Призывные споры в Карелии и Петрозаводске.Военкомат и армия.
Призывные споры в Карелии и Петрозаводске.Военкомат и армия. Первая стадия работы по Призывным спорам в Карелии и Петрозаводске- работа до вынесения решения о призыве карельского призывника в армию. Эта работа состоит в нахождении причины по которой призывник не может идти в армию - это или отсрочки по ст. 24 ФЗ "О ВОИНСКОЙ ОБЯЗАННОСТИ И ВОЕННОЙ СЛУЖБЕ", или же основания того, что призывник к армии не годен по стоянию его здоровья.
К примеру страдает непризывным заболеванием.
Работа призывного юриста состоит в том, чтобы в грамотной форме донести до военкомата города Петрозаводска информацию о наличии указанных причин сформулировать основание в законе по данному поводу.
Целью данной работы является или отсрочка по соответствующим основаниям, или же получение категории годности "В" - осовбождение от призыва в армию. оформляется это решением призывной комиссии петрозаводского городского округа по указанным нами поводам и вопросам. Решение заносится в приписное удостоверение. Либо же, если обжалуется решение о призыве, то решение о том, что призывник не годен может вынести призывная Карелии, так же освободив от призыва.
Призывник Петрозаводска защищен законом, это нужно знать и использовать на практике в военкомате и на призывной комиссии.
Призывной спор в Карелии - решение о призыве принято, его надо обжаловать как незаконное.
Вторая стадия процесса Призываного спора в Карелии - это обжалование решения о призыве призывника или в суд или в вышестоящую призывную комиссию. Тут всё основано на законе, а именно - праве на обжалование решения в суд или комиссию субъекта РФ. При этом на время обжалования решение о призыве приостанавливается. Права призывников могут реально защищаться, в случае их нарушения или еще на стадии отстаивания таковых в призывной комиссии Петрозаводска.
Есть законные основания, есть установленные законом механизмы реализации права на защиту, надо использовать возможности законного отстаивания прав.
Тут важно знать свои основания для отсрочки/признания негодным к службе, и правильно всё это применять на практике, обжалуя решение о призыве или требуя проведения, к примеру, дополнительного обследования в поликлинике на предмет того или иного заболевания.
При этом призывник имеет право на обжалование и решения о призыве в армию, и решения суда, если оно его не устроит. На время обжалования, само решение о призыве приостановлено, в армию его никто не забирает, можно отстаивать свои права в суде ПЕтрозаводска.
Обращение в суд по призывному спору в Карелии.
Федеральный закон "О воинской обязанности и военной службе" от 28.03.1998 N 53-ФЗ Ст. 28. ч. 7. : Решение призывной комиссии может быть обжаловано гражданином в установленный законодательством Российской Федерации срок со дня получения гражданином копии указанного решения в призывную комиссию соответствующего субъекта Российской Федерации или в суд.
Если решение обжалуется, как указали выше, то выполнение решения призывной комиссии приостанавливается до вынесения решения призывной комиссией соответствующего субъекта Российской Федерации или вступления в законную силу решения суда.
Sunday 14 February 2016
Призывные споры в Карелии и Петрозаводске.Военкомат и армия.
Saturday 13 February 2016
К адвокатам по наследственным спорам часто приходят граждане
Saturday 19 July 2008
Friday 11 January 2008
Business With Buying And Selling Vintage Guitars
When Aaron Madsen isn't installing garage door openers or recording aspiring musicians in his home studio, he can often be found poking around in pawnshops, looking for guitars.
That's how he scored a beat-up 1974 Fender Stratocaster last October for $400 that he resold a few months later for $1,000. All told, Madsen says, he made $3,500 in recent months buying and selling guitars.
And he hasn't even sold his most valuable pieces, such as the 1968 Gibson Les Paul Custom that's appreciated 750 percent to $8,500 in the five years he's owned it.
"That's something I'm hoping to put my kid through college with," says Madsen, soon to become a first-time father.
The idea of putting a kid through college on a guitar is not as far-fetched as it sounds. The value of guitars - electrics in particular, but acoustics too - is exploding.
Consider: A 1960 Gibson Les Paul, the model played by Led Zeppelin's Jimmy Page, sold for $192,000 in May at a Christie's auction in New York; had it been a year older, it could have fetched $250,000.
A collectors' market
The Vintage Guitar Price Guide, the bible of such matters, indexes a collection of 42 guitars it bought in 1991 for $150,000. Today they're worth $540,000 - almost doubling in the past five years.
The key driver of this sizzling market: baby boomers with spare cash and a yen for the playthings of their youth, especially the sexy guitars played by their idols.
