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Watch This Video Before Starting Your Kayak Rental Business Plan PDF!

Checklist for Starting a Kayak Rental 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 Kayak Rental 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 Kayak Rental 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 Kayak Rental 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 Kayak Rental 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

Effective Business Negotiation Techniques

Learning how to negotiate removes pressure, stress and friction from your life. You see, negotiating is like chess -- if you don't know how to play you will be intimidated by the activity, especially if your opponent knows the game. Negotiating is a predicable event that has rules, planned moves, and counter moves. But, unlike chess, negotiating is an activity you can't avoid, so learn the rules. This article discusses the five underlying facts about negotiating, win-win negotiating, and the definition of a good negotiator.

Five Underlying Facts About Negotiating

1. You are negotiating all the time. Whether you are buying supplies, selling products or services, discussing pay with employees, buying a car, disagreeing with your spouse, or dealing with your children, you are always negotiating. It's just that some of what you negotiate, are considered by you as normal activity.

2. Everything you want is presently owned or controlled by someone else. Doesn't that statement seem like "a given?" But think of the implications. To get what you want means you have to negotiate with the person that has it.

3. There are predictable responses to strategic maneuvers or gambits. It is critical to understand this because if strategies are predictable then they can be managed. If a gambit such as "nibbling" for extras at the end of a negotiation is employed on you then you can request "trade-offs" to either stop it or get extras for yourself.

4. There are three critical factors to every negotiation:

The understanding of power -- Who has the power in the negotiation? Understanding this will help you in your strategies. Does the person you are dealing with have the power to make the decision? Are you in a weak negotiating position? If so, can you bring in factors or strategies that mitigate that?

The information factor -- What the opponent wants, what they require, and understanding the elements about the object negotiated for are all informational items that are critical for a smooth negotiation or to use to your advantage.

The time element -- Time is an important element to negotiation. If someone wants your product but is desperate because they need it quickly, it's a big factor in the strength of your position. You know they have little time to compare other products. You can guarantee speed for more money.

5. People are different and have different personality styles that must be accounted for in negotiations. Strategies are affected by the people within the negotiation. If you play to the needs and desires of the person, you will be more successful in the negotiation.

Win-Win Negotiating
Understanding the underlying facts about negotiations gives you a base to work from in any negotiation, but win-win is a central theme that must be concentrated on. Keep in mind three simple rules:

1. Never narrow negotiations down to one issue. Doing so leaves the participants in the position of having a winner or a loser. When single-issue negotiations become a factor, broaden the scope of the negotiations. If immediate delivery is important to a customer and you can't meet the schedule, maybe a partial shipment will resolve their problem while you produce the rest.

2. Never assume you know what the other party wants. What you think you are negotiating for may be totally different from what they are. You may be selling them on quality, when what they need is medium quality, low price and large volume. Always keep an eye on their wants and needs.

3. Understand that people are different and have different perspectives on negotiations. Some may want to negotiate and build a long term business relationship. Others may want the deal, and a handshake and it's over. Price is generally an important factor but never assume that money is the only issue. Other issues can change the price they are willing to accept or the price you are willing to accept, like financing, quality, and speed.

The Negotiator
Let's now direct our attention to the negotiator - You. To be a good negotiator requires five things:

1. Understand that negotiating is always a two-way affair - If you ignore that fact, you will ignore the needs of the other party and put a stake in the heart of the negotiation.

2. Desire to acquire the skills of negotiating - Negotiating is a learned activity. Constantly evaluate your performance and determine how you can improve.

3. Understand how the human factor and gambits affect negotiating - Knowing one gambit and using it always is not enough. It may not work on some people. They may have an affective counter to the gambit. Then you are lost or may not recognize tactics being used on you.

4. Be willing to practice - Pay attention to what you are doing during negotiations. Plan them and re-evaluate your performance. Prepare for negotiations by practicing with someone.

5. Desire to create Win-Win situations - You don't want to negotiate with someone who only wants to destroy you. If you both win, a future deal is possible.

