HELE 4 Lesson 1: The Concept of EntrepreneurshipBenandro Palor
Learning Outcomes:
* Define entrepreneurship and entrepreneur
* Value the importance of entrepreneurship
* Name some successful and famous entrepreneurs in the Philippines
- Entrepreneurship and Entrepreneurs
- The importance of entrepreneurship
- Characteristics of an Entrepreneur
- Successful and Famous Entrepreneurs in the Philippines
- Types of Business Enterprises
Content marketing is not new. Brands have been telling stories to attract and retain customers for hundreds of years. The difference today is that the barriers to entry (content acceptance, talent and technology) no longer exist for brands to get into the publishing arena.
From John Deere to Coca-Cola, the power of story has never been stronger, or more important for brands and its customers.
This History of Content Marketing infographic is based on the Content Marketing World Timeline Video from the Content Marketing Institute.
Only a few years ago, investors focused on one thing: the potential return on investment. Now, in the age of the purpose movement, gender diversity issues, and other factors, communication and investor relations experts are realizing their firms need to tell a much broader story. “Numbers are only part of the story now,” says Marshall. “In today’s market, investors scrutinize a wider range of things like culture, diversity and inclusion, and environmental and social sustainability.”
AVON A NEW ERA If we stop and look over the past and then in.docxcelenarouzie
AVON: A NEW ERA?*
“If we stop and look over the past and then into the future, we can see that the possibilities are growing greater and greater every day; that we have scarcely begun to reach the proper results from the field we have before us.” —David McConnell, Avon Founder, late 19th century1 Overcoming the Challenges The year of Avon Products’ 131th anniversary, 2017, brought numerous challenges for CEO Sheri McCoy. For the first time since David McConnell had founded Avon in 1886, his vision of endless possibilities and growth for Avon had begun to seem unattainable. Could McCoy prove the naysayers wrong and return the iconic, direct-selling company to profitable growth? Or was it time to wake up and sell the company to an interested bidder? CEO McCoy had recently taken some promised steps to turn around the company. To combat their continuous financial deficit, Avon had made a strategic partnership deal with Cerberus Capital Management, a prominent financial institution based in New York City. Avon Products sold 80 percent of its North American business to Cerberus Capital Management for $170 million, forming a separate private entity called New Avon LLC. Cerberus had also bought approximately 16.6 percent of Avon Products Inc.’s international business, investing an additional $435 million.2 New Avon LLC appointed former president of Abbot Laboratories Scott White as its CEO on April 25, 2016. White had a proven record of delivering consistent revenue growth at Abbott Laboratories.3 The formation of New Avon LLC was expected to take advantage of significant operational expertise from Cerberus Capital. Having thus split Avon Product’s North American business with Cerberus Capital, CEO Sheri McCoy expected that additional capital and suspension of dividend payouts would enable the company to achieve some operational efficiency and financial flexibility. Ms. McCoy had laid out a three-year transformation plan for Avon starting 2016 through 2018 to improve the declining revenues and to achieve cost efficiency. The transformation plan had three key objectives: driving out cost, improving financial resilience, and investing in growth.4 First, in order to drive out cost by about $350 million by the end of 2018, the company would move Avon Products’ headquarters from New York to the United Kingdom and cut about 2,500 jobs. Despite the Brexit vote, the decision to relocate the company headquarters to the U.K. was expected to save about $70 million by 2017. It also put the company closer to its lucrative European customers.5 Second, to improve financial resilience, the company suspended dividend payouts and divested its Liz Earle business, in addition to making the promising Cerberus deal. Third, the company would invest in growth by increasing digital media spending to expand their product presence in the market. (See Exhibit 1.) EXHIBIT 1 Avon’s Three-Year Transformation Plan Source: Avon 2015 Annual Report. C-134 CEO McCoy stated that the ex.
Native Advertising - will the newspaper industry adapt or die? For DIG FestivalRebecca Caroe
Rebecca Caroe's talk to the Australian tech conference DIG (Design, Interactive and Green-Tech) Oct 2013.
Summary of what native advertising is, how it's affecting brand marketers and newspapers. Who's making it work successfully and challenges for early adopters.
