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Build, Run, and
Sell Your Apple
Consulting Practice
Business and Marketing for iOS
and Mac Start Ups

Charles Edge
Build, Run,
and Sell Your Apple
Consulting Practice
Business and Marketing
for iOS and Mac Start Ups

Charles Edge
Build, Run, and Sell Your Apple Consulting Practice: Business and
Marketing for iOS and Mac Start Ups
Charles Edge
Minneapolis, Minnesota, USA

ISBN-13 (pbk): 978-1-4842-3834-9     ISBN-13 (electronic): 978-1-4842-3835-6


https://doi.org/10.1007/978-1-4842-3835-6
Library of Congress Control Number: 2018953678
Copyright © 2018 by Charles Edge
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Table of Contents
About the Author��������������������������������������������������������������������������������xv

Acknowledgments����������������������������������������������������������������������������xvii
Introduction���������������������������������������������������������������������������������������xix
First, Let Me Talk You Out of This… ������������������������������������������������� xxv
Chapter 0: The Joy of Being a Sole Proprietor�������������������������������� xxvii

Chapter 1: Build the Offer���������������������������������������������������������������������1


Before You Get Started: Take Care of Yourself�������������������������������������������������������2
Research What Should Be in an Offer�������������������������������������������������������������������4
Pricing�������������������������������������������������������������������������������������������������������������7
Building the Offer������������������������������������������������������������������������������������������������11
The Hourly Offer��������������������������������������������������������������������������������������������11
The Retainer Offer�����������������������������������������������������������������������������������������13
The Managed Services Offer�������������������������������������������������������������������������14
The Fixed-Fee Offer���������������������������������������������������������������������������������������16
Build the Contract�����������������������������������������������������������������������������������������������18
Service Level Agreements�����������������������������������������������������������������������������21
Does This Pass the Sniff Test?!?!������������������������������������������������������������������������26
Funding Your New Adventure������������������������������������������������������������������������������27
Growth Requires Capital��������������������������������������������������������������������������������28
Conclusion����������������������������������������������������������������������������������������������������������29
Further Reading��������������������������������������������������������������������������������������������������29

iii
Table of Contents

Chapter 2: Beyond Services����������������������������������������������������������������31


Reseller Accounts�����������������������������������������������������������������������������������������������32
Selling Mobility���������������������������������������������������������������������������������������������������34
Should You Sell Cloud Services?�������������������������������������������������������������������������37
If You Do Sell Cloud���������������������������������������������������������������������������������������������41
Evaluating the Security of Cloud-Based Solutions����������������������������������������������43
Referrals vs. Selling��������������������������������������������������������������������������������������������47
Providing Hardware and Software����������������������������������������������������������������������47
Providing Infrastructure Services�����������������������������������������������������������������������49
Further Reading��������������������������������������������������������������������������������������������������52

Chapter 3: Hiring and Human Resources��������������������������������������������53


Decisions, Decisions�������������������������������������������������������������������������������������������53
Before You Hire���������������������������������������������������������������������������������������������������56
Where to Post Your Jobs�������������������������������������������������������������������������������������57
Writing Job Postings�������������������������������������������������������������������������������������������59
Reviewing Resumes��������������������������������������������������������������������������������������������60
Interviewing��������������������������������������������������������������������������������������������������������62
Phone Screening�������������������������������������������������������������������������������������������63
In-Person Interviewing����������������������������������������������������������������������������������64
Making The Offer�������������������������������������������������������������������������������������������������66
Onboarding New Employees�������������������������������������������������������������������������������67
Wikis for Onboarding������������������������������������������������������������������������������������������70
One-on-Ones�������������������������������������������������������������������������������������������������������74
Training���������������������������������������������������������������������������������������������������������������75

iv
Table of Contents

Individualized Learning Plans������������������������������������������������������������������������76


Layering Training Assets��������������������������������������������������������������������������������78
Conferences��������������������������������������������������������������������������������������������������81
Meetups���������������������������������������������������������������������������������������������������������85
Sites For MacAdmins�������������������������������������������������������������������������������������86
People to Follow��������������������������������������������������������������������������������������������87
Inspiring Employees to Learn������������������������������������������������������������������������90
Learning to Lead��������������������������������������������������������������������������������������������93
Soft Skills������������������������������������������������������������������������������������������������������96
Signs It’s Going to Get Hard to Retain Someone�����������������������������������������������106
Diversity������������������������������������������������������������������������������������������������������������109
Outsourcing HR�������������������������������������������������������������������������������������������������113
Conclusion��������������������������������������������������������������������������������������������������������115
Further Reading������������������������������������������������������������������������������������������������115

Chapter 4: Accounting 101���������������������������������������������������������������119


The Concepts����������������������������������������������������������������������������������������������������119
Buying Accounting Software�����������������������������������������������������������������������������124
Accepting Payments�����������������������������������������������������������������������������������������125
Accrual-Based Accounting��������������������������������������������������������������������������������126
Hiring an Accountant�����������������������������������������������������������������������������������������126
Doing Taxes�������������������������������������������������������������������������������������������������������128
Insurance����������������������������������������������������������������������������������������������������������129
Cash Flow���������������������������������������������������������������������������������������������������������130
Conclusion��������������������������������������������������������������������������������������������������������131
Further Reading������������������������������������������������������������������������������������������������132

v
Table of Contents

Chapter 5: Buy Software to Automate the Business�������������������������135


Choose Your Tools���������������������������������������������������������������������������������������������136
Device Management �����������������������������������������������������������������������������������136
PSA, MSA, RMM, and BDR (Oh My!)������������������������������������������������������������������138
BDR Software����������������������������������������������������������������������������������������������139
Some RMM, PSA, and MSA Solutions to Consider��������������������������������������������140
The App-Based Economy����������������������������������������������������������������������������������144
Automation Services�����������������������������������������������������������������������������������������146
What to Expect When Building Software�����������������������������������������������������147
The Customer Scorecard����������������������������������������������������������������������������������149
The Balanced Scorecard�����������������������������������������������������������������������������������150
Financial������������������������������������������������������������������������������������������������������150
Customer�����������������������������������������������������������������������������������������������������152
Internal Processes���������������������������������������������������������������������������������������153
Learning & Growth���������������������������������������������������������������������������������������155
Testing��������������������������������������������������������������������������������������������������������������157
Techie Bits���������������������������������������������������������������������������������������������������������158
Antivirus������������������������������������������������������������������������������������������������������162
Automation Tools�����������������������������������������������������������������������������������������163
Backup �������������������������������������������������������������������������������������������������������164
Collaboration Suites and File Sharing���������������������������������������������������������165
CRM�������������������������������������������������������������������������������������������������������������166
DEP Splash Screens and Help Menus���������������������������������������������������������166
Development Tools, IDEs, and Text Manipulators�����������������������������������������167
Digital Signage and Kiosks��������������������������������������������������������������������������169
Directory Services and Authentication Tools�����������������������������������������������170

