Getting Started In Small Business For Dummies - Australia and New Zealand, 3rd Australian and New Zeal E-Book

Veechi Curtis

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch
• Veröffentlichungsjahr: 2016

Seitenzahl: 235

Beschreibung

Make a big splash in small business Have you always wanted to know what it takes to run a successful small business? This easy-to-follow guide offers everything you need to get started. From learning how to create a strong business plan to understanding your financial statments, you'll find expert advice and guidance to turn that next great business idea into a thriving venture. Inside... * Develop a smart strategy * Grasp legal jargon * Register your business * Market strategically * Pinpoint your customers * Research your rivals * Get your books in order * Take on your first employee * Boost your profits

Leseprobe

Getting Started in Small Business For Dummies®, 3rd Australian & New Zealand Edition

Published by

John Wiley & Sons Australia, Ltd.

42 McDougall Street

Milton, Qld 4064

www.dummies.com

Copyright © 2017 John Wiley & Sons Australia, Ltd.

The moral rights of the author have been asserted.

National Library of Australia Cataloguing-in-Publication data:

Author:

Curtis, Veechi, author

Title:

Getting Started in Small Business For Dummies / Veechi Curtis

Edition:

3rd Australian and New Zealand Edition

ISBN:

9780730333920 (paperback.) 9780730333937 (ebook)

Notes:

Includes index

Imprint:

For Dummies

Subjects:

Small Business — AustraliaSmall Business — New Zealand New Business Enterprise — Australia New Business Enterprise — New ZealandSuccess in Business

Dewey Number:

658.022

Trademarks: Wiley, the Wiley logo, For Dummies, the Dummies Man logo, A Reference for the Rest of Us!, The Dummies Way, Making Everything Easier, dummies.com and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates in the United States and other countries, and may not be used without written permission. All other trademarks are the property of their respective owners. Wiley Publishing Australia Pty Ltd is not associated with any product or vendor mentioned in this book.

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Getting Started in Small Business For Dummies®

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Table of Contents

Cover

Introduction

About This Book

Foolish Assumptions

Icons Used in This Book

Where to Go from Here

Part 1: First Steps

Chapter 1: Is Small Business for You?

Working for Yourself — A Dream Come True?

Working for Yourself — Reality Strikes

Getting the Timing Right

Staying Safe or Inventing the Wheel?

Getting the Government to Help You

Chapter 2: Buying a Business

Weighing Up the Good and the Bad

Asking the Right Questions

Building a Relationship with the Seller

Dotting Your I’s, Crossing Your T’s

Part 2: Jump In, Get Wet

Chapter 3: Planning for Success

Getting Started with Your Plan

Assessing the Environment

Declaring Your Battle Plan

Charting a True Course

Presenting Financials

Chapter 4: Getting the Legals Right

Picking a Business Structure

Matching the Name to the Game

Protecting Your Ideas and Your Name

Registering with the Powers That Be

Chapter 5: Creating Your Marketing Plan

Laying Down the Elements of Your Plan

Defining Your Target Market

Analysing Your Competitors

Setting Sales Targets

Creating Strategies to Support Your Targets

Part 3: The Nitty-Gritty

Chapter 6: Becoming an Employer

Becoming an Employer: The First Steps

Meeting Minimum Pay and Conditions

Playing Safe and Playing Fair

Chapter 7: Cooking the Books

Setting Off on the Right Track

Creating a Bookkeeping System

Tracking How Much You Owe

Chapter 8: Understanding Financial Statements

Telling a Story with Your Profit & Loss Report

Taking a Snapshot with Your Balance Sheet

Why Profit Doesn’t Always Mean Cash

Budgeting As If You Mean It

Chapter 9: Calculating Margins and Ratios

Understanding Profit Margins

Analysing Margins for Your Own Business

Estimating Your Break-Even Point

Part 4: The Part of Tens

Chapter 10: Ten Things to Do If You Hit Hard Times

Work Out How Bad Things Really Are

Get Breathing Space

Innovate!

