Small Business Resource Guide - Charleston Regional Business Journal

May 2 - 15, 2016

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SMALL BUSINESS RESOURCE

GUIDE

The Charleston Regional Business Journal presents a guide to help navigate the challenges of starting, growing and moving your business to its next stage with information and expertise.

INSIDE: When is it the right

What are the goals,

Where can businesses

time to start, sell and

success and challenges

find capital, training and

close a business?

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of the Charleston SBDC? Page 16

workforce resources?

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Success of small business hinges on entrepreneur

By Ashley Heffernan

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definitely believe that funding is one of the top reasons that most ideas don’t become businesses, because people just do not know where they’re going to get the money from to do this.”

aheffernan@scbiznews.com

he path that a small business will take largely depends on the entrepreneur’s management and budgeting skills, according to two business consultants and a business broker in the Charleston area.

“Turning the dream into a reality is going to take time; it’s going to take a great deal of time,” Melanie Bias said.

“One of the things I preach to our clients is you have to have patience with this. Nothing in this process is quick and fast except your idea. But if you are really committed to doing this and stay the course, you will see benefit at the end of the road.”

As program director for the Women’s Business Center at the Center for Women in Charleston, Bias coaches those looking to start a business as well as those who are already in the thick of it.

She said entrepreneurs wanting to transform an idea into a business should be able to answer some key questions such as “Does your business provide a product or service that is needed in your community?” and

Launching

Before starting a business, entrepreneurs should answer some key questions such as “Does your business provide a product or service that is needed in your community?” (Photo/File)

“Why are you the right person to start this business?”

The entrepreneur needs to also consider how much money it will take to

launch the business.

“Make a list of people you know who would be willing to invest in you and your dream or vision,” Bias said. “I

Once a company has launched, the first two years in business are generally the most challenging because of cashflow issues. Bias said some entrepreneurs are not capable of reading balance sheets and financial statements or forecasting their sales and expenditures.

“That’s why, unfortunately, most businesses within the first two years fail — because they have a cash crunch, and much of that has to do with sometimes they’re just not familiar with what financial literacy or financial education means to the business,” she said.

If the business survives the first two years, generally the entrepreneur has learned to manage not only finances but also staff members.

Russell Long, president and owner of Change Innovations LLC in Charleston, coaches executives on leading and managing employees more effectively.

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He said many of his clients ask for help because good employees keep walking out the door.

Entrepreneurs “may be really good at selling whatever it is they have, but managing and interrelating with other people is a totally different skill set for a lot of them,” Long said. “They’re just used to going forth and doing things, and all of a sudden their key people are saying, ‘Well, where is he or she today, and why didn’t they talk to me?

I thought that’s what I was supposed to be doing.’”

Long said it’s often difficult for entrepreneurs to delegate tasks to employees, especially early on, because they lack trust in other people to do the work.

“They are just used to doing what they like to do, the way they do, when they want to do it,” Long said.

“If you’re going to have a staff, you have to learn to dance with them, and that’s a very difficult transition for some people. Some people just can’t do it.”

Reinventing

If successful, the business will eventually hit the five-year anniversary, marking the transition into another phase at which many business owners plateau, according to Bias.

A lot of excitement and energy sur-

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“That, oftentimes, is when you’ll find business owners at that five-year mark that have said ‘I’ve hit a brick wall. I don’t have new clients, or the rate at which new clients are coming to me is diminishing,” Melanie Bias program director, Women’s Business Center at the Center for Women

round the business within the first few years, but eventually customers begin looking for something new.

“That, oftentimes, is when you’ll find business owners at that five-year mark that have said ‘I’ve hit a brick wall. I don’t have new clients, or the rate at which new clients are coming to me is diminishing,’” Bias said.

To survive that storm, Bias suggests putting a huge emphasis on sales, marketing and rebranding or strengthening the brand.

The brand may have to be reworked multiple times every five years or so from then on out.

Selling

At some point, the business owner may decide it’s time to merge with another business, sell the business or

close it altogether.

If a merger or sale is on the table, Bias advises the owner to ask: “Has the business reached its fullest potential under my management or control?”

If the answer is yes, some continuing education in management or development may be the trick to advancing the business. It could also be time to let someone else take over.

