Discipline makes Daring possible.

Unusual perspectives

Unusual perspectives

Today, I’m recommending Jason Fried’s blog.

As I’m sure you know, Jason wrote “It doesn’t have to be crazy at work“, a book well worth reading if you haven’t already.

Jason writes from the perspective of a business that is ‘big enough’, doesn’t need to be bigger, and is primarily a vehicle for improving the lives of its customers and employees.

Nowadays that’s quite the radical view, and it gives him a very different perspective on all the things businesses do, or are told they should do which is really refreshing and always makes me think.

If you’d like an even more radical perspective on what business could be, I also recommend Ari’s Top 5 by Ari Weinzweig, co-founder of the Zingerman’s Community of Businesses.

And if you’d like to create your own, more rounded perspective on business and it’s place in the world, I recommend the Wolf Tool from Bev Costoya.

Discipline makes Daring possible.

 

Bake the profit in

Bake the profit in

I loved this reminder from @Jason Fried this morning, that your main ‘competitor’ is your own profitability.

And that put me in mind of the kind of tragedy I see played out over and over again with amazing small businesses.   Tragedy that could be avoided with the right kind of attention to detail at the beginning.

As Fried says, as long as you are profitable, you are winning.

For me, the best way to be sure you are profitable, is to know that every single thing you sell is profitable in it’s own right, every time you sell it.

And I mean truly profitable, net profitable, after all costs have been accounted for.

Here’s how to work that out:

Let’s say I make beautiful sourdough bread, 20 loaves a day for 20 lucky subscribers who pick up daily.

First there’s the obvious costs of ingredients:

I buy these in different quantities, so I split each quantity into the number of loaves I will get from it:

  • 10kg of heritage wholewheat flour at £27 (including postage) gives me 20 loaves at a cost of £1.35 per loaf
  • 25kg of sea salt  at £20.95 will season 1923 loaves, at a cost of 1p per loaf
  • 10l of water at 14p per litre, will make 20 loaves at 7p per loaf.

I use 100g of sourdough starter for each loaf, made up of 50g rye flour and 50ml water.

  • 25kg of rye flour at £34 (including postage) will start 500 loaves at 6.8p per loaf.
  • A litre of water at 14p will start my 20 loaves at 0.7p per loaf.

So far then, the ingredients for my sourdough loaf cost me 1.35+ 0.01 + 0.068 + 0.077  = £1.51

But I haven’t allocated all my costs yet:

  • Wastewater – for every litre I use baking, I use about 900ml in washing up.  At 90p per litre this means 81p in total, or 4p per loaf.
  • There’s a fixed charge for water and wastewater of 6p and 18p per day respectively, so 24p per day, or 1.2p per loaf.
  • Obviously I cook my loaves, so there will be fuel costs.  I use an electric fan oven, and cook my bread for an hour, so that comes to about 45p per batch of 4 loaves, or 12p per loaf.

That takes us up to 1.51 + 0.04 + 0.012 + 12 = £1.69 per loaf.

And I still haven’t allocated all my costs:

I bake my loaves on trays lined with parchment paper, 2 loaves per tray

  • 10m of parchment paper at £1.45 will do 28 trays, or 56 loaves, so comes to 3p per loaf.
  • My 2 aluminium baking trays cost me  £13.50 each, and will last me at least 5 years. At 200 baking days a year, with 20 loaves per day, that comes to 20,000 loaves, or 0.135p per loaf.
  • The 8 bannetons I prove my bread in cost me £11.39 each and likewise should last me 5 years.  That adds about 0.5p per loaf.
  • I mix my dough in a couple of 12l stainless steel bowls, at £21.99 each.  That adds another 0.22p per loaf.
  • My dough scraper cost £1.20 and should last me 2 years, which adds 0.15p per loaf.
  • I invested in 2 heat-resistant oven gloves with fingers at £13.99 each. That adds another 0.014p per loaf.

These are tiny amounts, but together, add another 4.2p per loaf.

We’re now up to £1.73 per loaf.

And I still have to add costs for maintaining my sourdough starter (feeding it, keeping it somewhere where it can grow); cleaning up (washing up liquid, wipes etc.); wrapping the loaves (paper or paper bags); selling the loaves (point of sale system subscription or commission, website, marketing (even something as simple as an A board costs money, uses chalks and wears out); heating and/or lighting my kitchen; wear and tear on my worksurfaces etc., etc.

Let’s say that adds another 5p per loaf.

And finally my time.  Which I work out by looking at how much I would have to pay someone else to do it – this is pretty much the minimum wage at the moment, so I decide to pay myself the same for now £10.18 per hour. My 20 loaves a day takes a total of 4 hours to make, bake, and wrap. So that’s £2.04 a loaf.

So now we’re up to £3.82 per loaf.

I do this in my own kitchen at the moment, so there’s no rent. But it’s worth pretending that there is rent to pay right from the off. So I look up how much it would cost to hire a dark kitchen. I can find a 170 sq ft one on Bermondsey for £2,600 per month ex VAT. My own kitchen is half that size, so I halve that figure. I only use it for half a day too, so I halve that again, to get a notional rent of £650 per month.

