Growthink Blog

Never Say This to a Child or Entrepreneur


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When my kids were younger, I recall one night when we were eating dinner. My kids were saying "I want this" and "I want that."

And then I said something that I immediately realized I should never tell my kids, or any entrepreneur for that matter.

What I said was this: "you know, money doesn't grow on trees."

Now, you may not think saying this is so bad. So, let me explain.

The reason why I said this was to show my kids the value of money. And that we have to work to make money to spend on the things we want.

But here's the negative: saying this paints the wrong picture. It paints the picture that we can't always get what we want. Which is the exact opposite of the attitude I want my kids, and all entrepreneurs, to have.

What my kids and all entrepreneurs MUST be thinking is YES, I CAN get whatever I want. Yes, it won't just come to me, but with hard work and ingenuity, I can and I will get what I want.

Fortunately, right after I said that to my kids, I caught myself.

One of the reasons I caught myself was from the interview I did a while back with Ken Lodi, the author of "The Bamboo Principle."

In the interview, Ken explained that timber bamboo shoots grow very little for four years while their extensive root system is growing and taking hold. But once the roots are firmly in place, the bamboo can grow a shocking 80 feet in just six weeks.

This story made me realize that money does in fact grow on trees. The key is to work on the tree's roots. To build such a strong foundation that generating money becomes easy.

Every great company has a strong foundation. They create a brand name, sales systems, delivery systems, etc. And then, they can generate cash and profits each and every day.

So, focus on building an extremely strong foundation. Think through your business model. Learn the best practices for each of the key business disciplines - marketing, HR, finance, sales, etc. And then, put your thinking into a strategic plan.

Your strategic plan is your roadmap to success. It is the tool that turns your ideas into reality. For example, the great marketing idea in your head isn't going to become reality unless it's documented in your plan and a team member(s) knows to execute on it. Likewise, your new products and services won't be built or fulfilled unless they are documented and your team knows what to do. Get your ideas in your strategic plan and then you build the tree from which money does grow.

So, never let anyone tell you that "money doesn't grow on trees" or that you can't have everything you want. Because money does grow on firmly-rooted trees and you CAN achieve and get everything you want out of life if you resolve to do so. They key is to build your plan -- your foundation -- and then grow systematically from there.


Private Equity and Your IRA: The Pathway to Tax-Advantaged Returns


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Individual Retirement Accounts, or IRAs, in all their forms - traditional, Roth, 401k, Defined Contribution, Simple, SEP, 403(b) and 457, have become increasingly popular vehicles for private equity investing.

For the individual investor, investing in private equity via a "Self-directed" IRA has a number of key advantages:

First and foremost are tax savings - both at the time of investment and as the investment appreciates.  In some circumstances - for pre-tax contributions via a SEP-IRA for example - up to $49,000 can be invested on a pre-tax (i.e. tax deductible) basis.

Secondly, the power of tax - free compounding of interest, dividends, and capital gains - via both traditional pre-tax IRAs as well as the increasingly popular (and increasingly tax-advantaged) post-tax Roth IRAs is enormous.

In high-return and payout scenarios, where there are larger cash dividends and/or capital gains paid on an annual basis, the value of tax free compounding can lead up to a doubling of total investment return when compared to taxed compounding.

And thirdly, investing in private equity via an IRA addresses "de facto" arguably the key negative of private equity investing - its illiquidity.  This is because, to encourage a long-term, retirement-focused time horizon, under the IRA umbrella there are significant, structured penalties for early withdrawl.

In short, IRAs are ideally designed to house long-term investment assets with high capital appreciation potential.  This is, of course, the core objective of almost all private equity investing.

 


7 Things You Must Know to Raise Money


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Raising funding is hard. This is actually a good thing. Because if it were easy, everyone would raise money and start a business, and competition would be ferocious. Better yet, since most entrepreneurs won't take the time to read this essay, you'll know this insider information and have a huge leg-up on them in raising capital.

So, here are 7 things you must know to raise money today.


