Attention small-business owners: Time is running out on an opportunity to access fee-free business loans that are guaranteed up to 90%.

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http://online.wsj.com/article/SB125112279126253841.html#printMode

We hope this advice will help you weather the present economic conditions.

Please call our office for a free consultation.  We are here to help you.

Grow your Biz & Maintain Balance
http://www.score.org/article_growing_your_business.html

Balance Personal & Professional Income
http://www.score.org/fc_7.html

A Small Business & Management Finance Guide Workbook
http://www.score.org/pdf/SCORE_Visa_Workbook.pdf

The other day a good friend of mine called to express the frustration he was feeling about working with his current IT vendor. My friend is in the pre-launch phase of an e-commerce start up and he was discouraged with the lack of progress the vendor is making. He was tempted to pull the plug on the project and award it to someone else. Entrepreneurs feeling frustrated with subcontractor work is nothing new. I know of another start-up executive who is expressing similar feelings about a manufacturing vendor.
While the problems entrepreneurs experience with vendors are different, there is a commonality. Many start-ups, and mature businesses too, are working with vendors who do not consider themselves to be collaborators; they are mere contractors. Collaborators feel ownership for their work; contractors just want to get the job done. The latter is not a problem for small projects, but when the contracted project is integral to the future of the enterprise, the contractor mentality will not do; the big project demands commitment.
Coaxing commitment from a contractor is not a straightforward proposition. The contractor is not part of your organization; you lack line authority over their employees. However, they are part of what many of us call the virtual organization and need to be treated as contributors. Otherwise, you are managing by checkbook rather than by commitment. Stirring commitment in any employee is a challenge but doing it for people who do not report or work for you is doubly difficult. But not impossible! Here are some suggestions for addressing the human equation in your supply chain.
Get people on board. When the contracted project is important, you want your employees to understand its impact on the organization. The same rule applies to your vendors. Communicate the significance of the project to the vendor principals, that is, those responsible for managing your project. Talk about what you hope to accomplish. Get their input into how to do it efficiently. Ask them how they want to be managed and how you can be a good client company for them. Dialogue lays the foundation for establishing trust.
Communicate for knowledge. Vendors need to keep their clients informed of progress. Establish regular communication points. For example, ask for an update via email every couple of days and a phone call once per week. Make a habit of meeting face to face occasionally. Clients might even want to spring for lunch or dinner. Doing so opens the door to open communication. Make it clear that you will not tolerate the withholding of bad news, but at the same time earn the trust of your supplier so they give you an honest appraisal of work to date.
Insist on accountability. Once the timeline is established, hold people to it. Correlate payments to project milestones. Easier said than done since many projects involving technical expertise are subject to slippage, not because the vendor did anything wrong but because the scope of the project changed. So a savvy manager will work with the vendor to incorporate the new parameters and pay them for work done to date and write a change order for new work. Open communication is essential; it is fundamental to keeping the project rolling forward.
Sometimes it does become necessary to seek another vendor. The current vendor may not have the capability or the capacity to deliver on the agreed specifications. And so you must part ways. While this may incur some cost, it is not as difficult (at least emotionally) as terminating an employee. You are terminating a contract, not a person.
Working collaboratively with your vendor is becoming more essential in our downsized economy. Core competencies are retained but everything else is subject to outsourcing. This creates great opportunities based on excellence. That is, the company and vendor both focus on what each does best. Suppliers are free to hawk their services to a broader customer base and in the process grow their businesses. Paying attention the human equation in the supply chain is vital; ignoring it will only lead to missed deadlines, overblown budgets, and missed market opportunities.

Led by David Andrews, a business owner and turnaround consultant for 20 years.

This course presents a practical system to help you identify what’s going wrong with your business, and to fix it for the long term.
•    Identify the REAL problem: can you separate the symptoms from the cause?
•    Figure out what to do next: look at alternatives and mak the tough decisions.
•    Implement: Take it step by step and stay on track.
•    Stop it from happening again: put systems in place to keep you in the know.
The workshop will include materials for use after the session and customizable for your particular business. Attendees will be supported after the workshop through the Ulster Chapter of SCORE counseling network.

Wed, Mar 3 • 6 – 8:30 pm

1 Session • $10

Lead and Let Go

Led by Rose Rubin, PCC, a professional business coach for almost 10 years, certified by the International Coaching Federation. Rose is also a trainer, community manager and assessor manager for Results Coaching Systems, based in Australia.

This program will provide insights to help you focus on what is important in running your business, rather than getting bogged down by your day-to-day challenges.
•    Learn how to work ON the business, not IN the business.
•    Figure out what to do next; look at alternatives and make the tough decisions.
•    Choose your role in the business.
•    Decide what can be changed.
•    Determine who can do the work.
•    Learn tips for having others do the work as well as you.
•    Learn tips for dealing with difficult situations.

Tue, Apr 20 • 6 – 8 pm

1 Session • $10

Social Media For Your Business

Led by Ric Dragon, CEO and founder of Oxclove Workshop and managing partner of DragonSearch, a local firm dedicated to search marketing and social media.

Facebook, YouTube, Twitter, MySpace and other social media are changing the way businesses interact with customers. Ric will discuss case studies on how major social media can be used, and tips on maximizing the benefits. The course will present:
•    How you can measure the costs and potential return to evaluate how much you should be involved with social media.
•    How to engage employees with social media.
•    Social media policies.
•    Social media monitoring.

Wed, May 5 • 6 – 8:30 pm

1 Session • $10

You must register to attend these workshops.  To register, call (845)339-2025

Be calm and realistic as you review your business. Focus on the fundamentals and what you can control about your business. Look for new ways of doing business. Your competitors may be struggling too. Take steps to make sure your business survives.

Consult your mentors

Get feedback from informal advisors you trust. Ask SCORE for advice and meet to review the health of your business. Plan for a profitable year in 2009, even with potentially little or no growth.

Look for local funding

Contact your city, county or state governments when you seek capital. Sometimes there are programs with grants or loans in specific industries. Many economic development offices have programs for qualified small firms. Community banks also may be a source for a line of credit. A solid business plan can help you make your case.

Find ways to cut costs

Monitor cash flow weekly. Cut overhead and hold the line on price increases. Make sure you have good collection policies and diligently seek timely payment. Keep good records of your inventory and be careful not to overstock your shelves.

Continue your marketing

This is the time you need marketing the most. It reassures your customers that you are still there to serve them, and it can help you reach new markets to sustain your business. Visit your existing clients to find out how their needs may have changed. Adjust your product and service mix to meet changing demand.

For more information, call (845)339-0468