election may 14 2013 30 minute business plan june 11 2012 office suite x

30-Minute Business Plan

Elect P. Anna Paddon
PAZ-Paddon Development
Email: [email protected]

Crofton-CowichanBC Election May 14 [email protected]

If you dont know where you are going, any road will take you there

Plan of Action

Goals Specific: BC Election Office May 14 2013

Measurable: Collect 75 Registered Cowichan Residents Nominations

Time Oriented: Canvas Cowichan Residents and Industry for Election Support MLA & Strait of Georgia Crossing Tunnel & Island. Constitution Tunnel, Constitution Island, & Constitution Tunnel Tribal Island Midway Station and Renewable Sustainable Energy Corporation.

We Need A Game Plan & Plan of Action Volunteer Your Services and Time To Elect P. Anna Paddon Your MLA For Cowichan-Crofton & District.

Plan of Action
Four Core Processes of Budget Preparation.
Pre - Post BC Provincial Election May 14 2013

Goals

Specific: Annual Recurring Expenses.

Measurable: Corporations Energy Transportation

Time Oriented: Strait of Georgia Crossing Tunnel Formulating expenditure policies.

Allocating resources in conformity with both policies and fiscal targets.

This is the main objective of the core processes of budget preparation.

Addressing operational efficiency and performance issues.

Setting up the fiscal targets and the level of expenditures compatible with these targets is the objective of preparing this macro-economic framework.

Plan of Action

Plan of Action
3.1 Provincial and Territorial Registration
You will likely have to register your corporation in any province or territory where you carry on business. Registration is different from incorporation. A corporation may incorporate only once, but it may register to carry on business in any number of jurisdictions. Carrying on business in a province or territory can mean running a business there; having an address, a post office box or phone number there; or offering services or products there in order to make a profit. Provinces and territories often require corporations to register within a few weeks after incorporation. You may have to pay a fee for registration.

Strategies

Long Term2-3 years

Short-TermNext 12 months: Annual Monthly

Recurring Expenses:. Office: Services Business Office Supplies Equipment; Information Technology, Marketing, .

Plan of Action

Measures

BaselineCurrent Experience:

College International Organization; United Nations Mini UN Participant; British Columbia Geography Industry, Town and City Building;

Owner of Secondary School Student Business.

Sales businesses: Regal, Welcome Wagon,

Volunteer Fund-raising Area Managerial Mothers March, Canadian Cancer Society, Salvation Army Red shield Appeal, BC & Yukon Heart & Stroke Foundation, Canadian Kidney Foundation, Canadian Diabetes Assn.,

What Gets Measured Gets Done

BaselinePlans For Transportation

BaselinePlan For Education Univ. 200 Level No Tuition

BaselinePlans For HousingUrban DevelopmentAgricultural Preservation

A set of initialobjectives must be defined to establish a preliminary baseline scenario, but the finalframework requires a progressive reconciliation and convergence of all objectives andtargets. Considering only one target (e.g., the fiscal deficit) in this iterative exerciserisks defining other important targets as de facto residuals.

Plan of Action

Measures

Baseline: Establish a preliminary transparent baseline budget debits/expenses savings/credits for a one year plan and a five year plan.


A set of initialobjectives must be defined to establish a preliminary baseline scenario, but the finalframework requires a progressive reconciliation and convergence of all objectives andtargets. Considering only one target (e.g., the fiscal deficit) in this iterative exerciserisks defining other important targets as de facto residuals.

Plan of Action

Measures To Establish Our Goals Must Be Planned:

Baseline

Tools in Place


Plan of Action

Budget

Money: Salaries of permanent civil servants, the pensions to be paid to retirees, debt service costs, and the like, are not variable in the short term

ResourcesPeople:

Process:

An annual budget is too short for the purpose of adjusting expenditure priorities and uncertainties become too great over the longer term.

Costs can be adjusted, butOften only marginally. The margin of manoeuvre is no more than 5 percent of total expenditure.

Plan of Action

Budget

Money$100,000.00 Short Term 12 Month Estimate Expenditure

future recurrent costs of capital expenditures;

funding needs of entitlement programs (for example debt service and transfer payments) where expenditure levels may change, even though basic policy remains the same;

Contingencies that may result in future spending requirements (for example government loan guarantees

Annual Budgeting Under

Constrained Circumstances

Rapid spending adjustments reflect changing circumstances will tend to be across-the-board ad hoc, focused on inputs and activities that can be cut in the short term, . not policy-based, they will not be sustained. (important public investment expenditures, residual public investment.)

Annual budgeting, and planning sectoral policies and budget allocations are weak. When necessary resources announced results in policy, but budget allocation short fails.

Plan of Action

Budget

ResourcesPeople:

Sprott-Shaw Students EMPLOYEE RECRUITS, PT Students.

Oceanview 203-335 Wesley Nanaimo BC Canada 250-824-5000, Office space equipped, annual lease, and serviced.

A..M. Dryden, Financial Planner, 680 Terminal Ave. Nanaimo, BC Canada, V9S-4K2. 250-716-7000, 1-877-716-7767

Process

Limited scope of multi - year expenditures estimates to the cost of existing programs, 60% of the budget must be available new investment as loan down payment for realty/asset purchase, programs:

http://www.bing.com/search?q=budget+resources+processes+and+people+&qs=n&form=QBRE&pq=budget%2520resources%2520processes%2520and%2520people%2520&sc=0-0&sp=-1&sk=

Plan of Action

Accountability

Who: Independent ?

WhenDeadline The BC Provincial Election May 14 2013 Is A Potential Date. We Must Produce A District Action Plan With The Other Electoral Districts.

Cowichan Economic Action Plan

Plan of Action

Corporate finance

Working capital

Cash conversion cycle
Return on capital
Economic Value Added
Just-in-time
Economic order quantity
Discounts and allowances
Factoring

Capital budgeting

Capital investment decisions
The investment decision
The financing decision

Sections

Managerial finance
Financial accounting
Management accounting
Mergers and acquisitions
Balance sheet analysis
Business plan
Corporate action

Societal components

Financial market
Financial market participants
Corporate finance
Personal finance
Public finance
Banks and banking
Financial regulation
Clawback

Accountability

Who

WhenDeadline

Capital budgeting (or investment appraisal) is the planning process used to determine whether an organization's long term investments such as new machinery, replacement machinery, new plants, new products, and research development projects are worth pursuing. It is budget for major capital, or investment, expenditures.[1]Many formal methods are used in capital budgeting, including the techniques such as

Accounting rate of returnNet present valueProfitability indexInternal rate of returnModified internal rate of returnEquivalent annuity

These methods use the incremental cash flows from each potential investment, or project. Techniques based on accounting earnings and accounting rules are sometimes used - though economists consider this to be improper - such as the accounting rate of return, and "return on investment." Simplified and hybrid methods are used as well, such as payback period and discounted payback period.Contents[hide]

1 Net present value2 Internal rate of return3 Equivalent annuity method4 Real options5 Ranked Projects6 Funding Sources7 External links and references

[edit] Net present valueMain article: Net present valueEach potential project's value should be estimated using a discounted cash flow (DCF) valuation, to find its net present value (NPV). (First applied to Corporate Finance by Joel Dean in 1951; see also Fisher separation theorem, John Burr Williams: Theory.) This valuation requires estimating the size and timing of all the incremental cash flows from the project. These future cash highest NPV(GE).The NPV is greatly affected by the discount rate, so selecting the proper rate - sometimes called the hurdle rate - is critical to making the right decision. The hurdle rate is the minimum acceptable return on an investment. It should reflect the riskiness of the investment, typically measured by the volatility of cash flows, and must take into account the financing mix. Managers may use models such as the CAPM or the APT to estimate a discount rate appropriate for each particular project, and use the weighted average cost of capital (WACC) to reflect the financing mix selected. A common practice in choosing a discount rate for a project is to apply a WACC that applies to the entire firm, but a higher discount rate may be more appropriate when a project's risk is higher than the risk of the firm as a whole. This is what net present value called.[edit] Internal rate of returnMain article: Internal rate of returnThe internal rate of return (IRR) is defined as the discount rate that gives a net present value (NPV) of zero. It is a commonly used measure of investment efficiency.The IRR method will result in the same decision as the NPV method for (non-mutually exclusive) projects in an unconstrained environment, in the usual cases where a negative cash flow occurs at the start of the project, followed by all positive cash flows. In most realistic cases, all independent projects that have an IRR higher than the hurdle rate should be accepted. Nevertheless, for mutually exclusive projects, the decision rule of taking the project with the highest IRR - which is often used - may select a project with a lower NPV.In some cases, several zero NPV discount rates may exist, so there is no unique IRR. The IRR exists and is unique if one or more years of net investment (negative cash flow) are followed by years of net revenues. But if the signs of the cash flows change more than once, there may be several IRRs. The IRR equation generally cannot be solved analytically but only via iterations.One shortcoming of the IRR method is that it is commonly misunderstood to convey the actual annual profitability of an investment. However, this is not the case because intermediate cash flows are almost never reinvested at the project's IRR; and, therefore, the actual rate of return is almost certainly going to be lower. Accordingly, a measure called Modified Internal Rate of Return (MIRR) is often used.Despite a strong academic preference for NPV, surveys indicate that executives prefer IRR over NPV[citation needed], although they should be used in concert. In a budget-constrained environment, efficiency measures should be used to maximize the overall NPV of the firm. Some managers find it intuitively more appealing to evaluate investments in terms of percentage rates of return than dollars of NPV.[edit] Equivalent annuity methodMain article: Equivalent annual costThe equivalent annuity method expresses the NPV as an annualized cash flow by dividing it by the present value of the annuity factor. It is often used when assessing only the costs of specific projects that have the same cash inflows. In this form it is known as the equivalent annual cost (EAC) method and is the cost per year of owning and operating an asset over its entire lifespan.It is often used when comparing investment projects of unequal lifespans. For example if project A has an expected lifetime of 7 years, and project B has an expected lifetime of 11 years it would be improper to simply compare the net present values (NPVs) of the two projects, unless the projects could not be repeated.The use of the EAC method implies that the project will be replaced by an identical project.Alternatively the chain method can be used with the NPV method under the assumption that the projects will be replaced with the same cash flows each time. To compare projects of unequal length, say 3 years and 4 years, the projects are chained together, i.e. four repetitions of the 3 year project are compare to three repetitions of the 4 year project. The chain method and the EAC method give mathematically equivalent answers.The assumption of the same cash flows for each link in the chain is essentially an assumption of zero inflation, so a real interest rate rather than a nominal interest rate is commonly used in the calculations.Y[edit] Real optionsMain article: Real options analysis

Real options analysis has become important since the 1970s as option pricing models have gotten more sophisticated. The discounted cash flow methods essentially value projects as if they were risky bonds, with the promised cash flows known. But managers will have many choices of how to increase future cash inflows, or to decrease future cash outflows. In other words, managers get to manage the projects - not simply accept or reject them. Real options analysis try to value the choices - the option value - that the managers will have in the future and adds these values to the NPV.

