10 Mistakes That Start-Up Entrepreneurs Make

The Wall Street Journal

When it comes to starting a successful business, there's no surefire playbook that contains the winning game plan.

On the other hand, there are about as many mistakes to be made as there are entrepreneurs to make them.

Recently, after a work-out at the gym with my trainer—an attractive young woman who's also a dancer/actor—she told me about a web series that she's producing and starring in together with a few friends. While the series has gained a large following online, she and her friends have not yet incorporated their venture, drafted an operating agreement, trademarked the show's name or done any of the other things that businesses typically do to protect their intellectual property and divvy up the owners' share of the company. While none of this may be a problem now, I told her, just wait until the show hits it big and everybody hires a lawyer.

Here, in my experience, are the top 10 mistakes that entrepreneurs make when starting a company:

1. Going it alone. It's difficult to build a scalable business if you're the only person involved. True, a solo public relations, web design or consulting firm may require little capital to start, and the price of hiring even one administrative assistant, sales representative or entry-level employee can eat up a big chunk of your profits. The solution: Make sure there's enough margin in your pricing to enable you to bring in other people. Clients generally don't mind outsourcing as long as they can still get face time with you, the skilled professional who's managing the project.

2. Asking too many people for advice. It's always good to get input from experts, especially experienced entrepreneurs who've built and sold successful companies in your industry. But getting too many people's opinions can delay your decision so long that your company never gets out of the starting gate. The answer: Assemble a solid advisory board that you can tap on a regular basis but run the day-to-day yourself. Says Elyissia Wassung, chief executive of 2 Chicks With Chocolate Inc., a Matawan, N.J., chocolate company, "Pull in your [advisory] team for bi-weekly or, at the very least, monthly conference calls. You'll wish you did it sooner!"

3. Spending too much time on product development, not enough on sales. While it's hard to build a great company without a great product, entrepreneurs who spend too much time tinkering may lose customers to a competitor with a stronger sales organization. "I call [this misstep] the 'Field of Dreams' of entrepreneurship. If you build it, they will buy it," says Sanjyot Dunung, CEO of Atma Global, Inc., a New York software publisher, who has made this mistake in her own business. "If you don't keep one eye firmly focused on sales, you'll likely run out of money and energy before you can successfully get your product to market."

4. Targeting too small a market. It's tempting to try to corner a niche, but your company's growth will quickly hit a wall if the market you're targeting is too tiny. Think about all the high school basketball stars who dream of playing in the NBA. Because there are only 30 teams and each team employs only a handful of players, the chances that your son will become the next Michael Jordan are pretty slim. The solution: Pick a bigger market that gives you the chance to grab a slice of the pie even if your company remains a smaller player.

5. Entering a market with no distribution partner. It's easier to break into a market if there's already a network of agents, brokers, manufacturers' reps and other third-party resellers ready, willing and able to sell your product into existing distribution channels. Fashion, food, media and other major industries work this way; others are not so lucky. That's why service businesses like public relations firms, yoga studios and pet-grooming companies often struggle to survive, alternating between feast and famine. The solution: Make a list of potential referral sources before you start your business and ask them if they'd be willing to send business your way.

6. Overpaying for customers. Spending big on advertising may bring in lots of customers, but it's a money-losing strategy if your company can't turn those dollars into life-time customer value. A magazine or web site that spends $500 worth of advertising to acquire a customer who pays $20 a month and cancels his or her subscription at the end of the year is simply pouring money down the drain. The solution: Test, measure, then test again. Once you've done enough testing to figure out how to make more money selling products and services to your customers than you spend acquiring those customers in the first place, roll out a major marketing campaign.

7. Raising too little capital. Many start-ups assume that all they need is enough money to rent space, buy equipment, stock inventory and drive customers through the door. What they often forget is that they also need capital to pay for salaries, utilities, insurance and other overhead expenses until their company starts turning a profit. Unless you're running the kind of business where everybody's working for sweat equity and deferring compensation, you'll need to raise enough money to tide you over until your revenues can cover your expenses and generate positive cash flow. The solution: Calculate your start-up costs before you open your doors, not afterwards.

