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Brief Contents
Preface xv
Chapter 1 Chapter 12
Your Great Adventure: Exploring Your Options 1 Building and Managing a Winning Team 339
Spotting Trends and Opportunities 33 Buying a Business 369
Positioning Yourself as an Entrepreneur for Market Buying a Franchise or Franchising Your
Opportunities 67 Business 397
Profiling Your Target Customer 93 Pulling the Plan Together 419
Chapter 5
E-Modules
Learning from the Competition: Your Competitive
Intelligence 119 Please go to www.nelson.com/knowlescastillo7e.
Chapter 6 E-Module 1
Marketing: Pricing and Promoting Your Product Exporting: Another Adventure Beckons M1–3
or Service 143
E-Module 2
Chapter 7 Fast-Start Plan M2–1
Marketing: Distribution and Location 173
E-Module 3
Chapter 8 Business Plan Outline, Templates, and
Legal Concerns 199 Examples M3–1
Chapter 9 Glossary 449

Risk Management Issues 239 Index 457
Chapter 10
The Power of Numbers 261
Chapter 11
Financing Your Business 307
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Contents
Preface xv Chapter 2
SPOTTING TRENDS AND
Chapter 1 OPPORTUNITIES 33
YOUR GREAT ADVENTURE: EXPLORING Learning Opportunities 33

YOUR OPTIONS 1 Recognizing Opportunities 35
BRAINSTORM YOUR WAY INTO SMALL BUSINESS 37
Learning Opportunities 1 BE A TREND WATCHER 38
Building Your Road Map 4 Globalization 40
The Age of the Entrepreneur 6 Technology 41
WHAT DO THE NUMBERS SAY? 6 INTERNET AND E-COMMERCE 42
Small Business Entrepreneurs 8 The Boomer Trend 45
Characteristics of Entrepreneurs 8 The Splintering of the Mass Market 47
OTHER IMPORTANT CHARACTERISTICS SOCIAL MEDIA TRENDS 48
OF ENTREPRENEURS 8 TRENDS CREATE OPPORTUNITIES 49
Rev Up 11 THE LIFE-CYCLE STAGES 52
WHY DO YOU WANT TO BE AN Watch for Market Signals 53
ENTREPRENEUR? 12 How Deep Is Deep? 54
WHAT DOES IT TAKE TO BE AN Segmentation and Gap Analysis 55
ENTREPRENEUR? 13 Know Your Real Business 55
What Is a Social Entrepreneur? 14 DEFINE YOUR BUSINESS 57
What Is an Intrapreneur? 14 Develop Your Pitch 58
“Inc.” Yourself 15 In a Nutshell 59
What Is a Small Business? 15 Key Terms 59
Green Business 17 Think Points for Success 59
The Downside to Being an Action Steps 60
Entrepreneur 18 Business Plan Building Block 62
Your Chances of Success 18 Checklist Questions and Actions to Develop Your
Beat the Odds—Write a Business Plan 18 Business Plan 64
CREATING A BUSINESS PLAN— Case Study: Trends and Opportunities 64
WHY BOTHER? 19 Notes 65
WHAT DOES A PLAN LOOK LIKE? 19
Beat the Odds—Do Your
Research 20 Chapter 3
PRIMARY RESEARCH 20
NEW-EYES RESEARCH 20 POSITIONING YOURSELF AS AN
SECONDARY RESEARCH 21 ENTREPRENEUR FOR MARKET
HARD DATA 21 OPPORTUNITIES 67
Innovation—An Entrepreneur’s Learning Opportunities 67
Tool 24 Your Vision and Values 70
In a Nutshell 25 Welcome to Opportunity Selection 72
Key Terms 25 STEP 1: IDENTIFY YOUR BUSINESS GOALS 73
Think Points for Success 25 STEP 2: LEARN MORE ABOUT YOUR FAVOURITE
Action Steps 26 INDUSTRY 75
Business Plan Building Block 30 STEPS 3 AND 4: IDENTIFY PROMISING INDUSTRY
Checklist Questions and Actions to Develop Your SEGMENTS AND PROBLEMS THAT NEED
Business Plan 30 SOLUTIONS 76
Case Study: Mechanic To You® 30 STEP 5: BRAINSTORM FOR
Notes 31 SOLUTIONS 78
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viii • CONTENTS
STEP 6: MESH POSSIBLE SOLUTIONS WITH

OPPORTUNITIES IN THE MARKETPLACE 79
Chapter 5
STEP 7: TAKE STOCK OF, AND FOCUS ON, THE MOST
LEARNING FROM THE COMPETITION:
PROMISING OPPORTUNITIES 80
YOUR COMPETITIVE INTELLIGENCE 119
Business Mission Statement 80
YOUR BUSINESS MISSION 81 Learning Opportunities 119
YOUR BUSINESS STRATEGY 82 Who Is Your Competition? 122
THINKING ABOUT YOUR BUSINESS MODEL 84 COMPETITIVE INTELLIGENCE 123
In a Nutshell 86 COMPETITIVE TOUCHPOINT ANALYSIS 123
Key Terms 86 Scouting the Competitive Landscape 125
Think Points for Success 86 Developing Your Competitive Strategy 127
Action Steps 86 NICHE, OR FOCUS, STRATEGY 127
Business Plan Building Block 89 DIFFERENTIATION STRATEGY 128
Checklist Questions and Actions to Develop Your COST LEADERSHIP STRATEGY 128
Business Plan 90 COMPETITOR ANALYSIS STRATEGY 128
Case Study: Shopify—An E-Commerce COMPETITIVE PRICING STRATEGY 129
Alternative 90 The Competition Life Cycle 131
Notes 91 YOUR COMPETITIVE POSITIONING STRATEGY 132
Forming Strategic Alliances with Competitors 134
CREATING UNIQUENESS THROUGH CHANGE 135
Chapter 4 You Can Do It 136
In a Nutshell 136
PROFILING YOUR TARGET Key Terms 136
CUSTOMER 93 Think Points for Success 137
Action Steps 137
Learning Opportunities 93
Business Plan Building Block 139
MOBILE APPS: THE ULTIMATE ONE-ON-ONE
Checklist Questions and Actions to Develop Your
MARKETING 96
Business Plan 139
The Power of Profiling 97
Case Study: My Virtual Model 139
PRIMARY CUSTOMER 97
Notes 141
SECONDARY CUSTOMER 98
INVISIBLE CUSTOMER 98
CONSUMER, OR END-USER, PROFILE
DEMOGRAPHIC PROFILE 99
99
Chapter 6
PSYCHOGRAPHIC PROFILING 101
MARKETING: PRICING AND
What We Can Learn from Media PROMOTING YOUR PRODUCT
Sources 103 OR SERVICE 143
Business-to-Business Profile 105
THE SOFTWARE SCHOOL INC.: B2B TARGET Learning Opportunities 143
CUSTOMER EXAMPLE 107 PRICING YOUR PRODUCT OR SERVICE 145
B2B OR B2C: WHICH ONE Four Common Methods of Pricing for Small
WILL IT “B”? 107 Business 146
PRIMARY RESEARCH CAN HELP TOO 108 1. COMPETITOR-BASED PRICING 146
Field-Interviewing Target Customers 108 2. PROFIT-BASED, OR COST PLUS, PRICING 146
Surveying Target Customers 109 3. INDUSTRY NORM, OR KEYSTONE, PRICING 147
VISUALIZE YOUR NEW BUSINESS AND TARGET 4. CEILING, OR PREMIUM, PRICING 148
CUSTOMER 111 Other Pricing Strategies 148
In a Nutshell 112 YOUR PRICING STRATEGY 148
Key Terms 112 Promotion—Your Way of Connecting with the
Think Points for Success 112 Customer 149
Action Steps 113 The Promotional Mix 150
Business Plan Building Block 115 YOUR PROMOTIONAL CORNERSTONES: CUSTOMER
Checklist Questions and Actions to Develop Your SERVICE AND QUALITY 151
Business Plan 115 Other Marketing Strategies 151
Case Study: Customer Profiling 116 PAID MEDIA ADVERTISING 151
Notes 117 BUSINESS CARDS 152
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CONTENTS • ix
POINT-OF-PURCHASE DISPLAYS 153 HOW TO REWRITE A LEASE 190

PACKAGING 153 In a Nutshell 193
CATALOGUES 153 Key Terms 193
DIRECT MAIL 154 Think Points for Success 193
MONEY-BACK GUARANTEES 154 Action Steps 194
FREE INK AND FREE AIR 155 Business Plan Building Block 195
FREEBIES 155 Checklist Questions and Actions to Develop Your
PERSONAL SELLING 155 Business Plan 196
TRADE SHOWS 157 Case Study: QuestVest 196
INDUSTRY LITERATURE 158
WORKING VISIBLY 158
DISCOUNT COUPONS 158 Chapter 8
BRANDING 159
ONLINE MARKETING 159 LEGAL CONCERNS 199
SALES REPS AS CONNECTORS 162
COURTESY AS PROMOTION 162
Legal Forms for Small Business 200
NETWORKING 163
Sole Proprietorship 200
Planning Ahead 164 Partnership 202
DON’T KEEP YOUR BUSINESS A SECRET 164
THE SHOTGUN 203
PROMOTION AND MARKET RESEARCH 164
Corporation 204
ASK CUSTOMERS QUESTIONS TO HELP DEVELOP YOUR
REASONS FOR INCORPORATING 204
MARKETING STRATEGY 165
POTENTIAL DISADVANTAGES OF
ATTACH PRICE TAGS TO YOUR PROMOTIONAL
INCORPORATING 207
STRATEGIES 165
THE PROCESS OF INCORPORATION 208
In a Nutshell 165 WHO CAN BE A DIRECTOR? 209
Key Terms 166 MUST A COMPANY HAVE SHAREHOLDERS? 209
Think Points for Success 166 Cooperative 212
Action Steps 167 Additional Legal Structures for Social
Business Plan Building Block 169 Entrepreneurs 214
Checklist Questions and Actions to Develop Your Your Business Name 216
Business Plan 170 Patents, Copyrights, and Trade-marks 217
Case Study: 1-800-Got-Junk? 170 TEN THINGS YOU SHOULD KNOW ABOUT
Notes 172 PATENTS 217
TEN THINGS YOU SHOULD KNOW ABOUT
Chapter 7 COPYRIGHTS 219

