Tag Archives: Ernst & Young LLP

The Present, and Future, of VoIP

Is it a passing fad or is voice-over Internet protocol (VoIP) here to stay? According to recent research, the technology is, and will remain, a viable option for companies trying to cut telecom costs. The revolution has already swept through big corporations. Nearly 90% of large companies recently surveyed expect to use VoIP technologies within three years, according to research and consulting firm Meta Group ( http://www.metagroup.com) , in Stamford, Conn. Ernst & Young already uses an IP phone system from Cisco Systems to connect 4,300 employees in the company’s New York offices and 900 more in Houston, and expects to extend the technology to more of its 84,000 employees worldwide. Worldwide revenues from Internet voice technologies are expected to grow from about $13 billion in 2002 to nearly $197 billion by 2007, according to Insight Research Corp., ( http://www.insight-corp.com) in Boonton, N.J. In terms of usage, VoIP customers spent more than 8.3 billion minutes on local calls alone in 2001, according to Probe Research Inc., ( http: //www.proberesearch.com) in Cedar Knolls, N.J. The telecom-Internet research firm projects that the number of minutes will reach 823 billion in just five years.

A Helping Hand With Taxing Matters

Best of the Web Tax pointers are available from several online sites at no charge. Twelve CEOs assess what the advice is really worth Print neatly. That’s the kind of advice that the IRS considers a “dynamite” tax tip, Dave Barry once wrote in his Miami Herald column. “If you ask them a real tax question, such as how you can cheat,” Barry said, “they’re useless.” The IRS won’t tell you how to cheat, but it does attempt to mitigate the tax-filing (if not the tax-paying) ordeal by offering a helping hand, and now it does so online. In partnership with the Small Business Administration, the IRS makes tax information for business owners quickly and easily accessible on a Web site titled Small Business Corner ( www.irs.ustreas.gov/bus_info/sm_bus). The site offers the government’s latest intelligence on such things as its rules for business-expense deductions and what the tax agency considers the best record-keeping systems for small companies. If the IRS is the authoritative source of tax information, is there any reason to look elsewhere on the Net for tax expertise? Several privately owned sites say yes. Each site has its own spin, depending on what group it aims to attract — a general small-business audience or merely start-up entrepreneurs, for example. Like the IRS site, the private offerings are free. They contrast with the tax-prep sites, such as Intuit’s TurboTax or H&R Block’s TaxCut, which enable users to fill out their tax returns online for a fee. To determine which of the tax-advice sites were worthwhile, Inc. asked 12 small-business CEOs to evaluate seven of the most popular ones. Two of the sites belong to Big Five accounting firms: Deloitte & Touche’s Dtonline.com and Ernst & Young’s TaxCast.com. Individual accountants operate others, including TaxMama.com, which began as an online newsletter. Another site that was a newsletter before it evolved into an in-depth source of complex tax matters is TaxProphet.com. It has 40,000 users and registers about 300,000 hits a month, according to tax lawyer Robert L. Sommers, who runs it. Although the sites don’t charge user fees, some make money by selling ads posted alongside the tax advice. Others are marketing tools. For example, Sommers, who’s also a columnist for the San Francisco Examiner, says that TaxProphet.com brings in clients for his law practice — and generates ideas for his column. Sommers claims that even taxpayers who have the assistance of a certified public accountant can benefit from consulting the tax-code nuances laid out in TaxProphet.com. “At tax time, CPAs are working 18-hour days and may not have time to ponder the gray areas, like whether you need a W-4 for the Israeli teacher you employed or if a treaty with Israel makes that unnecessary,” he says. Traffic is heaviest on the sites in the run-up to the April 15 tax-filing deadline, but they post information for