Planning Archives - BOLLYWOOD SURKHIYAN

Business Planning – Reducing the Risk of Failure by Developing a Low Cost Strategy

Many people believe that the risk of failure in starting a business on a low budget is a little high but I believe even a business with low budget can prosper if you can devise an intelligent strategy and stick to it. Just taking care of a few issues will eliminate the chances of failure. The economic situation of today’s world is not the best therefore many Guru’s would not advise you to start a business in a middle of economic turn down. Others have a completely different point of view and they consider this time to be an ideal opportunity to establish your business.

Entering the market at a time with a low budget when many potential competitors have taken their eye off the business ball does make sense. Low budget does not mean only mean spending less but it also means spending wisely.

First thing you need to start a business with a low budget is a fantastic idea. Keeping in view the market needs and customers demand you came come up with a real good idea.. A proper guidance is a must for a new entrepreneur therefore you require the services of skilled business consultant.

Your business does not only require obtaining finance and investment from a financial institution but a carefully crafted strategic business growth plan for a long term success. The strategy can be best designed by you with the help of skilled business consultant.

The start up of the business is the most difficult job because of tight cash flow. So it really doesn’t matter whether your start up investment is a bank loan, investment from some one else or a start up loan. If you can through the first few troublesome months then the chances of long term success are quite high.

The best way to market your business with a low budget would be keep as minimum as possible for advertising. This will help you strive hard to find methods of advertisement that are most economical. About 60% of world’s traditions businesses have their online counterparts this makes it clear that indeed online marketing is the most effective and economical way to promote your business. Most of the online marketing methods are free. Many businesses opt to promote there business through their online website so it would be a good idea to get your self an attractive website with almost all the information about the company and the products and look for economical methods for its promotion.

Strategic Planning in the Czech Republic

In developed market economics, well-managed businesses are expected to all have a strategic plan; whereas, in the Czech Republic (country in the middle of Europe with exciting history as well called as ‘heart of Europe’; capital Prague; population 10.5 million; area 78,864 sq km) and the rest of the post-communist countries, having such management tools in place is all too frequently overlooked and missing.

Unfortunately, the above statement about management practices in the Czech Republic is an objective description of the current state of affairs. Times are changing however and the days when running a profitable business was a relatively simple task are long gone.

This change had to come some day; but, with the arrival of the current economic crisis, this change has come about more quickly than many could have expected. Thus, the existing management and business planning practices of most Czech businesses are facing a major test. For those businesses that have entered this tougher economic environment well prepared, this could be a favorable time; but, for those businesses that have failed to modernize and update their management practices, their very survival may be at stake.

It goes without saying that back in the 1990´s, a person with an average level of education and average skills could start practically any kind of business and make money. Back then, most business plans were put together, as they say, “on the back of an envelope”; and, ignoring the less-than-legal entrepreneurial activities and the money made through them, the majority of these business startups succeeded. They usually did so without any thorough analysis of their local business environment, without any long-term vision or strategy and without many predefined (or only very few) basic business objectives or plans for their accomplishment.

I recall a story in which a colleague of mine came back from a meeting with one of our clients – a medium-sized business and the leading (or if not then the number two) service provider in that field. The company’s owner, who is emblematic of the generation of entrepreneurs that grew their businesses in the early years after the fall of communism – in other words a successful man, who is currently in his mid-50’s – and his sales manager were having a discussion where tools such as SWOT analysis, long-term business planning and corporate strategy were mentioned. I was told that both the business owner and his sales manager had a blank look on their faces when these terms were mentioned. I couldn’t believe two such successful business people were unfamiliar with these concepts. It was almost hard to believe that a business with this type of an approach to corporate management was able to do so well. From all appearances, from the outside this looked like a modern, well-run business that had no problem getting orders from both the private and public sectors. However, internally it was running by the seat of the pants, lacking any long-term planning or business strategy. It was almost too startling an encounter with the state of many Czech businesses today.

At the time, we weren’t being asked to judge how this client was running his business, which had somehow managed to do well for nearly two decades, or to tell him what to do. We did, however want to prepare them in terms of their ability to assess potential future risks to his business and help him maintain his standing on the market and continue to grow in the future. At that time, our client may not have felt the need to come to us and request the use of some of our services – however, when times get tough, with orders down and harder to come by, it is companies like the one I just described that will come to us, asking for advice. We’ve seen how a tough economy can find a company desperately trying to hang in there with hurried and impulsively made decisions, which are usually too late and ignore the long-term ‘big’ picture. Such rushed decisions, with the absence of any in-depth analysis or proper management, usually – and, in today’s environment especially – can lead to financial losses, which could have been easily prevented or at least mitigated.

The above business example is unfortunately not an isolated situation. Rather, just the opposite. But, in the sense that the glass can be half-full (rather than half-empty), the above example points out the opportunistic tools the Czech business community now has available to it to help its businesses succeed. Strategic planning and strategic management, a wide range of business analysis methodologies and approaches and market studies can all be combined with creative thinking to produce long-term visions and long-term objectives to guide the management of each and every business. Unfortunately, the use of these tools and concepts still remain confined to just a small percentage of the business community and those companies, which use them, are usually the ones that set new market trends and which are able to maintain their long-term profitability.

By taking the ‘glass half-full’ approach, Czech companies can look forward to a very successful future. Competitors operating in the same segments of an industry segments have a greater opportunity to get ahead of others and those that start to take advantage of and put to use the concept of strategic planning and related business tools can look forward to gaining a competitive advantage.

Common Mistakes When Planning Your Medical Spa

Everything starts with a business plan: If you don’t have one. Write it. A good business plan will help you get a handle on all of the things that get glossed over in the excitement of starting a new business. It’s also a usual requirement for getting financing.

Remember that this is a medical business and comes with special requirements. Non-physicians can not employ physicians, medical oversight, HIPPA compliance, and a host of other regulatory issues need to be addressed. Play fast and loose with these rules and you’re asking for trouble. (One of our local competitors in Utah was not providing adequate physician oversight. The state walked in one day, confiscated all of their technology and patient records and closed them down.) All lenders want to know how you’re going to handle these issues. ADVERTISEMENT

Financing is easy. Financing smart is hard: Speak the words “medical spa” as a physician and you’re everyone’s best friend. Banks, lenders, technology companies will all have big smiles on their faces and papers in their hands, ready to lend money or finance everything you need. If you’re not a physician it’s going to be harder.

If you need money or a line of credit for needs other than technology, a bank will probably be your first stop. Banks will provide the best rates but are the most rigorous in investigating borrowers and have the least tolerance for risk. Banks will require that you have spotless credit and that the entire loan is secured. In most cases, everyone who owns 10% or more of the business will be personally responsible for the loan and have to provide two or more years of tax returns. Be prepared for a blizzard of paperwork. Banks will want to see financial statements, cash flow, a business plan (although they don’t read it), and have a little visit.

The bank is going to want to know what the funds are intended to be used for. They want to see tangible assets that have a market and can be sold if the business fails or you can’t make the payments. They don’t want to hear that you need more money for marketing and advertising or salaries that don’t have any resale value.

The money that banks will lend you will take the form of a loan, or a line of credit. Loans have a set schedule and payments. A line of credit is somewhat different. The idea is that the bank extends a line of credit that you may draw on. Interest is paid only on the amount of money that is used. However, banks usually require that the entire balance is paid off and unused for one month every year to ensure that the business is liquid. If you can’t meet this requirement, the entire line reverts to a loan.

Some bankers are helpful and some are not. In one instance a branch manager told one of our accountants that wanted some information that “he didn’t need our business and we could just live with that”. Avoid these types if you can. A friendly banker can go a long way in securing loans and providing a little flexibility if things don’t go exactly as you planned. If you find a great banker, send him a Christmas card and some cookies once in a while.

If you are in the fringe of what a bank can tolerate risk wise, they will often suggest or apply on your behalf for an SBA (Small Business Administration) loan that’s partially guaranteed by the government. (sba.gov/financing)

Half of something is better than all of nothing: If you’re going to need more money than you have in assets, you still have a couple of options. These involve partnerships, joint-ventures, venture loans or equity.

Most start-ups involve some form of equity trade. Partnerships are a good example. Sweat equity in the early stages provides ownership in lieu of payment or salary. It’s very common for entrepreneurs to take little or no money, sometimes for years, until the business is on its legs. Sweat equity at this stage usually extends only to the founders but may extend to badly needed partners. When we started Surface, I took more than an 80% reduction in income.

