Business Writing

Even in the relative meritocracy in which we work and live, people still judge others to a large extent by the quality of their written words. Consciously and subconsciously, clients and colleagues make determinations about another’s education and competence when reading their correspondences.

Sadly, secondary schools have subordinated the importance of proper language skills in attempts to make education more “relevant” to their diverse student bodies. This course was created to enhance the image of the company and the advancement of the participants by addressing the common mistakes that signal lack of written language skills.
In either a one-day or half-day format, participants will secure the skill base to compose and refine written communications that both get to the point and reflect well on themselves and their firms. Lecture and demonstration content for both time-frame formats are the same.

The WRITE Method
Among the characteristics of good business writing are clarity, precision, and economy of language. Yet, as students discover for themselves in class, most people write with none of these requisites because they've never been taught a method to do so. Participants in this course learn to differentiate between the different types of information that make up their messages, namely:
W - to Whom it is written
R - Real meat of the message
I - Information on background
T - Take these steps
E - End it

When they discover that different types of information impart different cues to the reader, they learn to arrange their messages in an order that gives all of their words their proper place - resulting in economy, precision, and clarity.

On this video, Jack Appleman talks about his book "10 Steps to Successful Business Writing":

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American English Business Idioms

For better or worse, the American workplace is full of idioms.

People don’t begin a project. They “get a project off the ground.”

They don’t call each other to discuss progress – they “touch base.”

Later, if the project is not going well, they don’t end it. They “pull the plug.”

Here are some idioms you're likely to encounter in the workplace. They're taken from the book, Speak Business English Like an American, which contains over 350 business-related idioms and expressions. After getting to know the idioms, listen for them in everyday conversations and look out for them in newspapers and magazines.

Now, take a look on this video about Business Idioms:

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Preparing to Sell Your Business

Thinking about selling your business? If so, take the following steps now to ensure that you get the most money possible for all your hard work and make the process as swift and painless as possible.

Keep good records: This is the first thing potential buyers and their advisors will want to see when buying or valuing your business. With today’s computer technologies and programs, you have no excuse not to have your business records completely automated. This way you can produce up-to-the-minute profit and loss statements and a current balance sheet. Any bank considering financing the acquisition of your business will look at three years of earnings to decide how much it can lend to the buyer. If the buyer cannot get enough money from a bank, you have two choices: Finance the sale yourself, or sell for less. Keep good records and you’ll be more likely to sell for a higher price.

Grow earnings: Up trends are very important. A buyer will value your business’s future earnings based on past results. If the numbers on the chart are rising, future earnings will have a growth trend, too, and the value will be higher. To grow earnings, implement a new marketing and advertising plan, hire those new salespeople, and get revenue moving. Don’t wait to sell when your business is tailing off.

Deposit all cash in the bank: Most buyers place a value only on revenue they can see. That means what’s in the bank and on the tax return. Yes, you will pay more in taxes today doing so, but you will get a multiple of that cash back when you sell.

Separate fringe benefits from real expenses: Only run legitimate expenses through the business. Rather than having to explain all the personal expenses you are paying through the business, just clean it up. A bank will not recognize these personal add-backs when considering a loan.
Put proper management and staff in place: A business run by family members will be difficult to transition to a new owner. Your best bet is to phase the family out and keep or hire staff that will stay on after the sale. Also, no buyer wants to work 60-plus hours a week. If you work that much, hire and train a manager you can delegate to before you try to sell.

Have room for growth: If your business facility is cramped or the business is limited by the current location and equipment, that ceiling of revenue and profit will be reflected in your valuation. Either sell before your business gets to this point, or buy needed equipment and move to a larger location before selling.

Keep your facility in good repair: Your business’s value will be higher if everything works and looks nice. Buyers will want everything in working order at the day of closing, even that old piece of equipment you don’t use anymore.

Control, manage, and document inventory: Don’t play with inventory as a tax-savings strategy. It will catch up with you someday, and you could face large tax consequences. Plus, you need to keep your inventory lean and moving. If it’s old, donate it or mark it down. Your balance sheet will shine, and so will your business ratios.

Once you’ve prepared your business for sale, you’ll need to decide how to sell the business and how to close the deal.

Peter Berg is managing director for Transworld Business Brokers in Fort Lauderdale, Florida.

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Wireless Power: The Office of the Future Arrives

Imagine an office with no cords and wires to clutter your desk or clog your power strips, one where you can simply put your cell phone down on a special pad or set your laptop on your desk and your device will automatically charge with literally no strings or cords attached. This office of the future is not a fantasy. It’s become a reality with the emergence of wireless power, a concept that has finally been realized and is poised to forever change the way we live our lives and work.

