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How To Really Start Your Own Business

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0% found this document useful (0 votes)

242 views

How To Really Start Your Own Business

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Jorge Anguiano

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Download as PDF, TXT or read online on Scribd

You are on page 1/ 32

How To

Really Start
Your Own Business

IN COOPERATION WITH

www.score.org

Chapter 7 Page 13 information on starting a business. Small businesses provide the

foundation for our country’s economic growth. We want to assist you by
providing the products and services you need to succeed.
Lock In Your Location

Chapter 8 Page 14
Focus on Funding The Company Corporation and SCORE have partnered to bring you this
workbook written by the editors of Inc.magazine. The workbook
Chapter 9 Page 18 provides information about topics ranging from your inspiration for
Build a Team starting a business to creating a plan, building a team, and structuring a
business. It also focuses on cash control, financial management,
Chapter 10 Page 21 funding a business, and building business credit.
Pin Down Your Company Name(s)
We’re honored to provide this educational tool for use by SCORE
Chapter 11 Page 22
counselors and their clients. SCORE counselors volunteer their time and
expertise to help small businesses with confidential, free business
Setting Up Shares

Chapter 12 Page 23 counseling. The SCORE Association has helped more than 8 million
Five Steps To Compliance small business clients since 1964.

Chapter 13 Page 25 Our organization has helped more than a half a million small business
owners just like you incorporate or form Limited Liability Companies
(LLCs). We provide a range of products and services that are essential
Control Cash and Credit

Chapter 14 Page 30 when starting, growing, and managing a business.

Our mission is to help businesses start and succeed. With our business
Chart Your Business Progress

start-up services and our compliance management tools, more and

Copyright ©2008 by Mansueto Ventures, more businesses are turning to The Company Corporation each and
New York, NY. All rights reserved. every month. Together with SCORE, The Company Corporation wishes
www.inc.com America’s small business community continued success.
The publisher is not engaged in rendering
legal, accounting or other professional Regards,
advice. If legal advice or other expert assis-
tance is required, the services of a compe-
tent professional should be sought.
Sponsored by The Company Corporation®
(www.incorporate.com/score) in coopera- Brett Davis
tion with SCORE (www.score.org). General Manager
The Company Corporation® is an incorpora- The Company Corporation
tion service company and is not a substitute
for the advice of a licensed attorney.
The material in this workbook is based on
www.incorporate.com/score
866-544-6804 (toll-free).
work supported by the U.S. Small Business
Administration (SBA) under cooperative
agreement number SBAHQ-09-S-0001. Any
The Company Corporation is a service company and does not provide legal or financial

opinions, findings and conclusions or recom-

advice.

mendations expressed in this publication are

those of the author(s) and do not necessarily
reflect the views of the SBA.
CHAPTER 1

Summarize Your Idea

Remember the following about any idea for a new business:
• Always be on the lookout for ideas. They can come from anywhere: your work experience, a hobby or even
your experiences as a consumer when an existing product or service doesn’t meet your needs.
• Identify a niche. Usually the niche or opportunity will be an innovation or proven idea in a new market or a
unique idea in an existing market.
• Learn everything you can about the business you want to start and the marketplace you’ll be operating in.
This means getting work experience and collecting information so you’ll know the industry inside and out.
• Make sure your idea is focused so that you can express it clearly in 50 words or less.

Summarize your business idea in 50 words or less:

Begin testing your idea by asking probing questions. Put answers in writing. Do this for each idea you have:

1. Where did your idea originate (from a specific experience, industry observation, a sudden inspiration)?

2. If your idea is for a new product or service, describe how you expect to get it accepted in the market.

3. If your idea is for an improvement or variation of an existing product or service, describe why consumers
will use it instead of what is already available.

3
4. Describe your market niche in 50 words or less.

5. List at least three qualifications that you have that will allow you to pursue a business in this market niche
(work experience, education, research, reputation, etc.).

6. What are your two most important personal goals for the next five years (independence, visibility, income,
personal satisfaction, etc.)?

7. How will this business help you achieve those personal goals?

8. List and describe briefly the two most significant barriers to expect while launching and operating
your business.

9. Explain how you expect to overcome these challenges.

Take These Five Steps to Jumpstart Your Business Planning

1. Clearly define your business idea. Be able to state the purpose and goal of your business using clear and simple
language. Know your mission.
2. Examine your motives. Make sure you have a passion for owning a business and for this particular business.
3. Be willing to commit to the hours, discipline, learning and frustrations that are common to owning a business.
4. Conduct a competitive analysis in your market, including products, prices, promotions, advertising, distribution,
quality and service. Be aware of the outside influences that can affect your business.
5. Seek help from other small businesses, vendors, professionals, government agencies, employees, trade
associations and trade shows. Be alert, ask questions and visit your local SCORE chapter.

4
CHAPTER 2

Test Your Idea

As you evaluate your idea, keep in mind the following:
• Market research doesn’t have to be complicated or expensive, but you must do it.
• Conduct research to determine whether there is an adequate number of potential customers to support your
product or service. Use the following sources for statistical and demographic information:
• Libraries and published directories (e.g., Gale Research directories)
• Computerized databases (available at many libraries)
• Web sites and search engines (posted by business resources and public agencies)
• U.S. Small Business Administration (1-800-U-ASK-SBA; www.sba.gov)
• U.S. Bureau of Census (www.census.gov), U.S. Dept. of Commerce (www.doc.gov)
• Trade associations for your industry
• Local chambers of commerce
• Test your idea with potential customers and others who can offer constructive feedback (e.g., friends, rela-
tives, bankers, suppliers, executives). Keep a written record of the responses.
• Be prepared to make changes based on the responses.
• Study and evaluate the competition.
• How will your product or service be an improvement over the competition?
• Price your product competitively—higher if your product or service improves on an existing one and
lower if it will be equal to what is on the market. Be sure you can make a profit long-term.

For each of the following categories, list two potential sources (with location and phone number) who can
comment candidly about your business idea:
Bankers (check your local Yellow Pages under “Banks”)

Trade Associations (search the Internet or check the Encyclopedia of Associations, available in most libraries)

Government or University-affiliated Organizations (call your SBA district office, SCORE “Counselors to America’s
Small Business,” or the nearest Small Business Development Center)

Successful Entrepreneurs (from magazine or newspaper articles and local references)

Suppliers (check local Yellow Pages, classified advertisements and publications such as the American
Wholesalers and Distributors Directory, available at major libraries)

5
Answer the following questions about your market:

1. Identify your three most important groups of potential customers, defining them by the criteria
(e.g., age, demographics, industry, etc.) that you believe are most relevant to your product or service.

a.
b.
c.

2. Name your primary competitor for each of the three groups.

a.
b.
c.

3. Describe how each group feels about this competitor.

a.
b.
c.

4. Describe the factors that are most likely to make each group leave a competitor and switch to your
product or service.

a.
b.
c.

5. Where did the answers to questions 3 and 4 come from (printed pieces, market study, questions to
prospective customers, etc.)?
a.
b.
c.

6. Describe what makes each of your competitors successful.

a.
b.
c.

7. Describe what makes each competitor vulnerable to loss of customers.

a.
b.
c.

6
Answer the following questions about your pricing policies:

1. Provide details and/or a calculation of how you arrived at the price for your product or service.

2. List the price(s) that your most significant competitors charge for their corresponding product or service.

3. If your prices are higher, why? How will you justify them to your customers?

4. If your prices are lower, why? How will they help you attract customers?

7
CHAPTER 3

Protect Your Idea

Start-up entrepreneurs tend to worry about having their business ideas stolen, but it is important to keep this issue
in perspective:
• Don’t worry about protection so much that it interferes with your test marketing and
test development.
• Be discrete about revealing details of your business idea, particularly with competitors.
• If you think your idea qualifies for legal protection, speak with a lawyer. The protection options are:
Patent (to protect an original device or process)
Copyright (for printed material, such as consulting manuals, books and maps or
computer software)
Trademark (to guard a product name, logo, symbol or figure)
Service mark (to guard a brand or service name, logo, symbol or figure)

Here are eight basic steps to ensure that you have sufficient legal protection:

1. For the best protection against having your business idea stolen, be sure you know the character of every per-
son with whom you discuss the idea.

2. If you share copies of your business plan, be sure to number each one and record the name of the
individual who receives it.

3. Ask those who will review your business plan to sign a nondisclosure agreement that prohibits them from using
or discussing the information.

4. Be sure any employment agreements limit the ability of someone who leaves your company to use
proprietary materials, designs and formulas or to take customer names with them.

5. File for a patent to prevent others from copying your invention.

6. File for a copyright to prevent others from copying your material, including print, software, music, films, art and
recordings.

7. Register your trademark to prevent others from using a special name or logo you plan to use.

8. To protect your ownership rights, obtain the services of a qualified attorney who is experienced in matters
involving intellectual property protection.

To obtain U.S. copyright forms or for more information about copyright protection, contact the Copyright Office,
Library of Congress, Washington, D.C. 20559. For more information about patents and trademarks, visit the U.S.
Patent and Trademark Office online at www.uspto.gov.

8
CHAPTER 4

Create a Business Plan

A well-written business plan will play a key role in the success of your business. In addition to being required to obtain cer-
tain loans, a carefully considered plan helps business owners focus on strategic objectives and communicate those objec-
tives to staff. For those inexperienced in creating a business plan, free assistance is available from a variety of nonprofit
sources, including SCORE “Counselors to America’s Small Business” and local Small Business Development Centers. Local
banks can tell you what they look for in a business plan and an accountant can help you prepare the necessary financial
statements. You also may use the cash flow worksheets found on SCORE’s Small Business Web site, www.score.org.

The planning process will not be intimidating if you keep these points in mind:
• Planning ahead for your new business can mean the difference between success and failure.
• Use an informal plan consisting of three to six pages to convince relatives and friends to back your venture. Be sure to
cover the first eight points cited below.
• To approach bankers, individual investors and venture capitalists, prepare a more formal written
business plan. It shouldn’t be longer than 40 pages and should be organized as follows:
1. Executive Summary. A two-page, succinct explanation of your business and its activities, with an overview of your
key objectives and business goals.
2. Business Description. Describes your perception of the company. How will your business grow and profit?
3. The Market and Competition. Largest section. Honestly acknowledges competition and describes how your com-
pany will differ from other providers.
4. The Product or Service. Describes the core of your business.
5. Marketing/Selling. Explains how you will access the marketplace. Will you advertise, attend trade shows,
establish a Web site?
6. Management and Personnel. Explains how you will staff and manage your business. It includes one-paragraph pro-
files—or biographies—of yourself, partners and any other key team members.
7. Financial Data. Contains the balance sheet, profit-and-loss statement, break-even chart and cash flow analysis.
8. Investment. Based on cash flow, it includes what the investor will receive as a return.
9. Appendices. Includes testimonials from potential customers, research clips, charts and graphs relevant to
your business.

To create a successful business plan, consider these three questions:

1. Which type of business plan (informal, less than 10 pages; or more formal, up to 40 pages) is most
appropriate for your business? Why?

2. Outline the sections of your plan (see list above). How long should each section be?

3. Identify areas that require more work on your part, as well as areas that you are ready to put into writing.

Need Help With Your Business Plan? Contact SCORE

SCORE “Counselors to America’s Small Business” is a nonprofit organization dedicated to helping entrepreneurs
succeed as small business owners. More than 11,200 volunteer business counselors in 370 chapters nationwide are
available to provide you with advice, mentoring and small business planning assistance. SCORE business counseling is
free and confidential. You can rely on SCORE as a trusted resource to help you plan for success.

Since 1964, SCORE has assisted more than 8 million aspiring entrepreneurs and small business owners just like you
through counseling and business workshops. For more information about starting or operating your own business, call
1-800/634-0245 for the SCORE chapter nearest you. Or, visit SCORE on the Web at www.score.org.

9
CHAPTER 5

Choose a Structure
For legal and financial purposes, you must have a formal structure for your business. Your four basic choices:
1. Sole proprietorship. The owner and the business are the same (often a service business, with the owner pro-
viding the service). Business and personal tax returns are filed together.
• Advantages: Simple and inexpensive (start-up costs are low); maximum control.
• Disadvantages: Unlimited personal legal and financial liability; limited ability to raise capital; not an
enduring structure.
2. Partnership. A business with more than one owner; divides profits and losses among participants. It may be
popular for lawyers, doctors and other professional service providers, but not for most new businesses.

3. Incorporation. A safer choice for businesses that have employees or bank financing. A corporation is a state-
chartered organization owned by shareholders. The shareholders can elect or appoint a board of directors who
are ultimately responsible for management of the business.
• Advantages: Personal assets are protected from the debts and risks of the business. This is especially
important if the business fails or is sued.
• Disadvantages: Corporations must hold meetings and file annual reports resulting in paperwork.
There are two major types of tax status that corporations can choose:
C Status. So-called because it is taxed under regular corporate income tax rules.
• Advantages: Limited liability; access to capital (can raise money through sale of stock); perpetual life
(unlike sole proprietorship); ownership can be transferred.
• Disadvantages: Profits are subject to double taxation (corporate income is taxed and then dividends
paid to stockholders are taxed as part of the individual’s income); regulation and paperwork; some
limited start-up costs including state filing fees.
S Status. So-called because it is under subchapter S of the Internal Revenue Code; also known as
a “Sub Chapter S.”
• Advantages: Appropriate for start-ups; limits personal liability; S corp dividends are not subject to
self-employment taxes; eliminates double taxation.
• Disadvantages: Taxes on many fringe benefits; restricts number of stockholders to 35.
4. Limited Liability (LLC). State-chartered organization that allows for the reduced personal liability of a
corporation, but with the tax advantages of a partnership or sub chapter S.
• Advantages: Liability protection; no ownership restrictions; no double taxation; easier access to capital
(compared with partnership); like a S status corporation with less paperwork; less formal; less paperwork
than a corporation.
• Disadvantages: Stock not available.

10
Select the structure that best suits your new company’s needs.
If you answer yes to any of these questions, incorporating your business may be the right step for you.
1. Would you like to protect your personal assets against liabilities that your company may incur, either in the
form of debt or lawsuits?
2. Would you like the option to raise capital through the sale of stock?
3. Do you have—or plan to have—employees?
4. Do you have co-owners or investors?
5. Do you want your business to continue to operate after your death or a partner’s death?
6. Would including “Inc.”, “Corp.” or “LLC” as part of your business name enhance your credibility with investors,
suppliers and customers?

Ways to Organize Your Business

Type of Organization Main Advantages Main Disadvantages
• Simple and inexpensive to create and • Owner personally liable for business
operate. debts.
Sole Proprietorship

• Owner reports profit or loss on personal • Not a separate legal entity.

tax return.
• Clients have less risk from government • More expensive to create and operate
audits. than sole proprietorship or partnership.
C Corporation

• Owners have limited personal liability for • Double taxation threat because the
business debts. corporation is a separate taxable entity.
• Owners can deduct fringe benefits as • No beneficial employment tax treatment.
business expense.
• Owners can split corporate profits among
owners and the corporation, paying lower
overall tax rate.
• Clients have less risk from government • More expensive to create and operate
audits. than sole proprietorship.
S Corporation

• Owners have limited personal liability for • Fringe benefits for shareholders are
business debts. limited.
• Owners can use corporate losses to offset
income from other status.
• Owners can save on employment taxes by
taking distributions instead of salary.
• Simple and inexpensive to create and • Owners personally liable for business
operate. debts.
Partnership

• Owners report profit or loss on personal • Two or more owners required.

tax returns. • No beneficial employment tax treatment.
• Owners have limited liability for business • No beneficial employment tax treatment.
debts if they participate in management.
Limited Liability
Company
• Profit and loss can be allocated differently
than ownership interests.

Reprinted with permission from Working for Yourself, by Stephen Fishman (Nolo).

11
CHAPTER 6

Designate a Registered Agent

STATE LAWS REQUIRE that you have an “agent” of the corporation or LLC who is responsible for receiving and for-
warding vital legal and tax documents. If you form a corporation or LLC, then the designated registered agent must
be a resident of the state of the corporation or LLC formation. The address of the agent must be a physical
address, not a post office box, and it must be open during all normal business hours.
Your agent serves as a critical conduit for managing ongoing legal requirements associated with your company.
Your agent receives official state and federal mail, such as tax forms and annual report notices. The agent may also
be served with legal papers (notice of litigation) if a lawsuit is filed against the corporation or LLC.
The person designated to be the registered agent may or may not be affiliated with the corporation. The agent
may be an employee, officer, director or shareholder of the corporation, or may be a third party.
You may serve as your own agent, with your principal office as the registered agent address. However, most
business owners choose a third party to act in this
capacity, for one or more of the following reasons:
Availability. You may be out of the office when key
Choosing a Registered Agent
legal documents requiring immediate action might
RESIDENCY: must be a resident of and have an
office in the state in which you incorporate; some- be delivered. If you are not there to respond promptly
times referred to as a “resident agent” to a notice of litigation, for example, you could get a
default judgement against you for failing to answer a
AVAILABILITY: must be available during all normal
claim in a timely manner.
business hours
RELIABILITY: can be counted on to promptly notify Privacy. Having a legal process server show up
you of the receipt of important state and federal would disrupt your business and be an embarrass-
documents or notices of litigation ment in front of customers, employees or neighbors.
A third-party agent offers a layer of privacy, protect-
CONFIDENTIALITY: can be trusted to keep
ing you from publicly being served at your place of
potentially sensitive legal issues confidential
business and making your personal address less
accessible to strangers.
Location. There is a possibility that you might relo-
Candidates:

cate your business in the future. Maintaining an out-

side registered agent enables you to change the
1.

location of your company without filing a costly

change of address with the state.
2.