Marc Williams, president and owner of Charleston Business Brokers, analyzes, values and packages businesses, then puts them on the market.

It’s imperative, he said, to have the company’s finances in order and have a compelling reason to sell.

Williams said he turns away about 60% of his prospective clients because they can’t provide clear and accurate financial records.

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“If you can’t prove it, you can’t sell it,” he said.

Most business owners claim they are selling their businesses because they want to “pursue other opportunities,” Williams said — but that doesn’t give the prospective buyer a lot of confidence. Compelling reasons, on the other hand, are retirement or health issues.

“People immediately understand that. They’re at 65 or 70 years old, and they want to retire,” Williams said. “So the question of ‘Why are you selling?’ then immediately goes by and isn’t in the buyer’s mind again as a factor.”

Closure

If the business can’t be sold or is no longer viable, Bias said many entrepreneurs will reluctantly choose to shutter the business.

“There are times when you started a business because it was a hot trend at that point in time, and 10 years later, it’s no longer trending,” she said. “There really is no use for the business anymore, and it becomes obsolete.

That really is the time to — if you’re not able to reform the business, not able to transition into a new market that is the new hot trend — then most of the owners will choose to close up stores.” cr bj

Reach staff writer Ashley Heffernan at 843-849-3144 or @AshleyBHeff on Twitter.

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Counselors at the Charleston Area Small Business Development Center help new companies craft business plans and existing businesses expand into new markets. (Photo/File)

Charleston SBDC helps launch, grow businesses

By Liz Segrist

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lsegrist@scbiznews.com

rowing up in Charleston, Gage Cooper always loved cycling.

He worked in bike shops throughout high school and college, and after graduating, he decided to open his own store on Daniel Island. But as a recent graduate in his mid-20s who had never owned a home, Cooper said he was worried about getting a loan to launch his business.

He had most of his business plan completed before walking into the Small Business Development Center’s offices in Charleston a few years ago. The SBDC counselors helped refine his plan and gave input into the financial side of running a business, such as taking out a $75,000 loan rather than $100,000.

“They really helped me to look at what was realistic and what I was guesstimating on. They gave me a better vision of true business expenses, including unforeseen expenses, getting a loan and the cost of doing business,” Cooper said. “I was thinking that I needed a lot more money than what I took out. They helped me crunch the numbers and make my operation leaner.”

Cooper opened Cooper River Cycles, a 1,725-square-foot bike and repair shop at 162 Seven Farms Drive on Daniel Island, in February 2015. He now employs three people.

The Charleston region’s Small Business Development Center provides coun-

seling services to new and existing businesses for free. It receives funding from the U.S. Small Business Administration and matching grants from the state, as well as private donations.

About 60% of the center’s clients are existing businesses; the rest are startups.

Each company has different needs, and the industries vary, according to Darrell Jones, the center’s new manager.

The Charleston area SBDC has assisted entrepreneurs in launching breweries, pizza shops, food trucks, furniture stores, defense contractors and manufacturing facilities, to name a few.

Jones said the center wants to create a long-term business relationship with each client to assist with the initial challenges of launching a business, as well as for unexpected challenges or opportunities to scale.

“I’m a former business owner, and I can tell you, once you get your doors open, there are other issues that pop up,” Jones said. “A lot of it is educating entrepreneurs. ... They need to understand the commitment they’re making, and it’s not just a commitment on their part, but on their families’ part.”

‘Can you make money on it?’

The Charleston area’s Small Business Development Center occupies several small offices on the third floor of a commercial building at 6296 Rivers Ave. in North Charleston.

Nearly every 15 minutes on a recent Friday afternoon, the phone rings — new

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clients pitching a business idea or existing clients setting up an appointment to talk strategy.

The Charleston SBDC has five counselors, each hailing from a different industry. Their areas of expertise are in exporting and manufacturing; financing; marketing; technology commercialization; and government contract procurement.

Entrepreneurs often need help creating a business plan, launching a website, defining their markets or finding a manufacturer for their products.

The counselors meet with these new-business clients to find out how far along they are in planning their business and what areas they need help in — securing financing, getting an entity established or setting up accounting, for example.

