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How Resourcefulness Can Help Your Business Survive Major Disruptions

Michael Houlihan & Bonnie Harvey — Wed, 22 Jul 2020 16:05:01 +0000

Since some of us are still locked down, we may as well have some fun perfecting one of the two most commonly heralded ingredients of entrepreneurial success, resourcefulness.

The other one is tenacity, and together they make an unbeatable duo that most successful entrepreneurs will readily credit for their success.

But for now, let’s just explore resourcefulness (or self-reliance).

Spoiled?

This is almost a lost skill when we live in an age of “push button — get banana” and “write business plan — get financed.” What happens when the buttons don’t work so well and the investors starts to pull in their horns, sort of like now?

To read the complete article, please visit The Busines Journals

Who We Are

Michael Houlihan and Bonnie Harvey co-authored the New York Times bestselling business book, The Barefoot Spirit: How Hardship, Hustle, and Heart Built America’s #1 Wine Brand. The book has been selected as recommended reading in the CEO Library for CEO Forum, the C-Suite Book Club, and numerous university classes on business and entrepreneurship. It chronicles their humble beginnings from the laundry room of a rented Sonoma County farmhouse to the board room of E&J Gallo, who ultimately acquired their brand and engaged them as brand consultants. Barefoot is now the world’s largest wine brand.

Beginning with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles, create new markets and forge strategic alliances. They pioneered Worthy Cause Marketing and performance-based compensation. They built an internationally bestselling brand and received their industry’s “Hot Brand” award for several consecutive years.

They offer their Guiding Principles for Success (GPS) to help entrepreneurs become successful. Their book, The Entrepreneurial Culture: 23 Ways To Engage and Empower Your People, helps corporations maximize the value of their human resources.

Currently they travel the world leading workshops, trainings, & keynoting at business schools, corporations, conferences. They are regular media guests and contributors to international publications and professional journals. They are C-Suite Network Advisors & Contributing Editors. Visit their popular brand building site at www.consumerbrandbuilders.com.

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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Lines of Credit Can Help Startups Retain Their Ownership

Michael Houlihan & Bonnie Harvey — Thu, 22 Sep 2016 17:00:27 +0000

We are always surprised by the number of startups that don’t use, or even know about, lines of credit. The first thing we hear is usually, “I need more money!” Sure you do. But the real question is how to get it. Today, with Shark Tank, Venture Capitalists, and term sheets, you’d think the only way to get your business going is by giving up a big chunk of ownership. You may believe there is no other way!

There are several other ways to raise capital for your business, but they all require that dirty word that everyone seems to shun, “Sales!” Yes, sales. We found it down right shocking that out of 40 schools of entrepreneurship where we have spoken over the past three years, only one taught sales. Real sales! Not sales management, not sales projections, not marketing, but real sales, from “Get out of my office!” to “I’ll take two truckloads!” And that only happened because one of the entrepreneurial benefactors of that school said, “Hey, why don’t you guys teach sales?”

When you think of sales as a pitch to an investor, you are starting off on the wrong foot. You might start using terms like “burn rate,” as in how fast you burn through cash without income (from sales) to offset it. You might even get the idea that you have “succeeded” because you got an investor when in fact you may be a long way from a positive cash flow.

Before the investment, you couldn’t lose. Now you can lose the investor’s money. Now you can go back and ask for more because, you may think, if the investor’s in for a dime, he’s in for a dollar. But even if you do get more funding, it comes with a price. You lose more and more of your company until you are working for the VC – who now wants to sell the company the first time he thinks he can get his money back. So much for growth!

We all see so many crowd-funded ideas that never see the light of the retail marketplace. How can this keep happening? Lack of sales before their crowd-funded investment is depleted by extensive R&D and operating costs – that’s how!

So that’s why we advise our clients to get a good sales education first, before trying anything entrepreneurial. The liberal arts are a good place to start. You know, communication, history, culture, psychology, and philosophy to name a few. The human, or soft, skills along with actual sales training can make a positive difference in your business, especially in the early stages.

We also advise our clients to start small and focus on a small area. Limit your number of offerings until you have achieved positive cash flow. Find out what quirks and service requirements lie in a small market so you can take your well-rehearsed show on the road. Make sales your top priority.

If you do, you may qualify for a line of credit from your local banker. Without taking any percentage of ownership, your bank can set up a “revolving charge” so to speak, where your accounts receivable, purchase orders, and inventory are held as temporary collateral to advance funds you can use to pay your bills and grow your business. But it all starts with sales.

Sure, they’ll probably want a “warehouseman’s lien” on your inventory that gives them first dibs if you go south. They’ll want to set up a separate account to collect your receivables. But that can be done on a zero-balance, sweep basis where you only pay for what you need. And isn’t that better than giving up the ownership of your company?

Make sales. Get a “Line.” Save your ownership. Pay your bills. And grow your business!

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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4 Tips to Avoid Drowning in Startup Expenses

Michael Houlihan & Bonnie Harvey — Thu, 19 Nov 2015 18:00:36 +0000

Worcester Polytechnic Institute near Boston may not be a familiar name. However, many major tech and engineering companies regularly recruit WPI grads. They appreciate the well-rounded education of many of their students who also take classes in business, management, and entrepreneurship.

