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Watch This Video Before Starting Your Kurti Business Plan PDF!

Checklist for Starting a Kurti 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 Kurti 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 Kurti 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 Kurti 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 Kurti 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

Do You Make These Common Mistakes in Selling?

Do you wish that your quest for clients and customers were more fruitful? It will be if you avoid falling into these common traps.

1. Does selling often feel like begging?

Too often, salespeople fail to think of their time with a prospect as an interview to find out whether the prospect qualifies to do business with their company. Instead of asking the questions that will determine whether it's possible to move the prospect to the level of customer, salespeople often find themselves hoping...wishing...and even begging for the opportunity to "just show my wares" and maybe make a sale.

Think of yourself as a doctor instead. A physician examines the patient thoroughly before making a recommendation, using various instruments to conduct the examination. In selling, questions are the instrument to conduct a qualifying examination of the prospect.

2. Do you talk too much?

Salespeople who are too focused on their pitch end up dominating the time with a prospect with their talk, while the prospect must listen (whether they're interested or not. As a result, for every hour spent in front of a prospect, five minutes is spent selling the product or service - and 55 minutes saying things that might actually be buying it back. Result: no order, canceled order or "I'll think it over."

The 80/20 Rule (80 percent of your business comes from 20 percent of your clients) applies to selling, as well. The goal should be to get the prospect to do 80 percent of the talking, while you do only 20 percent.

3. Do you make too many presumptions?

Most companies are no longer in the business of selling products but of providing solutions. This is fine, except that often salespeople try to tell the prospect the solution before they even understand the problem. If salespeople were held accountable for their solutions, as doctors are for their prescriptions, they would be forced - at the risk of malpractice - to examine the problem thoroughly before proposing a cure. The salesperson must ask questions up front to get a complete understanding of the prospect's perspective.

4. Do you answer unasked questions?

When a customer says something like, "Your price is too high," salespeople often switch into a defensive mode. They'll begin a lengthy speech on quality or value, or they might respond with a concession or price reduction. If customers can get a discount by merely making a statement, they will reason that they shouldn't buy before trying something more powerful to get an even better price. "Your price is too high" is not a question; it does not require an answer.

5. Do you fail to get the prospect to reveal budget up front?

How can the salesperson possibly propose a solution without knowing the prospect's priority on a problem? Knowing whether money has been allocated for a project can help distinguish someone who is ready to solve a problem from someone who is merely fishing around. The amount of money the prospect is willing to invest to solve a problem will help determine whether a solution is feasible, and if so, which approach will be best

6. Do you make too many follow-up calls?

Whether because of a stubborn attitude that every prospect can be fumed into a customer or ignorance that a sale is truly dead, salespeople sometimes spend too much time chasing accounts that don't qualify for a product or service. This fact should have been detected far earlier in the sales interview process.

7. Do you fail to get a prospect's commitment to purchase before making a presentation?

Salespeople jump too easily at any opportunity to show how smart they are by making a presentation about their product's or service's features and benefits. They forget their true goal - to make a sale - and end up merely educating their prospects, who then have all the information they need to buy from a competitor.

8. Do you chat about everything and avoid starting the sale?

Building rapport is essential, but not if the small talk doesn't end and the sale doesn't begin. Unfortunately, the prospect usually recognizes this before the salesperson. The result: the salesperson is back on the street wondering how he or she did with that prospect.

9. Do you prefer to hear "I want to think it over" rather than "no"?

Prospects frequently end a sales interview with the standard "think it over" line. The salesperson often accepts this indecision. It's easier to tell a manager or convince yourself that the prospect may buy in the future than to admit that the prospect is not a qualified candidate for the product or service. After all, isn't it the salesperson's job to go out and get prospects to say yes? Getting the prospect to say no can make you feel rejected or a failure. But a no allows you to go on to more promising prospects.

10. Do you have a systematic approach to selling?

When you find yourself ad-libbing or pursuing a hit-or-miss approach to a sale, the prospect controls the selling process. Salespeople who are disorganized in their presentation often leave a sales call confused and unsure of where they stand. This happens because they don't know where they have been and what the next step should be. Following a specific sequence, and controlling the steps through the selling process, is vital to an organized, professional sales effort.

 

 

Company Financial management in the small firm is characterized, in many distinct cases, by the necessity to confront a somewhat
different set of issues and opportunities than those confronted by a massive corporation. 1 immediate and obvious difference is
that a majority of smaller firms do not normally have the opportunity to openly sell issues of stocks or bonds in order to raise
capital. The owner-manager of a smaller firm must rely mostly on trade credit, bank financing, lease financing, and personal
equity to fund the company. One, therefore faces a much more severely restricted pair of financing alternatives than those
confronted with the financial vice president or treasurer of a massive corporation.

