One way to go without limiting yourself is to figure out a baseline.

While putting together your business plan you'll do a cost/profit analysis for each of the aspects of business that you are able to do. The easiest way to start is by leaving those that you see as "value-added" activities but that aren't going to be the key financial drivers into the business plan, but as secondary activities to be implemented as cash flow and demand allows. Allowing yourself room to grow into those activities.

Centralize yourself, as you begin, around the activities that will drive your cash flow most effectively and add the others as time goes by. You'll be surprised, I think, to find that often the drivers will kick into gear by themselves and you'll find that demand drives your activities, as opposed to you choosing which activities to offer.

Take great care to ensure that all educations and licensing are in place prior to offering the niche and then you come to the table with the elevated "quality controls", if you will, that the field will demand.

I also had a thought that the insurance companies will like having these services available on an on-call basis.

T

Tina Brooks, VP Marketing
Brooks Pepperfire Foods, Inc.
Makers of Peppermaster Hot Sauces
http://www.peppermaster.com

Eat more peppers!