TEN THINGS YOU SHOULD KNOW ABOUT TRADE-
MARKS 221
MARKETING: DISTRIBUTION AND
Protection Strategy for Social Media IP 223
LOCATION 173
More Red Tape 223
Learning Opportunities 173 THE BUSINESS NUMBER (BN) 223
Distribution Channels 176 PAYROLL DEDUCTIONS 224
What Is Your Best Location? 177 FEDERAL INCOME TAXES 225
A Location Filter 178 GST/HST 226
RATING IMPORTANCE (1–10) 179 PROVINCIAL SALES TAXES 227
Home-Based Businesses 181 Get a Lawyer and an Accountant 228
WHAT HOME-BASED BUSINESS IS BEST FOR ME? 183 A PARTNER’S UNFORESEEN DEATH 228
Getting the Information You Need to Find the Right Get a Will 229
Location 184 Succession Planning—Especially for the Family-
LOCATION INFORMATION USING SECONDARY Owned Business 229
RESEARCH 184 Bankruptcy 230
LOCATION INFORMATION USING PRIMARY In a Nutshell 232
RESEARCH 185 Key Terms 232
Some Things You Must Know About Leases 187 Think Points for Success 233
ENTREPRENEUR, READ YOUR LEASE 188 Action Steps 233
ANTICIPATE THE UNEXPECTED 189 Business Plan Building Block 234
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Checklist Questions and Actions to Develop Your Cash Flow and Income Statement: Important
Business Plan 234 Projections 273
Case Study 1: Your Pal, Steve 234 CASH FLOW PROJECTION 273
Case Study 2: It Was a Fatal Accident 235 WHY IS A CASH FLOW PROJECTION SO
Notes 236 IMPORTANT? 274
Five Steps to Creating a Start-up Cash Flow 275
STEP 1: CALCULATE YOUR OPENING BALANCE 275
Chapter 9 STEP 2: CALCULATE YOUR PROJECTED SALES FOR EACH
MONTH—PROJECT MONTHLY SALES (LINE 3) 278
RISK MANAGEMENT ISSUES 239 STEP 3: FORECASTING RECEIPTS 279
Learning Opportunities 239 STEP 4: FORECASTING DISBURSEMENTS 280
Developing a Plan B 240 STEP 5: SUMMARY OF CASH FLOW
Insurance Planning 244 (LINES 35 TO 39) 281
Workplace Health and Safety 249 Pro Forma Income Statement 284
OH&S GOVERNMENT, EMPLOYEE, AND EMPLOYER SALES 286
RESPONSIBILITIES 250 COST OF GOODS SOLD 286
JOINT HEALTH AND SAFETY COMMITTEES 250 GROSS PROFIT 286
WORKPLACE HAZARDOUS MATERIALS 251 OPERATING EXPENSES 286
DUE DILIGENCE 251 OTHER EXPENSES 288
Theft and Fraud Prevention 252 NET PROFIT (BEFORE TAXES) 288
Getting Advice 253 Key Income Statement Ratios 288
PLANNING AHEAD: 12-MONTH START-UP GROSS PROFIT MARGIN 288
CHECKLIST 253 PROFIT MARGIN 289
In a Nutshell 255 INVENTORY TURNOVER 289
Key Terms 255 GROSS MARGIN RETURN ON INVENTORY
Think Points for Success 256 INVESTMENT 291
Action Steps 256 The Closing Balance Sheet 291
Business Plan Building Block 257 ASSETS 291
Checklist Questions and Actions to Develop Your LIABILITIES 293
Business Plan 257 OWNER’S EQUITY 293
Case Study: Your Business Idea 258 Key Ratios Based on the Balance Sheet and the Income
Note 259 Statement 294
Break-Even Analysis 294
1. UNIT METHOD 295
Chapter 10 2. BREAK-EVEN USING GROSS PROFIT MARGIN
(REVENUE METHOD) 296
THE POWER OF NUMBERS 261 In a Nutshell 299
Learning Opportunities 261 Key Terms 299
Your Financial Fitness 263 Think Points for Success 300
FORMULATING A PERSONAL FINANCIAL VISION 263 Action Steps 300
GETTING FINANCIAL ADVICE 264 Business Plan Building Block 302
Estimating Your Start-up Costs 265 Checklist Questions and Actions to Develop Your
THE OPENING BALANCE SHEET 265 Business Plan 302
Assets—What the Business Owns 267 Case Study 1: Financing Your Business—Getting
CURRENT ASSETS 267 Started 303
FIXED ASSETS 269 Case Study 2: DISCovery Books and Magazines Inc.—
OTHER ASSETS 269 Financial Statements 303
Liabilities—What the Business Owes Others 269 Notes 305
CURRENT LIABILITIES 270
LONG-TERM LIABILITIES 270
OTHER LONG-TERM DEBT 270
Chapter 11
Equity—What the Business Owes the Owner 270 FINANCING YOUR BUSINESS 307
Key Balance Sheet Ratios 271
LIQUIDITY RATIOS 271 Learning Opportunities 307
SOLVENCY RATIOS 273 Before You Shake the Money Tree 309
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CONTENTS • xi
WHAT IS YOUR CREDIT HISTORY? 309 Teamwork 346

HOW MUCH UNSECURED CREDIT DO YOU HAVE? 310 THE FOUNDING TEAM 346
DEVELOP A PERSONAL BALANCE SHEET 313 MANAGEMENT TEAM PROFILES AND OWNERSHIP
CHART YOUR PERSONAL MONEY FUTURE 313 STRUCTURE 346
ASSESS YOUR RISK TOLERANCE 315 BOARD OF DIRECTORS OR ADVISORY TEAM 346
Informal Sources of Financing—Bootstrapping 315 HUMAN RESOURCES REQUIREMENTS 347
SELF-FINANCING 316 BUILDING BALANCE INTO YOUR TEAM 347
FAMILY AND FRIENDS 316 Non-traditional Teams 349
Formal Sources of Funding 317 THE “JUST-IN-TIME” TEAM 349
Banks and Financial Institutions 317 GOAL-ORIENTED PARTNERSHIPS 350
Other Sources of Start-up Capital 322 THE INDEPENDENT CONTRACTOR OR
ANGELS 322 ASSOCIATE 350
SUPPLIERS 322 EMPLOYEE LEASING 351
CUSTOMERS 323 THE MENTORING RELATIONSHIP 351
EMPLOYEES AND EMPLOYERS 323 Hiring Your First Employee 352
MICRO-LENDING PROGRAMS 325 STEP 1: JOB ANALYSIS 353
GOVERNMENT PROGRAMS 326 STEP 2: JOB QUALIFICATIONS 353
VENTURE CAPITALISTS 326 STEP 3: JOB REQUIREMENTS 354
NONPROFIT FUNDING 326 STEP 4: STAFFING DECISIONS AND
COOPERATIVE PARTNERSHIP 327 RECRUITMENT 354
Will That Be Debt or Equity? 327 Recruitment 354
ADVANTAGES OF DEBT 328 SELECTION 356
DISADVANTAGES OF DEBT 328 TRAINING AND DEVELOPMENT 357
ADVANTAGES OF EQUITY 328 COMPENSATION 357
DISADVANTAGES OF EQUITY 328 WHAT DO EMPLOYEES REALLY COST? 358
Primary Types of Debt Financing 329 Managing an Aging and Multicultural Workforce 358
SHAREHOLDER LOANS 329 HR Best Practices 359
CANADA SMALL BUSINESS FINANCING (CSBF) In a Nutshell 359
LOANS 329 Key Terms 360
OPERATING LOANS (LINE OF CREDIT) 331 Think Points for Success 360
TERM LOANS 332 Action Steps 360
Primary Types of Equity Financing 332 Business Plan Building Block 361
COMMON SHARES 333 Checklist Questions and Actions to Develop Your
PREFERRED SHARES 333 Business Plan 363
CONVERTIBLE DEBENTURES 333 Case Study: Management and Teamwork at MSM
In a Nutshell 334 Transportation 363
Key Terms 334 Notes 365
Think Points for Success 334
Action Steps 334 APPENDIX 12.1 366
Business Plan Building Block 336
Checklist Questions and Actions to Develop Your The Personality Analysis 366
Business Plan 337 Group 366
FILLING IN THE PERSONALITY GRID 366
Case Study: Financing Your Business—Getting
INTERPRETING YOUR RESULTS 367
Started 338
Notes 338
Chapter 13
Chapter 12 BUYING A BUSINESS 369
BUILDING AND MANAGING A WINNING
Why Purchase an Ongoing Business? 371
TEAM 339
How to Buy and How Not to Buy 372
Learning Opportunities 339 GETTING THE WORD OUT 372
The Basics of Managing Your Team 341 Investigate the Business from the Outside 373
Leading 341 LEARN FROM OTHERS’ MISTAKES 373
ORGANIZING 343 KNOW WHEN YOU NEED OUTSIDE HELP 374
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xii • CONTENTS
Investigate the Business from the Inside 375 SIGNING PERSONALLY 407
DEALING WITH BROKERS 375 AVAILABILITY OF INFORMATION AND FRANCHISING
How to Look at the Inside of a Business 376 REALITIES 407
STUDY THE FINANCIAL HISTORY 376 Evaluating a Franchise 408
COMPARE WHAT YOUR MONEY COULD DO CHOOSE YOUR PRODUCT OR SERVICE WITH CARE 412
ELSEWHERE 378 Reasons for Not Buying a Franchise 412
EVALUATE THE TANGIBLE ASSETS 378 Can You Franchise Your Idea and Become the
GET A NONCOMPETITION COVENANT 379 Franchisor? 412
ANALYZE THE SELLER’S MOTIVES 379 A Final Word About Franchises 413
Examine the Asking Price 379 MEMBER-OWNED BUYING GROUP: AN
NEGOTIATE THE VALUE OF GOODWILL 380 ALTERNATIVE 414
LEARN WHETHER BULK SALES ESCROW IS In a Nutshell 414
NEEDED 381 Key Terms 414
AN EARNOUT SUCCESS STORY 381 Think Points for Success 415
The Decision to Buy 381 Action Steps 415
PREPARE FOR THE NEGOTIATIONS 383 Checklist Questions and Actions to Develop Your
Protect Yourself 384 Business Plan 416
Negotiating the Price 384 Case Study: Franchise Shows 416
1. ASSET-BASED VALUATION 384 Notes 417
2. ABILITY-TO-PAY VALUATION 385
3. EARNINGS-ASSETS VALUATION 387
The Contract 391 Chapter 15
Expect Some Pleasant Surprises 391
In a Nutshell 392 PULLING THE PLAN TOGETHER 419
Key Terms 393 Learning Opportunities 419
Think Points for Success 393 How to Start Writing Your Business Plan 421
Action Steps 393 THREE-PART STRUCTURE: WORDS, NUMBERS, AND
Checklist Questions and Actions to Develop Your APPENDICES 422
Business Plan 394 OUTSIDE ASSISTANCE IN WRITING A BUSINESS
Case Study: A Passionate Leap 395 PLAN 423
Notes 396 REMINDERS 423
THE COVER LETTER 423
THE TABLE OF CONTENTS 425
Chapter 14 THE EXECUTIVE SUMMARY 425
SECTION 1: DESCRIPTION OF THE BUSINESS 427
BUYING A FRANCHISE OR FRANCHISING SECTION 2: FINANCIAL SECTION 435
YOUR BUSINESS 397 Epilogue: Act on What You Know 443
Learning Opportunities 397 In a Nutshell 445
What Is a Franchise? 399 Key Terms 445
FRANCHISE SYSTEMS 399 Think Points for Success 445
FRANCHISE NETWORKS 400 Action Steps 445
Why Buy a Franchise? 400 Checklist Questions and Actions to Develop Your
WHAT THE CUSTOMER GETS 400 Business Plan 448
WHAT THE FRANCHISEE RECEIVES 400 Note 448
WHAT THE FRANCHISOR ASKS OF YOU 401
Investigating Franchise Opportunities 401
The Franchise Agreement and System 403 E-Module 1
THE PROCESS INVOLVED IN PURCHASING A
FRANCHISE 403
EXPORTING: ANOTHER ADVENTURE
Buyer Beware: Some Pitfalls of Franchising 406 BECKONS M1–3
ENCROACHMENT 406 Please go to http://www.nelson.com/knowlescastillo7e.
GROUND-FLOOR OPPORTUNITIES 406 Learning Opportunities M1–3
RENEWAL PERIOD 406 The Start-Up Fundamentals M1–4
VERBAL AGREEMENTS 406 Motivations for Exporting M1–4
MINIMUM FRANCHISE LEGISLATION 407 SWOT Analysis M1–6
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CONTENTS • xiii
INTERNAL STRENGTHS AND WEAKNESSES M1–6

