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Free Computer Shop Business Plan PDF | Computer Repair Business Plan PDF

Starting a Computer Repair Business

Free Small Business Templates and Tools
Here's a collection of business tools featuring dozens of templates, books, worksheets, tools, software, checklists, videos, manuals, spreadsheets, and much more. All free to download, no strings attached.
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How to Start a Computer Repair Business - Computer Shop Business Plan PDF


Are you considering starting a Computer Repair Business and are in need of a computer shop business plan pdf? if yes, you'll find this free book to be extremely helpful.

This is a practical guide that will walk you step by step through all the essentials of starting your 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.


Don’t Start a New Computer Repair Business Unless You Watch This Video First!

Checklist for Starting a 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 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 a Valuable Free Gift for You
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 business.
Click Here! To get your free business plan template

The Single Most Important Ingredient for Business Success

The first and most important thing you need to acquire in order to succeed in a small business is... knowledge.

Sounds exaggerated? Listen to this...

According to research conducted by Dun & Bradstreet, 90% of all small business failures can be traced to poor management resulting from lack of knowledge.

This is backed up by my own personal observations. In my 31 years as a business coach and consultant to small businesses, I've seen practically dozens of small business owners go under and lose their businesses -- not because they weren't talented or smart enough -- but because they were trying to re-invent the wheel rather than rely on proven, tested methods that work.

Conclusion: if you are really serious about succeeding in a business... If you want to avoid the common traps and mistakes... it is absolutely imperative that you acquire the right knowledge.

"Why Invent Mediocrity, When You Can Copy Genius?"

That's an excellent quote I picked up from a fellow business owner a few years back. What this means is that you should see what is working and try to duplicate it. Why go through all the trouble of inventing something new, that you don't even know will ever work, when you can easily learn from and duplicate something that has been a proven success?

[ Note: One of the BIGGEST mistakes almost all new businesses make is that they WASTE tons of valuable time, energy and money on trying to create something "new", that has never been tested or proven... only to find out later that it was a total loss. Don't make the same mistake! ]

Hi! My name is Meir. I'm the founder and president of BizMove.com, a successful Internet based information business. I'm also the author of numerous books, mostly in the area of small business management.

I've been involved in small business for the past 31 years of my life, as a business coach, manager of a consulting firm, a seminar leader and as the owner of five successful businesses.

During my career as a business coach and consultant I've helped dozens of business owners start their businesses, market, expand, get out of troubles, sell their businesses and do practically every other small business activity you can think of.
You see, I have been there .... done it ... and bought the Small Business t-shirt! -- This free book contains techniques and strategies I've learned during my 31 year small business career.

Here's what you'll discover in the 'How to Start a Computer Repair Business' book:

How to determine the feasibility of your business idea - a complete fill in the blanks template system that will help you predict problems before they happen and keep you from losing your shirt on dog business ideas.

A detailed manual that will walk you step by step through all the essential phases of starting your business

A complete Computer Repair Business Plan PDF template. This fill-in-the-blanks template includes every section of your business plan, including Executive Summary, Objectives, SWOT Analysis, Marketing Analysis and Strategy, Operations Plan, Financial Projections and more (a similar template is sold elsewhere for $69.95).

All this and much much more.

Success Tip: Setting Goals

Good management is the key to success and good management starts with setting goals. Set goals for yourself for the accomplishment of the many tasks necessary in starting and managing your business successfully. Be specific. Write down the goals in measurable terms of performance. Break major goals down into sub-goals, showing what you expect to achieve in the next two to three months, the next six months, the next year, and the next five years. Beside each goal and sub-goal place a specific date showing when it is to be achieved.

Plan the action you must take to attain the goals. While the effort required to reach each sub-goal should be great enough to challenge you, it should not be so great or unreasonable as to discourage you. Do not plan to reach too many goals all at one time.

Establish priorities. Plan in advance how to measure results so you can know exactly how well you are doing. This is what is meant by "measurable" goals. If you can’t keep score as you go along you are likely to lose motivation. Re-work your plan of action to allow for obstacles which may stand in your way. Try to foresee obstacles and plan ways to avert or minimize them.

