HIGHLANDER CLUB

November 2002, Volume 7 – Issue 11 “Great fortunes are made through Fellowship, Knowledge and an Abundance of Opportunities”

SCORE Your Own Business

If everyone knew how to start their own business and operate it smoothly, then we’d all
be in business! The truth is, however, that opening your own business is not something
that comes second nature. We all need help. Fortunately, help is available! In fact, ap-
proximately 4.5 million people have already found the help they needed from SCORE
(Service Corps of Retired Executives) since it was established in 1964. SCORE works in Michael Newman
New Chairman
conjunction with the Small Business Administration (SBA), teaching all aspects of self- Highlander Club
employment and the entrepreneurial way. It is a non-profit organization dedicated to
education and the formation, growth, and success of small business nationwide. On average, 50,000 people
per month visit the SCORE website at www.score.org.
SCORE is comprised of more than 10,500 retired and active executives with business backgrounds. Since
1964, these SCORE volunteers have donated 1.2 million volunteer hours, assisting potential business own-
ers and aspiring entrepreneurs in realizing their dreams of becoming their own boss. Through workshops
and individual counseling (both online and off), SCORE volunteers assist approximately 300,000 entrepre-
neurs annually with every phase of their business from developing a business plan to securing financing.
There are 389 SCORE chapters across the country and in Puerto Rico, with help available around the clock
for men and women. Currently, women make up more than 40 percent of SCORE’s individual counseling
clients. The best part is that confidential counseling and mentoring is provided free of charge. Some work-
shops have small fees attached. For more information, phone (800) 634-0245, or check out SCORE on the
Web at www.score.org.
You can also call the Small Business Administration (SBA) in your state for information on starting your
own business. Below is a list of SBDC and SBA District Offices. Numbers of Economic Development State
Offices/Commerce Department (under the heading of Main) have also been listed. These departments
provide information on small business execution and local phone numbers of people who can help you
start the business of your dreams.

State Main Number SBDC Office SBA District Office

Alabama.............................. (334) 242-0400 .......................... (205) 934-6760 ..........................(205) 731-1344
Alaska.................................. (907) 465-2500 .......................... (907) 274-7232 ..........................(907) 271-4022
Arizona ............................... (800) 264-3377 .......................... (480) 731-8720 ..........................(602) 745-7200
Arkansas.............................. (501) 682-1121 .......................... (501) 324-9043 ..........................(501) 324-5871
California............................ (916) 322-1394 .......................... (916) 324-5068 ..........................(415) 744-2118
Colorado............................. (303) 892-3840 .......................... (303) 333-7798 ..........................(303) 844-3984
Connecticut........................ (860) 270-8000 .......................... (860) 486-4135 ..........................(860) 240-4700
Delaware ............................. (302) 739-4271 .......................... (302) 571-1555 ..........................(302) 573-6294
Dis of Columbia ................ (202) 727-6365 .......................... (202) 806-1550 ..........................(202) 606-4000
Florida ................................ (407) 316-4600 .......................... (904) 443-1900 ..........................(305) 536-5521
continues on page 8

The First Steps in Starting a
Business
Before you can go into business, you must first set
up your business. Basically, in other words, you need
to have a business, before doing business. First on
your agenda will be to decide how you are going to
organize your new venture. Will it be a partnership?
A corporation? A limited liability company, or a sole
proprietorship? If your product is one that is in-
gested or applied to the skin, is used by children, or
is harmful in any way, consult a lawyer to see if you
CHIEF COUNCIL
Michael Newman Chairman
Nina Walters Executive Director
EDITORIAL
Pam Clavir Editor
Moving? Missed an issue? Please let us know within 90 days
of moving or if you have not received an issue. After this
time period, missed issues can be purchased for US$7 each
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Contact Us
If you have a question or comment about the monthly
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order a Highlander Club Special Report, write to Member
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(905)264-2995; Fax (905)264-9619.
© 2002 by Highlander Club, 777 S. Flagler Drive, Ste. 800W,
West Palm Beach, FL 33401-6163, USA. All rights reserved.
