Startups 2013 summer

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MONEY: WHERE AND HOW TO GET YOUR FUNDING

Entrepreneur

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SUMMER 2013 ENTREPRENEUR.COM

1

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Tammy 'Whitworth

CEO of Window World TT

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business boom that’s made in the USA

Neither tornado nor divorce nor

health issues could keep these

entrepreneurs from success

As told to Gwen Moran

54 Funding dreams There’s a franchise financing option

available for (most) any budget

By Jason Daley

72 Smarter, better,

faster

Multimillionaire entrepreneurs

share the hard-won wisdom

they're applying to new startups

By David Port

Startups [Summer 2013] 1

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Access to the best employ-

ees should determine where

you launch your business

14 Learning

curve

Startups may be cool, but

a company with revenue

› Team

Make sure your first hires will help—not hurt—your startup

60 Franchise 101 Before stepping into

franchising, get to know the terminology

2 Franchise

success

A retired exec builds a

mini empire on sandwiches

) Month one How a drinking lid for Mason jars turned into

a moneymaker in days

Back page

Make sure you're working

on your dream, not just on

a business

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| make lotions that melt in your hand

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DIRECTOR Megan Roy

EDITOR AT LARGE Grant Davis

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TOR Samantha Cassidy

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IT SUPPORT SPECIAL

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Vol 28, No 2 Entrepreneur Startups (ISSN 1533-7435) is published by Entrepreneur Media Inc., 2445 McCabe Wy, Ste 400, Irvine, California 92614, Entrepreneur Media Inc (“Entrepreneur”) considers its sources reliable and verifies as much data as possible, although reporting inaccuracies can occur; consequently, readers using this information do so at their own risk Each business opportunity and/or investment inherently contains certain risks, and its suggested that the prospective investors consult their attorneys and/or accountants Entrepreneur Startups is distributed with the understanding that the publisher is not rendering legal services or financial advice Although persons and companies mentioned herein are believed to be reputable, neither Entrepreneur, nor any of its employees accept any responsibility whatsoever for their activities Entrepreneur Startups i printed in the USA, and all rights are reserved ©2013 by Entrepreneur No part of this magazine may be reproduced or transmitted in any form or by any means without written permi

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4 Startups [Summer 2013]

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with piles of fresh vegetables bursting off the shelves, yard

after yard of meats, cheeses, breads and every wholesome

and unwholesome thing you could ever want to stuff in your face

But that illusion of abundance comes with an enormous cost

ik hink of your average supermarket—it’s a place of plenty,

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ISTE

As we headed out to our very first family cruise vacation, the car got a flat and we missed our flight My daughter was in tears So | decided to call my CruiseOne agent to see if there was

anything she could do She not only got us on a different flight, but even had someone waiting

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vacation ever all because my CruiseOne agent cared as much about our vacation

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Thinking outside the box: Brothers Christian (left) and Joseph Lane of in.gredients

¬Đ

The Natural Resources Defense The brothers from Austin, who run a

Council estimates that grocery stores software-consulting firm, were kicking

toss out $15 billion worth of fruits and around ideas for a second business when vegetables each year, and that the aver- they were struck by the concept of a

age supermarket dumps $2,300 worth of zero-waste, packaging-free grocery store out-of-date products each day (In fact, “Our thought was to build a place

the entire U.S food system wastes 40 that is a convenience store in scale but a

percent of the goods it produces.) Then _full-size grocery store in scope,” Joseph

there are the hundreds of boxes the food _ says The idea resonated with them and

“We’re reintroducing people to the ingredients that go into real food.”

—Christian Lane, in.gredients

Paper or plastic? Customers

bring their own containers is shipped in; the tons of plastic bags, with the online crowdfunding platform

to the store pasteboard and cellophane the food is Indiegogo, which contributed more

wrapped in; plus the paper and plastic than $15,000 in startup capital to open bags customers use to carry it home in.gredients last August

When you take a good, hard look, a How do things operate at the tiny, grocery store starts to seem less like 1,300 square-foot-store? (By compari-

a modern cornucopia and more like a son, 7-Eleven stores typically measure

national shame At least, that’s what 2,400 to 3,000 square feet.) Customers

Christian and Joseph Lane see when bring in their own boxes, bags or glass

they look at a conventional supermarket _ or plastic containers and weigh them

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Each receptacle is given a QR code that

indicates its empty weight Then shop-

pers can fill up on some 350 bulk items

and packaging-free products, two-thirds

of which come from local sources (Some

items, like soy, meat and dairy products,

must by law be prepackaged.)

On the back end, in.gredients recycles

almost all the materials in which its

products arrive, working with local

company Break it Down to process items

like plastic films, Styrofoam and Tetra

Paks It’s an approach that leverages and

encourages “precycling”—prioritizing

“reduce and reuse” over recycling

But there are other advantages to

shopping in the microgrocer “We focus

on local products and real food, things

that people don’t recognize as food

anymore,” Christian says “Part of what

we're doing is reintroducing people to

the ingredients that go into real food

We've cut out the middle aisles of the

grocery store where the processed and

prepackaged items would be It elimi-

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“We really

want to make

an impact and reduce consumption.”

nates all those overwhelming choices.”

