A New Game Theory – Stop Playing!

I am not a Gamer, as the term is currently used. I tried my hand at Pong on my home TV, and at PacMan in the arcades, but quickly lost interest. Text based strategy software, role-play and first-person shooters never had much appeal for me. (Although, if you grew up with those pastimes I can highly recommend a novel by Ernest Cline, Ready Player One. It’s a great book.)

arcade gameI play the game of business. Coaching business owners is a daily plethora of puzzles. No two companies are alike, and no two problems have the exact same solution. Like any game, as I gained in experience (over decades) I became better at it.

I must confess, however, to a recent interest in a couple of smart phone based games. One is a variant on the old “match three of a kind” puzzles that go back to Tetris and before. The other (which I was dragged into by my Millennial-age son) involves building villages and defending them against others.

Both games have become enormously popular, and both have a new feature that I believe adds to their success: the automatic time out. Try as you might, you can’t play these games for endless periods (unless you want to fork up real cash – something I haven’t yet embraced.) You run out of lives in the matching game and must wait for new ones to be generated, and it takes a long time to install new structures in the village-building.

I appreciate these structural pauses. They remind me that it’s only a game. Stepping back from fantasy-world competition  puts a perspective on it’s importance, which is none at all. The next level of accomplishment is only going to be followed by more challenges.

That’s why participating in regular peer groups or coaching is so valuable for any business owner. Stepping back from the challenges of building a business helps put things into perspective. Where are you going? What are you trying to accomplish? Will today’s challenge, the task of the moment, really make that much difference in the long run?

We operate peer boards and coaching under the auspices of The Alternative Board®, but there are numerous other organizations and independent coaches. Find one that fits for you, and step back from the game from time to time.

Hunting in a Farmer’s World has been named the National Silver Medal Kindle CoverAward winner by the Independent Publishers Association as one of the year’s best business books by . Thank you!

Ippy Silver

 

 

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They Who Giveth Can Taketh Away

Many business owners I know are troubled by the NBA’s insistence that Donald Sterling must sell the Los Angeles Clippers, and can do it only in a manner and to whom the league approves.

Mr. Sterling has personally been banned from the league for life, but the prohibition doesn’t extend to his family. However, the NBA is making plain that he will not be free to merely restructure or renounce ownership personally, and must sell to an unrelated third party without delay. The nine-figure tax implications, along with the degradation of any presumed price negotiating power for the Sterling family, could make his the first half-billion dollar faux pas in history.

Whether the bylaws of the NBA allow this is unclear, but the leverage isn’t in the bylaws. It is in the inherent weakness that comes with any customer or vendor concentration in business. Sterling accepted a relationship with a larger and more powerful entity than his in return for growing revenues. Now he is paying the piper.

Staples CenterThe Clippers have been mismanaged for decades. For non-basketball fans, the team’s rise from perennial laughing stock to title contender began when the league summarily voided an arms-length agreement with Sterling’s cross town rivals (and perennial title contenders) the Los Angeles Lakers, and instead sent Chris Paul (a top echelon player) to the Clippers.

Mr. Sterling didn’t protest the fairness of the move.  Nor has he complained about his share of the league’s $7.5 billion television contract, a collective bargaining agreement that increased his margins, or national sponsorship contracts with major consumer brands. The Clippers share (with the Lakers) an arena with 160 luxury suites. The league needed them to sell more tickets. The game-to-game disparity in gate revenue percentages for visiting teams playing against both residents of the same venue was a sore point with other owners, so the NBA stepped in to fix Mr. Sterling’s team for him. Now they are taking it away.

In a small business, one large customer or vendor can change the future of your company. We all say that we don’t want to be dependent, but when your largest customer wants to send you a lot more business, or a major vendor wants to support your growth, “no thanks” isn’t usually the answer. You can either accede to their rules of engagement, or face life without them.

Hunting in a Farmer’s World has been named the National Silver Medal Kindle CoverAward winner for business books by the Independent Publishers Association, and is a nominee for smallbiztrends.com Small Business Book of the Year. It was also a finalist in the Independent Excellence Awards, Honorable mention at the San Francisco Book Festival, and recently reviewed in the Huffington Post. Thank you all!

