life-insurance

Friday, December 21, 2007

Term Life Insurance. What Is It All About?

Term Life Insurance. What Is It All About?
by: Donald Lusan

What is term life insurance? You have an interest in buying term life insurance, that is why you are reading this article, and you want to know how it really works. Right? Well, there are many types of term life insurance and I am going to give you a brief explanation as to how each one works.

Decreasing Term Life Insurance

Decreasing term life insurance is very popular with home owners and mortgage companies. The homeowners want to know that the mortgage is paid off if they should prematurely die, and the mortgage company want to be assured that they are repaid the money loaned to the homeowner. The face amount of these policies decrease in a uniformed manner each year as the balance owed on the mortgage decreases, and the premium remains level. This is very inexpensive life insurance.

Increasing Premium Term Life Insurance

This is initially the cheapest term life insurance you can buy. The death benefit remains level for the duration, however, the premiums increase every year and as a result this may turn out to be the most expensive term life insurance you can buy. If you should purchase this policy it would be wise to convert to a level plan as quickly as possible.

5 Year Level Term Insurance

The face amount of this policy remains level for the entire 5 year period and so does the premium. Upon death the face amount is paid either in one lump sum or in the form of an income. If you have a short term need for life insurance, like covering a bank loan, then this may be the plan for you.

10 Year Term Life Insurance

Like the 5 year term life insurance policy, the ten year term life policy can be used to cover a bank loan, but it can do considerably more. It can be used for family protection and a myriad of other needs. The face amount of the policy remains level for the duration and so does the premium. Some companies allow you to continue the policy after 10 years with an increase in premium.

20 Year Term Life Insurance

The 20 year term life insurance policy is probably the most popular of term life policies. The death benefit remains level for the duration and in some cases so does the premium. With some companies, however, the premiums increase after the first 10 years to reflect the cost of the additional risk to which the insurance company is exposed as the insured gets older. All in all, the 20 tear term life insurance policy is fairly inexpensive and does the job it is intended to do.

Unlike whole life insurance, universal life insurance or variable life insurance, term life insurance does not have cash values or earn dividends. There is a fairly new type of term life insurance policy, however, called a return of premium policy which returns all your premiums at the end of the term period, if you do not die. The premiums are so high it may not be worth your while to buy this type of term policy.

Why Is Small Business Health Insurance Worth It?

by: Jeff Schuman

If you’re looking for a guide to how to get health insurance and
what kind of health insurance is best for your small business,
then this is the article for you. Your business qualifies for
small business health insurance if you have anywhere between two
and fifty employees in it. If you are self employed then you’ll
want to look into getting self employed health insurance.

There are many benefits to getting small business health
insurance. A small business health insurance plan will help
spread the financial risk around to everyone and not just
yourself. As this is the case, this generally will bring lower
premiums and more extensive coverage. Along with this, the
health insurance provides medical care for you and all other
employees as well.

With a small business health insurance people often get group
insurance. This too has its advantages on several different
aspects. All contributions from the employers are 100% tax
deductible, and you’ll save on payroll taxes as well. Small
businesses will be eligible for group insurance just as long as
you have two or more full time employees working.

When setting up a group insurance plan for your small business,
all members will be set up with a coverage plan with rates
calculated using the group and individuals. After that it is up
to the separate employees themselves if they wish to add riders
and additional coverage to satisfy their needs. Keep in mind
that not all employees in the small business have to join the
group plan. Just as long as there is no fewer then two
employees in the business that have the group insurance plan,
then you will be fine.

The cost of the group insurance plan varies based on several
different characteristics. Some of these include age, health
status, business and/or residential location and so on. Like
everything in this world it’s not going to be cheap, but it will
be cheaper then having a bunch of separate health insurance
plans.

