Facing the problem head-on, Beal appointed a company spokesperson who was adept at communicating messages to various groups. In addition, he kept clients as well as employees abreast of the matter and remained forthcoming with subpoenas and other legal documents. Beal says it was necessary to keep the lines of communication open as well as remain truthful at all times throughout the ordeal. Though the firm was eventually cleared of all wrongdoing, the accusations adversely affected the firm, with several major clients leaving. Beal says he diffused the crisis by “owning up to it and moving on.”

“The initial moments of a crisis are critical,” says Maurice Ramirez, founder of Disaster Life Support International L.L.C., a Florida-based provider of disaster planning and recovery education. Ramirez stresses that business owners should not get caught up in the emotions of the moment; doing so will cause you to lose time, control, and maybe even credibility.

Judy Smith, founder of Washington, D.C.-based Impact Strategies L.L.C., a full-service communications, public affairs, and research firm, says every company should be prepared to deal with a crisis situation. “And, they should be ready to have their actions intensely scrutinized by the media, shareholders, and corporate watchdog groups,” she adds.

The most common crises affecting businesses, Smith says, include regulatory action, shareholder lawsuits, financial mismanagement, downsizing, or issues resulting from a merger or an acquisition.

There are a myriad of hypothetical crises that can impact a business at any time. Of course, no matter the situation, having a plan can mean the difference between a company’s rebound-or its demise.

What to do when a crisis affects your company
Know the facts. Compare what is being said about your company with what is true. Accuracy or lack thereof can be the difference between a one-day story and a month-long ordeal. And miscommunication could stifle recovery, so make sure the messages sent to the public match those shared in-house.

Be adaptable and calm. A plan does not always fit the crisis perfectly. “Be flexible and able to switch strategies as your climate changes,” advises Smith. And strive to keep your perspective, remaining in control at all times.

Be honest. Do not lie to your stakeholders. “It doesn’t matter what the crisis,” says Ramirez. “Be truthful, commit to what you will do, and leave the door open for further information.”

Redeem yourself. When things settle, reassess what, if any, areas need to be revamped to recoup the company’s reputation, image, and bottom line. “This is often the most difficult phase,” continues Smith. “Because it often requires a frank discussion of internal policies and a true commitment to change from within.”

The 26-year-old entrepreneur’s New Orleans-based, full-service printing company, Marchand Ink, was a dream finally fulfilled, so seeing his business and his hometown in ruins was too much to handle.

“I had invested $25,000 in new equipment and furniture,” recalls Marchand, who moved his company on Aug. 23, 2005 into a larger, more prominent space in the same building he had been in since 2001 on Gentilly Boulevard. But unbeknownst to him, Marchand Ink’s move took place just days before a Category 4 hurricane would make landfall and blow through the Gulf Coast. Hurricane Katrina’s torrential rains, brutal winds, and deadly aftermath destroyed it all. Marchand Ink’s new office was flooded with nearly three feet of water.

“Everything I worked for and earned was underwater, [which] was so devastating to see.” According to Marchand, Katrina caused some $50,000 in uninsured flood damage to the property and equipment.

The catastrophic storm also forced Marchand and his family to flee to Houston; they were among 13 displaced people forced to live in a two-bedroom apartment. All of this left Marchand depressed to the point of having suicidal thoughts.

But it was during this time that Marchand managed to find strength. He received a greeting card containing $500 from a client who had lost her home. “If she had this much faith in me,” continues Marchand, “I knew I had to have it in myself.”

Others came to his aid as well and by May 2006, Marchand Ink was back in full swing, returning to the very same complex, but now in a space three times the size of the original. The business also returned to a community that needed insurance papers faxed, access to the Internet, and a place to copy photos of damaged property and possessions. “I knew what people would need,” recalls Marchand. “And I was there for them, just as they were there for me.”

B.E.’s SUCCESSPERT SPEAKS:
Mike Howard, an Atlanta-based motivational speaker and author of From Ordinary to EXTRAordinary: Success Begins Within (Instantpublisher.com; $19.95), offers advice to help battle adversity.

