Entrepreneurial Studies: Interview, Brainstorm, Sketch, Repeat. Pivot, Improve, Present, and Complete

The To-Be Manifesto

Be infinite

You may have a brilliant idea. Or at least you may think you do. But where did that idea come from? And what will you do with that idea?

Well, the answer is simple. We all think we have brilliant ideas in our own minds, but how do we know that other people will agree?

We don’t yet. More often than not, ideas are formed after coming up with 100 different ideas or even 1000.

Stated simply: we must allow our minds and bodies to be vulnerable; to all sorts of ideas, solutions, and opportunities. Our first 99 ideas may be horrendous. Many of them may fail miserably, but to be an entrepreneur, you must fail fast and fail forward. After all,

“How many times must a baby fall before it can stand?”

–Sydell Miller, founder of Matrix

Failure can be good. Embrace it by learning from all mistakes, and vowing to never make the same mistake twice.

Don’t be an island

When you have found that brilliant idea (on your 101^st try), don’t get too comfortable. Don’t be an island. In your head, it may sound brilliant but what about the millions of people to which you’ll be serving your idea? What do they think?

Do whatever it takes to not be an island. Join a continent. Be a peninsula. You must get out of the building and talk to your potential customers. Tell them about the value you’re serving, and see what they think!

be agile

After you peninsulize yourself, you must look at your feedback straight in the eyes and tackle it head on. Make changes based on your feedback. Pivot. Iterate. Do a 360. Or even better, do a 720. Dizzy yourself from spinning. And,

“Never argue with the metrics” –Ron Conway

Your feedback and your metrics are real. Take them seriously and appreciate them. There is not one formulaic approach to success in the entrepreneurial world. There is more than one way to skin a cat.

be a Band-Aid

Dig as deep as the core of the Earth if that’s what it takes to identify your customer’s true “pain.” Be a band-aid; cover your customer’s boo-boo. But, find the best way to cover the wound and heal it.

To be an effective band-aid, you must first dissect the “pain.” Know everything about the skin surrounding the wound; Know all sides of the wound.

Believe

Once you have created your own approach and learned how to be a Band-Aid, you must believe in your idea. Without a positive mindset and general confidence in your idea, it will go nowhere.

Your idea rooted from passion and dedication. Believe in your metrics and believe in your feedback; they are both extremely powerful forms of data.

Be patient

If you push yourself out of your box (comfort zone) and exceed your own expectations, you will see the results. They may not be immediate results, but they will surface if you’re patient. Live by this mantra: Nothing worth having ever comes without a fight. Just as our old friend Theodore said,

“Nothing In the world is worth having or doing unless it means effort, pain, difficulty… I have never in my life envied a human being who led an easy life. I have envied a great many people who led difficult lives and led them well.” –Theodore Roosevelt

Be a rock

If you do not have thick skin already, acquire some. Feedback from members of your team is among the most valuable information you will receive. Remember that constructive criticism is not personal, and it will only better you as a member of your team. Embrace criticism. If you feel the slightest bit offended, remember you are a rock. You can take it.

130822- “It is not about the idea. It is about the process.”

Today we embarked on our first team journey. Sid, Sindhura, Kasey, and I were asked to build a water-drinking device using only three, somewhat arbitrary materials. Immediately our team searched in the supply bins for a cardboard tube, rubber bands, and balloons. We were on the clock- given 30 minutes to build our prototype- so we quickly turned to a blank notepad with which we could articulate ideas that passed through our thinking minds. We were filled with energy and excited to put our best possible ideas together to make the best prototype possible. We thought, “How might we create a water drinking device that is original and can make walking a most enjoyable experience for our customer segment?” Every idea was quickly scribbled down or sketched until we arrived at our two most realistic prototypes. At this point, an air of tension filled the space, as we realized the time was dwindling and the group was split between two different models. However, we quickly decided the best solution was to quickly build each prototype and assess which would accomplish our goal. With a bit of reluctance, we ultimately agreed on pitching the “Hydration Necklace” to the fellow entrepreneurs in our class. The other model did not incorporate the rubber bands or cardboard. We were unsure of how the water would get to the walker’s mouth, and on top of that, it leaked.  

