Disrupter or builder? Using the correct image for your business

In the quest for your own business, would you describe yourself as a disrupter or a builder? It appears that if you position yourself as the former, you are more likely to inspire people to sign up, either in the form of investment or employment. Disrupter energy excites and inspires people to follow. If you position yourself as a builder, you are more likely to be perceived as harmonious, and cultivating good working relationships; the downside is that you are perceived as stable rather than forward-looking. Research suggest that it may be a good idea a good idea to position yourself as one or the other, depending on the stage of your business.

Starting up? Go for the disrupter model. Secured capital? Position yourself as a builder of teams. Then repeat the cycle over and over again according to the needs of your business.

It may not just be the image of the online business that you could exploit. You could do this with your CV or your LinkedIn profile. In fact, it may be a good idea to even include both elements on a CV, to showcase that you are forward looking but good to work with, then adjust the bias according to the kind of position you are seeking to attain.

The concept of disruptive innovation—the process by which a smaller company with limited resources is able to launch a product or service that displaces established competitors—has been extensively incorporated into startup vernacular. Entrepreneurs often use a version of the phrase when launching products, raising funds, unveiling strategies, hiring teams, and engaging partners.

Yet we do not know much about how entrepreneurs are integrating the concept into their identities and what consequences this has for their startups.

Research has previously shown that “entrepreneurial identity,” or how one defines and identifies with his or her entrepreneurial role, affects a startup’s ability to amass key resources. So we aimed to characterize entrepreneurs’ identities according to whether or not they referred to themselves and their startups using the language of disruption, and then we looked at how this affected their ability to attract and retain two types of critical resources: financial and human capital.

It turns out that the phrases entrepreneurs use to describe themselves and to position their startups on sites like LinkedIn function as a useful window into their entrepreneurial identities.

When examining the LinkedIn profiles for the presence of the root “disrupt_,” we noticed something interesting: those entrepreneurs who did not mention disruption tended to instead embrace the language of building by favoring the root “buil_,” with minimal overlap between the two groups. The entrepreneurs in these categories did not markedly differ in terms of age, gender, or years of experience, but disrupters were significantly more likely than builders to be serial entrepreneurs.

Entrepreneurs who used the root “disrupt_” in their profiles identified themselves as “disrupters” and their startups as being “disruptive,” associated with “disruptive technologies,” or involved in “disruption,” though few used the term “disruptive innovation” in its entirety.

One example of a LinkedIn profile for a disrupter reads as:

Passionate data-driven disrupter and innovator who loves helping fast-growing companies excel. I create the greatest value when leading or advising an organization through an inflection point where there is a need to disrupt existing solutions to achieve growth and value.

Linguistic analysis revealed that these same entrepreneurs were also significantly more likely than non-disrupters to use the following words in their profiles: break, dare, first, free, imagine, innovate, play, risk, shift, start, threaten, and turn.

In contrast, other entrepreneurs used words based on the root “buil_,” such as build, builder, building, and built, to describe themselves, their roles, and their startups. These same individuals were also more likely to incorporate words into their profiles that describe values related to working together (e.g. agree, collaborate, commit) and iterating on existing ideas (e.g. adapt, amplify, compile, configure).

An example of a LinkedIn builder profile announces,

I am a builder of things. My purpose is to build systems and tools that allow for things to be done with greater intelligence, with less friction, and that were before difficult to accomplish. I surround myself with like-minded people who see the possibilities and find a way to make them a reality.


These two distinct entrepreneurial archetypes were associated with divergent outcomes for their respective startups in terms of the ability to attract and retain resources.

Although data revealed that builder-led startups were nearly ten times more common than disrupter-led ones, “disrupter” startups received 1.7 times more funding, on average, than “builder” startups. In fact, the degree to which a startup team valued disruption (which we based on its average composition of “disrupter” vs. “builder” team members) significantly predicted the amount of funds that the startup raised. Controlling for startup age, industry, operating status, and other factors that can affect funding amounts (like entrepreneur age, gender, degree of work experience, and whether or not they are serial entrepreneurs), an increase in team disruptiveness predicted an additional $38.3 million in aggregate funding raised by the startup.

In order to further understand how disrupters and builders differ when it comes to attracting resources, an online experiment was conducted on 100 Amazon Mechanical Turk participants (81.5% with previous startup and/or investing experience). They read a company description that featured either disrupter or builder language, holding all other company information constant. Then these individuals discussed much hypothetical funding they would invest in each startup and found that they allocated nearly twice as much funding to the disrupt condition ($58,018) as they did to the build condition ($29,545). Participants were asked to imagine themselves as prospective new hires and to evaluate how the company made them feel. The description of the disrupter startup made them feel significantly more excited, energized, independent, and inspired than the builder startup.

