Tag: Small

Modern Financial Management Theories & Small Businesses

The following are some examples of modern financial management theories formulated on principles considered as ‘a set of fundamental tenets that form the basis for financial theory and decision-making in finance’ (Emery et al.1991). An attempt would be made to relate the principles behind these concepts to small businesses’ financial management.

Agency Theory

Agency theory deals with the people who own a business enterprise and all others who have interests in it, for example managers, banks, creditors, family members, and employees. The agency theory postulates that the day to day running of a business enterprise is carried out by managers as agents who have been engaged by the owners of the business as principals who are also known as shareholders. The theory is on the notion of the principle of ‘two-sided transactions’ which holds that any financial transactions involve two parties, both acting in their own best interests, but with different expectations.

Problems usually identified with agency theory may include:

i. Information asymmetry- a situation in which agents have information on the financial circumstances and prospects of the enterprise that is not known to principals (Emery et al.1991). For example ‘The Business Roundtable’ emphasised that in planning communications with shareholders and investors, companies should consider never misleading or misinforming stockholders about the corporation’s operations or financial condition. In spite of this principle, there was lack of transparency from Enron’s management leading to its collapse;

ii. Moral hazard-a situation in which agents deliberately take advantage of information asymmetry to redistribute wealth to themselves in an unseen manner which is ultimately to the detriment of principals. A case in point is the failure of the Board of directors of Enron’s compensation committee to ask any question about the award of salaries, perks, annuities, life insurance and rewards to the executive members at a critical point in the life of Enron; with one executive on record to have received a share of ownership of a corporate jet as a reward and also a loan of $77m to the CEO even though the Sarbanes-Oxley Act in the US bans loans by companies to their executives; and

iii. Adverse selection-this concerns a situation in which agents misrepresent the skills or abilities they bring to an enterprise. As a result of that the principal’s wealth is not maximised (Emery et al.1991).

In response to the inherent risk posed by agents’ quest to make the most of their interests to the disadvantage of principals (i.e. all stakeholders), each stakeholder tries to increase the reward expected in return for participation in the enterprise. Creditors may increase the interest rates they get from the enterprise. Other responses are monitoring and bonding to improve principal’s access to reliable information and devising means to find a common ground for agents and principals respectively.

Emanating from the risks faced in agency theory, researchers on small business financial management contend that in many small enterprises the agency relationship between owners and managers may be absent because the owners are also managers; and that the predominantly nature of SMEs make the usual solutions to agency problems such as monitoring and bonding costly thereby increasing the cost of transactions between various stakeholders (Emery et al.1991).

Nevertheless, the theory provides useful knowledge into many matters in SMEs financial management and shows considerable avenues as to how SMEs financial management should be practiced and perceived. It also enables academic and practitioners to pursue strategies that could help sustain the growth of SMEs.

Signaling Theory

Signaling theory rests on the transfer and interpretation of information at hand about a business enterprise to the capital market, and the impounding of the resulting perceptions into the terms on which finance is made available to the enterprise. In other words, flows of funds between an enterprise and the capital market are dependent on the flow of information between them. (Emery et al, 1991). For example management’s decision to make an acquisition or divest; repurchase outstanding shares; as well as decisions by outsiders like for example an institutional investor deciding to withhold a certain amount of equity or debt finance. The emerging evidence on the relevance of signaling theory to small enterprise financial management is mixed. Until recently, there has been no substantial and reliable empirical evidence that signaling theory accurately represents particular situations in SME financial management, or that it adds insights that are not provided by modern theory (Emery et al.1991).

Keasey et al(1992) writes that of the ability of small enterprises to signal their value to potential investors, only the signal of the disclosure of an earnings forecast were found to be positively and significantly related to enterprise value amongst the following: percentage of equity retained by owners, the net proceeds raised by an equity issue, the choice of financial advisor to an issue (presuming that a more reputable accountant, banker or auditor may cause greater faith to be placed in the prospectus for the float), and the level of under pricing of an issue. Signaling theory is now considered to be more insightful for some aspects of small enterprise financial management than others (Emery et al 1991).

The Pecking-Order Theory or Framework (POF)

This is another financial theory, which is to be considered in relation to SMEs financial management. It is a finance theory which suggests that management prefers to finance first from retained earnings, then with debt, followed by hybrid forms of finance such as convertible loans, and last of all by using externally issued equity; with bankruptcy costs, agency costs, and information asymmetries playing little role in affecting the capital structure policy. A research study carried out by Norton (1991b) found out that 75% of the small enterprises used seemed to make financial structure decisions within a hierarchical or pecking order framework .Holmes et al. (1991) admitted that POF is consistent with small business sectors because they are owner-managed and do not want to dilute their ownership. Owner-managed businesses usually prefer retained profits because they want to maintain the control of assets and business operations.

This is not strange considering the fact that in Ghana, according to empirical evidence, SMEs funding is made up of about 86% of own equity as well as loans from family and friends(See Table 1). Losing this money is like losing one’s own reputation which is considered very serious customarily in Ghana.

Access to capital

The 1971 Bolton report on small firms outlined issues underlying the concept of ‘finance gap’ (this has two components-knowledge gap-debt is restricted due to lack of awareness of appropriate sources, advantages and disadvantages of finance; and supply gap-unavailability of funds or cost of debt to small enterprises exceeds the cost of debt for larger enterprises.) that: there are a set of difficulties which face a small company. Small companies are hit harder by taxation, face higher investigation costs for loans, are generally less well informed of sources of finance and are less able to satisfy loan requirements. Small firms have limited access to the capital and money markets and therefore suffer from chronic undercapitalization. As a result; they are likely to have excessive recourse to expensive funds which act as a brake on their economic development.

