>> PRODUCTION FUNDING FOR VENTURING HAS BEEN PROVIDED BY THE FARMERS HOME ADMINISTRATION, ASSISTING EMERGING RURAL BUSINESSES.

>> HOW DO YOU MATURE GRACEFULLY BUT NOT LOSE YOUR ENTREPRENEURIAL ENTHUSIASM AND ENERGY?

>> WE BASICALLY TURNED OVER OUR AUTHORITY AS THE OWNERS OF THE COMPANY TO OUR MANAGEMENT COMMITTEE.

WE'RE ACTUALLY MAKING INFORMED GUESSES ABOUT WHAT THE HEALTHCARE INDUSTRY WILL BE DOING TEN YEARS FROM NOW.

>> ALL OF A SUDDEN I START REALIZING THERE'S MORE THAN I CAN DO.

>> WHEN THE CUSTOMER HAS AN OPPORTUNITY TO BUY A PRODUCT FROM A COMPANY THAT THEY BELIEVED IN AND SUPPORT AND WITH WHOSE VALUES THEY AGREE I THINK THE CUSTOMER IS ECSTATIC.

>> WELCOME TO VENTURING.

I'LL CAROL DILLON.

WE HAVE TALKED ABOUT WHAT IT TAKES TO START AND GROW A BUSINESS.

THE CONCEPT OF INNOVATION, WHETHER IT BE PRODUCT, MARKETING, OR SIMPLY HOW YOU RUN YOUR BUSINESS IS AT THE CORE OF ANY ENTREPRENEURIAL VENTURE.

TONIGHT WE'RE GOING TO HEAR FROM SOME ENTREPRENEURS WHO WANT TO CREATE MORE THAN A SUCCESSFUL BUSINESS.

THEIR VISION IS TO BECOME LEADERS IN THEIR CHOSEN FIELDS.

THEIR COMPANIES HAVE ACHIEVED A LEVEL OF SUCCESS AND STABILITY THROUGH THE INNOVATIVE EFFORTS OF THE FOUNDERS, YET THEY FOUND THEMSELVES FACING A NEW CHALLENGE.

MAINTAINING THAT SPIRIT OF INNOVATION IN A LARGER COMPANY.

THIS IS WILL WRATH, FOUNDER AND PRESIDENT OF GARDENERS SUPPLY, A CATALOG COMPANY HAS GROWN TO OVER 120 EMPLOYEES.

USING A STRONG SENSE OF VISION HE'S CREATED AN ENVIRONMENT THAT ENCOURAGES EMPLOYEES TO BECOME ENTREPRENEURS WITHIN THE COMPANY.

IT'S CALLED ENTER ENTREPRENEURSHIP.

>> IT'S A DIRECT MARKETING ORGANIZATION.

WE ALSO MARKET THROUGH MULTIPLE STEP MARKETING A RANGE OF MORE EXPENSIVE PRODUCTS SOME OF WHICH WE MANUFACTURE.

WE HAVE GOTTEN INVOLVED IN GARDENING DEMONSTRATION PROGRAMS.

FARMING PROGRAMS.

COMMUNITY COMPOSTING PROGRAMS.

WE ARE ALSO INVOLVED IN MANUFACTURING AND ENGINEERING AND INSTALLING COMMERCIAL GREENHOUSES.

>> MY PROFESSIONAL TRAINING WAS ACTUALLY IN URBAN PLANNING.

IN URBAN PLANNING THE MISSION OR THE PURPOSE OR THE LONG TERM PLAN IS EVERYTHING.

SO WHEN I STARTED GARDENERS SUPPLY COMPANY VERY IMPORTANT TO ME WAS HAVING A LONG-TERM PLAN.

THAT STARTED OUT WITH HAVING A SENSE OF WHO WE WERE, WHO WE WANTED TO BE, WHERE WE WANTED TO END UP.

THE BEAUTIVE THE BUSINESS WORLD IS YOU CAN ACTUALLY GET TO THAT PLACE.

I GO BACK TO THE MISSION STATEMENT AND REALIZE IT'S BEEN A WONDERFUL MAP.

IT'S AT THE CORE OF OUR BARNES AND HAS GUIDE US BEAUTIFULLY.

SOME OF THE WORDS HAVE GOTTEN MORE SOPHISTICATED AND THE PRESENTATION IS BETTER BUT I THINK OUR MISSION STATEMENT OF 1993 COULD BE PUT ON THE WALL AND WE COULD LIVE BY IT.

>> ORGANIC MATERIAL LIKE THIS CAN TAKE UP A QUARTER OR BETTER OF LANDFALL SPACE SO WE'RE DOING A LOT TO CUT DOWN ON THE BURDEN ON THE LOCAL LANDFALL.