all seasons. One tip on TaxMama.com last fall, for instance, suggested that tax-payers consider charging business expenses to a credit card up until December 31, 2000. The charges are deductible on the 2000 return, even if they weren’t paid before year-end. If you’re perplexed by some tax wrinkle or want an update on lawful tax-avoidance schemes, which of the seven sites is your best bet? Here’s what our CEOs had to say. www.bankrate.com What it’s good for: A well-organized, clearly defined primer. “The entire site has a lot of value,” said one CEO. Bankrate.com contains a Calculations section, which is useful for computing gross profit margins and a variety of business ratios. Don’t waste your time if: You want a hard-core, business-oriented site or you’re a lender or you’re doing tax work for a financial institution. What our CEOs had to say: “It will make my favorites list,” commented one reviewer. A second panelist said, “This site is easy to navigate, easy on the eyes, and gives you a good, brief understanding of each topic.” What you ought to know: The site’s owner is Bankrate Inc. (formerly known as Bank Rate Monitor), based in North Palm Beach, Fla., a longtime publisher of financial information. Bankrate.com’s content now appears in the Money section of Usatoday.com. www.dtonline.com What it’s good for: A guide for personal financial planning. It also contains useful tidbits, including a schedule of gift- and estate-tax rates and a rundown of 10 “essential” practices for growing a company. Don’t waste your time if: You need access to tax schedules or links to other sites. What our CEOs had to say: “One visit was all it took” to sour one CEO on the site because he found it lacked forms that he could download. A fellow panelist, however, said the site was “very informative, especially for small businesses.” What you ought to know: Dtonline.com contains a weekly online missive, “Tax News & Views,” a Deloitte & Touche compilation of the latest tax news from Washington. www.irs.ustreas.gov/bus_info/sm_bus What it’s good for: Comprehensive tax information furnished by the IRS and tailored for small businesses, plus links to other useful tax-related sites, such as www.tax.gov (which covers the tax- and wage-reporting basics). Don’t waste your time if: You seek tax loopholes. What our CEOs had to say: “Excellent tax information for small businesses,” one panelist said. It’s great for “getting a handle on tax issues relating to a start-up,” said another. Still, one CEO disliked the site and said he couldn’t find valuable advice there. What you ought to know: The IRS also offers online sites not specifically devoted to small businesses, including www.irs.ustreas.gov, a guide for filing electronic tax returns. www.smbiz.com What it’s good for: News and tax tips are updated daily. It also has a host of useful links to other sites. Don’t waste your time if: You need answers to specific tax questions. What our CEOs had to say: They agreed that the site is valuable mostly as a “link farm,” in the words of one of them. They generally faulted its design as lacking pizzazz. What you ought to know: The genesis of the site is the Small Business Tax Review, a newsletter published since 1980 by the A/N Group, in Melville, N.Y., a provider of tax news and analyses for small businesses. www.taxcast.com What it’s good for: Tax-law summaries and a trove of tax documents mostly suited to accountants and financial planners. Don’t waste your time if: You want a fast, easy-to-understand tour through the tax landscape. One business owner said the site, though rich in complex information, was “too sterile” and “does not keep my interest.” What our CEOs had to say: They applauded its many links and other resources, but craved a more inviting format. “It’s very vanilla,” said one panelist. What you ought to know: Affiliated sites furnish many kinds of Ernst & Young tax help. One example is www.ey.com, a site well known for financial counseling for individuals and families. www.taxmama.com What it’s good for: A joyful and occasionally informative romp through the tax world for inexperienced businesspeople. This site’s “personal commentary and humor make it