How to Evaluate Bond Issues and Interest Rates

When simplified, the investment markets can be broken down into two types: equity and debt. Equity investments are purchases of stock in a company and represent a part ownership of the business. Stockholders may or may not receive annual dividends. Debt investments, on the other hand, represent a loan to the company with the corresponding return plus interest expected. A bond holder is entitled to regularly scheduled interest payments. Debt investments are considered a little more secure than stocks, but there is risk associated with any investment.

Debt investments are commonly known as bonds. Bonds can be issued by federal, state and local governments as well as by corporations. There are advantages and disadvantages with either. For example, if you invest in a federal bond issue, the interest income you receive on this investment is generally not taxable on the state and local levels. Similarly, state and local bond issue interest income is generally not taxed on the federal level. Corporate bond interest income is taxed everywhere.

It’s a good idea to get an interest rate education before investing in debt instruments. In the United States, the Federal Reserve Bank (or, the “Fed”) sets interest rates. They do this at a meeting held every six to eight weeks in which the national economy is evaluated. They then decide what to do with interest rates. This decision is based on many factors, but primarily the rate of inflation being experienced.

If inflation is on the rise, the Fed may raise interest rates. This makes the supply of money (in the form of loans) a little tighter and harder to come by, which, in turn, slows the inflation. If there is no or very little inflation, interest rates will probably remain as they are. If there is deflation, or a slowing economy, the Fed may attempt to stimulate it by lowering interest rates, allowing more people to borrow, hence stimulating the economy.

The reason you need to know about what’s happening to interest rates before you invest in bond issues is because the prices of bonds are directly related to the current available interest rates. In general, if the interest rates are rising, the price of the bonds is falling and vice versa. Of course this means next to nothing if you intend to hold the bond to maturity. This is notable only if you, like most bond investors, tend to hold it a shorter time, selling it before maturity. So if you sell a bond before maturity during a period of rising interest rates, the value of the bond may be less than it was when you purchased it.

The main features of a bond issue that you need to know are:

Coupon Rate – This is the interest rate that will be paid to you on this loan. You should also know when it is paid. Usually this is once or twice per year on specified dates.

Maturity Date – This is the date the loan becomes due and payable. On this date the company will pay back the principal you loaned to them.

Call Provisions – Some bonds come with a right of the borrower to pay back the loan proceeds early. Some are non-callable. Those that are callable are usually paid back at a higher price than you paid originally when the early option is exercised. Note that when a bond issue is callable and interest rates are falling, the company will often find it financially advisable to buy back your bond with the proceeds from a new bond issue at the new lower rates.

The biggest risk in bond investment is that the issuer will go out of business. This is why federal bonds are so popular; there is virtually no chance of the federal government going out of business! Federal treasury bonds are amongst the most secure investments you can make. Corporate bonds, however, are a different story. Any company can go out of business for any number of reasons. If you have an investment in a company’s bonds when this happens, your investment is almost worthless almost immediately. Bondholders DO have priority over stockholders, though, and will get paid first. Senior bondholders can even lay claim to physical assets upon liquidation of the company.

Bonds are a good fairly safe investment as long as you take these risk factors into effect. A good mix if corporate, federal and local government bonds is advisable. Even throwing some junk bonds with high interest rates could be profitable. Diversification lowers risk, even in the bond market.

Characteristics to Evaluate in a Prospective Partner

When a female business owner is considering a business partnership, evaluating her prospective partner based on several criteria increases the likelihood that the match will yield positive results for both parties. While gut instinct and good chemistry may make the partnership friendly and enjoyable, those two components on their own do not necessarily create a recipe for business success. Rather, careful evaluation of specific business-related components of the prospective partner’s personality and experience can lead to entrepreneurial harmony – and business success.

Extensive research with women business owners about all aspects of business ownership reveals the importance of due diligence when selecting a business partner. Further, research shows there are seven main characteristics to consider in prospective partners. This article discusses the details of two of those characteristics.

