The message to CLOs is becoming clearer and clearer. Company leaders want them to align educational offerings with the organization’s strategic objectives.

That’s not an easy challenge. They must ensure that education and communication initiatives reinforce the company’s goals. They must help employees understand these goals and develop the skills and motivation to contribute to them.

And at the most basic level of alignment, they must make sure that every employee understands how the company makes money. That includes understanding how profitability is driven, how assets are used, how cash is generated and how day-to-day actions and decisions, including their own, impact success.

Developing business acumen is fundamental to business alignment. Consider Southwest Airlines, which was founded in 1971. With 33 straight years of profitability, the airline has become widely recognized for the motivational culture it creates for employees and its extraordinary dedication to customer service.

Much of the industry has suffered during the years of Southwest’s growth, including many airlines that have merged or declared bankruptcy. Southwest buys the same planes and the same jet fuel as other airlines, and pays its employees competitive wages and benefits. What’s the difference?

Unlike some of its competitors, Southwest’s management team involves employees in the company’s financial results, explaining what the numbers mean and, more important, helping to link everyone’s decisions and actions to the bottom line. The airline has an open culture, one of inclusion at all levels, and employees understand their roles in providing great service and keeping costs in line.

Certainly there are other factors that contribute to the success at Southwest, but it’s difficult to ignore the positive impact of an approach that develops the business acumen of all employees and managers so that they can contribute to the airline’s success.

An Educational Challenge

Unlike those at Southwest, individual contributors and managers in many organizations today have not been educated about the big picture of their businesses. They have a narrow focus on their own departments and job functions and aren’t able to make the link between their actions and the company’s success. Multiplied by hundreds or even thousands of employees, this lack of understanding – the lack of true business acumen – means that too many decisions are being made and too many actions are being taken that don’t align with business objectives.

How can training help bridge this knowledge gap? For many companies like Southwest, implementing learning programs designed to develop a strong foundation of financial literacy and business acumen has made the communication of financial results to employees easier and more effective.

Business Acumen: A Definition

Very simply, business acumen is the understanding of what it takes for a business to make money. It involves financial literacy, which is an understanding of the numbers on financial statements, as well as an understanding of the strategies, decisions and actions that impact these numbers.

Someone with financial literacy, for example, would be able to “read” the company’s income statement. This employee or manager would understand the terminology (revenue, cost of goods sold, gross margin, profit, etc.) and what the numbers represent (i.e., gross margin equals total sales/revenue less the cost of goods sold).

With business acumen, the individual would be able to “interpret” this same income statement, taking into consideration how company strategies and initiatives have impacted the numbers during specific periods of time.

Consider a simple comparison: In football, it’s necessary for players to know how the game is scored as well as how to play the game to change the score. In business, financial literacy is understanding the “score” (financial statements) and business acumen is understanding how to impact it (strategic actions and decisions).

Asking the Right Questions

When business acumen spreads through an organization, employees and managers begin to ask questions. These questions are directed not only at the organization, but also at themselves and their departments – questions about processes, products, systems, staffing and more that can lead to necessary and innovative decisions and actions.

Business acumen helps everyone understand that it’s not enough to ask, “How do we cut costs?” or to say, “We need to increase sales.” Digging deeper, employees with higher levels of business acumen will ask questions that take into consideration the far-reaching impact of potential decisions and demonstrate a greater ability to make the connections between performance and results.

Questions that could get to the root of disappointing operating ratios:

• Have production costs gone up? If so, why?

• Have we changed prices? If so, how has that affected our margins?

• Are there any competitive issues impacting our performance?

• Have there been any customer requirement changes?

• If our costs per unit produced have gone up, can we better control the efficiency of our production or service delivery?

• Is there a way to produce a greater product volume at the same cost?

• Can we raise prices, still provide value to the customer and remain competitive?

When questions become more specific, the right decisions can be made.

Business Acumen for Managers

Managers at all levels need a high level of business acumen to do their jobs. Every day, they make decisions about employees, projects, processes, expenditures, customers and much more – decisions that ultimately roll up into larger organizational results. Managers who make these decisions while looking through a departmental lens only, with a limited understanding of how these decisions affect financial results or how they are tied to the organization’s goals and objectives, are working in silos that can ultimately damage the company.

Managers are often promoted to their positions of responsibility because of their “technical” expertise. They’ve been successful customer service representatives, great salespeople, innovative researchers or well-respected IT professionals. They are now entrusted with decision making, budgets, projects and people. They often do not have financial literacy, nor have they developed a higher-level perspective about the business. Over time, especially if they move up the managerial ladder, they may develop these. Or they may not.

Organizations need managers who operate as part of the management team, taking accountability for their own results as well as the results of the entire company. Therefore, more and more organizations have built financial literacy and business acumen into managerial competency requirements and have integrated business acumen training into management curriculums.

Business Acumen for Employees

Although there is little debate about the need for managers to develop business acumen, organizations sometimes question the need for this understanding at employee levels. But frontline contributors, those who are most directly involved with production or customer service, for example, take actions every day that impact business results.

Consider the salesperson who discounts products, or the service representative who deals with an unhappy customer, or the maintenance person who notices a problem. The actions each of them takes might erode profit margin, lose a good customer or allow safety issues to escalate. Without an understanding of how their actions impact the company’s results, they might not have the context to consider alternatives.

