Google

Wednesday, October 03, 2007

Oasis In A Cash Flow Desert - Four Resources That Increase Small Business Capital Streams

By: Mark Uptain

For small business owners, an enthusiastic vision for smooth, steady growth can become nothing more than a mirage once company cash flow problems begin to heat up. Most will struggle with the timing of payment from clients or customers at some point, all while attempting to pay their own bills in a timely fashion. With all of the best laid plans for rapid flowing cash streams evaporating down to just a gurgle in the ditch, the potential risk of joining the ninety-percent of businesses that fail within their first three years of operation becomes a very sobering possibility.

Many of us would like to operate our companies the same way we do our personal lives. If we need a new lawn mower, we simply pull out the trusty credit card, sign on the dotted line and put off worrying about it until next month. Meanwhile, we enjoy the benefits of the new equipment, at least for the time being, without it costing a dime. Though in this way we may seek a certain gratification from owning our possessions, it’s really just a trick we play on ourselves. The above “charge now, pay later” example doesn’t really convey any kind of real, initial ownership. Instead, it’s just a very common example of a direct loan. The credit card company facilitates a credit arrangement between you and themselves, and the proceeds of this extension are directly used and repaid by you, the borrower.

In business, however, whipping out the plastic to cover expenses is definitely not the best idea. Many have given in to this temptation, and are paying the heavy cost of damaged or ruined credit. And with that, their chances of digging out of the hole with other means of financing, which should have been sought in the first place, are slim to none.

Thankfully, there are better, specially designed cash flow tools available for businesses that are beginning to feel the scorch of the capital income desert. Many business owners are unaware of these tools. Others that are aware fail to take advantage of them. All of them would do well to at least consider the following:

Purchase Order Financing - Simply put, this tool is a loan against the future income of the business. It’s designed primarily to provide the cash needed to pay suppliers and sales-generating business expenses while patiently waiting for clients to pay their invoices. Similarly, purchase order funding is utilized for the completion of existing orders by securing materials when working capital is running short. Once purchase order financing has been successfully utilized for some time, it usually becomes easier for the business to take advantage of more economical means of credit.

Equipment Leasing - With it’s one-hundred percent financing, preservation of credit lines, tax benefits and the ability to avoid obsolescence, equipment leasing is one of the sharpest and most efficient cash flow tools a business owner can utilize. Paying a premium in order to own equipment can be a huge waste of money. What companies profit from is the use of equipment, not the ownership. Leases can be extremely flexible to meet the custom needs of each business. Therefore, both small and medium-sized companies can greatly benefit from them.

Accounts Receivable Financing - This tool provides a line of credit secured by the company’s accounts receivables. It is a strong method of financing for both short-term working funds and the permanent working capital requirements of businesses that are growing. The paperwork is considerably less involved than in more traditional types of business loans. It is also especially helpful in providing financing flexibility to firms that are growing rapidly.

Factoring - This is the sale, at a discount, of a business’ accounts receivables. It is not based on the company’s ability to repay the money advanced. Instead, it based on their customer’s ability to pay what is owed. Once the factoring facility purchases the accounts receivables, they assume the responsibility for collection. It is not a loan, so neither the time in business, nor the company's debt to equity ratio are a consideration. A business has the freedom to sell only the AR that it chooses, and is not obligated to continue to do so. Factoring is an excellent source for additional working capital needed by both small and startup businesses.

The descriptions above are general, and it’s important to understand that there is flexibility and variation within each lender program. In order to get educated on the details of these types of tools, and to find which of them might be beneficial to your situation, talk to a professional loan broker or a commercial lender representative. He or she will explain the benefits of each, and help you decide which tools are right for keeping your business out of the cash flow wasteland.

About the Author:

Mark Uptain is the owner of Regent Business Capital, a loan and lease brokerage that works with lenders nationwide to help small and medium-sized businesses get financing. His website, http://www.EquipmentLeasingSource.com, offers free equipment leasing information and competitive quotes to businesses throughout the United States. Read more articles by: Mark Uptain
Article Source: www.iSnare.com

Small Business Marketing And Advertising: Branding vs. Direct Response

By: Joel Walsh

Too often, small business advertising and marketing campaigns prioritize branding at the expense of direct response--i.e., actually getting leads and/or sales right now. That is almost always a foolish and even dangerous proposition.

Small Business Branding Advertising and Marketing an Oxymoron?

Unless you're a ubiquitous consumer products company, the value of branding is far, far less than the value of direct response. What good is impressing someone with your brand if he or she never comes into contact with your business again? Why would they come into contact with your business again if you haven’t gotten a direct response?