vi
Table of Contents

Identity Management�����������������������������������������������������������������������������������170
Imaging and Configuration Tools�����������������������������������������������������������������171
Log Collection and Analysis�������������������������������������������������������������������������172
Management Suites������������������������������������������������������������������������������������172
Misc�������������������������������������������������������������������������������������������������������������174
Point of Sale������������������������������������������������������������������������������������������������175
Print Servers������������������������������������������������������������������������������������������������175
Remote Management����������������������������������������������������������������������������������176
Security Tools����������������������������������������������������������������������������������������������176
Service Desk Tools��������������������������������������������������������������������������������������177
Software Packaging and Package Management�����������������������������������������178
Storage��������������������������������������������������������������������������������������������������������179
Troubleshooting, Repair, and Service Tools�������������������������������������������������179
Virtualization and Emulation������������������������������������������������������������������������182
Honorable Mention��������������������������������������������������������������������������������������182
Conclusion �������������������������������������������������������������������������������������������������������183
Further Reading������������������������������������������������������������������������������������������������183

Chapter 6: Make Friends: Develop Partnerships������������������������������187


Engaging Customers for Referral Business������������������������������������������������������188
Finding the Right Partner����������������������������������������������������������������������������������189
Structuring a Partnership����������������������������������������������������������������������������190
Quid Pro Quo�����������������������������������������������������������������������������������������������������191
Subcontracting vs. Partnering��������������������������������������������������������������������������192
Dealing with Problems with Partners����������������������������������������������������������194
Conclusion��������������������������������������������������������������������������������������������������������195
Further Reading������������������������������������������������������������������������������������������������196

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Chapter 7: Engage in Free and Guerrilla Marketing�������������������������199


Examples of Guerrilla Marketing�����������������������������������������������������������������������200
Search Engine Optimization������������������������������������������������������������������������������206
E-mail Automation��������������������������������������������������������������������������������������������211
What to Do and What Not to Do�������������������������������������������������������������������������214
The Cadence�����������������������������������������������������������������������������������������������������217
Social Media�����������������������������������������������������������������������������������������������������218
Conferences������������������������������������������������������������������������������������������������������221
Conclusion��������������������������������������������������������������������������������������������������������224
Further Reading������������������������������������������������������������������������������������������������226

Chapter 8: Using Public Relations����������������������������������������������������229


Getting Started With PR������������������������������������������������������������������������������������229
Gather All Your Social Properties�����������������������������������������������������������������230
Publish a Media Kit��������������������������������������������������������������������������������������230
Gather Local Media Contacts�����������������������������������������������������������������������231
Gather Industry-Specific Media Contacts����������������������������������������������������231
PR Template�������������������������������������������������������������������������������������������������231
Decide What Kind of PR Works Best for You������������������������������������������������������232
Local PR������������������������������������������������������������������������������������������������������������233
Haro������������������������������������������������������������������������������������������������������������������234
Press Releases��������������������������������������������������������������������������������������������������236
Press Release Tips��������������������������������������������������������������������������������������237
The Anatomy of a Press Release�����������������������������������������������������������������238
Seasonal PR and Marketing������������������������������������������������������������������������������242
Hiring a PR Firm������������������������������������������������������������������������������������������������245
Understand How They Work������������������������������������������������������������������������246
If It Isn’t Working, Switch Firms�������������������������������������������������������������������248

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Things to Stay Away From��������������������������������������������������������������������������������248


Conclusion��������������������������������������������������������������������������������������������������������250
Further Reading������������������������������������������������������������������������������������������������250

Chapter 9: Advertising����������������������������������������������������������������������253
The Three Phases����������������������������������������������������������������������������������������������253
Buy Advertising�������������������������������������������������������������������������������������������������255
Blogs�����������������������������������������������������������������������������������������������������������������257
Buy Advertising on Podcasts�����������������������������������������������������������������������������259
Search Engine Advertising��������������������������������������������������������������������������������260
Online Advertising���������������������������������������������������������������������������������������������262
Radio Advertising����������������������������������������������������������������������������������������������264
Print Advertising������������������������������������������������������������������������������������������������265
Coupons, Sales, and Specials���������������������������������������������������������������������������265
The Wrong Calls������������������������������������������������������������������������������������������������266
Marketing Development Funds�������������������������������������������������������������������������267
Conclusion��������������������������������������������������������������������������������������������������������267
Further Reading������������������������������������������������������������������������������������������������268

Chapter 10: The Art of Selling�����������������������������������������������������������271


Choosing a Sales Methodology�������������������������������������������������������������������������272
Why Sales Methodologies���������������������������������������������������������������������������272
Choosing a Methodology�����������������������������������������������������������������������������273
Making the Methodology Selection�������������������������������������������������������������281
Implementing Your Methodology����������������������������������������������������������������������282
Working with Big Companies����������������������������������������������������������������������������283
Conclusion��������������������������������������������������������������������������������������������������������286
Further Reading������������������������������������������������������������������������������������������������286

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Chapter 11: Diversifying Your Portfolio��������������������������������������������289


What Is a Good Addition?����������������������������������������������������������������������������������289
Be Wary When Moving Forward with Initiatives������������������������������������������������291
What You Should Do Before Proceeding������������������������������������������������������292
Are You Overvaluing Your Time?������������������������������������������������������������������294
Implementing a New Offering���������������������������������������������������������������������������294
Review the Offer������������������������������������������������������������������������������������������295
Compare the Offer to the Market ����������������������������������������������������������������295
Make a Project Plan�������������������������������������������������������������������������������������295
Make a Sales Plan���������������������������������������������������������������������������������������299
Fail Fast�������������������������������������������������������������������������������������������������������301
Dealing with Failure������������������������������������������������������������������������������������������301
Why Customer Initiatives Fail����������������������������������������������������������������������302
Why Our Technology Initiatives Fail�������������������������������������������������������������302
Dealing with Success����������������������������������������������������������������������������������������305
Conclusion��������������������������������������������������������������������������������������������������������308
Further Reading������������������������������������������������������������������������������������������������308

Chapter 12: When to Stop Growing���������������������������������������������������311


