Checklist for Starting a Health Coaching 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 Health Coaching 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.
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 Health Coaching 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
A Look At Yourself
And Your Ability To Grow
1. Do you feel that you are well
suited for success in retailing and that you enjoy your work?
Retailing offers a challenging and
rewarding career to those who have a good business sense, are
energetic, and are stimulated by the changes in customer demand
and the constant flow of new merchandise. You must like people,
since retailing is a "people" business.
2. Are you a good listener?
You learn more by listening to
customers, to subordinates, and others (such as merchants and
professional advisors) than you do by talking.
3. Unless you depend primarily
upon tourist trade, do you make an effort to know your customers
personally? Their families? Their life styles? Do you greet them
as friends?
Some merchants have an inborn
interest in everyone with whom they deal and actively cultivate
every contact. This pays off with repeat trade and pleasant
personal relationships. If you tend to be reserved, try to
become more open and cordial.
4, Do you welcome the rapid
changes taking place in our society, readily adjusting yourself
and your management practices to them?
Many merchants find it hard to change
policies and procedures. They are imbued with the philosophy
that what proved successful in the past will continue to be
successful. But if they hold to the past, their stores will
stagnate and the changing customer will pass them by.
5. Do you keep abreast of changes
in your field by subscribing to leading trade and general
business publications?
For nearly every type of retail
store, a number of excellent periodicals keep their subscribers
abreast of important developments. Many of these magazines
conduct and report on store and consumer surveys that are of
great value. As your business grows, you will find it useful to
subscribe to some general business publications.
6. Do you plan for a profit (your
net income) above a reasonable salary for yourself as manager.
If your business is not incorporated,
the tax regulations does not permit you to include your own
drawings as a business expense. As a result, many merchants
think they are earning a profit, even though the net income they
calculate is less than a decent wage for their efforts in
managing their stores. To determine whether your business is
truly profitable, estimate what you would have to pay another
person to manage your store and what interest you could earn
were you to liquidate your business and invest the proceeds in
some other way.
7. Are you an active member of a
trade association?
Small merchant members of the trade
groups who have sought information and guidance say that their
associations have been a great help in making them better
merchants. In addition to joining a national association, you
may want to participate in local association activities.
8. Have you given serious
consideration to attending a seminar for small merchants given
by your trade association, a college, or others?
To meet for a few days with a well
led group of merchants with problems like yours can provide
great stimulation to better performance. While it is hard to
arrange to be away from the store, the rewards justify the cost.
In some larger cities, evening seminars may be available.
9. Are you a cooperator,
exercising leadership in community affairs, rather than a lone
operator?
There is no doubt that your business
gains goodwill when you take part in community affairs. The
basic motive for such activity, however, should be responsible
citizenship. In the past, merchants generally avoided becoming
involved in controversial matters, including politics, fearing
to offend some customer groups. Increasingly, however, they are
showing more courage and are taking stands on important
community issues.
10. Have you worked recently with
local government officials and other merchants to improve the
area in which you operate?
All merchants should be concerned
with the surroundings in which they operate. They should be
familiar with and seek to improve such things as local parking
facilities and regulations, zoning laws, and building
ordinances. They should be aware of and ready to participate in
community activities to make their towns better places in which
to live and work.
Customer Relations
1. Do you regard customers as
friends who are entitled to the best merchandise values and
service you can give them?
Too many merchants give merely lip
service to the concept of customer satisfaction and are almost
entirely motivated by their own personal goals of making money.
True, you must earn a profit; but if you lack respect for the
customer, you will be sacrificing goodwill and growth to
opportunism with all of its pitfalls.
2. Do you purposely cater to
selected groups of customers rather than to all groups?
No store, no matter how large, can
serve everybody. Small stores are much more effective in
catering to distinct groups - such as customers having special
tastes or interests, householders living nearby, or business
people working nearby. You need less inventory when you restrict
your customer appeal to selected groups, and you reduce
personnel problems by hiring salespeople who are particularly
skilled in dealing with these groups.
3. Do you have a clear picture of
the store image you seek to implant in the minds of your
customers?
A store can attract customers and
gain their acceptance by a combination of the following
features: physical appearance and "feel," merchandise
assortment, merchandise presentation, price, service, and
accessibility. You cannot expect to excel competitors in all of
these features, but you should establish an identity around
those you can best develop. Unless you specialize in certain
kinds of merchandise, unless you present your wares with unusual
effectiveness, or unless you provide special service, you will
find the going tough.
4. Do you evaluate your own
performance by asking customers about their likes and dislikes
and by shopping competitors to compare their assortments,
prices, and promotion methods with your own?
Your success depends upon creating a
favorable customer impression, which is, to a degree, dependent
on how they rate you in comparison with competitors in your
area, those in other communities your customers visit regularly,
as well as phone and mail shopping services.
Everyone Requirements To be familiar with
the Decision Making Process. We all rely on information, and
tools or techniques, to
help us in our everyday lives.
When we head out To eat, the restaurant is the tool that
supplies us with all the information needed to decide what to
purchase
and how much to invest.
Operating a Business
also needs making decisions using information and techniques -
how much inventory to preserve, what price to
sell it at,
what credit arrangements to provide, how many people to hire.
Decision Making Procedure in company is the systematic
procedure for identifying and solving problems, of asking
questions and
finding answers. Decisions usually are created
under conditions of uncertainty. The future isn't known and
sometimes even the last
is suspect. This guide opens the door
for company owners and managers to find out about the variety of
techniques that may be used
to boost 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, or an executive of a major
corporation, or a small business
owner you can gain from
boosting your decision making abilities. The general approach to
systematically solving problems is the
same. The next 7 step
method to better management decision making can be used to
examine virtually all problems faced by a
business.
State the problem. A issue first has to exist and be recognized.
What's the problem and why is it a problem. What's perfect and
how can present operations vary from this ideal. Describe why
the symptoms (what is going wrong) and also the triggers (why is
it
likely wrong). Attempt to specify all terms, theories,
factors, and relationships. Quantify the issue to the extent
possible. In
case the problem, not accurately and fast
fulfilling customer orders, then attempt to determine just how
many orders were
incorrectly full and the length of time it
took to fill them.
Establish the Objectives. What are
the objectives of the study. Which objectives are the most
critical. Objectives are stated by
an action verb like to
reduce, to grow, or to improve. Returning to the customer order
problem, the major objectives would be: 1)
to increase the
percentage of orders filled correctly, and 2) to decrease the
time it takes to order and process. A sub-objective
could
include to simplify and streamline the order fulfilling process.
Grow a Diagnostic Framework. Next establish a diagnostic
frame, which is, decide what methods will be used, what types of
information are required, and how and where the info is to be
found. Is there going to be a customer survey, a summary of
business
records, time and movement tests, or some thing
else. Which are the assumptions (facts supposed to be correct)
of the study. Which
would be the criteria used to evaluate
the study. What time, funding, or other limitations are there.
What kind of qualitative or
other specific processes are
going to be utilized to analyze the data. (Some of that will be
covered shortly). In other words, the
diagnostic frame
establishes the scope and methods of the entire study.
Collect and Assess the Data. The next step is to gather the data
(by following the methods created in Step 3. Raw information is
then tabulated and coordinated to ease analysis. Tables, charts,
graphs, indexes and matrices are some of the conventional
tactics
to organize raw data. Analysis is your important
requirement of audio business decision making. What does the
data show. What
facts, patterns, and trends could be viewed
from the data. A number of the quantitative techniques covered
under can be used
during the measure to ascertain details,
patterns, and trends in data. Of course, computers have been
used extensively in this
measure.
Generate
Alternative Solutions. After the analysis has been completed,
some specific decisions about the nature of the issue and
its
resolution should have been achieved. The next step is to create
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 like the
Nominal
Group Method, the Delphi Method and Brainstorming,
amongst others. In these methods a group is included, all of
whom have examined
the information and analysis. The method
is to have an informed group suggesting a variety of feasible
solutions.
Develop an Action Plan and Implement. Pick
the ideal answer to the problem but be certain to understand
clearly why it's best,
which is, how it achieves the goals
created in Step 2 better than its alternatives. Then develop an
effective method (Action Plan)
to implement the solution. At
this stage a significant organizational consideration arises -
who will be responsible for seeing
the implementation through
and what authority does he have. The selected manager ought to
be responsible for seeing that all
tasks, deadlines, and
reports are performed, met, and written. Details are all
important in this measure: reports, programs,
tasks, and
communication will be the key elements of any activity plan.
There are several methods available to decision makers
implementing an action plan. The PERT method is a method of
laying out an whole period such as an action program. PERT will
be
covered soon.
Evaluate, Acquire Feedback and
Monitor. After the Action Plan has been implemented to Solve a
problem, management has to evaluate
its own effectiveness.
Evaluation Criteria must be determined, feedback stations
developed, and observation performed. This Step
should be
done following 3 to 5 weeks and at 6 weeks. The target is to
answer the main point question. Has the problem been
solved?
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