HELE 4 Lesson 1: The Concept of EntrepreneurshipBenandro Palor
Learning Outcomes:
* Define entrepreneurship and entrepreneur
* Value the importance of entrepreneurship
* Name some successful and famous entrepreneurs in the Philippines
- Entrepreneurship and Entrepreneurs
- The importance of entrepreneurship
- Characteristics of an Entrepreneur
- Successful and Famous Entrepreneurs in the Philippines
- Types of Business Enterprises
Content marketing is not new. Brands have been telling stories to attract and retain customers for hundreds of years. The difference today is that the barriers to entry (content acceptance, talent and technology) no longer exist for brands to get into the publishing arena.
From John Deere to Coca-Cola, the power of story has never been stronger, or more important for brands and its customers.
This History of Content Marketing infographic is based on the Content Marketing World Timeline Video from the Content Marketing Institute.
Only a few years ago, investors focused on one thing: the potential return on investment. Now, in the age of the purpose movement, gender diversity issues, and other factors, communication and investor relations experts are realizing their firms need to tell a much broader story. “Numbers are only part of the story now,” says Marshall. “In today’s market, investors scrutinize a wider range of things like culture, diversity and inclusion, and environmental and social sustainability.”
AVON A NEW ERA If we stop and look over the past and then in.docxcelenarouzie
AVON: A NEW ERA?*
“If we stop and look over the past and then into the future, we can see that the possibilities are growing greater and greater every day; that we have scarcely begun to reach the proper results from the field we have before us.” —David McConnell, Avon Founder, late 19th century1 Overcoming the Challenges The year of Avon Products’ 131th anniversary, 2017, brought numerous challenges for CEO Sheri McCoy. For the first time since David McConnell had founded Avon in 1886, his vision of endless possibilities and growth for Avon had begun to seem unattainable. Could McCoy prove the naysayers wrong and return the iconic, direct-selling company to profitable growth? Or was it time to wake up and sell the company to an interested bidder? CEO McCoy had recently taken some promised steps to turn around the company. To combat their continuous financial deficit, Avon had made a strategic partnership deal with Cerberus Capital Management, a prominent financial institution based in New York City. Avon Products sold 80 percent of its North American business to Cerberus Capital Management for $170 million, forming a separate private entity called New Avon LLC. Cerberus had also bought approximately 16.6 percent of Avon Products Inc.’s international business, investing an additional $435 million.2 New Avon LLC appointed former president of Abbot Laboratories Scott White as its CEO on April 25, 2016. White had a proven record of delivering consistent revenue growth at Abbott Laboratories.3 The formation of New Avon LLC was expected to take advantage of significant operational expertise from Cerberus Capital. Having thus split Avon Product’s North American business with Cerberus Capital, CEO Sheri McCoy expected that additional capital and suspension of dividend payouts would enable the company to achieve some operational efficiency and financial flexibility. Ms. McCoy had laid out a three-year transformation plan for Avon starting 2016 through 2018 to improve the declining revenues and to achieve cost efficiency. The transformation plan had three key objectives: driving out cost, improving financial resilience, and investing in growth.4 First, in order to drive out cost by about $350 million by the end of 2018, the company would move Avon Products’ headquarters from New York to the United Kingdom and cut about 2,500 jobs. Despite the Brexit vote, the decision to relocate the company headquarters to the U.K. was expected to save about $70 million by 2017. It also put the company closer to its lucrative European customers.5 Second, to improve financial resilience, the company suspended dividend payouts and divested its Liz Earle business, in addition to making the promising Cerberus deal. Third, the company would invest in growth by increasing digital media spending to expand their product presence in the market. (See Exhibit 1.) EXHIBIT 1 Avon’s Three-Year Transformation Plan Source: Avon 2015 Annual Report. C-134 CEO McCoy stated that the ex.
Native Advertising - will the newspaper industry adapt or die? For DIG FestivalRebecca Caroe
Rebecca Caroe's talk to the Australian tech conference DIG (Design, Interactive and Green-Tech) Oct 2013.
Summary of what native advertising is, how it's affecting brand marketers and newspapers. Who's making it work successfully and challenges for early adopters.
