The Internet is Officially Dead & Boring - Its the economy stupid !

Feb 10th 2008 2:45PM

There was a lot of discussion about my previous posts here and here. My point is that the internet is a stable platform. Its a utility. Its evolved to the point where you can count on it and develop applications for it without much fear that its going to change.

What confirms my point is that with all the talk of a possible or existing recession, not a single mention is ever made about how increases in productivity from technology will pull us through. That is counter to the recessions of the past 25 years. Whether it was the early 80s, the 90's or even the post bubble , economists and others pointed to technology as a catalyst to productivity that would help pull us out of our economic doldrums.

When there were boomtimes , as we saw from about 91 to 2000, technology was given the lions' share of the credit.

So where are the claims of further productivity enhancements from technology ? They are no where that I can find.

In fact, we can start to make arguments to the contrary. That technology and in particular social network and video sites can be a hindrance to productivity in the workplace.

Further arguments can be made that the MSFT YHOO potential merger is further evidence that the technology industry is maturing.

It is what it is.

My Presidential Endorsement:

Feb 8th 2008 5:22PM

They say that the definition of insanity is doing the same thing over and over and expecting different results. So why is it the American people allow our politicians to do the same things over and over and we believe them and expect results different from previous elections ?

I've looked at the websites of current and previous candidates to get an understanding of their platforms. They all have positions, some of which I agree with , some of which I don't. But there is one thing that is missing from each and everyone of them, any manner of implementation. Health care, spending cuts, retaining or repealing tax cuts, keeping or removing troops, the soundbites with pretty numbers never end. Not a single candidate provides details on how exactly they are going to accomplish anything. Don't they realize that economists exists to make lottery ticket buyers look smart, not presidential candidates ?

It reminds me of business plans I get from kids who tell me about their vision and project all kinds of numbers leading to grand results. They can site historical facts and figures, but when it comes time to get into details of exactly how they are going to execute on their plans, the response is basically that they will figure it out as they go. I wouldn't invest in a business that is winging it any more than I want to vote for a presidential candidate that is winging it.

Unfortunately , they are all winging it. i have no question that they have every detail about how to spend their campaign contributions on advertising planned out. I have yet to see details on how they plan to accomplish all their great promises they are making to voters. That scares me.

It also scares me that despite claims of not being an "insider" or wanting a different vision for America, every remaining candidate spends more energy campaigning to their party than to the issues. I got sick watching Clinton and Barack argue about who was less of a "Reaganite" during one of their few lively debate exchanges.

I actually started to get a little bit excited about McCain. Then he went on the warpath to "mend his riff" with the Republican Party. I can only speak for myself, but the fact that he had a "riff" with the Republicans is exactly why i started to get excited about him. No, he hadn't presented any more details on his plans than any other candidate, but there was a glimmer of hope that he was a candidate that thought for himself.

(And before all the comments start, Ron Paul is the worse of all the candidates when it comes to detailing how he would execute on his promises. Just saying you are going to cut and eliminate everything doesn't mean you know how to do it and/or could get it done.)

So here we are, our country has the same problem we have every four years, our remaining candidates are politicians. They know how to spend other people's money. They know how to assign responsibility to someone else. They know how to beg for other people's money. They know how to campaign, schmooze and kiss babies. They have no earthly idea how to accomplish any of their promises.

So here is my hope. My hope is that the entire primary process is just the preseason. That its nothing more than an expensive introduction to the Republican and Democratic candidates and once they have picked their winner, a wealthy individual will nominate them self to compete with the 2 parties and run for President.

Are you listening Mayor Bloomberg ? For less than the cost of opening a tent pole movie, you can change the status quo . I'm not saying that I'm going to vote for you yet. As I said above, the devil is in the details. But, I'm betting that unlike the current choices, you recognize the difference between politics and results.

Why Yahoo should say Yes to MicroSoft

Feb 3rd 2008 7:43PM

One thing about Jerry Yang that I always have admired is that he cares. He cares about his employees. He cares about his products. He cares about his shareholders. Most of all he cares about building a world class company that can be great at what it does.

If you look at Yahoo singularly, it is a great company. For he and David Filo to build a company with more than 6B in sales and more than 25B in market cap is an astounding feat . Unfortunately for Yahoo, it has had to weather both the Internet Bubble Bursting and the emergence of Google as a force in search and online advertising.

These are both issues because Wall Street has made them issues. The bubble speaks for itself. Google is a Wall Street issue for Yahoo because Wall Street wants Yahoo to keep up with the Googles.

That's a problem for Jerry. Building a world class Yahoo to be the best company it possibly can be using the management skills that Jerry and company have is a far different challenge than optimizing the stock price. Particularly when Google is your stock comp.

Which is exactly why Jerry and David should sell to MSFT.

If there is one thing Microsoft does well , its ignore Wall Street and invest in its corporate strategies. It has so many huge lines of business, that Wall Street has learned to just let those that need to germinate do so. XBox. MSN. Online. Microsoft gets more leash from Wall Street to develop businesses than any company on the planet.

So the question isn't whether Yahoo should sell. It should. The only question is what the structure of the deal should look like so that Jerry and David can achieve many of the goals they set out to accomplish on the net under the MSFT umbrella. Jerry definitely is about customers first. This is his chance to show it. This deal accelerates his opportunity to get customers where he wants to take them if he negotiates it right. Something I dint think would be that hard. There is too much upside for Microsoft to nitpick the non financial deal points.

What about Google ?

Google also is a company that wants to put its strategic goals ahead of what Wall Street wants. When the stock is trending up, that's easy to do. If we are in the middle of a market correction of any severity at all, then Google could get hit with its own Wall Street "double whammy".

First the downward pressure on its stock price. After several days of seeing the stock down 50 bucks during the trading day, Google is feeling exactly what Yahoo felt when the bubble burst. That queasy sense of fear around the company. The questioning of what could possibly happen to the stock, the impact on employee options and the inevitable questioning of Google traditions. 10 to 20pct of your time on other projects ? Not when the stock price is down 200 dollars in the past 3 months. Again.

The 2ND whammy would happen if Yahoo was no longer a stand alone stock. Even if the Google stock price suffered, there was always the comfort of "outperforming Yahoo". Wall Street, employees, small stock owners always had the Yahoo stock comp to give it confidence. If its not there, all the eyes are staring right at Google evaluating and questioning every number and corporate action.

Its a level of scrutiny and pressure that can and will change the corporate culture of any company going through a maturation phase.

So Yahoo should say yes. Its less about the money than about finally achieving the corporate goals set out more than a decade ago.

One time Jerry told me that Yahoo stood for You Always Have Other Options. This time Yahoo doesn't, but their customers options could improve exponentially if Yahoo says yes.

Music and Movies - Give Away the Soundtrack

Feb 1st 2008 11:57AM

This week the Soundtrack to Juno bounded to number one on the charts. A measly 65k units is all it took. Not great for a #1, but these days, its a great total for any theatrical soundtrack. Which raises a question. If a best selling soundtrack sells about 100k units, and 99pct of the rest sell under 10k units, is selling a soundtrack the best use of the music ?

I think not. Whether sold digitally or by CD, the reality of today's music and theatrical release market is such that music from movies would generate more total dollars for everyone if it were given away with the purchase of a movie ticket.

To release a major motion picture theatrically these days costs a lot of money. Not only does it cost a lot of marketing dollars to release a movie, not a single movie company in this country has any idea which money that it spends really drives people to theaters. Thats a problem. So where does music fit in ?

One way to entice people to get off the couch and attend more movies is to increase the value to customers. The most cost effective opportunity to increase value is to give away items to theater goers that have a very high perceived value, but a very lost cost of distribution.

Enter music.

How many people are going to rush out and buy the Soundtrack to the new Rambo movie ? But riddle me this. How many more people would go to the movie if they knew that their movie ticket stub had a code to unlock a free download of the movie's soundtrack ? Or if they bought a ticket online in advance of the release, they could download the soundtrack right from the online ticket site ?

Talk about a possible win win. Music publishers would make far more money getting paid a lump sump or for every song downloaded by ticket buyers than they would from sales of the soundtrack. The total cost per song to the studios would be a fraction of their marketing budgets and probably only in the thousands of dollars. The incentive to consumers to buy movie tickets, lets just say it would certainly be more than without the music.

And there is no reason to stop there. Why not offer downloads of the script to people who have already seen the movie (meaning the download of the script would start a couple months after the movie was released). It could be for free with a ticket stub code, or could be sold for a couple bucks per download without. Again, its just more value to the consumer, without much cost to the studio.

Bottomline, is that anything that can be delivered digitally as a download could be bundled into the value of a movie ticket and delivered from the ticketing site, the studio or from the theater's website. The cost to deliver a song, script or even video (like what you might find as extras on a dvd) digitally is nominal relative to the marketing investment required to get people to the theater.

Why not ?

Is this the best NBA season ever ?

Jan 28th 2008 10:17AM

I haven't done the research to find out when the last time 7 games separated one conference's top 10 teams, all with a winning record and playing good basketball this late in the season. It hasn't happened in the 8 years I have owned the Mavs.

This year is shaping up to be a crazy one. A 5 or 6 game losing streak and any of the 4 teams who have had the best record in the west over the past month could find themselves out of the playoffs.

This scenario is not lost on players or fans. The feel in arenas lately have been very playoff like. You can feel the energy as fans know what is at stake. Players are looking at the standings and paying far closer attention to game by game results of division and conference teams. They know what is at stake with every game.

This season, at least in the Western Conference, no one is going to ask the question of whether the regular season is important. For the remainder of this season, EVERY game is important. Every team will have their up and down streaks simply because its going to be hard to play playoff quality basketball for 40 games. Back to back games in the West are going to be brutal.

The playoffs to make the playoffs has started and it doesn't look like any team will get a breather between now and when their season ends.

That will make this the Best NBA Season Ever !

Is this ethical - Part 2

Jan 24th 2008 3:49PM

Since the conversation on this topic was interesting, I thought it would be appropriate to add some more information and answer where I stand on the question. After all, I asked the question in my previous blog post, I didn't answer it.

First , my opening comments as Will and I sat down for the interview. (these come courtesy of Will in an email to me about this subject)

>> WL: Okay. I want to start off actually, this is going to be
>> just a big Q&A, pretty much straight up and everything. So I want to
>> start ...
>> MC: This is just for GQ now.
>> WL: Just for GQ, not for Deadspin. No Deadspin stuff, and no
>> ... yeah, I have the journalist hat on. And I have the journalist
>> hat on at Deadspin, too, but anyway, let's ... another debate for
>> another time.
>> MC: We won't call that journalism.
>> WL: Another debate for another time.

So i made it clear that I wanted no association with his blog at all.

Does his writing a piece about me with a link back to the very item that he knew I wanted nothing to do with constitute a lack of ethics ? I think so. It certainly is a major fuck you.

Does making the following comment "Cuban was not amused and spent most of the interview accusing Deadspin of being the Inside Edition of sports. So that was fun.) " diminish the integrity of the interview itself ? Probably not, but to some readers of ValleyWag and GQ, it could. Unethical ? Probably not. Stupid business, definitely.

For the record, I certainly didnt spend most of the interview talking about his blog, but I certainly had fun at his expense from time to time and I never said it was off the record. Although , again, this was a GQ interview. Setup and arranged with the magazine with no consideration on my part as to who would do the piece until Will showed up.

Which leads to my conclusion about all of this.

Its my fault. I was stupid to think that the guy who runs Deadspin could stop being the guy who runs Deadspin. I should have asked for GQ to send someone else. Better yet, I should have stuck to my rules and only do interviews via email.

Is This Ethical for a Blogger/Journalist ?

Jan 23rd 2008 1:08PM

A couple months ago I agreed to do an interview with a major national magazine that I enjoy and respect. I rarely do face to face interviews because I have significant trust issues with how an interview can be reflected in a story.

I try to stick exclusively to email for all my interviews. In this case I made an exception because I had developed a good relationship with the magazine.

The interview process was unexceptional. Meaning that it went well. The writer and I got along and I thought it was a fun interview to do.

The article came out last week and I liked it. No problems at all.

Then yesterday, the person who interviewed me, who is also a blogger, decided to blog about our interview. The blog ran on a site that he is associated with, but is not affiliated at all with the magazine the interview was for. He never asked, nor told me that our interview would be blogged about. While I respect the magazine, I am not a fan of the site he works for, or of its affiliated site that the blog ran on. A point I let him know. I would not have done the interview had I known he would blog about it for this site.

As it turns out, he did not clear the blog with the magazine either.

So he traveled on their dime to do an interview for their magazine and then used the interview to generate a blog for his site from a subject that was not expecting to be blogged about.

Ethical or not ?

I can't believe I'm becoming an Apple Fanboy

Jan 22nd 2008 5:43PM

I ordered a MacBook Air site unseen. That's a first for me.

As I write this I'm about to go workout and it dawns on me that I'm on my 3rd generation of Apple IPod. I started with the original, switched to a bigger version (to back up all my pics and show off my kids to my friends) and then for the holidays, got myself and wife an ITouch.

Goodbye Ipod. With the new $20 dollar software that I downloaded yesterday, my ITouch gives me music, pictures and now email, calendar and a very cool basic GPS system that leverages the WiFi available. Touchtyping is still impossible for me on it, so it wont ever replace my phone for texting or primary mobile email, but its definitely encroaching on its territory. Solve the keyboard problem for fat fingered typists and I might even buy an IPhone.

I like the ITouch enough that I just sent an email to the Mavs IT head to see how we fans with ITouchs (and Wifi devices like Nokia among others) could leverage WiFi in the American Airlines Center before , during and after Mavs games, HDNet Fights and other events...

After many PC years, I've crossed over. Me the fanboy.

The Album is Dead...

Jan 17th 2008 9:29PM

There once was a time when the release date of an album was exciting. For our favorite artists we knew when the last album came out and when the next album was due. If you loved the artist you bought it. If you didn't you either bought the single or you listened to the album with your friends and then decided.

As the price of records and then CDs increased year by year, spending 20 bucks for a CD became a purchase you needed to be sure of rather than a no brainer or impulse buy.

Then free became an option.
Then aggregating almost unlimited free music on a PC and then an IPOD became easy.

So here we are in 2008 and the only given in the music industry is that CD sales have and will fall. And fall. And fall.

Reading last weeks billboard, something interesting popped out at me. The song Low Rider by Flo Rida sold 467,000 units in a single week. There were 27 digital singles that sold more than 100k units in that week. The obvious trend continues that people are ready, willing and able to buy singles of songs they like.

So the question arises, why don't artists serialize the release of songs ? Why not create a "season" of release of songs, much like the fall TV season and promise fans that Flo Rida is going to release a new single every week or 2 weeks for the next 10 weeks ?

Sure, its not easy to come up with a great song every 2 weeks. But isnt that exactly the same problem you have with an album ? Maybe thats not the "creative process" for certain artists. That's a problem for them.

What we do know is that music fans will spend 99c and that its easier to ask them for 99c a week than it is to get 9.99 at one time from them for 10 songs.

Serializing the release of music also allows for the marketing arms to be in constant touch with sales and radio outlets. Rather than having to initiate marketing plans and hope to reinvigorate the interest in an artist, it becomes a digital tour that never ends.

If an artist commits to release music on a weekly or bi weekly basis, then consumers can make a commitment knowing they are going to get something new and hopefully exciting for their 99c. If the commitment is strong enough its feasible that artists could sell subscriptions to their serialized releases. My guess is that consumers will feel better about subscribing to an artist and getting a song a week or every 2 than dropping 10 dollars at a time for an album.

