Professional Documents
Culture Documents
By Carol Eliason
Research Management Corporation
Falls Church, Virginia
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Introduction
Homework has taken on new meaning for more than 10 million Americans. The
drive for economic self-sufficiency has motivated large numbers of persons
to market their skills and talents for profit from home. More than 400,000
persons launched home enterprises in 1985. Our increasingly service
oriented economy offers a widening spectrum of opportunities for customized
and personalized small business growth.
The purpose of this SBA Management Aid is to help you take stock of your
interests, aptitudes and skills. Many people have good business ideas but
not everyone has what it takes to succeed. If you are convinced that a
profitable home business is attainable, this Management Aid will provide
step by step guidance in development of the basic written business plan.
Information Gathering
A helpful tool for use in determining if you are ready to take the risks of
a home based business operation is the SBA Publication #MA 2.016, Checklist
for Going Into Business. It will help you focus on the basic steps in
information gathering and business planning.
While the reasons for the rapid growth of home based business operations
may vary from the need to supplement family income with a few hundred
dollars all the way to a sophisticated technical consulting service billing
hundreds of thousands of dollars, there are many common characteristics and
challenges to be considered in launching most home based businesses,
regardless of size. Some tasks are universal to all small business
startups, while others are unique to a home base.
The experience of the author and interviews with dozens of home based
operators over the past decade indicate that special planning is required
to research legal and tax issues, proper space utilization and to establish
time management discipline. Inadequate or careless attention to development
of a detailed business plan can be costly for you and your family in terms
of lost time, wasted talent and disappearing dollars.
While not every successful home based business owner starts with a "Y"
answer to all of these questions, three or four "N"'s and "U"'s should be
sufficient reason for you to stop and give second thought to going it
alone. Many proprietors who sense entrepreneurial deficiencies seek extra
training and support their limitations with help from a skilled team of
business advisors such as accountants, bankers and attorneys.
Selecting A Business
Perhaps you have already decided what your home based business will be. You
know how you will serve your market and with what. If not, but you are
determined to establish a home based source of income, then you need to
decide exactly what business you will enter. A logical first step for the
undecided is to list potential areas of personal background, special
training, educational and job experience, and special interests that could
be developed into a business. Review the following list of activities which
have proven marketable for others. On a scale of "0" (no interest or
strength) to 10 (maximum interest or strength) indicate the potential for
you and a total score for each activity;
My Level Personal Market Total
of Interest Strength Strength Points
Personal services
-- house cleaning ____________ ____________ ____________ ____________
-- baby-sitting ____________ ____________ ____________ ____________
-- tutoring ____________ ____________ ____________ ____________
-- secretarial ____________ ____________ ____________ ____________
-- catering ____________ ____________ ____________ ____________
-- direct mail ____________ ____________ ____________ ____________
Handicrafts
-- needle work ____________ ____________ ____________ ____________
-- ceramics ____________ ____________ ____________ ____________
-- jewelry design ____________ ____________ ____________ ____________
-- upholstering ____________ ____________ ____________ ____________
Artistic work
-- painting ____________ ____________ ____________ ____________
-- photography ____________ ____________ ____________ ____________
-- prints ____________ ____________ ____________ ____________
-- wire sculpture ____________ ____________ ____________ ____________
-- engraving ____________ ____________ ____________ ____________
Repair services
-- small appliances ____________ ____________ ____________ ____________
-- furniture ____________ ____________ ____________ ____________
-- clothing ____________ ____________ ____________ ____________
-- TV and radio ____________ ____________ ____________ ____________
-- automotive ____________ ____________ ____________ ____________
Instruction skills
-- languages ____________ ____________ ____________ ____________
-- math ____________ ____________ ____________ ____________
-- gourmet cooking ____________ ____________ ____________ ____________
-- music ____________ ____________ ____________ ____________
-- home repairs ____________ ____________ ____________ ____________
Seasonal products
-- foodstuffs ____________ ____________ ____________ ____________
-- clothing ____________ ____________ ____________ ____________
-- gift items ____________ ____________ ____________ ____________
Party sales
-- cookware ____________ ____________ ____________ ____________
-- plants ____________ ____________ ____________ ____________
-- plastic goods ____________ ____________ ____________ ____________
-- cosmetics ____________ ____________ ____________ ____________
For other ideas, check your local public library for one or more of the
publications listed in the Resource Section of this Management Aid.
SCORING
This checklist should give you a good idea of the kind of a business that
would suit you best and why.
Time Management
For both the novice and the experienced business person planning a small
home based enterprise, an early concern requiring self-evaluation is Time
Management.
It is very difficult for some people to make and keep work schedules even
in the disciplined setting of an employer's office. At home, as your own
boss, the problem can be much greater. To determine how much time you can
devote to your business, begin by drafting a weekly task timetable listing
all current and potential responsibilities and the blocks of time required
for each. When and how can business responsibilities be added without undue
physical or mental stress on you and your family? Potential conflicts must
be faced and resolved at the outset and as they occur. Otherwise, your
business can become a nightmare. During the first year of operation,
continue to chart, post and checkoff tasks on a daily, weekly, monthly
basis.
It will be important to set aside a specific work area. For example, more
than one fledgling business ledger has gone up in smoke, been chewed by the
family dog, or thrown out with the trash when business records were not
kept separate from family papers. Ready access to business records during
work hours is essential, but they must be protected.
Check the reasons below for and against working at home that apply to you.
List any additional drawbacks or obstacles to operating this business at
home.
Pros Cons
Ask family members to comment on pros and cons. Their concerns may require
reconsideration of some specifics.
Now you will want to investigate potential legal and community problems
associated with operating the business from home. You should gather, read
and digest specialized information concerning federal, state, county and
municipal laws and regulations concerning home based business operations.
Check first! Get the facts in writing. Keep a topical file for future
reference. Some facts and forms will be needed for your business plan.
There may be limitations enforced that can make your planned business
impossible or require expensive modifications to your property.
TO DO DONE
Here are some ways to collect your information. Call or visit the zoning
office at county headquarters or city hall. In some localities the city or
county Office of Economic Development has print materials available to
pinpoint key "code", items affecting home based business. If not, check
with the local Chamber of Commerce office.
Even in rural areas, the era of unlimited free enterprise is over. Although
the decision makers may be in the state capital or in a distant regional
office of a federal agency, check before investing in inventory, equipment
or marketing programs. If in doubt call the state office of Industrial
Development or the nearest SBA district office. In some states the county
agent or home demonstration agent will have helpful information concerning
rural or farm business development.
To cover the income tax rules regarding a home based business, be sure to
secure the IRS Publication #587, BUSINESS USE OF YOUR HOME.
After you have gathered as much information as seems practical you may wish
to evaluate a home based site vs. one or more other nearby locations.
Here's a handy checklist. Using the "0" to "10" scale, grade these vital
factors:
Factors To Consider
Grades For Each Factor
Home Other
The greater the difference between the totals of the two columns, the
clearer your decision should be. In the space below, write out what your
decision and the reasons that support it.
Decision:
What is it?
A business plan:
* Is the management and financial "blueprint" for
startup and profitable operation
* Is written by the home based business owner with
outside help as needed
* Is accurate and concise as a result of careful study
* Explains how the business will function in the
marketplace
* Clearly depicts its operational characteristics
* Details how it will be financed
* Outlines how it will be managed
* Serves as a prospectus for potential investors and
lenders
* The process of putting the business plan together, including the thought
that you put in before writing it, forces you to take an objective,
critical, unemotional look at your entire business proposal
Cover Page:
A. Business Name:
Street Address:
Mailing Address:
Telephone number:
Owner(s) Name(s):
Inside Pages:
B. Business Form:
(proprietorship, partnership, corporation)
If incorporated:
(state of incorporation)
Remember, your business can become more profitable by adopting the good
competitive practices and by avoiding their errors.
To help you evaluate how successful your product or service will be, go
down the following list of standard characteristics (you may want to add
more from your knowledge of your field) and make a candid evaluation of
your competitive "edge:' On a scale of "0" (theirs puts mine to shame) to
10 (mine puts their to shame) indicate the potential for you and a total
score:
FEATURE
Price _______
Performance _______
Durability _______
Versatility _______
Speed/accuracy _______
Ease of operation or use _______
Ease of maintenance or repair _______
Ease or cost of installation _______
Size or weight or color _______
Appearance or styling or packaging _______
A Total Points score of less than 60 indicates that you might reconsider
the viability of your product or service and/or think about how you can
improve it. Over 80 points indicates a clear competitive edge.
What pricing and sales terms are you planning? The primary consideration in
pricing a product or service is the value that it represents to the
customer. If, on the previous checklist of features, your product is truly
ahead of the field, you can command a premium price. On the other hand, if
it is a "me too" product, you may have to "buy" a share of the market to
get your foothold and then try to move price up later. This is always risky
and difficult. One rule will always hold: ultimately, the market will set
the price. If your selling price does not exceed your costs and expenses by
the margin necessary to keep your business healthy, you will fail. Know
your competitors pricing policies. Send a friend to comparison shop. Is
there discounting? Special sales? Price leaders? Make some "blind" phone
calls. Detail your pricing policy.
