We cannot emphasize this enough: people should always be your top priority.

As the founding father of venture capital, Georges Doriot, once put it, An A-team with a B-plan is always better than an A-plan with a B-team.1 (See Wisdom Manifesto Principle 6 for tips on building such an A-team.)

>
People > Idea Business Model > Plan Market Niche > Large Market

Focus on the business model and how you plan to make money instead of on a theoretical nancial plan. During the earliest stages of businessbuilding, the what of a plan is less important than the how. Yes, there are examples of successful entrepreneurs who put off worrying until later about how they would make money. But call us old-fashioned: knowing how you plan to make cash is a good thing. The only reason a business goes out of business is because it runs out of money.

Relative Market Share always wins

Many would-be entrepreneurs spend their time fantasizing about massive markets before theyve acquired even a single customer. Even when ideas and concepts burst with gigantic market opportunity, the starting point should always be which niche, or area, of a big market can you truly dominate? Remember that a big market brings with it big competitors, so nd a niche you can master. Relative market share leadership is the greatest predictor of long-term protability.

MODEL = R - C

EBITDA level

RMS

The best way to align employees and management is to understand the benet that the business is trying to deliver to its customers. Only four types of consumer benets matter, and by extension, only four categories of value propositions work.

Alongside bang-for-buck players are luxury providers that dangle the experience of a gilded lifestyle to aspirational consumers. Ralph Lauren, Rolex, BMW, and Herms are among the most masterful purveyors of lifestyle luxury brands. While the luxury segment can take a hit during difcult times, consumers make their way back as the economy rebounds. Not to mention that many luxury goods consumers have ample discretionary spending, even during tough times.

Richard Branson once commented that being the best at something is a pretty good business T! BES model. We couldnt agree more. Consider brands that set a standard, such as Louisville Slugger baseball bats or Stradivarius violins. You dont have to be a sports nut or a classical music acionado to be familiar with these brand benchmarks. Brands that set unmatched standards are often luxury brands; but even a less luxurious brand like Benjamin Moore can create a long-lasting value proposition by establishing a best-in-class quality reputation.

Some consumers will always buy on price; still, best-in-class value doesnt always mean the lowest price, but rather the best quality-to-price ratio. One good example is JetBlue, a company that may not offer the cheapest or best in comfort travel, but that does a superior job of communicating its superior value relative to its price point. Chipotle, Ikea, and Toyota are other illustrations of best-in-class value, and through the years, theyve sustained their value propositions.

NE One of the most attractive value propositions we have seen and studied consists of the must-haves. These include basic goods, up to and including certain foodstuffs. At Thomson, we often talked about musthave content, without which business professionals simply could not do their jobs. One example? The critical legal information and tools Westlaw provides lawyers. As long as there is a case to be led, lawyers need legal information, and Westlaw is the leading source for that information.2 There will always be competition between the must-haves, but must-have market leaders ultimately win a great prize: mega value generation.

W!

at Gre al!! de

Does your companys value proposition t in one or more of the categories above? If not, its time to adjust. Quit being stuck in the middle. Consider repositioning your offering, and aiming to set a wholly new standard.

In execution, its almost impossible to think big and start big. Thats why we always recommend thinking big, starting small, then scaling (or failing) fast. As Professor Bill Sahlman of Harvard Business School has said, Businesses should begin as a series of sensible experiments.3 Theres nothing wrong with having a formidable idea, then proceeding to launch miniature versions of it that allow you to continually tweak your concept. Take Chipotle, the Mexican food chain, whose motto and purpose statement are Food with integrity . . . the very best ingredients raised with respect for the animals, the environment, and the farmers. Steve Ells had a very big idea about food, but rather than executing 100 percent of his vision overnight, he gradually made his way there to really proving concept before sealing it.

Bake Sale: Annas Chocolate Cookies - $5

NEW

! EW W! ! N WEW! NE EW! W!N NEN EN EW! ! NEWN

NEW

Recurring Revenue
In our previous lives running corporations large and small, we uncovered one business model we love best, one thats based on retaining customers, fundamental cash ow, and the ability to grow that cash ow as the business scales: Recurring revenue + Fixed cost leverage = Superior cash ow If you can nd a business that has highly repeatable revenues (e.g., high retention of customers year over year) and if you can keep your capital expenditures to, say, less than 10 percent of sales, then you probably have a winner. Businesses that capture this model often correlate with some differentiated form of intellectual property (IP). This can include anything from royalties deriving from content, to franchise fees from branded chains, to subscription revenues from software applications, to licensing fees from technology or patents. Most of these examples require an upfront investment to develop some form of the IP, but if you get it right, you create a defensible moat based on that IP. The excitement VCs have around SaaS (software as a service) and other subscription businesses is driven by the sheer appeal of this build once, run many times model, for which the marginal cost of each incremental sale is minuscule. Another attractive characteristic of this business model is that you often get the cash up front. One example is subscriptions that consumers renew and pay for in advance. Although you can only recognize the revenue in your earnings statement as you deliver the services, you have the benet of up-front cash. A cash-up-front business model in which a vast majority of customers renews or returns every year, and where the cost of delivering an additional customer approaches zero at scalewhat could be better? Bill Gates himself practices this business model, and its one that that has worked quite well for him and contemporaries like Marc Benioff at Salesforce.com or Michael Bloomberg at Bloomberg LP.

+
Fixed Cost Leverage

=
Superior Cash Flow

Theres no such thing as an average customer. Harvard Business School Professor John Deighton offers the example of a hypothetical beverage producer whose research team discovers that 50 percent the worlds people love hot tea, while the other 50 percent prefer iced tea. Wouldnt it make sense to manufacture a lukewarm tea that everyone is guaranteed to like? The problem, of course, is that youd please no one. Steven Levitt and Stephen Dubner, authors of the book Freakonomics, offer a more sophomoric example when they point out that the average adult in a global sample has exactly one breast and one testicle.4 In both cases, the mathematical average is an amusing but not altogether useful data point. Still, companies often make the mistake of developing products and features that appeal to the mean. They pore over aggregate results and averages. What they should be doing instead is disaggregating the drivers of these results and focusing on who, or what, comprises those averages. The key to any successful customer-driven strategy is to understand the dynamic subsegments that make up the average, then develop the right products, prices, and go-to-market plans for each one of those smaller groups. First, try to understand how you can best and most protably serve the three top subsegments of your customer base. While seemingly simplistic, this approach often leads to counterintuitive product development or marketing strategies. Example: An analysis of your repeat customer rate may reveal the wisdom of shrinking your current customer base before growing it. Tony once spoke to the CEO of a chain of spas, who shared his goal of convincing at least 70 percent of his customers to repeat a spa service at least once a month. This meant rst paying little attention to the vast bulk who were not repeating at this rate. Once he understood what a high-recurring client looked like, he worked hard to get more people like that and less hard to get everyone else. In this example, the value of a smaller segment of repeat customers is greater than that of many individual customers. Both groups bring in the same levels of short-term revenue, but focusing on repeat customers low-

ers the cost of sales and marketing over the long term and creates more predictable revenue streams. Quality of revenue is as, or more, important than quantity of revenue. Online businesses should also apply a discriminating eye to high-level aggregate data analysis. At rst glance, high monthly unique counts, or good average usage, may indicate that you have a rst-rate product strategy. But by dissecting consumer behavior, you may nd that consumers are using only a small percentage of the total functionality youre offering. In this case, focus on the must-have/high-usage features versus the nice-tohave/lower-usage ones. Getting the right product is not too tough if you understand what customers really, really want.

These customers each have to get from A to B...

...so whos your customer?

Thanks to online tools like Google Analytics or SurveyMonkey, its easier than ever to capture customer input. But are you interpreting it right? If the survey results indicate widespread variance, its even more important to pinpoint the subsegment clusters. By using the principles behind wellestablished marketing analysis (e.g., cluster and conjoint analysis), and grouping results in ranges (e.g., consumers comfortable spending between X and Y versus those in the Y-to-Z range), any entrepreneur can gain a solid pulse of a customer base. He can next consider the pattern differences between these groups and adjust his pricing strategy to consumers product feature preferences or their willingness to spend. Were not saying you need perfect subsegmentation. Theres no such thing as perfectjust as over the years weve learned theres no such thing as average. Aim to be approximately correct about the top subsegments rather than precisely incorrect about the average.

