Author Archive
How to Trim the Fat Off Your Insurance Bills
Thursday, January 3rd, 2008
It’s no secret that the cost of most types of insurance is on the rise–from liability coverage for your business to car or health insurance. You can’t afford to go without coverage because an incident can put you out of business. But you can fight against price hikes back by taking certain steps.
Property and liability coverage
Protect your equipment and other business property as well as insure against claims by third parties for injury on your premises with a business owner’s policy (BOP). Shop around for adequate coverage at the lowest price. Before your policy is up for renewal, work with an insurance agent to get you the best coverage possible. Don’t wait until the last minute when you’ll be forced to accept whatever can be quickly obtained.
If your business is home-based, don’t assume your homeowners’ or renters’ policy will cover you–there may be a limit on or exclusion for business-related incidences. The least costly solution for proper coverage: Add a rider to an existing policy where possible. If not, you’ll need to purchase a separate in-home business policy.
Car
Decide who should own your vehicle–you or your company by running the numbers. For example, if the company has three principals, there may be a fleet discount on insurance for company-owned cars.
To keep premiums down, gamble a little by raising your deductible. For example, doubling the policy’s deductible (say, from $500 to $1,000) can cut insurance rates by 15%.
Ask your agent or the insurance company for a listing of discounts available (e.g., discounts for "good drivers," low mileage, ABS breaks and anti-theft devices). Check employees’ driving records before allowing them to use company vehicles to avoid any future increases.
Idea: Make sure there’s coverage if you’re in an accident with your personal car when you’re on business–the policy may exclude business-related liability. For coverage, the business name may have to be included on a personal policy in order to be covered.
Health
Think outside the box to slash your medical costs. Create accounts that employees can use to pay medical costs not covered by insurance (withdrawals from these special accounts for this purpose are tax free). Your options:
* Health savings accounts (HSAs) can be used to cut a company’s medical costs by up to 40%. The company arranges for a high-deductible health plan, which costs substantially less than traditional health coverage. Then contributions to IRA-like accounts are made by the company and/or employees (up to limits fixed annually by law); the party making the contributions claims a tax deduction for them. These accounts belong absolutely to employees, who can take them when they leave the job.
* Health reimbursement arrangements (HRAs) . The company also switches medical insurance to coverage for major incidents only, saving considerably on premium costs. It then contributes a fixed dollar amount (set by the company) to a special account for each employee, which costs the company less than it would have paid in premiums on more traditional (comprehensive) medical coverage.
* Flexible spending accounts (FSAs) . These accounts, which can pay medical costs not covered by insurance, are funded with employees’ pre-tax dollars. If money is not used up by the end of the year (or within a 2-1/2 month grace period), the funds in the account are forfeited to the company.
For more information, see IRS Publication 969, Health Savings Accounts and Other Tax-Favored Health Plans, at www.irs.gov .
Idea: If you’re self-employed, look for lower cost coverage through trade or professional groups, or your local chamber of commerce.
Workers compensation
If your company has employees, it usually must carry this coverage to protect workers in case of on-the-job injury. The premiums are tied in part to the number of accidents or occurrences, so safety measures can cut costs.
* Keep office space in good physical condition (e.g., no cuts in carpeting that can lead to trips and falls).
* Make sure workers operating any machinery do so safely. Provide proper training and any necessary safety equipment.
Find out more about safety requirements from the U.S. Department of Labor’s Occupational Safety & Health Administration (OSHA) at www.osha.gov ("click on small business").
Big Ideas for Small Business is a free monthly online newsletter from Barbara Weltman, author of The Complete Idiot’s Guide to Starting a Home-Based Business, Third Edition, and The Complete Idiot’s Guide to Starting an eBay Business. www.barbaraweltman.com
Tags: Accounting, Barbara Weltman, BarbaraWeltman.com, bills, cutting costs, Finance and Accounting, insurance, saving money
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The Five Essential Steps for Getting the Loan You Want
Wednesday, January 2nd, 2008
Making sure you have the funds you need to start or grow your business is one of the most important things you can do as a small-business owner. Unfortunately, many loan seekers don’t do the preparatory work necessary for getting a "yes" on the loan application.