What is your sales plan? Describe how you will sell, distribute and/or
service what you sell. Be specific. Below are outlined some common
practices:
Mail Order
Specialized markets for leisure time or unique products have grown as more
two income families find less time to shop. Be aware of recent mail order
legislation and regulation.
Franchising
Distributors
What is your advertising plan? Each product or service will need its own
advertising strategy as part of the total business marketing plan. Before
developing an advertising campaign for your business plan, take time to
review a few basic assumptions. By definition, advertising is any form of
paid, non-personal promotion that communicates with a large number of
potential customers at the same time. The purpose of advertising is to
inform, persuade and remind customers about your company's products or
services. Every advertising activity should have specific goals. Common
examples are:
The next step will be to develop answers to the following crucial questions:
What should be said about the business and how should it be stated?
What media should be used?
How much can be afforded?
How can the advertising program be implemented?
How can its effectiveness be measured?
The basic criteria for selecting specific types of media will include
concise answers to the following:
* Customer Type -- What does your potential customer read or listen to?
Where? How often? What image does the media you are considering suggest?
Does it fit your customer? Describe your customer.
* Budget Restrictions -- How will the amount of money you have to spend
limit the media you can use? How can you spread your budget out over a year
to give a repetitive, continuous message? While you may have to spend more
at the start, a good ongoing guideline is that advertising should not
exceed one or two percent of sales. Set forth how much you are willing to
invest in advertising in the first year: $_______
* Past Performance -- What is the track record for use of the medium you
are considering for your type of business? What do your competitors use?
What does your trade association suggest? Note appropriate comments.
For more on media selection and creating your advertising plan, see SBA
publication #MA4.018, PLAN YOUR ADVERTISING BUDGET.
Management Plan
Company President
(owner-manager)
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Shop Manager Sales Manager Office
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Company President
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Sales Manager Shop Manager Office
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Foreman Parts
Manager
Calculate total salaries, wages, fringe benefits and payroll taxes for each
month of the first year:
If you have identified any gaps in personnel skills, state how these will
be overcome by training, purchase of outside services, or subcontracting.
Check with the nearest state employment service office for assistance.
Write your plan.
What will be the location and type of bank accounts opened for the
business. A word of caution, keep business accounts separate from personal
or family accounts. These vital records will be necessary for future tax
and accounting purposes. Describe your banking plan.
Clearly the most critical section of your Business Plan Document is the
Financial Plan. In formulating this part of the planning document, you will
establish vital schedules that will guide the financial health of your
business through the troubled waters of the first year and beyond.
The business owner is no different. Your product or service may improve the
condition of mankind for generations to come, but, unless you have access
to an unlimited bankroll, you will fail if you don't make a profit. If you
don't know what's going on in your business, you are not in a very good
position to assure its profitability.
Most home based businesses will use the "cash" method of accounting with a
system of recordkeeping that may be little more than a carefully annotated
checkbook in which is recorded all receipts and all expenditures, backed up
by a few forms of original entry (invoices, receipts, cash tickets, etc.)
For a Sole Proprietorship, the business form assumed by this Management
Aid, the very minimum of recorded information is that required to
accurately complete the federal Internal Revenue Service Form 1040,
Schedule C. Other business types (partnerships, joint ventures,
corporations) have similar requirements but use different tax forms.
If your business is, or will be, larger than just a small supplement to
family income, you will need a something more sophisticated. Stationery
stores can provide you with several packaged small business accounting
systems complete with simple journals and ledgers and detailed instructions
in understandable language.
Should you feel that your accounting knowledge is so rudimentary that you
will need professional assistance to establish your accounting system, the
classified section of your telephone directory can lead you to a number of
small business services that offer a complete range of accounting services.
You can buy as much as you need, from a simple "peg-board" system all the
way to computerized accounting, tax return service, and monthly
profitability consultation. Rates are reasonable for the services rendered
and an investigative consultation will usually be free. Look under the
heading, "Business Consultants", and make some calls. Be sure to let them
know the size of your business so you get to the ones who specialize in
home based operations. Many of them are home-based entrepreneurs themselves
and know what you will be going through. Let's start by looking at the
makeup of the Financial Plan for the business.
