Home Business

Defining Your Financial Assumptions and Contingency Plans

First within this section, you must answer the question, “What assumptions have you made in order for your financial projections to work? What happens if those assumptions are incorrect?” Are you assuming that your spouse will continue to work at his job, where he can obtain sufficient health insurance? Then that assumption goes here. Along with that assumption, write a contingency plan. What if he changes jobs? How much extra would you need to pay for health insurance? (Granted, he might leave his job five years from now, but you should have some idea of the cost of any alternatives.) What happens if your rent is raised higher than you anticipate? What if your homeowners association raises its rates beyond the expected $10/month?

Defining Marketing and Logistics Assumptions and Contingency Plans

Next, answer the question, “What assumptions have you made in your marketing and logistics? What happens if those assumptions are incorrect?” If you find that you cannot use the space you set aside – say a lengthy construction project starts on that side of your home as soon as you set up an office – where else in your home would you place your business? If you believe five of your current clients will come with you when you leave your employer, what happens when only three of them actually do? What you need to do here is think of the obvious assumptions you are making and come up with a plan that addresses, “What if it isn’t like that, after all,” as outlined in these scenarios:

• You’re assuming that you will work out of an area in your home. What happens if construction, noise, or natural disaster strike? What if you had to sell?

• You’re assuming that you will have health insurance coverage for your family through your spouse or partner’s employer. What if your spouse or partner were laid off?

• You’re assuming that you can work and watch your children. What if you can’t do that? What if you need to work and they need to be at violin lessons – at the same time? List, one by one, all the assumptions you are making. This can be difficult – because the very nature of an assumption is that we just “assume” and don’t think about other options or disruptions to the plan. To be sure that you address all of your major assumptions, visualize a day in the future – your ideal business day.

What do you do, during that day, step by step? These are your assumptions. They are right there – from assuming that the time you get up will be 7 a.m. to assuming that the phone will be quiet until your project is finished to assuming that you can get your work done before the kids return home from school at 3 p.m. Yes, this is a little like taking your dream and looking at it through nightmare-focused lenses, but that is how you unearth assumptions and consider alternate solutions in the event that those assumptions are incorrect.

Planning the Financial of Your Business

• How much money do you need to start this business (Day 1)?

• How much money do you need, monthly, to operate the business?

• How much money do you need, monthly, to live on? Where will this money come from during times of little or no business (such as during startup or down times)? Will this come from savings, partner’s/spouse’s income, parttime job, or other source?

• How much money can you reasonably expect to make from the business initially? (Take the going rates from the Marketing section of your business plan and expand them here.) What variables exist in pricing? What is the maximum income you can generate?

• What can you reasonably expect to earn from the business during the first year? Second? Third? Fourth, Fifth? Years Six through Ten? Although you will “crunch numbers” in the next article, as you prepare information for this section of the business plan, think about where you want to be in 5, 10, and 20 years. Knowing what life you want to be living in the future can help you make decisions about what services you offer and how much you work today.

Describing Your Assumptions and “What Ifs”

This section of your business plan performs two separate tasks:

1. It clarifies what assumptions you have made.

2. It provides you with objective measurements for closure and expansion.

In this section of the plan, you’ll need to answer these questions:

• What assumptions have you made in order for your financial projections to work? What happens if those assumptions are incorrect?

• What assumptions have you made in your marketing and logistics? What happens if those assumptions are incorrect?

• At what point would it be impractical to run the business? At what point financially would you decide to throw in the towel – that is, how much money would you have lost (or risk losing), and for how long? If the business made money, would there be other factors that would make you consider closing or selling the business? (For example, your business is profitable, but will come under greatly increased regulation if you continue to operate it in to the next 3–5 years. Or your business is profitable, but requires you to be available weekends and evenings—something, perhaps, that you didn’t realize at the time you started the business.)

• At what point would it be impractical to run the business from your home? For instance, at what point would you need to hire so much additional help that you could no longer operate from home legitimately? At what point would you have to purchase so much additional equipment that working out of your home would be impractical?

Outlining Home Business Equipment Needs

In this section of the home business plan, list what equipment your business will need and whether you currently own or must purchase that equipment. Many home businesses require a computer, printer, fax machine, business phone line, and office supplies, as well as letterhead (including envelopes) and business cards. Your business might have other equipment needs, as well. Also in this section, describe the necessary supplies you’ll use in your business.