HUMAN RESOURCES M1–6
E-Module 2
FINANCIAL SITUATION M1–6
FAST-START PLAN M2–1
OPERATING HISTORY AND TRACK RECORD M1–7
External Opportunities and Threats M1–8 Please go to http://www.nelson.com/knowlescastillo7e.
Key Points You Need to Know for Export Learning Opportunities M2–1
Start-Up M1–9 Quick Checklist M2–2
Finding Information and Advice About Your Target Structuring Your Plan M2–3
Market M1–10 Great Dream Equals Great Business M2–3
DEPARTMENT OF FOREIGN AFFAIRS, TRADE, AND What Business Are You Really In? M2–4
DEVELOPMENT M1–10 Who Are Your Competitors? M2–5
OTHER FEDERAL GOVERNMENT How Much Should You Charge? M2–6
DEPARTMENTS M1–11 PROFILE YOUR TARGET CUSTOMER M2–6
TRADE COMMISSIONERS M1–11 HOW DO YOU MAKE THAT CUSTOMER
PROVINCIAL GOVERNMENTS M1–11 CONNECTION? M2–7
BUSINESS ASSOCIATIONS M1–11 WHAT ARE YOUR START-UP COSTS? M2–7
FOREIGN EMBASSIES M1–11 CHARTING YOUR SALES GOALS FOR THE FIRST THREE
BILATERAL BUSINESS COUNCILS M1–11 MONTHS M2–8
INTERMEDIARIES M1–11 EXPENSE FORECAST M2–10
DATABASES M1–12 ASSUMPTIONS M2–10
EXPORT ADVISORS/EXPERTS M1–12 FINAL PASS M2–12
INTERNET M1–12 TO-DO LIST M2–13
Choosing an Entry Strategy M1–12 LIST OF NECESSITIES BEFORE OPENING DAY M2–13
INTERMEDIARIES M1–12 Model Business Plan: Yes, We Do Windows M2–14
FOREIGN DISTRIBUTORS M1–13 1. BUSINESS DEFINITION M2–14
TRADING HOUSES M1–13 2. WHAT BUSINESS AM I REALLY IN? M2–14
DIRECT SELLING M1–13 3. COMPETITION M2–14
PARTNERSHIPS M1–14 4. PRICING M2–15
Pricing Your Product or Service M1–16 5. TARGET CUSTOMER M2–16
DOMESTIC COST PLUS MARKUP M1–17 6. PROMOTION PROGRAM M2–16
FULL-COST PRICING M1–17 7. START-UP COSTS M2–17
MARGINAL-COST PRICING M1–17 8. SALES GOALS AND EXPENSES—FIRST THREE
Promotional Strategies M1–18 MONTHS M2–17
PROMOTING SERVICES M1–18 9. TO-DO LIST M2–17
PACKAGING M1–18 In a Nutshell M2–19
PROMOTIONAL OPTIONS M1–18 Think Points for Success M2–19
PROMOTIONAL MATERIALS M1–19 Action Steps M2–19
TRADE FAIRS AND EXHIBITIONS M1–19
PROMOTING IN THE UNITED STATES M1–19
Export Financing M1–20 E-Module 3
METHODS OF INTERNATIONAL PAYMENT M1-20
ENSURING PAYMENT: TYPES OF SECURITY M1–21 BUSINESS PLAN OUTLINE, TEMPLATES,
CREDIT MANAGEMENT M1–21 AND EXAMPLES M3–1
MANAGING EXCHANGE RATE RISK M1–22
Getting Your Product or Service to Market M1–22 Please go to http://www.nelson.com/knowlescastillo7e.
EXPORTING A SERVICE M1–22 Business Plan Outline M3–1
EXPORTING A PRODUCT M1–23 FIRST PART OF A BUSINESS PLAN M3–1
Culture and Communication M1–24 I. DESCRIPTION OF BUSINESS M3–2
A Final “Export-Ready” Checklist M1–26 II. FINANCIAL SECTION M3–5
Export Plan Outline M1–27 APPENDICES M3–6
In a Nutshell M1–28 Business Plan Templates for Various Plan
Key Terms M1–28 Components M3–6
Action Steps M1–28 COVER SHEET TEMPLATE M3–6
Think Points for Success M1–29 EXECUTIVE SUMMARY TEMPLATE M3–7
Notes M1–29 I. DESCRIPTION OF BUSINESS TEMPLATES M3–7
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II. FINANCIAL SECTION TEMPLATES M3-10 MANAGEMENT AND STAFFING M3–14

APPENDICES TEMPLATE M3–11 STORE OVERVIEW M3–16
Business Plan Examples M3–11 MARKETING M3–18
Annie’s Business Plan Proposal for Specialty STORE OPERATIONS M3–20
Chocolates and Candy Concession at Sea World FINANCIAL MANAGEMENT AND FINANCIALS M3–21
Encounters M3–12 ANNIE’S APPENDICES M3–25
COVER LETTER FOR ANNIE’S M3–12
ANNIE’S BUSINESS PLAN PROPOSAL M3–13 Glossary 449
EXECUTIVE SUMMARY M3–13 Index 457
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Preface
Welcome to the Seventh Canadian Edition of Small Business: An Entrepreneur’s

Plan. This book and our extensive online resources were created for the thou-
sands of dreamers like you who want to create their own ventures. Most first-time
entrepreneurs start out with little more than an idea. By combining your talents,
passions, and ideas with a practical approach, as we outline here, you will be able
to take your idea, form it into a functional business plan, and succeed in realizing
your dream.
Every great adventure begins with a map. This book serves as your map and
your navigator. The Action Steps and the Business Plan Building Blocks provide
you with direction and tasks to accomplish along the way, while the vignettes and
case studies offer you a first-hand look at the trials, tribulations, and successes
of other entrepreneurs.
By following the Action Steps and Building Blocks, you’ll learn how to develop
a business plan from the inception of an idea, how to find your target customers,
and how to market to them successfully.
Fasten your seatbelt, hold on tight, and prepare to embark on your great
entrepreneurial adventure!
ORGANIZATION
TARGET THE CHAPTERS THAT CALL TO YOU
This Seventh Canadian Edition contains fifteen chapters that will guide you along
the way to owning or managing a small business. Within the pages of Chapter 1,
“Your Great Adventure: Exploring Your Options,” to Chapter 15, “Pulling the
Plan Together,” the textbook presents seventy-five Action Steps, as well as a
number of Building Blocks.
• Chapters 1, 2, and 3 help you focus on yourself and your ideas; they explain
how to develop and test your ideas in the marketplace before you spend
any money. If you are just exploring entrepreneurship, concentrate on these
chapters and the accompanying Action Steps and online exercises. Keep in
mind that you are designing not only a business plan but also a life plan.
• Chapters 4, 5, and 6 help develop, locate, and satisfy the key to your success
in small business—your target customer and knowledge of your competition.
Here, you’ll learn how to profile your target customer; develop a competitive
strategy; and price, promote, and market your product or service.
• Chapter 7 helps you develop your distribution strategy and find a location—
at home, on the street, or online.
• Chapter 8 helps you untangle and understand the legal red tape of starting
and running a business. We help you decide which legal form (sole propri-
etorship, partnership, or corporation) is best for you and your business, help
you understand bankruptcy and its danger signals, and show you how to find
the right lawyer and professional advice.
• Chapter 9 prompts you to think about protecting yourself and your business.
It considers matters such as insurance, health and safety, employee fraud, and
the basic principles of patents, copyrights, and trade-marks.
• Chapters 10 and 11 plunge into the numbers. You will learn how to formu-
late a personal financial vision, ensure that your personal finances are in
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xvi • PREFACE
order, and determine how much money you’ll need to start your business
and finance it. By the time you finish Chapter 11, you’ll understand financial
statements and be able to put together a financial plan to start and run your
business.
• Chapter 12 steers you toward thinking about basic management functions,
organizational structure, and leadership. It helps you begin to build a win-
ning team.
• Chapter 13 offers tips and advice if you want to buy an existing business.
If you want to join the franchise movement, though, read Chapter 14 first.
Franchisees are on every corner, but as we caution you, not all of them are
happy with their lot. If your goal is to be a happy franchisee, then be sure to
complete a business plan for your specific franchise location. You’ll need that
to determine whether it will work for you.
• Chapter 15 asks you to gather up all of your Action Steps to form the basis for
your business plan. One detailed business plan is provided as an example.
• Three comprehensive online instruction modules will further assist you as
you enter the world of small business. You’ll find the following support mod-
ules on our CourseMate site at http://www.nelson.com/knowlescastillo7e.
– E-Module 1—Exporting: Another Adventure Beckons Many of you have
expressed interest in the export market. And yes, exporting your product
or service is an adventure you might want to think about before you start
your business. In this module, we provide the start-up fundamentals and
encourage you to become export ready.
– E-Module 2—Fast-Start Plan If your business idea is simple or short
term, perhaps you don’t need a fully developed business plan. Consider
completing a fast-start plan early on to determine if your idea warrants you
going forth.
– E-Module 3—Business Plan Outline, Templates, and Examples If you
decide to “take the plunge” and write a detailed business plan—and we
strongly recommend that you do—you’ll need to follow an outline. In this
module, we provide a detailed outline of a business plan, including all the
questions you must address. If you follow this template and address all the
questions, you will be ready with a solid plan that will guide you through
your first year of operation. It also showcases Annie’s Business Proposal for
a specialty shop featuring fine chocolates and candy as a concessionaire
for Sea World Encounters.
KEY FEATURES
These features help you stay on track and focus on the task at hand. At the begin-
ning of each chapter, Learning Opportunities identify the learning outcomes of
the chapter. Margin definitions help you build your business vocabulary. Other
key features include the following:
ACTION STEPS
Our road to success in small business is marked by seventy-five Action Steps and
supporting E-Exercises. Taking these steps should significantly improve your
chances of reaching your business goals. If you view the world of business as a
maze—a series of challenges and obstacles—then you can also see the Action
Steps as a way designed to lead you through. Each Action Step is an exercise that
accompanies an explanation of a particular portion of the maze.
NEL
PREFACE • xvii
ENTREPRENEURIAL VIGNETTES
At the beginning of each chapter and throughout the text, we present you with
brief case studies full of strategies, real-world applications, and lessons that pro-
vide insight into entrepreneurial minds and ventures. We have modified the
stories for simplicity and clarity. Some vignettes are composites of several case
studies, and others are purely fictional.
E-EXERCISES AND ENTREPRENEURIAL LINKS
As we move through the book, we offer many current Web links. We also encourage
linking to the Web in our E-Exercises. Here, you can test your entrepreneurial
wisdom through personal assessment, trend analysis, number crunching, and
even business plan preparation. These boxes provide you with the most up-to-
date information on small business.
All of the links in the text are provided on the book’s CourseMate site at
http://www.nelson.com/knowlescastillo7e. As we all know, websites come and go.
As a result, we will update the sites on a regular basis.
CHECKLIST QUESTIONS AND ACTIONS TO DEVELOP

