Organizational Vehicle Tags Package: Fill & Download for Free

Harvard Business School Brief CasesAccountingBiovail Corporation: Revenue Recognition and FOB Sales AccountingBiovail Corporation, a major Canadian pharmaceutical company, announces that it will miss its quarterly earnings target by $25 to $45 million, blaming $10 to $15 million of the shortfall on a truck accident that occurred on the last day of the quarter. Explores the concepts of revenue recognition, the ethics of earnings management, relationships with analysts, and the enforcement role of the SEC.Danshui Plant No. 2A plant in southern China has a contract to assemble 2.4 million Apple iPhones. Three months into the contract, the plant is operating at a loss. The plant manager analyzes the budget and considers whether changing from a static to flexible budget can help uncover the performance problems.Depreciation at Delta Air Lines: The "Fresh Start"After Delta adopts fair value accounting as part of its "fresh start" emergence from bankruptcy, the company changes its approach to depreciating its aircraft. Introduces students to depreciation policy and links between accounting policies and financial reporting choices.Jimmy Fu and Moog, Inc.: Understanding Shareholders' EquityJimmy Fu is interviewing for a job at Moog, Inc. In the job offer, the vesting and termination language for the stock plan leads Jimmy to investigate the Shareholders' Equity section of the Moog balance sheet and he finds more activity than he expects.Luotang Power: Variances ExplainedThe general manager of a coal-fired power plant in central China prepares for a presentation to the board of directors. He believes his company performed well in the previous year in several key metrics but the performance is not reflected in the financial results.Lyons Document Storage Corporation: Bond MathA manager must analyze the refunding of bonds issued in 2000, when interest rates were higher. Students must calculate the present value of interest and principal payments.Merrimack Tractors and Mowers: LIFO or FIFO?A CFO proposes use of FIFO to maintain earnings growth, accepting possible tax consequences. The case demonstrates that firms often have choices about accounting policies.The Talbots, Inc. and Its Subsidiaries: Accounting for GoodwillFocusing on the firm's acquisition of J. Jill, the case demonstrates what goodwill is, how it originates, how it is measured at acquisition, and how it is amortized or impaired.FinanceBlaine Kitchenware: Capital StructureIn response to an unsolicited takeover, a kitchen appliance maker contemplates using excess liquidity and additional borrowing for a stock repurchase. The company must determine the effects of increasing leverage on the cost of capital, firm value, and share price.Ceres Gardening Company: Funding Growth in Organic ProductsAn aggressive player in the organic gardening industry offers steep discounts and vendor financing to its retailers in an effort to increase market penetration. Students analyze the company's financial statements and make projections.Flash Memory, Inc.A small firm in the computer and electronic device memory market must invest heavily in new product development to stay competitive. The Chief Financial Officer is in the process of preparing the investing and financing plans for the next three years and must consider alternatives for additional funding in light of increased working capital requirements.Groupe Ariel S.A.: Parity Conditions and Cross-Border ValuationGroupe Ariel evaluates a proposal from its Mexican subsidiary to purchase and install cost-saving equipment at a manufacturing facility. Ariel corporate policy requires a discounted cash flow (DCF) and an estimate for the net present value (NVP) for capital expenditures in foreign markets. A major challenge of the case is which currency to use, the Euro or the peso.Hansson Private Label, Inc.: Evaluating an Investment in ExpansionA manufacturer of private-label personal care products must decide whether to fund an unprecedented expansion of manufacturing capacity. This case requires students to complete a fundamental analysis of the project, including the development of cash flow projections and net present value calculations.Harmonic Hearing Co.Two employees from a small manufacturer of hearing aids consider purchasing the company from the founder. Two financing alternatives are presented: one is virtually all debt-financed, the other all equity. The financing structure will significantly affect future products and firm performance.Hill Country Snack Food Co.The CEO of a snack food company believes in maximizing shareholder value by maintaining large cash balances and funding new initiatives internally using equity finance over debt finance. As he approaches retirement, analysts and investors want the company to adopt a more aggressive capital structure.Jones Electrical DistributionDespite several years of rapid sales growth and good profits, Jones Electrical Distribution experiences short-term cash shortages. The company is unable to take discounts on accounts payable and increasingly relies on loans from the bank to cover expenses. Company owner Nelson Jones weighs the options for managing sales growth against additional financing needs.Mercury Athletic: Valuing the OpportunityThe head of business development at Active Gear Advantage, a mid-size athletic footwear company, sees the opportunity to acquire Mercury Athletic and double the size of his business. Students gain exposure to basic DCF valuation using WACC.Midland Energy Resources, Inc.: Cost of CapitalThe senior vice president of project finance for a global oil and gas company must determine the weighted average cost of capital for the company as a whole and each of its divisions. Students become familiar with WACC and CAPM and associated data and formulas.Monmouth, Inc.A leading producer of engines and massive compressors for the natural gas industry considers whether to acquire a tool company. Students must choose an approach for valuing the company and consider how the offer should be structured.New Heritage DollA mid-sized, privately-owned, domestic firm evaluates two investment alternatives. The case explores basic issues in capital budgeting and requires students to analyze financial information from competing capital budgeting projects and choose a single investment project.Pacific Grove Spice CompanyA manufacturer, marketer, and distributor of spices and seasonings utilizes debt to fund the necessary growth in assets to support sales. The bank is concerned about the total amount of interest-bearing debt on the firm's balance sheet and has asked the company to provide a plan to reduce it.Polar Sports, Inc.A fashion skiwear company generates over 80% of sales between September and January and relies on seasonal production to respond promptly to customer orders. The VP of operations considers the costs and benefits of switching to level production.Sterling Household Products CompanyA manufacturer of laundry soap, cosmetics, cleaning and disinfecting products, and other consumer goods consider acquiring the germicidal and sanitation product unit from a company in the health care industry. A complete investment analysis may reveal whether the purchase price adds enough value to the firm.Valuation of AirThread ConnectionsA senior associate in the business development group at American Cable Communications must prepare a preliminary valuation for acquiring AirThread Connections, a regional cellular provider. This case can be used as a capstone valuation exercise for first-year MBA students in an introductory finance course.Winfield Refuse Management: Raising Debt vs. EquityA small, publicly traded company specializing in non-hazardous waste management considers a major acquisition in the Midwestern U.S. The chief financial officer wants the company to reconsider a long-standing policy to avoid long term debt and fund the acquisition through a bond issue.General ManagementApplied Research Technologies, Inc.: Global Innovation's ChallengesStudents analyze the decisions and the leadership styles of both a unit manager and a division VP of ART, Inc., an organization whose culture of innovation has spawned many successful brands—but this same culture might also be putting one division and its leader at risk.Calveta Dining Services, Inc.: A Recipe for Growth?Calveta Dining Services enjoyed three decades of growth under its founder Antonio Calveta. Now that Antonio is retired, can his son Frank carry out Antonio's directive to double revenue within five years while still maintaining Calveta's distinctive pro-employee culture?Clayton Industries: Peter Arnell, Country Manager for ItalyIn Italy, the new country manager of a U.S.