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

>> THERE'S IN SUCH THINGS AS THE GOOD OLD DAYS.

IT'S JUST THE OLD DAYS AND THANK GOD I'M NOT THERE AGAIN.

>> ONE NIGHT NOT LONG AGO I SAID, MAMA, DO YOU KNOW WHAT A GONER IS?

NO, WHAT'S A GONER?

SHE SAID IT'S SOMEONE WHO IS GONE ALL THE TIME AND THAT'S YOU.

>> HISTORICALLY IN THE PARTNERSHIP IF THERE WAS A CONFLICT I WOULD JUST INTERNALIZE IT JUST SO I COULD REMAIN IN CONTROL OF THE SITUATION.

>> I'M NOT GOING TO HAVE TO WORRY ABOUT TBHOILS AND MAKING THAT MORTGAGE PAYMENT.

IF I FEEL LIKE GOING HOME AT 4:00 IN THE AFTERNOON AND WORK IN MY GARDEN THAT'S WHAT I'M GOING TO DO.

>> UALLY WORK ON GETTING THAT SOIL READY.

>> IF ENTREPRENEURS DON'T LET GO LIKE PARENTS NOT LETTING GO OF THEIR CHILD YOU'LL HAVE THE SAME PROBLEMS A PARENT HAS.

>> WELCOME TO VENTURING.

I'M CAROL DILLON.

OUR SERIES HAS FOCUSED ON THE NUTS AND BOLTS OF ENTREPRENEURSHIP, THE START-UP, FINANCING, THE MARKETING, THE GROWTH.

ALL THE THINGS THAT AN ENTREPRENEUR NEEDS TO DO TO BECOME SUCCESSFUL.

WE HAVE ALSO TALKED ABOUT LONG HOURS, THE RISKS, THE CHAOS, APPEARED THE PASSION AND TENACITY REQUIRED TO ACHIEVE THAT SUCCESS.

TONIGHT WE'RE GOING TO EXAMINE THE EFFECTS OF THE UNIQUE LIFE-STYLE THAT ENTREPRENEURS HAVE CHOSEN.

OVER THE YEARS ENTREPRENEURSHIP HAS BECOME TRENDY PORTRAYED IN THE MEDIA AS GLAM ROUSER, LEAVE YOUR POSS BEHIND, WORK FOR YOURSELF.

THAT MAY ALL SOUND GOOD, BUT WHAT DOES IT ALL REALLY MEAN TO THE PEOPLE INVOLVED IN ENTREPRENEURIAL VENTURE?

WE HAVE TALKED A LOT ABOUT DEVELOPING A GOOD BUSINESS PLAN, OF HOW IMPORTANT IT IS TO LOOK AT THE DEMANDS OF YOUR PARTICULAR BUSINESS AND INDUSTRY.

AND HOW YOU'RE GOING TO ADDRESS THOSE DEMANDS.

MOST ENTREPRENEURS LOOK AT THESE DEMANDS FROM A FINANCIAL AND OPERATIONAL POINT OF VIEW.

BUT AS ENTREPRENEURS JIM WILLIAMS AND SUSAN DOLL LENMEYER DISCOVERED THERE'S AN EQUALLY IMPORTANT ELEMENT TO PLAN FOR THAT MANY PEOPLE NEGLECT.

THE PERSONAL SIDE.

>> A LOT OF PEOPLE MYSELF INCLUDED VIEW THE START-UP OF A COMPANY, THE ENTREPRENEURIAL ACTIVITY ONLY IN LINES OF A HORATIO ALGER RAGS TO RICHES CINDERELLA FAIRY TALE, WONDERFUL, ROMANTIC DREAM.

AND IN THE PARLANCE OF THE STREET THAT'S A CROCK.

I LOOK BACK ON THE START-UP DAYS.

THERE'S NO SUCH THINGS AS THE GOOD OLD DAYS.

IT'S JUST THE OLD DAYS.

THANK GOD I'M NOT THERE AGAIN.

WHAT YOU DON'T HEAR ABOUT IS THE IN BETWEEN TIME, THE SEVEN DAYS A WEEK 18 HOUR DAYS LITERALLY SOME 24 HOUR DAYS, MISSING HIGH SCHOOL PLAYS OR YOUR KIDS GROWING UP OR -- AND THE DAILY STRESS AND ANXIETY OF HAVING LEFT A WONDERFUL PAYING JOB AND NOW YOU'RE ON YOUR OWN AND YOU HAVE NO INCOME FOR SIX MONTHS AND THE THOUGHT OF LOSING YOUR HOUSE, THAT'S STRESS.

