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Coulee Courier - eNews for Coulee Bank Customers
Business eNews - Volume # 3 - Issue # 5
May 2010

How a Capital Gains Tax Break Could Get Cash to Startups


To motivate the well-off to funnel more of their cash into small businesses, should the federal government offer investors new tax breaks?

President Obama thinks so. He's thrown his support behind a proposal to eliminate capital gains taxes on investments made in 2010 and 2011 in qualifying small businesses. The House of Representatives has already passed the legislation; the Senate has yet to take it up.

"We should eliminate all capital gains taxes on small business investment so these folks can get the capital they need to grow and create jobs," Obama said at a February town hall meeting in Nashua, N.H. "That's particularly critical right now, because bank lending standards have tightened since the financial crisis and many small businesses are still struggling to get loans."

It's a message he's repeated often in recent months, and one that resonates with entrepreneurs: Nearly 60% of the 500 small business owners polled in February by PNC Financial Services Group think their business would benefit from the move.

Here's a look at what the tax break would do -- and who would benefit.

What qualifies: The tax break would apply only to individuals, such as the "angel" investors who take early stakes in fledgling, privately held companies.

"This does not help the banks, it does not help the institutional investors," says Brett Palmer, the president of the National Association of Small Business Investment Companies (SBIC), which are government-subsidized small business venture funds. "This really is highly limited as to who can get the benefits. But to those that are really specialized in small business, it is attractive."

To qualify for the tax break, a small business needs to be a C corporation (sorry, LLCs and S-corps) with assets of less than $50 million. Additional requirements rule out businesses in fields like accounting and law, farming, restaurant or hotel operations, and banking and financing. The tax break is really aimed at companies in fields with high jobs-growth potential, like manufacturing and technology.

Additionally, the investor must buy the stock at "original issue," meaning it's purchased directly from the company, and has to hold it for at least five years.

Running the numbers: "Capital gains" are the profits investors make when they sell an asset that has risen in value. They're taxed differently than earned income, often at a lower rate.

But like any tax law, this one has a few loopholes and exclusions.

In 1993, Congress amended the tax code to let small business investors exclude from their income the first half their profit on qualifying investments. With the capital gains tax rate then at 28%, that took the effective maximum tax rate on small business investment profits down to 14%.

Over the next decade, Congress slashed the capital-gains tax rate, cutting it from a maximum of 28% down to today's 15%. But small business stock was specifically excluded from those reductions and continued to be taxed at the higher rate. That virtually wiped out the tax advantages of the income exclusion, putting the effective tax rate of 14% on small business profits almost on par with the overall capital gains tax rate of 15%.

Last year's Recovery Act stimulus bumped up the exclusion rate: For investments made between Feb. 17, 2009, and Jan. 1, 2011 (and held until at least February 2014), investors can exclude 75% of their profits from their income, bringing the effective tax rate on any gains they make down to 7%.

"That has a little bit of teeth," says Laura Warren, a tax attorney at Pepper Hamilton in Philadelphia. "But they didn't fix the AMT problem.

"The alternative minimum tax (AMT) is a separate tax structure that aims to close loopholes by eliminating deductions for high-income filers. Most investors, especially angel investors, are subject to the AMT.

The proposal that President Obama backs -- the one that has made it halfway through Congress -- would temporarily raise the exclusion to 100% and protect the gains from AMT exposure.

Will it work? It's hard to find a small business that can directly trace an investment back to the favorable capital-gains treatment investors get. Those in the field say that's largely because the tax advantages in place now are so slight.

"On the [current tax breaks], I don't think I can track someone down and say 'this is what happened,'" says Palmer, president of the NASBIC.

He thinks that would change if the proposed full tax break on all small-business investment profits goes through: "With the 100% and the AMT fix, we would have a boatload.

"But will individual investors actually change their behavior and amp up their startup funding?

Mac Lewis, a partner with Minneapolis-based venture capital firm Sherpa Partners, hadn't heard of the proposed change. "I guess it didn't get much visibility," he says. "Getting the word out to entrepreneurs would be a good thing."

"There you have really stumbled on the issue -- it is very attractive, but confusing," says Marianne Hudson, the executive director of the Angel Capital Association. "It does sound very motivating to angels, but they are scratching their heads trying to figure out what it means. There is kind of a long list of rules that go with it.

"Still, if you dangle a tax credit, those with money will probably chase it.

"We are entering a very high tax environment for a very long time," Palmer notes. "The new tax regime is going to be affecting people's investment decisions going forward, because there are high taxes coming down the pike.

"And Warren likes the relative simplicity of the proposed new rules. "From the psychological perspective, there are no complications -- it is an easier sell, it is clean," she says. "You can explain to somebody in non-technical terms that they are not going to pay tax on the sale of small business stock.

