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Watch This Video Before Starting Your Cake Business Plan PDF!

Checklist for Starting a Cake Business: Essential Ingredients for Success

If you are thinking about going into business, it is imperative that you watch this video first! it will take you by the hand and walk you through each and every phase of starting a business. It features all the essential aspects you must consider BEFORE you start a Cake business. This will allow you to predict problems before they happen and keep you from losing your shirt on dog business ideas. Ignore it at your own peril!

For more insightful videos visit our Small Business and Management Skills YouTube Chanel.

Here’s Your Free Cake Business Plan DOC

This is a high quality, full blown business plan template complete with detailed instructions and all related spreadsheets. You can download it to your PC and easily prepare a professional business plan for your Cake business.
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Free Book for You: How to Start a Business from Scratch (PDF)

A Step by Step Guide to Starting a Small Business
This is a practical manual in a PDF format, that will walk you step by step through all the essential phases of starting your Cake business. The book is packed with guides, worksheets and checklists. These strategies are absolutely crucial to your business' success yet are simple and easy to apply.

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https://www.bizmove.com/free-pdf-download/how-to-start-a-business.pdf

Running the Meeting

The chairman should make the meeting as relaxed and informal as possible. He should resort to Robert's Rules of Order only when attendance is large or debate becomes heated. The chairman should "manage" the meeting, speak when appropriate, encourage discussion, seek a consensus, and summarize. Under no circumstances should the chairman be unprepared, "hog" the discussion, play the comic, chastise a participant, or let the meeting run by itself.

The meeting will not get off the ground unless the participants know where they are going. Therefore, it is important that the chairman make a concerted effort to ensure that:

• Every participant has a clear understanding of the meeting objectives at the start of the meeting.

• Each agenda item has a time allocation. The time limit for the meeting should be announced when the agenda is published, or at the beginning of the meeting.

• The objective(s) remain valid throughout the meeting. If not, they should be revised.

Meeting objective(s) can be communicated more readily if the chairman does not try to force them on the participants. A consensus about the objectives at the beginning will vastly improve chances for success of the meeting.

Do you play your role well at a meeting? For a meeting to succeed, the chairman must display strong leadership and he and the participants must be willing and determined to:

• Become acquainted with each of the participants and carry on a light conversation with them during the "warm-up" session at the beginning of the meeting.

• Give the other participants an opportunity to present their ideas, opinions, and recommendations without interrupting or degrading their comments.

• Listen wisely and well to the other participants.

• Accept new or fresh thoughts and ideas expressed by other participants, provided these thoughts and ideas support the objective(s) of the meeting.

• Assist in the process of arriving at a consensus by combining ideas with those of others, reconciling them through compromise, or coordinating them with other ideas.

• Do away with non-relevant issues, perceptions, or personal conjectures as soon as they arise and before they can become disruptive.

• Always be patient and flexible (but with caution).

Major Problems in Running a Meeting

One of the major problems a group often faces at the beginning of a meeting is reaching agreement on both top-level and sub-level objec­tives. The objectives must be agreed upon before the meeting proceeds, if it is to be successful.

A second major problem concerns the personalities of participants. For example, the chairman may be dominant/submissive, have a desire to be liked, or want to impress his superiors. On the other hand, the invited participants may be self­-centered, talkative/shy, aggressive/defensive, argumentative/un­responsive. The participants may have trouble communicating because of differences in age, rank, expertise, and prestige. The ideas of some participants may be ignored and others ridiculed. The mood of the group may be one of elation, depression, or regression.

There is no way to avoid these personality problems; therefore, the challenge facing the chairman is how to deal with them effectively. The answer is based upon creating an environment for effective communication. The problems can usually be resolved if the participants can communicate with one another. The problems will not be resolved if they remain hid­den.

A firmly established, finite time limit for the meeting is the single most effective means of eliminating non-contributory discussion. It gives the group a com­mon purpose and helps the chair- man police inappropriate comments.

