YOU ARE IN TECH WHETHER YOU LIKE IT OR NOT (2)

In 1995, a company called Tool Shack was a small, onelocation commercial tool reseller in Las Vegas, Nevada. Today, Mytoolstore.com, run by the same team, has grown into a multimillion dollar online trailblazer. While most small tool resellers are shaking in their work boots over big-box retailers such as Home Depot and Lowe’s, MyToolStore.com ships well-known brands such as Makita, Bosch, and Ingersoll- Rand to all 50 states and 90 countries around the world.Who would have guessed that technology would allow a Nevadabased company to grow with sales into Asia, Latin America, and the Caribbean? Sprint named the company “2002 Innovative Business of the Year” because of its outstanding application of technology to grow and enhance the business.

Remember PrintingForLess.com? Here’s another company in an old world industry that, every day, is doing things that couldn’t have been done a few years ago. From their sophisticated customer acquisition modeling, to their proprietary press utilization software, technology is at the very core of how this company continually redefines what it means to be a commercial printer.

Candles, tools, and printing—none of these products are new. However, the way in which these companies meet andexceed customer expectations is truly new. I also know companies that literally could not have existed until recently. I have worked with a company called iGLASS Networks. This sevenemployee firm has managed to take a previously complicated problem and, through technology, find a simpler, more elegant solution. (See A Finger on the Pulse—FromAnywhere.)

Taken From:The 7 Irrefutable rules of Small Businnes Growth

YOU ARE IN TECH WHETHER YOU LIKE IT OR NOT (1)

We have reached a point where no matter what business you are in, you are knee-deep in technology. Farmers, steel makers, ice cream store owners, and landscapers are not exempt— the standouts in these supposedly low-tech businesses are often using technology to blow away their competitors.

Many would argue that Wal-Mart’s dominance started long before they got so huge; they’ve had an operational edge for more than two decades because their supply chain technology was better. General Electric’s management and planning philosophy get a lot of press, but what you don’t read so often is how much of the company’s business has moved to the Internet— billions and billions of it every month.

You don’t need to be one of the biggest corporations in the world to make the most of technology. In just the past few years, I’ve witnessed a tremendous number of seemingly “old world” companies that have been transformed by the latesttechnology. The Candlewic Company of Doylestown, Pennsylvania, has grown their candle- and soap-making supplies business by leaps and bounds over the past few years. Technology has allowed owners Bill and Dave Binder to reach and serve a much broader market of resellers and enthusiasts. From the point of automated order entry all the way through the UPS-designed “pick and pack” system, technology now allows Candlewic to deliver on what their customers really want: small, infrequent purchases. These orders would have been wholly unprofitable just a few short years ago. Now this segment encompasses most of their growth.

Taken From:The 7 Irrefutable rules of Small Businnes Growth

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MACRO IS THE STORY

I probably don’t know much about your business. I certainly don’t know as much about it as you do. I can’t tell you what kind of technology matters for your business. Maybe it’s the hottest new imaging software, the latest electron microscope, or just a better kind of nail gun. There are probably a dozen tech-related initiatives out there that could improve your business and help you make more profit, but you need to be the one to know what those are, based on your sense of purpose and your goals. If you hire the right people and keep yourself well informed, you’ll figure out what those are. (See the 50-Mag Solution in Chapter 4.)

Most growing private companies embrace technological change. Academic and consultant studies have backed this up, finding that the positive attitude toward technology is one of the key factors determining the likelihood of growth.

Growing companies are more likely to use technology-driven solutions to achieve a superior position. They also emphasize the adoption of technology internally to create better efficiencies, serve customers better, and launch innovative products and services faster.

However, what really matters to any growing business is the macrostory.What is the big picture? How can technology help you do what you are currently doing even better cheaper, faster, more efficiently, or more impressively to your customers? How can technology open up new product/service lines or new markets? How can technology help you become a high-growth business? Conversely, what threats will you face in the future if you adopt a wait-and-see attitude toward emerging technology? What is coming down the pike that is going to transform how you operate?