I THOUGHT VERY QUICKLY THAT I COULDN'T HANDLE STRESS VERY WELL SO I TOOK THE BUSINESSMAN'S SHORTCUT TO HEADACHES AND THAT'S DRY MARTINIS.

THEY CERTAINLY SOLVE THE PAIN OF THE MOMENT BECAUSE NEXT MORNING THE PROBLEMS ARE STILL THERE.

THAT'S BEEN MY HARDEST THING TO DEAL WITH, COMING BACK TO THE COST ON MY OWN PERSONAL HEALTH AND THE COST TO MY FAMILY.

I HAVE ENDED UP SEPARATED FROM MY WIFE NOW FOR A LITTLE OVER A YEAR, AND I THINK MY KIDS, THEY ARE BOTH TEENAGERS NOW, ACTUALLY RESENT MTEC, BECAUSE IT HAS TAKEN ME AWAY FROM THEM.

AS MY DAUGHTER APPROACHES COLLEGE AGE AND BASICALLY IT LOOKS LIKE HER EDUCATION IS ESSENTIALLY PAID FOR THROUGH THE VALUE OF STOCKY HAVE GIVEN HER, SHE DOESN'T CARE.

SHE'S MISSED HER DAD.

THAT'S REAL.

IT'S HEART-WRENCHING.

>> WHAT HAPPENED TO OUR PROJECTED THREE GRAND OR WHATEVER THE HELL IT WAS GOING TO BE?

>> ONE OF THE STRESSES I HAVE HAD TO DEAL WITH IS HAVING TO FIRE OR LAY SOMEONE OFF.

JUST RECENTLY WE HAD TO BECAUSE OF THE SO-CALLED VELVET RECESSION THAT WE'RE IN WE HAD TO CUT FIVE PEOPLE OUT OF OUR WORK FORCE OF 65 PEOPLE.

I KNEW THAT HAD TO BE DONE AND IT TOOK ME TWO WEEKS TO CALM DOWN ENOUGH TO DO IT.

THAT'S STRESS.

>> I SPEND MOST OF MY TIME VACILLATING BETWEEN BEING ELATED AND TERRIFIED.

THE ELATION THAT COMES ALONG WITH BUILDING A COMPANY FROM ABSOLUTELY NOTHING AND TAKING PRIDE IN THE FACT THAT I'M BALANCING IT WITH MY FAMILY AND THAT I DO HAVE TWO BEAUTIFUL, WONDERFUL, BRIGHT, CREATIVE CHILDREN, IS FANTASTIC.

THE TERRIFYING PART IS THAT YOUR WHOLE LIFE IS ON THE LINE EVERY SINGLE DAY, AND KEEPING A PERSPECTIVE ON THAT IS AN EXERCISE.

WHEN YOU HAVE A BAD WEEK IN SALES OR SOME CATASTROPHE HAPPENS IN WORK IT'S NOT JUST HAPPENING FOR THAT DAY, IT TOUCHES THAT FOUNDATION OF YOUR LIFE THAT SENDS THE CHILL THROUGH YOU.

I DO NOT SCHEDULE ANY MORE SOCIAL THINGS WITH FRIENDS, THEY ARE PRACTICALLY NONEXISTENT ANY MORE.

IT'S WORK AND FAMILY.

THAT'S IT.

>> HAVE YOU EVER WONDERED WHY THE FROG HAS NO TAIL OR WHY THE SQUIRREL'S TAIL IS BENT?

>> MY SPECIAL TIME WITH MY CHILDREN IS IN THE EVENING AFTER DINNER WE GO UPSTAIRS TO BED AND READ.

ONE NIGHT NOT LONG AGO IVY SAID TO ME, MA, DO YOU KNOW WHAT A DONOR IS?

I SAID, NO, WHAT'S A GONE CENTER SHE SAID IT'S SOMEONE WHO IS GONE ALL THE TIME AND THAT'S YOU.

I JUST REALLY RECOILED FROM THAT.

IT WAS VERY, VERY PAINFUL FOR ME TO HAIR THAT.

TO HEAR THAT.

I THINK THAT IT'S A COMPROMISE BOTH GET COMPROMISED.

IF YOU WANT TO DO BOTH THEN YOU BETTER UNDERSTAND THAT FROM THE VERY BEGINNING THAT THE MYTH THAT YOU CAN HAVE IT ALL IS EXACTLY THAT.

IT CANNOT BE DONE.

ONE OF THE MOST DIFFICULT ISSUES FOR ME AS FAR AS BEING AN ENTREPRENEUR IS BEING AN EMPLOYER AND HAVING SO MANY PEOPLE WORKING FOR ME.