Many organizations have determined that financial literacy and business acumen aren’t just for managers anymore. They have decided to develop a company of people who understand the business; who know what return on assets and return on investment mean; who know how inventory turnover rates affect results and the importance of positive cash flow; who see the connection between the company’s financial success and their own health benefits, 401(k) plans and more. In other words, they need people who understand the “business” of the business.

In his book Good to Great, Jim Collins says, “We found no evidence that the ‘good-to-great’ companies had more or better information than the comparison companies. None. Both sets of companies had virtually identical access to good information. The key, then, lies not in better information, but in turning information into information that cannot be ignored.”

With an increased level of business acumen, managers and employees can better interpret information, making the connection between their actions and the company’s results.

Another Reality of Today’s Business World

A public company’s operating results are well known at the end of each quarter. Analysts, investors, the media, employees-everyone has access to a company’s financial results. With a significantly increased focus on accounting improprieties over the past few years, senior management has become highly conscious of the need to provide accurate and timely financial information. And employees have become much more likely to wonder about these numbers. “Is my company being honest? Are the numbers telling the whole story?”

Without a fundamental understanding of financial results and an ability to interpret them, employees may become suspicious and, ultimately, disengaged. Disengaged workers, in turn, negatively impact productivity and profits.

CEOs of public companies, then, must ensure that managers and employees are able to understand the numbers and have confidence in them. That means effective business acumen education as well as ongoing and open communication from the top.

Former GE chairman Jack Welch said in his book Straight from the Gut, “Getting every employee’s mind into the game is a huge part of what the CEO job is all about…There’s nothing more important.”

The Big Picture

As we have become a nation of specialists, armed with new information technology and enterprise-wide operating systems, it has become easier for managers and employees to become myopically immersed in their own jobs. This immersion can have the effect of obscuring their view of the big picture. They may not consider the cumulative effect of wasted assets. They may have little regard for the objectives and responsibilities of other team members, departments or divisions. They may lack the motivation to invest personal energy in critical project work.

Organizations that engage in developing business acumen provide a clearer vision and an overall context within which employees can work, while creating an environment that is more likely to break down internal barriers. There is less waste and less ambivalence. There is increased innovation. Employees are more engaged, they understand their role and its impact on business results, and they are more likely to believe that their efforts really matter. They are more likely to think like a business owner.

Think Like an Owner

To be successful, business owners must be able to helicopter above day-to-day issues and see the big picture. They must understand how the pieces of the business fit together to impact profitability and cash flow, and they must be able to assess the risks and rewards of potential decisions. The best business owners study the numbers, ask themselves tough questions, analyze their mistakes and take decisive action.

To truly understand the business, owners have to understand how that business makes money – in other words, how it produces sales, profit and cash. Organizationally, they know that it’s about people, processes and productivity. On the customer front, it’s about satisfaction, loyalty and market share. Ultimately, every action taken and every decision made in any of these areas will impact sales, profit or cash.

When managers and employees begin thinking like owners, they, too, look at the big picture, understand how all the pieces fit together, and assess risks and rewards. They understand, like an owner, how the company makes money, how it stays in business and how they contribute to its success.

The benefits to an organization of engaging managers and employees in this kind of ownership thinking are obvious. So how can a company develop the business acumen of its people?

Developing Business Acumen: Two Stories

Entrepreneurs are generally forced to develop business acumen on their own. They are hands-on with their businesses and have to make all the decisions as they go along, whether good or bad. They either learn from their mistakes or fail.

It’s very different for managers and employees in an organization.

They aren’t involved in all aspects of the business, and they make decisions primarily within their own areas of responsibility. Since seeing the connections isn’t easy, they need to learn in some other way.

Books and lectures can help. But business acumen is best developed experientially. Learners must be able to analyze situations, ask questions, discuss issues with other learners, consider options, make mistakes and see results.

Although there are a variety of ways to accomplish this kind of experiential learning, many companies have found that simulations, which mirror reality and allow learners to experiment in a safe environment, are one of the best ways. Here are the stories of two companies who chose to educate their learners with business simulations.

Comcast Cable Communications

The NorthCentral Division of Comcast – one of the country’s largest entertainment, information and communications companies, specializing in cable television, high-speed Internet and telephone service – set out to ensure that managers and employees throughout the organization had the financial acumen required to make good decisions. A companywide survey had clearly demonstrated this need – especially for managers of employees who had direct contact with customers.

For example, if a customer calls with a service problem, frontline employees and their supervisors can issue credits to the customer’s account in an effort to resolve the issue. Although this may be exactly what is needed for the situation, Comcast realized that employees making these decisions didn’t necessarily understand that a $10 credit could ultimately require more than $100 in revenue for the company to break even. Similarly, a service technician’s visit to a customer’s home might cost $50 directly, but the company might have to sell an additional $500 in services to cover the cost.

“The lack of financial acumen among supervisors and employees was largely understandable,” says Mark Fortin, senior vice president of finance for Comcast’s NorthCentral Division. “Almost 75 percent of the company’s employees are on the front lines in roles such as call center personnel or field technicians. They are trained to be good at what they do, but their backgrounds typically don’t include emphasis on financial literacy.”

Comcast human resource executives determined that a fundamental approach to the development of business acumen was needed. However, this approach also would need to be fast, engaging and job-relevant. Expanding upon its already robust Comcast University management curriculum, the executives chose to integrate a high-energy, tailored learning experience that would provide the “basics” and, at the same time, deal specifically with Comcast terminology, concepts and strategic imperatives.

