Contacts:

Three Willamette Valley Tech Start-ups Compete in Eugene

Smart-ups Business Plan Competition in Eugene Provides Path to Angel Oregon

EUGENE, Ore. – Oct 14 from 5:30 – 7:30 pm at the Oregon Electric Station is a business plan competition for early stage businesses from throughout the Willamette Valley that are seeking capital between $100,000 to $2 million. Smart-ups, a new entrepreneurial support group in Eugene, is producing this event. Smart-ups is a local chapter of the Oregon Entrepreneurs Network (OEN) based in Portland.

Three companies have been selected to pitch their business plan in less than 12 minutes. The presenting companies include, ClearVue (a Web-based tool to help new/part-time project managers work better/faster), Golden Signals (a new technology that wirelessly connects a computer to a large screen television) and Take Shape (a body fitness scanning technology). Additionally, five Eugene-based companies have been selected to deliver one-minute pitches. Winners in both categories will be chosen the night of the event by the audience.

The winner of the 12-minute pitch will be awarded entrance into the November 12 Seed Oregon competition in Portland sponsored by OEN. The Seed Oregon finalist will earn a coveted presenting opportunity at OEN's Angel Oregon 2009, the premier angel investing event in the Northwest taking place in March 2009. The winner of the 12-minute pitch will also receive half-off any class or program offered at the Small Business Development Center (SBDC) in Eugene.

The winner of the one-minute pitch will receive one month’s free rent at the Eugene IncuLator, a new start-up incubator/business accelerator, and half-off business consulting services offered by the SBDC.

“We’re delighted with our partnership with Smart-ups, and with the progress the group has made in such a short time,” said Linda Weston, OEN’s executive director. “Big credit goes to Eugene-based start-ups OsoEco and Floragenex, who co-founded the chapter in Eugene. There are so many intriguing early-stage companies in the Willamette Valley, and having this competition in Eugene is exciting. We’re looking forward to having the winner compete at Seed Oregon.”

Anyone wanting to be a part of the audience and cast their vote on Oct. 14 can register on the Eugene Chamber of Commerce’s Web site at www.eugenechamber.com. Early registration is $10, or $15 at the door, and includes one beverage and hors d'oeuvres.

The title sponsor of the event is Endeavor Law Group, and the supporting sponsors are Palo Alto Software and the newly formed IncuLator, located in the 8^th & Olive building.

Learn more about this event by visiting the Smart-ups Web site at www.smartups.org.

About Smart-ups

Smart-ups (www.smartups.org) is a new entrepreneurial support group in Oregon's Willamette Valley founded in Eugene and currently partners with the Corvallis Entrepreneurs Forum. Smart-ups is a local chapter of the Oregon Entrepreneurs Network (OEN) based in Portland, Ore. The goal is to improve the climate for Oregon-based emerging, and growth-oriented companies.

Smart-ups hosts "Pub-Talk" events throughout the year that focus on bringing start-ups together with community leaders, business leaders and people in the venture and angel community in the surrounding area. Smart-up events currently take place in Eugene and Corvallis.

Presenting Company Contacts:

ClearVue

Gary Chin

Founder, CEO

gchin@xocp.com

www.clearvuepm.com

Golden Signals

Richard Biggs

VP of Biz Dev

[richard@goldensignals.com]

www.goldensignals.com

Take Shape

Peter Vomocil

Co-founder, CMO

[pvomocil@oregonmba.com]

Earlier this week I was being interviewed by a blogger for a piece about entrepreneurship. When I explained my long-term vision for Anvil Media[http://www.anvilmediainc.com/search-social-media-marketing-integration-article.h tm], as a 16 person company, he replied, “you need to write your vision down sometime.” The timing was perfect, as I was recently invited to blog for OEN, and wasn’t sure what I was going to write about.

For those of you not familiar with the agency model, it’s very different from software, and even some service-based businesses. In agencies, you typically generate revenue based on the billable hour, similar to accountants and lawyers, but without as much schooling. Profitability is derived from your ability to keep the team fully-billable and your costs down. Sounds easy, right?

