Checklist for Starting a Paintball Field 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 Paintball Field 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 Paintball Field 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
A Recipe For Success
Once, there was an older man, who was broke, living in
a tiny house and owned a beat up car. He was living off of $99
social security checks. At 65 years of age, he decided things
had to change. So he thought about what he had to offer. His
friends raved about his chicken recipe. He decided that this was
his best shot at making a change.
He left Kentucky and traveled to different states to
try to sell his recipe. He told restaurant owners that he had a
mouthwatering chicken recipe. He offered the recipe to them for
free, just asking for a small percentage on the items sold.
Sounds like a good deal, right?
Unfortunately, not to most of the restaurants. He heard
NO over 1000 times. Even after all of those rejections, he
didn’t give up. He believed his chicken recipe was something
special. He got rejected 1009 times before he heard his first
yes.
With that one success Colonel Hartland Sanders changed
the way Americans eat chicken. Kentucky Fried Chicken, popularly
known as KFC, was born.
Remember, never give up and always believe in yourself
in spite of rejection.
A Dish of Ice Cream
In the days when an ice cream sundae cost much less, a
10 year old boy entered a hotel coffee shop and sat at a table.
A waitress put a glass of water in front of him.
“How much is an ice cream sundae?”
“50 cents,” replied the waitress.
The little boy pulled his hand out of his pocket and
studied a number of coins in it.
“How much is a dish of plain ice cream?” he inquired.
Some people were now waiting for a table and the waitress was a
bit impatient.
“35 cents,” she said brusquely.
The little boy again counted the coins. “I’ll have the
plain ice cream,” he said.
The waitress brought the ice cream, put the bill on the
table and walked away. The boy finished the ice cream, paid the
cashier and departed.
When the waitress came back, she began wiping down the
table and then swallowed hard at what she saw.
There, placed neatly beside the empty dish, were 15
cents – her tip.
A Quiet Scolding
The late John Wanamaker was the king
of retail. One day while walking through his store in
Philadelphia, he noticed a customer waiting for assistance. No
one was paying the least bit of attention to her. Looking
around, he saw his salespeople huddled together laughing and
talking among themselves. Without a word, he quietly slipped
behind the counter and waited on the customer himself. Then he
quietly handed the purchase to the salespeople to be wrapped as
he went on his way. Later, Wanamaker was quoted as saying, "I
learned thirty years ago that it is foolish to scold. I have
enough trouble overcoming my own limitations without fretting
over the fact that God has not seen fit to distribute evenly the
gift of intelligence."
Quick Decisions
A game warden noticed how a
particular fellow named Sam consistently caught more fish than
anyone else, whereas the other guys would only catch three or
four a day. Sam would come in off the lake with a boat full.
Stringer after stringer was always packed with freshly caught
trout. The warden, curious, asked Sam his secret. The successful
fisherman invited the game warden to accompany him and observe.
So the next morning the two met at the dock and took off in
Sam's boat. When they got to the middle of the lake, Sam stopped
the boat, and the warden sat back to see how it was done.
Sam's approach was simple. He took
out a stick of dynamite, lit it, and threw it in the air. The
explosion rocked the lake with such a force that dead fish
immediately began to surface. Sam took out a net and started
scooping them up.
Well, you can imagine the reaction of
the game warden. When he recovered from the shock of it all, he
began yelling at Sam. "You can't do this! I'll put you in jail,
buddy! You will be paying every fine there is in the book!" Sam,
meanwhile, set his net down and took out another stick of
dynamite. He lit it and tossed it in the lap of the game warden
with these words, "Are you going to sit there all day
complaining, or are you going to fish?"
The poor warden was left with a fast
decision to make. He was yanked, in one second, from an observer
to a participant. A dynamite of a choice had to be made and be
made quickly!
Life is like that. Few days go by
without our coming face to face with an uninvited,
unanticipated, yet unavoidable decision. Like a crashing snow
bank, these decisions tumble upon us without warning. Quick.
Immediate. Sudden. No council, no study, no advice. Pow!
Today, experts Agree that more businesses
face an unstable business environment. Improvements in
information processing and
telecommunications have made major
changes in many businesses. In addition to this, improvements in
transportation and the
development of foreign economies
(specifically in Europe and Asia) have generated a global market
and redefined certain
industries. In addition, as consumers
are vulnerable to more choices, loyalty is becoming less
significant than it once was; a
marginally better price or a
temporary lack of inventory can easily lead to the loss of
consumers. Competitors also can alter
rapidly, with new ones
appearing from out of nowhere (often this means the other side
of the world ). With the instability of the
global market, it
is important that you make tactical planning part of your
overall business strategy.
