When an entrepreneur takes the plunge and starts his or her own cleaning company, the first concern is how to get clients. Once up and running, the day-to-day tasks take over and the goal of owning a business - making a profit - is sometimes lost. But your cleaning business cannot survive and grow unless there is more money coming in than going out.

Unless you are an MBA or CPA, the numbers game can get quite confusing. It is not just a matter of paying bills and balancing a checkbook. To know if your cleaning business is clearing a profit you have to look at accounts receivables, accounts payables, deductions, and depreciation, and then take a close look at your balance sheet. An MBA is not needed to understand the financial part of your cleaning business. However, it's a good idea to have a basic knowledge of accounting so you can decipher if your business is in the "red" or in the "black".

A business owner needs to keep in mind that profit is not the same as cash flow. Calculate your profit by subtracting expenses from net income. An example of profit is a cleaning job in which you charge your client $500 and your expenses are $200. The profit from the job is $300; however, until the client pays the bill you do not really have that $300.

Cash flow is another way to measure your cleaning company's financial health. What is cash flow? It is the cash receipts minus cash payments over a certain period of time. Paying attention and tracking the cash flow of your business is an important management task that you should not overlook. A positive cash flow means that you are bringing in more money than you are paying out, so your cash flow is often a more accurate financial picture of your business.

Another area businesses need to pay attention to is their profit margin. A profit margin is how much out of every dollar of a sale a company gets to keep. To calculate your profit margin you divide income by revenue or net profit by sales. For example, if you have $10,000 in sales and $1,000 in profit, your profit margin is 10 percent (1,000 divided by 10,000). Another way to look at this is if you charge $20 an hour for services and your expenses are $17 for labor, taxes and expenses, your profit margin is 15 percent.

Profit margins vary depending on the geographic area of the country and market conditions. With rising labor costs, profit margins are shrinking. To increase what your cleaning company is bringing home, you can work harder or smarter. Working harder means more clients and longer hours. But working smarter means finding ways to cut expenses and sell more services to your current customers.

Cutting expenses means taking a close look at your current expenditures. Are there tasks that you can outsource? Can temporary agencies provide employees for large and occasional jobs? Look to see if you have services such as internet and telephone, that you can get from one provider. Many service providers offer discounts to customers who buy their bundled services. It is also important to keep up-to-date on new products, equipment and procedures. New and more efficient machines, time-saving cleaning products and faster procedures can free up employees' time to work on other tasks.

Once your cleaning company is earning a profit, what do you do with that money? Growth will only occur if you reinvest in the business. This may mean new equipment or bonuses to employees. Another place to invest profits is a rainy day fund so your company is prepared for unexpected events. These events can be anything from a double-digit increase in insurance to a natural disaster to losing a major account. Without a rainy day fund, many small companies are not able to survive when the unexpected happens.

Financial reports might not be your strong point, but keeping an eye on your business' cash flow and paying attention to profit margins are essential for the success of your cleaning company. Once you understand the basic principles it's easier to keep a positive cash flow and increase your profit margins -- and that means your cleaning business will stay in black ink!

