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          A Home-Based Business Online


          March 9

           Sent to 4,370 subscribers

             Editor: Elena Fawkner
            Publisher: AHBBO Publishing
          Contact By Email


          IN THIS ISSUE

        1.     Welcome and Update from the Editor
        2.     Home-Based Business Idea of the Week - Property
        3.     Feature Article - Beyond Startup ... Are You Stunting
          the Growth of Your Home-Based Business?
        4.     Newsletter Publishing Tutorial - Part 7 - Long-Term
          Subscriber Generation
        5.     Pro-motion Column - Answers for the "Pro in Motion"
        6.     Freebies
        8.     This Week's Web Site Pick
        9.     Next Week in A Home-Based Business Online
        11.   Subscription Management
        13.   Contact Information

        1. Welcome and Update from the Editor

        Hello again and a warm welcome to all new subscribers!

        This week's AHBBO Newsletter Publishing Tutorial covers
        long-term subscriber generation and is, once again,
        available by autoresponder as well as at the AHBBO

        Also this week, visit the Freebies section (segment 6) for
        a wonderful new E-book from Merle of Merle's World
        fame (this week's website pick).  This is a new release and
        a very valuable addition to your E-book collection.

        Remember, this newsletter is for YOU! If you have comments
        or suggestions for topics you would like to see addressed,
        or would just like to share your experiences with other
        subscribers, I want to hear from you! Please send comments,
        questions and stories to Contact By Email

        2. Home-Based Business Idea of the Week - Property Manager

        If you've ever leased your property to tenants or leased a
        property from a landlord, then chances are you will have
        dealt with a property manager.  Strictly speaking, property
        managers deal with a vast range of property matters, but
        what is referred to here is managing, on behalf of landlords,
        residential properties.

        This type of property manager is usually found by contacting
        a real estate agency in your area when you are looking to
        list your property for rent or are searching for a property.  But,
        subject to local regulations in your area, there is no reason
        why a property manager needs to be attached to a real estate
        agency.  Of course, you will need to make sure that you
        comply with your state's licensing requirements for property
        managers (if any) but there is absolutely no reason why you
        can't set up your property management business right out of
        your home.

        Your clients will be landlords who seek the services of
        someone who can find tenants for their properties and manage
        the landlord/tenant relationship on their behalf.  This task
        is broader than it sounds and includes advertising properties for
        let, processing applications from prospective tenants (and this
        will include screening applicants by carrying out credit checks,
        verifying employment information, checking personal and business
        references and the like), preparing lease documentation (standard
        form contracts will usually be all that is required), collect security
        deposits and rents on their behalf, coordinate maintenance issues,
        arrange periodic inspections during the course of a tenancy,
        arrange for evictions if necessary and the like.

        You would typically receive income by way of commission
        calculated as a specified percentage of the monthly rent
        and you may also want to charge a letting fee equal to,
        say, one week's rent.

        Useful resources:

        => Sites

        Allied Real Estate School (Professional Property
        Management Course by correspondence)

        Home Management Network

        Landlord's Resource Center

        National Property Management Association, Inc.


        How to Start and Manage a Property Management Business
        by Jerre Lewis and Leslie Renn

        The Landlord's Handbook: A Complete Guide to Managing
        Small Residential Properties
        by Daniel Goodwin with Richard Rusdorf

        Property Management
        by Joseph DeCarlo

        These titles and many others are available online at
        Amazon.com (http://www.amazon.com) or Barnes and Noble


        There are many more ideas like this in AHBBO's Home
        Business Ideas page at
        and Online Business Ideas page at
        with more being added
        all the time.


        3. Feature Article - Beyond Startup ... Are You Stunting the
        Growth of Your Home-Based Business?
        By Elena Fawkner

        If you've left the corporate world to strike out on your own in
        your own home-based business, you'll be acutely aware that
        your financial success is up to you and you alone, perhaps
        for the first time in your life.  For obvious reasons, therefore,
        your home-based business is probably run on a shoestring.