We recently spoke as part of their executive speakers series about the three core competencies of entrepreneurship: Cash Flow Management, Personnel Management and Distribution Management. We shared with the WPI students and faculty lessons we learned from our experience building the Barefoot Wine brand that we believe all businesses must master in order to survive and thrive.

Many wanna-be entrepreneurs fear failure or loss of control of their companies due to lack of funds. They know many startups fail because they have made too many financial commitments before achieving positive cash flow.

Actually, what they really need is sales! Sales earn investments in real estate, equipment, and personnel, and not the other way around.

In our talk about Cash Flow Management, we offered these tips designed to avoid unnecessary expenses and lengthen the runway until sales take off:

Use Your Hidden Assets. Maybe you have a garage or an unused room you can use as an office to get started. We used our laundry room for the first two years. Maybe you have family members who can do some of the work. Bonnie’s mother and nephew came to live and work with us. What can you repurpose for your workspace? We used an old door on two sawhorses for our desk. This allowed us more funds for the surprising cost of sales required to get our business off the ground, as you too will soon discover

Outsource to Local Producers and Service Providers. Right in your own region are companies that can provide you with many of the goods and services you need. You can pay as you use them, eliminating the need to tie up capital in manufacturing, hardware, or office space. In fact, if you write your contracts properly, you don’t have to take delivery of any products not up to you strict quality control guidelines. We succeeded without ever owning an office, a vineyard, or a winery.

Hold Minimum Inventory. Strive for just-in-time production. Although it’s tempting to go for the quantity purchases to reduce your cost per unit, sitting on unsold inventory can be costly and get your business in trouble. Sales volume must justify quantity purchases. Instead, find suppliers who will warehouse goods for you until you need them. And offer buyers quantity discounts for cash to help your cash flow. We found when buyers buy big, they sell big – and reorder quickly!

Extend Your Credit and Terms. Treat your vendors as strategic allies. Grow together, each benefiting from the growth of the other. Gain you supplies trust by monthly or quarterly meetings where you share your goals, opportunities, and challenges. Show them empathy when you can’t pay your bill on time by giving your vendors advance notice and payment plans. Give them a long-term contract so they see your loyalty. Be patient. Your positive performance over time will win you the higher credit limits and terms you need to save your cash flow.

There’s more than one way to achieve a positive cash flow in the early days. These are some that worked very well for us. And, if you are lucky enough to have investors, they will be more comfortable working with you when you demonstrate resourcefulness by reducing your need for cash.

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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How to Use Your Suppliers as Investors to Reduce Your Need for Capital

Michael Houlihan & Bonnie Harvey — Thu, 15 Oct 2015 17:00:13 +0000

Nobody likes to get bills. They seem unending and chew up your monthly income as fast as it comes in. It’s probably the scariest part of starting a new business. You begin to realize that the bills are due no matter whether you have the funds to pay them or not. Many businesses fold simply because they can’t pay their bills. Many that survive find they can’t expand without a big cash infusion that may cause them to lose control of their own company. Is there another way?

When you are new in business this is especially trying. You find yourself playing catchup almost immediately and it can take years before there’s anything left you could conceivably call “profits.” For us it took 10 years to really get ahead! Why? Because we were growing and everything we made went right back into growth. Sound familiar?

But we found something surprising about all those bills. We discovered that there were several vendors we had who depended on us for their own growth! They actually wanted us to make it so they could sell us more and send us even more bills!

Take another look at your vendors and suppliers. Who’s getting the most money out of you each month? If you succeed do they succeed? Shouldn’t you be strategic allies? How can you make them increase your credit and lengthen your terms so that you can better afford grow, and, in the process make them a lot of money? Answer: TRUST. That’s right, they have to trust you!

They have to believe that you will stick around when you get bigger and don’t need them anymore. They have to believe that you will pay your bills on time. They have to believe that you will notify them as far in advance as possible when you can’t – with a plan to bring your account current within 30 days. They also have to believe in you, your product, your management and your growth strategy.

What would make them believe in all this? How about quarterly meetings where you outline your progress, your challenges and your plans? How about long-term contracts? How about treating them like a real partner with updates and opportunities?

This isn’t going to happen overnight. It will require some seasoning, where, over time, your consistent behavior earns their trust! It took us years but eventually our supply companies, vendors and bankers all extended our credit and terms enabling us to reduce our need for capital and grow on our cash flow. Sure there were times when we were unable to perform, but because they believed we had their best interests at heart, they were lenient. They’d seen how we handled the same situation in the past. They judged us not by how well we paid when we were on time but by how fast we became current when we were late!

Maybe it’s time for a meeting with the vendors and suppliers who send you your largest bills. Find out what it would take to get them to extend your credit. Usually they will have a performance plan whereby you prove over time that you are worthy of more credit. Go ahead and prove it! It’s a whole lot cheaper than a loan, you stay in control of your company, you reduce the use of your interest-bearing line of credit, and you forge a long-term alliance with a supplier who has a special interest in your success. Yes, it’s sort of like what the pioneer said, “Thar’s gold in them thar bills!”

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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