Small Business Owners Quotes

73. ...There is no law that says we have to go to work every day and follow our employer’s orders. Legally there is nothing to prevent us from going to live in the wild like primitive people or from going into business for ourselves. But in practice there is very little wild country left, and there is room in the economy for only a limited number of small business owners. Hence most of us can survive only as someone else’s employee.

Every business has its own story and its own personality.

Many small businesses are doomed from day one, not from competition or the economy, but from the ignorance of their owners . . . their destiny is already decided because they have no idea how a business should be operated.

To save ourselves from getting lost in this sea of data and ending up directionless, it becomes vital for every business owner to not just set up their market research objectives but also to stick to those.

most businesses are operated according to what the owner wants as opposed to what the business needs.

Association of Sales Executives revealed that 81 percent of all sales happens on or after the fifth contact. If you’re a small business owner and you’re only doing one or two follow-ups, imagine all the business you’re losing.

In a small company, the CTO, R&D, the COO, and even the CEO or cofounders or owners can be responsible for reviewing documentation. Don’t rely on your memory; write it down. Ideas become reality when we speak them and write them. So document them in an idea journal (digital or traditional) without judgment at the time. Inventors (and especially software developers) tend to edit or judge ideas and conclude they are not patentable because they were simple—even though they solve important problems and do not exist elsewhere.

If you are a small business owner, then you are first and foremost a person who sells.

There are few experiences in life as painful and brutal as the failure of a small business. For a small business conceived and nurtured by its owner is like a living, breathing child. Its loss is no less traumatic than losing a loved one.

That Steuben, who needed a translator, what with his English vocabulary consisting almost entirely of swear words, ended up being the perfect hire to upgrade the Continental Army should rattle every search committee, small-business owner, casting director, college admissions officer, headhunter, and voter.

Reading for me, was like breathing. It was probably akin to masturbation for my brain. Getting off on the fantasy within the pages of a good novel felt necessary to my survival. If I wasn't asleep, knitting, or working, I was reading. This was for several reasons, all of them focused around the infititely superior and enviable lives of fictional heroines to real-life people. Take romans for instance. Fictional women in romance novels never get their period. They never have morning breath. They orgasm seventeen times a day. And they never seem to have jobs with bosses. These clean, well-satisfied, perm-minty-breathed women have fulfilling careers as florists, bakery owners, hair stylists or some other kind of adorable small business where they decorate all day. If they do have a boss, he's a cool guy (or gal) who's invested in the woman's love life. Or, he's a super hot billionaire trying to get in her pants. My boss cares about two things: Am I on time ? Are all my patients alive and well at the end of my shift? And the mend in the romance novels are too good to be true; but I love it, and I love them. Enter stage right the independently wealthy venture capitalist suffering from the ennui of perfection until a plucky interior decorator enters stage left and shakes up his life and his heart with perky catch phrases and a cute nose that wrinkles when she sneezes. I suck at decorating. The walls of my apartment are bare. I am allergic to most store-bought flowers. If I owned a bakery, I'd be broke and weigh seven hundred pounds, because I love cake.

Your confidence, competence and belief will sustain you through the fear, uncertainty and doubt you will face. Knowing with everything you are, that you can do it.

If you are going to dream then dream big, why spend time dreaming small?

Leadership is like parenthood; just when you think you've got it all figured out, they become teenagers.

Many entrepreneurs have a “can do” attitude, which is often a requirement if you want to succeed. Unfortunately, this attitude often leads to a dangerous mindset where you feel like you need to do everything yourself.

The goal is to build a profitable business, not maintain an expensive hobby that will leave you in the poorhouse.

The greater the meaning behind your business, the harder it becomes to communicate it to the world.

A smart business owner learns from the mistakes of others.

The Best Marketing Is Education!

As a small business owner, I refuse to give up or to be intimidated. I think the only way to compete with big business is with big heart.

She is a Small Business Owner in the same way Andy is a Feminist, in that she declares it loudly, often, and she’s the only one who believes it.

the typical small business owner is only 10 percent Entrepreneur, 20 percent Manager, and 70 percent Technician.

As a small business owner, you must sell or you will go out of business. Therefore, you must prospect (it's an integral part of the process). You have to bring people to your business, not just wait for them to show up.

Eighty-five percent of small businesses in this country fail within the first two years. Eight-five percent! That’s a whole lot of failure. Warren Buffett said that he would not invest in any business where the owner hasn’t failed at least twice. I love that truly wealthy and successful people understand that failure is part of the process.

Perhaps it sounds awfully simplistic, but I have often thought how much better off our country would be if sometimes we left the Washington bureaucrats at home and let a group of common sense, everyday men and women-farmers, bankers, factory workers, small business owners, school teachers, ranchers, etc.-negotiate on behalf of the United States. Certainly they could do no worse, and personally I'm confident-because of their COMMON SENSE-they would do much better.

a business that ‘gets small again’ is a business reduced to the level of its owner’s personal resistance to change, to its owner’s Comfort Zone,

Everyone you come in contact with knows a person who runs or owns a business. Make sure they know what you do, so when the time comes, you get the call, not someone else.

You need to bootstrap when you first start your business, but once money starts coming in, it’s important to focus on your strengths and hire people to do everything else.

When we think a thought enough times it becomes a belief and that belief becomes a pattern which, in turn, becomes how we live our lives.

No protection for the small-business owner. Only taxes and extortion.

Up until the last 200 years basically everyone was a freelancer, entrepreneur or indentured. Of course entrepreneurship is a learnable skill.

One of the ways in which cooperatives rectify the injustices of capitalism is by instituting a relatively equal compensation-scheme for their members. While in the U.S. the average ratio of CEO compensation in the Fortune 500 companies to the ordinary worker’s has recently been reported as 344:1,49 in co-ops the pay-differential between management and the average worker rarely exceeds 4:1. In collectives, everyone is usually paid the same amount. For example, a British study from the 1980s reports that all of the dozens of small co-ops it researched had lower pay-differentials than conventional businesses, and most had little or no differential at all.50 At Arizmendi Bakery everyone currently receives about 20 dollars an hour plus a percentage of the year’s profits. The worker-owners of Mondragon Bookstore and Coffeehouse in Canada earn the same rate of pay. At Equal Exchange, a relatively large co-op, there is a 4:1 pay ratio.

Our politicians tell us we are free, even though most governments take over 50% of what we earn. They claim we get services that we need for our hard-earned money, even though we could buy the same services at half the price from the private sector. Today, we ridicule the slave-owners' claim that they "gave back" to their slaves by housing, clothing, feeding them, and bestowing upon them the "benefits" of civilization instead of leaving them in their native state. We see this as a self-serving justification for exploitation. In the future, we will view being forcibly taxed to pay for things we don't want, such as bombs for the Middle East, subsidies for tobacco, other people's abortions, regulations that put small businesses out of business, prisons for people trying to feel good, keeping life-saving medications out of the hands of dying people, etc., as taking away our freedom. When even a small portion of our lives is spent enslaved, that part tends to dominate the rest of our time. If we don't put our servitude first as we structure the remainder of our lives, our masters will make sure we regret it. How much freedom do we need to survive and how much do we need to thrive?

I use “anticapitalist” because conservative defenders of capitalism regularly say their liberal and socialist opponents are against capitalism. They say efforts to provide a safety net for all people are “anticapitalist.” They say attempts to prevent monopolies are “anticapitalist.” They say efforts that strengthen weak unions and weaken exploitative owners are “anticapitalist.” They say plans to normalize worker ownership and regulations protecting consumers, workers, and environments from big business are “anticapitalist.” They say laws taxing the richest more than the middle class, redistributing pilfered wealth, and guaranteeing basic incomes are “anticapitalist.” They say wars to end poverty are “anticapitalist.” They say campaigns to remove the profit motive from essential life sectors like education, healthcare, utilities, mass media, and incarceration are “anticapitalist.” In doing so, these conservative defenders are defining capitalism. They define capitalism as the freedom to exploit people into economic ruin; the freedom to assassinate unions; the freedom to prey on unprotected consumers, workers, and environments; the freedom to value quarterly profits over climate change; the freedom to undermine small businesses and cushion corporations; the freedom from competition; the freedom not to pay taxes; the freedom to heave the tax burden onto the middle and lower classes; the freedom to commodify everything and everyone; the freedom to keep poor people poor and middle-income people struggling to stay middle income, and make rich people richer. The history of capitalism—of world warring, classing, slave trading, enslaving, colonizing, depressing wages, and dispossessing land and labor and resources and rights—bears out the conservative definition of capitalism.

Making women into small business owners, factory workers, and heads of households, not participants & leaders of collective social movements or activists demanding more accountability of the World Trade Organization, the IMF or the World Bank, these institutions maintain control over the economic growth and development of these countries and provide access to cheap labor, mineral resources, and military bases for the global north while the women themselves remain at or below poverty level.

Conservatives, in contrast, hold more traditional ideas of liberty as the right to be left alone, and they often resent liberal programs that use government to infringe on their liberties in order to protect the groups that liberals care most about.56 For example, small business owners overwhelmingly support the Republican Party57 in part because they resent the government telling them how to run their businesses under its banner of protecting workers, minorities, consumers, and the environment.

THREE COMMUNICATION LESSONS FROM THE MOST FASCINATING BRANDS       1.   Don’t focus on how you are similar to others, but how you are different. Leading brands stand out by sharpening their points of difference. The more clearly and distinctly a brand can pinpoint its differences, the more valuable it becomes. If a brand can carve out a very clear spot in people’s minds, the product or service ceases to be a commodity. As we’ll see in Part II, different personality Advantages can be more valuable than similar ones. 2.   Your differences can be very small and simple. The reality is, most products are virtually indistinguishable from their competitors. Yet a leading brand can build a strong competitive edge around very minor differences. Similarly, you don’t need to be dramatically different than everyone else—your difference can be minute, as long as it is clearly defined. The more competitive the market, the more crucial this becomes. 3.   Once you “own” a difference, you can charge more money. People pay more for products and people who add distinct value in some way. And just as customers pay more for fascinating brands, employers pay higher salaries for employees who stand out with a specific benefit. If you are an entrepreneur or small business owner, your clients and customers will have a higher perceived value of your time and services if they can clearly understand why you are different than your competitors. The more crowded the environment, the more crucial these lessons become.

A friend of ours from the world of high finance always says that the poor are like hedge-fund managers—they live with huge amounts of risk. The only difference is in their levels of income. In fact, he grossly understates the case: No hedge-fund manager is liable for 100 percent of his losses, unlike almost every small business owner and small farmer. Moreover, the poor often have to raise all of the capital for their businesses, either out of the accumulated “wealth” of their families or by borrowing from somewhere, a circumstance most hedge-fund managers never have to face.

In effect, Wisconsin politicians forced the owners of these 8,000 small, family-owned and taxpaying businesses to turn over a month’s profits so the money could be given to one of the biggest companies in the world, General Electric, and its partners to make a film glamorizing violent theft.

Not very long after this a very exciting thing happened. Not only Sara, but the entire school, found it exciting, and made it the chief subject of conversation for weeks after it occurred. In one of his letters Captain Crewe told a most interesting story. A friend who had been at school with him when he was a boy had unexpectedly come to see him in India. He was the owner of a large tract of land upon which diamonds had been found, and he was engaged in developing the mines. If all went as was confidently expected, he would become possessed of such wealth as it made one dizzy to think of; and because he was fond of the friend of his school days, he had given him an opportunity to share in this enormous fortune by becoming a partner in his scheme. This, at least, was what Sara gathered from his letters. It is true that any other business scheme, however magnificent, would have had but small attraction for her or for the schoolroom; but "diamond mines" sounded so like the Arabian Nights that no one could be indifferent. Sara thought them enchanting, and painted pictures, for Ermengarde and Lottie, of labyrinthine passages in the bowels of the earth, where sparkling stones studded the walls and roofs and ceilings, and strange, dark men dug them out with heavy picks. Ermengarde delighted in the story, and Lottie insisted on its being retold to her every evening. Lavinia was very spiteful about it, and told Jessie that she didn't believe such things as diamond mines existed.

