The main reason I have found why so many small businesses do not perform to their appropriate level is because the owner does not properly use his or her time; that is, they don't prioritize which of their efforts create their best results so that they know where to focus their time. Without knowing who your best customers or clients are or what the best use of your time is, you inevitably waste time on things that don't produce desired results.
Let me give you an example. Say you want to earn $200,000 per year and let’s say there are 1,000 productive hours. By the way, the number of productive hours i use in this example is very generous, because according to one study of Fortune 500 CEOs, the amount of productive time in a day was 45 minutes equating to 225 hours for the year. For this example, let’s say it is 1,000 productive hours for you. This means that each hour you work should be valued or billed at $200/hours. ($200,000/1,000 hours.)
My question to you is: Are you doing the type of work that pays you $200/hour?
If you engage in any type of administrative work it would probably be valued at $15-25 per hour.
Any bookkeeping related work would probably be valued at $20-30 per hour.
Answering the phone, dealing with customer queries, etc is probably valued at a similar hourly rate.
These are just a few examples of the
activities that many small business owners find themselves engaged in on a daily and weekly basis. As a small business owner, it is easy to become distracted by tasks that seem important and urgent, otherwise called ‘fires’. While these fires seem crucial at the time and certainly do need to be addressed, they are not the best and highest use of the business owner’s time.
You are probably asking yourself what type of work do you need to do to get paid $200/hour? Using the example above, this is the dollar figure that best represents your financial worth on an hourly basis.
To reach this dollar figure per hour, you would need to be engaged in “strategic” work. Some examples are:
- exploiting new markets
- developing new products/services
- creating new marketing avenues
- generating new leads or prospects
- improving on your ratio of leads to sales
- increasing your client retention
Every month, set aside at least twenty percent of your time to dedicate toward such activities. These activities should not only be scheduled within your calendar, but they need to be tackled first. If you leave these activities until the end of the week, it is unlikely that they will be completed. Things will pop up and before you know it, the end of the week will be staring you in the face and you will not have accomplished the most important tasks which have the potential to increase revenues and profit in your business.
10 Tips For Avoiding Financial Failure in Business
Your business may have made it through those imperative first three years, but what about the years ahead? Is your business strong enough to make it without the risk of financial failure?
If your new online business can make it through the first three years, the chances are pretty high that you will survive long term. The question becomes how do you properly avoid financial failure during those critical years, and beyond?
1. Get to know the most common reasons that businesses succumb to financial failure, so you can spot and fix problems before it is too late.
2. When just starting out, it is best to overestimate your start-up costs, than to underestimate. Thoroughly research all of the expenses and operational costs that you will run into, and determine financing options ahead of time.
3. Know the difference between profit and cash flow. Just because you make a sale and bring in some money does not mean you automatically have earned a profit.
4. Do not rely on loans or overload with debt. A healthy business will have a good balance of equity and debt. Work within the budget you have until your profits pick up, allowing for other expenses.
5. If you do take on debt, make sure you completely understand the expectations of your financiers. Do not enter into any agreement that you are not completely sure you can honor, because ruining the reputation of your company in the financial community could be the kiss of death to a growing online business.
6. If your online business has employees, even virtual ones, make sure they are well
managed so everyone is pulling their own weight and doing their job. Overpaying employees who contribute nothing or continually mess things up can lead to the downfall of the company.
7. Do not put a lot of money into new products or ideas until you have adequately researched your market to ensure there is a demand for it. The worst thing you can do is buy into something blind and find out thousands of dollars later that it isn’t going to sell.
8. Determine the SWOT (strengths, weakness, opportunities, threats) for your business. Aim to resolve any weaknesses and avoid threats now and those predicted to arise in the future.
9. Have detailed plans for success, instead of merely aiming not to fail. The more realistic you are with your outlook for the company and the more detailed your plans, the more likely you are to notice signs of financial troubles to come. Many businesses that fail do so without seeing signs that were obvious to others.
10. Perhaps the biggest key is to properly monitor expenditures and stock. Know on what every penny is being spent and verify that it is essential, cutting out as necessary. Ensure that every item you stock is worth the space it takes, and every item is accounted for. Now is not the time for loose monitoring or spending on luxuries. It’s time to ensure that your expenses are covered.
Owning your own business and making money online has huge potential for anyone who seriously weighs the risks and puts in the hard work to grow a successful online business. While the threat of financial failure is always there, there are also plenty ways to avoid it now and in the future.
If your new online business can make it through the first three years, the chances are pretty high that you will survive long term. The question becomes how do you properly avoid financial failure during those critical years, and beyond?
