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When a series of earthquakes devastated Haiti in January, Paul Gierow, president of GATR Technologies, did more than write a check: He sent two of his company’s inflatable satellites — worth about $100,000 each — to help aid workers coordinate their efforts via high-speed Internet and phone connections. Inc.’s Darren Dahl spoke with Gierow, whose Huntsville, Alabama, company was No. 259 on the 2009 Inc. 500.

I heard about Haiti on the news, around the same time everyone else did. At first, I told myself we were too busy, we had other business to do. But two days later I told David Hoffman, one of our deployment experts, to do what he felt was best. He was on his way to Haiti the next day.

I developed the concept of an inflatable antenna with my chief scientist, Bill Clayton. The thing blows up like a big beach ball.

Shortly after Hurricane Katrina hit in 2005, I took a prototype down to Biloxi, Mississippi. Within a few hours, we had a high-speed data link set up for the Red Cross shelter so it could stay in touch with FEMA and doctors. It was my “aha” moment: I saw the real need for what I had built.

Most of our customers are military and intelligence agencies that require communications access from remote areas around the world. We’re looking to expand into the private sector by working with, say, insurance companies that want to set up remote access at disaster sites.

Our antenna can fit into two boxes. It is also 10 times lighter than anything else out there. I can check an antenna on an airplane or FedEx it anywhere in the world.

Sending those systems to Haiti to help humanitarian groups is part of our business that will never be a moneymaker. And we don’t necessarily want it to be. But it lets us show how quickly we can respond and how much data we can push.

Reconnected GATR employee David Hoffman (top) sets up a satellite dish to assist aid workers in the wake of the Haitian earthquakes.

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The Pitch: “Group gifts are popular for occasions such as weddings and office parties, but organizing them can be a hassle. Our application allows shoppers to easily split the cost of gifts with friends, family, and co-workers. On our site, users can select gifts to buy from retailers such as Target and Macy’s and invite others to contribute. We collect the money from each participant and send it to the retailer once we receive the total amount. We have also begun to partner with retailers to integrate eDivvy into their sites. By having our application on their checkout page, retailers receive traffic from each person chipping in instead of only the organizer, which increases their customer base. Soon, retailers will be able to advertise on our site, and we’re working on integrating our group gift invitations with Facebook and mobile applications.”

PRESIDENT: Eden Clark

LOCATION: Irvine, California

EMPLOYEES: 11

LAUNCHED: Spring 2009

2009 REVENUE: $52,000

2010 PROJECTED REVENUE: $1.1 million

2010 PROJECTED NUMBER OF GROUP GIFT PURCHASES: 35,000

AVERAGE GROUP SIZE: Eight

FEE FOR SHOPPERS: Four percent of every group purchase, plus 49 cents per credit card transaction

FEE FOR RETAILERS: Five percent to 15 percent of each group purchase

FUNDING SOUGHT: $1.5 million

The Investors Weigh In

Partner Up

I like this company’s product — it’s something that I would use. But this is a crowded space, and there aren’t high barriers to entry. Even large retailers like Best Buy are putting their own spin on the concept. eDivvy needs to focus on building creative partnerships. I think Evite would be a natural fit, because it attracts people organizing group events. The company should also look at retailers that fit well with the theme of group purchases. A site like Diapers.com, for example, would attract people who hold baby showers.

Hans RoderichGeneral partner and chief operating officerAzure Capital PartnersSan Francisco

Diversify Revenue

Organizing group gifts is one of those things in life that are begging for something to make them more efficient. This business could be an elegant solution. I am not sure how realistic the revenue streams eDivvy has identified are, however. It will be important to evaluate whether customers are prepared to pay the level of fees eDivvy is charging. I think that if eDivvy can create other revenue streams through sponsorships and joint ventures with retailers, then that will make the company more attractive to investors.

Loretta McCarthyManaging directorGolden SeedsNew York City

Is There Enough Demand?

The idea of group buying is a good one, and it has proven to be reasonably successful, most notably with Groupon, which offers group discounts. But eDivvy addresses groups of related people buying a single gift for occasions such as weddings and baptisms. Those events happen relatively infrequently in people’s lives, whereas someone is more likely to seek group discounts for personal purchases. I doubt this is a big enough market opportunity for venture capitalists, although it might be one for an angel or seed-stage investor.

Mark SusterPartnerGRP PartnersLos Angeles

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The Pitch: “We offer an intensive boxing fitness program for teenagers and adults. Our classes are not aerobics that imitate boxing — our customers learn actual boxing skills. Because we have urban, industrial, and suburban locations, we know that our concept can thrive anywhere. We plan to expand by converting existing boxing and martial-arts gyms into Prime Time Boxing locations. We have a marketing partnership with Everlast, and we are finalizing a deal with an international sports company to co-brand the new gyms under that company’s name. We are seeking funding for marketing and advertising and to hire a sales manager to support our expansion to five new locations.”