* Market health:
* Date of startup:
* Sales buildup ($):
* Gross profit margin:
* Equipment, furniture and
fixtures required:
* Payroll and other key expenses that will affect
the financial plan:
4. Pro Forma Balance Sheet -- "Pro forma" refers to the fact that the
balance sheet is before the fact, not actual. This form displays assets,
liabilities and equity of the business. This will indicate how much
investment will be required by the business and how much of it will be used
as working capital in its operation.
5. Cash Flow Projection -- this will forecast the flow of cash into and out
of your business through the year It helps you plan for staged purchasing,
high volume months and slow periods.
Refer to Exhibits A & A-1. Create a wide sheet of analysis paper with a
three inch wide column at the extreme left and thirteen narrow columns
across the page. Write at the top of the first page the planned name of
your business. On the second line of the heading, write "Profit and Loss
Projection". On the third line, write "First Year".
Then, note the headings on Exhibit A and copy them onto your 13-column
sheet. If startup is indefinite, just write "Month #1", "Month #2", etc.
Column 13 should be headed "Total Year".
In the wide, unnumbered column on the left of your 13 column sheet, copy
the headings from the similar area on Exhibit A. Then follow the example
set by Exhibit A and list all of the other components of your income, cost
and expense structure. You may add or delete specific lines of expense to
suit your business plan. Guard against consolidating too many types of
expense under one account lest you lose control of the components. At the
same time, don't try to break down expenses so discretely that accounting
becomes a nuisance instead of a management tool. Once again, Exhibit A
provides ample detail for most home based businesses.
Now, in the small column just to the left of the first monthly column, you
will want to note which of the items in the left-hand column are to be
estimated on a monthly (M) or a yearly (Y) basis. Items such as Sales, Cost
of Sales and Variable Expenses will be estimated monthly based on planned
volume and seasonal or other estimated fluctuations. Fixed Expenses can
usually be estimated on an yearly basis and divided by twelve to arrive at
even monthly values. The "M" and "Y" designations will be used later to
distinguish between variable and fixed expense.
Exhibit A-1 describes line by line how the values on the Profit and Loss
Projection are developed. Use this as your guide.
To create this schedule, you will need to create a list of all of the
Assets that you intend to use in your business, how much investment each
will require and the source of funds to capitalize them. A sample of such a
list is shown below:
Before you leave your Source of Funds Schedule, indicate the number of
months (years x 12) of useful life for depreciable fixed assets. (In the
example, the pickup truck, the packaging machine and the furniture and
office equipment would be depreciable.) Generally, any individual item of
equipment, furniture, fixtures, vehicles, etc., costing over $100 should be
depreciated. For more information on allowances for depreciation, you can
get free publications and assistance from your local Internal Revenue
Service office. Divide the cost of each fixed asset item by the number of
months over which it will be depreciated. You will need this data to enter
as monthly depreciation on your Profit and Loss Projection. All of the data
on the Source of Funds Schedule will be needed to create the Balance Sheet.
Even though you may plan to stage the purchase of some assets through the
year, for the purposes of this pro forma Balance Sheet, assume that all
assets will be provided at the startup.
SBA has created an excellent form for this purpose and it is shown as
Exhibit C. Your projection should be prepared on 13-column analysis paper
to allow for a twelve month projection. Exhibit C-1 represents a line by
line description and explanation of the components of the Cash Flow
Projection which provides a step-by-step method of preparation.
SMALL BUSINESS INSTITUTES (SBIs) which have been organized through SBA on
over 500 university and college campuses as another way to help small
business. At each SBI, senior and graduate students at schools of business
administration, and their faculty advisors, provide on-site management
counseling. Students are guided by the faculty advisors and SBA management
assistance experts and receive academic credit for their work.
A Final Word
In completing this Management Aid, you have put in a great deal of time and
effort. You should now have all of the elements needed to present as simple
or sophisticated a prospectus for your enterprise as you desire. More
important, you have created the management tools to guide you in your
venture. Once the business opens its doors, you will be inundated by the
details, problems, challenges and joys of going it alone. It will be
difficult to hold to your course through the rough seas ahead, but don't
forget this "chartbook", it will see you through to "Port Profit." It
should be a living document, referred to regularly, massaged constantly,
and revised to reflect your experience. Begin a planning cycle that expands
this first year plan into one that spans three or five years out. Update it
at regular intervals. Set your goals and live by them. Your success is in
your hands. Good planning and good execution!