1. Understand That Funding Doesn't Take Place All At Once

No matter how great your company or idea is, you are probably not going to get a $10 million check right away. Rather, you will typically raise several "rounds" of capital.

You start with a smaller round or amount of funding. Then, as your business grows, you are eligible for larger rounds of funding. This is because your business proves itself over time (eliminating some risk to investors) and your valuation rises as you grow (enabling you to raise larger sums of money).

2. Choose the Proper Source(s) of Funding

Choosing the right source of funding is the key to the Growthink Funding Pyramid™. Some forms of funding are much easier to raise than others. And based on your stage of development, different forms of funding are more relevant.

For example, the funding sources available to a pre-revenue startup are very different than the sources available to a 3-year old company generating $1 million in annual revenues. Case in point: Google initially failed when it tried to raise money from venture capitalists. The key is to go after the right sources of funding at the right time.

3. Build Relationships Early

According to Fred Wilson of Union Square Ventures, "The perfect entrepreneur/VC relationship is one where each has established respect and trust with the other well before an investment transaction is broached."

The key is to build these relationships early. So, even if you don't qualify for a $5 million round of venture capital today, start meeting with venture capitalists so they know you when you do qualify a year from now.

4. Keep Your Business Plan Current

One of the most important things to show in your business plan is what you've accomplished in your business to date. And ideally, every month you are accomplishing more. So, be sure to update your plan with this progress.

Importantly, when you meet a lender or investor, you want to be able to give them your business plan in a timely manner. So finish your plan now, and keep it up-to-date, so you can send it off at a moment's notice.

5. Always be a Marketer

In raising money, the best company doesn't always win. Rather, the best marketer wins. That is, the entrepreneurs that are best able to market their companies to lenders and investors are the ones who raise the money.

Marketing is the process of finding the right investor, convincing them to meet with you, and then convincing them to invest in your business. Yes, this is very similar to how you market a product or service. So make sure to use your marketing skills.

6. Have "Thick Skin"

When raising funding, be prepared for a lot of "no's." Going back to the Google example, even when Google was ready for venture capital, the majority of venture capitalist said "no."

When an investor says "no," it doesn't necessarily mean that your venture is not a good one. It simply means that the venture is not a good investment fit for them. You must have "thick skin" and be able to bounce back from lots of "no's" and persevere.

When failing over and over again to create the light bulb, Thomas Edison famously said, "I have not failed. I've just found 10,000 ways that won't work." Have the same mentality with investors. That is, think, "I have not failed. I've just found 100 investors that aren't a good fit."

7. Adapt as Needed

While you must have "thick skin," that doesn't mean to be foolishly stubborn. What I mean by this is that if you hear the same feedback from investors over and over again, you shouldn't ignore it. Rather, you should adapt.

For example, if several prospective investors tell you they want to see a sample of your product or service before considering funding you, create it for them. Don't just plow forward with contacting more and more investors in this case.

By adapting to the needs of investors, particularly when you hear the same feedback multiple times, you can make the requisite changes to raise the money you need.

Understanding these seven funding truths will help you raise the funding you need to grow your business. For additional assistance, this "truth about funding" presentation will prove quite helpful.


Chief Executives and Chief Shareholders: Never the Twain Shall Meet?


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Small business owners normally lead what are the most efficient and effective organizations ever designed by human hands: profit-seeking businesses where the chief executive also happens to be the chief (as in, largest) shareholder, too.

This has its benefits, chief among them that it avoids the agency problem, where the interests of the professional managers do not always sync and align with those of the shareholders.

In most circumstances, what is best for the managers of a small business is what is best for its shareholders, as they are normally one and the same.

But there are scenarios where this is decidedly not the case.

To read my full article from this week’s Entrepreneur Magazine as to what these scenarios are, click here.


Tis Better to Have Loved and Lost...


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“Success is not final, failure is not fatal: it is the courage to continue that counts.” 

- Winston Churchill

At the very heart of entrepreneurship, small business, and investing sits FAILURE. 

The statistics are only debated to their degree but not their overall thrust - a very small percentage of businesses ever become meaningfully profitable and a smaller percentage still are ever sold for a meaningful price.

