Showing posts with label microbusiness. Show all posts
Showing posts with label microbusiness. Show all posts

Tuesday, April 7, 2009

Legalizing Same Sex Marriage Can Save NY’s Economy

Congratulations to Iowa for doing what many ‘forward thinking’ states — such as New York — can’t seem to wrap their heads around: legalizing same sex marriage. It’s not just good public policy — to stop legalized discrimination — it’s also good economic policy. Gay Marriage boosts small business income and government revenue.

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Saturday, April 4, 2009

Microlenders Widen Their Client Base

By ANJALI CORDEIRO

No loan is too small for small businesses these days.


With many banks continuing to put a hold on lending, more small-business owners and would-be entrepreneurs are turning to microlenders, organizations that dole out smaller loans typically ranging from as little as $500 to $35,000.


Microlenders, most of whom are nonprofits, have traditionally focused on helping small-business owners, particularly minorities and women, in lower-income communities as well as entrepreneurs in developing countries who need a few dollars to buy, say, a sewing machine. They tend to charge higher interest rates than banks because their borrowers are often first-time entrepreneurs or have weaker credit profiles.

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Online Request for SBDC Counseling



Tuesday, March 31, 2009

Micro-Loans For Americans?

When the economic downturn took hold last autumn, the management team at non-profit Kiva.org made a calculated bet to curb investment, anticipating that donors would slow the volume of small loans they make to entrepreneurs in the developing world.

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Online Request for SBDC Counseling




Thursday, March 12, 2009

Is Your Small Business a Microbusiness? If So, You May Be In Luck!

Nine out of every ten firms in the United States is a microbusiness - who knew?!

And, microbusinesses are one of the fastest growing and best positioned business groups to ride the current economic storm. Read Dawn Rivers Baker’s excellent article on 5 Key Microbusiness Trends for 2009 for more on this.

Click here to read more...

Online Request for SBDC Counseling


Friday, February 20, 2009

Keeping Your Money Local

One of the realities of financing - which has amplified the credit/banking crisis - is that we have detoured from the days of old when we, as borrowers, knew our local banker. If you borrow money today from your local bank, is it really local? Who is making the decisions? Who holds the note? If you have a question, can you get a live person on the phone - or better yet, meet with him/her in person - and receive a reliable answer?

With all the online companies and mergers, the answer is probably no. That’s why, as a small business, it’s important to keep it local. When I was expanding the Chocolate Gecko, I already had a solid relationship with the Capital District Community Loan Fund. When I went to them with the plan, they set up a meeting for me with the Vice President of Commercial Lending at SEFCU. Once SEFCU heard the plan, they were on board and served as another advocate for me. Going into the project, I had four organizations on board - all local with local decision-making power. Why was this important? Because at no time did I feel alone. I knew that I had folks at the table with me who were my financial team and were committed to making this project work. And when we had to rework the numbers, my financial team did it.

Let’s play it out differently. Say instead, I went online and borrowed $ or borrowed $ from a merged bank with the headquarters in Ohio. They’re my partners at the ribbon cutting but what if all doesn’t go according to plan? What if the project’s costs run over? What if the construction is delayed and I need to extend the note? What if . . . what if . . . what if? The reality is that I would lose my business, and possibly my house, and my credit would be tanked. Exactly what we are seeing now. 

The reality is that the online and outside New York bankers are not committed to me or my business. They’re committed to getting their note repaid. Period.

Not that my financial team wasn’t. They all leant me money with the understanding that I could and would repay it. But they were also committed to community development. And therein lies the difference.

So, my recommendation for point 4, Surviving the Recession, is keep your money local. Build a relationship with your local credit union, community development organization, and city/county economic development office. Let them know what you are doing and what you need help with. Not only are they committed to your success, they are committed to your community’s success.

Source:  http://blogs.timesunion.com/microbusiness/archives/277/keeping-your-money-local















For Email Marketing you can trust

Home-Based Business: Keeping Records

by Department of Consumer and Family Economics

A good recordkeeping system is essential to operating a successful home-based business. Would you believe you could save more than $112 an hour by keeping good records? Suppose you had a $20 business expense that you forgot to record. This oversight, in effect, raises your business's net income by $20. Using 1988 figures, overstating net income by $20 causes

  • Your social security tax to go up $2.60 ($20 times 13.01 percent for a self-employed person)
  • Your federal income tax to go up $5.60 (assuming you were in the 28 percent federal income tax bracket)
  • Your state income taxes to go up $1.20 (assuming a 6 percent state tax).

The $20 expense not recorded will cost you $9.40 more social security, federal income tax, and state income tax. If you had recorded this expense in five minutes or 1/12 of an hour, you would have saved $9.40 in 1/12 of an hour or $112.80 per hour. That is a pretty good use of your time.