The Club is not promising or guaranteeing that you will be-
come wealthy because of the information in this newsletter
or our special reports and programs. There is no guarantee
of future profits. Copying any of the Club’s published infor-
mation is strictly prohibited. The ideas expressed herein are
the opinions of Highlander Club only. That said, we believe
you’ll discover vital money secrets and wealth angles not
available anywhere else.
The Executive Staff, Research Department and the
Editors of Highlander Club are proud of the reputation
we’ve built since our inception in 1991. Simply, we believe
the advice presented to you in our published resources and
seminars is the best and most useful available to you, the
global entrepreneur.
2
should incorporate your business. This is especially
important if you are importing these types of prod-
ucts. An importer is physically closer to the end-user,
and, if a problem does occur, it is more than likely
that the importer, and not the exporter, will be sued.
If your business deals with products that aren’t even
remotely harmful, don’t bother incorporating your
venture just yet. Hold off to gauge your success, and
then consider spending the money to incorporate
your company.
In the beginning, your best option may be to set
up your business as a partnership or proprietor-
ship.
Sole Proprietorship
If all the business decisions will be yours and yours
alone, and you have no intention of dividing owner-
ship between you and another person(s), then you
can think about setting up your business as a sole
proprietorship, which also enables you to conduct
business under a name other than your legal one.
Once again, the type of merchandise you are selling
will be a major factor into what kind of setup you
arrange. It bears repeating that if there is even the
slightest chance that the operation of your business
may cause someone harm, then you’ll have to look
into the more complex process of establishing a cor-
poration. When you are a sole proprietor, you will
be held legally responsible in the event any action
against your company is taken.
Setting up a proprietorship takes the least amount
of paperwork. Although most states have varying
rules and regulations, the typical process goes like
this: You fill out a form that you can obtain at your
local stationery store, have your signature notarized,
and then mail it to the appropriate office in your
state with a small check or money order. If your busi-
ness doesn’t take right off like a rocket ship, rest as-
sured that you are allowed to deduct business losses
for three years in a row. If you work from home, you
can also deduct a portion of your home office.
Partnership
Going into business doesn’t necessarily mean doing
it alone. You can always hook up with like-minded
individuals who bring different strengths and ex-
periences to the table. After all, if you work alone,
do you possess all the skills required to keep your
business an ongoing success? Can you deal with cus-
tomers? Do research? Handle the accounting obli-
gations? Are you a terrific salesperson or copywriter
who can properly target paying customers? Are you
organized and efficient? Perhaps you need the sup-
port of someone who is more experienced than you.
Going into a partnership allows you to combine
your drive and talents with other people’s skills
– and money! If you can’t own all of a business, then
the next best thing is to own a portion of it, and as we
all know, oftentimes, ownership is the key to wealth
building. Let’s say you build the world’s best mouse-
trap. Unfortunately, if you created it while working
for someone else, you don’t own the patent for it.
It’s true. In a case like this, owning part of a business
is certainly better than owning none of it.
Partnerships are excellent for people who offer
the same professional service. They benefit from
economies of scale – sharing office space, computer
databases, shipping facilities, and, most importantly,
the client-base. There’s no specific legal framework,
and you don’t need to register your partnership with
anyone (unless you want a “limited partnership,”
which we’ll look at in a moment). In the United
States, the Uniform Partnership Act governs you.
It’s highly advisable to consult a lawyer about this.
Here’s what a partnership agreement should cover
as a minimum:
• The resources or amount of money each part-
ner will put into the partnership.
• The voting rights of each partner. This
needn’t be in proportion to each partner’s
investment.
• How much each partner will be paid, and how
the profits will be divided.
• The length of time the partnership will run (if
not indefinitely).
• What happens if one partner wants to leave,
or if they die. Also, what will happen if you
decide to expand the business and accept new
partners into the partnership.
After covering these basics, additional clauses must
be tailored to fit your partnership’s individual
needs.
3
Know What You’re Getting Into
Partnerships have something called “unlimited liabil-
ity.” Simply put, this means that each partner is fully
and personally responsible for any debts owed by the
partnership as a whole – even if another partner runs
them up and you know nothing about them! Make
sure that your partners are financially sound before
setting up shop. Always be sure to check the financial
position of your business regularly.
