Making Your Way Handbook

Essential Quick-Tips, Contact Information & Resources Available For Entrepreneurs, Job Seekers & Artists In Quebec

YES Making Your Way Survival Handbook Copyright Š 2009 by the Youth Employment Services Montreal Foundation.

All rights reserved. No part of this publication may be reproduced or transmitted in any form by any means, electronic or mechanical, including photocopying, recording or any information storage and retrieval system, without permission in writing from the publisher.

Published by YES Montreal 666 Sherbrooke West Montreal, QC H3A 1E7 Telephone: (514) 878-9788 Fax: (514) 878-9950 Email: info@yesmontreal.ca www.yesmontreal.ca YES Making Your Way Survival Handbook seeks to assist artists, entrepreneurs and job seekers by providing information which may help them establish their careers and businesses. The opinions contained herein are those of the individuals expressing them only and consequently, neither the contributors nor the Youth Employment Foundation shall be held liable for any error therein or damages resulting from the use or transmission of said information.

Printed in Canada.

Book design and typesetting by Red Dream Studios, Montreal.

YES Montreal acknowledges the generous support of Canadian Heritage in the production of this book.

YES Montreal Mission: As a not-for-profit organization, YES Montreal (Youth Employment Services) enriches the community by providing English-language support services to help Quebecers find employment and start businesses.

Advisory Council Andy Nulman Charles B. Crawford Guy Laframboise Herschel Segal Hilary Radley John Aylen John W. Dobson Lionel Blanshay Peter McAuslan Peter R. Johnson Philip O’Brien Rob Braide Scott Conrod Timothy Leyne Board of Directors Past President, YES Angela Burlton Adjunct Professor, Dobson Center for Entrepreneurial Studies, McGill University President, YES Harold Simpkins John Molson School of Business Concordia University Vice President, YES Luciano D’Iorio Terramont Real Estate Services Treasurer, YES Gavin Correa Litwin Correa Chartered Accountants Secretary, YES Michael Eskenazi Felix and Norton International Inc. Pino Di Ioia Moozoo Juices/BeaverTails Ron Drennan Drennan Consulting Chris Emergui BAM Strategy Teresa Kirkwood CentralKnowledge Tom Kouri High-Touch Communications Nina Silverstone Finance and Accounting Consultant Robert Walsh Forensic Technology Iris Unger Executive Director Youth Employment Services (YES) Charitable Tax Number: 888729050RR001

Montreal, February 2009 Dear Job Seeker, Artist and Entrepreneur: Over the past 14 years YES (Youth Employment Services) has earned a reputation of providing a wide range of high quality employment and entrepreneurship services to over 3,000 individuals every year at its centre in downtown Montreal.

We help those interested in starting or growing a new business, those looking for a new or different job or those just struggling to decide what it is they want to do. We also assist artists who want to make a living from their art and need to learn the business skills necessary to succeed. Throughout the year, we provide individual coaching and counseling, mentoring, workshops and conferences. In an attempt to capture some of the information that we share with our clients on a daily basis and to make this information more readily accessible, we have created this small resource handbook aimed at complementing our existing services.

Obviously, we couldn’t include everything you need to know but hopefully it will answer some of your basic questions and encourage you to get more information whether it’s at the YES centre or on our website, at another organization in your area or at the bookstore or library.

Take it with you on your job interview to scan before that all-important meeting. Take it with you when you meet with an accountant to help you clarify some of the business terms. Take it with you if you’re an artist about to meet a lawyer to decide if you need to copyright your valuable design.

We hope this little handbook will become a useful resource for you.

We wish to thank the department of Canadian Heritage for its support of this project and its confidence in YES. Thanks as well to the entire team of staff and board of directors who make up the YES team and a special thank-you to Daniel Goodfellow for putting this handbook together.

Sincerely, Iris Unger Executive Director Fernanda Amaro Allison Eades Ellen Englert Daniel Goodfellow Sherry Hollinger, Annalise Iten Danny Légaré Monika Majewski

Elda Pappada Maria Pereira Jaclyn Schwartzman Vineeth Stephen Catherine Villebrun Simone Weir Erik Yeargan

FOR JOB SEEKERS......................................................................... .7 – 28 .Résumé and Cover Letter.......................................................... . 9 – 16 . Basic Format Of A Cover Letter....................................................... .11 – 14 Sample Résumé............................................................................... .15 – 16 COLD CALLING AND NETWORKING................................................. .17 – 22 How To Cold Call.............................................................................. .17 – 19 Cold Calling For Informational Interviews....................................... . 19 When To Cold Call............................................................................. .

19 Cold Calling Tips............................................................................... .19 – 21 Potential Obstacles.......................................................................... .21 – 22 THE INTERVIEW.................................................................................. .23 – 28 The Interview Begins........................................................................ .

23 FOR ARTISTS.................................................................................. .29 – 47 PRICING YOUR WORK......................................................................... .31 – 35 Earning A Profit................................................................................ .34 – 35 GETTING THE WORD OUT.................................................................. .36 – 42 Develop A Press Kit......................................................................... .36 – 37 Get The Media’s Attention................................................................ .36 – 40 Maximize Opportunities By Timing Things Right............................. . 40 Be Resourceful And Forward-Thinking........................................... .41 – 42 ARTISTS GRANTS............................................................................... .43 – 47 Applying For Grants.......................................................................... .44 – 47 FOR ENTREPRENEURS................................................................. .48 – 61 SELF-EVALUATION.............................................................................. .49 – 50 FINANCING YOUR BUSINESS............................................................ .51 – 52 Model Business Plan........................................................................ .54 – 55 THE LEGAL ASPECTS OF DOING BUSINESS.................................... .56 – 61 What Is A Sole Proprietorship?........................................................ .57 – 58 What Is A Corporation?.................................................................... .58 – 59 What Is A Partnership?.................................................................... .59 – 60 Registering And Incorporating – Where And How Much?.............. .60 – 61

You have the knowledge, experience and the drive to find a great job but where do you look? And what do you do when you get that important interview? Remember finding the right job can be a full time job. You need to be focused and do the right research and preparation. You must build your networks, market yourself appropriately, and have a great résumé as this is your calling card. You only get to make one first impression when you walk through the door. Make it count and don’t sell yourself short! Here are a few tips and exercises to make sure you find the right job. Also, check out the YES website for more resources and videos to help you in your search.

Dear Job Seeker: We hope the information and suggestions provided in this guide will help you on your job search. On this journey, it is important to keep in mind that “job hunting” is a job all on its own. Planning, preparing, and implementing your strategies is the road map to success. You need to be proactive and remain determined, focused, but above all, patient – the process may take some time. Remember, luck is that place on the road where opportunity and preparation meet!

“If you can’t run, walk. If you can’t walk, crawl. But by all means, keep moving.”

- Martin Luther King Jr.

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Résumé and Cover Letter The résumé and cover letter are your sales pitch to an employer about your qualifications for the position. Sitting down and writing a résumé is your first step towards marketing yourself, and sometimes it can be a bumpy process. Take heart. Everyone has to go through this rite of passage and with any luck this section will make it easier for you.

When product marketers create advertisements for TV or print spots they spend hours fine tuning the content and presentation of their piece so that their product appeals to their audience. Writing a résumé is no different – this time, however, your audience is your potential employer and the product is you! It goes without saying that spelling and grammar need to be absolutely perfect. This means that you should have someone else proof your work; spell-check in a word processor is necessary but not sufficient.

A job description tells you exactly what your audience is looking for. In crafting your cover letter and résumé you should use the job description as a guide of how to package your skills and qualifications.

Since writing a résumé and cover letter is what you’ve been trying to do as you stare at a blank computer screen for hours, we’re going to work from samples for each and give you tips along the way.

Meet Suzanna Edwards, our young job seeker looking for work as an administrative assistant. Alright Suzanna, let’s see your résumé.

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JOB DESCRIPTION Job Title: Legal Office Administrative Assistant Company Name: Whist & Young Inc. Type of Company: Law Firm Company Address: 569 Universitaria, Room 873, Sherbrooke, QC, H2X 5Z4 Job Start Date: February 3, 2009 Hours: 40 hours per week Salary: To be discussed Languages: English (fluent), French (functional) Requirements: • At least 1 year previous experience as an administrative assistant • Ability to multi-task and work well under pressure • Excellent InDesign and Excel skills • Ability to maintain a high level of accuracy and confidentiality concerning financial and employee files • Effective English-language written communication skills • Knowledge of office administration and bookkeeping procedures Duties: Whist &Young requires a detail oriented Legal Office Administrative Assistant with excellent interpersonal and communication skills.

The ideal candidate will be supporting several departments requiring assistance in bookkeeping, financial reports, presentations and various administrative duties as needed. You are driven, dynamic, and are able to prioritize and multitask in a fast paced and challenging work environment.

Interested candidates should submit their résumé and cover letter to Nadim Mohamed, Hiring Manager, no later than January 15, 2009.

