Do you want to owner business!
How to buy owne shop and rental?
Are you dare? try its...
See more detial.....
15 Things Every Business Owner Should Know
1 of 15
15
Things Every Business Owner Should Know
Always remember: Cash is king.
Cash may be king, but it's not everything.
Culture matters.
Systems can be humane.
Character is key when hiring new employees.
To grow, you must first learn to delegate and to trust.
Plan for rainy days.
Working with partners is easier said than done.
Keeping good records is also easier said than done.
To engage workers, let them call (some of) the shots.
Customer service is not a department. It's a way of life.
The best salespeople thrive on rejection.
Knowing how to control clients is an art.
Failures are good for you.
You need to leave yourself time to dream.
Always remember: Cash is king.
Cash crunches happen from time to time, but if they are chronic at your company, then you may have to re-think the way you do business. Though cash-flow squeezes often seem mystifying, there are only a few explanations: Your gross margins may be too low, caused by discounted prices or out-of-control direct costs. Your overhead, including rent and payroll, may be too high. Your payment terms may be too liberal or your billing procedures too slack. You may be tying too much money up in accounts receivable or you have too much debt from nonpaying customers. Finally, it is also possible that you are holding too much inventory. If you feel tight on cash, investigate each of these possibilities and figure out which one is causing the biggest drain on your bank account.
Cash may be king, but it's not everything.
Culture matters.
Systems can be humane.
Character is key when hiring new employees.
To grow, you must first learn to delegate and to trust.
Plan for rainy days.
Working with partners is easier said than done.
Keeping good records is also easier said than done.
To engage workers, let them call (some of) the shots.
Customer service is not a department. It's a way of life.
The best salespeople thrive on rejection.
Knowing how to control clients is an art.
Failures are good for you.
You need to leave yourself time to dream.
Cash crunches happen from time to time, but if they are chronic at your company, then you may have to re-think the way you do business. Though cash-flow squeezes often seem mystifying, there are only a few explanations: Your gross margins may be too low, caused by discounted prices or out-of-control direct costs. Your overhead, including rent and payroll, may be too high. Your payment terms may be too liberal or your billing procedures too slack. You may be tying too much money up in accounts receivable or you have too much debt from nonpaying customers. Finally, it is also possible that you are holding too much inventory. If you feel tight on cash, investigate each of these possibilities and figure out which one is causing the biggest drain on your bank account.
A business, and the person who owns it, can have a material impact on the world well beyond the dollars attached to it. So, money aside, it's important to have a mission, and stick to it. Example: One of the most satisfied and respected business owners we've met in a long time is Tim O'Reilly, the founder of O'Reilly Media, a company that publishes magazines and books and hosts events. "My original business model—I actually wrote this down—was 'interesting work for interesting people,'" O'Reilly told Inc. The company he built is today one of the most forward-looking businesses in Silicon Valley; it delivers on that initial promise, and has managed to thrive despite industry forces that have often been unfavorable
Systems can be humane.
Character is key when hiring new employees.
To grow, you must first learn to delegate and to trust.
Plan for rainy days.
Working with partners is easier said than done.
Keeping good records is also easier said than done.
To engage workers, let them call (some of) the shots.
Customer service is not a department. It's a way of life.
The best salespeople thrive on rejection.
Knowing how to control clients is an art.
Failures are good for you.
You need to leave yourself time to dream.
Cash crunches happen from time to time, but if they are chronic at your company, then you may have to re-think the way you do business. Though cash-flow squeezes often seem mystifying, there are only a few explanations: Your gross margins may be too low, caused by discounted prices or out-of-control direct costs. Your overhead, including rent and payroll, may be too high. Your payment terms may be too liberal or your billing procedures too slack. You may be tying too much money up in accounts receivable or you have too much debt from nonpaying customers. Finally, it is also possible that you are holding too much inventory. If you feel tight on cash, investigate each of these possibilities and figure out which one is causing the biggest drain on your bank account.
