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Mike Glauser

Episode 15: The Entrepreneur Training Program, with Mike Glauser

Mike Glauser has extensive experience as an entrepreneur, business consultant, and university professor. He is the co-founder and chairman of My New Enterprise, an online training and development company for aspiring entrepreneurs. My New Enterprise developed their own entrepreneur training program, which Mike will tell us all about. He is also the founder and former CEO of Golden Swirl Management Company and of Northern Lights. Both companies were sold to CoolBrands International. Mike has consulted with hundreds of startup companies and large corporations in the areas of business strategy, organizational effectiveness and leadership development. His clients have included Associated Food Stores, The Boeing Company, Department of Workforce Services and Esso of Inter-America.

Mike is currently the Executive Director of the Clark Center for Entrepreneurship in the Jon M. Huntsman School of Business at Utah State University. He has published numerous articles in magazines and three books on entrepreneurship: Glorious Accidents, The Business of Heart and Main Street Entrepreneur, which chronicles his 4,000-mile bicycle ride across America to interview 100 remarkable entrepreneurs who have successfully merged livelihood and lifestyle in places they want to live. Mike has appeared on Great Day America, First Business from Washington, Associated Press Radio, Voice of America, Good Morning Chicago, Kansas City Live, and many other radio and TV programs. He received a Ph.D. from Purdue University, and BS and MS degrees from the University of Utah.

What you’ll learn about in this episode:

  • Mike’s background
  • My New Enterprise, Mike’s business for teaching what makes a successful entrepreneur
  • My New Enterprise’s entrepreneur training program
  • The goals that drive successful entrepreneurs
  • Why you need to launch a true business opportunity and not just an idea (and the five things that make for a true business opportunity)
  • Developing your supporting cast
  • Maximizing your resources
  • Building a community of raving fans
  • Mike’s book “Main Street Entrepreneur”
  • Why anyone can build a successful business

Ways to contact Mike:

Transcript:

Welcome to System Execution, the strategy and system behind today’s successful companies. Systems can make or break your company but here, we’ll solve your physical, technological, and psychological systems issues by connecting you with experts that have succeeded in overcoming those challenges in their own business, and providing you the guidelines and tools you need to implement those same strategies for immediate results. Now, here’s your host, Vera Fischer.

Vera: Welcome to System Execution, a podcast devoted to using processes and systems to drive to a better outcome for your business. I’m Vera Fischer, your host. All businesses, no matter the size, relies on systems. Some of these are physical systems such as a factory, some are technological like project management software, while others are psychological systems such as checklists and organizational charts. Many of these systems will overlap in your business.

Today’s guest, Mike Glauser, is the co-founder of My New Enterprise. This company is an online training and development company for aspiring entrepreneurs. Today, Mike is going to be talking with us about his very specific set of practices for building a successful business. Mike has extensive experience as an entrepreneur, business consultant, and university professor. He is the co-founder and chairman of My New Enterprise. He is also the founder and former CEO of Golden Swirl Management Company and of Northern Lights. Both of these companies were sold to CoolBrands International.

Mike has consulted with hundreds of startup companies and large corporations in the areas of business strategy, organizational effectiveness, and leadership development. His clients have included Associated Food Stores, the Boeing Company, Department of Workforce Services, and Esso of Inter-America. The list keeps going, listeners.

Mike is currently the Executive Director of the Clark Center for Entrepreneurship in the John M. Huntsman School of Business at Utah State University. He has published numerous articles in magazines and three books on entrepreneurship: Glorious Accidents, The Business of Heart, and Main Street Entrepreneur which chronicles his 4000-mile bicycle ride across America to interview 100 remarkable entrepreneurs who have successfully merged livelihood and lifestyle in places they want to live. Welcome to System Execution, Mike.

Mike Glauser: Thank you very much, Vera. It’s awesome to be with you today.

Vera: Wonderful. Mike, I’m so glad you’re here to share your experiences and your entrepreneur training program with us. I think it’s really important to our listeners for them to understand your background and what led you to really focus on entrepreneurs, and how to give them practices to be successful.