3. Documentation. The paperwork involved in being

your own agent would take up too much of your time,
4. or you might simply prefer to have a third party
remind you when it’s time to file important docu-
5. ments.
Many small business owners turn to an incorpo-
6. ration service company to serve as their registered
agent. Corporations that sign on with an agent ser-
vice are often those that are incorporated in one
7.
state and operating in another.
8.

* Service companies often act as the registered agent for small businesses
nationwide.

12
CHAPTER 7

Lock in Your Location

WHERE SHOULD YOU INCORPORATE? That depends
on whether you will do business outside your home Choosing a State
state. If not, forming a corporation in your state will gen-
erally require less paperwork and less cost. You will only Will you be doing business in one state or
need to account for income generated in one state several states?
while filing one state tax return and one set of corporate Do you plan to go public?
notices. Plus, you will avoid paying franchise taxes and Will you seek venture capital?
filing annual reports in more than one state.
What is the state’s corporate income tax, if any?
If you incorporate in another state, such as
Delaware or Nevada, you may need to submit an appli- What is the state’s personal income tax, if any?
cation to qualify as a “foreign” (out-of-state) corporation What are the state’s filing fees and annual
in the state where you are located. Without qualifying to franchise tax?
do business locally, it could be difficult to open a bank Are there capital requirements for incorporating
account in your company’s name. in that state?
If you plan to do business in more than one state,
look at which state requires the least amount of paper-
work and has the least expensive incorporation fees. Also consider corporate and personal income tax rates and
compliance regulations. If you plan to expand the business rapidly or go public—or if you intend to seek venture
funding—many accountants and lawyers would recommend incorporating in Delaware or Nevada.
Delaware has low incorporation and LLC formation fees, low annual franchise taxes and no state corporate
income tax for companies that operate outside Delaware. It also has no minimum capital required for incorporation
and one person can hold all corporate offices. Shares of stock owned by nonresidents are not subject to Delaware
personal income tax or inheritance tax. You need not have an office or bank account in Delaware, just a registered
agent, and names of initial directors need not appear in public records. With its separate “Chancery Court” for busi-
ness disputes, Delaware’s court system facilitates speedy dispute resolution.
More than half of the New York Stock Exchange companies are Delaware corporations. If you plan to go public,
the stock market respects Delaware. Venture capital investors tend to favor Delaware corporations because they
want the companies they fund to go public as soon as possible.
Nevada has no state tax on corporate profits, no state annual franchise tax and no state personal income tax.
Stockholders of Nevada corporations are not a matter of public record, which provides privacy.
On the downside, Nevada companies may need to qualify or register to do business in their local jurisdiction.
That may result in an additional fee to the state where you operate the business. Plus, Nevada’s corporation and
LLC formation fees are higher than many states.
A corporation with business sites in multiple states will typically incorporate or form an LLC in a single state,
then qualify to do business in other states. This requires formally registering in those states, paying additional fran-
chise taxes and filing annual reports. An incorporation service firm can help you file state qualifications as needed.
Your decision on where to incorporate affects your business on many levels. If you expect fast growth in many
states or want to establish partnerships around the country, you may prefer to incorporate in Delaware or Nevada.
This is more convenient than repeatedly starting—and dissolving—in-state companies as you move around the
nation.
Because liability protection varies by state, you may also consider incorporating in business-friendly Delaware or
Nevada if you engage in a higher-risk industry.

13
CHAPTER 8

Focus on Funding
At some point, no matter how carefully you monitor your cash flow, you will have to borrow money from a financial
institution. There are two main reasons to borrow: to cover a temporary cash flow gap and to provide working capital
for the growth of your business.
Plan ahead. A written financial plan—whether for a bank or internal use—is a major step in the right
direction. A financing plan helps you avoid the causes of cash flow problems, anticipate financing needs (for growth
or for survival) and helps keep your total borrowing under control.
A financing plan spells out responses to such questions as: What are the business’s needs? Why can’t they be
met from retained earnings? Are operating profits going to be available to meet long-term debt? How much is
needed, when and under what terms? Most important, the plan should provide an answer to the banker’s biggest
question: How will this loan be repaid?
You must be able to show that you can afford to service the loan. One classic way small businesses trip them-
selves up is to use this year’s financing to pay off last year’s debt. This “pyramiding” is doubly defeating. It creates a
larger debt load than is wise and it is very discouraging to be always struggling with debt even while profitability is
increasing. Be wary of using financing to conceal operating losses.

How do you put together a financial plan?

Start by identifying your business’s different needs for funds. Most of these will be covered by operating profits.
Those that can't (or can't without making the liquidity vanish) should be carefully analyzed to see whether more
debt should be sought. It’s important to remember that if debt financing is needed to cover a cash flow gap ordinar-
ily caused by insufficient operating profits, the underlying cause of the shortfall must be identified and dealt with
before financing will do any good. Borrowing to “paper over” an operating problem always leads to a worse situation,
tempting though it may be at the time.
Suppose, for example, that your sales have fallen off and costs have risen, making it clear that soon you’ll have
a severe liquidity or working capital problem. If the lag in sales can be cured without borrowing, fine. (You can
almost always take costs down a few notches.) If you still have cash flow problems, then make sure that the borrow-
ing won’t make it worse. If the sales problem can’t be resolved, sooner or later you’ll be back to the bank to borrow
more, thus driving costs even higher.
Make sure you know your needs before going to the bank—both in dollar terms and in the benefits that cash
inflow will have for your business. Any banker you’d want to work with will ask what you need the money for and
whether you could raise it from operations. To admit that you haven’t looked at operating cuts and profits as a way
to generate money is a sure way to lose credibility. Enter the bank well-prepared.
Legitimate financing needs fall into five related categories. At any one time your needs may overlap several of
these categories. A start-up, for example, may face radical expansion, perhaps requiring an acquisition or the
launch of a new division.

1. Start-ups.
A new business needs a combination of investment capital and long-term debt. One error that cripples a lot of
small businesses is the use of short-term debt to finance long-term needs. The basic rule in financing is to
match the term of the loan to both the term of the need and to the source of repayment. Using a 90-day note for
permanent financing needs is very risky. Not only is there the ever-present danger that the loan will not be
renewed, but there is the added disadvantage of never being able to plan more than 90 days ahead.

2. Working capital shortages.

After initial capitalization, working capital should be generated from operating profits over a long period. If you
suffer from chronic working capital shortages due to undercapitalization but are making some operating profits,
then the answer may be a term loan if you can demonstrate that the loan will more than repay itself in addi-
tional operating profits. Sometimes a modest working capital loan will put a business over the hump, affording
enough breathing room to make much higher operating profits.
But remember, a working capital loan, which is paid back monthly over a period of up to three to seven
years, adds to any existing financial strain. If your business won’t generate sufficient operating profits to cover