unintimidating,” said one CEO. Another recommended it only for tax filers with rudimentary questions. Don’t waste your time if: You’re looking for a highly professional format or need more than a casual presentation of everyday tax issues. What our CEOs had to say: This is a site “more geared toward the consumer than toward businesses,” said one CEO. Another echoed the assessment, saying, “It just doesn’t have the kind of information I need” as a business owner. However, a third CEO said that this is a “great site with good information.” What you ought to know: The site’s founder, Eva Rosenberg, holds the Enrolled Agent credential, which the U.S. Treasury Department issues to qualified accountants. Rosenberg claims to respond to every E-mail query she receives. www.taxprophet.com What it’s good for: Basic facts. The site’s a good do-it-yourself reference for those who are just starting a business and can’t afford an accountant. “If you know what you’re looking for,” one CEO said, “you can do full-text searches of a large tax-law database,” which will give you a heap of hits to sift through. You just need to have the time to do it. Don’t waste your time if: You want quick answers to your questions. What our CEOs had to say: It’s better to leave to an accountant the kind of time-consuming tax research that’s available on the site. “I don’t have the time to just browse,” one CEO said, and “it’s cheaper for me to call my accountant for a quick answer.” But for those with the stomach for truly in-depth tax research or an education in tax law, the site may be useful, according to another reviewer. What you ought to know: In the spirit of fulfilling Robert Sommers’s mission of educating its users about everything to do with taxes, the site posts advisories about tax scams on an online bulletin board. The bottom line For overall tax advice that’s accessible and relevant to small businesses, our CEOs favored the IRS site, Dtonline .com, and Bankrate.com. The reviewers singled out Bankrate.com for its supe- rior ease of navigation, and they appreciated TaxProphet.com’s extensive tax- research database. They lauded Smbiz.com for links to other tax-related sites. The panelists scorned TaxMama.com in many respects yet couldn’t help liking it for its sheer fun. Sara Trainor Callard is a freelance writer based in Quincy, Mass. The savvy entrepreneur’s guide to online tax advice Comments Would CEOs go back? What are the site’s pluses? CEOs’ quick take www.bankrate.com Yes. “The news section, which seems to be updated often.” “This is a worthwhile site to visit.” www.dtonline.com Maybe. “Clear and concise language.” “Very informative.” www.irs.ustreas.gov/ bus_info/sm_bus Maybe. “Quick and easy to explore.” “Would recommend for tax issues relating to start-ups and small businesses.” www.smbiz.com Probably not. “The links.” “Could use a redesign.” www.taxcast.com No. “A comprehensive listing of links.” “It was loaded with information but was a little overwhelming for the tax novice.” www.taxmama.com No. “Good basic information that’s well categorized.” The site can give you the basics for “general tax queries.” www.taxprophet.com Maybe. “Searches of a large tax-law database.” For extensive tax research without a CPA’s services, this is a “good reference.” Grades Ease of navigation Variety User- friendliness Technical reliability Average grade www.bankrate.com A- A- B B B+ www.dtonline.com B B B- A B www.irs.ustreas.gov/ bus_info/sm_bus A- B B A- B+ www.smbiz.com B- B C- A- B- www.taxcast.com B- C B B B- www.taxmama.com C C B C C www.taxprophet.com B- C B- A B- Our panelists John Auger, cofounder, Operations Associates Gary Barras, CEO, Integral Systems Henry L. Foster, CEO, Call Henry Dr. Jim Goodnight, CEO, SAS Kevin J. Goslin, CEO and cofounder, Construction Technology Group Tim Handley, CEO, Advantage Credit International Duncan Harrison, CEO, Alaskan Automotive Distributing Dean Hunt, president, Certified Associates James Matuszewski, CEO, FeelGood for Life George G. Mueller, CEO, Color Kinetics Victor Tsao, CEO, Linksys Ross Youngs, CEO, Univenture Please e-mail your comments to editors@inc.com.

Do I Need to Plan Differently for a Dot-Com Business?

