Saturday, 31 May 2008

Winning Strategies to Succeed in the Real Estate Business

Principle #1: Control the Deal
When going into any major deal, you need absolute control over some key element. If you want to win as an entrepreneur, never negotiate a deal unless you are essential to it.

Principle #2: Make your Money Going In
The best risk to take in any deal is the early risk, when you can in for the least.

Principle #3: Being Lucky Means Being Ready
Opportunities come to everyone, but the winner is the one prepared to take advantage of them when they arrive. Put yourself in the right place at the right time, and you can seize these opportunities.

Principle #4: If the Key Doesn't Work, Change the Lock
Not every deal succeeds. If you have failed with one approach, look at the elements. Don't be afraid to do a reality check on any situation, and be flexible enough to change it.

Principle #5: Be a Bulldog on Details
Never underestimate the importance of dealing with key details yourself, especially final details, and especially when it comes to influencing people whose help or support you need.

Principle #6. Listen to your First Instincts
If your gut tells you that a deal is too risky or that your partners seem untrustworthy, pay attention, step back, and reflect. If you go ahead anyway, do so with extra protection, especially in terms of documentation.

Principle #7. Respond Quickly to Attacks
If someone is attacking you, take them on immediately in order to save you more trouble later on.

Principle #8. Get Inside the Other's Heads
Understanding what the other parties want is your key to successful negotiations. Find out what they want and give it to them.

Friday, 30 May 2008

Spanx.Com Success Story

The former door-to-door saleswoman of fax machines and office copiers, Blakely cut the feet off a pair of panty hose to fix her “unsightly panty lines,” and voilà, the idea for Spanx was born. Sales last year were $150 million.

Her secret to success: “My mother really encouraged me to trust my gut as a woman. She always told me that I have the answers within. I observed my friends’ mothers telling them things, giving them advice, thoughts, or recommendations. My mother didn’t do that. She taught me to trust that I had the answers at a young age. Even at 8 years old, I’d ask her what I should do and she’d say, ‘What do you think you should do?’

“I kept the idea for Spanx inside for one year. I trusted my gut the entire time, even though I had no background in hosiery. My intuition allowed me to listen to my voice to guide me in the entire process.”

[Via - BusinessWeek.Com

Getting Customers To Sell For You

It appears in the annual report, gets discussed at meetings, and lest any employee forget, 63 periodically flashes on the flat screens that appear throughout the Atlanta headquarters of this fast-growing maker of custom parts for clients such as Intel and Whirlpool.

Back in 2006, Quickparts' number was 48, which is none too shabby. But here's the difference between 48 and 63, according to co-founder Ronald Hollis: a 25% increase in customer referrals. That helped drive record profits in 2007 on $23 million of revenues, up from $17.5 million in 2006. This year Quickparts is aiming for 65.

"We want to just keep driving the number up," says Hollis, 41.

What exactly is this magical metric? It's called a Net Promoter Score, and essentially it measures customer satisfaction and referrals. The score represents the proportion of customers who are promoters - those so delighted that they praise a product or service to all within earshot - minus the detractors.

Posting the score to employees, and encouraging them to boost it, can help a business owner focus her staff on customer service. And inquiring into the sources of customer enthusiasm and anger can help the owner and her staff identify and bolster their strengths, while addressing their shortcomings. Hollis, for example, learned from his NPS follow-up that customers seeking price quotes online wanted more customized quotes, which he now provides.

NPS has been adopted and praised by large corporations such as Allianz Group, Pitney Bowes and Intuit. Dan Henson, the newly appointed CEO of GE Capital Solutions, describes NPS as "one of the most powerful tools we've ever employed at GE." Now, facing a weak economy and intensified competition from larger companies, many entrepreneurs are smartly tapping in.

"NPS is really taking off with small businesses," says John Jantsch, who writes a popular blog called Duct Tape Marketing. "I can't tell you how many e-mails I'm getting from NPS adopters or those looking to get started."

Devotees - including the owner of a chain of Texas tanning salons, a Colorado franchiser of memory-improvement centers, and the head of a Delaware answering service and call center - laud NPS for its simplicity, contribution to revenue growth, and ability to identify exactly what is exciting customers or exasperating them. To be sure, some detractors say that NPS is simple to a fault, and we will hear more from them in a moment. But first, let's examine what NPS is and how it works.

NPS is the brainchild of Fred Reichheld, a partner at the Boston consulting firm Bain & Co. and a pioneer in the study of customer loyalty. He spent a decade searching for a simple way to measure those customers so gaga about a product or service that they'll praise it to anyone who will listen. According to Bain's research, a company's promoters are responsible for 80% or more of new customer referrals, making this group a key to revenue growth.

Here's how NPS is implemented. First, ask your customers to rate you on a scale of 0 to 10 based on the question, How likely is it that you would recommend this company to a friend or colleague? Then sort the responses into three groups: promoters (9's and 10's), passives (7's and 8's), and detractors (0's through 6's). The percentage of promoters minus the percentage of detractors equals your score. A company with 75% promoters and 15% detractors, for example, would have an NPS of 60.

What do you do with this number? Drive it up, of course. Relentlessly up. That is achieved by asking a couple of additional questions, beginning with: May I follow up with you at a later date?

The permission clause is a key to NPS, according to Reichheld. The goal is to get constructive criticism from willing customers. You then contact those who agree to talk and ask one final question: Why did you give us this rating? Some of the most useful feedback comes from detractors. The idea: Unhappy customers will give you an earful, perhaps revealing some serious shortcomings of your business. Cure what ails this tough crowd and convert detractors into promoters, and up climbs your NPS. But some companies also seek feedback from passives (the 7's and 8's, who can take you ... or leave you) and promoters (the 9's and 10's, who love you almost as much as your mother does).

