You must mean Google.com.au. The way Google is heading these days, a lot of searches are localized by country/state/city/etc. so it's really important to make sure you're tracking your rankings on the right Google domain. That being said, yes it works for .com.au.
Depends what country your in really. Always check your local laws and regulations before taking advice on the internet; the laws for someone may not be the same as yours.
I think he was trying to say that you should want to help your customers. You should be happy to receive a work order from them because now they are a satisfied tenant that can praise your apartments to their friends who have been trying to get their sink fixed for a month.
My friend is a renter and he has wanted a renters interface like this for years.
nono, X verifies start-ups who are using them. We cannot use them without their approval. We have submitted the application. Once we get that from them, we can then make our site live.
Their Pre-authorised payment and parallel payment fit our model perfectly. Our CTO knows them pretty well. We think it is the best option for our initial stage. Once we scale, we will look for more payment options.
Why would this be a bad practice? This is a GOOD practice. You don't want to add months to the development time before you know if it's going to get traction.
I've had several successful sites, but dozens more failures and I'm glad I didn't waste the time making them all easily scalable; they simply didn't need it.
I'm just wondering what happens when suddenly you're growing incredibly fast, and you simply do not have the development/money to keep up with the volume of traffic, how does one get on top?
It sounds like you haven't even talked to investors yet. You don't need a corporation to create a TOS, nor do you need a corporation to accept payments.
Cross those bridges when you get there. I don't see this leverage you keep referring to. They restructure businesses all the time. Having the right incorporation doesn't make your startup/idea/business any better, so why don't you focus on improving those things?
I interpret your comments as coming from a concern that I'm putting the cart before the horse in worrying about such details too far in advance of a product. I assure you that I'm not a douchebag with an idea that's setting up a company around nothing. I have a minimal viable product and what I'm learning is that customers want to see that I'm charging for the service and that there's a TOS that protects their data. That's the only reason I'm worried about incorporating at the moment. I guarantee you I'd rather ignore it, but I don't have confidence that I can. Maybe you can help me gain that confidence.
In setting up a terms of service without a corporation, who do I structure the agreement with? In examples I've seen, it's with a corporate entity, like 37signals, LLC in the case of Basecamp. It seems strange to make it an agreement with me personally, and potentially legally unwise. As far as accepting payments, those can presumably go directly to me, but again doesn't it make more sense to vector them to an independent entity? But maybe my thinking is wrong about this. I'd love to hear your thoughts.
You should speak to a real accountant obviously.. but I've heard that its entirely possible to be take on personal liability even if you run an LLC. Again, I'm no expert so talk to an accountant, but I've heard something along the lines of LLC's being run by a single member offering no real liability protection. Many accountants seem to recommend S-Corps, but yeah, if you want to have investors you'll need a C-Corp.
As for separating your business operations from your personal ones, that seems like a responsible thing to do.. so definitely do that.. but speak to a real accountant first
A high tech tanning spa. One of the tanning beds cost 30k and looked like a spaceship. I went all out with this thing, using some money from an exit. I re-did the floors, walls, electric, plumping, etc. in the end I was out about 500k after running it for a year. A lot of that money went towards rent and payroll. I had 4 or 5 employees, including a manager, during peak season.
It was difficult to iterate the business, I was locked into a lease, and the equipment was too big to move easily, so I couldn't just pack up and move to a new location when I realized I didn't pick the greatest location.
The worst part was dealing with the local governing agencies for insurance, workman's comp, town, state, federal, permits, etc. They shut me down for a day or two over something trivial and I spent 8 hours driving around to fix it. Felt like the equiv. of my domain being seized and it wasn't worth it for such a thin profit margin.
There was no doubt that I could make it work, but I didn't want to spend the time or money trying to get it right. I have the internet startup stuff down pat; I'll just stick to what I know best.
