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9 Deadliest Start-up Sins

**Great article we found on Inc.com.**

These common assumptions can be toxic to the success of any new venture.

Biohazard

Editor’s note: This is an excerpt from the recently published book, The Startup Owner’s Manual, written by entrepreneurs-turned-educators Steve Blank and Bob Dorf. Come back each week for more how-tos from this 608-page guide.

Whether your venture is a new pizza parlor or the hottest new software product, beware: These nine flawed assumptions are toxic.

1. Assuming you know what the customer wants

First and deadliest of all is a founder’s unwavering belief that he or she understands who the customers will be, what they need, and how to sell it to them. Any dispassionate observer would recognize that on Day One, a start-up has no customers, and unless the founder is a true domain expert, he or she can only guess about the customer, problem, and business model. On Day One, a start-up is a faith-based initiative built on guesses. 

To succeed, founders need to turn these guesses into facts as soon as possible by getting out of the building, asking customers if the hypotheses are correct, and quickly changing those that are wrong.

2. The “I know what features to build” flaw

The second flawed assumption is implicitly driven by the first. Founders, presuming they know their customers, assume they know all the features customers need.

These founders specify, design, and build a fully featured product using classic product development methods without ever leaving their building. Yet without direct and continuous customer contact, it’s unknown whether the features will hold any appeal to customers.

3. Focusing on the launch date

Traditionally, engineering, sales, and marketing have all focused on the immovable launch date. Marketing tries to pick an “event” (trade show, conference, blog, etc.) where they can “launch” the product. Executives look at that date and the calendar, working backward to ignite fireworks on the day the product is launched. Neither management nor investors tolerate “wrong turns” that result in delays.

**To read the rest of the article from the original source, click here.**


Is education still worth the debt?

**Great article from the Finance section of Yahoo.com.**

As the years tick by, college is becoming increasingly unaffordable. Financial aid information site Finaid.org reports that the average college tuition is rising at nearly three times the rate of inflation. However, the percentage of college costs thatfederal Pell grants cover is diminishing. Lauren Asher, president of Institute for College Access & Success, an Oakland, Calif.-based advocacy group dedicated to increasing college access, says the financial burden of higher education is enough to turn off some students from it entirely. With student loan default rates up and employment opportunities down, is educational debt still worth it?

“There is no question that, on average, a college degree is still a very good investment,” says Asher. “The unemployment rate for young adults who have just a high school diploma is more than twice the unemployment rate for those with a (bachelor’s degree).”

Research shows that in addition to having more job options, bachelor’s degree holders also have significantly higher salaries. A study by Georgetown University’s Center on Education and the Workforce shows that the average worker with a four-year degree earns 84 percent more over his or her lifetime than someone with a high school diploma. That’s a payoff of approximately $1 million.

Asher adds that oftentimes it’s fiscally better to borrow and beeline your way to graduation than it is to minimize debt by juggling full-time work and studies.

“If you wait a while after high school before you go to college, if you drop out of school once you’ve enrolled to work for a while then go back, if you go to school part-time, if you go to a two-year school and you’re qualified for a four-year school and if you work long hours, you’re less likely to get a degree or a certificate. So in some cases, modest federal loan borrowing can really support (degree) completion,” she explains.

**To read the rest of the article from the original source, click here.**


How to Turn Your Worst Employee Into a Top Asset

**Great article we found on Inc.com.**

You can’t save your weakest staffers. But you can use them as an way to upgrade your whole team’s performance.

You’ve heard the adage, “Hire the right people, and everything else is easy.” That may be true, but it’s also unrealistic—especially in start-ups and rapidly growing, innovative businesses. Mistakes are made in hiring; high-potential peope fizzle out, burn out, or check out. Every owner eventually leads a workforce with mixed talent and ability.

And inevitably, one member of the workorce comes in dead last.

In that situation, the temptation is to fix the weak link. Under pressure from other team members who resent the poor performer, you start to squander time and energy in righteous indignation, remediation, and repair. It’s a dispositional world view—if only you could fix this one person, the organization would be better. I once took charge of an organization where a direct report actually told me, “Here we spend 90% of our time on the worst 10% of our performers.” If the worst are taking energy away from the best at your company, there is no way you are performing to capacity, and your leadership will be distracted and ineffectual.

How great leaders handle the problem

So what should you do? Great leaders reframe this issue, and start working on behalf of the team instead of fixing the “eaches”—a more situational world view.

Many years ago I saw this play out on a planning staff run by then-Lieutenant Colonel David Petraeus. It became clear that a few of us were substantially weaker than others. Petraeus had the power to fire and hire, but turnover creates its own set of challenges. Rather than spending his time trying to fix individuals, the future four-star drilled into team development using the weak performance as team indicators, rather than individual failings.