[edit] Ranked ProjectsThe real value of capital budgeting is to rank projects. Most organizations have many projects that could potentially be financially rewarding. Once it has been determined that a particular project has exceeded its hurdle, then it should be ranked against peer projects (e.g. - highest Profitability index to lowest Profitability index). The highest ranking projects should be implemented until the budgeted capital has been expended.[edit] Funding SourcesWhen a corporation determines its capital budget, it must acquire said funds. Three methods are generally available to publicly traded corporations: corporate bonds, preferred stock, and common stock. The ideal mix of those funding sources is determined by the financial managers of the firm and is related to the amount of financial risk that corporation is willing to undertake. Corporate bonds entail the lowest financial risk and therefore generally have the lowest interest rate. Preferred stock have no financial risk but dividends, including all in arrears, must be paid to the preferred stockholders before any cash disbursements can be made to common stockholders; they generally have interest rates higher than those of corporate bonds. Finally, common stocks entail no financial risk but are the most expensive way to finance capital projects.The Internal Rate of Return is very important.[edit] External links and references

^ Sullivan, arthur; Steven M. Sheffrin (2003). Economics: Principles in action. Upper Saddle River, New Jersey 07458: Pearson Prentice Hall. pp. 375. ISBN 0-13-063085-3. http://www.pearsonschool.com/index.cfm?locator=PSZ3R9&PMDbSiteId=2781&PMDbSolutionId=6724&PMDbCategoryId=&PMDbProgramId=12881&level=4. Capital BudgetingInternational Good Practice: Guidance on Project Appraisal Using Discounted Cash Flow, International Federation of Accountants, June 2008, ISBN 978-1-934779-39-2Prospective Analysis: Guidelines for Forecasting Financial Statements, Ignacio Velez-Pareja, Joseph Tham , 2008To Plug or Not to Plug, that is the Question: No Plugs, No Circularity: A Better Way to Forecast Financial Statements, Ignacio Velez-Pareja, 2008A Step by Step Guide to Construct a Financial Model Without Plugs and Without Circularity for Valuation Purposes, Ignacio Velez-Pareja, 2008Long-Term Financial Statements Forecasting: Reinvesting Retained Earnings, Sergei Cheremushkin, 2008

Plan of Action

Accountability

capital expenditures are amounts spent on:

acquiring fixed, and in some cases, intangible assets

repairing an existing asset so as to improve its useful life

upgrading an existing asset if its results in a superior fixture

preparing an asset to be used in business

restoring property or adapting it to a new or different use

starting or acquiring a new business

An ongoing question for the accounting of any company is whether certain expenses should be capitalized or expensed. Costs which are expensed in a particular month simply appear on the financial statement as a cost incurred that month. Costs that are capitalized, however, are amortized or depreciated over multiple years. Capitalized expenditures show up on the balance sheet. Most ordinary business expenses are clearly either expensable or capitalizable, but some expenses could be treated either way, according to the preference of the company. Capitalized interest if applicable is also spread out over the life of the asset.

The counterpart of capital expenditure is operational expenditure ("OpEx").

Capital expenditures (CAPEX or capex) are expenditures creating future benefits. A capital expenditure is incurred when a business spends money either to buy fixed assets or to add to the value of an existing fixed asset with a useful life extending beyond the taxable year. CAPEX is used by a company to acquire or upgrade physical assets such as equipment, property, or industrial buildings[1]. In the case when a capital expenditure constitutes a major financial decision for a company, the expenditure must be formalized at an annual shareholders meeting or a special meeting of the Board of Directors. In accounting, a capital expenditure is added to an asset account ("capitalized"), thus increasing the asset's basis (the cost or value of an asset adjusted for tax purposes). CAPEX is commonly found on the cash flow statement under "Investment in Plant Property and Equipment" or something similar in the Investing subsection.For tax purposes, CAPEX is a cost which cannot be deducted in the year in which it is paid or incurred and must be capitalized. The general rule is that if the acquired property's useful life is longer than the taxable year, then the cost must be capitalized. The capital expenditure costs are then amortized or depreciated FIXED ASSESTS

30 Minute Plan

Goal

Strategy

Measure

Budget

Accountable

Operating expenses include:accounting expenses

license fees

maintenance and repairs, such as snow removal, trash removal, janitorial service, pest control, and lawn careadvertisingoffice expensessuppliesattorney fees and legal feesutilities, such as telephoneinsuranceproperty management, including a resident managerproperty taxestravel and vehicle expensesTravel expenses are defined as those incurred in the event of travel required for professional purposes.For this purpose, travel is defined as the simultaneous absence from the residence and from the regular place of employment. It is prompted by professional or company purposes and likely does not concern the travellers private life, or concerns it only to a small degree. Travel expenses include travel costs and fares, accommodation expenses, and so-called additional expenses for meals. For the self-employed (contractors and freelancers), the expenses constitute business expenses.leasing commissionssalary and wagesraw materials

30 Minute Plan

Goal

Strategy

Measure

Budget

Accountable

Increase Electoral Sponsors internet sales by 20% next 3 months

Office Operations ArticlesOffice Operations Articles About...

