Dreams do happen! What you invest in can become a reality - and a business is no exception. The vision of owning one's own business can grow till someone finds a method to let it sprout into fruition. As you look around any city, or online, you can see the truth of this. Few, if any, of these companies were there 40 years ago. Somebody's dreams came true on account of the hard work they invested.
Sadly, only some of these enterprises are as satisfying as the creator originally dreamt. While working tedious hours for someone else as a specialist, for an hourly wage, and potentially few benefits or vacations, folk regularly think, "Boy, sometime I may have a business of my own, and I will not have to do this." At this point, it's useful to hear from other experienced entrepreneurs who can give guidance. At last, a few of the people do acquire their own business but without guidance, they find they're now working even longer hours, making less cash and having less holidays than they did before. They have progressed into being an engineer at their own business.
There is not any one to shield them from the consequences of their calls and duties now they are the administrator.
How can one avoid this quandary? By creating a company that functions as adeptly as a franchise. By creating a model business that someone else could duplicate, meaning putting every step of each process in writing. By building a prototype. The product itself takes 2nd place to the method of how the business itself functions. The process rules the business, not the product.
Major elements of creating this type of business are: (1) quantifying everything! What percentage of this, what percentage of that, tracking in writing exactly what is happening (examples are how many customers call or come in during each hour of the day, which are the top hours, how many buyers turn right after walking in the door and how many turn left), (2) making an organizational chart primarily based on what should be done, not on who does it (building a company around personalities severely limits progress, even if it is 'your ' character), (3) be consistent (the exact same colour scheme on everything - the web page, the letterhead - the automobiles - the uniforms - the paint on the walls - the chairs).
Build an image that stays in the customer's mind. McDonalds stands out as the prime example of the above. The image is consistent: they know just how many oz. of each item are available in one day, and which hours are the most productive. The turnover of employees boggles the mind yet the service is matching. And, from a McDonalds in London, to one in China to one in Brazil, the shopper expects exactly the same product.
The new entrepreneurial business with only one or two staff can be developed with the same precision. If it is not, the individual playing the combined role of owner/manager/janitor will generally remain a mechanic with a shattered dream.
By working ON one's business, instead of IN it, the new owner/chief can radiate success, have joyous time with his/her folks daily, and even enjoy several vacations each year.
Sadly, only some of these enterprises are as satisfying as the creator originally dreamt. While working tedious hours for someone else as a specialist, for an hourly wage, and potentially few benefits or vacations, folk regularly think, "Boy, sometime I may have a business of my own, and I will not have to do this." At this point, it's useful to hear from other experienced entrepreneurs who can give guidance. At last, a few of the people do acquire their own business but without guidance, they find they're now working even longer hours, making less cash and having less holidays than they did before. They have progressed into being an engineer at their own business.
There is not any one to shield them from the consequences of their calls and duties now they are the administrator.
How can one avoid this quandary? By creating a company that functions as adeptly as a franchise. By creating a model business that someone else could duplicate, meaning putting every step of each process in writing. By building a prototype. The product itself takes 2nd place to the method of how the business itself functions. The process rules the business, not the product.
Major elements of creating this type of business are: (1) quantifying everything! What percentage of this, what percentage of that, tracking in writing exactly what is happening (examples are how many customers call or come in during each hour of the day, which are the top hours, how many buyers turn right after walking in the door and how many turn left), (2) making an organizational chart primarily based on what should be done, not on who does it (building a company around personalities severely limits progress, even if it is 'your ' character), (3) be consistent (the exact same colour scheme on everything - the web page, the letterhead - the automobiles - the uniforms - the paint on the walls - the chairs).
Build an image that stays in the customer's mind. McDonalds stands out as the prime example of the above. The image is consistent: they know just how many oz. of each item are available in one day, and which hours are the most productive. The turnover of employees boggles the mind yet the service is matching. And, from a McDonalds in London, to one in China to one in Brazil, the shopper expects exactly the same product.
The new entrepreneurial business with only one or two staff can be developed with the same precision. If it is not, the individual playing the combined role of owner/manager/janitor will generally remain a mechanic with a shattered dream.
By working ON one's business, instead of IN it, the new owner/chief can radiate success, have joyous time with his/her folks daily, and even enjoy several vacations each year.
About the Author:
CatalystMLM is a 'no pitch, just value ' community for multi-level marketers. The resource library is full of valuable coaching and interviews from top earnings earners like Ray Higdon, Todd Falcone, Kate Northrup, Michele Reynolds of Send Out Cards, and more.
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