Slash Those Expenses

Pull Back Personal Spending

Get Rid of Dead Weight

Chase Up Overdue Accounts

Run Special Offers

Re-Jig Your Margins

Don’t Be a Shag on a Rock

About the Author

Connect with Dummies

End User License Agreement

Guide

Cover

Table of Contents

Begin Reading

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Introduction

I believe that pretty much anyone is capable of running their own business. You don’t need to be a qualified accountant in order to understand your deepest, darkest finances, and nor do you need to be a marketing guru in order to sell your wares to unsuspecting victims. Instead, all you need is a bit of cash, a willingness to work hard and lots of straightforward advice. This book provides the straightforward advice bit — in bucketloads.

Most people have lots of questions when starting out in small business: Are you best to start from scratch or buy a business that’s already up and running? Should you stick to being a sole trader, or incorporate as a company? How do you go about taking on your first employee? What about financial reports, budgets and tax? I try to answer all these questions, and more.

Getting started in your new venture is probably one of the most exciting and creative stages in your life. You get to call your own shots, be your own boss and create something that really belongs to you. Although small business can be a roller-coaster journey at times, the rewards are well worth the ride.

I hope you enjoy this journey, and wish you the very best of luck.

About This Book

This book is designed so you can pick it up at any point and just start reading. Perhaps you want to know about hiring your first employee (Chapter 6) but you’re not the least bit interested in legal structures (Chapter 4). That’s fine — just skip the first five chapters and start off from where you want to be.

Each chapter covers a specific part of running your own business, including business set-up and planning, marketing and people management, money stuff and bookkeeping. I mix advice and explanations with lots of references to other resources, including things such as government assistance programs, useful publications and handy websites.

Foolish Assumptions

When you work with small business, you learn to assume nothing. I see everything from clients who time all strategic decisions to fit with the stars (no kidding!), to multimillion-dollar enterprises that have grown out of nothing in a matter of months.

So, in this book I try to assume very little about you. You don’t need to know anything about bookkeeping, marketing, tax or computers, and I try to explain all concepts in the simplest possible way. I focus on the kinds of things I reckon most small businesses are concerned about, combining positive advice about promoting your business and planning for success with practical guidance about the really tricky stuff — like digging yourself out of financial difficulties.

Occasionally, I mention rough dollar costs for things such as set-up expenses or software expenses. I don’t attempt to distinguish between the Aussie and Kiwi dollar because any costs I mention are approximate in the first place.

Icons Used in This Book

Want to be streets ahead of the competition? Then look for this handy icon.

Get out your calculator and start doing those sums. This icon flags money stuff, highlighting vital information for anyone with an eye for making a dollar or two.

Tie a knot in your hankie, pin an eggtimer to your shirt but, whatever you do, don’t forget …

This icon flags tricky, slightly nerdy stuff that’s nice to have, but that you can probably live without!

This icon indicates handy advice or insights into how to improve your business or make life easier.

If you can’t learn from history, you’re doomed to repeat your mistakes. Real-life stories from businesses and people who’ve been there provide all the history lessons you could ever want.

A pitfall for the unwary. Read these warnings carefully (then you can’t say no-one told you …).

Where to Go from Here

Getting Started in Small Business For Dummies isn’t a gripping novel to be read from cover to cover. Each section is designed so you can skim through it quickly, find the answer to whatever you want to know, and then set aside the book until next time.

However, if you’re new to business and you’re just getting yourself on the road, I suggest you read Chapters 1, 2 and 3 before doing much else. That’s because some of the decisions you make when getting started affect everything else that follows, and if you can get off to a good, clean start, your chances of success are going to be that much higher.

Part 1

First Steps

IN THIS PART …

Find out whether you’re ready for the changes in your life that starting your own business brings.

Decide whether to buy an existing business, or start from scratch.

Chapter 1

Is Small Business for You?

IN THIS CHAPTER

Working for yourself — the good things that make it all worthwhile

Working for yourself — the bad things that no-one wants to talk about

Making sure the time is right (now, where is my crystal ball?)

