Entrepreneurship – Page 110 – artdiamondblog.com

Happy Entrepreneur: “Even When Things Get Tough, I’m Still in Control”

“‘Roger the Plumber’ owns his own business and is excited to go to work every day.” Source of caption and photo: online version of the WSJ article quoted and cited below.

(p. D1) By economic yardsticks, Roger the Plumber should be feeling pretty low. Roger Peugeot, owner of the 14-employee Overland Park, Kan., plumbing company that bears his name, is part of a sector hit hard by shrunken credit and slumping sales. He has been forced to reduce staff and is battling new competition from other plumbers fleeing the construction industry.

So why is Mr. Peugeot so happy? He genuinely likes fixing plumbing messes, for one thing, and despite the worst recession he has seen, “I’m still excited to get up and go to work every day,” he says. He relishes running into people at the local hardware store whom he has helped in the past. And in hard times, he says, his fate is in his own hands, rather than those of a manager. “Even when things get tough, I’m still in control,” he says.
In the broadest, most-comprehensive survey yet of how occupation affects happiness, business owners outrank 10 other occupational groups in overall well-being, based on the landmark survey of 100,826 working adults set for release today. Defined as self-employed store or factory owners, plumbers and so on, business owners surpassed 10 other occupational groups on a composite measure of six criteria of contentment, including emotional and physical health, job satisfaction, healthy behavior, access to basic needs and self-reports of overall life quality.
This puts Roger the Plumber well ahead of movers and shakers typically regarded as the top of the heap in society–professionals such as doctors or lawyers, who ranked second, and executives and managers in corporations or government, who came in third–according to the Gallup-Healthways Well-Being Index, a collaboration between Gallup and Healthways, a Franklin, Tenn., health-management concern. This is despite business owners ranking below those more-prestigious occupations in physical health and access to basic needs, such as health care.
. . .
“Despite the recession, it still pays to be your own boss,” says Frank Newport, editor in chief of the Gallup Poll. The survey, adds John Howard, director of the National Institute for Occupational Safety and Health, “reaffirms my view that the more control you have over your work, the happier you are.”

For the full story, see:
SUE SHELLENBARGER. “Plumbing for Joy? Be Your Own Boss.” The Wall Street Journal (Weds., SEPTEMBER 15, 2009): D1-D2.
(Note: ellipsis added.)

Entrepreneur Sees What Others Do Not See

Walt Disney with Mickey Mouse in Disneyland. Source of photo: http://app2.sellersourcebook.com/users/101907/ebay_125.jpg

One of the characteristics of innovative entrepreneurs is that they have the vision to see possibilities that others do not see, and the perseverance to turn the vision into reality.
When I saw the mug pictured above, I bought one. It shows a frumpy middle-aged Walt Disney in an empty black and white Disneyland looking down at a smiling full-color Mickey Mouse.
By chance, this summer, we were present at the birthday of Disneyland. We attended the brief celebration on Main Street. I found myself getting choked up when they played a recording of Walt Disney at the park dedication, saying that Disneyland was intended to be the happiest place on earth.

Aid Dependency “Kills Entrepreneurship”

Dambisa Moyo. Source of photo: online version of the NYT article quoted and cited below.

(p.11) You argue in your book that Western aid to Africa has not only perpetuated poverty but also worsened it, and you are perhaps the first African to request in book form that all development aid be halted within five years.

Think about it this way — China has 1.3 billion people, only 300 million of whom live like us, if you will, with Western living standards. There are a billion Chinese who are living in substandard conditions. Do you know anybody who feels sorry for China? Nobody.

Maybe that’s because they have so much money that we here in the U.S. are begging the Chinese for loans.

Forty years ago, China was poorer than many African countries. Yes, they have money today, but where did that money come from? They built that, they worked very hard to create a situation where they are not dependent on aid.

What do you think has held back Africans?

I believe it’s largely aid. You get the corruption — historically, leaders have stolen the money without penalty — and you get the dependency, which kills entrepreneurship. You also disenfranchise African citizens, because the government is beholden to foreign donors and not accountable to its people.

If people want to help out, what do you think they should do with their money if not make donations?

Microfinance. Give people jobs.

For the full interview, see:
DEBORAH SOLOMON, interviewer. “Questions for Dambisa Moyo; The Anti-Bono.” The New York Times, Magazine (Sun., Feb. 22, 2009): 11.

