, you may be leaving out the real meat for an investor. Testing a pitch can help identify those features that are important to those you need to collaborate with or seek funds from. I’ve found that what the meat is depends on the person pitching to. With that in mind, I tailor a pitch to appeal to as many stakeholders as possible. This may include the products unique tech-related coolness for the developer or the value in terms of human betterment or financial success to others. 

The practiced pitch may also reveal additional features that a product could use or markets that the founder hadn’t considered. My favorite example is a product I’m developing that requires a large scale rapid ramp up to generate revenue. Pitching indicated that the product was more valuable as a tool that others could use to monetize their large databases. 

Most entrepreneurs pitch to an investor as someone that can finance their vision. A well-developed pitch should focus on presenting a joint opportunity for both investor and entrepreneur. Practicing a pitch forces the entrepreneur to consider the other side of the investment table can help reveal those common interests and opportunities. 

Finally, pitching is a nerve racking experience for any entrepreneur. The clock is always ticking and each rejection seems to speed up the clock.  Practicing a pitch can help alleviate the stress and make the entrepreneur look more confident and prepared. 

You might want to check out Bill Kenney's site http://www.testmypitch.com/. Great concept for the founder.



Tuesday, November 19, 2013

WHAT IS STEAMPUNK

and why should we as business strategist and marketers care?


Photo courtesy of Art Donovan
Imagine the Victorian world where science was new and anything was possible, where dirigibles floated overhead, steam powered locomotives raced to the moon, and no left home without top hat or corset. Now imagine if one of those Victorians, perhaps Jules Vernes, got his hands on an iphone. 

This is Steampunk, the world re-imagined where designers, inventors of yesterday mash with today, where iphones have levers, computers are built using mahogany panels and wrought iron trim, a world where apps run on pocket watches and microprocessors hide in neatly trimmed top hats. Enter a fun world where the best of two worlds separated by over a century, combine into a wonderful new world, a world that IBM trend-watchers believe is poised to become mainstream, or at the very least, influence mainstream trends, and marketers should take note.

Stroll through the links below to better understand the trend and the aesthetic, for evidence of its current and potential popularity, discover opportunities, and grab hold of this new trend before your competitors do. 

Welcome to STEAMPUNK!

SOME STEAMPUNK IMAGES

Note Steampunk bar and restaurant design as evidence of financial faith in movement. Also, note that steampunk design encompasses Craftsman, Art Deco (Ar Nouveau) design periods. There’s even a Steampunk (move over seven of Nine) Hottie, “Steampunk Kato”.

STEAMPUNK DEFINED

Steampunk/ PBS

Steampunk in Oxford


STEAMPUNK MUSIC

“Just Like a Chap”

“Brown Cup of Joy”

“Let Me Smoke My Pipe”

“Steampunk Revolution”

Abney park

Zuit suit riot

STEAMPUNK ART


Art Donovan Blog  http://artdonovan.typepad.com

Art Donovan website:  www.donovandesign.com

MAINSTREAM INDICATIONS

Prada

The Wheel

IBM Trend-Watchers Claim Steampunk will become Mainstream by end of 2013:

Thursday, November 14, 2013

If Tesla had to Pith to VCs Today

For anyone who's ever pithed a revolutionary idea, consider this quote, attributed to Jean Louis Rodolphe Agassiz, the Swiss-American naturalist:

 “All truth passes through three stages. First, it is ridiculed. Second, it is violently opposed. Third, it is accepted as being self­evident.”

 and this video:

Wednesday, October 30, 2013

Change Workplace Environment to Change Employee Performance

I ran across this video today and wanted to share because it applies to my love of Darwinian concepts of evolution to business strategy. In a nutshell, late 20th century business philosophy focused on changing employee behavior to achieve results. It never worked because management was going about it backwards. In Darwinian speak, individuals from any species are subject to outside stimuli and environmental factors. Environmental conditions unfavorable to an individual will result in poor performance and even death. The applies to human individuals in the workplace. An unfavorable workplace environment will harm an employees effectiveness or force them to quit. So stop trying to change the employee. Create a favorable working environment. The rest will take care of itself. If a problem employe is part of the unfavorable working environment, well, that's what pink slips were invented for. Fix it!

Friday, October 25, 2013

No Coupons or Loyalty Card Discounts Required

Macy's is way ahead of the game in marketing customer loyalty by providing a phone app that allows purchases at the register with a tap of the phone to the register and instantly adds any loyalty points or discounts. In return, they get to market to you via the phone app and built in monitoring of your purchasing behavior. Sweet! This works out better for both customer and Macy's than the instant coupon most clerks offer using the flyers on the register desk. Check out the video that explains what's coming.


Non-Profit Strategy versus For-Profit Strategy.

In economic theory, the goal of a business is to provide something of value that another entity will exchange something of equal value for. Bridging the gap between vision and exchange is the mission. For a for-profit, the exchange is for an item or service. The value may be utilitarian, such as a car for transportation. It may also serve as a non-utilitarian personal reward for the purchaser. And finally, the car purchase may provide a  more esoteric sense of well-being or status for the purchaser. The sense of well-being is a completely altruistic act. The purchase of status could be purely for status or a combination of sense of well-being and status. 

For a non-profit, the exchange is only for the latter sense of well being and status or combination of the two. The vision will focus on the sense of well being and may or may not hint at achieving status. The non-profit mission is to provide each with or without a physical item or service in the exchange. 

Here’s where the difference occurs. In a for profit, mission is how a business generates revenue. For a non-profit, mission is also how the non-profit goes about generating revenue but also, how effectively it achieves the stated vision. 

