Bonny Albo's Blog
Posted by Bonny Albo
I get a lot of emails from readers wanting information, advice or suggestions on what kind of legitimate budget business ideas are worth contemplating for a new or inexperienced entrepreneur. Unfortunately, I am unable to answer many of these questions because they are so specific in nature. I can't do the legwork of determining whether or not a budget business idea is right for you - but I can lead you in the right direction with tools, tips and advice to get you started.
So, with that in mind, I am working on a comprehensive list of budget business ideas that anyone could start for $50 or less. Each budget business idea would include marketing ideas and ways to find customers, a breakdown of estimated startup costs, any training or certification that may be required, and links to further or more detailed information such as sample business plans or similar companies.
Are you started a business on a shoestring, and don't mind sharing your budget business idea with our readers? I'd love to showcase your business here and link back to your business, along with any pertinent information other entrepreneurs can use to start a similar concept on their own. Please email me, and I'll get back to you when I've had the chance to post your budget business idea here.
Posted by Bonny Albo
Learn how to take your web marketing message and turn it into paying customers with this free webinar, hosted by MIke Volpe, VP of Marketing at HubSpot. Topics covered will include:
- On and off-page Search Engine Optimization (SEO)
- Blogging
- Web Form Optimization
- Analytics
The webinar will take place on September 25th, 2007 from 1-2pm EDT.
Posted by Bonny Albo
Disruptive Capital Partners has just announced they are hosting a contest with $50,000 total ($25,000 Grand Prize and $25,000 in other prizes) in award money to find the companies with the best disruptive investment value. Entrants must write a 5-page paper describing why a company is disruptive, and why it would be a good investment overall using the models of disruptive innovation as described by Clayton Christensen and others. More information can be found on the Disruptive Capital Partners website.
Related: Business Contests
Posted by Bonny Albo
It looks like I'll be picking up my last issues of my favorite business magazine, Business 2.0, this summer. That is, if this NY Times article comes true.
It seems that the Time Inc., the owner of San Fransciso-based Business 2.0, decided several months ago to change their advertising set up to sell ad spaces in all of their related business magazines (Fortune, Money, CNNMoney, and Fortune Small Business) at the same time instead of seperately selling space for each individual market.
Yet the subscriber based was solid and steady throughout 2005 and 2006, and publisher Josh Quittner has tried (so far unsuccessfully) to garner venture capital for the enterprise.
Here's to hoping the final decision isn't to axe the publication as of September 2007. I'm personally a huge fan of the publication and look forward to its tech and internet insights every month.
Tags: Business 2.0 business business magazine internet business time magazine money
Related articles: Free Business MagazinesFree Business eBooks
Posted by Bonny Albo
The Stanford Graduate School of Business free monthly Stanford Knowledgebase, reports on ROI and other financial accounting ratios that determine profitability, and how well the people who use these terms actually understand them.
The idea for the research came from a conversation between two of Standford's professors, Stefan Reichelstein and Mark Soliman. Reichelstein, a managerial accountant asked Soliman, a financial accountant, asked how financial ratios reflect real economic values.
“I said to him, ‘Take a firm in a competitive industry such as steel, construction, or agriculture and suppose the industry is in a steady state. Should we expect a typical firm’s return on investment to come down to the cost of capital because in a competitive industry the real economic rate of return must be equal to the cost of capital?’” Reichelstein recalled. “Mark's immediate answer was, ‘Of course, everybody knows that.’ And that’s how we got started, because (a) I certainly didn’t know it, and (b) I wasn’t so sure. When we began doing some calculations and model-building, it turned out there was a lot more to the story.”
