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Break even does not scale

Photo Credit: JoePhoto

Tablets are the popular thing right now. Apple sells the iPad at a $499.00 starting point and Amazon is selling the Kindle Fire at a $199.00 starting point.

I read this nice article this week that points out the difference in business practices between Apple and Amazon.

According to the article:

Apple focuses on profitability for its hardware products with content providing a supporting role at much smaller margins, while Amazon is willing to sell hardware essentially at cost in order to support profitability in its massive shopping and content offerings.

There is a lesson to be learned in the battle between Amazon and Apple. While Amazon is apparently caving to the pressure to treat the Kindle products like a loss leader to grow customer base, Apple continues the time honored practice of making a reasonable profit on their hardware. Value is added by a community that creates extremely cost effective add-on’s.

Small business owners would be wise to follow Apple’s example and not Amazon’s.

Free and break even do not scale in the world of business. Amazon will probably get by with this because of their customer base, but as small business owners we cannot get caught in the tap of following Amazon’s example. All we will do is create downward momentum for our companies. As we drop our prices in an attempt to be more competitive (or carve out our own niche) we will only devalue our products and services, and our perceived value will go with it.

Amazon will suffer greatly if their customers purchase Kindle products but only use it for free content. With Apple’s approach they stay profitable regardless of the the way customers use the iPad.

Let’s keep the profitability of our businesses in our own hands, not the hands of our customers.

What if the other guy is losing money?

Photo Credit: 401K (click image to visit http://www.401kcalculator.org/)

“Integrity Counter Tops, this is James.”

“Sure, we make laminate counter tops.”

“Yes, self edge is eighteen per foot plus five per foot to install.”

“Okay, well if you need me to come out and do a bid just let me know.”

That is how I answered my phone the first three years I was in business.

I made a common mistake. I assumed that I could run my company with the exact same pricing as any other counter top company here in Kansas City. The problem with that mentality (and it is all too common) is not all counter top companies are the same. By having a ‘per unit’ pricing model I was stifling my company in a couple of ways.

First, I was unaware of what my real cost was on every job. Secondly, by having a ‘per unit’ pricing structure I went on less actual house calls. I set myself up to be exactly like every other counter top company here in Kansas City. My personality and style did not stand out because I relinquished control of my prices and put them in the hands of the customer. The last thing I needed was customers sitting at home figuring my prices for their jobs. Unfortunately many other small business owners do this same thing every day.

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When time > money

Photo Credit: kpcauchi

He stormed in the front door of the shop. After a quick glance around the room he barked loudly at the lady behind the counter.

“Hey, do you unlock cell phones here?”

“Yes we do.”

He left the building, and headed down the row of shops. About five minutes later he walked back in.

“How much do you charge?”

She spun around right where she is standing and walked into the back room. After returning she had his answer.

“It is fifteen dollars.”

Again he left the store and went back down a few doors. Five minutes later he bounced back in the door.

“I do not have much, can you help me out here?”

A voice emerged from the back room.

“Tell him we can do it for ten!”

“We can do it for ten.”

“Alright, thanks.”

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Do what?

Photo Credit: left-hand

From the youngest age I believed there was more to life than vocation. Because of this I have made some strange decisions during key career moments.

In 1996 I was working as a nurse for a hospital here in Kansas City. We were in the middle of converting our medical documentation system over to a computer based system. The company that was doing the work had a reputation of hiring medical professionals from various facilities to join their installation team. The job paid twice what I was making at the time. Before this company even arrived I decided to make myself stand out as someone they needed for future installs. The installation process was only a week long process, and at the end they approached me and asked if I would be interested in joining the team; I told them yes. The interview process took two days. If the department heads liked you then you were invited back for a second day to be interviewed by the COO and CEO. I made it through day one and a week later was invited back for my second day.

“The CEO likes to ask really strange questions”, everyone kept telling me. I was a nervous wreck. This was by far the biggest career opportunity I had ever faced. I really wanted to succeed! I met with the COO; we had a nice visit. After talking with him I went to lunch with some of the other staff. Everyone continued to warn me about the strange questions that the CEO would be asking after lunch.

I met with the CEO in a small meeting room. There were no decorations; just a small table, a few chairs and a door with a glass window. The first ninety minutes of the interview were weird just because it was so long. Other than that, it was uneventful. The end is where it got strange. The CEO looked at me and asked: “What is the best decision you have ever made in your life?” I leaned back in my chair and prayed: “God, is this one of ‘those’ moments? Is this guy going to think I am a nut if I answer this honestly?” My pulse shot up and time slowed to a crawl. I looked the CEO in the eye and said: “Asking Jesus to be my personal Lord and Savior and dedicating my life to Him.” He looked back at me; said, “Okay” and we continued the interview.
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Give me what I want

Photo Credit: The Barefoot Executive

There are 2 banks where I live. One of the banks I used for my business. They don’t come across as all that particularly friendly. It’s not so much the staff, really. They are just part of a very large group of banks in Kansas City and it just feels like this branch has had the life sucked out of them by corporate mandates. They can’t seem to make a decision without first consulting the manual. They do have all the amenities you would expect from a bank. That’s why I used them for my business.