Characteristic 1: Suitability for Entrepreneurship

The question: “Is the prospective partner well-suited for being self-employed?”

Although a prospective partner may have great ideas, tons of money, or be a complete sales superstar, that doesn’t necessarily mean she is cut out to be a great businessperson. If both partners have been self-employed before, the question of suitability may be easy to answer. If one of the partners (or neither) has been self-employed, consider the financial risks of self-employment, the self-discipline required, family tension, and the challenges of working at home (if applicable), just to get started.

It is important to realize that even if a prospective partner seems like a perfect match, if he or she is not suited to the entrepreneurial lifestyle, then he or she may end up unhappy or dissatisfied, or even unknowingly causing business problems.

If a prospective partner is cut out for business ownership and/or has succeeded at running a business of his or her own already, then the partners must determine whether they are well-suited to work together. If they’re not sure, they should do themselves a favor and discuss the challenges of entrepreneurship as much as they discuss the possibilities.

Characteristic 2: Compatible Business Goals and Values

The question: “Are there any conflicts around the partners’ business goals and values that would prohibit or jeopardize their ability to successfully partner together?”

Different types of business owners strive for different balances in their work. For a partnership to work well, the prospective partners must determine, ahead of time, how well their goals for business and for work-life balance fit together – and if they are not similar, how the partners can work out the differences.

For example, if one partner sees business ownership as a way to spend more time with her family and the other expects to put in 60-hour work weeks, the two partners may not be compatible. If one partner wants to build a multi-million dollar empire and the other wants to run a small, home-based business, they may not be compatible.

Here are some examples of partnerships between two types of business owners – and their potential high points and conflicts:

• Jane Dough and Go Jane Go: Both are driven to succeed, but for different reasons, with Jane Dough looking for growth and profit while Go Jane Go strives for service and deep customer relationships. To avoid miscommunication, these two types should discuss how to be of service while also hitting profit goals. Also, it is important for Jane Dough and Go Jane Go to keep lines of communication open, because Go Jane Go may tend to shoulder more than her share of work.

• Accidental Jane and Merry Jane: This partnership has the potential to be strong, because both types want life balance and time freedom. One point to consider: finding the right mix of business to deliver sufficient income to make both partners happy.

• Accidental Jane and Tenacity Jane: This partnership may be tricky because Accidental Jane wants an ideal job while Tenacity Jane may seek business growth (although she lacks experience or important skills). To succeed, they must discuss expectations about time and effort, as well as how they will handle financial decisions. Tenacity Jane may also seek a mentor who can help her develop skills that Accidental Jane may care less about.

Women business owners should keep in mind that all partner pairings can work, given a commitment to open dialog and mutual understanding. The best exercise to determine whether your business goals are in harmony – whether they’re two different entrepreneurial types or two entrepreneurs of the same type – is to put together a business plan, or at least start sketching out the process. The business planning process has the potential to reveal significant differences in partners’ long-term goals and approach. Those differences do not necessarily mean the end of a business partnership before it even begins. Rather, a complementary approach, in which partners consider all points of view and arrive at solutions that draw on their mutual experiences, will strengthen all business decisions.

One more key consideration: essential and desirable values. From creativity to risk-taking, and religion to parenting styles, all values come into play when two people work closely together.

If business partners share core values, their relationship will likely be more harmonious and rewarding. It is important for partners to understand each other’s entrepreneurial type and values, to increase the possibility that the partnership will thrive.

When two prospective partners are compatible in terms of entrepreneurial style and experience, and in terms of core values, their partnership is more likely to produce excellent business results that meet both their needs and desires.

How To Evaluate A Business Idea For Developing An Enterprise

Why Do You Need A Business Plan?

Planning is a process that never ends for all businesses. It is extremely important in the early stages of any venture when the entrepreneur will need to prepare a preliminary business plan.

There are different types of plans that may be part of any business operation. These include but not limited to Financial plans, Marketing plan, Human Resource plan, Production plans, Sales plans etc. Plans may be short term or long term or may be strategic or operational. Whatever the type of plan or the function, plans have one important purpose; to provide guidance and structure to management in a rapidly changing market environment.