M&A activity in 2015 was robust in the personal care and beauty sector. Dominated by large multinationals and conglomerates, 2015 was a strong year of strategic growth by acquisition to expand product portfolios, strengthen market positions, and broaden and deepen distribution channels. The ground breaking $12.5 billion dollar deal between P&G and COTY is one that will go down in the record books, and strategic players on the supply side grew by acquisition in a modestly growing market.
The interest in niche and luxury brands and beauty tech are trends that continued in 2015 driven by the potential of fast and substantial value creation, and in new segments, too.
Looking to 2016, mobile commerce, beauty tech and direct-to-consumer companies are three areas we believe will continue to be of interest to investors seeking strong returns through scale.
Karraker, Strand and emerging companiesGregKarraker
We have worked for companies as large as Dell, Intel, and Microsoft, but there’s a special satisfaction that comes from helping startups move up a level or two.
The Publisher’s Guide to eCommerce: Case StudiesDamian Radcliffe
The COVID-19 pandemic has dramatically affected most industries, including the publishing and media sectors. Arguably, the advertising downturn associated with the pandemic makes it clearer than ever that companies need to diversify their revenue streams.
Facing an "extinction event," as the current crisis has been called, may encourage publishers
to look again at eCommerce and its potential.
In doing this, it makes strategic sense for publishers to identify propositions which build on their existing relationship with audiences; and which play to their strengths. Audience data and insights, coupled with trust and name recognition, are valuable commodities which can be harnessed to support eCommerce activities.
Historically, as BuzzFeed CEO Jonah Peretti noted at the start of 2020, media companies have not done a good job of this. “….A longstanding problem in the media industry where content creators provide the inspiration to buy a new product, go on a vacation, or watch a new show–but don’t capture much of the economic value created," he argued. "This is sometimes referred to as the “attribution problem,” where Google and other middlemen end up capturing value they didn’t create. We see a real opportunity for us to reclaim some of that profit.”
Peretti, as this new report shows, is not alone in this optimism. If publishers can further understand, and anticipate, the user journey - including the role of content as a driver for purchase decisions - then this remains a firm foundation on which eCommerce products and properties can be built.
CASE #1Jacquii LLCShould a Young Entrepreneur Accept a P.docxtidwellveronique
CASE #1
Jacquii LLC
Should a Young Entrepreneur Accept a Potential Investor’s Terms that Require Her to Give Up Control of Her Business?
Jacqui Rosshandler grew up in Australia but was drawn to New York City, where she worked as legal counsel for an interior design company. She put in long hours at her job, but her goal was to one day own a business of her own, just like her father did back in Australia. “If I am going to work this hard, I want to do it for myself,” she recalls thinking. One New Year’s Day, with her mouth feeling less than fresh, Rosshandler recalled Odor-Go, a breath mint sold in Australia that really worked. She had never seen a similar product in the United States and decided to start a company to produce and market one. She realized that the best way to eliminate bad breath was to treat the source of the problem, the stomach, rather than its symptoms, which appear in the mouth, as most breath mints do. Rosshandler decided to launch a company, Jacquii LLC, and began working with a contract manufacturer to develop a unique breath-freshening product. “Parsley has been used for generations to freshen breath,” she says, “but freshening the mouth only, especially after consuming pungent foods, doesn’t get rid of the smell that comes from the stomach. We found that a combination of concentrated peppermint and parsley oils, when dissolved in the stomach, provides this fresh feeling from within. Your breath actually smells good from deep inside, not just superficially from the mouth.”
The result of several months of work was a two-step breath-freshening product that Rosshandler named Eatwhatever to give her product a trendy, fun image. Customers swallow a gel cap filled with an all-natural concentration of peppermint and parsley oils and then pop one of the package’s small white mints into their mouths for instantly fresh breath. Rosshandler came up with a clever tagline, “2 Steps to Kissable Breath,” aimed squarely at her target audience—young people—and hired a package designer to create a clever package. She began marketing her new breath freshener herself, walking boldly into the flagship C.O. Bigelow apothecary store in Manhattan and asking, “Who does the buying here?” She actually met with a buyer and left the store with her first sale. “I had no idea what I was doing,” she recalls with a laugh. A month later, a friend who worked in public relations convinced DailyCandy, a popular Web site that focuses on fashion, food, and fun, to mention Eatwhatever, generating $20,000 in orders on her Web site in just 12 hours. With a distributor’s help, Rosshandler was able to get Eatwhatever in retail stores such as Zitomer, Ricky’s, and Joe Coffee in New York City; Collette in Paris; Terry White Chemists in Sydney; and online at Amazon, Victoria Health, an Shopmasc. Sales volume for the company’s first three years of operation was small, never exceeding $40,000.
