Checklist for Starting a Jute Bag 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 Jute Bag 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 Jute Bag 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
Most of us have never been taught to make wise
decisions in our work or personal lives. Could you benefit from
using a system that combines logical thinking with intuition?
Ask yourself these empowering questions adapted from Dr. Spencer
Johnson's book: YES or NO.
1. What do I really need from this decision?
Distinguish between a want which is a WISH and a NEED
which is a necessity. You may want a luxurious home, but may
need a peaceful haven. You may want to buy a variety of
inexpensive shoes, but you may need good quality Ferragamos to
keep your feet from hurting. Successful people get their true
needs met. When we pursue what we think we want, we feel empty
even after we have it. Be sure to focus clearly on what will
actually fulfill your needs and avoid being distracted by
everything else.
2. What are my options?
Asking this question puts you in a resourceful state to
allow yourself to find effective solutions. Be open to having
new thoughts flow into your consciousness. If you hear yourself
saying: I have no options..., recognize that you are simply not
aware of them right now. Inform yourself of options by gathering
information, talking with others of working with a coach. A good
example about the importance of getting information before
making a decision is the classic story about Henry Ford. He took
three regional managers to dinner and afterwards decided which
one to select to be his national manager. When the successful
candidate later asked Ford why he had been chosen, he replied:
All of you were successful at selling, but you were the only one
who tasted his food before salting it. I like a person who gets
information before making a decision. What opportunities have
you missed by not first getting the information needed before
reaching a decision?
3. Take each option and ask: Then what would
probably happen?
Use your logical mind to narrow down your options to
two or three. Then, use your imagination to focus in great
detail on what would happen it you acted upon this choice. See
what unfolds and feel the consequences as if you have already
experienced this decision. Take it well into the future by
asking: then what?...at least two more times
4. Have I thought it through completely?
Take time to be aware of the worst case/best case
scenarios and what you would do in either case. How would that
be for you? The result of even one decision has a domino effect
on ourselves and others. Our lives are shaped by our decisions
every day.
5. What does my decision reveal about my
beliefs?
It's been said that we are what we believe. Your core
beliefs form your self-image--your identity. They define how you
feel about yourself and influence your decisions through your
subconscious. Beliefs are largely choices we've make long ago
and have forgotten. Your decisions mirror your personal thoughts
and feelings; they reveal (to yourself and others) how you
really view yourself and the world. By looking at the pattern of
your past decisions you can identify limiting beliefs that are
getting in the way of your wise decision-making. If you are not
able to see your own truth, ask what they see or get a coach to
help.
6. How does this decision fit my purpose or
personal mission?
If you have declared to live your life from a place of
integrity, for example, ask yourself: Does this decision I'm
about to make cause me to make a deposit in my personal
integrity account? Check for congruence between what you say you
believe and what you actually do. Being clear about who you are
and what you stand for allows you to make better decisions.
7. Am I trusting my intuition?
Your intuition is your personal guide to help you sense
what is right for you. To access it, determine how you feel
about the decision. For most people, the best way to do this is
to sit quietly, close your eyes and go within. Open to your
body's wisdom. Do you feel calm or anxious? If you feel stressed
or confused as a result of focusing on this decision, it's your
inner wisdom letting you know this is probably not right for you
now. On the other hand, if you feel lighter, peaceful or
inspired, this is your validation to proceed. Think back to a
time you made a successful decision and remember how that felt.
Let your intuition be your teacher.
8. Am I setting my ego aside and listening to
my Higher Power?
By accessing your intuition, you have learned what is
inside of you; now for further guidance, especially for critical
decisions, you need to go beyond yourself to make sure your ego
isn't interfering. This step is a very private and personal one
and you must decide for yourself how best to do this. Some
people pray, meditate or commune with nature. I ask my Higher
Power for guidance and then keep still to listen what comes to
me.
9. Do I really expect a positive outcome?
Often we unwittingly sabotage our own success. We do
this with positive intent to protect ourselves from fear, pain
or disappointment should it not turn out. We know now that our
dominant thoughts influence with events we experience and that
it is better to act AS IF the desired outcome is already
assured. The key word here is expect, not want. You may want to
win the lottery, but you may not expect to be a multi-million
dollar winner.
10. What would I do if I deserved better?
Some undermine their efforts due to a hidden belief
that they don't deserve more. To see if this is true for you,
look at your life. Do you find that you stop at a certain level
of success? Do you have an internal thermostat that causes you
to cool down whenever you go beyond your comfort zone? Most of
us resist this idea that we don't let ourselves have anymore
than we really believe we deserve. If you believe in your
decision, then act on it!
