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Watch This Video Before Starting Your Junkyard Business Plan PDF!

Checklist for Starting a Junkyard 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 Junkyard 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.

Here’s Your Free Junkyard Business Plan DOC

This is a high quality, full blown business plan template complete with detailed instructions and all related spreadsheets. You can download it to your PC and easily prepare a professional business plan for your Junkyard business.
Click Here! To get your free business plan template

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 Junkyard 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

How to Improve Listening Skills

Most people spend roughly 70% of their waking hours in some form of verbal communication. Yet, how many of us have ever had any formal training in the art of listening? Here are ten things you can do to improve your listening skills.

1. Approach the listening experience from a state of

To be centered is to be completely calm at a very deep level, to be without agendas or predispositions as to the outcome, and to be open to experience. Centeredness is a prerequisite to truly open listening. It sets the stage for the points below. For more on this topic, see Top Ten List #30, "Ten Ways to Develop Positive 'Ki' (Energy)"

2. Never rule out any topic of discussion as uninteresting.

Creative people are always on the lookout for new information. While some conversations may be completely inane, it's wise to make sure the subject is not worthwhile before tuning out completely.

3. Accept the speaker's message

On the face of it, this would seem to be an argument for gullibility--for believing almost anything anyone tells you. It's not. The point here is to withhold judgment during the immediate experience of listening. In accepting "as is", you're not making a determination as to the truth or falsity of the statement, you're simply acknowledging exactly what the speaker is saying--right or wrong, good or bad, true or false. This capacity for total acceptance frees the mind to listen for other clues, for example ...

4. Listen for the whole message.

One estimate has it that 75% of all communication is non-verbal. If you take away the words, what's left? Plenty, it turns out. Beyond the words themselves is a host of clues as to what the speaker is communicating. Some examples: posture (rigid or relaxed, closed or open); facial expression (does it support the words?); hands (clenched, open, relaxed, tense?); eyes (does the speaker maintain eye contact?); voice tone (does it match the words?); movement (are the speaker's movements intense, relaxed, congruent (with the message) or conflicting; do they suggest that the whole speech is "staged"?) What you're looking for here are inconsistencies between with is said and what is really meant, clues that tell you the spoken message isn't really genuine. Get the idea?

5. Don't get hung up on the speaker's delivery.

Then there are factors that simply reveal an awkwardness in delivery rather than any attempt to mislead. The key is being able to distinguish between the two. It's easy to get turned off when someone speaks haltingly, has an irritating voice, or just doesn't come across well. The key to good listening, however, is to get beyond the manner of delivery to the underlying message. In order for this to happen, you have to resolve not to judge the message by the delivery style. It's amazing how much more clearly you can "hear" once you've made the decision to really listen rather than to criticize.

6. Avoid structured listening.

It's popular among some communications teachers to recommend a format for listening, either in the form of questions ("What is the speaker's main point? What is he/she really saying?) or key words (e.g., purpose, evidence, intent). The problem with this approach is that it creates a dialogue of noise in the listener's mind which interferes with clear reception. Better to operate from the openness of the centered state (above) and receive the information just as it comes, without any attempt to structure or judge it. Think of your mind as similar to the central processing unit of a computer in which the data comes in and is stored without change, available for subsequent access.

7. Tune out distractions.

Poor listeners are distracted by interruptions; good listeners tune them out and focus on the speaker and the message. It's a discipline that lends itself to specific techniques for maintaining one's focus. Here are some things that will help: Maintain eye contact with the speaker; lean forward in your chair; let the speaker's words "ring" in your ears; and turn in your chair, if necessary, to block out unwanted distractions.

8. Be alert to your own prejudices.

This goes along with #3 above, but it's so important that you may want to think specifically about the impact of your prejudices on your ability to really hear what's being communicated. Often, we are unaware how strongly our prejudices influence our willingness and ability to hear. The fact is: any prejudice, valid of not, tends to obscure the message.

9. Resist the temptation to rebut.

Why is it that, when we hear someone saying something with which we strongly disagree, we immediately begin mentally formulating a rebuttal? Many reasons, but one of the most common is our natural tendency to resist any new information that conflicts with what we believe. Keep in mind: you can always rebut later, when you've heard the whole message and had time to think about it.

10. Take notes sparingly.

The world seems to be split between those who take prolific notes and those who take few or none, with each side equally strong in its position. I come down toward the latter view for this reason: the more focused you are on writing down what is being said, the more likely you are to miss the nuances of the conversation. There are two good ways around this dilemma. You can write down only key words and then, after the conversation, meeting, etc., go back and fill in, or you can take notes pictorially, that is, by diagramming what the speaker is saying. It's a technique called, "mind-mapping" and it was first popularized by a writer named Tony Buzan well over a decade ago in a book entitled, "Use Your Head". You may want to look up his books; he's written several.

