10 Qualities every future business needs to have

The reigning theory in business has long been that “alpha” leaders make the best entrepreneurs. These are aggressive, results-driven achievers who assert control, and insist on a hierarchical organizational model. Yet I am seeing more and more success from “beta” startup cultures, like Zappos and Amazon, where the emphasis is on collaboration, curation, and communication.

Some argue that this new horizontal culture is being driven by Gen-Y, whose focus has always been more communitarian. Other business culture experts, like Dr. Dana Ardi, in her new book “The Fall of the Alphas,” argues that the rise of the betas is really part of a broader culture change driven by the Internet, towards communities, instant communication, and collaboration.

Can you imagine the overwhelming growth of Facebook, Wikipedia, and Twitter in a culture dominated by alphas? These would never happen. I agree with Dr. Ardi’s writing, that most successful workplaces of the future need to adopt the following beta characteristics, and align themselves more with the beta leadership model:

1. Do away with archaic command-and-control models.Winning startups today are horizontal, not hierarchical. Everyone who works there feels they’re part of something, and moreover, that it’s the next big thing. They want to be on the cutting-edge of all the people, places and things that technology is going to propel next.
2. Leaders of tomorrow need to practice ego management.They should be aware of their own biases, and focus on the present as on the future. They need to manage the egos of team members, by rewarding collaborative behavior. There will always be the need for decisive leadership, particularly in times of crisis, so I’m not suggesting total democracy.
3. Winning contemporary startups stress innovation. Betas believe that team members need to be given an opportunity to make a difference – to give input into key decisions and to communicate their findings and learnings to one another. Encourage team-members to play to their own strengths so that the entire team and organization leads the competition.
4. Put a premium on collaboration and teamwork. Instead of knives-out competition, these companies thrive by building a successful community with shared values. Team members are empowered and encouraged to express themselves. The best teams are hired with collaboration in mind. The whole is thus more than the sum of the parts.
5. In the most winning companies, everyone shares the culture. Leadership is fluid and bend-able. Integrity and character matter a lot. Everyone knows about the culture. Everyone subscribes to the culture. Everyone recognizes both its passion and its nuance. The result looks more like a symphony orchestra and less like an advancing army.
6. Roles, identities and responsibilities mutate weekly, daily, and even hourly. One of the big mistakes entrepreneurs make is they don’t act quickly enough. Markets and needs change quickly. Now there is a focus on social, global and environmental responsibility. Hierarchies make it hard to adjust positions or redefine roles. The beta culture gets it done.
7. Temper self-esteem and confidence with empathy and compassion. Mindfulness, of self and others, by boards, executives and employees, may very well be the single most important trait of a successful company. If someone is not a good cultural fit, or is not getting it done, make the change quickly, but with sensitivity. Pain increases over time.
8. Every individual in the organization is a contributor.The closer everyone in the organization comes to achieving his or her singular potential, the more successful the business will be. Successful cultures encourage their employees to keep refreshing their toolkits, keep flexible, keep their stakes in the stream.
9. Diversity of thought, style, approach and background is key. Entrepreneurs build teams, not fill positions. Cherry-picking candidates from name-brand universities will do nothing to further an organization and may even work against it. Put aside perfectionism, don’t wait for the perfect person – he or she may not exist. Hire track record and potential.
10. Everyone need not be a superstar. It’s about company teams, not just the individual. In case you hadn’t noticed, superstars don’t pass the ball, they just shoot it. Not everyone wants to move up; it’s ok to move across. Become their sponsor – onboarding with training and tools is essential. Spend time listening. Give them what they need to succeed.

Savvy entrepreneurs and managers around the world are finding it more effective to lead through influence and collaboration, rather than relying on fear, authority, and competition. I believe beta is rapidly becoming the new paradigm for success in today’s challenging market. Where does your startup fit in with this new model?