Perhaps by enticing others with their exciting ideas, those who value disrupting things can attract certain resources more effectively than those who value building things. But it appears they are unable to retain those resources as readily. Although disrupters and builders in our Crunchbase sample averaged comparable FTE counts, they had significantly different employee tenure rates. Controlling for business category, founding date, team size, and operating status, average employee tenure at builders’ startups was 8 months longer than average tenure at disrupters’ startups, which can make a world of difference when it comes to young companies. While investors allocate significantly more money to disrupters, that capital is potentially being deployed less efficiently due to heightened costs associated with recruiting, onboarding, training and severance.

Taken together, the results uncovered two distinct types of people who are attracted to startups—those who value breaking vs. building—and different consequences for their respective startups. Disrupters’ flashy ideas may energize and inspire others, but that might not be enough to keep them. Disrupters may also move on to the next disruptive idea once the one they are working on reaches a point of stability, given they display a higher incidence of serial entrepreneurship than builders. Conversely, those who value building something may experience more difficulty in attracting capital (both financial and human), but they tend to stick with the startup for the longer term and seem to influence others to do so as well.

It may be beneficial to associate both entrepreneurial identities with one’s startup at various stages in the product lifecycle. For instance, startups may want to enlist disrupters to develop and sell an MVP (minimum viable product) and builders to nurture subsequent product releases.

Understanding that disrupter versus builder orientations are linked to both positive and negative consequences can inform entrepreneurs’ decisions around attracting as well as retaining resources. And beyond the startup realm, more established companies may also benefit from recognizing whether the impulse to break or build makes their employees tick so they can match them to the right teams and projects.

A subscription-based service gets you returning customers

A subscription-based service is a good way to create sales for an online outlet. As a case study, you need to look no further than Amazon itself.

Amazon has come a long way since its days of just hawking cheap books online. Of course, you can still buy books on the site, but today’s Amazon will sell you everything from diapers to laundry detergent. Increasingly, it is digging deeper into our pockets through the subscription service called Amazon Prime. Amazon Prime subscribers pay Amazon $99 a year in return for goodies like free streaming of thousands of movies and TV shows and free two-day shipping on most Amazon purchases. According to a 2013 report released by Consumer Intelligence Research Partners, there are now approximately 16 million subscribers to Amazon Prime. As I write this, the folks at Morningstar estimate, since Amazon does not release the data publicly, that membership in Amazon Prime could swell to 25 million by 2017.

If you were to carve out Amazon Prime as a stand-alone business, it would already be a billion-dollar subscription company, but that severely underestimates the value of Prime to Amazon. Like many subscription models, Amazon Prime is a Trojan horse that is expanding the list of products consumers are willing to buy from Amazon and giving the eggheads in Seattle a mountain of customer data to sift through.

“It was never about the $79,” said Vijay Ravindran, who worked on the team that launched Prime at its original price of $79 per year. “It was really about changing people’s mentality so they wouldn’t shop anywhere else.”

According to Morningstar, the average Prime member now spends $1,224 on Amazon purchases each year, compared with $505 for non-Prime customers.2 We cannot say Prime members spend that much more just because they are members, since presumably a lot of Amazon’s best customers would have been attracted to the free shipping offer. However, this data seems to suggest that once someone becomes a Prime subscriber, they become even more loyal to Amazon. Further, Morningstar figures that after factoring in costs incurred for shipping and streaming content, the average Prime member yields Amazon $78 more per year in profits than the typical customer.

Given the positive impact Prime seems to have on customers’ buying behavior, some analysts have argued that Amazon should drop the fee for subscribing to Prime in order to grow the program even faster. But that thinking misses a key element of Amazon’s strategy. When you pay $99 per year to become a member, you want to “get your money’s worth.” Suddenly you start checking Amazon’s pricing on all sorts of products, from paper towels to sneakers, with hopes of “making back” what you invested in the membership.

Given Amazon’s aggressive pricing and seemingly endless product selection, you can almost always find what you’re looking for at a price that’s lower than what you could find elsewhere. When you factor in free shipping, it becomes an easy decision to buy from Amazon. Robbie Schwietzer, vice president of Amazon Prime from 2008 to 2013, summarized: “In all my years here, I don’t remember anything that has been as successful at getting customers to shop in new product lines.”