Virtually every Chinese citizen whom I came to know well was doing something technically illegal, although usually the infraction was so minor that they didn’t have to worry. It might be a sketchy apartment registration or a small business that bought its products from unlicensed wholesalers. Sometimes, it was comic: late at night, there were always people out walking their dogs in Beijing, because the official dog registration was ridiculously expensive. The dogs were usually ratlike Pekingese, led by sleepy owners who snapped to alertness if they saw a cop. They were guerillas walking toy dogs.

ideas are lost if they aren’t captured in some way. Additionally, according to the Zeigarnick Effect, any incomplete thought—such as an idea or task you need to complete—will occupy your mind until you take some kind of action on it by either completing the task or capturing the idea with a plan for accomplishing the task.

small office space Columbus Ohio ,Virtual Office Space Rental Executive Office Place offers a prestigious Virtual Office Club for business owners and entrepreneurs that require full time office services, but don’t necessarily need a full time office. We offer three exclusive business addresses, and phone service that includes a trained receptionist that answers the phone in your business name. We also provide 24

Amelia Bedelia could have planted petunias for a neighbor or fed a cat while its owner was on vacation. But such small jobs would never have earned the wheelbarrows full of money Amelia Bedelia needed to make. It all started innocently enough when Amelia Bedelia decided that she wanted a new bike. But then one thing led to another until the mayor of Amelia Bedelia’s town finally said, “That Amelia Bedelia—she means business!” Here’s what happened. . . .

The pity is that many Americans outside the elite bubbles know exactly what’s wrong, but our leaders seem determined to do nothing about it. Any attempt to cut the government chains and anchors off businesses so they can get back to growing, innovating, and creating jobs is demagogued as “tax breaks for the rich” or “favors for the one-percenters.” Never mind that many of those who would benefit are small-business owners who’ve been decimated over the past few years, first by the economic meltdown, then by government policies put in place to “fix” it. The money printed by the Fed to keep the economy pumped up flows to Wall Street, not Main Street, so small businesses aren’t borrowing it to pay for expansion. Even if they wanted to expand, about a third of all U.S. workers are employed by businesses with fifty or fewer employees, and Obamacare insures that if they hire a fifty-first, they’ll face crippling new costs for mandated health care.

But increasing the amount of equity finance in an economy is easier said than done: it is a project that would take decades rather than years. Some of the barriers are institutional: outside of the very small world of venture capital (of which more later) and the even smaller and newer field of equity crowdfunding, most businesses do not raise equity, and most financial institutions do not provide it. There are established agencies that can rate the creditworthiness of even quite small businesses, and algorithms to allow banks to quickly and cheaply decide whether to lend to them. Nothing similar exists for equity investment, and the equivalent analytical task (working out a company's likely future value, rather than its likelihood of servicing a fixed debt) is more complex. And cultural factors stand in the ways too: despite a very elegant financial economics theorem that shows that business owners should be indifferent between equity and debt finance, for many small business owners there seems a cognitive and cultural bias against giving away equity.

Forbes lists several top-performing small businesses that have had great endurance for the past ten years. Some of the industries represented include wallboard manufacturing, building material manufacturing, electronics stores, prefab housing, and automobile parts. No, these industries don’t sound very exciting. But typically it’s these mundane categories of businesses that produce wealth for their owners. Often dull-normal industries don’t attract a great deal of competition, and demand for their offerings is not usually subject to rapid downturns. We

The divorce of control, or power, from ownership has been due in large part to the growth of public corporations. So long as a single person, family or comparatively small group held a substantial portion of the common shares of a corporation, the legal “owner” could control its affairs. Even if they no longer actually conducted the business, the operating managers were functioning as their accountable agents. But when the enterprise became more vast in scope and at the same time, the stock certificates became spread in small bundles among thousands of persons, the managers were gradually released from subordination to the nominal owners. De facto control passed, for the most part, to non-owning management.

Etatism by no means aims at the formal transformation of all ownership of the means of production into State ownership by a complete overthrow of the established legal system. Only the biggest industrial, mining, and transport enterprises are to be nationalized; in agriculture, and in medium- and small-scale industry, private property is nominally to continue. Nevertheless, all enterprises are to become State undertakings in fact. Owners are to be left the title and dignity of ownership, it is true, and to be given a right to the receipt of a 'reasonable' income, 'in accordance with their position'; but, in fact, every business is to be changed into a government office and every livelihood into an official profession.

There was a small mini-market serving the area. It was sparsely stocked, a few bags of crisps and boxes of cereal displayed under harsh strip lights that spat and fizzed. Alcohol and cigarettes, however, were well provided for, secured behind the Perspex screen from behind which the owner surveyed his business with suspicious eyes. Milton nodded to the man as he made his way inside and received nothing but a wary tip of the head in return. He made his way through the shop, picking out cleaning products, a carton of orange juice and a bag of ice. He took his goods to the owner and arranged them on the lip of counter ahead of the screen. As the man rang his purchases up, Milton looked behind him to shelves that were loaded with alcohol: gin, vodka, whiskey.

