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Will You Add? - A Business Model That Keeps on Giving
ARIESThey are the trendsetters. Believe in trying new fashion trends as long as they appeal to their sense of fun and adventure. They are self styled leaders who love flashy, glamorous and sexy clothes. For women, the most modern look would be knee length skirt or black tight trousers with well-fitted shirt. They have fondness for the style of the forties, they like to wear adore pea coats and long wool coats paired with a pair of high heel leather boots. Fabrics like velvet and crepe appeal to their concept of royalty. They have liking for expensive and designer clothes like Versace, Prada and Gucci. Their clothes have to sporty in nature like cargos, funky designer clothes, capris, track suits, etc. For men, narrow trousers with traditional white shirt with cufflings would certainly look great and can boost their confidence and allure their fashion statemen
Blockbuster Video and Waste Management made Wayne Huizenga one of the most recognizable and successful entrepreneurs of the 20th century. Most people with but a small slice of this type of achievement would be completely satisfied and content. Not so with Wayne Huizenga!
Seeking another fragmented industry, where the opportunity to roll-up local and regional outlets would enable repetition of the Blockbuster Video and Waste Management successes lead Mr. Huizenga to the world of used car sales and marketing. He immediately recognized the same dysfunctional market forces, absence of scalability and pricing inefficienc
Starting my own business in February of 2001 at age 39 was among the most optimistic things I have done in my life.Before electing to stay home for a year with my infant son in 1997, I held a variety of corporate marketing management positions. I was accustomed to making big decisions and influencing big outcomes That is why I grew weary of managing the expense side of the household equation only to find that the generic brand of discount wheat crackers didn’t taste nearly as good as Nabisco® brand Wheat Thins.Restless with my professional skills on the shelf, I applied my talent and passion to influence the revenue side of the household money equation. I wanted to earn money to buy better groceries. Today my agency is a corporation of three employees and a dog, and I am too busy to cook. Our intention is to do the best work of our lives and pack a
Mr. Huizenga started as a small time cartage operator for a waste disposal firm in south Florida. He worked his way into sales and ultimately bought a small firm. In the 1960’s waste disposal was a local, independent, mom and pop type of business in the United States as well as in most industrialized countries. There was no scale. Each trash removal firm worked on contracts negotiated with local governments. There was always the fear of political winds changing and effecting a contractors future status.
From his perspective as a small time operator in a highly fragmented industry, Wayne Huizenga knew that he needed a safety net, not wanting to be tied to a sole municipality for his firm’s sustenance. His idea was elegantly simple: he would build a national firm, with appropriate leverage and economies of scale, by buying up key independent garbage hauling firms in strategically important markets. This would provide the strength to expand in every secondary market and standardize this formerly sclerotic industry.
This idea evolved into Waste Management. Mr. Huizenga became a billionaire when his firm, after ascending to the number one spot as an international garbage-hauling firm, with contracts spanning the United States, Europe and Asia, was listed on the New York Stock Exchange. The simple idea of consolidating hundreds of independent firms under one roof and standardizing the service menu was a thoroughly disruptive new business model. Former owners for these independent businesses were induced to sell by offers of stock, options and management contracts.
With a billion dollars in hand, Mr. Huizenga could have retired and collected art, cars, coins or stamps. He could have hung out with the idle rich. Instead, he applied the business model that created Waste Management to a completely different business category: home entertainment. In the 1970’s, with the market introduction of first beta-max, and subsequently VHS technology, and then the rapid descent of retail pricing for home video players, thousands of independent retail stores popped up offering video for rent. The ability to rent a popular movie tape and play it when desired in the comfort of one’s home, was a huge change in behavior and in the method of delivering entertainment to the masses.
Wayne Huizenga was restless, looking for a new challenge and open to any opportunity that offered huge potential upside rewards. He saw it in a small, but growing firm: Blockbuster Video. Today, the consumer recognizes the Blockbuster brand as a generic term for home entertainment. 25 years ago, Blockbuster was one of a handful of movie rental chains, several sold franchises to fuel growth, all were regional, struggling for capital to fund expansion, and competing against locally owned stores. The same fragmented industry distribution channels that existed in the garbage removal business were immediately obvious to Wayne Huizenga. He pounced.
