Comments on: Some Reflections on MWI’s 2006 Financials http://www.donloper.com/business-and-entrepreneurship/some-reflections-on-mwis-2006-financials.html Tue, 06 Jan 2009 06:34:30 +0000 http://wordpress.org/?v=2.7 hourly 1 By: Patricia Goede http://www.donloper.com/business-and-entrepreneurship/some-reflections-on-mwis-2006-financials.html/comment-page-1#comment-4 Patricia Goede Tue, 27 Feb 2007 23:48:31 +0000 http://72.47.194.140/uncategorized/some-reflections-on-mwis-2006-financials#comment-4 Interesting and particularly insightful post and comments. For some time I have been reading your entries but have not taken the time to post a comment that is short and to the point, grammatically and stylistically correct or adheres to the rules of parallel construction. Oh the challenges of starting a small business. For example, office space (I wasn't aware that office space had a class system), overhead, moving and setup. Employees vs. contractors, this one is especially important if your company is a Federal grant recipient and lest I forget, payroll (the big one). I for one, reflect on our 2006 financials and the nagging questions "where did all the money go"? After grueling discussions with the accountant (contractor) and the tax accountant (contractor) I worked with the administrative staff (part time employees) to get the books closed for 2006 and start on 2007. Thanks to the rigid classification scheme developed by the accountants, I can track every cent. The only problem, I have to track over 67 classes for each contract, grant and R&D project. I now know where all the money went and no, we were not even close to profitable. I expect that I will learn even more in 2007 about sales, revenue and profits. My next lesson with the accountants is forecasting...that should be fun. Interesting and particularly insightful post and comments. For some time I have been reading your entries but have not taken the time to post a comment that is short and to the point, grammatically and stylistically correct or adheres to the rules of parallel construction.

Oh the challenges of starting a small business. For example, office space (I wasn’t aware that office space had a class system), overhead, moving and setup. Employees vs. contractors, this one is especially important if your company is a Federal grant recipient and lest I forget, payroll (the big one).

I for one, reflect on our 2006 financials and the nagging questions “where did all the money go”? After grueling discussions with the accountant (contractor) and the tax accountant (contractor) I worked with the administrative staff (part time employees) to get the books closed for 2006 and start on 2007. Thanks to the rigid classification scheme developed by the accountants, I can track every cent. The only problem, I have to track over 67 classes for each contract, grant and R&D project.

I now know where all the money went and no, we were not even close to profitable. I expect that I will learn even more in 2007 about sales, revenue and profits. My next lesson with the accountants is forecasting…that should be fun.

]]> By: Joshua Steimle http://www.donloper.com/business-and-entrepreneurship/some-reflections-on-mwis-2006-financials.html/comment-page-1#comment-3 Joshua Steimle Mon, 15 Jan 2007 17:15:03 +0000 http://72.47.194.140/uncategorized/some-reflections-on-mwis-2006-financials#comment-3 We doubted whether the office space was necessary ourselves, so in addition to <a href="http://www.donloper.com/managing_a_creative_agency/how_necessary_is_office_space.html" rel="nofollow">putting the question out here on the blog</a>, I also sent out a survey to existing, past, and past potential clients. Before the survey I was pretty much decided on ditching the office space. I figured whatever good it had done me in the past would stick even if we left it. But the response from the survey prompted me to hold on, at least for now. Essentially what we found out was that a number of our higher spending clients stated that although they have never visited our office, if they had known we didn't have an office they wouldn't have hired us. When added together, the margin from the clients who had that response was greater than the cost of the office space, and so the office space stays for the time being. In addition, within the next few months we'll launch a new service that we hope will require the hiring of a few new people, and I'd hate to get rid of what is quite affordable space for how nice it is and the location only to need to get more three months down the road and have to go through the hassle of moving again and then have to pay more per sq ft on top of the hassle. If it weren't for the survey and the changes taking place with the business model then I probably would get rid of the space or at least downsize. We're also trying to sublease part of it out to defray the cost, and we're getting some interest there, although we haven't found the right fit yet. We doubted whether the office space was necessary ourselves, so in addition to putting the question out here on the blog, I also sent out a survey to existing, past, and past potential clients. Before the survey I was pretty much decided on ditching the office space. I figured whatever good it had done me in the past would stick even if we left it. But the response from the survey prompted me to hold on, at least for now. Essentially what we found out was that a number of our higher spending clients stated that although they have never visited our office, if they had known we didn’t have an office they wouldn’t have hired us. When added together, the margin from the clients who had that response was greater than the cost of the office space, and so the office space stays for the time being.

In addition, within the next few months we’ll launch a new service that we hope will require the hiring of a few new people, and I’d hate to get rid of what is quite affordable space for how nice it is and the location only to need to get more three months down the road and have to go through the hassle of moving again and then have to pay more per sq ft on top of the hassle. If it weren’t for the survey and the changes taking place with the business model then I probably would get rid of the space or at least downsize.

We’re also trying to sublease part of it out to defray the cost, and we’re getting some interest there, although we haven’t found the right fit yet.