The profit and loss statement (P&L) is valuable as a planning tool and as a
key management tool to help control operations to reach business goals. It
enables the owner/manager to develop a "preview" of the amount of profit,
or loss, generated each month, and for the business year -- based on
reasonable predictions of monthly levels of sales, costs, and expenses. The
owner/manager can compare the year's expected profits or losses against the
profit goals and needs established for the business. A completed P&L
statement allows the owner/manager to compare actual figures with the
monthly projections, and to take steps to correct any problems.
REVENUE (Sales)
* List the departments within the business, e.g., assume your business is
appliance sales and service: New appliances, used ones, parts, in-shop
service, on-site service.
* Exclude from the Revenue section any revenue that is not strictly related
to the business.
COST OF SALES
* In the "Estimate" columns enter the cost of sales estimated for each
month for each department. For product inventory, calculate the cost of the
goods sold for each department (beginning inventory plus purchases and
transportation costs during the month, minus the inventory). Enter "Actual"
costs when known each month.
Gross Profits -- Subtract the total cost of sales from the total revenue.
EXPENSES
Net Profit -- To find net profit, subtract total expenses from gross profit.
APPENDIX B
Company Name
1 BALANCE SHEET
As of (current date)
2 ASSETS LIABILITIES 7
Current Assets Current Liabilities
Cash $____ Accounts payable $____
Accounts receivable $____ Short-term notes $____
less allowance for Current portion
doubtful accounts $____ of long-term notes $____
Net realizable value $____ Interest payable $____
Inventory $____ Taxes payable $____
Temporary investments $____ Accrued payroll $____
Prepaid expenses $____ Total Current Liabilities $____ 8
3 Total Current Assets $____ Long-Term Liabilities
Long-Term Investments Notes payable $____
(detailed list) $____ Total Long-Term Liabilities $____ 9
4 Total Investments $____ TOTAL LIABILITIES $____ 7
Fixed Assets EQUITY
Land $____ Total Owner's Equity
Buildings: $____ at (proprietorship) $____
cost, less accumulated or
depreciation of $____ (Name's) Equity $____
Net book value $____ (Name's) Equity $____
Equipment: $____ at (partnership)
cost, less accumulated Total Partners' Equity $____ 10
depreciation of $ or
Net book value $____ Shareholders' Equity
Furniture/Fixtures: $____ at (corporation)
cost, less accumulated Capital stock $____
depreciation of $____ Capital paid-in in excess
Net book value $____ of par $____
Autos/Trucks: $____ at Retained earnings $____
cost, less accumulated Total Shareholders' Equity $____
depreciation of $____ TOTAL LIABILITIES
Net book value $____ AND EQUITY $____ 11
5 Total Net Fixed Assets $____ RECONCILEMENT OF EQUITY
Other Assets As of (current date)
(detailed list) $____ Equity at beginning of period $____
6 Total Other Assets $____ Plus: Net income (or Minus:
TOTAL ASSETS $____ Net loss) after taxes $____
Plus: Additional capital
contributions
(investments by owner(s)
or stock purchases by
shareholders $____
Less: Total deductions
(withdrawals by owner(s) or
dividends to shareholders) $____
Equality as shown on current
Balance sheet $____ 12
APPENDIX B1
1. Heading -- The legal name of the business, the type of statement, and
the day, month, and year. Must be shown at the top of the report.
3. Current Assets -- Cash and resources that can be converted into cash
within 12 months of the date of the Balance Sheet (or during one
established cycle of operations). Besides cash (money on hand and demand
deposits in the bank, e.g., checking accounts and regular savings
accounts), resources include:
5. Fixed Assets -- Fixed assets, frequently called plant and equipment, are
the resources a business owns or acquires for use in operations and does
not intend for resale. Land is listed at its original purchase price, with
no allowance for appreciation or depreciation. Other fixed assets are
listed at cost, less depreciation. Fixed assets may be leased. Depending on
the leasing arrangement, both the value and the liability of the leased
property may need to be listed on the Balance Sheet.
6. Other Assets -- Resources not listed with any of the above assets.
Examples include tangibles such as outdated equipment salable to the scrap
yard, and intangibles such as trademarks.
10. Equity -- Also called net worth. Equity is the claim of the owner(s) on
the assets of the business. In a proprietorship or partnership, equity is
each owner's original investment plus any earnings after withdrawals.
11. Total Liabilities and Equity -- The sum of these two amounts must
always match that for Total Assets.
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How to Borrow Money from a Bank. Alexander. Don H. 1983. $5.50 paper. DHA &
Associates
How to Finance Your Small Business with Government Money: SBA & Other
Loans. 2nd edition. Hayes, Rick S., and Howell, John C. 1983, $17.95 paper.
