Checklist for Starting a Gutter 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 Gutter 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 Gutter 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
Implementing A Merchandise
Improvement Program
Utilizing the tools discussed
previously in this section, you could improve the profit you
obtain from the lines you carry by:
Mentally separating your merchandise
into a few categories based on size and cost.
For each category, selecting those
items which you consider to be your best products; and
determining the stockturn for these.
Selecting a few of what you consider
to be your poorest products; calculate their stockturns.
Selecting a stockturn figure that you
could use as your goal for all merchandise in a given category,
based on what you found the stockturns to be for both your best
and your poorest products.
Keeping the desired stockturns in
mind as you purchase new merchandise in various categories, and
gradually bringing your entire stock closer to the turns set for
each category.
Obviously, stockturns are only
general guidelines. There are many reasons why, with respect to
a specific item, you may not be able to adhere to them:
You may have to purchase minimum
quantities of an item so that you might not be able to reduce
your average inventory enough to maintain the stockturns you
have selected.
You may have an opportunity to obtain
quantity discounts on large volume purchases. In cases where it
pays to take the discount, your stockturns would also probably
be smaller than the stockturns you have set.
Stockturns alone are not enough of a
guide upon which to evaluate your merchandise. In order to
decide which merchandise may not be appropriate for your store
and which should be replaced by more profitable merchandise, you
should also look at the profit/ sq. ft. and profit on investment
for the poorest items in each category, as discussed earlier in
this section.
Before you decide to replace items
from your merchandise lines which show poor performance in terms
of profit/sq. ft. or profit on investment, you should assure
yourself that your manner of merchandising them isn't the
problem. In many instances, products can be promoted in order to
improve their volume. With these items, you must try various
advertising and promotion strategies as will later be discussed.
At other times, it is obvious that little can be done with a
product. Some items just do not lend themselves well to
advertising or to promotion. In such cases gradual replacement
is the best strategy.
Gradual Replacement of Undesirable
Merchandise
Although it is possible to simply
drop a low profit item from inventory, such a procedure narrows
selection and may leave gaps of space within your store. It is
generally better to first locate replacement merchandise before
phasing out undesirable products. This is especially true where
an entire merchandise line is involved, since simply dropping
the line would create lower overall volume and less sales with
which to carry your fixed costs.
Replacement of an undesirable product
begins with a search for merchandise that might be useful in
your store. Such a search can include steps used to initially
decide on the merchandise lines to carry. You might:
Look at what competitors in similar
stores offer.
Obtain suggestions from sales people.
Carefully listen to customers about
the kind of things they are looking for; talk to customers about
what they like in other stores.
Carefully read the trade literature.
Look at the advertisements in chain
stores and department stores.
By remaining alert and using these
methods, you will gradually acquire new items to carry in your
store and will be able to see whether these items improve your
profitability. Sometimes entire lines of merchandise can be
added this way.
Once you have introduced a new
product or line, you must support it with:
In-store promotions
Advertising
Sales efforts
Customers first must be aware that
the line can be purchased in your store before it will become
profitable for you. It is only after all sales and promotional
efforts fail that it is probably best to mark dawn and sell
remaining items and start again with a different item.
This is a gradual and difficult
process, of course, but if you persevere, continue to identify
those items that are least desirable, and slowly attempt to
replace them, gradually the profitability of your store is
certain to improve.
Checklist For Improving The
Merchandise Mix In Your Store
This checklist is not designed to be
exhaustive or to provide you with all the answers on how to
improve merchandise selection and profitability of your store.
It can, however, provide you with a starting point and a number
of ideas which you may wish to consider for merchandise
improvement.
Classify your merchandise into
categories based on size and cost.
Determine which products appear to be
the best and least desirable products in each category.
Set reasonable stockturns for each
category.
Work gradually toward an inventory
position which will bring equal turns on all merchandise items
and lines within each category.
Determine what profit/sq. ft. the
poorest items of each category bring.
Determine which of your least
desirable items might be made more attractive through in-store
promotion, and which items are less promising and need to be
replaced or eliminated.
Hold sales on all the items which
should be eliminated.
Advertise and promote those items
that appear to have some promise in becoming more profitable.
Experiment with new products which
may be able to replace your least desirable merchandise.
Evaluate the results of advertising
and promotion to see whether the additional products should be
replaced.
Find new products to take their
place.
Try advertising and promoting those
new products to see whether they are any better.
Strive to gradually develop an
improved line of merchandise.
