A survey form was developed by the Florida Department of Financial Services for the 2013 SmallBusiness Survey with the purpose of identifying economic trends and emerging issues affecting small businesses in Florida. The survey was sent electronically to a sample of smallbusiness owners in Florida between August 20, 2013, and September 6, 2013. Survey participants were limited to smallbusiness employers headquartered in Florida with less than 500 employees. The use of email solicitation was the primary method for acquiring responses, which were collected through a web-based survey platform. The survey was distributed in partnership with the Florida SmallBusiness Development Center Network and the Florida Chamber Foundation.
A number of comments advocated for SBA to significantly increase the size standards to enable formerly small businesses (termed as ‘‘mid-sized’’ businesses) to obtain Federal contracts. These comments related the difficulties experienced by former small businesses that have outgrown the size standards in their industries in obtaining Federal contractors as ‘‘mid-sized’’ businesses. The comments explained that such businesses are too large to qualify for smallbusiness set-asides and yet too small to compete successfully on a full and open basis against the largest businesses in their industries. They cited a study by the Center for International and Strategic Studies, Structure and Dynamics of the U.S. Federal Professional Services Industrial Base 1995–2009, which found that the market share of Federal contracts for professional services of mid-sized businesses had declined during the 1995–2009 period, while the large business share had increased. The study also found that the smallbusiness Federal professional services market share had essentially remained stable. In general, commenters contended that the formerly small businesses have not developed to a size where they possess the resources and capabilities to compete effectively against the largest businesses in their fields that have billions of dollars in revenue and thousands of employees. In addition, commenters contended that Federal contracting requirements and trends, especially contract bundling, make it difficult for mid-size companies to compete. These comments
The undersigned, on behalf of Group Applicant, understands and agrees that the employer Group Policies applied for, except for the HRA 3000 and HRA 5000 HRA-compatible plans outlined in the “Health plan information” section of this SmallBusiness Application for Group Service Agreement/Group Policy, is intended to be issued as a standalone plan(s) only or in conjunction with a Health Savings Account (HSA) banking arrangement, where applicable. Such plan(s), except for the HRA 3000 and HRA 5000 HRA- compatible plans specified above, may not be combined with any form of partial self-funding or otherwise insuring of the deductible, whether in a wraparound, addition or companion capacity, including a partially self-funded Section 105 wraparound, at any time during which the Group Policies are in force. Failure to comply is a breach of the Group Policies and Underwriting Assumptions and will result in Health Net Life Insurance Company canceling the health insurance plan coverage initially issued, and replacing it with the most similar plan from the HRA 3000 and HRA 5000 HRA-compatible plan suite offered by Health Net Life Insurance Company and available for purchase at the time of the breach. The replacement health insurance plan will be issued at the applicable premium rates in effect at that time.
Small and middle market business executives who plan to hire this year cite many of the same reasons for doing so, in the same proportions: expected sales growth, overwork of the current workforce, lack of needed skills among the current workforce or an improved financial position. Differences among the two groups begin to appear when discussing the rationale behind not hiring. For middle market leaders, the greatest reason for restraining hiring this year is their focus on increased efficiency and productivity— they cite this twice as often as smallbusiness leaders do—as well as concerns over healthcare uncertainties. Insufficient demand is a reason listed nearly equally among the two groups—and among smallbusiness leaders, it’s the most common reason reported.
In many respects, though, small firms have only just started down the road to ecommerce. IDC research indicates that larger firms still account for the lion’s share of ecommerce investment. However, this will be changing as a variety of new capabilities help small firms drive real business through the Internet. While larger firms account for the largest share of Internet commerce investment, the smallbusiness piece is growing one and a half times as fast — by 45% annually through 2003, compared with 31% annual spending increases by the largest firms. Buying online often provides the first “Aha!” to a smallbusiness looking for new opportunities to sell. Many companies actively purchase goods and services online but don’t even have their own Web sites. Attitude, rather than company size, industry, or demographics, is the key. The “ecommerce-active” small firms are looking to leverage technology in every way possible — and they typically have in place much of the infrastructure necessary to support ecommerce. For many, the puzzle pieces (PCs, LANs, and high-speed access) are already available. It’s just a matter of putting them together with some additional invest- ment and maybe some assistance to effect an ecommerce solution. IDC expects that the emerging smallbusiness-to-business (SB2B) and smallbusiness-to-consumer (SB2C) efrontier will progress through a hierarchy of improving communication, collaboration, and commerce between small businesses with fewer than 20 employees and home- based businesses and their suppliers and customers. The emergence of emarketplaces has the potential to provide a common framework to help small firms buy and sell, but no one should wait for this to happen on its own. The organization of new selling communities will most likely evolve in unexpected ways, and IDC believes that the most flexible solutions will prove the most enduring.