1. Get to know the most common reasons that businesses succumb to financial failure, so you can spot and fix problems before it is too late.
2. When just starting out, it is best to overestimate your start-up costs, than to underestimate. Thoroughly research all of the expenses and operational costs that you will run into, and determine financing options ahead of time.
3. Know the difference between profit and cash flow. Just because you make a sale and bring in some money does not mean you automatically have earned a profit.
4. Do not rely on loans or overload with debt. A healthy business will have a good balance of equity and debt. Work within the budget you have until your profits pick up, allowing for other expenses.
5. If you do take on debt, make sure you completely understand the expectations of your financiers. Do not enter into any agreement that you are not completely sure you can honor, because ruining the reputation of your company in the financial community could be the kiss of death to a growing online business.
6. If your online business has employees, even virtual ones, make sure they are well
managed so everyone is pulling their own weight and doing their job. Overpaying employees who contribute nothing or continually mess things up can lead to the downfall of the company.
7. Do not put a lot of money into new products or ideas until you have adequately researched your market to ensure there is a demand for it. The worst thing you can do is buy into something blind and find out thousands of dollars later that it isn’t going to sell.
8. Determine the SWOT (strengths, weakness, opportunities, threats) for your business. Aim to resolve any weaknesses and avoid threats now and those predicted to arise in the future.
9. Have detailed plans for success, instead of merely aiming not to fail. The more realistic you are with your outlook for the company and the more detailed your plans, the more likely you are to notice signs of financial troubles to come. Many businesses that fail do so without seeing signs that were obvious to others.
10. Perhaps the biggest key is to properly monitor expenditures and stock. Know on what every penny is being spent and verify that it is essential, cutting out as necessary. Ensure that every item you stock is worth the space it takes, and every item is accounted for. Now is not the time for loose monitoring or spending on luxuries. It’s time to ensure that your expenses are covered.
Owning your own business and making money online has huge potential for anyone who seriously weighs the risks and puts in the hard work to grow a successful online business. While the threat of financial failure is always there, there are also plenty ways to avoid it now and in the future.
11 Cost Saving Ideas For Your Business
Many businesses are being asked to cut cost and save money within their current operations. And in today's world market it is even more important than ever to find way to improve the company’s bottom line, many are being asked to reduce costs or better yet, increase productivity and efficiency and lower cost at the same time. Here are 11 cost saving ideas to consider.
INVENTORY
Backorders
One of the top customer inquiries and complaints is “Where is my backorder?” The backorder not only costs customer service the time to answer the inquiry, it also costs to ship the product once it arrives in the distribution center. With the cost of a backorder ranging from $7 to $12 per backordered unit of merchandise, it doesn’t take long for them to add up and those costs come right off the bottom line.
Analyze backorders and improve the accuracy of inventory forecasting. The ROI occurs for a more advanced forecasting system in 12 to 18 months based on reduction in backorders and improved turnover. Customer order fill rate should be reviewed and improved without being out of stock or overstocked. Example of backorder costs: A typical catalog with a 20% backorder rate averaging two items per order processed 200,000 orders for a total of 400,000 units of merchandise. Calculated at 20%, 40,000 customer orders had backorders. Estimating backorder cost on the low end at $7.37 per order, the catalog will have to absorb $294,800 to make up for backorders.
CONTACT CENTER
Product training and Company Policy
Product training is becoming a complex undertaking as merchants are constantly searching for new product. With multi-title, multi-channel and a large breadth of SKU’s available, keeping agents informed of the latest product information is a challenge. Contact centers that provide regular product training through an established formal training program benefit when the customer places an order. Agents who are not well trained on the product will have to ask for assistance which can lengthen the call time. Large centers have a full time trainer. Public information shows that Cabela’s, the world’s largest outfitter, has 235,000 SKU’s online. Along with product training and product information, communicating important messages to agents is a must. Providing pop-up windows to agents at login time provides an effective communication tool to relay information on problem products and important company meetings. Using online features for customer company policies provides easy and fast access for agents.
Agent Scheduling
Scheduling agents in the customer contact center can be a very complex task. Contact centers do a good job setting a schedule based on projected call volumes and filling the schedule with available agents, but what
happens afterwards? This is where a gap occurs between the schedule and what actually happened. Take time to review the original schedule against the actual volume of calls and agents that worked. This simple task will provide insight into effectiveness of the schedule. The ROI on scheduling software shows that those that have it see their costs lowered.
