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THE BUSINESS PLAN
ROAD MAP TO SUCCESS

Exercise Workshop Objectives
By the end of this exercise, you should be able to:
• Understand the role of the business plan
...

• Identify sources where you can get help in developing a business plan
...

• Prepare an outline for a business plan
...


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BUSINESS PLAN OUTLINE
Below is an outline for a business plan
...

Elements of a Business Plan
1
...
Statement of purpose
3
...
The Business
A
...
Marketing
B
...
Operating procedures
D
...
Business insurance
G
...
Financial Data
A
...
Capital equipment and supply list
C
...
Breakeven analysis
E
...
Pro-forma cash flow
Follow guidelines for letter E
...
Supporting Documents
Tax returns of principals for last three years
Personal financial statement (all banks have these forms)
In the case of a franchised business, a copy of franchise contract and all
supporting documents provided by the franchisor
Copy of proposed lease of purchase agreement for building space
Copy of licenses and other legal documents
Copy of resumes of all principals

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-

Copies of letters of intent from suppliers, etc
...
And, one that many
new and potential small business owners should ask, but oftentimes don't ask
...
Addenda to the business plan should include the executive summary,
supporting documents and financial projections
...
An excellent question to ask
yourself is: "What business am I in?" In answering this question include your products,
market and services as well as a thorough description of what makes your business unique
...

The business description section is divided into three primary sections
...

1
...

2
...

4
...

6
...


Legalities - business form: proprietorship, partnership, corporation
...

Business type: merchandizing, manufacturing or service
...

Is it a new independent business, a takeover, an expansion, a franchise?
Why your business will be profitable
...


A cover sheet goes before the description
...
In the description of your business,

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describe the unique aspects and how or why they will appeal to consumers
...

The description of your business should clearly identify goals and objectives and it should
clarify why you are, or why you want to be, in business
...
Product/Service
Try to describe the benefits of your goods and services from your customers' perspective
...
This type of anticipation can be helpful in building customer satisfaction
and loyalty
...
Describe:
1
...

3
...


What you are selling
...

Which products/services are in demand; if there will be a steady flow of cash
...


3
...
Your location
should be built around your customers, it should be accessible and it should provide a
sense of security
...

2
...

4
...


What are your location needs?
What kind of space will you need?
Why is the area desirable? the building desirable?
Is it easily accessible? Is public transportation available? Is street lighting
adequate?
Are market shifts or demographic shifts occurring?

It may be a good idea to make a checklist of questions you identify when developing your
business plan
...


The Marketing Plan
Marketing plays a vital role in successful business ventures
...
S
...
The key element of a successful marketing plan is to know your
customers -- their likes, dislikes, expectations
...

Identify your customers by their age, sex, income/educational level and residence
...
As
your customer base expands, you may need to consider modifying the marketing plan to
include other customers
...
(Potential
franchise owners will have to use the marketing strategy the franchisor has developed
...

1
...

3
...

5
...


7
...

Are your markets growing? steady? declining?
Is your market share growing? steady? declining?
If a franchise, how is your market segmented?
Are your markets large enough to expand?
How will you attract, hold, increase your market share? If a franchise, will the
franchisor provide assistance in this area? Based on the franchisor's strategy,
how will you promote your sales?
What pricing strategy have you devised?

Appendix I contains a sample Marketing Plan and Marketing Tips, Tricks and Traps, a
condensed guide on how to market your product or service
...


1
...
We compete for jobs, promotions, scholarships to institutes of
higher learning, in sports -- and in almost every aspect of your lives
...
Advances in
technology can send the profit margins of a successful business into a tailspin causing them
to plummet overnight or within a few hours
...
Because of this volatility
and competitiveness, it is important to know your competitors
...

2
...


Who are your five nearest direct competitors?
Who are your indirect competitors?
How are their businesses: steady? increasing? decreasing?

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4
...

6
...
Keep manila envelopes of their advertising and
promotional materials and their pricing strategy techniques
...
Study
the copy used in the advertising and promotional materials, and their sales strategy
...


2
...
Get a feel for the pricing strategy your competitors are using
...

Some of the pricing strategies are:
•
•
•
•
•
•
•

retail cost and pricing
competitive position
pricing below competition
pricing above competition
price lining
multiple pricing
service costs and pricing (for service businesses only)
- service components
- material costs
- labor costs
- overhead costs

The key to success is to have a well-planned strategy, to establish your policies and to
constantly monitor prices and operating costs to ensure profits
...