YOUR BUSINESS PLAN
At the end of each chapter is a series of questions to answer and actions to take.
These prompts will help you to apply chapter theory and put it into practice as
you begin to build your Business Plan.
OPENING WINDOWS
In each chapter, figures, tables, and online resources provide useful informa-
tion and concepts to illustrate the text. Examples include Internet databases
(throughout the book), tips for developing strategic alliances (Chapter 4), the
best places to set up your booth at a trade show (Chapter 6), and a strategy for
selecting your mentor (Chapter 12). All of these offer the new entrepreneur win-
dows onto the world of small business.
COMPREHENSIVE CASE STUDIES
At the end of each chapter we provide a comprehensive case study to help you put
into practice the key learning outcomes. Here, we help you understand and learn
from successful entrepreneurs, such as Tobias Lütke in Chapter 3 or Robert Murray
and Mike McCarron in Chapter 12. By researching the cases and answering the
case study questions, you will learn the keys to small business success.
NEW AND REVISED FEATURES OF THE

SEVENTH CANADIAN EDITION
New resources and websites have been identified throughout the chapters, and
many of the entrepreneurial vignettes have been updated or replaced with new
information and profiles, such as those on Matt Turner, founder of Mechanic
NEL
xviii • PREFACE
To You, and Doug Burgoyne, founder of FrogBox. We have also made several
design improvements with the goal of ensuring that Small Business is the most
exciting, current, comprehensive, and useful small business and entrepreneur-
ship textbook available.
To reflect the changes in our society, this Seventh Canadian Edition empha-
sizes the importance of having a global perspective and of being Internet savvy.
We have expanded our discussions on social media and social networking within
a broader global perspective and added to our coverage of the importance of
innovation. There are also new technology-related discussions of mobile apps
and e-commerce, and text focusing on the growing field of green business.
Chapters 2 and 3 highlight many new trends and opportunities for entrepre-
neurs, featuring hot topics such as social media trends and e-commerce. We also
explore the market potential created by aging baby boomers and how to manage
a multicultural workforce. You will find updated information on future trend
opportunities for entrepreneurs.
Chapter 4 covers the ultimate one-to-one marketing strategy of mobile
applications. Many entrepreneurs are jumping onto the mobile app development
bandwagon by developing their own business apps. In Chapter 6, the section
on social media tactics in online marketing has been expanded to provide you
with strategies to help promote and build your brand. Updated data on direct
sales are included. Chapter 8 has the most current information available on how
entrepreneurs can protect their Intellectual Property (IP).
Chapter 12 includes expanded coverage of best practices in human resources
and also recognizes the importance of leadership by highlighting the key quali-
ties of top leaders.
Chapter 14 recognizes the many entrepreneurs who decide to purchase a fran-
chise. We have expanded information on franchise shows and incorporated research
findings that provide updated insights and data on the world of franchising.
THIS BOOK IS FOR YOU: TO DREAMERS

AND BEGINNING ENTREPRENEURS
As you’re reading the book, keep your computer or pencil and paper close by so
that you can take notes or jot down ideas. Get used to brainstorming and mind-
mapping. The inspiration that you get from a highway billboard 400 kilometres
from home might be the seed from which your winning business grows. Our point
is that this is your book. Use the CourseMate site and the book in whatever way
suits your needs. Make notes in the margins; mark up the text with a highlighter.
Use the book as a handbook, a textbook, or both. This small business package is
designed for a wide range of creative, energetic people who want to own their
own business, and somewhere in that range of people is you.
We hope you open one of the three entrepreneurial doorways: starting your
own business, franchising, or buying a business. We encourage you to find suc-
cess along with the thousands of budding entrepreneurs who have followed the
Action Steps provided. Good luck!
ANCILLARIES
INSTRUCTOR ANCILLARIES
The Nelson Education Teaching Advantage (NETA) program delivers research-

based instructor resources that promote student engagement and higher-order
thinking to enable the success of Canadian students and educators.
NEL
PREFACE • xix
Instructors today face many challenges. Resources are limited, time is

scarce, and a new kind of student has emerged: one who is juggling school with
work, has gaps in basic knowledge, and is immersed in technology in a way that
has led to a completely new style of learning. In response, Nelson Education has
gathered a group of dedicated instructors to advise us on the creation of richer
and more flexible ancillaries that respond to the needs of today’s teaching
environments.
The members of our editorial advisory board have experience across a variety
of disciplines and are recognized for their commitment to teaching. They include
the following:
Norman Althouse, Haskayne School of Business, University of Calgary
Brenda Chant-Smith, Department of Psychology, Trent University
Scott Follows, Manning School of Business Administration, Acadia University
Jon Houseman, Department of Biology, University of Ottawa
Glen Loppnow, Department of Chemistry, University of Alberta
Tanya Noel, Department of Biology, York University
Gary Poole, Senior Scholar, Centre for Health Education Scholarship, and
Associate Director, School of Population and Public Health, University of
British Columbia
Dan Pratt, Department of Educational Studies, University of British Columbia
Mercedes Rowinsky-Geurts, Department of Languages and Literatures,
Wilfrid Laurier University
David DiBattista, Department of Psychology, Brock University
Roger Fisher, PhD
In consultation with the editorial advisory board, Nelson Education has com-
pletely rethought the structure, approaches, and formats of our key textbook
ancillaries and online learning platforms. We have also increased our investment
in editorial support for our ancillary and digital authors. The result is the Nelson
Education Teaching Advantage and its key components: NETA Engagement, NETA
Assessment, NETA Presentation, and NETA Digital. Each component includes one
or more ancillaries prepared according to our best practices and may also be
accompanied by documentation explaining the theory behind the practices.
NETA Engagement presents materials that help instructors deliver engaging
content and activities to their classes. Instead of instructor’s manuals that regur-
gitate chapter outlines and key terms from the text, NETA Enriched Instructor’s
Manuals provide genuine assistance to teachers. The Enriched Instructor’s
Manuals answer questions like these: What should students learn? Why should
students care? What are some common student misconceptions and stumbling blocks?
They not only identify the topics that cause students the most difficulty, but
also describe techniques and resources to help students master these concepts.
Dr. Roger Fisher’s Instructor’s Guide to Classroom Engagement (IGCE) accompa-
nies every Enriched Instructor’s Manual. (Information about the NETA Enriched
Instructor’s Manual prepared for Small Business: An Entrepreneur’s Plan is included
in the description of the Instructor’s Resource CD below.)
NETA Assessment relates to testing materials. Under NETA Assessment,
Nelson’s authors create multiple-choice questions that reflect research-based
best practices for constructing effective questions and testing not just recall
but also higher-order thinking. Our guidelines were developed by David
DiBattista, a 3M National Teaching Fellow whose recent research as a professor
of psychology at Brock University has focused on multiple-choice testing.
All Test Bank authors receive training at workshops conducted by Professor
DiBattista, as do the copyeditors assigned to each Test Bank. A copy of Multiple
Choice Tests: Getting Beyond Remembering, Professor DiBattista’s guide to writing
NEL
xx • PREFACE
effective tests, is included with every Nelson Test Bank/Computerized Test

Bank package. (Information about the NETA Test Bank prepared for Small
Business: An Entrepreneur’s Plan is included in the description of the Instructor’s
Resource CD below.)
NETA Digital is a framework based on Arthur Chickering and Zelda Gamson’s
seminal work “Seven Principles of Good Practice in Undergraduate Education”
(AAHE Bulletin, 1987) and the follow-up work by Chickering and Stephen
C. Ehrmann, “Implementing the Seven Principles: Technology as Lever”(AAHE
Bulletin, 1996). This aspect of the NETA program guides the writing and devel-
opment of our digital products to ensure that they appropriately reflect the core
goals of contact, collaboration, multimodal learning, time on task, prompt feed-
back, active learning, and high expectations. The resulting focus on pedagogical
utility, rather than technological wizardry, ensures that all of our technology
supports better outcomes for students.
INSTRUCTOR’S RESOURCE CD (IRCD)
Key instructor ancillaries are provided on the Instructor’s Resource CD (ISBN-

13: 978-0-17-655890-1; ISBN-10: 0-17-655890-X), giving instructors the
ultimate tool for customizing lectures and presentations. (Downloadable Web
versions are also available at www.nelson.com/knowlescastillo7e.) The IRCD
includes the following:
• NETA Engagement. The Enriched Instructor’s Manual was written by
author Chris Castillo, of Algonquin College. It is organized according to
the textbook chapters and addresses eight key educational concerns, such
as typical stumbling blocks students face and how to address them. This
manual contains sample lesson plans, learning objectives, lecture outlines,
suggested classroom activities and guest speakers, suggested solutions for
Internet exercises and end-of-chapter case studies, and a resource integra-
tion guide to provide the support you need to engage your students within
the classroom.
• NETA Assessment. The Test Bank was written by Cheryl Dowell of Algonquin
College. It includes more than 440 multiple-choice questions written
according to NETA guidelines for effective construction and development
of higher-order questions. Also included are 524 true/false, 121 completion,
and 103 short answer questions in the Test Bank. Test Bank files are provided
in Word format for easy editing and in PDF format for convenient printing
whatever your system.
The Computerized Test Bank by ExamView® includes all the questions
from the Test Bank. The easy-to-use ExamView software is compatible with
Microsoft Windows and Mac OS. It allows you to create tests by selecting
questions from the question bank, modifying these questions as desired, and
adding new questions you write yourself. You can administer quizzes online
and export tests to WebCT, Blackboard, and other formats.
• NETA Presentation. Key concepts from Small Business: An Entrepreneur’s Plan
are presented in Microsoft®PowerPoint® format, with generous use of figures
and short tables from the text. The PowerPoint® presentation was created by
author Chris Castillo, of Algonquin College. NETA principles of clear design
and engaging content have been incorporated throughout.
• Image Library. This resource consists of digital copies of figures, short
tables, and photographs used in the book. Instructors may use these jpegs to
create their own PowerPoint presentations.
NEL
PREFACE • xxi
• DayOne. Day One—Prof In Class is a PowerPoint presentation that you can