According to Reichheld, the average U.S. company has an NPS of about 15. This varies by industry, with some, such as the makers of consumer packaged goods (score 24), faring pretty well, while others, like telecom/cable (- 4), are real dogs. No matter what the industry, each tends to have some companies with NPS scores well above 15. As a rule of thumb, score above 50 and you're a star.

Not everyone, however, believes in the predictive power of Reichheld's numbers. His detractors contend that the metric's simplicity is, well, simplistic. One such naysayer, Claes Fornell, a marketing professor at the University of Michigan's business school, did a comparison of NPS and the American Customer Satisfaction Index, a highly regarded survey that he developed using multiple variables. Fornell's finding: The ACSI has a margin of error of +/- 3.3%, while NPS has a margin of error of +/- 10%, meaning that an improvement of five points in your NPS, to 55, could in reality be no improvement at all.

"It's pretty clear that the person who put this together has no statistical background," he says dismissively.

For his part, Reichheld contends that he simply touched a nerve when he created a demystified metric that put all the complex-modeling guys on notice, threatening their livelihoods. But guess what? Reichheld also quietly gives ground on that issue of statistical accuracy. In The Ultimate Question, his 2006 book on NPS, he claimed that a 12-point increase in the metric leads, on average, to a doubling of a company's rate of revenue growth. Reichheld and his colleagues at Bain have backed off that claim, now saying only that increases in NPS can lead to increases in revenue.

There's no denying there are valid questions about NPS's statistical accuracy. Equally undeniable: NPS has the force of a revolution, and many businesses swear by it. To research this story, FSB spoke with more than 20 small businesses, and none regretted adopting the metric. What follows are profiles of three business owners, all enthusiastic converts to NPS, but each citing different benefits.

[Via - CNNMoney]

Tuesday, 27 May 2008

Knewsroom.Com - That's An Idea!

Earlier this year we wrote about Kluster, the crowdsourcing platform designed to help crowds develop new concepts. As proof of its own concept, the Vermont-based site has just launched Knewsroom, a community-directed news publication where readers not only have a voice, but they get paid to use it.

Now in beta, Knewsroom publishes the "Knews” every morning, featuring the previous day’s top stories in politics, business, technology, design, sports and entertainment. Which stories rank as most important is decided by the audience of readers, in Digg-like fashion. Going far beyond Digg, though, Knewsroom rewards contributors with a portion of 20 percent of every dollar it earns in advertising revenue. Members of the Knewsroom community can participate by proposing topics for the next day, submitting syndicated or original stories, and voting on favourites. As with Kluster, active members earn "watts"—the official community currency—for their contributions, and they can invest them to varying degrees in the stories they think have the most merit. Investing watts in topics is like investing in mutual funds on Wall Street, Knewsroom explains, offering a lower risk but lower rate of return; betting on stories, on the other hand, is more like investing in individual stocks, with a higher risk but a higher potential return. Whichever way they choose to invest, readers get rewarded each day at deadline, when Knewsroom runs its matrix algorithm to determine the Top 5 topics and the Top 5 stories in each section. Contributors who bet on a winner get a share of all the watts that were invested in that winner along with a cut of the ad revenue generated that day, which gets credited to their Knewsroom MasterCard. Contributors of original content can earn an extra USD 150 for their submissions as well.

There seems to be no doubt that citizen journalism is here to stay, but how it will reshape the news landscape is still being decided. Between Digg, Reddit, Newsvine and others, the race is on to decide what tomorrow's newspaper will look like. Will Knewsroom take hold? Only time will tell. In the meantime, one to test out!

[Via - Springwise]

One Sexpresso, Please

EVERETT -- It's a fad that's picking up steam in Snoho­mish County's hyper-competitive coffee market.

Espresso drive-through stands with bikini- and lingerie-sporting baristas are popping up from Monroe to Edmonds.

In the past year, at least six of these java joints employing provocatively dressed young women have opened in the county.

A few owners of these roadside stands say business is so brisk, they're hiring more employees and have plans to open new locations.

"I brought a touch of Vegas back to Washington," said Bill Wheeler, who opened Grab 'N' Go Espresso on Highway 99 just south of Everett last year.

Wheeler says he aims to soon operate a dozen stands in Washington and Nevada, including one with male baristas in tight Speedos and bowties.

Sometimes wearing little more than pasties and bikini bottoms, the scantily clad baristas at Wheeler's stands have scores of well-tipping customers.

While customers are expressing support with their pocketbooks, some people are complaining that these new businesses are pushing boundaries too far.

They've told law enforcement officers and elected officials that they think the stands should be more tightly regulated.

"I'm not against people making money," said Kimberly Gainza, 37, of Everett. "What I'm against is how they're going about doing it. It's not right -- on a road where everybody can see."

Gainza got a jolt a few weeks ago while stuck in traffic on Highway 99. She spotted a barista with bright blue stickers strategically placed on her chest standing at a stand's drive-up window.

As long as genitals and nipples are covered, police say the stands do not violate indecent exposure laws. Health officials and state Labor and Industries officials say there are no clothing requirements for baristas.

Gainza said she wants to change that and is hoping she can persuade policymakers to clamp down.

Wheeler, who said he employs his own 17-year-old daughter at a stand, doesn't understand what the fuss is about. He said people wear more revealing outfits on beaches in the county.

Some competing businesses say "sexpresso" stands are changing the marketplace.

"In my opinion, it's the end of our business," said Tina Taylor, who has owned Giddy Up 'N' Go Espresso south of Everett for eight years.