        This means, of course, that you do everything.  Although you
        are now CEO, you are also secretary, marketing director,
        receptionist and gopher.  But hey, that's the way you like it,
        right?!  And when you're just starting out, let's face it, you
        don't have much of a choice anyway.

        But sooner or later, if you keep doing everything yourself you'll
        necessarily curtail the growth of your business.  It will grow to
        a certain point but no further because you're only one person
        and there are, after all, only 24 hours in a day.  Now, if you're
        satisfied with making a little money on the side, that's fine.
        But if your business is your only source of income, you must
        move beyond start-up if you are to become financially
        successful and avoid stunting the growth of your business.

        This article looks at the growth stages of a typical one-person
        home-based business and how to gradually grow your business
        without being run over in the process.


        => One-(Wo)Man Band

        As already stated, when you first start out, you do everything
        yourself.  you're both chief cook and bottle-washer.  And you
        can continue like this for quite some time because, initially,
        you are unlikely to be fully stretched.  This is exactly what
        you should be doing.

        This is NOT the time to go out and spend money with
        advertising agencies and hiring employees.  For so long as
        you CAN do everything yourself and everything that needs to
        be done is getting done, this is the most efficient use of your
        current resources.

        => don't Overcommit Yourself

        During this stage, however, it is important to be careful not
        to overcommit yourself.  You are a fledgling.  You must learn
        to fly like a sparrow before you can soar like an eagle.  So,
        when you first start out, underpromise and overdeliver.

        Also, don't embark on an aggressive marketing campaign
        until you have the business resources to satisfy the demand
        you will create.  Let your advertising grow in line with the
        growth of your business, the addition of employees and
        increased financial capacity.

        => Pay Yourself

        Be extremely careful of your pricing during this stage also.
        Make sure you include a wage for yourself in your overhead
        costs and add a realistic profit margin (say 15-20%).
        Remember, price equals costs plus profit margin.  Costs
        include direct, indirect and overhead costs.  For a more
        detailed treatment on pricing, read "Pricing Yourself to Get,
        and Stay In, Business" (* link below).

        => Profits Belong to Your Business

        Plough your profit back into your business.  This is most
        important.  This is where your funds for expansion during
        the next growth phase of your business come from.  NEVER
        use your business's profits to pay personal expenses.  This
        is what you pay yourself a wage for.  Your business's profit
        does not belong to you.  It belongs to your business.  There
        IS a difference!

        => Avoid Premature Expenditure

        During your shoestring days, look for lower-cost substitutes
        before incurring substantial expenditure.  For example, don't
        go out and buy a new fax machine, a new answering machine,
        a new photocopier.  Get one of those three in one jobs that
        sits on your desktop and only costs a few hundred dollars.

        Use a good accounting software program rather than hiring
        an accountant and hire from your family first if you need
        temporary help.  Another good idea is to negotiate with family
        members to take over some household chores you would
        normally do yourself to free your time to work on your business.
        This works especially well with pocket-money age children
        and teenagers.

        During times of temporary overload, hire temporary staff from
        a staffing agency if no family members or members of your
        social circle can do the job.

        => The Glass Ceiling

        After a while, somewhere between the one year and three
        year mark, you will notice that your business is beginning to
        stagnate.  At this point, you have stretched yourself and your
        resources as far as they can go.  You have hit the glass

        At this point, if you want your business to grow further, you
        will have to grow it.  It will not happen as part of an evolutionary
        process beyond this point.


        => Hire Permanent Employees

        The time to hire permanent employees is when you reach the
        point where you can't complete all tasks alone (or with the help
        of family members) and/or your time is worth more than it would
        cost to hire someone to complete your less complicated tasks.

        Before adding employees, carry out an inventory of the
        necessary tasks required to operate your business.  Once
        you've identified all necessary tasks, assign primary
        responsibility for each task to one person.  Although one
        person will be assigned more than one task, make sure no two
        people are assigned the same tasks.

