3. Go to Launch by Jim Clark

3. Go to Launch

You will learn and practice methods for narrowly defining your customers, locating best-fit suppliers, and using time saving strategies.

Learning Outcomes

  1. You will learn strategies for limiting your time commitment with your Sideline by narrowing your preferred customer group and determining how to market to them. 
  2. You will become skilled at locating best-fit resources and suppliers for your Sideline, how to negotiate with them, and ways of dealing with distress if things don’t initially go your way.  
  3. You will gain practice at using social media marketing your idea to gain visibility and receptivity. 

What's included?

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Contents

3.1 Limiting negative thoughts will help keep you positive about Sideline challenges
Introduction
1. Use thought-stopping if your mind dwells too much on negative ideas.
2. Try thought-substitution if the negative thoughts won’t easily go away.
3. Use paradoxical intent to turn negative thoughts into positive ones.
4. Dwelling on negative thoughts triggers an unhealthy fight-or-flight response.
References
3.2 Sorting through best-fit suppliers who will serve you well
Introduction
1. For suppliers, check online national and local reviews.
2. Contact best-rated local suppliers and ask for quantity discounts.
3. Meet the best-fit local suppliers and vendors so they become familiar to and with you.
4. When placing initial orders, ask for “starter” discounts with minimal order quantities.
References
3.3 Negotiate with suppliers as if there are no one-price stores
Introduction
1. Recognize that there is rarely a “one-price” store when buying supplies or services.
2. You can negotiate price or delivery of supplies by building trust with key decision-makers.
3. As you spend time with suppliers and exchange information, you will gain power.
4. Suppliers are more likely to alter sales prices for products where a relationship is built.
References
3.4 Using the 4 P’s of marketing to jumpstart Sideline sales
Introduction
1. Recognize that product, place, promotion, and price (the 4 P’s) all contribute to marketing.
2. Learn from Nordstrom: Describe how your product fills an important unmet need.
3. Clarify and agree with customers about what they will purchase from you.
4. Begin to consider the top three ways to market your Sideline to potential customers.
References
3.5 Estimating how customer views of quality will significantly impact your plan
Introduction
1. Every customer judges the quality of your Sideline in some fashion.
2. Identify the unobtrusive measures of quality your customers may consider in assessing your Sideline.
3. How can you change any negative quality assessments?
4. If you are unsure, ask your customers how they judge quality.
References
3.6 Starting a social media network, blog, or forum to spread your visibility
Introduction
1. Do online research to learn about preferred networking approaches.
2. Once you have a webpage, it’s easy to add a free blog, forum, or social network.
3. Remember that the main goal is communication.
4. Monitor your social media marketing on a daily basis.
References
3.7 Expanding your social media marketing in ways that work for you
Introduction
1. If you don’t have a webpage for your business, consider a Facebook business page.
2. Use free online resources to help leverage your initial complimentary media tools.
3. Once your social media resources start to gain viewership, delegate the monitoring role.
4. Even if you have an unexciting Sideline idea, gaining social traction will help you grow.
References
3.8 Using search engine optimization (SEO) to increase market visibility
Introduction
1. As you begin drafting your website template, include an SEO plug-in.
2. The more you seek online global exposure via keywords, the more you will benefit from SEO.
3. Even for local Sideline initiatives, there is significant benefit in having a Web “storefront.”
4. Once you have a website, it’s easy to increase visibility by linking to community resources.
References
3.9 Addressing early warning signals that your business plan is possibly misguided
Introduction
1. Identify early warning signals to help anticipate and reduce problems.
2. Caution helpers about ignoring early warning signals.
3. Prepare follow-up actions to address problems if early warning signals are triggered.
4. Observe and identify unobtrusive early warning indicators before involving customers.
References
3.10 Understanding effective teamwork, even if you think you don’t have a team
Introduction
1. Recognize that teamwork is feasible, even in the smallest Sideline businesses.
2. Recognize that effective teamwork is built on sharing responsibilities.
3. When teammates work independently, monitoring their progress becomes essential.
4. For interdependent tasks, effective communication becomes critical.
References
3.11 Using conflicts with helpers, suppliers, or customers to improve business
Introduction
1. When an important conflict recurs, you begin to realize something must change.
2. If you or your adversary don’t seek alternatives, frustration turns into hostility.
3. Change happens when the benefits of change outweigh the costs of not changing.
4. It is important for both sides to realize that change also involves unlearning.
References
3.12 Negotiating formal and informal agreements adds clarity to decisions
Introduction
1. Informal negotiations pivot around being clear and agreed on what is most important.
2. Formal agreements are likely to be honored if terms are spelled out in detail.
3. Effective agreements grow out of “want” statements that can be negotiated.
4. It is natural and normal to renegotiate agreements.
References
3.13 Negotiating crucial differences with customers
Introduction
1. When opposing sides are open to ideas, there is less tendency for fixed-position thinking.
2. When bargaining, state what you are willing to give up in exchange for what you want.
3. In bargaining, it is fine to “horse-trade” multiple times in order to arrive at agreement.
4. Bargaining may involve “consenting” to a less-preferred decision rather than compromising.
References
3.14 Recognizing and anticipating delays in producing first revenue
Introduction
1. Estimate expected Sideline expenses required to generate initial revenue.
2. Adopt the Peter Ueberroth approach to handling income and expenses.
3. Try to defer paying expenses whenever possible.
4. Anticipate the amount of revenue delay when launching your Sideline.
References
3.15 Addressing personal confusion that causes excessive distress
Introduction
1. Recognize that emotional confusion happens as a result of too much uncertainty.
2. Avoid connecting irrational thoughts with rational thoughts and treating them as reality.
3. Replace irrational thoughts with encouragement.
4. Take responsibility for all your successes and failures — both are important.
References
3.16 Turning distress into stress will energize you
Introduction
1. Success is more likely to happen through stress rather than distress.
2. Too many stressors produce distress — excessive demands on the body.
3. When stress becomes distress with a Sideline, it is time to reduce the stressors.
4. The joy of having a Sideline is to pursue stress without distress.
References