]]> By: Steve Hansen http://www.donloper.com/business-and-entrepreneurship/some-reflections-on-mwis-2006-financials.html/comment-page-1#comment-2 Steve Hansen Mon, 15 Jan 2007 16:53:08 +0000 http://72.47.194.140/uncategorized/some-reflections-on-mwis-2006-financials#comment-2 I have been interested on all of the varied responses to the posting of your financials recently. In any business setting an entrepreneur is compelled to go where not to many people have gone before. Thus the title entrepreneur! However no matter what the circumstances of the operation are any success acheived will come from a well thought out and well executed business strategy. I am always amazed at the colateral damage caused and money lost by well meaning and enthusiastic business start-ups. Like the guy who decides to put a restaurant in a location that 5 previous restaurants have failed in. I am sure his thoughts were that his food was so good and so unique that his restaurant would be successful even though everyone else's had failed. The completion of a businesses financials should be a road map to opportunity and improvement for the future. I too am in the Web Design business and before we engage any new idea or concept, I will send up a trial balloon to guage the viability of the idea. Once it has been confirmed then we go for it, if it goes over like a "turd in a punch bowl" then we fold it up and go in another direction. This process has kept us from getting hurt financially in any new venture. Our biggest hit was at the 2001 COMDEX show in Las Vegas. We had a client with 10,000 sq. ft. of floor space and invited us to join them. We had designed a site for Antoine Carr ( a former Utah Jazz player) and because of our relationship hired him to come with us to the show. We put in a sport court and he actually played one on one basketball with the media and guests. It was fun and we got written up in Black Entertainment and the Wall Street Journal but it did absolutely nothing for us as a company. It was fun but we took a $30,000 hit in the process. Your renewed emphasis on profits for MWI is the right approach. I may also suggest that you consider a modest salary as you clear the deck of uncecessary expenses. The value of your business is based on your leadership and intuition which should have a price tag in any financial equation. Good business too you in a market that continues to expand and grow for all of us. Steve Hansen CEO Utah Web Services I have been interested on all of the varied responses to the posting of your financials recently. In any business setting an entrepreneur is compelled to go where not to many people have gone before. Thus the title entrepreneur! However no matter what the circumstances of the operation are any success acheived will come from a well thought out and well executed business strategy.

I am always amazed at the colateral damage caused and money lost by well meaning and enthusiastic business start-ups. Like the guy who decides to put a restaurant in a location that 5 previous restaurants have failed in. I am sure his thoughts were that his food was so good and so unique that his restaurant would be successful even though everyone else’s had failed.

The completion of a businesses financials should be a road map to opportunity and improvement for the future. I too am in the Web Design business and before we engage any new idea or concept, I will send up a trial balloon to guage the viability of the idea. Once it has been confirmed then we go for it, if it goes over like a “turd in a punch bowl” then we fold it up and go in another direction. This process has kept us from getting hurt financially in any new venture.

Our biggest hit was at the 2001 COMDEX show in Las Vegas. We had a client with 10,000 sq. ft. of floor space and invited us to join them. We had designed a site for Antoine Carr ( a former Utah Jazz player) and because of our relationship hired him to come with us to the show. We put in a sport court and he actually played one on one basketball with the media and guests. It was fun and we got written up in Black Entertainment and the Wall Street Journal but it did absolutely nothing for us as a company.

It was fun but we took a $30,000 hit in the process. Your renewed emphasis on profits for MWI is the right approach. I may also suggest that you consider a modest salary as you clear the deck of uncecessary expenses. The value of your business is based on your leadership and intuition which should have a price tag in any financial equation.

Good business too you in a market that continues to expand and grow for all of us.

Steve Hansen
CEO
Utah Web Services

]]> By: Alex http://www.donloper.com/business-and-entrepreneurship/some-reflections-on-mwis-2006-financials.html/comment-page-1#comment-1 Alex Sat, 13 Jan 2007 06:37:49 +0000 http://72.47.194.140/uncategorized/some-reflections-on-mwis-2006-financials#comment-1 Josh, You continue to amaze me with your candor. I couldn't help but wonder (from one of your previous posts) if the Class "A" office space was necessary? That is a pretty big number that most, if not all, could go to the bottom line. Doesn't your industry support "virtual" offices? I guess if you have covered that nut this long, perhaps the worst is over. However, there is no shame in "downgrading" to more reasonable office space or getting rid of it altogether. I learned long ago that sales do not equal profits and neither do offices, PR or fancy cars. Profits do matter, particularly to the self-made entrepreneur, of which you clearly are classified as. I think it is impressive and exciting that you are turning the corner. Keep it up and consider looking at other ways to reduce expenses other then ridding yourself of risk. It won't happen :) Josh,

You continue to amaze me with your candor. I couldn’t help but wonder (from one of your previous posts) if the Class “A” office space was necessary? That is a pretty big number that most, if not all, could go to the bottom line. Doesn’t your industry support “virtual” offices? I guess if you have covered that nut this long, perhaps the worst is over. However, there is no shame in “downgrading” to more reasonable office space or getting rid of it altogether.

I learned long ago that sales do not equal profits and neither do offices, PR or fancy cars. Profits do matter, particularly to the self-made entrepreneur, of which you clearly are classified as.

I think it is impressive and exciting that you are turning the corner. Keep it up and consider looking at other ways to reduce expenses other then ridding yourself of risk. It won’t happen :)

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