Buying a Business for Dummies:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Newark
John Wiley & Sons, Incorporated
2024
|
| Ausgabe: | 1st ed |
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (307 Seiten) |
| ISBN: | 9781394245772 |
Internformat
MARC
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| 245 | 1 | 0 | |a Buying a Business for Dummies |
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| 264 | 4 | |c ©2024 | |
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| 500 | |a Description based on publisher supplied metadata and other sources | ||
| 505 | 8 | |a Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Deciding to Buy a Business -- Chapter 1 Preparing to Buy a Business -- Figuring Your Financial Fitness -- Assess your financial position and goals -- Measuring your net worth -- Telling good debt from bad debt -- Reducing debt -- Buying insurance -- Planning for the long term -- Shrink your spending -- Build up your cash reserves -- Stabilize income with part time work -- Assessing and Replacing Benefits -- Retirement savings plans and pensions -- Health insurance -- Disability insurance -- Life insurance -- Dental, vision, and other insurance -- Social Security taxes -- Time off -- Understanding Your Time and Financial Commitments to Buy -- Stepping Toward Buying a Business -- Enlisting Help from Top-Notch Professionals -- Start with free/low-cost industry resources -- Finding and interviewing reputable professionals -- Estimating the Cost of Your Search and Business Acquisition -- Calculating a down payment amount -- Tallying search expenses -- Finding funding -- Chapter 2 Is Buying a Business for You? -- Understanding Why to Buy a Business -- To reduce start-up hassles and headaches -- To lessen your risk -- To increase profits by adding value -- To establish cash flow -- To capitalize on someone else's good idea -- To open locked doors -- To inherit an established customer base -- Knowing When You Shouldn't Buy -- You dislike inherited baggage -- You're going to skimp on inspections -- You lack capital -- You think you'll miss out on the satisfaction of creating a business -- Recognizing Prepurchase Prerequisites -- Business experience and training -- Down payment money -- Do You Have the Right Stuff? -- Getting started with the instructions | |
| 505 | 8 | |a Answering the questions -- Scoring the test -- Analyzing your results -- Part 2 Picking the Business that Fits Your Situation -- Chapter 3 Determining Your Niche -- Why You Don't Need a New Idea to Be Successful -- Choosing Your Business -- Consider your category -- Take advantage of accidental opportunities -- Inventory your skills, interests, and job history -- Narrow your choices -- Go in search of fast growth -- Take advantage of government resources -- Chapter 4 Finding the Right Business to Buy -- Defining Your Business-Buying Appetite -- Generating Leads -- Perusing publications -- Networking with advisors -- Knocking on doors -- Enlisting business brokers -- Considering a Franchise -- Franchise advantages -- Franchise disadvantages -- Evaluating Multilevel Marketing (MLM) Firms -- Being wary of pyramid schemes -- Finding the better MLMs -- Checking Out Work-from-Home Opportunities -- Chapter 5 Evaluating a Business to Buy -- Examining Owners' and Key Employees' Backgrounds -- Finding Out Why the Owner Is Selling -- Surveying the Company Culture -- Deciding on Terms -- Inspecting the Financial Statements -- Interpreting the profit and loss statement -- Reviewing the balance sheet -- Understanding key ratios and percentages -- Return on sales (ROS) -- Return on equity (ROE) -- Gross margin -- Current ratio -- Debt-to-equity ratio -- Inventory turn -- Number of days in receivables -- EBITDA -- Uncovering Lease Contract Terms -- Evaluating Special Franchise Issues -- Thoroughly review regulatory filings -- Evaluate the franchiser's motives -- Interview plenty of franchisees -- Understand what you're buying and examine comparables -- Check with federal and state regulators -- Investigate the company's credit history -- Analyze and negotiate the franchise contract -- Part 3 Negotiating Terms and Sealing the Deal | |
| 505 | 8 | |a Chapter 6 Figuring Out How Much the Business is Worth -- Exploring Valuation Methods: Multiple of Earnings and Book Value -- Getting a Professional Appraisal -- Tracking Businesses You've Explored That Have Sold -- Tapping the Knowledge of Advisors Who Work with Similar Companies -- Consulting Research Firms and Publications -- Turning to Trade Publications -- Enlisting the Services of a Business Broker -- Chapter 7 Financing Your Deal -- Outsourcing Financing -- Taking advantage of seller financing -- Banking on banks -- Getting money from nonbanks -- The Small Business Administration (SBA) -- Small Business Investment Companies (SBICs) -- Certified Development Companies (CDCs) -- Your state's Economic Development Department -- Angels: Investors with heart -- Venture capital -- Crowdfunding -- Minority funding resources -- Financing Yourself: Bootstrapping -- Chapter 8 Preparing a Purchase Offer -- Writing a Letter of Intent or an Indication of Interest (IOI) -- Drafting an Indication of Interest (IOI) -- Writing a Letter of Intent (LOI) -- Developing Purchase Offer Contingencies -- Allocating the Purchase Price -- Doing More Due Diligence -- Think about income statement issues -- Consider legal and tax concerns -- Part 4 Managing a Smooth Transition -- Chapter 9 Moving into Your Business -- Getting Important Things Down on Paper -- Considering the Business Entity -- Sole proprietorships -- Understanding the "solo" advantages -- Weighing the disadvantages of operating "solo" -- C corporations -- Getting a handle on liability protection -- Investigating liability insurance -- Understanding corporate taxes -- Examining other incorporation considerations -- Knowing where to get advice -- S corporations -- S corporation tax specifics -- S corporation requirements -- Partnerships -- Limited liability companies (LLCs) -- Gaining Insight from Others | |