By example, I might buy a computer because it’s the best for my business needs. If the company states their vision is to become the best selling or most efficient or whatever lofty goal makes no difference to me. The purchase is personal. For a non-profit, however, I’m investing in the vision and how well they achieve that vision. A seasoned donor will look at both how well a non-profit achieves or approaches its stated vision but also how efficiently it does this, managerial flow, costs to revenue ratios, bootstrapping and marketing strategy etc...

With this understanding of the non-profit two-fold mission, strategy development around the how to can be done, keeping in mind that this more art than science. 


Love to hear your thoughts!

Wednesday, October 9, 2013

Partners - Rules for Consulting Collaboration

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Business consulting is an extremely complicated job. And even when I'm extremely comfortable with the industry and the job, I always like to call on some colleagues for their perspective. And, I have a Mutual-NDA signed with my favorites to placate client concerns and expedite the process of sharing this perspective.

In my experience, the sum of he parts is definitely greater then the individual parts combined. Trading ideas only enhances the results with each iteration. If you're not collaborating, consider it and this set of rules for collaboration:

 1. Select a few consultants in areas that you have overlap. Overlap assures that each consultant will more fully comprehend the perspective of the other and allow each to contribute along lines each will understand.

 2. Each consultant should contribute knowledge areas outside the other's domain experience. This broadens and enhances value. No single consultant can be an expert in all areas. Turn to your collaborators for help when needed.

 3. Return the favor and share the revenue if the contribution is significant.

 4. Clearly state to your client that you are brining in extra help at any level. As a consultant you're expected to deliver the best results possible, not know it all or pretend to. Include a copy of the Mutual-NDA in your original bid or send after adding a collaborator.

 5. Arrange to use your collaborators clients as references and likewise for the collaborator. It's a great way to build a clint list and get experience.

 6. Collaborating is a perfect networking opportunity. Don't waste it. But be sure not to scavenge clients from your buddy. I always ask my collaborator's contacts to contact my collaborator friend if they are interested in working with me. You need to protect that collaboration.

 In the end, you may even identify collaborators that you can't do without and form a formal partnership.

Thursday, October 3, 2013

Walter White of Breaking Bad is NOT Dead!

For a fun application of strategy;

God save me, I love Breaking Bad and hate to see Walter White bite the big one.  But, Walter never gives up and always has plan B going in the background. And here’s my take on the whole Plan B thing.

To start with, in my totally fictitious take that does not imply an actual planned episode or even suggest an endorsement by the creators of Breaking Bad, Walt does NOT die! The next episode starts with paramedics arriving just in time to save him. And after a few days in a comma, we discover that, while mounting a Gatlin gun in the trunk of his car, he was working out Plan B in his head. 

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What we didn’t see in the final episode of last season was one of Jesse’s old cohorts, Badger, now working for Walt, walking in on Lydia Rodarte-Quayle just as she learns she was poisoned as Walt hangs up on her. Badger tells her that, under Mr White’s direction, he’ll give her the antidote, if she gives him enough info to take down her European connections, which she does. Badger gives her the antidote, which is actually more racine. She dies soon after. 

Badger holds onto the info as Walt negotiates a deal with the feds. He’s promised a ton of cash to hang onto it. We also discover that Gretchen and Elliot Swartz are contacted by Saul Goodman, also under threat of exposure by Walt, the day after Walt meets with them to launder the cash. Saul arranges for a safe meeting place where he records a conversation between the Swartzes and the laundry man. 

Meanwhile, the Swartzes, still fearing for their life and at Saul’s insistence, make a donation as directed by Walt to Walt’s family. Walt uses the donation as an excuse to have them visit him in jail with Saul to thank them. Under attorney client privilege, Walt informs them that he wants 30% of the business in exchange for not revealing the recordings to the feds, which Saul plays for them from his laptop, along with testimony that they willingly participated in his criminal ventures.

In the closing segment, Walt negotiates a new identity that he uses to take his 30% of Swartzes business, his family gets the original donation. He then picks up the phone and calls Saul, asking him to find Jesse.

Of course this is how I'd do it, if I were in charge. But I'm not and only wishing.


Now THAT’s business strategy that considers all the angles!

Wednesday, October 2, 2013

Defending Government Spending During this Latest Shutdown

Anyone who knows me or has read my blog knows that I'm Libertarian-leaning in my political preferences. Less government and more freedom is my motto. But it may surprise some folks to learn that I actually do favor government funding in some industries where normal rules of economics don't work so well. My three favorites are, NASA, the Military and Education.

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As a Star Trek geek that remembers the first moon landing, I love seeing those folks at NASA ramping up the budget, which they rarely do. As a business strategist, to the chagrin of many of my colleagues,  I also favor not only maintaining NASA's budget, but significantly increasing it. My strict anti-government spending colleagues are quick to point out that SpaceX is an example of how private industry can replace the boys at government-sponsored NASA and do a better job at it. I agree that SpaceX will do a better job at what they're doing. But lets get real, the boys at SpaceX are riding the coat tails of NASA's decades old approach at developing technologies with little commercial value at the time. If there was commercial value in rocketry, the moon would be swarming with industry giants and Kid's meal at at Mc Donald's would come with a real moon rock as a toy.

NASA develops incredibly costly technologies, cost prohibitive technologies, that private companies later commercialize. They're the most cost effective R&D arm of any corporation in America. Their activities spawn new industries and bolster existing industries through collaboration. And all the money NASA receives is spent in the good ole US of A on high paying tech jobs, which in turn feed into the economy in general. Imagine the aviation industry today without NASA. Imagine its potential because of it.

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The US military is one industry that benefits form a well-funded NASA. Take post world war II Europe for example. In our common goal of beating Hitler, the US built the USSR into the one of the most formidable militaries in the world. If we hadn't developed payload capable rocketry, capable of reaching Russia, guided by satellite images that could read newspaper headlines in Red Square, France might be the largest satellite in the soviet empire. And all of this technology was being developed by well-paid American workers used indirectly to guard the right of the rest of us to pursue more profitable ventures in the US.

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And now, having made a case for spending funds in those two industries, imagine if there weren't any local employees to fill those high tech jobs. Education must be a priority. I have some experience here. I worked as a volunteer substitute teacher, K-12, to gain domain experience for an education-related new venture I'm working with. I took advantage of the position to talk with as many teachers as I could. They all had the same complaint; problem kids were ruining the educational experience for the rest. Rules of engagement, and that's an accurate term, made it impossible for teachers to manage these kids. They acted-up constantly and had a greater influence over other students than the teachers. Funding must be directed at removing these students, placing them in an atmosphere where they can not only realize their own potential but not continue to poison others, thereby generating another generation of delinquents. I can't wait for the liberal posy to attack me on this one. But read on.

I recall a good friend of mine describing how after a night of drinking and vandalism as a teen, he was  offered jail or military by a judge. He chose the Navy and rose quickly under that low-tolerance, highly structured atmosphere, to become an officer and ships medical physician. Perhaps a step between traditional school and that extreme choice offered my friend is warranted and worth investing in.

Bottom line, post shutdown, America, Inc. needs to cut spending, but sensibly. We need to think of government spending and invest like a business in assets and eliminate those investments that clearly aren't working. Prioritize where limited funds are invested to gain the most equity. Government spending isn't a bad thing, over-spending and improper, inequitable allocation is the issue.

First we clean house. Term limits, no lawyers or anyone who calls themselves a democrat or republican.
Perhaps an economics degree should be required to qualify to run for office. At least a MBA or maybe having successfully run a business. Then we start over. Every item that cost money should be scrutinized and eliminated if not a sound investment in the growth of America, Inc.

Perhaps the new budget would pay for an educational system that producers citizens so smart, they'll actually vote like shareholders, which we all are. Perhaps the savings would fund an actual national healthcare system instead of the joke we're being forced-fed now. Government shutdowns might even become a thing of the past.








Tuesday, October 1, 2013

Repurposing the Product

I had opportunity to talk with an inventor/entrepreneur recently. He had this neat little device that would wake a person with chronic heartburn if they were to slip into a position prone to creating the problem while sleeping. Unfortunately, I don't see a need for it. There are several inexpensive drugs that can alleviate the problem without being woken during the night.

As a business strategist, I looked at competitors and potential markets and determined the device did have legs, but only if it was designed and marketed for entirely different uses. Without going into details, I repositioned the product through repurposing it as an alert system with numerous applications in areas with few alternatives in the anticipated price range.

Recently I discovered through a very dedicated research doctor that there are drugs and devices with little economic value to large drug and device manufacturers due to expired patents or a host other business reasons that through repurposing, could have enormous potential for alleviating human suffering around the world. He's started a foundation to do just that, raise funds to repurpose drugs and devices. The beauty of the approach is that most of these options have already passed FDA inspection and have been tested clinically. The foundation seeks funds for the process of repurposing, relatively inexpensive compared to new drug development.

As a human being, I'm psyched at the prospects of such a foundation. As a business strategist, I'm equally thrilled at the prospect of developing the systems required by this foundation to succeed. The entity will be in an eternal state of business development, constantly monitoring available drugs and devices ready for repurposing, constantly monitoring medical needs and pairing with donor desires. The business will have to brand itself as a rapidly evolving machine that can change mission to match market needs and develop appropriate marketing strategies in weeks or days. And it has to do all of this while keeping true to the vision of the foundation.

It should be a thrilling ride. I'll keep you posted.


Friday, September 27, 2013

Coffee House Rules Marketing

As a recent college graduate with no marketing sense whatsoever, way back in 1982, I heard a story on NPR about the new coffee-shop craze hitting America. The announcer described the typical venue, a selection of coffees and some light pastry fare. They were compared to a Viennese Coffee House from the turn of last century. Interesting I thought until the radio announcer mentioned the coffee was going for $0.73 per cup and, pausing for effect, no refills. I had to laugh having just left a donut shop in my neighborhood where I had a couple of donuts and three cups of coffee for total of $0.54, the refills were, of course, free.

But the joke was so on me. No one goes to a coffee shop for an economical coffee. The stuff at home is really cheap and most work places offer it at no charge. Folks go to coffee shops for the same reason they pay top dollar for alcohol at a bar, for the experience, that human need for collecting with like minded humans, to be seen, for a change of scenery.

This is an important understanding for a shop owner. Customers will pay the premium for the experience. The product is a backdrop, an excuse. The coffee or tea or beer or wine is an excuse, a focal point for the experience. The shop owner is very much like a theater owner. You as shop owner are providing a place, a reason to gather. Charge accordingly.

Charging accordingly is another point to consider. The $3.00 happy hour Guinness I had at the local Irish pub was exactly the same product as the $9.00 Guinness I had literally on the other side of the parking lot at the fancier rooftop bar. The decor appeared to cost about the same. The atmosphere, however, was way different. As an owner, you have to decide what market you're after, high margin but fewer customers are the larger market not willing to pay the premium. These two bars made their claim and both seem to be doing quite well.

As for the customer, they may head to the upscale place to meet folks in a similar economic group. They may be looking for a wealthier husband or well funded cougar. I tend to find the patrons at the $3.00 Guinness bar friendly, less pretentious and more honest than the trendier upscale place. So, I hang out there. You may feel more comfortable with Kennedy's and Bushes at the other bar. Point is, the booze is secondary to what motivates the customer. Understand this and compete accordingly.

