how to start and manage your own business
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HOW TO
START and MANAGE
YOUR OWN BUSINESS
www.score476.org
Introduction
The intent of this workshop is to provide each entrepreneur with the fundamental information that should be considered in planning and conducting a successful business. In selecting the workshop subjects and their content, SCORE has oriented its approach to the needs of persons who are planning to go into business and those who have recently started a business.
It has become apparent during the conduct of these workshops that some attendees have been in business for a considerable period of time. We find that many of these individuals attend because their business experience has taught them to search for the fundamentals of how to plan and operate a business, or because they feel a need for a refresher, or both. In any case, they too benefit from what they learn at this workshop.
3 Rev. 08/08
Agenda
The Owner / Manager’s Role
The Business Plan
Issues for a Small Business
Business Record-Keeping
Business Organization and Regulations
Financial Factors and Sources of Capital
Marketing & Advertising
Sources of Information
Rev. 08/084
TheOwner / Manager’s
Role
Rev. 08/085
America’s Small Business –
The Pride of America
28 Million Small Businesses…
Generate 55% of All Goods & Services
Employ 57% of the Nation’s Workers
Rev. 08/086
Small Business Provides
Long-Term Rewards
• Substantial Income
• Financial Security
• Independence
• Recognition
• Satisfaction
Short-Term RisksFailure Can Mean the Loss of:
• Income
• Investment
• Home or Other Collateral
• Self-Esteem
• Personal and Family Relationships
Rev. 08/087
Why Businesses Fail
Owner/Manager Shortcomings
• Inadequate Understanding of Business
• No Experience or Knowledge of Specific Business
Owner/Manager Inability
• To Manage Tasks
• Direct Others
• Lack of Passion
POOR PLANNING!!!Rev. 08/088
Owner/Manager Wears Nine Hats
1) Leadership2) Planning3) Decision-Making4) Problem-Solving5) Controlling6) Marketing / Advertising7) Financial Records8) Business Records9) Personnel
Rev. 08/089
You May be Uncomfortable Wearing Many Hats
Find a Mentor
Establish an Advisory Board
Request Help from SCORE
Hire an Expert in That Area
Rev. 08/0810
Your Business Plan
Rev. 08/0811
Why Do You Need It?
A Means to Communicate to:◦Employees◦Investors◦The Bank
A Guide to:◦Measure Performance◦Manage the Business
A Roadmap to:◦Represent Your Direction◦Define Your Resources◦Guide Your Success
Rev. 08/0812
Business Plan Outline
Executive Summary
Objectives / Goals
Mission Statement
Business Description
Market Analysis
Financial Projections
Rev. 08/0813
Executive Summary
Brief Outline and Description of the Business Marketing Plan Unique Features Overall Strategy and Direction Financial Glimpse Objectives and Proposal Brief Management Profile Financial Need and for What Purpose
Rev. 08/0814
The Plan Itself
IS A WRITTEN STATEMENT ABOUT THE BUSINESS
What the Business Is
How the Business Will:
◦Be Operated and Managed
◦Address the Marketplace
◦Function Financially
The Strengths and Weaknesses of Your Competition
Rev. 08/0815
Business Description
Ownership and Legal Structure History Services and/or Products Offered Intellectual Property Location Facilities and Other Fixed Assets Sources of Supply Manufacturing / Retailing / Service Processes
Rev. 08/0816
The Marketing Plan
Who Are Your Target Customers?
Where Are They?
Who and Where is Your Competition?
How Does Your Competition Operate?
Trends…
And How You Intend To Capitalize On It
Rev. 08/0817
Basic Business Objectives
Align with Personal Goals Should be Measurable
• Sales
• Profits
• Costs
• Market Share
• Number of Customers
• New Product and/or Service Introductions ACHIEVABLE
Rev. 08/0818
Business Objectives
Quantifiable, Measurableand
Achievable
Establish a Website by: July 1, 2007
Make 20 Cold Calls per Day
Achieve $1 Million in Sales by December 31, 2007
Attain Break-even by August 2007
Rev. 08/0819
Planning
Provides for…
Staffing
Materials
Equipment
Facilities
Operating Systems (Methods and
Procedures)
Money
Rev. 08/0820
Financial Projections
Establish Pricing and Margins
Determine Operating Expenses
• Fixed/Variable
Establish Budgets
Develop Cash Flow Projections
Determine Start-up Expenses
Rev. 08/0821
Proforma Financial Statements
Cash Flow Statement
Profit and Loss Statement
Balance Sheet
Break-Even
Rev. 08/0822
Inadequate Controls
Could Mean Failure, so…
Start with Good Records
Review Records Regularly – A MUST!