Appendix 1 contains a sample Price/Quality Matrix, review it for ideas on pricing strategies
for your competitors
...


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3
...
Having a good product or service and not advertising and promoting it is like not
having a business at all
...
Advertising and promotions, however, are the life
line of a business and should be treated as such
...

Develop short, descriptive copy (text material) that clearly identifies your goods or services,
its location and price
...
In the case of a franchise, the franchisor will provide advertising and promotional
materials as part of the franchise package, you may need approval to use any materials
that you and your staff develop
...
Make sure the advertisements you create are consistent with the image
the franchisor is trying to project
...

A more detailed explanation of the marketing plan and how to develop an effective
marketing program is provided in the Workshop on Marketing
...

The Management Plan
Managing a business requires more than just the desire to be your own boss
...
Your management plan, along with your marketing and financial
management plans, sets the foundation for and facilitates the success of your business
...
You will soon discover that employees and staff will play an important role in
the total operation of your business
...
Additionally, it is imperative that you know how to manage and treat your
employees
...
Keep them informed of, and get their feedback
regarding, changes
...

Your management plan should answer questions such as:

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•
•
•
•
•
•
•
•
•
•
•
•

How does your background/business experience help you in this business?
What are your weaknesses and how can you compensate for them?
Who will be on the management team?
What are their strengths/weaknesses?
What are their duties?
Are these duties clearly defined?
If a franchise, what type of assistance can you expect from the franchisor?
Will this assistance be ongoing?
What are your current personnel needs?
What are your plans for hiring and training personnel?
What salaries, benefits, vacations, holidays will you offer? Are these issues
covered in the management package the franchisor will provide?
What benefits, if any, can you afford at this point?

If a franchise, the operating procedures, manuals and materials devised by the franchisor
should be included in this section of the business plan
...
The franchisor
should assist you with managing your franchise
...


The Financial Management Plan
Sound financial management is one of the best ways for your business to remain profitable
and solvent
...
Each year thousands of potentially successful
businesses fail because of poor financial management
...

To effectively manage your finances, plan a sound, realistic budget by determining the
actual amount of money needed to open your business (start-up costs) and the amount
needed to keep it open (operating costs)
...
Your start-up budget will usually include such one-time-only
costs as major equipment, utility deposits, down payments, etc
...

Start-up Budget
• personnel (costs prior to opening)
• legal/professional fees
• occupancy
• licenses/permits
• equipment
• insurance
• supplies
• advertising/promotions

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• salaries/wages
• income
• utilities
• payroll expenses

• accounting

An operating budget is prepared when you are actually ready to open for business
...
Your operating
budget also should include money to cover the first three to six months of operation
...

Operating Budget
• personnel
• rent
• loan payments
• legal/accounting
• supplies
• salaries/wages
• dues/subscriptions/fees
• repairs/maintenance

• insurance
• depreciation
• advertising/promotions
• miscellaneous expenses
• payroll expenses
• utilities
• taxes

The financial section of your business plan should include any loan applications you've filed,
a capital equipment and supply list, balance sheet, breakeven analysis, pro-forma income
projections (profit and loss statement) and pro-forma cash flow
...

The accounting system and the inventory control system that you will be using is generally
addressed in this section of the business plan also
...
If this is the case, he or she should have a system already intact and you will be
required to adopt this system
...
Your financial advisor can assist you in developing this section of your business
plan
...

•
•
•

How much money do you have?
How much money will you need to purchase the franchise?
How much money will you need for start-up?

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•

How much money will you need to stay in business?

Other questions that you will need to consider are:
•
•

•
•

What type of accounting system will your use? Is it a single entry or dual entry
system?
What will your sales goals and profit goals for the coming year be? Will the
franchisor set your sales and profit goals? Or, will he or she expect you to
reach and retain a certain sales level and profit margin?
What financial projections will you need to include in your business plan?
What kind of inventory control system will you use?

Your plan should include an explanation of all projections
...
Your aim is not to become a financial wizard, but to
understand the financial tools well enough to gain their benefits
...

Sample balance sheets, income projections (profit and loss statements) and cash flow
statements are included in Appendix 2, Financial Management
...
Look
under the U
...
Government section of the local telephone directory
...
S
...


•

Identify advantages of developing the marketing, management and financial
management plans
...