The other bank is quite different. It has been in Oak Grove for over 100 years. My wife and I have had some kind of account there since we were both kids. They know us by name, ask about our parents and for the most part getting anything done inside the building is a complete joy.

We have two accounts currently. One for or normal banking and one for our emergency fund. Last week when I got my bank statements a flyer for getting a loan at the bank dropped out of the envelope. This is normal, right? I mean, that’s why this bank is there. They want their customers to have more than a checking account. They want us to walk in the front door to borrow money. The only reason they let us even have a checking account is in the hopes that we will come in the front door to borrow money. A checking account, for 95% of the account holders is nothing but a loss leader. Banks don’t make money on deposits into checking accounts. Most people keep such a low balance that there isn’t much they can do with the cash.

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You’re fired!

Photo Credit: 28misguidedsouls

This isn’t a post on how to fire people. Frankly, I don’t feel I was any good at it. I didn’t believe in re-hashing old issues or bringing up new ones. I usually just handed them their last check and told them we were moving in a new direction. I certainly didn’t spring it on them over one issue so most weren’t surprised.

I will share one story with you where I feel I did it correctly and then explain why I’ve decided I was right.

This was during the early stages of owning my business. Probably the fall of 2005. I had put out the word through the local state employment office that I was looking to hire. Someone had applied with what I considered an adequate resume. He had been in charge of several family owned facilities. He was the head facilities manager and claimed to have done a little of everything including cabinet installation (our specialty). It was apparent after a couple of days on the job that he wasn’t as knowledgeable as he claimed and by Friday I printing up his check and sent him on his way. It didn’t go over so well with him as he felt I didn’t give him enough time to figure things out. We never give anyone new something too complicated. This gentleman couldn’t even trim out a window seat by himself. During the interview process I was given the impression his experience level was well beyond this task.

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3 books for new business owners

I was asked this question via email this week.

James,

If you could recommend 3 books to a new business owner that would lay a foundation for their progress, what books would they be?

Rather than just respond to him I thought I’d write something that I could direct other readers to.

It’s a good question and if you ask ten different people you will certainly get ten different answers. In fact, I have no doubt that I’ll probably answer this question differently in a year and probably would have answered it differently a year ago.

Here is my list of books and some reasoning behind the choices.

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How to look like an idiot while on the job

1. Stand around with your mouth wide open

Photo Credit: Tamboko

This one confuses me. Can’t you tell if you leave your mouth open? Mine gets kind of dry and I just feel dumb doing it. Still, I see it all the time on job sites. Please, put a piece of gum in there if you need to. Anything is better than waiting for a bug to land on your tongue.

 

2. Wear pants so loose that I can see your international date line.

Photo Credit: My wife's camera and an Olive Garden!

This one is confusing too. This is a hint that maybe you’ve had some kind of injury that keeps you from sensing temperature or something. Here’s a hint. If you have to pull up your pants every time you stand up….you are probably showing the dark side of the moon without knowing it.
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Your kids and your business

Photo Credit: St0rmz

Passing your business on to your kids is overrated. Anytime I hear someone tell me about how that’s their ultimate goal with their business I smile, but inside it’s not a smile but more of a smirk.

Over the last 20 years my dad and I tried everything under the sun to have me take over his company. We never pulled it off. Like any father-son relationship we’ve had our periods of getting along and not getting along.

What really got between me taking over the company was our polar opposite personalities. My dad is a ‘get in there and get your hands dirty’ type of a business owner. He’s one that is so in love with the product that he is delivering that he is 100% convinced that, as the owner, you need to be on the production line as much as possible. It’s his belief that through direct involvement on the production side it’s possible to be the most profitable.

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Does a fancy truck help or hurt your business?

Photo Credit: The Silver Brick

I run into this debate quite a bit. Whether or not you should get a newer truck or an older one.

Older truck argument:
Pro: It doesn’t matter what you drive as long as you do good work.
Con:  Customers will think you’re not successful and don’t have the talent to do their work with a high level of quality.

Newer truck argument:
Pro: Customers will be able to see that I’m successful and do good work.
Con: Customers will think you are overpriced and won’t want to use you.

I think both of these arguments have misplaced focus.

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