Wireless power works with devices that create an electromagnetic conduit for electricity to travel through, eliminating the need for cords and wires as with traditional electrical currents. Wireless power can be used to charge virtually any device and will safely charge only the devices it is compatible with. The technology is even smart enough to adjust to the specific energy needs of each device, so everything that is enabled to receive wireless power will get a safe charge.

Some companies, such as WildCharge, provide a small pad or mat that mobile devices such as cell phones, PDAs, and headsets can be placed on to charge. These charging pads are universal adapters that will power a wide range of mobile devices and allow you to charge up to four devices simultaneously. They also come in several sizes so they can be used in the office or on the road. The downside of these charging pads is that they require you to attach a small wireless adapter to the mobile device in order to charge, which takes just as much effort as plugging the device into a power cord. This extra effort is minimized if you purchase a special skin or case with a built-in receiver that always stays on the device.

Other companies, such as Powermat and eCoupled, are integrating this mat technology on a larger scale by embedding these mats or “hot spots” under surfaces such as desktops, countertops, and walls, so they aren’t visible. This means you can power up and charge your laptop plus any other enabled device, such as cell phone, mouse, printer, speakers, and so on, simply by placing them on your desk and sliding them over the contact points. No more crouching under your desk to organize wires and power cords. You could even mount a TV or a computer screen on your wall without ugly wires hanging down. In the near future, you will be able to turn your entire desk or any other surface in your home or office into a wireless power source, eliminating the need to find contact points.

As convenient as this is for the office, consider the significance this will have for mobile employees. eCoupled, for example, promises powered cup holders and other hot spots throughout the car that will allow you to charge your phone, PDA, removable global positioning system, mobile PC, and other mobile devices wire-free. This means you’ll never be stuck on the road again with a powerless device, and you’ll gain freedom from a cluttered car full of wires.

Many of these wireless power sources are already available at reasonable prices, so research the options that will work best for you. It’s only a matter of time until power cords join typewriters as an archaic symbol of a bygone office.

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Six habits of successful managers in a downturn

In an economic downturn, there are winners and losers in every sector. Gerard Burke, Programme Director at Cranfield School of Management, discusses the characterises of owner managers who grasp the upside of a downturn

As all business owners will be more than aware of the economic situation is currently a challenging one. Those SME owners who steer their companies through the current choppy economic waters will have the following characterisitcs:

Being in control

In the current climate, it's easy to feel at the mercy of forces beyond your control. Winners take ownership of their own destiny. No-one can control the macro-economic climate just now. Nevertheless, you can still control what you do in your business. You can have an inspiring vision and communicate it well; be proud and confident about what makes your business great; make plans and invest wisely, and grasp opportunities others are too timid to spot.

Confidence

These days it's tempting to focus only on today and tomorrow. You and your people also need a compelling vision for the medium to long term future. Communicating a confident vision for the business and yourself in an inspiring way will have a knock-on effect on other people in the business, your customers and suppliers.

Be distinctive

In a recession, some owner managers will scrabble for any business they can get their hands on. As a result, they risk losing sight of their product or service's unique selling point and can end up being treated like a commodity and coming under severe price pressure. Winners clearly articulate the distinctive benefits they bring to their customers.

Ensure your offering is distinctive and customers are prepared to pay for it. If you are clear about your distinctiveness, you could be better off increasing prices rather than reducing them, even if it means losing customers who don't value you and may be costing you money.

Strength

You need to be absolutely rigorous in managing your business. Focus on the things that really matter, manage cash religiously, challenge costs and waste. Make immediate bottom line improvements by chasing debtors, insisting sales staff adhere to a tight pricing system, negotiating supplier discounts, reducing fixed costs and shedding unprofitable customers. Your plan must be robust enough to survive variances and you need indicators that give you early warning signs of change.

Wisdom

Don't be tempted to stop all investments. It preserves cash in the short term, but restricts the ability to take advantage of the downturn and is de-motivating. Some owner managers will take big risks in an attempt to drive sales. Winners continue to make wise investments for the future. Differentiate between investments that are crucial to bringing about your vision and those which are discretionary. Before moving into new markets and launching new products, consider whether you have fully exploited existing niches.

Being prepared

For canny businesses, a recession is an opportunity to redefine their sector and their position in it. Understand your sector and keep a keen eye on your competitors. You may gain access to markets, potential customers, premises and people who in better times might not be so readily available. From weaker competitors, you may be able to acquire customers or key staff. You may even be able to acquire some of your competitors. In all cases, be ready to seize opportunities to grasp the upside of the downturn's.The Business Growth and Development Programme (BGP) is the UK's leading programme for ambitious owner managers.

