The Canada Summer Jobs Program Deadline is Tomorrow February 9th!
For any small businesses or not for profits looking for some extra help this Summer, The Canada Summer jobs program represents a great way to get funding to cover the expenses associated with hiring Summer students. With the additional expenses associated with increases to minimum wage, fewer organizations will be hiring for the Summer.
How Much Funding Can I Get?
Not for profits get all of the wages associated with hiring a student. So up to $14 per hour. You are expected to cover the cost of CPP and EI.
Small Businesses get up to 50% of the cost of Minimum wage covered. While this is not as generous, it also enables you to get projects done that you might not have done otherwise. It sweetens the deal to help give young people work.
How Does the Application System Work?
The application system is done on a points basis. Non profits, and businesses with a social purpose will score higher, than those with a pure profit motive. Organizations hiring individuals from visible minorities, low income neighbourhoods, and/or those with barriers, will score higher than those who plan to hire just anyone.
You also get “points” if the position is vital and will help your small business to be more successful, if the student gains valuable work experience related to their degree, and if you offer training and/or mentorship.
Finally, you also get “points” for aligning your positions to the “regional priorities”, that is, in every constituency, there are priorities that politicians want to fund. In some, it is economic development, in others, fostering the arts. The list is unique to each MP’s region. By connecting your roles to regional priorities, your chances of getting your grants are higher. The higher your “points” the higher your chance of winning.
When Do I Find Out?
Generally you would hear around mid-April. Remember, you cannot hire the student before that and expect the government to reimburse costs. The reimbursement comes only after you have received notification of the grant’s award.
Want help completing your application? Contact our team and we are happy to help you get your application done and submitted on time. Our fees start at $197, and increase with the number of positions. Email us at Carmen@reimargroup.com, or call 519-520-3443.
What Made You Decide to start your own Small Business?
I often get asked why I became an entrepreneur? Why did I start my own company? I could answer that I grew up in an entrepreneurial home, with a father who ran his own business for years. I could answer, that the change agent in me did not like working for large corporations and instead wanted to build my own business and make things happen. However, neither of these reflect reality. My answer, much to the surprise of most, is that I became an entrepreneur out of necessity.
Throughout my professional career, I found entrepreneurship to be the one constant that I could keep coming back to.
I first started working for myself during graduate school as a way to make ends meet. I had worked for nearly 3 years in industry doing market research, proposal writing, financial analysis and marketing and sales. I brought these varied skills to entrepreneurs and started working with green energy companies at the time helping them re-write and re-design marketing materials. After that, I kept doing the occasional business or marketing plan.
“Throughout my life, I always found entrepreneurship to be the one constant I could keep coming back to.”
I was home on maternity leave with my daughter and throughout this, worked on several projects to keep me busy. When my daughter was 6 months old I found out I was pregnant again. This barred any return to work. Within another month, my husband found out that he was losing his job. After the initial shock wore off, we began to think how we were going to manage.
Being the industrious type, I immediately began to seek out projects to work on to keep myself busy. I tried different types of outsourcing and contracting, but time was limited with two kids under 18 months. I found quite a bit of success in writing business plans. Part, education, part experience, and part intuition I could relate to the entrepreneurs I met. I could understand their pain, as I had seen it before in my father and his colleagues understood, what I like to call “the entrepreneur crazy”, fever and passion all in one that these entrepreneurs had for their businesses. I was inspired by their energy and dedication and genuinely loved working with them.
At the time, I decided to return to school to improve my financial analysis skills. I pursued a designation in accounting, a designation that focuses on strategy. I returned to work for 18 months as a requirement of the designation, but hated every position I was in. After having worked for myself, I had a difficult time working for anyone else. Perhaps it was a distaste of authority, or as I like to call it of the “inefficiency” of large organizations, but I was not a happy camper during these times.
At home, my children were suffering too. They had wonderful caregivers, but they were not mom. I was seeing changes in their behaviour that I did not like. These combined with my own unhappiness, made for a very miserable home life for my poor husband. Night after night of miserable conversations, my husband just said, why don’t you quit. While I was working for others I had continued working on several large consulting projects. It was in these projects that I found my passion again. I took his advice to heart and took the leap.
That was four years ago. Since then I have worked with hundreds of entrepreneurs, helping them to define their businesses and their dreams. There is no going back for me now. This is what I love to do, and want to do for the rest of my life.
What is your reason? What is your drive and motivation for working on your own? Why do you want to leave it all to begin a consulting career? What will your motivation or dream be? Perhaps like most of us, the decision is not a grand vision or altruistic social purpose but out of necessity, out of life change and a need to learn to fend for ourselves.
One of the things I never learnt in school was how to be a psychologist. Over the years, I took psychology courses, but with a graduate and a professional designation, neither of which are in psychology, I am very ill equipped to deal with psychological issues or offer any kind of advice. Yet when Entrepreneurs come to me, confused about why their business is NOT growing, why they are stuck, I cannot help but notice their need to talk to someone, anyone who will listen to them talk about their business. Many of these individuals have lost marriages, their families, close friends and relationships all because of their businesses. They are working 60+ hours a week to make their “dream” come true. Then they come to me, tired, miserable and alone and ask, “Why?” Why is this business not working? Why is this not fun any more? We hear so much about work life balance, about taking time for yourself and to spend time with those you love, but we rarely hear about the need to balance your “business” with your life.
Many Entrepreneurs got into business because they love with they do. Be it cooking, baking, customer service or programming, you are passionate about a cause and you want to share that talent with the world. Most entrepreneurs are good people who genuinely want to improve the world with their contributions and talents. However, this being said they will sacrifice everything around them for their business. They will ruin their health, their relationships and their Entrepreneurial spirit all for this business.Many Entrepreneurs defensively will say ” My business is my life” or that this “sacrifice” is needed in the early years. To both of these, I say phooey. The sacrifice is not needed and if your business is your life then you need to get a life. Put yourself in your customers shoes. Who do they prefer to do business with, a rested, energetic, reliable individual, or the individual that looks like htey have not had a vacation in 5 years, who is tired, grouchy and cannot balance their family and work life? Who would you do business with?
How do we balance the love of what we do with the practicality and time requirement of early start-up? How do we balance? My advice? Love what you do.Here are five ways that “loving what you do” will help you to grow your business and yourself.
1. If you love something, you set it free.
If you love what you do, you build it strong enough to survive without you. A business to be successful needs to survive without the entrepreneurs. It needs to have the straighten to stand alone and be independent from you.
2. If you love something, you nurture but don’t smother it
If you love something you nurture it, you give it what it needs but do not smother it. You give it what it needs to grow, but also the room to grow.
3. As in Relationships, you also need Alone time from your Business
As in a relationship, you cannot always be “with” the one you love. Take some time away from your business to do the things you enjoy. This will help you to relax, grow as a person, and then give back more to your business.
4. You Business May Move Away Some Day
As with our children, we have to be prepared for the fact that our business will not be with us forever. It may grow beyond our capabilities, you may need to sell, you may need to leave it for retirement or health reasons, but that business will someday leave you. How will you manage after the fact?
5. The best thing you Can do for those you love, is to take care of yourself
The best thing you can do for your business is to take care of yourself. If you take the time to nurture the other important things in your life, then your business will also grow, because your business is YOU. If you are tired, if You are cranky and cannot see the forest for the trees, guess what? So is your business, so do yourself a favour and if you really love what you do, then act like it, and please take care of yourself, those that are important to you and you will see how your business will flourish.
I cannot tell you how many times, I have heard of newcomers turned down for loans simply because they could not produce a business plan.
In our lending systems, as covered in a past blog, it is customary to ask for a business plan. In many cases, lenders will not even look at your business idea without it.
So what is an immigrant, with poor English skills to do? Many will pay consultants to prepare plans for them. Sometimes the immigrant will just stop the application process right there. Others will attend month long classes where they will be guided through the business plan process.
While both of these are good in principal, consultants can be expensive. Classes that drag on for months and months, are not only time wasters, but not effective at teaching what a business plan should be.
A business plan should be a guide-NOT a ROADMAP, but a guide, that gives general direction, provides some estimate of costs, and demonstrates an understanding of the market and the steps you need to get where you want to go with your business.
