List of the 200 Best Small Companies ferrets out the most robust, fundamentally disciplined public outfits with sales between $5 million and $750 million. To qualify a company must have a share price of above $5 as of Sept. 29 on 3-month average volume of 10,000 shares. Candidates carry profit margins of greater than 5% with positive sales and profit growth, on average, over both the last five years and last twelve months. The result? Small, but growing, businesses designed to survive the ups and downs of market volatility. More...
Sort List By: Rank Company State ROE Sales Growth Profit Growth MarketValue
Corporate Profiles
Spy Planes: A Small Company Takes Off By Matthew Swibel After stumbling for years, United Industrial has found a sweet spot selling unmanned spy planes to the Army.
Bright, Very Bright By Kurt Badenhausen Tiny Daktronics has made it big in sports scoreboards. Now it's turning to outdoor advertising.
Best Of The Best The top of the heap for our annual list of America's 200 Best Small Companies.
Fastest Growing The fastest growers on our list.
Best Newcomers Outside of the top ten, the best of our 59 newcomers.
Safe Bets Companies with a high "board of directors score" and little debt should safely endure market fluctuations.
Betting On The Jockey Insider buying, double digit returns on shareholders' equity and a board score better than at least a third of its peers makes these standouts worth a look.
The List
Five Value Stocks to Own Now By Michael Maiello When you use a value approach to judge growth stocks, you get something like the buy list that Gerald Van Horn plucked out of the 200 Best Small Companies list.
Where Are They Now? By Megha Bahree Sometimes they graduate from the list with honors. Not always.
NOTE: This article has been presented only for info and not for commercial use
Saturday, March 31, 2007
Sunday, March 25, 2007
Credit Rating for SMEs
How could a bank or partner or customer could find whether a SME is worth to outsource its services. Its quite tough to answer. But now its easy to find the solution.
CRISIL(Credit Rating Information Services of India Ltd) is now giving ratings for SMEs. SMEs could apply to crisil and could get benefit from their ratings. Their ratings could be passport for your success.
Log on to www.crisil.com. who knows, this could change your business.
CRISIL(Credit Rating Information Services of India Ltd) is now giving ratings for SMEs. SMEs could apply to crisil and could get benefit from their ratings. Their ratings could be passport for your success.
Log on to www.crisil.com. who knows, this could change your business.
SME is the buzzword at corporate corridors
Wherever you go, you'd hear one word- SME. Small Medium Business has become heart and soul for various large enterprises across the world.
Almost all corporates across sectors seems to be coming up with various services and products to serve small medium business. Once upon a time SME seems to be nothing for all these giants. Now after so many success and new products SMEs seems to grab attention among them.
Banks are providing innovative loan facilities to small business. IT giants are coming with varous software solutions. Governments are taking various steps. So whatz happening.
We believe that time has come for SMEs to spread their wings and achieve successs at International arena.
Almost all corporates across sectors seems to be coming up with various services and products to serve small medium business. Once upon a time SME seems to be nothing for all these giants. Now after so many success and new products SMEs seems to grab attention among them.
Banks are providing innovative loan facilities to small business. IT giants are coming with varous software solutions. Governments are taking various steps. So whatz happening.
We believe that time has come for SMEs to spread their wings and achieve successs at International arena.
Saturday, March 24, 2007
Starting Small Business
Overview
Starting and managing a business takes motivation, desire and talent. It also takes research and planning. Like a chess game, success in small business starts with decisive and correct opening moves. And, although initial mistakes are not fatal, it takes skill, discipline and hard work to regain the advantage.To increase your chance for success, take the time up front to explore and evaluate your business and personal goals. Then use this information to build a comprehensive and well-thought-out business plan that will help you reach these goals. The process of developing a business plan will help you think through some important issues that you may not have considered yet. Your plan will become a valuable tool as you set out to raise money for your business. It should also provide milestones to gauge your success.
Be honest with yourself. Know what you're getting into.
In business, there are no guarantees. There is simply no way to eliminate all the risks associated with starting a small business - but you can improve your chances of success with good planning, preparation, and insight. Also keep in mind that the business you start may not be the exact business you started. Start by evaluating your strengths and weaknesses as a potential owner and manager of a small business. Carefully consider each of the following questions:
Are you a self-starter? It will be entirely up to you to develop projects, organize your time, and follow through on details.
How well do you get along with different personalities? Business owners need to develop working relationships with a variety of people including customers, vendors, staff, bankers, and professionals such as lawyers, accountants or consultants. Can you deal with a demanding client, an unreliable vendor, or a cranky receptionist if your business interests demand it?
How good are you at making decisions? Small business owners are required to make decisions constantly - often quickly, independently, and under pressure.
Do you have the physical and emotional stamina to run a business? Business ownership can be exciting, but it's also a lot of work. Can you face six or seven 12-hour work days every week?
How well do you plan and organize? Research indicates that poor planning is responsible for most business failures. Good organization of financials, inventory, schedules, and production can help you avoid many pitfalls.
Is your drive strong enough? Running a business can wear you down emotionally. Some business owners burn out quickly from having to carry all the responsibility for the success of their business on their own shoulders. Strong motivation will help you survive slowdowns and periods of burnout.
How will the business affect your family? The first few years of business startup can be hard on family life. It's important for family members to know what to expect and for you to be able to trust that they will support you during this time. There also may be financial difficulties until the business becomes profitable, which could take months or years. You may have to adjust to a lower standard of living or put family assets at risk in the short-term.
Good attributes for entrepreneurs
Self confidence. You have a belief in yourself that you can do it.
Does not consider failure as an option. You recognize that failure is a necessary step to finding what does work.
Able to move from ambiguity to clarity. You recognize that confusion, chaos and lack of clarity are all pieces of the “playing full out” puzzle. You have a process that allows you to move through this phase into a state of power and momentum.
Has perseverance and discipline. You know that every day you must focus on what MUST be done, not what you feel like doing. You engage in consistent, supportive habits.
Has a plan yet is “flexible.” The key to massive results is setting your mind on a desired outcome while being willing to “go with the flow” so the idea can expand and grow with the changing environment.
Sets and attains realistic goals. In my work, the only difference between goal talkers and goal getters are how realistic you are about your time management and abilities.
Takes calculated risks. Risks are necessary – but they must be tempered against what is good for you and your business. Learn what your high payoff opportunities are (a great resource for this process can be found in the Unstoppable Goals Method system).
Equally skilled in sales, marketing and “craft.” It’s not enough to love what you do; you must become masterful at bringing in the business opportunities. Otherwise you will be the best kept secret in the world.
Has financial backing/funding sources. To truly achieve success, you must have access to financial leverage. As the saying goes, “It takes money to make money.”
Enormous passion and drive for the work. When the going gets tough (and it will) the one thing that will keep you going is your passion. You have to get up every day believing that what you do is so vital, so important and so necessary that you are willing to overcome any obstacles in your way.
Willingness to learn. You recognize that the minute you know it all, you are done. Bigger successes come from continuing to learn, grow and evolve your mind and your goals.
Surrounded by other successful entrepreneurs. You invest your time, money and energy in people who are playing a big game. Choosing an environment to tap into collaborative opportunities, brainstorming and big thinking is your way to leaping forward.
Has good health and unbounded energy. The one thing that is precious that can’t be bought once it is gone is your energy. You make a commitment to maintaining a good health regime as a priority, not a last resort.
Keys to success
According to the U.S. Small Business Administration, the following traits are found among successful entreprneurs:
persistence
desire for immediate feedback
inquisitiveness
strong drive to achieve
high energy level
goal oriented behavior
independent
demanding
self-confident
calculated risk taker
creative
innovative
vision
commitment
problem solving skills
tolerance for ambiguity
strong integrity
highly reliable
personal initiative
ability to consolidate resources
strong management and organizational skills
competitive
change agent
tolerance for failure
desire to work hard
luck
Source: SBA
Start with questions about yourself and the business you want to persue.
Your answers will help you create focused, well-researched business plan that should serve as a blueprint. It should detail how the business will be operated, managed and capitalized. Before starting out, list your reasons for wanting to go into business. Some of the most common reasons for starting a business are:
You want to be your own boss.
You want financial independence.
You want creative freedom.
You want to fully use your skills and knowledge.
Next you need to determine what business is "right for you." Ask yourself these questions:
What do I like to do with my time?
What technical skills have I learned or developed?
What do others say I am good at?
How much time do I have to run a successful business?
Do I have any hobbies or interests that are marketable?
Then you should identify the niche your business will fill. Conduct the necessary research to answer these questions
Is my idea practical and will it fill a need?
What is my competition?
What is my business advantage over existing firms?
Can I deliver a better quality service?
Can I create a demand for your business?
The final step before developing your plan is the pre-business checklist. You should answer these questions:
What business am I interested in starting?
What services or products will I sell? Where will I be located?
What skills and experience do I bring to the business?
What will be my legal structure? (see overview below)
What will I name my business?
What equipment or supplies will I need?
What insurance coverage will be needed?
What financing will I need?
What are my resources?
How will I compensate myself?
Develop a business plan
You will need to develop a business plan before starting or acquiring your business. A more detailed description and discussion of business plans can be found in the Business plan entry of Smallbusiness.com The following outline of a typical business plan can serve as a guide. You can adapt it to your specific business. Breaking down the plan into several components helps make drafting it a more manageable task.