As they participated, learners made decisions about products, processes, pricing and more, and they saw how those decisions impacted financial success. In the end, it became easier for them to make sharper day-to-day choices.

“The thing that sticks out for the frontline leaders, the field technicians, and the call center supervisors and managers who attend, is the high cost of sales in our business,” says Sophia Alexander, senior manager of curriculum and metrics for the division. “It’s like a bell goes off in their heads when they realize what it costs for us to earn what we need to earn to run the organization.”

Attending the learning session is not mandatory for supervisors and managers. However, there is an unwritten expectation that they will participate in business acumen training as well as other Comcast University core programs, according to Jan Underhill, senior manager of leadership development for the NorthCentral Division. That expectation, coupled with the fact that manager compensation has recently become tied to meeting specific financial goals, has kept attendance high.

Senior executive support also has been an important factor in creating interest and awareness around financial literacy. “Getting people to sign up is much easier when senior executives like Mark Fortin are strong advocates for the program,” says Underhill.

Feedback has been resoundingly positive. On average, for example, Level 1 feedback about the discovery learning based business acumen sessions has been 4.5 on a 5-point scale. That means that the program has exceeded expectations. Better than that, says Sophia Alexander, senior manager of curriculum and metrics for the NorthCentral Division, is the empirical evidence that the new insights and knowledge have made a difference. For example:

• Participant self-evaluations indicate that financial literacy has increased by at least 25 percent as a result of the business acumen training.

• After the training, there was a 20 percent increase in the participants’ ability to use basic financial terms and concepts on the job.

• Almost 45 percent of supervisory participants report that they are using their business acumen knowledge in daily communications with staff and peers.

“Some people, particularly in big companies, feel like there is an open checkbook. They think… I don’t own the company. It’s not my problem. Somebody will pay the bills. But in today’s environment, with some very large companies in trouble, everyone needs to be part of the solution. Business acumen education for managers and employees helps the company as a whole, but it also helps employees. It’s about self-preservation to some extent.” comments Fortin.

Southwest Airlines

Southwest Airlines is one of the consistently profitable companies that makes “business literacy” a core component of its employee training programs. Every employee has a solid understanding of what a new customer, and new revenue, means to the company. Employees also know how the loss of a customer can impact the business.

According to Elizabeth Bryant, director of leadership training at Southwest Airlines, “Our training covers how the financial ratios such as return on assets and various margins are determined. Knowing that team managers, supervisors and all employees have this knowledge enables the company’s leadership to present detailed financial reports and explain to the teams where the margins need to be. Management can speak more in depth to all the employees, and the employees understand what the objectives are.”

Bryant added, “Because we don’t waste the little things, because we track every penny and every activity, we’ve all come to know the importance of each cent. With the pennies in hand, we spotlight the idea of compound interest- for example, how the small savings help us by year’s end and how small amounts of waste can conversely add up to hurt us.”

Consider the importance of a key operating metric for the airline industry – operating cost-per-seat mile. This is how much it costs an airline to fly one seat one mile. All the operating costs are divided by the total number of seat miles (the total number of miles of all the seats that were flown for a given period, whether a passenger was in the seat or not). Much of the industry has had cost-per-seat mile results at or over 10 cents. Southwest Airlines’ cost-per-seat mile is about 6.5 cents. The lowest cost-per-seat mile in the industry almost 25 years ago was just over 5 cents.

How do they do it? Certainly there are a number of factors that lead to success. However, one of the key influences is Southwest’s ongoing training in business acumen. This training ensures that employees know:

• How challenging it is to ensure ongoing profitability; making a profit can never be taken for granted

• The importance of utilizing the benefits of the good years to prepare for the tough years

• The impact of individual actions and decisions to the bottom line

In other words, Southwest invests in training to help employees think like business owners. This, in turn, produces real results, like its consistently low cost-per-seat mile. When Southwest’s learning team decided to implement a business acumen simulation several years ago, there was some initial concern about how well it would be received.

Bryant explained, “Some people, especially those without financial training, were nervous about the topic. We are such a people-oriented company that we didn’t want people to think that now we’re just a financially oriented company and everyone will be judged purely on financial performance. But we positioned the need for the business literacy training as another way to prove that we actually care tremendously for each employee. We explained that if you understand what the numbers mean then you can better understand how your work provides an integral contribution to the business.”

Southwest Airlines, according to Bryant, has never had a layoff – a rarity in the airline business. The more their employees understand the challenges of the business, the better they appreciate the importance of making smart decisions every day.

Bryant concluded that the discovery learning techniques in a robust business simulation work well in the Southwest culture because of the team orientation. “All the participants learn that they can’t individually make it all happen,” said Bryant. “They learn that they have to look beyond themselves, act and think like an owner, and realize that our efforts and financial results here are not just for a career, but for a cause. It’s this cause-oriented philosophy toward delivering a low-cost, high-quality service that allows people the opportunity to travel. Our success at achieving positive results translates to individual opportunities to work, to grow and to continually think of innovative ways to improve our business and serve our customers.”

The Classroom Advantage

These two companies chose to develop the business acumen of managers and employees by using a classroom-based simulation, facilitated by instructors at company sites. Although online options were available and were used in some cases to supplement the instructor-led training sessions, they decided that there were significant advantages to tackling this subject in a “live” session where they could leverage the power of:

• SHARED KNOWLEDGE AND EXPERIENCE: Learners bring their own perspectives and issues to the session.

• TEAMWORK: Learners work together, make decisions together and rely on each other as they learn.