• “Too Busy” is Unacceptable
Measure Results Against Budget
Implement Corrective Action Without Delay
Rev. 08/0823
Discussion Review
The Owner/Manager’s Role
Risks and Rewards of Business Ownership
Steps to Minimize Risk
The Business Plan
Rev. 08/0824
HELP is AVAILABLE
SCORE can HELP YOU BEAT THE ODDS!
Workshops FREE Counseling
• At Your Place of Business
• At a SCORE Counseling Site www.score476.org
• Telephone – 718 727 1221
• E-mail Info@score476.org
Rev. 08/0825
Issuesfor a
Small Business
AGENDA
The Start-Up Process
Lenders
Real Estate
Considerations for Success
Rev. 07/200827
Make a Checklist of Necessary Steps
Obtain Licensing Establish a Separate Bank Account Make Credit Card Arrangements Create Purchasing Arrangements
• Inventory and Supplies Develop Marketing and Sales Materials Create an Internet Website Find a Location Hire and Train Employees Set-up Accounting Controls
Rev. 07/200828
Research Opportunities in San Diego
Small Business Administration (SBA)
• www.sba.gov SCORE - Free Business Resources
• www.score476.org Trade Associations Suppliers Customers Competitors Business Improvement Districts (BIDs) Franchise Prospectuses
Rev. 07/200829
Dealing with Professionals
Attorneys• Proper Paperwork
Form of Organization, Contracts, Leases, etc.
• How Do They Bill?Hourly or Fraction Hours, Fixed Project Price
• Kick-out Clause“This contract is subject to approval by my attorney, no
later than 3 days from the date below.”
Rev. 07/200830
Dealing with Professionals(Continued)
Accountants (CPA vs. Bookkeeper)• QuickBooks• Understand Cash Flow• Tax Preparation
Insurance Brokers• Litigious State• Use Broker Who Represents Numerous
Companies Real Estate and Business Brokers
• “Caveat Emptor” – Buyer Beware• Brokers are paid by the Seller or Lessor
But, the money comes from the Buyer or Lessor
Rev. 07/200831
Franchise – Is It The Best Way?
Buy Only Proven Concepts Up-Front Fees Location Financing % of Gross Revenue Obtain a Prospectus
• Provides All the Details Talk to Existing Franchisees
Rev. 07/200832
Lenders
Family and Friends• Have a Completed Business
Plan• Provide All Details of Loan or
Equity Investment in Writing Bankers – Institutional
Lenders• MUST HAVE a Business Plan• Sources of Loans
SBA Guaranteed Loans Certified Development
Company (CDC) AcciÓn Home Equity
Suppliers, Business Sellers
Customers Landlords Credit Cards Good Credit =
Availability at Low Rates
Know Your FICO Score• 300 – 850• www.myfico.com
Obtain Free Credit Report• Experian, Equifax,
TransUnion Auto & Equipment
Leasing
Rev. 07/200833
Real Estate
Rent or Buy – Comparable Rates
Location
• If in Retail, DO NOT Compromise on Location
Space
• Add 15-20% More Space Than Immediately
Needed Parking Availability
Rev. 07/200834
Real Estate(Continued)
Type of Lease / Terms / Option to Renew
• Sublease and Assignment“Lessee reserves the right to sublet to any
reasonable person.”“Lessee reserves the right to cancel with
two months penalty payment.”
• Basic LeaseExample: 2 Years with 3 One-Year Options
• Everything is Negotiable
• Triple Net (Gross Lease / Net Lease)
• Have an attorney review before signing
Rev. 07/200835
Considerations For Success
Capital Requirements• Company Finances + One Year of Living
Expenses Employee Compensation and Retaining
Key People Theft Protection Systems Accounts Receivable Collection Policy Visa / MasterCard / American Express Partners / Investors
Rev. 07/200836
Discussion Review
Make a Checklist
Conduct Research
Work With Professionals
Seek Financing
Determine Real Estate Needs
Consider Keys to Success
Rev. 07/200837
Business Record-Keeping:
How to Keep Scoreon Your Operations
What Are the Uses
Information on the Financial Health of Your Business
Reports to Insurers, Lenders, etc.
