April 1, 2026
Three recent experiences connected in my mind last week. The pieces clicked, as in a mosaic. These three experiences led me to stories about people who saw demand for services that were unavailable. Their instincts led to successful companies.
The first experience was a talk I went to hear by a business professor. He introduced himself by describing his usual pitch to students, which is to ask them what motivates business. He said the answer is usually money. He responds to that view by describing a situation, a business transaction: when he goes shopping, he wants to purchase specific goods, such as vegetables. Business is about buying and selling goods and services. Money is simply the vehicle that enables goods and services to change hands.
The next experience was speaking with a physiotherapist, who advised me to strengthen my aching legs. Without going into details, I may have something called lazy butt syndrome, or butt amnesia. Muscles can lose their ability to function properly, so it’s important to use targeted exercises to help them remember how to work. During our consultation, we talked about cycling and bike racks. I mentioned my intent to buy one. She suggested I visit Rack Attack, a store specializing in racks for cars that carry bikes, skis, and other outdoor gear.
The third experience was buying a hanging bike rack from Amazon, which came from Rack Attack. The rack came in a box, partially assembled. Not fully understanding the assembly instructions, I drove over to Rack Attack and asked for help. The young assistant was excellent, showing me how to prepare the full assembly. Searching the store’s website, I learned that the founder of this chain emphasizes customer relations, focusing on the sales, installation, and maintenance of a variety of racks.
Reflecting on these three experiences, that took place in a couple of days, led me to think about what makes companies successful in business.
The very satisfying experience with Rack Attack made me look into the store’s history. Chris Sandy, the founder, worked at a bike shop in Vancouver, BC, Canada. He noticed that most racks did not fit the more aerodynamic car models, which lacked traditional rain gutters. Attaching sports gear racks to these newer cars was difficult. He decided to open a store catering to outdoor enthusiasts who carry gear in their cars. He started by selling products from Thule, Yakima, and others that fit newer cars.
The first store opened in 1996, and Chris quickly expanded by establishing stores in Toronto and other Canadian cities. In 2014, he sold his stores to Banyan Capital Partners, a private equity investor, to raise money for further growth. By 2026, Rack Attack had over 40 stores, with 30 in the US.
The Rack Attack story reminded me of the Running Room, a specialty store selling running shoes and related products. Running Rooms always have a running club. I used to run with them in Ottawa for years. Running with a group is motivating. You meet people with similar interests. On-the-road discussions fill time and take your mind off tired muscles.
John Stanton established the Running Room in Edmonton, Alberta, Canada, in 1984. He was a chubby food industry executive who needed to change his lifestyle for his health. Embarrassed by neighbors watching him try to run, he went outside at dawn to run. He could hardly run a block before sucking for air. But he persevered, became a runner, and opened a one-room store in Edmonton to sell running gear. The store was a huge success, and he expanded the Running Room stores across Canada and the US. Today, there are over 100 Running Rooms, with 8 in the US. The chain employs 1,300 people. John still works and manages the chain with his two sons.
Another example is the Tim Horton franchise. Tim Horton, an NHL player, sought a business after his hockey career ended. He tried several ventures—first, a burger joint, followed by a car dealership, and finally a coffee-and-doughnut shop in Hamilton, Ontario, in 1964. He imagined creating a community hub where people could mingle and enjoy coffee and fresh doughnuts. The idea proved successful: today, there are more than 6,000 locations in 14 countries, growth fueled by key mergers with Wendy’s in 1995 and Burger King in 2014.
These stories back up the business professor’s view of what business is: at its most basic tenet, it is finding an opportunity to sell a product people want. The money part is secondary; the priority is to fulfill an unmet demand for which people are willing to pay. And clearly, the business must be profitable in the long run, otherwise it becomes unsustainable. I would add that good service is also essential to sustain a company and an enthusiastic founder could be a catalyst for future success.
The question is, where can you find ideas for a sustainable business? I do not know that. But, in the high-tech industry, common wisdom says one out of ten startups goes bankrupt. One makes it. The rest struggle on.
In conclusion, it was worth attending the professor’s lecture; it made me think about what business is.
andrasthehun.ca 