Since more racy stands opened north and south of her business, she's seen traffic dip. At times she'll go an hour without a customer, she said. Meanwhile, her competitors almost always seem to have cars lined up.

Ruth Oliver, who has owned R & R Espresso in Bothell for 17 years, said she is disturbed by the trend, especially the more risque businesses.

"I'm not turning my place into a strip club because business is down," she said. "I'd rather close down."

Some stands are trying to cash in on the backlash. They are displaying family-friendly signs and other messages including "We Make it Hot with our Tops On," "R-rated Coffee; PG-rated Girls" and "Known 4 Coffee Not Cleavage!"

And there's plenty of trash talking across the coffee divide. Sara Barnfather, 22, a barista with Stars and Stripes Espresso in Everett, said she's "proud to be classy, not trashy."

"If you like nipples and third-degree burns, go for it," she said. "But it's not my cup of tea."

Stars and Stripes owner Dale Fischer said he doesn't plan on changing his business model.

"Do we really need scantily clad women to sell coffee?" he said. "Good grief. I tell my girls, I'm just not for it. You get a different kind of customer altogether that go into those places."

Still, the competition is cutthroat and there is immense pressure to stand out. In Snohomish County alone, there are 150 businesses that have espresso as part of their name, according to the Snohomish Health District. Add in Starbucks and McDonald's recent venture into the gourmet coffee market, then factor in the price of milk and coffee being on the rise and it's a tough business.

John Ferguson, who owns an espresso stand in Edmonds, said the combination of corporate outlets and bikini stands along the Highway 99 corridor forced him three months to adopt a "sexy espresso" theme or go out of business.

"We saw our male clientele dwindle to next to nothing," he said. "It's an 'If-you-can't-beat-'em,-join-'em kind of thing.'"

Jessica Bustare, 21, Everett, sat on a bench and waited for a job interview outside the Grab 'N' Go on a chilly afternoon early this week. An athletic-looking 19-year-old barista with blonde hair wearing a bikini and flip-flops took a bag of trash out of the shack and tossed it into a garbage bin.

"I don't really consider this too sexual," Bustare said. "I think it's fun and cute."

Leslie Preskitt, 21, a trim, upbeat barista at Cowgirls Espresso near downtown Everett, wore a pink-and-white striped bikini as she worked a silver espresso machine Wednesday afternoon.

She's been working at the stand for three months and said she gets twice as much in tips in a day than she did in a full week when she worked at a coffee chain store.

Baristas at similar stands say they consistently fetch more than $100 a day in tips.

Preskitt, an Edmonds Community College student studying to be a paralegal, said she has had a few men say inappropriate things to her. But that can happen anywhere, she said, and she's learned to deflect those comments.

Cowgirls, a Seattle-based chain with three locations in Snohomish County, has a theme for every day of the week, including military Mondays, bikini Wednesdays and fantasy Fridays.

Company Chief Executive Scott Arbuckle said franchisees who operate 14 Cowgirls locations in Washington are told to follow specific decency rules aimed at protecting the brand name. He said he admires the success of Hooters, an Atlanta-based restaurant chain, that has thrived in spite of vocal critics.

"We're going to treat our employees with respect," Arbuckle said. "We're never going to push the button and go over the edge."

Carrie Smith, owner of the Mocha Boat in Lynnwood, said she switched themes six months ago after a competing stand hired young women to stand on the corner with pasties and tight shorts.

Business tripled after her employees started wearing more revealing outfits, she said.

"We had to close the stand or roll with it," Smith said. "I sold my soul for a dollar."

[Via - HeraldNews

Monday, 19 May 2008

An E-Commerce Empire, From Porn to Puppies

TRIBUTES on the Web site of Richard J. Gordon‘s company strike all of the uplifting chords one would expect of a digital maverick. He is described as a “trailblazing businessman” who is “operating in the front ranks of those transforming the Internet into the global marketplace of the future.”

There is an echo of truth in all of this. Though most Internet buffs have probably never heard of him , Mr. Gordon, 62, played a significant role in the birth of electronic commerce. While Amazon.com and eBay were still fledgling enterprises, the companies that Mr. Gordon founded in the early 1990s were already laying the groundwork for electronic transactions conducted with credit cards — a development that opened the doors to the first generation of e-commerce start-ups.

And if the Internet is for porn, as the hit Broadway show “Avenue Q” asserts, perhaps it was only natural that many of Mr. Gordon’s early clients were purveyors of X-rated entertainment.

While riches were being minted and squandered in the dot-com ’90s, Mr. Gordon made a fortune by taking a commission for processing sales on a range of sites from small, mainstream retailers to others like ClubLove, which published the Pamela Anderson-Tommy Lee sex tape. Today, his payment processing company continues to have roots in the world of sexual entertainment. One of the several companies he owns or operates, Processing Solutions, facilitates credit card transactions for the Web sites of DTI, or Dial Talk International, according to current and former employees familiar with the arrangements.

DTI is based on the Caribbean island of Curaçao and runs, from Los Angeles, a vast and profitable network of explicit Web sites for the Japanese market.

As the Web has evolved since the early days of e-commerce, so has Mr. Gordon. Although he fashioned his early career around credit card transactions and helping Internet pornographers, he has more recently adopted an ecumenical approach to business as the shepherd for an altogether different endeavor: a Christian charity.

Until last week, Bold New World, his Los Angeles-based Web design firm, had a lucrative contract to design sites for the American Bible Society — the 192-year-old philanthropy based in Manhattan whose mission is to make a Bible available to every person in the world.