Branding is essential for Coca Cola and Microsoft and all the other consumer giants because they don't need direct response. Their offering is available every time you drive down the street, so burning their logos into your eyeballs will actually make you more likely to buy. But if you have to search out the business, having a logo floating in your consciousness won't be enough to motivate you.

Even if branding alone could drive business, how long will it be before that logo or slogan or jingle has left your memory forever? A few hours? A day?

One of the basic requirements for branding is repetition. Numerous repetitions. Like seeing the little Microsoft flag every single day, in the lower left corner of your screen, on your computer's case, in magazine advertisements and on television commercials.

One visit to your website or one glimpse of your advertisement won't accomplish this—and remember, unless you have Microsoft’s budget, one exposure is all you’ll likely get if you don't get a direct response.

In reality, even numerous exposures to your brand might not be enough. There's only so much room for logos in people's minds, and you've got an awful lot of deep-pocketed competition for that space.

In contrast, if someone requested a whitepaper from you, or called in for more information, you would have their attention for much longer, even if you never followed up--which you could do, since you had their contact information.

The Two Cases when Branding Makes Small Business Marketing Sense

1. When branding enhances direct response rather than detracting from it.

Good branding enhances trust in your business. A good tagline, graphic design, and logo can also make it instantly clear what your business does, allowing users to go directly to your message without having to decide if you’re worth listening to.

Simply put: if you’re a watchmaker, put a watch in your logo, and the word “watch” in your name and your tagline or slogan. When you’re selling services picking a logo can be trickier, but it can be done. UpMarket Content’s logo is a scroll and pen. Just make sure your logo communicates what you do, rather than something foolish like a black rocket for an advertising agency.

Yet while branding usually enhances direct response, you should not hesitate to sacrifice branding if it hurts your response. If you find that a different tagline or font does significantly better in getting responses, run with them.

2. When you actually do have the opportunity to impress your brand on the same person dozens of times over the course of an average month.

For branding to work, you don’t just have to maximize total exposures, but exposures to unique individuals. Let’s be absolutely clear: in terms of branding, exposing 1,000,000 people to your brand once each is infinitely less valuable than exposing 1,000 people to your brand 1,000 times each. You have to maximize exposures to the same individuals. Aim for a hundred exposures per individual if you want to really enter people’s consciousnesses.

Of course, it may take far fewer than a thousand individual exposures. If someone is sitting in front of your branding advertisement for more than a few minutes, they may in fact be exposed to it dozens of times, each time their line of sight crosses it. But this kind of long-term exposure is likely going to cost you more.

How can you ensure that your brand advertising will maximize your brand exposure per unique individual? Place your brand advertising where users will come back often to see it. For instance, a banner on a website that has a strong following of returning users, or an advertisement on the local diner's placemat.

Even when branding does make sense, direct response will often also make sense, so you should combine the two if possible. For instance, at the bottom of a banner advertisement with your logo and tagline looming large, put a button labeled “get more information.” Or, underneath your businesses sign, put a telephone number with an offer to get more information.

Because if they never visit or call, who cares if they have your logo burnt onto their retinas?

About the Author:

Joel Walsh is a professional content writer and founder of UpMarket Content, whose site has information on promoting your business with great website content: http://upmarketcontent.com [When posting on the web, please hyperlink this text as the visible anchor text: "website content"] Read more articles by: Joel Walsh
Article Source: www.iSnare.com

How To Use Small Business Value As The Ultimate Performance Indicator

By: David Coffman

Business performance measurement and management promote the use of carefully selected key performance indicators to evaluate the performance of a company, its management and employees. Management theory has long recognized that the primary purpose of a company’s management is to maximize shareholder value. For large companies with stock that freely trades in public securities markets, this is a simple process of monitoring stock price. For small, private companies the situation is quite different.


Large, public companies have many stockholders that elect a board of directors, who in turn hire the key executives. This separation of ownership from management does not exist in small, private businesses. Often these three groups (owners, directors and management) are comprised of the exact same individuals. Small businesses become extensions of their owners in many ways including their objectives. Owners are typically more concerned about objectives like: minimizing taxes, maximizing personal income, maintaining personal lifestyles, minimizing the assets held within the business, and protecting personal assets. Pursuit of these objectives tends to minimize the value of small businesses. Owners often are not very interested in the value of their businesses until something happens that makes it important like a divorce or wanting to retire.

