Protecting the Data of Your Customers, Employees, and Donors

Whether you are running a for-profit company or non-profit enterprise, chances are you at one time or another have to deal with personal and confidential information that you are legally obligated to protect. Examples of data that would prove highly attractive to hackers and thieves include:
  • Social security numbers of employees and independent contractors
  • Billing information and bank details for your own accounts or those of your vendors and suppliers
  • Credit card numbers of customers and donors
For more information and thoughts on the legal and ethical obligations to protect confidential data, check out this piece by the American Bar Association.

 Though some of the confidential information listed above may be securely stored on the servers of your payroll and payment processing companies, there is still a risk of this data being breached when it travels between various unsecured network lines and your personal computer, especially if you frequently work in coffee shops, lounges, and other public places with unsecured WiFi connections.

In order to secure your internet traffic at all times, it is worthwhile to look into purchasing a VPN subscription. A VPN (in the least technical terms possible) is essentially a encrypted tunnel through which all data to and from yourself and the websites you access travel through, shielded from prying eyes. Several VPN services such as CactusVPN offer monthly subscriptions at very affordable rates. CactusVPN can route your traffic through their US VPN, UK VPN, and/or Netherlands VPN servers based on the plan you choose. A VPN plan is something to explore if you or other employees enjoy working remotely. A few dollars a month is a worthy expense to insure against the larger loss in profit and reputation from a data breach.

How To Buy Wholesale Import from China


Photo Credit: FreeDigitalPhotos.net
Importing goods from China can be a lucrative endeavor for a corporation or non-profit entity. Whether you are buying existing goods from china, attempting to get a new product idea manufactured there, or looking to source goods from China that you can use to fund raise for your non-profit, the risks remain great.

The steps involved in learning how to get into import export, how to be an importer, how to wholesale and just plain how to buy from China in general can be summarized as follows:

1. Market Research
2. Finding Suppliers
3. Vetting Suppliers
4. The Order and Negotiation Process
5. Logistics and Customs

Then rinse and repeat.

From a non-profit's point of view, fundraising products that somehow tie into the mission of your organization will be more likely to resonate with donors and others passionate about your cause. This equals more product sold and more money in the bank. For instance, if you aim to rally support around protecting the environment and reducing the presence of plastic in landfills, selling metallic water bottles that are private-labeled with your organization's insignia would make much more sense than simply trying to peddle t-shirts or frisbees.

Detailed instructions for each step are beyond the scope of a blog post. For more detailed information, I recommend an information product such as How To Import Kit.

Pareto's Principle and Start Ups: Know It All, Don't Do It All!

The Pareto Principle (a.k.a. the 80/20 rule) "states that, for many events, roughly 80% of the effects come from 20% of the causes." (Source). This can be applied to the productivity and related tasks an Entrepreneur goes about doing on a daily basis, especially when starting out with few or no people to delegate tasks to. Though it may be tempting to try and do everything yourself in order to cut down on costs and make sure the work is top-notch, you are taking on two huge negatives:


1. Sucking time away from the 20% of tasks that really need your attention and that play to your key strengths.


2. Creating mental clutter.


It would be useful to elaborate on this with an example from a company I founded, ivypoint Prep (offering undergrad college application essay editing services, Maryland Tutors, Virginia Tutors, DC Tutors, and Online Tutors).


As mentioned in a previous post regarding E-Marketing vs. E-Business, a key to success for any business operating today is mastering internet marketing - a large part of which entails Search Engine Optimization. For ivypoint's managers handling internet marketing, there are a large number of repetitive tasks that must be tended to regularly in order to stay relevant. These tasks are important enough for an Entrepreneur or Manager to consider doing on their own, but are they worth it? When looked at from the frame of Pareto's Principle, it is clear that they should be outsourced. It is worth the expense to clear your mind from the constant fog of distaste, dread, and boredom over doing such tasks (the mental clutter mentioned above) and the time suck they represent. However, this is no license to avoid being well-versed in what is being done for you.


It is often said that a Entrepreneur needs to be a jack-of-all-trades and a generalist: someone who can adequately accomplish much across many different domains at any one time (some SEO here, some Accounting there, and on and on). In reality, it is more appropriate for an Entrepreneur to be a educated jack-of-all-trades: educated on the reason behind and workings of everything that needs to be done, but able to effectively outsource and manage this work instead of taking away from the 20% of tasks that really deserve your attention. This way, the risk of getting conned, ripped off, or wasting money is managed and you are still free to do what your skills are suited for, be it strategic planning for your new consulting business or strategic baking for your new cupcakery.