After purchasing Blockbuster Video, Mr. Huizenga began the same type of assimilation program he pursued with Waste Management. Small, local video rental chains were purchased. The Company was listed on the New York Stock Exchange and the funds raised fueled a rapid expansion. The leverage and muscle that Blockbuster gained was utilized in purchasing product from the major Hollywood studios at more favorable terms than any competitor could negotiate. Small locally owned stores could not compete and thousands closed, creating more expansion opportunities for Blockbuster.
Blockbuster Video became a growth company with a huge following on Wall Street. Mr. Huizenga had replicated the success of Waste Management in a completely different industry. While Blockbuster was at its apex, he sold the business to Viacom. Hauling garbage is a highly needed, but largely unappreciated service. Renting movies is a service that is less important, but much more desired by the public. The same business model worked perfectly in two totally opposite areas of opportunity.
Blockbuster Video and Waste Management made Wayne Huizenga one of the most recognizable and successful entrepreneurs of the 20th century. Most people with but a small slice of this type of achievement would be completely satisfied and content. Not so with Wayne Huizenga!
Seeking another fragmented industry, where the opportunity to roll-up local and regional outlets would enable repetition of the Blockbuster Video and Waste Management successes lead Mr. Huizenga to the world of used car sales and marketing. He immediately recognized the same dysfunctional market forces, absence of scalability and pricing inefficienci
Who decides what constitutes great advertising strategy? Is it the brand that pays for it, the agency that creates it, the panel that judges it, or the market that buys into it?Of course, the answer is the market, but you’d be surprised how few in the advertising industry actually create advertising for the buying public.It is paramount to understand that buyers render the most decisive judgment about what constitutes great advertising especially if the goal is to steal share. How can we steal share unless we have focused our advertising on the audience? Their dollars are the share we are trying to steal.However, it is our experience at Stealing Share™ that most advertising is aimed at everyone but the buyer. Ads are created to catch the eyes of potential awards show judges, for example, or to impress the internal audience of the
This idea evolved into Waste Management. Mr. Huizenga became a billionaire when his firm, after ascending to the number one spot as an international garbage-hauling firm, with contracts spanning the United States, Europe and Asia, was listed on the New York Stock Exchange. The simple idea of consolidating hundreds of independent firms under one roof and standardizing the service menu was a thoroughly disruptive new business model. Former owners for these independent businesses were induced to sell by offers of stock, options and management contracts.
With a billion dollars in hand, Mr. Huizenga could have retired and collected art, cars, coins or stamps. He could have hung out with the idle rich. Instead, he applied the business model that created Waste Management to a completely different business category: home entertainment. In the 1970’s, with the market introduction of first beta-max, and subsequently VHS technology, and then the rapid descent of retail pricing for home video players, thousands of independent retail stores popped up offering video for rent. The ability to rent a popular movie tape and play it when desired in the comfort of one’s home, was a huge change in behavior and in the method of delivering entertainment to the masses.
Wayne Huizenga was restless, looking for a new challenge and open to any opportunity that offered huge potential upside rewards. He saw it in a small, but growing firm: Blockbuster Video. Today, the consumer recognizes the Blockbuster brand as a generic term for home entertainment. 25 years ago, Blockbuster was one of a handful of movie rental chains, several sold franchises to fuel growth, all were regional, struggling for capital to fund expansion, and competing against locally owned stores. The same fragmented industry distribution channels that existed in the garbage removal business were immediately obvious to Wayne Huizenga. He pounced.
After purchasing Blockbuster Video, Mr. Huizenga began the same type of assimilation program he pursued with Waste Management. Small, local video rental chains were purchased. The Company was listed on the New York Stock Exchange and the funds raised fueled a rapid expansion. The leverage and muscle that Blockbuster gained was utilized in purchasing product from the major Hollywood studios at more favorable terms than any competitor could negotiate. Small locally owned stores could not compete and thousands closed, creating more expansion opportunities for Blockbuster.