8. Raising too much capital. Believe it or not, raising too much money can be a problem, too. Over-funded companies tend to get big and bloated, hiring too many people too soon and wasting valuable resources on trade show booths, parties, image ads and other frills. When the money runs out and investors lose patience (which is what happened 10 years ago when the dot-com market melted down), start-ups that frittered away their cash will have to close their doors. No matter how much money you raise at the outset, remember to bank some for a rainy day.

9. Not having a business plan. While not every company needs a formal business plan, a start-up that requires significant capital to grow and more than a year to turn a profit should map out how much time and money it's going to take to get to its destination. This means thinking through the key metrics that make your business tick and building a model to spin off three years of sales, profits and cash-flow projections. "I wasted 10 years [fooling around] thinking like an artist and not a business person," says Louis Piscione, president of Avanti Media Group, a New Jersey company that produces videos for corporate and private events. "I learned that you have to put some of your creative genius toward a business plan that forecasts and sets goals for growth and success."

10. Over-thinking your business plan. While many entrepreneurs I've met engage in seat-of-the-pants decision-making and fail to do their homework, other entrepreneurs are afraid to pull the trigger until they're 100% certain that their plan will succeed. One lawyer I worked with several years ago was so skittish about leaving his six-figure job to launch his business that he never met with a single bank or investor who might have funded his company. The truth is that a business plan is not a crystal ball that can predict the future. At a certain point, you have to close your eyes and take the leap of faith.

Despite the many books and articles that have been written about entrepreneurship, it's just not possible to start a company without making a few mistakes along the way. Just try to avoid making any mistake so large that your company can't get back on its feet to fight another day.

More Older Americans Start Own Businesses

USA Today

YOSEMITE, Calif. — After toiling for three decades in finance, it wouldn't be surprising if 65-year-old Patrick Althizer kicked back and lived off his savings and Social Security.

But with a spirit not ready for sedentary retirement — as well as college costs for two daughters — he veered off to a new career path: leading shutterbugs through the stunning waterfall areas of Yosemite National Park.

Althizer has embraced his new vocation with enthusiasm. He plastered decals that promote his firm, Photo Safari Yosemite, on the windows of his white Jeep Cherokee, networked with the folks who run local tourist attractions, and at his daughters' behest, joined Facebook to promote his firm, which takes tourists to the best photo-taking spots in the national park.

"I was a Navy photographer when I was younger — when I was in my twenties — (then) I got diverted into a finance career for about 30 years," he says. "When I was 64, I got out of the finance business and tried to figure out what I wanted to do when I grew up."

His answer: start his own business by pairing two of his passions — photography and exploring.

He joins millions of other Americans in ramping up a business at an age when many slow down. Folks 55 to 64 represented the second-largest jump in entrepreneurial activity by age (just behind 35- to 44-year-olds) from 2008 to 2009, according to an Index of Entrepreneurial Activity released last week by entrepreneur-focused group Ewing Marion Kauffman Foundation.

Other studies, such as a recent Global Entrepreneurship Monitor report, as well as data from the Bureau of Labor Statistics (BLS), also show an uptick in older folks becoming their own bosses.

The number of self-employed Americans rose to 8.9 million in December 2009, up from 8.7 million a year earlier, according to BLS data provided by outplacement firm Challenger Gray & Christmas. Self-employment among those 55 to 64 hit nearly 2 million, a 5% rise from the prior year. Self-employment for those 65 and older hit 939,000 — a 29% increase.

The rise has been fueled by factors such as the tidal wave of Baby Boomers who don't want to stop working, economic necessity triggered by the recession, and the rise in longevity, says Dane Stangler, a research manager at Kauffman.

