Archive for April, 2009

Business Plan To Open A Coffee Shop, Written By An Experienced Shop Owner, Worker And Entrepreneur. Includes Many Bonuses And Extras Including Email And Personal Consult.
Tonys Coffee Shop Business Plan.

• ISBN13: 9781439153017
• Condition: USED – VERY GOOD
• Notes:

Product Description
Since the advent of file-sharing technology in the late 1990s, the music industry has been challenged to reinvent itself. What has it done? How have the record labels repositioned themselves to cope with these massive changes? How does all this affect creative artists?No one understands the music industry — from the technology, to the legalities, to the new industry practices — better than veteran music lawyer Donald Passman. In this completely revised and updated… More >>

All You Need to Know About the Music Business: Seventh Edition

A Guide For Creating A Powerfull Business Plan For Your New Or Existing Business Which Will Improve Your Profits!
A Simplified Guide For Small Business Plan.

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Information Technology lies at the very heart of today’s organisations and many companies are now so dependent on their networks that they take them for granted. In today’s 24/7 digital economy, just imagine the business implications of critical data being lost, internet and email access being unavailable or your internal network going down.

The impact of the unexpected on your business, whether in the form of malicious damage such as hacking or some kind of natural disaster, can be devastating in the networked world. Take for example the 2007 flash floods across the UK. Following the wettest May to July on record, approximately 7,100 businesses were flooded and the resulting damage cost an estimated £3 billion1. However, this figure fails to take into account the cost of lost business during that period, when some companies were unable to operate a normal (if any) service, or the damage to reputation that the inability to communicate caused. No-one can predict the future, but by carefully planning in advance you can ensure that your business is in the best possible position, if and when disruption occurs.

To meet resiliency requirements for coping with both unexpected events and increasing volumes of data, today’s businesses require more than Next Generation Network capability alone. They need a combination of robust network capability and a next generation service mindset from their telecoms provider. When it comes to business resiliency, it’s not simply a case of ‘one size fits all’. ntl:Telewest Business closely collaborates with its customers and tailors its services to meet their needs. The next generation of business resiliency is here.

What level of resilience is needed?

Different industries have unique requirements for resilience. In the banking industry, for example, access to accurate, real-time buying and selling data is critical and business continuity and resiliency are considered so important that they are subject to specific regulations such as Basel II. However, for the majority of businesses, the rules and regulations are not so strict, and yet the implications of a network collapse without sufficient backup systems can be equally severe. This is particularly true when you consider that, according to the London Chamber of Commerce and Industry, 80 per cent of small to medium sized businesses go out of business within 18 months of experiencing a major network problem and 90 per cent of businesses that lose data in a disaster are forced to shut within two years.

The indisputable fact is that all business premises, no matter what the organisation’s size or industry, face the risk of disasters and they need to bring certainty to how they store and use their information. Firms need to be able to move their data around freely and ensure that it is 100 per cent backed up from every site, minimising the exposure to risk at any one site and making sure that the most important data is prioritised.

What types of network meet the requirement?

Network capability and flexibility provide the technology platform for next generation telecoms providers to roll out a resilient service. As well as being able to withstand unexpected events, today’s networks need to be able to cope with the everincreasing amounts of information being transported by today’s businesses. Their needs have extended from just email and web browsing to encompass multimedia applications, image-driven, user-generated content and video. In order to cope with these burgeoning volumes of data and the swift pace of operational change, networks need to be both extremely resilient and scalable. Rapidly growing workforces require constant, uninterrupted access to business resources and only a Next Generation Network can provide the flexibility and resilience required.

ntl:Telewest Business’ £13 billion Next Generation Network was built specifically with the demands of the digital age in mind and, based on fibre-optic technology, it is highly resilient. The Next Generation Network is capable of delivering the next generation IP and Ethernet services required by today’s fast-moving business and, as bandwidth can be increased quickly and painlessly in line with demand, scalability issues are overcome. In order to significantly reduce the volume of faults on their networks, today’s telcos also need to engage far earlier in proactive network management. By constantly monitoring its network, ntl:Telewest Business ensures that potential issues can be identified before they develop into problems. As a result, both the network’s performance and the user’s experience are significantly improved.