•

Sketch an outline for a business plan
...
S
...
THE MARKETING PLAN

2
...
MARKETING TIPS, TRICKS & TRAPS

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THE ENTREPRENEUR'S
MARKETING PLAN
This is the marketing plan of_____________________________________
I
...
Target Market - Who are the customers?
1
...
Private sector

_______

Total Percent
of Business
______

b
...
Retailers

_______

______

d
...
Other

_______

______

2
...
Product line/services
...
Geographic area? Which areas?

___________________

c
...
Industry? Our target industry is
e
...
How much will our selected market spend on our type of product or

service

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this coming year? $________________

B
...
Who are our competitors?
_________________________________________

NAME

_________________________________________

ADDRESS

_________________________________________
Years in Business ___________________
Market Share

___________________

Price/Strategy

___________________

Product/Service
Features

___________________

_________________________________________

NAME

_________________________________________

ADDRESS

_________________________________________
Years in Business ____________________
Market Share

____________________

Price/Strategy

____________________

Product/Service
Features

___________________

2
...
S
...
List below your strengths and weaknesses compared to your competition
(consider such areas as location, size of resources, reputation, services,
personnel, etc
...
________________________

1
...
________________________

2
...
________________________

3
...
________________________

4
...
Environment
1
...
):
________________________________________________________________
________________________________________________________________
________________________________________________________________

2
...
S
...
The following are some important government factors:
________________________________________________________________
________________________________________________________________
________________________________________________________________

4
...
PRODUCT OR SERVICE ANALYSIS
A
...
Describe here what the product/service is and what it does:
________________________________________________________________
________________________________________________________________
________________________________________________________________

B
...
What advantages does our product/service have over those of the competition
(consider such things as unique features, patents, expertise, special training,
etc
...
S
...
What disadvantages does it have?
________________________________________________________________
________________________________________________________________
________________________________________________________________

C
...
Where will you get your materials and supplies?
________________________________________________________________

2
...
MARKETING STRATEGIES - MARKET MIX
A
...
First, what kind of image do we want to have (such as cheap but good, or
exclusiveness, or customer-oriented or highest quality, or convenience, or
speed, or
...
S
...
Features
1
...
______________________________________________________
b
...
______________________________________________________

C
...
We will be using the following pricing strategy:
a
...
Suggested price

____

c
...
Below competition

____

e
...
Other

What % Markup? ______

____

2
...
Do our prices cover costs and leave a margin of profit?
YES___

NO___

D
...
List the customer services we provide:

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a
...
____________________________________________
c
...
These are our sales/credit terms:
a
...
_____________________________________________
c
...
The competition offers the following services:
a
...
______________________________________________
c
...
Advertising/Promotion
1
...
We will use the following advertising/promotion sources:
1
...
Radio

________
________

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3
...
Personal contacts
5
...
Newspaper
7
...
Yellow Pages
9
...
Other___________

________
________
________
________
________
________
________
________

3
...
S
...
Marketing Steps

• Classifying Your Customers' Needs
• Targeting Your Customer(s)
• Examining Your "Niche"
• Identifying Your Competitors
• Assessing and Managing Your Available Resources
- Financial
- Human
- Material
- Production

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Notes and Strategies for Your Business

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MARKETING TIPS, TRICKS & TRAPS
Notes and Strategies for Your Business
2
...
S
...
S
...
S
...
Sales Strategy
Notes

and Strategies for Your Franchise

• Use Customer-Oriented Selling Approach - By Constructing Agreement
• Phase one:
Establish Rapport with Customer - by agreeing to
discuss what the customer wants to achieve
...

Phase Three:
Recommend a Customer Action Plan - by agreeing that
using your product/service will indeed achieve what
customer wants
...

• Emphasize Customer Advantage
Must be Read:

When a competitive advantage can not be demonstrated,
it will not translate into a benefit
...

When a competitive advantage lacks specificity, it
Must be Specific:
translates into mere puffery and is ignored
...


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MARKETING TIPS, TRICKS & TRAPS
Notes and Strategies for Your Franchise
4
...
Features
• The six "O's" of organizing Customer Buying Behavior
ORIGINS of purchase:
OBJECTIVES of purchase:
OCCASIONS of purchase:
OUTLETS of purchase:
OBJECTIVES of purchase:
OPERATIONS of purchase:

Who buys it?
What do they need/buy?
When do they buy it?
Where do they buy it?
Why do they buy it?
How do they buy it?