Step 1: Write your business plan. Whether you’re seeking commercial financing or a loan from an angel investor, you must be clear about how much you want, what you want the money for and how you plan to repay the loan. The answers to these questions should be spelled out in detail in your business plan. You don’t have to be a Hemingway to draft a business plan-use software or pre-formatted plans into which you simply plug your information (the writing is virtually done for you). For more information about writing a business plan, including links to commercial software, visit the SBA at www.sba.gov .
Step 2: Repair your personal credit if there are problems. Although your business is requesting the loan, your personal credit history is a key factor in whether a lender will approve your application. After all, in most cases, you must personally guarantee any loan to your business.
Contact each of the three major credit reporting bureaus to request a copy of your credit report (the same report that lenders will see). Under federal law, you’re entitled to a free copy annually.
* Equifax (www.equifax.com )
* Experian (www.experian.com )
* TransUnion (www.transunion.com )
Review all information to make sure everything is correct. If there are errors-such as old loans still being reported that you have satisfied or unpaid items that aren’t yours (they belong to the other Mr. Joe Smith)-you can have them corrected. Talk with the credit bureaus to find out what documentation is needed to update your files (it may be as simple as your writing a letter requesting the correction).
Idea: Build your business credit, separate and apart from your personal credit, to expand your borrowing opportunities.
Step 3: Fix your balance sheet. Yes, lenders do look at your balance sheet-the financial statement about your assets and liabilities as of a certain date.
You may need to pay off existing loans before the lender will consider your application for a new loan (i.e., you generally can’t pay off your current debt with a new loan).
Step 4: Find the right lender. Save yourself time and energy by submitting your application to the lender with which you stand the best chance of approval-a lender that aggressively supports small-business lending activities. It may be a commercial bank, a line of credit through a credit card company, or a private lender.
Important: If you’re looking for seed money to start a business, choose carefully since many lenders only deal with companies that have been in business for at least several years.
Ask around-for example, consult other small-business owners and your accountant-to learn which lenders are currently giving loans to businesses like yours.
Step 5: Put it all together. You’re ready to ask for a loan and you’ve found the right potential lender to talk to. Now you must complete the loan application. This entails more than filling in the blanks. You usually need to assemble:
* Financial information-balance sheets for yourself and the business, profit and loss statements, cash flow statements, and other numbers that the lender requests. For numbers on the projection of business activities, make monthly and quarterly forecasts for the coming year and quarterly and annual forecasts for subsequent years.
* Old tax returns, both business and personal-generally for each of the preceding three years.
* Other documents-leases, franchise agreements (if the business is a franchise), patents and other proprietary items, letters of intent from suppliers and manufacturers and any testimonials or scientific studies supporting your product or services.
Idea: Make a final check of your application package. It may be advisable to have your accountant or another numbers person review your application to help you present yourself in the best possible light.
Big Ideas for Small Business is a free monthly online newsletter from Barbara Weltman, author of The Complete Idiot’s Guide to Starting a Home-Based Business, Third Edition, and The Rational Guide to Building Small Business Credit. www.barbaraweltman.com
Tags: Barbara Weltman, BarbaraWeltman.com, Finance, Finance and Accounting, loans, money, sba.gov, startup capital
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Five Essential Steps for Getting the Loan You Want
Tuesday, August 21st, 2007
Making sure you have the funds you need to start or grow your business is one of the most important things you can do as a small-business owner. Unfortunately, many loan seekers don’t do the preparatory work necessary for getting a "yes" on the loan application.
Step 1: Write your business plan. Whether you’re seeking commercial financing or a loan from an angel investor, you must be clear about how much you want, what you want the money for and how you plan to repay the loan. The answers to these questions should be spelled out in detail in your business plan. You don’t have to be a Hemingway to draft a business plan - use software or pre-formatted plans into which you simply plug your information (the writing is virtually done for you). For more information about writing a business plan, including links to commercial software, visit the SBA at www.sba.gov .
Step 2: Repair your personal credit if there are problems. Although your business is requesting the loan, your personal credit history is a key factor in whether a lender will approve your application. After all, in most cases, you must personally guarantee any loan to your business.
Contact each of the three major credit reporting bureaus to request a copy of your credit report (the same report that lenders will see). Under federal law, you’re entitled to a free copy annually.
*Equifax (www.equifax.com )
*Experian (www.experian.com )
*TransUnion (www.transunion.com )
Review all information to make sure everything is correct. If there are errors - such as old loans still being reported that you have satisfied or unpaid items that aren’t yours (they belong to the other Mr. Joe Smith) - you can have them corrected. Talk with the credit bureaus to find out what documentation is needed to update your files (it may be as simple as your writing a letter requesting the correction).
Idea: Build your business credit, separate and apart from your personal credit, to expand your borrowing opportunities.
Step 3: Fix your balance sheet. Yes, lenders do look at your balance sheet - the financial statement about your assets and liabilities as of a certain date.
You may need to pay off existing loans before the lender will consider your application for a new loan (i.e., you generally can’t pay off your current debt with a new loan).
Step 4: Find the right lender. Save yourself time and energy by submitting your application to the lender with which you stand the best chance of approval - a lender that aggressively supports small-business lending activities. It may be a commercial bank, a line of credit through a credit card company, or a private lender.
Important: If you’re looking for seed money to start a business, choose carefully since many lenders only deal with companies that have been in business for at least several years.
Ask around - for example, consult other small-business owners and your accountant - to learn which lenders are currently giving loans to businesses like yours.
Step 5: Put it all together. You’re ready to ask for a loan and you’ve found the right potential lender to talk to. Now you must complete the loan application. This entails more than filling in the blanks. You usually need to assemble:
*Financial information-balance sheets for yourself and the business, profit and loss statements, cash flow statements, and other numbers that the lender requests. For numbers on the projection of business activities, make monthly and quarterly forecasts for the coming year and quarterly and annual forecasts for subsequent years.
*Old tax returns, both business and personal - generally for each of the preceding three years.
*Other documents - leases, franchise agreements (if the business is a franchise), patents and other proprietary items, letters of intent from suppliers and manufacturers and any testimonials or scientific studies supporting your product or services.
Idea: Make a final check of your application package. It may be advisable to have your accountant or another numbers person review your application to help you present yourself in the best possible light.
Big Ideas for Small Business is a free monthly online newsletter from Barbara Weltman, author of The Complete Idiot’s Guide to Starting a Home-Based Business, Third Edition, and The Rational Guide to Building Small Business Credit. www.barbaraweltman.com
Tags: Accounting, Barbara Weltman, Finance, Finance and Accounting, loans, small business loans, Starting a Business, startups
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Ten Missteps That Can Put You Out of Business - And How to Avoid Them
Tuesday, August 14th, 2007
Getting started
1. Not setting up your business entity correctly.
From a legal and tax standpoint, there are various ways in which you can set up your business, including as a sole proprietorship, partnership, limited liability company (LLC) (or for professionals, limited liability partnership, or LLP), S corporation or C corporation. The type of entity you select will affect:
*Exposure to (or protection from) personal liability. Owners who are sole proprietors or general partners in a partnership have no protection from personal liability; if the business is sued, you risk losing not only the business but also your home and other personal assets.
*Taxation. The income tax rate paid on your profits depends on how your business is organized. The more you have to pay, the less you have to reinvest in the business to see it grow. If the business is a pass-through entity where you’re taxed on your share of the profits - such as a sole proprietorship, partnership, LLC or S corporation - the rate you pay is based on your overall personal income (including your share of business profits). In 2007 you can pay up to 35% on your business income. In comparison, C corporations are separate taxpayers with a top tax rate of 35%, which applies only to very large corporations (although personal service corporations, including professional corporations, pay a flat 35% rate), but smaller C corporations may pay only 15% or 25% on their income.
*Audit risk. While size matters (e.g., very large and very small companies on an asset or gross receipts basis are more likely to be audited), the type of business entity you own also affects your audit risk. Sole proprietors, for example, are more likely to be audited than owners who have incorporated. Audits can result in assessments of back taxes, interest and penalties that can cripple a business.
2. Not raising enough capital to sustain you. The lack of money - from investors, lenders or your own resources - is, perhaps, the number one reason why businesses fail. Make sure you have enough capital on hand to carry you through the start-up phase or difficult periods in the life of your business.
Idea: Arrange for lines of credit when your company is doing well so the money will be there in times of need. Establish business credit and get your own credit history in shape to make it easier for your business to borrow money.
3. Not writing a business plan.
Even if you’re not Shakespeare, you have to make a blue print for your business detailing what you plan to do and how you plan to accomplish it. A business plan is a necessity if you need to borrow money or raise capital from investors. For assistance on how to write a business plan, visit the Small Business Administration at www.sba.gov.