How can every eventuality be covered?

Maintaining business continuity is not as simple as deploying two separate links to your business sites, there are a number of considerations that have to be taken into account. How far a customer wants to go in assuring resilience depends on the importance of their information assets and their budget, but there are four key business continuity measures that can be taken into consideration.

As there are two UK-wide access networks, ntl:Telewest Business’ and BT’s, it stands to reason that if information is your organisation’s lifeblood you should not trust all of your services to just one network. Having an alternative access network in place ensures that critical applications continue to run even if one provider has a major outage. An alternative transmission path can also handle unexpected peaks in traffic and provide protection against denial of service attacks, which are designed to swamp networks with traffic and cause them to buckle.

The second business continuity measure is eliminating a single point of failure for the availability of voice and data services. Rather than relying on a single network provider to deliver connectivity between a site and the rest of the private network or the internet, businesses can run multiple links to their sites, guaranteeing up-time should one of the lines be inadvertently damaged and rendered unusable. In the event of network connectivity being destroyed over one connection, services can seamlessly divert to the backup connection, maintaining continuous data transfer and call availability.

One of the most basic disaster recovery tools that businesses should consider is spreading their risks across the network. By creating a mirrored system in which all information and applications are regularly and automatically backed up at different points on the network, businesses can ensure that information is protected in the event that one part of the network experiences an outage.

Multiple Ethernet connections into a Virtual Private Network (VPN) with any-to-any connectivity enable organisations to decentralise their IT across multiple sites and replicate their business-critical data. If a problem does occur, whether it is a natural disaster or simply a power failure, employees should be able to work from home and log onto their VPN remotely, safe in the knowledge that the network is secure and work can continue as usual, albeit off-site. This any-to-any connectivity overcomes the needs for backup circuits.

Finally, in the event of one of an organisation’s main circuits going down, forcing all data to run over the other and increasing the risk of a network bottleneck, the prioritisation of critical data is essential. The application of up to eight classes of service over the ntl:Telewest Business network, with predefined Quality of Service (QoS) parameters, will also ensure that business critical data is delivered in advance of lower priority traffic such as internet data. This way organisations can ensure their business critical applications continue to perform at optimum levels, even in adverse conditions.

With such an array of business continuity options available, organisations require a telco provider that’s prepared to sit down and discuss the most appropriate solution for their unique needs, risks and budget. ntl:Telewest Business collaborates closely with all sizes of business, not just its largest customers with big communication budgets. Consultative and technologically-savvy local service teams, both at the presales and project management stages, work hand-in-glove with the customer to ensure they receive the most appropriate solutions for their business.

How can businesses design and provision truly resilient networks?

True business resilience can only be attained when network capability is fused with a high level of consultative input at the stage of designing new network infrastructures. Until now, the legacy telco practice has been to keep customers at arm’s length from the services they use and act as merely a circuit provider, rather than responding to customers’ requirements. The next generation of telecoms providers need to invest in their service delivery, and not solely their network, ensuring that their customers feel connected to their telco teams as well as their network.

As a next generation telecoms provider, ntl:Telewest Business is committed to sitting down with organisations, listening to and understanding their individual requirements. This way it can help the customer implement measures appropriate to the risk associated with the type of traffic on its network, with a design that reflects the confines of the budget.

A customer-centric mindset and ‘can do’ attitude ensures that ntl:Telewest Business collaborates with its customers from the start, helping to plan, design, and implement their networks. But it doesn’t stop there, many of the same teams remain all the way through integration and while the network is running. No one can predict the future, but by working with a telecoms provider that has such a Next Generation Network and a customer-centric mindset, you’ll be better prepared for any eventuality.

My neighbor asked me, “Why would anyone sell a successful company?”. He could not understand why anyone would leave a business that was doing well. Of course successful companies get sold all the time.

