#Immediacy on speech making

In the real world, the successful businessperson makes many hunch decisions, but ...

In the real world, the successful businessperson makes many hunch decisions, but only when facts are not available. Nor is he afraid to conduct a post-mortem on the unsuccessful ones.

What type of business Broadly speaking, there are three main types of business activity: making things, selling things, and providing a service. In practice, the boundaries between these may be hard to draw and many businesses display elements of all three. After all, the manufacturer has to sell what he makes and the sales person has to provide some form of service.

Nevertheless, in most businesses and particularly in small businesses one type is clearly the main activity. What type of business are you running? Before answering this question, read the following 'cautionary tale': Bob's previous business folded up like many others in 2009. He had a modest pension from his earlier employment so in choosing a new business he looked for pleasure as much as income. He had been a stamp collector for many years and decided upon mail-order stamp dealing, operating from his home to minimize overheads.

Once under way, he was gratified by the number of customers who commented on the good service he gave. At the same time, he became increasingly resentful of the amount of time he had to spend on rearranging stock and sending out revised lists of offers.

It gradually dawned on him / her that he was running a service business, not a selling business. Why start a business? In the example quoted above, Bob started his stamp-dealing business for fun as much as for money. Other people start businesses for many different reasons.

Some believe they can make more money working for themselves than for someone else. Some have an idea for a product or service which they are convinced will make their fortune and occasionally they are right. Some are frustrated, working in a badly run business which they think they could run much better Some who are unemployed start a business in a mood of desperation, because they cannot get a job. Some are just bored by many years of doing the same job and want to try their hand at something new.

Although money is a powerful spur in many cases, it is not always the main factor. The common theme which comes through almost every entrepreneur's tale of why he started a business is a desire for independence freedom to do his own thing, make his own mistakes, try out his own ideas and reap the rewards and penalties of being his own boss. Why did you start your business? To what extent do you think you are achieving your objectives? If you continue running it along present lines and improve its profitability, will the business give you what you want? If you are becoming disenchanted with the business, is this because your wants have altered? Do you now suspect that you may have exchanged one rat race for another? Do you still have the some wants but feel you may have chosen the wrong business? Why did you choose this particular business in the first place? Problems and Opportunities As you progress through the website, we shall help you examine your business in detail to find out its strengths and weaknesses. We shall also discuss many ways in which these strengths can be exploited and the weaknesses overcome.

But you already know far more about your business than anyone else does and must have some ideas about what parts of the business are most critical. What's stopping you from making more money now? To help to jog your memory, we have listed below a number of the more common causes of poor profitability.

Go through each of these in turn and think seriously about whether and to what extent each one applies to your business. Customers do you need more customers? Could you cope with more if you got them? Do you have as many customers as you can handle but need them to spend more? Are you attracting the wrong kind of customer? Does your trade fluctuate too much? Are you too dependent on one or two large customers? Supplies are your sales limited by the amount of supplies you can get? Do you have trouble with the quality of supplies, either occasionally or continually. Are deliveries of supplies unreliable. Skilled staff could you increase your turnover if you could get more skilled staff? Do you have a high turnover of skilled staff? Is there an acute shortage of suitable staff in your area.

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But there are important differences from the big-business setup. You play a ...

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