Equity: The simple rule is; the more money you need and risk you entail, the more equity you’re going to give up.

Angels: This is the first stop for most entrepreneurs. Angel financing (also called seed money), is usually raised from friends and family or “high net-worth” individuals. In some cases you may find “Angel Groups” that meet together and look for investments. Angels are usually found a the early stages of a business and are often bought out when larger investors come in.

Venture Debt: A recent surge in venture debt has made its way into the market and is worth discussing. Venture debt is basically a venture loan. The lender charges a higher interest rate than banks are allowed to (often around 14%) and accepts more risk in return. In addition, you will have to give up a small percentage of your company in what are called warrants. This small percentage (usually less than 5%) allows the lender to share in any potential upside. Venture debt is worth considering if you’re sure of success and you don’t want or need to give up a large equity position in you company. But you’ll still be personally responsible.

Venture Capital: When most people think of raising large amounts of money, they’re thinking of venture capital. For most start ups, venture capital is not an option. VC money has some downsides though. It is hard to get and extremely expensive. When you add up the entire enchilada, you’re looking at about 80% compounding interest each year in return for that money. VC’s are looking for an investment term of three to five years and a ROI (return on investment) of 700% or more. Whew. You’re also going to loose complete control of your company and have someone constantly looking over your shoulder. There are cases where this actually makes sense. Many VC are extremely well connected and bring these resources to the table.

So, now you’ve got the money you need. What are you going to do with it?

Most medical spas have grown out of an existing physician practice. The idea of having technicians producing revenue, low additional overhead, increased patient flow, and the feel that “I could do that” is attractive to a large number of doctors who are tired of the grind of medicine. (We’ve been approached by a surprising diversity of physicians looking to enter this market including; anesthesiologists, cardio-thoracic surgeons, and even podiatrists.)

Multiple Locations: After some initial success, many physicians and MedSpa owners attempt to open additional locations. (For some reason, these second-clinic startups are often opened by a relative, usually a wife or daughter.) These second locations never achieve the success of the first clinic for a very simple reason; their a completely different animal. If you’re thinking of opening multiple locations you’re work load just tripled. Multiple location sites are outside the abilities of most physicians and involve a much greater financial risk. Staffing and human resources, legal issues, medical oversight… most fail within the first year.

Successful multi-location practices are built around systems. If your first clinic doesn’t run without you there, you’re not ready for a second. Expanding to fast is a sure why to overextend your resources. Then you’re in big trouble. If you’ve closed a second clinic, lenders are going to be very wary of lending you money.

The Turn Key Solution: Franchises and consultants love to drop this phrase. The idea is an attractive one. Experts will guide your steps to financial glory. Marketing, financing, training, everything will be delivered in a nice little box with a bow on top. But, knowing a number of franchise owners and the problems they’ve encountered, I would give this advice; beware.

The current crop of franchises have a lot of problems. (One of them in California was shut down for selling medical practices to non-physicians. They’ve since reopened and are among the most aggressive advertisers.) Franchises are attractive because they claim to have all the answers. If you’ll just write the checks all of your troubles will be over. Not so fast. What you’ll really get are some manuals, pre-written scripts for sales, and bad ad-slicks. You’ll also get: locked into specific technologies that might be second-tier (the franchise gets kick-backs), spend money you could use elsewhere, and pay royalties on all of your income. (The franchises that offer a flat fee are an even worse idea. They have absolutely no motivation to help you.)

Big dogs eat little dogs. The next five years will see dramatic and disruptive changes in this marketplace. Large, well-financed medical businesses with smart physicians and high-quality care are going to open up next door to you. (You’re the corner store, they’re Wal-Mart) These businesses will be category killers and if you’re not well established with a broad market presence and multiple revenue streams, you’ll be gone.

The $80,000 towel dryers. Choosing the right technology is one of the things that will let you move ahead a step, or put you in cement boots where you stand. I always think of the way one physician described the pair of IPLs [Intense Pulsed Light devices] that he’d bought; as $80,000 towel dryers. Before you decide on which system to buy you’re going to need to crunch the numbers. How many shots will the IPL heads last for until they need to be rebuilt? How much support is included? What kind of training is provided? Does the device work better than its competitors? Before you sign your next few house payments away, make sure of your technology decisions.

Buy or lease. Leasing is the best way to go if you want to pay for your equipment as you use it while preserving your capital. Many of the technology companies have delayed payment plans as long as six months. Buying used equipment is often the best way to save money if cash flow is not an issue. (We purchase used medical lasers and IPLs online from a broker we trust and sometimes negotiate with our buying power for other physicians.) You can often save up to 40% off the price of a new machine if you have the cash on hand.

Don’t guild the lily: Cash flow is a problem many start-up medical spas face. Revenues and growth projections are commonly exaggerated in the excitement of a new business. Before you invest in embroidered leather treatment tables, make sure you can pay your bills. One medical spa startup spent $350,000 on build out and didn’t have any money left to attract patients. They were out of business in four months.

A few simple finance rules:

o The Golden Rule is actually translated as: He with the gold makes the rules.

o You will end up being personally responsible for the money: Physicians sometimes think that they can use equity in their medical practice or future earnings as security. Nope.

o Be frugal: Take only the amount of money you need. It’s tempting to take as much money as you can get. Don’t. All the money you take will come with strings attached.

o Take enough money: Lenders hate it when you need additional money. They worry something’s going wrong in the original plan.

o Sometimes you can’t get there from here: Competition is fierce. If your market is already “owned” by a competitor, think carefully before going into debt to compete in a market you can’t win.

Tighten your belt: Financing is like anything else. In order to really find the best solutions you’re going to need to do some research. Find a mentor, someone who’s done it before and knows what to avoid. And remember, the most common reason that businesses fail is not lack of capital, its poor decision making.

Resource links for all of the businesses and information discussed in this article are available online at MedicalSpaMD.com

Business Planning – Fail to Plan – Plan to Fail

All businesses start with brilliant ideas. Most of these brilliant ideas sound great, too, and you may be excited to take the plunge into entrepreneurship.

Hold on- you need a business plan.

“Another report? More paperwork?” Yes, indeed, and the need for a business plan is well worth the time and effort it takes to write up.

But a business plan isn’t just another report. A business plan is your ideas, vision and goals on paper. It’s where you want to be and how you are going to get there. A business plan shows who your competition is, what obstacles you might face, and how you plan to overcome them.

A business plan shows that you’re serious about your ideas and have a clear path from A to Z. It shows that your ideas are viable ones for a business that earns money. It also helps you determine whether it’s worth putting energy into your ideas or making investments in your visions.

Sometimes, people have great ideas but when they start to write them down, they see that the long-term predictions aren’t that attractive. They may uncover points they never considered or reveal a major stumbling block that will take thought and careful planning to overcome. They may discover new opportunities or a simpler way of earning money.

There are other reasons for writing a business plan, too. Banks and investors want to know what your business is all about before they will offer loans, grants or funding. You may need to take a loan to buy equipment for your business startup, but if a bank can’t see that you have the potential to pay back the money, chances are they won’t lend it to you in the first place. A good business plan shows a bank that their risk involved in lending you money is very low.

You can use your business plan to, as a way to concentrate on what you need to do to reach your goals. It’s very easy to forget important steps when you’re new in business or stray from the path of your main objectives. Another good idea is to remove the financial information from a business plan to leave a guide for employees that helps them to know what your business is all about and to maintain focus as they work.

A business plan is generally about ten pages long. These ten pages cover topics such as:

Your business description

The operations of your business

The marketplace and competition

Sales, marketing and promotion

Financial information

The first half of your business plan is all about your business in the physical aspect. What does your business do? What is its past, its present and its future? Who are the major competitors? Where do you predict your business to be in five years? How will you get there?

Sales and marketing is an important part of your business plan. What is the price of your product or service? What is the cost of goods sold? How will you promote your business and increase your client base? How will you make sure that customers buy from you and don’t go shopping from the competition?

This is important. It isn’t good enough in business to know where you are now and how you’ll make money now. You have to be a little bit of a visionary and try to see down the road. With a clear plan of where you’d like your business to be and what you need to do to reach that point, you have a better chance of success – and attracting investors!