Thursday, September 26, 2013

Fear and Motivation

I work out of a co-working space in CT where we view weekly TED talks and discuss the topic later. Great social practice and for overall entrepreneurial health. Our last one was about motivating workers. I came away with this perspective; there's no single motivating factor for any one person. But there are motivational areas to consider when attempting to motivate a person. Here's my current and sure to be expanded list.

Love  & Appreciation
Who doesn't want to be recognized for what they do, for how smart they are for their individual contribution. Our discussion group pondered if this was the only motivating factor. In the end we had to concede that it might be the most motivating factor, but life, requiring cash as it does, would soon wear off the shine of appreciation. At some point, maybe not immediately, the manager will have to back his or her appreciation on a more tangible way, preferably with cash, company car, whatever, just as long as it has value to that person. And this applies to private life as well. I'll do anything for my family. But I'm rewarded a thousand-fold with love and appreciation, no matter how lame my intentions end up.

Job Satisfaction
Sure, doing what you love is great. But if it doesn't put food on the table, it's a hobby. An employee will excel at what they love and are great at. And a good manager will be keen to provide plenty of praise. But, as in the above example, that employee, without proper reimbursement, might stop liking that job so much.

Money
This may the primary motivational factor for many people. After all, with money, you can compensate like a S.O.B. for a lousy unsatisfactory job. But, if you spend most of your day at your job, most of your life not spent sleeping, even the money will look less rewarding. There's still that human quality of desire for the above two items. I can honestly say that after 41 years of working, I've never met anyone who was satisfied with only the cash. This might be because no one has ever made a bucket unless they have the other needs satisfied. Money tends to follow folks who love the way they make it.

Fear
This is the saddest of all motivational factors. Fear of rejection, fear of loss of respect, loss of money and country club status. It's related to the above motivations, but from a different perspective. People who are motivated by fear are motivated from a position of having made it and are afraid of losing it. Its real difference is in its motivational power.

By example, I recall having this fear as an oil industry micro-paleontological consultant. I expressed a fear to my new wife that if things didn't improve, we might lose our big house on Lake Pontchartrain in New Orleans. She was busy with a cross word puzzle or something equally important and simply said, "so we'll get a smaller house" and continued with her greater word choice concern. My motivation turned from fear of loss to desire to provide for her... a much more motivating factor.

Bottom line, motivation is a complicated thing for we complicated humans. All the factors mentioned above apply in different degrees depending on the individual and their personal history. A good manager will learn what he can of the person and apply techniques as needed. The best managers will do this not for productivity's sake, but as fellow human being caring for another. THJIS approach is, in my humble opinion, the one most likely to generate the greatest results.




Monday, September 16, 2013

The Advantage of Being Flat Broke in Entrepreneurialism

Let’s start with the advantages of having a ton of resources at your disposal. Wouldn’t it be great to have a cool office, a secretary, the best equipment available and a salary to keep you going? Think of how you could get things done. Sweet, huh?

Maybe, but that luxury comes with a price in the entrepreneurial world. Salaried, well-funded blokes and dames aren’t forced to bootstrap. That means they aren’t forced to build a very efficient business. They tend to keep everything close to the vest and rarely seek valuable collaborators that can further a businesses efficiencies and add value through their unique perspectives. And with a desperation-mitigating salary, they tend to leave work earlier and lunch longer.

Another issue is focus. Broke blokes and dames can’t afford to lose it. They don’t chase after anything outside of greatest potential. They can’t afford to. 

I’m reminded of my geology teacher/ successful oil man professor who told his students that if they want a good job, go for the master’s in geology degree. Downside to that, he added, was that the employer would pay them just enough to avoid risk. Start working with a BS in geology and you’ll be happy to, maybe even forced to seek revenue anywhere you can. His most successful students did just that. 

Having said that, money is needed at some point. But dough seems to follow the aggressive, lean, well organized, well-networked businesses. If you need $3 million to market your business, make sure your business can get it and demonstrate that it has the organization to spend it wisely, effectively. The broke entrepreneur is great at building this type of fundable business. Demonstrating this ability is part of the lean startup DNA. 

Saturday, August 3, 2013

Paying Your Dues

If you're under 30, you no doubt have heard this a few times in your career. I did as a young paleontologist and I bristled every time I heard it. At 54, I have to admit that there is a lo to be said for experience. But I try never to use that damned expression. And for all you young whipper snappers out there, I'd like to say, "YOU DON'T HAVE TO PAY YOUR DUES!" Not if you lower the testosterone level, cut the caffeine consumption and simply ask the older workers around you what they think. They paid the dues for you, if you're smart enough to tap into that. They've made the journey, know the paths and where the mines are laid.

For you older guys and gals out there, listen to the younger guys. Don't be intimidated by the new information or technology they bring to the table. They came to you for a reason. Let your long hard time in the industry help channel those young high energy efforts. Support them, don't pound them into the pavement to cover your fear of having to learn a new tool. After all, you may not have to learn anything. You just have to supplement what's new with your hard earned experience. Lean on each other.

What's critical is that young energy armed with new technology and seasoned older workers recognize the talents of each and connect. Folks, old and young, who can do that are a rare subset. Work hard to find each other.

Wednesday, June 12, 2013

Communications Revolution is About to Happen

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The communications device market is about to enter a revolutionary stage. Samsung is singing the blues and Apple is falling flat on their latest devices.

Not that each doesn't make really cool little devices, they just happen to be in a more mature phase of the product life cycle. Too much competition will slow sales and lower profit margins. There's no way around it.