The People Rules

Yes, your business idea is brilliantand infectiousbut ultimately it all comes down to people. Accordingly, whats the best way to attract, develop, and retain top people? When you cast an eye around your social circle, its a fact that some of your brightest friends hold positions at places that pay little compared with what they could be earning elsewhere. What drives them? Answer: these jobs provide a sense of fulllment, identity, and purpose that transcend title, position, or salary. By way of illustration, strike up a conversation with an Apple Store or Trader Joes employee. Now, compare their tenor or tone with that of the employees in 95 percent of other retail establishments. Enough said. In life, people make love-or-money trade-offs all the time. What can businesses do to minimize this trade-off among employees? They can attempt to create a rmwide balance between intrinsic and extrinsic rewards. Intrinsic rewards, derived from an organizations heart and soul, are an individuals reason and incentive for working at a company. Extrinsic rewards refer to an employees practical mind and wallet. The People Rules lists four points designed toward unlocking the secret of long-term employee loyalty. Trust us: making employees happy and fullled at their jobs is not as hard as it may seem. Part of getting people there is directly correlated with how well you develop and mentor them. We have been extraordinarily lucky to have great mentors. How do you become a great mentor? Five Secret Questions of Great Mentors offers a simple framework of the ve questions all mentors should be able to ask and understand of their mentees.

1. Help her create a meaningful role. During the interview, ask a prospective employee what she would be doing if she had all the money she needed. Next, explain why her position is critical and how it ts into the bigger picture. We consider this the foundation for long-term retention. 2. Give feedback. Do it regularly, honestly, and thoughtfully. 3. Offer the context of professional development. Keep your employees larger career path in mind by asking what she wants to learn most. People like to know where they are heading and that employers care about helping them get there. 4. Say thank you. Offer your employee both intrinsic and extrinsic recognition that is, reafrm your appreciation for her role or contribution (a simple handwritten note or verbal thanks from time to time goes a long way) and pay her fairly.

Five Secret Questions of Great Mentors

When employees have a vested interest in a company, the company changes. From a collection of far-ung, single-minded parts, it transforms itself into a cohesive organism with a single target: the success of the whole. A company that can create and sustain this high level of accountability will develop a corporate culture predicated on unity, cooperation, and excellence. So, whats the best way to create accountability in the workplace? One traditional and default answer is to provide incentives. It is impossible to incentivize unless a company can also measure performance. By nature, incentivizing requires good, reliable information, from the employee to the employer, and vice versa. This is where accountability comes in. Establish a culture of accountability where people know their role and expectations. If those expectations are met, then reward them with incentives. Commonsense stuff, not done as commonly as you would expect. To ensure rmwide dedication to a unanimously agreed-on goal and cascade that down to every employee, accountability must begin at the top. The CEO and upper management of a company are responsible for setting the tone. The foundation of a great, positive rm culture comes about only when the employees and the company properly align by identifying and sharing identical targets or goals. Once these are established, the whole becomes greater than the parts. Whats more, a positive culture continually strengthens and renews itself. What underlies your company culture? How can you better align the goals of your company and the goals of your employees? Does accountability begin at the top of your company before it trickles down to employees?

Win with Accountability: Employees roles are rarely as clear as sailors on a boat, but a culture of accountability with aligned incentives drives success in even the darkest storms.

If there is one thing highly accomplished people in their twenties and thirties can do for themselves, its this: fail at least once. Nothing is more damaging to entrepreneurship than a string of advancements based on a Smarts demeanor, or what HR people like to call high potential. Once people have absorbed these labels, they become less willing to risk their track record, past successes, and high potential on new or innovative projects. Of course, failure isnt easy. Often, the residual pain of disappointment, ridicule, and loss never goes away. So why do we encourage at least a onetime brush with disappointment, loss, or blighted expectations? For the reasons we spelled out in the True North question checklist, failure is good when we can reect on, and learn from, what took place before picking ourselves up and resuming our forward paths. In the best-case scenario, you fail early in your career, and a mentor, a caring colleague, a family member, or a close friend helps uncover a few core truths about you, thus increasing your self-awareness. Make no mistake: failure will happen. Whats important is learning how to embrace it and learn from it. Eventually you will be better able to match your capabilities to whatever challenges and future opportunities come your way going forward. Not least, you will also better know when and how to request help at critical moments or similar decision points in the future.