Most health plans are going to require employees to pay at least
half of the premium cost for covered employees. Some employees
will offer to pay 100% of the cost, white now there is a new
health plan giving employees the option to pay as little as 25%
of the cost. Just know that typically most types of coverage
will cost employees a minimum of $1,600-$2,500 per year per
employee. By clicking on the link below you can begin getting
quotes for your small business health insurance.

http://www.buyerzone.com/benefits/health_insurance/qz_questions_2.jhtml

Just remember that many times medical services are needed
unexpectedly. If you or other employees do not have health
insurance this could be a devastating blow to the wallet. The
cost of a hospital visit, depending on the circumstance, will
many times be much higher then the cost of health insurance.
You want to be able to live life knowing that you’re insured
just in case the unexpected happens. Nothing hurts to at least
look at some quotes and talk it over with other employees, but
you have the power to make the decision.

About the author:
Small business grants and small business resources to help you start and run your own small business. Small business training, information, articles, loans, and more.

After the latest advice concerning small business insurance rates.

by: Tom Brown

After the latest advice concerning small business insurance rates. Often when you are looking for superior advice about small business insurance rates, you'll find it difficult separating value packed information from misguided small business insurance rates submissions and proposals so it's prudent to know how to qualify the information you are often given.

Now we'd like to give you a few tips which we advise you to use when you are trying to find information about small business insurance rates. Bear in mind the guidance we put forward is only relevant to internet information about small business insurance rates. We don't offer any assistance or guidance if you are receiving information offline.

A great tip to pursue when offered information or advice on a small business insurance rates page would be to confirm the sites ownership. This may show you the people behind the site small business insurance rates credibility The quickest way to work out who owns the small business insurance rates site is to find the 'about' page.

All highly regarded sites providing information about small business insurance rates, will almost certainly provide an 'about' or 'contact' page which will list the owner's details. The fine points should tell some indication concerning the owner's requisite knowledge. You can then make a judgement about the vendor's insight and appreciation, to provide advice to you regarding small business insurance rates.

About the author:
Tom Brown is the webmaster at secretspecialnews.info

After the latest advice concerning small business insurance rates.

by: Tom Brown

Are You Using the Right Form of Energy? Are You Using the Right Form of Energy?

Are You Using the Right Form of Energy?

by: Al Hanzal

As we near the end of summer, here is a question I have for you, “Are you using the right form of energy to grow your business?” Are you having trouble growing your small business as fast as you want? Are you making all the right moves and still the business just inches forward? Read this article and see if you are using the right form of energy to grow your small business?

Head Energy
My consulting experiences have taught me there are two types of business energy. I call the first type “head energy”. This is the energy that comes from wanting to do better or more with your small business.

• You want more profits.
• You want more customers.
• You want better marketing.

Head energy is very powerful. It can inspire. It can achieve dreams. It can drive you forward.
Head energy also has limitations. Head energy promises fulfillment in the future. Before the future arrives you must sustain yourself along the way. If you fail to sustain the head energy, your hopes and aspirations tumble down. They become “the good idea that was never achieved!”

Gut Energy
I call the second type of small business energy “gut energy”. This energy involves your current business worries; your current business mistakes; the business issues that need fixing right now.

• What is decreasing your profits now?
• What is preventing you from having more customers now?
• What are your current marketing mistakes?

I call this gut energy because it sits right in your gut, churning away. This is extremely powerful energy because it is so immediate. It is right now! It calls for immediate attention. Fix the situation now!
Gut energy is not as glamorous as head energy. It is always more fun to dream about your future than to do the hard work of fixing your current mistakes. But when you want to see immediate improvements in your business, turn to your gut energy.

9 Common Small Business Mistakes

Here I list the 9 most common small business mistakes. Ask yourself if you are making mistakes in any of these areas. If so, you have the opportunity to find powerful energy to move your business forward.

1. Lack of cash flow
2. Poor planning
3. Forgetting your customer
4. Selling versus marketing
5. Lacking needed expertise
6. Misunderstanding credit
7. Becoming an advertising victim
8. Poor customer shopping experiences
9. Making yourself the center of your business

If you find yourself wondering how you can use your mistakes to grow your business, you may want to request my free report, 9 Mistakes That Can Kill Your Small Business. In the report, I provide more details about each of these business mistakes and ways to fix them. You can achieve powerful results in fixing your business mistakes. The report will help you find ways to use this energy to grow your business faster.
To obtain this free report, 9 Mistakes That Can Kill Your Small Business, click here, Free Report, a preaddressed email will be pop up, press the send button. The report will be sent to you via email with the report attached.