The second half of your business plan is all about the number crunching. This is where you’ll need to put in facts and figures, where you’ll need to lay out your financial information, your current situation and the health of your business, as well as your predictions for its future health.

It’s very important that your numbers show solid backup to all the information you’ve provided in the first half of your business plan. Do the numbers reflect the business you’ve described?

There are plenty of free online tools to help you build a solid, well-constructed business plan. It’s vital that you take the time to write up your business plan, too- don’t wait. You never know when you may need to produce this written document, and if you don’t have it handy, you may end up missing out on opportunities.

Planning Corporate Events Using the 5 W’s

Many organizations plan events yearly or for special occasions, such as anniversaries or for holidays. These events may be highly successful or they could turn out as a flop when it comes to meeting the goal for holding the event. Event success can often be determined by appropriate planning and decision making. To aid in the success of future events, below are five questions to consider when planning an event.

Why should an event be held? This question helps to determine goals, possible outcomes, and establish an overall theme for the event. Once the purpose of the event is established, a budget must be determined to pay for the event and travel costs must be considered as well. Knowing the event budget and goals before continuing with planning will help to keep the event within the desired scope. Never lose sight of the event goal even if the budget does not allow for everything, there may be acceptable alternatives, so brainstorm along the way to meet all the event requirements.
What needs to happen at the event? Asking this and brainstorming answers is the first step in creating an agenda for the day(s) of activity. The next step would be developing a project plan for event assignments that include pre and post tasks as well as at the event actions. Will there be speakers, announcements, videos, presentations, exhibits, meals, breaks, recognition or award ceremonies, team-building, fun interactive activities, break out training, or discussion sessions? Determine is any particular equipment pr room set-ups may be necessary to facilitate portions of the event. Decide what type of print materials may need to be available for the event then begin putting that together and arranging appropriate copies and communications.
Who should be invited to the event? Is it for a particular department, a set of executives, one or more work teams, individuals who achieved something, or the entire company? Would this event be something to consider inviting key or potential customers and vendors to? Consider whether a keynote speaker or other special speakers should be part of the event. Also whether people with special skills such as event planners, coordinators, moderators, or facilitators are needed for the success of the event or if this can be done in-house. If someone with speaker or special skills is needed determine how arrangements for them get made and how this might this impact the budget. Also decide what communications need to be sent to those attending and working at the event plus what follow-up is required and when deadlines should be.
When would be the best date(s) and times for holding the event? Determine the length of tine required to accomplish the events goals, and then select three preferred date options to allow for finding a location. The event may be a half day, full day, or over several days. Advance planning makes it more likely to get the perfect location for the event during the preferred time period. As soon as the date is set, start sending communications to potential attendees so they can put it on their calendar. Then continue sending monthly reminders with new tidbits about the event to maintain their interest in attending. Be sure to send a final date/time/location reminder two to five business days before the event.
Where is the event to be held? After determining the happenings and attendance, a location that meets all the needs plus catering options can be selected. Consider whether the event should be held in the local area if it is a short time period and where most attendees are located. Be sure to consider travel requirements and communicate any special instructions for getting to location for locals and others outside the area. If the event is multiple days and the selected location is away from the work area, after-hours activities or entertainment may also need to be considered. Before selecting a location, also determine if some activities are to be done outside or if everything will be done indoors.

To make an organizational event successful, whether it is for a special occasion or a yearly event, start with the five questions above when planning. These questions and associated planning should increase the chances of an event successfully meeting the organization’s goal instead of being a flop where people after the event did not know why they spent their valuable time there.

Medicaid Estate Planning: Maximize Your Results

For those of you not familiar with the 2005 Tax Reduction Act, some of the provisions address specific transfers by seniors under the new Medicaid nursing home provisions. Under the new provisions, before seniors qualify for Medicare assistance into a nursing home, they must spend-down their assets. These new restriction have a 5-year look-back. The look-back used to be 3 years.

By a vote of 216-214, the U.S. House of Representatives passed budget legislation that will impose punitive new restrictions on the ability of the elderly to transfer assets before qualifying for Medicaid coverage of nursing home care. You can link to the new law Deficit Reduction Act of 2005 in PDF format, click on: http://www.rules.house.gov/109/text/s1932cr/109s1932_text.pdf. The section on the transfer provisions begins on page 222.

WHAT’S MEDICAID?

What’s Medicaid? Medicaid is a government assistance program for people over the age of 65 or who are disabled. Medicaid assistance was designed for those who could not afford medical expenses (for the poor) but Medicaid has become the default for the middle class. The middle class has become the new poor.

Medicaid planning and Medicaid rules are complicated. The government is mandating a 5-year look-back on any transfers you may have made to disqualify you from entering the nursing home. Before the 2005 Tax Reduction Act it was 3 years. The transfer of any assets by the elderly has taken a notation of a “fraudulent conveyance” or in government parlance “deprivation of resources.”

These new rules are spousal impoverishment programs designed to punish the healthy spouse. If one of the spouses gets sick, all resources have to be spent before you can qualify for government assistance. These new restrictive rules punish the healthy spouse leaving the healthy spouse at the mercy of welfare or her children. It’s very humiliating when seniors have planned their retirement based on their ability to keep their home.

ASSETS YOU MUST SPEND DOWN

Assets that you must spend down before you can qualify for nursing home assistance. Anything you own in your name or together with your spouse. Cash, savings, checking, certificate of deposits, U.S. Savings bonds, credit union shares, Individual Retirement Accounts (IRA), nursing home trust funds, annuities, living revocable trust assets, any revocable Medicaid estate planning trust, real property occupied as a home, other real estate you hold as investment property or income producing property, cash surrender value of your life insurance policy, face value of your life insurance policy, household goods and effects, artwork, burial spaces, burial funds, prepaid burial if they can be canceled, motor vehicles, land contracts, life estate in real property, trailer, mobile home, business and business property, and anything else in your name or your possession.

WHAT DO YOU MEAN “FRAUDULENT CONVEYANCE”?

What do you mean by “fraudulent conveyance” or “deprivation of resources.” If you give away your assets and you do not receive an equal amount (value) in return, the transfer is a deprivation of resources and you have committed a fraudulent transfer, (you give your house to your children for $100.00 when the fair cash value of your home is i.e. $150,000). If you gave your house to your children for $100 sixty months (5 years) before you entered the nursing home, you “deprived your resources” from the nursing home expenses. Unwittingly, you also incurred a gift tax on the difference between the $100.00 and the $150,000 and in addition you may have cheated the government out of Estate Taxes.

HOW FEDERAL GIFT TAX APPLIES?

The gift tax rules apply to the transfer by gift of any property. You make a gift if you give property (including money), or give the use of property, or give the income from property without expecting to receive something of at least equal value in return. If you sell something at less than its full value or if you make an interest-free or reduced-interest loan, you may be making a gift.

The general gift tax rules are that any gift is a taxable gift. However, there are many exceptions to this rule. Generally, the following gifts are not taxable gifts:

– Gifts that are not more than the annual $12,000 exclusion for the calendar year beginning in 2006 (This is called the Annual exclusion for any 12 month period, see below).

– Tuition or medical expenses you pay directly to a medical or educational institution for someone,

– Gifts to your spouse,

– Gifts to a political organization for its use, and

– Gifts to charities.

– Annual gift tax exclusion. A separate annual gift tax exclusion applies to each person to whom you make a gift. For 2007, the annual gift tax exclusion is $12,000. Therefore, you generally can give up to $12,000 each to any number of people in 2007 and none of the gifts will be taxable. However, gifts of future interests cannot be excluded under the annual exclusion provisions. A gift of a future interest is a gift that is limited so that its use, possession, or enjoyment will begin at some point in the future. A federal Gift Tax return is filed on form 709 for taxable gifts in excess of the annual exclusion.

FILING A GIFT TAX RETURN

Generally, you must file a gift tax return on Form 709 if any of the following apply:

– You gave gifts to at least one person (other than your spouse) that have a fair “cash” value of more than the annual exclusion of $12,000 for the tax year 2007.

– You and your spouse are splitting a gift.

– You gave someone (other than your spouse) a gift of a future interest that he or she cannot actually possess, enjoy, or receive income from until some time in the future.

– You gave your spouse an interest in property that will be ended by some future event.

