The Enviro-Entrepreneur School in London is looking for potential entrepreneurs who have an idea for a green company or an environmentally interesting product to take part in a four-day business development programme at Imperial College, London.

The event takes place at the college’s Tanaka Business School on July 2 to July 5.

Go here for more details.

Location, location, location is said to be the mantra of real estate salesmen. Does the same apply to starting a business? Of course, but there are exceptions to every rule and sometimes the flipside becomes the upside.

How, for example, could you start a business in the middle of nowhere, miles from what we now call civilization?

It’s not easy, but something with computers and the Internet springs to mind, doesn’t it? But what if you’re a technophobe and hopeless with computers?

Well, all is not lost. Take the amazing story of John Fanuzzi who moved from Philadelphia to Montana in 1980 with everything he owned in the back of a pickup, including his two children of five and two years of age. He was a single father and had a lot on his plate.

He’d done a bit of project managing in the past and was a skilled carpenter. His business idea was to build a company in the unlikely field of massage tables.

Fanuzzi was in this situation because he had injured his back and a doctor said it couldn’t be treated. He was cured, however, by a single visit to a massage therapist. Who says alternative treatments don’t work?

The therapist had told him that it was impossible for him to source a portable massage table for the patients who couldn’t come to him. John was so grateful for his cure, he replied without thinking, “No problem, I’ll make you one.”

He began building it in his driveway, having spent $100 on materials and costs. It was so successful, the news got out and soon orders came flooding in. The problem was, John didn’t have enough to fork out $100 for each table while it was being made. He bridged the gap by asking for a deposit of $100 for each table, then charged $185 for the completed item. Classic bootstrapping methodology. Fanuzzi was in an ideal situation. He had no overheads and lots of customers.

After the move to Montana, he persuaded local teenagers to assemble his products for piece-rate wages and even shipped them on Greyhound buses.

Later, in the 1990s, Golden Ratio Woodworks, based in Emigrant, Montana, became an established and going concern. He was doing $200,000 of business a year. His debts were almost zero and customers paid in cash.

Then it took off in more sophisticated areas of the U.S, like California and the East coast, where buyers thought it “kinda folksy” to order from Montana.

In just a few years, John Fanuzzi had built a national business employing dozens of workers. He had done it with no capital and used basic cash-flow techniques to accomplish his personal American Dream.

The subtitle of this book is, “Escape 9-5, Live Anywhere, and Join the New Rich”, which just about sums it up. You should, however, factor in the author’s weird way of doing just about anything.

That’s not necessarily a deal-breaker though, as Timothy Ferriss uses counter-intuition as a positive business tool.

The core message of The 4-Hour Workweekis a powerful one, and it contains much food for thought for anyone stuck in a boring career, or running an ailing business.

A few questions emerge as you start to read. Did Timothy Ferriss really become national kickboxing champion of China by using a loophole in the rules allowing him to push his opponents out of the ring a number of times to disqualify them from the contest? And why did the judges allow such a pathetic bending of the rules?

He also claims to have been a motorcycle racer in Europe, Argentine Tango champ in Buenos Aires, a scuba diver in Panama and a skier in the Andes. Oh, and a language teacher in Thailand and Japan and … much more. Bear in mind he’s only 29, or was when he wrote the book.

Ferriss is a very smart cookie. His main ideas, like the low-information diet, outsourcing the boring stuff, reducing work to what you do best, have much in common with the 80/20 principle, but go that extra mile to the very limits of absurdity. The brakes screech on at the last moment, though, and he avoids complete overturn — just. Maybe that’s his motor-racing experience coming through.

The book is also interestingly interactive. We’re referred to his website for the latest, or most detailed information. It’s a good way to drive traffic as those of us who advocate print/online synergy have been saying for a while. Be aware, he also embeds passwords in the text for the most intriguing documents online. This is a total tease, but one way to make sure you read the whole book.

By now you will have realized that Timothy Ferriss is a bit of a flamboyant sort of chap. While that may be the new blue in business book style, the main question for this reviewer is : does it contain enough meaty nuggets of new ideas and information to justify trawling through the whole book with umpteen visits to the website?

I would say, yes. It certainly made me rethink many of my lazy, received-wisdom notions about business. That’s what Ferriss does to you, he gets you branching out laterally in ways you never intended.

Whether any of his schemes will stick enough to actually change anything remains to be seen. I also have to say, that some of them appear to be marginally illegal. You must make up your own mind whether you want to be as batty as he is.

However, I would recommend this book if you have a taste for out of the ordinary activities and don’t mind flouting conventions. Of course, if you do things his way, you may find yourself perched on a giant Ferris wheel unable to get off. Don’t say I didn’t warn you.

A New Series on Business Startups — Part 5

From time to time in this series, we’ll slot in a case study to add a sense of reality to the often academic nature of the learning curve of starting a business. Here’s one from the UK.

While still a student at West of England University, Jamie Murray Wells used his student loan to start Glasses Direct from a disused stable block on his father’s estate. He negotiated deals with the spectacle-frame manufacturers which allowed him to undercut the high-street chains in the UK, like SpecSavers, by a substantial amount.

James Murray Wells, 23, now runs a multi-million pound internet company, which sells a pair of specs every eight minutes. He has netted sales of over £2.5 million ($4.8m) in less than two years

Jamie says: “It’s an exciting time. There’s an army of people wearing my glasses every day, and that’s an incredible feeling.”

Until this young entrepreneur turned his gaze on the industry, the £2.5 billion market was dominated by four giants: SpecSavers, Vision Express, Boots and Dollond & Aitchison. Needing a new pair of glasses while revising for his English finals, he was shocked at the price.

“I couldn’t believe there was nothing cheaper than £150 ($290) for what was essentially a piece of wire and two pieces of glass.”

He began contacting glazing labs to try to get a cheaper pair direct. He was told that the cost would be around £7 and that the process was done automatically in under 20 minutes.

“The mistake of high-street opticiancs,” he says, “is that they subsidize eye tests in the hope of clawing back margins on dispensing glasses.”

He used the last £1000 ($1,950) instalment of his student loan to develop his idea.

But time doesn’t stand still in the rarified air of this entrepreneurial eagle. Looking ahead a few years he sees himself as a billionaire buying himself an island.

“I didn’t grow up dreaming of being an optician, so it’s not going to be long before I move on and attack other industries — knock the bottom out of the property industry or pharmaceuticals, or whatever.”

Go to Part 6.