Rosshandler had used her own money to create her product and b ...
Researching Community PartnershipsSix-Article Annotated Bibliogr.docxmackulaytoni
Researching Community Partnerships
Six-Article Annotated Bibliography
Summarize
The Grow, Hamm, & Lee’s “The Debate over Doing Good”
(found below).
Use Google Scholar to find at least five additional, reputable articles to review as background information on community partnerships and community organizations.
Review each of the six articles you found and summarize them based on the following criteria:
The name of the author and article,
The purpose of the article,
The problem addressed,
The population addressed, and,
The results of the article.
Your review should include all six articles. You should provide a 100-150 word paragraph for each source addressing the each of the four key ideas in your summary. Each article should also include a reference citation in APA format.
The Grow, Hamm, & Lee’s “The Debate over Doing Good”
Some companies are taking a more strategic tack on social responsibility. Should they?
It'
s
8:30 a.m. on a Friday in July, and Carol B. Tome is starting to sweat. The chief financial officer of Home Depot Inc. isn't getting ready to face a firing squad of investors or unveil troubled accounting at the home-improvement giant. Instead, she and 200 other Home Depot employees are helping to build a playground replete with swings, slides, and a jungle gym at a local girls' club in a hardscrabble neighborhood of Marietta, Ga. Dressed in a white Home Depot T-shirt, a baseball cap, and blue capri jeans, Tome tightens bolts, while others dump wood chips, mix concrete, and sink posts. The company, together with nonprofit playground specialist KaBOOM!, plans to build 1,000 more such kiddie parks in the next three years -- and spend $25 million
doing
it.
Is this any way to build shareholder value at Home Depot, where the stock has been stuck near $43, down 35% from its all-time high? Chief Executive Robert L. Nardelli and his troops think so. Last year about 50,000 of Home Depot'
s
325,000 employees donated 2 million hours to community service. Now, Nardelli is trying to encourage more companies to volunteer at Home Depot'
s
pace. At his invitation, executives from 24 companies and foundations gathered for five hours at Home Depot'
s
Atlanta headquarters in May to discuss community service. Attendees included Lawrence R. Johnston of Albertson'
s
, F. Duane Ackerman of BellSouth, Gerald Grinstein of Delta Air Lines, and William R. McDermott of SAP America. On Sept. 1 these CEOs and others will kick off "A Month of Service," an ambitious plan, developed with community group the Hands-On Network, to deploy corporate volunteers on 2,000 projects across the country, and raise the total number of volunteers by 10%, or 6.4 million, in two years. "We look at this activity with the same eye that we look at business," Nardelli says.
Yes, companies have long paid lots of money -- and lip service -- to philanthropy and public service. But as Nardelli'
s
confab indicates, managers from all parts of American business are increasing.
People told us our idea was wrong
They told us our plan was flawed
They said we were the wrong guys
But it's working; we are starting to make sense to the market. The story so far, roughcut version.
M&A activity in 2015 was robust in the personal care and beauty sector. Dominated by large multinationals and conglomerates, 2015 was a strong year of strategic growth by acquisition to expand product portfolios, strengthen market positions, and broaden and deepen distribution channels. The ground breaking $12.5 billion dollar deal between P&G and COTY is one that will go down in the record books, and strategic players on the supply side grew by acquisition in a modestly growing market.
The interest in niche and luxury brands and beauty tech are trends that continued in 2015 driven by the potential of fast and substantial value creation, and in new segments, too.
Looking to 2016, mobile commerce, beauty tech and direct-to-consumer companies are three areas we believe will continue to be of interest to investors seeking strong returns through scale.
Karraker, Strand and emerging companiesGregKarraker
We have worked for companies as large as Dell, Intel, and Microsoft, but there’s a special satisfaction that comes from helping startups move up a level or two.
The Publisher’s Guide to eCommerce: Case StudiesDamian Radcliffe
The COVID-19 pandemic has dramatically affected most industries, including the publishing and media sectors. Arguably, the advertising downturn associated with the pandemic makes it clearer than ever that companies need to diversify their revenue streams.