– Your entire interest in property, if no other interest has been transferred for less than adequate consideration (less than its fair “cash” value) or for other than a charitable use; or

– A qualified conservation contribution that is a restriction (granted forever) on the use of real property

HOW ESTATE TAX APPLIES?

Estate tax may apply to your taxable estate at your death. Your taxable estate is your gross estate less allowable deductions. On the date of your death, everything in your name is taxable. Take inventory of what you own: Cash, Savings and checking accounts, CDs, Stocks, Mutual Funds, Bonds, Treasuries, Exempts, Jewelry, Cars, Stamps, Boats, Paintings, and other collectibles, Real Estate … main home, vacation spot, investment realty, your Business, Interests in other businesses, Limited Partnerships, Partnerships, Mortgages and notes receivable you hold, Retirement plan benefits, IRAs, or any amounts that you expect to inherit from others.

Many people prefer not to think about what will happen on their death, but none of us are immortal and failure to make proper plans can mean that we leave behind is a mess which has to be sorted out by our nearest and dearest, at great expense and inconvenience, at a time when they are emotionally bankrupt.

Your federal death (estate) tax, up to 55%, is based on the “fair cash value” of your property on the date of your death, not what you originally paid. State probate and death taxes are based on the “location” of your property. Thus, if you own property in different states, each state has to be probated and each will want their fair share. The only real alternative to a will arrangement is to set up a trust structure during lifetime which, with careful planning, can operate to eradicate probate delays, administration costs, and taxes as well as giving a large number of additional benefits. For these reasons the use of trusts has increased dramatically.

WHAT IS YOUR GROSS ESTATE?

Your gross estate includes the value of all property in which you had an interest at the time of death. Your gross estate also will include the following:

– Life insurance proceeds payable to your estate or, if you owned the policy, to your heirs;

– The value of certain annuities payable to your estate or your heirs; and

– The value of certain property you transferred within 3 years before your death.

WHAT IS YOUR TAXABLE ESTATE?

The allowable deductions used in determining your taxable estate include:

– Funeral expenses paid out of your estate,

– Debts you owed at the time of death,

– The marital deduction (generally, the value of the property that passes from your estate to your surviving spouse), and

– The charitable deduction (generally, the value of the property that passes from your estate to the United States, any state, a political subdivision of a state, or to a qualifying charity for exclusively charitable purposes).

HOW GIFT TAXES & ESTATE TAXES APPLY TO MY ESTATE:

If you die in the tax year of 2007, your “taxable estate exemption” is $2,000,000, your “gift tax exemption” is $1,000,000 and you have a maximum estate tax of 45%.

If you die in the tax year of 2008, your “taxable estate exemption” is $2,000,000, your “gift tax exemption” is $1,000,000 and you have a maximum estate tax of 45%.

If you die in the tax year of 2009, your “taxable estate exemption” is $3,500,000, your “gift tax exemption” is $1,000,000 and you have a maximum estate tax of 45%.

If you die in the tax year of 2010, your “taxable estate exemption” is $0.00 (i.e. it’s repealed), your “gift tax exemption” is $0.00 (i.e. it’s repealed as well) and you have a maximum estate tax of 55%.

13 times in 32 years, congress has changed the rules. Congress is always tinkering with the “Death Transfer Tax.” For more information on what is included in your gross estate and the allowable deductions, see Form 706.

HOW TO AVOID THESE UNPLEASANT RESULTS?

You can avoid all of the above unpleasant results and filing requirements with an irrevocable trust implemented 60 months before you plan to qualify for the nursing home.

By repositioning your assets (transferring your assets) from you to an irrevocable trust, you will NO longer own the assets:

– you don’t qualify for the probate process, and

– you do not have to file an estate tax return,

– because on the date you qualify for the nursing home you do NOT own any assets,

– at the time of your death you do NOT own any assets for the probate process,

– and at the date of your death you do NOT own any assets to report on your estate tax return.

Planning for Successful Productivity During Your Career?

Looking for skills to help increase career opportunities or enhance current position? Then consider the importance of time, meeting, and project management skills and how gaining better control in these areas can lead you where you want to go in the business world. It may be easy to see these skills will help in current job, but how can you be sure they will apply to future opportunities? If you are skeptical, try looking at job descriptions on the various job-search websites and you will discover that most of them will require one or more of these management skills (also referred to as planning or organization skills). Think about how using these skills may be seen by others who may be able help with your desired career growth. Being able to organize yourself will be noticed by a few people within the organization. However, being able to organize others by leading meetings and projects will be visible by a wider audience.

The different managing skills related to time, meetings, and projects are not only similar in principles, but also in techniques used. Adopting one of these skills and applying the principles can progressively lead towards learning the others. An example principle would be, if you belief in the value of your individual time, it follows that you understand the value of other people’s time in groups as well. Therefore, meetings which will always involve the time of others, require proper planning and management to ensure no one feels the time was wasted. A well-planned and executed meeting can actually make most attendees feel it was well worth their time and their input was valued. Since meetings are an integral part of projects requiring team member and customer participation, it also follows that running them well will lead to more efficient project management and effective use of the time and skills of those involved.

Want more proof that these skills are related? A method that personal time management typically involves is having a written set of tasks to do and then prioritizing each task according to goals. The tasks considered of highest priority, which are those that get you closer to your goal, are given attention first and have the most time dedicated to them. In a well-planned meeting, the goal is the stated meeting purpose and the prioritized task list becomes the group’s meeting agenda followed by individual task assignments in the form of actions. Every project has a direct goal for what it is to accomplish in order for resources to be given to it. On a well-planned project, major tasks for reaching the goal are listed on a project plan and assigned to appropriately skilled people to meet their priority. Project priority then is stated as the critical path in which the tasks completion must take, as well as the start and finish dates assigned to each task.

Now that you know having these skills may help increase your career potential, consider what you need to do to develop them. Do you need training or an easy-to-use tool? Is there someone who can mentor or coach you? Should you closely observe meeting leaders for pointers or volunteer for more projects to increase planning skills? Think about the importance of time, meeting, and project management skills for your career growth and then plan accordingly.

The Strategy of Leadership is Thinking, Vision, and Planning – The Future Depends On It

Grammar speaks of events occurring in three plains. The past was, the future will happen, and we live now, the present. However, operating in the information age, the age of instant global communication, makes the future now. Gates [1] wrote we are citizens of an information society. He noted that past generations, and past societies found ways to gather information, get more work done, increase life spans, and improve their standards of living. Time was not as critical in those past ages. A message from a ruler may take months to arrive by sea courier. The Pony Express was six days. Airmail was cross-country overnight. The time span between thought and action are virtually unidentifiable today. Although leaders rely on collective knowledge sharing, leaders who engage in strategic thinking, imagining events as happening rather than will happen, allows them to view the present as their personal and organizational future.

This paper considers how important strategic thinking is for leaders who want to shape their future and the future of their environment. Strategic thinking is the starting point for creating vision. Traditional planning gives way to flexible organizational structures that change “on the fly.”

Strategy in past generations allowed leaders time for thinking, sensing a vision, clarifying the vision, articulating it to begin considering action plans. Accepting that the future is no longer an event to happen later, this paper explores how leaders think, envision, articulate, and plan. How do leaders continue to use strategy to their advantage in a rapidly changing global environment? The answer is in the age of possibilities [2]. Today, as never before we are free from traditional bonds of work, we are free to choose our futures as well as shape them to suit our own desires and needs.

This age is an extension of Gates’ information society. We have the ability to choose our reality in a way that never before existed. In the past, a baker’s son became a baker. However, many leaders of the past came from unexpected places. The Biblical King David was the young son tending sheep (1 Samuel 16:11) and Jesus was just the carpenter’s son whose mother we know (Matthew 13:55) [3]. Truman had leadership thrust upon him. These people saw a point on the horizon but events changes their vision. The age of possibilities allows us to rewrite our future as events dictate.

Accepting that we can change as events dictate suggests that there is a less linear structure in this image and a more chaotic non-linear structure. Sanders [4] describes an organizational structure as a known initial condition but the future appears random. Using the model of the “Lorenz Attractor,” she presents a view of interacting and interrelated parts that appear disorderly until a closer inspection reveals the spiraling order hidden in the model. The Gates’ information society and the Taylor and Wacker age of possibilities do not depend on a linear progression of thought and action and Sanders holds the non-linear nature of the new science of strategic thinking allows us to understand natural order on its own terms.