Bold New World has also created the Web site for a charity called SPCA International, which fights animal abuse; it helps members of the armed forces bring dogs home from Iraq. That charity has been stirring controversy in the animal-rights world because it owns no animal shelter and is unaffiliated with older and more established societies for the prevention of cruelty to animals.

Although Mr. Gordon has yoked together disparate endeavors that support pornography, the Bible, and prevention of animal abuse — all by marrying the universal purchasing power of credit cards to the respectability conveyed by slick Web sites — those familiar with his operations say his relationship with DTI remains the nexus of his enterprise.

There are no official numbers on the pornography industry. But those who have studied its operations view DTI as a pivotal player in the world of pornography. “DTI appears to rank in the top 1 percent of adult entertainment companies in the world,” said M. J. McMahon, publisher of AVN Online, an Internet news site covering the industry.

Mr. Gordon’s lawyer, Miles Woodlief, said that “neither Mr. Gordon nor his companies have involvement in” the pornography business. For his part, Mr. Gordon, in a brief e-mail message, describes his career in more elevated terms.

“I have been an inventor, creative genius and pioneer,” he asserted in a statement sent by a spokesman. “I have worked with thousands of people around the world in the last 30 years, countless of whom, including legislators, governors, United States presidents, C.E.O.’s and self-made billionaires, all of whom I personally made aware of earlier mistakes, and would be happy to sing my praises.”

MORE than a dozen current and former employees and business partners of Mr. Gordon say that whatever operations his business now encompasses, processing transactions for pornography sites has long been a central component. Some of them requested anonymity, worried that Mr. Gordon might sue them for speaking publicly about his operations.

These people characterized DTI, which is owned and operated by Wataru Takahashi, a Japanese billionaire who has worked with Mr. Gordon on various enterprises for at least a decade, as one of the most lucrative and enduring clients for Mr. Gordon’s credit card processing business.

DTI is an amalgam of dozens of Web sites, offering paying customers everything from live video sessions with pornographic performers to sexually explicit manga cartoons. The sites bring in revenue of about $15 million a month, according to several current and former DTI employees who have knowledge of its finances. DTI produces the content for many of these sites in Los Angeles, then pipes the material to computer screens in Japan, which has strict laws on explicit performances.

Central to the sales and billing portion of DTI’s business are services provided by Mr. Gordon’s company.

“Gordon processes credit cards for every single Web site owned by Mr. Takahashi,” said Alex Becker, a contractor who was a senior executive of Stickam, a social network based in Los Angeles. “Mr. Takahashi depends on Richard, and they always work together.”

Stickam, a live video chat Web site aimed at teenagers, is financed and operated by DTI, according to Mr. Becker. Scott Flacks, a former senior executive of Stickam who left the company this spring, said that Mr. Gordon and Mr. Takahashi appeared to have a close relationship.

“There’s a loyalty between the two that transcends business,” he said.

One other employee who worked directly for DTI for several years said that Mr. Gordon had helped to set up accounts for DTI with at least two banks in America and one in Germany. The employee says that Mr. Gordon’s company receives regular monthly payments from DTI for facilitating these relationships. He requested anonymity because he signed a confidentiality agreement with DTI.

“Richard is the smoother,” this person said. “He is the relationship between the banks and Takahashi for sure, although you are not going to find it anywhere on paper.”

Mr. Takahashi and Mr. Gordon also appear to help one another hire employees and court business and political contacts. In February 2007, Mr. Takahashi held a lavish weekend birthday party for his wife on Grand Cayman, where he spends part of each year in a condominium at the Ritz-Carlton hotel.

According to accounts from four people who were there, about 100 guests, including Mr. Gordon and several of his colleagues, were flown in from all over the world in private jets. Among the attendees was a representative of a major casino company in Las Vegas — Mr. Takahashi is an avid gambler and a frequent visitor to the city — and Stanton D. Anderson, a longtime Republican activist and a consultant to the American Bible Society. Mr. Anderson did not respond to interview requests.

Guests were treated to a Caribbean cruise and a resplendent dinner on the beach with an orchestra and electric fans that blew multihued sheets into the air. As guests feasted on grilled lobster tail and filet mignon, Mr. Takahashi and the casino representative lavished expensive gifts, like a Tiffany diamond tennis bracelet, on Mr. Takahashi’s wife.

IN 1979, six years after being honorably discharged from the Navy, Mr. Gordon found himself on the bad end of a bust. Federal Bureau of Investigation agents arrested him after finding him hiding in a closet of a friend’s apartment in Washington, D.C. On a living room table were four round-trip Concorde tickets to Paris.

According to a 1981 review of the case by a federal appeals court, New York State authorities had been investigating accusations that Mr. Gordon, who then lived outside Albany and ran insurance and financial planning companies, had dipped into customer funds. When he learned of the investigation, according to the court documents, Mr. Gordon closed his businesses and fled Albany, planning to go to Europe.

He was ultimately convicted in 1980 of mail fraud, interstate transportation of a stolen check and making a false statement to a bank. He served more than two years of a seven-year sentence in federal prison in Danbury, Conn., and Lompoc, Calif.

“Nearly 30 years ago, as a zealous, eager young entrepreneur, I made a mistake. I was convicted and served a sentence,” Mr. Gordon says of this period in his life. “I have diligently and honorably been an entrepreneur, inventor and businessman for almost three decades. I created jobs and career opportunities for thousands of people.”

After moving to Los Angeles in 1983, he worked as a business consultant throughout the ’80s, according to reports in Los Angeles business publications at the time. Mr. Gordon then engineered yet another act in his business career: facilitating credit card transactions over the phone.

According to reports in trade journals at the time, he appears to have started by processing credit cards for 1-900 and other telephone services, mail orders and television infomercials. He also became among the first to process transactions on the Web.

