#business for sale
“Happy Sellers” Testimonials – VIEW MORE
We have been delighted with the results from our pubs for sale/tenancy advertising campaign on Daltons. We have carried out lots of good quality interviews from Daltons enquiries and have signed up 2 new licensees already.
Daltons has been and continues to be at the centre of our marketing campaign and has proved itself time and time again as the most successful business for sale online advertising marketplace we use.
John Hatt,Director at Business Partnership
Thank you so much Daltons, I ve now sold my retail shop business. It was the best 400 I ve ever spent.
We have been long time advertisers with Daltons Business and the website has always generated a very good response for us.
#business phone systems
Find the Right Small Business Phone System
What to Know When Buying a Small Business Phone System
Small business phone systems are available in a variety of configurations, offering an ever-growing range of features and benefits. Most modern small business phone systems today run on Internet Protocol (IP) networks the same network they use to connect employees, devices, and information resources.
But how do you find the right small business phone system for your company? And what’s the best way to deploy it?
Here are a few key considerations when evaluating and implementing a new small business phone system.
Understand What Your Users Need
The right small business phone system can give your people the tools they need to be more efficient. Does your workforce need easy access to mobile communications or video? Do workers need one phone number that simultaneously rings on multiple devices?
Features and capabilities available include:
- Mobile softphones, for using a computer as a phone
- The ability to make and receive calls from smartphones or tablets
- Video or web conferencing support
- Automated attendant
- Paging and intercom
You can also get unified messaging, with notifications by email, text message, or phone. Instant Messaging and Presence technology, other popular features, help you quickly identify the people available within your organization and reach them at any given time.
Reduce Your IT Costs
Today’s small business IP phone systems can consolidate essential communications and collaboration capabilities onto a single server solution. This reduces IT complexity and communications costs.
Be Prepared for Change
A new small business phone system can change the way you and your employees work and conduct daily business transactions. For example, using video, you can meet with remote staff, customers, suppliers and partners to enhance key relationships.
Talk to Your Trusted Advisor.
Consult with your local service provider or reseller to help ensure that your phone system’s features and capabilities will meet your company’s short- and long-term business goals.
The Cisco Business Edition 6000S provides all the essential communication and collaboration capabilities needed for your business. It is designed specifically to meet the needs of small businesses with up to 150 users. Cisco Business Edition 6000S offers an easy to deploy, manage, and use IP telephone system, plus much more.
#small business development center
Office of Small Business Development Centers | Resources
Small Business Development Centers (SBDCs) provide a vast array of technical assistance to small businesses and aspiring entrepreneurs. By supporting business growth, sustainability and enhancing the creation of new businesses entities, SBDCs foster local and regional economic development through job creation and retention. As a result of the no cost, extensive, one-on-one, long-term professional business advising, low-cost training and other specialized services SBDC clients receive, the program remains one of the nation’s largest small business assistance programs in the federal government. The SBDCs are made up of a unique collaboration of SBA federal funds, state and local governments, and private sector resources.
SBDCs provide services through professional business advisors such as: development of business plans; manufacturing assistance; financial packaging and lending assistance; exporting and importing support; disaster recovery assistance; procurement and contracting aid; market research services; aid to 8(a) firms in all stages; and healthcare information. SBDCs serve all populations, including: minorities; women; veterans, including reservists, active duty, disabled personnel, and those returning from deployment; personnel with disabilities; youth and encore entrepreneurs; as well as individuals in low and moderate income urban and rural areas. Based on client needs, local business trends and individual business requirements, SBDCs modify their services to meet the evolving needs of the hundreds of small business community in which they are situated.
SBDC assistance is available virtually anywhere with 63 Host networks branching out with more than 900 service delivery points throughout the U.S. the District of Columbia, Guam, Puerto Rico, American Samoa and the U.S. Virgin Islands. The 63 SBDC hosts include:
- 48 University-sponsored SBDC Hosts: 2 2 University Hosts are in Washington, DC (Howard University). and the U.S. Virgin Islands (the University of the Virgin Islands)8 Community college-sponsored SBDC hosts: Dallas-TX, UT, OR, NM, AZ, San Diego-CA, Los Angeles-CA, and American Samoa
- 8 Community college-sponsored SBDC hosts: Dallas-TX, UT, OR, NM, AZ, San Diego-CA, Los Angeles-CA, and American Samoa
- 7 State-sponsored Lead SBDCs (CO, IL, IN, MN, MT, OH, WV): Since 1990, Congress has required all new SBDCs be Hosted by institutions of higher education or Women’s Business Centers
Adriana Menchaca-Gendron has over 24 years of private and public sector experience. Prior to joining the Federal Government in 2004, she worked in the finance and insurance industries, both.
