We see too many entrepreneurs falling in love with their products and kidding themselves into believing that their idea itself is all they need to make them a screaming success.

Warehouses are filled with great commercial products that never got to store shelves. Founders of promising start-ups wind up working for their investors, or worse, close their doors. All hopes are dashed and they are back living with mom. Why? Because they failed to master the three core competencies of any successful business.

1. Cash flow management

You’ve got to pay your bills. And when you can’t? You have two obvious choices. Go out of business, or raise more capital.

But that comes with a price; diluted stock or loss of control. So many companies try to get financing to pay for staff without sales. They may be financed and even refinanced before they make enough sales to support their overhead. In other words, they are top-heavy and reliant on multiple rounds of new investment to stay afloat.

One different solution is to make sales a priority, sell in a small territory, service the heck out of it, and use the proceeds to finance growth. Another solution is to identify and forge strategic alliances with your vendors and your buyers. Vendors who trust you will extend your credit and terms to help you make ends meet, especially when they believe their business will grow if you succeed. Buyers will pay in cash for volume discounts, which also help you pay the bills.

To read the complete article, please visit The Business 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.

The post ​The 3 Core Competencies Entrepreneurs Must Master to Succeed appeared first on The Barefoot Spirit.

When we were building the Barefoot Wine brand, we would sweat out the new year because that’s when the chain buyers and big box stores would cut out the “dead wood.” We knew that if our brand didn’t perform to their expectations, it could get discontinued. And well it should, since there was only so much shelf space. Buyers had to prune out the losers in order to make more room for the winners.  Luckily we were rarely cut out of the sets because we were doing a lot of pruning of our own!

Every year we looked at our business with a pruner’s eye. What was growing and what was dead wood? What needed more support and what needed to go to make way for new growth? Then we made some strategic pruning decisions.

We started with what was working well and realized that with more mind share, encouragement, and support it would work a whole lot better. We also realized that mind share was limited, as were funds and time dedicated to oversight. So, this additional energy, focus, and attention had to come from somewhere. Then we looked at what wasn’t working, what wasn’t producing, and what was sucking our energy, and that’s where we pruned!

This is not to say that investing in the future is a bad idea if it doesn’t pay off immediately. On the contrary. You need to invest to see a return and sometimes that investment can be a multi-year investment. But that’s where the real skill comes in. What investments in people and initiatives have gone on too long and need to be cut? How do you know when is the right time to say good-bye?

Gardeners love the winter because without the leaves, the trees and shrubs show their true structure. It’s easier to see where they are naturally headed and what adjustments are required to help them along. Many businesses slow down at New Years and sometimes for several months thereafter, giving you an opportunity to examine your structure without all the day-to-day demand clouding your view. Now is the time to get in there and make some strategic cuts that will take you in the direction you want to go. Now is the time to channel energy from losing propositions into winning ones.

When you analyze your business this winter, consider these two basic pruning principles that worked for us:

1. Protect. Decide who and what could improve with more help, guidance, or support. Ask yourself how they have demonstrated their potential to grow, and what they have brought into fruition. Discover the budding opportunities. Are they scalable? Decide if they are worth additional support.
2. Prune. What is not producing well? Who and what are sapping your resources, thus reducing your ability to support who and what are working? Make cuts in order to channel your limited amount of time, energy, money, and focus into those people and those initiatives you want to protect and nurture.

Annual pruning is really the reallocation of your resources. There will be new growth in the spring. So, get ready for it now and reap the rewards in a few months!

Here’s to a more efficient, and thereby more prosperous, New Year!

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.

The post It’s New Year’s … So Get Out Your Pruning Shears appeared first on The Barefoot Spirit.

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

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.

The post Lines of Credit Can Help Startups Retain Their Ownership appeared first on The Barefoot Spirit.

The banks love it when you have to come to them to borrow money at high rates to pay for your services and supplies. When you can’t collect the money owed you before your bills are due, they are right there with short-term loans and lines of credit.

So do you really need more money? Or do you need to develop better relationships with your vendors and suppliers?

First, you build a relationship based on trust with your key suppliers. With that foundation, they will be more likely to raise your limits and extend your terms. Over time, they will realize that your success is a key to their own growth and success.

But how do you get to that level of trust? It takes empathy, communication, dependability, and good behavior – over time. They have to believe that you have their best interests at heart. That means that you must be clear about what their best interests are. Where are they going with their business? Who is their competition?  Where do they want to be in five years and how can you help them get there. We chose our suppliers and vendors based on how we could grow our businesses together. We also took this approach when choosing our distributors. We offered them big discounts on volume for cash and then helped them sell it. They became loyal and we enjoyed dependable receivables.

The whole idea here is to reduce your need for cash in the first place – so you don’t have to borrow so much or so often. Ideally, your buyers pay you before your bills are due! And conversely, your bills ideally aren’t due until your incoming checks have cleared. The reality is somewhere between that ideal situation and borrowing money to pay for all your supplies and services. This is where building a strong relationship based on trust really pays off. The stronger the relationship, the less money you need! Period!

When you write a business plan, you itemize the costs you expect to pay. Then you start your business and find out costs are higher than you planned. When you itemize your receivables, they are almost always less – and received later – than you planned! In other words, your business plan is generally impractical. The day after you open your doors, it’s the cash flow projection that is guiding your business, not your business plan. Your business relationships directly affect your cash flow projection and the very survival of your business.

The sooner you get started, the better. Identify right now the suppliers and vendors you can grow with. When you grow, they grow.

But don’t leave out the magic ingredient, the foundation of trust. Let your major vendors know your plans, your directions, and the obstacles you face. Offer them long-term contracts that make them feel comfortable about helping you grow. Call in advance when you can’t make a payment and offer a plan to get your account current. Meet with them on a regular basis to review your progress and ask for the help you need – that will result in more sales for them.

Remember your vendors and suppliers will judge you more by how you behave when you’re in a pinch than when it’s smooth sailing. That’s when you show your true intentions. That’s when you show your stuff and build your trust, and that’s when you can reduce your need for capital.

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.

The post Do You Need More Money – Or Improved Relationships? appeared first on The Barefoot Spirit.

We went to a conference recently and one speaker actually advised the audience, “Ya wanna get rich? Find the next gold rush!” He was obviously alluding to the old saying that the only people who got rich in the California Gold Rush were selling shovels. Today there are so many people “selling shovels” it makes you wonder what they would all do without those miners.

The real entrepreneurs are producing products and services that improve our lives. These are the miners, and they comprise most of our audience. Surrounding them is an ever increasing rabble of so called service providers who could not exist without the true entrepreneurs who are actually doing the heavy lifting. Each is promising instant success. Each is promising a big short cut. And each is promising big savings. The advent and growth of the internet have only exploded their numbers. Their pitches are polished. Their presentations are formulaic. And their campaigns are ruthless. What most all have in common is 3 types of hype:

1. False or Unproven Premise. “If we had ham, we could have ham and eggs… if we had eggs.” This tactic usually tries to get you to buy in to the results when you don’t have the ingredients. Once you have this (their product or service), they say, then you can have that (what you really need). In this way they sell you services that you don’t need or are premature for your business. This has happened to us and it can happen to you as soon as you open your doors. Listen closely to the pitch. See if it includes attractive numbers like hits, time on pages, shares, and likes, but not actual sales of your products.
2. Good Money After Bad. We actually had a customer in the early days of our business who said, “If you don’t sell me more goods on credit today, I won’t pay you what I already owe you!” He knew that we were depending on him for a certain volume and he basically used that against us. This can happen in various forms. We have had service providers quote us a price for their service but they conveniently left out all the other necessary monthly services we had to buy just to get a return on our investment with them.
3. Everybody’s Doing It. Especially when you are new in an industry, you are preyed upon by all manner of advisors, each extolling the practice of the majority of players in that industry. If they are right, so much for disruption. If they are wrong, how would you know? All you know is they are implying that because so many people are doing it, it must be right. But have these advisors actually done it themselves? And will they be saying the same thing next year? Probably not. Meanwhile you paid them and they got what they wanted. Some industries are changing so fast that by the time you “learn” it, it’s obsolete and you have to buy more consulting. We understand the lemmings all jump over the cliff at the same time, too.

These are just a few of the hypes that new business owners have to be wary of. But wait! There’s more! If you buy right now, we will send you this lovely set of steak knives!

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.

The post 3 Types of Hype to Fight appeared first on The Barefoot Spirit.

Then you’ve delivered that experience. Your product was in stock, priced right, and provided exceptional value. But then, something went wrong. Maybe it was a quality control problem. Maybe it was the way the customer was treated by a clerk. Or maybe it was just a misunderstanding. So they called your 800 number to seek a solution.

All that great work you and your team have done to create exceptional customer experience is suddenly at risk. Your customers don’t judge you so much by how well you do when you are doing good as by how well you do when you’re doing badly.