In other words, the vast majority of businesses - by objective, financial measures - fail.

Even worse, a lot of them fail badly - never achieving even one dollar in revenue and / or go so deeply in the hole that they have significant and negative financial spillover effects.

Like business and personal bankruptcies and investors losing all of their money. 

In a word, business failure is traumatic.

Now it is not the kind of trauma that survivors of war and natural disasters experience, but in the world of work it can be about as bad as it gets.

Yet Americans today are starting businesses at a greater rate than at any time in the last 15 years…3% of the U.S. adult population annually start one, and a multiple of that dream about doing so.

So what gives?

Well, there is the financial view, namely that the rewards of a business sale are so great and life-changing that having any probability of its occurrence make the grave financial risks of business - building more than worth taking.

But this at best only explains half of the story. 

No, there is something else going on here, and new research regarding of all things - Post Traumatic Stress Syndrome, points to what it is.

Ground-breaking research - done by among others Dr. Richard Tedeschi of the University of North Carolina - shows that strong, negative experiences like war and natural disasters are NOT as scarring as once thought.

In fact, the opposite is true.

Statistically, most survivors of traumatic experiences - think prisoners-of-war and victims of natural disasters - come out of them stronger and on most measures, out-perform those in their peer groups unaffected by the awful events.

All I can say is wow.

Now everyday all of us should count our blessings dozens of times as “there but for fortune go I’ and offer nothing but great compassion and empathy for those suffering trauma, especially when it comes through no fault of their own.

But we also should take significant solace and inspiration from the rest of the story.

Life, as it does, goes on.

And according to the latest research, the old adage is true of that which does not kill you REALLY does make you stronger.

Now it would not be proper to equate a business failure with the physical and emotional traumas experienced by survivors of war and disaster, but entrepreneurs and executives can and should draw important wisdom from them.

Such as if you “fail” at this particular business, you won’t be broken and scarred forever.

And that professional and entrepreneurial growth is a participatory sport – learned only by doing and trying and striving and not by watching and fretting and waiting.

And then there are the related ideas of diversification and iteration. 

Such as, in business, it is almost always  far better to have four business “failures” and ONE success than it is to go zero for zero.

For the entrepreneur this does not necessarily mean running multiple businesses concurrently, but it does mean that the business strategy should be iterative and testing based.

Successful Internet companies get this intuitively - see Amazon and eBay and thousands of others - and you should too.

As for investors, they should take advantage of the incredible opportunity that the modern financial system offers to back multiple entrepreneurial companies, and not just one or a handful.

With the average return of the private equity investing asset class in some cases being over 27% annually, the odds are strongly in your favor if you both invest right and diversify properly.

So entrepreneurs and investors get in the game!

Failure is no way near as bad as advertised and if approached with the right spirit and strategy, it can truly be the ultimate blessing in disguise.

P.S. Click here to complete our survey on investing and entrepreneurship and have a free cup of coffee on us! 


3 Business Growth Lessons from Madonna


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Modeling a business strategy after someone else's prior success is typically a great idea.

Interestingly, these models of success can come from rather unexpected sources.  While most people will turn to other businesses when looking for new ideas, the world of popular music can teach us quite a lot about business growth and sustainability. 

Madonna, for example, has long been the undisputed queen of popular music. Whether you love or hate her music (or her), Madonna has proven to be more than a singer and dancer.  She has a savvy business mind that's supported a successful career spanning more than 30 years and an empire of music sales and merchandizing valued at $500 Million.  You have to admit, the Material Girl has had a good run. 

Here are 3 powerful lessons we can learn from Madonna and use to create success in our own businesses:

1. Constant Reinvention

Madonna is well known for constantly reinventing herself and each album she releases has been different from the last.  Reinvention has actually been one of the greatest signatures of her career and has allowed her to stay relevant in a constantly changing market. 

As the industry matured, Madonna's music and image have also changed in an effort to constantly bring her fans what they want.