UPDATE: On May 25, 2007, the President signed into law the SmallBusiness and Work Opportunity Tax Act of 2007 (P.L. 110-28). This legislation extends the WOTC Program through August 31, 2011. This Act and the Tax-Relief and Health Care Act of 2006 (P. L. 109-432) signed into law on December 20, 2006, amend certain target group definitions, intro duce new provisions that expand and streamline the WOTC Program, and make it easier for the business sector to participate. For example, P.L. 109-432 eliminated the Welfare-to-Work Tax Credit (WtWTC) by merging it into the WOTC and making the Long- term TANF Recipient another WOTC target group.
provides that an SBIC may structure an investment utilizing two pass-through entities to make an investment into an active business . The second exception identified in 107.720(b)(3) allows partnership SBICs with SBA prior approval to invest in a wholly owned passive business that in turn provides financing to an active smallbusiness only if a direct financing would cause its investors to incur Unrelated Business Taxable Income (UBTI). The second exception is commonly known as a blocker corporation. The current rule creates unnecessary complications in defining two exceptions and does not provide SBA with sufficient protections. SBA proposes to simplify the rule to allow a more flexible two pass-through entity structure but provides SBA certain protections to offset risks associated with passive investment structures. As part of the proposed rule, SBA will also make technical
businesses, creating the grounds through which small companies can grow and create jobs. Finally, this white paper shows how the experience of the federal government, by far the world’s largest buying organization, stands as a best practice for promoting smallbusiness that can be readily emulated not just by other governmental agencies, but by private sector firms as well.
The smallest businesses and their employees pay an average of 18% more than bigger companies pay for the same policy. About half of America’s 46 million uninsured are smallbusiness owners and their employees and their dependents.  Prior research and our survey suggest that the smallbusiness owners have interests and opin- ions that favor major reform overhauls to pres- ent policies, and that smallbusiness owners feel largely unheard in the health care debate.  Most lobbying groups, associations and Cham- bers of Commerce represent big and small busi- nesses. Few to none exclusively represent small and micro businesses. It is not surprising that the policies which focus on improving the plight of very small businesses and their employees are underrepresented when they do not align neatly with the interests of larger companies.
In 2012, wages in businesses with 50 or more employees were higher than those in small businesses over all major industry groupings. the largest wage gap was in construction, where large businesses paid nearly $22,000 more, on average, than those in smallbusiness. Another industry where there has historically been significant wage disparity is utilities and this was again the case in 2012, as employees working for small businesses earned close to $21,000 less per annum than those working for large utility companies. the smallest gap was for workers in the trade industry (wholesale and retail), who earned just slightly less ($152) on an average annual basis than did their counterparts working for large businesses. For businesses of any size, employees in the accommodation and food sector earned the lowest wages, on average. the highest wage earners were in mining, oil and gas extraction. 7
Smallbusiness network administrators often try to combat different emerging threats by cobbling together separate point solutions, which leaves gaps in protection and introduce additional cost and complexity. In addition, because traditional UTM solutions are based on original equipment manufacturer (OEM) technologies, they can require complex policy creation to deploy. This complexity can increase deployment time and lead to a
as mentioned before, successful smallbusiness lending operations is a process, not a one-time event. the establishment of smallbusiness lending operations takes time and requires the involvement of the whole institution. moreover, the development and/or adaptation of processes, procedures, organizational set-up, mIS, It system, hiring and training of staff involves significant investments. therefore, the initial set-up should be tested on a small scale – in a pilot branch – before expanding it to the whole institution. we recommend starting in one or two branches and then adding a few more pilot branches in other cities or regions. moreover, starting with a pilot phase allows the institution to generate internal know-how so that staff who performs well during this phase can serve as multipliers for training the subsequent generations of small lending staff.
tier network approach, enrollees are protected from the higher costs that are likely when services are provided by non-Delta Dental dentists. Our smallbusiness program offers employers access to a variety of plan options often available only to large employers. These options include PPO plan designs that reimburse the dentist based on the PPO provider’s contracted fee both in- and out-of-network or the PPO plus Premier plan designs that will reimburse Delta Dental Premier dentists based on their contracted Premier fee.