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Let’s take a look at her cover letter. We cannot stress how important a good cover letter is. These two cover letter styles are both effective and fairly standard. We have provided you with an example of one and a format outline of the other. It’s up to you to decide which one is most compatible with the job you’re applying for.

Suzanna Edwards 8751 Manatourc St. Netagamiou, QC F2Z 1P5 (514) 555-5754 suzanna.edwards@gmail.com February 11, 2009 Mr. Nadim Mohamed Hiring Manager Whist & Young Inc. 569 Universitaria, Room 873 Sherbrooke, QC H2X 5Z4

Try to obtain the name of the person doing the hiring. Look on the company website, or phone in to find out who you are to write the cover letter to. If you really cannot find a name, you can write the person’s job title such as Executive Director or Manager. Avoid using “Dear Sir, Madame.”

Dear Mr. Mohamed: With my background as an administrative assistant, and strong English writing ability, I bring the skills you need to fill the position for a Legal Office Administrative Assistant which appeared in the Gazette, dated January 21.

Advertised Requirements

My Qualifications

At least 1 year previous experience Over 3 years of experience as an as an administrative assistant administrative assistant for a local community centre.

Ability to multi-task and work well Proven track record as an independent task oriented administrative assistant under pressure demonstrated by the autonomous management of all administrative support tasks for the Executive 11

Director at Broadway Community centre.

Excellent InDesign and Excel skills

Produced professional print quality annual reports in 2007 and 2008 for Broadway Community Center using Adobe InDesign for layout and Microsoft Excel for spreadsheet and chart creation.

Ability to maintain a high level of accuracy and confidentiality concerning financial and employee files

Played a key role in the 2002, 2003, and 2004 Hathaway Community Center direct mail fundraising campaign, maintaining highly confidential donor lists and sensitive financial information.

Effective English-language written Demonstrated proficiency in English communication skills through academic distinction as an English Major on scholarship at McGill University.

Knowledge of office administration Strong background in bookkeeping as and bookkeeping procedures Treasurer of the Arts Undergraduate Society at McGill University.

It appears that there is a strong match between your requirements and my qualifications. I would like to meet you at your earliest convenience to discuss this opportunity during an interview. I will contact you in the coming week, to see if your schedule would permit us to meet briefly. My résumé is enclosed for further consideration.

Sincerely,

Suzanna Edwards Suzanna Edwards Encl.

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It only takes seven simple words to potentially stifle your job search: I look forward to hearing from you. Closing your letter with this standard statement runs the risk of never being called. It is vital for you to take the follow-up initiative.

Your last paragraph should contain the word “interview” and a follow-up statement which calls for you to initiate a specific action related to the contents of your letter.

Suzanna is direct and to the point seeking to satisfy all of the employer’s advertised requirements. The employer sees that she has invested the time to do her homework and tailor her cover letter to their company’s needs, that she is organized and ordered in her methodology to approaching a problem and she is capable of communicating clearly and effectively. Make the cover letter about the employer and what you can do for them, not just a rant about your skills and qualifications.

BASIC FORMAT OF A COVER LETTER Name Address Phone number E-mail address Date Company Name Their address Attention: Their full name Their title Dear Salutation (Mr./Ms.) Family name: INTRODUCTION: In your opening paragraph you would state your intention as well as how you became interested in this company. How did you find out about them - who referred you, or where you saw the ad. Remember to include the position name, department and company name.

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MAIN BODY: In the middle paragraphs, make the best possible match between your background and the company profile and/or job requirements. This way, you will demonstrate that you have done some research on the company. Mention some specific relevant experiences or achievements. Tell the employer why you are the best candidate for the job. Convince them now; it’s your last chance.

ENDING: In the last paragraph use a selling approach by convincing them to meet with you. Request an interview, followed by your telephone number. State your intention to follow-up within the next several days.

Sincerely, Your full name

Let’s take a look at Suzanna’s résumé. With literally thousands of sample résumés available in books and online, we have avoided presenting you with a perfect résumé (for more help please visit the Web Links and Internet Job Hunting Tips sections on our website www.yesmontreal.ca). Instead we have demonstrated how to take a résumé in need of improvement and how to make it shine. Remember to print your résumé on a laser printer using quality paper like white, cream or light grey and to paperclip it instead of stapling.

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Suzanna Edwards

8751 Manatourc St. Netagamiou, QC F2Z 1P5 (514) 555-5754 suzanna.edwards@gmail.com Highlights of Qualifications: • BA, English Literature ; scholarship • 3 years experience as an administrative assistant in community centres • Organized, detail-oriented and flexible • English & French (oral & written) • Proficiency in Microsoft Word, Excel, and Outlook • Typing speed: 75 wpm • Ability to work independently or with others • Interest in learning new skills

If it’s you that you’re marketing, you would expect your name to be the first thing you see, bigger than the text below.

However you should avoid a wacky font: KISS (Keep It Simple Suzanna)!

If you’re still using sweetiepie98@hotmail.com for your personal emails, this is the time to set up a new more professional looking email account. Your voicemail greeting should also be professional sounding.

This section is the HEART of your résumé.The average employer will spend between 2.5 and 20 seconds reviewing your résumé. Make it count by personalising this section so that what’s pertinent stands out. Suzanna presents an effective mix of experience (3 years experience as an administrative assistant), hard skills (typing speed of 75 wpm), transferable skills (organized, detail oriented and flexible), languages spoken, and personality traits.

Education: Bachelor of Arts (Major: English Literature) 2003-2007 McGill University, Montreal, QC • Awarded Caroline Fisher Scholarship

Work Experience: Receptionist Nov. 2007 - July 2008

By putting your education at the top of your résumé (and not after your work experience) you’re telling the employer this is the first thing you want them to see. If you’re marketing yourself as a recent graduate looking for an entry level job then this makes sense.

Boy Suzanna’s savvy! She included the scholarship she was awarded on her résumé. That looks really good to employers. It’s too bad she forgot to also include the year she spent abroad at Frankfurt University; that would’ve looked good as well.

• Broadway Community Center, Montreal, QC • Answered multi-line phone and couriered items as needed

• Provided administrative support for various departments

• Edited outgoing letters, annual reports and brochures

• Performed tasks such as word-processing, ordering supplies, and photocopying

Be consistent with formatting. If Suzanna abbreviates November to Nov. then she should abbreviate July to Jul.. Better still would be to omit the months altogether and simply write 2007-2009 as she did for education (KISS). Little details like this reveal to the employer whether she truly is detail-oriented or not.

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Avoid general sweeping job descriptions such as “Provided administrative support for various departments”. Which departments? Was it 2 departments or 16? What administrative support did she offer? Photocopying? Ordering supplies? If so, it’s already mentioned in the last point. Again, how many annual reports were edited and how? “Edited the 2007 and 2008 annual reports for accuracy, content, format and tone” carries more information and weight. Constructed in this way it is also an accomplishment rather than a medial responsibility. Remember: 80% of employers look at accomplishments first before even reading what your responsibilities were.

Office Helper Summer 2002-2004 Hathaway Community Center, Montreal, QC • Assisted with mail-outs and conducted a phone survey Suzanna worked here for 3 summers and all she did was assisted with mail-outs and conducted one phone survey?

That’s not likely. She needs to think back to exactly what her job was. She needs to be specific! How many mailouts did she conduct? Did she create the content and do the formatting of the mail-outs? Did she get quotes from local printers? Did she organize the database to target key donors? Did she compile and analyse the phone survey results? If so, did she use Excel to produce graphs and InDesign to produce the report? If Suzanna doesn’t tell the employer what she did – the employer won’t spend time guessing.

Extracurricular Activities:

•

Treasurer, Arts Undergraduate Society, McGill University, Montreal, QC 2003 Suzanna’s “Work Experience” is limited and perhaps looks insufficient. What she should have done is changed the name of “Work Experience” to “Relevant Experience” and included her position as a treasurer in that section (while clearly indicating it was volunteer work). That is, Suzanna should have given bullet points of her specific tasks and responsibilities as a treasurer. Employers value volunteer experience too.

Interests and Hobbies: Playing tennis and basketball, yoga, cooking, reading science fiction novels.

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You can include this section if you have space.

If not, it isn’t crucial to an effective résumé. Your résumé should either be one full page or two full pages. By thoughtfully formatting and selecting content you should avoid having a one and a quarter pages or a three quarter page résumé.

COLD CALLING AND NETWORKING Everyone has heard about the hidden job market, and the question begging to be answered is “How do I access it?” There are two ways that really produce positive results over and over. If you want to get that great job, it comes down to networking and cold calling.

Let’s start with networking. I can hear your objections already.

Networking? But I don’t have a network, or I don’t want to ask my friends for jobs. First off, if you have numbers in your cell phone or friends on Facebook, then you do have a network. Secondly, asking your friends and family for help in your job search is not shameful.

Everyone has to look for a job at some point and it’s an entirely normal exercise in the working world. We cannot stress the importance of networking enough. In a report released in 2006, surveys revealed that networking of relatives and friends is the single most effective method to finding employment in Quebec1. There are at most six degrees of separation between everyone; you are at most only six relationships away from the CEO of the company you want to work for.

You can use the diagram on the next page to help you brainstorm contacts. Get your cell phone out, your address book, login to Facebook, and fill out the diagram on the next page.

HOW TO COLD CALL The first step is to be aware of your own skills and qualifications and be able to identify two to three of them to highlight in a professional dialogue. The second step is to identify which local organisation, in your field, you want to work for. Use the Yellow Pages online directories, and list of the best companies to work for.

1

JEDWAB, Jack; Self-Employment and Employment in Quebec’s English-speaking Cultural Communities and

Visible Minorities: Prospects and Problems; Montreal, QC: Youth Employment Services; September 2006

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The third step is to be sure to include what the company does and why you are interested in them – this will make it easier to prepare for the cold calls as well as interviews.

If you’re having a hard time coming up with a cold calling script, ask someone for help. If you are in the Montreal area, YES offers free cold calling workshops where counsellors will help you craft your message and your strategy. Below are some tips to guide you.

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Determine your cold calling objectives and strategy Cold calling can be used to various ends. It can be used to arrange an informational interview, to follow-up after sending out a résumé or to obtain a job interview. Don’t mix them up. If you want an informational interview do not ask for a job. Every time you place a call you should clearly define your objective and construct your message to reflect the purpose of the call.

COLD CALLING FOR INFORMATIONAL INTERVIEWS An informational interview is a great way to make new contacts in the industry you want to work in. It’s a brief meeting (usually about half an hour) between someone researching a career or industry and someone working in that career or industry. During an informational interview, you can get personalized feedback on your skills and experience while making valuable professional contacts – especially important for job seekers who are new to the workforce or changing careers. People are much more willing to speak with you when they know that you are not going to ask them for a job. Show a genuine interest in the company and the work they do. Don’t worry – if they know of a job they will tell you about it if you make a good impression during the informational interview. Make sure you keep to the half an hour that you requested, and that you are prepared with questions.

WHEN TO COLD CALL Decision makers are usually at their desk early in morning or late in the day, and those are the people who you wish to be having a professional conversation with, therefore, you need to be up and at your desk at those times too.

COLD CALLING TIPS Depending on the circumstances, you should be prepared to deliver a seven-second introduction and a 30-second pitch – but be careful to deliver them at the right time.

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Your seven-second introduction is central to your self-marketing effort, because, as an independent professional, you must be absolutely clear about what it is that you do and how you will deliver value to your future employer. The most basic sound bite is:

Hi, my name is ________. I am interested in working in this industry and I am currently researching job opportunities. I have just completed a degree in ________. I have extensive experience in _________ and also worked in _______. Do you know of any opportunities at the moment where I would be a beneficial addition to your organisation?

Overall, the gist of your script should be “why I am a perfect employee for your company.” Highlight your skills and experience and why you stand out from the crowd in your field. Your script should vary from call to call to suit each potential employer.

Your 30-second pitch isn’t just about you either, it’s about what you can do for the employer. It’s positive, dynamic and compelling. It’s forward-focused and it asks the listener to take action!

Your name statement

The job objective statement

Hi, my name is Dimitri Constantenos. I am interested in an entrylevel marketing position in a national company.This past summer, while interning for a shoe manufacturer in Shanghai, I developed a 15-page strategic marketing plan that identified new market penetration strategies, branding strategies, and a five-year plan for product repositioning. I have volunteered with CIDA in rural community development in the Ivory Coast, and participated in a total language immersion program in Lyon, France. Last year, I telemarketed for ES Money, a work experience that prompted me to develop conflict-resolution and personal-selling skills.

I get along well with others, am a good team worker, and am willing to travel or work hours as needed. I would like to meet you at your earliest convenience to discuss opportunities that may exist for someone with my qualifications. When would your schedule permit us to meet briefly for an interview?

The goal statement

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Your strengths statement

The goodworker traits statement

Do not start by:

Do not end by:

• •

•

• • •

Apologizing Making a long or slow statement Making an obvious observation Asking a trite question Telling a story that does not relate to your topic

• • • •

Changing your delivery style (accelerating pace) Admitting you forgot a point Stopping and not summarizing the key points Apologizing Rambling

POTENTIAL OBSTACLES You should have a game plan ready for dealing with obstacles. Here are the six top barriers you will likely bump into. Have a strategy worked out for each before you start placing calls.

1. Unwilling gatekeeper - Avoid letting them know you are a job seeker when asking for the hiring manager – say you are looking for information, you have a question, or you will be sending a correspondence.

2. “We are not hiring”- Let the person know that you are simply looking for more information about their company and the work they do.

3. “I am too busy” - Ask if there is a time the following day or week that you could call back.

4. Answering machine - Try and avoid leaving messages until you have called at different times with no response.

5. “Just send your résumé”- Have relevant questions prepared to keep them on the phone and increase your chances of making an impression such as what kind of positions do you have available?

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6. “You have to go through HR”- Let them know that you have/ will be contacting HR but that you had some more industryspecific questions and you were hoping to speak to someone working in the department.

If you’re finding it difficult managing these obstacles, at YES we give you strategies to treat each of them in our cold calling workshops.

We encourage you to register and participate in our workshops if you’re in the Montreal area.

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The Interview Always remember, your interview begins the moment you walk through the door and greet the receptionist. If you’ve been given any advice about dressing for an interview that did not include the words “professional,” “sharp,” and “to impress”, then you’ve been ill advised.

You should arrive at least ten minutes early to the location of the interview so that you can do a quick washroom check before you go in. To ensure you arrive ten minutes early make a trip the day before so you know how to get there and how long it’s going to take you.

When you meet the person interviewing you, smile and shake hands firmly but not too hard. A trick is to shake hands long enough to identify the colour of the eyes of the person whose hand you are shaking.

This section will provide you with an understanding of how to prepare for an interview and how to answer tough interview questions. You should always go to an interview well prepared; practice with friends, use online and library resources, and attend interview workshops if you can. If you’re in the Montreal area, YES has a two-part series of interview workshops that are offered free of charge. Otherwise, look to see in your community if there’s an employment centre that offers interview workshops or a personal connection of yours that has significant hiring experience to guide you through the process.

THE INTERVIEW BEGINS Here are some possible interview questions which you may be asked during different job interviews.

“If you were hiring someone for this position, what qualities would you look for?”

This is a “walk a mile in my shoes” question and it has a couple of questions hidden between the lines. (1) Do you understand the position you’re applying for? (2) Do you know about our company and its needs? And you can use this question as an opportunity to answer (3) why should we hire you?

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Men’s Interview Attire

Neat, professional hairstyle

Solid color, conservative suit

White, long sleeve shirt

Very limited jewellry

Clean shaven and well-groomed beard - go easy on the aftershave

Conservative tie

Neatly trimmed nails

Portfolio or briefcase

Dark socks, professional shoes

Women’s Interview Attire Sparse make-up & perfume

Solid color, conservative suit

Neat, professional hairstyle

Limited jewellry

Manicured nails

Tan or light hosiery

Portfolio or briefcase Closed toe shoes

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You don’t need to blurt out an answer and you can take a moment to think this one over. For questions like this remember employers look for three main traits: (1) Problem-solving skills (2) good people skills and (3) closure skills (things like follow through, results oriented, track-record of achievement, etc). These types of skills are also known as transferable skills.

“Let me tell you a little bit about my background. I started as a volunteer, planning fundraising banquets for the Rotary Club in Lachute, where I’m from. I learned things like venue sourcing, managing registration and invitations, and booking artists to perform. While studying communications at Bishop’s University, I worked part-time in the associate dean of students’ office where I helped plan convocation and academic talks. I learned how to work in planning committees synergistically and how to troubleshoot logistical problems quickly.

In wedding planning, having good people skills is a must, as I had to deal with a breadth of people with different talents, from keynote speakers, to sound technicians. So I know I will be extremely resourceful when it comes to dealing with Mortan & Weston clients, coworkers and suppliers.”

“WHAT’S YOUR BIGGEST WEAKNESS, THAT’S REALLY A WEAKNESS AND NOT JUST A SECRET STRENGTH?”

You would think employers would be bored of this give-us-one-good-reason-not-to-hire-you question, but they’re not. The one trait employers are trying to elicit with this question is honesty, so prepare your question and be honest! Answers like “I’m a perfectionist” or “I’m a workaholic” are stale and frowned upon.

“I have been known to rush through my work sometimes in the goal of finishing tasks quickly. Now when working on a new task, I’ve learnt to invest the time early on to clearly define the tasks and objectives we are aiming for, the timeline, and the level of quality that the final product demands.

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This way I can manage my own understanding of what is expected and pace myself to produce work that I can later on control for quality, based on the objectives defined in the early stages.”