Taken From:The 7 Irrefutable rules of Small Businnes Growth

WE’VE SURPASSED THE MOST FROTHY ESTIMATES (3)

Oracle sells and supports database software. That’s pretty much all the company does. They generated over $10 billion in revenue in 2003—a terrible year for tech companies—and $2.6 billion of that was net profit. That’s some serious money. In terms of market cap, their worth hovered around $55 billion in late 2004. Oracle software is a tool, so let’s compare that to some traditional toolmakers. To equal the market worth of Oracle when I wrote this, you would haveneeded to add all of the following tool makers together: Caterpillar, Black & Decker, American Standard,Whirlpool, Maytag, Stanley Works, Snap-on, and Electrolux. And that’s just Oracle. There are other technology companies that are even bigger.

Symantec makes the Norton line of computer security products. In essence, they insure your computer against illness in the form of viruses. In 2004, the market valued them at around $14 billion. Let’s compare that value to companies who insure the health of us human beings.Many of those are private, but to give you an idea of how Symantec is valued, the company is worth more than Cigna or Aetna.

I know you may be looking at this and thinking it’s all about big companies and that it doesn’t apply to you. Please don’t fool yourself. These same incredible shifts in competitive advantage and value creation are happening in your backyard right now

Taken From:The 7 Irrefutable rules of Small Businnes Growth

WE’VE SURPASSED THE MOST FROTHY ESTIMATES (2)

As I wrote this chapter, eBay had a market capitalization of nearly $50 billion. To put that in perspective, it was higherthan Boeing, Gillette, or Disney and double that of General Motors. (Keep in mind that eBay did not even exist until 1995.) If eBay were a country, in 2004 it would have been about the 55th wealthiest in the world, worth more than Morocco, Vietnam, or Kuwait. Despite this size, the company’s revenues grew nearly 80 percent that fiscal year and is expected by most analysts to grow at least 30 percent per year for the foreseeable future. Profit margins are huge, and the company throws off a tremendous amount of cold, hard cash.

Amazon has defied all its critics and kept on growing. The company’s market cap often floats up to $20 billion, and in 2004 the company was worth twice as much as Sears. Amazon was expected to book close to $7 billion in revenue that year. It is still growing at a clip of 30 to 40 percent per year.Not bad for a virtual company with a very small hard asset base.

One of the most visible casualties of the dot-com meltdown was online pet retailers. Don’t tell that to PetMed Express. It was ranked as the top hot-growth company out of 100 high flyers in a 2004 BusinessWeek article (Special Report, “Hot Growth Companies,” June 7, 2004). It sells pet prescriptions direct to consumers by various methods, but over half its business comes through the Internet. Its approximately 150 employees generate over $30 million per quarter in revenue. Sales and profits both grew over 100 percent in the past year.

The business-to-business cases might not be as well known
but are equally impressive.

Taken From:The 7 Irrefutable rules of Small Businnes Growth

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WE’VE SURPASSED THE MOST FROTHY ESTIMATES (1)

By 1998, amid the fever-pitch hoopla of the Internet madness, some enthusiastic people made crazy estimates about how fast the World Wide Web would be adopted. They created charts showing rapidly accelerating growth in Internet use in homes, transaction growth over the Internet, broadband rollout, and so on. Even the cheerleaders were a bit hesitant to endorse the numbers. Critics sneered: “You’re telling me Americans will spend $10 billion over their computers, using their credit cards? You’ve got to be joking!”

Guess what happened? We’ve blown right past those numbers and left most of them in the dust. In December 2003 alone, consumers spent $18.5 billion shopping online. By 2007, Jupiter Research expects business-to-consumer e-commerce sales to be $133 billion. On the business-to-business side, yearly transaction numbers are in the trillions. Getting a handle on how many trillions is getting more and more difficult— some international businesses are doing 100 percent of their buying and selling over the Web.

Forget the dot-com meltdown. Forget the tales of spectacular crashes and deflated bubbles. Reality is that the Internet has only grown and become more important during the past few years. Let’s look at the post-bubble market capitalization of a few marquee names. The market capitalization is the share price times the number of shares outstanding; in essence, it is the value the shareholding public has put on the company.

Taken From:The 7 Irrefutable rules of Small Businnes Growth