For more information visit www.cranfield.ac.uk/som/bgp


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Why VoIP is an all-in-one solution

VoIP allows businesses to integrate email, video and phone applications, reducing cost and increasing productivity, says James Chirunga of Riverdale Voice & Data

Businesses large and small have woken up to the benefits of VOIP (voice over internet protocol), especially in the current economic climate. Many are looking for new ways to communicate effectively without compromising on cost, quality and voice clarity while start-up companies can choose to have their entire voice and data communications handled by VOIP.

VoIP converts the voice signals from your phone into a digital signal that can travel over the internet. If you are calling a regular phone number, the signal is then converted back at the other end. Depending on the type of service, you can make a VoIP call from a computer, a special VoIP phone or a traditional phone, with or without an adapter. In addition, new wireless "hotspots" in public locations such as airports, parks and cafés allow you to connect to the internet, and may enable you to use a VoIP service wirelessly. If your service provider assigns you a regular phone number, you can receive calls from regular phones that don't need special equipment, and most likely you'll be able to dial just as you always have.

In the UK market, VoIP is forecast to make up 34% of all UK business landlines by 2010. Worldwide, Europe has the largest telecommunications market, measuring $1 trillion, with the US second at $923 billion and Asia/Pacific third at $715 billion. Overall, the international market is expected to reach $4.3 trillion in revenue by 2010.

So what are the real benefits to your company? The most obvious is the fact that VoIP saves money and is cost-efficient. Whether you're using VoIP for your residence or your business, you'll find it a lot cheaper than your normal landline, be it short or long-distance calls. Costs vary from one provider to another. Some allow unlimited calls and some, such as Riverdale Voice & Data, charge only a small fee. This alone will reduce cost and increase productivity. Another massive advantage of business VoIP is the reduction in long distance charges. By combining data, video and audio needs, companies save on bandwidth usage.

Using VoIP enables you to integrate activities such as email, fax, web conferencing and video with your voice phone needs. You can receive emails, voicemails and faxes directly into your inbox, accessible from anyway in the world. This way, you'll save more money and energy as it combines all of the services into one basic application. VoIP actually enables businesses to become greener.

VoIP allows your company to choose its own area code. This is especially beneficial to some companies that use virtual office services. Some small firms find this service extremely helpful. That way, they can have as many mobile employees as they like, but one centralised mail and contact point without the need for multiple numbers.

Even call centres are switching to VoIP so they can hire employees worldwide. Staff can work in different time zones, giving greater customer service benefits year round, and hiring home-based employees is another way businesses are saving money.

If you have employees who travel frequently, they can now remain virtually connected with the company and save money on fees. Without VoIP, when customers call your employees and they are not in the office, they are most likely to hang up and the company will lose a potential sale. Using VoIP, the call will be routed instantly to the employee's mobile phone or a nominated landline.

There is greater productivity when employees can integrate their email and phone services with one application. They can conduct business with VoIP on laptops at any time, day or night. With the option to get VoIP phone numbers with area codes throughout the country - and some worldwide - businesses can expand by choosing local area codes for the city, town or country they are targeting.

Another great benefit is that features that typically cost extra with normal phones are bundled with VoIP. These include voicemail, call forwarding, call waiting, caller ID, call block, call return and "do not disturb" functions. VoIP can also be used to avoid huge conferencing costs and enable secure audio and video conferences to offices worldwide. This reduces long-distance call costs and means remote employees can take advantage of calling each other and corporate headquarters more frequently.Depending on the service you purchase, you may need a computer, a special VoIP phone or a regular phone with an adapter. If you are calling a regular phone number, the person you are calling does not need any special equipment; just a phone.

The above are some of the many factors that a company should look at when deciding if integrating VoIP into its current systems will work for them and bring in much needed cost savings. Companies that heed this technology will be positioning themselves for stable and marked growth when the economy recovers as they will be able to be more agile and flexible to adjust to any market conditions.James Chirunga is chairman and chief executive of Riverdale Group.

For more information visit riverdalerc.co.uk/voiceanddata.aspx

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New online business networking opportunity for small firms

The online business networking world looks set to move to a new level with the launch of a unique site that is dedicated to helping small and medium sized companies continue to succeed in the current economic climate.

The Business Network Online (BNO) - developed by the British Chambers of Commerce and Accredited Chamber Network - takes the best from existing business-orientated networking and tendering sites but adds one crucial new function - realistic opportunities in the form of tender alerts so companies can pitch for and win new contacts, covering both the private and public sectors.

Currently websites offer either business networking or tendering, but the BNO is the first to do both, providing a safe platform for people to buy and sell their products and services from as well as develop and build strong contacts faster.