"Americans are not only living longer but also living healthier longer, suggesting that those entrepreneurial 60-year-olds could be 2020's entrepreneurial 70-year-olds," he says.

Economic impetus

Slightly more than 2 million people 55 and older were looking for jobs in April — 52,000 more than in March, according to BLS data provided by the AARP Public Policy Institute. The unemployment rate for that age group, 7%, is lower than the 9.9% national average, but the demographic is often out of work for longer periods. (The duration of unemployment for older jobseekers rose from 38.4 weeks in March to 42.9 weeks in April.)

Nearly six in 10 older unemployed workers had been out of work for 27 or more weeks in April. At the start of the recession in December 2007, 23% of this group were out of work for that length of time.

A third of workers age 55 and older who were laid off in the past 12 months and did not find a job said they were considering starting their own business, according to a CareerBuilder.com survey taken in February and March. (CareerBuilder is jointly owned by Tribune, McClatchy, Microsoft and USA TODAY parent Gannett.)

Bryan Goodman, 53, decided to focus full time on his big-and-tall-man's clothing business after he lost his job as a manager at a Boston car dealership.

"For many years, I had been selling things causally on eBay, but when I got laid off and couldn't get another job, I decided that ... I could do this as a business," he says.

Economics also were a factor for 69-year-old Alan Friedman, to think big — very big — about his entrepreneurial route.

For decades, Friedman sold high-end antiques, but with the downturn, and some of his clients' tastes changing to more contemporary furniture, he decided to start a new venture called Transitions in Design in West Palm Beach, Fla.

"It's very difficult in the economy today, especially dealing in high-priced merchandise," he says. "In the last few years, I lost a good portion of my customer base."

He began to replicate iron furniture from the 1950s, which he was able to sell at more affordable prices. He also tapped into his own creativity and began to design large-scale bronze sculptures for individuals as well as municipalities.

Business hasn't been brisk, but Friedman says he's going to keep at it. "I need to make a living."

Non-economic factors play roles, too

Businesses born from older folks come about for many reasons. Sometimes, it's as simple as a major birthday lighting the entrepreneurial spark. Other times, it's serial entrepreneurs who can't squelch the urge to keep creating new firms.

"These milestones do hit people squarely over the head — it's the workforce equivalent of a midlife crisis," says Robert Litan, Kauffman vice president for research and policy. "They force you to ask the question 'What am I going to do for the rest of my life?' "

The idea of starting a new business can also come after a chance meeting with someone who has an interesting job or pastime.

A customer who bought a slew of dock lines from boating store West Marine inadvertently steered Thomas and Connie Betts toward a new profession. Thomas, an operations manager for the retailer, asked about the large purchase — and the customer said he was using the rope for his alpaca ranch.

"I said, 'What's an alpaca?' " recounts Brett.

But the more he learned about the mild-mannered animal, and the value of its soft fleece, the more interested he became.

He and Connie, ages 55 and 56 respectively, researched the animals and took classes on raising alpacas. They moved to the Hood River, Ore., area, where they had yearned to live, and started Cascade Alpacas of Oregon.

"It's been a lot of fun," says Connie. "We love our alpacas."

Not always smooth sailing

The Bettses are enjoying their business — and making a profit — but it took extensive effort to get to that point. Tom and Connie continued to work at different jobs so they had funding as they got the ranch going, and Connie still holds down a separate full-time job so they have extra money coming in.

"It sounds really simple to say 'I'm going to start my own business,' " says Deborah Russell, AARP director of workforce issues. "But it's a huge undertaking, and it needs to be taken seriously."

Russell says that making a vocation change at midlife comes with decision-making stress such as how to fund a venture without risking a retirement nest egg.

Entrepreneurs in their twenties and thirties have decades to make up lost money if a firm fails. But older owners simply have less time.