Communicating with Employees�����������������������������������������������������������������������312
Leading (And Retaining) Teams After the Growth Subsides������������������������������312
Letting People Go����������������������������������������������������������������������������������������������315
Managing Finances When You Stop Growing����������������������������������������������������316
Conclusion �������������������������������������������������������������������������������������������������������318
Further Reading������������������������������������������������������������������������������������������������318

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Chapter 13: Sell the Company����������������������������������������������������������321


Who Is Going to Buy the Company?������������������������������������������������������������������322
Valuations���������������������������������������������������������������������������������������������������������324
Multipliers���������������������������������������������������������������������������������������������������������326
Non-Compete Agreements and Covenants ������������������������������������������������������327
Are You Going to Stay with the Company?��������������������������������������������������������328
Wielding Political Capital����������������������������������������������������������������������������������328
Conclusion��������������������������������������������������������������������������������������������������������330
Further Reading������������������������������������������������������������������������������������������������331

Chapter 14: The Part-Time Owner����������������������������������������������������333


A Part-Time Job������������������������������������������������������������������������������������������������333
Set an Expectation��������������������������������������������������������������������������������������������335
Put Someone in Charge������������������������������������������������������������������������������������336
Find Someone to Run the Company������������������������������������������������������������336
Letting Go����������������������������������������������������������������������������������������������������338
When Things Aren’t Going to Plan���������������������������������������������������������������339
Don’t Complain��������������������������������������������������������������������������������������������339
Conclusion��������������������������������������������������������������������������������������������������������344
Further Reading������������������������������������������������������������������������������������������������345

Chapter 15: Buying Companies��������������������������������������������������������347


Make a List�������������������������������������������������������������������������������������������������������347
What Are You Actually Trying to Buy (or Roll Up)?���������������������������������������������348
Approaching Acquisition Targets�����������������������������������������������������������������������351
The Finer Points of Acquisitions������������������������������������������������������������������������352
Company Culture�����������������������������������������������������������������������������������������������353
Merging Operations������������������������������������������������������������������������������������������354

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The Numbers�����������������������������������������������������������������������������������������������������355
Rather than Acquire������������������������������������������������������������������������������������������357
Are Assets Transferrable?���������������������������������������������������������������������������������358
Don’t Make a Bad Deal Just Because You Can’t Let Go �����������������������������������359
Merge the Companies���������������������������������������������������������������������������������������359
Conclusion��������������������������������������������������������������������������������������������������������360
Further Reading������������������������������������������������������������������������������������������������361

Chapter 16: Running a Consulting Practice Inside a


Larger Company������������������������������������������������������������363
What Does the Company Want You Doing?�������������������������������������������������������364
Getting the Right Mix�����������������������������������������������������������������������������������364
Building Service Packages��������������������������������������������������������������������������������366
Change Control��������������������������������������������������������������������������������������������367
Operationalize Services�������������������������������������������������������������������������������368
Marketing����������������������������������������������������������������������������������������������������������370
Sales, Sales, Sales��������������������������������������������������������������������������������������������371
Staffing�������������������������������������������������������������������������������������������������������������373
Professional Services as a Service: Subcontracting�����������������������������������������374
Conclusion��������������������������������������������������������������������������������������������������������377
Further Reading������������������������������������������������������������������������������������������������378

Appendix A: Getting into a Rhythm���������������������������������������������������379


Close Accounts You No Longer Need����������������������������������������������������������������379
Remove Duplicate Services������������������������������������������������������������������������������380
Delete Apps You Don’t Use��������������������������������������������������������������������������������380
Organize Your Files�������������������������������������������������������������������������������������������381
Remove Old Fonts ��������������������������������������������������������������������������������������������381

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Clean Up Your Mail �������������������������������������������������������������������������������������������381


Connect Your Apps��������������������������������������������������������������������������������������������382
Remove Old Device Drivers and Devices ���������������������������������������������������������382
Rotate Passwords���������������������������������������������������������������������������������������������382
Review Your Device Security�����������������������������������������������������������������������������383
Update Your Device Inventory���������������������������������������������������������������������������383
Review the Fees for Every Contract������������������������������������������������������������������384
Make More Money��������������������������������������������������������������������������������������������384

Appendix B: Common Apple Terms���������������������������������������������������385

Appendix C: Sample Managed Services Agreement�������������������������391


S
 tandard Services Agreement��������������������������������������������������������������������������391

Appendix D: Using Trendlines In Microsoft Excel�����������������������������403

Appendix E: Common Job Titles�������������������������������������������������������409

Appendix F: Device Scorecard����������������������������������������������������������415


Access to the Organization’s Network��������������������������������������������������������������415
Access to Organizational Resources�����������������������������������������������������������������416
Cradle-to-Grave Device Management���������������������������������������������������������������416
Directory Services���������������������������������������������������������������������������������������������416
Endpoint Protection�������������������������������������������������������������������������������������������417
World Class Support������������������������������������������������������������������������������������������417

Appendix G: Additional Reading�������������������������������������������������������419


Index�������������������������������������������������������������������������������������������������423

xiii
About the Author
Charles Edge has worked in consulting most of his adult life. He has
worked with large, multinational consulting firms, started consulting
firms, worked to sell firms, and helped to develop offerings and business
in both large and small firms. He’s worked hourly, on retainers, and
even converted customers from an hourly consulting firm to managed
services. Along the way, he’s earned a lot. He has been working with Apple
products since he was a child. Professionally, Charles started with the Mac
OS and Apple server offerings in 1999 after years working with various
flavors of Unix. Charles began his consulting career working with Support
Technologies and Andersen Consulting. In 2000, he found a new home
at 318, Inc., a consulting firm in Santa Monica, California, which is now
the largest Mac consultancy in the country. At 318, Charles leads a team of
over 40 engineers and has worked with network architecture, security, and
storage for various vertical and horizontal markets. Charles has spoken at a
variety of conferences including DefCon, BlackHat, LinuxWorld, MacWorld
and the WorldWide Developers Conference. Charles’ first book, Mac Tiger
Server Little Black Book, can be purchased through Paraglyph Press. Charles
recently hung up his surfboard and moved to Minneapolis, Minnesota, with
his wife, Lisa. Charles can be contacted at ­krypted@mac.com.