customize to orient your students to the class and their text at the beginning
of the course.
VIDEOS (ISBN-13: 978-0-17-655891-8; ISBN-10: -0-17-655891-8)
Available in DVD format, these all-new and exciting CBC videos from the highly
acclaimed CBC television show Dragons’ Den explore many of the issues relevant
to small businesses in Canada and bring the real world of the entrepreneur into
the classroom. These video segments were selected by author Chris Castillo to
stimulate a lively discussion. He has chosen relevant videos based on the entre-
preneur’s presentation skills, ability to persuade potential investors, and the
viability of the business ideas.
The videos are also supported by a video guide, which includes a synopsis of
each video, teaching notes, and case study questions with solutions.
SMALL BUSINESS COURSEMATE
Small Business: An Entrepreneur’s Plan includes Small Business CourseMate, a

complement to your textbook. Small Business CourseMate includes:
Engagement Tracker
How do you assess students’ engagement in your course? How do you know your
students have read the material or viewed the resources assigned?
Good practice encourages frequent contacts between students and faculty:
With CourseMate, you can use the included Engagement Tracker to assess stu-
dent preparation and engagement.
Use the tracking tools to see progress for the class as a whole or for individual
students. Identify students at risk early in the course. Uncover which concepts are
most difficult for your class. Monitor time on task. Keep your students engaged.
Interactive Teaching and Learning Tools
CourseMate includes interactive teaching and learning tools, including

• quizzes,
• flashcards,
• videos.
The variety of tools in CourseMate reflects respect for diverse ways of learning
and gives students ample opportunity to actively engage with course concepts.
Students receive prompt feedback, which helps them to focus their learning
efforts on concepts they have yet to master. Time plus energy equals learning, and
CourseMate offers an engaging way for students to increase their time on task.
Interactive e-Book
In addition to interactive teaching and learning tools, CourseMate includes an

interactive e-book. Students can take notes, highlight, search, and interact with
embedded media specific to their book. Use this resource as a supplement to the
printed text, or as a substitute—with CourseMate, your students can choose.
NEL
xxii • PREFACE
LIVEPLAN PRO (ISBN-13: 978-0-17-667981-1;

ISBN-10: 0-17-667981-2)
LivePlan helps entrepreneurs build dynamic business plans and pitches

that evolve with their businesses, then syncs their accounting data to their
forecast, providing insight into just how well their business is doing. LivePlan
turns a business plan into an actionable business management tool that helps
entrepreneurs grow their businesses faster and answers the question, “How’s my
business doing?”
• Easy, error-free financials guaranteed. LivePlan makes it easy to put together
your financial projections. Write your whole plan without ever having to look
at a spreadsheet.
• Real business plans to inspire you . LivePlan includes an extensive library of
over 500 real sample business plans.
• Illustrate your financials with automatic charts. LivePlan’s automatic charts
will make your plan look great and save you a ton of time.
• Expert guidance at every step. LivePlan is packed with easy-to-follow instruc-
tions, helpful advice, additional readings, and video from renowned business
planning expert Tim Berry.
SMALL BUSINESS ON THE WEB
http://www.nelson.com/knowlescastillo7e
This Seventh Canadian Edition is supported by our comprehensive support website

to help you as you begin your entrepreneurial trek. Here, you’ll find self-study ques-
tions, E-Exercises, key terms with definitions, PowerPoint® slides, Internet links, and
more. Downloadable versions of the Instructor’s Manual, PowerPoint® presentation,
and Instructor’s Video Guide for the small business videos can be accessed from the
password-protected instructor’s page of the companion website.
Cengage Learning’s Small Business CourseMate brings course concepts to
life with interactive learning, study, and exam preparation tools that support the
printed textbook.
ANCILLARIES FOR STUDENTS

SMALL BUSINESS COURSEMATE
Small Business CourseMate includes

• an interactive e-book, which allows you to take notes, highlight, bookmark,
search the text, and use in-context glossary definitions,
• interactive teaching and learning tools, including
– quizzes,
– flashcards,
– videos, and
– e-modules.
NEL
Another random document with
no related content on Scribd:
between them, Elphinstone rose to depart, but before he went, he
touched Swift on the shoulder with his sword, and dropped a hint
that he would expect to receive satisfaction next morning on the
Links. Next day, accordingly, the two gentlemen met at eleven in the
forenoon in that comparatively public place (as it now appears), and
fought a single combat with swords, which ended in Swift receiving a
mortal wound in the breast.
Elphinstone was indicted for this act before the High Court of
Justiciary; but the case was never brought forward, and the young
man died without molestation at Leith three years after.
The merit of the invention of that noble 1730.

instrument, the Reflecting Telescope, is
allowed to rest with David Gregory, a native of Scotland, although
that of first completing one (in 1671) is due to the illustrious Newton.
It was thought very desirable by Sir Isaac to substitute glass for
metallic reflectors; but fifty years elapsed without the idea being
realised, when at length, about this date, a very young Edinburgh
artist, named James Short, ‘executed no fewer than six reflecting
telescopes with glass specula, three of which were fifteen inches, and
three nine inches in focal length,’ to which Professor Maclaurin gave
his approbation, though ultimately their light was found fainter than
was deemed necessary.
Two years afterwards, when Short had only attained the age of
twenty-two, he began to enter into competition with the English
makers of reflecting telescopes, but without attempting to make
specula of glass. ‘To such perfection did he carry the art of grinding
and polishing metallic specula, and of giving them the true parabolic
figure, that, with a telescope of fifteen inches in focal length, he and
Mr Bayne, Professor of Law in the University of Edinburgh, read the
Philosophical Transactions at the distance of five hundred feet, and
several times, particularly on the 24th of November and the 7th of
December 1734, they saw the five satellites of Saturn together, an
achievement beyond the reach of Hadley’s six-feet telescope.’
This ingenious man, attaining some celebrity for the making of
reflecting telescopes, was induced, in 1742, to settle in London,
where for a number of years he continued to use his remarkable
talents in this way, occasionally furnishing 1730.
instruments at high prices to royal
personages throughout Europe.[704]
One William Muir, brother of two men Oct. 26.

who had recently been hanged at Ayr for
theft, was this day tried before a jury, for housebreaking, by the Lord
Provost of Edinburgh, acting as ‘High Sheriff within burgh.’ The man
was condemned to death, and the sentence was duly executed on the
ensuing 2d of December, he dying penitent.[705]
It seems strange to us, but about this time the condemnation of
criminals to capital punishment by sheriffs of counties, and by the
chief-magistrate of Edinburgh, was by no means infrequent, being
entirely in accordance with the statutory arrangements of the
country. Nay more, great territorial lords, especially in the
Highlands, still acted upon their ancient privileges of pit and gallows.
It is related that the Duke of Athole one day received at Blair an
application from his baron-bailie for pardon to a man whom he had
condemned to be hanged for theft, but who was a person of such
merits otherwise that it seemed a pity to put justice in force against
him. The Lord President Forbes, who had stopped to dine with his
Grace in the course of a journey to Edinburgh, expressed his surprise
that the power of pardoning a condemned criminal should be
attributed to any person but the king. ‘Since I have the power of
punishing,’ said the duke, ‘it is but right that I should have the power
of pardoning.’ Then, calling a servant, he quietly added: ‘Send an
express to Logierait, and order Donald Stewart, presently under
sentence, to be set at liberty.’[706]
We are now arrived at a time which seems to mark very decidedly

