Check out this interview from Entrepreneur.com! It's a great example of starting off on your own, and Davinci can help you do that with our Emerging Business Program.

How to Ditch Your Cube and Be Your Own Boss

Pamela Slim, author of Cubicle Nation wants to set you free. Consider her advice for opting out of corporate life.

By Kimberlee Morrison Entrepreneur's StartUps - September 2010

Pamela Slim was tired. For the first 10 years of her career, she was busy juggling two demanding jobs. By day, she was a corporate director of training and development; at night and on weekends, she served as a volunteer director of a martial arts organization, working with at-risk children. The pace eventually took its toll. She knew she had to take a break. Perhaps surprising to some, she decided to walk away from her day job.

That bold and abrupt departure 14 years ago has turned into a permanent escape from -- as she puts it -- the "oppressive, constraining, crazy-making environment" of the corporate cubicle. Slim is now a self-employed corporate consultant, designing and teaching leadership programs, sales presentation skills and providing executive career coaching for major corporations, including Hewlett Packard, Charles Swab and Cisco Systems.

In 2005, Slim extended her reach by starting a blog with a manifesto declaring herself the liberator of Cubical Nation. Her mission: to help people escape the cube and realize their entrepreneurial dreams. The blog, which now claims 60,000 unique visitors per month, landed Slim a book deal. Escape From Cubicle Nation: From Corporate Prisoner to Thriving Entrepreneur was published earlier this year.

Entrepreneur recently caught up with Slim to discuss her philosophy, and to pick her brain about facing down fears, chucking the corporate gig and following that pioneering impulse.

Were you afraid when you decided to leave the steady job behind?
I think it was youthful exuberance, but I wasn't really scared. I quit my job and didn't have another lined up. I was planning to go back and find another position, but nothing sounded interesting. It was 1996 and I was in the Bay Area; a very ripe market, so there was tons of work available. I started working independently as a consultant for HP pretty much always had work after that.

Is it normal not to be fearful?
Most of my readers and clients have huge fears -- mainly about living in a van down by the river. People have real anxiety they won't be able to generate enough income to take care of their families. That's the No. 1 concern.

But that's not unreasonable in these days. What's your coping advice?
First, you have to understand what you're afraid of. If you have a generalized anxiety and think you're going to eat garbage out of a dumpster, you have to ask yourself why you feel that way. Is it because you're unsure of your business plan? Or because you don't fully understand your market? Well, you have reason to worry. It's very important for people to self-diagnosis and figure out the core issue--and then do something about it.

I also believe in testing often and failing fast. Develop your business plan beyond the conceptual phase before quitting your day job. You should actually work on building up your new business -- selling your products and services -- while you have cash cushion. I realize that sometimes it's not possible, but it's always advisable.

In your experience, what age group most wants to opt out of corporate life?
There's strong resonance from 40 and 50 year olds. They've been there and can relate to the difficulties of corporate life and to the transition to a new challenge. I've also gotten a lot of feedback from Gen Y -- a whole crew of 20-somethings who say they don't even want to go the standard cubicle route in the first place.

Why is that?
We're at a real shifting point in history. The framework for career development has blown up and changed--and I think for the better. There was a lot of pressure on previous generations, baby boomers especially--from parents and educational institutions--to go down the corporate path, even if they had preferred to do otherwise. No more.

What's makes Gen-Y different?
They're hyper-connected digitally and they're witnessing many more examples of people successfully skipping the corporate track altogether. And they're very clear about what they don't want to do.

So what do they do?
Gen-Y-ers are great 'side-hustlers.' They're really good at getting a lot of little side ventures off the ground -- many tech oriented -- and then figuring out which one to grow into a full-on business.

What's the take-away from your book?
I wanted to create a clear path to outline the steps that many corporate employees didn't know existed. There are a lot of nuts-and-bolts books out there, but they don't deal with the hidden concerns -- such as dealing with your fears and reawakening your creativity after being in a corporate setting for a long time; and, not inconsequentially, sharing with your spouse or partner the idea that you want to quit your job. At the end of the day, I want someone to put down the book and say, 'Oh my gosh, I can start a business and be successful.' Or, 'Oh my gosh, this is not really for me.'

So You Want to Be Your Own Boss...

(from Entrepreneur.com)

8 tips to get you going, even if you don't know where to start

By Tamara Monosoff July 19, 2010

If you want to start a business but don't know where to start, don't worry--you are not alone. In fact, given the new economic reality of our time, more people than ever before have found the "job" they thought was waiting for them doesn't exist. Others have come to the conclusion that they would rather create work they love, constructed to fit with their own life goals. No matter what the motivation is to be your own boss, you can start today.

Here are 8 Tips to Get You Started:

1. Take a Stand for Yourself.
   If you are dissatisfied with your current circumstances, admit that no one can fix them except for you. It doesn't do any good to blame the economy, your boss, your spouse or your family. Change can only occur when you make a conscious decision to make it happen.
2. Identify the Right Business for You.
   Give yourself permission to explore. Be willing to look at different facets of yourself (your personality, social styles, age) and listen to your intuition. We tend to ignore intuition even though deep down we often know the truth. Ask yourself "What gives me energy even when I'm tired?"
   
   How do you know what business is "right" for you? There are three common approaches to entrepreneurship:
   
   Do What You Know: Have you been laid off or want a change? Look at work you have done for others in the past and think about how you could package those skills and offer them as your own services or products.
   
   Do What Others Do: Learn about other businesses that interest you. Once you have identified a business you like, emulate it.
   
   Solve a Common Problem: Is there a gap in the market? Is there a service or product you would like to bring to market? (Note: This is the highest-risk of the three approaches.) If you choose to do this, make sure that you become a student and gain knowledge first before you spend any money.
   
3. Business Planning Improves Your Chances for Success.
   Most people don't plan, but it will help you get to market faster. A business plan will help you gain clarity, focus and confidence. A plan does not need to be more than one page. As you write down your goals, strategies and action steps, your business becomes real.
   
   Ask yourself the following questions:
   - What am I building?
   - Who will I serve?
   - What is the promise I am making to my customers/clients and to myself?
   - What are my objectives, strategies and action plans (steps) to achieve my goals?
   
