Managing an Immigration Consulting Practice Course...

Managing an Immigration Consulting Practice Course

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Workbook

Version: 2018-002 Last Modified: October 29, 2018

©2018 Immigration Consultants of Canada Regulatory Council. No part of this publication may be used or reproduced in any manner whatsoever without the prior written permission of the Council, except in the case

of non-commercial use of brief quotations accompanied by proper citation.


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Table of Contents

Glossary of Terms ............................................................................................... 3

Module 1: Setting up an Immigration Consulting Practice and Maintaining Competency..………………….................................................................5

Module 2: Building Goodwill and Reputation .................................................. 17

Module 3: Group Presentations ....................................................................... 28

Appendices

Appendix A—Business Plan Outline Sample ..................................................... 33 Appendix B—Income and Expense Forecast Template .................................... 36 Appendix C—Cash Flow Budget Template ...................................................... 37 Appendix D—Quarterly Budget Analysis Template .......................................... 39 Appendix E—Profit and Loss (Income) Statement Template………………………...40 Appendix F—Five-Year Forecast Template ................................................. …….41 Appendix G—New Hire Checklist ..................................................................... 43 Appendix H—Getting Organized Checklist ....................................................... 44 Appendix I— Marketing Strategy Resource ...................................................... 45 Appendix J—Components of Multimedia Marketing Strategy ........................ 47 Appendix K—Marketing Strategy Checklist ...................................................... 50 Appendix L—Effective Immigration Consulting Practice Management Checklist ...................................................................................... 51 Appendix M—Resource List………………………………………………………………………....53


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Glossary of Terms

NOTE: The following terms are used in the Managing an Immigration Consulting Practice course materials and are defined below based on how they are used in the course. Accounting structures

The established procedures or methods (either manual or computerized) to collect, analyze, and present financial information for the purpose of managing the immigration consulting practice.

Brand The unique image created through design/sign/symbol/word that identifies an immigration consulting practice and distinguishes it from other immigration consulting practices.

Business model A description of the various parts of the immigration consulting practice and how they work together to earn the projected revenue.

Chargebacks (electronic commerce) The reversal of an electronic payment from a client to a member when the client disputes a transaction charged to his or her account.

Corporation An immigration consulting practice that meets certain legal requirements to be recognized as having a legal existence that is separate and distinct from its owner(s).

Direct labour The individuals who are directly involved in the delivery of the immigration service (e.g., member, employee, agent, etc.).

Goals The observable and measurable desired results for the immigration consulting practice, as set forth by the member. These results are often to be achieved within a defined period of time.

Mission statement A written declaration of the main purpose of the immigration consulting practice, which may also identify the member’s values, the targeted market/clientele, and the intended direction of the immigration consulting practice.

Niche market A specific group of people who are interested in a particular type of immigration service (e.g., corporate clients, etc.).

Overhead costs The indirect expenses incurred by the member as a result of operating the immigration consulting practice (e.g., insurance, membership dues, office expenses, rent, etc.). These costs do not vary based on number of clients or professional fee revenue.

Partnership An immigration consulting practice that is unincorporated (i.e., it does not have a legal

existence that is separate and distinct from its owners) and is owned by two or more members.

mailto:[email protected]

http://www.cbo-eco.ca/


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Sole proprietorship

An immigration consulting practice that is unincorporated (i.e., it does not have a legal existence that is separate and distinct from its owners) and is owned and operated by one member.

Values The beliefs held by the member as to what is important/unimportant and desirable/undesirable with respect to managing the immigration consulting practice.

Works consulted Cambridge University Press. (2015). In Cambridge Business English Dictionary online. Retrieved from

http://dictionary.cambridge.org/dictionary/business-english/ Law, J. (Ed.). (2009). In A Dictionary of Business and Management (5 ed). Oxford: Oxford University Press. Vijay, L. and BusinessDictionary.com. (2007-2011). In BusinessDictionary.com online. Retrieved from

http://www.businessdictionary.com/

http://dictionary.cambridge.org/dictionary/business-english/

http://www.gov.mb.ca/jec/emb/


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Module 1: Setting up an Immigration Consulting Practice and Maintaining Competency

ICCRC’s Requirements for Setting up an Immigration Consulting Practice

Instructions: Review the requirements for setting up an immigration consulting practice, as listed in the chart below, and indicate whether or not you have met each requirement by writing “Y” for yes, “N” for no, or “NA” for not applicable in the column labelled “Requirement Met? (Y/N/NA)”.

Requirement Reference Requirement Met?

(Y/N/NA)

Reporting to ICCRC 1. Provide ICCRC with business and residence addresses,

telephone numbers, email addresses, name of the employer and the official position(s) you occupy in your employment, and such other information as required by ICCRC and promptly notify ICCRC of any changes.

By-law 2017-1 (s.17.1)

2 Ensure that your business name complies with the Registration Guide and does not contain any of the prohibited language described therein.

Registration Guide (Section M)

3. E-mail the Registrar’s office ([email protected]) with the following client account information within fifteen (15) calendar days of opening/closing a client account: date of opening/closing, name and address of the financial institution, and account number.

Client Account Regulation (s.4.5.a)

4. E-mail the Registrar’s office ([email protected]) within fifteen (15) calendar days of appointing an agent with the name, contact details, and date of appointment for each agent you have appointed.

Agents Regulation (s.4.1- 4.4)

Professional Practice

5. Ensure that your agents and employees conduct themselves in accordance with the Code of Professional Ethics (Code) and relevant Regulations.

Code of Professional Ethics (A.6.3.1)

6. Ensure adequate supervision of employees and agents who have been assigned specific tasks.


7. Enter into an agent agreement with each appointed agent.

Agents Regulation (s.4.5)


http://www.cglcc.ca/


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(Y/N/NA) 8. Establish procedures for the handling of clients’

confidential information that ensures privacy and safekeeping.


9. Establish procedures for the handling of clients’ property that ensures safekeeping.

Client File Management Regulation (s.4.4.d)

10. Establish procedures and/or reminder systems to ensure that you meet all applicable deadlines.

Code of Professional Ethics (A.6.1.1.i)

11. Establish procedures for recording client property that ensures it is accounted for accurately.

Client File Management Regulation (s.5.3.a)

12. Establish procedures for returning client property that ensures it is returned promptly.

Client File Management Regulation (s.8.2)

13.

Prepare a retainer agreement which includes all of the mandatory components, as outlined in the Retainer Agreement Regulation.

Retainer Agreement Regulation (s. 4.2, 4.4)

14.

Ensure that all advertising is an accurate reflection of your services, qualifications, etc. and does not include false or misleading information.

Code of Professional Ethics (A.2.2.9.v-vi)

15. Establish procedures for recording all transactions made to the client account, reconciling the client account monthly, and listing the amount of client money held on behalf of each client.


