As we celebrate the 100th anniversary of the women’s right to vote, I think it’s an appropriate time to talk about something we all know exists even if it’s not right at the forefront of our minds. This is a topic that seems to be part of a broken record, and one that you’ve more than likely heard before. What I am talking about is the unfair disparity between the sexes when it comes to wages, and why women still make less than men in the workforce.
At long last, it’s nearly National Small Business Week.
After getting delayed because of the coronavirus pandemic, National Small Business Week presented by the US Small Business Administration will happen between Sept. 22-24 this year. And like so many highly anticipated and exciting conferences and events for small businesses in 2020, NSBW will be an all-virtual event.
But that only gives you a better chance to participate and share in the fun. That includes attending several virtual events hosted by the SBA. And you still have time to register. Check out our report on these events and find out how to sign up: It’s Time to Register for National Small Business Week Virtual Events.
And for the rest of the week in small business news, check out our weekly roundup below.
When 1 in 4 or 25% of respondents say they cannot remember changing their online password, there is cause for concern. The data is from a new survey and report from PC Matic looking at the struggles with password management. PC Matic Online Passwords Survey Businesses and individuals must take more precautions.
Voodle has announced the launch of its free video sharing application for desktops and Android devices. According to the company, the app will help enhance communications among teams that work remotely. Voodle lets teams communicate using short videos rather than text-based instant messages. Videos are limited to 60 seconds.
Purewrist, a fintech company, has announced the launch of its new mass-market wearable, Purewrist GO bracelet. Purewrist GO allows users to make contactless payments without the need to touch cash or a card. With this offering, the company looks to help businesses put at ease consumers’ concerns over COVID-19 safety measures.
Are you facing a dilemma – to hire a freelance developer or not to hire a freelance developer? If yes, then you can go ahead with a freelance developer without pondering any further. According to the latest report from Lemon.io, 71% of respondents confirmed that their previous experience of working with freelance developers was good or very good.
A new QuickBooks report reveals 23% of small businesses starting in the next 12 months will have a completely remote workforce. This is primarily driven by the impact of COVID-19 on the work habits of most employees and businesses.
The new Fiverr Business platform stresses the importance of team collaboration at a time when more people are working remotely. Everyone from small businesses to large enterprises are allowing their teams to work remotely because of the pandemic. And this has created the need for a more effective collaboration platform organizations and their teams can access from anywhere.
Nearly 1 in 5 (19%) of consumers plan to purchase more from small local businesses this holiday season. Almost half of shoppers say they will be willing to shop in-store if retailers offer contactless pay options this winter. Over two-thirds (77%) of consumers want masks to be mandatory at local retailers during the holiday season.
Many Americans remain hesitant about dining in during COVID-19 and are turning to takeout, even as lockdown restrictions ease and restaurants welcome customers back, said a recent report. The good news for small businesses is that most are ordering from local restaurants instead of large chains.
With working from home the new norm, hackers are exploiting weaknesses in new working practices. The sharp increase in hacking and phishing activity has shone the light on the importance of cyber security. Exploring the risks surfacing in the post-COVID economy, Data Connectors have compiled an infographic. Data Connectors are providers of the largest cyber security community in the US.
According to a new research from INFORMS Journal Information Systems Research, better management of customer care on Twitter is responsible for a 19% increase in customer satisfaction. An increase of almost 20% is amazing for any positive business metric. But, when it is in customer satisfaction, it is that much better.
Alignable was established to nurture the relationships small businesses have with each other and create new ones. These relationships help local businesses grow and succeed. Alignable is the platform where they can come together to make this happen.
If you’re a lawyer, were you aware Reddit could be a good way to boost your business? Now, you may be asking yourself, “What’s Reddit?” Reddit calls itself the “front page of the internet” but it’s really just a collection of communities, called “subreddits” where users participate in threaded discussions on topics of all kinds.
It would be tough to find a business that hasn’t been negatively impacted by the pandemic. Restaurant businesses are among the hardest hit. Ironically, although the restaurant business can be extremely competitive, owners are sharing information with the goal of helping each other survive.
This year will probably go down as one of the most difficult years for every small business owner in their memory. But like most economic disruptions, new opportunities are now available. On the Small Business Radio Show this week, Carissa Reiniger started Small Business Silver Lining with a mission to help small businesses become more profitable and sustainable.
Have you got an idea about creating a website in the ongoing pandemic? If yes, then you are not alone, my friend. According to the latest survey from WebsiteToolTester, 40% of those surveyed have considered creating a website for a business or hobby since the pandemic started.