Reports to Governmental Agencies
Rev. 08/200839
Accounting Methods
Cash
Accrual
Rev. 08/200840
Elements of a Record-Keeping System
Chart of Accounts
Documents
Financial Statements
Rev. 08/200841
Pro-Forma Financial Statements
Rev. 08/200842
Cash Flow
Rev. 08/200843
March April
Plan Actual Plan Actual
Beginning Cash on Hand A $5,000 X $1,000
+ Cash In B $2,000 Y $4,000
- Cash Out C ($6,000) Z ($3,000)
Ending Cash on Hand (A + B) - C $1,000 (X + Y) - Z $2,000
Sales (Revenues) $2,000
Less Cost of Sales (1,000)
Gross Profit 1,000
Less Operating Expenses
Rent $250
Advertising 100
Insurance 100
Office Supplies 50
Transportation 0
Equipment 0
Utilities 100
Total Operating Expenses (600)
Net Profit (Before taxes) $400
Rev. 08/200844
Profit and Loss
Balance Sheet
Assets
Current Assets
Cash on Hand (Deposits) $5,000
Accounts Receivable 500
Reserve for Bad Debts
Inventory 0
Prepaid Expenses 300
Total Current Assets $5,800
Fixed Assets
Equipment $4,000
Less Depreciation (400)
Net Fixed Assets $3,600
Total Assets $9,400
Liabilities & Net Worth
Current Liabilities
Accounts Payable $4,000
Total Current Liabilities $4,000
Owner’s Equity
Investment $5,800
Profit Year-to-Date 400
Net Worth $5,400
Liabilities & Net Worth $9,400
Rev. 08/200845
Break-Even
Tells You… When the Business Will Stop Costing Money How Much Cash You Will Need
Made Simple…
$40,000 in Sales Required to Reach Break-Even
Rev. 08/200846
Monthly Costs A $10,000
Gross Profit B 25%
Sales Needed to Earn $10,000 A ÷ B $10,000 ÷ 25% = $40,000
Chart of Accounts
Revenues
Cost of Goods Sold
Expenses
Current Assets
Fixed Assets
Other Assets
Current Liabilities
Long Term Liabilities
Equity
Rev. 08/200847
Supporting Documents
Vendor Invoices
Checks & Bank Reconciliations
Customer Records
Employee Records, Personnel Files, etc.
Records related to Tax Filings
• Car, home, etc.
Other
Rev. 08/200848
Daily / Weekly Procedures
Record Transactions
Prepare and Mail Invoices
Deposit Receipts / Pay Bills
File Documents
Follow-Up on Accounts Receivable
Count New Customer Accounts Opened
Rev. 08/200849
Semi-Monthly Procedures
Prepare Payroll for Processing
Review Payables
Rev. 08/200850
Monthly / Quarterly Procedures
Prepare Financial StatementsAnalyze ResultsTake Necessary Corrective ActionReconcile Bank StatementPrepare Reports to Government AgenciesAge Accounts ReceivablesPay Sales and Payroll Taxes, etc.Check and Reconcile Inventory on Hand
Rev. 08/200851
Annual Procedures
Prepare Financial Reports
Prepare and File Annual Reports with
Government Agencies
Prepare Operating and Cash Flow Budgets
for Coming Year
Rev. 08/200852
Selecting the Record-Keeping Method
Manual Spread Sheets
Personal Computer - QuickBooks
Computer Systems - ERP
Outside Service Providers
Rev. 08/200853
Evaluation of Operations
Balance Sheet
Income Statement
Statement of Cash Flow
Financial Ratios
Rev. 08/200854
Business Organization
andRegulations
Legal Structure
Proprietorships Partnerships
• General• Limited• Joint Venture
Corporations• Statutory Closed• General Law• Chapter S Election• Out of State (Foreign)
Limited Liability Companies• Member Managed• Manager Managed• Operating Agreement
56 Rev. 08/2008
Business Name and Other Intellectual Property
Fictitious Business Name Statement• Filing• Publication
Trade Name, Trademark and Service Mark• Difference between Trade Name and Marks• Reason for Use of Marks• Common Law Protection vs Federal Protection• Reservation of Corporate Name
E-Commerce• Domain Site Registration• Domain Names vs. Trademarks
57 Rev. 08/2008
Independent Contractors
Who are they?