Predict Your Future. Do not use a crystal
ball to create forecasts of your business. By carefully
assessing the historic trends of
your business enterprise, as
shown in your records for the previous five decades, you can
forecast for the year ahead. Your
listing of sales, your
expertise with the markets in which you market, and your general
understanding of the economy ought to
allow you to forecast a
revenue figure for the following calendar year.
When
You've Got a Sales prediction figure, make up a budget
demonstrating your prices as a proportion of the figure. In the
following year, you can compare real P&L amounts for your
budgeted figures. Thus, your financial plan is an important tool
for
determining the health of your enterprise.
Make
Timely Decisions. Without actions, predictions and conclusions
concerning the future are not worth the paper they are written
on. A decision that does not lead to action is a bad one. The
pace of business demands timely as well as informed decision
making.
In case the owner-manager would be to remain ahead of
competition, you must move to control your destiny.
Powerful 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 details, you need to
determine the consequences of all feasible courses of actions
and the time
demands. 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 be
effective, the owner-manager must have the ability to motivate
key people to acquire the outcomes
intended for within the
cost and time constraints allowed. In working to attain results,
the small business owner-manager has an
edge over large
business. You can be flexible and fast while many large firms
must await committee action before a decision is
made. You
don't need to get permission to behave. And equally important,
bottlenecks to implementing new methods can get your own
personal attention.
One of the Secrets is in deciding
what items to restrain. Even in a small company, the
owner-manager shouldn't attempt and be all
things to
everybody. You ought to keep close control on people, products,
money, and some other tools that you consider
significant to
keeping your operation pointed toward profit.
Handle
Your Folks. Most businesses find that their biggest expense is
labor. Yet because of the close contact with employees, a
few
owner-manager of small businesses don't pay enough attention to
direct and indirect labor costs. They tend to consider those
prices concerning people rather than relate them to gain in
terms of dollars and cents.
Listed below are a few Tips
concerning personnel management:
Gradually Review each
position in your business. Take a glimpse at the job. Is work
being duplicated? Is it organized so that it
motivates the
worker to become concerned? Can the tasks be given to another
employee or employees and a position eliminated? Can a
part-time person fill the occupation.
Perform A modest
private mental game. Imagine you have to eliminate one worker,
If you needed to let 1 person go, who'd it be? How
can you
realign the tasks to make out? You may get a real solution to
the imaginary problem is possible to your financial
advantage.
Usage Compensation as a tool rather than
viewing it as a essential evil. Reward Superior work.
Investigate the possibility of
using increases and bonuses as
incentives for greater productivity. By way of example, can you
schedule bonuses as morale boosters
during seasonal slacks or
alternative dull periods?
Recall That there are new ways
of controlling absenteeism through incentive compensation plans.
For instance, the owner-manager of
one small company
eliminated vacations and sick leave. Rather, this owner-manager
gave every employee thirty days annual leave to
use as the
employee saw fit. In the conclusion of the year, the workers
were paid at regular rates for the leave that they didn't
use. To make up for the year-end pay, the worker had to
establish that sick leave was shot only for this purpose.
Non-sick leave
had to be applied for in advance. As a result,
unscheduled absences and overtime pay have been decreased
significantly.
Additionally, workers were happier and more
effective than they were under the older system.
Control
Your Inventory. Do not tie up all of your money in stock.
Utilize a perpetual inventory system for a cost control as
opposed to a system only for tax purposes. Establish use
patterns or buy patterns on the materials or items you have to
stock to
keep the minimum number required to provide your
clients or to maintain production. Excessive inventory, while it
is finished
product or raw materials, ties up funds that may
be used to better advantage, for example, to open a new sales
territory or to buy
new machinery.
Centralize your
Buys and avoid duplications. Be a comparative shopper. Confirm
orders in writing. Get the price and amount
straight right
away.
Check what you Get for condition and quality.
Check bills from suppliers against quotes. You do not want to be
the victim of the
mistake.
You Ought to, However,
keep one fact in mind when you set up your stock control system.
Do not spend more on the management system
than it can return
in savings.
Control Your Products. From charge of stock
to control of products is but a step. Make sure that your sales
people understand the
value of promoting the products which
are the most profitable. Align your service coverages with your
own markup in mind. Arrange
your products that low markup
items need the least handling.
Control Your Cash. It's
good policy to handle cash and checks as though they were
perishable commodities. They are. Money in your
protected
earns no recurrence; also it Can be stolen. Bank promptly.
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