#Immediacy on speech making

Do competitors 'poach' staff after you have trained them? Equipment is any ...

Do competitors 'poach' staff after you have trained them? Equipment is any of your equipment worn out or obsolete? Is your volume of business limited by the capacity of your equipment.

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Are your equipment problems simply due to lack of money or are they more complex? Have you spare equipment capacity which you cannot utilize. Space could you do more business if you had the space to handle it? Could you profitably use more equipment if you had more room? Is it possible to extend your existing workplace? What prevents you from moving to a larger or more suitable workplace? Capital how quickly could you increase turnover if you had more capital to invest in equipment or facilities? Could you increase sales if you had more stock? Could you buy on better terms if you had more working capital? Could you increase sales profitably by offering better credit terms? Your own time could you increase sales if you had more time available? What proportion of your time is spent on 'unproductive' activities.

What proportion of your personal workload cannot be done by any member of your staff? Have you seriously tried to reduce your personal workload? There may of course, be many other items we have not mentioned which are unique to particular businesses.

Cast your Mind over these other aspects of your business and ask yourself the type of question used above.

At this point, we must seriously warn you not to restrict your reading of subsequent sections to those aspects of the business which you have picked out as problem areas. The very familiarity you possess with your own business can lead to blind spots.

More importantly, a part of the business which you consider is functioning well enough to be ignored may be functioning so well that it can be used as the basis of a profitable sideline. Remember that throughout this website we are looking for strengths as well as weaknesses, opportunities as well as problems.

Learning from experience Professional trainers concerned with management development in big companies make use of what are called learning experiences. In these, the management trainee is assigned to a particular task in which many things happen in a short space of time. Many of these happenings will be new to the trainee.

Such a learning experience has two purposes. • to allow the trainer to judge the ability of the trainee to cope with new experiences • to broaden the experience of the trainee more rapidly than could be done in a normal job. If the trainee copes successfully, he adds to his experience, builds up self-confidence and develops more rapidly as a manager.

If he handles these experiences badly, his ego is badly dented and he will probably be dropped from the management-development programme.

These learning experiences are usually carefully chosen so that even if the trainee is a disaster, little harm befalls the company. This may sound a rough method, but the business world is a rough place and a senior manager must be able to look after himself. Starting a new business is a non-stop learning experience, a DIY management-development programme.

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

But there are important differences from the big-business setup. You play a dual role, both trainer and trainee. At the same time as you are coping... read more

Did you tie up capital unnecessarily, eg by buying instead of renting ...

Did you tie up capital unnecessarily, eg by buying instead of renting leasing HP. Did you get the best price by searching Google. Facilities:

We find that the most convenient method is to use a loose-leaf ...

We find that the most convenient method is to use a loose-leaf website, starting a new webpage for each section. This allows you to go back when second thoughts or fresh ideas strike