Nine Reasons To Charge More Than Your Old Boss Paid You

By Dan Boudreau

Congratulations! For anyone with the slightest trickle of entrepreneurial blood flowing through their veins, it’s a glorious day when the boss offers to pay you as a contractor rather than as an employee. As an employee, you worked hard to gain your employer’s trust, earned your stripes, and got the contract.

Then comes the agonizing chat about how much to charge. This is when budding contractors need to sharpen their pencils. When it comes to business expenses, the boss will have a clearer view. Unless he is willing to share financial details, most employees will be ill prepared when it comes to figuring out how much to charge for their services, and most tend to bid too low.

Here are nine expenses that need to be covered in your hourly rate, if you’re going to survive the transition from employee to contractor.

  1. Employer Payroll Burden. This amalgamation of costs is often referred to as Mandatory Employee Related Costs (MERC’s). It includes the employer’s portion of employment insurance, pension, holiday pay and any other employee benefits.
  2. Insurance. You’ll need liability insurance and, as a contractor, you’ll be responsible for paying premiums for your own Worker’s Compensation coverage, as well as providing mandatory insurance for all workers under your employ. To learn about WCB costs, go to www.worksafebc.com and lookup rates and classifications.
  3. Rent and Utilities. Your business will have to have a home, and for many budding contractors that will be somewhere at your personal residence.
  4. Bookkeeping and Accounting. As a small business owner you’ll need to keep accurate records and complete year-end financials for tax purposes. Equally important, you’ll need to know, as owner, where you’re at financially at all times throughout the year.
  5. Legal. You’ll want a lawyer’s help in developing your agreement with your former employer, and there will be other legal purchases, such as licenses and permits.
  6. Marketing, Advertising, Sales. Even though your first contract fell into your lap through the good relations you’ve built with a current employer, you’ll soon be buying business cards and learning how to get the word out about your services.
  7. Tools and Equipment. As a contractor, you may need to supply tools and equipment that previously were provided by your employer. You’ll need to factor in the purchase cost, as well as the cost of repairing, maintaining and replacing equipment.
  8. Office Expenses. In today’s work environment, it’s difficult to imagine a business without a telephone, internet access, some sort of mobile, and a computer-fax-printer. There will also be a desk, chairs and something to store files and documents in.
  9. Bank Charges and Interest. A business needs its own bank account, independent of your personal account. If you borrow funds for business purposes, you’ll be paying interest on those funds until they’re repaid.

The Canada Revenue Agency is the final authority when it comes to deciding whether you’re an employee or a contractor. To locate tests that help to determine whether or not you’re an employee or a contractor, do an internet search using the keywords “employee vs. employer.”

As a contractor, if you’re charging anything less than double what the employer paid you as an employee, you’re probably not charging enough to cover your costs. Your appetite for contracting is more likely to grow if you start out with a healthy pricing strategy.

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Nine Tips for Preparing Your Business Plan to Put Before a Money Lender

By Dan Boudreau

There are many reasons to prepare a business plan, but the most popular is to get money to advance your business goals. At some point, most businesses will need to borrow money in order to grow. When that time comes, you’ll want to arm yourself with a bulletproof business plan.

Here are nine things you won’t want to miss as you ready your business plan to romance your lender.

  1. Describe Your Business. State your business vision and mission, and clarify how the business is structured, what you sell, and how it works. Weave these things together to create a snapshot of your current situation and be sure to tell why you need money and how much you need.
  2. Write Your Business Goals. Set goals for the term of the loan, including: sales targets, net profits, the number of units to be sold, new products or services, how you’ll diversify your business, and how many new clients you’ll add.
  3. List Your Customers. Describe your customers and the problem your business solves for them. Clarify who they are, what they want, and their main buying motives. A lender will want to know that you understand who you’re selling to.
  4. Describe Your Competitors. List your competitors and compare them according to the products or services they sell, how their facilities are arranged, how many workers they employ, and how long they have been in business. Explain how your business differs from the competition, and clarify why customers buy from you.
  5. Beef Up Your Biography. Provide a summary of your credentials and experience, including relevant academic, work, and business achievements. Feel free to toot your own horn by listing your strengths and successes—highlight your history of following through on your business plans and commitments.
  6. Plan Your Cash Flow. Cash flow is most easily created using a spreadsheet program. Determine the flow of cash into and out of your business—monthly for the term of the loan you hope to borrow, at a minimum for the first year. Key to your business plan, a cash flow forecast will clarify how much money you need to operate each month, as well as showing how you will pay back the borrowed funds.
  7. Project Your Income. While a cash flow projection shows how much money will be in the bank at the end of each month, pro forma income statements show whether or not your business is expected to be profitable in the future.
  8. Explain What You Need The Money For. In your business plan, show how you will use the borrowed funds. If you’re buying equipment, list the items and support your request with quotes. If you need an operating loan, your cash flow should show how much you need and when.
  9. Offer Security. Most small business owners will only be able to borrow against what they already own or can offer as security for the loan. Most often this means providing a personal guarantee and offering equity as security in the event you fail to make loan payments.