At the time, the credit card industry was aghast at Web transactions since they were not face-to-face dealings. In addition, many of the early Web commerce operators were so-called high-risk merchants, like pornographers and online gambling companies. Banks charge higher rates for these transactions because people tend to contest those items on their bill, perhaps to mollify an angry spouse.

While other payment processors avoided the stigma and high rates, Mr. Gordon saw opportunity. His companies in the ’90s, including Electronic Card Systems, devised ways to mitigate the risk. One method involved creating databases of unreliable customers and then refusing troublesome users when they returned to the Web to make purchases.

Mr. Gordon “was a pioneer,” said Jeffrey D. De Petro, who worked as a risk manager for Electronic Card Systems from 1995 to 1998. “We came up with different ways to monitor e-commerce transactions, and I think it defined the pros and cons of the industry.”

Mr. De Petro and five other former employees from this time say that CryptoLogic, an early Canadian online gambling network, was one large client. They also say that Mr. Gordon processed credit card transactions for ClubLove and other sites owned by the Internet Entertainment Group, now defunct, which offered pornographic photographs and videos for a monthly membership fee.

“He was the house for Internet porn in the early days,” said Steven Peisner, a veteran of the card processing industry who worked for Electronic Card Systems in 1997. “At that time, if you had anything to do with Internet porn, you called Electronic Card Systems.”

Mr. Gordon’s employees from the time remember extravagantly decorated offices on the fifth, sixth and seventh floors of the Luckman Building on Sunset Boulevard in West Hollywood. There was fine art on the walls and a constant supply of fresh flowers in the lobby. Mr. Gordon held sumptuous parties for employees at his home in the Hollywood Hills and drove a Bentley.

He appears to have created and run many companies in the ’90s, though they were all related and shared office space, according to Mr. Peisner and other former employees. In addition to Electronic Card Systems and a related entity, Electronic Authorization Systems, Mr. Gordon was involved with magazine publishing, long-distance telephone service and an interior decorating company, among other pursuits.

In 1999, to take advantage of the dot-com gold rush, Mr. Gordon combined many of these companies into a single entity, CreditCards.com, according to a company press release at the time. But the company was having financial problems. Former employees say they remember paychecks occasionally bouncing and leased furniture being repossessed.

According to documents filed with the bankruptcy appellate panel of the United States Court of Appeals for the Ninth Circuit, Mr. Gordon brought in new partners from Nashville in 1999 and borrowed several million dollars from them, using his stock as collateral.

The documents, filed as part of litigation relating to business disputes at the company, say that when Mr. Gordon could not pay his partners back, they removed him. The company is now called iPayment and is based in Nashville.

“He played so many games that eventually he got played himself,” says Masih Madani, the former chief technology officer of CreditCards.com, referring to Mr. Gordon.

But Mr. Gordon didn’t walk away from the enterprise empty-handed. The new owners paid him $2 million to settle his lawsuit against them, according to court documents. Mr. Gordon also ultimately rescued one other prized asset from this first Internet foray: his relationship with Wataru Takahashi and DTI.

RICHARD GORDON has one other man to thank for helping him land on his feet after the CreditCards.com debacle: Paul Irwin, the head of the American Bible Society, who from 1996 to 2004 was chief executive of the Humane Society of the United States.

In his two decades preaching animal rights, Dr. Irwin, an ordained minister of the United Methodist Church, turned the Humane Society into the largest animal welfare charity in the world. But his tenure was also pockmarked by scandal.

USA Today reported in 1987 that the society spent $85,000 renovating Dr. Irwin’s vacation cabin in Maine. A decade later, a judge ordered the organization to pay $1 million to the Humane Society of Canada for soliciting donations in Canada and then transferring funds to the United States.

It was toward the end of his tenure, in April 2003, that Dr. Irwin first hired Mr. Gordon. Tax returns for the Humane Society show that the organization paid $881,000 to Mr. Gordon’s new venture, Exciting New Technologies.

In May 2003, according to a press release at the time, Mr. Gordon also hired Dr. Irwin’s son, Christopher, as director of business development at Exciting New Technologies. The younger Mr. Irwin could not be reached for comment, and it is not clear how long he worked there.

Dr. Irwin said in an interview that Exciting New Technologies built a “technology platform” that allowed the Humane Society to become the top publicly supported animal charity offering help after Hurricane Katrina in 2005. A spokesman for the Humane Society says that Dr. Irwin canceled the software project in 2004 and that the organization bought the technology from another company.

Nevertheless, when Dr. Irwin left the Humane Society and took the reins of the American Bible Society, he hired Mr. Gordon again. Dr. Irwin said the organization had multiple Web sites — “everyone and his brother had one” — that needed to be streamlined.

 

BETWEEN July 2005 and June 2007, tax documents indicate, the Christian charity paid Exciting New Technologies more than $5 million. A spokesman for the philanthropy said that the $5 million in payments involved projects other than Web design, including e-mail marketing and digitizing the Bible, that were performed by subcontractors.

Dr. Irwin said those charges were expensive, but that the organization needed to catch up quickly on the Web. “It was so far behind the curve on Internet development that we simply were in the process of rapidly ramping up,” he said. “The tax form will show next year that we spent a lot less, and the year after that will show we will continue to spend a lot less.”

But questions have been raised inside the Bible society about the payments to Mr. Gordon. One employee — who requested anonymity to avoid Dr. Irwin’s ire — said the tax documents disclose what is “fairly widely known within the walls of A.B.S., and yes, the exorbitant costs have been questioned from the start.”