Not all wine lists are created equal. Some aren't created at all, in fact; the wines on them are more or less distributed. By that I mean more than a few restaurateurs know heaps about food but only a pittance about wine. They put themselves in the hands of a large distributor or two to compile their wine list--with all the business agendas you can imagine in that scenario.
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The winners are the behemoth wineries, which carry weight with their volume--the names that bring on deja vu when you pick up the list in a new bistro. Of course, big doesn't mean bad. And meeting old friends in new places makes you feel safe. But is that what you want on a Friday night, in a buzzing restaurant, with a plate of potato-crusted scallops on wild greens in front of you? With the plethora of wines around us in the West, we can do better than safe.
The least familiar-sounding wine list I've come across recently is at seven-month-old Myth in San Francisco. Partner Marc Cohen, a New York doctor turned Napa vintner, had the preposterous-sounding goal from the beginning of offering "wines you can't find anywhere else in the world," at a markup 20 to 30 percent less than other restaurants. He brought in wine director Alex Fox (formerly wine educator at Niebaum-Coppola winery) to help pull off such a collection. It took serious legwork--months, if not years, of off-site tasting duty--plus connections, end-of-vintage deal making, and just plain chutzpah.
Still, obscure bottles don't sell themselves, even if they're a bargain. The success of Myth's list depends on ready information, on Fox's unpretentious, near-religious table-side testimonies--and on customers meeting him partway, according to Fox.
"Pick me out a red" doesn't get him far enough. To ferret out just what kind of red would curl that diner's socks with the sweet-bread and shiitake salad he's ordered, Fox needs to know whether he generally likes light or full-bodied reds. "It's not 10 questions," he says, "just 2 or 3. And don't worry if you don't have the right wine words. Just tell me what you normally like to drink at home, and I'll find you the best bottle, at the lowest price, in that style." (Unless you want to spend more, presumably.)
And how does Myth deliver on value? "We just decided to make less money on the wine," says Cohen. "It's an economy of scale--we sell more." And apparently they do: He says their wine sales make up a substantially higher percentage of their gross than most restaurants'.
Of course, Cohen and Fox are covering their bets: They stock a few familiar names too. (They're not out to take away that comfort zone for anyone who would come undone without a Cakebread Chardonnay at hand.) But they're more interested in peddling the great unknown. And they're counting on us to want to go there.

AS CHAIN RESTAURANTS extend their reach into urban locales, independent restaurant owners say the best way to protect their turf is to join forces against the chains.
"The independent restaurant share of the dining-out pie is getting smaller and smaller," says Don Luria, president of the Council of Independent Restaurants of America (CIRA), which began in 1999 and now has 15 chapters. He points out that the rise in new restaurants, which the Bureau of Labor Statistics pegs at anywhere from 8,000 to 10,000 new restaurants per year, mostly comes from chains and franchises.
"The first thing to do is realize other independent restaurant owners are not enemies--they're your best friends," says Luria, who also owns Cafe Terra Cotta in Tucson, a restaurant with $3.5 million in annual sales. The 35 member restaurants of the Tucson Originals, the local CIRA chapter, buy co-op billboard ads together--something they couldn't afford on their own.
Likewise, the Washington, DC, chapter of CIRA is running a yearlong Web site promotion with WashingtonPost.com, posting a link to the chapter's Web site--which in turn links to its individual member restaurants. It's an advertising feat that would bankrupt one restaurant paying on its own.
In addition to group ads, CIRA chapters work to educate future customers. Several times a year, Luria sits down for dinner with a table full of middle-school students, fielding questions about topics like calamari salad. This Tucson Originals program, called Kids Dine Out, came about because the first restaurant experience for most children is of the burgers-and-fries variety, so many youngsters "never get past the chain restaurant," Luria explains.
Another goal: Spread the message that independent restaurateurs are people with a passion for food who are working together to better their communities. Ouita Michel, 39, owner of the Holly Hill Inn, a fine-dining restaurant outside Lexington, Kentucky, with $1 million in annual sales, teams with other independent chef/owners to host charity events throughout the year. "We sell authenticity," says Michel, whose menu ranges from dim sum to cassoulet. She says the charity-event teamwork lends her restaurant a nostalgic feel, reflecting the style of the 150-year-old inn. While Michel is not yet a member of CIRA, she is working to form a local chapter.
"Five years ago, if you asked me whether I'd put a card with the names of 47 other restaurants in my restaurant, I'd have said no," says Luria. "They don't call us independents for nothing. But we've got to learn to work together and create a brand around independent restaurants."
Bonus Round
EIGHTY-EIGHT PERCENT of small businesses offer benefits to full-timeemployees. Here's a breakdown:
Small Biz Female Biz Ethnic Minority Overall Owners Biz Owners Startups
Flexible Hours 68% 68% 75% 61%Paid Holidays 57% 45% 65% 36%Paid Vacation 56% 44% 49% 29%Health Care 51% 34% 61% 34%401(k) Plan 28% 21% 22% 7%Profit Sharing 13% 11% 16% 5%
SOURCE: OPEN: The Small Business Network From American Express