A business plan on the other hand is a written document prepared by the entrepreneur that describes all the relevant external and internal elements involved in starting a new venture. It is often an integration of functional plans such as marketing, finance, manufacturing and human resources. It also addresses both short term and long term decision making for the first three years of operation. Thus, the business plan, or road map, answers the strategic questions of where am I now? Where am I going? And how will I get there? Potential investors, suppliers and even customers will request or require a business plan.

How I Prepared My Preliminary Project Proposal

In my case, I followed the following break downs keeping each section as brief as possible.

1. Background: in this section, I established the context of the project by giving an account of the problem it is trying to address.

2. State of the art: I gave an overview of existing and emerging technology in the field, including an account of rival technologies and a comparison of the advantages and disadvantages of the various options.

3. Proposal: I wrote an overview of the proposed project and the approach, i.e. the activities which I will be undertaken to achieve the project objectives. Clearly establish the research element or novelty component in the proposal.

4. Consortium: an overview of the proposed manpower and establish the required ability to carry out the project successfully (e.g. skills, competencies, etc.)

5. Objectives and Deliverables: Identify (1) the objectives and (2) the deliverables of the proposed project.

6. Competitiveness: if applicable, establish the competitiveness or advantages of the proposed solution compared to other solutions, whether these already exist or are still being researched.

7. Cost: give an overview of the project cost (including start-up cost and working capital requirements).

8. Impact: this section should include:

i. Markets and Uses: identify possible uses and markets for the deliverables of the project.

ii. Benefits and Beneficiaries: identify the beneficiaries of the project’s results (e.g. the project participants, the general public, third parties) and the manner in which they will benefit.

iii. Roadmap: give an indication regarding what further steps, effort, costs and timeframes are necessary before tangible benefits can be realized from the deliverables or results of the project (unless these are realized within the lifetime of the project).

iv. Spillover Benefits: identify any secondary benefits of the project (e.g. facilitating participation in funding programmes, improving Malta’s ranking, strengthening Malta’s reputation in a particular area, etc.)

Preparing a Detailed Business Plan

Stages of writing a business plan are: After deciding to go into business, before starting the business and when updating is required.

Business plans can be written for retail business, wholesale business, service business, manufacturing and any other type of business.

A business plan is written by doing the following:

Identifying all the questions that could be asked about the business.

Determining what further information needs to be gathered to answer all the questions.

Obtaining all the necessary information.

Comparing various alternatives

Making a decision on each question.

A business plan should:

Have a good appearance

Provide an index

Provide a summary

Number each copy

Be signed to show who is submitting it.

Depend on the nature of the business.

A business plan should be organized to carry a cover page, table of contents, executive summary, business description, Marketing plan, organizational plan, operational plan, financial plan and appendices.

Outline of a typical business plan is as below;

1. Title: Feasibility study Report on______________________

Commissioned by_________________________

2. Project consultants

3. Table of contents:

Executive Summary

The Report

Project Background

Objective of study

Project description and

Loan advancement

Promoter

Location

Market and marketing plan

Potential customers

Competition

Pricing

Sales Tactics

Advertising and Promotion

Distribution.

Technical Feasibility and management plan:

Factory

Machinery

Overhead charges

Packaging materials

Raw materials Manpower and Labour costs.

Financial Projection/Feasibility:

Overview on capital requirement

Financial plan

Projected cash flow

Projected profit and loss account

Projected balance sheet

Break-even analysis

Source and application of funds

Organization Plan:

Form of ownership

Identification of partners/Principal shareholders

Authority of Principals.

Management team background

Roles and responsibilities of members of organization

Assessment of Risk:

Evaluate weakness of business

New technologies

Contingency plans.

Schedules:

12 months projected sales

12 months projected purchase

Fixed Assets and depreciation schedule

Profitability index.

Thanks for reading

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