Work as we know it has undeniably changed and most businesses have had to adapt to working remotely. However, with the future still unclear, it’s important to adjust your business to fit working remotely indefinitely, returning to work, or a mix of both.
Brian Solis keynote speaker on innovation and exponential business
Singularity University is now featuring articles on its SU Blog by Brian Solis. His contributions will focus on exponential innovation, business transformation and digital anthropology.
Layoffs, furloughs, and cutbacks. You might be thinking that now would be a great time to consider a new career in sales—and you should.
Could you make it in sales? While not everyone is suited for a sales career, it is possible—even if you have to make the transition from a different career. Here is how to successfully interview and land your first job in selling.
Consider it your first sale
You might think that only people who have sales experience will be considered for a sales position. That might be true. But your job, if you’ve never sold anything, is to start selling yourself for this selling position.
Think of your job interview as your first sale. You are the product. Tasks that people perform in other professions are also required in selling: The ability to work with others. Being able to communicate new information. Organizing and controlling activities during the work day.
Come prepared to the job interview
You will be judged on how you prepare for your sales interview. The amount of preparation that you put into your interview will demonstrate your approach to selling. Unprepared candidates are not going to get hired. Knowledgeable, prepared candidates will more likely be judged as having the skills that can transition to successful selling.
Research everything you can about the company—its products, its customers, and its competition. Know whether its industry is in decline or on the upswing. If you’re Googling for information, make it a deep dive and go through 10 pages of Google results. Prepare your questions. Just be sure that what you ask is something you could not have learned before the meeting.
Be able to prove you have selling skills
One question you can ask is what kind of skills the company is looking for in a candidate. You may hear things like flexibility, high energy, a willingness to learn, a person who’s a self-starter. Once you know what the company wants, your work begins.
Your job now is to demonstrate how any relevant experiences you may have translate to the skills they are seeking. One example could be how you enrolled in an online class to learn a skill that would enhance your job performance at the time. Taking the class wasn’t required, but you recognized the need for improvement and that the enhanced skills would make you a better worker. You also took the class at night by rearranging your schedule. Enrolling in the class demonstrates your high energy, your being a self-starter, and your flexibility since you rearranged your schedule. You don’t have to have selling experience to be considered for selling—you just have to be able to prove you have selling skills.
Successful salespeople are great listeners, so during your interview demonstrate that you are a good listener. Asking for clarification of a question demonstrates this. Don’t assume you know what the interviewer means by certain questions. “Tell me about yourself” can be answered a lot of different ways. Answering with “Would you like to know more about my business success or something else?” shows you want to give a targeted answer. It shows you are listening.
Arriving at the appointment 15 minutes early is another way to demonstrate you may have the skills to be a successful salesperson. Bring a folder, portfolio, or something that looks neat to hold your list of questions. You could also have your questions on a tablet or cell phone. With your list of prepared questions, you want to demonstrate that you are organized and you can efficiently and effectively handle a sales call.
I also like to end each sales meeting with this question: “Was there any question that I should have asked that I didn’t?” Here you sometimes will learn some piece of useful information; other times, you will hear, “No, you have asked all that I can think of.” Either way, this shows you were prepared.
Should you be in sales?
Sales is a fabulous career. Too many people have misconceptions about selling so they won’t consider it as a likely career choice. Selling is about helping customers make great buying decisions—it’s not about manipulating and coercing people. And you can prepare yourself for a sales career. What’s stopping you now?
This guest post is authored by Guy Raz (@guyraz), the Michael Phelps of podcasting. Guy is the creator and host of many popular podcasts, including How I Built This, Wisdom from the Top, andThe Rewind. Guy is also the co-creator of the acclaimed podcasts TED Radio Hourand Wow in the World, a podcast for children. He’s received the Edward R. Murrow Award, the Daniel Schorr Journalism Prize, the National Headliner Award, the NABJ Award… basically all the awards.
What follows is an exclusive chapter — “Go In Through the Side Door” — from How I Built This.
Enter Guy…
A funny thing happens when you start to find success with a new business. You suddenly find yourself face-to-face with a host of people who are none too happy to see you. These people have a name. They’re called competitors. And whether they’ll admit it to you or not, many of them will try to do everything within their power to legally — and sometimes not so legally — shut you out. It’s a strategy deployed by the big fish in every pond once they notice a new, young fish swimming around and getting bigger by gobbling up the scraps they previously considered too small to care about.
