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Watch This Video Before Starting Your Charter Fishing Business Plan PDF!

Checklist for Starting a Charter Fishing 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 Charter Fishing 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 Charter Fishing 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 Charter Fishing business.
Click Here! To get your free business plan template

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 Charter Fishing 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.

Copy the following link to your browser and save the file to your PC:

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

Going Outside for Marketing Research Data

Once you've exhausted the best sources for information about your market, your internal data, where do you go? Well, the next steps in the process are to do primary and secondary research on the outside.

Secondary research first

Naturally, since it's called secondary research, you do it before you undertake any primary research. Secondary research simply involves going to already published surveys, books, magazines and the like and applying or rearranging the information in them to bear on your particular problem or potential opportunity.

For example, say you sell tires. You might reasonably guess that sales of new cars three years ago would have a strong effect on present retail sales of tires. To test this idea you might compare new car sales of six years ago with the replacement tires sales from three years ago.

Suppose you found that new tire sales three years ago were 10 percent of the new car sales three years previous to that. Repeating this exercise with car sales five years ago and so on, you might find that in each case tire sales were about 10 percent of the new car sales made three years before. You could logically conclude that the total market for replacement tire sales in your area this year ought to be about 10 percent of the new car sales in your locality three years ago.

Naturally, the more localized the figures you can find the better. While, for instance, there may be a decline nationally in new housing starts, if you sell new appliances in an area where new housing is booming, you obviously would want to base your estimate of market potential on local condition. Newspapers and local radio and TV stations may be able to help you find this information.

There are many sources of such secondary research material. You can find it in libraries, universities and colleges, trade and general business publications, and newspapers. Trade associations and government agencies are rich sources of information.

Primary research, the last step

Primary research on the outside can be as simple as your asking customers or suppliers how they feel about your store or service firm or as complex as the surveys done by the sophisticated professional marketing research giants. It includes among its tools direct mail questionnaires, telephone or "on the street" surveys, experiments, panel studies, test marketing, behavior observation, and the like.

Primary research is often divided into "reactive" and "nonreactive" research. The "peanut shell study" at the beginning of this Guide is an example of nonreactive primary research: it was a way of seeing how real people behaved in a real "market situation" (in this case how they moved through the store and which displays attracted their attention) without influencing that behavior even accidentally.

Reactive research (surveys, interviews, questionnaires) is probably what most people think of when they hear the word "marketing research." It's the kind best left to the experts, since you may not know the right questions to ask. There's also the danger that either people won't want to hurt your feelings when you ask them their opinions about your business or they'll answer questions the way they think they are "expected" to answer, rather than the way they really feel. If you feel you can't afford high-priced marketing research services, ask nearby college or university business schools for help.

What You Can Do

Marketing research is limited only by your imagination. Much of it you can do with very little cost except your time and mental effort. Here are a few examples of techniques small business owner-managers have used to gather information about their customers.

License plate analysis

In many states license plates give you information about where a car's owner lives. You can generally get information from state agencies on how to extract this information from license numbers. By taking down the numbers of cars parked in your location you can estimate your trading area. Knowing where your customers live can help you aim your advertising for good effect. Or, how about tracing your competitors' customers using the same approach to win them for your business.

Telephone number analysis

Like license numbers, telephone numbers can tell you the areas in which people live. You can get customers' telephone numbers on sales slips, from checks and credit slips, and the like. As noted before, knowing where your customers live can give you an excellent idea of the way they live and what they are like.

Coded coupons and "tell them Joe sent you" broadcast ads

You can check the relative effectiveness of your advertising media by coding coupons and by including phrases customers must use to get a discount on some sale item in your broadcast ads. This technique may also reveal what areas your customers are drawn from. Where they read or heard about the discount offered in your ads will also give you information about their tastes.

People watching

You can learn a great deal about your customers just by looking at them. How they dressed? How old do they appear to be? Are they married? Do they have children with them? This technique is obvious and most owner-managers get their feel for their clientele just this way. But how about running a tally sheet for a week keeping track of what you're able to tell about your customers from simple outward clues? It might just confirm what you've thought obvious all the time, but it might also be instructive.

