Early during the financial crisis, the phrase “too big to fail” received a lot of media play especially with regard to AIG. Similarly, a number of years ago following the demise of Andersen I got the distinct impression that the powers that be viewed the Big Four accounting firms also as “too big too fail,” probably a comfort to those Big Four firms. Rather than blaming the firm, the focus then became one of blaming individuals at the Big Four firms when certain undetected frauds and accounting irregularities came to light.
It will be very interesting to watch what happens regarding Ernst & Young, as the 2,200-page Lehman bankruptcy report by a court-appointed examiner puts E&Y in a very unfavorable light. Lawsuits can be expected but of more interest is what, if any, actions the PCAOB will take. Just as important is whether the PCAOB will publicly address the role that auditors played with regard to the financial crisis and what, if any, regulatory changes need to be made.
My belief is there has to be serious debate on whether the current way that auditors of public companies are employed should be changed. With the bulk of the audits being conducted by the Big Four and employment as an auditor subject to the decision of the executives of the company being audited, it should come as no surprise, auditors at the Big Four are very careful not to ruffle feathers.
In May of last year I urged the AICPA and CPAs to take the lead in closely reviewing and critically evaluating the way in which auditing of public companies is currently performed, beginning with the illusion of independence. See “Auditors: Doing the Right Thing?” at http://howardwolosky.blogspot.com/2009/05/auditors-doing-right-thing.html.
As long as the Big Four perform the overwhelming bulk of the audits of public companies, the marketplace and those firms are positioning those firms as too big to fail. That is great for those firms and their revenue especially if the government regulators are in agreement.
Unfortunately, as we saw with the financial crisis, those who were too big to fail actually profited greatly until the balloon burst and then they were bailed out with public dollars. Andersen wasn’t that lucky and I don’t believe that the any of the remaining Big Four should be.
As with those Wall Street firms, the Big Four has a special revenue-generating mindset. The problem is that this mindset has become quietly synonymous with the auditing of public companies and colors the auditing. The only way that this can be changed is if auditing public companies can be restructured so auditors are truly independent.
© 2010
*****************************************************************************
The above is from the eighth issue of the newsletter, Howard’s Inner Circle, which periodically appears on the blog, “Instigator” at http://howardwolosky.blogspot.com/. It may be reproduced in full if that fact is stated and Howard Wolosky is credited as the author.
Monday, March 15, 2010
Tuesday, February 9, 2010
Howard’s Inner Circle, No. 7: Reducing the Divorce Rate of Accounting Firm Nuptials
I have always been intrigued by mergers and acquisitions of accounting firms. The initial exploratory discussions are usually described as “dating,” and if the parties are serious, a due diligence is conducted to see if a “marriage” will follow.” As with most courtships, the parties are on their best behavior and there seems to be a sort of tentative dancing so the parties get to know each other better and see if they’re truly compatible. You might even see some passion as one, or both firms, see their coming together as meeting a deep need that couldn’t be met otherwise. If there is a perceived dealbreaker, the parties go their separate ways and begin dating again with another firm, or swear off dating for a time.
I dislike the dating analogy--but if we’re going to use it, be forewarned that half of marriages end in divorce, and unlike what we read about messy divorces, we see very little about the messy firm demergers that occur or the exodus of incoming partners a few years after the two firms join. My guess is both are more prevalent than we expect and, of course, kept very quiet.
If I was giving advice to a firm that was “dating” another firm, in addition to discussing typical issues such as compensation, buyouts, equity, firm management, etc., I would advise the due diligence to focus significantly on compatibility, and the possible obstacles to, as well as, the details of integration.
I believe the most successful firms with regard to mergers and acquisitions are those that have the most experience with them, and therefore know quickly in discussion with firms if the deal should go forward. They are also very adept at, and understand, the importance of quickly integrating the two firms so the all the firm members have a common firm identity. Firms with less experience with mergers and acquisitions are usually successful because they really know the other firm well, and once they wanted to date, knew whom they wanted to ask.