Strategy

Does strategy have some mythical or mystical property? Leaders and leadership use the word in many contexts, perhaps not really acknowledging what strategy is. Therefore, a simple working definition of strategy for this paper is the deliberate means of attaining an outcome, being visionary.

Mintzberg, et al [5] explains that strategies inevitably have advantages and disadvantages. The advantage of setting direction is charting a course; however, the disadvantage is narrowing vision, hiding dangers. The advantage of focusing effort is coordination of activity; however, the disadvantage is groupthink. Having a definition of the organization provides understanding of the organization; however, the definition may hide the complexity of the supporting systems. Having a strategy that provides consistency establishes order in a way that reduces ambiguity; however, creative groups appear to operate with little or no consistency.

Strategy involves paradoxes as the above paragraph suggests. One paradox tells us the story of answers and questions, once you think you have all the answers, someone changes all the questions. Taylor and Wacker state this paradox as, “The more you are right, the more wrong you will be.” This contradiction confuses the reader, if you are right, how can you be wrong? How? The speed of knowledge accelerated beyond our ability to absorb it in our traditional learning pattern.

Another paradox for visionary leaders involves predicting the future. Leaders who are successful predictors of the future act as agents destabilizing the present. Taylor and Wacker explain that today’s realities and tomorrows expectations collide. The allocation of resources between present and future “produce a massive future-based political problem with huge consequences for the present.”

Strategy at Work

The State of Nebraska recently made National news with the passage of LB1024 that, in effect, created segregated school sub-districts in Omaha. The bill was the Unicameral’s way to defeat intercity lawsuits claiming “One City – One School District.” The City of Omaha annexed several small suburban communities to its west, provides police, fire, and city services to these communities; however, the communities remained independent school districts.

The City of Bellevue annexed several Sanitary Improvement Districts (SID) to its west, provides police, fire and city services to these incorporated SIDs. Previous mayors and city councils of Bellevue and Papillion drew arbitrary boarders marking the fringes of the two cities school districts in, what were then, unincorporated zones. Population growth attached itself close to Bellevue. Now, Bellevue’s city limits extend beyond the school district boarders. Therefore, Bellevue claims “One City – One School District.”

By passing this bill, Senator Chambers [6] acknowledged formal segregation of the districts. LB1024 created two super-districts, one in Omaha, and one in Bellevue. In Omaha, the super-district has three independent sub-districts. The independent sub-districts have authority over teacher hiring, measures of teacher/student success under federal No Child Left Behind, and administration of their own budget. The super-district has academic authority over the smaller sub-districts.

The strongest supporter of the LB1024 is the State’s strongest proponent of desegregation. Why did Senator Ernie Chambers of the State’s 11th district support the bill? He claimed the Omaha school district is already segregated. Segregation re-occurred with the end of bussing in 1999. Yet, no Omaha high school is more than 48 percent African American.

Bellevue Mayor Jerry Ryan acknowledged the drain on city funds fighting to redraw school district lines. The fight in Bellevue and Papillion is over federal dollars to schools with a population of children of military families. Offutt Air Force Base is located near Bellevue and military dependent children attend elementary and secondary schools in both cities. Redrawing district lines would result in more federal money to the Bellevue Public School District.

Strategic Thinking and Vision

Reading the paragraphs above may leave the reader asking, “What were they thinking?” Recall the paradox of predicting the future affects the present in adverse ways, yet successful leaders operate as though the future is now.

Another view is that nothing turns out exactly as expected. This may leave leaders in an action quandary: Strategic thinking in the midst of shifting paradigms servers to help organizations “identify, respond to, and influence changes in its environment.”

Strategic thinking allows leaders to think in terms of opportunities to innovate and influence their future and the future of their organization. Strategic thinking aids in abandonment of policies and procedures that are outdated, obsolete, or ineffective.

Strategic thinking is having an awareness of what has not yet taken shape, having foresight. Foresight has a facet that is an individual ability and behavior and it can be a process or activity in business. On a macro level, foresight is a global practice. Note, reaching a macro level must pass from micro – individual, through mezzo – organizational, to reach macro. Foresight starts with the individual leader seeing or sensing something better [7].

Foresight is more than vision; it is visionary. Being a visionary leader means being provocative and questioning rather than seeing answers. Mintzberg, et al (1998) calls upon visionary leaders to operate on emotional and spiritual resources, values, aspirations, and commitment. Leaders need a mental image, build a mental model of a desirable future state. The visionary state is as simple as a dream or complex as a written document outlining the dream in measurable steps.

Visionary leaders must next translate the dream of the desirable future state into a vision they can share with the organization. Sharing a vision must be proactive, must be like a theater performance. Mintzberg, et al addresses performance by the leader as a rehearsal. Rehearsal is the practice of the vision, learning everything they can about the vision. Upon becoming comfortable in rehearsal, the leader must openly perform the vision. Performance brings a dream to life; however, performance has no value without the attending audience. The organizational audience views the performance while feeling empowered to mimic the performance. Organizational mimicking of the performance serves as a starting point for transformation to a higher state of consciousness, becoming, as Senge [8] describes, a learning organization.

Bellevue, Nebraska is the third largest city in the state. Eight years ago, Jerry Ryan made his first run for Bellevue Mayor winning an election against a popular mayor. Bellevue’s population in 1998 was about 29,000. Improvements in transportation, cost of housing and housing developments, and growth in retail and commercial ventures has caused an explosion in population to almost 50,000 with an extended sphere of services into not yet annexed developments of an additional population of about 15,000.

In the May 2006 primary, Mayor Ryan [9] ran against a field of opponents. Mayor Ryan ran on the ideal that Bellevue has reached a size that requires a full time mayor devoted to the city. Opponents, all in their seventies, do not share his view. Mayor Ryan won the majority of primary votes telling the city his vision. In interview with Mayor Ryan, he expressed how hard it is to run a city of 50,000 part-time. “Citizens think I run the city. They are not aware that it is the City Council that approves all action. And, the City Council doesn’t want a full time mayor,” said Ryan in interview. “If there is one thing I’ve failed to do,” said Ryan, “is adequately share my thinking and vision within the council.”

In the “One City – One School District” battle in Omaha, the school district argued that incorporation of suburban districts into Omaha would create a broader tax base, allow for creation of magnet schools throughout the district, and more equitably share resources. Senator Chambers, in support of LB1024, argued that schools already segregated would have more administrative control over their districts to create educational opportunities for racially distinct schools by racially distinct administrators. Opposition to LB1024 was high before its passing, the Governor faced strong opposition for signing it, the Attorney General believes it is in violation of federal law and unconstitutional and Omaha’s most famous citizen, Warren Buffet, expressed his strong opposition.

Senator Chambers is the only African-American state senator who is controversial and outspoken. Many of his claims include racially provocative statements against police, school administrators, teachers, and fellow senators. By contrast, to Mayor Ryan, Senator Chambers does not appear to have a vision based on strategic thinking. Senator Chambers’ term in the Unicameral ends in 2008 and he cannot run again because of imposed term limits.

Morgan [10] offers some thoughts on social construction of reality. What he writes is people have images of themselves and these images unfold into their reality. Two leaders identified thus far have diversely different views of reality. One holds a vision of what can be for the city while the other fights against change using deeply entrenched assumptions of the power of others to shape events.

Another person, a division head of a large First Data Corporation region [11], offered some insight into strategic thinking and being visionary. In an impromptu interview, she held that having a focus on what is possible helped her rise within a company at a time when it was having serious leadership troubles. When everyone else was seeking safety, she sought innovation-providing direction when it appeared there was none. Her member services region is the western United States, Canada, and Mexico. She said, “I thrive on chaos. When things look the most confused, I see my division diversified, flattened, with empowered subordinate managers.”

Our dialogue continued on chaos with Kim conceding she manages chaos within set organizational plans and policies. This lead to her admission that she is more ordered in her expectations and spends more time planning than thinking and creating vision.

Strategic Planning

Hill and Jones [12] discuss strategic planning with the same cautions of Davis [13]. One concept of planning is doing so under uncertainties. In life and business, the only certain is uncertainty. Organizations cannot plan for the future because it is unpredictable. Another consideration is planning cannot be a top-management function alone. This “ivory tower” planning may result in senior leaders thinking in a vacuum, being enthusiastic about a plan and having no operational realities. Finally, strategic planning often suffers because planners have a short-range view of the current environment missing the dynamics of the competitive environment.

