1. From Idea to Reality
Glenn Davis

2. Risks vs. Calculated Risks
Almost all decisions in life
are made with imperfect or
incomplete information.
THE DECISION TO
BECOME AN
ENTREPRENURER
IS NO DIFFERENT!

3. Be Passionate
• Most important trait to
being successful is
passion.
• Passion about the
products or services you
provide has a significant
impact on your ability to
persevere during tough
times.

4. The Importance of a Salesperson
• You need to be a
salesperson, or that needs
to be your first hire.
• In the majority of start-
up’s “Shoe leather” is
always better than money
for attracting sales.

5. The Plan “B” Fallacy
• Plan B’s allow you to feel
ok if you don’t succeed.
• Humans naturally take the
path of least resistance.
• Not having a Plan B forces
you to go the extra mile and
not give up when challenges
feel overwhelming.

6. Inspiration / Recharging
• Family and Friends are
concerned about your well
being and not likely to tell you
to jump out on your own.
• Every business owner will
have multiple times where
they feel the world is caving
in on them.
• Entrepreneurial peer
groups and inspirational
media are great resources.

7. Have Confidence In Your Abilities
• Sometimes you have to
go after an opportunity
when it’s presented “ready
or not”.
• Trust in your
determination and ability
to deliver when your backs
against the wall.

8. Out of the Box & Out of Your Mind Thinking
Sometimes great
opportunities exist,
but have to be
approached from a
unique angle.

9. Secrets to Building
a Killer Team
Kevin Kordek

10. Building a Killer Team
• Pest Control is not “glamorous”
• Pest Control is not “Sexy”
• Very Stereo-typed Employee Profile
• Unique Challenges in Recruiting
• Unique Challenges in Retention

11. We have Created a “New Norm”!

12. “Begin with the
end in mind.”
~ Stephen Covey

13. Define the mission of the “Team”
• Sales?
• Customer Service?
• HR?
• Whole Company?

14. Psychometric Profiling testing
• Can be a useful tool for screening applicants.
• Can be useful for identifying leadership traits.
• Useful benchmarking tool for job ability.
• Not 100%
• Based on knowledge of job requirements.

15. Building a Killer Team
• Do you know what the ideal ‘Team” member
looks like?
• Do you know them when you meet them?
“The key to building a killer team is knowing
what and who you are looking for.”

16. Job Security
• Build an entrepreneurial culture (ownership).
• Reward excellence publicly.
• Allow the “Team” to grow with the company.
• Ask “why” more than telling them “what” or “how”.
• Ask them what they would do if it were up to them.
• “The best way to help an employee see their future
is to let them be a part of it”.

17. How do measure results?
• How does the “Team” know when they are hitting
their “Team” goals?
• Who holds the Team accountable?
• How often?
Pavlov…Stimulus-Response Theory
• What are the consequences?

18. Mediocrity is the enemy of greatness!
• Do you reward mediocre performance?
• Do you promote from within?
• Do you train, lead and support for greatness?
• Do you share your vision of the future?
• Do your employees see themselves as a part of
a killer team?

19. Standing Out From
the Crowd
Eric Brown

20. My Challenge
• Declining business because • Increase in competition and
of the internet/email rapid growth in industry
• Low barrier to entry in • High barrier to entry and
business creating many longer sales cycle
competitors • Decision process in
• Decision process in choosing choosing a fulfillment
a courier company faulty company faulty

21. Competing on Price - Unsustainable
Proposal Proposal
$100.00 $95.00

22. Fewer Hire People
Cheapest Lower Resources For Less &
Accept Lower
Price Profits To Service
Standards
Customer
Lower Inconsisten Lower Value
Standards t Service – Retention Propositio
equals harder to
manage People
Lose of People n Left:
Customers Price, not
Service
Lack of Profit Depletes Passion & Ability To Offer Great Service or Products

24. Red Ocean Blue Ocean
•Compete in existing market space •Create uncontested market space
•Beat the competition •Make the competition irrelevant
•Exploit existing demand •Create and capture new demand
•Make the value/cost trade-off •Break the value/cost trade-off
•Align the whole system of a •Align the whole system of a
company’s activities with its strategic company’s activities in pursuit of
choice of differentiation or low cost differentiation and low cost