>> THE PROCESS OF CONNECTING EMPLOYEES WITH OUR MISSION STATEMENT IS A CONTINUAL PROCESS.

WE CONNECT THEM TO THE PROJECTS, TAKE FIELD TRIPS TO THE FARM WE RUN OR THE COMPOST PROJECT SO THEY HAVE A SENSE OF THE BIGGER BREADTH THAT WE'RE INVOLVED IN.

ONE OF THE CHALLENGES I HAVE BEEN WRESTLING WITH LATELY COMING FROM A BUSINESS THAT'S BEEN VERY ENTREPRENEURIAL WITH VERY FAST GROWTH BUT IS NOW SLOWING DOWN IN ITS GROWTH IS HOW DO YOU MATURE GRACEFULLY BUT NOT SLOO LOSE YOUR ENTREPRENEURIAL ENTHUSIASM AND ENERGY.

THAT HAS RESULTED IN FOR US SEVERAL STEPS TO REENVYING RATE AND REINVENT THE BUSINESS.

IN THE LAST TWO OR THREE MONTHS WE HAVE BEGUN A PROCESS OF REDEFINING WHO WE ARE AND HOW WE WANT TO -- THE PHRASE THAT CAPTURES THE ENERGY OF THE COMPANY, AND THAT NEW PHRASE WE'RE PLAYING WITH IS PARTNERS IN YOUR GARDENING SUCCESS.

THIS PHRASE CAME OUT OF A SERIES OF MEETINGS WITH ALL THE STAFF, NOODLING AROUND WITH WHAT WE DO WELL, WHAT FEELS GOOD TO US WHEN WE'RE SUCCESSFUL.

THAT PROCESS WILL ALSO RESULT IN SOME OF THE BEST IDEAS BEING CAPTURED BY VARIOUS GROUPS THAT HAVE DEVELOPED WITHIN THE COMPANY.

>> THE MORE THEY ARE ABLE TO SHARE THEIR GARDENING EXPERIENCES WITH US THEY GO, OH, YOU KNOW, THEY WILL CALL ME BACK AND SAY, BY THE WAY, I THOUGHT OF SOMETHING ELSE.

>> MOST INTERESTING GROUP WHICH JUST DEVELOPED THIS WEEK IS A GROUP CALLED PIGS.

PARTNERS IN YOUR GARDENING SUCCESS.

THEY SPONTANEOUSLY CAME TOGETHER AND SAID WE LIKE THIS BUT IF WE COMMIT TO THIS IDEA WE'RE GOING TO HAVE TO DO IT AT HIGHER AND DEEPER LEVEL THAN EVER BEFORE.

THIS GROUP HAS TAKEN IT ON THEMSELVES TO CARRY THAT MISSION OUT.

>> WE'RE GOING TO BE CALLING ALL THOSE GROUPS JUST TO GET SOME FEEDBACK BECAUSE IT'S A GREAT PRODUCT, BUT WE WANT TO MAKE IT EVEN BETTER AND HAVE IT BE MORE SUCCESSFUL.

>> ONE OF THE MOST EXCITING PARTS OF BEING IN THE GARDENING BUSINESS IS THE FACT THAT YOU'RE LOOKING FOR WAYS TO WORK WITH NATURE.

WE FOUND AN ASSOCIATION WITH SOMEONE WHO HAS INVENTED A TECHNOLOGY THAT COMPRESSES NATURE'S ABILITY TO CLEAN WASTEWATER INTO A SMALLER SPACE THAT CAN OPERATE AS A GREENHOUSE ECO-SYSTEM.

THAT'S LEADING US TO THE CREATION OF A BUSINESS OPPORTUNITY THAT IS MIND-BOGGLING IN ITS SIZE.

CLEANING UP THE PLANET'S WATERS IS PERHAPS FROM ONE OF THE TWO OR THREE MOST IMPORTANT PRIORITIES IN THE ENVIRONMENTAL AGENDA IN THE NEXT DECADE.

>> THE PROCESS OF REINVENTING THE BUSINESS THAT I THINK WE'RE GOING THROUGH RIGHT NOW IS REALLY ONE OF ME DISCOVERING WHETHER OR NOT I CAN REINVENT MYSELF TO BE A POST ENTREPRENEUR OR AN ENTREPRENEUR IN A MATURE COMPANY.

I'LL LET YOU KNOW WHAT THE ANSWER IS.

I DON'T KNOW RIGHT NOW.

>> REINVENTING YOURSELF.

THIS IS THE CLASSIC ENTREPRENEURIAL DILEMMA.

IN THE BEGINNING YOU ARE THE COMPANY AND THE COMPANY IS YOU.

BUT AS THE COMPANY GROWS IT TAKES ON A LIFE OF ITS OWN.

WHERE DO YOU FIT IN?