The lesson:
Staying relevant is extremely important for businesses of any size.  Markets are always changing and a business that allows itself to lose its relevancy has been left behind.  Stay in touch with your customers/audience and market evolutions. 

2. Pushing the Boundaries


If Madonna is known for one thing it is pushing boundaries.  She has been creating controversy throughout her career and much of this stems from her willingness to challenge commonly accepted notions.  She created sexier songs with racier lyrics and began challenging what society saw as acceptable entertainment. 

In fact, in 1990, when her music video Justify My Love was banned by MTV she packaged it as a single and sold it.  This had never been done with a music video before.  This innovative, bold, in-your-face move earned her millions in revenue when the video sold like hotcakes. 

The lesson:
Knowing how and when to push boundaries is an important skill for any business.  Challenging accepted notions is often what leads to innovation.  Those companies who have come to dominate their markets through innovation were always willing to push things a little further, to do what no other company had yet done. 

Pushing boundaries can be a worrisome concept because innovation is almost always met with resistance but without risk there can be no reward. 

3.  Leverage Platforms & Distribution


Madonna is an impressive businesswoman and she has always understood the importance of leveraging existing platforms and distribution channels. In fact, part of the reason she rose to prominence so quickly is because she made highly effective use of the very young MTV platform.  Here was a chance for her to access a vast consumer market in a unique and novel way.  Her focus on high quality videos, filled with great music and alluring imagery, set her apart from the other musicians of the time.

The lesson:
Madonna was far from being the first successful popular musician but she was one of the first to harness the new and highly effective market of music video television.  Think of the iPad.  While similar  tablet technology came years before it, Apple was the first to package it in a unique style with functionality that appealed to consumers.

Business owners need to be vigilant in looking for new and emerging markets and platforms and then be assertive in establishing themselves in each one.  As the market/platform grows in popularity, the prominence of the company also rises. 

Like a Virgin

Madonna's career can be a great example from which to draw a number of useful concepts.  Her unique voice and readily identifiable fashion sense helped to establish her as a brand early in her career but she was never afraid to reinvent herself to remain relevant.  The great impact she has had on the world of popular music comes from her desire to continually push boundaries, to challenge accepted notions and create something new and desirable. 

Businesses can never stagnate; they must remain dynamic and able to change to meet the demands of a growing market.  Schedule an hour of quiet time this week.  You can do this alone, with your advisor, or your core leadership team.  Consider these questions:

  • What have I been afraid to do in my business for fear or "rocking the boat" or being "too edgy?"

  • What new technologies, markets, product innovations, or unique services can I offer?  How can I go beyond what currently is and create an appetite for a new product or solution?

  • Where can my company get head of others?  What ideas do I have that I can validate and get to market before my competitors?  What client needs can I solve before anyone else?

  • What established platforms or distribution channels are my target customers already using or buying from? How can I leverage them to get my product or service in front of these customers?


The answers can be powerful and open doors to opportunities.  Remember, brainstorming and documenting ideas is great, but profit and growth only come from action.

Just like Madonna, be willing to take proactive, out-of-box, bold action.


This Ain't No Party, This Ain't No Disco…


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Last week, I wrote about the power of business intelligence dashboards.

How, for the first time, smaller businesses can harness the power of big data to more efficiently and profitably manage their companies.

Some readers expressed skepticism that this "stuff" actually works.  

That it is just more "noise” that causes entrepreneurs to get “lost in the weeds” versus long-term thinking and planning.

There is some truth to this.

Heck, “Big Data” at its worst is probably best personified by Wall Street “quant jocks” who equate positive expected value "bets" with larger, more foundational truths of right and wrong, and of good and bad.

To these concerns, let me offer a few suggestions as to how to best utilize business data to support, but not drive, leadership and managerial decision-making.

The first point is that for the vast majority of small businesses “getting lost” in the data is the least of their concerns.
 
A far bigger one is simply analyzing anything more than the barest minimum of balance sheet - "i.e. How much money is in the bank?" and profit and loss statement - i.e. “What were our sales last month?” data.

