Would $50,000 be enough to get you started?

How does $50,000 sound to get you off the ground? That's what Mirassou Winery is offering women entrepreneurs if their business plan wins the "Make Your Dreams Come True" contest they're sponsoring. That could buy all the things on my wish list: laptop, printer, virtual assistant, personal masseuse (just kidding, unfortunately)...plus much more. The trick is you have to submit a rockin' business plan by December 15th, so that was incentive enough to get me (and a handful of the Mogulettes!) to sign up to Baruch College's 4-week Bootcamp on how to write them.

Elissa Grossman (that's her in the blue jacket next to yours truly) teaches courses on business management for college students that typically span a whole semester but she's doing an abbreviated version for entrepreneurs, starting with the elements of a business plan, which she covered in the first session, along with great examples of what an executive smmary should and shouldn't look like.

The second class was focused on the marketing plan, which is all about information gathering - where to get data about your target market, what the benefits and limitations are to different types of research, how to conduct surveys (one place to try out is surveymonkey.com, where you get the first 10 questions in a survey free), how to scope out your competition. Then she moved on to narrowing down your target market and selecting a marketing mix to reach them.

The third class centered around money - how much you need vs how much you want. This part was cool - Elissa recommends shutting your eyes and imagining the process that's involved in making a sale. Then make an outline of that in order to come up with a list of costs, like how much will the virtual assistant cost, plus the web developer, plus the computer, the desk and the chair, the masseuse (no...just kidding again) and so on, for each task. How much will be variable, or fixed? All this will help in coming up with a price for your goods and services. But that's not all that determines price - there's the perceived value (you can charge a premium for goods that are new in the market, or are complex, or where price comparisons are difficult). Competition also plays a role, as does strategy, like special pricing promotions that you might do.

The second half of the class was about sales forecasting and breakeven analysis, which I won't even attempt to summarize. But she made it interesting by giving lots of real life examples of how companies used these numbers to make adjustments and run their operations more efficiently.

BTW, Elissa's available if you'd like feedback on your business plan, as are other counselors on staff at Baruch's Field Center. These services are offered for free.

So, sharpen up your pencils and put your fabulous ideas on paper...you could win 50,000 big ones! Like they say: you gotta be in it to win it...

Next week I'll be away on a short vacation to Paris, yes, the "city of lights"! My friend invited me to stay with her and I'm using my miles to get there, so it's a great deal. Stay tuned for my report on how the French do business - I expect to be doing heavy duty research into their chocolate industry. Au revoir!

Mogulette to launch bookstore in East Harlem

I just love hearing success stories from fellow Mogulettes-in-the-making!

When I first met Aurora Anaya-Cerda at a Latina writer's group at the beginning of this year, I was instantly captivated by her business idea: to launch a bookstore in East Harlem, a predominantly Latino neighborhood in Manhattan which currently doesn't have one but is sorely in need of one. Back then she was still very much in the planning stages of her concept, but aided by a boundless amount of enthusiasm and motivation.

Fast forward a few months to last week, when I caught up with her at an internet marketing class. With a big smile on her face she shared her exciting news: "La Casa Azul", the name she's given the store (it's named after Mexican artist Frida Kahlo's home in Mexico City and it means "blue house") will be launching in the Fall!

Aurora grew up in a place similar to East Harlem (also known as "El Barrio"), an immigrant neighborhood lacking businesses, programs and services that benefit the community, and instead where countless liquor stores, dilapidated buildings, drugs and gangs abound. Her belief is that El Barrio needs a store like La Casa Azul Bookstore - a place of knowledge and culture, where the community can come together to enjoy activities such as author signings, art receptions, educational workshops, not to mention the best organic coffee and Mexican hot chocolate in the neighborhood!

This enterprising "chica" first got the idea of owning a bookstore during her junior year in college. After working at an independent bookstore in California she knew that I one day she'd have to open one of her own. But it wasn't until many years later when she arrived to New York that she was able to reawaken that dream that had been dormant for years! In the Spring of 2006 she came across the East Harlem Business Capital Corporation, a neighborhood organization that helps entrepreneurs, and took the first of many courses on business. These classes served as the catalyst for more opportunities, including access to more resources, advice on financing, leads to support groups (like the Mogulettes!) and the push she needed to move into the world of bookselling.

Two years ago Aurora didn't know the first thing about a business plan but now she has a firm grasp of the whole start-up process. She has an investor who believes in her vision, and is awaiting funding for the remainder of the start up costs. Below is her mission statement and goals:

La Casa Azul will be an independent bookstore/café, offering new and used books in English and Spanish. The store will offer a wide range of books and music from the United States, México, Latin America and the Caribbean. La Casa Azul will also carry Mexican jewelry, art and clothing. Our mission is to provide the community with contemporary bilingual literature, featuring works by Latino authors.