Marty Zwilling (more about Marty on http://blog.startupprofessionals.com/)

*** First published on Entrepreneur.com on 10/29/2013 ***

10 Key Steps For Aspiring Billionaire Entrepreneurs

Everyone recognizes a great entrepreneur when they work with one, but most entrepreneurs don’t know what to look for in themselves that will drive that perception by others. In my experience, there is no magic gene involved, just simple good habits executed consistently and convincingly until everyone around you in a startup wants to follow your example.
This leading by example is easy to say, but not so easy to put into action. Most leadership gurus, including John Baldoni, have provided generic recipes, like his book from a while back, “Lead By Example: 50 Ways Great Leaders Inspire Results.” The points are great, but can be made even simpler and more actionable by adapting then to the world of the entrepreneur:

1. Demonstrate character. In the dictionary definition, character is said to be “the stable and distinctive qualities built into an individual’s life which determine his or her response regardless of circumstances.” Steve Jobs of Apple had character, and the people around him knew what he stood for in good times as well as bad.
2. Be accountable for your actions. In a startup, things don’t always work, and it’s easy to blame someone else, the poor economy, or just bad luck. Thomas Edison made no excuses for ten thousand light failures. Challenged by his contemporaries, Edison soberly responded: "I have not failed. I have just found ten thousand ways that won't work."
3. Check your ego at the door (and keep it there). For an entrepreneur, this is often evident in the willingness to be coached, by outside experts or by your own team. We all know too many people who won’t listen to any advice from anyone. That’s just hubris, and it doesn’t inspire anyone.
4. Promote resilience. There is no shame in getting knocked down; it’s getting back up that matters. In a startup, pivots and problems will happen. Learn to anticipate change, bounce back stronger, and teach others to do the same. Dean Kamen, while still struggling with the Segway Human Transporter, holds 440 other device patents.
5. Get in the habit of asking questions but do not expect easy answers. That includes taking a hard look in the mirror, and facing reality. Howard Schultz, who grew Starbucks to 13,000 stores by 2008, decided to step back in as CEO when the economy was killing his stores, and refocus everyone on the customer. Now he has over 20,000 stores.
6. Manage around obstacles. We’ve all seen the entrepreneur who is struggling to keep the business alive by tackling the daily obstacle. No one is looking around the corner to see the next one. Richard Branson, now worth about $4.2 billion, offers this advice: “Obstacles and challenges are healthy for everyone.” He is always looking ahead.
7. Drive innovation. Great businesses these days start with innovation. Entrepreneur examples include Larry Page and Sergey Brin at Google, who turned a new search technology into a tool that most of us couldn’t live without. Encourage everyone on the team to think and act creatively. Good ideas can come from anyone at any time.
8. Encourage dissent about issues but promote civility around people. Receptiveness to dissent allows for corrective feedback to monitor ineffectual startup practices, poor and unfavorable decision making, and insensitivity to team needs and desires. This is positive, but a loss of civility more than negates all these positives.
9. Create a winning culture. Entrepreneur leaders drive values, values drive behavior, behavior drives culture, and culture drives performance. High performance makes new leaders. This is the self-reinforcing circle of excellence every startup needs for success. Winning business cultures, like at Apple, are set from the top.
10. Teach others “the how.” Then get out of the way and let people do their jobs. Great entrepreneurs are mentors to everyone on their team. Effective entrepreneurs are not afraid to “get their hands dirty” working with the troops. Bill Gates of Microsoft, even late in his career, wasn’t afraid to jump in and write some code to illustrate a point.

Being an entrepreneur may start with that million dollar idea, but turning that idea into a great startup is all about results. The quickest way to great results is to build a great team, and let it multiply your productivity. Using the actions described here as a model, take a look in the mirror to see how well you are leading by example.

Marty Zwilling (more of Marty at http://blog.startupprofessionals.com/)

10 Cash-Flow surprises that could kill your Startup.

The sad truth is that cash flow surprises kill many startups, even though they should have been adequately funded to survive. Overall, 90% of small business failures are caused by poor cash flow, according to the D&B Small Business website. Cash is king when it comes to the financial management of a growing company, so this is not the place for shortcuts and sloppy practices.

Good cash flow management, in simple terms, means understanding every inflow and outflow of cash, and never delegating this function. In principle, you must delay every outlay of cash as long as possible, while incenting everyone who owes you money to pay it as rapidly as possible. Surprises are unanticipated lags between these two events, as well as unplanned cash outlays.

