Tuesday, May 12, 2009

Finding A Legitimate Home Based Business

The idea of working from home is a dream for millions of people for numerous reasons. It can be useful to those looking for additional income, retirees, mothers of young children, or the individual who is simply tired of the long commute to and from their current job. As more and more people look into home business opportunities there are scam artists and con men looking into ways to take advantage of people as well.

So how do you know if a home business idea is legitimate? You can search through sites such as the BBB or Better Business Bureau or become a detective to track down proof of legitimacy or you can save yourself some time and effort by visiting a work at home jobsite.

You will still want to verify through the site such as looking for the BBB symbol, but a home based business jobsite carries legitimate jobs with various types of telecommuting and freelance employment opportunities. You are provided with a job description, the skill required for the position and the duties involved in the job. So you don't have to ask these questions as they are already provided for you. Pay rate and scheduling information will also be provided for you. If you see a position that interests you, there is often a resume builder or tutorial that will aid you step by step in applying for the position with a clear and professional resume.

There are numerous positions ranging from medical transcriptions and data entry to call centers and customer service positions. Jobs are updated every week with up to 200 new listings each time. You are sure to find a position that allows you to enjoy working at home. You no longer have to worry about the commute to and from work. No more office politics or hassles of an unappealing schedule. You are in charge of your position 100%. Though a work at home jobsite is often legitimate, do be sure to get contracts and other job materials in print before providing any banking or personal information such as your social security number. You can have an attorney review your documents prior to signing on with the company. This ensures that you are fully protected and able to proceed with your career change.

If you are prepared to begin your own journey into a personal career change, you can start with the help of the Internet by using the World Wide Web. You will find numerous home based business jobsites and choosing between them is a matter of searching online to find the site that best suits your personal preferences. So no matter which area of home based business you are interested in, be it web design or system administration, the opportunity awaits you. Take your time and review all of the necessary information details and you will be prepared to leave behind a career full of woes for a career full of happiness and a bright future for an increased quality of life.


Jasa Pembuatan Website Yogyakarta

How To Choose A Home Business Or Job

One thing I constantly see from "newbies" to the work at home world is, "I'm so confused, I don't know where to start!" It's true, there is so much information out there, and not all of it good. Scams are mixed right in with legitimate business opportunities and jobs.

Here is a very simple way to decide on a direction if you are looking for a work at home job or business.

What do you enjoy doing? Make a list of every single thing you enjoy, or have an interest in.

What are you good at? Make another list of every single talent or ability you have, or have done in previous jobs. Not just regular "jobs" either, look at the things you do for your family, friends, hobbies, etc.

Play the match game. Can any of your items from List #1 be combined with an item from List #2 and made into a home business? For example if you love to clean, and you're good at organizing, you could become a professional organizer or start a cleaning business. If you love writing, you could write articles and ebooks about how to get organized. (or any topic from List #1 or #2)

Do you want to be your own boss or work for someone else? If you want to work for someone else, start researching jobs that would match the items from your lists. If you want to work for yourself, start researching possible home business options, either with an existing company, or forming your own.

There are so many directions you could go in. The hardest part is choosing one. Get clear about what you don't want to do. Hate phone work? Make a note of that. In fact, make a list of every single thing that you don't want to do in a job/biz. Then write a vision of what you DO truly want. If you could wave a magic wand over your life right now, what would you create? What type of work would you be doing? How much money would you be making? Where would you live? How much time would you spend working, and how much time with family? Write all of this down in full detail and refer back to it often. It's your dream, and you need to keep infusing it with life and energy.

Great! You know where you want to end up, now you need to think about the steps that will get you there. Just take it a step at a time, don't get overwhelmed.

It's going to take time to fully realize your vision of working at home. If you're really strapped for cash, consider taking on a part-time job outside the home while you build your work at home job or business. That will relieve the pressure of needing to "create an income right now!" Then you can take your time and build your dream.

Finally, believe you CAN do this! Millions of people are already successfully working from home, and you can too. Just choose a direction and start moving toward it! 


Jasa Pembuatan Website Yogyakarta

6 Tips To Improve Your Business Website


There are six important characteristics that can play a major role on the impact your website has on prospects. Outlined below is the importance of each characteristic and tips on how to maximize your potential. It is always important to tailor everything you do to what your customer is expecting, doing so will help keep you one step ahead of the competition.
Convenience – Allowing your customers to make decisions at their convenience is a very powerful element. Nobody wants to feel pressured or hurried into making a buying decision. When a customer can go to your website, browse your products and services, and make a purchase at their convenience, you are satisfying a crucial consumer obstacle -- time. They don’t have to keep returning to your storefront every time they wish to evaluate your value. In fact, most customers do not buy something the first time they see it. Instead, they must see and consider it several times before they finally talk themselves into purchasing. A website allows customers to quickly review their reasons to purchase something, leading to a greater number of impulse buys.
Information – A website can allow you to communicate much more information about a product or service than an in-store display or advertisement. You can also control the way the information is presented. Supplying information in an orderly step-by-step process can greatly improve the chance of a purchase.
Evaluation – Many customers will not purchase something without searching for the best value. The internet allows your customers to obtain the information they need to feel like they are making an educated buying decision. Make sure you are using your website to take advantage of this opportunity. Inform your customer why your product or service is of the best value compared to their other options. Always acknowledge the competition instead of acting like your product or service is the only one out there.
Guidance – The pages of your website should guide the customer towards the specific solutions they are looking for. They should serve to help them quickly locate what they came to find. Think of it as a store map located at the entrance of a department store. The customer can use this directly upon entering the store to get to the department they are interested in, instead of wandering around looking for it. Get their relevant information in front of them quickly while they are still the mood to purchase. People buy on impulse. If they have to spend 15 minutes searching for what they are looking for, that impulse may very well fade away.
Contact – The internet also allows for another form of contact with your customer. Some people can be hesitant about talking to a representative in person or on the phone if they don’t feel very knowledgeable about the product or service. Email allows them to carefully collect their thoughts before sending them. They feel less awkward about their lack of knowledge. Again, use this opportunity to gain an edge over the competition. Go out of your way to educate them about the product or service.
Entertainment – Use the informal atmosphere of the internet to entertain your customer. The internet is used by more people as a means of entertainment than as a means of business. If used effectively, entertainment can significantly improve the business relationship. Provide clever facts, amusing presentations or even a witty character or mascot to assist them. However, be sure that the entertainment is used appropriately. Be sure that is does not obstruct the information or value you are trying to bestow upon them.
Always use your competition to your advantage. Research how your competition uses these characteristics to improve their customer relations. Your website does not have to be boring just because it is informative. Create an appeal that will set you above the competition. The internet can be an extremely powerful tool for your business, reaching a greater audience than ever before. A successful business uses a complete arsenal to reach its market. 

Jasa Pembuatan Website Kebumen

Online Business Technologies: Internet Technology & Online Marketing

Using Internet-based business technologies is something most business owners are completely unfamiliar with. To many, the concept of making use of the Internet for business purposes is still completely alien, and beyond setting up a basic brochureware website, some business owners have still yet to embrace Internet technologies for the benefit of their business. From payment processing and ecommerce websites through to establishing VOIP telecomms systems, business owners can benefit from cost savings and increased efficiencies simply by switching over to new Internet based technologies, and it is worthwhile for any business owner to look into the possibilities of heading down that route.

