Tag Archives: Costco Wholesale Corporation

Unsold HP TouchPads Pile Up in Best Buy

Courtesy: AllThingsD

First came a $50 discount. Then, $100 spot discounts at various outlets like Costco. Then the $100 discounts became permanent. It’s been abundantly clear that Hewlett-Packard’s TouchPad released last month isn’t selling too well, but no one has known the extent of the damage. Until now. READ MORE »

How to Collect Money Online

our beautiful site

As buyers, we are all too familiar with those little shopping cart icons on our favorite shopping sites. But, not all shopping carts are the same. It may seem that way for the person making the purchase. For the company on the other end of the transaction, the story is much different. When a customer makes a credit card purchase in a bricks and mortar store, he or she swipes their card to initiate a secure electronic transaction. This is called a point of sale system. In the online world, a payment gateway is the equivalent of that. The solutions available to facilitate those transactions range from one-click simplicity to the Byzantine. It all depends less on the payment gateway itself and more on which gatekeeper (merchant account provider) is chosen. Types of merchant account providers “For any small business starting up, the easiest way to go is PayPal. They’ve been around a long time and most likely your customers already have a PayPal account, which is a huge advantage.” says Michael Miller, author of Choosing an Online Payment Service: Google Checkout vs. PayPal (Pearson Education, 2007). Turn key solutions like PayPal or Google Checkout may seem like the obvious choice for the new online seller. But there’s another alternative: dealing directly with a credit card processor. Most credit card processing companies typically offer bundled in services like back end integration with your website and the shopping cart navigation. However, the costs charged back to the merchant can vary wildly; sometimes cheaper than the turn key providers, sometimes much more. Brenda Mize, owner of Beacon’s Glow, an online collectibles store and her newer ecommerce venture, The Toy Bench, skipped right over turn key merchant account services like PayPal and Google Checkout and started out with a credit card processor. In the five years that she’s been in business, she’s never looked back. “We’ve never had one bad transaction. Our Web designer picked out the credit card processor, who waived all the up front fees. Customer service has been great. We’ve even been able to negotiate lower percentage rates. We never even considered PayPal. Their fees were astronomical when we started,” says Mize. Miller would consider Mize an exception to the rule who cautions smaller businesses, especially those just starting out, to avoid credit card processors. “It’s very complex. With a credit card processor, fees can vary. Make sure you shop around,” says Miller. Clearly opinions are divided when it comes to weighing all options. Here’s a look at some of the more popular solutions and the advantages and disadvantages therein. Turn key merchant account providers PayPal charges 2.9 percent of the sale price, plus 30 cents per transaction. It used to be much higher in their earlier days. PayPal has more than 60 million customers worldwide, operating in 190 countries. A major part of its customer base comes from its parent company, eBay. However, it’s not just the merchant account provider of choice for small businesses. Delta Airlines, CompUSA, and Overstock.com are just some of the large companies that use PayPal. “Five years ago, there was a stigma that PayPal didn’t look professional. Now it’s so popular, it’s ubiquitous,” says Miller. Advantages: PayPal can be as simple as embedding one click from your site to theirs to complete the sale. However, it’s scaleable too. Merchants can integrate the entire shopping cart process within their own site. It only takes about a week to set up an account and get it up and running. Disadvantages: Although distribution of funds back to the merchant is immediate, it is also manual. Meaning, it doesn’t happen until the merchant clears his account. PayPal then takes its cut and transfers the rest to the merchant. Miller cautions businesses to clear their accounts on a daily basis. “PayPal, especially, is very consumer friendly. So, if there’s a dispute, they tend to take the customer’s side. It doesn’t happen often, but PayPal has been known to freeze accounts until a dispute is resolved and that means everything in the account. You don’t want to risk money from other sales getting tied up in the event of a customer dispute,” warns Miller. Google Checkout charges 2 percent of the sale, plus 20 cents per transaction. It’s a much younger service than PayPal, less than two years old and only been operating abroad for about a year. Because it’s Google, one can expect its growth to make quick gains on Pay Pal’s market share. Advantages: “Google Checkout is pretty much the same system as PayPal,” says Miller. However, its percentages and fees are slightly lower. Additionally if a business is already using Google Adwords, those fees are reduced, if not waived altogether. “They’re clearly using Google Checkout to drive business to Adwords,” says Miller. Disadvantages:  Fewer people are using it than PayPal, so there’s the risk of more lost sales from first time buyers who don’t want to bother opening a new account. Though not measurable, there is also plenty of anecdotal information from former merchant account holders online complaining of technical glitches ranging from incomplete sales, funds collected by Google and then not distributed back to the merchant, poor communication notifying merchants of a sale, etc. Whether the complaints are valid or significant, perception is reality and a dicey reputation online is reason enough for merchants to think twice before they bite on that lower rate. Volusion is a much smaller (and newer) player in this market, with only 10,000 accounts to date. Percentage rates per transaction start at 2.17 percent of the sale   with no additional  transaction fees. This is a company to watch. Here’s why: Advantages:  It’s the only ecommerce solution that integrates with MySpace and Facebook, to date. Instead of that 20 to 30 cent transaction fee per sale, Volusion offers a flat monthly fee based on the number of products for sale on your site, ranging from $20 to $100 a month. Disadvantages: No one’s heard of it. That 2.17 percent taken out for the credit card companies is a teaser rate. No word on how high that rate can go. Credit card processors There are too many companies out there to mention. However merchants basically have two ways to go: dealing with the financial institutions itself or hiring a company to do it for them negotiating the best rates and using its own economy of scale to do so. “Your bank is probably the worst place to go. You will always get the worst rate there,” says Miller. Miller, whose wife works for a credit card processor (in the spirit of full disclosure), offers the following advantages and disadvantages to going this route: Advantages: There’s the potential of negotiating a lower rate, especially as the business grows selling in higher volume. Many sellers, like Mize, simply feel it looks more professional to have a customized cart than a PayPal or Google Checkout button on a site. “We also have a SSL certificate button on our site. I think it helps give our customers peace of mind,” says Mize. Disadvantages: Rates vary and can go up without warning, depending on the contract. There are often up front costs and monthly fees. No two merchant account providers are alike. Business owners really have to shop around for the best deal. “It’s very complex,” says Miller. One last piece of advice for online merchants shopping around for a credit card processor, some of the likely places to get the best deals include: trade organizations, co-ops, buying groups, even Costco or Sam’s Warehouse.