Many, expect business plans to be “gospel truth”, but they are not. There are those in the business world who will tell you never to plan or that they are a waste of time. I prefer a more democratic approach and believe that a general document should be prepared, but that document should never be taken as the Road Map for a new business.
For newcomers, understanding what to put in a plan, how to obtain market research, estimates of business costs and mission and vision statements, can be beyond not only their language, but also their cultural skills. Remember, Business Plans are largely a North American invention. To do them properly requires insight into Business Culture.
So what is an immigrant to do? My advice is to find a plan/template/program you are comfortable with and use that to develop a basic business plan. More important are items like personal credit and financial holdings. Also, getting a mentor in the industry would be a great asset, for immigrants or those new to an industry. In the next blog we will discuss finding a Mentor.
The last couple of entries have focused on stories of entrepreneurs who have either not cared about customers or who believed that the entire world was a prospective client base.
While these strategies may work for some entrepreneurs, generally speaking, we need to have some understanding of the size of the market and what we can expect to sell. This understanding increases dramatically if you are a “product” based business, where you make or manufacture a product. Making too much can result in excess inventory and wasted operating funds, making too little and you forego potential profit.
I’ve created a 5 step process to help you segment your market and more accurately predict potential sales:
Go through this exercise – even in your head, and I guarantee you will have a better understanding of your potential customers and will be better able to quantify your market research to an investor, funder or partner.
1. Who will buy your product and why?
Most entrepreneurs create a product to fill a need or to improve. Who will buy your product and why they will buy is the first step in calculating your customer base.
2. How many of these individuals/group/needs exist?
For most people this is the hardest part of market research. Calculating the number of people in the “market” can be a daunting task. However it need not be that bad. If you determine that your product is aimed at young professionals who live with their parents, you would first need to consult the Census in your country to determine the number of professionals, then most censuses narrow these by age, so you can further segment professionals say in the 24-34 range.
3. Narrow, narrow, narrow that customer base
One of the core mistakes in research is that many people want as large a customer base as possible. This is a mistake. While some lenders will let this pass, to the trained business person, the more narrow a target market, the more I know that the individual has thought about his product and who will buy it. The trick here, is to tie the narrowed slice of the target group back to question 1 – who will use your product and why?
So in our example above, we decided that young professionals who live at home with their parents are your target market. You know that not all young professionals still live at home. However you saw a recent stat in a newspaper that said about 20% of these individuals lived at home until the age of 34. So if we determined that in our City, there are 200,000 young professionals, and we estimate that 20% of them live at home, then our market segment would be 40,000. (200K*20%)
4. Market penetration rates: The world is not your oyster.
The next biggest mistake people make is that they assume either naively or optimistically that they will sell to the entire market. Either this, or they assume a far too low market penetration rate. A general rule, the smaller and better defined your market, the larger your market penetration rate can be. The larger your prospective market size, the smaller your number.
Let’s clarify with an example.
So if I was going to sell business plans, and I know there are over 3,000,000 global searches a month in Google for business plans, I could say that I could sell to half of the market (50%) and I would have generous predictions indeed. Trust me, if I was selling 1,000,000 business plans a month I would not be here blogging!
Rather, I know that the 3,000,000 can represent less than the total market. Why? Because many individuals do a search more than once. Particularly for something like a business plan. Also, they may search on more than one device. Finally, this represents global searches and my market is the English speaking world of do-it yourselfers or those for whom English is not a first language.
So if I were to limit my search to Canada, there are over 12,000 searches in Canada. Assuming that half of these are repeat queries, and then taking the percentage of the general population that are do-it yourselfers, (perhaps in the 5-10% range) might provide me with a realistic size of the market that I am targeting.
(12,000*50% for repeat queries) = 6000*10% DIY market= 600 = the number of business plan writers that are DIYers
My target capture rate of 35% = 210 Plans per month – my sales at maturity.
Now compare this number with saying that I plan to capture 0.1% of the global business plan market – that would be 30,000 plans per month – still much to high, particularly since many of those searches are in a language other than English. Numbers below 1% make no sense to anyone, so segment, segment, segment I say.
