Selling for Entrepreneurs - Be Yourself
An entrepreneur has many things to worry during the start-up process. One of the most common requests I receive from people who are starting a new business is to teach them how to sell. For many new entrepreneurs, this is the scarcest part of the process. While this may be intimidating at first, it doesn’t have to be overwhelming.Entrepreneurs sell themselves at every stage of the start-up process. Entrepreneurs already know how to sell. They sell their ideas to their family first. Betting their future on a new business takes some convincing. After the family comes the people who will finance th

Chinese Manufacturing Investment - Problems for New China Manufacturers
Foreign companies investing in China manufacturing facilities face difficult tasks in dealing with Chinese engineering and construction companies. Chinese design and construction policies and practices are vastly different from those in the West. Cultural differences often frustrate western engineers and managers attempting to complete their new China manufacturing facilities.Engineering design in China of a foreign invested plant required close supervision by the owners to insure that the final design is complete and correct. Many foreign companies assume that Chinese engineering firms understand what they w

7 Great Business Books You Must Read
If you are serious about business, we really recommend you read this books. They would inspire you, they would make you learn, and they would make you more closer to creating the company of your dreams. We have selected the books carefully. So, let's start.1) Book: Made In America by Sam WaltonIf you know Walmart, you should know Sam Walton. Mr. Walton is the best example of the American dream. He started small, with little money, but a great desire to make a great company. This book is his biography as well he gives us advice on business.2) Book: Built To Last by Jim Collins, Jerry I. Porrasture. This article describes the few necessary steps that precede a staffing decision and details how to create the best possible timeline for your hiring.

So You Think You Can Staff?

Assess the situation – To go from Point A to Point B, you have to know where Point A really is. Without assessing your current situation, you will have no idea as to how you should proceed. Sit down and look at your current business model. Crunch some numbers to find out how your staff is being utilized. Are you nearing capacity in your normal day-to-day operations? