Checklist for Starting a Heat Press 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 Heat Press 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 Heat Press 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
Personnel
Management And Supervision
1. Do employees in your firm know
to whom they each report?
In carrying out the duties of the
job, each employee should take orders from and be under the
direct supervision of only one person in order to avoid the
conflicts of divided responsibility. Setting down on paper the
functions and lines of authority of your employees will assist
employees to understand their responsibilities and the
relationship of their work to that of others in the business.
2. Do you meet frequently with
your key employees to coordinate their efforts?
Frequent and regular meetings will
enable you to direct your employees as a team in achieving
merchandising, promotion, and expense goals.
3. Do you delegate as much
authority as you can to those immediately responsible to you,
freeing yourself from unnecessary operating details?
As your organization expands, you
will need to allot an increasing proportion of your energies and
time to management (as distinguished from job execution)
activities. Management includes planning, organization,
coordination, supervision, and control.
4. Is each person suitably
supervised?
Supervision is a vital part of the
management function. Most employees respond well to consistent
supervision.
5. Do you (1) give employees
reasonable freedom to work out the way they feel their jobs can
best be done, (2) let them make the day-to-day decisions
necessary to carry out their work, and (3) avoid limiting any of
them to repetitive, routine tasks?
Today, employees everywhere object to
work that demands no ingenuity and becomes boring once mastered.
Naturally, many routine tasks are essential, but they should be
mixed with more challenging assignments, so far as possible.
Varying the work and encouraging employees to create more
efficient ways of doing the routine tasks can improve morale,
reduce personnel turnover, and boost productivity.
6. Do you seek your employees'
opinions of stock assortments, choice of new merchandise,
layout, displays, and special promotions?
Your assistants will become more
productive if you solicit their suggestions of what to buy and
how to sell. They must be made to feel that each is vital to the
store's success. Break down the notion that, as the boss, you
will do all the thinking and planning and that your employees
are there simply to carry out your orders. Participative
management will build loyalty to you and your store, because the
employees can feel that the store is theirs, too.
7. Do you apply the concept of
"management by objective;" that is, do you set work goals for
yourself and for each employee for the month or season ahead and
at the end of each period check the actual performance against
these goals?
This device should become one of your
most important methods of evaluating yourself and others. These
goals may be figure goals, such as sales in dollars or units,
reductions in certain expenses and stock shortages. They may
involve advertising and display plans or campaigns for a cleaner
store or more goodwill building. Where goals are set for
employees, each person should have a say in setting the
objectives so that these goals don't seem arbitrary and
unattainable.
8. Do you turn to schools, both
high schools and colleges, for part-time and full time help?
Increasingly, schools are relating
their programs to the everyday problems of business, often
granting credit for work experience. When you hire students be
sure to teach them more about your operation than is needed to
do their specific jobs. They are eager to learn and resent being
treated simply as "cheap labor."
9. Is each new person given
adequate job training?
Your store may be too small to need a
personnel or training director, but if you have supervisors,
each one should recognize the importance of being a good teacher
and should schedule time to teach new people assigned to her or
him. In the very small store, the owner-manager will have to act
as the teacher.
10. Are your wage and salary
scales competitive with local firms; and are they adjusted to
the difficulties and responsibilities of each job?
Different jobs requiring about the
same degree of education, training, and skill and a similar
degree of responsibility and freedom of action ordinarily
warrant the same wage. Writing job descriptions and
specifications will give you a rule of thumb for deciding which
jobs are similar in experience and competency requirements. And
as your business grows, you will find that such a procedure will
let you see quickly if your wage scales are balanced and
competitive.
11. To get and keep the kind of
people you want for each job in your firm, are your wages and
other forms of compensation suited to the differences in your
employees' jobs?
The bulk of the retail salesperson's
earnings should come from a base salary competitive with the pay
offered by other similar local firms; for incentive purposes, it
is frequently desirable to supplement the base salary with a
small commission. Whatever plan you use, each employee should
understand it clearly.
12. Is your overtime policy clear;
and is overtime carefully controlled?
Unnecessary payment of overtime at
premium rates is a source of needless expense. Planning ahead,
you can organize your employees' work so that little overtime is
necessary. When peak periods do occur, you can handle them by
using part-time help paid at regular rates.
13. Do you have an incentive plan
which recognizes the personal needs of your employees and which
rewards unusually productive and innovative methods?
You, the manager, seek efficiency
from your employees in order to increase sales, to expedite
paperwork, and to raise productivity. In addition to money, your
employees seek recognition and commendation, security, congenial
working conditions, reasonable hours, and opportunities for
advancement. Your incentive plans should give consideration, not
only to your goals, but also to those of your employees. Small
commission and quota bonus plans usually provide incentive for
salespeople; seasonal bonus plans work better for supervisors.
14. Does your company have an
employee suggestion system?