Mike Glauser: I fell in love with the study and practice of entrepreneurship when I was a college student. I just thought it would be so great to learn how to build organizations that created excellent products and were wonderful places to work where they were the envy in the industry, and I wanted to learn how to do that.

I went straight to school and did a Master’s degree and a PhD in Organizational Studies. I started teaching about entrepreneurship and I quickly realized that if I was going to have any credibility and ever be a thought leader in the field, I had to leave the safe harbor of academics and go do the real thing. I left after about 40 years of teaching and started building some companies to practice what I’ve been preaching to prove that I could do it. I had some just fabulous experiences building some companies, learned a lot of things, some things the hard way, and had some successes.

Then, after I sold one of those companies, I decided to go back to the university. When I went back to the university, I was really discouraged by how entrepreneurship was being taught. It was still very theoretical. It’s based on research of looking at small little variables and correlating them together, and no one was really teaching what was actually happening out in the field.

We really launched My New Enterprise as a business to teach what entrepreneurs actually do to succeed versus those who fail. The basis of all of our content is hundreds and hundreds of interviews and oral histories with entrepreneurs all across America. We used this large database that we have to write articles, to write books, to create online training programs, and then to do consulting with dozens of startup companies every year. That’s what we’re doing now with My New Enterprise.

Vera: Specifically, as we’ve been talking before we started the interview today, you had mentioned that there was a set of practices that you really walk your clients through for building a successful business. Let’s start with step one.

Mike Glauser: The first thing that we’ve noticed, especially on this bicycle ride across America, we interviewed a hundred entrepreneurs that they had moved to these smaller towns for lifestyle reasons, and they got there, and said, “Okay, what do I do now? There are no jobs here.” They built these remarkable companies underneath the radar or the media. Some of them are national and even international.

The first thing that we’ve noticed with this group and with all successful entrepreneurs is they’re very purpose-driven. Not one of these hundred people, this last year, that we interviewed mentioned money as a primary motivator. I think there’s just too much work involved in building a business to stay motivated for pure financial gain.

These people wanted to solve a problem that are troubling them. They wanted to give phenomenal services. They wanted to innovate some new products. They wanted to create jobs for their family and friends in a small town. One individual, his goal, in Baker City, Oregon, his driving goal is he’s going to create a hundred jobs in a city that he loves. Last time I talked to him, he was up to 70. They all have this purpose that’s bigger than just making money that is the real motivating, engaging force behind that business. It’s the very foundation.

Simon Sinek has a marvelous book called Start with Why. He shows very convincingly that people don’t buy what we do, they buy why we do it. When we work with startup entrepreneurs, we really drill down on why are you doing this and what’s going to motivate you through these difficult times. Then, most people have a purpose that is driving and engaging, but they failed to do is they failed to articulate that clearly with their team members and with their customers.

We help them define that purpose. We help them learn how to articulate it with their team members they’re going to attract and with the customers they’re going to be attracting in that business because of the underlying reason it was started in the first place. That’s the first thing we do.

Vera: That’s interesting because it’s not from a business model perspective, first and foremost. It’s really the why and it’s really the heart of why you’re doing something.

Mike Glauser: Yeah, exactly. We just found some just remarkable people. Nicole DeBoom, founder of Skirt Sports, her goal was to create beautiful clothing for women that work out that particularly do triathlons, marathons, and so on. Justin Gold who created Justin’s Nut Butter, his goal was to create the most incredible nut butters on the planet.

They communicate this and they attract people that also have that same purpose and vision, great team members, and then the customers buy into that. If people buy into your why, and they choose you as their source of products and services, and you’re a low niche, then they don’t even shop around. They don’t even look elsewhere. That’s very, very important to getting through those initial three to five years that are really required to produce sustainability in a new company.

Vera: Once you’ve gotten through the why, what’s next?

