Self Help Entrepreneurship1
Self Help Entrepreneurship1
Self Help Entrepreneurship1
Created By:
The Self Help Alliance
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Content
Page Number
Scope / Goal / Outcomes 4
Section One – Introduction to Self Help Entrepreneurship
Section Two – Your Business Ideas and You
Section Three – Getting Started – Market Research
Section Four – Basic Business Operations
Section Five – Sales, Marketing and Promotion
Section Six – Financial Considerations
Section Seven – Legal Considerations
Section Eight – Putting It All Together – Your Business Plan
Scope
The curriculum plan follows the Kemp (1994) Curriculum planning model and Blooms
Taxonomy. This workshop content was developed and will be implemented with a learner-
centred approach.
Goal
On completion of this workshop learners will be more aware of the essentials of starting a
business and have developed a business plan.
Outcomes
These outcomes build upon the belief that everyone the potential to understand the concepts
related to entrepreneurship and can work towards business goals. Upon completion of this
workshop you will be able to:
Section One
Introduction to Self Help Entrepreneurship
Learning Outcomes
What is an Entrepreneur?
“Entrepreneur: the owner or manager of a business enterprise who, by risk and initiative,
attempts to make profits.”
~Collins English Dictionary: 10th Ed. (2009). HarperCollins
Social entrepreneurs:
“Social entrepreneurs are individuals with innovative solutions to society’s most pressing social
problems. They are ambitious and persistent, tackling major social issues and offering new
ideas for wide-scale change.”
~ http://www.ashoka.org/social_entrepreneur
The purpose of Self Help Entrepreneurship is to provide support to individuals, who are
experiencing mental health issues, with an opportunity to explore and develop self-employment
and business ideas in a supportive peer setting. Using a self-help approach, all aspects of
business support can be explored.
Entrepreneurship was originally developed as a project of Waterloo Region Self Help, in order to
provide assistance to individuals who have experienced the mental health system and who wish
to start their own business. A need was identified for the service to assist those people with an
entrepreneurial spirit, as well as those who would like to earn some extra income. Some people
may not wish to participate in a traditional employment setting, but would rather be able to help
themselves through a self-employment venture.
Whether involved with a Self Help Entrepreneurship group, or working with one-on-one
supports, the following principles apply:
Provide individualized support from a self-help perspective – the person supported is in charge
of decision-making, so Entrepreneurship therefore provides individuals with an avenue to make
meaningful choices.
Encourage self determination and decision making – the person supported determines the
direction. Support is provided in a non-judgmental way.
Focus on the individual's goals and objectives – the person supported is the one who has the
dreams, the goals and objectives. Entrepreneurship can provide opportunities for personal
growth and development through learning new skills.
Business development occurs at the individual's pace - the person is in the centre, and the rate
of progress over time is the individual’s responsibility.
(The following principles are specifically related to working individually with the Self Help
Entrepreneurship Coordinator)
Focus on providing one-to-one support – most participants are individuals, occasionally there
may be joint ventures. (specifically related to working with the Self Help Entrepreneurship
Coordinator)
Length of involvement is determined by the individual – this could be one telephone call, one
meeting, a few months, or several years.
Following these principles, the Entrepreneurship Coordinator and/or group’ involvement with
any given individual has to be flexible.
Why Be an Entrepreneur?
On your own or with your group, list reasons why you want to be self employed or in business
for yourself?
If you are not currently thinking about starting a business, why might others want to do so?
What might be some shorter term goals that will help you reach your longer term goals?
#5 There is an Upside
There are not a whole lot of categories that most of the world’s rich fall into. Inheritance, real
estate, and business are the main three as we learned in New Venture Creation at WLU. It is
hard to be born rich or inherit the family farm, but business unlocks a path to real wealth
potential. Whether you build it up to a multi-billion dollar venture yourself or sell while it is hot,
there is definitely money to be made.
#2 Thinking is Rewarded
Running a business may be hard work, but that is certainly not what you are rewarded for. Often
times burning the midnight oil is simply the bare minimum for entry into business. Your returns
come from working smart, and the quality of your ideas and creativity are now directly tied into
your revenue size. A single good idea can make you $10 000 in one hour while slaving away for
40 hours on a bad one can have virtually no return.
While working a regular job isolates you from the risk of no return on bad ideas, it virtually
nullifies the incredible return on good ones. Imagine coming up with a way to save your boss
$30 000. You will be lucky to get a $500 bonus, and in all likelihood you will receive nothing at
all.
Discussion:
Just like most things in life, there will be benefits and costs to becoming an entrepreneur.
Benefits
With your group, list potential benefits to becoming an entrepreneur:
Be your own boss
You choose your routine/schedule
Utilize your talents, skills and knowledge
Costs
With your group, lists some potential costs or challenges to becoming an entrepreneur:
Financial risk
Personal sacrifices (i.e. less leisure time, less time with family)
Paperwork
Keep your list of costs in mind as you work through this curriculum. You may find solutions or
benefits that outweigh these challenges.
Section Two
Your Business Ideas and You!
Learning Outcomes
Discuss with your group their reasons for wanting to start their business or join this group.
Do any of their reasons speak to you?
How will the product be made or the services performed, and what is the benefit to the
costumer?
What will be your role in the business? What do you hope to be doing?
For many of of, being able to visualize our goals and ideas can help us to sort our thoughts and
keep us motivated through all of the hard work and struggles.
Look through the magazines, newspapers and other craft supplies for items that represent your
goals, ideas and business plans. Think about the following questions while you search the
materials:
Where do I want to be in 1 year, 5 years, 10 years?
Do I have a specific timeline for any of my plans?
What are areas of interest to me?
What ideas do I have for my business, product, and/or services?
Will I need business partners, employees or will I work alone?
Once you have a selection of items for your board, arrange them on your construction paper.
You could lay them out randomly, as a timeline, or flow chart of your business ideas.
Feel free to add words, notes or your own drawings.
(Adapted from A Handbook of Interactive Exercises for Groups by C. Barlow, J. Blythe and M.
Edmonds, 1999)
For every great business idea there are scores of others that just will not work. You will save
yourself a great deal of time, trouble and money if you put your ideas to the test before you try
to implement them. Half an hour of careful thought, an afternoon of research, or a phone
conversation with a knowledgeable friend might steer you away from a flawed idea — and
months of wasted effort and thousands of dollars of losses.
Moreover, the process of testing your ideas will help you determine the kinds of things to take
into account when you are creating a business concept. Eventually, your efforts will help lead
you to an idea that has a solid chance of success.