The Bettses said they mapped out several "worst-case scenario" situations when they decided to go ahead with the alpaca ranch. "With alpacas, it's not a get-rich-quick scheme. It can take years" to make a profit, says Connie. "We said, 'What's the worst that can happen, and can we live with that?' "

EBay seller Goodman says the financing issue has also been top of mind. He's dramatically cut back on living expenses to fund his venture, but is now thinking "Do I use my retirement money?"

The hurdles for older workers also go beyond the potential of losing retirement savings.

"Facility with technology is a big barrier for a lot of older people," says Kauffman's Litan.

Another obstacle for most older people is that they just don't have the stamina that they once had, Litan says. "It's true," says the 60-year-old. "I know it myself."

Some advantages exist

Yet, for all the pitfalls, signs indicate this is a good time for a more mature person to become a business owner.

Those seeking counseling can now choose from numerous online resources that target older entrepreneurs, such as the Small Business Administration's "50+" page (sba.gov/50plusentrepreneur) and the "Start Your Own Business" section of RetiredBrains.com, a site started by 75-year-old Arthur Koff when he was 68.

A plethora of information exists that small-business owners can glean from their peers — often by logging onto social-networking sites.

Many older entrepreneurs also have the advantage of having non-technology-related networks that were built up through years of face-to-face interactions, says Litan.

"Older people have a deeper social network than kids that just have 400 friends (online)," he says. "They have a real, live Facebook — these are people they can count on."

In addition, maturity comes with another big advantage: experience.

Nearly all the company founders surveyed in a Kauffman study released last fall said prior work experience was an important success factor.

Patty Tobin, 56, says her work in the asbestos removal field, as well as her time as a marketing consultant, greatly helped her in her jewelry venture.

"I know how to deal with banks, how to read a lease, how to hire people and how to manage people," she says.

She also says that a positive attitude — and a willingness to keep learning — have also been large factors in her entrepreneurial success.

Tobin says she "has no formal training in design or fashion," but once the environmental contracting firm she co-owned closed a few years ago, she began to experiment with jewelry design.

She first sold her wares to a boutique in her local Albany, N.Y., area, and has slowly expanded her business. Last fall, she opened a boutique in Manhattan, and a few weeks ago, she introduced her merchandise to buyers in Canada.

"You can teach an old dog new tricks if they're willing to learn, and I am," she says.
Self-employment by age

A Housewife Inventor Builds a Homespun Empire

The Wall Street Journal

Fans of HSN, the home shopping network, might recognize Debbie Meyer, the soft-spoken uber-housewife who sells nifty inventions – say, a device that creates holes in cupcakes, while they're baking, for no-mess filling – as if teleported from the 1950s. What many may not realize is that behind the apron is a shrewd entrepreneur who's built a company, Housewares America Inc. of Clearwater, Fla., with more than $100 million in annual revenues. Her patented products, including best-seller Debbie Meyer GreenBags, are now sold in Target, Kohl's, Bed Bath & Beyond and other stores. Meyer, 59, whose breakthrough invention in 1999 was a cake cutter, recently teamed up with Reynolds to sell vacuum-seal bags.

Edited interview excerpts follow.

Q. You're known for solving household problems – does that come naturally?

A. Whenever I was upset growing up, my mother knew to put me in a room that needed the most work! It was very therapeutic to me, to bring order to chaos.

Q. Did you plan this career?

A. No. In the early '50s, knowing how to take care of a home wasn't a business – it was what you did. But I studied business in college and graduate school, and worked in marketing for big companies. Then I met my husband [South African-born entrepreneur Neville Meyer] who lit the fire under me. I came up with my first invention in '96-'97, when my son was young, and I thought, 'this is the perfect time to stay home and do the things I always wanted to do.'

Q. That first invention was the "kake-kut'r" – how did you come up with it?

A. This was born out of a women in search of a piece of cake! When I was little my mother always hated to see people lick their finger as they were cutting cake, and wouldn't let me eat any at parties [because of germs]. I developed this cake cutter – it wasn't very sharp but highly polished – with two handles that you could squeeze together and walk around the room, saying: "Who wants a piece of cake?" To make it, I went to a sheet-metal shop with my design, and asked the guys to cut me a piece of metal. They thought it was crazy, but I said, "just do it." When I showed friends – they said, "Can you make me one? And can you make one for my mother?"