Another major problem that groups sometimes face is having participants become lost in the problems they are attempting to solve. When this happens the chair­man must take positive action to bring the meeting back on target. He can do this by taking one of the following two courses of action:

• Halting the discussion and redirecting the meeting.

• Halting the discussion and trying to find out where it is heading. If it is heading in a direction the participants feel is proper, he can allow the discussion to continue where it left off. If the meeting is heading in the wrong direction, he can change the direction.

The latter is preferable. Failure to do anything almost guarantees failure of the meeting. Halting the discussion and redirecting the meeting without providing an opportunity for participants to com­ment tends to create a debilitating emotional reaction. This might lead to withdrawal of some participants from further discussion, or precipitate aggression. When the participants pause to consider where the discussion is heading, there will be few adverse effects and the prog­ress of the meeting may be enhanced.

A fourth major problem a group might face is how to make a decision at the proper time. If the chairman feels a consensus has been reached, he should cut off further discussion. A decision reached by consensus is the one most likely to be carried into action effectively. Decisions imposed on a minority by the majority of participants, or on the participants by the chairman, are not likely to be lasting or effective.

Groups often fall short in trying to reach decisions. Outside pressures or deadlines tend to foster majority-type or chairman-type decisions. Therefore, it is imperative that the chairman attempt to create an environment to make a consensus easier to obtain. Such an environment develops when each participant is given an opportunity to be heard or to voice an objection. In any case, before the meeting time limit expires the chairman should try to get the participants to agree that a decision is necessary, even if it falls short of unanimity.

Coping with Weakness

In order to make meetings more effective, one must be acquainted with the major weaknesses and ways to cope with them. The most common weaknesses of meetings are that they are slow, expensive, tend to produce a leveling effect, or lead to dilution or division of respon­sibility. Let's take a closer look at each of these weaknesses.

Meetings tend to be a slow way to get things done. They do not lend themselves to quick, decisive ac­tions. One observer of committee meetings stated, "They keep minutes and waste hours." Delays are not always bad. Delays provide time for objective reviews or ideas and development and/or con­sideration of alternatives. Thus, delays can lead to better decisions. For a meeting to be effective, those with expertise and/or the need for action, should attend. Inviting experts and providing sufficient time to consider alternative solu­tions to problems increases the cost of a meeting. However, the cost to an organization if the meeting is not held may be far greater.

There is a tendency at meetings to bring the individual thinking of the participants in line with the average quality of the group's thinking. This leveling effect takes place when a participant begins to think less as an individual and adapts the ideas of other participants. The normal tendency is to accept ideas of the most dominant individual at the meeting although his ideas may not be the best. Leveling is not always undesirable; it tempers unreasonable ideas and curbs autocrats. The chairman should try to curb the leveling tendency. One way to keep a dominating participant in check is to seat him directly to the chairman's right.

The tendency for a decision made at a meeting to dilute or divide responsibility is a serious one. When this happens, weak managers are prone to blame their failures on that decision. Such comments as "I didn't support this approach at the meeting" are used to explain their failure to perform effectively. The chairman must be attuned to deci­sions that tend to dilute or divide responsibility and find a way to avoid them. All of the participants should be given an opportunity to express their viewpoints before the decision is made.

 

 

Once you have decided what type of Company you want to start and The investment requirements, you are prepared to decide on a
location. The number of aggressive businesses already in the region should affect your choice of location. Some areas are
bombarded with support channels or certain types of restaurants. Check on the amount of your kind of company from Census figures,
the yellow pages, or by checking out the place.

Factors Aside from the potential market, availability of Workers And number of aggressive businesses must be considered in
choosing a place. For instance, how adequate are utilities - sewer, water, power, gas? Parking facilities? Police and fire
protection? What about home and environmental things like colleges, cultural and community activities for employees? What's the
average price of the location in rents and taxes? Check on zoning regulations. Evaluate the business of the local business-people,
the aggressiveness of civic organizations. In short, what's the town spirit? Such factors should give you an idea to the city or
city's future.