Conclusion

Head energy is a necessary part of every small business operation. It provides the vision you need for the future. For quick and immediate improvements, do not over look the gut energy you will find in fixing your current business mistakes. Your gut energy will offer a wonderful opportunity for growing your business in a fast and easy way.

© Al Hanzal August 2004

About the author:
Using simple, low costs strategies, Al Hanzal has helped small business owners improve their profits.

Sanity Check - Buying a Business

by: Willard Michlin

In the business broker community there is a review process that helps a buyer determine if a business purchase makes sense or not. This check can be done by a Fortune 500 company where everything is figured down to the penny and takes 1000 hours of research or it can be done by a small main street shop buyer who figures it out in 1 hour. Each item in this review process requires a decision. This decision can be based on extensive research or just on a reasonable guess.

The beauty of this process is; how long you want to spend on doing this activity is totally up to you. As we review this process, I will explain the variables of this system so you can make the necessary decisions where needed. Remember, this is only a tool to help you make decisions about a business purchase; it is not a sure-fire foolproof system. I will just lay it out for you and you make your own decision as to the validity of this formula for analyzing a business purchase that you may want to make.

The Sanity check requires two mathematical formulas, which require dollar amounts or other numbers to be entered in each formula. The math is calculated and then the results are compared against the purchase price. If it doesn’t work out the way you wanted, you have the option of then going back and change some of the numbers and do the calculation a second time.

The two formulas are:

1. SP + WC – BF = CR
Sale Price + Working Capital - Borrowed Funds = Cash Requirement

2. SDE – FMW (FO) – DS - ROI = Extra Profit/Loss
Sellers Discretionary Earnings - Fair Market Wage (for the owner) - Debt Service - Return on Investment (Cash Requirement x Interest rate -Stated as a Percentage) = Extra Profit/Loss

Since each item in the formula needs to have a dollar amount determined, we will define the terms and then discuss how the dollar amount is derived at.

Terms Definition:

Sale Price: The price that is being asked for the business or the price the buyer is thinking of offering. Depending on when you do this analysis. If you are trying to determine an asking price you would calculate all the other numbers in these two formulas to determine what should be your offering price. We will do examples to make this clear later in this article.

Working Capital: The short-term assets minus the short-term liabilities is the accounting definition. The simple explanation would be the amount of money necessary to be invested by the buyer to run the daily operations of the business, once purchased. This would include monies tied up in inventory, and accounts receivables. Money invested to pay the landlord’s or utility company’s deposits. Also included is the money spent on the business purchase to cover the loan origination costs and purchase escrow fees when buying the business. It is the total funds invested into the business to keep it running. The down payment given to the seller is not part of this number, since it is included as a separate item.

Calculation notes:
1. Cost of inventory: $_________________ (+)
2. Accounts receivable: $_________________ (+)
3. Landlord deposit: $_________________ (+)
4. Utility Deposits: $_________________ (+)
5. Escrow fees to purchase: $_________________ (+)
6. Loan origination costs: $_________________ (+)
7. Short term liabilities* $ _________________ (--)
Total Working Capital $_________________

* Short-term liabilities are defined as liabilities that are to be paid off within 1 year – accounts payables and the part of any notes payable that are to be paid within 1 year.

Borrowed Funds: The loan made for a business purchase from a bank or private party. The private party can be the seller or some friend or relative who might be willing to make a loan. This is borrowed money that must be paid back to someone at some time in the future.

Cash Requirement: This is the invested cash required to both buy a business, and working capital-to run the business. The amount of cash needed to make the business purchase and run the operations of the business after deducting all borrowed funds, regardless of source.

Sellers Discretionary Earnings / Owners Total Benefits: This is the total of all the non-business related benefits going to a business owner or his family on an annual basis that have been paid for, by the business. Included in this is definition are taxable profit from operations, unreported cash income, owners salary, salaries to non-working family members, any amount over the fair market value of salaries paid to working family members, family auto expenses, family telephone, family office expenses, health and life insurance for any or all family members, pension plan/ profit sharing contributions paid for the benefit of family members. This can also be stated as the reason why most people go to work everyday; they get family support for working.

