Made in Place: Small-Scale Manufacturing and Neighborhood Revitalization
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A Guide to Social Media Marketing for Small Businesses
A Guide to Social Media Marketing for Small Businesses New York Small Business Development Center This is only an excerpt of this business planning guide. To get a full copy, please visit your local SBDC. Visit www.nysbdc.org/locations.html or call 800-732-SBDC A Guide to Social Media Marketing For Small Business NEW YORK SMALL BUSINESS DEVELOPMENT CENTER April 2020 Funded in part through a cooperative agreement with the U.S. Small Business Administration. All opinions, conclusions or recommendations expressed are those of the author(s) and do not necessarily reflect the views of the SBA. This publication may not be reproduced in whole or in part without the express written consent of the NY Small Business Development Center. About this Text: Participants will be introduced to key social media marketing concepts and learn how to create a comprehensive social media marketing strategy. This text includes hands-on activities for exploring audience analysis, goal planning, and content creation. Additionally, helpful material for generating a strong brand identity and voice as well as general content ideas across social media platforms is provided. Readers can access the PDF version of this text here: https://www.sbdcjcc.org/tip-resources About the Author: Simone Sellstrom is a tenured assistant professor and director of the Communication and Media Arts departments at Jamestown Community College in Jamestown, New York. In 2014, Simone partnered with the Small Business Development Center at JCC to create a social media marketing course for college students. This course includes an internship where students gain hands-on experience managing social media accounts for local businesses in Jamestown and Chautauqua County. -
Venture Capital for Small Business Eric Weinmann Small Business Administration
University of Baltimore Law Review Volume 3 Article 2 Issue 2 Spring 1974 1974 Venture Capital for Small Business Eric Weinmann Small Business Administration Follow this and additional works at: http://scholarworks.law.ubalt.edu/ublr Part of the Business Administration, Management, and Operations Commons, and the Law Commons Recommended Citation Weinmann, Eric (1974) "Venture Capital for Small Business," University of Baltimore Law Review: Vol. 3: Iss. 2, Article 2. Available at: http://scholarworks.law.ubalt.edu/ublr/vol3/iss2/2 This Article is brought to you for free and open access by ScholarWorks@University of Baltimore School of Law. It has been accepted for inclusion in University of Baltimore Law Review by an authorized administrator of ScholarWorks@University of Baltimore School of Law. For more information, please contact [email protected]. VENTURE CAPITAL FOR SMALL BUSINESS* Eric Weinmannt To close the "equity gap" for small business, Congress enacted the Small Business Investment Act of 1958. Under this Act, the Small Business Administration licenses, regulates and finances investment companies which assist small concerns. The author describes how the Small Business Administration does this under a revised set of regulations, published in late 1973. BACKGROUND In 1958, Congress established a program to be administered by the Small Business Administration ("SBA"), by enacting the Small Business Investment Act of 1958 ("SBIAct").' Its purpose was to close the 2 "equity gap" which was found to affect small business adversely. The term "equity gap" denotes that area in the capital markets that lies between the banks and other institutional lenders, which are not geared to make equity or long-term investments; the SBA's programs of financial assistance to small concerns; and the public securities markets which do not favor the smaller and smallest business concerns. -
Peter Toth, 2019 Summer Fellow
Photo Credit: Bethesda Magazine via Applied Biomimetic SMALL-SCALE MANUFACTURING Peter Toth, 2019 Summer Fellow Email: [email protected] Phone: 352.328.4573 LinkedIn: linkedin.com/in/peter-toth-3b717257/ 2 TABLE OF CONTENTS Executive Summary _____________________________________________ 4 Introduction ____________________________________________________ 5 Background _____________________________________________________________ 5 Methodology ____________________________________________________________ 5 Analysis & Findings _____________________________________________ 6 Manufacturing Sector Overview _____________________________________________ 6 Business Challenges & Needs ______________________________________________ 7 Market Opportunity for Consumer Goods ______________________________________ 7 Employment & Wages ____________________________________________________ 8 Space Availability & Affordability _____________________________________________ 9 Entrepreneurship, Equity, & Economic Opportunity _____________________________ 10 Policy Recommendations ________________________________________ 11 1. Direct existing small business financial and technical assistance resources to support SSMs with capital needs. _________________________________________________ 11 2. Target retail properties in high-vacancy areas to expand supply and affordability of production space. _______________________________________________________ 12 3. Leverage the “MoCo Made” brand to create new retail opportunities for SSMs and facilitate placemaking. ____________________________________________________ -
A Practical Guide to Writing a Business Plan
A PRACTICAL GUIDE TO WRITING A BUSINESS PLAN Louisiana Small Business Development Center At Southeastern Louisiana University 1514 Martens Drive – Hammond, LA 70401 Phone: (985) 549-3831 Fax: (985) 549-2127 Email: [email protected] Email: [email protected] Website: www.lsbdc.org Website: www.selu.edu/sbdc Funded in part through a cooperative agreement with the US Small Business Administration. All opinions, conclusions or recommendations expressed are those of the author(s) and do not necessarily reflect the views of the SBA. Louisiana Small Business Development Center at Southeastern Louisiana University © William Joubert, May 1992 What is a business plan? A business plan is a document that describes all aspects of the business venture in which you are currently involved or want to establish. It is very much like a proposal. There are literally hundreds of different business plan outlines and formats that one could use. The right on will depend on your style of writing, the industry you operate in or what you are trying to accomplish with the business plan. The business plan outline that follows is a generic one that you can customize to your needs. Who requires a business plan? Bankers Investors Business Partners Venture Capital Investors Why should I write a business plan? Provides a road map Assists in obtaining financing Raises questions that need to be addressed Establishes benchmarks to keep your business under control Helps identify your revenue and cost items Forces you to think through the business process Forces you to develop a sound marketing strategy Helps you develop pro-forma financial statements Helps you make the “Go or No-Go” decision How long does it take? Some business ventures can take years to plan, but for a small retail or service business, 3 to 9 months is average. -
Manufacturing
Best Practices for Businesses to Reopen MANUFACTURING • Face coverings are encouraged but not required if an employee can isolate or separate their work area, either by PREPARE THE closing doors or using other physical PREPARE THE barriers to maintain six foot distance BUILDING from other individuals at all times, WORKFORCE • Zone the factory floor and encourage including individuals in adjacent • Train employees in current COVID-19 employees to remain in their cubicles or hallways. health and workplace guidelines designated area to the extent possible. to include procedures for social • Even when practicing social distancing, distancing, timeclock usage, use • Place partitions such as plexiglass to masks or face coverings must be worn when walking through hallways or of common areas, disinfecting separate people that work together in expectations and proper PPE usage. the production process. when two or more people are together in a space such as an office, conference Training should be included in daily • Increase ventilation rates and the room, or restroom. safety meetings to frequently remind percentage of outdoor air that employees and employers of their circulates into the system. • Face coverings are not required if responsibilities. wearing a face covering would subject • Assemble a team whose the person to an unsafe working • Offer teleworking where appropriate. responsibilities include implementing condition, as determined by federal, Give employees flexibility regarding and monitoring guidelines provided by state, or local occupational safety returning to the factory / office. the CDC, OSHA, the State, and by the regulators or workplace guidelines. For • Implement a daily screening process company. exceptions to this requirement, please for workers and other personnel which see the latest . -
Auto Retailing: Why the Franchise System Works Best
AUTO RETAILING: WHY THE FRANCHISE SYSTEM WORKS BEST Q Executive Summary or manufacturers and consumers alike, the automotive and communities—were much more highly motivated and franchise system is the best method for distributing and successful retailers than factory employees or contractors. F selling new cars and trucks. For consumers, new-car That’s still true today, as evidenced by some key findings franchises create intra-brand competition that lowers prices; of this study: generate extra accountability for consumers in warranty and • Today, the average dealership requires an investment of safety recall situations; and provide enormous local eco- $11.3 million, including physical facilities, land, inventory nomic benefits, from well-paying jobs to billions in local taxes. and working capital. For manufacturers, the franchise system is simply the • Nationwide, dealers have invested nearly $200 billion in most efficient and effective way to distribute and sell automo- dealership facilities. biles nationwide. Franchised dealers invest millions of dollars Annual operating costs totaled $81.5 billion in 2013, of private capital in their retail outlets to provide top sales and • an average of $4.6 million per dealership. These service experiences, allowing auto manufacturers to concen- costs include personnel, utilities, advertising and trate their capital in their core areas: designing, building and regulatory compliance. marketing vehicles. Throughout the history of the auto industry, manufactur- • The vast majority—95.6 percent—of the 17,663 ers have experimented with selling directly to consumers. In individual franchised retail automotive outlets are locally fact, in the early years of the industry, manufacturers used and privately owned. -
