Street Smarts: An All-Purpose Tool Kit for Entrepreneurs
Norm Brodsky, Bo Burlingham
Format: PDF / Kindle (mobi) / ePub
"One is tempted to say 'the only book you'll need on starting a business.' Brilliant! Genius! Choose your superlative-it'll fit."-Tom Peters
People starting out in business tend to seek step-by-step formulas or rules, but in reality there are no magic bullets. Rather, says veteran company-builder Norm Brodsky, there's a mentality that helps street- smart entrepreneurs solve problems and pursue opportunities as they arise.
Brodsky shares his hard-earned wisdom every month in Inc. magazine, in the hugely popular "Street Smarts" column he cowrites with Bo Burlingham. Now they've adapted their best advice into a comprehensive guide for anyone running a small business.
difficult as life was for established business magazines, I knew it would be even harder for a new publication, which would be competing not only against the big boys, but also against the providers of free information on the Internet. Besides, there were many easier, and more lucrative, ways to earn a living. But I have an ironclad rule that I wil never discourage people from pursuing their dreams. What I wil do is tel them what I think of their approach. Often they’re trying something that I
me fifty of these delivery tickets, any fifty, and I’l show you what we can do.” Those were al truthful statements. We had, in fact, acquired an IBM-32 computer. But whether we could use it to solve the charge-back problem, I had no idea. Remember, this was before the microcomputer revolution. We couldn’t just go out and buy the appropriate software. When we wanted our IBM-32 to perform a specific function, we had to have programs written especial y for us. The programmers I spoke to about this
advantage. I use mine whenever I can. Ask Norm Dear Norm: I have a three-year-old company that produces job fairs, and we’re riding a roller coaster. Business is great for three or four months in the spring and again for two or three months in the fall. In between, there’s nothing. Our cash flow falls to zero. Meanwhile, we still have to pay our employees. We’ve tried attracting customers by offering off-season discounts— tono avail. The cash crunch gets so bad that we spend most of the good
offered a monthly rental fee of 13 ¢ per box, about 40 percent below my bid. I just laughed. At that price, I didn’t want the business. Frankly, I couldn’t see why anyone else would want it, either. A couple of weeks later, the guy who won the contract—we’l cal him Jerry—came to see me. The owner of his company is a friend of mine and had asked me to give the kid some pointers. I quickly realized that Jerry was perplexed at how the bidding had gone. “I was surprised you didn’t come in lower,” he
socialize with their friends. That was good for the buzz, but Seymour thought he was losing a significant amount of business from customers who didn’t want to wait in line or deal with the crowds. He figured he could solve the problem by expanding. I was skeptical. For one thing, I wasn’t sure he could make enough additional profit to justify the investment. “What does the landlord want?” I asked. Seymour said the landlord wanted him to give up his old lease and sign a new one for the combined