WE HAVE TALKED A LOT ABOUT DELEGATING AND HOW TOUGH IT IS FOR THE ENTREPRENEUR.

JIM TAYLOR AND BEST OF MY MEMORY SHUUHBAUER OF RESOLUTION HAVE COME TO TERMS WITH IT.

LET'S SEE HOW.

>> RESOLUTION STARTED OUT AS A VIDEO PRODUCTION COMPANY AND AUDIO PRODUCTION COMPANY BUT NOW WE'RE A DUPLICATION COMPANY, WE'RE AN INFORMATION SERVICES COMPANY.

WE'RE MANY THINGS AND WE WILL PROBABLY CONTINUE TO CHANGE AS WE GROW.

>> I THINK COMPANIES THAT DO A LOT OF RAH-RAHSMZ AND PEP RALLY STUFF I THINK IT'S PERCEIVED AS BEING SOMEWHAT SUPERFICIAL BY THE EMPLOYEES.

>> THE WAY YOU INFUSE A FEELING INTO THE COMPANY IS NOT VIA MISSION STATEMENT.

YOU DON'T GET PEOPLE IN YOUR COMPANY TO WANT TO RESPECT THE CLIENT OR TREAT THE CLIENT IN A SPECIFIC WAY BY HAVING SOMETHING WRITTEN DOWN.

YOU DO IT THROUGH EXAMPLE.

WE'RE DOING A COMMERCIAL AND FIVE-MINUTE POINT OF SALES PIECE FOR A NEW PIECE OF EQUIPMENT.

>> ONE THING WE HAVE DONE THAT'S INTERESTING IS WE BASICALLY TURNED OVER OUR AUTHORITY AS THE OWNERS OF THE COMPANY TO OUR MANAGEMENT COMMITTEE.

THE ONLY THINGS THAT WE HAVE RETAINED ARE THE RIGHT TO HIRE AND FIRE THE MEMBERS OF THE MANAGEMENT COMMITTEE AND SINCE WE HAVE TO SIGN FOR IT, THE RIGHT TO APPROVE GOING INTO DEBT OR OUR FINANCING.

ALL OTHER DECISIONS ARE HANDLED BY THE MANAGEMENT COMMITTEE.

>> THE MANAGEMENT COMMITTEE IS MADE UP OF BILL AS CEO AND ALL OF THE MANAGERS OF THE MAJOR DIVISIONS.

>> A HEALTHY WORKPLACE AND A WORKPLACE IN WHICH PEOPLE ENJOY COMING TO WORK AND HAVE A GOOD WORK SPACE IS A MUCH MORE COST EFFECTIVE WAY OF DOING BUSINESS.

IT'S REALLY THAT SIMPLE.

IT'S VERY SELF-SERVING.

WE SHARE INFORMATION TO A VERY HIGH DEGREE.

WE HAVE COMPANY-WIDE MEETINGS.

WE SHARE OUR CORPORATE INFORMATION, OUR FINANCIAL INFORMATION.

WE LET PEOPLE KNOW WHETHER WE'RE MAKING MONEY, WHETHER WE'RE NOT MAKING MONEY, HOW MUCH WE'RE MAKING.

IT'S TIED INTO THEIR PROFIT SHARING AND THAT SAME OPENNESS IS AVAILABLE TO OUR CLIENT BASE.

THE REAL ISENS OF WHAT HAS PROPELLED RESOLUTION'S GROWTH AND SUCCESS HAS BEEN THE REAL ABSOLUTE UNDERSTANDING THAT WE MUST SEE OURSELVES THROUGH THE EYES OF OUR CLIENTS.

WE MUST KNOW HOW OUR CLIENTS ARE FEELING ABOUT US, HOW WE'RE PERFORMING NOT IN OUR EYES BUT IN THEIRS AND THE REAL KEY TO THAT IS THE ABILITY TO LISTEN.

NOT TALK, NOT SELL, SELL, SELL, BUT TO LISTEN.

>> THANK YOU FOR CALLING 60 MINUTES.

THIS IS JIM.

MAY I HELP YOU?

>> ONE THING I NOTICE ABOUT MYSELF THAT'S CHANGED THE MOST IS THAT I'M IN MANY WAYS A BUSINESS PERSON.

AND IF YOU HAD TOLD ME 20 YEARS AGO THAT I WOULD MAKE THAT STATEMENT I WOULD HAVE SAID YOU WERE CRAZY.

CRAZY.

I FIND MYSELF BEING VERY FASCINATED BY BUSINESS AND BY THE BUSINESS END AND HOW BUSINESS RELATES TO THE COMMUNITY AND RELATES TO OUR COUNTRY AND RELATES TO THE EMPLOYEE AND TO THE MANAGEMENT AND TO THE OWNER.

