Wanting to Market via Social Media - Start with Customer Service

I had an amazing experience with a major telecoms company who shall remain nameless. As the story goes, somewhere in a very dark boardroom, months ago a decision was made to change their High Definition channel lineup and that long time customers would be grandfathered to keep the full lineup at the same price. Unless, that is, they made ANY changes to their account. I say very dark boardroom, because no one thought to exclude the addition of a high definition set top box to the potential loss of the high definition channels. Fast forward six months to this week. We lose nearly all of our HD channels and can't figure out why. We are told that there was a realignment some time ago and it just hit us this week.

Social media to the rescue, I immediately search Twitter for other disgruntled customers (finding none) and can't imagine that I'm the only account in the US to have gone through this, if indeed a new policy was put in place, stripping channels but not reducing the cost appropriately.

Enter "Chris", the rep on Twitter for said company. He listened, he researched, he found out the sad news about the very dark boardroom decisions and still said that he'd go to bat for me.

Now, if said telecoms company had tried to "market" to me via social media, espousing the virtues of their HD program, I would had "unfollowed" them so fast... and appealed immediately to their competitor to see if they were interested in a new customer.

But Chris saved the day. He negotiated a "loyal customer discount" for us that more than covers the return of our HD lineup. [unbeknownst to me my husband had already agreed through normal customer service channels to pay the upgrade)

A few days ago I was ready to bail on this company. Today I'm not only happy, but tweeting about the virtues of Chris, the Twitter rep. And, ordering a new HD set top box for my mother-in-law across the street.

Thinking about marketing online? Start with revolutionizing your customer service first. Read What Would Google Do if you want more reasons why this is a great strategy.

Get UNSTUCK today - Purchase Libby Gill's new book on Amazon and she will make it worth your while

TODAY is the day! I want to help my friend and colleague Libby Gill get her terrific new book, You Unstuck: Mastering the New Rules of Risk-taking in Work and Life, to #1 on Amazon. In order to do that, I need your help and Libby wants to make it worth your while.

Go to http://youunstuck.com/amazon/ to buy You Unstuck on Amazon.com TODAY. As a thank you for purchasing the book on 9/24 Libby will be giving you some amazing high-quality free bonuses including:

• Every single person who buys a book on 9/24 will receive three months free membership in Libby’s Accountability Club. That’s her monthly group call where she features conversations with cutting-edge experts in the field of life change, followed by a one-hour group coaching session – personally led by Libby. You’ll realize your vision of success, one Monthly Milestone at a time. This is a $75.00 value.

• Anyone who buys 25 or more copies of You Unstuck will receive a free one-hour coaching/consulting session. The phone session, which can be used by an individual or group, is a $500 value.

• Whoever buys the most books from Amazon on September 24th – and this includes companies – gets a day-long consulting session absolutely free. It will take place by phone – or fly Libby in and she’ll lead the session in person! This is a $7,500 value.

The book is incredibly practical and right on target, so if you have felt even a little bit "stuck" where you are in your life (whether professionally or personally) you should order her book.

I was so inspired by Libby’s generosity, I decided to add a bonus of my own. So, just for reading this email and acting on Libby’s special promotion, I’ll give a free membership to my Word of Mouth Media Book Club Relationship Ladder Series (a $49 value) to anyone that sends me the purchase confirmation from Amazon to womm@solutionz.com.

Here’s just a just a small sampling of the advance praise for her book:

"Are you in a rut? Is your gut reaction to change a negative response? In You Unstuck, Libby Gill will help you understand the way you look at risk-taking so you can start moving past your fears and excuses, toward success. This book is a powerful tool if you know you need to change but don't know how. Read You Unstuck and get your life back on track!"
-Ken Blanchard, coauthor of The One Minute Manager® and Leading at a Higher Level

"This is a great book! If you've been feeling stuck in some area of your life, You Unstuck can help you break through and take things to the next level."
-Tony Hsieh, CEO Zappos.com

"You Unstuck gives you a great combination of common sense coaching and scientific research to help you understand why you stay stuck in limiting assumptions and how you can finally break free. I highly recommend it."
-Susan Jeffers, Ph.D., author of Feel the Fear and Do It Anyway® and Embracing Uncertainty

Bootstrap Business is ready to ship!

