Why I Do It - Travis Corrigan

There is an unanswered question that has and continues to collectively baffle economists, psychologists and career coaches. The question has existed parallel to the economic system that encourages its asking. The answer is hard to produce and succinctly articulate, even for the entrepreneur: Why do people start new ventures? Put another way:

Why do entrepreneurs do what they do?

Why suffer through the ambiguity and inner turmoil? The feeling of constantly walking on the edge of failure? Why put in hours on the laptop at odd hours of the night, on weekends in coffee shops with free wifi and during the holidays? Why strip yourself of the lifestyle trappings that your peers are enjoying at 40k a year so that you can plow every extra dollar into an idea that everyone says won't work anyway? Why engage in the ditch digging that drains away the person you thought you were?

The sexiest answer, of course, is to get rich. But the only people who buy that answer are students because it was sold to them at Barnes & Noble by corporate marketing teams posing as entrepreneurs - telling them to use their strengths to go "take it to the next level".

The truth is, we all know the money is far from guaranteed and that it will be years before we even see a dime of it. Given the 70% failure rate of new businesses, each entrepreneur answers this question in their own way, because each entrepreneur's situation is different and how they come to grips with the daunting odds is individual to them.

For me personally, I don't do it for fame, fortune or personal prestige. I don't do it to impress people, to "stick it to The Man", prove critics wrong, to look smart or because I like being the underdog.

In all the months that I slugged it out for Dash & Cooper, nothing in my life compares to the ecstasy of seeing my first D&C shirt finally come in from one of my manufacturers. The road that lies between your idea and selling your first product is paved with late nights, missed social functions and the constant whir of your mind as you parse through disparate information, groping for some solid ground. The reason why I do it is for the pure elation that occurs when you are briefly reminded that out of nothing, you built something that people value. You are reminded that this is a fact. Something that no one can refute or take away from you. It is then, and only then, that you become present to the meaning of creation and the truth that ownership is not simply a bunch of papers and signatures.

In order to understand what it's like to bathe in the pure experience of ownership and self-reliance - to feel it pierce through to your bones - you must slog it out in the trenches amongst the mud and much of uncertainty and fear. There is no other way.

That's why I do it: to feel alive.

***

This post was written from personal blog. Feel free to go check it out and see some other things I think about at All The Difference.

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STUDENT: Build a Playground and Stretch Your Ideas - Part 3 of 4 - Alex Grimnes

In the previous parts of this series, we explored the opinions and insights of both entrepreneurs and academics in reference to the importance of a specialized major for students. Both articles provided valuable information into our quest for a deeper understanding, and created a solid foundation in order to move into the next part of the series. In part 3, we will explore the application of a student’s degree and experience in everything business.

Before we jump head first into the business aspect of education, here is a summary of the foundation built by parts 1 and 2:

The comprehensive application of a solid degree cannot be ignored. The value derived from both the education and the experience is indispensable.

As students, businesses look to us for our research, our skill, and the potential profitability of our hard work. In this current economic climate, the step from academic career to professional career isn’t as smooth as it once was. For some, it makes life just that much harder, but for others, it is a call to action.

If the end goal is just to graduate from school, well, good luck. There are students out there that spend their entire academic careers boasting of future luxuries and success, but lack the talents and work ethic to actually apply their $100,000 education when they need it. Don’t be one of these people. Please, I beg you, don’t be one of these people. Find opportunities during your time in school to actually apply that education that you leveraged future income for.

If the opportunity doesn’t present itself in the form of a job or an internship, create it. If you fancy yourself an entrepreneur, I recommend you spend time catching up with our anonymous contributor, The Phantom CEO, and our lead entrepreneurial columnist, Travis Corrigan.  Creating your own playground to stretch ideas is one of the most efficient ways to test yourself against the market.

In other words, one cannot rely on education alone to achieve their goals. Those days are past us. But, I feel, this will only strengthen the genius minds and creative souls that will reshape our world. Businesses may seek students with a high GPA, but experience and personal ingenuity are valued at the same level. I will reiterate my point; students cannot rely simply on their diplomas alone anymore. Businesses look for students with outside experience in their field of study to weed out all of the “ordinary” applicants.

