Checklist for Starting a Commercial Cleaning 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 Commercial Cleaning 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!
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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 Commercial Cleaning 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
How to Hire
Salespeople
A most critical point in the
management of retail salespeople is the initial decision to
hire. Some hiring mistakes can be difficult to correct. The
person who does an unsatisfactory job because of incompetence or
disinterest can jeopardize the morale of the organization.
Obvious hiring mistakes are easily
corrected. If employees are dishonest, openly offensive to
customers, and regular violators of store regulations who ignore
your warnings to straighten out, you fire them. In so doing, you
restore the morale of those other employees who have been
pulling the load wondering why "so-and-so can get away with
anything."
A more difficult problem is the
careless or indifferent employee. Neither guilty of any serious
offenses nor deserving of praise for effective performance, this
person simply puts in his or her time, contributing little or
nothing to the store's success.
Problem Avoidance
Both of these problems are more
easily avoided than corrected. Correcting personnel problems
takes time. Time to identify the problem. Time to take action.
And time means money. Sales are lost, loyal customers are lost,
and unnecessary expenses are incurred. Even if the problem is
identified fairly soon, and the person is promptly terminated,
you are still faced with the cost of hiring a replacement -
sometimes an expensive process.
Turnover Costs
In a small business, the cost of
employee turnover cannot be measured in dollars alone. Turnover
also demands a substantial amount of the owner's time in
recruiting, interviewing, selecting, training, and developing a
replacement. Repeating this process several times yearly to fill
a single position will leave the owner with little time left to
attend to other important aspects of the business. All of these
problems - unnecessary costs, lost sales revenue, and lost time
- are best prevented when the hiring decision is made.
Job Determination
The hiring decision begins with a
precise determination of the job to be filled. Hiring only to
meet specific needs eliminates unnecessary turnover costs and
the threat to the morale of other employees when a person with
an ill-defined position is apparently pulling less than a
reasonable share of the load.
Large businesses can afford to hire
apparently talented people in the anticipation that they will
find a spot for them in the organization and develop their
managerial talents. Few, if any, small businesses can afford
this luxury. When a person is hired by a small business, there
must be a specific job for that person to fill. The job must be
necessary and productive. Unless a specific opening exists, any
decision to hire should be postponed.
Recruitment
After deciding upon a specific
position to be filled, you should recruit candidates through all
reasonable channels such as the following:
Present employees. People now working
for you may know of others who would be interested in the job
and able to perform up to your expectations. Since your present
employees know your expectations, and the persons they
recommend, their judgment may be helpful in the hiring decision.
Since they also feel some responsibility for the hiring
decision, they can be helpful in the person's development.
Classified advertising. Perhaps the
most common source of recruitment. An advertisement in the
classified section of your local newspaper that accurately
describes the job can attract a host of candidates. Applications
can then be screened and reviewed, with promising applicants
granted an interview.
Employment agencies. Local employment
agencies usually have candidates for retail selling positions.
Although the cost is sometimes high, the pre-screening performed
by a reputable agency will often remove a substantial managerial
burden to justify the agency's fee.
Government agencies. Local
unemployment offices, welfare offices, and job training programs
can often provide experienced or trained personnel to fill
retail sales positions.
Personal Interview
In hiring people for retail selling
positions, a personal interview is particularly important. The
job that they are expected to fill involves dealing with people
in situations where first impressions are critical. Therefore,
the impression that they make with the interviewer and their
ability to communicate in the interview is often a meaningful
indicator of their ability to perform on the job later.
Interviewing Guidelines
When conducting an interview, try to
use the following guidelines:
Let the person talk. As somebody once
said, "When you're talking, you're not learning anything." You
want to learn about the person. You will only learn by
listening. As you listen to the person talk, consider how you
would react as a customer. Do you find the person persuasive,
pleasant, informative, and cooperative? Or do you find the
person disinterested, arrogant, or boastful? Chances are, your
customers' reactions will be similar to your own.
Ask about previous work experiences.
Find out if they were satisfactory or unsatisfactory. What are
the person's reasons for leaving the prior job? If a person left
several jobs because of personality differences with the
employer, this probably indicates an unfavorable attitude that
will only be perpetuated. Perhaps the cause of the
personality differences was the employee, not the employer. Ask
the question, "How do you plan to correct this problem of
personality clashes that seems to develop on every job?"
Ask about educational experience.
First, determine the applicant's relevant education or training.
Even if no formal education is relevant, the person's ability
and willingness to learn might indicate how well he will learn
to perform the job you wish to fill.
Describe the job in as much detail as
is reasonably possible. Give descriptions of typical
situations that might arise and ask the applicant how he or she
would handle it. "What would you say to a customer with a
complaint?", "What color blouse would you recommend to
complement a red plaid skirt?"
You shouldn't expect responses to be
as expert as your own, but training could make them so. Don't be
discouraged or discouraging. Offer some praise such as, "That's
a good way to go about it. If we hire you, we can teach you
several other ways to handle situations such as that."