26. • Figuring out our Hedgehog (again) is on going process and takes
time; not something you can do 2 hours in a coffee shop.
• Started this process in January 2008, then again in 2011 – Took key
people out of the business for 2 days for planning session
• SWOT Analysis (Strengths, Weaknesses, Opportunities & Threats)
• 4-5 months ago had key staff read Good to Great together and discuss
in weekly Managers Meetings
• Great @ and Profitable @ - Discovered.
• Hit a mental wall. What am I truly passionate about?
• Kept searching and constant reflection
• My Turning point

27. • 4 months ago
• Saw an inspiring video to lead
me to change (Simon Sinek,
Author of Start with Why)
• One of my mentors introduced
me to someone that had a
similar challenge of:
• Competing in a Red Ocean
• Figuring out what makes
money
• Stepping outside of the
competition

28. Create a movement, not a mission statement
•People Buy Based On Why, Not What or How

29. Those That Led With Why Compared To Competitors Who Didn’t
VS Most Airlines
.
VS Samuel P. Langley
.
VS
.

30. • If you don’t know what your why is, how will you get
those to buy in or develop loyalty?
• Sell to those who believe as you believe (Your Why)
• Goal to hire people who believe as you believe – will
get more committed Team

31. • How will your why help others?
Why? • What is your purpose or reason for
existing
To help our clients build a
great ecommerce business
and creating great experiences
for their customers
By Outsourcing The Experience of
Survey Customers about their package,
How Servicing Their Customers, Our Clients
Can Focus on Their Why. This allows What Branded materials, Technology,
Automation, etc.
them to become great.
Jack Welch/GE: If you can’t be number 1 or 2 (best in the world at), stop doing it.

32. • Who will you bring on to
build an organization
Who? based on your why?
• What values does your
company have to attract
the right kind of TEAM?
Good to Great: First Who, • What is your culture like?
Then What

33. • This is the beginning
• Know your Why and
Communicating Your following through takes
Why discipline – Lettuce Test
• Do your people know Why?
• Do you have people who
believe in the Why?
• Story about an experience
where they didn’t

34. • If your people don’t know
the why, how do you
expect them to take care of
your client properly?
• Giving your people the
ability to think and act
based on your why

35. • Primarily Two Types of
people in Organizations –
Why Vs. How People Why and How People
• Fewer Why People
• Why people need How
people – Many ‘Why’ fail in
life – why?
• ‘How’ people get things done
• Walt & Roy Disney

36. Companies That Had
Lost Sense of Their Why

37. Attract or Attract
Hire People Help Them
Start With Clients That
Who Believe With Their
Why Value Your
In The Why Business
Why
Get
Build A Great Creating No Competition
Relationship Referrals as long as your
Raving
With Your and Grow client believes
Fans
Client Your in Your Why
Business

38. Internet:
Video of Simon Sinek: http://www.youtube.com/watch?v=qp0HIF3SfI4
Good to Great: http://www.jimcollins.com/media_topics/hedgehog-concept.html#audio=79

39. Where to Go From Here?
Stephanie Downs

40. Why Want to Be An Entrepreneur?
“Be my own boss!”
“Do things MY way!”
“More flexible schedule.”
“Achievement and self fulfillment.”

42. My Journey
Partial Exit
1999 2003 2006 2008 2009 2012
Exit Planning Full Exit

43. How To Exit
• Decide on the End Goal
• Run the Numbers
• Map Out the Journey

44. Ways to Exit
• Shut It Down

47. Ways to Exit
• Shut It Down
• Sell the Business

48. Ways to Exit: Selling
• Your #2
• Employees
• Family / Friend
• Outside Party

49. Ways to Exit
• Shut It Down
• Sell the Business
• Replace Yourself

50. Ways to Exit: Replace Yourself
• It Is Possible
• But Be Selective
• Won’t Happen Over Night
• Set Milestones
• Pay on Performance