Within the limited reach of my network, I have found countless opportunities to venture outside of the ordinary classroom to gain invaluable experience. For one, the Huntsman School of Business offers multiple programs that accelerate students far beyond the prospects of their hometowns. I have personal connections with students associated with the Huntsman Scholars, Koch Scholars, and Opportunity Quest. All work to provide the opportunity for students to work and interact with real businesses, theories, and opportunities that will reshape societal and business paradigms.

Another unique opportunity that I have found is through the University of Utah. This organization is called The Foundry. I will note that I have used their youtube videos, open curriculum, and member intellect to organize this magazine. The Foundry is home to companies like CupAd, Dash and Cooper, Red Flower Beverages, Meta, and more. Programs like the Huntsman Scholars, Opportunity Quest, and The Foundry can be found throughout the country. They all are prime examples of how to venture out, build your playground, and stretch some ideas.

On a personal note, {BRANDED} online magazine is my playground. The magazine was created to promote students like myself to stretch ideas, learn, and provide experience with the opportunity to put that education to work. {BRANDED} online magazine continues to grow everyday, and we welcome you to join us in our ever-expanding playground.  Whether you are just a weekly visitor, Phantom CEO diehard, or potential columnist, you are welcomed all the same. We welcome new writers, photographers, and readers from all around the globe to join our playground.

Cheers,

Alex Grimnes

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Opportunity Recognition: It’s All About Networks

In my last post, Entrepreneurship Debunked, I started an inquiry into distinguishing the reality of being an entrepreneur and some of the bullshit that you get fed, e.g., books about how to start a company. I promised to develop my conjecture that entrepreneurship comes down to two things: opportunity recognition and opportunity exploitation. I’m sure you can tell what I’m going to talk about in this post given its title ; I’ll be dissecting the phrase opportunity recognition into separate parts because it is important to understand what an opportunity really is versus how to go about creating them. I’ll share some insights on best practices that I have found and  how I come up with ideas, and then I’ll leave you with some thoughts about what to do with the idea once you’ve come up with it.

So what’s an opportunity?

Of all the definitions that The Google gave me, I think the best definition of opportunity is a “possibility due to a favorable combination of circumstances”. Steven Johnson, in his TED speech, states that an idea in the brain is not some single flash of genius or a ‘eureka’ moment like everything tends to think. Rather, he  states that an idea is a network. When you look at how the brain (a super-network of neurons) actually works, an idea, Johnson says, “is a new network of neurons firing in sequence with each other inside your brain; it’s a new configuration that has never formed before.” So there you have it. It all boils down to a network of microscopic brain cells firing in a way that they’ve never fired before.  To incorporate the concept of an opportunity into this, the “favorable” part of the definition is a function of the quality of neurons that you already have. See, you aren’t coming up with new information per se but rather a reconfiguration of information that already exists. Therefore, the quality of the opportunity that emerges  from an idea is simply a function of the information that you have rolling around in your brain.

How to recognize opportunities:

Well… it’s not about recognizing them but more about tinkering with the inputs so that the reconfiguration generates the most value. Therefore, opportunity recognition is a bit of a misnomer—we should be calling it Opportunity Generation. Most innovations came about by accident or slow discovery (generation) before the new neuron network solidified in the brain (the moment of recognition). So, given that ideas are new networks of neurons, how do you go about getting your brain into an environment where these new networks are more likely to start forming? Good thing you asked. Mr. Johnson goes on to say that the external networks (our social circles) actually mimic the internal networks of the brain. That’s why networking is so crucial: it influences your life and how your brain conducts your actions and, thus, the trajectory of your life. Does it make sense now why I wrote about building a network?

