10 Strategies To Accelerate Your Business

To give you an instant boost, I provide 10 strategies to accelerate your business. All this strategy does not require much cost and does not take long to implement it. All of this is related to changing your habits and attitudes. You can start using it right now, do not wait.

1. More face to face with potential customers

Who are potential customers? He is someone who is ready to buy. how can you know? Ask them some key questions to gauge their readiness. If you can see five potential customers in a day, this will have enormous impact on your business, regardless of your product. why must face to face? Because it is the best way to do business. This may spend lots of time, but this is certainly the most effective way.

2. Sending information early before the business meeting began.

You can increase your sales dramatically if want to make extra efforts between scheduling appointments and meetings with customers. After I received a sales inquiry, I am committed to deliver something meaningful, who served well and explains a little about my services to prospective customers before I met him.
I know there is limited time and opportunity when we meet. so, I want to make sure that my arrival has added value and help them to understand the sales process. in fact, usually I have sent a packet of information via courier within one hour. The package included a letter in recognition of our previous clients as well as useful information about buying or selling and our company.

Can not be avoided anymore, when I arrived, they were influenced to use my services because of this professional presentation.

3. Expand your relationship

Although the business often involves numbers, stock, inventory and things like that, in the end and almost inevitable, a business dealing with people and relationships. Understand that success in business is dominated by the relationship. Know that in business, you need to create a positive experience with every person you meet, to capture basic information about them, and then, with their permission to continue the communication.

4. Utilizing technology

Technology allows you to increase business volume is greater. however, some people still do business the same way as they did ten years ago. Technological developments should enable you to do business five times higher than what you are doing business 10 years ago.

5. Often Tried

Legendary ice hockey player from Canada, Wayne Gretsky, once said, “You lose 100 percent of the shots you do not take.” The point is that you have to go out and take risks. Frequently trying and do not be too careful and selective to take risks, because you never know what opportunity will prove the best chance and opportunity which does not mean anything.

6. Having a common goal

If you have a team of 10 people and they do their own work and not tied to a common goal, that team does not much affect you next week or next month. And next year, your business will decline. in fact, without any ties to common purpose, your business will begin to decline.

7. Positive feedback cycle

What if there is a business that can reach ten times the results of other businesses in the same time period?

What happens is what I call a Positive Feedback Cycle. It works like this: we are really doing a great job for a customer, they make known to other consumers about their satisfaction with doing business with us. Once I found the momentum, your business can grow faster, of course with more effort.

8. Do not let perfection prevents better

You do not need to be a perfectionist to work on major projects. Let him walk, and you can continually improve it, but that does not mean ignore quality standards. A friend once said, “If you wait until all traffic lights green if you do not ever leave the highway.”

9. Mechanism of benefit

Many business owners have a great business plan, a great person, and intentions are great, but still went bankrupt. This is because there is no profit mechanism. They do not have a business structure that creates profits along the road. Your goal should always create a profitable business, sustainable, not just a great business. not just a business that focuses on consumers, but a profitable business that focuses on the consumer.

10. The importance of re-creation of your business continuously

To be successful in business takes the form of the review requirements are constant – to ensure you stay on course – and is constantly reinventing to improve performance. You have to see what went well and what did not. business coach I talked about starting, stopping, continuing. What should you do at the beginning? The things what should you stop? What should you proceed? You need to regularly review yourself and your business.

How to Manage Your Business and Get Results

The desire of anybody setting up a business is to make profit and sustain the business. But mastering the fundamentals of business success is critical to making any headway in one’s business engagement(s). This is especially so because business is both an art and a science. That is, it is a matter of practical experience, calculation, foresight and fortune.

However, one does not need to be weighed down by the thought of having to master art and science intricacies of business success, because Peter F. Drucker has come to the rescue with his book entitled “How to Manage Your Business and Get Results”. Drucker is a business management consultant of repute who is concerned with the economic tasks that any business needs to perform to be able to achieve enviable results.

He says this book attempts to organise these tasks so that executives can properly organise them so systematically, understandably and reasonably with the possibility of accomplishing tangible results.

Drucker asserts that though practical rather than theoretical, the book has a thesis. He adds that economic performance is the basic function and contribution of any business enterprise, and the major purpose of its establishment. The author stresses that to achieve economic performance and results, a lot of (hard) work is required, and the work has to be thought through and done with direction, method and purpose.