But when you’re doing “badly” who do they call? They call your customer relations people, and how your customers are treated on that critical phone call can make or break their opinion, their loyalty, and their message to friends, relatives and colleagues. Because they have been advocates for your brand, now their personal reputation is on the line and they feel obligated to spread the word about how you handled their problem.

How your customers are treated begins with how you treat your Customer Relations people. Do you see them as “Customer Care” or “Complaint Resolution?” Are they relegated to a lowly status near the bottom of the organization, or are they elevated as the source of current feedback from the customer to keep your products and services relevant?

We think Customer Care is where the rubber meets the road. Complaining customers are gold mines of information and the perfect opportunity to turn disappointment into advocacy. They are already fans and believe that their favorite brand will make things right. Remember, for every one customer who takes their precious time to complain, there are thousands who don’t. They simply buy your competitors’ product. The Customer Care Department makes the most powerful lasting impression, and the customer information they collect should guide your production and marketing people.

So what is your complaining customers’ 800 number experience? Do they spend what seems like an eternity making selections, being shunted around, and repeatedly giving personal data to a recording that never gets to the live representative? Are they abused by long wait times, wrong transfers and drop offs? When we call an 800 number with a complaint, we hope they really are recording it and more importantly, top management listens to not just the dialogue, but the transfers, holds, and drop offs. Chances are you’ll never hear how many of your customers get so frustrated that they just give up because that is not measured.

But when a real person, who understands how important the call is to their company, takes it on the second ring, the results can be much more effective than any advertising. For one thing, you know the caller is outspoken. For another, you know they have already chosen your product. If they are treated like VIP’s, they will sing your praises like never before. And nothing speaks more loudly about a great customer experience than the way your company handled their problem.

Dollar for dollar we think your investment in quick response telephony, adequate call center staffing, generous credits, and solid lines of communication from customer service to production and marketing are your best investments in a positive customer experience.

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.

The post The Customer Experience is Trumped by the 800 Number Experience appeared first on The Barefoot Spirit.

By now, last year’s reports are finally in. Find something positive in those reports that you can share with your people. This is the perfect opportunity to show them how much you appreciate their efforts on your company’s behalf.

Send a “Valentine” that acknowledges them for a job well done. Show them positive numbers on your company’s sales and growth. Throw in a few concrete examples of important milestones that were achieved during the past year. Tell them you know it took team effort and couldn’t have been done any other way. And do it in writing. Here’s why:

• Appropriate Timing. What could be a better time to send an appreciative message to your folks than on a day when Valentine cards are already being exchanged? Your “valentine” will fit right into the spirit of the day. It will be unexpected but welcomed, which will make it even more appreciated. It’s really your last chance to thank them for the past year’s efforts that resulted in company growth.
• Improved Performance. Acknowledgement and appreciation are still the best ways to validate positive behavior and encourage your people to perform. Aside from income, one of the main reasons why they work for you is for recognition from an authority figure, and that’s you! If you put your appreciation in writing, such as in a valentine, it will mean more to them than simple verbal recognition.
• Promotion of Teamwork. It’s the team that is being recognized for their cooperation, communication and support for each other. This is a great opportunity to tie the work of especially the office people to the success of the salespeople. After all, the salespeople depend on excellent products, relevant marketing materials, and timely data to bring in the sales that pay everybody’s salary.
• Building Positive Culture. By demonstrating gratitude to your people you are also showing them that you and your company value gratitude. A valentine will reinforce that value and encourage your staff to do the same in their relationships on your company’s behalf. When your people get in the habit of sending notes of thanks to your customers, vendors and other business partners, your entire company will benefit.
• Reducing Turnover. One of the main reasons people leave your business for your competitor’s is not just for more money, it’s for more appreciation. Too many employees say they made the move because their last company “just didn’t appreciate me!” Don’t let that be the reason why you lose your top people. If you do, you’ll lose corporate know-how, critical relationships, the cost of replacement, and even your customers.
• Small Investment. Sending a note of thanks and appreciation is a very small investment with major returns in performance. Sometimes it can have a greater impact than a staff outing or even a special dinner. It speaks to them personally and it is documented proof of your gratitude. Your people will be more likely to give you the benefit of the doubt on those hard decisions you have to make that may not be so popular.

So write your people a valentine this year and tell them how much they and their efforts mean to you. Build your credibility by showing them that you are a real human being that respects their human need for acknowledgement and validation, and get ready for a fantastic year!