ONE-PRODUCT RESTAURANTS: Specialization is the next stage of evolution in the restaurant industry, says Aaron Allen, founder and CEO of Orlando, Florida-based Quantified Marketing Group, a strategic marketing and PR firm for the restaurant industry. So bring on the restaurants selling only cream puffs, soup or cereal. Americans are hungry for them.
Jodene Jensen, 39, Ken Hall, 36, and Keri Barney, 36 (above, 1. to r.), gambled big When they opened P.B.Loco, a restaurant in St. Paul, Minnesota, in 2003. Some thought their idea for a restaurant specializing in peanut butter was nuts, but these former lawyers were confident they could strike it rich by giving a classic commodity a modern taste. They opened their first cafe in Minnesota's Mall of America, featuring low-carb wraps and unique sandwiches like "The Wacko," which combines Asian Curry Spice Peanut Butter with pickles, coconut and potato chips. Sound good? It's tasty enough that P.B.Loco has since become a multimillion-dollar business, with franchises selling faster than peanuts at a baseball game. Says Hall, "People feel very passionately about peanut butter."
Choose an adaptable product, find a niche, and get to know as much about the product as possible. "You have to be an expert in a particular area," says Allen. Do this, and you'll certainly stand out in the restaurant world, which has become, according to Allen, a $430 billion-per-year industry.

Gas powered or charged? Cordless or corded? Makita or Milwaukee? What is the real difference between them, and do you really need to know? Of course you need to know. Besides the fact that certain power tools are better for certain projects, it’s your money that’s being spent on these items. With that said, here are a few tips to picking the right power tools, either for the project or job at hand or for your collection.

First things first, you need to figure out how much you will be using a particular power tool. If you’re planning on building a house, you’ll probably be using an electric saw or power drill a bit more than if you’re building a small shed. In this case, it would be a good idea to invest a bit more of your hard earned money into a high grade, professional-quality power tool than to buy a new lower-end model several times during the duration of the project. After all, the lower end models simply aren’t to be used as often as the professional ones. On the flip side of that, if you have a relatively small project to complete and you don’t foresee many additional ones down the road, there’s not really a need to pay the price of a higher-end power tool.

When it comes to the flexibility of cordless power tools, there are both pros and cons to buying such a tool. The cordless tools have a battery pack to give the necessary power to the tool, but it needs to be charged when not in use. These battery packs can last anywhere from one to several hours, depending on the brand, model, and of course, the price. If your project needs require only a few hours of one power tool at a time, leaving enough time for the battery pack and tool to be recharged before it’s needed again, a cordless power tool will be an asset to your tool chest. But if the tool is something you’ll be using over and over again without time to recharge, you’re better off with a corded power tool and several extension cords. What good would the best power tool be to you and your project if you can’t use it because the battery pack is dead?

When the question arises about gas-powered tools, it would have to depend on your personal preferences. I personally don’t like to have extra gas lying around in my garage because I have a small child. Other than that, gas gives you a lot of the finer traits of the cordless tools, plus the longevity of the corded.

During the late 1950s there went the story of Lycra that remained almost unknown until 20 years further. Inventive things mostly have the lengthier period of commencement. But the most fortunately the people over the world have now adopted cotton fabrics that are specially designed to protect the bodies from the commuting strain.

For easy and comfortable travel conditions these days we have Waterproof, wrinkle proof and in some of the case even the temperature proof Travel wears. The fabric that adjusts according to the wearer's body temperature makes the traveling between the different climatic areas comfortable. Now we can have many necessary things from fabric like the material of running shoes that allows the feet to breathe freely, stockings or the socks saturated with vitamin C for keeping legs healthy during winter seasons and the healthy / restorative fabric from milk protein fibers.

Innovative Fabrics from Japan

Japan has always been contributing the most modern and innovative products like fabrics and fashions. Almost all the designers and manufacturers mainly concentrate on the richer class markets with prices justified by the quality. Natural fibers and fabrics were initially produced by many manufacturers but most of the raw material was to be sourced from other Asian countries. This reality clubbed together with higher labor cost turned it in to uncompetitive in the world markets. Japan's innovation in the use of natural fabrics rendered the world carried away. Japan is yet manufacturing fabrics from banana and pineapple fibers but it's not used Japanese due to the higher production cost.

Healthy Fabrics

Japanese have started producing synthetic fibers and fabrics leaving behind the natural fabrics and thus turned the circumstances in their favor once again. Japanese synthetic fabrics are not competitive in the global market as producing the standard polyester is possible anywhere in the world but Japanese labor cost is higher. However, the complete new range of engineered fabrics has been introduced unlike any other fabrics produced by Europe or North America. "The Health Giving Fabric" is in focus for the fashion of the day anyway.

The fabrics are instilled with properties providing protection against UV Rays or bacteria. Europe has the tendency of applying the protective coating or finishing treatment to their fabrics. The Japanese too use coatings but they have innovated further by engineering the fibers itself. They are most effectively manipulating the fabric's DNA at the molecular level only; however this process involves many more procedures involving the basic single application coatings.

Combining Technology with Custom

Europeans still rely on lamination technology for applying the special coatings for making the fabric water proof. The focus on the fiber and fabric structure is the alternate technology to providing the bulk of its performance has been developed in Japan. Fabric comprising of polyester micro filaments is breathable and yet waterproof. Also there are fabrics developed to provide thermal insulations. The most effective source of insulation is the air. It is naturally used when the goose bumps cause our hair on the arm rise and just trap air as the layer of insulation to keep us warm. Further insulation can be provided by the fiber that traps air. Anyway now the highly sophisticated filament yarns are available for producing active sportswear. The Improvement ratio of new fiber's performance is higher by 10% than that of the conventional fibers. Japanese manufacturing with innovative technique have gone far beyond coatings and engineering of the fibers. The few other companies use the very technique but for some other purpose. Use of ceramic fibers can protect the body from the ultraviolet rays, whereas others incorporate ceramic fibers for adding whiteness to the fabrics, but someone else absorbs heat from the body to reintroduce it instantly by making it suitable for clothing and bed linens.

Since very recently, the retail sector in China was an impermeable one, allowing almost no entries from overseas. The trend is being reversed with increasing activities in mergers and acquisitions ("M&A"), consolidating new and emerging retail trading businesses. Retailers have realized that the future lies in linking each other gives a cutting-edge advantage on achieving buying power over suppliers; besides, the global trend goes in the same direction. Consolidating markets which were previously scattered in bits and pieces has resulted in the creation of several investment opportunities: whether for multinationals or local corporate and private investors.

Investors cannot help relishing at new opportunities that are created as the need for capital increases with the growing rush to acquire strategic locations for the purpose of establishing national business outlets. The operational framework is now more relaxed, providing multinationals with an unequal breathing space in their manoeuvres. Still, those who came in during those tight regulations face delicate issues in their quest to integrate or acquire Chinese businesses. New comers, on their side, can choose to directly acquire existing retail businesses or set up their own local sales network. Let us give a serious look at those retails businesses where M&A activities are most lively and see how this fact is benefiting potential investors.

Retail revolution

China is today an indisputable economic power on the world market thanks to unprecedented economic reshuffling of its internal business environment through elimination of heavy regulations. The retail and distribution sectors were the last ones in this re-engineering process since China's economic policy has long been focused on developing its export-oriented manufacturing sector. It was only in the mid-90s that the government decided to give a push to the retail and distribution markets. The strategy was clear: to implement measures by gradually liberalizing the local retail market to foreigners so as to allow Chinese operators sufficient time to prepare themselves for the global competition. The result was an unbelievable economic growth for the past 20 years turning the country into an outstanding economic force on the global market. During that process, the Chinese society has witnessed the transformation of its middle class society into an urban consumer society whose demands are becoming more and more sophisticated.