CO-FOUNDERS: Angelo Nunez and Cary Williams-Nunez

LOCATION: Sacramento

EMPLOYEES: Two full time; seven part time

FOUNDED: 1998

LOCATIONS: Two company owned; one franchise

MONTHLY DUES: $139 to $249, depending on length of contract

2009 REVENUE: $566,000

2010 PROJECTED REVENUE: $750,000 without funding; $2 million with funding

GROSS PROFIT MARGIN: 10 percent

2010 PROJECTED GROSS PROFIT MARGIN: 30 percent

FRANCHISE FEE/ROYALTY: $27,000 up front/6 percent of sales

FUNDING SOUGHT: $500,000

The Investors Weigh In

EXPAND, WISELY

Prime Time Boxing’s partnership with Everlast gives it credibility, and I like the idea of acquiring existing gyms. The company will need to have a good understanding of its customers and be careful choosing new locations. Entrepreneurs often make the mistake of thinking they can duplicate the success of one or two locations everywhere. Prime Time Boxing should also play up its authenticity. There are a lot of 40-year-old men who want to feel young again. Taking a class that teaches actual boxing skills would give them a chance to do that.

JOHN BURNS General partner, Highland Consumer Fund Lexington, Massachusetts

STEP OUTSIDE THE RING

Similar businesses have a low entry cost, and as Prime Time Boxing starts to grow, it could face tremendous competition. The company must think through its positioning carefully. I like that it has contacted legitimate brand partners, which brings huge clout. But it must be careful not to be too closely aligned with the sport of boxing, which does not have the same cachet that it did 15 or 20 years ago. In its marketing, the company should focus on the art of boxing and clearly communicate that its classes are for exercise and self-defense, not to train people to become Olympic boxers.

GEOFF HILL Vice president, Roark Capital Group Atlanta

TRY FREEBIES

The Nunezes have done a great job building their company. Our region has seen previous investment in this space, so there seems to be some affinity for this type of fitness concept. However, Prime Time Boxing’s prices put it at the high end of the fitness market, and in a tough economic climate, people tend to scale back on things like this. I would suggest a lower introductory price or a free weeklong trial to help the company get in front of more potential customers. The company should also address safety issues. Boxing is a much higher-impact activity than traditional exercise, and that may concern investors.

JIM SCHRAITH Member, Foothills Angels El Dorado Hills, California

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Tips on entrepreneurial marketing from Zappos CEO Tony Hsieh, Zingerman’s founder Ari Weinzweig, other successful CEOs.

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Handbags, dresses and shoes are frequently the reason for the dwindling sum of cash in a woman’s bank account, and keeping up to date with the latest trends is difficult when both jobs and funds are in short supply. Luckily, fashionistas don’t have to commit to spending an arm and a leg on trendy digs that are in one day and out the next when they can rent instead. Membership-only designer rental companies that offer costly, elegant attire for just a fraction of the retail price have been experiencing a boom in the down economy. With a mail-order model similar to Netflix, companies are able to rent out high-end merchandise to customers for a short period of time. The renter gets to look and feel glamorous for a week or a month and then drops the items in the mail once they’ve lost their luster. Manhattan-based start-up Rent the Runway (RTR) launched November 9, with about 35,000 members, and is quickly growing. The company was co-founded by two Harvard Business School graduates, CEO Jenn Hyman, 29, and 26-year old President Jenny Fleiss. Hyman said RTR was formed because the pair saw an opening in the market to facilitate a mutually beneficial relationship between customers and designers. “There are all these woman out there who continue to spend a significant portion of their salary on fashion, regardless of whether they’re making $50,000-a-year or $200,000-a-year,” explains Hyman. “If you can capture customers earlier and build brand loyalty, that’s a win-win for both the customer and the designer.”RTR currently offers more than 33 designer brands ranging from Hervé Léger, Proenza Schouler, and Badgley Mischka for $50 to $200. The duo works to build direct relationships with the designers and continues to add new designers weekly. “We are grooming this next generation of customers,” Hyman says. “We feel that once a girl puts on a Hervé Léger dress, she realizes that the way it feels, the way it looks, is so different than the $200 imitations. If she wears that dress to a special occasion in her life, she creates an emotional connection around that brand, and therefore is more likely to become a full-priced customer of that brand later.”Avelle, the New Bag Borrow or Steal, which gained monumental success after being referenced in the Sex and the City movie, is another Web-based rental company getting a lift from the recession. Although the Seattle, Washington-headquartered business was formed in 2004, CEO Mike Smith said that after Sex and the City was released in May 2008 membership increased threefold, and Avelle now boasts more than 1.5 million members. Smith explains that Avelle is currently in the midst of heavily expanding both the product and service lines of operations, including outside repairs from department stores and individuals. “Handbag refurbishing and repair is a business that we really want to grow,” reveals Smith. “We’ve gotten some great response to that, and we’ve actually had some other companies send us their bags in mass to refurbish, so that’s a business we’re going to be investing further in.”With more than 100 featured designers and 4,000-plus different styles, Avelle recently began leasing watches, sunglasses, and jewelry on the site, in addition to designer purses. Membership is not required to rent, but it will get your prefered pricing – the rental price for merchandise varies from less than $40 to more than $400, depending on the item – and products may be rented by the week or month.”We’re a way to enjoy more fashion without the guilt, without the clutter, and without your husband saying, ‘Why do you need another handbag when you’ve got 25 perfectly good ones in your closet?’” says Smith.

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