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Watch This Video Before Starting Your Kaju Business Plan PDF!

Checklist for Starting a Kaju 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 Kaju 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 Kaju 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 Kaju 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 Kaju 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

Ways to Motivate Employees Effectively

You've just been in a serious car accident. You've got massive internal injuries and a broken jaw. You're going to be in the hospital at least a month. Your jaw is wired shut so you can't use the phone. Will your business run easily and well while you recover? Will your customers be served while you are gone? If you've just experienced heart failure over this prospect, the following list is for you. The information below, if put into practice, will reduce your stress, increase your business' productivity, and give you the vacation you so richly deserve. Here's the top ten things you can do to make your business run as smoothly as possible.

1. Hire wisely.
Most businesses hire bodies for particular jobs rather than people to help build a future. Your business is only as good as each individual employee's contribution to its functioning. Therefore, look for the three i's when you hire: intelligence, initiative, and integrity. For every position, from receptionist to packing clerk, hire only the best you can find. Conversely, if you have current employees who are not performing well, consider whether they are a wise investment of your money.

2. Build a team, not your ego.
Many employers let their egos dominate their interactions with their employees. Stop the pattern. Instead, trust your employees to do their jobs. Make each employee feel that they are an invaluable member of the company team. Let each employee know they are an integral part of the company's end product. Set the example for positive interaction at all times between members of the team even when ideas or performance must be corrected.

3. Reward well.
When you get good employees, reward them financially and emotionally. Be sure their pay is at least at market rate. Take time often to acknowledge each employee's contribution. The two biggest loyalty builders are two simple words-- thank you.

4. Be hands on.
Know each employee's job and how to do it. This not only gives you an automatic reserve employee and trainer (yourself), but has an added bonus. If you show an employee that you are willing to learn or have learned his/her job, you are communicating that you believe their work has value. Every employee needs to know that whether they are emptying trash cans, setting the presses, or selling the large accounts, their work is worthwhile and valuable.

5. Make your employees versatile.
In a small company, every employee should know how to do at least two jobs, particularly on the technical and service sides. For critical tasks, at least three employees should know how to do each job. Thus, you always have an on-the-premises reserve who can step in when needed.

6. Give away tasks, but not ultimate leadership.
What is it you do best? Are you the idea man, the best salesman in your company, the organizer? Find your best talent and then delegate all other tasks to your employees. Train them appropriately to do their job, let them know you have confidence in their ability to perform well, and then let them do their jobs. Adding responsibility with confidence will increase your employee's willingness to work and their pride in the company's end result. At the same time, you must maintain ultimate leadership. In any well run ship, the captain makes final decisions and you are still the captain, albeit a benign one.

7. Communicate, communicate, communicate.
You must talk with your employees, solicit their suggestions, and positively correct their mistakes. Conversely, you must create an atmosphere where employees are willing and able to talk with you. The two best sources of information on how your business is doing and how to improve it are your employees and your customers. Pay attention to both.

8. Give your best and always and encourage the same in your employees.
Pride in the company and its product or service always begins at the top. If you give a half effort or let a sloppily produced product go out the door to a client, you are sending a message to your employees that you do not respect your clients or your work. Your employees will adopt that view as well. If you set the example of giving the extra effort, pitching in when needed, caring about your fellow team members, working as a unit to be the best in your particular business, and taking care of the bottom line, your employees worth having and keeping will follow suit.

9. Encourage innovation and creation.
Give your employees a stake in the future. Once a month, have a meeting where the employees make suggestions on how to improve your product, service, efficiency, or bottom line. Give monetary rewards when the ideas produce increases to the bottom line. Give positive encouragement for the process.

10. Have a second in command.
No general goes into battle without a major who can take over if he is felled by a bullet. You are your business' general and must act accordingly. Find someone you trust within your company who has the same goals, ideals, and a similar business style. Train him/her appropriately. Let others know he/she has your confidence and authority when you are gone. When that is done, leave on vacation and test the theory out. If you have completed steps 1-9 above, your business will run easily and well and you will have regained a healthy balance in your life.