Figuring out your business strategy

Digging up government advice, free of charge

I love small business. For me, small business is about believing in yourself, being passionate about what you do and creating opportunities. Our culture of getting up, getting out and giving it a go fits perfectly with this entrepreneurial existence, explaining why so many Australians and New Zealanders are hooked on the self-employed way of life.

Although starting your own business can be daunting at first, the everyday challenges don’t leave you with much time to regret your decision. Besides, being self-employed is a pretty addictive thing: Working your own hours, being responsible for your decisions and raking in handsome profits (here’s hoping) are just some of the attractions of being your own boss.

In this chapter, I talk about what it means to start your own business. I take you on a roller-coaster ride over the highs and lows of small business terrain (for every upside to being out there on your own, a downside exists, too), through to making the decision when to actually ‘open shop’. After all, the success of any venture depends on timing — the best time for the business, the best time for the economy and the best time for you.

So put on your stackhat, hold on tight and get ready for the trip of a lifetime …

Working for Yourself — A Dream Come True?

If you ask most small business people what they like the best about working for themselves, you’re likely to get a pretty cynical reply — something about the delights of working for peanuts and the thrills of doing bookwork in the wee hours of the night. But dig a little deeper, and most self-employed people warm to the question.

Doing what you love to do

Doing what you’re passionate about has a lot going for it. If you want to play the trumpet day and night, you’re likely to be happiest as a professional musician. If you love hanging off cliffs on the end of a rope, you’re going to dig being a climbing instructor. And if you’ve never quite gotten over your LEGO phase, you probably need to go and build houses.

Happy people love what they do for a living. Besides, being self-employed is often the only way you can get to do just that. (Nine-to-five jobs tend to be rather thin on the ground for trumpet players or climbing instructors!)

Earning pots of money (here’s hoping)

With many trades and professions, your income always has a pre-defined upper limit, no matter how hard you work — teachers, carpenters or nurses on the regular payroll are limited in the amount of pay they can get. However, by setting up your own business, whether you’re tutoring private students, building house extensions or doing private home nursing, your earning potential immediately increases.

Statistics that compare the taxable income of self-employed individuals with those of employees working in similar industries or professions are hard to come by. However, if you start up a low-risk kind of business — home-tutoring, for example — the financial benefits of becoming self-employed are small but relatively guaranteed. On the other hand, if you start up a high-risk business — say, launching a new invention — you could end up losing everything you have. Or, you could just wind up a millionaire.

Being your own boss

No-one is going to dispute being your own boss is fantastic. And no matter how much you stuff things up, no-one can give you the boot — except perhaps your customers — leaving you with a feeling of security that’s hard to beat. Here are some other reasons being your own boss feels so good:

You get to set your own rules:

Your rules may involve anything from setting enormously high standards, to declaring mufti days seven days a week.

You choose when (and how often) you work:

Of course, choosing when you work often means working 24 hours a day, seven days a week. However, in theory you can pick and choose which hours you work and when you take holidays.

You follow your own instincts:

You can do what you think is right, as opposed to doing what someone else thinks is right. I know firsthand how frustrating it is to be forced to do stuff the wrong way, or the slow way, just because the person who is giving the orders happens to be your boss.

You can use your conscience:

You can make decisions that may not be the best from an economic point of view, but are good decisions in terms of your own conscience. For example, before listing as a public company, and way before solar energy became fashionable, MYOB Australia installed solar power throughout its Melbourne headquarters. At the time, this decision wasn’t the most cost-effective strategy in terms of electricity, but one that was in keeping with the ethics of the partners.

You can take risks:

When you’re self-employed, you can take risks that you may not be able to otherwise take. Thousands of successful businesses have been started by former employees who went out on their own because their employers didn’t believe in the viability of their new ideas.

You can provide employment for family members:

Being in a business team with your family, and being able to provide employment when it’s needed, can be one of life’s most satisfying experiences. (Of course, it can also be one of life’s most frustrating experiences, but I’m not going there right now.)