For Apple, this was an opportunity. But post Jobs, is there a "next best thing" in the labs? The good news is that a couple of kids in a garage are working on the next big thing. And it won't be an incremental enhancement that ships form that garage. It will be amazing, a device that most of us haven't thought of or couldn't. Alternately, those kids might have access to a university lab and are implanting chips in unfortunate rats or clipping on earrings that talk to their brains. Or maybe a little of both is going on from here to Romania. Maybe Samsung or Apple will notice and make an acquisition. Either way, we all win and the economy restarts... until the tax man stalls it again.

Monday, June 10, 2013

10 tips for Making Small Talk and Networking

Your business, especially if it's a consulting business, is totally dependent on your personal skills. If you're a likable person, you're way ahead of the game. Unfortunately, even the nicest and most interesting folks in the game are terrible at socializing in business events. Here are some rules I've developed over my 30 years of consulting.

1. Don't sell anything unless asked to. You're there to socialize and sell folks on how nice, clean, well-mannered and interesting you are. If you pass this test, you'll be asked what you do and maybe, later, asked for a more formal pitch. So save the elevator pitch until after you've impressed them with swell-ness and are asked for it.

2. For heaven's sake, don't play the totally cool thing and show up in shorts and a t-shirt. That may go very well with some, but for others, it's a deal breaker. Don't risk it. No one ever said they'd rather not call the well-dressed, manicured and neat guy or gal.

3. Turn off the cell phone and put the damned thing away. You're not in middle school, you're there to socialize. Picking up a cell phone and texting or reading a text pretty much tells the person you're talking to that what you have in your palm is more important than they are.

4. Do ask everyone what they do, where they live or anything else that can create a connection or some common ground upon which conversation can be built. Compliment a watch or tie. It might have a story attached.

5. Be honest and humble. If you're there alone and see someone else standing alone, march right over and introduce yourself. Start with something like, "I saw you standing alone, as I was, and thought I should introduce myself." If you're nervous in that kind of setting, tell them. They'll warm right up.

6. Make it easy to be found. Have plenty of business cards to hand out.

7. Dress in business attire - See items #2 and #7. Check a mirror before leaving the house/office and every time you hit the restroom.

8. Offer to help anyone you can with no expectations of returns. They will come.



Friday, June 7, 2013

Revenue Projection

When developing a pro forma, revenue projections are critical. Investors will look here first to determine if the business has merit and if the entrepreneur knows the market. After all, this is why they invest, to get that revenue. Unfortunately, most entrepreneurs I've met believe this figure is mostly guess work and many simply use industry growth rates for their projections. As a specialty of mine, I'd like to offer some pointers using an example.

1. Never rely solely on market performance. This number is an industry average and doesn't reflect those lean, hard, and almost always unprofitable first few years of many individual companies within that average.

 2. Do use performance records from individual companies that are most like yours. If you're selling a new soft drink, don't use coca-coal as a comparable. Look for a startup like yours and justify how your business is like that one based on location, market segment, marketing and business strategy.

 3. Get that information. If the business has gone public, their financial performance is public record. But chances are it won't be. Your closest competitor is probably a privately run company with performance records safely stored in hidden cabinets locked in hidden rooms on uncharted Islands. Here's where it gets fun. Pull out your spy glass and go full Sherlock on these guys. Here's an example for one I pulled:

A company that paces interns with companies became a media darling recently, partly because it is run by two very smart, young, and attractive females. And as such they were interviewed regularly on business and non-business related network programs. The founders, of course, took full advantage of the spotlight to highlight their business success. I read and viewed every interview they gave and was able to plot several dates at which the founders claimed they had doubled their revenue. A final interview revealed revenue in hard numbers for a specific date. I was able to use the doubling dates to work backwards from the hard number to create a revenue profile for their full three years of business. The figures worked forward and backwards indicating they were telling the truth. I was able to use this profile to estimate revenue growth in terms of percentage for a client in a similar business.

Industry analysis is important to understand. How your competitors fared is even more important for projecting revenue.

Strategic Learning Tool from Chris Fox

Discovered this really cool strategy development tool from UK based Strategy Business Consultant Chris Fox. It's a nifty little plug in the data and the tool generates the proper graphics. His blog has a lot of articles about what to do with the data you've generated.

 It's a great tool to have handy when moving through the Entrepreneurial Sequence chart.

Chris and I are both part of the Strategy Consultants Community on google+. If you're a business or marketing strategy consultant, join us there for discussion.

Saturday, May 4, 2013

Is Your Consultant Working For You Or The Real Customer?

Source: Wikipedia*
A client described an issue he had with a consultant recently. The consultant was hired by the state of Connecticut to handle applications for a state-funded program. The application required the applicant send in transcripts which my client did from two different universities, Receipt of the transcripts was to be posted to a page created by the applicant. Four months after the transcripts were sent the transcripts still didn't appear on the web site. My client telephoned the state agency and was connected with the consultant in question who insisted the transcripts were never sent. The client checked with both universities and received receipts from each showing the transcripts were sent four months earlier. He contacted the consultant again and emailed the replies from each university. The consultant said they might have arrived on a weekend when no one was in the office and, if a signature was required, were probably sent back to the post office. This is nonsense as the post office will try several times before returning the letter to the sender. But the client played nice and asked when they might check the post office for the transcripts and similar pieces that arrived on weekends. The consultant replied that her office didn't do that. The client persisted until the consultant offered to accept a scanned and emailed copy. The transcripts eventually were posted to the clients application web site.