Through Prime, Amazon is competing head-to-head with the likes of Walmart and Target. Why should you care if three heavyweights are pounding it out for market supremacy? Because as customers buy a broader and broader collection of items from Amazon, Prime is cannibalizing the business of smaller companies too.

The other day I bought a pair of New Balance running shoes from Amazon. I’ve never thought to use Amazon for buying sneakers, but since I am now a Prime member, and therefore get free shipping on shoes, I chose Amazon instead of walking down the street to my local Running Room store. The Running Room is a small company compared to Amazon, with 100 or so locations scattered around North America. Most people would not consider Amazon a direct competitor. Yet the Running Room is now losing my shoe-buying business because of a little $99-per-year Prime subscription I bought.

Amazon, having learned a lot about the subscription business through Prime, is now applying the subscription model to other areas of its business. AmazonFresh is a grocery delivery business Amazon has been experimenting with in its hometown of Seattle since 2007. Amazon Fresh didn’t start out as a subscription business; instead, it was open to anyone willing to pay the delivery fee of $8 to $10 to have milk, veggies, and meat brought to their door in a one- to three-hour delivery window.

You can see how creating a subscription-based service works – everyone starts looking to you as the go-to shop for all their needs. They pay a subscription, then keep buying for you to make the subscription worthwhile. It is a clever commerce scheme if you wish to set up an online marketplace.

Managing your energy for your startup

If you are going to be successful running an online business, you need to focus your time and energy into it. But there may be changes you need to make to your existing lifestyle in order to give your energies into the business. These involve going right down to the basics – managing your energy by eating and sleeping well.

You need to start with energy management techniques to efficiently manage your time. Various time management guides treat time as if it’s an infinitely manageable resource, as if by simply scheduling your day more effectively, you will be able to make the most of the allotted hours and get more done than ever before. Managing your time will require a sufficient amount of energy and enthusiasm on your part so it is important to understand how to maximise your energy levels.

If your body doesn’t have enough energy during the day to maintain a meticulously constructed time management plan, you are not going to be productive in life. Scheduling is important, but it’s even more important that you address your energy levels before attempting to corral your hectic working hours into a time management system.

Now let’s discuss three very essential ingredients of life; sleep, diet, and exercise, to better understand how your energy levels affect your overall productivity.

Your Sleeping Pattern
Your sleep plays a key role in your ability to wake up early in the morning, feeling refreshed, rested, and eager to start a productive day.

Hormones such as dopamine and adrenaline regulate your attention and keep you focused on work. Consistent lack of sleep at night lowers the production of these hormones and makes you less productive during the day. Studies have shown that the right amount of sleep at night helps people learn and process new information better, it also makes them more resilient and creative at work. Better sleep enhances memory and boosts performance of mentally challenging tasks, such as taking exams or handling stressful work situations.

Useful tips for better sleep

Set a fixed bedtime: Fix a bedtime and maintain it. Choose a time when you normally feel tired and sleepy and go to bed exactly the same time every day. Don’t break your sleep routine, even on weekends. If you have to adjust your bedtime, make small changes like, going to bed 15-20 minutes earlier or later.

Wake-up at the same time every day: If you are comfortably sleeping 7-8 hours every night, you should normally wake up at the same time daily without the help of an alarm. If you need an alarm to wake up in the morning, it usually means you didn’t get enough sleep.

Nap during the day: If you didn’t get enough sleep the previous night, take a brief nap during the day to make up for it rather than breaking your sleep routine. However, avoid napping if you suffer from insomnia.

Don’t sleep before bedtime: Some days you may feel sleepy after dinner. Resist the temptation to go to bed early, do a stimulating activity such as washing the dishes or walking to avoid sleeping just before your set time.

Turn off your TV and Laptop before bed: Don’t watch violent TV shows or play stimulating games before your bedtime. Watching TV or playing game’s delays the sleeping process. Read a book or listen to soft music instead.

Things you should avoid before sleep
Don’t eat a heavy meal just before bedtime. This will hamper your digestion and can make you feel sick or sluggish when you wake.

Avoid drinking alcohol before sleep. This will lead to a poor quality of sleep. Don’t take sleeping pills and avoid caffeine and smoking just before bedtime.

Your Diet for a Productive Day
Your diet plays a big role on your energy levels. Every person is different and their dietary approaches are different too. Eating processed and simple carb based foods deprive your body of valuable vitamins, essential minerals, and nutrients that your body needs to run effectively. A healthy, balanced diet boosts your brain power and keeps you focused and productive throughout the day. Your body breaks most of the food that you consume each day down into glucose. Glucose is the fuel that runs your body and brain. Some foods such as complex carbs release glucose slowly in the blood and can keep the body productive all day. Follow a whole grain foods based diet.