On another Hand, when small business financial management is concern, many financial issues facing the small firm are very like
those of larger corporations. For example, the investigation necessary for a long-term investment decision like the purchase of
heavy machines or the evaluation of lease-buy alternatives, is fundamentally the exact same whatever the size of the company. Once
the decision is made, the financing alternatives available to the firm might be radically different, however, the decision
procedure will be generally comparable.

One area of Particular concern for the smaller business owner lies in the successful management of working capital. Net working
capital is defined as the difference between current assets and current liabilities and is often thought of as the"circulating
capital" of the business. Lack of control in this crucial area is a primary source of business failure in both small and large
businesses.

The business Manager must always be alert to changes in working capital accounts, the reason behind those changes and the
implications of these changes for the financial health of the corporation. One convenient and effective system to highlight the
crucial managerial demands in this area is to view working capital concerning its major components:

Cash and Equivalents. This most liquid type of present assets, cash and cash equivalents (usually marketable securities or
short-term certificate of deposit) requires constant supervision. A well planned and maintained cash budgeting system is essential
to answer key questions like: Why is the cash level adequate to meet current expenses as they come due? What are the time
relationships between cash inflows and outflows? When will peak cash needs occur? What's going to be the magnitude of bank
borrowing needed to fulfill some cash shortfalls? When will this borrowing be required and when may repayment be anticipated?
Accounts Receivable. Almost all companies must extend credit to their clients. Key issues in this area include: Is the amount of
accounts receivable fair in relation to sales? On the average, how quickly are accounts receivable has been accumulated? Which
clients are"slow payers?" What action ought to be taken to rate sets where needed?Inventories.Inventories often make up 50 percent or more of a firm's current assets and therefore, are worthy of close scrutiny.
Key questions that must be considered in this area include: Why is your level of inventory reasonable concerning sales and the
working features of the business? How quickly is stock turned over in relation to other businesses in precisely the exact same
industry? Isn't any capital invested in dead or slow moving stock? Are earnings being lost due to inadequate inventory levels?
When appropriate, what action should be taken to increase or reduce inventory?

Accounts Payable and Trade Notes Payable. In a company, trade credit often provides a major source of financing for the firm. Key
issues to research in this category include: Is the amount of money owed to providers reasonable concerning purchases? Is the
company's payment policy such that it will improve or detract from the firm's credit rating? If available, are discounts being
taken? What will be the timing relationships between payments on accounts payable and collection accounts receivable?Notes
Payable. Notes payable to banks or other creditors are a second major source of financing for the business. Significant questions
in this course include: What is the quantity of bank borrowing used? Is this debt amount fair in relation to the equity funding of
the firm? When will interest and principal payments fall due? Will funds be available to meet those obligations on time?

Accrued Expenses and Taxes Payable. Accrued expenses and taxes payable represent obligations of the firm as of the date of balance
sheet preparation. Accrued expenses represent these items as salaries payable, interest payable on bank notes, insurance premiums
payable, and similar products. Of primary concern in this area, especially with regard to taxes payable, is the magnitude, timing,
and availability of funds for payment. Careful planning must insure that these obligations are met on time.

As a final Notice, it's important to realize that although the operating capital accounts previously are listed separately, they
must also be viewed in total and from the point of view of the connection to one another: What is the overall trend in net
operating capital? Is this a healthy trend? Which person balances are liable for this trend? How does the company's working
capital position relate to similar sized companies in the business? What can be done to fix the trend, if needed?

Obviously, the Questions posed are a lot easier to ask than to answer and you will find several"general" answers to the issues
raised. The guides that follow provide hints, techniques, and guidelines for successful management which, when tempered with the
expertise of the individual owner-manager and the unique demands of the particular sector, might be expected to enhance the
ability to handle effectively the financial resources of a business enterprise.

There is one Simple reason to understand and observe business financial planning in your business - to prevent failure. Eight of
ten new companies fail primarily because of the dearth of good financial planning.

Company Financial planning impacts how and on what conditions you'll be able to attract the funding required to establish,
maintain, and expand your company.

Financial Planning decides the raw materials you can afford to buy, the products you will be able to create, and whether you will
be able to market them efficiently. It impacts the human and physical resources you'll be able to get to operate your business. It
will be a major determinant of whether or not you will have the ability to produce your hard work rewarding.

This section Provides an overview of the vital elements of financial management and planning. Used wisely, it is going to make the
reader - the small business owner/manager - comfortable enough with the principles to have a fighting chance of succeeding in
today's highly competitive business environment.

A clearly Conceived, nicely recorded fiscal plan, establishing goals and such as the The use of Pro Forma Statements and Budgets
to ensure financial control, will Demonstrate not only that you know what you wish to do, but that you know how To achieve it.
This demonstration is essential to attract the capital Required by your business from lenders and investors.

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