Our goals are:

• To provide culturally relevant books and events.
• To heighten community awareness and political consciousness regarding issues that affect East Harlem residents.

For more information about the store's grand opening, email: lacasaazulbookstore@gmail.com.

About Aurora:
Aurora Anaya-Cerda acquired experience in the daily operations of a bookstore during her employment at two independent bookstores. A graduate of UCLA, Aurora has a double Bachelor’s degree in History and Chicana/o Studies and a minor in Education. She taught middle school for 2 years and had been in the education field for the last 6 years. Since her arrival to New York in July 2005, she has been an active member of the East Harlem community as a participant and supporter of cultural and educational events.

Aurora is definitely on her way to becoming a full-fledged Mogulette, and I'm looking forward to attending her launch party!

If your business has experienced success or reached a highly anticipated milestone, let me know! Your stories inspire all of us, so please share them!!

Vision mapping

Melissa Zwanger spent years working for various Fortune 500 companies until a transformational trip to Hawaii made her realize her true calling. She now does counseling and coaching in the area of relationships and sexuality, and she incorporated her company, Transform Now, in 1994. We had the pleasure of listening to her tell her story at last week's meeting.
Melissa shares her vision with the Mogulettes

One interesting thing she revealed to us was how she came to an epiphany when preparing for her presentation to the Mogulettes. She found an old vision statement she had written over 10 years ago regarding her business, which she hadn't looked at in a very long time, and was shocked to see that almost everything she had wished for has come true, as if by divine intervention! She believes that our visions are the most important element in the business plan. Hers was one full, typed page, and it was written in the present tense.

Here's how she suggests you do it: first close your eyes and really imagine what it would be like to have the business you want to have - feel, hear, and see everything that is going on - and then write it down. List everything - from what products and services you offer to the types of clients you are attracting (not only demographics but also personality, age, culture, background, etc.) to the type of space you work in (how is it decorated? how large is it? where is it located?) - everything! This is a real fun exercise. It may feel like part fantasy, part wishful thinking but it's all about putting our intentions to the universe!!! Afterwards, share it with someone you trust (I'm planning on having a meeting just for sharing our visions!). And don't keep it hidden - carry it with you or tape it somewhere near your desk. That way you won't have to wait 10 years to see that miracles do happen...;)

Quote: "When you can picture the ending, the beginning is easy."

Core values: why Earthlink is a big fat liar

For over two months I have been utterly frustrated and infuriated by Earthlink. Back in December I finally gave in and signed up for their Internet phone service after repeatedly being hounded by telemarketers to open an account. But as soon as I tried to get help hooking up the device they sent me, that's when the trouble started. Getting through to technical support was like Mission: Impossible. I tried various times and ended up waiting on hold forever only to be disconnected at the end. Wow, if this was how it was going to be, I thought to myself, I better not switch. So I called them and was able to reach a live person who had no problem canceling my service. Phew! I felt relieved that I had averted that problem so easily.

A couple of days later, I tried making a call. Dead silence at the other end. I check the handset, the the wires, I try again. Nothing. No phone service. Aargh!! When I call Earthlink they inform me that my old carrier disconnected me because I failed to notify them that I wasn't going to switch. What?? No one told me that I had to contact my old carrier!! Then they said I'd get my service back quicker if I rejoined with Earthlink, so I agreed to go back. Whatever it takes to get my phone working! It actually ended up taking 10 days to get hooked up again...Double aarrgh!!!

A month goes by. I bump into a friend who said she'd been trying to call me that morning but got a recording saying that my number had been disconnected. Oh-oh... When I got home I quickly tested my phone. Nothing. I won't bore you with the unpleasant details but what followed was pure hell. I called customer support and tried to get help for three days, until I realized that with Earthlink, YOU need to be the technician. You can't just report the problem and have someone come fix it, like the old days. No, you need to wait forever on hold and then get transferred to a zillion places and then follow instructions from a person with a very thick accent that will make you fix the problem. It took almost three weeks to get my phone to work. Needless to say, I am in the process of switching to yet another carrier.

Why do companies push you into buying their products and services, then fail to deliver? Since I've been working on my own mission statement, I was curious to see what Earthlink's was. It says in their website: "We deliver a reliable and personalized experience our customers trust." Uh-huh. Right. Under "Core Values" they say: "We make commitments with care, and then live up to them. In all things, we do what we say we are going to do. " Liars! Big fat liars!

When I was putting together a list of core values for my business plan last week, I came up with these: integrity, honesty, quality, achievement, perseverance, flexibility, tolerance, respect, trust. These are the things I want my company to stand for, and having had this recent experience made me realize how important it is to keep those values alive always, and to not allow greed or fear of failure to cause me to use deceptive practices with current or prospective clients. No way, no how. So Earthlink taught me a great business lesson: what not to do. Here's another reason companies stray from the mission: Tony Bennett POV.