In 1997, as the personal computer business approached 100 million units in annual sales and the dot-com bubble began to grow in earnest, Microsoft was one of the biggest fish in a pond that was about to swamp the world. Late that summer, a Microsoft group vice president named Jeff Raikes sent a now-famous email titled “Go Huskers!” to Warren Buffett, a fellow Nebraska native, describing Microsoft’s business in an effort to get him to invest in the company. In the email, Raikes likens the sturdiness and growth potential of Microsoft’s operation to that of Coca-Cola and See’s Candies (which Buffett had owned since 1972), in no small part because Microsoft’s revolutionary flagship product — the Windows operating system — had created a “toll bridge” that every PC maker would have to cross if they expected consumers to buy their machines.
The graphical user interface that made Windows revolutionary also made it wildly popular, which had the additional effect of creating a “moat,” as Raikes described it, between Microsoft and its competitors in the marketplace — one it was able to widen considerably with a 90 percent market share in productivity software applications (Word, Excel, PowerPoint, Access, etc.) that were built on top of Windows and were equally popular. This, in turn, gave Microsoft tremendous “pricing discretion,” not just for its applications software but also for the licensing fees the company charged to other computer makers for Microsoft’s operating system software.
What Raikes did not say in his email, but what Buffett surely understood from his decades of experience, was that the wider the moat and the longer the toll bridge, the more aggressively Microsoft could wield its pricing discretion in order to cement its growing advantage in the software industry. They could use it as a carrot, by lowering the licensing fee for Windows as an incentive to get their browser and applications software preloaded onto as many new PCs as possible. They could use it as a stick, by withholding volume Windows licensing discounts to punish PC makers that refused their sweetheart deal, or by offering their applications software at cost or below in order to drive competitors such as Lotus, Novell, and Corel (remember them?) out of business.
Microsoft employed each of those strategies to great effect. A year after Raikes’s email to Buffett, Microsoft would surpass General Electric as the world’s most valuable company and stay in that position for five consecutive years.
Toll bridge. Moat. Pricing discretion. These are euphemisms for the economic term barriers to entry,which is itself a kind of euphemism for all the ways existing businesses shut out competitors and make it difficult for new businesses to compete in a given industry. These barriers are not just conscious strategies deployed by old guard blue-chippers; they are also natural forces that rise and shift within a market as competitors enter and exit, grow and shrink, evolve and pivot. They can become the biggest obstacles you will face as a new business looking to grab, secure, and expand your foothold in a market, because they are the mechanism by which you will either be crushed (if your competitors see you coming) or ignored (if the market doesn’t).
This is why if, like most new businesses, you aren’t doing something completely novel or you aren’t doing it in a totally new way or new place, you should be thinking long and hard about how else you might enter your market besides knocking on the front door and asking for permission to come in. This is something that female and minority entrepreneurs have long had to contend with, whether it means breaking through glass ceilings or breaking down walls built by prejudice. All of which is to say, figuring out how to sneak in through the side door is not new ground you will have to break. A legion of resourceful geniuses have come before you. And what many of them have discovered is that the side door isn’t just less heavily guarded, it’s often bigger. Or, as Peter Thiel put it in a 2014 lecture at the Stanford Center for Professional Development titled “Competition Is for Losers,” “Don’t always go through the tiny little door that everyone’s trying to rush through. Go around the corner and go through the vast gate that no one’s taking.”
A year earlier, in Chicago, without fully realizing it, this is precisely what Peter Rahal had begun to do with his idea for a minimalist Paleo protein bar. Peter hadn’t started out looking for a side door per se, but he knew that with RXBar he was trying to enter a very busy space. Remember, Peter had already conceded that “the market didn’t need another protein bar.” It was a conclusion that was more or less inescapable when he and his partner, Jared Smith, did their initial fact-finding tour of Whole Foods. If there was one fact they were sure to find, it was that protein bars were among the most crowded sectors in the entire food business. Long gone were the days when only one main brand existed in this segment, as Gary Erickson had found in the early 1990s when he developed Clif Bar to go up against PowerBar. Even a decade later, ample opportunity was there for someone like Lara Merriken in a way that did not exist for Peter in 2013.
Can you imagine what the shelves of that Chicago Whole Foods looked like when he and Jared walked in? How many linear feet of shelf space were choked with multiple flavors from how many different protein bar manufacturers? Can you envision Peter even being able to secure as much as a hello from a Whole Foods regional buyer the way Lara Merriken did? Especially when the buyer learned what Peter was pitching? Yet another protein bar?
