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Synthetic Identity Fraud in PPP Loans

PPP

Synthetic Identity Fraud in PPP Loans

Most banks and lenders are well aware of how synthetic identities can be used to fraudulently open a bank account and secure a credit card or other type of loan. According to McKinsey, synthetic identity theft is the fastest-growing type of financial crime in the U.S., accounting for 10–15% charge offs in a typical unsecured lending portfolio.

The U.S. government now has synthetic identities on their radar thanks to the Paycheck Protection Program (PPP). Many manipulated and fabricated identities were used to apply for these government loans in 2020.

The amount of fraud executed through the PPP program is still being tallied but there have been notable pending cases that show synthetic identities were used.

There are many factors that enabled fraudsters to take advantage of PPP loans including the speed of issuance, loosened credit criteria, and financial rewards for all involved with little downside risk. Below is a discussion of the evolution of the PPP and the elements that contributed to fraud.

PPP — How Did We Get Here?

When the U.S. economy largely shut down as a result of responses to COVID-19, the government put programs in place to help small businesses weather a major turndown. Nearly half of the U.S. workforce is employed by a small business. Helping these companies continue to pay workers was critical to maintaining a viable economy.

The Coronavirus Aid, Relief, and Economic Security (CARES) Act was passed on March 27th, 2020. This over $2 trillion economic relief package was intended to protect Americans from the public health and economic impacts of COVID-19.

The PPP was established by the CARES Act and was implemented by the Small Business Administration with support from the Department of the Treasury. This program provided small businesses with funds to pay up to 8 weeks of payroll costs. Funds could also be used to pay interest on mortgages, rent, and utilities. The PPP, specifically, was authorized to fund up to $659 billion of these small business expenses.

Faced with having to distribute over half a trillion dollars within a few short months, the SBA enlisted the help of banks and lenders. The private sector was also tasked with the vetting and funding of applications, a process which the Treasury Department encouraged lenders to complete in as little as a day.

Getting money into the hands of small businesses quickly was vitally important. Claims for unemployment benefits catapulted to over 3 million the week of March 21st from a weekly average of 200,000 for months prior.

To facilitate rapid distribution, the stringent requirements to qualify for funding established at the beginning of the program were relaxed over time. For example, the need to verify an applicant’s tax records and payroll documentation was eliminated.

The huge loan sizes (up to $10M per loan) combined with urgency and relaxed standards drew the attention of fraudsters. “Any time you have large amounts of federal aid available, it’s going to bring out all the bad guys,” said Kathryn Petralia, co-founder and the president of Kabbage, an online lender that handled 297,000 loans for the program.

The PPP ended August 8th and by then, $525B had been distributed to over 5M businesses by nearly 5500 banks and lenders.

PPP — Revenue Boost For Banks & Lenders

Those who were approved by the SBA to administer funds were well rewarded, and there was no penalty for issuing loans to fraudulent entities. Banks and lenders were paid fees for each loan issued plus 1% interest on PPP loans they held that weren’t forgiven. Many banks could earn as much from the PPP loans as they reported in net revenue for all of 2019, according to analysis from S&P Global Market Intelligence.

Below is a sampling of the fees estimated to be earned by some of the largest banks involved in issuing PPP loans.

In pursuit of these fees, lenders were incentivized to fund as many loans as possible. Given the competition for funding loans, those that had the least friction got most of the applications — and likely most of the fraud.

PPP and Fraud—Stay Tuned

While millions of small businesses were helped by the PPP program, work is ongoing to figure out how much money may have been disbursed to fraudulent accounts.

Anecdotal evidence suggests a significant amount of money was issued to illegitimate applicants:

-The Small Business Administration’s fraud hotline, which received fewer than 800 calls last year, has already had 42,000 reports about coronavirus-related fraud.

-The Justice Department has made at least 41 criminal complaints in federal court against nearly 60 people, who collectively took $62 million from PPP by using what law enforcement officials said were forged documents, stolen identities, and false certifications.

-The Treasury Secretary, Steven Mnuchin, said the Treasury Department would review every loan over $2MM to determine if funds were disbursed fraudulently.

While the work above addresses funds already disbursed, the real story will likely emerge as small businesses apply for forgiveness. In order to get PPP loans forgiven, small business owners have to show proof that at least 60% of the money was used for payroll and the rest for other permitted expenses. Falsifying these records will result in hefty penalties. However, fraudsters with malicious intent have presumably already taken their PPP money, and are unlikely to apply for forgiveness, leaving the SBA responsible for reimbursing banks.

To be clear, a wide variety of fraud schemes were likely pursued to secure PPP funding. The most grievous method was to create fictitious businesses, proprietors, and employees to effectively steal U.S. taxpayer money. The less black and white forms of fraud include companies that spent the funds on non-compliant expenses and companies that leveraged organizational structures to obtain more funding.

The fact that synthetic identities were created to steal PPP dollars demonstrates the pervasiveness of this type of fraud. Synthetic identities have infiltrated financial services and are clearly being used to take advantage of government programs. This type of fraud is not bound by any vertical or medium. Any product or service that requires identity verification is potentially susceptible to synthetic identity fraud.

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Sarah Hoisington is head of Marketing at SentiLink, a fraud protection tech firm helping financial institutions and government agencies.

digital

A SMALL BUSINESS SURGE IN DIGITAL TRADE

Global entrepreneurs are going online. Here’s how governments can help.

With many storefronts and offices around the world shuttered by the COVID-19 pandemic, small business owners are adopting new digital strategies and tools to keep their businesses alive.

“It’s a real challenge as companies and clients cannot buy physically from us,” observes Sasibai Kimis, Founder and CEO of Earth Heir, a Malaysian ethical lifestyle brand, which sells handcrafted heritage pieces made by women, refugees and indigenous people. She added that, “a lot of events have been canceled, including speaking engagements.”

Although the Earth Heir team can no longer build revenue and relationships from their studio, a shift to creative, online strategies is helping fill the gap. “We are focusing a lot more on increasing our digital marketing and social media reach.”

As businesses such as Earth Heir increasingly adopt a life online, governments have a critical role in enabling a robust e-commerce ecosystem that allows small businesses to keep their businesses running, their employees connected and their customers engaged. The right set of digital trade policies will be the key.

Digital lifelines for small business

Economic shutdowns have exponentially increased the need for online marketing, communication and team-building. Small businesses are using digital tools to update the public about changes in business, maintain relationships and communicate to customers how they can continue providing support.

The Elly Store, a boutique children’s bricks-and-clicks business in Singapore, experienced a significant spike in online sales immediately after the country ordered a shutdown of all non-essential businesses. Although online businesses are permitted to continue operations, founder Audrey Ng decided to stop all deliveries until the workplace measures are lifted.

While shipments are on pause, the team’s concentration is on website improvements, digital marketing and connecting with customers. “We are continuing with regular social media posts and using the month for people to get to know our wide range of products again,” said Audrey. “We have also designed marketing campaigns for when we re-open based on what we think people will be looking to buy” when they begin venturing out.

Small businesses are also using digital channels and strategies to stay connected to their own employees.

SHE Investments, a social enterprise delivering business development programs for women in Cambodia, has introduced an array of new technology tools to keep their team connected and productive. This includes Microsoft Teams for working remotely; Zoom for team meetings, webinars and online classes; and Clockify for team time sheets.

“We are using tools to create video tutorials on our laptops to help our team and our participants to learn [how to work from home],” said Celia Boyd, the Managing Director of SHE Investments.

Earth Heir shopping site

Image: Earthheir.com e-commerce site

How digital trade policies can help

Public policy can help businesses like SHE Investments, Earth Heir and the Elly Store by facilitating the flow of digital trade.

For example, Earth Heir’s digital strategy relies fundamentally on access to global services and data flows. Sasi and her team utilize social media platforms like Instagram to spread the word about the face masks they are making, YouTube videos to spotlight their refugee artisans, WhatsApp to communicate internally (and with us), payment and express delivery services to ship out their products, and Google Forms and PayPal to enable donations of PPE.

As the World Trade Organization (WTO) engages in an exercise to write new rules aimed at facilitating the use of e-commerce, stakeholders have the opportunity to emphasize the importance of clarity and improvements to the existing framework of trade rules and commitments.

Successful efforts by governments would empower businesses to sell their own products and services internationally using global online platforms, payments, communication tools and other e-commerce channels, and to improve the ability of businesses of all sizes to benefit from digital technologies.

Recognizing the particular opportunities and challenges faced by developing countries, WTO members should explore mechanisms to maximize the ability of developing countries to implement high-quality digital trade and e-commerce commitments.

Small businesses adjust to a post-pandemic world

Emerging technology startups are also stepping up to help other businesses combat the hardships presented by the COVID-19 crisis and adapt to the digital world.

Based in Nigeria, Transboxx Technologies utilizes a large network of software engineers to create digital platforms, from web portals to online payment platforms, for businesses throughout Africa.

“Many [businesses] recognize the need for digitized systems, but they don’t know how to build out their technologies,” says co-founder Obinna Ekezie. “We can create platforms that allow them to quickly automate, streamline and electronically improve their operations.”

Some companies are pivoting their focus during the pandemic. ArtGirlRising, a t-shirt business based in Malaysia with a mission to raise awareness of the under-representation of female artists through cause marketing, has transitioned from a sales focus to prioritizing community building.

The founder of ArtGirlRising, Liezel Strauss, said that the team launched paid, online classes using Zoom. The classes are “presented by industry leaders, for artists to help them move their art practice online through tips on social media, the business side of art, community building and homeschooling tips.”

Caribu, a Florida-based interactive video-calling app, is seeing demand for their services grow from individuals and families trying to cope with this new reality. To help bridge the gap created by social distancing, the business is offering free access and unlimited usage of the service.

“Kids are feeling the effects of the outbreak, but don’t always understand why grandma can’t come to visit, why the special family spring break trip may have been canceled, or why they’re out of school for weeks,” said Caribu CEO and Co-Founder Max Tuchman.