You can realise your dreams:

No business book is complete unless it mentions dreams. Nothing beats putting your heart and soul into what you believe in.

Staying home

Something quite satisfying permeates your core when you can take business calls while sitting on the verandah in your slippers and daggy old dressing gown. I love walking to my ‘office’, ten seconds down the hallway, rather than commuting two hours by train to the city. And I also find it rewarding (in a frustrating, interrupted kind of way) being there for the kids whenever they need me.

According to both the Australian Bureau of Statistics (ABS) and Statistics New Zealand, home-based businesses make up almost two-thirds of all the small businesses in Australia and New Zealand, reflecting part of an international trend towards more businesses operating from home (a trend presumably partly fuelled by improvements in technology). Home business is the spawning ground from which larger businesses are born, including iconic brands like Billabong, Navman, Pumpkin Patch, TradeMe and many more.

However, being the owner of a home-based business comes with its own set of particular challenges, such as cereal getting spilt on business contracts or kids howling in the background. For lots of different perspectives on what running a business from home can mean, check out the following:

www.bizbuzz.co.nz

, the web page for Home Business New Zealand, provides info, support and resources to home businesses throughout New Zealand. Lots of articles and handy links make this site a great reference.

www.dynamicbusiness.com.au

, the web page for the Dynamic Small Business Network, is an online resource for small business owners and entrepreneurs. The site provides webinars, e-books, podcasts, networking opportunities, events and seminars, and many other resources to get you started and keep you going.

www.flyingsolo.com.au

is an online resource for anyone going it alone in business, with hundreds of articles, lots of free tips and tools, and a weekly newsletter.

www.sba.ato.gov.au

forms part of the Small Business Assist program run by the Australian Taxation Office, and provides tax information relevant to your new venture.

www.smallbiz.nsw.gov.au

is run by the Office of the NSW Small Business Commissioner and has a wide range of resources, programs, news and events. Handy even if you don’t live in the rarefied atmosphere of New South Wales.

www.sustainable.org.nz

is another good New Zealand site devoted to creating and supporting sustainable businesses, which they define as those integrating ‘economic growth, social equity and environmental management’.

Working for Yourself — Reality Strikes

An acupuncturist once said to me: ‘When you work for yourself, you work for a real bastard. No holiday pay, no sick pay, no bonuses — long hours, filthy pay and no promotion.’ As I lay on the couch, needles sticking out of my ears and my navel, I reflected on my then 60-hour weeks and pitiful bank balance. I had to agree with him.

Teetering on the edge

As the years have passed by, I’ve developed a sniffer-dog instinct for which businesses are likely to succeed, which are going to struggle and which are doomed to fail. Although I usually wish I wasn’t so chillingly accurate (especially when I predict failure), occasionally life delivers a surprise — the success of an over-priced French restaurant with a mad chef, or the survival of a bed and breakfast in the back of beyond.

Running a business is an inherently risky game. Sometimes, this risk makes things exciting and, other times, just plain old scary. Of course, business success is a fantastic feeling but, on the other hand, failure can be quite catastrophic. You can lose your house, your job, even your family, all in the one hit — not to mention experience the disillusionment of having precious dreams crushed by harsh reality.

How well you cope with risk depends on your age, personality and health. Certainly, investing your life’s savings in a new venture is infinitely scarier when you’re 60 than when you’re 30. I recommend you always minimise risk by keeping a tight control on your finances, a topic I explore in detail in Chapters 7 to 9.

Working night and day for little pay

Unfortunately (or maybe fortunately), the brilliant business ideas that earn $10 million in the first year are very few and far between. For most people, the only sure-fire way to succeed is to work loooong hours, taking the roles of cleaner, bookkeeper, salesperson and managing director all in one.

Aussie ABS stats (and I imagine things are pretty similar in New Zealand) show that 60 per cent of self-employed owner-operators work more than 35 hours a week, including 32 per cent who work 50 hours a week or more.