THAT HAS BEEN A REALLY HARD THING FOR ME TO FACE THAT I CANNOT HAVE A PERSONAL RELATIONSHIP WITH ALL THESE PEOPLE, THAT I HAVE TO DRAW THE LINE BETWEEN MYSELF AND THEM, ESPECIALLY THE ONES THAT HAVE BEEN THE MORE RECENTLY HIRED, THAT I CANNOT HAVE THAT BOND THAT I WOULD LIKE TO HAVE THAT I HAD INITIALLY WITH MY FIRST FEW EMPLOYEES.

IF I WERE TO GIVE ADVICE TO SOMEONE ABOUT HOW TO MAKE IT ALL WORK, THE BIGGEST THING THAT I WOULD APPROACH IS TO SAY DON'T FEEL GUILTY.

THE WHOLE GUILT THING, GUILT THAT YOU'RE NOT RUNNING YOUR BUSINESS CORRECTLY, NOT PAYING ENOUGH ATTENTION TO YOUR HUSBAND, YOUR CHILDREN, THE REST OF THE YOUR FAMILY.

YOU HAVE TO LEARN TO ACCEPT THAT THAT IS THE WAY IT'S GOING TO BE AND YOU'RE DOING THE BEST YOU CAN AND YOU'RE DOING WHAT YOU WANT TO DO, AND IT WAS YOUR CHOICE AND YOU MADE IT, SO GO WITH IT.

>> WE ALL KNOW ABOUT THE FINANCIAL RISK AND REWARD OF RUNNING A BUSINESS.

JUST AS IMPORTANT IS THE PSYCHOLOGICAL RISK AND REWARD.

FOR THE SUCCESS OF YOUR BUSINESS YOU HAVE TO PAY EQUAL ATTENTION TO BOTH.

EALY ON YOU SHOULD DEVELOP A PLAN FOR HOW YOU'RE GOING TO COPE WITH THE ROLLER COASTER RIDE.

NOT ALL ENTREPRENEURS CHOOSE TO GO IT ALONE.

IN FACT, RESEARCH IS SHOWING THOSE WHO DON'T GO IT ALONE HAVE AN INCREASED CHANCE FOR SUCCESSFUL GROWTH.

FOR SOME LIKE ALISON HOOPER AND BOB REESE OF VERMONT BUTTER AND CHEESE THAT MEANS PARTNERSHIP.

SHARING THE RESPONSIBILITY HAS OBVIOUS BENEFITS BUT IT ALSO BRINGS NEW CHALLENGES.

>> SEVEN YEARS AGO BOB AND I STARTED VERMONT BUTTER AND CHEESE COMPANY WITH OUR FARNES.

BOB AND I WERE THE TWO THAT REMAIN.

WE BOUGHT THE TWO OUT AFTER THE FIRST YEAR.

THE DIVISION OF LABOR IS PRETTY SIMPLE.

IT WAS PRETTY OBVIOUS FROM THE BEGINNING.

SIMPLY BECAUSE I HAD LEARNED TO MAKE THE CHEESE IN FRANCE AND BOB HAD AN MBA, SO THAT WAS OBVIOUS.

BUT AS WE GREW AND THE BUSINESS BEGAN TO GET MORE COMPLICATED AND WE RAN INTO PROBLEMS, CLEARLY AS AN OWNER OF THE BUSINESS IT WAS VERY IRRESPONSIBLE FOR ME TO THINK OR FOR BOB TO THINK THAT, WELL, THAT'S MANUFACTURING, THAT'S NOT MY PROBLEM, OR FOR ME TO THINK, THAT'S MARKETING, IT'S NOT MY PROBLEM.

IN A PARTNERSHIP IT'S VERY EASY TO LET THE OTHER GUY BE THE FALL GUY.

LET THEM MAKE THE HARD DECISIONS AND IF THINGS DON'T GO RIGHT LET THEM TAKE THE BLAME RATHER THAN SAY, WELL, THIS IS MY COMPANY TOO, AND IF IT'S GOING TO WORK I NEED TO BE THERE TO MAKE IT HAPPEN.

>> I THINK THAT YOU MUST HAVE A SPECIAL RELATIONSHIP WITH A PARTNER.

IT GOES BEYOND THE TRUST OF WHETHER THEY ARE PERFORMING THEIR JOBS AND WHETHER THEY ARE RESPONSIBLE TO THE OVER ALL GOALS OF THE COMPANY.

I THINK THAT IT'S KNOWING THAT YOU CAN CALL THEM UP IN THE MIDDLE OF THE NIGHT, WAKE THEM UP, GET THEM OUT OF BED, SAY I'VE GOT A GREAT IDEA.