Peter knew he wasn’t getting into Whole Foods through the front door. Fortunately, that was never his plan. “From the early days, the whole strategy was to make a product that is for CrossFit and for the Paleo consumer, and build it online,” he said. “We’d build a web store and sell directly to gyms. Consumers would be coming directly to us.” That meant a bar with no grains, no dairy, no peas or bean protein, and no sugar. Nothing quite like it existed.
It was just the kind of advantage that a startup could identify and exploit but a larger competitor couldn’t (or wouldn’t) see. “A lot of people look at niches, or look at a small segment, and it’s not big enough for them,” Peter explained. “But we would rather have a CrossFit customer in California than a local Chicago independent grocery store, because in the grocery store we’re among the sea of competition. Whereas in a CrossFit gym, we were by ourselves. RXBar was literally engineered and designed for that occasion. It was perfect.”
It was his side door. Those niches — CrossFit, Paleo, and direct-to-consumer — which were then on the verge of exploding and truly becoming the kind of vast gate that Peter Thiel was talking about, were the combination that unlocked opportunity for Peter Rahal and allowed RXBar the chance to take root, to stand out, and to grow, before his direct competitors could notice and stamp him out. By that point, those competitors included major multinationals like General Mills and Nestlé, which had acquired Lärabar and PowerBar, respectively, and they could have easily shut him out by erecting any number of barriers to entry into the protein bar market.
For Manoj Bhargava, the founder of 5-hour Energy, his side door into the energy drink market did not take the shape of a small niche, but rather of a small product. In early 2003, a few years removed from his retirement from a plastics business he’d turned around and made profitable, Manoj was attending a natural products trade show outside Los Angeles looking for inventions he might acquire or license in an effort to create a business that would generate an ongoing residual income stream for him in his post-plastics years.
Walking the floor of the show, he stumbled upon a new sixteen-ounce energy drink that produced long-lasting effects he’d never experienced with other energy drinks. “Well, this is amazing,” he said to himself, exhausted from a long morning of meetings and now energized enough to continue walking the trade show floor. “I could sell this,” he thought. The drink’s creators disagreed. They were “science guys with PhDs,” while he was “just a lowly business guy.” They refused to sell their invention to him or even offer him a license on their formula. When they effectively told him to hit the road, Manoj decided to hit the lab instead and to create his own version of the energy drink that had fueled him up and blown him away.
“I looked at their label and said, ‘I can do better than this. How hard can it be? I’ll figure it out,’” Manoj said. With the help of scientists from a company he’d founded for the express purpose of finding inventions just like this one, he had a comparable energy drink formula in a matter of months. It would turn out to be the easiest part of the process.
The hard part would be getting his invention into stores. “If I make another drink,” Manoj said of his thinking at the time, “I’ve got to fight for space in the cooler against Red Bull and Monster [Energy]. I’ve also got to fight Coke, Pepsi, and Budweiser for space. So you’re pretty much dead if you want to try that.”
He was dead because he would be fighting for a finite amount of space in brick-and-mortar stores, against the competition not just in his own niche but in the entire beverage industry, which is dominated by some of the biggest companies in the world. If you own a 7-Eleven, or you’re the general manager of a grocery chain like Kroger or Tesco, are you really going to turn over a Diet Coke, Mountain Dew, or Snapple rack to a new energy drink that no one has ever heard of ? Especially when, in 2003, energy drink sales had yet to really spike and there were already two major players — Red Bull and Monster Energy — in the nascent market. Even if you were inclined to give a little guy like Manoj Bhargava a shot, once the regional sales reps and distributors from Coca-Cola and PepsiCo got wind of your decision, they would likely wield their Microsoftesque price discretion against you like a baseball bat, or just pull their products from your store altogether.
Those were the barriers to entry that Manoj was looking at. If he was going to get into this market, he’d have to find some other way. That’s when it dawned on him. “If I’m tired,” he asked himself, “why am I thirsty also?” By which he meant, why should we have to chug ten to sixteen ounces of a cloyingly sweet liquid in order to get an energy boost? “It would be like Tylenol selling sixteen-ounce bottles,” Manoj explained by way of analogy. “I just want to do it quick. I don’t want to drink this whole thing,” he thought. This is how Manoj arrived at the idea of shrinking his product down from the standard sixteen-ounce drink to a two-ounce shot.
Quickly, everything changed. In less than six months, he’d hired a designer to make his distinctive label, and he’d found a bottler who could produce two-ounce versions of his energy formula. “And at two ounces,” he said, “it’s really not a drink, it’s a delivery system.”