• Know that a lack of belief attracts failure. Produce positive results in your life with an empowering mentality.
• Be solution-conscious. When blindsided by a challenge, focus 90% on the solution and 10% on the problem.
• Think of an obstacle as a temporary condition. Look at it as an opportunity to learn and move forward.
• Grow through the problem. Focus on how the situation can strengthen you as a person and a business professional.
• Can’t find an opportunity? Create one. Get in the habit of constantly taking positive action regardless of the situation.

“I wouldn’t use anything else,” says the retiree. “I’m used to how he does his work, so I trust the products.”
Cross is the type of client Tinsley had in mind when he envisioned not just a medical practice but a multidimensional business. Taking a business to the next level means moving beyond a core product and developing new avenues to kick up revenues, market the company, and create lasting relationships with clients.

SMR, invented by Tinsley 10 years ago, is the “house special” of Tinsley’s skincare practice and one of the chief ways he pulls in new clients. The $300, 15-minute procedure generated $200,000 last year. Of his cosmetic and plastic surgery patients, 20% had mole services first, he says.

“The mole removal service is used to boost the skincare business, which boosts product sales, which boosts cosmetic surgery,” says Tinsley, 46, a University of Illinois medical school graduate, who completed his residency at Howard University. Eighty percent of the company’s advertising dollars market this procedure.

Since Tinsley refocused his business strategy in 1998, accounts receivable have increased steadily from $120,000 to $2.4 million. Flawless products accounted for $150,000 in 2006.

“He took his practice, looked at skincare for women of color, recognized a niche, and pursued it. That’s a textbook entrepreneur,” says Valarie King-Bailey, founder and CEO of OnShore Technology Group, a Chicago-based firm whose Master Marketing division handles marketing for Dr. Tinsley & Associates. In addition, Tinsley is working on a guide for practitioners and consumers, Skinside Out: Black Skin and Ethnically Correct Plastic Surgery.

With three offices in Chicago and one forthcoming in the Cayman Islands, Tinsley and his 10 employees see the ongoing demand for the company’s many services. Tinsley says, “My life’s work is black skin.”

Branching Out
Looking to add to your business by creating additional revenue and marketing streams?
Consider the following strategies:

Do your homework. Who are your customers? How do they experience your products or services? Research cost, manufacturing, licensing/patenting, and advertising before making a commitment.

Seek outside opinions. For feedback, share your new product with focus groups. King-Bailey says some companies have an advisory council–an outside group with no direct responsibility to the organization. “They can think out of the box,” she says. “If you’re entrenched, it’s hard to see what you’ve got.”

Use the power of marketing. If you have a new, unique product, education should be part of your strategy. “SMR patients are exposed to our in-house marketing, an infomercial playing in our lobby,” says Tinsley. Also, attend events that your target customers attend.

Move when it’s time. The side product you create should be a natural evolution of where the business needs to go. Are clients routinely asking for or suggesting an item related to your core business? King-Bailey says if it’s complementary and you can create and market it cost-effectively, then go for it.

Create returning customers. Start by delivering consistent, quality customer service. Make sure your products and services match the hype, King-Bailey advises. Also, it’s important to innovate continually. She warns, “If all you have is a one-dimensional service, you’re done.”

Ouvxz launched in 2003 on the strength of its first invention, the Soothae, a specially designed post-pregnancy panty. The company reported roughly $250,000 in 2006. A distribution deal with Walgreens and an e-commerce plan has the company poised to clear $500,000 this year. But Ouvxz needed a fully equipped distribution center to do it right. “In order for our product to receive national attention and to effectively get the product out to the customer, building the center was key to our goals,” says Keena, who left a $75,000 teaching job to start Ouvxz. “It’s going to help us provide excellent customer service and create jobs in the community.”

Douglas, a real estate agent with Coldwell Banker before starting the company, tapped his resources to quickly scout a sizeable property, one right near a major highway. He negotiated a deal with a developer building warehouses. The 13,000-square-foot center, which Ouvxz personalized for more than $20,000, includes a boardroom, a customer-service call center, two docks, six offices, and two private baths, with the majority of space allotted to shelve inventory. Ouvxz inked a three-year lease, with an option to buy in two years.