We became better—not in spite of the weakest performers, but because of them. Their performance focused us on organizational vulnerabilities and areas where we could make changes to strengthen our processes. Our team took responsibility for each other’s products, worked together, and all boats rose. We sometimes worked around those who needed help, touching up their work, making sure that the team didn’t fail. We were respectful of people trying their very best but falling a little short, and everyone learned to critique unemotionally. I loved working on that staff, and in just a few months with no personnel changes, we became very, very good.

Why the weak performer is a gift

The primary insight is that poor performance points to conditions in the organization that allow it to occur. What a gift that can be! In the long run, it’s usually more important for you to address those conditions than it is to fret over a single weak employee. Is there a flaw in the hiring process that, if fixed, could improve hiring across the organization? How can on-boarding be improved so that everyone’s potential is maximized? Are the right assessments and metrics in place to help predict problems before they take the organization down? Are other leaders in the right place at the right time? Is there sufficient coaching? Is there sufficient guidance provided so that people make the right decisions? The list goes on.

**To read the rest of the article from the original source, click here.**


How AutoCAD Retooled Its Marketing With Facebook

**Great article we found on SocialMediaExaminer this week!**

Chris Hession has been a product and marketing manager for nearly 15 years. But recently, his job completely changed.

“Just in the last year and a half, social media has become not just a component of our product marketing plan, but really the core component,” said Hession, currently senior manager of Autodesk’s AutoCAD product marketing.

“Pretty much for everything we do, we’re looking at, ‘How can we make this work for social?’”

Millions of people worldwide use AutoCAD software to design everything from sunglasses to skyscrapers. If there’s any question that a B2B software company can market effectively with Facebook, look no further than the AutoCAD team.

tokyo

The firm Nikken Sekkei used AutoCAD to design the Tokyo Sky Tree.

The AutoCAD Facebook page has become a new media channel of sorts, with largely live and on-demand video keeping fans very actively engaged.

Every day the AutoCAD group connects directly with its audience on Facebook, bringing them high-value educational video, tech tips, fun quizzes and reality TV–style segments. At the start of 2011, the company had 120,000 fans. Now it has reached 652,000.

**To read the rest of this article from the original source, click here.**


What to Do When the Mailman Slows Your Business Down

**Great article from Entrepreneur.com.**

What to Do When the Mailman Slows You DownIf you thought snail mail was slow before, you haven’t seen anything yet. The revenue-strapped U.S. Postal Service announced yet another way to cut costs: shave the delivery time on first class mail.

Currently, first class mail gets delivered in one to three days within the continental U.S. Yesterday’s announcement that the agency is going forward with its plans to begin eliminating nearly half of its 487 mail processing centers in March would extend delivery times to roughly two to three days, as mail would spend more time traveling between post offices.

To be sure, the move was expected. In September, the USPS announced that it would study the effects of closing more than 250 mail processing centers. While many business owners have given up regular mail delivery in lieu of digital correspondence or online bill paying.

But a number of Americans are still licking envelopes. Patrick Donahoe, the postmaster general, told the New York Times that about 40 percent of people still pay their bills through the mail.

For those business owners who continue to rely on the Postal Service for everything from paying invoices to dispatching holiday cards, slower deliver times could make you more vulnerable to late-payment penalties or even lost sales. Instead, here are three tips for revising your mailing strategies:

  1. Don’t wait until the last minute. As credit card companies increasingly look for more ways to fill the gap in their revenues brought on by the passage of last year’s credit card law, late payment fees have already begun to tick up. Some banks now charge $25 to $35 if you’re late paying a bill. To save yourself from being nickel and dimed, sign up for automatic bill pay through your bank, or, when you see that you’re cutting it close, make an online payment right away.
  2. Target your efforts. If you have a mailing list, consider cutting it down to save on postage. For instance, sending a mailing to everyone who lives in your shop’s zip code is less effective — and more expensive — than sending an invite to shop or discount offer to your actual customers. You’ll want to cater to your best customers, not everyone in the neighborhood. Also, if you receive returned mail, be sure to cross that person off your list.

**To read the rest of the article from the original source, click here.**


Who to Follow on Twitter for Innovative Business Ideas

**Great article reposted from Entrepreneur.com.**

Who to Follow on Twitter for Innovative Business Ideas

Mario Schulzke believes in the power of ideas.