Dorsu

Image: Dorsu.org / Dorsu has suspected retail sales, selling only online, and is now making masks for wholesale orders to keep their workers employed.

Other businesses are witnessing unprecedented demands and are stepping up to fill the gap. Ordinarily, Dorsu, a Cambodia-based ethical clothing brand, crafts men’s and women’s apparel. After witnessing the gap in the market, they shifted to include the production of masks that help protect the community and keep their team employed.

“We’re servicing existing wholesale clients where possible and have temporarily re-tooled to produce face masks,” explained Hanna Guy, Co-Founder and Director of Dorsu. The team is utilizing social platforms to promote the new items, sharing on Facebook, “As the story unfolds and we begin to see advice to wear masks while leaving the house (briefly) we’ve designed, tested and released fabric face masks that are reusable, washable, fit like a glove and above all – ensure comfort.”

Sasi, of Earth Heir, similarly pivoted her business to enable her network of refugee artisans to produce and distribute “Fair Trade Personal Protective Equipment” for use by Malaysian frontline medical personnel, social workers and others, in collaboration with the World Fair Trade Organization Asia.

What governments can do

For years, small businesses have relied on an ecosystem of digital tools to operate globally. More than ever, these businesses need the right policy framework to enable their ability to access digital productivity, payments, shipping and logistics, communications, marketing and e-commerce platforms and navigate the new normal of social distancing and physical closures.

With the right set of digital trade and e-commerce policies, governments have the opportunity to not only help more small businesses move online, but also support a new era of global digital entrepreneurs.

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Jake Colvin

Jake Colvin is the Executive Director and Jamaica Gayle is Deputy Director of the National Foreign Trade Council’s Global Innovation Forum.

reset

How The Economic ‘Reset’ Can Work In Your Favor

While news of vaccines on the horizon signal hope, some analysts think a sizable chunk of the U.S. economy has been damaged permanently by COVID-19, with more layoffs and business closures still to come in 2021.

But to others, the future of a “new economy” in the post-COVID world is bright, opening doors for entrepreneurs, working professionals and small-to-medium business owners, says Rod Robertson, Managing Partner of Briggs Capital (www.briggscapital.com), international entrepreneur, and author of Winning at Entrepreneurship: Insider’s Tips on Buying, Building, and Selling Your Own Business.

“While about 40 percent of the American economy has been turned into debris, the playing field has been cleared, and the whole business environment has gone through a reset,” Robertson says.

“At the same time, people who upgrade their skill-sets and broaden their thinking won’t be left behind. So instead of people saying, ‘How lost I am, how crushed I am, woe is me,’ this is an exciting time, especially for young people, who don’t have to wait for 10, 20, or 30 years for their turn to be a business leader. They can make a generational jump by stepping up and embracing technology, and by understanding in the rubble and chaos what kernels of business are sprouting up.”

Robertson says these points are worth considering when planning for success in a changing U.S. economy:

Don’t buy the theory that COVID will destroy entrepreneurship. “It’s a great time to invest in or buy a business because the playing field has been reset,” Robertson says. “There is going to be a whole new generation of fortunes made in the next three to five years. These are small businesses, companies that are nimble and can shift easily.”

Investment in tech is trending. Robertson notes that over $50B has been spent by private equity on tech deals in 2020. “This fact dwarfs the issues that have swamped legacy or regular businesses that have seen a huge retraction in investments,” Robertson says. “The pivot to tech has accelerated and beware those firms that cling to their old ways of doing business.”

Make the necessary cuts and stay streamlined. “Seismic shifts are coming in 2021 as companies prepare for the new world economy,” Robertson says. “Some businesses must make drastic cuts and changes in directions. Pivot quickly and don’t be among the last firms to embrace change; it could be your demise. It is more important than ever to streamline operations and create an implicit trust with employees to ensure your business thrives in the post-pandemic world.”

Remote workers can’t afford to coast. report on remote work productivity during the pandemic found that global productivity among employees working from home due to COVID-19 has dropped. “U.S. employees are leading the pack both in terms of the amount still working remotely, and productivity declines,” Robertson says. “Salespeople without direct supervision aren’t producing like they used to. Remote workers who are coasting need to get in tune with their organizations to keep their jobs.”

Going solo isn’t a bad thing for boomers. Robertson says older workers who may get displaced can make the most of opportunities to fly solo. “The people over 50 and 60 are not grasping technology,” Robertson says, “and a lot of them are going to be pushed off the playing field. How do they switch to being an independent contractor, and stretch out their working years to 70-72? It’s time to reinvent and reinvigorate themselves.”

“Businesses and their best workers must shift with the times or invite extinction,” Robertson says. “The good news is, the reset opens great new opportunities, and people can take the blessing coming from all this chaos and turn it into business success.”