Inless than a year since it opened,

in.gredients is a verifiable hit Not only did it win the 2012 “Best of Austin” award from The Austin Chronicle for best new local business, it’s also sticking to its zero-waste

goal, sending less than a pound of garbage

to the landfill each month And its business

model has inspired others to reassess their packaging needs “Third Coast is a small,

socially conscious coffee roaster in town,”

Joseph says “One of the things we were

doing is exchanging our empty coffee buck- ets for full ones It saved them money, and

they started exchanging containers with all the stores they work with.”

While in.gredients was conceived as

a local market serving the Cherrywood

neighborhood on Austin’s east side, demand for wholesome food has at-

tracted shoppers from farther afield In

fact, the Lane brothers report that store

traffic is double what they expected, even though so far customers are buying only half as much as predicted At press time, Christian was confident that in.gredients

would be profitable by summer

As yet the Lanes don’t plan to expand until they work out the kinks in their

first location However, they do believe

they’ve found a niche that could be replicated around Austin and in other cities “Time will tell if we can prove this concept out,” Christian says “If all

goes well, we'll put stores in a handful of

Austin neighborhoods We really want to make an impact and reduce consumption

and push the limits, and we can’t do that

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LOCATION

Not-so-easy pickings

Many factors go into finding a prime location

he cliché that “location, location,

location” determines whether

I a business lives or dies applies

to more than just retail stores and

restaurants It’s also a factor for office-

based startups and newly hatched

manufacturers That’s because the one

thing they have in common is people

Whether you're looking to lure the most

customers or attract the best employees,

where you set up shop is a critical deci-

sion that should not be based solely on

the cheapest lease available

“Successful companies are going to

go where the best people for their

enterprise want to live and work,” says

Mark Arend, editor in chief of Site

Selection, a magazine that covers corpo-

rate real estate and economic develop-

ment “Consider a creative company, like

an ad agency or electronic game devel-

oper If that labor demographic wants to live in a trendy, downtown part of the city, then that’s where the company will

want to locate, because those workers

typically won’t want to commute to the

suburbs, where workspace may be more affordable It’s a cost of doing business.”

Case in point: Silicon Valley, where

housing costs and rents are some of the highest in the nation Yet technology startups continue to flock to the region

to tap into the labor pool of talented

software engineers The same scenario

explains why the entertainment industry

congregates in Hollywood, or why Miami

is a popular home base for U.S companies seeking a multilingual work force

to help them tap into Latin American markets Depending on the nature of

a business, other variables come into

play, such as easy access to raw materials and proximity to logistics centers in the

case of manufacturers (think Memphis,

Tenn., and its role as a hub for FedEx)

But in the end, determining where

to set up shop should be a matter of

finding a qualified work force for the job and knowing there’s enough extra labor

available for growth As Arend notes: “I keep hearing from companies that they

would expand tomorrow if they could only find the work force they needed.”

—GRANT DAVIS

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LEARNING CURVE

Growing pains

Startups may be cool, but a business with revenue is better

ere’s a question for you: When

H did Facebook lose its startup

status? I found myself befuddled

by this question recently, and it led

me to wonder when a business can no

longer call itself a startup Case in point:

A 5-year-old company (which will go

unnamed) I was profiling recently billed

itself as a startup I wondered: Is there

any advantage to a company continuing

to call itself a startup even though it has

been around for a few years?

Perhaps there’s some cachet to the

startup nomenclature, vs the more

generic “small business.” Or is it that the

founders wish to maintain a startup state

of mind, clinging to their early emphasis

on running a lean, quick-moving outfit?

Maybe it’s a dollars-and-cents issue: If a

company isn’t yet reeling in revenue, can

it really be called a sustainable business?

No matter the psychographic or

financial reasons for failing to call a

spade a spade, misrepresenting your

company’s life stage could carry steep

consequences Among other things,

you could be stunting your company’s

growth “If your real intention is to grow,

you don’t want to stagnate by staying in

that startup-phase mentality,” says Don-

ald EF Kuratko, executive director of the

Johnson Center for Entrepreneurship &

Innovation at Indiana University’s Kelley

School of Business

It’s also poor form among financial

backers to act like a perpetual startup

“Investors think, You don’t even know

what you are,” Kuratko says “They think,

How can we invest in them if they can’t take

their company to the next level?”

Still, the picture isn’t that clear-cut

Michael Yavonditte, an angel investor

and serial entrepreneur, believes “if a company has been in business for many

years—four, five or more—it’s hard to say they’re still just ‘starting up,’ especially if

they have tens of millions in revenue.”

Jamie Wong, co-founder of Vayable,

a San Francisco-based marketplace

for vacation experiences, agrees with Yavonditte that financial success is the tipping point “Once a company has reached a certain level of success, whether after two years or 20 years—

and the business becomes less about innovation and more about maintaining what’s working—then the startup culture inevitably starts to die.”