One of the most obvious benefits open to small business owners through the Internet lies in online payment processing and ecommerce systems. Business owners can establish an Internet presence as a marketing tool, but few go that further step to embrace actual online sales, despite the positive effect that can have on lead generation and ultimately on profits. With a range of Internet technologies designed to facilitate online transactions and securely and cost-effective handle credit card payments, there’s really no good reason why more small business owners should embrace Internet sales and opt for a more intricate website to cater for this requirement. By investing a little extra in establishing an ecommerce site, business owners can earn their investment back and then some with the help of ecommerce Internet technologies. Considering the extent of investment required as opposed to the rewards to be gained, the sensible option would be to try to incorporate this form of Internet technology into your online business presence.

Another interesting Internet technology that can be of use to business owners of all shapes and sizes is VOIP, or Voice Over Internet Protocol. VOIP telephone systems allow businesses to communicate cost effectively over the Internet rather than over standard phone lines, which can save on telephone costs as well as enable business owners to more effectively acquire generic telephone numbers, such as 0800 and 0845. By using a VOIP system, business owners can dramatically reduce their telephone bills whilst also building a more efficient call handling system, thus benefiting on two fronts from this pioneering Internet technology. Considering the low cost setup for these kind of systems, as well as the lower ongoing operating cost, there’s really no reason to steer clear of VOIP systems for your business.

Using Internet business technologies within your business need not cost a great deal, yet it can provide a strong range of advantages over traditional methods, to help lower costs and increase sales. By embracing both VOIP and ecommerce technologies, as well as many of the other business specific Internet innovations available, business owners can both modernize and improve their operations with very little extra hassle and cost. Considering the amount of time and expense required in setting up these systems, versus the obvious rewards they bring, taking the plunge with your business is certainly worthwhile and can lead to increased profitability and help grow your business to the next level, thanks to the Internet.
Author
Nazeer Daud
About Author
For a unique Business Franchising Opportunity with Strong Growth Potential, visit www.citylocal.co.uk & www.citylocal.ie - with territories available in the UK and Ireland, you can Be Your Own Boss with CityLocal. 

Business Owner: Self Employed Business & Creating Business


Weigh the differences. Did you really go into business to be self-employed?

About being self-employed!
When you're self-employed, you do "ALL the work," of course, AND you're also "the boss," so you do the marketing, the sales, the book keeping, and everything else ________! The self-employed have done one thing - created a paycheck for themselves along with some extra deductions. They went from working for a company to working for themselves AND they have a new job - that of boss. Most are slaves to their business because they have no one working for or with them. Every time they gain a new client, they reinvent the wheel because they have no systems.

And.. the self-employed can't take days off, let alone take a vacation! The words they use - often and to anyone who will listen - are "overwhelmed," "tired," and "have no time for that." (For more on the differences between being self-employed vs. being a business owner, read the "Rich Dad, Poor Dad" book by Robert T. Kiyosaki and Sharon L. Lechter).

Go All The Way - To Business Owner!
Business owners, on the other hand, are giving themselves the gift of time and others the gift of a paycheck. They learn the importance of planning for their business. They monitor their marketing activities. They know exactly who their ideal client is and what is unique about themselves and their businesses. They run their business like the "big corporate boys" but without all the hassle - or lawsuits! Now if you've been in business for a while, you might think that you're no longer self-employed or running a hobby. Beware. The amount of time you spend working does not mean much. In 6 years, only 2 of more than 100 clients were really "running" in business when they hired me; the rest had a business stuck in "infancy."

Today, take steps to start the shift to being a full-fledged business owner. Hire people to help you do the things you don't enjoy doing - barter, if that's what you need to do. Create a business and marketing plan, and monitor your marketing activities. Find alliances to bring in extra income, network (at least 2 times a week), create your ideal client profile and then only market to your ideal client. Take your knowledge and package it. Turn it into classes, articles, CDs, etc. that will bring you extra income and notoriety - the "good" kind! Know what your "rack rate" is and stop giving away your time/business.

If you really take a good look at the list below, you will see that there is NO WAY you can do everything yourself.

Your BIG roles as a business owner include:

President/CEO
Salesperson
Purchasing Manager
Office Manager
Technology Specialist
Internet Guru
Human Services Manager
Marketing Director
Accounting/Finance Manager
Compliance/Legal Manager
Desktop Publisher/Designer
Customer Service Rep
Inventory Person
Quality Control Manager
Consultant
Coach - Mentor
Organizer
Trainer
Writer
Janitor
Assistant to you
At a minimum, assistants to all the managers/specialists above

And if you can't yet afford to hire consultants or employees to help you, then create a plan to do so!

Author
Maria Marsala

About Author
?2006 Maria Marsala. Elevating Your *Business helps women who own service businesses accelerate profits and improve productivity - quicker! Check out our You-Can't-Lose 50% guarantee. Join "No BS Business Advice Ezine" to receive your audio and 2 reports now. http://www.ElevatingYourBusiness.com


Jasa Pembuatan Website Yogyakarta

Make Money On A Home Based Business

Have you ever thought about starting a home based business in order to make money? A lot of people have, but where do you start with this?

The questions about home based businesses and how they make money for you are unending. You need to take care to take the first step when you are thinking about doing this. Most people miss this completely and thus they end up losing all their money on a business that goes nowhere.

Making Money By Writing A Home Based Business Plan

All right, the business plan for a home-based business may not sound like making money but it works. Far from what you may believe, it is not that hard to write a business plan. This isn’t one you need to show off to anyone. You may not need it to show to the bank for funding.

What this business plan will do is describe what your ideal home-based business will look like and how it will make money for you. You can’t reach a goal if you don’t have it set in the first place.

Write out your ideas of what your future will be like. In the end, what do you want to do? To you want to work in your pajamas in the morning with kids watching TV and you sitting at the computer typing away? Do you want products that you make by hand for each customer? Do you want to stock up on wholesale products and sell retail?

The Next Step To Making Money With a Home Based Business insurance

Your next step is to take the next step. That might sound redundant but look at your business plan. Your plan needs steps to get to where you want to be. Write out these steps, and then take the first one on the list.

Once you have the steps written down, it’s easier to get to where you want to go. Just follow the steps. Need help? Ask! Join a business forum and ask someone you trust to look it over. Read everything you can get your han,ds on about home businesses and how they work.

Taking That Dramatic First Step Toward Making Money with a Home Based Business iptv Once you have the plan, the steps and know what to do, what makes you resist? Perhaps you fear failure or maybe you even fear actually succeeding? Forget for a moment all about failure or anything else. Look at your first step. Concentrate on it.

What is it exactly? Think about how you would do it. Picture in your mind the first step and how exactly to go about it. Spend an entire day thinking about that first step and where you will do it and how it will be done.