In reality thats exactly how I buy my music right now. I dont do it by artist. I go to ITunes and I go through the top 10 lists and listen to samples and thats how I determine what music im going to buy.

If there was an option when I bought a single to subscribe to an RSS feed that would send me a sample of that artists song when they released a single, I would add that RSS feed to my browser. Add a 1 click to buy, and chances are Im going to buy a lot more music.


Is this idea so great Im going to start a music label ? No chance. I wouldnt get in the music industry if you paid me. However, as a customer and a buyer of music , if I knew that my favorite artists were releasing music weekly, i would certainly check by every week or listen to what was in my RSS aggregator to see what new stuff they had for me.

Consumser are buying music 1 track at a time. I think people will pay 99c to get a single rather than steal it. I think people would rather steal a full album rather than pay 10 dollars or more for it.

Labels need to make the effort to get artists to deliver in a manner that realizes these perspectives.

The album is dead

I feel the Cowboys Pain

Jan 14th 2008 2:36PM

As the clock ran down on the final seconds of the Cowboys game yesterday they showed Jerry Jones. I knew exactly what he was feeling. There is no worse feeling in sports than losing a season ending playoff game. It hurts.

It hurts so much because you know how much pain that the players, coaches, staff and every fan of the team are going through and there is nothing you can do about it. It hurts because you know how deflated everyone around you is and will be.

It hurts because you know the media is going to bother you and everyone around you that you care about with assinine questions and commentary and there is nothing you can or should do about it. The competitive spirit inside of you wants to lash out and try to beat some common sense into them, but you know there is no point.

You know that you are going to have to go through the drill of being calm so that everyone else is calm. Shutting out everything blasting at you when you leave your house or office, recognizing that its just noise that doesn't change all the work everyone around you has put in to get this far. It doesnt change all that they have accomplished.

You know that the difference between winning and losing at this level is a very, very fine line. You will relive every moment that changed the outcome a thousand times over the next weeks. All the what ifs.

Then there comes a point where a smile comes on your face. You think of all the joy and fun of the season. The moments you would never ever trade. The knowledge that your team and organization has reached a level where the stakes are much higher. You take pride and satisfaction in where you are, knowing that its a foundation.

Then the competitive juices kick back in and you go to work. Looking for that edge. Wishing that next season was now.

Success & Motivation: Don't Lie to Yourself

Jan 6th 2008 12:12PM

Mar 18th 2006 12:41AM

I learned a lot from Don Nelson when he was coach and GM of the Mavericks. He told me something early on, that opened my eyes. I forget the exact conversation, but we were talking about players, and I asked him why he didnt talk to a specific player about something that was going on. What he said was that "THe worse evaluator of talent is a player trying to evaluate himself."

The same applies to business people and particularly to entrepreneurs and want to be entrepreneurs. We tend to be less than honest with ourselves about our strengths and weaknesses.

I have been just as bad at this as anyone, particularly when I was getting started in the business world. For those of us who dream of starting and running a business, we know that we have to have a level of confidence in our own abilities. We dont want to believe that there are things we cant do. We want to believe that if we try hard enough, work long enough, and get a little lucky, that the sky is the limit. The problem is that we let our confidence cloud our judgements of what we truly know about ourselves.

Im one of the least organized people I know. Today, i have an assistant and others that help me run my life. If you ask me where IM going to be in 3 days. I have no idea. I do know that i have a kick ass assistant who is going to make sure that when i wake up that morning, I know where Im going and how to get there.

When i was 23 years old, sleeping on the floor and starting MicroSolutions, no assistant. No organization. I was a procrastinator. Accounting was a shoebox of receipts. I was a mess.

But I lied to myself and said that I could deal with it. That i would make time to get it all figured out and organized. That if I only set my mind to it, I could be a detail person. I could stop procrastinating. It doesnt work that way.

I did the things I was good at. I could sell. So I sold. I could write software programs. I could integrate PCs. I could set up local area networks. And I did. My business grew. But it also grew out of control A local area network or a software program without documentation is a disaster waiting to happen. And they did. Not to the point where it killed my business, but to the point where I spent far too much time fixing things rather than selling new deals.

Fortunately, one of my best customers at the time was interested in becoming a partner in my business. Martin Woodall ran a company called Hytec Data Systems. He was not only smart and a good programmer, but he was the most anal, detail oriented person I had ever met in my life. The perfect partner for me.

Our partnership wasnt always easy. We had more than our shares of knock down drag out fights. He of course would want everything done with precision and if lack of perfection was an option, he didnt want to do it. I of course was the exact opposite. I was the GO FOR IT guy. We can sort it out after the fact. We were perfect partners. We knew and trusted the skills of the other and although many might not think yelling was the best way to work things out, we managed.

It all came down to choice. I had the choice between lying to myself and pretending that I could turn on a switch and become a details person, or accepting the fact that Im not, and partnering with someone who is. Continuing to lie meant I would probably lose my business.

Every entrepreneur faces comparable choices. Each of us has to face the reality of who we are and what we are.

What choice will you make ?

The Sport of Business

Jan 3rd 2008 3:02PM

Mar 12th 2005 12:58AM

The Sport of Business.

I can't go more than a week without shooting baskets. There is something about the feel of the ball coming off my hand, and the sound of the ball going through the net. It just feels good.

If I'm just standing in the gym, I can shoot pretty well. Playing in a game. Well it's not quite what it used to be. I used to have a spin move that would work for me no matter who I was playing against or what level they were at. If I could get a pick and the defender went under, I didn't have to think about it, I could hit the shot. These days, my mind knows what to do, but my body just laughs at me. Put me up against 20 year olds, and I won't embarrass myself but it's only because I know how to set a pick and hit an open, a very wide open jumper, and spend the rest of the game getting out of the way.

I love to compete. I always have. Playing basketball was just something I had to do no matter how good I was and its something I will always do, no matter how old I get. It gives me a chance to blow off steam. It gives me a way to refocus.

But no matter how much I love to play the game or how involved and competitive I get during a Mavs game, it's only a minor release. Real competition comes from the sport of business.

In sports, you know who your opponents are. You know when you are going to play a game. You know pretty much how long the game will last. It's mentally and physically exhausting if you are at the top of the game, but it still pails at the effort required to be successful in business.

The sport of business isn't divided into games. It's not defined by practices. It doesn't have set rules that everyone plays by.

The sport of business is the ultimate competition. It's 7x24x365xforever.

I love the sport of business. I love the competition. I love the fire of it. It's the feeling of the clock winding down, the ball is in your hands, and if you hit the shot you win...all day, every day.

Relaxing is for the other guy. I may be sitting in front of the TV, but I'm not watching it unless I think there is something I can learn from it. I'm thinking about things I can use in my business and the TV is just there.

I could take the time to read a fiction book, but I don't. I would rather read websites, newspapers, magazines, looking for ideas and concepts that I can use. I spend time in bookstores because 1 idea from a book or magazine can make me money.

I'm not going to go to dinner with you just to chat. I'm not going to give you a call to see how you are. Unless you want to talk business. Other guys play fantasy sports. I fire the synapses to get an edge.

That's what success is all about. It's about the edge.

It's not who you know. It's not how much money you have. It's very simple. It's whether or not you have the edge and have the guts to use it.

The edge is getting so jazzed about what you do, you just spent 24 hours straight working on a project and you thought it was a couple hours.

The edge is knowing that you have to be the smartest guy in the room when you have your meeting and you are going to put in the effort to learn whatever you need to learn to get there.

The edge is knowing is knowing that when the 4 girlfriends you have had in the last couple years asked you which was more important, them or your business, you gave the right answer.

The edge is knowing that you can fail and learn from it, and just get back up and in the game.

The edge is knowing that people think your crazy, and they are right, but you don't care what they think.