Though I still had doubts about

conferring financial success as the line

between startup and mature business,

I received yet another affirmation from

Peter Cohan, a venture capitalist and

entrepreneurship-book author “I think

that if a company is worried about

running out of money and it’s not sure whether it will be able to convince inves-

tors to give it more, then it is a startup,”

he says “But once a company is confi-

dent that it can finance its own growth,

it is no longer a startup.”

At the end of my survey, I realized that there is such a thing as a startup

state of mind, but I also learned that it’s

one of the last things any investor wants

to hear —DIANA RANSOM

DIANA RANSOM

IS THE MANAGING EDITOR OF YOUNG ENTREPRENEUR.COM

@DIANARANSOM

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MONEY

Dollars and sense

Two funding options that let you keep control

ntrepreneur Roberto

E Torres needed help Black

& Denim, his 5-year-

old Tampa, Fla.-based

company, was on the

cusp of tremendous

growth Its American-

made line of premium

denim was already

being sold in 50

boutiques nationwide

(see “Homegrown,”

page 26) when some

big clients came into

the picture Walt Disney

World was calling with

sizable orders, and Torres

was negotiating deals

with Bloomingdale's

and Macy’s Black &

Denim would need

thousands of dollars to

produce enough clothing to

meet the increased demand

Out in Nevada City, Calif.,

Jim Harte, co-founder and prin-

cipal of OF Republic brewpub,

was also on the expansion trail

But to move into the wholesale beer

market he, too, needed an infusion of

thousands of dollars

‘The two scenarios share a common

thread—neither entrepreneur wanted to

give up control of his business to outside

investors So what financing option

would work best: applying for a bank

loan, tapping a private network of friends

and family or something else? In the end,

they followed very different paths

Take it to the people

Crowdfunding is the hottest funding

resource these days, and that’s the route

Torres took for Black & Denim earlier

this year The company’s Kickstarter

campaign video asked for $20,000 That

goal was met in 14 days Ultimately

nearly $40,000 was raised, and Torres

didn’t have to give away any equity

Instead, donors were rewarded with dis-

counts on limited-edition clothing items

“Crowdfunding let us do two things,”

Torres says “It let us test products on

a free focus group willing to pay for

them And it created brand ambassa-

dors They liked our idea, supported our

campaign and spread the word to their

friends.” But if Black & Denim takes off

in department stores, Torres wants to

build a manufacturing plant in Tampa, and that’s when he'll seek the bigger pockets of VC firms

Put on your boots After bootstrapping his

OF Republic brewpub

with nearly $300,000 over two years, Harte

thought his next plan, to expand

to a warehouse

space and go

into wholesale beer sales, would require long-term

financing He decided

ona business loan from

Wells Fargo, and with good reason

“If you don’t want

to give up any corporate

control, you're better off

saddling up with just a business

loan,” says Ami Kassar, CEO of Multi-

Funding, which advises small businesses

on lending options “For a lender, it’s just

a transaction, not a marriage.”

Harte, however, concedes that

the bank’s due-diligence process was

exhausting “It took a month out of my

life,” he says The hassle proved to be

too much, and Harte decided to fund

his expansion out of his own pocket

While proceeding at a slower pace than

planned, his new wholesale business has boosted revenue by 20 percent

For now, Harte is content to stick

with bootstrapping “The company is throwing out enough money that we're

in the happy position of not needing

financing,” he says

Multimillion-dollar funding

rounds from venture capitalists may get all the press these days, but the

new wave of crowdfunding used by

Black & Denim and the old-school

self-financing approach taken by Ol

Republic demonstrate the variety of resources available And there’s no reason to cede control of your dream

—VANESSA RICHARDSON

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“PIRTEK franchise ownership enables

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= ~<will help—not Ti sec startup

yourself—your company’s fate depends on your team We spoke with

` serial entrepreneur Naeem Zafar, who teaches entrepreneurship at the

University of California, Berkeley, and is co-founder and CEO of enterprise _

mobility startup Bitzer Mobile, to walk us through the steps you should take |

— ~~ toassemble a group that’s built for success —KATHERINE DUNCAN ¬

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MŨNETARY

aa

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Trang 22

‘The first and perhaps most difficult step is to evaluate your

business partner(s) “The quality of people in this phase

will define the DNA of the company later,” Zafar says

“It’s critical to be ruthless Ask yourself every day, In the

whole world, are these the best people I could be working

with?” If the answer is yes, it’s time to designate roles and

divide responsibilities

“When we were starting our last company, we decided

that for anything technical, my co-founder would make

those decisions ultimately—so we would not debate them

ad nauseam—and for anything business-related, I would

make the decision,” he says

Even if you never use the words company culture, keep

in mind that the decisions you make now are defining

exactly that

IP: Now is the time to figure out the company’s equity

structure, determining the precise division among the

partners Doing so will prevent expensive problems later

Zafar says five types of advisors are essential to any startup: a market/domain expert, a connector (a well-connected person who isn’t afraid to make introductions), an industry celebrity