"Those in the market say they're ready to open their wallets. Venture capitalist Lewis thinks the tax break could "motivate people to become angel investors who wouldn't otherwise have made that investment."

"I look at it as nice, a great thing that might improve the amount of capital somewhat going into early-stage capital investing," says Liddy Karter, managing director of Karter Capital, a venture capital advisory firm in Connecticut.

But Karter was quick to cite the rub on capital-gains tax breaks: They only matter if you hit the jackpot. A typical angel investor turns a profit on just one deal in 10.

"I would prefer to see something that is a bit more frontloaded, because frankly, so many of our investments don't come out making money," she says.



Time to Reset Your Business?


We recently heard about a dentist offering Botox injections as a way to jumpstart his recession-weary dental practice and a tanning salon offering teeth whitening. Dentists offering to tighten your smile and tanning salons offering to whiten it? What's going on here? Increasingly, business owners are starting new product and service lines in a desperate attempt to pick up much-needed revenue.

However, that extra revenue may come at too steep a price. Let's take the Botox-pushing dentist. He has to train his staff to deliver a new service, buy the necessary equipment and get certified to perform cosmetic treatments. All of that sucks cash and time out of his dental practice.

We understand the knee-jerk reaction to survive a recession by offering more, but just as curling up and falling asleep feels natural in the late stages of hypothermia, it's exactly the wrong thing to do.

If you're tempted to grasp for revenue by offering something outside your core product or service, it may be time to hit the reset button on your business. Resetting is a bold move designed to return you to the reason you started your business in the first place: more freedom, more control over your time and fewer headaches. It's a rebirth of sorts that requires a strong stomach—but the payoff is a smarter, more valuable business.

Ready to hit the reset button on your business? Follow the four steps below:

Reset Step 1: Pick a single scalable product or service. Winnow down your offerings to focus on a product or service that you could easily sell large volumes of, in a cost-efficient manner. It should be teachable to employees, valuable to customers and recurring (think razor blades, not razors; toner cartridges, not printers).

Jim Hindman picked oil changes when he looked at typical auto-service centers for what was scalable. He founded Jiffy Lube and built a business (sold to Penzoil in 1990 for $43.5 million) offering oil changes, which he could train high school kids to do, and convinced customers to come back every three months to prolong the life of their car.

Reset Step 2: Get cash flowing. The next step is to charge for your single scalable product or service upfront, a smart way to reduce your cash-flow worries. Think about it: A magazine publisher charges you for your subscription before delivering a single copy; Dell Inc. processes your credit card and then orders the parts needed to build your computer; wine clubs collect your $200 annual membership fee before the first of your bimonthly bottles is shipped.

Think it won't work in your industry? Remember, in Step 1, you chose to focus on a product or service that is valuable and recurring. Having a sticky product gives you more leverage in your relationships with customers, which allows you more leeway to dictate payment terms. Getting some or all of your money upfront gives you the cash and confidence to say "no" to customers who ask for things outside of that scalable product or service.

Reset Step 3: Fire yourself. Once you have picked a product or service that scales and cash is starting to flow, you need to replace yourself as your company's best salesperson.

If you have tried and failed to find good sales people in the past, try again. Salespeople struggle if you thrash around grasping for new product lines or if you tailor your solution every time a customer asks for something different. All of that zigzagging and customization undermines your staff as they try to keep up with you. Professional salespeople thrive on repetition. And give your product or service a consistent name and price, as Proctor & Gamble Co., for instance, does with Tide detergent.

Reset Step 4: Start saying no. Once you have salespeople charging upfront for your scalable product or service, it's time to stop selling anything else. That may seem counterintuitive in a recession, but it is not until you stop offering other things that your staff will become experts at both delivering and selling what you offer. This expertise will earn you the label of specialist and win you more referrals. The School Photography Co. in Danbury, England, doesn't dabble in wedding or baby shots—just school photographs. It has earned a reputation for getting kids to assemble, smile for the camera and then return to class quickly. As a result, the company has a loyal following among headmasters.

The Upside of a Reset

With salespeople selling, cash flowing, staff becoming experts and customer complaints going down as a result, you may just find your business a whole lot more fun to run.

Is it time to hit your reset button?



High Flyers: Top 50 Women Led Companies


A supply-chain management company from Edison, N.J., has been ranked the No. 1 fastest-growing women-led company in the U.S., according to an annual ranking by trade group Women Presidents' Organization.

Argent Associates Inc., which specializes in the telecommunications industry, posted $115 million in annual revenues in 2009, a jump from $9.2 million in 2007. Founder Beatriz Manetta attributes the growth spurt, noteworthy in an otherwise stagnant economy, to an increase in clients' imports from China and India that are assembled in her warehouses.