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Rod Robertson (www.briggscapital.com) is an international entrepreneur and author of Winning at Entrepreneurship: Insider’s Tips on Buying, Building, and Selling Your Own Business. Robertson is the owner of Briggs Capital, a boutique international investment bank. He has conducted business in over 15 countries while focusing on developing small-to-medium-sized businesses and taking them to market worldwide. Robertson’s 20-plus-year career in transaction experience and entrepreneurship includes guest lecturing around the globe at institutions such as Harvard Business School and other top-flight MBA schools as well as business forums and news outlets worldwide. He sits on numerous boards, guiding firms to streamline operations and make businesses more profitable before selling.

give

5 Ways For Companies To Give Back – And Still Make Bucks

As the coronavirus pandemic turns much of the business world upside down, numerous companies have pivoted while reevaluating their purpose, products, and relationship with customers.

One area of emphasis that has gained traction is philanthropy. Many CEOs see helping those in need as an essential element of a business, especially in these unprecedented times, says Vince Thompson (www.meltatl.com), founder and CEO of the marketing agency MELT and author of Building Brand You: How To Use Your College Experience To Find And Win Your First Job.

“Goodwill is good business,” Thompson says. “To whom much has been given, much is expected. As we are all dealing with the many effects of COVID-19, working from home, and enduring the mental strain of these stressful, uncertain times, seeking to do good right now is one of the most important things a person or a company can do.

“Goodwill reinforces a company’s purpose, which reinforces esprit de corps. Externally, philanthropy is good PR for your business, especially for small businesses that depend on their communities to keep them afloat. People are watching how companies respond in tough times, and that goodwill is reciprocated by new customers and the continued loyalty of regulars. Philanthropic actions strengthen both a company’s internal bonds and its ties with the community.”

Thompson suggests five ways companies can give back and help their own business at the same time.

Expand your reach. Thompson’s company welcomes college interns every summer. Part of the program includes engaging them with several national brands, through guest speakers and field trips. But last summer, due to the coronavirus outbreak, he evolved his business model into a remote platform, expanding into a year-round virtual series of classes and podcasts, and substantially increasing enrollment while staying connected with his business’ primary partners. “It was a way to share more career development advice with college students and give them some help they really need during these perilous times,” Thompson says.

Encourage employees to help. “A company can create positive change by leveraging its strong team culture,” Thompson says. “Allow employees company time to organize outreach activities. Find out what causes they’re passionate about. You’re then sending the importance of the philanthropic message to your workforce. Getting employee involvement from the strategic phase onward helps the philanthropic initiatives align with company goals.”

Launch a charity drive. Start a collection for a particular cause. Your company can collect non-perishable food items for distribution at food banks. Toy drives are popular around the holidays. “You can set up automatic donations through virtual giving platforms,” Thompson says. “You could even leave out a collection jar at your place of business and cash in the collected amount to send through an online portal.”

Provide selected pro bono work. Philanthropic planning must be precise, especially during a pandemic as companies strategize on what’s financially feasible and what is not. But Thompson says there’s usually room to do a few extra jobs for free, which could go a long way for someone without the means to hire you otherwise. “Research and reach out to people who can use your services but can’t afford them,” Thompson says. “Involve your team in the nominating process. These are win-win feel-good actions.”

Help other businesses. “Buying from local businesses is one of the best ways to give back, especially when so many are struggling,” Thompson says. “Leave nice reviews and link to your favorite local companies on your website. Look for beneficial cross-promotions that are good for your business and your partners.”

“More and more businesses are now realizing the importance of giving back,” Thompson says. “It simultaneously improves employee and customer engagement while making a great impact on people’s lives.”

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Vince Thompson (www.meltatl.com) is the founder, chairman and CEO of MELT, one of America’s most successful sports marketing and branding agencies, and author of Build Brand You. An award-winning brand builder and sports marketer, Thompson has worked on brand strategies for some of the most famous brands in the world, including The Coca-Cola Company and Aflac. Thompson has been named one of Atlanta Business Chronicle’s “Most Admired CEOs,” among the “500 Most Influential Atlantans” by Atlanta Magazine, the American Diabetes Association’s “Father of the Year,” one of Sports Business Journal’s “Power Players,” and was listed by BizBash as one of the top 1,000 people in the event industry.

franchise

How Businesses Can Avoid Becoming Irrelevant In A Changing World

The business world has produced a veritable graveyard of once magnificently successful companies that came, conquered and thrived – but ultimately perished.

In many cases, those businesses share a common reason for their demise: Times changed. They didn’t.

“I’ve always been fond of the saying that if you don’t like change, you’re going to like irrelevance even less,” says Adam Witty, a successful entrepreneur and the ForbesBooks co-author of Authority Marketing: Your Blueprint to Build Thought Leadership That Grows Business, Attracts Opportunity, and Makes Competition Irrelevant.

“Over the years, many businesses discovered they didn’t change quickly enough, much to their chagrin. Others realized their old business model no longer applied, and they did adapt.”

In the last decade or so, media companies especially have had to navigate their way through an extraordinary disruption of their business models, says Witty, who also is the founder and CEO of Advantage|ForbesBooks (www.advantagefamily.com).

