Small business start up costs can prove to be frustrating and stressful for a beginner business owner. Several entrepreneurs are intimidated by small business start up costs and choose to avoid even trying their knowledge in a small business for fear of not achieving success. Because starting a small business involves many expenses, they often think that having such a business will just lead them to failure. Fortunately, there are various ways to finance start up cost for a business; the ones that can help you some of the mounting business costs.
A business plan is an important catalyst of any successful business. In the absence of business plan, you can not easily get an access to business startup loans offered by banks and investors. Letting them know about your business plan can give them confidence. If you have professional business plan, you are providing a blueprint for successful business because you are making a change for your own business to be showcased to potential business startup funding providers. However, in doing this, you must strive to design a business plan that is really convincing and that pictures your abilities to manage such business reflected in your plan.
A business plan, for the purpose of acquiring a loan for business start up costs, has numbers of components. The first few pages showcases the Executive Summary and the Table of Contents. This is followed by the company descriptions- one of the most essential portion of business plans because this explains the short history, the company backbone, as well as the future plans, to the potential investors. The company description sections also mirrors the plan for business possible expansion. In other words, in this section is where the loan providers are most interested to know.
In the company description, you will need to steer clear of discussing that your business is a startup business. Startup businesses are categorized risky investments by most investors. Instead, convey what you have poured to the industry that you are presently in or plan on entering. You can also discuss the things you did that made others become successful. Another is, you shall discuss the growth of your business in the recent months or years and your forecast growth. You have to be sure that during your business plan presentation, you must be in full enthusiasm and passion for your new business venture and so you will be able to acquire a loan for your business start up costs.
Marketing analysis, in a well-written business plan, must be included. This explains your feasibility/ demographic study regarding your potential clients- this can help to convince your potential investors for your start up costs for a business . This portion of your business plan also tells your potential investors on how you are going to promote your business to clients in your target market. This also must show how intense your marketing research to ensure that your product would hit a great demand.
In order to acquire a loan for your small business start up costs , comprehensive financial plan must also be included in your business plan.
Numbers of new and small businesses struggle with the enormous quantity of small business start up costs incurred in order to materialize their business plan. Many entrepreneurs design a professional business plan to help them offer potential investors with their roadmap that shall poise them for success in their new venture.
What are the top three things you should concern yourself about when starting an Internet home based business? Here are some tips to make it in the online business environment.
Setting up an Internet home based business is like starting an actual business. Some people may think that since a business is operated online and from home, it is a smaller-scale venture compared to real businesses. This, however, is a misconception. Some Internet home based business are even bigger and are experiencing more growth than real ones. Starting and operating an online business venture may be a bit challenging when you are new to the field and is used to the conventional business and marketing world. However, there are also many resources on the Internet that you can get your hands on in the actual setting. The difference lies on how you take advantage of these unique Internet resources and make them work for you. Here are some tips on how you can successfully set up your Internet home based business.
PLAN AND SET GOALS
As in any business venture, the key to a successful Internet home based business is to plan. Set goals; determine what you want your business to achieve, and prepare concrete action plans on how you will achieve your business goals. Plan what you are going to need, in terms of investment and tools. In terms of investment, you might need to upgrade your computer for a better one, or you might need to purchase another computer to sustain your business operations. The investment requirements will differ based on the nature of your Internet home based business. In terms of tools, since there are a lot of resources available to you on the Internet, plan which resources can help your business. Do you need to set up a blog site, or join forums to advertise your site? If so, in what way should you advertise? These are just some of the things you should already lay out in detail before you even get started.
PUT YOURSELF OUT THERE
Once your Internet home based business is under way, the next thing you need to do is to advertise! There are plenty of ways to advertise on the Internet. You can set up a blog and write articles about your products. You can join forums and post website ads in various sites that your target customers often visit. You can exchange links with other sites to drive traffic to yours. You can post pictures and videos of your products on your site, your blog, and in forums. Also, master the art of search engine optimization to lure people to your website, and thus, to your product. The more visitors you get, the more potential customers you have!