Calculation notes:
1. Taxable profit from operation $_________________ (+)
2. Cash $_________________ (+)
3. Owners Salary $_________________ (+)
4. Salaries of non-working family members $_________________ (+)
5. Amount over the fair market value of wages
of working Family members $_________________ (+)
6. Family Auto Expenses $_________________ (+)
7. Family Telephone Expense $_________________ (+)
8. Family Office Expense $_________________ (+)
9. Health and Life insurance of
Any/all family members $_________________ (+)
10. Pension plan/profit share family members $_________________ (+)
Total Seller Discretionary Earnings: $_________________

Return on Investment: We need to have this stated as a dollar amount in Formula two. ROI is calculated as follows:

Cash Requirement X “a Percent” - the greater the risk, the higher the percent

First we must determine what the interest rate return we wish on our investment. This is a very subjective percentage and a change in this number can change the whole result of this analysis. If it is of any help, many financial investors in “Corporate America” feels they need to get a 20% return on their invested capital. Companies do not always make money and therefore the possible loses are built into the ROI. Some of the reasons are: companies are bought and go broke, overseas competition causing expectations of growth and income not to be met, and lastly government regulations periodically close whole industries. These are just some of the many risks involved in owning a business.

Putting your money in a bank has little risk, because the Federal Government insures your deposits in the bank. The stock market has a lot of risk that many people do not fully understand, causing them to accept a long term ROI of 10-13% from mutual fund investments. A 95% drop in stock prices like the dot.com stocks or what happened when we had the oil embargo in 1992 are indications that the stock market can be a much higher risk than people realize.

I personally feel that owning your own business and buying real estate are much lower risks, providing a much higher return. The proof of this can be found in the number of people who got rich in real estate and the over 25 million small business owners across this country.

Figure out what ROI you want and insert this number as .20 amount to represent 20% or .06 to represent 6% ROI. This is an annual return on invested money.

Once you have a percentage return on your investment we need to multiply it by the Cash requirement in order to come up with a dollar amount return needed. This restated is Dollars invested x percentage (stated as a decimal) = Dollar return on investment.

Examples:

1) Investment of $50,000.00 @ 6% Return On Investment (ROI) would be calculated as follows: $50,000.00 X .06 = $3,000.000 (Dollars return on investment)

2) Investment of $50,000.00 @ 20% Return On Investment (ROI) would be calculated as follows: $50,000.00 X .20 = $10,000.00 (Dollars return on investment)

Debt Service: The reason we need this number is because this is a financial expense of owning a business. It is not an operating expense of the daily business operations but if you have debt, in your business, you must be able to make the payments, out of the business operations profit. Usually this payment is mostly interest and a smaller portion is the principal reduction of the loan balance.

Most professionals deduct the whole payment when doing this analysis, because the business must generate enough profit to make the whole payment. My personal preference is to just deduct the interest portion and to add the principal portion of the payment to working capital amount needed. This counts as more money being put into the business just like financing inventory and/or accounts receivables.

For simple one-hour analyses it is not worth splitting up the payment. In the case of a very large principal reduction payment it could be unreasonable to not split it up. It is up to you. You can always try it both ways, since this is a process to raise your understanding, not to come up with a fixed answer of, yes! it is a buy or no! it is not a buy.

Fair Market Wages: This is an amount that the new or old owner would be paid, if he were an employee not the owner. If the owner were the company salesman and also the company bookkeeper working a total 60 hours a week, a reasonable salary would have to be determined for each job. As an example only, lets say that an outside salesman, in your industry, could make $40,000 per year. And a bookkeeper usually charges $15 per hour. The salesman might very well work 50 hours at this job to earn this salary. If a bookkeeper would work 10 hours per week doing the bookkeeping that would mean 520 hours per year (10 hours x 52) times $15.00 per hour which comes to $7800 per year for the bookkeeper. The two Fair Market Salaries would come to $47,800 ($40,000 + $7,800).