Blockbuster Video became a growth company with a huge following on Wall Street. Mr. Huizenga had replicated the success of Waste Management in a completely different industry. While Blockbuster was at its apex, he sold the business to Viacom. Hauling garbage is a highly needed, but largely unappreciated service. Renting movies is a service that is less important, but much more desired by the public. The same business model worked perfectly in two totally opposite areas of opportunity.
Blockbuster Video and Waste Management made Wayne Huizenga one of the most recognizable and successful entrepreneurs of the 20th century. Most people with but a small slice of this type of achievement would be completely satisfied and content. Not so with Wayne Huizenga!
Seeking another fragmented industry, where the opportunity to roll-up local and regional outlets would enable repetition of the Blockbuster Video and Waste Management successes lead Mr. Huizenga to the world of used car sales and marketing. He immediately recognized the same dysfunctional market forces, absence of scalability and pricing inefficienc
Are you satisfied with your salary? You would be an exception, if you answered this question with yes. A survey among bank employees has shown that they are not satisfied with their salaries. They find that they should earn more money for their work. Do you know that the bank employees are the best paid category of employees worldwide?What is the conclusion of this survey? Everybody does not earn enough money, if even the bank employees do not.Why Is Your Income Too Low?There are a lot of reasons why the people are not satisfied with their earnings, income, wages or whatever you want call it. Many people work for industries on traditionally low wages and profitability. It is well known that most of the small business owners struggle daily in order to survive. Only a small minority of the people make a great career. Only a few individuals make
Wayne Huizenga was restless, looking for a new challenge and open to any opportunity that offered huge potential upside rewards. He saw it in a small, but growing firm: Blockbuster Video. Today, the consumer recognizes the Blockbuster brand as a generic term for home entertainment. 25 years ago, Blockbuster was one of a handful of movie rental chains, several sold franchises to fuel growth, all were regional, struggling for capital to fund expansion, and competing against locally owned stores. The same fragmented industry distribution channels that existed in the garbage removal business were immediately obvious to Wayne Huizenga. He pounced.
After purchasing Blockbuster Video, Mr. Huizenga began the same type of assimilation program he pursued with Waste Management. Small, local video rental chains were purchased. The Company was listed on the New York Stock Exchange and the funds raised fueled a rapid expansion. The leverage and muscle that Blockbuster gained was utilized in purchasing product from the major Hollywood studios at more favorable terms than any competitor could negotiate. Small locally owned stores could not compete and thousands closed, creating more expansion opportunities for Blockbuster.
Blockbuster Video became a growth company with a huge following on Wall Street. Mr. Huizenga had replicated the success of Waste Management in a completely different industry. While Blockbuster was at its apex, he sold the business to Viacom. Hauling garbage is a highly needed, but largely unappreciated service. Renting movies is a service that is less important, but much more desired by the public. The same business model worked perfectly in two totally opposite areas of opportunity.
Blockbuster Video and Waste Management made Wayne Huizenga one of the most recognizable and successful entrepreneurs of the 20th century. Most people with but a small slice of this type of achievement would be completely satisfied and content. Not so with Wayne Huizenga!
Seeking another fragmented industry, where the opportunity to roll-up local and regional outlets would enable repetition of the Blockbuster Video and Waste Management successes lead Mr. Huizenga to the world of used car sales and marketing. He immediately recognized the same dysfunctional market forces, absence of scalability and pricing inefficienc
When you first start a business you need to be as prepared as if you were starting a new job! You need to know the ins and outs of your new business.Before you can start advertising your business you need to know everything there is to know about your company should you be in direct sales.Have you tried out the products? Believe it or not there are people who will join a direct sales company and have never tried their products how are you going to convince people to purchase the products if you yourself have never tried them. A personal testimony is always better!The cost to join, is there a refund if someone signs up and does not want to continue on, do you lose money if some quits that you have brought on board, what are the advertising rules for this company both online and offline etc.The best way to do this is to talk to your uplin
After purchasing Blockbuster Video, Mr. Huizenga began the same type of assimilation program he pursued with Waste Management. Small, local video rental chains were purchased. The Company was listed on the New York Stock Exchange and the funds raised fueled a rapid expansion. The leverage and muscle that Blockbuster gained was utilized in purchasing product from the major Hollywood studios at more favorable terms than any competitor could negotiate. Small locally owned stores could not compete and thousands closed, creating more expansion opportunities for Blockbuster.
