Why I like hiking

Updated: August 9th, 2010

Recently, I trekked into Rocky Mountain National Park. I was reminded of how much I love hiking in the wilderness. With day to day life being crazy, it was downright therapeutic to be in the wild.

The plan was to trek all the way across the park, which is a long endeavor. It would be an adventure with danger. It would take a lot of guts and, more than likely, would entail a lot of physical pain.

After 18 miles, I decided that it would not be wise to continue on past my meeting point at about half way through the trip. Even so, it was still getting out into the wilderness. It was not the safe and secure places in town with locked doors and air conditioning. There were little storms rolling by. There was wildlife.

On the vast summit of Flattop mountain, there was very little going on. A couple of snow fields were draining into small mountain streams. A pika passed me, dashing across the trail. And that was it. There was no protection from the elements. Only small tundra brush grew, and only a few inches at that.

It was beautiful. Here are the photos that didn’t even scratch the trip: Flattop Mountain. Enjoy!

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Leadership essentials in business

Updated: June 3rd, 2010

There are many types of leaders: presidents and mayors, captains and majors, grandfathers and coaches, CEO’s and managers. Two leaders I know have shared some insight into the foundations of a good leader. I find that all of these fit very easily into business.

Give. Number one is that you must be ready to give more than those around you. You don’t have to give up everything for everyone. You don’t have to work 14 hours every day. You must be ready to stop what you are doing and help those around you often. You must be watching those around you so that you can step up and give: encouragement, wisdom, or even a few minutes’ of your ear.

Vision. You must work to see what could be. An idea about where your business is going is essential. This is a detailed goal set in the future. Now one thing that people seem to assume is that this doesn’t change. It DOES. Often, it will change drastically. Don’t be afraid to adjust things; embrace adjustments.

People. Surround yourself with solid people. It’s tough to get something small and make it into something IPO-worthy if you hire 4 part-time high school kids at $10/hr. It’s much more likely to happen if you find people who are willing to work effectively and hard. Not only will they pull their weight, but they will get on you when you need to make more adjustments. This is key.

Character. I have trouble putting the last point into one word. It’s really all of the things that will give you and your company character:
accountability to all of the solid people you have surrounded yourself with;
discipline to spend time working on each item regularly and working hard at each task;
training each and every person on the team including yourself;
supporting each member of the team;
giving to each person and giving them regular time to rest or vacation;

Not only is leadership doing what you are doing very well, it’s also making sure that everyone else can too. Good talk guys!

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Entrepreneurs are risk takers and this might be why

Updated: May 3rd, 2010

How much would you pay in opportunity cost?  How much would a visionary pay?  I might be on to something here.

Is the difference between the poor and conservatives versus the risk-taking rich really simple objectivity?

In a book that I’m destroying, an interesting thought has spawned.  I’m sure it is not original.  Does “free” blind an entrepreneur?

Experiments were carried out in a couple of different places by behavioral scientists.  I’ll try to attempt a reproduction here.

Given the opportunity to buy a usable good, say a car, a choice is given.  A Chevy or a Porsche.  Now let’s assume for a second that you have sufficient funds to buy and maintain each without suffering at all.  Let’s also assume that the Chevy costs $15k and the Porsche is $80k.  Quality will come down to the car at the time of purchase.  All else equal.  Which one would you choose?

The results of the survey suggested that people would choose the Porsche by a ratio of about 2.3:1.  $65k is a pretty big margin to pay.  They are both forms of transportation.  Maybe the Porsche is more fun?  I digress.

What if…  the prices were both reduced by $15k.  All else equal.  The Chevy is now free.  Given that we still have the same inclination towards the “fun” car, would we not expect the same ~70% to buy the Porsche?

Survey says?  No.  The ratio is just a bit bigger at about 2.5:1.  What is it about free that makes us give up something that we desire for something that simply does the job?  The utility gained from each car is still the same.  The Porsche is still exactly $65k more than the Chevy.

Does “free” blind us to that particular option?  Does it push us so far away from the others?

Going a bit deeper.  What if we were given a dozen Chevys and asked a couple of questions…  You can trade your cars for other cars: 3 Chevys for a Porsche or all of your Chevys for a new Farrari.  What would you do?

Research shows that people don’t want to lose what they have.  You may go for the Farrari, but most people would trade for the Porsche and keep their remaining Chevys.

Take a step back for a second and think about someone you know who is an entrepreneur.  What do you think they would choose?

The Chevys to me are not worth that much.  A Porsche would be cool, but what am I really gaining?  Am I gaining anything?  Am I losing in the deal?

I contend that an entrepreneur would see the sale value of each of the cars and gladly choose the Farrari.  Hang with me here.

The Chevys will go down in value and not at any slow rate.  The Porsche will have a decent resale value and it wouldn’t be a bad choice.  Consider that the trade is $45k worth of cars for an $80k car.  Even if you don’t get full price, you are still making money.  This is where most people go.

I contend that the entrepreneur will trade for the Farrari.  They might see that to sell the Italian car would net them well into $300k and quite possibly more.  This is very profitable considering that they just traded $180k worth of cars.  How objective are the visionaries?  Can they see past the get-the-job-done options?  Is this the definition?

Epiphanys do happen at the strangest times.  Also, you can contact me for the book title – I’m really enjoying it.

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Business ratios part 2 > current and profit

Updated: April 28th, 2010

As my particular writing style is more founded in brevity, I decided to put both of these in one post.

The current ratio is a simplification of a business’s ability to take care of the liabilities that will come due in the near future.  Most companies see the term “current” as relating to the next year.  The current ratio is the amount of current liquid (again, in the next year) assets divided by the current liabilities.

The current ratio varies, of course, from company to company.  Today, April 28th 2010, here are a couple of companies and their current ratios from internet sources: IBM 1.4:1, Microsoft 2:1, Red Hat 1.8:1.  It appears, from this ratio alone, that these companies will not have too many problems paying their bills in the coming months.  A company with a current ratio of less than one, say 0.3:1, might consider raising some capital by doing things like selling some stock or maybe some of their longer-term assets.  They might also consider looking at options to get rid of some of their current liabilities.

The profit margin is something that most people understand and speak of frequently.  Calculating the profit margin is also relatively simple.  Profit is equal to net income divided by sales.  This is really a simple picture of how a company can keep costs down.

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Business ratios part 1 > the debt ratio

Updated: March 23rd, 2010

The debt ratio of a business is one of many ratios that we use in valuation.

The total debt of a given business divided by it’s total assets is the debt ratio. For example: if your business has $478,000 in debt and $1,174,000, the debt ratio for your business is about .407/1 or 41%.

A potential investor may see this number as high or low and will factor that into his evaluation of the business. Some investors will not invest in a company that has more debt than assets, or a company with a debt ratio that is higher than 1.0.

For owners, this number is simply one indicator of the company’s financial health.

A simple application for you would be to calculate your personal debt ratio. If you have a similar ratio to the business above, I’d say that you’re doing alright!

Other related posts:
> Good debt versus bad debt
> How businesses deal with marginal costs and profits

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I'm Chad Bowman and I'd like to help you understand finance, business and people.