Source of book image: http://media.us.macmillan.com/jackets/500H/9780374139568.jpg

Let Venture Capitalists Invest Their Own Money in Entrepreneurs

(p. A17) Venture-capital funds deal solely with privately purchased equity securities in start-up companies, which are not traded in public markets. They have as their limited partners only people who meet the S.E.C.’s definition of a “qualified client” (meaning they possess a substantial amount of money to invest). These investors, who typically allocate a small percentage of their portfolios to venture capital, are familiar with risk, but it is long-term risk, stretching out 7 to 10 years. They put their faith not in publicly traded securities but in entrepreneurs, emerging technologies and new markets.

Because their business is contained within the ecosystem of limited partners, venture-capital funds and the companies in which they invest absorb all the risk: there can be no domino effect in the world financial system.
. . .
It would be a shame to impose any new limits now, when venture capital is the asset class that can best help build and nurture the companies that bring about growth and job creation. The figures are compelling. In 2008, venture-backed companies that went public in previous years accounted for 12.1 million jobs and $2.9 trillion in revenues for the United States Treasury.
The names of companies financed by venture capital are legendary: Cisco, Google, Facebook, Apple, Federal Express, Staples, Yahoo, Amazon, Genentech and on and on. The privately purchased equity securities that helped start these companies supported new technological and scientific ideas, all of which led to new jobs.

For the full commentary, see:
ALAN PATRICOF and ERIC DINALLO. “Stopping Start-Ups.” The New York Times (Mon., August 31, 2009): A17.
(Note: ellipsis added.)

Government Regulations Stifle Creative Venture Capital

(p. A9) This is a good time to recall that the venture-capital industry was born as a reaction to New Deal regulations that stifled capital and prolonged the Depression. The country’s first venture-capital firm (other than family-run funds) was American Research and Development, planned in the 1930s and launched after World War II in Boston.

Its leader was longtime Harvard Business School professor Georges Doriot, who is the subject of a fascinating recent biography, “Creative Capital,” by Spencer Ante. Mr. Ante, a BusinessWeek editor, tells me that as he researched the topic “one of the most surprising things I learned was how concerned financiers and industrialists had become about the riskless economy in direct response to the New Deal. Even in the 1930s, people understood that small business was the lifeblood of the economy.”
American Research and Development backed early-stage companies deemed too risky by banks and investment trusts at the time. The firm was an early investor in Digital Equipment Corp., the Boston-area company that revolutionized computing.
Despite financial success, the history of the firm is a reminder that our regulatory system, by its nature focused on avoiding risk, has a hard time dealing with investment firms whose mission is to take risks. Doriot was a well-known name in commerce and academia from the 1940s through the 1970s. He was the first French graduate of Harvard Business School, a founder of the INSEAD business school and a leading adviser to the U.S. military.
But even as a pillar of Boston’s commercial and academic worlds, Doriot had many run-ins with federal regulators. Over the years, regulators dictated compensation for the American Research and Development staff, tried to force disclosure of the performance of its early-stage companies, and second-guessed how it tracked the valuations of its investments.
The Securities and Exchange Commission hounded the company so often that Doriot once wrote a three-page memo saying, “ARD has more knowledge of what is right and wrong than the average person at the SEC.” He was prudent enough not to send it. He did mail another memo to the SEC enforcement office in Boston, in 1965: “I rather resent, after 20 years of experience, to have two men come here, spend two days, and tell us that we do not know what we are doing.”
. . .
No venture capital firm has asked to be bailed out, and none are too big to fail. As hard as it is for regulators to understand, the nature of venture capital is such that it should not even aspire to be a low-risk enterprise

For the full commentary, see:

L. GORDON CROVITZ. “No Such Thing as Riskless Venture Capital; New regulations could retard the innovation our economy needs.” The Wall Street Journal (Weds., AUGUST 9, 2009): A19.
(Note: ellipsis added.)

Government Protects Us from Unlicensed Eight Year Old Lemonade Entrepreneur

Daniela Earnest at her lemonade stand (left) and in court (right). Source of photo: http://3.bp.blogspot.com/_GGAmzDRA_BY/SnvDbYoMpzI/AAAAAAAAHEg/W1BI2XK8DH4/s400/daniela%2Bearnest.jpg

(p. 5A) THE FRESNO BEE

TULARE, Calif. — Eight-year- old Daniela Earnest made lemonade out of lemons in more ways than one last week.

