Sunday, 29 June 2008

Startup Profiles - Myschooldirectory.org

What: School directory sponsored by local businesses
Who: Gene Haba Jr. of Myschooldirectory.org
Where: Bridgeport, Connecticut
When: Started in 2004
Startup costs: Six figures

  
After 20 years as a national consultant for the Yellow Pages, it was no surprise when Gene Haba Jr. volunteered to create a parent directory for his daughter's school. But what had started as a simple project quickly turned into a substantially larger idea. Haba, 51, created a directory listing family contact information and using advertisements from local businesses.

"As I dug deeper into it, I started to see a bigger vision," he says. "Rather than just printing a directory, I saw the opportunity to turn it into a fundraiser." Haba noticed that parents were unhappy with the demands of current fundraising programs, which usually involved going out and selling something. In response to their concerns, Haba founded Myschooldirectory.org.

The directory is distributed for free to every family and faculty member. Funds are raised by parent volunteers selling $50 listings to businesses that have been recommended by families; about 80 percent of revenue goes back to the school. Other families, schools and businesses can visit the site for information about starting the program in their area. "The directory is bringing the community together," says Haba. "It's building value and building community." 

At his daughter's school, 173 businesses advertised in the directory raising $10,287 for the 2007-2008 school year. For 2008, Haba hopes to create directories for 150 schools and projects sales of $250,000. In the future, Haba also hopes to turn the business into a social networking site: "I want to be the MySpace or the Facebook of the school market."

[Via - Entrepreneur Magazine

ChefsLine.Com Success Story

 

What: Interactive cooking community
Who: Jennifer Beisser of ChefsLine Where: New York City
When: Started in 2006 Startup Costs: $61,000

Jennifer Beisser, who had a demanding job doing nonprofit community work, found she had little time to spend in the kitchen. Beisser, 39, started wishing she had professional help, which would motivate her to cook more often. Her big idea came on Thanksgiving Day while listening to her husband talk to his chef friend on the phone. Beisser began to wonder if getting cooking advice could always be that simple. 

In 2006, Beisser quit her job and devoted her full attention to launching ChefsLine, a subscription-based company with a mission to empower everyday people to become their own personal chefs. Through ChefsLine, members receive cooking and menu planning advice from professional chefs, either by phone or over the internet. "[Americans] are super interested in food, but that doesn't mean we can get food on our table," says Beisser. "We need to sit down together as families and enjoy that time." 

With a dietitian, a nutritionist and even a wine consultant on staff, Beisser's aim is for ChefsLine to be able to help with any cooking question or party planning need. For $15, users receive 30 minutes with a live coach online or over the phone, and for a $34.95 a month membership, they have unlimited access to the hotline and can even take a cooking class by webcam. The website also allows members to post questions for the staff.

In the future, Beisser hopes to expand internationally, adding chefs from other countries to the current staff of 25. With about 500 calls per month and a growing membership, 2008 sales projections are more than $200,000. Overall, Beisser loves that cooking no longer has to be a huge production. "I can now whip out a dinner party in a minute," she jokes. "It's 9:30 at night and I haven't cooked yet; I pick up the phone and know I'm going to have a really fun conversation."

[Via - Entrepreneur Magazine]

Tuesday, 24 June 2008

Pokad.Com Review

Pokad, as the name suggests (poker + advertisement) is an ad network for gambling sites. Essentially, since only gamling is not always legal in all countries, Google, Yahoo and other major ad networks tend to shy away from the niche. In fact, they won't approve ads for casinos.

This is why gambling attracts a wide variety of niche players. Pokad.Com is one of them.

Essentially, you can register either as an advertiser or as a publisher. I assume that most readers would be interested in the publisher side. So what does PokeAd.Com has to offer to you?

Payments are done by Check, Wire Transfer or Paypal, which is pretty standard. What is unusual, however is the commission structure - it’s based on your sites traffic stats. You can choose fixed rates or you can get a special deal based on your traffic history.

I am aware of no networks that offer fixed rates for ads. And if the rate is reasonable, that might be very beneficial.

If you run a gambling site, here is what Pokad.Com offers - target Channels - Poker, Casino, Sportsbetting, Bingo or just Gambling. This is important, since gamblers tend to be activity-specific.

PokAd allows you to display your ads within a geographic range you determine. Simply choose your geographic targeting and we will show your ads only to users located anywhere in the countries you selected.

And it's pretty cheap to try, too. The minimum deposit is $10 and you get at five dollar signup bonus. So you can try the service without any risk.