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Tools and Features
U.S. Small Business Administration, 409 3rd St, SW. Washington DC 20416.
Inflow Honored by Denver Business Journal – s Small Business Awards #how #to #finance
#denver business journal
Inflow Honored by Denver Business Journal s Small Business Awards
Inflow was honored by the Denver Business Journal as part of the inaugural Small Business Awards on April 19, 2016. This award sought out to recognize small businesses that have excelled. The awards were broken down into tiers according to the number of employees a given company reports.
Inflow placed fifth in the employee tier category of 21-29 employees.
Inflow has been dedicated to healthy and sustainable growth as a company, while creating a culture and work environment where all employees want to be starting with Mike Belasco, the President and CEO .
This dedication on the part of Inflow has allowed for employees to grow in their roles, expanding their knowledge bases and passing that value along to clients.
Photo courtesy of Denver Business Journal / Photographer Kathleen Lavine
Belasco, always quick to show appreciation to his team, said, Each of you is responsible for a piece of this and together we can accomplish great things!
This is the sixth consecutive year Inflow has been recognized by the Denver Business Journal for continued growth and success.
Denver Business Journal is one of Colorado s premier and long-standing news sources reporting on the Colorado business and economic sectors. The publication recognizes outstanding businesses and business leaders in different ways via awards and special lists. To learn more about DBJ, visit their homepage.
About Sara Downey Robinson
Sara Downey Robinson has a rich background in blogging, writing, storytelling and content management. Her freelance writing has appeared in numerous print publications and across the Internet.
Small Business Finance – Information and guidance on how to finance your business #business
#financing a new business
Every new business faces the challenge of finding the funding to sustain itself until it establishes a revenue and cash stream.
Starting Your Own Business
New business development is important because it creates much-needed jobs and generates economic activity, giving the economy a welcome boost. A number of organisations provide supports and advice for start-ups, including the Local Enterprise Office, Citizens Information and Enterprise Ireland.
Every new business faces the challenge of finding the funding to sustain itself until it establishes a revenue and cash stream.
These businesses need money to research new products and markets, to commission or produce feasibility studies and to pay employees as well as suppliers and other creditors.
Some businesses rely on money invested in the business by the founders themselves but most will need additional financing, whether it be grant support, external investors or bank/non-bank credit.
In this section we look at the financing options available to new businesses
#business development plan
Why do I need a business plan?
Entrepreneurs generally are described as risk takers who take chances based on a gut feeling. However, when you are investing money or asking another to invest money it requires careful planning and preparation. A business plan organizes all the necessary elements required to start a business and continue a successful business in a simplistic format. It is also the tool you will present to lenders to convince them to take a risk on your business and provide you with financing. Therefore, it must be extremely thorough and thought provoking.
Remember, aside from the general business plan objectives, every business plan is unique. Your plan should include all the relevant information, but be customized for your business. Finally, focus on the content and not the number of pages.
Once complete, the business plan should identify the expectations you have for your new or existing business. If you plan to utilize the plan to obtain financing, the completed plan should tell the story of your business to a potential lender. The plan should serve as a stand-alone document in that all business issues are addressed without requiring additional verbal explanation. Review your plan regularly and make appropriate changes when your plans and strategies change.
Below is an outline of the sections and pertinent information that should be included in a business plan. Remember to contact your local Small Business Development Center for assistance in developing and completing a business plan.
Writing a Business Plan
The following is a suggested business plan outline.
The business plan describes an entrepreneur s idea or a company s past and current operations and then demonstrates how the request for an investment or loan will enhance the company goals and reward the investor. However, the most important function of the business plan is to communicate your goals and guide your company.