Imagine the complete cycle of meeting your ideal customer, convincing him to hire you, performing work for him, and being paid. What supplies do you need at each step? What about software? Beyond word processing and spreadsheets, you will probably need software to store and manage client contact information, invoices, and orders. You might also need special software to perform the services you offer, such as database, graphic design, and/or presentation software.

Defining Relationships with Outside Vendors Finally, within this section, answer the question, “What arrangements have been/need to be made with other businesses in order to provide the product(s) and/or service(s) offered by the business?”

Particularly if you offer “one-stop” shopping, you might need to subcontract with other businesses. For instance, if you are a writer and offer finished newsletters, you will need to work closely with a printer. Have you made that connection? Talk with any potential subcontractors and discuss how you will do business. Will you need to advance them a deposit when work is ordered, or will they bill for their services? Will you include the cost of their services on your invoice to the end client, or will they send a bill to the end customer separately? Come to a formal, written agreement, involving an attorney to finalize the contract.

Defining Your Customer Base

The second question in this section of the business plan asks “Who or what does the business provide these service(s)/product(s) to? Are there specific industries or geographic locations services are provided to, or are they offered to the public? Is the entity Business to Business, Business to Consumer, or both?” Using the final two questions from the previous section, as well as the description of services you wrote for this section, provide a detailed description of your ideal home business customer.

This doesn’t mean that you cannot have customers who don’t fit this description, but you should have some idea of your target market. You will probably have more than one target customer (or market segment), and it is important to provide details for each segment. For instance, as an attorney, you might provide services to individual clients as well as small businesses. Your individual clients might be people specifically concerned with estate planning, whereas your small business clients might have a need for succession planning (for example, who buys, operates, or inherits a business).

What arrangements have been/need to be made with other businesses in order to provide the product(s) and/or service(s) offered by the business? The following sections explain how to answer these questions.

Describing the Geographic Area and Allocated Space for your Work From Home Based Business

You must first answer the question, “Where is the business located? How much space is rented/allocated?” You’ve already stated that the business will be in your home, but here, you should describe your home’s location. What is your neighborhood like? Will clients be able to take public transportation (and will you)? Are coffee shops, restaurants, and other amenities nearby? Is there something you wish were close by, but isn’t? How does that affect your business? Next, describe where your office will be located within your home. Do you need a separate workshop space, too; if so, where is that? (Ideally, a workshop and office would be located right next to each other, but the layout of many homes would make this impractical.)

Describing What Need Your Business Fulfills

The final question in this section of the business plan asks, “What needs or wants of customers are being met?” (Give a brief overview of who you are serving and why.) The information you add here should flow directly from the information you offer to the previous question in this section. If your unique ability to perform graphics work and provide printing services distinguishes you, for example, your target customers might be people who want “one-stop shopping” and want to save time and money by using you for both services.

Describing What the Home Business Does or Provides

To answer the first question in the Business Overview section, list all the services your business will provide. Be specific. For example, if you are starting a bookkeeping business, you might be providing bookkeeping, tax preparation, audit assistance, and financial records organization services.

Offering more than one service provides your business with an advantage. You will draw more customers, and you can often cross sell services – originally gaining a customer because of one service and selling him others as your relationship grows. However, you will want to refrain from offering too many services. Aim for three to five separate services. Fewer than three, and customers are less likely to come to you. More than five, and prospective customers might not believe that you can do everything you say, or might feel that you do so many things because you do nothing well.

As an example, let’s say that you offer sales consulting. Now, if you also offer computer repair, writing, and graphic design, you will be sending a message to clients that you aren’t focused – these services don’t mesh well together, and there appears to be too many of them. In the preceding example, it would be wise to jettison the computer repair. You could then recast the writing, graphic design, and sales consulting as a “one-stop marketing shop,” or a sales-boosting business. The writing and design continue to be offered, but only for sales-related materials for your clients. This pulls your business in to a cohesive offering. Instead of four disparate, unfocused services, you are now offering one, cohesive, inclusive service – building credibility and attracting more clients.

Your Business Location, Address,Web Presence, and Domain Name

Next in this section, you must describe where your business will be located and whether it has a post office box. Presumably, your business will be located in your home. This might not mean, however, that your business will share your home’s mailing address. Using a post office box is one way to separate your personal mail from your business mail. It also affords you some privacy, as you do not have to provide your home address to as many people. Because most boxes are modestly priced, this is a relatively inexpensive way to help separate your business from your personal life.