Granted, this was a government run institution. Not a lot of accountability there. But this experience has implication for the real world. Consultants are a tremendous asset to many ventures. They bring specialized experience and spread the cost of doing business in their specific fileds. But hiring one doesn't mean you've handed off that part of the job. Like any employee, they have to be monitored and trained to represent your business. They may consider you the customer and your customer a nuisance. NEVER allow any outside firm to act as a wall between you and the customer. They should instead act a cog in your business's customer centric machine. It would serve you, the founder, well to act as a customer and test your employees AND your consultants. Call your call center or tech support line and visit your retail establishment. I'm pretty sure Ray Kroc bought a burger or two at McDonald's.

* http://en.wikipedia.org/wiki/File:Interior_view_Pantigo_Windmill_East_Hampton_Suffolk_County_New_York.jpg

Monday, April 29, 2013

Six Years Now Makes A Generation

This video is essential when considering marketing and strategy for next few decades. Very much worth a look.

Monday, April 22, 2013

Honest Revenue Projections

In entrepreneurial ventures, it's almost always the entrepreneur/founder who creates revenue and expense projections for the pro forma. Talk about a conflict of interests. It's especially dangerous when you as founder develop the expenses first. It's only natural to look for revenues that rise to these expenses after that. Classic inductive versus deductive reasoning.

The short post: develop revenue projections first. make them solid numbers that draw on similar operations. Go full Sherlock Holmes on finding comparables, using their publicly posted revenues  and estimating revenues for private corporations. Contrary to general belief, most private companies do publish their revenues in interviews and public promotional material. You just have spend time finding this scattered and incomplete data. Gathering what you can and interpolating the rest is difficult but possible and will generate a basis for reliable revenue estimates. Use multiple sources.

When you're confident you have a reasonably good estimate for revenue over the next three years, only then should you tackle expenses. If these estimates are less than revenues, lucky you. If not, you have to take a harder look at expense and consider bootstrapping measures to bring them into alignment with revenue projections.

Finally, before revising revenue and making UNreasonable adjustments, have a trusted colleague take a look. And then have them consider any adjustments you make. If unreasonable, the project may be a no-go.

Tuesday, April 9, 2013

Walking Away From A Seemingly Great Product



Had a client demo a great product for me recently. I was really impressed with his passion and the utility of the device. But the product lacked a key feature that will prevent it from being a success and I passed.

Consider the issues:

The founder claimed to possess a great deal of experience in business as co-owner of two technology related firms. He also claimed participation in a business with a similar product to the one he was now promoting. Unfortunately, he couldn't provide proof or either.

In addition, he was asking for really large and rounded figures to start the business but failed to deliver a detailed list of anticipated expenditures. Not a single pro forma or estimate on company letterhead could be produced.

Revenue, likewise, was estimated using generally available figures for sales of other products in the same industry. But no basis for his product's anticipated stellar performance was available.

Worse of all, he was adamant that none of this was necessary. His pitch was that this was obviously a great product in a great industry and anyone with half a brain and the balls to go after it would. The "academic stuff" was a waste of time in his mind. He even suggested anyone not sold on this was a wimp and just p;lain stupid.

Lesson here is that a very critical component of the product is the entrepreneur. Had he asked for help assembling the requested data and provided what he had. I might have helped. Had he an entrepreneurial "stop at nothing" personality, he'd find comparables for revenue projections. I tried coaching and encouragement, but you can only lead a horse to water.

I have no doubt a similar product owned by a more rational entrepreneurial spirit will prevail.

I passed.

Friday, March 15, 2013

Steampunk Revolution - Marketers Beware!


Getting in early on a trend is every marketer's dream. Predicting one, unfortunately, isn't so easy.

As a technology commercialization consultant, I love business development and watching how all the pieces fit together and blend with the environment. I'm also a fan of the Steampunk aesthetic. So when IBM released a report predicting Steampunk is a trend that will become mainstream hip as early as 2013, I took notice.

For the uninitiated, steampunk according to wikipedia is:

Steampunk is a sub-genre of science fiction that typically features steam-powered machinery,[1] especially in a setting inspired by industrialized Western civilization during the 19th century. Therefore, steampunk works are often set in an alternate history of the 19th century's British Victorian era or American "Wild West", in a post-apocalyptic future during which steam power has regained mainstream use, or in a fantasy world that similarly employs steam power. 

... and so much more. 

The genre has attracted the imagination and contributions of many talented people in music, literature, fashion and art. When Gary Oldman and William Defoe start showing up at fashion shows wearing steampunk inspired designs, as a marketer you might want to take notice. We have at Kronicity and are including lots of cool steampunk features that can ride this trend. And I've created this Steampunk Pinterest Board for a taste of the style.


"Prada Goes Steampunk" on Community BuzzFeed site:
http://www.buzzfeed.com/steampunk/prada-goes-steampunk-for-fall-3n9d


Want more evidence? Consider unknown music artists like Mr. B The Gentleman Rhymer, Professor Elemental, and Abney Park can get 100,000 views, there might be money to be made. Check out their embedded videos below and the stunning video short here:

 

Thursday, March 14, 2013

ATT And The Old Way Of Running A Business

Alexander Graham Bell
I've posted about Southwest Airlines, possibly the best run company on earth in an industry so difficult to operate in that I can't figure our why anyone would enter. On the flip side is ATT. I can't figure out why they're in business or why anone would work for them.
The biggest problem with the company, from my limited but disappointing experience, is that the employees I've met don't like management, management doesn't listen to customers, and management hasn't clearly or effectively communicated to the employees that their gola is customer satisfaction.

It started simply enough, a crew came out to install lines an service. Job done, they were walking ou the door without even checking to see if the new line worked. They told me it was a customer self install and instructions came with the box. I insisted they stay anyway. The line didn't work. They tried. Again, no service. They speculated it was a line outside he house an not their job. NOT THEIR JOB!? I thought all AT&T customer service was everyone at the company's job!