This person also said that “there have been attempts made to determine where the money is going.”

Dr. Irwin said he was unaware of Mr. Gordon’s ties to the pornography industry. “I have absolutely no knowledge of Richard Gordon’s involvement in pornography,” he said. “If anyone can provide me evidence that he is involved in pornography, then I want you to know he will be out of the American Bible Society today.”

On Friday, after being questioned about its dealings with Mr. Gordon, the society said “the American Bible Society and Richard Gordon have mutually agreed to terminate all existing business relationships.” The society added that it was continuing to investigate Mr. Gordon and his business with the organization.

Dr. Irwin and Mr. Gordon have also apparently intersected on other business transactions as well.

In March 2007, the two men considered redeveloping valuable property that the American Bible Society owns at 1865 Broadway, near Columbus Circle in Manhattan, according to two people familiar with the discussions. Dr. Irwin and Mr. Gordon met with executives at Sonnenblick Goldman, the real estate investment banking firm, about the project, according to a person at the bank who was privy to the discussions but didn’t want to be named disclosing details about a confidential business matter.

The discussions ultimately fell through, in part because Mr. Gordon made an unusual request, this person said: he asked the investment bank to pay him a $20 million commission on the deal out of the firm’s own fee. Asked about these talks, Dr. Irwin said only that “there was no agreement whatsoever.”

Mr. Gordon “would be the last person I would have anything to do with on real estate development in New York City,” Dr. Irwin said. “The American Bible Society has access to world-class developers, and he isn’t one of them.”

Twice this past March, more than a hundred activists gathered on Jean-Talon Road in Montreal to protest what they saw as improprieties at the city’s Society for the Prevention of Cruelty to Animals.

The protests came after Canadian press reports of possible financial abuses by the Montreal S.P.C.A.’s executive director, Pierre Barnoti. Among other things, Mr. Barnoti was said to have used S.P.C.A. funds for personal travel while engaging in improper fundraising activities and euthanizing an unnecessarily high number of animals.

In April, the protesters prevailed: Mr. Barnoti stepped down and was placed on “indefinite sick leave,” according to the organization. The Canada Revenue Agency, the country’s counterpart of the Internal Revenue Service, began an investigation, and a majority of the charity’s board of directors resigned.

A new board is now combing through the Montreal S.P.C.A.’s financials, trying to reconstruct how the organization wound up more than $4 million in debt. The board is also trying to solve a little Internet mystery: what happened to the organization’s prized Web address, SPCA.com.

Two years ago, a new United States organization called SPCA International took over the SPCA.com Internet domain and started using it to solicit money for animal rights.

According to public records and a report last November in Animal People, an animal care industry newspaper, Mr. Barnoti registered a company called SPCA International in May 2006 in Delaware. Registering an animal rights organization in the United States allowed Mr. Barnoti to raise money here, and he hired a New York City direct mail company to solicit donations.

In an effort to beef up the group’s Web presence, Mr. Barnoti consulted Paul Irwin. In an interview, Dr. Irwin said that he introduced Mr. Barnoti to Richard Gordon.

Mr. Gordon’s company designed the SPCA.com site, and James D. Winston, a longtime business associate of Mr. Gordon, is listed on tax documents as the organization’s executive director. SPCA International declined to make Mr. Winston available for an interview.

It’s not clear how much Mr. Gordon profits from his work on SPCA International. But the chief executives of petsupplies.com, an e-commerce partner listed on the SPCA.com site, and Pet-Togethers, an advertiser on the site, both say their company’s financial relationship is not with SPCA International but with a separate entity, the SPCA Foundation.

According to California corporate records, the foundation was registered as a for-profit company last August by Mr. Gordon’s lawyer, Mr. Woodlief.

As for SPCA International, Mr. Gordon appears to have no operational role there. Even so, the group is involved in a range of initiatives. Every few weeks, the SPCA International selects a “shelter of the week” from around the world and then asks for money for that shelter.

Four of five shelters that were awarded this distinction over the past two months say that they received a $1,000 check and a plaque for the honor — but not a percentage of any donations. The fifth shelter, Welfare of Our Furry Friends, in West Sacramento, Calif., says it received $48.

SPCA International has also undertaken one other significant project. Last year, it created a program called Operation Baghdad Pups that tries to rescue stray dogs in Iraq on behalf of the American soldiers who have befriended them.

The program is run by Terri Crisp, who is primarily known in animal-care circles as the founder of Noah’s Wish, an animal-rescue charity. Last October, Noah’s Wish settled an investigation with the attorney general of California, agreeing to pay $4 million over allegations that it misappropriated donations it received after Hurricane Katrina.

In an interview, Ms. Crisp declined to discuss the Noah’s Wish troubles. But she said SPCA International was “in its infancy” and was trying to “find something unique to make a difference for animals.”

She said she has traveled to Iraq five times to bring 14 dogs back to the United States for soldiers. The program is now prominently promoted on SPCA.com, alongside an ABC News story about it. Donations are solicited to support Baghdad Pups as well as “to further the mission of the SPCA International to stop euthanizing adoptable and healthy animals.”

SPCA International’s fund-raising is hard to assess. Last week, the group filed for an extension on its tax returns. It has yet to reveal how much money it has raised or earned from sponsorships — a requirement for charitable organizations.

Still, the site comes up first on any Google or Yahoo search for the term “SPCA” — ahead of even the 142-year-old American Society for the Prevention of Cruelty to Animals, which has 420 employees and runs a shelter in New York City.

The A.S.P.C.A. declined to comment on SPCA International. But the SPCA.com Web site has angered other animal rights activists who contend that the new organization is exploiting the goodwill of similarly named, more established charities.