• COMPETITIVE FUN: Small teams “play” against each other and enjoy a competitive environment.

• COMPANY-SPECIFIC DISCUSSIONS: The learners’ common interest in their own company’s financial and strategic issues allows for greater analysis and depth of discussions and a true “connection” between the learning simulation and the organization’s reality.

• LEARNING MOTIVATION AND COMFORT: Learners who may not be comfortable with the subject of finance find themselves playing a game in the comfort of a team environment.

Although there are a number of educational approaches available to organizations in the area of business acumen, classroom-based training that brings together teams of learners can help ensure that learning occurs and that connections to the business are made in ways that prompt action back on the job.

The Bottom Line

More than ever, successful companies will need to focus on developing the business acumen of managers and employees. These companies will realize that when their people understand the numbers, when they understand how their departments contribute to the company’s objectives and when they see how their own decisions and actions make a difference, they will begin to operate as part of a team rather than in a departmental or personal silo. And a critical piece of the alignment puzzle will be solved.

With widespread business acumen, companies can have a powerful asset – educated, knowledgeable and motivated employees. And with this asset, those will be the companies best positioned to succeed.

Article Source:

http://EzineArticles.com/?expert=Raymond_D._Green

Performance coaching is a term that is used commonly in business. Life coaches can use this approach to when they are dealing with a client that is coming to them for professional coaching services. There are all different levels of professionals that would come to a life coach for their professional coaching needs.

For example, a person might be fresh out of college. They might have practiced scenarios in the classroom about how things will be when they graduate, and they start working in their career fields. They might have even read their books about how things will be. These books have been written by industry insiders. However, the only real way for the college graduate to gain their real world experience, is to show up to work and experience the job and experience life. Because this person is brand new to their career fields, they will have so many questions and they will make so many mistakes. Performance coaching can help them in a couple of ways. First, they can gain feedback about their mistakes and learn how not to make the same mistakes. They can also learn any inside unwritten codes and rules that might apply to their situation.

Performance coaching is great for a person who is making serious plans to get their career going to the next level. They might have thought about taking steps towards a promotion, and now they feel the confidence that they need to make such a move. Of course this person would want to make sure that they are getting everything right, and that they look good in front of management. A life coach in this situation would encourage them, and hold this person accountable to their promotion goals. They would make sure that this person has a checklist to set them on the right path. When this person has reached their goals, the life coach can then celebrate with them, and then get them on the path of growth so that they can fit into their new position smoothly.

Performance coaching can benefit the employee and the boss. A good supervisor will care about not only how he comes across to his bosses, but how he comes across to his employees under him. A good supervisor needs to know how to address and how to inspire his employees. The key for this person is to get his employees to carry out the task and the demands of the job in a way that will make them want to stay employed with the company. A life coach will teach a superior on how to be a boss that people want to work for. By the same term, maybe an employee likes their company, and they want to stay on for a while. Getting performance coaching from a life coach will help the employee know that they are on the right track. At the same time, the employee can know if it’s time to go for a promotion, or if it’s time to leave for another opportunity altogether.

Article Source:

http://EzineArticles.com/?expert=Bernard_Lajeunesse

Are you an entrepreneur? If you are, then I believe you will familiar with the pattern or business challenges faced when starting and building a business from scratch. If you are not an entrepreneur but you dream of becoming one someday, then I think you will find this article worthwhile.

Why am I writing on such a topic? I decided to write on the “10 business challenges every entrepreneur must face when building a business from scratch” to give entrepreneurs a glimpse of what to expect when they set out to start a new business venture. I am not writing to show my writing skills. Moreover, I am not a professional writer; I am an entrepreneur and investor to the core. I simply write to share my knowledge on building a business with anyone who is willing to learn.

This article is not meant to discourage or scare you from going into business. Instead, I wrote this article to prepare and highlight you on the business challenges to expect and how to handle them. Just as the popular saying goes:

“He that is prepared has half won the battle.”

Below are 10 Business Challenges Every Entrepreneur Must Face When Building a Business from Scratch:

1. Developing the Vision and Idea:

This is usually the first challenge faced by every entrepreneur. Finding the right business opportunity or creatively developing an idea is certainly not an easy task. I call “Envisioning the idea” the first true task of an entrepreneur. As an entrepreneur, you must develop the ability to see what others cannot see. While others see problems, you must see opportunities.

But seeing opportunities is just the first task. The main challenge is going to be your ability to forge that opportunity into a business idea. I see this as a business challenge because the process of transforming opportunities into business plans is like trying to turn lead into gold. I call it the process of “Creating Value out Of Nothing.” If you are not an entrepreneur, you might not be familiar with the process. The process of:

- Identifying a problem

- Seeing an opportunity in the problem

- Coming up with a solution

- Developing your opportunity into a business idea

- Integrating your solution into the business plan

Another way “developing the vision and idea” will be a business challenge is that an entrepreneur must sometimes assume the role of a sorcerer. Let me explain in detail. While others dwell in the past and present, an entrepreneur must envision and forecast the future. An entrepreneur must always be ahead of his time or else he might lose his relevance. He must have the ability to bring into present what is yet to be. Let me give you some practical illustrations:

In the late 70s and early 80s, while IBM saw increase in demand for their mainframe computers, Steve Jobs envisioned a personal computer in every home and Bill Gates envisioned the need for easy to use software for personal computers.

While everyone saw humans flying as an impossibility, the Wright brothers envisioned a flying machine.