>> ONE OF THE MOST IMPORTANT MEASURES OF SUCCESS ONCE YOU HAVE TRANSITED THE ENTREPRENEURIAL STAGE OF A BUSINESS IS TO REALLY MAKE YOURSELF DISPENSABLE.

TO KNOW THAT AS A COMPANY TAKES ON A LIFE OF ITS OWN.

THAT YOU AS AN INDIVIDUAL HAVE TO BECOME LESS AND LESS THE KEY FACTOR.

>> I THINK ONE OF THE MOST IMPORTANT THINGS PEOPLE CAN DO WHEN THEY ARE STARTING IN BUSINESS IS FIND VERY TALENTED PEOPLE TO WORK WITH, TO GIVE THEM A LOT OF RESPONSIBILITY AND TO LET THEM DO THEIR JOB AND TO LET THEM BRING TO THE COMPANY WHAT THEY CAN BRING, NOT TRY TO MAKE THEM DO SPECIFIC THINGS BUT TO LET THEM HELP WITH THE GROWTH OF THE COMPANY.

I THINK THAT'S THE HARDEST THING FOR AN ENTREPRENEUR TO DO IS TO DELEGATE AND I THINK IT'S THE MOST IMPORTANT THING THAT THE ENTREPRENEUR LEARNS TO DO.

>> DELEGATION IS TOUGH.

HIRING SOMEONE WHO KNOWS MORE THAN YOU IN A SPECIFIC AREA MEANS GIVING UP CONTROL AND MAYBE THREATENING TO YOUR EGO.

BUT IN ORDER TO SUCCESSFULLY GROW, THAT'S EXACTLY WHAT YOU'VE GOT TO DO.

BOB HEAL, RICH PARENT AND PAUL EGGMAN, FOUNDERS OF IDX, A SYSTEMS SOFTWARE COMPANY IN THE HEALTH FIELD, HAVE GROWN THEIR COMPANY PROSECUTE THREE TO OVER 700 EMPLOYEES AND MOSTLY THROUGH INTERNAL FINANCING.

EVEN IN THE HIGHLY COMPETITIVE HIGH-TECH ARENA.

LET'S HEAR THEIR STORY.

>> IDX IS A COMPANY DEDICATED TO THE HEALTHCARE PROFESSION.

BASICALLY WHAT WE'RE DOING IS DEVELOPING SYSTEMS BOTH CLINICAL, ADMINISTRATIVE SYSTEMS AS WELL AS FINANCIAL SYSTEMS FOR DOCTORS, HOSPITALS, HMOs AND OTHER HEALTH-CARE PROVIDERS.

IN THE BEGINNING WE REALLY WEREN'T FOCUSED.

WE WERE TOTALLY INTENT ON SURVIVAL.

IT WAS DAY-TO-DAY, WEEK TO WEEK, MONTH TO MONTH IN TERMS OF HAVING ENOUGH MONEY TO FEED OUR FAMILIES AND KEEP THE BUSINESS RUNNING.

WE LEARNED EARLY ON, HOWEVER, THAT WE NEEDED TO FOCUS IF WE WERE EVER GOING TO LAST IN THE BUSINESS.

IN THE EARLY DAYS WE ALL HAD TO DO EVERYTHING.

WE DID SALES WORK.

WE DID DEVELOPMENT WORK.

WE DID SUPPORT WORK.

WE KEPT OUR OWN BOOKS.

EVERYBODY HAD TO DO EVERYTHING AND THAT WAS A GREAT EXPERIENCE.

AT THE TIME I DIDN'T KNOW IT WAS GOING TO BE A GREAT EXPERIENCE BUT IT TURNED OUT TO BE A GREAT EXPERIENCE BECAUSE IT GAVE US THE EDUCATION WE NEEDED TO GROW THE BUSINESS.

>> SOME PEOPLE SAY THAT IDX IS INNOVATIVE IN THAT WE HAVE NEVER HAD OUTSIDE MONEY.

WE DON'T HAVE ANY VENTURE CAPITALISTS, WE DIDN'T GO PUBLIC.

WE BASICALLY BOOTSTRAPPED THE ENTIRE ORGANIZATION.

AT THE TIME WE DIDN'T THINK OF THAT AS INNOVATION.

THE ISSUE WAS NO ONE WOULD GIVE US ANY MONEY.

SOMETIMES NECESSITY IS THE MOTHER OF INVENTION SO WE BUILT THE COMPANY BASED ON OUR OWN RESOURCES.

THERE WAS NO ALTERNATIVE.

>> A VISION I SOMETHING THAT IS EVOLVING.

I BELIEVE THAT IN ORDER TO FORM A VISION YOU REALLY HAVE TO UNDERSTAND THE INDUSTRY YOU'RE SERVING.

YOU HAVE TO ALMOST BE ABLE TO GUESS WHAT'S GOING TO HAPPEN TO THAT INDUSTRY.