The firms that don’t do well probably need to be a little more analytical and observant before jumping into marriage. I am not urging a longer courtship only searching for a deeper understanding of what their marriage is likely to be, and how a foundation for a solid marriage can be laid. It requires going beyond agreeing on terms and concentrating on the M&A process and the associated dynamics.
© 2010
*****************************************************************************
The above is from the seventh issue of the newsletter, Howard’s Inner Circle, which periodically appears on the blog, “Instigator” at http://howardwolosky.blogspot.com/. It may be reproduced in full if that fact is stated and Howard Wolosky is credited as the author.
I dislike the dating analogy--but if we’re going to use it, be forewarned that half of marriages end in divorce, and unlike what we read about messy divorces, we see very little about the messy firm demergers that occur or the exodus of incoming partners a few years after the two firms join. My guess is both are more prevalent than we expect and, of course, kept very quiet.
If I was giving advice to a firm that was “dating” another firm, in addition to discussing typical issues such as compensation, buyouts, equity, firm management, etc., I would advise the due diligence to focus significantly on compatibility, and the possible obstacles to, as well as, the details of integration.
I believe the most successful firms with regard to mergers and acquisitions are those that have the most experience with them, and therefore know quickly in discussion with firms if the deal should go forward. They are also very adept at, and understand, the importance of quickly integrating the two firms so the all the firm members have a common firm identity. Firms with less experience with mergers and acquisitions are usually successful because they really know the other firm well, and once they wanted to date, knew whom they wanted to ask.
The firms that don’t do well probably need to be a little more analytical and observant before jumping into marriage. I am not urging a longer courtship only searching for a deeper understanding of what their marriage is likely to be, and how a foundation for a solid marriage can be laid. It requires going beyond agreeing on terms and concentrating on the M&A process and the associated dynamics.
© 2010
*****************************************************************************
The above is from the seventh issue of the newsletter, Howard’s Inner Circle, which periodically appears on the blog, “Instigator” at http://howardwolosky.blogspot.com/. It may be reproduced in full if that fact is stated and Howard Wolosky is credited as the author.
Tuesday, February 2, 2010
Howard's Inner Circle No. 7: A New Kind of Leadership
"A leader must be visionary and paint a compelling picture of the future. The leader has to articulate the vision and attract the kind of people needed to make it happen. To be effective, leaders must be respected and admired. Above all, they must be trusted. Your people must have confidence that, in difficult situations, you will do the right thing.” says Managing Partner Larry Unruh of Hein & Associates in Denver.
I used his quote in a recent presentation to the New York State Society of CPAs Large and Medium-Sized Firms Practice Management Committee on a new emrging style of leadership at a number of regional accounting firms. Although many of the leaders of these firms were rainmakers, they understand because of a constantly changing marketplace, increased competition, and expansion beyond compliance services, a firm had to stand out as providing value-added services and modify the rainmaker business model.
Referrals and personal relationships are still extremely important, but business development is now more of a firm-wide effort. These successful firm leaders also understand the importance in excelling at knowledge, change, risk, talent, and project management. They also recognize the increased need for strategic planning, transparency, application of best practices, a team mentality, the creation and maintenance of trust, consulting with futurists, ending of a book-of-business mentality, and greater non-CPA involvement.
A great firm begins and ends with the leadership. The other basic keys are a shared vision, an ability to promote and distinguish, and providing quality professional services. Too often I have seen firms in which a long-time managing partner molds the firm to reflect that individual’s style. That firm’s success is usually short-lived and ends soon after that managing partner retires. That is why this new style of leadership is so appealing. As these managing partners mold their style to the firm’s needs thus allowing for a smooth transition to the next managing partner and the firm’s continued flourishing.
© 2010
*****************************************************************************
The above is from the seventh issue of the newsletter, Howard’s Inner Circle, which periodically appears on the blog, “Instigator” at http://howardwolosky.blogspot.com/. It may be reproduced in full if that fact is stated and Howard Wolosky is credited as the author.
I used his quote in a recent presentation to the New York State Society of CPAs Large and Medium-Sized Firms Practice Management Committee on a new emrging style of leadership at a number of regional accounting firms. Although many of the leaders of these firms were rainmakers, they understand because of a constantly changing marketplace, increased competition, and expansion beyond compliance services, a firm had to stand out as providing value-added services and modify the rainmaker business model.
