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A blueprint to Freedom!

On how to earn money with an own business from scratch - a step-by-step project which should be shared during its creation! 
With this website you'll see all pains and gains of an becoming entrepreneur which he (I) will go through on its way, and how failures will help to do it better. It's not about fucking up, but it's about finding the perfect business model for a micro- and small business by thinking bigger than big - this last is to be seen in relation to the thinker and its personal horizon.

Micro-Entrepreneurship - the one-man or one-woman business

And by starting it very small - for the beginning this site won't be about founding a big Internet Startup. It is more the prototype of something big which gotta be first tested before it may become what it is able to become, maybe it will be completely changed during its development, maybe it will raise till to the end of the project. 

What if this process could be replicated by everyone by creating new ecosystems, an entrepreneurial mindset and new jobs everywhere?

So this will start with finding a way to make a good living of something one cares deeply about based on each personal passion and abilities.

Very special about this own way is that every book on starting a business or a startup asks absolutely other questions - it would start with edgy questions like "What is the problem and how will you solve it as an entrepreneur?" or "What is the pain of the market and how will you gain it with your product?" and so on.... 

But I learned in my long time of law and business studies that every problem can also be analysed by starting with the end-solution.

So what is the end-solution of our real problem that we need to solve? It's not any additional product or business idea abstruct markets or customers are in need of. Focusing on customer's or market's needs and problems is just distraction but never our own problem. Our problem is to get a job, is to pay our bills, to finance our families and to live without financial worries and enjoy life's light-footedness. It means our problems are very personal and therfore very different. The solution will be as different as our personal problem. The real end-solution here lies in our personal circumstances, personal passion and personal abilities we are able to use for creating and starting an own business. It is about finding the best idea for each of us, on which we cannot only dream on but by realizing it step-by-step also be passionated and give it all to get this done. 

THE ART OF ARGUING IS THE ART OF LIVING.

For sure we do this in a context of professional market players who know their business very well. Nevertheless, we will change the rules by finding the pain of customers and markets which we will be able to gain with our personal dream translated in a business idea.
It's always just a question of the perfect argumentation. And we will deliver these arguments step-by-step by using data intelligence, high flexibility/ adaptability and own passion given by realising an own dream based on an own problem.

And here is something additional I learned in my studies - it's not important to know and to learn first Everything before starting, much more important is to know where to look if you need to know something you'll learn by doing it. 

I tell you guys, this will be FUN! This is how enjoying life through work works.

This here won't tell anyone how to do less work!  
But I may tell you how to enjoy your work very efficiently and it's all about doing and practical things. Just thinking about your idea and about money won't solve anything. 

And maybe if I wouldn't tell you, you wouldn't even know that it is about starting up ​
History shows that businesses run with one person who in the sum do not act isolated but create an ecosystem in which they are connected and trade, which is called market. The one-man/-woman businesses were formally called merchants which run these markets already in the old Rome and old Athens. 
The new about these micro-businesses is that they can be created in seconds and reach with its products and services the entire world - nowadays we have all the technology for this and the needed infrastructures for the shipping. 


"A startup is a temporary organization designed to search for a repeatable and scalabel business model."​​

Search means that the business model is unknown. Once it is known it will be executed. The difference between search and execution is what differentiates a new venture from an already existing business with a known business model,  Steve Blank, The Startup Owner's Manual
, P. 38.

Microbusinesses are based on skills, hobbies or passion ​

This doesn't mean one doesn't have to think how the microbusiness idea fits with money. Like in every business the equiation is "money stuff" with ideas. If there aren't customers willing to pay for it, it is no business. If the execution of the idea is illegal, it is no business. If you have a group of interested people but nothing to sell, it is no business. So I exclude here even adult or quasi-legal markets. 
Furthermore, I'd take it like Warren Buffet said, to invest only in businesses, your Grandmother is able to understand, and one will be willing to explain it to her. The point is that as entrepreneur you won't be only a director or manager of your own business but also the investor in your own idea. 


So, after having chosen a business idea based on your hobbies, skills or passion you have to proof it on marketability by answering these questions:

(i) Do consumers recognize that they have a problem you are trying to solve with your hobbies, skills or passion?
(ii) If there was a solution, would they buy it?
(iii) Would they buy it from you?
(iv) Can you build a solution for that problem?
(v) How would you get paid with this idea?
(vi) How much would you get paid from this idea?
(vii) Is there a way you could get paid more than once?

