Keep it in the family

Successfully working with your family is all about getting the ingredients right, says Heather Douglas, founder of a home business information and advice website, www.homebizbuzz.co.nz.

Couples considering combining business and bed must first ask themselves: Why? Lifestyle? Financial reasons? Or both?

Then they need to choose a business to suit those needs and make sure they have strong legal and emotional boundaries around its operation, cashflows and budget projections.

Find the right recipe Many couples don't realise how vital a business plan is when setting up, says Douglas.

"It gives you clear direction because together you write down why you're going into business, what you aim to achieve and how you intend to achieve it."

Having similar goals has been a key ingredient for Grahame Dawson and Alex Ross of Dawson's Catering, who have been in business six years of their 12-year relationship.

"We both want the benefits of success. We have the same drive and ambition which makes such a difference in business," explains Ross.

Add in partnership

An equal partnership is a must if a couple is to succeed in business, says Julie Richards who, with husband Derrin, set up an online bookstore and book search service, Quo Vadis, three years ago.

"Any woman should learn all aspects of that business," says Richards. "Otherwise, if something happens to your husband, you'll be stuck with a business you don't know how to run."

And that means having an equal say in decisions. In Quo Vadis' early days Richards held back at times, only to find her instincts were right.

"So I've learned to be more confident and voice my opinion."

Don't confuse ingredients

Accept and acknowledge each other's skills and divvy jobs to your strengths, says Richards, who is the "stone turner" of Quo Vadis while Derrin is the "tree shaker".

"He sees the bigger picture, I like to leave no stone unturned."

Having defined roles is important. So is letting your other half get on with their job while you get on with yours, say Mike and Wendy Duncraft, Mr Rental whiteware franchisees.

Ross and Dawson describe themselves as Mr Rational (business and marketing) and Mr Emotional (chef and events creation).

Dawson says he has to accept the restraints of a budget put together by Ross, even if he wants to splurge out more. "You need to know and respect strengths."

Mix in legal agreements

A legal framework provides security if things go wrong, say Dawson and Ross, who were guided on potential pitfalls by their accountant.

"Because we're not a legally married couple we have legal documents in place to cover scenarios like death or splitting up," says Ross. Both have 50-50 shareholding.

Add strong boundaries

You need to have boundaries around where work finishes and home begins, says Douglas.

The Richards got very stressed over the expensive exercise of developing their first website. "After that we decided never to talk about money late at night when we were too tired to be reasonable," says Julie Richards.

In consideration of their two preschoolers, they try to contain work hours by using the answerphone after hours from their home-based office.

The Duncrafts find business discussions tend to flow into home.

"But when we're at home at the end of the day we don't talk business until the [two] kids are in bed because they certainly don't want to hear about it," says Wendy Duncraft.

At Dawson's Catering the couple meet outside the office once a week with Dawson's sister Helen to discuss workplace management.

"Helen isn't a shareholder, but was involved at the start with Grahame and is an integral part of the company," explains Ross.

Sieve communications

While knowing each other intimately brings easy communication, it can also bring strife. You don't need formal protocol when communicating, but you need to be careful, says Richards.

"I've learned to watch myself and think, 'Is it fair saying this to Derrin in this situation because I wouldn't say it like that in a workplace environment?"'

Fold in special extras

While most don't reach the levels of the Murdoch empire when it comes to employing children, many couples do involve their offspring.

Mike Duncraft's 10-year-old son helps with deliveries, meeting customers and seeing how the business works.

"Our children are our priority but sometimes work has to come first and he now sees what has to be done."

This is a big part of having a home business for Douglas.

"It is a big plus that my children [11 and 8 ] will get a deeper understanding with a hands-on involvement that will make them more aware of the business environment."