Back in those days when cars were custom made and exclusively for the rich, Henry Ford envisioned affordable cars for the masses.

I believe with these few examples, my point is clear. Developing the vision and idea is the first true task of an entrepreneur.

2. Raising Capital:

After developing your idea, the next challenge you are going to face is the challenge of raising capital. As an entrepreneur, you are the only one who knows the idea to the core. You are the only one who knows the story of the future. Trying to convince investors about something that doesn’t exist is definitely a challenge.

There is more to raising capital than just simply asking for money. Most investors want to invest in already established businesses with minimal risk. When building a business from scratch, raising capital will definitely be a business challenge you must face.

To overcome this challenge, you must develop the ability to sell your idea and vision to potential investors. When I say “sell your ideas”, I mean improving your communication skill and your manner of presentation. In the game of raising capital, you must have a good story backed by a strong business plan. If you are interested in learning how to successfully raise capital, you can check other articles I have written.

3. Assembling a Team:

The third challenge you must face in the course of developing a business is assembling the right team. When I talk about a team, I am not talking about regular employees. I am talking about a “round table strategic business team” that will meet regularly to brainstorm on ways to grow your business.

As an entrepreneur, you are bound to have strengths and weaknesses. That is the more reason you need to assemble a strong team that will cover up for your weaknesses. A team is a necessity in your quest to build a business. Now finding a business team is just the first hurdle, transferring your passion and vision to your team is the real piece of cake.

You must strive to make sure your team sees the future you see. They must believe in your possibilities and must also be passionate about making that possibility a reality. If they can’t grasp your vision, if they can’t see they future with you, then they are not worthy being your team.

Your strategic business team should comprise your banker, financial advisor, accountant, attorney or legal adviser and any other specialist that will be of tremendous impact to your business. A question on your mind might be “how am I going to pay this team? My answer is I don’t know. You will have to figure it out yourself or better still, you can consider bringing them on board as partners.

If you are still at loss with the thought of assembling a business team, then I will recommend you either take some time in learning how to build a business team or you can visit strategicbusinessteam.com to get some advice.

4. Finding the Right Location:

You might feel that finding a good location is a piece of cake but I bet you that finding a good location at the right price is definitely not easy. I don’t have much to write on this but I feel it is worthwhile I bring it to your notice so you can prepare for it. The following are features you must consider before choosing a location. These features are subject to change with respect to the industry of your business:

- Suitable price

- Easy access to raw materials

- Good road network.

- Basic amenities and infrastructures

- Adequate Power supply

- Easy access to cheap labour

- Nearness to high traffic roads

- Moderate state and federal tax

- Favorable Government fiscal and monetary policy

- Favorable federal and state laws.

- Current economic policy and political situation.

5. Finding the Right Employees:

Most writers crank up the process of finding good employees as an easy task. They define finding an employee as simply presenting the job description and the right employee will surface. But I think it’s more than that.

Those who are really business owners know how difficult it is to find a hardworking, trustworthy employee. Most employees want to work less and get paid more. Finding a good employee who will be passionate about delivering his or her services is quite difficult.

Employees are your representatives to your customers and the outside world. They are a reflection of your business culture and ethics. If an employee of yours is bad or rude to your customers, it is going to portray a bad image of your company. So you must be careful when hiring employees. Remember the golden rule of business; “Hire slow and fire fast.”

6. Finding Good Customers:

The sixth business challenge you will face is the challenge of finding good customers. Note the keyword “good customers.” When in the process of building a business from scratch, you will come to find out that there are good customers and bad customers.

You must really be on guard for bad customers. Good customers are really hard to find. A good customer will be loyal to your company and will be willing to forgive you if you make a mistake and apologize. A good customer will try to do the right thing that will benefit both himself and the company mutually.

A bad customer will always look for loopholes in the company’s policy to exploit and make some few gains. Bad customers will always try to exploit the company’s goodwill and look for ways to rip off the company. Bad customers are responsible for bad debts.

Good customers build your business and bad customers will always try to liquidate your business. Just as you fire employees, you must also be prepared to fire bad customers without hesitation. In the game of trying to find a new customer, always remember the customer that sued McDonald’s to court claiming the coffee was too hot.

7. Overcoming Competition:

Competition is the next challenge you will face. Most individuals see competition as a plague but I see competition as a good challenge. I see competition as a benchmark for creativity, the main engine for innovation and quality products at great prices. Without competition, there will be no innovation and without innovation, the world will be stagnant.

I see competition as a welcomed challenge and I want you to do the same. Competition keeps us on our toes and drives us to constantly improve our products and services. But you must be warned. Competition can make your business lose its relevance in the eye of your customers so you must always be on guard. At this point, I leave you with a quote:

“If you don’t have a competitive advantage, don’t compete.” – Robert Kiyosaki

8. Unforeseen Challenges and Expenses:

Just as a sailor prepares for unexpected storm, just as a pilot is always on the watch for unpredictable bad weather and thunderstorms, so must an entrepreneur be prepared for what ever comes. Unexpected challenges can come in the form of:

- Unexpected law suits

- Inconsistent government policy

- Not being able to make payroll

- Unpaid bills and taxes

- Unexpected resignation of staff from sensitive office

- Bad debts from customers

- Loss of market share

- Dwindling working capital

- Inadequate stock or inventory

These challenges, if not handled properly can ruin your plan to build a successful business from scratch. Another challenge you must expect is an unforeseen increase in business expenses. If not handled properly, it might result in constant negative cash flow and eventually, the business failure.