Referrals and personal relationships are still extremely important, but business development is now more of a firm-wide effort. These successful firm leaders also understand the importance in excelling at knowledge, change, risk, talent, and project management. They also recognize the increased need for strategic planning, transparency, application of best practices, a team mentality, the creation and maintenance of trust, consulting with futurists, ending of a book-of-business mentality, and greater non-CPA involvement.
A great firm begins and ends with the leadership. The other basic keys are a shared vision, an ability to promote and distinguish, and providing quality professional services. Too often I have seen firms in which a long-time managing partner molds the firm to reflect that individual’s style. That firm’s success is usually short-lived and ends soon after that managing partner retires. That is why this new style of leadership is so appealing. As these managing partners mold their style to the firm’s needs thus allowing for a smooth transition to the next managing partner and the firm’s continued flourishing.
© 2010
*****************************************************************************
The above is from the seventh issue of the newsletter, Howard’s Inner Circle, which periodically appears on the blog, “Instigator” at http://howardwolosky.blogspot.com/. It may be reproduced in full if that fact is stated and Howard Wolosky is credited as the author.
Wednesday, January 20, 2010
Howard’s Inner Circle, No. 6: As Revenue Sources Dry Up, Experiment
In New York City there is a plethora of unused offices and underutilized event spaces which is resulting in a great deal of creativity. As to the empty offices, they are being rented out in a temporary, as-needed basis. The address is usually a prime one such as Midtown. The interesting thing is what is being rented out. You get the use of an office in a suite of offices under a plan such as one that offers office space for 12 hours a month. There is a receptionist to answer the telephone and welcome visitors, Internet access, a telephone number, and the ability to rent out conference rooms by the hour. You share the suite with a multitude of businesses and individuals.
Companies, especially those with salespersons, are renting out these offices as a cheap, cost-efficient way to have suitable locations for their representatives to meet clients. Consultants also take advantage of these rentals. Building owners are very happy as the office space would otherwise remain vacant.
With regard to event places, rather then relying on corporate parties etc., the event place owners are working out deals with networking groups. The bulk of their revenue doesn’t come from rental and catering, but from what is earned by selling drinks to the attendees. The events usually occur at off times such as Monday, Tuesday, or Wednesday. I was recently at a free rooftop networking event with great views of the Empire State and the Chrysler buildings. The idea is if the networking group can get a couple hundred of attendees, it will be well worth it for the event place owners. I am sure many of those owners are trolling sites like Meetup.com which contains lists of these networking groups.
These techniques and many others are successful in these tough economic times because suppliers understand it’s no longer business as usual and creative marketing and advertising aren’t the keys. The idea is to minimize expenses for potential customers while still meeting their basic needs. This requires creativity and a willingness to question a business model that might have worked very successfully for many years.
© 2010
*****************************************************************************
The above is from the sixth issue of the newsletter, Howard’s Inner Circle, which periodically appears on the blog, “Instigator” at http://howardwolosky.blogspot.com/. It may be reproduced in full if that fact is stated and Howard Wolosky is credited as the author.
Companies, especially those with salespersons, are renting out these offices as a cheap, cost-efficient way to have suitable locations for their representatives to meet clients. Consultants also take advantage of these rentals. Building owners are very happy as the office space would otherwise remain vacant.
With regard to event places, rather then relying on corporate parties etc., the event place owners are working out deals with networking groups. The bulk of their revenue doesn’t come from rental and catering, but from what is earned by selling drinks to the attendees. The events usually occur at off times such as Monday, Tuesday, or Wednesday. I was recently at a free rooftop networking event with great views of the Empire State and the Chrysler buildings. The idea is if the networking group can get a couple hundred of attendees, it will be well worth it for the event place owners. I am sure many of those owners are trolling sites like Meetup.com which contains lists of these networking groups.
These techniques and many others are successful in these tough economic times because suppliers understand it’s no longer business as usual and creative marketing and advertising aren’t the keys. The idea is to minimize expenses for potential customers while still meeting their basic needs. This requires creativity and a willingness to question a business model that might have worked very successfully for many years.