Anyway the second crew came out and then left without so much as knocking a saying hello. Again, no service.

I went to the AT&T store where I ordered the service to complain. They called the same multilevel phone answering help line I tried earlier and handed me the phone. Yes, handed me the phone to hold for an answer! Again, it wasn't their job at the store. I held for what seemed like forever and finally got through to someone and then another and finally some help.

A third crew came out and finally fixed the problem. I lost two full days dealing with this issue. The employees were rushed and unhappy and clearly were on opposite sides of the fence from management.

 I sent a letter to the CEO. Underlings responded and offered me a discount on service. They missed the point. I didn't want a discount (I took it) I wanted to let these guys know how bad things were in the field and that management needed to make some serious changes. My appeal appeared to go right over their heads.

 AT&T needs to read my post about Southwest Airlines and take a page from their playbook. It's no secret, Soutwest is happy to share with everyone. Define vision, mission in terms of the customer, empower the employee to act accordingly. Poor Alex must be turning over in his grave.


Wednesday, March 13, 2013

Maybe We Should Hire The Trekkie

If you want a good accountant, you don't need to look for a whole lot of imagination or out-of-the-box thinking. It's a pretty well defined and very limited field of study. Besides  the truly innovative accountants tend to end up in jail. But if you want to compete in today's fast paced world with 18 month product life cycles, you're going to want to take a close look at the people you're considering for jobs that require innovative thinking.

Of course you'll have to look for the tried and true indictors of a good employe, a neat clean well dressed person to start with. But well-dressed doesn't have to be the same grey suit every other interviewee wore for their interview. A cool evolution tie or Star Trek cuff links might indicate immaturity to the old guard, but today it might be the sign of employee who has fun, has interests and possibly enough outside interets to provide a unique perspective and that innovative thinking you're looking for.


Take a look at the resume too. Back in the day a resume that contained numerous jobs in different fields would have been a huge "Do Not Hire" sign for interviewers. But a closer look might indicate the jobs are actually aligned with a direction you an to take your company. It might provide that person with the broad experience and expertise to address your needs. It indicate you have a person in he hot seat that can pivot as needed and meet whatever challenges come his or her way.

On my resume, I moved from geologist/paleontologist consultant of 22 years to tea retailer and wholesaler the next 10 years and onto Technology Commercialization consultant during my 30+ years business career. The first move was because oil mergers dumped too many consultants into the field and enhancements in 3D seismic forcing paleo to the sidelines. My New Orleans based tea industry literally went under water with Hurricane Katrina. Rather than include excuses on the resume, I simply included "I can't be killed" as a comment in the margins next to my last career change.

Keep in mind that this approach won't be well received by all interviewers. I recall my graduate level entrepreneurial professors, for instance, complaining I wasn't serious enough, but my finance professor gave me kudos for associating entrepreneurial finance with the principles of evolution and lauded me for adding humor to my discussions. He said finance COULD BE FUN if we like what we're doing with it.

This philosophy has served me well. I've managed to avoid really poor job choices that slowly eat away at your soul and flow into exciting prospects such as the Timeline Project at Kronicity. My new partner in the venture said he partnered with me because of passion in spirit and my ability to pivot when needed to adres any change in circumstance.

Bottom line for the employer, if you ant an innovative employee who can meet the challenges of today and tomorrow, a person who can innovate, take a closer look at that resume and hire the guy with the Star Trek cufflinks. Although I might draw the line on the Vulcan ears thing.

Tuesday, March 12, 2013

Analysis THEN Strategy

I have a blog that discusses the Entrepreneurial Sequence, an attempt at what to do and in the order it should be done in. It includes a graphic that depicts the sequence as well. And because no one size fits all, you might take some exception to some items, but overall, it's a great tool o follow and use to make sure you've included all the important stuff. Which brings up today's topic, Analysis THEN Strategy.

Virtually every client and potential client I've interviewed gets this wrong. They start on the wrong end.  They choose a location, an image or a price based on, well... not much real data. Before going to market, you have to understand who your most likely customer is and what motivates them to buy and determine how to reach them. This is Market Analysis. Once this is complete, you can focus on Market Strategy, the How to reach close the gap between your product and the customer. Likewise, Business Strategy that includes positioning, branding, your unique selling point and how you'll operate are determined through carful analysis of your business, your product and the competitive forces that act upon you, or Business Strategy Analysis and Branding.

This all falls under the "Think Before Acting" category.

Check out the blog and let me know what you think. If you want to delve deeper, try our ebook/lesson plans on Amazon and Barnes & Noble.

On Amazon Books

Barnes & Noble

Thursday, March 7, 2013

Exorcism, Zombies, & Entrepreneurial Books


I received a note from a teacher recently about my 9 years old’s performance. Apparently, she was doing really well in everything, but suddenly started slacking in writing. I sent a note back that read, 

“Yeah, she hasn’t been the same since the exorcism.” 

Perhaps this was immature. Perhaps it hinted at a lack of concern for my daughter. But,  fortunately for me, the teacher had a sense of humor and I did not  receive a visit from child services. It actually worked out quite well. The teacher had a sense of humor and we hit it off. My daughter may even get a bit more attention in class because of it. 

But even if this didn’t go so well and I did get that child services visit, I’d still do it again. Life is short and I want to associate with people who do not have sticks jammed so far up somewhere that you can’t interact with them like normal human beings are suppose to. 

So where’s all this going? Well, I’ve written a book about entrepreneurialism at the urging of a business research consultant down in New Orleans. She wanted to market my technology commercialization business and suggested an online form or tutorial might be beneficial. 