For the Kellys, it was easy to see that they needed the facility. Ted Pollock, president of Pollock Logistics Consulting L.L.C., a Connecticut-based firm that specializes in supply chain planning, says that if your company meets the following criteria, it may be time to invest in a warehouse/distribution facility:

Labor costs are rising although the profile of orders or customer demands for unique services hasn’t changed much.

Aisles are blocked, routinely or particularly during peak periods (this may suggest a need to consider alternate means to alleviate peaking or the use of public warehousing, where you pay only for the space you need).

Customer service levels are beginning to suffer, particularly for on-time shipping and order errors.

Customers are demanding shorter lead times and/or more reliable delivery times.

Even if the above criteria doesn’t apply to you, if yours is a fast growing business, you don’t want operations to fall behind growth. Planning a distribution system to support your business plan is proper strategic business management.

Kyle Whitesell of Bob Moore Construction Inc., an Arlington, Texas-based company experienced in building commercial properties, advises business owners to make sure a warehouse is tailored to the product and the needs of the company. “Get a developer and/or broker involved as early as possible,” Whitesell says. “They can give advice on the cost effectiveness of the construction. It’s never fun to find out how much something will cost after the fact.”

With the facility now in place, Ouvxz has streamlined a process that helps deliveries arrive on time. Ultimately, the Kellys would prefer complete control over all aspects of shipping with use of their own trucks. For now, the manufacturing plant drops off products to the warehouse. In turn, Ouvxz relies on UPS Freight to ship products to retailers and online shoppers, whose orders are mapped from the call center to the warehouse. A computer program called NetSuite scans products to help keep the company on top of inventory. The warehouse, Keena says, was built to give them quality control, but also the flexibility to grow. “One day, we want to take on the manufacturing, and that’s a possibility for us with the center.”

“I always wanted to create a black Disney,” says Davis, 42, a producer who resides in Woodland Hills, California. Searching for a partner to help realize his dream, Davis found the right ally with Urban Ministries Inc. (www.urbanministries.com), a media publisher of spiritually-based content targeting the African American Christian market.

Davis met Carl Jeffrey Wright, UMI’s president and chief executive officer, at the National Association of Television Program Executives conference in 1999. Five years later they reconnected, and Davis handed Wright a business plan that introduced UMI to New Hope City, a fictional metropolis populated with heroes, villains, and everyday souls to be saved. Davis introduced storybook characters such as Code, a cool man of mystery in a black trench coat and hat who helps the needy; Joe, an 11-year-old destined for heroic greatness; and Genesis 5, a band of teenage angels who battle dark forces while attending high school.

UMI loved the vision. “We know this sight-and-sound generation [of young people] is always looking for more, and given the heightened interest in graphic novels, it was something we wanted to approach,” says Wright. The Guardian Line series (www.theguardianline.com), distributed by Diamond Comic Distributors and UMI, launched in December 2006 to rave reviews. It was no surprise to Wright, who says churches are hungry for a unique way to spread the teachings of the Bible. The comic books are sold directly to churches, consumers, comic book stores, and Christian retail outlets.

Are you a graphic artist who is ready to craft a business for yourself? For an aspiring comic creator or graphic novelist, what Davis accomplished won’t be so easy, he says. It takes seed money — usually around $6,000 to $8,000 to publish a “decent” 32-page book; the ability to attract experienced writers and artists, who can charge up to $500 a page; and a lot of networking. Davis suggests attending conventions such as those held by Comic-Con International (www.comic-con.org), a nonprofit organization for the comics industry and lovers of the art form, and talking to retailers to find out what sells and what doesn’t. Finally, be willing to consult, and then work your way in.

Resources to Draw From
Software: Comic Book Creator
Price: $29.99
Company: Planetwide Media www.myplanetwide.com
This PC-based self-publishing layout program will empower any budding comic book enthusiast to create his or her own original comic. Users are able to turn digital photos or video-game screenshots into comic-style layouts. When finished, you can print it out or save it as a PDF or bitmap file.