September 3, 2009 SEVIERVILLE, TENNESSEE — In the summer of 2008, Chicke Fitzgerald, consultant, keynote speaker and author, was selected from a nationwide search to be featured in Bootstrap Business; a highly successful book series from Tennessee based Insight Publishing. The book is now available for sale (http://www.solutionz.com/publications.asp).

The book features best-selling authors Tom Hopkins (How to Master the Art of Selling), Jack Canfield (One Minute Manager), and John Christensen (FISH!). Chicke Fitzgerald, Hopkins, Canfield, and Christensen are joined by other well known authors and speakers, each offering time-tested strategies for success in frank and intimate interviews.

As the founder and CEO of Tampa-based Solutionz Group, Chicke Fitzgerald has spent the last 13 years solving business growth challenges for corporations, nurturing early-stage companies and coaching top executives and entrepreneurs around the globe.

With 30+ years in the travel industry, Chicke is a recognized authority on distributions models, whose expert perspective is frequently sought by the investment community and media. Fitzgerald is currently affiliated with the Gerson Lehman Group and has been among the top investment advisors for the internationally renowned GLG Expert Network™.

She is also passionate about helping others master the use of technology and social media to foster growth through her Solutionz Media division. Since January of 2009 she has interviewed more than 150 authors and experts on her Solutionz Live! show on BlogTalkRadio.com and on the Executive Girlfriends' Group (http://www.executivegirlfriendsgroup.com).

When she is not coaching, speaking or consulting, Chicke enjoys spending time with her family in Tampa, Florida. She also dedicates time, energy and resources to a local organization known as Real Estate Lives, mentoring displaced employees hard hit by the mortgage banking crisis and working with the organization’s leadership to build a similar model for other industries and communities to replicate.

To discuss speaking opportunities with Chicke Fitzgerald and to order your copy of Bootstrap Business, contact:

Chicke Fitzgerald | 813-925-0789 | chicke@solutionz.com or visit www.solutionz.com

Solutionz Signs of Success series - #1 DRIVING RESULTS

DRIVING RESULTS
As you are driving down the entrepreneurial road, there are roadsigns that guide you. Tenets of the road you might say.

They are intended to keep you safe and ultimately to get you smoothly to your destination. To get your drivers license, you have to study the signs and actually pass a test, confirming that you understand the signs of the road.

Conversely, in business, and in particular in an early stage business it is possible to get ahead without passing an explicit test about the signs of success.

Sure, you graduated at the top of your class and got your diploma and perhaps even got your MBA. But once you move past the theory studied in university, it is rare for anyone to really stop and think about the real signs of success in business that help you on your journey to the destination of growth, profitability and a high valuation for your business.

In the course of our consulting over the last 13 years, the Solutionz Group has uncovered a series of "signs" to help you along your journey, as you work toward achieving success in your business. We would like to share these. So, this is the first in a series called Solutionz Signs of Success™. This one is focused on DRIVING RESULTS.

What gets measured, gets accomplished. What gets rewarded, gets repeated.

The first time that I heard this, I was working with AAA Mid-Atlantic on a multi-channel distribution strategy for their enterprise. Ron Gray, the head of HR, shared this with me and I was struck by the simplicity of what he had said. These are two tenets of business that are irrefutable. In fact, if you apply them to almost any area of your business, you will be amazed at the outcome.

As you look at these tenets, you may say to yourself that you are at too early a stage in your company to think about this. You are after all, a start up.

As a start up, it is absolutely critical to know your business drivers and to measure against those and also to reward against them.

