In today’s economic environment, individuals with entrepreneurial mindsets are exploring new ideas for businesses that will not only survive in a recession, but will also thrive. The key to starting a new business is maximizing its resources while remaining lean in operations. Let’s face it: most people do not have $100,000 sitting in their pockets. So, how is it possible, then, to start a business with a minimal amount of capital? The good news is that there are literally hundreds of business concepts that can be created with less than $5,000 in start-up costs.

Businesses under $1,000

Yes, believe it or not, it is possible to start a business under $1,000. According to BusinessTown.com, there are 82 business categories that do not require more than $1,000 in start-up fees. For example, to become a Merchandise Demonstrator, start-up costs are estimated between $500 and $1,000. However, earnings can rest between $20,000 and $35,000 per year. This business requires a person who has garnered a network of business contacts to demonstrate products for one or more specific companies at trade shows and seminars. This business can be learned first by handing out samples at grocery stores, which typically pays up to $50 per day. By beginning here, the person has a launching point from which to establish relationships with larger corporations, with the ultimate goal of merchandising their products. Other examples of inexpensive businesses under $1,000 entail Lawn Care Services, Toy Cleaning and Repairing Services, Reminder Services, Professional Organizers, Motor Vehicle Transportation, and Roommate Referral Services.

Businesses between $1,000 and $5,000

The good news is that there are literally hundreds of business concepts that can be created with $5,000 or less. As reported by the aforementioned online source, 136 businesses cost between $1,000 and $5,000 in start-up fees. Most of these concepts only require a phone, desk, and a few other tools such as a list of established contacts and a passionate drive to build a steady pipeline. Some of the more interesting businesses that stood out include a Resume Service Provider, a Mobile Hair Salon, a Meeting Planner, a Mover, a Window Washing Service, a Vending Machine Owner, Flower and Tree Cutting and Trimming Services, and Speechwriting Services. Now, these are only eight of the 136 businesses listed, but are businesses that may appeal to a larger number of entrepreneurs, than the more concentrated, niche-targeted businesses such as an Adoption Search Service firm.

The antiquated notion that a business cannot be started without a large lump sum of money is no longer the reality. Many businesses today have flourished based off of lean operations and low start-up costs. Today’s world does not require every type of business to begin its first day in operations out of a 10-story office building with leather couches and a glitzy waiting room. Companies can start out of one’s home and see immediate results. Entrepreneurial expert Bonny Alpo, who has owned her own copywriting service since 2005, reports that the least expensive business concepts revolve around pet care, home care, and delivery and moving services.

There’s no excuse for not being able to start your own small business either as a full time effort or start off part-time until it grows.

We all know the value of hard work, especially in one’s own ventures. There’s a slippery slope to avoid with it too, and that’s where hard work becomes more than just something to keep you up at night, it becomes an Art form. I spend a significant amount of time consulting and restructuring business plans to whittle down and refocus clients so they don’t spin their wheels.

One of the first things you can do to prevent yourself from falling into the cycle of never ending roadblocks is to separate what you need to do right now verses what you think you’ll need in the future. It sounds easy enough, but most people zoom from step 1 to step 7 without really considering what step 1 entails.

Say you want to open up your own pub; you’ve got your own recipes that you know people love. You know where you want to open up shop, you know what equipment you need, and you know how many people you need to manage it. You know how long it will take to break even, and how long it will take to become profitable. Now all you need is financing to pay for it all. Stop there. Now can you answer this question with a definitive “yes”: Do you have any beer right now?

If the answer is “no” because your product is contingent on getting the financing to get equipment to brew, then you’ve got to reassess your step 1: Make beer now, immediately. Not thousands of bottles, but enough to put it to a small market. To make your beer, you’ll need to borrow some equipment, preferably with some of your existing contacts in your industry who can lend you some time and space to do so. Yes, you’ll be paying out of your pocket to buy bottles, labels etc. Prove that you can sell your beer, calculate your results and make your business plan from there. At that point, you have proven that your own efforts, capital, and team have produced something that brings revenue. Step 2 then becomes making a plan to borrow your own equipment. Now you’re in a much better position to go through the trenches of capital raising instead of grasping for investors who are angelic enough to believe that the recipe scrawled on a piece of paper in your pocket will return millions of dollars after some theoretical time as passed.