(who is willing to lend a name but not necessarily be directly

involved), a personal coach and a technical expert who knows

the industry inside and out Attend industry events to meet potentials “See who you have the right chemistry with, who

is intrigued by your idea and who you can rely on,” Zafar says

As the business starts to grow and tasks start to go un-

done due to lack of time (or you just forgot), it’s time to bring

in extra personnel Determine what skills and talents you and your partners lack and seek out part-timers and contrac-

tors to fill in the gaps Zafar suggests searching LinkedIn for

people with the expertise you need, then sending a straight-

forward e-mail requesting a few minutes of their time “Typi-

cally four out of 10 people will say yes if you approach them

honestly, correctly and with an interesting topic,” he says

TIP: When enlisting outside help, make sure you have re- cruits sign a legal agreement that enforces confidentiality and confirms that you retain ownership of the work

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Trang 23

FULL-TIME STAFF

When should you hire your first full-time employees? Often,

according to Zahar, finances will dictate your readiness to

take this step When you score an infusion of capital—

whether through bootstrapping, a bank loan, a venture

capital firm or even friends and family—you’re ready to add

staff and kick your company into a higher gear

Take care to hire the best people you can, those who

believe in your startup as much as you do “The first five hires

you make will tell the next 25 people whether they should

come [work there] or not,” Zafar says He suggests admin-

istering two tests: a skill assessment and a presentation “I

want to see how they handle giving a presentation, how well

they think on their feet, how comfortable they are It’s quite

revealing,” he says

TIP: Zafar says one of the biggest mistakes made at this

stage is underestimating the value of a product manager “In

my company, after the first two or three engineers are hired,

the next is a product manager, because you really have to

have somebody from the marketing side shaping the prod-

uct,” he says “Otherwise you end up with a monstrosity.”

says Naeem Zafar, a faculty

member who teaches entre-

preneurship at the University

of California, Berkeley “The

funny part is people who have major strengths also have major weaknesses

the ultimate example would

be the New York Yankees, or

a pirate ship, where everybody is extremely good and has extremely big egos and they almost can’t

stand each other, but as a

it work Not every founder

is comfortable with that;

most want harmony But harmony doesn’t create

excellent products.”

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Trang 24

TECH

Buy or lease?

Three entrepreneurs make the case for the best way to get equipped

T he tax deduction was a key

reason business consul- tant Marie Forleo decided

to buy her computers and video

equipment Forleo runs MarieTV,

technology,” he says “As soon as you buy

something, it’s outdated.” With leasing, however, Royster has access to the best

new equipment available

The decision to buy or to lease computers and other equipment necessary

to do the job often comes down to the cost of total control vs flexibility Both options have their advantages

Buying is straightforward:

Just figure out what

you need and

look for the best

price (or com-

bination of price,

warranty, service, etc.) You can deduct the entire cost of the equipment from your taxes in the first

an online television show that mixes

tips on small-business operations

and marketing with a healthy dose

of inspiration Launched in 2010, the

show serves as a promotional vehicle

for Forleo’s New York City-based

coaching and consulting business “I

knew I'd be using that equipment

nonstop, and that it was a

great tax write-off,” she

says “Generally speak-

ing, I like to own things

T’m using all the time.”

Like Forleo, Steve Sims

bought all his equipment when he

year, or you can choose to spread it out

over several years

launched Bluefish, a luxury concierge Renting or leasing doesn’t provide as

and travel service based in Los Angeles and the business was turning a profit, big of a deduction But there’s a sub- But for his new company, Taste of Blue, his gear was out of date and needed to stantially smaller upfront cost, which

an online click-to-purchase site for luxury _ be replaced At that point Royster sold frees up money to be invested elsewhere, experiences, Sims chose to outfit nine everything and turned to leasing while the cost of upgrading down the staffers with leased computers, printers “My world is all about the latest road is minimized —LOGAN KUGLER and a copier “Most of your assets depre-

ciate the second you buy them,” he says

of the money he believes he wasted when

he opened Bluefish “Now if we can lease UY

it, we do.” The upfront cash saved from

leasing allowed him to invest more in the PROS CONS

company and staff + Better tax deduction = Equipment is quickly

Shawn Royster learned the hard way + Total control of system out of date

that leasing works best for Royster + Can offer a competitive edge = Higher upfront costs Productions, his Los Angeles- and Las (in cases of unique and = Maintenance and repair Vegas-based film and TV production specialized equipment) costs are extra

company Typical jobs require “every-

thing from cameras to A/V gear, projec-

tors, sound equipment and lighting,” LE AS

he says “And when we do live events—

seminars, conferences and so on—we PROS CONS

need computer equipment as well.” + Smaller upfront costs = Usually more expensive

Originally Royster purchased his + Easy to upgrade at any time in the long run

equipment, believing that ownership + Flexibility to get the best = There could be issues

would increase his profit margins But tool for the job with availability

by the time the gear had paid for itself = Smaller tax write-off

Trang 25

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Trang 26

SHOUT OUT

Persons of interest

To promote your product quickly, tap the blogosphere’s influencers

n 2009, when Jason Carignan and

his partners launched the Vapur

Anti-Bottle, they made a concerted

PR effort to get exposure for the product

from traditional media And it worked

‘The Today show featured the Vapur, a

reusable, foldable water pouch with

a variety of spout options, and within

60 days the new company had sold out

of its first production run of 10,000

Anice success story to be sure, but

Carignan’s true surprise came from the

blogosphere—that raucous, untamable

collection of independent influencers who

write about stuff they love for audiences

of several thousand, or even millions

One such influencer was The Grommet

(formerly Daily Grommet), a Boston-

based product-launch platform filled with

unique, previously undiscovered offer-

ings “They produced a story about the

“Only the internet has this

omnidirectional

demographic

This couldn’t have happened

10 years ago.”