Here are a few diet tips for you to help manage your energy better.
Don’t skip breakfast: Eat a healthy breakfast every morning; it will help you remain active throughout the day. Include complex carbs such as cereals or whole grain breads.

Eat small, frequent meals throughout the day: This type of eating habit will keep your blood glucose levels steady and supply you with sufficient energy to remain active all day. Moderation is the key to any healthy diet, you should feel satisfied and not stuffed after finishing a meal.

Consume fiber rich foods and drink plenty of water: Similar to complex carbs, fiber rich foods digest slowly and keep the body active. Eat fiber rich foods and drink at least 8 glasses of water daily.

Consuming caffeine and alcohol: Drink only a moderate amount of coffee during the day. Use a cup similar to a green tea cup when drinking coffee to help moderate your intake. The common thinking is that a large cup of coffee keeps you active, but drinking too much coffee results in a productivity-impairing crash. Drinking alcohol after dinner and before bedtime will lower the quality of your sleep and consuming too much alcohol in general will lower your mood and overall energy levels.

Get your business plan down – the first step to launching a business

In the year 2003, there was a tiny gadget that easily fit into the palm of your hand that heralded of one of the greatest technological revolutions ever. Yes, long before the I Pad and MacBook Air, there was the I Pod. What this tiny device did, really, was revolutionize the entertainment industry, making it ‘portable’, something that had never been done before. We all grew up in a time when the only music we ever listened to was in the form of audiocassettes or compact discs bought from the local store. Apple took it one step further. They allowed us to buy ‘single’ songs at a most affordable price, and that too while we were on the go! No need to have to make the time to visit your local store or anything like that. Just click on the download button from wherever you are, be it at home or on the way to work, and voila! You have the song you always wanted. That too, without having to purchase the unwanted remainder of the album as well!

In just three years the combination of I Pod and I Tunes became around a ten billion dollar product, accounting for a whopping fifty percent of the entire revenue of the company! And the best part is, it all started with a business model.

One must bear in mind here, that it was not Apple that was the first to bring digital music players onto the scene. There were other popular products like Rio and Cabo but neither of these, successful as they were, could create the sort of impact that the I Pod did on the music scene. Why is that? That’s because Apple took a great ‘idea’ and bolstered it with a great business model! It really made downloading music far easier and convenient than the other products in the market through a good combination of hardware, software and service. What they did in essence was literally ‘give away’ their music on iTunes for a throwaway price, which in turn lured customers to buy their I Pod. And no matter how expensive that I Pod might have been, it really was worth every single cent to the customer because of the added value of the very affordable music that came along with it! Apple succeeded where others didn’t simply because they had a far superior ‘business model’. If you are an entrepreneur looking to launch a new product or offer a new service to the market out there, you might wish to invest a little bit more time in that business model of yours. In the end hat, really, is what is going to make all the difference, determining whether your product is going to be successful or not!

Using Ebay feedback to your advantage

As a small business you may have to routinely make small purchases, and one of the places you may turn to for the purchases is Ebay. After all, you could, with a bit of hunting, find what you need at a lower price, if you are prepared to do the mouse work.

When you make purchases, what is the most important consideration? For the most part, cost is. Would you want to pay more if you can get it for less? But of course there are influential factors. If you had to choose between two similarly priced items, you might go for the one with the more suitable delivery time. If you could get it quicker, why wait longer? Or would the £15 saving justify waiting an additional two weeks?

A third tie breaker is feedback. All other variables equal, feedback is the most important variable in determining who to buy from.

A supplier with good and a high number of feedback over the last month may mean it is more trustworthy. But beware, as it may mean they could be too busy to fulfil your order quickly. I sometimes order from the supplier who has a positive feedback rating, but not a high number of feedback, because it may mean they have less orders to fulfil and mine may be processed quicker.

If a supplier has recent negative feedback, it may mean the business is going through a bad patch and you should order from them with caution.

But it is not just about numbers. Read what customers say about them – you can glean a lot of information from the comments.

If you are selling on eBay and have to leave feedback for buyers, use it to your advantage. Don’t just leave a perfunctory “Thanks for buying” message, leave something along the lines of “Thanks for your support and buying from me. I appreciate the quick payment.” Why? Because taking the time to leave good personal feedback is an indication you care enough. If people are checking out your business on eBay, it is a signal to buy from you. You demonstrated you care from a purchase the customer made. It is free PR.