The market is made up of big dealers, big private collectors, newcomers excited about the idea of guitars as investments, and enterprising guys like Madsen. At the high end are those prized Les Pauls, along with 1950s Fender Stratocasters (picture Jimi Hendrix) and Telecasters (Keith Richards), which have soared 50 percent in the past year and command prices in the $40,000 range.
Such high-end guitars have risen in price so rapidly that most investors have been priced out of the market. But the lower end remains a fertile plain of opportunity, and that's where Madsen tends to focus.
He monitors prices on eBay , though he's cautious about buying there. He relies heavily on the Vintage Guitar Price Guide, as well as the Blue Book of Electric Guitars and Gruhn's Guide to Vintage Guitars, which provides feature changes by year.
Such knowledge is crucial in this frothy and hence risky market. As an appraiser of instruments, Stan Jay of Mandolin Bros. in Staten Island, N.Y., says he often delivers "the bad news that a guitar purchased for $40,000 was worth only $4,000." (Here's a tip: Spend the $150 for an appraisal up front.)
A key part of Madsen's strategy is to try to anticipate tomorrow's in-demand guitars. A few years ago, Madsen noticed an upturn in the market for 1970s Fenders, guitars generally frowned upon because of the poor quality of Fender's mass production during that era.
He began scouring pawnshops, music stores, and Craigslist. He picked up three mint-condition Stratocasters - made in 1973, '76, and '79 -for a total of $2,200. Today those guitars could fetch about $6,300.
Madsen is also betting on a rise in the value of 1980s American-made guitars from Jackson and B.C. Rich that were staples of heavy-metal bands like Poison, because the teenage headbangers who couldn't afford them then will soon be able to. "I'm trying to scoop up all the ones I can," Madsen says.
Madsen plays a mean guitar himself, but you don't have to be a picker to mine the six-string boom. Still, it's critical to buy a guitar that sounds good and has a well-preserved neck.
Vintage guitars are functional beauty; they must be authentic and function optimally to increase in value. If you don't have the expertise to buy a good one, get help from someone who does. Otherwise you'll never get near the price in the guides, because a store won't pay top dollar for a guitar that doesn't play easily. And neither will Madsen.
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Make Millions With Yoga Clothing Business Idea.
http://www.lululemon.com/
When Chip Wilson took his first yoga class in 1997, the fashions on the mats around him were abysmal. Everyone wore Lycra because it stretched, but it was hardly flattering. As Wilson points out, "Lycra only looks good on you if you're a 10 out of 10."
In 1998, Wilson founded Lululemon Athletica to give yoga clothes a makeover. His first step: devising a thicker, softer Lycra-nylon blend called Luon that wicks away sweat. Since then Lululemon, based in Vancouver, British Columbia, has grown into a yoga powerhouse by churning out stylish apparel with attention to tiny details, such as flat seams and zipper covers that prevent chafing.
The company's secret is a research and development process that catches ideas as they bubble up from customers, yoga instructors, and employees. Lululemon boutiques, too, act as idea incubators; the company has 36 stores worldwide and plans to open 20 more this year. "Most designers look at the cosmetic elements and add gimmicks later," says Wilson, now Lululemon's chairman and chief product manager. "For us, design is the critical initiator."
Many of Lululemon's innovations--such as a seaweed-based fabric called Vitasea, which releases vitamins into the skin--appeal to male and female athletes of all stripes, including runners and rock climbers. In fact, only a third of the company's clothes are now purchased by yoga aficionados. That's one reason privately held Lululemon has doubled both revenue and earnings in each of the past four years, according to Wilson, who says sales exceeded $60 million in 2005. Last year he sold a 48 percent stake in the company to two private equity firms, Advent International and Highland Capital Partners, and hired a veteran Reebok exec as CEO.
Because highly functional and fashionable clothes aren't cheap--most of Lululemon's items retail for $50 to $120--the company each year recruits a number of yoga instructors as "ambassadors," who get free samples in exchange for providing regular e-mail feedback. In addition, Lululemon stores keep suggestion forms near their fitting rooms so shoppers can offer opinions or draw pictures of features they'd like to see. After several customers complained that Lululemon's bras didn't cater to curvy women, the company designed two cheekily named new models, LetmeHOLDthose4u and Bounce Breaker, the latter of which is adjustable in just about every direction. "We're not afraid to hear what we should be doing," says Andrea Murray, a Lululemon designer. "If we need to, we'll go back to the drawing board."