BUILD A CUSTOMER BASE
Just as any actual business will not succeed without a loyal customer base, you also have to build a customer base for your Internet home based business. It is important to build a relationship with those who transact business from you. Chances are that they can even bring in more customers because of their contacts. Social networking is yet another concept that is very popular on the Web, and it will pay to take advantage of the social networking sites and communities online. There are a lot of social networking sites on the Web, such as Facebook and Myspace, which can help increase your customer base. When you have a loyal customer base, coupled with a social network that continues to bring in more and more customers, your Internet home based business will be unstoppable!
The arena where your Internet home based business will perform in may be different from the conventional marketing world, but the same rules applies. No business will be successful without careful planning, focused goals, a loyal customer base, and a source of customers. Don’t make the mistake of thinking that once you put your business on the Internet, it will grow on its own. The Internet is as wide as the world we live in, and your Internet home based business will only be successful if you’re ready for a challenge
You have nurtured your idea, created a business plan, and secured financing. Now for the make-it or break-it question: How do you continue to grow your business year-after-year?
Building a better “mousetrap” doesn’t guarantee that the world will beat a path to your door. And, contrary to the inspiring message in the movie, “Field of Dreams,” there are no assurances that, “If you build it, they will come.” Increasing demand for your products/services and growing your business is realized by the creation and implementation of well-defined strategies.
Two major factors of marketing are the recruitment of new customers (acquisition) and the retention and expansion of relationships with existing customers (customer relationship management). Once you have converted the prospective buyer, customer relationship management (CRM) takes over. The process for CRM shifts from that of being the marketer, to that of being a builder of relationships. Building customer relationships involves nurturing the links between you and your customer, enhancing the benefits that sold your customer in the first place, and continuously improving the product/service in order to protect your business from competitive advancements.
The marketplace is ever changing; therefore, a marketing strategy that works today does not necessarily mean that the same strategy will work in the future. These changing environments necessitate the need to continually analyze and measure the results of each and every one of your promotional efforts. A system that tracks and monitors incoming sales inquiries, by the lead source, is imperative.
The basis of your business development strategy is the recognition of the concept that marketing is a process and not an event. Building a business is, in fact, building a brand. Building your brand is a process that consistently broadcasts your message through a number of different channels to a targeted audience. The trap in event marketing is that it creates the effect of start and stop marketing and produces gaps in the frequency of your promotional efforts.
The need for a written marketing plan is critical. The American Marketing Association (AMA) states, “Marketing is the process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational objectives”. Your marketing plan is your road map that guides you through the marketing process.
There is a variety of ways to generate greater demand for your business. Whether you are starting a new business or jumpstarting an existing one, you need to identify at what stage of the business life-cycle your company is currently in. This information will impact your choice of strategies.
Here are twenty (20) effective business-building practices:
Review your unique selling proposition: The Unique Selling Proposition (USP) is your biggest marketing weapon and the key to differentiating your business. What is a USP? In essence, it is a simple statement that sums up the unique features, benefits and value that you provide, that no one else can. You arrive at your USP after you identify the features, benefits, and advantages of your company’s products/services. After you apply the same process to each of your competitors’ products/services, then compare and isolate the elements that distinguish you from your competition.
Establish a marketing communication budget:: Determining and allocating a specific amount of money to fund your marketing strategy cannot be overstated. Whether you use the affordability method, percentage-of-sales method, competitive-parity method, or objective-and-task method to determine the amount of your marketing budget, you must pre-establish an amount of money that you will spend on marketing activities to achieve your sales/revenue projections.
Incorporate integrated marketing communications: A management concept that is designed to make all aspects of marketing communication such as advertising, sales promotion, public relations, and direct marketing must work together as a unified force. In practice, the goal of IMC is to create and sustain a single look and message in all elements of your marketing campaign.
Utilize indirect marketing: Needless to say, putting more “boots-on-the-ground” in your sales and marketing activities can pay huge dividends. Some of the more popular indirect marketing methods are networking, strategic alliances, independent sales representatives, affiliate marketers, and dealers/distributors.
Ask for referrals: You know the importance of referrals. But, if you do not continually ask for referrals, you will not generate them. It makes good business sense to always ask for referrals. Just ask your customer if they may know of other companies that could utilize your products/ services. You may be pleasantly surprised by their reply.