Leverage

This is the term used to describe the converse of gearing which is the proportion of total assets financed by equity and may be called equity to assets ratio. The studies under review in this section on leverage are focused on total debt as a percentage of equity or total assets. There are however, some studies on the relative proportions of different types of debt held by small and large enterprises.

Equity Funds

Equity is also known as owners’ equity, capital, or net worth.

Costand et al (1990) suggests that ‘larger firms will use greater levels of debt financing than small firms. This implies that larger firms will rely relatively less on equity financing than do smaller firms.’ According to the pecking order framework, the small enterprises have two problems when it comes to equity funding [McMahon et al. (1993, pp153)]:

1) Small enterprises usually do not have the option of issuing additional equity to the public.

2) Owner-managers are strongly averse to any dilution of their ownership interest and control. This way they are unlike the managers of large concerns who usually have only a limited degree of control and limited, if any, ownership interest, and are therefore prepared to recognise a broader range of funding options.

Financial Management in SME

With high spate of financial problems contributing to the high rate of failures in small medium enterprises, what do the literature on small business say on financial management in small businesses to combat such failures?

Osteryoung et al (1997) writes that “while financial management is a critical element of the management of a business as a whole, within this function the management of its assets is perhaps the most important. In the long term, the purchase of assets directs the course that the business will take during the life of these assets, but the business will never see the long term if it cannot plan an appropriate policy to effectively manage its working capital.” In effect the poor financial management of owner-managers or lack of financial management altogether is the main cause underlying the problems in SME financial management.

Hall and Young(1991) in a study in the UK of 3 samples of 100 small enterprises that were subject to involuntary liquidation in 1973,1978,and 1983 found out that the reasons given for failure,49.8% were of financial nature. On the perceptions of official receivers interviewed for the same small enterprises, 86.6% of the 247 reasons given were of a financial nature. The positive correlation between poor or nil financial management (including basic accounting) and business failure has well been documented in western countries according to Peacock (1985a).

It is gainsaying the fact that despite the need to manage every aspect of their small enterprises with very little internal and external support, it is often the case that owner-managers only have experience or training in some functional areas.

There is a school of thought that believes “a well-run business enterprise should be as unconscious of its finances as healthy a fit person is of his or her breathing”. It must be possible to undertake production, marketing, distribution and the like, without repeatedly causing, or being hindered by, financial pressures and strains. It does not mean, however, that financial management can be ignored by a small enterprise owner-manager; or as is often done, given to an accountant to take care of. Whether it is obvious or not to the casual observer, in prosperous small enterprises the owner-managers themselves have a firm grasp of the principles of financial management and are actively involved in applying them to their own situation.” McMahon et al. (1993).

Some researchers tried to predict small enterprise failure to mitigate the collapse of small businesses. McNamara et al (1988) developed a model to predict small enterprise failures giving the following four reasons:

– To enable management to respond quickly to changing conditions

– To train lenders in recognising the important factors involved in determining an enterprise’s likelihood of failing

– To assist lending organisations in their marketing by identifying their customer’s financial needs more effectively

– To act as a filter in the credit evaluation process.

They went on to argue that small enterprises are very different from large ones in the area of borrowing by small enterprises, lack of long-term debt finance and different taxation provisions.

For small private companies, these measures are unreliable and textbook methods for judging investment opportunities are not always useful in organisations that are privately owned to give a true and fair view of events taking place in the company.

Thus,modern financial management is not the ultimate answer to every business problem including both large and small businesses.However,it could be argued that there is some food for thought for SMEs concerning every concept considered in this study. For example it could be seen (from the literature reviewed )that, financial records are meant to examine and analyse corporate operations. Return on equity, return on assets, return on investment, and debt to equity ratios are useful yardsticks for measuring the performance of big business and SMEs as well.

3 Keys To Starting A Small Business

Since the majority of startup small businesses fail, how can you succeed?

Before we answer this, who am I? I have set up and sold 4 small businesses over the last few years, all of which continue to be successful, so I know a few things about the subject.

Now, let’s get to the main points:

Planning

It is important to know what, when, why, where and how you are going to start your business. Unless you have clear focus, don’t even try, it will just be a waste of your time and energy.

In addition, you will want to do whatever courses are available that might help you achieve your goals. For instance, in my case, before starting my most recent venture, I completed a Certificate 3 in Business Studies, a Diploma in Digital Marketing, a Diploma in Sales, and, a Diploma in Project Management.

Practice

What I mean by practice is not to just dive straight in and learn on the job, no, what will really help you is to observe how SUCCESSFUL people have started the same kind of business that you are attempting to start. How can you do this? One effective way is by getting a job in the industry where you intend to work. Once you have done this, observe the process. If it truly is a successful business, they will have a highly organized and effective process.

Another possibility is actually starting the business. I know, I know, I said don’t do this, however, this suggestion has a little difference. Start the business with no expectations. Become the marketing director, accounts manager, sales director etc… do everything yourself. The problem with this approach is that it will take up huge amounts of time, amounts of time that will be saved, if you are able to work in a successful business that someone else has started. Yes, this suggestion is the harder of the two routes, however what it does do is go from theory to a complete practical knowledge of the industry, to become fully immersed in it.

Pursue

There is a reason why 4 out of 5 small business start ups fail, the rewards are hard to achieve and take inordinate amounts of time to achieve. How can you get over this obstacle?

The key is to Pursue. You need to be focused on your goal, and, never to look away or be distracted from this purpose. How long can you focus on your goal? Only you can answer that! However, realistically, it will take you some years to truly progress in your endeavor. If you are someone who gives up easily, you should really not try to start a business. Instead, look for a well paying job.