Then, when you are ready, do that first step and don’t stop until it’s done. Whatever it is, once it is done; look at your accomplishment. Reward yourself with a treat for getting it accomplished. It was the first step to your goal; making money with your own home based business. You’ve earned it! 


Jasa Pembuatan Website Yogyakarta

5 Stages of Successful Business Planning


I believe that successfully developing a business involves five stages of business planning and development.
Stage 1: Situation Analysis – Where are we now?
In this first stage of business planning and development, you determine where the business is currently in terms of finance and general positioning. So, you’ll need to analyze not only the financial position, but also who the business is marketing their services or products to. Are they addressing a market that has a lot of disposable income or no? It gives you an idea of the general position of the business.
Stage 2: Business Objectives – Where do we want to go?
Secondly, you have to consider where the business wants to go. These are the objectives, or the goals of the business. This is difficult, because most people will say they don’t know when asked where they see their business in three years time! When you work out whether or not the business owner expects to triple their business or establish one that is ten times as big as they are currently, you can then start identifying the next steps the business will have to take.
Stage 3: Strategic Analysis – How will we get there?
There is never a single path to get where you want to go. In the third stage of business planning and development, you will want to consider a number of different strategies you could adopt in order to achieve the goals of the business. I’ve determined that the strategies you can choose fall within one of five categories:

  • Product development – you can develop more products for your existing market
  • Market development – use existing products and move into new markets
  • Diversification – develop new products for new markets and take your business into a whole new area
  • Market penetration – spend money to win customers from your competitors
  • Acquisition – buying additional businesses to grow your business (mergers)

I would say that market penetration is by far the most common path. To grow a business, though, it’s important to analyze all of the options of product and market development, as well as diversification and acquisitions.
Stage 4: Cost Analysis – How much will it cost?
Regardless of which strategy you choose, the costs will be predictable. There are a number of government agencies that can help analyze those costs, and financial forecast programs that allow you to consider the expected revenue compared with the expected expenses to see whether or not the business can afford to take on that particular business development.
Stage 5: Fund Analysis – Where will the money come from?
I believe there are really only four places where a business can get funding to develop, and they include:
  • Business shareholders
  • Bank financing
  • Government grants
  • Private/public equity

Each of these steps are crucial to ensure good business planning and development.

Jasa Pembuatan Website Yogyakarta 

Tips for Launching Your Own Business


This November marks my two-year anniversary of starting my own human resources consulting business. As I look back on the years, I am amazed at what I accomplished and learned. If you are thinking about starting a business, read on!
I always dreamed about having my own business, talked to friends about it, and imagined how it might be. But it was only after two people in my life gave me a push, that I started doing instead of dreaming. First, my former boss said to me, when we were both thinking about moving on, "I never looked for a job, I always went out and created my own." Given her advice, I hired a business coach to help me map out my next career steps. My coach saw my entrepreneurial spirit and encouraged me to start a business. So I moved from dreaming to doing.
The first few months of my business I spent setting up a legal structure, registering the business name, implementing an easy accounting system, setting up a business checking account, establishing a line of credit and obtaining business insurance. Each item was time consuming but not difficult. The more difficult work was writing my business plan and marketing plan. I talked to professional colleagues and volunteers at the Small Business Administration and SCORE, and read books on marketing. The process was slow because I was learning along the way, but I now use both business and marketing plans as daily road maps to guide my actions. One of the easier and fun parts of the first few months – for me, was working with a designer to create a logo, business cards, stationery, brochure and Web site.
I also started networking - an activity that never ceases. There are many organizations to join. The trick is figuring out which ones to choose. I finally decided on being involved with a half a dozen organizations, which can either bring me business or help me learn more about building my business or both.
One of the activities I worked on for months was my "elevator pitch," which is answering the question, "What do you do?" so the listener understands and is interested. Now when people ask, I say, "I have a human resources consulting firm. We help organizations choose and grow talented people. And we help individuals choose and grow great careers."
I also spent a lot of time creating processes to make my business run like a well-oiled machine. I have processes for making sales calls, following up, writing proposals and evaluating the results of the work I do.
In addition, two wonderful students contacted me this year, both of whom wanted to work with me as interns to learn my business and to help them with their careers. Having two interns adds supervisory and coaching time, but their ideas and enthusiasm has paid off. In fact, my business tag line, Know-how. Right now, came out of a meeting in which the three of us reviewed my marketing plan.
At a networking meeting, a colleague suggested that I consider joining the Women’s Business Development Center. After looking into it, I had my business certified as a women’s business enterprise. In addition to meeting other women business owners, I gained access to a member directory of businesses that are interested in doing business with women business owners.
For me, the biggest risk of starting my own business was financial. I went from a steady paycheck to a roller coaster ride of payments. Before starting my business, I sat down with my family and asked for their support to ride out the slow months. My husband and youngest child were supportive; my teenager who loves new clothes and CDs, etc, needed convincing. But since my teenager is just a few years away from college and making her own career decisions, I see my move as a way to show her how to live your dreams.
The rewards are significant. I am passionate about what I do. For all every business decision, I get to decide. My newfound freedom has unleashed my creative talents. And there is new meaning in what I do. My advice after my first year: If you are passionate about a business idea, knuckle down and go for it! 

Jasa Pembuatan Website Yogyakarta 

The 4 Parts of a Business Plan for Real Estate Agents

This model of business planning and goal setting for Real Estate Professionals breaks the process down to four parts and seventeen steps.
PART 1: The Big WHY
It is important to first look at who you really are and what your core values are. These things will drive you and carry thorough to your business.
Step 1 - What is your purpose?
Uncover your purpose, what provides the foundation of our values, vision and goals.
Step 2 - What are your values?
Know your core values which dictate what is important in both life and business: how business should be conducted, your view of humanity, and your role in society.
PART 2: Vision – Goal Setting
This is where you take a hard look at where you are at and figure out where it is you are going in your business and in your life.
Step 3 – The Year in Review
Recognize what it is you have done this year, celebrate the accomplishments and also look at what may have stopped you short of reaching a goal.
Step 4 – Is your life in balance?
The Wheel of Life, sometimes called the Balance Wheel, will help you visualize your current situation, providing a snapshot of how you see your life today.
Step 5 – Is your business running smoothly?
Using the Balance Wheel concept on your business can help to determine what areas are causing your business to not run as smooth as it could be.
Step 6 – Looking at problem areas
By focusing on areas that have been your weak points this year, you can determine what steps things may need to be in your plan for this year to avoid similar situations.
Step 7 – Business Review
Take a look at the results of the last 12 months. Did you reach your goals and achieve what you wanted?
Step 8 – Goal Setting
Don’t hold back, dream LARGE, think BIG, aim HIGH.
Step 9 – Production Goals
Work the numbers. Create specific number goals for the next one to five years.
PART 3: Creating an Action Plan to Achieve Your Goals
All Real Estate Professionals know they need a Business Plan. By following these steps you will create a plan that will help you hit your business goals.
Step 10 – Define Your Niche and Value Proposition
Become a specialist and build perceived value. Know your true value and learn to articulate your value proposition to your clients.
Step 11 – Lead Generation/Marketing Plan
Recognize what specific changes to your current plans are necessary to make in order to reach your goals.
Step 12 – Define Your Team Organizational Structure
Understand the organizational structure of your team.
Step 13 – Development Plan
Capture all of those things you have wanted to research, create, do, perfect, delegate and implement in your business.
Step 14 – Budgeting
Review your expenses for the current year and include any new marketing and development changes.
Step 15 – Production Plan
Create and monitor goals on a monthly basis in order to hit your production goals for the upcoming year.
Step 16 – Time and Delegation
It is important to make sure you have time management and delegating strategies in place to work this plan you are creating.
PART 4: Achieving Your Goals: How do I get there from here?
By breaking your large goals into smaller steps you will always know what you need to do next in order to keep working toward hitting your business and personal goals.
Step 17 - Creating a Master Project List
Change your goals into “projects” to actively work on over the next twelve months, and from this create a “Master Project List.” 