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.

The post Send Your People a Valentine appeared first on The Barefoot Spirit.

B Corps are typically defined as “people using business as a source for good,” and are certified by the nonprofit B Lab to meet rigorous standards of social and environmental performance, accountability, and transparency. They have a much wider fiduciary responsibility that includes a responsibility to their employees, the community, and the environment as well as to their shareholders.

Is it Socialism or is it smart 21^st century capitalism? Here are three good reasons for electing to create a B Corp:

1. Transparency. Today’s information revolution has created a demand for transparency. Consumer’s now know that they are voting with their money and consequently for the policies and behavior of the companies whose products they purchase. Companies that hurt the general welfare are being exposed daily, whether it’s for poor treatment of employees, disregard for the community, or environmental damage.

2. Engagement. Employees want to work for companies that stand for more than their mercantile products and services. They want to know that they are participating in a company that is making the world a better place. They want to “brag” about their employer’s higher standards to their family, friends, and followers in social media.

3. Investment. Investors increasingly are looking for companies that will make a difference while returning a profit. Investors realize that companies that have reduced turnover and engaged employees will be more profitable, and that companies that give their customers a social reason to buy their products will have greater customer loyalty.

As more B corps demonstrate profitability, sustainability, and popularity, the old paradigm that “good deeds only come at the expense of profits” is slowly but surely coming to an end.

Maryland was the first state in the country to authorize the creation of B corps. Since then, California, New Jersey, New York, Vermont, Virginia, and even “corporate haven” Delaware have joined the movement. Why? Because it’s (finally) just plain good business.

When we started Barefoot Wines in 1986, there were no B Corps, and there was no such term as Social Entrepreneurship. But as cash-strapped outsiders, we stumbled onto a way of getting the word out on our brand without paid advertising. We called it “Worthy Cause Marketing,” and years later when we finally could afford to advertise, we chose to continue our support of non-profits as our sole means of spreading the word about our product.

Not unlike today’s definition of Social Entrepreneurship, we supported social and environmental causes that were important to us and to our customers. The membership of the non-profits we supported had a social reason to buy our products. Our employees were engaged because they knew they were making the world a better place. The success of Barefoot Wine is proof positive that social entrepreneurship works!

Today’s new B Corporation is an excellent way for companies to tell the world, including their investors, employees and customers, that they are making a difference. We would like to see more states pass legislation this year to enable this new corporate structure of social entrepreneurship. We hope more companies and start-ups will elect to become B Corporations in the New Year, making it a happier New Year for all!

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.

The post A Wish for the New Year: Let’s Have More “B” Corporations appeared first on The Barefoot Spirit.

An Established Brand. Brand recognition is incredibly motivating for shoppers. By flying the franchise flag over your car wash or other business, you may be able to draw in more customers than you would with an independent concept. Investors should think of both the positives and negatives of working with an established brand. In most cases, increased brand awareness is a positive thing, but if the brand has been blemished in recent years, becoming affiliated with it may do you more harm than good.

Novel Ideas. When you create your own company, you have a large outlet for your creativity. You don’t have to worry about whether or not a certain product or service is allowed under your franchise model. If you decide to open a car wash, for instance, you can invent your own methods and techniques to make your clients’ cars as clean as they can be. On the flip side, however, you will also have to invent all of your own ideas from the company name to the company logo. Luckily, there are organizations in place that can help you with that. Logo Garden, for example, helps independent entrepreneurs create logos. Other companies can be used for website design, advertising and key development themes.

Franchises May Be Recession-Proof. Entrepreneurs often become interested in launching their own company in the midst of a recession. Due to lost jobs or pay cuts, prospective business owners want more control over their earnings. Starting a mom-and-pop business during an economic downturn can be scary, but opening a franchise during this same time period can be incredibly liberating. According to Forbes, a recession can be a bonanza for a franchise. The combination of relatively cheap real estate and better locations give franchise entrepreneurs the edge that they need.

Cost. The ultimate factor in your decision may be the cost of your project. If you opt to take the franchise route, you will have to pay a franchise fee, but overall, your costs may be cheaper than opening an independent shop. Franchises have greater purchasing power than their independent counterparts. Because franchises purchase in bulk, you will get on discount on all of your products and supplies.

Potential for Success. If you like to control your own potential for success, an independent operation may be better for you, but if you want to rely on a concept that has a proven track record for success, you may want to opt for a franchise. In addition to providing you with a model of success, a franchise may provide you with additional training and other support.

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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