Existential angst

Who would have thought that defining our dreams would be so gut wrenching? My throat tightened as I recited my proposed mission statement at our second meeting. The words “what I want to do is…” brought up so much fear and dread in the pit of my stomach! It’s that voice inside my head that says, “Who do you think you are? You can’t do that!” Luckily my fellow Mogulettes set me straight with fabulous encouragement and support.

We were still not 100% clear about what our missions were by the end of the session, so I suggested that we each come up with 10 ways we can bring in income, without judging or striking out anything that seems too wacky or far fetched. I later found another suggestion from “The Girl’s Guide to Starting your Own Business”, which recommends making a list of values for your company, narrowing them down to a few core values and then formulating your mission from that.

Here’s a sampling of mission statements I gathered from various websites:
Starbucks:
Establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles while we grow.
The Gap:
Gap Inc. is a brand-builder. We create emotional connections with customers around the world through inspiring product design, unique store experiences and compelling marketing.
Yahoo!:
To connect people to their passions, their communities and the world’s knowledge.

More mission statements from Man on a Mission .

The whole process of thinking about my business brings up many more questions than the Mogulettes can answer, so another assignment we’re going to work on for next time is to find a mentor -a man or a woman that's successful in our particular field of interest and who might be willing to guide us. Related articles at StartupNation.com: How to find Business Mentor and Businessweek: Why You Need a Mentor.

Homework:
-List 10 things you can do to bring in income
-Look for a mentor
-Polish up your mission statement

Here are some more questions from the SBA website that we need to ask ourselves regarding our particular niche: (see full text here)

-Is my idea practical and will it fill a need?
-What is my competition?
-What is my business advantage over existing firms?
-Can I deliver a better quality service?
-Can I create a demand for my business?

The final step before developing our plan is the pre-business checklist:

-What business am I interested in starting?
-What services or products will I sell? Where will I be located?
-What skills and experience do I bring to the business?
-What will be my legal structure?
-What will I name my business?
-What equipment or supplies will I need?
-What insurance coverage will be needed?
-What financing will I need?
-What are my resources?
-How will I compensate myself?

"If you’re not following your heart, you’re living someone else’s dream."
Lyn Christian

Mission statements

Since we'll be focusing on mission statements at our next Mogulettes meeting, I did a little research and found this definition on the SBA site (see full text here) to be very helpful:

DEVELOPING A STRATEGIC PLAN

Mission Statement

The first step in the strategic planning process is an assessment of the
market. Businesses depend on consumers for their existence. If you are facing a rapidly growing consumer base, you probably will plan differently than if your clientele is stable or shrinking. If you are lucky enough to be in a business where brand loyalty still prevails, you may take risks that others cannot afford to take. Before you begin to assess the market, it is important that you complete a careful assessment of your own business and its goals.

The outcome of this self-assessment process is known as the mission statement. According to Glueck and Jauch (1984, p. 51), the mission can be seen as a link between performing some social function and the more specific targets or objectives of the organization. Another definition states that the mission statement is a term that refers to identifying an organization's current and future business. It is viewed as the primary objective of the organization (Rue and Byars 1983, p. 99). Because these authors are writing for an audience of managers or would-be managers of larger businesses, their definitions may sound a bit lofty. If, however, you go back to the earlier example of a successful small business, you can see it started with a aclear direction - what was to be achieved and, in a broad sense, how best to achieve it. While your own goal may be to survive, make a profit, be your own boss or even be rich, your business must first perform a social function, i.e., it must serve someone. Given this you must determine (1) the ultimate purpose and (2) the specific targets or objectives of your business.

Defining Your Business

A primary concern in defining a mission statement is addressing the question: What business are you in? Answering this may seem fairly easy: however, it can be a complex task. Determining the nature of your business should not be strictly tied to the specific product or service you currently produce. Rather, it must be tied to the result of your output -- your social function -- and the competencies you have developed in producing that output.

Management theorist Peter Drucker suggests that if the railroad companies of the early 1900s or the wagonmakers of the 1800s had defined their business purpose as that of developing a firm position in the transportation business, rather than limiting themselves strictly to the rail or wagon business, they might still enjoy the market positions they once did (Rue and Byars 1983, p. 101). The obvious concern here is to ensure that you do not define your business too narrowly, leaving yourself open to economic changes or competitive challenges that make you vulnerable. For example, an entrepreneur developed a device to provide greater security for homes and vehicles. But, by focusing on the product rather than the service it was meant to provide, he failed to consider other services that already provided essentially the same level of protection at lower costs.