ENTRANCES & EXITS: PLANS FOR SURVIVAL
by Jim Cline
I recently ripped out some overgrown trees and shrubs from my garden and built a new retaining wall. I think the wall is a masterpiece, if a pile of store-bought blocks can be turned into something artful. The reason it turned out so well is not necessarily because I am a great artist, but because most of my hours in the garden were spent laying heavy blocks on a solid foundation, making sure they were level and straight.
R
emoving the overgrown bushes I had planted 25 years ago was certainly a transition for me. The bushes were alive and well, but they no longer served their purpose in the garden and had to go. The transition to new plants brought compliments from neighbors that had never spoken to me before.
Many years ago, after watching a friend's business fail, I realized his business had been doomed from the start. Since then, I have been involved in many successful businesses, urging and cajoling my clients and employees into carefully planning and laying a solid foundation. A good business entrance strategy should lead to a predictable exit strategy.
Photos Courtesy of Pinnacle Indoor Sports
From the day you dream of opening an indoor sports facility to the start-up phase, you need a comprehensive written plan that explains where you are going and how you are going to get there.
When formulating a plan, seek assistance only from those who appreciate your long- term goals and file away any information that does not complement your strategy. I often see startups with no money, no land, no building, certainly no plan–yet they have hired an architect and have an office full of turf samples. Without a plan, a series of tasks becomes worthless busy work. Many prospective operators spend years envisioning their dream
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