Hoping to raise money for a family trip to Disneyland, the Tulare girl opened a lemonade stand Monday. But she didn’t have a business license, so the city shut it down that day.
. . .

Tulare officials said they could not recall ever shutting down a lemonade stand before, though such action is not uncommon. Authorities across the nation have done it.
. . .
Daniela found the situation “pretty weird” but said it hadn’t soured her on reopening the lemonade stand.

For the full story, see:
The Fresno Bee. “City puts squeeze on pint-size purveyor of lemonade.” Omaha World-Herald (Sun., Aug. 9, 2009): 5A.
(Note: ellipses added.)

“Churchillian Steadfastness” Versus “Sullen Paralysis and Futile Efforts”

(p. A15) . . . beyond amelioration and providing the judicial (or in the case of the FDIC, quasi-judicial) procedures for reorganization, there is little more that the government can do to accelerate the unwinding and renewal necessary to put the economy back on an even keel.

The process involves a sequence of negotiations and experiments that cannot be truncated by throwing in more resources. As Frederick Brooks wrote in his celebrated book on software development, “The Mythical Man-Month: Essays on Software Engineering”: “When a task cannot be partitioned because of sequential constraints, the application of more effort has no effect on the schedule. The bearing of a child takes nine months, no matter how many women are assigned.” “Brooks’s Law” suggests that increasing the size of software teams may delay development.
The wide variety of problems and circumstances in an economic downturn precludes the effective use of a single solution. And the federal government doesn’t have the capacity to determine adjustments on a case-by-case basis. The late Nobel Laureate Friedrich Hayek taught that the “man on the spot” with the appropriate local knowledge was much more capable of making good investment decisions than a central planner.
. . .
Suppose that, when the financial crisis broke two years ago, our leaders had shown a Churchillian steadfastness and allowed the normal realignment to play out under a predictable judicial and regulatory regime. The prices of stocks, bank debt and houses would still have crumbled and unemployment risen. Although recovery wouldn’t have been immediate, we’d at least have progress, instead of a sullen paralysis and futile efforts to turn the clock back.
More loans would have been renegotiated and foreclosed properties auctioned off. The FDIC would already be engaged in finding a good home for the loans and deposits of a megabank or two. That agency, now operating with about one-third the staff it had in the 1980s, could also have used some of the bailout money that helped pay for bonuses at AIG and its counterparties to recruit, train and retain more employees.
Best of all, more entrepreneurs and innovators, who capitalize on the opportunities to be found in the midst of turmoil, could have been building the foundations of a prosperous future.

For the full commentary, see:
Amar Bhidé. “You Can’t Rush a Recovery; While small business struggles, Goldman Sachs was protected from its AIG mistakes.” The Wall Street Journal (Thurs., APRIL 9, 2009): A15.
(Note: ellipsis added.)

When the Berries Are Scarce, Keep Your Eyes Open for Gold

“Harriet Svensson, left, and Siv Wiik, amateur geologists and berry-picking grandmothers, at the site where they found gold.” Source of photo and caption: online version of the NYT article quoted and cited below.

Schumpeter focued on entrepreneurial innovation, while Kirzner focused on entrepreneurial alertness.
The article quoted below, presents a neat example of a couple of Kirznerian entrepreneurs:

(p. A9) OVERTURINGEN, Sweden — It was a lousy blueberry season in 2007, said Siv Wiik, 70, one of a pair of Swedish grandmothers now credited with discovering what experts say may be one of the richest gold deposits in Europe. “That year it was too cold in the spring, so there were few berries,” she said.