14
the payments comfortably, then added equity is needed, not
more debt.
Using Credit Wisely
3. Equipment and other fixed assets. Managing cash and securing capital are the two
Equipment and other fixed-asset loans are about the clear- biggest challenges small business owners face—
est examples of matching a loan to the need and payment particularly in the start-up phase. To keep
personal expenses separate from business
base. Since these loans are ordinarily secured by the equip-
expenses, use business credit cards as money
ment, the anticipated useful life of the equipment becomes management tools. Here are three ways they will help
a major factor in the credit decision. A rough guideline is that you:
you can finance equipment with a projected useful life of 10 • Business credit card: Use it to make and manage
years for up to 70% of its life and up to 90% of its value. purchases, as well as cover travel and entertain-
Don’t buy fixed assets on 90-day notes. The timing is ment expenses. Like a reserve of credit, a business
wrong. If you’re trying to make your business work on sweat card gives you the flexibility to pay bills in full or
revolve your balance.
equity, you may want to go ahead and pay off a piece of
equipment more rapidly than we’d recommend. That’s an • Business check card: An ideal replacement for
cash and checks—with the convenience of a debit
option, but a hard one to live with. card—check cards allow you to draw on funds from
While equipment loans rarely go beyond 7 years, com- a business checking account. They are excellent for
mercial real estate may be financed for 10 or more years, start-ups, since they allow your company to estab-
depending on the situation. Since you are building equity in lish a business relationship with your bank.
equipment and real estate from profits for a number of • Business credit line: Providing an unsecured line
years, you should finance it the same way. of credit up to $50,000, the credit line gives busi-
nesses a source of working capital for emergencies
4. Inventory, seasonal progress. or growth opportunities.
These loans are short-term and are usually tied to a clearly Caution: If you are a sole proprietor or partner-
defined source of repayment, such as one inventory turn, ful- ship, you are personally responsible for your busi-
fillment of a contract or sale of a specific asset.
ness debt. Forming a corporation or LLC separates

Short-term notes are repaid from short-term sources,

your business debt from you personally.

clearly identified before the credit is granted. Medium- and

long-term debts are repaid from more indirect sources. A banker looks to proven management ability (usually
evidenced by a profitable history and clearly understood plans) for repayment. Since there is no single, fast
source of repayment, the risk is greater and the decision more difficult. This is a crucial distinction. A poorly run
company may be a good short-term credit risk, but for long-term credit, a business must show the ability to con-
sistently generate profits.
Remember, term loans come due every month, adding to the drain on resources and, in turn, increasing
the risk and need for more careful financial management.

5. Sustained growth.
The final major need for financing is growth, which can outstrip working capital. As sales go up, liquidity often
goes down. A combination of investment, lines of credit to receivables and inventory and long-term working capi-
tal loans is the common answer.
Notice what this implies. If you plan to grow, you must plan to generate profits consistently, while at the
same time keeping your business liquid to meet current obligations. To make sure that you maintain liquidity,
you have to be certain of your financing strategy. The answer? A solid financial plan. (For help in creating a
sound financial plan, contact your nearest SCORE office. See page 9.)

Work with your banker. If you aren’t comfortable preparing a financing proposal, complete with financial state-
ments or if you feel that your banking relationships could be improved, get your banker involved in your long-term
planning efforts.
Like all business professionals, bankers like to use their skills. Since most businesses suffer from a lack of
financial management skills and since most bankers have these skills, it is to your advantage to make the first
move. Invite your banker to help you. Level with him or her. If you can’t keep communications open, then you won’t
get help—and it’s quite possible that you won’t get the financing you need. By being open, you’ll enhance your credi-
bility. And better yet, you’ll more likely find that you can turn the banker’s skills into a positive resource rather than a
roadblock.

15
EXERCISE

Get a Fix on Financing

To obtain the funds to launch your business, here are six avenues to explore:

1. Stick close to home. There may be more options than you think, including:
• Personal savings • Second mortgage on your home
• Business credit card • Profit-sharing funds from your previous job
• Business credit line • Friends and relatives
• Business check card

2. If you need more than these sources can provide, consider:

• Bank loans • Limited partnership • Private offering

3. Plug into a local network, including the following:

• U.S. Small Business Administration: 1-800/827-5722
• Nearest office of SCORE “Counselors to America’s Small Business”: 1-800/634-0245
• Nearest Small Business Development Center (SBDC) or your state economic development department
• Local business associations, such as the chamber of commerce
• State and locally sponsored small business conferences

4. Seek venture capital only if your business has the potential to achieve multimillion-dollar sales within five years.
(For more information, contact the National Venture Capital Association at 703/524-2549 or the National Asso-
ciation of Small Business Investment Companies at 202/628-5055.)

5. Don’t get bogged down hunting for funds; if you encounter problems raising money, try to start your business on
a smaller scale.

6. Be sure you know your current credit history—for both you (personal credit rating) and your business. Try to find
out which credit reporting service your prospective lender uses and request a report from that company. The
three major credit reporting companies are: Dun & Bradstreet (1-800/234-3867),
Equifax (1-800/685-1111) and Experian/TRW (1-888/397-3742).

ABC’s of Borrowing: Five Types of Business Loans, Terms and Purposes

Equipment/ Commercial Real
Loan Type Credit Card Credit Line Short-Term Loan Vehicle Loan Estate Loan

Evergreen 12 months 90 day note Up to 7 years 10 years +

of evergreen
Term

• Cover travel, • Cover short-term • Short-term • Purchase or • Purchase or

entertainment cash-flow needs items like refinance refinance
Purpose

and office • Carry accounts inventory business commercial

supplies receivable equipment real estate
and/or
• Unexpected
events vehicles

16
Use the five questions below to provide a framework for focusing on funding your business:

1. List the banks in your area where you will apply for a loan and individuals who might provide you with
introductions to bankers.

_____________________________________________________________________________________________

2. Identify individuals at the bank to whom you should approach with your request.

a) ___________________________________________ c) ____________________________________________

b) ___________________________________________ d) ____________________________________________

3. What are the key questions you will ask your banker? (Find out how much experience the bank has in lending to
your type of business, then ask about the lending/borrowing details—e.g., loan limits, collateral requirements,
interest rates and other terms.)

_____________________________________________________________________________________________

4. How will you answer each of these five questions that the banker will inevitably ask you?
a) How much money do you need? d) When and how will you repay it?
b) How long do you need it? e) What will you do if you don’t get the loan?
c) What are you going to do with it?

5. Should you seek venture capital rather than a bank loan? Begin answering this question by comparing the key
factors bankers and venture capitalists focus on:
Banker Venture Capitalist
Collateral Market demand for your market or service
Covenants in loan agreement Equity position and value of stock
Ration analysis Compound annual rate of return (typically 35% to 50%)
Ability to repay Exit within 5 to 7 years
Financial statements Management’s background
Both, of course, will expect you to present a sound business plan.
Check the sources you plan to approach for funding:
Personal Resources Close-to-Home Outside Sources
Savings Friends Bank loan
Second mortgage Family SBA loan
Insurance Business credit card
Profit-sharing Business credit line
Venture capital
Limited partnership
Private offering

17
CHAPTER 9

Build a Team
For your new business to have a chance to grow, it must have good people. With this in mind, be sure to do
the following:

1. Consider outsourcing first. With employees comes payroll tax, HR issues and recordkeeping.

2. When it is time to hire, look for those who: a) share your values and goals for the business, and b) have winning
attitudes and track records.

3. Approach investor relationships with caution. Describe everyone’s responsibilities in writing and work with a
lawyer on a buy-sell agreement that covers who owns what and how the partners can sell their shares to end
the partnership.

4. Use outside advisers such as an accountant, a lawyer, a mentor and a board of advisers consisting of two to five
professionals whose judgment you respect, including SCORE counselors.

Personal assessment. List your business-related strengths and weaknesses and likes and dislikes. Include per-
sonal traits, skills and behavior. For example, if you like numbers but dislike making presentations to groups of peo-
ple, write that down. If you don’t enjoy working with raw data or performing in-depth analysis, but would rather
spend your time in people-oriented situations, then put that down. This exercise will enable you to determine the
personal contributions that you will bring to your own company, as well as define the gaps that can be filled by hiring
qualified key employees.

