| Preface Acknowledgments Chapter One: Is It Your Time to Move to Independence? The Financial Benefits Risk The Entrepreneurâ ™s Test Chapter Two: What Does It Mean to Be in Business For Yourself, and Who Does It Well? Time People Make the Difference Chapter Three: Creating Your Business Choosing Your Market Niche Structuring Your Business to Serve Your Market Niche Creating Your Organizational Model Chapter Four: Staffing and Compensation Filling Positions in Your Model with the Right People Your Fringe Benefit Package as a Recruitment, Retention, and Productivity Tool Fringe Benefits Summary Managing Workforce Growth Chapter Five: Leaving Your Current Employer Preparing for the D-Day Invasion Protecting Your Confidentiality Chapter Six: Choosing Your Business Space Interior Design Office Location and Image Finding the Right Building Negotiating for Space Chapter Seven: Equipment and Supplies The Rubber Band Phenomenon Chapter Eight: Financing Chapter Nine: Legal Format and Protecting Your Investment Incorporate or Not? Protecting Your Business Investment Chapter Ten: Ask What Your Government Can Do For You Federal Government State Government Local Government Other Not-for-Profit Resources Chapter Eleven: Converting Existing Clients or Customers to Your New Business Chapter Twelve: Gaining New Clients and Customersâ The Right Way â Man Must Sit in Chair with Mouth Open for Very Long Time before Roast Duck Fly inâ Advertising Public Relations Create Your Own Public Relations through Newsletters and E-Newsletters Direct Mail Networking: The Natural Way to Gain New Clients Educational Seminars Teaching the Seminars Referrals Chapter Thirteen: Managing Your Business The Pugil Stick Effect Manage Your Business or It Will Manage You Time Management Activities Management Putting Your Goals into Action It Is as Easy as A-B-C Techniques of Activities Management Summary People Management Talk, Talk, Talk, and Talk Creating Your Organizationâ ™s Employee Structure Evaluate Results but Manage Activities Creating and Implementing Your Businessâ ™s Strategic Plan Appreciate and Validate or The Duck Sauce Factor Which Clients or Customers Do You Want? Managing Your Clients and Customers Treating Clients as People Managing during Tough Times Chapter Fourteen: Your Exit Strategy Price Who Will Buy or Receive Your Business? How to Receive Payment for Your Business Special Considerations in Selling to Family Members Retirement Planning The End of the Rainbow Appendix A: Reading List Appendix B: Newsletter and E-News Examples Index About the Author |
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