4. Know Your Target Audience Before You Spend a Penny.
   Before you spend money, find out if people will actually buy your products or services. This may be the most important thing you do. You can do this by validating your market. In other words, who, exactly, will buy your products or services other than your family or friends? (And don't say. "Everyone in America will want my product." Trust me--they won't.) What is the size of your target market? Who are your customers? Is your product or service relevant to their everyday life? Why do they need it?
   
   There is industry research available that you can uncover for free. Read industry articles with data (Google the relevant industry associations) and read Census data to learn more. However, the most important way to get this information is to ask your target market/customers directly and then listen.
5. Understand Your Personal Finances and Choose the Right Kind of Money You Need for Your Business.
   As an entrepreneur, your personal life and business life are interconnected. You are likely to be your first--and possibly only--investor. Therefore, having a detailed understanding of your personal finances, and the ability to track them, is an essential first step before seeking outside funding for your business. This is why I recommend setting up your personal accounts in a money management system such as Mint.com to simplify this process.
   
   As you are creating your business plan, you will need to consider what type of business you are building--a lifestyle business (smaller amount of startup funds), a franchise (moderate investment depending on the franchise), or a high-tech business (will require significant capital investment). Depending on where you fall on the continuum, you will need a different amount of money to launch and grow your business, and it does matter what kind of money you accept.
   
6. Build a Support Network.
   You've made the internal commitment to your business. Now you need to cultivate a network of supporters, advisors, partners, allies and vendors. If you believe in your business, others will, too.
   
   Network locally, nationally & via social networks. Join networks like NAPW.com, your local chamber of commerce, or other relevant business groups. Here are some networking basics:
   
   - When attending networking events, ask others what they do and think about how you can help them. The key is to listen more than tout yourself.
   - No matter what group you join, be generous, help others and make introductions without charging them.
   - By becoming a generous leader, you will be the first person that comes to mind when someone you've helped needs your service or hears of someone else who needs your service.
7. Sell By Creating Value.
   Even though we purchase products and services every day, people don't want to be "sold." Focus on serving others. The more people you serve, the more money you will make. When considering your customers or clients, ask yourself:
   
   - What can I give them?
   - How can I make them successful in their own pursuits?
   - This approach can help lead you to new ways to hone your product or service and deliver more value, which your customers will appreciate.
8. Get the Word Out.
   Be willing to say who you are and what you do with conviction and without apology. Embrace and use the most effective online tools (Twitter, Facebook, YouTube, LinkedIn) available to broadcast your news. Use social networks as "pointer" sites; i.e., to point to anything you think will be of interest to your fans and followers.
   
   Even though social networks are essential today (you must use them!), don't underestimate the power of other methods to get the word out: e.g., word-of-mouth marketing, website and internet marketing tools, public relations, blog posts, columns and articles, speeches, e-mail, newsletters, and the old-fashioned but still essential telephone.
   
   If you take these steps, you'll be well on your way to becoming your own boss. It's important to remember that you are not alone. If you want to "be your own boss" but you still feel stuck, reach out and connect with other entrepreneurs in a variety of ways. You may be surprised by the invaluable contacts that are right at your fingertips.

Here's a "Sales Tip of the Week" from the June edition of Entrepreneur.com

When the Selling Gets Tough, the Tough Get Smart

By Mark Stevens

1. Drop the word "recession" from your lexicon and replace it with "opportunity." People are buying homes, cars, shoes, software, copiers and even yachts. Find out where the opportunities are and make that your market.
   
   
2. Experiment with sales and marketing initiatives you've never tried or have avoided. Say, for example, that you detest the idea of hosting a seminar. Well, seminars are a powerful way to sell through education. And today, with impulse sales on the decline, selling by advising and informing can deliver a strong advantage.
   
   
3. Remember that buying is linked to key human needs and emotions that prevail regardless of economic conditions. The drive for success, wealth, beauty, security, entertainment, peace of mind and love never goes away. This may be the ideal time to change your approach from a product or service focus to a pitch based on these enduring drives and values.

"Starting a Business: The Idea Phase"

Here's a fantastic article from Start Your Own Business, Fifth Edition. A very good place to grow your business is with Davinci's Emerging Business Program.



You know you want to start a business, but what do you do next? Here's how to find the perfect idea for your business.

By Entrepreneur Staff

Many people believe starting a business is a mysterious process. They know they want to start a business, but they don't know the first steps to take. In this chapter, you're going to find out how to get an idea for a business--how you figure out exactly what it is you want to do and then how to take action on it.

But before we get started, let's clear up one point: People always wonder if this is a good time to start their business idea. The fact is, there's really never a bad time to launch a business. It's obvious why it's smart to launch in strong economic times. People have money and are looking for ways to spend it. But launching in tough or uncertain economic times can be just as smart. If you do your homework, presumably there's a need for the business you're starting. Because many people are reluctant to launch in tough times, your new business has a better chance of getting noticed. And, depending on your idea, in a down economy there is often equipment (or even entire businesses!) for sale at bargain prices.

Estimates vary, but generally more than 600,000 businesses are started each year in the United States. Yet for every American who actually starts a business, there are likely millions more who begin each year saying "OK, this is the year I am going to start a business," and then don't.

Everyone has his or her own roadblock, something that prevents them from taking that crucial first step. Most people are afraid to start; they may fear the unknown or failure, or even success. Others find starting something overwhelming in the mistaken belief they have to start from scratch. They think they have to come up with something that no one has ever done before--a new invention, a unique service. In other words, they think they have to reinvent the wheel.

But unless you're a technological genius--another Bill Gates or Steve Jobs--trying to reinvent the wheel is a big waste of time. For most people starting a business, the issue should not be coming up with something so unique that no one has ever heard of it but instead answering the questions: "How can I improve on this?" or "Can I do this better or differently from the other guy doing it over there?" Or simply, "Is there market share not being served that makes room for another business in this category?"

Get the Juices Flowing
How do you start the idea process? First, take out a sheet of paper and across the top write "Things About Me." List five to seven things about yourself--things you like to do or that you're really good at, personal things (we'll get to your work life in a minute). Your list might include: "I'm really good with people, I love kids, I love to read, I love computers, I love numbers, I'm good at coming up with marketing concepts, I'm a problem solver." Just write down whatever comes to your mind; it doesn't need to make sense. Once you have your list, number the items down one side of the paper.