Also, some business owners feel that many of the existing sites are aimed more at individuals and people interested in collecting ‘colleagues' as opposed to providing a genuine opportunity for companies to build their profile and target potential new clients.

But the BNO addresses this head on, aiming to provide people with a practical business tool that at least goes some way towards opening up new markets and generating real leads. In the current climate this is critical.

Business networking is on most company agendas, but often gets neglected as people get bogged down with the day-to-day priorities. But in 2009 it has to be top of the list - not least because no company can afford to become invisible or let its contacts book become outdated. And in many ways this is one of the great things about the BNO - it gives people access to trusted UK wide contacts both locally, regionally and nationally so you can meet new business partners and suppliers, get your name out there, share best practices and discuss key business-related issues.

It also allows companies to push ahead with new opportunities in a cost effective way. Clearly the ultimate goal is to help increase sales and profit, which is what the tender alerts are all about. This facility matches up businesses opportunities with companies registered on the database. As matches occur businesses will receive an email alert SMS text. The fact that companies will have selected the business categories means that the alerts will be relevant and of interest. For many small organisations the big attraction is that it will simplify the way they operate.

On the purchasing front, the BNO gives you access to competitive pricing, helps to reduce procurement costs by sourcing new suppliers and means you can buy with confidence within a trusted network.

John Dunsmure, Managing Director of the British Chambers of Commerce, said: "All businesses are having to look for new ways to drive sales during these difficult economic times and we believe this tool will help in so many ways. It's a simple and effective way to meet new business partners and suppliers, reach new markets and customers, win new business through tender alerts and gain more competitive pricing.

"It's fast and easy to use as well as being safe and secure as it's operated through the Chamber community, which is a trusted environment."

For more information visit http://www.britishchambers.org.uk/

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Why Women Make Great Franchisees

By Carrie Brenner

Some women plan on becoming business owners practically as soon as they can talk and others fall into it by happenstance, but the motivation is often the same -- they want to escape the drudgery of working for someone else and make their own business decisions. Mary Ellen Sheets became an entrepreneur once her sons went off to college, leaving their after-school moving business behind. Before that, she was a systems analyst. “It’s a wonderful feeling,” Sheets says of running her business and watching it grow. “It’s so fun it was like not even working.” Sheets says one of the most rewarding things for her is being able to provide others with good jobs. She started franchising Two Men and A Truck in 1989, and the company now has about 190 locations.

Because so many women have already spent years in the work force by the time they’re ready to take the leap, becoming a franchisee is a great way for them to jump into business ownership without having to spend several more years doing research. Choosing a franchise still requires lots of due diligence, of course, but the biggest bonus of franchising is that it’s a proven system.

For a lot of women, especially those supporting a family, knowing they won’t have to make the same mistakes the franchise’s founders did is key, says Sheets.

Franchising also plays to several traits women tend to have. Women are natural networkers, a skill that’s fundamental to becoming a successful franchisee. Being the new business owner in town, explains Sheets, means going out into the community to introduce yourself and attending events. Women tend to be good at networking within the business community and sustaining support systems with both men and women. Women with a nurturing side tend to excel at customer service -- something on which a franchise’s success often depends. At Two Men and A

Truck, Sheets has also noticed that women are very good at managing other people, an ability that’s vital to training and retaining employees.

Nikki Sells spent 14 years as a franchisee herself, and is currently vice president of franchise development at Tasti D-Lite, a soft serve frozen dessert franchisor. She’s seen firsthand some of the strengths and weaknesses women and men bring to the table as franchisees. “When [women] find the right brand for themselves, that passion transfers [to the business],” says Sells, who believes that women have the ability to be passionate about whatever business they own, be it a frozen yogurt shop or a janitorial service. “They’re great ambassadors for their brands. They talk about it, they live it, they breathe it.”

Another advantage of franchising is that it gives women a way to leave the corporate world behind and take charge. “Franchising offers [women] that opportunity to really create their own destiny and call their own shots,” says Sells, who believes that in the corporate world, women still face real obstacles in some industries. As franchisees, women have the opportunity to own their own progress 100 percent -- be it success or failure.

One reason both women and men are drawn to franchising is the flexibility it provides, as franchise systems of all kinds allow franchisees to work from home, part time, or flexible hours. Even though the numbers have changed drastically over the last few decades, more women than men are still primary caregivers in households. Being in charge of their own work schedules gives women the chance to have more balanced personal and professional lives. And being the primary caregivers all these years has also given women an advantage in business, says Sells: They’re really good organizers.