“Reading habits and advertising habits shifted,” he says. “This meant media companies needed to diversify and be innovative if they wanted to continue to thrive.”

Witty was involved in such a diversification recently when his company announced a partnership with American City Business Journals, the publisher of 44 weekly Business Journals in cities across the U.S. Through the partnership, American City Business Journals is branching out into the book-publishing field with the creation of Business Journals Books, an enterprise that will be operated jointly with Witty’s company.

“This is an exciting new way for them to be creative and create a new revenue stream for their business,” Witty says.

With COVID-19 and the 2020 recession forcing companies to navigate their way through even more changes, Witty says businesses that want to avoid tumbling into irrelevance need to:

Review and rank their products. A few years ago when Witty’s company did such a ranking, he realized one product line the business had offered for years didn’t measure up and needed to go. “It was hard to deliver, had low gross margins, was extremely people intensive, and had very limited scalability,” he says. “The time, energy, effort and capital we were investing in this product line were taking away our ability to invest in new products that would be more scalable and more profitable.”

Always be on the lookout for new ideas. What worked yesterday may not work tomorrow, so savvy business leaders are always open to new ideas for bringing in revenue, Witty says. “You should also encourage employees to suggest ideas,” he says. “Maybe a lot of those won’t work. But the more ideas that get tossed around, the better the odds something will prove a winner.”

Favor facts and data over opinions. No matter how much an entrepreneur loves the business plan they used originally to launch their business, they need to make decisions about the future based on facts and data, Witty says. “You must deal with the way things are, rather than the way you want them to be,” he says. “Facts and data will tell you the way things are.”

“Because of COVID-19 and the recession, a willingness to adapt to changing consumer habits and ways of doing business is probably more important than ever,” Witty says. “The businesses most likely to thrive coming out of this are those that have a plan, but also remain flexible and are willing to change that plan as the circumstances around them change.”

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Adam Witty, co-author with Rusty Shelton of Authority Marketing: Your Blueprint to Build Thought Leadership That Grows Business, Attracts Opportunity, and Makes Competition Irrelevant, is the CEO of Advantage|ForbesBooks (www.advantagefamily.com). Witty started Advantage in 2005 in a spare bedroom of his home. The company helps busy professionals become the authority in their field through publishing and marketing. In 2016, Advantage launched a partnership with Forbes to create ForbesBooks, a business book publisher for top business leaders. Witty is the author of seven books, and is also a sought-after speaker, teacher and consultant on marketing and business growth techniques for entrepreneurs and authors. He has been featured in The Wall Street Journal, Investors Business Daily and USA Today, and has appeared on ABC and Fox.

wayfair decision

How the U.S. Supreme Court Wayfair Decision Affects Small Business

The Wayfair Case

In 1992, the Supreme Court, in a case referred to as “Quill,” ruled that the lack of substantial physical presence in a state is sufficient grounds to exempt a business from having to collect and remit sales or sellers use taxes to a state.

This precedent protected small businesses from “burdensome” administrative processes that would have interfered with and limited interstate commerce.

The “Quill” case ruling laid down the law that ruled our land until June 21st, 2018.

On that day, the current Supreme Court reversed the “Quill” decision in a new case referred to as Wayfair.

Economic Nexus

Economic nexus, as established in the Wayfair case, was defined as $100,000 or 200 transactions per year shipped to South Dakota residents or companies as the threshold for requiring an out of state company to be subject to sales and use tax collection.

In the 2018 Wayfair decision, the Supreme Court said states could require companies with an “economic nexus” to their state to collect sales and use taxes.

The potential to encumber small businesses who sell outside of their home state by forcing them to track and comply with a different set of sales tax laws for each state is a very real burden.

Non-compliance can result in penalties and back taxes.

Compliance

Without an automated solution, managing compliance could be a full-time job due to the complexities of state tax regulations.

This may include navigating 10,000 plus sales tax jurisdictions across the country, many of which are amorphous and do not conform to city or county boundaries, or zip codes.

Compliance may require using different tax bases (taxable product categories, i.e., clothing, food items, etc.) in each state (except for the SST member states who agree to standard taxability within their state).

Another obstacle can be figuring out all the arcane rules related to taxability of handling, shipping and certain product usage rules that also vary from state to state.

Learning to use each state’s portal to report and pay sales and use taxes (even as these are being changed to keep up with reporting changes) could prove to be challenging.

Compliance could require monitoring sales tax changes across the same 10,000 plus jurisdictions and tracking their own sales dollars and transaction counts by state.

Tracking the different thresholds of each state on how soon they must begin collecting sales and use tax after hitting that state’s threshold amount (believe it or not at least one state expects tax on the first transaction after the threshold is reached) can provide even more complexity.

Resellers & Exemption Certificates

I’ll share a story that I recently heard from a former state sales tax auditor.

He found that many distributors do not do a good job of administering the resale exemption certificates issued by the state that the reseller’s customers reside in.

And if that certificate was not properly filled out and signed, he would then disallow the exemption and all that revenue would be declared taxable.