16. Establish procedures for maintaining accurate and up-to-date client records for each client.

Client File Management Regulation (s.4.2)

17. Establish a client file management system with procedures for opening and maintaining active files; labeling and identifying client property; storing and easily retrieving active files and closed files; placing client property in safekeeping; and closing, retaining, destroying and disposing of closed files.

Client File Management Regulation (s.4.4.a-e)

Maintaining Membership

18.

Maintain errors and omissions insurance.



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(Y/N/NA) 19.

Open and maintain a client account.

Client Account Regulation (s.3.1)

20.

Complete a minimum of 16 Continuing Professional Development (CPD) hours annually.

Continuing Professional Development Regulation (s.4.1)

21.

Complete one mandatory Practice Management Education (PME) course within three (3) months of joining ICCRC and all other pre-existing mandatory courses within one year.

Practice Management Education Regulation (s.4.4)

22.

Pay annual membership dues promptly. By-law 2017-1 (s.18.4)

23.

Complete the annual/bi-annual compliance audit. Compliance Audit Regulation (s.4.1)

24.

Other

25.

Other


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Shared Experiences: Seeking and Giving Help What strategies might you use to seek help with your immigration consulting practice and to give help to other immigration consultants? Instructions: Listen to the shared experiences in the video and, in the space provided below, list 1-3

possible strategies you might use to seek help with your immigration consulting practice and to give

help to other immigration consultants.

Strategies for seeking help Strategies for giving help

1

2

3


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Shared Experiences: Business Plan and Budget Instructions: As you listen to the shared experiences in the video, identify and record (in the space provided below) the factors and details each member considered with respect to planning his/her business and budget.

Member Business Planning Budget

Chris Daw

Sylvie Bertrand


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Preparing a Business Plan: Factors for Consideration Instructions: Read the factors and clarifying questions below and indicate which factors may strengthen your business plan and/or planning process by placing a checkmark () in the column labelled “Add to Business Plan ()”.

Factor Questions to Consider Add to Business Plan ()

1. Determining specialty

What are your strengths? (e.g., knowledge, experience, competency, etc.)

What are the needs of your potential clients?

2. Determining “brand”

What does your immigration consulting practice provide?

What is the mission statement of your immigration consulting practice?

What are the values of your immigration consulting practice?

What are the goals of your immigration consulting practice?

How does your mission statement, values and goals relate to the service you provide?

3. Determining clientele

Who would:

Benefit from your service?

Relate to your “brand”?

Be available in the identified geographic market?

Conduct market research:

What are the needs of your clients?

How do they decide on a service?

Who/what influences their decisions?

How do they research a service?

Individual clients or corporate clients?

4. Understanding costs

What are the fixed expenses? (e.g., salaries, office expenses/supplies, telecommunications, rent, insurance, membership fees, etc.)

What are the variable expenses? (e.g., commissions/referrals, travel, advertising, taxes, bad debt, etc.)


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5. Establishing fees Can you explain your fee to yourself and to your client?

If you were the client, would your fee seem fair and reasonable to you?

How does your fee compare to others offering a similar service in your jurisdiction/market:

Greater than

Less than, or

The same?

Have you considered the following factors in establishing your fee:

Overhead expenses (e.g., rent, utilities, wages, etc.)

Disbursements

Client

Market

Volume of business

Experience

Direct labour

Jurisdiction

Specialty

Size of practice

6. Managing cash flow and finances ethically

What is your cash flow budget (i.e., estimate of timing and amount of cash in and out over a specific period)?

What are your cash flow variables? (e.g., service fee, overhead expenses, number of clients, government limitations, etc.)

7. Accepting cash/cheque/ Paypal™/ credit card

Do the pros outweigh the cons of accepting cash? Pros: immediate receipt of fee, reduced risk of fraud, eliminates third party fees Cons: may lose clients with cash only policy, increased liability with storing/transporting large sums of cash

Do the pros outweigh the cons of accepting cheque? Pros: convenient for client Cons: verifying personal cheques, bounced cheques, client may stop payment on a cheque


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Do the pros outweigh the cons of accepting Paypal™? Pros: convenient for member and client, easy to set up and use, low processing fees, creates invoices Cons: fees for chargebacks, extensive rules of use, difficult to unlock account, may be difficult to obtain assistance from Paypal™

Do the pros outweigh the cons of accepting credit card? Pros: most common method of payment, convenient for member and client Cons: increased risk of fraud, high processing fees

8. Determining work space

With respect to location, have you considered:

Personal factors – where do you want to be?

Economics – community (cost and purchasing power)

Competition

Government law and restrictions

Space – size, cost

Legalities – terms of lease, insurance coverage

Amenities – parking, traffic flow, accessibility, image of area

9. Hiring employees Do the people you hired possess the required skill sets and qualities?

In hiring these people, have you:

Set up payroll?

Provided training and ongoing supervision (in compliance with A.6.3.1 of the Code of Professional Ethics)?

Complied with employee health and safety laws in your jurisdiction?

Complied with employment standards in your jurisdiction?

As an employer, are you providing a fair wage?

As an employer, do you have a strategy to recruit and retain employees (e.g., providing financial/health/career benefits, career development opportunities, acknowledgement, proper tools/resources, work hour/location flexibility, etc.)?

10. Additional support people

Have you consulted with and engaged the necessary support people? Examples of support people:

Lawyer specializing in small business and contract law

Accountant advising on business plan, securing loans


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Bookkeeper assisting with recordkeeping and account reconciliation

Banker

Business coach

Consultants – computer systems, marketing, management, human resources

Web site designer

11. Gathering the right resources

What resources do you require upfront and long-term? Examples of resources:

Securing capital through grants/loans through resources such as: www.canadabusiness.ca, http://nacocanada.com/, business incubator, Industry Canada, Opportunities Fund, etc.

Acquiring office equipment

Software (e.g., word processing, spreadsheets, accounting package, security software, customer relationship management system, videoconferencing software, etc.)

12. Marketing costs What are your marketing costs? Examples of marketing costs:

Newspaper/directories advertisements

Brochures

Business cards

Website

Signage

Logo

Stationary

Facebook ads

13. Doing business abroad

Have you:

Studied the market abroad?

Conducted field research?

Learned the culture and customs?

Learned the law in that jurisdiction?

Considered the cultural context of your service and brand?

Appointed an agent, as needed?

http://www2.etown.edu/vl/

http://www.businessdictionary.com/


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14. Understanding challenges and establishing

What are the challenges you anticipate facing in the first two years of operating your immigration consulting practice?

realistic expectations for

What is your plan for addressing these challenges?

the first year or two of practice

What are your expectations for your first year or two operating your immigration consulting practice with respect to the following:

Profit margins (i.e., ratio of profit after tax and expenses)

Size of practice

Scope of practice

Number of clients

Staffing needs and capabilities

Professional development opportunities

Works consulted: CIBC. (n.d.). Start with your Marketing Planning. Retrieved from

https://www.cibc.com/ca/pdf/small-business/start-marketing-planning-en.pdf Markowitz, E. (2010). 9 Tips for Doing Business Globally. Inc. Retrieved from

http://www.inc.com/ss/9-tips-doing-business-globally

https://www.cibc.com/ca/pdf/small-business/start-marketing-planning-en.pdf

http://www.businessdictionary.com/definition/end-result.html


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ICCRC’s Requirements for Maintaining Competency

Instructions: Review the requirements for setting up an immigration consulting practice, as listed in the chart below, and indicate whether or not you have met each requirement by writing “Y” for yes, “N” for no, or “NA” for not applicable in the column labelled “Requirement Met? (Y/N/NA)”.