According to him, this book contains secrets of business success, and emphasises the need to focus on opportunities rather than problems in any business engagement.

As regards structure, the book is segmented into three parts of 14 chapters. Part one is eclectically christened “Understanding the business” and contains the first eight chapters. Chapter one is entitled “Business realities”. According to Drucker here, it is a universal complaint that executives give neither sufficient thought to the future. He adds that every executive voices it when he or she talks about his or her own working day and when he or she talks or writes to his or her associates. Drucker stresses that it is a recurrent theme in the articles and management books.

This business management expert says it is a valid complaint and executives should spend more time and thought on many other good things, their social and economic responsibilities for instance. He says both they and their businesses pay a stiff penalty for the neglect. Drucker asserts that to complain that executives spend so little time on the work of tomorrow is futile. He adds that the neglect of the future is only a symptom and an executive slights tomorrow because he or she cannot get ahead of today. Drucker says that too is a symptom and the real disease is the absence of any fountain of knowledge and system for tackling the economic tasks in business.

The business management expert educates that it is a matter of necessity for executives to spend more time and meditation on the future of their businesses. He expatiates that they should also spend more time and thought on their community responsibilities.

Chapter two is based on the subject matter of the result areas. Here, Drucker says the basic business analysis starts with an examination of the business as it is now and the business as it has been bequeathed to us by indecisions, actions and results of the past. He explains that we need to see the hard skeleton, the major stuff that is the economic structure. According to him, we need to see the relationship and interactions of resources and results of efforts and achievements of revenues and costs.

In Drucker’s words, “Specifically we need first to identify and understand those areas in a business for which results can be measured. Such result areas are the businesses within the larger business complex; products and product lines (or services); markets (including customers and end-users); and distributive channels….”

He educates that the analysis of the result areas has to begin with products or services and particularly with a definition of “product”. Drucker says questions regarding product-definition, though not simple, are at least known and understood by every experienced executive. He adds that this alone makes product analysis the best place to start.

Chapter three examines the concept of revenues, resources and prospects. Here, Drucker says every executive today is inundated with figures, and more and more data pour out daily. He educates that many businesses will ask that their financial analyses be based on cost accounting. The author explains that the answer is that it is misuse of cost accounting to derive from it, figures for a particular product’s share of total business costs.

Drucker educates that cost accounting has to find a place for every penny spent, and where the cost accountant cannot document what costs are directly incurred in making this or that product, he or she must therefore allocate. The author adds that the cost accountant can only do so by assuming that all non-direct costs are distributed either in proportion to direct costs or in proportion to the sales price of a product.

In chapters four to eight, Drucker examines concepts such as how we are doing; cost centres and cost structure; the customer as the business; knowledge as the business; and the business being ours.

Part two is generically entitled “Focus on opportunity” and covers three chapters, that is, chapters nine to 11. Chapter nine has the thematic focus of building on strength. Here, the author says analysis of the entire business and its basic economics always shows it to be in worse disrepair than anyone expected.

He explains that the products everyone boasts of turn out to be yesterday’s breadwinners or investments in ego. Drucker stresses that activities which no one paid much attention to later turn out to be cost centres and so expensive as to endanger the competitive position of the company. According to him, what everyone in the business believes to be quality turns out to have little meaning to customers.

Important and valuable knowledge either is not applied where it could produce results or produces results no one uses, asserts the author. Drucker says, “I know more than one executive who fervently wished at the end of the analysis that he could forget all he had learned and go back to the old days of the ‘rat race’ when ‘sufficient unto the day was the crisis thereof’.” The author adds that but precisely because there are so many different areas of importance, the day-to-day method of management is inadequate even in the smallest and simplest business. Drucker says because deterioration is what happens normally – that is, unless somebody counteracts it – there is need for a systematic and purposeful programme. He expatiates that there is need to reduce the almost limitless possible tasks to a manageable number. Drucker stresses that there is need to concentrate scarce resources on the greatest opportunities and results.

In chapters 10 and 11, the author X-rays the concepts of finding business potential and making the future today.

Part three, the last part is based on the general subject matter of a programme for performance and contains three chapters, covering chapters twelve to fourteen. Chapter 12 is tagged “The key decisions”. Drucker educates here that decisions are made and actions are taken at every step in the analysis of a business and of its economic dimensions. He adds that insights are “bled off” and converted into tasks and work assignments. At every step of the analysis there should be measurable results, guides the business management expert.