Methods of opportunity generation:

In a previous paragraph, I mentioned getting your brain into an environment where it can start generating new neural networks, so here’s a list of methods that either I personally employ or know someone who does:

·       Get friends/colleagues together to bullshit over coffee or beer – Model the same thing that the brain does: get the components of a network together and start firing out ideas to see what new configurations seem interesting. Getting together in an informal setting is best because that’s when the psyche relaxes and lets the neural networks become flexible. If you call it a “brainstorming” session, the brain tries to force things to happen, which, in fact, limits its creative ability. Stimulants like beer or coffee help too – at least that’s been my experience.

·       Think about what annoys you – Have you ever been going about your daily life and, after handling the same annoyance, wondered, “Why hasn’t someone figured this out?” Rather than getting frustrated, think about what the solution might be and then how exactly you could make a company to deliver that solution for a profit.

·       Ask how and why – Did you have anything go surprisingly well or surprisingly bad? Take a second when that happens to deconstruct the factors that had a hand in contributing to the outcome. Think about how the outcome might have been different if you took out some of the factors or simply rearranged the sequence.

·       Be a pirate – Whenever you hear an argument or someone who takes a particular position on a subject, take the opposite view. Pirates (the Johnny Depp kind, not the Somali kind), were sailors who were as smart as the navy guys but didn’t like being told what to do. They took the opposite view and acted on it. Now, I’m not giving you a green light to go pillage and plunder, but I am telling you to act a little bit on your devious curiosity and see what you come up with. For help with first steps on that, go to my article on Throwing an Industry Under the Bus.

·       Get informed – Reading shitloads helps out a lot too. The more information that you have about what’s going on in the world, the more opportunities you’ll see. In fact, I recommend intentionally overwhelming the brain with information from time to time. The brain, in its natural desire to label and organize the informational bombardment, will rely on your subconscious, thus giving it the potential for “accidentally” generating brand new neural networks.

·       Transpose business models that work in industry onto another – A friend of mine takes the Inc. 500 list and ports a business idea from one company on the list into the industry of another company on the same list. A good example of that is Better Place. They are taking the cell phone network business models that Verizon and T-Mobile use and are applying it to the transportation industry to get more consumers to switch from gasoline cars to electric cars. Click here: “Shai Agassi Charlie Rose Interview” to get a better understanding of what I’m talking about.

Getting out what you put in:

Hopefully, you’ve been able to gather that the quality of your ideas is a function of the quality of your network. If you tend to rely on your personal network to help you generate new ideas, then it’s important to take a look at the quality of people you hang out with. You are the average of the five people who take up most of your time. If your friends and colleagues aren’t very well-informed and don’t care to think carefully about solving big problems, then don’t expect to come up with ideas that the general population will care about. Same thing with information that you get through social media and other information sources: if the information bytes that you get a dozen times a day are Facebook and Twitter updates from friends who only care about the newest video game or want to tell the world what they are having for lunch, don’t expect to come up with ideas that are much different. As an aside, I use social media not to broadcast my meal plans but to capture and aggregate important information from solid thinkers and problem solvers (Harvard Business Review, Venture Capital Blogs, Tech Blogs, etc).

Closing thoughts:

This is what we’ve covered:

•  Ideas/opportunities are networks of neurons that have never been configured in the brain before. 
• You can’t generate new ideas on your own. 
• You need a network to do it. This can either be from your friends and colleagues or the information sources that you receive digitally (I recommend combining both).
• Quality of idea has to do with the quality of the input that you have. Average of top 5 people that you hang out with. So if you hang out with really stupid people, you aren’t going to get ideas that have much value outside of the people talking about it. Example: ideas that you and your friends come up with when you are high (Cheetos + peanut butter) sound good to you guys but not to many other people.
• Encode your thoughts as you go through the idea generation process. If you want more information on how to do this, comment below and I can write a post about how I develop ideas and document them while I am in progress.

An intro into what’s next:

So to bring it all together and to help you understand how everything I talked about is connected with my next post on opportunity exploitation, I will leave you with this to chew on: A new neural network is formed (idea), which causes you to take actions (your public expression of your new neural configuration); people react to those actions and either find it valuable or not and may be willing to pay money for that. How you go about structuring your actions so that you can get the best possible information back from your audience/market is another topic entirely – one which we’ll cover next time.