Mintzberg, et al devotes a section to “Planning’s Unplanned Troubles.” They explain that planning establishes inflexibility. They support the assertion presented above with the fallacy of predetermination. This fallacy says organizations are able to predict the direction of their environment, are able to exercise control over the environment, “or simply to assume its stability.” “Because analysis is not synthesis, strategic planning has never been strategy making.”

Reverse course a little, planning is not a bad thing when used in cohort with strategic thinking and visionary leadership. It is applying the controlling element strategy to planning that causes problems. Morgan argues in favor of plans and planning when created in a visionary framework that can evolve as circumstances change. What they insinuate in relating the tail of the “Strategic Termites” is unpredictability of organizational structure. An organization’s leader does not need a strategic plan to impose order. Order, like in a termite colony, emerges in an evolutionary way. Planning is not guided by plans rather by a sense of know what the organization wants to ultimately achieve. Ideas, action, and events occur separately but self-organizing yet apparently disorganized groups of termites seize the opportunity to initiate change.

The Future Depends On It

Seeing the future depends on foresight. Having a future view and strategically thinking of the future creates a new paradigm, part of the paradoxes already discussed. One old paradigm suggests future thought as a prediction and development of plans based on the prediction. Making plans establishes policy necessary to reach the predicted future. When the predictions fail to materialize an organization scrambles to recover. Another paradigm is the invention of the future. This means people both construe and become constrained by the structures they enact and change through practice. Gaspar [7] refers to the work of Mintzberg, et al, saying the old paradigms do not work in future thinking organizations. She tells us we must integrate a strategy that includes patterns and perspectives with planning and positioning.

Take a view of American companies 100 years ago. Of the top 12 companies 100 years ago, ten dealt in selling commodities. Today, of the top 12 U.S. companies, three deal in commodities. The remaining nine companies deal in services, manufacturing, and high technology [14]. The only thing certain is change and business leaders must learn to cope with it in order to manage it. Coping with change and managing it mean businesses can profit from it. The future of business is knowledge driven. Countries must be smart, companies must be smart, and people must be smart.

Countries, companies, and people must be equally smart at the same time. To win the future game, each of the three must anticipate and adapt to change in order to manage it effectively. Mayor Ryan admitted that government is slow to change. By example, he cited the city council established a steering committee to investigate whether the city needed to spend money for computers in the mayor’s office. The city has a web presence but the city council did not adopt an intra- and inter-city email system until the steering committee received confirmation from surrounding cities of their system usage. The mayor is 72; by contrast, the average age of the city council is about 63. Mayor Ryan recognizes the value of technology and aggressively seeks younger citizens to enter city government. He hopes forward thinking younger people will drive the risk adverse council toward active and aggressive risk management.

Senator Chambers is the longest serving Senator in the Nebraska Unicameral. He is 69 years old and suffered racial slurs and isolation from fellow senators when he took office. Slurs and threats, chalked on his capitol office door, remain and he considers these a badge. He does not appear on the senate floor in suit and tie. He wears blue jeans and sweat shirts in protest to conformity. However, Senator Chambers seems to exist in an era when racism and segregation were the norm. He rarely seeks coalition with other senators preferring to be a voice of defiance [15].

These two leaders view the future differently. While one hopes to achieve the future by recruiting younger forward thinking people into the political system, the other remains rooted in the past. Neither manages the future proactively but approach the future based on present and past experiences not through information seeking, strategic thinking, and visionary mental modeling.

Conclusion

This paper discussed strategy, strategic thinking and vision making, planning, and the future. These are not separate activities although the discussion presents them individually. By recognizing the Lorenz Attractor as a spiral of interacting parts of an organization, one can also find this model fits a non-linear process of thinking, vision, and planning. Seeing the future as an evolving present helps leaders comprehend that rigid policies based on formalized strategic plans inhibit response to change.

Strategic thinking and vision creation suggests that leaders continually test their mental model with new thinking and questioning – progressively looping thinking, vision, and new information into new thinking. This cycle process allows leaders to anticipate disruptions in the business cycle. Leaders who question themselves asking, “what if …” know “what if …” These leaders are future seeking and organizations employing these leaders are future seeking learning organizations prepared to change before change occurs.

This paper does not deny the value of planning as part of a strategic process. However, rigid planning that does not calculate the shifting horizon of organizational development leaves the company questioning, “What happened,” rather than “what’s happening.”

Foresight allows for strategic management, forecasting and positioning of an organization. The outcome from foresight in business is the anticipated future becoming an inevitable future.

References:

1. Gates, B. (1996). The Road Ahead. New York: Penguin Books.

2. Taylor, J., Wacker, W. with Means, H. (2000). The Visionary’s Handbook: Nine Paradoxes that will Shape the Future of Your Business. New Youk: Harper-Collins Publishers, Inc.

3. Holy Bible. New International Version. Bible Online. Retrieved from http://www.bible.com.

4. Sanders, T. I. (1998). Strategic Thinking and the New Science: Planning in the midst of chaos, complexity, and change. New York: The Free Press.

5. Mintzberg, M. Ahlstrand, B. & Lampel, J. (1998). Strategy Safari: A guided tour through the wilds of strategic Management. New York: The Free Press.

6. Gaspar, J. (2005, August 21-24). Corporate foresight – an attempt to listen to the voices futures’ generations in the strategy making process. Future Studies Department, Corvinus University of Budapest. Retrieved June 15, 2006 from http://www.budapestfutures.org/downloads/abstracts/Gaspar%20Judit%20Abstract.pdf#search=‘judit%20gaspar%20corporate%20foresight’

7. J. Ryan (personal communication, April 28, 2006) in discussion of mayoral leadership strategy in a metropolitan community.

8. Senge, P. M. (1990). The Fifth Discipline: The art & practice of the learning organization. New York: Currency and Doubleday.

9. Morgan, G. (1993). Imaginization: The Art of Creative Management. Newbury Park: Sage Publishing, Inc.

10. Hill, C. W. L. & Jones, G. R. (1998). Strategic Management: An integrated approach. Boston: Houghton Mifflin Company.

11. Davis, S. (1996). Future Perfect. Reading, MA: Addison-Wesley.

12. Ong Teck Mong, T. (2006, May 7). Anticipating and Managing Change: The Key to Future Success. Asian Institute of Management 37th Commencement Ceremonies. Retrieved June 16, 2006 from [http://www.aim.edu.ph/home/announcementc.asp?id=741].

13. Ernie Chambers. (2006). Wikipedia. Retrieved May 31, 2006 from [http://en.wikipedia.org/wiki/Ernie_Champers].

14. Blackman, D. A. and Henderson, S. (2004). How foresight creates unforeseen futures: the role of doubting. Futures, 36. 253-266.

15. Johnson, T. A. (2000). An Intellectual and Political Biography of Nebraska State Senator Ernest Chambers: Activist, Statesman, and Humanist, 1937-. Plains Humanities Alliance: Events. Retrieved May 31, 2006 from [http://libr.unl.edu:2000/plains/events/seminars/johnson1.html]

16. Nadler, D. A. and Tushman, M. L. (1997). Competing by Design: The Power of Organizational Architecture. New York: Oxford University Press.

17. Somasegar (No First Name) (2006, January 21). Strategic Thinking. Retrieved June 2, 2006 from http://blogs.msdn.com/User/Profile.aspx?UserID=3644.

How To Plan A Banquet – A Guide To Planning Perfect Banquets For Company Or Private Parties

First time planners are often stricken with complete fear! Even those that plan events over and over again still fear that something will go wrong and they will be the subject of ridicule. Hopefully we can allay the fears and quell the butterflies in your stomach by helping you through the entire project.

There are a lot of questions you need to ask. First timers probably don’t have the foggiest idea what questions to ask, so, the first thing we’d better do is outline these for you.

Perhaps the easiest way to do that is to fill out a form. (I love forms!)
If you were to phone me and ask me to help you make arrangements for a special event, the first thing I would do is reach for a blank form, and over the phone we would fill it out. When I had all the information, I would be better prepared to help you.