—Jason Carignan, Vapur Anti-Bottle

Anti-Bottle, built a store for it, filled it with content and made it very personal,” Carignan says “It wasn’t a simple, anony-

mous referral like you see on Amazon.”

Another influencer was a military- and tactical-gear site that raved about

anew Vapur product, the MicroFilter, a

heavy-duty drinking pouch topped by

a filter straw that removes more than 99.9 percent of the bacteria from any water source “We got orders from many top outdoor retailers that came through

that blog reference,” Carignan says, add-

ing that a MicroFilter even saw use on

a South Pole expedition

Allalong Carignan believed he had a

product with a strong appeal to families

and backpackers, but it took the blogosphere to show him just how much bigger

and varied the market truly was That’s no surprise to The Grommet founder Jules

Trang 27

Pieri, who counts several mainstream

successes among the various products her

team has found and highlighted on her

retail website (among them Food Should

Taste Good, acquired by food giant Gen-

eral Mills in February 2012)

“We're a product-launch platform by

design,” Pieri says, “and it can only be

successful if we have an engaged com-

munity They help us find the products

we sell And, more importantly, they

promote them to their niche communi-

ties and so on.”

To do that, The Grommet asks the

entrepreneurs it picks to contribute

content for a video it will produce that

features their product’s back story This

helps personalize the item and also

focuses its creation story into a tight,

highly effective marketing tool “Video is

so powerful at making a deeper connec-

tion with the audience and consumer,”

explains Pieri, noting she gets just as ex-

cited when she sees one of the products

she sells hit the blog zeitgeist as when it

gets picked up by a big national retailer

Success in the blogosphere can mean

different things to different people,

though Take Steve Herbolich, a technical

Discovery channel: Sites like Jules

Pieri’s The Grommet showcase

unique, undiscovered products

illustrator from Greensboro, N.C., who

was turning out sets of his game, Askew!,

in his basement at night and selling them

at craft fairs around the Southeast on weekends For him, getting noticed by

‘The Grommet was enough “I had no idea

how to market my game,” he says “I don’t know how to make Amazon ‘work But

in 2010 a friend of a friend submitted

the game to The Grommet They picked it

up, and the day it went on sale I got a call from the toy maker Melissa & Doug.”

Herbolich worked out a licensing deal

with the company that pays him more

than he'd be making if he still produced

and sold the game on his own And the quick response opened his eyes to the

power of the web “I'm sure big compa-

nies have people whose job is to keep

their eye on sites like The Grommet to find new products,” he says “It’s a lot easier than trying to dream up one on

your own every day.”

Back at Vapur, Carignan is enjoying

the rapid adoption of his Anti-Bottle worldwide “Only the internet has

this omnidirectional demographic,” he says “This couldn’t have happened 10

or that fills a need

Share the story behind you and your product

This information

personalizes your invention and makes it easy for influencers to grow attached to it

Trang 29

UL

A TECH STARTUP HELPS BURGEONING DESIGNERS

CONNECT WITH AMERICAN MANUFACTURERS—

AND PAVES THE WAY FOR A SMALL-BUSINESS

BOOM THAT’S MADE IN THE USA

hen Roberto Torres and his business partners

founded their Tampa,

Fla.-based clothing company Black & Denim in 2008, they had no idea how long it would take them to turn their made-in-America mission into a reality “We spent the first three years finding vendors to manufacture in the U.S.,” Torres says

The process included trips that would have tested even the sturdiest shoe leather Torres spent weeks visiting factories in New York City’s China-

town, in Los Angeles and in El Paso, Texas, in search of a manufacturer

that would take a chance on a new menswear designer—from Tampa >>

Trang 30

Patriotic:

U.S clothier Black & Denim touts its roots

on every label

“The clothing industry is not open-

source,” he says, noting that designers

hold their contacts close to their custom- cut vests “Essentially we were cashing

in favors from strangers, people we never met before, to find somebody who could just print a T-shirt or sew a button ona woven or weave a knitted garment.”

After finally locking down some

manufacturers, Torres and company fin-

ished their business plan ‘The first Black

& Denim menswear collection rolled

out in the fall of 2010 In 2012 revenue was $100,000

For every small designer in the U.S.,

there’s the potential to put people at

many other small and midsize businesses

to work At any given time, Black &

Denim deals with about 10 vendors, including denim, cotton, leather and

trim suppliers, an embroidery studio,

a seamstress and a drop-ship and man-

agement facility “As a business we're affecting 10 other businesses That’s how significant producing and manufacturing

in the U.S is,” Torres says

And keeping production in the U.S

isn’t just a nice marketing move “Hav-

ing quality control here is paramount,”

Torres says “It allows us to react to the

market better It allows us to react to the market faster It allows us to either catapult or start trends that other people

can follow It’s not only a benefit, it’s the

way of doing business for us.”

