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These search terms have been highlighted:startoperatingsmallbusiness| |pic StartingaSmall EnterpriseStarting a Small EnterpriseTABLE OF CONTENTS| |Page||Introduction |||Why Be an Entrepreneur?|3||. . . .
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. |||Setting Up|||Choosing the Site/Location of Your Business |15 ||. . .
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………………………………. |||References|25 ||…………………………………………..|||……………………. ||IntroductionWhy Be an Entrepreneur?Entrepreneurship is a way of life.Being entrepreneurial means being ableto identify, start, and maintain a viable and profitable business,particularly a small enterprise.People spend most of their lives working for someone else.Some peopleeventually rise to positions of wealth and power, while the rest languishin unchallenging and low-paying jobs.On the other hand, there are aselect few who strike it out on their own; rather than work for others,they put up their own enterprise.You may ask: “Why should I risk my resources in an unpredictable businesswhen I could hold a stable job with a permanent tenure and an assurance ofa regular monthly income, without any risk?”In other words, why be anentrepreneur rather than an employee?Entrepreneurship has its own rewards, as well as its risks.Having yourown business has tremendous rewards, but be sure to weigh prospectivereturns against the potential risks and losses.||Rewards of Entrepreneurship.Have Unlimited Opportunity to Make Money – When you have your ownbusiness, you will most certainly have unlimited potential to earn money.How much money you earn depends on the time and effort you put into yourenterprise. Successful entrepreneurs have earned their wealth and prestigethrough hard work and by having the right product for the right market atthe right time..Be Your Own Boss – As sole proprietor of your business, you make thedecisions for your enterprise and take full responsibility for them.Thequality of these decisions will translate into either gain or loss for yourbusiness. Being your own boss means you are in control of your future.You have a better grasp of what you want to be.. Tap Your Creativity – A business usually starts out as an idea.Youwill have the opportunity to harness this creativity and turn your ideainto products and processes.. Overcome Challenges and Feel Fulfilled – Starting a business is by itselfan accomplishment.Running a business tests an entrepreneur’s capabilityin securing and managing resources.How well a business turns out dependson the owner’s ability to face challenges and overcome them.||Risks of Entrepreneurship.Risk of Failure – Small businesses are prone to risks and thepossibility of failure – a single wrong business decision can bring abusiness to bankruptcy.. Unpredictable Business Conditions – A small business is vulnerable tosudden changes in the business environment.In a fast-paced industry, asmall firm may not possess the financial capability nor the organizationalcapacity to respond adequately to new opportunities and their concomitantproblems..Long Hours of Work – A prospective entrepreneur must be ready to spendmost if not all his waking hours immersed in the business.Also, familytime and personal affairs may be jeopardized.. Unwanted or Unexpected Responsibilities – The entrepreneur may eventuallyfind himself saddled with management responsibilities he did not bargainfor.|Process Flow: Starting A Small Enterprise|Self-Analysis: Are You Entrepreneurial?Considering Other Factors Determining Your Product/ Service Line and Type of Business Writing a Business PlanDetermining Your Financial RequirementsSeeking Sources of CapitalChoosing the Site/Location of Your BusinessRegistering Your BusinessHiring/Training PersonnelGetting Your Business Started AnalysisAre You Entrepreneurial?A successful entrepreneur possesses key characteristics that help hisbusiness grow and thrive.Extensive research by the Small EnterpriseResearch and Development Foundation reveals 10 Personal EntrepreneurialCharacteristics (PECs) that lead to success. These are grouped into whatare called the Achievement Cluster, the Planning Cluster, and the PowerCluster. Take a look at what they are and try to identify yourentrepreneurial strengths and weaknesses.Achievement Cluster 1. Opportunity-seeking. Perceives and acts on new business opportunities. Seizes unusual opportunities to obtain financing, equipment, land,work, space, or assistance 2. Persistence. Takes repeated or different actions to overcome obstacles. Makes sacrifices or expends extraordinary effort to complete atask. Sticks to own judgement in the face of opposition ordisappointments 3. Commitment. Accepts full responsibility for problems encountered. Helps own employees to get the job done. Seeks to satisfy the customer 4. Risk-Taking. Takes moderate risks. Prefers situations involving moderate risks 5. Values Efficiency and Quality. Always strives to raise standards and aims for excellence. Strives to do things better, faster, and at lower costPlanning Cluster 6. Goal-Setting. Sets clear and specific short-term objectives. Sets clear and long-term goals 7. Information-Seeking. Personally seeks information on clients, suppliers, andcompetitors. Seeks experts to render business or technical advice. Uses contacts or information networks to obtain information 8. Systematic Planning and Monitoring. Develops logical, step-by-step plans to reach goals. Looks into alternatives. Monitors progress and switches to alternative strategies whennecessary to achieve goals 9. Persuasion and Networking. Uses deliberate strategies to influence or persuade others. Uses business and personal contacts to accomplish objectives10. Self-Confidence. Believes in self. Expresses confidence in own ability to complete a difficult task orto meet a challengeAdditional Factors to ConsiderYou were able to pinpoint the entrepreneurial characteristics you possessas well as those areas you need to improve on to be able to run yourbusiness smoothly. Tapping your entrepreneurial skills are well and good,but you also have other factors to consider: 1. Personal Interest – you must be genuinely interested in getting intobusiness 2. Knowledge/Talents – your skills and knowledge should be attuned toyour chosen line of business 3. Training/Work Experience – you must have at least background trainingor workexperience to help you run a business4. Government Support/Assistance Programs – find out the possibleassistance andsupport you can get from the government such asincentives, financing5.Rate of Growth of Business – consider market trends, businessgrowth, and market share 6. Other Considerations – also consider the return in terms of income,employment generation, services, and the likeDecision-Making / PlanningDetermining Your Product/Service LineYou can now focus on what specific type of product or service you want tosell. Some of the factors given for consideration will help you come upwith a great idea for a product – what specific field are you interestedin? Can you apply your skills or background work experience to thisfield? Provided below are the different types of product/service lines:Self-Analysis: Are You Entrepreneurial?Considering Other Factors Determining Your Product/ Service Line and Type of Business Writing a Business PlanDetermining Your Financial RequirementsSeeking Sources of CapitalChoosing the Site/Location of Your BusinessRegistering Your BusinessHiring/Training PersonnelGetting Your Business Started AnalysisAre You Entrepreneurial?A successful entrepreneur possesses key characteristics that help hisbusiness grow and thrive.Extensive research by the Small EnterpriseResearch and Development Foundation reveals 10 Personal EntrepreneurialCharacteristics (PECs) that lead to success. These are grouped into whatare called the Achievement Cluster, the Planning Cluster, and the PowerCluster. Take a look at what they are and try to identify yourentrepreneurial strengths and weaknesses.Achievement ClusterOpportunity-seeking. Perceives and acts on new business opportunities. Seizes unusual opportunities to obtain financing, equipment, land,work, space, or assistancePersistence. Takes repeated or different actions to overcome obstacles. Makes sacrifices or expends extraordinary effort to complete atask. Sticks to own judgement in the face of opposition ordisappointmentsCommitment. Accepts full responsibility for problems encountered. Helps own employees to get the job done. Seeks to satisfy the customerRisk-Taking. Takes moderate risks. Prefers situations involving moderate risksValues Efficiency and Quality. Always strives to raise standards and aims for excellence. Strives to do things better, faster, and at lower costPlanning ClusterGoal-Setting. Sets clear and specific short-term objectives. Sets clear and long-term goalsInformation-Seeking. Personally seeks information on clients, suppliers, andcompetitors. Seeks experts to render business or technical advice. Uses contacts or information networks to obtain informationSystematic Planning and Monitoring. Develops logical, step-by-step plans to reach goals. Looks into alternatives. Monitors progress and switches to alternative strategies whennecessary to achieve goalsPersuasion and Networking. Uses deliberate strategies to influence or persuade others. Uses business and personal contacts to accomplish objectivesSelf-Confidence. Believes in self. Expresses confidence in own ability to complete a difficult task orto meet a challengeAdditional Factors to ConsiderYou were able to pinpoint the entrepreneurial characteristics you possessas well as those areas you need to improve on to be able to run yourbusiness smoothly. Tapping your entrepreneurial skills are well and good,but you also have other factors to consider:Personal Interest – you must be genuinely interested in getting intobusinessKnowledge/Talents – your skills and knowledge should be attuned toyour chosen line of businessTraining/Work Experience – you must have at least background trainingor workexperience to help you run a business4. Government Support/Assistance Programs – find out the possibleassistance andsupport you can get from the government such asincentives, financing5.Rate of Growth of Business – consider market trends, businessgrowth, and market shareOther Considerations – also consider the return in terms of income,employment generation, services, and the likeDecision-Making / PlanningDetermining Your Product/Service LineYou can now focus on what specific type of product or service you want tosell. Some of the factors given for consideration will help you come upwith a great idea for a product – what specific field are you interestedin? Can you apply your skills or background work experience to thisfield? Provided below are the different types of product/service lines:Product Industries – You may choose to manufacture your own product,either forthe mass market or for specialized or individual demands. Cannedgoods, wooden or plastic toys, and ready-to-wear garments are examplesof goods produced for the mass market, while precision instruments forindustrial use of made-to-order furniture are examples of specializedproducts.Process Industries – You may decide to perform only one or twooperations in the total manufacturing process.If so, you are not,strictly speaking, a “manufacturer” but rather a “process”enterprise.The activities you perform can be initial operations onraw materials (milling, corrugating, sawing, or cutting), finaloperations (fishing, assembly, packing, or binding), or skilled orprecision operations (embroidery, testing, woodcarving).Subcontracting Industries – If you choose to be a subcontractor, youwill undertake subcontracting work for other industries, usuallybigger ones.Bigger industries sometimes subcontract the manufactureof components, supplies, or other specialized operations to smallershops because the quality required is not viable for their high-capacity operations.Many big companies also find subcontracting amore low-cost and faster way of manufacturing products.Also, youare assured of a market for your products.You can also avail oftechnical and financial assistance from thebig companies.One drawback of subcontracting, though, is that yourely on only one firm or two for your survival.Service Industries – You could choose to sell services.Serviceenterprises include repair and maintenance shops, printing and machineshops, and food catering establishments.Beauty parlors, dress andtailoring shops, recreation establishments (bowling alleys andbilliard halls), and entertainment enterprises (theaters, discos, andpub houses) are also considered service businesses.Although falling under the broad classification of a serviceenterprise, you may consider the trading business a fifth option.The most common type of trading enterprise is retailing.Types of Business According to OwnershipWould you want to run the business on your own, with a partner, or withmore people? Weigh the odds:|Forms of |Advantages|Disadvantages||Business | |||Single|Easy to set up|Demanding on owner’s ||Proprietorship |Decision-making|personal time||(one party)|left entirely|Growth limited by|||to owner|owner’s||| |financial means ||Partnership|- Relatively easy |-Any personal rifts||(at least two |to set up|||parties) |- Check and |between|||balance|partners may|||maintained with |dissolve|||two|partnership|||parties around |Equal profit sharing ||| |despite unequal ||| |attention and time||| |given by partners to ||| |business. ||Corporation|Maximum flexibility|Complicated setting-up||(at least five |for growth|process||parties) |Limited liability |Individual|||of individual|stockholders may have |||shareholders |limited influence on |||Greater room for|management|||professionalism in |Tendency to|||management|institutionalize a|||Is least likely to |bureaucracy|||dissolve||Writing a Business PlanAfter you have made the preliminary decisions, you can proceed to formulatea business plan. There is no such thing as an all-purpose business plan.You should write your business plan according to the unique factors andconditions of your enterprise.However, you will find it useful to writeand use a business plan along the broad guidelines suggested below:1. State Your Objectives. This section comes first in a business plan.You tell your reader who you are, what your business goals are, and whenyou expect these goals to be accomplished.If you are submitting yourplan to a bank, you may indicate how much you want to borrow and what youplan to do with the funds.||| Example of Stating Your Objectives: ||”Pretty in Pink” is an enterprise involved in the ||manufacturing and retailing of ready-to-wear ladies’||dresses.Its goals are: ||To start manufacturing and retailing by January 2000||To achieve profitability by January 2001||To seek adequate financing for the first 18 months of||operation|2. Describe the Business. This section gives background information onyour business and how it is currently doing:For a new business. Instead of a brief history, explain what the businesswill be, how the idea for your business was conceived, and how the businessis expected to develop.For an existing business. Provide the following information: business name,date and place of registration, when actual operations began, a briefhistory of your business, and names of owners, partners, or major investors3. Describe Your Products or Services. Give a detailed description of yourproducts or services so the reader gets a clear idea of what you areselling.Also give any applications or uses of your products that may notbe apparent.In this portion of your plan, you should also note the competitiveadvantages your product has over other similar products, as well asidentify the products you will be competing with.You should be able tostate your product’s advantages and disadvantages.4. Identify Your Potential Market – Determine who are your present orprojected customers and how many.Be as specific as possible.Are youselling to bookstores? A grocery store? A small ladies’ boutique? If youare selling to the general public, you may need to group potentialcustomers according to age, gender, income, education, and otherdemographic factors. You then ask yourself how you can make use of theinformation.If, for example, you know that your potential customers willlikely be children between three to ten, what does this tell you about yourlocation? Your advertising? Your prices?5. Identify Your Competitors – Rather than pose as threats to you, yourcompetition should drive you to do your best.Learn as much as you canabout them.Include the following information in your plan:Description of competitors – Identify businesses likely to become yourcompetitors. Name them.Size of Competitors – Determine your competitors’ assets and salesvolume.Profitability of Competitors – Which of your competitors are makingmoney? Which are losing, and by how much?Operating Methods – Determine the operating methods of each of yourmajor competitors in terms of pricing strategy; quality of productsand services; servicing, warranties, and packaging; methods of sellingand distribution channels; credit terms; location; advertising andpromotion; reputation; and inventory levels.Discuss only the itemsrelevant to your business.6. Consider Your Pricing Policy – In pricing your goods and services, allrelevant factors should be considered, like cost of production anddistribution as well as the degree of acceptance by the market.Anotherfactor to consider is the pricing structure of your competitors.Ofcourse, the aim of your pricing policy should be to set the price at alevel that maximizes profit in the long run.Determine Your Marketing Methods – Having a good product at areasonable priceis not enough. Your business plan must answer the following questions:How will you promote or advertise your business?How will you sell your product? Will you employ salespeople?What channels of distribution will you use to reach your customers?What do your customers think of your product? How can you improveyour image as an enterprise?Determine Your Key Personnel – Identify the key people in yourbusiness, includingyou as the owner and manager.If your business is a corporation, list thenames and addresses of all directors.If your business is a partnership,list the names and addresses of all the partners.Identify Your Material Requirements and Sources of Supply – List downwhatmaterials you will need and where you will get them.Include only directmaterials; office supplies and other indirect materials should not beincluded in the list.You should prepare a table for the materials. For each of them, state howmany suppliers there are, who your main supplier is, and why. Your readerswill see that you have carefully thought out who your best supplier willbe.Determine the Process and Equipment You Will Use to Manufacture YourProduct – Give a detailed explanation of your production process.Foreach step, explain the work done, as well as the equipment and materialsused.If you are presenting a complex process, include a diagram showingyour work-flow.Assign positions for the jobs that need to be done andestimate how many people you need to employ for each position.Set salaryrates, too.Prepare a Sales Forecast – Include a sales forecast that covers atleast two years ofoperation.For the first year, present your sales on a monthly basis.Present the forecast of the succeeding years on a yearly basis, andexplain how you arrived at the figures and at the assumptions on which theyare based.Prepare a Budget – In manufacturing, production costs of materials,labor, service,manufacturing overhead, and other components should be budgeted.Aservice business should budget operational costs.Sales costs shouldinclude selling and distribution, storage, discounts, advertising, andpromotion.General and administrative expenses include salaries, as wellas legal and accounting costs.Projections should be prepared every monthduring the first year of operation and every quarter for the second andthird years.Set Your Plan to Work – You are ready to set your plan to work.Itis time to raisefunds, obtain a license, purchase facilities and supplies, hire and trainpeople, and start operating. Remember that if you are to succeed, you mustbe prepared to work long hours and must be totally committed to yourbusiness. FinancingDetermining Your Financial RequirementsYou must now determine your financial needs and raise funds to meet theseneeds.You can begin a sari-sari store from your own personal savings.A garment factory, on the other hand, will require more elaboratearrangements for fund sourcing.Generally speaking, the financial requirements of a business may beclassified into Fixed Capital, Working Capital, and Pre-operating Capital.. Fixed Capital includes cost of land and building, or lease deposits ofthem; cost ofimproving the land or remodeling the building; machinery andequipment; furniture, furnishings, and fixtures. These are usually one-time expenses, meaning they are generally good for the duration ofyour business.. Working Capital is the reserve money you need to run the businessuntil it becomes self-supporting. This may take about one to sixmonths or even longer. You need working capital to purchase your rawmaterials, pay your workers, pay for transportation, telephone,electricity, and water bills.. Pre-Operating Capital includes money that you spend to register yourbusiness,acquire licenses for franchises, or pay a lawyer or a consultant. Inother words,this is money you spend before your business begins to operate.It is advisable to prepare a forecast that outlines all these capitalrequirements. Be sure that no significant item has been overlooked. Berealistic and do not underestimate your requirements. Provide forcontingencies and a margin of safety in estimating your capitalrequirements to avoid cost overruns later. Your capital should be enough tocover unexpected expenses. Observe the equipment and manpower requirementsof other business establishments. If in doubt, ask a knowledgeable friend,an accountant or consultant to see if your estimates are realistic or not.For simple business activities like small-scale trading or home-basedindustries, simple estimates or financial requirements, income and profitwould be sufficient. However, larger, more complex undertakings require amore in-depth study; this is called the project feasibility study.Banksusually require this for long-term loans.Seeking Sources of CapitalThe small businessman usually meets his initial requirements by dippinginto his own savings or investing his other assets. Loans from relativesand friends sometimes supplement his initial capital. Some of these loansare extended interest-free.External sources of funds are available if you know where to look.Organizations such as banks, venture capital corporations, and savings andloan associations make lending money their business. In addition, somegovernment institutions provide credit to small start-up enterprises atsubsidized interest rates and liberal terms.If you are looking for capital, you may first consider looking into yourown resources and the loan offerings of possible creditors:. Equity Capital is the amount of personal resources