A recent Creditera survey found nearly half of small business owners don't know they have a business credit score-even though that score is critical to obtaining business loans and other financing. 24% of small businesses have considered closing their doors in the last 12 months, often citing financial issues as a reason. An additional 26% didn't expand their businesses or hire more employees because trying to find funding is too frustrating.

Lack of awareness about your credit score can impact your business's goals and vision. About 40% of the small and midsized businesses Creditera polled didn't know their business credit scores, and those envisioned business growth of under 5%. However, nearly 75 percent of the business owners who did understand their business credit scores had loftier goals, envisioning business growth of up to 20%.

Knowledge is power; knowledge of your business credit score, how to improve it, and how to protect it can give you the power to grow your business. So where should you start? First, check your business credit score by contacting business credit reporting agencies D&B, Experian and Equifax. If you see any errors, correct them. Continue to check your report regularly (at least once a year) for accuracy. Second, don't mix business and personal credit. Many small business owners charge business expenses on personal credit cards, and vice versa. This is a big mistake. Always use business accounts to cover business expenses-otherwise, your business won't build its own credit report.

Third, pay your bills and vendors promptly. Just as with personal credit, making timely payments is essential to maintaining a good business credit score. Also ask your suppliers to make sure that they report your payment history to the relevant business credit scoring agencies, since not all companies do this unless you ask.

Use credit wisely. You need some business credit to build a credit score. It's best to have a few different business credit cards so that if one company suddenly changes terms or lowers your limit, you won't get caught short. Also consider obtaining a business line of credit, using it and paying it back. It's best not to use all your available credit-try to keep usage to 30 percent of your total credit available. This reassures lenders that you have plenty of wiggle room, and it leaves you something for emergencies.

Some entrepreneurs go into business with the intent to build, sell, and move on. Others spend decades building and running their businesses.  Regardless of your intention, you need to have a strategic exit plan. Here are five reasons why one is essential:

1. Everyone Will Exit Their Business. The only variable is whether the exit is planned or unplanned. Even if the thought of selling it seems inconceivable, you will not run your business forever. At some point, every business owner steps down. This can be due to retirement, turning control over to one's children, selling it, or health issues that limit your ability to run the business. Your transition will be as good or as bad as your plans for it.

2. Goals Are Best Achieved on Purpose. Most people have a hard time achieving a goal without a plan. An exit strategy is just a road map to your personal goals for the business. Entrepreneurs do, and should have, several different long-term goals for their businesses. Common business goals revolve around such personal objectives as using the sale of the business to fund retirement, having the business provide for future generations, traveling, enjoying more time with family, or reducing stress and focusing on healthy living. Strategic exit plans allow you to maximize the value of your business. This is a key element to achieving your goals, but it doesn't happen overnight. Without a road map, too many business owners miss the opportunity to achieve their goals.

3. Exiting at the Right Time. Business owners often want to exit immediately because of circumstances that arise. The shortest exits are typically due to failing health. When life circumstances dictate an unprepared exit, it rarely goes smoothly. That you are ready to exit your business doesn't mean the business is ready. Systems need to be set up so the business runs without you. Value drivers need to be established to achieve your best selling price. The business must be in good financial health. Exiting your business for the right reasons and at the right time requires planning.

4. A Plan Doesn't Require an Immediate Exit. Having a strategy doesn't mean you have to exit today. It just means that you know what your exit will look like. Design your business with your end goals in mind. Your 1-3-5-year business plans should always be measured against the eventual exit plan. That way you are prepared should you decide to exit.

5. Your Business Is Your Largest Asset. Because a business is usually a major element in an estate, it's not uncommon for business owners to count on the sale of the business to fund their retirement. However, the sale price is seldom the same as the business value. Business values are established for many different reasons, such as insurance. This isn't to say that the mathematical value of the business is wrong - most likely it is accurate. The problem is you cannot sell your business in the marketplace for that price. Many complex factors affect a business sale price. For example, how involved is the owner? If the owner is integral to the success of the business, someone buying the business will essentially be buying a job. On the other hand, if the business runs itself independent of the owner, that business will be more valuable to a buyer. Business owners should have a strong understanding of what the market value of their business is. That way, they can take strategic measures to increase the market value if necessary.

It's never too early to outline your long-term goals for your business. A strategic exit plan gives you the tools to build a comprehensive road map for your business. As a business owner, you can never be too prepared to achieve your goals. Your SCORE mentor can be a valuable aid in helping you prepare.  

A recent study at Stanford found productivity per hour declines sharply when the workweek exceeds 50 hours, and productivity drops off so much after 55 hours that there's no point in working longer. People who work as much as 70 hours (or more) per week actually get the same amount done as people who work 55 hours. Successful people know the importance of relaxing on the weekend and getting their minds off work. But that is easier said than done, so here's some help. Here's a list of ten things that successful people do to find balance on the weekend.

1. They Disconnect. Disconnecting is the most important weekend strategy. If you can't remove yourself electronically from your work, then you've never really left work. Making yourself available 24/7 exposes you to a constant barrage of stresses that prevent you from refocusing and recharging. If taking the entire weekend off isn't realistic, try designating specific times on Saturday and Sunday for checking e-mails and responding to voicemails. For example, check messages on Saturday afternoon while your kids are getting a haircut and on Sunday evenings after dinner. Scheduling short blocks of time will decrease stress without sacrificing availability.

2. They Minimize Chores. Chores have a funny habit of completely taking over your weekends. When this happens, you lose the opportunity to relax and reflect. What's worse is that a lot of chores feel like work, and if you spend all weekend doing them, you just put in a seven-day workweek. To prevent this, you need to schedule your chores, and if you don't complete them during the allotted time, leave them for the following weekend.

3. They Reflect. Weekly reflection is a powerful tool for improvement. Use the weekend to contemplate the larger forces that are shaping your industry, your organization, and your job. Without the normal weekday distractions, you should be able to see things in a new light. Use this insight to alter your approach to the coming week, improving the efficiency and efficacy of your work.

4. They Exercise. No time to exercise during the week? You have 48 hours every weekend to make it happen. Getting your body moving for as little as 10 minutes releases GABA, a neurotransmitter that reduces stress. Exercise is also a great way to come up with new ideas. Innovators and other successful people know that being outdoors often sparks creativity. Whether you're running, cycling, or gardening, exercise leads to endorphin-fueled introspection. The key is to find a physical activity that does this for you and then to make it an important part of your weekend routine.

5. They Pursue a Passion. You might be surprised what happens when you pursue something you're passionate about on weekends. Indulging your passions is a great way to escape stress and to open your mind to new ways of thinking. Things like playing music, reading, writing, painting, or even playing catch with your kids can help stimulate different modes of thought that can reap huge dividends over the coming week.

6. They Spend Quality Time with Family. Spending quality time with your family on the weekend is essential if you want to recharge and relax. Weekdays are so hectic that the entire week can fly by with little quality family time. Don't let this bleed into your weekends. Take your kids to the park, take your spouse to his or her favorite restaurant, and go visit your parents. You'll be glad you did.

7. They Schedule Micro-Adventures. Buy tickets to a concert or play, or get reservations for that cool new hotel downtown. Instead of running on a treadmill, plan a hike. Try something you haven't done before, or perhaps something you haven't done in a long time. Studies show that anticipating something planned is a significant part of what makes the activity pleasurable. Knowing that you have interesting plans for Saturday will significantly improve your mood throughout the week.

8. They Wake Up at the Same Time. While sleeping in on the weekend to catch up on your sleep feels good temporarily, an inconsistent wake-up time disturbs your circadian rhythm. Your body cycles an elaborate series of sleep phases for you to wake up rested and refreshed. One phase prepares your mind to be awake and alert, which is why people often wake up just before their alarm clock rings (the brain is trained and ready). When you sleep past your regular wake-up time on the weekend, you often feel groggy and tired. This doesn't just disrupt your day off, it makes you less productive on Monday because your brain isn't ready to wake up at your regular time. If you have to catch up on sleep, go to bed earlier.

9. They Designate Mornings as Me Time.  It can be difficult to get time to yourself on the weekends, especially if you have family. Finding a way to start the day with an activity you're passionate about can pay massive mental dividends.   It's also a great way to force yourself to wake up at the same time you do on weekdays.  Your mind achieves peak performance two-to-four hours after you wake up, so getting up early keeps your mind fit.

10. They Prepare for the Upcoming Week.  The weekend is a great time to spend a few moments planning the coming week.   As little as 30 minutes of planning can yield significant gains in productivity and reduced stress.  The week feels a lot more manageable when you go into it with a plan because all you have to focus on is execution.

Use your weekend to make yourself more productive rather than pursuing the myth that you have to be on the job at all times or the business will suffer. Trust me: it won't.

If you have a businesses that is at its busiest on Saturdays, and you feel you must work that day, do two things. First, dedicate Sunday completely to family and friends. Secondly, pick the slowest day of the week, and have your most trusted employee run the business that day. You won't regret either.  

Every company wants to be innovative. A Google search of the term ''innovation'' brings back nearly 400 million results. We operate in a business climate where the pace is accelerating exponentially while seething with competition. While many companies want to keep up, only a few actually do. Fast-growth companies understand that their most valuable resource is human capital. Innovation isn't born in the strategy, the process, or the code. It's born in the people you hire. By developing a clear vision and systematic approach to build a culture of innovation, companies can unleash the lifeblood of sustainable competitive advantage.

Hiring Is An Important Business Decision. Whom you hire and why is probably one of the most important decisions a company can make. You should seek to hire two types of people: 1) Those who are more comfortable (and productive) in a structured role, doing things that don't significantly change from the general plan; and 2) Those who are fueled by the energy of a crazy, fast-paced environment. This is not a conversation about right or wrong. It's more about finding a mix of candidates that will add to your existing organization and enjoy being part of it. For a culture of innovation to blossom, you need the balance of both; the challenge is making it all work in harmony.

Fit Trumps Experience. There is no silver bullet for developing an innovative culture. It's a tricky dance trying to match a candidate's needs and desires to the employer's.  To interview, bring candidates into the office for an hour or two, and introduce them to different people.  Get a group of people in a room, order a pizza, grab a few beers, and see where the conversation goes in a more relaxed setting.  Rather than asking mundane questions that candidates will have rehearsed, ask them to solve problems. There are no right or wrong answers, but responses should fit in with the core values of your company and show good thought processes. After some time, you'll start to get an unfiltered view of their personality and how they think, and it will be much clearer whether they will fit into the team dynamic.  In other words, the world's best drummer may not be the best drummer for your band.  Focus on the band.

In my organization, fit always trumps experience. A good candidate has a vision for where they want their career to go. Obviously, their current skills are table stakes, but don't hire based solely on experience. Also consider a candidate's desire to learn and where they want to go in the future.

Finally, culture is a fluid, organic thing. It's like making a stew where all the ingredients complement one another. Each new employee brings a new flavor to the mix. It's the job of senior leadership to ensure each hire brings traits that will improve others and the company as a whole.

Find People With an Entrepreneurial Frame of Mind. To build a strong culture, especially in smaller companies, look for employees who will treat your business as if it were their own - employees whose passion is so palpable that there isn't really a distinction between work and play, employees who seek interests outside of work that are similar to the challenges they solve in the office. Look for people whose natural approach to things is something that will have a positive impact in the organization. Ask candidates what they do outside of work.  Their outside interests provide great insight into their character.  Asking these questions lets candidates show their passion for technology and innovation, and also show they have the desire to learn and take initiative.

Also, think about what your employees want and the environment where they operate best. For example, at our office, we have an arcade machine in case someone needs five minutes to clear the mind. We host hack-a-thons. We order pizza for dinner. Not everyone can support a Google environment, but it's your job as a leader to find what works for your people to inspire and refuel. Sometimes employees just need to know they can talk to you without repercussions and that they'll get the truth. All of this is critical to maintaining a healthy and vibrant culture.

Create a Space That Inspires. The corporate cubicle setup isn't for everyone. Employees need to feel like they can be themselves at work. Encourage them to decorate their spaces;  get democratic with the office layout. Do workers want the privacy of cubicles or the collaboration of an open environment?  Build a ping-pong table, a breakfast nook, or a nap room.  Create a space, like we do with our lab, where employees can experiment with new problems and technologies. Set up places to play and think.

We live in uncertain times. Particularly as entrepreneurs. Even when we have stability, we worry it may be fleeting, since so much of our professional lives are outside our control. Hiring a new team member is a gamble, not just for the balance sheet, but because we may not be able to guarantee their paycheck. 

You might keep payroll down and revenue up by automating parts of the business you had not considered. Here area few areas where automation could improve your bottom line.

Marketing Automation. A lot of people look at marketing as an art, but it's really more of a science, relying heavily on experimentation and analytics. You might use one full-time employee, or maybe even a part-timer or freelancer, instead of hiring a whole team, IF you provide that one savvy marketeer with a package of inexpensive marketing automation tools. That's what ecommerce retailer DollarHobbyz.com has done to scale business rapidly but cautiously.  "We are in an age where there truly is an app for everything. The collection of great business apps for email, shipping, inventory, social media management, and more, has allowed us to increase our productivity and, ultimately, revenue," cofounder Richard Arkell said. "We've invested many hours researching and implementing the most beneficial apps, and they have paid off a hundred-fold." 

Arkell added that their two-man marketing team uses apps to multiple their effort, but not their monthly budget. DollarHobbyz marketing team uses an array of tools: Moz SEO and website management tools; Ahrefs for social media and search engine automation (SEO); dotmailer email marketing and automation; Buzzsumo for content marketing and competitive analysis; and SEMrush for SEO and search engine marketing (SEM).

"We may only have two people in marketing right now, but they can handle what many companies devote entire teams to," he said.

 Sales automation. There are many sales tools, including, but not limited to customer relationship management software or CRM. You might start out with an Excel spreadsheet or Google Sheet, but you'll eventually (particularly if you have a distributed sales team focusing on sales that take more than one call) have to upgrade to a CRM. While your team is small (five or fewer), you can't go wrong with small business-focused CRMs like ZOHO or Insightly, both which have decent freemium plans (usually free up to a certain number of contacts). Opt for a sales tool that keeps your prospects' contact information in order, works to prevent confusing account duplication and has some customizability. Since open-ended questions and their open-ended answers are important in building and maintaining client relationships, it's nice to have a CRM with large text boxes where you can internally share details about the client and the sales process.

Customer support automation. Customer support software is a touchy topic; over-automating could not only lose future business, but risk your current customers.  Good support automation means giving clients multiple places where they can find answers. Searchable knowledge-base tools automate the answering of common questions from pricing to payment to some technical questions. Social media tools like Hootsuite and Buffer may fit into the marketing column, but are most important for customer support. When something goes wrong, when customers are frustrated or can't find your contact info, they resort to the public arenas of Facebook and Twitter first. To seem responsible and be responsive, you must use a social media monitoring tool that you and your colleagues have connected to your cell phone for fast response, any time, any place. Even if you simply respond by asking them to send you their problem details so you can fix it first thing Monday morning, both your current customers and those prospects peeking in on your social media channels will note you responded within the hour.

Once you've automated the basics, make sure customers know how and when they can get in touch with an actual human being. Your website footer and your social media must have a phone number or in-use Skype for customer service. You should show when support is available (and specify time zones), but then also offer a place with a simple form they can fill out with phone number and a few different times (with area code) to call them back.

When something goes awry, or even when a customer is clearly satisfied, other team members need to know. Opt for a customer support or tech support tool that integrates with your CRM or sales tools so that the sales rep can know if something went wrong on the support end and be prepared with how the call was handled. Most importantly, remember, you can automate but you can't lose the human touch in your business, particularly with customer service.

Go with what works for you and your business. As a CEO or manager, you should examine each of your business processes and determine where automation will work for you and for your customers. Take advantage of business software free trials to experiment, and focus on tools that work together to streamline your operations. While software expenses are tax write-offs, adding more tools than you can use will slow you down. Experiment with the right level of automation for you and your team. And it's not just automation that will grow your revenue rapidly. "Another huge contributor to keeping costs down and revenues up is teaching efficient practices in all areas of the business - whether it's as complicated as assembling a product or as simple as teaching keystroke shortcuts on a keyboard, every efficiency means higher productivity and lower cast," Arkell said.

Always look for the right combination of the human touch and the tricks of technology to make your business prosper.

Large businesses seem to have all the advantages-economies of scale, pricing power and brand recognition, to name a few. But small businesses across the United States are beating larger competitors through one simple idea: creating better customer experiences.  While many large businesses provide good customer value, consolidation in industries from banking to mobile phone carriers has decreased competition and in many cases worsened customer experiences. Some large businesses like Zappos and Starbucks excel at customer experience, but most customers find increasingly larger organizations offer significantly less personal service.

Here are five ideas that can differentiate your business from the faceless, impersonal giants customers confront every day, and turn customer experience into your ultimate competitive advantage.

First, Know Your Customers Better Than Your Competitors. Even in industries that have large, dominant players, small businesses succeed against the odds every day. They do so by knowing who their customers are and what they want. As a small business, you can forge deeper relationships with your customers and learn what truly matters to them. Technology is your friend. Never before has small business had better tools for managing and understanding its customers. Customer relationship management (CRM) systems (from basic solutions like Highrise to more robust solutions like Salesforce.com) cost only a few hundred dollars a month and will often give you as much power and functionality as the multi-million dollar systems used by large companies.

Second, Make Customer Experiences Truly Personal. Once you've begun to know your customers, use that data to create richer, more personalized experiences. Personalization is more than sending a birthday coupon or using the customer's name in an email blast; effective personalization uses customer preferences to create a customized experience. Personalization does not have to be elaborate. "Will you wait or do you need a loaner?" is a typical question from the service department at an auto dealership. That phrase could be: "I know you generally prefer a loaner, Mr. Smith; would you like me to reserve one?" Personal touches like this one make customers feel like valued guests.

Third, Rapid Response Is Your Secret Weapon. Shortening the feedback loop, the amount of time from contact to response, is one of the easiest ways to differentiate your customer experience from larger organizations-and from many small ones as well. How fast your organization responds to customer issuesk and how well you "close the loop" (make sure both the issue and the cause of the issue are resolved) can go a long way towards creating a customer experience that is often not replicated by larger organizations.

Fourth, Bend at the Places Big Business Breaks. In larger companies, local stores and personnel are often boxed in by policies and procedures created by legal and operations departments hundreds of miles away. These rules are not always ill-advised, but they are often driven by other factors than the customer experience. They often lack the flexibility to know when a rule can be put aside for the benefit of the customer. You do know. Make sure you know which processes and policies are iron-clad and which can be bent or adapted. Use the nimbleness of your size to your advantage. When you can, make exceptions, circumvent processes, and override policies to make each customer experience as exceptional as possible.

Fifth, Empower Your Teams to Power Your Experiences. Once you embrace flexibility, do so as an organization. Empower all your employees to be flexible, not just supervisors and managers. While most large companies keep a firm grip on everything, customer service legend Ritz Carlton showed the effectiveness of empowerment by granting any employee up to $2,000 to solve a customer issue without needing management approval. The dollar amount is unimportant; it is the principle that is useful. Use smart empowerment to allow your employees to solve as many problems in real-time as possible. Don't let budget concerns prevent circumventing processes. Make sure that your people do not have to fill out three reports to solve a simple service issue. Empower them so that five-dollar problems don't escalate into five hundred dollar problems.

These five ideas can help any small business to use customer experience to establish advantage over larger competitors. Speed and flexibility are your assets; use them to make every customer experience a great one!

We thank Adam Toporek, the owner of CTS Service Solutions and the author of Be Your Customer's Hero: Real-World Tips & Techniques for the Service Front Lines, for these comments. You can find more of his ideas at the Customers That Stick blog.