Before you continue reading, you may want to print the banquet planning worksheet(PDF) from my website. That way you can follow along with the worksheet as I describe the planning process. I’ve also included a pre filled sample planning worksheet that you might help.

Let’s begin with fact finding.

PURPOSE

The first question to ask is, “What is the purpose of the event?” This question should be really easy, but it’s perhaps the most important. The purpose of your event will determine your event’s agenda.

DATE

Break out your calendar to decide a date for your event. Look for possible conflicts. It might be tough to get people out to a Saturday night banquet if it’s a three-day holiday. It would be unwise to put on a church social if your local school, where most of your congregation had children attending, were having an open house or play that night.

Pencil in a date and then try to think of possible conflicts. I know of one organization that booked a very popular and relatively expensive Jewish comic into the club house of a predominantly Jewish retirement community. Attempts to sell tickets failed miserably, because they had not realized they had scheduled his appearance on a Jewish holiday – a very expensive oversight!

BUDGET

There are many, many determining factors in establishing a budget. First of all, how many are expected to attend? You might have a pretty good idea for a company party, but in some cases you might just have to make a “guess-timate” until you can get more information. Make the best possible estimate based on what facts you have, and proceed.

TICKET PRICE

Another factor to determine before we select a location is how much your attendees are willing to pay. Sure, we can work the other way: we can pick a location, hire a band, select the menu, etc., and then add up how much it all costs and thus determine how much everyone needs to pay, but doing so will probably leave you hurting in the end.

If you expect 1,000 people, and you determine $25.00 a person is acceptable, then your entire budget for food, printing, entertainment, etc., is $25,000. If you expect only 20 people and you know they won’t come if it’s over $5.00 a person, then you know you’re far more limited.

LOCATION

Determine the geographical area where the event is to take place. If you live in the area where the event will take place, you may already know of various hotels, country clubs, restaurants or catering halls that can accommodate your group. If you don’t live in the area, be sure to go look at the potential location before you book it. If the event is in a distant city and it’s not possible for you to travel there, and the event is a significant one, I suggest you hire a professional meeting planner.

I once attended a banquet in a quaint “50’s malt-shop-type restaurant. The party planner had not gone there to look at the room where the party was to be. She had just taken the word of a friend. True, it was a great restaurant, but their “room” had about 5 permanent booths on each wall. Guests were facing in all different directions. This made it almost impossible for the magician they had hired to perform. To further confuse the issue, it was not even a private room. Restaurant customers could not get to the restroom without disturbing the party, and the 50’s music continued to blare through the ceiling speakers throughout the evening because it was piped throughout the whole restaurant and could not be isolated from one room. A visit beforehand could have prevented this nightmare.

Many, if not most, facilities do not charge a fee for the use of the room but instead absorb the rental fee into the price of the meal. For instance, in our example of 200 people, a banquet facility would be delighted to supply a private room in order to sell 200 dinners.

Usually they will have several dinners to choose from – perhaps a chicken dinner, complete with beverage, salad and dessert, for $12.00 per person; or prime rib at $18.00 each; or sirloin steaks at $25.00 per person. In our example we are charging $30.00 per person. Let’s select the prime rib at $18.00.

Does that include tax and tip? Oh, Oh! Find out if it does, or you may get a surprise at the end of the night. Let’s say it does not. 15% tip and 8% (or whatever) tax makes the dinner a total of $22.14 per person. Our sample budget calls for 200 people at $30.00 each for a total of $6,000. If all 200 people attend, dinner will cost $4,428. That leaves $1,572 for all other costs.

By the way, the facility may ask you for a deposit and guarantee. If you guarantee 200 people, you will have to pay for 200 dinners even if only 175 show up. Generally, a facility is prepared to serve about 10% more people than you guarantee. So it makes sense to guarantee a lesser number than you expect. Even some of those who told you absolutely they would be there, maybe even gave you a deposit, don’t show for one reason or another.

Just to be on the safe side, in our example of 200 people, I would guarantee the restaurant 185. If you’re pre selling tickets, which I recommend, you can always adjust your estimate upwards with the restaurant a day or two ahead of time if needed. Ask the facility about their requirements in regard to a change in the guarantee.

AGENDA

The evening agenda is largely determined by the event’s purpose. A typical event might go like this:

6:00 – 7:00 – Social or cocktail hour

7:00 – 8:00 – Dinner

8:00 – 8:15 – Meeting/Awards/Business

8:15 – 9:00 – Entertainment/Speaker

9:00 – 9:10 – Raffle/Door Prizes

9:10 – 1:00 – Dancing

Having an hour to “gather” is always good. You and the facility both will want everyone present when you actually sit down to eat. It’s been my experience that almost everything starts late, so plan for it and don’t be disappointed when it happens.

Will you be having a cocktail hour? A “Hosted” bar means that drinks are free to the party-goers. If you choose to host the cocktail hour, be prepared to spend about $1200 for our sample group of 200 people. Most organization-sponsored events have a ‘No-Host’ bar, in which guests buy their own drinks. It’s appropriate to announce ‘Hosted’, or ‘No-Host’ in the invitation.

Some form of entertainment during the cocktail hour is certainly a plus. The facility may have music piped in through its sound system, which is certainly the most economical; however, for around $300 you could have live music. Most banquet facilities have a piano, sometimes on wheels, and will let you either rent the piano or use it for free. Fee for the piano rental should be around $50 to $100 and a piano player anywhere from $150 to $250.

Other cocktail hour entertainment could include a chamber group, a jazz or “society” trio, harpist, or a strolling accordionist. A strolling “close-up” magician, performing from group to group or table to table, is always fun. Other forms of entertainment for the cocktail hour could include celebrity look-alikes, mechanical or conventional mimes, a balloon animal sculptor, caricaturist, graphologist, palm reader, tarot card reader, stilt walker, or just about anything else you can think of! Again, your budget is your gauge.

DINNER

This is pretty easy. When the Maitre’d says dinner is ready, have your party sit down!

The vast majority of banquets have certain people assigned to sit at the head table while everyone else may sit where they wish. If you choose to have a head table, you should make small place markers for those assigned to sit at the head table, and don’t forget to discuss table arrangements with the facility.

OPENING

Someone, perhaps you, should step to the microphone and announce that dinner is ready and ask everyone to take a seat. When this has been accomplished your President, or whoever is presiding, should welcome everyone.

It is appropriate at most banquets to have someone lead the flag salute, followed by a blessing on the food. People should not be called upon for these jobs extemporaneously, but should be asked in advance and their names and responsibilities should be listed on the printed program if there is one. Following the flag salute and prayer, your Master of Ceremonies (or who ever is conducting) should introduce the people sitting at the head table, introducing himself last.

THE PROGRAM

If business of any sort needs to be conducted, begin when dessert is finished, or at least served. Make sure that the facility knows that you do not want any bussing (clearing of tables) or coffee served after the program starts, as it can become an irritating distraction and take away from the enjoyment of the program.

ENTERTAINMENT

Following opening remarks, and/or other business, you could either introduce the main speaker, or present some form of entertainment.

This could be the highlight of the evening! There are many outstanding after-dinner performers and speakers. If you really want to have a successful event, hire a professional. At this writing $500 to $1,000 can buy you some pretty top-notch entertainment.

How about a comedian-magician who uses a member or two of your group and does some hilarious bits of business and audience participation magic tricks – 30 or 40 minutes of non-stop laughs!

Or picture this…the dessert has just been served and in walks “Lt. Columbo,” complete with overcoat and cigar…”Oh, excuse me,” he says, “I was looking for somebody else.” All eyes are riveted on this familiar figure as he turns and starts to walk out. “Oh, one more thing, is this the Walker party?’ Then for the next 30 minutes or so he does a comedy routine in the style and delivery of Peter Falk as Lt. Columbo, using names of people in your group.

That will rock your people out of their seats with laughter. These are just a couple of suggestions. Everybody loves to laugh, and a good professional entertainer can make you a hero.

How do you find that kind of entertainment? Again, watch out for the well-meaning friend. Sometimes hiring a friend of a friend who tells jokes or plays the banjo can put a wet blanket on the evening if they don’t live up to your expectations.

Probably the best way to secure talent is to work with a professional talent agent that specializes in special events. Ordinarily there is no fee for his services. He can make recommendations and suggestions based on what your needs are, and work within your budget limitations.