Some partners can put a limit on their risk.
“Limited partners” are only liable for the amount of
their investment. However, by law, they cannot get
involved in the management of the cash.
Get Into Bed with a Millionaire
Perhaps you’ve heard about “sleeping partners.”
This option is worth considering if you have a good
idea but little money. The sleeping partner invests
money in the business, hoping to make a good re-
turn, but they don’t get involved in any of the day-
to-day management.
Don’t be afraid to approach wealthy, successful
people to be sleeping parters. They are often look-
ing for enthusiastic, ambitious partners with a great
business idea that they can simply invest their money
in – even if you will be making little or no financial
contribution to the partnership yourself.
No Need to Register Your Name
The easiest way to trade is under the name of the
partners, “Smith & Jones,” for example, as you’ll
have no registration papers to fill out. Many classic
companies began this way. If you want to use a made
up business name instead, however, like “Bonanza
Bargains,” it’s a legal requirement that you state the
names of every partner on your business notepaper
and also on a notice at your place of business.
Things to Consider
Before you decide whom you want to go into partner-
ship with, make sure that they share your drive and
your vision. Find out where they see the business
in five years’ time. This will make your partnership
much easier to run, and it will help strengthen it
when new challenges and situations arise.
Also understand that forming a partnership can
be expensive. You may decide to choose a more
expensive route and hire a lawyer to get help with
the forms dealing with taxes, liability, intent of the
business, and more. Every state has its own proce-
dure. In some states, you can just obtain a standard
form from the local stationery store on which you
will simply state that you are doing business as a
partnership.
Corporations
Turning your business into a corporation is likely
not for you if you hate doing paperwork. Yet, it is
also important to remember that you won’t have
any choice but to incorporate your business if your
product can cause damage or injury. Since starting
a corporation does require a bothersome amount
of paperwork, people starting out in business (and
even those who have been in business for decades)
don’t usually like to devote the time to nuisances
like gathering, tracking, and reporting business in-
formation to the proper authorities. Simply put, it’s
not pleasant stuff, but don’t worry. Tedious paper-
work is not America’s number one killer.
If legal problems do crop up, under a corpora-
tion, your personal assets cannot be seized in the
event you lose in court. They remain protected
when you incorporate your business. However, if a
judge finds you guilty of knowingly planning the ac-
cident (or whatever danger occurred) then it won’t
matter one red cent whether your business is incor-
porated or not. Your personal assets then become
up for grabs. Incorporated companies can acquire
funds by selling shares of their company stock. It
will cost you a few hundred dollars to register your
corporation in the state in which you live. You can
hire a lawyer, accountant, or business entrepreneur
to help you, and there is software available that can
walk you through the steps. Again, each state has
different incorporation laws; some are more com-
plicated than others.
“S” Corporation
An “S” corporation is a small corporation that in-
volves limiting the number of partners, the number
of stocks that can be sold to the public, and more.
But, more importantly, an “S” Corporation allows
you to pay your taxes as an individual, (a less com-
plicated procedure), and it protects you against li-
ability. Before forming an “S” Corporation, you have
4
to first incorporate your business. After that, you just
have to fill out another form, indicating your desire
to form an “S” corporation.
Limited Liability Company
Not all states allow limited liability companies, per-
haps because it is the newest set-up on the business
scene. This kind of company earns you the right to
pay taxes as an individual, and you get some liability
protection, but you aren’t fully protected. Again,
each state brings a slightly different meaning to this
kind of organization.
Consider the Import/Export
Business
As the late American actor, Will Rogers once said,
“Too many people spend money they haven’t earned to buy
things they don’t want, to impress people they don’t like.”
And, it is this never-ending cycle of spending that can
bring your dream job to your doorstep. People love
to spend money, and, fortunately, for merchants
everywhere, shopping is a habit that isn’t going to
end any time soon. Cashing in on other people’s
spending sprees is not just a possibility – it’s a reality
– and this is why so many people are cashing in on
the business of international trade.