 

 

As Soon as You have decided what type of Company you want to Begin and The investment requirements, you are prepared to select a
location. The amount of aggressive companies already in the region should affect your choice of location. Many regions are
bombarded with support stations or certain types of restaurants. Check on the number of your type of business from Census figures,
the yellow pages, or by personally checking out the place.

Factors Aside from the potential market, availability of Workers And number of competitive businesses must be considered in
selecting a location. For example, how adequate are utilities - sewer, water, electricity, gas? Parking facilities? Fire and fire
protection? What about housing and environmental things such as colleges, cultural and community activities for workers? What is
the average cost of the location in taxes and rents? Assess on zoning regulations. Evaluate the business of the local
business-people, the aggressiveness of civic organizations. In summary, what's the town spirit? Such factors should provide you an
idea into the city or city's future.

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

Next you must decide in what area of town to locate. If the town is Very small and you are establishing retail or service
business, there'll most likely be little choice. Only 1 shopping area is present. Cities have outlying shopping centers along with
the central shopping area, and shops spring up along main thoroughfares and neighborhood streets.

Consider the shopping centre. It is different from different locations. The shopping center construction is pre-planned as a
merchandising unit. The site was deliberately selected by a programmer. On-site parking is a frequent feature. Clients may drive
in, park and do their shopping in relative safety and speed. Some centers provide weather protection. Such conveniences make the
shopping center an advantageous site.

There are also some limitations you ought to know about. As a tenant, You become part of a merchant team and must pay your pro
rata share of the budget. You have to keep store hours, light your windows, and place your signs according to established rules.
Many communities have restrictions on evidence and the middle management may have additional limitations. What's more, if you're
thinking about a shopping center for your first shop you may have an additional issue. Developers and owners of shopping centers
look for successful retailers.

The type and variety of merchandise that you carry helps determine the Type of shopping place you select. By way of example,
clothing shops, jewelry stores and department stores are more likely to be more prosperous in shopping districts. On the other
hand, grocery stores, drug stores, filling stations, and bakeries usually do better on main thoroughfares and local streets
outside the shopping districts. Some kinds of stores customarily pay a low rent per square foot, while others pay a high rent. In
the"low" category are furniture, grocery stores and hardware stores. In the"large" are cigar, medication, women's furnishings, and
department stores. There's not any hard and fast rule, but it's helpful to observe in what type of area a shop like yours most
often seems to flourish.

After determining an area best suited to your type of business, Obtain as many facts as possible about it. Check the competition.
How many similar companies are located nearby? What does their sales volume appear to be? If you are establishing a store or
service transaction, how far is it that people come to trade in the area? Are the visitors patterns favorable? If the majority of
your customers will be local inhabitants, research the population trends of the area. Is population climbing, static or declining?
Are the folks native-born, blended or mostly foreign? Are new ethnic groups coming in? Are they mostly laborers, clerks,
executives or retired persons? Are they all ages or mostly retired, middle aged, or young? Judge purchasing power by assessing
average home rental, average real estate taxes, number of telephones, number of cars and, if the figure can be obtained, per
capita income. Bigger shopping facilities have this sort of information available, and will ensure it is available to serious
prospective tenants.

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

Deciding upon the actual site in a area may well be taking what you May get. Not too many plants or buildings will be appropriate
and in the exact same time, available. If you do have an option, make sure you consider the chances carefully.

For a manufacturing plant, consider the condition and suitability Of the building, transportation, parking facilities, and also
the sort of lease. For A store or service establishment, check on the nearest competition, traffic Flow, parking amenities, street
location, physical aspects of the construction, Type of rental and price, and the rate, cost and quality of transport. Also Look
into the history of the site. Find answers to such queries as: Has the Building remained vacant for any length of time? Why? Have
various Kinds of Stores occupied it for brief periods? It may have proved unprofitable for them. Sites on which many businesses
have failed ought to be avoided. Vacant buildings Do not attract traffic and are generally regarded as poor neighbors, so check on
nearby unoccupied buildings.

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