Jasa Pembuatan Website Yogyakarta 

5 Steps to Starting a Home Based Business


Starting a home based business can be easier or harder than you think, depending on what you already know about home-based businesses. The important thing to remember, however, is that starting a home-based business is possible for anyone. It also has every chance to succeed as long as you're willing to work hard for it!

5 Steps to Starting a Home Based Business

Here are the general steps that you must take if you've decided upon establishing a home based business.

Step 1 Decide on a form of business.

Choose the form of business that will best fit your needs and goals. There are three basic kinds of business forms: sole proprietorship, partnership, and corporation.

Sole proprietorship is the simplest form of all. It is the easiest to set up, but if your business goes bankrupt, you're personally liable to settle all your business obligations. Partnerships are a notch more complicated and also comes with its own set of pros and cons. Lastly, you can opt to make your home based business a corporation. With a corporate setup, you will need the involvement of other people in this endeavor and you'll also have to comply with a more complex set of requirements.

Step 2 Register your business name.

It is important to register your business name as soon as possible. In the near future, your business could grow into a household success and if you hadn't registered your business name by then, other companies could easily register it for themselves and steal your customers right under your nose!

Choose your business name very carefully because it's better for businesses in general to have one name throughout its lifetime. Be aware as well of the difference between your business name and trade name. McDonalds, for instance, is the trade name of the world-famous fast food chain but what many people don't know that it isn't its business name as well!

Step 3 Turn your home based business into a legitimate enterprise.

Simply put, make sure that your home based business has all the legal documents and licenses it need to fully operate. The type of license you'll need will depend greatly on the kind of business you wish to set up. Selling food online for instance will require you to comply with certain safety and hygiene guidelines something that may not be required from a home based business offering legal transcription services online.

Step 4 Know what taxes you have to pay.

A lot of home based businesses have a hard time getting off the ground simply because their owners didn't take the time to research about the fiscal aspect of their business. It's only when it's too late that they realize they owe so much in taxes.

Like any other business, a home based business is required to pay income tax. If you don't know how much your taxes are at the moment, you can always pay an estimate amount. You should also pay self-employment tax if you're running a one-man company. And then there's the state sales tax certificate you'll have to pay for as well if your business is also engaged in selling.

Step 5 Know the zoning regulations in your area.

While it's certainly encouraged not to court trouble when there's none, it's better to keep yourself informed about zoning regulations in your area. Keep a low profile and don't broadcast to your neighborhood about your home based business if there's no need.

With these tips, you'll surely be able to start your home based business in no time!


Jasa Pembuatan Website Yogyakarta 

Monday, May 4, 2009

Buying a Business? Know What You Are Getting!

When buying or investing in a business you need to evaluate that business carefully. One tool is the Investment Analysis.

The Investment Analysis table gives you discounted cash flow analysis including Net Present Value (NPV) and Internal Rate of Return (IRR). Both of these are important financial analysis tools that will help a business present itself via its plan in the terms used by the more sophisticated investment analysts.

Investment analysis

The estimated cash stream
The Investment Analysis starts with the Cash Flow stated in investment terms. That means that an investment is a negative number, and the return is a positive number. This example is typical of formal investment analysis. Sales, Profits, Expenses, Assets, and Liabilities are not included in the analysis. The analysis even ignores Cash Flow in this case, because Cash Flow is irrelevant unless it becomes a Dividend.

The example treats the company from the investor’s point of view. Namely, there is only one flow into the company that matters, the investment. There are only two flows back out as returns, Dividends and Equity Valuation. Equity Valuation really matters only when the investor cashes out. Until equity is sold, valuation is just paper money only, not real.

Questions to Ask When Buying a Business

There are so many questions to ask when considering the purchase of an existing business. In fact, there is not enough room on this page to list them. But let me give you a few examples that relate to financial, marketing, ownership and operations:

  • Most importantly, why is the seller selling? The answer will either raise red flags or be consistent with, and met with, no resistance when asking the information in the questions below.
  • Have you asked to review the certified financial statements of income, cash flow and balance sheets for the last three years? If you borrow from a bank to purchase the venture, the bank will want to see them.
  • Have you asked to see the company’s (not the owner’s personal) IRS returns for the last three years? The bank will.
  • Have you asked for a copy of all documents of all outstanding indebtedness like notes payable, accounts payable, real estate and equipment leases? The bank will.
  • Has the seller offered to stay around for awhile after the sale to help with transition, and have you discussed some compensation for his services during that transition period?
  • Have you been allowed to talk with the employees, or is this sale of a confidential nature at this time? If so, why are the employees not being told of the impending sale?
  • Has there been any significant turnover of employees? If so, why is that?
  • Have you learned anything about the quality of customer relations at the company? Is there a close relationship between company and customers?
  • Have you learned anything about the relationship between the company and its vendors? Do vendors display preferred, regular or irregular relations with the company?
  • Are there any members to a management team for this company? If so, are they aware of the impending sale, and how do they feel about it?
  • What are the actual conditions of the working environment? Are there any hazardous situations or is this a well-kept workplace?
  • What are the actual conditions of existing fixed assets like office equipment, machinery, vehicles and the like? Do employee, managers and supervisors demonstrate good maintenance and cleanliness of company property?
  • There is so much more to ask, but this is a brief list designed to give you a starting point from which to begin the investigation of the venture in which you are about to invest.

We have not even discussed the issue of fair market value or selling price of the venture. I would suggest you will want to examine some of the expert panel responses on this subject. It is a detailed matter requiring a significant explanation.

Another relevant source of information on buying and selling businesses is the Entrepreneur Magazine Small Business Advisor. It is an excellent book with a most extensive array of subjects for any small business entrepreneur, addressing all aspects of the operation in easily understood language and graphic examples of the topics. It is an excellent investment for the purchasing process and can be used repeatedly when operating the venture. It is readily available online or at a reputable bookstore.

What’s That Business Worth?