Within this section of the business plan, you also must answer the questions, “Will the business have a web presence?” and “What is the domain name(s)?” The answer to the first question, in almost all cases, should most certainly be “yes.” As with business names, domain names should be researched carefully to avoid confusion and possible trademark violations. Check for existing domain names on an Internet registration site, such as Godaddy.com. This website provides information on whether a name is in use, and if so, who owns it and when the registration is set to expire.

Describing the Home Business Proprietor

Within this section, you need to name the proprietor(s) of your business and describe what makes that person (or those people) capable of running the business. Thinking through the answer to this question is an important part of preparing your business plan because it helps you understand your business’ strengths and weaknesses in the marketplace. It is highly unlikely you are beginning a business that is truly unique. If a prospective customer knows 30 plumbers, or 40 graphic artists, why should he choose you? What makes you stand out from the crowd of your competition? Address these issues as you answer the questions in this section of the business plan, and be specific.

Business Name

As your first task in this section, you need to state the business name. When naming your business, be sure to choose a name that does not conflict with an existing business. If your name is truly unique, consider making it a trademark. Visit the website of the Patent and Trademark Office, www.uspto.gov. A visit to this website will not only provide information about the trademark process, but also help you make a decision whether you need the help of a lawyer.

If you decide to hire a lawyer, contact your local bar association and ask for a referral to an intellectual property (IP) attorney. Whether you choose to trademark your business name or not, check business licenses filed with your local government, Fictitious Business Name statements filed with your local or state clerk’s offices, as well as phone directories and other public sources for existing businesses in your area. Avoid any name that might be confused with another business. In most instances, you will need to file a Fictitious Business Name Statement.

To verify the Fictitious Business Name requirements where you live, check with your city or county planning and development offices. In most cases, your city or county government will provide you with a consolidated checklist of all local requirements for a business. These checklists can be very helpful, and often provide additional information, such as how to do business with the city, county, or state.

Home Business Overview

The Business Overview section of your plan will include answers to these questions, as described in the subsections that follow:

• What does the business do or provide?

• Who or what does the business provide these service(s)/product(s) to? Are there specific industries or geographic locations that services are provided to, or are they offered to the public? Is the entity Business to Business (B2B), Business to Consumer (B2C), or both?

Introduction/Overview and Goals

Though it appears first in your business plan, the introduction and overview are written last; these elements offer a summary of the rest of the business plan. Return to the introduction and write it only after you have completed the rest of the business plan. A written listing of your goals should be included in the introduction to your plan. Naturally, one of your goals is to make money. But how much per year? $100,000? $500,000? More? Less? Be specific. What other goals do you have? Most people considering a home business want to make money, but they also might want to

• Have more control over scheduling, particularly family or child commitments (for example, attending a child’s soccer game)

• Do something they enjoy

• Minimize commuting

• Build a business to eventually sell at a profit or pass on to their children Be sure that you are specific about your financial goals, but include your non monetary goals as well.

Outlining the Work From Home Basics

In this section, you will outline the basic information regarding your business. The information you add here will answer these questions:

• What is the business name? Is it a sole proprietorship, partnership, or corporation?

• Where will the business be located? (Presumably, you have answered this, and the answer is in your home.) Is there a post office box?

• Will the business have a web presence? What is the domain name(s)?

• Who is the proprietor(s)? What is it about the proprietor(s) that makes him/her/them the right person(s) to run this business?

• What needs or wants of customers are being met? (Give a brief overview of who you are serving and why.) Read on to learn about answering these questions within your business plan.

Creating the Framework of Your Business Plan

Now, you’re ready to begin creating your business plan. From this point forward, your business plan will be one of the most important documents in your life. Your business plan is your road map. As you might have noticed by now, starting a business requires the coordination of hundreds and hundreds of details. Every item has to be thought through and planned for intelligently – or your business will suffer. A logical, written plan ensures that you make the necessary arrangements, while at the same time, preventing or minimizing the feelings of being overwhelmed.

After your business starts, the business plan acts as your company handbook. What are your plans for the future? How will business be maintained? What terms do you offer clients? All of these questions are answered in your business plan, thus showing that your business is well thought out and consistent. Rather than immediately writing your business plan from start to finish, you begin by constructing the framework, and then finish building the plan as you get the information you need to fill in the sections. You might need to rewrite some sections several times, as your plan becomes more precise and your assessment of business more realistic.