© 2010
*****************************************************************************
The above is from the sixth issue of the newsletter, Howard’s Inner Circle, which periodically appears on the blog, “Instigator” at http://howardwolosky.blogspot.com/. It may be reproduced in full if that fact is stated and Howard Wolosky is credited as the author.
Tuesday, January 12, 2010
Howard’s Inner Circle, No. 5: Holistic vs. Silo Business Development
When I became editor-in-chief at Practical Accountant a decision was made that shaped the editorial coverage of the magazine for the many years that I was there. The decision was to primarily focus on regional accounting firms, not just those in the various large cities, but throughout the country.
The reasoning was they were reacting best to the significantly changing business climate. Yes, the managing partners and partners of these firms provided the leadership, but what was different from years past was that non-CPAs were playing increasingly more important roles at these firms.
That is why readers saw so many marketing directors on the covers of Practical Accountant. Because of the increased competition and the need to attract business beyond traditional tax and accounting engagements, firms relied on marketers to: develop brochures and other marketing materials, create and publicize a firm brand, formalize the proposal process, get client feedback, accumulate and analyze marketplace information, assist on niche development, focus on new client and staff attraction, create sophisticated client relationship management systems, and help design dynamic firm Web sites.
However in the last few years, I have noticed a disturbing trend, many seasoned and highly respected marketing directors are leaving some of these regional firms. These firms appear to view marketing primarily as a cost center and support operation and have decided that a lower-cost maintenance mode is possible since the primary work of those marketing directors is done.
I believe that is short-sighted and CPA-myopic.
Contrast these firms to others that view and groom marketers to become business developers. They often formally make the marketer a firm principal ensuring they play a key, direct role in executive decisions. I expect these firms will also be transforming their marketing operations as revenue centers advising some firm clients directly on marketing or acting as consultants and advisors to assist in the clients’ marketing decisions.
These enlightened firms understand that the CPA-rainmaker approach is no longer enough. They follow a team approach, work at firm buy-in, and follow firm governance procedures that ensure a more holistic, although still CPA-centric, approach to business development.
© 2010
*****************************************************************************
The above is from the fifth issue of the newsletter, Howard’s Inner Circle, which periodically appears on the blog, “Instigator” at http://howardwolosky.blogspot.com/. It may be reproduced in full if that fact is stated and Howard Wolosky is credited as the author.
The reasoning was they were reacting best to the significantly changing business climate. Yes, the managing partners and partners of these firms provided the leadership, but what was different from years past was that non-CPAs were playing increasingly more important roles at these firms.
That is why readers saw so many marketing directors on the covers of Practical Accountant. Because of the increased competition and the need to attract business beyond traditional tax and accounting engagements, firms relied on marketers to: develop brochures and other marketing materials, create and publicize a firm brand, formalize the proposal process, get client feedback, accumulate and analyze marketplace information, assist on niche development, focus on new client and staff attraction, create sophisticated client relationship management systems, and help design dynamic firm Web sites.
However in the last few years, I have noticed a disturbing trend, many seasoned and highly respected marketing directors are leaving some of these regional firms. These firms appear to view marketing primarily as a cost center and support operation and have decided that a lower-cost maintenance mode is possible since the primary work of those marketing directors is done.
I believe that is short-sighted and CPA-myopic.
Contrast these firms to others that view and groom marketers to become business developers. They often formally make the marketer a firm principal ensuring they play a key, direct role in executive decisions. I expect these firms will also be transforming their marketing operations as revenue centers advising some firm clients directly on marketing or acting as consultants and advisors to assist in the clients’ marketing decisions.
These enlightened firms understand that the CPA-rainmaker approach is no longer enough. They follow a team approach, work at firm buy-in, and follow firm governance procedures that ensure a more holistic, although still CPA-centric, approach to business development.
© 2010
*****************************************************************************
The above is from the fifth issue of the newsletter, Howard’s Inner Circle, which periodically appears on the blog, “Instigator” at http://howardwolosky.blogspot.com/. It may be reproduced in full if that fact is stated and Howard Wolosky is credited as the author.