Do small business owners really not care about business value? Or is it because they are not accustomed to having it available? Business valuations cost thousands of dollars, so small businesses can’t afford to get one on a regular basis. If it is not practical to measure something, it becomes unimportant. If the value of small businesses were readily available, like public companies, then the owners would become interested in it. Quite possibly they might shift their business objectives to maximize value.

Those who have tried to monitor business value without paying for regular business valuations often used industry “rule of thumb” formulas. While formulas are easy to use they have some serious drawbacks. They are based on data of unknown quality and quantity. The formulas are expressed in ranges that produce widely varying values. They do not take into consideration the unique facts and circumstances of each specific business.

There is a better solution. Much more information is now available about the sales of small, private businesses. There are a number of sources that have collected data on thousands of transactions over many years. These databases provide actual market data. Professionals and commonsense suggest that quality market data is the best source for appraising any property. The databases have some shortcomings, too. The information is limited to basic data like annual sales, asking price, cash flow, selling price, etc. And some types of businesses don’t have many transactions. The databases work best when there are many similar transactions, so common businesses like restaurants are good candidates. Averaged figures from many transactions offset any extreme or unusual cases. The ratio of selling price to annual sales, or selling price to cash flow is typically used to calculate a specific business’s value.

These databases are available by subscriptions that are not cheap. So it is not practical for a small business owner to access them directly. And the professionals who do subscribe aren’t prone to sharing them. There are a few companies that for a small fee will search the databases for transactions involving similar businesses, calculate the average ratios, and use them to calculate the value of a small business. These low cost business valuations based on actual market data are great tools for making business value readily available for most small businesses. Using this tool, small businesses can finally start using business value as the ultimate performance indicator, just like public companies.

About the Author:

David E. Coffman is a Certified Public Accountant (CPA) who is Accredited in Business Valuation (ABV) and a Certified Valuation Analyst (CVA). His firm, Business Valuations & Strategies, offers a Thumbnail Business Appraisal for $99 that uses actual market data to calculate business value at http://www.business-valuation-for-99-bucks.com Read more articles by: David Coffman
Article Source: www.iSnare.com

Three Big Barriers To Small Business Marketing Success

By: Kevin Dervin

When you feel like you’re always busy working on your business, but not getting where you want to go, it can be frustrating trying to figure out how to get your marketing on track. It can easily become a “not seeing the forest for the trees” feeling.

Here are three big barriers I regularly come across with business owners and how you can avoid them.

1. No Clear Definition Of Success
For some, the word Success brings thoughts of fame and fortune to mind. But for small businesses, I’d caution against this definition being your guiding light. When clarifying your own definition of success, I suggest starting with success from your client’s point of view.

What is it that you are trying to do for your clients? What is it that they’ll have or be able to do as a result of buying your service from you? Match this up with what you are passionate about. What is it that you love doing for your clients? I’ll know I’m successful when my clients no longer have to struggle with how to consistently attract more business.

2. Not Clarifying Who Your Ideal Clients Are
When you can clarify who your ideal clients are, you are better prepared to know where to find them and how to market to them. You can develop messages that will appeal directly to them.

What do you know about your best clients? Spend some time to put together as complete of a profile as you can on the clients you enjoy working with the most. What are the demographics and characteristics? How would you describe them to someone who has never met them?

Without clarity of your ideal clients, you’re likely to waste time, effort, and money marketing to the wrong crowd(s) and/or not getting your message across.

3. Not Spelling Out Your Unique Value
You must be able to clearly define what differentiates you from your competitors. If your prospects can’t differentiate you from all the competitive alternatives in the marketplace, then why would they come to buy from you?

Often for small businesses it’s not that they’re not unique, it’s just that they haven’t spent the time to evaluate and clearly describe how and why. What is it that you do better, faster, cheaper, or more effectively – whatever? Maybe it’s a unique model you’ve developed or the unique niche of clients you serve. Maybe it’s your satisfaction guarantee offered to clients.

Most important here is to spell out why your uniqueness is so important to your clients and prospects. Why should they care? What is it that they’ll get by coming to you for services?

Spend some time critically looking at these items for your business. It will be time very well spent. If you find you can’t see the forest for the trees, don’t hesitate to get some outside help.

(c) 2004 - Kevin Dervin, KPD Marketing

About the Author:

Kevin is focused on helping businesses that are ready to grow, but struggle with how to consistently attract more clients. Visit http://www.proven-small-business-marketing-solutions.com for more information you can use to grow your business. Find Kevin's Kansas City based KPD Marketing practice at http://www.ABCDgrowth.com and subscribe to his free ezine. Read more articles by: Kevin Dervin
Article Source: www.iSnare.com