Explore different markets: If your products/services are presently being sold to one or two different markets, then it is time to explore the opportunities that may be available to you in other markets. A little brainstorming with your staff about this often produces a good “hit list”. As they say, “think outside the box”.
Consider additional channels of distribution: There are a number channels of distribution that may work for you. For example, selling direct, such as via mail order, Internet and telephone sales. Companies also use sales agents who sell on their behalf and/or
distributors (also called wholesalers) who sell their products to retailers. And finally, there may be possibilities of selling direct to retailers and end users.
Expand your geographic reach: Additional channels of distribution are often needed for you to expand geographically. You may want to consider the possibility of franchising or licensing others to promote and sell your products?
Increase product/service offerings: This is a very common method to increase sales/revenues. Important considerations when evaluating a new product/service offering are: Can the new product/service be sold to your existing customer base? Does the new product/service complement your existing products/services?
Differentiate your business: Differentiating your business means that you define your company in relationship to the competition and that you communicate to your customers the value added benefits of doing business with you, versus doing business with your competition. Differentiating your business also means that you continuously make improvements to sustain a leadership position.
Identify your customers’ competitors: A great source for new prospective customers is your customers’ competition. In most cases, these competing companies have the same or similar needs as that of your existing customers.
Survey your customers: In order to effectively differentiate your business, you need to look at your business from your customers/prospects’ perspectives. A customer survey is a great avenue for your customers to express their opinions, to air their complaints, and to voice their satisfaction with your business. The information collected from a customer survey provides the foundation for your marketing strategy.
Profile your competitors: A competitive analysis lists your leading competitors. It summarizes their products and services, promotional strategies, distribution methods, strengths and weaknesses, locations, offerings, prices, and branding. A competitive analysis also outlines strategies for gaining an edge and defines a course of action to take in order to keep competitors out of your market. The analysis helps you expose the competitor’s weaknesses and areas of vulnerability. With this information, you are better equipped to craft competitive and marketing strategies that you may choose to fine tune your brand and your messaging.
Acquire new customers: This is a given…your business cannot sustain itself without the addition of new customers. New customer acquisition is a process that combines market data with direct marketing tools to identify and reach high-potential prospects and convert those prospects into customers.
Mining your existing customers: It is far less expensive to generate additional business from your existing customer base than it is to generate new business from new customers. A regular review of your customers’ buying history and frequency of purchases can reveal some interesting facts about your customers’ buying habits.
Create customer loyalty programs: As the marketplace continues to be more competitive, more and more businesses are offering loyalty programs. These programs help to transform first-time customers into repeat customers by rewarding them with incentives, coupons, certificates or discounts.
Up-sell: Capitalize on the untapped value of your existing customers by promoting related or more expensive products/services. As an example, your customer who regularly buys golf balls is a strong candidate to purchase golf clubs, apparel and other golf accessories. Make a routine practice of recommending additional items that can be added to your customer’s order.
Merge or acquire a competitor: The benefit of combining your company with another company creates an immediate sales growth opportunity simply from the acquisition of their existing customer base. And everything else being equal, the new “combination business” should have the potential to become even more profitable than the two businesses operating independently. This potential for increased profitability comes as a direct result of both sales increases and operational efficiencies (opportunities to reduce total costs) that accrue from combining the two businesses.
Use SWOT analysis: SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats. It is an assessment technique that paints an accurate picture of how your business stacks up based on those four factors. SWOT can identify your venture’s pros and cons, so that you can align internal strengths and weaknesses with external opportunities and threats. This exercise is essential to sound strategic planning. With SWOT, you can identify and prioritize the issues that will accelerate success.
Revisit lost customers: According to the research in the book, Customer Winback How to Recapture Lost Customers and Keep Them Loyal, written by Jill Griffin and Michael Lowenstein, a firm has a 60% to 70% chance of successfully repeat-selling to an active customer. A 20% to 40% chance of successfully repeat-selling to a lost customer and only a 5% to 20% chance of successfully closing the sale on a brand new customer. These statistics suggest that a key opportunity exists for businesses to increase or maintain a customer base by mining and evaluating their database of defected customers. Bernd Stauss and Christian Friege make this argument even more convincing in a case study entitled, Regaining Service Customers. Their findings show that the net return on investment from a new customer obtained from an external list is 23% compared with a 214% return on investment from the reinstatement of a customer who has defected.