The cyclical behavior of economy is a focus of re- search. Research has focused on the impacts economic cycles may have on businesses of different sizes. The recent recession has made it clear that businesses of all sizes are impacted by an economic downturn. However, there is no reason to believe that the impacts of a down- turn are identical on large and small businesses. If large and small businesses do react differently to downturns or expansions in economy, is there an explanation of these differences? This study focuses on the behavior of smallbusiness compared to large business, and tries to discern if there are differences in their activities related to cycli- cal changes in economy. Consequently, this study will attempt to isolate general cyclical relationships rather than focus narrowly on smallbusiness activity over the months of recession. The primary variable that will be studied is GDP by business size, overall and by industry. Other variables, that could be expected to show some differences in cyclical behavior, will also be examined. Several cyclical indicators will also be studied to see if they are helpful in providing insights to the cyclical changes in smallbusiness, or if they can be used to pro- vide indications of change in smallbusiness GDP.
Another topic smallbusiness leaders were asked about this year was how lowered oil prices have affected their businesses. Between June and December 2014, the price of oil fell by more than 40 percent. This survey was conducted from late January to early February of this year, giving respondents a chance to assess the price decline’s impact on their businesses over the previous six months. Overall, the positive effects far outweigh the negative. Although the percentage of higher-revenue companies negatively impacted is small, they are twice as likely to have experienced a negative impact as lower- revenue companies.
sample the new beers. P2 would come up with new wine blends, give each one an attention getting name, and introduce it through their wine tasting room. In addition, P2 would send an e-blast to everyone on their client list about the new wines. P2 would feature the new wines in upcoming wine tasting events. P3 would think of new pairings of food to go with his coffee bars. The latest pairing was coffee and waffles for morning meetings instead of the usual coffee and donuts. P4 built a successful business catering special events but decided to develop delicious new recipes for those who attended the events but had special diet requirements. P4 shared, “Most catering companies offer the option of a salad for those that could not eat the items that were on the regular menu at special events. I wanted those attendees to also enjoy my food.” Her new recipes were such a success that she offered the additional service of being a private chef for those clients with special dietary requirements. P5 continued to develop new recipes for his menu. P5 hired professional photographers to take pictures of the new items and updated his website to feature the new menu items. Every smallbusiness owner, in this study, designed new products based on his/her competencies or the competencies of employees. This data is in line with Armstrong’s (2013) findings that small businesses are better off if they maintain an inward focus for opportunities instead of an outward focus. Martini, Neirotti, and Appio (2017) emphasized that smallbusiness owners would not be able to implement either their internal or external innovative strategies if they did not already have a system in place to exploit employee creativity.
Indeed, if quialifiers and definitions of entrepreneurship have to be registered, perhaps the list will be very long, because the phenomenon has existed since the 17 th century (Andronov and Aleksandrova, 2003). Opinion on this issue was provided, in addition to the quoted classical economists, also by Marshall, Knight, Schumpeter, Thünen, Mises, Hayek, Kirzner, Axe, Kahn, Sokoloff, and others. The analysis of the various definitions proves that in each of them the focus of the point of view affects different essential characteristics of the phenomenon. The range is far too wide from the existence of unpredictable risk, according to Cantillon, to the formation of entrepreneurial income, focused by Say on the one hand, and on the other, the implementation of a particular type of personal behaviour commented by Schumpeter to the systematic investment in innovation, reflected by Kahn and Sokoloff (Andronov and Riskat, 1985). However, by summarizing a dozen definitions, it can be argued that entrepreneurial activity is a process of establishing an organization with a commercial purpose, which uses in its activity specific operations and certain resources at high risk to achieve fixed results (Draft, 2005). The other conviction that emerges from the critical review of entrepreneurial perceptions is that it can predominantly be almost identical to the attempts to discover features that acquire definitions of the smallbusiness. In other words, in most cases, a smallbusiness engine is the entrepreneurial spirit of the entrepreneur who implements his ideas in a high-risk market environment (Davidkov, 1993), taking into account a number of legal and moral constraints and hierarchical dependencies. The other concept, which is consolidated with the entrepreneurial concept and influences the development of the idea of a smallbusiness, is the entrance of the projects into the contemporary economic reality. Although being a much more recent one, the concept of projects and the development of project thinking generate a very serious economic effect, due to which the last years of the twentieth century can boldly be recognized as a
I am honored to present the first Department of Defense SmallBusiness Innovation Research (SBIR)/SmallBusiness Technology Transfer (STTR) Strategic Plan. Our strategy is focused on making quantum improvements to these programs that will shape and strengthen the “innovation capability” of the Department. These programs are well suited to this endeavor because they are the only DoD research programs focused on innovation, leveraging the extraordinary talent inherent in our smallbusiness industrial base and research institutions, and resourced at over one billion dollars per year. Though representing just a little more than 3% of