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Watch This Video Before Starting Your Content Writing Business Plan PDF!

Checklist for Starting a Content Writing 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 Content Writing 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.

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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 Content Writing 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

How to Motivate Your Team

Historically, the concept of motivation has evoked heroic images. Fearless leaders whose courage, dedication, rhetoric, and charisma inspired their followers to ignore their own self-doubts and overcome overwhelming odds.

This view of motivation makes great movies but does the concept a disservice. It makes motivation appear as an unattainable goal in itself, one that can't be reached by ordinary mortals. Yet, the motivation of people is an everyday function of small business owners.

Doing What's Best for the Business

In a small business, the task of motivation can be described in simple terms without epic overtones. Motivation in a small business is simply a matter of getting people to do what's best for the business.

Fear

In an earlier, more authoritarian society, the task was relatively simple. Fear was the motivator. The turn of the century coal miner knew that failure to meet his daily quota meant not only the loss of his job but also the loss of his home.

In today's commercial society, fear is no longer a valid motivator. In retailing, the salesperson motivated solely by fear would not be likely to project the image that you want for your business.

To realize the type of performance that you expect from your sales personnel, you want people to be motivated on a higher plane than that of fear.

Motivating the Employee

In a working environment, people are motivated by demon­strating to them how a job well done satisfies their human needs. There are a number of these basic human needs that you can fulfill. By satisfying them, you will be motivating your salespeople to do the job that you expect, the way you expect it.

Security Needs

Security needs are filled through compensation, benefits, job availability, and advancement  opportunities. In most retail selling, economic rewards are somewhat limited. The retail salesperson is often employed at a wage at or near the legal minimum. There are exceptions such as appliance sales, automotive sales, and door-to-door sales, where five-figure incomes are commonplace and six-figure incomes can be achieved. Similarly, service personnel in popular restaurants often realize incomes well above the national average. However, in most retail businesses, narrow profit margins restrict the owners' ability to pay attractive wages.

This presents the owner of a small retail establishment with a serious dilemma. The small retailer must compete with more profitable businesses to attract effective personnel. Frequently, the small business owner has higher expectations of salespeople's performance, relying heavily upon personal service as a way of attracting customers. Since small business owners cannot compete effectively in providing economic rewards, they must take full advantage of other motivators to offset the effects of inferior salaries and wages.

Few small businesses can afford retail sales personnel who are simply order-takers. Instead, they must depend  upon  sales personnel to assist customers, provide personal service and be courteous and friendly. These services permit the small retailer to compete with the giants.

The small retailer's competitive disadvantage in offering security rewards is not limited to salaries alone. Without the natural chain of command through which the talented and motivated individual can progress, advancement opportunities are limited. To some extent, opportunities for advancement can be made available. Better sales personnel can assume new responsibilities such as assisting with buying, training, and supervising. They can also participate in sales and profit growth and expansion, assuming new and more rewarding responsibilities - perhaps managing a new branch, location, or department.

Recognition

Beyond the security need, people also need recognition. This social need is a natural desire to be part of the group, to have your efforts recognized by those with whom you come in contact -customers or fellow employees. In this respect, praise for good performance is even more important than the reprimand for poor performance. Employees' behavior is often reinforced by the owner's reaction toward it. If you ignore a mistake or an oversight, you reinforce it by your inattention. If you neglect to praise a job well done, the employee may feel that it was unappreciated. Therefore, the employee will not repeat it, particularly if it required any extra effort.

By recognizing good performance when it occurs, you reinforce good behavior so your employee will be more likely to perform well again.

Often, it is the best employee who has doubts about his or her own performance. Having set high personal standards for performance, the employee may often have doubts as to whether or not performance is satisfactory.

Self-Fulfillment

To many people, the ultimate achievement is self-fulfillment. The satisfaction realized from a job well done. The self­-fulfillment of the athlete, the entertainer, the poet, or the author is easily recognized. Yet it exists at other levels of endeavor. The teacher is rewarded by the progress of pupils, the accountant is rewarded by the error-free trial balance, and the landscaper is rewarded by the beauty of the plantings. In each of these cases, the person's self-esteem is fulfilled by the knowledge of a job well done.

This same type of self-esteem can be developed within the retail environment so that employees look upon their jobs as something more than "another day, another dollar." Let us take a look at some of the personal achievements that can be realized by a retail salesperson that could fulfill the need for self-esteem.

A personal daily sales record.

Leading all other salespeople for a week or a month.

Selling the "unsellable" customer.

Discovering a new and effective selling technique.

Knowing that his or her selling efforts solved a customer's problem.

Achieving a record of zero customer complaints.