For some people it’s hard to get past the idea that your business plan which you probably spent an inordinate amount of time crafting can’t be funded the way it is. Funding doesn’t happen because you think you can, it happens when you can prove you can. Proving it is your step 1. The feedback you get from your product at this stage becomes the groundwork for the rest of your business plan.

I once knew a person who spent 4 years making a business plan; it was magnificent, detailed and excruciating to review. He had spun his wheels for all those years without addressing the first step: make your product. The craft of planning goes beyond the ideas floating in one’s head, the craft involves execution at every stage. Remove yourself from the bigger picture just for a moment, and look carefully at your first required step. It’s not a chore; the ability to take a step back is an art.

In the real world, we have to deal with facing down challenges that can’t be overcome simply with motivational catch phrases made famous by Tony Robbins or Dr. Phil. Lately, we’re all taking hits from the recession and the general depression that this has brought on our country. Nationally and locally, business are facing hardships that we as a country haven’t truly had to face in a few generations and we’ve done our best to persevere, but that doesn’t always keep us from being pushed to the mat and the breaking point. The world where business credit was easy to acquire, vendors were lax in their collections, and the consumer was hungry for new purchases is long gone and the small business owner isn’t getting any true encouragement on what to do next.

So what’s the secret? If it’s not a mantra or a chant or a psalm than what is the way to pull yourself off the mat if your prospects are looking bleak? Frankly, it’s remembering the facts about being a start-up. Keep those in mind, and you’ll be able to maneuver your way through Year One.

Negativity: Why be negative when faced with an obstacle? The website isn’t getting the requisite number of hits and you’re baffled about the SEO guidelines from Google. The logo you adore is apparently too similar to one that’s for a restaurant chain in Florida. The only merchant account that you can get wants a 5% fee per transaction. When faced with these sorts of obstacles one must never succumb to the easy way out: negative thinking. Common sense dictates that a “woe is me” vibe around your business will not solve any of the problems you’re facing. It’s just as detrimental as unrestrained blind optimism. Take a deep breath, re-evaluate, consult a mentor, use a magic 8-ball, whatever, but don’t let it ruin the day. Obstacles will always exist. Focus on possible solutions instead of the problem.

The Red is no longer the enemy: Everyone worries about being in the red in their first year. Guess what? You’re supposed to be. No matter how much pre-opening marketing you do, no matter how much buzz you create, you will most likely be in the red for at least the first six months of operation once you’ve opened. Depending on the industry you’re involved in, it could be longer. It’s supposed to be this way. The only way to build cash flow is to be open and gathering a client base actively and that will be a period of time spending working capital and having very little revenue coming in to pay for it. Anyone who shows you a business plan without a period of deficit at the beginning of operations is either walking into opening the business with a client base already established or is not being realistic about their first year. If it’s the former, then they’ve spent longer on pre-opening than the average start-up. If it’s the latter, then they most likely are drinking their own Kool-Aid.

A Few Good Men (or women): “If you’re not smart, surround yourself with smart people. If you’re smart, surround yourself with smart people that disagree with you.” I heard this quote on a television show ages ago and it’s stuck with me. This is what every entrepreneur should consider when building their management team. When you’re starting out, the last thing you need are “Yes Men”. Nothing will get done and there will be no debate when it’s required to enact a change in the strategy. Just as we don’t want one voice in government, we don’t want one voice in the boardroom. The people that work in your inner circle should be those with the requisite experience to help you in areas you aren’t knowledgeable or they should be there to encourage healthy debate in case the strategy needs too change.

Coaches in the locker room tell us what they think we need to hear to keep a positive attitude without much thought to the practical reality that we live in. Remembering the reality about the first year of business will pay off a great deal better than some mantra from a motivational speaker especially one that charges thousands to attend an alarming convention where you are shouted at. You will inevitably have a moment where you see the mat coming closer and closer as you’re about to hit it. As you’re falling, remember the facts and the solutions for how to pull yourself back up from it.

I shared a podium yesterday with Aldonna Ambler - an award winning entrepreneur and founder of TheGrowthStrategust.com. She has the BEST ADVICE for writing a business plan that I have ever heard. When you start, she said, keep it simple. Before you start answering the questions though she strongly recommended taking a pile of about 10 sticky notes or sticky mailing labels and write DAMNED IF I KNOW on each one. Just write as fast and as much as you can. You CAN DO THIS - it is your business, your dream, your passion. As you are quickly whipping through the questions - when you come to one you can’t answer just stick your Damned If I Know sticker on it and keep going, answering the questions that you can.