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Thursday 10 January 2008
Business With Converting Multiculturalism To $1 Million.
http://www.culturalhangups.com/
When John and Cynthia Ham were expecting their first child in 1997, they knew they wanted to decorate the baby's room but couldn't find exactly what they were looking for. But when Cynthia saw celebrity mom Holly Robinson Peete in a TV interview talking about the multicultural mural she commissioned for her children's room, inspiration struck. Cynthia also wanted a border on her child's walls that would reflect their African-American heritage.
The Hams hired an artist to make that vision a reality, and when friends and relatives saw the beautiful multicultural border, they all wanted it for their own children. It was then, says Cynthia, that they knew they had a business idea. Cynthia researched the market and found that the leading wall-covering companies weren't interested in the concept. "They said it wouldn't work," she recalls. "And I thought 'How do you know?'"
Armed with passion for their idea, Cynthia, 35, and John, 38, enlisted the help of their friend Steven V. Jones, 36, to get the unique product off the ground. Their first offering was an alphabet border featuring different African-American characters for each letter. Marketing was the next order of business-so they took the product to their college sororities and fraternities and began to spread the word through that network of alumni. They also attended the national Black Expo, a trade show for African-American products and services held by the National Minority Supplier Development Council, to drum up business.
Today, Cultural Hangups, which now includes multicultural wallpaper borders for kids of African-American, Hispanic and Asian descents, can be found on Wal-Mart store shelves in North Carolina and Georgia. Year-end sales are expected to hit $1 million, thanks to a new décor line for teens and the addition of bedding and accessories.
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Monday 24 December 2007
10 Power Steps to Small Business Success
Each step by itself is merely a tool, but collectively they provide an entrepreneurial blueprint for starting a successful new venture. No matter what your business, conquering these ten steps will increase your odds for success. However, these steps are not easy nor simple. Each level involves a tremendous amount of effort and a lot of street smarts to work effectively. Similar to playing a video game, you should master each level before moving on to the next one.
Here are the ten steps:
Develop your personal and company goals. New business success requires a combination of knowing what you are doing and capitalizing on a good opportunity. Develop and clearly state your goals in a written plan, which will then serve as your road map. They give you a sense of direction and help you get to your destination, a successful business of your own, with a minimum of time, effort, and expense.
Define a viable market segment for your product or service. The next step in starting a new venture begins with listening to the marketplace. Define an unmet consumer need first, before you develop a product to satisfy that need. Regardless of how astute you may be in business, if the market isn't there to support you, then you cannot expect to go very far. However, the majority of entrepreneurs first come up with a product they think is "hot" before determining the existence of sufficient demand for the product. You may have the most exciting product in the world, and people might think that it's the most interesting thing they've seen in a decade, but if you can sell only a handful (to your immediate family and in-laws), you are probably doomed to failure. In order to verify that there is a need for your product, you must test the market by conducting a variety of market research.
Develop your marketing plan. The purpose of the marketing plan is to describe how you will attempt to create and maintain customers for a profit. It needs to state whom you are going to sell to, how you are going to penetrate the market, why you will be successful with your sales campaigns, and finally, how much you will sell annually over the next five years. The marketing plan will ultimately become an integral part of your overall business plan, but it must be completed first.
Write your initial version of the business plan. Your business plan must reflect the unique environment you will be operating in as well as what you plan to be your competitive advantage. It is an outline of the direction in which you plan to take your company, an analysis of your business strengths and weaknesses, and a skeleton from which your formal business plan will later be developed. It will assist you in securing the key people you need, and it will also help you to begin developing your financial projections.
Determine your financing needs. Once you have developed a rough business plan, you can begin to determine your financing needs, which will be incorporated into your formal business plan. Your marketing analysis leads to sales forecasts, which determine your staffing level, which defines your operating budget, from which you can generate pro formas (financial projections) and determine your projected cash flow.
Form your key teams: founders, management, and directors. Before developing your formal business plan, you must make sure you have put together a solid management team. If there are any holes in your team at this point, they should be filled. The rough business plan you developed in Level IV should help you to attract top talent to your company. In addition, it will help you to build a strong board of directors or board of advisors.
Finalize your financing needs and create your formal business plan. Starting with the rough business plan, put together a full-fledged formal business plan. A business plan should convincingly demonstrate that your business can sell enough of its product or service to make a satisfactory profit and be attractive to potential backers. This is the document you will use to secure the financing you need to get your business off the ground. It will also serve as an operating manual for your business once it's been funded.
Develop a marketing strategy to obtain financing for your company. I'm not talking here about the marketing strategy to sell your product or service, but a strategy to sell yourself and your company to financiers in order to raise the capital that your business needs.