9. Keeping Up With Industrial Changes and Trends:

Change in trends is really a business challenge you must be prepared for. Trends have made and broken lot of businesses. I know a lot of profitable businesses that have been wiped out by slight industrial changes and trends. A typical example is the Dot com trend, where many industrial based businesses were wiped out by new web based dot com companies.

When the Dot com era began, business owners were left with only two options. Either they join the dot com train or they get crushed by the dot com train.

Seasoned entrepreneurs know that trend is always a friend and are always willing to swiftly adjust their business with the current trend. Keeping your eyes open to spot trends is really a challenge but the big task will be your ability to quickly use the trend to your advantage.

10. Exiting the Business:

“In the world of business and investing, your exit is more important than your entry. A good thumb of rule is this; exit before you enter.” – Robert Kiyosaki

When building a business from scratch, you are going to face the business challenge of determining your exit strategy. Just as the quote above states, you have to plan your exit strategy before you even start the business. Most entrepreneurs run their business without any plans to exit and even if they have an exit strategy, they find it difficult to implement it.

Before starting a business, it is advisable to always plan your exit. There are benchmarks you can use to determine your exit from the business. Most smart entrepreneurs will use this benchmark as a target and once this specific target is reached, they exit the business. Examples of such benchmarks are:

- Annual sales

- Annual Turnover

- Asset Base

- Market Saturation

- Customer base or number of users. This is more applicable to dot com companies.

Now when it comes to exiting the business, there are three exit strategies you can apply. The exit strategies are:

Turning over the business to professional managers: When your business reaches a certain stage of maturity, you can exit by turning it over to professional managers. In this case, the business still belongs to you but you are not involved with its day to day affairs. You will have to give up administrative role to assume the role of a watchdog. When you exit in this manner, you will have more free time to look into other projects or retire.

Selling the business privately: In this case, you are exiting the business by selling it to a private investor. In the business world, it is called M&A (Mergers and Acquisitions). After the sale and transfer of assets is complete, you have nothing to do with the business again.

Taking the company public: The unique thing about this type of exit strategy is that while you are selling your business (in form of shares) to public investors, you still own and control the business.

Please before you apply any of these exit strategy, I will advise you consult with your attorney or legal adviser. But ultimately, it’s up to you to decide the exit strategy you want to apply. Always remember “your exit is more important than your entry.”

At this stage, I thank you for reading and taking your time to learn. Till I come your way again, remain blessed.

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“If you use Emotion and Love to drive your sales and your business, you will create Loyalty Beyond Reason. And I promise you, you will build relationships and enjoy a business that exceeds beyond your wildest expectations”

First of all, before you decide to start your cleaning business, make sure this kind of work is right for you. You will need to be in good physical condition. Cleaning is very hard strenuous work. You will need to have good customer relation skills. You will need to have basic office skills and some accounting skills.

If you are planning on leaving your full time position to start a cleaning business, make sure you have at least six months of savings. Or keep your full time job and start out part time.

Research all the aspects of the cleaning service business. From customer service to advertising, taxes, employees, insurance and bonding, what to charge and how to clean a home professionally. Cleaning your own home and cleaning professionally is totally different. Learning how to clean professionally takes a lot of time. When a client pays for your services they expect to come home and find their home spotless.

Getting those first clients takes time, persistence and patience. You will not get a hundred clients overnight.

Obtaining Those First Clients The hardest part of starting your own cleaning service is obtaining those first clients. Most clients want to know how long you have been in business and want references. The best thing to do is let clients know that, yes, you are new to the business but that you have thoroughly researched all aspects of the cleaning business and assure them that you know what you are doing and that you are quit capable of cleaning their home to their specifications. Be confident. I can’t stress this enough. Clients love to see confidence. It relieves their worries and lets them know that their home is in good hands.

References: To get a few good references when starting out, ask some friends or family members if you can clean their home for free or at a discounted rate. The sound of working for free may not be appealing but it will be worth it to get some good testimonials.

When cleaning those first homes, go for quality, not how fast you can clean the home. Cleaning efficiently takes a long time, but you will get to the point where you can do a thorough cleaning in a short time. After cleaning make sure you go back and double check all rooms to make sure you didn’t miss anything. Impress those first clients and word of mouth will spread soon.

Advertising Your company image is everything. Before you start advertising, decide what image you want to portray on your advertising material. Your image is very important. Be consistent with all your advertising. If you have a logo be sure to use it on all your advertising materials. I think it is best to have a website developed before you start advertising. When advertising, stick with the same logo and colors.

Advertise in Local Paper: Start by running a text ad in your local newspaper. Try to come up with an eye catching ad. Do not sell your services on low rates, sell your services on your quality of work and what you can do for the client that other companies don’t. There is a lot of competition in the cleaning service. You have to stand out from the rest.

Magnetic Signs or Lettering for your Vehicle: Having your business name and contact information on your vehicle is a great way to advertise. We use the vinyl lettering. The lettering looks much more professional than the magnetic signs.

Flyers: You can print nice flyers on your home computer, but I would suggest investing in some professional flyers. Hang flyers at Hair Dressers, Laundromats, Restaurants, Bakeries, Grocery Stores, etc. Put flyers on car windows at local groceries stores and businesses. You can even go door to door in neighborhoods you would like to work in. You cannot put them in mailboxes. but you can put them in the front door.