Phantom out.

Sources:

Steven Johnson TED talk: Click Here

Shai Agassi interview: Click Here

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Phantom CEO - Entrepreneurship Debunked

Entrepreneurship Debunked: You’re All Wrong

There’s so much shit floating around the inter webs about the “mystery” of entrepreneurship and specifically the entrepreneur. It’s the only thing that makes me angrier than working with bureaucrats. Some of the articles that I’ve read tend to lionize entrepreneurs as rock stars and treat them like they are some rare animal species that contains some “secret” that mere mortals weren’t born with. Because we live in a “now” society, we want the latest book that’s cracked the secret code of being an entrepreneur. 

The general thought process around entrepreneurship tends to be the following:

1.     Read article about some sexy Web 2.0/iPhone app company exploding with 300% growth and a founder who gave him/herself the title of “CEO”. By the way, it’s not hard to get 300% growth; all you need to do is move from 1 customer to 4 customers.

2.     Create some (largely untrue) story about how self-titled CEO is now an overnight millionaire because he/she got interviewed in an article. As an aside, I was lucky enough to get my launch announcement on the local news. I am not a millionaire (yet), and I received absolutely no new business for four days after the TV spot aired.

3.     Get sad about current state of life. Wonder what the difference between start up CEOs and normal people  is. I once heard a joke that the only difference between being unemployed and being an entrepreneur is that entrepreneurs print up business cards that say “CEO” on them.

4.     Go to _________ (insert name of book retailer here). Buy latest get-rich-quick book and support the monopolized publishing industry and jackass authors who know how to write books but don’t have any real company-building experience.

5.     Read book, get signed up in latest wealth creation fad: Robert Kyosaki, summer security sales, multi-level Marketing, flipping houses (my personal favorite).

6.     Use buzzwords and poorly referenced Ayn Rand quotes excessively, charge $5000 wardrobe (mainly consisting of True Religion jeans and bedazzled Ed Hardy t-shirts) to credit card to demonstrate the success “you’re about to have.”

7.     Fail.

8.     Blame the economy.

9.     Repeat.

The point of all that is that there is a large disconnect between the perceptions about entrepreneurs and the realities of being an entrepreneur. So let me start with shedding some light on three common misconceptions:

1.     The majority of entrepreneurs are NOT overnight millionaires. We have to work years at sub-market wages (read: for free) trying to develop the product, validate market assumption, mitigate against risks and then actually sell the stuff.

2.     Entrepreneurs rarely succeed in their first venture. As an entrepreneur, you are making decisions in the most imperfect conditions. Consequently, you make a lot of mistakes to gather valuable information. With limited resources to waste, a lot of new ventures fail before they even get cash-flow positive. There’s a reason that seven out of ten startups fail.

3.     Starting a company is not sexy. Remember the joke from earlier in the post? It’s true. If you quit your job, you are essentially unemployed until you can sell something. There’s a lot of work, you have to live on a Spartan budget and plow as much money as you can into your product to get it ready to ship, you’ll have zero social life, and there’s a lot more that no one tells you about. All this for no guarantee that your company anything in its, statistically speaking, short life.

Sounds very different from the stuff that the New York Times bestsellers spoon-feed you, huh? That’s because reality doesn’t sell, but a nine-step bullshit process that doesn’t require any real work, and is sugar-coated in a brightly covered book-cover, (The Secret, anyone?).

Having been through the process of launching eight startups (all still running and profitable) and reading a lot of academic research around entrepreneurship, I have distilled that entrepreneurship comes down to two things (my two cents): opportunity recognition and opportunity exploitation.

I will develop these two topics in later posts, but the important thing to remember is that entrepreneurs are people who start things, nothing else. Continuation of that initial push is another topic entirely, but it does require some management acumen – a skill not inherent in all people who start companies. It’s the difference between starting this blog post and not being able to finish it. Both require different, but sometimes overlapping, skills sets.

Stay tuned. Opportunity recognition is next.

Phantom out.