So I did. Rather proud of the work. It’s a short ebook, under 200 pages, that sequences entrepreneurial concepts from concept to launch. I use the sequence charts in it regularly to keep myself organized and on task. My clients love the overview and also the sequencing. 

The book is in three parts, discussion of concepts, student exam with answer key, and being the guy who jokes about exorcism, an application of concepts in a post zombie apocalyptic world. Yeah I know, I’m not being serious enough for some folks. But I’m not writing it for them. I’m writing for the business student who can’t stand the thought of suffering through yet another boring business book. The teacher who wants to engage students. And for entrepreneurs who have a life and personality that might give them a shot at success. 

Business can be fun. And if you’re not enjoying the process of building your business, quit and get a job. 

Feel free to comment, rant and ridicule below. I won't care.

You can get a copy of "Surviving

Tuesday, February 12, 2013

Customer Centric Planning - Color



It makes me want to scream! There's a process to developing a business. But nearly every client I've had does it backwards. Problem is that they're married to the business, can't let go of any part of it and can't stand anyone telling them, especially consultants who have just walked into the door, telling them what to do with the business they have worked on for months or years. I know because I use to be one of them.

Let's look at some examples from personal experience.

#1. COLOR: My clients are attracted to a clean light look.

I worked with a baker who insisted his logo be simple and clean using light pastel blue and green. Problem is he couldn't identify who his customers were much less know what they wanted.

After some research we discovered that the actual demographic when considering look took a backseat to psychographics. Nearly all well financed and researched similar businesses (this is a shortcut to expensive research and testing) focused on earth tones in the rich orange, red and yellow spectrum. This psychographic color pattern has been known to create a warm freshly-baked feeling and induce spending in most humans, globally. The same goes for most coffee shops. Check out a Starbucks next time you're in or take a peak at McDonald's web site for the preponderance of red, yellow, orange and brown.

We put this to the test at the Indonique Tea & Chai Cafe in New Orleans. Customers were asked what scone they liked best in one trial and what chai was preferred in another. There were two options in each trial. One used an edgy black and steel looking packaging design, the other had a rustic earth tone and ethnic feel. In both trials, the customer was tasting the same exact scone and chai. But in each trial, the earth toned packaging was preferred 90% of the time. Humans are just wired that way.

There are numerous points to consider when creating your image. In addition to color, shape, font, spacing, placement, music selection and more count. Seek professional help early and plan before you spend.

Check back tomorrow for frustration #2. Music Selection

Tuesday, February 5, 2013

Surviving & Profiting from the Zombie Apocalypse - The Rough Guide

An application approach to understanding entrepreneurial concepts and the entrepreneurial sequence. 

Just published this as a free online service at http://entrepreneurialsequence.blogspot.com/ (concepts only) and as a lesson plan that includes student questions and answer key, plus the Zombie Apocalypse application. The lesson plans are available individually or as a complete set on TeachersPayTeachers.com.

I created this as a service for my clients and a quick guide for me when working through new projects. Thought the Zombie application would be fun for students.

NOTE: The Zombie application is only available on TeachersPayTeachers. And the first lesson plan is FREE. I'm hoping to have it as an ebook on Amazon.com soon.

Love some feedback.

Friday, January 4, 2013

Fiscal Cliff & Congressional Incompetence

I just had to weigh in on the whole Fiscal Cliff thing. NOTHING is being done by either party to remedy the situation.

PROBLEM:

The problem I see is that with a tax code that is hundreds of pages long and so damned complicated that only the wealthy can use it to avoid paying taxes.

SOLUTION:

The solution is a flat tax for individuals and businesses making more than $30K per year with no deductions that equals the total spending of government. If a business is paying the same amount as an individual and no deductions allowed, there's no place to hide it.

And if we're reducing spending, let's start with government. Rather than pay Uncle Sam a dollar to distribute 20 cents back to us, allow individuals and businesses to contribute their tax burden directly to a publicly funded operation. That percentage the government spends on itself in the process of collecting and distributing the funds will go instead to where it's needed. Local, State and Federal Agencies will maintain lists of what needs funding for tax payers to choose from. Pick the school library or road construction project of your choice and mail it directly. The whole thing can be done on line. 

As for outsourced American jobs, apply a minimum wage and OSHA regulations to foreign manufacturers. Ban offenders and those nations not complying with inspections from exporting to the US. Oh, and just as OSHA and FDA and every other government institution charges us for the privilege of being inspected, pas on the cost of these inspections to foreign manufacturers as part of import duties.

BENEFITS:

This allows us to see exactly how much congress is spending. It's an actual percentage of what we earn. If we vote for more spending we'll see it immediately in our monthly tax bill.

The tax form will fit on a post card. No more accountants and tax lawyers. These professionals could focus on running and GROWING businesses and not watching the business owners back as they avoid burdensome taxes.

By eliminating the huge percentage Uncle Sam wastes collecting and distributing our taxes, we'll find we have an enormous surplus of cash.

BUT WHAT ABOUT TAX DEDUCTIONS?

No one buys a house for the deduction. We all take advantage of it, but don't buy because of it. Besides with a flat tax and the resulting higher income, the result will be far more profitable without the deduction. MIGHT EVEN HAVE ENOUGH CASH TO PAY FOR HEALTH INSURANCE.

Call my Libertarian rear end crazy, but the solution is simple. Cut out the middle men in congress who created the mess and close an potential loophole for the extremely wealthy.

By the way, if the senate was designed to have equal representation for each starte, why do we need two senators from each state. Wouldn't one do?

Let me know what you think by commenting.