- 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
The New Bankruptcy Law and Small Business
The Bankruptcy Abuse Prevention and Consumer Protection Act of 2005 was signed into law on April 20, 2005 with an effective date of October 17, 2005 for most provisions. This law affects individuals (consumers), small businesses, and businesses in general with its many changes to existing bankruptcy laws.
A “small business” for the purposes of this legislation and Chapter 11 filing is a business debtor which is engaged in commercial or business activities (not related to property ownership or activities incidental to property ownership) and has a total non-contingent liquidated debt of not more than $2 million dollars as of the date of the filing for relief. The debt total excludes debts owed to affiliates or insiders.
A small business may be excluded from this category of bankruptcy filings if it has established a creditors’ committee that is active and representative of the creditors of the business and that committee provides oversight on the operations of the business. This committee may be formed after the initial bankruptcy filing and classification as a small business. If such a committee is formed subsequent to the filing, the business may be reclassified outside of the small business category.
Why does it matter if you are a “small business” or a “large business”? The major reason is that small businesses are given only six months to file a reorganization plan, while large businesses are given 18 months. The six-month time restriction, if not met, moves a small business from reorganization (Chapter 11) to liquidation (Chapter 7). So understanding that the clock is ticking and that a plan needs to be developed and filed is critical to a small business’ viability.
Small business debtors (Chapter 11) are required (effective date of requirement is to be determined) to file periodic financial statements and other reports regarding:
- Profitability (the amount of money that has been earned or lost during the current and recent fiscal periods
- Forecasts or reasonable approximations of projected cash flows over a “reasonable” period
- Comparative reports on actual cash flow versus projected cash flows
- Statements/verification as to whether the debtor is in compliance with all post-petition requirements, including timely filing of tax returns and other governmental filings, as well as payment of taxes and other administrative expenses
In instances where the debtor is not in compliance, an explanation of why, how, and at what cost the debtor intends to remedy the situation.
As part of Chapter 11 the debtor files a reorganization plan (and possibly other disclosure statements) that is expected to provide adequate information on how business will be done and how each debt holder claim or interest will be handled. The court must approve this plan. The plan is expected to achieve a balance between the interests and needs of
- The court
- The United States Trustees
- Creditors
- Other parties with interest in the information
- The Small Business Debtor
At this time, no agency has been designated to ensure the “adequacy” of information requirement is met.
The Small Business Debtors (or an appointed trustee) are expected to perform certain duties in a small business case:
- Provide the most recent set of complete financial statements, income tax returns, or a statement that no such documents have been prepared or filed
- Attend meetings scheduled by the court and the US Trustee (this requirement may be waived under extraordinary and compelling circumstances)
- Make timely filings of schedules and statements related to financial affairs
- File all post-petition financial and other reports
- Maintain insurance
- File timely tax returns and payments
- Allow inspection of books and records upon receipt of reasonable notice by the United States Trustee or designated representative
The information above is just a small part of the changes and requirements that small businesses face if they find it necessary to apply for reorganization or liquidation bankruptcy. Many attorneys and business advisors have recommended that any business contemplating bankruptcy of any type should consider making those filings before October 17, 2005 if it is an “inevitable” event.
What all businesses need to keep in mind is that most creditors would prefer that the customer contact them to negotiate new terms if the financial situation is at a critical point. Creditors prefer receiving all of the money owed over a longer period of time rather than the possibility of getting little or no money.
This new legislation has proponents and opponents with both sides saying why it is good or bad for business (and individuals). That is true of any legislation, and once it is passed, we must live with it.
For instance, current bankruptcy laws allowed the courts to go back to vendors and creditors who had been paid in the 90 day period prior to bankruptcy filing to “reclaim” the funds paid. These funds were often viewed as “preference” payments. As such the vendor who was conducting business as usual suddenly finds the account that was current is now unpaid and they have to get in line with the other creditors in the bankruptcy proceeding.
If your business (large or small) or you as an individual have been contemplating a bankruptcy filing, the best strategy may be to set up appointments with tax advisors, attorneys, and accountants to get a clear picture of your situation today versus what happens after October 17, 2005. Understanding the options and timing could be critical to how successfully you can address your financial situation.
Copyright ©2005 F.O.C.U.S. Resource, Inc.