Business CardsCustomer CareDelegationEmailFamily BusinessesFilingGetting OrganizedHR and StaffingHiring New EmployeesHome-based BusinessesMail and ShipOffice MaintenanceOffice ManagementOffice SuppliesPaperPrintingProtecting Your BusinessRecyclingStartupsStressTaking Care of YourselfTerminations and LayoffsTime ManagementTravel

Business Cards

Back to topBusiness Card BasicsWhat to Do with Business Cards

Customer Care

Back to top8 Keys to Success: Customer CareAssess and Improve Customer LoyaltySaving Dissatisfied CustomersSetting Customer Service Standards

Delegation

Back to topABCs of DelegationGetting It Done Through Delegation

Email

Back to topArchiving EmailsEight Easy Ways to Control Your EmailManaging Email

Family Businesses

Back to topFamily Businesses: The Good, the Bad, and the UglyLessons from Family Businesses for Non-Family Businesses

Filing

Back to topChecklist for Keeping Neat File FoldersComparison Chart: Storage BoxesComparison Chart: Storage DrawersEnd-tab Filing: Efficient and EasyFile Cabinet Buying GuideFile Cabinet Safety TipsFiling CategoriesPros of Piling Instead of FilingRecords Management and StorageSetting Up Your Lateral FilesUse Color To Improve Your Filing System

Getting Organized

Back to top10 Ideas to Help You Remember8 Ways to Keep a Clutter-Free OfficeDealing with the Paper Pile-upDestress Your Desk ChecklistElbow Room: Maximizing Your Office SpaceFAQs: Office OrganizationLearn More About StorageMobile Office OrganizationOrganize Your Desk in 12 Simple StepsOrganizing A to ZOrganizing Phone Calls 1-2-3

30 Minute Plan

Goal

Strategy

Increase Electoral Sponsors internet sales by 20% next 3 monthsGoogle AdWord Campaign

Optimize web site

Free Shipping on orders over $50

Post weekly blog

HR and Staffing

Back to topA Little Thanks Goes A Long WayAbout Administrative Professionals DayAsking for a RaiseBonuses: How to be FairBoost Office MoraleDealing with Employees Who Are LateDealing with Employees Who ProcrastinateDevelop Vacation and Sick Leave PoliciesFollow the Rules For Cubicle EtiquetteGift-Giving Etiquette for the OfficeGifts the Whole Office Can UseGive Good FeedbackHandle Hostile People EffectivelyHow to Write Business GreetingsJust Doing Their JobsPreventing Employee FraudPreventing Office ConflictsReenergize Your CareerRespecting Your Business' Ethics PolicyTake the $ Out of Apprai$alsWin the Motivational Grand PrixWriting Emergency Policies

Hiring New Employees

Back to topAsk the Right Interview QuestionsAvoid 4 Big Interviewing MistakesHiring Students as Part-time or Short-term EmployeesHiring TeensMaking Your Recruiting Practices Red-HotNew Employee ChecklistNew Hire PaperworkWhat You Can't Ask in a Job Interview

Home-based Businesses

Back to topBright Ideas for Home Office LightingChecklist for Starting a Home BusinessChoosing a Room for Your Home OfficeCreating a Social Network When You Work at HomeFirst Impressions Count: Create a Professional Image for Your Home BusinessHome Office Details You Shouldn't OverlookHome Office EssentialsHome Office SecuritySetting Up a Home Office

Mail and Ship

Back to top6 Tips to Efficient Mail ManagementDesign and Print Your Own LabelsFreight InsuranceHoliday Shipping SimplifiedHow to Control Your Mailing CostsMail and Ship ChecklistPenny-wise Postage Tips

Office Maintenance

Back to topBreakroom EssentialsClean and GreenFirst Aid EssentialsOffice Cleaning ChecklistRestroom Supplies: What Do You Need?The Dirt on Office CleaningThe Refrigerator: The Source of Workplace StressYour Desk: The Office Hot Zone

Office Management

Back to top8 Keys to Success: Sign Design9 Keys to Success: Business DonationsBelt-Tightening Tips for Office ManagersBootstrapping a BusinessCan You Manage?Choose the Right Spot for Your BusinessEducate Your EmployeesHow to Be a Mentor to Your EmployeesHow to Hire a ConsultantHow to Price Your ServicesHow to Run a MeetingHow to Work Safely in the OfficeLearn More About Bulletin BoardsLeasing Office SpaceOffice Party PlanningPacking and Moving Your OfficeQuick Cost SaversRumor Has ItSet Your Business GoalsTelecommuting BasicsThe Importance of Sticking to a BudgetThe Indispensable Office Manager's Survival GuideWrap Your Meeting Up RightWriting Your Company's Operating Policies

Office Supplies

Back to top6 Tips to Saving Money on Office Supplies7 Tips to Saving Money on Office SuppliesA Unique Way to Manage SuppliesComparison Chart: StaplersCool Office SuppliesErgonomic products that ease strainFAQs: Custom StampsGlossary of Office Supply TermsGlossary of TermsHeadsets: A Healthy ChoiceHow to Pick the Right PenLearn More About BindersLearn More About BoardsLearn More About CalendarsLearn More About IndexesLearn More About LabelsLearn More About StaplersLearn More About Writing InstrumentsLearn More About Writing PadsMake the Telephone a Power Tool for Your BusinessOffice Supplies ChecklistProduct Matchmaker: Pen RefillsStretch Your Toner Cartridge Dollars