Book: How to Self-Publish Your Own Comic Book: The Complete Resource Guide to the Business, Production, Distribution, Marketing and Promotion of Comic Books
Price: $19.95
Author: Tony C. Caputo
Publisher: Watson-Guptill Publications
Davis creates black heroes to spread the teachings of the bible.

How do they know they’ve hooked a winning idea? Before a customer ever set foot in their first store in Linden, New Jersey, the partners had already sold three franchises. Today, the number of existing and contracted Nemos Seafood franchises has reached 70, and locations include Maryland, Georgia, New York, and Pennsylvania.

The Nemos Seafood owners are discovering that franchising their business has tremendous advantages, from expanding with minimal capital investment — since franchisees provide the initial investment — to competing more effectively against much larger competitors. “They saw the vision,” says Williams, 34, Nemos Seafood’s chief financial officer, referring to franchisees who were attracted to the company’s health-conscious concept in take-out food. “We had our franchise package together, we explained it, and they wanted to be a part of it.”

Spears and Williams, both former Blimpie franchise owners, invested $250,000 from personal savings, proceeds from the sale of their Blimpie properties, and a home equity loan to turn an old Chinese restaurant into the first Nemos Seafood. Their investment has paid off. Last year, Nemos Seafood’s corporate store brought in $650,000 in revenues. For 2006, Williams is confident they’ll reach the $900,000 mark. Their franchise stores can expect an average $600,000 in annual revenues.

Interested in becoming a Nemos Seafood franchise owner? Total startup costs, including the franchise fee, range from $167,000 to $249,000, depending on the size of the location. A 20% deposit (about $33,000) is required once paperwork is complete. Visit www.nemos-seafood.com for additional information.

Just about any type of business can be franchised. But you have to determine if your business concept and operation are ready for franchising before you begin the process. Nemos Seafood owners Spears and Williams offer this advice:

Have funds available. As Spears and Williams can attest, starting your own franchise could cost as much as $250,000. Be prepared to spend money on attorneys, consultants, certified public accountants, etc.

Seek help from experts. Meet with a business consultant and a lawyer who specializes in franchises to help you evaluate your concept. Talk to startup and veteran franchisers about their businesses. The International Franchise Association (www.franchise.org) can help you find consultant companies such as The iFranchise Group (www. ifranchise.net) or Michael H. Seid & Associates L.L.C. (www.msaworldwide.com).

Devise a franchise business plan. Develop a road map for your business with achievable goals. The plan should include a franchise overview and answer questions about your products and services, your target market, your proposed management staff, and financial projections.

Develop a franchise agreement. This includes the company’s operating manual, promotional materials, checklists, and guidelines as well as the franchise agreement, which details the legal rights and obligations of the franchise company and the franchisee.

Put together a franchise offering circular. Develop a Uniform Franchise Offering Circular (UFOC), and file with the appropriate state and national authorities. This document, required by the Federal Trade Commission, contains the company history, background information on the company’s owners and officers, and franchisee requirements. A franchise attorney can help you create these documents and meet both federal and state requirements.

Pay registration fees. For every state in which you plan to operate a franchise, you must register as a franchise business unless the state doesn’t require it. Fees can range from $250 to $500.

“I order early in the morning, and I get it the next day,” says Slater, an independent casting company director who lives in Sherman Oaks, California, and describes herself as a “Little Pie groupie.” “It tastes like you got it right out of the oven.”

That’s music to the ears of Little Pie Co. co-owner Arnold Wilkerson. For small retailers like him, offering products online is a key way to increase sales and attract a wider customer base. But to retain those customers, an efficient and user-friendly online ordering system is crucial.

“The Website has given us greater visibility, and it has helped us grow our business,” says Wilkerson, who along with partner Michael Deraney started Little Pie Co. in 1985. They launched their Website, www.littlepiecompany.com, in 1996.

How’s this for growth? In its early days, Little Pie Co. mailed one scrumptious product a week. Since putting a shingle up on the Web, the bakery now ships more than 100 pies per week ranging in price from $54 to $58. Annually, they sell an estimated 70,000 pies, and deliver about 10,000. During a peak month like November, orders can reach up to 1,000.