-based HVAC company is under pressure to solve a range of problems that thwart the home office's strategic plans. His options are constrained by a depressed economy, difficult union relations, rising materials prices, intense competition, and nationalistic buying preferences.A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care ProductsA driven superstar performer at a cosmetics firm has an impressive record of accomplishments but is limited by an inability to function effectively in a team setting, as a 360 performance evaluation makes clear.Evergreen Natural Markets 2012Kathleen Norton, the CEO of a successful food retailer with a track record of growth through local acquisition, has her leadership skills tested when her company purchases seven stores outside of the home base.Sugar BowlShelby Givens, the Westlake Lanes general manager, has successfully transformed her family-owned bowling alley into an urban lounge called Sugar Bowl. When investors offer to buy the business, Givens must evaluate whether she should accept the offer or retain involvement in the venture she worked so hard to create.Westlake Lanes: How Can This Business Be Saved?A general manager tries to improve a failing business that is owned and operated by her family. She uses her recent MBA training to devise a short term turnaround strategy while also proposing a longer term transformation plan to the board.HR ManagementCeleritas, Inc.: Leadership Challenges in a Fast-Growth IndustryCeleritas is a leading data communications company in a crowded and highly competitive market. With sales suddenly declining after years of record growth, Celeritas has begun to lose its status as a top player. The CEO calls for an offsite meeting to address several problems he believes are causing the recent slide.Raleigh & Rosse: Measures to Motivate Exceptional ServiceIn January 2010, U. S. luxury goods retailer Raleigh & Rosse is being sued by its employees for encouraging "off the clock" hours. At the center of the class action lawsuit is the famous Raleigh & Rosse performance measurement system previously thought to be the core of the retailer's success.International BusinessBella Healthcare IndiaBella Healthcare India was originally established as a low-cost manufacturing facility for a U.S.-based cardiology equipment developer but has since evolved into its own research and development center. After a failed joint product development effort with its parent company in the U.S., is the Bella Bangalore team ready to launch a new product and if so, which project should it choose?Kent Chemical: Organizing for International GrowthWith a global expansion strategy placing increasing demands on his organization, the president of Kent Chemical International is proposing a third reorganization effort after two failed attempts to better align his business with its U.S.-based parent company.Levendary Cafe: The China ChallengeLevendary Cafe has grown from a small Colorado-based restaurant into a $10 billion business with international expansion plans. Despite its solid track record, Wall Street is nervous about Levendary and its new CEO, Mia Foster. Foster is working hard to prove herself worthy of the job and her first order of business is to address concerns about the Levendary Chinese expansion plan.Meli MarineAn inter-Asian container shipping company is facing an important strategic decision after an interesting acquisition opportunity presents itself— if the board purchases larger ships, should they enter the global Asian-North American shipping business?United Cereal: Lora Brill's Eurobrand ChallengeThe European division for a multinational breakfast foods company prepares to launch a new cereal product. The VP for the division must decide whether to make the new cereal the first branded cereal product for the European division and how to create an organizational structure to support the new product strategy.MarketingAlpen Bank: Launching the Credit Card in RomaniaAlpen Bank considers whether to launch a credit card business in Romania. The firm rejected the idea several years earlier because of poor economic conditions in Romania. However, the country is emerging from a recession and incomes are rising along with disposable income. Students decide whether to launch the new business and how to acquire new customers.Atius GolfA maker of high-performance golf balls considers introducing a new product line called Elevate to appeal to casual golfers. The new line will be available through "off-course" specialty stores and big box retailers at lower price. The board of directors is divided on whether to support the decision.Atlantic Computer: A Bundle of Pricing OptionsAtlantic Computer, a leading player in the high-end server market, has developed a new server, the Tronn, and a software tool, called the "Performance Enhancing Server Accelerator," or PESA, that allows the Tronn to perform up to four times faster than its standard speed. How should Atlantic price the Tronn and PESA?Brannigan Foods: Strategic Marketing PlanningThe vice president and general manager of the soup division is concerned about declining sales and profitability. Hoping to reverse the trends, he asks 4 managers to review an analysis of the soup industry and recommend a turnaround strategy. Students must perform a quantitative analysis of each proposal before making a final recommendation.Classic Knitwear and Guardian: A Perfect Fit?In response to shareholder demands for margin improvements, the CMO of Classic Knitwear, a private-label non-fashion knitwear manufacturer, considers partnering with another company to produce a new line of high-margin, insect-repellant clothing.Clean Edge Razor: Splitting Hairs in Product PositioningA health and beauty manufacturing company launches a new technologically advanced vibrating razor into the highly competitive men's market for shaving products. The product manager struggles with positioning the product either as a "niche" razor for the high-end market or as a mainstream razor for the average consumer.Cottle-Taylor: Expanding the Oral Care Group in IndiaThe director for oral care products in India develops a marketing plan to support 20% growth in India but her boss wants to see 30% growth. To reach the revised goal, she must develop a new marketing plan while considering many factors including the regional differences between rural and urban consumers and the level of acceptance for modern dental standards across India.Culinarian Cookware: Pondering Price PromotionFaced with ambiguous results from a previous price promotion, Culinarian must decide if a new promotion will damage its premium brand or improve brand awareness and stimulate sales. What role should price promotion