And when broader data, like the number of incoming leads, sales proposals, average call hold time, marketing spend per action, e-mail open and click-through rates, is analyzed…

…so much of it is either incomplete or just flat-out incorrect to make doing so an exercise in futility.

AND the data that is complete and accurate sits in so many places, Excel worksheets on the sales manager's computer, deep in a little understood (and used) CRM, in the reporting functionality of software as services like Grasshopper, IfByPhone, Constant Contact and Google Analytics to name just a few…

…that a way too high percentage of the time and energy set aside to analyze it is outright wasted in simply accessing the reports from the data sources that house it!

The simple answer to these challenges is to utilize a best-of-breed business intelligence dashboard that:

•    Automatically collects and updates all the data in one easy to access place;
•    Has alerts built-in to flag incomplete or way-out-out-the ordinary data; and,
•    Is arranged and presented in a visual and formatted way that works for the executive reviewing it.

But it goes deeper than this.
 
You see, leading and managing a business based on proper data collection and analysis is no longer a choice - it is a necessity. 

Because all of our best competitors are doing it.

And doing so along with proper and appropriate strategic repositioning as the consistent and correct interpretation of the data allows, affords, and demands.

Or, as David Byrne of the Talking heads once so famously said “This ain't no party…this ain't no disco…this ain't no fooling around. “

You see, when it comes to data-driven decision-making, it has become a matter of going big or staying home.

As in admitting that one is really not that serious about growing and sustaining a business of lasting value - one agile enough to adapt and evolve in the face of technological and marketplace change, and of competitive threat.

Now, I don't believe this.

No, the best entrepreneurs I know are as serious as they can be about not just surviving but thriving in this massively opportunity-filled world of ours.

Just take it one step, one click, one API integration at a time.

Sooner than you think, your business will be running more responsively, more nimbly than ever.

Then watch the profits follow.

 

P.S. Like to demo the Growthink Business Intelligence Dashboard?  Then click here to learn more.


Why I Hate & Love Mobile Marketing


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Mobile marketing is here, and it's here to stay.

Interestingly, I both hate and love mobile marketing.

Here's what I hate about it, and particularly, my frustrations with mobile phones:

1. I've seen families out to dinner together where 2 or more of the family members are on their mobile phones (come on, it's family time)

2. I've seen kids spending too much time texting and playing games on mobile phones, when they should be reading, playing sports, doing school work, etc.

3. Texting and driving has gotten out of control, and has made driving much more dangerous (According to AAA, 46% percent of all teenage drivers admit to text messaging while driving).

4. I've seen too many cases of mobile phones being used to entertain children so their parents can converse amongst themselves. It just concerns me that kids brought up with constant entertainment and less inter-personal communications are going to have issues later.

So, as you can see, my frustration with mobile phones is largely when they are abused. I clearly thing there's a time for them. But we (kids AND adults) need limits.

Ok, I'll get off my soapbox now, and talk about the positives of mobile phones, and specifically mobile marketing.

The fact is this: mobile marketing is highly effective and it's growing like crazy.

In fact, earlier this month, Facebook announced in its second-quarter earnings. In it, Facebook disclosed that a whopping 41 percent of its advertising revenue was generated by mobile users. This was up 11 percent from just one quarter earlier.
 
What this means to all marketers is that smartphones and tablets are becoming more and more prevalent over desktop computers as a means of accessing information (and time spent).

Here are some of the benefits I see of mobile marketing:

1. Mobile marketing is where your customers are. 80% of Americans have their mobile phones with them virtually all the time. Since your customers and prospective customers are on their mobile devices, you have a better chance reaching them there versus most other channels (e.g., telemarketing, print ads, etc.).

2. Mobile marketing incurs a very low cost. Mobile advertising is relatively inexpensive. And mobile marketing activities like sending text messages only costs pennies.

3. Some forms of mobile marketing are very intrusive and thus get seen. Text messages are highly effective. In fact, according to the CTIA Wireless Association, while it takes 90 minutes for the average person to respond to an email, it takes just 90 seconds for someone on average to respond to a text message. Likewise, most mobile ads are more intrusive, and thus more seen by customers, than ads in other media like print and web.