a transition in Scotland from poverty to growing wealth, from the
puritanic manners of the seventeenth century to the semi-licence and
ease of the eighteenth, from narrow to liberal education, and
consequently from restricted to expanded views. It may, therefore, be
proper here to introduce a few general observations.
Although, only a few years back, we find Wodrow speaking of the
general poverty, it is remarkable that, after this time, complaints on
that point are not heard in almost any quarter. The influx of
commercial prosperity at Glasgow had now 1730.
fairly set in, and the linen manufacture and
other branches of industry begin to be a good deal spoken of.
Agricultural improvements and the decoration of the country by
wood had now been commenced. There was great chafing under the
taxation introduced after the Union, and smuggling was popular, and
the revenue-officers were detested; yet the people had become able
to endure the deductions made from their income. Thus did matters
go on during the time between 1725 and 1745, making a slow but
sensible advance—nothing like what took place after the question of
the dynasty had been settled at Culloden, but yet such as to very
considerably affect the condition of the people. Much of this was
owing to the pacific policy of Sir Robert Walpole, to whom, with all
his faults, the British people certainly owe more than to any minister
before Sir Robert Peel.
If we wish to realise the manners before this period, we must think
of the Scotch as a people living in a part of Britain remote from the
centre—peninsulated and off at a side—enjoying little intercourse
with strangers; but, above all, as a people on whom the theology of
the Puritans, with all their peculiar views regarding the forms of
religion and the arrangements of a church, had taken a powerful
hold. Down to 1730, all respectable persons in Scotland, with but the
slightest exceptions, maintained a strictly evangelical creed, went
regularly to church, and kept up daily family-worship. Nay, it had
become a custom that every house should contain a small closet built
on purpose, to which the head of the family could retire at stated
times for his personal or private devotions, which were usually of a
protracted kind, and often accompanied by great motions and
groanings, expressive of an intense sense of human worthlessness
without the divine favour. On Sunday, the whole family, having first
gathered for prayers in the parlour, proceeded at ten to church. At
half-past twelve, they came home for a light dinner of cold viands
(none being cooked on this sacred day), to return at two for an
afternoon service of about two hours. The remainder of the day was
devoted to private devotions, catechising of children, and the reading
of pious books, excepting a space of time set aside for supper, which
in many families was a comfortable meal, and an occasion, the only
one during the day, when a little cheerful conversation was indulged
in. Invariably, the day was closed with a repetition of family prayers.
It was customary for serious people to draw up a written paper, in
which they formally devoted themselves to 1730.
the service of God—a sort of personal
covenant with their Maker—and to renew this each year at the time
of the celebration of the communion by a fresh signature with the
date. The subscriber expressed his entire satisfaction with the
scheme of Christian salvation, avowed his willingness to take the
Lord to be his all-sufficient portion, and to be resigned to his will and
providence in all things. He also expressed his resolution to be
mortified to the world, and to engage heartily and steadfastly
persevere in the performance of all religious duties. An earnest
prayer for the divine help usually closed this document.
As all were trained to look up to the Deity with awe and terror, so,
with the same feelings, were children accustomed to look up to their
parents, and servants to their masters. Amongst the upper classes,
the head of the family was for the most part an awful personage, who
sat in a special chair by the fireside, and at the head of the table, with
his hat on, often served at meals with special dishes, which no one
else, not even guests, partook of. In all the arrangements of the
house, his convenience and tastes were primarily studied. His
children approached him with fear, and never spoke with any
freedom before him. At meals, the lady of the house helped every one
as she herself might choose. The dishes were at once ill-cooked and
ill-served. It was thought unmeet for man that he should be nice
about food. Nicety and love of rich feeding were understood to be
hateful peculiarities of the English, and unworthy of the people who
had been so much more favoured by God in a knowledge of matters
of higher concern.
There was, nevertheless, a great amount of hospitality. And here it
is to be observed, that the poverty of those old times had less effect
on the entertainments of the higher classes than might have been
expected. What helped the gentlefolks in this respect, was the custom
of receiving considerable payments from their tenants in kind. This
enabled them to indulge in a rude abundance at home, while their
means of living in a town-house, or in an inn while travelling, was
probably very limited. We must further remember the abundance of
game in Scotland, how every moor teemed with grouse and black-
cock, and every lake and river with fish. These furnished large
supplies for the table of the laird, both in Lowlands and Highlands;
and I feel convinced that the miserable picture drawn by a modern
historian of the way of living among the northern chiefs is untrue to a
large extent, mainly by his failure to take 1730.
such resources into account.
A lady, born in 1714, who has left a valuable set of reminiscences of
her early days, lays great stress on the home-staying life of the
Scottish gentry. She says that this result of their narrow
circumstances kept their minds in a contracted state, and caused
them to regard all manners and habits different from their own with
prejudice. The adult had few intelligent books to read; neither did
journals then exist to give them a knowledge of public affairs. The
children, kept at a distance by their parents, lived much amongst
themselves or with underlings, and grew up with little of either
knowledge or refinement. Restrained within a narrow social circle,
they often contracted improper marriages. It was not thought
necessary in those days that young ladies should acquire a sound
knowledge of even their own language, much less of French, German,
or Italian; nor were many of them taught music or any other refined
accomplishment. ‘The chief thing required was to hear them psalms
and long catechisms, in which they were employed an hour or more
every day, and almost the whole day on Sunday. They were allowed
to run about and amuse themselves in the way they choosed, even to
the age of woman, at which time they were generally sent to
Edinburgh for a winter or two, to learn to dress themselves, and to
dance, and see a little of the world. The world was only to be seen at
church, at marriages, burials, and baptisms.... When in the country,
their employment was in coloured work, beds, tapestry, and other
pieces of furniture; imitations of fruits and flowers, with very little
taste. If they read any, it was either books of devotion or long
romances, and sometimes both.’
Previous to this time, the universal dress of the middle classes was
of plain country cloth, much of it what was called hodden gray—that
is, cloth spun at home from the undyed wool. Gentlemen of figure
wore English or foreign cloth, and their clothes were costly in
comparison with other articles. We find, for instance, a gentleman at
his marriage, in 1711, paying £340 Scots for two suits, a night-gown,
and a suit to his servant. Linen being everywhere made at home—the
spinning executed by the servants during the long winter evenings,
and the weaving by the village webster—there was a general
abundance of napery and of under-clothing. Holland, being about six
shillings an ell, was worn only by men of refinement. ‘I remember,’
says the lady aforesaid, ‘in the ‘30 or ‘31, of a ball where it was agreed
that the company should be dressed in 1730.
nothing but what was manufactured in the
country. My sisters were as well dressed as any, and their gowns
were striped linen at 2s. 6d. per yard. Their heads and ruffles were of
Paisley muslins, at 4s. 6d., with fourpenny edging from Hamilton; all
of them the finest that could be had.... At the time I mention, hoops
were constantly worn four and a half yards wide, which required
much silk to cover them; and gold and silver were much used for
trimming, never less than three rows round the petticoat; so that,
though the silk was slight, the price was increased by the trimming.
Then the heads were all dressed in laces from Flanders; no blondes
or course-edging used: the price of these was high, but two suits
would serve for life; they were not renewed but at marriage, or some
great event. Who could not afford these wore fringes of thread.’ In
those days, the ladies went to church, and appeared on other public
occasions, in full dress. A row of them so rigged out, taking a place in
the procession at the opening of the General Assembly, used to be
spoken of by old people as a fine show. When a lady appeared in
undress on the streets of Edinburgh, she generally wore a mask,
which, however, seems to have been regarded as simply an
equivalent for the veil of modern times.
One marked peculiarity of old times, was the union of fine parade
and elegant dressing with vulgarity of thought, speech, and act. The
seemliness and delicacy observed now-a-days regarding both
marriages and births were unknown long ago. We have seen how a
bridal in high life was conducted in the reign of Queen Anne.[707] Let
us now observe the ceremonials connected with a birth at the same
period. ‘On the fourth week after the lady’s delivery, she is set on her
bed on a low footstool; the bed covered with some neat piece of
sewed work or white sattin, with three pillows at her back covered
with the same; she in full dress with a lappet head-dress and a fan in
her hand. Having informed her acquaintance what day she is to see
company, they all come and pay their respects to her, standing, or
walking a little through the room (for there’s no chairs). They drink a
glass of wine and eat a bit of cake, and then give place to others.
Towards the end of the week, all the friends are asked to what was
called the Cummers’ Feast.[708] This was a supper where every
gentleman brought a pint of wine to be drunk by him and his wife.
The supper was a ham at the head, and a 1730.
pyramid of fowl at the bottom. This dish
consisted of four or five ducks at bottom, hens above, and partridges
at top. There was an eating posset in the middle of the table, with
dried fruits and sweetmeats at the sides. When they had finished
their supper, the meat was removed, and in a moment everybody
flies to the sweetmeats to pocket them. Upon which a scramble
ensued; chairs overturned, and everything on the table; wrestling
and pulling at one another with the utmost noise. When all was
quiet, they went to the stoups (for there were no bottles), of which
the women had a good share; for though it was a disgrace to be seen
drunk, yet it was none to be a little intoxicat in good company.’
Any one who has observed the conduct of stiff people, when on
special occasions they break out from their reserve, will have no
difficulty in reconciling such childish frolics with the general
sombreness of old Scottish life.
It is to be observed that, while puritanic rigour was characteristic
of the great bulk of society, there had been from the Restoration a
minority of a more indulgent complexion. These were generally
persons of rank, and adherents of Episcopacy and the House of
Stuart. Such tendency as there was in the country to music, to
theatricals, to elegant literature, resided with this party almost
exclusively. After the long dark interval which ensued upon the death
of Drummond, Sir George Mackenzie, the ‘persecutor,’ was the first
to attempt the cultivation of the belles-lettres in Scotland. Dr Pitcairn
was the centre of a small circle of wits who, a little later, devoted
themselves to the Muses, but who composed exclusively in Latin.
When Addison, Steele, Pope, and Swift were conferring Augustine
glories on the reign of Anne in England, there was scarcely a single
writer of polite English in Scotland; but under George I., we find
Ramsay tuning his rustic reed, and making himself known even in
the south, notwithstanding the peculiarity of his language. These
men were all of them unsympathetic with the old church Calvinism
of their native country—as, indeed, have been nearly all the eminent
cultivators of letters in Scotland down to the present time. We learn
that copies of the Tatler and Spectator found their way into
Scotland; and we hear not only of gentlemen, but of clergymen
reading them. Allan Ramsay lent out the plays of Congreve and
Farquhar at his shop in Edinburgh. Periodical amateur concerts were
commenced, as we have seen, as early as 1717. The Easy Club—to
which Ramsay belonged—and other social 1730.
fraternities of the same kind, were at the
same time enjoying their occasional convivialities in Edinburgh. A
small miscellany of verse, published in Edinburgh in 1720, makes us
aware that there were then residing there several young aspirants to
the laurel, including two who have since obtained places in the roll of
the British poets—namely, Thomson and Mallet—and also Mr Henry
Home of Kames, and Mr Joseph Mitchell: moreover, we gather from
this little volume, that there was in Edinburgh a ‘Fair Intellectual
Club,’ an association, we must presume, of young ladies who were
disposed to cultivate a taste for the belles-lettres. About this time, the
tea-table began to be a point of reunion for the upper classes. At four
in the afternoon, the gentlemen and ladies would assemble round a
multitude of small china cups, each recognisable by the number of
the little silver spoon connected with it, and from these the lady of
the house would dispense an almost endless series of libations, while
lively chat and gossip went briskly on, but it is to be feared, in most
circles, little conversation of what would now be called an intellectual
cast. On these occasions, the singing of a Scottish song to an
accompaniment on the spinet was considered a graceful
accomplishment; and certainly no superior treat was to be had.
Lady playing on Spinet, with Violoncello Accompaniment.—From
a volume entitled Music for Tea-table Miscellany, published by
Allan Ramsay.
Two things at this period told powerfully in introducing new ideas