Click here! to download your Computer Shop Business Plan PDF book for free


Here're other free books in the "how to start a business" series that may interest you:

Agriculture Assisted living Auto repair Bakery Bar Beauty salon Bed and breakfast Bookkeeping Boutique Bowling alley Carpet cleaning Car wash Catering Cattle farming Charity Cleaning Computer Repair Computer repair Construction Consulting Convenience-store Cupcake Daycare Dental Dog daycare Ecommerce Electrical Embroidery Engineering Farm Fashion Film Financial advisor Fitness center Flower-shop Food Food truck Franchise Frozen yogurt Furniture store Gas station Goat farming Grocery store Gym Hairdressing Hair salon Ice cream Insurance agency Interior design Internet Internet cafe IT Jewelry Landscaping Laundromat Laundry Law firm Magazine Manufacturing Microbrewery Motel-hotel Music Nightclub Nonprofit Nursery Online-retail Photography Pizza Plumbing Poultry farming Preschool Printing Private investigator Pub Real-estate Resort Restaurant Retail School Security company Service Software Spa Sports-bar Startup Supermarket Travel agency Trucking Vegetable-farming Website

Here's a Sample 'Executive Summary' for a Computer Repair Business plan:

Purpose
The purpose of this Business Plan is to:

  • Set a course for the Company's management to successfully manage, operate, and administer the business.
  • Inform financing sources of the capital requirements being requested by the Company, in addition to its history, its projected future, and how the requested funding would give the Company the ability to add value to the local economy, generate tax revenues for local and federal government, and help put people back to work.

The Company
[Company Name] is a start-up venture located in Franklin County, OH. The Company offers various computer hardware and accessories items as well as professional repair services. The Company will have a highly visible storefront location to attract walk-in customers as well as members of its community. Furthermore, [Company Name] will expand its exposure through effective marketing as well as introduce the area to market segments that have not yet discovered the Company.

The Market
[Company Name]' target market strategy is based on becoming a destination for people who are looking to purchase PC’s, PC parts, accessories; as well as those in need of repair services within the Pickerington, OH community. These customers prefer certain quality of products and services, and it's the Company's duty to deliver on their expectations.

Financial Consideration
In addition to diligently following this Business Plan to maintain the safeguards for successful business operations and achieve the financial projections herein, the current financial plan of [Company Name] includes obtaining funding through one of many financing programs in the amount of $400,000. The Company hopes to secure the requested funds sometime in the third/fourth quarter of 2011. It will use the funding for the purpose of doing advertising; covering lease and utility expenses; purchasing inventory and showroom equipment; and doing business development. The Company's revenue is projected to increase during the next three years, from $320,766 to $625,000, while its monthly break-even stands at $29,682. 

The major focus for grant funding is as follows:
1. The Company is a minority owned business
2. It will provide local jobs within its community

1.1 Objectives

[Company Name]’ main objectives include:

  • Providing a variety of computer products and services.
  • Be the best in class customer service.
  • Gaining support of the local community as their technology provider and resource.
  • Presenting a competitive advantage by locating in Pickerington being that there are no other significant PC stores in the area.

1.2 Mission

[Company Name]' mission is to provide the best services and products related to computers, IT, and technology in general including small electronics, gadgets, and accessories to the suburban community of Pickerington.

1.3 Keys to Success

[Company Name]’ keys to success involve:

  • The owners experience and longevity in the technology industry
  • Having no significant competition.
  • Being in the Pickerington area, which is a growing community that has no significant PC store.
  • Poised to have a wide variety in technology offering netbooks, iPads, tablet PC’s, along with used equipment reselling.

Company: [Company Name]
Contact: [Name]
Address: [Address]
Phone: XXX-XXX-XXXX
Cell: XXX-XXX-XXXX
Fax: XXX-XXX-XXXX
Email: [Email Address]

[Company Name]’ is a start-up computer hardware retailer located in the Pickerington, OH community. The Company offers various computer hardware and accessories items as well as professional repair services. Furthermore, the business was founded by [Name], an industry professional with collective experience in technology and IT. Mr. Salaberrios has pooled his resources to develop a new strategy for reaching and serving business clients. 

2.1 Company Ownership

[Company Name] is a S-Corp business established in Franklin County, Ohio. [Company Name] is a minority-owned business. The owner of the Company is [Name], who has 100% ownership of the Company.

2.2 Start-up Summary

The following table and chart shows the start-up costs for [Company Name]. The Company's start-up expenses consist of legal, lease, payroll, as well as utilities expenses. The start-up assets consist of key inventory.

