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Love Lines is a blog for business and technology discussion.
  Many of the entries are columns written by Bruce or Kären Love. 
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December 6, 2003

A Business By Any Other Name …

by Bruce A. Love

In the famous balcony scene of Romeo and Juliet, the fair maiden ponders, “What is in a name? A rose by any other name would still smell as sweet.” Yes, Juliet, this is true, but would you still have the same romantic affection for the sweet smelling flower if its name were Snogwart? Justly or not, the human mind conjures up images of objects and people based solely upon name. Parents deliberate and sometimes argue about what to name their children. Names that are considered honorable by one generation are sometimes shunned by the next because the name has unforeseeably become associated with an infamous historical, or fictional, figure (I won’t mention any names here because I am sure there is someone reading this who has such a name).

Names are equally important considerations in business. In fact, the selection of a good business name can be a very effective marketing tool. If you are just starting a business, the name you choose for your company or product can either attract or repel customers. Even established organizations that have existed nicely for many decades have needed to reevaluate their names because of modern-day views and name associations.

Beaver College (Glenside, PA) officially changed its name to Arcadia University in 2001. The college’s research showed that the 147 year-old college was appealing to 30% fewer prospective students than it should solely because of the name. It was not enough for Beaver to just add the more prestigious “University” to the existing name. They needed a complete name change.

Here are some thoughts you may want to consider if you are choosing or re-evaluating a business or product name:
> Choose a name that is easy for your customers to remember, spell, and pronounce. One college comes to mind whose name is frequently misspelled, mispronounced and subsequently forgotten by perspective students, employers, and educators outside of its immediate geographic region.
> Make sure you are legally allowed to use the name. If someone else is using the name, you may be asked to find a new name or pay for its use.
> Avoid fad-based names. A very trendy name today will make you sound dated or obsolete tomorrow. The suffix, “o-rama” has not been in vogue since the sixties. Companies using it may want to consider a new name.
> Avoid names with negative, inaccurate, or undesirable connotations (as in the case of Beaver College).
> Avoid names that perceptually limit your product offering.
> Is the business name available for use as a (Internet) domain name?
> Choose a name that accurately represents and projects what you stand for and/or what you sell. The Altoona Mirror “reflects” and reports the ideas, opinions and attitudes of this region’s readers.

There are exceptions to every marketing “rule.” I’m sure we could probably find companies doing very well while violating any of the above suggestions.

You may be wondering about what sort of name I would use in business. The name is easy to remember, spell, and pronounce. I have been legally allowed to use it since the day I was born. The root of my business name is as old as the Bible, and as timeless as the works of William Shakespeare. My business name is Love Consulting. No, it’s not what we do or sell; it’s who we are!


Posted on December 6, 2003 7:33 PM | Permalink | Comments (0)

December 13, 2003

Prenatal Care for Your Small Business

by Bruce A. Love

A business goes through various phases throughout its life. Businesses are conceived, born, grow, and die. We refer to this process as the business life cycle. Many people conceive of a product or service, and are interested in bringing their "baby" into the business world. It is important for these ideas to receive the proper care prior to entering the marketplace in order to ensure a healthy and profitable future. This article highlights some preliminary steps and resources that I recommend to hopeful "parents" of small businesses.

Passion and commitment should be prerequisites for conceiving a small business. Enthusiasm for your product and service can go a long way when selling its benefits to customers, convincing potential loan sources of your abilities, and strengthening your conviction to be your own boss. Passion and dedication by themselves, however, are rarely sufficient to make a business succeed. Knowledge and business experience are also of great importance. Knowledge about your product and its market is obviously essential, but knowledge with respect to running a business is equally important. Your expertise in each of these areas will be enhanced as you develop something called a business plan. The business plan has many valuable uses. Your first use of this document will be as an indicator for the probability of success. Not all ideas will go to term. Since the plan will require careful examination of your product, its market, and its potential revenues and expenses, you will gain a solid understanding of what kind of cash flows to expect, what additional funds are required, and whether the venture is even viable. Once you open for business, you will use the plan as a guide for running your newborn business. Another reason to develop a business plan is that investors will not lend you money for your unborn business without a formal plan demonstrating the feasibility of your business ideas, and your ability to manage a business.