In this section, you learn how to begin building your plan by outlining a basic business plan “form” that lists all the necessary information and components of your business plan. Your business plan will be divided into sections; within each section, you will answer a series of questions that provide necessary information about your financial, logistical, and legal plans for your business. The basic format of the plan is shown in Figure 3.2. These are the major headings that make up the framework of your business plan:

• Introduction/Overview
• The Basics
• Business Overview
• Marketing
• Logistics
• Financials
• Assumptions, Expansion, and Exits Within each of these sections, you’ll add information that answers a number of questions.

The following sections detail these questions and discuss how to go about answering them within each of these important areas of your business plan. As you fill in your business plan, create a list of any equipment, supplies, or other items you’ll need to begin and run your business. If you know how much an item will cost, note that directly on your list. Save this list of items for the when you formulate a budget. 50 Start Your Own Home Business In No Time For additional help, check the many free publications available from the Small Business Administration.

Much of the information can be downloaded from the website, sba.gov/library/pubs.html. Booklets and other informational pieces include a home business overview, how to determine if you are ready for business, and a wide variety of general and specific business plans. If you do not have Internet access, look up the nearest Small Business Administration (SBA) office in your phone book under the blue pages/government listings section.

Making Sure That Your Family Is On Board

Unless you are single and childless, you will need to convene one or more family meetings to be sure that everyone is comfortable with your home business. After all, one of the key words in home business is “home” – and you are going to be changing the way that your family’s home operates somewhat. Although you could, technically, start a home business with no input from your household, it is not recommended. Other members of the household will need to honor your requests to work undisturbed, your need to work weekends or evenings, and perhaps give up some space currently used for other things.

Don’t forget that there is a huge difference between telling your spouse or partner, “I’d like to start a business some day,” and saying, “I am starting my own home business. Please look over my business plan.” You are serious now, and setting aside a separate time to discuss the matter is a clear indication that you are no longer merely dreaming. Here is how to talk about your ideas with the most important people in your life:

• First, sit down alone with your spouse or partner and discuss your desire to have a home business. You don’t have specifics right now, but you do have dreams—share those with him or her!

• Be willing to address reasonable concerns. For example, if your partner objects because you have no savings (a very legitimate reason), discuss what an acceptable level of risk might be. If he or she simply says, “It’s too risky,” and clams up, try to discuss the perceived risks. Ask for the specifics.

• Although you will be in charge of how the business is run, your family should have a say in how the business affects home life. Will you need to alter the quantity or quality of your time together? Your partner might be fine with that, but will insist that Sundays are “family day,” and no work will be done on that day of the week. One or two of these commitments should be okay, but if you are presented with a long list, explain that much of the business is unknown; then, ask for the one or two commitments that are most important.

• Starting and running a business is a 40-hour–plus endeavor for most people. Your spouse or partner needs to understand the time involved and respect your decision enough to work with you on issues such as who does the housework, who chauffeurs the kids, and so on. If you are currently a stay-at-home mom or dad, be sure that your spouse or partner clearly understands that housework and children are no longer your sole priorities and that you expect them to pitch in regularly, without being asked.

• Work through the rest of the information in this website with your spouse or partner. Most people who are starting a home business find that their spouse or partner can be a valuable built-in sounding board. Your partner is usually close enough to be concerned with your business success, yet far enough removed from daily business activities to offer an objective opinion.

• If the discussion becomes heated, don’t be afraid to seek couples counseling. As difficult as starting a business can be, it will be almost impossible if you are going through a breakup at the same time. Your children need to be prepared for changes resulting from your home business, too. If you are a single parent, sit down and talk with your child(ren) about what you are planning to do, and what it means to them. (If you have a spouse or partner, do this together.)

Just be as honest as you can, and don’t be afraid to say, “I don’t know.” If you approach the upcoming changes as a wonderful adventure, chances are your children will be more at ease than if you talk about how scary it is going to be. At the same time, be realistic in your discussion. Although you will want to let your children know about the positive aspects (such as a more flexible schedule), be sure that they know not to volunteer you for a class field trip right away! Provide them with examples of what this venture will mean in terms of your time, your availability, and any additional chores they might need to do.