READ MORE - Phantom CEO - Entrepreneurship Debunked

Startup In A Box - Travis Corrigan

There’s a lot of literature out there that promises to teach you everything  you need to do to start and grow a successful business. Though a lot of it is written by really smart guys who think hard about it, I think that a budding businessperson looking to start selling a product or service needs a little more direction. The problem I have with how-to business books is that they have a high probability of being written by someone who hasn’t actually started a business, but is really good at sounding like they have, or worse, written by someone who succeeded because they got lucky and think that their way of starting a company is THE way, a self-centered opinion which is likely to hurt someone trying out on their own for the first time.

I’ve included a list of a few invaluable entrepreneurial tools, along with a couple of thoughts on starting a company with almost nothing.

The frustration I have with these how-to books is that they tend to “talk about doing” rather than actual “doing”. If you are looking to get started and want to know some great first steps, I’ve laid out some of my favorite tools for starting a company on a shoe-string budget. I must note that this is not THE toolbox to use for every new company. Some things from the list below may not work for you and your venture. You are welcome to try them out or suggest any better options in the comments section.

Product

The one thing I’m not going to tell you is what you need to offer. That’s for you to decide. However, when considering if a new or retooled product is worth the effort of building a business around, look for these two critical characteristics:

1. It must add enough value to the customer that it takes no longer than two sentences to describe. One sentence is ideal.

2. It’s best to have a gross profit margin of 50% per unit. You can certainly go lower, but if it’s your first time starting a company, I suggest something that’s no lower than 40%.

Sourcing Manufacturers

Simply enter whatever it is that you are trying to see into Google.

Example: “Neoprene case manufacturers”

Start going through all the search results and simply email the manufacturers from the “contact us” page on their website. Just say that you are interested in what they have to offer and will be starting small (I usually say 5-10 units a month). They usually get back to you in a couple of days. It really is that easy.

Website: Facebook Page

Screw the website. Your business isn’t legitimate for one in two ways: 1) You should use the money normally spent on website development to fund cheap, iterative experiments to validate your product-to-market fit, and  2) your business likely doesn't have enough traffic in the first year to justify the monthly hosting costs. year. Go with a Facebook Page. It’s free, you can post pictures and links, create and share events, and easily converse with your market. Make a couple of your trusted friends “Page Admins” and have them suggest it to their friends on the site. Can you say insta-cult?

Payment System

Paypal. It’s free for everyone (both you and your clients) to set up. Your customers can link to their credit card or bank account. You can move money from Paypal to your bank account and vice versa. It’s great for billing because all you need is someone’s email address to send them a request for money. Keep in mind that, however, that there is a 2.9% transfer fee for you, so make sure to calculate that into your product costs.

Email

Gmail or Google Apps. If you own the URL for the website you’ll be building in a year, Google Apps allows you to add up to 50 email addresses for that URL. Example: travis@miniballer.com.

Server Space

Dropbox. I love it, it’s super awesome and free. Click here to check it out. 

Scheduling

Google Calendar

Phone Services

Google Voice or Jive Networks.

Online Collaboration

Google Wave.

Workflow Documents

LucidChart. These guys rock and I am a huge fan of their products – they’re pretty much all you’ll need for mapping your startup “strat-tigery”, and they’re free. Here is a link to the LucidChart site: http://www.lucidchart.com/

Logo

Just go to the art or graphic design department of the local community college and strike a deal with a starving, “misunderstood” art student. I had a lot of friends exchange design work for a Happy Meal. Just tell him he can use the design as part of his portfolio and that he can put the project on his resume.

Marketing

Send messages to your Facebook followers. Create a Twitter account and link it to your Facebook page. Update your status like crazy. Do a lot of giveaway promotions to get more people to “Like” your page and/or subscribe to your newsletter. You can also create an invite-only Facebook group for your top customers in which you release special promotions. Make sure you make it clear what a customer needs to do to be considered for an invite. You should also start a blog on Google’s Blogspot. A great way to promote your blog is by placing links to your articles on your company’s Facebook page.  I recommend using Google Analytics to see how much traffic you are driving and if that has any relation to sales in order to understand how your market is reacting the brand that you are building.. Again, all of this is free.