5. What will your sales be in year one?
The third and final biggest mistake that people make, is that they assume they will sell their predicted sales at maturity in year 1. Remember, that your size of the market is once your sales reach maturity. For the majority of businesses, this can be a minimum of 3-5 years. How quickly you reach your sales will include how quickly the industry is growing, the number of competitors and the quality of your product. Anyone of these can change your sales forecast.
For myself, I know that I will most likely achieve 15-25% of sales at maturity in year 1 and then predict that sales will increase by 20-35% every year thereafter.
So, to all the prospective entrepreneurs out there, good luck and start selling!
As part of my continuing series on markets and customers, I would like to tell you about another entrepreneur who was determined to change his customer. Unlike Bob from the last blog who was content to live with his books, this entrepreneur, Luis, has been fighting to convince customers that he was right and they needed to change since the day he opened his doors.
Luis was a Portuguese immigrant to Canada in 1980. Luis was a bright, energetic and enthusiastic young man eager to make a life for himself and his family. He came over to Canada as a pastry chef. His family had been bakers for generations in Portugal and despite his rather Neadrathal like appearance, Luis was rather artistic when it came to decorating cakes.
He started off living in Leamington, Canada, working for a baker there who sponsored him. Within a few months, knowing some contacts in London, Canada, Luis moved there. Always dissatisfied working for others, Luis changed jobs every few months, much to the chagrin of his wife and young family. Finally, in 1986/7, Luis took over a Latvian bakery and began working for himself on weekends (still doing construction during the week to supplement the family income).In 1989 the bakery was forced to re-locate due to a zoning change and Luis bought a new home and bakery in Aylmer, Ontario Canada where he has been ever since.
Luis makes what we would call today artisan bread. The bread is made with flour, salt and water-nothing more. Fashionable today, these loaves in the 1980’s resembled a cross between a flatbread and a rock. Despite this, Luis peddled his wares at area markets. He haggled with customers, yelled at them, insulted them and kept coming back for more every week. For a few years he tried retail-delivering to area health food stores and supplement stores. When one of them went broke–owing him a large amount of money, he swore off retail in favor of farmers markets and flea markets where he could sell directly to customers.
What makes Luis unique? Well for one, he has never changed his product in nearly 30 years. He has added lines, detracted products, changed recipes slightly, but the core product has never changed. His selling style resembles old world Arab market (think yelling and haggling) crossed with a pushy car sales man. People either love him or hate him. He has adapted his “pitch” to go with the times. In the 1980’s-1990’s the pitch was “diet bread” no fat, sugar, milk or oil…..the magic fix pill that would make you lose weight. In the late 1990’s to 2000’s healthy bread-with no fats or oils, that would let you take charge of your health. From the late 2000’s onward he has been peddling artisan breads with no additives or preservatives that supports the small business owner.
Over time has his product changed? Not really. Instead he uses language of the times to “re-invent” himself and keep his product relevant. He is still in business, fighting with customers who disagree with him, pushing his product onto unsuspecting passer-bys. Is he happy? Yes, 99% of the time he loves what he does. He is eccentric and his work environment permits him to be eccentric.
Luis, fights with his customers to make them understand why his product is relevant. Everyweek he fights. For some this would be exhausting, but for Luis, this weekly fight is what motivates him, what drives him. At heart, he loves people (“I am a lover, not a fighter” as he would say). He is known to be yelled at to keep him quiet. However, despite all of this, he loves what he does. He is passionate about bread and never hesitates to educate customers about his product, about bread, about why you should be passionate about it. He does not let the customer dictate what product he should sell, rather he fights with the customer, changes his sales pitch and educates, until the customer exhaustedly agrees to buy a loaf just to shut him up. The funny thing is, most customers come back a second time, a third…etc. He knows he just has to get them to take one loaf. A few have put up with him for nearly 30 years, others tire of his ways, and only come back occasionally. Does Luis care? No. He knows the world is full of customers, they just have to be convinced and he will go on “convincing” till the day he stops baking.
As an aside, there is much more I could tell you about Luis–enough to fill an entire book–and that book would be called ” A Baker’s Daughter” –yes he is my dad and probably the reason I am a passionate entrepreneur today.
I promised in the last blog post to guide you through the demographic research component of your business plan. Before we get into it, just understand that knowing demographics is really nothing more than thinking about your customers and every business must have customers.