Berry picking is a serious business to Mrs. Wiik (pronounced VEEK), who was born in this village of 171, and her friend, Harriet Svensson, 69. For 40 years the two, widows with children and grandchildren, have explored every patch of field and forest clearing in the region, hunting for mushrooms and wild berries — blueberries, raspberries, blackberries, cloudberries.
But the women are also amateur geologists. They never leave home for a stroll in forests or fields without their geologists’ hammers, with their 30-inch handles, and their magnifying eyepieces, dangling from ribbons around their necks.
So in that terrible August when the blueberry crop failed, they decided to poke around for minerals. They went to a place called Sorkullen, far down an unpaved logging road, where trees had recently been felled, upending the earth and exposing rock to the air. Using their hammers, they cleared soil from around the stones, digging for about six hours, deeper and deeper, until they found a rock with a dull glimmer.
. . .
A huge Swedish lumber conglomerate, S.C.A., owns the land where they found the gold, but not the mineral rights. So they proceeded to obtain the rights for a large area around the find, then entered into negotiations, alone and without lawyers, with about 20 mining companies from Sweden and abroad, finally choosing Hansa Resources, of Vancouver, Canada.
This month, Hansa began boring at the site to obtain samples to send to Vancouver for analysis. “Whether it’s gold or not, even with a high-grade ore, you cannot see it with the naked eye,” said Anders Hogrelius, project manager for the drilling. “This was a surprise, and I think it’s positive, since it shows that it’s worthwhile to go outside the traditional mining areas.”
The windfall for the women has until now been modest. Hansa paid the women about $125,000 for the mining rights, and if a second round of boring is authorized this fall, the company will pay an additional $225,000. But the women have also been given a 20 percent stake in any future mining activities, which could yield a bonanza for many years to come.
. . .
Mr. Hogrelius, the drilling project manager, said a fully operating mine would bring jobs. “We usually estimate five jobs created in services for every one in the mines,” he said. A first estimate of initial investment, he added, comes to about $15 million.

For the full story, see:
JOHN TAGLIABUE. “Overturingen Journal; Barren Berry Season Leads to Far Richer Discovery.” The New York Times (Mon., July 13, 2009): A9.
(Note: ellipses added.)

“A mine in Overturingen could provide much-needed jobs.” Source of map and caption: online version of the NYT article quoted and cited above.

In Early Days Entrepreneur Honda “Pawned His Wife’s Jewelry for Funds”

(p. 217) At the root and origin of all great empires of industry can usually be found a perspiring entrepreneur, often frustrated and fatigued, struggling over a machine that won’t quite work.

Honda, for example, was to become the world’s single most brilliant and successful entrepreneur of mechanical engineering since Henry Ford. But only the perspiration of genius was in sight during that period before the war when he embarked on a siege of day-and-night study and experiment in the techniques of casting, in his attempt to make a piston ring. He lived at the factory, turning from a gay blade into a hirsute and harried hermit, stinking of grease and sweat, while his savings ran out, his friends fretted, his parents reminded him of promising opportunities in auto repair, and he pawned his wife’s jewelry for funds.

Source:
Gilder, George. Recapturing the Spirit of Enterprise: Updated for the 1990s. updated ed. New York: ICS Press, 1992.

Wealth Consists Mainly in Ideas

(p. 67) Through all the centuries of man, there has recurred this same morbid misunderstanding of the nature of wealth and the wealth of nations. Always wealth is seen as something solid and calculable: to be seized and held, clutched and hoarded, measured and inventoried, amassed and monopolized. In the age of imperialism, it was imagined to consist in land and the armies that could acquire it; in the mercantilist era, it was recognized as bullion, gained through a favorable balance of trade; in every period, men have fawned over gems and glitter; in the modern age, fossil fuels and strategic minerals have seemed to be the open sesame, but seekers of wealth still fumble for gold and baubles, and real estate as well.

All bespeak the materialistic fallacy, a fixation of leftists, but a shibboleth also for much of the intelligentsia of capitalism: the idea that wealth is material and collectible, finite and definable, subject to measurement and inventory, to entropy and exhaustion. The way to get rich is to find some precious substance and (p. 68) hold It. Its price will inevitably rise in time as its quantity declines with use. This is the fantasy through which Pierre Trudeau was bankrupting Canada in the early 1980s and the Arab leaders were impoverishing the world and destroying their own future.
Wealth consists not chiefly in things but in thought: in the ideas and applications that confer value to what seems useless to the uninformed. The Arab leaders should learn that they can best enhance the value of oil–and the wealth of oil-producing nations–by lowering its price and enlarging its uses. This is the central rule of riches, understood by every major titan of wealth, from John D. Rockefeller and Henry Ford to the entrepreneurs of modern computers and the industrialists of contemporary Japan. Each gained his fortune not by increasing the price of his product but by drastically dropping it, bringing it within the reach of the creative uses and ideas of millions, and thus vastly enlarging its total value and market.

Source:
Gilder, George. Recapturing the Spirit of Enterprise: Updated for the 1990s. updated ed. New York: ICS Press, 1992.