A detailed description lets the
person know your expectations from the earliest stage. It also
lets the person make a realistic personal judgment as to his or
her ability to fill the job.
This article Provides managing your Company
tips and Handle business advice. But you aren't ready to start
your own business till
you've given some thought to managing
it. A company is a continuous activity that does not run itself.
As the supervisor you will
have to set goals, determine how
to reach those goals and also make all the required decisions.
You'll need to buy or make your
product, price it, promote it
and sell it.
You will need to keep records, and
determine prices. You'll Have to Control inventory, make the
right buying decisions and keep
costs down. You will have to
hire, train and motivate employees today or as you grow.
Setting Business Management Goals. Great small business
management Is the key to success and good management starts with
establishing goals. Establish goals for yourself for the
accomplishment of many activities required in establishing and
managing
your business successfully. Be specific. Write down
the goals in measurable terms and conditions of functionality.
Break major
targets down to sub-goals, demonstrating exactly
what you expect to attain in the next two to three months, the
subsequent six
months, another calendar year, and the
subsequent five years. Beside each target and sub-goal place a
particular date showing when
it's to be attained.
Plan the action you must take to achieve the goals. While the
attempt Required to reach each sub-goal should be great enough
to
challenge you, it shouldn't be so good or unreasonable as
to discourage you. Do not plan to achieve too many targets all
at one
time. Establish priorities.
Plan in advance
how to quantify results so you can know exactly how Well you're
doing. This is what's meant by"measurable" goals.
If you can
not keep score as you move along you are likely to eliminate
motivation. Re-work your plan of activity to allow for
obstacles that might stand on your way. Try to foresee obstacles
and plan strategies to stop or minimize them.
Buying.
Skillful buying is an important essential of profitably Managing
a business. This is true whether you are a wholesaler or
retailer of product, a producer or a service company proprietor.
Some retailers say it is the most significant single element.
Product which is carefully bought is easy to sell.
Determining what to buy means finding out the Kind, type,
quality, Brand, size, color, style -whatever applies to your
particular
inventory - that will sell the best. This requires
close attention to salespeople, trade journals, catalogs, and
especially the
likes and dislikes of your regular clients.
Assess your earnings records. Even the producer should see the
issue through the eyes
of clients before deciding what
materials, components, and materials to purchase.
Know
your regular clients, and also make a good evaluation of the
People you hope will become your customers. In what
socioeconomic category are they? Are they homeowners or renters?
Are they searching for cost, style or quality? What is the
predominant age group?
The age of your clients can be a
prime consideration in Establishing a buying pattern. Young
people buy more frequently than most
elderly people. They
need more, have fewer duties, and spend more on themselves. They
are more aware of style trends whether in
sporting apparel,
cars or electronics. If you decide to appeal to the young trade
only because they appear dominate in your area,
your buying
pattern will be completely different than when the conservative
middle-aged clients appear to be in most.
Study trade
journals, newspaper advertisements, catalogs, window Displays of
companies like yours. Ask advice of salespeople
offering you
product, but buy sparingly from several suppliers instead of
one, analyzing the water, so to speak, until you know
exactly
what your best lines will be.
Finding suitable
merchandise sources isn't easy. You may buy Directly from
producers or producers, from wholesalers, distributors
or
jobbers. Select the suppliers who sell exactly what you want and
can deliver it when you want it. (Distributors and jobbers are
used by most business people for quick fill-ins involving
factory shipments.)
You may spread purchases among many
suppliers to gain more Favorable prices and promotional
material. Or you may focus your
purchases among a small
number of suppliers to reevaluate your credit issues. This may
also allow you to become famous as the
vendor of a certain
brand or line of merchandise, and to maintain a fixed benchmark
in your products, if you're buying stuff for
manufacturing
purposes.
When to buy is essential if your company will
have seasonal Variations in sales volume. More stock will be
required ahead of the
seasonal upturn in sales quantity. As
earnings decrease, less merchandise is needed. This means
purchases of goods for resale and
materials for processing
must change accordingly.
At the start, how much to
purchase is insecure. The best policy is To be frugal until
you've had enough expertise to judge your
wants. On the flip
side, you can't sell product if you don't have it.
To
help solve buying problems, you should Start to maintain stock
Control records simultaneously. This will help you keep the
stock in equilibrium - neither too large nor too little - with a
suitable proportion and adequate range of products, sizes,
colors, styles and qualities.
Basically there are two
types of stock control - control in Bucks and command in
physical components. Dollar controls reveal the
sum of money
spent in each merchandise category. Unit controllers indicate
the number of individual items when and from whom
purchased
by class. A fantastic stock control system is able to help you
determine everything, from whom, when, and how much to
purchase.
Pricing. A lot of your success in manage a
business will depend on The best way to price your services. If
your prices are too
low, you will not pay Expenses; too high
and you'll lose sales volume. In both cases, you will not Make a
profit.
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