Ms. Crisp acknowledged that the organization’s name might mislead people.

“We have people who are trying to reach us that call the A.S.P.C.A. in New York, and we have people who think they are calling the A.S.P.C.A. or contacting their local S.P.C.A. but who call us. We get a lot of that,” she said. “Nobody owns the name, so yeah there’s confusion.”

Back in Canada, meanwhile, the new board members at the Montreal S.P.C.A. are looking at how to get their domain name back.

“If Pierre Barnoti transferred this domain name to another company, that was not in the best interest of the Montreal S.P.C.A.,” said Wendy Adams, a board member and a law professor at McGill University. “It appears he has used this asset to his own benefit. It’s self-dealing, and it’s a breach of fiduciary duty.”

LAST month, Stickam, the live video social network operated by Mr. Takahashi’s DTI, sent out a press release proclaiming a new partnership: the social network had been selected, the release said, as the exclusive provider of live Web video for the SPCA International’s Operation Baghdad Pups and would broadcast regular updates on the program’s progress.

The announcement was ordinary and easy to overlook: two seemingly disparate organizations unveiling a partnership.

But to people who knew the men behind the two companies and their long and fruitful collaboration, it was clear that Richard Gordon and Wataru Takahashi were still looking for new ways to work together.

[Via - NYTimes.Com]

Sunday, 18 May 2008

Cool Startups - TeachStreet.Com

Lifelong learners are always in search of new classes to take, but finding them isn't always easy. TeachStreet is a new website dedicated to helping teachers and students connect.

Seattle-based TeachStreet launched into beta a few weeks ago with more than 25,000 Seattle-area teachers, trainers, tutors, instructors, coaches and classes. Students can search for teachers across more than 500 subjects and filter the results according to map-based location, ratings from other students, teacher availability, promotional pricing and more. The free site can be searched by keyword, or visitors can scroll by subject through TeachStreet’s extensive directory of classes. Classes and teachers currently available on TeachStreet cover popular subjects like tennis, piano and cooking, as well as less common ones like break dancing, surfing and Texas Hold ‘em Poker. For teachers, TeachStreet provides a simple yet powerful way to promote themselves online and manage their learning business. Free online tools for teachers include an online profile builder, search engine optimization, and scheduling and management tools.

“We have heard time and again from adult learners and parents how difficult it is to find relevant and up-to-date information to evaluate teachers," explains TeachStreet founder and CEO Dave Schappell. "At the same time, teachers are craving easy-to-use tools to help market themselves on the Internet, manage their student rosters, and find more prospective students in their neighbourhoods. One of our goals with TeachStreet is to use the latest online technologies to facilitate real-world connections and provide anyone who wants to either learn or teach a new skill with a rich, geographically targeted website that features a city’s best teaching resources.”

TeachStreet is currently ad-supported, but ultimately it plans to roll out premium, fee-based services for teachers as well. It also aims to expand to other US cities in the coming months. One to partner with in a city near you...?

[Via - Springwise.com]

Tuesday, 13 May 2008

No Sex Life For Startup Founders

No social life. At least in the startup phase.

That’s the message from two of the fiercest competitors in venture capital: John Doerr of Kleiner Perkins Caufield & Byers and Mike Moritz of Sequoia Capital. In a story today on VentureWire, Scott Austin reports on a rare Q&A session with the two men yesterday.


As Mr. Austin reports, Mr. Doerr chatted about several now-legendary entrepreneurs whose companies he invested in—Amazon.com Inc., Netscape, Yahoo Inc., Google Inc.—and he told a story describing what they all shared. He recalled being in Amazon’s shipping area when an order went out that included a book about programming in Java and also a copy of “The Joy of Sex.” He said he knew the customers were male, nerds who had no social or sex lives and were trying to get help by using an online service.

Jackpot.

“That correlates more with any other success factor that I’ve seen in the world’s greatest entrepreneurs. If you look at Bezos, or [Netscape Communications Corp. founder Marc] Andreessen, [Yahoo Inc. co-founder] David Filo, the founders of Google, they all seem to be white, male, nerds who’ve dropped out of Harvard or Stanford and they absolutely have no social life. So when I see that pattern coming in — which was true of Google — it was very easy to decide to invest.”

[Via - The Wall Street Journal]

Wednesday, 7 May 2008

A Hairdresser's Secret:

Nick Arrojo?

[arrojo]
Nick Arrojo on tour at the International Beauty Show

In the annals of luxury beauty and hair care, the latest entrepreneurial insurgent is a 42-year-old Brit who left school at age 16, started working in a salon for £22 a week (about $40, then) because he "needed a job," and stayed because he "could meet girls and listen to music all day."

Today, Mr. Arrojo is stylist on the TLC channel's "What Not to Wear," owner of a New York salon, and plans to open a cosmetology school this summer. Last year, he launched a line of Arrojo hair products and also helps represent Procter & Gamble Co.'s Wella line. And forget the £22 -- he now makes $500 a cut.

Having parlayed his early passions into $5.8 million in sales last year -- and an enterprise that he owns in full with no investors -- Mr. Arrojo's next goal is to track the steps of branded beauty giants before him: Aveda Corp. was bought by Estee Lauder Cos. for $300 million. Frederic Fekkai & Co. sold to P&G in a deal valued around $400 million.

But it's a rocky road in a clubby industry plagued by high turnover and fickle consumers. I spoke to Mr. Arrojo recently about his strategies, including a coming "frequent flier" program (think, Arrojo Hair Miles), and the delicate act of keeping old alliances happy while growing.

Here are excerpts from that discussion:

THE WALL STREET JOURNAL: How does the economy affect hair?