Monday, 23 June 2008

Becoming A Millionaire Before You Turn 21

Go With The Flow

By age 16, Doherty left school (with his parents' blessing) to work on his jams full time. In early 2007, Waitrose, a high-end supermarket in the U.K., approached Doherty, hoping to sell his Superjam products in their stores. Within months there were Superjam jars on the shelves of 184 Waitrose stores, hoisting Doherty and his business to new heights.

Doherty borrowed 5,000 pounds (about $9,000) from a bank to cover general expenses and more factory time to produce three flavors: Blueberry & Blackcurrant, Rhubarb & Ginger and Cranberry & Raspberry. Tesco followed, adding Doherty's products to 300 stores across the U.K. In March, Superjam will launch at Tesco in Ireland.

Last year Superjam hit $750,000 in sales and is on track to double that in 2008 (about 50,000 jars a month). Based on a reasonable valuation multiple of one times revenue--jelly-maker J.M. Smucker trades at 1.2 times sales--Doherty's 100% stake is worth in the neighborhood of $1 million to $2 million.

Not bad for a 19-year-old. Doherty's recommendation to other young entrepreneurs: "Have an attitude of adventure, and enjoy the journey."

Double Down

Cameron Johnson truly took that perspective to heart, parlaying one hit into the next. Back in 1994, when he was just 9, Johnson launched his first business out of his home in Virginia, making invitations for his parents' holiday party. By the seasoned age of 11, Johnson had saved up several thousand dollars selling greeting cards. He called his company Cheers and Tears.

But the little guy didn't stop there. At age 12, Johnson offered his younger sister $100 for her collection of 30 Ty Beanie Babies, all the rage at that time. The young entrepreneur quickly earned 10 times that amount by selling the dolls on eBay. Smelling potential, he contacted Ty and began purchasing the dolls at wholesale wit (nasdaq: h the aim of selling them on eBay and on his Cheers and Tears Web site.

In less than a year, Johnson banked $50,000--seed money for his next venture, My EZ Mail, a service that forwarded e-mails to a particular account without revealing the recipient's personal information. He hired a programmer to flesh out his idea, and within two years My EZ Mail was generating up to $3,000 per month in advertising revenue.

Be Fearless

Johnson still wasn't done. In 1997, he joined forces with two other teen entrepreneurs, Aaron Greenspan and Tom Kho, to create an online advertising company called Surfingprizes.com, which provided scrolling advertisements across the top of users' Web browsers. Those who downloaded the software received 20 cents per hour (a tiny fraction of the value to the advertiser) for the inconvenience of having ads splay across their computer screens.

The boys employed a classic pyramid strategy to spread the service. Users who managed to refer Surfingprizes.com to a new customer would nab 10% of that new person's hourly revenue.

But Johnson and company didn't just sell software--they wanted a piece of that juicy ad revenue too. Their solution: partnering with companies such as DoubleClick, L90 and Advertising.com that could sell the ads for them. Under the agreements, the middlemen would collect 30% of any ad revenue sold, while the three boys split the remaining 70%, out of which they paid those referral fees.

"I was 15 years old and receiving checks between $300,000 and $400,000 per month," says Johnson. At 19, he sold the company name and software (but not the customer database) to an undisclosed buyer. Says Johnson, "Before my high school graduation, my combined assets were worth more than $1 million."

Now just 23, and with other ventures under his belt, Johnson spends his time giving speeches and promoting a new book. "Put yourself out there," he advises. "Don't be afraid of rejection. Don't be afraid to ask anything."

Stick To A Vision

At 15, Catherine Cook and her brother Dave, 17, were flipping through their high school yearbook and came up with the idea to develop a free interactive version online. In 2005, the two convinced their older brother Geoff, a budding Web entrepreneur himself, to invest $250,000 and his time to help them launch MyYearbook.com, a social-networking site based in Skillman, N.J.

Soon after, the Cooks merged with Zenhex.com, an ad-supported site where users post a variety of homemade quizzes, more than doubling the number of eyeballs taking in their site. But when they tried to expand even further, they hit some snags. Potential investors wanted to move the company's headquarters to New York (the Cooks wanted to stay put). They also wanted to have ads appear on users' personal profile pages (the Cooks didn't).

Good thing the Cooks stuck to their vision. By 2006, MyYearbook had raised $4.1 million from the likes of U.S. Venture Partners and First Round Capital. Since then, the site has attracted such advertisers as Neutrogena, Disney and ABC; has grown to 3 million members worldwide; and rakes in annual sales in the "seven figures," says Catherine.

How to compete in an industry dominated by MySpace and Facebook? Mine a niche. "[Our site is] specifically for high school students, and we really listen to the suggestions of our members," says Catherine.