The Benefits

If it is all such hard work, why bother? The rewards can be huge. Consider just a few:

*Time – Have a flexible schedule, spend more time with your family or other priorities.

*Passive Income – Depending on the type of business you intend to start, it may keep paying you even when you are not working.

*Capital Gains – You have the possibility of achieving significant R.O.I on the outlay involved in starting your business.

Want to start a business? Go for it! But, remember to Plan, Practice and Pursue!

Cost Effective Small Business Marketing Strategies and Tips – Part Two

In my previous article (part 1), I discussed Marketing Keys, Marketing Plan Components and Creative Marketing. Now I will get into specific, cost effective marketing methods and strategies you can use today to increase your company’s exposure and profits.

MARKETING METHODS

Internet

-Highly targeted and extremely economical

-Extremely Interactive

Magazines

-Targets your niche

-Creates credibility

-Establishes Identity & Brand

TV

-Can be very cost effective

-Great for demonstrations

Direct Mail

-Highly targeted

-Medium that allows you to go through the entire sales process.

-Augmented with Follow-up Mailing and Telemarketing is very effective

Canvassing

-Provides personal contact, which can be the most effective

-Backed by targeted mailings and TV advertising increases its conversion ratio

Outdoor Billboards

-Constant Reminder

-Especially good for “Next Exit” Location traffic targeting

Indoor Signs

-Capitalizing on your marketing’s momentum

-Can be the most important sign – even more crucial than outdoor signage

-Signs don’t have to be static: i.e. Video Message, Slide Show, etc.

Online Marketing

-Absolutely the best medium which economically blends high interactivity with action

-Examples: Email, video & audio postcards, forums, blogs, websites, texting

-Very effective when content based

-Prospective customers are not constrained by time

-Good, targeted, updated content means repeat customer visits

-Great Follow up, Resale, Cross-sale and Up sell medium

-Exponential results when augmented by offline marketing

Classified Ads

-Very cost effective for a broad customer base

-Targets the very hottest prospects

-Confronts your competition head on

Brochures

-Only effective if combined with online and offline marketing

-Always a good after sale piece to keep the customer thinking of you

-Code the brochure, ask the customer to pass it out and provide discounts or referral fees back

Phone

-Telemarketing only effective if part of an Opt In Marketing Campaign, whether online or offline or both.

Reminder Tools

-Refrigerator magnet is the most effective

-Double sided or folded business card which provides mini-brochure capabilities

Trade Shows

-Targeted and motivated prospects

-Consider online versions

Publicity

-Public Relations driven marketing can be cost effective. Establish reputation and credibility

Community Relations & Sponsorship

-Establish powerful contacts and connections

-Great for image

-Great constant reminder

-Create an edge over the competition

-Needs to be sincere

COMBINE MARKETING TOOLS & METHODS

Creative Strategic Marketing is based on developing multiple Marketing Tools in concert to achieve an out-of-the box, competitively advantaged Creative Strategy. Marketing Methods should be integrated together for each cohesive Marketing Strategy, and then adjusted as the campaign proceeds and develops. Personally, I believe one of the most lethal combinations of Marketing Platforms are:

–Developing a Content Rich Internet Presence

–Online Marketing through Opt In

–Advertise free Articles, Newsletter, Guides, Webinar, etc. in a targeted Magazine Ad

This combination of print and online marketing is very cost effective, yet lucrative. Explore the possibilities.

The important thing to keep in mind when executing multiple Marketing Tools, Forums and Methods in a synergetic strategy is to carefully track and monitor the results, making Key changes as the initiative develops. This is where an online / internet marketing platform is so valuable because it can adeptly track results (i.e. conversion rate, response rate) in real time.

ONLINE MARKETING CALENDAR

A good Marketing Calendar is based on a 52 week year and helps considerably in planning and budgeting a Marketing Strategy. At any point in time, you can determine the best ads to run, what needs to be in inventory for the anticipated sales, the project costs and projected sales. The calendar should be an online platform for maximum interactivity, utility, access, flexibility and integration. The Marketing Calendar should be fully integrated with the Marketing Strategy, Strategic Plan and Budgeting Process for maximum utility. The calendar should be in an expandable spreadsheet format to reveal all necessary details for each marketing method within an overall strategy.

COST EFFECTIVE MARKETING STRATEGIES

Profitable Marketing does not have to be expensive! Some cost saving tips:

Cooperative Advertising

-Can save upwards of 50%. Partner up with a larger company, mention their name and get paid for the promotion. Spread the ad cost among fellow advertisers.

Per Order or Inquiry Payment Method

-Advertising costs subtracted after a sale or defined event.

Survey your Current Customers

-Costs pennies to do, yet gives you the most up to the minute market trends. Plus gives you an opportunity to Cross or Up Sell the customer at the same time.

Backend Products & Services

-Bundle your offerings to minimize your marketing cost per sale.

Code your Ads

-Codes allow you to track and measure your marketing strategy’s results. By keeping ahead of the campaign roll out you can adjust for maximum cost effectiveness.

-Online tracking is the most beneficial and cost effective means of keeping your marketing costs in line with your budget, while providing you where the most profits can be made per marketing dollar spent.

Don’t Use a Rate Card

-Make an offer for all your advertising – rates are always negotiable.

-A 30 second TV spot can be as effective as the more expensive 60 second one.

-Tap into Remnant Magazine Space

-Extra, unused ad space sells at substantial discounts.

TV Ad Tips

-Tight scripts and excellent prior planning cuts down the time costs.

-Do your Ad in 3-4 renditions move session.

-Use a production studio during off-peak times.

Concentrate Efforts on Established Customers

-Customers are 85% cheaper to market; Keep a good balance between Customer and Prospect marketing efforts.

-Exponentially expand your sales, cost effectively, through a Customer Referral Program.