MR. ARROJO: I completely believe that hairdressing is recession proof. People want to look good, feel good and it's always an investment in themselves. I've seen a very small percentage drop in business -- 2% -- but don't think that's the economy but the fact that we had some staff leave.

Of course, costs are rising. Plastic [for product containers] goes up. Energy. The electric bill is huge, about $10,000 a month, up about 10% from last year. And shipping; shipping our hair products to QVC [the cable home-shopping network] was $1,000 last September; now it's $2,000.

WSJ: Why post all your stylists' prices on the Web?

MR. ARROJO: There are a lot of salons out there who don't run as a unit. We are creating a brand people will be loyal to. Whether you have thin or thick hair, you know what you're getting into when you go to our salon. In most salons, when the client goes in, she then becomes a client of the hairdresser and when he leaves and goes to the salon down the street that pays more, the client leaves. It's not about celebrating the individual stylist here. These are clients of the Arrojo brand, not of Tom, Frank and John.

WSJ: How do your stylists feel about that?

MR. ARROJO: It takes 10 years to be a good hairdresser. We don't take away anyone's identity, and being part of a successful brand is now part of their reputation. When you start here, you don't have to wear a uniform; there are equal opportunities and you are part of the team. I train all my own staff meticulously and to the highest level possible. We have 10 classes a week, and you must do a minimum of two, but you are paid to go to class.

WSJ: So how do you handle stylists who leave?

MR. ARROJO: There are two ways to look at it. Get really upset and drive yourself crazy or overcome it by being smart. I don't need to be worrying about hairdressers; I need to worry about clients.

First, I have a [one-year] no-compete agreement that says stylists can't work in the immediate vicinity. I also have a client reward program that is being developed. My idea is to have Arrojo Hair Miles. You get points based on what you spend and they can be redeemed for discounts, services, merchandise and product. The other key is this creates an excuse to get client contact information.

For example, if you went to see Shannon, and then she left Arrojo, if you have 400 or 600 points you are invested here. And I'm going to have your information to reach you. So if you go across the street to Shannon, I can double or triple your points to get you back. And my brand can absorb the discounted service to keep you as a client.

WSJ: How long does it take to get a cut with you at $500 a pop?

MR. ARROJO: I still do more haircuts than anyone in my salon: 25 to 40 a week. When you build a business, if you let go of the reins too quickly, it falls down. People come from all over the country because of the TV show. If someone takes a picture they will show it to somebody, and then I could get a client. I also want to let the public know that what they see on TV is not just me, it's my team. You can get the same experience [from another Arrojo stylist] for $65 . You'll get a piece of Nick.

WSJ: You sell and use P&G's Wella brand in your studio and represent the brand at beauty shows. Why isn't P&G upset about you launching your own competing brand of Arrojo product?

MR. ARROJO: I talked candidly with the P&G folks. They want market share of the beauty industry in the States, and Nick wants to keep building his business and brand. I'm a little dot compared to their business. If I sold to other salons tomorrow, [he sells primarily online, in his salon and through QVC] I'd get them upset perhaps. I'm not planning to go down that road at present. Sure I might make some more money selling shampoo, but I wouldn't get to travel and the exposure and to be visible on stage. Don't bite off the hand that fed you; don't think you can rule the world.

 

 

Via - StartupJournal.Com

Monday, 5 May 2008

Survive and Others Die

If you are going to write a guide to crafting sticky ideas, your book had better embody your principles. Authors Chip and Dan Heath succeed admirably. What I love about "Made to Stick" is that it is not merely entertaining (though it is), it provides practical, tangible strategies for creating sticky ideas. Once you understand these recommendations, you can boil them down to a set of touchstone points to evaluate your own work. This sets "Made to Stick" apart from the work of Malcolm Gladwell, whom the Heath brothers cite as an inspiration. I enjoyed Gladwell's books but could not necessarily apply his ideas to my own work.
 
My review copy of "Made to Stick" is covered with highlighter. I am reading the book once through for pure pleasure, and then I am going back again to apply the ideas to evaluate the communications of a non-profit organization I am working for. "Made to Stick" challenges you to distill the essence of your message, to get back to core principles and to communicate them in a memorable way. Chip and Dan point out that as we become experts, we tend to use abstraction to define our ideas, and we lose our ability to communicate with novices. They teach us how to bridge that gap so that our ideas are once again accessible by everyone.
 
"Made to Stick" gives you the tools you need to revamp your own messages. It provides "do it yourself" conuslting in book form, which will be appreciated by activists, entrepreneurs, and businesses of all sizes.
 
 

Free Notebooks For Students As A Business

Last summer we wrote about FreeHand Advertising and its initiative to give free, ad-supported notepaper to college students, and now ABS Notebooks is going a step further and handing out whole notebooks instead.

The Shadow Notebook is a five-subject notebook that gets cobranded with participating colleges and universities across the US and distributed by the school at the start of each semester. The university's logo appears on the cover, and pages of school-related maps and information get included within. Thirteen four-colour, full-page advertisements, meanwhile, act as subject dividers in each notebook, giving advertisers the means to engage students while they are a captive audience in the learning environment. Students, naturally, carry the notebooks with them throughout the day over the course of the semester, which from the advertiser's perspective amounts to 96 impressions over a four-month period, ABS says. So far, about 700,000 notebooks have been distributed to college students at campuses nationwide.

College students spend some USD 198 billion per year, according to Harris Interactive, so it's no wonder advertisers are going to new lengths to reach them. We've now seen free photocopies, free printing, free notepaper, free phone calls and now free notebooks—it all goes to show, there's no such thing as too much free love!

[Via - Springwise