Wilkerson is light years away from his first operation — an apartment where he’d bake four pies at a time and sell them to local restaurants. Today, pie-loving locals can stroll into one of three Manhattan locations and enjoy an assortment of flavors from Old-Fashioned Apple to the company’s most famous, Sour Cream Apple Walnut. Revenues for 2005 were $3.5 million. Wilkerson, who expects a 10% to 12% increase in 2006, says 80% of Little Pie Co. sales are generated online, which is why perfecting the delivery process is so important.

Once a pie order zips through cyberspace, the company receives a printout, completes the order, and packages it to maintain the oven-fresh taste. First, the pies are shrink-wrapped and placed in a 12 x 12 x 6, foam-filled corrugated box along with serving instructions. Inside, the pie rests on two 8-ounce gel packs that stay frozen for 48 hours. In the meantime, an e-mail bounces back to the customer with a tracking number provided by Federal Express, which picks up and delivers the orders Monday through Thursday. Customers can have their pies ready to serve the next evening.

“Business owners should realize that shipping is as much a part of customer service as anything else they provide,”

says Peggy Gardner, a spokeswoman for United Parcel Service. “The ease by which customers can do business and receive items online has a lot to do with their satisfaction.” A 2005 survey conducted for UPS by the national opinion research firm Synovate showed that most shoppers say a positive delivery experience would cause them to purchase from an online retailer again.

Fans of Little Pie Co. can validate that. “These guys are amazing, and the product is spectacular,” says Slater, who by now has placed her orders for the holidays. “I would eat their pies frozen on a Popsicle stick.” Visit blackenterprise.com/onlinedelivery for tips on how you can sell your perishable food products online.

Almost immediately after Lacy launched Luv’s Brownies in 1996, her signature heart-shaped brownies became a hit among chocolate lovers in the Valley, many of them former co-workers who sometimes requested up to 600 at a time. “They were my primary target,” says Lacy, CEO of the San Jose, California-based bakery (www.luvsbrownies.com).

But when the dot-com bubble burst, Lacy’s small business fizzled. Layoffs and tighter budgets meant fewer calls for her desserts. Sales dropped approximately 50%. But instead of shutting the oven off in defeat, Lacy rebranded herself by authoring Luv Story: From Homemade Brownies to My Own Internet Bakery (self-published; $10), a telling book that shares her journey to entrepreneurship. Not only did the book revive her business, it showed that she was far more than just a brownie baker.

“Writing my book saved my business,” says Lacy, 38, whose products and services earned the company $595,000 in 2005. The company, which has three employees and relies on 20 contractors, is on track to match that figure in 2006. Lacy’s book sales and related products accounted for approximately $395,000 of her revenues last year. “I needed to keep afloat, and I needed to keep my product out there,” she says. “But I also used this book as a vehicle to encourage entrepreneurship.”

Luv Story’s exposure created other opportunities that generated revenues for the business, including e-book sales; speaking engagements at libraries, schools, colleges, and book stores; and small-business consulting. “The book has been a cash cow during the past three years because it [opened] so many other [doors],” says Lacy. “These were avenues that weren’t open to me when I just sold brownies.”

Several publishers had approached Lacy about her brownie tale but weren’t willing to pay more than $3,000 for her story. Figuring she could do better solo, she surfed the Internet for information about self-publishing. She then hired an editor and a designer and tapped into BooksJustBooks.com, which eventually printed 2,000 books for her at $1.25 per copy. “Not only did Luv Story open doors, it also provided additional avenues to sell and to get paid for speaking,” says Lacy, who has sold nearly 30,000 printed copies since the book’s release in 2003.

Lacy’s success mirrors that of other business owners who have discovered the power of penning a book. A 300-page study conducted this year by RainToday.com, an online business resource, shows that entrepreneurs who published books increased their client base, attracted more publicity, closed more deals, and developed more business leads. The more books they sold, the better their outcomes. Sounds simplistic, but industry insiders say driving your book sales equals more success for your business.

In the study, titled The Business Impact of Writing A Book, 200 professionals who have written books, representing diverse industries, were asked to what degree their books advanced their businesses. According to the survey’s findings, those who sold at least 20,000 copies experienced a stronger effect on their business, compared with those who sold 10,000 copies or less. A whopping 96% of respondents reported a positive impact, and say the time and effort spent writing, publishing, and marketing a book was well worth the investment.