Tuesday, December 29, 2009
Howard’s Inner Circle No. 4: A Proliferation of Pop-Up and Virtual Brick-and-Mortar Stores
Here today and gone tomorrow. A strange philosophy for a store, but that is the case. A number of retail chains and those introducing new products are doing it in a big way to generate increased sales and media coverage
This holiday season Toys ‘R’ Us opened “pop-up stores ” in eighty shopping malls and added temporary toy departments in its Babies ‘R’ Us stores. Target has been doing it for a number of years. It opens up holiday pop-ups for fifty days offering some of its best-selling holiday products. As the Washington Post reports, “Products are displayed in windows, and shoppers mark their selections on the clipboard menu before bringing the order to a register to check out -- much like at a cafeteria. All stock is pre-wrapped and picked up next to the registers.
“The merchandise includes a Keurig mini coffee brewer for $89.99, a Liv Girls doll for $19.99 and a Sigg water bottle for $21.99.”
These pop—ups are usually opened up in high traffic areas such as Times Square in New York City. However, last year Reebok launched a pop-up shop at an art gallery. My favorite one is a Subway sandwich shop physically attached to the Freedom Tower as it is being built in its World Trade Center location in New York City. According to the New York Post, the sandwich shop is “fitted into a shipping container-like structure fixed to one of the tower cranes, alongside a bathroom and construction offices for the project managers.
“The concession stand will rise with the tower, eventually stopping near the 105th floor -- at roughly the height of the old Twin Towers.”
I expect this pop-up store trend to continue and expand going beyond national chains and those with new products. With so much retail space available, commercial retail landlords will find this option attractive. There also will be cottage industries including suppliers selling or renting display units that can be easily set up and taken down in minutes. Because of the high unemployment, there will be a ready workforce. Also expect the entry of franchisors offering turnkey pop-up store operations.
So don’t be surprised if you see a calendar store from October to December and stores geared to particular holidays only open for a month or two. It won’t be just for Christmas as you will have Halloween stores and stores for holidays only celebrated by certain cultures. Add to this mix, bicycle rental stores in the summer, and state tourism agencies opening up stores in adjoining states for a month to encourage tourism.
These pop-ups are often mobile in the form of vans and other vehicles moved from place to place preceded by advance publicity. Some pop-ups are basically showcases for a retailor’s Web site with limited products to sample and assisted kiosks allowing easy ordering and shipment to the store for pick-up if desired.
Brick-and-mortar retailing is undergoing a remarkable and rapid transformation as online retailing takes hold. This pop-up trend is just one of the ways it can survive and benefit the national chains and the individual entrepreneurs, formerly known as “the mom and pop store owners” with which many of us grew up and loved.
© 2009
For additional reading on the subject, check out:
http://www.trendwatching.com/trends/POPUP_RETAIL.htm
http://www.washingtonpost.com/wp-dyn/content/article/2009/12/10/AR2009121003919.html
http://nymag.com/daily/fashion/2008/11/reebok_store.html
http://popupstores-nyc.com/
http://www.wired.com/promo/wiredstore/aboutus.html
*****************************************************************************
The above is from the fourth issue of my newsletter, Howard’s Inner Circle, which periodically appears on the blog, “Instigator” at http://howardwolosky.blogspot.com/. It may be reproduced in full if that fact is stated and Howard Wolosky is given credit as the author.
This holiday season Toys ‘R’ Us opened “pop-up stores ” in eighty shopping malls and added temporary toy departments in its Babies ‘R’ Us stores. Target has been doing it for a number of years. It opens up holiday pop-ups for fifty days offering some of its best-selling holiday products. As the Washington Post reports, “Products are displayed in windows, and shoppers mark their selections on the clipboard menu before bringing the order to a register to check out -- much like at a cafeteria. All stock is pre-wrapped and picked up next to the registers.
“The merchandise includes a Keurig mini coffee brewer for $89.99, a Liv Girls doll for $19.99 and a Sigg water bottle for $21.99.”