-Up sell, Cross Sell, Cross Promote

Combination Marketing

A very cost-effective and successful combination is pairing a Magazine Ad with a Website. Offer a FREE Newsletter, Guide, E-book, etc and set yourself up as an Expert; mine the prospects data in a permission based, Opt In; Follow up free offering with product and service offerings. All your marketing efforts, mediums, tools and campaigns should be done in concert and combination as the results are exponential and the means cost-effective.

Website Design

-Web Design, Development and Optimization is very important, crucial in fact, but can be very expensive. –To cut Web design costs:

–Create your own content

–Write articles on areas you have Expert status or Knowledge

–Look at the web and decide what you want your site to look like and sketch it out, as well as, organize the link structure. Then have a designer lay out the website in a user friendly Content Management System, and you input all the content. Have the designer / developer review the site after your inputs for Search Engine Optimization tips.

Tip: Consider hiring a Web Designer / Developer overseas, such as from China or India, etc. They charge about $30 per hour (or less) verses $75 – 100 per hour. Make sure to carefully review a Designer / Developer’s credentials, referrals and past projects, to ensure credibility and reliability.

In the next article on Cost Effective Small Business Marketing, I will discuss Marketing Research and Targeted Marketing. Stay tuned!

The Importance of Your Concept in Writing a Business Plan for Your Small Business

What is a concept? Good question. I answer it this way: What you are trying to do and how you are trying to do it. People start with a good idea and sometimes begin the process of opening a business without properly developing the idea to the point where it makes sense to start. You need a business plan and the business plan is based on the concept. Development of your concept is an exercise that you have to go through. By doing so you are ensuring that your idea has ‘legs’.

Close your eyes and explain what is happening in your small business a year from now. “What the?” you may ask; but hold on here. This is what I am asking you to do. Answer questions like these ones. It is a Tuesday in February of next year:

What are you doing at 10 in the morning?

How about 5 in the evening?

What color is on the walls?

How many workers are on the floor?

What are they wearing?

How many customers do you have?

What are they buying?

How much are they paying?

By going through this exercise you will fully develop your concept to the point where you will eventually be able to know how many people you have to hire, how big a space you need to rent, what products you need and in what amount, and who you want to attract as customers. Think for a minute. You cannot write a business plan unless you have all the answers before you begin.

You can then take this valuable information and build your financial forecast with it. Once you have your concept worked out, go and try it on for size with some people who will give you objective feedback. Don’t go to your neighbour or brother-in-law because they may say things like: “I knew a guy who tried that and it failed.” It may be that they are jealous and are scared that you might succeed in your venture and they are terrified. Instead go and search out people who are entrepreneurs with loads of experience. Look for the white hair and wrinkles. They’ve made the mistakes you’ll make if you don’t listen to them. Got it?

After getting solid feedback go back and tweak your concept and then give it a go again. By going through this process you’ll be able to clearly define your concept and get closer to turning your idea into an actual business. People who have clearly defined concepts usually succeed more than those who just “wing it”. The difference? The ones that succeed have a business plan and the business plan is based around a well thought-out concept.

And remember, if your idea is not well received – lingerie and bait shop? – abandon it and look at something new. Never and I mean never ever go ahead without having received positive feedback about your idea. Listen, please.

The Value of Awards For Small Businesses

As a public relations consultant I have often nominated my clients for awards – and even helped them write their award submissions – but I’ve never put myself forward. Until now.

In 2009 I entered my business in two awards programs and was named a finalist in one. In the process of entering and making submissions for these awards, I learnt a lot about myself as a business person and a woman with aspirations. Without being forced to put my goals, achievements and plans for my business into words I might not have realised how far I have come in the four years I have been a soloist.

As hard as it is to admit, especially to a potential audience of so many, I had to Google myself (does that make me a Meegler?) to find out everything I have done. The process jogged my memory and helped me clarify my successes.

So, even though it took many hours of my time and I wondered several times why I had agreed to enter these awards, here is what I gained from the process:

o I clarified my short- and long-term business and personal goals

o I looked back at my achievements over the past four years

o I can now explain with conviction why I am worthy of receiving an award

o I am very clear on my point of difference from my competitors

o I can relate examples of where I, as a business owner, have excelled in customer service, leadership and communication

o I have a better understanding of the relationships I have built with clients and the media

o I revisited the system I use to retain existing clients and attract new ones

o I looked closer at my financial position to see how the business has improved year-on-year

o I isolated areas of my business that needed work

o I discovered the process is a good excuse to market my business because these awards recognise its value and add credibility to my brand.

Can you say you have the same clarity about these areas in your business? It might be worth spending some time looking at your business goals, unique selling proposition (USP), past achievements and areas in your business that could do with some extra focus. It is a valuable exercise.

Four Reasons Why Small Business Fail To Plan and Why They Need To Think Again

It is so widely acknowledged that a robust business plan is one of the key ingredients in small business success, it seems remarkable that anyone serious about their business could considerable it optional. For example, Business Link say, “It is essential to have a realistic, working business plan when you’re starting up a business”. A recent survey showed that small businesses were twice as likely to be successful with a written business plan as compared with those without one. The Times in their annual round up of 100 up and coming UK businesses suggest that “poor business planning” is a key reason for failure. Indeed, it’s almost impossible to find an authority that would advocate the opposite idea, a clear signal that this idea is accepted wisdom. Despite this, a recent survey shows that two thirds of small business owners run their businesses on gut instinct alone.

I had a very interesting discussion about this a couple of days ago with a good friend of mine who has run several successful small businesses in which he posited the idea of a “planning gene”. He felt that the only possible explanation for the lack of proper planning in small business was genetic.