        Also, make sure at least one other person knows how to do
        each task to cover yourself during times of staff shortages,
        whether due to temporary absence due to illness, or when an
        employee resigns and it takes you a while to find a replacement.

        Finally, and most importantly, when assigning tasks, assign
        yourself the tasks you do best.

        => Capital

        To grow beyond the start-up and initial growth phases, you will
        need capital to inject into your business.  Now this,
        unfortunately, is easier said than done.  Banks can be leery of
        entrepreneurial ventures and venture capital is not easy to
        obtain.  But, although obtaining borrowed capital is difficult, it
        is by no means impossible.  Here are the main sources of funds:

        * Banks

        Cultivate a good relationship with your banker.  The more he or
        she understands your business and knows you, the more
        likely it is that your application will be approved.  And this means
        more than just fronting up when you need money.  Keep your
        banker informed of all significant developments in your business
        and routinely provide copies of your annual business plans.

        Be prepared to demonstrate that your business is capable of
        generating cashflow and think about what collateral you have
        available to put up if necessary.

        * Venture Capital

        In addition to a solid business plan and track record, venture
        capital providers want to see that you understand your
        customers and how your business is a good fit with their
        needs.  So arm yourself with competitive intelligence and
        satisified customers as references.  Also, be prepared to
        show you have access to experienced management staff.
        These individuals need not be on your payroll but you should
        expect to show that you have a depth of experience and
        talent available to you at least in an advisory capacity.

        * Revenue Stream

        Instead of selling equity to raise capital, consider selling part
        of the revenue of the business.  In other words, investors
        advance loan capital and get repaid by way of a percentage
        of the sales of the business.  This preserves your equity in
        the business and is attractive to investors because they
        receive an immediate cash return.

        This method has the considerable advantage of avoiding
        securities laws (it is a loan rather than a sale of securities)
        but it is only viable for businesses with high margins and
        strong sales.

        * Angel Capital Electronic Network

        ACE-Net brings companies looking for capital together
        with angel investors.  You can find links to ACE-Net at
        http://www.sba.gov/ADVO .

        * Direct Public Offering

        If your business has a strong relationship with its constituents
        (employees, customers, vendors and community), consider
        selling stock via a direct public offering.

        Other miscellaneous sources of funding include 401(k) plans
        and provision of loan guarantees by family members or friends.

        => Work On the Business, Not In the Business

        The third and final point to note about breaking through the
        glass ceiling is that you must make the mental transition from
        working IN the business, to working ON the business.

        Until your business hit the glass ceiling, you were effectively
        working in the business, much as an employee would.  In this
        sense, the business was your job, a place to go to work.  But
        beyond the glass ceiling, your business becomes an entity
        unto itself.  It is no longer your "job" to work at the tasks that
        make up the business's operation.  Instead, your role is to
        work "on" the business as a separate entity, leaving the tasks
        to your paid employees.

        Hopefully you can see that shifting your perspective in this
        way is the key to the long-term growth of your business and
        the difference between true autonomy and indentured servitude.


        * To receive an autoresponder copy of the article "Pricing Yourself
        to Get, and Stay In, Business" send a blank email to


        4. Newsletter Publishing Tutorial - Part 7 - Building Your
        Subscriber Database II - Long-Term Subscriber Generation,
        Publicizing, Ad Swapping and Joint Venturing Your Way to
        Critical Mass

        In Part 5 of the AHBBO Newsletter Publishing Tutorial,
        we discussed how to generate your initial subscriber
        database.  In Part 7, we look at subscriber generation
        over the longer term.

        Part 7 is available by autoresponder.  To receive it, just
        send a blank email to .
        Alternatively, visit the A Home-Based Business Online
        website tutorial at .