Goal

Strategy

Measure


Google Click throughs

Optimize web site

Google page rank www.googlepagerankchecker.com


Sales >$50 compared to last month

Post weekly blog

1 on blog, 1 other blog sites

P. Anna Paddon Strait of Georgia Strategic Plan


Paper

Back to topAdvantages of Photo PaperComparison Chart: Laser PaperLearn More About PaperPaper Buying GuideProduct Matchmaker: Fax PaperReduce and Prevent Paper JamsSmart Paper Use

Printing

Back to topComparison Chart: Inkjet PrintersComparison Chart: Laser PaperFAQs: Remanufactured Toner CartridgesHow to Pick the Right PrinterProduct Matchmaker: Cartridges and TonerTips on the Effective Use of ColorUnleash the Power of Your PrinterWeb-based Printing: A New Twist on a Familiar Service

Protecting Your Business

Back to top10 Ways to Prevent Identity TheftComparison Chart: Anti-Theft SafesComparison Chart: Fire-Protection SafeComparison Chart: Personal SafesLearn More About SafesLearn More About ShreddersProtect Your Business with a SafeProtect Your IdentitySafes: Frequently Asked QuestionsShred Credit Cards, CDs, and DiskettesWorkplace Violence Policy and Prevention

Recycling

Back to topSetting Up a Recycling ProgramSmart Paper UseStaples Recycling CenterWhat to Do with Obsolete Computers

Startups

Back to topBusiness Plan BasicsBusiness Startup CalculatorCommon Startup MistakesDeveloping a Business IdeaSetting Up a New OfficeWhy Start Your Own Business?

Stress

Back to topBalancing Work, Family and the HolidaysStress: The New Occupational HazardStress: Top Ten Stress Reduction Tips

Taking Care of Yourself

Back to topAvoiding Carpal TunnelEnergize Yourself with ExercisesGetting Away When You Can't

Goal

Strategy

Measure

Budget



Registrar $250.00

Optimize web site


$500



$650

Post weekly blog


$0



Office Operations ArticlesTerminations and Layoffs

Back to topAlternatives to TerminationWhat Not to Say When Firing a WorkerWhen Firing, Have a Method for Your Madness

Time Management

Back to top10 Calendar and Planner Tips15 Easy Tips to Better Manage Your Time9 Time-Saving Tips for Office ManagersHow to Control InterruptionsLearn More About Time ClocksPut Off Procrastinating!Time Tactics for WorkTips for Keeping a Calendar or Planner

Travel

Back to topTravel Essentials ChecklistTravel Tips and New Airport Regulations

Office Operations Articles

Goal

Strategy

Measure

Budget

Accountable



$150

Me Monday each week

Optimize web site


$500

Me - Friday



$650

Check 1st and 3rd Monday

Post weekly blog


$0

Me - Monday



Sales & Marketing ArticlesSales & Marketing ArticlesSales & Marketing Articles About...

Advertising and MarketingBrandingCustomer RelationsDirect MailMarketing MaterialsNetworkingPricingPublic RelationsSelling Techniques

Public Relations

Back to topSecrets of Successful Press ReleasesWriting a Press Release

Selling Techniques

Back to topBest Practice Return PoliciesHone Your Sales Presentation SkillsHow to Sell at TradeshowsSelling to Local Goverments Selling to Local Governments

Provided by OPEN Small Business NetworkSM While federal and state governments may be the biggest contract opportunities for small businesses, local city, county and town governments also provide excellent selling possibilites. Municipal agencies such as parking bureaus, water and sewer commissions, or even boards of education regularly do business with small, local companies, and it may pay to investigate whether pursuing something similar could be profitable for your business.

It's important to understand that doing business with a government is vastly different than typical businesstobusiness selling. Sales cycles can be extremely slow, and prospective contractors often face a good deal of red tape. Local governments rarely have the ability or desire to move quickly. Many contracts, particularly larger ones, require a long bidding process and the approval of politically appointed boards which don't always find it easy to reach a consensus. It's not unheard of for the contracting process to drag on for years.

Local governments also tend to focus on the short term. Rarely are they able to think past the next election. There's little incentive for them to try anything new. This means that if you're selling "benefits," you can't look at longterm goals, but need to focus on shortterm needs. You also need to show how your product or service is a safe choice, since these agencies rarely, if ever, take risks when it comes to procurement.

Use the following tips to help assist you in reaching this potentially lucrative market. Learn how each agency does business Spend time upfront researching the contracting methods used by each municipality you're targeting. Each town or city does things differently; their political personalities vary, as do their contracting methods. Contact the people in charge of purchasing at the municipal agency you think would be interested in using your products or services. Do they, in fact, buy products or services like yours? What procedures do they use? What information do they need to see before considering a purchase? How are buying decisions made? Who is responsible for developing the appropriate RFPs? What requirements does your company need to meet? What politics are involved in purchases?

If you can't get this information from the agency, try speaking with noncompeting businesses that are selling to them, and ask them the same types of questions. Network with local businesses through your chamber of commerce. Look for the names of contractors when winning bids are posted.

Another excellent source of background information is the local newspaper. Go through back issues of the daily or weekly paper and search for coverage of events like commissioner meetings. Look for information about political issues, recent appointments, or budget changes that will give you perspective on how decisions are made. Does the board regularly table motions or does it act quickly? Is there any behindthescenes maneuvering you need to know about? Does it favor local contractors or does it look statewide or nationwide to fill contracts? Be very sensitive to price Municipal contracts are almost always awarded to the low bidder, so agencies can show that they are not wasting the taxpayers' money. For a small business that has positioned itself to sell on value, not on price, this can be extremely frustrating. Remember that governments base their buying decisions on shortterm expenditures, not longterm savings. You'll need to focus your sales pitch on what they have to spend, not on what they'll save.