AT LEAST IN THIS BUSINESS THE LEAD TIMES ARE SO GREAT TO DEVELOP PRODUCTS THAT RIGHT NOW WE ARE ACTUALLY MAKING INFORMED GUESSES ABOUT WHAT THE HEALTHCARE INDUSTRY WILL BE DOING TEN YEARS FROM NOW AND WE'RE DEVELOPING TOWARD THOSE ENDS.

SO THAT'S HOW WE ALWAYS DEVELOPED A VISION.

>> I THINK ONE OF THE THINGS THAT'S HELPED US PREDICT WHAT'S GOING TO HAPPEN IN THE HEALTHCARE INDUSTRY IS WE DON'T JUMP QUICKLY.

WE DON'T SEE A FLASH THING AND GO CHASING IT.

>> CURRENT CONNECTION SHUNS OF THE MEDICAL RECORDS ARE THE PROBLEM SECTION, THE PHARMACY SECTION.

>> CASE OF STUDYING EVERYTHING WE CAN GET OUR HANDS ON LITERALLY TAKING AS MUCH INPUT AS WE CAN, TAKING TIME TO DIGEST THAT.

WHAT I CALL PUT THE TEST OF REALITY TO T. REALLY ANALYZE, IS THIS REALLY GOING TO FLY?

WILL THIS FLY GIVEN WHAT WE KNOW OF THE MARKET AND OUR PAST EXPERIENCES?

OVER TIME BECAUSE WE HAVE GAINED MORE EXPERIENCE WITH THE MARKET AND THE PEOPLE WE'RE GETTING BETTER AT IT.

>> ONE OF THE WAYS WE ALSO DEVELOP OUR IMAGE AND OUR ENTIRE STRATEGIC DECISION IS RUNNING IT BY OUR CUSTOMERS.

WE HAVE FOCUS GROUPS OF CUSTOMERS.

WE TELL THEM WHAT OUR THOUGHT PROCESS IS, WHAT WE'RE THINKING ABOUT DOING AND ASK WHETHER OR NOT WE'RE ON TARGET.

IT'S AN AMAZINGLY SIMPLE PROCESS BUT YOU CAN LEARN VERY, VERY FAST WHETHER YOU'RE HEADING IN THE RIGHT DIRECTION SIMPLY BY LISTENING TO YOUR CUSTOMERS.

>> I SPOKE IN REFERENCE TO THE CONTRACT SUPPLEMENT FORM.

I DON'T KNOW WHETHER YOU WANT TO GO OVER THAT.

>> SURE.

>> WE HAVE LOCATIONS IN BOSTON, CHICAGO, DALLAS AND SAN FRANCISCO IN ADDITION TO BURLINGTON.

IT BECOMES MORE OF A CHALLENGE TO COMMUNICATE THE VISION, ESPECIALLY AS MORE AND MORE ENTRY LEVEL PEOPLE JOIN THE COMPANY WHO ARE VERY JOB ORIENTED BY NATURE, IT BECOMES A REAL CHALLENGE TO HAVE THEM EVEN THINK ABOUT VISION AND UNDERSTAND THE BIG PICTURE.

ONCE THEY DO THEY BECOME MUCH MORE EFFECTIVE BECAUSE THEY SEE HOW THEIR PARTICULAR JOB FITS INTO THE BIG PICTURE.

A LARGE PORTION OF OUR SUCCESS IN TERMS OF ATTAINING THE SIZE WE HAVE ATTAINED IS HAVING MADE THE TRANSITION FROM A ENTREPRENEURIALLY MANAGED COMPANY TO A PROFESSIONALLY MANAGED COMPANY.

THE BIGGEST SINGLE THINGS THAT LOUED US TO DO THAT WAS TO GIVE UP THE REIGNS TO HIRE MANAGER THAT COULD DO THINGS THAT COULD DO A BETTER JOB THAN WE COULD.

EVERY PERSON THAT DIRECTLY REPORTS TO ME IS MUCH BETTER AT THEIR JOB THAN I WOULD EVER BE.

>> I THINK WE HAVE BEEN SUCCESSFUL AS A RESULT OF A LOT OF HARD WORK.

I THINK WE'RE SUCCESSFUL AS A RESULT OF JUST PLAIN HONESTY.

PEOPLE KNOW WE DO WHAT WE SAY WE'RE GOING TO DO, WE MEET OUR COMMITMENTS THEN WE HAVE ALSO BEEN SUCCESSFUL BECAUSE WE HAVE RETAINED OUR FOCUS.

WE KNOW WHAT WE'RE ABOUT.

WE KNOW WHAT WE'RE TRYING TO DO.

THAT SEEMS TO BE THE COMBINATION WORKING FOR US.

