Simply Junior

Having a good small business plan will ensure that your journey to success is much smoother. All successful business owners know that having an organized, well thought plan is essential to see the results they expect. Even if the business plan doesn’t give the results that you would have thought in the beginning, you can tweak and change different areas of your process to perfect it.

I thought I would go through a step by step guide to what you need for an effective small business plan. Many people try and start a business without any true expectations for the future other then ‘oh this is going to work’. You have to know exactly what “should” happen so that the surprises are less. In most cases surprises in business aren’t positive.

You must have a plan for many different areas of starting a small business. How are you going to fund the start up fees? How do you expect to sell your product/service? How do you expect to pay your employees? How are you going to promote your company effectively? Most importantly and what most business owners don’t think about is where do you want your business to be in 5…10…20 years?

Creating the right small business plan is all about creating effective systems. A system is something that you can use over and over again in different situations to receive expected results. You at least have some idea of what’s going to happen if you have the right systems in place.

The first step to your business plan is knowing exactly how much money it’s going to take to start your company. None of this has to be a professionally written up small business plan that costs thousands and thousands of dollars hiring an “expert”. Take out a piece of paper and write down your plan. The main thing is that you know exactly how you are going to fulfill your dream of being a successful small business owner.

So what are your opening expenses? Here are some questions you need to answer to find out your estimated dollar amount:

How much money does your product or service cost you? How much money will you charge for your service/product? How much money do you require to live for two years with no profit coming in from your business (safety precaution)? How much will it cost for your employees for 2 years? What are your legal fees? What are your CPA fees? How much will getting a physical location cost you (if needed)?

Every business is going to be different so think about anything that you need to spend money on to get it running. The next step you must consider is how are you going to get this start up money. Are you going to go to a bank for a loan? Are you considering finding a partner that can cover the costs with the agreement you can buy out the company later down the road? Do you want to talk with a wealthy family member about your business? Anyway you choose to get the money doesn’t matter.

Having a thorough small business plan is going to help you get that start up money though. As long as you can show the lenders how you plan on getting a return on their investment, you will be set. It doesn’t matter if you have horrible credit or don’t know anybody that will lend you large amounts of money. You can always find a way. Think outside the box!

Alright the next step should be the simplest for you. You want to write down your complete sales funnel for how you plan to sell your product or service. Go through every step you expect a customer to go through to reach your bank account. What are you selling exactly? How are you packaging the items? Are you providing multiple services and products? What do you expect to be your number one seller? What’s your specialty?

Once you have all these areas done, you have to know how you are going to promote your business and keep the business coming in. This seems to be the biggest problem most business owners have. You know everything there is to know about your products/services, but you know nothing about marketing. That’s expected too. Marketing is an expertise in itself.

If you’ve read much of my blog, you know how I preach about smart marketing. Smart marketing is all about spending your hard earned dollar and getting more then you spent in return. In other words, big return on investment (ROI). Every market will be different and different marketing tactics will work in each of them. You have a huge list of options too.

Newspapers, Yellow Pages, Radio, Television Ads Fliers, postcards, promotion coupons Referral programs Internet marketing Email marketing Holding seminars and special events Business to business referral programs

These are just to name a few of the options you have. You can never go wrong working with other local businesses. It’s beneficial for both businesses and can be something that explodes your business quickly. It should definitely be part of every small business plan.

No matter which direction you take your marketing in, remember to always be able to track your marketing method. You always want to know how effective each method is for your business. Don’t spray and pray! In other words, don’t just buy what that marketing salesman is selling you if they can’t show you how many customers you are getting in return.

Creating your small business plan with all of these areas covered is a great start to having a successful business. You can go in deeper and deeper to have an even more effective plan and you should, but this is a great start for anyone. Once you have the plan, you just have to follow it step by step. It makes your job so much easier. You have too much to worry about already. There is no reason to have to constantly be wondering…’what am I going to do now?’ You need to know what you’re doing beforehand.

The effective and successful small business owner works to a well thought through small business plan. This plan outlines and documents the key business objectives, benchmarks and performance measures that must be met.