On the measurement side, for an early stage company, I highly recommend a DASHBOARD - no more than one page that is produced daily, weekly or monthly (as appropriate to whether you are a high volume sales organization or a lower volume service business). That dashboard should have your critical measurements all in one place for your leadership team (and your investors and board) to review at any time.

Ensure that you are rewarding the things that you want to have repeated, both by individuals and by teams. This last bit is very important, as often the individual goals that you have put in place actually work against your teamwork goals. Additionally, individual goals often do not take into account the skillset differences between people. By putting a weaker person in one area with a stronger one in another, and measuring them as a team, you may find that you more quickly and efficiently achieve your goals.

You have to know your destination in order to recognize the signs of success along the way. Measure your progress and reward the various aspects of getting there. Success is within reach.

Bootstrap Business - The $7m Question about early stage investment risk

Excerpt from Bootstrap Business - My favorite question

Do you believe that entrepreneurial ventures are high risk because they are generally not well funded, or do you believe that they are not well funded because they are such high risk?

This is my favorite dialogue to have with my investor and I believe the former, even though the latter is conventional wisdom.

I actually believe that a good idea is a good idea whether it is found in a garage, a small startup, a corporate think-tank, or if it’s just a new idea within a department in a traditionally run corporation.

Risk comes in a whole lot of forms. There are external risks—those things that you can’t really can’t do anything about such as geo-political, economic, competitive issues, and sabotage. Then there are also the internal risks. The internal things are generally under your control or influence.

Money alone does not reduce entrepreneurial venture risk. Risk is actually reduced by applying smart money “smartly” and reacting quickly to problems and challenges. Again, that’s true whether you are in a corporation or you are in a bootstrapped business.

Finding money that brings with it entrepreneurial experience and a great entrepreneurial network is my personal definition of smart money. It’s also my belief that smart money follows smart money. And if more financiers were willing to come in earlier and play an active role in getting new companies off the ground, I think it would indeed reduce risk for everyone.
If you’ve got money that is being invested in a business, but you don’t put enough money in early enough or you don’t spend it wisely once it has been invested, then the risk goes way up. For instance, whether you are an entrepreneurial venture or a major company, if you spend nearly 100 percent of your investment in technology and spend nothing on sales or marketing, unless the pockets are very deep, the venture will fail. When you make that mistake in a startup, even if the technology is amazing, not having sales, or in our case the funds to drive traffic, that creates risk. As a result, another investor may not want to come in and put in good money after what would be perceived as bad money. I think it then becomes a self-fulfilling, downward spiraling prophecy.

I think that investors, again, have to find good ideas and find good people to execute them. Then find every possible way to make them succeed.

BOOTSTRAP BUSINESS features best-selling authors Tom Hopkins (How to Master the Art of Selling), Jack Canfield (One Minute Manager), and John Christensen (FISH!). Chicke Fitzgerald, Hopkins, Canfield, and Christensen are joined by other well known authors and speakers, each offering time-tested strategies for success in frank and intimate interviews.

Bootstrap Business - What we absolutely nailed

The following is an excerpt from my new book, Bootstrap Business that tells the story of my latest startup venture. This is the answer to the question "What were the three things that you absolutely nailed?"


The first one is easy. We absolutely nailed the product requirements for RoadEscapes.com. We filled a gap that exists for people who travel by car—marrying trip planning, booking, mapping, routing, and navigation. While each of those things exist independently and you’ve got sites like Travelocity, Expedia, and Orbitz on the trip-planning side and you’ve MapQuest and GoogleMaps and even AAA’s TripTik that handle mapping and GPS devices doing the navigation, there was nothing that did it all in a single integrated tool. I told our patent attorney that this is a little like coming up with the iPhone—taking individual components, such as a phone, a camera, a GPS unit, and a personal organizer and coming up with something that together is just unbeatable, as well as integrating them for maximum productivity and ease of use. The patent for our product also covers a
new type of personalization and intelligent search capability, which corrected another major flaw in how travel search has worked for the last thirty years.