play in the company's sales growth goals?The Fashion ChannelThe new Senior Vice President of Marketing for The Fashion Channel is preparing to recommend a change in the company's traditional marketing approach by introducing a market segmentation program. Students must evaluate consumer research results, calculate financial scenarios, and make their own recommendation.Flare Fragrances Company, Inc: Analyzing Growth OpportunitiesFlare Fragrances experiences a decline in annual sales growth and considers introducing a new line of perfume or expanding distribution. Students study a wide range of factors including brand management, consumer demographics, product positioning, and pricing.Giant Consumer Products: The Sales Promotion Resource Allocation DecisionIn an effort to boost sagging sales, the Frozen Food Division undertakes a risky trade promotion. Focuses on cannibalization, brand equity erosion, and strategic channel issues.Harrington Collection: Sizing Up the Active-Wear MarketIn the wake of slumping sales and sagging profit margins, a leading manufacturer and retailer of high-end women's apparel must decide whether to expand into the high-growth active-wear market. The case explores the financial implications, assesses trade and competitor reactions, considers the risks, and determines whether the company's Vigor division will be able to successfully launch and manage a new product line.Launching Krispy Natural: Cracking the Product Management CodeA market leader for the sweet snack market wants to enter the salty snacks market with a reinvented line of premium crackers. Market test results exceed expectations in one city and fall short in 3 others. The marketing director must interpret the test market results, consider possible competitive response, and develop a recommendation for a national rollout.Manchester Products: A Brand Transition ChallengeManchester, a furniture company, has acquired an extremely powerful brand but can use its name for only three years-so the VP of Marketing must design a plan that transitions the new brand's power back to the company. The case examines decision-making related to brand equity, communications, and other aspects of marketing strategy.MedNet.com Confronts "Click-Through" CompetitionIn January 2007, "MedNet.com" is a leading website that provides science-based health information free of charge to online visitors. Its business model relies on advertising sales, primarily to pharmaceutical companies. In the face of fierce advertising competition, MedNet is forced to defend this model. However, in defending the value MedNet delivers, company executives may be building the case for why niche sites may be a better investment for the advertiser's budget.Metabical: Positioning and Communications Strategy for a New Weight Loss DrugThe marketing director at a pharmaceutical company must carefully consider the positioning and communications strategy for the launch a new weight-loss drug. Poor positioning of the drug in the highly competitive market for weight-loss solutions could spell disaster.Metabical: Pricing, Packaging, and Demand Forecasting Recommendations for a New Weight-Loss DrugA pharmaceutical company develops a new weight loss drug called Metabical. The senior marketing manager explores three different pricing models and considers the effects on profitability before making a final recommendation.Mountain Man Brewing Co.: Bringing the Brand to LightMountain Man Beer Company brews just one beer, Mountain Man Lager, known as "West Virginia's beer," popular among blue-collar workers. When the company experiences declining sales, the CEO considers launching a new beer, Mountain Man Light, in the hope of attracting younger drinkers. Mountain Man Lager's brand equity is a key asset for the company. Will Mountain Man Light enhance, detract from, or irreversibly damage the brand?Natureview FarmNatureview Farm, a Vermont-based producer of organic yogurt with $13 million in revenues, is the leading national brand sold into natural foods stores. When the company faces financial pressure to increase revenues to $20 million due to a planned exit by its venture capital investors, the VP of marketing must decide whether to expand into the supermarket channel.Olympic Rent-A-Car U.S.: Customer Loyalty BattlesA rental car company must decide how to respond after a competitor changes its loyalty rewards program. Marketing and operations managers review the firm's financial performance and the current loyalty reward program as they consider their options.P.V. Technologies, Inc.: Were They Asleep at the Switch?A leading manufacturer of photovoltaic inverters used in solar energy technology receives a bad evaluation from its largest customer. The company must consider the consequences to its reputation while considering among four possible responses to the situation.Reed Supermarkets: A New Wave of CompetitorsThe marketing VP at a high-end, conventional supermarket chain is concerned about increased competition from dollar stores and limited-assortment stores offering very low price points. She must decide how to change the current marketing and positioning plan to increase market share.Reliance Baking Soda: Optimizing Promotional SpendingThe new Domestic Brand Director needs to create a marketing budget that delivers a profit increase of 10%, weighing the value of advertising, price increases, and the role of the brand within the company. Students are expected to create and defend a similar budget.Rosewood Hotels and Resorts: Branding to Increase Customer Profitability and Lifetime ValueRosewood Hotels & Resorts is a small firm running 12 individually branded luxury properties. Its new leadership is contemplating whether the firm should significantly increase the prominence of the corporate identity, making Rosewood a corporate brand. Students must calculate how customer lifetime value would be affected by a shift from individual branding to corporate branding.Saxonville Sausage CompanySaxonville Sausage, a $1.5 billion manufacturer of pork sausage products, is experiencing financial stress because its leading product lines have lately produced declining revenues-except an Italian sausage named Vivio, which has recently experienced a significant increase in revenues, as has the entire Italian sausage category nationwide. What steps should the company take to expand Vivio into a powerful national brand?Soren Chemical: Why Is the New Pool Product Sinking?Soren Chemicals launches a new water clarifier for residential swimming pools called Coracle and is surprised by poor sales. Coracle is chemically similar to the company's highly successful water clarifier for large pools at recreational facilities and offers the same superior product performance. The marketing manager suspects the go-to-market strategy may be flawed but can she diagnose the problem before the end of the selling season?The Springfield Nor'easters: Maximizing Revenues in the Minor LeaguesThe marketing director of a new minor-league baseball team must design, conduct, and then interpret survey research to determine optimal ticket pricing that will yield large attendance figures and contribute to the owner's goal of breaking even in the first year of play. The pricing assignment becomes more challenging when other variables like concessions revenue are considered. Students are asked to complete a quantitative assignment as part of case analysis, and they must also grapple with less quantifiable factors.TruEarth Healthy Foods: Market Research for a New Product IntroductionTruEarth Healthy Foods wants to build on its successful introduction of fresh whole grain pasta by introducing a similar product concept for pizza. Acting as brand managers, students