On the other side of the paper, list things that you don't think you're good at or you don't like to do. Maybe you're really good at marketing concepts, but you don't like to meet people or you're really not that fond of kids or you don't like to do public speaking or you don't want to travel. Don't overthink it; just write down your thoughts. When you're finished, ask yourself: "If there were three to five products or services that would make my personal life better, what would they be?" This is your personal life as a man, woman, father, husband, mother, wife, parent, grandparent--whatever your situation may be. Determine what products or services would make your life easier or happier, make you more productive or efficient, or simply give you more time.

Next, ask yourself the same question about your business life. Examine what you like and dislike about your work life as well as what traits people like and dislike about you. Finally, ask yourself why you're seeking to start a business in the first place. Then, when you're done, look for a pattern to emerge (i.e., whether there's a need for a business doing one of the things you like or are good at).

They Delivered
Here's a business startup story that's a great example of seeing a need and filling it. Entrepreneur magazine is located in Irvine, California, a planned community. Many years ago, there weren't many fast-food restaurants in the business area. Most were across town, where the neighborhoods were. Two young men in Irvine found this lunch situation very frustrating. There weren't many affordable choices. Sure, there were some food courts located in strip centers, but the parking lots were really small and the wait was horrendous.

One day, as they were lamenting their lunch problem, one of them said, "Wouldn't it be great if we could get some good food delivered?" The proverbial light bulb went on! Then they did what many people don't do--they did something about their idea. Coincidentally, they purchased one of Entrepreneur's business startup guides and started a restaurant delivery business.

To date, their business has served more than 15 million people! It's neither a complicated business nor an original one. Their competition has gotten stiffer, and yet they're doing phenomenally well. And it all began because they listened to their own frustrations and decided to do something about them. Little did they know that research cites the shrinking lunch hour as one of the biggest complaints by American workers. Some only get 30 minutes, making it nearly impossible to get out, get lunch and get back on time. So while these young entrepreneurs initially thought they were responding to a personal need in their local area, they actually struck a universal chord.

That is one way to get ideas--listening to your own (or your co-workers', family's or neighbors') frustrations. The opportunities are all there; you just need to search them out. If your brain is always set in idea mode, then many ideas may come from just looking around or reading. For instance, if you had read an article about the shrinking lunch hour, and if you were thinking entrepreneurially, you would say "Wow, maybe there's an opportunity there for me to do something. I should start researching it."

Inspiring Moments
Inspiration can be anywhere. Here's another classic startup story: Ever get charged a fee for returning a video late? Bet you didn't do anything about it. Well, when Reed Hastings got a whopping $40 late charge, instead of getting mad, he got inspired. Hastings wondered "How come movie rentals don't work like a health club, where, whether you use it a lot or a little, you get charged the same?" From this thought, Netflix.com, an online DVD rental service, was born. From its start in 1999, Netflix has grown into a big business with revenues topping $1.3 billion.

Getting an idea can be as simple as keeping your eyes peeled for the latest hot businesses; they crop up all the time. Many local entrepreneurs made tons of money bringing the Starbucks coffeehouse concept to their hometowns and then expanding from there. Take Minneapolis-based Caribou Coffee. The founders had what they describe as an "aha moment" in 1990, and two years later launched what is now the nation's second-largest company-owned gourmet coffeehouse chain. Other coffee entrepreneurs have chosen to stay local.

And don't overlook the tried and true. Hot businesses often go through cycles. Take gardening. For the last few years gardening products and supplies have been all the rage, but you wouldn't consider gardening a 21st century business.

In other words, you can take any idea and customize it to the times and your community. Add your own creativity to any concept. In fact, customizing a concept isn't a choice; it's a necessity if you want your business to be successful. You can't just take an idea, plop it down and say "OK, this is it." Outside of a McDonald's, Subway or other major franchise concept, there are very few businesses that work with a one-size-fits-all approach.

One of the best ways to determine whether your idea will succeed in your community is to talk to people you know. If it's a business idea, talk to co-workers and colleagues. Run personal ideas by your family or neighbors. Don't be afraid of people stealing your idea. It's just not likely. Just discuss the general concept; you don't need to spill all the details.

Just Do It!
Hopefully by now, the process of determining what business is right for you has at least been somewhat demystified. Understand that business startup isn't rocket science. No, it isn't easy to begin a business, but it's not as complicated or as scary as many people think, either. It's a step-by-step, common-sense procedure. So take it a step at a time. First step: Figure out what you want to do. Once you have the idea, talk to people to find out what they think. Ask "Would you buy and/or use this, and how much would you pay?"

Understand that many people around you won't encourage you (some will even discourage you) to pursue your entrepreneural journey. Some will tell you they have your best interests at heart; they just want you to see the reality of the situation. Some will envy your courage; others will resent you for having the guts to actually do something. You can't allow these naysayers to dissuade you, to stop your journey before it even begins.

In fact, once you get an idea for a business, what's the most important trait you need as an entrepreneur? Perseverance. When you set out to launch your business, you'll be told "no" more times than you've ever been told before. You can't take it personally; you've got to get beyond the "no" and move on to the next person--because eventually, you're going to get to a "yes."

One of the most common warnings you'll hear is about the risk. Everyone will tell you it's risky to start your own business. Sure, starting a business is risky, but what in life isn't? Plus, there's a difference between foolish risks and calculated ones. If you carefully consider what you're doing, get help when you need it, and never stop asking questions, you can mitigate your risk.

You can't allow the specter of risk to stop you from going forward. Ask yourself "What am I really risking?" And assess the risk. What are you giving up? What will you lose if things don't work out? Don't risk what you can't afford. Don't risk your home, your family or your health. Ask yourself "If this doesn't work, will I be worse off than I am now?" If all you have to lose is some time, energy and money, then the risk is likely worth it.

Determining what you want to do is only the first step. You've still got a lot of homework to do, a lot of research in front of you. Buying this book is a smart first step. Most important: Do something. Don't sit back year after year and say "This is the year I'm going to start my business." Make this the year you really do it!

Utah Women-Owned Businesses Facing Obstacles with Confidence

by Candace Little, UtahBusiness.com 06 October 2010—

Some of Utah’s top women in business discussed company growth and overcoming obstacles during the recession and shared advice for future female business leaders at a Utah Business roundtable October 5, 2010.