Imagine buying something for one price and
then selling it for an almost embarrassing profit
because people will pay that price for the unbeat-
able merchandise you will sell them! It’s absolutely
incredible! Yet, when you think about it, people in
the east are looking for the same high-quality porce-
lain dolls (for example) that people in the west are
looking for, and people from the north can wear the
same sunglasses as people from the south. Get the
picture?
Cross-border shopping is not on its way here. It
has already landed, and it is making a massive eco-
nomic impact to the tune of more than $7 trillion
annually worldwide! This figure is testament to the
fact that the face of business is changing to encom-
pass people, who, from all over the globe, share one
common goal – making money! People are thinking
and acting globally now because the profit margin is
tremendous. Otherwise, the import-export business
would hold very little attraction to people outside
the industry.
International trade has risen in the ranks of pop-
ularity because the business itself is not difficult. It
is a business that works, and it is within your grasp!
Thanks to a reduction in trade restrictions, the
globalization of markets, and improved travel and
communications infrastructures, importing and ex-
porting has never been easier.
When it comes to doing business internationally,
some people still hold the common misconception
that only huge multinational companies trade over-
seas. Nothing could be farther from the truth, and,
because of today’s technology, going overseas over
the Net is almost as easy as taking a stroll to the
corner store – and even easier when the weather is
terrible! Thanks to the World Wide Web, Global
Positioning Systems, Information Technology, sat-
ellites, fax machines, e-mail, and auction sites like
eBay, you essentially have the world at your finger-
tips at a speed that leaves the Concorde blushing.
Of course, learning what to buy from your
International trade partners becomes easier after
you survey your own area to see what is currently
unavailable. How many discount stores are in your
area? How many malls are close by? What is the mar-
ket like where you live? You need to research your
target market and learn the opportunities available.
Then, you’ll seize the opportunity, moving onwards
and upwards from there.
There has never been a better time than now to
jump into the import/export business, particularly
if you strive to make a healthy bottom line with little
initial investment. Trade between countries is cru-
cial for independent economic survival. In April
2001, 34 national leaders of the Organization of
American States (all countries in the Americas and
the Caribbean except Cuba) met in Quebec, Canada
with bureaucrats and trade negotiators. These 9,000
or so delegates had a goal to create harmony among
nations, and bring people closer together by intro-
ducing computer technology to rural communities.
Mainly, they were pursuing increased trade within
the hemisphere and working on going ahead with
the proposed idea of the Free Trade Area of the
Americas (FTAA) with a target date of 2005. In ad-
dition, NAFTA countries are attempting to create a
tighter bond with Latin American countries, which
could open up even more opportunities. It cannot
5
be argued that government and marketplace de-
mands are the driving force behind global trading.
Clearly, more and more trade prospects are unravel-
ing for the first time, with many more still on the
horizon.
By answering the following questions, you should
be able to determine the competitiveness of your
chosen import/export product or service:
1. Who already uses the product or service? Is it
in broad general use or is it limited to a par-
ticular group? Is it especially popular with a
certain age group?
2. What modifications are required for it to ap-
peal to customers in a foreign market (or in a
local market if you are importing)?
3. Is its use influenced or affected by climactic or
geographic factors? If so, what are they?
4. What is the shelf life of the product? Will it be
reduced by the time spent in transit?
5. Does your product involve operating costs?
If so, what complementary equipment or ser-
vices must the customer buy?
6. Does it require professional assembly or other
technical skills?
7. Is the packaging very costly? Can it be altered
to recognize the specific demands of your
local or foreign customer? Does it require
special documentation? These costs should
be added to the unit cost to learn whether or
not you can trade at a competitive price.
8. What are the technical or regulatory require-
ments? (They may differ from country to
country.)
9. Is after-sales service required? If so, is it locally
available or is it up to you to provide it? If you
do need to provide it, do you have the avail-
able resources?
10. How easily can the product be transported?
Would transportation costs make competitive
pricing impossible?
11. Will you be able to serve both your domestic
and your foreign clients?
12. If domestic demand increases, will you still
be able to handle the requirements of your
export demands?