Overall we brainstormed effectively, but we should have decided on one idea sooner. If judgment was deferred to a higher degree, perhaps we would have been allowed time to perfect our model and ponder our value proposition more extensively. As Ms. Korda explained, “It is not about the idea. It is about the process.” Her words helped me solidify the meaning of working as a team, and what working as a team entails. It is essential to learn how to interact, persevere, and succeed when working with a group of eclectic personalities and when given a time constraint.

I think our team really took a step forward today. It is exciting to work together and discover how we can use our diverse powers of thought and creativity to produce the best possible product.

1308: Diving into the Deep End

This week marked the beginning of many journeys: my last year in high school, an innovative class; original in the independent school sector, and on a smaller scale, the role of office manager in the aforementioned class. I consider myself fastidious, thoughtful and open-minded: how difficult could the position of office manager be? The journey itself was somewhat arduous, but a great experience nonetheless. I hope that the insight provided in this reflection is of great help to future office managers.

From my experience as office manager, I found it necessary to be alert and on top of things at all times. Names needed to be collected and emails had to be sent. And time constraints could not be neglected. While tasks such as communicating transportation details seem trivial, they are essential to the fluidity of the program.

Communicating with fellow my fellow entrepreneurs was critical. Enrolling in the HawkENtrepreneur’s Google Group was an excellent way to get quick answers to important questions. All members of the group were permitted to respond to posts, and responses were visible to all group members. I used this function to share and collect phone numbers and ask opinions about technical details, such as lunch. Google Groups was extremely effective; a method of correspondence that I would recommend to all future office managers. To the first office manager of next semester’s entrepreneurial studies class (Spring 2014), I think it wise to quickly introduce Google groups, so that your classmates get accustomed to checking it regularly (prompt responses are important!).

It is important to establish a lunch/snack system to be economical and time efficient. The night before our first day at Gries, I selected several cafés and restaurants with various price ranges and menu options, and created a poll through Google Groups to find the most desirable lunch spot for the following day. This process was somewhat unorganized at first, as some students had yet to connect to Google Groups. Nevertheless, the class decided on Walnut Wednesday, a street of food trucks serving various plates. Ms. Cho asked a great question- one I should have thought of myself. Did the food trucks take credit cards? For this class, credit cards are the most convenient method of payment, so it is important to make sure lunch vendors accept credit cards. The next concern was distance. The food trucks were about seven miles away from Gries. Before deciding on a location, I suggest that you know what means of transportation is available! After much discussion, I realized Chipotle was a much better contender, as transportation to and from lunch spots was/is limited. While in the process of choosing potential lunch spots, I came across Murray Hill Market. Voted the best start-up in University Circle, its gourmet food is affordable and deliverable! Support this start-up!

Ultimately the most important ideas to take away from my reflection are to stay organized, be efficient, and act with purpose. When making announcements to the class, be firm, concise, and clear. At the beginning of the week, I quickly learned to articulate: side conversations were common.

Be creative. Be lively. Be enticing.  

 130926- When one door is closed, another is opened (Avitae)

After visiting several gyms (public and privately owned) over the past week, we had a change of course today- an iteration if you will. We targeted athletic, health-concerned people at venues including Dick’s Sporting Goods. We arrived at Dick’s at a less than ideal time of the day however an employee, who proved knowledgeable in the functional beverage industry, gave us a lead: Vitamin Shoppe.  

I spoke with a health enthusiast at Vitamin Shoppe who shared valuable clues to the persona of the quintessential caffeine drinker. He was quite informative and knew which types of athletes use which functional beverages and why. His words inspired me to think about our archetype in a different way: is our archetype a performance-focused athlete or a weight lifter? Does he replenish his body with amino acids or muscle milk after workouts? How long does he exercising? What does he do before his workouts? Answering each aforementioned question is the key to understanding our archetype. And we all have come to know that understanding our archetype is the most important component to envisioning and then building Avitae’s personality.