 

Posted in Entrepreneurship | Tagged , , , | 4 Comments

4 Responses to They Who Giveth Can Taketh Away

  1. Edgar Dodson says:

    The comments about diversifying from one major contract only becomes a necessicity when the contract is up for renewal. I am guilty of falling into a false sense of security and have been financially setback by a large contract changing.

  2. David Basri says:

    Professional sports teams are essentially a franchise. If the owner of a McDonald’s or TCBY store violated rules in a way that publicly harmed the overall brand, would their removal still be considered “troubling”?

    That said, the main point about avoiding too much concentration is on target. In fact, it does not just apply to a single customer or contract. Being in too narrow a market or niche of a particular industry can result in similar risks.

    Small business owners have to do what they know and are good at. It is a balancing act for that fact to not leave the business vulnerable to a single contract or market shift. Do not forget to keep looking around as you move forward.

    David Basri
    Point Enterprises, Inc.
    https://www.pointent.com

    • John F. Dini says:

      Point well taken, David. I think what bothers the folks that I’ve talked to is not the ban, or the forced divestiture. It’s the widening (and fungible) scope of ruling what an owner can or can’t do to dispose of his property. Make no mistake, as a rabid NBA fan, I couldn’t be happier to see Sterling gone.

  3. Tensie Homan says:

    John – thanks for the great discussion on customer concentration and on franchise challenges. Essentially, he was a franchisee of a very valuable franchise and the franchisor decided he broke the rules of the arrangement. Many baby boomer franchisees are looking to exit and need to understand that who they sell to and many of the other deal issues could be impacted by their franchise agreement. They need to understand any limitations, so they can be prepared when they’re ready to exit.

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Where Will All the Small Businesses Go?

What would the small business landscape look like if over one million small businesses disappeared? Get ready, it’s about to happen.

I write and speak frequently about the passing of the entrepreneurial generation. Driven by competitive pressures to succeed, the Boomers became small business owners in unprecedented numbers not seen since. They now account for about 2/3 of all the small employers (under 500 workers) in the United States.

The two generations that follow, the Xers and Millennials, don’t have the capital, the material ambitions, or the need to chase the Boomers into small business. For a free download of my ten-article series on this transition, go to The Boomer Bust and use the password “Woodstock.”

For one moment, let’s just review the numbers. In 2018, all Boomers will be between 54 and 73 years old. Eight thousand a day will be turning 65. The Xers who can buy their businesses will be turning 45 only at a rate of 4,000 a day. Nothing can be done to change this gap.

closed doorsJust over 7% of Boomers own companies with employees, or about 5,500,000 small businesses. That equates to about 215,000 owner retirements annually. If the Xers were willing and able to buy businesses proportionate to their numbers (and they are neither willing nor able,) we will still have over 100,000 businesses a year without buyers. That is 300 businesses a day closing, seven days a week, 52 weeks a year, for ten years.

I’ve been discussing this demographic tsunami since 2007. A few other writers are beginning to realize how big this shift will be. There is no cure. We can’t make people who aren’t interested in a Boomer lifestyle into workaholics. We can’t fund budding entrepreneurs who  have no means to secure traditional financing. We can’t change the sheer volume of retiring owners.

The term “exit planning” is spreading fast, and with good reason. It is going to be the hot button for millions of small business owners throughout the rest of this decade and the next. If your plan is to work until you just don’t feel like it anymore, and then expect to have someone jump at the opportunity to take over from you, think again. The market will be crowded, and only the best-run small businesses will find a buyer.

This week we were reviewed by Martin Zwilling in the Huffington Post. Thanks Martin!  Hunting in a Farmer’s World: Celebrating the Mind of an  Entrepreneur is a nominee for Best Small Business Book of the Year. Please support us, and entrepreneurs everywhere, by taking a moment to cast your one-click vote here. Thank you!

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Posted in Entrepreneurship, Exit Planning, Exit Strategies, Thoughts and Opinions, Top Blog Posts | Tagged , , , , | 1 Comment

One Response to Where Will All the Small Businesses Go?

