This is a conversation between me and my future self, if my financial path wouldn’t have positively forked 2 years ago. The transcript is available here.
What would your future self have to say to you?
How to Build a Business on Cannibalism
Last week, my wife posted on Facebook that she was frustrated with her job hunt.
An hour later, she got a call from someone she hadn’t talked to in 10 years. He wanted to talk about a great business opportunity. He wouldn’t say what it was, but wanted to bring a friend over to discuss it.
Fast forward to last night.
The night my wife agreed to meet with the old friend.
The meeting we forgot about.
So we invited our friend and his friends into the house. We sat down at the dining room table to hear the pitch. Our friend is just getting started so his “friend” delivered the pitch.
While I was waiting for him to explain the business, he was showing us pictures of he and his wife traveling around the country.
Instead of explaining the product, he asked about our most expensive dreams.
Instead of telling us how the marketing worked, he mentioned something about utilizing the internet–and i-Commerce–and talked about changing our buying habits.
Instead of showing us a product, he talked about driving volume and building a team.
There was nothing concrete, but a lot was said to ride on the dreams of people who are frustrated with their income or are living paycheck-to-paycheck.
More than an hour into the presentation, it was revealed that the “product” is a buying portal to allow people to buy Amway products from your personal Amway store.
Freaking Amway.
How do they find your personal Amway store, you ask? I don’t know, because you are supposed to be your own best customer. You make money by buying the products you use anyway, but buy them from Amway. For example, there’s the $10 toothbrush, the $16 baby wipes, or the $38 toilet paper.
For six frickin’ rolls.
Seriously, this stuff is meant to touch my butt once. I don’t need it made from pressed gold.
As for the visual…you’re welcome!
So I sell a kidney to buy enough toilet paper to keep my nether bits clean for a month and I get one point for every $3 I spend. I figure that’s about 50 points per month, given the foot traffic our bathrooms see.
If I hit 100(I think, he didn’t leave the paperwork) points, I get 6%(again, I wasn’t taking notes) back at the end of the next month. For the sake of the math, I’m going to double the number of butts in my house. 100 points means I need to spend $300. That’s 47 rolls of toilet paper. In exchange for this $300–and on top of gold-embroidered silk I now get to flush down the toilet–I’ll earn $18.
I know exactly how much toilet paper I buy right now. Amazon sends me a 48 roll package every other month for $31.42, shipped.
To simplify, Amway is offering me the ability to spend $300 to get $18 plus $31.42 worth of toilet paper. I’m supposed to end my financial worries by turning $300 into $50 every month.
Yay!
[Note to self: Demolish Amway’s business model by starting a company that will let people turn $200 into $50, without the nasty overhead of stocking overpriced crap. A 33% increase in efficiency will make me rich!]
But wait, say the imaginary Amway proponents that I hope aren’t frequenting my site, you’re forgetting the most important part!
Oh really?
There’s also a thing called a “segmented marketing team”. To the rest of the multi-level marketing world, this is known as your downline. If you can con your family and friends into turning their $300 into $50 every month, then help them con their family and friends into turning $300 into $50 every month, you’ll get rich! Amway has apparently figured out a way to share a small fraction of their 600% markup with their victims to make them feel like it’s a business opportunity instead of a robbery.
If I get 9 people in my “business team” and each of them build out their team, I get the coveted title of “Platinum Master” or whatever. All I have to do is sell the souls of 72 people and I can make a ton of money! If each member of my downline turns $300 into $50, Amway will get $18,000. In exchange for delivering those souls, the “average” Platinum Ninja makes about $4500 per month. That’s about $12,000–free and clear–for Amway.
When your business model consists entirely of your sales force doing all of the buying and consuming, it’s not a business model, it’s cannibalism.
Side Hustle: Garage Sale Management
Pre-sale preparation and marketing are important, but ultimately, the money comes from how you manage the sale.
How many people will you have staffing the sale? There are a few considerations here. How many people are involved in the sale? How many people can take the time off? It’s best to have three people at the sale at all times. Two people can manage the money while the third plays salesman and security. Staffer #3 is in charge of watching for price-tag swaps or other theft, answering questions, and trying to upsell. It also allows for breaks, which, if you’ve ever spent a day in a garage drinking coffee, is important.
When are you going to be open? You don’t want to open so early you don’t have time to wake up and get ready for the sale, but you don’t want to open so late the professional garage-salers drive past and forget about you. Plan to open sometime between 7 and 9. When will you close? Staying open until 6 will catch most of the after-work crowd, but it makes for a long day, but closing at four cuts out a lot of the late-day shoppers. Our hours were 8-5, which seemed to be a good compromise between a long day and the best sale.
[ad name=”inlineleft”]Don’t be afraid to shut down. The first day of our sale was cold, wet, and miserable. We had to canopies in the driveway, but everything was getting wet, anyway. Traffic was slow and we weren’t enjoying ourselves, so we shut down. Lunch and a nap improved our outlook considerably. At the end of the day, we start packing up, even if people were there. We tried to only pack what they had looked at, and we didn’t try to rush the potential customers, but we did let them know that the sale was ending for the day. The folks who came in half an hour after close on the last day seemed upset that we didn’t unpack everything for their amusement.