Resist the urge to promote yourself on feedback though. I once bought from someone and their feedback for me was “Thanks for buying from (their company name), (their byline)”. That is taking advantage of your customers. It puts off future customers from buying if they know they are going to be used by you. Needless to say, I thought twice about buying from them again.

Ebay feedback can work for you, both as a buyer and a supplier. It is certainly something to consider leveraging to your advantage.

Starting an online business – some considerations

Starting an online business to sell is a good lifestyle choice but there are some considerations to consider. One of the most important ones you will ever make is in deciding your brand name.

The brand name is one of the most important decisions you will have to make in the life of your business. The company name will identify your business for the foreseeable future. It is possible to change your company name, but doing so could have major implications – particularly as your business becomes more established. You will have to go through a re-branding process which could be costly; you may have to create a new logo, brand and colour scheme as well as printed materials, website re-design and any intangible costs such as the confusion it might cause amongst your customers.

Therefore it is really critical to get it right at an early stage.

There are three main options when it comes to deciding on a company name. Firstly, you could use your own name as your company name. This is absolutely fine, but it may be tougher to present yourself professionally as a brand. This does however work well for Authors, Freelancers, Sole Traders or Professional Speakers, where it is about the person.

You could choose to name your company based around your products or services; ABC Plumbing and Heating, for example, which describes what it does but isn’t necessarily creative. However, this sort of company name may help in search engine rankings because it has your main product or service within it.

The final approach is all about building a brand so it stands on its own two feet. Major companies these days are all about brand identity: Google, Apple, BMW, Audi, Yahoo!, Samsung, Coca Cola, Visa, Starbucks, Adidas, McDonalds and so on. They are all brands that people readily recognise; the idea being that once people remember your unique brand name you will be found in the search engines, and if it’s catchy it will stick in people’s minds.

Think about how your company name will look, maybe as a part of a logo or on your website. It shouldn’t be too long and may have a bearing on what usernames you use for marketing your business on social media platforms. You will also be registering a domain name, setting up a website and having emails linked to the domain in due course, so picking a company name that can be reflected in your website domain name will also help. You can double check both of these by:

Googling your chosen company name(s) to see if anyone is already trading using those names
Checking with a domain registrar, such as Fasthosts, to see if your preferred domain name is available

It goes without saying that it needs to be unique. You can check if your chosen name or something similar has been registered with Companies House or Intellectual Property Office in the UK; or in the US, the Patent and Trademark’s Office.

Consider how it will be perceived by your potential customers. It might be a great idea or quite funny at the time to give your company a catchy or clichéd name, however, you need to consider if, in a few months, it will continue to appeal to potential new clients.

You may choose to operate as a Sole Trader, Limited Company or Partnership when starting out.

Registering as a Limited Company is my recommended route as it is a simple process and protects the Intellectual Property surrounding your company name. In the UK, the process of registering a Limited Company is straightforward. There are three options:

Find a reputable Chartered Accountant and ask them to register your new company on your behalf
Use one of the many Business Registration websites available
Do it yourself on the Companies House website – http://www.companieshouse.gov.uk

Registering the business directly through Companies House is probably the cheapest. However, an accountant will have experience in registering businesses and will understand what share structure you will need to set up from day one.

Do check on Companies House to see if a company name already exists. Equally, someone may have registered your chosen name as a Trademark, which means you can’t use it as your company name.

You can search registered trademarks on the Intellectual Property Office’s website – http://www.ipo.gov.uk/

Using one of the third party websites to register a business also makes life slightly easier than the DIY option however, from personal experience, they make the process more complicated.

They register the business on your behalf with themselves as the key shareholders and then transfer the shares into the name(s) of your company director(s). Director Shareholdings are recorded permanently and if, like me, you have OCD, it looks a bit messy on the paperwork.

When registering a company in the UK, you only need one Director and a Company Secretary, who can be the same person.

Once registered you will get a Registered Company Number, and will be legally obliged to complete annual Company and Tax Returns on an annual basis. A good Chartered Accountant may charge in the region of £500 per year to complete the various returns but they will ensure these returns are accurate and hopefully save you enough tax (to cover their costs at least).

You may also want to become VAT registered; HMRC adjust the UK VAT threshold each year so check what that threshold is on the HRMC website, you can still be VAT registered if your turnover is less than the UK VAT threshold.

Once registered you have to charge VAT to your customers and complete quarterly VAT returns but you can also claim back any VAT on your outgoings. If your business does not have many overheads and is under the threshold then you may want to avoid being VAT registered, likewise if you are selling directly to consumers (B2C) then not being VAT registered will save your customers 20%. However, if you do have higher overheads, and are selling your products or services to businesses (B2B) then you may want to consider VAT registration regardless of whether you have reached the threshold.