Call Monitoring
Monitoring agents and providing feedback on a regular basis is essential to maintaining optimum performance in the contact center. It also provides an opportunity for supervisors to hear what the customer is saying and how the agent interacts with the customer. The use of monitoring is helpful in determining agents strengths, weaknesses and overall efficiency. Monitoring feedback by the supervisor can be used for performance review to increase productivity. Monthly call monitoring by management and merchants is a great way to stay in tune with the customer.
Universal Agents
Universal agents, those that can answer order calls, respond to emails and handle
customer service functions are an asset to your organization. These agents are capable of switching tasks as the workload requires maximizing their productivity. Utilizing universal agents, particularly at off-peak times, reduces the need for dedicated agents. A mix of universal and dedicated agents within the contact center provides a balanced workforce that reduces costs and increases efficiency. The use of universal agents makes it tough to track actual work performed and costs associated with each task for benchmarking purposes.
DISTRIBUTION
Slotting
An ongoing program of determining the correct picking slot locations is a must. Consideration should be given to product velocity (sales) and size (cube) in placing it in the pick line. Having as a goal the storage of at least one weeks average unit movement in the pick slot along with providing a variety of slot sizes should be a key focus.
Picking
There are many picking methodologies to choose from, batch picking, zone picking, pick and pass, pick to cart and pick to box just to name a few. By analyzing the type of product and the type of orders (single vs multi), the most efficient pick path processing can be created reducing travel time. Separating fast movers from slow movers and establishing a “Hot Pick” area for extremely fast movers should be considered. Picking rates range 115 to as high as 180 units per hour.
Packing
If you are not doing pick to box does your system have the capability to determine the box size for the packer? Is the pack station clean, neat and ergonomically setup? Is the appropriate dunnage inserted into each box? Where is the pack verify performed? These are just a few of the questions to look at when analyzing the pack area. Remember, presentation to the customer is as important as getting the shipment out of the door quickly. Packing rates average 35 to 40 per hour.
Inbound Freight
Inbound freight is one of the most overlooked areas for significant cost reduction in many companies. Multichannel companies often spend from 2% to 4% of gross sales on inbound freight. Most successful companies who have paid attention to inbound freight view inbound freight management as controlling inventory in transit. Since inventory is, in many cases, your largest asset, the management of this asset is critical to your business success. There is a growing trend to use freight collect rather than prepaid freight. Inbound freight should be bid out competitively often. Tracking inbound freight receipts and scheduling frees up the dockyard and provides the opportunity to schedule receiving personnel when needed.
Outbound Freight
One of the largest expense items that is always a primary target for cost reduction is outbound freight. With shipping carrier increases in the range of 3% to 5% annually, this is the first area to get questioned, “What can we do to reduce our shipping charges?” In a typical catalogue company, outbound freight ranges 8% to 12% of net sales. Competitively bid out outbound freight often to ensure the best pricing. Combining inbound and outbound freight with one carrier may produce savings. Many multi-channel companies use shipping and handling charges to offset the cost of outbound freight and package handling. Some have grown dangerously close to 20% of net sales.
Benchmarking – KPI’s
Benchmark, benchmark, benchmark. The best indication of how your operations is performing is through benchmarking. By developing a set of consistent and measurable Key Performance Indicators (KPI’s), you can
measure your costs, productivity and efficiency. Once you’ve completed and analyzed your existing operation, you will want to compare yourself to accepted industry benchmarks. You want to avoid using general industry averages as those won’t be specific to your business in product type, size and customers.
Many companies are utilizing management reporting online for critical KPI’s for contact center and fulfillment. You can’t improve activities which have not been measured.
INVENTORY
Backorders
One of the top customer inquiries and complaints is “Where is my backorder?” The backorder not only costs customer service the time to answer the inquiry, it also costs to ship the product once it arrives in the distribution center. With the cost of a backorder ranging from $7 to $12 per backordered unit of merchandise, it doesn’t take long for them to add up and those costs come right off the bottom line.
Analyze backorders and improve the accuracy of inventory forecasting. The ROI occurs for a more advanced forecasting system in 12 to 18 months based on reduction in backorders and improved turnover. Customer order fill rate should be reviewed and improved without being out of stock or overstocked. Example of backorder costs: A typical catalog with a 20% backorder rate averaging two items per order processed 200,000 orders for a total of 400,000 units of merchandise. Calculated at 20%, 40,000 customer orders had backorders. Estimating backorder cost on the low end at $7.37 per order, the catalog will have to absorb $294,800 to make up for backorders.
