More than half of small business owners think that their enterprises are harder to run than three years ago, according to a survey commisioned by T-Mobile.

A third believed customers, suppliers, and even co-workers now demand faster response times. This has increased the pressure on smaller businesses, which often have fewer resources than larger outfits.

Dead time, defined as time wasted by travel and meetings, cost small concerns around $120,000 (£60,000) a year.

Head of T-Mobile’s business marketing said, “The rise of the internet has given rise to a ‘want it now’ culture — customers expect an immediate response to every inquiry. This is forcing smaller firms to operate in a different way and use all the tools at their disposal to be more productive and efficient”.

Small Business Booster suggests a careful reading of : Take a Nap! Change Your Life by Dr Sara Mednick, previously reviewed.

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.

What happens when a successful startup goes wrong and the original founders are dispensed with for no apparent fault of their own?

This is the entrepreneur’s ultimate nightmare — to lose control of your creation in the expansion process then find yourself dumped by incomers.

And that’s the cautionary tale of JPG Magazine, an online and print business that morphed into 80/20 publishing and subsequent disaster for its founders.

The story is told at some length by Derek Powazek (pictured), who describes himself as a thinker, designer, and writer in San Francisco.

His conclusions from the experience are :

If it’s any help to other entrepreneurs, here’s what I’ve learned.

1. Make no assumptions when it comes to roles and responsibilities. Like my dad says: “Someone’s gotta call quittin’ time.”
2. Communication between partners is mandatory. And you cannot communicate with someone who is not communicating with you.
3. Decisions aren’t decisions if you have to keep making them. Set on the course and stick to it. If you keep talking about things that have already been decided, nothing will ever get done.
4. When someone says one thing, but acts in a contradictory way, you have a choice between believing their words or believing their deeds. Believe their deeds.
5. Never let anyone tell you what you want. When someone says, “You don’t want that,” what they really mean is, “I don’t want you to have that.”
6. Don’t stay where you’re not wanted, respected, or happy. Even if it’s your company.

Read the full story here.

Software superstar Microsoft opens its Small Business Summit this week : “… a nationwide event that provides small businesses with the tools and information they need to help their business soar”.

Well, that’s the hype anyway. I’m guessing they hope to sell a lot of proprietary software off the back of this. And why not? Microsoft was a small outfit once, started in a garage by two geeky kids called Bill Gates and Paul Allen. Bill even dropped out of Harvard to do it. That’s what we call backing yourself — the motor of all entrepreneurial activity.

More than 30,000 small-business owners and partners from around the country are expected to participate in this free event held online with a first-day event in Redmond, Washington. The summit features more than 58 sessions covering small-business topics including branding, sales and marketing, security, business efficiency and mobility, and participants have the flexibility to join online from their home or office. In addition, small-business owners can go to their local participating CompUSA store to watch the webcasts, network with peers and have a direct dialogue with Microsoft and CompUSA representatives who understand their unique technology and business needs.

To kick this off, here’s the transcript of keynote remarks by Kevin Turner, Chief Operating Officer, Microsoft Corporation, Microsoft Small Business Summit 2007.