Finally, be prepared to invest a minimum of 20 to 50% of your own funds or equity into any venture or project for which you wish to borrow money. Lenders will want you to have enough skin in the game to ensure that you’re motivated to make payments and follow through on the promises made in your business plan.

Ready to get started on your business plan? We have free business planning and tools and resources for you. Visit our Tools page

Writing a Business Plan: The Dark Art of Predicting The Future

By Dan Boudreau

The strongest resistance to business planning typically comes from diehard pessimists, who ask, “What good are my 3-year financial projections if I step off the curb tomorrow and get hit by a bus?”

That’s a great question that will stop anyone from ever doing a business plan. And it seems logical enough, until you consider that everything great that happens in the world comes about because somebody decided to make an impact on the future.

Truthfully, you might be the most unpredictable element of your business plan. Here are a few of the ways in which you can become the real wildcard in your business plan.

  1. You might not believe you can succeed, which is the kiss of death for any business. Your lack of belief in your business assures its failure.
  2. You might hate managing people, which is impossible to know until you try. Business owners need to be skilled at managing several groups of people; employees, customers, suppliers, and creative teams.
  3. After going through all the effort of getting your business started, you might discover that you really want to work for someone else and not carry the responsibility of owning and running a business.
  4. You might discover that you can’t turn the business off, that you simply worry about it until you burnout.
  5. You might learn that you’re not a salesperson. Not everyone is, but successful business owners are.
  6. As the owner of a business, you might find that the activities that fill your hours and days—marketing, selling, logistics—are things you really don’t enjoy. This leads to artists who insist on doing all art while ignoring the business. It happens to the technician who gets immersed in his profession and refuses to get out and market his business.
  7. You might learn that you’re hopeless with finances, and that you’re missing some of the necessary knowledge and skills to manage your business—how to prepare a cash flow forecast, how to read an income statement, how to keep records.
  8. You might discover that you’re disorganized, and that you dread having to plan your days, weeks and months. Does freedom unleash your creative spirit, or do you self-destruct when faced with an open road?
  9. After getting immersed in your business, you might discover that you work too long and too hard for the amount of money you earn. It’s true that many small and micro businesses never get fine tuned to the point of earning a profit; too many evolve into a twisted form of enslavement.

Any business worth its salt will present its owner with many learning opportunities. Each speed bump can be taken as an opportunity to learn and grow; or it can be the roadblock that motivates you to change direction and get a job.

It seems insane to attempt to predict the future, but it seems even more so to accept a life of drudgery in a dead end job. For those who aspire to improve their work life by working at something they enjoy, business planning is a great place to start, even if it seems a bit crazy at first.

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Defragging Your Business Will Help Your Bottom Line

defrag_computer-001When my computer gets sluggish, I defrag the hard drive to make it more efficient. Defragging is a process that cleans up your hard drive. It does this by tidying up stray bits of information to leave more free space, which enables the computer to operate more efficiently. Businesses need to be defragged on a regular basis too.

Tough economic times demand the very best from business owners. For the most part, it’s easier for businesses to thrive in a robust economy. But when a downturn hits, the claws come out. Continuous innovation and persistent defragging are the secret to not having your business bounced out of the gene pool. On a larger scale it seems like the economy gets bloated from time to time and does its own defrag. In a very Darwinian way, many small businesses get cuffed into place or trounced out of existence along the way.

As owners, we’re defragging different parts of our business at any given time. You know those processes in your business that just break down, fall apart or become redundant over time? They get slower and slower, more noticeable, then downright annoying; that’s usually when we’re motivated to defrag.

For a small business there are always things begging to work more efficiently. Here are a number of areas of you might consider for potential defragging:

  1. Business Concept – your vision, corporate mission, which products and services to offer, and short-term business goals
  2. Marketing – market area, customers, competition, how you sell your products and services, advertising and promotion, and pricing
  3. Operations – computer hardware and software, how you manage your people, policies on safety, banking procedures, invoicing, trade accounts, your telephone service, insurance, and staff training
  4. Financial – sales forecast, costing, operating expenses, asset management, how you collect your receivables, and how you manage your payables

If the items listed above look suspiciously like the parts of a business plan… they are. Improvements to any of the above areas can make the difference between smooth sailing or crashing in a ball of flames.

In times of plenty, we tend to over indulge and get bloated. This is as true for businesses as it is for people. When the economy gets crazy and none of the old rules seem to work, it’s time to trim the bloat and get back to basics.

The sun always shines after a storm. There are positive economic times and an abundance of opportunities just around the next corner. The lean, efficient entrepreneurs will survive to do business on those bright days.

Your Business. Your Plan. Your Way.