Question: I see myself as a good businesswoman. I consider myself creative, financially savvy and a good manager. Where I seem to fail miserably is at negotiating a deal. I completely fall apart. What can I do?

Answer: Hire someone else to do the dirty work for you. Obviously, that can only work some of the time. So let’s try and improve your negotiating skills. Here are a few things to keep in mind:

? Create a win-win situation. This isn’t a confrontation, it’s a negotiation. You don’t have to try to “win” every point. Decide up front what you want and remember, everything is negotiable.

But before the other party gives you the line about certain conditions being “standard procedure,” take the position that you want to be the exception, not the rule.

? The rule of three. Jot these down before any discussion begins. Decide what is the most you want out of the negotiations. Determine what is the least you will accept. And set an ultimate goal for the overall deal.

? Set the rules. Take control of the situation immediately. Walk into the meeting and take charge by setting the agenda and presenting an outline for discussion.

Always pick the time and place. Never begin negotiating when you are unprepared emotionally, mentally or physically. If you get an unexpected call to chat in advance about the deal, and you feel uncertain, just say you’re in the middle of something and will call them back. Negotiate on your own turf, and it will help you get your terms.

After considering all of the above, try to remain optimistic but realistic in your deal-making. And always try to have fun with it.

Let the bargaining begin.

Q: In preparing a business plan, I’ve been told to keep the details minimal in order to capture and keep the reader’s attention. But I am concerned about excluding supporting information that I believe is relevant and essential for telling the story of the company. Where should I include all of the “beef?”

A: As an appendix. You want to put your best foot forward when you’re preparing a business plan for potential investors, partners, suppliers, etc. Since we live in a time when attention spans are limited, you must get their attention quickly and simply.

Then, after you’ve drawn them in, you can lay out the facts in exhibits. That’s where you can present whatever details you want and the interested parties can look through them at their leisure.

In the appendix of exhibits, you should include detailed resumes of the management team and key personnel, all employee contracts, stock option plans, retirement plans, etc. In addition, the package should contain personal financial statements for all the principals, along with copyright approvals, patents, and other detailed documentation. And don’t forget copies of your product brochures, advertising samples, logos, reference letters, recommendations, agreements with vendors, etc.

Make sure all the documents you include are up to date and none are outdated.

Q: I left my 9-to-5 job to start my own business. It sounded like a great idea then and it still does now. However, I only have three clients, and that’s not enough to pay the bills. I still have enough money stashed away to give it a try for another year. But what can I do to ensure success?

A: Have you developed a marketing plan for your business? If not, let’s get one together now. You need to do a bit of research (and soul searching) and then you will have the tools necessary to move forward.

Take a day off and put these thoughts down on paper. Evaluate where you are now and what you need to move ahead. Set goals about where you want to be in the next year, two years and five years.

Define your niche markets and aim to hit that target. Prioritize your expenses and budget your resources, including your time. Set up a schedule so you can monitor your progress, maybe on a monthly basis, so you don’t find yourself still short on new business a year from now.

Do your homework I can’t stress that enough. It will take some research but will help you build a road map to take you where you want to go.

Q: My partners and I have decided we must open our entertainment consulting practice to higher level partners. This is a very traumatic decision for all of us for a variety of reasons. The last thing we want to do is make uneducated mistakes. Since we’ve been on our own for more than 10 years, we don’t have a clue about what to avoid. Can you give us some framework?

A: If you are looking to expand the number of your partners, consider the following basics:

Hire the best, don’t settle for less. This will most likely require a substantial financial package. Provide enough incentives to keep them interested, without giving up too much equity until they have proven themselves.

Avoid assuming that experience gained in another industry is automatically transferable.

Make sure you get non-competition agreements from your new managers to protect your intellectual rights in case they decide to leave.

Lorraine Spurge is a personal finance advisor, author of “Money Clips: 365 Tips That Will Pay One Day at a Time,” and business news commentator. She can be reached at (818) 705-3740 or by e-mail at [email protected].