A good small business plan is the result of having first conducted a thorough Strategy Formulation exercise. The ability to think strategically is one of the qualities of good leadership that all successful business owners and entrepreneurs should possess as part of their repertoire.

Strategy Formulation is a fundamental process that identifies the critical areas to be addressed and sets the priorities for the business across an agreed strategy period.

By focusing on the key areas that are identified as part of this process, the effective manager and business owner ensures laser-like focus in achieving results.

The small business plan integrates and aligns all the business activities around these critical areas and ensures that all effort is targeted, contained and understood by everyone in the business.

Having a plan is critical. It ensures that the right things get done, within the time frames allotted, and allows for the emergence of new initiatives when the plan is reviewed.

This review period should be in keeping with the rates of change that the business encounters around the factors experienced in both its internal and external environments.

Given that this is clearly understood, and that any gaps in capability have been identified, the small business plan is written with seven critical components in mind.

1. Determine Where You Are Now

This is simply a list that identifies and spells out where the business currently finds itself in relation to a particular critical issue. An example might be sales and marketing, for instance. The list, in bullet point form, spells out what is being done, at present, in relation to these activities. All critical issues facing the business should be analyzed, in turn.

2. Project Where You Want to Be Across the Time Frame

This is a second list that identifies where the business should be, in relation to the critical issue being addressed. Using the same example of sales and marketing as above, this list spells out what the “end picture” should look like in relation to these activities, across the business plan time frame.

3. Objectives

By analyzing the gaps between the two lists we have created, we are able to identify the main objectives that must be achieved to fulfill our vision across the agreed time frame. These gaps must be managed well as part of the business performance management process and the business development and risk management profile.

4. Tasks

Objectives must be broken down into a series of tasks and jobs that need to be completed to ensure that the given objective is met. These tasks must be specific, agreed, realistic, targeted and have accountabilities and responsibilities clearly assigned to them.

Tasks should be made into “bite-sized” pieces. Once this is done and each task is completed, it will unerringly lead to the objective being achieved, and everyone can see how their particular task and its completion fit into the bigger strategic picture.

5. Deadlines

All of the tasks assigned must have strict deadlines that are agreed and adhered to by all people involved. Keeping each other accountable is an important dimension in pushing for high performance in the effective and successful small business. Interrelated tasks must be identified, and critical paths for their completion established.

6. Accountabilities and Responsibilities

All the tasks must be assigned to people who take responsibility for getting them completed within the agreed time frames. The successful small business has developed a culture where the taking of personal responsibility for an assigned task is simply a given.

7. Reporting

All of the objectives and tasks spelled out in a business plan will quite likely have glitches arise as part of the implementation of the plan. Part of a successful business plan roll-out includes keeping a regular, updating reporting mechanism in place, so that potential problems can be addressed and emerging opportunities can be exploited. Therefore, follow-up and reporting must be conducted on a regular basis to ensure the success of the plan.

In Summary

Small business plans are nothing more than ordered common sense. A plan makes sure that the right things get done, in the right way and in the right sequence. Effective small business owners have a business plan, and everyone in their business knows exactly the part they play in ensuring its success.

Tired of dealing with those complex depreciation rules? Thanks to recent tax law changes, here’s how to avoid them completely while benefiting from a lucrative small business tax break that not only puts money in your pocket, but also makes the filing of your income tax return much simpler.

If you are a Small Business Owner or Self-Employed Person, this is one tax break you must know and use.

It’s actually an expansion of a tax rule that’s been on the books for years. Known as the Section 179 deduction, the new legislation takes this loophole and turns it into a deduction big enough to drive a fleet of SUV’s through.

The Section 179 deduction enables the Small Business Owner to deduct 100% of the cost of most business equipment, in lieu of depreciation over several years.

What’s so great about that?

Think about it like this: I’ve got a dollar and I’d like to give it to you. You have two choices — I give it to you now, or I give it to you 5 years from now.

Which do you prefer?

Obviously, you’d rather have it now, right?

And why is that?

Because of what you learned way back in Finance 101: something your banker calls “the time value of money.”

I’ll spare you a boring textbook definition. Instead, let’s just assume we agree on this simple point: Is a dollar worth more today or 5 years from today?