The edge is knowing how to blow off steam a couple times a week, just so you can refocus on business

The edge is knowing that you are getting to your goals and treating people right along the way because as good as you can be, you are so focused that you need regular people around you to balance you and help you.

The edge is being able to call out someone on a business issue because you know you have done your homework.

The edge is recognizing when you are wrong, and working harder to make sure it doesn't happen again.

The edge is being able to drill down and identify issues and problems and solve them before anyone knows they are there.

The edge is knowing that while everyone else is talking about nonsense like the will to win, and how they know they can be successful, you are preparing yourself to compete so that you will be successful.

That's what makes business such an amazing sport. Everyone plays it. Everyone talks about how good they are or will be at it. Just a small percentage are.

Every single day someone has an idea. Every day someone talks about some business they want to start. Every day someone is out there starting a business whose entire goal is to beat the hell out of yours. How cool is that.

Every day some stranger from any where in the world that you have never met is trying to come up with a way to put you out of business. To take everything you have worked your ass off for, and take it all away. If you are in a growing industry, there could be hundreds or thousands of strangers trying to figure out ways to put you out of business. How cool is that.

The ultimate competition. Would you like to play a game called Eat Your Lunch. We are going to face off. My ability to execute on an idea vs yours. My ability to subvert your business vs your ability to keep it going. My ability to create ways to remove any reason for your business to exist vs your ability to do the same to me. My ability to know what you are going to do, before you do it. Who gets there first? Best of all, this game doesn't have a time limit. It's forever. It never ends. It's the ultimate competition.

It's the sport of business. It's not for everyone, but I love it.

I'm fortunate. I have done well enough financially that I don't have to play 24x7x365. I can and have cut back to 18x7x365. Family first now.

But in those 18 hours, you can bet I'm competing, and loving it.

But that's me. You have to figure out what works for you.

The Best Equity is Sweat Equity

Jan 2nd 2008 9:59AM


The Rules of Success

As MicroSolutions became more and more successful, and as I paid attention to the common traits of businesses that I saw succeed and those I saw fail, I came to realize that there are "Rules of Success" that I saw in companies that excelled. Where companies failed to follow those rules, inevitably, they failed. I found myself checking with "My Rules" before I made decisions. When I traded stocks or considered investments in companies, I applied The Rules to their business before I made a decision.

The Rules are not infallible. They have their limits. I'm an entrepreneur. My businesses have had hundreds and now more than a thousand employees. My world has been limited to starting, building, growing and running businesses that are never going to make the Fortune 500. My dreams were never to build the biggest corporation in the world. So, if you are a middle level manager in a Fortune 500 company, these rules may not help you manage your department. If you are the CEO of a Fortune 500 company with tens of thousands of employees, some rules will apply, some won't, but where they will help you is to know how little guys coming out of nowhere are going to disrupt your business.

Where The Rules will help you is if you are considering starting, or currently run your own business. There are always exceptions to any rules, but I can assure you that those exceptions will be rare. Entrepreneurs that don't follow the rules are far more likely to fail. There is no doubt about it.

So let's start at the beginning.

Rule #1: Sweat Equity is the best start up capital.

The best businesses in recent entrepreneurial history are those that have been started with little or no money. Dell Computer, MicroSoft, Apple, HP and tens of thousands of others started in dorm rooms, tiny offices or garages. There weren't 100 page long business plans. In all of my businesses, I started by putting together spreadsheets of my expenses, which allowed me to calculate how much revenue I needed to break even and keep the lights on in my office and my apartment. I wrote overviews of what I was selling, why I thought the business made sense, an overview of my competition and why my product and/or service would be important to my customers, and why they should buy or use it. All of it on a piece of yellow paper or in a word processing file, and none of it cost me more than the diet soda I was drinking while I was writing it up.

I remember the foundation for each of my businesses. MicroSolutions was very simple. To use microcomputers and software to help our customers become more productive, profitable and gain a competitive advantage. AudioNet, which became broadcast.com was simple as well: use the internet to enable real-time, worldwide communications of entertainment and business applications. HDNet is to create great entertainment, originated in High Definition format to allow our distributors to compete for the highest margin customers.

Once I could put the idea on paper, I gave the company a name. From there, I took the most important steps: I tried to find people to shoot holes in it. When we started AudioNet, I remember getting an appointment with Drew Marcus of Alex Brown (it could have been Larry, but I think it was drew :), an investment banking company. Drew followed the radio industry and I wanted to see if there was anything he saw from his experience that would blow up the concept. He loved the idea. We took it to Dan Halliburton of Susquehanna Radio. He was an executive in charge of several Dallas area radio stations. We discussed how he could broadcast his stations over the Internet using AudioNet and reach the in office market where there weren't many radios on desks, and few of those could pick up the AM signal of his stations. He loved it. I took it to Tim and Eric Crown, who ran a newly public company called Insight Enterprises. I asked them if it made sense to broadcast their quarterly earning conference calls over the internet so their investors and the research analysts who followed them could easily listen to the calls and get up to date information, or listen to an archive of the call if they missed it. They thought it would help them reach their Investor Relation goals less expensively.

Each step cost me next to nothing to get great feedback. Each enabled me to check the foundation of my business idea to see if it was easy to shoot holes in it, and most importantly, they all served as sales calls. Each company eventually became a customer of ours.

I went through this in each of my businesses. The step gave me confidence that my business idea was valid. That there was a chance of success. At this point, many entrepreneurs think the next step is to take all this feedback, update their 100 page business plans and go out and raise money. It's as if the missing link for success in a business is cash to get started. It's not. Far more often than not, raising cash is the biggest mistake you can make.

Most entrepreneurs tend to think in terms of what raising money means to them. How it can get them started? How many people they can hire? How much they can spend on office space? How much they can pay themselves? They forget to put themselves in the position of the person or company they are asking for money from. They think they are considering that person's position by making up numbers and calling them expected returns for the investor. If you only give me X dollars, you will get X pct back in X years. You will double or triple your money in X years. Any investor worth anything knows you are just making these numbers up. They are meaningless. Worse, if you tell a savvy investor that the market is X billions of dollars and you just need one or some low percent to make zillions, you are immediately kicked to the curb.

These investors, including myself, know what you don't, and they are not telling you. The minute you ask for money, you are playing in their game, they aren't playing in yours. You are at a huge disadvantage, and it's only going to get worse if you take their money. The minute you take money, the leverage completely flips to the investor. They control the destiny of your dreams, not you.

Investors don't care about your dreams and goals. They love that you have them. They love that they motivate you. Investors care about how they are going to get their money back and then some. Family cares about your dreams. Investors care about money. There is a reason why venture capitalists are often referred to as Vulture Capitalists. The minute you slide off course from the promises you made to get the money, your dreams fall in jeopardy. You will find yourself making promises to keep investors at bay. You will find yourself avoiding your investors. Then you will find yourself on the outside looking in. The reality of taking money from non family members is that they are doing it for only one reason, to make more money. If you can't deliver on that promise, you are out. You will be removed from the company you started. You will find someone else running your dream company. If this sounds like a scene out of the Sopranos or an episode you would watch on TV about a loan shark, you are right. The only difference is that it's all legal.

There are only two reasonable sources of capital for startup entrepreneurs, your own pocket and your customers pockets. I personally would never even take money from a family member. Could you imagine the eternal grief and guilt from your mom, dad, uncle or aunt because you blew your nephews college money or the money for grandmas last vacation... I cant.

You shouldn't have to take money from anyone. Businesses don't have to start big. The best ones start small enough to suit the circumstances of their founders. I started MicroSolutions by getting an advance from my first customer of $500. The business didn't grow quickly in the first couple years. We didn't grow past 4 people in the first couple years, and we all worked dirt cheap.

So what's wrong with that? It's OK to start slow. It's ok to grow slow. As much as you want to think that all things would change if you only had more cash available, they probably won't.