Even so, when the decision was made

to branch into womenswear, there was

the unappealing realization that all new factories would have to be sought out Then Torres found Maker’s Row, a listing service of apparel manufacturers across the country As the only partner who works full time on the business, he

carefully monitors “anything to do with

fashion and tech.” Three months after

stumbling upon Maker’s Row, his search

was over Torres says the extensive list of

factories not only made it easier to find

manufacturers to hire, but he was also

able to negotiate better contracts “It

saved us three years of our lives,” he says

A NEW ERA

It’s easy to imagine horse-drawn carts

and wobbly trucks moving raw materials

and goods along the cobblestone streets

of Brooklyn's DUMBO neighborhood

During the early 20th century in this wa-

terfront district, Brillo churned out steel

wool pads, Hanan & Son made shoes,

and E.W Bliss manufactured machines,

tools, presses, dies and sheet metal

Today a new breed of company is help-

ing entrepreneurs around the country capitalize on the small-batch industrial

revolution At Maker’s Row headquarters, website founders Matthew Burnett and

Tanya Menendez are determined to bring together designers and the factories that can help them turn their ideas into mon-

eymaking realities The potential matches

include everybody from bootstrapping beginners to established names on both sides of the equation In short, they want

made in America to be cool again

Though MakersRow.com just launched

in November 2012, the site looks like

it’s on track to become the Match.com

of American manufacturing Says Jesse Meyer, founder of Montgomery, N.Y.-based Pergamena, which produces

Trang 31

aac Re

Bes BUSINESSES THAT’S HOW SIGNIFICANT -

PRODUCING AND MANUFACTURING IN THE U.S IS.” _

Trang 32

high-quality parchment and leather:

“You smack your forehead Why hasn't anybody done anything like this before?”

MATCHMAKERS Burnett first partnered with Menen-

dez (then a Goldman Sachs employee

working on automation projects) in

late 2010 to build Brooklyn Bakery, a seller of American-made leather goods

Previously Burnett had tried his hand

at overseas manufacturing through his first entrepreneurial experience, a watch

company called SteelCake He'd received

significant interest from boutiques, and

celebrities like Kanye West were wearing

his watches But his reliance on overseas factories sank the business

When his order of 10,000 finished watches arrived in New York from

China after a monthlong customs delay in Alaska, he discovered that a manufactur-

ing error had ruined 2,000 of them “I was

heartbroken,” Burnett says “With over-

seas suppliers, when somebody messes up

an order, what's your power? I was begging

them to fix these errors [to no avail].”

For Brooklyn Bakery’s first prod-

ucts—bracelets—Burnett spent hours

scouring the Yellow Pages, conducting online searches and making calls to find

the raw materials, manufacturers and fac-

tories he needed Eventually he sourced

his leather from Queens and chose a midtown Manhattan factory to do the

assembly “I really became friends with

all the manufacturers who were working

with me,” he says

Then Burnett decided to add handbags

to the company’s offerings—but his ven-

dor didn’t do handbags Menendez sug-

gested that instead of focusing on leather goods, they build a platform to solve the

ongoing problem of sourcing They put Brooklyn Bakery on ice—“You can’t solve

made in America for small business on a part-time basis,” Burnett says—and were accepted into the 2012 Brooklyn Beta

Summer Camp program to focus full time

on building what became Maker's Row

(That’s also where they met their third

co-founder, Scott Weiner.) Burnett recalls

those first meetups with a laugh: “People

didn’t understand what we were think-

ing They were like, “Things are still made

in the U.S.?”

‘The Maker's Row platform breaks down

the manufacturing process into six basic

steps: ideation, patternmaking, materials,

sample making, tooling and production

From there, the site provides a detailed

rundown on manufacturers, including

their history, capabilities, samples and

contact information, as well as the type

of customer they’re seeking: student, startup, small business or big brand The key, according to Menendez, is the stan- dardization of company profiles, “so that

entrepreneurs could quickly and efficiently

Trang 33

look through different [factory] profiles

and see what was the best fit for them.”

Designers can search for everything

for free, from one-stop shops that help

take them from idea to market (an often-

preferred choice of startups just learning

the language of the manufacturing pro-

cess) to specialized manufacturers that

can produce custom branding stamps or

offer laser cutting

‘The site launched with a focus on the

apparel industry “We wanted to ap-

proach apparel in the beginning because

the barriers to entry were so low [for

entrepreneurs] as opposed to some of the

other industries like electronics or inte-

rior design,” Burnett says “We thought if

And overseas manufacturing mini-

mums—often requiring orders in the thousands—can be prohibitive, particu- larly for startups

Anna Livermore—founder of Chicago-

based V Mora, which offers services

ranging from patternmaking to guiding startups through the first two years of their collections—says a factory’s story has started to mean as much to designers

as the designer’s story means to consum-

ers “Here it’s more something you've

grown and been there for step by step,”

she says “You have a relationship You

know where they're working You know

that the garments are being created there, and you can see it.”

on designers and factories It’s even

helping break down some of the industry’s tight-lipped ways They added

review functionality to the site so designers can leave comments on the factories’

profile pages “We're surprised that

some of the closed-off clients are willing

to share that information in reviews,”

Burnett says

But the desire to support the facto-

ries—and keep them in business—

clearly trumps any old-ways concerns

There are plenty of reviews threaded

throughout the site And, Burnett adds,

factories have started reaching out to each other through the site to build referral networks

“WITH OVERSEAS SUPPLIERS, WHEN SOMEBODY

MESSES UP AN ORDER, WHAT’S YOUR POWER?”

