Dreams do come true! What you invest in can become a fact - and a business is no exception. The fantasy of owning one's own business can grow till someone finds a method to let it sprout into fruition. As you look around any city, or on the web, you can see the truth of this. Few, if any, of these companies were there forty years ago. Somebody's dreams came true on account of the tough work they invested.
Unfortunately, only a few of these businesses are as fulfilling as the creator originally dreamed. While working tedious hours for somebody else as a engineer, for an hourly wage, and potentially few benefits or vacations, people often think, "Boy, sometime I'll have a business of my own, and I won't have to do this." At that point, it's useful to hear from other experienced entrepreneurs who can give advice. Ultimately, some people do procure their own business but without steering, they find they're now working even longer hours, making less cash and having less holidays than they did before. They have turned into being an expert at their own business.
There is no one to shield them from the effects of their choices and obligations now that they're the administrator.
How can one avoid this dilemma? By creating a company that functions as adeptly as a franchise. By making a model business that somebody else could duplicate, which means putting every step of each process in writing. By building a prototype. The product itself takes 2nd place to the process of the way the business itself functions. The method rules the business, not the product.
Major elements of creating this type of business are: (1) quantifying everything! How many of this, how many of that, tracking in writing exactly what is happening (examples are how many clients call or come in during each hour of the day, which are the peak hours, how many customers turn straight after walking in the door and how many turn left), (2) creating an organizational chart based on what must be done, not on who does it (building a company around characters seriously limits progress, regardless of if it is 'your ' character), (3) be consistent (the exact same color scheme on everything - the web page, the letterhead - the cars - the uniforms - the paint on the walls - the chairs).
Build an image that stays in the customer's mind. McDonalds stands out as the prime example of the above. The image is consistent: they know exactly how many ounces of each item are sold in one day, and which hours are the most productive. The turnover of workers boggles the mind yet the service is identical. And, from a McDonalds in London, to one in China to one in Brazil, the customer expects precisely the same product.
The new entrepreneurial business with only one or two workers can be developed with the same precision. If it's not, the individual playing the combined role of owner/manager/janitor will probably remain a technician with a shattered dream.
By working ON one's business, instead of IN it, the new owner/chief can radiate success, have joyous time with his/her folks daily, and even enjoy 1 or 2 holidays every year.
Unfortunately, only a few of these businesses are as fulfilling as the creator originally dreamed. While working tedious hours for somebody else as a engineer, for an hourly wage, and potentially few benefits or vacations, people often think, "Boy, sometime I'll have a business of my own, and I won't have to do this." At that point, it's useful to hear from other experienced entrepreneurs who can give advice. Ultimately, some people do procure their own business but without steering, they find they're now working even longer hours, making less cash and having less holidays than they did before. They have turned into being an expert at their own business.
There is no one to shield them from the effects of their choices and obligations now that they're the administrator.
How can one avoid this dilemma? By creating a company that functions as adeptly as a franchise. By making a model business that somebody else could duplicate, which means putting every step of each process in writing. By building a prototype. The product itself takes 2nd place to the process of the way the business itself functions. The method rules the business, not the product.
Major elements of creating this type of business are: (1) quantifying everything! How many of this, how many of that, tracking in writing exactly what is happening (examples are how many clients call or come in during each hour of the day, which are the peak hours, how many customers turn straight after walking in the door and how many turn left), (2) creating an organizational chart based on what must be done, not on who does it (building a company around characters seriously limits progress, regardless of if it is 'your ' character), (3) be consistent (the exact same color scheme on everything - the web page, the letterhead - the cars - the uniforms - the paint on the walls - the chairs).
Build an image that stays in the customer's mind. McDonalds stands out as the prime example of the above. The image is consistent: they know exactly how many ounces of each item are sold in one day, and which hours are the most productive. The turnover of workers boggles the mind yet the service is identical. And, from a McDonalds in London, to one in China to one in Brazil, the customer expects precisely the same product.
The new entrepreneurial business with only one or two workers can be developed with the same precision. If it's not, the individual playing the combined role of owner/manager/janitor will probably remain a technician with a shattered dream.
By working ON one's business, instead of IN it, the new owner/chief can radiate success, have joyous time with his/her folks daily, and even enjoy 1 or 2 holidays every year.
About the Author:
CatalystMLM is a 'no pitch, just price ' community for multi-level marketing specialists. The resource library is filled with valuable coaching and interviews from top revenue earners like Ray Higdon, Todd Falcone, Kate Northrup, Michele Reynolds of Send Out Cards, and more.
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