The reality is that for most businesses, they don't need more cash, they need more brains.


The One Thing in Life You Can Control: Effort

Dec 30th 2007 10:57AM

I remember the time well. I was 27 years old.
I finally had my own apartment for the first time. I still hadn't bought a new car yet, but I was jazzed that I had a 4 year old Mazda RX 7. 4 Years old was as good as new to me, and driving a gold RX 7 back in the day was fun as well.

I still bought my suits used, although by then I did have 1 new suit I had bought at Neiman Marcus because my girlfriend worked there and brought me to one of their year end employee discount deals.

My business, MicroSolutions was about 3 years old and I would make 60k dollars that year. HUGE money for me. Back then, getting paid your age was good, double your age was great. Around Christmas of that year, after many welcome hints from my then girlfriend, I decided to take every penny I had in my savings, $ 7,500 dollars and get engaged.

It was a beautiful ring that cost me exactly $ 7,500 dollars.

Long story short. I got engaged. She lost the ring a couple weeks after I gave it to her and before it was insured. We broke up. (the good news is that I was too young to get married and we are still good friends).

27 years old. Zero in the bank. Messed up in the head because of the breakup. The good news was that I had my business. The one thing that I could always focus on to the exclusion of everything else. A trait that would serve me well in business, but had more than a little bit to do with my breakup.

MicroSolutions was growing. But it could be doing better. The PC industry had gone through a major slump and pullback and the local area networking industry had yet to take off. If we were going to grow, it was going to take working hard and working smart.

It was right around then I heard something that I would hear a lot once I bought the Mavs.

In sports, the only thing a player or coach can truly control is effort. The same applies to business. The only thing any entrepreneur, salesperson or anyone in any position can control is their effort.

I had to kick myself in the ass and recommit to getting up early, staying up late and consuming everything I possibly could to get an edge. I had to commit to making the effort to be as productive as I possibly could. It meant making sure that every hour of the day that I could contact a customer was selling time and when customers were sleeping, I was doing things that prepared me to make more sales and to make my company better.

And finally, I had to make sure I wasn't lying to myself about how hard I was working. It would have been easy to judge effort by how many hours a day passed by while I was at work. That's the worst way to measure effort. Effort is measured by setting goals and getting results. What did i need to do to close this account. What did I need to do to win this segment of business. What did i need to do to understand this technology or that business better than anyone. What did I need to do to find an edge. Where does that edge come from and how was I going to get there.

The one thing in our business lives is effort. Either you make the commitment to get results or your don't.


Success & Motivation

Dec 24th 2007 9:59AM

With almost 4 years of Blogs in the hopper, I decided to bring back some of my favorites and republish them... Here is the first:

Success and Motivation, Part 1

Apr 23rd 2004 9:37AM

Success and Motivation

I did it too. I drove by big houses and would wonder who lived there. What did they do for a living? How did they make their money? Someday, I would tell myself, I would live in a house like that. Every weekend I would do it.

I read books about successful people. In fact, I read every book or magazine I could get my hands on. I would tell myself 1 good idea would pay for the book and could make the difference between me making it or not.

I worked jobs I didn't like. I worked jobs I loved, but had no chance of being a career. I worked jobs that barely paid the rent. I had so many jobs my parents wondered if I would be stable. Most of them aren't on my resume anymore because I was there so short a time or they were so stupid I was embarrassed. You don't want to write about selling powdered milk or selling franchises for TV repair shops. In every job, I would justify it in my mind � whether I loved it or hated it � that I was getting paid to learn and every experience would be of value when I figured out what I wanted to do when I grew up.

If I ever grew up, I hoped to run my own business some day. It's exactly what I told myself every day. In reality, I had as much doubt as confidence. I was just hoping the confidence would win over the doubt and it would all work out for the best.

I remember being 24 years old, living in Dallas in a 3-bedroom apartment with 5 other friends. This wasn't a really nice place we all kicked in to move up for. This place has since been torn down. Probably condemned. I didn't have my own bedroom. I slept on the couch or floor depending on what time I got home. I had no closet. Instead I had a pile that everyone knew was mine. My car had the usual hole in the floorboard, a '77 FIAT X19 that burned a quart of oil that I couldn't afford every week.

To make matters worse, because I was living on happy hour food, and the 2 beers cover charge, I was gaining weight like a pig. My confidence wasn't at an all time high. I was having fun. Don't get me wrong. I truly was having a blast. Great friends, great city, great energy, pretty girls. Ok, the pretty girls had no interest in my fat and growing ass at the time, but that's another story....

I was motivated to do something I loved. I just wasn't sure what it was. I made a list of all the different jobs I would love to do. (I still have it.) The problem was that I wasn't qualified for any of them. But I needed to pay the bills.

I finally got a job working as a bartender at a club. A start, but it wasn't a career. I had to keep on looking during the day.

About a week later I answered a want ad out of the newspaper for someone to sell PC Software at the first software retail store in Dallas. The ad was actually placed by an employment agency. The fee was to be paid by the company, so I gave it a shot.

I put on my interview face, and of course my interview suit, which just happened to be one of my 2 polyester suits that I had bought for the grand total of 99 dollars. Thank god for 2-fer, 2-fer, 2-fer madness at the local mens clothing store. Grey Pinstripe. Blue Pinstripe. Didn't matter if it rained, those drops just rolled down the back of those suits. I could crumple them. They bounced right back. Polyester, the miracle fabric.

I wish I could say the blue suit and my interview skills impressed the employment agency enough to set up the interview with the software store. In reality, not many had applied for the job � and the agency wanted the fee � so they would have sent anyone over to interview. I didn't care.

I pulled out the grey for my interview at Your Business Software. I was fired up. It was my shot to get into the computer business, one of the industries I had put on my list!

I remember the interview well. Michael Humecki the Prez, and Doug (don't remember his last name), his partner double-teamed me. Michael did most of the talking to start. He asked me if I had used PC software before. My total PC experience at the time was on the long forgotten TI/99A that had cost me 79 dollars. I used it to try to teach myself Basic while recovering from hangovers and sleeping on the floor while my roommates were at work. They weren't impressed.

I was trying to pull out every interview trick I knew. I went through the spiel about how I was a good salesperson, you know the part of the interview where you are basically begging for a job, using code phrases like "I care about the customer", "I promise to work really, really hard" and "I will do whatever it takes to be successful". Unfortunately, I was getting that "well if no one else applies for the job, maybe" look from Michael.

Finally, Doug spoke up. He asked me. "What do you do if a customer has a question about a software package and you don't know the answer?" All of the possible answers raced through my mind. I had to ask myself if this was the "honesty test question" � you know where they want to see if you will admit to things you don't know. Is this some trick technology question and there is an answer everyone but me knows? After who knows how long, I blurted out that "I would look it up in the manual and find the answer for them." Ding, ding, ding...Doug just loved this answer.

Michael wasn't as convinced, but he then asked me the question I was dying to hear: "Would you not go back to the employment agency at all, so when we hire you we don't have to pay the fee?" I was in.

What does all this mean? Nothing yet. It was just fun to tell. You have to wait till part 2, if you care, and if there is a part two. Right now, it's much more important that I go play with my daughter.


Success and Motivation, Part 2

Apr 25th 2004 3:41AM

So my career in Dallas begins. I'm a software salesperson with Your Business Software in Dallas. $18k per year. The first retail software store in Dallas.

I have to sweep the floor and be there to open the store, but that's not a bad thing. When I tell my future ex-girlfriends that I sell software and am in the computer biz, I'm not going to mention the sweeping the floor part. Plus, I had to wear a suit to work, and the 2-fer madness specials looked good at happy hour after work. Better yet, the store didn't open till 9:30am, which meant if I had a fun night, I had at least a little time to sleep.

I bet right about now you are questioning where my focus was? Where was my commitment to being the future owner of the Dallas Mavericks? Please. I was stoked I had a good job. I was stoked it was in an industry that could turn into a career. At 24, I was just as stoked that the office was close to where the best happy hours were and that I might finally have more than 20 bucks to spend for a night on the town.

Since I'm talking about partying, I do have to say that my friends and I were very efficient in that area. Beyond living off bar food and happy hours, we literally would agree that none of us would bring more than 20 bucks for a weekend night out. This way we all could pace each other. At least that was the way it was supposed to work, and it did until we figured out the key to having a great night out on the cheap. They key was buying a bottle of cheap, cheap champagne. I can't even spell the name, but it was a full bottle, and it cost 12 bucks. Tear the label off and as far as anyone knew it was Dom. Each of us would grab one, and sip on it all night. It was far cheaper than buying beers or mixed drinks all night, and we never had to buy a drink for a girl, we just gave them some champagne! Of course the next day was hell, but since when was I responsible enough to care about a hangover...

But I digress. Back to business. As fired up as I was about the job, I was scared. Why? Because I have never worked with an IBM PC in my life. Not a single time, and I'm going to be selling software for it. So what do I do? I do what everyone does: I rationalize. I tell myself that the people walking in the door know as little as I do, so if I just started doing what I told my boss I would do, read the manuals, I would be ahead of the curve. That's what I did. Every night I would take home a different software manual, and I would read them. Of course the reading was captivating. Peachtree, PFS, DBase, Lotus, Accpac... I couldn't put them down. Every night I would read some after getting home, no matter how late.

Of course it was easy on the weekends. After drinking that cheap champagne, I wasn't getting out of bed till about 9pm, so I had tons of time to lie on the floor and read. It worked. Turns out not a lot of people ever bothered to RTFM (read the frickin' manual), so people started really thinking I knew my stuff. As more people came in, because I knew all the different software packages we offered, I could offer honest comparisons and customers respected that.

Within about 6 months, I was building a clientele and because I had also spent time on the store's computers learning how to install, configure and run the software, I started having customers ask me to install the software at their offices. That meant I got to charge for consulting help: 25 bucks an hour that I split with the store. That turned into a couple hundred extra bucks per month and growing. I was raking it in, enough that I could move from the Hotel (that was what we called our apartment) where the 6 of us lived, into a 3 bedroom apartment across the street, where instead of 6 of us, there were only 3. Finally, my own bedroom!

I was earning consulting fees. I was getting referrals. I was on the phone cold calling companies to get new business. I even worked out a deal with a local consultant who paid me referral fees, which lead to getting a $1500 check. It was the first time in my adult life that I was able to have more than 1k dollars in the bank.

That was a special moment believe or not, and what did I do to celebrate? Nope...I didn't buy better champagne. I had these old ratty towels that had holes in them and could stand on their own in the corner, they were so nasty I needed a shower from drying off after a shower...I went out and bought 6 of the fluffiest, plushest towels I could find. I was moving on up in the world. I had the towels. Life was good. Business was good and getting better for me. I was building my customer base, really starting to understand all the technology, and really establishing myself as someone who understood the software. More importantly � no, most importantly � I realized that I loved working with PCs. I had never done it before. I didn't know if this was going to be a job that worked for me, or that I would even like and it turns out I was lucky. I loved what I was doing. I was rolling so well, I was even partying less... during the week.

Then one day, about 9 months into my career as a salesperson/consultant, I had a prospect ask if I could come to his office to close a deal. 9am. No problem to me. Problem to my boss, Michael Humecki. Michael didn't want me to go. I had to open the store. That was my job. We were a retail store, not an outbound sales company. It sounded stupid to me back then too, particularly since I had gone on outbound calls during the day before. I guess he thought I was at lunch.

Decision time. It's always the little decisions that have the biggest impact. We all have to make that "make or break" call to follow orders or do what you know is right. I followed my first instinct: close the sale. I guess I could have rescheduled the appointment, but I rationalized that you never turn your back on a closed deal. So I called one of my coworkers to come in and open up, and closed the deal. Next day I came in check in hand from a new customer and Michael fired me.


Success and Motivation, Part 3

May 7th 2004 1:48AM

Fired. Not the first time it's happened, but it reinforced what I already knew; I'm a terrible employee. I just had to face facts and move on. So rather than getting back on that "how the hell am I going to find a job" train, the only right thing to do was to start my own company.

My first act of business? Pile into my buddy's 1982 Celica, nicknamed Celly, and drive to galveston to party. Of course we stayed in only the best $19.95 a night, plug the hairdryer in the wall and the circuit blows, motel. Nothing but the best as I prepared for my journey into entrepreneurial territory again. I could say I was preocuppied with how to get my new business off the ground. That while my friends got drunk, did stupid tourist tricks and ate at greasy spoons, I sat by the pool on the 1 chaise lounge chair with rust on the clean side and wrote up my businessplan. I didn't. I got just as drunk and ate the same disgusting food. Then we faced the road trip terror that everyone knows exists, but refuses to admit, the ride home. It wasn't until we pulled up to the apartment that it hit me. No job. No money. No way to pay the bills. But I had nice towels.

Fortunately the hangover didn't last too long, and I realized I had to get off my ass and make something happen. First day, first task, come up with a name. This was the start of the microcomputer revolution, and I wanted a name that said what the company was going to do, which was sell personal computers and software and help companies and individuals install them. I was going to offer microcomputer solutions. So after struggling with different names for about 30 minutes, I chose MicroSolutions Inc.

Now came the hard part. I had to call all the people I had done business with at my last company, and let them know that I had been shitcanned and ask them if they would come do business with me at MicroSolutions. I got the expected questions. No I didn't have an office. No I didn't have a phone yet other than my home phone. Yes it was just me. No I didn't have any investors. The only question I dreaded was whether I had a computer to work with. I didn't. Fortunately, no one asked.

I made a lot of calls, and got some decent response. We love you Mark, we want to give you a chance. A lot of lets stay in touch. I got two real bites. One from a company called Architectual Lighting and the other from a company called Hytec Data Systems.

Architectual Lighting was looking for a time and billing accounting system to allow them to track the work with clients. I don't remember the name of the software package I told them about, I think it was Peachtree Accounting, but after going out to meet with them it came down to this. I offered to refund 100 pct of their money if the software didn't work for them, and I wouldn't charge them for my time for installing and helping them. In return, they would put up the 500 bucks it would take for me to buy the software from the publisher, and I could use them as a reference. This was my "no money down" approach to start a business. They said yes. I had a business.

My 2nd call Hytec Data, was run by Martin Woodall. I met with Martin at the S&D Oyster House on a beautiful June day, and I remember sitting there and him telling me, "I graduated in Computer Science from West Virginia University. I have 50k in the bank and I drive a brand new Cadillac. I know technology better than you. We can work together". I had a customer, and now with Martin's help, I had some hope. Hytec Data sold multi user systems. The old kind that used dumb terminals. He bundled it with accounting software and he and a contractor named Kevin, would make modifications to the Cobol source code. They were the hardcore geeks that could help me when I needed it. I was still just 10 months from my first introduction to PCs, and had zero clue about multi user systems. If I came across prospects that could use their system and software, I would get referrals. That was good.

Even better was Martin's offer of office space. He and Kevin shared office space with the distributor of the computer systems he sold. They had this one office, that when the CEO of the distributors son wasn't using it to study his spanish, I could use it to make calls, and keep my folders and paperwork. Still no computer, but hey, I had an office and phone. I was bonafide...

At some point I'm going to have to go back and look at my appointment books that I kept from those days to remind myself of who my 2nd, 3rd and on from there customers were. They were small companies that I got to know very well. People that took me under their wing and trusted me, not because I was the most knowledgeable about computers, but because they knew I would do whatever it took to get the job done. People trusted me with keys to their offices. They would find me there when they got in in the morning and I was there when they left. I made 15,000 dollars that first year. I loved every minute of it.