you – andpossibly your partner put in, plus the portion of the profits youplow back into the business.It also includes resources invested by other people into your company.Equity is a permanent part of your capital structure. As such, it doesnot have to be paid back. Nevertheless, as your company grows, youwill need to put in more equity or permanent capital.The small businessman may exhaust his own personal resources to getmore equity funds for the business. Personal life insurance policiesor other properties of value may be used in times of urgency. Friends,relatives, or other members of the community may also be persuaded toinvest in the business.. Creditors’ Equity. If you require financing from outside sources, youcan avail of theloan packages of financial institutions. These are:. Short-term loans. These loans are short-term financial obligations,usually lasting less than a year and normally self-liquidating. Theyare used to buy things that will generate funds for repayment of theloan. Some short-term loans (“clean loans”) are issued on an unsecuredbasis, which means they are made without collateral, since the bankrelies on your credit reputation.. Individual money lenders. Friends or relatives extend loans in the spiritofpakikisama or camaraderie. There are also unlicensed money lenders butbeware ofthose who charge usurious rates of interest, like the so-called “five-six operators”.. Non Government Organizations (NGOs). NGOs are fast becoming popularsourcesof credit. Through enterprise development projects implemented by privateand government finance institutions, these NGOs act as intermediary agentsin various lending programs. Lending packages are available depending onthe specific target beneficiaries of the individual programs. Theirinterest rates are usually lower than what banks offer. A review of yourfeasibility study and a credit investigation are customarily conducted.Most programs offer character loans and require minimum equityparticipation with little or no collateral. The organization closelymonitors and evaluates each business project. Beneficiaries of these PVOsare commonly micro and small entrepreneurs.. Special Lending Programs. Public and private agencies are confident ofthe strengthof small entrepreneurs, and have thus created programs that woulduplift their status.|Rules for Sound Financing||. A small businessman should know exactly what type of||capital he needs and how he can obtain it at the best||possible terms.If he borrows the capital, he must know ||exactly how to repay it.An entrepreneur must also know ||when to require financial expansion.||. The ideal debt-equity ratio of one’s capital structure||must be 40:60. This means that the debt or borrowed portion||of the total capital should be contributed by the owners’ ||equity.||A 40:60 ratio is considered ideal because it will allow the||firm to acquire more credit in the future when it is ready ||to expand. Most banks and other financial institutions lend||money only if the resulting debt-equity is 60:40 when the ||new (borrowed) money is infused into the business.||Therefore, it makes sense to limit borrowing. Otherwise,||one may be saddled with a heavy repayment burden.||. Fixed assets and working capital requirements during||normal operations must be financed from long-term sources ||(one year or longer). These sources are the owner’s equity ||and long-term loans or long-term liabilities. ||. Short-term requirements, like additional working capital ||needed during peak seasons (Christmas, rainy season,||school opening, etc.) should come from short-term sources, ||such as: trade credit (30 – 90 days); short-term bank loans||(from two to three months); pawnshops (three months); and ||friends and relatives. | Setting UpChoosing the Site/Location of Your BusinessFinding a site for your business is crucial. In the retail business, yoursales potential depends on your location. Like a tree, a store draws itsnourishment from the area around it. A storeowner is already half-successful if he sets up shop in a good place.You must also be able to recognize factors in some sites that aredetrimental to your business. Among these are: smoke, dust, disagreeableodors and noises, proximity to garages, hospitals, drinking places andsimilar establishments, poor sidewalks, and old, run-down buildings.|||Some guidelines to help you find a good location:||Know the population of the trading area. Is the||neighborhood starting to be run down? Is the population||moving away? Or is it new and on the way up? Determine the ||purchasing power of the population. Do they own cars? Big, ||affluent homes? ||||Study the competition – How many stores look prosperous in ||the area? How many look as though they are barely getting ||by? How many similar stores went out of business in this||area last year? How many new stores opened last year? What ||price line does competition carry? Pinpoint which stores ||will be your greatest competitors. If you intend to put up||a variety store, you may find it profitable to locate your ||store adjacent to that of your competitors’ because the||combined appeal of two or more similar stores creates||greater customer traffic.||||Study the location’s accessibility – See if the location is||accessible to your customers, employees and of course, to ||you. Ask yourself the following questions: How close is the||store to jeepney and bus, and other transport facilities? ||Are there adequate parking spaces near the store? Are the ||sidewalks in good repair? Is the street lighting good?|Registering Your BusinessA new small enterprise has to be registered in various governmentagencies. The complexity of registration varies according to the legalform of the business. A single proprietorship is the easiest to register,while a corporation requires more elaborate procedures.Registering with the Department of Trade and Industry (DTI)The DTI-NCR administers the registration of business names.If you are a single proprietor and your business is using a name other thanyour own name, that business name should be registered. Business nameregistration with the DTI is optional for partnerships and corporations.By registering your business name with the DTI, you are assured that noother entity may legally use your business name anywhere in thePhilippines. Register your Business Name at:Department of Trade and Industry – NCRGround floor, DTI Main Building361 Sen. Gil Puyat Ave., Makati Cityor at designated Satellite Registration Centers in selected cities in MetroManilaTel. No. 890-4854Steps:Obtain application forms (duplicate copy), preferred name slip, andindex card from the Information Desk and fill these up completely.Only the owner of the business is authorized to sign all the forms.Meet the following requirements (For Single Proprietorship):. Must be a Filipino citizen, at least 18 years old. Filipinos withnamessuggestive of alien nationality must submit proof of citizenship such asbirth certificate, PRC ID, voter’s ID, passport. If the applicant hasacquiredFilipino citizenship by naturalization, election, or by other meansprovided by law, he must submit proof of his Filipino citizenship such asI) naturalization certificate and oath of allegiance; or II) card issued bythe Bureau of Immigration and Deportation and affidavit of election or IDcard issued by the Bureau of Immigration and Deportation.. Must provide two recent passport-size picturesCertain types of business may have other requirements:. Service and repair shops. Real estate brokers. Dental/medical clinic/hospitals. Pawnshops. Manpower services. Engineering services. Architectural services.Other related services provided by professionals3.Proceed to the designated window for evaluationPay required fees at the cashier. Registration and Processing FeeSingle – P300Corporation/Partnership/Cooperative – P500A penalty of P100 is imposed if the BNRS certificate is not renewedbefore within the 3-month grace period from the certificate’sexpiration dateGet priority numberProceed to the waiting area and wait for your number to be called bythe examiners at Windows 1-10Business Name Certificate is released within 10-15 minutes uponapprovalRegistering with the Securities and Exchange Commission (SEC)The SEC is the government agency that gives the business enterprise itslegal personality.Only partnerships and corporations need to be registered with the SEC.Single proprietorships need not register.Register your business at:Securities and Exchange CommissionSEC Bldg., EDSA, Greenhills, Mandaluyong CityTel. No. 726-0931Basic Requirements of a PartnershipName Verification SlipArticles of Partnership3.Undertaking to Change Name4.Registration Data SheetIf it is a Limited Partnership, the word “Limited” is added to thename. Articles of limited partnership should always be under oath only(JURAT) and not acknowledged by the partners before a notary publicPartnerships need clearance from concerned government agenciesAdditional Requirements for a Partnership1. License of custom brokers for custom brokerage.2. For foreign partnerships:- Foreign Investment Agent Application Form- Proof of Inward Remittance of non-resident alien partner or affidavitmanifestingintention not to register investment with the Bangko Sentral ngPilipinas- If the document was signed abroad, it must be authenticated by thePhilippine Consular Office in the country it was executedRegistration Procedures:Secure name verification slip from the Records DivisionProceed to Cashier for payment of filing feeSubmit documents to the Receiving Unit of the Records SectionThe documents are then forwarded to the Company Registration andMonitoring Department (CRMD) and assigned to processorsTyping pool prepares Certificate of Registration and returns to aprocessor (or a lawyer) and Assistant Director for initialsDirector of the CRMD signs the Certificate of PartnershipThe certificate of registration is forwarded to the Releasing Unit ofthe Records Division (ground floor), where it may be claimed by theapplicant upon presentation of receipt as proof of payment of thefiling feeNotes:Applications of domestic corporations (stock) where subscribedcapital stock are paid in cash are forwarded by the Records Divisiondirectly to the Company Registration and Pre-Need Department (CRPD).Verified name is deemed unofficial unless approved by the Commission,i.e., after issuance of the certificate of incorporationFor businesses involving pre-need plans and commodity futures,clearance of the proposed corporate name from the Pre-need Departmentand Market Regulation department is required before verification ofthe name with the Records Division at the SEC Annex Bldg.The application for registration of non-stock corporations isprocessed solely by the CRPD.Application under the Foreign Investment Act of 1991 or those with morethan 40% foreign equity are processed first by CRMD before payment offiling fee.Registering with the Social Security System (SSS)An employer, or any person who uses the services of another person inbusiness,trade, industry or any undertaking must be registered with the SSS. Social,civic, professional, charitable and other non-profit organizations, whichhire the services of employees, are considered “employers.”Register at:Social Security System (SSS)SSS Bldg., East Avenue, Diliman, Quezon CityTel. Nos. 920-6401, 920-6446Email: emailprotectedSingle ProprietorshipsAn owner of a single proprietorship business may accomplish and submit SSSForms R-1 (Employer’s Data Record) and R-1A (Initial or Subsequent List ofEmployees).PartnershipsAny of the partners of a partnership firm should accomplish SSS Forms R-1and R-1A and submit these forms together with a photocopy of the Articlesof Partnership. The original copy of the Articles of Partnership must bepresented for authentication.CorporationsA corporation must accomplish SSS Forms R-1 and R-1A signed by itspresident or any of the corporate officers or incorporators. Submit theseforms together with the photocopy of the Articles of Incorporation. Theoriginal copy of the Articles of Incorporation must be presented to the SSSfor authentication.Registering with the Cooperative Development Authority (CDA)All cooperatives are required to register with the CDA as per Republic Act6938/6939.Register at:Cooperative Development Authority6F Benlor Bldg., 1184 Quezon Ave., Quezon CityTel. No. 373-6896Steps:Submit four copies of the Articles of CooperationSubmit four copies of the By-LawsSubmit four copies of the Economic Survey (feasibility study)Submit Bond Accountable Officers (Fidelity, Cash, or Surety)Capitalization not lower than P2,000 (depending on the activitiesregistered)Minimum members of at least 15Registering with the Bureau of Internal Revenue (BIR)Every business enterprise has to register with the BIR for taxationpurposes. Below are the steps to follow:Secure a permanent record file number of Tax Identification Number(TIN) from the BIR National Office in Diliman, Quezon CityRegister the business/trade name at the BIR office nearest you.Secure and file an application form, together with supporting papers,as follows:Mayor’s permitCertificate of Business Name Registration from the DTIArticles of Partnership or CorporationResidence CertificateSecure authority to print books of account, invoices, receipts, andother accounting records by filling up four copies of an applicationform. Attach four draft copies of the material to be printed as wellas a copy of the job order.Register book of accounts, invoices, receipts, etc.Registering with the Department of Labor and Employment (DOLE)Business establishments with five or more employees are encouraged toregister with DOLE, the agency which monitors compliance with labor laws.Registration is mandatory for firms which employ 50 or more workers.The Bureau of Local Employment administers the registration ofestablishments. To register, secure and fill up a registration form.Corporations are required to attach a photostat copy of the SEC Certificateof Registration.Registering with the Local GovernmentAll businesses, whatever the legal form, are required to secure a mayor’spermit or municipal license from the municipality or city where they arelocated. Various cities and municipalities have different registrationprocedures, but the following steps prescribed in Quezon City would betypical:Go to the Business Permit and Licensing Office of Quezon City Hall.Secure an application form from the Public Assistance OfficeSubmit three copies of the form together with a simple sketch of yourbusiness location. Support application with a Certificate of Business NameRegistration from the DTI-NCR if you are using a firm name. A partnership or corporation must submit the correspondingArticles ofPartnership or Incorporation duly registered with the SECtogether with a photostat copy of the Certificate of Registration with the SEC andthe current class “C” certificate in the case of corporationsProceed to the City Treasurer’s Office for any payments to be made.Present Mayor’s Permit for issuance of municipal licensesBusiness establishments are required to exhibit the mayor’s permitconspicuously in the business establishment.Registering with Other AgenciesDepending on the type of products they manufacture or handle and on theirmarket orientation, certain firms are required by law to register withother government agencies:|Bureau of Food and Drugs |For manufacturers ||(BFAD) |of drugs,||Philinvest Corporate|cosmetics, and||Center, Alabang,|food products||Muntinlupa|||Tel. No. 807-0721/ Fax No.|||807-0751|||Email: emailprotected|||Garments and Textile|For all||Export Board (GTEB) |manufacturers of ||4/F, New Solid Bldg., 357 |garments and||Sen. Gil Puyat Ave. Makati|textile for ||City|exports.||Tel No. 890-4810/ Fax No. |||890-4653|||Email: emailprotected|||National Food Authority – |For rice, corn,||Regulatory Division |and flour dealers.||10th flr., Matimyas |||Building, E. Rodriguez|||Sr., Quezon City|||Tel. 712-1719 / 712-1705 ||| |||Fiber Industry Development|For processors and||Authority|traders of fibers ||Asiatrust Bank, Annex|and fiber||Bldg., |products.||1424 Quezon Avenue, Quezon|||City|||Tel. 373-7489 / 373-9241 |||Bureau of Fisheries and|For those engaged ||Aquatic Resources (BFAR) |in the export of ||Arcadia Building, Quezon |fish and fish||Avenue, Quezon City |products and other||Tel. 372-5057 / 373-7452 |aquatic products. ||Bureau of Animal Industry |For exporters of ||(BAI)|animals and animal||Visayas Avenue, Quezon|by-products ||City|||Tel. 927-0971 / 926-8814 |||Bureau of Plant Industry |For exporters of ||(BPI)|plant and plant||San Andres, Malate, Manila|products|| |||Tel. 525-7857 / 524-0768 |||Bureau of Forest|For exporters of ||Development|forest products||FMB Building, Visayas|(e.g., logs,||Avenue, |lumber products, ||Diliman, Quezon City|plywood etc.)||Tel. 927-4788 / 925-2138 |||National Tobacco|For those engaged ||Administration|in the production ||NTA Bldg., Panay Ave.,|or export of||cor. Sct. Reyes St. Quezon|flue-cured ||City|Virginia-type||Tel. No. 374-3987/ |tobacco, Burley||374-2505|tobacco, and|| |Turkish/Oriental || |tobacco products. ||DTI- Bureau of Product|For commodity||Standards (BPS)|clearance for||3/F, Trade and Industry|producers, ||Bldg., 361 Sen. Gil Puyat |manufacturers or ||Ave., Makati City|exporters – their ||Tel. No. 890-4965/ |products will be ||890-4924|tested to ensure ||Fax No. 890-5131|that they meet||Email: emailprotected |established || |standards. ||National Subcontractors|For businesses||Exchange (SUBCONEX) DTI – |interested in||NCR|tie-ups with||12/F, Trafalgar Plaza, 105|export-oriented||H.V. dela Costa St. |firms as||Salcedo Village, Makati|sub-contractors/su||City|ppliers provided ||Tel. No. 811-8231 to 33|they fall under||Email: emailprotected |any of the || |following sectors:|| |garments and|| |handwoven fabrics,|| |gifts and|| |housewares, || |furniture and|| |fixtures, footwear|| |and leather goods,|| |fresh and|| |processed foods|| |and jewelry.||Intellectual Property|For firms that||Office (IPO) |want to register ||IPO Bldg., 351 Sen. Gil|their patents and ||Puyat Ave. Makati City|trademarks. ||Tel./Fax No. 890-4862;|||890-4942|||Email: emailprotected||| |||DTI – Bureau of Trade|For enterprises||Regulation and Consumer|engaged directly ||Protection (BTRCP) |or indirectly in ||2/F, Trade and Industry|the servicing,||Bldg., 361 Sen. Gil Puyat |repair or||Ave. Makati City|maintenance of||Tel. No. 896-5785; Fax.|vehicles, engines ||No. 890-4949 |and engineering||Email: |works, electrical ||emailprotected|components, || |electronics,|| |air-conditioning || |and refrigeration,|| |office machines|| |and data|| |processing, || |equipment, medical|| |and dental || |equipment. || |Technical|| |personnel (e.g., || |mechanics or|| |technicians) are || |also within the|| |scope of the|| |BTRCP.|Hiring/Training PersonnelYour workers are essential to your business. Remember that without workers,you cannot have a business. Even if you’re running a very small operation,you cannot expect to do everything yourself. As manager, you must see to itthat you have the right employees, and that you train them well, andmotivate them to do their very best at work.Know your employees’ rights:Equal Work Opportunities for All. Male and female employees are entitled toequal compensation as well as equal access to promotion and trainingopportunities. It is unlawful to discriminate against female employees. Itis also unlawful to hire a woman on condition that she should not getmarried, or to stipulate expressly or tacitly that a woman employee shallbe deemed dismissed if she gets married.Security of Tenure. Every employee shall be assured security of tenure. Noemployee can be dismissed from work except for a just or authorized cause,and only after due process.Work Days and Work Hours. Work Day refers to any day during which anemployee is regularly required to work. Hours of Work refer to all the timean employee renders actual work, or is required to be on duty or to be at aprescribed workplace. The normal hours of work in a day is eight hours.This includes breaks or rest period of less than one hour, but excludesmeal periods, which shall not be less than one hour.||Three types of LeavesService Incentive Leave (SIL) – an employee is entitled to a five-dayleave with pay after one year of service.Maternity Leave – the leave granted on the occasion of childbirth,abortion, or miscarriage of a female member of the SSS who has paid atleast three monthly contributions within the 12-month periodimmediately preceding her childbirth or miscarriage.Paternity Leave – a male employee can go on leave for seven days withfull pay when his legitimate spouse gives birth or suffers amiscarriage.Wage and Wage-Related Benefits. Wage is the amount paid to an employee inexchange for a task, piece of work, or service rendered to an employer.This includes overtime, night differential, rest day, holiday and 13thmonth pay. It also includes the fair and reasonable value of board,lodging, and other facilities customarily furnished by the employer.Safe Working Conditions. Employers must provide workers with every kind ofon-the-job protection against injury, sickness, or death through safe andhealthful working conditions.Rest Days and Holidays. Rest Day refers to any rest period of not lessthan 24 consecutive hours after not more than six consecutive work days.Holidays or Special Days are classified as such by law or declared bycompetent public authority, whether or not it falls on an employee’s WorkDay or Rest Day.Right to Self-Organization and Collective Bargaining. Every worker has aright to self-organization, i.e., form or join a legitimate worker’sorganization, association, or union of his choice free from interferencefrom the employer or from the government. Except for those classified asmanagerial or confidential, all employees may form or join unions forpurposes of collective bargaining and other legitimate concertedactivities. An employee is eligible for membership in an appropriate unionon the first day of his or her employment.Workers’ Participation and Tripartism. Workers have a right to participatein policy and decision-making processes in matters directly affecting them.They have a right to take part in tripartite activities with government andemployers’ organizations. Through their organizations, workers are entitledto representation in tripartite decision-making functions as defined bylaw, including fixing of wages and resolution of labor disputes.Getting Your Business StartedNow you can start your business. Remember that being an entrepreneur alsomeans you have a social responsibility to your employees and to thecommunity you serve. This means that you must pay decent wages, give yourcustomers their money’s worth, and compete fairly in the market.Keep in mind that business is uncertain. Not everything will go accordingto plan. When the unexpected happens, don’t blame other people, thegovernment, a poor business environment, or bad luck. Successfulentrepreneurs learn from their failures. Once you have made up your mind,have laid down your plans, and are determined to face the challenges ahead,you are ready to join the ranks. Welcome to the world of business!

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