If close local control and supervision of operations is essential to success the small firm may have an edge. In some industries, particularly services like nightclubs and eating places, an intense amount of close, personal supervision seems to be required. Absentee management works less effectively in such businesses, as a general rule, than an owner-manager who maintains close control over a relatively small operation.1 Smaller firms are often more efficient where personal service is the key to the business. The quality of personal service and the customer’s perception that individualized, responsive service is being provided often seem to decline with the size of the firm once a threshold is reached. This factor seems to lead to fragmentation in such industries as beauty care and consulting.

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FREE COFFEE Get to know every single barista/o in your local coffee shop. That’s Emma, Jason, Helen, Anjara, Brooklyn, and Jeremy! And because there’s high turnover, now it’s Angela, Jeremiah, Lupe, Jason, and Carmela! Oops—now Amber, Kat, Jonny, and Jason! Learn the names of their pets. Ask about their cat, Stanley. Like and repost their self-made music videos of ballet dancing while high. Give them your address and the code to get into your house to use the pool. After two to seven months of this, forget to pay. That’s twelve ounces of your favorite coffee beverage gratis! Become CONSUMED WITH GUILT. You just STOLE five-dollars-plus out of the pocket of a small, family-owned business in your own neighborhood! Anja, the owner, will find out and you will be BANNED. Within twenty-four hours, send ten dollars via Venmo to Anja. REPEAT THIS PROCESS FOR DECADES. 2. Diagnos-YES! Why I need so badly to belong somewhere: because there’s something really wrong with me!

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He and Blake had been busy, and I’d been busy talking to customers about random stuff while they waited. I was surprised by how nice everyone had been—with the exception of Dex's dumb face. There hadn't been a single biker in the shop either. Weird. All of this assured me that I’d avoided having to interact much with my boss. The owner. The bleeding mouth sore. The snot-faced ass**le that I only kind-of, sort-of hoped came down with an infectious illness in his private parts. But you know, something he could get medicine for. I tried my best to keep from replaying the scenario in the office but it was impossible. It wasn't his tone but the words that had seared me. And each time, it made me want to cry. It didn’t get any easier or any less painful. How the hell could someone be so rude? I didn't understand and I couldn't get over it. Every cycle had me coming up with different things to call him. A dick. A slimy bastard. A slimy, small-dicked bastard. Right? Maybe he wouldn't be so mad at the world if his pubic hair wasn’t longer than his full-blown erection. God, I felt awkward thinking about what he had under his clothes but it was the best insult I could come up with.

The present system is a capitalist system. This means that the world is divided up into two antagonistic camps, the camp of a small handful of capitalists and the camp of the majority - the proletarians. The proletarians work day and night, nevertheless they remain poor. The capitalists do not work, nevertheless they are rich. This takes place not because the proletarians are unintelligent and the capitalists are geniuses, but because the capitalists appropriate the fruit of the labour of the proletarians, because the capitalists exploit the proletarians. Why is the fruit of the labour of the proletarians appropriated by the capitalists and not by the proletarians? Why do the capitalists exploit the proletarians and not vice versa? Because the capitalist system is based on commodity production: here everything assumes the form of a commodity, everywhere the principle of buying and selling prevails. Here you can buy not only articles of consumption, not only food products, but also the labour power of men, their blood and their consciousness. The capitalists know all of this and purchase the labour power of the proletarians, they hire them. This means the capitalists become the owners of the labour power they buy. The proletarians, however, lose their right to the labour power which they have sold. That is to say, what is produced by that labour power no longer belongs to the proletarians, it belongs only to the capitalists and goes into their pockets. The labour power which you have sold may produce in the course of a day, goods to the value of 100 rubles, but that is not your business, those goods do not belong to you, it is the business only of the capitalists, and the goods belong to them - all that you must receive is your daily wage which, perhaps, may be sufficient to satisfy your essential needs if, of course, you live frugally.