Inc.query Q: “I already own one company — a construction business — and am thinking about starting another one that would make use of the Internet to serve a consumer niche in the housing market. Before I make any decisions, I want to do some business planning. But I’m wondering, Should the planning process for an Internet-related company be different from what I went through when planning my first business?” –Joel Burtman, president of Burtman Construction Management Inc., a seven-year-old commercial and residential construction company based in Albany, N.Y. A: Your asking that question is understandable. Before this past spring’s shakeout in dot-com stocks, it did seem almost as though all the traditional rules of business planning had been thrown out. In the new economy, marketing plans and technology budgets seemed to matter much more than five-year income statements and balance sheets did. But experts agree that’s not the case. “Whether you’re dealing with an Internet company or any other type of business, a good plan can accomplish the same goals,” says Mark Sawicki, a business-planning consultant with Virtual Growth Inc., a provider of outsourced accounting and bookkeeping services based in New York City. “It helps you figure out where you’re going, identifies some things you need to worry about along the way, and then — depending on your specific needs — helps you devise a budget, begin to raise capital, or develop growth strategies based upon realistic cash-flow projections.” Lance Miller, a former banker and a cofounder of Intevo Inc., a New York City-based provider of E-mail-marketing services, worked on his company’s original business plan about two years ago. “In many ways the process I went through was no different from what I used to do for my banking clients — and I think that traditional strategies are even more important now in this period of stock-market volatility. Companies need to prove that they can generate profits. Putting your ideas down on paper and working through a variety of business models is a great way of coralling yourself into a framework that will help you achieve your goals,” he says. Rigorous business planning can also help a young company stick to a tight budget, a big plus if its owners hope to finance their own growth through the early stages, as Intevo’s did. “By the time we tried to raise outside capital, we had a great business plan to show prospective investors, plus a product, plus customers,” Miller says. Last year the company received a $1-million infusion of capital from a strategic partner in the media industry; for the current year Miller anticipates sales of more than $1 million. Although the business-planning process and its potential rewards are basically the same as they’ve always been, there is one key difference for today’s entrepreneurs: the speed at which many industries — and not just those in which dot-coms are thriving — are changing these days. “In the E age, speed to market is everything,” says Courtney Wood, a senior manager at Ernst & Young’s business incubator based in New York City. “In the so-called old days, a business plan would have been very detailed and would have gone to great lengths to explore all kinds of different strategic models and document the validity of the concept. Now there’s no time for that. Your instinct about a market niche becomes the hypothesis you’ve got to evaluate — and you must be able to do that very quickly or move on to something else.” Fortunately, the rise of the Internet has made it easier than ever to move speedily on the research front. “It’s really amazing how things have changed,” Intevo’s Miller says. “When I was trying to generate our financial projections and business description, it was very useful to read the SEC registration statements for Internet companies on the Web, especially the Management’s Discussion and Analysis section.” Another tip from Miller: examine the financial assumptions that underlie other companies’ cash-flow and other predictions. They’re an indication of what the competition expects to happen in rapidly changing markets. For most start-ups, Ernst & Young’s Wood believes, it’s better to carve out a sizable piece of the company’s long-term business plan (what she calls the “60% solution”) and research its viability than it is to get bogged down in an effort to prove your comprehensive model. “You need to move quickly and let the market do the ultimate testing of your business plan, so long as it basically looks good,” she says. “The way to mitigate your company’s risks while doing this is by concentrating on only one piece of your concept at a time.” As for knowing which 60% to concentrate on, Wood advises going with what you can get to market quickest, what you believe will win you a customer base the fastest, and what is likely to be validated the earliest. There’s another way that planning has changed in this quicksilver world of business: it has become a more continuous process rather than an annual or a semiannual review. “It’s not possible to have all the information that’s necessary when you complete your original plan,” says Virtual Growth’s Sawicki. “No one will expect your financial projections for later years to be accurate. What’s important is to establish some targets, put what you know down on paper, and then keep amending your plan as you gain more knowledge.” So when it comes to your business plan, it’s not really a question of whether you’re launching an Internet or a non-Internet company. For any entrepreneur the challenge today is figuring out how to adapt the intellectual rigors of traditional business planning to the rapidly changing demands and opportunities of an Internet-influenced commercial universe. Click here for additional information that can help you write a business plan at Internet speed. Please e-mail your comments to editors@inc.com.