A business, and the person who owns it, can have a material impact on the world well beyond the dollars attached to it. So, money aside, it's important to have a mission, and stick to it. Example: One of the most satisfied and respected business owners we've met in a long time is Tim O'Reilly, the founder of O'Reilly Media, a company that publishes magazines and books and hosts events. "My original business model—I actually wrote this down—was 'interesting work for interesting people,'" O'Reilly told Inc. The company he built is today one of the most forward-looking businesses in Silicon Valley; it delivers on that initial promise, and has managed to thrive despite industry forces that have often been unfavorable.
Zappos CEO Tony Hsieh built his company into an exemplar of great service by first figuring out what he needed to do to treat his employees well. The answer? Plenty of individuality and autonomy, a pride in human weirdness, cheers and off-hours fraternizing, and figuring out how to weed out half-hearted employees before they bring everybody else down. It's worth noting that Zappos does not pay high wages and the work itself, in a call center and a fulfillment warehouse, is not especially glamorous. Still, by focusing on his company' s culture, and how it creates a positive atmosphere, Hsieh has built a billion-dollar business.
Nick Sarillo of Nick's Pizza & Pub in suburban Chicago has built his company's culture by using a form of management that we dubbed "trust and track." The system defines the basic tasks of the business down to the letter, then trusts workers to consult lists of directions in order to complete these tasks. Sequences are mapped out, but particular duties are not assigned. Workers are expected to take initiative. "Managers trained in command and control think it's their responsibility to tell people what to do," Sarillo says. "They like having that power. It gives them their sense of self-worth. But when you manage that way, people see it, and they start waiting for you to tell them what to do. You wind up with too much on your plate, and things fall through the cracks. It's not efficient or effective.
Character is key when hiring new employees.
To grow, you must first learn to delegate and to trust.
Plan for rainy days.
Working with partners is easier said than done.
Keeping good records is also easier said than done.
To engage workers, let them call (some of) the shots.
Customer service is not a department. It's a way of life.
The best salespeople thrive on rejection.
Knowing how to control clients is an art.
Failures are good for you.
You need to leave yourself time to dream.
Cash crunches happen from time to time, but if they are chronic at your company, then you may have to re-think the way you do business. Though cash-flow squeezes often seem mystifying, there are only a few explanations: Your gross margins may be too low, caused by discounted prices or out-of-control direct costs. Your overhead, including rent and payroll, may be too high. Your payment terms may be too liberal or your billing procedures too slack. You may be tying too much money up in accounts receivable or you have too much debt from nonpaying customers. Finally, it is also possible that you are holding too much inventory. If you feel tight on cash, investigate each of these possibilities and figure out which one is causing the biggest drain on your bank account.
A business, and the person who owns it, can have a material impact on the world well beyond the dollars attached to it. So, money aside, it's important to have a mission, and stick to it. Example: One of the most satisfied and respected business owners we've met in a long time is Tim O'Reilly, the founder of O'Reilly Media, a company that publishes magazines and books and hosts events. "My original business model—I actually wrote this down—was 'interesting work for interesting people,'" O'Reilly told Inc. The company he built is today one of the most forward-looking businesses in Silicon Valley; it delivers on that initial promise, and has managed to thrive despite industry forces that have often been unfavorable.
Zappos CEO Tony Hsieh built his company into an exemplar of great service by first figuring out what he needed to do to treat his employees well. The answer? Plenty of individuality and autonomy, a pride in human weirdness, cheers and off-hours fraternizing, and figuring out how to weed out half-hearted employees before they bring everybody else down. It's worth noting that Zappos does not pay high wages and the work itself, in a call center and a fulfillment warehouse, is not especially glamorous. Still, by focusing on his company' s culture, and how it creates a positive atmosphere, Hsieh has built a billion-dollar business.
Nick Sarillo of Nick's Pizza & Pub in suburban Chicago has built his company's culture by using a form of management that we dubbed "trust and track." The system defines the basic tasks of the business down to the letter, then trusts workers to consult lists of directions in order to complete these tasks. Sequences are mapped out, but particular duties are not assigned. Workers are expected to take initiative. "Managers trained in command and control think it's their responsibility to tell people what to do," Sarillo says. "They like having that power. It gives them their sense of self-worth. But when you manage that way, people see it, and they start waiting for you to tell them what to do. You wind up with too much on your plate, and things fall through the cracks. It's not efficient or effective.