 

 

Predict Your Future. Do not use a crystal ball to make predictions of your business. By carefully analyzing the historical trends
of your business enterprise, as shown in your records for the past five years, you can predict for the year ahead. Your listing of
earnings, your expertise with the markets in which you market, and your overall knowledge of the economy ought to enable you to
predict a sales figure for the next year.

When you have a Sales forecast figure, make up a budget demonstrating your prices as a percentage of that figure. In the next
year, you can compare real P&L figures for your budgeted figures. Thus, your budget 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're written
on. A decision that doesn't lead to action is a bad one. The rate of business demands timely as well as informed decision making.
In case the owner-manager would be to stay ahead of competition, you have to move to control your destiny.

Powerful Decision making from the small business requires a number of things. The owner-manager must have as much accurate
information as possible. With these details, you need to determine the effects of all feasible courses of actions and the time
requirements. When you've created the decision, you have set up your business so that the choices you make could be transmitted
into actions.

Control Your Business. To work, the owner-manager needs to be able to motivate key individuals to get the outcomes intended for
within the price and time limits allowed. In working to attain outcomes, the small business owner-manager has an edge over large
business. You can be fast and flexible while many large firms must await committee actions before a decision is made. You do not
have to get consent to behave. And equally important, bottlenecks to implementing new practices may receive your personal
attention.

One of the Secrets is in determining what things to control. Even in a small company, the owner-manager shouldn't attempt and be
all things to everyone. You should keep close control on people, products, money, and some other tools that you consider
significant to maintaining your operation geared toward profit.

Handle Your Folks. Most companies realize that their largest expense is labor. Yet because of the close contact with employees,
some owner-manager of small businesses do not pay sufficient attention to direct and indirect labor costs. They tend to think of
these costs in terms of people rather than relate them to gain in terms of dollars and cents.

Listed below Are Some Tips regarding personnel handling:

Gradually Review each position in your business. Take a quarterly look at the job. Is work being duplicated? Can it be organized
so that it encourages the worker to become involved? Can the tasks be given to another employee or employees along with a position
removed? Can a part-time person fill the job.

Play A modest personal mental game. Imagine you have to eliminate one employee, If you had to let one person go, who'd it be? How
can you realign the tasks to make out? You may find a true solution to the fanciful difficulty is potential to your financial
benefit.

Usage Compensation as a tool instead of viewing it as a necessary evil. Reward quality work. Look into the potential for using
raises and bonuses as incentives for greater productivity. By way of instance, can you schedule bonuses as morale boosters during
seasonal slacks or alternative dull periods?

Recall That there are new means of controlling absenteeism through incentive compensation plans. For instance, the owner-manager
of one little company eliminated vacations and sick leave. Instead, this owner-manager gave every employee thirty days annual
leave to use as the employee saw fit. At the conclusion of the year, the employees were paid at regular rates for the leave that
they did not use. To qualify for the yearlong cover, the employee had to prove 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 were reduced significantly.
Additionally, workers were happier and more effective than they had been under the old system.

Control Your Inventory. Don't tie up all of your money in inventory. Use a perpetual inventory system for a cost control rather
than a system just for tax purposes. Establish use patterns or buy patterns on the substances or items which you must stock to
keep the minimum number required to provide your customers or to maintain production. Excessive inventory, while it is finished
product or raw materials, ties up funds that 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 comparative shopper. Verify orders . Get the purchase price and amount straight
right away.

Check what you Receive for condition and quality. Check bills from suppliers against quotations. You don't want to be the victim
of the error.

You Ought to, However, keep one fact in mind when you install your inventory control system. Do not invest more on the control
system than it can yield in savings.

Control Your Products. From charge of stock to control of merchandise is but a step. Ensure your sales people understand the value
of promoting the products which are the most lucrative. Align your service policies with your markup in mind. Arrange your goods
so that low markup items need the cheapest handling.

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

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