Entrepreneurship interview with Danny Spann, owner of Spann Musical Instruments
My travels have taking me to Connecticut where I met a very interesting person who’s passion for music run in his blood, he is not only a very successful entrepreneur, but a very good artist, he plays the mandolin, guitar and any string instrument that crosses his path with graceful skill.
Spann Musical Instruments
While in a business trip to Arizona, I meet Mr. Ken McGee, an entrepreneur in the jewelry design and manufacturing, Mr. McGee’s company is well known in the jewelry industry for its intricate and exotic designs.
What is your business philosophy?
My business philosophy is to never turn down work, and just make sure that I get paid enough money to make it worth while.
Introduce yourself and tell us a little bit about you.
My name is Luis Daniel Cubero-Nazario. Cubero is my father’s last name and Nazario is my mother’s because in Puerto Rico, where I am originally from, is tradition to carry both last names. I am 26 years young. Married to Yahaira Lorenzo-Jaime and we have 4 kids. My wife is a Medicine Doctor. I am a first lieutenant in the US Army. I hold a bachelor degree in Criminal Justice from the Inter-American University of Puerto Rico.
Where are you originally from?
Rick Long is one of the founders and owner of RDM Industrial Electronics in Nebo, NC. RDM is an industry-leading remanufacturer of petroleum and car wash electronics. However, it has come a long way since its founding in 1987. Rick and his brother studied electronics in school and talked about starting their own business someday. Working for a company rebuilding gas pumps that was going out of business, they decided to capitalize and use their knowledge and skills in the field to start their own business. For the first two years they were part-time working in the basement of his brother’s house.
The company went full-time in August 1989. “We just worked hard and never thought about it failing,” Rick states. Starting with $3000 cash and putting all of the money from the first few months into the business, they didn’t collect personal payment until January 1990. They would go market themselves to local convenience stores and gas stations, whether in person, by phone, or mailings. “One of the hardest obstacles is changing customers from a bigger company,” he points out, while adding “but you’ve got to project yourself to be bigger than you are. It’s not how you are, it’s how you’re perceived.” He goes on about this strategy, showing that the company, with only 75 employees, shares ad space with national businesses of 100,000 or more employees, particularly having the back cover of the Petroleum Equipment Institute Journal every year on their trade show issue.
