- About Lea
- Articles
- 2004 Articles
- Beyond Planning – Setup
- Cash Management – Not Paying the Bills
- Diagnosing Enterprise Risk from the Operating Perspective
- Financial Projections (Part 1)
- Financial Projections – (Part 2)
- For Profits versus Not-for-Profits – Competing for Clients
- From the e-Mailbox: Can The Business Have Moving Targets?
- Gathering Your Thoughts and Resources
- Operational Aspects – The Business Plan
- Payroll Systems – It Pays To Get It Right!
- Planning Your Business
- Right Role, Right Person, Right Deliverables
- Service Providers – Start as You Intend to Go
- Strategic Plans and Budgets – Performance Tools
- The Business Cold
- The Business Plan “Audience”
- The Business Plan – More than Planning the Business
- The Business Plan – A Direction for Your Business
- The Business Plan – Adding Dimension
- The First Step Is the Biggest
- Validating Your Business Concept
- When No One Answers
- Where Is My Cash Flow?
- Who Is Running Your Business?
- Working In and On the Business, the Equation of Success
- “You Should Make Me Participate”
- 2005 Articles
- A Target on Your Back – When the Competition is Out to Get You
- Adding Basel to the Debt Mix
- Business Management Systems – Critical to Long-term Success
- Call Me
- Check 21 The Myth. The Reality.
- Commercial Lending: Business Borrowing – Risk and Relationships (Part 1 of 2 Articles)
- Damaged Relationships
- Distinguish Between Your Role as an Owner and an Employee
- Does Your Business Have One Blue Shoe?
- Establish Credit Criteria for Customers
- First? Best? Service Providers Show Me the Content!
- Four Elements of Establishing a Successful Business
- Full Moons Rising
- Hiring Skills Not Bodies – Constraining Organization Success
- Insurance – 20 Questions and Answers for Your Business
- Investor Due Diligence
- Late Again! What Message Do You Send?
- Managing to Mediocrity and Madness
- Moonlighting
- More of the Same
- No Limit Texas Hold’em – Business Style
- On a Bad Day I Take Action
- On-shoring – Keeping Business in US
- Part Two on Commercial Lending with John Wroton, Assistant Vice President of Harrington Bank, Chapel Hills, North Carolina
- Phone Spam – What Are You Paying For? Be Sure the Value is There BEFORE You Buy
- Proof of Concept – Poised for Success
- RETURN ON INVESTMENT – Structure and People
- Return on Investment – Strategy and Action
- Reworking Retirement – A Dream and Business of Your Own
- Sequential Success
- Shams, Shells, and Charlatans
- Shoot the Corporal
- Size Doesn’t Matter – Sound Business Practices Do
- Small Business Minefields
- Software Is a Tool, Not an Answer
- The “X” and “Z” Factors
- The Company You Keep
- The Funding Gap – Early Stage Life Science and other Technology Companies
- The New Bankruptcy Law and Small Business
- Tough Lessons
- Women Mean Business – Seek Investors or Be an Investor
- Your Next Career – Entrepreneur
- Your Next Career: Moonlighting
- 2006 Articles
- A Matter of Opinion (Look for the Self-Interest)
- Be Wary of “Open Forums”
- Beware the False Not-for-Profit
- Blessedly Inexperienced, Critically Impaired
- Bringing Together the Parts
- Business Analysis – Identifying the Issues and Opportunities
- Can You Hear Me Now?
- Cash Flow Not Flowing? Don’t Cut Your Marketing Efforts!
- Clients and Conflicts of Interest – Professional Service Firms Divided Loyalties
- Commercialization: Viability, Visibility, Capability, and Credibility
- Complying with Securities Regulations – Federal and State
- Corporate Firefighting – Prevention, Suppression, and Response (Long-term Perspective, Short-term Realities)
- Cost Cutting – A Traditional Approach to Poor Financial Performance
- Customers, Shareholders, Employees, and Community – Who Matters Most?
- Danger, Danger Will Robinson
- Employers Beware of Compensatory Time Off Instead of Overtime Wages
- Expecting the Exception and Not the Rule
- Getting Ready for Investors
- It’s Not Fair – Then Don’t Sign the Agreement!
- Kamikaze Sales – Beginning with a Lie
- Location, Location, Location
- Lofty Goals, Bottom-feeder Behavior
- Micromanage to Failure
- Munchausen Management
- Not Every Event Is A Networking Event
- Organically Grown, Professionally Managed Entrepreneurial Companies
- Ready to Raise Businesses or Children – Common Threads
- Reputations – Correcting “Bad Press”
- Sometimes You Just Have to Laugh
- The Business of Technology
- The Coffee Pot Syndrome
- The Lessons of Family-owned Businesses
- The Tortoise and The Hare – A Fable for Our Times
- The “Girls’ Club”
- To Compete You Must Be In the Race
- Too Big, Too Soon – Too Far, Too Fast
- Tools Required – Capability Imperative
- What Are Friends For – Not Free Services and Products?