Mike Glauser: This is fun. We say you have to launch a true business opportunity versus an idea. Now, everyone has ideas, and ideas are diamond dozen. They’re very different from a true business opportunity. We have identified five things that make for a true business opportunity. If these five things are in place when you launch, your chance at success go up dramatically. They go from 50/50, which is the national failure rate, up to about 80/20, 80 on the success side.

We call it the NERCM model, N-E-R-C-M. N stands for need. You have to have firsthand primary evidence that people have a problem, that they need something, that they’re asking for something. It can’t just be a great idea. You have to identify this need and have a lot of people saying, “I wish I had this,” or “I wish we could fix this.”

The second thing, the E is for experience. This was fascinating on this 4000-mile bicycle ride. Of the hundred entrepreneurs we interviewed, about half of them had industry experience. They worked in the industry or a related industry. They knew it really well. They knew the customers. They knew the suppliers. They knew the missing pieces. They’ve seen it through their work. The other half, they hadn’t worked in their industries, but they were very serious and frequent users of the products. They were using them daily and they were buying from different manufacturers, and they were learning what worked and what didn’t work, and who made the best products, and what was missing.

The Kauffman Foundation just did an interesting study. They showed that about 10 to 15% of all startups are founded by user entrepreneurs without industry experience, but if you go out five years to see who succeeds, 46% of the successful businesses were started by the small group of user. You can’t underestimate the importance and the power of actually seriously using the products that you were going to introduce into a marketplace. That’s the E in the NERCM model.

The R is for resources. The key here is you got to cobble together a bunch of resources, usually non-financial resources, and create a quick minimum viable prototype that you can test, and see if anyone really wants that product. Then, you get feedback on it, and you iterate until you get it right. We say, “Make a few sell if you’ve learned a lot.” You don’t need to raise a lot of money to create products, and then go out, and see if people will buy it. You introduce something quickly into the market with your limited resources and gain some proof that people will buy it.

The C, the fourth factor, is buying customers right now. The best businesses, they take purchase orders from customers before they even create their products. I worked with a company that created the software that allows us to do online banking, and they sold it to Bank of America before they even built the software, before they even programmed it. Now, with crowdfunding, we can float products out there and see if people will buy them. If they buy them, then we make them and deliver them. Having buying customers ready to buy right now is critical.

Then, the last one, M in the model is for a sound business model. You need gross margins about 50, 60% and profit margins of 10 to 20% to actually build a sustainable business.

We just walk people through those steps and say, “Let’s see if you have a true business opportunity or if you just have an idea,” and we help them develop and strengthen those five areas. As soon as they get those down, then we launch. Because of that, if you don’t launch until those factors are in place, your success rate goes up dramatically. We think we’ve been very successful helping to create new companies because we really push these aspiring entrepreneurs to put these five factors in place. We don’t judge ideas as being good or bad. We say, “Can we develop these five components of a true business opportunity within your idea? If we can, let’s launch it then.” That’s the second thing we saw.

Vera: How long does that typically take?

Mike Glauser: Some people that we worked with have those things in place immediately because they’ve worked in an industry, they’ve seen a need, they have customers asking for it, they have some resources, they’ve already created a prototype, and we can get started right away. In other cases, most cases, especially with students at the university, we may go through five, or six, or eight, or ten ideas before we get one that has those components in place. We say, “Don’t fall in love with your idea. Let’s launch something that will actually work,” and we may have to go through several ideas until we find one that has a higher probability of being a successful business for you. It can take a few weeks or it can take a few months.

Vera: What’s the most craziest business or, rather, idea that’s ever come across your desk?

Mike Glauser: Boy, there’s a whole list of them, holistic crazy things. We found a company up in Idaho, Northern Idaho. They were driving through Idaho, and they fell in love with it. The husband and wife, Gail and Will Williams said, “We got to raise our three boys here.” They moved there. There were, of course, no jobs. She had been selling seat covers on trucks for truckers. She went down to the Sun Valley Ski Resorts and said, “Hey, can I cover your lift pads and your tower pads,” and they said, “Sure, they’re all worn out. Let’s do it.” She started selling the seat cushions for ski lifts to survive in Northern Idaho. Today, they now serve at 600 ski resorts worldwide. They are the experts in padding, padding on ski lifts.