  1. Rich Schell says:

    Hi
    Congratulations on your award. I ran across your book and your IBPA award in the newsletter I am one of the relatively few lawyers around with a foot in the publishing and food and ag entreprneurship camps. I blog at http://schellacres.typepad.com/ and your book would be a natural to review if you are interested in having a review on the blog. Best Success with your book, I think it’s a crucial insight about temperament–can’t make cows hunt, can’t make lions graze (happily).
    Best
    Rich Schell

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Business Owners are Glubricants

Utility Infielder, Jack-of-All-Trades, Mr. Fixit, Chief Cook and Bottle Washer, Know-It-All, Do-It-All, Swiss Army Knife, Center of the Universe. There are many ways to describe the myriad business roles filled by the owner of a small business. Here’s another. The Glubricant.

I have to share credit for this column with my friend and client Phil Canter, owner of Digital Pro Lab. During a coaching session discussing employees Phil was struggling to describe his primary responsibility in his company. Either Phil misspoke or I misheard what he said and voila, a new word is born. (Of course, I’ve since looked it up in the Urban Dictionary and discovered we hadn’t coined it; it’s just not used very much.)

swiss army knifeIt is one of those new words that I like because it’s meaning is intuitive. Every owner (and manager) can understand it on first hearing. Like Ginormous (a far more popular made up word) it combines two well known words into one, but in this case it’s a combination of antonyms. Glue and lubricant have opposite functions. Using one as a substitute for the other would assure bad results. Leadership, however, is an ongoing process of deciding which tool to put in play on a minute-by-minute basis.

Managing people effectively means getting them to work together. Sometimes that takes glue, and sometimes it takes lubricant. Knowing which role to assume, and when, is the key to building a successful organization.

This week we were Honorable Mention in the San Francisco Book Festival and reviewed on HugDug by Seth Godin. Hunting in a Farmer’s World: Celebrating the Mind of an  Entrepreneur is a nominee for Best Small Business Book of the Year. Please support us, and entrepreneurs everywhere, by taking a moment to cast your one-click vote here. Thank you!

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When an Employee Can’t Grow With You

Every business is an organism. It is either growing or dying. I’ve met a few owners who said “I want everything (sales, staff, profits) to stay exactly as it is,” but none who were actually able to pull that off.

As we grow our companies, we hire people. Because entrepreneurs frequently lack the wherewithal to provide salary and benefits in line with big corporations, we tend to look for talent over experience, and attitude over education. In a startup, the founder/owner serves as Chief Training Officer, teaching everyone the business of the business.

Mentor and employeeHopefully, you’ve experienced the thrill of finding a bright young employee who is anxious to learn. He or she brings great values and work ethic to the workplace every day, and assumes an expanding scope of duties without being asked. Naturally, you are more than willing to grant additional responsibilities.

But there is a limit. Let’s face it, the seasoned and experienced professional that you couldn’t afford when you started out is more expensive for a reason. That type of employee is expected to bring knowledge you don’t have, or skills you can’t teach as part of his package.

The employee you trained from scratch has done nothing wrong. He’s learned all you can teach him. He is still dependable and energetic. He just doesn’t have the resources to take his area of responsibility, or the company, to the next level. Of course, by the time you realize this, he probably already holds a position that requires more horsepower than he can provide.

You can create a new level of management above him. You can demote him to a lesser role. You can fire him. You can try to grow around him. You can provide outside education in the hope that it will make up for lack of experience. You can point out his shortcomings until he quits in frustration.

There are no great solutions.

If you’ve established a relationship of trust, it is time to have a difficult conversation. Define clearly what you need, and be honest about whether the employee can achieve it while still working for you. If the answer is no, you can plan together how both he and the company will move on with a minimum of pain for both.

Hunting in a Farmer’s World: Celebrating the Mind of an  Entrepreneur is a nominee for Best Small Business Book of the Year. Please support us, and entrepreneurs everywhere, by taking a moment cast your one-click vote here. Thank you!

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