Here the speaker was honest about his or her weakness and was not just passing a strength off as a weakness. Furthermore they’ve demonstrated how they’re working to turn their weakness into a workplace strength. Whatever weakness you suggest, remember to always stress that you’re working hard to correct it.

“I NOTICED YOU HAVE CHANGED POSITIONS QUITE A BIT IN THE PAST. WHY SHOULD I HIRE SOMEONE THAT HAS A TRACK RECORD OF NOT STAYING AT ANY ONE PLACE FOR VERY LONG” “I’m actually glad you asked that question. A few years ago, when I was still new to the job market, I wasn’t sure what I was looking for in a job. As I was exploring, I chose jobs that weren’t compatible with my working style. Luckily, I’ve found what I love and what I’m good at.

During the last two years I worked as an administrative assistant for Brome Missisquoi-Perkins Hospital. Having learned a lot from that experience I feel I am ready to move to the private sector where I know I could create so much value for an organization like Aeroquebec.

Having changed positions, I’m a better employee because I’ve learned diverse skills and have fine-tuned my problem-solving ability. I’m really excited to work for Aeroquebec. Sam, who works in sales here, tells me that she really works hard, enjoys the workplace culture and is frequently recognized for her achievements.”

If you know some rising stars at the company you’re applying for, by all means, mention their names.

Let their “star dust” fall on you too!

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“HOW WOULD YOU DESCRIBE YOUR WORKING STYLE?” “Well, I took the Myers-Briggs Type Indicator personality test and according to the test I am an EITJ: Extraverted, Intuitive, Thinking and Judging. This makes me a “logical visionary”. I am motivated and spawn motivation in others. I set long-term goals and then work hard to make deadlines and see them through. I like to analyze pros and cons, and then be consistent and logical in decision making. I am also flexible and eager for new information. According to MyersBriggs, my skills make me the ideal task oriented sales analyst for you to have on your staff.”

The Myers-Briggs test gives some objective credibility to your claimed working style. You should take a few minutes to take a free test online (http://www.kisa.ca/personality/). Find out what your strengths are and then market them as if they were the perfect solution to your potential employer’s needs.

“CAN YOU GIVE ME AN EXAMPLE OF A TIME YOU DISAGREED WITH YOUR BOSS OR CO-WORKERS AND HOW YOU HANDLED IT?” The temptation might be great to vent about the inadequacies of a past boss or place of employment, but don’t! Though it might feel good, it reflects terribly on you as an employee. Since employers love this question, prepare an answer that demonstrates whatever contention you did have with a previous boss was small, and you bowed out gracefully, or better yet, learned from the difference of opinion.

“My previous boss was hard-working, systematic and efficient with everyday tasks. She taught me a tremendous amount and helped me to develop my skills. At one point I thought that weekly department meetings were too frequent and used up too much time that could be better spent completing tasks. I brought it up with her, and she explained that we had a lot of creative workers in our department and brainstorming sessions during weekly meetings was how we capitalised on that wealth of talent to create value for the organisation.

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At the next meeting I stepped back and watched closely as my coworkers came up with creative solutions to problems that others had been stuck on, and produced out-of-the-box ideas for new initiatives. Being able to approach my previous bosses and coworkers and learn from their expertise has been invaluable to my development as an employee and I have always seen differences in opinions as an opportunity to grow and learn from others.”

“DO YOU HAVE ANY QUESTIONS FOR ME?”

You have to ask questions in an interview! It is key to creating dialogue and distinguishing yourself as a potential employee who is interested and engaged in the company.

Prepare some question for the interviewer. Don’t be afraid to write them down before the interview and if you need to, refer to them during the interview.

• • • • • • • • • • •

Why is this position open?

Who will be my supervisor?

What challenges will I be facing in this position?

How would you explain the success of this company?

How would I be evaluated? How often?

Who will I be working with?

How would you describe the company culture?

What would the day-to-day duties be like?

Are there any employee recognition programs?

Will I receive any formal training?

When should I expect to hear back from you?

When you get home from an interview a hand-written thank you note to the interviewer goes a long way to showing the employer how much you care and are interested by the job. Remember the employer doesn’t care how much you know until they know how much you care.

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Creativity, talent and a desire for self-expression are essential to being an artist, but making a living and growing as an artist also requires commitment, business skills and a strategic approach.

The artistic milieu is as competitive and challenging as the business world or the job market, so in order to make your mark, you will be required to distinguish yourself not only through your work, but also through entrepreneurial efforts.

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Many artists, especially early on in their careers, need to find complementary sources of income through employment as they pursue their creative paths. Asking yourself some important questions along the way can help determine the right path for you:

• • •

Do I take a full- or part-time job that will pay my bills while I develop myself as an artist in my “spare time”? Can I find reward in bringing my passion and creativity to the job, regardless of its nature?

Can I find a job that capitalizes on and reflects my artistic talents and transferable skills? For example, I love to paint, but I may also be able to use my creativity to work and earn a living in the graphic arts.

Or … do I want to focus all of my time and energy on making a career, and money, as an artist?

These are difficult questions, but answering them will help you identify your needs and priorities, which in turn will allow you to focus your efforts and take appropriate action. If you’ve answered yes to the first two questions, please refer to the job seekers portion of this book, and check out the Job Search and Artists Program resources available on the YES website.

If, on the other hand, you want to turn your artistic talents into a viable, sustainable business, you will need to learn, develop and employ a variety of essential business skills and strategies, including the legal, financial and marketing aspects of running a business, among others. You will also need to be 100% committed to achieving your goals.

The chapters in this book offer ideas and useful information to get you started on your creative path, whatever it may be. Becoming an artist-entrepreneur is not for the fainthearted, but the rewards can be life-changing, and deeply gratifying. YES Montreal is here to accompany you on this exciting journey. Take a few minutes to peruse our website to acquaint yourself with the many services available through our Job Search, Entrepreneurship and Artists Programs (including our Business Skills for Creative Souls book.)

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PRICING YOUR WORK Pricing your work as an artist-entrepreneur is one of the trickiest aspects of the business, and there is no one formula or sure-fire way of going about it. This section offers some basic information for you to consider as you develop pricing strategies for your work.

The reality is that until you distinguish yourself in your field, you and your work have to compete in the marketplace, which means your work or product has to be innovative and of high quality, while its price must remain competitive and accessible. However, your work is original and is a product of your creative vision, talent and hard work, so it is important to attribute a value to this, regardless of whether it is a monetary one or not. It is also your livelihood and your career, so a monetary value will need to be determined. Be careful to not undervalue or overvalue your work by pricing it too low or too high, but rather inform yourself of the market values of work similar to your own and price yours accordingly, taking into account your time and costs to produce the work.

Emerging and unknown artists can benefit by volunteering some of their work, time or services to help get their name out there, but should be prudent and strategic in doing so by contributing to organizations and initiatives they find most interesting and that can yield them the most visibility. The idea is to get to know the milieu and it you. People are much more likely to buy, consume, or contract the work of artists they know. Once you and your work are known and appreciated, you can increase your rates appropriately.

When developing a pricing strategy for your work or product, consider the business and industry concepts commonly used to determine pricing outlined in the following pages:

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Fixed Costs: Costs that are independent of any particular project, and which you incur regardless of whether or not you produce any work. These costs will need to be factored in to the price of your work based on a percentage of the costs associated with a given project. Examples of fixed costs include:

•

•

Overhead costs: Costs that are not directly related to any given project but are required to run your business, including studio/ office rental, utilities, advertising and promotion, membership fees to organisations that are related to your profession, insurance, etc.

Indirect Labour Costs: Wages paid for administrative services such as your accountant, lawyer or office assistant.

Variable Costs: Costs that are directly related to and dependent on a particular project. These costs will vary depending on the level of production, and will be attributed in their entirety to a given project.

Examples of variable costs include:

• •

Direct Labour Costs: The price you charge for your time (be it per hour or per project), or the wages or honorariums you pay employees directly involved in your project or work.

Materials & Equipment: Materials and equipment directly used to produce your work. These include, but are not be limited to: arts supplies, camera rentals, costumes, etc.

Sales: Revenues generated from selling your products or services.

While any grant money you receive is considered to be income, it is not considered to be sales.

Break-Even Point The first step in establishing a pricing strategy is to determine the price at which you will need to sell your work or product in order to break even. The formula on the following page will help you determine your break-even point: 32

Variable Costs + Fixed Costs = Sales (materials & equipment + labour costs) + (overhead costs + other fixed costs) = (the price at which you sold your work) Let’s look at an example for a painter. Assume each painting made during the year was about the same size and required the same amount of paint and labour. Let’s also assume that she pays $250 per month to rent a work studio.

VARIABLE COSTS PER PAINTING

The cost of paint and canvas (materials) per painting.

Consider the number of hours worked on each canvas and determine an hourly wage that is fair.

$ 150

$ 225

(15 hours spent working per canvas x $15/hour) TOTAL VARIABLE COSTS / YEAR

If she painted 20 canvases for the year, her total variable costs are her per canvas variable costs multiplied by the number of canvases produced. ($150 + $225 = $375) x 20

$ 7,500

TOTAL FIXED COSTS / YEAR

$250/month studio rental x 12 months

$ 3,000

TOTAL COSTS TO PRODUCE 20 PAINTINGS / YEAR

total variable costs + total fixed costs = total costs to produce 20 canvases per year

$ 10,500

BREAK-EVEN POINT PER PAINTING

To break even, this artist would need to sell each of the 20 canvas she produced for the year at $525. (total variable costs + total fixed costs) = $10,500

$ 525

divided by # of canvases produced = 20

Since the canvases cost $525 each to produce, selling them at that price would compensate the artist for the time and expenses it took her to create them, but it would not yield her a profit.

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Earning a Profit One way to determine how much to charge for your work in order to make a profit is to decide how much profit you want to make.

Say our painter has set a goal of earning $5,000 over and above what it will take her to earn back the cost of the time and the expenses required to produce her paintings.

TARGET PROFIT = $5,000 We know that her per canvas costs for time and expenses are $525. (variable costs + fixed costs) / # of canvases produced $10,500 / 20 = $525 To determine a price per painting that would yield her a $5,000 profit for the year based on the 20 canvases she produced, she needs to add that number to her total costs. (variable costs + fixed costs + target profit) / # of canvases produced ($10,500 + $5,000) / 20 = $775

To recap, if this artist sold the 20 canvases she produced for the year at $775 each instead of at $525 each, she would make a profit of $5000 at the end of the year. If she sold at less than $775 per canvas, she would make less profit. If she sold at less than $525 per canvas, she would lose money.

Keep in mind that this example is meant to give you an idea of basic pricing concepts. While each artistic discipline has its own financial specificities, knowing the basic principles of breaking even versus earning a profit and how to make the calculations can go a long way in helping you establish a pricing strategy that works for you.

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As you produce, price and sell your work, you will over time become adept at finding a favourable balance between the costs you incur to produce it, and its sales potential. Consult with professional associations or artists unions regarding the industry standards for pricing and honorariums for your specific artistic discipline.

Consider consulting with or engaging the services of a professional accountant.* While earning a living in the arts is most likely not the most financially lucrative career option (except in rare cases), it is possible to build a rewarding, sustainable and long-term career or business in the field.

It is up to you whether and how you will rise to the challenge.

A FEW COST-CUTTING TIPS TO IMPROVE PROFITS:

•

Choose a lower rent location for your studio or office. If possible, work from home, or consider sharing your work space with another artist or company.

Obtain products, services and work materials through artists’ co-ops or product/service exchanges. Scour the many free bulletin boards on arts-related websites for deals, and don’t be shy to post to them yourself when looking for a free or reasonably-priced product, service or collaborator.

Charge more for your work, if the market determines this to be reasonable, and/or produce, distribute and present more of your work.

Optimize your operations to achieve more work in less time. Consider subcontracting part of the work to someone who can do it for less money, or hire an assistant who works for a lower wage than you.

Once you have established a name and reputation for yourself, you may be able to capitalize on volunteer labour in exchange for your mentorship.

•

• • •

*

YES Montreal offers artists and entrepreneurs consultations with chartered accountants, legal officers and business coaches who can advise them on a variety of subjects, including pricing issues. For more information, please consult our website at www.yesmontreal.ca.

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GETTING THE WORD OUT Although you are undoubtedly very talented and produce work that is interesting and unique, you are also one among a multitude of artists across Quebec and Canada looking to make their mark in a competitive industry. To distinguish yourself as an artist-entrepreneur, one of the key skills that you must master is the art of effectively marketing yourself and your work.

The reality is that until you become known and red-hot on the market, you likely won’t have a budget for advertising nor access to artistic representation (agents, managers, etc.) So until you do, it’s up to you to develop effective marketing strategies and practices that will help you grow and make a name for yourself. To help you realize this, you can capitalize on the unlimited access you DO have to the most powerful tool in a businessperson’s arsenal: creativity. This section features a selection of tips on getting your name out there, your story talked about and your voice heard.

DEVELOP A PRESS KIT A press kit is an essential promotional tool, and every artistentrepreneur MUST have one. Your press kit is what you will use to tell the media and potential funders, investors and clients about yourself and your work. The kit itself usually consists of a folder, and should contain:

• • •

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All past press releases issued by you or on your behalf with regard to you and your work; A one-page biography about you (and any partners/collaborators, if applicable), including professional and educational background, and evolution as an artist; A one-page backgrounder on your artistic practice, philosophy and product/work, including your artistic mission statement (What makes your work personal, unique and important? What

• • • • •

motivates you? How does your work resonate in the larger community?); A one-page backgrounder on your company, if relevant, including a brief history, current and upcoming success stories, sales figures, noteworthy milestones, etc.; Photocopies of news clippings that mention you, your art work and/or your company; Sample promotional materials, such as posters and fliers; Images of you and of your work, including your logo if you have one (in both hard copy and in high-resolution on a CD); Up-to-date contact information, including your website, if you have one (preferably in the form of a business card.)

All of the above must be impeccably presented and professional looking. Until people know you and your work, your promotional materials speak on your behalf, so make sure you make the right impression. Use your innate creativity to create a press kit that stands out and makes you shine. Take the time to develop a design that reflects your personality, your artistic sensibility and your work.

Make sure to keep it up to date, as this tool will serve you well for many years to come.

GET THE MEDIA’S ATTENTION While it’s true that the media are bombarded with more news queries than they can realistically respond to, you can greatly improve your chances of getting noticed and gaining valuable media coverage for yourself and your work/initiatives by following a few key guidelines.

Even a well-packaged and well-publicized story may not guarantee media attendance, but if you are strategic in your campaign, the media may cover your event even if they are not able to attend.

Regardless, you should always have a photographer on hand to take high-resolution digital photos that you can later e-mail or send on CD to media outlets. If you can afford it, or, have a friend who can help you, have a videotape sampling (b-roll) made of the key moments of 37

your event. If possible, try to bring in a big name guest or affiliate your event with a high-visibility initiative such as a festival, as this is one of the best ways to ensure media coverage.

Media Lists and Contacts A comprehensive and up-to-date media list is an essential tool for artist-entrepreneurs looking to promote themselves and their work.

A media list, however, is not enough. Building an on-going rapport with the reporters and media outlets most likely to cover your work can go a long way in putting your media list to work for you.

Ready-made media lists are available for purchase from news-wire services and such, but they are often expensive. You can easily compile your own list by researching the media outlets in your area and beyond (print, web, radio, TV.) Your research and thus your media list should include:

• •

•

The name, address and type of media outlet (eg. Montreal Gazette/print, CBC Radio/radio); A list of all relevant programs or beats within each media outlet (eg. CBC Radio has numerous shows that feature specific artistic disciplines, like Writers & Company, as well as shows like Q, which cover arts and entertainment news of all genres.); The name, title, e-mail address, phone and fax numbers of the appropriate news or assignment editors, specialized (beat) reporters and critics.

Each media outlet has specialized departments (beats) which deal with, for example: news, politics, arts and life, entertainment, special interest, etc. So target your media list, and your relationship building efforts with said media, to the reporters most likely to be interested in and thus most likely to cover your work or event. In addition to contacting specialized reporters, you should also develop a relationship with assignment editors and arts critics.

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Remember that not every story and event tip is appropriate for all news sources, so choose wisely. If a news editor receives too many irrelevant media releases from you, eventually he or she will stop reading them altogether.

Community Contacts In addition to a media list, every artist-entrepreneur should develop a contact list of influential individuals, organizations and decisionmaking bodies in their artistic discipline, the business world, and in the world around them. Much like a media list, a contact list will be instrumental in helping you get the word out about your work, projects and special initiatives.

This list will evolve and grow along with your career or business venture, and will help you build a presence in the community. Compile this list by relevant categories (funders, producers, presenters, collaborators, audiences/clients, service providers, etc.) For best results, make sure to keep the list current and up-to-date as you go along.

Press Releases A press release is a one-page document that is used to make announcements to the media and your target audience about your current initiatives, events and milestones. It should be issued a maximum of one week before the date of your event, and whenever possible be followed up with phone calls to the targeted media representatives.

In order to grab the media’s attention, a press release must be impeccably-written, crisp, sharp and to the point. The first paragraph should answer as many of the Who, What, Where, When, Why and How as possible. Keep in mind that a well-written and informative press release with a ready-to-go story will always win out over a poorlywritten or sloppy one. If writing is not your forte, consider using the 39

services of a writer.

Your press release should take into consideration the following: Is the story news? If so, why? Is the story relevant to the news editors’ audience? Is it interesting, important and timely? Keep in mind that it is usually best to time your press release with an event, such as a show or project launch.