The second one was a little bit painful. We elected to listen to consumers when we first finished the product and conducted usability testing before going live. Many people do that just to tick a box that they have done it. What we found was that we had been really enamored with the original user experience that we designed, but it just plain didn’t work. The consumers couldn’t figure it out. While that cost us another four months and another couple of hundred thousand dollars,we took the time and invested the money to get it right. That one was, as I said, a mixture of the bittersweet and the sweet.

Lastly, and again, this was another painful lesson, was what I will call “knowing when to fold ’em.” After launch, within days, I knew that the original business model and hence the projections were wrong because the product was geared for e-commerce (e.g., converting visitors to a sale) versus advertising (e.g., monetizing traffic to the site with ads and sponsorship). While people were using the tool and we got good feedback, we just weren’t seeing any conversion at all. That error required retooling the business model and the product, but by that time, we just
didn’t have the funds to keep going without the projected revenues.

Although it was a very painful decision at the time, less than forty-five days after launching our first online product, we had to basically close down the company and look for either a buyer or a strategic investor.

The good news is that we kept a small team on board, I stepped back into the company on an active basis, and we retooled everything. In the process, we discovered a third, highly differentiated and unique way to monetize the system. Plus, during that time, we were able to do limited tests of what the “right” consumer traffic looked like and saw amazing metrics that proved to us that we had accomplished the retooling goal. Now, once we are able to get the proper investment to get the company over the last five yards to the goal line, I am confident that the product will perform even better than originally designed to a broader market with more sustainable results.

We are fortunate that we don’t have to have a “fire sale” or worse yet, just watch the product go to the Internet graveyard, never to be seen or heard from again, chalking it up as a very expensive learning experience. We still have a very powerful and unique product as an asset to be sold or relaunched when market conditions improve and we find the right strategic partner.

Bootstrap Business - The Three Big Mistakes

First, I believe that mistakes are the biggest gift that we have as entrepreneurs because they force us to focus on what to do right the next time. Plus they humble us, which is also a tremendous gift that helps us grow—if we are smart and pay attention to the bigger lesson!

Lesson number one for us was about how to manage the build-out of our technology, both from a people and a partner perspective. In this day and age, there are many ways to build a business. You can build and own every one of your technology components or you can use a mixture of your own intellectual property and/or that of other firms. In any venture that relies on technology to succeed, you have the choice of outsourcing not only development, but also using external components to “accelerate” development, or to bypass development altogether
and use existing services to provide those components. If you choose to build and own the intellectual property as we did with LeisureLogix, don’t be fooled into thinking that you will save money by deferring the hiring of the CIO or CTO role. In a technology business, this really should be the first position that you fill.

Because I had a lot of technical expertise myself and had some very good product development people on board, we entrusted this role to an outsourced technology provider. That’s a little bit like letting the wolf guard the hen house. Even of you have a competent partner, you don’t have a way to make sure that the architectural decisions that are being made are in your long-term best interest. An internal CIO or CTO would have taken responsibility for building a product
that could scale and that was affordable moving forward. It’s easy as an entrepreneur just to look at the up-front cost and not to concern yourself about the long-term total cost of ownership.

I am happy to say that I have now learned this lesson and in starting Solutionz Media Group in 2009 and launching the Internet-based radio network known as Solutionz Live!, I determined that this time around I did not want to own the technical infrastructure necessary to deliver the shows. I am now using BlogTalkRadio.com’s highly functional platform. And did I mention that they are well funded? More simply said, this lesson is “let others do commodity functions
that they do well and keep the core competency and differentiation of the venture (including the management of the partners) inside.”

The second lesson, and the most interesting one to me personally, had to do with the role that I played with my first non-consulting venture from beginning to end. There is often a conundrum, particularly with outside investors, of what role the founder should play, particularly if the founder is also an inventor. Quite often, the founder is the visionary and also deeply in love with the product and sees its capabilities both in the short-term and in the long-term. It is not unusual for that person to be a bit of a free spirit, without some of the professional discipline that would come from being an operational executive. I was no exception. Although I had been the CEO of my consulting firm for ten years, I didn’t have experience as the CEO of a corporation and hadn’t had to manage an investor or a board of directors. In the end, at the leading of our investment bankers, once I had seen the company through the initial build phase, we brought in an external senior management team, including a new CEO, to take the company to the next level.

In short, even though the people we hired were highly competent individually and they had tremendous experience in the travel industry, put simply, I moved out too soon. And, particularly since we had hired individuals without significant startup experience, it left the company without the much-needed entrepreneurial spirit when we hit the inevitable bumps in the road, not meeting the original projections and missing the mark on the key business model elements.

In my new media venture, I will be using the knowledge gleaned from this important lesson to craft a seasoned entrepreneurial team moving forward, but will see it through to profitability before handing over the strategic leadership of the company.

Lastly, I didn’t recognize the importance of putting an external board in place that could propel us forward through making key introductions and providing the added credibility we needed beyond getting the launch client signed. We did this as an advisory board, but I don’t believe that advisory boards have the same strength or motivation to actually build a company. If I had it to do over again—no wait—I do have it to do all over again! With Solutionz Media Group, I’ve asked two highly seasoned broadcast executives, each of whom has tremendous entrepreneurial spirit, to be on my board moving forward.

This is an excerpt from Bootstrap Business, being published in August 2009. The book features best-selling authors Tom Hopkins (How to Master the Art of Selling), Jack Canfield (One Minute Manager), and John Christensen (FISH!). Chicke Fitzgerald, Hopkins, Canfield, and Christensen are joined by other well known authors and speakers, each offering time-tested
strategies for success in frank and intimate interviews.

Bootstrap Business - Getting by as an early stage company

How do needs change for an early stage company as you mature and how can you meet those needs during tough times?

When we launched LeisureLogix, nearly 3 years ago, we were fortunate again to have the Solutionz infrastructure, including a five thousand-square-foot office, phone/computer systems, and administrative support in place, so we didn’t have to go out of pocket as a new business for that.

We were able to get folks to forgo a salary for a time. Eventually we had to take on the burden of a regular payroll, including benefits. To do that we really had to get outside funding, as our own personal resources were dwindling pretty quickly and clearly not going to get us to the finish line. So the final step was finding an investor who would believe in our vision enough to provide sufficient capital resources to pay for those things we couldn’t defer, barter for, or afford on our own out of the resources we had in hand.

During the time it took to secure outside funding, my husband and I had tapped into all of our resources—savings, insurance policies, taking out a second mortgage, and establishing a line of credit on our consulting business. And yes, even our credit cards provided some of the funding. In the end, there was precious little more that we could leverage personally other than the Solutionz office building, which we held onto as long as we could, but eventually had to sell.
Fortunately, the commercial Real Estate market was strong, so we sold for a solid profit.
What we learned during this phase was that it is no accident that banks and financial institutions own the largest buildings in every major city in America. We had no idea then what the consequence of being highly leveraged could be and that all over the country other families and businesses were over-extending themselves right along with us.

We were still a long way from having a revenue stream that would replace what we invested, so were lucky in early 2007 to find a local investor who took the lead on funding the business and moving forward. As a result of his investment, we were able to get caught up on all of our financial obligations and get the product completed and ready for launch.

The scariest part of establishing a new business is that moment when you shift from being able to meet your own needs with what you have and knowing that in order to be able to get to the next level and achieve your original dream, you have to attract external money. That is a precipice that closely resembles stepping out ofa boat and walking on water. There is nothing that prepares you for the things that come in giving up what you perceive to be control of your own destiny.

Stepping out definitely requires faith.

