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Watch This Video Before Starting Your Commercial Cleaning Business Plan PDF!

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!

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

Here’s Your Free Commercial Cleaning 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 Commercial Cleaning 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 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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