One of the hardest things about being self-employed is staying motivated. Not just in the first year, where everything is interesting and different, but year after year after year. Of course, as your business grows, you can hopefully employ staff to help (Chapter 6 talks more about becoming an employer). Ideally, you can arrive at a point where your business earns money, even if you’re not working in it every day of the week.

On the other hand, I know lots of people who only work at their business part-time, yet they’re very successful, including artists, counsellors, party-plan distributors and freelance writers. Even if you work just one day a week on your business, you can derive an enormous amount of pleasure from it. After all, success is measured in many ways, not just in dollars.

Weathering feast and famine

Sometimes, the highs and lows of small business profits make even the government railway services look reliable. A bumper year, and the bank account is rosy. Then you lose a client or two, interest rates go up, and before you know it, you’re wondering how to pay the rent.

Some consultants advise you not to expect to make any money at all in your first year of business, and to have savings put aside to pay for your living expenses during this time. Such advice is prudent, but the truth is that sometimes businesses take even longer than a year before they make a profit, and even businesses that have been cruising along happily for years can strike hard times.

I used to find the feast and famine of running my own business very stressful, but I’m getting better at managing this dichotomy as time goes by, even managing to put money aside when things go well. How you cope with the effect of this insecurity depends not only on your personality, but on your family commitments as well.

Getting the Timing Right

Weighing up the good and the bad about being self-employed is tricky enough, but when you add the ‘you’ factor into the mix, you may decide to rethink some issues. You have to not only consider your own skills and expertise, but also ponder whether you have the timing right: The right timing for the business idea, the right timing for you and your family, and the right timing for the business environment.

Timing it right for your idea

An experienced entrepreneur once said to me: ‘If real estate is all about position, position, position, business is all about timing, timing, timing.’ He’s right, of course. If you were selling Edwardian corsets at the turn of the 20th century, chances are your business would be successful. Try to sell the same corsets for a living these days, and it would be slim pickings indeed (although your customers would be a pretty interesting bunch of folk).

If you’re not sure whether now’s the right time to start your business, consider the following:

Fickle fashions: Humans are capricious creatures and what’s hot today may be ice-cold tomorrow. Whether the latest craze is kids going nuts about the latest Disney action doll or adults getting worked up about a big sporting event, make sure you’re not the one who suffers when everyone gets bored and tired. Try to jump on the bandwagon near the beginning or during the build-up — don’t leap in at the peak.

Industry trends:

The difference between a trend and a craze may seem hard to pick at first, but the difference is both real and important. Be aware of trends in your industry and capitalise on opportunities. For example, the long-term and growing interest in organics and natural lifestyles is a positive trend that indicates a whole host of business opportunities.

Lead times: If you’ve got a long lead time for your project, research the project well. I remember a client who decided to build storage units in a busy country town. The demand seemed guaranteed, because there weren’t any at that time. Three years later (after prolonged development applications through council and a $250,000 construction), the units were ready. The only snag was two other developers opened units that same year, creating a glut of supply and fierce price wars.

Bleeding edge or cutting edge?

You may love being leader of the pack, but creating a product or service that customers aren’t ready for yet is pointless.

Seasonal variations: If you’re planning a business that is highly seasonal, factor this aspect carefully into your timing when making your business plan. Give yourself time to plan carefully for the peak season so you can take full advantage of that period.

Timing it right for you

Of course, good timing is not just a question of whether the outside world is ready and eager for what you have to offer. Good timing is also about how ready you are, personally. Consider the following:

Experience:

For example, if you’re looking at buying a nursery, do you have horticulture training as well as hands-on retail experience? If you’re considering going freelance as a consultant, do you have enough consulting experience and contacts behind you? In

Chapter 2

, I explore the issue of whether to start a business from scratch, or whether to buy an existing business. Do you have enough experience to plunge into this kind of business?

Planning:

I recommend you don’t even consider starting a new business without first drawing up a business plan. In fact, creating a business plan is so important that I dedicate all of

Chapter 3

to this very topic.

Capital: Don’t start a business without enough capital behind you. Starting a business with insufficient capital is like competing in a marathon when you didn’t sleep the week before.

Age, health and stamina: