for success !Just think of what this site gives YOU !
We present
for success !
You know that .......
in your chosen endeavor
PERSONAL or BUSINESS
You may need / may want articles from:
THE MBA BOOK 
"HELPS" YOU WIN !
WHAT TO DO WHY TO DO IT HOW TO DO IT
The following is what becomes extremely important for you to know and to do:
To succeed in any endeavor and to keep "TROUBLE" Away
Avoid the "HEADACHES"
and Envision how this has to work.
Has to operate as smooth as a set of properly operating "GEARS".
The "GEARS" 
must "MESH"
... in order for things to work smoothly.
To make your undertaking (whatever
it may be) work like well-greased GEARS
you must have and use
our "TOOLS" -- which are based on a life-time of
experience
and that means that it
does include current applications as business is NOW !
The "tools" are available in our presentation of:
In this web-site, we cover the (tools)
that one can utilize whether it be for
PERSONAL .... or for ... BUSINESS needs.
Here is an example of one BUSINESS "TOOL"
"MONITORING"
This is a critical consideration whether you are in business or considering going into business.
It will be applicable if you are experiencing success and growth.
You may be thinking you want to expand or in the case of poor cash flow and its many problems.
Then "MONITORING" all business functions and details becomes critical for profitable success !
Don't fight the uphill battle
learn what to Do and enjoy success !
We offer what you will need ! Let's make it VERY
CLEAR.
If you are in business (or starting a business), then it is
mandatory
to know, in detail HOW TO SUCCEED.
WHAT TO DO -- WHY YOU NEED TO DO IT -- HOW TO DO IT !
You may be a new START-UP, or an EXISTING business, and
particularly if
you have begun to have "SITUATIONS".
(such as
"financial problems")
Or you may want to expand because you are doing "great".
Should you tell some things or "all things" to
... lawyers, accountants, insurance people
(these may be your "making or undoing") and very important for you to understand.
Better get some or all of the articles ....
YOU WILL NEED TO "KNOW"
and please keep in mind that we are here to HELP !
Doing this will 
Help you succeed
BOOK CONTENTS
This is a partial listing of the ARTICLES and TITLES
(that are in the "TOOLS")
A = The ENTREPRENEUR and MARKETING
B = MONITOR --This covers what you MUST KNOW to stay in control of your business.
We're intentionally giving you the "MONITOR" information ... as an example of the depth of content and what sort of information you receive. Notice please the details... only proven performance and experience can give you this !
To Stay in Control -- You have to know what you must MONITOR ... to gain SUCCESS!
Managers know the problems of fighting the daily (sometimes even hourly) barrage of operating data that assaults the mind. The realization that you can't track every detail of your business will come in due time. But you can be sure -- it will become "reality".
Delegate Selected Functions to SOMEONE ELSE. But be sure to evaluate all things before you "select" the "SOMEONE ELSE" ! Make an intelligent choice!
If you can't depend on the selected individual to follow through, you will end up "SECOND GUESSING". You will not SAVE TIME. As a matter of fact, you may be worse off. Selecting the "right person" is critically important.
YOU WILL STILL BE INVOLVED (TOO MUCH).
An internal monitoring systems is what you need. This has to be comprehensive and tailored to give the needed and desired results.
When properly organized, this will enable you to compare a set of current figures with projections. You will be
able to compare and concentrate on more important benchmarks:PROPERLY ORGANIZED, WHERE YOU ARE NOW (CURRENT FIGURES) VS. WHERE YOU WANT TO BE (PROJECTED).
Here are some of the things you should monitor:
SALES:
CHECK TOTAL SALES (REVENUES) DAILY. While it is good to know how sales were doing every day in each location, and for the past times, you will find that need such detail on an ongoing basis.
SET IT UP TO GET SUCH INFORMATION AT DESIRED TIMES. WEEKLY OR MONTHLY. WHAT EVER IS BEST
FOR YOUR BUSINESS.
YOU NEED TO REVIEW SALES FOR EACH: PRODUCT AND SERVICE.
RATIO OF GROSS PROFIT TO NET SALES (REVENUES):
LOOKING ONLY AT SALES FIGURES AND NOT EXAMINING COSTS, WILL HAVE YOU IN DEEP TROUBLE. THE DIFFERENCE BETWEEN REVENUE (SALES) AND WHAT IT COSTS YOU TO PRODUCE THAT REVENUE.
IT IS GOOD TO EXPRESS THIS AS A PERCENTAGE OF THE SELLING PRICE. RESULT: A GOOD WAY TO GAGE YOUR BUSINESS PERFORMANCE.
WEEKLY, LOOK AT GROSS PROFIT RATIOS FOR THE TOTAL BUSINESS, FOR EACH DIVISION OR SERVICE CATEGORY AND TO THE INDIVIDUAL EXPENSE ITEMS.
ONLY WHEN THE RATIO IS "OFF", SHOULD YOU DIG DEEPER TO FIND AND CORRECT THE PROBLEM.
DIRECT EXPENSES:
REVIEW THESE ONCE A MONTH FOR ALL AREAS OF THE COMPANY OPERATIONS. THE LARGER AND MORE DISCRETIONARY THE INDIVIDUAL ITEM, THE MORE IT SHOULD BE SCRUTINIZED. (
SUCH AS: TRAVEL AND ENTERTAINMENT EXPENSES.)POINT OUT THAT GROSS PROFIT IS AFFECTED BY EVERY TRAVEL AND ENTERTAINMENT DOLLAR SPENT. PROFIT IS REDUCED BY T & E EXPENSES.
SET YOURSELF UP A "FLAG AMOUNT" (SAY $ 2000 PER MONTH) FOR ANY EXPENSE ITEM AND IF THIS IS EXCEEDED, CHECK INTO "WHY?"
AT THE END OF THE EXPENSE SCHEDULE, YOU OFTEN SEE "OTHER"... THIS IS A VAGUE CATEGORY WHICH OFTEN IS LARGER THAN OTHER EXPENSE ITEMS. THIS IS LIKE "FLYING BLIND".
INSIST ON A BREAKDOWN OF THE "OTHER" CATEGORY THAT EXPLAINS ALL ITEMS OF $ 100 OR MORE.
OTHER INCOME AND EXPENSES:
TRACK THIS "HAZY" CATEGORY AT LEAST MONTHLY-- (PREFERABLY WEEKLY).
THIS IS WHERE ITEMS LIKE INTEREST PAYMENTS AND SIMILAR NON OPERATIONAL FACTORS ARE SHOWN. AS INTEREST RATES INCREASE, THIS INCOME STATEMENT ITEM BECOMES MORE IMPORTANT.
IT MUST BE WATCHED!NET PROFIT:
CHECK THIS MONTHLY. IT IS ALWAYS AN EXCITING FIGURE TO LOOK AT, BUT BY THE TIME YOU’VE REACHED IT, YOU SHOULD ALREADY HAVE A PRETTY CLEAR PICTURE OF WHETHER NET PROFIT IS GOING TO BE HIGHER OR LOWER THAN PLANNED, AND WHY.
IF NET PROFIT IS NOT WHERE YOU EXPECT IT TO BE, GO OVER THE OTHER MONITORING STEPS TO DISCOVER WHY IT IS OFF TRACK.
CASH FLOW:
A POSITIVE CASH FLOW IS VITAL.
A PROFITABLE COMPANY CAN FAIL RAPIDLY IF IT DOESN’T KEEP GENERATING ENOUGH CASH FLOW TO PAY ITS SUPPLIERS.
BANKS BECOME RELUCTANT TO EXTEND LINES OF CREDIT IF THERE ISN’T ENOUGH CASH TO KEEP THE BUSINESS GOING.
MORE BANK CREDIT REDUCES PROFITABILITY BECAUSE OF INCREASED INTEREST PAYMENTS.
MONITOR CASH FLOW EVERY WEEK SO YOU CAN BE SURE YOU ARE STAYING AHEAD OF THE GAME.
ACCOUNTS RECEIVABLE:
IT IS EASY TO LET ACCOUNTS RECEIVABLE PILE UP. YOU MAY FEEL THAT IT IS TOO EXPENSIVE TO GO AFTER TARDY ACCOUNTS.
IF YOU ARE OVERLY DEPENDENT ON A PARTICULAR ACCOUNT, YOU TEND TO "LET IT RIDE" LONGER THAN NORMAL.
REVIEW AT LEAST MONTHLY (PREFERABLY MORE OFTEN IF CASH FLOW IS SLOWING UP). COLLECTION OF ACCOUNTS RECEIVABLE IS A VERY IMPORTANT FUNCTION AND EVERY EMPLOYEE INVOLVED IN THIS DEPARTMENT MUST BE EFFICIENT AND VIGILANT.
TRUE, YOU MUST CREATE THE SALE (REVENUE), BUT IF YOU DO NOT GET PAID ON A TIMELY BASIS, THE COMPANY WILL FAIL.
INVENTORY:
IN MOST BUSINESSES THIS IS A VERY IMPORTANT CATEGORY.
(This may not be as important in today's economy because of virtual operations [use of the Internet] yet, it should be "watched" = controlled).IT IS EASY TO MISJUDGE THE MARKET AND TO OVERBUY. INVENTORY SHOULD BE CHECKED EVERY WEEK AND EVERY MONTH FOR LEVELS OF INVENTORY AND FOR WHAT THE INVENTORY CONSISTS OF.
THIS SHOULD BE DONE AGAINST PROJECTIONS OF HOW MUCH INVENTORY YOU NEED TO SUPPORT AVERAGE ESTIMATED SALES (REVENUES).
PROJECTIONS OF INVENTORY LEVELS DEPEND IN PART ON ANSWERS TO QUESTIONS SUCH AS:
"HOW FAST CAN WE GET SUPPLIES // MATERIAL? ARE COSTS RISING OR FALLING?"
ALSO, YOU NEED TO BE VIGILANT TO KEEP INVENTORY CURRENT AND SALEABLE.
IN MEDICAL -- (HOME CARE) -- SITUATIONS WITH THE EXCEPTION OF THE SUPPLIES NEEDED TO RENDER
THE SERVICES, YOUR MOST IMPORTANT CONCERN IS WITH "HOW MANY CALLS CAN WE MAKE?"
( THIS IS LIKE MAKING "SALES")
YOU MUST DEVELOP "SALES" BY THE "CONTACTS" YOUR PERSONNEL MAKE.
YOUR "INVENTORY" IS IN HAVING GOOD PEOPLE TO MAKE CALLS.
THIS IS LIKE HAVING INVENTORY TO SELL -- WHICH BECOMES ACCOUNTS RECEIVABLE, WHICH BECOMES CASH RECEIPTS AND LEADS TO PROFIT.
RESEARCH AND DEVELOPMENT:
RESEARCHING INTO THE COMPANY FINANCIALS, GETTING RATIOS AS WARRANTED, SCRUTINIZING EXPENSES, SALES (REVENUES), COSTS, DAYS TO COLLECT, INTEREST COSTS FOR LOANS (PARTICULARLY FOR "SHORT TERM LOANS").
RESEARCH AS APPLICABLE TO PERSONNEL:
ATTITUDE, WILLINGNESS TO COOPERATE, COURTESY, VOCABULARY-LANGUAGE, RELATIONSHIPS WITH CLIENTS AND LOYALTY TO THE COMPANY.
IF THIS RESEARCH SHOWS NO WARNING SIGNALS, STOP LOOKING. OTHERWISE, START TO "DIG".
RESEARCH APPLIES ALSO TO DEVELOPMENT OF MORE SALES (REVENUES).
SPECIAL NOTE:THIS SELECTIVE PULSE-TAKING PERMITS THOSE IN MANAGEMENT TO FOCUS ON THE BIGGER THINGS INVOLVING THE GOOD OF THE COMPANY.
IT PERMITS DELEGATION OF DUTIES TO OTHERS (WHO MUST PERFORM THOSE DUTIES FOR WHICH THEY HAVE NOW BEEN MADE RESPONSIBLE).
THERE HAVE TO BE COMPANY "GUIDELINES".
THIS ENCOMPASSES THE "DO’S AND DON’TS" FOR PERSONNEL TO OPERATE BY FOR THE GOOD OF THE COMPANY AND THE ENTIRE EMPLOYEE GROUP, COMBINED.
WHEN CORPORATE AS WELL AS DEPARTMENTAL GUIDELINES, FORMS, FORMATS, ETC. ARE ESTABLISHED, TOP MANAGEMENT CAN EXPECT EACH DEPARTMENT MANAGER TO MAKE APPROPRIATE REPORTS IN A TIMELY MANNER.
IN THE SAME WAY, EVERY MEMBER OF A DEPARTMENT, MUST ADHERE TO THE RULES AND THE RESPONSIBILITIES EACH HAS FOR THE GOOD OF THE DEPARTMENT AND THE COMPANY.
ABOVE ALL IT IS ........... ATTITUDE !!
SHOW TO OTHERS THE ATTITUDE YOU EXPECT TO RECEIVE FROM THEM.
IT WORKS !
Author = "amicos"
Do you "SEE" ?
Why this is so important ?
Below are more titles for articles you may want:
B-1 = A GOOD MANAGER adds PROFIT to the BOTTOM LINE
C = THE BUSINESS PLAN -- (an OPERATING PLAN)
C-1 = COUNSEL // ADVICE and the FINANCE SERIES
C-2 = UP-DATING THE BUSINESS PLAN.. (an ongoing duty)
D = PROPOSAL FOR A LOAN (there is a "right way" to do this)
* WHAT the BANK and the LOAN OFFICER WANT TO KNOW
* WHERE to FIND FUNDS to FINANCE a BUSINESS
E=Developing the "BREAK EVEN POINT" ... this is function to run your business ..
...... it has to be on your "MUST DO THIS" LIST !
F=BUSINESS RATIOS AND "HOW THEY WORK"
CONTACT INFORMATION and DETAILS
MUCH MORE TO COME.... THIS IS MERELY A START...
Contact us if you wish to discuss anything regarding the subject.