“We have to take them through the feasibility of the idea,” said Tom Lauria, the area manager from 2007 through 2015. “Yes, it’s a business idea, but can you make money on it and how much are you going to have to invest, and can you afford to invest that much in order to make money?”

Existing businesses sometimes come to the center because they want to grow revenues or expand into new markets but are unsure how to do so. Lauria said the center might help such businesses become eligible for government contracting or begin exporting to other markets.

Sometimes counselors work with those companies to develop their technology and intellectual property into a commercially viable product. Often it means helping them alter their business plan to offer services to a new market or make a slightly different product to meet an unforeseen need in the marketplace, Lauria said.

Other times, existing businesses come to the center when they are struggling

“It was helpful to have a knowledgeable resource, as well as another set of eyes on what we were doing. As many of their services are free, it saved quite a bit of money as we did not have to engage industry consultants or make unnecessary and expensive mistakes.”

Rebecca Ufkes president, UEC Electronics

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“Often, if a business is not doing well, they are not sure why, so we put together a business plan in retrospect and do an analysis to see where they are now and where they want to be,” Lauria said.

‘Save both time and money’

When Rebecca Ufkes was starting UEC Electronics in 1995, it was difficult to handle everything in-house while managing all aspects of the business, she said in an email.

“Achieving growth was also a challenge, as it involved continuously expanding into new industries, requiring

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us to navigate and quickly adapt to new markets. Protecting cash flow while doing this was always a priority,” Ufkes said.

Ufkes, UEC’s president, said she began working with the Charleston SBDC early on in building her company — a partnership that has continued over the past 20 years.

In the early days, SBDC counselors provided Ufkes with general business guidance, such as helping with the development of a marketing plan.

When UEC expanded into government contracting, Ufkes said she worked See SBDC, Page 18

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By the numbers

In 2015, the Charleston Area Small Business Development Center’s counselors: • Met with 521 clients.

• Helped create 32 businesses; created or retained 255 jobs.

• Assisted in the acquisition of $5.3 million in capital formation.

• Supported businesses in winning $1.4 billion in government contracts.

Source: Charleston Area Small Business Development Center

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with the SBDC to gain a better understanding of the regulatory and registration requirements, identify opportunities and submit compliant proposals.

“It was helpful to have a knowledgeable resource, as well as another set of eyes on what we were doing,” Ufkes said.

“As many of their services are free, it saved quite a bit of money as we did not have to engage industry consultants or make unnecessary and expensive mistakes.”

The Hanahan-based company, which performs contract engineering and manufacturing services for the defense, aerospace and industrial markets, now has 160 employees in four facilities in the Charleston region.

Over the years, Ufkes has also partici-

National recognition

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he U.S. Small Business Administration named the Charleston center the 2016 National SBDC Center of Excellence and Innovation, according to a news release.

The Charleston SBDC won the national award after being named the state winner out of 21 centers around South Carolina, as well as the winner for the Southeast region, which includes South Carolina, North Carolina, Florida, Georgia, Alabama, Mississippi, Tennessee and Kentucky.

Two centers serve the Charleston area: the main center at 6296 Rivers Ave., Suite 300, in North Charleston and the satellite center in room 256 of Bond Hall on The Citadel campus in downtown Charleston.

The SBDC provides services based on the needs of each specific client. For example, SBDC counselors collaborated with the Charleston Metro Chamber of Commerce to help build Mount Pleasant-based Multiplastics’ export strategy, which buoyed its

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pated in the Defense Department’s mentor program, Charleston Metro Chamber of Commerce’s Export Training Program and the Charleston Export Assistance Center-U.S. Commercial Services’ offerings. The firm has worked with the S.C. Manufacturing Extension Partnership, the SBA and the state Commerce Department.

“Engaging resources such as these can save both time and money,” Ufkes said. “It also can provide great networking opportunities and sometimes key referrals. The SBDC was able to make introductions to both potential customers, as well as to those who may be able to share relevant experiences.” cr bj

Reach staff writer Liz Segrist at 843-8493119 or @lizsegrist on Twitter. business in South America.