and politer manners: first, the constant going and coming of sixty-
one men of importance between their own 1730.
country and London in attendance on
parliament; and second, the introduction of a number of English
people as residents or visitors into the country, in connection with
the army, the excise and customs, and the management of the
forfeited estates. This intercourse irresistibly led to greater
cleanliness, to a demand for better house accommodation, and to at
once greater ease and greater propriety of manners. The minority of
the tasteful and the gay being so far reinforced, assemblies for
dancing, and even in a modest way theatricals, were no longer to be
repressed. The change thus effected was by and by confirmed, in
consequence of young men of family getting into the custom of
travelling for a year or two on the continent before settling at their
professions or in the management of their affairs at home. This led,
too, to a somewhat incongruous ingrafting of French politeness on
the homely manners and speech of the general flock of ladies and
gentlemen. Reverting to the matter of house accommodation, it may
be remarked that a floor of three or four rooms and a kitchen was
then considered a mansion for a gentleman or superior merchant in
Edinburgh. We ought not to be too much startled at the idea of a lady
receiving gentlemen along with ladies in her bedroom, when we
reflect that there were then few rooms which had not beds in them,
either openly or behind a screen. It is a significant fact that, in 1745,
there was in Inverness only one house which contained a room
without a bed—namely, that in which Prince Charles took up his
lodgings.
As a consequence of the narrowness of house accommodation in
those days, taverns were much more used than they are now. A
physician or advocate in high practice was to be consulted at his
tavern, and the habits of each important practitioner in this regard
were studied, and became widely known. Gentlemen met in tavern
clubs each evening for conversation, without much expense, a
shilling’s reckoning being thought high—more generally, it was the
half of that sum. ‘In some of these clubs they played at backgammon
or catch-honours for a penny the game.’ At the consultations of
lawyers, the liquor was sherry, brought in mutchkin stoups, and paid
for by the employer. ‘It was incredible the quantity that was drunk
sometimes on those occasions.’ Politicians met in taverns to discuss
the affairs of state. One situated in the High Street, kept by Patrick
Steil, was the resort of a number of the patriots who urged on the Act
of Security and resisted the Union; and the phrase, Pate Steil’s
Parliament, occasionally appears in the 1730.
correspondence of the time. It was in the
same place, as we have seen, that the weekly concert was
commenced. In the freer days which ensued upon this time, it was
not thought derogatory to ladies of good rank that they should
occasionally join oyster-parties in these places of resort.
Miss Mure, in her invaluable memoir, remarks on the change
which took place in her youth in the religious sentiments of the
people. A dread of the Deity, and a fear of hell and of the power of
the devil, she cites as the predominant feelings of religious people in
the age succeeding the Revolution. It was thought a mark of atheistic
tendencies to doubt witchcraft, or the reality of apparitions, or the
occasional vaticinative character of dreams. When the generation of
the Revolution was beginning to pass away, the deep convictions as
well as the polemical spirit, of the seventeenth century gave place to
an easier and a gentler faith. There was no such thing as scepticism,
except in the greatest obscurity; but a number of favourite preachers
began to place Christianity in an amiable light before their
congregations. ‘We were bid,’ says Miss Mure, ‘to draw our
knowledge of God from his works, the chief of which is the soul of a
good man; then judge if we have cause to fear.... Whoever would
please God must resemble him in goodness and benevolence.... The
Christian religion was taught as the purest rule of morals; the belief
of a particular providence and of a future state as a support in every
situation. The distresses of individuals were necessary for exercising
the good affections of others, and the state of suffering the post of
honour.’ At the same time, dread of parents also melted away. ‘The
fathers would use their sons with such freedom, that they should be
their first friend; and the mothers would allow of no intimacies but
with themselves. For their girls the utmost care was taken that fear of
no kind should enslave the mind; nurses were turned off who would
tell the young of ghosts and witches. The old ministers were ridiculed
who preached up hell and damnation; the mind was to be influenced
by gentle and generous motives alone.’
A country gentleman, writing in 1729, remarks the increase in the
expense of housekeeping which he had seen going on during the past
twenty years. While deeming it indisputable that Edinburgh was now
less populous than before the Union, ‘yet I am informed,’ says he,
‘there is a greater consumption since, than before the Union, of all
provisions, especially fleshes and wheatbread. The butcher owns he
now kills three of every species of cattle for 1730.
every one he killed before the Union.’
Where formerly he had been accustomed to see ‘two or three
substantial dishes of beef, mutton, and fowl, garnished with their
own wholesome gravy,’ he now saw ‘several services of little
expensive ashets, with English pickles, yea Indian mangoes, and
catch-up or anchovy sauces.’ Where there used to be the quart stoup
of ale from the barrel, there was now bottled ale for a first service,
and claret to help out the second, or else ‘a snaker of rack or brandy
punch.’ Tea in the morning and tea in the evening had now become
established. There were more livery-servants, and better dressed,
and more horses, than formerly. French and Italian silks for the
ladies, and English broadcloth for the gentlemen, were more and
more supplanting the plain home-stuffs of former days.[709] This
writer was full of fears as to the warrantableness of this superior style
of living, but his report of the fact is not the less valuable.
It will be remembered that the Bank of 1731. July.

Scotland, soon after its institution in 1696,
settled branches at Glasgow, Aberdeen, Montrose, and Dundee, all of
which proving unsuccessful, were speedily withdrawn. Since then, no
new similar movement had been made; neither had a native bank
arisen in any of those towns. But now, when the country seemed to
be making some decided advances in industry and wealth, the Bank
resolved upon a new attempt, and set up branches in Glasgow,
Aberdeen, Dundee, and Berwick. It was found, however, that the
effort was yet premature, and, after two years’ trial, these branches
were all recalled.[710]
It is to be observed that Glasgow, though yet unable to support a
branch of a public bank, was not inexperienced in banking
accommodation. The business was carried on here, as it had long ago
been in Edinburgh, by private traders, and in intimate connection
with other business. An advertisement published in the newspapers
in July 1730 by James Blair, merchant, at the head of the Saltmarket
in Glasgow, makes us aware that at his shop there, ‘all persons who
have occasion to buy or sell bills of exchange, or want money to
borrow, or have money to lend on interest, or have any sort of goods
to sell, or want to buy any kind of goods, or who want to buy sugar-
house notes or other good bills, or desire to have such notes or bills
discounted, or who want to have policies 1731.
signed, or incline to underwrite policies in
ships or goods, may deliver their commands.’[711]
The latter part of the year 1730 and Oct.

earlier part of 1731 were made memorable
in England by the ‘Malicious Society of Undertakers.’ An inoffensive
farmer or a merchant would receive a letter threatening the
conflagration of his house unless he should deposit six or eight
guineas under his door before some assigned time. The system is
said to have begun at Bristol, where the house of a Mr Packer was
actually set fire to and consumed. When a panic had spread, many
ruined gamblers and others adopted the practice, in recklessness, or
with a view to gain; but the chief practitioners appear to have been
ruffians of the lower classes, as the letters were generally very ill-
spelt and ill-written.
In the autumn of 1731, the system spread to Scotland, beginning in
Lanarkshire. According to Mr Wodrow, the parishes of Lesmahago
and Strathaven were thrown into great alarm by a number of
anonymous letters being dropped at night, or thrown into houses,
threatening fire-raising unless contributions were made in money.
Mr Aiton of Walseley, a justice of peace, was ordered to bring fifty
guineas to the Cross-boat at Lanark; otherwise his house would be
burnt. He went to the place, but found no one waiting. At the same
time, there were rumours of strangers being seen on the moors. So
great was the consternation, that parties of soldiers were brought to
the district, but without discovering any person that seemed liable to
suspicion.[712]
James Erskine of Grange, brother of the 1732. Jan. 22.

attainted Earl of Mar, and who had been a
judge of the Court of Session since 1707, was fitted with a wife of
irregular habits and violent temper, the daughter of the murderer
Chiesley of Dalry.[713] After agreeing, in 1730, to live upon a separate
maintenance, she continued to persecute her husband in a personal
and indecent manner, and further vented some threats as to her
power of exposing him to the ministry for dangerous sentiments. The
woman was scarcely mad enough to justify restraint, and, though it
had been otherwise, there were in those days no asylums to which
she could have been consigned. In these circumstances, the husband
felt himself at liberty in conscience—pious man as he notedly was—to
have his wife spirited away by night from her lodgings in Edinburgh,
hurried by night-journeys to Loch Hourn on 1732.
the West Highland coast, and thence
transported to the lonely island of Heskir, and put under the care of a
peasant-farmer, subject to Sir Alexander Macdonald of Sleat. After
two years, she was taken to the still more remote island of St Kilda,
and there kept amongst a poor and illiterate people, though not
without the comforts of life, for seven years more. It was not till 1740
that any friends of hers knew where she was. A prosecution of the
husband being then threatened, the lady was taken to a place more
agreeable to her, where she soon after died.
Lord Grange was one of those singular men who contrive to
cherish and act out the most intense religious convictions, to appear
as zealous leaders in church judicatories, and stand as shining lights
before the world, while yet tainted with the most atrocious secret
vices. Being animated with an extreme hatred of Sir Robert Walpole,
he was tempted, in 1734, to give up his seat on the bench, in order
that he might be able to go into parliament and assist in hunting
down the minister. Returned for Clackmannanshire, he did make his
appearance in the House of Commons, fully believing that he should
ere long be secretary of state for Scotland under a new ministry. It
unluckily happened that one of the first opportunities he obtained
for making a display of oratory was on the bill that was introduced
for doing away with the statutes against witchcraft.[714] Erskine was
too faithful a Presbyterian of the old type to abandon a code of beliefs
that seemed fully supported by Scripture. He rose, and delivered
himself of a pious speech on the reality of necromantic arts, and the
necessity of maintaining the defences against them. Sir Robert is said
to have felt convinced from that moment, that he had not much to
fear from the new member for Clackmannanshire.
Disappointed, impoverished, out of reverence with old friends,
perhaps somewhat galled in conscience, Erskine ere long retired in a
great measure from the world. For some years before his death in
1754, he is said to have lived principally in a coffee-house in the
Haymarket, as all but the husband of its mistress; certainly a most
lame and impotent conclusion for one who had made such a figure in
political life, and passed as such a ‘professor,’ in his native country.
On a stormy night in this month, Colonel Feb.

Francis Charteris 1732.
died at his seat of
Stonyhill, near Musselburgh. The pencil of Hogarth, which
represents him as the old profligate gentleman in the first print of
the Harlot’s Progress, has given historical importance to this
extraordinary man. Descended from an old family of very moderate
fortune in Dumfriesshire—Charteris of Amisfield—he acquired an
enormous fortune by gambling and usury, and thus was enabled to
indulge in his favourite vices on a scale which might be called
magnificent. A single worthy trait has never yet been adduced to
redeem the character of Charteris, though it is highly probable that,
in some particulars, that character has been exaggerated by popular
rumour.[715]
A contemporary assures us, that the fortune of Charteris amounted
to the then enormous sum of fourteen thousand a year; of which ten
thousand was left to his grandson, Francis, second son of the Earl of
Wemyss.
‘Upon his death-bed,’ says the same writer, ‘he was exceedingly
anxious to know if there were any such thing as hell; and said, were
he assured there was no such place (being easy as to heaven), he
would give thirty thousand.... Mr Cumming the minister attended
him on his death-bed. He asked his daughter, who is exceedingly
narrow, what he should give him. She replied that it was unusual to
give anything on such occasions. “Well, then,” says Charteris, “let us
have another flourish from him!” so calling his prayers. There
accidentally happened, the night he died, a prodigious hurricane,
which the vulgar ascribed to his death.’[716]
A transaction, well understood in Mar. 12.