xv
Acknowledgments
The acknowledgements sections I’ve written in the past have been for
technical books. This one is about how to do business. And business
acumen begins with your parents: the first time they help you get a savings
account, when they tell you to put a little aside instead of spending it all
on candy, and when they teach you all the little details that help you get a
better understanding of humans. So, thank you to my parents and the rest
of my family for guiding me through all of those formative years.
Then there are the teachers. This includes the ones that taught you
specific things they were supposed to teach you that are easily understood
as linking to business acumen, like how to do t-values and p-values or how
to properly run a general ledger. The world is a complicated place, and
without some seriously awesome guidance in our schooling, none of us
would likely be where we are today.
Then there are my coworkers. This includes business partners, bosses,
coworkers, and employees. This also includes people you interact with at
other companies. I can only hope I’ve taught all of those people as much
about business as they’ve taught me.
And finally, everyone else. Every interaction with another person in
the business world, be it at a hotel bar with someone whose name you’ve
never known, or someone who kicked your butt negotiating a contract, is
a learning experience if you let it be. This extends to the people that wrote
the books I included in the Further Reading sections of each chapter, but
also regular non-business Fiction and Non-Fiction, as it all builds into a
deeper understanding of the world around us.
Notice that there aren’t any names here. That’s because there are just
way too many to name. I love you all for all you have done for me.

xvii
Introduction
I have worked in consulting most of my adult life. I worked with large,
multinational consulting firms, started consulting firms, worked to
sell firms, and helped to develop offerings and business in both large
and small firms. I’ve worked hourly, on retainers, and even converted
customers from an hourly consulting firm to managed services. Along
the way, I learned a lot. And then I took a day job. There, I took some
time away from consulting and later had the chance to work with and
enable the Apple services arm of some of the largest consulting firms and
managed services providers in the world. And along the way, I don’t think
I’ve learned a damn thing… But I just can’t help myself but to write a whole
book about it anyway!
Going from a small hourly based consulting firm to starting a managed
service offering and then working within enterprise-class environments
gave me a new perspective on being a traditional consulting firm and a
Managed Services Provider, of the ways that business blends together. And
mentoring former competitors has enlightened me to the challenges that
others have that I didn’t and challenges I had that they didn’t. I certainly
can’t speak to the iterations that guarantee success; but I hope this book
helps you choose whether or not to take such a journey, along the path,
and ultimately, to find success.
In this book, we’ll look at a number of scenarios that give readers
insight into how to deal with some of the most common challenges they’ll
face while starting a consulting company. Some of these can be applied
generally; others, are specific to managed services.

xix
Introduction

C
 hapter-by-Chapter
The book is structured in three general parts: running the business,
developing the business, and what to do once you get things up and
running. Each chapter then covers the following:
Chapter 0: The Joy of Being a Sole Proprietor. In this short chapter, we’ll
cover the life of a sole proprietor and the challenges you’ll face when you
decide to grow.
Chapter 1: Build the Offer. In this chapter we look at defining what
your product actually is. Are you going to be a flat fee managed service
provider, or will you mix your services? We’ll look at questions around
hourly vs. unlimited support, sanity check network segments, and how to
validate that your pricing is correct.
Chapter 2: Beyond Services In this chapter, we go beyond selling
services and into selling subscriptions to websites, selling hardware, selling
bandwidth, and other areas where you can add revenue streams to help
fund your startup.
Chapter 3: Hiring and Human Resources. In this chapter, we look at
hiring, training, and retaining engineers. We also take a pretty cold and
calculated look at when you have to let some of the best employees you’ve
ever had move on of their own accord and what kinds of drastic moves
might help you retain them.
Chapter 4: Accounting 101. In this chapter, we look at the most exciting
aspect of your organization: keeping the books. Many a business owner
hates doing this. I have always loved it. Oh, and taxes. Because… taxes…
Chapter 5: Buy Software to Automate the Business. Chapter 5 covers
putting automation software in place. This includes software to monitor
the health of remotely manage devices and then proceeds to software
to perform ticketing and dispatch, ultimately looking at tying into other
aspects of the business, including e-mail automation, billing, and contract
management.

xx
Introduction

Chapter 6: Make Friends: Develop Partnerships. Chapter 6 is about


partnerships. Partnerships can mean tons of new customers coming in,
or they can be a waste of time. Here we look at finding the right partner,
building a good relationship, and converting those partnerships into
customers.
Chapter 7: Engage in Free and Guerrilla Marketing. In this chapter, we
look at getting the most bang for your marketing dollars. You’ll get tips on
easy ways to maximize your investment, some ideas, and, of course, some
resources for chasing down even more.
Chapter 8: Using Public Relations. In this chapter, we focus on Public
Relations. PR is getting your organization in front of the press, including
quotes in the press, customer stories that mention your company’s name,
and other assets, with or without hiring a PR firm.
Chapter 9: Advertising. In this chapter, we look at paid advertising. In
Chapters 7 and 8, we weren’t actually paying for advertising, but now we’ve
got some money and we can afford to do so. This begins, of course, with
paid search.
Chapter 10: The Art of Selling. The previous few chapters were about
creating a sales funnel. That’s how you get in front of customers. We have
one more step before people start giving us cash: the sales process.
Chapter 11: Diversifying Your Portfolio. Here, we look at more you
can do for customers, beyond managed services. This includes software
development, project management, and other forms of services. But the
most important aspect here is to get rigorous about how you handle new
business opportunities.
Chapter 12: When to Stop Growing. This chapter is about harmony.
Slowing growth doesn’t need to happen permanently, but it can be
dangerous to grow too fast—especially when you are not able to leverage
enough capital for contracts you are selling. To many, this might sound
like basically the best problem they could ever have. To others, who are
jeopardizing sometimes decades of work, the idea of possibly bankrupting
their company is frightening.

xxi
Introduction

Chapter 13: Sell the Company. In this chapter, we look at selling your
company. But we can’t stress enough that selling the company should
usually not be your impetus for starting the company. Additionally, we’ll
look at various ways to merge with other organizations.
Chapter 14: The Part-Time Owner. But what if you don’t want to
sell the company? In this chapter, we look at some alternatives, such as
becoming a part-time owner, starting more companies while running
yours, and leveraging profits to build more equity.
Chapter 15: Buying Companies. Inorganic growth is risky. Why would
you incur the risk to grow inorganically rather than just building a better
offer than the competition? Usually, time. Consider this, if there’s a market
segment you want to go after and there’s an incumbent, then the time
it takes you to build a competing offer is time that the other company is
likely even further innovating, putting you further and further behind
gaining market control. In Chapter 15, we’ll look at what to consider when
acquiring a company, as well as what to do when talks break down.
Chapter 16: Running a Consulting Practice Inside a Larger Company.
Finally, consulting practices happen in larger companies as well—most
notably in software companies. While many attributes match those of
stand-alone companies, there are a number of differences as well and
many, many lessons to be learned, especially for those who are moving
from a standalone practice to a company.
At the end of each chapter, we’ll also take the liberty of including
a Further Reading section. Don’t worry, you don’t have to read all the
books. If you did though, you should probably just be given an MBA. We’re
all pretty busy. So, while there’s usually more value in reading a book
than listening to it, please note that a good number of these are actually
available on Audible.
Ultimately, this book is meant to be lessons that I share with you, not a
rulebook. You have a business. Maybe you’ve been in business for a long,
long time. Maybe you’ve been helming a business for awhile. Whatever
your situation, you’re probably way smarter than me. And not all of these

xxii
Introduction

lessons will work for you, given the values you have and how you want to
run your business. But maybe something I put in black and white here can
actually be used to make you enough dollars to warrant the amount of time
you spent reading the book!

xxiii
First, Let Me Talk You
Out of This…
Before You Start a Company
The stress of starting a company can literally kill you. Starting a company
can lead to wrecking every relationship in your life. Starting a company
will cause you to grow old faster. You are likely to go bankrupt. You will hire
people who are likely to hate you eventually. You will not “be in charge
of your own destiny,” as your clients will be in charge of your destiny. In
short, it’s gonna’ suck.
You will work more hours than you ever knew about. You will give large
sums of money to lawyers and accountants. You will spend time away from
the real world, building a business, instead of building relationships with
friends and family.
Yes, Ross Perot sold Managed Services Providers for 10+ billion
dollars. You won’t. Yes, you can hang out your shingle after working for a
consultant, passing business to consultants, or hiring consultants. Don’t.
You think you can do it better than the consultants out there that have let
you down for one reason or another? You can’t. Again, this is gonna’ suck.
If you find success, you can still go bankrupt from poor financial
planning. If you find success, you will be sued. If you innovate, you will be
copied. If you hire people, they will leave you. And you will keep on until
you sell out or go out of business.

xxv
First, Let Me Talk You Out of This…

Instead…
It doesn’t have to be this way. You can work for someone else forever. You
can collect a paycheck. You can get a safe 401k. Maybe you can consult a
little on the side. You can have a lovely and safe life. You can… live…
That on-the-side thing. It’s called the gig-based economy, and we’ll
talk a little about that throughout this book. Maybe you drive an Uber
or work at an Apple Retail Store as well. To use older terminology, it’s
“shoestring” and allows you to pivot if need be.
OK, OK, so the Surgeon General doesn’t talk a smoker out of smoking
with a label, and if you continue reading, just do me one REALLY BIG
FAVOR. Do whatever it takes, including folding the business that is your
baby, in order to be happy. Do what you love. Be good to those you love.
And try to keep your business going while you’re at it!

xxvi
CHAPTER 0

The Joy of Being a


Sole Proprietor
I tried to talk you out of starting a company in the previous section. If
you’re still reading, you went ahead and decided to do it anyway. Or maybe
you did it after reading that, or maybe you did it 30 years ago. The next
phase is to get enough clients to make how much money you want to make.
And in the next few chapters we’ll look at doing so in a deliberate fashion.
It’s not that hard to become a consultant. The job can coexist with
other jobs, provides flexibility, and you don’t have to worry about other
people. If you want to take a day off, just reschedule your appointments.
You can limit the amount of time you work so you can focus on your family
and other pursuits. I know a lot of people who have been sole proprietors
for decades and not only love the gig but make enough money at it so that
they lead a comfortable lifestyle.

Staying Sane
Still, there are some tips that I can provide to help keep you sane. Some
things to keep in mind as a sole proprietor:

• It’s usually all about boutique service. There are a lot of


really cheap options out there. And some of them are just
as good as you. No offense. Same with me. But there’s a

xxvii
Chapter 0 The Joy of Being a Sole Proprietor

level of service you can provide that makes you worth


every penny. Don’t skimp on providing those extra little
things to customers that only boutique shops can.

• Being a sole proprietor allows you to focus on


relationships with key customers. Life is too short to
work with crappy people. If you choose to grow, you’ll
have to. But at this size, unless you plan on growing
and replacing yourself with others at your customers’
customer, work with who you want to, not whoever calls.

• Don’t compete on price. If you start a company and are


jumping at every project, then trying to do so cheaper
than anyone else will run you ragged. Most customers
who select vendors based on price have a certain
expectation of how they can treat those vendors. Again,
life is too short for all that. I’m not saying not to explore
every opportunity that comes to you, but think about
this: would it be better to bill 2 hours at $200 per hour
or 8 hours at $50 per hour?

• Keep it simple. A lot of what we cover in this book is


about scaling your operation—things to consider when
you’re building a firm. And many of these systems work
great for solo practitioners as well. But build systems
to fit your size. You’ll definitely want tools that make
it easy for you to track things. But as an example, you
won’t need a tool like Marketo to message customers.

• Practice the 80/20 rule. Twenty percent of your


customers likely account for 80 percent of your
business. Make sure to feed those customers with as
much TLC as you can. And don’t be afraid to let some
of them go, even if they were hard to get.

xxviii
Chapter 0 The Joy of Being a Sole Proprietor

• Outsource or refer everything you can. The longer you


can delay hiring for accounting, dispatch, etc., the
easier your life will be. Before you start hiring for these
tasks, ask if you can just have a part-time person come
in and do it or hire a service.
• Take care of yourself. I can remember when customers
called at 4 AM and I jumped out of bed to go help
them. Triple-time was nice, but if you find you do that
a lot, you can increase those after-hour rates to try and
reduce those kinds of calls.

• Set a schedule. If you’re new to working for yourself, it’s


easy to let your personal life eke into your professional
life, or to let your professional life start to consume
all the time, leaving no time for a personal life. Set a
schedule to go to the gym before you start work, then
be onsite for your first customer at 9 AM, or whatever
works for you. And set aside time for family and friends.
You know, so they don’t forget you exist.

• Deal with billing disputes swiftly. If a customer goes


past terms, then they’ve probably forgotten, are
having financial challenges, or are disputing the work
that was done. Whatever the case, if you let accounts
receivable pile up, you won’t stay in business long. Get
to the source of any delinquent accounts quickly, and
understand that it’s often that the customer is too busy
to dispute an invoice.

• Take cash-on-delivery for as long as you can. This will


keep your books streamlined.

xxix
Chapter 0 The Joy of Being a Sole Proprietor

• Get tax help immediately. I’ve seen dozens of solo


practitioners go out of business in their first year
because they hadn’t planned on quarterly tax
payments.
• Sponsor the community. You know those calendars
with ads for the local high school PTA group or
entries in church newsletters? Sponsoring your local
community is not only a great way to meet potential
customers but a passive and easy way to get your brand
in front of others.