When valuing a business for sale, start by reviewing basic financial statements.
Example: A husband and wife have been working in his father’s small business for almost four years now. They would like to buy his small business from him. It is a independent copier/fax dealership located in a small town.
They know the market potential and that his accountant has taken advantage of all of the possible loop-holes to shelter him from taxes. This will be the first year that the financials will depict a (pretty close) picture of the company. How do they evaluate the company and gain a fair evaluation of what they should offer him for his company?
Two major financial statements should be reviewed with their accountant, the balance sheet and the statement of income and expense.
The Balance Sheet should show how the assets, liabilities and net worth of the business are valued. Items shown on the Balance Sheet may not tell the entire story. For example, is the equipment valued realistically? The equipment may be obsolete despite what is shown on the statement. Are the accounts receivable fully collectable? Also, the liabilities may not reflect contingent liabilities, such as a pending lawsuit or potential tax liabilities. These are just a few of the many questions you must ask to determine true value of a business.

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Looking at the next important financial statement is the Statement of Income and Expense (also called the Profit and Loss Statement). Are the sales correctly reflected? Unfortunately, many businesses dealing with cash do not deposit all the sales receipts. If so, how can the seller prove the correct sales. Or, when anticipating selling the business, the sales may be overstated. The expenses may contain personal items that are not business related. The point I am trying to make is that you need an experienced CPA or business appraiser who represents your interests to represent you when buying a business.
In this example we may be dealing with a father who is trying to help his kids as fairly as he can. He may be willing to agree to terms that will not be a strain on their finances. We may also assume, that in retirement, he would like to have an ongoing income stream from the business. Since the business shows good prospects for the future I can envision structuring a deal that is beneficial to both of them. The idea is for the buyers to give as small a down payment as possible to afford them maximum working capital.
A percentage of the gross sales or net profits can be paid out to the father for a certain numbers of years. Using such a formula will enable him to benefit by any future growth in the business. To arrive at a total payout amount would, of course, require knowing a lot more information than is provided in this quick example.

Planning for Purchasing a Business

A business plan is normally essential to the process of purchasing a business. A good business plan always defines the business’ specific mission and objectives, new ownership, sales focus, market, strategy, management team, and financials. This is particularly important when you are purchasing an existing business, because there is so much uncertainty involved.
Start with existing information
Start with the information you get from previous owners. Ideally, during the purchasing process, you received a business plan from the previous owners. One of the important functions of a plan is to define business prospects, therefore, sophisticated business sellers normally use a business plan as a selling document. It should contain information about business history, financial history, previous management, and possible prospects. You may want to read through a related article on this site, Steven Windhaus’ recommendations for questions to ask when buying an existing business.
Proceed with caution
If you do have such a plan, provided by the sellers, proceed with caution. Assume the seller’s plan was developed to sell the business, not to manage the business, and may be too optimistic. Question the assumptions. At every point that you possibly can, compare the seller’s plan for the business with its past financial information, market data from objective sources, and whatever other reality checks you can find.
You should always have financial information. Normally you’ll have past financial statements, and copies of tax forms, at the very least; few transactions take place without some basic financial information. Use this financial information as a basis of comparison. Question the information sources: copies of tax forms, if they are real, show what the sellers have told the government. Do they match the financial statements coming from the accounting iptv links ? How reliable are the financial statements? Have they been audited by outside accountants? Is the seller willing to allow an audit?
Growth forecasts are immediately suspect. Compare projected growth to past results. If the seller shows a future much more rosy than the past, ask why? What assumptions justify the change? Why was this business for sale ifprojections are optimistic? However, sometimes sellers have good reasons — needing capital, aging, divorce, for example — so don’t automatically assume that all growth projections are false. Try to understand why owners are selling a business, and how this affects their willingness to produce real numbers, and how it affects your own possibilities to make this purchased business work for you.

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Don’t underestimate the importance of reality checks. Don’t rely on second-hand information. Where possible, spend time at the business in question, talk to customers, eat at the counter, use the service. For retail locations, for example, you can spend some time outside the store, count the customers, see how many go in empty-handed and how many come out with bags.
Make estimates. Count the business for some sample hours, and then calculate what total sales might be by multiplying your estimated average purchase value per hour. For example, say a shoe store has three customers per average hour, and guess that the average sale is $50. That’s $150 per hour total, which would be $1,200 per day and $7,200 per six-day week at eight hours per day. If that’s what you estimate and the seller reports $30,000 in sales per month, you’re reassured, because the two numbers — your estimate and the sellers reports — are in the same range. $7,200 per week for 4 weeks is $28,800, so $30,000 is close. However, if the seller is reporting $100,000 per month you will need to investigate carefully to explain this discrepancy.
Plan a new business or an existing one?
As you plan for the business you purchase, you start by making an important choice: business plans can be either for start-up new businesses or for already-existing and ongoing business. When you buy a business from somebody else, either option is acceptable. This is a choice you make.
The main difference between the two options is the existence in the plan of either a start-up table, or a past performance table. In a new business, a start-up table establishes opening balances for starting expenses, and financial balances including initial capital, debt, and assets. For an existing business, a past performance table shows past history of profit or loss, and balances of capital, debt, and assets. Business Plan Pro, for example, starts a plan with its PlanSetup Wizard that asks you whether the plan will be for a new start-up business, or an existing business.
How to decide? Either way can be acceptable. Here are some suggestions:
  • Does the previous history build your business reputation? Would a loan or a new investment be more likely based on the previous history, or less?
    • When you are purchasing a strong business with a good past, use that strength as an asset by developing a plan for an existing business. Develop a plan for an ongoing business, use the past performance table to set your balances, and include a section on company history.
    • If you’re purchasing a failed business (presumably for a good price), then start over, with a new plan, built for a new company. Set your start-up table for a new business, and treat the business as a new business when you describe its history (or lack of history), ownership, and strategy.
  • The better the information available from the sellers, the more advisable that you develop the plan as a plan for an existing business. In the worst cases, when you have little information available, then you don’t really have the option of starting with past performance, because you don’t know about past performance.
  • Consider the name. If you plan to keep the business name, lean towards a plan for an existing business. If you are planning to change the business name, then you’re more likely to be better off with a new plan, not an existing plan. The naming decision is often a tip-off to the same variables that affect the plan. The factors that make you want to keep the name will make you want to use past performance and develop a plan for an ongoing business.
Ultimately, it’s your choice
Remember a business plan is always your plan; not the consultant’s plan, not the expert’s plan, but your own plan, for your business. As you look at the business you’re purchasing, decide what makes you feel best about it, and make that the choice for start-up or ongoing.

Sole Proprietorship Basics

A sole proprietorship is a business that is owned by one person (and sometimes his or her spouse) and that isn’t registered with the state as a corporation or a limited liability company (LLC).
Sole proprietorships are so easy to set up and maintain that you may already own one without knowing it. For instance, if you are a freelance photographer or writer, a craftsperson who takes jobs on a contract basis, a salesperson who receives only commissions or an independent contractor who isn’t on an employer’s regular payroll, you are automatically a sole proprietor.
However, even though a sole proprietorship is the simplest of business structures, you shouldn’t fall asleep at the wheel. You may have to comply with local registration, license or permit laws to make your business legitimate. And you should look sharp when it comes to tending your business, because you are personally responsible for paying both income taxes and business debts.
Personal liability for business debts
A sole proprietor can be held personally liable for any business-related obligation. This means that if your business doesn’t pay a supplier, defaults on a debt or loses a lawsuit, the creditor can legally come after your house or other possessions.
Examples
Example 1: Lester is the owner of a small manufacturing business. When business prospects look good, he orders $50,000 worth of supplies and uses them in creating merchandise. Unfortunately, there’s a sudden drop in demand for his products, and Lester can’t sell the items he’s produced. When the company that sold Lester the supplies demands payment, he can’t pay the bill. As sole proprietor, Lester is personally liable for this business obligation. This means that the creditor can sue him and go after not only Lester’s business assets, but his other property as well. This can include his house, his car and his personal bank account.

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Example 2: Shirley is the owner of a flower shop. One day Roger, one of Shirley’s employees, is delivering flowers using a truck owned by business. Roger strikes and seriously injures a pedestrian. The injured pedestrian sues Roger, claiming that he drove carelessly and caused the accident. The lawsuit names Shirley as a co-defendant. After a trial, the jury returns a large verdict against Roger — and Shirley as owner of the business. Shirley is personally liable to the injured pedestrian. This means the pedestrian can go after all of Shirley’s assets, business and personal.
By contrast, the law provides owners of corporations and limited liability companies (LLCs) with what’s called “limited personal liability” for business obligations. This means that, unlike sole proprietors and general partners, owners of corporations and LLCs can normally keep their house, investments and other personal property even if their business fails. If you will be engaged in a risky business, you may want to consider forming a corporation or an LLC. You can learn more about limiting your personal liability for business obligations by reading Nolo’s articles on corporations and LLCs.
Paying taxes on business income
In the eyes of the law, a sole proprietorship is not legally separate from the person who owns it. The fact that a sole proprietorship and its owner are one and the same means that a sole proprietor simply reports all business income or losses on his individual income tax return - IRS Form 1040 with Schedule C attached.
As a sole proprietor, you’ll have to take responsibility for withholding and paying all income taxes, which an employer would normally do for you. This means paying a “self-employment” tax, which consists of contributions to Social Security and Medicare, and making payments of estimated taxes throughout the year. For more information, see How sole proprietors are taxed.
Registering your sole proprietorship

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Unlike an LLC or a corporation, you generally don’t have to file any special forms or pay any fees to start working as a sole proprietor. All you have to do is declare your business to be a sole proprietorship when you complete the general registration requirements that apply to all new businesses.
Most cities and many counties require businesses — even tiny home-based sole proprietorships — to register with them and pay at least a minimum tax. In return, your business will receive a business license or tax registration certificate. You may also have to obtain an employer identification number from the IRS, a seller’s permit from your state and a zoning permit from your local planning board.
And if you do business under a name different from your own, such as Custom Coding, you usually must

register that name — known as a fictitious business name — with your county. In practice, lots of businesses are small enough to get away with ignoring these requirements. But if you are caught, you may be subject to back taxes and other penalties.

Creating a Business Partnership Agreement

If you and your partners don’t spell out your rights and responsibilities in a written partnership agreement, you’ll be ill-equipped to settle conflicts when they arise, and minor misunderstandings may erupt into full-blown disputes. In addition, without a written agreement saying otherwise, your state’s law will control many aspects of your business.

How a partnership agreement helps your business
A partnership agreement allows you to structure your relationship with your partners in a way that suits your business. You and your partners can establish the shares of profits (or losses) each partner will take, the responsibilities of each partner, what will happen to the business if a partner leaves and other important guidelines.

Uniform partnership act
Each state (with the exception of Louisiana) has its own laws governing partnerships, contained in what’s usually called “The Uniform Partnership Act” or “The Revised Uniform Partnership Act” — or, sometimes, the “UPA” or the “Revised UPA.” These statutes establish the basic legal rules that apply to partnerships and will control many aspects of your partnership’s life unless you set out different rules in a written partnership agreement.

Don’t be tempted to leave the terms of your partnership up to these state laws. Because they were designed as one-size-fits-all fallback rules, they may not be helpful in your particular situation. It’s much better to put your agreement into a document that specifically sets out the points you and your partners have agreed on.

What to include in your partnership agreement
Here’s a list of the major areas that most partnership agreements cover. You and your partners-to-be should consider these issues before you put the terms in writing:

  • Name of the partnership. One of the first things you must do is agree on a name for your partnership. You can use your own last names, such as Smith & Wesson, or you can adopt and register a fictitious business name, such as Westside Home Repairs. If you choose a fictitious name, you must make sure that the name isn’t already in use.
  • Contributions to the partnership. It’s critical that you and your partners work out and record who’s going to contribute cash, property or services to the business before it opens — and what ownership percentage each partner will have. Disagreements over contributions have doomed many promising businesses.
  • Allocation of profits, losses and draws. Will profits and losses be allocated in proportion to a partner’s percentage interest in the business? And will each partner be entitled to a regular draw (a withdrawal of allocated profits from the business) or will all profits be distributed at the end of each year? You and your partners may have different ideas about how the money should be divided up and distributed, and each of you will have different financial needs, so this is an area to which you should pay particular attention.
  • Partners’ authority. Without an agreement to the contrary, any partner can bind the partnership without the consent of the other partners. If you want one or all of the partners to obtain the others’ consent before binding the partnership, you must make this clear in your partnership agreement.
  • Partnership decision-making. Although there’s no magic formula or language for divvying up decisions among partners, you’ll head off a lot of trouble if you try to work it out beforehand. You may, for example, want to require a unanimous vote of all the partners for every business decision. Or if that leaves you feeling fettered, you can require a unanimous vote for major decisions and allow individual partners to make minor decisions on their own. In that case, your partnership agreement will have to describe what constitutes a major or minor decision. You should carefully think through issues like these when setting up the decision-making process for your business.
  • Management duties. You might not want to make ironclad rules about every management detail, but you’d be wise to work out some guidelines in advance. For example, who will keep the books? Who will deal with customers? Supervise employees? Negotiate with suppliers? Think through the management needs of your partnership and be sure you’ve got everything covered.
  • Admitting new partners. Eventually, you may want to expand the business and bring in new partners. Agreeing on a procedure for admitting new partners will make your lives a lot easier when this issue comes up.
  • Withdrawal or death of a partner. At least as important as the rules for admitting new partners to the business are the rules for handling the departure of an owner. You should set up a reasonable buyout scheme in your partnership agreement. To learn more about this issue, read Plan for changes in partnership ownership with buy-sell provisions.
  • Resolving disputes. If you and your partners become deadlocked on an issue, do you want to go straight to court? It might benefit everyone involved if your partnership agreement provides for alternative dispute resolution, such as mediation or arbitration.

As you can see, there are many issues to consider before you and your partners open for business — and you shouldn’t wait for a conflict to arise before hammering out some sound rules and procedures. A good self-help book, such as The Partnership Book, by attorneys Denis Clifford and Ralph Warner (Nolo), can help you think through the details and put them in writing.

Creating an LLC Operating Agreement

An LLC operating agreement allows you to structure your financial and working relationships with your co-owners in a way that suits your business. In your operating agreement, you and your co-owners establish each owner’s percentage of ownership in the LLC, his or her share of profits (or losses) and his or her rights and responsibilities, as well as what will happen to the business if one of you leaves.