Introduction
Give a detailed description of the business and its goals.
Discuss the ownership of the business and the legal structure.
List the skills and experience you bring to the business.
Discuss the advantages you and your business have over your competitors.
In-depth help on developing a sound business plan can be found on the SBA Web site in the Starting Area.
Marketing
Discuss the products/services offered.
Identify the customer demand for your product/service.
Identify your market, its size and locations.
Explain how your product/service will be advertised and marketed.
Explain the pricing strategy.
Financial Management
Explain your source and the amount of initial equity capital.
Develop a monthly operating budget for the first year.
Develop an expected return on investment and monthly cash flow for the first year.
Provide projected income statements and balance sheets for a two�year period.
Discuss your break-even point.
Explain your personal balance sheet and method of compensation.
Discuss who will maintain your accounting records and how they will be kept.
Provide "what if" statements that address alternative approaches to any problem that may develop.
Operations
Explain how the business will be managed on a day-to-day basis.
Discuss hiring and personnel procedures.
Discuss insurance, lease or rent agreements, and issues pertinent to your business.
Account for the equipment necessary to produce your products or services.
Account for production and delivery of products and services.
Concluding Statement
Summarize your business goals and objectives and express your commitment to the success of your business.
Once you have completed your business plan, review it with a friend or business associate or a Service Corps of Retired Executives (SCORE) or Small Business Development Center (SBDC) counselor. (See SCORE and SBDC listings in this guide).
When you feel comfortable with the content and structure make an appointment to review and discuss it with your lender. The business plan is flexible document that should change as your business grows.
Starting and managing a business takes motivation, desire and talent. It also takes research and planning. Like a chess game, success in small business starts with decisive and correct opening moves. And, although initial mistakes are not fatal, it takes skill, discipline and hard work to regain the advantage.To increase your chance for success, take the time up front to explore and evaluate your business and personal goals. Then use this information to build a comprehensive and well-thought-out business plan that will help you reach these goals. The process of developing a business plan will help you think through some important issues that you may not have considered yet. Your plan will become a valuable tool as you set out to raise money for your business. It should also provide milestones to gauge your success.
Be honest with yourself. Know what you're getting into.
In business, there are no guarantees. There is simply no way to eliminate all the risks associated with starting a small business - but you can improve your chances of success with good planning, preparation, and insight. Also keep in mind that the business you start may not be the exact business you started. Start by evaluating your strengths and weaknesses as a potential owner and manager of a small business. Carefully consider each of the following questions:
Are you a self-starter? It will be entirely up to you to develop projects, organize your time, and follow through on details.
How well do you get along with different personalities? Business owners need to develop working relationships with a variety of people including customers, vendors, staff, bankers, and professionals such as lawyers, accountants or consultants. Can you deal with a demanding client, an unreliable vendor, or a cranky receptionist if your business interests demand it?
How good are you at making decisions? Small business owners are required to make decisions constantly - often quickly, independently, and under pressure.
Do you have the physical and emotional stamina to run a business? Business ownership can be exciting, but it's also a lot of work. Can you face six or seven 12-hour work days every week?
How well do you plan and organize? Research indicates that poor planning is responsible for most business failures. Good organization of financials, inventory, schedules, and production can help you avoid many pitfalls.
Is your drive strong enough? Running a business can wear you down emotionally. Some business owners burn out quickly from having to carry all the responsibility for the success of their business on their own shoulders. Strong motivation will help you survive slowdowns and periods of burnout.
How will the business affect your family? The first few years of business startup can be hard on family life. It's important for family members to know what to expect and for you to be able to trust that they will support you during this time. There also may be financial difficulties until the business becomes profitable, which could take months or years. You may have to adjust to a lower standard of living or put family assets at risk in the short-term.
Good attributes for entrepreneurs
Self confidence. You have a belief in yourself that you can do it.
Does not consider failure as an option. You recognize that failure is a necessary step to finding what does work.
Able to move from ambiguity to clarity. You recognize that confusion, chaos and lack of clarity are all pieces of the “playing full out” puzzle. You have a process that allows you to move through this phase into a state of power and momentum.
Has perseverance and discipline. You know that every day you must focus on what MUST be done, not what you feel like doing. You engage in consistent, supportive habits.
Has a plan yet is “flexible.” The key to massive results is setting your mind on a desired outcome while being willing to “go with the flow” so the idea can expand and grow with the changing environment.
Sets and attains realistic goals. In my work, the only difference between goal talkers and goal getters are how realistic you are about your time management and abilities.
Takes calculated risks. Risks are necessary – but they must be tempered against what is good for you and your business. Learn what your high payoff opportunities are (a great resource for this process can be found in the Unstoppable Goals Method system).