Choose a company name which you will like in five years’ time
Decide whether you are the brand or whether your business will be the brand
Register your company name officially
Consider registering for VAT; having a registered company and VAT registration does look professional
Choose and register your domain name.
Secure your Social Media ‘handles’ at the same time

The need to embrace social media for business success

Most people in business fall somewhere between two extremes when it comes to social media:

On one side we have those who pledge allegiance to the flag of social media no matter what. They’ll spend all day Tweeting, posting, sharing, hearting and whatever-else-ing because they love the interaction. To them it’s not a business activity but a social activity and each notification is a piece of validation.

On the other extreme we have the stubborn skeptics. To them Twitter is for twits and LinkedIn is like dating for the under-employed. They refuse to dip their toes in the water for fear of being drowned in time vampire notifications and requests to be friends with people they spend their life trying to avoid.

The rest of us lie somewhere in between. Perhaps you’ve experimented with social media, but you’re unsure how to integrate it with your marketing and daily activities, so it gets left behind. Or maybe you’ve heard how important social media can be, but without knowing where to start or what to aim for, it all seems a bit overwhelming.

Whether you’re new to business or an experienced marketer looking to sharpen your saw with the new tools, this post will help you develop your own social media identity, incorporating the values that make your business special and giving you a roadmap for better social media visibility to grow your business.

Social media marketing doesn’t just have to be about big brands with dedicated teams getting their topics trending. In fact it’s actually the small and medium-sized businesses that have the most to gain from a well-designed social campaign. Learning lessons from the big brands and applying them to smaller businesses is the name of the game here. There are plenty of juicy home grown strategies developed for managing the marketing for hundreds of businesses.

Social media will give you the ammunition to sell social media marketing to those in your organisation who might not share your enthusiasm or vision. They’ll try to persuade you that it’s a new fad, there’s no ROI or that it’s something that’ll die out before long (“remember MySpace?” they’ll ask). The truth is that far from being a new fad, ‘social marketing’ is the oldest form of marketing. Conversations between buyers of products and services have always been an important source of sales for businesses that offer something valuable and credible. In ancient times the cities along the Silk Road trade routes became culturally and economically rich because travellers shared their experiences, knowledge and wares.

Today’s social networks facilitate the same thing — at the end of the day it’s all just people talking about your business

The difference is that for the first time ever, these conversations are now happening in full view of a much bigger audience and within a few clicks of anyone who wants to find them.

Thanks to social, word of mouth can be measured, encouraged, promoted and even shaped in a more effective way than ever before. For the first time, savvy businesses can identify potential customers at their peak moment of need just because they say something. The future bride who Tweets a picture of her engagement ring should awaken every wedding dress shop in the local area to Tweet back their congratulations. This potential customer no longer needs to take the initiative — we can go to them and meet them where they are. Which is on their phone.

You and I can advertise to fans of a particular brand, product or lifestyle for just a few cents each, and in less than ten minutes. This has never happened before. Even more significantly, we can build authority and attract a large targeted audience without paying a penny or leaving our seats. This opportunity is a different league to anything that’s ever existed. Imagine what you had to do to build an audience of over ten million fans just fifteen years ago: hundreds of thousands in newspaper ads, PR, doing TV interviews, building a mailing list, travelling to seminars…

YouTuber Adam Dahlberg’s Channel Skydoesminecraft has 11.5 million subscribers who regularly tune in to watch the 23-year-old play videogames from his desk. Where before has that been possible? The implication of this for every business is huge. Critics of social media have completely missed this point, preferring to focus on the disposable and irrelevant aspects instead. They’ll say things like “why would I use Twitter? I don’t care what celebrities eat for breakfast”. This is like saying “I don’t read books because I’m not interested in trashy novels” or “I don’t watch TV because I’m not interested in music videos”. These critics focus on one tiny element of social media and disregard everything else. They’re not only throwing the baby out with the bathwater, they’re throwing the entire bath out as well.

And besides, for many social media celebrities, that breakfast has positioning importance as well, but we’ll come to that later. Resistance is futile and those that refuse the advances of social media are similar to the businesses that failed to see how the early internet was going to be important for anyone but the geeks who owned it. Ken Olsen (who surprisingly ran a computer company) famously said in 1977 “there is no reason for any individual to have a computer in his home”. Those that dismiss Facebook as somewhere people go to watch cat videos are in very real danger of being the Ken Olsens of their generation.