(Y/N/NA) 1. Renew ICCRC membership on time.

By-law 2017-1 (s.18.2 & s.20.1)

2. Renew Errors and Omissions Insurance on time.

By-law 2017-1 (s.45.1)

3. Ensure that your contact details are up to date with ICCRC.


4. Ensure that you have notified ICCRC of all client accounts that you maintain.


5. Complete all mandatory PME courses within the given timeframe (applies to all members).

Practice Management Education Regulation (s.5)

6. Complete one mandatory PME course within three (3) months and all other pre-existing mandatory courses within one year of becoming a member (applies to new members).

Practice Management Education Regulation (s.4.4)

7. Plan to register for and attend CPD events (minimum requirements are 16 CPD hours each calendar year) to ensure continuous professional development.

Continuing Professional Development Regulation (s.4.1)

8. Submit CPD reporting form and required supporting documentation annually.

Continuing Professional Development Regulation (s.15)

9. In the event of an error or omission, inform your error and omissions insurance provider as well as ICCRC.

Code of Professional Ethics (A.13.2.1.iv)

10. Establish procedures for maintaining and enhancing knowledge and skills.

Code of Professional Ethics (s.6.1.1.v)


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(Y/N/NA) 11. Establish deadline reminder procedures to ensure that

applicable deadlines are met.

Code of Professional Ethics (A.6.1.1.i)

12. Institute procedures for regular review and improvement of the immigration consulting practice to ensure client affairs are carried out in an efficient and cost-effective manner.

Code of Professional Ethics (A.6.1.1.ii)

13. Implement a communications policy to ensure clients are responded to in a timely and effective manner.

Code of Professional Ethics (A.6.1.1.iii)

14. Establish procedures for reviewing (perhaps in confidence with others in the profession) the various functions you may be required to perform to ensure consistent and correct intellectual capacity, judgment and deliberation.


15. Seek out training and development opportunities to maintain and enhance knowledge and skills.

Code of Professional Ethics (A.6.1.1.v)

16.

Institute procedures for the proper training and supervision of employees and agents to ensure that work is carried out in accordance with the Code of Professional Ethics and relevant Regulations.


17.

Ensure client funds are handled in accordance with the Client Account Regulation.

Client Account Regulation

18.

Ensure client records and client property is handled in accordance with the Client File Management Regulation.

Client File Management Regulation

19.

Ensure all retainer agreements include all of the mandatory components as set out in the Retainer Agreement Regulation and do not contain contingency billing in any form.

Retainer Agreement Regulation

20. Other


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Module 2: Building Goodwill and Reputation ICCRC’s Requirements for Building Goodwill and Reputation

Instructions: Review the requirements for building goodwill and reputation, as listed in the chart below, and rate yourself (1 = poor, 5 = excellent) with respect to how well you have met/are meeting each requirement in the column labelled “Rating (1-5)” or indicate “N/A” if the requirement is not applicable to you at this time. If you indicated anything less than 5 for a particular requirement, describe the steps you intend to take in order to better meet the requirement in the column labelled “Action Steps”.

Requirement Reference Rating (1-5) or

N/A

Action Steps

1. Act in good faith towards clients, government agencies, the Immigration and Refugee Board (IRB), colleagues, etc.


2. Treat the IRB members, the Minister, Officers and other parties with courtesy and respect.


3. Conduct professional dealings with the IRB, government Officers or officials, clients, members, agents and ICCRC in a courteous and civil manner.


4. Ensure that you are competent to handle all services undertaken on behalf of a client and be alert to and properly address any lack of competence.

Code of Professional Ethics (A.5.1.1 & A.5.3.1)

5. Establish a reputation for honesty by advising clients honestly and candidly.



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N/A

Action Steps

6. Provide training and supervision for your employees and/or agents to ensure tasks are professionally performed.


7. Ensure member’s name appears at start of advertisement, whether print, radio, television, or internet.


8. Advertise in a way that maintains the integrity of the profession and ensures no false or misleading advertising.

Code of Professional Ethics (A.2.2.9.v-vi)

9. Identify in the agent agreement what promotional activities the agent may undertake to further your practice.

Agents Regulation (s.11.1)

10. Avoid false or misleading statements about other members, or the ICCRC.


11. Use the ICCRC Member Insignia appropriately. Do not:

use the Insignia in close proximity to any other trade-mark, logo, or business name,

alter the logo in any manner,

allow your employee or agent to use the Insignia,

display the Insignia as being larger than your own commercial trade-mark or logo,

Logo and Trade-Marks Use Regulation


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N/A

Action Steps

or

present a false or misleading impression about ICCRC or its services or your services.

12. Ensure that your employees and/or agents do not use the designations “Regulated Canadian Immigration Consultant” or RCIC.

By-law 2017-1 (s.11.2)

13. Ensure that the Certificate of Registration, Certificate of Membership and/or photo ID card are not reproduced in whole or in part in any manner whatsoever without the written consent of the Registrar.

By-law 2017-1 (s.12.5)

14. Other

15. Other


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SWOO Analysis S – STRENGTHS (internal factor) W – WEAKNESSES (internal factor) O – OPPORTUNITIES (external factor) O – OBSTACLES (external factor) Internal factor _______________________________________________________________________

___________________________________________________________________________________

External factor ______________________________________________________________________

___________________________________________________________________________________

Instructions: Complete a SWOO analysis to better understand the strengths, weaknesses, opportunities and obstacles of your immigration consulting practice with respect to building goodwill and reputation by responding to the questions below.

STRENGTHS

1. Do you have a unique service to offer the client (e.g., specialization in a particular category of representation, experience, skill, superior customer service, etc.)?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

2. Are you accessible to clients (e.g., physical location of office, available through phone, email,

etc.)?