| 505 | 8 | |a Chapter 10 Business Owner Basics -- Minding the Details of Business Ownership -- Buying insurance -- Liability insurance -- Workers' compensation insurance -- Paying federal, state, and local taxes -- Negotiating leases -- Maintaining employee records -- Getting licenses and permits -- Signing the checks -- Outsourcing: Focus on What You Do Best -- Surveying the most commonly outsourced tasks -- Figuring out what to outsource -- Simplifying Your Accounting -- Introducing some common systems -- Manual bookkeeping systems -- Computer-based systems -- Choosing the system that's right for you -- Controlling Your Expenses -- Looking at fixed and variable expenses -- Understanding zero-based budgeting -- Managing Vendor Relationships -- Dealing with Bankers, Lawyers, and Other Outsiders -- Bankers -- Lawyers -- Tax advisors -- Consultants -- Governments -- Chapter 11 Handling Regulatory and Legal Issues -- Navigating Small-Business Laws -- Complying with Small-Business Regulations -- Complying through licensing, registrations, and permits -- The realities of compliance -- Local regulations: Taxes, zoning, and health -- State regulations: More taxes, licensing, insurance, and the environment -- Federal regulations: Still more taxes, licenses, and requirements -- Selection of a business entity -- Protecting ideas: Nondisclosures, patents, trademarks, and copyrights -- General tips for protecting your ideas -- Nondisclosure agreements (NDAs) -- Patents, trademarks, and copyrights -- A business prenup: Contracts with customers and suppliers -- Laboring over Employee Costs and Laws -- Part 5 Creating a Growth Trajectory -- Chapter 12 Keeping and Attracting Superstar Employees -- Motivating Top Performers to Stay -- Revisiting the Compensation Plan -- Reviewing the types of compensation -- Creating a compensation plan that works for your business | |
| 505 | 8 | |a Introducing Changes to Employee Benefits -- Including insurance and other benefits -- Health insurance -- Disability insurance -- Life insurance -- Dependent care programs -- Vacation -- Flexible hours -- Flexible benefit plans -- Seeing the real value in retirement plans -- Convincing employees that retirement plans matter -- Getting the most from your contributions as an employer -- Deciding whether to share equity -- Stock and stock options -- Employee Stock Ownership Plans (ESOP) -- Buy-sell agreements -- Bringing in New Talent -- Training: An Investment, Not an Expense -- Parting Company: Firing an Employee -- Designing Flexible Organization Charts -- Valuing Employee Manuals -- Characterizing Successful Employers -- Flexibility: The bending of rules -- Accountability: Where the buck doesn't get passed -- Follow-up: The more you do it, the less you need it -- Chapter 13 Keeping Your Customers Loyal -- Retaining Your Customer Base -- Getting it right the first time -- Continuing to offer more value -- Remembering that company policy is meant to be bent -- Learning from customer defections -- Examining the value of customer loyalty -- Tracking customer defections -- Recognizing and practicing customer service -- Customer service before the sale -- Customer service during the sale -- Customer service after the sale -- Dealing with Dissatisfied Customers -- Listen, listen, listen -- Develop a solution -- Expanding Your Customer Base -- Marketing defined -- Mastering the key elements of marketing -- Part 6 The Part of Tens -- Chapter 14 Ten (or So) Ways to Learn from the Experiences of Others -- Utilize Mentors -- Network with Peers -- Form a Board of Advisors -- Find a Partner -- Join a Trade Association -- Locate a Small Business Development Center -- Give SCORE a Try -- Tap into Small-Business Information -- Chapter 15 Ten Ongoing Tax Jobs | |
| 505 | 8 | |a Keeping Track of Your Small Business Revenues and Costs | |
| 700 | 1 | |a Schell, Jim |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Tyson, Eric |t Buying a Business for Dummies |d Newark : John Wiley & Sons, Incorporated,c2024 |z 9781394245758 |
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Datensatz im Suchindex
| _version_ | 1817704728120786944 |
|---|---|
| adam_text | |
| any_adam_object | |
| author | Tyson, Eric |
| author_facet | Tyson, Eric |
| author_role | aut |
| author_sort | Tyson, Eric |
| author_variant | e t et |
| building | Verbundindex |
| bvnumber | BV049873988 |
| collection | ZDB-30-PQE |
| contents | Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Deciding to Buy a Business -- Chapter 1 Preparing to Buy a Business -- Figuring Your Financial Fitness -- Assess your financial position and goals -- Measuring your net worth -- Telling good debt from bad debt -- Reducing debt -- Buying insurance -- Planning for the long term -- Shrink your spending -- Build up your cash reserves -- Stabilize income with part time work -- Assessing and Replacing Benefits -- Retirement savings plans and pensions -- Health insurance -- Disability insurance -- Life insurance -- Dental, vision, and other insurance -- Social Security taxes -- Time off -- Understanding Your Time and Financial Commitments to Buy -- Stepping Toward Buying a Business -- Enlisting Help from Top-Notch Professionals -- Start with free/low-cost industry resources -- Finding and interviewing reputable professionals -- Estimating the Cost of Your Search and Business Acquisition -- Calculating a down payment amount -- Tallying search expenses -- Finding funding -- Chapter 2 Is Buying a Business for You? -- Understanding Why to Buy a Business -- To reduce start-up hassles and headaches -- To lessen your risk -- To increase profits by adding value -- To establish cash flow -- To capitalize on someone else's good idea -- To open locked doors -- To inherit an established customer base -- Knowing When You Shouldn't Buy -- You dislike inherited baggage -- You're going to skimp on inspections -- You lack capital -- You think you'll miss out on the satisfaction of creating a business -- Recognizing Prepurchase Prerequisites -- Business experience and training -- Down payment money -- Do You Have the Right Stuff? -- Getting started with the instructions Answering the questions -- Scoring the test -- Analyzing your results -- Part 2 Picking the Business that Fits Your Situation -- Chapter 3 Determining Your Niche -- Why You Don't Need a New Idea to Be Successful -- Choosing Your Business -- Consider your category -- Take advantage of accidental opportunities -- Inventory your skills, interests, and job history -- Narrow your choices -- Go in search of fast growth -- Take advantage of government resources -- Chapter 4 Finding the Right Business to Buy -- Defining Your Business-Buying Appetite -- Generating Leads -- Perusing publications -- Networking with advisors -- Knocking on doors -- Enlisting business brokers -- Considering a Franchise -- Franchise advantages -- Franchise disadvantages -- Evaluating Multilevel Marketing (MLM) Firms -- Being wary of pyramid schemes -- Finding the better MLMs -- Checking Out Work-from-Home Opportunities -- Chapter 5 Evaluating a Business to Buy -- Examining Owners' and Key Employees' Backgrounds -- Finding Out Why the Owner Is Selling -- Surveying the Company Culture -- Deciding on Terms -- Inspecting the Financial Statements -- Interpreting the profit and loss statement -- Reviewing the balance sheet -- Understanding key ratios and percentages -- Return on sales (ROS) -- Return on equity (ROE) -- Gross margin -- Current ratio -- Debt-to-equity ratio -- Inventory turn -- Number of days in receivables -- EBITDA -- Uncovering Lease Contract Terms -- Evaluating Special Franchise Issues -- Thoroughly review regulatory filings -- Evaluate the franchiser's motives -- Interview plenty of franchisees -- Understand what you're buying and examine comparables -- Check with federal and state regulators -- Investigate the company's credit history -- Analyze and negotiate the franchise contract -- Part 3 Negotiating Terms and Sealing the Deal Chapter 6 Figuring Out How Much the Business is Worth -- Exploring Valuation Methods: Multiple of Earnings and Book Value -- Getting a Professional Appraisal -- Tracking Businesses You've Explored That Have Sold -- Tapping the Knowledge of Advisors Who Work with Similar Companies -- Consulting Research Firms and Publications -- Turning to Trade Publications -- Enlisting the Services of a Business Broker -- Chapter 7 Financing Your Deal -- Outsourcing Financing -- Taking advantage of seller financing -- Banking on banks -- Getting money from nonbanks -- The Small Business Administration (SBA) -- Small Business Investment Companies (SBICs) -- Certified Development Companies (CDCs) -- Your state's Economic Development Department -- Angels: Investors with heart -- Venture capital -- Crowdfunding -- Minority funding resources -- Financing Yourself: Bootstrapping -- Chapter 8 Preparing a Purchase Offer -- Writing a Letter of Intent or an Indication of Interest (IOI) -- Drafting an Indication of Interest (IOI) -- Writing a Letter of Intent (LOI) -- Developing Purchase Offer Contingencies -- Allocating the Purchase Price -- Doing More Due Diligence -- Think about income statement issues -- Consider legal and tax concerns -- Part 4 Managing a Smooth Transition -- Chapter 9 Moving into Your Business -- Getting Important Things Down on Paper -- Considering the Business Entity -- Sole proprietorships -- Understanding the "solo" advantages -- Weighing the disadvantages of operating "solo" -- C corporations -- Getting a handle on liability protection -- Investigating liability insurance -- Understanding corporate taxes -- Examining other incorporation considerations -- Knowing where to get advice -- S corporations -- S corporation tax specifics -- S corporation requirements -- Partnerships -- Limited liability companies (LLCs) -- Gaining Insight from Others Chapter 10 Business Owner Basics -- Minding the Details of Business Ownership -- Buying insurance -- Liability insurance -- Workers' compensation insurance -- Paying federal, state, and local taxes -- Negotiating leases -- Maintaining employee records -- Getting licenses and permits -- Signing the checks -- Outsourcing: Focus on What You Do Best -- Surveying the most commonly outsourced tasks -- Figuring out what to outsource -- Simplifying Your Accounting -- Introducing some common systems -- Manual bookkeeping systems -- Computer-based systems -- Choosing the system that's right for you -- Controlling Your Expenses -- Looking at fixed and variable expenses -- Understanding zero-based budgeting -- Managing Vendor Relationships -- Dealing with Bankers, Lawyers, and Other Outsiders -- Bankers -- Lawyers -- Tax advisors -- Consultants -- Governments -- Chapter 11 Handling Regulatory and Legal Issues -- Navigating Small-Business Laws -- Complying with Small-Business Regulations -- Complying through licensing, registrations, and permits -- The realities of compliance -- Local regulations: Taxes, zoning, and health -- State regulations: More taxes, licensing, insurance, and the environment -- Federal regulations: Still more taxes, licenses, and requirements -- Selection of a business entity -- Protecting ideas: Nondisclosures, patents, trademarks, and copyrights -- General tips for protecting your ideas -- Nondisclosure agreements (NDAs) -- Patents, trademarks, and copyrights -- A business prenup: Contracts with customers and suppliers -- Laboring over Employee Costs and Laws -- Part 5 Creating a Growth Trajectory -- Chapter 12 Keeping and Attracting Superstar Employees -- Motivating Top Performers to Stay -- Revisiting the Compensation Plan -- Reviewing the types of compensation -- Creating a compensation plan that works for your business Introducing Changes to Employee Benefits -- Including insurance and other benefits -- Health insurance -- Disability insurance -- Life insurance -- Dependent care programs -- Vacation -- Flexible hours -- Flexible benefit plans -- Seeing the real value in retirement plans -- Convincing employees that retirement plans matter -- Getting the most from your contributions as an employer -- Deciding whether to share equity -- Stock and stock options -- Employee Stock Ownership Plans (ESOP) -- Buy-sell agreements -- Bringing in New Talent -- Training: An Investment, Not an Expense -- Parting Company: Firing an Employee -- Designing Flexible Organization Charts -- Valuing Employee Manuals -- Characterizing Successful Employers -- Flexibility: The bending of rules -- Accountability: Where the buck doesn't get passed -- Follow-up: The more you do it, the less you need it -- Chapter 13 Keeping Your Customers Loyal -- Retaining Your Customer Base -- Getting it right the first time -- Continuing to offer more value -- Remembering that company policy is meant to be bent -- Learning from customer defections -- Examining the value of customer loyalty -- Tracking customer defections -- Recognizing and practicing customer service -- Customer service before the sale -- Customer service during the sale -- Customer service after the sale -- Dealing with Dissatisfied Customers -- Listen, listen, listen -- Develop a solution -- Expanding Your Customer Base -- Marketing defined -- Mastering the key elements of marketing -- Part 6 The Part of Tens -- Chapter 14 Ten (or So) Ways to Learn from the Experiences of Others -- Utilize Mentors -- Network with Peers -- Form a Board of Advisors -- Find a Partner -- Join a Trade Association -- Locate a Small Business Development Center -- Give SCORE a Try -- Tap into Small-Business Information -- Chapter 15 Ten Ongoing Tax Jobs Keeping Track of Your Small Business Revenues and Costs |
| ctrlnum | (ZDB-30-PQE)EBC31227198 (ZDB-30-PAD)EBC31227198 (ZDB-89-EBL)EBL31227198 (OCoLC)1443970181 (DE-599)BVBBV049873988 |
| dewey-full | 658.16 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.16 |
| dewey-search | 658.16 |
| dewey-sort | 3658.16 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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-- Consider your category -- Take advantage of accidental opportunities -- Inventory your skills, interests, and job history -- Narrow your choices -- Go in search of fast growth -- Take advantage of government resources -- Chapter 4 Finding the Right Business to Buy -- Defining Your Business-Buying Appetite -- Generating Leads -- Perusing publications -- Networking with advisors -- Knocking on doors -- Enlisting business brokers -- Considering a Franchise -- Franchise advantages -- Franchise disadvantages -- Evaluating Multilevel Marketing (MLM) Firms -- Being wary of pyramid schemes -- Finding the better MLMs -- Checking Out Work-from-Home Opportunities -- Chapter 5 Evaluating a Business to Buy -- Examining Owners' and Key Employees' Backgrounds -- Finding Out Why the Owner Is Selling -- Surveying the Company Culture -- Deciding on Terms -- Inspecting the Financial Statements -- Interpreting the profit and loss statement -- Reviewing the balance sheet -- Understanding key ratios and percentages -- Return on sales (ROS) -- Return on equity (ROE) -- Gross margin -- Current ratio -- Debt-to-equity ratio -- Inventory turn -- Number of days in receivables -- EBITDA -- Uncovering Lease Contract Terms -- Evaluating Special Franchise Issues -- Thoroughly review regulatory filings -- Evaluate the franchiser's motives -- Interview plenty of franchisees -- Understand what you're buying and examine comparables -- Check with federal and state regulators -- Investigate the company's credit history -- Analyze and negotiate the franchise contract -- Part 3 Negotiating Terms and Sealing the Deal</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Chapter 6 Figuring Out How Much the Business is Worth -- Exploring Valuation Methods: Multiple of Earnings and Book Value -- Getting a Professional Appraisal -- Tracking Businesses You've Explored That Have Sold -- Tapping the Knowledge of Advisors Who Work with Similar Companies -- Consulting Research Firms and Publications -- Turning to Trade Publications -- Enlisting the Services of a Business Broker -- Chapter 7 Financing Your Deal -- Outsourcing Financing -- Taking advantage of seller financing -- Banking on banks -- Getting money from nonbanks -- The Small Business Administration (SBA) -- Small Business Investment Companies (SBICs) -- Certified Development Companies (CDCs) -- Your state's Economic Development Department -- Angels: Investors with heart -- Venture capital -- Crowdfunding -- Minority funding resources -- Financing Yourself: Bootstrapping -- Chapter 8 Preparing a Purchase Offer -- Writing a Letter of Intent or an Indication of Interest (IOI) -- Drafting an Indication of Interest (IOI) -- Writing a Letter of Intent (LOI) -- Developing Purchase Offer Contingencies -- Allocating the Purchase Price -- Doing More Due Diligence -- Think about income statement issues -- Consider legal and tax concerns -- Part 4 Managing a Smooth Transition -- Chapter 9 Moving into Your Business -- Getting Important Things Down on Paper -- Considering the Business Entity -- Sole proprietorships -- Understanding the "solo" advantages -- Weighing the disadvantages of operating "solo" -- C corporations -- Getting a handle on liability protection -- Investigating liability insurance -- Understanding corporate taxes -- Examining other incorporation considerations -- Knowing where to get advice -- S corporations -- S corporation tax specifics -- S corporation requirements -- Partnerships -- Limited liability companies (LLCs) -- Gaining Insight from Others</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Chapter 10 Business Owner Basics -- Minding the Details of Business Ownership -- Buying insurance -- Liability insurance -- Workers' compensation insurance -- Paying federal, state, and local taxes -- Negotiating leases -- Maintaining employee records -- Getting licenses and permits -- Signing the checks -- Outsourcing: Focus on What You Do Best -- Surveying the most commonly outsourced tasks -- Figuring out what to outsource -- Simplifying Your Accounting -- Introducing some common systems -- Manual bookkeeping systems -- Computer-based systems -- Choosing the system that's right for you -- Controlling Your Expenses -- Looking at fixed and variable expenses -- Understanding zero-based budgeting -- Managing Vendor Relationships -- Dealing with Bankers, Lawyers, and Other Outsiders -- Bankers -- Lawyers -- Tax advisors -- Consultants -- Governments -- Chapter 11 Handling Regulatory and Legal Issues -- Navigating Small-Business Laws -- Complying with Small-Business Regulations -- Complying through licensing, registrations, and permits -- The realities of compliance -- Local regulations: Taxes, zoning, and health -- State regulations: More taxes, licensing, insurance, and the environment -- Federal regulations: Still more taxes, licenses, and requirements -- Selection of a business entity -- Protecting ideas: Nondisclosures, patents, trademarks, and copyrights -- General tips for protecting your ideas -- Nondisclosure agreements (NDAs) -- Patents, trademarks, and copyrights -- A business prenup: Contracts with customers and suppliers -- Laboring over Employee Costs and Laws -- Part 5 Creating a Growth Trajectory -- Chapter 12 Keeping and Attracting Superstar Employees -- Motivating Top Performers to Stay -- Revisiting the Compensation Plan -- Reviewing the types of compensation -- Creating a compensation plan that works for your business</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Introducing Changes to Employee Benefits -- Including insurance and other benefits -- Health insurance -- Disability insurance -- Life insurance -- Dependent care programs -- Vacation -- Flexible hours -- Flexible benefit plans -- Seeing the real value in retirement plans -- Convincing employees that retirement plans matter -- Getting the most from your contributions as an employer -- Deciding whether to share equity -- Stock and stock options -- Employee Stock Ownership Plans (ESOP) -- Buy-sell agreements -- Bringing in New Talent -- Training: An Investment, Not an Expense -- Parting Company: Firing an Employee -- Designing Flexible Organization Charts -- Valuing Employee Manuals -- Characterizing Successful Employers -- Flexibility: The bending of rules -- Accountability: Where the buck doesn't get passed -- Follow-up: The more you do it, the less you need it -- Chapter 13 Keeping Your Customers Loyal -- Retaining Your Customer Base -- Getting it right the first time -- Continuing to offer more value -- Remembering that company policy is meant to be bent -- Learning from customer defections -- Examining the value of customer loyalty -- Tracking customer defections -- Recognizing and practicing customer service -- Customer service before the sale -- Customer service during the sale -- Customer service after the sale -- Dealing with Dissatisfied Customers -- Listen, listen, listen -- Develop a solution -- Expanding Your Customer Base -- Marketing defined -- Mastering the key elements of marketing -- Part 6 The Part of Tens -- Chapter 14 Ten (or So) Ways to Learn from the Experiences of Others -- Utilize Mentors -- Network with Peers -- Form a Board of Advisors -- Find a Partner -- Join a Trade Association -- Locate a Small Business Development Center -- Give SCORE a Try -- Tap into Small-Business Information -- Chapter 15 Ten Ongoing Tax Jobs</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Keeping Track of Your Small Business Revenues and Costs</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Schell, Jim</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Tyson, Eric</subfield><subfield code="t">Buying a 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| id | DE-604.BV049873988 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-06T15:18:33Z |
| institution | BVB |
| isbn | 9781394245772 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035213446 |
| oclc_num | 1443970181 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (307 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | John Wiley & Sons, Incorporated |
| record_format | marc |
| spelling | Tyson, Eric Verfasser aut Buying a Business for Dummies 1st ed Newark John Wiley & Sons, Incorporated 2024 ©2024 1 Online-Ressource (307 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Deciding to Buy a Business -- Chapter 1 Preparing to Buy a Business -- Figuring Your Financial Fitness -- Assess your financial position and goals -- Measuring your net worth -- Telling good debt from bad debt -- Reducing debt -- Buying insurance -- Planning for the long term -- Shrink your spending -- Build up your cash reserves -- Stabilize income with part time work -- Assessing and Replacing Benefits -- Retirement savings plans and pensions -- Health insurance -- Disability insurance -- Life insurance -- Dental, vision, and other insurance -- Social Security taxes -- Time off -- Understanding Your Time and Financial Commitments to Buy -- Stepping Toward Buying a Business -- Enlisting Help from Top-Notch Professionals -- Start with free/low-cost industry resources -- Finding and interviewing reputable professionals -- Estimating the Cost of Your Search and Business Acquisition -- Calculating a down payment amount -- Tallying search expenses -- Finding funding -- Chapter 2 Is Buying a Business for You? -- Understanding Why to Buy a Business -- To reduce start-up hassles and headaches -- To lessen your risk -- To increase profits by adding value -- To establish cash flow -- To capitalize on someone else's good idea -- To open locked doors -- To inherit an established customer base -- Knowing When You Shouldn't Buy -- You dislike inherited baggage -- You're going to skimp on inspections -- You lack capital -- You think you'll miss out on the satisfaction of creating a business -- Recognizing Prepurchase Prerequisites -- Business experience and training -- Down payment money -- Do You Have the Right Stuff? -- Getting started with the instructions Answering the questions -- Scoring the test -- Analyzing your results -- Part 2 Picking the Business that Fits Your Situation -- Chapter 3 Determining Your Niche -- Why You Don't Need a New Idea to Be Successful -- Choosing Your Business -- Consider your category -- Take advantage of accidental opportunities -- Inventory your skills, interests, and job history -- Narrow your choices -- Go in search of fast growth -- Take advantage of government resources -- Chapter 4 Finding the Right Business to Buy -- Defining Your Business-Buying Appetite -- Generating Leads -- Perusing publications -- Networking with advisors -- Knocking on doors -- Enlisting business brokers -- Considering a Franchise -- Franchise advantages -- Franchise disadvantages -- Evaluating Multilevel Marketing (MLM) Firms -- Being wary of pyramid schemes -- Finding the better MLMs -- Checking Out Work-from-Home Opportunities -- Chapter 5 Evaluating a Business to Buy -- Examining Owners' and Key Employees' Backgrounds -- Finding Out Why the Owner Is Selling -- Surveying the Company Culture -- Deciding on Terms -- Inspecting the Financial Statements -- Interpreting the profit and loss statement -- Reviewing the balance sheet -- Understanding key ratios and percentages -- Return on sales (ROS) -- Return on equity (ROE) -- Gross margin -- Current ratio -- Debt-to-equity ratio -- Inventory turn -- Number of days in receivables -- EBITDA -- Uncovering Lease Contract Terms -- Evaluating Special Franchise Issues -- Thoroughly review regulatory filings -- Evaluate the franchiser's motives -- Interview plenty of franchisees -- Understand what you're buying and examine comparables -- Check with federal and state regulators -- Investigate the company's credit history -- Analyze and negotiate the franchise contract -- Part 3 Negotiating Terms and Sealing the Deal Chapter 6 Figuring Out How Much the Business is Worth -- Exploring Valuation Methods: Multiple of Earnings and Book Value -- Getting a Professional Appraisal -- Tracking Businesses You've Explored That Have Sold -- Tapping the Knowledge of Advisors Who Work with Similar Companies -- Consulting Research Firms and Publications -- Turning to Trade Publications -- Enlisting the Services of a Business Broker -- Chapter 7 Financing Your Deal -- Outsourcing Financing -- Taking advantage of seller financing -- Banking on banks -- Getting money from nonbanks -- The Small Business Administration (SBA) -- Small Business Investment Companies (SBICs) -- Certified Development Companies (CDCs) -- Your state's Economic Development Department -- Angels: Investors with heart -- Venture capital -- Crowdfunding -- Minority funding resources -- Financing Yourself: Bootstrapping -- Chapter 8 Preparing a Purchase Offer -- Writing a Letter of Intent or an Indication of Interest (IOI) -- Drafting an Indication of Interest (IOI) -- Writing a Letter of Intent (LOI) -- Developing Purchase Offer Contingencies -- Allocating the Purchase Price -- Doing More Due Diligence -- Think about income statement issues -- Consider legal and tax concerns -- Part 4 Managing a Smooth Transition -- Chapter 9 Moving into Your Business -- Getting Important Things Down on Paper -- Considering the Business Entity -- Sole proprietorships -- Understanding the "solo" advantages -- Weighing the disadvantages of operating "solo" -- C corporations -- Getting a handle on liability protection -- Investigating liability insurance -- Understanding corporate taxes -- Examining other incorporation considerations -- Knowing where to get advice -- S corporations -- S corporation tax specifics -- S corporation requirements -- Partnerships -- Limited liability companies (LLCs) -- Gaining Insight from Others Chapter 10 Business Owner Basics -- Minding the Details of Business Ownership -- Buying insurance -- Liability insurance -- Workers' compensation insurance -- Paying federal, state, and local taxes -- Negotiating leases -- Maintaining employee records -- Getting licenses and permits -- Signing the checks -- Outsourcing: Focus on What You Do Best -- Surveying the most commonly outsourced tasks -- Figuring out what to outsource -- Simplifying Your Accounting -- Introducing some common systems -- Manual bookkeeping systems -- Computer-based systems -- Choosing the system that's right for you -- Controlling Your Expenses -- Looking at fixed and variable expenses -- Understanding zero-based budgeting -- Managing Vendor Relationships -- Dealing with Bankers, Lawyers, and Other Outsiders -- Bankers -- Lawyers -- Tax advisors -- Consultants -- Governments -- Chapter 11 Handling Regulatory and Legal Issues -- Navigating Small-Business Laws -- Complying with Small-Business Regulations -- Complying through licensing, registrations, and permits -- The realities of compliance -- Local regulations: Taxes, zoning, and health -- State regulations: More taxes, licensing, insurance, and the environment -- Federal regulations: Still more taxes, licenses, and requirements -- Selection of a business entity -- Protecting ideas: Nondisclosures, patents, trademarks, and copyrights -- General tips for protecting your ideas -- Nondisclosure agreements (NDAs) -- Patents, trademarks, and copyrights -- A business prenup: Contracts with customers and suppliers -- Laboring over Employee Costs and Laws -- Part 5 Creating a Growth Trajectory -- Chapter 12 Keeping and Attracting Superstar Employees -- Motivating Top Performers to Stay -- Revisiting the Compensation Plan -- Reviewing the types of compensation -- Creating a compensation plan that works for your business Introducing Changes to Employee Benefits -- Including insurance and other benefits -- Health insurance -- Disability insurance -- Life insurance -- Dependent care programs -- Vacation -- Flexible hours -- Flexible benefit plans -- Seeing the real value in retirement plans -- Convincing employees that retirement plans matter -- Getting the most from your contributions as an employer -- Deciding whether to share equity -- Stock and stock options -- Employee Stock Ownership Plans (ESOP) -- Buy-sell agreements -- Bringing in New Talent -- Training: An Investment, Not an Expense -- Parting Company: Firing an Employee -- Designing Flexible Organization Charts -- Valuing Employee Manuals -- Characterizing Successful Employers -- Flexibility: The bending of rules -- Accountability: Where the buck doesn't get passed -- Follow-up: The more you do it, the less you need it -- Chapter 13 Keeping Your Customers Loyal -- Retaining Your Customer Base -- Getting it right the first time -- Continuing to offer more value -- Remembering that company policy is meant to be bent -- Learning from customer defections -- Examining the value of customer loyalty -- Tracking customer defections -- Recognizing and practicing customer service -- Customer service before the sale -- Customer service during the sale -- Customer service after the sale -- Dealing with Dissatisfied Customers -- Listen, listen, listen -- Develop a solution -- Expanding Your Customer Base -- Marketing defined -- Mastering the key elements of marketing -- Part 6 The Part of Tens -- Chapter 14 Ten (or So) Ways to Learn from the Experiences of Others -- Utilize Mentors -- Network with Peers -- Form a Board of Advisors -- Find a Partner -- Join a Trade Association -- Locate a Small Business Development Center -- Give SCORE a Try -- Tap into Small-Business Information -- Chapter 15 Ten Ongoing Tax Jobs Keeping Track of Your Small Business Revenues and Costs Schell, Jim Sonstige oth Erscheint auch als Druck-Ausgabe Tyson, Eric Buying a Business for Dummies Newark : John Wiley & Sons, Incorporated,c2024 9781394245758 |
| spellingShingle | Tyson, Eric Buying a Business for Dummies Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Deciding to Buy a Business -- Chapter 1 Preparing to Buy a Business -- Figuring Your Financial Fitness -- Assess your financial position and goals -- Measuring your net worth -- Telling good debt from bad debt -- Reducing debt -- Buying insurance -- Planning for the long term -- Shrink your spending -- Build up your cash reserves -- Stabilize income with part time work -- Assessing and Replacing Benefits -- Retirement savings plans and pensions -- Health insurance -- Disability insurance -- Life insurance -- Dental, vision, and other insurance -- Social Security taxes -- Time off -- Understanding Your Time and Financial Commitments to Buy -- Stepping Toward Buying a Business -- Enlisting Help from Top-Notch Professionals -- Start with free/low-cost industry resources -- Finding and interviewing reputable professionals -- Estimating the Cost of Your Search and Business Acquisition -- Calculating a down payment amount -- Tallying search expenses -- Finding funding -- Chapter 2 Is Buying a Business for You? -- Understanding Why to Buy a Business -- To reduce start-up hassles and headaches -- To lessen your risk -- To increase profits by adding value -- To establish cash flow -- To capitalize on someone else's good idea -- To open locked doors -- To inherit an established customer base -- Knowing When You Shouldn't Buy -- You dislike inherited baggage -- You're going to skimp on inspections -- You lack capital -- You think you'll miss out on the satisfaction of creating a business -- Recognizing Prepurchase Prerequisites -- Business experience and training -- Down payment money -- Do You Have the Right Stuff? -- Getting started with the instructions Answering the questions -- Scoring the test -- Analyzing your results -- Part 2 Picking the Business that Fits Your Situation -- Chapter 3 Determining Your Niche -- Why You Don't Need a New Idea to Be Successful -- Choosing Your Business -- Consider your category -- Take advantage of accidental opportunities -- Inventory your skills, interests, and job history -- Narrow your choices -- Go in search of fast growth -- Take advantage of government resources -- Chapter 4 Finding the Right Business to Buy -- Defining Your Business-Buying Appetite -- Generating Leads -- Perusing publications -- Networking with advisors -- Knocking on doors -- Enlisting business brokers -- Considering a Franchise -- Franchise advantages -- Franchise disadvantages -- Evaluating Multilevel Marketing (MLM) Firms -- Being wary of pyramid schemes -- Finding the better MLMs -- Checking Out Work-from-Home Opportunities -- Chapter 5 Evaluating a Business to Buy -- Examining Owners' and Key Employees' Backgrounds -- Finding Out Why the Owner Is Selling -- Surveying the Company Culture -- Deciding on Terms -- Inspecting the Financial Statements -- Interpreting the profit and loss statement -- Reviewing the balance sheet -- Understanding key ratios and percentages -- Return on sales (ROS) -- Return on equity (ROE) -- Gross margin -- Current ratio -- Debt-to-equity ratio -- Inventory turn -- Number of days in receivables -- EBITDA -- Uncovering Lease Contract Terms -- Evaluating Special Franchise Issues -- Thoroughly review regulatory filings -- Evaluate the franchiser's motives -- Interview plenty of franchisees -- Understand what you're buying and examine comparables -- Check with federal and state regulators -- Investigate the company's credit history -- Analyze and negotiate the franchise contract -- Part 3 Negotiating Terms and Sealing the Deal Chapter 6 Figuring Out How Much the Business is Worth -- Exploring Valuation Methods: Multiple of Earnings and Book Value -- Getting a Professional Appraisal -- Tracking Businesses You've Explored That Have Sold -- Tapping the Knowledge of Advisors Who Work with Similar Companies -- Consulting Research Firms and Publications -- Turning to Trade Publications -- Enlisting the Services of a Business Broker -- Chapter 7 Financing Your Deal -- Outsourcing Financing -- Taking advantage of seller financing -- Banking on banks -- Getting money from nonbanks -- The Small Business Administration (SBA) -- Small Business Investment Companies (SBICs) -- Certified Development Companies (CDCs) -- Your state's Economic Development Department -- Angels: Investors with heart -- Venture capital -- Crowdfunding -- Minority funding resources -- Financing Yourself: Bootstrapping -- Chapter 8 Preparing a Purchase Offer -- Writing a Letter of Intent or an Indication of Interest (IOI) -- Drafting an Indication of Interest (IOI) -- Writing a Letter of Intent (LOI) -- Developing Purchase Offer Contingencies -- Allocating the Purchase Price -- Doing More Due Diligence -- Think about income statement issues -- Consider legal and tax concerns -- Part 4 Managing a Smooth Transition -- Chapter 9 Moving into Your Business -- Getting Important Things Down on Paper -- Considering the Business Entity -- Sole proprietorships -- Understanding the "solo" advantages -- Weighing the disadvantages of operating "solo" -- C corporations -- Getting a handle on liability protection -- Investigating liability insurance -- Understanding corporate taxes -- Examining other incorporation considerations -- Knowing where to get advice -- S corporations -- S corporation tax specifics -- S corporation requirements -- Partnerships -- Limited liability companies (LLCs) -- Gaining Insight from Others Chapter 10 Business Owner Basics -- Minding the Details of Business Ownership -- Buying insurance -- Liability insurance -- Workers' compensation insurance -- Paying federal, state, and local taxes -- Negotiating leases -- Maintaining employee records -- Getting licenses and permits -- Signing the checks -- Outsourcing: Focus on What You Do Best -- Surveying the most commonly outsourced tasks -- Figuring out what to outsource -- Simplifying Your Accounting -- Introducing some common systems -- Manual bookkeeping systems -- Computer-based systems -- Choosing the system that's right for you -- Controlling Your Expenses -- Looking at fixed and variable expenses -- Understanding zero-based budgeting -- Managing Vendor Relationships -- Dealing with Bankers, Lawyers, and Other Outsiders -- Bankers -- Lawyers -- Tax advisors -- Consultants -- Governments -- Chapter 11 Handling Regulatory and Legal Issues -- Navigating Small-Business Laws -- Complying with Small-Business Regulations -- Complying through licensing, registrations, and permits -- The realities of compliance -- Local regulations: Taxes, zoning, and health -- State regulations: More taxes, licensing, insurance, and the environment -- Federal regulations: Still more taxes, licenses, and requirements -- Selection of a business entity -- Protecting ideas: Nondisclosures, patents, trademarks, and copyrights -- General tips for protecting your ideas -- Nondisclosure agreements (NDAs) -- Patents, trademarks, and copyrights -- A business prenup: Contracts with customers and suppliers -- Laboring over Employee Costs and Laws -- Part 5 Creating a Growth Trajectory -- Chapter 12 Keeping and Attracting Superstar Employees -- Motivating Top Performers to Stay -- Revisiting the Compensation Plan -- Reviewing the types of compensation -- Creating a compensation plan that works for your business Introducing Changes to Employee Benefits -- Including insurance and other benefits -- Health insurance -- Disability insurance -- Life insurance -- Dependent care programs -- Vacation -- Flexible hours -- Flexible benefit plans -- Seeing the real value in retirement plans -- Convincing employees that retirement plans matter -- Getting the most from your contributions as an employer -- Deciding whether to share equity -- Stock and stock options -- Employee Stock Ownership Plans (ESOP) -- Buy-sell agreements -- Bringing in New Talent -- Training: An Investment, Not an Expense -- Parting Company: Firing an Employee -- Designing Flexible Organization Charts -- Valuing Employee Manuals -- Characterizing Successful Employers -- Flexibility: The bending of rules -- Accountability: Where the buck doesn't get passed -- Follow-up: The more you do it, the less you need it -- Chapter 13 Keeping Your Customers Loyal -- Retaining Your Customer Base -- Getting it right the first time -- Continuing to offer more value -- Remembering that company policy is meant to be bent -- Learning from customer defections -- Examining the value of customer loyalty -- Tracking customer defections -- Recognizing and practicing customer service -- Customer service before the sale -- Customer service during the sale -- Customer service after the sale -- Dealing with Dissatisfied Customers -- Listen, listen, listen -- Develop a solution -- Expanding Your Customer Base -- Marketing defined -- Mastering the key elements of marketing -- Part 6 The Part of Tens -- Chapter 14 Ten (or So) Ways to Learn from the Experiences of Others -- Utilize Mentors -- Network with Peers -- Form a Board of Advisors -- Find a Partner -- Join a Trade Association -- Locate a Small Business Development Center -- Give SCORE a Try -- Tap into Small-Business Information -- Chapter 15 Ten Ongoing Tax Jobs Keeping Track of Your Small Business Revenues and Costs |
| title | Buying a Business for Dummies |
| title_auth | Buying a Business for Dummies |
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| title_full | Buying a Business for Dummies |
| title_fullStr | Buying a Business for Dummies |
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| title_short | Buying a Business for Dummies |
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