June 22, 2012 - Startup America Partnership

PreparedIT's pre-configured, low-cost, and easy to use emergency communications systems are totally independent of the terrestrial power grid. PreparedIT is the first technology spin-out from Murray State University in the history of the school.

What inspired you to start your company?
PreparedIT's technology solutions are rooted in projects funded by the Department of Homeland Security and the National Institute of Hometown Security. These projects focused on providing technology solutions for critical communications issues and challenges identified in the 2001 terrorist attacks and the 2005 Hurricane Katrina incident.

Much of the research and development work was done by the Center for Telecommunications System Management (CTSM) at Murray State University. In response to very positive response to beta and initial market tests, CTSM director Dr. James Gantt saw an opportunity to create a stand-alone company around the technology. That company is PreparedIT.

Tell us something unique about you and your co-founder(s)?
PreparedIT brings together a combination of researchers, entrepreneurs, economic development officials, and industry veterans to drive the success in the company--a true example of collaboration in the entrepreneurial ecosystem.

What problem does your product or service solve?
PreparedIT provides a link to the outside world during ice storms, earthquakes, hurricanes, terrorist attacks, and other loss of infrastructure events. PreparedIT focuses on the $1.25 billion domestic market for critical communications technology, specifically the segments focused on emergency response and loss of infrastructure events. 

The flagship product for PreparedIT is the Mobile Information and Telecom Operations Center, or MITOC. The suitcase sized MITOC is mobile, easy-to-use, and independent from the terrestrial power and communications grid, making it the ideal solution during a loss of infrastructure event. The MITOC provides users with tools including Internet connectivity, email, VoIP telephone, and other web related services, enabling effective and timely incident response. From inside an affected area, emergency responders, acute and critical care providers, health agencies, and contingency planners can effectively and promptly communicate their needs and the needs of their patients and clients.

What are your startup's three biggest challenges to growth?
1. Market validation and adoption
2. Competitive dynamics
3. Funding and capital needs

How has Startup America helped you overcome these challenges to growth?
1. Better networking and connectivity with local and regional entrepreneurial ecosystems.
2. Great clearinghouse for the information and resources necessary for executing start-up business models.
3. Increased thought leadership on the national stage for entrepreneurship and innovation.

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All content for this article provided by Startup America blog. April, 2012

More info on PreparedIT: www.preparedit.com

May 11, 2011 - David Yeiser

Classic Mobile is a small mobile software startup that is building educational games for children and adults. Last week we released our first app, Borderlines which is a geography trivia game that is equal parts fun and educational.

Classic Mobile was born like a lot of other startups: we had an idea that we wanted to exist in the real world - then it took us two years to ship it. In startup time that's usually a death sentence, however, with perseverance and patience, we made it. Here are three things we learned along the way.

 EXECUTION PAYS

The product we launched was essentially the same as our initial idea. However, what we learned when we got deep into the execution of the idea is what became the most valuable. 

We set out to build one game. As we began building, we realized that we could build a host of related games using the same base game framework and delivery mechanism. Since we decided to use individual graphic assets for each country, this opened up the opportunity to release supplemental material (printed flash cards, etc.) for the game, creating another unexpected possible revenue stream.

Towards the end of the first release cycle it was clear that we could use the guts of the app to not only create related games but also entirely new apps.  It's important to note that forming this base wasn't entirely an accident; it was a by-product of crafting a product with skill and industry best-practices which allowed us to move far beyond the initial product.

Lesson Learned: You can only go so far thinking about an idea. Some things can only be discovered by trying to implement it.

YOU'D BE SURPRISED AT WHO CAN HELP

We had little capital for hiring outside help - so we looked "inside." 

• My sister, a comedy writer in Chicago, offered to help us for free. She wrote the majority of the copyrighting for our marketing website and a major section in the Borderlines application.
• My mom came up with the name of our first app – Borderlines.
• My wife gave us a key piece of feedback on the color of the countries in the app that elevated the game to a whole new level.
  