The difference of the microbusiness model to the classical business models as a startup which get all the attention in media and books is that these latter start with (i) an invention and the lender persuades the bank to lend money for a growing operation, (ii) a company spins off a division and creates a new company, or (iii) an investment-driven startup, which is typically focused on venture capital, bayouts, advertising, and market share with the goal of going public or being acquired.  

In this context the meaning of business model is just the type of business you chose as entrepreneur. But a successful business model connects technical potential with the realization of economic value.
In 2010 Osterwalder defined the


business model as 

a description of the rationale of how an organization creates, delivers and captures value. 


Starting an own microbusiness instead mostly means starting without investments, without employees, and often with not much more than an idea of what one will do.
Going from idea to startup can now take less than a month and cost less than 100 €.
So why having a business plan, if there isn't a plan for these kind of business models? These type of businesses mostly don't have a (formal or unformal) business plan, their businesses launch quickly and the market testing happens on the go - if there is an answer in the markets it can go on, if there isn't what can be made different? 
A plan is still good because everyone needs a strategy of building interest and attract attention instead of just popping up. 

After your skills, hobbies or passions, what you really care about led you to your business idea and you proofed it on its marketability you will experience on the go which value the offered product or service has for the customers during the market test phase in which you are able to adjust or to pivot your business model. Value is always to be put in relation to its counterpart which after the lean startup model is waste. So the question is now which of our efforts are value creating and which are wasteful? Learning to see waste and then systematically eliminate it has allowed companies to dominate entire industries.

So what is value?

Lean thinking defines value as providing benefit to the customers. Everything else is waste.
Value means helping people solving problems or serving needs. That means the more skills an entrepreneur has to offer with its business the more value he may create. Therefore, is value regarding micro-entrepreneurship when many even modestly skills in rare cases are collected in that one-man-business.  
Value relates to emotional needs, so speaking about benefits customers receive is a powerful form to talk about one's business. Value can be measured quantitative (eg. price, velocity of service) or qualitative (eg design, customer experience). 

Osterwalde names it in its business model canvas the value preposition, which discribes (i) the newness of a product or service which covers a new set of needs, customers previously didn't percieve, (ii) the performance improved by a product or service, (iii) the customization by tailoring products and services to specific individual needs, (iv) the simple help for customers to get the job done, (v) the design in specific industries like architecture or fashing, (vi) the status received by the simple act of using this specific brand, (vii) saving money by offering similar value to a cheaper price. The value preposition is the reason why the customer turns to one company over another.     
In 2010 Osterwalde defined 

value preposition as 

an aggregation or bundle, of benefits that a company offers its customers.

To understand how to create an informal strategic plan it may even in micro-entrepreneurship be useful to understand how to organize "startup hypotheses", which yet are unknown and untested - you will need for having a complete business model with which you can execute your business a known market, customers, features, channels, pricing, Get/Keep/Grow strategy, etc.. 

Draw a minimum available product/service straight from the principles of the Lean Startup Model by

(i) treating the product/service as an experiment;
(ii) identifying the elements of the plan that are assumptions rather than facts - use for this the Business Model Canvas;
(iii) figuring out ways to test them;
(iv) having the business up and running - on a micro scale - long before the official plan is set in motion.
 
You can find such a  Template - Business Model Canvas - on google.com and I give you this link so you are even able to try to create your own canvas with the postits, which you can move and on which you can insert your own content.
For learning more about it - how to work with it and what these 9 topics of the Business Model Canvas mean there is even a  free copy of 72 pages of Osterwalde's book "The Business Model Generation"  and  a free copy of 100 pages of Osterwaldes's book "The Value Preposition-Design".  Last but not least you are even able  to make   an online course on "how to build a startup" for free, you just need to create an account for free.  
You will learn that with this tool you can organize startup hypotheses which will define your business strategy of your micro-business. 

The first objective of a startup is like I already wrote to validate its business model hypotheses and iterate or pivot until it does. Then it moves into execution mode.  Only at this point the business needs an operating plan, financial forecasts and well-understood management and only then a business plan would make any sense. 
The "just  do it" school of entrepreneurship -
is it about strategic planning or experimentation?
(Eric Ries, The Lean  Startup)

These two are no opposites - a strategic plan creates clear hypothesis which make predictions about what is to happen, experimentations make instead of these predictions facts or failures.  Experimentation and strategic planning can even happen parallel while the plan is still being formulated. The opposite of experimentation is traditional (often existing) market researching or commissioning a survey, asking what customers think they want, but most people have hard time assessing their feelings objectively so that the latter wouldn't be very accurate and the former would take a lot of time 

to find people to talk to without having an immediate qualitative feedback. Researching takes months to complete; experiments could begin immediatley. 

The Lean startup methodology proofs its strategy with experiments which follow the scientific method by beginning with a clear hypothesis and then by testing those predictions empirically while practicing its first product and/ or service. So that in the Lean Startup model an experiment is more than just a theoretical inquiry.   

The goal of every stratup experiment is to discover how to build a sutainable business around one's vision. 
By starting small one could prevent a tremendous amount of waste down without compromising its overall vision. In the course of testing in a well-designed startup experiment, starting eg with a simple product means to test more than a single aspect of a business plan; while testing one assumption, many other assumptions were tested too. Even the micro-entrepreneur has to interact with customers by taking payments, handling returns, and dealing with customers support, what is decidely different from market research. This way also the micro-entrepreneur gets more accurate data about customer's demand by observing real customer behavior, not asking hypothetical questions.  

So, let's get serious - let's talk science now!

As we have seen the lean start-up process is based on scientific ideas and methodologies. This is guilty for experiments which proof the strategy and its hypothesis and this is also guilty regarding the question how to find the most effective process to prevent any amount of waste.   

The question at this point is why science? Why should we believe in theories more than in processes itself? Isn't it enough to bypass and fix problems, design defects or malfunctioning processes, backs, and so called "anomalies" by adding extra inventory, inspectors and rework stations? It is been demonstarted in science and in industries that it isn't. because these kind of fixes balloon costs and complexity by just mitigating problems. This way no one gets much closer to the root causes of any problem. This would only be a highly effective way to produce ineffectivity.  

Clayten M. Christensen writes in its book "Competing against Luck" (named in the following as "C. M. C., Competing Luck") that "Shifting our understanding from educated guesses and correlation to an underlying causual mechanism is profound. Truly uncovering a causal mechanism changes everything about the way we solve problems - and perhaps more important, prevents them.".

A known example in connection to this from which also the Lean start-up methodology derives is the Japanese auto manufactorer Toyota where they experimented to learn the cause of manufactoring defects. The Japanese were on the search to identify the root cause of every problem (the Theory) for then designing a process to prevent the error (Design Managment). It was with success. The Japanese proved that instead of "inherent complexity, it is possible to reliably and effeciently produce quality cars, when you focus on improving the manufacturing process.", "The answer was found in Theory.", CMC, Competing Luck.    

The Japanese treated defects and mistakes the way scientists would treat anomalies. They understood it as an opportunity to improve or alter the process. Since "Toyota developed processes that continually identfied "anomalies" in the manufactoring process, every single defect is seen as an opportunity to make the process better. (...) That creates an enviornment of repeated scientific experimentation. (...) For Toyota, the theory was embodied in the set of processes they developed to lead to defect-free manufacturing. (...) Through this theory of manufacturing, the quality movement was born. Innovation, in a very real sense, exists in a "pre-quality revolution" state. Manager accept flaws, missteps, and failure as an inevitable part of the process of innovation.", CMC, Competing Luck. 
Learn how to fly - or better - learn how to fail 
Every athlete knows that starting to learn a new sport especially those risky adventurous sports means as first to learn how to fail well. There are special training-methods which already from the beginning should bring the needed comfort for then executing the sport without any fear.

The same is guilty in business, which may become existentially very risky if one is not trained to fall well or has not even any rescue plan.

So why is this, that in companies making mistakes is a failure or even just speaking about mistakes is already seen as the biggest mistake? As we can learn from Athletes the best training to fall the right way is by making failures and experiment how it may fail if the mistake would be for real. We can only make adjustments by experiencing failures or by learning from thirds - what I honestly prefer - by studying and analysing as much as study cases one is able to read.

In law the most important way to create Judiz (which describes the right feeling for justice) is exactly by reading as many cases as one could read. Only by having a huge ammount of knowledge on how to handle similar but in detail different cases one is able to recognize the decisive points of every case no matter how similar it seems to be to the past studied case.

You have to dive deep in your business for having a feeling if it may work well or when it's time to use the rescue plan before it crashes all apart.

At the end of the day this means to learn how to use calculated risks and failures in an uncertain enviornment.

Starting up is a highly uncertain enviornment and the lean startup methodology helps to navigate through this with a structured and scientifically imperical analysed product so that failures are calculated.