Bonus Item. Dead prospect files: Dig out your old prospect files and make a “hit list” comprised of all of the old prospects that you think may still have life. Contact each one of them. Express your wish to discuss their present-day wants and needs, as well as, the opportunity to explore the possibility of you servicing their needs.
Which of the above business-building practices have you, can you, or will you implement in your business development strategy?
Whether you are running, or planning to run, an offline or online business the traditional basics of achieving business success apply. For instance, it is well-known that a business that has no plan is almost certain to fail. No matter how small a business is, it needs a plan. A business plan compels you to think before you act. It compels you to find out about your business area before you start; i.e. to research your business area or to establish its groundwork.
A business plan forces you to think hard about your competition and how you are going to beat them in the market. It forces you to establish whether your business idea is worth pursuing. Why start a business that is going to fail? Isn’t that stupid?
A business plan forces you to establish the expected costs and revenues of your business, and hence to determine profitability. Why run a business when, at any time, you cannot tell whether or not the business is succeeding? If you don’t know your costs or your revenues you cannot compare them together to tell whether your business is succeeding or failing.
An online business is no different from an offline business, when it comes to business planning. It needs a business plan! Yet, how many newcomers do we see trying to make it online without even understanding the concept of business planning? Is it then a surprise that too many fail?
This article discusses 12 fundamental principles that you must understand and use in your business planning if you are going to run a successful business. The principles are as follows…
1. The Requirements Principle
A business plan must comply with the requirements of funding bodies. This is particularly key when you are applying for funding, but is also necessary when you are not applying because the compliance act itself makes the business plan rigorous. Funding bodies always have requirements that a plan must meet, and some of these are: technological innovation, presence of technical risk, and presence of commercial potential.
2. The Objectives Principle
A business plan must have clearly defined objectives and it must accomplish those objectives. A business plan is a strategic business document, and fundamental to any strategic planning process is the need to have objectives which the formulated strategies must aim to accomplish.
3. The Motivation Principle
A business plan must have clear motivations which highlight its importance. The motivations of a business plan are the reasons for completing the plan. These reasons tell us why the plan is important.
4. The Background Principle
A business plan must be the work of someone with a relevant background (the founder, for a start-up business), and the plan must comply with its authors background. A business plan should be prepared by the person or team who is going to run the business. For a start-up business, this is critical because the planning process prepares the owner for running the business. If the planning is delegated to someone else then it is unlikely that the owner will understand the plan sufficiently to be able to implement it. In these circumstances, the owner abandons the plan and does his or her own thing with deleterious consequences for the business.
5. The Detail Principle
A business plan must be sufficiently detailed to inspire confident action when executing the business; yet it must be flexible. A detailed plan is easier to implement than a superficial plan. A detailed plan suggests that the plan has been thoroughly researched and thought over. Detail inspires confidence in the owner of the business (assuming that he or she prepared the plan). A detailed plan should be flexible to accommodate changing times.
6. The Conservatism Principle
A business plan must be conservative. This means that it must always underestimate revenues while overestimating expenses. The reasons for this are underpinned by risk. A business is always executed under uncertainty… we never have all the knowledge we would like to make business success certain. An immediate consequence of this is the tendency to underestimate cost, only to find that we run out of money at critical times of a business’s execution. We also have a natural propensity to overestimate revenues… to dream!
7. The Cash Balance Principle
A business plan must always have a positive cash balance. A negative cash balance means that you plan to run out of money… to be insolvent! If you cannot realistically get the cash balance positive, without padding figures, then this is a sign that the business idea is not worth pursuing.
8. The Insolvency Principle
A business plan must guarantee against insolvency… against running out of cash. There are four ways to do this: conservative estimates so that the business always outperforms its plans, detailed cost identification to minimise omitted costs, contingency planning to accommodate forgotten items, and a positive cash balance throughout the plan.
9. The Risk Management Principle
A business plan must manage risks by convincingly dealing with uncertainty, reducing it to as close to zero as possible. This is simply stating that a business plan must be thoroughly researched, including desk research and field research. The more thoroughly a plan is researched the more it rests on sound facts, knowledge, and understanding, and the less the uncertainty and risk associated with the plan.