Facing an "extinction event," as the current crisis has been called, may encourage publishers
to look again at eCommerce and its potential.
In doing this, it makes strategic sense for publishers to identify propositions which build on their existing relationship with audiences; and which play to their strengths. Audience data and insights, coupled with trust and name recognition, are valuable commodities which can be harnessed to support eCommerce activities.
Historically, as BuzzFeed CEO Jonah Peretti noted at the start of 2020, media companies have not done a good job of this. “….A longstanding problem in the media industry where content creators provide the inspiration to buy a new product, go on a vacation, or watch a new show–but don’t capture much of the economic value created," he argued. "This is sometimes referred to as the “attribution problem,” where Google and other middlemen end up capturing value they didn’t create. We see a real opportunity for us to reclaim some of that profit.”
Peretti, as this new report shows, is not alone in this optimism. If publishers can further understand, and anticipate, the user journey - including the role of content as a driver for purchase decisions - then this remains a firm foundation on which eCommerce products and properties can be built.
CASE #1Jacquii LLCShould a Young Entrepreneur Accept a P.docxtidwellveronique
CASE #1
Jacquii LLC
Should a Young Entrepreneur Accept a Potential Investor’s Terms that Require Her to Give Up Control of Her Business?
Jacqui Rosshandler grew up in Australia but was drawn to New York City, where she worked as legal counsel for an interior design company. She put in long hours at her job, but her goal was to one day own a business of her own, just like her father did back in Australia. “If I am going to work this hard, I want to do it for myself,” she recalls thinking. One New Year’s Day, with her mouth feeling less than fresh, Rosshandler recalled Odor-Go, a breath mint sold in Australia that really worked. She had never seen a similar product in the United States and decided to start a company to produce and market one. She realized that the best way to eliminate bad breath was to treat the source of the problem, the stomach, rather than its symptoms, which appear in the mouth, as most breath mints do. Rosshandler decided to launch a company, Jacquii LLC, and began working with a contract manufacturer to develop a unique breath-freshening product. “Parsley has been used for generations to freshen breath,” she says, “but freshening the mouth only, especially after consuming pungent foods, doesn’t get rid of the smell that comes from the stomach. We found that a combination of concentrated peppermint and parsley oils, when dissolved in the stomach, provides this fresh feeling from within. Your breath actually smells good from deep inside, not just superficially from the mouth.”
The result of several months of work was a two-step breath-freshening product that Rosshandler named Eatwhatever to give her product a trendy, fun image. Customers swallow a gel cap filled with an all-natural concentration of peppermint and parsley oils and then pop one of the package’s small white mints into their mouths for instantly fresh breath. Rosshandler came up with a clever tagline, “2 Steps to Kissable Breath,” aimed squarely at her target audience—young people—and hired a package designer to create a clever package. She began marketing her new breath freshener herself, walking boldly into the flagship C.O. Bigelow apothecary store in Manhattan and asking, “Who does the buying here?” She actually met with a buyer and left the store with her first sale. “I had no idea what I was doing,” she recalls with a laugh. A month later, a friend who worked in public relations convinced DailyCandy, a popular Web site that focuses on fashion, food, and fun, to mention Eatwhatever, generating $20,000 in orders on her Web site in just 12 hours. With a distributor’s help, Rosshandler was able to get Eatwhatever in retail stores such as Zitomer, Ricky’s, and Joe Coffee in New York City; Collette in Paris; Terry White Chemists in Sydney; and online at Amazon, Victoria Health, an Shopmasc. Sales volume for the company’s first three years of operation was small, never exceeding $40,000.
Rosshandler had used her own money to create her product and b ...
Researching Community PartnershipsSix-Article Annotated Bibliogr.docxmackulaytoni
Researching Community Partnerships
Six-Article Annotated Bibliography
Summarize
The Grow, Hamm, & Lee’s “The Debate over Doing Good”
(found below).
Use Google Scholar to find at least five additional, reputable articles to review as background information on community partnerships and community organizations.
Review each of the six articles you found and summarize them based on the following criteria:
The name of the author and article,
The purpose of the article,
The problem addressed,
The population addressed, and,
The results of the article.