Strengths ________________________________________________________________________________________

Weaknesses ____________________________________________________________________________________

Likes ____________________________________________________________________________________________

Dislikes ________________________________________________________________________________________

This should give you some specific ideas about the qualities you’d most like to see in your employees. Next, think
about the skills, traits and backgrounds you would like them to bring to the business. List and prioritize them from
the most to the least important:

_____________________________________________________________________________________________

Based on the qualities above, write a job title and description for each of the key people you plan to hire:

a)____________________________________________________________________________________________

b)____________________________________________________________________________________________

c) ___________________________________________________________________________________________

d)____________________________________________________________________________________________

18
Compensation

1. How much would you expect to pay to outsource this role, such as bookkeeping, packing/shipping, etc?

_____________________________________________________________________________________________

2. What is the market value for each job title or individual described at the bottom of page 16?

Title (a): Salary: $

Title (b): Salary: $

Title (c): Salary: $

Title (d): Salary: $

3. How much salary might he or she expect to receive from one of your competitors?

a) Starting salary: $ _ c) Starting salary: $ ____________

b) Starting salary: $ _ d) Starting salary: $ ____________

4. What salary are you prepared to offer?

a) Starting salary: $ _ c) Starting salary: $ ____________

b) Starting salary: $ _ d) Starting salary: $ ____________

5. What other forms of compensation or benefits might you provide in lieu of higher salary?

_____________________________________________________________________________________________

6. When do you need to bring these people on board? (Create a schedule for when you plan to have each person
working for your company.)

a) ___________________________________________ c) ____________________________________________

b) ___________________________________________ d) ____________________________________________

Outside Advisers

Name the outsiders who can contribute to your operation by providing valuable advice and services
(e.g. bookkeeper):

_____________________________________________________________________________________________

19
Telephone Equipment: How many lines do you need?
Many small businesses rely on a two-line phone—one line for incoming calls and one for outgoing, fax and modem
(i.e., Internet) calls. Determining how many lines you need depends on what type of business you’re in and the num-
ber of people requiring phone access. While there is no universal rule regarding lines to people ratios, many busi-
nesses find that a 1:3 ratio (one line for every three stations) is adequate.
If your business will rely heavily on telephones and data lines (i.e., for Internet access, fax machines, credit-card
authorization terminals and answering machines), you will need multiple lines. You might also want to consider high-
speed access to the Internet via cable modem or DSL. Contact your local phone company and ask the business rep-
resentative for a busy-line study. This is a statistical printout of the number and frequency of incoming calls that
receive busy signals and it will help you determine how many lines you should have.

To understand more about telephone capabilities, here are 10 pointers you may also want to discuss with your
phone company rep:

1. If you are setting up a home business, installing distinctive ringing will allow you to piggyback a different tele-
phone number on your existing line, making it ring in a different tone and pattern.

2. If you want a separate telephone line in your home-based business, you can save money by installing
a residential line. To obtain a business listing in the Yellow Pages, however, you need to install a
business line.

3. If you don’t mind being interrupted during a call, call waiting can notify you when another call is coming in.
Customers often find this option annoying, however and business telephone etiquette experts suggest investing
in voice mail, which allows customers to avoid a busy signal and leave a detailed recorded message.

4. If you want to be able to speak to several individuals in different places at the same time, you can arrange for
conference calling.

5. When you frequently call the same numbers, speed dialing can save you time by allowing you to preprogram a
one- or two-digit code into your telephone.

6. You can save money on calls of short duration if your telephone provider offers billing in six-second increments
instead of full minutes.

7. Caller ID allows you to identify who is calling before you pick up your telephone.

8. When you sign up for additional telephone lines or services, inquire about installment billing, which allows you
to spread out the payments over several months, often without finance charges.

9. If you’re often away from your office and want your calls to follow you to another number, invest in
call-forwarding options.

10. To encourage customers to contact you for information and orders, establish a toll-free number.

20
CHAPTER 10

Pin Down Your Company Name(s)

EARLY IN YOUR incorporation or LLC formation planning, choose—and reserve—the company name that will be
included in your articles of incorporation, as well as the Internet domain name. You should have several alternative
names in case your first choices are unavailable.
Your corporate name must be unregistered—that is, no other corporation in the state where you are filing
already is using the name or a similar name. Also, each state has rules as to words that can (or cannot) be used in
your name. Most states require that a word such as Incorporated, Company or Limited be included in your name;
many prohibit the use of the words United States, Federal or National.
As a rule of thumb, you can select a name that will help identify the type of products or services your business
provides. Or, you may prefer a name that conveys technical or professional expertise that will catch attention and
be easy to remember. Sometimes the name(s) of the founder or founding members is used.
Reserving your name. As soon as you select a name, contact the secretary of state’s office in your incorpora-
tion state or an incorporation service company to find out if it is available. If not, you will have to try other alterna-
tives. If you have confirmation that a name is available, but you’re not ready to file corporate papers, most states
allow you to reserve the name for up to 60 days by filling out the appropriate form and paying the required fee.
If you will be doing business in more than one state, consider reserving your name in every state where you will
be doing business prior to incorporating in any state. Otherwise, if your name is not available in another state, you
will have to choose a different name before you can do business there.
Winning the domain game. For many companies, reserving an Internet domain name is as important as
reserving a corporate name. Registering your domain name early in the incorporation process ensures that it will be
available when you launch your Web site. With more than 400,000 domain names registered or transferred per day
on the internet, online names are becoming scarce. The longer you wait, the less likely your preferred domain name
will be available.
Ideally, your domain name will be the same as your corporate name or closely related. The easiest way to start
selecting and reserving a domain name is to do a simple Web search under “domain name registration.” You’ll find
a long list of accredited domain registration services that can check a name and register it if available. If a pre-
ferred name isn’t available, many sites will offer suggestions for alternatives.

Possible Corporate Names Possible Domain Names

1. 1.

2. 2.

3. 3.

4. 4.

5. 5.

6. 6.

21
CHAPTER 11

Setting Up Shares
IF YOU PLAN TO incorporate your business as a C or an S sta-
tus corporation, you have to indicate in the articles of incorpora-
tion the number of shares and classes of shares the corporation
Tuning in to a
is authorized to issue. Each share of stock represents ownership Sounding Board
in the company. Some corporations have a single shareholder, Regardless of how small your corporation
who may also be the only officer and director of the corporation. may be, set up a team of outside advis-
For others, the only shareholders are the husband and wife or ers to serve as a sounding board.
family members. For still others, the shareholders and officers Besides ideas and objective analyses,
are the group of individuals involved in starting and managing the board members can offer guidance
the business. in areas of outside expertise that could
The amount of authorized shares a corporation issues help you avoid financial and legal pitfalls.
depends on the size of the business, its short-term needs and Here are five guidelines for building a
long-term plans. If you plan on going public or have private offer- board that can really help you:
ings to individuals in the future, for example, you may want to COMPOSITION. A good board consists
issue a sufficient amount of stock with that intent in mind. Per- of several unrelated counterparts. Your
haps you need capital or want to recruit an experienced profes- advisers might include an accountant,
sional team early on. Selling stock to prospective shareholders banker, attorney, insurance broker,
can raise money needed to fund growth. Prospective sharehold- CEO of a company in a related busi-
ers can also bring experience, contacts and professional skills to ness or a business school professor.
the corporation. SIZE. Don’t load your advisory board
The different classes of stock determine how much money with so many people that you’ll never
will be paid for each share and how dividends will be paid. Par get anything done. A good rule of
value is the designated minimum price of an authorized share, thumb: five to seven members are all
below which it cannot be sold. No-par value stock has no stated you need.
minimum price; the shares may be issued for any price deter- SCHEDULING. Set up a regular meet-
mined by the board of directors. No-par value is generally recom- ing time—every month or quarter—
mended because it allows the maximum flexibility to value depending on the complexity of the
shares later. issues to be discussed. Schedule
meetings with a SCORE counselor as
Most small corporations issue a single class of common
an outside adviser.
stock, in which all shares have equal dividend and voting rights.
Some C corporations also authorize preferred stock, which con- PROFESSIONALISM. Don’t burden
veys preference on the right to receive annual dividends, among members with petty issues, such as
other things. The corporation must pay dividends to preferred what kind of computer to buy. Deal
with wider issues, such as identifying
stockholders before common stockholders. S status corporations
emerging markets and ways to moti-
may only issue a single class of stock and LLCs do not issue
vate your sales force.
stock at all.
COMPENSATION. Be prepared to pay
travel expenses and a small stipend to
attract the best team.