In addition, penalties and interest would be added on top of the uncollected tax.

Since every state has its own forms for resale certificates and its own rules for renewal of certificates (or not), administration is not a small task. And unfortunately, a task that is sometimes not given the importance it deserves until an audit is coming.

You Have Options

It would be much better to prepare before the states start their hunt for revenue so you can formulate a plan, rather than wait.

We suggest first and foremost if you get a letter from another state asking you to provide information to them, call your lawyer and your sales-tax-specialist accountant immediately, and before you provide any information discuss your situation and your options.

In addition to planning to handle these new requirements, we encourage small business owners to build your infrastructure and prepare your data so that you can handle this.

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John Miller is President of Passport Software, Inc., a leading provider of accounting, manufacturing, distribution and business software solutions for small to medium-sized businesses. Founded in 1983, Passport Software’s goal is to help clients with the effective use of technology in order to focus on profitability and improving their business processes.

This article was originally published in smallbizclub.com. Republished with permission.

company

How Will Your Company Emerge from COVID?

We all learned growing up (hopefully) that our deeds define who we are. Times of crises especially reveal what kind of character people, and companies, have. The coronavirus pandemic is no exception. It’s forcing companies to evolve rapidly regardless of size, industry, or location. As we fear job loss and lament the dislocation from our work, we have to stay focused on improving our workplace cultures, processes, and environments, all of which define our organizations.

The Coronavirus Pause

Over time, leadership that’s bogged down by deadlines and daily quotas can forget the evergreen management principles needed to drive long-term success. The coronavirus offers companies a chance to reset their workflow, reexamine their offerings, let go of dead-end initiatives, and embrace emerging opportunities. The pandemic gives each of us an opportunity to remake ourselves—to disrupt the disruption.

Evaluate Yourself and Your Ideal

First, you must find ways to take stock of your brand impact. If you don’t appear to others as you intend, odds are you’re not the company you want to be. Evaluate who you are and why, then decide who you want to be and assess the action needed to get there.

-Find out who you are in the marketplace. Solicit opinions on your organization and its impact from trusted colleagues, friends, prospects, clients, and even honest competitors.

-Go through your workflow, your processes, your team, your client list, your vendors, your strategic partners—everything that you are currently doing that defines your company. Share and review it with members of all departments. Look at your current mission, revisit your original purpose, and find the direction to match that goal. Define what you need to change.

Next, assess, reassess, and harness all of your information and resources. This may help you find new business lines, action items, or process improvements.

-Amass all your institutional knowledge. Bring your leadership and staff together to codify everything you do. Capturing all the tacit and implicit knowledge of your people will reveal new paths to take and lessen the chance of missed opportunities.

-Have your leadership team focus on the near misses of the past and build a “recent lessons learned” catalog to facilitate self-examination. This will also show you how and where you need to mentor your team, build new working relationships, and improve collaboration.

Third, examine your leadership team through a new lens and rebuild—leaving your dysfunction behind.

I have heard countless times from colleagues (and experienced myself) how destructive it can be to be wholly removed from decision-making, and to have one’s hands tied when trying new things, or even just seeking counsel from outside your department due to trivial power dynamics.

-Share ideas and solicit them. Let people from all levels of your organization contribute freely and synergistically. You will be amazed at how much more engaged all your people are when they know they can contribute in a meaningful way.

-Treat your people well. Mental and emotional health are the wellspring of longevity, loyalty, and creativity. You simply get much better performance out of happy people.

-Break the taboos. Have people from different teams explain their roles to each other. Encourage them to talk to each other about the different functions in your business.

Becoming Who You Want To Be

An example of such a reboot is a small rideshare startup for kids and families. The company—RideAlong—was started by parents in New Jersey who were initially just seeking a safe way to get their kids to and from school.

RideAlong’s CEO Norbert Sygdziak was stunned by how much pent-up demand he discovered: “We started in September 2019 and had double-digit growth and double-digit profits. What started out as a local community need quickly snowballed into real demand across the country. It was incredibly fulfilling. But then came COVID.”

Schools shut down. The business went away entirely. RideAlong’s leadership was at a loss like everyone else. But then it clicked. Sygdziak and members of his Board and leadership team all galvanized around one question: “There are so many people in tougher situations. What can we do to help those people in this time?”

Sygdziak started by taking care of his people and asking his team to pull together. He made sure to take care of his drivers first as they were completely out of work. He paid them to keep the team intact and demonstrate his appreciation of what they were going through. The executives waived and postponed taking paychecks. He gathered volunteer teams of drivers and staff to partner with hospitals, food pantries, restaurants and non-profits to deliver food and supplies to seniors and families in need, provide meals to overtaxed healthcare workers, help children get to hospitals for much-needed regular medical treatments, and coordinate school deliveries for students.

It is not an uncommon pivot at this time, but it is a great example of the power of reexamination. These non-profit relationships and good deeds are leading to for-pay partnerships in ways they never dreamed. Pulling together the entire team, asking “why do we exist?” and “what should we do?” allowed them to reimagine everything.