10. The Evidence Principle
A business plan must rest on supporting evidence, and guess work must be minimised. Sound evidence increases the reliability of a business plan and reduces the risk associated with it. And the less risky a plan is the more likely it will guide a business to success.
11. The Rigour Principle
A business plan must be rigorous complete, correct, and reliable. This means that the plan must be derived from a systematic process that attends to all the issues that must be addressed. In particular, the plan must not be rushed. The issues must be sequenced and dealt with, each at the right time.
12. The Collaboration Principle
A business plan must be founded on collaboration (not confrontation) it must satisfy the collaboration principle. This means that a business plan must be based on the works of others. It must not be opinionated. It also means that a collaborative, rather than a confrontational spirit, must exist in any business planning team if the results of that team are to be worthwhile.
This article has discussed 12 killer principles of business planning that any plan must satisfy if it is to be taken seriously. Five of such principles are: requirements principle, objectives principle, motivation principle, background principle, and detail principle. These principles are a must for anyone running an offline or online business. If your business is failing it is more than likely that your failure to comply with one or more of these principles is to blame.
In these tough economic times, it is more important to look at different ways in which you can grow business wisely. This can be done in a variety of different ways. In growing your business effectively, it will be important to look at several different aspects of your existing business. Are you financially sound to take on this new project? Have you sought out the perfect location? Do you have a plan of action in place? All of these questions are integral in assuring that your business will be a success. Lets go into a little bit more detail on the ten best ways to grow your business.
The first step is to know your market. If you are looking at growing your business and possibly adding other locations, it will be important to know who you are catering to. Make sure that the products or services that you are offering will be adequate for the needs of the consumer.
Second is to know what your financial availability is. Often, the business owner may have the right intentions, but it may not be feasible for the moment to grow or expand the current business. There is the possibility that waiting and planning will actually be in your best interests.
Third, you will need to make sure that your employee needs are covered. Can the existing staff accommodate an increase in work? Will you need to hire more staff? Have you trained the existing staff to take leadership roles if need be? These are all answers in which only you can provide.
Fourth is to know whether your location will suffice for the growth. Will you need to add a location? Would it be better to buy or lease a larger location or should you add on to the existing location?
The fifth best way to grow or expand your business is to make sure that your support staff is in place. You will need people who are organised and professional in order to build the base on which you can make your business a success.
Sixthly, you need to keep up to date with all your financial obligations and ensure that they are all being dealt with and upheld in a professional and timely manner.
The seventh item would be to look at your procedures and if need be create a new organizational structure. This can be done through joint ventures, mergers, and acquisitions which can help grow and diversify your business. Eighth
The eighth way to improve your business is to analyze all aspects of your business, products, suppliers, clients, areas, etc. Try to phase out any areas that are not making a profit and incorporate more of the successful areas into your business.
Ninth is to look at the value of your company as a whole and try to increase its market share and diversify your client base and increase in areas that have been previously unexplored.
And last but certainly not the least is your time! Do you have the time that it is going to take to make this happen? Often, during the expansion of business, the owner will find themselves devoting just as much or more time to the growth process.
In the fast paced modern retail world, it is imperative that companies stay abreast of the latest technology. This is true in all industries, and retail stores are no exception. One of the first industries to embrace business transaction management (BTM) was in fact the retail industry.
Early Adaption to BTM Solutions
There are many reasons that retail stores quickly jumped on the potential shown by business transaction management. One of the most important and impressive reasons for adopting this technology into IT system’s management was that BTM was and still is very efficient in what it can produce. It makes the running of the complex IT systems behind a retail store much more effective by reducing the MTTR (mean-time-to-repair) and MTBF (mean-time-between-failures) for software problems; thus, keeping operational expenditures lower than would otherwise be possible.
BTM can auto discover and then monitor all the transactions and their dependencies in a retail order process flow. For example, it discovers the applications that check inventory, captures an order, validates the order, calculates shipping and tax, takes payment and the integrations of retail order process with demand management, fulfillment, and ERP. For each of these applications it monitors in real-time the transactions they invoke and their outcomes.
BTM is attractive because it can be tailored specifically for any size of retail store. It can be scaled in terms of the features used to the needs of the business. Then as the business grows the right BTM solution has the ability to grow right with the business. This keeps cost low, as there is no need to continually replace an existing IT system or add new layers of functionality.
Instead, the retail store can activate more complex features, or simply have them added to what they already use. On top of this, BTM software lets its users monitor and reduce the number of business impacting problems from a range of infrastructure as varied as legacy applications with their roots in the 1960s to the latest SOA and cloud-based applications. This lets users attain the highest availability and performance out of their existing IT environments at the lowest cost, instead of forcing redesign, again keeping costs to a minimum and reducing the need for a much larger IT team.
Business Transaction Management and Application Performance Management
Retail stores must be able to monitor various applications and the transactions they invoke in an efficient, timely and professional manner in order to stay competitive and provide a high level of customer service. Stock levels, sales, purchases and other important data are directly related to bottom line profits.
With a high quality BTM solution in place, real time monitoring is a reality within the system. This drastically reduces any potential problems from occurring, and ensures that the response times for any bottlenecks in the system are kept to an absolute minimum.
Application performance management takes BTM one step further. APM monitors the performance of various business processes and the IT transactions that impact the supply chain. Then through the powerful correlation abilities of a complex event processing (CEP) engine, APM turns huge data sets into useable information.
This information could involve anything from supply chain management and raw materials to tracking stock levels and cash transactions. If it involves information, BTM/APM work together to keep a business’ computer connected activities flowing smoothly. As there are multiple applications required inside the IT environment, each one performing a different function, yet needing to interact with the other applications within the system, BTM/APM is the only way to maintain control. Without a BTM/APM solution high performance and constant 24/7 availability just cannot be maintained.
The Nastel AutoPilot BTM/APM Solution for Retail Stores
Nastels AutoPilot BTM/APM solution can deal with all the issues faced by retail stores. AutoPilot’s business transaction management component improves business process execution. The built-in complex event processing engine enables deep-dive diagnostics which find bottlenecks in the system before users are impacted and business processes are disrupted. This enables IT to resolve them before they cause mission critical events that impact profitability.
The application performance management component empowers retail stores with the ability to do more than maintain control of their IT environments. It allows IT to optimize the environment. All in all AutoPilot offers one of the best solutions for resolving real-time issues quickly, cutting IT infrastructure costs and keeping customer’s happyall things that impact the bottom line.
Social responsibilities lay in business framework
Most people think of business simply as a way to generate money. While this may be a primary motivating factor for some, it also carries many underlain responsibilities. Business owners become part of the infrastructure of the community. They supply a service or product which fills a need of the community.
The common bond linking community and business lies in each others realization of shared assumptions. Business realizes they fill a need, desire or fixation of the community and the community realizes who their contributor is. While community can survive without business, business on the other hand cannot exist without community. No community is self sufficient and no business is customer free.
Business must develop social programs and policies that can be seen as responsive to social expectations, but not necessarily limited to socially demand. A firm having social awareness is in tune to its customers requirements as well as its viewpoint.
There are three main driving forces between business and society:
1. The idealistic outlook: primarily relates to principles and social responsibility,
2. the institutional outlook: Its expression of social responsiveness
3. the organizational orientation: primarily relates to policies and management of social issues.
There are four Basic Models of Business Relationships
1. Humanitarian – adhere to principles of compassion and reinvesting into the community
2. Ethical – adhere to principles of honesty and decency
3. Legal – adhere to all laws and regulations
4. Economic adhere to making a profit.
While a certain responsibility lies in being a good corporate partner and citizen, the most fundamental business responsibility is that of economics. The primary reason for being in business is to make a profit. Business exist for generating revenue for the business and in so doing, provides revenue for its employees. All other business responsibilities are based or established upon economic assumptions which is the responsibility of the people in charge. Without this statement the prognosis of future success becomes nothing more that arguable considerations.
While plotting a course of action, businesses are expected to operate within the framework of societal law, thus carrying the burden of legal responsibility. Likewise, legal responsibility is restricted to the letter of the law, while the spirit of law is
reserved for ethical reasoning.