- You Are Successful, So Why Do I Have to Pay
- “Ideal” Customer
- 2007 Articles
- “My hands are tied” – Use your head
- A Funny Thing Happened on the Way to the Forum
- All or Nothing – Adding to Regulatory Requirements
- Business Interruptions and Their Impact on Profits
- Choices
- Closing the Tax Gap – Congress and the “Carried Interest” Tax Controversy
- Commercialization: Capability, Credibility, Capitalization
- Commercializing Your Business: A Primer
- Complimentary (Free) Consultations from Qualified Service Providers
- Congress Settles the Debate Venture and Institutional Backed Firms are Small Businesses
- Consumer Protection Or Too Much Regulation
- Dancing with the One that Brung Ya
- Defining “Green” in Business and Life
- Differing Perspectives
- Driving the Business
- Earmarked for Results
- Everyone Has Baggage
- Excuse Me for Interrupting! I’m “Just” A Customer
- Excuse Me – I’m in My Own World and Dancing
- Finding Resources – Investors, Funding, and the Story to get Them
- Frustrated Consultant Seeks Cooperative Client Who Listens
- Get Ready – The First Step Is the Biggest!
- GRAB for Success – Gratitude, Resolve, Attitude, Belief™
- Hand Out or Hand Up
- Hovering around “The Answer”
- If You Knew Where You Would End Up, The Trip Would Be Easier
- It’s the Details that Matter
- I’ll Call You Right Back!
- I’m Not Uninformed – Don’t Treat Me Like An Idiot
- Lame
- Lessons Learned While Trying to Fly
- Lifestyle or Growth (Exit Opportunity) Businesses – Which Are You?
- Look Around There Are Lessons Everywhere
- Making Sense of Saving Dollars and Cents – Evaluating Expenditures in Terms of “Investment”
- Momentum Slowing You Down?
- Need Customers – Fourteen Things to Do to Connect
- No One Can Do It for You
- No X, No Z – No Business
- Not Everyone Will “Get It”
- Price Taker or Price Maker – Cost Matters
- Product, Resources, and Customers – The Three-fold Objective
- Resolution – Intent and Action
- Riding a Pterodactyl and Chasing the Dodo – Is Your Business Model Extinct and Your Business an Endangered Species?
- Ripple Effects of Take My Advice
- SOBs (and DOBs) at Work – Role Confusion in Multigenerational Success
- Standing in a Queue, Lining Up for Services
- Taking Objective Perspectives on Bad Experiences
- The Business Plan – A Direction for Your Business
- The National Single Audit (A-133) Sample Project Results – Good Audit Results May Not Mean Your Audit Measures Up
- The Retail Conspiracy
- The Starting Point – Action
- Validating Your Business Concept
- What Are Your Employees Saying About Your Business?
- Why? Just Be-Clause
- “NORMAL”
- “Should”
- 2008 Articles
- A Journey of Gratitude
- Born to Run, Born to Innovate … But Learn to Walk First
- Building a Better Business
- Business Advocates: The First Customer
- Business—Not Rocket—Science Powers Innovation
- Can the Government Teach Small Businesses to Do Business?
- Cash Flow Not Flowing? Don’t Cut Your Marketing Efforts!
- Cash: Survival in Tough Economic Times
- Coming to Terms: Getting Your Good Idea Funded
- Corporate Succession: The Abbott and Costello Method
- Customer Satisfaction: Perception of Product and Service Quality
- Defective Service
- Do You Own Your Business?
- Economic Incentives Focused on Big Business, But Where Is the Future?
- Emerging Competition, And the World Goes ’Round
- Entrenched, Entitled, Political
- Every Generation…And the One Before and After
- Fair Sustainable Trade
- Fatal Customer “Service”
- Financial Profitability, Sustainability, and Growth: From Sales Efforts to Bottom-line Returns
- First-Time Adventures
- For This I am Grateful …
- Gatekeeper or Dam?
- How Big Is Your Business? 20th Century Metrics in the 21st Century
- How Credible Is Your Organization? Are You a Yahoo?