Entrepreneur in Action: Michael Tao of AZN Optics

In this past week, I took the last exam of my academic life, officially finished my structured education going forward, anddd bought a new shirt. While I enjoy these last 2 weeks at Georgetown before it's off into the real world, please take a look at the great story of Entrepreneur in Action: Michael Tao.

Education:
B.S. degree in Computer Engineering from University of California, San Diego
M.S. degree in Computer Science from Cal State University Fullerton
Current Work: 

Project Manager with the Department of Defense




Background
AZN Optics was spawned through the Mercedes forums, w204 subforums to be precise. When the w204 first came out back in late 2007/early 2008, we were a small tight knit community here on MBWorld. Most of us were first time Benz owners so kind of grew up together in the brand. We would explore and mod and learn together. One thing that we all shared was a hatred for our yellowish eyebrow lighting. We searched far and wide and could not find an LED solution that would meet the needs of the w204 due to a unique characteristic no other LED retailer knew... that when you drive the car, there's a voltage shift that causes the LED to either blow or turn purple. After numerous group buys and failed promises, I was finally fed up and sourced out a manufacturer and contacted their lead engineer. Together we worked on this issue with me tapping into my limited electrical engineer background to provide him with the data that he needed to build an LED from the ground up that would suit our needs. The results were a huge success. Initially I was just planning on making one batch for all interested through a group buy, but one batch turned into two, then three as word spread and more and more people wanted these. Eventually, others of different models caught wind and started asking me what other products I carried. At that time, just that one line, but in the back of my mind, the seeds were planted on how I could transform this into a viable business. I slowly stared expanding my line and hitting up local shops who also expressed interest in my LEDs due to the positive feedback they've been hearing and my aggressive price point. The turning point was when I finally applied for sponsorship on MBWorld and started investing roughly 10-15k on this business in inventory, packaging and shipping overhead, advertising fees, and testing tools. And that was how AZN Optics was born.
AZN Optics Founder Michael Tao
AZN Optics is a side venture that I plan on growing to perhaps someday replace my current job. Right now I am able to manage both at the same time and it's actually a blessing as I can afford to take chances with AZN Optics without fear of putting myself in huge financial risk as I always have my DoD job income to fall back on. I have lots of ties to the aftermarket auto community from being on one of the largest and most publicised international Euro show teams in the world Europrojektz, which has allowed me to network with various other industry leaders. My family also owns a well established motorsports shop, Promax Motorsports which gives us a brick and morter install and distributing location. AZN Optics was born through the forums though and I draw our guiding principle from the earlier Google days motto, "Don't be evil". I make sure each and every one of my customers receive the best service. If I take a loss, that's not a problem. Money can always be made up, but reputation once tarnished, can never be made back up in my opinion. We are auto enthusiasts first and businessmen second, which resonates with our audience and directly leads to our success.
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1. Like many great companies, yours started with trying to solve an problem that was bugging you directly. How did you go about contacting different manufacturers and convincing them to work with you?
This was a long and lengthy process, but a critical one. I had contacted and worked with various manufacturers and distributors throughout the world spanning Germany, Sweden, UK, USA, Japan, Korea, and Hong Kong. At first I was working with first line distributors trying to come up with a product that would meet my needs and those of my fellow Mercedes enthusiasts. However, it quickly became apparent to me that these distributors weren't interested in expanding their product line to include anything that would meet our needs and quite honestly, didn't know crap about the technical aspect of their products. By going to automotive trade shows like SEMA, I was able to get in contact with some manufacturers who were much more interested in building something from the ground up to suit my needs. I spend several hours working with their engineers and tapping out my own electrical engineering knowledge to come up with a design that worked perfectly me. I've a great working relation with my manufacturers and have since made contact with other manufacturing facilities and work with them as well to ensure I don't have a single point of failure should something like a natural disaster strike or the plant get shut down.
2. Many part-time business owners hope to turn their side ventures into their full time source of income down the line. Do you have any quantitative or qualitative goals or benchmarks you have set for when you would transition from your DoD job to AZN Optics full time?