>> WE COME FROM DIFFERENT PERSPECTIVES.

WE LOOK AT THINGS DIFFERENTLY, THEREFORE IT GIVES US AN OPPORTUNITY TO REALLY TAKE AN ISSUE AND ANALYZE IT FROM EVERY ANGLE AND COME UP WITH A SUITABLE SOLUTION.

HISTORICALLY, IN THE PARTNERSHIP, IF THERE WAS A CONFLICT I WOULD JUST INTERNALIZE IT, JUST SO THAT I COULD REMAIN IN CONTROL OF THE SITUATION.

PROBABLY CHANGE MY BEHAVIOR OR JUST DECIDE THAT THAT WAS NOT MY AREA OF EXPERTISE.

NOW I TEND TO VOICE MY OPINIONS MORE FREELY, MY EMOTIONS MORE FREELY, KNOWING THAT THE NET RESULT IS PROBABLY GOING TO BE SOMETHING POSITIVE RATHER THAN BOB WALKING OUT THE DOOR SAYING THE PARTNERSHIP IS OVER, YOU'VE INSULTED ME, I'VE HAD IT.

WE PUSH EACH OTHER BECAUSE WE OURSELVES WANT THE BUSINESS TO WORK.

IF I DIDN'T HAVE A PARTNER CRITICIZING ME AND IN A SUPPORTIVE WAY, SAYING, LOOK, ALLISON, I KNOW YOU CAN GO THE NEXT STEP, THEN MAYBE I WOULD THINK IT COULDN'T BE DONE OR THAT I WASN'T CAPABLE OF DOING IT.

>> IT'S ALMOST AS IF WE HAVE FOUR EYES NOW.

ONE EYE ON MANUFACTURING, ANOTHER EYE ON MARKETING AND SALES, AND WE HAVE TWO MORE EYES LEFT OVER FOR THE BOTTOM LINE.

WE ANALYZE THOSE TOGETHER.

I THINK WE'RE STARTING MORE AND MORE AS WE HAVE GROWN AS A COMPANY WE'RE STARTING TO UNDERSTAND THAT IT'S NOT AS IMPORTANT TO INCREASE SALES IT'S MORE IMPORTANT TO INCREASE OUR PROFITS.

WE'RE LEARNING WAYS TO DO THAT.

ALLISON AND I HAVE AN PARTNERSHIP AND AN AGREEMENT, AND I THINK THE AGREEMENT WAS PUT TOGETHER SO THAT IF OUR PARTNERSHIP DISSOLVED THE COMPANY WILL CONTINUE.

AND THE MOST INTERESTING PART ABOUT THE AGREEMENT TO ME IS THAT WE HAVE TO SIT DOWN AND DISCUSS ALL THE SCENARIOS, ALL THE DIFFERENT OPTIONS THAT WOULD TAKE PLACE.

IT'S NOT JUST A DEATH BENEFIT, IT HAS A LOT TO DO WITH OUR MUTUAL GOALS, WHETHER SHORT TERM OR LONG TERM, WHETHER THE COMPANY WILL CONTINUE AFTER SOMETHING HAPPENS, WHETHER IT'S A DEATH, WHETHER ONE DECIDES TO LEAVE.

YOU ARE ADDRESSING THOSE KEY ISSUES IN A BUSINESS SUCH AS OURS WHERE WE HAVE A SUBSTANTIAL EQUITY POSITION NOW, IT'S VERY IMPORTANT.

>> PARTNERSHIPS CAN BE VERY DIFFICULT.

IN FACT, TWO-THIRDS OF BUSINESS PARTNERSHIPS FAIL.

IT'S EASY TO UNDERSTAND WHY.

BECAUSE IT'S REALLY LIKE A MARRIAGE.

YOU'RE TIED TOGETHER EMOTIONALLY AS WELL AS FINANCIALLY.

IN WRITING YOUR PARTNERSHIP AGREEMENT, DON'T FORGET TO ADDRESS PERSONAL GOALS AND VALUES AS WELL AS FINANCIAL AND TERMINATION ISSUES.

WHAT IF YOUR PARTNER WAS YOUR PARENT OR SIBLING, A FAMILY BUSINESS?

TO MANY PEOPLE THIS CONJURES UP A ROMANTIC IMAGE OF A CLOSE, SUPPORTIVE WORK ENVIRONMENT.

BUT WHAT IS IT LIKE TO HAVE NO SEPARATION BETWEEN YOUR PERSONAL AND YOUR BUSINESS LIFE?