Although this example may at first glance seem complicated, the $20 forgotten expense would not happen with even the simplest record keeping system.

In addition to avoiding costly errors, good records tell you if you are making a profit or losing money, provide you with accurate tax information and give you the information needed to see if and where improvements can be made.

The following are guides to help you develop a simple set of records for your business. It is important that you change your procedures to fit your particular needs as your business expands or when you want your records to tell you more about your business.

Start keeping records

If you are already in business and not keeping records, start immediately. After you get your system set up, you might want to work backwards to the first of the year so that you have as complete information as possible for your year-end records.

If you are starting a new business, you will need an estimate of income and expenses to secure financing if needed; or, if your own resources are adequate, you will still want to know how you are doing financially. To determine profitability, you'll need to figure your start-up costs and your operating costs. Start-up costs are the one-time expenses necessary to starting your business, such as equipment expected to last a long time. Operating costs are those that keep recurring, such as purchasing materials needed for making the product.

Once your recordkeeping system is set up, record all transactions promptly. Set aside a certain time each day, or at least each week, to update income, expenses and other items of importance. It is also a good idea to establish a definite time each month to pay bills, reconcile the bank statement and do other monthly tasks.

Records are much easier to maintain if they are easily accessible. Provide yourself with a space to use as an "office." It need not be large, but should have good lighting, a comfortable chair, a surface for writing and some storage space for supplies and records. An inexpensive box or cabinet for filing and some file folders would be adequate in most cases. Also have a place to keep incoming mail, and be sure to have a wastebasket handy.

Your business "office" might be a part of your home "office" where bills are paid, letters written and incoming mail sorted. The other option is for the transactions of the business to be in a separate location away from the family business center.

Figure out a system

The key to an effective, efficient bookkeeping system is to get it set up right. It should be adequate to meet your current needs and be expandable as your business grows. You do not need an elaborate system for a small business, but you must have a system.

The simplest system is to just use your business checkbook. It is recommended that your business account be separate from your personal account. Record on each check and deposit slip the details of the transaction. All transactions must go through the checkbook and you need to reconcile it monthly. At the end of the year, you can summarize your profit picture. This system is suitable only if you have a few transactions.

A more complete system uses the checkbook plus a cash receipts journal and a cash disbursements journal. Simple journals or ledger paper that fits into a notebook are available in most stationery departments and office supply stores. All transactions are recorded in one of the journals. The cash receipts journal has columns for various categories of receipts with a line for each receipt, including date, source of cash, and total amount. The column categories may be types of merchandise, types of service, place of sale or whatever classification makes sense in your business. It is helpful to record sales tax in a separate column.

The cash disbursements journal has columns for various categories of expenditures with a line for each expenditure, including date, check number, payee, description of expense, and total amount. The column categories may be merchandise for resale, supplies, interest, utilities, loan payments, salaries or whatever classifications make sense in your business.

All columns in both the cash receipts and cash disbursements journal should be totaled each month with year-to-date totals after each month. You can then quickly determine your financial status at the end of any month and make your annual income statement.

In addition to entering all transactions into cash receipts or cash disbursement, you need to keep all receipts, invoices and order forms. You may want to put all of them for one month in one envelope. Or, keep all receipts in one envelope or file folder and all invoices in another. The important thing is to decide how you're going to do it and then keep consistent.

Place these in the file storage in your business "office." Keep your filing system simple. Decide what you want to file and set up a system that makes sense to you. Label your folders so they can be easily read. If two or more people are in business together, it usually works best if one person is in charge of bookkeeping. The other should, however, be familiar enough with the system to be able to take over if necessary.

Keep all financial records for at least six years after tax returns are filed.

If your business requires, or if you decide to use a more elaborate recordkeeping system, you should consider consulting an accountant. An accountant can help you set up a system specifically tailored to your needs. You might also consider taking a bookkeeping or accounting class through adult education opportunities in your community.
Records other than financial records that would be helpful to you are an inventory of supplies and equipment, mailing lists and personal time log. It is up to you to decide what information is important to have and to keep.

Checklist for good records:

Open a business checking account

Don't use your personal checking account for your business. The cost of another account is minimal compared to the confusion of business matters in your personal account.

Pay all bills by check

On each check, note what was purchased with that check. This is your record of having paid bills and enables analysis of expenditures.

Use petty cash sparingly

Only when absolutely necessary should you make payments from petty cash and then be sure you have a receipt including the purpose of each expenditure. Then write a check to petty cash to keep the checkbook complete.

Record all sales

Use sales tickets, duplicate receipts, copies of invoices, cash register tape or some other system that itemizes each sale. This enables analysis of sales and provides a record of who has paid or not paid.

Endorse all checks immediately

Endorse checks "for deposit only" to your account in your bank.

Deposit receipts often

Don't keep cash or checks around your place of business. They invite theft, they can get lost and the money should be put to work for you immediately.