While the Cooks decline to discuss the value of their stake in the business, one MyYearbook investor (who agreed to speak only if unidentified) claims the Cooks' chunk is worth "well over $1 million."

Seven figures is real money to anyone, let alone a teenager. Yet despite their heady success, all of these young world-beaters seem to remain--refreshingly--kids at heart. "I'm not driving around in fancy cars," says Doherty. "I'm in it totally for the adventure."

Profits and perspective: Sounds like a recipe for even greater success in the decades to come.

[Via - Forbes.Com]

Wednesday, 18 June 2008

Do You Have an Invention?

The National Dialogue on Entrepreneurship’s latest newsletter has an interesting call to inventors (and educators):

If you’ve got a good idea for a new product or technology, you might want to check out some interesting grant programs sponsored by the National Collegiate Inventors and Innovators Alliance (NCIIA). Funded by the Lemelson Foundation, NCIIA now operates three separate grant programs that provide up to $50,000 to support efforts that move innovative products or technologies from the idea stage to prototype. They can also provide grants for innovative education programs focused on the same goal of moving ideas to commercialization. This is a great opportunity for colleges, universities, research institutions and their students. A new round of funds has just been announced, with deadlines in the fall and winter of 2008.

Looks interesting. You can find out more about this at the NCIIA grants page.

 

Call For Home-Based Biz Tax Break

A New York congressman has introduced a bill that would offer a standard $1,500 deduction to taxpayers who work out of an office in their homes.

The bill from Rep. John McHugh, a Republican, is backed by the National Association for the Self-Employed. It also has won the support of the U.S. Small Business Administration's Office of Advocacy.

Taxpayers currently can take a deduction for home-office expenses if they use part of their home exclusively for business. But less than half of the people who would qualify for the deduction take it, according to the IRS' taxpayer advocacy office, because of the law's complexity and strict record-keeping requirements.

A standard deduction of $1,500, which would rise in future years along with inflation, could encourage more small-business owners to take the deduction, McHugh says in a release. It also would be optional, allowing business owners to continue to itemize their deductions if they want.

According to NASE's Web site, this is the third effort backed by the organization to simplify the home office deduction. The previous two attempts failed amid concerns about revenue and taxpayer abuse.

 

Tuesday, 17 June 2008

Dad: An Entrepreneur's Secret to Success

Entrepreneurs often get a helping hand from their parents. In honor of Father's Day, we asked successful business owners how their fathers helped them succeed in business. The responses contain nuggets of wisdom any entrepreneur can learn from.

Anne Beiler, founder of Auntie Anne's, inherited an ethic of hard work and risk-taking by watching her dad bring up eight kids on the family farm. Black Enterprise founder Earl Graves learned to dress sharply to win respect in the business world. And Travelocity CEO Michelle Peluso's father taught her that building a lasting enterprise is more important than turning a quick profit.

Guiding without meddling

Jim Koch, founder and chairman of Samuel Adams, built a craft beer empire on the family lager recipe his father retrieved from his dusty attic. Koch's father supported his son's venture although he thought it was foolish for him to leave a corporate career (BusinessWeek, 3/15/07) and try to break into a beer industry dominated by mass-market brewers. The elder Koch had abandoned brewing three decades earlier and believed his son's business degree and lucrative consulting job would provide a better life than making beer.

"My father was very proud of that and thought that getting back into small-scale brewing was just really stupid," Koch says. But the family recipe became a hit. Now Koch's father sits on the board of the $341 million Boston Beer Co. (SAM).

A dad's entrepreneurial spirit can rub off on children as well. Ivanka Trump still has a hand in the family real estate empire, but last year she launched her own jewelry line and retail store. Her magnate dad guided her without getting in the way. "My father allowed me to learn by doing while always watching and making himself available should I need advice or counsel," says Trump.

Catherine Keane: Tapping a Lucrative Ipod Niche

Ipods are the hottest music accessories today, with the signature white earphones showing up everywhere from subways to streets to offices. In March 2008, about 170 million Ipods have been sold worldwide.

Given the popularity of this product, it is no wonder that service industries revolving around Ipod would crop up. HungryPod.com, a business that converts CDs into MP3s that can be uploaded to Ipods is one such example.

Catherine Keane, then 23, started HungryPod.com in September 2004 after hearing an acquaintance pay $500 to convert her CDs and load them up to her Ipod. She initially provided her services in the New York area, later branching out to the Web through her website HungryPod.com.