• Don’t grow beyond sole proprietorship unless you


are committed to the endeavor. You might have the
business to warrant expansion, but it’s not worth
screwing over the people that choose to work for you if
your heart is not in it.

The first customers are always the hardest to recruit. These usually
come from your circle of friends. And since you don’t yet fully know
your value, you are likely to undercharge them. As you pick up more
customers, you’ll end up increasing those rates, and that might cause some
attrition. That’s fine, provided you’re still making enough to make the gig
worthwhile.

Be Deliberate
It’s never too early to be deliberate. Find your niche and actively seek out
customers that help you win in that niche. Over the years, I have known
consultants that specialized in Point-of-Sale (PoS) systems for Mac and
iOS, and I’ll never be as good at doing what they do, so I refer business to
them. The same is true for accounting systems, digital signage, and specific
technologies. This also helps differentiate you to potential customers.

xxx
Chapter 0 The Joy of Being a Sole Proprietor

If you want to play in those spaces, then you’ll have an easier time of
recruiting customers that you can retain long-term.
While you’re building your initial base, you’ll likely end up taking on
customers that aren’t a part of your core. Maybe you are learning while
you go or just doing a specific type of work so you can afford more ramen
noodles next week. Whatever the case, it’s best to be transparent with the
customers about what kind of relationship you have with them. The same
is true in life.
Think about what you want out of this. Is it to be flexible? To have a
part-time job that puts you closer to retirement? To be in control of your
own destiny? One of the great things about being a consultant is that you
have instant gratification a lot of the time. But the tradeoffs are that you’re
doing all the work and that work comes in fits and starts. The more you
understand your own intention, the more you can adapt and use the slow
times properly.

It’s All About Character


Be a good steward to your customers. Solo practitioners often work with
customers who need their help. I’ve seen consultants keep customers
because they’re afraid to leave them, and I’ve seen consultants who
have their own best interest in mind when making decisions on behalf
of customers or providing guidance. If you do what’s best for them, then
you’ll be paid back many times over.
If you’re hanging a shingle out as a consultant for the first time, or if
you’ve been doing it for years, let’s start with what you want to do for your
customers. In Chapter 1, we’ll cover the offer you make to customers, or
the package of goods and services you provide, and the price you choose to
charge for those goods and services.

xxxi
CHAPTER 1

Build the Offer


The most important task in front of you is to decide what you want out of
this business you’re starting. Maybe you just want to make a little money on
the side from your day job. Maybe you want to create a “lifestyle business”
so you can work 20 hours a week and spend time with your family. Maybe
you want to conquer the world. Either way, your most important task is
to make a goal and decide what you want this thing to become. Then put
milestones in place to build what it is that you actually want.
Once you understand what you’re doing, you can start building
an offer that reflects your goals and values. By creating an offer that
authentically reflects what you’re looking for, you’ll quickly find that lots of
projects are going to take you away from your core goal. And you’ll have to
make a decision whether to pivot or to stay with your original plan.
In this chapter, we’ll look at that offer. How do you research what
should be in the offer? How do you structure the offer? What are common
types of offers? How will you structure billing to reflect an appropriate
profit margin? Wait, do you need a contract? We’ll start with researching
what should go into an offer.

Note One aspect of the offer to consider is specialization. You can


and should charge a premium for your services if you own a vertical
market in a given geography, especially if there are specific skills
needed to deliver services for that vertical market.