An area some women need to work on, Sells cautions, is finances. She’s seen a lot of women who aren’t financially prepared to open a business. In the past, it was easier for women to get loans, since they’re considered a minority in business. But with the recession in full swing, even the Small Business Administration has cut back drastically on its lending. Women who are thinking of becoming franchisees need to take a close look at their personal finances -- the sooner the better. Advises Sells, “Know how much money you have to invest, make sure your credit is really good, and make sure that you’ve got enough cash upfront to invest in the startup fees you need.”

Carrie Brenner is a writer and editor based in Southern California.

For further information visit: http://www.allbusiness.com/

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What to consider when starting a new business

New companies must consider numerous issues, such as whether to buy a freehold or lease property, planning permission and their businesses structure, says David L P Salamons, consultant at Cubism Law

Starting a business is more topical than ever, given the economic downturn and Gordon Brown's plans for a new state-backed bank to address the funding gap for new start-up companies. But there are many hurdles to overcome before pursuing your dream and sound legal advice is essential.

One of the first considerations is are you buying an existing business or opening a new one? If you're buying a new business you need to make sure that you are actually paying value for money. You will need to check their accounts, look at their turnover and then decide if it really represents your best opportunity of running a profitable business. Buying an existing business means that many of the existing systems necessary to running it will already be in place.

Starting your own business means no premium at entry and you can build it from the ground upwards although you must make sure that your passion does not blind you to sensible and professional advice on all matters outside your own specific areas of knowledge.

Leasehold or Freehold

You may well need premises from which to run your business, unless of course it is a home run business. You will need to decide whether to invest a large capital sum and buy a Freehold property or whether, like most start up businesses, you plan to take a leasehold property. The majority of commercial leases are within the terms of the Landlord and Tenant Act 1954. This means that at the end of the lease (bar a few exceptions) you will have the opportunity to renew your lease on acceptable terms. My advice is with start-up businesses, a relatively short lease within the terms of the act is quite beneficial, because if things don't work out and you can't sell the lease your liability will at the worst be limited to the term of the lease.

Planning

With your new premises, you will need to consider what kind of planning is required and check whether the premises that you are taking already has this use. These uses are prescribed by the Town & Country planning orders. It is vital not to take a lease of premises that has the wrong use as you will simply be unable to trade without planning permission and your lease may prohibit you from making a planning application.

Staff

If you are acquiring an existing business, you may be required to take over the existing staff. Be aware that you will also be taking over liability for all their rights of redundancy and unfair dismissal. You will need to look at how long they had been with the previous business and calculate what the cost to you might be. In general, when staffing a new business you will have a number of considerations but be wary of taking on too many employees until it is warranted by your new business as the cost both financially and emotionally of terminating people's employment is very high.

Business structure

You need to decide on the best and most suitable business structure. Examples are:

Ordinary partnership

This is a comparatively simple arrangement between two or more parties trading for profit. There are certainly some tax and financial advantages and it is quite flexible. There are also huge disadvantages insofar as the parties are personally liable, not only for each other but also for the business if it makes a loss. However, if you are in a simple business providing services with really no real exposure to any debts there are still advantages to using this business format

Limited Company

This is perhaps the most common business structure. The disadvantages are that it is perhaps not as flexible as a partnership or a sole trader and for customers of the business there are no partners or individuals who have personal liability towards them as in the case of a partnership. However it is a much safer proposition for the owners of the business as they do not have personal liability, except where they have taken on some form of guarantee, such as a lease or a personal guarantee to the bank

Limited Liability Partnership

This is a comparatively recent business structure that in effect has many of the flexible advantages of a partnership but also has many of the elements of protection for the proprietors contained in a limited company.

For further information visit www.cubismlaw.com

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Choosing a business medium for your start-up

When it comes to setting up a company, there are no hard and fast rules about which type of business fits with which trading entity, but it is important that you understand each structure in order to make the right choice for your business.

Sole trader
Acting as a Sole Trader involves one person who must register with HMRC in order to pay income tax and Nation Insurance Contributions.

Sole Traders avoid the paperwork and cost associated with registering with Companies House and are not answerable to partners or shareholders, which some argue makes it easier to make quick decisions and stay competitive. However, they are personally liable for any business debts incurred as well as any legal action taken as a result of their actions in the course of their business.

While National Insurance Contributions are typically lower than they would be on a PAYE scheme, Sole Traders are liable to pay income tax on any salary paid and fixed Class 2 National Insurance plus Class 4 National Insurance on all profits, which can be more costly than paying corporation tax on profits within a Limited company. Further, as the business does not exist as a separate entity, it is difficult to sell on, and difficult to win investors.

Partnership
A Partnership is made up of between two and twenty people, where all partners are 'jointly and severally' liable, meaning that the liability is shared equally between partners. Again, each partner is liable to pay income tax Class 2 and Class 4 National Insurance on their share of the profits.