Digitalisation and Intermediaries in the Music Industry
CREATe Working Paper 2017/07 (June 2017) Digitalisation and intermediaries in the Music Industry Authors Morten Hviid Sabine Jacques Sofia Izquierdo Sanchez Centre for Competition Policy, Centre for Competition Policy, Department of Accountancy, Finance, University of East Anglia University of East Anglia and Economics, University of Huddersfield [email protected] [email protected] [email protected] CREATe Working Paper Series DOI:10.5281/zenodo.809949 This release was supported by the RCUK funded Centre for Copyright and New Business Models in the Creative Economy (CREATe), AHRC Grant Number AH/K000179/1. Abstract Prior to digitalisation, the vertical structure of the market for recorded music could be described as a large number of artists [composers, lyricists and musicians] supplying creative expressions to a small number of larger record labels and publishers who funded, produced, and marketed the resulting recorded music to subsequently sell these works to consumers through a fragmented retail sector. We argue that digitalisation has led to a new structure in which the retail segment has also become concentrated. Such a structure, with successive oligopolistic segments, can lead to higher consumer prices through double marginalisation. We further question whether a combination of disintermediation of the record labels function combined with “self- publishing” by artists, will lead to the demise of powerful firms in the record label segment, thus shifting market power from the record label and publisher segment to the retail segment, rather than increasing the number of segments with market power. i Table of Contents 1. Introduction ................................................................................................................................. 1 2. How the advancement of technologies shapes the music industry ................................. -
Manufacturing Engineering Technology
MANUFACTURING ENGINEERING TECHNOLOGY “Modern manufacturing activities have become exceedingly complex because of rapidly increasing technology. This has increased the demand for highly skilled manufacturing technologists, engineers, and managers.” – Society of Manufacturing Engineers Manufacturers in the United States account for 12.5% of the total economic output employing almost 9% of the nation’s workforce. (National Association of Manufacturers, 2015) DEGREE Top 3 Reasons to Choose BACHELOR OF SCIENCE (B.S.) Manufacturing Engineering Technology (MFET) Manufacturing Engineering Students in the major are introduced to the fundamentals of Technology engineering, materials, and production processes used within industry. AT MILLERSVILLE UNIVERSITY The program provides in-depth technical content in advanced manufacturing with an emphasis on automated manufacturing and 1. Despite misconceptions that “manufacturing is dead” or computer integrated manufacturing. Students to design, develop, and that “all manufacturing has moved overseas” the National construct projects in laboratory-based courses. Technologies Network for Manufacturing Innovation (commonly commonly used in industry are emphasized throughout the curriculum. known as Manufacturing USA) estimates that the Seniors are encouraged to participate in a cooperative education or manufacturing workforce employs approximately 12 internship experience to further enhance their knowledge in technical million people nationwide. areas within an industrial environment. 2. Manufacturers in Pennsylvania -
Open-Source, Self-Replicating 3-D Printer Factory for Small-Business Manufacturing Andre Laplume, Gerald Anzalone, Joshua Pearce
Open-source, self-replicating 3-D printer factory for small-business manufacturing Andre Laplume, Gerald Anzalone, Joshua Pearce To cite this version: Andre Laplume, Gerald Anzalone, Joshua Pearce. Open-source, self-replicating 3-D printer factory for small-business manufacturing. International Journal of Advanced Manufacturing Technology, Springer Verlag, 2016, 85 (1-4), pp.633-642. 10.1007/s00170-015-7970-9. hal-02113502 HAL Id: hal-02113502 https://hal.archives-ouvertes.fr/hal-02113502 Submitted on 28 Apr 2019 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. Preprint of: Andre Laplume, Gerald C. Anzalone, Joshua M. Pearce. Open-source, self-replicating 3-D printer factory for small-business manufacturing. The International Journal of Advanced Manufacturing Technology. 85(1), pp 633-642 (2016). doi:10.1007/s00170-015-7970-9 Open-Source Self-Replicating 3-D Printer Factory for Small-Business Manufacturing Andre Laplume1, Gerald C. Anzalone2, and Joshua M. Pearce2,3,* 1. Department: School of Business & Economics, Michigan Technological University, Houghton, MI, USA 2. Department of Materials Science & Engineering, Michigan Technological University, Houghton, MI, USA 3. Department of Electrical & Computer Engineering, Michigan Technological University, Houghton, MI, USA * contact author: 601 M&M Building 1400 Townsend Drive Houghton, MI 49931-1295 906-487-1466 [email protected] Abstract: Additive manufacturing with 3-D printers may be a key technology enabler for entrepreneurs seeking to use disruptive innovations, such as business models utilizing distributed manufacturing. -
Small Business Disaster Recovery
