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Entrepreneurs launching growth companies need an understanding of the financial basics to work with professionals and spot problems early, says a serial entrepreneur and investor. Tips for acquiring literacy are provided.
An important area of financial literacy for entrepreneurs concerns the ability to establish an effective commercial banking relationship and to prepare a loan proposal. No small or growing company survives and prospers without some debt component on its balance sheet.
Tactics for selling services are offered by an entrepreneur whose consulting firm places temporary senior-level talent in finance, law, and other disciplines in early-stage and growth companies.
Distributors, sales representatives, and cooperatives are all different venues for enabling entrepreneurial companies to sell their products and services. Understand the similarities and differences, and chose the alternative that is right for your business.
Regularly reviewing your business plan ensures that you meet the needs of a growing enterprise. This allows you to identify key growth areas that you want to target.
How do you know when it's time for life after entrepreneurship? Selling the most important asset in your life - the one you've poured heart and soul into - shouldn't be tied to the day Social Security kicks in. It should be a process started three to five years before the final event, as the planning for life after entrepreneurship is equally as important as your first business plan.
Pairing with charities enables entrepreneurial companies to offer a morale-boosting perk to employees while enhancing traditional marketing strategies, says the founder of a consultancy that facilitates such sponsorships.
Compensating contract workers involves negotiating a rate that reflects skills and experience, paying in a timely manner, and possibly offering perks such as professional development, says the founder of a company that develops training manuals. A key is not to treat 1099 workers as employees, the author advises.
When it comes to compensation, the issue is not what you can pay, but what you can offer to the people you need to grow.
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