Some entertainers may have special requirements, like a stage, spotlight, two mics or something else, and these items need to be arranged with the facility. There may be a rental fee involved.

RAFFLE/DOOR PRIZES

Giving away door prizes or raffle prizes should not be held until after the entertainment or main speaker. Perhaps it’s an inducement for your guests to stay until the end.

If you’re selling raffle tickets, again you need to make out a budget. How many tickets do you expect to sell and for how much money? Do you want to make a profit? Let’s say you expect to sell 100 tickets to those 200 people expected to come, and we sell them at the banquet for $2.00 each. That’ll give you $200 to buy prizes with. You can put this in your general budget or assign someone to take care of the whole raffle, including purchasing the prizes and selling the tickets.

DANCING

Following the raffle, the formal portion of the program is really over. Your people can now go home. If you’ve elected to have a deejay or band, they may stay for dancing.

The facility might charge to set up a dance floor. Sometimes this is a portable dance floor they build right on top of the carpet. A band will cost anywhere from $150 per band member to $450 per band member for four hours. A small trio of keyboard, drum and guitar could be anywhere from $750 to $1,500.

An $1,800 to $3,500 five-piece band, including a vocalist, is average. If you hire a band, you may be able to use one or more of those same musicians to provide cocktail hour and/or dinner music for a small additional fee. You normally need to make a deposit at the time you hire the band. Anything over four hours’ playing time is considered overtime, and you should talk with the band or agent about the cost of overtime when you make the initial arrangements. Bands also need to take a 10-15 minute break each hour. Ask if the band will supply recorded music during their breaks.

MOBILE DEEJAY

Sometimes you might prefer a DeeJay playing recorded music instead of hiring a band. This gives you the advantage of hearing the original recording artist instead of a dance band’s rendition.

Another advantage is that most mobile DeeJay units will set up before dinner and offer to play dinner music at no additional cost, and of course, a DeeJay does not take a break during the evening, so you have non stop music for your event.

Cost-wise, there is not a lot of difference between a 3-piece band and a DeeJay. Some DeeJays offer a full light-show that few bands do, and even with an additional charge, this could be a real plus. I think it’s just a matter of taste. Some people insist on a live band and others are just as adamant about a DeeJay.

PHOTOGRAPHER OR VIDEOGRAPHER

Video taping an event, except for historical purposes, is unnecessary. Seldom will the video tape or DVD be watched more than once after the event. Yes, maybe a Bar or Bat Mitzvah will watch his or her recording years later when they grow older, and maybe even a bride and groom would watch a well-edited and condensed recording. A company or organization’s banquet, however, will be seldom if ever watched.

I would recommend that you hire, budget permitting, a professional photographer rather than leaving it up to one of your guests or a friend of a friend who only takes photos twice a year. You can have the photographer deliver prints or a CD of digital photographs in which case you could print just the photos you want.

PROMOTION

Probably the most traumatic thing that could occur is that you planned the entire event and then no one came. If it’s a company party and the food, entertainment, drinks and dancing are all free, I don’t think you will have a problem, as long as you let everybody know when and where and that it’s FREE!

But if that’s not the situation, you may need to promote the event. Once you have all the facts (WHAT, WHEN, WHERE, WHY, WHO, and HOW MUCH), you can create a flyer – a piece of paper with all the facts on it, designed to motivate people to attend.

If you’re an artist, great! You can create the flyer yourself. If not, maybe someone in your group is and they can help you. Otherwise, you need to “rough it out” the way you’d want it and take it to a graphic artist to do the “camera-ready copy” for you, then off to a printer to print however many you’re going to need. How many you need will depend on how you’re going to distribute them.

The layout, printing, envelopes and postage all need to go into your budget. There are, of course, additional ways you can promote the event – word of mouth, bulletin boards, phone committee, club or company newsletter, posters. If your event will be open to people outside your organization, you might try using the publicity channels of other related groups, companies, schools, etc., as well as your own. Have a “brainstorming session” with your committee, if you have one, to think of all the ways you can get the word out.

And remember that if you want people to come to your activity, you can’t just tell them. You have to tell them and tell them and tell them! Use all the resources at your disposal, and don’t hesitate to repeat yourself. The more times you tell them, the more will come!

TICKET SALES

There are as many ways to handle this as there are ways to promote the event. If you have to lay out funds ahead of time (which is usually the case), it is good to get as much money as you can up front. Pre selling your tickets will help you do that. Of course, your publicity must state your requirements and deadlines. This also will help you get a handle on how many are going to attend. Remember though, that there will still be some last minute cancellations and additions, so stay flexible.

TABLE ASSIGNMENTS

As mentioned earlier, most organizations assign only the head table, and the rest of the attendees are left to sit where they wish. Some groups insist on drawing pictures of the tables on a sheet of paper, numbering them, and then assigning people to specific tables.

I think it’s far more work than necessary, but if you must, then have at it.
Some banquets, especially those honoring individuals or groups, offer entire tables “for sale.” 10 people per table at $30 each means that for $300 someone could reserve a whole table. Make sure you put a “reserved” sign on that table, showing the name of the host.

THE PRINTED PROGRAM

When all the facts are in, if the budget will permit, a nice printed program could be put at each place setting or handed out as people arrive. It should contain the agenda for the evening and credits given to all those who contributed to the event.

Many organizations have been successful in selling ads in the program to defray the cost of printing or even to raise some extra money. I’ve put $250 income under the income column of our example. Don’t you think you could convince 10 people to give you their business card and pay $25 to be advertised on the back page of the program? Of course, this idea could be a little tacky if the event is to celebrate little Bobbie’s 10th birthday. Use your best judgment.

DECORATIONS

This could be a big item or not – strictly up to you. If you picked a beautiful location, and it’s not a special seasonal event like a Christmas or Halloween party, why not just enjoy the facility’s decor? If you feel you need decorations and you have a sufficient budget, call a party decorator who uses balloons. They go a long way towards dressing up a room without spending a lot of money.

Centerpieces on each table look nice. You can ask someone to donate these or have someone clever make something for each table. Many facilities make such a nice table layout that a centerpiece is not necessary. Don’t spend money unnecessarily, but do remember that the nicer the ambience, the better the memories or the event will be in the minds of those who attend, which means that they will want to come to your next event, too!

One note of caution. If you’re having entertainment, be careful that large
centerpieces, particularly balloons, don’t block the view of the performing area or even the people sitting on the opposite side of the table who want to see and talk to each other.

YOU DID IT!

Yes, you will fret and worry until the whole thing is over, but every party planner does. Just relax, do your best and enjoy! (Here’s a secret: If you enjoy what you’re doing, the people you are doing it for will enjoy it, too!)

The Art of Planning a Business: How to Make Money

Entrepreneurship, in today’s world, does not need huge capital or a highly qualified team to start with. The Internet has opened up ways for people to start without investments, and to hire people with expertise on a need basis. Almost all aspects of running a business can be outsourced, while the owner can keep a brief overview of everything and ensure control over everything.

The starting point to create a successful business is to create a plan. A business plan contains your aims, objectives, an executive summary of what you intend to do, how you intend to do, and a complete analysis of the revenues you expect to make in the coming years. The goal of a business plan is to find out the time you are supposed to break even and make profits – thus determining the viability and feasibility of your business. With angel investors looking to invest money on businesses with promising ideas, a good business plan is essential to attract these investors.

However, not everyone has the required skill-set to create an effective business plan even after having all the required ingredients to it. Therefore, people are now looking to hire freelancing business experts who can create a business plan for them based on the requirements and data that have been gathered. This is a great way to earn income in case one has the required skill-set to create proper plans for business.

More often than not, business planners also provide expertise over the ideas provided to them by their clients. With experience, one can easily gauge the viability of certain aspects of business, and providing consultancy over such matters increase your value, and the income from the project. Generally, clients choose business planners from freelancing websites, which is done based on the qualifications portrayed. A degree in business administration is one way to attract clients into awarding you with their projects.

Every business has its own template of business plan, and while creating one, it is extremely important to stick to the standard format of the plan in order to be considered by venture capitalists. While the information is generally provided by the client, it is the duty of the planner to ask for any data that might be required to create a good business plan.

The charges for creating a business plan varies based on several factors like the complexity of the business, the expertise of the planner and the deadline provided among others. If one can create a name for oneself, there are several projects available online, which can help you earn an handsome extra income for yourself.