_____________________________________________________________________________

_____________________________________________________________________________

_______________________________________________________________________


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_____________________________________________________________________________

_________________________________________________________________________

3. Do you have a business model that might appeal to the client?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

4. What advantages do you have over other authorized representatives?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

5. What positive publicity have you received that has enhanced your reputation?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

6. Other strengths:

_____________________________________________________________________________

_____________________________________________________________________________

_______________________________________________________________________


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_____________________________________________________________________________

_________________________________________________________________________

WEAKNESSES

1. How might you improve upon the service you offer (e.g., the type of work you do on behalf of the client) and the service you provide (e.g., the quality of customer service)?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

2. What expertise do you lack that might improve the service you offer to clients?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

3. How might the location of your immigration consulting practice be improved upon? _____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________


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4. What negative publicity have you received that has harmed your reputation? _____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

5. Other weaknesses:

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

OPPORTUNITIES

1. What markets are not being served with your particular service? ___________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________


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2. What are the emerging markets (e.g., categories of representation, clientele, etc.) within the

industry of immigration consulting? _____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

3. What trends within immigration consulting are of interest to you? _____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

4. What changes in technology might assist you in building goodwill and/or reputation?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

5. What collaborative possibilities are available to you (e.g., co-consulting with other members,

exchanging business referrals with lawyers, etc.) for building goodwill? _____________________________________________________________________________

_____________________________________________________________________________

_______________________________________________________________________


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_____________________________________________________________________________

_________________________________________________________________________

6. What possibilities are there in the international markets (e.g., working with agents, etc.) to build your reputation? _____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

7. Other opportunities:

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

OBSTACLES

1. How many authorized representatives offer the same service in your area? _____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________


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2. Are the fees of other authorized representatives in your area going up or down? What is the

impact of this on your immigration consulting practice?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

3. What challenges are emerging in the industry of immigration consulting?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

4. What new government requirements may impact your immigration consulting practice?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

5. Other obstacles:

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________


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ANALYSIS

1. What weaknesses do you intend to strengthen and/or improve upon?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

2. What weaknesses do you intend to eliminate from your immigration consulting practice?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

3. What opportunities do you intend to capitalize on?

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

___________________________________________________________________

NOTE: As change is the only constant in business, conducting a regular SWOO analysis of your immigration consulting practice may be a helpful part of your business-planning cycle. Modified resource used with author’s permission: Pinson, Linda. (copyright 2014). Anatomy of a Business Plan: The Step-by-Step Guide to Building a Business and

Securing Your Company’s Future (8 ed.). (pp. 33-34). Tustin, CA: Out of Your Mind…and Into the Marketplace.


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Module 3: Group Presentations Instructions: In small groups, discuss your assigned scenario, identify the main problems, and formulate a solution that:

1. Addresses at least three (3) of ICCRC’s requirements (refer to ICCRC requirements on pages 5-7, 15-16, and 17-19 of this workbook and cite specific articles and sections with which the solution complies),

2. Protects the client, 3. Ensures quality customer service, and 4. Benefits the member.

When sharing the solution with the whole class:

Keep it to 5 minutes or less,

Involve all small group members (both in the development and sharing of the solution),

Use whatever format you like (e.g., role play, information session, etc.), and

Use available resources (e.g., whiteboard, chart paper, online document, etc.) Scenario 1—The Uncle

In order to finance the start-up of your immigration consulting practice, you accepted a loan from your uncle and agreed to pay it back, with interest, in monthly instalments over a 10-year period. You have done excellent work in terms of setting up the immigration consulting practice and laying the foundations for future growth; however, you are 15 months into your practice and have yet to generate any significant income. Subsequently, you are finding it difficult to cover your monthly expenses, let alone the monthly instalments to your uncle. You are considering asking your uncle to allow you to take a break from making repayments for a few months. You believe that one of the reasons you have not been able to generate sufficient income is because your uncle has been referring his friends to you with the understanding that you will provide free immigration service. Initially, you welcomed the opportunity to learn and to handle real cases, but you now resent the assumption that you will work for free and you would like to be paid for these services. Additionally, these pro bono cases have been complex and time consuming, which has prevented you from fully implementing your marketing strategy as well as spending sufficient time on the cases of your fee-paying clients. However, your uncle and his friends are influential people within your community and you don’t want to damage the reputation you have worked hard to build. The financial pressures and the heavy workload have been stressful and, you believe, have resulted in two recent errors: a submission recently being returned to you because of a clerical error and a missed initial consultation with a client.


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Furthermore, although you never asked him to, it has come to your attention that your uncle has been promoting your services among his business contacts in a way that could be seen as misleading.

1. Problem:

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

2. Problem: ______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

3. Problem:

_____________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

4. Problem: _____________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

Solution (include at least three (3) of ICCRC’s requirements): ________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________


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________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

Scenario 2 – The Son

Based on your previous experience working with international students, you decided that after becoming a RCIC and opening your own business, you would specialize in the education sector, and you structured your business plan accordingly. And, while your website focuses on attracting students and graduates, you have only had a few paying clients in the year since becoming a member—none of which were your targeted clientele. Furthermore, your clients were referred to you by friends and so you provided the services at a very low rate. These clients, satisfied with the service you have provided to date, are happily spreading the word about your immigration consulting practice and your very affordable rates. This word of mouth has generated several potential clients; however, they are expecting a very low rate. Unfortunately, your initial business plan underestimated your expenses (both fixed and variable) and overestimated your potential income for the first year. With only a few potential clients who are interested in paying you low fees, you are not sure that you can keep your immigration consulting practice open and complete the required service to your few existing clients. Your biggest regret is that you entered into an expensive two-year office lease in an area that you believed would provide you with a lot of walk-in business. After signing the lease you discovered that there are two established members within a block or two of your office. And while the other members specialize in completely different areas of immigration, you suspect that their presence causes you to go unnoticed.


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Additionally, you recruited your 16 –year-old son last month to assist you in setting up and managing your client file management system so that you could focus on expanding your client base. You recently discovered that three different client documents were mislabelled and another client has claimed that he submitted his Police Certificate to you, along with his other documents, but your son maintains that the document was not included in the client’s package.

1. Problem:

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

2. Problem:

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

3. Problem:

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

4. Problem: ______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

Solution (include at least three (3) of ICCRC’s requirements): ________________________________________________________________________________

________________________________________________________________________________

_______________________________________________________________________________


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________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

_______________________________________________________________________________


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Appendix A

Business Plan Outline Sample

1. Introduction a. Company name (including address and telephone number) b. Contact person (RCIC’s name and telephone number) c. Description of company (1 paragraph describing nature of business and market area) d. Securities offered to investors or lenders (e.g., preferred shares, common shares, debentures, etc.) e. Business loans sought (e.g., term loan, operating line of credit, mortgage) f. Summary of proposed use of funds

2. Summary

a. Main points of business plan (1 page maximum)

3. Table of Contents a. Section titles and page numbers

4. Description of the Immigration Consulting Industry a. Outlook and growth potential of the immigration consulting industry (trends, new developments) b. Markets and clients (estimate size of market share and professional fee revenue, requirements,

market trends) c. Competitive companies (market share, strengths and weaknesses, profitability, trends) d. National and economic trends (population shifts, client trends)

5. Description of Immigration Consulting Practice Venture a. Nature of immigration consulting service (characteristics, method of operation,

locally/regionally/nationally/internationally) b. Target market (type of clients, present RCIC patterns and average earnings, wants and needs)