The new changing socio-economic environment did not affect only the urban population. Rural inhabitants showed their willingness to get a piece of the cake by moving massively to urban areas and this in turn boosted the retail business industry through an increased consumer base. The rural markets, on the other side, were naturally reduced to an insignificant proportion. The attractiveness of the Chinese market lies in its size and inequalities that resulted from a one-sided migration, i.e., from rural to urban areas.

Before its admission to the World Trade Organisation, inward foreign investment was a process full of obstacles, deliberately slowing down the growth rates of foreign investors. Most trade barriers and tight regulations have been eliminated leaving traders with a less hostile business environment to perform in. For example, foreign traders no longer have to establish joint ventures with Chinese companies to set up business in China, they can now do so through wholly-owned foreign enterprises (WOFEs). Thus, foreign traders now find themselves in a reassuring and comfortable environment, visibly impacting on the business growth. They are entering China not only via their own retail outlets but also through M&A, taking over existing businesses. The Ministry of Commerce (Mofcom), which has authority to monitor small and medium-sized foreign owned retail business, further alleviated the hardships by empowering local provincial Mofcom bodies as from 1 March 2006.

China now hosts more than 35 of 50 the top retailers of the world. Contractual foreign direct investment (FDI) was evaluated at US$1.9bn for the year 2005, with more than 1000 foreign-own retail and wholesale projects approved by Mofcom. Astonishingly these represent only 2.6% of the total retail market sales in 2004. Foreign-retail businesses stand only at 17 among the top 100 Chinese ones. Only Carrefour of France has been able to enter the top ten list of retailers.

It is undeniable that local retailers are still maintaining their supremacy in China due to government's support. Mofcom has even agreed to provide financial support to 20 top retailers in 2004, among which is Shanghai Bailian (Group) Co, the top retail business with declared revenues of Rmb72.1 (US$8.9bn) in 2005. Chinese government is well aware that its local businesses have to keep themselves on the watch, with the gradual entrance of foreign players on their ground. They need to match the new standards of foreign investors who provide innovation, sophistication and modernity as complements to their products base. Chinese have definitely understood the trick, and are now increasingly facing the emergence of original business ventures having potential to expand overseas using government's supports. However, there is a strong feeling that the Government is favoring more state-owned or previously state-owned companies, but the fastest growths are clearly visible within domestic private sector where M & A keeps it attractiveness as an interesting tool.

Indian textiles industry is a well-established with showing strong features and a bright future. In fact, the country is the second biggest textiles manufacturer worldwide, right after China. Similar force is demonstrated in the cotton production and consumption trend where India ranks just after China and USA. The textiles manufacturing business is a pioneer activity in the Indian manufacturing sector and it has a primordial importance in the economic life of the country, which is still predominantly based on the agro-alimentary sector. Employing around 35 million people, textiles industry stands as a major foreign currency revenue generator and further proves it in its 14% share of industrial production and the 16% of export revenues it generated.

Textiles industry is not limited to manufacture and export of garments. The success of Indian textiles lies in effective vertical integrations policies which have helped operators in taming the processes which while lying beyond simple manufacturing exercise do have a serious impact on it, for example, raw material treatment. Thus, cotton, jute, silk or wool and even synthetic material are also produced by this industry to complement and strengthen the garments manufacturing industry. Almost one quarter of the world's spindle activities is hosted in India, again positioning itself just after China. Looming is another important element that accounts for significant activity in this industry; in fact, it takes an impressive 61% share including handlooms. The country is also significant textiles fiber and yarn manufacturer on the world scene, taking on its own a 12% share of the world's production volume. India ranks on the second place as regards in production of silk and cellulose fiber and yarn whilst standing on the fifth position when it comes to synthetic fiber and yarn.