"In many companies, the person who talks the best usually gets the job," observes Whole Foods CEO John Mackey. But his view of the skills to look for in a job candidate, especially for a leadership position, has evolved over the years as he has seen confident, fluent employees fall short on the merits of their work. Now, he looks for character over communications skills, and tries to promote from within as much as possible. "I look for somebody who has classic virtues such as integrity, honesty, courage, love, and wisdom," Mackey told Inc. in 2009. "I think for leadership positions, emotional intelligence is more important than cognitive intelligence."
Cash crunches happen from time to time, but if they are chronic at your company, then you may have to re-think the way you do business. Though cash-flow squeezes often seem mystifying, there are only a few explanations: Your gross margins may be too low, caused by discounted prices or out-of-control direct costs. Your overhead, including rent and payroll, may be too high. Your payment terms may be too liberal or your billing procedures too slack. You may be tying too much money up in accounts receivable or you have too much debt from nonpaying customers. Finally, it is also possible that you are holding too much inventory. If you feel tight on cash, investigate each of these possibilities and figure out which one is causing the biggest drain on your bank account.
A business, and the person who owns it, can have a material impact on the world well beyond the dollars attached to it. So, money aside, it's important to have a mission, and stick to it. Example: One of the most satisfied and respected business owners we've met in a long time is Tim O'Reilly, the founder of O'Reilly Media, a company that publishes magazines and books and hosts events. "My original business model—I actually wrote this down—was 'interesting work for interesting people,'" O'Reilly told Inc. The company he built is today one of the most forward-looking businesses in Silicon Valley; it delivers on that initial promise, and has managed to thrive despite industry forces that have often been unfavorable.
Zappos CEO Tony Hsieh built his company into an exemplar of great service by first figuring out what he needed to do to treat his employees well. The answer? Plenty of individuality and autonomy, a pride in human weirdness, cheers and off-hours fraternizing, and figuring out how to weed out half-hearted employees before they bring everybody else down. It's worth noting that Zappos does not pay high wages and the work itself, in a call center and a fulfillment warehouse, is not especially glamorous. Still, by focusing on his company' s culture, and how it creates a positive atmosphere, Hsieh has built a billion-dollar business.
Nick Sarillo of Nick's Pizza & Pub in suburban Chicago has built his company's culture by using a form of management that we dubbed "trust and track." The system defines the basic tasks of the business down to the letter, then trusts workers to consult lists of directions in order to complete these tasks. Sequences are mapped out, but particular duties are not assigned. Workers are expected to take initiative. "Managers trained in command and control think it's their responsibility to tell people what to do," Sarillo says. "They like having that power. It gives them their sense of self-worth. But when you manage that way, people see it, and they start waiting for you to tell them what to do. You wind up with too much on your plate, and things fall through the cracks. It's not efficient or effective.
"In many companies, the person who talks the best usually gets the job," observes Whole Foods CEO John Mackey. But his view of the skills to look for in a job candidate, especially for a leadership position, has evolved over the years as he has seen confident, fluent employees fall short on the merits of their work. Now, he looks for character over communications skills, and tries to promote from within as much as possible. "I look for somebody who has classic virtues such as integrity, honesty, courage, love, and wisdom," Mackey told Inc. in 2009. "I think for leadership positions, emotional intelligence is more important than cognitive intelligence."
For a business to grow and be healthy, the founder has to trust his or her managers, the managers have to trust their staff members, and so on. Tom Colicchio of the Craft Restaurant Group in New York City has learned this lesson as his business has expanded to include multiple restaurants and a chain of upscale cafés. "In order to open up multiple locations as a chef or a baker, you have to check your ego at the door," he told Inc. in 2008. "You have to rely on the fact that you can train someone, and that he or she will put his or her heart and soul into the business as much as you would. If you don't have that trust, it won't work."
Jack Stack is a paranoid fellow. The chairman of SRC Holdings, a Springfield, Missouri, business with manufacturing and other interests, puts his managers through a rigorous exercise each year of planning for contingencies that include recession, credit crunches, and various catastrophes. As a result, when the financial crisis struck, the company was able to navigate through the uncertain period relatively unscathed. Stack's advice to today's entrepreneurs is to always have a Plan B, in part to ensure your survival and in part to spur innovative and creative thinking at your company. "Our values drove our paranoia. Our paranoia drove our contingency planning. And our contingency planning drove our diversification," he told Inc. in 2009. "We knew the more we diversified, the safer we would be."