But the German-born ad agency director and part-time Ironman triathlete isn’t just keen on his own musings, Schulzke wants to help you enliven your own innovative ideas too. Enter, IdeaMensch, the Los Angeles-based website that features daily interviews with visionaries, CEOs and entrepreneurs.

How does he crystalize these concepts? Twitter, for one @ideamensch. Here are Schulzke’s top five Twitter streams to follow for finding the best new entrepreneurial ideas.

  1. @trendwatching
    Followers: 53,339
    Tweets: 1,530
    Operating out of London with hundreds of “spotters” worldwide and 160,000 subscribersTrendwatching.com is on the hunt for the latest fads. The research firm’s Twitter feed, as one would expect, is primarily comprised of previews of trends from around the globe.
    Sample tweet: Crearmoda – In Spain, design your own clothing via 3D simulatorhttp://www.springwise.com/fashion_beauty/spain-design-clothing-3d-simulator/ ( #MIY )
  2. @springwise
    Followers: 37,811

    Tweets: 2,631
    Also from London, Springwise.com posts about entrepreneurial ideas from around the world, such as customizable liqueurs in the U.K. and smartphone grocery shopping in South Korea. Through its blog, newsletter and Twitter feed, Springwise dispatches trend reports and profiles about small businesses and entrepreneurs.
    Sample tweet: Marriott’s Renaissance Pittsburgh Hotel — Guests surrender digital devices upon check-in
  3. @psfk
    Followers: 35,870

    Tweets: 22,234
    Self-described as, “Your go-to source of new idea tweets,” the New York publisher and consultancy, PSFK has one primary belief: All innovative ideas are worth sharing. What does the company tend to tweet? Ideas, ideas, ideas. No matter how big — or little — the goal is to share knowledge in the hopes that innovation begets more innovation.
    Sample tweet: New Heat Imaging Technology Makes Tanks Invisible

**To read the rest of the article from the original source, click here.**


How to Fail: 25 Lessons Learned through Failure

1. Dither, dither, dither; plan, plan, plan.
Instead: Fail fast. Fire, aim, repeat.

Time is the most valuable asset a person has, and yet it’s the easiest and most common thing wasted. Speed breeds momentum and passion, motivation and a bias for action. Learning through experience is far more valuable than learning through planning, prototyping or researching as nothing is more direct, meaningful and visceral than seeing how something works (or doesn’t).

What is the second-most important asset? Passion. People only have so much passion, intellect and interest to devote to ideas without seeing results, without seeing the fruit of their labour. Give people the chance to succeed and the opportunity to learn without drowning them in the process. Few things are more demotivating than working on a project for an extensive amount of time just to see it canceled shortly before it would have seen the light of day.

2. Postpone hard decisions until you have to make hard trade-offs.
Instead: Make decisions earlier to create options and build flexibility.

Make decisions before you think you need to. You’re probably too late if you come to the point where you realize you have to make a choice between hard trade-offs. By waiting to make a decision you’ve created trade-offs instead of options. Postponing decisions in the attempt to optimise your results is probably a waste of your resources in other ways.

3. Copy tactics.
Instead: Create strategies.

Blindly following the tactics and path of other companies is a sure route to failure. The right tactics are indelibly linked to the internal and external environments a company faced at a particular point in time. Companies regularly fail by adopting old business models or basing a business on artificially protecting old business models. Re-applying another company’s tactics neglects to consider the process and path they took to success.

Followers focus on tactics and tools rather than strategies and goals.

4. “Fight the good fight.”
Instead: Pick the right battles, at the right time, with the right people. *

There is a time and a place for everything. Make prudent decisions based on your present and future situation and capabilities rather than fighting every battle that comes your way. The hardest part for every startup is staying in the game, thus do everything you can do to stay in the game give yourself the opportunity for future success.

Implications:

  • Leave big, systemic, intractable problems to big companies with the resources to get knocked down and get up again. Instead, solve simple problems (big and small) where you can have a direct impact.
  • Let large companies create standards. Stay away from basing your success on re-creating the wheel for the industry. If your valuable, innovation solutions for your customers are meant to be industry standards, then they will naturally become the standards, but do not depend on systemic change for your success.
  • Leave large, cross-industry partnerships between incumbents to large, established companies. Startups will almost always be caught between the old battles and priorities of established companies, better to not depend on having to solve their relationships for your success.

5. Solve your problems.
Instead: Solve their problems.

Alternate interpretation: Solve buyers’ problems instead of solving sellers’ problems.

Don’t create solutions that make things easier for you. Create solutions that solve problems for your customers and buyers; they typically don’t care about your own internal problems.