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A major portion of the cost of defense against foreign aggression in a laissez-faire society would be borne originally by business and industry, as owners of industrial plants obviously have a much greater investment to defend than do owners of little houses in suburbia. If there were any real threat of aggression by a foreign power, businessmen would all be strongly motivated to buy insurance against that aggression, for the same reason that they buy fire insurance, even though they could save money in the short run by not doing so. An interesting result of this fact is that the cost of defense would ultimately tend to be spread among the whole population, since defense costs, along with overhead and other such costs, would have to be included in the prices paid for goods by consumers. So, the concern that “free riders” might get along without paying for their own defense by parasitically depending on the defenses paid for by their neighbors is groundless. It is based on a misconception of how the free-market system would operate. The role of business and industry as major consumers of foreign-aggression insurance would operate to unify the free area in the face of any aggression. An auto plant in Michigan, for example, might well have a vital source of raw materials in Montana, a parts plant in Ontario, a branch plant in California, warehouses in Texas, and outlets all over North America. Every one of these facilities is important to some degree to the management of that Michigan factory, so it will want to have them defended, each to the extent of its importance. Add to this the concern of the owners and managers of these facilities for their own businesses and for all the other businesses on which they, in turn, depend, and a vast, multiple network of interlocking defense systems emerges. The involvement of the insurance companies, with their diversified financial holdings and their far-flung markets would immeasurably strengthen this defensive network. Such a multiple network of interlocking defense systems is a far cry from the common but erroneous picture of small cities, businesses, and individuals, unprotected by a government, falling one by one before an advancing enemy horde.

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Somewhere on the rocky voyage from the garage to the fully managed organization, they get it backward. They begin to view the passion as something they can use to build the business. That may well be true, of course. The problem is, if you keep heading in that direction, you’ll eventually lose whatever it was that gave the company its mojo in the early days. Contributing something great and unique to the world will become less and less of a priority. By the time the second or third generation of owners takes over, there’s a good chance that the passion and the business will have gone their separate ways, and the company will have become just another income-producing property. If it’s acquired, it won’t be because the acquirer’s stockholders share the passion or believe in the mission (whatever the new management may say). They’ll want to own it only if they think it will improve their financial returns. People will work there mainly because they need a job. Customers will buy its products and services only if they offer the best value for the money. The company will be an economic mechanism and little more. Pretty much everything else will have been lost.

That is the untold story of what the IMF calls "stabilization programs," as if countries were ships being tossed around on the market's high seas. They do, eventually, stabilize, but that new equilibrium is achieved by throwing millions of people overboard: public sector workers, small-business owners, subsistence farmers, trade unionists. The ugly secret of "stabilization" is the vast majority never climb back aboard. They end up in slums, now home to 1 billion people; they end up in brothels or cargo ship containers. They are the disinherited, those described by the German poet Rainer Maria Rilke as "ones to whom neither the past nor the future belongs.

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An example of indirect coercion: There is no law that says we have to go to work every day and follow our employer’s orders. Legally there is nothing to prevent us from going to live in the wild like primitive people or from going into business for ourselves. But in practice there is very little wild country left, and there is room in the economy for only a limited number of small business owners. Hence most of us can survive only as someone else’s employee.

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The middle class, in this approach, lies between the capitalists who have control and the workers who are controlled. The middle class includes small-business owners who are both capitalists and workers, salaried managers and supervisors whose financial interests are entangled with the corporations they serve, and educated professionals who have enough capital to make investments. This is a middle class with capitalist aspirations. And that is why Marx considered this class dangerous. It is a class of conflicting allegiances and internal contradictions.

Former pastry chef Sam Mason opened Oddfellows in Williamsburg with two business partners in 2013 and has since developed upwards of two hundred ice cream flavors. Many aren't for the faint of heart: chorizo caramel swirl, prosciutto mellon, and butter, to name a few. Good thing there are saner options in the mix like peanut butter & jelly, s'mores, and English toffee. A retro scoop shop off Bowery, Morgenstern's Finest Ice Cream has been bringing fanciful flavors to mature palettes since opening in 2014. Creator Nicholas Morgenstern, who hails from the restaurant world, makes small batches of elevated offerings such as strawberry pistachio pesto, lemon espresso, and Vietnamese coffee. Ice & Vice hails from the Brooklyn Night Bazaar in Greenpoint, and owners Paul Kim and Ken Lo brought it to the Lower East Side in 2015. Another shop devoted to quality small batches, along with weird and wacky flavors, you'll find innovations like Farmer Boy, black currant ice cream with goat milk and buckwheat streusel, and Movie Night, buttered popcorn-flavored ice cream with toasted raisins and chocolate chips.

