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Obama Visits Tastee Sub Shop to Talk up his Small Biz Agenda

As a way to promote his small business agenda, President Obama visited the Tastee Sub Shop in Edison, New Jersey on July 28th, order half a #5 Super Sub to go, and talked business with Sub Shop co-owner Dave Thornton; Brian Bovio, owner of a family energy business; Rochelle Park restaurant owner Theo Mastorakos; and Tom and Catherine Horsburgh, owners of Ridgid Paper Tube Corporation in Wayne. President Obama is campaigning for passage of legislation that would provide $30 billion to community banks, allowing them to lend money to small businesses.   The independently owned Tastee Sub Shop was founded in 1963,  and is presumably well financed.  But according to the International Franchise Association, the franchise industry is expected to seek $10.1 billion in capital, while banks are expected to lend only $6.7 billion, leaving franchisers such as Marco’s Pizza to fill the financing gap, if they want to expand in an environment of tight bank credit.

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Posted by Rudofsky Associates on July 30, 2010
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NY State Creates $50 Million Loan Fund to Aid Small Businesses

New York State has put up $25 million, which when matched by private lending institutions, will create a $50 million loan fund intended to aid NY State small businesses blocked from access to traditional sources of credit, the 7/19/10 “Westchester County Business Journal” reported.  Successful applicants may use the funding for “working capital, acquisition and or improvement of real property, the acquisition of machinery and equipment, property improvement, or the refinancing of debt obligations.”  Business owners seeking more information on the program are encouraged to contact their regional Empire State Development office.

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Posted by Rudofsky Associates on July 22, 2010
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Credit Crunch Hitting Small Businesses Hard

Only half of small businesses that tried to borrow last year got all or most of what they needed, while in the mid-2000’s 80% got the loans they needed, according to the National Federation of Independent Businesses.   As reported  by Emily Maltby in the 6/21/2010 “Wall Street Journal,” possible explanations range from over-zealous bank examiners to small business owners turning more cautious in the face of a weak economy.  In mid-June, the House passed a $30 billion initiative for community banks to borrow from the government’s TARP fund at low rates, which may help stimulate small business lending, if and when the Senate passes the bill.

Even without passage of the initiative, “community banks are still lending,” notes Wharton lecturer and small business expert Robert Chalfin.  Community bank loans to small businesses are only down slightly in 2009 to about $680 billion outstanding, from about $700 billion in 2007, according to the Bureau of Labor Statistics and the American Bankers Association.

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Posted by Rudofsky Associates on July 15, 2010
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Taverna Kyclades is Doing Everything Right in Astoria

A recent visit to Taverna Kyclades, located at 33-07 Ditmars Boulevard in Astoria, Queens left me thinking that they may be the most profitable restaurant of its size I’ve ever seen.   From a business perspective, they seem to be doing everything right:

  • No Empty Tables – The food is delicious, the seafood is as fresh as can be, and the prices are very fair, which draws new and repeat customers from Queens, Manhattan and beyond.    Their “no reservations” policy lets  the hostess efficiently seat customers on a first come, first served basis, with no empty tables.  If you arrive after 5:15pm on most nights, plan to wait outside on the sidewalk, or stroll up and down Ditmars Boulevard, while you wait to get a call on your cell phone.
  • Doing More With Less – I would estimate that the dining area represents 75% of the restaurant’s square footage – maybe more considering they have summer seating in an enclosed area on part of the sidewalk. The kitchen turns out an amazing amount of food considering its size.  At 6:30pm on a weeknight, we had to wait to get glasses of water until the dishwasher was emptied, all of the clean glasses were already being used by other diners.  Taverna Kyclades bring in seafood fresh every day from the fish market, and they are located next to the Astoria “Farmer’s Market”, so they are probably working on no more than one day of inventory.  The restaurant is open 7 days per week, and an average of 11 hours per day.
  • Accurate Pricing – When I saw that the spinach pie was priced at $5.80, it showed me that someone at Taverna Kyclades really understands their costs, and is trying their best to make the product a great value for their customers.  Red Snapper, Sea Bass and Striped Bass are “Market Pricing,” which means the restaurant can offer them, and still not lose money when supplies are scarce.   Lunch specials are available, which guarantees that customers will start lining up pretty much at the noon opening.

Check out Taverna Kyclades next time you are near Astoria, you’ll love it!