Importantly, it crystallized what Sygdziak and his team wanted the company to be. They were not just a kids’ transportation company, but rather a mechanism for building community. Sygdziak is moved when he thinks about it: “We were forced to think more deeply about our purpose. By spending our resources on helping those less fortunate, by providing connection, and hopefully alleviating some difficulty, we found inspiration and grew tighter as a team. Now we understand exactly who we want to be.”

Who Will You Become?

Whatever you do with this time, if you have it, embrace it.

Despite the damage done, the coronavirus has inspired companies to pivot to philanthropy. Maybe you have the opportunity to prepare for change and pursue what the ferocious day-to-day never quite allowed. Reach out and expand relationships and geographies. Refine and redirect your team. Fully explore the ideas and solve the problems that always seemed too big to take on.

Rewrite your story and be better.

________________________________________________________________

Jennifer S. Bankston is the President of Bankston Marketing Solutions and has over twenty years of experience spearheading strategic initiatives for law firms and other industries including technology, financial services, life sciences, and healthcare. Jennifer is also rooted in technology, having developed various applications and products within the organizations she has worked. She can be reached at bankstonmarketingsolutions.com

business owners

What Small Business Owners Can Do to Steer Their Way Through a Crisis

As the nation’s economy continues to struggle because of the impact of COVID-19, small business owners and their leadership skills are being put to the test.

They face the task of adapting to the crisis and helping their employees adapt as well. But just what steps can business leaders take to keep employee morale high, make sure the business stays afloat, and manage their own concerns about the future?

One of the most important things is to be transparent with employees about where the business stands, says Adam Witty, ForbesBooks co-author of Authority Marketing: Your Blueprint to Build Thought Leadership That Grows Business, Attracts Opportunity, and Makes Competition Irrelevant.

“Face the facts head-on and don’t try to sugarcoat it,” says Witty, the founder and CEO of Advantage|ForbesBooks (www.advantagefamily.com). “Share with your team, in calm and rational terms, what impacts you expect the virus to have on your business and what the business is doing to try to mitigate those negative impacts.”

Witty suggests other steps business leaders need to take as they manage their way through the crisis:

Over-communicate. With remote work, communicating is more important now than ever. In an office, much of the communication happens naturally as people drop by each other’s offices or pass in the hallway. With everyone spread out, communication can easily fall by the wayside so it needs to be more intentional. Witty says it’s critical to use video communication like Zoom or Google Hangouts whenever possible to interact with employees. He also makes a point of sending at least three company-wide video messages a week. “In times of great uncertainty, communicate more not less,” he says. “In the absence of information, people tell themselves stories, and I can promise they are bad stories.”

Project calm. When a leader is anxious and fearful, everyone will pick up on that and they, too, will become anxious and fearful. “If your employees see that you are worried, they will begin to think it is all over,” Witty says. That doesn’t mean to fake it or to pretend the situation isn’t bad. “We can’t control the situation we find ourselves in,” he says. “But we can control how we react to the situation, and how we react will dictate our results.”

Consider introducing new products or services. Now is a good time to get innovative, Witty says, so brainstorm with your team about alternative ways to bring in revenue if your usual sources have been disrupted. For example, some restaurants that were strictly sit-down establishments pivoted to offer takeout and delivery. Witty’s own company created new publishing and marketing products aimed at potential clients who may be more cost-conscious during these tough economic times.

Finally, Witty says, have a plan.

“Hopefully, you already have a strategic plan for your business that you are executing week in and week out,” he says. “As we continue to move along through this crisis, that plan will need to be adjusted as COVID-19 makes some pieces of your plan obsolete.”

He suggests meeting weekly, if not more often, to keep updating the plan to reflect the new realities. Then communicate the plan and its latest adjustments to your team.

“When employees know the leaders have a plan,” Witty says, “it creates calm and confidence.”

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Adam Witty, co-author with Rusty Shelton of Authority Marketing: Your Blueprint to Build Thought Leadership That Grows Business, Attracts Opportunity, and Makes Competition Irrelevant, is the CEO of Advantage|ForbesBooks (www.advantagefamily.com). Witty started Advantage in 2005 in a spare bedroom of his home. The company helps busy professionals become the authority in their field through publishing and marketing. In 2016, Advantage launched a partnership with Forbes to create ForbesBooks, a business book publisher for top business leaders. Witty is the author of seven books, and is also a sought-after speaker, teacher and consultant on marketing and business growth techniques for entrepreneurs and authors. He has been featured in The Wall Street JournalInvestors Business Daily and USA Today, and has appeared on ABC and Fox.

self-employed

Metros With the Most Self-Employed Workers

The coronavirus pandemic has cost a record number of Americans their jobs as much of the economy shut down in mid-March. Even as some states start to reopen, many businesses will remain closed or operate in a reduced capacity, meaning millions of workers will remain unemployed.