analyze the data and decide whether to bring the new product to market.Operations ManagementAIC Netbooks: Optimizing Product AssemblyA manufacturer of printed circuit boards diversifies it product portfolio by launching its own line of mobile consumer electronics. After three months of production, the production manager must consider ways to increase efficiency and lower costs.Baria Planning Solutions, Inc.: Fixing the Sales ProcessA consulting firm that specializes in using spend analysis to help companies identify savings is concerned about the disappointing performance of the sales team in signing up new clients. The sales director must analyze the current process flow to identify the problems facing the sales organization.Bayonne Packaging, Inc.A printer and paper converter specializes in delivering innovative packaging solutions for its customers. Despite tripling sales, the firm posted its first loss in over 10 years. The VP of Operations must analyze the production process and recommend improvements.Bergerac Systems: The Challenge of Backward IntegrationA manufacturer of diagnostic instruments for veterinary practices relies on two suppliers for the plastic cartridges used for a range of blood and blood chemistry tests. The CEO is concerned about inconsistent deliveries and considers acquiring one of the suppliers or expanding existing capacity.FoldRite Furniture Company: Planning to Meet a Surge in DemandFoldRite improves manufacturing quality and efficiency by developing stylish, environmentally friendly products. Now a new plan is needed to meet high demand, control manufacturing and inventory costs, and mitigate risk.The Morrison CompanyA developer and manufacturer of radio frequency identification tags (RFID) experiences a dramatic increase in sales over the past year. The increase exacerbates existing manufacturing problems and has led to increased shipping delays and inadequate inventory on hand.Scientific Glass Incorporated: Inventory ManagementScientific Glassware provides specialized glassware for laboratory and research facilities. Excess inventory is tying up extra capital needed to fund the company's expansion plans. The inventory manager is tasked with developing a more effective strategy for managing inventory.Organizational BehaviorAndrew Ryan at VC BrakesAndrew Ryan's excitement over a change initiative at VC Brakes turns to concern when organizational challenges surface. A subsequent restructuring puts him on the wrong side of politics and he must decide whether to leave or stay with the losing initiative.BoldFlash: Cross-Functional Challenges in the Mobile DivisionA new leader makes organizational changes to improve the product development process, but the changes may not go far enough.Campbell and Bailyn's Boston Office: Managing the ReorganizationCompetitive pressures drive organizational changes at a securities brokerage firm, with serious potential consequences for customers, employees, and the firm as a whole.Engstrom Auto Mirror Plant: Motivating Through Good and Bad TimesA plant manager confronts morale issues when, on the heels of an industry downturn, an incentive program stops producing payouts that employees have come to expect.Jamie Turner at MLI, Inc.Set in an industrial lighting company, this Brief Case describes the evolution of an interpersonal mismatch between a previously successful manager, Jamie Turner, and his new boss.Johannes Linden: Managing the Global Executive CommitteeIn the wake of an unexpected drop in manufacturing costs, the director of a large Swiss appliance manufacturer must convince his Global Executive Committee to revise revenue forecasts and sales targets for the upcoming year.Kay Sunderland: Making the Grade at Attain LearningAccount manager Kay Sunderland is surprised that her colleague Mike Morgan is potentially jeopardizing an important account by ignoring their employer's communication policy. Sunderland must decide how to handle the situation with both the client and her colleague Morgan.Martha Rinaldi: Should She Stay or Should She Go?Martha Rinaldi has been an assistant product manager at leading beverage company Potomac Waters since graduating from business school. Rinaldi is frustrated by her relationships with her boss and a close co-worker.MediSys Corp.: The IntensCare Product Development TeamMedical equipment maker MediSys is developing an innovative system for monitoring intensive care patients. Six months into the project, the product development team struggles through significant problems with design, schedule, a large competitive threat, and their own group dynamics.RL Wolfe: Implementing Self-Directed TeamsPlastic pipe manufacturer RL Wolfe introduces the concept of self-directed teams (SDTs) to its Corpus Christi plant in 2004. By 2007, Corpus Christi is outperforming the firm's other plants, and the production director seeks to understand which aspects of SDTs are working, which are not, and whether the other plants might be persuaded to accept the SDT approach.Ron Ventura at Mitchell Memorial HospitalStar vascular surgeon Ron Ventura's contract is up for renewal. He has improved the vascular surgery practice and generated much new case flow but is abrasive. How should his boss approach the upcoming performance feedback interview?Teaching Note available.Stone Finch, Inc.: Young Division, Old DivisionTo stimulate innovation and hasten growth in a young technology solutions division, an aggressive CEO milks the firm's cash cow, an old manufacturing unit. That unit soon faces key employee departures and sinking morale - and the newer unit runs into similar difficulties.TerraCog Global Positioning Systems: Conflict and Communication on Project AerialWhen a new product launch is threatened by cost problems, the firm's units are unable to come together and make a critical decision and a young executive must lead them forward.Thomas Green: Power, Office Politics, and a Career in CrisisA promising career appears to be headed off the rails as conflict deepens between a young marketing manager and his boss. Can this career be saved?Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima PlantLine foremen in a manufacturing plant are caught in the middle of an adversarial relationship between workers and management.SalesDesigns by Kate: The Power of Direct SalesThe sales representatives at Designs by Kate sell private-label jewelry at hosted parties. They also recruit, train, and manage teams of new sales reps. Sales have started to decline and the company must revisit the commission structure to determine if it is still effective.Service ManagementComfort Class Transport: Does Customer Service Need an Overhaul?Customer satisfaction with vehicles and drivers at a chauffeured limousine transport company is high and management has plans to expand the company into new markets. However, underperformance in the customer service call center could threaten the company's future.Delwarca Software Remote Support UnitA software firm provides telephone support for customers facing complex software integration issues. The manager of the remote support unit implements a new call triage process that fails to decrease customer waiting times and overall dissatisfaction. He must analyze the process and make recommendations for improvement.Playa Dorada Tennis Club: Expansion StrategyPlaya Dorada Beach & Resort in Boca Raton, Florida faces a growing seasonal demand for tennis services. The director of the tennis operations analyzes court capacity and pricing structure as he considers plans for expansion.Porcini's Pronto: "Great Italian cuisine without the wait!"Looking for expansion opportunities, a chain of full-service Italian restaurants considers launching a new chain of lower-cost, limited-menu restaurants. The vice president of marketing must develop the concept and also analyze three expansion strategies before the project can be approved.WrapItUp: Developing a New Compensation PlanA restaurant chain based in California offers made-to-order sandwich wraps using fresh, healthy ingredients. Management pilots a profit-sharing program at two restaurants to address concerns that employee turnover is high, customer satisfaction is decreasing, and revenue growth is flat.

BEST TIPS TO BECOME A GREAT LIFE COACH.My name is Monica Ellis. Hi friends, let me show some secrets from Geraldine Gordon's site in order to become a great life coach below. Geraldine Gordon is a famous blogger about life coaching.8 steps to build your life coaching business:Step 1: What skills do you need to be a life coach?Life coaching sounds exciting and glamorous, but it’s a lot of work and takes time to establish yourself and your business.Think about what life coaches really do. As a life coach, you’ll help clients answer:What parts of my life need growth and development?What are my goals for those parts of my life?How can I reach those goals?Life coaches are not therapists. Traditional therapists work through patients’ emotions and treat mental health. Life coaches help clients ask important questions and plan for the future. Good life coaches are good listeners — but there’s a lot more to life coaching than listening to people’s problems.As a life coach, you’re more than an advisor. You’re an entrepreneur, marketer, and salesperson.Becoming a life coach requires these skills (and more!):EntrepreneurshipActive listeningBudgetingMarketingNetworkingCreativityStrong sense of ethicsLeadershipDo you have those skills? More importantly, are you willing to spend time, energy, and money improving them? Then you’re ready to start your journey to becoming a life coach.Step 2: Find your coaching nicheLife coach is an umbrella term. To find your place as a life coach you need to choose a niche, or specific area of focus. A niche helps you determine:The issues you’ll help your life coaching clients withYour area of expertise“I have many clients who have reached the coveted 6-figure mark coaching people on relationships, or mindful eating, or confidence. But the thing that makes those coaches’ businesses work is that they have chosen a very specific niche, and not been afraid to build a brand around a very specific problem” – Becca Tracey, The Uncaged LifeTypes of life coaches include:LeadershipExecutive/businessCareerPersonal improvementSpiritualityFamily and romantic relationshipsOrganizationalAnd many more!Ask yourself these questions to help identify your niche:What valuable expertise do you have that you can share with others?What are the biggest obstacles you’ve overcome in your life? What skills did you use to overcome those obstacles?What kinds of difficulties do the people in your life come to you for advice on?What topics are you the “go-to” friend, coworker, or family member for?Reflect on your experiences, strengths, and skills.If you have tons of experience with public speaking, coach other people through their fear of speakingIf you have marketing/branding experience, use that to coach small business owners (maybe even other coaches!) on building up their brand and marketing their businessIf you have HR or recruiting experience, focus your coaching on helping people find their dream jobsStep 3: Get certified as a life coach (…or don’t)There’s no governing body that requires you to pass a test or earn a specific degree to become a life coach.But earning life coach credentials from a recognized organization — like the International Coaching Federation (ICF) — boosts your credibility, especially when you’re just starting out and don’t have a ton of client testimonials yet.Check out these stats from the ICF:77% of coaches agreed that clients expect them to be certified or credentialed83% of coaching clients reported that it was important for coaches to hold a credentialPeople are more likely to recommend a coach who holds a credential than a coach who does notThe ICF offers one of the most widely recognized professional coaching certifications. Their programs focus on:Building coaches’ knowledge and skills around coachingCommitting to high ethical and professional industry standardsThe ICF offers three levels of certification (listed from least to most time and money required):Associate Certified Coach (ACC)Professional Certified Coach (PCC)Master Certified Coach (MCC)These certification programs require training, coaching experience, examinations, and references from credentialed coaches. Depending on the certification level, you must complete anywhere from 100 to 2,500 hours of (at least mostly paid) coaching.To become a certified coach through the ICF, you must pass the Coach Knowledge Assessment (CKA). The CKA checks for these 11 core competencies:Meeting Ethical Guidelines and Professional StandardsEstablishing the Coaching AgreementEstablishing Trust and Intimacy with the ClientCoaching PresenceActive ListeningPowerful QuestioningDirect CommunicationCreating AwarenessDesigning ActionsPlanning and Goal SettingManaging Progress and AccountabilityThe ICF also offers accreditation to other coaching programs that follow their curriculum. If you choose not to receive certification directly from the ICF, you can find ICF-accredited life coach training programs through their Training Program Search Service (TPSS).An ICF membership gives you networking opportunities in the coaching industry. Other coaching associations include the International Association of Coaching (IAC) and the American Coaching Association (ACA).All of that said, many successful life coaches choose not to get ICF-certified. Although it can be valuable if you want to be a corporate coach, the certification can be expensive and time-consuming.You might find that you’re able to build enough word-of-mouth and hands-on learning experience to scale your business without a certification.If you choose not to get certified by a recognized coaching organization, make sure you have other ways to show credibility to potential clients. This includes:Education. Depending on your niche, a degree in psychology, organizational behavior, and even marketing or business can lend credibility to your coaching practice.Work experience as a therapist, social worker, HR professional, consultant, marketer, entrepreneur, etc. What makes you qualified to advise in your niche?Testimonials and references from friends, family, and coworkers who you’ve coached or advised, professionally or otherwiseStep 4: Set up your coaching business(Before this next step, a caveat: I am not a lawyer. Before you make any legal business decisions, please consult a lawyer and/or financial advisor.)It’s time to choose a business entity type for your life coaching practice.If you’re starting your new coaching practice on your own, you’ll probably want to choose between:Sole proprietorship: Unincorporated business with one owner (you!)Limited liability company (LLC): Registered business with limited liability for all membersWhat’s the difference between a sole proprietorship and an LLC? Without getting too bogged down in legalese…LiabilityIn a sole proprietorship, a sole proprietor (you, personally) is responsible for all of the debts and liabilities of the business. If your business runs into financial trouble, you’re on the hook.In an LLC, the business itself is responsible for the business’s debts and liabilities. If you intermingle your personal funds with LLC funds, it can result in the loss of your limited liability protection.CostsAn LLC costs more upfront because you’ll need to register with the state and pay initial