Unlike giant corporations that invest huge sums of money to test potential toothpaste flavors or
product names, you probably will not have to spend a lot of time or money to evaluate your
ideas. Begin with these simple steps:
1. Ask your friends, peers and associates to help you evaluate the concept.
If you know successful entrepreneurs, ask them what they think of your idea. Chances are, they
will think of problems you are likely to encounter. You may be willing to face those obstacles —
or you might decide that some of them are insurmountable.
2. Ask potential customers how much they might pay for your product or service.
Their answers will help you focus on your potential market, and will give you a sense of how
strong that market is. Once you have some answers to this question, you can begin to estimate
your prospective firm's potential revenues.
When starting a new path in life, whether it be a new business, new job, or a new volunteer
opportunity, it is important to know yourself. By knowing what your needs and challenges are, it
can help you make the best choices for you.
Personality Test
This is a real test given by the human relations department at many of the major corporations
today.
It is only ten simple questions, circle the answer that best relates to you, and follow the scoring
instructions on the next page.
1. When do you feel your best? 6. When you go to a party or social gathering you
a. In the morning a. Make a loud entrance so everyone notices you
b. During the afternoon and early evening b. Make a quiet entrance, looking around for
c. Late at night someone you know
c. Make the quietest entrance, trying to stay
2. You usually walk unnoticed
a. Fairly fast, with long steps
b. Fairly fast, with short, quick steps 7. You are working very hard, concentrating hard, and
c. Less fast, head up, looking the world in the you are interrupted. Do you..
face a. Welcome the break
d. Less fast, head down b. Feel extremely irritated
e. Very slowly c. Vary between these two extremes
3. When talking to people you 8. Which of the following colors do you like most?
a. Stand with your arms folded a. Red or orange
b. Have your hands clasped b. Black
c. Have one or both your hands on your hips c. Yellow or light blue
d. Touch or push the person to whom you are d. Green
talking e. Dark blue or purple
e. Play with your ear, touch your chin, or smooth f. White
your hair g. Brown or gray
4. When relaxing, you sit with 9. When you are in bed at night, in those last few
a. Your knees bent with your legs neatly side by moments before going to sleep, you lie
side a. Stretched out on your back
b. Your legs crossed b. Stretched out face down on your stomach
c. Your legs stretched out or straight c. On your side, slightly curled
d. One leg curled under you d. With your head on one arm
e. With your head under the covers
5. When something really amuses you, you react with
a. A big, appreciative laugh 10. You often dream that you are
b. A laugh, but not a loud one a. Falling
c. A quiet chuckle b. Fighting or struggling
d. A sheepish smile c. Searching for something or somebody
d. Flying or floating
e. You usually have dreamless sleep
f. Your dreams are always pleasant
A B C D E F G
1 2 4 6
2 6 4 7 2 1
3 4 2 5 7 6
4 4 6 2 1
5 6 4 3 5
6 6 4 2
7 6 2 4
8 6 7 5 4 3 2 1
9 7 6 4 2 1
10 4 2 3 5 6 1
Analysis
Over 60 points: Others see you as someone they should "handle with care" You are seen as vain, self-
centered, and extremely dominant. Others may admire you, wishing they could be more like you, but do
not always trust you, hesitating to become too deeply involved with you.
51 to 60 points: Others see you as an exciting, highly volatile, rather impulsive personality; a natural
leader, who is quick to make decisions, though not always the right ones. They see you someone who
will try anything once; someone who takes chances and enjoys an adventure. They enjoy being in your
company because of the excitement you radiate.
41 to 50 points: Others see you as fresh, lively, charming, amusing, practical, and interesting; someone
who is constantly in the center of attention, and well-balanced so as to not let it go to their head. They
also see you as kind, considerate, and understanding; someone who will cheer them up and help them
out.
31 to 40 points: Others see you as sensible, cautious, careful and practical. They see you as clever,
gifted, or talented, but modest...Not a person who makes friends too quickly or easily, but extremely
loyal to friends and expects the same loyalty in return. Those who really get to know you realize it takes
a lot to shake your trust in your friends, but that it takes you a long time to get over it if that trust is ever
broken.
21 to 30 points: Your friends see you as painstaking and fussy. They see you as very cautious,
extremely careful, a slow and steady plodder. It would really surprise them if you ever did something
impulsively, expecting you to examine everything carefully from every angle and then, usually decide
against it. They think this reaction is caused partly by your careful nature.
Under 21 points: People think you are shy, nervous, and indecisive, someone who needs looking after,
who always wants someone else to make the decisions and does not want to get involved with anyone
or anything. They see you as a worrier who always sees problems that may not exist. Some people
think you are boring, while those close to you know otherwise.
(http://www.personalitytest.net/funtest/hrdept.htm)
Before starting something new, it can be a good idea to take a look at who are your in your life right
now to help you decide what to do.
Do not worry if your score is lower than you want it to be – this is an opportunity to learn what areas you
need to work on!
Directions: Read each of the following situations. Circle the option that bests suits who you are.
Situation Option A Option B Option C
Getting Along with Others
A friend invites you to I am in! I like being New people? I am not Not for me, I prefer to
a party. You will not around all types of so sure. I have spend time alone.
know many people people. enough friends.
there.
Leadership
The organizing I am the one for the I am good at carrying Great! I will be the
committee for the job! I have great ideas out other’s ideas and president. I can tell
place your volunteer on how to improve suggestions, but I am other people what
is electing officers. things. I will work well not sure I want to be jobs to do so I will
They are looking for a with the staff and in charge. have more time to
candidate for other volunteers. hang out.
President.
Risk Taking
A friend approaches Risk? Who cares if it Risk? I prefer a sure Risk? Me, take a risk?
you about investing in is a sure thing? If thing, but it sounds Find yourself
a new idea. You might there is a risk, I am interesting. someone else!
lose your money, but there!
you could also triple it.
Independence
Your roommate, I have been looking I like to do it on my Move out and cross
friend or parents are out for myself as long own, but sometimes it the street by myself?
moving to another as I can remember. I would be nice to know No way! I need
province. You are know I will be fine on they were there if I someone to hold my
trying to decide to my own. needed them. hand.
move with them or
stay in your
hometown alone.
Self-Confidence
You are asked to take I can do anything; I I am pretty sure I can I do not think I can do
a new position. You can be anything! do, but I hope I can it. I have never been
know very little about do it right. good at doing new
the job or what is things.
required.