This was 5-hour Energy’s side door. It wasn’t a drink, so it wasn’t an immediate threat to Red Bull or Monster Energy. At two ounces, it also didn’t need to be refrigerated or given a large, dedicated shelf, so retailers didn’t have to worry about space. They understood that the perfect spot for it would be at the cash register, right next to the Slim Jims and pickled eggs!
“It just belonged there,” Manoj said. “You could tell it just looked that way, that it should be there.” Moreover, because the ingredients that went into 5-hour Energy were actually less about energy and more about focus — “vitamins for the brain,” Manoj called them — he could position his product beyond the beverage verticals and outside the grocery or convenience store channels. In fact, the very first place he went with 5-hour Energy in 2004 was the largest vitamin store, GNC, which decided to put the product in a thousand of its stores.
GNC turned out to be a genius side door into the energy “drink” market for a couple reasons. The first is obvious — there was much less competition compared with grocery and convenience stores — but the second is more interesting. “It turns out GNC is always looking for new products, because once a product gets mass distribution, GNC is sort of out of it,” Manoj explained. “If it’s in Walmart, nobody’s going to buy it at GNC.” Essentially, GNC was an easier route to retail distribution than a place like 7-Eleven or Safeway, and thankfully the tolerance for a slow start was higher as well, because in the first week they sold only 200 bottles. “Which was horrible,” Manoj admitted. But they waited it out, manufacturer and retailer together, “and at the end of six months it was selling 10,000 bottles a week.” From there Manoj went to drugstores like Walgreens and Rite Aid, which snapped it up, and now 5-hour Energy is near the cash register in most stores basically everywhere.
Today, RXBar, which was acquired by Kellogg’s in 2017 for $600 million, is one of the fastest-growing brands in the protein bar space, and 5-hour Energy has a 93 percent share of the energy shot business. It is a market dominance that Manoj has enjoyed from nearly the beginning, with only a brief dip to 67 percent when all his competitors — Coca-Cola, PepsiCo, Monster Energy, Red Bull — flooded the market with their own two-ounce-shot offerings . . . and failed. “Whenever people ask me what product are we like, I say we’re WD-40,” Manoj said near the end of our conversation, as we talked about 5-hour Energy’s phenomenal success. “We own the category. We’re the guys.”
This is the great irony of circumventing the barriers to entry that your competition’s apparent monopoly power constructs and then fighting your way in through the side door. If you’re successful, you stand a very good chance of achieving market domination of your own. Of digging and widening your own moat and building the toll bridge that crosses it. Of massive, unbelievable success. For many entrepreneurs, that is the goal.
Four days after Jeff Raikes sent his famous “Go Huskers!” email, Warren Buffett responded. His reply contained the normal conversational pleasantries, glowing commentary on Raikes’s analysis of his position on investing in Microsoft (Buffett wouldn’t), and an envious description of the company’s monopoly power: “It’s as if you were getting paid for every gallon of water starting in a small stream, but with added amounts received as tributaries turned the stream into an Amazon.” At the very beginning of his lecture in 2014, Peter Thiel echoed this sentiment in his own way. “I have a single idée fixe that I am completely obsessed with on the business side,” he said in his characteristic, hitched speaking style, “which is that if you’re the founder-entrepreneur starting a company, you always want to aim for monopoly, and you always want to avoid competition.” You want to be the only one directing traffic and collecting tolls across the widest moat possible.
I mention all this because being really good at going through the side door is an amazing, and sometimes necessary, skill. But it can also be a double-edged sword. It can get you off the ground and set you up for fantastic growth, but it can get you in a lot of trouble, too. Indeed, that tension is present whenever you search for the Raikes-Buffett emails online. They are often held up by aspiring entrepreneurs as brilliant examples of business acumen and strategic analysis, but what many of those people don’t realize is that the entire reason they are able to read those emails at all — most often in the form of pdf versions of a printed-out email chain — is because they are part of the public record, submitted as deposition and trial exhibits in a class action antitrust lawsuit brought against Microsoft in the early 2000s by consumers in multiple American states. This email exchange became a key part of the plaintiffs’ opening statement in that suit, which was settled not long afterward for more than a billion dollars.
All of which is to say, Go through the side door, please! Do everything within your power to find your way into the market where you are likely to have the most success. Just make sure when you get inside and set up shop, you avoid becoming what you fought so hard against in turning your dream of starting your own business into a reality.
