Dr Jeff Cornwall

My colleague here at Belmont University, Jose Gonzalez, has been working with a group of students to assist honey farmers in Guatemala.

They all spent time in Guatemala over part of the Christmas break and are now back working on plans to help these farmers.  Toward that end they have entered their project in Dell’s Social Innovation Competition.

Here is our students’ entry into this competition to set up an entity to support these farmers and to expand a microloan fund:

Our plan is to support the creation of an independent venture that manages the production and commercialization of Fair Trade honey for small-scale farmers in Guatemala.

Background: Located in the mountainous department of Quiche in northern Guatemala, the town of Chajul suffered some of the most brutal violence of Guatemala’s thirty-year Civil War. Its predominantly indigenous community continues to be one of the most economically distressed in Guatemala. Our team traveled to Chajul earlier this year and worked with the coffee farmers of the Asociacion Chajulense. This cooperative of 1,400 Fair Trade and organic coffee producers exports to the US, Canada and Europe, and provides techinical support and social services to its membership.

While the Fair Trade movement has improved the lives of Chajul’s farmers, they continue to struggle with poverty, and recent climate changes have emphasized the urgent need for diversifying their incomes. With this in mind, the Asociacion Chajulense recently launched a venture to Fair Trade Honey production.  Honey is an ideal supplemental crop. For most of the year, beehives require only a small amount of maintenance, and the annual division of hives allows for a typical yearly increase in production of 50%.  To date, Chajul’s successes with honey are impressive, as 100% of their production has made its way to the European market.

Our plan: To spin off the cooperative’s honey project into a separate entity solely focused on the production and sale of honey. What started as a small initiative to support coffee farmers can become a highly impactful independent economic development initiative for the region. The potential is remarkable. The modest efforts so far have impacted only 50 producers who are involved in honey production activities. We estimate another 1,000 families stand to benefit from the implementation or our plan.  Resources would be invested in creating the necessary organizational infrastructure and capacity to manage the newly created social venture.  A portion of the funding would be allocated to the expansion of a microloan fund.

Over 85% of the population of Quiche lives on less than $2 a day. The lack of economic development opportunities is a significant detriment to the region.  By creating a more efficient opportunity for revenue growth for a cooperative that is a central part of the community, it will greatly improve the livelihood of the honey bee farmers, their families and the community.

Please go to the website and give our students your vote.

Registration is very easy.  You can find the Belmont idea here.  Just click on “Promote” to give them your vote.  Thanks!

There are enough challenges with start-ups — finding capital, finding space, attracting customers, reaching breakeven, hiring employees, etc., etc..  Why do so many entrepreneurs add interpersonal problems to this the already long list of challenges that must be dealt with during startup?

I have written often about the pitfalls of working with partners in entrepreneurial ventures (see here and here for a couple of recent musings). When a partnership works well, it can help you achieve things you never could have achieved alone.  That was certainly the case with some of my partners in our health care venture. 

But, partnership problems can be a significant cause of business failure for deals that would have succeeded were it not for the infighting of the owners.

Such dysfunction also extends to the key members of the team who are not formally partners in the venture.  Team dynamics can soak up precious time that is needed to align the business to the market and getting customers in the door.

MyVenturePad has a link to a good post by Martin Zwilling at his blog Startup Professional Musings in which he looks at how to build a successful start-up team.

Culture really begins to take form with the first few hires, so make sure you look at not just people’s talents, but their fit with your evolving team. 

Manage the team carefully to build cohesion.  And if someone is not fitting in, do not wait to long to remove that person from your business.  The longer you wait to act, the worse the problem gets, and the more damage will be done to your team.

Well, our latest student-create, student-run campus business, Buzzy’s Candy Store, is off to a roaring start! 

It demonstrates that the market is still open to businesses that fill a niche, even in the throws of the recession.  The student who proposed the venture did her homework and found that a candy store is something our students, faculty, staff and neighbors all wanted. There are still opportunities out there — a little harder to find, but they are there.

Here are a few shots from their opening weekend.

The Buzzy’s Store Front

Buzzy’s founding team of students

Belmont University President Fisher among first customers

Just like in real estate, we are in a buyers market for the sale of existing businesses.

