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Software infrastructure wise, what are the three (or more) basic steps that software startups need to consider in order to start in the best way?

Mon, 19 May 2008 19:25:54 GMT

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How Would You Deal With (alleged) Mobsters?

Mon, 19 May 2008 19:25:54 GMT

Q: A friend of mine who runs a small business found out the owner
of one strategically allied company he is working with has mob
affiliation (allegedly).
What would you do in this circumstance.

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Link: http://www.tinaindalecio.com/myblog.html http://www.moneygoldmine.blogspot.com http://www.selfpublishforprofit.blogspot.com http://www.makemoneyselfpublishing.com

A: The same way I would deal with any competitor - ask them out to
lunch or coffee and see how you can partner together to build each
other's businesses. Chances are that they may be in the same
business but deal with different types of customers - that means
there is an opportunity for referral business. Look at this as an
opportunity to make someone you think is a business threat become
one of your best allies - and vice versa. It works.
Link: http://www.tinaindalecio.com/myblog.html

A: Mob affiliation... These days worinking international and such
one has to ask what the heck is that?
I would suggest that he treats him the same, and just watches what
type of deals he might be asked into. If it smells wrong or tweaks
his ethic radar, then just say no thanks. Remember, you can only be
associated with a bad group or deal if you work with them or do the
deal. Just because you do business with a company that does
something considered bad does not always reflect upon the
businesses working with them. If it did Vegas would not exist right
now considering the mob influance back then when the town was being
built.
Mike
Iroquois Bay

A: I guess part of the answer is contingent on what "strategically
allied" means. Sometimes that type of affiliation is not central to
who the person is, but I would definitely exercise a lot of
discretion whenever dealing with this person.

Which problem should I solve? http://48hrlaunch.wordpress.com/2008/05/18/which-problem-should-i-solve/ I'd appreciate any feedback.

Mon, 19 May 2008 19:25:54 GMT

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A: I would go with the Mini-Lessons.
Your Pro's seem to be the best there, and the Con's are not really
a force to be worred about.
Your other two seem to reflect that they "might" be the next killer
app for their platform, problem is there is no longer any such
thing as a Killer App, only a improvement on an already existing
idea. Trust me, I have been using computers and was in the IT
business from 1977 through 2004, the LAST killer app that came out
was Netscape.
You seem to have a good idea as to the customer base, how to do it,
and why its needed. I would tackle that one first and then look at
the other two later when you have the time to spend on them.
Mike
Iroquois Bay

A: Hi,
I'm not sure wich of your 3 projects will be the best, but my vote
goes to #2, Mini lessons.
Anders

Company-University cooperation research: What problems, management strategies and what kinds of contracts?

Mon, 19 May 2008 19:25:54 GMT

What does Social Media Consulting mean to you?

Mon, 19 May 2008 19:25:54 GMT

Q: Are you one? If so, what do you do? Do you need one? If so, what
do you need?

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A: Go to Chrisbrogan.com and read back a few posts. he has some
excellent answers to this.

A: It may be the right choice of social media components, and
optimized use of the same!

A: What does "Social Media Consulting" mean to me? Just another
redundant name for what every consultant specializing in marketing
communications or brand management should already be doing.

Who is in So. Cal and wants to network (either as an entrepreneur or investor) with progressive start up companies?

Mon, 19 May 2008 19:25:54 GMT

Q: There is a cool group of Startups and Entrepreneurs getting
together in Westwood on Tuesday May 20th Check out
www.TheStartupAlliance.com

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Low cost S Corporation formation with rental properties and IRA funds?

Mon, 19 May 2008 19:25:54 GMT

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How to find angel investors for a professional soccer team?

Mon, 19 May 2008 19:25:54 GMT

Q: Hello all! I am planning to start a professional soccer team in
Homestead, FL, but i have run into a few problems. I am unable to
fund this all on my own nor can i take out a loan because it
wouldn't even be enough. There is a stadium already just that it is
never used so that wouldnt be a problem. My question would go to
the extent of how can i find investors for this specific venture,
especially since this is a very small sport in the United States.
Anything would help. Thank You, JC.

A:

Entrepreneurs who have gone back to traditional employment

Mon, 19 May 2008 19:25:54 GMT

Q: I am working on an article about entrepreneurs who decide to go
back to traditional employment: why they chose that route rather
than alternatives to remain self-employed. If you know of anyone
who has an interesting story to tell, or you are such a person,
please get in touch.

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A: Mitchell,
You might be interested in my story.
Steve

A: I have built several companies and sold them. I am now in the
process of returning to "traditional employment" as you call it. As
I built my first company, I often refered to it as the child that I
gave birth to, as opossed to the three kids my-ex wife delivered,
she never understood and after the sale we subsequently divorced. I
built two others, turned one around as well and now as I get older,
I am not as inclined to go all in with my resources the way I once
was.

A: I had a good job and about 26 years of experience behind me when
the entrepreneurship bug bit me. I quit my job and started my
company for project management in civil construction. I have been
at it for about 8 months and now looking to go back to a job. The
reason was that I ran out of resources and not being any younger
did not have the energy levels to run about. My business plan was
pretty sound but the unexpected delay in payments by clients added
to my problems. My partner who was to pump in the money was not
able to do so because of his financial issues. The turnover of the
employees of my company was very high since the more established
companies were luring away the people I trained. Looking back I
realize one should have a good financial backing and couple of
orders in hand before quitting. It would have been more beneficial
for me if I had worked in a startup for a couple of years before
starting off on my own. The values also have to change from that of
an employee to that of vendor which takes time if you have been in
a job too long.