SAM CUTTING AND SAM CONSULTING, THIRD AND FOURTH, ARE DEALING WITH THIS DELICATE BALANCE IN THEIR FAMILY OWNED BUSINESS.

>> I STILL LOOK AT DACO N FARM AS A REAL FARM, NOT JUST A RETAIL STORE.

WE DO OUR OWN SYRUP, WE PACK EVERY DROP OF T. OUR CHEESE IS ALL SELECTED BY ME.

WE DON'T JUST BUY IT OFF A TRUCK OR FROM A SALESMAN.

OUR MEATS ARE ALL SMOKED HERE ON THE FARM.

THE BIGGEST PART OF THE FARM IS WE'RE A DIRECT MARKETING BUSINESS.

WE SHIP NEARLY HALF A MILLION CATALOGS A YEAR AND WE PACK AND PRODUCE ABOUT 23,000 MAIL ORDERS A YEAR.

IT WAS MY BABY, MY WIFE AND I PUT IN SEVEN DAYS A WEEK FOR 20 YEARS.

WE WERE VERY PROUD THAT SAM WAS COMING TO WORK IN THE BUSINESS.

BUT WE BOTH KNOW THAT A FATHER-SON SITUATION BOTH OF YOU HAVE TO GIVE AND TAKE.

WHEN A SON COMES TO A BUSINESS MUCH LIKE A DAIRY FARM ALL OF A SUDDEN YOU GO FROM A ONE-INCOME BUSINESS TO A TWO-INCOME BUSINESS.

INSTEAD OF A STEADY, SLOW GROWTH LIKE WE HAD ALWAYS HAD HAS TO BE A BIG STEP, AN EXPENSIVE STEP.

>> WORKING WITH MY FATHER WAS WE GOT ALONG QUITE WELL IN THE BEGINNING, BUT AFTER A PERIOD OF TIME I HAD DIFFERENT IDEAS ABOUT WAYS TO DO THINGS, AND THERE STARTED TO BE SOME CONFLICT.

I SAW THAT I HAD TO SPEND MORE TIME IN MY OFFICE AND NOT HAVING TO BE THERE EVERY TIME THEY CANNED SYRUP OR WHACKED CHEESE.

IT WAS HARD FOR ME TO UNDERSTAND, A PERSON THAT NEVER SPENT ANY TIME IN THE OFFICE, WHAT WAS SO DARN IMPORTANT ABOUT THAT OFFICE.

IMPORTANT THING FOR ME WAS TO GET THE BEST SYRUP THAT WE COULD INTO THAT CAN.

OF COURSE IT TURNED OUT THAT WE WOULD NEVER BE WHERE WE ARE TODAY IF SAM HADN'T SPENT THAT TIME IN THE OFFICE.

I THINK AS FAR AS MAJOR DECISIONS GO, THROUGH THE PAST TEN YEARS, THAT I NEVER SAID NO TO ANYTHING THAT HE WANTED TO DO.

I TRIED TO GET HIM NOT TO DO IT BUT I NEVER EMPHATICALLY SAY NO, YOU CAN'T DO THAT.

>> MY SISTER GOT INVOLVED WITH THE BUSINESS AFTER I HAD BEEN HERE ABOUT SEVEN YEARS.

IT WAS VERY, VERY TOUGH.

IN FACT THAT WAS ABOUT THE ONLY TIME I EVER CONSIDERED LEAVING THE FAMILY BUSINESS.

I FELT THAT THE PAY THAT SHE WAS GETTING WAS TOO HIGH FOR WHAT SHE WAS CONTRIBUTING.

I WOULD TELL HER TO DO THINGS BECAUSE I WAS AT THAT POINT PRETTY MUCH SECOND IN COMMAND, AND SHE WOULD IGNORE EVERYTHING I SAID.

THE CONFLICT WITH MY SISTER WAS PRETTY MUCH RESOLVED WHEN SHE WENT TO THE CHAMPLAIN MILL, OUR SECOND STORE, AND SHE LEFT THIS SAME BUILDING THAT I WAS IN.

>> THAT TURNED OUT TO BE A SUPER DECISION BECAUSE HER FIRST YEAR GOT THE TWO OF THEM AWAY FROM EACH OTHER, THE BROTHER-SISTER SITUATION.

BUT HER FIRST YEAR THERE SHE INCREASED SALES UP THERE 30%.

30%.

>> WE HAVE A VERY WELL THOUGHT OUT PLAN TO TURN THE BUSINESS OVER.