According to Census Bureau data, there are over 15 million self-employed workers in the U.S., making up about 9.7% of the nation’s workforce. Self-employed workers are especially vulnerable during economic downturns since they do not have the same type of job protections as other workers. The CARES Act provides emergency government aid to workers affected by the pandemic, including the self-employed, who might normally fall through the social safety net. But these funds have been difficult to secure and can have long wait times. Furthermore, confusing messaging around the loans leave many self-employed workers unsure about what the funds can be used for.

The self-employed, which for the purpose of this analysis includes those adults who operate either incorporated or unincorporated businesses, are represented in every industry sector except public administration. Other services—a catchall industry sector that includes, among others, car repairs, barbershops, salons, dry-cleaning, and pet care services—has the largest share of self-employed workers at nearly 26%. Both the Agriculture, forestry, fishing and hunting, and mining industry and the Construction industry have high rates of self-employment, at 24% and 23% respectively.

As of 2018 (the most recent year of Census data available), these three industry sectors accounted for over 5 million self-employed workers, but a combination of non-essential business closures, disruptions of the food supply chain, and a hold on construction work in many states will likely drive these numbers down.

While almost 10% of workers are self-employed at the national level, the self-employment rate varies considerably across cities and states. Montana and Vermont claim the highest percentages of self-employed workers in the country, at 14% and 13.4%, respectively. On the other end of the spectrum, West Virginia has the lowest share of self-employed workers, with just 6.3% of workers who are self-employed.

To find the locations with the most self-employed workers, researchers at Volusion used data from the U.S. Census Bureau. The researchers ranked metro areas according to the share of workers who are self-employed. Researchers also looked at the total number of self-employed workers, the median income for self-employed workers, and the median income for all workers.

To improve relevance, only metropolitan areas with at least 100,000 people were included in the analysis. Additionally, metro areas were grouped into cohorts based on population size. Small metros contain 100,000-349,999 residents, midsize metros contain 350,000-999,999 residents, and large metros contain 1,000,000 residents or more.

Here are the large metropolitan areas with the largest percentage of workers who are self-employed:

For more information, a detailed methodology, and complete results, you can find the original report on Volusion’s website: https://www.volusion.com/blog/cities-with-the-most-self-employed-workers/

business

4 Things Everybody Gets Wrong When Starting a Business in China

Starting a business is a brave and bold move. It requires effort and you may even have to sacrifice an average of 70 hours a week, for probably the next 2-3 years, in order to get the thing running smoothly. This, in essence, is what most startups fail to recognize and understand. Some say success doesn’t come overnight and to some extent this holds water. So, if you are looking to open a new chapter in life and start a business, here are some problems faced by startups that are considered wrong when starting a business.

1. Business Name

This is a mandatory requirement and if you have in the past had another startup, you know this is required. So, for those starting up a new business, or for those venturing into this world for the first time, a Business Name is necessary. Once you have registered a Business Name, you may go a step ahead to getting a logo for your new business as well as acquiring a domain name. All these three should be unique and not like any other registered business. This will be the trademark of your business and if in doubt over the name, logo or domain selected, there are sites that can help you know if the one you select or create has already been taken. By failing to do so, you may end up registering using either a business that closed or one that never took off, eventually bringing confusion to prospective customers when simply searching for your business.

2. Business Plan

This is another necessary requirement. Failing to have an established business plan is like planning to fail. One thing that a new start-up again may confuse is a Business Plan and a Business Structure. These are two different things. First, doing some research and deciding whether to be a Sole Proprietor, venture into a Partnership or register a Company, should be the first step into knowing what business plan to have. Once you have decided on the type of business, you can then lay down the plan. Contained in a Business Plan are aspects of funding as well as what type of business venture to undertake. It will also entail how you plan on spending, so as not to over or underspend.

3. Business Structure

A business structure is different from the Business Plan. While new startups confuse this, they eventually lack a management scheme and gradually finish to poor management. So, a Business Structure is what entails what every employee in the business is to do. From the executives, accountants, superintendents, junior staff to all other working employees. When deciding on what structure to have, it is advised to seek the knowledge of professionals and experts in the field as such, professionals such as lawyers, accountants, and even some businessmen may help you understand and decide on the best business structure for your business.

4. Business Location

This is a vital element. For those looking to register a business in China, failing to understand the laws of the land could lead to problems. Again, this is among the biggest problems faced by startups. You will need to understand laws relating to taxes, registering the business as well as the many different laws within the country. So, the laws in different countries are different, and to avoid problems during startup, it is similarly advised to seek the counsel of those experienced in the field or do thorough research.

5. Nature of The Business

While you will be required to state the Nature of The Business when registering it, it is an essential aspect in determining how things will be run and what is to be done. In other words, this is a sure way to set yourself apart from other ventures depending on the type of business you carry on. Note that, this is also an aspect in the Business Plan, and because of that it should be a well-researched type of business to avoid huge competition. Though competition is good, you will need to offer something new to the Nature of the Business so as to keep the light on.

So, considering this factor carefully and staying in line with them, you will be on the way to having a fruitful business and even though it may take time, it is worth the wait. It is also recommended to do more research over the matter of opening a business to have enough knowledge when you do so.