Checklist for Starting a Jam 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 Jam 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 Jam 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
The telephone is effective when used efficiently,
sparingly, and within the framework of a plan. This list
includes some tested guidelines for making the phone a tool that
works best for you!
1. Know the purpose of your call.
Most of us talk on the phone too long. Have the purpose
of your call clearly in mind before dialing. If helpful, write
down a "statement of purpose", together with 3 main points you
want to make on a scratch pad prior to dialing. Then "go for
it"!
2. Know the audience you are calling.
Unless you're conducting "cold calling" for marketing
or polling research, you probably know something about your
"audience" on the other end. Think of the needs of the
person/people you are calling. Then revise your "statement of
purpose" accordingly prior to making the call.
3. Start off right!
State your purpose at the outset, and always ask if it
is a good time for the other person to talk. If not, set a
specific time to call back.
4. Use names whenever possible.
Identify yourself at the outset of each call. Spell it
out, or sound it out, if necessary (e.g. I always tell people
"My last name is Vuocolo; Vuh-co-lo; think "Coca-Cola!").
Establish the other person's name early in the conversation, and
use it often throughout the call!
5. Pay attention and be aware of your tone.
Ask open-ended questions that invite response. Give the
conversation your undivided attention - don't be tempted to do
two or three things at once and expect it to be a productive
call. Smile! This helps to make your voice sound friendly. If
you're angry or anxious - put off the call until a later time,
unless it's an absolute necessity to conduct it now.
6. Listen carefully.
Pay attention to the first words spoken by the person
called. You can learn a lot in the first few seconds by
listening carefully. Did you catch the person eating, arguing,
gardening or partying? Decide whether to proceed with the call
or to call back, depending upon what you hear in the background
of the call. It's better to arrange to call back another time
than to interrupt - and you'll probably get a better audience!
7. Avoid initiating major business, if
possible.
Always save the most important business to be conducted
in person, if possible. If not, make a careful transition from
introduction to purpose of the call. Remember that a ringing
phone virtually always interrupts the party being called - so
give them time to adjust before hitting them with something
major.
8. Avoid confrontation.
If you have bad news, or a difficult issue to discuss
with someone, don't do it by phone unless it's the only way.
9. Be assertive - not aggressive!
Always present your point of view in an assertive,
positive, way. If you have difficulty being assertive, try
making your point while standing during the call. This helps you
be more animated and direct, even if the other person can't "see
you" ... Although, with fiber-optics, they probably soon will!
(If you're an extrovert - please remain seated!)
10. Conduct a verbal review.
Before concluding the call, go over all agreed upon
points. Repeat necessary dates, times places and how and when
you may be reached.
1. Give them an economic stake, notably equity or
options -- everyone's an entrepreneur/investor these days,
especially key employees!
2. Offer each key employee a way to get around ANYTHING
or ANYONE that gets in the way of their creativity,
effectiveness or production.
3. Develop a company vision/cause/purpose that is even
more compelling than any one individual is -- this bonds key
employees.
4. Create an entrepreneurial environment which
stimulates without becoming adversarial/territorial.
5. Give each key employee the BEST of every tool,
software or equipment -- they need/respond well to these more
than the average employee.
6. Challenge each key employee to produce FAR more than
they currently are producing -- key employees NEED to be
challenged to keep them focused and out of mischief or job
searching.
7. Eliminate the power structure and replace it with a
strength-based power structure; this in order to reduce politics
and simplify structure/management levels.
8. Put the key employees in continuous training, both
in their skill set but also in communication/relating/management
skills training programs as well.
9. Build up the reputations of each key employee vs
being afraid to grant them this visibility/credibility/power.
10. Put the key employees in their own 'club' so they
KNOW they are one of the anointed one -- they'll keep paying the
'dues' which is motivating.
Why do some Business managers reach the
gain goal more frequently than others? They do it because they
maintain their operation
pointed in this direction -
direction of profit earning. They never drop sight of the goal -
to finish the year with a gain.
This guide Gives
suggestions which should help an owner-manager to zero in on
profit making. It points out that you have to keep
educated,
make timely decisions, and take effective action. In effect you
must control the activities of your company rather than
being
controlled by them.