6. Business Goals for Immigration Consulting Practice a. One year (specific goals; e.g., gross professional fee revenue, profit margin, share of market,

opening office, etc.) b. Longer term (return on investment, immigration consulting practice net worth)

7. Marketing Plan a. Professional fee revenue strategy (objectives, tools, support; agents, other RCICs) b. Professional fee revenue approach (techniques) c. Fees (costing, margins, breakeven) d. Promotion (media advertising, publicity, referrals, networking, techniques for building goodwill

and reputation) e. Service policies (e.g., type of clients, communication standards, payment methods, etc.) f. Tracking methods (tracking who clients are and how they heard about you)

8. Professional Fee Revenue Forecast

a. Assumptions made in developing the forecast b. Monthly forecast for coming year (projected professional fee volume)


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c. Annual forecast for following two to four years (projected professional fee volume)

9. Costing Plan a. Estimated and actual costs (e.g., facilities, equipment, materials, etc.) b. Capital estimates (one time start-up expenses)

10. Operations a. Purchasing plans (volume discounts, multiple sources, quality, price) b. Inventory system (method of control, turnover rate) c. Space required (floor and office space, required improvements, expansion capability) d. Required employees and equipment (skill level of employees, fixtures and office equipment) e. Operations strategy

11. Corporate Structure a. Legal form (e.g., proprietorship, partnership, or incorporation) b. Share distribution (list of principal shareholders) c. Contracts and agreements (e.g., management contract, shareholder/partnership agreement,

leases, etc.) d. Owners and roles (names and addresses, role in immigration consulting practice) e. Organizational chart (identify relationships) f. Duties and responsibilities of key employees (brief job descriptions)

12. Supporting Personnel a. Professionals on contract in specialized or deficient areas (e.g., lawyer, accountant, bookkeeper,

banker, insurance agent, etc.)

13. Research and Development Program a. Improvements to service or processes, costs and risks

14. Risk Assessment a. Critical external factors that may occur (e.g., strikes, recession, new technology, changes to

government legislation and/or government requirements impacting immigration, unfavourable trends in immigration, etc.)

b. Critical internal factors that may occur (e.g., unrealized income projections, client dispute or litigation, receivables difficulties, sudden increase in demand for service, employees/agents quit, etc.)

c. Dealing with risks (contingency plan to handle the risks) 15. Timeline

a. Overview of all major steps in starting and developing the immigration consulting practice

16. Action Plan a. Steps to accomplish this year’s goals (e.g., flowchart by month or quarter detailing what is to be

done and by whom) b. Measuring results (identify significant dates and indicators)


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17. Financial Forecast

a. Opening balance sheet (assets, liabilities, owner’s equity, net worth) b. Income and expense forecast statement (profit and loss, including projected income and expenses

as well as operating profit and net profit) c. Cash flow forecast (a year’s forecast with monthly breakdowns) d. Break-even analysis (calculate total costs which includes variable costs and fixed costs, which

becomes the target for revenues in order to break even)

18. Financing and Capitalization a. Term loan (purpose, amount, terms, when required, summary of requirements) b. Owner’s equity (amount of your financial commitment to the business)

19. Operating Loan

a. Line of credit (a new line or an increase, security offered) b. Maximum operating cash required (amount required, timing of need)

20. Present Financing (if applicable)

a. Outstanding term loans (balance owing, repayment terms, purpose, security, status) b. Current operating line of credit (amount and security held)

21. References a. Name of present lending institution (branch and type of accounts) b. Lawyer’s contact information (name, address and telephone number) c. Accountant’s contact information (name, address and telephone number)

22. Appendixes

The attached appendixes depend on the requirements of the lender or investor and should be prepared for your own benefit as a reference to assist your business analysis. a. Examples of possible appendixes include, but are not limited to:

personal net worth statement,

letter of intent,

description of personal and business insurance coverage,

accounts receivable summary,

accounts payable summary,

legal agreements, appraisals,

financial statements,

copies of marketing materials,

testimonials from clients,

references,

professional fee revenue forecasts and market surveys,

list of investors,

credit status information,

news articles about you and your business

Modified resource used with author’s permission: Gray, D. (2010). Start & Run a Consulting Business. (pp. 60-65). North Vancouver, BC: Self-Counsel Press.


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Appendix B

Income and Expense Forecast Template Name of Immigration Consulting Practice: ____________________________________________

For the period (months/year): ________________________ Months ending (date): ______________________

Projected Income Amount

Professional fee revenue



Other Income

A: Total Income A $ -

Projected Expenses Amount

Professional Fee Expenses

Commissions and referral fees

Travel

Advertising

Other

B: Total Professional Fee Expenses B $ -

Administrative and Financial Expenses

Management salaries

Employee salaries

Taxes

Other employment expenses (e.g., vacation time, benefits, CPP/QPP, etc.)

Professional fees (e.g., ICCRC membership fee)

Errors and Omissions (E&O) Insurance

Business Insurance

Office expenses and supplies

Telephone and cell phone

Rent

Interest and bank charges

Inventory

Bad debt

Other

C: Total Administrative and Financial Expenses C $ -

D: Total Expenses [D = B + C ] D $ -

E Operating Profit (Loss) [E = A – D] E $ -

Add: Other income

Subtract: Provisions for Income Tax

Net Profit (Loss) = $ -

Modified resource used with author’s permission: Gray, D. (2010). Start & Run a Consulting Business. (p. 67). North Vancouver, BC: Self-Counsel Press


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Appendix C

Cash Flow Budget Template

Cash at beginning of month:

January February March

Estimated Actual Estimated Actual Estimated Actual

In bank and on hand

In investments

Total Cash $ - $ - $ - $ - $ - $ -

Plus income during month:

Professional fee—cash (include credit cards)

Professional fee—credit payments

Investment income

Receivables collected

Other cash income

Total Cash and Income $ - $ - $ - $ - $ - $ -

Expenses during the month:

Rent

Utilities

Telecommunications

Postage

Office equipment and furniture

Stationary and business cards

Insurance

Answering service

Printing and supplies

Secretary services

Accounting services

Legal services

Advertising and promotion

Business licenses and permits

Dues and subscriptions

Books and reference materials

Travel: in town

Travel: out of town

Conventions, professional meetings


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Continuing education

Entertainment

Contributions

Gifts

Salaries

Taxes

Employment insurance

Pensions

Miscellaneous

Loan repayment

Other cash expenses

Total Expenses $ - $ - $ - $ - $ - $ -

Cash flow excess (deficit) at end of month

$ - $ - $ - $ - $ - $ -

Cash flow cumulative (monthly)

$ - $ - $ -

Modified resource used with author’s permission: Gray, D. (2010). Start & Run a Consulting Business. (p. 68). North Vancouver, BC: Self-Counsel Press.


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Appendix D

Quarterly Budget Analysis Template

Name of Immigration Consulting Company: _________________________________________ For the Quarter Ending: _____________, _________

Budget Item This Quarter Year-to-Date

Budget Actual Variation Budget Actual Variation

Professional Fee Revenue

Less cost of goods

Gross Profits

Variable Expenses

1.

2.

3.

4.

5. Miscellaneous variable expenses

Fixed Expenses

1.

2.

3.

4.

5. Miscellaneous fixed expenses

Net Income from Operations

Interest income

Interest expense

Net Profit (Pre-tax)

Taxes

Net Profit (After tax)

Non-Income Statement Items

i. Long-term asset repayments

ii. Loan repayments

iii. Owner draws

Budget Deviations This Quarter Year-to-Date

a. Income statement items

b. Non-income statement items

c. Total deviation Modified resource used with author’s permission: Pinson, Linda. (copyright 2014). Anatomy of a Business Plan: The Step-by-Step Guide to Building a Business and Securing

Your Company’s Future (8 ed.). (p. 354). Tustin, CA: Out of Your Mind…and Into the Marketplace.


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Appendix E

Profit and Loss (Income) Statement Template

Name of Immigration Consulting Company: ___________________________________ Beginning: ________________ , __________ Ending: ______________________ , ___________ Beginning Ending

Income

1. Professional fee revenues $

Expenses

1. Variable (a through h)

a.

b.

c.

d.

e.

f.

g.

h.

2. Fixed (administrative) (a through h)

a.

b.

c.

d.

e.

f.

g.

h.

Total operating expenses (1+2)

Net income from operations (Income – Expenses)

$

Other income (interest income)

Other expense (interest expense)

Net profit (loss) before taxes (Net income from operations + Other income – Other expense)

$

Taxes (a + b)

a. Federal

b. Provincial

Net Profit (Loss) After Taxes (Net profit (loss) before taxes – federal/provincial taxes)

$

Modified resource used with author’s permission: Pinson, Linda. (copyright 2014). Anatomy of a Business Plan: The Step-by-Step Guide to Building a Business and Securing



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Appendix F

Five-Year Forecast Template

Year 1 Year 2 Year 3 Year 4 Year 5

Revenues

Client-based

Other

Total revenues $ -

Operating expenses

Rent

Utilities

Telecommunications

Postage

Office equipment and furniture

Stationary and business cards

Insurance

Answering service

Printing and supplies

Secretary services

Accounting services

Legal services

Advertising and promotion

Business licenses and permits

Dues and subscriptions

Books and reference materials

Travel: in town

Travel: out of town

Conventions, professional meetings

Continuing education

Entertainment

Contributions

Gifts

Salaries

Taxes

Employment insurance

Pensions

Miscellaneous


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Loan repayment

Other cash expenses

Total operating expenses

$ -

Pre-tax operating profit

$ -

NOTE: Revenues – Total operating expenses = Pre-tax operating profit

Modified resource used with author’s permission: Fattal, T. (2001). Managing a Successful Business in Canada. (p. 174). North Vancouver, BC: Self-Counsel Press.


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Appendix G

New Hire Checklist

A. Letter Confirming Employment Your letter may include the following details: Start date Salary Position Duties/responsibilities Probationary period Conditions of employment Vacation/days off B. Announcements Other staff Clients C. Records of Agreement Résumé on file Personnel record Emergency plan and contact Information Employment contract Confidentiality agreement Police check, as required D. Payroll Social Security/Insurance Number Inform payroll of employee’s details Inform employee of payroll deductions Complete tax withholding forms

E. Job Description Discuss with employee his/her specific, finalized duties and responsibilities. F. Work Schedule Ensure you have explained company policy regarding the following: Hours of work Lunch break schedules Summer/flex-time hours Time cards Overtime Statutory holidays and other days off G. Operations Training Performance evaluation Advancement opportunities Parking Lunch facilities Expectations surrounding use of technology Expectations surrounding professional vs. personal time Emergency and safety procedures Supervisory structure Grievance procedures Attendance and absences Disciplinary procedures

Modified resource used with author’s permission: Grensing-Pophal. L. (2010). Employee Management for Small Businesses (3 ed.). (p. 91). North Vancouver, BC:

International Self-Counsel Press Ltd.


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Appendix H

Getting Organized Checklist

Organizational Area N/A Needs Work

Well Organized

Completed

1. Purchase equipment for filing system (consult Client

File Management Regulation for more requirements)

2. Organize client files (consult Client File Management

Regulation for more requirements)

3. Organize immigration consulting practice files (e.g.,

business plan, lease, financial documents, etc.)

4. Organize tax files

5. Organize marketing information

6. Install a zip drive

7. Implement a back-up system

8. Regularly clear cache memory

9. Regularly defragment hard drive

10. Regularly update virus protection

11. Install utilities program

12. Regularly clear e-mail files (e.g., every two days)

13. Regularly attend to phone messages (e.g., daily)

14. Regularly clear desk (e.g., each evening)

15. Regularly attend to mail (e.g., daily)

16. Regularly attend to bank deposits (e.g., daily)

17. Develop a structured daily routine

18. Use a daily planner

19. Delegate time-consuming chores

20. Reconcile client account monthly

21. Monitor immigration consulting practice monthly

Modified resource used with author’s permission: McGuckin, F. (2001). Big Ideas for Growing Your Small Business: How to build profits and manage growth. (p. 51).

Toronto: McGraw-Hill Ryerson.


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Appendix I

Marketing Strategy Resource

A. Describe your clients in detail, using the chart below:

Descriptors of the client Description

Geographic location

Age range

Family status

Lifestyle information

Values

Priorities

Cultural considerations

Disposable income

Immigration needs

Other


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B. What additional information do you need to obtain about your clientele?

C. How does this information impact your marketing strategy?

Component Description of impact

Marketing

Professional Fee Revenue

Advertising

Public relations (establishing reputation)

Networking (establishing goodwill)




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Appendix J

Components of Multimedia Marketing Strategy

A. Marketing

Traditional (offline) + New Media (online)

Identify target market(s)

Demographics

Psychographics

Niche market specifics

Identify online target market(s)

Online demographics

Online psychographics

Online niche market specifics

Research/assess other authorized representatives Research/assess other authorized representatives’ websites

Assess industry trends Assess online industry trends

Determine pricing strategy Determine pricing strategy

Create branding/image strategy

Logo

Slogan

Pitch

Create branding/image strategy

Logo

Slogan

Pitch

Website

Social media pages (e.g., Facebook, LinkedIn, etc.)

Develop client database assessment process Design online client database assessment system

Identify co-marketing opportunities Identify online co-marketing opportunities

Identify links to/from other Web sites

Evaluate effectiveness of all components of marketing plan

Evaluate effectiveness of online marketing


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B. Signing Clients


Refine the “sales pitch” Determine the online “sales pitch”

Design and print client materials

Brochures

Pamphlets, folders

Stationary, business cards, etc.

Promotional flyers, etc.

Design/implement the Web site

Introduce the immigration consulting company

Define the service

Register with search engines (e.g., Google, etc.)

C. Advertising


Determine placement, frequency, and pricing for the following advertising methods:

Television (network, cable)

Radio (local, national, international)

Print (newspapers, magazine, trade journals, bulletins, yellow pages, newsletters, etc.)

Extreme advertising (billboards, buses, etc.)

Other (event signage, t-shirts, etc.)

Determine placement, frequency, and pricing for the following advertising methods:

Banner ads (vertical, rectangle, click thru, etc.)

Portal advertising

Online newsletters, newspapers

Links to/from

Advertorials on other Web sites

Identify opportunities for sponsorship (e.g., events, programs, materials, etc.)

Identify opportunities for online sponsorship (e.g., Web events, portions of a Web site, etc.)

D. Public Relations (establishing reputation)


Conduct scheduled events for public/niche market:

Workshops

Seminars

Arrange for:

Special guest expert chats

Regularly scheduled chat groups

Community-building events

Message boards

Web site simulcast of offline events

Arrange for:

Participation in other events (e.g., special lectures, speeches, workshops, etc.)

Guest appearances (e.g., radio, television, guest columnist, etc.)

Interviews (print)

Arrange for guest appearances on other Web sites:

Chat groups

Message board (as the expert)

Interviews (e.g., online newsletters, magazines, etc.)


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Identify community and charitable events for personal and financial contributions

Identify community and charitable events for personal and financial contributions

E. Networking (establishing goodwill)


Identify groups, associations, organizations, and conferences:

Your local community

Trade associations

Business organizations

Professional groups

Identify online networking opportunities to participate in:

Chat rooms

Message boards

Professional association Web sites and forums

Determine level of involvement in each:

Join

Seek a leadership position

Attend meetings/events only

Establish regular e-mail contact with:

Current clients

Prospective clients

Business and professional associates


Your Company’s Future (8 ed.). (pp. 68-70). Tustin, CA: Out of Your Mind…and Into the Marketplace.


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Appendix K

Marketing Strategy Checklist

Starting Date: _______________________________

Projected Time Frame

Marketing Idea

Under 3 Months

3-6 Months

One Year

Two Years

1. Join a community organization (e.g., ethnic, social)

2. Join a networking group (e.g., CAPIC, ListServ)

3. Join the Chamber of Commerce, Rotary Club, etc.

4. Teach adult education classes (e.g., English as a second language)

5. Speak at CPD events

6. Present immigration-related workshops or seminars

7. Use press releases or radio/TV interviews

8. Participate in networking events

9. Participate in conferences and seminars

10. Obtain evaluations and testimonials

11. Launch a Web site

12. Produce a newsletter

13. Send thank-you cards

14. Send birthday and seasonal greeting cards

15. Use draw and suggestion boxes

16. Sponsor a community event/organization

17. Support fundraisers

18. Offer complimentary coffee

19. Advertise on community notice boards

20. Use newspaper advertising

21. Use specialty magazine advertising

22. Circulate flyers

23. Design a brochure

24. Design informational handouts

Modified resource used with author’s permission: McGuckin, F. (2001). Big Ideas for Growing Your Small Business: How to build profits and manage growth. (pp. 234-245).



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Appendix L

Effective Immigration Consulting Practice Management Checklist In my immigration consulting practice, I feel that I…

Area of Effective Immigration Consulting Practice Management No Mostly Yes N/A

1. Understand all aspects of my immigration consulting practice

2. Understand all aspects of the immigration consulting industry

3. Monitor my financial progress regularly (e.g., monthly)

4. Review areas of concern regularly for solutions

5. Understand how to read financial statements

6. Reconcile each client account monthly

7. Maintain controlled and affordable overhead

8. Provide excellent service to my clients

9. Value my clients and make them feel important

10. Fill a niche and a need in the immigration consulting market

11. Excel in my area and am known as an expert

12. Perform ongoing effective marketing within my budget

13. Follow up with clients at all stages of matter in a timely and effective way

14. Diversify by specializing in more than one category of representation

15. Monitor changing economic and immigration trends

16. Change, when necessary, to keep up with economic and immigration trends

17. Network with other authorized representatives on a regular basis

18. Participate in my community

19. Keep up with technology

20. Use time-saving systems

21. Use the Internet for education, research and marketing

22. Use e-mail for efficiency, cost-saving and marketing

23. Increase staff morale and develop team spirit

24. Monitor employee costs versus productivity

25. Budget for regular professional advice


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26. Use government-funded employee hiring programs

27. Use government-funded programs for business expansion

28. Meet my obligations to federal and provincial tax agencies

29. Meet my payroll commitments

30. Control my accounts payable (i.e., fixed and variable expenses)

31. Pay my accounts payable on time

32. Maintain or increase my level of professional fee revenue

33. Collect my accounts receivable on time

34. Maintain or increase my savings (or “cushion”)

35. Support overhead commitments (i.e., fixed and variable expenses) through profits

36. Pay myself an adequate wage/salary

37. Manage employees well and fairly (e.g., pay a competitive salary, provide agreed upon working hours, etc.)

38. Possess good financial credit

39. Other

40. Other

41. Other

42. Other

Modified resource used with author’s permission: McGuckin, F. (2001). Big Ideas for Growing Your Small Business: How to build profits and manage growth. (pp. 253 & 285).



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Appendix M

Resource List

Book Resources

Advertising Tuckwell, K.J. (2009). Canadian Advertising in Action (8 ed.). Toronto: Pearson Education. Business Plan Entrepreneur Media, Inc. (2014). Business Plans: A Step-by-Step Guide. Retrieved from Fattal, T. (2001). Managing a Successful Business in Canada. North Vancouver, BC: Self-Counsel Press. Gray, D. (2010). Start & Run a Consulting Business. North Vancouver, BC: Self-Counsel Press. Pinson, Linda. (copyright 2014). Anatomy of a Business Plan: The Step-by-Step Guide to Building a

Business and Securing Your Company’s Future (8 ed.). Tustin, CA: Out of Your Mind…and Into The Marketplace.

Financial Management McGuckin, F. (2001). Big Ideas for Growing Your Small Business: How to build profits and manage

growth. Toronto, ON: McGraw-Hill Ryerson. Mohr, A. (2008). Financial Management 101: Get a Grip on Your Business Numbers. North Vancouver,

BC: Self-Counsel Press. Small Business Aylen, J., et al. (2012). Starting & Running a Small Business For Canadians All-in-One for Dummies. ON:

John Wiley & Sons Canada, Ltd. Collins, J. (2001). Good to Great: Why Some Companies Make the Leap…and Others Don’t. NY, Harper Collins Publishers Inc. Collins, J. & Hansen, M.T. (2011). Great by Choice. NY, Harper Collins Publishers. Grensing-Pophal. L. (2010). Employee Management for Small Businesses (3 ed.). North Vancouver, BC:

International Self-Counsel Press Ltd. Hodgetts, R.M. & Kuratko, D.F. (2008). Small Business Management: Essential tools and skills for

entrepreneurial success. NJ: John Wiley & Sons, Inc. Kerr, M. & Kurtz, J.A. (2011). Canadian Small Business Kit for Dummies. Mississauga, ON: John Wiley &

Sons Canada, Ltd. McGuckin, F. (2001). Big Ideas for Growing Your Small Business: How to build profits and manage growth. Toronto: McGraw-Hill Ryerson. Nelson, B. & Economy P. (2008). Consulting for Dummies (2 ed.). NJ: Wiley Publishing Inc.