Our layout was designed to get everything easily visible while maximizing traffic. The first day, we were confined to the garage and tents, so space was limited. There were baskets under each of the tables. That forced people to crouch and block each other. The second day, we expanded to fill the driveway. Our tables were organized in 3 rows–a “U” shape with a double-wide row of tables in the middle. This allowed people to see everything in one pass. The middle row had periodic breaks so we could move around to help the customers. The pay table was in the middle of one of the outer rows, which let us monitor the entire sale.
Find someone to watch the kids and pets. If you have to keep an eye on your children, you aren’t watching the customers or giving them the attention they need. Your dog–no matter how well-behaved–is a liability. It will be stressed at the people. Some customers will be allergic or afraid. Just don’t do it.
Ideally, you will have someone who isn’t taking money, knows a little bit about most of the merchandise, and isn’t too shy to talk to strangers. His job is to wander around, answer questions, and help people decide if they want an item. He’s the sales-weasel. If he’s pushy, he’ll chase off the customers, but if he’s hiding, he isn’t making any money. Unusual items should have a sign attached explaining why they are special, so the sales-weasel doesn’t have to explain it to everyone.
Every single item should be priced, but not everything needs to be priced individually. We priced all of the movies in a group. “VHS: $0.50 or 5 for $2, DVD $3 or 4 for $10”. Nobody should have to ask what an item costs. If there are multiple people doing a sale together, make sure everyone is using colored price tags to identify who is selling what.
People come to garage sales expecting to find good deals. If they don’t, they’ll leave. Our rule of thumb for pricing was about 25% of retail, with wiggle-room for the item’s condition. New-in-the-box sometimes made it up to 50% of retail. Our goal was primarily to reduce clutter, so a lot of items were priced at 10%. You have to keep in mind that, if you price things too low, people will assume there is something wrong with it and not assign a value in their own minds. Price it at what you would be willing to pay in a garage sale, then mark it up–just a bit–to account for haggling.
People love to haggle at garage sales. It gives them an opportunity to brag about the great deal they fought for. Try to accommodate them. One of the people participating in our sale was selling antiques with a definite value. She didn’t want to haggle on any prices, so we simply hung up a sign that read “All white-tagged prices are firm.” Everyone else was willing to accept almost any reasonable offer. Our most important rule for accepting a price? If you pissed me off, I didn’t budge on price. Insult me, or offer 1/10 of the price, and my defenses go up, bringing your final price with it. Talk nice and use some common sense while haggling, and you got what you asked for.
[ad name=”inlineright”]Could we have maximized the sale more? Probably. I had intended to hang up a sign that simply said “$100” to set a high anchor-price on everything, but I forgot.
Note: The entire series is contained in the Garage Sale Manual on the sidebar.
Update: This post has been included in the Carnival of Personal Finance.
Decision Making Made Easy
Have you ever had to make a difficult decision? Not necessarily a decision that’s difficult because it’s life-changing, but a decision that’s difficult because there are two phenomenally wonderful, yet mutually exclusive options?
For example:
- Should you put caramel or strawberry sauce on your ice cream?
- Should you go to Disney Land or Disney World?
- Should you subscribe to Live Real, Now by email or RSS?
- Should you take the job with the stellar benefits package or the higher salary?
These are all real decisions that you may be called on to make.
For most decisions, there are some alternatives that are easy to discard.
MadDog 20/20 isn’t a good alternative to caramel sauce on your ice cream. The local BDSM museum probably isn’t a great choice for a family vacation. Sending me hate mail is obviously worse than subscribing.
Then you’ve got some choices that are both okay, but one is clearly better. You’ve got free airfare and hotel. Do you go to Topeka, or Paris? Neither is horribly, but I think the choice is obvious. You’re going out to dinner. McDonald’s or…nevermind, this fits the first category.
After you’ve discarded the obvious bad choices and the okay-but-not-great choices, how can you decide between what’s left?
This is the point that starts to cause stress. What if you make the wrong choice? What if you regret it forever? What if you’re still not happy? Gridlock.
The reason your stuck is because it’s not apparent which is the better choice. All of your experiences and knowledge are telling you–on some level–that the options are identical in terms of your life, happiness, and goals. It truly does not matter which one you choose. You will probably be equally happy, either way.
Given that it doesn’t matter, you have two choices for making the final decision:
- Pick the one you want. The rational decision is a tie, so make it an emotional one. Does one job match your dreams, but with a bit more risk? Has one vacation destination been a goal since you were little? Do it!
- Flip a coin. If the decision doesn’t matter, leave it to fate. That way, if it doesn’t work out, you can always blame the quarter.