Market your plan successfully, attracting capital on your terms. Once you've developed a strategy for approaching financing sources, you must make use of the negotiating tools that will give you an inside edge on the competition and enable you to attract capital on your terms rather than just on your investors'.
Market your product/service and manage your business to achieve your goals. The last step in the process involves the ongoing management and marketing of your business. Getting a company started is only half the battle. Once you're in business, you will need strong management tools and marketing skills in order to make sure you stay in business.
Each step, executed in order, builds a solid foundation for the steps that follow. By progressing in this manner, rather than using the typical haphazard approach, you begin to gain the needed experience.
Tuesday 18 December 2007
How To Make 40 000$ With Your Forum
I sold my forum last week on Sitepoint. Although meant to be a 7-day auction, I received a BIN within 12 hours of the ad. This sale had special meaning because it was the last of my 'old' websites.
I remember starting off as a total newbie at Namepros back in late 2005, trying to make money with domain names. After a month, I knew it wasn't going to happen so I downloaded Coppermine and started my first website providing desktop wallpapers. I signed-up for Adsense and, unknowingly, optimized the site for a popular keyword.
The site was sold within two months for $6,500.
I learnt two important lessons:
1) it's not that difficult to make money from websites
2) SEO is important
So I spent the next months learning online marketing, basic web design (still using a GUI editor today), and the types of websites that make money (For Sale forums are a great place to start).
Approximately two years later, I've made $100,000 from my websites and I'm also an SEO/Internet Marketing consultant, with SME clients in Singapore to NYSE-listed MNCs. Not bad for someone with no formal training (civil engineer btw) eh?
The last straw was when I found out that I was going to be a father. And so I listed the forum for sale at SitePoint on Monday, usually not my favourite place because you had to pay US$25 for a standard listing.
The forum was listed close to midnight and by morning, I got a bucket load of private messages and a couple of solid bids - the highest offer was $36,000. It was less than what the magazine would’ve offered but still a considerable amount.
The bad news was my forum members got wind of the sale and I had to close the deal quickly, and let the new owners announce their plans so as to minimize the anxiety. By 12pm, the forum was sold and paid for.
So for all the newbies out there making $10 a month, my advice is to have faith in yourself and be patient because everything's possible.
http://www.larrylim.net/seo-online-marketing/
finally-sold-the-forum-3rd-and-final-part/95/
__________________
Thursday 13 December 2007
The Shoestring Millionaires Business Story
http://www.pfyc.com
After eight years of working for others-after he'd owned his own business-Michael Lewis got the inspiration to start PFYC.com. The car enthusiast had been chatting on a Pontiac Grand Prix community Web site when he met Brian Marks, 28, and the two commiserated about the difficulty of finding specialty car parts. Both had jobs in the tech industry at the time, yet they wanted to launch a Web site to meet car hobbyists' needs. Says Lewis, 42, "We had this idea we could do this with little risk because we could use the Internet as our catalog."
The partners started part time out of their homes-with Lewis in Sammamish, Washington, and Marks in Raleigh, North Carolina. "We didn't even meet until we'd been working together for three months," says Lewis. Their earliest expenses were $55 per month for Web hosting and application fees for the Internet transactions and merchant bank account. To save money, they didn't stock inventory at first, but relied on drop-shipping from vendors instead.
In 1999, Lewis quit his job to devote himself full time to the growing venture; Marks quit his job in 2000 and still resides in North Carolina. Lewis credits outsourcing with keeping overhead low-even today, with sales in the millions, they outsource warehousing, distribution and shipping. "As much as you want to start with $2 million in capital, keep the day job, and get your toes wet," says Lewis. "Learn when the consequences aren't so high."
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A Brilliant Twist On A Selfstorage Idea
http://www.garderobeonline.com/
Kim Akhtar was a typical new yorker with a typical problem--too little closet space for all her clothing. "I've lived in New York for 20 years," she says. "You're always complaining about space." She knew her predicament was not unique--plenty of professionals and fashionistas have more designer clothes than closet space. Tired of the massive effort it took each year to switch her closet from spring to winter and store her off-season clothes with the local dry cleaner, Akhtar wanted a readily accessible place where she could store her things and keep them in good condition.
Out of that desire, Garde Robe was born. Akhtar, invested nearly $200,000 of her own money into the idea, rented a Tribeca loft and began to market her clothing storage service. For $225 per month, Garde Robe will photograph, catalog and store clothing and accessories for clients ranging from professionals and socialites to celebrities. A few clients even live outside New York but require storage in New York City for business trips. Akhtar modeled her service after that of a concierge--available 24/7, clothes are delivered to a client's home or hotel room in Manhattan in 90 minutes or less.