The demand for buying businesses has weakened as the recession has lingered, while the increasing number of distressed small businesses has created a surplus of owners ready to sell.

Even when the economy recovers, we can expect conditions to continue to favor business buyers as baby boomer entrepreneurs look to exit or cash out of their businesses to fund retirement.

Scott Hill, managing partner of Peer Business Group in Brentwood, offers five key steps, if you are in the market to purchase an existing business.

First, carefully evaluate the impact of owning a particular business on your family’s lifestyle and finances. Evaluate the income and wealth risks by working through worst-case scenarios.

Hill suggests you ask questions such as, “What are my own and my family’s lifestyle priorities, and how will the demands of the new business affect what we have been accustomed to?”

And “beyond the investment, down payment and debt obligations, how many months can I survive if the business cannot pay me for a period of time?”

Hill also recommends that you talk about the risks honestly and clearly with your family to make sure everyone is 100 percent behind buying the business.

Second, ask the owner detailed questions about his or her daily activities. Shadow him or her to get a true understanding of the actual role the owner plays in the business. Determine whether the duties of the owner are consistent with your own priorities, lifestyle and values.

Third, take a critical look at the business and try to uncover any red flags. Never evaluate a business from a perspective that simply reaffirms your desire to buy it.

Hill advises: “Some red flags are really no big deal. But some are deal killers.” Make sure you uncover and discuss potential problems before you buy.

Fourth, make sure you have enough cash to support the business. “Ideally, you shouldn’t buy a business unless you have at least an extra 10 percent set aside for working capital or as an emergency fund.”

Statistics say the buyer can expect as much as a 15 percent reduction in sales after the purchase. The more cash you have, the better the cushion, Hill says.

Finally, make sure to work with experts when buying a business. That includes not only a buyer’s broker, but also an attorney and certified public accountant who are experienced at business acquisitions.

A challenge you will face is that owners often place unrealistic values on their own businesses. Experts familiar with buying and selling can help determine a realistic valuation.

Scott Hill’s firm has a buyers resources page filled with tools and information at this Web site: www.peerbusinessgroup.com/buyerresources.html.

(From my column this week in the Tennessean).

Yesterday was a great day here at Belmont.  As I mentioned the other day, our latest campus-based business opened for business.

Buzzy’s Candy Store had an amazing opening, with revenues in one day that equal what some of our stores would be happy with in a month!!  The girls behind this venture, Areej Rabie, Julia Cecere, and Mandy Strader, did an amazing job getting the store ready to open and building a “buzz” for their grand opening.  There were lines to check out almost all day.

What is amazing is how many colleges and universities that you may have never heard of are doing really cool things in entrepreneurship education all around the world.

This is nothing new.  Many of the best innovations in entrepreneurship education over the past three decades have come out of little known programs. 

I could never have gotten our program to the point it is now at many of the larger, better known institutions.  The bureaucracy and inertia at these schools makes program development a slow and sometimes painful process.

A post by Vivek Wadhwa at TechCrunch from last fall says that pedigree really does not matter for entrepreneurs — it is what they get out of their education, not where it comes from that matters.  He writes:

With my affiliations at three of the greatest universities in the world
(Harvard, Berkeley, and Duke), I know I’m going to take a lot of flak for this
piece. (Yes, I know that Berkeley and Duke aren’t Ivy League — but they are in
the “elite” category). It’s not that I haven’t been trying to find the good
news. I’ve done three big research projects on entrepreneurship. Each of these
reached the same conclusion about education and entrepreneurship: What makes
entrepreneurs successful is the education, not the school. It’s the same in
India and China. India’s IITs and China’s Fudan University (their “Ivy League”
schools) don’t hold any monopoly on graduating tech stars.

I find the same thing with our entrepreneurship students.  Those who take advantage of all we offer them gain amazing momentum coming out of college.

Certainly, the two freshmen and the sophomore who took the initiative and opened Buzzy’s are already improving their chances of success in their futures after they leave Belmont.

(Thanks to Bruce Schierstedt for passing the TechCrunch story along).