My plans are to grow this as a family business. Right now I'm taking the reins on this as we grow, but I'll eventually be transferring some of the control over to my wife who will continue most of the day to day operation. I don't plan on leaving my DoD job, but my wife will be leaving her medical job for this. The beauty of e-commerce is we don't need to dedicate anyone to run any office space or do any billing. Our smart phones are our offices. We leverage e-commerce tools out there to handle all our billing, and a good chunk of our shipping and receiving. Customer service calls/emails/posts get instantly forwarded to our smart phones, facilitating rapid responses.   
3. How did you go about finding a reliable manufacturer for your product, and work through issues that arise with collaborating with vendors abroad?
Trade shows really are the best way to meet manufacturers. Most distributors guard the identity of their manufacturer very closely to protect their interests which I understand, but made breaking into the industry rather difficult. Then it was just a matter of getting past their sales people to the real engineers and start brainstorming. Another difficulty I ran into was time and language. We had a very short window of opportunity to speak in person due to different time zones, and when we did talk, there were times where we had to bring out the translator to convey certain messages. They were fluent Chinese, spotty English and I was fluent English, spotty Chinese.
4. Do the majority of your sales come from individuals or via distributors? Which of these sales channels do you view as the most important to developing down the line?
Most of my sales come from individuals, but we're expanding our list of distributors both domestically and internationally. Luckily for me, I was already heavily involved with the aftermarket automotive industry so was able to hit upon several shops and distributors to carry our product line. We currently have 12 distributors domestically that carry our products and 4 internationally. They are all equally important in their own way. Distributors are important because they give me a steady rate of commerce, while individuals give me real world feedback and comments/concerns to help me make continuous improvements as well as determine what new products to bring to market.
5. What are the most effective marketing tactics or strategies one should follow in the automobile after-market parts industry?
Michael's show car
For automotive after-market parts industry, I’d have to say combination of grassroots, guerilla, and viral marketing. Technology is a wonderful thing and with tools like social networking and forums, I’m able to tap into my consumer base instantly. By offering quality products, great customer service, and reasonable pricing, word spreads virally from forum to forum, network to network, country to country. It helps that I’m not just some guy who came in and is just trying to make a buck. I’ve built a reputation over the years, even prior to starting up AZN Optics, as someone who is willing to help anyone who needs it. I’ve been in the aftermarket scene for years as well building and competing show cars. I’ve been able to leverage that good reputation towards building credibility.      
6. How have you dealt with protecting your intellectual property and lighting designs when dealing with an outside manufacturer who helped you develop your product initially?
Unfortunately, I have no way of enforcing intellectual property with my manufacturer. Although we came up with the design jointly and have a written agreement that this design will not be shared with any of their other distributors, I have no way of knowing if they do or not. And you cannot physically look at a competitor’s product and just know off the top that it’s the same as yours. You’d have to really break down each component and reverse engineer it to find out. Even if my manufacturers didn’t share my specs with others, my competitors could very easily reverse engineer my products and find out. As such, although I might have first to market, I’m not resting on my laurels. I’m continuing to make improvements to stay one step ahead.  My manufacturers also realizes this and also knows that I work with several other manufacturers and if I catch wind of possible leak, I have no problems moving to a different manufacturer, branching out improvements from whatever baseline the excommunicated manufacturer might currently have. This might not affect them in the short turn, but in the long run, their product would become obsolete.  
7. What are some things you know now that you wish you knew when starting AZN Optics, and any past mistakes that can today provide insight to other entrepreneurs?