This is an excerpt from Chicke Fitzgerald's new book Bootstrap Business, coming out August 2009.

Resources to start a new endeavor

I was really fortunate that in mid 2006 when I started LeisureLogix I had the consulting experience garnered from 10 years consulting as the Solutionz Group to draw on. Not only did I have the experience, but I also had a group of colleagues/friends who were willing to risk right along side of me in getting the business off the ground. Having trusted allies who are willing to work for equity and to cheer you on during tough times as your true advocates is one of the most important resources that an entrepreneur can have.

Since we were building technology to fill a gap that I had seen in my consulting within the travel industry, the next key ingredient to the plan was to have a launch partner lined up. The alternative is going the “if we build it they will come” route, which only works in the movies and if your name is Kevin Costner. Due to our relationships in the travel industry we were blessed to able to line up a major online travel agency that agreed to put our product on its site once it was built, without seeing so much as the mockups of the screen design.

The next step was finding a technology partner who would work on a fixed price with payment terms that we could live with. It is so easy in a technology project of this magnitude to let scope and your budget spiral out of control once you get started. It’s even easier to miss the total cost of operation beyond the build phase of a project. (More about that in another blog.)

On the funding front, my initial partner and I began by putting in matching funds each month to meet the operating cash requirements, which we continued through the end of 2006. Pretty quickly, however, we realized that we had to find outside capital to make it the whole way. Anyone who has sought external capital during the build phase (also known as “pre-revenue”) of a project knows that it is a very tall order. But at that juncture, it was “do or die.” We had gone too far to turn back.

Excerpt from Bootstrap Business - Available August 2009

When did I know that I was an entrepreneur?

I knew as early as grade school that I had inherited that leadership gene from my dad. I definitely learned and emulated what I observed. In grade school, I was a treasurer in the Girl Scouts and as I entered middle school, I ran for president of the student council in the seventh grade (and won!).

When I was in my first semester of college, I wrote a paper on the value of experience versus education. At Thanksgiving, I went home and convinced my parents to let me quit school at the end of the semester. I jumped right into corporate America, at that point, working for Miller Brewing Company in their accounting department.

Throughout my more than twenty-year corporate career I saw all kinds of signs of my entrepreneurial bent, but didn’t recognize it then for what it was.

I was always more comfortable thinking outside of the box than my corporate peers were, which is why I was singled out for nearly every special project. Normally they began with a concept and a blank sheet of paper. I was in my element! I also felt tremendously stifled by having to make decisions by committee, particularly when I knew that I was capable of weighing the pros and cons independently and arriving at the same answer in a fraction of the time.

Thirteen years ago, I moved out of corporate life and formed my own consulting firm. I knew that I enjoyed project work and it was great to find out what I did quite naturally (and really without a lot of effort) was valuable to other people. It was a perfect first venture, as it did not require any up-front capital. While I spread my entrepreneurial wings, my husband took a safe sales job with a good salary, upside commissions, and health benefits, which gave me the room to grow the business slowly without pressure. One of the shows that I host weekly is titled “Corporate Escape Artists”. That show is a joint venture with Pamela Skillings, the author of Escape from Corporate America and having an exit plan to make the transition from corporate life to your own business is a common theme on our show.

Later, we moved from Atlanta to Tampa and my husband began to work with me, providing all of the administrative support for the company. I didn’t realize it, but when he came to work for me, we moved into Stage Two Entrepreneurialism—no safety net (formerly provided by the spouse’s salary and benefits)!

Three years ago, following ten very successful years in consulting, we had our biggest year ever—forty projects for twenty-five clients. And for the first time ever, we lost money due to the increase in overhead needed as we grew. I was totally burned out, physically and mentally, and ended up having to take three months off to recover from major surgery. While I was off, I realized that I had a lot of great business under my belt and amazing experience but no retirement plan or a way to sell what I had built. It is amazing the reflection that is possible during times like these.