22
CHAPTER 12

Five Steps to Compliance

AS A CORPORATION OR LLC, you will have to satisfy
federal, state and local regulations that apply to most Complying With the Rules
enterprises. Beyond that, there are legal formalities
and paperwork required for maintaining your corpo- and Regulations
rate status. Here’s a sampling of the periodic paperwork required
One of the first things you must do after filing arti- to retain your corporate or LLC status:
cles of incorporation is apply for a federal tax identifi- Federal taxes (e.g., corporate income, Social
cation number. No bank will let you open a corporate Security, Medicare, unemployment)
bank account until you have one. The application
State taxes (corporate income; annual franchise;
form—SS-4 Application for Employer Identification
payroll, including unemployment, disability and
Number—is available from the IRS and can be down- workers’ compensation; sales; certain property)
loaded from its Web site, www.irs.gov. Many states
Federal, state and local licenses and permits
have a similar form that must be completed.
(certification, operating and safety)
Necessary licenses and permits for your business
must also be secured. Your secretary of state’s office Shareholder agreements
is a good starting point for accessing information Company records (articles of incorporation and
about which permits you will need, depending on the bylaws; personal; key transactions; minutes of
nature of your business. Some states have one-stop meetings; etc.)
shops for accessing a single contract or form to com- State annual reports
plete their required registrations. Others involve a
number of agencies—employment departments, work-
ers’ compensation divisions, revenue departments—to accomplish this task.
It pays to research, in advance, which permits and licenses you’ll need, some of which may include certain
state and local environmental or zoning laws.
Employment regulations also should be near the top of your compliance checklist. Federal and state laws spec-
ify how often your employees must be paid and what you have to deduct from their paychecks. Federal taxes that
must be deducted and recorded include income tax withholding, Social Security and Medicare taxes, and unem-
ployment tax. On the state level, you also may have to withhold for income tax. And all states require that you have
workers’ compensation insurance before employees start their jobs.
To protect your status as a corporation, you must adhere to certain formalities and legal requirements. For
example, to protect the personal liability of its shareholders, your company must perform as a corporation and be
recognized as one. Not only must a separate identity be maintained, but personal financial matters and business
matters must be kept entirely separate.
Here are five rules for protecting your corporate status and minimizing liability exposure for corporate activities:

1. Keep your corporation or LLC in good legal standing.

File all required reports on time, and don’t neglect to pay your corporate taxes. Failure to plan for taxes—income
taxes, payroll or other withholding taxes—is one of the primary causes of small business failure. Specific statu-
tory authority allows federal and state officials to assess liability for certain unpaid taxes against individuals
responsible for the corporation. Common targets are corporate presidents and treasurers, although directors
and shareholders of small businesses may also be liable.
Most states require corporations to file an annual report and an annual franchise tax report; some have
other forms that must be filed as well. Annual reports provide states with current information on such things as
corporate address, business activity and changes in the roster of officers or directors.
Some states charge a franchise tax that must be paid when you file the franchise report. The tax is a fee
assessed for doing business in the state. If you fail to file your annual report or franchise tax in a timely fashion,
your corporate charter may be revoked, effectively dissolving the corporation.

23
2. Keep proper corporate records.
This includes those required by law as well as documentation of key corporate meetings and transactions. In
addition to basic documents, such as articles of incorporation and bylaws, most states require you to maintain
a record of the minutes of shareholder meetings and consent resolutions, and all written communications to
shareholders within the last three years, including copies of any financial statements furnished to them.
The IRS and other parties with claims against the corporation may be able to compel disclosure of a much
broader range of documents, including detailed financial information, tax returns, sales records, personnel
records and company contracts. If you fail to keep appropriate records, a court of the IRS could impose personal
liability against individual officers, directors and shareholders of the corporation.
To maintain your corporation’s status as a separate legal entity, important activities should be documented,
usually in corporate minutes, contracts or both. If you don’t hold the corporation out as a separate legal entity,
you make it easier for creditors and other claimants to assert personal liability against you rather than the cor-
poration.
While corporate minutes don’t have to include specific reference to day-to-day business operations, extraordi-
nary items or matters that fall outside the category of daily activity should be expressly noted in the minutes.
This would include, for example, decisions relating to the purchase or lease of expensive equipment or real
estate, borrowing money or pledging corporate assets as security for a loan, or declaring a dividend or redeem-
ing a corporate stock. Other important transactions can be documented through a bill of sale, invoice, promis-
sory note or contact.

3. Do not commingle personal assets with business assets or make personal use of business property.
A corporation should have its own bank account distinct from any personal account you may have. It’s much
harder to demonstrate that certain expenditures were made for the benefit of the business when personal and
business accounts are the same. If personal items are used by the business—tools, office supplies or computer
equipment, for example—corporate minutes should document which items are personal.
Something as simple as personal use of a company-owned car can create potential legal problems. Even if
you use the car just to tote the kids back and forth from school, you should document this time for the corporate
records. Also, don’t try to deduct or depreciate, as business assets, property that is used almost exclusively for
personal purposes.

4. Operate your corporation at arm’s length.

It’s common for shareholders, officers and directors of small corporations to enter into business transactions
with the corporation. For start-up businesses, corporate loans often come from these individuals. Any such loans
should be documented with a corporate resolution or promissory note. Interest rates and repayment provisions
should be comparable to those the corporation would have to meet had the lender been a bank or other unre-
lated party.
The same rules apply if the corporation is the lender and an officer or shareholder is the borrower, and in
cases where shareholders sell or lease assets to the corporation.The temptation to offer favorable terms to indi-
viduals associated with the corporation is great, but it must be avoided. “Sweetheart” deals between an individ-
ual shareholder, officer or director and the corporation are subject to close scrutiny by the IRS, other sharehold-
ers and creditors.

5. Always identify your business by a corporate name.

Whenever you do something on behalf of the corporation, make it clear you are not doing business in an
individual capacity. If you sign a contract for the corporation, for example, be sure to include your title. Sign as
“John Doe, President,” and not simply “John Doe.” By remembering to use the corporate name and referring to
yourself with your corporate capacity, you can insulate yourself from personal liability.

24
CHAPTER 13

Control Cash and Credit

What levels of debt can your business safely support? Can you control the amount, timing and availability of credit?
That is, can you ensure the timely inflow of cash from new debt?
Assume that you have done all you can realistically to control your cash flow, but you still face occasional periods
of cash shortfalls. To tide you over these periods, you have to borrow from an outside source–e.g., a commercial bank
or credit-card company line of credit. How do you go about preparing a financing proposal? Begin by focusing on
receivables and inventory. Chances are they might be your largest current assets against which you can borrow.
Ideally, receivables and inventory turn into cash as soon
as you wish. However, unless you manage them carefully,
cash flow and carrying costs become a problem. To manage Five Steps for
your working capital properly, you must know: Managing Receivables
1. The age of your receivables and inventory. 1. Age your receivables.
2. The turn of your receivables and inventory.
2. Calculate your collection period and apply
3. The concentration of your receivables (how many cus- the “40-day/30-day” rule of thumb to see
tomers comprise the majority of your receivables, what if you have a problem.
amount of receivables they represent, what products the
receivables cover) and inventory by product lines. 3. Identify slow-paying customers.

You also must know what your credit and collection 4. Pursue delinquent accounts vigorously.
policies are doing to your working capital. All too often small 5. Identify fast-paying accounts and try to
business owners mistake sales for profits. They extend more increase their number.
and more credit, pursue lax collection policies and end up
financing their customers to increase sales. Most businesses
cannot afford to provide interest-free loans to customers just because they expect it. Slow-paying customers must be
subject to profitability analysis, which takes into account their carrying costs. Sales increases should translate into
profits on the bottom line, but it’s difficult to increase profits when you’re carrying customers who habitually stretch
their payments.

Receivables management.
To control receivables, begin by examining their age. Break receivables out weekly to spot the slow-pay accounts as
soon as possible. Then you can try to collect before the accounts costs you your profits. Aging receivables is simple:
Separate invoices into Current, 30 days, 60 days, 90 days and more than 90 days. Then calculate your collection
period: Divide annual credit sales by 365 to find the average daily credit sale. Next, divide your current outstanding
receivables total by the average daily credit sale. This yields your collection period.
Here’s a good rule of thumb for a quick test of your receivables management: If your collection period is more
than one third greater than your credit terms (for example, 40 days if your terms are net 30), you have a looming
problem.

Managing your inventory.

Inventory management, like receivables management, is often overlooked as a source of operating profits. Careful
attention to how you manage these two areas can often free up cash and improve operating profits without resorting
to bank borrowing. If you are managing both of these areas well, congratulate yourself—you are in a distinct minority.
Carrying costs of inventory can run as high as 30% of average inventory, a substantial drain on working capital.
Consider the costs of storage, spoilage, pilferage, inventory loans and insurance. They add up fast.
Determining the right level of inventory to carry is difficult. On the one hand you want to avoid unnecessary
expenses, while on the other you want to avoid as many stock-outs as possible. Trying to manage inventory on a day-
to-day basis invites trouble; accordingly, most businesses use some kind of inventory policy. The three most important
factors in creating an inventory policy are inventory turnover (how many times per year and how that compares with

25
other businesses in the same line), reorder time (planning on a 10-day reorder time is vastly different from a 20-day
reorder time) and who your suppliers are.
Inventory control is a balancing act. If your inventory gets too high, you run out of cash. If it’s too low, chances
are you’re buying in uneconomical quantities (a danger sign to bankers), you’re too undercapitalized to ever become
profitable (another danger sign) or you’re bleeding the business.
Bankers are increasingly interested in the quality of inventory as well as the more standard indicators of good
management (liquidity, profitability and track record). If you have a cogent inventory policy and follow it carefully, you
will upgrade both inventory quality and profitability.