Up to the Challenge

Downsizing was a solution for many businesses to survive the recession, a very hard decision for some of the women at the roundtable to make. “[Our business] becomes our baby and our child and we want to grow it,” Suzanne Ziemba, president of Yelo Creative Group said. “When something happens to it, it becomes this very emotional thing. It’s hard to say, ‘it’s just not working the way I thought it was going to work,’ and there is an element of loss. It has been very difficult.”

Maxine Turner, president of Cuisine Unlimited had to cutback on her employees. She said the company was functioning at the profitability levels of 2005, and decided to cut staff from 110 to 65. Even with the cutbacks, the company implemented some innovative menus to compete with other local caterers, it was able to expand to Park City and is also expanding its international presence.

Hydee Willis, president of Creative Expressions said she also cut her staff from 65 to 32. Willis said it was hard, but compared her company to running a big ship, and that she turned over all its issues to the entire crew. “They came up with some incredible ideas and process changes,” Willis said, that helped the company through the recession.

While some struggle to get business, Alicia Bremer, president of Bremer Public Relations, Inc. and Jeri Cartwright, president of Cartwright Communications, are busy trying to keep up. Cartwright said she has had to learn to turn some work away so she can continue providing services to her existing clients at the quality she promises. Bremer said there has been a high demand for strategic communications that really picked up the beginning of this year and that one of her biggest challenges is constantly staying up with the social media that will benefit her clients’ bottom lines.

Some women said their biggest obstacle has been getting funded or knowing what kind of funding would best fit their business. Wells Fargo’s Julie Tanner, vice president and manager of women’s financial services said, “If you have a successful business and can prove that, you’ll get a loan. We are ready and wiling to lend.”

Giving Advice

Joining networking and support organizations helped many women around the table succeed, and they shared some advice they’ve learned about starting or leading a business.

“Women need to stand on their own.” Said Sabina Zunguze, CEO of Beautiful Options USA. “Being a minority woman, where in business you are doing the same thing but they look at you as if you’re doing something less than they are, I know there are many women who fizzle out because they don’t have the confidence. If you have the confidence and your focus and you know what it is you’re doing you create a successful environment.”

Kelly King Anderson, founder and managing director of StartupPrincess said business owners need to be careful when using social media because while you are building relationships with Twitter, blogs, Facebook, etc., Anderson said, “If you’re not linking it to a sale, it’s a waste of time.” She also advises women entrepreneurs to study your passions and work within an industry before launching a business. “I think it’s so smart to learn everything you can about the industry before you go into it,” Anderson said.

Lavanya Mahate, executive director at the Salt Lake Chamber Women’s Business Center said there are a lot of checklists when starting a business, but she thinks the three most important things are, “1) Imagination—imagine the possibilities, 2) Inspiration—you have to be inspired in what you’re doing and then be willing to inspire your associates. Without inspiration you can’t move forward, and then 3) Intuition. Use your best judgment—you’re smart, you’ve done all your homework, just go dive into it.”

Willis agreed it’s good to make a business out of your passion, but if you don’t know how business works upfront, you’re setting yourself up to fail. “You need to learn the aspects of business, then you take your passion and your inspiration and you build on that,” Willis said.

UtahBusiness.com

“Success doesn't come to you, you go to it.”

-Marva Collins

Check out this article from Entrepreneur.com. Of course, getting a virtual number from Davinci Executive Suites and Virtual Offices can enhance the professional image--professional answering service, conference rooms, mailbox--where home offices fall short. We have many options to fit every business in every stage--executive office suites, virtual offices, and our Emerging Business Program. Call a Davinci Center today!

Home Sweet Home Office

The first of a three-part series on home offices. Part One: Finding the right tools to maximize efficiency and minimize pain.

By Jonathan Blum Entrepreneur Magazine - October 2010

Until recently, the evolution of the entrepreneurial work-at-home experience went something like this: First a small space--maybe just the kitchen table--would be carved out to chase a new opportunity. With luck and hard work, the business might grow significant enough to take over a dedicated space, like a spare bedroom, a corner of the basement or that room above the garage. Eventually, if the business really took off, it would outgrow the confines of the home office and move to a dedicated business space.

Today, though, technology and a growing awareness of the need for intelligent home office space have combined to change those dynamics. New ergonomic work tools transfer the benefits of dedicated work spaces to home environments. Advanced wireless networking brings full connectivity to any room. And a changing society has blurred the lines of where it is acceptable to do business.

Working from home took off in the 1990s, when laptops and mobile phones made telecommuting viable. Companies often looked to save on rent by giving workers a stipend to set up shop from home. Inexpensive modular pieces were shoehorned into cramped, ad-hoc home spaces with middling results: Hands ended up tilted at awkward positions, leading to repetitive stress injuries and a bum rap on working at home.

"There were a lot of lawsuits," says Mark Dutka, principal at InHouse Design Studio, a San Francisco-based home office design firm. "Plus it led to a perception that working from home was somehow generically less efficient--which really is not true."

The internet boom and bust, a surge in outsourcing by shrinking companies and a recent explosion of small businesses launched by downsized workers caught the attention of big furniture shops and tech firms. All that know-how translates to the availability of tools that can help make you more comfortable and productive in your home office while you work on making your business more profitable. Here's how:

Take care of yourself. Think ergonomics first. Choose a keyboard that tilts in and out and can be adjusted up and down as well as back and forth. Humanscales' 2G System ($419) is a solid pick. When you're typing, make sure your hands tilt downward to ease the strain on your long manual tendons. And for tasks like web surfing and research, noodle the keyboard around until it feels comfortable. (Surprisingly, experts say desk height doesn't really matter; the keyboard is what should adjust to your needs.) Your chair should be all about flexibility and support. A good entry-level model like the Herman Miller Celle Chair ($449) should move up and down, swivel right and left. It should have well-placed, adjustable armrests; and don't forget your head--your neck and lower back are all part of a (potentially painful) piece.

Every (small) thing in its place. Most office furniture is too big for homes. Look for a smaller, L-shaped desk instead of the traditional square. Then put the monitor directly in front of you at eye level and everything else-- computers, peripherals, etc.--off to your right or left. Also, avoid sitting directly in front of a window. Yes, the view is nice, but the contrasting light confuses your retina, which can give you a royal headache. You can't make money that way.

Light it up. Task lights are great in the kitchen or for reading, but these direct, down-facing lights should be banished from the home office. They create glare on the screen, which can tire your eyes. Instead, bounce light off the ceiling or wall and give your work a cool bath of indirect illumination. For best results, choose a light you can point and spin depending on the time of day. Check out the personal desk lights with efficient LED bulbs from Group Dekko.

Get moving. Don't make things too accessible. Without that water cooler chat to pull you way from your desk, you will need to build in excuses to stop typing and move around. Use a next-generation wireless technology like the Netgear N300 Wireless dual band router ($99) to put the printer in another room. And then jack in a high-quality, cordless headset like Plantronics T20 ($80) that lets you make calls from the couch or the deck--or better yet, the exercise bike.

The bottom line: A home office can be not only as efficient, but potentially even more efficient than a dedicated out-of-home space. Never mind the zero spent on commuting or the savings on dry cleaning, there are real tax advantages as well. Done right, your home office can make money for you, even when you don't.

Productivity bonus: If you have a good chair and keyboard, a perfectly functioning fold-down work space can be attached to something as simple as the back of a solid core door. You may not need a dedicated office at all.

What's next: In subsequent issues, we'll highlight home office solutions for popular work-from-home jobs and crack the elusive code of how to meet with clients when your office is in your house.

Davinci Suites Partners with Utah Technology Council to Bring High-Tech Jobs to Salt Lake

Davinci Suites, a leading provider of virtual offices, meeting rooms and executive office suites in the Salt Lake area, is proud to announce a partnership with the Utah Technology Council (UTC), Utah’s premier professional association. Through this partnership, Davinici Suites hopes to help UTC foster new high-tech growth throughout Utah.

UTC’s mission involves developing a high-quality high-tech work force and attracting an increasing array of funding to the state. And Davinci Suites helps their clients do just that – by lowering their capital expenditures on facility costs, while utilizing state-of-the-art virtual office facilities on-demand to run their business, host meetings and make great first impressions with important business partners with executive office suites.

Now through this partnership, Davinici Suites’ clients are eligible to join UTC at $10 per month for technology companies and $42 per month for non-technology companies. This is a 50% savings off traditional membership pricing.

Davinci Suites is proud to offer this discount to their clients, knowing that as a UTC member, they will get to learn from and share insights with industry peers, counsel with government and academic leaders, and receive help from professional service providers and funding resources.

Sam Souvall, President of Davinci Suites says, “We’re proud of this partnership with the Utah Technology Council. We love what they do and what they can offer our clients, and how together, we can help grow and bring more high-tech business to the Salt Lake area.”

Davinci Suites is also proud to be hosting upcoming UTC events at their state-of-the-art facilities, including:

9/23 – HR P2P Forum – “Building a Motivated Workforce and Leadership Culture”

9/29 – Member Orientation

10/29 – UTC Hall of Fame Celebration

Learn more about these upcoming meetings at www.utahtech.org.

Contact: Sam Souvall

Davinci Suites

Phone: (801) 990-3100

ssouvall@davincisuites.com

About Davinci Suites

Davinci Suites is the industry leader in virtual office space, offering businesses the professional look and all the amenities of a traditional office space – including conference rooms, a business address, meeting rooms, a reception, executive suites and more – without having to spend the money on one.

About Utah Technology Council

Utah’s premier professional association, the Utah Technology Council, has become the essential business resource for life science and high-tech companies seeking to achieve greater success. At its core, UTC exists to foster the growth of the state’s 5,000 technology companies, ensure Utah develops the highest quality workforce in the nation, and attract an ever-increasing array of funding. Members join UTC to share insights with industry peers, counsel with government and academic leaders, and receive help from professional service providers and funding resources.

Networking

Check out this article from Entrepreneur.com!

The Network is Everything

Chances are, your connections don't go far enough and you don't contact them enough. Here's how to change that.

By Chris Brogan Entrepreneur Magazine - October 2010

Hollywood producer Jerry Weintraub recently published a great memoir called When I Stop Talking, You'll Know I'm Dead that illustrates the power of the network. In it, he tells story after story about how a relationship, properly maintained, brought him further along in his business than anything else.

But people rarely tell you how to build a network, or how to maintain relationships, or what will matter on the way up. And they don't give you any shortcuts that you can follow, either. Me? I'm all about the shortcuts and the help.

Understand Dunbar's number
British anthropologist Robin Dunbar said you can maintain only 150 close social connections. This isn't a software limitation--it's a number culled from research that says we humans have a hard time keeping everyone top of mind. With technology, we are able to stretch that number, but it requires consideration and tuning to maintain your 150 and to grow.

The 150 people you spend most of your time communicating with are:

• Relatives
• Colleagues at the same company
• Customers or prospects served by that company
• Schoolmates from the good old days
• Geographic connections

It's easy to predict this, as most people network the same way. It's also a negative toward your potential future growth. Think about people who lost their jobs in the Detroit region. Relatives, colleagues, customers, schoolmates and geographic locals couldn't help one another, because they were all in the same boat. Let's fix that.

Be part of different 150s
There are many ways to consider whom you should stay in closest contact with. My take is that you should consider diversifying by location and by industry, for starters. One way to maintain a diverse and useful network is to branch out and then "feed" your network better. Let's start with expanding your network.

Pull out whatever you're using for contact management and look at the total sum of people you know how to reach. Can you find people via your networks who are in similar industries but different verticals? Maybe you sell houses. Find a real estate professional on the other side of the country, or maybe in another country. Start getting chummy.

Find people from different industries and connect. Our real estate professional could make friends in the local art community, then help artists place paintings in each house sold. Get the picture?

Deliver useful contact often
The best advice I can give you is to be helpful. There are two ways that I do this, and maybe you have others. First, I share useful information when I find it. If I see an article about the restaurant business, I send it to Joe Sorge in Milwaukee, who runs AJ Bombers and three other restaurants. If I've got something to share with Government 2.0 types, I'll tell Alex Howard, who covers the future of government for O'Reilly Media.

The second way I help is by connecting people together for business. Every time you can tell someone in your network that you have someone they should meet--and that meeting amounts to business value and/or money--it's a beautiful day for all. Be at the elbow of every deal.

Exercising our networks and connecting to important people are meant to be a part of our daily business rituals, not an add-on. It's work, but it's work that pays off.