“Publish a book — it’s a good idea,” recommends Mike Schultz, principal of the Wellesley Hills Group, publisher of RainToday.com. The challenge, Schultz says, is finding a big-name publisher willing to pay for your idea. Publishers, who look at a book’s sales potential, will ask: What’s your reach? Do you have an established audience? “[Approaching] publishers can be a good vetting process to find out what book will be successful,” says Schultz.

Adding a book to an entrepreneur’s arsenal of services not only leads to new revenue streams, known as indirect revenue, but can add instant credibility to the business. Small-business owners become respected experts in their fields after publishing. Some even cash in on speaking tours, freelance writing opportunities, and requests for consulting services.

Vickie Clark’s path to the literary world began with helping others in mind. Clark is the co-owner of Stone Mountain, Georgia-based Kids R Travelin,’ a transportation service for children (www.kidsrtravelin.net). The service is located about 20 miles outside of Atlanta. After Clark and her husband and business partner, Carl, won the Making It Real Business Grant Competition (see “Mrs., Mom, And CEO,” Motivation, April 2002), a barrage of phone calls to the Clark household followed. Admirers from New York to Texas were motivated by their story and wanted to start a similar business to transport children home from school, to field trips, or to Grandma’s house.

“Our book came by demand,” says Clark, a 34-year-old mother of three, who started Kids R Travelin’ in 1995. “It’s a business manual that gives all my secrets, and it’s sold only on our Website.” Priced at $297, How to Start a Business in Transporting Children delivers step-by-step details and includes the Clarks’ award-winning business plan and a workbook. To date, they’ve made almost $30,000 with 100 copies of the e-book sold.

“This wasn’t necessarily a way of promoting my business,” Clark says of writing the book. “I did it to help others.” To her knowledge, 50 transportation services have been started with guidance from her manual. The book has increased the company’s profits only slightly but, she says, parents are impressed by it. It validates the company brand, distinguishes it in a heavily saturated marketplace, and casts the Clarks as experts in a niche industry.

Before business owners put fingers to keyboard, they must answer one important question: To self-publish or not to self-publish? Many new writers wrestle with the decision. Rain Today.com’s study weighs heavily on the side of commercial publishing. Surveyed business owners who published with a top-level publishing firm, such as McGraw-Hill or John Wiley, sold 11,000 more books than those who went with a smaller publishing house. They also grossed five times the indirect revenue, including paid speaking tours.

However, advances in print-on-demand technology make self-publishing a viable option. Entrepreneurs, business experts — or anyone for that matter — can publish professional-quality books in quantities as little as one copy at a time. The growth of online self-publishing services, for example, allows independent authors to publish books in easier, faster, and more affordable ways.

“Right now, there is a revolution in publishing,” says Diane Gedymin, editorial director of iUniverse.com, a leading online provider of self-publishing services (see sidebar). “It’s gone through music, it’s gone through film, and it’s gone through most businesses. Now, because of technology, that independent movement has come to book selling.”

Gedymin, along with Susan Driscoll, president and CEO of iUniverse, are authors of Get Published! (iUniverse; $9.95), a book that explores how innovations are changing the way books get published. They offer the following advice for publishing and marketing your book yourself:

Follow editorial guidelines. Get an editorial evaluation to ensure that your manuscript is compelling, effective, and competitive and that the content is placed in the appropriate order. “Even a professional [writer] should

get the help of an editor,” explains Gedymin. “Not every
one knows the professional components and order of a book.”

Develop and implement a marketing plan. Before you can sell your books, you need to market them, explain Driscoll and Gedymin. Get your book noticed by positioning it in the marketplace, creating effective ways to reach your target market, and implementing a winning marketing plan. “Most people buy books because they’ve heard about them from other people,” says Driscoll. “Your book is a great vehicle for word-of-mouth marketing.”