Establish a contingency plan.

A contingency plan is a plan you hope never to use. It outlines what you would do if all of your optimistic plans go
wrong. It doesn’t have to be lengthy. In some cases, it can be as short as a single page and still be more than ade-
quate, although for most businesses such a plan should provide answers to these questions:

1. What suppliers would give you extended terms or carry you in case of a crunch? Why would they carry you? How
long and how much?

2. What new investment could you make? Would you refinance personal assets to provide a cash cushion for your
business? Could you? What other assets could you bring to support a cash crunch?

3. What assets does your business have to either sell or turn into cash some other way if necessary (perhaps a
sale/leaseback, for example)?

4. How will you keep your banker Collections

and major trade creditors on your
side? Follow-Up Form
5. Have you examined all possible Name: __________________________________________________
sources of additional working cap-
ital in your business? Where Telephone: ______________________________________________
might you have some leverage?

6. What customers would be willing

Spoke to:________________________________________________

to prepay or speed up orders if it Title: __________________________________________________

would help you?

The purpose of a contingency

Subject: ________________________________________________

plan is to make sure before a crisis Date: __________________________________________________

occurs that you won’t panic. As
evidence of thoughtful business Time: __________________________________________________
management, it’s hard to beat and is
being sought by more and more Initials: ________________________________________________
creditors.
No answer Not available
Requested info Requested proof of delivery
Tighten and maintain cash controls.
Cash flow control begins with the
cash flow budget. If you don’t have a Order never received Payment previously sent
cash flow budget, you will have cash Will send check Merchandise returned
flow problems. You also need a sales
Duplicate billing Payment being held
budget or its equivalent to keep the
sales level where it should be. Small Comments: ____________________________________________
sales lags can add up to big problems
if not spotted early—ranging from a
Returned call: __________________________________________
sluggish salesperson to a less than
honest clerk.
Follow-up: ______________________________________________

________________________________________________________

26
Your cash flow budget is a good tool for keeping over-
head costs down. You have a degree of control over costs Three Credit Policy Steps
that you don’t have over sales; while you can almost
always cut costs, you can’t generate sales (especially 1. Divide your customer list into three groups:
cash sales) whenever needed. If you could, you’d never Prime, Good, Other. Prime customers always
have a cash flow problem. pay within term; Good usually do; Others
Every budget has some fat in it. Tightening control seldom, if ever, do.
means always asking whether this or that purchase or
2. Look for similarities within the groups. What
expenditure will have a positive effect on your business.
kinds of customers are Prime or Good? How do
If there is no clear answer, examine the expenditure
they differ from Other?
closely. This effort must be consistent to work. All the
controls in the book mean nothing unless they’re 3. Look for ways to upgrade as many customers
applied—whether the control is a separation of purchas- as possible to Prime and Good. Remember: You
ing from paying, making sure that bills and reorders go don’t have a sale until you’re paid.
out when they should or even keeping a physical count of
the inventory.

Credit and collection.

The cost of extending credit is one of those hidden costs that eats up working capital. Very few smaller businesses
have explicit credit policies. If they did, they could dramatically increase both profits and the quality of their current
assets.
Investigate accepting credit cards and encouraging customers to use them. They cost little in return for the
headaches they save you. Consider the cost, in direct comparison to bad-debt losses and in time, effort and atten-
tion that slow-pay accounts cost you. The added costs of capital tied up in receivables, for example, is frequently
greater than any fee charged by the financial institution supporting the transaction.
Use a follow-up form (see page 26 for a sample) each time you call a lagging account. The completed slip will
provide back-up information and should be filed for reference on further calls. Remember to ask for specific pay-
ments on specific dates. If payment is not received, call back and ask again.

Speaking About Financial Management

Accounts payable Liabilities resulting from purchases of goods or services on an open-account basis.

Amounts owed by customers as a result of delivering goods or services and extending credit in the
ordinary course of business.
Accounts receivable

Balance sheet A financial statement that shows a company’s assets and liabilities.

Budget A forecast of revenues and expenditures for a specific period of business activity.

Usually refers to net cash provided by operating activities; there is also cash flow from financing
and investing.
Cash flow

Cash flow statement A report on cash receipts and cash payments for a particular period.

A record containing the group of accounts that supports the amounts shown in the financial
statements.
General ledger

Gross profit The difference between sales revenue and cost of goods sold.

Income statement A report of all revenues and expenses pertaining to a specific period.

The number of times during an accounting period that a business sells the value of its inventory.
Turnover is calculated by dividing the cost of goods sold by the average inventory during the period.
Inventory turnover

(Average inventory is figured by adding beginning and ending inventory, then dividing by two.)

An agreement by which a financial institution (usually a bank) holds funds available for a business’s
use. A secured LOC is ordinarily renewed annually; an unsecured line may have to be paid down
Line of credit (LOC)

once a year.

27
EXERCISE

Project Your Cash Flow

Cash Flow is the movement of cash in and out of your business within a given period, usually a week or a month. It is
not the same as profit. A business can show a profit on the day it goes bankrupt—simply because it has insufficient
cash to meet its obligations.

Cash Flow Protection is looking ahead to determine what your cash flow is likely to be—this is critical to keeping a
business running.

Cash In and Cash Out are the dynamic sections of your cash-flow projection, representing the flow of money in and
out of a business. Electronic cash flow worksheets are available at www.score.org.

Elements of Cash Flow

1. Starting Cash (or starting balance). Each monthly projection begins with the amount of cash you have on
hand at the start of the month. Your Starting Cash is the same number as the previous month’s Ending Cash.

2. Cash In. This section of the statement is also called “sources of

cash.” It includes all cash received during the month. There are sev-
eral possible sources:
Month 1

STARTING CASH $2,500

a. Sales are a primary source of cash, but remember to include
only cash sales. Sales that have been invoiced do not repre- CASH IN
sent money you can spend this month, so list only the cash Cash Sales $1,000
sales you expect to have. Paid Receivables 0

b. Paid Receivables are those sales that were previously

Other 0

invoiced and have been paid this month. It is important to pro-

TOTAL CASH IN $1,000
ject accurately when you expect to be paid—30 days, 60 days,
etc. If a sale made in January is actually going to be collected
CASH OUT

in March, you want your projections to be realistic and reflect

Rent $700

that lag time.

Payroll $1,000
Other $300
c. Interest. When your business is fortunate enough to have
money in the bank, it will be earning interest.
TOTAL CASH OUT $2,000

d. Other. Additional sources of cash might be a bank loan, sale of

ENDING BALANCE $1,500

stock or the sale of an asset such as a company car. CHANGE

3. Cash Out. This section is also referred to as “uses of cash.” Cash (Cash Flow) ($1,000)
leaves the business in two basic ways: fixed expenses and variable
expenses.

a. Fixed Expenses are incurred regularly and are not easily eliminated. Generally, they do not fluctuate with
sales volume; they are “fixed” from month to month: rent and payroll, payroll taxes, estimated taxes, utili-
ties, interest on loans and insurance payments.

b. Variable Expenses can change from month to month and often vary with sales volume or production vol-
ume. They can be more easily changed than fixed expenses. Some examples: supplies, commissions, adver-
tising, raw materials, consulting services and promotion.

28
4. Ending Cash (or Ending Balance) is how much cash is left at the end of the month. It is the result of the num-
bers in Cash In and Cash Out. Simply add the Starting Cash to Total Cash In and then subtract Total Cash Out.
The cash you end the month with is the cash you have to start the next month—so, you get the number for Start-
ing Cash by copying if from the previous month’s Ending Cash.

5. Cash Flow is the amount that has flowed through the business (see box below). It is a measure of what has
happened that month. If nothing has happened—say you began with $1,000 and didn’t take any cash in or pay
out a nickel—you would end up with $1,000, but your Cash Flow would be $0. To calculate Cash Flow, subtract
the Ending Cash from the Starting Cash. The secret to success is positive cash flow.

