The Canadian Small Business Survival Guide will not only instruct beginners whose business knowledge is limited, but also provide a wealth of interesting information for experienced entrepreneurs. The author has covered every imaginable facet of running a successful business. The topics include: types of business, financing, government assistance, locations, franchises, and marketing. One section, presented with step-by-step instructions, explains how to prepare necessary financial statements and business plans. The book also includes charts, checklists, exhibits, graphs, and tables that are indispensable for entrepreneurs and for those seeking a business loan.
Benj Gallander, MBA, received his degree from Dalhousie University in Halifax. His practical experience, gained from owning several successful companies and helping to start many others, has been invaluable to him in writing this guide. Benj also writes for The Globe and Mail, and is the editor of the popular investment letter, Contra the Heard.
Web content (formerly CD-ROM content)
As with the previous edition, readers will have access to over 120 forms and documents that can be used for a multitude of business purposes. The web content will also contain new bonus chapters in addition to the updated chapters that were previously featured on the CD-ROM.
Topics included in the book:
·Writing a business plan
·Obtaining critical financing and capital
·Tips on buying an existing business
·What to know when considering a franchise
·Helpful marketing tips
·Tips for social media marketing
·Ideas for increasing sales volume
·Managing employees, both good and bad
·Managing payroll taxes
·Developing an accounting strategy
·Handling credit card sales
·Developing rapport with your banker
·Doing business with China
·Managing cash flow
·Developing a sound web strategy
·What to consider when incorporating
This collection, which was first published in 1991, presents a critical analysis of the various manifestations of the enterprise culture. Drawing upon a range of research, it deals with a number of related topics. The result is a powerful analysis of the material and ideological role of the petty bourgeoisie in contemporary capitalism.
Its multidisciplinary approach, which contributions from leading scholars in the field, makes this book of interest to anyone wanting to make sense of the socio-economic restructuring of Britain.
Historically, the most common ways to raise financing for SMEs was through bank loans or through the stock markets. But banks are notoriously risk-averse and conservative in lending to small businesses, and the great bull market is over. For most small and medium sized companies, the small cap public issue market is no longer a viable source of financing. Enter private equity. There are billions of dollars of private equity funds available in Canada and millions of SMEs looking for money, but the two don’t always know how to find one another and, when they do, usually don’t speak the same language. This is the book that explains to business people what private equity financing is, how it works, how and where to find it, how to be successful in attracting it, and all the advantages and disadvantages of raising financing in this way.
Money Magnet is for entrepreneurs in emerging growth companies who are seeking financing and want to explore the benefits of the private equity option. In language that entrepreneurs understand, Jacoline Loewen demystifies the world of private equity in this simple yet comprehensive guide. Money Magnet explains what private equity is and how it works; compares it with traditional sources of financing, such as banks and stock markets; explains the different types of private equity investors (e.g., angels, venture capitalists, fund managers and institutional investors); outlines the benefits and pitfalls; describes how to meet venture capitalists and fund managers; shows how to make a convincing pitch to an investor; reveals what makes investors cringe and what makes them open up their cheque book; provides strategies to deal with the four brutal questions all investors ask; explains in detail the deal process and the deal sheet; gives advice on common conflicts between investors and entrepreneurs and how to manage them; includes a detailed checklist of what an investor wants to know about you and your business; and much more.
But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?
Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:
“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”
Perhaps, but who can afford to ignore these findings?