1. Table of Contents with Page Numbers
2. Executive Summary (1 2 pages)
- Highlights major points of a business plan, including management team, market size, marketing strategy, strategic alliances, potential profits, dollar amount requested and proposed terms for repayment
- This section should be the LAST section written
3. Summary of the Business or General Company Description
- Explain the business
- Mission statement, company goals objectives, business philosophy
- Describe industry, overview of product(s) or service(s) offered, market and competition and management experience
- Company strengths and core competencies
- Legal form of ownership
4. Products or Services Offered
- Explain products and/or services in depth, pricing, fee structure, if applicable
5. Marketing Plan
(A) Market Analysis
- Target Market: Identify customer s, provide demographic information explaining their characteristics
- Industry Overview: Detailed analysis of market size, growth, major trends, etc.
- Competition: Detailed analysis of top 3 5 competitors (review of competitor s strengths and weaknesses)
(B) Marketing Strategy
- Explain in detail how your company will capture market share and your marketing/advertising public relations plan
6. Operational Plan
- Explain the daily operations of the business: location, equipment, legal environment, personnel, processes, etc.
7. Management and Organizational Plan
- Describe in detail your team s experience, strengths, job functions, and plans to fill gaps in management team
8. Financial Data 3 Year Financial Projections
- Cash flow, assumptions, income statement, balance sheet spreadsheets, break even analysis, sources and applications of funds.
9. Appendix, with supporting documents, contracts, letters of intent, research, etc.
Who has management responsibilities? Include the resumes of key managers as supporting documents. Include position descriptions for all key employees. List important advisors, such as attorney, accountant, banker, insurance agent, and advisory board or board of directors. Include estimated financial costs and necessary services provided.
Discuss methods of production or service delivery, product or service development, quality control, inventory control.
What is your credit policy? Do/will you sell on credit? What are the terms? Explain how you perform a credit check. What are your collection policies?
How many employees are required? What skills are necessary? Define the pay and personnel policies. Are there any position descriptions and/or training programs?
Equipment, Technology, Inventory
How much inventory is needed? What is its value? Why is that amount of inventory appropriate for your business and location? List your major suppliers and discuss any terms they extend to your business. What equipment and technology is necessary to operate the business?
Research and understand all legal issues. (Licensing, bonding, permits, insurance, zoning, government regulations, patents, trademarks, copyrights, etc.)
Describe exit strategies should the firm perform lower than expectations (personal or business). Will inventory be liquidated? Will you close the business or sell?
Financial Plan Projections
The financial plan provides the numbers that correspond to your written plan. Historical and/or projected figures should be included. In addition, you should always include a narrative explaining the assumptions you used to arrive at the dollar value of sales, expenses, etc. You must demonstrate that your numbers are reasonable. Detailed financial information is critical to the business planning process.
Start-up Expenses and Capital
Carefully calculate and categorize all start-up expenses including inventory, rent, etc. For example, what amount will be needed for renovations and equipment? Remember to include any cash you may need to operate and pay bills until the business begins generating cash. Provide a detailed list of equipment, furniture, and/or fixtures to be purchased. Include actual price quotes for larger items.
If yours is an existing firm, include the income statements, balance sheets and/or tax returns for the past three years.
Profit and Loss Projection (Income Statement)
Include a monthly profit and loss projection for at least 12 months of business operation. Be sure to provide a written explanation of assumptions used to develop your projections.
Cash Flow Projection
Include a monthly cash flow projection for at least 12 months of business operation. The cash flow projection differs from the profit and loss statement. Cash flow statements illustrate how much and when cash flows in and out of your business. Be sure to provide a written explanation of assumptions used to develop your projections.
Projected Balance Sheet
Your plan should include a projected balance sheet showing assets (things owned), liabilities (debts) and owner s equity. If yours is a start-up business, the balance sheet should show your financial position on opening day.
- Personal r sum s for owners and management
- Letters of reference
- Personal financial statements from all principals
- Contracts and/or letters of intent from suppliers and customers
- Copies of leases, licenses, permits, or any other legal documents
- Any document referred to within the plan but not included in body
Contact your local Kentucky Small Business Development Center for additional tips and templates for preparing an effective business plan. Your SBDC Consultant will provide assistance preparing and reviewing the business plan prior to meeting with lending institutions.