Your review should include all six articles. You should provide a 100-150 word paragraph for each source addressing the each of the four key ideas in your summary. Each article should also include a reference citation in APA format.
The Grow, Hamm, & Lee’s “The Debate over Doing Good”
Some companies are taking a more strategic tack on social responsibility. Should they?
It'
s
8:30 a.m. on a Friday in July, and Carol B. Tome is starting to sweat. The chief financial officer of Home Depot Inc. isn't getting ready to face a firing squad of investors or unveil troubled accounting at the home-improvement giant. Instead, she and 200 other Home Depot employees are helping to build a playground replete with swings, slides, and a jungle gym at a local girls' club in a hardscrabble neighborhood of Marietta, Ga. Dressed in a white Home Depot T-shirt, a baseball cap, and blue capri jeans, Tome tightens bolts, while others dump wood chips, mix concrete, and sink posts. The company, together with nonprofit playground specialist KaBOOM!, plans to build 1,000 more such kiddie parks in the next three years -- and spend $25 million
doing
it.
Is this any way to build shareholder value at Home Depot, where the stock has been stuck near $43, down 35% from its all-time high? Chief Executive Robert L. Nardelli and his troops think so. Last year about 50,000 of Home Depot'
s
325,000 employees donated 2 million hours to community service. Now, Nardelli is trying to encourage more companies to volunteer at Home Depot'
s
pace. At his invitation, executives from 24 companies and foundations gathered for five hours at Home Depot'
s
Atlanta headquarters in May to discuss community service. Attendees included Lawrence R. Johnston of Albertson'
s
, F. Duane Ackerman of BellSouth, Gerald Grinstein of Delta Air Lines, and William R. McDermott of SAP America. On Sept. 1 these CEOs and others will kick off "A Month of Service," an ambitious plan, developed with community group the Hands-On Network, to deploy corporate volunteers on 2,000 projects across the country, and raise the total number of volunteers by 10%, or 6.4 million, in two years. "We look at this activity with the same eye that we look at business," Nardelli says.
Yes, companies have long paid lots of money -- and lip service -- to philanthropy and public service. But as Nardelli'
s
confab indicates, managers from all parts of American business are increasing.
People told us our idea was wrong
They told us our plan was flawed
They said we were the wrong guys
But it's working; we are starting to make sense to the market. The story so far, roughcut version.
1. BIZfact
BY SARAH TAN
Special to Newsday
When most entrepreneurs
start businesses, one of their
primary goals is to make as
much money as they can.
Brian McHale and Morgan
Fuchs want to make money,
but they plan to give it all
away.
The two surfing buddies
started their company, Hive
Lip Balm, in 2008 as a hobby
and a way to give back to the
community. Like Paul New-
man’s “Newman’s Own”
brand, the company plans to
donate all of its profits to
charity.
Their product is sold in 500
stores in 23 states, and Fuchs
said they have given almost
$16,000 to environmental char-
ities such as the Nature Con-
servancy and the Ocean Con-
servancy during their four
years of operation.
“You get a little desensi-
tized working in the corporate
world, and that was part of the
reason why we wanted to start
the business,” said Fuchs, 37,
of Medford, who previously
did public relations at a tech
company. “Business has a tre-
mendous ability to generate
revenue and we wondered if
we could do the same model
Newman did but do it in a dif-
ferent industry.”
“Social entrepreneurship” is
a growing trend, said Jim Free-
ley, a professor of manage-
ment at Long Island Universi-
ty who teaches a class on how
to start businesses that will
benefit society.
A plan for successful giving
He cautioned that social en-
trepreneurs must be careful
when creating their business
models.
Giving profits to charity can
help in the marketing of prod-
ucts, Freeley said, but it can be
an impractical business model.
Entrepreneurs need to have a
viable business plan, indepen-
dent of their altruistic mission.
McHale and Fuchs said mar-
keting their lip balm on the
“all profits to charity” feature
initially helps, but they’ve
learned that it won’t generate
repeat customers.
“The fact that we donate
100 percent of profits to chari-
ty, it gets our foot in the
door, but what has people re-
turning is the quality of the
product,” Fuchs said. “If you
have a good message but a
bad product, people don’t
come back for that.”