Once you finish all the questions with written answers or a Damned If I Know sticker, talk with your accountant or CFO, seek expert advice on the M3 Message board or talk with your coach to help you with those answers. Most of the Damned If I Know questions will probably be financial ones, and that’s OK. You will quickly complete you plan and be ready to learn from the reactions, questions and suggestions you get by showing it to others.

By the way, if you need more than your 10 Damned If I Know stickers you probably need to do more work on your basic business concept, target market and financials before you can move the plan to completion.

Believe in you.

Here are the 5 most important aspects of the business that investors want to read about in your business plan:

1) That The Company Has Focus

The company has clearly defined its business and can state it in a single strong sentence that says it all. Yes, your plan probably will have a more expansive description in its executive summary but you need to open your plan with that one simple declaration to show the clarity of your vision for the business.

2) That The Market Has Potential

The company has a large existing market for its products and services. If your company does not have significant growth potential then it is probably not going to be of interest to many equity investors. If you are shooting for debt based capital that may not matter most to them (market stability would be though so keep that in mind if your plan is geared towards raising debt based capital); but to an equity investor growth is of paramount importance and the size of the market signifies the opportunity potential.

3) That The Company Has Specific Solutions For Their Market

The company has identified what its customers most need and has created a value proposition for them to make it a simple “buy” decision. If there is nothing unique or distinct about your company’s products/services then you do not have a defensible position in your market. Defensibility of your market position is of key importance to investors and funding sources.

4) That Customer’s Show A Readiness & Willingness To Buy From The Company

In an ideal situation, the company’s customers have a recurring need for their products and/or services, with a reasonable sales-cycle and opportunities for premium up sell of additional products & services.

If you don’t have customers ready and willing to buy now … then that does not bode well for interest from most investors and funding sources. If your market is a long-term development type of proposition then your company will need to prove that it is truly a disruptive business model that will have people flock to it once it is functional. Its not so much “if you build it will they come” but rather “if you build it will they buy?”

5) That The Company’s Main Dynamics Are Strong

What are the main dynamics of a company? Simply put it is two components: a sellable product/service and a management team that can run the business well. Investors and funding sources want to know that the company has created unique solutions superior to their competition. And that the management team consists of smart people able to deliver products/services to their customers, control expenses and make a profit … repeatedly.

* * *

If you create your business plan to address the above; then you are ahead of what most people end up with in their business plan. Weaknesses (dilution) caused by putting too much of the wrong content and not enough of what mattes most, kills interest in a company’s plan. It’s the answers to these 5 important aspects that investors and funding sources find most interesting. How well you answer them will affect the outcome of your search for capital.

In my next post I will get into how to use these 5 as your guide for creating (or revising) your business plan to make it an optimal document that says what it should. Be sure to watch for:

How To Really Get Your Business Plan Read (by investors & funding sources)! Learn how to create the type of business plan that investors and funding sources will enjoy reading and will take action on.

Dennis Lowery
Adducent, Inc.

Over my next posts, I’m going to share with you some important things that I’ve learned over 26 years of business experience from some of the most successful investors, investment and venture capital firms in the world about how they read business plans and what they look for in them.

First some basic advice: With business plans, size does not matter.

Let me say that again.

Size does not matter.

Never lard up a business plan just to make it a hefty read, thinking to “wow” people based on its bulk. That does not impress experienced business people, knowledgeable investors and funding sources.

Experienced and successful business professionals know this and focus their business plan to make it concise and succinct; one that hits all the “hot buttons” but does not say more than it should.

If you use a template to create your business plan, use it as a guide only and modify extensively to give it its own distinct identity. Strip out and replace any “boiler-plate” language that is not necessary and put in only the important things you need to convey (read on to learn what that consists of).

If you hire a business plan writer (who may write well but does not have a great deal of business experience), be sure not to just accept what they give you as being the best for you. Make sure it answers the five most important things (we’re getting to them shortly) that investors and funding sources look for … no more … no less.

What to leave out of your business plan is just as important as what to put in!