THE MAJOR THING RIGHT NOW IS THAT AT MY AGE AND MY INVESTMENT, THE THING I'M INTERESTED IN MOST IS THAT MY WIFE AND I ARE SECURE, SO WE DON'T WANT OUR NAME ON ANY BUSINESS DEBT.

>> I CERTAINLY WOULD SUGGEST TO ANYONE THAT IS IN A POSITION THAT WE'RE IN TO SEEK ADVICE OF PROFESSIONALS.

WE FEEL VERY CONFIDENT WE HAVE A GOOD WILL, WE HAVE HAD HELP IN TURNING THIS BUSINESS OVER SO THERE WON'T BE TAX IMPLICATIONS.

AND I THINK WE'RE BOTH COMFORTABLE WITH IT.

I'M NOT AFRAID AT ALL TO TAKE OVER THIS BUSINESS.

I HAVE BEEN HERE FOR 12 YEARS.

I UNDERSTAND IT VERY WELL.

NOW IT'S REALLY ON A PROFITABLE TRACK.

I REALLY FEEL THAT I HAVE FIGURED OUT HOW TO MAKE MONEY, NOT JUST HOW TO INCREASE SALES.

>> THE TRANSITION TO ME FEELS LIKE, CATHOLIC CHURCH HECATHOLIC CHURCH!

LET HIM WORRY ABOUT IT.

I CAN STILL COME DOWN HERE AND DO MY THING AND I ONE BE BORED AND I WON'T BE PACING AROUND THE HOUSE.

I'M NOT GOING TO HAVE TO WORRY ABOUT THOSE BILLS OR MAKING THAT MORTGAGE PAYMENT.

IF I FEEL LIKE GOING HOME AT 4:00 P.M.

AND WORKING IN MY GARDEN THAT'S WHAT I'M GOING TO DO AND SAM KNOWS THAT.

>> IN ANY BUSINESS THERE ARE BOUND TO GO DIFFERING OPINIONS AND POINTS OF VIEW BUT WITH FAMILIES IT CAN BE WHAT'S CALLED FAMILY BAGGAGE.

IT MAY BE A VERY GOOD IDEA TO BRING IN OUTSIDE HELP.

ONCE AGAIN IT'S TIME TO CHECK IN WITH THE SNACK FOOD VENTURE WE HAVE BEEN FOLLOWING EACH WEEK.

THIS WEEK THEY ARE MEETING WITH A SUPPLIER, NICK KOHLS OF SHELBURNE ORCHARDS.

THEN THEY ARE GOING TO STOP BY AND TEST THEIR COMPOSTABLE BAGS.

>> THE SOIL IS OUR MAIN CONCERN.

REALLY WORK ON GETTING THAT SOIL ALIVE.

THE REST BASICALLY JUST FOLLOWS.

>> WELL, ECOLOGICAL IS DEFINITELY A PHILOSOPHY OF GROWING.

AS OPPOSED TO ORGANIC STANDARDS ARE MORE A SET OF RULES OF WHAT YOU CAN AND CAN'T USE.

NOT NECESSARILY PHILOSOPHY.

>> NOT NECESSARILY BETTER?

>> NOT NECESSARILY BETTER AT THIS POINT.

FOR GROWING APPLES IN THIS PART OF THE COUNTRY ECOLOGICAL IS BETTER PROGRAM.

THIS IS THE OLD PACKING HOUSE.

THIS IS WHERE THEY GET DUMPED AND THEY GO THROUGH.

WE START OUT ALL THE COALS THAT GO INTO THE BINS.

THERE'S ANOTHER ONE OVER HERE.

>> WHERE IS YOUR STORAGE?

>> THERE'S THREE ROOMS.

ONE THERE, DOWN THIS SIDE.

>> UH-HUH.

>> YOU EXPECT TO BE OUT OF APPLES IN -- >> WELL, PROBABLY WE'LL HAVE APPLES HERE INTO END OF FEBRUARY.

WE OPEN OUR CONTROLLED ATMOSPHERE ROOM RIGHT WHEN IT COMES TERMS IN MID JANUARY.

THEN WE HAVE A MONTH, A LITTLE MORE THAN A MONTH TO GET THOSE PACKED OUT.

BUT SOME OF THE BIGGER ORCHARDS OPEN ROOMS THEN BUT THEY ALSO OPEN THEM IN APRIL, MAY SOMETIMES.

THOSE APPLES WILL STAY CRISP AND FRESH RIGHT INTO THE SUMMER.

THOSE ARE THE ONES WE TRY TO GET TO STORE HERE FOR YOU TO LAST UNTIL NEXT HARVEST.

>> IT'S BEEN TEN DAYS.