Proactive Versus Reactive
Management. A few years back, you can establish and maintain a
business by reacting to and meeting
changes in tastes, costs
and prices. This reactive style of management was often enough
to help keep the business going. But,
today changes happen
fast and come from many directions. From the time a reactive
supervisor can make the required alterations, he
or she may
lose many clients -- possibly for good.
Proactive
Planning is the anticipation of future events. Decisions are
based on predictions of future conditions of the
environment
as opposed to responses to various crises as they happen.
Proactive planning in an unstable, technology-driven
business
environment is important to continuing success in just about any
endeavor. Rather than responding to the situation as it
changes, proactive planning requires that you examine
environmental forces and earn resource-allocation decisions.
Using this
method you will take your company where it ought
to be in the next month, year and decade. Barry Worth, a
consultant specializing
in small business management, puts it
this way: Now's entrepreneur has to be a company architect.
Anything built in today's
business environment must have a
step-by-step blueprint or strategy about the best way to reach
success. The blueprint for today's
business owner is a
company plan.
The Need To Get a Strategic Plan. Planning
plays an important role in any business venture. It may make the
difference between the
success or failure of your
organization. You should aim carefully before investing your
time and, particularly, your money in any
business
enterprise. The need for a plan is best exemplified by the
following scenario -"A Tale of Two Firms."
Two
franchises (B and A ) were started by individuals who had worked
in management in much larger companies. While Franchise A
provided a item and Franchise B a service, the output of both
franchise systems had been marketed exclusively in the USA prior
to
the present owners became more involved. The output of
both was readily available in several other developed countries
as well.
The franchises started about precisely the exact
same time and franchisee had a solid market presence, nor do
they at present. Now
Franchise B is broke. By comparison,
Franchise A is selling products in the Midwestern United States
and in Europe.
What was the Deciding difference in the
two franchises' success? You probably expect it to be the you
had developed a strategic
plan and the other hadn't;
howeverit isn't this easy. Many factors can influence the result
of a business venture. There were lots
of similarities
between the businesses, but there were also many differences.
Most notably, Franchise A sold a product and Franchise B
a service (though this doesn't clearly limit options). Another
variation
was that Franchise A had a carefully thought-out
plan. The investors understood as they looked to get a franchise
partner that
they desired to find a product that could
satisfy global markets and a franchiser who'd encourage that
kind of sales campaign.
These investors were established in
the Midwest, but negotiated for exclusive rights to export the
franchiser's merchandise. After
they had acquired the
franchise, as soon as they began to launch their business
domestically, they also began to contact
government experts
from the U.S. Department of Commerce and educators and local
managers with international experience.
Clear plans Were
developed outlining how they'd place, market and distribute the
solution and which overseas markets would be
targeted . Even
as they were building sales in a single European market, they
were attending trade shows and planning entry
strategies
others.
By comparison, The second investor (Franchise B)
began his company strictly because he wanted to leave a former
employer. Of
course many small businesses get started this
way; however, in this case no investigation of marketing options
was done. The
organization was located in an area that, as it
turned out, contained virtually no consumers for the kind of
support being
supplied. When this error was realized, it was
too late to proceed --the investor only did not have the money
or the desire to
risk starting back again.
Other
examples Further demonstrate the need for strategic planning and
for developing a clear business strategy. The owner of a
business that appeared to be performing quite well in two
locations was going to open in a thirdparty. The authors have
been
called in to create a benefits policy and discovered
cash flow problems that may be found only after operations had
started in the
new site. After analyzing the circumstance, an
expansion and fiscal plan was developed for the sound locations
only. In another
situation, the authors determined that a
business had bought more equipment than was necessary to do the
present workload.
After careful Evaluation, intends to
make further purchases were put on hold, along with the
equipment available was utilized
effectively to meet
immediate needs.
A Enterprise Enterprise is to
complicated to assume that failure to develop a solid
organization Plan will be the cause for
problems
Nevertheless, this failure frequently counts Among the variables
contributing to business issues. As Worth has said,
"Being a
business entrepreneur now takes constant vigilance in order to
Be able to take advantage of fresh opportunities and the
access to new Information and technology as they become." Step
one in Doing this is to get a plan.
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