Guide to Selecting Your Small Business Legal Structure
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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. -
Contractual Confusion—Assuming the Liability of Others
Contractual Confusion—Assuming the Liability of Others July 2009 by Craig F. Stanovich It is not surprising, then, if we become easily confused and "misremember" how contractual liability insurance works. For many, the subtleties of this rather arcane topic simply cannot be gleaned from the superficial and infrequent contacts we have with it; for others, it may not rank high on the excitement meter. Either way, what follows is intended to assist in understanding contractual liability insurance by thrashing out some concepts and offering some observations you may find helpful. Basis of Liability Liability can be imposed by law or by contract. You can also assume the liability of another. These are discussed below. Liability Imposed by Law The law can impose liability on us for our own actions . If we are negligent, we are personally liable for the damages that result. We can also be held liable for the actions of others . For example, if our employee is negligent while acting in the scope of employment, not only is the employee personally liable, we are also liable solely because we are the employer. Our liability is based entirely on our relationship with our employee. Assigning liability to an otherwise blameless party (the employer did nothing wrong) for the acts of another (our employee was negligent) is called "vicarious" liability and is also liability imposed by law. Although these concepts are generally well understood, both are worth repeating—to establish a baseline of comprehension and also to use as a point of comparison to help gain insight into contractual liability. -
Vicarious Liability Vs Principal's Liability
Vicarious liability vs Principal’s liability When undertaking any construction project Principal Unless the risk profile of the project dictates otherwise, clients need to carefully assess whether their potential most of the time the contractor would arrange public liabilities arising out of the project are adequately covered liability insurance for small to medium sized projects to by insurance. This paper discusses the insurance options cover the insured parties’ legal liability to third parties, available to principals, potential uninsured exposures arising out of the performance of the contract works. certain insurance options can leave and the steps principals Contractors would typically already have an annual general may need to take to fill these exposure gaps. liability policy which can be relied upon. For major projects, it is likely that the suite of insurance Unless the risk profile of the project dictates otherwise, covers will be arranged either under an owner/principal most small to medium projects allow the contractor to controlled insurance programme or a contractor arrange public liability insurance. This typically means controlled insurance programme. However, for small to that the contractor will rely on their annual public liability medium projects, insurance responsibilities are often policy and the principal can be included as an “additional shared between the parties and cover is placed by those insured” (for their vicarious liability only) arising out of considered best suited to arrange and manage the relevant the performance of the contract works by the contractor. covers. In the situation where a contractor arranges public Despite having liability insurance, principals will need to assess the level of this cover in place, coverage available, and to consider what exposures may there are a number There are a number of other still exist that are not contractually required to be covered of other liabilities liabilities a principal could face by the contractor’s policy. -
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. -
Vicarious Liability Critique and Reform
Vicarious Liability Critique and Reform Anthony Gray HART PUBLISHING Bloomsbury Publishing Plc Kemp House , Chawley Park, Cumnor Hill, Oxford , OX2 9PH , UK HART PUBLISHING, the Hart/Stag logo, BLOOMSBURY and the Diana logo are trademarks of Bloomsbury Publishing Plc First published in Great Britain 2018 Copyright © Anthony Gray , 2018 Anthony Gray has asserted his right under the Copyright, Designs and Patents Act 1988 to be identifi ed as Author of this work. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage or retrieval system, without prior permission in writing from the publishers. While every care has been taken to ensure the accuracy of this work, no responsibility for loss or damage occasioned to any person acting or refraining from action as a result of any statement in it can be accepted by the authors, editors or publishers. All UK Government legislation and other public sector information used in the work is Crown Copyright © . All House of Lords and House of Commons information used in the work is Parliamentary Copyright © . This information is reused under the terms of the Open Government Licence v3.0 ( http://www.nationalarchives.gov.uk/doc/ open-government-licence/version/3 ) except where otherwise stated. All Eur-lex material used in the work is © European Union, http://eur-lex.europa.eu/ , 1998–2018. A catalogue record for this book is available from the British Library. Library of Congress Cataloging-in-Publication data Names: Gray, Anthony (Law teacher) Title: Vicarious liability : critique and reform / Anthony Gray. -