From Entrepreneur.com

As the Economy Gets Moving, Will Your People Do the Same?

Five ways to keep your best and brightest motivated--and working for you

By Burton Goldfield: Human Resources Strategies September 21, 2010

According to Deloitte's recent annual "Ethics & Workplace Survey", one-third of employed Americans plan to look for a new job once the economy recovers. That's an astounding figure that, in many cases, could be mitigated if organizations invested in a long-term strategic approach to motivate and reward staff. Many companies assume they need to roll out extravagant rewards to make a big impact. This is not so, and I've found that a healthy retention rate can be achieved by following the tips listed below.

1. Management training builds morale and employee dedication: The status of an employee's relationship with his or her manager is the most sensitive indicator of whether he will stay or quit. It's not enough that a manager is nice; they need to communicate clear expectations to the employee, offer ongoing feedback about performance and provide a framework within which the employee can perceive success. Ensuring that employees are provided with clear feedback on their performance and that they clearly understand their earning potential will let them know they're valued and an important part of the long-term bigger picture.

2. Embrace employee opinions or risk losing their respect: As I wrote in June, corporate culture is the way employees describe where they work, understand the business and see themselves as part of the organization. If an employee feels empowered and comfortable to speak freely within the company, they are more likely to feel a part of the business. Ask yourself: Does my organization solicit ideas and provide an environment in which people are comfortable providing valuable feedback? If so, this will create a happy and more productive work force. If the company does not promote an open door policy for feedback, employees often disengage and ultimately go looking for a better fit.

3. Recognize your staff: Employees like to know that they're valued members of a larger team, and recognition for a job well done goes a long way in establishing company loyalty. If offering a raise, cash bonus or additional paid-time off aren't options, nonfinancial rewards, title promotions and new assignments are all great alternatives--and often mean more than financial recognition. Offer top performers a greater role in decision making or set them up with a mentor. If a business prefers to financially reward employees but cannot afford pay raises, bonuses are also an effective tactic.

4. Create a sense of community: One of the biggest benefits to working in a small or midsize business is the closeness of an environment where people know each other beyond just a name and a face; it can become a true community. Leverage this strength by holding potlucks, picnics and even the occasional social hour. Being part of a community can be a powerful counterpoint when a larger, more impersonal entity tries to recruit your star employees.

5. Transparency goes a long way in building trust: Share financial details and other company information with employees, and solicit their input. If employees feel they're part of the overall process of moving your business forward, they will not only stay productive, but they will also support new ideas that come from management.

I truly believe that to succeed and retain top performers, business leaders must provide an honest snapshot of the company's future goals. I hold an all-hands meeting quarterly to review the previous quarter, reveal company financials and asses the company's achievements in relation to the goals we set. This provides an opportunity for staff to ask questions and allows the entire company to hear the same message.

As validation of this idea, Deloitte's survey identified that 48 percent of respondents cited loss of trust in their employer, and 46 percent claimed lack of transparent communication from their company's leadership were the primary reasons for pursuing new employment at the end of the recession.

The bottom line is that employees are the one asset a company categorically cannot do without; the retention of key employees is crucial to a company's long-term health and success. As the economy stabilizes, many CEOs and managers are rightfully concerned that their best talent will look for greener pastures at other companies--an occurrence that will only escalate as the economy continues to improve.

"The person who gets the farthest is generally the one who is willing to do and dare. The sure-thing boat never gets far from shore."

-Dale Carnegie

found on MotivatingQuotes.com

Fast 50

This is a nice little excerpt from UtahBusiness.com

by Heather Stewart and Candace Little

Here at Utah Business we have one rule of thumb: never underestimate Utah entrepreneurs. The economy may be crumbling under our feet, but many Utah companies have not only remained steady--they have soared. The companies on our Fast 50 list have refused to simply wait out a bad economy; they've introduced new concepts and products, hired workers and expanded operations. Read on to see how some businesses have defied the odds and found the momentum to grow.

Check out Entrepreneur.com's 5 Keys to Growth!

Contractor Packages 5 Keys to Growth

Accel shares the principles it used to grow from a tiny studio to a company with a worldwide reach.

By: Tara Abraham 09/16/2010

Growing a business and staying successful require a full palette of skills and strengths. As many business owners know, the self-starting, risk-taking entrepreneur who launches a new business idea must also be able to perpetuate that growth as her business scales up and requires more comprehensive processes and procedures.

I believe that long-term success requires staying true to your vision and competitive strengths, understanding your clients' changing needs, and nurturing a creative yet disciplined environment for your people.

At Accel, we value the art and science of contract packaging--combining consistently compelling presentation and engineering efficiencies to assemble and deliver packaged goods that enhance our clients' sales and boost their bottom lines. To make that happen, we must constantly challenge ourselves externally to know our clients' marketplace, and internally to nurture the talented engineers, designers, quality managers and various other operational roles to ensure we exceed our clients' expectations on every project.

In honor of our 15th anniversary, I would like to share five key success strategies that have enabled Accel Inc. to grow from a tiny studio to a 580,000-square-foot company serving the Fortune 500:

• Stay grounded to your core competencies. Don't cut yourself off from your roots. Whether a company is enjoying expansion or tightening its belt, staying true to core business strengths is essential to ongoing success.
  
  I have seen many entrepreneurs who have been tempted to diversify too far from their strengths--and who lost credibility with the client when they couldn't deliver. It is much more strategic to diversify in areas that complement your brand and that one thing you do better than anyone else.
  For Accel, our key strength is hand assembly. We find the most efficient, economical way to put items together in a gift set, thermoformed package, health-care kit or other package presentation is by hand. (Thermoforming is a manufacturing process where a plastic sheet is heated to a pliable forming temperature, formed to a specific shape in a mold, and trimmed to create a usable product.)
  
  Hand assembly is what we do best. So when we grow our business, it's by expanding our capabilities to support that function. For example, we may purchase a new piece of equipment or add value by helping clients source their containers or packaging materials. This strategy allows us to offer end-to-end services but stay true to our contract packaging and assembly heritage.
  
• Build on your strengths with innovation and flexibility. As a retail-oriented contract packaging company, Accel Inc. had to be innovative in addressing clients' needs as a result of the retail buying freeze in late 2008. In an effort to diversify and grow--but stay true to core strengths--Accel developed a system to receive and inventory one client's "marked out-of-stock" apparel and accessories and hand-sort them to be sold to discount sell-off merchandisers.
  