Here is what we have learned:

Many athletes depend on the caffeine before workouts. Some are early risers who need a boost in the morning to wake up and remain alert during workouts. Others are simply tired after a long day of work. Regardless, caffeine inevitably improves the workout experience.

We also know:

Many caffeinated/functional beverages are loaded with sugar. Athletes are active and health-concerned, which means they want products with low sugar content and they want to feel good about drinking them.

Here is what we think is the ultimate solution:

Avitae.

It seems as though we are nearing the heart of our research and finding a void that needs to be filled.

130828- Communication is Critical

Let's be realistic: Nobody can explain an idea with 3 others loudly asking questions and 4 others trying to answer the original questions, simultaneously. It is rarely possible. Although it was eventually sorted out, this problem seems to be reoccurring. Our team needs to work on our communication skills, because if we don't master them now, our work down the road will not reach it's maximum potential. As entrepreneurs, we are not only short on money and resources, but we are also short on time. Tick, Tock. The clock is always ticking. We must dive ahead and overcome this, I know we can!! We are a very capable group, we just need to learn to work together. To work as one. So on that note, let's go team Entre!!!!

130830- A Real Taste of Avitae

In the past week or so, I have spent a lot of time pitching Avitae to friends, family, and other caffeine drinkers (such as fellow Starbucks goers). When I began selling the product, I quickly noticed that perspective customers could not learn essential information about Avitae just by looking at the bottle. When Tapan Shah (Director of Marketing for Avitae) mentioned that packaging was a weakness, I felt a pang of relief. I cannot exactly explain why, but it was encouraging to hear a professional agree with my team’s opinion.

Although I have perused Avitae’s website and independently researched, it was fantastic to hear Tapan verbalize the company’s value proposition. Simply stated, Avitae brings energy and health together. That statement alone is very strong; it is concise, catchy, and comprehendible.

Who is Avitae’s main competitor? There is not one good answer to this question, Shah explained. Avitae combines features from myriad segments of the beverage industry, creating several different competitors. Water, Crank₂0 and Water Joe (caffeinated water products), functional beverages (i.e. Vitamin Water), Soda, 5 hour energy, Red Bull and coffee. The list of competitors is extensive. Tapan agrees that the competition level is high. He often wonders, “How do you promote your brand in a sea of noise?”

I took a great deal away from this conference call, and have already started brainstorming ways in which Avitae can better advertise its health benefits, convenience, and zero taste.

130903- Building-Be-Gone

Today was the first day our team of four (Sindhura, Sid, Kasey and myself) went out into the field! We “left the building,” as Stanford “Lean-Launch Pad” instructor Steve Blank suggested. After some brief housekeeping work and a team stand and deliver, we felt ready to test our hypothesis (on Àvitae, naturally caffeinated water) generated last Friday. While we formulated our hypothesis last week (based on general assumptions about the product), our goal today was to nuance and dissect our hypothesis for the benefit of the team as a whole and to ensure preparedness. For example, we created a question web (questions with yes/no answers; lead to another answer) that we hoped would help to answer our hypothesis. After this process, we were confident and sure that we were ready to break out of the building and into the field!

As a team, we decided to venture to target. We were interested to see how increased price (target vs. walmart) attracted a different customer segment (in Target), and if target’s customer segment(s) were willing to pay more for a product. We started near the caffeinated beverage aisle (Coffee to Neuro Water) and began by simply approaching customers with a bottle of Àvitae and asking what they thought the product actually was. All labels were covered. Many interviewees were convinced they were observing a shampoo bottle, or other hair product! Others speculated that it was a flavored beverage. How wrong they were! Out of all the men and women that we interviewed, zero had heard of Àvitae. In fact, many were not exactly enlightened by the prospect of caffeinated water. This made me wonder how big is the market for caffeinated water? Why haven’t other water companies capitalized on this idea? The idea is fairly new to many people, and unfamiliar sounding beverages, contained in opaque bottles, with strange and somewhat meaningless names embellished across center of the bottle makes for a product that is very difficult to sell. I think our team broke ground today. We made some great discoveries about the product and know how to modify our questions further to precipitate even better results. 