As time went on, my customer base grew. I got my friend and former roommate Scott Susens to help with deliveries. Scott was working as a waiter at a steakhouse at the time. I remember asking him over and over, would you please help me out. I have a customer that had bought a bunch of Epson dot matrix printers from me, and I had to sell Scott on how it wouldn't be hard to learn how to hook a parallel cable to a pc and printer, and how learning all of this would be a career move compared to working at the steakhouse. Unfortunately, I couldn't pay him as much as the steakhouse. My good fortune was that Scott worked nights and weekends and decided to take some time in the afternoons to help me out. Not long after that, he was working fulltime installing PCs, learning whatever he had to figure out before an install.

Martin also began to play a larger and larger role. His company was growing, and he was watching my company grow. I would get the PC based stuff, he would get the accounting system stuff. It was a nice split. The better part of the relationship was based on Martin being the most anal retentive person i had ever met in my life. While I covered my mistakes by throwing time and effort at the problem, Martin was so detail oriented, he had to make sure things were perfect so problems could never happen. We could drive each other crazy. He would give me incredible amounts of shit about how sloppy I was. I would give him the same amount back because he was so anal he was missing huge opportunities. We complemented each other perfectly. It would only be a matter of time before we both knew we had to be partners and work together instead of seperately.

That first year in business was incredible. I remember sitting in that little office till 10pm and then still being so pumped up, I would drive over to the gym I belonged to and run 5 to 10 miles on the treadmill going through that day, and the next in my head. Other days I would get so involved with learning a new piece of software that I would forget to eat and look up at the clock thinking it was 6 or 7pm and see that it was 1am or 2am. Time would fly by.

It's crazy the things that you remember. I remember when my accounts receivable got up to 15k and telling all my friends. I remember reading the PC DOS manual (I really did), and being proud that I could figure out how to set up startup menus for my customers. I remember going to every single retail store in town, BusinessLand, NYNEX, ComputerLand,CompuShop, all those companies that are long gone, and introducing myself to every salesperson to try to get leads. I would call every single big computer company that did anything at all with small businesses, IBM, Wang, Dec, Xerox, Data General, DataPoint (remember them?), setting meetings, asking to come to their offices since I couldn't afford to take them to lunch. I didn't need a lot of customers, but my business grew and grew. Not too fast, but fast enough that by the time MicroSolutions had been in business about 2 years, I had 85k dollars in the bank, a receptionist/secretary, Scott helping me out, and a 4 room office that I moved into along with Martin and Hytec Data Systems.

Then I learned a very valuable lesson. Martin had done a great job of setting up our accounting software and systems. I got monthly P&L statements. I got weekly journals of everything coming in and everything going out, payables and receivables. We had a very conservative process where Martin would check the payables, authorize them and then use the software to cut the checks. I would then go through the list, sign the checks and give them to Renee our secretary/receptionist to put in the envelope and mail to our vendors.

One day, Martin comes back from Republic Bank, where we had our account. He had just gone through the drive through and one of the tellers who he would see every day dropping of our deposits asked him to wait a second. She comes back and shows him a check that had the payee of a vendor, WHITED OUT and Renee Hardy, our secretary's name typed over it. Turns out that in the course of a single week, our secretary had pulled this same trick on 83k of our 85k in the bank. As Martin delived the news, I obviously was pissed. I was pissed at Renee, I was pissed at the bank, I was pissed at myself for letting it happen. I remember going to the bank with copies of the checks, and the manager of the bank basically laughing me out of his office telling me that I "didn't have a pot to piss in". That I could sue him, or whatever I wanted, but I was out the money.

I got back to the office, told Martin what happened at the bank, and then I realized what I had to do about all of this. I had to go back to work. That what was done, was done. That worrying about revenge, getting pissed at the bank, all those "I'm going to get even and kick your ass thoughts" were basically just a waste of energy. No one was going to cover my obligations but me. I had to get my ass back to work, and do so quickly. That's exactly what I did.


Success and Motivation P4

May 25th 2004 11:01AM

You never quite know in business if what you are doing is the right or wrong thing. Unfortunately, by the time you know the answer, someone has beaten you to it and you are out of business. I used to tell myself that it was ok to make little mistakes, just don't make the big ones. I would continuously search for new ideas. I read every book and magazine I could. Heck, 3 bucks for a magazine, 20 bucks for a book. One good idea that lead to a customer or solution and it paid for itself many times over. Some of the ideas i read were good, some not. In doing all the reading I learned a valuable lesson.

Everything I read was public. Anyone could buy the same books and magazines. The same information was available to anyone who wanted it. Turns out most people didn't want it.

I remember going into customers or talking to people in the industry and tossing out tidbits about software or hardware. Features that worked, bugs in the software. All things I had read. I expected the ongoing response of "Oh yeah, I read that too in such-and-such." That's not what happened. They hadn't read it then, and they haven't started reading yet.

Most people won't put in the time to get a knowledge advantage. Sure, there were folks that worked hard at picking up every bit of information that they could, but we were few and far between. To this day, I feel like if I put in enough time consuming all the information available, particularly with the net making it so readily available, I can get an advantage in any technology business. Of course my wife hates that I read more than 3 hours almost every day, but it gives me a level of comfort and confidence in my businesses. AT MicroSolutions it gave me a huge advantage. A guy with little computer background could compete with far more experienced guys just because I put in the time to learn all I could.

I learned from magazines and books, but I also learned from watching what some of the up and coming technology companies of the day were doing. Its funny how the companies that I thought were brilliant then, are still racking it up today.

Every week a company called PCs Limited used to take a full-page ad in a weekly trade magazine called PC Week. The ad would feature PC peripherals that the company would sell. Hard Drives. Memory. Floppy Drives. Graphics Cards. Whatever could be added to a PC was there. What made the ad so special was that each and every week the prices got lower. If a drive was 2,000 dollars last week, it was $ 1940 this week. For the first time in any industry that I knew of, we were seeing vendors pass on price savings to customers.

The PC Limited ads became the "market price" for peripherals. I looked for the ad every week. In fact, I became a customer. I was in Dallas. They were in Austin.

I remember driving down to pick up some hard drives that I was going to put into my customers PCs. I had no idea up to that point, but it turns out that they had just moved from the owner's dorm room into a little office/warehouse space. I was so impressed by this young kid (I was a wise old 25 at the time), that I actually wrote a letter thanking him for the great job he was doing, and...I'm embarassed to say now, I told him that if he kept up what he was doing he was destined for far bigger and better things.

I kept on doing business with PCs Limited, and Michael Dell kept on doing what he was doing. I dont think he really needed my encouragement, but i have since told him that I thought his weekly full page ads with ever declining prices, changed the PC industry and were the first of many genius moves on his part.

Michael wasn't the only smart one in those days.

One of the PC industry's annual rituals was the Comdex trade show in Las Vegas. Every November, it was the only 3 days I knew I would get away and get a break from the office. It was work during the day. Visiting all the new technology booths. Trying to get better pricing from vendors. Trying to find out where the best parties were. If you could believe it, back in those days, the number one party was the Microsoft party. I sold some Microsoft products, so I could get in.

One particular year, I was on my way to having a memorable night. I had met some very, very attractive women (I swear they were). Got them some tickets to come with me to the big party. All is good. I'm having fun. They are having fun. Then we see him. Bill G. As in Bill Gates dancing up a storm. I'm a Bill Gates fan, so I wont describe his dancing, but he was definitely having fun.

At that point in time, Microsoft had gone public and Bill Gates was Bill Gates. If you were in the business you knew him or knew of him. The girls I was with were in the business. Long story short, I went to the bar to get some drinks for all us, I come back, they aren't there. Come to find out the next day, Bill stole my girls. As I would learn later in life, money does make you extremely handsome. :)

Bill G also taught me a few things about business. Put aside how he killed IBM at their own game by licensing PC DOS to anyone that wanted it. What MicroSoft did to knock Lotus 1-2-3 and WordPerfect off their thrones was literally business at its best.