According to his theory, the majority of people are born without the “planning gene” and this explains why so many people don’t have any written business plan, despite the overwhelming evidence of a high correlation between a robust and vigorously implemented business plan and business success. The majority of us are simply not biologically and genetically wired to plan.

This is certainly one explanation, although I have to say I have a few reservations as to the validity of his theory. I talk with small business owners about planning every day. I’m part of a small business myself. I’ve owned several small businesses over the last ten years each with varying degrees of success. In all those conversations and all that experience, this was the first (semi) serious discussion I’d had about the planning gene.

If I was to aggregate the results of the conversations I have had with actual and prospective customers on this topic, four distinctive strands emerge explaining why small business owners fail to plan. Whilst I have heard a few other explanations for the lack of effective small business planning, I am treating these as outliers and focusing on the most significant.

I’m Too Busy To Plan – More often than not, the small business owners we talk to tell us that proper planning is a luxury that only big business can afford. For them, business planning, if done at all, was a one-time event that produced a document for a bank manager or investor which is now gathering dust in the furthest recesses of some rarely opened filing cabinet. There just aren’t enough hours in the day and if forced to choose, they would do the real, physical work and leave the mental work undone, which seems to be the poor relation at best, if it is even dignified with the status of work at all.

Traditional Planning Doesn’t Work – The “I’m too busy to plan” excuse is often supplemented with this one. I’ve heard the stories of the most legendary construction overrun of all time, The Sydney Opera House, originally estimated to be completed in 1963 for $7 million, and finally completed in 1973 for $102 million, more times than I can remember. Sometimes, this idea is backed up with some actual research, such as the fascinating study by several eminent psychologists of what has been called the “planning fallacy”. It seems that some small business owners genuinely believe that mental work and planning is a bit of a con with no traction on physical reality.

My Business Is Doing Fine Without Detailed Planning – A minority of small business owners we speak to are in the privileged position of being able to say they’ve done pretty well without a plan. Why should they invest time and resources into something they don’t appear to have missed?

Planning Is Futile In A Chaotic World – Every once in a while, we hear how deluded we are to believe that the world can be shaped by our hopes and actions. This philosophical objection to planning is perhaps my favourite. It takes ammunition from a serious debate about the fundamental nature of the universe and uses it to defend what almost always is either uncertainty about how to plan effectively or simple pessimism. This is different from the idea that planning doesn’t work as these business owners have never even tried to form a coherent plan, but have just decided to do the best they can and hope that they get lucky as they are knocked hither and thither like a steel ball in the pinball machine of life.

As with all of the most dangerous excuses, there is a kernel of truth in each of these ideas and I sympathise with those who have allowed themselves to be seduced into either abandoning or failing to adopt the habit of business planning. Most small business owners feel the same dread in relation to business planning as they do to visits to the dentist, so it’s unsurprising that so many simply don’t bother. However, by turning their backs completely on planning, they are in danger of throwing the baby out with the bathwater. Taking each idea outlined above in turn, I’ll attempt to show why business planning is critical, not just despite that reason but precisely because of that reason.

I’m Too Busy Not To Plan – Time is the scarcest resource we have and it is natural that we would want to spend it doing those things that we believe will have the greatest impact. Of course, we want to spend most of our time producing, but we should also invest at least some time into developing our productive capacity. As Stephen Covey pointed out in his seminal work, “The Seven Habits of Highly Effective People”, we should never be too busy sawing to sharpen a blunted saw. Planning is one of the highest leverage activities we can engage in, as when done effectively it enhances the productive capacity of small businesses, enabling them to do more with less. Nothing could be a bigger waste of precious time than to find out too late that we have been using blunt tools in pursuit of our business goals.

If we as small business owners weren’t so busy and time wasn’t so scarce, then we wouldn’t have to make choices about what we did with our time and resources. We could simply pursue every opportunity which presented itself. However, for the busy entrepreneur, the decision to do one thing always has the opportunity cost of not being able to do something else. How can we be certain that our business is going where we want it to go without pausing regularly, scanning the horizon and making sure not only that we are on track but also making sure that we still want to get to where we are heading? I believe more time is wasted in the single-minded pursuit of opportunities that are not right than is wasted by over thinking the opportunity of a lifetime.

In short, small business owners are extremely busy and their time is precious. So much so that to waste it doing the wrong things with the wrong tools would be tragic. Small business owners that cannot afford the luxury of making expensive mistakes simply must regularly sharpen the saw through continuous business planning.

Traditional Planning Doesn’t Work, So We Need a New Approach That Does – There are some fairly large question marks over the effectiveness of traditional business planning techniques. In an age where business models are becoming obsolete in months rather than years, a business plan projecting five years into the future cannot be viewed as gospel. Nobody has a crystal ball and if they did, they probably wouldn’t be writing business plans but using their remarkable predictive powers to some more profitable end.

Dwight D Eisenhower said “plans are useless, but planning is essential”. Whilst producing a document called a business plan is far from useless, the real value lies in the process by which the plan is created in the first place. If this process can be kept alive in a business then the dangers associated with traditional planning can be minimised or avoided all together. In an environment of continuous business planning, small businesses can be flexible and adaptive to the inevitable changes and challenges they will face. Rather than quickly becoming obsolete, their plan will simply evolve with the changing circumstances.

Accepting that the plan is a living thing that will evolve necessitates a change of approach to business planning. An effective business plan is the response to the repeated asking of the questions what, why, how, who and how much. It is not a 20 – 30 page form to fill in for the benefit of a bank manager or some venture capitalist, who will probably never fully read it. A business plan should help you, not hinder you, in doing business. If traditional business planning doesn’t work for you, it’s time to embrace the new paradigm of continuous business planning.