Q. You decided to sell it. Please describe that process.

A. We got some real prototypes made. In every major city, there are people called "sample" or "prototype" makers who do samples rather than full production runs, though it can be expensive. After that, we found a sales rep who let us have a portion of his booth at the International Home & Housewares Show, where people in the trade place orders. That was my jumping off point. Home shopping network QVC came by and said, "We want this on air."

 Q. Were you nervous to sell your product on TV?

A. Maybe I wasn't smart enough to be nervous! You are on a set, so there's no audience. I simply did what I always do. My husband said, "I think you are OK at this." I sold out the complete order in minutes.

Q. You've since created about 40 products, and now appear exclusively on HSN. What's your marketing approach?

A. I launch all my products on HSN, then we decide if we want to go to infomercial. We want to make sure it's a proven, desired product before we do infomercials. Then we roll it out into retail stores.

Q. How do you deal with critics? For instance Consumer Reports recently issued a less-than-positive review of GreenBags.

A. If they are naysayers about the product – well, I do some of the most rigorous testing that anyone can imagine, using independent laboratories. And at least follow the instructions; don't do whatever you want and wonder why it didn't work. Then again, when you are the person creating the product, it's kind of like someone saying, 'well, your kid is not cute.' There's personal angst involved. But you can't be that thin-skinned.

Q. What do you do when an invention isn't a commercial success?

A. We might tweak or re-package, but sometimes you have to face that it's not going to be the next big thing. One time, we reluctantly dropped a cleaning product because a huge competitor also introduced it. I don't think you can be a one-trick pony in an entrepreneurial environment.

Q. Speaking of competitors, what's your advice on patents?

A. Do the research first. People jump ahead of themselves, and want to file a full patent. That's not inexpensive. I can't tell you how many people tell me, "I've invented so-and-so," and I'll say, "I saw that in a catalog five years ago." Hire a good lawyer, who can advise you as to whether to file a provisional or full patent, and how to protect yourself if you show this to somebody before you get a patent.

Q. What are your long-term plans?

A. To keep doing this. I love what I do. This isn't a job for me. As long as I'm enjoying it, and it's keeping my brain firing, that's my long-range plan.

From Humble Origins: The 5-Dollar Foot-Long

Business Week

Stuart Frankel isn't what you'd call a power player in the world of franchising. Five years ago he owned two small Subway sandwich shops at either end of Miami's Jackson Memorial Hospital. After noticing that sales sagged on weekends, he came up with an idea: He would offer every footlong sandwich (the chain also sells 6-inch versions) on Saturday and Sunday for $5, about a buck less than the usual price. "I like round numbers," says Frankel, a brusque New Yorker who moved to Miami in 1972 and owned a drugstore before opening his first Subway outlet in 1988.



Customers liked his round number, too. Instead of dealing with idle employees and weak sales, Frankel suddenly had lines out the door. Sales rose by double digits. Nobody, least of all Frankel, knew it at the time, but he had stumbled on a concept that has unexpectedly morphed from a short-term gimmick into a national phenomenon that has turbocharged Subway's performance. "There are only a few times when a chain has been able to scramble up the whole industry, and this is one of them," says Jeffrey T. Davis, president of restaurant consultancy Sandelman & Associates. "It's huge."