Partnerships don't have to register with Companies House, so there is less paperwork and accountancy costs than a Limited company. They are considered suitable for individuals who need to retain a degree of independence in the professional capacity, such as accountants and solicitors.

There is no legal requirement for partners to draw up a formal agreement as Partnerships are automatically governed by the Partnership Act 1890. However, it is advisable to draw up a Partnership deed to avoid default requirements such as the obligation to wind up a Partnership if a partner leaves the business.

Aside from risks associated with debt and legal action and the non-preferential treatment by suppliers and banks, as with Sole Traders, another weakness of the Partnership structure is the problems that can arise if a partner wishes to leave and take their assets. Again, however, a formal agreement can help protect against this.

Limited Liability Partnership
The Limited Liability Partnership (LLP) is seen by some as offering the ‘best of both worlds' as it gives the flexibility, in organisational terms, of a Partnership, but removes liability from the individual by creating a company which acts as a legal entities that is separate the partners within it. As such, the company can own property, enter into contracts and indeed accept liability for debts and legal action, with the individual partners' liability reduced to personal investments, plus any finance raised using personal guarantees

Creating an LLP involves registration with Companies House and a commitment to publicly file annual returns, which means more paperwork and higher accountancy fees than the above structures. However, this also allows the business to ‘claim' its name, which can protect the brand to an extent.

LLPs are treated as Partnerships for tax purposes and are governed by LLP Act 2000 and LLP Regulations 2001 which makes it more flexible in terms of legal requirements than a Limited company, however it is advisable to have a written agreement in place between partners to avoid costly misunderstandings.

Limited
Limited companies require directors to operate within defined roles, with ownership defined by shareholdings. In this way, there is less danger of confusion or disputes than with an LLP or Partnership. As with LLPs, Limited companies are required to register with Companies House and exist as separate entities from shareholders, making the reduction in liability one of the most attractive features of this trading entity, despite the added paperwork and accountancy costs.

The Limited structure is the only structure option which allows owners to raise capital by selling shares. In addition, Limited companies are generally the most likely of the four structures to secure investment from banks as the level of regulation imposed on the entity means it is considered a safer investment.

Creating a Limited company can also facilitate tax savings. For example, a Director could draw a salary below the threshold for 40% income tax, pay just 21% corporation tax on the profits (providing the profits do not exceed £300,000) and then draw the profits as a dividend.

It is clear then, that each structure presents its own set of pros and cons, so your decision should be made after careful consideration of each element of your business, including the number of people involved, the level of profit you are likely to make, and who you intend to trade with. Of course, if you are in any doubt, it is wise to seek third-party advice before making a decision.

Anita Brook is director of chartered accountancy firm Accounts Assist. For more information visit http://www.accountsassist.co.uk/

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Follow Up

Follow Up

In the closing remarks, the chairperson, or participants may want to discuss the date and time for the next meeting, when the minutes will be available, or when a decision should be made by. This is also the time to give contact information, such as how to send a question by e-mail or who to call regarding a certain issue.

We'll meet again on the first of next month.

Next time we meet I'll be sure to have those contacts for you.

If anyone has any questions about anything we discussed today, feel free to send me an e-mail.

The minutes from today's meeting will be posted as of tomorrow afternoon.

I'll send out a group e-mail with the voting results.

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Thank You and Congratulations

Thank You and Congratulations

The end of the meeting is also the time to thank anyone who has not been thanked at the beginning of the meeting, or anyone who deserves a second thank you. Congratulations or Good-luck can also be offered here to someone who has experienced something new, such as receiving a promotion, getting married, or having a baby.

Before I let you go let's all give a big thank you (everyone claps) to Thomas for baking these delicious cookies.

Again, I want to thank you all for taking time out of your busy schedules to be here today.

Most of you probably already know this, but Nolan's wife just gave birth to a baby boy.

As you leave today, don't forget to wish Stella luck on the weekend.The next time you see her she will be happily married.

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Reminders

There is almost always one last thing to say, even after the closing remarks. A chairperson might close the meeting and then make a last-minute reminder. Instructions for tidying up the room may also be mentioned.

Oh, before you leave, please make sure to sign the attendance sheet.

I almost forgot to mention that we're planning a staff banquet next month.

Don't forget to put your ballot in the box on your way out.

If I didn't already say this, please remember to introduce yourself to the new trainees.

Could I have your attention again? I neglected to mention that anyone who wants to take home some of this leftover food is welcome to.

If you could all return your chair to Room 7 that would be appreciated.

Please take all of your papers with you and throw out any garbage on your way out.