4. High response rates: Response rates to mobile marketing are nearly 5 times higher than response rates to print advertisements.

These benefits mean that mobile marketing should be part of every company's marketing plan. Mobile marketing allows you to reach customers quickly. Customers will get more and more used to paying you and other companies via their mobile device.

And mobile applications will continue to grow like wildfire, and are not only a way for you to stay in front of customers, but they could be a huge revenue source for your company. Note that in the first quarter of 2013 alone there was an 11 percent increase in mobile app downloads versus the entire year of 2012.

So, personally, I ask that you don't abuse mobile phones per my frustrations above. But do embrace mobile marketing as it's a must-have in your marketing plan.


Vistage


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This past week, I had the pleasure and honor to present to John Morris' Woodland Hills, California Vistage Group.

For those that don't know it, Vistage is one of the world's largest CEO and business owner organizations, with more than 17,000 members in 15 countries.

This is an impressive group - leaders of companies with average sales revenues of $32 million and competing and prospering in industries that run the gamut - from services and manufacturing, to construction, retail, and real estate.

At the core of Vistage are their peer advisory groups -"Mastermind” meetings of 10 to 15 executives that over time develop a productive and high-trust dynamic through which to attain breakthroughs of insight and accountability around and about strategic, tactical, and management challenges.

Expertly moderated by trained chairs like John - a tour de entrepreneurial force in his own right as co-Founder and Chairman Emeritus of the Tech Coast Angels - Vistage groups are where the hard, methodical work of small business building and growth gets done.

I was asked by John to present on best practices, as they apply to smaller companies, of data-driven decision making and business intelligence dashboards.

It is obviously a very timely topic - as “BI” tools and software have matured in the last few years to become for the first time truly easy to use, effective, and affordable for smaller companies and organizations.

In my presentation I talked about how the companies getting the highest “BI ROI” connect the dots between their "old" and "new" school strategic planning and thinking.

They are old school (in the absolute best, non-pejorative sense of the term) in that they recognize that strategy

…arrived at through Mastermind get-togethers like Vistage, through board and advisory board meetings, through corporate “retreats” and through any form “step back and reset” get togethers - remains fundamental in attaining and maintaining long-term business success.

And they are new school in their leveraging the very many best-of-breed business application software as services to arrive at this strategy.

Tools like CapitalIQ, Simplycast, The Resumator, Box, Grasshopper, Wufoo, Smarsh, IfByPhone, SnapEngage, Docusign, Hootsuite, Infusionsoft, and Interspire that automate traditionally laborious and repetitive business functions.
 
And, as they do, collect massive reams of data on much of the marketing, sales, operations, finance and management activities of a business.

And, for the first time, the technology has finally matured to where all of this collected data can be automatically organized, standardized, and consistently presented on an always-on, always-accessible, and graphically “Appleized” Dashboard.

I was thrilled that John offered me the opportunity to present both Growthink’s "Old School meets New School" business intelligence philosophy, along with our dashboard offering.

And as I did, I truly felt blessed to live and work in a time when technology has created such promise and power to allow companies to run better, easier, and more in alignment with their missions than ever before.

And as they do, well…

…the best numbers on the best dashboards are starting to show increasing piles of profit and cash, too.


How to Find the Most Qualified People When Outsourcing


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There are many websites, such as ODesk, Guru, and Elance, on which you can find people and firms to which you can outsource projects. Regardless of the site you choose, the key is to get the largest pool of qualified providers to apply for your project. This way, you have more people from which to choose.

Even if you only hire one, you can go back and contact the same pool of talent for future projects later. Consider applicants as being in your "rolodex" of people to contact in the future.

Below are tips to keep in mind when posting your project. In a nutshell, you want to include all of the information that an applicant needs to know, but do so succinctly.

If anything is left out, you'll have to go back and answer their questions about it later. It's always easier to clarify everything up front.