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Posted by Rudofsky Associates on June 22, 2010
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Will Italian AP Exam be Reinstated?

The “Wall Street Journal” reported that Margaret Cuomo, sister of NY Attorney General Andrew Cuomo, is leading efforts to get the College Board to reinstate the Italian Advanced Placement, or AP exam, which it announced (in January, 2009) would be cut, “due to low numbers and financial losses.”

The College Board, or more formally the College Entrance Examination Board, is a not-for-profit organization representing 5,700 colleges whose mission statement reads as follow:   “To connect students to college success and opportunity. We are a not-for-profit membership organization committed to excellence and equity in education.”

According to a College Board spokeswoman, the Italian AP exam incurred cumulative losses of $1.5 million for the four years it was offered, the “WSJ” reported.  The number of students who took the exam was 1,600 in 2006, the first year it was offered, growing to 2,300 in its final year, but still short of the College Board’s target of 5,000 student test takers per year.  By way of comparison, in addition to the widely-taken Standard Achievement Test, or SAT, the College Board offers advanced placement tests.   Spanish is the most widely taken language AP test, with over 110,000 test takers in 2009.

The College Board charges students $86 to take an AP exam, so doing the math, and assuming that there were a total of 8,000 Italian AP exams administered over the four year period, it would seem that the College Board has pegged the four-year cost for the Italian AP program at approximately $2.2 million, or around $275 per exam administered.

It is hard not to be cynical about the decision to drop the Italian AP exam given the organization’s ample profits and investments.   The College Board’s 990 statement, which is available at Guidestar.org shows that for the fiscal year ended 6/30/2008, the non-profit College Board had revenues of $621 million, which exceeded expenses of $582 million by more than $39 million.

If the College Board had somehow come up with a way to cut back just 2% on the $17 million it spent for travel and the $10.7 million for “conferences, conventions and meetings” it could have used those savings to fund the loss incurred by the Italian AP exam.

Or looked at another way, the annual loss on the Italian AP exam was less than 1/10 of 1% of  The College Board’s combined cash on hand of nearly $58 million, and investments in securities of $317 million as of 6/30/2008.  Why exactly does a not-for-profit need to have $317 million of investment in securities and how is the College Board using those funds to advance its mission?

Maria Costa, an Italian teacher at Fiorello H. LaGuardia High School who had 44 students take the Italian AP exam last year called the situation a “bad soap opera,” the “WSJ” reported.   “In the end, it’s the kids who pay the price,” said Ms. Costa.

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Posted by Rudofsky Associates on May 13, 2010
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Why Businesses Go Bankrupt: Movie Gallery – The Sequel

Movie Gallery filed for bankruptcy on February 2, 2010,  announcing plans to close 760 stores. The company had previously filed for bankruptcy in October 2007, emerging from Chapter 11 in May 2008, with private equity firms Sopris Capital Advisors and Aspen Advisors as its primary owners.   Movie Gallery’s website is asking consumers with rented movies in their possession from stores that have closed to return them “in a reasonable time frame” to one of the 1,906  stores that will remain open.

Lessons Learned:  Movie Gallery’s first bankruptcy was attributable to the unmanageable debt they took on in their acquisition of competitor Hollywood Video for $1 billion in 2005. The second Movie Gallery bankruptcy is due to bad fundamentals for bricks and mortar movie rental locations – even worse than anticipated by the two private equity firms who took it out of its first bankruptcy.  (Retail movie rental is turning out to be such a weak business that market leader Blockbuster is once again at risk of bankruptcy. )  The private equity firms would have done better to put their money in shares of Netflix, which has increased from $39/share in May, 2008 to a current price of nearly $70/share.

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Posted by Rudofsky Associates on March 15, 2010
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Lehman Brothers Examiner’s Report Reveals Inaccurate Disclosure

The Lehman Brothers Bankruptcy Examiner’s report is out, and anyone interested in knowing more about the reasons behind the largest bankruptcy in U.S. history should at least take the time to read the Executive Summary.  Much of the initial press coverage has focused on Lehman’s use of “Repo 105″ transactions to reduce reported net leverage,  for example, from 13.9 to 12.1 for the end of the second quarter of 2008.   An even bigger gap between reality and what was reported to the public is noted just a page or two later in the Examiner’s Report:  “By Sept 12 [2008], two days after [Lehman] publicly reported a $41 billion liquidity pool, the pool actually contained less than $2 billion of readily monetizable assets.”  By understating its leverage, and overstating its liquidity, Lehman Brothers misled the rating agencies, government officials and the investing public.  The Examiner’s report is shining a much needed spotlight on what happened, and why, and may result informer Lehman officers being held accountable for their roles.