The center also helped the firm, a plastic manufacturer for aerospace, automotive, health care, outdoor power equipment and marine industries, become a certified woman-owned small business. The certification “has opened doors for us over the past three years,” said Jay Kramer, a business developer at Multiplastics, which has about 30 employees in an 86,000-squarefoot facility at 475 Long Point Road.

The statewide network of 21 SBDCs was founded in the 1970s to increase economic development.

“We are proud to be a vital resource for local small businesses, and we’re humbled to have been recognized on a national level for the success we’ve helped our clients achieve,” said Tom Lauria, who was the area manager from 2007 through 2015. “It’s a testament to the efforts of our team and the passion they show for the work they do that has allowed the center to earn this award.”

Innovation Hub connects tech companies across state

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Staff Report

he S.C. Department of Commerce Office of Innovation launched an online tool to provide support for the state’s knowledge-economy companies.

The S.C. Innovation Hub was created to give access to resources and facilitate connections between individuals and businesses in the technology sector. Registered users can post news items, events and other information, the Commerce Department said in a news release.

“Providing the support and infrastructure necessary for our entrepreneurial, technology-based companies to grow is critical to the future of our economy,” Commerce Secretary Bobby Hitt said in a news release. “This new Innovation Hub

allows those in this dynamic sector to engage with one another, advancing both their organizations and our state.”

The S.C. Innovation Hub also features a directory of technology companies and jobs in South Carolina. Users can register with a LinkedIn profile and participate in an online discussion forum.

“We know that business doesn’t sit still.

It’s constantly changing and evolving.

This new tool — a front door to companies working in the technology sector and the knowledge economy — fulfills many requests from the entrepreneurial community for a statewide resource, allowing these rapidly-growing firms to connect and help them succeed,” Hitt said. cr bj

S.C. Innovation Hub www.scinnovationhub.com

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Chambers offer local, statewide assistance

Several chambers of commerce support business and industry throughout the Charleston region, including activities such as networking events, economic development assistance and lobbying and policy advocacy efforts.

Berkeley Chamber of Commerce 1004 U.S. Highway 52 Moncks Corner, SC 29461 843-761-8238 berkeleysc.org/chamber Charleston Metro Chamber of Commerce 4500 Leeds Avenue, Suite 100 North Charleston, SC 29405 843-577-2510 www.charlestonchamber.net Greater Summerville/Dorchester County Chamber of Commerce 402 N. Main St. Summerville, SC 29483 843-873-2931 www.greatersummerville.org Sea Islands Chamber of Commerce 2817 Maybank Highway Johns Island, SC 29455 843-793-1234 www.seaislandschamber.org

Statewide chambers:

American Indian Chamber of Commerce of S.C. 496 Bramson Court, Suite 160 Mount Pleasant, SC 29464 843-224-4000 www.aiccsc.org S.C. African American Chamber of Commerce 4611 Hard Scrabble Road, Suite 313 Columbia, SC 29229 803-661-2977 www.scachamber.com S.C. Chamber of Commerce 1301 Gervais St. Columbia, SC 29201 803-799-4601 www.scchamber.net S.C. Hispanic Chamber of Commerce 714 Pettigru St. Greenville, SC 29601 864-643-7261 www.schcc.org S.C. Small Business Chamber of Commerce 1717 Gervais St. Columbia, SC 29201 803-252-5733 scsbc.org

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Small business employment In South Carolina, small businesses account for a large majority of all employers. A breakdown of each county shows how the work of small businesses ripple through the regional economy.

Greenville Employees: 33,938 % of all workers: 10.99%

Richland Employees: 25,311 % of all workers: 8.20%

Horry Employees: 21,976 % of all workers: 7.12% Berkeley Employees: 11,146 % of all workers: 3.61%

Dorchester Employees: 8,650 % of all workers: 2.80%

Charleston Employees: 33,229 % of all workers: 10.76% Source: U.S. Census Bureau

Business tax incentives across the Lowcountry

Fee-in-lieu of property tax

At 5%, South Carolina has one of the lowest corporate tax rates in the country. In addition, each county offers a package of tax credits, agreements and other tools to mitigate the tax burden on businesses.

All counties The following statewide incentives are available in every county in the Charleston region, though some counties in other parts of the state offer larger credits for some categories. Even existing businesses can qualify for some tax credits, depending on the time frame of a capital investment and job-creation.

Job-creation tax credits $1,500 per job for 5 years to offset state corporate income tax up to 50% for a minimum of 10 jobs created. $1,000 additional tax credit for companies located in an area designated as a multi-county industrial park. Companies can carry forward unused credits for up to 15 years.

Property tax abatement For companies investing more than $50,000 in capital investments in one year, a property tax reduction of 20% to 25% is available for up to five years to companies in specific industries: manufacturing, research and development, corporate headquarters or distribution and warehouse services.

Search for resources by county

sccommerce.com/sc-business-network/resource-finder

Companies can negotiate a fee-in-lieu of tax agreement to reduce and lock in a tax rate for property taxes. When certain benchmarks are met, the agreement can reduce a company’s property taxes on new investment or improvements.

Generally, fee-in-lieu of agreements are created for large-scale capital projects involving manufacturers or other companies building physical assets and hiring a significant number of workers. The agreements must be approved by county council.

Business licenses Charleston and Dorchester counties charge business license fees for companies operating outside of incorporated municipalities. Berkeley County, however, does not issue or require a business license.

Other statewide tax breaks The S.C. Commerce Department provides advice and assistance for companies looking to qualify for other tax breaks and incentives. Some specific tax breaks have been established to encourage industry-specific development, such as biomass, and for companies that locate a headquarters operation in the state. Programs also are available for training and for projects that involve costs associated with infrastructure.

Contact Commerce online at sccommerce.com or by phone at 803-737-0400.

Online resources for businesses The S.C. Commerce Department has an online tool for businesses to drill down into what they’re looking for by using a series of check boxes. The business resource finder contains a database of services and resources for all 46 of South Carolina’s counties. The free service can be accessed online and offers information that can be downloaded on topics such as business planning, training, licensing and permits, regulations, loan and grant programs in varying amounts, access to capital, product development, exports and imports, commercial real estate, incubators working with vendors and recruiting a workforce.

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Small business by the numbers

South Carolina’s small businesses represent 96.6% of the state’s employers, and they employed about half of the state’s workforce in 2012, according to the U.S. Census Bureau.

379,565 Small businesses operating in South Carolina.

75,238 Number of small businesses with employees

728,770 Number of workers employed by those small businesses. $40,308 Median income for self-employed individuals with an incorporated business.

Source: Small Business Administration, Office of Advocacy; U.S. Census Bureau

Startup Checklist

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The Small Business Administration offers a list of tips, reminders, steps and links for entrepreneurs starting a business. More information can be found online at www.sba.gov.

Your business, your plan Decide what kind of business you want, and write a business plan even if it’s just on a legal pad for your reference.

Different businesses have different requirements in South Carolina. Most businesses have to register with the S.C. Secretary of State depending on their legal structure, but retailers must register with the S.C. Department of Revenue for sales, use and accommodation taxes.

Other specific businesses and occupations require licenses, such as real estate agents, barbers and lawyers. If you’re going to sell alcohol, food or clothing, you’ll need special licenses from the S.C. Department of Labor, Licensing and Regulation.

Train yourself Get business assistance and training, which could include working in the kind of business you hope to operate. This will help you as you grow and decide to add employees to help you run your new enterprise. Also check with local technical colleges, universities and small business development centers for access to certifications and training.

Location, location, location Choose a business location by keeping in mind traffic patterns, your target clientele and the price of commercial real estate in your area. If you provide on-site services to customers, you might not need an expensive office with a high-traffic storefront, something that would be critical for retailers.

Cash and flow, your new best friends Finance your business by either bootstrapping the enterprise yourself, working with venture capital investors or applying for a small business loan.

Some entrepreneurs also select investors through personal networks such as friends and family. Get legal and accounting advice if you’re not sure which

direction to take.

Structuring your business Determine the legal structure of your business, which could include a limited liability company, sole proprietorship, general partnership, C corporation or other special structures. Also, get legal representation to register with the S.C. Secretary of State or other appropriate agency. While you’re at it, consult with an accountant and talk about how you’re going to handle payroll because you really don’t want to do it yourself.

DBA, your business Register a business name as a legal entity and secure your web domain even if you don’t expect a lot of online business. Customers generally look up a business on the internet before contacting them.

Feds require this Get a Tax Identification Number.

States require this Register for state and local taxes, and make sure you report your income on time and track your expenses.

Cities, counties require this Obtain business licenses and permits, and check with all the municipalities and counties where you’re going to do business. Check the zoning requirements for your type of business and location. Not all types of businesses are allowed in all parts of a city or county. Selecting the wrong zoning can be costly if you sign a lease you can’t use.

Don’t stop learning The Charleston area and South Carolina has a large number of organizations, agencies and nonprofits geared toward helping new businesses startup and existing businesses to thrive. See page 24 for a list.

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Business assistance organizations

Several area business development organizations and government agencies assist entrepreneurs and businesses with startup advice, access to business development expertise and other support services including site selection, commercial space and access to capital.

Berkeley-Charleston-Dorchester Council of Governments 1362 McMillan Ave., Suite 100 Charleston, SC 29405 843-529-0400 bcdcog.com Executive director: Ronald E. Mitchum Berkeley County Economic Development Department 1003 U.S. Highway 52 Moncks Corner, SC 29461 843-719-4175 www.berkeleymeansbusiness.com Executive director: Barry Jurs Charleston County Economic Development 4000 Faber Place Dr., Suite 200 North Charleston, SC 29405 843-958-4511 www.charlestoncountydevelopment.com Executive director: Steve Dykes Charleston Digital Corridor 475-A East Bay St. Charleston, SC 29403 843-724-3773 www.charlestondigitalcorridor.com Executive director: Ernest G. Andrade Charleston Local Development Corp.

75 Calhoun St., Third Floor Charleston, SC 29401 843-973-7298 www.charlestonldc.com Executive Director: Sharon A. Brennan

Charleston, SC 29407 843-973-7285 sccommunityloanfund.org Executive director: Michelle Mapp S.C. Association for Community Economic Development P.O. Box 20577, Charleston, SC 29413 843-579-9855 www.communitydevelopmentsc.org Executive director: Bernie Mazyck S.C. Department of Commerce 1201 Main St., Suite 1600 Columbia, SC 29201 803-737-0400 www.sccommerce.com Executive director: Bobby M. Hitt S.C. Economic Developers Association 1300 12th St. Columbia, SC 29202 803-929-0305 www.sceda.org S.C. Jobs - Economic Development Authority 1201 Main St., Suite 1600 Columbia, SC 29201 803-737-0268 www.scjeda.com Executive director: Harry A. Huntley SC Launch 645 Meeting St. Charleston, SC 29403 843-760-5896 www.sclaunch.org Executive director: Greg Hillman

Charleston Regional Development Alliance 4401 Belle Oaks Drive, Suite 420 North Charleston, SC 29405 843-767-9300 www.crda.org Executive director: David T. Ginn

SCORE Coastal Chapter 4045 Bridge View Dr. North Charleston, SC 29405 843-727-4778 charlestonsc.score.org

Dorchester County Economic Development 402 N. Main St. Summerville, SC 29483 843-875-9109 www.dorchesterforbusiness.com Executive director: John M. Truluck

S.C. Rural Development Council 1201 Main St., Suite 1600 Columbia, SC 29201 803-737-0400 www.sccommerce.com Executive director: Bobby M. Hitt

Lowcountry Local First 1630 Meeting Street Road, Building #2 Charleston, SC 29405 843-740-5444 lowcountrylocalfirst.org Executive director: Jamee Haley

SCRA 5300 International Blvd.

North Charleston, SC 29418 843-760-3200 www.scra.org Executive director: Chris Van Metre

Mount Pleasant Business Development Office 100 Ann Edwards Lane Mount Pleasant, SC 29464 843-884-8517 www.tompsc.com/index.aspx?NID=504 Business development officer: Amy L. Livingston

S.C. Small Business Development Center 256 Bond Hall, 171 Moultrie St. Charleston, SC 29409 843-953-6007 6296 Rivers Ave Suite 300 North Charleston, SC 29406 843-740-6160 www.scsbdc.com Executive Director: Michele Abraham

S.C. Community Loan Fund 1064 Gardner Road, Suite 302

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