September 2005 | Excerpt Edition
Tips From The Top Tips From The Top
     INSIDE THIS ISSUE
  • Choosing the Proper Business Entity
  • The Guide Dog Approach to Incentives
  • Calendar of Events
  •      MANAGEMENT
    Choosing the Proper Business Entity

    Business owners should periodically review their choice of entity in light of ever-changing tax laws, assessment of the potential liabilities and the owner’s long range exit strategy.

    Business owners can operate their business as a sole proprietorship, a general partnership (“Partnership”), a limited partnership (“Ltd”), a limited liability company (“LLC”), a C Corporation (“C”) or as an S Corporation (“S”).

    Assets can normally be contributed to any of these entities tax-free. The distribution of assets from either a “C” or an “S”, if they have appreciated, will cause a taxable event. In the case of a “C”, the gain will be taxed twice—first at the corporate level and again at the shareholder level.

    A corporation, LLC or Ltd. will protect the owners from the debts of the business, yet enable them to control day-to-day operations. “C’s” can elect any taxable year-end the shareholders would like. All other entities normally must have a calendar year-end.

    Since a “C” is taxed as a separate entity, all items of income, credit or loss are computed at the entity level in arriving at corporate taxable income. A disadvantage of a “C” for a new business is that losses are trapped at the entity level and thus generally cannot be deducted by the owners. However, one advantage of a “C” is that the first $50,000 of corporate taxable income is taxed at the 15 percent federal rate.

    A drawback of the “C” is the potential for double taxation. If you compensate out most of the corporate earnings, the risk of double taxation is minimal since the corporation can deduct all “reasonable salary” that it pays to its shareholders. When a business becomes successful, it may not be possible to distribute 100 percent of earnings out as compensation.

    Sole Proprietorships, Partnerships and a “C” that compensates out all of its earnings expose the owner of the business to high Social Security and Medicare taxes. Operation as a Ltd., LLC or “S” with proper planning can minimize Social Security and Medicare tax payments.

    The question of double taxation is most problematic when a business gets sold, because the sales of most businesses are structured as asset sales. A “C” selling assets at a substantial gain generates a corporate tax and the net distribution to the shareholder again creates a second taxable event. If the owner of a “C” is fortunate enough to arrange for the sale of stock of his company, the earnings of the “C” have not increased the shareholder basis in his or her stock. Again, the gain is higher than the gain on sale of stock in an “S” or from the sale of an interest in a partnership or LLC.

    A “C” can also be used to provide fringe benefits on a tax-favored basis. Subject to certain limits, the corporation can deduct the cost of a variety of benefits such as health insurance and group life insurance without adverse tax consequences to its shareholders.

    The tax costs of these entities vary. A partnership pays no taxes or fees. A Ltd., LLC and an “S” corporation may be assessed annual fees or be taxed on a percentage of taxable income.

    Generally speaking, “C’s” are considered the least tax advantaged of all of the entities.

    Hugh Saddington, Partner, Saddington Shusko LLP, Irvine, CA

         STRATEGY
    The Guide Dog Approach to Incentives

    My family has been training guide dogs for the blind for a few years now, and we are currently on our third dog. The training requirements are very specific; you cannot punish bad behavior, and you have about ten seconds to reward good behavior by giving a dog biscuit or a chew before the dog forgets what the reward is for. It seems to me that these same principles apply when dealing with employees. A system of negative consequences hardly works and, while you have more than ten seconds to reward employee behaviors you really like and want to encourage, you don't have more than a day or two. We subscribe to the "little and often" school. When a project comes in under budget, we reward the people working on it immediately, rather than waiting to give them a year-end bonus. Employees quickly realize how this system works, and while it is always hard to teach old dogs new tricks, the immediacy of the reward has immediate results.


    Greg De Bruin, Owner, A. James De Bruin and Sons, Bethpage, NY
     

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    Russell W. Lookadoo, CCP, SPHR
    801.983.2760
    www.tab-southsaltlake.com
         QUICK TIPS
     
    Toot Your Own Horn
    Installing a new point-of-sale system for a restaurant can be disruptive to the client’s business. We have a number of internal systems to make sure the process goes smoothly, but that is only half the battle.

    We also have to make sure that the customer knows what a good job we did. If we don’t tell him, he’s not likely to figure it out for himself.

    Randy Smith,
    President, Forum Systems Group,
    San Antonio, TX


    Exiting Executive
    When faced with a founding partner or other key executive retiring or leaving the business, consider having them make an audio tape describing key information that they are the “expert” in within the business or the industry. Hire a part-time college student to transcribe the tape and add pertinent information to your procedures and operations manual.

    Jim Breese,
    Owner, Westland
    Engineering Company,
    Irvine, CA


    The World's Greatest Question;
    Whether you have an unhappy customer, disgruntled employee or are just at odds with someone, there is one question which no one can object to or take offense from–“What would you like to see happen?”

    John F. Dini,
    TAB-Certified Facilitator,
    San Antonio, TX

       
         CALENDAR OF EVENTS

    Invitation to the September General Informational Meetings

    Meeting #1
    Date: Tuesday, September 13, 2005
    Time: 6:00pm-7:30pm

    Location: Washington Mutual Uptown Financial Center
    2nd Floor Conference Room
    Address: 376 E 400 S, Salt Lake City

    Meeting #2
    Date: Wednesday September 14, 2005
    Time: 7:00am-8:30am

    Location: Washington Mutual Financial Center 9th Street Market Place Lobby
    Address: 5664 S 900 E, Murray

    Meeting #3
    Date: September 20, 2005
    Time: 7:00am-8:30am

    Location: Washington Mutual Financial Center Woodlands Lobby
    Address: 4041 S 700 E Suite 3, Salt Lake City

    Meeting #4
    Date: Wednesday September 21, 2005
    Time: 11:45am-1:15pm

    Location: Homewood Suites By Hilton
    Address: 844 East North Union Ave, Midvale
    Host: Washington Mutual Cottonwood Financial Center



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