Label bank deposit slips completely

They provide a good record of sources of income and back up sales records.

Balance bank account monthly

Do it when the statements come from the bank.

Inventory all items regularly

Count all items in inventory and include the purchase cost of each item. At the very least, take inventory once a year. A good business practice is to take inventory twice a year and a better practice is quarterly inventory.

Practice good record hygiene

Keep clean, neat and regular records.

It would be unusual if you set up a perfect record keeping system on your first try. Modify these suggestions for your system if you currently are keeping some records but feel they are not adequate. Incorporate the ideas that apply to your situation if you are beginning a record keeping system.
But do it now.

Source: http://extension.missouri.edu/xplor/miscpubs/mp0630.htm


Thursday, February 19, 2009

10 Great Startup Tools & Tips for Today

Dear Dan: I’m about to launch my own solo business. Any tips on the essentials I need to get started - like phone services, office space and legal help? - Solo Gal

Dear Solo Gal:  With big companies vaporizing jobs by the millions, self employment is becoming an option - and often a necessity - for more American’s than ever before.  And with a still-weakening economy and more job losses looming, the self-employment ranks seem destined to rise.

For some, the shift to self employment after years of working for someone else can be difficult. Suddenly it’s just you and that can be daunting. You’ll have to arrange for some kind of office space, create a business identity and website, establish phone service and voicemail, figure out how to reach and communicate with prospects and customers, advertise your product or service, manage billing and perhaps incorporate as well.  

The good news is this: It’s never been easier to manage all of these things with low-cost, web-based services designed for exactly this purpose.

Here’s a 10-piece toolkit for self employment survival:

1. Get a domain name and website for your business.  Easy, low-cost options abound. You can register a domain name at GoDaddy.com, NetworkSolutions.com, Register.com or Domain.com and purchase a do-it-yourself website package at the same time. Microsoft’s Office Live Small Business (www.officelive.com) is a fabulous place where you will find everything you need to take your business online - much of it free (including the website).

2. Form a corporation or LLC. It’s easier than you think, and will give your business a more professional look. You can do it online at Incorporate.com or MyCorporation.com.

3. Plug into the office space you need, only when you need it. Holding meetings in your home or a local coffee shop won’t inspire confidence in your business.  Virtual, temporary or shared office space is available in most cities nationwide. Check out the offerings from Regus.com and DavinciVirtual.com.

4. Get setup for web conferencing, online presentations and free conference calling. WebEx.com offers web conferencing solutions specially designed for self-employed professionals. Flowgram.com is a free web-based platform that lets you share presentations online. FreeConferenceCall.com offers free private conference lines that are great for three-way calling.

5. Unify your phones and messaging. Services such as RingCentral.com and GotVmail.com make it quick and easy for a solo business to establish a full range of phone and messaging services, including toll-free lines, virtual phone systems, unified messaging and more.  These services were built specifically to help entrepreneurs stay connected and sound more professional.

6. Bill and collect money through easy web-based systems.  The most essential function for any business is getting paid, but it’s foolish to think that clients and customers will readily send payments in full and on time. Try using a web-based system such as FreshBooks.com to handle all of your invoicing chores easily and inexpensively online. Most FreshBooks customers are, in fact, self employed. The service makes you look more professional by branding invoices to your business and putting an end to the manual process of drafting and mailing invoices by hand.

7. Use web-based ads and email marketing. Google AdWords (www.adwords.google.com) and yellow pages sites such as DexKnows (www.dexknows.com) can get your business visible online for a modest budget. And check out ConstantContact.com for email marketing ideas.

8. Legal issues often present a dilemma for cost-conscious solo businesses. You want the best information and advice to understand your options and make the right choices. But paying legal professionals for every little thing gets expensive. LegalZoom.com is a web-based do-it-yourself legal solutions site that offers free or low-cost help for solving everyday legal matters - or at least learning enough about them to work more efficiently with a lawyer.

9. Create a business identity without going broke. Web-based services such as LogoWorks.com and LogoDesignCreation.com let you create an entire business identity, including a custom logo, for a few hundred dollars. Package deals can include everything from your logo design, to business cards, stationery, brochures, website design and promotional products.

10. Get a merchant account. You’ll need one if you plan to accept credit cards at your business. You can apply at sites such as Card Service International (www.cardservice.com) and Authorize.net.

Source: http://whatworksforbusiness.wordpress.com/2009/01/07/10-great-startup-tools-tips-for-today/

Wednesday, February 18, 2009

Micro-loans can help local entrepreneurs

From my old home town paper, The Bergen RecordDouglass Crouse highlights a micro-loan program where very small startups are created and provided some intensive care instruction. Many businesses that are well known in Jacksonville like Peterbrooke and Firehouse Subs, started with a very small investment.