Take advantage of networking. Build a network of contacts, making them aware of your book and the information in it. Use it as a calling card when you go to trade shows. “Attending events is an important marketing tool because you have a captive audience where you can promote your services,” says Driscoll, who encourages authors to “find events that tie into your business.”
Book yourself on radio and television. One of the most effective and inexpensive ways to garner publicity is through radio or television interviews. Start small by contacting local radio and TV producers and hosts — the people in charge of booking — and let them know you are available for interviews or commentary. “Most local radio shows are hungry for content,” says Gedymin. “Call up the producer and offer valuable tips on your particular specialty.”

“I wasn’t a huge [self-publishing] advocate until I did the research,” says Lacy. Her goal was to sell Luv Story for no more than $10, because she’d planned to package the book with her brownies. Sure enough, wherever the brownies go, her book goes.

Writing a book is no easy feat, and the process is time-consuming. Lacy accomplished it in chunks over several years; Clark, who self-published for a quicker release, completed hers in five months. But becoming authors undoubtedly gave them a leg up in their respective fields. Clark is now toying with another book and fielding requests to franchise Kids R Travelin.’ Lacy has a second book, Brownie Points (Agate Publishing), hitting shelves next spring. She is also working on packaging an updated version of her Luv doll and recently celebrated 10 years in business.

Online Self-Publishing Services
Printing-on-demand technology and online self-publishing service providers are shaping the future of publishing by making it easier for aspiring authors to get published. Here are five Internet services worth looking into:

Universe.com: This self-publishing service provider offers authors access to comprehensive, high-quality editorial services to ensure that titles meet the basic requirements of a professionally published book. Editorial services include professional evaluations and advice from freelance editors, as well as marketing and publicity packages.
Prices start at $499 (online), $599 (by mail)

Blurb.com: A creative book publishing service that uses BookSmart, proprietary software designed to transform digital content into professional quality coffee-table books. Authors pay only when the book is published. Readymade books allow users to add their own photos and personal details to set templates. Prices start at $29.95 for up to 40 pages

AuthorHouse.com: Writers can use an array of tools to customize their publishing process. Authors retain all rights, maintain editorial control, and choose the exact services that best suit their goals. A comprehensive suite of marketing and book promotion tools is also available. Prices start at $698 for black and white books (48-page minimum), $999 for color books (28-page minimum)

Xlibris.com: A strategic partner of Random House Ventures, this service uses leading-edge print-on-demand technology to publish titles quickly, easily, and affordably. Authors can use a wide variety of design, production, and publishing services, and can list books at the big distributors and online stores, print on demand as orders come in, and pay royalties on each sale. Prices start at $499 for basic services

Picaboo.com: This digital photo tool publishes ready-to-order, high-quality photo books quickly. A client-side application and back-end network make creating, sharing, buying, and updating photo books simple. Real-time pricing shows the exact price of books with different options selected. Prices start at $9.99

“We’re the luxury Yellow Pages,” says Iregbulem of his year-old company Opulent Lifestyle L.L.C. in New York City. But only the crème de la crème in the entertainment and business arenas are flipping through these pages. The membership-based concierge company he founded caters to the whims and needs of the wealthy. From making hotel reservations to chartering private jets and helicopters, Iregbulem and his staff coordinate the details. If a client desires a $350,000 Rolls Royce Phantom at 2 a.m., Opulent Lifestyle makes it happen.

“The concierge business isn’t new,” says Iregbulem. “But the private concierge business is fairly new, especially with clients who have a busy schedule. Their time is money, and that’s where we come in.”

Convincing lenders to believe in Opulent Lifestyle proved a great challenge early on for Iregbulem. But by doing what he does best — networking — he’s been able to build a profitable company with two full-time employees and room to grow. He’s expecting $200,000 in gross revenues for 2005. And thanks to a boost from his new partner, Anthony Adams of the San Francisco 49ers, Opulent Lifestyle should bring in between $300,000 and $500,000 in gross revenues for 2006.

Iregbulem, 30, was groomed for this business long ago. By the time he was in 7th grade, he was a popular DJ, spinning records at after-school parties. In college, he evolved into a party promoter and held down his own radio show at Penn State University. Between his bachelor’s and master’s degrees, he became one of the top promoters in New York City, hobnobbing with celebrities, professional athletes, and high-level executives.