In addition to clothing storage, Akhtar provides each of her 35 clients with a leather-bound catalog of his or her wardrobe as well as a secure online clothing portfolio. Akhtar completes the service with wardrobe and image consulting as well as seamstress and repair services. "We don't like to market it as a luxury," says Akhtar, whose sales are currently in the six figures. "For New Yorkers, it's a practical service. We're offering them extra space in their own homes."
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Making Cash With Napkin Crazy Ads
Making Cash With Napkin Ads
http://www.napads.com/
NapAd, which just launched this fall, uses what it calls high-definition napkins to bring marketers' messages directly into the hands of urban consumers when they're relaxed and uninterrupted by other media. The photorealistic, 5-by-5-inch cocktail napkins are distributed free to NapAd's network of bars, nightclubs and lounges; in exchange, the venues serve them with drinks to their patrons, who can then be exposed to the messages printed on them for hours at a time.
Targeting is customizable within NapAd's network, so that if an advertiser wants to reach males aged 18 to 34 in Garden City, Kansas, for example, NapAd might tap into a network of sports bars in the area. The company is currently focusing its program on Manhattan, but it's planning to add five more markets in 2008 and can serve areas requested by clients as well. A typical New York City campaign with 1 million NapAds starts at about USD 27,500.
NapAds is part of Maryland-based guerilla marketing firm JI Worldwide, which was founded by 28-year-old Jay Jaber, a finalist in the 2007 Wall Street Journal’s Creative Leaders Challenge. The company (which also sells its napkins under the name HDN—High Definition Napkin) is now seeking distribution partnerships with major airlines, cruise ships, bars and lounges, and is also interested in hearing about other collaborative opportunities, Jaber says. It's a big world out there—so many bars, so many patrons, so little time… ;-)
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Wednesday 12 December 2007
Why Elizabeth Elting`s Business Started With A Credit Card Got To $25 Million In Annual Sales
http://www.transperfect.com/
Right after receiving her MBA, Elizabeth Elting was ready to put it to use. With experience at a translation company, Elting saw a need for a one-stop translation service in the fragmented industry. After teaming up with fellow MBA student Phil Shawe, Elting started TransPerfect Translations with a $5,000 advance on her credit card. Shawe's college dorm room became TransPerfect Translations' office, and they bought a phone line, a fax machine and office supplies, and they rented a computer. Though the partners focused on marketing in the beginning, their material was minimal and inexpensive.
With no full-time employees for the first 18 months of business, Elting and Shawe handled all aspects of the company except for linguistics, for which they hired freelancers. Taking no real salary in the first year, the founders took only what was necessary to cover their rent, reaching sales of $250,000.
Now as one of the top five translation companies worldwide, TransPerfect Translations has evolved from Shawe's dorm room to 19 offices on three continents and now includes a network of 4,000 freelancers. The firm specializes in the finance, pharmaceutical and legal industries and is also the world's largest legal translation company.
With projected sales of $25 million a year, Elting, 37, and Shawe, 34, now have a small staff to help out with TransPerfect Translations' daily operations, but they continue to run lean in order to ensure profitability and reinvestment. "That's the culture of our company," explains Elting. "We're very much focused on making sure we have money before we spend it, so we never have to lay off people." In any language, that translates to success.
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Why Lindsay Cain's Is Making $700,000 A Year With Customers Design Their Own Jewelry
http://www.femmegems.com
Nothing can take away the glow a woman gets when she sees that perfect piece of jewelry-nothing except for an exorbitant price tag, that is. But when customers come to Lindsay Cain's Femmegems store, they're able to bring in pictures of exquisite designer pieces and replicate them at a fraction of the original cost.
Initially, Cain designed and sold jewelry herself, but this 29-year-old found her niche when she realized that other women not only liked to design their own jewelry, but also enjoyed emulating the jeweled adornments they'd see in fancy, high-end department stores. "They'll come from [the department store] across the street and design a piece like the one they just saw," explains Cain, who offers her patrons a wide selection of semiprecious gems. "People feel the value they're getting."
With her Femmegems idea in mind, Cain went hunting for retail space in New York City's NoLIta neighborhood. After finding the perfect location, Cain opened her store's doors in November 2002, and just six weeks later, the store was featured in an article in the "Style" section of The New York Times.
The resulting business kept Cain and her staff busy for weeks-and even garnered attention from buyers at upscale department store Henri Bendel who asked Cain to open a similar setup in one of their boutiques. Now with two locations, Cain expects about $700,000 in sales this year.
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Why Jason Engen made $2 Million From College Interns
http://www.corporateinterns.com/
When Jason Engen was an undergraduate student at the University of St. Thomas in St. Paul, Minnesota, he and his friends knew the challenges students faced in finding worthwhile internships. So for one of his business classes, Engen wrote a business plan detailing a concept for an internship placement service--one that would interview and screen students and match them with local companies that needed interns. "We hit a nerve in terms of the marketplace and focused 100 percent of our efforts on students," says Engen. "We started a week after we graduated, and it took off."
Still, it wasn't easy to peddle the service to local firms in the beginning. For one thing, it was a challenge to uncover how different companies structured their internship programs and how Engen and his partners could sell their service to these firms. "I don't think we were approaching companies the right way," says Engen. But as he began to spend more time learning about the companies' needs, he felt more confident in selling his service. "It's win-win," he explains. "The student gets the experience, and the company gets eager talent."
The real success came in carving out a niche--Corporate Interns Inc. specializes in placing interns only--so the company doesn't compete directly with large staffing firms. "Specialization is important," says Engen. "You have to stay focused on that niche." Especially when that specialization propels you to $2 million in yearly sales.
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$100 Million Selling Other Peoples Stuff On eBay-Effective Business Idea
http://www.i-soldit.com
It's no secret--eBay has become tremendously popular, and strategically positioned right alongside the world-famous online auction site is eBay drop-off store iSold It LLC. Elise Wetzel and her husband, Rick, founded the Pasadena, California, business in December 2003 and started offering franchises just a few months later. They have already sold more than 800 units and expect 2006 gross sales to exceed $100 million. The numbers speak volumes; their story explains how they did it.
Elise was trying to raise money for her children's school by selling items on eBay when she was struck by what she calls "the big aha!" She had been buying on eBay for years, but soon realized that the process of selling an item was much more complex than buying. So she went in search of a business that would sell merchandise for her. When she came to a dead end, she knew she had stumbled on something big.
Selling other people's secondhand items for a fee is a golden idea with endless potential, but how this husband-and-wife team is managing the company's growth is what landed them on this year's Hot 100 list. Aware that the business could take off if given the chance, they knew when to step aside and pull in outside resources.
"We needed somebody who knew how to run this business at the speed it could run at," explains Rick, 47, who already had extensive franchising experience as the founder of fast-growing pretzel franchise Wetzel's Pretzels. "You have to set your ego aside. It was challenging to sit there and say, 'This is too big for me; we need a stronger team.'"
Rick singled out Ken Sully, former executive vice president of Mail Boxes Etc., for his impressive track record of building solid company infrastructures. Rick brought Sully onboard as iSold It's CEO in 2004. Thanks to this decision, the operation is running at top speed. A complex coding system for the stores is in place, and the build-out of each location is impressively standardized, enabling a store to be installed and set up in a mere 48 hours.
The company continues to grow strong with 3,000 franchise applications flooding in every month and recent international expansion to Australia, Canada, Ireland and the United Kingdom. The future promises limitless opportunities, and the Wetzels are ready for it. "We've created this brick-and-mortar interface to the internet," says Elise, 40. "E-commerce will continue to evolve, and I think our stores are in an excellent position to capitalize on that."
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Friday 23 November 2007
How To Make A Few Million Dollars Transproting Kids Luggage From Summer Camps
http://www.camptrucking.com/
This week, thousands of kids will be returning home from summer camp -- without suitcases, duffel bags, tennis rackets, or even their dirty clothes.
Much of the baggage will be delivered back to their homes by small firms that have made a business of transporting campers' bags to and from the camps.
Typical is Camp Trucking, based in Denver. Employing an army of college students on summer break, the firm picks up baggage at the homes of campers and delivers it to camp just before a session begins. It charges a flat rate, with no restrictions on size or for bulky athletic equipment and duffel bags that sometimes weigh more than 100 pounds. At the end of the session, bags are returned -- with some parents even arranging drop-offs at laundries and dry cleaners along the way.
"We really are service companies that happen to be trucking companies," says Camp Trucking's 39-year-old owner, Stuart Seller.
The service is useful to the camps, too. They receive bags for a session all at once, a few days before the kids arrive, allowing the camp staff to focus on getting kids settled in, rather then keeping track of arriving luggage. The services often deliver the bags directly to a bunkhouse and the bunk assigned each camper.
For younger children, the camps have a chance to unpack the bags, and make "them feel like they're coming home," says Cole Kelly, director of Camp Wicosuta, a girls' camp in Bristol, N.H., which uses R&B Camp Baggage, of Plymouth.
There are 10 million children attending about 12,000 resident summer camps around the U.S., according to the American Camp Association, a nonprofit industry group, but Camp Trucking, and firms such as R&B, and Camp Baggage, of Tequesta, Fla., concentrate on serving higher-end camps where parents can spend thousands of dollars for a full summer session.
The camps are concentrated in the Northeast where the population is denser, making it more economic for the firms to serve, especially with the high price of gasoline. Campers from outside the region usually have their bags shipped by other delivery services, but the companies do pick up baggage for a growing number of kids in Florida who attend summer camps in New England.
Although based in Denver, Camp Trucking is the largest camp-delivery operator in the Northeast, and Mr. Seller expects that by the end of summer his company will have transported 30,000 to 35,000 bags for 12,000 to 15,000 kids attending several dozen camps.
With the average delivery price ranging from $120 to $150 a child, Camp Trucking's revenue will be $1.4 million to $2.3 million.
Mr. Seller has seen steady growth since he took over the business in 1998. "It used to be you didn't need to turn on your phones till April and then turn them off in September," he says. "Now it's almost a year-round business," talking to camps and sending out mailers in late November, and starting hiring in January and mapping routes in May.
At R&B, Rick Bogin, 52, started his business 37 years ago with his brother Robert, using the family station wagon and a U-Haul trailer to tote 60 bags. This year, R&B will transport 7,500 bags for 3,200 kids at 14 camps, at a cost ranging from $145 for New England residents to $175 for Florida families. A smaller operator, Camp Baggage, founded by former camp counselor Hal Sheppard, 45, in 1993, will transport more than 2,000 bags for 1,000 kids across eight camps, for an average cost of $150 a camper.
The firms usually have agreements with the camps, and, although campers aren't required to use the services, the camps either recommend them exclusively or include information to the campers in their packets. The firms don't charge camps anything; in fact, says Camp Baggage's Mr. Sheppard, shippers give the camp owners a commission in exchange for exclusive access to camp rosters. The other companies didn't disclose contractual arrangements.
With nearly all of the delivery work in the summer, the companies mainly use temporary employees. At Camp Trucking, much of the work is done by college students. Camp Trucking starts first-year drivers at $115 a day. Mr. Seller has a summer crew of 120 to 150, of which a quarter are women. Camp Baggage pays college students $115 to $200 per day depending on experience.
R&B's main staff of 35 is made up of educators, former executives and other professionals who have been with the company for a decade or more.
All three companies place a driver and navigator in trucks rented from companies such as Ryder System, Penske Truck Rental and Budget Truck Rental.
For camp haulers, one hurdle for the businesses has been streamlining the baggage-tracking process with its mounds of paperwork trailing from doorstep to bunk and back again.
Technology has made the process easier over the years, with computers, walkie-talkies and cellphones, to software and GPS systems to map out the runs.
It used to take R&B workers four days to pick up bags for 40 campers, but now they can pick up 80 to 90 campers' baggage per truck each day.
As the season nears an end, the work at R&B provides a separate benefit. Yesterday, Chuck Lenahan, head football coach at New Hampshire's Plymouth Regional High School, and his assistant coaches, put aside their game plans to direct nearly 100 football and baseball players on loading camp-baggage trucks. They'll receive a $4,000 check for their only fund-raiser, and, Mr. Lenahan says, they know that today he'll give them an easier practice.
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Thursday 22 November 2007
Fixing Firefighters Boots As An Effective Business Idea
http://www.shoetechinc.com/
Running into burning buildings is hard on the sole. That's where Mike Flood comes in. Though not a physician, Flood is a healer of sorts. As owner of Shoe Tech Inc., Flood heals ailing footwear for firefighters across the country. Wilmington, Del.-based Shoe Tech (http://www.shoetechinc.com) is one of just a handful of shops that specialize in warrantied fire boot repairs. Following pre-established fire-safety guidelines, Flood and two employees re-sole, repair and restore this critical gear.
This business niche resulted from a random drop-in by a salesman for a fire boot manufacturer in the mid-1990s. He asked whether Flood would consider warrantied fireman boot repairs. One job led to another, and the specialty grew. Firemen ship their boots directly to Flood, who repairs, bills the manufacturer and returns the boots to their owners. Repairs range from $20 to $50, depending on the job.