The one thing you don’t want to do is wait. Failing to decide is still a decision and one that is guaranteed to keep you from being satisfied with your choice. Don’t wait until you have all of the possible information, because that kind of perfect world doesn’t exist. Get to about 85% of fully informed and run with it. You’ll usually be happier making a decision–even the wrong one–than sitting back wondering “What if I had done that?”
How do you make hard decisions?
Book Review: Small Message, Big Impact
I was recently given an advanced reader copy of Small Message, Big Impact by Terri L. Sjodin. It’s a book on crafting an effective and persuasive elevator speech.
An elevator speech is, according the the author, “a brief presentation introducing a product, service, philosophy or an idea. The name suggests the notion that the message should be delivered in the time span of an elevator ride, up to about 3 minutes. Its general purpose is to intrigue and inspire a listener to want to hear more of the presenter’s complete proposition in the near future.” It’s a 3-minute speech you give to intrigue someone enough that they will let you give a real presentation.
A lot of people–probably most–use their 3 minutes of unexpected access as an “information dump”. They pour as much data as possible into their audience. According to Sjodin(and I agree!), and elevator speech needs to be primarily persuasive, not informative. You need to include enough information to back up your persuasive arguments, but too much information is at least as bad, if not worse, than too little.
An elevator speech is either a sales pitch or a waste of time. You are selling the right to give more detailed information at a later time. The elevator pitch is not about making the sale. It’s about advancing the ball toward the eventual sale.
Who needs an elevator pitch? You do. Everybody sells. Even if you don’t have a product, a service, or a business, you have yourself. Can you pitch your boss on why you deserve a raise or a promotion?
The author walks you through creating an elevator speech that takes advantage of Monroe’s Motivated Sequence to advance your goal, whatever that is. She’ll teach you how to grab your audience’s attention and make them recognize a need for change. You’ll offer a solution, help them see the super-ninja-awesome future you’re offering, and give them a clear call to action. All in 3 to 5 minutes. Small Message, Big Impact will also teach you to provide a clear progression through those steps, making it easy for your target to say yes.
You’ll learn the basic outline of an elevator speech, including how to grab your target’s interest, build a persuasive case, and establish credibility when you’ve been surprised with a few moments of access. The three pieces of any successful presentation, from an elevator speech to a full-day presentation are
- Case. If you can’t make your case, nothing else matters.
- Creativity. You won’t win by being the same as everyone else. The same product, the same service, the same buzzwords won’t differentiate yourself from the competition.
- Delivery. Stumbling, stammering, and talking to the wall will make the the best product and the most creative presentation sound like crap, every time. You need to build your presentation and practice it, so you come across and smooth an knowledgeable.
One of the best ways to sound credible, which will assist your delivery like nothing else, is to use an authentic voice. Be sincere and sound it. Believe in the material and yourself. Know the material–inside and out–and practice it until you can deliver it smoothly, even if that means enlisting a friend for speech practice.
Of the books I’ve reviewed, I think this is my favorite. If you need to design an elevator speech or improve the one you’ve been using, you should read this book. Even if you don’t care about an elevator speech, the book provides a decent education on persuasive selling that easily carries over to the written word.
How would you(or do you) use an elevator speech?
Single Income Family
Effective next week, we are officially a single-income family.
If you can count all of my side-hustles as “single income”.
This week, my wife did the paperwork for her final week of state-sponsored unemployment. She also applied for the federal extension, but that’s not automatic.
In a nutshell, this reduces our monthly income by $1340.
What does that mean for us?
1. Our truck, which I was hoping to have paid off by March(3 months ago), still has about 7 regular-sized payments left. Instead of making double payments, we’re now making the schedule amount. The reason for the payoff delay is another post entirely. Savings: $400. In a pinch, we could stop making payments for almost 3 years due to how much we’ve already paid.
2. The riding lessons I use to spoil my girls are cut in half. Instead of weekly lessons, we’re going bi-weekly. Savings: $100. In a pinch, this could go away completely.
3. We had a conversation that included, “Honey, when I complain that you bought more than our weekly budget of food in one trip, I’m not being a dick. Here’s how much money we have.” That conversation appears to have been productive.
4. No vacation this year. We let our spending jump a couple of times this year, so last week, I dropped most of our vacation fund to make up for it. The expense of being matron-of-honor at a wedding will be an upcoming post, too.
[Edit]
5. My wife is working at our daycare provider 2 days per week in exchange for daycare discounts. Financially, this isn’t perfect, but it cuts the cost and gets the girls out of the house. I work from home and have a hard time keeping them out of the office.
6. We are considering long-term stay-at-home status for my wife.
[End Edit]
Right now, our budget says we make $100 more than we spend. That includes all of our savings goals, and setting aside money for some luxuries like our Halloween party. We’re not hurting–which makes me happy–but we do have to watch our expenses in a way that has just become mandatory.
I can’t tell you how happy I am to have renters. Between our roommate here and the renters in the house we fixed up last year, we’re adding about $1000 to our income. Rent is keeping us cash-flow positive.