In fact, the $3.8 billion in sales generated nationwide by the $5 footlong alone placed it among the top 10 fast-food brands in the U.S. for the year ended in August, according to NPD Group. That puts the $5 menu's success just a notch behind KFC (YUM) and ahead of Arby's and Domino's Pizza (DPZ). It helped privately held Subway, of Milford, Conn., lift U.S. sales 17% last year at a time when most restaurant chains, save for industry leader McDonald's (MCD), struggled. Actually, make that soon-to-be-former industry leader McDonald's. Subway's low-cost franchising model and mainstream appeal have allowed it to add 9,500 locations in the past five years, for a total of about 32,000 outlets. At its current growth rate of 40 new stores a week, Subway is poised to surpass McDonald's in worldwide locations sometime early next year. (Measured by total sales, McDonald's $30 billion still dwarfs Subway's $9.6 billion, although Subway has now supplanted both Wendy's (WEN) and Burger King (BKC) in market share.)

"A LIFE OF ITS OWN"

Frankel's $5 footlong idea illustrates how a huge company can wake up and eventually seize on a good idea that's not generated at headquarters. Frankel, along with two other local managers in economically ravaged South Florida, ceaselessly championed the idea to Subway's corporate leadership amid widespread skepticism. Once it was approved, Subway's marketing team quickly generated a memorable campaign that firmly established the $5 footlong nationwide. The promotion's success spawned imitators and created an unprecedented demand for staple ingredients such as turkey, ham, and tuna. "The whole thing took on a life of its own," says Jeff Moody, CEO of Subway's franchise-owned advertising arm, the Subway Franchisee Advertising Fund Trust.

The fact that a sandwich, the quintessential American food, has grabbed the spotlight right now comes as no surprise to some. Its appeal goes beyond the low sticker price—you can share a footlong with a co-worker or a friend (something that's not quite as easy with a Big Mac). "People are not eating out as much anymore, so anything that brings people together through food is much more compelling nowadays," says Michelle Barry of the Hartman Group, a Seattle consultancy that employs anthropologists and sociologists to ferret out consumer perceptions for such companies as Kraft Foods (KFT) and Wal-Mart Stores (WMT).

For Frankel, the biggest surprise from his $5 promotion was that his profit margins didn't decline. Many promotions are so-called loss leaders designed to draw customers in the hope they'll buy higher-margin items alongside the featured special. That's one reason most offers have a time limit. Frankel's food costs did rise as a percentage of sales, but that was offset by the overall boost in volume and the increased productivity of his employees, who had less down time. Even after adding two new staffers, Frankel made money on each $5 sandwich.

Frankel kept the weekend promotion going for more than a year. At the same time, Subway's top brass was growing tired of a national ad campaign that featured spokesman Jared Fogle, who had lost 245 pounds almost a decade earlier by eating Subway six-inch subs for lunch and dinner. Company insiders envied the success of McDonald's dollar menu and wanted a "value" offering of their own. In September 2007, Steve Sager, a Subway development agent who oversaw about 225 franchises across South Florida, heard about the success of Frankel's $5 deal. He decided to try it in a troubled Fort Lauderdale outlet on Commercial Boulevard, a gritty thoroughfare dotted with strip malls. On the first day of the promotion, the store nearly ran out of bread and meat. Sales doubled.

Sager called Subway co-founder Fred DeLuca, who lives in the vicinity, and excitedly shared the news. An intrigued DeLuca came by the shop and, Sager says, "saw the potential instantly." (DeLuca declined to comment.) Charlie Serabian, the owner of 50 South Florida Subways, decided to launch the promotion in some of his stores. To advertise, he slapped crude homemade signs in the windows that spelled out "ALL FOOTLONGS $5." DeLuca joked that they looked like ransom letters. It didn't matter: Sales rose as much as 35%. Some locations, such as those housed inside Wal-Mart stores, did even better.

Moody, the marketing chief, hopped a flight to Fort Lauderdale a month later. He arrived at one store at 11 a.m. to find a line out the door. Frankel and Sager, who accompanied him, jumped behind the counter to help make sandwiches, while Moody talked to customers. Most were buying footlongs, and some were saving half for later.

Clearly, the South Florida crew was onto something. The question was whether it would resonate elsewhere. "Unless it was in your store, you were skeptical," Moody says. At a meeting of the franchisee marketing board that fall, Frankel presented his idea. Many owners thought the promotion would send food and labor costs soaring, erasing any hope of profits. A motion to roll it out nationally failed.