A lot of research is necessary to develop a useful business plan, but the effort will be worthwhile. Even if the plan indicates that the business may not be practical, you will have saved yourself a lot of time and money, and learned what is necessary to start and run a business. Begin your research by requesting the “Entrepreneur’s Guide” from the Pennsylvania Center for Entrepreneurial Assistance (717) 783 5700. You can also download the guide from their website (www.inventpa.com) or pick up a copy from your state legislator's office. The Small Business Administration is another great resource. You will be able to download all sorts of information about starting and running a business from their website (www.sba.gov) including guides for writing your business plan.

The IRS also has very some useful, free information regarding federal tax laws and regulations for business. Call 1 800 TAX FORM (or visit www.irs.gov) and request "The Tax Guide for Small Business" (publication 334). The friendly folks at the IRS have a vested interest in making your small business work (the more you make, the more they make) and will be very willing to assist you.

It is exciting, though somewhat scary, to be the expectant parent of a new business. Make the most of this time by learning as much as you can about the whole process. By becoming informed you can increase the likelihood of being a successful "parent.”

Posted on December 13, 2003 2:43 PM | Permalink | Comments (2)

December 20, 2003

Labor Pains for the Entrepreneur

by Bruce A. Love

The blessed event is only weeks away and there's still so much to do. Preliminary indications suggest that your unborn baby is healthy and viable. So, why are you so nervous? Next to giving birth to your own children, bringing a new business into the world can be one of the most physically and financially draining things a person can do!

Let’s assume you have done all of your homework and created a business plan, which now indicates your business idea is sound. Further assume that the plan suggests that you will need additional funds to launch. There are several sources of external funds. This article examines one common source of debt financing, which has occasionally been linked to inducing “labor pains” for prospective “parents.”

Traditionally speaking, it is common to have a significant other when deciding to become a parent. In business, this significant other is often a banker. Banks need to be convinced that they should become involved with you. They make their decision to assist you based upon criteria known as the Five C's of Credit. The first of the Five C's is your business plan. Business Plan does not start with the letter "C,” but it is easier to remember 5Cs, than 4Cs and a B. The business plan demonstrates the Capacity of your business to succeed on paper.

Character, the second "C" of credit, will build a case for you being the right person to run your business. The bank's assessment of your character will include both an evaluation of your experience in related industries, and a thorough examination of your credit history (both professional and personal). You can think of it as a kind of blood test to discover anything that can possibly endanger the health of the "baby business." The banking community is very skilled in performing these examinations! If significant flaws in your past are found, the relationship between you and the bank may be called off.

The environment in which our business operates influences its potential to succeed. Economic environmental conditions in your industry, both locally and globally, will impact the profitability of your business. Conditions, the third "C" of credit, also include the terms of loan agreements you make.

The final two "C's of credit," Capital and Collateral, can become obstacles for new businesses in search of funds. Banks have historically required new business loans to be fully collateralized or "secured.” They like to see that the borrower is willing to place their assets on the line. This means that you should have enough assets to fully repay your lender in the event that your business fails. Banks accept co signers if your collateral is not adequate. A formal agreement, called a personal guarantee, is usually required, which provides that the business owner (or third party) will repay the loan, and pledges the owner's personal commitment to keep the business operating. Capital refers to the equity (funds, equipment, etc.) the business owner brings into the business. Some banks and other lending institutions are showing a little more flexibility with capital and collateral requirements.

Having a baby business is very rewarding, and a labor of love. As you enter this phase, you may experience a lot of irritability, anxiety, frustration, and lack of sleep. Hang in there and you will experience the joys of parenting your own small business.