Indians have well understood the importance of staying one step ahead of developments in the world economic environment. The industry is now preparing itself to take share of opportunities expected to arise out of the market freed from quota restrictions and other trade barriers. Industry operators are increasingly moving towards modernization and expansion as encouraged by the so-designated Textile Upgradation Fund Scheme implemented by Government.

The local textile sector is now at a critical stage where it should prepare itself to rise and grab the opportunities that are available through liberalization of the international market. Manufacturers however, were caught in inadvertence as new players started to creep on the market at a time when most operators had attention on imminent opportunities coming from a quota-free market. Strategies and policies were mainly targeted towards expansion and modernization leaving more space to domestic players. Now it obviously appear that the latter have had ample freedom to strengthen them and they are now more prepared than export-oriented companies.

Lack of competition is eroding enthusiasm, impacting on activity on the European and USA markets. With the removal of quotas and similar trade barriers, observers expect the market to provide new opportunities with evaluations reaching S$1.4bn for towels and US$1.8 in bed linen. China's impressive production capacity and its growing strength compelled Europe and USA markets to some serious reflections. To bring a halt to massive invasion of their products, EU and USA have imposed trade restrictions, which also encourage retailers to review their sourcing strategy through diversification out of China. Now, undoubtedly India has good cards to play. With traders realizing the threat of relying on a single manufacturing source such as China, India could do well in proposing a valuable alternative to buyers on the international scene, but this is only possible through an adequate and appropriate development strategy and macro-economic policy.

In that view, many manufacturing companies in India are rushing towards expansion and modernization options. Manufacturers are having recourse to fund raising programmes pushing EPS to higher growth, dissolving equity on its way. Business collaborations with foreign players, creation of buying offices and Government's effort to enhance quality production and export are many visible signs of Indians coming into force on the global market.

Geared with expanded capacities The new opportunities have carried along Indian home-textiles manufacturers in the expansion strategy direction. The Textile upgradation fund has helped many such operators to increase capacity during the last three fiscal years. Such expansion strategies have not only had an impact on production volume, also assisted companies in better providing customized products.

Value addition - route to higher price realizations Terry towels coming from the Indian factories accounted for almost 21% of the world market. With another 19% share in the bed linen market, India stands as a quality supplier to the USA. Indian products are more focused towards innovation and quality. Visible efforts in quality improvement, innovations through R&D programmes, and other value-added features bring a whole new dimension to the Indian products. In turn this resulted in higher profit as compared to other regional producers.

Customized and high-value added products are generally not affected by change in market parameters. As such, there were no exceptional price fluctuations on Indian markets during quota removal period. But such was not the case with other regional competitors' products, such as China, where prices were cut down significantly favoring buyers.

Higher competition with neighboring country China reacted to quota removals by invading the US market with its textiles production. The US had no other choice than to re-introduce trade barriers to calm down the situation encouraging traders to diversify purchasing options and thus giving India an unexpected push on the global market.

The situation is not completely in the pocket for India, however. It should remain on its guards as its neighbors start to embark on similar global adventure with an enthusiasm and motivation packed attitude. Pakistan and Bangladesh are growing at fast pace, shortening the gap with India in an impressive manner. In the last 3 years Pakistan exported 4 times more pillowcases to USA than India! Pakistan, to note, is among the most important cotton producers worldwide and has been blessed by preference agreements with EU and US even during the quota-imposed periods. Pakistani Government has understood the game and is encouraging development through implementation of a 6% R&D aid programs. Others, like Turkey are also in the race.

Budget Measures Technology Upgradation Fund (TUF) increased toRs5.4bn from its previous Rs4.4 bn

Interest subsidy provision on term loans available for those in the handloom field has been increased from Rs2.0bn to Rs2.4bn

Excise duty has been reduced by half on all artificial fiber yarn and is now at 8%

Import duty reduced from 15% to 10% on all artificial fiber yarn

Impact of Budget Decrease in excise duty on artificial fibre has been implemented to favor cheaper production costs and ensure competitiveness on export market.