Ronald Press
Maximizing Cash Flow: Practical Finance Control for Your Business. Toncre,
Emery. 1986. $24.95 cloth. Wiley
The Small Business Guide to Borrowing Money. Goldberg, Philip, and Rubin,
Richard. 1980. $24.95 cloth. McGraw-Hill
Start-Up Money: How to Finance Your New Small Business. McKeever, Michael.
1986. $12.95 paper. Nolo Pr
Government Regulations
Incorporating
Insurance
Insurance Guide for Small Business. Robinson, Gary. 1983. $32.95 cloth. PSI
Research
Legal Matters
The Complete Legal Guide for Your Small Business. Adams, Paul. 1982. $19.95
cloth. Ronald Press
Legal Handbook for Small Business. Lane, Marc. 1978. $15.95. AMACOM
The Legal Start-Up Kit. Edwards. Paul and Sarah. 1983. $11.45. Home
Enterprises Unlimited
Making the Law Work for You: A Guide for Small Business. Rice, Jerome S.,
and Libbey, Keith. 1980. $10.95 cloth; $4.95 paper. Contemporary Books
The Small Business Legal Advisor. Hancock, William A. 1986. $9.95 paper.
McGraw-Hill
Marketing
Low Cost Market Research: Guide for Small Business. Gorton, Keith, and
Carr, Isobel, 1983. $26.95 cloth. Wiley
The Secrets of Practical Marketing for Small Business. Holtz, Herman. 1982
$16.95 cloth; $7.95 paper. Prentice-Hall
Successful Marketing for Small Business. Cohen, William A., and Reddick,
Marshall E. 1981. $17.95 cloth. AMACOM
Pensions
Small Business Pensions Plans. Martin, Thomas J. 1982. $15.95 cloth. HR&W
Successful Pension Design for the Small to Medium Size Business. Slimmon,
Robert F. 1980. $69.50 cloth, Institute for Business Planning
The Publicity and Promotion Handbook: A Complete Guide for Small Business.
Carlson, Linda. 1981. $19.95 cloth. CBI Publishers
Successful Public Relations Techniques. Kadon, Ann, and Kadon, John. 1976.
$5.00 paper. Modern Schools
Purchasing
Security
The Small Business Security Handbook. Keogh, James E. 1980. $15.95 cloth;
$7.95 paper, Prentice-Hall
Beyond Survival: A Business Owner's Guide for Success. Danco, Leon A. 1982.
$19.95. Prentice-Hall
The Economics of Small Business. Brock, William A.; Evans, David S. 1986.
$35.00 cloth. Holmes & Meier
Getting Started. 2nd edition. 1982, $14.95 cloth, Self Counsel Press
Handbook for a Small Office. Wood, Pauline. 1982. $8.95 cloth. Dorrance
Have You Got What it Takes? Mancuso, Joseph R. 1982. $16.95 cloth; $7.95
paper, Prentice-Hall
How to Improve the Profits of any Small Business. Carlson, Dick. 1981.
$25.00 cloth. Public Service
How to Make Money in Your Own Small Business. Metcalf, Bunn, 1981. $17.00
cloth; $19.00 paper. Reston
The Independent Woman. Wisely, Rae, and Sanders, Gladys. 1981. $8.95 cloth,
J. P. Tarcher
How to Set Up an Effective Filing System. Taylor, Mary Sue. 1981, cloth.
National Association of Credit Management
In Business for Yourself. Goldstein. Jerome. 1982. $12.95 cloth; $6.95
paper. Scribner
Making it on Your Own. Feingold, Dr. S. Norman, and Perlman, Dr. Leonard G.
1981. $12.50 cloth. Acropolis Books
The Money Manager. Edwards, Paul and Sarah, 1983. $ 14.95, Home Enterprises
Unlimited.
Profit Secrets for Small Business. Stevens, Mark. 1983. $14.95 paper. Reston
Running Your Own Show: Mastering the Basics of Small Business. Curtin,
Richard T. 1982. $17.95 cloth; $3.95 paper. John Wiley
Run Your Own Retail Store. Burstinger, Irving. $19.95 cloth; $22.95 paper.
Prentice-Hall
Sell More and Spend Less. Martin, Thomas J, 1980. $15.95 cloth. HR&W
Setting Up Shop. Smith, Randy Baca. 1982. $21.95 cloth; $6.95 paper,
McGraw-Hill
Small Business: Look Before You Leap. 2nd edition. Mucciolo Louis. 1981.
$8.95 paper. Arco
Small Firms Growth & Development. Scott; Gibb; Faulkner; Lewis, 1986.
$35.00 cloth. Gower Pub Co
Small Time Operator: How to Start Your Own Small Business, Keep Your Books,
Pay Your Taxes, and Stay Out of Trouble. Rev. edition, Kamoroff, Bernard.
1983. $8.95 paper. Bell Springs Publishers
Starting and Managing the Small Business. Kuriloff, Arthur, and Hemphill,
John, Jr. 1983. $22.95 cloth. McGraw-Hill
Successful Small Business Management. 3rd edition, Tate, Curtis E., Jr.;
Megginson, Leon C., and Scott, Charles R., Jr. 1982. $22.50 cloth. Dorsey
Survival of the Small Firm. Stanworth, John; Watkins, D.; Curran, J. 1986.
$24.95 cloth. Gower Publishing Co
Thirty-Six Small Business Mistakes and How to Avoid Them. Stevens, Mark.
1982. $4.95 paper. Prentice-Hall
The Time Manager. Edwards, Paul and Sarah. 1983. $6.20. Home Enterprises
Unlimited
Untold Facts about the Small Business Game. Blagrove, Luanna C. 1980 $24.95
cloth; $19.95 paper. Blagrove Publications
When Your Name Is on the Door. Brodie, Earl D. 1981, $24.95 cloth, Books in
Focus
Clowns, Clients, and Chaos: Starting a Hometown Talent Agency for Fun and
Profit. Elliott, Tom. 1983. $17.95 paper. TEP
The Corner Grocery Store. Otten, Catherine. 1980. $4.95 paper. Tech Data
Family Day Care. Squibb, Betsy, 1980. $10.95 cloth, Harvard Common Press
Freelance Writing for Profit. Boeschen, John. 1982, $6.95 paper. St.
Martin's Press
How to Earn $25,000 a Year or More Typing at Home. Drouillard, Anne, and
Keefe. William F. 1973. cloth, Frederick Fell
How to Set Up and Run a Successful Typing Service. Goodrich, Donna, 1983.
$8.95 paper. Wiley
How to Start & Manage a Dance Fitness Business. Holt. Linda. 1984. Paper.
Strode
How to Start and Run a Successful Home Typing Business. Glenn, Peggy, 1980.
$14.95 paper. Aames-Allen
Start & Run a Profitable Home Typing Business. Aliaga, Barbara, 1984. $9.95
paper. ISC Pr
Start and Run a Successful Beauty Parlor. Poque, Paul. 1983. Paper. Self
Counsel Press
Start and Run a Successful Video Business. Loh, Stan. 1983. $3.95 paper.
Royal Court
Successful Free-Lancing. Faux, Marian. 1982. $11.95 cloth. St. Martins Press
Suggestions for Starting a Business from Businesses that Are Going Out of
Business. Doyle, A. C. 1983. $16.95 paper. Center Self
Turn Your Kitchen into a Goldmine. Howard, Alice. 1981. $12.95 cloth.
Harper and Row
Women Working at Home: The Homebased Business Guide and Directory. Behr,
Marion. 1981. $12.95 paper. WWH Press
You Can Sell Your Photos. Scanlon, Henry. 1980. Cloth. Harper and Row
Magazines
The Mother Earth News. Monthly. P.O. Box 70, Hendersonville, NC 28791.
Newsletters
Behind Small Business. 10 issues per year. Dona Risdall, P.O. Box 37147,
Minneapolis, MN 55431.
Boardroom Reports. 26 issues per year. 500 Fifth Avenue, New York, NY 10110.
The Crafts Report. 11 issues per year. 700 Orange Street, Wilmington, DE
19899.
Mind Your Own Business At Home. Bimonthly. P.O. Box 14850, Chicago, IL
60614.
Open Chain. Monthly. Fiber Designs, P.O. Box 2634, Menlo Park, CA 94025.
The Roper Report. Monthly. P.R. Associates, #3 Malaga Cove Plaza, Box 844,
Palos Verdes Estates, CA 90274.
Associations
H.O.M.E.