QUICK GUIDES Small Business Disaster Recovery When a disaster occurs, businesses must take care of their employees’ needs, communicate the impact, address financial matters (e.g., insurance, disaster assistance), restore operations, and organize recovery. Below are resources to help reopen your business and make progress through long-term recovery. For more details, visit: www.uschamberfoundation.org/ccc. TOP 10 TIPS FOR RECOVERY Keep detailed 1. Implement your disaster plan. Assess damage and consider if a backup location is needed. records of business 2. Shift your team and leadership from preparedness to recovery. activity and the 3. Implement a communications strategy to ensure that the facts go directly to extra expenses employees, suppliers, customers, and the media. of keeping your 4. Encourage employees to take appropriate actions and communicate. business operating 5. Document damage, file insurance claim, and track recovery. in a temporary 6. Cultivate partnerships in the community with businesses, government, and location during the nonprofits. interruption period. 7. Provide employee support and assistance. 8. Connect with chambers of commerce, economic development, and other community If you are forced to support organizations. close down, include 9. Document lessons learned and update your plan. expenses that 10. Consider disaster assistance. Contact the Disaster Help Desk for support at continue during the 1-888-MY-BIZ-HELP (1-888-692-4943), or visit www.facebook.com/USCCFhelpdesk or time that the business https://twitter.com/USCCFhelpdesk. is closed, such as advertising and the cost of utilities. RECOVERY RESOURCES The Insurance Information Institute This is a checklist for reopening your business after a disaster. -
Understanding Imaging and Metrology with the Helium Ion Microscope
Understanding Imaging and Metrology with the Helium Ion Microscope Michael T. Postek, Andras E. Vladar and Bin Ming National Institute of Standards and Technology Frontiers of Characterization and Metrology for Nanoelectronics CNSE University at Albany May 11-14, 2009 Disclaimer • Certain commercial equipment is identified in this report to adequately describe the experimental procedure. Such identification does not imply recommendation or endorsement by the National Institute of Standards and Technology, nor does it imply that the equipment identified is necessarily the best available for the purpose Nanoelectronics Manufacturing • The helium ion microscope is an exciting new technology for nanotechnology and nanomanufacturing. – Initially, appears straightforward – But, much must be understood • Especially to obtain meaningful quantitative information. • The NIST Manufacturing Engineering Laboratory (MEL) has supported “nanomanufacturing” through the development of measurements and standards since about 1999. • Semiconductor manufacturing is “nanomanufacturing” and MEL has supported SEMATECH since its inception • New magnification calibration sample Nanoelectronics Manufacturing • Development of successful nanomanufacturing is the key link between scientific discovery and commercial products • Revolutionize and possibly revitalize many industries and yield many new high-tech products • Without high-quality imaging, accurate measurements and standards at the sub- nanometer scale, nanomanufacturing cannot succeed Imaging and Measurements -
Manufacturing Activities During the Covid-19 Public Health Emergency
INTERIM GUIDANCE FOR MANUFACTURING ACTIVITIES DURING THE COVID-19 PUBLIC HEALTH EMERGENCY When you have read this document, you can affirm at the bottom. As of June 26, 2020 Purpose This Interim Guidance for Manufacturing Activities during the COVID-19 Public Health Emergency (“Interim COVID-19 Guidance for Manufacturing”) was created to provide owners/operators of manufacturing sites and their employees and contractors with precautions to help protect against the spread of COVID-19 as manufacturing sites reopen. These guidelines are minimum requirements only and any employer is free to provide additional precautions or increased restrictions. These guidelines are based on the best-known public health practices at the time of Phase I of the State’s reopening, and the documentation upon which these guidelines are based can and does change frequently. The Responsible Parties – as defined below – are accountable for adhering to all local, state and federal requirements relative to manufacturing activities. The Responsible Parties are also accountable for staying current with any updates to these requirements, as well as incorporating same into any manufacturing activities and/or Site Safety Plan. Background On March 7, 2020, Governor Andrew M. Cuomo issued Executive Order 202, declaring a state of emergency in response to COVID-19. Community transmission of COVID-19 has occurred throughout New York. To minimize further spread, social distancing of at least six feet must be maintained between individuals, where possible. On March 20, 2020, Governor Cuomo issued Executive Order 202.6, directing all non-essential businesses to close in-office personnel functions. Essential businesses, as defined by Empire State Development Corporation (ESD) guidance, were not subject to the in-person restriction, but were, however, directed to comply with the guidance and directives for maintaining a clean and safe work environment issued by the New York State Department of Health (DOH), and were strongly urged to maintain social distancing measures to the extent possible.