Operations
4. Not correctly setting your prices.
The price you set for your goods or services must be sufficient to generate a profit; getting sales isn’t enough if you’re actually losing money on each sale. In order to determine your prices, you need to know how much it costs you to sell.
Idea: Raise the price of your goods or services to keep pace with changes in your overhead and other costs (e.g., higher energy costs and interest rates). Don’t be afraid that higher prices will drive business away. Of course, keep a close eye on your competitors so that you don�t price yourself out of the market.
5. Relying too heavily on one customer. Cervantes was correct about not putting all your eggs in one basket - doing so is just too risky. A major customer or client may demand the bulk of your time and attention and pay you handsomely. But don’t ignore the need to continually broaden your customer base so that you’re not left high and dry if the big customer cuts back on its demand or leaves you.
6. Not monitoring your inventory.
Two aspects of inventory management can doom you - buying too much so that you overextend your capital or buying too little so that you can’t meet customer demand and you lose the sale.
Idea: Keep track of inventory, using computer records or other methods to ensure that your count is correct. Take a physical inventory periodically to verify your numbers (and to make sure there has been no employee theft).
Cash flow
7. Not monitoring cash flow.
Understanding your cash flow cycle - the period from buying the material, to making the products or buying them from suppliers, to selling the products and, finally, receiving payment - is critical to the survival of your business. You need to have the money on hand to pay for materials or inventory items before you make the sale and collect the payment.
Idea: Stay on top of your accounts receivable - an important part of your cash flow cycle. The failure to promptly collect outstanding receivables can mean you’ll never collect them at all; the older they become, the smaller your chances of recovery.
Marketing
8. Not marketing your goods and services every day in every way.
Whatever your type of business - from selling a cup of coffee to consulting on nuclear energy projects - take every opportunity to sell yourself.
Idea: Hand out business cards wherever you go. Join local chamber of commerce or other organizations to network with others in your community. Use online business communities to network on the Web.
Strategic planning
9. Not having an emergency plan.
Things happen and you need to be prepared. Storms, illness, electrical outages, or acts of terrorism can disrupt your operations. Put backup plans in place so you can keep going. Carry business interruption insurance to pay bills even if the business is temporarily shut down.
10. Not having a succession plan.
What happens to your business if something happens to you? If you’re the heart and soul of the company, your retirement, incapacity, or death could spell the end of the business. But plans can be made to successfully carry the company through a transition into a new era following your departure.
Idea: Assemble a team of experts - at least a banker, accountant and attorney - to work with you in every phase of your business.
Big Ideas for Small Business(R) is a free monthly online newsletter from Barbara Weltman, author of The Complete Idiot’s Guide to Starting a Home-Based Business, Third Edition, and The Complete Idiot’s Guide to Starting an eBay Business. www.barbaraweltman.com
Tags: advice, Barbara Weltman, Big Ideas for Small Business, expert advice, Starting a Business, startups, tips
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The Uses and Abuses of Credit Cards in Your Business
Tuesday, July 17th, 2007
Credit cards are a small-business owner’s best friend. They’re easy to obtain and convenient to use. More than one-third of small businesses use business credit cards (also called "corporate cards" whether or not the business is organized as a corporation) and nearly one half of small-business owners use their personal credit cards for business.
The Uses
Purchasing power. Businesses that are experiencing tight cash flow can obtain the goods and services they need by charging items on a credit card. For instance, say you have outstanding receivables but need to purchase something immediately. You can charge it today with the expectation of being able to pay it off in full within a month or two at most when you collect the receivables. In this situation, since the cost of financing is modest because of the rapid pay off, the use of a credit card is wise.
Recordkeeping. Credit card companies may keep better records of the things you’ve charged than you do. Their statements are broken down into categories useful in your financial reports and tax returns (e.g., one category is travel and entertainment expenses). The statements run from January 1 through December 31, even though your billing period may be fixed at a mid-month date.
Idea: Request an annual statement if you do not receive one automatically–usually you have the option to view this online.
Managing employee plans. If you have certain employee plans, credit cards are an ideal way to track expenses. Use a company card for:
–Reimbursements from flexible spending accounts (FSAs) and health reimbursement accounts (HRAs). Issue a card to employees with instructions that it be used only to pay reimbursable expenses. The IRS has approved this reimbursement method.
–Accountable plans for travel and entertainment costs. Issue a card to employees for charging business expenses, such as meals, gasoline and hotel stays, where appropriate. The credit card statement helps employees substantiate their travel expenses to you, as required for an accountable plan.
Obtaining rewards. Certain business credit cards may generate frequent flyer miles, gasoline credits and other cash-back rewards for card usage. For example, MasterCard now offers an eBay credit card where you can earn points that can be redeemed on eBay (www.mastercard.ebay.com). As long as you use cards for convenience and not for long-term financing, these rewards are icing on the cake. However, you’re overpaying for these rewards if you receive them while incurring monthly finance charges.
The Abuses
Substituting for conventional financing. The cost of borrowing through a credit card is substantially higher than borrowing through commercial loans and lines of credit. There is no interest ceiling on credit cards, which may charge as much as 30% (on an annualized basis) or more. In comparison, small-business loans can be one-third as costly or even less.
Idea: When buying equipment or merchandise, rather than simply charging the purchase to a business credit card, ask the seller about its financing options. You may be eligible for seller-financing at interest rates substantially below those for credit card borrowing, even if you might otherwise have difficulty qualifying for a conventional bank loan or line of credit.
SIDEBAR
Find the right card for you
There are dozens of business credit cards to choose from. They differ in many ways, including annual fees, monthly interest rates and credit limits. To research offers, compare cards feature-by-feature and even apply online, go to CreditsCards.com and click on "Business Credit Cards."
Big Ideas for Small Business is a free monthly online newsletter from Barbara Weltman, author of The Complete Idiot’s Guide to Starting a Home-Based Business, Third Edition, and The Complete Idiot’s Guide to Starting an eBay Business. www.barbaraweltman.com
Tags: advice, Barbara Weltman, BarbaraWeltman.com, credit cards, tips
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Top 5 Business Plan Mistakes to Avoid
Tuesday, July 3rd, 2007
A business plan is essential for raising money for startup or expansion–through a loan or investors. Without the right plan, opportunities for financing can slip away. Don’t fall into common traps that can derail your plans. Bryan Howe of Masterplans, a Portland, OR-based company providing custom business plans, shares his ideas on what not to do.
Mistake One: Not telling the story well
A plan should pull the reader in immediately and make a compelling case for receiving financing. The tone should be exciting, yet realistic, so the reader wants to get involved with your company. Make it clear from the outset what’s magic about what you do and what you plan to do with the money.
The same caution applies when it comes to the numbers; static, incomplete financials can put the reader off. Be clear about what your "sales" numbers mean in terms of the cost of goods sold, labor and profits. Including a five-year projection of sales figures is meaningless unless you tell the reader what assumptions you’ve made to derive them.
Mistake Two: Using an outdated approach
Business plans a decade or two ago were long, printed presentations that focused on sales projections. You should take advantage of the technology available today and create interactive DVD presentations, or at least provide the plan on a CD-ROM.
Example: If you are starting a retail store, creating a digital presentation of what the store will look like (location and decor) can make your plan come alive for the reader. You can then supplement the visuals with a written plan containing the necessary facts and figures.
Mistake Three: Overdoing market analysis
Unsuccessful plans often ramble on about the size of the market, ignoring the more critical point: How you intend to get the market to buy what you have to sell. The business plan reader usually is sophisticated enough to recognize when a market exists; he or she needs to be told how you expect to capture a share of it. Be specific about your marketing approach.
Mistake Four: Not demonstrating a competent management team
Entrepreneurs often have a great idea for a business but no expertise in running one. Lenders and investors want to know that a company they’re putting money into will be well run, so it goes without saying that a great CEO is essential. The novice entrepreneur needs to recognize that his or her low-level managerial experience may not be enough to run a business well; cede control and fill the CEO slot with someone who can do it right. The same rule applies for other positions in the company, including finances, marketing and other key roles.
Mistake Five: Ignoring the little things
Yes, spelling counts, as do typos, irregular font size and use, poorly formatted graphs, and unused headers. Someone who is going to advance money to your company may not necessarily base the entire lending or investment decision on style, but it can make the difference in a close case.
SIDEBAR
Business plans: Do-it-yourself or use a professional?
There’s no fixed rule. When creating a plan to serve as a roadmap to start a business, doing it yourself can be a good process–it forces you to think about your vision. Business Plan Pro from PaloAlto Software (www.paloalto.com) starts at under $130 (there’s even a special eBay version). When creating a plan to obtain financing from a bank or investors, it may be better to use a professional–it gives you a polished product and a quick turnaround so financing opportunities aren’t lost, says Bryan Howe of Masterplans (www.masterplans.com). Cost for a professional plan: Typically starting at $1,200 for a basic plan needed for an SBA loan.
