She begins her book by asking a question she was challenged with in her MBA program: Who will buy your product or service?  What talent, knowledge, or skill do you possess that people will pay you to provide? 

• If you're a musician, who will listen to your music? Who would attend a concert venue? Who would buy your CD's or download your tunes? 
• As a writer, who will read your book? How many people are already familiar with your work? Are you writing on a unique or desired topic?
• If you're an artist, who will purchase your art? 

Lisa Beam serves as an encouraging but honest coach, asking the tough questions you need to consider if you're going to run a successful business.  Beam takes traditional business ideas and exercises (such as a SWOT analysis pictured in this post's image and SMART goal setting) that might be initially boring to an artistic type, and develops creative ways to play with the concepts which will appeal particularly to the artist in everyone.  

The book has its limitations which she clearly states-- it is not an accounting book and it is not designed to answer everything you need to know about starting a business. But by completing the second exercise, the Creative Entrepreneur Mandala, you will know the process for moving forward with your business plan.

In the mandala exercise, she identifies four pathways you should explore when starting a creative business and presents a set of questions for each of pathways. Drawn in petal-like form, each pathway consists of two elements the artist must consider in developing their business.

Pathway 1 involves "Heart and Meaning."  Passion and purpose are central elements to establishing a creative business. If you don't have those elements in a high enough level, you will likely not have the energy to continue with the business when times get rough. Beam notes that this is the area where the artist is most comfortable and represents the most common thoughts behind starting a business. She cautions the reader, though, that while key to the process, having heart and meaning alone are not enough. As she says, "all you might have is a heart that can be broken."

To fully explore your pathway of heart and meaning, Beam poses a series of 10 questions to journal about-- ranging from "What matters most to you?" to "What do you want to be doing more than anything else?" 

Pathway 2 represents "Gifts and Flow." Beam asks you to consider your unique gifts and how they will help you in your business. Presumably the first gift you will think of will be your artistic gift, but you will want to think beyond that. What else comes naturally to you? You can also think about what doesn't come naturally to you-- where might you need help?  She describes flow as "effortless accomplishment."

We've all had experiences of being in the flow and having time fly by, and the more time you can spend in flow on your job or in your new business, the less effort it will seem to take. She asks you to answer 11 questions related to gifts and flow including: "What do you get absorbed in for hours?" and "If you were using your creative capacities to the fullest, you would..."

Beam cautions the reader again that as important as gifts and flow are, they aren't enough. We all know tales of highly talented people who have not been able to succeed in their field.

This leads us to Pathway 3: "Value and Personality."  At this point she asks you to define the unique value you offer to your potential customer. She makes it clear that this is not about your value as a person, but rather the marketplace value of your product-- because the only way you will be able to make money is if someone is willing to pay to hear your music, read your book, or own your painting.

Presumably, you don't need to be told why value and profitability are important to a business, but it can be hard for an artist to hear. Many creative types want the freedom to do whatever they'd like and bristle at the concept of adapting to an outside audience but their willingness to know and respond to their audience can be the difference between a career and a hobby.

Two of the 8 questions she poses in this area are: "What my business does better than the competition is..." and "How do I astonish my clients?"

Finally, Pathway 4, "Managerial Tools and Leadership Skills" cuts to the core of starting and maintaining a business. She states that if you can't manage yourself and your business (skills which may not come naturally to most people) you will likely not be successful in the long-term. She encourages budding entrepreneurs to seek mentors and advice and develop their leadership skills. Some of the questions she asks include "What leadership skills do I need to develop?" and "Who will help me be accountable to my own success?"

Visually complex and interesting, it is easy to get lost in the art  and beauty of this book. It would be a mistake to let the artwork (and any perfectionistic fears that you can't create similar pieces) hold you back. Read it for the content and great advice.

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My book, You Majored in What? Mapping Your Path from Chaos to Career is now in paperback and available from your local bookstore.