My Business Could Do Even Better With Effective Planning – If you are one of the lucky few whose business has thrived despite an absence of traditional business planning, then I say a sincere well done. I hope that you can say the same thing in five years time.

Business life expectancy in Britain and across Europe and indeed the world are in rapid decline. A study done at the end of the eighties and then again as we marched into the new Millennium showed that life expectancy had more than halved for British businesses in those ten years, from an average of 9.7 years to 4.1 years. Just because a company once enjoyed market leadership does not mean that its future is assured. Many high street institutions have fallen victim to the recent recession. Five years ago it was inconceivable that UK retail institutions like Clinton Cards, Game, Borders, Barratts, T J Hughes, Habitat, Focus DIY, Oddbins, Ethel Austin, Principles, Allied Carpets, Woolworths, MFI and Zavvi/Virgin Megastore would all be either out of business or teetering on the brink of oblivion in 2012. Yet that is exactly what has transpired.

Any business from the smallest to the greatest is not impervious to the winds of change. A new competitor, a technological breakthrough, new laws or simply changes in fashion and consumer preference can all re-write the future of a company regardless of how bright that future once seemed. It is precisely because these risks exist that business planning is critical. To survive in business is extremely hard, but failing to effectively plan for the future or adapt to current realities surely makes it impossible and failure inevitable.

Of course, it is not necessarily the absence of plans that did for these companies but the quality of their plans and most especially the quality of their implementation. Even a poor plan vigorously executed is preferable to the finest planning and research left to rot in a drawer. Continuous business planning is effective business planning because it emphasizes implementation and regular reviews of real results as part of what should be a continual process of improving company performance rather than simply attempting to predict the future and wringing our hands when our prophecy fails to come true. We believe, like Peter Drucker, that the best way to predict the future is to create it.

Planning Is Essential In A Chaotic World – We sometimes feel small and insignificant as we try against all odds to translate our dreams into business reality. It’s easy to feel all at sea when we consider some of the challenges we face. However, whilst it is true that we cannot control the direction of the wind, we can adjust our sails and change the direction of the rudder. Difficult and challenging circumstances may come in our lives, but we can control the outcome of these circumstances by choosing which path to take.

The truth is that we are fundamentally achievement orientated as human beings. When this is taken away, we lose much of the energy and motivation that propels us forward. There have been numerous studies carried out on life expectancy rates after retirement, which show that when clearly defined goals and daily action moving in the direction of those goals are removed from our lives, the result is literally fatal. The individuals studied who failed to replace their career goals with a new focus for their retirement simply shriveled up and died. The implications for small business owners are clear. Those business owners with clear goals who take action daily that propels them in the direction of their goals are far more likely to thrive and survive than those who take any old goal that comes along or move from day to day with no defined objective other than survival.

It seems to me that precisely because life is so chaotic and challenging that effective planning is essential. Without continuous business planning, our businesses and the small business owners that work in them may find that bit by bit they are atrophying and on their way to becoming another business failure statistic.

There undoubtedly exists an antipathy for business planning felt by many small business owners. Clearly, this cannot be fully explained by the lack of a “planning gene”, but it equally cannot be fully justified by the reasons most commonly put forward by small business owners to not engage in the business planning process. These reasons must be critically re-evaluated and a commitment made to a continual and never ending process of improving the condition of their small businesses. Without such a commitment, the future for small businesses in the UK is uncertain.

Raising Start Up Capital For Your Small Business

You have your business idea, your business plan in tow, your ducks in a row, and you’re ready to get your business off the ground except for one problem – you have no start up capital. Unless you were born into wealth and have it at your disposal, then you are like most small businesses and need a helping hand.

How can you raise start up capital? There are a few ways to go about it:

Small Business Bank Loans

Many financial institutions provide some type of small business loan program. In order to get funding from a bank for your small business, you will need a solid business plan. You’ll have to prove that your business will generate enough cash to make the loan payments. Each bank’s requirements are different but if you are able to articulate how you will succeed, have decent credit, and possibly a co-signer, you may be able to secure a small business bank loan.

SBA (Small Business Administration)

The SBA is a great resource that provides information on requirements, credit factors, how to apply for loans, etc. The web site is a good starting point before attempting to apply at a bank. The better prepared you are, the easier it will be when you begin the application process.

Family & Friends

A lot of small businesses raise start up capital this way. Family and friends usually want you to succeed and believe in your business. It is wise to treat these relationships as real business relationships. Plan how you will repay their loans, the time frame, and at what interest rate.

Angel Investors & Venture Capital Firms

Private angel investors and venture capital firms work primarily in the same way. They invest in the equity of your business and expect a return in the form of an acquisition, IPO, or stock buy back in the future.

The key to any of the above methods is to have a well written business plan. A good business plan will prove that you are serious about your business and that you can demonstrate the way you plan on making it successful.

Use Crowdfunding If You Need Capital For Your Small Business

Crowdfunding campaigns may offer a lot of benefits to small businesses. They can help startups get access to a pool of prospective investors and several fundraising options. Although raising funds is always the primary purpose of these campaigns, you may also use these campaigns to gain visibility, customers, and success. In this article, we are going to take a closer look at some of the primary benefits of crowdfunding for small businesses. Read on to find out more.

1. Efficiency

If you are struggling to build your business and raise capital, you may not afford to pursue conventional financing requirements. In this case, it’s better to set up a crowdfunding campaign on a good platform. These platforms can help you get your message across to a lot of people.

These platforms can help you tell your story and benefit from a focal location that may get you a lot of potential investors.

2. High visibility

Good crowdfunding platforms enjoy high exposure. So, if you run your fundraising campaign on this type of platform, you can have social proof and validation for your prospective investors. And this will build a chain of investors for your startup. And this is what you want to grow your business.