Internet Resources

Consumer Information

General Resources for All Countries http://www2.etown.edu/vl/countgen.html

http://www.businessdictionary.com/definition/declaration.html


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International Affairs Resources http://www2.etown.edu/vl/

U.S. Demographic Information http://www.census.gov/

Company Information

BDC—Entrepreneurs First www.bdc.ca

Industry Canada www.ic.gc.ca

Canada Business www.canadabusiness.ca

International Trade Administration http://www.trade.gov/

Canada One http://www.canadaone.com/

Legal Line www.legaline.ca

Canada Revenue Agency – RC4070 Information for Small Canadian Businesses http://www.cra-arc.gc.ca/E/pub/tg/rc4070/README.html

Service Canada – Starting a Business http://www.servicecanada.gc.ca/eng/subjects/business/

Canada Revenue Agency – Small Businesses and Self-Employed http://www.cra-arc.gc.ca/selfemployed/

Statistics Canada www.statcan.ca

European Business Directory http://www.europages.com/

U.S. Small Business Administration https://www.sba.gov/category/navigation-structure/starting-managing-business/starting-business

Continuing Education

Centennial College Centre of Entrepreneurship http://www.centennialcollege.ca/programs-courses/centres-institutes/centre-of-entrepreneurship/

Centre for Entrepreneurship Education & Development Incorporated (CEED) http://ceed.ca/

Ontario Small Business Enterprise Centres http://www.ontario.ca/business-and-economy/small-business-enterprise-centre-locations

The Stu Clark Centre for Entrepreneurship http://umanitoba.ca/entrepreneur/


http://www.inc.com/ss/9-tips-doing-business-globally

http://www.bdc.ca/en/Pages/home.aspx

http://www.bdc.ca/en/Pages/home.aspx

https://www.ccab.com/

http://www.canadabusiness.ca/

http://nacocanada.com/

http://www.statcan.ca/

http://www.census.gov/

http://www2.etown.edu/vl/countgen.html

http://www2.etown.edu/vl/countgen.html



http://www.trade.gov/


http://www.servicecanada.gc.ca/eng/subjects/business/

http://www.canadabusiness.ab.ca/



http://www.centennialcollege.ca/programs-courses/centres-institutes/centre-of-entrepreneurship/

http://www.legaline.ca/

http://www.ic.gc.ca/

http://www.europages.com/


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Business Information

Advertising Standards Canada www.adstandards.com

CDEM Business Incubator http://www.cdem.com/en

Bloomberg Business http://www.bloomberg.com/

Chartered Professional Accountants Canada https://www.cpacanada.ca/

Canada Business http://www.canadabusiness.ca/eng/

Competition Bureau www.competitionbureau.gc.ca

Canada Revenue Agency – E-services for Businesses http://www.cra-arc.gc.ca/esrvc-srvce/tx/bsnss/menu-eng.html

Entrepreneur Magazine http://www.entrepreneur.com/

Canadian Association for Home Based Business 613-724-7964

Industry Canada – Financial Performance Data http://sme.ic.gc.ca

Canadian Association of Women Executives and Entrepreneurs http://cawee.net/

Inc. Magazine http://www.inc.com/

Canadian Council for Aboriginal Business https://www.ccab.com/

Northern Alberta Business Incubator http://www.nabi.ca/

Canadian Federation of Independent Business www.cfib.ca

Toronto Business Development Centre http://www.tbdc.com/

Canadian Gay & Lesbian Chamber of Commerce http://www.cglcc.ca/

U.S. Small Business Administration www.sba.gov

Each provincial and territorial government maintains a Web site and some of the sites contain good general business information.

Human Resource Information

Human Resource Topics http://www.hr-guide.com/

International Human Resource Information Management http://ihrim.org/

Society for Human Resources Management http://www.shrm.org/pages/default.aspx

http://www.cra-arc.gc.ca/selfemployed/

http://www.cdem.com/en

http://ceed.ca/

http://www.cra-arc.gc.ca/E/pub/tg/rc4070/README.html

http://www.canadaone.com/

http://www.smallbusinessbc.ca/

http://www.ontario.ca/business-and-economy/small-business-enterprise-centre-locations

http://www.ontario.ca/business-and-economy/small-business-enterprise-centre-locations

http://umanitoba.ca/entrepreneur/

https://www.sba.gov/category/navigation-structure/starting-managing-business/starting-business

http://www.canadabusiness.ca/eng/

http://www.bloomberg.com/

https://www.cpacanada.ca/

http://www.entrepreneur.com/

http://www.adstandards.com/

http://www.cra-arc.gc.ca/esrvc-srvce/tx/bsnss/menu-eng.html

http://www.infoentrepreneurs.org/

http://sme.ic.gc.ca/

http://www.hr-guide.com/

http://www.inc.com/

http://www.tbdc.com/


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Business Networks

Alberta: The Business Link [email protected] www.canadabusiness.ab.ca 1-800-272-9675

Nunavut: Business Development Centres of Nunavut 1-877-499-5199

British Columbia: Small Business BC [email protected] www.smallbusinessbc.ca 1-800-667-2272

Ontario: Canada Business Ontario www.cbo-eco.ca 1-888-745-8888

Manitoba: Entrepreneurship Manitoba [email protected] http://www.gov.mb.ca/jec/emb/ 1-855-836-7250

Prince Edward Island: Canada/Prince Edward Island Business Service Centre 1-888-576-4444

New Brunswick: Canada Business – New Brunswick [email protected] 1-888-576-4444

Quebec: Info Entrepreneurs www.infoentrepreneurs.org 1-888-417-0442

Newfoundland and Labrador: Canada Business Newfoundland and Labrador 1-800-668-1010

Saskatchewan: Business Infosource 1-800-667-4374

Northwest Territories: Canada Business NWT 1-800-661-0599

Yukon: Canada-Yukon Business Service Centre 1-800-661-0543

Nova Scotia: Canada Business Nova Scotia 1-888-576-4444

Libraries

Local libraries have access to paid databases that document data on industries. Additionally, some libraries employ business librarians.

http://www.nabi.ca/

http://www.cfib.ca/


http://ihrim.org/

http://www.sba.gov/

http://cawee.net/

http://www.competitionbureau.gc.ca/

http://www.shrm.org/pages/default.aspx


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