Topnotch Functionality in golf,
shootingfishing demands knowledge, training, and perseverance.
Likewise in Small businesses, year-end profit arrives to
the owner-manager who tries for topnotch performance. You
achieve profit
making goals by understanding your operation,
by practicing the art of earning timely, balanced judgments and
by controlling the
company's actions.
Adapt the
Suggestions in this manual to your circumstance. They ought to
help you predict the shots to maintain your business
headed
in the ideal direction - toward profit earning.
First
Rule of Gain Making: Know Your Business. The Time-honored
truth"Knowledge is power" is particularly pertinent to this
owner-manager of a small business. To maintain your business
pointed toward profit you need to keep yourself well informed
about
it. You have to know how the company is doing before
you can improve its performance. You must know its weak points
before you can
correct them. A number of the knowledge you
require you pick up from daily personal monitoring, but
documents should be your
principal source of information
about gains, expenses, and earnings.
Know Your Profit.
The profit and loss statement (or income Announcement ) prepared
regularly each month or each quarter by your
accountant is
among the most essential indicators of your company's value and
health. You need to make sure that this announcement
contains
all of the facts you need for evaluating your profit. This
announcement must pinpoint each earnings and cost area. By way
of example, it should demonstrate the profit and loss for each
of your products and product lines as well as the profit and
loss
for your whole operation.
It's a great Thought
to have your own profit and loss statement prepared so that it
shows every single product for the current
interval, for the
identical period last year, and for the present year-to-date.
For instance, a P&L announcement for the month of
November
would show income and expenses for the current month, for
November this past year, and totals for the eleven months of
this present year. Many businesses publish their annual reports
with several previous decades so stockholders can compare
earnings.
Comparison is The trick to utilizing your P&L
statement. If your accountant isn't already furnishing figures
that you can compare,
you should talk about the possibility
of getting them supplied.
Financial Ratios from your
balance sheet also help you to know whether your gain is exactly
what it ought to be. For example, the
proportion of net worth
(return on investment ratio) shows what the company earned on
the equity capital invested.
Know Your Costs. An
owner-manager should know prices in detail. Then, you can
compare your cost figures as a percentage of
earnings
(operating ratio). Be certain that your prices are itemized so
that you can put your fingers on the ones that seem to be
rising or falling according to your expertise and the price
figures of your industry. When costs are itemized, you can spot
the
offender once the overall figure is higher than what you
had budgeted. Take advertising costs for example. It's possible
to catch
the offender should you split out your advertising
expenditures by product lines and from websites. In addition, a
comprehensive
check of question returns from advertisements
will help to avoid unsuccessful books.
In knowing your
Costs, remember that the formulation for profit is: Profit
equals Sales minus Costs.
Know Your Product Markup. Be
sure That the pricing of your goods supplies a markup adequate
for the kind of profit you expect to
achieve. You must keep
constantly educated on pricing because you have to adjust for
increasing costs and at precisely the same
time keep prices
competitive. Knowledge on your markup also can help you to run
close outs with your eyes open. Continuing to make
a product
which just a few clients desire is an effective merchandising
tool only once you use it on purpose - for example, to
hold
or draw buyers for other high markup solutions. Don't be afraid
to drop a loser from online.
Garbage-In, Garbage-Out. An
Owner-manager shouldn't fudge the documents. The acronym GIGO
that the computer industry uses is true
with manually stored
records in addition to with machine-processed ones. When an
owner-manager allows"garbage" to enter the
records, the
accounts will contain"garbage" Reports do not need to be
extensive but they must be accurate.
Look For Trends.
Try not to look at one month's sales or Profit image alone. The
figures on your working statements are meaningful
only when
you set the picture in the ideal framework - that is, look in
the figures in the context of what's happened and what's
very
likely to take place. In that fashion, you grab a downward trend
before it gets out of hand.
You should also Concern
yourself with the figures behind the dollars - for instance, the
amount Of units offered or the amount of
orders. Insist on
cost-per-unit statistics. The Fluctuation of this cost-per-unit
can be much more meaningful than simply looking
At the dollar
figures . Another idea would be to display these comparative
Figures on charts so that significant trends can be
viewed
readily.
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