Door Hangers: Door hangers are a great way to get new clients. Pick the neighborhood you would like to work in and hang the door hangers on the doors. When people get flyers or ads in their mailbox they usually throw them away with the junk mail. But if there is a door hanger on the door they will take the time to look at it.

Business Cards: Start passing out your business cards to friends and family members. You can also ask your local businesses if you can leave some cards on their counters.

Referral Program: A great way to obtain new clients is through a referral program. Offer existing clients a discount when they refer a friend. You can give your existing clients a discount when the friend uses your services three times.

Website: These days people live very busy lives so they use the convenience of the internet to shop for the services they need. A lot of working women will shop for services while at work. Everyone that has a business should have a website. It shows clients that you are serious about your business and allows them research your business in their own time.

Cleaning Products: By using all natrual products, you can offer your clients a healthy cleaning experience and protect ourselves against harsh chemicals. Clients love the natural cleaning products with essential oils. They come home to a healthy clean home filled with the wonderful scents of aromatherapy essential oils.

Tip: Always carry hand sanitizer and wash your hands often while cleaning homes. Wear gloves when cleaning bathrooms. You will be exposed to a lot of different germs in clients homes.

Remember most customers prefer that you bring your own cleaning supplies. That way they do not have to worry about going to the store for cleaning supplies before you clean. Some customers have special cleaners for certain appliances or floors in their houses. These customers usually will have these cleaners on hand for you to use. We almost always use the customers vacuum cleaner. That way you do not have to carry a heavy vacuum from house to house.

What to Charge I mentioned earlier that you should sell your services on your quality of work and not your low rates. If your rates are too low, clients will think that your work is sub-standard and that you are not experienced. Also you want to attract the clients that can afford your services. I made the mistake of pricing my work too low when I first started out. Cleaning is hard work, charge what you are worth. As the old saying goes “You get what you pay for.”

Some companies charge by the hour, some charge by the room, some charge a flat rate per home and some charge by the square foot. I think it is better to charge by the home, not by the hour. If a client knows they have to pay one set fee, they don’t care if you take 2 hours or 5 hours. Also your clients will know what they are paying up front and won’t have to worry about added expenses.

No two houses are the same. And there is no set charge for all homes. You have to clean for awhile yourself to get some experience and to work out a system to clean efficiently. Only you know what you want and need to make. Decide what you need to make hourly to cover all expenses and still make a good profit.

A word of advise: Make sure when you start your company that you charge what you would charge if you had employees. Some people make the mistake of under charging when they start out just to get customers and then later on when they grow and need to hire help they aren’t making enough money on their houses to pay help. Don’t under price your work. Cleaning homes is very hard physical work and you didn’t get into this business to work for nothing.

New Construction Cleaning If you decide to do this type of work you will need more equipment. You will need ladders, window cleaning kits with long extensions, a shop vac, etc. These types of jobs are usually 2 to 3 person jobs. New construction cleaning requires a lot more cleaning. You may have to remove stickers and labels from windows and bathroom showers, sinks and toilets. Some require that you clean the vents to remove dust from construction work. There will be ceiling fans to clean, scrubbing floors, and cleaning woodwork to remove dust. New construction cleaning rates depend on the area you live in.

Insurance and Bonding. You need to be an honest person and somewhat personable. People will need to trust you to be in their homes. Most clients are concerned about having someone new in their house, with good reason. You should be bonded and fully insured. Liability insurance rates depend on your insurance carrier and where you are located. Each person you hire will increase your liability insurance. It’s well worth the cost. You can pay quarterly or yearly. You can purchase your bond through your local insurance company. You will need to renew the bond every year. *Note: if you hire employees and cover them under your insurance, they must be an employee on payroll and not a sub-contractor. If you employ them as a sub-contractor your insurance will not cover them. If they are a sub-contractor they are required to carry their own insurance. You

Hiring Help If you start out cleaning the homes by yourself, you will eventually get to the point where you need to expand your business. Start out with one part time employee. Train her and let her take your place one day a week. Then have her take your place 2 days a week and so on. This will give you the free time that you need to market your business and obtain more clients. After you get more clients you will be able to hire more part time help. Eventually you will be able to stop doing the cleaning yourself and just run the business end, which is the only way you will be able to grow your business. When training new employees, always, either train them yourself or have a lead person train them. Make sure there is a lead person on each and every cleaning job. Employees have a tendency to slack off when they are on their own.

Growing Your Business You will eventually get to the point where you have enough employees and lead people and you will be able to stop working in your business and start running your business. You will find that after awhile it will get to be too much trying to clean everyday and at the same time giving estimates, answering calls, scheduling, doing book work, obtaining new clients, etc.

Remember one of the most important qualifications for a cleaning service is TRUST. A client has to know they can trust you alone in their home. After you acquire a few cleaning positions ask the clients if you can use them for a reference. Most of the time they are more than willing to let you use them for a reference. This is how you build your business and acquire new clients is through referrals. Be dependable. Most clients will want to be set up on an every week or every other week schedule on the same day of the week. Try to always keep this same schedule unless the client asks you to switch to another day. If you have to cancel a cleaning date, make sure you try to reschedule at the earliest possible date to make up the cleaning.

Article Source:

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If you are starting a new business, or you are simply looking to update your knowledge in the area of business tax, you should seriously consider using a firm of tax accountants to assist you. Taxation is a complex area and, with regulations changing on a regular basis, it is nearly impossible for any individual business owner to stay on top of things.

Using a tax professional on the other hand is the only certain way you know you are doing things properly and fulfilling obligations, whilst at the same time ensuring that you are not paying too much tax.