It’s worth more today, right?

And that’s why the Section 179 deduction is so valuable.

Huh?

Let’s use an example to bring all this financial theory into reality.

You buy $5,000 worth of office equipment in 2008. Under normal depreciation rules, you wouldn’t get to take a deduction for $5,000 in 2008. Instead, you’d write off the $5,000 over 6 years — part in 2008, part in 2009, etc.

If you’re in the 35% tax bracket, you get your $1,750 in tax savings over 6 years. Yawn. That’s a long time!

You’d get your deduction, and the resulting tax savings, but you’d have to wait 6 years to realize all the benefits.

Section 179 says that if you meet certain requirements, you can deduct the full $5,000 in 2008. You reduce your taxes by $1,750 in Year 2008.

So let me repeat my question: Uncle Sam has $1,750 he’d like to give you. When do you want it? All at once, or spread out over 6 years?

That’s the beauty of Section 179.

Here’s how it works. The maximum amount of business property that can be immediately deducted rather than depreciated has been increased over the past few years:

Year 2003 — $100,000

Year 2004 — $102,000

Year 2005 — $105,000

Year 2006 — $108,000

Year 2007 — $125,000

Year 2008 — $250,000

Year 2009 — $128,000 (plus a Cost of Living Adjustment)

Year 2010 — $128,000 (plus a Cost of Living Adjustment)

Year 2011 — $25,000

Never liked depreciation? Well, you can pretty much kiss it good-bye now.

IMPORTANT: A few other requirements must be met to claim the Section 179 deduction. Here’s a brief overview:

1. Most personal property used in a trade or business can be deducted via Section 179. Real property cannot. Typical examples of personal property include: office equipment such as computers, monitors, printers and scanners; office furniture; machinery and tools. Real property means buildings and their improvements.

2. In 2011, unless new legislation is passed, the Section 179 amount goes back down to $25,000.

3. There are special rules regarding the use of Section 179 to the purchase of business vehicles. For example, the special “SUV rule” that allowed 6,000 LB vehicles to be fully deducted (up to the $100,000 amount) was changed to $25,000, effective October 22, 2004.

4. Your total Section 179 deduction is limited to the business’ annual profit. In other words, you cannot use the Section 179 to create or increase a loss.

This is known as the “taxable income limitation.” For “C” Corporations, this limitation is very cut and dried. But if your business is an “S” Corporation, Partnership, LLC, or Sole Proprietorship, it may not be as limiting as it seems. For these non-”C” Corp businesses, the Section 179 deduction can be used to offset both business and non-business income.

And if you’re married filing jointly, the Section 179 deduction can offset your spouse’s income, including W-2 income.

Example: You start a new business in 2008 that ends up with a loss for the year of $5,000 (before taking the Section 179 deduction). Your spouse has W-2 income of $60,000. Even though your business is unprofitable, you can still take the full Section 179 deduction of $5,000 (again, assuming your business is an entity other than a “C” Corporation).

(Be sure to consult with your tax professional to get the scoop on all the Section 179 rules.)

Be sure to take advantage of this new loophole. A very nice deduction just got expanded to monstrous proportions!

Take advantage of it.

Every small business owner dreams of drawing up a good marketing plan, implementing it and seeing revenue increase. It is worth taking a look at the elements of a strategically relevant plan that is detailed enough for the business person to assess the suitability of a large number of available marketing tactics appropriate to the business concerned. There are seven key areas involved when it comes to creating a strong and efficient marketing plan for your business.

1. Vision. There has to be a marketing vision that mirrors the overall business vision. So for instance if you marketing vision is to expand your market into previously untapped markets but your business vision is to carry on doing the same old thing, the two are not matched. This will weaken your marketing efforts and produce negligible results.

2. Awareness. For your marketing efforts be effective you have to comprehend and accept the particular needs, concerns and assumptions of your target audience. If you neglect to do so the result will be poor communications and reduced return on investment.

3. Competition. It is vital to analyze your competitors in the marketplace whether direct, indirect or variable. Your direct competitors are self explanatory e.g. shoe shops compete directly with other shoe shops. Your indirect competitors compete for the same budget in the same general area e.g. movie theatres compete with restaurant for family entertainment spending. Variable competition refers to external factors that could disrupt your business e.g. a bridge is washed away in a flood preventing customers from reaching your offices.

4. Message. It is important to work out the communications element, i.e. the basic message, you want to get across to your audience. An inappropriate message could do your marketing campaign more harm than good. It could even benefit your competitors.

5. Media. Once you have clarity about your marketing message it is time to decide how precisely the target market is to be reached. Try to eliminate personal preferences from the mix. Just because you like SMS campaigns does not necessarily mean it is appropriate for your business or your target audience. Endeavour to use a wide selection of media.

6. Analysis. Determine how you are going to test, measure and tweak your marketing efforts in the short and long term. Build these methods into your marketing plan. This is very important. I would go so far as to say that you should eliminate any media where your efforts cannot be measured precisely. If your intention is to gain new markets then you must make sure that the success of this plan is measurable. This is the only way you will be evaluate and adjust your marketing campaign as required.

7. Funnels. These are marketing systems whereby you should define the process whereby your target audience is addressed, your prospects garnered, how they will be informed and how they will eventually become customers. By designing your funnel you will be able to streamline the process and instill continuity for staff and customers alike.

In dealing methodically with these aspects in your marketing plan you will be able to build a solid foundation for your campaign on which to base all your marketing efforts.

A Recap of What Has Happened: During the earlier part of the decade (2001 – 2006) small businesses found there business environment easily managed. Revenues simply increased by 10% or more every year. Most small business owners are highly skilled in leadership, management, have a sale’s personality and\or a technical skill. These skill sets are a good fit for and can accelerate revenues increases in times which growth occurs.

Small businesses saw a sales increase on the income statement and debt increase on the balance sheet. Generally speaking, small businesses became focused on growth (only revenue growth) and overlooked other accounting metrics. The growth decisions made by small business owners omitted the risks of the overall financial position of the company. A result for small businesses was an expansion of their production capabilities. Companies over expanded their production capabilities through purchasing fixed assets (vehicles, equipment, furniture, etc) through debt obligations. Some businesses made these purchases by being enticed by tax benefits. The tax benefits were paid by debt, which means they received a deduction in the year they made the purchase, but did the cash outflow was over the next several years. This would later come back to haunt small businesses by having cash outflow without an offsetting tax deduction (i.e. paying off debt is not tax deductible).

Small business owners general choose to become a “flow through” entity for taxes (s-corporations and partnership). These entities, generally speaking, do not tax equity distributions (i.e. dividends). The small business owners used the tax regulations to exhaust all capital in their company. This worked efficiently during times when the small business owner could fuel growth through debt. With this no longer the case and small businesses are no longer able to depend on financial institutions for borrowing, small businesses will need to fuel their own growth through their own equity. This means owners will have to sacrifice by leaving monies inside the company (no taking equity distributions).

Overall, from 2002 through 2006 (perhaps even into 2008) being a business owner was fundamentally effortless. Risk was factored out of the equation. Group think began sneaked in. Group think is when no one disagrees or is ostracized for disagreeing. Realists were considered pessimists in the sea of optimists. The realist would be proven the victor, but there would be no celebration.

A Forecast Of & A Solution For The Future: The business environment has changed and will continue to be challenging for several years according to several economists and articles in Barron’s. The business model of the past (easy revenue growth, lots of debt and little equity) no longer matches the current environment. Small businesses have had their revenues cut by up to 30% (if not more) and have had financial institutions not renew and\or call loans. Small businesses will need to reposition their balance sheet to include high current asset balances (especially cash), reduce debts and increase their equity as well as rethink their strategy.

Small business owners need to immediately meet with their board of directors’ and\or advisors (or create a board) to begin to develop a new business model. The new business model will need to help reposition their company’s financial and business position to be able to survive the next several years. Small businesses must become more innovative and efficient so make sure the board participants have the ability to be creative and the environment to speak freely (in order to tell you what you need to hear, not what you want to hear). Speaking of what you may not want to hear, a lot of sacrifice and longer hours may be warranted in the new business model.