He says but for full effectiveness, all the work needs to be integrated into a united programme for performance. Drucker stresses that making the present business effective, may require one specific course of action. He adds that making the future of the business different may require a different action. “Yet what is done to make the present business effective inevitably commits resources, inevitably molds the future,” educates Drucker.

He expatiates that what is done to anticipate the future inevitably affects the present business in all its policies, expectations, products and knowledge efforts. The author says major actions in every one of the economic dimensions therefore have to be consistent with one another.

The business management expert adds that conflicts between the conclusions of the various analyses have to be reconciled. He submits that there has to be balance between the efforts, otherwise one effort undoes what another has been trying to achieve. Drucker explains that the hard reality of the present must not be obscured by the lure of tomorrow’s promises.

In chapters 13 and 14, Drucker beams his analytical searchlight on the concepts of business strategies and building economic performance into a business.

If there is one thing that makes this book a classic, it is the depth and creativity of the contents. By segmenting the text into three parts of 14 chapters, Drucker is able to make the book easy to read and study. The number of chapters, that is, 14, creates some poetic allusion as it reminds one of the fourteen-line poem technically called “Sonnet”.

The vehicle of communication, that is, language of the book is still contextually simple despite the technicality of the subject matter. What’s more, the “Stylistics” tool of “graphology” is also employed in the design of the title of the book on the outer front cover where keywords such as “Manage”, “Business” and “Results” are put in capital letters to convey their conceptual importance, while other less important words are in small letters. There is also application of separate colours to the keywords and less important words to show interface between visual distinction and conceptual uniqueness.

Also, the book looks like a typical essay in that it has the introduction, body and conclusion. Another of the enviable achievements of Drucker in this book is the combination of specific economic analyses with enviable knowledge of entrepreneurship or business success.

However, one of the errors noticed in the book is “Acknowledgement” instead of “Acknowledgements”. On page 28, omission of a comma immediately before the word “Figures” from the expression “…it is misuse of cost accounting to derive from it figures for a particular product’s share of total business costs” seems to make the expression ambiguous”. It is supposed to read “…it is misuse of cost accounting to derive from it, figures for a particular product’s share of total business costs”. Also the layout of the book needs to be improved upon to make it (more) eye-friendly.

5 New Business Ideas

As the economy starts to improve, many people are considering striking out on their own in the near future. Here are five ideas for a new business which you might consider:

A web-based business
With only a very few exceptions, much of your prior experience in previous businesses can lend itself to creating a web-based business to provide a source of income. Although this does still require careful business planning and research, many of the essential infrastructure features (such as shopping carts and drop shipping) have now been standardized, making this one of the easiest businesses to start successfully. It is also possible to take a hobby or other specialized field of interest, and appeal to niche audiences in ways that traditional businesses will overlook as not being profitable enough to be worth the effort. Limited inventory costs and the ability to create information products as demand requires makes a web-based component something every new business should consider.

A franchise business
Franchises have much higher rates of longevity than many other businesses which you might start on your own. One of the biggest advantages of a franchise is that the chain has already figured out many of the mistakes you might make when starting a business, and has procedures in place to prevent these from occurring. Franchises also make use of wider-scale advertising than you could manage when starting out on your own. The only downside? Franchises can be more expensive to start.

A software development business
Software development can take many different forms. Many of the newest smart phones have application stores, and so there is strong demand for a variety of programs, from games to productivity enhancing tools. For those who have the technical background, software development can be a great way to enter a high-margin business with low or no inventory requirements, and a multitude of opportunities available to the enterprising.

A consulting services business
Consulting is another field where you can re-purpose knowledge acquired in other fields, and use it to improve a different business. Some of the challenges posed in starting a consulting business are that it involves delivering an intangible service, and that it can be difficult for customers to realize how good your service is, when compared with others.

A specialty care service business
A specialty care service can range from taking care of someone’s pets or children while they are out-of-town, to a service business which helps the elderly who are not yet ready for a nursing home. Since the United States has a significant portion of its population which is growing older, these businesses should experience growth in the coming years. If your business also has specialty skills (such as first aid or physical therapy), these can be additional selling points when marketing your services.