**To read the rest of the article, from the original source, click here.**


Entrepreneurs are public servants, too

Check out this great article found on USAToday.com

Picture a young person — let’s call her Jane — starting college in 2007. Surveying the slowing economy, she congratulates herself on her auspicious birth date. She won’t graduate until at least spring of 2011. By then, everything will be fine! Whoops.

As she languishes in underemployment, Jane gets an idea: If she can’t get a job, she’ll make a job. A recent Kauffman Foundation-funded poll found more than half of millennials would like to start a business — anything from designing iPhone apps to painting houses.

Except that launching a business is a risk, and like the average student these days, Jane has close to $30,000 in loans. They are now coming due. So she puts her entrepreneurial dreams aside to bartend by night and hawk lattes by day, mostly for the cash flow. It’s understandable for Jane, but too bad for society as a whole. Because there’s a simple way to help young people become entrepreneurs despite their loans, if we recognize that starting a business is a public service — and reward it as such.

Helping loan-strapped students

There’s no question that the $1 trillion in outstanding student loan debt in the U.S. is causing serious economic anxiety. “It’s where the mortgage market was a few years ago,” says Anya Kamenetz, author ofGeneration Debt and DIY U (a manifesto for tackling the high cost of education). That’s as scary as it sounds, with plenty of blame to share. Students over-borrowed, and banks lent six figures to people majoring in English at schools that graduate fewer than half their students in six years. U.S. taxpayers are backstopping many of those loans, and the percentage of students defaulting in the first two years is rising (from 7% in 2008 to 8.8% in 2009). Something has to give.

Recognizing that, the federal government created an “Income-Based Repayment” (IBR) program a few years ago that caps repayment of federally backed loans at 15% of discretionary income, with outstanding balances forgiven after 25 years. A single person earning $40,000 annually would pay approximately $300 a month, max.

But with little marketing, few people subscribed. In October, the White House, eyeing growing protests from the Occupy Wall Street movement and elsewhere,decided to trumpet this option more loudly and announce broad eligibility for new loans (basically, for current students) that would cap repayment at 10% of discretionary income, to be forgiven after 20 years. People who earn low incomes (under $20,000 per year) can put off payments.

Intriguingly, the Obama administration is marketing IBR specifically to potential entrepreneurs as a way to boost job creation (though anyone can apply). The Small Business Administration‘s website touts the “Student Start-Up Plan,” enticing people to “Defer Loans. Not Entrepreneurship.” This is quite smart; even if a small business produces revenue, its owner can easily have income under $20,000 as she re-invests incoming cash. IBR means she doesn’t have to worry about student loans on top of bank loans or start-up costs. “It’s a perfect setup,” says Scott Gerber, head of the Young Entrepreneur Council and co-founder of Gen Y Capital Partners.

How it would work

But if we truly believe, as the SBA claims, that “young entrepreneurs are key to our economic success,” then we can do better than 10% and 20 years. We already do better for some people. The federal government also runs a program called Public Service Loan Forgiveness for people who work for government agencies and certain non-profits. Aside from capping payments, the government forgives outstanding balances after 10 years — a major boon if you have $50,000 in loans and earn $30,000 a year. The recipients are deserving, but why is someone who works for a non-profit after graduation more deserving of loan forgiveness than someone who creates the wealth that allows people to donate to non-profits in the first place? Starting a business “is doing a service to the economy, going out and creating jobs,” Gerber says.

If we want to sweeten the deal for Jane and her ilk, we should give them the same loan terms as public servants. And not just for current students taking out new loans, but for a broad swath of people willing to start businesses.

There could, of course, be abuse. It’s pretty easy to create a “business” for tax purposes, and people could create businesses (e.g. “Jane, LLC”) for loan purposes, too. A good policy could set qualifying benchmarks for business growth or perhaps use existing SBA standards to establish business legitimacy. One would also hope that within a few years, a new business would kick off enough cash that loan caps and forgiveness would not be necessary. But current efforts to boost job creation (like home weatherization programs) have been prone to abuse, too. You could restructure a lot of student loans for the $535 million we taxpayers spent propping up Solyndra. Giving entrepreneurs better loan terms subsidizes new business growth without choosing favorites. It would make those first boot-strapping years easier, and long-term loan forgiveness, when necessary, would be a nice way of thanking people for giving it a whirl.

Can’t find a job? Do something entrepreneurial for a decade and, afterward, you’ve got a clean slate to try something else. Or maybe our Jane will start the next Google. In that case, a few thousand dollars in loan help could be the best investment the taxpayers ever make.

Laura Vanderkam, author of the forthcoming All the Money in the World, is a member of USA TODAY’s Board of Contributors.