Once you have taken a close look at the interna-
tional potential of your exported product or the lo-
cal potential of your imported product, you should
have a fairly good idea of its trade potential. If you
are already up to your eyeballs trying to meet de-
mand from local customers, or if you have a cash
flow or working capital problem, you may want to
reconsider your idea of launching an export or
import (eventually moving into importing and ex-
porting) business at this time. On the other hand,
if your analysis suggests that your merchandise can
be altered to meet conditions elsewhere, or that
you enjoy a significant competitive advantage, then
don’t hesitate to begin determining your target mar-
ket today!
Simple But Not Simplified
Basically, you want to keep things as simple as
possible when you first launch your business, and
many people are quick to discover that importing
and exporting should not be started at the same
time. You’ll need to focus your attention on one
or the other, since, in the beginning, each one will
be enough of a challenge on its own. In order to
make things easier on yourself, try importing first.
Importing is much easier than exporting when you
first get the ball rolling. The reason is simple. If you
buy a product from a foreign country, then you will
have to re-sell that product on your own turf. Isn’t
that much easier than selling a product to people
living where you have never walked? Buying is easy.
Anyone who has money can buy whatever he or she
wants (within their legal limits, etc.). Selling is not so
easy. Selling is a lot more difficult than buying, so if
you are going to have to sell something, you may as
well start in your own state, if not right in your own
community.
No matter what product you eventually decide to
trade, you are going to have to become familiar with
customs. When your merchandise arrives from over-
seas, you will be notified in regards to the amount
of duty that you owe. You will have to pay exactly the
same customs duties as your importing competitors,
which could range between zero and 10% or higher,
depending of course, on the product. A good idea
is to check out a very informative magazine called,
“Global Trade Talk.” To obtain a subscription, send
a check for $12.00 to Superintendent of Documents,
P.O. Box 371954, Pittsburgh, PA 15250-7954 , or
phone 202-512-1800. The magazine lists all kinds
6
of phone numbers that will help you get the infor-
mation you need regarding products and customs.
Here are a few to get you started:
• NAFTA Hot Line: 214-574-4061
• Office of the Trade Ombudsman: 202-927-
1440 (fax: 202-927-1969)
• Bonds, 202-927-0380
• Food and chemicals: 202-482-7020
• Special classifications: 202- 482-6980
• Country of origin: 202-482-7010
• Duty rates: 202-482-6990
• Exporting licenses: 202-482-4811
• Importing information: 202-927-0370
There are many other Import/Export Guides avail-
able. For a full selection, log on to: http://export.seda-
cog.org/Publications/publications_importexport.htm
What Gives?
Gift giving is a touchy subject in the working world,
so, with the holiday season just a snowflake away, the
Highlander Club decided to “look a gift-box right in
the mouth.” Should you give a present to your boss?
Your secretary? Your staff, or your clients? Nowadays,
it seems that the simple act of gift giving is riddled
with complexities. Yet, it’s no secret that the concept
of gift giving is a business strategy that reinforces
your marketing relations, loyalty, and appreciation
for your client base. That said, when you do decide
to give, what exactly should be under the gift-wrap?
This may come as a surprise, but the traditional gift
bottle of scotch to business clients has given way to
vacuum-sealed salmon and way beyond. There is more
or less a science to the act of gift giving and receiv-
ing, and those in the workforce have adopted firm
rules as to what is acceptable and what is not.
Some companies openly state that they do not
require gifts or wish to receive them. Some corpo-
rations refuse to accept gifts that they deem to be
extravagant. Although not accepting gifts isn’t ex-
actly standard practice (yet), there is a distinct trend
in that direction. Some companies have a simple,
black-and-white gift giving policy in place that pro-
hibits gift giving altogether.
Gift giving seems to be going in the direction
of charitable donations. Although corporate gift
giving reaches its peak during the holiday season,
many companies opt for altruistic and non-offen-
sive approach to giving to charity on a regular basis
throughout the year.
The corporate private sector donates many mil-
lions of dollars in support of charities, food banks,
educational facilities, research, universities, and
more every month of the year. Small business own-
ers can benefit the community and boost their own
reputation by getting into the game, even in a small
capacity. Companies making a donation on behalf
of a client will, according to professional etiquette,
notify their associates of their gesture via a handwrit-
ten note or greeting card. This makes a very positive
and personal impact on the receiver. The card will
not indicate the amount of money you donated,
so you don’t have to give what you can’t afford.