Cost out any contract bid carefully. Can you get the contract and still make money? Don't lowball the price just to get in the door; unlike some businesstobusiness contracts, you'll find it nearly impossible to renegotiate a higher rate. Don't get yourself locked into a moneylosing contract. Look for influence at all levels of governmentDon't limit your sales efforts to the contracting agency. Sell across the government spectrum to find people who can champion your business. In a political arena, there are many others who can help you get your products or services in front of the right agency. Is there anyone else who can lobby to help you get the contract? Are there city council members, commissioners, or other elected officials who can represent your case?

You don't have to have been a major contributor a politician's campaign to do this. Many politicians naturally want to support local businesses, and are interested in the success of their constituents, especially around election time. You can also make contact through community groups and charities you might be active in. Make RFPs work for you At almost every level, government contracts are awarded through formal bidding using requests for proposals, or RFPs. These RFPs are used to ensure that the contract goes to the lowest possible bidder who can meet the agency's specific, stated needs. Even if you offer a unique product or service, there still may need to be an RFP. The point of this process is simple; it avoids appearances of favoritism to a particular supplier, and allows the government to show that tax dollars are being spent efficiently.

Shrewd small business owners can turn this process to their favor, however, speak regularly with the office responsible for developing the RFP and become a resource to them. If you offer some kind of unique solution, work with the agency to help draft the RFP. Make sure the published specs include any proprietary features your product or service offers. If you're able to offer a package of services (both computer systems and training, for example), ask to have the RFP structured that way. The bottom line: the RFP should be worded in a way that makes your company the ideal bidder. Build on successes Cities and municipalities are hesitant to try new things, even ones that will save them time or money. The reason is simple old ways are safer than new, and local governments may prefer to play it safe. If you're able to persuade one or two cities to go with your product or service, more will be open to it. So focus your efforts on the one or two municipalities that are most likely to buy your product or service. When you're able to demonstrate that your product or service has been successful elsewhere, other agencies will be more open to considering it.

The previous content is provided by OPEN: The Small Business NetworkSM from American Express.

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Sales & Marketing Articles About...

Advertising and MarketingBrandingCustomer RelationsDirect MailMarketing MaterialsNetworkingPricingPublic RelationsSelling Techniques

Advertising and Marketing

Back to top8 Keys to Success: Sign Design8 Reasons So Many Marketing Plans FailA Little Thanks Goes A Long WayAdvertising EffectivelyAdvertising and Marketing: FAQsBoost Business with BrainstormingCo-op Advertising: Stretch Your Advertising DollarCommon Marketing MistakesGet Listed on Search EnginesHow to Write Business GreetingsIt's a Coupon HolidayMarket Research QuestionnairesMarketing Your Business with SeminarsMarketing in a Slowing EconomySummertime Marketing Smarts

Branding

Back to topEasy Ways to Build Your BrandThe Power of Promotional Goods

Customer Relations

Back to top8 Keys to Success: Customer CareAssess and Improve Customer LoyaltyClient EtiquetteConnecting with CustomersFind Your Highest Potential CustomersLearn to Think like Your Best CustomersSaving Dissatisfied CustomersSetting Customer Service StandardsUsing Customer Testimonials

Direct Mail

Back to top11 Keys to Success: Direct MailBuy the Right Direct Marketing ListDirect Mail: Frequently Asked QuestionsDo-It-Yourself Direct MailEnvelopes for Direct MailPostcards: They're Not Just for VacationThe Secrets of Successful Sales LettersTop 10 Recipients of Your Direct-Marketing Efforts

Marketing Materials

Back to topBusiness Card BasicsHandouts that Make a Lasting Impression

Networking

Back to topChambers of Commerce: Who Needs Them?How to Get Clients When You're Starting OutSurviving and Thriving on Main Street

Pricing

Back to topPricing What You SellTactics to Avoid Lowering Your PricesTop Six Pricing Mistakes

Goal

Strategy

Measure

Budget

Accountable

Increase Electoral Sponsors internet sales by 20% next 3 months

Google AdWord Campaign


$150

Me Monday each week

Optimize web site


$500

Me - Friday



$650

Check 1st and 3rd Monday

Post weekly blog


$0

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Write a Successful Press Release Provided by OPEN Small Business NetworkSM A press release is one of the primary ways you can communicate news about your company to the media. Reporters, editors, and producers are hungry for news, and they often depend on releases to tip them off to new and unusual products, company trends, tips and hints, and other developments. In fact, much of what you read in newspapers, magazines, or trade publications, hear on the radio or see on television originated in press release form. Unfortunately, the average editor receives as many as several hundred press releases each week, the vast majority of which end up getting "filed." Your challenge is to create a release that makes the journalist want to know more and discover that your story is one they must tell.