Scotland, but unknown and probably
incomprehensible in England—‘an inharmonious settlement’—took
place in the parish of St Cuthbert’s, close to Edinburgh. A Mr
Wotherspoon having been presented by the crown to this charge, to
the utter disgust of the parishioners, the Commission of the General
Assembly sent one of their number, a Mr Dawson, to effect the
‘edictal service.’ The magistrates, knowing the temper of the
parishioners, brought the City Guard to protect the ceremony as it
proceeded in the church; so the people could do nothing there. Their
rage, however, being irrepressible, they came out, tore down the
edict from the kirk-door, and seemed as if 1732.
they would tear down the kirk itself. The
City Guard fired upon them, and wounded one woman.[717]
June 24.
Owing to the difficulty of travelling, few of the remarkable
foreigners who came to England found their way to Scotland; but
now and then an extraordinary person appeared. At this date, there
came to Edinburgh, and put up ‘at the house of Yaxley Davidson, at
the Cowgate Port,’ Joseph Jamati, Baculator or Governor of
Damascus. He appeared to be sixty, was of reddish-black
complexion, grave and well-looking, wearing a red cloth mantle
trimmed with silver lace, and a red turban set round with white
muslin; had a gray beard about half a foot long; and was described as
‘generally a Christian.’ Assistance under some severe taxation of the
Turkish pacha was what he held forth as the object of his visit to
Europe. He came to Edinburgh, with recommendations from the
Duke of Newcastle and other persons of distinction, and proposed to
make a round of the principal towns, and visit the Duke of Athole
and other great people. He was accompanied by an interpreter and
another servant. It appears that this personage had a public
reception from the magistrates, who bestowed on him a purse of
gold. In consequence of receiving a similar contribution from the
Convention of Burghs, he ultimately resolved to return without
making his proposed tour.
Four years later, Edinburgh received visits, in succession, from two
other Eastern hierarchs, one of them designated as archbishop of
Nicosia in Cyprus, of the Armenian Church, the other being Scheik
Schedit, from Berytus, near Mount Lebanon, of the Greek Church,
both bringing recommendatory letters from high personages, and
both aiming at a gathering of money for the relief of their
countrymen suffering under the Turks. Scheik Schedit had an
interpreter named Michel Laws, and two servants, and the whole
party went formally in a coach ‘to hear sermon in the High
Church.’[718]
The Scottish newspapers intimate that on July 11.

this day, between two and three afternoon,
there was felt at Glasgow ‘a shock of an earthquake, which lasted
about a second.’
July 28.
The six Highland companies were reviewed at Ruthven, in
Badenoch, by General Wade, and were 1732.
praised for their good state of discipline.
‘We of this country,’ says the reporter of the affair, ‘and, indeed, all
the Highland and northern parts of the kingdom, have substantial
reason to be well satisfied with them, since for a long time there has
not been the least ground to complain of disorders of any kind;
which we attribute to the vigilance of their officers, and a right
distribution and position of the several companies.’[719]
Robert Trotter, schoolmaster of Dumfries, published a

Compendium of Latin Grammar, ‘the conceitedness, envy, and
errors’ of which were next year exposed in a brochure of
Animadversions by John Love, the schoolmaster of Dumbarton. Not
long after Love had thus disposed of Mr Trotter, he was himself put
on the defensive before the kirk-session of his parish, on a charge of
brewing on a Sunday. Probably the verb was only applicable in a
neuter form—that is, nature, by continuing her fermenting process
on the Sabbath, was the only delinquent—for the minister, ‘after a
juridical trial, was obliged to make a public apology for having
maliciously accused calumniated innocence.’[720] Love, who was the
preceptor of Tobias Smollett, afterwards distinguished himself by a
controversy with the notorious Lauder, who, by forgery, tried to
derogate from the fame of Milton.
Since 1598 we have not heard of any 1733. May 14.

foreigners coming into Scotland to play
dangerous tricks upon long tight ropes; but now, unexpectedly, a
pair of these diverting vagabonds, one described as an Italian who
had performed his wonders in all the cities of Europe, the other as
his son, presented themselves. A rope being fixed between the Half-
moon Battery in the Castle, and a place on the south side of the
Grassmarket, two hundred feet below, the father slid down in half a
minute. The son performed the same feat, blowing a trumpet all the
way, to the astonishment of ‘an infinite crowd of spectators.’ Three
days afterwards, there was a repetition of the performance, at the
desire of several persons of quality, when, after sliding down, the
father made his way up again, firing a pistol, beating a drum, and
playing a variety of antics by the way, proclaiming, moreover, that
here he could defy all messengers, sheriffs’ officers, and macers of
the Court of Session. Being sore fatigued at the end of the
performance, he offered a guinea to the 1733.
sutler of the Castle for a draught of ale,
which the fellow was churlish enough to refuse.
The two funambuli failed on a subsequent trial, ‘their equipage not
at all answering.’ Not many weeks after, we learn that William
Hamilton, mason in the Dean, trying the like tricks on a rope
connected with Queensferry steeple, fell off the rope, and was killed.
[721]
In the course of this year, a body called the Edinburgh Company

of Players performed plays in the Tailors’ Hall, in the Cowgate. On
the 6th June, they had the Beggars’ Opera for the benefit of the
Edinburgh Infirmary. They afterwards acted Othello, Hamlet, Henry
IV., Macbeth, and King Lear, ‘with great applause.’ In December,
they presented before a large audience the Tempest, ‘every part, and
even what required machinery, being performed in great order.’ In
February 1734, the Conscious Lovers was performed ‘for the benefit
of Mrs Woodward,’ ‘the doors not to be opened till four of the clock,
performance to begin at six.’ In March, the Wonder is advertised,
‘the part of the Scots colonel by Mr Weir, and that of his servant
Gibby, in Highland dress, by Mr Wescomb; and all the other parts to
the best advantage.’ Allan Ramsay must have been deeply concerned
in the speculation, because he appears in the office-copy of the
newspaper (Caledonian Mercury) as the paymaster for the
advertisements.
Nor was this nascent taste for the amusements of the stage
confined to Edinburgh. In August, the company is reported as setting
out early one morning for Dundee, Montrose, Aberdeen, &c., ‘in
order to entertain the ladies and gentlemen in the different stations
of their circuit.’ We soon after hear of their being honoured at
Dundee with the patronage of the ancient and honourable society of
freemasons, who marched in a body, with the grand-master at their
head, to the playhouse, ‘in their proper apparel, with hautboys and
other music playing before them;’ all this to hear the Jubilee and The
Devil to Pay.
In December, the Edinburgh company was again in the Tailors’
Hall, and now it ventured on ‘a pantomime in grotesque characters,’
costing something in the getting up; wherefore ‘nothing less than full
prices will be taken during the whole performance.’ In consideration
of the need for space, it was ‘hoped that no gentleman whatever will
take it amiss if they are refused admittance 1733.
behind the scenes.’ Soon after, we hear of
the freemasons patronising the play of Henry IV., marching to the
house ‘in procession, with aprons and white gloves, attended with
flambeaux.’ Mrs Bulkely took her benefit on the 22d January in
Oroonoko and a farce, in both of which she was to play; but ‘being
weak, and almost incapable to walk, [she] cannot acquit herself to
her friends’ satisfaction as usual; yet hopes to be favoured with their
presence.’
It is observable that the plays represented in the Cowgate house
were all of them of classic merit. This was, of course, prudential with
regard to popular prejudices. Persons possessed of a love of literature
were very naturally among those most easily reconciled to the stage;
and amongst these we may be allowed to class certain schoolmasters,
who about this time began to encourage their pupils to recite plays as
a species of rhetorical exercise.
On Candlemas, 1734—when by custom the pupils in all schools in
Scotland brought gifts to their masters, and had a holiday—the
pupils of the Perth Grammar School made an exhibition of English
and Latin readings in the church before the clergy, magistrates, and a
large miscellaneous auditory. ‘The Tuesday after, they acted Cato in
the school, which is one of the handsomest in Scotland, before three
hundred gentlemen and ladies. The youth, though they had never
seen a play acted, performed surprisingly both in action and
pronunciation, which gave general satisfaction. After the play, the
magistrates entertained the gentlemen at a tavern.’[722]
In August, ‘the young gentlemen of Dalkeith School acted, before a
numerous crowd of spectators, the tragedy of Julius Cæsar and
comedy of Æsop, with a judgment and address inimitable at their
years.’ At the same time, the pupils in the grammar school of
Kirkcaldy performed a piece composed by their master, entitled The
Royal Council for Advice, or the Regular Education of Boys the
Foundation of all other National Improvements. ‘The council
consisted of a preses and twelve members, decently and gravely
seated round a table like senators. The other boys were posted at a
due distance in a crowd, representing people come to attend this
meeting for advice: from whom entered in their turn and order, a
tradesman, a farmer, a country gentleman, a nobleman, two
schoolmasters, &c., and, last of all, a gentleman who complimented
and congratulated the council on their 1733.
noble design and worthy performances.’
The whole exhibition is described as giving high satisfaction to the
audience.
This sort of fair weather could not last. At Candlemas, 1735, the
Perth school-boys acted George Barnwell—certainly an ill-chosen
play—twice before large audiences, comprising many persons of
distinction; and it was given out that on the succeeding Sunday ‘a
very learned moral sermon, suitable to the occasion, was preached in
the town.’ Immediately after came the corrective. The kirk-session
had nominated a committee to take measures to prevent the school
from being ‘converted into a playhouse, whereby youth are diverted
from their studies, and employed in the buffooneries of the stage;’
and as for the moral sermon, it was ‘directed against the sins and
corruptions of the age, and was very suitable to the resolution of the
session.’
England was pleasingly startled in 1721 by July.

the report which came home regarding a
singularly gallant defence made by an English ship against two
strongly armed pirate vessels in the Bay of Juanna, near Madagascar.
The East India Company was peculiarly gratified by the report, for,
though it inferred the loss of one of their ships, it told them of a
severe check given to a system of marine depredation, by which their
commerce was constantly suffering.
It appeared that the Company’s ship Cassandra, commanded by
Captain Macrae, on coming to the Bay of Juanna in July 1720, heard
of a shipwrecked pirate captain being engaged in fitting out a new
vessel on the island of Mayotta, and Macrae instantly formed the
design of attacking him. When ready, on the 8th of August, to sail on

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Chapter 9 Glossary 449

YOUR GREAT ADVENTURE: EXPLORING Learning Opportunities 33

STEP 6: MESH POSSIBLE SOLUTIONS WITH

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Chapter 7 COPYRIGHTS 219

WHAT IS YOUR CREDIT HISTORY? 309 Teamwork 346

INTERNAL STRENGTHS AND WEAKNESSES M1–6

II. FINANCIAL SECTION TEMPLATES M3-10 MANAGEMENT AND STAFFING M3–14

Welcome to the Seventh Canadian Edition of Small Business: An Entrepreneur’s

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Key instructor ancillaries are provided on the Instructor’s Resource CD (ISBN-

• DayOne. Day One—Prof In Class is a PowerPoint presentation that you can

VIDEOS (ISBN-13: 978-0-17-655891-8; ISBN-10: -0-17-655891-8)

SMALL BUSINESS COURSEMATE

Small Business: An Entrepreneur’s Plan includes Small Business CourseMate, a

Interactive Teaching and Learning Tools

CourseMate includes interactive teaching and learning tools, including

In addition to interactive teaching and learning tools, CourseMate includes an

LIVEPLAN PRO (ISBN-13: 978-0-17-667981-1;

LivePlan helps entrepreneurs build dynamic business plans and pitches

SMALL BUSINESS ON THE WEB

This Seventh Canadian Edition is supported by our comprehensive support website

ANCILLARIES FOR STUDENTS

Small Business CourseMate includes

The merit of the invention of that noble 1730.

One William Muir, brother of two men Oct. 26.

We are now arrived at a time which seems to mark very decidedly

Two things at this period told powerfully in introducing new ideas

It will be remembered that the Bank of 1731. July.

The latter part of the year 1730 and Oct.

James Erskine of Grange, brother of the 1732. Jan. 22.

On a stormy night in this month, Colonel Feb.

A transaction, well understood in Mar. 12.

The Scottish newspapers intimate that on July 11.

Robert Trotter, schoolmaster of Dumfries, published a

Since 1598 we have not heard of any 1733. May 14.

In the course of this year, a body called the Edinburgh Company

England was pleasingly startled in 1721 by July.

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