        Next Week Part 8 - Administering Your Subscriber
        Database - Manual versus Automated


        Missed previous instalments? No problem! All instalments
        of the AHBBO Newsletter Publishing Tutorial are archived at
        the AHBBO website at

        5. Pro-motion - Answers for the "Pro in Motion"

        Q. You don't seem to get too excited about spam. How do you
        deal with it?

        A. That depends. I know that spam is a very real problem -
        especially for those who must pay for their online time in

        My ISP provides a way for clients to view the subject and return
        address of email before downloading it. Anything that is
        unwanted can then be deleted right on the server. If web
        hosting companies would get on the ball and provide this
        service, it could practically eliminate any value that spam has
        to the sender.

        Barring that (because I receive most email through my web host's
        servers) I simply let it come in and eliminate it before reading
        anything. It's easy enough to spot.

        Two situations will cause me to report a spammer. If (s)he has
        obviously harvested the email address from one of my web sites -
        or if (s)he has subscribed to my ezine, then proceeds to shower
        me with ads.

        Harvesting is unmistakable. It's never personalized and it may
        very well be sent to every email address posted on the web site
        so I receive several copies. Or - my email address isn't
        showing at all except in a full header.

        Since I make it a point to send a personal "Welcome" in addition
        to the autoresponse for new subscribers, I also recognize when
        someone subscribes to my ezine for the purpose of sending spam.
        I particularly watch the free email service addresses. I use a
        template for this so it doesn't eat up a lot of time, keeps me
        somewhat familiar with my subscribers and opens up lines of

        How do I report spam? Templates, again. I never bother to
        respond with the "Remove" instructions. Here's the process:

        1) Be sure it IS spam - and that you didn't invite this email in
        some way.

        2) Open the full header on the offending email.

        3) Forward the entire email - addressing it to "abuse@_______.
        Fill in the name of the ISP or free email service the email
        came from originally.

        4) In your message area, copy and paste from your template a
        short note stating that this email is spam and you trust it
        will be dealt with accordingly. One line is all it takes.

        Send it off and know it WILL be dealt with by the appropriate

        5) If the spam came through a domain name, go to the whois data
        base at: http://www.networksolutions.com/cgi-bin/whois/whois/
        Keep this address in your bookmarks.

        6) Note the web hosting company for the domain name. Send the
        forwarded email to abuse@ the web hosting company.
        I don't go nuts over spam simply because I decided long ago to
        use my energy for more productive things than trying to kill
        elephants with fly swatters. Little energy is expended through
        my "Delete" button. However, this reporting process takes only
        a few seconds and it gives me the satisfaction of knowing that
        I've taken out a few of them.

        * To submit questions to "Pro-motion"


        jl scott, ph.d., Author
        © 2017, All Rights Reserved
        This article may be reprinted with permission by including the
        following resource box:


        dr. jl scott is the Director of the International Association for
        Professionalism Online (IAPO) - and also
        the publisher of MONDAY MEMO! - the ezine dedicated to upgrading
        Professionalism on the Web. For your FREE subscription:



        6. Freebies
        -> Ebook - Secrets of Business In the New Millennium
            by Merle
            How to run your business easily and inexpensively using
            the 'Net.

        If you're new to A Home-Based Business Online, be sure to
        visit http://www.shelteredturtle.com/ for many more freebies.


        8. This Week's Web Site Pick - Merle's World


        An outstanding site full of free resources for webmasters.
        This site is definitely a "must bookmark", particularly the Web
        Master Resources section which contains links to some truly
        great free software downloads.


        9. Next Week in A Home-Based Business Online
        ->     Home Business Idea of the Week: Home Health Care Agency
        ->     Feature Article: Keeping It In The Family ... The Pros and
          the Cons
        ->     Newsletter Publishing Tutorial: Part 8 - Administering Your
          Subscriber Database - Manual versus Automated

        11. Subscription Management

        To SUBSCRIBE to this Newsletter

        To UNSUBSCRIBE from this Newsletter

        If you find this newsletter valuable, please forward it
        in its entirety to your friends, family and associates!

        13. Contact Information

        Elena Fawkner, Editor
        A Home-Based Business Online
        Contact By Email


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        All Rights Reserved

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