The Story of Sylvan’s Foremost Bookstore
I would like to tell you a story about Sylvan, Ontario’s Foremost Bookstore. Sylvan is a clustering (I do not think it can even be called a hamlet) of about 20-30 people and this bookstore proudly lays claim to being the “foremost” bookstore in Sylvan–in fact it is the only thing in Sylvan. (Sylvan’s Foremost bookstore) Yes there really is one…
Now the reason I bring up the Sylvan bookstore is that its owner Bob Lewis, according to his bio on his webpage, is a most unusual sort of character. Having spent a significant part of his youth working in rural areas, Bob loves country living, and he loves books. The road where his business is located is quite busy in the Summer as it is enroute to some of Southwestern Ontario’s best beaches. However, the short construction period, means that this road is frequently closed during its “peak” season, leaving Bob alone with his books.
If you ever entered this shop you would realize that Bob is a bit of a hoarder. There is no where to walk with all the books in the place. Yet, there is a charm to this place and Bob, who charmingly refers to himself as the “book gnome” on his bookmarks, is not far off the mark.
Bob, on his bio-says that he “will never be a dot come millionaire” and he probably won’t. He is happy living amongst his books, reading and selling one or another when a stray customer happens to walk in. Usually, customers come in because of his claim to have 40,000 books in the place.
Bob is happy. Others may be less happy with the lack of material possessions, but to those of us who dream of running our own businesses, it is important to do so under your own terms. You just have to fully comprehend how these terms relate to the rest of the world. Bob is quite happy to be away from the rest of the world and take the consequences that come with it.
We may seem quite far off the mark from where we started. What does Bob and the Sylvan bookstore have to do with demographics? Quite simply, you have to understand the customer, you have to be prepared that customers may not want what you want and that you have to define what it is you want very early on in your dream. Do you want to be a dot come millionaire, or do you want to be Bob and his books? Do you want the inner peace that comes with doing what you love, or do you want to just make a lot of money? These are two very different objectives and it is rare that you are able to combine the two.
When an entrepreneur goes into business, many times it is because they are passionate about something. We want to share this passion with others: our customers. Yet, very often along the way, the vision changes. What we want is not always what the customer wants and needs. We have to be prepared to understand that we may either have to sacrifice our vision or sacrifice sales and the material.
Bob has chosen to not fight. He simply has removed himself.
Tomorrow, I will tell you about another entrepreneur who set out nearly 30 years ago to “change” customers and he still slugs on today and who believed his calling came in providing the world with a better loaf of bread.
The term for some of you may conjure up images of university classrooms and painful modelling excercises. For others, the term might imply some kind if research to do with population, but most certainly nothing to do with your business plan.
What if I told you that demographics should form the basis of your ENTIRE business plan. That if you have not addressed the demographics of your plan that you are doomed to fail?
Before you think I’ve lost my marbles, or worse, before you start to freak out and start “Googling) the term Demographics, sit back and read the following. Demographics are no more than your customers. Most would call this market research, but I prefer the term Demographics because in my experience most people DO NOT do their market research properly (if they did-half of the businesses we see fail would never have been launched in the first place).
Demographics, to cite Wikipedia, “Demographics are current statistical characteristics of a population” and Demographic Trends ” Demographic trends describe the historical changes in demographics in a population over time (for example, the average age of a population may increase or decrease over time). Both distributions and trends of values within a demographic variable are of interest. Demographics are about the population of a region and the culture of the people there.”
So if we are to understand the WIKIPEDIA definition, Demographics provides us with information about a population and the culture of the people who live there.
This is a very powerful statement. Demographic trends not only give us insight into whether populations are increasing or decreasing, but they also tell you about the area.
Let’s go through an example. Years ago, I moved into a new subdivision. New subdivisions tend to draw young, newly married or co-habituating couples if housing prices are close to their actual market value. A couple of years later in the middle of the night, I could not find my infant son’s soother and so had to run to walmart to find a 0-6 month soother. When I got there, not only were there no soothers in that age range, but also no size 1 diapers. Talking to the sales associate, and she said, “we just can’t keep this stuff in stock” I have no idea what it is”. Fast forward a few years, and he was preparing to enter school, the local school was talking about the “boom” in enrollment and chalked it up to the excellent reputation of the school.