Divided among my 430 loaves a month, that adds £1.51 per loaf.

So my final total cost per loaf is £5.33

Now I need to add a profit to that.

I know I’ve covered all my costs per loaf, so I can experiment with this, to see what my market will bear.

Whether it’s 30p or 70p or £1.70 per loaf, what matters is that I know it’s all profit.

And that profit margin will only increase as I increase production, buy in more bulk, and spread my fixed costs across more loaves – until I have to rent a bigger kitchen, when it would pay to go through this exercise again.

Doing this exercise in such excruciateing detail is undoubtedly a faff.

But it pays off.

Because by the end of it you have a complete and intimate understanding of what it actually costs you to make the thing you make (whether that’s a product or a service), and that means you can charge the right profitable price for it from the very beginning.

If you don’t – and I’ve seen too many small businesses do this – growth turns into tragedy, because all you’re doing is losing money faster.  Chasing sales, when what matters is profit.

Bake profit into each and every item you sell and you can relax, knowing that your profitability gets better as you grow.

That way you can be sure of being around to keep the promises you make to the people you seek to serve for as long as they want you.

Discipline makes Daring possible.

Rigidity is the wrong tool for dealing with uncertainty

Rigidity is the wrong tool for dealing with uncertainty

When  your business is faced with uncertainty, rigidity is the wrong tool to use.   That’s why big corporations fail in the face of change.

The challenge for a purpose-driven, legacy-focused, customer-centred small business is to be open to unknown futures without losing its identity.   To keep their edges fluid and their core firm.

Fortunately, that’s relatively easy to do, because human beings are very good at dealing with uncertainty – especially the uncertainty that comes from dealing with other human beings.

All you need to do is to build the firm core:

First you define a high-level, comprehensive Promise of Value that is specific and distinctive, yet open-ended:

  • Define the people you serve in terms of psychographics, not demographics.
  • Define how you serve them in terms of their deeper needs, not passing wants.
  • Define how you achieve that in terms of values and behaviours, not external measures.

Package that Promise of Value into concrete products and services:

  • Identify the demographic(s) most likely to contain enough people of the right psychographic.
  • Understand what matters to them right now.
  • Identify what dis-ables the motivated.
  • Design a package that addresses what these people need right now.

Use that Promise of Value to drive the design of a Customer Experience Score for sharing and delivering on your Promise that:

  • Embodies your distinctive values and behaviours.
  • Can be played by any competent musician.
  • Enables each musician to bring their own experience and personality to their performance.
  • Allows them to create a new interpretation of your Promise when they encounter the new and unexpected.

Make sure you gather feedback:

  • From the Score as it is being played.
  • From the people you seek to serve and the people who work with you.
  • From your regulator if you have one, and your industry.
  • From the impact you makes on the people and planet around you.

Enable every player in your team to discover the combination of roles that ensures their best performances:

  • Make sure everyone can play the whole Score.
  • Give them regular R&D time, in the company of fellow players, to tweak or re-design the Score, in response to feedback, learning each other’s strengths as they go.

Once you have this in place, you can safely trust your people (and the people to come) to dance with uncertainty.  You can make every one of them a Boss, and leave the future of your business safe in their hands.

Discipline makes Daring possible

Ask me how.

Schismogenesis

Schismogenesis

Throughout our time on earth, far more often than we realise, people have self-consciously created societies defined not according to some positive criteria, but by negatives.  Not who they wanted to be, but who they didn’t.

Protestants defined themselves by the beliefs they rejected.

Pirates organised their own ships in direct contradiction to the way things worked in the navy.

My friend Carl French created The Endless Bookcase to be everything a traditional publisher isn’t.

Sometimes it’s easier to describe what you’re not than what you are.

It has the added advantage that it allows you to envisage possibilities that are truly new.

Discipline makes Daring possible.

What are you not?

Who do you help your client to become?

Who do you help your client to become?

Most of the time we don’t buy to meet a simple need.   We buy to get a job done.    We don’t buy a drill, or even a hole in the wall, we buy ‘putting a picture up’, ‘fixing that broken chair’.

Even then, this isn’t what we really buy.   There’s a bigger job behind the immediate job to be done, the job of becoming a better version of ourselves, in a way that others will notice.

That means that at the heart of every Promise of Value is an unspoken promise.  A promise of transformation, that goes something like this:

“Working with us will enable you to become who you want to be, in a way that is congruent with your values, beliefs and style, so you can join the tribe that feels like home for you, with the status you seek.”

It’s clear from this that it is not just what you do that matters, but how you do it.   And if you are to be congruent with your client’s values, beliefs and style, they must in turn be congruent with at least some of yours.

It’s well worth identifying what the minimum level of congruence must be, in order to make working together satisfying for both you and your clients.   What values must your clients espouse with you?  What behaviours must they share?  What must they believe that you also believe?

Once you know this, you know what kind of people you are a good option for.  Therefore what language you need to use to speak to them so they feel seen.

Now you just need to know where to find them.