Determination and Perseverance
A project you are I am like the engine I will do my best, but if When the going gets
working on is getting that could – I can it takes too long or tough, I get going!
very difficult. make, I can make it! gets to hard, I
probably will not
finish.
Scoring
90 – 100 – What are you waiting for? Get started today!
75 – 85 – You will do fine. I might be a little scary for you at times, but you will be fine!
50 – 70 – You might want to start slowly with the support of others.
Below 50 – Take a good look at your work ethics and self confidence, and work to improve them.
Most entrepreneurship plans require a minimal amount of training for a business can be successful.
The training can be specific to the type of business you hope to run (i.e. culinary school to open a
restaurant) or general to all types of business (i.e. accounting and business operations training).
For everyone, there is always room to improve our abilities and gain new skills. All business goals will
require different experiences, skills or qualifications.
Try to find a partner or small group who is interested in a similar business sector to you and discuss the
following questions:
Here we will take some time to review the skills you already have, those you want to improve upon, and
those you need to acquire.
Though this will likely be different for everyone depending on your business plan and goals, some
areas may overlap with others.
Education:
Is there any specific training you wish to acquire? (You may wish to review the previous activity)
Section Three
Getting Started - Market Research
Learning Outcomes
Market
business or trade in a commodity as specified: i.e. the sugar market
the trading or selling opportunities provided by a particular group of people: i.e. the foreign
market
demand for a particular product or commodity: i.e. there is no market for furs here
(Collins English Dictionary 10th Edition, 2009)
Market Research
the study of influences upon customer and consumer behavior and the analysis of market
characteristics and trends
(World English Dictionary, 2011)
Building a successful business requires knowledge about your customers and competitors. Gathering
timely and specific information on both your customers and competitors is the first step in market
research. It allows you to understand the needs of your customers, provide a product or service to meet
their needs and develop marketing materials that will make the customer aware of your business.
(Tips on how to find the answers to some of the questions can be found on the Market Research
Worksheet and on page )
Issues to consider:
Compare you product with the competition.
How do customers perceive your product/service to that of the competition?
What trends affect your product?
What is the lifecycle of your product or service? How often will the customer need to come
back?
What regulations apply to your product/service?
What packaging is required?
Fill in your responses to the items below on your own or with a partner. You may wish to use another
page for more space.
You may need to do some research on your own, so brainstorm with your group where to find some of
the information. If the group agrees, do this for homework and bring it to your next meeting.
What is the economic profile of the customer? (i.e. What is their income source and how much
money do they make?)
List some companies, business and existing products that you might consider to be competition
to your own business plans:
What is the lifecycle of your product or service? How often will the customer need to come
back? (i.e. is it a service they need monthly, annually, etc.? How often does the product need to
be replaced/
There are so many different types of services, business and products a person might be interested in
that no one place can list resources and information for all of them. The best way to find the information
you need is to do your research!
List key words to help you look up information about the topic.
Make a list of possible sources that can answer your questions. This can include local business
services, statistical resources and more.
The internet cab be a great source. Most business licensing procedures, permits, statistical
information, etc. can be found on line. Just be sure your sources are reliable.
When I teach small business classes on marketing strategy, I often ask participants the question, "Who
are your customers? Who will buy your product?" I am often surprised that otherwise savvy small
business people either have no idea who will buy from them, or they assume that 'everyone' will.
Assumptions like this can lead to wrong decisions, wrong pricing, wrong marketing strategy – and
ultimately, business failure.
The most successful small businesses understand that only a limited number of people will buy their
product or service. The task then becomes determining, as closely as possible, exactly who those
people are, and 'targeting' the business's marketing efforts and dollars toward them.
You, too, can build a better, stronger business, by identifying and serving a particular customer group –
your target market.
One of the first things you need to do is to refine your product or service so that you are NOT trying to
be 'all things to all people.' Become a specialist!
For example, in my business, an eco-tourism company, we made some specific decisions early in our
market planning. As a charter boat business, we knew that there were plenty of fishing charter
operators in the area, and 'party boats' as well. So we decided that we would offer sightseeing or
special event charters, and that we would not allow alcohol on board, or fishing rods. Yes, this decision
eliminated a percentage of the market – but it also gave us a 'niche' that we could capitalize on, and
expanded our market in a way that other charter operators could not take advantage of.
Next, you need to understand that people purchase products or services for three basic reasons:
To satisfy basic needs.
To solve problems.
To make themselves feel good.
You will need to determine which of those categories your product or service is the solution to, and be
prepared to market it accordingly.
Your product or service may fit more than one category, too – our charter business primarily targets
folks who just want to feel good – spending a day out on the water, relaxing and being waited on. But it
also targets people who have visitors coming from out of town, or even overseas, because we
represent a solution to the problem of "What will we do while our company is here? How can we
entertain them, or show them our area?"
(Source: http://sbinfocanada.about.com/cs/marketing/a/targetmarket.htm)
Accurate identification of your target market allows you to build an overall marketing strategy. This
information will help you to determine the size of your business, distribution, pricing, promotion and
other marketing decisions.
Section Four
Basic Business Operations
Learning Outcomes
Account – a record of a business transaction or “deal”. When you buy something on credit, the
company you are dealing with sets up an account and keeps record of what you buy and what you
pay. You may do the same for your customers.
Accounts Receivable – A record of what is owed to you. Individual accounts combined together are
your accounts receivable.
Asset – anything of worth that is owned. The assets of a business are: money in the bank, accounts
receivable, securities held in the name of the business, property owned, equipment, fixtures,
merchandise for sale, supplies and all things of value owned by the business.
Balance – the amount of money remaining in the account after all transactions (deposits and
withdrawals).
Balance Sheet – A place to record expenses and income in order to monitor and balance funds.
Usually done for a set time period, such as monthly.
Breakeven Point – The point at which the amount of income is equal to the expenditures, meaning
neither a profit nor a loss of funds.
Business Identification Number (BIN) or Business Number (BN) – the number assigned when you
register your business.
Capital – Available money to invest or the total accumulated assets available for production.
Capital Requirement – A list of schedule of expenses that must be met to establish a business.
Cash Dividends – Money paid to stockholders, normally out of a corporation's current earnings or
accumulated profits.
Cash Flow – The sum of after-tax profit and expenditures made by a business.
Demand – An order to comply with an obligation. Often contracts include a “pay on demand” clause,
meaning the debtor must pay when asked if the terms of the agreement are met.