3. Crowdsourced brainstorming

Crowdfunding offers an opportunity for you to brainstorm in order to refine your ideas. The basis of a new business is to look for something that your prospective customers may need. And you can brainstorm ideas to meet that need.

So, what you need to do is grab that opportunity and get customer feedback while putting together a plan for your startup. Crowdfunding can help you get closer to your prospective customers. This way you can engage your customers and field ideas, feedback, complaints, and questions.

4. Loyal advocates and early adopters

Crowdfunding can help you get in touch with early adopters and brand advocates. And these people believe in your product, service, or story. Therefore, they are willing to put their money into the longevity and success of your startup.

They will play an important role in making your crowdfunding campaign a success. Plus, they will get the word out about your success with their friends, family, and members of social networks.

5. Media exposure

Press coverage can attract a lot of potential investors to your campaign. Plus, it can help you raise awareness about your brand. You can achieve these goals through a print publication, blog, or a popular news station.

For instance, a feature story on a social network, such as Twitter can create a snowball effect and bring a lot of investors to you.

In short, crowdfunding has become an ideal way of validating businesses and looking for early adopters and investors. So, if you are looking to reap all these benefits, we suggest that you use a good crowdfunding platform.

Small Business Owners: Plan to Hit Your Profit Targets

To make a Profit, the business needs to focus, not on breaking even, not on survival, but on business profitability – literally, the ‘ability’ of the business to aim at and produce a specific dollar amount of profit as a percentage of projected gross income. Only when this is the clear business target is it possible to build a business that can deliver profit to the owner year after year. Only then can that business truly become an ongoing, revenue-producing asset for the owner. How is this done? How can a business become a profitable asset? Show me the Money! Most small businesses are inherently profitable. Depending on the business, a reliable profit of 10% to 30% of total annual sales already exists as the potential, ongoing profit return on investment of the company. But where is this Profit? Why is it so hard to see, let alone produce?

As a small business consultant for a major consulting practice, I was continually amazed at the number of small-to-medium sized companies operating with a ledger notebook and aluminum box for cash. I was stunned that the computer was used only for internet email, customer letters and office decoration. The accounting software (QuickBooks or Peachtree) was on the computer for tax purposes used by the accountant at tax time. As a consultant I was able to help the small business owners realize the most effective way to run a profitable business was to plan to be profitable. By getting the owner to understand that expenses and sales should be planned towards a goal and events controlled in such a manner as to yield the profit target. By not monitoring the profit and loss statement, the business events control the owners, and management cannot drive process and procedures toward profits. The accounting software packages were then set up to view each product by profit and loss statements on a monthly and annual basis. This allowed the small business owner the ability to react quickly to any deviations from its budgeted plans (cash falling through the cracks). The organization learns from the feedback it gets by comparing budgeted goals to actual results(revenue decreasing). Communication increased throughout the organization about employee expectations towards profitable goals.

Owners, when was the last time you updated your business plan, which is probably on your bookshelf where you placed it since you initially developed it. Now, don’t get bogged down in the document, just dust it off and use a red pen to ask your self the following questions:

Profit Planning: Budget vs. Business Plan

Has the management team updated the business plan to reflect current/future market industry ‘realities’?

Does my management team understand the ‘market intricacies’ of each product they sell and service in the business unit they oversee?

Does my management team understand the ‘customer’ product needs and wants they sell and service in the business unit they oversee?

Have you developed a profit and loss statement for each product? What are your sales revenue, direct costs, and overhead expenses for each product?

Have you benchmarked your Gross Profit margin against industry standards? Is it high or low?

How are your products sales trending? Quarterly? Is product cost percentage lowering as you sell more volume of products? If not, can workflow be streamlined.

Is my business making money? Do I have a simple profitable business model in place for every product?

Have you identified your bestselling product lines vs. your worst selling products? Select which product will grow your business?

Have your management team created action plans to meet planned product profit specific objectives and goals in target areas?

Employees/Operational Readiness

What is the current morale of the employees? Who will champion the ‘Profit Program’ that they can believe in?

What are the current ‘roadblocks’ to lowering cost and increasing throughput of products? Why?

What are the training needs of my employees to achieve profit goals? How will training improve business or morale?

Do the employees know what’s expected of them? How will they be held accountable for performance?

How will they be rewarded? Plan to give Incentives, increase Profit-Sharing, surprise Bonuses, spontaneous Intangibles?

Have your managers and supervisors set specific production objectives and goals in target areas?

Are my employees cross trained in key (growth products) production areas? Why not?

Do I have financial measurements scorecard posted in work area? Do I have relevant workflow processes posted in work area?

Do we have the best technology solution in place to reach profit goals?

Customers

Has my customer base changed?

Has my product/service offering changed?

How often/how many new customers have I obtained in the last year?

What product do my customers need to solve their problem? What services can we offer to provide convenience or can we lower product cost?

Are there any solutions outside the industry that will ‘wow’ the customer? Is the marketing strategy relevant to customer wants?

What is the company reputation to the customer? If low, how can we improve reputation and brand image to the market?

Do I know who my best customers are? What do they really want?

Do I have more/fewer customers? Why did they leave?

Who are the current ‘bad customers/clients’? Money Owed? Should I keep them or sell them?

Competitors

Do I have new competitors? Who?

Do I have more/fewer competitors? Why?

What are the current competitive threats to my business?

How are my competitors resolving the customer problem? Who?

What industry has the best innovative solution to address my customers need? Why? Applicable?

What technology is a competitive threat to my bestselling product?

Evaluate answers against the strengths and weaknesses of your business capability. Formulate your strategy according to the opportunity available in the marketplace. The game is to make money for the long term, not to see how many widgets you can ‘hide’ at the end of the month or play financial engineering games with the books.