Vera: That’s awesome.

Mike Glauser: Then, I could go on and on. Justin of Justin’s Nut Butter, he’s a vegetarian, and he needed protein, and he was tired of the syrupy gels and drinks. He started throwing real nuts in his blender at home. He would add honey, and he would add maple syrup, and chocolate, and he created this incredible nut butters. His roommates would eat his products. He put his name, Justin, on the label, and put it in the cupboard, and they still ate all his products. That’s where the name Justin’s came from. Then, he took it to the farmer’s markets and sold out of everything he could produce. He just sold his company this summer for $286 million to Hormel but it started as a dream to create fabulous protein nut butters which is unusual.

Vera: That’s awesome. I love that. After you push the idea through the NERCM model, are there other steps after that?

Mike Glauser: Yeah. We say the next thing is to develop your supporting cast. These successful entrepreneurs are really good at networking and building what I call a brain trust. They can’t hire people right off the bat because they don’t have any money. They start networking. They first find out what skill sets are going to be needed in this company, like Justin knew he needed to understand UPC codes and he needed to understand food manufacturing and labels.

They go out and they start networking to find people who have done that and know how to do that. Then, they somehow co-op them into joining an informal team. Some of them, they meet in the morning and go running with. Others go meet and have lunch with once a month. Others, they’ll just call when they have questions, but these entrepreneurs end up having eight or ten people around them that can do things they can’t do, that can answer questions, that can introduce them to new people and new resources. It was amazing how of them all had this large brain trust of free advisers early on to help jump start the business.

They also build a really great team, an executive team, as they start producing cash flow and they’re good at hiring people who are different than they are, as opposed to people that are similar to them. They’re just excellent team builders.

The step after that when you start getting your team in place was to really learn how to maximize resources. When creating the curriculum for our entrepreneur training program, we found that very few of these companies receive any kind of funding whatsoever. Very few of them had bank loans. They didn’t have Angel investors, private equity, or venture capital, but they just used to squeeze everything they possibly could out of their resources, and they would get more for less along the way.

A great example is Dr. Allen Lim. He has a PhD in Integrated Physiology. He created the company Skratch Labs. What he was, he was a coach and a nutritional counselor for the US cycling teams and world cycling teams. He’s coached in the Tour de France, and Tour de Valley, and so on. He noticed that the athletes are all getting stomach aches from the drinks they were drinking, and the gels, and so on. Like Justin, he created a line of products, hydration products, that were made from real fruits. His orange drink has real oranges in it and his strawberry drink has real strawberries in it.

As more and more athletes started asking for his product, he decided there was a real need here, a real company to be built, and he had no money to market it. What he did is he went out and bought … He found an old beat-up funnel cake cart that had been used at the fair, got it for almost nothing, converted it into a burrito kitchen. Then, he went around all these races, marathons, triathlons, 10Ks, bike races selling burritos so he would have money to then market his hydration products. That first year, he marketed his products all over the United States, and built a national brand, and his marketing cost was about $800 because of the burrito cart. He found a way to do something without having money, and we see that over, and over, and over again with successful entrepreneurs.

Vera: They’re really leveraging the lifestyle that they’re already living in a way. The example you just provided, he was already in those environments, and he was already going around the United States. He was leveraging what was already there.

Mike Glauser: Yeah, exactly. The other fun thing that he did that first year is he wanted to sponsor the Tour of California which is the biggest cycling race in the United States. Sponsorship fees were 250, $300,000. He knew that in bike races, you have a neutral mechanical vehicle. That neutral mechanical vehicle will serve as any bike rider from any team if they have a breakdown. He thought why not have a neutral feed car.