What happened next was the realization that it was time to build something that was lasting so we could sell it, whether it was five or ten years down the road. That was going to take the “I” word—investment. What I really learned was that Stage Three Entrepreneurialism is when you have to master bootstrapping. That is, if you are going to build enough value to get to the end game and retain enough value before you have to take in outside investment. While I thought I had been an entrepreneur for thirteen years, now I say that until you have paid payroll with MasterCard or Visa you can’t really call yourself an entrepreneur.

excerpt from Bootstrap Business, published by Insight Publishing

Are Entrepreneurs born or are they made?

I really believe that you are born with a set of talents and that your environment and the various experiences you have along the way can either allow those talents to blossom or it can stifle them. One example of that, which is critical to entrepreneurialism, is the propensity for risk or, said more plainly, your willingness to try new things where you may not have the appropriate background or all the answers of how to move ahead.

Case in point is my launching a series of Internet radio shows in January, when I had absolutely no broadcasting background and frankly, no idea of the mechanics of doing such a thing. Yet three weeks later, after securing the former CEO of CBS radio, Nancy Widmann, as my first Solutionz Live! guest, I was on the air. Nancy said after our interview that I was a “natural.” Without taking that risk, how would I have known?

I really do see risk-taking as a critical talent for an entrepreneur. With the new media network, I had to just dive right in and do it. I had no choice but to bootstrap it, as this is not the environment to be raising capital on an untried idea with an untested talent. So three weeks from idea to inception, a new, new thing was birthed—a social broadcasting network!

No one who knows me well is surprised. I’ve been accused of being an idea factory. This time I’ve hit on something that is not only necessary, but I’m having a blast.

On the environment issue, I think that we have all seen examples of an entrepreneur, or what used to be called a “self-made man,” trying to force a child to take over the business, only to find out that the child doesn’t have what it takes. Handing over the legacy is just not enough. I think that those fundamental talents have to be there as a base to build upon. Even with the right environment, you can’t shape people into entrepreneurs if they don’t have those key talents, including risk-taking and of course, leadership skills and some creativity.

Excerpt from Bootstrap Business, coming out August 2009

Bootstrap Business being released in August

11JUL09 - Tampa, FL

Chicke Fitzgerald, consultant, keynote speaker and author, has been selected from a nationwide search to be featured in Bootstrap Business; a highly successful book series from Tennessee based Insight Publishing. The book will be released in August.

The book features best-selling authors Tom Hopkins (How to Master the Art of Selling), Jack Canfield (One Minute Manager), and John Christensen (FISH!). Chicke Fitzgerald, Hopkins, Canfield, and Christensen are joined by other well known authors and speakers, each offering time-tested strategies for success in frank and intimate interviews.

As the founder and CEO of Tampa-based Solutionz Group, Chicke Fitzgerald has spent the last 13 years solving business growth challenges for corporations, nurturing early-stage companies and coaching top executives and entrepreneurs around the globe.

With 30+ years in the travel industry, Chicke is a recognized authority on distributions models, whose expert perspective is frequently sought by the investment community and media. Fitzgerald is currently affiliated with the Gerson Lehman Group and has been among the top
advisors for the internationally renowned GLG Expert Network™ to the investment community.

She is also passionate about helping others master the use of technology and social media to foster growth through her Solutionz Media division. Since January of 2009 she has interviewed more than 100 authors and experts on her Solutionz Live! show on BlogTalkRadio.com.

When she is not coaching, speaking or consulting, Chicke enjoys spending time with her family in Tampa, Florida. She also dedicates time, energy and resources to a local organization known as Real Estate Lives, mentoring displaced employees hard hit by the mortgage banking crisis and working with the organization’s leadership to build a similar model for other industries and communities to replicate.

For more information on Chicke Fitzgerald contact:

Chicke Fitzgerald | 813-925-0789 | chicke@solutionz.com

To order your copy of Bootstrap Business, click HERE