At that point in time, software was expensive. WordPerfect and Lotus 1-2-3 both sold for $495 and their publishers were proud of that fact. In order to be able to sell Lotus 1-2-3, you had to go to special training to become authorized. How crazy does that sound now � going to a special class to be able to sell a spreadsheet. WordPerfect wasn't quite as bad, but they had their own idiosyncrasies as well. Meanwhile, Microsoft was on the outside looking in. Excel, Word, Powerpoint were all far down the list of top sellers � until lightning struck.

Microsoft decided to go against industry protocol and package those 3 programs as a suite and offer them as an upgrade to competitors' products for the low, low price of 99 dollars. Of course you needed to have and use Windows for it to work, but in a time when people were buying new PCs with every dramatic increase in power and decrease in price, it was a natural move for us at MicroSolutions to sell the bundle. It made the effective price of the PC and software together far, far lower. We loved it. It also taught me several big lessons.

Always ask yourself how someone could preempt your products or service. How can they put you out of business? Is it price? Is it service? Is it ease of use? No product is perfect and if there are good competitors in your market, they will figure out how to abuse you. It's always better if you are honest with yourself and anticipate where the problems will come from.

The 2nd lesson is to always run your business like you are going to be competing with Microsoft. They may not be your direct competitor. They may be a vendor. They may be a direct competitor and a vendor. Whatever they may be to your business, if you are in the technology business, you have to anticipate that you will in some way have to compete with Microsoft at some point. I ask myself every week what I would do if they entered any of my businesses. If you are ready to compete with Microsoft, you are ready to compete with anyone else.

Watching the best taught me how to run my businesses. Along the way I taught myself a few things � those come next blog.

Success and Motivation, almost Part 2

Apr 25th 2004 2:42AM

This isn't quite a continuation of part 1, but I happened to stumble across an interview I did last year for Young Money Magazine that covers a lot of the things that I probably would have included in part 2. :)

YOUNG MONEY TALKS TO CUBAN: During an exclusive interview with YOUNG MONEY, billionaire Mark Cuban shared his thoughts on using the fear of failure as a motivator, beating the competition, and why investing in the stock market may not be such a good idea.

YM: What is the key to recognizing a profitable business opportunity?

CUBAN: Knowing the industry very well. Most people think it's all about the idea. It's not. EVERYONE has ideas. The hard part is doing the homework to know if the idea could work in an industry, then doing the preparation to be able to execute on the idea.

YM: What personal characteristics should a person possess in order to become a successful entrepreneur?

CUBAN: Willingness to learn, to be able to focus, to absorb information, and to always realize that business is a 24 x 7 job where someone is always out there to kick your ass.

YM: Did you set career goals for yourself while you were in college? If so, what were they?

CUBAN: To retire by the age of 35 was my goal. I wasn't sure how I was going to get there though. I knew I would end up owning my own business someday, so I figured my challenge was to learn as much as anyone about every and all businesses. [I believed] that every job I took was really me getting paid to learn about a new industry. I spent as much time as I could, learning and reading everything about business I could get my hands on. I used to go into the library for hours and hours reading business books and magazines.

YM: Do you consider yourself an innovator? Why?

CUBAN: No. I don't really have new ideas, but I manage to combine information in ways most people hadn't considered. They aren't new ideas, it's just that most people don't do their homework about their businesses and industry, so there is usually a place to sneak in and do something a little different. You just have to make sure what you want to do can sustain a business and make it profitable rather than be a niche that can be crushed [by the competition].

YM: What advice would you give young adults just struggling to move up in the business world?

CUBAN: There are no shortcuts. You have to work hard, and try to put yourself in a position where if luck strikes, you can see the opportunity and take advantage of it. I would also say it's hard not to fool yourself. Everyone tells you how they are going to be"special," but few do the work to get there. Do the work.

YM: What types of opportunities would you pursue if you were starting over today? CUBAN: I just started a business called HDNet. There never is one area that has a door open to everyone. Try to find an area with something you love to do and do it. It's a lot easier to work hard and prepare when you love what you are doing. YM: What would you tell entrepreneur hopefuls who are afraid of failing?

CUBAN: It's good [for them]. I'm always afraid of failing. It's great motivation to work harder.

YM: What is the most important piece of advice you could offer someone who's just starting a business?

CUBAN: Do your homework and know your business better than anyone. Otherwise, someone who knows more and works harder will kick your ass.

YM: Did you have to sacrifice your personal life in order to become a business success?

CUBAN: Sure, ask about five of my former girlfriends that question... I went seven years without a vacation. (from the time I got fired from a job, and started MicroSolutions) I didn't even read a fiction book in that time. I was pretty focused.

YM: Do you have any general saving and investing advice for young people?

CUBAN: Put it in the bank. The idiots that tell you to put your money in the market because eventually it will go up need to tell you that because they are trying to sell you something. The stock market is probably the worst investment vehicle out there. If you won't put your money in the bank, NEVER put your money in something where you don't have an information advantage. Why invest your money in something because a broker told you to? If the broker had a clue, he/she wouldn't be a broker, they would be on a beach somewhere.

Success and Motivation - You only have to be right once!

May 30th 2005 1:46AM

In basketball you have to shoot 50pct. If you make an extra 10 shots per hundred, you are an All-Star. In baseball you have to get a hit 30 pct of the time. If you get an extra 10 hits per hundred at bats, you are on the cover of every magazine, lead off every SportsCenter and make the Hall of Fame.

In Business, the odds are a little different. You don't have to break the Mendoza line (hitting .200). In fact, it doesnt matter how many times you strike out. In business, to be a success, you only have to be right once.

One single solitary time and you are set for life. That's the beauty of the business world.

I like to tell the story of how I started my first business at age 12, selling garbage bags. No one ever has asked if I was any good or made money at it. I was, and I did...enough to buy some tennis shoes :).

I like to tell the story of how I started up a bar, Motley's Pub when I wasn't even of legal drinking age the summer before my senior year at Indiana University. No one really asks me how it turned out. It was great until we got busted for letting a 16-year-old win a wet t-shirt contest (I swear I checked her ID, and it was good!).

No one really asks me about my adventures working for Mellon Bank, or Tronics 2000, or trying to start a business selling powdered milk (it was cheaper by the gallon, and I thought it tasted good). They don't ask me about working as a bartender at night at Elans when I first got to Dallas, or getting fired from my job at Your Business Software for wanting to close a sale rather than sweeping the floor and opening up the store.

No ever asked me about what it was like when I started MicroSolutions and how I used to count the months I was in business, hoping to outlast my previous endeavors and make this one a success.

With every effort, I learned a lot. With every mistake and failure, not only mine, but of those around me, I learned what not to do. I also got to study the success of those I did business with as well. I had more than a healthy dose of fear, and an unlimited amount of hope, and more importantly, no limit on time and effort.

Fortunately, things turned out well for me with MicroSolutions. I sold it after 7 years and made enough money to take time off and have a whole lot of fun.

Back then I can remember vividly people telling me how lucky I was to sell my business at the right time.

Then when I took that money and started trading technology stocks that were in the areas that MIcroSolutions focused on. I remember vividly being told how lucky I was to have expertise in such a hot area, as technology stocks started to trade up.

Of course, no one wanted to comment on how lucky I was to spend time reading software manuals, or Cisco Router manuals, or sitting in my house testing and comparing new technologies, but that's a topic for another blog post.

The point of all this is that it doesn't matter how many times you fail. It doesn't matter how many times you almost get it right. No one is going to know or care about your failures, and either should you. All you have to do is learn from them and those around you because...

All that matters in business is that you get it right once.

Then everyone can tell you how lucky you are.


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