I will outline here ten key principles and disciplines that every entrepreneur must understand and practice to minimize surprises and failures in this area:

1. Failure to document cash flow projections is a disaster. No matter how small your company is today, there are more moving financial parts than you can manage dynamically in your head. Of course, you can’t predict everything, but writing down what you know will identify existing problems sooner, and allow other team members to help.
2. You can be on budget, and still run out of cash. In the real world, spending seems to happen fast, and money coming in happens slowly. Thus your monthly budget may balance, but if planned income comes later than planned expenses, you have a short-term cash flow surprise shortage. Neither banks nor investors will help you on this one.
3. Your startup may be profitable, but broke. Profits don’t necessarily translate into cash. You can make profits without making any money, since the first priority of most startups is to reinvest everything back into the business for growth. There are lots of accounting tricks to make you profitable, but it takes real cash to pay the bills.
4. Seasonal sales fluctuations eat cash. Fluctuating sales means more inventory is required to cover the ups and downs. Every dollar in inventory is a dollar less in cash available, maybe even two dollars less if your gross margin is 50%. If you try to vary the number of employees to match, that costs even more cash for hiring, firing, and layoffs.
5. Unanticipated expenses and emergencies drain cash. The chance of unanticipated expenses, in my experience, is close to 100%. It could be a natural disaster, like a flood or wind storm, or loss of key personnel, equipment failure, or a major customer complaint on the Internet. Every startup has an unplanned pivot, and these all drain cash.
6. New businesses don’t get “normal” terms. It’s easy to forget that your new office rent asks for first, last, and security; new utilities require an escrow account; and new vendors want immediate payment for the first couple of months, before they offer the normal net 30 terms. On the other side, your new customers expect a free trial period.
7. Sales volumes are still ramping up while marketing expenses are at max. In the early days of a new business, and every time you make changes, sales volumes slip just when you need them most to cover the extra marketing expenses and new infrastructure. Your old “cash cows” are dying, while the new ones are still being fed heavily.
8. Even good customers don’t always pay on time. The Kauffman Foundation reports that late payments are among the biggest challenges facing startups. According to the Receivables Exchange, small businesses now wait nearly 50 days on average to get paid. If you are dealing with distributors, that wait can easily be four or five months.
9. Higher than anticipated growth has put you in cash flow hell. The faster you grow, the more cash you need, to build product, facilities, staff, and service. These are “up front” costs that can’t wait the four or five months before the sales and revenue catch up. If you can’t deliver to match the growth, your house of cards comes tumbling down.
10. Bankers and investors hate negative surprises. If your execution doesn’t include the expected cash flow management, investments can get withheld, and executives lose their jobs. I recommend that you buffer your initial requests for funding by 25%, and then add a line of credit, to cover contingencies and minimize the chance for negative surprises.

Then there are the Founders that overreact. They pay just the smallest bills and let the rest slide. Or they stretch out all payments until vendors complain, reduce your discount, or eliminate your credit. If payroll is late, morale and confidence go down, the good people leave, and your startup spirals into the ground. For all these reasons, it’s worth your focus to prevent cash flow surprises.

 Article by Marty Zwilling -http://blog.startupprofessionals.com
*** First published on Young Entrepreneur on 07/12/2013 ***

The secret to Entrepreneurial Happiness

During our childhood years, measuring success was as simple as counting gold stars and smiley face stickers. In high school and college, we relied on report cards. But how do we determine success now, as entrepreneurs?
In Southern California’s bustling startup scene, known as “Silicon Beach,” many professionals leave the comfort of a steady paycheck to pursue the American dream of starting something they can call their own. And after numerous conversations with like-minded entrepreneurs, we found that many of these entrepreneurs measured their venture’s success not in dollars, but by their own satisfaction or happiness.
It’s no secret that money can’t buy happiness. In fact, according to an off-sited study by Stanford University economist Angus Deaton and psychologist Daniel Kahneman, once you’re pulling in a salary of $75,000, any additional dollar earned does nothing more to increase personal life satisfaction.
So if happiness cannot be bought — and yet we use it to measure our business success — what can we do to attain it? Over the last decade, researchers in Positive Psychology have discovered a number of behaviors that boost happiness. To boost your own, practice these four behaviors:

1. Create a social circle of like-minded entrepreneurs.

Two heads are better than one when it comes to problem solving. A team of entrepreneurial peers can see what escapes our own attention, point out pitfalls ahead of time, and become a sounding board for critical decisions and actions.
Commit to creating a circle of like-minded entrepreneurs in which no money is exchanged between members.