Quarterly Cash Flow Worksheet (by Month)

MONTH:

STARTING CASH
CASH IN
Cash Sales
Paid Receivables

TOTAL CASH IN
CASH OUT
Rent
Payroll

TOTAL CASH OUT

ENDING CASH

CHANGE
(Cash Flow)

29
CHAPTER 14

Chart Your Business Progress

Once you’re open for business, how should you monitor your
company’s health and progress? Besides sales and profits, Why Are You in Business?
what other indicators will help you measure performance?
And how often should you track those measurements? You and your employees should be able to
As your company grows, it will be in a constant state of articulate the true mission of your company and
flux, with hundreds of variables at play each day. Each of hence, its critical-success factors. Here are eight
them will have a pull on you and your employees, dictating questions that will help you define your company’s
core purpose:
behavior and priorities. But at the end of the day, which vari-
ables will really count? One of the most significant manage- 1. What makes us different from our competitors?
ment tools for growing a company is the development of a 2. Why do customers buy from us rather than from
clear set of performance indicators that represent the criteria our competitors?
from which the business is managed and monitored. These 3. What are our best talents and strengths?
critical numbers are most often associated with financial per- 4. What are we most proud of?
formance—sales, margins and accounts receivables. But
5. What does our company do that others would
other important aspects of your business also impact overall
want to benchmark?
performance, such as customer-service ratings, inventory,
number of complaints, quality statistics, employee morale 6. How do we make life better for our customers?
and satisfaction ratings, sales figures and collections. 7. How do we create competitive advantages for
To ensure your success as a new business owner, make a our customers?
list of the factors that are most important to your company’s 8. What do we want our reputation to be?
performance and then select a group of key indicators to
track on a regular basis. Choose those factors that are criti-
cal to sustaining you company’s competitive advantage as
well as maintaining its general health.
How to Take Your
The tracking reports to which you refer most often should Company’s Pulse
be kept short and, therefore, user-friendly. For instance, you Which numbers should you keep an eye on to
probably should only track three of four key indicators—at monitor your business’s financial health—and how
most—on a daily basis. They should be the ones that can often should you check them? Here are
have the most significant impact on your business. A more 10 critical checkpoints:
detailed report may be more appropriate for weekly or
monthly review. 1. Current cash position (how much cash was
Weekly Updates

received, when and from whom)

Areas to consider for performance measures include:
• Sales growth (number of calls, close rations, etc.) 2. Cash disbursements (e.g., payroll, materials and
purchasing)
• Cash management (accounts receivable/payable, cash
balances, inventory levels, future projections) 3. New sales
• Profit measures (key drivers of profitability) 4. Accounts receivable (beginning balances,
• Customer feedback scores (e.g., service ratings) outstanding credit and cash receivables)
• Employee feedback scores (periodic surveys measuring 5. Accounts-payable payments
morale, commitment, communication, etc.)
6. Order backlog
The development of performance measurements is one 7. Number of employees (with a productivity
of the most important keys to long-term growth. It will facili- metric; e.g., sales per employee)
tate management control and communication throughout
your company and it will support your efforts to perform at
8. Inventory (with accounting or physical tests
Monthly Updates

the highest level. Once successfully launched and in busi- of accuracy)

ness, re-evaluate your need to incorporate or form an LLC to
9. Accounts-receivable average days outstanding
protect yourself and your family.
10. Accounts-payable obligations (with aging
breakdown)

30
The Company Corporation®
Incorporating What’s Right For You
The Company Corporation is a Delaware-based organization dating back to 1899. Our company has
CHAPTER 0

helped more than half a million small business owners protect their personal assets by incorporating.
We provide traditional corporation, S-corporation, nonprofit, and Limited Liability Company (LLC)
formation services.
In addition to our commitment to America’s small business owners, The Company Corporation
supports the SCORE organization and provides educational materials for use by SCORE counselors
and clients.
We provide our services to thousands of small business owners every month. In addition to forming
corporations and LLCs in all 50 states and the District of Columbia, The Company Corporation offers a
range of products and services, including business licenses, corporate kits, business credit assistance,
self-help books, certificates of good standing, and Registered Agent and business start-up services.
For more information about incorporating or forming a LLC, please visit our Web site at
www.incorporate.com/score or speak with one of our Business Specialists at 866-544-6804
(toll-free).
The Company Corporation is a service company and does not provide legal or financial advice.

SCORE
“Counselors to America’s Small Business”
SCORE is a nonprofit association dedicated to entrepreneur education and the formation, growth and
success of small business nationwide. SCORE is a resource partner with the U.S. Small Business
Administration.
Founded in 1964, the SCORE Association has helped more than 8 million entrepreneurs build,
expand, and protect their small businesses. SCORE provides information and advice on topics such
as business start-up, financing, growth, marketing and technology. More than 11,200 SCORE
business counselors volunteer their time and expertise to provide free and confidential mentoring.
SCORE counselors are active and retired business owners and executives, with extensive experience
in a variety of fields.
For free and confidential assistance, contact your local SCORE office or Ask SCORE online at
www.score.org. To find an office near you or obtain more information on our business workshops,
call 800-634-0245.
Congratulations on your decision
to live your dream. This workbook
IN COOPERATION WITH

is brought to you by SCORE and

The Company Corporation as a
guide for your success.
www.score.org
800-634-0245

866-544-6804 (toll free)

www.incorporate.com/score

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How To Really Start Your Own Business

Uploaded by

How To Really Start Your Own Business

Uploaded by

How To

Chapter 7 Page 13 information on starting a business. Small businesses provide the

Chapter 14 Page 30 when starting, growing, and managing a business.

start-up services and our compliance management tools, more and

opinions, findings and conclusions or recom-

mendations expressed in this publication are

Summarize Your Idea

Summarize your business idea in 50 words or less:

9. Explain how you expect to overcome these challenges.

Take These Five Steps to Jumpstart Your Business Planning

Test Your Idea

Successful Entrepreneurs (from magazine or newspaper articles and local references)

2. Name your primary competitor for each of the three groups.

3. Describe how each group feels about this competitor.

6. Describe what makes each of your competitors successful.

7. Describe what makes each competitor vulnerable to loss of customers.

Protect Your Idea

5. File for a patent to prevent others from copying your invention.

Create a Business Plan

To create a successful business plan, consider these three questions:

Need Help With Your Business Plan? Contact SCORE

Ways to Organize Your Business

• Owner reports profit or loss on personal • Not a separate legal entity.

• Owners report profit or loss on personal • Two or more owners required.

Designate a Registered Agent

cate your business in the future. Maintaining an out-

location of your company without filing a costly

3. Documentation. The paperwork involved in being

Lock in Your Location

How do you put together a financial plan?

2. Working capital shortages.

Short-term notes are repaid from short-term sources,

clearly identified before the credit is granted. Medium- and

Get a Fix on Financing

2. If you need more than these sources can provide, consider:

3. Plug into a local network, including the following:

ABC’s of Borrowing: Five Types of Business Loans, Terms and Purposes

Evergreen 12 months 90 day note Up to 7 years 10 years +

• Cover travel, • Cover short-term • Short-term • Purchase or • Purchase or

and office • Carry accounts inventory business commercial

Title (a): ______________________________________ Salary: $ ______________________________________

Title (b): ______________________________________ Salary: $ ______________________________________

Title (c): ______________________________________ Salary: $ ______________________________________

Title (d): ______________________________________ Salary: $ ______________________________________

a) Starting salary: $ _______________________ c) Starting salary: $ __________________________________

b) Starting salary: $ _______________________ d) Starting salary: $ __________________________________

4. What salary are you prepared to offer?

a) Starting salary: $ _______________________ c) Starting salary: $ __________________________________

b) Starting salary: $ _______________________ d) Starting salary: $ __________________________________

Pin Down Your Company Name(s)

Possible Corporate Names Possible Domain Names

Five Steps to Compliance

1. Keep your corporation or LLC in good legal standing.

4. Operate your corporation at arm’s length.

5. Always identify your business by a corporate name.

Control Cash and Credit

Managing your inventory.

Establish a contingency plan.

4. How will you keep your banker Collections

6. What customers would be willing

to prepay or speed up orders if it Title: __________________________________________________

The purpose of a contingency

plan is to make sure before a crisis Date: __________________________________________________

Credit and collection.

Speaking About Financial Management

Project Your Cash Flow

Elements of Cash Flow

2. Cash In. This section of the statement is also called “sources of

STARTING CASH $2,500

b. Paid Receivables are those sales that were previously

invoiced and have been paid this month. It is important to pro-

in March, you want your projections to be realistic and reflect

that lag time.

d. Other. Additional sources of cash might be a bank loan, sale of

stock or the sale of an asset such as a company car. CHANGE

Quarterly Cash Flow Worksheet (by Month)

Title (a): Salary: $

Title (b): Salary: $

Title (c): Salary: $

Title (d): Salary: $

a) Starting salary: $ _ c) Starting salary: $ ____________

b) Starting salary: $ _ d) Starting salary: $ ____________

a) Starting salary: $ _ c) Starting salary: $ ____________

b) Starting salary: $ _ d) Starting salary: $ ____________