#small business finance
Small Business Finance Markets Report 2015/16
The Small Business Finance Markets Report 2015/16 shows that the market for small business finance is improving, however a number of challenges remain:
- A lack of businesses scaling-up is hampering UK productivity – there remains a need to stimulate a greater volume of scale-up businesses and SME exporters to counteract the UK’s lagging productivity. OECD data shows that Britain is near the bottom of the table for the percentage of businesses that grow to more than 10 employees after three years.
- A need to delivery further diversity in the small business finance market – there is an ongoing need to accelerate the evolution of a diverse and accessible range of finance options to drive competition and choice for smaller businesses. The four largest banks still account for 80% of the small business loan market in 2014, with many small businesses not looking at alternative finance options beyond their main bank.
- Supporting growing SMEs across all UK regions – the finance landscape remains uneven across the UK. To help rebalance growth, an increased availability of finance for smaller businesses across the UK is required. 71% of total SME equity investment is accounted for by London and South East based companies.
2015 Business Finance Survey: SMEs
This survey, undertaken by BMG Research for the British Business Bank, follows on from the previous 2012 and 2014 “SME Journey” surveys to explore SME awareness of different types of external finance and their experience of raising finance. We have extensively used the findings from this survey within our new Small Business Finance Markets 2015/16 report to assess how finance markets have changed.
Amongst the findings, this survey shows a continued increase in business awareness of alternative finance types, including peer-to-peer lending and crowdfunding. The research also shows that a higher proportion of SMEs are aiming to grow in the next 12 months (56%), compared to 46% in the previous 2014 survey.
2015 Business Finance Survey: Mid-caps
This survey, undertaken by BMG Research for the British Business Bank, assesses the characteristics of mid-caps (businesses with £25m-£500m annual turnover) and their experience of raising external finance. The survey finds that mid-cap businesses are more likely to use and seek external finance compared to SMEs, and are also more likely to obtain finance. In addition, a high proportion of mid-cap businesses (79%) are aiming to grow in the next 12 months.
Methodology Consultation: Assessing the Unmet Demand for SME debt finance
The British Business Bank would like to consult with interested stakeholders on appropriate methodologies for assessing the unmet demand for SME debt finance. The consultation seeks views on our proposed methodology and suggestions for alternative methodologies or additional data sources.
How to Get a Small Business Loan – Finance a Business – Wells Fargo
#getting a small business loan
Financing a growing business
Learn about financing options for small businesses.
Supporting both the operation and expansion of a growing small business often requires some additional financial support. Getting a small business loan or grant can help you bridge the gap when you need to make capital investments, increase your workforce, or move to a larger space. To help you decide which type of funding might be right for you, here are a few great small business-financing options:
Line of credit. Using a line of credit as working capital can make it easier for you to manage your cash flow as your income or expenses fluctuate. It allows you to borrow only the funds that you need giving you more control over the amount of interest you will accrue.
Business loans. For larger investments, it may be time for a term loan. Like a mortgage or personal loan, term loans come with fixed interest rates and monthly payments over a period of years. Unlike a line of credit, a business loan will provide you with a large sum of cash upfront. These loans can be ideal for expanding your space or funding other large investments.
Commercial loans. For established businesses that own commercial real estate, a commercial loan is another option. Like a home equity loan, a commercial loan allows you to borrow against the equity you’ve built in your business property. Depending on the value of the property and the equity you hold, this could mean more borrowing power.
Equipment loans. If you’re specifically looking for cash to fund the purchase of new equipment – including vehicles, manufacturing or production machinery, farming equipment, or other necessary equipment – then an equipment loan or leasing program may be what you need. Like business loans, equipment loans offer fixed interest rates and payment plans over a period of time.
SBA loans. Wells Fargo is the nation’s #1 provider (by dollar volume) of loans guaranteed by the US Small Business Administration – or SBA 7(a) loans. SBA 7(a) loans have longer repayment terms and lower down-payments than most conventional bank loans, and can be used for the purchase of owner-occupied real estate, business acquisition, equipment, or working capital. Wells Fargo also offers the SBA 504 program for larger, fixed asset purchases or construction.