>> ANOTHER SUCCESSFUL COMPANY THAT KNEW THE IMPORTANCE OF DELEGATION.

GET THE POINT?

NOW ANOTHER KEY FACTOR IN THEIR SUCCESS IS THEIR ABILITY TO FOCUS ON PRESENT AND MORE IMPORTANTLY FUTURE MARKETS.

IT'S TIME FOR OUR FINAL CHECK-IN WITH SMITH AND POE, THE SNACK FOOD VENTURE WE HAVE BEEN FOLLOWING THROUGH START-UP.

LAURA AND PETER REFLECT ON THEIR FIRST YEAR IN BUSINESS AND THIS ROLLER COASTER RIDE WE CALL VENTURING.

>> THE HARDEST PART FOR ME WAS TO DECIDE WHETHER WE COULD MAKE A CONSISTENT PRODUCT.

IN THE EARLY STAGES OF R&D IN OUR TEST KITCHEN I HAD THE IDEA THAT ONCE WE GOT THE PLANT RUNNING WE WOULD HAVE ALL THIS EQUIPMENT, PUSH A BUTTON AND WOULD COME THE PRODUCT AND WE JUST WOULD BE MAKING PRODUCT.

THE PROCESS OF DEVELOPING WOULD BE A THING OF THE PAST.

THAT'S REALLY NOT THE CASE.

NOW WE CAN REALLY PRODUCE A LOT OF PRODUCT AND WE CAN GET OUR PRODUCT OUT ON THE MARKET BUT EVERY DAY IS REALLY A CONTINUATION OF THAT PROCESS.

>> IN THE DEVELOPMENT STAGE IT WAS FINANCIAL PRESSURE BUT THERE WASN'T THE PRESSURE THAT EXISTS WHEN YOU'RE IN BUSINESS TRYING TO MEET PRODUCTION AND MARKETING AND SALES FIGURES AND SO ON AND SO FORTH SO THERE WAS A LITTLE MORE RELAXED ATMOSPHERE.

>> LO AND BEHOLD, THE LOANS GET LANDED, THE BUSINESS REALLY GOES FORWARD, AND ALL OF A SUDDEN I START REALIZING THERE'S MORE THAN I CAN DO.

THE FINANCING WAS PUSHING OVER A VERY STEEP HILL.

IT WAS ARDUOUS AND EXHAUSTING.

SEEMED LIKE WE WERE NEVER GOING TO GET TO THE TOP OF THE HILL.

THEN YOU START THE LONG ROLLER COASTER RIDE DOWN, WHIZZING, ALL RIGHT, WE DID IT, YOU GET TO THE BOTTOM AND START UP THE NEXT ONE.

>> THE BALTIMORE FOOD SHOW REDEFINED OUR BUSINESS IN MANY WAYS.

WE ENDED UP AFTER THAT SHOW BEING IN THE MAIL ORDER BUSINESS.

IT WAS REALLY THE FIRST TIME THAT WE HAD PUT OUR PRODUCT IN FRONT OF CONSUMERS THAT WERE GOING TO BUY IT.

THEY LOVED IT.

IT TOOK IT FROM THE RESEARCH PLANNING STAGE AND SUDDENLY WE HAD A CONCRETE BUSINESS.

>> WE'RE ALREADY BEGINNING TO THINK ABOUT WHAT THE NEXT STAGE IS.

THE UPGRADES THAT WE NEED TO MAKE ON THE EQUIPMENT AND WHERE THE MONEY IS GOING TO COME FROM FOR THAT.

IN A BUSINESS GROWING IN A STAGE WE'RE AT THAT'S GOING TO BE A CONSTANT CONCERN FOR SOMETIME IN THE FUTURE.

MAYBE A GROWING CONCERN.

>> I GO FROM REVELATION TO FRUSTRATION VERY RAPIDLY.

SOMETIMES IT CAN BE REACHING A GOAL, FEELING THE ELATION OF HAVING ACCOMPLISHED THAT GOAL THAT WE WERE REALLY GOING FOR, THEN HAVING THE VOID ON THE OTHER SIDE AS THE NEW GOAL IS EMERGING.

>> IT'S SO EASY TO GET BACK IN THE THOUGHT THAT WHEN WE GET HERE WE'LL BE DONE.

FORGETTING THAT WHEN WE GET THERE WE'RE ONLY AT THE NEXT STEP.

AND AS A RESULT, I THINK WE NEED TO AS BUSINESS PEOPLE FOCUS ON HOW DO WE ENJOY THE RIDE.

>> WE STILL HAVE NO IDEA HOW THEIR VENTURE WILL END UP.

YOU KNOW WHAT?

NEITHER DO THEY.

BUT THEY ARE GOING TO GO FOR IT WITH THE SAME LEVEL OF ENTHUSIASM AND TENACITY THEY HAVE SHOWN ALL ALONG.