130906- In Equal Voices We Share

Friday, each team presented a slide deck on Avitae, which represented the culmination of our customer development interviews and research collected over the past 2 weeks.

We thought carefully about the details of our presentation. Would each of us speak? Or was it more effective to let two group members present, while the other two members would field subsequent questions? We decided on the latter. After practicing several times (in under 5 minutes), and once for Ms. Cho, we felt very prepared, and even excited, to present to the class. 

Our presentation began very smoothly. Aside from my superfluous use of the word "um" and Sid speaking at "debater" speed, it went pretty well. We were nearly finished in 5 minutes, however I had to omit our final point on "what we are keeping in mind."

Next came the questions: This was a minor disaster. With only minutes to answer the somewhat vicious questions being thrown at us, Sid and I both subconsciously began to answer a few of the questions. Although Kasey and Sindhura also answered a few questions as well, Sid and I were wrong to interrupt. We completely stepped on the toes of our teammates by answering some of the questions. Even if it was just adding an additional thought to Kasey and Sindhura's responses, it was wrong. However, it was a learning experience.

Immediately after our presentation I apologized to both Kasey and Sindhura. I think that I intervened because I put so much time into the slide deck and our team put so much time into researching, that I wanted to do everything I possibly could to defend our hard work. This is only a reason and not an excuse. I should have remembered that it was Kasey and Sindhura's job to answer the questions. I believe my excitement and enthusiasm prevailed in a way, which was not the best for my team.

In the future, we decided as a team, to present differently. We agreed that each member should have an equal voice and we will do what it takes to reach this goal. 

130910- Mastering the Art of Asking ‘Why’ and ‘How’ Questions

Today’s design-thinking project gave us a chance to be the entrepreneur and the customer. It was challenging in many ways, especially because we had to work in a short amount of time and there seemed to be so much to do! 

After sketching five different prototypes of a wallet, we started thinking about what really makes an ideal wallet. We interviewed each other to determine to the answer to this BIG question.

It is amazing to see how hard it is to come up with the right questions! I realized that different people feel differently about their wallets. How could I create an effective list of probing questions so that I could design the perfect wallet to suit the needs of potential customers? I tried to determine the answers from Scott.

I definitely feel I have asked Scott more nuanced questions. I was searching for what pain my wallet could solve. In the end, I had trouble pinpointing one pain and I think that different questions could have yielded better results. Thinking of ways to ferret out the answers is hard. I guess this form of questioning takes time and practice. Thinking in this way may be a bit like coffee, something that takes getting used to. I will keep working on this.

The ideation part of the project was no less of a challenge. We had to envision five radical ways to meet the wallet needs of a potential customer.  Although five is a small number, it has never seemed to large to me! Coming up with five different iterations of a wallet was a stretch, and after sketching them, I needed Scott’s feedback to help me with each new idea.

The final product was a combination of two original prototypes, and I do think the ideal wallet is kind of cool. It has a concealed, unfeminine zipper and a strap that attaches to the inside of a pant pocket to ensure security.

When I acted as the customer, I tried to give detailed answers to all of Scott’s questions.  I used what I learned from the customer development interviews I conducted for Avitae. I enjoyed the process because after the Avitae interviews, I had a better idea of what type of information would be most helpful.

The next time I am at Beachwood Place I plan to take a closer look at wallets. I wonder if any of the ones I find will be ideal.  Maybe there is an opportunity here......

130916- The Climb to the Zenith (Bravo!)