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Most founder-led and family-owned businesses, as well as many small businesses that have been bought by an individual and even most franchises, have what I call a paternal owner. I mean this in a gender-neutral sense: The owner is a dominant leader, who takes sole responsibility—and control—of the business. The business is an extension of the individual or their family.

When I was a certified small business and startup mentor for several Non-Profit Organizations (NPOs), after several months I came to realize that most business owners saw websites as "one and done" items rather than as company portals through which valuable and important processes could go through -while concurrently promoting their business online 24/7 through multiple online channels. Set your goals higher and ask yourself "how can we automate what takes up so much of our time and energy" and "how can we learn from and mirror the strategies of larger, more profitable competitors?

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Once you fully understand the relationship every owner must have with his or her business if it is to work, I can assure you that your business and your life will take on new vitality and new meaning.

a business that ‘gets small again’ is a business reduced to the level of its owner’s personal resistance to change, to its owner’s Comfort Zone, in which the owner waits and works, works and waits, hoping for something positive to happen.

Business owners of small to medium-sized closely-held companies tend to encounter the fair market value standard more than the other standards of value.

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Washing money,” Louis said. “Initially he was doing it through legitimate companies but without the owner’s knowledge. The numbers must have got so large they couldn’t keep it hidden and that’s where the Hunstanton location comes in. Small businesses, lots of them. Companies with turnovers of less than a million; consultancy firms, import, export businesses. None of them exist, except on paper. Newell was even fabricating business between these firms, purchases, contracts… loans. The people didn’t exist, let alone the businesses.” He shrugged. “No one is going to look out here for an operation of that size. Couple

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As a small business owner, you are the heart of your business.

For small business owners, the path to social media success is both a sprint and a marathon — it requires quick action and long-term endurance.

Being a small business owner, I have become acutely aware of the price attached to everything from people to paperclips.

Change, even when it seems disastrous, provides incredible opportunities if you’re able to look at seeming disasters through the lens of possibility.

With the explosion of the internet has come numerous avenues for small business owners to share their expertise and position themselves as experts. And expertise is what consumers are looking for.

In Seattle, Washington, in 1971, Howard Schultz, the owner of a local coffee roasting and distribution company, noted the increasing affluence of the American public and their desire to receive gracious treatment in their daily activities. Schultz recognized that there was a market for small businesses featuring top quality coffee and an opportunity to relax in an attractive environment. To take advantage of these emerging Minitrends, Mr. Schultz initiated the very successful Starbucks chain which offers top quality coffee drinks in a friendly and relaxed atmosphere Starbucks has a long record of appreciating Minitrends, but failed to recognize the trend that more economically-stressed customers were beginning to opt for similar, lower-cost drinks offered by fast food restaurants such as McDonald’s. While still popular, in summer 2008, the Starbucks company announced the termination of 1,000 employees, and in November 2008, the company reported a 98 percent decline in profit for the third quarter of the year. To be more economically competitive, Starbucks has recently introduced a line of instant coffee.

poor or the owners of small capitals enjoy scarce any, but are liable, under the pretence of justice, to be pillaged and plundered at any time by the inferior mandarins, the quantity of stock employed in all the different branches of business transacted within it can never be equal to what the nature and extent of that business might admit. In every different branch, the oppression of the poor must establish the monopoly of the rich, who, by engrossing the whole trade to themselves, will be able to make very large profits.

becoming an author means becoming a small—or large—business owner.

The marketing priorities of a large company looks something like this: Pleasing The Board Of Directors Appeasing Shareholders Satisfying Superiors’ Biases Satisfying Existing Clients’ Preconceptions Winning Advertising And Creative Awards Getting “Buy In” From Various Committees And Stakeholders Making A Profit The marketing priorities of a small business owner look something like this: Making A Profit

This is why I prefer Queens to any other place. The borough of my parents and small business owners is populated by people who know how to work around the system when it tries to fuck you.

They failed to appreciate how the network would funnel the energies of the people into a centrally administered, tightly monitored information system organized to enrich a small group of businesses and their owners. The network would indeed generate a lot of wealth, but it would be wealth of the Adam Smith sort—and it would be concentrated in a few hands, not widely spread. The culture that emerged on the network, and that now extends deep into our lives and psyches, is characterized by frenetic production and consumption—