ANNOYING JINGLE

But others picked up on Frankel's idea and tried it in locations ranging from Washington to Chicago. Right before Christmas 2008, the board voted again, and the motion passed. (Franchisees still had the option to not do it.) Moody pushed ahead with a national campaign, despite having no market research to back up the idea. "It violated all our normal processes," says Moody, whose annual ad budget is around $500 million.

Subway soon brought in its ad agency, MMB of Boston. "Let's not overcomplicate this," MMB managing partner Chad Caufield recalls thinking. The idea was to use hand gestures and an irritatingly addictive jingle to convey both the price (five fingers) and the product (hands spread about a foot apart). MMB also shot on a soundstage, giving the commercial a stylized, campy look. "We wanted to create the feeling that this was a movement taking hold," Caufield says.

The campaign was launched on Mar. 23, 2008—the same month that Bear Stearns collapsed into the arms of JPMorgan Chase (JPM). "The timing could not have been better," says Dennis Lombardi, executive vice-president at restaurant consultancy WD Partners. Over the first two weeks, franchisees reported that sales shot up 25% on average. Within weeks, 3,600 videos of people performing the jingle appeared on YouTube (GOOG). Fogle, attending the NCAA Final Four college basketball tournament soon after the launch, was serenaded with the song by students. The $5 footlong was mentioned on ESPN, The Tonight Show, and celebrity gossip site TMZ (TWX). The North Carolina State Fair even held a $5 Footlong Song Challenge—an American Idol-style event for the 4-H crowd.

The franchisee marketing board quickly voted to extend the four-week promotion to seven weeks. When that ended, Subway kept it going but limited the number of $5 sandwiches to just eight, removing items with high ingredient costs, such as the Chicken & Bacon Ranch sandwich.

Suddenly Subway needed 50% more food supplies. Bread shortages became a problem, as the ratio of six-inch sandwiches to footlong orders, normally 2 to 1, flipped. Subway's franchise-owned Independent Purchasing Cooperative, or IPC, had to scramble to find new sources of bread. Even mundane items, such as plastic sandwich bags from China, nearly ran out. "I was in a panic," recalls IPC CEO Jan Risi, who furiously worked the phones, cajoling her network of suppliers to run extra shifts.

EVEN CHEAPER

Soon, copycat offers emerged. Boston Market offered 11 meals for $5 each, while Domino's sold sandwiches for $4.99 and KFC launched $5 combo meals. T.G.I. Friday's began selling $5 sandwiches. "Five dollars is the magic number now," says restaurant consultant Malcolm Knapp. "It's become a price point that consumers respond to," says Judy Cantrell, Boston Market's chief brand officer.

The question now is when the campaign will run out of steam. MMB's Caufield admits the issue keeps him up at night: "Are we riding this pony too long?" Tony Pace, a senior executive who works with Subway's marketing arm, replies bluntly: "If you had a brand that represented nearly $4 billion in sales, would you plan an exit strategy for it?"

Pace says the footlong will remain "as long as it makes good economic sense," so a decline in footlong sales could force price hikes, or limits such as $5 after 4 p.m. (Serabian has gone the other way as the South Florida economy has worsened, offering footlongs for $4 in his stores.) There are also concerns that Subway's focus on the footlong could distract it from new growth areas, such as a planned push into breakfast items or international expansion. (Save for some tests in Australia and Canada, the $5 footlong hasn't gone beyond the U.S.)

Meanwhile, Frankel has moved on to a new idea. Now he's pushing for Subway loyalty cards that let purchasers accrue points toward free sandwiches. Driving down Interstate 95 toward Jackson Memorial on a cloudy autumn day, Frankel chronicles the frustrations he's had convincing DeLuca and others that this could be a hit. Maybe now that Frankel is the Father of the $5 Footlong, they'll listen.