To clarify the situation, let’s take a look at some of the basics you need to understand about the way business tax operates for Australian businesses.

Every Australian business must register for a tax file number and lodge annual income tax returns. In most instances you will also have to apply for an Australian Business Number which must be used to complete activity statements and lodged with the Australian Tax Office on the due dates. These returns ensure that you are paying the correct amount of GST.
If you have employees, or are paying yourself as an employee, you need to record all payments made and include this on your business activity statement. At the end of the financial year you must also lodge a PAYG installment return. This is used by the Australian Tax Office to calculate the correct amount of income tax deductions your business has to pay. This means that you must also register for PAYG withholding if you make payments and have to withhold tax from your employees. These amounts have to be paid quarterly or, alternatively, whenever your BAS is due.
The goods and services tax applies to any business that is carrying on an enterprise where the annual turnover is $75,000 or more. Business Activity Statements (BAS) must be lodged at least annually, although most businesses choose to lodge them quarterly.
If you are in the wine industry or sell luxury cars, you also have to register for the wine equalisation tax or the luxury car tax.
If you are paying your employees any form of benefit, you must also register for the fringe benefits tax. This may require you to lodge an annual fringe benefits tax return, and to pay quarterly installments on your activity statement. Balancing payments are also due to be made on 21 May every year.
One of the most important aspects of taxation is the superannuation guarantee. Although you don’t have to register you must pay a minimum level of superannuation contributions for every eligible employee. This includes directors and contractors in some circumstances. At the moment, the minimum level of contribution is 9% of an employee’s ordinary time earnings.

The complexity which the above matters raise highlights the importance of using a qualified professional to assist you with every aspect of your business. Using a qualified firm of tax accountants is the first step every business owner should take to ensure they set up their operation effectively and efficiently.

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Today’s technology has many advantages and a great many disadvantages. I often wonder how our society survived without a mobile telephone. I wonder how I survived without the Internet. I was connected when Prodigy was first introduced on the scene. The pharmaceutical company for which I worked provided a laptop to help me manage my territory or I may have not been so well connected.

One disadvantage of a mobile telephone is the lack of telephone etiquette. People seem to have no manners when talking on their phones. Personally, I do not care to hear another person’s conversation. If I’m having dinner alone in a restaurant, I believe I am having more fun than a family whose parent (usually the Father) is interrupted by a call and does not tell the caller about the personal family time he’s having but continues to talk on the phone. Of course, it’s not my business. I have no idea the understanding that exists between those family members. I do know the call is about business because people tend to talk extremely loud when talking on their mobile phones. That really annoys me.

I have addressed my leisure time away from the workplace where I have observed others and their inconsideration to the general public. At the workplace, impoliteness and rudeness to others when on the phone or not, is totally unacceptable from employees. Since I am a trainer and consultant, I find it extremely difficult minding my own business when I hear conversations employees have with customers, clients or patients. I think of the many opportunities I have to offer assistance to the companies who have not made the connection between untrained employees in the area of proper telephone etiquette (or any area if the employee is untrained) and lower profits. Every connection an employee has with a customer, patient, client (or potential one) is vital to the profits of any company. I therefore offer to you, 20 Telephone Etiquette for Businesses Tips. I’m aware many of these tips are common sense yet I’m also aware common sense is not very common, oftentimes. This list was initially written for dental and medical healthcare professionals but is applicable to any business.

Make sure you speak clearly and are smiling as you answer the phone; also identify yourself.
Before placing a caller on hold, ask their permission first and thank them.
It is better to return a call than to keep someone on hold too long. If the phone rings back to you, you’ve kept them on hold too long.
Do not forget to return the call as you promised.
Do not permit the phone to ring into the office more than three times.
Always use a pleasant, congenial and friendly tone.
Never interrupt the person while he/she is talking to you.
Never engage in an argument with a caller.
Do not handle an unhappy caller’s concern openly at the checkin-checkout desk.
Do not make it a habit of receiving personal calls at work.
Do not answer the phone if you are eating or chewing gum.
Do not give the impression that you are rushed. It is better to return the call when you can give the person the time they need to handle the reason for their call.
Learn how to handle several callers simultaneously with ease and grace.
Return calls promptly that have been left on voice mail and ansafones.
Always get the best number (and an alternate) and the best time to have a call returned to the caller, especially if a manager or another team member must return the call.
Do not ever leave a message with someone else or on an ansafone or voice mail regarding details of a delinquent account. Instead, leave a message asking the person to call the “Accounting Department.”
Always make collection calls in private and away from the patient flow or public areas.
If possible, provide a telephone for patients/customers/clients to use. An area providing privacy is preferred.
Do not call a patient, customer or client’s home before 8:00AM or after 9:00PM, unless they’ve given you permission to do so.
When hanging up the phone, make sure the caller or person called hangs up first if the phone is slammed on the receiver. Otherwise, always hang up the phone, gently. I recommend a remote, handless headset for the business staff. They are wonderful. This will solve hanging up as you push release on the headset to hang up the phone. Also, it does not tie your staff to their desk. The team member checking on insurance really appreciates this device. (The phone can also be answered if away from your desk.)

Contact me if you’d like to know the make and model of the remote, handless headset recommended. I am not asserting this list answers (no pun intended) all of the issues surrounding excellent telephone skills but it’s a very good start. If a tip does not apply to you or your business, I commend you. If even one does, I encourage you to begin immediately to eliminate it.

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