Accounting

Quickbooks Online by Intuit. I recommend this over free/open source accounting system because it makes reporting for financial management and taxes a breeze. Just get the cheapest one. There I got through twelve startup tools without having to pay for anything. If you need more help, email me; my former CFO has her own tax and accounting firm that specializes in start-ups.

Incorporation

If you are reading this, then I assume you know absolutely nothing when it comes to legal entity stuff. Check out this YouTube Channel, [Usparkfoundrytv]. It walks you through everything that you need to know about what legal structure might work for your company and the respective managerial implications of the business entity at various stages of growth..  There are seven 5-minute videos so those who are ADD like me can easily pay attention. Make sure you comment on the videos. My friend Matt loves it when you give him feedback. To begin the incorporation process, go to earlystagelegal.com. You’ll pay about $500-$750 to set up corporate entity.

In my experience playing in Startup Land, every company that I’ve founded or helped launch has been using some mix of the tools that I listed above. They found it to be helpful, I’ve found it to be helpful and maybe you’ll be able to find it helpful. The point of this article was to share some of the tricks that I use to get a company running on almost nothing, not to tell you “how to do it.” Entrepreneurship is all about self-discovery. Telling you how to use them would pollute your own experience.  These are simply my tools, feel free to use them as you find YOUR way of starting companies.

-Travis Corrigan

READ MORE - Startup In A Box - Travis Corrigan

STUDENT: Part 1 of 4 – Entrepreneurs: How Important is Your Major?

Entrepreneurs are imperative to the success of our economy.  They drive innovation, maximize market efficiency, and create jobs. You can see the fruits of their labor in almost every aspect of everyday life, from the apps you use on your smart phone to the grinders you use to make your coffee.  Entrepreneurs pave the way for us average folk, but in light of all their inspired genius, what is their take to the age old question:

“Does it really matter what type of degree you have, or just simply that you have a degree in order to succeed?”

The Entrepreneurs Perspective:

In my search to better understand the importance of a specialized major, I reached out to established entrepreneurs throughout the state of Utah, as well as students from the University of Utah, Utah State University, and Southern Utah University, in order to gain a brighter perspective. 

Josh Light, co-founder of the advertising firm CupAd and student at Utah State University, believes that in the real world, specialized majors are important to the future success of all students because they gain valuable skills in “problem solving, analyzing situations, and generating innovative ideas.”. Josh, who is a triple major in economics, entrepreneurship, and finance, believes that “my degrees will directly affect my success because without them I would probably never be able to conceive and launch my businesses”

After my discussion with Josh, I looked to find other information sources that might give me more information on the subject. In my search I found an article by Inc. Magazine summarizing results of a study done by the accounting software company Quick Books. The study analyzed small business entrepreneurs with businesses that employed fewer than 20 employees. The study found that approximately 77% of the entrepreneurs involved in the study did not have a specialized business degree.

Tim Justice, an investment entrepreneur and Southern Utah University alumnus, aligns his beliefs with the 77% found in the article from Inc. Magazine. Tim had this to say in response to our question of whether a specialized degree is relevant to future success:

“It has nothing to do with what degree you have.  Where education can be influential is in training someone how to think about problem solving and leadership.”

Travis Corrigan, a student at the University of Utah, entrepreneur, and columnist for {BRANDED}, believes that education is important, but the success of an entrepreneur isn’t defined by his/her education. During my interview with him, Travis clarified two major objectives of any successful entrepreneur: Opportunity Recognition and Cheap Iterative Experiment Recognition… not so much a specialized major.

When I look at it from an entrepreneurial perspective, it seems that the perennial argument—specialized vs. broader, non-specialized degrees—has been settled: it isn’t necessarily the degree itself that makes the difference between success and failure, but the application of the skills and characteristics developed during the process of achieving that degree.

Despite glaring differences among experts’ opinions, one common theme unites them all: specialized majors do not guarantee success, but the benefits of education are invaluable.