• Convert features to benefits using the "
...
" Transition
• Sales Maxim: "Unless the proposition appeals to their INTEREST, unless it
satisfies their DESIRES, and unless it shows them a GAIN-then they will not buy!"
• Quality Customer Leads:

Level of need
Authority to pay
Sympathetic attitude
One-source buyer

Ability to pay
Accessibility
Business history
Reputation (price
or quality buyer)

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CONVERT FEATURES INTO BENEFITS--THE "
...
"
TRANSITION
Ease of Repair
Ease of Installation
Space-Saving
Increased Production
Availability
"Which Means"

Features
Performance
Reputation
Components
Colors
Sizes
Exclusive
Uses
Applications
Ruggedness
Delivery
Service
Price
Design
Availability
Installation
Promotion
Lab Tests
Terms
Workmanship

Benefits

Rational
Economy of Purchase
Economy of Use
Efficient Profits
Increased Profits
Durability
Accurate Performance
Labor-Saving
Time-Saving
Simple Construction
Simple Operation

Buying Motives

Time Saved
Reduced Cost
Prestige
Bigger Savings
Greater Profits
Greater Convenience
Uniform Production
Uniform Accuracy
Continuous Output
Leadership
Increased Sales
Economy of Use
Ease of Use
Reduced Inventory
Low Operating Cost
Simplicity
Reduced Upkeep
Reduced Waste
Long Life

Emotional

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Pride of Appearance
Pride of Ownership
Desire of Prestige
Desire for Recognition
Desire to Imitate
Desire for Variety
Safety
Fear
Desire to Create
Desire for Security
Convenience
Desire to be Unique
Curiosity
Complete Servicing
Good Workmanship
Low Maintenance
Thorough Research
Desire to be Unique
Curiosity

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PRICE / QUALITY MATRIX
SALES APPEALS

PRICE/QUALITY

HIGH

HIGH

"Rolls Royce"
Strategy

MEDIUM

LOW

MEDIUM

"We Try Harder"
Strategy

LOW

"Best Buy"
Strategy

"Out Performs"
Strategy

"Piece of the
Rock"
Strategy

"Smart Shopper"
Strategy

"Feature Packed"
Strategy

"Keeps on
Ticking"
Strategy

"Bargain Hunter"
Strategy

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APPENDIX 2

FINANCIAL MANAGEMENT

1
...
Balance Sheet
- Instructions for Balance Sheet
3
...
Information Resources

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INCOME PROJECTION STATEMENT
Industry
%

J

F

M

A

M

J

J

A

S

O

N

D

Annual
total

Annual
%

Total net sales (revenues)
Costs of sales
Gross profit
Gross profit margin
Controllable expenses
Salaries/wages

Payroll expenses
Legal/accounting

Advertising

Automobile

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Office supplies
Dues/Subscriptions

Utilities

Miscellaneous

Total controllable
expenses
Fixed expenses

Rent

Depreciation

Utilities

Insurance

License/permits

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Loan payments

Miscellaneous

Total fixed expenses

Total expenses

Net profit (loss)
before taxes

Taxes

Net profit (loss) after
taxes

INSTRUCTIONS FOR INCOME PROJECTIONS STATEMENT
The income projections (profit and loss) statement is
valuable as both a planning tool and a key management
tool to help control business operations
...

As monthly projections are developed and entered into the
income projections statement, they can serve as definite
goals for controlling the business operation
...

A completed income statement allows the owner/manager
to compare actual figures with monthly projections and to
take steps to correct any problems
...
The
reference librarian in your nearest public library can refer
you to documents that contain the percentage figures, for
example, Robert Morris Associates' Annual Statement
Studies (One Liberty Place, Philadelphia, PA 19103)
...
S
...

Industry figures serve as a useful bench mark against
which to compare cost and expense estimates that you
develop for your firm
...


- Advertising -- Include desired sales volume and
classified directory advertising expenses
...


Total Net Sales (Revenues)
Determine the total number of units of products or services
you realistically expect to sell each month in each
department at the prices you expect to get
...


- Accounting and legal -- Outside professional
services
...


- What returns, allowances and markdowns can
be expected?

- Depreciation -- Amortization of capital assets
...


- Utilities -- Water, heat, light, etc
...
Include workers' compensation
...
Calculate cost
of sales of all products and services used to determine
total net sales
...
Also include any direct
labor
...

- Miscellaneous -- Unspecified; small
expenditures without separate accounts
...


Taxes

Gross Profit Margin
The gross profit is expressed as a percentage of total sales
(revenues)
...

