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!
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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 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:
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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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