We welcome your thoughts and arguments on the subject, so don’t hesitate to give your insight in the comments below.

Until Next Time,

Alex Grimnes

Josh Light is the co-founder of CupAd and is involved in multiple  business ventures. He is currently working on the completion of degrees in economics, finance, and entrepreneurship at Utah State University.

Travis Corrigan is a student at the University of Utah majoring in entrepreneurship and is involved with the enlightenment and growth of entrepreneurs throughout Salt Lake City.

Tim Justice is an investment advisor as well as an alumnus of Southern Utah University.

READ MORE - STUDENT: Part 1 of 4 – Entrepreneurs: How Important is Your Major?

STUDENT: How Important Is Your Major? A Four Part Series

These days, choosing the correct major can be confusing. More and more, I listen to current students and recent graduates discussing the necessity of having a degree, but many also claim that no one really cares what major you have.

How encouraging…

Do businesses really care whether employees specialize or not? Is there a difference between a political science and business administration major to a potential employer? Were those additional two years of schooling and 20 years of loan payments worth changing your major from communications to accounting?

These questions are vital to students, especially in an economy where businesses can get experienced, tested, professional employees for what they paid their secretary clerks in 2006. Perhaps the alternative to underemployment is starting a business, but do you need a degree to do that? I have put myself on the hunt to answer these questions, not only for you, but also for myself.

Each month I will be working with corporations, entrepreneurs, university advisors, and students on providing legitimate answers to a very important question: Is a specialized major truly important to future success?  I will post their responses and opinions in this investigation over the importance of a student’s major.

I invite you to tag along, post comments, and provide any insight that you might have.

Until next time,

Alex Grimnes

READ MORE - STUDENT: How Important Is Your Major? A Four Part Series

The Phantom CEO: Building a Network

The more I do, the more that I realize how much my network has contributed to any accomplishment worth mentioning.

Building a network is not networking. It is not creating a rolodex of transactional relationships. You know you’ve built a network worth having when there are about fifty people whom you engage in life with.  It’s having people you love (and who hopefully love you) to stay in constant contact with in order to provide the best of yourself to further their aspirations.

Let me repeat that: You provide your network the best of yourself to further their aspirations.

Building a network like this requires two simple things: first, a ration of 10:1; second, NOT being an asshole.

The ratio of 10:1 indicates that you do something for someone ten times for every single thing you ask of them. Why ten? Because by the time you hit four or five you stop counting – and thus stop being subconsciously transactional – and start being a genuine and arguably better human being.

The key is to build a network BEFORE you need it. That’s what having a network MEANS.

But what does “having a network” look like? Great question. To me, I know that I have added someone new to my network when they start asking me for help. This is key because I know that our relationship has developed enough that they feel comfortable asking for my help. I know that they trust me enough to follow through on what I say I’m going to do. I also make sure to follow through on those promises— because in the currency of relationships, promises that are kept are gold. I’ll say it again, this time in all caps: GOLD.

Because of this I’ll also note that the quickest way to gain a reputation is to not follow through on promises. Remember, this is not transactional. I do not keep a tab of how many things I’ve done for people because I get enough enjoyment out of seeing my contribution help them progress. I ensure that this happens because I usually make requests on behalf of someone else. I hardly ever make any requests for myself.  In fact, often my one “ask” is to help someone else , someone, for example, who is just getting started and wanting to build their own network or get a few actionable items under their belt.

There are two VERY important pieces about maintenance that I’ll mention when it comes to networks.

One, treasure it. Make sure that it is the number one thing in your life. Why? Because that’s all you have in life. Good, bad, or ugly, the relationships with those around you are all you will have in your life. Nothing else comes close.

Two, safeguard it. Don’t fuck it up. Follow through on promises. Don’t make a recommendation for someone you barely know. Make sure you have your shit together. With every interaction you have with the people around you, you are creating—whether intentionally or accidentally—your personal brand. Your personal brand is the initial emotional response people have when they think of you or hear your name. Regardless of whether or not you think it’s fair, how we as social beings weigh the importance of the relationship with others is based on one thing: our subconscious emotional response to them. How you control that comes down to a simple equation: Outcomes/Expectations - Your direct behavior with them - The feedback they get from other people about their interactions with you.

