By Harvard Business Review staff
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583 Chapter 3: Improving Performance. . . . . . . . . . . . . . . 606 Chapter 4: Franchising for Growth . . . . . . . . . . . . . . . ) . . . . . . . 623 Look, Mum . 629 Chapter 6: Becoming a Great Manager . . . . . . . . . . . . . 649 Introduction W elcome to Starting & Running A Business All-in-One For Dummies, your launch pad to understanding the fundamentals of setting up, establishing, running, and growing a successful small business. ), marketing and promotion, and planning for growth – all in one bumper guide.
Their personal assets are safeguarded if the business gets into financial trouble. Limited companies have ‘Limited’ after their names and some people like the status that gives and feel that customers will be more impressed or confident in the organisation they’re dealing with. But many limited companies are no more than a one-person organisation run from the spare room in the same way as sole traders operate. Basically, if you set up a limited company, you and your business partners are directors of the company.
Getting in Shape to Start Up You need to be in great shape to start a business. You don’t have to diet or exercise, at least not in the conventional sense of those words, but you do have to be sure you have the skills and knowledge you need for the business you have in mind, or know how to tap into sources of such expertise. 8 Book I: Where to Start? The following sections help you through a pre-opening check-up so you can be absolutely certain that your abilities and interests are closely aligned to those needed by the business you have in mind.