CONTACT CENTER
Product training and Company Policy
Product training is becoming a complex undertaking as merchants are constantly searching for new product. With multi-title, multi-channel and a large breadth of SKU’s available, keeping agents informed of the latest product information is a challenge. Contact centers that provide regular product training through an established formal training program benefit when the customer places an order. Agents who are not well trained on the product will have to ask for assistance which can lengthen the call time. Large centers have a full time trainer. Public information shows that Cabela’s, the world’s largest outfitter, has 235,000 SKU’s online. Along with product training and product information, communicating important messages to agents is a must. Providing pop-up windows to agents at login time provides an effective communication tool to relay information on problem products and important company meetings. Using online features for customer company policies provides easy and fast access for agents.
Agent Scheduling
Scheduling agents in the customer contact center can be a very complex task. Contact centers do a good job setting a schedule based on projected call volumes and filling the schedule with available agents, but what
happens afterwards? This is where a gap occurs between the schedule and what actually happened. Take time to review the original schedule against the actual volume of calls and agents that worked. This simple task will provide insight into effectiveness of the schedule. The ROI on scheduling software shows that those that have it see their costs lowered.
Call Monitoring
Monitoring agents and providing feedback on a regular basis is essential to maintaining optimum performance in the contact center. It also provides an opportunity for supervisors to hear what the customer is saying and how the agent interacts with the customer. The use of monitoring is helpful in determining agents strengths, weaknesses and overall efficiency. Monitoring feedback by the supervisor can be used for performance review to increase productivity. Monthly call monitoring by management and merchants is a great way to stay in tune with the customer.
Universal Agents
Universal agents, those that can answer order calls, respond to emails and handle
customer service functions are an asset to your organization. These agents are capable of switching tasks as the workload requires maximizing their productivity. Utilizing universal agents, particularly at off-peak times, reduces the need for dedicated agents. A mix of universal and dedicated agents within the contact center provides a balanced workforce that reduces costs and increases efficiency. The use of universal agents makes it tough to track actual work performed and costs associated with each task for benchmarking purposes.
DISTRIBUTION
Slotting
An ongoing program of determining the correct picking slot locations is a must. Consideration should be given to product velocity (sales) and size (cube) in placing it in the pick line. Having as a goal the storage of at least one weeks average unit movement in the pick slot along with providing a variety of slot sizes should be a key focus.
Picking
There are many picking methodologies to choose from, batch picking, zone picking, pick and pass, pick to cart and pick to box just to name a few. By analyzing the type of product and the type of orders (single vs multi), the most efficient pick path processing can be created reducing travel time. Separating fast movers from slow movers and establishing a “Hot Pick” area for extremely fast movers should be considered. Picking rates range 115 to as high as 180 units per hour.
Packing
If you are not doing pick to box does your system have the capability to determine the box size for the packer? Is the pack station clean, neat and ergonomically setup? Is the appropriate dunnage inserted into each box? Where is the pack verify performed? These are just a few of the questions to look at when analyzing the pack area. Remember, presentation to the customer is as important as getting the shipment out of the door quickly. Packing rates average 35 to 40 per hour.
Inbound Freight
Inbound freight is one of the most overlooked areas for significant cost reduction in many companies. Multichannel companies often spend from 2% to 4% of gross sales on inbound freight. Most successful companies who have paid attention to inbound freight view inbound freight management as controlling inventory in transit. Since inventory is, in many cases, your largest asset, the management of this asset is critical to your business success. There is a growing trend to use freight collect rather than prepaid freight. Inbound freight should be bid out competitively often. Tracking inbound freight receipts and scheduling frees up the dockyard and provides the opportunity to schedule receiving personnel when needed.
Outbound Freight
One of the largest expense items that is always a primary target for cost reduction is outbound freight. With shipping carrier increases in the range of 3% to 5% annually, this is the first area to get questioned, “What can we do to reduce our shipping charges?” In a typical catalogue company, outbound freight ranges 8% to 12% of net sales. Competitively bid out outbound freight often to ensure the best pricing. Combining inbound and outbound freight with one carrier may produce savings. Many multi-channel companies use shipping and handling charges to offset the cost of outbound freight and package handling. Some have grown dangerously close to 20% of net sales.
Benchmarking – KPI’s
Benchmark, benchmark, benchmark. The best indication of how your operations is performing is through benchmarking. By developing a set of consistent and measurable Key Performance Indicators (KPI’s), you can
measure your costs, productivity and efficiency. Once you’ve completed and analyzed your existing operation, you will want to compare yourself to accepted industry benchmarks. You want to avoid using general industry averages as those won’t be specific to your business in product type, size and customers.
Many companies are utilizing management reporting online for critical KPI’s for contact center and fulfillment. You can’t improve activities which have not been measured.
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