In a time of economic hardship and rising unemployment. Many people are searching for income. Some of these budding entrepreneurs should be given a hand up with a small loan and proper exposure to best business practices. Given the support Wall Street is getting, creating a new business and a job for $500 seems like a bargain.

PATERSON, NJ— For some Silk City entrepreneurs, $500 is enough to get a business rolling or keep it on track.

Jamie Dykes made that discovery while doing research for the Paterson Restoration Corp.'s recently launched micro-loan program, which lets resident business owners borrow amounts from $500 to $10,000.

In starting a business, attorney fees alone often exceed $500. Even mustering enough cash for cleaning supplies can prove a challenge for some, said Dykes, the PRC chairman and president of the Greater Paterson Chamber of Commerce.

"We're looking at a segment of the market that may be very challenged as far as credit history," he said. "They may have no collateral, in the classic sense of the word."

Since the program debuted in October, four entrepreneurs have been awarded loans of $10,000 each, with businesses including a cleaning service and a music production company.

Planning for the micro-loan initiative took two years, with $300,000 in seed money raised through a 30-year-old loan program also administered by the PRC.

Micro-loan applicants must pay a $25 processing fee and take basic business coursework through the William Paterson University Small Business Development Center in Paterson.

"The typical person who comes in here is not experienced in preparing a business plan, but we're encouraged by the progress they make," said Robert Hille, assistant regional director.

Jason Martin said that support was key in his launch of Jus Pray Production, which offers photography and videography services. "Clients have made comments about how well put together the business is," he said.

If applicants are deemed a worthy risk by the PRC's underwriter, approved by its board and given the go-ahead by a staff attorney, they receive loans with an interest rate set at two points above prime. On their own, some owners might be looking at a rate in the upper teens, Dykes said.

"The standards are more lax than a bank's, but the process is similar," Dykes said. "That way the owners have a feel for how things work if they decide to go for more capital down the road."

Source URL: http://unfsbdc.blogspot.com/2009/02/micro-loans-can-help-local.html

Tuesday, February 17, 2009

Getting Into & Out Of The Floral Business

The Closing of a Flower Shop

A flower shop decided to close its doors after being in business for two years. This mother/daughter team started out with high hopes. Here were some of their challenges, written by the daughter. She tells her story in her own words in the hope that other entrepreneurs won’t make similar mistakes. We hope it is helpful.
 
If I start at the beginning, I’d blame a lack of adequate research on the market, the competition and the area for at least part of our problems.  I don’t think we fully understood the ramifications of having 3 florists within a mile of each other and what that meant to walk-in traffic, which the previous owner told us didn’t matter - it did.  In hindsight, a location would have been better. I also think that had we done better research and understood the wedding’s and event’s market better, we could have done more leg work up front to secure some of that business.  We went into it with the impression (from the previous owner) that it would just come.  Later we learned that only happens through reputation, which the shop had lost.

I also had pre-conceived notions about the use of flowers for businesses based on having lived in NYC.  I completely misjudged how different the culture is up here.  So much more conservative.  Less interest in showy demonstrations of success that happen in big markets.  Also fewer large organizations- large leasing companies which own office buildings - made the potential market smaller.

I think we were challenged less with networking time than selling time.  Networking events happen in the morning, evening and at lunch.  It really is having the will to do it.  I found doing one thing and getting as involved as I could had a greater benefit than doing many things with lesser involvement.  But networking takes time.  It is about building relationships, so you have to work at it over time.  I think long run it would’ve paid off big, but we didn’t have the time.

Partnerships are a challenge regardless who your partner is.  Relatives make it both easier and more difficult.  Going in, my mom and I had agreed to split design and selling equally.  Had that actually happened, it probably would’ve turned out better for us.  Once we got started, she got scared.  I have a high tolerance for risk and for trying new things and learning from my mistakes.  I thought she was the same and she wasn’t.  That proved fatal.  She didn’t want to go out on sales calls, she didn’t want to go to networking events and she was afraid to design.  She was more comfortable staying in the shop taking calls and waiting on the few customers we had.  Unfortunately, that left us with one person to do what really was two jobs.  If I was out selling and someone needed an arrangement, no one was there to do it.  If I was in the shop waiting to do arrangements, no one was out generating new avenues of business.  It might have still turned out bad, but this, I think hurt us more than anything.  If I had known that would happen, I would not have gotten into it, I don’t think.

I also think it was much more physical than we expected and at my mom’s age, that was a challenge. 

Better financing plans would have also been a good idea.  I think, and I know my mother would disagree, that we did have enough money going in.  The challenge was that I had no fall back, which meant I had to live off of our cash.  That frequently left us short - both for the shop and me.  Having planned this out longer term with an eye to having money in the bank to lean on would’ve made a big difference.

In the end I’m glad I did it, but know that getting out, especially with the direction the economy has taken, was the right thing to do.