He went to the race organizers and said, “I will provide hydration drinks and food to all the riders on all the teams if you’ll just let me into the event and I can’t pay the sponsorship fee.” They said, “Great.” They let him do it for free. It’s a $250,000 sponsorship package. He provided his drinks. He was selling to world class athletes. That helped dramatically grow his business. He said he had 11 media interviews while he was there. He got all that for free just by being innovative and figuring how to get stuff done without using money.

Vera: Also, going in for the ask.

Mike Glauser: Yeah. Not being afraid to say, “Hey, I’ve got a proposal. This will be really cool. What you guys think?” That’s what he did.

Vera: That’s great. What is the next step?

Mike Glauser: The next step is you really have to build a, I call it a community of fans, a community of raving fans. Today, we’re selling products to the communities that we’ve developed through our social media and through our networks. They have to really love us and choose us. In my consulting work, I’ve seen that there’s four levels of service from the lowest to the highest.

Level one is just to tolerate your customers. We see this in government agencies. Think of the DMV. I had one woman tell me, “This would be a great place to work if it weren’t for these customers.” Those businesses aren’t going anywhere. That’s the lowest level. The next level which most companies try to do is to meet customers’ expectations, to find out what they want, and make sure they get it. The problem with that is satisfied customers aren’t loyal customers, and they’ll go shop at your competitors’ business next week.

The third level, then, is to exceed expectations. This is to find out what they expect, and then give them more than that. They leave your business going, “Wow. No one does this for me. This is the best company I’ve ever been to.” I found a woman that, really, a wonderful lady that was on welfare. Her husband left her and she had some children. She was working at the Hallmark Card store in her town, and she was making less money working than she was not working collecting welfare, and it really bothered her. She said, “I’m going to start a business.” She started a cleaning service. She quickly grew to more than a hundred clients, residential and commercial clients, and was the preferred provider in her city.

I asked her, I said, “How did you do this?” She said, “Well, I define for the customer what we’re going to do every time we visit. Then, I tell them, ‘We will clean one thing that is hard to clean for free. We’ll add it to the list for free. What do you need done?'” She’ll clean chandeliers or she’ll clean roofs that are hard to get too. She’ll always do that for free. People go, “Wow. I’m going to always use her.” That’s how she built her business is by exceeding expectations.

The fourth level, the highest level of service is to really include your customers in the very development of your product line and your service line. This is what we did at our company. We had groups. We call them customers as partners. We’ll have them come into our retail stores, and we have them taste all of our products, and give us feedback. Then we would do, as the products were developing, we would do double blind taste panels. We’d give them our product and competitors’ product. Until our product was chosen 70% of the time, we never go to production.

When we finally created a product, it was exactly what the customer said they wanted, and it was very difficult for our competitors to duplicate those products. The customers help us build the business. When they do that, they feel like your business is their business. I’ll give you one more example. There’s a great company called Backyard Farmer in Eugene, Oregon. Bill Bezuk is the founder. He noticed that a lot of people are trying to build their own gardens and small farms. He found out what all the codes were and all the practices were, and he started buying seeds, and he started buying feed, and he’d ask his customers, “What else do you need to build your gardens?”

Then, he would add chickens, and rabbits, and beehives, and so on and so forth. As he built this huge customer base, he was the one that helped them know how many chickens you can put in the county, and how many rabbits you can have, and what your beehive has to … what standards it has to meet. People started coming to him saying, “Bill, I’ve got these chickens now, but I have to go out of town. I used to take your dog to the kennel, but what do I do with chickens?” Bill built a chicken hotel. Now, his customers can come to his business to get everything they ever need to build a backyard farm. Then, when they go out of town, they can take their chickens to his hotel. For a couple of dollars a night, he will board them and feed them.

The day before I interviewed Bill, someone had junked at his fence, broken the lock, and let one of his chickens go. He was heartbroken because this was one of his costumer’s chickens. He put the message out to his fan base. Within a day, a thousand people had shared and responded to his message, and they were out looking for this chicken, and they found it the next day, and brought it back to him. He’s their guy. That’s where they go because he has included them in the very development of his product line and his services. That’s the highest level of building a fanbase is letting them to be a part of your company.