In startup language failure is named pivoting.
If a business model doesn't work in startups this never means to change management but the business model. Usually in Companies the first step to cover a mistake is by switching people and the effect of it is cutting out experience made and the knowledge which adjustments have to be taken - so called pivoting - for reaching better results. Every time the management gets changed the company has to restart by zero and it may even happen that the same mistakes repeatly have to be made before a company gets it right on behalf of the product without getting in action on the people - indeed changing people is not only very inefficient but also a huge waste of resources (experience made hardly, believe me!).

But failure has not always to lead to pivoting a business model, it may sometimes lead to a better product or even to innovation. Good examples are many products such as viagra, penicelline, Post-It, Apple after the return of Steve Jobs or Edision's light bulb.

At 3M scientists and engineers now receive 15 % of their time pursuing their own projects because the adhesive for Post-it Notes was created by accident and took a decate to become a product. Failure in itself doesn't lead to innovation but how to deal with does. Instead of abandoning a failed initiative, as long as you understand what went wrong you'll be able to improve and try again, by making you more creative and innovative. 
       

"I've missed more than 9000 shots in my career. I've lost almost 300 games. 26 times, I've been trusted to take the game winning shot and missed it. I've failed over and over again in my life. And this is why I succeed.", Michael Jordan, basketball legend.

"Success is failure in progress", Albert Einstein, Genius, Nobel Price Winner,  Pioneer of the theory of generaly relativity, couldn't speak fluent till to the age of 9 years, was expulsed from school because of its rebellious nature, was refused by the Zurich Polytechnic School.

"My great concern is not whether you have failed, but whether you are content with your failure.", Abraham Lincoln, 16th President of the United States of America.

"We don't look backwards for very long. We keep moving forward, opening new doors, and doing new things, because we're curious... and curiousity keeps leading us down new paths.", Mickey Mouse creator Walt Disney, his earlier venture, Laugh-o-Gram Studios went bankrupt, was fired from a Missouri Newspaper for "not being creative enough".

​​
With the rise of electronic documents, the preposition value of Post-It Notes began to decline, while still used for recording passwords and leaving notes.

Since 2011 when the transition from paper to electronic documents was considered innovative and futuristic Post-it went through a resurgence in a new way as tool for innovation and collaboration. With the new Lean startup movement the Post-it note became a perfect tool for brainstorming, because it provides a way to converge on a solution when many possibilities exist.

In the book, Change by Design, of Tim Brown, CEO of the design and innovation company Ideo, Brown proposes brainstorming sessions, during which each idea is written on a single post-it and stuck to a wall. Then, each participant is given a stack of Post-it notes and told to stick a note on each idea they like. The ideas that accumulate the most Post-it votes progress to the next stage. This process continues until consensus emerges.

With technology paper became a temporary medium, so for short-term brainstorming and innvation process the perfect applications are post-it notes. Paper is also easy to share on a large canvas, because it is not being limited by the size of a computer screen.

3M has seen the need for special post-it notes products. To educate the public about the utility for innovation and collaboration, 3M launched a 
post-it note collaboration website. 
It includes different suggestions like storyboards, fishbone diagrams, mindmapping, and affinity diagrams. Furthermore, 3M got together with evernote to enable people to post-it note electronic documents and join analog to digital technologies. The new app lets people photograph a post-it note and translate the handwritten note into searchable text and uses the paper color to categorize the note into predefined subjects.​​

"It's fine to celebrate success but it is more important to heed the lessons of failure", Bill Gates, after Harvard dropout he owned Traf-O-Data, which was a true failure, became then a Pioneer of famous software company, Microsoft, and turned with 31 years into the world's youngest billionaire.

Try, Try, Try again!
Rome is not been build in one day... 
Still today pivoting is not seen in big companies, like it is the case in the start-up community in Silicon Valley, where they are not afraid experimenting, something which large organisations should do more.
A good example for it is Adobe where anyone in the Organization can develop an idea and receive an innovation kit called 'red box' which includes the tools and techniques, plus $ 1.000 credit card to just try new things even if they don't work. 

The reason why few organizations have an experimentation and failure culture where these abilities are valued part of innovation is that only success is celebrated. It's learned behavior pattern.
Managers are only recognised and incentivized in their success and as a result are reluctant to take risks.