Everyone Requirements To be familiar with
the Decision Making Process. We all rely on advice, and tools or
techniques, to help us
in our everyday lives.
When we
head out To eat, the restaurant menu is the tool which supplies
us with all the information required to decide what to
purchase and how much to spend.
Running a Business also
needs making conclusions using techniques and information - how
much stock to preserve, what price to sell
it in, what credit
agreements to provide, how many people to hire.
Decision
Making Process in business is the systematic process of
identifying and solving problems, of asking questions and
finding
answers. Decisions usually are created under
conditions of uncertainty. The future is not understood and
occasionally even the
last is suspect. This manual opens the
door for business owners and managers to find out about the
variety of techniques that may
be utilised to improve your
decision making process in a world of doubt, change, and
uncontrollable conditions.
A General Approach to
Decision Making Process. If or not a scientist, an executive of
a significant company, or a small business
owner you are able
to benefit from boosting your decision making abilities. The
overall approach to systematically solving issues
is exactly
the same. The following 7 step approach to better management
decision making can be used to study virtually all issues
faced by a business enterprise.
State the problem. A
problem first has to exist and be recognized. What is the
problem and why is it a issue. What is ideal and
how can
present operations vary from this ideal. Describe why the
symptoms (what is going wrong) and the triggers (why is it going
wrong). Try to specify all terms, concepts, variables, and
relationships. Quantify the issue to the extent possible. In
case the
problem, not accurately and fast filling customer
orders, attempt to ascertain just how many orders were
incorrectly filled and
how long it took to fill them.
Establish the Objectives. What are the goals of the study.
Which goals are the most crucial. Objectives are stated by an
action
verb like to reduce, to increase, or to enhance.
Returning to the customer dictate problem, the major goals is:
1) to increase the
proportion of orders filled properly, and
2) to reduce the time it takes to order and process. A
sub-objective could include to
simplify and streamline the
order filling process.
Grow a Diagnostic Framework. Next
set a diagnostic frame, that is, decide what approaches will be
used, what kinds of information
are required, and also how
and where the information is to be found. Is there likely to be
a customer survey, a summary of
business documents, time and
motion tests, or something else. What are the assumptions (facts
assumed to be correct) of the
analysis. Which are the
standards used to judge the study. What time, funding, or other
limitations are there. What kind of
quantitative or other
specific processes are going to be used to analyze the
information. (Some of which will be covered shortly).
To put
it differently, the diagnostic frame determines the scope and
methods of the whole study.
Collect and Assess the Data.
The next step is to gather the information (by following the
procedures established in Step 3. Raw
data is then tabulated
and organized to ease analysis. Tables, graphs, charts,
indicators and matrices are some of the
conventional tactics
to organize raw data. Analysis is the critical prerequisite of
sound business decision making. What does the
data reveal.
What facts, patterns, and trends could be viewed in the data.
Many of the quantitative techniques covered under may
be used
during the step to ascertain facts, patterns, and trends in
data. Of course, computers are used widely in this step.
Generate Alternative Solutions. After the analysis was
completed, some specific decisions about the character of the
issue and its
resolution must have been achieved. The next
step is to develop alternative solutions to the problem and rank
them in order of
their net benefits. But how are choices best
generated. Again, there are some well established techniques
such as the Nominal
Group Method, the Delphi Method and
Brainstorming, among others. In all these methods a team is
included, all of whom have
examined the data and analysis.
The method will be to get an informed group suggesting many
different feasible solutions.
Develop an Action Plan and
Implement. Pick the best solution to this issue but be certain
to understand clearly why it is best,
that is, the way that
it accomplishes the goals established in Step 2 greater than its
options. Then develop an effective method
(Action Plan) to
implement the solution. At this point an important
organizational thought arises - that is going to be
responsible for seeing the implementation through and what
authority does he possess. The selected manager ought to be
accountable
for seeing that all tasks, deadlines, and reports
have been performed, met, and written. Details are all important
in this step:
schedules, reports, tasks, and communication
will be the key elements of any action plan. There are lots of
techniques available
to decision makers implementing an
action plan. The PERT method is a method of laying out an whole
period like an action plan.
PERT is going to be covered
shortly.
Evaluate, Obtain Feedback and Monitor.
Following the Action Plan was implemented to Fix a problem,
management must evaluate its
own effectiveness. Assessment
Criteria must be ascertained, feedback channels developed, and
observation performed. This Measure
ought to be performed
following 3 to 5 weeks and at 6 weeks. The goal is to answer the
bottom line question. Has the problem been
solved?
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