What is the best software for efficiently managing an online AV rental company, including inventory, bookings, and scalable operations?

After founding one company on my own, and co-founding several others with teams, I've written and spoken extensively on this topic - it's an under-recognized risk and challenge of entrepreneurship. You can read one of my more popular articles at http://lp.co/perspective, but I'll summarize it here... Entrepreneurship can be a very lonely endeavor. Even when you have others on your team, no one else is in quite the same "boat" that you are. Looking to other entrepreneurs for support can be deceptive. Most entrepreneurs are always "on" - showing only the best side of their business - and it's easy to understand why. As an entrepreneur, you're constantly selling yourself and your company to potential customers, employees, and investors. As a result, you compare yourself with others who are only showing their best side (and only sharing the good news), while you know that your own pursuit is a daily struggle. Raising money (if you are going that route) is an exercise in perpetual rejection. It's a real test of your self confidence to be told over and over why your idea won't work and isn't worth an investment. If you're not raising money, you may deal with this same challenge when trying to find your initial customers or employees. I've found three primary ways to counteract these forces and stabilize my own perspective: 1. Find some peer entrepreneurs with whom you can build some truly deep and transparent relationships, where the masks come off. Share your insecurities and vulnerabilities with them, and allow them to do the same. 2. Find mentors, advisors, and coaches who have experienced the same ups-and-downs you are facing. Listen to their stories, soak up their wisdom, and most of all, realize and remind yourself that they survived it, and so can you. 3. Recalibrate your perspective by taking time off to help others who are less fortunate than you are. Volunteer with an organization that supports a cause that you care about. The side effect of focusing on others is that you will be reminded that the challenges you are facing are not the worst problems in the world.

Can you demonstrate value for them? All the words you're using here are very negative; you need to find a positive spin because I'm not going to pay for something which sounds so negative.

Cash money should be treated separately than sweat equity. There are practical reasons for this namely that sweat equity should always be granted in conjunction with a vesting agreement (standard in tech is 4 year but in other sectors, 3 is often the standard) but that cash money should not be subjected to vesting. Typically, if you're at the idea stage, the valuation of the actual cash going in (again for software) is anywhere between $300,000 and $1m (pre-money). If you're operating in any other type of industry, valuations would be much lower at the earliest stage. The best way to calculate sweat equity (in my experience) is to use this calculator as a guide: http://foundrs.com/. If you message me privately (via Clarity) with some more info on what the business is, I can tell you whether I would be helpful to you in a call.

My first question is "How do you monetize your blog?" If you don't know, then there's not much I can do for you right now. See, how you intend to monetize will drive the pre-qualification of readers. Meaning, who do you attract? If you monetize by having a store section, or sponsorship by retailers who sell online (who either pay you for advertising space or give you affiliate payments for customers you send over), then you definitely want readers who have demonstrated a comfort zone with buying clothes online. Otherwise, why bother? It's a too-uphill battle. Sure, you can get the readers, but then they won't buy because sourcing clothes online makes them nervous. If your blog gives them printable coupons they can walk into a physical retail store with, then you needn't worry about that. Though now, your concern is attracting readers who are local to these outlets. Nobody is going to drive 1000 miles to save 15% on a new suit. You really need to understand what you want your readers to DO before you begin producing content and attracting visitors. Otherwise, you'll spend your resources on the wrong things. Who do you partner with? What branding do you want? There's a huge difference between big and tall Men's Wearhouse and big and tall Versace. This goes for any readers of this answer who are tempted to ask a question: please provide more information in your write-up. We're not mind readers. We can't look into a crystal ball and see your exact situation. Give us more to work with, so we can provide a more detailed answer. We want to help you. And to do that, we need to know about your situation. A single descriptor sentence is not enough.

NIcole is right. When I first started my business I thought I was saving money by doing my own bookkeeping. It took me much longer than it would take a bookkeeper - all time that I was not spending on marketing or billable activities. And in the end I made errors which made the initial work of the bookkeeper longer. I now have a consistent routine. My bookkeeper picks up all my material monthly and does my books in less than 2 hours. Very worthwhile.