2. Give your time away.

Many entrepreneurs think that devoting every waking moment to their company will ultimately be the key to success. But when you spend time helping others instead of yourself, your sense of time expands.
Professor  Cassie Mogilner, a researcher on happiness and time management atthe Wharton School, explained this recently: “The results show that giving your time to others can make you feel more ‘time affluent’ and less time-constrained than wasting your time, spending it on yourself, or even getting a windfall of free time.”
Whether it be through mentorship, volunteering, showing interest, or lending an ear to a friend, giving time to others expands your sense of time and results in greater life satisfaction.

3. Set attainable goals.

The art of goal-setting can take years to master. As entrepreneurs, we all have big goals, and to experience success we have to learn to break large goals into smaller goals that are within our daily reach.
Try creating one goal per day that you want to accomplish outside of your day-to-day emails and meeting commitments — then do everything in your power to turn this into a lasting habit.

4. Practice gratitude.

There are a variety of ways to practice gratitude that entrepreneurs can easily incorporate into their daily routine. One approach is to set aside time every week to write thank you notes, sent via snail mail or over email.
If you thank a client, that’s expected. But if you thank someone for an unexpected task, research from Professor Sonja Lyubomirsky at the University of California suggests that your mind becomes more sensitive to positive interactions — and less sensitive to negative ones.
By practicing gratitude, you will begin to cultivate a chronic state of happiness.

Happiness is the new gold standard.

The traditional gold standard for measuring professional success is money, yet entrepreneurs almost always cite happiness as the highest-priority goal for attaining success.
Do you already practice any of these four happiness-promoting behaviors? If not, try integrating them into your daily practice today.
And guess what? Happiness can also lead to better health, more energy, productivity, and yes — more money.

Dmitriy Katsel is the founder of Spring Theory, an organization that matches corporations with universities in semester-long collaborations to explore solutions to big challenges. Sara Gershfeld, behavior analyst and founder of LoveMyProvider, also contributed to this article.


Read more at http://under30ceo.com/the-secret-to-entrepreneurial-happiness/#11p2d9U8JPmb7sAV.99

8 Key Focus Elements Will Attract Startup Investors

One of the most common failures I see in startups is lack of focus.
Unfocused entrepreneurs boast that their new technology will generate multiple disruptive products for consumers as well as enterprises around the world. Investors hear this as trying to do too many things with limited resources, meaning the startup will not shine at anything, and will not survive the competition.
For example, just last week, I received a startup executive summary, requesting Angel investor funding, that touted technology for a line of new medical devices, also to be offered in a new military radar device. Even a company with unlimited money and people shouldn’t try to step into those two domains for the first time at the same time.
Other elements of startup focus are a bit fuzzier, so let me zoom-in on some key ones here:

1. Type of business model. Startups that try to mix a non-profit entity with a for-profit entity to share resources don’t work, and scare off investors. Providing shoes for the poor is a laudable goal, but quite a different business than Zappos, which sells clothes profitably, and provides free shoes for the needy due to social consciousness.
2. Solve one problem really well. Focus means starting with a problem that is painful, rather than a technology, and showing how you can solve that problem better than anyone else. Later in the pitch, you can show that you are not a one-trick pony by prioritizing related solutions in your long-term plan.
3. Limited goals and priorities. No organization can manage more than 3 to 5 goals and priorities without becoming unfocused and ineffective. Keep these balanced and aligned between people (customers, employees) and process (quality, service, revenue), and keep the scope realistic (eliminating world hunger is too broad).
4. Segment the opportunity. Targeting all the people in China as your opportunity gives you big numbers from a small penetration percentage, but will be seen as lack of focus by investors. Narrow the scope more realistically to people with specific age, income, and education demographics, that you can realistically reach with your marketing plan.
5. Keep your value chain consistent. Your value chain is your preferred business model, like premium quality, high service. If you mix that model with some commodity items, with no service, that will be seen as a lack of focus. Your team, customers, and investors will all be confused, leading to a lose-lose situation.
6. Simplify product scope. Your product will never have enough features to satisfy everyone, and it will never be perfect. Focus means creating a minimum viable product (MVP) first, and validating it in the marketplace. Feature-rich products take too much time and money to build, are hard to pivot, and will likely be slow and difficult to use.
7. Realistically frame the competition. If you really believe that IBM, Microsoft, and Oracle are your competition, you probably don’t have a business. It’s better to focus on a niche that none of them do well, and build your plan around that opportunity. Claiming you have no competition also implies lack of focus, or you don’t have a business.
8. Prioritize marketing channels. For a startup, it’s impossible to run an effective Facebook, Twitter, content marketing, and Google AdWords online campaign all at the same time. Focus on one channel at a time, measure results, and then move to the next. Offline, it’s not credible to talk about direct marketing, distributors, and integrators all in the same breath.