I’ve worked at 8 agencies since 1994, two of which I co-founded and one, Anvil, which I founded. On the plus side, I had 4 agency positions under my belt when I co-founded Wave Rock in 1999. Unfortunately, the experience did not end as I would have liked, on many levels. For starters, it was a young, inexperienced team growing through the Internet boom. Differences in values and priorities in executive management further challenged the team and company’s future.

One of my greatest lessons was fully realized the day I returned from vacation a year or so into the Wave Rock experience. A woman walked into our staff meeting holding a cake for my birthday, and I hadn’t seen her before. While I was disappointed they hadn’t hired a dancer for my birthday and that she was in fact a new hire, I realized at 17 employees, that I was starting to lose touch with the company I helped create. I also learned that as you grow beyond 16 or so, what was a creative agency became an HR company.

When I parted ways with Wave Rock in September of 2000, there were 34 employees. Soon after, marketing budgets impacted by April’s stock market crash started to hit Wave Rock hard. By June, the company was down to 14 people, and was soon subsumed by another agency. I believe a slower growth model may have helped save the company.

Since that experience, and a handful of others, I’ve been able to formulate what I think is the ideal size and shape of an agency at which I can work for the rest of my life. My vision for Anvil as a 16 employee strategic consultancy specializing in search engine marketing (SEM) was solidified in 2005. Since then, I’ve made business and personal decisions based on that vision, and it’s worked out well.

To explain a little, Anvil is in a somewhat unique industry: SEM. There is no degree or formal schooling available for aspiring search engine marketers, so we’ve had to develop our own training program. Furthermore, exceptional agency talent is exceptionally difficult to find. I’ve spent 12 years looking for ‘A talent,’ and I finally believe we’re nearly there. At 13 employees, Anvil is only 3 away from our ideal size. Then it gets interesting.

If you think about it, the challenges commonly faced by agencies relate to recruiting and retaining clients and employees. If you artificially limit the size of the company, you can increase the quality of the employees, as well as the clients. Any time we find an employee or client that is a better strategic fit for Anvil, we can ‘upgrade’ accordingly.

However, down the road, we may reach the point where we have all ‘A’ talent and clients, and someone even better I comes across our transom. In that case, we’ll have to make difficult decisions on whether to replace talent or clients, or break our own rule and grow. That is a good problem to have. If we think we can add 1 or 2 employees and clients and still have fun coming to work, then we may have to revise our ‘sweet 16 rule.’

The bottom line, however, is that we’ll be busy focusing on developing the existing teams and servicing existing clients, improving retention and profitability, instead of spending cash and resources on sales and HR. I further hypothesize that Anvil’s valuation will not suffer from being a smaller high end boutique with unheard of retention and profitability. We’ve got months or years to get to this point, but at least I know where we’re going and have a decent idea of how to get there.

There are very few (and I mean very few) resources to track the impact of entrepreneurs on the economy. Part of the problem is that we don't have a collectively agreed upon functional definition of entrepreneur. The other part of the problem is that we don't separate out entrepreneur statistics from small biz statistics. And before you ask...yes, I think there is a difference between small businesses and entrepreneurs ...sometimes they are one in the same, but not always...

A comparison of entrepreneurship vs. small business:

Many people use the terms "entrepreneur" and "small business owner" synonymously. While they may have much in common, there are significant differences between the entrepreneurial venture and the small business. Entrepreneurial ventures differ from small businesses in these ways:

1. Amount of wealth creation- rather than simply generating an income stream that replaces traditional employment, a successful entrepreneurial venture creates substantial wealth, typically in excess of several million dollars of profit.

2. Speed of wealth creation- while a successful small business can generate several million dollars of profit over a lifetime, entrepreneurial wealth creation often is rapid; for example, within 5 years.

3. Risk- the risk of an entrepreneurial venture must be high; otherwise, with the incentive of sure profits many entrepreneurs would be pursuing the idea and the opportunity no longer would exist.