WE WISH THEM WELL.

TALK ABOUT BEING INNOVATIVE, THESE TWO WELL KNOWN ENTREPRENEURS HAVE TAKEN AN ORDINARY PRODUCT, ICE CREAM, AND THEN EXTRAORDINARY THINGS WITH IT THAT ARE CHALLENGING THE WAY WE ALL LOOK AT BUSINESS.

MEET BEN & JERRY.

>> FOR A WHILE WE WERE CONSIDERED TO BE A FLUKE OR A FLAKE.

YOU KNOW.

ONE OF THOSE TWO CATEGORIES.

I THINK WE HAVE UNDERSTOOD THAT TO BE TAKEN SERIOUSLY THAT WE NEED TO BE FINANCIALLY SUCCESSFUL AS WELL AS BEING A CARING COMPANY.

THAT YOU CAN'T JUST BE ONE WITHOUT BEING THE OTHER.

SO WE HAVE A TWO-PART BOTTOM LINE.

BOTH FINANCIALLY AND SOCIALLY.

IN FACT IN OUR ANNUAL REPORT WE HAVE A FINANCIAL AUDIT AND A SOCIAL AUDIT SO THAT WE CAN REPORT TO OUR SHAREHOLDERS EXACTLY HOW WE DID.

WE HAD OUR FALL-DOWN CELEBRATION THE FALL AFTER WE OPENED UP.

WE PUT UP POSTERS AROUND BURLINGTON AND WE HAD TO COME UP WITH SOME STUFF TO WRITE ON THE POSTERS SO WE HAD TO HAVE QUOTES FROM BEN & JERRY.

FROM BEEN, BUSINESS HAS A RESPONSIBILITY TO GIVE BACK TO THE COMMUNITY.

THE QUOTE FROM ME WAS IF IT'S NOT FUN WHY DO IT?

IF YOU LOOK AT WHERE THE COMPANY IS TODAY AND HOW WE HAVE OPERATED AND THE PHILOSOPHY THAT WE GO BY, IT'S INCREDIBLE THAT THAT REALLY EMBODIES WHAT THE COMPANY IS ALL ABOUT.

>> MOST COMPANIES HAVE MISSION STATEMENTS.

WE HAVE A THREE-PART MISSION STATEMENT.

WE HAVE OUR ECONOMIC MISSION, OUR SOCIAL MISSION AND OUR QUALITY MISSION.

WHAT'S INTERESTING IS THAT ALL THREE PARTS OF THAT MISSION ARE EQUALLY IMPORTANT AND ALSO INTERRELATED.

WE WERE IN A QUANDARY ABOUT HOW TO WRITE UP THE MISSION STATEMENT, WHETHER TO PUT THE ECONOMIC MISSION ON TOP, THE SOCIAL OR THE QUALITY MISSION.

HENRY MORGAN FROM THE BOARD OF DIRECTORS FIGURED OUT WE COULD PUT THEM ON THE SAME LINE TOGETHER SO THEY WOULD BE EQUAL.

>> I THINK USUALLY NOW WHEN SOMEONE BUYS A PRODUCT THEY BUY IT IN SPITE OF THE COMPANY THAT MAKES IT.

THEY DON'T AGREE WITH THE COMPANY'S VALUES.

THEY FEEL ALIENATED FROM THE COMPANY.

BUT THEY NEED TO BUY THE PRODUCT AND SO THEY BUY IT.

I THINK WHEN THE CUSTOMER HAS AN OPPORTUNITY TO BUY A PRODUCT FROM A COMPANY THAT THEY BELIEVE IN AND SUPPORT AND WITH WHOSE VALUES THEY AGREE, I THINK THE CUSTOMER IS ECSTATIC.

REALLY HAPPY.

>> THERE'S A SPIRITUAL ASPECT TO BUSINESS JUST AS THERE IS TO THE LIVES OF INDIVIDUALS.

IF WE'RE ALL INTERCONNECTED AS WE HELP SOMEONE ELSE OUT THERE WE'RE HELPING OURSELVES.

YOU KNOW, ANOTHER WAY OF SAYING IT IS THAT THE COMMUNITY SUPPORTS THOSE BUSINESSES THAT SUPPORT THE COMMUNITY.

I MEAN THAT'S NOT REALLY -- THAT'S NOT REALLY SO ILLOGICAL.

YOU DON'T FIND IT IN ANY BUSINESS TEXTBOOK.

IN THE WORLD OF MARKETING, PEOPLE TEND TO COUNT IMPRESSIONS.

THEY DON'T MEASURE THE QUALITY OF THE IMPRESSION.

I PLACE A VERY HIGH VALUE ON THE QUALITY OF THE IMPRESSION, AND YOU KNOW I BELIEVE THAT ONE QUALITY IMPRESSION IS WORTH A WHOLE BUNCH OF LOW QUALITY IMPRESSIONS.