registration and annual maintenance feesA sole proprietorship has minimal initial costsRegulationsAn LLC is more heavily regulated than a sole proprietorship and, depending on your state, you may need an operating agreement for an LLCTaxesSole proprietors are taxed as self-employedLLCs follow typical corporate tax structuresFor a complete breakdown of the difference between LLCs and sole proprietorships, check out this article.Once you register your business, you may also want to get business insurance for your coaching practice. It’s not a requirement — and you’ll hopefully never need it! — but it can help protect you in case of emergency and/or lawsuit.Here are some types of insurance to consider:Malpractice insurance: Life coaching is a big responsibility. If your advice causes a client harm or you share their confidential information with others, they might sue you for professional negligence. A malpractice policy can help cover legal defense costs and any settlement or damages.Business owner’s policy (BOP): This general policy covers both commercial liability (a client gets hurt at your office) and property damage (your office goes up in flames)Cyber liability coverage: If you keep personal and confidential client information on file, cyber liability coverage can help you out if you get hacked (and sued). It can also cover the costs of restoring your computer (and your reputation).To learn more about life coach insurance, check out this guide from Fit Small Business.At this stage, make sure you have a rough idea of your budget. Life coaching can be a mostly-digital business, which helps keep startup costs low. Here are some of the costs to budget for:Business registration costsMembership dues if you choose to join a coaching organization like the ICF, IAC, or ACAMarketing tools and campaigns (Email marketing, paid social and search ads, and more)Website design and hosting/domain name (Will you use a template or pay for a custom design? What platform will you use? Each of these can add costs)InsuranceAn office if you choose not to work from home or public spacesAnd, of course, a reliable phone, computer, and internet service to meet with clients through video chat or over the phoneStep 5: Plan your life coaching services and pricesThere are 3 main ways that life coaches charge for their services:Per session (usually hourly)Per monthPer package (usually $X/3 months or $X/6 sessions)Charging clients per custom coaching package is a great option when you’re first starting out. When you know upfront how many months clients sign up for, you can better predict your income and manage your expenses.You also attract more committed clients – people who take coaching more seriously and are in it for the long haul. More sessions provided during the package means you can have a bigger impact on their lives (and charge more upfront).Life coaches charge an hourly rate anywhere from $75 to $1000. That’s a huge range. To figure out the right price to charge, consider your:NicheAmount of experienceTarget marketIncome goals and budgetCredentialsDo some market research, too — what do others in your niche with similar credentials charge? How much is your target audience willing (or able) to pay for life coaching services?Here are some examples of pricing for tiered life coach packages from Thumbtack:One-month life coaching packages from a life coach in Michigan:(3) 60-minute sessions with limited contact between sessions: $300(4) 60-minute sessions with limited contact between sessions: $350(4) 60- to 90-minute sessions with unlimited contact between sessions: $4006-month packages from a coach in Massachusetts:1 session a month for 6 months: $630 ($120 savings over purchasing individual sessions at $125)1 session every other week for 6 months: $1,170 ($330 savings)1 session every week for 6 months: $1,950 ($1,050 savings)Make sure to include a coaching contract when new clients purchase a package. Use simple, straightforward language to let clients know what they can expect from your services — and what you expect from them. If you’re not sure where to start, GrowthLab shares coaching contract must-haves — plus examples and templates — in this post.If you’re not ready to dive in and start selling full packages, consider offering free or discounted mini-sessions to your friends and family in exchange for testimonials and candid feedback. This can also be a great vehicle for word-of-mouth marketing.Step 6: Build your online presenceIf life coaching is your digital business, you need a digital presence! The two biggest pieces to focus on here are your website and social media.Must-haves for your life coaching websiteYour coaching website should have:Details on what you offer clients: Hourly sessions? Online trainings? Workbooks?Information on your packages and pricingYour credentials, qualifications, and experience. Why should potential clients trust you?Testimonials. Social proof can be your most powerful marketing tool.Personality! Add photos of yourself and an “About” section to introduce yourself to potential clients. Consider including a short video that shows potential clients how they may benefit from your coaching and whether they’ll mesh with your personality.A contact form or online scheduler. Let people reach out to you as soon as they decide they want to learn more.You don’t need to spend an arm and a leg for a professional-looking website. Platforms like Squarespace and Wix offer beautiful, pre-made templates to help you get started.Step 7: Automate and scale your email marketing and sales“For me, time is my most valuable asset. I’m always looking for ways that I can save time.” – Reese EvansMost life coaches are solopreneurs, which means time is your most precious resource. There aren’t enough hours in the day! Email marketing and sales tasks can take up a lot of time. Automate them and focus your energy on helping people and growing your coaching practice.Reese Evans runs personal development and coaching platform Yes Supply. When she launched her coaching business, she knew she needed to automate parts of her sales process to save time and reach more people.“I realized that with the CEO mindset, you can’t be on the phone selling your programs,” she says. “If your business relies on you to make sales, or to get leads alone, then your business essentially crumbles the moment you get sick, the moment you want to take a holiday, whatever that is.”I realized that with the CEO mindset, you can’t be on the phone selling your programs.CLICK TO TWEETHere’s how Reese automates the beginning of the sales process with ActiveCampaign:A lead magnet on her website offers free training in exchange for an email signup. This is how she collects email addresses from new prospects.Once contacts opt-in to her email list, she uses ActiveCampaign to send them five days of free contentAfter the free five days of training, Reese uses ActiveCampaign to send a series of email invites for her masterclassShe asks clients if they want the in-person or online version of training then tags them to follow upStep 8: Find ways to upgrade your skillsYou can’t help others improve without improving yourself.Life coaches value personal growth and professional development. Continue to seek out learning opportunities to stay on top of your game. This includes:Continued training from an industry association like ICF or IACAttending industry events like ICF Converge, the Art of Coaching Conference, or smaller, local coaching workshopsSpeaking on panels or webinars about your experiences — then listening and learning from other speakers and audience membersReading the latest books, articles, and research in your nicheParticipating in online communities to find education opportunitiesFinding a mentor in the life coaching community — and offer to mentor industry newcomersAsking for feedback from your clients — then learning from and acting on itUseful resources:+ 31 tips to become a leading life coach.+ Most 15 common mistakes in life coaching.