Not all the good ideas for improving
a store's operation will originate with you. Most employees will
have useful ideas about their own jobs if you give them the
opportunity to express themselves. Furthermore, every employee
should be free to make suggestions on other phases of the store
operation. Should you implement a formal employee suggestion
plan, you will find that small awards to those whose suggestions
are acted upon will stimulate employee interest and possibly
result in a number of truly worthwhile ideas.
Everyone Requirements To be knowledgeable
about 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 consume, the restaurant menu is the
instrument which supplies us with the information needed to
choose what to
purchase and how much to spend.
Running a Business also requires making conclusions using
information and techniques - how much stock to preserve, what
price to
sell it at, what credit arrangements to offer, how
many people to employ.
Decision Making Procedure in
business is the systematic process of identifying and solving
issues, of asking questions and finding
answers. Decisions
usually are made under conditions of uncertainty. The future is
not understood and occasionally even the last
is suspect.
This guide opens the door for business owners and managers to
learn about the selection of techniques which can be
utilised
to boost your decision making process in a world of uncertainty,
change, and uncontrollable circumstances.
A General
Approach to Decision Making Process. Whether or not a scientist,
or an executive of a major company, or a small business
owner
you are able to benefit from improving your decision making
abilities. The general solution to systematically solving issues
is exactly the same. The following 7 step method to better
management decision making may be utilized to examine nearly all
issues
faced by a business enterprise.
State that the
problem. A issue first must exist and be recognized. What is the
problem and why is it a problem. What's ideal and
how do
current operations vary from this ideal. Describe why the
symptoms (what is going wrong) and the triggers (why is it
likely
wrong). Attempt to specify all terms, concepts,
variables, and relationships. Quantify the problem to the extent
possible. In case
the issue, not correctly and fast filling
customer orders, try to ascertain how many orders were
incorrectly full and how long it
took to fulfill them.
Establish the Objectives. What are the goals of the
analysis. Which goals are the most crucial. Objectives are said
by means of an
action verb like to reduce, to grow, or to
improve. Returning to the customer dictate problem, the
significant goals is: 1) to
increase the percentage of orders
filled properly, and 2) to reduce the time it takes to process
and order. A sub-objective could
include to simplify and
streamline the order fulfilling process.
Develop a
Diagnostic Framework. Next establish a diagnostic framework,
which is, decide what methods will be utilized, what types
of
information are required, and how and where the info is
available. Is there going to be a consumer questionnaire, a
summary of
company documents, time and movement tests, or
some thing else. Which are the assumptions (facts supposed to be
right ) of this
study. Which would be the criteria used to
judge the study. What time, funding, or other constraints are
there. What kind of
qualitative or other specific techniques
will be utilized to examine the data. (Some of which will be
covered shortly). In other
words, the diagnostic frame
determines the scope and methods of the whole study.
Collect and Assess the Data. The next step is to gather the data
(by following the methods created in Step 3. Raw data is then
tabulated and coordinated to ease analysis. Tables, charts,
graphs, indicators and matrices are a number of the standard
tactics
to organize raw data. Analysis is the important
requirement of audio business decision making. What does the
data reveal. What
facts, patterns, and trends could be viewed
from the data. A number of the quantitative techniques covered
below can be utilized
during the measure to ascertain
details, patterns, and trends in data. Obviously, computers are
used widely in this step.
Generate Alternative
Solutions. After the analysis was finished, some specific
conclusions about the nature of the problem and its
resolution must have been reached. The next step is to create
alternative solutions to this issue and position them in order
of
the net benefits. But how are choices best generated.
Again, there are several well established techniques such as the
Nominal
Group Method, the Delphi Method and Brainstorming,
among others. In these methods that a group is included, all of
whom have
reviewed the information and analysis. The method
is to get an informed group indicating many different possible
solutions.
Develop an Action Plan and Implement. Select
the best answer to this issue but be sure to understand clearly
why it is best, that
is, how it accomplishes the objectives
created in Step 2 better than its options. Then develop an
effective method (Action Plan)
to implement the solution. At
this point a significant organizational thought arises - that is
going to be accountable for seeing
the implementation through
and what authority does he possess. The selected manager should
be responsible for seeing that all of
deadlines, tasks, and
reports are performed, fulfilled, and written. Details are
important in this step: schedules, reports,
activities, and
communication will be the key elements of any activity program.
There are several techniques available to decision
makers
implementing an action plan. The PERT method is a method of
laying out an whole interval like an action plan. PERT is going
to be covered soon.
Evaluate, Obtain Feedback and
Monitor. Following the Action Plan was implemented to Fix a
issue, management must evaluate its
effectiveness. Evaluation
Criteria must be determined, feedback stations developed, and
observation performed. This Measure should
be performed after
3 to 5 weeks and at 6 months. The target is to answer the bottom
line question. Has the problem been solved?
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