• With business plans, telling them you graduated from John Smith high school, love cats and your hobbies are snorkeling and bear wrestling do not matter.
• Telling about your dream to own your own business does not matter.
• Telling them any thing not directly related to the business or your capability to run that business, does not matter – leave it out. Let that simple rule govern what you put into your plan.

You get the idea without me having to add more bullet points (see … less is more!).

What does matter?

I’ll get to that in my next post, because if your business plan does not have what matters most – and you’ve filled it with things that don’t – you have wasted your time and more importantly someone else’s time (and from the all important point of attracting an investor or funding source that is a death blow).

You get one shot at a first impression. Don’t blow it!

Be sure to watch for:

The 5 Most Important Things Your Business Plan Should Contain (that investors want to read about)

Until then best wishes and good fortune to you (and fortune favors the prepared),

Dennis Lowery
Adducent, Inc.

If you are reading this, chances are that you are looking to make a change. Perhaps you are looking for a business to start or perhaps to buy … something to create a better lifestyle, with more opportunity and more money for you.

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For many people it’s the money that drives them. But being passionate about making money can drive you to take on things or get into ventures with only the thought of the money driving your decision.

Is the money important? Absolutely!

Is how you make it important? Yes, if making your life more comfortable is also one of your goals!

This factors in because if you started or bought a business that is capital intensive and/or heavily regulated and competitive you could find out that the business became the worst high-pressure job you ever had.

You do want to choose an industry that is growing but any industry or market that is growing fast is probably also a highly competitive one (and may become increasingly so). Unless you have a lot of money behind you it is better to think tactically than strategically about entering such a market.

The same can be said for starting or buying a business that you are unsuited for.

If you are not a “people” person then you may not want to buy or start a business that calls for you to interact frequently with people. If you are not comfortable in a sales role then do not start or buy a business where your success is tied to your personal sales efforts. One thing to keep in mind here; as a business owner you are always going to have to perform some level of “salesmanship” for your business. So understand this going in so that you are prepared to accept that as part of owning your business.

I tell clients and people that I talk with about starting or buying a business to be methodical in how they approach either one. Don’t jump ship, leave your job and pin all your hopes on something (the business you plan to start or business you buy) trusting that all will be well. Sometimes they aren’t.

I’ve been successful in several businesses (from writing, publishing, manufacturing to business services) but have also had flops. That’s normal experience for someone who’s been an entrepreneur for 26 years. Often you learn more from your failures than you do the successes. Odd but true.

Here’s how to learn from those things that don’t work out and use them to find the right business for you:

1. Take the elements of the things you have tried in the past that you spent time and money in exploring as business opportunities but that did not work out (and do this also for your current job).
2. On a sheet of paper draw a line down the middle of it. On the left at the top of the page write “Bad” and on the right top write “Good”.
3. For each thing you have tried and your job, list out the bad and the good aspects of it; the bad will constitute the determinants of why it did not work out for you or why it did not make you happy or fill you with any passion. The good are the positive elements that helped offset the bad but did not carry enough weight to make it work for you.
4. Once you have done that look at what you’ve written. Take a new sheet of paper and transfer all the good things to that page. This becomes a profile of the things that were positive that you need to look for in a business or opportunity that may present the most attractive and suitable scenario for you.
5. Now with your “Good” profile in front of you, take the market or industry that interests you, think about how you can utilize those good aspects in a business of your own serving that specific market or industry. Make notes about the different businesses that you can start or buy that have those good aspects to them. Those should be your focus.
6. Once you’ve done that calculate what I call your Personal Economic Burden (all your monthly personal expenses that you need to pay to live: mortgage, rent, insurance, food, utilities, car payments, etc.). Total that up and add 20% to it (10% for miscellaneous and at least 10% for savings). Take that total amount multiply by 12 and divide by 365. That is the daily amount your business must generate for you to be “comfortable”. We’ll call that the “Comfort Number”. That’s not making you rich but if you achieve it; it will give you a solid foundation to build on so that you can make even more money.
7. When you have that daily number and with it in mind, review your notes from number 5 above and research to determine if you feel that business can generate what you need to meet your Comfort Number. If so, then that is a business you should focus on starting or in finding to buy.

Take some time to think things through – never jump blindly or go off on a path that you’re not reasonably sure is going to lead you to where you want to go. The above steps will help you.

Good luck and best fortune to you (and fortune favors the prepared)!

Dennis Lowery
Adducent, Inc.