- How to Grow Your Business, One Relationship at a Time
- It’s About Time: Employee Classification and Proper Time Records
- It’s About Time: Employee Classification and Proper Time Records
- It’s All Theoretical, But the World Is Real
- Learning from Experience – Other People’s Lessons
- Lightning Strikes and Lotteries: Gambling on Noncompliance with Government Rules
- Make a Mistake; You Might Learn Something
- No More Independent Contractors – Senators Seek to Make Everyone Employees
- Nothing to Fear from Change
- Old Shoes, New Shoes: Stepping Out of Your Comfort Zone
- Ooh, Ooh, Pick Me! Pick Me! From “Me Too” to Innovation
- Opportunity Knocks: Be Prepared
- Recognizing the Need to Grow: The Business Expertise AND the Business
- Resilience Training: Corporate Survivor
- Second Chances After Bad Results
- Served by Eeyore®[1]: Customer Service with “Voice”
- Service Providers: You Can Lead a Horse to Water But You Can’t Make a Client Listen
- Show Some R-E-S-P-E-C-T
- Small Business, Competitive Markets
- Stay Tuned to the SBIR Program
- The Complexity of Business Compliance
- The Façade
- The Heart of Innovation: Leadership
- The Light, the Tunnel…OH NO! The Train! The Train!
- The Long and Winding Road to Success
- The New Small Business Innovation Research Grant Program Reauthorization Bill: H.R. 5819 “Modernizing” Grant Programs
- The State of the Corporation
- The Sustainable Business, Defined
- The Tax Man Cometh: A Major Milestone to Becoming Profitable
- The Third Arm of Networking
- The Tyranny of Customer Choice
- The Variability of Weather and Women: It’s All About Perspective
- The Way We’ve Always Done It
- The “Free Service” Philosophy – Misconceptions about the “Right” to Misappropriate Service Provider “Product”
- Think B.I.G.™ (Bold Innovative Growth) Business!
- Time Is a Constant – It Runs One Way
- Timelines and Deadlines: Customers and Investors Wait for No One
- Traveling with Animated Characters
- Vision, Strategy, Structure, and Results
- Walls and Bridges
- We Were Radicals—Now We Wear Khakis
- When Vendor Services Fall Short
- Where Was the Board?
- You Can; But Should You?
- Your Customer the Cow? No, the Golden Goose!
- Your Rules, My Rules, the Government’s Rules
- “Owning” the Business
- 2009 Articles
- A Debt-Free Business
- Auto Bailout Leads to New Car Color: Budget Deficit Red
- Boing! Bounced Checks and Other Check-Writing Practices
- Business Plans Are Not Academic Exercises
- Business Plans: Not Fill-in-the-Blank
- Caution: Securities Transaction Ahead
- Checks: No Kites, Bounces or Post Dates
- Communication: Making Things Happen as a Business
- Consumer Protection?
- Customer Service and Revenue Growth
- Do You Love What You Do?
- Economic Stimulus Fund to Flow to Businesses: Grant and Research Programs Open Taps
- Employee Misclassification: Small Businesses At Risk
- Government Audits: Post TARP, Banking Meltdowns, Going Concern Assessments, and More
- Leadership Requires Decision-making
- Let’s Make A Deal: Creating Value for the Investor from Day One
- Making It Through the Obstacles
- Mysteries of Life: Just Where Do E-mails “Hang Out”?
- Needs Analysis: Too Needy to Succeed?
- Old Dogs, New Tricks: The Hard Sell to Investors and Lenders
- One Percent Success Rate: Perpetuating Failed Models
- Perspective
- Poised for Success: Five Steps to Ready Your Business for “The Comeback”
- Raising Funds: No Plan Required? Think Again
- Responsibility – Government The Last Line of Defense
- The Banking Crisis: TARP This
- The Employee Free Choice Act (Also Known as Card Check): Streamlining Unionization or Bypassing the Right to Vote?
- The Grant Proposal Budget: Seven Things to Remember
- The Pros of Cons
- Time Out for Innovation
- Grants
- After the Award – The Work Begins
- At-Risk – Non-compliant SBIR Recipients
- Audit of Federal Fund Recipients
- Follow that URL – Grant (SBIR and STTR) Recipients Need to Read
- Government Grant and Contract Recipients – “Invest” in Your Business
- Government Grants and Contracts: The Award – Now What
- Government Grants or Contracts?
- Grant Accounting Practices Under Scrutiny
- Grant Compliance and Accounting – It’s not Rocket Science!
- Grant Recipient Consideration
- Grant Requirements – Impact on Organization Infrastructure
- Grants and Contracts – Compliance Required
- Grants – Don’t Take the Process for Granted
- Pennywise, IP (Intellectual Property) Foolish
- Seed Funding Needs Fertile Ground
- Small Business Innovation Research Grants
- The Clock is Ticking – How Much Time Do You Have?
- The National Single Audit (A-133) Sample Project Results – Good Audit Results May Not Mean Your Audit Measures Up
- Venture and Grant Funding
- What Does an Auditor Do During an A-133 Audit?