BEST TIPS TO BECOME A GREAT LIFE COACH.I am Monica Ellis. I found some experience from Lauren Mendez's blog in order to become a great life coach as follows. Lauren Mendez is a famous blogger about life coaching.8 steps to build your life coaching business:Step 1: What skills do you need to be a life coach?Life coaching sounds exciting and glamorous, but it’s a lot of work and takes time to establish yourself and your business.Think about what life coaches really do. As a life coach, you’ll help clients answer:What parts of my life need growth and development?What are my goals for those parts of my life?How can I reach those goals?Life coaches are not therapists. Traditional therapists work through patients’ emotions and treat mental health. Life coaches help clients ask important questions and plan for the future. Good life coaches are good listeners — but there’s a lot more to life coaching than listening to people’s problems.As a life coach, you’re more than an advisor. You’re an entrepreneur, marketer, and salesperson.Becoming a life coach requires these skills (and more!):EntrepreneurshipActive listeningBudgetingMarketingNetworkingCreativityStrong sense of ethicsLeadershipDo you have those skills? More importantly, are you willing to spend time, energy, and money improving them? Then you’re ready to start your journey to becoming a life coach.Step 2: Find your coaching nicheLife coach is an umbrella term. To find your place as a life coach you need to choose a niche, or specific area of focus. A niche helps you determine:The issues you’ll help your life coaching clients withYour area of expertise“I have many clients who have reached the coveted 6-figure mark coaching people on relationships, or mindful eating, or confidence. But the thing that makes those coaches’ businesses work is that they have chosen a very specific niche, and not been afraid to build a brand around a very specific problem” – Becca Tracey, The Uncaged LifeTypes of life coaches include:LeadershipExecutive/businessCareerPersonal improvementSpiritualityFamily and romantic relationshipsOrganizationalAnd many more!Ask yourself these questions to help identify your niche:What valuable expertise do you have that you can share with others?What are the biggest obstacles you’ve overcome in your life? What skills did you use to overcome those obstacles?What kinds of difficulties do the people in your life come to you for advice on?What topics are you the “go-to” friend, coworker, or family member for?Reflect on your experiences, strengths, and skills.If you have tons of experience with public speaking, coach other people through their fear of speakingIf you have marketing/branding experience, use that to coach small business owners (maybe even other coaches!) on building up their brand and marketing their businessIf you have HR or recruiting experience, focus your coaching on helping people find their dream jobsStep 3: Get certified as a life coach (…or don’t)There’s no governing body that requires you to pass a test or earn a specific degree to become a life coach.But earning life coach credentials from a recognized organization — like the International Coaching Federation (ICF) — boosts your credibility, especially when you’re just starting out and don’t have a ton of client testimonials yet.Check out these stats from the ICF:77% of coaches agreed that clients expect them to be certified or credentialed83% of coaching clients reported that it was important for coaches to hold a credentialPeople are more likely to recommend a coach who holds a credential than a coach who does notThe ICF offers one of the most widely recognized professional coaching certifications. Their programs focus on:Building coaches’ knowledge and skills around coachingCommitting to high ethical and professional industry standardsThe ICF offers three levels of certification (listed from least to most time and money required):Associate Certified Coach (ACC)Professional Certified Coach (PCC)Master Certified Coach (MCC)These certification programs require training, coaching experience, examinations, and references from credentialed coaches. Depending on the certification level, you must complete anywhere from 100 to 2,500 hours of (at least mostly paid) coaching.To become a certified coach through the ICF, you must pass the Coach Knowledge Assessment (CKA). The CKA checks for these 11 core competencies:Meeting Ethical Guidelines and Professional StandardsEstablishing the Coaching AgreementEstablishing Trust and Intimacy with the ClientCoaching PresenceActive ListeningPowerful QuestioningDirect CommunicationCreating AwarenessDesigning ActionsPlanning and Goal SettingManaging Progress and AccountabilityThe ICF also offers accreditation to other coaching programs that follow their curriculum. If you choose not to receive certification directly from the ICF, you can find ICF-accredited life coach training programs through their Training Program Search Service (TPSS).An ICF membership gives you networking opportunities in the coaching industry. Other coaching associations include the International Association of Coaching (IAC) and the American Coaching Association (ACA).All of that said, many successful life coaches choose not to get ICF-certified. Although it can be valuable if you want to be a corporate coach, the certification can be expensive and time-consuming.You might find that you’re able to build enough word-of-mouth and hands-on learning experience to scale your business without a certification.If you choose not to get certified by a recognized coaching organization, make sure you have other ways to show credibility to potential clients. This includes:Education. Depending on your niche, a degree in psychology, organizational behavior, and even marketing or business can lend credibility to your coaching practice.Work experience as a therapist, social worker, HR professional, consultant, marketer, entrepreneur, etc. What makes you qualified to advise in your niche?Testimonials and references from friends, family, and coworkers who you’ve coached or advised, professionally or otherwiseStep 4: Set up your coaching business(Before this next step, a caveat: I am not a lawyer. Before you make any legal business decisions, please consult a lawyer and/or financial advisor.)It’s time to choose a business entity type for your life coaching practice.If you’re starting your new coaching practice on your own, you’ll probably want to choose between:Sole proprietorship: Unincorporated business with one owner (you!)Limited liability company (LLC): Registered business with limited liability for all membersWhat’s the difference between a sole proprietorship and an LLC? Without getting too bogged down in legalese…LiabilityIn a sole proprietorship, a sole proprietor (you, personally) is responsible for all of the debts and liabilities of the business. If your business runs into financial trouble, you’re on the hook.In an LLC, the business itself is responsible for the business’s debts and liabilities. If you intermingle your personal funds with LLC funds, it can result in the loss of your limited liability protection.CostsAn LLC costs more upfront because you’ll need to register with the state and pay initial registration and annual maintenance feesA sole proprietorship has minimal initial costsRegulationsAn LLC is more heavily regulated than a sole proprietorship and, depending on your state, you may need an operating agreement for an LLCTaxesSole proprietors are