Vera: That’s a great story, the chicken hotel. I love that.

Mike Glauser: It’s pretty fun.

Vera: It is fun. Does that wrap up the process or is there one more step?

Mike Glauser: There’s just a couple more things, quick. One is we find that these real successful entrepreneurs have multiple streams and revenue. They’re not reliant of a single product line but they don’t go out and chase everything that shines. They build a portfolio of products to meet their customers’ needs so they solve the total problem customers have when they come to the business. If your customers are going to two or three places to solve a problem, it makes sense for you to provide all of those products or services so you’re their only stop.

I’ll give you a great example. Benny and Julie Benson were engineers in LA. They got tired of the traffic, and the smog, and the crime. They went touring up and down the coast for a new place to live, and they discovered Sisters, Oregon which is a beautiful town at the base of the mountains of 2000 people. They moved there in 10 days, quit their jobs, and move there 10 days later. Now, they have to do something to make a living. The first thing they did is they started designing biogas power plants because they were familiar with that business, and they were engineers, and they got handful of clients.

Then, they noticed that their clients were having problems getting these plants built because they were unique. They launched a construction division. Now, they design the plants. Two, they build the plants. Then, step three, they found that people had trouble operating and monitoring the output of the plant so they build a suite of software to monitor remotely these biogas power plants. Now, they provide a complete solution. They design the plant, they build the plant, and they monitor the plant, and that customer can come to them as the only stop they need to get this biogas power plant built.

The fun thing about this story is they were flying in and out of the airport so much that their fourth source of revenue, they bought the airport in Sisters, Oregon. Now, they own that. Then, their fifth source of revenue, they built some office space, and let other entrepreneurs office there close to the airport. That’s what we saw over and over again is they developed multiple revenue streams to solve costumers’ total problem and they’re not vulnerable to one single product over time. They build this portfolio of products and diversify their revenue.

Then, the last step, I’ll mention quickly, is they were heavily involved in giving back to their communities. They didn’t do what we teach in business schools. They didn’t have an exit plan. None of them wanted to exit. One of these entrepreneurs said, “My strategy, I guess, to exit is to die someday,” because they’re building their dream, and they’re building in a community they love, and they want to be a part of that community. We saw them buying uniforms for the local pep club, or instruments for the band, or mentoring in schools, or teaching classes in computer science.

Benny and Julie Benson actually built a biogas power plant for the high school in their town. They built it, paid for it, and they operate it, and they’re saving that school thousands and thousands of dollars in utility costs. Now, Gail and Will Williams who I mentioned that owned the ski padding company, during the off-season, they let their employees work full time 40 hours a week, and they pay them to go out in the community, and do community service because they don’t know always have enough work for them during the off-season.

We just saw over and over again that they were intimately linked to the community that they were serving. That community, then, they would fall in love with them, and said, “Hey, they support us. Let’s support them,” and it was just a wonderful new model of doing business that we’ve discovered.

Vera: That’s really interesting because I think some entrepreneurs are going to it thinking that the only way to be successful is world domination. You really don’t need to do that. Just making your footprint in your community, in your geographical area, and being successful there is a huge success in of itself. Then, the rest, how it permeates throughout other states and possibly the United States. It just happens organically on its own.

Mike Glauser: Yeah. It’s interesting. In business schools around the country, we teach what I call the Silicon Valley model or the venture-funded model, and it’s to find some technology, prove it with a small group of customers, go raise some venture capital, scale it up as fast as you can, have it dominate the world, and then sell, and get out, and exit, and make a lot of money.

That’s taught us the gold standard, but the funny thing is it’s only about a half of 1% of the companies in America are ever started with venture capital or ever go public. The rest of us build these really great little businesses, without an entrepreneur training program. They might do one million, or five million, or ten million, or 20 million, but we don’t really teach these basic practices of how do you build a small business. I always say, “Don’t dream about being big until you have success being small.” It’s easy to scale something that’s working.