Equally skilled in sales, marketing and “craft.” It’s not enough to love what you do; you must become masterful at bringing in the business opportunities. Otherwise you will be the best kept secret in the world.
Has financial backing/funding sources. To truly achieve success, you must have access to financial leverage. As the saying goes, “It takes money to make money.”
Enormous passion and drive for the work. When the going gets tough (and it will) the one thing that will keep you going is your passion. You have to get up every day believing that what you do is so vital, so important and so necessary that you are willing to overcome any obstacles in your way.
Willingness to learn. You recognize that the minute you know it all, you are done. Bigger successes come from continuing to learn, grow and evolve your mind and your goals.
Surrounded by other successful entrepreneurs. You invest your time, money and energy in people who are playing a big game. Choosing an environment to tap into collaborative opportunities, brainstorming and big thinking is your way to leaping forward.
Has good health and unbounded energy. The one thing that is precious that can’t be bought once it is gone is your energy. You make a commitment to maintaining a good health regime as a priority, not a last resort.
Keys to success
According to the U.S. Small Business Administration, the following traits are found among successful entreprneurs:
persistence
desire for immediate feedback
inquisitiveness
strong drive to achieve
high energy level
goal oriented behavior
independent
demanding
self-confident
calculated risk taker
creative
innovative
vision
commitment
problem solving skills
tolerance for ambiguity
strong integrity
highly reliable
personal initiative
ability to consolidate resources
strong management and organizational skills
competitive
change agent
tolerance for failure
desire to work hard
luck
Source: SBA
Start with questions about yourself and the business you want to persue.
Your answers will help you create focused, well-researched business plan that should serve as a blueprint. It should detail how the business will be operated, managed and capitalized. Before starting out, list your reasons for wanting to go into business. Some of the most common reasons for starting a business are:
You want to be your own boss.
You want financial independence.
You want creative freedom.
You want to fully use your skills and knowledge.
Next you need to determine what business is "right for you." Ask yourself these questions:
What do I like to do with my time?
What technical skills have I learned or developed?
What do others say I am good at?
How much time do I have to run a successful business?
Do I have any hobbies or interests that are marketable?
Then you should identify the niche your business will fill. Conduct the necessary research to answer these questions
Is my idea practical and will it fill a need?
What is my competition?
What is my business advantage over existing firms?
Can I deliver a better quality service?
Can I create a demand for your business?
The final step before developing your plan is the pre-business checklist. You should answer these questions:
What business am I interested in starting?
What services or products will I sell? Where will I be located?
What skills and experience do I bring to the business?
What will be my legal structure? (see overview below)
What will I name my business?
What equipment or supplies will I need?
What insurance coverage will be needed?
What financing will I need?
What are my resources?
How will I compensate myself?
Develop a business plan
You will need to develop a business plan before starting or acquiring your business. A more detailed description and discussion of business plans can be found in the Business plan entry of Smallbusiness.com The following outline of a typical business plan can serve as a guide. You can adapt it to your specific business. Breaking down the plan into several components helps make drafting it a more manageable task.
Introduction
Give a detailed description of the business and its goals.
Discuss the ownership of the business and the legal structure.
List the skills and experience you bring to the business.
Discuss the advantages you and your business have over your competitors.
In-depth help on developing a sound business plan can be found on the SBA Web site in the Starting Area.
Marketing
Discuss the products/services offered.
Identify the customer demand for your product/service.
Identify your market, its size and locations.
Explain how your product/service will be advertised and marketed.
Explain the pricing strategy.
Financial Management
Explain your source and the amount of initial equity capital.
Develop a monthly operating budget for the first year.
Develop an expected return on investment and monthly cash flow for the first year.
Provide projected income statements and balance sheets for a two�year period.
Discuss your break-even point.
Explain your personal balance sheet and method of compensation.
Discuss who will maintain your accounting records and how they will be kept.
Provide "what if" statements that address alternative approaches to any problem that may develop.
Operations
Explain how the business will be managed on a day-to-day basis.
Discuss hiring and personnel procedures.
Discuss insurance, lease or rent agreements, and issues pertinent to your business.
Account for the equipment necessary to produce your products or services.
Account for production and delivery of products and services.
Concluding Statement
Summarize your business goals and objectives and express your commitment to the success of your business.
Once you have completed your business plan, review it with a friend or business associate or a Service Corps of Retired Executives (SCORE) or Small Business Development Center (SBDC) counselor. (See SCORE and SBDC listings in this guide).
When you feel comfortable with the content and structure make an appointment to review and discuss it with your lender. The business plan is flexible document that should change as your business grows.
Start Small, Think Big
This blog is for small business owners who are in need of help to run their business in smart manner. This blog could provide more info on most of the aspects involved in their business. Read this to update about whatz happening in your sector.
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