Don’t be afraid to take calculated risks. When I first started out and for the first year of business, I had a very narrow product list. Actually, I only had one product, my 194 Wedge LED. This was because this was the specific product that I saw as a need in the Mercedes community so developed. I had many people ask me what other form of lighting I carried, and I’d have to each time turn them away to my competitors because I simply did not carry the product. To be honest, I was not sure if this was going to be a business or a hobby when I first started it, but eventually I had to make a decision as to what direction I was going to take this. I started out slowly, expanding out my inventory offerings, but eventually ramping up to where we are now and we’re still growing. We listen to what our customers want and go out and make it. The amount of revenue has tripled and quadrupled since and I look back and wish I hadn’t been afraid to take a chance and grow the business earlier. We’re looking to launch our AZN Optics HID lighting lineup soon which I’m hoping will be another boon for our business.
8. Do you have advice for those whose product depends on developing relationships with distributors (be it clothes, parts, foodstuffs, etc)?
The distributor network is kind of like a pyramid scheme…. You don’t want to be at the bottom. The closer you get to the manufacturer, the better your profits. The deeper you are in the distribution chain, the more the product will be marked up, the less you make. If you’re a first line distributor like I am, you don’t just maximize profit, you also have the flexibility of dictating pricing, manage production flow, and share/contribute in the intellectual evolution of the product line. So my advice is, don’t be a bottom feeder. Run, climb, and crawl to the top of the food chain and the opportunities will come.
9. Your educational background is in engineering. Where have you turned to learn the business skills necessary to running AZN Optics?
Although I’m an engineer by trade, I’ve always had an entrepreneur mindset. I had planned on pursuing my second masters in business administration and had taken all the requisite business courses leading up to entering the program.  I had a few small ventures with other friends that either didn’t pan out, or I left due to other interests. People might think that starting a business is easy, but there are legal and tax issues that have to be addressed. My previous ventures gave me an understanding of what it would take to get this off the ground correctly. Also, due to my engineering background, I actually worked in the past as a developer for e-commerce companies which exposed me to some of the common pitfalls (business and technical) with running an e-commerce company.
10. Does AZN Optics have any employees, and do you have advice on how to hire the right people if so?
Currently, it’s just me, but as I said, this will eventually be a family business. If we ever get to the point where we hire employees, it will probably be in the shipping and receiving end. Although most business owners hate customer service and would rather delegate that out first to whomever they hire, I thrive on it. It’s what puts me in touch with what my customers want and need, or don’t like. Complaints are just opportunities to improve and fine tune either my product or an aspect of my business. If I was to lose touch with my customers, I become stagnant. This would be the hardest thing for me to hire someone else to do. It all comes down to trust, competency, and desire when I hire. Luckily, I’m involved in the hiring process with my current DoD job building the project teams I lead, so I get to fine tune my interview and people reading skills.
11. What are some of your best practices for managing your time between your day job, AZN Optics, and the rest of your life?
This is obviously hard. There are only so many hours in the day so something has to give. I have been blessed with a wonderfully understanding wife who is willing to give me the time to devote my off hours outside my day job to manage and grow AZN Optics. My advice for others is to make sure you have a good support structure in place, be it family or friends. Sometimes that can be hard as once you make something of yourself, people seem to want to take a piece of it. Be humble, but have the resolve to be firm. Surround yourself with good people. Also, always be on the lookout for efficiencies. I’ve adopted Lean Six Sigma methodology with the mindset to not just save costs, but to gain time to spend with those important to me.
12. You are obviously following your passion for automobiles and tuning in the creation and running of your company. What advice do you have for others who want to turn their passion for something into a viable business?
If you’re blessed with the opportunity to channel your passion into a viable business, never lose sight of that passion. At times business decisions might clash with your passion, but don’t be afraid to lose some business/capital if it means not compromising your passion. Always remember, your customers share that passion and are who you were before starting your business. Never lose sight of that. Your customers will see and recognize the sacrifices you make by not selling out and you will earn their loyalty. Anyone can get a job and make a buck, but don’t squander your opportunity to marriage that with your passion.  
And finally, what are the 3 most influential books you have ever read?
Does Harry Potter and Twilight count? lol. It’s hard to say as I’ve ready so many, but probably Art of War, The Mythical Man-Month, and The Hitchhiker’s Guide to the Galaxy.
  