Next, businesses are expected to have an ethical responsibility which is defined as any and all activities or practices which are either expected or prohibited by society members even though they are not written into law. Ethical classifications are further separated from legal activities by use of negative definition: ethical responsibility relates to those social expectations and norms not yet codified into law. In the same line, philanthropic responsibility designates those areas of voluntary social involvement not specifically
prohibited or demanded of companies because of their economic, legal, and ethical responsibilities.
Business also carry as a philanthropic obligation to contribute to its community. This responsibility is discretionary in nature and seen as an investment in future growth. Even though this is not a requirement it is a necessary and sufficient obligation that socially expects from responsible businesses.
If the economic role of the business is reduced to the narrow emphasis of profit it then could become blinded to making of contributed economics. This posturing leaves out the need for community relations.
There is another scenario to consider which is in contrast to the ordinary view, the so-called separation thesis. This is when businesses focus either on profits or social
concerns but not on both. This rises a question of debate that businesses can not only be profitable and ethical, but they should fulfill these obligations simultaneously. Can a business be profitable and disconnected from community? In todays world, franchising brings business into a community while being completely detached from community needs.
The clear-cut separation of business from community raises the problem of coexisting within a harmonious environment. Even though a business may appear to be separated the burden of responsibilities still apply. The business provides a tax revenue as well as product, service and employment. There are interwoven responsibilities which represent the stimulus for economic considerations.
The social pressures imposed on todays business are decreasing in importance, whereas economic and legal responsibilities are a requirement and ethical practices are vaguely expected, charitable contributions although desired, are completely voluntary.
A good business citizen, while striving to fulfill all its responsibilities, will actually apply
the necessary priorities to secure its status in the community.
Businesses have a responsibility that goes well beyond the demands of law and common morality. They set as examples of good moral judgment and community responsibility.
You have a dream of starting and managing your own catering company. You have the drive and a flair for cooking delicious food that is to die for! Now you are doing research about how to run a catering business and you are thinking about if you really have what it takes to manage your own catering business.
As a small business owner, you will have more responsibility and work longer hours than you did as an employee. It’s almost impossible to truly separate your personal life from you business life. Running a small business is a lot of hard work and far more than just a full time job — it’s a lifestyle.
One part of your job will be getting clients and then the second aspect is preparing for and managing the catering job itself. Once the job is booked, there are a lot of details and organizational skills required in order to complete any catered event.
First you will need to get the event basics from your client: What type of event is it? How many people are expected? How formal or casual is the meal? Does the client have a theme in mind and know exactly what type of food they would like to have served? If not, you will be expected provide appropriate menu suggestions based on the event and the client’s budget.
For larger or more formal events, clients usually request a “tasting” to sample the items from the proposed menu. The client is expecting to not only sample the food, but to see the caterer’s presentation skills.
If you and your client are in agreement about the menu, this will be a wonderful experience for both of you. However, some times the food or menu does not match the client’s expectations or perhaps the client has simply changed their mind. Either way, having a few alternative suggestions is always a great idea, plus your client will feel secure in both your abilities as a caterer and the success of her event.
The number of people attending and the formality of an event will help you determine the amount of catering staff will be required for the event. Many catering companies use freelance staff, so it is a good idea to have a list of recommended people you are comfortable working with that you also know are professional and reliable.
For many people, when they think about how to run a catering business, they focus on the food preparation and cooking responsibilities. In fact, many people start catering businesses simply because they love to cook and do not mind doing all the cooking themselves.
As your business grows and you book larger events or multiple events in a short period of time, it is definitely much better to hire additional cooks and also servers who you have trained to make sure the level of serve offered meets your standards.
In addition to meeting with clients, food preparation and staffing, there are a few other details ever caterer must take into consideration. For example, how will you transport the food and equipment to event? Is you current vehicle large enough to handle the job or will you need to consider alternatives?
Prior to the event, you will need to order the ingredients, cooking and serving utensils. The amount of time required to shop for and prepare the food needs to be taken into consideration and you will need to create a schedule to properly manage all of these details. Most caterers are also responsible for at least minimal cleaning after an event, so keep this in mind when deciding upon your staffing requirements.
Now you have a better idea about how to run a catering business. Running a catering business is not difficult, but it does excellent organizational skills and a realistic time line for each event. Creating and managing your own catering business will give you amply opportunity to be both creative and a strong entrepreneurial manager.