According to the 2017 State Of Women-owned Businesses Report commissioned by American Express, women-owned businesses now account for nearly 40 percent of all companies in the United States. With the increase in the number of women-owned firms a whopping 114 percent (compared to the 44 percent increase among all businesses) from 1997 to 2017, it’s evident women entrepreneurs are a powerful force within the U.S. economy. Continue reading
Kitsap SCORE and local Chambers of Commerce are working to develop a series of roundtable discussions for people who want to solve problems, find opportunities, and grow their businesses. Please share your answers to four simple questions and help us pick the best time to meet and choose topics for conversations.
This simple strategic planning technique can help you identify what your business is doing well, what it needs to improve, where it needs to grow, and what could be its undoing.
Choosing the right direction for the future of your company can be a daunting task. Should you add services? Is your team staying competitive? How can you improve cash flow?
All of these questions and more can be answered by performing a regular SWOT analysis.
What is a SWOT Analysis?
SWOT stands for strengths, weaknesses, opportunities and threats. Taking a deep look into your business by examining these four elements will provide you with an overview of the health of your company. Your strengths and opportunities offer avenues for your company to flourish, while your weaknesses and threats can inspire improvement and help you recognize emerging competition.
It’s likely that you completed a SWOT analysis in the beginning stages of your business plan to help determine where you stood in the market and identify target customers. Now that your business is established, it’s imperative to conduct regular SWOT analyses to help improve your operations and systems and stave off problems.
How to Get Started with a SWOT Analysis
The most vital step in conducting your SWOT analysis is determining what your strengths, weaknesses, opportunities and threats are, but sometimes they can be hard to narrow down. Continue reading
Cash is the fuel that makes a business run. It is needed to pay salaries including your own, fund marketing programs to acquire and retain new customers, invest in equipment and facilities, pay rent, supplies and many more day-to-day activities. Most financial experts recommend three to six months of operating expenses, but using this for every business in every situation is misleading.
To determine how much cash you need, you must look at the following key areas.
How Much Cash Have You Been Using?
If you’re an established business owner, look at your monthly cash flow report (or go to the next paragraph if you’re a start-up). This report will provide an historical and seasonal perspective. Note the cash received from sales and the cash spent. The net of these two is often referred to as the “net burn rate.” For example, if you have $50,000 in sales and $30,000 in expenses, then your net burn is +$20,000
Your “gross burn rate” only takes cash expenditures into account; in our example, that’s $30,000 and is the more conservative amount, since it does not assume any sales are made. Historical spending patterns are a good starting point in considering future spending plans. Continue reading
by Monica Blackwood, Columnist, Kitsap Peninsula Business Journal
The last half of 2017 saw companies scrambling to understand and prepare for Washington’s paid sick leave law, and employers continued to educate themselves on the new regulations into the summer of 2018. While that flurry of activity was happening, there was another bill which Gov. Jay Inslee signed: Washington State Paid Family and Medical Leave Law.
We are now the fifth state in the nation to pass such a law, after California, New Jersey, Rhode Island and New York. And, the law’s “go live” date is fast approaching – employers need to comply by January 1, 2019.
A quick summary about this law: For the year 2019, funding will be built up into the plan. Starting January 1, 2020 eligible employees are allowed 12 weeks of family or medical leave. This includes mothers and fathers welcoming a child into their home either by birth or adoption; or to take care of themselves or a family member (defined as a child, spouse, domestic partner, parent, parent-in-law, sibling, grandparent or grandchild) who has a serious health condition, or for a family member injured due to military service. In some situations, that paid leave can be extended to up to 18 weeks.
ABOUT THE AUTHOR
Monica Blackwood is president and CEO of Westsound Workforce, with offices in Gig Harbor and Poulsbo. Contact her at firstname.lastname@example.org.
by Kelly Deis of SoundPoint Consulting
Most business owners do not have a realistic idea of what their businesses are worth. Owners almost always think that their business is worth quite a bit more than the market would likely bear. There are several reasons for this.
1. Emotional Ties: Owners are personally and psychologically tied to their business.This is particularly true for long-running family businesses.
An owner has poured their heart and soul into their business. Where others may see a mundane business, owners – like proud parents, see their business as an apple of their eye. This emotional tie may cause a disconnect with the realities of the market. Continue reading
by Mary Marshall, CEO Coach
As a leader, you are always being watched. What you say, what you do, your reactions, your comments, your behavior, everything. Inadvertently passing someone without a “hello” or acknowledgment of their existence could be viewed as a slight by the receiver. Even though that was not remotely the intent.
When I’m working with leaders, they are often surprised when I bring this up. In their minds, people should be able to know what they meant or what they were thinking. It’s just common sense, right? It might be common sense, but we can’t be in the minds of the people we meet or work with every day. We don’t know their frame of mind, what fears or doubts they have, what happened before they arrived at work. What would be “common sense” in a neutral setting, might be anything but given the baggage, everyone shows up at the office with.
Good leaders know that it’s up to them as the leader to be aware of and modify their own behavior given the circumstances, not the other way around. Smiles, frowns, jokes, hurriedness, tone of voice, words, etc. are ALL evaluated for what they might mean to the person on the receiving end. And usually, these interpretations are wrong, but they now create a new narrative about what the leader meant or wanted done. Some leaders feel like it’s a sign of strength to “leave them guessing.” It’s not. It’s a sign of a need for control. Some leaders never clean up their messes – intentionally or unintentionally – and either way, it creates chaos in the workplace and ultimately distracts from the goals.
Continue reading on Mary Marshall’s website…