We’re teaching a standard that just doesn’t exist in business schools across America. Our work and in my book, Main Street Entrepreneur, we’re really trying to create a road map for all the rest of us, for everybody else that just wants to build a business that they love, and do something that they are excited about.

Vera: Is that where our listeners can find this process, in that book Main Street Entrepreneur?

Mike Glauser: Yeah, the book. On our website, we have two websites. themainstreetentrepreneur.com has a lot of free content, and materials, and the summary of these practices. Then mynewenterprise.com, our base consulting company, we have a lot of free resources, and they can get a strategy guide that summarizes these nine keys.

The book, really, it’s fun to write because we took these stories, and we let the stories teach the principles. The book introduces you to these entrepreneurs all across America, and how they built successful companies, and how they introduced these nine keys into their own businesses. It’s a road map for doing it yourself.

One of my goals, I’ll be honest, I read business books all day long and journals, and I get tired of it. At night, I need to read something exciting, and fun, and relaxing. I wanted to write a business book that was not boring, that you could read, and it would engage you like a novel. You get to enjoy this epic journey across America, this crazy bike trip we took, that was pretty bizarre. Then, you get to meet these entrepreneurs, and learn how to implement these practices in your own company.

Vera: I’m with you. I read a lot of business books myself and they do get pretty boring. I will absolutely look forward to reading Main Street Entrepreneur as my next one. I will get back with you on whether it was fun.

Mike Glauser: Okay. I was actually pretty humbled last week. It was listed in Inc. as one of the top books for entrepreneurs for 2016. That made me feel good.

Vera: Absolutely, that’s a huge one. Congratulations.

Mike Glauser: Thank you.

Vera: Is there anything else you want to add before we wrap up our discussion?

Mike Glauser: I finished that bike ride across America, and had a number of journalists contact me, and they wanted to interview me, and tell the story. They all asked this question, they said, “What’s the one thing that you learned? The one most important thing you learned.” I’ll leave with this. I learned just about anybody can do this. If you really follow the correct practices, and you really want to build your own business, and you’re willing to take some action, anyone can do it. These people are just everyday men and women all across America that figured it out, and did it, and have been successful. It’s not something that’s just for a few of us. It’s for all of us if we really want to.

I think in this new age of technology as robots, and software, machines are taking over all of our jobs in almost every industry, we’re all going to have to start our own companies and create our own jobs. The good news is that there’s never been a better time to do that. There’s a real movement towards small businesses again. There’s a bias against big corporations and big box stores. We all have powerful technology. We can buy cheaply. We have the ability to reach international markets through the internet. We have the ability to crowdfund which I’ve done several times. It’s not that hard.

We’re seeing a high touch backlash to our high-tech world, and people want to interact with small business owners. They want to feel like that they know the owner, that they can go to your place of business, and have a great experience with you. Anyone that wants to build a small business, if they follow correct practices, can build a successful business. I guess that’s the message I’m preaching around the country.

Vera: I think it’s an on-point message, and I couldn’t agree with you more. I know a few moments ago, you mentioned your website, mynewenterprise.com and themainstreetentrepreneur.com. Is there another way that our listeners can get in touch with you?

Mike Glauser: Yeah. My own website, mikeglauser.com, has a lot of free content, and all my contact information is there, and I’m very happy to interact with people that contact me if I can help in any way.

Vera: Great. System Execution fans, no matter how many notes you took or how often you re-listen to this episode, the key is every successful business use these systems to drive to a better outcome. Mike, thank you so much for sharing your expertise and insight to our listeners today.

Mike Glauser: Thank you very much. I enjoyed talking with you.

We hope you found this episode of System Execution on Mike’s entrepreneur training program to be enlightening. For free examples, case studies, e-books, and more, be sure to visit systemexecution.com/resources. Contribute to the conversation by reaching out to Vera directly on email at vera@systemexecution.com. Until our next episode, thank you for the privilege of your time.

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