  Because Accel's engineers designed the process to be automated with the use of computer inventories and conveyors to move the apparel to the different sorting stations, the first sort performed by Accel was 25 percent faster than the client's previous projects. The bulk of Accel's business is seasonal, with an emphasis on preparation for the winter holidays. This new capability leads to additional business throughout the year within the industry because the sell-off projects occur after traditional retail seasons.
  
  We've become adept at building flexibility into our processes on the front end. That isn't easy to achieve because once you develop an internal process to accommodate a client's need, by nature you try to apply that process to improve efficiency across the board. Inevitably, however, Mr. New Client walks in with a completely different need, and we have to decide whether to alter the current process or create an entirely new one.
  
  Our staffing model is a perfect example of a flexible process we have created that helps us remain cost-competitive for our clients. By partnering with local temporary agencies, we have the ability to tailor our work force to our project load.
  
• Put yourself in the shoes of your client. I started out as a merchant for Bath & Body Works. When I couldn't obtain flawless production and quality for our promotional gift sets from contract packagers, I decided to launch a business that would deliver just that, and Accel Inc. was born.
  
  Since then, I have worked to maintain that client perspective, and I believe it has been extremely beneficial in designing new services for our clients.
  
  While many companies say they serve their clients, it takes ongoing discipline to think from your clients' point of view. What do they need vs. what you are selling? For example, we are proud of the artistry we use in designing packages that display our clients' products to great advantage. Yet our real "win" with clients was figuring out how to package products so that associates in retail locations could take them from the shipping box to the shelves without wasting time unwrapping miles of bubble wrap. Accel's engineers figured out a way to maintain quality, reduce packing waste and eliminate unpacking time for salespeople by using a hot-air shrink-wrap. By doing that, we free sales associates to get back on the floor to accomplish what our clients really want: to sell their products.
  
• Treat your employees as well as you treat your customers. From the beginning, Accel Inc. has developed best practices to cultivate and retain talented employees. In the mid-1990s, we were an early mover in creating a diverse workplace--with associates from every continent (except Antarctica), 11 different languages spoken in-house and policies established to respect each culture. Muslim employees have a place for prayer, and Accel celebrates the Chinese New Year annually.
  
  We also leverage technology to create a welcoming workplace. We developed an employee information system for a handheld device. The handheld device puts the employee's information at Accel's fingertips, so the labor manager can welcome the employee warmly and direct him or her based on the worker's previous experience. The manager will take additional time with first-time employees, ensuring that they know where to go and with whom they will be working. Sometimes we have more than 500 employees working in the production area. The device allows us to recognize people by name and work history and gives us an opportunity to make a personal connection first thing in the morning, leading to a more engaged--and productive--team.
  
  Another benefit of flexibility is how it can create a "win-win" employee connection. Many of our part-time or contract employees are grateful for the flexibility--they may have family or other obligations that preclude full-time work but appreciate being part of an environment where their skills are known and where they can come back time and again.
  
• Connect with your community. I am a passionate participant in several philanthropic organizations, including the American Red Cross of Greater Columbus and Ohio Health's HomeReach Hospice Board. I host fundraising events at my home, and Accel Inc. employees participate in community events such as the American Heart Association's Heart Walk. Accel believes that giving back to the community is part of our responsibility as an employer and corporate community member.
  
  Philanthropy shows your clients and employees that you care about a greater good that enhances all of our lives. And at the end of the day, that is what truly defines long-term success.

Tara Abraham is chairman and co-CEO of Accel Inc., which prides itself on providing innovative packaging solutions for the past 15 years.

(From MotivationalQuotes.com)

"When you know what you want, and you want it badly enough, you'll find a way to get it."

-Jim Rohn


"I am still determined to be cheerful and happy, in whatever our situation may be; for I have also learned from experience that the greater part of our happiness or misery depends upon our dispositions, and not upon our circumstances."

-Martha Washington

An Unexpected Key to Business Success

Check out this excerpt from Entrepreneur.com!

Your capacity for delayed gratification increases your likelihood to succeed.

By Kristin Wehner Keffeler

February 20, 2009

While slowing down to eat intentionally may not seem on the surface to be directly related to how effectively you're able to run your business, it's actually an ideal laboratory for the success-minded entrepreneur. For most people, eating is something they do mindlessly, and both how and what they eat is almost purely habit. That's also how most people choose to approach their work. But entrepreneurs who find sustaining success are neither mindless nor habitual about their work.

The way people allow delayed gratification with food reveals other things, too. In the 1960s, Stanford University psychology researcher Michael Mischel conducted The Marshmallow Study, which demonstrated how children's self-discipline and choices related to food directly corresponds to success later in life.

During the study, Mischel offered a group of 4-year-olds a marshmallow, but said if they waited for him to run an errand, they could have two. The errand ended up taking about 20 minutes. One-third of the children opted to take the marshmallow right away while one-third ended up waiting for Mischel's return so they could have two marshmallows. Fourteen years later, the children who waited turned out to be more positive, more successful in school and better able to pursue their goals by delaying gratification. The children who did not wait for the extra marshmallow ended up scoring an average of 210 fewer points on SAT tests and were also more indecisive and less self-confident in life.

At first glance, this study might suggest that nature wins over nurture. Mischel, however, discovered if children are taught cognitive tricks, they do better. What this means for you is that it's possible to learn how to make better decisions. You may not always use the right mental tools in the right situation.

For example, some people need to know all the options before they make decisions. These people are called maximizers. They tend to need the best possible option and generally are less satisfied and happy in life. Satisfiers tend to be more satisfied with something as long as it has the qualities they want--unlike the maximizer who wants to examine every possible choice. Once you learn which you are, you can begin to train yourself to use your brain to your advantage and actually make better decisions.

Continue to hone your skills of mindfulness, intention and delayed gratification through all of your daily actions--from when you eat that single raisin to when you can reach for seconds.

Tips For Starting a Business

Besides checking out our Emerging Business Program, here are a few other tips for a brand new business--

So You Want to Be Your Own Boss...

