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!
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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 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
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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