Use these 10 tips to write a release that will get noticed. Use an active headline to grab the reporter's attention The headline makes your release stand out. Keep it short, active, and descriptive; in other words, use something like "Doe Named Man of the Year" instead of "John Doe Gets Award". Put the most important information at the beginning This is a tried and true rule of journalism. The reporter should be able to tell what the release is about from the first two paragraphs. In fact, chances are that's all they may read. So don't hide good information. And remember the "5 W's and the H" make sure your release provides answers to Who, What, When, Where, Why and How. Avoid hype and unsubstantiated claims A writer can smell a sales pitch a mile away. Instead of making overinflated statements, provide real, usable information. Find legitimate ways to set you and your company apart and stress those points. To promote your business, write a release that answers questions about your business, rather than one that provides only general statements about how great or interesting your business is without saying why. Be active and to the point Use language that will get the reader as excited about your news as you are. If your release is boring or meandering, they may assume that you will not be a good interview. Keep your release to two pages or less On the rare occasion, you can opt for a third page if it is necessary to provide critical details. Otherwise, if you can't state your message in two pages, you're not getting to the point. Include a contact Make sure your release has a person the journalist can contact for more information. This person should be familiar with all the news in the release, and should be ready to answer questions. And issue the release on your company letterhead it looks professional and gives the writer another way to reach your firm. Keep jargon to the minimum If you're in a technical field, try not to use technical terms. Many reporters are not as intimate with your company or your industry as you are. Real English, not jargon, best communicates your story. Stress benefitsThis falls into the category of "don't say it, show it." Avoid saying something is "unique" or "the best." Instead, show how people will benefit i.e. save time, save money, make their life easier, etc. Be specific and detailed Marcia Yudkin, author of Six Steps to Free Publicity calls this the "Yes, but what IS it?" syndrome. The reader needs to be able to visualize a new product, or know how a new service works. If in doubt, have someone unfamiliar with your product or service read the release and ask them to describe what you are trying to publicize. And it's better to use too many details than too few. So, as Yudkin notes, "Instead of 'Jackson's new book contains information designed to benefit any stock market investor,' write, 'Jackson's new book contains seven principles of market analysis that enable even casual investors to choose profitable stocks.' Even better, describe two of the seven principles right in the release." Proofread When you've finished your press release, remember to proofread it for typographical errors. If you don't have a good eye for spelling or grammar, give the release to a friend or colleague who does. If your release looks sloppy and careless, so will you. The previous content is provided by OPEN: The Small Business NetworkSM from American Express

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The general public and especially clients will recognize and experience the Strait of Georgia Economic Development Network as the absolute best resource for Strait of Georgia entrepreneurs who are serious about growing their businesses and planning urban and economic development . Every Electoral Service, Volunteer, and employee is responsible for delivering consistently

Short-term: BC Election Volunteers Plan of Action, Fundraisers.Provide excellent customer service. Ensure that employee skill sets match evolving customer expectations and the dynamic operating environment through annual training, updating of new employees required skill sets, and open communication throughout the organization. Offer unique, contemporary, valued-added services consistently across offices & divisions (e.g., consistent descriptions and pricing).. Promote client success stories.

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Be Smart About Accepting ChecksBe Smart About Accepting Checks Column by Steve Strauss You need to accept checks to conduct business, but if you accept one that bounces, it can cut into your profits. How can you avoid bad checks? Follow these five rules, and bad checks should be a very rare occurrence. Rule No. 1: Be awareWith desktoppublishing software, laser printers, and scanners, it is far easier for people to alter, forge or duplicate checks than ever before. Evaluate a check you receive carefully. Smudge or erasure marks are a red flag. Smooth edges are another; real checks are perforated either on the top or left side of the check. Rule No. 2: Do not accept new checksA large majority of bad checks are written on new accounts. Do not accept "starter" checks the temporary checks that a bank issues to customers before their printed checks are ready. It's always a good policy not to accept any check that does not have the customer's name preprinted on it. Rule No. 3: Get identificationWhen accepting a check, always ask to see a photo ID, such as the customer's driver's license or identification card. Make sure to check their physical characteristics and signature against the ID. Ask for the customer's home and work telephone numbers, so you can contact him in case the check does bounce. Rule No. 4: Wait before refunding moneyEstablish a waiting period for refunds. You can be burned when a customer makes a purchase by check and then returns the merchandise the next day for a cash refund. If the check bounces, you are out the cash paid for the refund. To avoid this scenario, require a fivebusinessday waiting period to allow checks to clear before cash refunds are paid. Rule No. 5: Call in the prosYou might benefit from the services of a checkverification company. By paying a monthly fee of about $50, you can tap into a database of individuals who write bad, stolen or forged checks.

Remember this too: If you do receive a bad check, the bank allows you a second attempt to deposit it. After that, the responsibility for collecting the money is yours. Contact the customer and explain the problem calmly. Most people clear up bad checks fairly promptly. If the customer refuses to pay, hold on to the check for a while and call the bank periodically to see if there are funds in the account to cover it. If so, cash the check immediately.

If the funds never seem to become available, then another option is to go to the police. Many localities have a bad check unit as part of the local police or District Attorney. One call from them may just do the trick.

A final option would be to sue in small claims court. The filing fee is low (usually around $50), and the procedure is expedited and simple. A month or two after suing and you will have a judgment that can be enforced by an earnings levy, a bank levy, or a real estate lien.

How to Recover from a DisasterHow to Recover from a Disaster The actions you take can determine whether you stay in business. Column by Barbara Weltman Disasters, whether its a hurricane or fire, are devastating events both emotionally and financially that are not easily overcome. Don't expect that things will ever get back to normal; they rarely do following a major disaster, according to the Public Entity Risk Institute. But you can take the following steps to see that your business continues to operate. Execute your business continuity planIf you've anticipated a possible disaster by creating a disaster continuity plan, now is the time to put your plan into action (hopefully you have a copy of the written plan offsite that you can access).