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Closing a Meeting

Wrapping Up

There are different reasons why a meeting comes to an end. Time may run out, or all of the items in the agenda may be checked off. Some meetings will end earlier than expected and others will run late. The odd time, a meeting may be cut short due to an unexpected problem or circumstance. Here are a variety of ways to adjourn a meeting:

It looks like we've run out of time, so I guess we'll finish here.

I think we've covered everything on the list.

I guess that will be all for today.

Well, look at that...we've finished ahead of schedule for once.

If no one has anything else to add, then I think we'll wrap this up.

I'm afraid we're going to have to cut this meeting short. I've just been informed of a problem that needs my immediate attention.

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Comments and Feedback

During the meeting, participants will comment, provide feedback, or ask questions. Here are some ways to do so politely:

If I could just come in here...

I'm afraid I'd have to disagree about that.

Could I just say one thing?

I'm really glad you brought that up, Kana.

I couldn't agree with you more. (I agree)

Jane, could you please speak up. We can't hear you at the back.

If I could have the floor (chance to speak) for a moment...

We don't seem to be getting anywhere with this.

Perhaps we should come back to this at another time?

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Voting

When issues cannot be resolved or decisions cannot be easily made, they are often put to a vote. Most votes occur during meetings. Votes can be open, where people raise their hands in favour or in opposition of the issue. In an open vote, the results are evident immediately. Other votes, such as who should be elected to take on a certain role, are private or closed. During private votes, attendees fill out ballots and place them in a box to be counted. The results may not be counted until after the meeting. Here are some specific expressions used during open voting:

All in favour?

(Those who agree raise their hands or say "Aye".)

All opposed?

Motion to hire more tour guides, moved by Thomas.

(Suggestions or ideas that are put to a vote are called motions. When a person makes a suggestion, the term to use both during the meeting and in the minutes is moved.)

Motion to hire more tour guides seconded by Nolan.

(When another person agrees with the motion, it is seconded.)

When a motion is voted and agreed upon it is carried. When it is voted and disagreed upon it is failed. Most often votes are put to a majority. If there is a tie vote, the chairperson will often cast the deciding vote.

Sample Voting Session:

Pierre: Okay, now that we've covered most of the business, it's time to vote on the staff picnic. Jane and I have come up with two different ideas. I'll give Jane the floor now, and she'll outline these two options. After that we'll vote. I don't think there is any reason to have a private vote, so I'll just ask to see a show of hands. Jane, would you do the honours?

Jane: Thanks Pierre. Okay, so, as you all probably assumed, we are going to wait until most of the tours have passed through before we have the staff picnic. That way most of you should be able to attend. So we've chosen the last Sunday of September. I hope that works out for all of you. Now, the first option is to have a BBQ at Mariposa Beach. We would do this on the last Sunday of September. The second option is to have a potluck dinner/pool party in Pierre's backyard. The only problem with this is if it rains, there isn't much in the way of shelter there. I don't think Pierre and his wife will want all of us dashing inside in a thunderstorm.

Pierre: Well, if we had to we could probably squeeze everyone in the basement. Anyhow, those are the options, so let's put it to a vote. All in favour of option number one? Raise your hands please...okay, one vote. And, all in favour of option number two? That's four. Okay, so it looks like a pool party at my house.

Jane: Great. I'll put up a sign up sheet and everyone can write down what they plan to bring.

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Regaining Focus

It is easy to get off topic when you get a number of people in the same room. It is the chairperson's responsiblity to keep the discussion focused. Here are some expressions to keep the meeting centred on the items as they appear on the agenda.

Let's stick to the task at hand, shall we?

I think we're steering off topic a bit with this.

I'm afraid we've strayed from the matter at hand.

You can discuss this among yourselves at another time.

We've lost sight of the point here.

This matter is not on today's agenda.

Let's save this for another meeting.

Getting back to item number 5...

Now where were we? Oh yes, let's vote.

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Watching the Time

One of the most difficult things about holding an effective meeting is staying within the time limits. A good agenda will outline how long each item should take. A good chairperson will do his or her best to stay within the limits. Here are some expressions that can be used to keep the meeting flowing at the appropriate pace.
I think we've spent enough time on this topic.
We're running short on time, so let's move on.

We're running behind schedule, so we'll have to skip the next item.

We only have fifteen minutes remaining and there's a lot left to cover.

If we don't move on, we'll run right into lunch.

We've spent too long on this issue, so we'll leave it for now.

We'll have to come back to this at a later time.

We could spend all day discussing this, but we have to get to the next item.