- Payroll expenses -- Include paid vacations, sick
leave, health insurance, unemployment
insurance and social security taxes
...


- Subtract total expenses
from gross profit
...


- Subtract taxes from net
profit (before taxes)
- For each of the sales and
expense items in your
income projection statement,
add all the monthly figures
across the table and put the
result in the annual total
column
...

- Repair and maintenance -- Regular
maintenance and repair, including periodic large

Annual total x 100%
total net sales
- Compare this figure to the
industry percentage in the
first column
...
S
...
S
...


$_______

2
...


$_______

4
...
S
...
The income statement is
usually attached to the balance sheet
...

At the top of the page fill in the legal name of the
business, the type of statement and the day, month and
year
...
Total assets include all net values
...


Also called long-term assets, these are holdings the
business intends to keep for at least a year and that
typically yield interest or dividends
...

Fixed Assets
Also called plant and equipment
...
Fixed assets may be leased
...

- Land -- List original purchase price without
allowances for market value
...
Include money
on hand and demand deposits in the bank,
e
...
, checking accounts and regular savings
accounts
...


- Improvements
- Equipment
- Furniture
- Automobile/vehicles

Liabilities
Current Liabilities

- Accounts receivable -- The amounts due
from customers in payment for merchandise or
services
...

- Short-term investments -- Also called
temporary investments or marketable
securities, these include interest- or dividendyielding holdings expected to be converted
into cash within a year
...

- Prepaid expenses -- Goods, benefits or
services a business buys or rents in advance
...


Long-term Investments

List all debts, monetary obligations and claims payable
within 12 months or within one cycle of operation
...

- Notes payable -- The balance of principal
due to pay off short-term debt for borrowed
funds
...

- Interest payable -- Any accrued fees due for
use of both short-and long-term borrowed
capital and credit extended to the business
...

- Payroll accrual -- Salaries and wages

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currently owed
...
They are listed by
outstanding balance less the current position due
...
In a
proprietorship or partnership, equity is each owner's
original investment plus any earnings after withdrawals
...


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MONTHLY CASH FLOW PROJECTION
Name of Business

Owner

Type of Business

Pre-start-up
position

Year

1

Prepared by

2

3

Date

4

5

6

Total
Columns 1-6

Month
Est

Actual

Est
...


Actual

Est
...


Actual

Est
...


Actual

Est
...
Cash on hand (beginning
month)

1
...
Cash receipts

2
...
Total cash receipts
(2a+2b+2c=3)

3
...
Total cash available
(before cash out) (1+3)

4
...
Cash paid out
(a) purchases
merchandise)

5
...
)

(c)

(d) Outside services

(d)

(e) Supplies (office and
operating)

(e)

(f) Repairs and
maintenance

(f)

(g) Advertising

(g)

(h) Car, delivery and travel

(h)

(i) Accounting and legal

(i)

(j) Rent

(j)

(k) Telephone

(k)

(l) Utilities

(l)

(m) Insurance

(m)

(n) Taxes (real estate, etc
...
S
...


Actual

Est
...


Actual

Est
...


Actual

Est
...


Actual

(r) Subtotal

(r)

(s) Loan principal payment

(s)

(t) Capital purchases
(specify)

(t)

(u) Other start-up costs

(u)

(v) Reserve and/or escrow
(specify)

(v)

(w) Owner's withdrawal

(w)

6
...


7
...


Essential operating data
(non-cash flow information)
A
...


B
...


C
...


D
...


E
...


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INSTRUCTIONS FOR MONTHLY CASH FLOW PROJECTION
1
...
Cash receipts - (a) Cash sales

All cash sales
...


(c) Loan or other cash injection

Indicate here all cash injections not shown in 2(a) or 2(b) above
...
Total cash receipts (2a+2b+2c=3)
4
...
Cash paid out - (a) Purchases (merchandise)

Merchandise for resale or for use in product (paid for in current month)
...
)

Include paid vacations, paid sick leave, health insurance, unemployment insurance, (this might be 10 to 45% of 5(b))

(d) Outside services

This could include outside labor and/or material for specialized or overflow work, including subcontracting

(e) Supplies (office and operating)

Items purchased for use in the business (not for resale)

(f) Repairs and maintenance

Include periodic large expenditures such as painting or decorating

(g) Advertising

This amount should be adequate to maintain sales volume

(h) Car, delivery and travel

If personal car is used, charge in this column, include parking

(i) Accounting and legal

Outside services, including, for example, bookkeeping

(j) Rent

Real estate only (See 5(p) for other rentals)