Her niche business grew primarily through word of mouth, Craigslist ads, and a 2004 New York Times article. In addition to CD conversions, she also offered music consulting services by selecting songs for her clients and buying them in iTunes. Her business soon earned revenues of more than $100,000 a year, employing three people.

In May 2008, Catherine sold her HungryPod business for an undisclosed amount to competitor Moondog Digital. But Catherine has shown that money can be made with the right niche business.
 

How two U.S. entrepreneurs cracked the Moroccan property market.

FEZ, MOROCCO (Fortune Small Business) -- It's slow progress at best, strolling through the Fez medina with David Kellar and Brian Smith.

The heavily laden donkeys don't help. Nor do the boys playing pickup soccer games, or the shopkeepers who spread their wares in the cobbled alleys of the medieval walled city.

But what slows you down the most is that Kellar and Smith seem to know everyone. Just a few minutes into our walk, they've already greeted half-a-dozen merchants, their banker, and one of their property managers. Each encounter requires hearty exchanges in Arabic and in some cases kisses planted on the other man's cheek, in true Moroccan style. It may not look like it, but the pair are hard at work.

"Fes Properties," says Kellar, "wouldn't work without our having the local language - and local relationships."

It's a clichй to say that business hinges on relationships, but they're priceless in the Arab world, particularly in close-knit communities such as the Fez medina. So it's all the more remarkable that Smith, 32, a burly, blue-eyed business graduate from Nebraska, and Kellar, 35, a former actuary from North Carolina, have penetrated the medina's byzantine property market.

Fes Properties ("Fes" is an alternate spelling of "Fez"), the medina's first foreign-owned real estate firm, specializes in selling and renting traditional Fez townhouses, or riads, to American and European clients. Before the duo started the business three years ago, the local property market was dominated by local brokers. Their designation, simsar, means "agents of poison" in Fez dialect. As the name suggests, real estate brokers are viewed with disdain in Fez: Professional training is nonexistent, and trade ethics vary widely. Barriers to entry are low: Simsars range from well-established agents to the local vegetable seller with a tip that a widower on his street wants to sell.

Foreigners shopping for property frequently meet nasty surprises: Morocco must be one of the few markets on the planet where sellers tend to bargain up, starting with low sell prices that they increase as negotiations proceed.

"I kept hearing stories of Americans getting ripped off," said Kellar. "I met a guy last night who assumed he was buying a whole house. Turns out he only got the top story."

Enter Fes Properties, dedicated to providing "a cultural bridge between Eastern sellers and Western buyers," according to its brochure. The partners spend a great deal of time explaining Moroccan culture to Western clients. Kellar's PDA, for example, is programmed to translate dates between the Muslim and Christian calendars.

Nevertheless, much can be lost in translation. One British client walked out of a closing after mistaking a characteristically animated Arabic chat between sellers for a fight. That deal fell through, but the business is growing quickly from a small base, say the partners. Their combined net income has yet to break six figures, but they enjoy a comfortable lifestyle, thanks to Morocco's low cost of living and the absence of corporate pressures.

Several other Western property firms have followed Fes Properties into the local market. Century 21 set up shop last year, complete with glossy brochures, computerized window displays, and plans for two more Fez branches. Some riads have doubled in value over the past few years, but prices are still reasonable compared with Europe and even go-go Marrakesh. Today unrestored riads start at around $40,000, but restored ones can easily fetch $650,000.

As rising prices squeeze European second-home buyers out of Italy and Spain, sunny Morocco is suddenly on the international property map. King Mohammed VI has made tourism a pillar of the economy. Government goals include creating six new seaside resorts and increasing annual tourist traffic from eight million this year to ten million by 2010. Mick Jagger owns a house in Marrakesh, and Virgin founder Richard Branson runs a boutique hotel there.

But Fez lies farther off the beaten path. There's less pollution and less hassle for tourists. The Fez medina - one of the largest medieval Arab cities still standing - is a no-go area for cars.

"We don't want Fez to become another Marrakesh," Kellar says, as solemnly protective as a true Fassi, or Fez native. "We're fighting to maintain Fez's unique culture."

Banani Idriss, a longtime simsar, argues that foreign interest in the medina bodes well for its preservation.

"They may have increased the prices," he concedes, sitting in his medina cubbyhole with a few rusty keys hanging on the wall. "But they keep the traditions."

Morocco has long drawn American visitors, from expatriate writers such as Paul Bowles to Getty heirs, Jimi Hendrix, and countless cannabis-addled hippies. But Kellar and Smith are businessmen, not bohemians. Saturdays bring basketball games; Sundays, church. Smith started out in Fez in 2004, studying Arabic and working at an American-owned travel firm in the city. Kellar arrived with his wife and baby son in 2003. He worked as a tour guide and then spent a year studying Arabic.