I'm helping a friend get started with his consulting practice. What 2 suggestions do you offer when someone asks you how to get started? Thanks!

Mon, 19 May 2008 19:25:54 GMT

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Link: http://www.moneygoldmine.blogspot.com http://www.selfpublishforprofit.blogspot.com http://www.makemoneyselfpublishing.com http://www.MindfulSpeaker.com

A: first of all : spend as much time as possible building a
network.
second : make your resume (or presentation like website, blog,
etc.) leap to the top, be noticed, be different, let people know
WHY you are different, WHY they should hire you.
And if I may add a third : Member gets member, meaning : make sure
one client leads you to at least 2 or 3 others, get references.

A: While there are a number of factors to consider below are a
few:
1) Whose the target market (client base)?
2) He will need a business license, some form of tax id depending
on what country he's in, a business checking accounting.
3) He will need a website.
4) He will want to create a business plan.
5) What makes his consulting business unique?
6) Why will clients want to use his services over existing
businesses?
7) Does he have any specialized knowledge or skills?
8) What additional products and services may be sold to
clients?
9) How will clients be charged i.e. -retainer, monthly or hourly
fees?
10) Can he make money online consulting?
Link: http://www.moneygoldmine.blogspot.com http://www.selfpublishforprofit.blogspot.com http://www.makemoneyselfpublishing.com

A: The single biggest problem I have seen with newbie consultants
is a lack of confidence. Being too concerned with what they don't
know instead of what they do know...and that always shows to a
prospective client.
Be confident, nobody has done everything, if you haven't done
something before, relate it back to something you have done that's
close, and be confident you can do it...because likely, you
can.

A: Here is my 2c:
1. Identify the area (where he/she want to provide consultancy)
2. Do the homework, in terms of
a. templates
b. artifacts
c. what value add he / she can get for the client
3. Create marketing collaterals
4. Identify the prospect and go ahead
Regards,
Ramesh

A: I have just one suggestion: Focus on being the best seller of
consulting services, not on being the best consultant. One could be
the best consultant in the world, however, if one does not sell any
services the practice will fail regardless of how good one is as a
consultant. Of course, this principal applies to all
businesses.
Link: http://www.MindfulSpeaker.com

A: First, consultants don't get business from people they do not
know - so you need to know a lot of people. Selling is the key to a
successful practice so never stop building your network.
Second, never let them see you sweat. In the first year most new
consultants are afraid of not getting enough business to cover
expenses. Prospective clients can sense this and shy away. Have a
12 month reserve before you start.
Third, (yes I know you asked for two but one should always over
dewliver) partner with other consultants. None of us can meet alll
of the demand out there. Therefore, it is better to see other
consultants as prospective associates than as competitors.

A: 1. Have clarity on what services you will offer.
2. Develop relationships with people who support your industry so
your business will come to mind when their customers ask where to
find the services you offer.

A: Wow, after reading the answers so far I tend to wonder if
everyone is from the same cookie cutter business school?
Well, since I am from the business school of life, here are the 2
questions one should always ask no matter what the startup business
is:
1: Do you have enough funds to keep the company running and still
feed yourself for at least 6 months without any cash flow?
2: Do you have a fall back plan (ie: Job), in case the business
fails?
Then you can proceed with the other good, but predictable answers
as above. Remember, the world is in a recession at the moment and
most new businesses will fail within twelve months of starting, so
one needs to be prepared. Its not a defeatest attitude (ha, beat
you guys) but a cold hard fact of life. Not only will a new startup
be trying to get new customers, there is a good chance that those
customers will be someone elses customers and therefore they will
fight to keep them.
Mike
Iroquois Bay

A: Have a minimum reserve of one year.
Try to get into networks of your target group and try to get good
connections.
Try to get answers to the following questions:
Are you really able to get in contact with your target group?
Is your target group big enough and do they have money enough ?
Do they really need your service ?
Who are the other players in that field and are you really better
or different ?
Can you offer a service which nobody else can ?

A: If I had to choose just two:
1. Review the types of people/businesses and problems/opportunities
they've had experience in, and be very, very specific in defining
the niche they will serve -- the more specifically you can define
the audience, the easier it is for the target to recognize
themselves in the marketing efforts, and the less work the
consultant will have to do in being relevant to them.
2. Set aside time each day for developing content that's relevant
to the target and that shares expertise: articles, blogs, answers
to questions (like these), handouts, quizzes, Q&As. This will
help them gain visibility and trust, and attract the ideal clients.
It doesn't all have to be directly from them -- partnering with
others or linking to other relevant content can help too.
Best of luck!

LinkedIn Omaha

Harish — Sat, 15 Dec 2007 02:37:07 GMT

LinkedInOmaha is an online community of primarily Omaha based Entrepreneurs, Executives and CEOs, who are seeking to find business connections and networking opportunities. This community website is established by Harish Keshwani of Ideologic L.L.C., David DeFord of Creative Consulting and Brian Smith, who is a Marketing Consultant.