You probably get where I am going wiht this. The new couples who moved in had babies, those kids grew up and went to school. So why might this info be useful if you are opening a business? Well let’s say you want to open a neighbourhood daycare. It would be wise to know the age of your subdivision. Why? Because in starter neighbourhoods, couples tend to stay an average of 3-7 years in their first home. After that they may disperse. Newly married people will have their first child within 1-5 years (generally) so if you open in a neighbourhood where there are a lot of children or young married couples, you are assured constant business (as was the case with a neighbor). However, if you open your daycare in a more established neighbourhood, you will have to search further for clients and have a marketing strategy that makes up for the lack of proximate customers.
So how does one begin to navigate this minefield of information? Before we begin, I think it is important that we begin to understand the very nature of entrepreneurship and I will tell you about some entrepreneurs that I know and what entrepreneurship means to them.
These days, if you are seeking financing of any form, you probably require one. Do you need a business plan to ensure the success of your business? I would say no. Don’t get me wrong, business planning can be a very valuable exercise. For some personality types (you know who you are!), a business plan is a requirement to ensure that they have thought through their business idea. These entrepreneurs are generally rash, and have likely entered into risky arrangements in the past. If this sounds like you, and you are considering investing personal funds into industries which have high capital costs, you would do well to stop and prepare a business plan.
For others, I would say that a business plan is no more than a checklist item to get your business launched. This is not to say that all business planning is bad. Rather, like reading literary classics in school, this is a checklist item that you need to get through the system. Some will take pleasure in preparing these, for others the term “business plan” evokes visions of weeks, or even months of pain.
Entrepreneurs like this may choose an app to build their business plan. After all, putting together a 25+ page document from scratch can be daunting. My own experiences with software and as a consultant led me to create SME Gurus and BizMula – two solutions that really simplify the process without losing sight of the value behind the thought process of writing a business plan.
What it really boils down to is this: why did you start thinking about a business plan: Was it a requirement from a lender or an entrepreneurship program? Did a friend or mentor recommend one? Did you just hear about it and think it was a good idea? Or are you just unsure of launching your business idea, and want to do your homework? Then you need to ask yourself, what kind of entrepreneur are you? Do you need a plan to help keep you on track, or can you plan on the go?
Regardless of your choice, don’t brush over this question, as it could be the difference between success and failure.
Since 1980 onward, business plans have become standard staple in lending and investing. They provide, or so their supporters will argue, a standardized way to look at a business. Business plans require entrepreneurs to actually “plan” and they are the road map an entrepreneur uses from start-up through to a full -scale operation.
So why is it then, that businesses with business plans still fail?
There are several reasons. Oftentimes, the challenge is not in the business plan itself but in the strategy of the entrepreneur and in the broader business model.
The first main reason that businesses fail, is that they are just generally bad business ideas. One of my favorite shows is the Canadian version of Dragon’s Den. Just watch one episode (the are available at www.cbc.ca) and see the sheer number of bad business ideas that exist. Bad ideas are bad for several reasons. The market for the product may be small or ill defined. The marketing or distribution strategy may be abysmal or non-existant and the entrepreneur themselves may be the biggest obstacle the business has.
The second reason that the businesses fail, is cashflow. Entrepreneurs are great at predicting prospective revenue, but poor at understanding cash flow. They are so eager to get orders, that they will take any payment terms from their customers, even if it is at their own expense. I have seen entrepreneurs come to me and they offer 90 day payment terms for their customers, but have all payments due in 30 days or less from their suppliers. It does not take a rocket scientist to figure out that there is going to be a cashflow problem here. Unless the entrepreneur has a good line of credit, or a large degree of personal savings, this issue can mean the death of the business.
There are many other reasons. Poor management. Inexperienced. Lack of contacts in the industry–take your pick. My favorite reason cited for the death of a business is poor planning. Poor planning by the entrepreneur.
Planning in itself is not the answer. What these critics mean, but rarely get around to saying is risk mitigation strategies. Identifying what the Risks are to a business and confonting ways to change/challenge those risks is really where the crux of all business success starts.