taxed as self-employedLLCs follow typical corporate tax structuresFor a complete breakdown of the difference between LLCs and sole proprietorships, check out this article.Once you register your business, you may also want to get business insurance for your coaching practice. It’s not a requirement — and you’ll hopefully never need it! — but it can help protect you in case of emergency and/or lawsuit.Here are some types of insurance to consider:Malpractice insurance: Life coaching is a big responsibility. If your advice causes a client harm or you share their confidential information with others, they might sue you for professional negligence. A malpractice policy can help cover legal defense costs and any settlement or damages.Business owner’s policy (BOP): This general policy covers both commercial liability (a client gets hurt at your office) and property damage (your office goes up in flames)Cyber liability coverage: If you keep personal and confidential client information on file, cyber liability coverage can help you out if you get hacked (and sued). It can also cover the costs of restoring your computer (and your reputation).To learn more about life coach insurance, check out this guide from Fit Small Business.At this stage, make sure you have a rough idea of your budget. Life coaching can be a mostly-digital business, which helps keep startup costs low. Here are some of the costs to budget for:Business registration costsMembership dues if you choose to join a coaching organization like the ICF, IAC, or ACAMarketing tools and campaigns (Email marketing, paid social and search ads, and more)Website design and hosting/domain name (Will you use a template or pay for a custom design? What platform will you use? Each of these can add costs)InsuranceAn office if you choose not to work from home or public spacesAnd, of course, a reliable phone, computer, and internet service to meet with clients through video chat or over the phoneStep 5: Plan your life coaching services and pricesThere are 3 main ways that life coaches charge for their services:Per session (usually hourly)Per monthPer package (usually $X/3 months or $X/6 sessions)Charging clients per custom coaching package is a great option when you’re first starting out. When you know upfront how many months clients sign up for, you can better predict your income and manage your expenses.You also attract more committed clients – people who take coaching more seriously and are in it for the long haul. More sessions provided during the package means you can have a bigger impact on their lives (and charge more upfront).Life coaches charge an hourly rate anywhere from $75 to $1000. That’s a huge range. To figure out the right price to charge, consider your:NicheAmount of experienceTarget marketIncome goals and budgetCredentialsDo some market research, too — what do others in your niche with similar credentials charge? How much is your target audience willing (or able) to pay for life coaching services?Here are some examples of pricing for tiered life coach packages from Thumbtack:One-month life coaching packages from a life coach in Michigan:(3) 60-minute sessions with limited contact between sessions: $300(4) 60-minute sessions with limited contact between sessions: $350(4) 60- to 90-minute sessions with unlimited contact between sessions: $4006-month packages from a coach in Massachusetts:1 session a month for 6 months: $630 ($120 savings over purchasing individual sessions at $125)1 session every other week for 6 months: $1,170 ($330 savings)1 session every week for 6 months: $1,950 ($1,050 savings)Make sure to include a coaching contract when new clients purchase a package. Use simple, straightforward language to let clients know what they can expect from your services — and what you expect from them. If you’re not sure where to start, GrowthLab shares coaching contract must-haves — plus examples and templates — in this post.If you’re not ready to dive in and start selling full packages, consider offering free or discounted mini-sessions to your friends and family in exchange for testimonials and candid feedback. This can also be a great vehicle for word-of-mouth marketing.Step 6: Build your online presenceIf life coaching is your digital business, you need a digital presence! The two biggest pieces to focus on here are your website and social media.Must-haves for your life coaching websiteYour coaching website should have:Details on what you offer clients: Hourly sessions? Online trainings? Workbooks?Information on your packages and pricingYour credentials, qualifications, and experience. Why should potential clients trust you?Testimonials. Social proof can be your most powerful marketing tool.Personality! Add photos of yourself and an “About” section to introduce yourself to potential clients. Consider including a short video that shows potential clients how they may benefit from your coaching and whether they’ll mesh with your personality.A contact form or online scheduler. Let people reach out to you as soon as they decide they want to learn more.You don’t need to spend an arm and a leg for a professional-looking website. Platforms like Squarespace and Wix offer beautiful, pre-made templates to help you get started.Step 7: Automate and scale your email marketing and sales“For me, time is my most valuable asset. I’m always looking for ways that I can save time.” – Reese EvansMost life coaches are solopreneurs, which means time is your most precious resource. There aren’t enough hours in the day! Email marketing and sales tasks can take up a lot of time. Automate them and focus your energy on helping people and growing your coaching practice.Reese Evans runs personal development and coaching platform Yes Supply. When she launched her coaching business, she knew she needed to automate parts of her sales process to save time and reach more people.“I realized that with the CEO mindset, you can’t be on the phone selling your programs,” she says. “If your business relies on you to make sales, or to get leads alone, then your business essentially crumbles the moment you get sick, the moment you want to take a holiday, whatever that is.”I realized that with the CEO mindset, you can’t be on the phone selling your programs.CLICK TO TWEETHere’s how Reese automates the beginning of the sales process with ActiveCampaign:A lead magnet on her website offers free training in exchange for an email signup. This is how she collects email addresses from new prospects.Once contacts opt-in to her email list, she uses ActiveCampaign to send them five days of free contentAfter the free five days of training, Reese uses ActiveCampaign to send a series of email invites for her masterclassShe asks clients if they want the in-person or online version of training then tags them to follow upStep 8: Find ways to upgrade your skillsYou can’t help others improve without improving yourself.Life coaches value personal growth and professional development. Continue to seek out learning opportunities to stay on top of your game. This includes:Continued training from an industry association like ICF or IACAttending industry events like ICF Converge, the Art of Coaching Conference, or smaller, local coaching workshopsSpeaking on panels or webinars about your experiences — then listening and learning from other speakers and audience membersReading the latest books, articles, and research in your nicheParticipating in online communities to find education opportunitiesFinding a mentor in the life coaching community — and offer to mentor industry newcomersAsking for feedback from your clients — then learning from and acting on itUseful resources:+ 31 tips to become a leading life coach.+ Most 15 common mistakes in life coaching.