With any revolutionary technology there will be two camps: the critics and those who recognise the potential and grab the opportunity with both hands. Whether it’s reaching more people than anyone else in your market; generating leads, or building your brand and positioning you and your business, social media done properly can be extremely profitable and genuinely transformational. And it doesn’t have to have anything to do with photos of food and cats… unless you’re a cat food company.

Why Writing a Business Plan helps your online business

Starting and managing a business without a business plan is, like it or not, the same as searching for a buried treasure without a map: Although you know that the gold is in the ground somewhere, you’re wasting an awful lot of time by randomly digging holes in the hope of eventually hitting the jackpot. Without a plan, the odds of success aren’t in your favor.

Why, then, do people resist using this tool? They resist it for two reasons:

Having a plan involves a great deal of work. Don’t despair: You can minimize the amount of work involved, which we get to momentarily.

They don’t understand the importance of having a plan.

To help you overcome your business plan angst, we provide these reasons for having a plan — you can decide whether to take another step without one:

You can more easily secure money. This goal is probably the most common reason for the creation of a business plan. If you decide to ask strangers to lend you money, whether those strangers are bankers or private investors, they want to see a plan. Lenders have a better chance of protecting (and recouping) their investments when a formal strategy documents your projected income and profits. Even if you’re counting on family members for a loan or are using your own funds, having a business plan confirms that you have thought about how to use the money wisely.

A plan creates a vision that gives you a well-defined goal. Coming up with a great idea and transitioning it into a viable business opportunity can be challenging. Having a written plan forces you to fully develop the long-term vision for your product or service. With those clearly defined goals in place, you stand a much better chance of accomplishing your vision.

A plan can provide timeless guidance. Done correctly, this document provides a concrete plan of operation for your business — not only during your start-up phase but also for three to five years down the road. Keep in mind that the plan might need occasional tweaking. However, investing the time now to create a strong foundation ensures that you have a barometer to help you make decisions for managing your company.

Chances are that at least two of the three reasons on this list are valuable to you. Even if you don’t plan to attract investors, you’re already forming a picture about what your company looks like, and you’re setting goals to make sure that you get there. The only remaining step is to make your thoughts more permanent by writing them down in a business plan.

A traditional business plan is sectioned into seven or eight major parts. At first, that number of parts might seem a bit overwhelming. Consider, however, that most experts recommend keeping a finished business plan to fewer than 20 pages. (You can usually get by with many fewer pages.) When you break down that recommendation, each section becomes only 2 or 3 pages long, which translates to 5 or 6 paragraphs per page. It’s not so much after all.

Each part plays a critical role in your overall plan. Although each section can almost stand alone, the sections work together to present a complete picture, or vision, of your business. Don’t even think about omitting one of them.

Depending on your main purpose for having a business plan, you can develop sections with more diligence. For example, if you’re seeking outside funding, make sure that the financials section is as thorough and accurate as possible.

Before you start writing, get a sense of the scope of your plan by reading these brief descriptions of the basic parts you need to cover:

Executive summary: Although this part comes first in your plan, you typically write it last. This brief page does just what it says: It highlights the major points from each of the other parts of the plan. This page is usually the first one that investors and other advisors read, and how well it’s written can determine whether they turn the page or show you the door.

Business or product description: This section provides a detailed description of your overall business and your product or service. You should include a vision statement (or mission statement), which summarizes your goals for the business. When you describe your product or service, don’t forget to pinpoint what makes it a unique and viable contender in the marketplace.

Market analysis: Provide a thorough description of your target market. In this case, discuss both the overall industry in which you’re competing and the specific customers to whom you’re marketing. Don’t forget to include a description of any market research you conducted.

Competitive analysis: In much the same way as you describe your target market in the market analysis, in this section you provide an in-depth view of your competitors in that market. The more detail you can provide, the better, to show exactly how well you understand (and are prepared for dealing with) your competition. Address your competitors’ weaknesses and also state how you can counter their strengths. Don’t double up on your work. Use information you gather during your SWOT analysis and feasibility study. Adapt the research and results of both to include in the market analysis and competitive analysis sections of your business plan.

Management team: Whether you’re flying solo on this operation or working with a team, highlight the expertise that you and your executives bring to the table. Include summaries of your key professional experience, educational and military background, additional certifications and completed training programs, and all other relevant accomplishments. Remember to include a copy of your full resume.

Operations: Here’s where the “rubber meets the road.” Use this section to describe your marketing and operations strategies. Then detail how you plan to implement these strategies in your business. Think of the operations section as your chance to prove that you know how to convert innovative ideas into a successful business.