So why do these business owners sell? The short answer is that most closely held businesses sell for human reasons, such as burn out, retirement, illness, partnership disputes, family issues or other personal reasons. Usually the business is fine but the human being running the business needs a change. To understand this better it is key to understand the other options for exiting a business.

Close the Business/Liquidation

Closing a business that is profitable never makes sense. Even if the assets are liquidated the price is likely to be pennies on the dollar versus selling the business as a going concern with employees, customers and a reputation that is intact. Not only does the business owner get the lowest value but the employees, vendors and customers are hurt by this type of exit.

Accident, Illness or Death

No one wants to exit their business this way, but many do. The loss of an owner not only creates tremendous issues for the family but also creates a leadership void in the business. Even the most competent management can struggle when a key business leader is lost to a serious accident, illness or death. No one plans for this type of exit but many end up exiting the business this way because they failed to create an alternate plan.

Succession

Succession by a family member or key employee has its benefits. They know the business, its product or service, employees, customers and vendors. Succession can be operationally successful for the exiting owner if they make sure the successor is carefully selected, qualified and groomed for the position. The owner must be careful not to make an emotional choice of a relative or favorite employee but instead choose the successor with the right skills to lead the company into the future. You are not seeking an “Employee” mentality but an “Owner” mentality. If that rare person can be found in the business who can make the transition to Owner, they often do not have the cash needed to purchase the business. They are also likely to want to pay less for the business as familiarity will blind them to many of the value drivers of the company. So although succession can be operationally successful it is rarely a financial success for the outgoing owner.

Sell

Closing or liquidating the business minimizes the value to the owner. Accident, illness or death forces the issue on the owner. Succession provided a very limited pool of options with limited financial reward.

Selling on the other hand allows the business owner to decide their ideal timing, maximize the value of the business they worked so hard to build, coordinate the use of the sale proceeds for financial planning and align their personal goals with the sale of a business. Selling the business allows the business owner to create a wealth event and often significant on-going passive income without having to run their business.

Whatever they are, human reasons are always pushing and pulling on a business owner. Burn out, stress, divorce, illness, partner disputes and limited growth capital are some of the human reasons that push owners out of the business. Retirement, enjoying life, relocating, a new business opportunity and passive income are some of the reasons that pull a business owner out. Whatever the motivation, the fundamental reason a business owner chooses a sale as their ideal exit plan is control. The business owner chooses to understand the value of their business and to proactively pursue the right buyer and the right price. By selling a business you choose to exit your business by choice, not by force.

The professional team at Sunbelt Midwest can help you confidentially sell or buy a business in Minneapolis, Milwaukee, Chicago, and surrounding areas. For more information check out our site at http://www.sunbeltmidwest.com.

We Buy Your Business

In today’s dynamic business environment you’re either Growing or Going…out of business that is! If you’re part of the latter contingent and have made the decision to get out of a business but are unable to transition your business internally or sell it as an intact entity, full or partial liquidation of assets may be an appropriate exit strategy. Asset liquidation can provide quick cash and assist in diversifying equity. However, before you terminate your lease, sell a key piece of equipment, or disconnect your utilities, make sure you have a well-thought-out plan.

Getting out of business successfully requires careful planning from start to finish. If you are looking at asset liquidation as a part of your exit strategy, consider incorporating the following recommendations into your plan to increase your chances for success.

1. Talk to your lawyer and accountant.

2. Establish the liquidation value of your assets; remember liquidation vs. retail value can differ substantially.

3. Identify the best venue and timetable to sell your assets.

4. Arrange the sale at the most appropriate location with an expert.

5. Use a non-recourse bill of sale.

Understanding and incorporating these steps into your exit plan will not only help you recover as much money as possible, they may also help you achieve the freedom needed to pursue new endeavors.

It is important to note that the recommendations discussed above are intended to serve as a general overview to assist with the asset liquidation process. It is not a substitute for case-specific advice that only your lawyer and/or accountant can provide. Also, depending on the situation and necessity of business divesture, the cooperation of creditors may need to be considered. Cover your bases and talk to the experts before liquidating any assets that may be in question.