Federal or state grants. Small business grants – money that does not need to be repaid – are limited and harder to secure than loans. State and federal business grants are funded by taxpayer dollars, and the money is awarded through a complicated legislative process. For more information on how to get a small business grant, visit www.grants.gov.
By knowing which small business financing options are available, you’ll have a better idea of where to turn when you’re ready to take your business to the next level.
Business insights from experts
Discover our comprehensive resource library, offering guidance and information to help you start, run and grow your business.
Wells Fargo Works for Small Business ®
Top 5 Small Business Loan Requirements – How to get a Small Business Loan
#sba loan requirements
Top 5 Small Business Loan Requirements
The time has come to expand your business with new employees, a larger location or a new product line. It’s an exciting time, but stressful because you’re not sure you have the cash reserves to manage the expansion.
For many small businesses, this situation calls for a small business loan a cash infusion that pays for itself, plus the interest, with the new opportunities and extra income it allows you to create.
Many of our Kabbage customers are new to small business lending. Though they’re familiar with personal loans, they only know the basics of small business loans and lines of credit. For those who “resemble that remark” and for more experienced folks who would like a review of how to get a small business loan here is your expert-researched, Kabbage-curated list of the top five small business loan requirements to get the best possible small business loan.
#1: Strong Credit
The bad news about small business lending is it can be hard to qualify for the best rates and deals. The good news is this decade has more options for good small business loans than any other time in history. You can choose between platform lending. traditional loans (like from a bank) and a variety of hybrid options available from local vendors or via the internet.
This flexibility doesn’t mean your company shouldn’t look as good as possible on paper. Your FICO credit score will figure heavily in any lending decision, so (if time permits) spend time grooming that number in the months prior to applying. Research what other metrics the lenders you want use, and groom them as much as possible, too.
If you have a major ding in your credit, like a repossession or string of late payments, be prepared to discuss them and why things will go better in the future.
#2: Solid Business Plan
Part of understanding how to get a small business loan is ensuring you have a solid business loan. You should have one of these anyway, since a strong business plan is a prerequisite for stellar business success. Traditional lenders will expect to see an updated, professionally prepared business plan as part of the lending process. Lacking one tells them you’re not ready for the “big leagues” and are a bad credit list.
Though platform lenders like Kabbage won’t insist on seeing your formal business plan, similar documents about your social presence, industry statistics and unique market advantages all of which are part of a comprehensive business plan will go into decisions about what to lend you and how much it will cost.
Either way, get a business plan together.
#3: Compelling Personal Resume
Traditional lenders want proof that the people responsible for running a business are qualified to do so, and part of that proof will be seeing the resumes for you and other principles like owners and executive officers. This resume should be as solid, well-edited and up-to-date as any resume you’ve ever sent out.
Consider: the purpose of a resume is to get you the job you want. The purpose of this resume is to get you the job of running the company you want, instead of the company you have.
Platform lenders don’t look at your traditional resume, but they will look at your business’ curriculum vitae in terms of performance metrics and social sharing. Take time to groom those items as substantially as you would a regular resume.
#4: Bulletproofed P L Statements
Like your business plan, you should have these anyway. You should be using your profit and loss statements as part of a robust monthly “vital signs” check for your business. If you’re not doing them, dig into your accounting software for half an hour. You’ll find a tool that compiles P Ls from your records. If you’re not using software to keep track of your financials get started on doing that.
Lenders of all stripes are looking for three things in your P L: reliability, professionalism and ethicality.
- Reliability – They want evidence that you will be able to make your promised payments, based on enough cash flow to cover the loan. If you don’t, the lender will assume that lending you money is too high a risk.
- Professionalism – Lenders presented with incomplete, inaccurate or hastily prepared P L statements will assume that your business is similarly disorganized.
- Ethicality – If you “fudge” your numbers to look better and get caught, you are done with that lender. The decision makers will assume that you cut ethical corners in other places.
#5: Knowledge of the Loan Needed
This is actually the first of the small business requirements that you should address, but we wanted to mention it last so it would be the freshest in your mind. Lending isn’t what it used to be – a situation where you went to a couple of banks, all of which offered the same basic products, and hoped they would agree to give you a loan.