Great Space, Southern Exposure, Free T1

Inc.ubator Leasing office space? You could get high-speed Internet access for a very nice price Depending on where you lease your office space, a fast Internet connection could cost your company as much as $1,500 a month. And that’s if the building is already wired. How does free wiring and access sound instead? Several telecommunications start-ups are now wiring office buildings for high-speed Internet access at no charge to the building owner or the tenants — and, in at least one case, they’re giving away the service itself. Those companies call themselves on-site service providers, or OSPs, and they make money — or at least plan to make money — by selling other data and voice services to the buildings’ inhabitants. Their arrival could signify big savings for small companies. As a business model, the OSP approach may sound screwy, but it’s been done before. Retailers call it a loss leader: a product that a store sells below cost in order to attract customers who’ll buy much more. Think “Old Navy Item of the Week.” Similarly, high-speed Internet access has recently become the performance fleece vest of the information age. Several of the start-ups that have jumped into the giveaway game are already economic forces to be reckoned with. They include Allied Riser Communications Corp., in Dallas, which went public last October; OnSite Access Inc., in New York City, which filed for an initial public offering earlier this year; Cypress Communications Inc., in Atlanta; and BroadBand Office Inc., in Palo Alto, Calif. Given the larval stage the market is in, it’s difficult to predict which companies will morph into something even bigger. What is clear is that small businesses stand to benefit from the early competition. As many as 85% of small companies lack dedicated Internet-access lines, according to an August 1999 report from Morgan Stanley Dean Witter, and OSPs really want those customers. So they’ve competitively priced their offerings, which include local and long-distance phone service, E-mail, and Web hosting. And the founders of those start-ups know that in the juicy but choosy small-business market, customer service is clutch. Several have adopted the strategy of stationing a customer-service person at each building for tech support and sales. That’s a far cry from the endless androidesque voice-mail menus of the traditional phone companies. And there’s more good news for small businesses: at least one small start-up OSP has taken the idea of a digital loss leader a step further than the rest. Urban Media Communications Corp., which set up shop in Palo Alto in March 1999, not only wires buildings at its own expense but gives the tenants free high-speed Internet access. The company employs 75 people but at press time had only finished wiring one building, a funky 1920s stone edifice in San Francisco. It has lined up 80 additional buildings for wiring in cities across the United States. In addition to providing superior customer service, OSPs also trump Ma Bell and her babies on flexibility, according to Urban Media customer Mark A. Corrales, vice-president of operations at Fort Point Partners, an Internet-services company in San Francisco. Corrales says his company’s traditional PBX phone system worked great for fewer than 100 people. But as new hires joined the company every week, the system simply couldn’t handle the voice and data volume. “Every time we grew by another 10 or 20 people, we had to buy some extra crap,” Corrales says. “They’d say, ‘Oh, you need a new gizmo number 17, and that’ll be another $5,000.” When Fort Point’s employee roster was approaching 100, the company moved into the aforementioned funky San Francisco building that Urban Media serves. Although Urban Media’s presence had little to do with Fort Point’s initial choice of the space, Corrales bought Urban Media’s pitch and changed systems. Now when Fort Point adds, changes, or deletes an employee phone connection, Corrales doesn’t have to order phones and have them shipped or hire a contractor to do the work. The Urban Media customer-service rep is in the building to take care of business. With Urban Media, Fort Point’s phone costs are about the same as they were before, Corrales says, minus the equipment add-ons that the PBX required. Trade-offs, at least for now, appear to be few. First of all, Urban Media’s free Internet connection is faster than the fastest dial-up rate (56K) but slower than a state-of-the-art T1 line. None of these start-ups forces customers to view advertising for the privilege of using free or cut-rate services. But Allied Riser customers connect to the Web through an Allied Riser portal, and Urban Media’s free-broadband customers abide an “E-commerce toolbar” — an innocuous, if ever-present, menu posted on their desktop screens. The toolbar makes money for Urban Media when customers click to and purchase from Web sites selling office supplies and airline tickets. As wired buildings get filled and space becomes a premium, landlords may increase rents, but that doesn’t seem to be happening just yet. As many as 85% of small companies lack lines for high-speed Internet access — and on-site service providers really want those customers. Speaking of landlords, they’re another group poised to profit from the OSP invasion. Kent Barner, senior vice-president at Prentiss Properties Trust in Dallas, says that last summer a “great flurry” of providers knocked on his door ready to wire Prentiss buildings at no charge. All offered equity in their companies in exchange for a foot in the door. Prentiss wound up purchasing a stake in Urban Media and giving the OSP first crack at wiring the 45 million square feet of