Initiate the process by preparing a current inventory of your business assets. Include photographs, serial numbers and a brief description of the condition of each item if possible. A thorough inventory will save considerable time and expense as you navigate the sale process and can be invaluable if you are asked to provide documentation for creditors or the Internal Revenue Service.

Next, start preparing your assets for sale. To elicit the best offers, take care that you do not diminish the appeal of your most marketable items by lumping them in with outdated or worn-out equipment, furniture or inventory. In most cases the most lucrative value of these lesser items may be in the form of a tax deduction, so why not donate them to an appropriate charity?

Finally, don’t overlook your intangible assets. For example, is your lease assignable? Are the business licenses, permits, patents or trademarks that you hold in demand? Can they be transferred? Is there a market for your customer list, contract rights or accounts? You may need to check with your attorney or accountant to determine what information and agreements are transferable but once cleared these types of assets can also provide a substantial return.

We Buy Your Business (WBYB) provides cash offers for all assets in order to assist in the liquidation process. Please contact your WBYB representative for more information at www.WeBuyYourBusiness.com

Where Golf And Business Merge To Become Business Golf.
How To Play Business Golf.

We Buy Your Business

For some, planning a business exit can be a predictable, methodical process. We know the competition; we understand market demands, know when we want to sell and might even know the actual date. But for far too many business owners, the business exit comes as a harsh reality and often unplanned event.

Protecting your business and assets against the dreaded six D’s of an unplanned business exit can give whole new meaning to the term “Disaster Management”. While every business may experience unexpected pitfalls, careful planning to ensure risk exposure is minimized can assist in keeping you in the driver’s seat when it comes to managing your company. Familiarize yourself with the six D’s of an unplanned business exit: debt, death, disability, divorce, departure and disaster. Know the enemy and look to address all six D’s in your operating and buy / sell agreements.

The Six D’s of an Unplanned Business Exit

Debt:No one goes into business and plans on it not succeeding, but 40,000 businesses fail every month in the United States. When debt exceeds revenue, it is critical to exit timely in order to minimize loses. Understanding limitations and protecting critical assets are key to successful divesture.

Death:Many businesses are solely dependant on their owner’s abilities, relationships, and passion to drive success, and when there is a death of an owner or partner of a business, it can have significant impact to a business almost immediately. While no one wants to consider their own demise, the strength and longevity of a business relies on being able to plan for such a critical loss even if it means downsizing or reorganization. The survival of a business in relation to key individuals needs to be evaluated and exit strategies planned accordingly.

Disability:Unbelievably, death is not as likely to end the business as a disability. A disability to a business partner can put a significant drain on cash flow, daily workloads, and excess down time, all of which can be devastating. Insurance and financial planning towards alleviating such an impact needs to be carefully evaluated especially when dealing with small business start ups where funding and resources are limited.

Divorce:No one wants to plan for a business or personal divorce, yet while Pre-nuptial agreements may be gaining in popularity many people never look to manage such impact to their businesses. What happens when the partners cannot get along? Or worse, you inherit another partner due to a personal divorce settlement? Exiting the business might be the only alternative you are provided.

Departure:It does not sound as bad as death, but it can wreak the same results. A partner, key employees, or other resources decide to go to the competition, retire, burn out, or win the lotto. When they leave, how does this impact your business going forward?

Disaster:If the five D’s above where not enough to impact your business, there are no limit to the other disasters that may occur that were never planned on: robbery, sickness, employee theft, employee turnover, natural devastating events, etc. In today’s post Katrina, 911 world the impact of the chaos theory is enough to keep even the best business minds awake at night. Plan for the worst; strive for the best and know when to get out if need be.

For the typical business owner, each one of the six D’s has special demands on the family, income, taxes, and control of assets. An agreement, commonly called buy/sell agreements, can be used to plan for the impact associated with the dreaded six D’s. A successful sustaining business exists as a separate entity from personal concerns and risk can be reduced by developing mutually fair and equitable agreements prior to these events occurring.

Business is an evolution and travels a diverse path. While some may look on an unplanned exit as a failure others may see an opportunity for growth and freedom.

www.WeBuyYourBusiness.com