Why an operating agreement is necessary
While many states do not legally require your LLC to have an operating agreement, it’s foolish to run an LLC without one, even if you’re the sole owner of your company. An operating agreement helps your LLC by guarding your limited liability status, heading off financial and management misunderstandings, and making sure your business is governed by your own rules — not the default rules of your state.

Protecting your limited liability status
The main reason to make an operating agreement is as simple as it is important: It helps to ensure that courts will respect your limited personal liability. This is particularly key in a one-person LLC, where, without the formality of an agreement, the LLC will look a lot like a sole proprietorship. Just the fact that you have a formal written operating agreement will lend credibility to your LLC’s separate existence.

Defining financial and management structure
Co-owned LLCs need to document their profit-sharing and decision-making protocols as well as the procedures for handling the departure and addition of members. Without a thorough operating agreement, not only will you and your co-owners be ill-equipped to settle misunderstandings over finances and management, but you will also be subject to the rules of your state law (see below).

Overriding state default rules
Each state has laws that set out basic operating rules for LLCs, some of which will govern your business unless your operating agreement says otherwise (these are called “default rules”). Many states, for example, have a default rule that requires owners to divide up LLC profits and losses equally, regardless of each member’s investment in the business. Unless you and your co-owners invest equal amounts in the LLC, it’s doubtful you’ll want profits allocated this way. To avoid this, your operating agreement must spell out how you and your co-owners want to split profits and losses.

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In this same way, many state laws regarding LLCs will not be favorable to your business. Don’t be tempted to rely on them to structure your LLC; instead, decide on the best rules for your situation and put them in a written operating agreement.

What to include in your operating agreement
There’s a host of issues you must cover in your operating agreement, some of which will depend on your business’s particular situation and needs. Most operating agreements include the following:

  • the members’ percentage interests in the LLC
  • the members’ rights and responsibilities
  • the members’ voting power
  • how profits and losses will be allocated
  • how the LLC will be managed
  • rules for holding meetings and taking votes, and
  • “buy-sell” provisions, which establish a framework for what happens when a member wants to sell his interest, dies or becomes disabled.

While these items may seem fairly straightforward, each is rife with details. Make sure you fill out the particulars in the following key areas.

Percentages of ownership
The owners of an LLC ordinarily make financial contributions of cash, property or services to the business to get it started. In return, each LLC member gets a percentage of ownership in the assets of the LLC. Each member is usually given an ownership percentage that’s in proportion to his contribution of capital, but LLCs are free to divide up ownership in any way they wish. These contributions and percentage interests are an important part of your operating agreement.

Distributive shares
In addition to receiving an ownership interest in exchange for his investment of capital, each LLC owner also receives a share of its profits and losses, called a “distributive share.” Most often, an operating agreement will provide that each owner’s distributive share corresponds to his percentage of ownership in the LLC. For example, because Tony owns only 35% of his LLC, he receives just 35% of its profits and losses. Najate, on the other hand, is entitled to 65% of the LLC’s profits and losses since she owns 65% of the business. (If your LLC wants to assign distributive shares that aren’t in proportion to the owners’ percentage interests in the LLC, you’ll have to follow rules for “special allocations.”)

Distributions of profits and losses
In addition to defining each owner’s distributive share, your operating agreement should answer these questions:

  • How much — if any — of the allocated profits of the LLC (the members’ distributive shares) must be distributed to LLC members each year?
  • Can members expect their LLC to pay them at least enough to cover the income taxes they’ll owe on each year’s allocation of LLC profits?
  • When will distributions of profits be made?
  • Or are the owners entitled to draw periodically from the profits of the business?

Because you and your co-owners may have different financial needs and marginal tax rates (tax brackets), the allocation of profits and losses is an area to which you should pay particular attention.

Voting rights
While most LLC management decisions are made informally, sometimes a decision is so important or controversial that a formal vote is necessary. There are two ways to split voting power among LLC members: either each member’s voting power corresponds to her percentage interest in the business or each member gets one vote — called “per capita” voting. Most LLCs mete out votes in proportion to the members’ ownership interests. Whichever method you choose, make sure your operating agreement specifies how much voting power each member has as well as whether a majority of the votes or a unanimous decision will be required to resolve an issue.

Ownership transitions
Many new business owners neglect to think about what will happen if one owner retires, dies or decides to sell his interest in the company. These concerns may not be on your mind now, but such situations crop up frequently for small business owners, and it pays to be prepared. Operating agreements should include a buyout scheme — rules for what will happen when one member leaves the LLC for any reason. For more information, see Plan for changes in LLC ownership with buy-sell provisions.

How to create an operating agreement
Obviously, you’ll need help beyond this article to make your own operating agreement. There are many sources for blank or sample LLC operating agreements, but you must be sure that your operating agreement is drafted to suit the needs of your business and the laws of your state.

Law libraries are a good source of state LLC law as well as technical material on preparing an operating agreement, but since the material is written for lawyers, you may find it more confusing than helpful.

You can pay a business lawyer for assistance, and in fact we recommend this for LLCs with more than five owners, or for those that opt to have a special manager or management group run the LLC. Lawyers typically have several types of standard agreements on hand that can be customized for your LLC.

If expense is an issue, software that helps you create your own LLC may be your best alternative. For example, LLC Maker (from Nolo.com) will use your input to customize an operating agreement that suits the needs of you and your co-owners and meets the requirements of your state’s laws.

Legal Entities, Licenses and Permits

How you form your business, and its legal structure, is one of the most important decisions you will make in the process of launching your venture.

The business entity

The pros and cons of different business formations are worth understanding. They vary by state—consequently this is not a good area for guesswork, and not a good place to save money, so please go through this with a local attorney you can trust. The following is for background information.

Although the details vary, it starts with the choice between sole proprietorship, partnership, corporation, or the more trendy Limited Liability Company, LLC. Within the corporation classification you have additional choices, between the standard corporation or the small business S corporation.

The simplest form is the sole proprietorship

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The simplest form is the sole proprietorship. Simply put, your business is a sole proprietorship if you don’t create a separate legal entity for it. This is true whether you operate it in your own name, or under a trade name. If it isn’t your own name, then you register a company name as a “Fictitious Business Name,” also called a DBA (”Doing Business As”). Depending on your state, you can usually obtain this through the county government, and the cost is no more than a small registration fee plus a required newspaper ad, for a total of less than $100 in most states.

The main disadvantage of the sole proprietorship is the lack of a separate entity, which means you have personal responsibility for it. If the business fails then its creditors can go after your personal assets.

Tax treatment is quite simple, your profit and loss goes straight through to your personal taxes. Your business income is normally on Schedule C of your tax return. This can be good or bad for your tax situation, depending on where you stand with other income.