Assess your options. Don't assume that reopening your business is the only option. As difficult as the decision may be, you may prefer to simply close up shop and start over at another time or at another location, retire or work for someone else rather than sinking money into an enterprise that may not succeed in the long run. This decision is based on your personal situation (e.g., your age, the predisaster health of your business) as well as what may have happened to your customers as a result of the disaster. The New York Times recently reported that Ruth's Chris Steakhouse, the popular restaurant chain, decided to relocate its headquarters from New Orleans to Orlando, FL after concluding there were too many challenges facing the company if it stayed in Louisiana.

Idea: Disaster can be a lifechanging event. Take time to make the right decision about your future based on rational information rather than emotion. Senior executives at Ruth's Chris Steakhouse met soon after the levees broke and explored all options before a final decision was made.

Reopen your doors. If you want to stay in business, clean up your existing space or, if necessary, find an alternative location at least temporarily. Recover your computer data from offsite storage facilities. Contact staff to alert them to time and/or location changes for your business.

Make insurance claims. Contact your insurance company immediately. It will assist you in submitting a claim for damages. Where necessary, submit claims for property damage to pay for repairs as well as claims under a business interruption policy to obtain money to pay expenses, such as rent at an alternative site.

Handle your stress. Don't underestimate the personal toll that a disaster can take on you and your staff. Recognize the problem and, if necessary, seek professional help. Interim actionsIf you do not have a business continuity plan and disaster strikes, take immediate action to continue your business activities.

Safety. Check the conditions of your facilities to make sure they are safe for your staff and customers before recommencing operations. Where necessary, have a building inspector look things over. If there are safety concerns that cannot be remedied immediately, seek an alternative place to operate temporarily.

Assess damages. In order to submit an insurance claim or seek government loans or assistance, you need to document your losses. Create a checklist of the damages youve sustained, including loss of inventory, equipment, etc.

Clean up. In most cases, damage from storms and fires may be readily cleaned up. Use a professional cleaning service (the cost may be covered by your insurance).

Restore services. In order to operate from your usual location, make sure that power and phone service is restored. Where applicable, also see that sprinkler systems are operational.

Make repairs. Temporary repairs can be sufficient to put you back in operation if all that is needed is a new window or a patch in the roof.

Check tax filing extensions. The IRS may grant additional time to file certain returns; no extensions are possible for information returns (e.g., Forms 1099). It can also waive interest and penalties on income taxes, but not on payroll taxes. To learn about federal tax relief, go to www.irs.gov and click on "The Newsroom." The IRS has posted several news releases specifically related to Hurricane Katrina that are good sources of information for Gulf coast businesses impacted by the storm. Long-term actionsWhere damage is substantial and insurance does not adequately cover your loss, you may require additional funding to restore your business to its predisaster condition. The American Red Cross and other private organizations usually do not provide assistance to small businesses, but government agencies may help.

Obtain an SBA loan. The Small Business Administration provides two types of assistance: Physical disaster loans to repair or replace damaged property, including inventory, machinery and equipment. Funds cannot be used to expand or upgrade a business unless state or local authorities require such changes. Keep detailed records of how funds are spent. The maximum loan is $1.5 million, which includes debris removal. Loans of $10,000 do not require collateral; larger loans do. Approval is usually given within one to three weeks of your application.Economic injury disaster loans to provide capital when a disaster renders a business unable to meet its obligations, and to pay its ordinary and necessary operating expenses, regardless of any physical damage.To apply for an SBA disaster loan, go to www.sba.gov and click on "Disaster Recovery."

FEMA assistance. While the Federal Emergency Management Agency (FEMA) has come under criticism of late, it does offer assistance to businesses trying to recoup after a disaster. If your losses occurred in a federallydeclared disaster area, you may be eligible for help check FEMA's Web site, www.fema.gov, for the latest information. The SBA is the main source of disaster recovery funding, but FEMA can direct you to other resources to supplement your insurance recovery and SBA assistance.

Review insurance coverage. How well did your existing policies protect you? Where necessary adjust your coverage for greater protection against future disaster.

Create a new disaster recovery plan. Lightning usually doesnt strike twice in the same place, but just in case it does, be prepared. Facts on disasters and small businessAlmost 10% of small business bankruptcies result from disasters and other calamities (U.S. Small Business Contract #SBA950403 Paper, Financial Difficulties of Small Businesses and Reasons for Their Failure).38% of small businesses have a disaster preparedness plan (NFIB Poll).30% of small businesses have been forced to shut their doors at least temporarily within the past three years because of a disaster (NFIB Poll).40% of small businesses never reopen following a flood, tornado, earthquake or other disaster (American Red Cross).Barbara Weltman is a nationally recognized small business authority. A topselling author, she has appeared in many prestigious media outlets including The Wall Street Journal, Entrepreneur, Inc.com, CNN, CNBC, Bloomberg TV and WNBCTV. Ms. Weltman is a columnist for Staples.com and the Hudson Valley Business Journal and is a regular contributor to Boardroom's Bottom Line/Personal. She is the publisher/editor of "Barbara Weltman's Big Ideas for Small Business," a newsletter on issues and trends that concern entrepreneurs. Ms. Weltman's Web site is www.barbaraweltman.com.

Drew TonsmeireBusiness ConsultantKennesaw State University SBDCMember of the Georgia SBDC Network

770/423-6450www.sbdc.kennesaw.eduwww.georgiasbdc.org

Elect P. Anna Paddon MLA Crofton-Cowichan


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