Frequently Asked Questions (FAQ)

• Why should I take a course like this?
  Most business owners understand the business they enter. If they don't they are far less likely to succeed in their business effort as they have to learn the rules of that business before they can begin running it. Where most businesses fail is business planning and implementing the plan. The sad fact is that more than 80% of new businesses fail within the first 3-years. Of those that survive the attempt, those that try to grow beyond that first success level either fail in their growth plans and have to remain in their previous small business level, or make it (less than 20% of growth beyond a small business plan succeed). Many actually do not survive the attempt. This course gives you the tools to avoid these statistics.
• Is this process for start ups only?
  No. The process can be used for going concerns as well as start up business endeavors.
• How is this process used in large businesses?
  The process we show here is the economic and value added portions of the value process plan. Large businesses usually have an economic planning process based upon their history and have implemented types of measuring value added features versus non-value added features. In a large business, we use the tools to identify a process, project, or feature within the business and work on that feature only, other with a large team of experts. Once completed and implemented, we move on to another "value opportunity" that the process identifies. In a small business, we tend to concentrate on the overall business and "value opportunities" identified are usually studied by an individual or very small team.
• Will everyone that take the class succeed in their business?
  Sadly, no. There are many factors beyond good business planning that govern success. However, if the model learned in this course is used, identifiers that a problem is arising and that a new direction should be considered enable the user to takes steps to avoid failure. The business model developed depends on the knowledge and expertise of you and those that assist you. If you state you can generate a 2% growth rate, the process will help you identify how to make that take place. If you start failing in meeting those goals, the process will help you notice it before it becomes a problem. If you ignore the indicators or make a choice that does not avoid the risk, failure is highly probable.
• I submitted my reports to someone and they said they you could not do this.
  This is a common statement of people that do not understand the difference between a planning document and your final report documents. Planning documents show what you have decided to receive as payment, and what you have placed in optional business investment categories. Some people think that the word "optional" meant that you did not have to pay the bill, and thus it should be considered income, and when planning, they are partially correct. You could have decided to take that money as income, pay your taxes on it, and bought a houseful of new furniture with it (this being a chosen personal use of the funds). You could also have decided to generate the options of taking the money and place it in advertising, salesperson salaries, etc. If you used it to purchase actual business supplies, advertising, labor, and equipment designed to bring business in and support the business operations you generated, that is business use of the funds and is a valid expense. The fact you considered it optional until you made the choice is irrelevant. We suggest you take the course to understand more fully.
• How can I learn more?
  Take the first lesson in the lesson plan. It is free and gives you a background on the process.

Mission

To help the small business owner learn and use a business strategy that will help their business be successful, grown, and meet the missions of their clients.