I certainly understand the pressure add more of everything to your plan, as you listen to more and more people, all with their own priorities and biases. But in the long run, you need a narrow and memorable focus to build a strong company. Even in the short term, customers and investors alike will help you carry a simple and clear focus all the way to the bank.
Marty Zwilling
more of Marty on http://blog.startupprofessionals.com

10 Surprising Assertions From Elite Entrepreneurs

Most people agree that entrepreneurs have to think differently and take risks to have much chance of building a successful business. Yet I have found that serious entrepreneurs usually go way beyond these platitudes in their actions and thinking, and often won’t volunteer their real views, for fear of alienating “regular” people, and being branded a fanatic.
In his new book “The Entrepreneur Mind,” by serial entrepreneur Kevin D. Johnson, he outlines 100 essential beliefs, insights, and habits of serious entrepreneurs. Most of these are predictable, like think big and create new markets, but I found a few, like the ten below, that will likely raise the hackles of many people outside this lifestyle, and many “wannabe” entrepreneurs.
Yet, based on my own years of experience “in the business”, mentoring many entrepreneurs, and following stalwarts like Bill Gates and Steve Jobs, even these potentially controversial mindsets ring true to me:

1. All risk isn’t risky. Entrepreneurs surely understand the high probability of failure, but they don’t necessarily like to gamble. Instead, they take calculated risks, stacking the deck in their favor. They must have enough confidence in themselves, supplemented by expert knowledge, solid relationships, or personal wealth, to see the risk as near zero.
2. Business comes first, family second. This view isn’t a selfish one, but a recognition by serious entrepreneurs that family well-being is dependent on the success of the business, not the other way around. This is why airlines ask you to put on your oxygen mask first. Should you forego closing a million dollar deal to attend a ball game with your son?
3. Following your passion is bogus. Look for a good business model first. Your passion may be for a good cause, like curing world hunger, but it may not be a good business. In any young business, you inevitably find things that are not enjoyable, but need to be done, like cold calls or firing unproductive employees. Just doing fun things is a myth.
4. It’s not about being your own boss. Great entrepreneurs aren’t interested in being bosses at all. People who crave the freedom to do what they want when they want generally make terrible entrepreneurs. In order to be a successful entrepreneur, discipline is a must, and accept your new bosses as investors, partners, and customers.
5. Fire your worst customers. We have all had customers who take advantage of us, to the detriment of other good customers. The best entrepreneurs are quick to make the tough decisions to bypass bad customers, with proper respect, to minimize frustration, resource drain, and reputation loss. You can’t please everyone all the time.
6. Ignorance can be bliss. It’s great to be highly familiar with the industry in which you plan to compete, but many times people see too many challenges, and never start. In other cases, entrepreneurs are opening up new business areas, so no one yet knows the challenges. Serious entrepreneurs trust their ability to beat a new path to the opportunity.
7. You’re in no rush to get an MBA. If you are already an entrepreneur, more education, including an MBA, will only slow you down. Consider it a waste of time. If you plan to become an entrepreneur, and already have business experience or an undergraduate business degree, skip the two-year delay and cost of the MBA.
8. You are odd, and it’s OK. Entrepreneurs, especially those in technology, usually don’t start out as well-rounded, well-adjusted leaders. In fact, being odd is quite the norm. According to other studies, attention-deficit disorder (ADD) is common, as well as host of other personality disorders. It’s actually cool to be a geek in this lifestyle.
9. A check in hand means nothing. Every entrepreneur remembers their naïve days when that first customer check bounced. When you receive a new purchase order, a check, a verbal agreement, or even a written agreement, don’t get too happy and excited. Save the celebration until you have cold cash in hand, or the funds are verified.
10. There’s no such thing as a cold call. If you are an elite entrepreneur, you don’t go into anything cold. With the Internet and a plethora of other resources, you can warm up any call quickly, and not waste your time or theirs. Doing your homework first is one of the best ways to get an advantage over your competition.