Distinction between:
• Independent Contractors
• Employees
IRS Guidelines
Rev. 08/200858
Financial Factorsand
Sources of Capital
Types of Financial Institutions
Commercial Banks and Size of Loan
Credit Unions
Commercial Finance Companies
CDC Micro Loans (from $1,000 to 50,000)
Start-ups can qualify.
Acciòn
Type of Loans
Short
Intermediate Term
Long Term
SBA Guaranteed Loans
Purpose of Loans, Terms & Conditions
Working Capital
Inventory
Equipment
Business Acquisition
Real Estate
Other
Interest Rates
Risk vs. Rate
Type of Lender
Competition
Finding the Best Rate
Credit Qualifications
Five C’s of Credit• Character• Capacity• Collateral• Capital• Conditions (Loan and Economic)
Lender’s Point of View• Don’t like much risk• Safety Concerns• Qualification for Start-ups
Good credit Business plan 25-35% Own cash
Loan Interview Decision Making Process
The Loan Package / Proposal
See Recommended Checklist (attached)
Borrower Must Know the Package (Details)
Borrower Must Do the Homework
Marketingand
Advertising
What is Marketing?
The Process of…
Identifying potential customers
Creating customers
Keeping customers
Successful Marketing Depends on…
Knowing who your customer is
Knowing all about your competition
Understanding your market trends
Why Do You Need to Know All About Your Customer?
Project market size
Identify customer needs
Select Price, Product, Presentation
What Do You Need to Know About Your Customers?
Where they live Where they work Gender Educational level Income level and how they spend Age Race and nationality Family size and status How you locate and reach them
What Do You Need to Know About Your Business Customers?
Business Type
Business Size
Location
How is the purchase decision made
The key decision maker
Financial strength
How Can You Learn More About Your Business Customers?
Experience
Someone else in the same business
Communication
Trade associations
Suppliers
What Do You Need to Know About Your Competition?
EVERYTHING!
Who and where they are
Strengths
Weaknesses
Customer Policies: Pricing / Terms / Variety
Understand Your Market Trends
What Creates a Demand for Your Product or Service?
Technology changes in your industry Distribution changes Consolidation changes Technology changes that create new
opportunities Population and demographic changes Lifestyle changes Changes in local or federal government
Image
Create an Image for Your Business that . . .
Matches your customer needs
You feel comfortable with
Separates you from your competitors
Marketing Strategies
Existing Products to Existing Customers
Establish an image that makes customers feel
comfortable
Build high level of trust and confidence with customers
Train employees to learn more about each customer
Target promotions on incentives to buy more
Direct advertising
Create a Newsletter or other communication
Focused sales calls
Existing Products to New Customers
Identify the competitor from which you are most
likely to gain customers
Direct advertising and promotion toward these
customers
Develop customer referrals
Focus sales presentations and advertising to
show advantages over competitors
Train employees to stress these advantages
New Product to Existing Customers
Develop a clear understanding of existing customers
Introduce product or service to meet their needs Create image of trust and confidence with
existing customers Use sales of existing products or services to
promote new products or services Direct advertising Make sales calls Train employees on benefits
New Product to New Customers
Find a niche – Find a need and fill it
Create promotions
Focus advertising on niche customers
Offer seminars and presentations
Make sales calls on customers
Train employees about needs of potential
customers
Focus on product benefits
Pricing
Price is Determined by…
The value of your product or
service to the client
Competition
Effective Advertising
Know Your Customer
Focus advertising on current and potential
customers
Establish advertising goals and measure results
Effective Ads
AI
DA
ttentionnterestesirection
Advertising Media
Direct Mail TV Radio Newspapers Internet Email Press Releases
Newsletters Seminars Trade Shows Yellow Pages Sponsorships
Referrals
From other businesses
From satisfied customers
The Sales Call
Build a relationship
Offer incentives
Coordinate with advertising and promotions
Follow-up, Follow-up, Follow-up, Follow-up
Sources of Information
About Competitors
Suppliers Trade Associations Visual Interview Customers RMA (Risk Management Association)
• Annual Statement Studies Prepare a Competitive Matrix
www.score476.org
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