Inc. Magazine: April 1, 1998

FYI: Redesigning the CEO

Inc.'s editor looks at how companies use creativity as a competitive advantage; Britain's equivalent of the Inc. 500; and CEOs who've profited by selling and then buying back their own companies.

Funeral Chain Exploits Demise of Tradition

Newcomer Family Mortuary ignored industry taboos by advertising discount funerals on television. Will competition usurp tradition in this high-growth industry?

Is Big Back? Or Is Small Still Beautiful?

The current boom in mergers and acquisitions in today's market seems to suggest that bigger is better. Not so. Here's why smaller companies have distinct advantages over giant conglomerates.

Obit: Disco Nights End on a Downbeat

The Transylvania Restaurant in Portland, Oregon closed down after a delayed opening hurt profits and the restaurant's disco night offended its conservative Romanian patrons. A business obit.

Don't Worry, Be a Little Unhappy

CEO Brodsky suggests that legal disputes rarely yield an ideal solution for either party. If you're prepared to be a little unhappy with the outcome, you'll reach an agreement you can live with.

Forget Policy Manuals

A policy manual can hurt a company's entrepreneurial spirit and hinder fast growth, says the founder and CEO of PSS/World Medical. Here are some alternate ways to foster company policy.

It's Lonely at the Top

Many CEOs suffer from feelings of isolation because they have no peers to tell their problems to and they're afraid to show signs of weakness. Here's how to combat this occupational hazard.

The Next in Line

CEO Stack explains how a succession-planning program for all employees can help alleviate staffing shortages at a fast-growing company.

Brother, Can You Spare 30 Cents on the Dollar?

When a business fails, is the owner ethically accountable to make good on all debts? Or are bankruptcy laws, which absolve a business owner from paying back the full amount, punishment enough?

Corps Values

The U.S. Marines are trained to make split-second decisions based on incomplete information, in life-or-death situations. Can they provide clues to running a faster-reacting business?

We've Got to Start Meeting Like This

A look at companies that hold unique meetings for developing products, building camaraderie, generating ideas, and reviewing employees' needs and achievements.

Where Great Ideas Come From

Innovative ideas are the competitive edge for most entrepreneurial companies. Here are some myths about where good ideas come from and ways to stimulate idea-generation at your company.

How to Get Your First Great Idea

Five rules to follow that will help you recognize valuable business ideas. Includes case studies of entrepreneurs who quickly transformed ideas into start-up companies.

The 9-to-5 Start-up

Chip Wolfe, founder of Sterling Information Group, Inc., wanted his company to adhere to a 40-hour work-week for all employees. Can a fast-growing start-up thrive on a 9-to-5 schedule?

CEO's Notebook

CEOs give advice on developing partnerships with universities, raising capital through IRAs, reducing the risk of an audit, turning leads into sales, and recognizing business mistakes.

What's Hot:Collections

A guide to books and Web sites devoted to improving bill collections.

Some Assembly Required

Small companies often have to draw financing from several different backers. Here are several questions to answer before entering a layered financing arrangement.

Our Company, Ourselves

An interview with Gert and Tim Boyle of Columbia Sportswear Co. The Boyles explain how starring in their own advertisements helped spark their company's fast growth.

Do I Really Need a Written Agreement?

Is a handshake enough when entering a business alliance, or should you protect yourself with a written agreement? Here's what a written "memorandum of understanding" should include.

Index

A comprehensive guide to companies, organizations, and individuals featured in the April issue.

Business for Sale: Mid-Atlantic Internet Service Provider

An overview of an Internet service provider offered for sale. Includes the price, how the business was valued, the outlook of future sales, and the pros and cons of the purchase.