Table: Start-up

Start-up

 

 

 

Requirements

 

 

 

Start-up Expenses

 

Legal

$2,000

Utilities

$4,000

Lease

$4,000

Payroll

$35,000

Total Start-up Expenses

$45,000

 

 

Start-up Assets

 

Cash Required

$0

Start-up Inventory

$40,000

Other Current Assets

$0

Long-term Assets

$0

Total Assets

$40,000

 

 

Total Requirements

$85,000


3.0 Products and Services

[Company Name] offer the retail of whole PC’s, PC parts, accessories, upgrades, network cables, repair and professional services. The Company will sell within the Pickerington community from a store on RT 256 on the east side suburb of Columbus, Ohio.

How To Deal With Difficult Employees - Dealing With Difficult Subordinates As A Manager


If you've been a manager for long, you know that things can go wrong even in the best of organizations. Problem behavior on the part of employees can erupt for a variety of reasons. Here are ten tips regarding How To Deal With Difficult Employees, Dealing With Difficult Subordinates As A Manager.

1. Recognize that problem behavior usually has a history.

It usually develops over time and seldom from a single incident. As a manager, it is your responsibility to be alert to the early warning signs and deal with the underlying causes before the situation reaches a crisis.

2. Ask yourself: "Am I partly or wholly responsible?"

You would be surprised how frequently it is the manager who has created, or at least contributed to problems of employee behavior. Having an abrasive style, being unwilling to listen, and being inattentive to the nuances of employee behavior are all factors that contribute to the manager's need to thoroughly examine what is going on.

3. Don't focus only on the overt behavior.

When confronted by an angry employee, it's easy to attack the person and target the behavior rather than examine the factors that underlie the behavior. Often, this takes patience, careful probing, and a willingness to forgo judgment until you really understand the situation.

4. Be attentive to the "awkward silence" and to what may be missing.

When an employee is obviously reluctant to communicate, it's almost a sure sign that more lurks beneath the surface. Often, employees will withhold because they feel unsafe. They may test the waters by airing a less severe or kindred issue in order to see what kind of a response they get. In order to get the full story and encourage forthrightness, it's imperative that the manager read between the lines and offer the concern and support necessary to get the employee to open up.

5. Clarify before your confront.

Chances are, when an issue first surfaces, you will be given only a fragmentary and partial picture of the problem. You may have to dig deep to surface important facts, and talk to others who may be involved. One safe assumption is that each person will tend to present the case from his or her viewpoint, which may or may not be the way it really is. Discretion and careful fact-finding are often required to get a true picture.

6. Be willing to explore the possibility that you have contributed to the problem.

This isn't easy, even if you have reason to believe it's so, because you may not be fully aware of what you have done to fuel the fire. Three helpful questions to ask yourself: "Is this problem unique, or does it have a familiar ring as having happened before?", "Are others in my organization exhibiting similar behaviors?", and finally, "Am I partially the cause of the behavior I am criticizing in others?"

7. Plan your strategy.

Start by defining, for yourself, what changes you would like to see take place, Then, follow this sequence: (1) Tell the person that there is a problem. State the problem as you understand it and explain why it is important that it be resolved; (2) Gain agreement that you've defined the problem correctly, and that the employee understands that it must be solved; (3) Ask for solutions, using open-ended questions such as: "What are you willing to do to correct this problem?" In some cases, you may have to make it clear what you expect; (4) Get a commitment that the employee will take the required actions; (5) Set deadlines for completing the actions. In the case of a repeated problem, you may want to advise the employee of the consequences of failing to take corrective action; (6) Follow up on the deadlines you've set.

8. Treat the employee as an adult and expect adult behavior.

To some extent, expectation defines the result. If you indicate, by your actions or by the content or tone of your voice, that you expect less than full adult behavior, that's what you're likely to get.

9. Treat interpersonal conflicts differently.

If the problem behavior stems from a personality conflict between two employees, have each one answer these questions: (1) How would you describe the other person?; (2) How does he or she make you feel?; (3) Why do you feel that the other person behaves the way he/she does?; (4) What might you be able to do to alleviate the situation?; (5) What would you like the other person to do in return?.

10. Seek agreement regarding steps to be taken and results expected.

Nothing is really "fixed" unless it stays fixed. All parties to a dispute must agree that the steps taken (or proposed) will substantially alleviate the problem. Further, they must agree on what they will do IF the results attained are not as anticipated. This can be achieved by doing a simple role play, i.e., having each side (including your own) articulate the steps to be taken and the outcomes anticipated. That way, even if subsequent events are significantly different than expected, the lines of communication for adjusting the situation are opened.

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