IT'S STARTING, YOU CAN SEE WHERE IT'S TURNING BROWN.

IT'S PRETTY SOFT.

THAT'S AFTER TEN DAYS, ABOUT?

>> YES.

>> IT'S SUPPOSED TO TAKE HOW LONG DOES THE PILE USUALLY TAKE TO COMPOST, FIVE WEEKS?

>> NO, THREE, FOUR WEEKS.

>> THREE TO FOUR WEEKS.

>> YES.

>> INTERESTING TO SEE WHAT'S HAPPENED TO THIS AFTER TEN DAYS AND I'LL LOOK FORWARD TO SEEING WHAT HAPPENS TO IT AFTER A LONGER PERIOD OF TIME.

>> THERE'S STILL TWO OTHER SAMPLES IN THE PILE.

SO WE CAN WAIT UNTIL LATER ON,% COUPLE WEEKS, DIG ONE OUT AND SEE THE DIFFERENCE.

>> THIS BAG IS VERY SOFT AND GETTING STRETCHY.

>> THAT'S RIGHT.

>> I CAN ACTUALLY SEE IT.

>> YEAH.

THIS DOES DEMONSTRATE THAT SOLID WASTE CAN BE COMPOSTED.

IT SHOULD BE.

>> RIGHT.

I REALLY THINK YOUR EFFORTS ARE GREAT.

HOPE THAT WITH EFFORTS LIKE YOURS AND OTHERS THAT WE REALLY WILL BE ABLE TO MAKE COMPOSTING A VIABLE ALTERNATIVE TOP HANDLING OUR SOLID WASTE PROBLEMS.

>> MORE THAN EVER BEFORE TODAY'S ENTREPRENEURS HAVE TO BE CONCERNED ABOUT THE QUALITY OF THEIR PRODUCTS, AND LONG TERM EFFECT THEY MAY HAVE ON THE ENVIRONMENT.

IT'S NO LONGER ENOUGH TO COME UP WITH A SLICK ADVERTISING CAMPAIGN TO CAPTURE THE CONSUMER.

YOU HAVE TO GUARANTEE THAT THE PRODUCT DOES EXACTLY WHAT YOU PROMISED.

THIS QUALITY CONTROL FROM SUPPLIERS THROUGH TO END PRODUCT HAS TO BE THE PRIMARY FOCUS FOR A COMPANY TO GROW AND TO REMAIN COMPETITIVE.

AS FINAL VISIT TONIGHT IS WITH A MAN WHO HAS SPENT YEARS WORKING WITH ENTREPRENEURS.

HIS NAME IS PETER RAYBOW.

HE CALLS HIMSELF A HUMAN RESOURCE SPECIALIST.

IN OTHER WORDS, HE CAN HELP BUSINESSES WITH THEIR PEOPLE ISSUES AND HE HAS FASCINATING THOUGHTS ON THE PERSONAL SIDE OF ENTREPRENEURSHIP.

>> THEY GET SO FOCUSED ON THE TASK THAT THEY FORGET THERE ARE OTHER PEOPLE, ESPECIALLY FAMILY.

AND FAMILIES ARE OFTEN THE FIRST VICTIMS IN AN ENTREPRENEURSHIP'S QUEST FOR SUCCESS.

THAT STARTS A WHOLE CYCLE OF THE DOWNSIDE OF ENTREPRENEURISM.

THEN GUILT STARTS TO SET IN FOR WHAT I DIDN'T DO.

THE SUCCESS OF THE BUSINESS IS NO LONGER ENOUGH TO KEEP ME GOING AND THE GUILT TAKES OVER AND I FIND OTHER WAYS TO DEAL WITH THE DIFFICULT USUALLY NOT CONSTRUCTIVE, THEY LEAD US INTO DYSFUNCTIONAL BEHAVIORS LIKE ALCOHOLISM, DRUGS A AND OVEREATING.

WE HAVE AN UNHEALTHY PERSON LEADING AN ORGANIZATION.

IT'S AN ENTIRE CYCLE.

YOU KNOW TO KEEP A PARTNERSHIP REALLY HEALTHY, I HAVE REALLY ONE WORD THAT'S SO SIMPLE THAT IT ALMOST SOUNDS SILLY OR SIMPLISTIC.

IMPLEMENTING IT IS THE MOST DIFFICULT TASK AND WHEN IT'S DONE WELL IS THE CORE TO MAKING THAT PARTNERSHIP WORK.

IT'S CALLED RESPECT FOR EACH OTHER.