Financials: Start talking money. In this section, you include projections (or estimates) of how much money the business will earn and your expenses, or costs of doing business. This combination is typically referred to as a profit-and-loss statement. For the first year, break down this information for each month. (This listing demonstrates how far you must proceed into your first year before you start making money and indicates where seasonal slow points might occur, with smaller amounts of income coming in.) After the first year, show your projections annually.

When you’re pursuing outside funding, try to be optimistic about your financial projections. Don’t be unrealistic, but don’t be too conservative, either. If you’re using the plan only internally, you can play it safe and estimate your future profits toward the lower end.

Appendix: Consider this area a catchall for important documents that support portions of your business plan. Place copies of your loan terms, patent or copyright documentation, employee agreements, and any other contracts or legal documents pertaining to your business.

You might wonder whether you can use an easier, or shorter, business plan format with an online business instead of the traditional format. No, not really. As you can see from the descriptions in the preceding list, each part or section of the plan is generic. You can use almost any business plan template, tailor it slightly to your specific type of business, and achieve the same results.

Considering an online business? Some points to think about

Using the Internet to conduct business is similar in many ways to operating a traditional company. In fact, many traditional offline businesses now conduct part of their business online. Today, consumers research products and services online and expect to be able to buy products or services online, even from bricks-and-mortar stores. For those reasons, the lines between online and offline businesses are increasingly blurred.

Profitability (or how much money you make after subtracting your expenses), taxes, marketing, advertising, and customer feedback are other examples of factors that affect your business whether it’s online or offline. However, some exceptions set apart an online business, particularly with regards to how you deliver products and service your customers. Even the most experienced entrepreneur can get caught in the trap of forgetting those differences. Your attitude and how you approach the business as an online entrepreneur can make a huge difference in how successful you are online.

Adjusting your attitude slightly and viewing business from behind the lens of an online entrepreneur isn’t difficult. Doing so is simply a matter of recognizing that the Internet changes the way you can and should operate your online business.

When you think like an online entrepreneur, you see the invisible storefront. Although the doors, walls, and even the salesclerk for your online business might be invisible, they definitely exist. In fact, every part of your web business leaves a distinct impression. Yet rarely do you hear or see the response to your storefront directly from customers. Consequently, and contrary to popular belief, a website demands your continual care and attention — adding products, fixing bugs, replying to e-mail, and more.

Understand who your customers are. Even if you don’t personally greet your online visitors, don’t be fooled: The Internet offers the unique opportunity to learn and understand almost everything about your customers. You can learn where else they shop, how much time they spend on your site, what products they’re interested in, where they live and work, how much they earn annually, whether they are parents, and which magazines they read. Online entrepreneurs collect and use this information regularly in an effort to increase sales and better serve their customers.

Respond to fast and furious changes. The way people use the Internet to buy, sell, or search for products and services changes rapidly. Also, the rules for operating an online business as imposed by both the government and the business world in general are modified almost daily. Sustaining success online means that you must take the initiative to keep up with new trends; laws and regulations; safety and security concerns; technology; and even marketing and social media tools.

Speak the language. Communicating to your customers through a website can be challenging. Your buyers want and expect quick and easy access to information. Because attention spans are limited, content should always be relevant, easy to find, and to the point.

Communicate visually. Equally important to the words you choose are the images you incorporate into your site. Whether you use purchased stock photos or pictures that you take yourself, you want images to be crisp, clear, and relevant to the message you are communicating. In addition, product images should be the best quality possible.

As an entrepreneur, you must choose both your words and images carefully. Your site’s content, including the words and pictures you use on your web, will Help sell your products or services to visitors. Serve as interesting and useful content to share on social media, which is an important method of marketing your online business. Play a big role in search engine optimization (SEO), or the way you can increase visits to your site by placing higher on the list of rankings by Internet search engines. (Yes, images, like words, are searchable and can help increase your rankings in search engines!)

Know when (or whether) to innovate. You might be able to develop a new or different method for doing business online, although it’s probably not necessary. Innovative tools already exist, and you can often find them on the Internet quickly and cheaply. You don’t need to reinvent the wheel — you just have to know how to find and apply the tools that are already out there.

Reap repeated rewards. Establishing multiple streams of revenue or maximizing a single source of revenue is a common practice online. For instance, you might have an outstanding information product for sale on your site. The same product can just as easily be sold on other websites in exchange for a small percentage of earnings. Or you can choose to add a product from another website to your site and pay that site a percentage of earnings.