Customer Service: Smaller Can Be Better

Q: How can a small business compete with the “big store” down the street?

A: When it comes to providing value to customers, size isn’t everything—personalized service is.

This important fact can help distinguish small independent businesses from big box chain stores. It gives small businesses a powerful competitive edge in an age when more consumers expect a high level of service and responsiveness.

Your position at the “front lines” of your business gives you direct access to your customers’ needs, attitudes, and opinions. You know the kinds of products or services they want, when they want them, and how best to deliver them.

To gain these valuable insights, you need to proactively assess what you do and should be doing to keep customers coming back, rather than tempting them to try the chain store down the street.

Start by putting yourself in your customers’ place. How would you like to be treated if you were a first-time customer or a “regular?”  Also consider conveniences. What can you do to make it easier to find items and check out, rather than having to navigate a big-box store’s aisles and cashier lines?

Also visit other stores and service centers, including those unrelated to your business. See what they do that you find appealing, and adapt those practices to enhance your business’s customer experience. Similarly, watch for aspects you don’t like, but be sure to understand the reasons behind problems or poor service, such as understaffing, untrained staff, and limited inventory. This will help prevent similar problems from arising in your business.

How you connect with customers by phone or email will also help differentiate your small business from the sometimes bureaucratic nature of big-box chains. Answer calls promptly and with a friendly greeting. Avoid putting callers on hold for longer than a minute; take a message and respond as soon as possible. If you use an automated answering system, your customer service line should be one of the first options.

Although it may be impractical to handle email inquiries as they arrive, don’t let them sit for too long. Some email systems automatically generate a response to acknowledge the message. Make sure the text is upbeat and friendly—again, the kind of message you’d want to receive. A promise to respond within 24 hours may not be enough. Designate certain times during the day to handle email queries, or assign the responsibility to an employee.

Pin down risks right from the start

Q: I’m opening a new business but must go into debt to do it. Pretty scary! How can I protect myself?

A:  ‘Do your homework’ before you get started which is another way of saying prepare a good business plan – and, the better the plan, the lower the risk.

Many who are just starting out claim they have no risk or just ignore it. There are always risks, and that’s good, because, without it, the potential gain is minimized if not eliminated. But, too little risk, just like too much, can sink a company before it ever gets off the ground. How can you walk the thin line and manage risk instead of having it manage you? 

Assess risk in your business plan. Ask yourself what could go wrong to adversely affect your business, and then clearly explain how you will deal with the risk.  Choose a business form that gives you appropriate liability protection, and add plenty of contingency in your cash flow forecast for unplanned events.

Sometimes taking the risk and its financial burden is prudent. If you're a one-person graphic-design business, no employees are going to be injured on the job, nor, are you likely to be sued for personal injury if clients infrequently visit your office. However, if you own a bakery that has 30 employees, you should be protected against employee injuries or a customer tossing their cookies because of eating one of yours.

The basic business insurances are workers' compensation, general liability, auto and property/casualty plus an added layer of protection over those, often called an umbrella policy. In addition to these, you also may need business interruption, key person, errors and omissions, life, or disability insurance.

Establishing company policies to address potentially risky situations helps to defend yourself against a claim. If you demonstrate due diligence in protecting people and otherwise diffusing potentially risky situations, you’re in a much more defensible position in the eyes of a judge or jury. Consider procedural policies for such things as employment practices, equipment management, and vehicle and workplace safety.

Have a back out plan so that you close up shop if certain minimum performance parameters are not met by certain dates – breakeven point, monthly sales, net monthly cash flow, or whatever else makes sense for your business.

Risk analysis shouldn’t stop after getting through the start-up period. Your business environment will change. Create your own risk factor checklist and review it periodically. 

How to Survive the Seasonal Sales Cycle

Q: Any tips on how to survive a highly seasonal small business?

A: For many retailers the holidays are a time when they encounter a huge spike in business. Seasonal businesses dedicate a large part of the year preparing for those certain weeks or months when most of their revenue is generated.

Those boom times come at a price—financial survival throughout the remainder of the year when business slows to a trickle.

To help smooth the bumps it will be important to create a tight budget and stick to it throughout the year. Create a special cash reserve account for use only in leaner months. Set money aside whenever you can. Creating a cash flow forecast will help you identify patterns and see what you are up against. Include a worst-case plan to anticipate any nasty shocks.