Create a Clear Project Title

Here, include the work to be performed, on what, and in what industry. For example, "Help Developing Ebook" could mean anything from research to writing to editing to cover design. Compare that to "Writing 10,000 Word Real Estate Ebook."  The latter will be more likely to catch the eye of writers with real estate knowledge.

Create a Clear Project Description

This sounds simple enough, but you should try to answer as many possible questions as you can, which means addressing certain areas, like:
 

  • The scope of the project. In the above example, wanting a 10,000-word Ebook written vs. 20,000 words would be helpful information for applicants to know. This helps them estimate the time it will take them and therefore their bid for the project. If you are paying hourly, it will help prevent misunderstandings later.

  • Software needed. Make sure they at least have Microsoft Word and Excel, if that's what you use. Other software is industry-specific, like Adobe Photoshop among graphic designers.

    You may or may not know what software is needed for things you don't specialize in, but you will soon enough. All other things equal, choose the person who already has the best software for the job, as you'll get better results.

  • Programming languages. Some website projects require that the provider knows certain programming languages besides standard html, such as PHP, AJAX, etc. In these cases, it's better to post "PHP Programmer Needed to..." than just "Programmer." You'll get fewer, but more qualified responses. If you don't know what languages are needed, either ask a friend or do a Google search beforehand, or you could post in the project that you don't know what language is needed, and ask them to make suggestions.

    Ideally, you will want to hire people who can educate you, so this sets the tone right from the beginning. I know some people who post $10 projects for 30 minutes of a programmer's time just to have their questions answered.

  • Payment amount. First, decide if you want to pay them by the hour, or for the whole project. There are pros and cons to both. If you estimate that something will take 5-8 hours, going hourly is fine. For work that will take longer than that or that has a higher likelihood of uncertainty, I would try a project-basis.

    Sometimes you can't estimate how long something will take, in this case, hire them on an hourly basis for a little while to get started and figure things out. Sometimes applicants will claim that they can't estimate how long it will take, while others can. I would go with people who are able to give you specific information as it shows they're more organized and have done something enough times to know how long it should take.

  • Payment terms. I would never pay more than 50% up front. In this case, I would pay the remaining 50% when the work is done, or have a milestone payment of 25% and 25% upon completion.

    Also, never pay someone the final payment if there is still work left to be done; you may never see your project finished.

  • Payment methods. When you outsource through third party websites, they will typically handle the payment method.  If or once you start outsourcing directly, you will have to figure out the best method for paying your contractor. In the latter, there are multiple options such as PayPal and Dwolla.


Upload samples of what you need

You can write 5 paragraphs trying to explain the final product, or you can show them something similar you have had done before (or someone else's to model yours after). The latter is typically more effective.

Most sites will allow you to upload files to show the contractor what they'll be working with or making. You can also insert links in the project description to websites, files, audios, or videos showing or explaining things more vividly.

Particularly if you are asking the person to develop a website, you must show them examples of other websites you like. If you don't, I can nearly guarantee you'll be disappointed with the results.

Choose the time period for bidding

On outsourcing websites, you are typically given options like 3 days, 5 days, 7 days, 15 days, or 30 days to accept bids. I lean towards giving a longer time period, unless the urgency of your project means that you don't have as much time to wait.

In general, the more time that providers have to find and respond to your project, the more qualified applicants from which you'll have to choose.

Also, some of the best providers are also the busiest, so by giving a longer time frame to respond you are more likely to catch them when they're available.

Follow these tips and my other key outsourcing strategies to get a qualified pool of outsourced applicants to complete your projects. These outsourcers will give  you the manpower and expertise you need to grow your business at a very economical price.


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Money Source?"

The Internet has created great opportunities for entrepreneurs. Most recently, a new online funding phenomenon allows you to quickly raise money to start your business.

CLICK HERE
to watch the video.

"Old-School Leadership
is DEAD"

"Barking orders" and other forms of intimidating followers to get things done just doesn't work any more. So how do you lead your company to success in the 21st century?

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to watch the video.

Blog Authors

Jay Turo

Dave Lavinsky