Price Points

It is never a good idea to cut your price, even in tough economic times. If you do cut your prices, only do it for a limited time encouraging customers to “act now.” This should be a last resort effort.. The temptation to cut your price in tough times is great. Ask your management team ‘If we cut prices, how will you get the prices up when the tough times are over?’ Stay on the message. Your value doesn’t diminish in tough times. Why should your price go down? Businesses should focus more on customer satisfaction. By focusing on delivering more than you promise, you are putting the customer first. It reinforces their decision to buy.

Business Partners

Look for businesses that you can partner with to cross-promote your products and services while sharing the costs. For example, a laundry mat offers free detergent with each washer load and the free detergent is paid for by both the owner of the laundry mat and the supplier of the detergent. The price was not reduced, but there is a unique incentive for the customer with a specific start and end date, which will get the customer to “act now.”

Plan to profit with sales this year. Explore new markets, new prospects and new products and pitches. This year, the three Ps of marketing your business are: prospects, products and pitches. All three may need to change a bit to get you to a profitable year.

You can do it. Surround yourself with mentors who you can talk to plan for success. It’s amazing the difference it makes just talking through your ideas. Think of planning as preparing yourself for success with a clear profit picture in mind.

New Markets

As you review your business plan, ask yourself where else you can sell your product or service. Go back to those customers who have not bought from you in a while. Have a compelling reason for them to buy from you now, such as improved service, different products or greater customer satisfaction just to name a few. Does it make sense to enter new geographic markets? Have any competitors in that market left or ‘retrenched, waiting for better times’?

Update Your Offerings

After reviewing your business plan is it necessary to change or update your product or service offering? Will product or service changes or additions allow you to sell more to your existing customers? An “update” here could mean a redesign of your web site, starting a blog, joining a social network. Essentially any way you can expand your reach to potential customers. The reason newspapers across the country are closing is due to lack of readership. People are moving to the internet for their news and information… and to find your business!

Improve Your Pitch

Thoroughly understand your product and service and why someone should buy it from you. Use written testimonials from some of your satisfied customers.

• Tell your story in five minutes or less.

• Practice to perfect your pitch “before” the sales call.

• Listen well. Ask questions & really listen to the client’s needs and concerns.

The bottom line is practice makes perfect. Be a dedicated practitioner in client connection. You are the owner. Your time, care and connection in the sales process will bring results. In these times, you can be tenacious & focus on seeking out new opportunities which will pay huge dividends when the economy turns around.

Our nation is experiencing a recession and has been in a prolonged serious economic downturn in the past decade. According to Tom Reilly, MissouriBusiness.Net, “Seventy percent of today’s CEOs have never led a company in or out of a recession and 60 percent of today’s salespeople have never sold in tough times”.

On every championship team, great coaches must receive accurate information in order to adjust their strategy to win the game. To be a truly great small company you must operate from a core value of honesty toward strategy and profitability. Remember the old management adage ‘If it doesn’t get measured, it doesn’t get done’ and ‘Lost Opportunity’ (bad decisions) can close your business. Planning profitability is a proven business method that allows your business to measure whether its succeeding or failing, not smooth talking inexperienced senior executives, presenting the latest management theory of the month to the board.

Remember, Enron, WorldCom, George S. May International, Arthur Anderson and Tyco.

7 Steps to Creating a Successful Small Business Marketing Plan

Small business marketing is all about determining the needs of your target market and then providing solutions to meet those needs.

These 7 steps are aimed at entrepreneurs starting a small business and those who want to create a successful small business marketing plan for an existing business.

Most small business promotions focus on how great their products and services are. Instead, you should educate your target market consistently and start building a relationship that will establish your credibility and trust. It is important to develop a marketing mindset. “Think Marketing” your products and services all of the time. It is very important to consistently market your products and services. Don’t fall into the trap of stop and go marketing. Some small business owners only market when sales are down.

You can’t have a successful small business without having a successful small business marketing plan. Effective small business marketing is the way to growth and profits

If you’re a small business owner or you want to know how to start a small business in the future, this simple 7-step plan will help you understand your business and your target market.

How to Start a Small Business Marketing Plan: 7 Steps

Begin the process by answering these questions:

1) Who — Who specifically is your target market? Who is your ideal client? What research can you do to find out more about your target market?

2) What — What products and services do your ideal clients want and need? What does your product and service do for your ideal client? What problems does your product solve for your customer? What are the solutions that your ideal client is looking for? What is your area of specialty that will differentiate you in the marketplace? What are the industry trends? What type of message will your ideal client likely respond to? What are you ultimately selling? For example: Are you selling eye glasses or are you selling vision? What is your unique mix of products and services? What is your pricing strategy?

3) Where — Where is your ideal client? Where is your customer located geographically? Where will you position yourself so they can easily find you? Where are the best places to get your marketing message to them? Will you speak to groups, hold seminars, or write a blog, newsletters or articles?

4) When — How frequently does your target market need to hear your marketing message? When are they most likely to buy your products and services?

5) Why — Why are you in business? Why do customers or clients buy from you? Why should they choose your product or service over your competition?

6) How — How does your customer buy your product or service? How are you going to reach potential buyers for your services and products? How will you communicate your marketing message? How will you provide customers or clients with the information they need to make their buying decision?

7) Marketing Mindset – Practice mastering a Marketing Mindset and you will be on the path to a profitable small business.

With these 7 steps, you can take action towards starting a small business marketing plan that targets new customers. “Marketing is about testing and evaluating your return on investment. But it’s primarily about helping people get what they want.” Master these small business marketing steps and you will be on the path to more profit and success as a business owner.

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