8 Bookkeeping Tips Every Small Business Will Benefit From
BOOKKEEPING SERVICES FOR SMALL BUSINESSES www.GSWFinancialPartners.com (323) 633-7450 [email protected] 8 bookkeeping tips every small business will benefit from: 1. Keep Your Records Organized. The first two tips are by far the most important bookkeeping tips for every small business. Keep your records organized! When you stay organized during the entire year you and your tax preparer are not scrambling at the end of the year or come tax time. Knowing and understanding your financial situation is the most important thing to staying in business, after your customers. Studies have shown that as high as 82 percent of businesses failed because of poor cash-flow management or poor understanding of cash flow. 2. Keep Your Personal Finances Separate. You should keep your personal finances completely separate from your business. Doing this will save you a great deal of time and energy when sifting through your expenses, because you won’t need to filter out any personal purchases you have made. It’s a best to keep separate credit cards and bank accounts dedicated to your business. 3. Create a Simple But Functional Chart of Accounts. The chart of accounts is a list of accounts that is used to categorize every financial transaction that your business generates. Your chart of accounts will reflect your entire operation which is why it is considered the backbone of your bookkeeping system. Keep the names generic, remember it is meant to be a functional list of accounts by type of transaction. NOTE: It is really important to select the correct account type for each account or there will be errors when preparing and reviewing your financial statements. -
A Theory of Vicarious Liability 287
A Theory of Vicarious Liability 287 A Theory of Vicarious Liability J.W. Neyers* This article proposes a theory' of vicarious liability Cet article propose une thiorie de la responsabilite which attempts to explain the central features and du fail d'autrui qui essaie d'expliquer les limitations of the doctrine. The main premise of the caracteristiques el les limitations centrales de la article is that the common law should continue to doctrine. La principale primisse de cet article eslque impose vicarious liability because it can co-exist with la « common law » doit continuer a imposer la the current tort law regime that imposes liability for responsabilite du fait d'autrui parce qu'elle peul fault. The author lays out the central features of the coexisler avec le regime actual de la responsabilite doctrine of vicarious liability and examines why the delictuelle qui impose la responsabilite' pour fauie. leading rationales (such as control, compensation, L 'auteur e'nonce les caracteristiques centrales de la deterrence, loss-spreading, enterprise liability and doctrine de la responsabilite du fait d'autrui et mixed policy) fail to explain or account for its examine les raisons pour lesquelles les principaux doctrinal rules. motifs (comme le controle. I'indemnisation. la The author offers an indemnity theory for vicarious dissuasion. I'etalement des penes, la responsabilite liability and examines why the current rules of d'entreyirise et la police mate) ne peuvenl m vicarious liability are limited in application to expliquer nijuslifier les regies de cette doctrine. employer-employee relationships and do not extend L 'auteur propose une thiorie des indemnltis pour la further. -
Business Plan (PDF)
the plan: A Step-by-Step BUSINESS PLAN WORKBOOK Illinois Small Business Development Centers "Experts, networks, and tools to transform your business" Illinois Small Business Development Centers Jo Daviess Stephenson Winnebago Boone Mc Henry Lake (SBDC) provide information, confidential business guidance, training and other Carroll Ogle resources to early stage and existing small De Kalb Kane Cook businesses. Whiteside See Lee Illinois International Trade Centers (ITC) Du Page* Note Below provide information, counseling and Kendall Will training to existing, new to-export Henry Bureau La Salle companies inte rested in pursuing Rock Island Grundy international trade opportunities. Mercer Illinois Procurement Technical Stark Putnam Kankakee Knox Marshall Assistance Centers (PTAC) provide one- Warren Livingston Peoria Iroquois on-one counseling, technical Woodford information, marketing assistance and Henderson McLean training to existing businesses Fulton Tazewell that are interested in selling their Hancock Mc Donough Ford products and/or services to Vermilion Mason Champaign local, state, or federal Logan Schuyler De Witt government agencies. Adams Piatt Menard Brown Technology, Innovation and Cass Macon Entrepreneurship Specialty Sangamon (TIES) ten SBDC locations Morgan Douglas Edgar Pike Scott Moultrie help Illinois businesses, Christian Coles entrepreneurs and citizens to Shelby Greene Macoupin succeed in a changing economy by: Calhoun Clark developing the skills of their workers; Montgomery Cumberland promoting safe and healthy workplaces;