4. Innovation- entrepreneurship often involves substantial innovation beyond what a small business might exhibit. This innovation gives the venture the competitive advantage that results in wealth creation. The innovation may be in the product or service itself, or in the business processes used to deliver it- http://www.quickmba.com/entre/definition/

I think this is a fairly succinct definition...probably one of the most accurate I have found...what do you think? What definition of entrepreneur works for you? The critical issue is that until we are able to create a standard definition and use it consistently, we will have a hard time quantifying the impact of entrepreneurship on the community. And quantifying the impact is one of the most important things we can do to show what a giant benefit entrepreneurs are to our communities.

This post written by Jean Ann Van Krevelen, Development Director of OEN. Jean Ann also has a blog at http://www.edgyentrepreneur.com.

Don't forget to submit your application to present at the OEN PubTalk: Seed Oregon Round 1 by 5pm on Wednesday, September 24th.

Round one of Seed Oregon will be held at the OEN PubTalk on October 8th at 5:15pm at Bridgport Brewpub.

Learn more about Seed Oregon and how to apply.

Jama Software, a Portland, OR based start-up and finalist in Development category of the OEN Tom Holce Awards was willing to share their Top 20 Start-up Success Tips. Read and take what’s relevant to your entrepreneurial experience.

What's it take to be a successful entrepreneur?

We're not experts, but from our own collective experience, tons of advice we've received and the stack of books we've read over the years, we've pulled together a list of the top 20 success tips we try to apply every day we go to work at Jama. See which ones you believe in.

#1 Enjoy the journey.

A business is a journey, and usually a long journey, so you better enjoy the ride because you'll commit a lot of time and energy into building your business. The "J" in our name "Jama" stands for "Journey", to remind us of this point.

#2 Always give back.

Yes, you have to make money, that's rule #1 in business, but there's no reason why a close second can't be to give back. It can be through volunteer hours, community involvement - whatever fits your company's personality. At Jama, we give to Kiva.org. Make it a priority from day one to be a socially responsible business. It's doable, and it doesn't require a lot of money, just commitment.

#3 Make decisions.

Actually, make fast decisions. Too many businesses fall victim to indecision. Make a decision, see if it works, or not, and keep moving forward.

#4 Move fast.

This goes hand-in-hand with #3. You need to move and execute fast. Speed is one of the advantages a start-up can have over larger, more established competitors. They have too many layers of management to go through so decisions happen slowly. Move quicker than your competitors to response to a market trend or a customer need.

#5 Keep it simple.

Some things are complex, like product development. However, too often people and businesses create their own complexity when a simple solution is right there in front of them. Be obsessive about simplicity, in your processes, in how your product works and in how you do things as a business. The reality is customers will reward you for "keeping it simple".

#6 Listen to customers.

It's an overstatement to say, "Customers are always right." They're not. Just like you're not always right. However, you should always listen to them. Hear what they're saying. Understand what they're wanting, and then give them exactly that.

#7 Trust your gut.

In balance with #6, you need to trust your gut. There are times when you'll have different feedback from customers, advisors, partners and everyone under the sun. At those times, you have to go with what you believe is right. And if it's wrong, be nimble, adjust and try something else.

#8 Release often.

This applies mainly to software product development. Get your product out there. Take an iterative approach. You can spend the rest of your life trying to perfect every detail. Let customers and partners put your product to the test. You'll be amazed by the feedback you'll get. It will also force you to prioritize the highest-value features to add.

#9 Follow your passion.

You have to love what you're doing, there's just too much work involved not to. Too many people have pursued business ideas because they thought they were lucrative only to be miserable managing businesses they don't enjoy. Don't make that mistake.

#10 Be creative.

The business world is overrun with noise. Find a way to stand out - in your product, in your message, in your company's personality, in the way you market and sell your product. As a start-up, you can't outspend bigger established players, but you can win by being more creative in how you solve problems for customers.

#11 Take chances.

If you don't like risk, get out now. At some point, you have to take chances. Some will work, others won't. Be smart in preparing for the ones not to work, but maintain this entreprenuerial spirit even when you become the next big company. It will serve you well to have this in the DNA of your culture.