Depreciation – A decrease in value due to age, wear or deterioration. All equipment owned by a
business begins to depreciated immediately. This is a normal part of business and must be included in
calculating capital.
Fixed Expenses – Costs that do not vary from one period to the next, such as rent.
Gross – Overall total deductions. The amount of sales, salary, profit, etc. before taking off deductions
for expenses, taxes or the like.
Industry Ratio – The average percentage of expenses spent by firms in similar types of business.
Liability Insurance – Risk protection for actions for which a business might be liable. This can protect
a business against possible lawsuits, even if it is found the business or its agents were at fault.
Margins – Amount of funds allowed/available. Amounts outside of the margins set means something is
no longer possible or acceptable.
Not-For-Profit Corporation – These organizations do not operate for the purpose of financial gain for
its members and any profits must be used to promote objectives. For example, social services, social
clubs, cultural groups.
Operating Ratio – How business costs are covered by business activities. What percentage of costs
went for rent? How does it compare to other businesses?
Profit Margin – The different between your selling price and what the item/service costs you or the
business.
Profit and Loss Statement – A list of the total amount of sales (revenues) and total costs (expenses).
The calculated different between the two is your profit or loss. Can also be called “income statement”.
Reserve – That which is held back or stored for future use or in case of emergency.
Sales Volume – The quantity or number of goods/services sold in the normal operations of a business
in a specified period.
Variable Expenses – Expenses that change depending on your consumption of a good or service. Can
changes significantly from period to period, such as week to week, month to month, quarter to quarter
or year to year.
Volume – An amount or quantity of business; the total a business sells over a period of time.
As they say in real-estate, location is key! Where you plan to locate your business can affect your
success.
Keep in mind that different types of businesses attract customers in different ways. One key distinction
is foot traffic versus automobile traffic. For example, if you are opening an urban coffee shop, you may
assume your customer volume will be highest if there is lots of pedestrian traffic nearby during the
hours you plan to be open. On the other hand, for an auto repair shop, the choicest locale is a well-
traveled street that will be seen by many drivers.
Also consider whether it would benefit your business to be around similar businesses that are already
drawing the type of customers that you want. A women's clothing store, for example, would no doubt
profit from being near other clothing shops, since many people shopping for clothes tend to spend at
least a few hours in a particular area.
Ultimately, the perfect location for any business is a very individual matter. Spend some time figuring
out the habits of the customers you want to attract, and then choose a location that fits.
One obvious and important concern when looking for commercial space to lease is finding a place that
you can afford. When you projected your financials (as part of your business plan), you should have
estimated how much rent your business would be financially able to pay each month.
If you have not done so already, research the average rental costs in your area to make sure the
amount you budgeted for rent makes sense. For example, if you determined that location is extremely
important to your business, make sure your budget will allow you to rent good space given the average
cost of space in your area.
Parking
Adequate parking is another common need for many businesses. If a significant percentage of your
customers will come by car and there is not enough parking, it is probably best to look elsewhere. In
fact, the city planning or zoning board might not allow you to operate in a space that does not have
adequate parking.
You should never sign a lease without being sure you will be permitted to operate your business in that
space. Your city planning or zoning board determines what activities are permissible in a given location.
If your zoning board has a problem with any of your business activities, and is not willing to work out a
way to accommodate your business, you may have to find another space.
In addiction to zoning, municipal business licenses and specific permits may also be required for your
area. For example, the city of Toronto has a Municipal Licensing & Standards Division which issues
such licenses and conducts inspections.
Even though as an Entrepreneur you may expect to be working alone, it is likely that you will require the
support and expertise of other professionals.
With your group, discuss some possible professionals or groups you may want to seek assistance from
for your business:
Lawyers
Accountants
Marketing professionals
Brainstorm some ideas of how to find these professionals. Be creative, you may be able to find some
supports for low or no costs!
Legal Aid
Accounting Students
Marketing Student at a local collage (they are often looking for real world projects!)
All cities, regions, zones and business types will have different laws, bylaws and other requirements
that need to be met. If they are not met, some serious consequences can occur.
Here are some general business legal considerations to review and research:
Business licensing
Business registration
Copyrights of business name
Taxes
Insurance (Liability, property, etc.)
Work Place Safety and Insurance (WSIB)
Other business types will have specific laws or legal requirements depending on the products or
services. For example, any business involving food needs to meet food services standards and pass
inspections.
If possible, partner with someone whose entrepreneurship plans relate to your own.
Together, list possible legal requirements of your particular business. You may want to review
Research Skills on page ():
Section Five
Sales, Marketing and Promotion
Learning Outcomes
Your Product/Service
Before you begin to develop your marketing and sales plans, let us take a moment to review what you
plan to sell.
What is unique about your product or service and what need does it satisfy in the market place?
List specific benefits, how it meets these needs and what competitive advantage it has:
With your group, partner or on your own, review the following questions:
What are some of your costs associated with selling and creating the product, offering the service?
How much will you need to charge for you product/service in order to cover your costs and make a
profit?
How many customers will you need to sell to monthly to meet these targets?
You may want to spend some time reviewing some financial and budget plans to explore this area
further (page ).
“Promise only what you can deliver; then deliver more than you promise.”
~Anonymous
Advertising and promoting your new business are keys to your success. You need to inform potential
new customers that you exist, and motivate them to buy or use your services. Because advertising is a
constant need, you require a strategy that will continue to attract new customers. Advertising costs
money, and your money can be wasted if it is not done right!
Here we are going to look as some of the basics of advertising. To look into it further, consultant,
copywriters, graphic artists or advertising agencies can help you develop an effective strategy specific
to your business and help you ensure you are using your funds wisely. You many wish to revisit the
discussion on page () for ideas on how to find these professionals.
2. What is my message:
The “message” refers to the written or spoken content of your ad. Because the message must
be clear and catch the potential customers attention, you need to choose how to say it carefully.
4. What is my budget?
Your start-up financial plan should include initial advertising costs as well as expenses for a
whole year.
Before you can begin to plan how to advertise your new business, it is important to develop a name for
your company and a logo or style of text. You want these to be memorable and catch the attention of
potential customers.
What's in a name?
The right name can be an effective advertising tools that can help your customers understand what
your business does and which market you are targeting. The wrong name can confuse or drive away
customers. Some things to think about:
Naming a company with your own name does not tell prospective customers what you do.
Consider choosing a name that will help people understand what your company sells.
Choose a name that will fit the image you want to project. You will want your name to connect
with your customers and create an image they will know and trust.