Sometimes the market salaries are not so easy to figure. Lets take an owner who owns a 99-cent discount type store. This shopkeeper works 70 hours per week behind a counter in the store. You can hire a counter person for $7.00 per hour so this becomes (70 hrs x $7.00 per hour x 52 weeks).

Then you start discussing that this $7.00 per hour counter person would not be able to do the buying. You might want to figure a purchasing agent's salary. This can be done or you can just do simple numbers, leaving the salary only based on a counter person’s wages.
DOING THE MATH
By now you have the information to come up with numbers to put into the formula. Let us create a scenario. This was a transmission shop. The customers pay COD-upon pick up of the car. The parts inventory is from old transmissions and show on the books as worth nothing. The seller-owner is asking $75,000 for this business that he is able to takes out $50,000 in profit or benefits. In an interview, the owner mentioned that if a buyer will put $40,000 as a down payment he would carry the $35,000 balance at 5% interest for 5 years. By observation, we can see that the current owner sits in the office and does the bookkeeping, orders parts and makes bank deposits. He has a manager who bids jobs and handles production. No one is going out and calling on prospective business, which is one thing the owner should be doing with his time, but he is not doing. Lets go through what the numbers are with this example.

Math Formula #1: Sale Price + Working Capital - Borrowed Funds = Cash Requirement

Sales Price: $75,000
Working Capital: The business requires $10,000 cash infusion upon close of escrow, mostly to pay the landlords deposits and start a new marketing campaign.
Borrowed Funds: $35,000
So, the calculation for formula #1 looks like this:

Sales Price: $75,000
Working Capital (+) $10,000
Borrowed Funds (-) $35,000
=Cash Requirement: $50,000.00
Math Formula #2: Sellers Discretionary Earnings - Fair Market Wages For Owner - Debt Service - Return on Investment (Cash Requirement x Percentage) = Extra Profit/Loss

Seller Discretionary Earnings in this case is, let us say, $50,000.00.

Fair Market Wage: You can calculate what you consider fair or you can put all of the other numbers into the equation and see what is left for salary. If you like the salary you buy the business, if not you do not. If we were to calculate what the owner’s salary should be I would not pay much for what he does. Even though he puts in 50 hours a week he really only works 15 hours a week of true production. I am figuring 5 hours for bookkeeping and banking and 10 hours for ordering parts and answering phone calls. At $15.00 per hour he is earning $225.00 a week ($15.00 x 15 hours) and that multiplied times 52 weeks comes to $11,700 per year.

Debt Service: My financial calculator says that if you borrow $40,000 for 5 years (60 months) at 5% and the balance at the end of the 60-month is zero, the monthly payments come to $660.49. Since the formula requires yearly figures we multiply by 12 and get $7,925.92. Most of this payment is principal reduction but we are going to just deduct all of the payment as is generally accepted in the industry.

Return on Investment: We are going to use the 20% figure we discussed above. Formula one determined that $50,000 was needed as an investment which is multiplied by 20% (.20) = $10,000 per year return on investment.
Formula #2 (Sellers Discretionary Earnings - Fair Market Wages (For Owner) - Debt Service - Return on Investment (Cash Requirement x Percentage) = Extra Profit/Loss) would the look like this:

Seller Discretionary Earnings: $50,000.00
- Fair Market Wages: $11,700.00 (-)
- Debt Service: $ 7,925.00 (-)
- Return on investment: $10,000.00 (-)
= Extra Profit/Loss: $20,375.00

This means that after deducting from the income, wages, financing costs and a return on your cash investment the business still generates $20,375 more profit. Now would you buy this business under these circumstances? It would appear, yes! Of course this is based on a few assumptions, which might not be true. Lets look at them again.

The owner is only working 15 hours a week or he is only doing 15 hours of real work even though he is sitting around all day. The other assumption is that a 20% return on your investment is a sufficient return for the risk.

We can also consider that if the new owner puts in an extra 25 hours a week doing productive sales the business should be able to afford to pay him another $20,375 for the first year. It would appear that if the sales work was done then the profit should greatly increase in the second year or maybe even the second month.

Conclusion:
This is a tool to help you analyze a business. It is not the end-all of a business appraisal or evaluation. Just a tool to help increase your understanding of a business’s value that you may be seeking to purchase. Have fun with it.

About the author:
Willard Michlin is an Investor, Business Broker, California Real Estate Broker, Accountant, Financial Distress Consultant, Well known Public speaker and Administrative/Business Consultant. He can be contacted at his Ventura, California office by calling 805-529-9854 or by e-mail at kismetrei@earthlink.net. See other article by Willard at

How A Decision Can Save Your Life

by: Saleem Rana

Mr. Galen Litchfield, the manager of Asia Life Insurance, was in Shanghai when Japanese troops invaded. This was in 1942, after the invasion of Pearl Harbor.

A Japanese Admiral was sent to liquidate the company’s assets. Litchfield was ordered to assist in this liquidation. He didn’t have any choice. He could either cooperate or face the grim consequences of certain death.

He was ordered to compile a list of the company’s assets—but there was one block of securities worth $750,000, which he left off the list because they belonged to the Hong Kong organization and were not part of the Shanghai assets.

Still, he feared the Admiral’s wrath should the omission be discovered.

And it was discovered—soon afterward.

Litchfield wasn’t in the office when the discovery was made; only the head accountant.

Litchfield received the chilling new on a Sunday afternoon. The accountant told him that the Admiral had flown into a terrible rage. He had stomped and cursed and branded Litchfield a thief, traitor, and scoundrel.

Litchfield knew the consequences of defying the Japanese Army. They were grim. He would be fling into the Bridgehouse! The name alone filled people with fear. It was a torture chamber. Litchfield had personal friends who had committed suicide rather than be taken to the Bridgehouse. Other friends had died in the Bridgehouse after only ten days. Now it seemed Litchfield himself was destined for the chamber of horror.

Litchfield went to the typewriter in his room in the Y.M.C.A. He wrote out two questions. The first: What am I worrying about? The second: What can I do about it? He had used this technique for years whenever he had a problem. Now, the answers might save his life. Writing down the answers to these questions clarified his thinking.

He wrote that the problem was that he was afraid that he might be thrown in the Bridgehouse.

“What,” he asked himself, “would he do about it?”

He spent hours answering the second question. He came up with four possible courses of action and weighed each one.

One, he could try to speak to the Japanese Admiral. But the Admiral spoke no English. He could use the interpreter, but this might only irritate the Admiral, for he was an irrational and cruel man who would rather let the sadists in the Bridgehouse deal with interrogations.

Two, he could try to escape. But his chances were slim. The Japanese kept track of him all the time. He had to check in and out of his room at the Y.M.C.A. If he did get caught trying to escape, he would be shot.

Three, he could stay in his room and never go near the office again. But, if he did, the Admiral would become suspicious. Soldiers would be sent to get him and they would throw him into the Bridgehouse.

Four, he could go down to the office on Monday morning as usual, pretending that nothing was wrong. Perhaps, the Admiral would have cooled off by then. Perhaps, he would be too busy to remember. Or, perhaps, the Admiral would give him a chance to explain why he made the omission in the list.

After long deliberation, the fourth option appeared favorable. It offered him the best chance of survival.

As soon as he had made the decision and made a commitment to follow it, a wave of relief swept over him. Exhausted, he went to bed and slept well.

When he entered the office on Monday, the Admiral was there, smoking a cigarette. He glared at Litchfield but said nothing. Six weeks passed, and still the Admiral did nothing to bring up the topic. Then—the Admiral was sent back to Tokyo.

The Success Principle

Make a decision and act on it. It could even save your life.

The Principle At Work

Galen Litchfield’s experience illustrates the importance of arriving at a decision. He was caught in a no-win situation. Any decision could have been the wrong one. There was no way for him to resolve this dilemma. However, not making a decision is also a decision. It is choosing to act impulsively, and not rationally. There are also consequences to this.

About the author:
Saleem Rana got his masters in psychotherapy from California Lutheran University. Discover how to create a remarkable life. Free information.

Copyright 2005 Saleem Rana.

Checklist for starting a business

by: Matt Bacak

Use this comprehensive checklist to plan each step of your new business and transform your dream of entrepreneurship into reality. These steps may not necessarily be completed in the order listed; however, you can use them as a guideline for completing all of the necessary business startup tasks.
- Determine what kind of business you want to start.
- Learn about the industry for your business.
- Analyze the market for your business.
- Study your competition.
- Educate yourself on running a business.
- Join trade associations.
- Name your business.
- Perform a trademark search.
- Register a domain name.
- Design a website.
- Obtain a logo.
- Determine business structure (sole proprietor, partnership, or corporation).
- Evaluate your personal budget.
- Write a business plan.
- Write a marketing plan.
- Locate financing.
- Create a list of start-up supplies with budget.
- Set up a system for accounting and payroll.
- Apply for business license, fed tax ID, fictitious business name.
- Select a location and set up shop.
- Order signage.
- Obtain business tools (computer, printer, fax, postage, office supplies, and fixtures).
- Order business stationery (business cards, letterhead, brochures).
- Obtain inventory.
- Create an operations and employee manual.
- Hire employees.
- Set a launch date.
- Plan a grand opening event.
- Send announcements to everyone you know.
- Send press releases.
- Turn on the OPEN sign!
- Revisit your business plan and update often.
- Evaluate your marketing strategy often.
- Prepare a realistic business plan.
Think of this as your business road map. Define exactly where you want to get to with your business and then you can effectively map out your path towards achieving your goals!
By creating a detailed business plan you should cover all options and eventualities and have a clear future vision that will guide you through the rest of the start-up processes.
- Your business plan should encompass the financial considerations of starting your small or home based business:-
Do you have the capital required?
Do you need to raise additional funds?
Who are you going to approach for finance?
Who do you trust for advice?
And don't forget to open a business bank account…
- Consider the legal implications of becoming a business owner and proprietor.
Are you better off as a sole trader, a limited company or are you considering a partnership?
Make sure you consider all the angles and protect yourself and your assets personally from the outset.
Anything you bring to the business has to be itemized, valued…even if you're a sole trader.
And make sure you are professionally covered with the appropriate business indemnity insurances.
- Get your family and friends behind you from the get-go.
Make sure your family and friends are fully understanding and supportive of your ideas to venture into small business start-up.
Do they understand the level of commitment you will have to show for on-going and long term success?
Their belief in you and continued support of you will work wonders towards your on-going success, so don't forget to look out for them too.
- Protect your family, protect your business.
If, God forbid, something were to happen to your health, how would your business survive, how would your family cope?
Consider insurances - from health, critical illness and income protection insurance to life insurance - and consider your pension and long term financial security.
- Face those 'taxing' questions from the start.
Your small or home based business has to consider its taxation situation.
Do you need to register your business for sales tax purposes; have you informed your tax office of your business's inauguration?
Do you have a good tax professional lined up to guide and assist you?
The bottom line when it comes to taxation is that from the outset you need to make sure your papers and books are in order, this will save you time, money and heart ache in the long run.
- Prepare realistic and achievable goals and targets for your first year.
Do not expect to conquer the world with your first year's business returns.
Starting a business is a life changing undertaking and one you must be patient with. The rewards are there, but make sure you set yourself achievable targets - when you reach them they will give you the confidence and satisfaction to set new goals and to continue building your business' success.

About the author:
Matt Bacak became "##1 Best Selling Author" in just a few short hours.
Recent Entrepreneur Magazine’s e-Biz radio show host is
turning Authors, Speakers, and Experts into Overnight Success Stories.
Discover The Secrets

Friday, December 21, 2007

Term Life Insurance. What Is It All About?

Why Is Small Business Health Insurance Worth It?

After the latest advice concerning small business insurance rates.

Are You Using the Right Form of Energy? Are You Using the Right Form of Energy?

Sanity Check - Buying a Business

How A Decision Can Save Your Life

Checklist for starting a business

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