Modern small business lending includes a wide array of traditional, platform and peer-to-peer options with wildly varying qualification requirements and rates of interest. Before you start working in earnest on the other four requirements for your loan, decide what kind of loan you need. That way you won’t waste time and effort preparing the wrong documents.
Do you have a tale of success or woe to share with the Kabbage community about when you aced a loan application or were embarrassingly unprepared? Share your story in the comments below.
#small business advice
The 5 Worst Pieces of Advice for Small Business Owners
When you’re starting a business, there’s no shortage of people eager to hand out advice. It seems that everyone, even someone you’ve just met, has an opinion on how you should be developing your product, running your marketing, handling your finances and much more.
I’ll be the first to admit that I’ve met some very smart people and have had great mentors over the years. Their contributions have been invaluable to my success. Yet after launching two companies over two decades, I’ve come across some terrible advice.
Below are the top five bits of advice that I could have done without.
1. “Hire people you know.”
I’ve had countless people tell me that it’s always better to assemble a team of “known quantities” — friends, colleagues or former employees whom you know and trust. But I’ve discovered that for me, the best hiring decisions are based on the specific positions I need to fill at that moment in time. In other words, I need to focus on the specific expertise and skill sets the company needs, rather than trying to piece together how Jill, Sally and Joe will fit into the new business.
In addition, if things aren’t working out between an employee and your company, you need to part ways (and usually, the sooner the better). You may be more reluctant to let friends go, even if you know they aren’t good fits.
2. “There’s no room for you in the market.”
When my husband and I launched a legal document filing company the second time around, the field was quite crowded, with several big names and established players. Many people told us to find a new space because there simply wasn’t room for us to compete.
However, the key to business success doesn’t always hinge on finding a completely empty field; rather, it’s how you define your company and its place in the market. Starbucks wasn’t the first company to sell coffee, but they did revolutionize the coffee shop by selling an experience along with a caffeine fix. Still, numerous boutique coffee shops are able to open and thrive today, even though there’s a Starbucks around the corner.
Rather than struggling to come up with a brand new idea, take a look at your target industry and see where there’s a void to be filled. Figure out the best possible way to fill that need and run with it. You don’t always have to blaze a new trail, but you need to know who you are.
3. “You have to be cheaper than the other guys.”
I admit that my husband and I fell into this pricing trap with our company. We felt that the only way we could compete with the “big guys” was to undercut them on price. So, we dropped our prices. Our business grew, customers were happy, more customers came in, yet we were nearly losing money with every new order.
Many young companies feel the pressure to discount their prices heavily in order to win business. While customer acquisition is important, attracting customers at unsustainable price levels will just result in a race to the bottom. I’ve learned that you’re better off in the long run to focus on how to bring more value to customers, rather than simply slashing your prices. After all, someone will always be able (or willing) to absorb a lower cost than you. You’ll need to find a new way to stand out, and then work as hard as you can to be exceptional in those differentiating areas.
4. “Social media is free.”
Over the past several years, I’ve had people tell me that starting a small business today is much easier than a decade ago, because of all the free marketing on Facebook. Twitter and Yelp. Sure, you don’t have to spend a dime to join Facebook, create a Twitter account or start a blog. But, I think a more apt comparison is that social media is free like a puppy. It may not cost much to bring a shelter puppy home, but from day one, it’s an endless whirlwind of training, toys and treats.
Likewise, social media is far from free once you factor in the blood, sweat and tears it demands. From developing fresh content to keeping up conversations, social media requires nonstop commitment once you start. Unless you consider your time (or the time of your employees) worthless, then there’s a significant cost involved with social media.
5. “You have to spend money to make money.”
This cliché never applied to our business, particularly at the beginning. We set up shop in our apartment and did everything we could to keep expenses down. Sometimes we thought things would be better if we just had the money for X, Y or Z. But it’s risky to think that throwing money at a problem is your silver bullet. Sometimes, creative thinking and strategy work far better than a checkbook.
We had to learn the difference between spending money and investing in the business. Certainly, money can scale a business faster, but only when you spend money on those things that will produce more money in return.
People will always give you advice — some good, some bad. The key is to never forget that you are running the show. Other people’s opinions should always be viewed through the context of your own experiences, convictions and value system.
Final decisions are always up to you, so there’s no blaming someone else for bad advice.