Operating a seasonal business also requires that you plan and use your time more efficiently than other business owners. Some periods may call for only 25-hour workweeks, while others go far beyond that. To make sure everything gets done and also avoid burnout, you’ll need to schedule your time carefully.

Put slower times to good use by using them to update your Web site, catch up on maintenance, strengthen customer relationships or write marketing plans. You may want to employ only a small core of permanent workers and use temps or interns to fill in. Consider offering off-season sales or rates, and look for ways to generate revenue during quieter periods.

Owners of seasonal businesses can also take advantage of CAPlines, an umbrella SBA 7(a) loan program providing guaranteed loans designed to help small businesses meet short-term and cyclical needs for working capital. With the Seasonal Line, your business must have established a definite pattern of seasonal activity. Eligibility is based on the size and type of business, how the loan will be used, and the availability of funds from other sources. To learn more about CAPlines, click Research SBA Loan Programs under the Loans and Grants section of www.sba.gov, then go to Special Purpose Loans.

To learn more about operating seasonally, contact SCORE, America’s free and confidential source of small business mentoring and coaching. SCORE is a nonprofit association of more than 12,000 business experts nationwide and 90 in the Houston area who volunteer as mentors. SCORE Houston offers low-cost seminars and workshops. Visit www.scorehouston.org to learn more about valuable SCORE resources.

Help with worker classification issues

Q: When I started my small business a few years ago, I paid my workers appropriately as independent contractors because I was using them on a project basis without a lot of supervision. As my business has grown, though, I’ve evolved to the point where I use them continuously under my supervision and they really should now be classified as employees. Is there any way that I can switch their classification without exposing myself to heavy IRS penalties and back taxes?

A: It’s not unusual for employers to find themselves in this situation. Fortunately, the Internal Revenue Service recently released a new program that can provide the relief you are looking for. This new IRS program is called the Voluntary Classification Settlement Program (VCSP) and is meant to encourage employers to come in compliance with respect to their worker classifications.

The program allows employers to voluntarily correct misclassification issues going forward for workers who had previously been wrongly classified as nonemployees or independent contractors. While providing protection from the possibility of an employment tax audit for prior years, it offers substantially reduced costs for reclassifying workers.  

A business owner who participates in the VCSP agrees to treat the class or classes of workers as employees for future tax periods for employment tax purposes. The employer will pay 10% of the employment tax liability that may have been due on the compensation paid to the workers, calculated at the reduced rates for the most recent year with no liability for any interest or penalties. For example, an employer who misclassified workers and paid them $100,000 in 2010 for wages below the Social Security wage base would owe only $1,068 in employment taxes, rather than $10,680, plus interest and penalties, for that year. 

Organizations considering this program should keep in mind that the IRS is in the midst of a three-year program that significantly increases the number of worker classification audits.
There are more details to the program than I can describe here. But this may be a good time to “clear the air” with the IRS with respect to employee classifications with minimal cost and exposure. Deciding who can legitimately work as a contractor and who must be given employee status has become a difficult matter for small business owners. So, consult with your CPA or tax attorney to get advice on how best to take advantage of this opportunity.

Can I write off start-up costs?

Q: Can I write off the money I’ve spent to research and prepare to startup my new small business?

A: Yes, you can claim tax deductions for, i. e., “write off,” amounts incurred in connection with investigating, creating or acquiring an active trade or business before you begin operating.  But the tax and accounting rules for startup costs are complex, so you should consult with a CPA.

For tax years beginning in 2010, you can write off up to $10,000 in startup costs and another $10,000 in organizational expenses in the year that you start your business. These deductions are reduced if you have more than $60,000 of either type of expense.  Any costs over the $10,000 limits will have to be amortized, or spread out, over 15 years.

Sound like a long time to have to wait to get the full benefit of a startup deduction? It is. But most small business startups typically don’t have much more than $10,000 in total pre-opening costs and can live with these rules.

Startup and organizational costs incurred by new businesses are generally treated as capital expenses. Therefore, they need to be amortized, that is, part of the cost is “written off” in each of a number of years.

Startup expenses include such things as the cost of travel, trade shows, educational or training seminars, consulting fees, building costs, and supplies or materials needed to get your business started (not inventory or raw materials).

Organizational fees include the costs relating to forming or creating the business, such as, fees paid to obtain licenses, and accounting or attorney fees paid to form a legal entity for your company.

But, from a tax standpoint, when does your business actually begin? You can be in business if you are ready to accept customers. The actual event that triggers you being in business will vary by the type of business and your own personal way of operating.

You don't have to have customers or made a profit to be in business, but, if you don't make a profit in three out of five years you could trigger the hobby-loss rule and face restrictions on your startup tax deductions.  Review your situation with a good tax pro.

In any event, it should be clear that, for those investigating or starting up a business, it’s important to keep good records of your costs or you will have difficulty recovering all of them.

How to deal with burn-out

Q: I’ve worked hard for several years to build up my business, but the long hours, missed weekends and pressure-packed deadlines are wearing me down. What can I do?

A: There are a great many rewards in running your own business.  But you must also be aware of the trade-offs and sacrifices that come with being in charge.  Over time, the stress and strain may take their toll on your physical and emotional health, affecting relations with your employees, family and friends as well as impacting your business. Fortunately, there are many good ways to keep business burnout at bay. 

First, identify those responsibilities or activities that are causing the stress. What aspects of running your business regularly cause discomfort or even anxiety? Perhaps you dread mundane tasks like bookkeeping and filing reports, or having to make sales calls. You may have customers who are difficult to work with, or do not pay invoices on time. And, because you are responsible for everything your business does, you may find yourself obsessing about things beyond your control.

One cure for an overburdened mind is to shed some of your responsibilities.  Members of your staff with specific skills or leadership potential may be good candidates to take on certain functions. Consider using a company that specializes in offloading the administrative work of businesses. If you’re a solo entrepreneur, it may be time to hire your first employee or outsource to a part-timer.

Schedule some “me” time and stick with it. You follow a regular maintenance schedule for your equipment, so why not treat yourself the same way? A monthly lunch get-together with colleagues and designated family nights are great ways to get your mind off business issues and reconnect with the people who matter most to you. Even a quick walk around the block will do wonders to refresh your mind and spirit.

Sometimes, problems or challenges aren’t the cause of burnout; it’s the lack of them.  Look for new challenges to stimulate your interest and energy. Recapture the thrill you experienced when starting your business by considering expanding or enhancing your products or services. Make sure you plan staffing and resources to support any new venture, however, so you don’t unnecessarily add to your workload.

Seek advice from experts, mentors or experts. Many sources of burnout are common to entrepreneurs and you can learn much from their experience. SCORE offers many valuable resources to help you resolve your small business dilemmas.

Anticipate Trends to Capture New Business

Q: My small business has been relatively successful so far. What’s the key to remaining successful?

A: Owners of new and growing small businesses today know one thing for sure: conditions on the business playing field can change rapidly. The technology that seemed cutting edge last year is now outdated; or worse, obsolete. Buyer moods can swing dramatically, and marketing strategies are in constant flux.

Anticipating trends can be extremely valuable in keeping you current on everything from sales strategies and customer desires to technology tools and the general economy. As your business grows, change will be inevitable and small business owners should constantly look ahead and seek out ways to shake things up.  You need the attitude that whatever is done today can always be done better.

But how can you tell the difference between a fleeting fad and a true trend? Louis Patler, a market research guru for companies such as American Express and Dell, has spent decades tracking emerging trends and studying their impact on business. He says the key to successfully piloting a business in the years ahead will be embracing new ways of thinking.

For example, Patler says that truisms like “stick to what your business does best” are outmoded. If you want your business to grow, consider that past business traditions and processes might only hold you back. Trying new approaches is vital.

Not all customers are created equal. Some are more valuable and loyal than others, and those are the ones you should lavish the most attention on with special savings and service offers.

Advances in technology will continue to radically change how small companies do business. You will need to keep up. Small business owners who know how to acquire and manage information will achieve the most success. Capturing and analyzing data about customer needs, wants, behavior and how they use your product or service will become increasingly critical.

And just as your customers will put pressure on you, you should challenge your suppliers to find ways to reduce their prices, improve their delivery times, or evolve their materials or services to better meet your changing requirements.

To get ideas about new products, services or markets talk to your customers and suppliers, attend trade association meetings, and read trade journals and other materials. Anticipating trends in the business environment is not easy but is essential in remaining successful over the long term.