WPO, a trade group for multimillion-dollar women-owned businesses, determined its third annual Top 50 Fastest-Growing Women-Led Companies list using a formula that combines percentage revenue growth and absolute growth. To be eligible for the list, companies must be privately owned, women-owned or led, and have generated at least $2 million by year-end 2009, among other criteria. About 400 companies applied for inclusion on the list.

Marsha Firestone, WPO's founder and president, says the group began compiling the rankings three years ago in an effort to dispel the notion that female-led companies are primarily mom-and-pop operations in "retail, cookie-making or crafts." Most on the list are business-to-business companies, many in traditionally male-dominated fields such as transportation, construction, manufacturing and distributing, she says.

Two companies cleared $200 million in annual revenues, the most of any on the list. No. 3, Artech Information Systems LLC, a Cedar Knolls, N.J., provider of information technology and project-management services to corporate clients, is run by Ranjini Poddar. No. 5, TransPerfect Translations International Inc., a New York provider of language services, is led by Elizabeth Elting.

The list comes at a time when women-owned firms have grown in number but still lag behind male counterparts in terms of revenue. The number of female-owned companies grew 125% between 1982 and 2002, and women currently own 10.1 million firms or about 40% of all private companies in the U.S., according to the Center for Women's Business Research. Only 3% of all women-owned firms have revenues of $1 million or more, compared with 6% of men-owned firms, the center estimates.

Female entrepreneurs may not grow companies to as high a level as men because of an inability to access funding, especially venture capital; a lack of female role models; and, possibly, persistent stereotypes that they lack financial know-how or business expertise, the center and other groups have theorized.

Ms. Manetta, from No. 1 Argent Associates, says over the years she's run up against clients who were taken aback or treated her differently because of her gender.

"It's been predominately a male industry – telecom and warehousing and supply chain – so do they always take you seriously? No," she says. "Sometimes you have to have a strong stomach."

But she's found that networking, tapping her contacts and displaying her expertise have helped her make inroads. "You have to be persistent and you have to do your homework," says Ms. Manetta, who had two decades of corporate experience before starting her own business. At the end of the day, "people will do business with people they like."

On average, companies on the Top 50 list grew by more than $30 million in revenue between 2005 and 2009; posted revenue of $45 million in 2009; and employ nearly 140 workers. A diverse group of industries, from medical staffing to security patrol services to ecological restoration, are represented.

Women "are an overall player in the economy," Ms. Firestone says. "They contribute to the tax base and to employment, and we need to give them due recognition."

See the complete list of the Top 50 Fastest-Growing Women-Led Companies



Benefits of Direct Deposit


Direct Deposit is simple.

  •  You don't have to go to the bank to deposit checks.
  •  Your money is automatically deposited into your account on time, every time - and you don't have to be at work - or even in town!
Direct Deposit is safe.
  • Direct Deposit payments never get lost.
  • Direct Deposit is confidential.  Money is transferred electronically and passes through fewer hands than a check.
  • Almost 85% of identity theft starts with someone seeing your personal financial information on a paper check, billing statement, or bank account statement. Once electronic payments are set up, the money travels electronically, greatly reducing the number of people who see your personal information.
Direct Deposit is smart.
  • Direct Deposit gives you access to your money earlier than check deposits. There is no waiting for checks to clear.
  • Direct Deposit puts you in charge of your money.  Financial planners recommend Direct Deposit as one step towards gaining control of your finances.
  • With Direct Deposit, you decide how to divide your pay among your accounts and it will be done automatically.
  • Employers will issue a payment summary every deposit that will look much like your paycheck stub looks today. It will show your deductions for taxes, insurance, and other obligations, and will reflect the balance that was deposited into your account(s).
  • Your credit rating is one of your most valuable financial assets. About 35 percent of your FICO score is based on payment history, including detail on timely payments and late or missed payments. A late payment can stay on your report for up to seven years. Electronic payments ensure that you will never have another late or missed payment.
  • Direct Deposit is a smart way to help the environment. Each year, checks use more than 674 million gallons of fuel and add 3.6 million tons of CO2 to the environment as they travel through the payment cycle.






On October 3, 2008, FDIC deposit insurance temporarily increased from $100,000 to $250,000 per depositor through December 31, 2013. For more information please contact Coulee Bank or visit www.fdic.gov.

Beginning July 1, 2010 Coulee Bank will no longer participate in the FDIC’s Transaction Account Guarantee Program. Thus, after June 30, 2010, funds held in non-interest bearing transaction accounts will no longer be guaranteed in full under the Transaction Account Guarantee Program, but will be insured up to $250,000 under the FDIC’s general deposit insurance rules.

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