© Charles Edge 2018 1


C. Edge, Build, Run, and Sell Your Apple Consulting Practice,
https://doi.org/10.1007/978-1-4842-3835-6_1
Another random document with
no related content on Scribd:
determined effort to control for good purposes the existing
Republican organization. He chose the latter alternative, and began
a serious campaign to secure his object. There was at the time a
fight in the Republican organization between two factions, both of
which were headed by professional politicians. Both factions at the
outset looked upon Goddard’s methods with amused contempt,
expecting that he would go the gait which they had seen so many
other young men go, where they lacked either persistency or hard
common-sense. But Goddard was a practical man. He spent his
days and evenings in perfecting his own organization, using the Civic
Club as a centre. He already had immense influence in the district,
thanks to what he had done in the Civic Club, and at this, his first
effort, he was able to make an organization which, while it could not
have availed against the extraordinary drill and discipline of
Tammany, was able overwhelmingly to beat the far feebler machine
of the regular Republican politicians. At the primary he got more
votes than both his antagonists put together. No man outside of
politics can realize the paralyzed astonishment with which the result
was viewed by the politicians in every other Assembly district. Here
at last was a reformer whose aspirations took exceedingly efficient
shape as deeds; who knew what could and what could not be done;
who was never content with less than the possible best, but who
never threw away that possible best because it was not the ideal
best; who did not try to reform the universe, but merely his own
district; and who understood thoroughly that though speeches and
essays are good, downright hard work of the common-sense type is
infinitely better.
It is more difficult to preserve the fruits of a victory than to win the
victory. Mr. Goddard did both. A year later, when the old-school
professional politicians attempted to oust him from his party
leadership in the district association, he beat them more
overwhelmingly than before; and when the Republican National
Convention came around he went still further afield, beat out his
opponents in the Congressional district, and sent two delegates to
Philadelphia. Nor was his success confined to the primary. In both
the years of his leadership he has enormously increased the
Republican vote in his district, doing better relatively than any other
district leader in the city. He does this by adopting the social
methods of Tammany, only using them along clean lines. The
Tammany leader keeps his hold by incessant watchfulness over
every element, and almost every voter, in his district. Neither his
objects nor his methods are good; but he does take a great deal of
pains, and he is obliged to do much charitable work; although it is
not benevolence of a healthy kind. Mr. Goddard was already, through
the Civic Club, doing just this kind of work, on a thoroughly healthy
basis. Going into politics had immensely helped with the club, for it
had given a great common interest to all of the men. Of course
Goddard could have done nothing if he had not approached his work
in a genuine American spirit of entire respect for himself and for
those with whom and for whom he labored. Any condescension, any
patronizing spirit would have spoiled everything. But the spirit which
exacts respect and yields it, which is anxious always to help in a
mood of simple brotherhood, and which is glad to accept help in
return—this is the spirit which enables men of every degree of
wealth and of widely varying social conditions to work together in
heartiest good-will, and to the immense benefit of all. It is thus that
Mr. Goddard has worked. His house is in the district and he is in
close touch with every one. If a man is sick with pneumonia, some
member of the Civic Club promptly comes around to consult
Goddard as to what hospital he shall be taken to. If another man is
down on his luck, it is Goddard who helps him along through the
hard times. If a boy has been wild and got into trouble and gone to
the penitentiary, it is Goddard who is appealed to to see whether
anything can be done for him. The demands upon his time and
patience are innumerable. The reward, it is to be supposed, must
come from the consciousness of doing well work which is
emphatically well worth doing. A very shrewd politician said the other
day that if there were twenty such men as Goddard in twenty such
districts as his New York City would be saved from Tammany, and
that in the process the Republican machine would be made heartily
responsive to and representative of the best sentiment of the
Republicans of the several districts.
The University Settlements do an enormous amount of work. As
has been well said, they demand on the part of those who work in
them infinitely more than the sacrifice of almsgiving, for they demand
a helping hand in that progress which for the comfort of all must be
given to all; they help people to help themselves, not only in work
and self-support, but in right thinking and right living. It would be hard
to mention any form of civic effort for righteousness which has not
received efficient aid from Mr. James B. Reynolds and his fellow-
workers in the University Settlements. They have stood for the forces
of good in politics, in social life, in warring against crime, in
increasing the sum of material pleasures. They work hand in hand,
shoulder to shoulder, with those whom they seek to benefit, and they
themselves share in the benefit. They make their house the centre
for all robust agencies for social betterment. They have consistently
endeavored to work with, rather than merely for, the community; to
co-operate in honorable friendship with all who are struggling
upward. Only those who know the appalling conditions of life in the
swarming tenements that surround the University Settlement can
appreciate what it has done. It has almost inevitably gone into
politics now and then, and whenever it has done so has exercised a
thoroughly healthy influence. It has offered to the people of the
neighborhood educational and social opportunities ranging from a
dancing academy and musical classes, to literary clubs, a library,
and a children’s bank—the clubs being administered on the principle
of self-management and self-government. It has diligently
undertaken to co-operate with all local organizations such as trades-
unions, benefit societies, social clubs, and the like, provided only that
their purposes were decent. The Settlement has always desired to
co-operate with independent forces rather than merely to lead or
direct the dependent forces of society. Its work in co-operation with
trades-unions has been of special value both in helping them where
they have done good work, and in endeavoring to check any
tendency to evil in any particular union. It has, for instance,
consistently labored to secure the settlement of strikes by
consultation or arbitration, before the bitterness has become so great
as to prevent any chance of a settlement. All this is aside from its
work of sociological investigation and its active co-operation with
those public officials who, like the late Colonel Waring, desired such
aid.
Healthy political endeavor should, of course, be one form of social
work. This truth is not recognized as it should be. Perhaps, also,
there is some, though a far lesser, failure to recognize that a living
church organization should, more than any other, be a potent force in
social uplifting. Churches are needed for all sorts and conditions of
men under every kind of circumstances; but surely the largest field of
usefulness is open to that church in which the spirit of brotherhood is
a living and vital force, and not a cold formula; in which the rich and
poor gather together to aid one another in work for a common end.
Brother can best help brother, not by almsgiving, but by joining with
him in an intelligent and resolute effort for the uplifting of all. It is
towards this that St. George’s Church, under Dr. W. S. Rainsford,
has steadily worked. The membership of St. George’s Church is in a
great majority composed of working people—and young working
people at that. It is a free church with a membership of over four
thousand, most of the members having come in by way of the
Sunday-school. Large sums of money are raised, not from a few
people, but from the many. An honest effort has been made to study
the conditions of life in the neighborhood, and through the church to
remedy those which were abnormal. One of the troubles on the East
Side is the lack of opportunity for young people, boys and girls, to
meet save where the surroundings are unfavorable to virtue. In St.
George’s Church this need is, so far as can be, met by meetings—
debating societies, clubs, social entertainments, etc., in the large
parish building. Years ago the dances needed to be policed by
chosen ladies and gentlemen and clergymen. Now the whole
standard of conduct has been so raised that the young people
conduct their own entertainments as they see fit. There is a large
athletic club and industrial school, a boys’ battalion and men’s club;
there are sewing classes, cooking classes, and a gymnasium for
working girls. Dr. Rainsford’s staff includes both men and women,
the former living at the top of the parish house, the latter in the little
deaconess-house opposite. Every effort is made to keep in close
touch with wage-workers, and this not merely for their benefit, but
quite as much for the benefit of those who are brought in touch with
them.
The church is, of all places, that in which men should meet on the
basis of their common humanity under conditions of sympathy and
mutual self-respect. All must work alike in the church in order to get
the full benefit from it; but it is not the less true that we have a
peculiar right to expect systematic effort from men and women of
education and leisure. Such people should justify by their work the
conditions of society which have rendered possible their leisure, their