These pop—ups are usually opened up in high traffic areas such as Times Square in New York City. However, last year Reebok launched a pop-up shop at an art gallery. My favorite one is a Subway sandwich shop physically attached to the Freedom Tower as it is being built in its World Trade Center location in New York City. According to the New York Post, the sandwich shop is “fitted into a shipping container-like structure fixed to one of the tower cranes, alongside a bathroom and construction offices for the project managers.
“The concession stand will rise with the tower, eventually stopping near the 105th floor -- at roughly the height of the old Twin Towers.”
I expect this pop-up store trend to continue and expand going beyond national chains and those with new products. With so much retail space available, commercial retail landlords will find this option attractive. There also will be cottage industries including suppliers selling or renting display units that can be easily set up and taken down in minutes. Because of the high unemployment, there will be a ready workforce. Also expect the entry of franchisors offering turnkey pop-up store operations.
So don’t be surprised if you see a calendar store from October to December and stores geared to particular holidays only open for a month or two. It won’t be just for Christmas as you will have Halloween stores and stores for holidays only celebrated by certain cultures. Add to this mix, bicycle rental stores in the summer, and state tourism agencies opening up stores in adjoining states for a month to encourage tourism.
These pop-ups are often mobile in the form of vans and other vehicles moved from place to place preceded by advance publicity. Some pop-ups are basically showcases for a retailor’s Web site with limited products to sample and assisted kiosks allowing easy ordering and shipment to the store for pick-up if desired.
Brick-and-mortar retailing is undergoing a remarkable and rapid transformation as online retailing takes hold. This pop-up trend is just one of the ways it can survive and benefit the national chains and the individual entrepreneurs, formerly known as “the mom and pop store owners” with which many of us grew up and loved.
© 2009
For additional reading on the subject, check out:
http://www.trendwatching.com/trends/POPUP_RETAIL.htm
http://www.washingtonpost.com/wp-dyn/content/article/2009/12/10/AR2009121003919.html
http://nymag.com/daily/fashion/2008/11/reebok_store.html
http://popupstores-nyc.com/
http://www.wired.com/promo/wiredstore/aboutus.html
*****************************************************************************
The above is from the fourth issue of my newsletter, Howard’s Inner Circle, which periodically appears on the blog, “Instigator” at http://howardwolosky.blogspot.com/. It may be reproduced in full if that fact is stated and Howard Wolosky is given credit as the author.
Monday, December 21, 2009
Howard’s Inner Circle, No. 3: Two “Bicycle Condom” Business Models
Being unemployed and looking for revenue opportunities, I find potential ones in the weirdest places like standing in the rain waiting to meet someone in Hoboken, Jersey. It was by the PATH station, a commuter subway that goes to New York City. It was 5 P.M. and I was by a bike rack with fifty bikes locked up. Forty-nine bike seats were soaking wet, and one seat was bone dry as it had a plastic bag wrapped around it.
I pointed that fact out to an individual standing by me, whose name I later found out was Mike, and asked him why did he think only one biker protected his or her seat. His answer was, “It wasn’t raining this morning.” I asked a rider who was unlocking his bike and he gave me the same answer. By the way, the prediction was for rain in the afternoon.
I conferred further with Mike and asked him what he thought about the viability of selling plastic rain protectors for seats that could be stored under bicycle seats. They could be different colors and have logos from different teams, fashion houses, or retailers. Told Mike, I didn’t have a name for the product, and he suggested, ‘Bike Condom.”
Saw a brilliant partnership being formed with a 60/40 split of the profits. Just would have to draft a partnership agreement, write a business plan, check out the competition, hire a lawyer, find investors and financing, work out a deal with a manufacturer and a distributor, create a marketing and advertising campaign, develop packaging, and market test the product.