IF YOU CAN LEARN TO RESPECT YOUR PARTNER AND BY DEFINITION RESPECT MEANS IF YOU CAN LEARN FROM THE OTHER, YOU HAVE THE FOUNDATION FOR A HEALTHY RELATIONSHIP.

EVERYTHING ELSE BUILDS ON THAT.

THE KEY ISSUE FOR ME IN A FAMILY BUSINESS IS YOU HAVE ALL THE PLAYERS PRESENT.

THAT'S A VERY CRITICAL ISSUE.

AND WHAT HAPPENS IN A THAT THERE'S OFTEN A CONFUSION OF THE SYSTEMS THEY ARE IN AND THE ROLES THEY PLAY.

IF I'M DEALING WITH THE SON AND THE FATHER AM I DEALING WITH THEM AS THE SALES MANAGER AND THE PRESIDENT OR AM I DEALING WITH THEM AS THE SON AND THE FATHER?

THERE ARE THINGS THAT NEED TO BE DONE AS YOU HELP AN ORGANIZATION GROW.

YOU TEACH IT THINGS LIKE YOU DO A CHILD.

YOU SCHOOL IT, YOU SKILL IT.

YOU GIVE IT A SENSE OF DIRECTION.

THEN AT SOME POINT YOU HAVE TO LET IT GO AND BE ITS OWN PERSON.

ORGANIZATIONS DON'T RUN BY THEMSELVES SO YOU TRANSFER THE AUTHORITY AND THE RESPONSIBILITY AND YOU GIVE IT, YOU ALLOW THE ORGANIZATION TO BECOME WHAT IT CAN BECOME AND WHAT IT NEEDS TO BECOME WITH THE HELP OF ALL THOSE GUYS, VERY MUCH LIKE A CHILD, BUT IT ALL BEGINS AT THE BEGINNING.

IF ENTREPRENEURS DON'T LET GO LIKE PARENTS NOT LETTING GO OF THEIR CHILD YOU'RE GOING TO HAVE THE SAME PROBLEMS THAT A PARENT HAS WHEN THEY DON'T LET THEIR KID GROW UP AND GO AWAY.

THEY ALL WANT TO WIN.

THEY ARE NOT IN THIS TO LOSE BUT THERE'S ALMOST A RECOGNITION AMONGST THE SUCCESSFUL ONES THAT THERE'S NO SUCH THINGS AS MISTAKES, AS FAILURE.

IT'S BECOME KIND OF THE IDIOM OF THE PROFESSION AT THIS POINT THAT FAILURE SIMPLY MEANS ANOTHER WAY TO LEARN OR MISTAKES ARE JUST ANOTHER OPPORTUNITY.

OKAY, THAT'S ALL SLANG AT THIS POINT BUT THE REALITY IS I THINK IT'S TRUE.

>> ENTREPRENEURS DO SEEM TO HAVE A DIFFERENT PHILOSOPHY ABOUT HOW THEY VIEW MAKING MISTAKES AND FAILURE.

THEY VIEW FAILURE MORE IN TERMS OF NOT ACHIEVING EXPECTED RESULTS INSTEAD OF DWELLING ON PERSONAL INADEQUACIES.

THEY ARE NOT DEFEATED.

THE ENTREPRENEURIAL LIFE-STYLE IS NOT FOR EVERYONE.

THERE ARE ENORMOUS PRESSURES AND OPERATING UNCERTAINTY WHETHER YOU'RE A SOLE PROPRIETOR IN A FAMILY OWNED BUSINESS, A PARTNER OR PART OF A TEAM YOU HAVE TO FINDS A WAY TO COPE AND EFFECTIVELY MANAGE.

IT HAS TO DEVELOP A GOOD SENSE OF SELF-AWARENESS AND KNOW THE PARTICULAR NEEDS AND PRESSURES OF OPERATING A BUSINESS IN YOUR CHOSEN INDUSTRY.

IT IS CHALLENGING, BUT MOST WILL TELL YOU IT'S WORTH IT.

NEXT WEEK IS OUR FINAL SHOW.

WE'LL HEAR FROM ENTREPRENEURS WHO HAVE SUCCEEDED BEYOND THEIR WILDEST DREAMS.

THEY WILL SHARE WITH US THEIR THOUGHTS ON SUCCESS AND HOW THEY HAVE BECOME LEADERS IN THEIR RESPECTIVE INDUSTRIES.

THEY ARE INNOVATORS.

THEY HAVE MADE DRAMATIC CHANGES IN THEIR OWN COMPANIES AND THEY WANT TO CHANGE THE WAY THE WORLD DOES BUSINESS.

THAT'S VENTURING.

I'M CAROL DILLON.

SEE YOU NEXT WEEK.

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

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