#12 Do your homework.

A great idea alone isn't a business. You have to do your homework. Know your market. Know your competitors. Know your customers. And, not just for the purposes of a business plan. Keep on it every day, because things change constantly and if you don't have your finger on the pulse, you'll be out of touch.

#13 Don't overanalyze.

You can overdo #12. It's called analysis paralysis. Too much data, too much analysis will freeze you. Take the information that's most relevant and discard the rest. Best to try things, see what works, see what doesn't and then learn, adapt and execute.

#14 Work smart.

When you're a start-up, you can't afford not to work smart. That doesn't mean be cheap, it means be resourceful. Get the most from the time and money you invest in your product, marketing, sales, every facet of your business.

#15 Find your niche.

Don't try to boil the ocean. It's the hardest thing to resist as a business. You want to please everyone and do everything. Don't. You'll do none of them well. Pick a high value niche and own it. Do it better than anyone else and be the brand for that specific problem that customers love.

#16 Play at work.

Play music. Play Xbox. Play foosball. Whatever you can do to make your corporate culture fun to be in. Yes, there needs to be a relentless focus on execution and getting work done. But, you'll discover that good people know how to balance work and play. And, all work and no play, makes your company a dull boy. Otherwise, good people will find a more enjoyable place to work.

#17 Speak honestly.

It sounds like something you shouldn't have to remember to do, but it's amazing how many companies don't follow this simple rule. It's easy to communicate good news, but you need to apply the same approach to good news, bad news or otherwise. You're either building or destroying trust every day, there's no neutral ground. The reality is if you're trying to spin customers, the media or anyone else, they see right through it anyways. Be open and honest, always.

#18 Invite feedback.

You might be smart, really smart, but you can't do it alone. Nor should you. When applied correctly, there is tremendous power in the wisdom of crowds. Your business has an online community whether you've carefully built it or not. Better to invite, listen and respond to the feedback than have no awareness of what's being said. Feedback is your friend, if you let it be.

#19 Be an open book.

Some companies like to guard every secret, even from their employees. Many companies including Jama are finding success adopting the complete opposite philosophy - of being as open as possible with its strategy, news, financials, product roadmaps and future plans. It's amazing what happens when you're open with the people you work with every day including customers, partners and employees. It's a little thing called trust. And, that might be the best competitive differentiator you could build.

#20 Be collaborative.

Gone are the days of departmental silos, break the walls down. Collaborate with everyone, and not just internally with employees. The most valuable collaboration you'll do is with your customers and partners. Over 70% of great ideas come from outside the building. You just need to be there to listen.

Re-printed with permission of Jama Software.

We talk a lot about where and how to advertise your business, but what about the basics? Where should your business be listed so that others can find it?

While I would say the yellow pages are still a relevant vehicle, they certainly aren't your last stop.

Listing in local directories is important, but don't depend on it as a main traffic driver. And by listing it in print, you will be listed online. Anywho automatically lists in print directory content online for twice the bang for your buck.

In addition to the standard yellow page listing, search out specialty directories that serve your target audience. Are you a business that subscribes to being "green", find a resource directory that will let your customers know that you are committed to the same values they are.

There are all kinds of niche directories, in print and online. Search for your specialty and contact the owner of the directory. Hereis a listing of food and gourmet shopping sites, but there are tons of niche listings. A little research will likely result in multiple places you can list your business. If you can't find your niche listed somewhere, go here and create your own...It's of no cost to you, and by building this site, you will expand your connections exponentially.

These suggestions are presupposing that you already have a website for your business. Today it is as essential as a business card and almost as easy to create. For a free website and easy to use tools, check out Microsoft Office Live.

Probably the most critical listing of all is search engine listing. You do not have to wait until a search enging finds and lists you. Go to the top sites and add your business. Here are the links for Google and Yahoo.

So, start with the basics, get your business listed in directories so your customers can find you!

Jean Ann is the Development Director at OEN and also writes for her business blog Edgy Entrepreneur and shows off her business website at Edgy Biz.