Try not to use abbreviations (for example, ABC Company) for a small business unless you have
the marketing budget to make this name memorable.
Make your name distinctive enough to separate you from your competition.
Choose a name that is not already in existence. Many names are protected under trademark
protection or as federally incorporated companies.
When you are at the point where you are ready your business, you will likely be offered the option to
search other company names. It is a good idea to take this option as well as doing your own search
before getting to attached to one name.
(Source: http://www.canadabusiness.ca/eng/guide/1280/)
Many companies do not have much money when they are first starting out.
However, you will probably still need a company logo even if you are short on
cash. You can create your own company logo free if you just think creatively.
1. Design your company logo symbol. Get out a piece of scrap paper and a pencil and just start
drawing. Think for a moment about what your company does. Do you sell goods or services?
Are you a broker, and accountant, a lawyer, a doctor or an agent? Perhaps you work in
technology or in finance. Think about symbols that represent the goods or services your
company provides.
2. Do a search online for other people's company logos. For example, you could do an image
search for "logo." This will help you to get ideas for your own logo. Use the logos you find as a
guideline, but make sure that your logo is unique.
3. Try out one of the many websites that will allow you to design your logo yourself for free.
If you are still not satisfied with your logo, try downloading free clip art that is licensed for
commercial use, or contact a close friend or family member who has artistic skill. Some people
have even managed to get an advertising class at a local college to create a logo as a project.
4. Add a picture of the type of good or service you sell. If your company sells merchandise, for
example, you could take a picture of some of your inventory and use it in the finished logo. Be
sure to set up the photograph so that it is clear, well composed and properly lit.
5. Place your company name underneath, beside or otherwise near your logo. Choose the
font carefully. Decide whether you would like any frame or border around your company logo.
The company logo should perfectly represent the goods or services your company provides.
6. Try importing your finished logo into a software program such as Photoshop or Adobe
Illustrator. You can then manipulate your logo, put finishing touches on it and make it look
really professional. Many printers will print free business cards for new businesses using
leftover card stock. Be sure to ask around, especially if you have a friend or family member who
works in the printing business.
There are many ways to promote a business. Most media or organizations that sell advertising space
can provide compelling statistics about the effectiveness of their form of advertising. It is recommended
to carefully analyze this information before selecting the method you will use.
Print Media - This method communicates with specific markets at relatively low costs. Often,
newspapers will publish stories or news releases – particularly in smaller communities. Weekly papers
are often looking for news of local interest. Unless your business is unique or unusual, it may be difficult
to interest your daily paper in your business without paying for advertising space.
Broadcast Media
Radio (local, regional, national, talk-show)
Television (local, regional, national)
Although local, regional and public interest television are not often feasible options for more new small
business; community cable television programs and talk shows are useful for unique businesses with
broad public appeal.
Business Cards - Your “calling card” can be left with associates and potential customers as a reminder
of your business and an easy way for them to contact you. Some local businesses will allow you to
leave a stack of your cards on their sales counter. Many home computer programs will help you in
designing your business card, and printing can be relatively inexpensive. Business cards should
include:
Your Name
Title of the Business
Slogan/Logo
Address
Phone Number(s)
Website
Home or cell phone number (ONLY if you want to be contacted outside the business office)
As you travel about over the next week or so, keep an eye for this type of advertising.
What catches your eye and makes you more interested to learn about the business?
Which ones did you almost miss or blended in amongst others?
Specialized Media - Any form of unique promotions, such as sandwich boards or skywriting, can be
effective because of the surprise of the impact. However, some of these can become costly.
Direct Mail - This takes on several forms, and is a highly selective method for reaching a particular
audience. Flyers can target specific geographic areas where your customers live, but generally yield
only a 1% response rate. Letters can communicate a details message announcing a new product or
service with great success. Some local communities have coupon books delivered with local paper or
other flyers; these allow a variety of business and services to share their information and a time limited
special offer to potential customers. Unfortunately, people often apply the term “junk mail” to all forms of
direct mail programs, tossing them without reading. Canada Post and Canadian Direct Marketing
Associations are recommended for further information and seminars.
Point of Sale Promotions - Point of sale promotions, which may take the form of a sign in the window
or a specialized display located at the sales desk, focus on impulse purchases or local shoppers on
foot.
Premiums - Specialty advertising with a small value, such at matchbooks, pens, keys rings, etc.
provides the customer with both an advertising reminder and a token gift.
Promotions - Promotions can include any activity which convinces the customer to purchase your
product or service over your competitors’. They usually offer a benefit to the customer, such as discount
coupons, contests, prizes, bonus products or lower prizes for extra quantity.
Brochures - These can be an effective marketing tool, however they often work best for services or
personalized products. Be sure that your brochures clearly identify the goals of your service and some
positive examples. Brochures are often not read thoroughly front to back, so make sure that important
information stands out.
Websites - It is difficult to think about modern business without the website. There are lots of positive
resources on the internet that can help you plan out your site. Keep in mind the 3 Click Rule – if it takes
a potential customer more than three clicks of their mouse to find the information they need, you will
likely loose interest.
Word of Mouth Advertising - This can be the most cost effective way to spread the word about your
new business or product. We tend to look to people we know and trust for suggestions when we need
something, especially mechanics and lawyers. This can be a difficult tool to develop, see the next page
for some steps.
Although word of mouth is an extremely effective tool, few people know how to develop it. The best
word of mouth advertising happens by design, not by chance. Here are some tips to help you do just
this:
1. Memorable Service – Word of mouth does not happen overnight. It ultimately depends on the
quality of customer service. This is the result of hundreds of little things you and your staff do a
little bit better than your competition.
People often remember your customer service more than your product, so focus on making the
experience memorable. Nothing will help you generate referred business if you cannot deliver a
superior experience.
2. Positive Words – Train yourself and your employees to never say anything negative about your
company or your competitors to your customers or even to your friends. Reward those who
speak positively.
If your organization uses volunteers, ensure they understand their role as ambassadors. Train
them the same way you would an employee.
3. Talk to Customers – Ensure your customers know how important referrals are to your business
and let them know how much you appreciate them.
Plant word-of-mouth seeds. When clients express satisfaction with your company, sincerely
thank them for their kind words. Then, let them know how much of your business is a result of
referrals from satisfied customers like them.
4. Incentive Programs – Some organizations use incentive programs to generate referrals. Best
examples include offering free samples that let you introduce clients to new products. Some
companies offer discounts against future purchases, memberships or other gifts for a certain
number of referrals. For example, a hair salon may offer a free haircut for every 3 referrals.
5. Maintain a Presence – One of the best things you can do is simply stay on top of mind with
your customers. Ensure your company is maintaining a presence by sending a quarterly
newsletter, or inviting them to special events.
6. Networking – Another key to building word of mouth referrals is networking. The only people
who are going to give referrals are those who know and trust you.
You need to spend time with the right people in structured professional environments, building
friendships and lasting professional relationships.
7. Help Others – Referrals are like boomerangs – what goes around comes around. Be sure to
remember those who have sent you referrals when you are asked the names of someone who
can help.
Networking for you new business is about building a supportive system for sharing information and
services with others. Networking is about meeting people not only in the business world, but in your
community at large. You never know who or what business someone is connected to that could open
up doors for your own business.
Always be prepared. You never know who are you going to meet, and sometimes the best
connections are made when you least expect it. Be ready when someone asks you what you do – this
is your chance to sell yourself and your business. Carry business cards always. Even if those you meet
do not need your product/service, they may know someone who does.
Leave a positive image. Be sure to not only talk about your business, but ask them about theirs.
Collect business cards yourself, and have an organized place to keep them. You may want to write a
note on each card to remind you of something extra that came up in the conversation. Getting to know
about their business can also allow you to do them a favor and in turn, they may do the same for you.
Attend planned networking events. Your local Chamber of Commerce, Small Business Association
and others organizations may host networking groups and events. Use these as opportunities to
connect with others and to learn from any guest speakers.
Target your networking at specific groups. Sometimes the general approach can work great, but it
can also be beneficial to target your networking at specific groups or business types. There may be
groups for business women, the food industry, etc.
Get involved. You can network and make connections at places not directly related to business, and
also create a positive image for yourself. Volunteer for a local service club or join the board of directors
of a non-profit organization. If your area has a Toastmasters group, you can get involved to learn new
skills as well as network!
Have specific objectives. Sometimes you may have specific things that your business needs now, so
you can use networking to help get these met. Having objectives can help ensure that your time is
spent maximizing on networking opportunities.
Be patient. It takes time to nurture a business relationship. You cannot expect to have a lasting base of
business contacts based only on immediate needs. Just because you do not see the benefit of a
particular connection now does not mean it will not be helpful in the future.
(Sources: Networking for Your Business by the Guelph Chamber of Commerce. Networking…..Is it
Worth It?, by Ted Barton. & Marketing and Networking Tips by Doug West, Small Business Success
Netowork)
On your own, with a partner or with the group, review the methods of advertising on the previous
pages.
Below are some sample templates you may wish to use to begin rough drafts of various advertising
methods.
Note that some items you may require for your materials may not be present in these templates – feel
free to add or remove items to suite your own plans.
YOUR LOGO
slogan
Line explaining your
service/product
List of Highlights
Location/Contact
information
Business Card: Start your own:
Your Logo
(Inside)
Contact Us
(Inside)
Section Six
Financial Considerations
Learning Outcomes
As the old saying goes, it takes money to make money! Below is a sample business start up budget. As
your business may have unique needs, you may want to create your own plan.
One-Time Start-Up Costs:
Item Estimated Cost
Purchase price/ down payment if buying an existing business $
Office furniture $
Computer hardware and software $
Setup, installation and consulting fees $
Business cards and stationery $
Decorating and remodeling $
Fixtures, counters, equipment & installation $
Starting inventory, raw materials, tools, etc. $
Deposits with public utilities (i.e. hydro, telephone) $
Legal and other professional fees $
Business licenses and permits $
Advertising and promotion for opening $
Signage & Logo $
Rent & security deposit (often equals 3 months rent) or down payment if $
purchasing property
Operating Cash $
Other: $
Row A Total One-Time Start-Up Costs:
Ongoing Monthly Expenses:
Item Estimated Cost
Salary of owner-manager (amount you need to pay yourself) $
All other salaries, wages, & commissions $
Payroll taxes or self-employment tax $
Rent $
Equipment lease payments $
Advertising (print, broadcast and Internet) $
Postage & shipping costs $
Supplies (inks, toners, labels, paper goods, etc.) $
Telephone $
Utilities $
Internet connection $
Website hosting and maintenance $
General business insurance $
Business vehicle insurance $
Health insurance $
Interest & principal on loans & credit cards $
Inventory, raw materials, parts $
Legal and other professional fees $
Franchise fee $
Miscellaneous $
Row B Total Monthly Expenses: $
Row C Estimate the number of months to find customers and get established
+( x )=
Once you have determined what you will need in terms of start up costs, it is beneficial to develop your
short term financial projections
Estimate your total expected revenue and expenses for at least your first year of business. This
projection will show your predicted sales volume, production costs or costs to purchase products, fixed
and variable operating expenses and your expected net operating profit or loss.
One of the most popular ways to create your financial projections is with a Pro Forma Income
Statement. It is done so that you can find out what is the minimum income required for you to have a
positive out come at the end of the projected time period.
Below is a template you can use to create your own Pro Forma Income Statement. There are also
many other templates on the internet if you find this template does not suite your needs.
A cash flow is a forecast of when you expect to receive funds from your sales and when you expect to
pay your bills. This should not be confused with a pro forma income statements. A cash flow is forecast
is not an estimate of your sales and expenses. It is an estimate of the when the money associated with
sales etc., will be received and when the money paying the expenses needs to go out.
Try to keep your cash flow plan current. For example, if you are unable to meet a sales goal, take out
your plan and update it. You will be able to see the effect of the change on your cash position and can
logically demonstrate any revised loan requirements to your lender.
You can use your cash flow forecast to regularly compare each month’s projected figures with the
actual performance figures. As the true strengths and weaknesses of your business unfold, patterns of
cash movement will emerge. Watch for significant discrepancies between the planned and actual
amounts. For example, if the business’ actual figures frequently fail to meet your cash revenue
projections, it is likely time to take a closer look. You may need to come up with solutions to prevent a
great deal of financial loss, such as delaying inventory orders, or applying to increase your loan. Having
an up to date plan will allow you to request loan increases before a funding crisis occurs.
Where to Start?
1) Estimate Monthly Sales (Be Realistic)
For a new business, this can be based on the average monthly sales of a similar sized
competitor who is operating in a similar market. It is also recommended to look at the predicted
trends for the industry as well. For your first year, it is recommended to reduce your figures by
about 50% for start up months.
A relatively conservative forecast can demonstrate the strain that may be experienced in hard
times. An optimistic forecast can show the strain on inventory and supplies if business is better
than expected. The most probably forecast to work with is one that falls within these two views.
For exisiting business, sales revenues from the same monthly in the previous year are a good
base for forecasting sales. You can set an expected rate of growth or sales decrease based on
the market trend projections. For example, if the market predicts a 4% growth, you can predict
your growth will be 4% from the previous year. If variations occur, be sure to note any
explanations for this.
It is important that any sales made should only be entered once all cash is received in payment.
Use this rule whenever you are in doubt of what amount to enter when.
The purpose of preparing a cash flow is to forecast your income, schedule payments and
predict when loans will be needed.
(Adapted from: How to Prepare a Cash Flow Forecast by The Business Enterprise Centre of Kitchener,
Waterloo, Cambridge)
If you are like many new entrepreneurs, you will likely need some financial support to get started.
You can use the plans you have created and will create to help you obtain loans or other funding for
your business.
What funds do you already have that you can put towards your new business?
After examining your start up funds and cash flow forecast, do you have enough funds?
On your own, with a partner or with your group, brainstorm some possible business funding options. Try
to be specific:
Local Bank
Individuals who can provide equity capital
Micro-Credit organizations
Government small business financing programs
Check your personal and/or business credit history. A credit history is one of the first pieces of
information many lenders will review in their assessment process. It gives them a snapshot of your
repayment history – the good and the bad. The information on your credit history could be outdated or
wrong, so be sure to correct any inaccuracies and discrepancies. Be aware of your credit history and
be willing to discuss, openly and honestly, any issues related to your record.
Complete a business plan. Yes, many finical institutions will tell you all you have to do is full out a
form. However, as a new entrepreneur, it is your job to sell yourself and your business to the lender,
especially if you plan to seek support from more than just banks. A factual, well presented business
plan will separate you from the rest of the crowd who are looking for funds.
Have a thorough, detailed and realistic understanding of your assets. You will require this
information so you can assess what you are willing to offer as security towards loans, lines of credit, or
other financial services. Remember to discuss these issues with your spouse, partners or anyone else
involved in your business.
Have a list of professional and personal references. Yes, it sound like you are putting together a
resume, however you are likely to be unknown to the potential lender. Remember to make sure your
references know you are offering their names, and make sure they will give you a positive reference.
Brush up on financial terminology. It is your responsibility to learn as much as you can before you
approach the lender. Most banks and libraries have literature with a glossary. Review the terminology
to familiarize yourself with commonly used phrases and words. Ask question when you do not
understand. Do not tolerate jargon.
Have a clear understanding of your business, your experiences, your competitors, your market and
your goals to discuss with potential funders. You should be able to talk about your business plan
upside-down and backwards. The written plan you present is for the lenders reference, but it is a good
idea to be able to answer most questions asked of you. You may want to include copies of articles and
statistics with your business plan, or have handy to use as reference.
Know in advance how much money you require, what it is for and when you anticipate repaying it.
Lenders always want to know when they will get their money back and if your business has the capacity
to do it. Make sure you have documentation to support this, such as your Start Up Budget and/or Cash
Flow Forecast.
Have a plan A, B and C. If you are not able to secure the amount of money you require, make sure you
have plans that will allow you to launch your business with less.
Build a relationship with your lender. Many banks and financial institutions have created tools so
that we do not have to visit their offices, however a good rapport can go a long way. This relationship
will be the basis for open communication and dialogue so when times get rough (and they likely will),
your lender will be on your side.
Keep a positive attitude! You may experience frustration and rejection, however, surround yourself
with people who support you and your business idea. Potential lenders are looking for winners, people
who believe in themselves and their chances for success.
(Adapted from: Tips for Securing Small Business Financing by Kim Mortson of Visionaire Consulting.
Section Seven
Legal and Other Considerations
Learning Outcomes
Note: Items listed in this section are for Ontario. Be sure to research the updated requirements in your
area. See page () for research tips.
In order to run a business within the confines of Ontario law, a business must first be registered. There
are three main forms of business registration:
1. Sole Proprietorship
This is the simplest form of business registration consisting of an unincorporated business owned by
one individual. A sole proprietorship is not required to be registered if the business is carried out under
the owner’s full name.
2. Partnership
A legal business relationship that consists of two or more individuals is an unincorporated business is
considered a partnership. The partners equally share profit and liabilities of the business.
A partner can also have Limited Partnership, where each partner is only liable to the extent of their
financial investment providing they do not enter into decision making of the business.
3. Incorporation
When a business is incorporated, it becomes a separate legal entity in which one or more individual
may own shares. The business corporation is treated as an individual and can enter into contracts, own
assets, and take on liabilities in the same manner as individuals do in Sole Proprietorship or
Partnership.
A corporation is “created” by the completion of a number of legal documents and through business
registration.
(Adapted from Forms of Business Registration by the Business Enterprise Centre – Kitchener,
Waterloo, Cambridge)
For example, let us look at the Food Service Industry. If someone is interested in opening a new
restaurant, what types of licensing and legal requirements might they need to be aware of?:
Liquor licensing
Food safety laws and inspections
Food service certificates for staff
On your own or with other group members interested in a similar business sector, discuss/research the
licensing and legal requirements that might apply to your business plans:
Sector: ___________________________
In Canada, all individuals and business are responsible for paying taxes, otherwise you and your
business could face severe consequences.
1. Figure out the impact of the HST on your budget. Be sure to include HST in your Cash Flow
Forecast, and plan your corporate spending accordingly.
2. Confirm that your sales equipment, such as cash registers/POS, charge the correct amount of
tax. The same can be done for website interfaces and online payment software so as to collect
HST on internet sales.
3. Update price lists and catalogues to reflect the HST.
4. Update your purchasing & accounting software. This includes accounts payable, tax credit &
taxable benefits calculations and invoicing - as well as spreadsheets that manage expense
accounts.
Income Tax
All incorporated businesses, including those incorporated inside and outside Canada, that maintain a
permanent establishment in Ontario are liable for Ontario corporate taxes. A permanent establishment
can generally be described as a fixed place of business such as an office, farm, factory, branch,
warehouse, etc.
Unincorporated businesses are generally not required to pay Ontario corporations tax. These include
sole proprietorships and businesses run by individuals as partnerships. Owners of unincorporated
businesses are, however, subject to personal income tax on an individual basis.
(Source: http://www.rev.gov.on.ca/en/guides/smallbusiness.html)
Sole Proprietorship You cannot deduct the cost of the property when you calculate your net business or
professional income for the year. However, since these properties wear out or become obsolete over
time, you can deduct their cost over a period of several years. The deduction for this is called capital
cost allowance (CCA).
A partnership can own depreciable property and claim capital cost allowance (CCA) on it. As an
individual partner, you cannot claim CCA on property the partnership owns.
To calculated the from the capital cost of depreciable property, subtract any investment tax credit
allocated to the individual partners. We consider this allocation to be made at the end of the
partnership's fiscal period. You also reduce capital cost by any type of government assistance.
There are many online calculators that can help you figure out what your costs might be for your
business, or you may want to consult a financial professional.
Your business likely involves computer equipment, fax machines, vehicles, valuable documents,
yourself and many more important things. Unexpected risks, like fire, flood, even a partner’s death, are
hazards best insured against.
Evaluating your insurance needs may be a challenge, however it can be very important to know what
types of insurance are available and what to be aware of.
Would the contents of your business be covered if water, fire or lightning damaged your
equipment?
Would you be protected if data was damaged or lost in an accident?
What if there was a break-in and your equipment or inventory was stolen?
What if you, an employee or a customer were hurt on the premise of your business?
Would your business be able to absorb the costs of any of these possible events and still
continued to operate?
After examining your possible losses, you can weigh the risks against the costs. A business owner
should rationally determine the insurance that they really need. With carefully thought and planning you
can be protected without breaking the bank.
An insurance broker is not committed to any particular company. This means they can help you
compare and contrast different policies, coverage and premiums from a wide range of companies.
When selecting a broker, remember to ask for their credentials and experience. Also, ask for referrals
from friends, business associates, your accountant, banker or lawyer.
Types of Insurance
There are many types of insurance that can relate to business. We will look at a few, however, you may
want to consult a trusted insurance broker if you have more questions.
Property Insurance
This type covers destruction or damage of the insured property caused by incidents specified in
the coverage, such as fire, flood, theft and vandalism. If your personal vehicle or home is used
for business reasons, be sure to have proper coverage as this might not be covered by your
current vehicle or home insurance.
For businesses located in a commercial or industrial location, adequate property insurance will
protect you against visitor injuring themselves and will also protect against fire, flood, theft, etc.
Content Insurance
Similar to property insurance, content insurance covers business equipment and inventory in
the event of destruction or damage of the insured property caused by incidents specified in the
coverage, such as fire, flood, theft and vandalism. This type is most often used in the event of
renting a business location, and may be required.
Liability Insurance
Liability insurance protects a business from being sued and covers any area in which the
business may be held liable for negligence. The most common type is general liability, covering
negligence causing injury to customers, employees and the general public.
Employee Insurance
If you plan to hire employees for your business, you may wish to enter into employee group
benefits packages. Examples include dental, medical, optical and disability insurance.
(Sources: Insurance by The Business Enterprise Centre of Kitchener, Waterloo, Cambridge. Essentials
of Insurance: Small Business Options by Carly Foster of CanadaOne Magazine).
On your own, with a partner or with the group, discuss the importance of insurance for your
business. What other types of insurance do you or others know about? What types might be
important for your business?
Section Eight
Putting it All Together -
Your Business Plan
Learning Outcomes
Do not limit yourself to the spaces provided.. Note that this version is set up as a series of questions
and instructions. A final draft would not include the questions, only paragraphs describing the various
items, along with any helpful charts or images.
(Logo)
For
_________________________________
(Business Name)
______________________
(Year)
Address:___________________
Phone/Fax#: _______________
Email: _____________________
Prepared By:______________
Date: _____________________
Page Number
Executive Summary
Business Organization and Management
Marketing and Operational Plan
Market Research Analysis
Competitive Analysis
Promotional Strategy
Sale Process
Financial Plan
Appendices
Owner’s Profile Appendix A
Market Research Suvery & Results Appendix B
Marketing Materials Appendix C
Price List Appendix D
Executive Summary
Description of the business:
Owner’s name:
Sales method to be used (retail, wholesale, online, mail order, direct sales):
Amount of money needed to start the business and how it will be used:
Business Organization
Will you be registering a business name or operating under your own name?
What taxes are you required to charge and when did/will you register for applicable taxes?
Is a Business License or Occupancy Permit require by the city? If so, what is the cost?
Identify any zoning or bylaws issues that will affect the business location:
What tasks will you need to do to run the business on a day to day basis?
List areas were you will seek assistance in running the business, such as bookkeeping, accounting and
legal?
Describe the business and personal skills you have that will help the business succeed:
(Optional:)
How will your disability or health status impact the operation of your business?
Outline any supports you will need to access to accommodate your disability while running your
business:
Market Research
Summarize the marker research sources (websites, directories, magazines/journals, surveys,
interviews, focus groups, observations) you have used and what you learned from each. Include a copy
of survey and/or interview questions and a tally sheet of results in the Appendices.
Market Profile
The size of your target market:
Are there any trends that will affect your business (social, political, economic, technological, etc)?
Research Conclusions
How many competitors do you have?
Promotional Strategy
Describe how you will create awareness of you business and the costs of any marketing methods that
will be used (business cards, flyers, brochures, publicity, referrals, internet, advertising, networking). If
possible, include samples in your appendix:
Sales Process
How will you go about finding customers?
What sales method will be used? (retail, wholesale, online, mail order, direct sales)
Financial Plan
Sales Forecast
List the products and/or services you will be selling
How many of each do you plan to sell in year 1 and 2 of your business?
Pricing
Complete this table to outline your pricing structure:
Use this chart to summarize what your monthly operating costs will be, or use the one you have already
created.
Monthly
Facility Costs (if operating outside the home):
Base rent
Common areas fees (garbage & snow removal, etc. )
Property Taxes
Business Taxes
Licenses/Permits/Fees
Repairs/Maintenance
Heat/Cooling
Hydro
Water
Insurance
Communications (phone, fax, internet)
Transportation Costs:
Vehicle Leases (company vehicle only)
Gas/Oil
Repairs/Maintenance
Licenses
Parking
Insurance
Travel
Courier
What are you contributing to the business (equipment, furniture, supplies, cash, etc.)?
If you are taking an owner’s draw, how was the amount determined?
By filling out this page, we can learn what you found to be most helpful about this workshop
and what areas of the workshop could use more development.
What did you find most useful about the Self Advocacy workshop?
Were the groups facilitated in a way that was suitable to you? Please explain.
Was there anything you were hoping to lean from the workshop that was not discussed?