Today my classmates and I summited Mt. Everest!... Well, most of us for that matter…

Through Harvard University’s Everest simulator, we were assigned particular roles needed to ascend the treacherous mountain. Provided only with periodic weather updates, supplies that were numbered, our teammates, and common sense, we were to reach the summit of the 29,029 ft. mountain in less than 60 minutes. On top of that, we were unable to speak to each other out loud: instant messaging was our only method of communication.

As we ascended, we encountered several obstacles. Our physician was stuck at Base Camp while other group members waited at Camp 1. This did not yield immediate concern until we realized our Environmentalist was ill! In fact, she had developed a form of acute mountain sickness (AMS). Paralyzed with fear for our teammate, we puzzled over our next step. Would our environmentalist wait for our physician at camp 1 so that her health could be restored, or would we all advance, as time was limited and the climb would only get tougher? Our group considered many factors and overall was not quick to jump to conclusions. Not only in the aforementioned scenario, but in all that we faced along the climb, our group examined every possibility and analyzed how we should best move forward.  

Through this meticulous process, our entire team made it to camp 3 however each member was in critical condition. We were worried that a member rescue was in order however we rationed the supplies and made sure our physician was nearby at all times. It was time to order our oxygen canisters from the Sherpa. We divvied the 20 canisters based on medical history, agility, and current health.

We did in fact make it to the top of Mt. Everest but we realized that once we got to the summit, there was little to see. It was all about getting to the top as a team. As Patagonia founder Yvon Chouinard taught us: there is nothing at the top of the mountain but air. It is the process of climbing the mountain, which holds value.

Priceline CEO Jeff Hoffman corroborated this point, in emphasizing the importance of teamwork in this morning’s discussion. Hoffman believes that each member of successful team can do one thing really well. Today, the simulator assigned each team member with a specific task and provided information specific to each person’s role. In essence, our team simulated the team described by Hoffman.

Today’s activity allowed each teammate to share a common goal that was simple, so that we could really get to the root of working as a team. Bravo to all of my team members!!

130912- “The more you know, the less you need"

Today’s Inamori Ethics Symposium made me think more about public companies and the cynical connotation that they often carry. While a number of public companies may have financial motives (solely), several are passionate about the product they sell. While we may not always realize, there is a story behind the creation of a company, and with that story often comes passion.

There are many altruistic company founders who have franchised their product in concern of the human race. They yearn for the massive growth of their company, because they want to see their product physically help people. For example, founder Robert Allison of LifeBelt, experienced a family death as a result of a vehicle accident. Ever since this tragedy occurred, Allison has devoted enormous amounts of time to building the product, which prevents vehicles from turning on without wearing a seat belt. When entrepreneur Allison was offered $500,000 for his patent, he opted out of the deal because he worried it would take to long to bring LifeBelt to other car manufacturers (purchaser intended on doing this). Allison did not vision huge financial profits, but psychological profits. He wanted his product sold to prevent the millions of deaths that are caused every year by car accidents. His product would flourish when featured in a public company while yielding the desired, and extremely ethical results.

 What a thought provoking day!

 130918- Our Very Own Gold Medal

Although we only had half day of entrepreneurship, our team chose to go out into the field. We were anxious to forge ahead and collect new data, after our latest pivot.

Our team spent a lot of time discussing and brainstorming solutions to the problem at hand, and deciding how to best move forward. After our discussion with Jeff Hoffman, Yale graduate and CEO of Priceline, we knew we had three options: 1) Convince gas stations to shelve Avitae at the check-out counter near 5-hour energy and in end-caps to increase sales 2) "Go for the gold medal" in the grocery store industry by taking Avitae out of gas stations for the time being. After winning the gold, bring Avitae back to gas stations. 3) Remove Avitae from gas stations completely. 

On our own, we discussed the possibility of a new channel and customer segment. Through a Roman Vote, we decided on a hybrid between option 2 and our own vision (new channel/customer segment). We decided to "go for the gold," on our vision.