*Big Ideas for Small Business is a free monthly online newsletter from Barbara Weltman, author of The Complete Idiot’s Guide to Starting a Home-Based Business, Third Edition, and The Complete Idiot’s Guide to Starting an eBay Business. www.barbaraweltman.com
Tags: Barbara Weltman, business plan, home based business, Starting a Business, startups
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Getting Paid Without Getting Ripped Off
Monday, June 25th, 2007
Unless you have an all-cash business, you may not receive the payments you expect. Bounced checks, credit card chargebacks, and even scams can keep you from getting paid. Here are ideas to ensure payment.
Other than the corner hot dog truck, most companies today transact business with checks, credit/debit cards, PayPal, gift cards ("smart" cards), or electronic transfers. According to February 2007 statistics from FreshBooks , 16% accepted Visa, 7.8% MasterCard, 4.3% Amex, 6.5% PayPal and 65.5% other payments (checks; account credit). These seemingly "secure" payment methods can be anything but secure. Merchants bear the financial risk for fraudulent credit card use. Here is some guidance on potential payment rip-offs and how to protect yourself and your business.
The scams
Recognize potential rip-offs so you can avoid them. Examples:
–Credit card charging scams–For cards swiped at point of sale (e.g., in stores), look for customers trying to distract the salesperson during the card approval process - this could indicate that the card is stolen or fraudulent. Immediate returns (the purchaser leaves the store and immediately comes back for a refund) can be a way to obtain cash. Splitting charges among two or more cards can indicate that the cards are not good. It is more difficult for merchants to win their claim in a chargeback dispute when multiple cards are involved.
–Chargeback scam–charging a payment so you ship the goods. The customer then requests a that the credit card company reverse the transaction, claiming that he/she never received the shipment, or it was damaged, or it was not what was ordered, etc.
–Overpayment scam–sending a check for more than the amount owed to make the merchant send a refund check for the difference, only to learn that the original check was no good.
The protection
Obviously, the key to protection is awareness of the potential for fraud. Understand that receiving an authorization code from a credit card company when processing a transaction does not guarantee that the cardholder is legitimate or that you will ultimately retain payment. Merchants bear the risk of loss for fraudulent credit card use. Here is a checklist of some best practices to ensure payment:
- Adopt common sense practice for card processing
(careful checking of signatures; a second form of identification).
- Be wary of requests for shipping to overseas destinations for goods paid by credit card or PayPal–there may be chargebacks after goods are shipped so that you lose both the merchandise and payment for it. Certain countries in Africa and Europe are rift with fraud; you may want to decline sales entirely or only ship after receiving a bona fide International money order.
- For transactions in which the card is not present
(e.g., online sales), take extra precautions. Use AVS (address verification service) to confirm the customer’s address and CVVS/CVC (card verification value service or card verification code) to confirm the customer’s three-digit code imprinted on the back (an identity thief who obtains a card number from a credit card statement won’t know this code). Consider asking that the buyer fax a photocopy of his/her driver’s license to you as confirmation that the credit card address matches that of the customer.
- Proceed cautiously when a customer presents more than one card. This can occur when the first is declined to avoid the credit card company’s taking notice of large purchases. Confirm large orders with a follow-up phone call.
- Retain all paperwork for at least six months from the transaction date–the time in which a customer can dispute the payment.
SIDEBAR
Cut merchant authorization processing fees
Credit card companies’ fees that merchants pay when they accept credit cards can eat away at profits. Know your Merchant Bill of Rights (www.merchantbillofrights.com ), which was established in 2006 to promote fairness and transparency in credit and debit card processing by small and mid-size businesses–use a processing company that adheres to these rights.
Big Ideas for Small Business(R) is a free monthly online newsletter from Barbara Weltman, author of The Complete Idiot’s Guide to Starting a Home-Based Business, Third Edition, and The Complete Idiot’s Guide to Starting an eBay Business. www.barbaraweltman.com
Tags: Accounting, Barbara Weltman, BarbaraWeltman.com, chargebacks, credit cards, Finance, Finance and Accounting, merchantbillofrights.com, scams
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