8 tips to get you going, even if you don't know where to start

By Tamara Monosoff July 19, 2010

If you want to start a business but don't know where to start, don't worry--you are not alone. In fact, given the new economic reality of our time, more people than ever before have found the "job" they thought was waiting for them doesn't exist. Others have come to the conclusion that they would rather create work they love, constructed to fit with their own life goals. No matter what the motivation is to be your own boss, you can start today.

Here are 8 Tips to Get You Started:

1. Take a Stand for Yourself.
   If you are dissatisfied with your current circumstances, admit that no one can fix them except for you. It doesn't do any good to blame the economy, your boss, your spouse or your family. Change can only occur when you make a conscious decision to make it happen.
2. Identify the Right Business for You.
   Give yourself permission to explore. Be willing to look at different facets of yourself (your personality, social styles, age) and listen to your intuition. We tend to ignore intuition even though deep down we often know the truth. Ask yourself "What gives me energy even when I'm tired?"
   
   How do you know what business is "right" for you? There are three common approaches to entrepreneurship:
   
   Do What You Know: Have you been laid off or want a change? Look at work you have done for others in the past and think about how you could package those skills and offer them as your own services or products.
   
   Do What Others Do: Learn about other businesses that interest you. Once you have identified a business you like, emulate it.
   
   Solve a Common Problem: Is there a gap in the market? Is there a service or product you would like to bring to market? (Note: This is the highest-risk of the three approaches.) If you choose to do this, make sure that you become a student and gain knowledge first before you spend any money.
3. Business Planning Improves Your Chances for Success.
   Most people don't plan, but it will help you get to market faster. A business plan will help you gain clarity, focus and confidence. A plan does not need to be more than one page. As you write down your goals, strategies and action steps, your business becomes real.
   
   Ask yourself the following questions:
   - What am I building?
   - Who will I serve?
   - What is the promise I am making to my customers/clients and to myself?
   - What are my objectives, strategies and action plans (steps) to achieve my goals?
   
4. Know Your Target Audience Before You Spend a Penny.
   Before you spend money, find out if people will actually buy your products or services. This may be the most important thing you do. You can do this by validating your market. In other words, who, exactly, will buy your products or services other than your family or friends? (And don't say. "Everyone in America will want my product." Trust me--they won't.) What is the size of your target market? Who are your customers? Is your product or service relevant to their everyday life? Why do they need it?
   
   There is industry research available that you can uncover for free. Read industry articles with data (Google the relevant industry associations) and read Census data to learn more. However, the most important way to get this information is to ask your target market/customers directly and then listen.
5. Understand Your Personal Finances and Choose the Right Kind of Money You Need for Your Business.
   As an entrepreneur, your personal life and business life are interconnected. You are likely to be your first--and possibly only--investor. Therefore, having a detailed understanding of your personal finances, and the ability to track them, is an essential first step before seeking outside funding for your business. This is why I recommend setting up your personal accounts in a money management system such as Mint.com to simplify this process.
   
   As you are creating your business plan, you will need to consider what type of business you are building--a lifestyle business (smaller amount of startup funds), a franchise (moderate investment depending on the franchise), or a high-tech business (will require significant capital investment). Depending on where you fall on the continuum, you will need a different amount of money to launch and grow your business, and it does matter what kind of money you accept.
   
6. Build a Support Network.
   You've made the internal commitment to your business. Now you need to cultivate a network of supporters, advisors, partners, allies and vendors. If you believe in your business, others will, too.
   
   Network locally, nationally & via social networks. Join networks like NAPW.com, your local chamber of commerce, or other relevant business groups. Here are some networking basics:
   
   - When attending networking events, ask others what they do and think about how you can help them. The key is to listen more than tout yourself.
   - No matter what group you join, be generous, help others and make introductions without charging them.
   - By becoming a generous leader, you will be the first person that comes to mind when someone you've helped needs your service or hears of someone else who needs your service.
7. Sell By Creating Value.
   Even though we purchase products and services every day, people don't want to be "sold." Focus on serving others. The more people you serve, the more money you will make. When considering your customers or clients, ask yourself:
   
   - What can I give them?
   - How can I make them successful in their own pursuits?
   - This approach can help lead you to new ways to hone your product or service and deliver more value, which your customers will appreciate.
8. Get the Word Out.
   Be willing to say who you are and what you do with conviction and without apology. Embrace and use the most effective online tools (Twitter, Facebook, YouTube, LinkedIn) available to broadcast your news. Use social networks as "pointer" sites; i.e., to point to anything you think will be of interest to your fans and followers.
   
   Even though social networks are essential today (you must use them!), don't underestimate the power of other methods to get the word out: e.g., word-of-mouth marketing, website and internet marketing tools, public relations, blog posts, columns and articles, speeches, e-mail, newsletters, and the old-fashioned but still essential telephone.
   
   If you take these steps, you'll be well on your way to becoming your own boss. It's important to remember that you are not alone. If you want to "be your own boss" but you still feel stuck, reach out and connect with other entrepreneurs in a variety of ways. You may be surprised by the invaluable contacts that are right at your fingertips.

Davinci has Partnered with UTC!!

Davinci has partnered with the Utah Technology Council (UTC), Utah’s premier professional association. UTC has become the essential business resource for life science, high-tech and clean tech companies seeking to achieve greater success. At its core, UTC exists to foster the Growth of the state’s more than 5,700 technology companies. Members join UTC to share insights with industry peers, counsel with government and academic leaders, and receive help from professional service providers and funding resources.

Beginning September 1, 2010, Davinci clients are eligible to join UTC for $10.00 per month for technology companies & $42.00 per month for non-technology companies. These rates are 1/2 the normal membership pricing.

Below are just a few of the upcoming UTC events: (events are often hosted in Davinci centers):

9/8 Roundtable with Senatorial Candidates

9/14 UTC Clinic “Two Keys to Success: Protecting Company Brands and Technologies and Licensing Software”

9/16 Life Science Workshop “The Impact of Laboratory Automation on Quality, Productivity, Compliance and Business Opportunity”

9/17 CTO P2P Forum “Big Data: This ain't your father's database”

9/23 HR P2P Forum “Building a Motivated Workforce and Leadership Culture”

9/29 Member Orientation

10/29 UTC Hall of Fame Celebration

Learn more about UTC at www.utahtech.org. To join or for questions, please contact Mark Lehnhof (mark@utahtech.org 801-568-3500), or Sam Souvall at (ssouvall@davincisuites.com 801.990.3100).