How to Collect Money Online

our beautiful site

As buyers, we are all too familiar with those little shopping cart icons on our favorite shopping sites. But, not all shopping carts are the same. It may seem that way for the person making the purchase. For the company on the other end of the transaction, the story is much different. When a customer makes a credit card purchase in a bricks and mortar store, he or she swipes their card to initiate a secure electronic transaction. This is called a point of sale system. In the online world, a payment gateway is the equivalent of that. The solutions available to facilitate those transactions range from one-click simplicity to the Byzantine. It all depends less on the payment gateway itself and more on which gatekeeper (merchant account provider) is chosen. Types of merchant account providers “For any small business starting up, the easiest way to go is PayPal. They’ve been around a long time and most likely your customers already have a PayPal account, which is a huge advantage.” says Michael Miller, author of Choosing an Online Payment Service: Google Checkout vs. PayPal (Pearson Education, 2007). Turn key solutions like PayPal or Google Checkout may seem like the obvious choice for the new online seller. But there’s another alternative: dealing directly with a credit card processor. Most credit card processing companies typically offer bundled in services like back end integration with your website and the shopping cart navigation. However, the costs charged back to the merchant can vary wildly; sometimes cheaper than the turn key providers, sometimes much more. Brenda Mize, owner of Beacon’s Glow, an online collectibles store and her newer ecommerce venture, The Toy Bench, skipped right over turn key merchant account services like PayPal and Google Checkout and started out with a credit card processor. In the five years that she’s been in business, she’s never looked back. “We’ve never had one bad transaction. Our Web designer picked out the credit card processor, who waived all the up front fees. Customer service has been great. We’ve even been able to negotiate lower percentage rates. We never even considered PayPal. Their fees were astronomical when we started,” says Mize. Miller would consider Mize an exception to the rule who cautions smaller businesses, especially those just starting out, to avoid credit card processors. “It’s very complex. With a credit card processor, fees can vary. Make sure you shop around,” says Miller. Clearly opinions are divided when it comes to weighing all options. Here’s a look at some of the more popular solutions and the advantages and disadvantages therein. Turn key merchant account providers PayPal charges 2.9 percent of the sale price, plus 30 cents per transaction. It used to be much higher in their earlier days. PayPal has more than 60 million customers worldwide, operating in 190 countries. A major part of its customer base comes from its parent company, eBay. However, it’s not just the merchant account provider of choice for small businesses. Delta Airlines, CompUSA, and Overstock.com are just some of the large companies that use PayPal. “Five years ago, there was a stigma that PayPal didn’t look professional. Now it’s so popular, it’s ubiquitous,” says Miller. Advantages: PayPal can be as simple as embedding one click from your site to theirs to complete the sale. However, it’s scaleable too. Merchants can integrate the entire shopping cart process within their own site. It only takes about a week to set up an account and get it up and running. Disadvantages: Although distribution of funds back to the merchant is immediate, it is also manual. Meaning, it doesn’t happen until the merchant clears his account. PayPal then takes its cut and transfers the rest to the merchant. Miller cautions businesses to clear their accounts on a daily basis. “PayPal, especially, is very consumer friendly. So, if there’s a dispute, they tend to take the customer’s side. It doesn’t happen often, but PayPal has been known to freeze accounts until a dispute is resolved and that means everything in the account. You don’t want to risk money from other sales getting tied up in the event of a customer dispute,” warns Miller. Google Checkout charges 2 percent of the sale, plus 20 cents per transaction. It’s a much younger service than PayPal, less than two years old and only been operating abroad for about a year. Because it’s Google, one can expect its growth to make quick gains on Pay Pal’s market share. Advantages: “Google Checkout is pretty much the same system as PayPal,” says Miller. However, its percentages and fees are slightly lower. Additionally if a business is already using Google Adwords, those fees are reduced, if not waived altogether. “They’re clearly using Google Checkout to drive business to Adwords,” says Miller. Disadvantages:  Fewer people are using it than PayPal, so there’s the risk of more lost sales from first time buyers who don’t want to bother opening a new account. Though not measurable, there is also plenty of anecdotal information from former merchant account holders online complaining of technical glitches ranging from incomplete sales, funds collected by Google and then not distributed back to the merchant, poor communication notifying merchants of a sale, etc. Whether the complaints are valid or significant, perception is reality and a dicey reputation online is reason enough for merchants to think twice before they bite on that lower rate. Volusion is a much smaller (and newer) player in this market, with only 10,000 accounts to date. Percentage rates per transaction start at 2.17 percent of the sale   with no additional  transaction fees. This is a company to watch. Here’s why: Advantages:  It’s the only ecommerce solution that integrates with MySpace and Facebook, to date. Instead of that 20 to 30 cent transaction fee per sale, Volusion offers a flat monthly fee based on the number of products for sale on your site, ranging from $20 to $100 a month. Disadvantages: No one’s heard of it. That 2.17 percent taken out for the credit card companies is a teaser rate. No word on how high that rate can go. Credit card processors There are too many companies out there to mention. However merchants basically have two ways to go: dealing with the financial institutions itself or hiring a company to do it for them negotiating the best rates and using its own economy of scale to do so. “Your bank is probably the worst place to go. You will always get the worst rate there,” says Miller. Miller, whose wife works for a credit card processor (in the spirit of full disclosure), offers the following advantages and disadvantages to going this route: Advantages: There’s the potential of negotiating a lower rate, especially as the business grows selling in higher volume. Many sellers, like Mize, simply feel it looks more professional to have a customized cart than a PayPal or Google Checkout button on a site. “We also have a SSL certificate button on our site. I think it helps give our customers peace of mind,” says Mize. Disadvantages: Rates vary and can go up without warning, depending on the contract. There are often up front costs and monthly fees. No two merchant account providers are alike. Business owners really have to shop around for the best deal. “It’s very complex,” says Miller. One last piece of advice for online merchants shopping around for a credit card processor, some of the likely places to get the best deals include: trade organizations, co-ops, buying groups, even Costco or Sam’s Warehouse.

Using a Drop Shipper

Imagine selling on eBay without the headaches of storing all that inventory, standing in line at the post office five times a week or calculating shipping costs to Guam. The answer could be as simple as two words: drop shipping. Drop shipping, simply put, means not being involved with the product itself. As a retailer, you can avoid ever putting your fingerprints on the inventory. Here’s how it works. A buyer submits payment information. The order goes not only to your business, but also to the wholesaler who ships the order directly from the warehouse to the customer. The wholesaler, offering drop-shipping services, handles shipments, returns, and maintains your inventory. “If my business location is virtual, why can’t my inventory be virtual too?” points out Jeremy Hanks, author of Drop Shipping for Dummies and eBay Inventory The Smart Way.  Hanks, whose company, Doba, is also a certified eBay developer, helps eBay businesses get off the ground. The trickiest part about using drop shipping is finding a trustworthy drop shipper. Companies, like Doba, can help you find a reputable drop shipper to trust with your business. If you can’t afford to go that route, Hanks offers the following tips: Search for wholesalers offering drop shipping services on Thomas Net, an online resource for industrial information, products, and services. Research the wholesaler’s website. Is the company a member of the Better Business Bureau? A professional-looking site doesn’t guarantee reputation, but an amateurish site is a red flag that you’re taking a big risk. Call them. Don’t just communicate by e-mail. Make sure that the 1-800 number actually works and get a feel for the company by who answers the phone. Drop shipping has allowed many entrepreneurs to streamline their businesses, so they can expand beyond the mom-and-pop level. “There’s been a professionalization of selling on eBay,” observes John Morgan, an economics professor who studies e-commerce at the Haas School of Business at the University of California, Berkeley. Is it right for my eBay business? There can be somewhat of a stigma attached to companies that drop ship. The bigger companies on eBay will sometimes criticize the smaller ones who drop ship, insinuating on message boards and blogs that drop shipping is for the less serious business owner.  “Proponents for and against drop shipping are as vocal in their beliefs as are Republicans and Democrats. Go carefully here. Very carefully,” says Brad Schepp, author of the upcoming book How eBay Really Works. Jim “Griff” Griffith, Dean of eBay University, the online auction’s sanctioned school for newcomers, and author of The Official eBay Bible recommends drop shipping, but quickly adds that it’s not for everyone, particularly new sellers. A drop-shipping arrangement can be complicated to set up. A business has to be wary because there are some fly-by-night drop operations offering drop shipping. And if the drop shipper doesn’t ship promptly, mishandles a return, or sends a lower quality product than what was marked for sale, it’s the eBay seller that gets blasted in the customer feedback. “I’m always hesitant to recommend drop shipping to a new seller,” Griffith says. “You want to get comfortable with selling first.”   Griffith does offer a piece of advice to those who do choose to drop ship. “Have a small stash of inventory around in case something goes wrong,” he says. “If the drop shipper is out of stock or fails in some way, you don’t have to fail your customers. Remember, it’s your reputation, not his, on the line.” Looking beyond eBay, tell that to Costco, a business known for its warehouse approach in retail. According to Hanks, seventy percent of what it sells online is drop shipped.

Where to Buy: Getting the Right Deal on Computers and Equipment

our beautiful site

To keep up with the fast-paced changes in technology that are impacting U.S. companies, allowing workers to become more mobile and commerce to be conducted 24/7, business owners are going on a shopping spree. A survey published in February 2006 by Forrester Research of 700 IT decision makers at small and medium-sized businesses in the U.S. found that they plan on replacing an average of 26 percent of their PCs in 2006. More than a quarter of those new PCs will be laptops and many will represent a major upgrade over the firms’ current technology, the report found. The question is: where to buy? There are value-added resellers, a discount electronics stores or and a plethora of computer websites. The options are greater than ever before, but a growing number of computer sales will be researched and completed over the Internet. But even online, shopping requires multiple visits, specs checks, engine searches, slogging through peripheral paraphernalia, and eye-catching prices for products that may no longer be on store shelves. Before you start browsing for new PCs, check out these ten options. Yahoo Shopping filters sort price and offer “highest ranked” items on the search engine. While some “reviews” are written by ax grinders, they give a sense of whether a seller is legit. One key asset: ability to compare products side-by-side. Amazon or eBay are both great resources and a way to double-check prices. Amazon has better product pictures, but too many links. With eBay, it’s let the buyer beware – if inspection is out of the question, purchases are only as good as online promises. At the least, stick with sellers who garner the most positive feedback. Best Buy has brick-and-mortar stores nationwide, and online prices are backed up by in-store warranties. Online purchasers can pickup goods at store branches near you. The website has few filters, so have your hardware in mind before logging on. Circuit City offers to have online orders in a local store branch within 24 minutes of checking out. If not, you get a free $24 gift card. Not exactly free pizza, but with current gas prices, it amounts to a free trip home. Offers free shipping and “lowest price” guarantees. It’s worth giving their Web page a look to compare prices. Staples and Office Depot can both be found offline in malls across America. From furniture to hardware, their value is the weekly deal. Both websites are a bit of a slog, with too much information to make an easy decision online. It’s worth visiting the stores, if only to take a test drive. Frys, located in nine states, has been a cornucopia for gamers and tech geeks for years. What was once a parts store has turned into a bona fide bargain basement. Costco is a membership-only store offering everything from gas to bulk grapes, but it occasionally has tech bargains ripe for picking. The website offers more gear than offline stores. The trick is navigating to find them on a website that leaves much to be desired. CompUSA is a mega-retailer with stores nationwide, featuring Mac and PC deals and on-site repairs in many locations. Encountering epic repair lines makes you long for the Westinghouse repairman. But they frequently offer “package” deals on computer products that may suit your business needs. MacMall has only three locations nationwide, but its website bills itself as the ‘#1 Apple Direct reseller. Its sister site is PCMall, which offers 40,000 items online. Dell Computer was listed in the Forrester survey as the most popular computer and equipment vendor by small and medium-sized business IT executives. Dell, by and large, offers low prices on wide ranges of computer items. But many grumble about returns. However, they wouldn’t be one of the most successful online retailers if they didn’t deliver.

26 Most Fascinating Entrepreneurs: Trip Hawkins

Trip Hawkins for still scrapping because “optimism is essential” Imagine Henry Ford leaving Ford to start another car company, or Walt Disney establishing a realm beyond the Magic Kingdom. Trip Hawkins (who counts these two men among his heroes) has essentially done just that. He built Electronic Arts, of John Madden Football fame, into a powerhouse — then left it to start another business (which failed) and now another (which, thanks to ever-shifting industry forces, is likely to compete with EA). Hawkins originally left EA to focus his energies on a start-up he had launched called 3DO, which was trying to devise a better gaming console. Hawkins had hoped that his former firm would grant him exclusive rights to a hot new game, thus securing 3DO’s future. But after Sony unveiled the PlayStation in 1994, EA kept 3DO at arm’s length. “Chip manufacturing is expensive and political,” Hawkins says. “I should have known a company with deep pockets like Sony could pull the rug out from under us.” Eventually 3DO went bankrupt. Hawkins, now 51, shook off 3DO’s failure and soon launched another company, called Digital Chocolate. “D-Choc,” as he refers to it, creates games for cell phones. So far, over three million D-Choc programs have been downloaded. The company, which raised $20 million in financing, grossed $4 million last year. Some observers have wondered whether mobile gaming, with its rudimentary graphics, represents a technological retreat for Hawkins, but he says no. Others suggest that D-Choc’s prospects depend on how aggressively his old pals at EA enter the mobile gaming market. “I expect them to enter more directly either this year or next,” Hawkins says, but “rather than fight with them for market share, we are trying to blaze new trails.” Of his reverse entrepreneurial journey from industry icon to upstart, he adds: “It’s like being an explorer who discovered North America and then found out, hey, there’s South America and Antarctica, too.” Lora Kolodny Martha Stewart, Martha Stewart Omnimedia because she took one for the team Richard Branson, Virgin Group because he’s game for anything. In fact, everything. Michael Dell, Dell Computer for being brilliantly straightforward Jim Sinegal, Costco because who knew a big-box chain could have a generous soul? Diane von Furstenberg, Diane von Furstenberg Studio for staging an elegant comeback Julie Azuma, Different Roads to Learning for offering hope and help to the parents of autistic children Fritz Maytag, Anchor Brewing for setting limits Ray Kurzweil, Kurzweil Technologies and other companies because he is Edison’s rightful heir Craig Newmark, Craigslist for putting the free in free markets Jack Mitchell, Mitchells/Richards because his family business makes an art of customer service Frank Robinson, Robinson Helicopter for whipping an entire industry into shape Mark Melton, Melton Franchise Systems for giving immigrants their shot at the American Dream Michelle Cardinal & Tim O’Leary, Cmedia and Respond2 for rewriting the rules for husband-and-wife teams Mike Lazaridis, Research in Motion because someone had to stand up for all those frustrated engineers Trip Hawkins, Electronics Arts and Digital Chocolate for still scrapping Warren Brown, Cake Love and Love Cafe because only in America will someone quit a secure job as a lawyer to start a bakery Muriel Siebert, Muriel Siebert & Co. for being a notable first with a worthy second act Chuck Porter, Crispin, Porter + Bogusky for verging on reckless Katrina Markoff, Vosges Haut for setting a completely unreasonable goal for her business Barry Steinberg & Craig Sumerel, Direct Tire and Auto Service for showing the power of the peer group Victoria Parham, Virtual Support Services for serving as a mentor to military spouses Tom LaTour, Kimpton Hotels and Restaurants for staying at fleabag hotels so that we don’t have to Mitchell Gold & Bob Williams, Mitchell Gold for creating a true comfort zone Izzy & Coco Tihanyi, Surf Diva for kicking sand in the face of conventional wisdom Tony Lee, Ring Masters for saving 16 jobs, including his own Rueben Martinez, Libreria Martinez Books and Art Galleries for simultaneously building a business and nurturing Latino culture

26 Most Fascinating Entrepreneurs: Ray Kurzweil

Ray Kurzweil Kurzweil Technologies and other companies because he is Edison’s rightful heir At age 17, Ray Kurzweil appeared on TV’s I’ve Got A Secret with Steve Allen. His secret? The piece of music he played had been composed entirely by a computer he invented. That early acclaim only hinted at the remarkable body of invention that Kurzweil would establish over the next four decades.”I’m excited by the link between dry formulas on a blackboard and people’s lives,” he says. Starting in 1974, Kurzweil invented in rapid succession a device that recognized printed text; the flatbed scanner; and then a way for machines to connect text to a recorded voice. Combining all three technologies, he developed the Kurzweil Reading Machine to assist the blind. His first customer was Stevie Wonder, who called the reading machine “a breakthrough that changed my life.” Kurzweil sold that business to Xerox in 1980, and then he and Wonder collaborated on a music synthesizer (the partners and the product are shown, above, in 1986) that could replicate the rich tonality of a grand piano and other orchestral instruments. He sold that business in 1990. Now Kurzweil, 57, is working on technology to help hedge funds execute trades based on instantaneous readings of the market. Though they may seem wildly eclectic, Kurzweil’s businesses rely on one basic theme: pattern recognition. “I gather as much data as I can to develop patterns at every different level,” he says. Kurzweil’s ability to channel that notion into great businesses, time and time again, is itself a pretty remarkable pattern. Adam Hanft Martha Stewart, Martha Stewart Omnimedia because she took one for the team Richard Branson, Virgin Group because he’s game for anything. In fact, everything. Michael Dell, Dell Computer for being brilliantly straightforward Jim Sinegal, Costco because who knew a big-box chain could have a generous soul? Diane von Furstenberg, Diane von Furstenberg Studio for staging an elegant comeback Julie Azuma, Different Roads to Learning for offering hope and help to the parents of autistic children Fritz Maytag, Anchor Brewing for setting limits Ray Kurzweil, Kurzweil Technologies and other companies because he is Edison’s rightful heir Craig Newmark, Craigslist for putting the free in free markets Jack Mitchell, Mitchells/Richards because his family business makes an art of customer service Frank Robinson, Robinson Helicopter for whipping an entire industry into shape Mark Melton, Melton Franchise Systems for giving immigrants their shot at the American Dream Michelle Cardinal & Tim O’Leary, Cmedia and Respond2 for rewriting the rules for husband-and-wife teams Mike Lazaridis, Research in Motion because someone had to stand up for all those frustrated engineers Trip Hawkins, Electronics Arts and Digital Chocolate for still scrapping Warren Brown, Cake Love and Love Cafe because only in America will someone quit a secure job as a lawyer to start a bakery Muriel Siebert, Muriel Siebert & Co. for being a notable first with a worthy second act Chuck Porter, Crispin, Porter + Bogusky for verging on reckless Katrina Markoff, Vosges Haut for setting a completely unreasonable goal for her business Barry Steinberg & Craig Sumerel, Direct Tire and Auto Service for showing the power of the peer group Victoria Parham, Virtual Support Services for serving as a mentor to military spouses Tom LaTour, Kimpton Hotels and Restaurants for staying at fleabag hotels so that we don’t have to Mitchell Gold & Bob Williams, Mitchell Gold for creating a true comfort zone Izzy & Coco Tihanyi, Surf Diva for kicking sand in the face of conventional wisdom Tony Lee, Ring Masters for saving 16 jobs, including his own Rueben Martinez, Libreria Martinez Books and Art Galleries for simultaneously building a business and nurturing Latino culture

26 Most Fascinating Entrepreneurs: Mike Lazaridis

Mike Lazaridis Research in Motion because someone had to stand up for all those frustrated engineers Mike Lazaridis, whose company launched the BlackBerry in 1998, developed his philosophy of innovation as an intern at Ontario’s Control Data in the early 1980s. He often saw the engineers butt heads with the marketing department. The former felt their cutting-edge ideas for products were squandered; the latter felt those new products needed to be simplified to attract customers. No doubt that tension exists to some degree at every tech company, but it was so pervasive at Control Data that most of the engineering staff eventually quit for the greener pastures of California’s Silicon Valley. The experience left a lasting impression on Lazaridis, now 44. “The kiss of death is when you allow marketing to dumb down innovations,” he says. Simplifying a product hardly encourages customers to purchase newer models, he adds. Under his guidance, Research In Motion (RIM) has nurtured engineers. The result? The BlackBerry, whose subscriber base doubled from one million to two million in the past year. To be sure, Lazaridis still faces thorny strategic issues. When Palm and others began sizing up the wireless messaging market, for example, RIM was forced to move quickly to license software to phone manufacturers, including Motorola and Nokia, to protect BlackBerry’s turf. Then there is the controversial patent-infringement lawsuit brought by a small U.S. company that could cost RIM tens of millions of dollars in royalty fees. In a legal maneuver that is innovative in its own way (although not entirely lovable), RIM is arguing that the patents issued in the U.S. do not apply to RIM because most of its hardware resides in Canada, even though most BlackBerry users are in the U.S. Undaunted, Lazaridis continues to champion technological advancement. Recently he ponied up $100 million (in Canadian dollars) in his own RIM stock to start a research institute in Ontario. Maybe that will coax some of those grumpy ex-Control Data engineers to return home. Amy Gunderson Martha Stewart, Martha Stewart Omnimedia because she took one for the team Richard Branson, Virgin Group because he’s game for anything. In fact, everything. Michael Dell, Dell Computer for being brilliantly straightforward Jim Sinegal, Costco because who knew a big-box chain could have a generous soul? Diane von Furstenberg, Diane von Furstenberg Studio for staging an elegant comeback Julie Azuma, Different Roads to Learning for offering hope and help to the parents of autistic children Fritz Maytag, Anchor Brewing for setting limits Ray Kurzweil, Kurzweil Technologies and other companies because he is Edison’s rightful heir Craig Newmark, Craigslist for putting the free in free markets Jack Mitchell, Mitchells/Richards because his family business makes an art of customer service Frank Robinson, Robinson Helicopter for whipping an entire industry into shape Mark Melton, Melton Franchise Systems for giving immigrants their shot at the American Dream Michelle Cardinal & Tim O’Leary, Cmedia and Respond2 for rewriting the rules for husband-and-wife teams Mike Lazaridis, Research in Motion because someone had to stand up for all those frustrated engineers Trip Hawkins, Electronics Arts and Digital Chocolate for still scrapping Warren Brown, Cake Love and Love Cafe because only in America will someone quit a secure job as a lawyer to start a bakery Muriel Siebert, Muriel Siebert & Co. for being a notable first with a worthy second act Chuck Porter, Crispin, Porter + Bogusky for verging on reckless Katrina Markoff, Vosges Haut for setting a completely unreasonable goal for her business Barry Steinberg & Craig Sumerel, Direct Tire and Auto Service for showing the power of the peer group Victoria Parham, Virtual Support Services for serving as a mentor to military spouses Tom LaTour, Kimpton Hotels and Restaurants for staying at fleabag hotels so that we don’t have to Mitchell Gold & Bob Williams, Mitchell Gold for creating a true comfort zone Izzy & Coco Tihanyi, Surf Diva for kicking sand in the face of conventional wisdom Tony Lee, Ring Masters for saving 16 jobs, including his own Rueben Martinez, Libreria Martinez Books and Art Galleries for simultaneously building a business and nurturing Latino culture

26 Most Fascinating Entrepreneurs: Julie Azuma

Julie Azuma Different Roads to Learning for offering hope and help to the parents of autistic children Julie Azuma, founder of online retailer Different Roads to Learning, talks quietly with her two employees in DRL’s Manhattan office. As befits a company that has tripled its revenue in the past five years, the atmosphere is purposeful. That is, until a delivery arrives and Mookie goes wild. But you can’t blame Azuma’s wheaten terrier for resenting the intrusion. Azuma’s business is in her home — and as much a product of her heart as her smarts. Back in 1994, Azuma learned that her daughter Miranda was severely autistic, following several heartbreaking years in which specialists failed to explain her obvious developmental delays. Already six when diagnosed, Miranda wasn’t talking. Azuma and her husband turned to applied behavior analysis (ABA), a now prominent but then little-known method for teaching language and social skills to autistic kids. Through ABA, Miranda learned to communicate basic needs. Azuma was sold on ABA, but it was nearly impossible to find appropriate flash cards and other educational tools. Azuma, who had previously worked in the fashion industry, saw an opportunity to start a business to help other families while working at home, close to Miranda and a younger daughter, Sophie. She scoured stores and catalogs for suitable materials, purchasing samples and tracking down distributors all over the world. Soon, she had created an online store stocking 30 ABA products. “I thought I’d make $30,000 a year,” Azuma recalls. Ten years later, DRL offers 250 items to a customer base of 22,000. Sales by DRL and a newer publishing arm, DRL Books, totaled $1.7 million last year. Azuma’s formula is simple: personal attention to her customers, many of whom are parents who seek her advice and support as they face the challenges of raising autistic children. She also addresses the practical end, with services like lightning-fast delivery. Proponents of ABA believe that it is most effective when children are very young, so “parents of autistic kids want it immediately,” she says. Mary Howley, a New Jersey mom whose daughter Kathy is autistic, raves about DRL’s service. “There were many times when my package appeared at my door less than 24 hours after ordering,” she says. “When I found out that the owner was a mom facing the same issues I was facing, I thought, ‘No wonder.” For a long time, Azuma and her staff handled fulfillment themselves. “We loved touching everything,” she says. Last year, the business added so many new products, however, that Azuma reluctantly had to farm out that function. So far she has been happy with the arrangement. With energy to spare, Azuma is poised for a new venture, which began when a doctor friend suggested extending her business to Alzheimer’s. “I told him to go away,” Azuma laughs. But the idea stuck, and this year she’ll launch a line of “age-appropriate” memory aids. She unveils some samples: large-piece puzzles of screen legends such as Humphrey Bogart and Katharine Hepburn. She also serves as the chair of the group Asian Women in Business, which she helped found. In 2002, Miranda moved from the apartment to a nearby ABA-based group home. Though she has yet to reach many of the milestones her parents hoped for at first, she continues to make progress. With Miranda always in her thoughts, Azuma says she finds her work “cathartic,” especially when customers’ young children experience breakthroughs. “It’s not just selling them something,” she says. “It’s sharing their problems and their triumphs.” Wendy Fried Martha Stewart, Martha Stewart Omnimedia because she took one for the team Richard Branson, Virgin Group because he’s game for anything. In fact, everything. Michael Dell, Dell Computer for being brilliantly straightforward Jim Sinegal, Costco because who knew a big-box chain could have a generous soul? Diane von Furstenberg, Diane von Furstenberg Studio for staging an elegant comeback Julie Azuma, Different Roads to Learning for offering hope and help to the parents of autistic children Fritz Maytag, Anchor Brewing for setting limits Ray Kurzweil, Kurzweil Technologies and other companies because he is Edison’s rightful heir Craig Newmark, Craigslist for putting the free in free markets Jack Mitchell, Mitchells/Richards because his family business makes an art of customer service Frank Robinson, Robinson Helicopter for whipping an entire industry into shape Mark Melton, Melton Franchise Systems for giving immigrants their shot at the American Dream Michelle Cardinal & Tim O’Leary, Cmedia and Respond2 for rewriting the rules for husband-and-wife teams Mike Lazaridis, Research in Motion because someone had to stand up for all those frustrated engineers Trip Hawkins, Electronics Arts and Digital Chocolate for still scrapping Warren Brown, Cake Love and Love Cafe because only in America will someone quit a secure job as a lawyer to start a bakery Muriel Siebert, Muriel Siebert & Co. for being a notable first with a worthy second act Chuck Porter, Crispin, Porter + Bogusky for verging on reckless Katrina Markoff, Vosges Haut for setting a completely unreasonable goal for her business Barry Steinberg & Craig Sumerel, Direct Tire and Auto Service for showing the power of the peer group Victoria Parham, Virtual Support Services for serving as a mentor to military spouses Tom LaTour, Kimpton Hotels and Restaurants for staying at fleabag hotels so that we don’t have to Mitchell Gold & Bob Williams, Mitchell Gold for creating a true comfort zone Izzy & Coco Tihanyi, Surf Diva for kicking sand in the face of conventional wisdom Tony Lee, Ring Masters for saving 16 jobs, including his own Rueben Martinez, Libreria Martinez Books and Art Galleries for simultaneously building a business and nurturing Latino culture

26 Most Fascinating Entrepreneurs: Richard Branson

Richard Branson Virgin Group because he’s game for anything. In fact, everything. Whatever else he may be doing at any moment (the “whatever else” here being preposterous understatement), Richard Branson is also cutting a figure. You’ve seen it. There’s the grin (not smile), the goatee he’s worn since decades before everyone else did, the still-leonine head of hair that even at age 54 gives him the appearance of always plowing through the wind like a man on the prow of some very sweet ship. He’s short, but people say you don’t notice it because he never stands in one place long enough for the necessary comparisons. He’s one of those fearless, twinkling guys you hear about who’s always certain that the next thing — the very next — well, that will be something else, that’ll be the best. Branson for better or worse is brio personified. Everything about him seems propelled. That figure he cuts is anything but irrelevant. The more you look, the more you realize it might be the most important of several important things about him. Not that Branson’s body of work isn’t admirable. Beginning with a student newspaper at age 17 and a record label to which he signed the Sex Pistols in his mid-20s, Branson has built the Virgin Group into an international conglomerate of some 350 companies, many of them still tiny but all of them combining for more than $8 billion a year in sales. We know, of course, about Virgin’s music businesses and transcontinental airline and pay-as-you-go mobile phone service — which the company claims has become the fastest business ever to reach $1 billion in revenue. Most of us have glimpsed newscasts about Virgin Galactic, Branson’s bid to take paying customers into space. And we’re all soon to hear incessantly about Virgin’s launch of a domestic air carrier in the United States, which Branson judges to be a miserably served market. But how many of us know about Virgin’s limousine companies and wine business and trains, and its enterprises that rent bikes, make cosmetics, operate bridal shops (Virgin Brides), run health clubs, sell holidays, offer balloon flights, and market lingerie (VirginWare — “sleek, smooth, and sexy underwear”)? Though it’s hard to picture anything Branson does as being underpublicized, only 10% of Virgin’s business is done in the States, so most of us here are bound to overlook the odd juice bar and manicure shop in the swelling Virgin empire. Branson can’t seem to stop himself, and he doesn’t appear to care how badly he gets flamed by critics (starting with the much-maligned 1984 launch of the now extravagantly successful Virgin Atlantic airline). Said one guru/academic, echoing many: “A brand can’t stand for music stores, airlines, mobile phones, colas, financial services, and on and on. There’s no brand on earth that can do that. That’s ego.” Branson shrugs. “Yeah, I know,” he says. “The conventional wisdom is you should specialize in what you know and never stray from that, but no other brand has become a way-of-life brand the way Virgin has. And it wasn’t us setting out to become a way-of-life brand, it was me continually being interested in learning new things. We’ve got people all over the world who are coming up with great new ideas, and trying them doesn’t actually cost us a lot relative to the overall size of the group.” So they try. In the process Virgin has developed a business method that Branson calls “branded venture capital,” whereby he starts and manages all manner of new companies under the Virgin name while partners provide most of the investment. On the February afternoon when Branson is explaining all this by phone he happens to be sailing into Antigua, his cell connection coming and going as he rounds some headland or other and then picks his way through yachts in Nelson’s Dockyard, which the seasoned Caribbean sailor will recognize as one of the partyingest of the Leeward Islands ports. Branson had Virgin colleagues aboard, and later that night would be sharing a spirited evening out with 15 or 20 of them, his notebook as ever alongside. “I keep a notebook in my pocket all the time,” he says, “and I really do listen to what people say, even when we’re out in a club at 3 a.m. and someone’s passing on an idea in a drunken slur. Good ideas come from people everywhere, not in the boardroom. “Anyway, it’ll be a really fun evening, I’m sure,” he says innocently, seeming genuinely unaware of whatever envy he might be triggering on the other end of the conversation. “I always have tried to make sure I work from an environment that’s pleasant and fun. If the chairman’s having fun, it’s easier for everyone else. “And if it’s fun, you’re going to keep going until you drop.” The afternoon’s expensive floating obstacles be damned, Branson was characteristically free with his thoughts as he talked. Here are excerpts from what he said: “The world is a massively more hospitable place for entrepreneurs than it was 20 years ago. In most industries it is virtually possible to think of the world as one country. All our expansion plans are overseas: China, India…. We’re really not interested in a new thing unless it can become global.” “Even the smallest, youngest companies should not be frightened to go overseas. The opportunities in the world are immense — China has a growth rate of 9% to 10% a year, and you should go there and participate in it and enjoy it. Enjoy it.” “Lavish praise on people and people will flourish; criticize people and they’ll shrivel up.” “Give people a second chance if they screw up. Even people who have stolen from us have become, when given a second chance, incredibly loyal and valued employees. I don’t know where I’d be if I hadn’t been given second chances.” “If you can run one business well you can run any business. There just needs to be a crying-out need for you to enter the marketplace. The time to go into a business is when it’s abysmally run by other people.” “Most of our businesses do succeed, but if something completely fails, then as long as we bow out gracefully and pay off all our debts, and nobody gets hurt, then I don’t think people disrespect Virgin for trying. The public appreciates someone having a go; it appreciates the attempt. Who’s been a success in life who hasn’t failed?” “It’s important for the company’s sake that the chairman not get bored.” “My general philosophy in life is you never really go wrong saying yes.” “I want Virgin to be as well known around the world as Coca-Cola.” It’s that last comment that too many observers have used to sum Branson up. And yet, even the Coke comparison does him inadequate justice and risks missing the point. Coca-Cola has never opened a business to fly passengers to the moon. Nor has it expanded into online auto sales. Or railroad operations. Or any of a hundred other things Branson’s appetite has led him to undertake. Will that appetite thin Virgin’s brand to worthless dilution? It’ll be a kick to watch and find out. But back to that figure the man cuts, because in the end it’s not the deliriously ambitious branding ploy or even the deliriously ambitious appetite that attracts us to Branson and braces us, and offers us inspiration. It’s something about the figure itself, the way it is not just sensible and straightforward but steadfastly alert and delighted and fun. When is Branson working? When is he not? It all appears so seamless and so authentically pleasing. Unlike many of our most vaunted and imitated entrepreneurs, Branson forever strikes one as not compulsive or haunted or even, strangely enough, driven — though no one ever questions his drive. No, instead he just keeps looking like he’s on the prow of that sweet boat, grinning because he knows a secret, happy because he doesn’t know exactly what’s next but is absolutely sure that it won’t be dull and will quite possibly be a good deal better even than that. Michael S. Hopkins Martha Stewart, Martha Stewart Omnimedia because she took one for the team Richard Branson, Virgin Group because he’s game for anything. In fact, everything. Michael Dell, Dell Computer for being brilliantly straightforward Jim Sinegal, Costco because who knew a big-box chain could have a generous soul? Diane von Furstenberg, Diane von Furstenberg Studio for staging an elegant comeback Julie Azuma, Different Roads to Learning for offering hope and help to the parents of autistic children Fritz Maytag, Anchor Brewing for setting limits Ray Kurzweil, Kurzweil Technologies and other companies because he is Edison’s rightful heir Craig Newmark, Craigslist for putting the free in free markets Jack Mitchell, Mitchells/Richards because his family business makes an art of customer service Frank Robinson, Robinson Helicopter for whipping an entire industry into shape Mark Melton, Melton Franchise Systems for giving immigrants their shot at the American Dream Michelle Cardinal & Tim O’Leary, Cmedia and Respond2 for rewriting the rules for husband-and-wife teams Mike Lazaridis, Research in Motion because someone had to stand up for all those frustrated engineers Trip Hawkins, Electronics Arts and Digital Chocolate for still scrapping Warren Brown, Cake Love and Love Cafe because only in America will someone quit a secure job as a lawyer to start a bakery Muriel Siebert, Muriel Siebert & Co. for being a notable first with a worthy second act Chuck Porter, Crispin, Porter + Bogusky for verging on reckless Katrina Markoff, Vosges Haut for setting a completely unreasonable goal for her business Barry Steinberg & Craig Sumerel, Direct Tire and Auto Service for showing the power of the peer group Victoria Parham, Virtual Support Services for serving as a mentor to military spouses Tom LaTour, Kimpton Hotels and Restaurants for staying at fleabag hotels so that we don’t have to Mitchell Gold & Bob Williams, Mitchell Gold for creating a true comfort zone Izzy & Coco Tihanyi, Surf Diva for kicking sand in the face of conventional wisdom Tony Lee, Ring Masters for saving 16 jobs, including his own Rueben Martinez, Libreria Martinez Books and Art Galleries for simultaneously building a business and nurturing Latino culture