Iregbulem caught on to what industry experts say is a flourishing business — servicing the time-challenged in a simple, one-stop shop way. Once a perk for the wealthy, personal concierges have found a place in hospitals, academic institutions, and corporate settings.

“I’ve seen a complete explosion in the concierge business,” says Sara-Ann Kasner, founder of the National Concierge Association and a 14-year veteran of the industry. The NCA’s membership has grown from six businesses in 1998 to nearly 600 in the United States today. “It seems reasonable in this world that we would need a personal assistant in the workplace to take care of everything from organizing our closets to handling our transportation needs.”

Toying with the idea of a concierge business?
Be seen. Location is everything. Pick a business location that is a hot spot in your area. For example, head downtown to a financial district, where the company will be visible to the public.

Know your craft. You need to be very well connected, says Kasner. “With connections, comes knowledge — knowledge of what people can and cannot do.” Establish a network with other concierges, mix and mingle with restaurant owners and others in the hospitality industry, and go to city council meetings and befriend council members and local politicians. Join organizations such as the National Concierge Association. Remember: Someone out there knows something you don’t.

Create a business plan. Who is your target market? How will you market to them? What services will you provide? The answers to these questions must be included in a well-developed business plan. Put the details on paper so you can visualize your goals.

Do the paperwork. Contact your city and state legislative offices to find out what is needed to trademark your company name. Register your business and file other necessary paperwork.

Get startup cash. Kasner says a concierge business can be started with as little as $10,000. More investment will be needed depending on whether you’ll be renting or buying office space. Kasner does not recommend trying to run a home-based concierge business. Be sure to purchase insurance (it can range between $2,500 and $7,000 a year), establish a Website, buy office supplies, and produce marketing materials.

The Flex Nimbo surfaced in May 2005, and the fruits of Johnson’s “sweat equity” have been rolling in steadily. He invested $50,000 of his life savings into his invention, but his biggest fortune thus far came by way of an “angel,” or strategic partner, who propelled his product from idea to reality. Johnson also applied for two patents and trademark and copyright protection. At the time of this article, both patents were pending.

Two years ago, in need of an industrial sewing machine to complete the Flex Nimbo, Johnson walked into A1 Industrial Covers on a whim. He had a functional prototype and found a believer in the company’s owner Joseph F. Rubino. Rubino, a former bodybuilder and Navy SEAL, and Johnson, an athlete and former martial artist, clicked immediately through their common interest in sports and fitness. The meeting inspired Rubino to test Johnson’s invention, which Johnson calls the future of athletic training, and Rubino ultimately offered him the help he needed to take off.

Inventors fantasize about this kind of support. Next to the financial and time-saving benefits, strategic partnerships allow the smaller business owner to leave the specialized work in the hands of experts and achieve business goals more efficiently.

To find the right corporate partnership, inventors and small business owners should look for corporations with goals and objectives similar to their own. Johnson made a smart move collaborating with A1 Industrial Covers, a 35-year-old sewing company that handles heavy-duty sewing jobs for the military and other businesses. He was also smart to approach Rubino with a prototype, something potential partners expect. Entrepreneurs looking for a corporate partner should also have a rehearsed sales pitch that explains the benefits of his or her product for the end-user first, and then discusses the features of the product.

Usually, partnerships between corporations and small companies take one of three forms: independent contracting, a joint venture, or the investment model. In the independent contracting model, the small business develops a product or service and then licenses it to a corporation for a fee or royalty. In a joint venture, both companies contribute expertise, money, and labor, and take a percentage of the net revenues. With the investment model, the corporation buys a percentage of the small company’s stock and in return, gives the small company money and services for product develop and marketing.

New Flex Generation Inc. and A1 Industrial Covers have established a joint venture of sorts. Rubino says he has no financial interest in Johnson’s company and considers himself Johnson’s mentor rather than partner. A1 has helped Johnson produce more than 200 Flex Nimbo harnesses and educated him on the ins and outs of manufacturing. Rubino, who has provided Johnson access to his machinery and laborers for two years, says “I could see it before it was fully developed. I could see the future in it from day one.”