McHale and Fuchs hit upon
lip balm after first selling an or-
ganic surf wax. Surf store own-
ers suggested they try lip balm
instead to expand their mar-
ket. The company’s first ac-
count for Hive was with Hamp-
ton Coffee Company on the
East End, and they expanded
to beach stores and resort
towns from there.
Fuchs is the company’s only
employee, and he has been on
the payroll for only a year.
McHale, 34, also of Medford, is
still working a full-time job as
an engineer and volunteers his
time to the company. The two,
who used their own money to
start the business, said they are
happy to nurture the enter-
prise as it grows slowly.
To create their lip balm,
they experimented in Fuchs’
backyard. They needed to
hold costs down, but also want-
ed to use mostly organic ingre-
dients, in keeping with their
“green” mission.
“It took many hours sitting
in front of a hot pot,” McHale
said. “We made a lot more
trips to Michael’s [craft store]
than two guys in their late 20s
should have.”
They contract with a com-
pany in the Midwest to pro-
duce the lip balm, which
comes in six flavors. It retails
for about $3. Once the prod-
uct was developed, “the chal-
lenge is creating a brand out
of nowhere,” McHale said.
“We’re doing things very
grassroots. I’m actually im-
pressed with what we’ve been
able to do in four years.”
Looking ahead for charity
The company is expanding
into the sunscreen market;
they’ve started selling Hive
Sunscreen in some locations.
While the pair say that get-
ting accounts has not been dif-
ficult, they have had to consid-
er travel costs. They started
by visiting each store in per-
son, but now try to keep over-
head costs to a minimum, set-
ting up accounts over the
phone whenever possible.
Most of the day-to-day opera-
tions are conducted over the
phone from Fuchs’ home.
“The first couple of years
we definitely realized how
quickly you can spend money,
especially when it’s coming
out of your own pocket,”
Fuchs said.
The BUZZ on social
WASHINGTON — Several
Federal Reserve officials made
clear last week that Chairman
Ben Bernanke commands broad
support for the Fed’s plan to
continue stimulating the econo-
my if hiring doesn’t pick up.
As Federal Reserve Bank of
New York president William
Dudley put it in a speech: “If
you’re trying to get a car mov-
ing that is stuck in the mud,
you don’t stop pushing the mo-
ment the wheels start turning
— you keep pushing until the
car is rolling and clearly free.”
Two weeks ago, the Fed said
it would spend $40 billion a
month to buy mortgage bonds to
try to make home buying more
affordable, and it left open the
possibility of taking other steps.
On Friday, Dennis Lockhart,
president of the Atlanta Feder-
al Reserve Bank, stressed that
the new round of bond purchas-
es would continue until the job
market improves, and “if we do
not see improvement, more ac-
tion may be taken.”
But some Fed officials have ex-
pressed concern that continued
stimulative action by the Fed ele-
vates the risk of high inflation.
Last week, in a significant
shift, Narayana Kocherlakota,
president of the Minneapolis
Fed and long regarded as an “in-
flation hawk,” signaled that he
has grown more concerned
about economic growth.
Kocherlakota said the Fed
should fight high unemploy-
ment with an even more aggres-
sive approach than it an-
nounced last week. — AP
Get business
updates and sign up
for the daily business
newsletter.
newsday.com/biz
FEDOFFICIALS
BACKBERNANKE
Number of
manufacturing jobs on LI
in August, down 1,400
from a year earlier.
Source: New York State
Departmentof Labor
PHOTOBYJACQUELINECONNOR
LI BUSINESS
Name
Hive Lip Balm
Founders/owners
Brian McHale
and Morgan Fuchs
Established
2008
Employees
One
Profits donated
to date
About $16,000
AT A
GLANCE
72,100
Brian McHale and Morgan Fuchs, posing for a portrait with their Hive lip balms in Fuchs’ backyard
in Medford, say they spent a lot of time experimenting in the yard while developing their product.
Ⅲ Medford buddies make
profit just to give it all away
Ⅲ Hive Lip Balm emulates
model of Newman’s Own
entrepreneurs
A39
LIBUSINESSnewsday.comNEWSDAY,MONDAY,SEPTEMBER24,2012
Monday, September 24, 2012
www.hivelipbalm.com