Therefore, even as a one-person show, you can still
make the most of the charitable donation gift-giving
approach. And, as stated in the last edition of the
Highlander Club, you will be able to write off your
donation, so make sure that you get a tax-deductible
receipt.
No matter how big or how small your business
is, you definitely want to stand up and be counted
on to support various goodwill activities in your
community. Sears, for example, has adopted an
interesting computer recycling program aimed at
helping children who could never otherwise own a
computer. Sears stores, on a continuous basis, now
accept old computers and restore them to working
order.
You can get involved in your community in a simi-
lar capacity. Often, Big Brothers associations, Lions
Clubs, Women’s Shelters, and local Legions require
both manpower and tangible goods. Is there a local
softball or soccer team that you can outfit or feed
at your expense? Can you offer free promotion on
your web site for a local non-profit organization?
Can you make a pact with all your employees to
give them one half-day off per week if they spend
that time delivering food for Meals on Wheels? Why
don’t you, as a small business owner, donate a mere
two hours per week yourself? Maybe you are an
amateur juggler or magician. Can you spend one
afternoon a week at the children’s ward of your lo-
cal hospital? Not only will you be benefiting others
by volunteering or making charitable donations,
7
but word of your generosity – and your business,
will abound. A human, caring face is put to any
corporation that gives generously to a local com-
munity. Donations and other goodwill programs are
non-contentious gestures, unlike placing a bottle of
booze on someone’s desk. Remember this during
the upcoming holiday season.
For one reason or another, it’s not uncommon
for some sensitivity to exist in many people’s minds
as to any form of a gift giving gesture. Naturally, the
best course of action when it comes to corporate gift
giving is to play it safe. Since we live in a multicul-
tural society, corporations must remember that not
everyone celebrates Christmas, and even something
as simple as sending a catered holiday lunch to a par-
ticular office could be taken offensively. Therefore,
to avoid risk, it is always best to simply phone the
potential recipient for suggestions as to what foods
might be appropriate, and if there are any limits as
to how much money should be spent. That phone
call alone should be enough to provide you with in-
sight as to whether or not the receiver would accept
the gift in the spirit that it was intended. It’s impor-
tant to point out that holiday luncheons today are
usually non-alcoholic, so both your employees and
your clients will probably appreciate a charitable do-
nation on their behalf more than an old-fashioned
alcohol-laced office party.
Here’s another good idea: Some businesspeople
opt to send turkey gift certificates (which are honored
by many grocers) to express their appreciation to val-
ued employees and clients. The gift basket industry
is also thriving, thanks to corporate gift giving. Gift
baskets make excellent expressions of thanks because
they can either be delivered to a single individual, or
be shared amongst a group of associates. Therefore,
if you don’t want to single out the office manager
or receptionist, for example, you can instead ship a
basket to “the whole gang.” Gift baskets can contain
everything from chocolate toffees, gourmet coffees,
and fruit to office supplies, stuffed animals, craft
kits and more. If you think your associates would
appreciate a basket of treats and treasures, just look
for “gift baskets” on the Net, and you’ll find all kinds
of companies that specialize in shipping a variety of
products at a wide range of prices.
Where there is marketing, there is also innovation.
Consider giving clients or colleagues a living gift like a
festive Spruce sapling. A gift like this, to an important
client, has the power to keep on growing. For more in-
formation on tree sponsoring programs, the Forestry
Association in your state should have all the details.