- Where Does Venture Capital “Fit” in the Competitive Equation of “Small” Business
- Profitability and Sustainability
- Everyone Has a Role in Profitable Business Growth
- Keys to Competitiveness
- Managing Customers for Profit and Long-Term Growth
- Pricing for Profit and Market Position: An Industrial Products Perspective
- Pricing for Strategic Advantage, Customer Value, and Profit
- The Lifetime Value of a Customer and Meaningful Metrics
- The Value of Customer Relationships
- Thin-Profit Enterprise
- Underlying Profitability, a Sound Cost Structure
- Value-Based Performance Metrics
- 2004 Articles
- Books
- Contact
- Events
- CED Grants Workshop
- Compliance from Day One to Closeout: Mitigating Financial Risk through Compliance
- Found & Fund: New Venture Formation and Financing
- G.R.A.B.™ for Success! – Gratitude, Resolve, Attitude, Belief™
- Grants Budgets
- Grow Your Business: Making the Choices and Establishing the Structures that Make the Difference
- Lunch & Learn Experts Series: Grants
- QuickBooks – Creating the Company File and Structuring for Results
- QuickBooks: Company Preferences, Navigation, and Quick Tips
- Expertise
- News
Beyond Planning – Setup
Over the past months, the focus of these articles has been on preparing to open a business. Now the focus shifts to what it takes to setup a business and execute your plan.
Business setup depends upon what legal structure you have selected. The options are:
• Sole proprietor
• Partnership
• Limited liability partnership
• Limited liability company
• Corporation
• C
• Subchapter S.
Each entity has legal, tax, personal liability, and other features to evaluate in making your decision on which structure is right for you – as a business and as a business owner/operator.
Sole proprietorships are the “default” for many people. They require minimal paperwork to establish and are in existence with a name and a privilege license. For tax and legal purposes, there is no difference between the company and the individual who owns the business. The owner and ALL of his/her assets are subject to claims and liability should something go wrong.
Partnerships are essentially combinations of sole proprietorships. They do require formal agreements as to how the business will be run and what each partner will contribute and how each will share in the profits and losses of the business. One of the key things to be aware of with partnerships is that each partner becomes liable for the actions of every other partner, not just him/herself.
That unlimited liability from partners led to the creation of limited liability partnerships that are used by “professionals” – doctors, lawyers, architects, CPAs, etc. The limited liability aspect reduces the risk and liability for actions that your partner(s) take.
Limited liability companies are companies owned by one or more parties and while separate legal entities, they are not separate tax entities. The LLC files a “memo” tax filing that details the activities of the company and the amount of profits or losses that PASS THROUGH the entity to its owners and onto the owner(s) personal taxes. Lochs are hybrids of partnerships and corporations that provide substantial protection between the company liability and personal liability, while enabling the earnings (or loss) to flow to the owners without double taxation. [Note: For the purpose of this article the LLC is being treated as a partnership for taxation. LLCs can opt for corporate taxation, but that is beyond the scope of this article.]
Corporations can take two forms. Both forms are separate legal and tax entities. C corporations are the first step that all corporations take. If the corporation will be owned by a limited number of entities or individuals, it may choose to be taxed similarly to an LLC, as a flow-through entity. Again this means the company files its own tax return, but it is merely reporting the results of operations for tax purposes and the amounts that will be passed to individual tax returns of the owner(s).
The points explained above are just a few of the distinctions between the business structure types. Each has many other points to consider on their own and as they relate to your personal situation and the nature of the business conducted.
Some of the other factors to consider in deciding the appropriate legal structure include:
• Degree of risk in operations
• Amount of personal assets to protect
• Scope of activities
• Nature of products or services
• Span of geographic operations
• Local
• State-wide
• Multiple State
• Nation-wide
• Multi-national
• Global
The infrastructure of the business and things like bank accounts, tax identification numbers, and a myriad of other details require time and timing to get them properly established. For instance, requesting your federal employer identification number (EIN) comes before you get your state department of revenue number. The identification numbers that the bank need differs depending upon whether a business is a sole proprietorship or another legal form.
It is also important to understand that the business structure you select today, doesn’t have to be the same business structure you have next month or next year. A lot of factors impact what legal and tax structure is right for you at various stages of life and business. There are business and personal implications to each option and to changing structures. If you do not consciously make a choice and take the steps to create a specific legal entity, you will by default begin as a sole proprietorship (or a partnership). There isn’t anything wrong with that initial step. As things progress with the business, periodically re-evaluate if the initial choice is still the best choice. Talk with your attorney, CPA, and other experienced business advisors concerning options, issues, risks, and opportunities as your business grows.
Copyright © 2004 F.O.C.U.S. Resource, Inc.