A quick Internet search found that the term “bike condom” was already taken as at http://www.treehugger.com/files/2009/01/bike-condoms-new-for-bike-sharing.php, there is the following statement: “In bike-sharing mecca Barcelona, there's a new way to make waste - put a pair of bike condoms onto the handles of the shared bike you are just about to take for a spin.” And at http://www.instructables.com/id/Bicycle_Seat_Condom, a rider tells us of a method to protect a seat from the rain, “During the Fall semester I started riding my bike to school and learned I hated riding in the rain after a seven hour class. I dreaded the idea of riding in the rain with a wet bike seat causing me to stand while pedaling. Luckily, being surrounded by Low density polyethylene (LDPE) cutoffs in the studio I began experimenting with vacuum forming this material to create a reusable bicycle seat cover that is durable, flexible, and waterproof.” My favorite bike seat cover was selling for $15 and made of durable urethane-coated ripstop nylon at http://www.rei.com/product/623806.
Looks like too much work and risk for Mike and me if we develop our own commercial “Bike Condom,” so let me offer an alternative business model in which we can immediately go to market today at no cost. We simply advise bike riders to stuff a plastic bag under the seat on their bicycle. So if there is a prediction or possibility of rain, they can wrap the plastic bag around the seat. If the rider must make a statement, he or she can use a plastic bag with a logo they like. And for those who decide to do so there is a charge, simply consider making a donation in any amount that you decide to charity or an individual that needs it more than you. With this second business model, Mike and I will still follow the same 60/40 split, but rather than sharing the profits, we hope to profit in a different way.
-------------------------------------------------------------------------------------------------------
The above is from the third issue of my newsletter, Howard’s Inner Circle, which periodically appears on my blog, “Instigator” at http://howardwolosky.blogspot.com/. It may be reproduced in full if that fact is stated and Howard Wolosky is given credit as the author.
I pointed that fact out to an individual standing by me, whose name I later found out was Mike, and asked him why did he think only one biker protected his or her seat. His answer was, “It wasn’t raining this morning.” I asked a rider who was unlocking his bike and he gave me the same answer. By the way, the prediction was for rain in the afternoon.
I conferred further with Mike and asked him what he thought about the viability of selling plastic rain protectors for seats that could be stored under bicycle seats. They could be different colors and have logos from different teams, fashion houses, or retailers. Told Mike, I didn’t have a name for the product, and he suggested, ‘Bike Condom.”
Saw a brilliant partnership being formed with a 60/40 split of the profits. Just would have to draft a partnership agreement, write a business plan, check out the competition, hire a lawyer, find investors and financing, work out a deal with a manufacturer and a distributor, create a marketing and advertising campaign, develop packaging, and market test the product.
A quick Internet search found that the term “bike condom” was already taken as at http://www.treehugger.com/files/2009/01/bike-condoms-new-for-bike-sharing.php, there is the following statement: “In bike-sharing mecca Barcelona, there's a new way to make waste - put a pair of bike condoms onto the handles of the shared bike you are just about to take for a spin.” And at http://www.instructables.com/id/Bicycle_Seat_Condom, a rider tells us of a method to protect a seat from the rain, “During the Fall semester I started riding my bike to school and learned I hated riding in the rain after a seven hour class. I dreaded the idea of riding in the rain with a wet bike seat causing me to stand while pedaling. Luckily, being surrounded by Low density polyethylene (LDPE) cutoffs in the studio I began experimenting with vacuum forming this material to create a reusable bicycle seat cover that is durable, flexible, and waterproof.” My favorite bike seat cover was selling for $15 and made of durable urethane-coated ripstop nylon at http://www.rei.com/product/623806.
Looks like too much work and risk for Mike and me if we develop our own commercial “Bike Condom,” so let me offer an alternative business model in which we can immediately go to market today at no cost. We simply advise bike riders to stuff a plastic bag under the seat on their bicycle. So if there is a prediction or possibility of rain, they can wrap the plastic bag around the seat. If the rider must make a statement, he or she can use a plastic bag with a logo they like. And for those who decide to do so there is a charge, simply consider making a donation in any amount that you decide to charity or an individual that needs it more than you. With this second business model, Mike and I will still follow the same 60/40 split, but rather than sharing the profits, we hope to profit in a different way.
-------------------------------------------------------------------------------------------------------
The above is from the third issue of my newsletter, Howard’s Inner Circle, which periodically appears on my blog, “Instigator” at http://howardwolosky.blogspot.com/. It may be reproduced in full if that fact is stated and Howard Wolosky is given credit as the author.
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