Very few companies like Google actively incentivize managers if they admit early on that they've failed or reward the time spent on failed exploration projects. Innovation is an output of creativity. So, if you want to enhance innovation then you need to enhance creativity and this is only possible where experimentation and failure receive their space and become a culture. Creativity refers to individual ways of thinking, which by allowing employees to come up with great ideas and ways to improve their own jobs creates a culture of creativity, which they need to test and improve. That means that a company needs to concentrate on innovation techniques by creating an enviornment of trust where people have a passion to improve and they are excited about finding out how things work. This is only possible in a culture where employees are allowed to experiment and fail.

Everyone is able to shut down after one attempt at something, without even analyzing what went wrong they are perfectly fine with hanging it up.
But even in sales it often takes between 5 to 7 attempts to close a deal. Momentum can only be build by keeping pushing and not giving up to put you in the right place to find success.

Take Columbus sailing to America. He actually set to reach out to Asia.
He failed! But certainly learned something new which turned out to be lucrative. It means even if you fail it can and will bring value in the form of something new for you.  

How to build a Prototype of Rome
and test it in 5 days

This 5 days sprint is called the product design sprnt, which uses design thinking to reduce the inherent risks successfully bringing products and other ideas to market. It's organized as a workshop of structured brainstorming to answer critical questions in a battle-tested process any team can use. To succeed you'll have to keep through research, design, prototyping, and testing the customer the user in the center whlie answering critical business questions. 

I have to interrupt my work on this sprint-article for a while for getting my prototyping and my experimentation done - I will report on this instead for the next days - stay tuned!

BREAKING NEWS:
Maricla Kandzorra found a new business idea
Saturday, the "Fourth May be with you!"-2019-day at 08.08 a.m. an idea hit through my mind - WHATIF - that's nothing new at all but if combined with a new Life experience and an unforgettable night WHY NOT?
I have to start a new life after all and why not making it happen for all other people too and giving them an occasion to make a change by starting with an very individual own new year - by starting with The New Birthday Party experience while saying Good Bye to all the old odds. 

My idea is to sell good experiences and create it as a product and not as a service, an upscale wouldn't be difficult because this type of product is daily and all over the world needed, so that there wouldn't be any problem. 

Frankfurt is a great place to start doing it with the lean start-up methodology - creating a prototype (MVP), testing, pivoting or scaling it up.   
I already started by absolving certified courses, even if my law laureate is enough - I'm truly over qualified for this with my specialization exam for lawyers in taxation and all the experience I made in my past - but I know that especially people without any acadamic education don't understand the value of such experience to have worked as junior lawyer, junior prosecutor and junior judge at the court houses and in the world wide biggest international law comapany and the Chamber of Commerce here in the Rhein-Main-Region during my preps to my German Bar Exam. 
So - there won't be any problem for me to deliver also a certification of this specific area, which is already covered by my titles and my practice - also during my work on the stock exchange Frankfurt as publicly admitted trader employeed by the biggest British financial service. 
But much more important is that I also created a manageable list for a prototype of my poduct, which I have to build up mostly by researches because the product is a combination of services, which I then have to test, if they work well combined as a product and if the combination is to pivot as the business model or just the services or location etc.   

Prototyping my Product

Natasha is 35 years old and works in the creative department of an advertz company 

During my researches I additionally created my first Persona for the design modelling process of my product which I can use also to analyse my Service as a Product under the Job to be Done Theory described and explained in the book of Clayton M. Christensen, Competing against Luck, who is a known Harvard Professor that created also the principles of disruptive innovation.

For these intentions I invented my first Persona who received the role of a customer on Trello called Natasha.
Maybe in the following I will introduce her here because she is already now a character to fall in love with and for sure she will be of help for understanding better the process.     

What happened last week?

First I didn't know with which research to start but very soon it revealed that the most important step here is to find with the MVP (minimum viable product) for the POC (proof of concept) the apporiate location on a moderate price scale for keeping the prototype low cost. 
So, the difficulty of this week was to find and selecting not just any location with a usual renting price - which in Frankfurt is around 800 € to 1500 € and higher - but to find a location without any rent at all and a minimum turnover for drinks and or food only instead. This revealed almost as an utopian task. I even researched to buy an old factory hall with high brick walls and industrial look but as I finally understood that the price of more than 1 Mill € was for rent and not for sale I stopped it immediately. 
Yesterday I finally found one Location that came very close to the proposition to pay only for a minimum turnover without any rent  costs - it almost seemed to be an insider in the center of the city and very hidden on Internet. 
But knowing my spying and criminal neighbors very well my task doesn't end here - I have to find a second "rescue plan Location" protecting my customer's ass if anything would go wrong with the booked one e.g. caused by corruption of the landlord. 
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