OPTIMIZE YOUR CONSTRAINTS

Everyone works within constraints. Optimizing and identifying your constraints is what can push you ahead of the competition.

So what were our constraints?

• Both founders had full time jobs and families. We knew it was going to be a slow startup.
• We didn't have extra cash to invest so we had to do all the work ourselves. (Note: Except for tax stuff. Get an accountant.)
• We didn't have a large pre-existing audience. The product had to be self-marketable.

Working within these constraints we set a few filters to see if our idea passed the test.

Filter 1. Our success couldn't rely on being first-to-market because we would get beat by faster, bigger teams every time. A trivia game is timeless (for the most part) and we thought we could execute better than similar existing products.

Filter 2. We are a designer + developer combination so the product needed to be heavy on programming and designing and light on distribution infrastructure, customer acquisition costs, deal making and the like. The app store model and price/volume combination fit this perfectly.

Filter 3. There was no critical mass awaiting the release of our app so it needed to be something that could be easily discovered and recommended by others. The app ecosystem seemed to work for this because (1) the product is always present in the app store and (2) there are a lot of well-trafficked sites that regularly review apps.

These are some things we learned by going through the process of executing an idea and shipping a final product. We didn't start by choosing an idea based on what made it through the three filters mentioned above. We had an idea that we liked and we started building it.  I suppose you could say it was part intuition and part luck that it worked – like a lot of startups.

April 27, 2012 - Jeweli Oatley

The Marshmallows Company is a Lexington startup company created by an unexpected entrepreneur, Canaan Smith - a 9 year old. His gourmet, uniquely flavored marshmallows are a local favorite and have been featured in several local newspapers. Canaan has also been a guest on the Suze Orman show.

Canaan loves to talk about his company. I interviewed Canaan, with a little help from his dad, at their house during spring break.

Q: How old were you when you started the Marshmallows Company?

A: I’ve been cooking since I was four. One day I was experimenting and decided I wanted to try to make flavored marshmallows. When I was five I sold vanilla and peppermint flavored marshmallows at one of my parent’s Christmas parties.

Q: Why did you decide to start a company?

A: Everyone really liked them at the party so we decided to sell some at a local coffee shop, Coffee Times. We sold the first 10 bags really fast. Then we sold around 100-120 bags in one month during Christmas. That’s when we knew people really like them.

Q: What were the first steps you took to get your company off the ground?

A: One of the first things we did was build a website so people could order them directly from us. We also tried to get into Rudabakers Bakery in Morehead. Later, we went on the Suze Orman show. We got a lot of orders after that.

Q: How do you market flavored marshmallows?

A: We have done some interviews for local papers and we sell the marshmallows at Coffee Times during the holidays. After the Suze Orman show we received the most orders. We have a few customers who heard about us through the show who still order marshmallows on a regular basis.

Also, our marshmallows are marketed as gourmet. We let people know our marshmallows are handmade and we use all natural ingredients.

Q: Who are your competitors?

A: Plushpuffs in California. They are selling nationally, but our marshmallows taste a lot better. Williams Sonoma also has gourmet marshmallows. They are good but ours cost a little less.

Q: What are the biggest issues The Marshmallows Company faces right now?

A: We really need to have a commercial kitchen so we can do more orders. It would be nice to hire someone to make all the marshmallows so we don’t have to make them all the time, too.

Q: What’s your favorite thing about being a CEO?

A: I like making and saving my own money. And I like eating the marshmallows we make.

Q: Do you have any advice for other people who want to start a company?

A: You really need to have a plan.

Q: What do you want to do with the Marshmallows Company long term?

A: I want to have a marshmallows factory that is completely powered by windmills. I also want to sell them in grocery stores across the U.S.

 Order yummy marshmallows and learn more about this unique company at www.themarshmallowscompany.com.