P.O. Box 31446
San Francisco, CA 94131
Academia Press
P.O. Box 125
Oshkosh, WI 54901
414-235-8362
Acropolis Books
2400 17th St., NW
Washington, DC 20009
202-387-6805
Addison-Wesley
Distribution by: Matrix Publications
27 Benefit St.
Providence, RI 02904
401-421-2068
AMACOM
135 W. 50th St.
New York, NY 10020
212-586-8100
Arco Publishing
215 Park Ave., South
New York, NY 10003
212-777-6300
Argus Communications
One DLM Park
Box 5000
Allen, TX 75002
214-247-6300
Ballantine Books
400 Hahn Rd.
Westminster, MD 21157
212-751-2600 (NY Office)
Bermont Books
815 15th St., NW
Suite 1108
Washington, DC 20005
202-737-6437
Betterway Publications
c/o Berkshire Traveller Press
Pine Street
Stockbridge, MA 01262
413-298-3636
Bibliotheca Press
P.O. Box 98378
Atlanta, GA 30359
404-588-1328
Bobbs-Merrill Company
4300 W. 62nd St.
Indianapolis, IN 46468
317-298-5400
Books in Focus
160 E. 38th St.
Suite 31B
New York, NY 10016
212-490-0334
Brown, William C.
2460 Kerper Blvd.
Dubuque, IA 52001
319-588-1451
Butterworth Publications
10 Tower Office Park
Woburn, MA 01801
617-933-8260
Contemporary Books
180 N. Michigan Ave.
Chicago, IL 60601
312-782-9181
Crown Publications
1 Park Ave.
New York, NY 10016
212-532-9200
Devin-Adair Company
143 So. Beach Ave.
Old Greenwich, CT 06870
203-637-4531
Dilithium Press
11000 S.W. 11th St.
Beaverton, OR 97005
503-646-2713
Dolphin Books
501 Franklin Ave.
Garden City, NY 11530
516-294-4561
Enterprise Del
725 Market St.
Wilmington, DE 19801
302-654-0110
Fell Publications
386 Park Ave., South
New York, NY 10016
212-685-9017
Goldberg, J. M.
1735 K St., NW
Suite 200
Washington, DC 20006
Greene Press
Fessenden Rd. at Indian Flat
P.O. Box 1000
Brattleboro, VT 05301
802-257-7757
Gustafson House
GHS Sales
Dept. R-01
P.O. Box 299
Ft. Calhoun, NE 68023
Harbor Publishing
c/o EMC Publishing
300 York Ave.
St. Paul, MN 55101
415-775-4740 (CA office)
Harper-Row Publishers
Orders to: Keystone Industrial Park
Scranton, PA 18512
212-593-7000 (NY office)
HR&W
8 Madison Ave.
New York, NY 10017
212-872-2000
Irwin, Richard D.
1818 Ridge Rd.
Homewood, IL 60430
312-798-6000
Lexington Books
c/o D.C. Heath and Company
125 Spring St.
Lexington, MA 02173
617-862-6650
Liberty Publishing Company
50 Scott Adam Rd.
Cockeysville, MD 21030
301-667-6680
Mississippi, University of
Bureau of Business and Economic Research
University, MS 38677
601-232-7481
Modern Schools
4225 N. Brown Ave.
Scottsdale, AZ 85251
602-945-1832
Moonlight Press
611 Pawling Ave.
Troy, NY 12180
Padre Productions
P.O. Box 1275
San Luis Obispo, CA 93406
805-543-5404
Para Publishing
c/o Baker & Taylor
50 Kirby Ave,
Sommerville, NJ 08876
805-968-7277 (CA office)
Petrocelli Books
1101 State Rd.
Princeton, NJ 08540
609-924-5851
Pilot Books
347 Fifth Ave.
New York, NY 10016
212-685-0736
Playboy Paperbacks
1633 Broadway
New York, NY 10019
212-245-9160
Prentice-Hall
Box 500
Englewood Cliffs, NJ 07632
201-592-2000
Profit Ideas
8361 Vickers St.
Suite 304
San Diego, CA 92111
PSI Research
1287 Lawrence Station Rd.
Sunnyvale, CA 94086
408-745-7093
Quill
105 Madison Ave.
New York, NY 10016
Random House
400 Hahn Rd.
Westminster, MD 21157
212-751-2600 (NY Office)
Ronald Press
605 Third Ave.
New York, NY 10158
212-850-6418
SK Publications
7149 Natalie Blvd.
Northfield Center, OH 44067
Till Press
P.O. Box 27816
Los Angeles, CA 90027
Warner Books
c/o Independent News Company
75 Rockefeller Plaza
New York, NY 10019
212-484-8000
Witt, Bud
P.O. Box 2527
4212 W. Olive
Fullerton, CA 92633
WWH Press
P.O. Box 237
Norwood, NJ 07648
201-548-7524