—MATTHEW BURNETT, MAKER’S ROW

we’re able to solve the apparel industry,

then we'll know how to tackle all the

other industries we want to go into.”

Once the Maker's team began calling

manufacturers to sign them up for $50

to $200 per month, “the response was al-

most instantaneous,” Burnett says “They

would say ‘I’m in’ and that I should ‘call

Bob because he’ll love this resource, too

We knew we were onto something.”

By April of this year, the site listed

more than 1,400 manufacturers And

thanks to upcoming partnerships

with manufacturing guilds and trade

shows, Menendez projects they’ll have

60,000 manufacturers on the site by

the end of 2013

BUILDING RELATIONSHIPS

Although manufacturing in the U.S has

long had a rep for being pricier than

its foreign counterparts, things have

changed Prices have gone up overseas

Burnett says one of the Chinese factories

he used now charges three times what

he paid during his watchmaking days

Livermore’s own business has received

a nice boost from being listed on Maker's

Row During V Mora’s first six weeks on

the site, the company booked 28 strategy sessions and three new retainer clients

“Maker’s Row is a huge timesaver,”

says Elise Avera, founder of St Simon’s

Island, Ga.-based resortwear label Leon + Bella “I’m on the beach, and it’s beautiful weather, but it’s not

like I'm in New York and can just

walk to a bunch of factories I have to do it from here.”

On the price front,

Avera acknowledges that it’s often more expensive

to keep manufacturing

within U.S borders, but

she believes it’s worth it:

“There’s just something about the craftsmanship

I feel like it’s a little bit

more my hand.”

Burnett grins when talking about the effect

“We’ve been so happy to see that

we've been able to have such a positive

impact in such a short time,” he says

“Not only are people able to hire more

staff, they’re able to hire more labor to

handle the capacity We’ve just begun.” 9}

Trang 34

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LISTING COMPILED BY TRACY STAPE

n the following pages, you'll find 10 franchise categories that have taken off in the last year From old standards like ham-

burgers and fitness to up-and-coming

categories like children’s entertainment,

what these 10 industries have in com-

mon is growth, and this includes wholly

new franchise ideas With the chal-

lenges that have daunted anyone trying

to start a business in the last several

years, the fact that these industries are

attracting new entrepreneurs willing to

take a chance on them is a strong sign

of their popularity with consumers and

potential to earn franchisees big profits

FRANCHISES

TABLE OF CONTENTS

Health Service:

Resale Stores

Trang 36

FRANCHISES

THE FRANCHISE LISTINGS

eep in mind that following the crowd should never be the only factor in your franchise search This list is not intended as a specific recommendation for any particular franchise company Only your own research can determine whether investing in a franchise is right for

you So use this list as a starting point and then consult with a lawyer and

accountant, carefully read the company’s legal documents and talk to as

many franchisees as you can

All information was obtained from the companies themselves and has

not been verified for accuracy We simply present this information as a

service to our readers For more information on buying a franchise, visit

Entrepreneur's Franchise page at Entrepreneur.com/franchise

CHILDREN’S ENRICHMENT

Abrakadoodle

Art-education programs for children

abrakadoodle.com

(703) 860-6570 Startup cost: $35.8K-74.5K

Total franchises/co.-owned: 61/0

Baby Power/Forever Kids

Children’s play & enrichment programs babypower.com

(800) 365-4847 Startup cost: $85.6K-105.8K

Baby Sensory USA

Baby sensory-development program babysensory.com/us

(480) 789-0045 Startup cost: $33.3K-43.4K

Bach to Rock

Music schools b2rmusic.com

(877) 227-8558 Startup cost: $402.1K-609.8K

Trang 37

Lego engineering classes,

camps & birthday parties bricks4kidz.com

Michelle Cote was working for an architectural firm

when the recession hit and business ground to a halt So she turned her attention to construction on a much smaller scale—using Lego blocks—and ended up with a monumental success

Cote says she was inspired by her own kids’ love of Lego toys

In 2008 she began offering an extracurricular class at a school in

St Augustine, Fla., to teach kids science and math concepts using Lego-building activities with themes such as astronomy, amusement parks and inventions That first Bricks 4 Kidz class proved so popular that soon she was offering classes at other schools, as well as at summer camps and birthday parties

That’s when Brian Pappas, a franchise developer with more than

30 years of experience, stepped in With his guidance, Bricks 4 Kidz began franchising in 2009 and has grown to more than 300 units in

the U.S and 13 other countries

“What attracted me to this concept was low overhead and the ability to generate cash flow almost immediately,” Pappas says

“Franchisees can put a good chunk of what they earn in their pockets.”