Don’t forget to include up-to-date contact information, should the media wish to follow-up with you regarding your story or initiative.

Be prepared to respond to media inquiries by organizing your ideas and positions ahead of time, so that if/when the time comes, what you say speaks eloquently for you and your work.

Media Advisories and Invitations If you are planning an event, and wish to have the media present to cover it, it’s wise to send along a media advisory the day before and the morning of the event, along with your press release. The advisory should contain the essentials of your press release, such as the date, time, location and nature of your event (often most effectively presented in point form.)

MAXIMIZE OPPORTUNITIES BY TIMING THINGS RIGHT Timing events such as launches, exhibitions, shows, readings, promotional events, etc., to coincide with other events can work for or against you. If your event is competing with a popular, big-name event, you might find yourself hard pressed to fill the room and short on media coverage. However, placing your event within a festival, showcase, craft or trade show, etc., almost guarantees additional media coverage, visibility and attendance. So in planning your event, think about how you can time it wisely to capitalize on existing events and projects.

Inform yourself and take note of inspirational and influential people in your industry who might be on hand, visiting the city or attending 40

special events related or similar to your event, and think about how you can capitalize on their presence and proximity. Attend these events, and by all means network. Take an interest in others’ work and initiatives, and talk about your own as well. Hand out flyers and promotional materials relating to your event or project. Maximize your visibility and chance of success by offering free passes to your event to media members and to people who could help you in your career.

BE RESOURCEFUL AND FORWARD-THINKING Getting publicity over the long term involves more than just promoting a project or event. It entails creating a body of work/product and a professional profile you can be proud of. And since no man is an island, developing long term relationships and building a community around you is crucial. So be as savvy and creative in getting publicity as you are with your artistic work, and you will greatly improve your chances of success.

Become a member of important cultural associations, funding bodies and organizations that work with artists in your discipline, such as Culture Montreal, Montreal Arts Council, Quebec Drama Federation, etc. Sign-up to be on their mailing lists, and use their newsletters, bulletins and calendars of events to inform yourself of current opportunities and initiatives. If permitted, submit postings to these bulletins and on-line calendars to get the word out about your own work and initiatives.

Consider volunteering your time, targeting organizations most closely related and relevant to your work and objectives as an artistentrepreneur. Volunteering offers great networking opportunities and a sure-fire way to build a name, reputation and credibility for yourself. Once you have been involved in an organization for some time, consider getting yourself involved at the decision-making level by trying out for a seat on their Board of Directors. This will bring you into contact with influential and community-minded people from all 41

walks of life, and this is guaranteed to help you along the way.

Don’t forget to find a way for others to have easy access to samples of your work and to information about you, your company and your upcoming events. Build a website or a page in an appropriate on-line repertoire like MySpace, and as you produce work or book events, post these to your virtual portfolio. Like your press kit, to be truly effective, this tool must be kept current, topical and up-to-date. Find ways to promote your website or web space by cross-promoting through link exchanges with others in your field.

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ARTISTS GRANTS In order to produce, promote and distribute their work, artists, like all entrepreneurs, need capital to finance their endeavours. Whether you’re set to make your first feature length film, or you’re intent on publishing a volume of poetry, to get your project off the ground you’ll need money for research and development, supplies, human resources (if applicable), promotion, distribution and of course your household expenses.

Once you have identified that you want to make money from your art, and have committed yourself to making this goal a reality, you will need to find the financial means to achieve your objective. This will likely involve full- or part-time work, especially early in your career, in addition to applying for project, travel, artistic residency and other production grants, as well as private and corporate fund-raising initiatives.

Canadian artists are very fortunate in comparison to artists elsewhere, as there is a great deal of money available to them in the form of grants for both emerging and established artists. Although the main funding bodies in Canada are the arts councils (federal, provincial, municipal), there is a myriad of other organizations, corporations and initiatives that offer funding to artists, so it is in your best interest to keep yourself informed and actively applying.

It is also important to realize that the demand for grants far outweighs the supply of grant money available, and by virtue of this, not every project can earn a grant, regardless of its level of excellence. While there is no way to guarantee the success of an application, NOT applying for a grant guarantees no money granted. So by all means apply, and don’t get discouraged if you get turned down for a grant – regroup, rework, refine, and try again.

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APPLYING FOR GRANTS The following section provides basic tips and guidelines on applying for funding and answers some frequently asked questions about the process. Please note that the information presented is of a general nature and, in most cases, doesn’t refer to specific granting agencies or programs. Although the application process is similar from one granting agency to another, expect each to have its own requirements and specifications. So do your research carefully, and be sure to take note of all relevant information for future use.

Before You Start

•

•

•

•

• 44

Think about what makes your work or project unique, innovative and important, both to you and to the artistic community at large.

Identify the artistic discipline to which it belongs (music, theatre, dance, visual arts, media arts, interdisciplinary arts, writing, etc.) as most granting programs are structured and thus offer funding according to this consideration.

As you research potential sources of funding, take note of programs and initiatives that may be appropriate for the type of work you do. Compile a list of all granting agencies and grants for which you may be eligible. Keep your eyes peeled for new ones as they come along, as programs change regularly.

Before investing your time and energy in applying for any grant, review eligibility criteria and submission deadlines and don’t start filling out the application form until you are sure that you and your project qualify. If in doubt, contact the program officer (see below.)

Make sure you understand the overall application process, including each section, question and guideline. Most funding agencies provide a resource guide that accompanies the application package and outlines their particular requirements.

Most agencies also have program officers for each discipline and/or program. These people can answer any questions you may have with regard to your application and project. Find out in

• • •

• •

advance who the pertinent program officers are, and don’t be shy to solicit them to share their knowledge and expertise with you.

You may also wish to add these folks to your master contact list, and by all means, do invite them to your events.

Make a copy of each application form to use as a practice sheet (the version you send in should be pristine) or if available use an electronic version.

Prepare a summary of essential information you do not want to forget to include in your application package. As you write and compile material for your proposal, use it as a checklist.

Create a timeline. Writing and putting together an outstanding grant application can be time consuming and should not be done last minute. Remember, you are competing with many other people and projects, so the more time you have, the better and potentially more successful your application will be.

If the application form requires letters of support, ask for them far in advance. Prime your references with information about the granting agency’s mission, programs and priorities.

To maximize your chances of success, capitalize on some of the many resources available to you on the subject of grant writing.

Aside from what is available on-line, consider taking a grantwriting workshop or pick up a book on grant writing. Seek advice form your disciplinary association and from artists who have successfully obtained a similar grant.

As You Write Your Proposal, Remember…

•

• •

Your project must be interesting, integral and pertinent. It should move you forward as an artist, and should have some reference to or consideration of the community in which you create or the larger world, as appropriate.

All written materials, visuals and work samples related to your project MUST be impeccably and concisely written and presented.

The first paragraph of your proposal is crucial. Make sure it captures the context, format and essence of your project, and 45

•

•

•

•

why this work is original and interesting.

Most, though not all, grant applications are judged by juries of your peers. However, you should never assume the committee judging your grant proposal is familiar with your artistic discipline, your work or project, or you as an artist. With that in mind, make sure your written material is clear, concise, and informative, but at the same time conveying and sensitive to the ephemeral and intellectual nature of your creation. Remember, you are trying to convince people to invest in you by choosing your proposal from a myriad of others.

Have friends, family and mentors review your proposal for grammar, orthography and content. Choose people who can bring different perspectives to your project. For example, ask another artist, a businessperson and a person with good writing skills to review your application. Consider their feedback; make adjustments as needed, but DO NOT compromise your essential vision if you feel particularly strongly about it.

Right before you package and send your application and accompanying documentation, read through your proposal one last time, paying attention only to details. Did you spell the name of the granting organization correctly? Are all supporting documents and visuals there? Are all the pages in order?

Remember, this package will speak for you – let it express itself eloquently and favourably on your behalf.

SEND THE APPLICATION ON TIME. Latecomers are not permitted under any circumstances, so save yourself the heartbreak of rejection by respecting application deadlines.

Follow-Up

• • 46

A few days after you send in your proposal, call the agency to make sure they have received your application package, and take the opportunity to find out when the decisions will be announced.

If you don’t get the grant you applied for, ask the program officer for feedback as to how you can improve your chances in future.

Sometimes, it is a question of fine-tuning, be it your ideas and

•

•

•

•

your work, or simply your application itself. So don’t be shy to find out.

If you do get the grant, CONGRATULATIONS!!! You will likely be contacted by your program officer, and will be required to sign a contract regarding the various obligations and deliverables each party will undertake.

Regardless of whether you were successful in getting a grant or not, make sure to follow the rules of etiquette by sending a thank you letter to your program officer and the judging committee.

Good manners are never out of style, and can go a long way in making a good and lasting impression.

Now, it is time for you to roll up your sleeves and get to work.