Blockbuster Video became a growth company with a huge following on Wall Street. Mr. Huizenga had replicated the success of Waste Management in a completely different industry. While Blockbuster was at its apex, he sold the business to Viacom. Hauling garbage is a highly needed, but largely unappreciated service. Renting movies is a service that is less important, but much more desired by the public. The same business model worked perfectly in two totally opposite areas of opportunity.
Blockbuster Video and Waste Management made Wayne Huizenga one of the most recognizable and successful entrepreneurs of the 20th century. Most people with but a small slice of this type of achievement would be completely satisfied and content. Not so with Wayne Huizenga!
Seeking another fragmented industry, where the opportunity to roll-up local and regional outlets would enable repetition of the Blockbuster Video and Waste Management successes lead Mr. Huizenga to the world of used car sales and marketing. He immediately recognized the same dysfunctional market forces, absence of scalability and pricing inefficienc
1.) Socialization. Often times, the self-employed have little or no contact with the outside world, unless they are in retail business or a business that deals with a live face-to-face customer base. For Internet Marketers this goes double. Joining an offline networking group can get you face to face with other people and making friends.2.) Brainstorming. Few successes are ever achieved alone. Teams are an essential part of any business. Joining a networking group can provide the instant feedback and communication needed to make something, click.3.) Help. With the advancement of the Internet, usually help can be found on any topic, anywhere, at any time of the day or night. But the learning curve is lessened when you have someone standing next to you or behind you to say, “do this,” or “do that” and walking you through it as you do the task.ed the success of Waste Management in a completely different industry. While Blockbuster was at its apex, he sold the business to Viacom. Hauling garbage is a highly needed, but largely unappreciated service. Renting movies is a service that is less important, but much more desired by the public. The same business model worked perfectly in two totally opposite areas of opportunity.
Blockbuster Video and Waste Management made Wayne Huizenga one of the most recognizable and successful entrepreneurs of the 20th century. Most people with but a small slice of this type of achievement would be completely satisfied and content. Not so with Wayne Huizenga!
Seeking another fragmented industry, where the opportunity to roll-up local and regional outlets would enable repetition of the Blockbuster Video and Waste Management successes lead Mr. Huizenga to the world of used car sales and marketing. He immediately recognized the same dysfunctional market forces, absence of scalability and pricing inefficiencies so readily apparent in the video rental and garbage hauling business.
During the 1990’s auto leasing became wildly popular. These cars are leased for a set term, typically returned with average or below average miles and dealer maintained. The problem for the automobile industry was, and is, the inventory glut that occurs as leased cars are returned. This created a unique opportunity for Wayne Huizenga and his favorite business model.
He launched Auto Nation with a public sale of equity on the New York Stock Exchange. Today, Auto Nation is the largest seller of late model used cars in the world. Inventory is vast, offering virtually every popular model in great depth and variety. The scale and national reach of Auto Nation, enables pricing to be very sharp, almost always significantly lower than local dealers. In addition, all prices are non-negotiable and fixed, eliminating one of the major negatives to purchasing a car, haggling over price.
Three times, in three totally differing industries, Wayne Huizenga has applied a uniquely disruptive business model that has streamlined sluggish, non-dynamic business categories. He started very small. He thought very big. This is a perfect template for every prospective entrepreneur to study and utilize. A version of this strategy is often customized and applied to industry specific opportunities. This can be performed on a local, regional, national or international basis.
Entrepreneurial business models come in unlimited varieties. There is no single, linear textbook approach that fits unilaterally for every project. The entrepreneur that will customize a strategy offering beneficial disruptive features applicable to their product has the greatest potential for huge rewards. Innovate, create, and think outside of the box: the marketplace has an unquenchable thirst for new, different, exciting products and business models.
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