For Sale - Indian Minimart for Takeover at Woodlands Industri (D25)
S$ 7,000
S$ 6.36 psf (built-up)
1100 sqft / 102 sqm (built-up)
Address: Woodlands Industrial Park E Shop / Shophouse
Listed on May 20, 2013Contact Sales SMS Friend
Shortlist Print PDF
Email Friend
Listing Details Listing Map 1 PhotosFull
Screen
Property InfoDescriptionIndian Minimart for takeover at Woodlands Industrial Park
- walking distance to existing foreign workers dormitories
- will build 4 more new blocks of dormitories
- extremely high human traffic
- good catchment of foreign workers
- prime location for indian minimart, handphone cards, household appliances business
- next to new hawker center
- Takeover fees applies ( to buy the existing stocks, fixtures, furnitures etc)
Interested buyers please call David Liu for details and viewing arrangement
DetailsProperty Name: Indian Minimart for Takeover at Woodlands Industri
Property Type: Shop / Shophouse
Price: S$ 7,000
Price (psf): S$ 6.36 psf (built-up)
Floor Area: 1,100 sqft / 102.19 sqm (built-up)
http://www.commercialguru.com.sg/listing/12229525/for-sale-indian-minimart-for-takeover-at-woodlands
For Sale - Blk 372 Bt Batok St 31 Salon For Takeover (D23)
S$ (Negotiable)
S$ 30.44 psf (built-up)
657 sqft / 61 sqm (built-up)
Address: Hair & Mani-pedicure Salon for takeover Shop / Shophouse
Listed on May 22, 2013Contact Sales SMS Friend
Shortlist Print PDF
Email Friend
Listing Details Listing Map 3 PhotosFull
Screen
Property InfoDescriptionHair & mani-pedicure Salon for takeover.
Oppo Bt Gombak MRT, strong human traffic.
Come with 8 hair-cut seats, 2 hair-rinsing bed ,1 manicure & 2 pedicure stations.
Rental $6,300
Takeover fee $20,000 Negotiable
DetailsProperty Name: Blk 372 Bt Batok St 31 Salon For Takeover
Property Type: Shop / Shophouse
Price: S$ 20,000 Negotiable
Price (psf): S$ 30.44 psf (built-up)
Floor Area: 657 sqft / 61.04 sqm (built-up)
http://www.commercialguru.com.sg/listing/12776140/for-sale-blk-372-bt-batok-st-31-salon-for-takeover
For Sale - Minimart for Assignment at Hougang Avenue 8 (D19)
S$ (Negotiable)
S$ 96.00 psf (built-up)
625 sqft / 58 sqm (built-up)
Address: Hougang Avenue 8 Shop / Shophouse Listed on Apr 26, 2013Contact Sales SMS Friend
Shortlist Print PDF
Email Friend
Listing Details Listing Map 6 PhotosFull
Screen
Property InfoDescriptionExisting Minimart for Sale in Hougang...
* Direct rental from HDB (so rental is controlled)
* Balance lease of 2 years with HDB
* Rent is $4,066.00 but currently is $2,033.00 due to upgrading works (once upgrading completes rent will revert to $4,066.00)
* Takeover (as per current set-up)is inclusive of:
>> Stocks (worth between $30k - $35k = current minimart operator is still replenishing stocks)- very well stock up...
>> Bar coding system - POS System
>> Air-conditioners
>> All other fixtures (shelives/rackings/ceiling fans/cashier counter)
* Able to use the outside space for free to display some of your goods
* Comes with attached toilet
Call Angela @ 9646 2122 to arrange for a viewing where I will fill you up the rest of the information.
Thank you
DetailsProperty Name: Minimart for Assignment at Hougang Avenue 8
Property Type: Shop / Shophouse
Price: S$ 60,000 Negotiable
Price (psf): S$ 96.00 psf (built-up)
Floor Area: 625 sqft / 58.06 sqm (built-up)
Condition: Fully Fitted
Tenure: 99-year Leasehold
Legal Disclaimer: The advertiser assumes all responsibility
No comments:
Post a Comment