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Following the Agenda

Taking the Minutes

Anyone, including you, may be assigned to take the minutes at a meeting. Often someone who is not participating in the meeting will be called upon to be the minute-taker. Before a meeting the minute-taker should review the following:

The minutes from previous meeting

All of the names of the attendees (if possible)

The items on the agenda

It also helps to create an outline before going to the meeting. An outline should include the following:

A title for the meeting
The location of the meeting
A blank spot to write the time the meeting started and ended
The name of the chairperson
A list of attendees that can be checked off(or a blank list for attendees to sign)
A blank spot for any attendees who arrive late or leave early

Sample Minutes Outline:

Supervisor's Meeting

Friday, May 5

Room 3

Start: ________

Finish: ________

Chair: Pierre

Attendees:

1._________

2._________

3._________

4._________

5._________

Late to arrive:_________

Early to depart:________

The minute-taker can use a pen and paper or a laptop computer and does not need to include every word that is spoken. It is necessary to include important points and any votes and results. Indicating who said what is also necessary, which is why the minute-taker should make sure to know the names of the attendees. If you cannot remember someone's name, take a brief note of their seating position and find out their name after the meeting. A minute-taker should type out the minutes immediately after the meeting so that nothing is forgotten.

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Preparing for a Meeting

Calling a Meeting

There are a number of ways that you may call or be called to a meeting. Some meetings are announced by e-mail, and others are posted on bulletin boards. If a meeting is announced at the end of another meeting, it is important to issue a reminder. A reminder can also come in the form of an e-mail or notice. Verbal announcements or reminders should always be backed up by documented ones. The date, location, time, length, and purpose of the meeting should be included. It is also important to indicate exactly who is expected to attend, and who is not. If you are planning on allocating someone to take on a certain role, make personal contact with that person to inform them of his or her duty.

Sample E-mail:

To: jane@paristours.com

cc: kana@paristours.com; thomas@paristours.com; nolan@paristours.com

From: pierre@paristours.com

Subject: Meeting

Hi Everyone,

We will be having a meeting next Friday from 2:00 PM-4:00 PM in Room 3.All supervisors are expected to attend. The purpose of the meeting is todiscuss the upcoming tourist season. As you probably have heard, thiscould be our busiest season to date. There are already twenty bus toursbooked from Japan, and fifteen walking tours booked from North America.We are also expecting Korean and Australian tours in late summer. Pleasemake arrangements to have other staff members cover your duties duringthe meeting.

Thank you,

Pierre

Sample Notice:

MEETING LOCATION: Room 3

DATE: Friday, May 5th

TIME: 2:00 PM-4:00 P.M.

FOR: Supervisors only

SUBJECT: Tourist Season

ATTENDANCE IS MANDATORY

Writing an Agenda

In order to keep the meeting on task and within the set amount of time, it is important to have an agenda. The agenda should indicate the order of items and an estimated amount of time for each item. If more than one person is going to speak during the meeting, the agenda should indicate whose turn it is to "have the floor". In some cases, it may be useful to forward the agenda to attendees before the meeting. People will be more likely to participate in a meeting, by asking questions or offering feedback, if they know what is going to be covered.

Sample Agenda:

1 - Welcome, Introduction: Pierre and Stella (5 minutes)
2 - Minutes from previous meeting: Jane (10 minutes)
3 - Japan Tours: Pierre (15 minutes)
4 - N.A. Tours: Pierre (15 minutes)
5 - Korean Tours: Pierre (15 minutes)
6 - Australian Tours: Pierre (if time allows 10 minutes)
7 - Feedback from last year: Everyone (15 minutes)
8 - Vote on staff picnic: Everyone (15 minutes)
9 - Questions/Closing remarks/Reminders: Everyone (5 minutes)

Allocating roles

The person in charge of calling and holding a meeting may decide to allocate certain roles to other staff members. Someone may be called upon to take the minutes, someone may be asked to do roll call, and someone may be asked to speak on a certain subject. This should be done either in person, or in an e-mail.

Sample Personal Request:

Pierre: Hi Jane, did you get the e-mail about next week's meeting?

Jane: Yes, I'll be there.

Pierre: Great. I'd like to put you in charge of reviewing the minutes from last meeting for us.

Jane: Sure, I can do that. I think there is a copy of the minutes in my file.

Pierre: Thanks, you'll have ten minutes to remind us of what we discussed last meeting. This will be good for Stella to hear. Stella will be our new private tours coordinator.

Sample E-mail:

To: jane@paristours.com

From: pierre@paristours.com

Subject: Minutes

Hi Jane,

I just wanted to make sure that you would be availableto review last month's minutes and present them at Friday'smeeting. We have a new staff member joining us, so I'd liketo give her a chance to see where things have been goingsince the last meeting.

If you have any concerns about this, let me know.

Thanks,
Pierre

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