With this in mind, we went straight to Cleveland Yoga Studio and Lifetime Fitness. Being short on time, we focused on learning preliminary information from employees and trainers rather than interviewing patrons. It was interesting to hear Eric, the Café Department Head at the Lifetime Café, emphasize the “natural” quality of a functional beverage that is considered quite popular among Lifetime Fitness athletes.  It was noteworthy to hear Eric explain the demand for functional beverages and other products that are healthy and sugar-free. Eric has provided us with just another piece to the puzzle--

131001- A Bittersweet Ending

Today our team made minor changes on our slide deck in preparation for a final presentation for the CEO of the company and other distinguished individuals. We debated slide aesthetics and order, and discussed how to clearly communicate our story in a coherent fashion.

While our idea is considered a bit radical compared to other teams, I am hopeful that our unwavering dedication and intricate research will help Avitae solve their under indexing problem in some way. I will be checking in with my team members tomorrow via text to hear how the presentation goes.

131003- Spaghetti Scaffolding for the Win! 

In 18 minutes, each team was challenged to build the tallest structure that could support a marshmallow. While it may have seemed to be a simple task, it was just the opposite. The challenge required optimal communication skills and productivity.We tried the marshmallow challenge two times.  

With a previously successful idea, our team had an advantage the second time we completed the marshmallow challenge. We analyzed the attributes we knew worked with our first structure. We decided to keep those characteristics while trying new ideas to increase structure height and durability. When one end of the piece of spaghetti became ‘un-taped’, I suggested we poke small holes in the tape to better secure the scaffolding (spaghetti). This worked well.  With a nod to teamwork, the QVs secured another win and again created the tallest structure. 

We are eager to meet our next challenge. As a group, we enjoy working together. Early on, it is apparent that each member of the group is equally engaged and capable of stretching to accomplish the tasks at hand. It is a good feeling. We enjoy each other as friends and share a similar work ethic and effort. Life in entrepreneurship class is good. Very good. 

131104- Founder Dating, SWAK

Although I was absent today, I was able to be a part of the Founder Dating experience thanks to Amanda.

As I virtually walked from founder to founder, I considered all of the following: passion, compatibility, trust, history, and cohesiveness.

Trendy Trade, 24/7, Java Hawk 2, and Tutor Pro all seemed great, however I quickly realized I was most passionate about Tutor Pro and 24/7.

After much thought, I deemed Sindhura’s 24/7 idea my favorite, and thus returned to her corner of the room to further discuss the implications of the company.  I found Alex and Amanda, and each of us shared a common interest: our desire to build 24/7. Before Sindhura made an executive decision, we had an important discussion in which significant questions were answered.

Although Alex, Amanda and I were on the same team while working with Bold Guidance, we highlighted the notion of trust and cohesion, which existed between us. Amanda, Alex and I had worked very well together in the past few weeks. We became very comfortable with each other, which made bouncing ideas off of one another easy. We could efficiently make decisions and suggest a change in pace or in thought or in mindset without worrying about another team member’s feelings being hurt. We worked at lightening speed. Moreover, we came to trust each other as our relationship grew. Alex, Amanda and I acknowledged that we would have less to learn and less to accommodate for because of our past experience. As entrepreneurs, we must choose the route that is most efficient and requires fewest “resources.” A similar dynamic exists between Sindhura and me, as we worked to solve Avitae’s underindexing dilemma together earlier in the semester.

Alex, Amanda, Sindhura and I also value having a work-life balance. We have similar expectations for ourselves and for each other. We know that we will not reach our goals unless an ample amount of time is devoted to any given task. This puts us ahead and strengthens our team, as we all feel as though we share a common goal. While we will depend on each other, we are all self-reliable and can be counted on to get any task done, even when there is a time constraint.

I could ramble on about the hundreds of other reasons why I was in favor of pursuing 24/7 and this group of excellent entrepreneurs, however I think I can easily sum up all mentioned and unmentioned feelings by saying I could not be happier with my team. I cannot wait to disrupt the market and see what the future brings.