Speeding the success of Bricks 4 Kidz: basing the business ona product with near universal appeal, Lego bricks As a result there has been rapid international expansion “We didn’t seek it We had actually blocked out international leads from the franchise portals

we advertised on initially, but one lead from Bahrain got through anyway, and they ended up becoming our second franchisee,” Pappas says “We don’t filter out those leads anymore, and now we’re getting

a large number of international inquiries.”

Currently Bricks 4 Kidz signs up about 10 new franchise units per

month, according to Pappas, and has developed two more existing

children’s-enrichment concepts into franchises: Challenge Island and Sew Fun Parties “Just like international expansion, we weren’t seeking

out new concepts—they found us,” he says “But we liked them and figured they would be a great way for our franchisees to generate

additional revenue using the resources they already have.” — 1S

Trang 38

Indoor baseball & softball training,

batting cages, merchandise

dbat.net

(972) 398-1000

Startup cost: $279.7K-510.3K

Drama Kids International

After-school drama classes

& summer camps

Fun Bus Fitness Fun on Wheels

Mobile children’s fitness program

funbuses.com

(732) 578-1287

Goldfish Swim School Franchising

Infant & child swimming lessons

(203) 921-1165 Startup cost: $164K-391K

Gymboree Play & Music

Parent/child play & learning program gymboreeclasses.com

(415) 278-7925 Startup cost: $80.8K-270.3K

HappyFeet Legends International

Soccer programs for children

ages 2 to 18

happysoccerfeet.com

(800) 877-5790 Startup cost: $18.5K-25.2K

High Touch-High Tech

Science activities for schools/

children’s parties

sciencemadefunfranchise.net

(800) 444-4968 Startup cost: $59.9K-63.6K

Ho Math Chess Learning Center

After-school math, chess & puzzle

learning program

mathandchess.com

(604) 263-4321 Startup cost: $25.2K

Kidokinetics

Mobile sports-fitness program

for children kidokinetics.com

(954) 385-8511 Startup cost: $42.9K-57K

Kidville Child enrichment classes, birthday parties & products kidville.com

(212) 772-8435 Startup cost: $300K-450K

KidzArt Art-education programs, products & services kidzart.com

(617) 784-5000 Startup cost: $16.9K-38.3K Total franchises/co.-owned: 70/1

Kidz On The Go

Mobile children’s fitness program kidzonthego.com

(860) 355-9334 Startup cost: $100K-125K

LearningRx

Personal training for memory,

executive function & |Q

learningrx-franchise.com

(719) 264-8808 Startup cost: $109K-209K

The Little Gym

Children’s development/fitness program thelittlegym.com

(888) 228-2878 Startup cost: $147.5K-294K

Trang 39

The Mad Science Group

Children’s science education

NZone Sports of America

Sports leagues & camps for

Soccer Shots Franchising

Soccer programs for children

Children’s character education

& entertainment programs

teammakers.com

(855) 885-8326

TGA Premier Junior Golf

Youth golf programs playtga.com

(310) 333-0622 Startup cost: $13.2K-62.2K

TGA Premier Youth Tennis

Youth tennis programs

playtga.com

(310) 333-0622 Startup cost: $13.2K-62.2K

Young Rembrandts Franchise

Art classes for children ages 3 to 12

youngrembrandts.com

(847) 742-6966 Startup cost: $40.4K-48.6K

CHILDREN’S ENTERTAINMENT

Color Me Mine Enterprises

Paint-your-own-ceramics studio

colormemine.com

(888) 265-6764 Startup cost: $136.7K-177.9K

GameTruck Licensing

Mobile video game theaters

gametruckparty.com

(480) 303-7212 Startup cost: $119.5K-310.5K

Trang 40

Monkey Joe’s Parties & Play

Family entertainment facility

monkeyjoes.com

(877) 534-7216

Monster Mini Golf

Family entertainment centers

featuring glow-in-the-dark mini golf

Puzzle’s Fun Dome

Children’s entertainment center

Baby Boot Camp/Karna Fitness

Prenatal & postnatal fitness; women’s

private & small-group training babybootcamp.com

(888) 990-2229 Startup cost: $4.5K-10.3K

Crunch Franchising Fitness center

crunchfranchise.com

(800) 669-7162 Startup cost: $304.5K-1.4M

Get In Shape For Women

Small-group personal training for women getinshapeforwomen.com

(781) 444-1913 Startup cost: $51.3K-200.6K

Gold’s Gym Gym & fitness center goldsgym.com

(214) 574-4653 Startup cost: $966K-3.9M Total franchises/co.-owned: 604/83

iLoveKickboxing.com

Kickboxing fitness classes ilovekickboxing.com

(516) 545-0041 Startup cost: $7.7K-180.3K

Tiêu đề	Startups 2013 summer
Trường học	University of Commerce and Business Management
Chuyên ngành	Business Management
Thể loại	essay
Năm xuất bản	2013
Thành phố	Hanoi

Định dạng
Số trang	84
Dung lượng	27,36 MB