education, and their wealth. Money can never take the place of
service, and though here and there it is absolutely necessary to have
the paid worker, yet normally he is not an adequate substitute for the
volunteer.
Of course St. George’s Church has not solved all the social
problems in the immediate neighborhood which is the field of its
special effort. But it has earnestly tried to solve some at least, and it
has achieved a very substantial measure of success towards their
solution. Perhaps, after all, the best work done has been in
connection with the development of the social side of the church
organization. Reasonable opportunities for social intercourse are an
immense moral safeguard, and young people of good character and
steady habits should be encouraged to meet under conditions which
are pleasant and which also tell for decency. The work of a down-
town church in New York City presents difficulties that are unique,
but it also presents opportunities that are unique. In the case of St.
George’s Church it is only fair to say that the difficulties have been
overcome, and the opportunities taken advantage of, to the utmost.
Aside from the various kinds of work outlined above, where the
main element is the coming together of people for the purpose of
helping one another to rise higher, there is, of course, a very large
field for charitable work proper. For such work there must be
thorough organization of the kind supplied, for instance, by the State
Charities Aid Association. Here, again, the average outsider would
be simply astounded to learn of the amount actually accomplished
every year by the association.
A peculiar and exceedingly desirable form of work, originally
purely charitable, although not now as exclusively so, is that of the
Legal Aid Society, founded by Arthur von Briesen. It was founded to
try to remedy the colossal injustice which was so often encountered
by the poorest and most ignorant immigrants; it has been extended
to shield every class, native and foreign. There are always among
the poor and needy thousands of helpless individuals who are
preyed upon by sharpers of different degrees. If very poor, they may
have no means whatever of obtaining redress; and, especially if they
are foreigners ignorant of the language, they may also be absolutely
ignorant as to what steps should be taken in order to right the wrong
that has been done them. The injuries that are done may seem
trivial; but they are not trivial to the sufferers, and the aggregate
amount of misery caused is enormous. The Legal Aid Society has
made it its business to take up these cases and secure justice. Every
conceivable variety of case is attended to. The woman who has
been deserted or maltreated by her husband, the poor serving-maid
who has been swindled out of her wages, the ignorant immigrant
who has fallen a victim to some sharper, the man of no knowledge of
our language or laws who has been arrested for doing something
which he supposed was entirely proper—all these and countless
others like them apply for relief, and have it granted in tens of
thousands of cases every year. It should be remembered that the
good done is not merely to the sufferers themselves, it is also a good
done to society, for it leaves in the mind of the newcomer to our
shores, not the rankling memory of wrong and injustice, but the
feeling that, after all, here in the New World, where he has come to
seek his fortune, there are disinterested men who endeavor to see
that the right prevails.
Some men can do their best work in an organization. Some,
though they occasionally work in an organization, can do best by
themselves. Recently a man well qualified to pass judgment alluded
to Mr. Jacob A. Riis as “the most useful citizen of New York.” Those
fellow-citizens of Mr. Riis who best know his work will be most apt to
agree with this statement. The countless evils which lurk in the dark
corners of our civic institutions, which stalk abroad in the slums, and
have their permanent abode in the crowded tenement houses, have
met in Mr. Riis the most formidable opponent ever encountered by
them in New York City. Many earnest men and earnest women have
been stirred to the depths by the want and misery and foul crime
which are bred in the crowded blocks of tenement rookeries. These
men and women have planned and worked, intelligently and
resolutely, to overcome the evils. But to Mr. Riis was given, in
addition to earnestness and zeal, the great gift of expression, the
great gift of making others see what he saw and feel what he felt. His
book, How the Other Half Lives, did really go a long way toward
removing the ignorance in which one half of the world of New York
dwelt concerning the life of the other half. Moreover, Mr. Riis
possessed the further great advantage of having himself passed
through not a few of the experiences of which he had to tell. Landing
here, a young Danish lad, he had for years gone through the hard
struggle that so often attends even the bravest and best when they
go out without money to seek their fortunes in a strange and alien
land. The horror of the police lodging-houses struck deep in his soul,
for he himself had lodged in them. The brutality of some of the police
he had himself experienced. He had been mishandled, and had seen
the stray dog which was his only friend killed for trying in dumb
friendship to take his part. He had known what it was to sleep on
door-steps and go days in succession without food. All these things
he remembered, and his work as a reporter on the New York Sun
has enabled him in the exercise of his profession to add to his
knowledge. There are certain qualities the reformer must have if he
is to be a real reformer and not merely a faddist; for of course every
reformer is in continual danger of slipping into the mass of well-
meaning people who in their advocacy of the impracticable do more
harm than good. He must possess high courage, disinterested desire
to do good, and sane, wholesome common-sense. These qualities
he must have, and it is furthermore much to his benefit if he also
possesses a sound sense of humor. All four traits are possessed by
Jacob Riis. No rebuff, no seeming failure, has ever caused him to
lose faith. The memory of his own trials never soured him. His keen
sense of the sufferings of others never clouded his judgment, never
led him into hysterical or sentimental excess, the pit into which not a
few men are drawn by the very keenness of their sympathies; and
which some other men avoid, not because they are wise, but
because they are cold-hearted. He ever advocates mercy, but he
ever recognizes the need of justice. The mob leader, the bomb-
thrower, have no sympathy from him. No man has ever insisted more
on the danger which comes to the community from the lawbreaker.
He sets himself to kill the living evil, and small is his kinship with the
dreamers who seek the impossible, the men who talk of
reconstituting the entire social order, but who do not work to lighten
the burden of mankind by so much as a feather’s weight. Every man
who strives, be it ever so feebly, to do good according to the light
that is in him, can count on the aid of Jacob Riis if the chance
comes. Whether the man is a public official, like Colonel Waring,
seeking to raise some one branch of the city government; whether
he is interested in a boys’ club up in the country; or in a scheme for
creating small parks in the city; or in an effort to better the conditions
of tenement-house life—no matter what his work is, so long as his
work is useful, he can count on the aid of the man who perhaps
more than any other knows the needs of the varied people who
make up the great bulk of New York’s population.
Half a dozen men have been mentioned, each only as a type of
those who in the seething life of the great city do, in their several
ways and according to their strength and varying capacities, strive to
do their duty to their neighbor. No hard-and-fast rule can be laid
down as to the way in which such work must be done; but most
certainly every man, whatever his position, should strive to do it in
some way and to some degree. If he strives earnestly he will benefit
himself probably quite as much as he benefits others, and he will
inevitably learn a great deal. At first it may be an effort to him to cast
off certain rigid conventions, but real work of any kind is a great
educator, and soon helps any man to single out the important from
the unimportant. If such a worker has the right stuff in him he soon
grows to accept without effort each man on his worth as a man, and
to disregard his means, and what is called his social position; to care
little whether he is a Catholic or Protestant, a Jew or a Gentile; to be
utterly indifferent whether he was born here or in Ireland, in Germany
or in Scandinavia; provided only that he has in him the spirit of sturdy
common-sense and the resolute purpose to strive after the light as it
is given him to see the light.
FOOTNOTES:
[24] Reprinted, by permission, from McClure’s Magazine.
Copyright, 1901, S. S. McClure Co.
THE WORKS OF THEODORE
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Transcriber’s Notes
Punctuation errors and omissions have been silently corrected.
Page 23: “we have produed” changed to “we have produced”
Page 26: “German or Irshman” changed to “German or Irishman”
Page 105: “of ther own” changed to “of their own”
Page 114: “as a politican” changed to “as a politician”
Page 128: “Picnic Assotion” changed to “Picnic Association”
Page 148: “Frst Assistant” changed to “First Assistant”
Page 199: “in the Repubican party” changed to “in the Republican party”
Page 204: “woolly rhinocerous” changed to “woolly rhinoceros”
Page 228: “the Venezulan” changed to “the Venezuelan”
Page 266: “a a fleet of” changed to “a fleet of”
Page 269: “instance of sefishness” changed to “instance of selfishness”
Page 280: “dur-the last” changed to “during the last”
Page 282: “untimately absorbed” changed to “ultimately absorbed”
Page 311: “the unselfihnsess” changed to “the unselfishnsess”
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