Remember, there are time-lines, budgets, deliverables and other contractual obligations for you to consider. Your credibility and reputation (with your granting agency) depends not only on producing high quality creative work, but also on your ability to deliver on and respect your obligations, so make sure you do.

Last thing … BE BRILLIANT, BE COMMITTED, BE CREATIVE …

AND DON’T BE AFRAID TO SURPASS YOURSELF!

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As a business owner, the tough decisions leading to success or failure will all be up to you. On the other hand, you’ll be your own boss with potentially exciting personal and financial benefits (including never having to worry about getting fired!)

If all that sounds great, ask yourself these questions: • Are you ready to invest a lot of time and money just to say goodbye to employee benefits and a paycheck and hello to long hours and unstable income?

• Do you have a supportive network of friends and family to help you through the inevitable tough times?

• Are you comfortable with risk and uncertainty on a daily basis?

If you answered all of these questions with a resounding YES, then welcome to the wonderful world of Entrepreneurship!

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SELF EVALUATION In starting a business you are responsible for every decision your company makes. It’ll be up to you to make tough choices and your success or failure will be yours to bear. Consider the pros though – you are your own boss, you will have unlimited creative licence, as long as the business is going, no one will fire you, and your potential for financial opportunities and tax benefits are great. But are you ready to put in a lot of your own money to start up the business?

Are you ready to give up a set salary, and say goodbye to your employee benefits and regular work hours? Do you have a supportive infrastructure around you? Are you okay with taking risks and can you live with uncertainty?

RESEARCH AND EVALUATION This is where we’ve seen a lot of businesses go wrong. Going into business involves precise planning and evaluation of you and the market. Business isn’t about luck. When a business does well, there are good reasons – like a great product or service, a solid marketing plan, and the owner’s good management skills. The questions you should be asking yourself are: Do I have what it takes? Is my product competitive? How am I going to market it? Do I have the financial resources to make it happen and have the cash flow to sustain it during difficult times?

These are tough questions, and you should ask yourself them before going into business. So, how do you know if you really have what it takes? Try our self-assessment online at www.yesmontreal.ca.

NEED TO BRUSH UP ON SOME SKILLS? It takes a mix of training and experience to develop your business skills. Ask yourself what reasonable steps you can take to improve your qualifications. If you need to quickly acquire some basic business skills you can do so through continuing education offered 49

at local schools and there are a variety of online courses offered. At YES (www.yesmontreal.ca) for example, we offer a broad array of free or inexpensive workshops for entrepreneurs. There are also a wide variety of great business books. See the YES website for some recommended readings.

There is a great debate as to whether someone is ‘born an entrepreneur’ or whether you can learn to be an entrepreneur, either way, having the techniques, skills and the plan will only increase your chances for success.

I HAVE GOT WHAT IT TAKES AND I’M UP TO THE CHALLENGE! SO WHAT NOW? Research your Market and Market your Business Information is power – remember the more information you can get your hands on, the more likely you will proceed in a realistic way and the better off you’ll be. There are literally rows and rows of books about market research and how to market your business.

With marketing techniques changing rapidly, our advice is to find a fairly comprehensive and self-contained start-to-finish source, like a book, to guide you through the process such as the Montreal Entrepreneur’s Guidebook published by YES (it can be ordered from YES). We are not able to provide a complete guide to market research and marketing in this short handbook. For a comprehensive list of continuously updated websites that can help guide you to the right place to conduct your research, visit YES Montreal’s entrepreneur section at www.yesmontreal.ca and click on web links. Another research resource can be a Trade and Professional Association. With thousands of associations in North America, whatever your field of business is, odds are there is an association for it. Most associations provide their members with industry specific information.

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FINANCING YOUR BUSINESS Let’s face it, it takes money to make money. Maybe you need a small amount of money to get started and you are able to finance it out of your own pocket, or maybe you’re going to need other people’s pockets. Either way, before you get started, you need to know exactly how much money you need, what you’ll have to follow to get it, and what it’s going to cost you.

FORECAST OF YOUR INCOME AND EXPENSES As soon as possible, you should begin projecting your potential startup costs and expenses. Visit us at www.yesmontreal.ca to download a spreadsheet that will help capture and calculate these costs for the first 24 months and beyond. The spreadsheet is on the Tools page in the Entrepreneurship section of our site and includes worksheets for Startup Costs, Cash Flow, Balance Sheet and Income Statement as well as a Glossary of basic accounting terms. Have fun! (well, sort of...)

PROJECTED CASH FLOW So, you figured out how much money you will need to start the business, and how much money you’ll need to keep the business going. Unfortunately, income and expenses rarely match each other exactly. You won’t necessarily be able to take your income and pay your expenses with it every month because income isn’t always consistent like expenses are. You may get a dinosaur pay out once a year, but the office furniture rental company wants to get paid every month. That’s where a cash flow statement comes in. You need to figure out how much money you need to keep your business afloat when the income is not coming in.

WHERE TO OBTAIN FINANCING FOR YOUR BUSINESS Alright, so you know how much money you’re going to need. Where are you going to get it from? We’ve compiled a list below of the best 51

places to go looking. Regardless of which source you choose, however, you need to show up prepared. If it’s your first time applying for funding, have someone with experience help you draft your proposal.

If you’re close to Montreal, you can come to YES and an experienced business coach will guide you through the process. Otherwise, try to find a self-employment centre or a mentor in your area that can help you through the process. Get it right, and it can really pay off.

Regardless of whether you will need $10, $10,000 or $10 million you should have a plan for your business. The detail and time spent on it often reflects the size and the complexity of the business and who you are approaching for money.

Personal assets: your money in bank accounts, bonds, stocks, RRSPs (careful with this one because you may end up taking a tax hit for it), and personal property (like houses, cars, jewellery, etc.).

Love money: this is money you borrow from family. This one’s touchy, so proceed with caution and put everything in writing.

Commercial lenders: this means the bank. There are many smallbusiness financial products offered by banks, so please, do yourself a favour and don’t finance your company on your credit card (you’d be shocked at how frequently we’ve seen this). Business loans can be very complex products. Make sure you’re extremely well informed; shop around for the best product.

Sales of accounts receivable: A third party will pay you a percentage of your receivables upfront, then they’ll collect your receivables in the foreseeable future, recoup their money, take a chunk out of your margin and send you what’s left. Think long and hard before you touch this one. It can be a lot more expensive than borrowing.

Arm’s length investment: Sometimes seed capital from an investor such as an angel or a venture capital firm is what you need more than a loan from a lender. Angels are individuals, usually successful business people, who want to invest their own money. Angels and 52

venture capitals’ are typically looking for around 25 to 30-percent compound annual returns on their investment. If that sounds like it is enormously high, it’s because it is. If you want to explore this option here are a few places to look, but we caution you to get lots of professional advice before taking this route. There could be enormous pit falls. http://www.reseaucapital.com/ Réseau Capital is a Quebec association of major players in the private equity and venture capital industry. It offers services such as training, information and networking. http://www.angelinvestmentnetwork.ca/home Angel Investment Network is a Canadian web-based portal and matching service of angel investors looking for investments with entrepreneurs looking for capital. http://www.cvca.ca/ Canada’s Venture Capital & Private Equity Association is a primary source for advocacy, networking, information and professional development for venture capital and private equity professionals.

Venture Capitals’ and angel investors are in the making money business. They want to see that you’re serious, have done your homework and you have your act together, so before you approach them, make sure you do.

There are also a variety of grants and loans available through community organizations such as YES, La Fondation du Maire pour la Jeunesse, SAJE, and CYBF. Government loans and grants: Yes, you too can try to get some money out of the public purse. Though a government grant may sound like free money, it’s not. You’ll have to work hard to convince the grantor that the fundamentals of your business are strong. Writing proposals to the government is a delicate art; one that is learnt only through 53

experience. Again, we strongly suggest that you get experienced help to draft your proposal. This is, however, one of the best ways to get money for your start-up and we strongly recommend that you invest the time and effort to apply. Even if you don’t get the money, you’ll be forced to really explore and lay down the framework for your business. The undeniable book on government financial products for businesses can be found at http://www.canadabusiness.ca.

Below we have provided a sample Grant Application Form.

MODEL BUSINESS PLAN The following must be included: • Executive Summary (1 page) • Table of Contents 1. Project 1. Business Mission 2. Product (s)/ Service (s) 3. Objectives 4. Scheduled Achievements 5. Legal Structure and Ownership 2. Candidates 1. Experience of Candidates 2. Delegation of Responsibilities/Tasks 3. External Resources 3. Market Analysis 1. Global Market Assessment 2. Targeted Market 3. Assessment of the Competition 4. Marketing 1. Products (s)/Services(s) 2. Pricing 54

3. Promotion 4. Distribution 5. Operations 1. Location 2. Production 3. Supplies 4. Human Resources 6.

Risk Management 1. Identification of Risks 2. Measures to Undertake/ Scenarios

7.