>> HIGH QUALITY IMPRESSIONS ARE ONES THAT HAVE MORE HUMAN CONTACT, AND SO WE SHY AWAY FROM TV, RADIO, AND UP IN.

IT'S MORE DIFFICULT FOR US TO ARRANGE TO PUT A TRAVELING SHOW ON THE ROAD ON A SOLAR POWERED STAGE IN A CONVERTED BUS BUT THAT IS MUCH MORE UNIQUE.

THE MAJOR PORTION OF THE MARKETING THAT THE COMPANY ENDS UP GETTING IS ESSENTIALLY THE MAINSTREAM MEDIA, THOSE THINGS THAT WE WON'T ADVERTISE IN, WRITING ABOUT US AND PUTTING US ON TV AND RADIO BECAUSE WHAT WE DO IS INNOVATIVE.

SO THAT'S NEWS AND THEY ARE SUPPOSED COVER THE NEWS, AND SO WE COME UP WITH A FLAVOR, THEY COVER IT.

IF WE COME UP WITH AN INNOVATIVE BUSINESS PRACTICE THEY COVER THAT TOO.

WE HAVE ACTUALLY GOT A MEDIA AT OUR DISPOSAL THAT HAPPENS TO BE OUR PACKAGING.

SO WE DECIDED TO CONSCIOUSLY USE THAT PACKAGING IN ORDER TO EDUCATE AND COMMUNICATE WITH OUR CUSTOMERS AND THE COMMUNITY.

>> AND THE CHALLENGE IS TO TALK ABOUT IT AND COMMUNICATE IT IN SUCH A WAY THAT IT DOESN'T COME OFF AS REALLY HEAVY OR PREACHY.

>> WHAT DOES A BUSINESS DO?

IT MAKES MONEY.

WHAT IS A SOCIALLY RESPONSIBLE BUSINESS DO, IT GIVES AWAY MONEY THAT IT MAKES SO WE SET THE AMOUNT WE WOULD GIVE AWAY AT 7.5% OF PRE-TAX PROFITS, FROM IS REALLY HIGH FOR A PUBLIC COMPANY.

IT PUTS US IN A POSITION WHERE PEOPLE MAY TAKE POT SHOTS AT US OR WHATEVER.

>> WE ALSO UNDERSTAND THAT IF SOMETHING DOES HAPPEN TO THE BUSINESS AND WE START NOT SUCCEEDING PEOPLE ARE GOING TO LAY BLAME TO OUR SOCIAL MISSION NO MATTER WHAT THE REASON WAS THEY WILL SAY, GEE, I TOLD YOU SO, IT'S THAT CARING PART THAT REALLY BROUGHT THEM DOWN.

SO WE JUST HAVE TO BE EXTRA CAREFUL AND EXTRA VIGILANT TO DO A GOOD JOB ON THINGS.

>> WE HAVE TALKED ABOUT HAVING A VISION AND CREATING INNOVATIVE WORK ENVIRONMENTS.

BEN & JERRY REPRESENT A NEW BREED OF ENTREPRENEURS WHO IN THE TRUE SPIRIT OF ENTREPRENEURSHIP ARE USING THEIR COMPANIES AS A VEHICLE TO MAKE AN IMPACT ON THE NATION AND THE WORLD AS WELL.

AND IT'S CLEAR THAT THESE INNOVATIVE FOUNDERS UNDERSTAND THE CONNECTION BETWEEN DOING WELL AND DOING GOOD.

THIS IS THE LAST SHOW IN OUR VEMPLE YOU'RING SERIES.

OWNING AND MANAGING A BUSINESS IS EXCITING AND TOUGH.

ALONG WITH THE FUN, CREATIVITY AND PERSONAL SATISFACTION WE HAVE ALSO HEARD ABOUT RISK, CHAOS AND INCREDIBLY HARD WORK.

ENTREPRENEURSHIP IS NOT FOR EVERYONE.

BUT THE SPIRIT ENTREPRENEURS POSSESS CAN BE APPLIED IN ANY COMPANY, LARGE OR SMALL.

WE HOPE YOU'VE LEARNED A LOT ABOUT STARTING AND GROWING A BUSINESS.

IT'S A RAPIDLY CHANGING GLOBAL ECONOMY.

BEING ABLE TO INNOVATE AND QUICKLY RESPOND TO THE DEMANDS OF THE MARKETPLACE IS AT THE HEART OF THE ENTREPRENEURIAL CHALLENGE.

WE WISH YOU WELL.

I'M CAROL DILLON AND THAT'S VENTURING.

>> FOR MORE CLASSIC PROGRAMS, VISIT VERMONTPBS.ORG/FROMTHEARCHIVES.