As you understand the rules and the process of negotiations, the stress, pressure and friction that currently get in your way will disappear. You will actually learn to enjoy the process.

 

 

Predict Your Future. Don't use a crystal ball to make forecasts of your business. By carefully assessing the historic trends of
your business, as shown on your records for the previous five years, you can forecast for the year ahead. Your record of earnings,
your experience with the markets in which you market, and your overall understanding of the economy ought to enable you to predict
a sales figure for the next calendar year.

When you have a Sales prediction figure, make up a budget showing your costs as a proportion of the figure. Within the following
year, you can compare real P&L amounts to your budgeted figures. Thus, your financial plan is an important tool for determining
the health of your enterprise.

Make Timely Decisions. Without action, predictions and conclusions concerning the future aren't worth the paper they are written
on. A decision that does not lead to action is a poor one. The rate of business demands timely in addition to informed decision
making. In case the owner-manager would be to stay ahead of competition, you have to move to control your own destiny.

Powerful Decision making in the small business requires several things. The owner-manager must have as much accurate information
as possible. With these facts, you need to establish the effects of all possible courses of actions and the time demands. When
you've made the judgment, you have set up your company so the decisions you make could be transmitted into action.

Control Your Business. To be effective, the owner-manager must be able to motivate key people to acquire the outcomes intended for
within the price and time constraints allowed. In working to achieve results, the small business owner-manager has an advantage
over big business. You can be fast and flexible while many large businesses need to await committee action before a decision is
made. You don't need to get consent to behave. And equally important, bottlenecks to implementing new methods can get your own
personal attention.

One of those Secrets is in determining what things to control. Even in a small business, the owner-manager should not attempt and
be all things to everybody. You should keep close control on individuals, products, cash, and some other tools that you consider
significant to keeping your performance geared toward profit.

Manage Your People. Most businesses realize that their largest 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 labour costs. They have a tendency to
consider those costs in terms of people as opposed to relate them to profit in terms of dollars and cents.

Listed below are a few Tips concerning personnel management:

Gradually Review every position in your business. Take a glimpse in the job. Is work being duplicated? Is it structured so that it
encourages the employee to become concerned? Can the tasks be given to another employee or employees along with a position
eliminated? Can a part-time individual fill the occupation.

Play A modest private mental game. Imagine you have to get rid of one worker, If you needed to let one person go, who would it be?
How would you realign the jobs to make out? You could find a real solution to the fanciful difficulty is possible to your
financial benefit.

Use Compensation as a tool rather than viewing it as a essential evil. Reward Superior work. Investigate the potential for using
increases and bonuses as incentives for greater productivity. By way of instance, can you schedule bonuses like morale boosters
through seasonal slacks or other dull periods?

Recall There are new means of controlling absenteeism through incentive reimbursement plans. For example, the owner-manager of one
little business eliminated holidays and sick leave. Rather, this owner-manager gave every employee thirty days annual leave to use
as the employee saw fit. At the conclusion of the year, the workers were paid at regular prices for the depart that they didn't
use. To make up for the yearlong pay, the employee had to prove that sick leave was taken solely for this purpose. Non-sick leave
had to be applied for in advance. As a result, unscheduled absences and overtime pay were decreased significantly. Additionally,
workers were happier and more productive than they had been under the old 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 just for tax purposes. Establish use patterns or purchase patterns on the substances or items which you have
to stock to keep the minimal number needed to provide your customers or to maintain production. Excessive inventory, while it is
finished merchandise or raw materials, ties up funds that could be used to better advantage, for example, to open a new sales
territory or to buy new machines.

Centralize your Purchases 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. Assess bills from suppliers against quotations. You don't wish to be the victim of
their error.

You should, However, keep 1 fact in mind when you install your inventory control system. Do not spend more on the control system
than it will yield in savings.

Control Your Products. From charge of stock to control of merchandise is but a step. Make sure your sales people recognize the
importance of promoting the products that are the most profitable. Align your service coverages with your markup in mind. Arrange
your goods that low markup items need the least handling.

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

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