Point of Clarity: Thoughts on E-Marketing vs. E-Business

For some time now I have been struggling with differentiating what separates an e-business vs. any other type of business in today's world. The brick-and-mortar test is faulty. It is easy to say that a McDonalds restaurant, dentist's office, or Zara Retail store is not an e-business by virtue of having the brick-and-mortar, offline world presence. But even before the internet, there were millions of businesses that had no locations or even physical office space. Some examples include magazines and mail-order services, along the likes of GQ or Lands' End.

Now, all of these types of businesses have heavy online operations and presence. Many spend huge sums of money on improving their websites, executing effective pay-per-click advertising campaigns, and so on. But, this does not mean any would qualify strictly as an e-business. At the end of the day, they are still offering a real product or service. I would propose that even if an operation such as a magazine or newsletter recruited all or a majority of their customers from the internet, they would not qualify as a e-business.

In today's context, I believe an e-business qualifies as a venture that is comprised of the following:
  • The only product/value offered to the website visitor being information
  • Revenue derived solely from online advertising (think Google Adwords)
  • And/or revenue from the sale of affiliate products
  • And/or revenue from the sale of info-products that are delivered electronically (E-books and pamphlets, for example)
 I preface this definition with the words "today's context" because everything I can find regarding starting an e-business in this point in time, whether it be get rich schemes or legitimate guides, revolves around the above.

Almost any publication or starting an e-business starts with identifying good niche keywords that don't have too much competition on Google. From here, the plan is to create a informative blog or website that caters to this keyword, and monetize it through advertising, the sale of affiliate products relevant to the targeted keywords, or more information surrounding the keywords for a price. The marketing of these types of ventures relies around a few techniques that I will enumerate below. The heavy use of these techniques and their growing importance in the world are what originally confused me as to what truly counts as an e-business.

Now I realize that these techniques, that I will collectively call e-marketing, are necessary for ALL types of businesses. In today's age where it has been proven over and over by academia and practice that new e-marketing techniques are starting to be or are completely more effective in bringing in customers at a better ROI than traditional media, e-marketing and the business-world are inseparable. To current and future entrepreneurs, it is important to know that the following e-marketing techniques are not just for e-businesses, but for everyone. To not be left in the dust, you should begin to familiarize yourself with the following:
  • Search Engine Optimization
  • The importance of Keywords and Backlinks
  • Pay Per Click Advertising
  • Social Media and Related Advertising
  • The Growing Influence of Bloggers and the Blogosphere

Indexing: Myths and Realities

Data Credit: Se Hoon Park

"The stock market on average earns 10-11% a year."

This statement is considered common knowledge by the investment community and financial publications alike, and is particularly important to consider when thinking about following a simple Indexing strategy. Indexing revolves around the idea that for a variety of technical reasons, it is impossible to beat the market as a whole over the long term. Instead of trying to pick a few gems out of a haystack (with the gems being high performing stocks and the haystack the market) one should just own the entire stack (Analogy Credit: Benjamin Graham)! That way you are guaranteed to reap all the gains (and losses) of the market, year after year.  

From this angle, 10% looks like a pretty good return, especially when you consider the effects of compounding this growth year over year for decades and constantly contributing more capital to the plan as time goes on. But, how true is this "truism"?

We looked at returns of various indexed over multiple time frames to find out, as follows:

Index Time Period Return
Dow Jones Industrial  1932-2010 6.89%
Dow Jones Industrial  1928-1994 3.92%
S&P500  1932-2010 6.81%
S&P500  1932-1998 8.04%
NASDAQ 1971-2010 8.19%
Wilshire 5000 Full Cap  1970-2010 7.01%

We tried manipulating this data as much as possible to the market's favor in order to hit that 10% mark. This included starting from 1932 when possible (meaning buying in at the low point of the Great Depression, a perfect entry) and avoiding the tech bubble of the late 1990s. Yet, we could never get 10%, and at times even ran a return as low as 4% over the period of analysis.

These new numbers look a lot less tempting than the 10% "common knowledge" figure, especially when you take into account inflation, fees, and taxes. What this proves is the huge fallacy of Indexing that is often ignored: timing is everything. If you begin a Indexing strategy at the right time, you can look forward to decent returns over the long term. However, an ill-timed entrance or exit (like those who planned to start living off retirement savings in 2008) can prove disastrous.

Overall, I still feel Indexing is the best strategy for those who do have the time, inclination, and discipline to stick to a long term, value focused investment approach. Very rarely do Mutual Fund and Financial Advisors ever beat the market, so why spend more in fees and take on more risk when you can simply match the market?

However, for those with the time and inclination (which yield the ability to gain the knowledge of investing for value over the long term) and discipline to withstand the daily ups and downs of the market, Indexing is definitely a way to sell yourself short.

Entrepreneur in Action: Alex Rein of Kelvin Natural Slush Co.