 

 

Predict Your Future. Don't use a crystal ball to make forecasts of your business. By carefully analyzing the historical trends of
your business, as shown in your records for the past five decades, you can forecast for the year ahead. Your record of earnings,
your experience with the markets where you sell, and your general knowledge of the market should allow you to forecast a sales
figure for the following calendar year.

When you have a Sales forecast figure, make a budget demonstrating your prices as a percentage of the figure. Within the following
year, you can compare actual P&L figures for your budgeted figures. Thus, your budget is an important tool for determining the
health of your business.

Make Timely Decisions. Without actions, predictions and decisions about the future are not worth the paper they are written on. A
decision that doesn't lead to action is a poor one. The pace of business needs timely as well as informed decision making. If the
owner-manager is to remain ahead of competition, you must move to control your destiny.

Effective Decision making in the small business requires a number of things. The owner-manager must have as much accurate
information as you can. With these facts, you need to determine the effects of all possible courses of actions and the time
requirements. When you've made the decision, you have set up your company so that the decisions you make can be transmitted into
action.

Control Your Business. To work, the owner-manager must be able to motivate key individuals to acquire the results planned for
within the price and time constraints allowed. In working to achieve outcomes, the small business owner-manager has an edge over
big business. You can be flexible and fast while many large businesses need to await committee actions before a choice is made.
You don't need to get consent to act. And equally important, bottlenecks to implementing new practices can get your personal
attention.

One of the Secrets is in determining what items to restrain. Even in a small business, the owner-manager shouldn't try to be all
things to everybody. You ought to keep close control on people, products, cash, and some other tools that you consider significant
to maintaining your operation pointed toward profit.

Manage Your People. Most companies find that their largest expense is labor. Yet because of the close contact with workers, some
owner-manager of small businesses do not pay enough attention to direct and indirect labor costs. They have a tendency to consider
these prices concerning individuals rather than relate them to profit with respect to dollars and cents.

Here are a few Suggestions concerning personnel management:

Periodically Review each position in your business. Have a glimpse in the job. Is work being duplicated? Can it be organized so
that it encourages the worker to become concerned? Can the tasks be given to another employee or employees along with a position
eliminated? Can a part-time person fill the job.

Play A little private mental game. Imagine that you must get rid of one employee, If you had to let one person go, who would it
be? How can you realign the jobs to make out? You may get a true solution to the fanciful problem is possible to your financial
advantage.

Use Compensation as a tool rather than seeing it as a essential evil. Reward quality work. Investigate the possibility of using
increases and bonuses as incentives for higher productivity. By way of example, can you schedule bonuses as morale boosters during
seasonal slacks or alternative dull periods?

Recall There are new ways of controlling absenteeism through incentive reimbursement plans. By way of example, the owner-manager
of a little company eliminated holidays and sick leave. Rather, this owner-manager gave every worker thirty days annual leave to
use as the employee saw fit. In the conclusion of the calendar year, the workers were paid at regular prices for the leave they
didn't use. To make up for the yearlong cover, the employee had to establish that sick leave was shot solely for this purpose.
Non-sick leave needed to be applied for in advance. As a result, unscheduled absences and overtime pay were decreased
significantly. Additionally, employees were happier and more effective than they had been under the old system.

Control Your Inventory. Do not tie up all your money in inventory. Use a perpetual inventory system for a cost control rather than
a system only for taxation purposes. Establish use patterns or buy patterns on the substances or items you must stock to keep the
minimal number required to provide your clients to maintain production. Excessive stock, while it's finished product or raw
materials, ties up funds which may be used to better advantage, as an example, to open up a new sales territory or to purchase new
machinery.

Centralize your Buys and avoid duplications. Be a relative shopper. Verify orders . Get the purchase price and amount straight
right away.

Assess what you Get for condition and quality. Check bills from suppliers against quotes. You don't wish to be the victim of their
error.

You should, However, keep 1 fact in mind once you install your inventory control system. Don't spend more on the control system
than it will return in savings.

Control Your Products. From control of stock to control of products is but a step. Make sure your sales people recognize the
importance of promoting the products which are the most profitable. Align your service policies with your own markup in mind.
Arrange your goods so that low markup things need the cheapest handling.

Control Your Money. It is good policy to handle cash and checks as though they were perishable commodities. They are. Money on
your protected earns no return; and it Can be stolen. Bank promptly.

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