These opportunities for self-esteem are not always obvious, and they must be pointed out to people. Through your recognition of their efforts and their successes, you will be showing them how they can be more appreciative of their own work and find more fulfillment in a job well done.

 

 

This Report Provides managing your business tips and Handle business advice. However, you aren't prepared to begin your own
company till you have given some thought to handling it. A company is a continuous activity that doesn't run itself. As the
supervisor you'll have to set goals, determine how to achieve those goals and make all the necessary decisions. You will have to
purchase or create your product, cost it, promote it and sell it.

You will have to keep documents, and determine costs. You will have to Control inventory, make the ideal buying decisions and keep
prices down. You'll have to employ, train and motivate employees today or as you grow.

Setting Business Management Goals. Good small business management Is the secret to success and good management starts with setting
goals. Set goals for yourself for the accomplishment of the many activities necessary in establishing and managing your company
successfully. Be specific. Write down the goals in measurable terms of functionality. Break big targets down to sub-goals,
demonstrating what you expect to attain in the next two to three months, the next six months, another year, and the subsequent
five years. Beside each target and sub-goal set a particular date showing as it's to be attained.

Plan the action you need to take to attain the goals. While the attempt Needed to achieve each sub-goal ought to be great enough
to challenge you, it shouldn't be so good or foolish as to discourage you. Don't plan to reach too many goals all too. Establish
priorities.

Plan in advance how to measure results so you can know exactly the way Well you are doing. This is what is meant by"measurable"
goals. If you can not keep score as you go along you are very likely to eliminate motivation. Re-work your plan of action to allow
for obstacles which may stand on your way. Attempt to foresee obstacles and plan ways to avert or minimize them.

Buying. Skillful purchasing is an important essential of profitably Managing a business enterprise. This is true whether you are a
wholesaler or retailer of product, a producer or a service business proprietor. Some retailers say it is by far the most important
single element. Merchandise that's carefully purchased is easy to sell.

Deciding what to purchase means finding out the Kind, kind, quality, Brand, size, colour, style -whatever applies to your
particular inventory - that will sell the best. This requires close attention to salespeople, trade journals, catalogs, and
notably the likes and dislikes of your regular clients. Analyze your earnings records. Even the producer should see the problem
through the eyes of clients before deciding what materials, parts, and materials to buy.

Know your regular customers, and also make a Fantastic evaluation of the People you expect will become your customers. In what
socioeconomic category are they? Are they homeowners or renters? Are you currently looking for cost, style or quality? What is the
predominant age group?

The age of your clients can be a prime consideration in Establishing a purchasing pattern. Young men and women purchase more often
than most older people. They want greater, have fewer duties, and invest more on themselves. They are more conscious of fashion
trends whether in wearing apparel, cars or electronic equipment. In case you decide to cater to the young trade only because they
appear dominate in your area, your purchasing pattern will be completely different than if the conservative middle-aged customers
seem to be in most.

Study trade journals, newspaper advertisements, catalogs, window Displays of companies similar to yours. Ask advice of salespeople
supplying you product, but buy sparingly from several suppliers rather than one, analyzing the water, so to speak, until you know
exactly what your best lines will be.

Locating suitable merchandise sources is not simple. You may buy Directly from producers or manufacturers, from wholesalers,
distributors or jobbers. Pick the suppliers who sell what you want and can provide it if you need it. (Distributors and jobbers
are utilized by the majority of business people for quick fill-ins between factory shipments.)

You may distribute purchases among many providers to gain more Favorable rates and promotional material. Or you might concentrate
your purchases one of a few suppliers to simplify your credit problems. This may also allow you to become famous as the seller of
a particular brand or line of merchandise, and to keep a fixed benchmark in your products, if you are buying materials for
manufacturing functions.

When to buy is important if your business will have seasonal Variations in sales volume. More stock will be required prior to the
seasonal upturn in sales volume. As earnings decline, less product is needed. This means purchases of goods for resale and
materials for processing should vary accordingly.

At the start, how much to purchase is speculative. The best coverage is To be frugal until you've had enough expertise to judge
your needs. On the other hand, you can't sell product in case you don't have it.

To help solve purchasing problems, you should Start to keep stock Control records simultaneously. This will allow you to keep the
inventory in equilibrium - neither too big nor too little - with a suitable proportion and decent range of products, sizes,
colours, styles and qualities.

Fundamentallythere are two Kinds of stock control - management in Dollars and command in physical components. Dollar controllers
reveal the sum of money spent in every product category. Unit controllers indicate the number of individual items when and from
whom bought by category. A good inventory control system is able to help you decide everything, from whom, when, and how much to
purchase.

Pricing. Much of your success manage a business will depend on The best way to price your services. If your prices are too low,
you will not pay Costs; too high and you'll lose sales volume. In both cases, you won't Make a profit.

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