First of all, apologies for a complete lack of posts over the summer. I was busy working in the Equity Research arm of Credit Suisse in New York City. While there, I had the pleasure of meeting Alex Rein, founder of Kelvin Natural Slush Co. What follows is an interview with Alex and more information on his slushie truck in NYC:


1. What inspired the idea for Kelvin Slush? 

I’ve always liked the slushes that were offered at convenience stores, but you get to a certain point in your life and they just seem to be too sweet and sugary, and they just have an adolescent quality about them so you stop drinking them.  I still really liked slushes, so I wanted to offer a more grown up version. 

2. What made you take the leap into entrepreneurship? If this is not your first entrepreneurial venture, what has your background been so far? Additionally, was there a key-turning point that made you decide to go after the Kelvin Slush idea and turn it into reality? 

This is my first entrepreneurial venture after working as an attorney for three years at a large corporate law firm. The idea behind Kelvin Natural Slush Co. was something I had been kicking around for several years prior to taking the leap and I really liked the concept and thought that if it were done properly it had a good chance of being successful.  It was not a business that had been tried before, but it seemed as though there would be a sizeable market of people like me who grew up drinking slushes but stopped when they hit adulthood.  I decided to go for it because my legal practice was slowing down with the downturn in the economy and I thought it would be a good opportunity to try something new.  

3. What was the hardest part of the start-up process for Kelvin Slush? 

The hardest part was that this was not only my first entrepreneurial venture but I had next to no background in food service, so I had to deal with all of the traditional first time start-up challenge as well as learn a whole new industry. 

4. How much does a big blue food truck cost nowadays? 

Everything about the Kelvin Natural Slush Co. truck was built custom, and the slush machines we have are top of the line, so it was not an inexpensive proposition.  The price of a food truck can vary dramatically depending on what  equipment is needed for what type of product.  I have read in the news that a new Mister Softee trucks can cost around $115,000.



 5. Have there been any key individuals/advisers/mentors who have  helped you along the way? 

Early on I met with an advisor at the Small Business Development Center at Baruch College named Ulas Neftci who was extremely helpful in shaping the idea and developing it into a business.  On a less formal basis, my friends and family have been very helpful and supportive throughout this process. 

 6. Why pick a truck as your main method of distribution? 

I initially thought that this would be a brick and mortar operation with a fairly small footprint, but the thought of the expense of opening up a storefront for a wholly untested concept was very scary.  The more I thought about it, the more a truck seemed to make sense.  Trucks are very popular right now, they allow a lot of flexibility, and while it was not cheap to open the truck, compared to a store it was. 

7. Since slushies are very summer-friendly, what will you do in the winter/fall? 

As this is the first winter/fall we will be in operation, I am not entirely sure.  We are going to stay open for as long as people continue to buy slushes, but we will see when that ends up being, right now I think through October at least.  I thought about trying to head south for the winter, but for this year I’m not sure that we will be able to pull it off logistically as we have been so focused on getting the operation up and running that there really has not been time to think about it seriously.  For this year we are probably going to shut down for part of the winter and focus on building the business for next spring.

 8. What are your plans for expansion? 

Again, so much of the focus right now has been on the operational side of the business. I think that once the weather cools down we will be able to spend some time thinking about expansion.  Obviously we would love to expand, but whether that means more trucks or small storefronts I am not sure, we just need to make sure that it is done in a way that makes financial sense. 

 9. How do you manage inventory with a new food venture, and know how  much of each ingredient to buy, when demand is uncertain and products can spoil? 

Inventory management has definitely been one of the operational things we have been learning on the fly.  We use a point-of-sale system in the truck to track sales on a daily and hourly basis (as well as to tell us which of our flavors are the most popular, etc.).  A truck only has so much inventory that you can carry on a given day so we started out pretty conservatively with how much inventory we would bring into the truck each day because we didn’t want to have a lot of waste.  We have been very fortunate that the reception to our product has been much greater than we could have hoped and so we have consistently had to increase the amount of inventory we carry because we were selling out of a lot of things.  This is obviously a good problem to have but we have had to be creative to figure out where to carry everything in the truck!   

10. Any key pieces of advice for aspiring entrepreneurs? 

Be flexible, because no matter how much you plan, things you do not anticipate come up and things go wrong and you will have to adjust.  Don’t be dismissive of naysayers, even if you think that their criticisms are completely unfounded, for two reasons: one, explaining to others why they are wrong about your idea is useful in developing your concept, and two, sometimes you get so enamored with your idea as a whole or an aspect of it that you may fail to see an obvious flaw.  

11. What are the 3 most influential books you have ever read?