Financial Forecasts 1. Detailed List of Start-up Costs 2. Forecasted Financial Statements for 2 years (income statements, forecasted balance sheets and your monthly cash budget for a period of 24 months) 3. Break-even Analysis

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THE LEGAL ASPECTS OF DOING BUSINESS You might think your start-up can’t afford a lawyer. There’s probably a long wish list of things you can’t afford, but sometimes you can’t afford not to have a lawyer.

HOW DO YOU GET FREE OR CHEAP LEGAL HELP? There are a variety of sources for cheap or free legal help. YES, for example, offers legal clinics where you can meet one-on-one with a lawyer to ask him or her basic information. There are other government and private sources for inexpensive help. We’ve listed a few of these below.

Government Sources • Canada-Provincial Business centres (for help setting up a business, paying taxes, importing and exporting, employing workers, etc.)

• Specific Ministries of the Federal Government (Industry Canada, Health Canada, Employment Canada, and Revenue Canada) • Specific Ministries or Departments of the Provincial Government (agriculture, consumer and commercial relations, economic development, environment and energy, labour, natural resources, transportation, trade and tourism and workers compensation) • Your Municipal Government • Municipal Libraries (Some libraries have business law collections) Private Sources • Trade, Industry, Professional Associations, Local Chambers of Commerce, Universities, Boards of Trade, and Local Merchants’ Associations may be able to provide information about legal issues particular to your area of business.

• Paralegals: this less expensive alternative to lawyers may be tempting but bear in mind that the paralegal industry is totally unregulated in Quebec; there are no educational, licensing 56

or third party liability insurance requirements. If you get bad advice, it may not be worth your while to sue if the paralegal is not insured and finally, there are a lot of things paralegals can’t do in a court of law.

Pros and Cons of different types of Business Structures

Pros

Cons

Essential Elements

Sole Proprietorship

Partnership

• • • •

• • • •

Simplicity Low Cost Unified Taxation Tax Deductible Losses

Simplicity Low Cost Unified Taxation Tax Deductible Losses

Incorporation • • • •

Limited Liability Easier to finance More “respected” Income “splitting” and other tax benefits

• Unlimited Liability • More difficult to finance • Less “respected”

• Unlimited Liability • Liability for acts of partners (!)

• Set-up & maintenance costs.

• Assets belong to the business.

• Losses cannot be personally deductable

Name Registration

• Partnership Agreement • Provincial Legislation

Incorporation documents

WHAT IS A SOLE PROPRIETORSHIP? A sole proprietorship is a business of one without corporation or limited liability status. The individual represents the company legally and fully. There is only one person who manages the business and assumes all powers and responsibilities, who directly operates and owns the business, and who hires employees upon need. Common proprietorships include part-time businesses, direct sellers, new start-ups, contractors, and consultants.

Sole proprietorship is the simplest legal form/organization and unless 57

the sole proprietorship operates under a name other than the name of the individual who owns it, there is no requirement for registration of that business.

The main advantage of legally setting up your business as a sole proprietor is that the setting-up and administering the business is comparatively easy and inexpensive. Tax preparation is quicker, the start-up costs are lower and there is greater ease with the handling of money. It’s important to remember that legally your business will be considered to be an extension of yourself, meaning that you assume all responsibilities for the business. This means that any financial liabilities become yours and you can potentially lose your car, home or other personal assets.

WHAT IS A CORPORATION? In Canada, a corporation is in law a person with independent legal status. In other words, it has its own separate existence.

Thus, the corporation has its own rights and obligations, its own assets and liabilities. Like any other individual, it is subject to taxes. A corporation has the same rights as an individual; it can own property, carry on business, incur liabilities and sue or be sued. If incorporation is done provincially, it gives the company the right to operate under its corporate name in a particular province.

Federal incorporation gives a company the right to operate under its corporate name throughout Canada.

The limited liability of a corporation seems to be its greatest advantage, but there are other benefits to incorporating. A corporation has an unlimited life span, raising money is easier, being incorporated allows you to take your income at a time when you’ll pay less in tax, you can use the corporation to income split, and it will afford you more credibility which in turn may result in an increase in business. If you incorporate, however, you can expect more paperwork, no personal tax credits, you’ll have to file another tax return for your business and that’s not to mention the high incorporation cost and the fact you 58

won’t be able to use the corporations assets as personal collateral.

You should also bear in mind that the corporation’s much vaunted limited liability is irrelevant if no one will give the corporation credit.

It’s important that you go over all of the advantages and disadvantages of incorporating with your lawyer and accountant.

WHAT IS A PARTNERSHIP? A partnership is a legal relationship between persons carrying on a profit-motivated business. It may be a partnership between two people, or among thirty; the law doesn’t set a limit on how many partners may be involved.

Partnerships are incorporated businesses. Unlike a sole proprietorship, a partnership is a separate legal entity. A partnership can sign contracts, for instance, and borrow money in its own right. Like corporations, partnerships are separate entities from the shareholders but unlike corporations, partnerships must have at least one General Partner who assumes unlimited liability for the business. Partnerships must be registered. There are three types of partnerships: general partnership, limited partnership and limited liability partnership. Depending on what type of business you’re involved in, you may have only one type to choose from when you’re choosing a form of business ownership. Partnerships are simple, quick and inexpensive to set up. Partnerships do not have to file separate income tax returns or pay separate income tax. The main advantage of a partnership, however, lies in the working relationship between the partners rather than in the legal structure of the company.

The biggest disadvantage is that one partner can be held liable for all debts and obligations incurred in the name of the business by another partner. As a partner, you can also be held responsible for any wrongful act or omission by other partners acting in the ordinary course of the partnership’s business. They also result in high personal tax rates and dispute resolution can be very problematic.

Many people are uncomfortable with the sole proprietorship and 59

partnership forms of business ownership because of the amount of personal liability involved. If this describes you, you may wish to consider incorporating your business.

REGISTERING AND INCORPORATING – WHERE AND HOW MUCH? Sole Proprietorship Cost

$32 initially plus $32 annual fee

Revenue Quebec Village Olympique, Pyramide Est 5199 Sherbrooke St. East # 4000 Montreal, Quebec 514 864-6299 or 1 800 267-6299 http://www.revenu.gouv.qc.ca/eng/ministere/

Registraire des enterprises (REQ) 2050 De Bleury St. 4th Floor Montreal, Quebec 514 644-4545 http://www. registreentreprises.gouv. qc.ca/en/nous_joindre/

Where Revenue Quebec Complexe Desjardins C. P. 3000, succursale Place-Desjardins Montreal (Quebec) H5B 1A4 514 864-6299 or 1 800 267-6299 http://www.revenu.gouv.qc.ca/eng/ministere/

Revenue Quebec Les Galeries Saint Laurent 2215 Boul Marcel-Laurin Montreal, Quebec 514 864-6299 or 1 800 267-6299 http://www.revenu.gouv. qc.ca/eng/ministere/

Partnership Cost

Where

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$43 initially plus $48 annual fee

Palais de Justice 1 Notre-Dame St. East Montreal, Quebec H2Y 1B6 514 393-2721 http://www.justice.gouv.qc.ca/english/accueil.asp

Registraire des enterprises (REQ) 2050 De Bleury St. 4th Floor Montreal, Quebec 514 644-4545 http://www. registreentreprises.gouv. qc.ca/en/nous_joindre/

Federal Corporation

Cost of Incorporation

Cost of Quebec Enterprise #

Where

Certificate of incorporation

$200

Names Search

$30-$120 (depending on how thorough search is)

Minute Book

$30-$75 (book only)*

Total w/o lawyer’s assistance

Approx. $550-700

Total w/ lawyer’s assistance

Approx. $650-$900

$212 initially plus $79 annual fee (required for all federal corporations active in Quebec) Incorporation Industry Canada 7th Floor 5 Place Ville-Marie Montreal, Quebec H3B 2G2 514-283-7888 http://www.canadabusiness.ca/gol/cbec/site.nsf/ en/index.html

Quebec Enterprise Number Registraire des enterprises (REQ) 2050 De Bleury St. 4th Floor Montreal, Quebec 514 644-4545 http://www. registreentreprises.gouv. qc.ca/en/nous_joindre/

Provincial Corporation

Cost of Incorporation

Certificate of incorporation

$300

Names Search

$20-$92 (depending on how thorough search is)

Minute Book

$30-$75 (book only)*

Total w/o lawyer’s assistance

Approx. $550-700

Total w/ lawyer’s assistance

Approx. $650-$900

Cost of Quebec Enterprise #

$212 initially plus $79 annual fee

Where

Incorporation and QC Enterprise Number Registraire des enterprises (REQ) 2050 De Bleury St. 4th Floor Montreal, Quebec 514 644-4545

* Does not include judicial organization costs which are the costs associated with the preparation of legal documents to be inserted in the minute book (usually done by a lawyer). These amounts and information are the most accurate at time of publication but are subject to change.

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NOTES

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