(k) Telephone
(l) Utilities

Water, heat, light and/or power

(m) Insurance

Coverage on business property and products (fire, liability); also worker's compensation, fidelity, etc
...
)

Plus inventory tax, sales tax, excise tax, if applicable

(o) Interest

Remember to add interest on loan as it is injected (See 2(c) above)

(p) Other expenses (specify each)
______________________________________________
_
______________________________________________
_

Unexpected expenditures may be included here as a safety factor
--------------------------------------------------------------------------------------------------------------------------------------------Equipment
expenses during the month should be included here (non-capital equipment)
____________________________________________________________________________________________
__When equipment is rented or leased, record payments here

(q) Miscellaneous (unspecified)

Small expenditures for which separate accounts would be practical

(r) Subtotal

This subtotal indicates cash out for operating costs

(s) Loan principal payment

Include payment on all loans, including vehicle and equipment purchases on time payment

(t) Capital purchases (specify)

Nonexpensed (depreciable) expenditures such as equipment, building purchases on time payment

(u) Other start-up costs

Expenses incurred prior to first month projection and paid for after start-up

(v) Reserve and/or escrow (specify)

Example: insurance, tax or equipment escrow to reduce impact of large periodic payments

(w) Owner's withdrawals

Should include payment for such things as owner's income tax, social security, health insurance, executive life insurance
premiums, etc
...
Total cash paid out (5a through 5w)

U
...
SMALL BUSINESS ADMINISTRATION
44

7
...
Also with this data, the cash
flow can be evolved and shown in the above form
...
Sales volume (dollars)

This is a very important figure and should be estimated carefully, taking into account size of facility and employee output
as well as realistic anticipated sales (actual sales, not orders received)
...
Accounts receivable (end of month)

Pervious unpaid credit sales plus current month's credit sales, less amounts received current month (deduct "C" below)

C
...
Inventory on hand (end on month)

Last month's inventory plus merchandise received and/or manufactured current month minus account sold current month

E
...


F
...
S
...
S
...

This information is listed in The Small Business
Directory
...

SBA has offices throughout the country
...
S
...
SBA offers a number of programs
and services, including training and educational
programs, counseling services, financial programs and
contract assistance
...

• Small Business Development Centers
(SBDCs), sponsored by the SBA in
partnership with state and local governments,
the educational community and the private
sector
...

• Small Business Institutes (SBIs), organized
through SBA on more than 500 college
campuses nationwide
...


For more information about SBA business
development programs and services, call the SBA
Small Business Answer Desk at 1-800-U-ASK-SBA
(827-5722)
...
S
...
GPO bookstores are located in
24 major cities and listed in the Yellow Pages under the
"bookstore" heading
...

Many federal agencies offer publications of interest to
small businesses
...
Below is a selected list of government
agencies that provide publications and other services
targeted to small businesses
...
O
...

Consumer Product Safety Commission (CPSC)
Publications Request
Washington, DC 20207
The CPSC offers guidelines for product safety
requirements
...
S
...

Publications and programs on entrepreneurship are also
available through county extension offices nationwide
...
S
...
This service also will refer businesses to
different programs and services in the DOC and other
federal agencies
...
S
...

Provides information on Employee Assistance
Programs
...
Provides information on preventing
substance abuse in the workplace
...
S
...
Provides
pamphlets and resource materials on substance abuse
...
S
...

U
...
Department of Treasury
Internal Revenue Service (IRS)
P
...
Box 25866
Richmond, VA 23260
1-800-424-3676
The IRS offers information on tax requirements for
small businesses
...

• Magazine and newspaper articles
Business and professional magazines provide
information that is more current than that
found in books and textbooks
...


In addition to books and magazines, many libraries offer
free workshops, lend skill-building tapes and have
catalogues and brochures describing continuing
education opportunities
...
S
...
2
Room 1102
1921 Jefferson Davis Highway
Arlington, VA 22202
1-800-368-5888 except in DC and VA
703-557-1938 in DC and VA
The EPA offers more than 100 publications designed to
help small businesses understand how they can comply
with EPA regulations
...
S
...


For More Information
A librarian can help you locate the specific information
you need in reference books
...
They also have other
resources, such as
• Trade association information
Ask the librarian to show you a directory of
trade associations
...

• Books
Many guidebooks, textbooks and manuals on
small business are published annually
...
S
...
S

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