So to recap:

Don’t be an asshole.

10:1

Make sure you make people feel comfortable asking for your help.

Make sure you actually follow through on your promises.

Your relationships are all you have in life. Act accordingly.

Unfortunately, perception is everything, and how it is developed has nothing to do with the logical aspects of the brand. Manage your personal brand to be what you want it to be in the minds of the people whom you wish to engage with. 

- The Phantom CEO

READ MORE - The Phantom CEO: Building a Network

The Phantom CEO: How to Throw and Entire Industry Under the Bus

The industry that I operate in pisses me off. On one end you have all the high-end competition who are so good at feeding you bullshit that you don’t realize that you are paying a premium for a brand name. And on the other end you have the low-cost competition, a bunch of mongrels that bank solely on the fact that the majority of the masses can’t afford the “high-quality” of the luxurious brands. One end of the spectrum makes you believe that you should aspire to the ideals they represent and the other remind you that you still haven’t gotten the promotion you were promised.

Both treat you like shit.

My industry, like many industries, has fooled you into thinking that quality and price are correlated: when one goes up, it must mean that the other is up there too. The punch line to their joke is that this is simply not true. There are very few differences in the quantum leaps between the low-end and the high-end, the difference is how they spin their respective messages to you.

Here is how you throw an industry under the bus: burn the damn house down.

What my company found out is that high-end product is not much more expensive than the “cheap” products, in terms of unit manufacturing cost. So, we decided to sell high-end products at a price that is not much higher than low-end products.

“But you’ve got to make a profit somehow, that’s why they are so expensive.”

Actually, when you are smart about which overhead costs are necessary, it becomes easy to reach solvency and still undercut the competition. The “premium” brands will now have to respond to the fact that their spin of what defines quality has been nothing but egotistical shenanigans. The “cheap” brands will now have to figure out how they can up the level of their game just to match what I offer to their customers.

Like in the Wizard of Oz, business takes an interesting twist when a company breaks rank and pulls back the curtain to reveal the fact that it’s all really just smoke and mirrors.

Now you have to be prepared for the entrenched organizations that bank on tricking their audience in order to extract cash to do everything in their power to bring you down. And in all likelihood, they may eventually bring you down (i.e.: they buy your company and disband it). But it doesn’t matter, because the market now knows the truth, they’ve seen my competition with their pants pulled down just long enough to see what’s really going on.

So what do you do if you are like me and like to see things burn but don’t know where to get started?

I’m glad you asked. Here’s my suggestion:

Pick an industry, any industry, where correlation between costs and price become disproportionately related as you move up in product quality. This means that companies are making more in unit profit for selling higher priced items because they manipulated you into thinking that there is something “extra” special. Here’s an example:

ABC Company sells widgets in 4 categories: Basic, Professional, Super Rad, and Premium. As you move up from Basic to Premium, you get more features and upgrades. Below is a list of how much it costs to make a widget, how much they charge and what their gross profit margin is:

Item	Cost to Make	Price	Gross Profit Margin
Basic	$20	$40	50%
Professional	$25	$60	54%
Super Rad	$30	$80	62%
Premium	$35	$100	65%

See how the company makes more money off of you for selling Premium compared with Basic or Professional? Want to pull back the curtain? Start offering a Premium quality product at a Professional price level. Marketing will be easy, just show on your website that everything is similar between your widgets and those of ABC Company and explain to your customers that the reason why you are doing is simply because ABC Company has been lying to them and you think that’s wrong. Say hello to the sound of stolen market share, customer loyalty and an opportunity to cash in on honesty. Is it me or is it drafty in here?

That, my friend, is how you throw an industry under the bus.

Happy burning,

The Phantom CEO

READ MORE - The Phantom CEO: How to Throw and Entire Industry Under the Bus