If you think Johnson is on the right track, see his book for 90 more challenging insights. Even if you disagree with some of these, try to open your mind to the value of the seemingly backward way of thinking required to be a great entrepreneur – others seek refuge, they take risks; others want a job, they want to create jobs; others follow the market, while they define the market.
Have you caught the entrepreneur bug yet? If so, prepare for a lifetime commitment, and learn from the elite. There is no turning back.

Marty Zwilling
http://blog.startupprofessionals.com

Why hire an Entrepreneurial Coach?

If your reason has to do with time or money, then my response is: you can’t afford to be without one.

In an era of stiff competition both on domestic and global scales, no family business or any enterprise owner needs to be an island. Even the CEO of Google once said, ‘Everyone needs a coach.’

There are generally three problems for the typical business owner/entrepreneur:

-You are overwhelmed with ideas and information and you need a trusted source to help you design and implement a compelling action plan to take your business to the next level.
-You need to learn more business and marketing skills so you can increase revenue and grow your business.
-You know what you need to do – but simply can’t find the time to juggle all the responsibilities of owning a business.

Without support and knowledge in running a business, you’ll end up struggling to make your business a success, and all your passion and enthusiasm will drain away. Presuming you know all the basics, what else can an Entrepreneurial Coach do for you?

Let’s go to sports. If we examine the word ‘coach’ and think of sports, we ask how coaches function to enhance the performance of their athletes.

One way is by imparting new skills, tricks of the trade that they learned or figured out for themselves, that aren’t intuitively obvious to their players. Coaches get their players to play harder. They do this through all kinds of means, among them goal setting and encouragement, to name a few.

 

Coaching addresses the loneliness of business owners who just don’t have anyone they can turn to in order to discuss their challenges. Left on their own, struggling entrepreneurs or start-ups will be tempted to kick back, especially after achieving only moderate success. This can lead to backsliding and to a downward cycle of achievement. With a business coach, they’ll get a prodding, pushing, and occasional kick in the pants that they need to reach peak performance.

Hiring an Entrepreneurial Coach will:

-Help business owners and CEO’s clarify their vision and goals;

-Craft a cohesive action plan for growing your business;

-Turn breakdowns into breakthroughs;

-Show you how to accomplish more by working smart and not just working hard;

-Identify and put into action: what‘s working, what’s not working, what’s missing and what’s next;

-Develop momentum and keep one from diverting from one project to another before completing the previous one;

-Create a culture of accountability by holding the owner accountable for the goals he/she sets and never let reasons or excuses justify weak performances;

-Manage/resolve conflict and build teams;

-Show the owner ‘the forest through the trees’ more clearly by identifying effective, as well as ineffective behavior patterns that others might not see or be aware off;-

-Improve communications throughout the entire organization;

-Generate substantial increases in sales and profitability;

-Increase revenue and profits;

-Provide a complete toolbox of coaching skills for managers to use to inspire employees.

 However, let me point out that entrepreneurial coaching is not consulting. What’s the difference between an Entrepreneurial Coach and a Consultant?

Like a sports coach, an entrepreneurial coach works on bringing out the best that’s already inside you. In small business coaching, you will be asked to focus on the ‘bigger picture’ of what it is you want to create for your business (and your lifestyle), and talk about what will keep you motivated to move forward on your dreams, goals and tasks.

A consultant will tell you what to do regardless of whether it suits you and it’s up to you to put the plan in motion. Very often, clients do not implement the plan because they have no motivation or they do not like the plan. An Entrepreneurial Coach will help you figure out what you do best, make a plan, push you to do more, and will stay with you as you implement the plan. It’s no accident that professional athletes have coaches – they know the value of partnership.

Entrepreneurial coaching is not a quick fix. Rather, it’s a partnership between coach and client lasting from several months to several years. Building a business takes time and energy. True success comes from doing the work necessary to achieve results. You must be ready to do the work that will maximize your potential.

There is a good analogy that illustrates the difference between an Entrepreneurial Coach and a Consultant:

-An Entrepreneurial Coach will help you understand how and why you ride a bicycle, help you to determine what’s holding you back from riding properly, and jog along next to you as YOU ride;
-A Business Consultant will explain you why one bike is superior to another, teach you how to ride the bike, and if necessary, ride the bike for you.

Which one is best for you is based on your needs, values, as well your time constraints and deadlines.

Professor Enrique Soriano III (Ateneo de Manila University)

Article first published in Franchising.PH