SSIs are expected to grow further with interest subsidy on handloom sector loans.

The TUF, with its interest subsidy, provides textiles operators with interesting funding plan for their expansion and development strategies. Textiles parks creations will undeniably help in boosting the overall industry. 10 dedicated areas have already been identified and 7 of them already sanctioned. A special Scheme for Integrated Textiles Parks is meant to help in realization of such objectives.

Sector Outlook The future of the textiles industry seems to be bright in all aspects. As such Government places all its trust and relies sector for its strong 'employment creation' capability, more precisely in the garments manufacturing side. Lowering tax burdens on companies will play an important part in cutting down production costs and boosting competitiveness, increasing ability to tap high-volume orders from the global market. Modernization would enable companies provide quality and volume solutions which is in constant demand by international buyers.

Industry Wish List A reduction of 5% in the customs duty on manufacturing inputs for textiles machines. The rate is currently between 10% and 15%.

Textiles products would continue to carry the specific duty imposition, which may be extended to other SAFTA member countries.

Reduction from 15% to 10% on customs duty imposed on synthetic fiber.

Apparel Export Promotion Council (AEPC) is targeting elimination at 100% of all taxes on apparel exports.

Positives Aspects The Technology Upgradation Fund Scheme (TUFS) pushed an additional 10% capital subsidy in acquisition of processing machines; with a view to help in expansion plans. Processing sectors are expected to reap the benefits of such a measure in the long term.

Union textiles has exposed a White paper, named Vision 2010 where it gives clear indications as regards its objectives and targets concerning the US bn export market.

Operators are increasingly considering consolidation methods to strengthen production capacity, which would put them in better position on the global and free market. As such, mergers and takeovers are currently very frequent with companies tying up with smaller one to tackle global challenges.

However, continuing TUFS have been stopped after March 31, 2007 by the Textiles Ministry. The ministry has asked the TUFS nodal agencies and banks not to process further new loans with instant effect.

A business plan can make or break your hope and dreams of having a business. If everyone knew how to write a business plan, then everyone would have their on business and be their own boss. In this article I will give you every thing you need in your business plan to be taken seriously by the biggest and best corporations and companies in the United States.

The first thing you will need is an executive summary. In your executive summary you will put why your company is needed, and what type of services are offered. You must have a board. Then you will put your board members' names and their schooling, and work history. You will also need to identify in what type of location you would place your business. For example, would you want to be in a mall, private store, or inside a suprestore. Last but not least, you will need to show in detail what will make your business stand out from your competitors.

The next step will be your venture description. In this description, you will list your products, and services with a description by every product and services. You will, also, need to add what is needed in order for your store to operate successfully. For example, what staff, personnel, and equipment will you need?

The next part of your business plan would be your industry analysis. In this part, you make future predictions about what will make your business competitive with the others. In this part of your plan you will do a small analysis of your competition. To make sure you know who your competition is, you should also include a market segmentation. In your market segmentation you should include things like gender,age,race income,geographical location, and people type.

nNxt, you will need to include a technology plan. For example, if you were opening a bar-be-que store, you would need to state if you willl use a regular pit or a gas powered grill. You will, also, need to do a technological comparison, which includes price, productivity, people perferred, most common, least common, and where the product you plan on using stands.

We are now half-way through your business plan. It is now time to finalize your business plan. Restate your target market with their needs and how you plan on satisfying them. Also, in this part of your business plan you shoul tell how you plan on promoting your business, sale pricing,store location,and objective of company.

The financial plan is the most important part of your business plan. In this section you should include a pro- formance chart that shows how long it will take you to break even. It should also show all of your operating expenses, and what you expect your profit to be for each month. If you want to make the plan stick out you could break down your profits by days and hours. At the end of your financial report you would need to do a cash flow statement for every month.