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Posted by Rudofsky Associates on March 14, 2010
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Long Live the Independent Bookstore

I got to visit the independent Northshire Bookstore, at 4869 Main Street, Manchester Center while on vacation with my family in Southern Vermont last month, and took the time to ask a member of their staff what they think has attributed to their successful 34-year run, counter to the long-term downward trend in independent bookstores.   Two things, she told me:  1) a great high-traffic location and 2) Vermonters really do support their locally-owned businesses.  In addition, I would add the following based on my visit: 3) great food and coffee, served right on the premises, 4) a knowledgeable staff making recommendations on titles, 5) frequent events, 6) and a terrific web presence, including a very robust website, an e-Newsletter, and followers on Facebook and Twitter.

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Posted by Rudofsky Associates on March 2, 2010
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“The Firms that Should be Borrowing Aren’t There”

A National Federation of Independent Business November ‘09 survey indicated that while one-third of respondents worry about weak sales, only 4 percent of small-business owners viewed financing as their top concern, and only 10 percent reported problems getting a loan.   “It has been 35 years since businesses were this reluctant to boost inventories or consider capital expenditures,” stated William Dunkelberg, the NFIB’s chief economist; “the firms that should be borrowing aren’t there.”  In a similar vein, Camden Fine, the CEO of the Independent Community Bankers of America told the “Washington Post” in December 2009 that community banks have got “plenty of money to lend,” and the problem was a lack of demand from business.

According to the Federal Deposit Insurance Corp., the volume of small business loans on banks’ balance sheets at the end of the second quarter of 2009 was $761 billion, down 2 percent from a year earlier.  While weakened and cautious banks are getting blamed by many journalists and politicians for cutting off credit to small businesses and delaying the nation’s economic recovery, the NFIB survey results suggest that cautious small business owners are also a major factor.

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Posted by Rudofsky Associates on February 7, 2010
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A Syllabus for Small Business

I was pleased to see an announcement that Goldman Sachs would put aside $500 million to seed “10,000 small businesses,” including $200 million for “practical business education and training programs.”

Goldman Sachs has established an advisory council to guide the investment, with Warren Buffet and Dr. Michael Porter of Harvard as co-chairs. In addition, the deans of both the Columbia Business School, and the Wharton School are members of the advisory council.

When I was attending Wharton, I took a course in Small Business Consulting, and as a course assignment, I was sent to help the owner of the Venice Spumoni company figure out how to expand into grocery stores. At age 22, I tried my best, but did not have a lot of experience to draw upon. I wish I could travel back in time, with what I’ve learned in the intervening thirty years; today that would be a run-of-the-mill consulting problem.

I’d be interested to know what the Goldman Sachs advisory council determines are the greatest learning needs for the 10,000 small businesses they intend to help educate, and seeing how their list compares to the learning needs I’ve witnessed. Specifically, I hope some of these items make their list:

* Decision making – too often business owners just “go with their gut” when making business decisions, when what they should be is determining the size of the opportunities, probability of success, cost to invest, return on investment if they succeed, and which course of action affords the best risk-return trade-off.

* Creating and tracking against plans – business owners should make it a point to create a solid budget at the start of each year, and then track against it monthly.

* Successful selling – something not typically taught at the leading business schools, but a key to success for every small business owner.

* Financial literacy – at two workshops I ran in November, only 10% tracked the gross margin of their small business – how much they earned on each in dollar of sales, in percentage terms, after covering their cost of goods sold. Setting the right gross margin target will inform subsequent pricing and product line decisions and help guide a business to a healthy level of profitability.

* Raising capital – With bank lending down, and equity funding also hard to get, this is obviously a critical skill in the current economy. Small business owners need to thoroughly understand the differences between debt and equity, which is right for businesses under varying circumstances, and how to tell their story in a compelling way to increase their chances of securing loans or investment capital. Comfort Restaurant in Hastings-on-Hudson, NY figured out an innovative way to raise capital for their recent expansion. (more…)

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Posted by Rudofsky Associates on December 18, 2009
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