office space Prentiss manages. Such deals amount to instant customer acquisition for the providers. But numbers don’t guarantee success. Urban Media CEO Sean Doherty wants to roll out services to a billion square feet of office space this year, which will cost the company about 75¢ a square foot. To start making a profit, Urban Media must sign on 10% to 20% of the tenants in each building for its services. And once the company enlists those tenants as customers, it will have to keep them on the hook. Early customers like Fort Point are satisfied for now, but nothing will prevent them from switching service providers, since such real estate deals typically aren’t exclusive. According to Maribel Lopez, a senior analyst at Forrester Research, in Cambridge, Mass., “Most of the landlords have figured out that they can milk this cow a few times.” So if you’re currently renting your office space, you might want to give your landlord a heads up about free broadband installation from OSPs. Then you can sit back and watch the companies jump at the chance to serve you. Unlike them, you’ve got nothing to lose. Jill Hecht Maxwell is a reporter at Inc. Technology. THE SITES Allied Riser Communications BroadBand Office Cais Software Solutions Cypress Communications Elastic Networks OnSite Access Prentiss Properties Urban Media Communications Corp. Broadband by the Sea While the competition for wiring office buildings heats up, another market is taking shape: high-speed Internet access for hotel rooms. The idea is that businesspeople accustomed to a fast connection at the office will gladly pay for one on the road. A variety of companies are fiddling with the phone lines in hotels to create a broadband connection for guests. The companies label their enterprise “visitor based” or “nomad” networks. Ever try downloading your E-mail from the phone line in your hotel? Molasses City. Even if business travelers are using a 56K modem, the best rate they can expect from a clunky hotel connection is 28.8, says Stephen Drake, a senior analyst at IDC in Framingham, Mass., who follows the visitor-based network market. Now, as long as their laptops have network interface cards (NICs), business travelers can plug in their laptops to a special jack and get a high-speed connection from their hotel rooms. The cost: about $10 a day, which is tacked onto their hotel bill. “Those companies are erasing some of the frustrations of business travel without creating a tremendous increase in costs,” says Drake. Visitor-based networking is an arena for companies of all stripes. First there’s the hardware. With its EtherLoop technology, Elastic Networks Inc., in Alpharetta, Ga., turns existing copper phone wires into data Ethernet connections without disrupting voice service on the same lines. “It’s kind of like two virtual pipes — a big water pipe for the data with a little straw outside for voice,” explains marketing vice-president Phil Griffith. Since providing the service requires no rewiring, hotels don’t have to close rooms for the upgrade. Then there’s software. Cais Software Solutions Inc., in San Diego, markets a product called Iport that allows all the guests of a particular hotel to connect to a single T1 line. Cais has contracts to service 10 chains including Hawaii’s Outrigger Hotel Resorts, where the company has installed Iport in beachside cabanas so that guests can check those all-important stock tickers during piÑa colada hour. The cost: $2.50 for 10 minutes. Finally, half a dozen companies have adopted the on-site service provider (OSP) model, upgrading hotels to high-speed access at the provider’s own expense — which can run as high as $400 per room — and charging hotel guests for time online. Since the providers share the take with the hotels, the business model could be a boon to both sides — not to mention making molasses-speed E-mail downloading a thing of the past. SETTING UP YOUR OSP 1. Landlord signs on with an on-site service provider. 2. The OSP installs fiber-optic lines and switches throughout the building. 3. Every desktop can be hooked up for high-speed Internet access through the OSP. 4. Tenants can buy local and long-distance phone service, Internet access, and Web hosting from the OSP. Q&A Wired Bricks Dale Anne Reiss, global industry leader for real estate at Ernst & Young, recently spoke with Inc. Technology about the need for Internet speed and how technology is affecting her business. Inc.: What has spawned the rush to connect office buildings to the Internet? Reiss: Five years ago, the ability to deliver those services in a cost-efficient manner wasn’t practical. Now it is. Technology companies need high-speed access to exist, and more traditional companies need it for productivity advantages. Inc.: Can OSPs really make money by giving away the wires and selling services later? Reiss: The opportunities are absolutely there. The world has yet to be totally wired. First, these companies have to get a critical mass of buildings. The most important thing over the long term will be the level of satisfactory service provided to the office tenants. Inc.: But is there room for all of those start-ups? Reiss: There’s probably a consolidation waiting to happen. Then again, we’re still waiting for a consolidation in the mainline real estate industry. Inc.: Is there a downside to the convergence of technology and real estate? Reiss: That’s like asking if there’s a downside to progress. This is becoming a true competitive advantage not only for office owners but for apartment owners and even home builders. The issue will be, is some sort of wireless technology going to obviate the need for this kind of service? Please e-mail your comments to editors@inc.com.