In 2006 budget airlines opened direct routes from European capitals to Fez, creating a stampede of aspiring investors. Britons were particularly keen, drawn by popular reality shows on British TV that showed their countrymen hitting property pay dirt in Morocco.

"It was like a gold rush," Kellar recalls. "We were actually discouraging buyers who arrived with expectations of buying palaces for nothing."

Chief among the challenges: mediating between Western and Moroccan business cultures. Common scenario: Kellar and Smith would be briefing European house hunters in their tiny office. Suddenly an eager Moroccan seller would walk in. Adhering to the spontaneous business culture of the medina, he'd want Kellar and Smith's immediate and undivided attention for his house down the street. That rarely went down well with European clients who'd booked appointments weeks in advance.

The frenzy wore them down. "We weren't smart enough to know not to treat every client like a Donald Trump," Kellar says. "Half the time they just wanted free tours of Fez."

To work smarter, Kellar and Smith decided to focus more on property development. They're currently working with two hotel chains keen to set up in Fez, a British couple interested in starting an eco-hotel, and developers who want to build 20 villas with pools outside Fez, in the mold of highly successful developments near Marrakesh.

"We've learned the value of maintaining a limited clientele base," says Kellar.

On the job, Kellar and Smith seem more like anthropologists than property brokers. They invest time parsing kinship networks and tracking local gossip while remaining sensitive to the etiquette of Fez, a formal and stratified culture that Kellar recognizes from his upbringing in the South.

At a stunning 18th-century property that they're renovating for a longtime client, the partners stand in a tiled and cedar-paneled courtyard, avidly discussing wall cracks with their structural engineer, Zina. Kellar falls silent as the foreign-educated Zina, chic in stiletto heels and jeans, talks shop with a plaster-dusted workman.

"Watch how she's deferring to him, being so polite, asking to talk to the 'expert,'" he notes, sotto voce. "She can't come in with her guns blazing - they're going to have to work together for a long time."

Closing property deals requires the skills of a shuttle diplomat. Most medina houses have multiple owners from extended families. All must agree to sell and then appear in person to sign the contract. When far-flung siblings, cousins, and (sometimes) multiple wives all own slivers of a property, drama is more the rule than the exception.

In one case all 21 owners of a house had agreed to sell, save for one cousin who was nowhere to be found. The deal stalled for months while the other owners tracked him down. Kellar and Smith often deal with poor relatives who are desperate to sell, only to be foiled by rich relatives who wish to hold out for a higher price. Feuding family members sometimes refuse even to stand in the same room during contract signing.

"It's hairy," says Kellar. "Sometimes I feel like a family therapist."

[Via - CNNMoney.Com]

The Craziest Way To Buy A Lobster

For USD 2,995, consumers can own a Maine lobster trap and all the lobsters it catches for an entire year through the Premium Trap program from Catch a Piece of Maine. As "partners," as the company calls them, customers of the program are assigned a dedicated lobsterman who will fish their trap throughout the 32-week season.

Everything he catches is tracked with a colour-coded band placed on the lobsters' claws, and all data is recorded online so that the partner can view their trap's activity, manage their catch and schedule shipments from anywhere. As lobsters are caught by the trap, the partner's account grows; as lobsters are requested for shipment, it decreases again. Lobsters can be shipped in batches of four as soon as they are caught, or they can be saved for later (in which case the company will substitute one just caught for the original); either way, details are included on when, where and by whom they were obtained.

Catch a Piece of Maine guarantees at least 48 1.5 lb lobsters for each partner—totalling over 70bs.—and also 12 lbs. steamer clams, 12 lbs. mussels, and 48 servings of Maine-made desserts over the course of the year. All shipments are sent via FedEx overnight delivery throughout the continental U.S.; shipping costs are included in the fee. Partners are even invited to come aboard the company's lobster boat in Maine if they can, to meet the lobstermen and experience the harvest first-hand. Corporate gifts and single-meal orders are also available, and Catch a Piece of Maine donates 10 percent of its profits to the Gulf of Maine Research Institute, educating 5th and 6th grade students about the Maine lobster industry.

At a time when local fishermen are struggling to make a living, Catch a Piece of Maine's partnership program allows lobstermen to receive a premium for their product while also preserving their sustainable fishing methods, the company says. No less significantly, it also gives consumers an active hand in what has typically been a hands-off business. Finally, it dovetails nicely with the still made here trend, giving consumers a geographical connection and a story to tell about the source of their food.

[Via - SpringWise.Com]