Posted on December 20, 2003 12:10 AM | Permalink | Comments (1)

December 27, 2003

Why Settle for Lemonade?

by Bruce A. Love

Most of us have heard the saying, “when life hands you a lemon, make lemonade.” But what if everyone who has been handed one of life’s lemons opens up a lemonade stand? There would be a glut of lemonade on the world market, falling prices, and worst of all, the smell of rotting lemons!

Fortunately, lemonade isn't the only thing that we can make with lemons. With the right ingredients and a good recipe book, I know I can make lemon bars or lemon bread. Someone with a more spirited approach might set out to make the best lemon daiquiri! The point is, as a chef, of sorts, you have many options available to you when life hands you a lemon. What you do with your lemon depends upon your skill, ingredients, and your desire to produce results! One very real option when you receive an occupational lemon (a get out of work free coupon) is to become your own boss!

If your employer hands you a lemon in the form of a pink slip, the first thing you should do is examine the ingredients and cookbooks on the shelves of your metaphorical cupboard. A career Counselor would call this a personal assessment. The ingredients you find in your personal cupboards are the special skills you have that can be combined with your lemon to produce various results. These items may include the usual staple ingredients such as education and experience. Other ingredients may include many assets you have rarely, if ever, used in your careers. These unique ingredients can help you make that special dish that only you can create! Hidden in the back of many personal cupboards we frequently find hobbies, interests, and other skills that have existed only for their recreational or social value. Is it a sin to turn the activities we love into our occupations? No! If you already love doing something, your passion for that activity could lead you to an enjoyable and successful career!

There are two essential ingredients that I believe should be included in every new business recipe to guard against a flop – a dash perseverance and a pinch of persistence. Without these, you do not have a recipe for success. Perseverance is your ability to do something in spite of setbacks, which affect all business ventures. Persistence is your will, focus, and dedication to the chosen course.

It is important for chefs to use cookbooks and recipes to organize their ingredients so that they are added in the right proportions at the right times and thereby ensure acceptable results. If you are not satisfied with the recipes you have, go to your local library or the Internet and research all the delectable possibilities. Frequently, we find that we are missing a key ingredient or two. You may need to purchase these. For some of us, bookkeeping is not a skill we possess. Not to worry, there are other chefs who specialize in this area and will be happy to supply those skills for a reasonable fee.

By using your unique set of ingredients (skills, education, interests, and experience) along with a sprinkling of persistence and perseverance, and the talents of a line chef or two to handle business areas you would rather avoid, chances are you just might develop the ultimate desert from that lemon you were handed!

Posted on December 27, 2003 7:46 PM | Permalink | Comments (0)

January 17, 2004

The Sole Proprietorship: A Popular Form for Small Businesses

by Bruce A. Love

Businesses come in all shapes and sizes. The structure you choose for your business will have legal and tax ramifications. In Pennsylvania, legal business structures include: sole proprietorships, partnerships, corporations, and hybrid variations of these forms.

The easiest, and least expensive, business form is the sole proprietorship. Because of this, they are also the most popular form, accounting for nearly 75% of all U.S. businesses. Sole proprietorships can have any number of employees and may sell products or services (or both). The only qualification for this form of business is that there be only one owner.

What else does it take to start a sole proprietorship? That depends. Let’s assume that your last name is Miller and you wake up one morning and decide to start a lawn care business (hopefully you have done more planning than this). If you name the business Miller’s Lawn Care, you are in business.

If you decide you would like a more creative name for your business, you will have to register this "Fictitious Name" with the Pennsylvania Department of State (Corporation Bureau) and list the approved business name in a local newspaper and a legal journal. Your business name is considered “fictitious” if it does not include your last name, or if it includes words that suggest additional owners such as “& Company,” or “& Sons.”

If you have employees, you will also need to contact the IRS to obtain an Employer Identification Number (EIN), and the Social Security Administration informing them of your status. Depending upon your industry you may also need to obtain certain types of licenses.

Sole proprietorships have several very attractive advantages over some other forms of business. In addition to being easy to start, sole proprietorships give owners the most flexibility (no one else to answer to), allow owners to retain all profits (after taxes), and are easy to dissolve (when the time comes to close a business).

There are also disadvantages to being a sole proprietorship. One of these stem from the fact that there is no legal distinction separating the business from the individual. This can become a major issue if your company ever gets sued. For example, if an employee fails to dilute a powerful lawn treatment chemical prior to spraying a lawn, your business can be sued for any damages caused to the property. If you have no liability insurance, or if damages exceed your insurance limits, the assets of your business will be at risk. If the accident causes personal injury, damages can be very high and the violated homeowner can go after your personal assets if the liquidated assets of your business do not fully compensate the injured party.

Other disadvantages of forming a sole proprietorship include limited ability to raise capital (only one individual’s collateral to borrow against), possible management deficiencies (if management is not your forte), and lack of long-term continuity (the death of the owner tends to terminate sole proprietorships).

Businesses can change their structure as they grow and business needs evolve. If you add owners, you can form a partnership. Be aware, however, that partnerships also expose the owners to liability issues. Corporations provide the greatest personal liability protection. To limit liability exposure, consider forming an S-Corporation.

The best option for your business depends upon a variety of factors. Discuss your options with a qualified business advisor, attorney, or CPA.

Posted on January 17, 2004 4:40 PM | Permalink | Comments (117)

January 31, 2004

Most experts agree: Use a business plan!

by Bruce A. Love

Before starting a business, experts strongly recommend developing a business plan. The purpose for such a plan is to create a roadmap for achieving success for your business.

Business plans detail every aspect of the business, areas such as products sold, production plans, legal structure, marketing efforts, and financial projections. A good plan also describes the industry in which your organization competes. By studying the major competitors in your industry you will get a better understanding of the total market potential, and will be able to set goals based upon market share.

Business plans also include an evaluation of the organization’s internal strengths and weaknesses, and market threats and opportunities. We recently referred to this as a SWOT analysis. It is important to remain objective and honest regarding your strengths and limitations. Acknowledge organizational weaknesses and develop plans to improve upon them. Recognize market threats and develop a marketing mix to combat them.

Because many lending institutions require business plans to be submitted along with loan applications, use your plan to make a strong case for the success of your venture. When submitting your plan to a bank, make sure that the weaknesses you have identified in the plan are minor and easily remedied. Yes, businesses put together multiple business plans – one to use internally, and one to show other interested parties such as banks. Many lenders evaluate more than just the feasibility of your business idea. A well-written business plan also demonstrates your organizational skills to potential investors.

Business plans should be written declarations of corporate goals. Countless times I have encountered business owners who tap their heads and say, “My business plan is right here.” Unfortunately, an entrepreneur’s head is not the safest place to keep something as valuable as a business plan. You will find that by putting your plan on paper, you will be much more likely to create and stick to well-designed strategies.

Business plans should be flexible, yet provide a strong foundation upon which you will build successful marketing strategies. That sounds like an oxymoron. How can a foundation be strong, yet flexible? People in California understand this concept. Skyscrapers are built on flexible foundations so that when earthquakes occur, they sway with the impact rather than tumble to the ground. Likewise, your business plan should not be so rigid that you stick with it even when faced with new hostile situations in the market environment. Try to plan for contingencies.

Business plans vary in content and structure. I have worked with successful business plans that have had fewer than 20 pages and others with more than 200. Below is a general outline that I use to organize business plans:
Part 1 Executive Summary
Part 2 Description of Business
Part 3 Products and Services
Part 4 The Market
Part 5 The Marketing Mix
Part 6 Competition
Part 7 Location (of business)
Part 8 Operational Plans
Part 9 Management and Personnel
Part 10 Milestones
Appendixes (include financial statements and projections along with supporting documents)


After completing your business plan, use it! It is not a document to be left on the shelf. Periodically review, and occasionally modify the content in your plan. Stay true to the spirit of your original plan, however. By doing so you will be able to anticipate the seismic disturbances that your industry thrusts upon you, and learn to sway with the changes rather than crumble to dust.

Posted on January 31, 2004 4:42 PM | Permalink | Comments (15)

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