Partnerships

Partnerships are harder to describe because they change so much. They are governed by state laws, but a Uniform Partnership Act has become the law in most states. That act, however, mostly sets the specific partnership agreement as the real legal core of the partnership, so the legal details can vary widely. Usually the income or loss from partnerships pass through to the partners, without any partnership tax. The agreements can define different levels of risk, which is why you’ll read about some partnerships that have general partners and limited partners, with different levels of risk for each. The agreement should also define what happens if a partner withdraws, buy and sell arrangements for partners, and liquidation arrangements if that becomes necessary.

If you think a partnership might work for your business, make sure you do this right. Find an attorney with experience in partnerships, and check for references of present and past clients. This is a complicated area and a mistake in the agreement will cause a lot of problems.

Corporations

Corporations are either the standard C corporation or the small business S corporation. The C corporation is the classic legal entity of the vast majority of successful companies in the United States. Most lawyers would agree that the C corporation is the structure that provides the best shielding from personal liability for owners, and provides the best non-tax benefits to owners. This is a separate legal entity, different from its owners, which pays its own taxes. Most lawyers would also probably agree that for a company that has ambitions of raising major investment capital and eventually going public, the C corporation is the standard form of legal entity.

The S corporation is used for family companies and smaller ownership groups. The clearest distinction from C is that the S corporation’s profits or losses go straight through to the S corporation’s owners, without being taxed separately first. In practical terms, this means that the owners of the corporation can take their profits home without first paying the corporation’s separate tax on profits, so those profits are taxed once for the S owner, and twice for the C owner. In practical terms the C corporation doesn’t send its profits home to its owners as much as the S corporation does, because it usually has different goals and objectives. It often wants to grow and go public, or it already is public. In most states an S corporation is owned by a limited number (25 is a common maximum) of private owners, and corporations can’t hold stock in S corporations, just individuals.

Corporations can switch from C to S and back again, but not often. The IRS has strict rules for when and how those switches are made. You’ll almost always want to have your CPA, and in some cases your attorney, guide you through the legal requirements for switching.

LLC (Limited Liability Company)

Be careful with this one, because the LLC form is different for different states, with advantages in some states that aren’t relevant in others. An LLC is usually a lot like an S corporation, a combination of some limitation on legal liability and some favorable tax treatment for profits and transfer of assets. This is a newer form of legal entity.

Why would you establish an LLC instead of a corporation? That’s a tough legal question, not one we can answer here. Since the advisability and advantages varying from state to state, here again, this is a question to take to a good local attorney with small business experience.

See an attorney

Make sure you know which legal steps you must take to be in business. I’m not an attorney, and I don’t give legal advice. I do strongly recommend working with an attorney to go through the details of your company’s legal establishment, licenses, and other items covered here. By including this information in this book, I don’t mean to imply you should do it yourself.

The trade-offs involved in incorporation vs. partnership vs. other forms of business are significant. Small problems developed at the early stages of a new business can become horrendous problems later on. The cost of simple legal advice in this regard is almost always worth it. Starting a company should not involve a major legal bill except in special cases. Don’t skimp on legal costs.

Licenses and permits are usually local issues

It’s hard to generalize on licenses and permits, because some of these depend on where you are, and some depend on what you do. When in doubt, you should check with local sources. If you don’t want to go straight to the local government and ask your questions directly, then ask at a Chamber of Commerce, or Small Business Development Center (SBDC).

For example, many cities have zoning laws that define where you can put retail stores, office space, and industries. Few of these affect the small home-based business, but it’s not unusual to have zoning laws prohibit signs on lawns or houses.

Some types of businesses require local or state licenses. This depends on where you are, but businesses including daycare, hair care, food service, and of course bars and nighclubs often require special licenses.

Resale licenses and sales taxes

In states that have sales tax, state authorities manage a system that sets reseller businesses into a special category, so they don’t have to pay sales taxes on items they buy for resale. The required paperwork and the state offices that manage it are different in many states, so you’ll have to ask state offices for your state as you establish your business.

Taxpayer ID and employer numbers

Employer ID numbers (EIN) are assigned by the IRS and state tax authorities. If you don’t have employees and you haven’t established a corporation, then your Social Security number is your federal taxpayer ID. If you’ve established a corporation or you have employees, then you must have a federal EIN, which is assigned by the federal IRS. In most states, the state assigns a separate state number.

The Strategy Pyramid helps you manage marketing activities

The Strategy Pyramid places strategy at the top, supported by tactics in the middle, and programs at the base. Strategy means nothing without tactics and programs to make it real.

The Pyramid

This illustration shows a basic Strategy Pyramid for marketing plans.

The Strategy Pyramid emphasizes the practical importance of building a solid marketing plan structure. Most marketing plans are developed from the top-level strategy first.

Strategy, at the top of the pyramid, is a matter of focusing on specific markets, market needs, and product or service offerings. Tactics follow and set the marketing message and the way it should be transmitted. Programs, at the base of the pyramid, provide the specifics of implementation. Programs include specific milestone dates, expense budgets, and projected sales results.

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The pyramid and strategic alignment

Strategic alignment is essentially matching up your strategy to your tactics and specific programs, or business activities. The strategy pyramid is a visual tool to help you act on what your plan says you’re going to accomplish.

Strategic alignment sounds simple: bring your activities and spending into logical harmony with your strategy. However, things frequently go wrong. It’s easy to think strategically for a while, and hard to consistently implement all the time. For example, blue-sky strategy is easier than day-to-day implementation.

  • Your key management team has gone away from the office for a day or two to develop strategy. Most groups enjoy that, and most are good at it too. They enjoy the experience and are excited about their accomplishments.
  • They return to the office. The phone’s ringing, emails have gone unanswered, problems come up, opportunities appear. Are they still implementing strategy or do they forget it as soon as they restart the routine?

As you develop your strategy with the pyramid, you design the tactics and implementation programs you’ll need to make it real. You develop those specific programs within your milestones so you can track implementation by assigning each program to a manager, with a budget, and milestone dates.

It is important to track and measure the expense of the programs for each tactic. Does the emphasis in spending match the emphasis in strategy? If your emphasis is on one tactic, are you spending to match? This process increases the likelihood of implementation.

The illustration shows a strategy pyramid which contains three tactics.


The next illustrations show an expenses chart broken into the tactics of the pyramids, and a partial spreadsheet table of the chart. Managers assigned their budgets to the various program activities to assigned the three tactics.



People do what they like to do. Often they twist their job descriptions around to do what they like doing. This isn’t a bad thing, really, because people are good at what they like; however, it can foil your efforts to create and implement strategy. Use milestones, with dates, budgets, and manager responsibilities, to make sure your daily activities follow your strategic guidelines.

Unfortunately strategic alignment isn’t easy. Companies frequently talk about one strategy and implement another. For example, in the middle 1980s Apple Computer’s strategy was focused on developing desktop publishing as a competitive advantage. The Macintosh was the first computer to integrate laser printing and page layout at popular prices, and Apple had a huge advantage. However, it took several years to make people understand what desktop publishing was, and by the time the message was clear Apple’s managers were tired of it. So while the strategy was desktop publishing the managers focused on multimedia and personal digital assistants instead. Budgeted marketing activities didn’t focus nearly as much on desktop publishing as the strategy dictated.

That was a lack of strategic alignment that failed to support and implement the desired strategy.

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