Much of Shoe Tech's boot work is straightforward, except when the waterproof inner bootie must be moved. Flood explains that, after repositioning the bootie, gluing it from the outside is difficult. Through trial and error, Flood discovered that an unlikely surgical instrument-a heavy-gauge hypodermic needle-solves the problem. The needle delivers glue perfectly through the leather upper to the bootie. "The needle looks like the size you'd use on a rhinoceros," says Flood. "I feel like a doctor, sometimes."
Flood admits his process leaves a bit of glue on the upper. "But these guys don't wear their boots to church," he says.
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Why $5 Million A Year, Selling ‘Ice Towels’ ?
http://www.himaicetowels.com
There's nothing like a hot product--or, in this case, a cold product with hot sales. Just ask Mike Fanning and Bill Sammon, founders of the Hima Ice Towel Corp., which sells prepackaged cotton towels soaked with refreshing mixtures of essential plant oils that promote evaporation and cooling.
Sammon got the idea after a trip to Asia, where he noticed mothers wiping down their babies with towels dipped in isopropyl alcohol to cool them off. With the help of another partner, Koy Thummaskra, Fanning and Sammon developed their own version of the towels, which come in different sizes and colors. Says Sammon, "It gives your average person an affordable luxury in hot climates."
Fanning and Sammon marketed the towels, which need to be frozen for 12 hours prior to use, to amusement parks and sporting events. The towels sell from $1.29 to $4 each, depending on the venue. The pair also markets to corporate clients. Now that sales are expected to hit $3.5 million to $5 million, it's clear these entrepreneurs have cornered the market on cold relief.
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Wednesday 21 November 2007
How To Make Money Selling School Spirit
http://www.bagalogos.com/
Linda McMahan Gunning was inundated with compliments on the University of Texas handbag she used to carry to university events. Though the bag, which she picked up at a local store, was roughly made and not properly licensed with the college, it drew a lot of attention from other women and fans.
As an attorney, McMahan Gunning soon realized that if she could obtain the licensing rights for collegiate logos and design her own line of high-end handbags emblazoned with school emblems, there would be quite a demand for her products. She decided to cold-call the University of Texas to pitch her unique concept.
"They said, 'If you can do all this, we think it's a great idea. We'll take a chance with you,'" recalls McMahan Gunning, 55. With those encouraging words in mind, she enlisted the help of her sister-in-law and avid fashion lover, Sue Craft McMahan, 36, to join her in the logo handbag venture.
Interestingly enough, obtaining licensing agreements wasn't the biggest challenge during start-up; finding a manufacturer and researching what women really want in a handbag proved to be the major hurdles. They canvassed not only college-age women, but also alumni and families of students.
When the pair designed four different types of bags—a large tote bag, a smaller baguette bag, a crescent-shaped handbag and a bolder game-day bag—all marked with the University of Texas emblem, the favorable responses they received were overwhelming.
Today, with sales into the mid-six figures, Bagalogos! bags can be found at www.bagalogos.com and at high-end boutiques and college bookstores. Schools on the company's roster include the University of Alabama, Oklahoma State University campuses, Texas A&M University campuses and Texas Tech University. They've also set their sights on other big-name schools with high-profile and loyal alumni. Talk about higher learning.
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How Broken Arm Led To A $2 Million A Year Business
http://www.showersleeve.com/
David Reynolds, a contractor by trade, had broken his arm while remodeling a bathroom in 1998. Keeping the cast dry proved to be very difficult, and when he tried looking around for a product to help, he was unable to find anything that was both effective and affordable. That's when the light bulb went on.
After doing a patent search for such a product and finding nothing, Reynolds, an inventor since childhood, designed a plastic covering with an adjustable fastening mechanism on one end to keep arm and leg casts dry. He enlisted the help of his longtime friend and fellow contractor, Marty Ceccarelli, to build Mar-Von LLC and the brand.
But even with their innovative product in hand, it wasn't easy to get it on store shelves. "I just started going to the local drugstores," says Reynolds. "I had a real hard time. Most people don't want to give you the time of day."
Determined to succeed, Reynolds and Ceccarelli continued to develop the Cast Cover and sales strategies for two years, and eventually landed their product on the shelves of Albertson's/Osco Drug and 12 local Walgreens stores. The reaction from consumers spoke volumes-their product was a fast seller.
Today, the pair sells not only Cast Covers, but also the waterproof Shower Sleeve-open on both ends, they are designed for patients with IVs. Today, the products are sold via wholesalers and distributors and on their Web site. Reynolds, who expects $2 million in annual sales by the end of the year, has this advice for other aspiring entrepreneurs: "I had a vision of inventing something, [but] it didn't happen overnight. Don't give up, and don't take no for an answer."
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