Chambers of Commerce and nearby universities usually have created or Are familiar with local polls that can provide answers to
these questions and the many other questions which will occur to you.

Then you have to decide in what part of town to find. If the town is Very little and you're establishing retail or service
business, there'll probably be little option. Only 1 shopping area is present. Cities have outlying shopping centers along with
the central dining area, and stores spring up along principal thoroughfares and local streets.

Consider the shopping center. It's different from different locations. The shopping centre building is pre-planned as a
merchandising unit. The site was intentionally selected by a programmer. On-site parking is a frequent feature. Customers may
drive in, park and do their buying in relative speed and safety. Some facilities provide weather protection. Such amenities make
the shopping centre an advantageous location.

Additionally, there are some limitations you ought to know about. As a tenant, You become a part of a retailer group and must pay
your pro rata share of the budget. You must keep shop hours, light your windows, and set your signals according to established
rules. Many communities have restrictions on evidence and the middle management may have further limitations. Moreover, if you are
thinking about a shopping centre for your first shop you may have an extra problem. Developers and owners of shopping centers
start looking for successful retailers.

The type and Wide Range of merchandise that you carry helps determine the Kind of purchasing place you choose. For example,
clothing shops, jewelry stores and department stores are more likely to be prosperous in shopping districts. On the flip side,
grocery stores, drug stores, filling stations, and bakeries do better on main thoroughfares and neighborhood streets outside the
shopping districts. Some sorts of stores customarily pay a low rent per square foot, while others cover a high rent. In the"low"
class are furniture, grocery stores and hardware stores. In the"large" are cigar, medication, women's furnishings, and department
stores. There is no hard and fast rule, however it is helpful to observe in which kind of area a shop like yours most often seems
to flourish.

After deciding an area ideal for your type of business, Obtain as many details as possible about it. Check the competition. How
many similar companies can be found nearby? What exactly does their sales volume seem to be? If you're establishing a shop or
service trade, how far do people come to trade in the region? Are the visitors patterns favorable? If the majority of your clients
will be local inhabitants, study the population trends of the area. Is population climbing, static or declining? Are the people
native-born, mixed or chiefly foreign? Are new cultural groups coming in? Are they predominantly laborers, clerks, executives or
retired men? Are they all ages or mostly retired, middle aged, or young? Judge buying power by assessing average house rental,
typical real estate taxation, number of phones, number of cars and, even if the amount is available, per capita income. Larger
shopping centers have this type of information out there, and will make it available to serious prospective tenants.

Zoning ordinances, parking availability, transport facilities And natural barriers - such as bridges and hills - are important
considerations in locating any kinds of business. Potential sources for this info are Chambers of Commerce, trade associations,
real estate companies, local papers, banks, city officials, neighborhood merchants and private observation. If the Bureau of the
Census has developed census tract information for the particular area in which you are interested you'll find this especially
helpful. A census tract is a small, permanently recognized, geographical place within a large city and its environs. The Census
Bureau provides population and housing characteristics for each tract. This information could be valuable in measuring your market
or service potential.

Choosing the actual site within an area may well be accepting what you May get. Not too many plants or buildings will be suitable
and in the exact same time, accessible. Should you have an option, make sure you consider the chances carefully.

For a production plant, consider the condition and suitability Of the building, transportation, parking facilities, and the sort
of lease. For A store or service establishment, check on the nearest competition, traffic Flow, parking facilities, road location,
physical facets of the building, Type of rental and cost, and the speed, price and quality of transport. Additionally Investigate
the history of the site. Find answers to these queries as: Has the Building remained empty for any amount of time? Why? Have
various Kinds of Stores occupied it for brief periods? It might have proved unprofitable for them. Websites on which many
enterprises have failed ought to be avoided. Vacant buildings Do not bring traffic and are generally regarded as poor neighbors,
so check on nearby unoccupied buildings.

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