Every enterprise makes a Promise

Every enterprise makes a Promise

Every enterprise, even the smallest or shortest-lived, makes a Promise.   It can be summed up simply as “what we do for the people we serve.

Unfortunately it’s rarely spelt out as clearly as it could be.  If you run your own business you know it’s there, because you have clients who love you, and recommend you to all their friends.

But I bet you find it difficult to articulate clearly.   And I bet your team find articulating it even harder.

It’s very hard to live something that you can’t articulate.   So if you’re feeling a bit frustrated by your team’s inability to deliver on your enterprise’s Promise as well you would like, here’s something you can do to help:

Get your whole team together and ask this simple question:

What’s brilliant about this business?”

Get everyone to spend 10 minutes answering this question on a generous pile of sticky notes, then, one by one, starting with the newest or shyest, get each person to share what they’ve written and why they wrote it.

As they do this, listen out for gems.

When asked ‘what’s brilliant?‘, people often start with clichés like ‘quality’ or ‘service’.

If you encourage them to explain why they’ve written that, they often voice values, behaviours and specific examples that are far more reflective of the value you bring to clients.

Capture these on new sticky notes as you go, and share them with your own at the end of the session.

It’s an afternoon’s work, but you’ll be glad you did it, because by answering this question with your team, you’ll not only articulate your own values and preferred behaviours, you’ll also identify values and behaviours you share with at least some of your clients.    You’ll know exactly who they are.   They’ll be the clients you most enjoy working with, and who most appreciate what you do for them.

What’s more, you’ll have energised your team.  You’ll have discovered nuances of your Promise of Value that you didn’t know about before.   You’ll have started to articulate more clearly what makes your enterprise unique.

And perhaps most importantly, you’ll have reassured yourself that you’re all on the same side.

An offer

An offer

If you know someone who’s ready to start disappearing from their business, please share.

I’m running a Define Promise workshop series starting on October 5th.

It’s an 8-week course with weekly homework and live tutorials, as part of a cohort of 6 maximum.

Just time to get your Promise of Value nailed before everything shuts down for Christmas, ready to pick up with Package Promise in January.

Check it out here:

Prefer a one-to-one experience?

Let’s talk.

Thank you!

Kirsten

A category of 1

A category of 1

Here’s a good question from Alan Wick:

What do you want your business to be known for?

It’s a hard one to answer, because there’s a second unspoken part to it:

That nobody else is known for?

To put you in a category of 1.

Which side are you on?

Which side are you on?

If you’ve read Geoffrey Moore’s “Crossing the chasm” (and I recommend it), you’ll be familiar with this diagram:

But what does it practically mean for you?

If you are a business offering something new and different from what has gone before, something that could potentially disrupt the status quo, you need to understand this curve.

As an example, here’s what it means for me.

In the UK, there are around 1,018,220 businesses that employ between 3 and 10 people, including the owner.  These are my overall ‘market’, the people I want to serve.

I offer a service that’s new and potentially disruptive to the status quo, so however I niche down into that market, by industry say, or geography, or business life stage, this curve comes into play.   It adds another dimension to the psychographic of the people I can help most, that I have to consider when designing, marketing and delivering my service.

Here’s how it splits:

25,455 of them are Innovators.  They love trying new things, what matters to them is that things are new and better than the current best option.  They’ll want to know how it works (and they’ll take it apart to find out).   They’re not worried about support, or infrastructure, they’re just happy to have the latest cool thing to play with.    These are great people to test really new ideas on.  Until they get bored and move on to the next cool new thing.

137,460 of them are Visionaries.  They are interested in getting ahead, and if they can see how a thing will get them ahead of their competitors faster, they’ll go for it.  They don’t mind if it’s not all there, or if there is no support. They will happily support themselves.  They will ask for your thing to be redesigned to suit them though, so be prepared to maintain several versions of your thing.

346,195 of them are Pragmatists, and much more demanding.   They want to know whether a thing solves their problem better than the current market leader, for less than the cost of the problem.  They want to know that you are a safe company to work with; that there is support, and maintenance and spare parts.  As long as these things are in place they don’t care who does it, which means you can still be a small business, collaborating with other small businesses to provide a complete service.   Pragmatists will only use a new thing if they believe that there are enough people like them already using it.  They don’t trust Visionaries (‘flying by the seat of their pants’) and they trust Innovators even less.  That gap between Pragmatists and Visionaries is The Chasm.

The same number of businesses (346,195 of them) are Conservatives.    I think of these people as the ones who say ‘nobody ever got fired for hiring IBM‘.   For them what matter is whether a thing solves their problem better than the current market leader, for less money.    They want everyone else to be using your thing before they do.   They want you to be not just safe, but respected in the marketplace.  They also expect you to provide everything yourself – support, maintenance, spare parts.  In other words, you have to be a big company like them.  Or at least look like it.

Finally, there the 152,733 who are Skeptics.  As you might imagine from their position on the distribution curve, they are the last to adopt new things, sticking stubbornly to whatever has served them well up to now, even if the new thing would serve them better.

I’m an Innovator looking to serve Visionaries.

What side of the Chasm are you on?  More importantly, where are the people you seek to serve?