So, how much is too much? Where do you draw
the line? Every company and every business owner
is different, so every situation must be judged on an
individual basis. However, there is one rule that will
always apply: Use good common sense when giving gifts
during the holidays. n

‘SCORE Your Own Business’ continued from page 1

Georgia ............................... (404) 656-3573 .......................... (706) 542-6762 ..........................(404) 331-0100
Hawaii ................................. (808) 521-3611 .......................... (808) 974-7515 ..........................(808) 541-2990
Idaho................................... (208) 334-2470 .......................... (208) 426-1839 ..........................(208) 334-1696
Illinois ................................. (217) 524-5856 .......................... (800) 252-2923 ..........................(217) 492-4416
Indiana ............................... (317) 233-0800 .......................... (317) 264-2820 ..........................(317) 226-7272
Iowa..................................... (515) 242-4700 .......................... (515) 292-6351 ..........................(319) 362-6405
Kansas ................................. (785) 296-5298 .......................... (316) 978-3193 ..........................(316) 269-6273
Kentucky............................. (502) 564-7140 .......................... (606) 257-7668 ..........................(502) 582-5971
Louisiana ............................ (225) 342-6711 .......................... (225) 922-0998 ............................(504) 589-668
Maine .................................. (207) 287-2656 .......................... (207) 780-4420 ..........................(207) 622-8378
Maryland............................. (410) 767-6300 .......................... (301) 403-8300 ..........................(800) 457-7732
Massachusetts .................... (617) 727-8380 .......................... (413) 737-6712 ..........................(617) 565-5590
Michigan............................. (517) 373-9808 .......................... (313) 964-1798 ..........................(313) 226-6075
Minnesota........................... (651) 297-1291 .......................... (612) 297-5770 ..........................(612) 370-2324
Mississippi........................... (601) 359-3449 .......................... (800) 269-2678 ..........................(601) 965-4378
Missouri .............................. (573) 751-4962 .......................... (573) 882-0344 ..........................(314) 539-6600
Montana ............................. (406) 444-4780 .......................... (406) 444-4780 ..........................(406) 441-1081
Nebraska............................. (402) 471-3747 .......................... (402) 554-2521 ..........................(402) 221-4691
Nevada ................................ (702) 641-5822 .......................... (702) 734-7575 ..........................(702) 388-6611
New Hampshire ................. (603) 271-2391 .......................... (603) 862-2200 ..........................(603) 225-1400
New Jersey .......................... (609) 292-2444 .......................... (973) 353-5950 ..........................(800) 827-5722
New Mexico........................ (505) 827-0300 .......................... (505) 272-7980 ..........................(505) 346-6756
New York............................. (518) 283-1010 .......................... (518) 443-5398 ..........................(212) 264-4355
North Carolina................... (919) 733-4960 .......................... (919) 715-7272 ..........................(704) 344-6563
North Dakota ..................... (701) 328-5300 .......................... (701) 777-3700 ..........................(701) 239-5131
Ohio.................................... (614) 466-2317 .......................... (614) 466-2711 ..........................(513) 684-2814
Oklahoma........................... (405) 297-8937 .......................... (405) 232-1968 ..........................(405) 231-5521
Oregon ............................... (503) 986-0123 .......................... (541) 726-2250 ..........................(503) 326-2682
Pennsylvania ....................... (717) 783-8950 .......................... (215) 898-1219 ..........................(215) 580-2722
Rhode Island ...................... (401) 222-2601 .......................... (401) 232-6111 ..........................(401) 528-4561
South Carolina ................... (843) 724-3796 .......................... (803) 777-4907 ..........................(803) 765-5376
South Dakota...................... (605) 773-5032 .......................... (605) 665-4408 ..........................(605) 330-4231
Tennessee ........................... (615) 862-4700 .......................... (901) 678-2500 ..........................(615) 736-5881
Texas ................................... (512) 936-0100 .......................... (713) 752-8400 ..........................(713) 773-6500
Utah .................................... (801) 538-8700 .......................... (801) 957-5200 ..........................(801) 524-3209
Vermont.............................. (802) 828-5243 .......................... (802) 728-9101 ..........................(802) 828-4422
Virginia ............................... (804) 371-8253 .......................... (804) 371-8253 ..........................(804) 771-2400
Washington......................... (202) 606-4000 .......................... (425) 774-2277 ..........................(206) 553-7310
West Virginia ...................... (304) 558-2960 .......................... (304) 558-2960 ..........................(304) 347-5220
Wisconsin............................ (608) 266-1018 .......................... (608) 263-7794 ..........................(608) 264-5261
Wyoming............................. (307) 638-6000 .......................... (307) 766-3505 ..........................(307) 261-6500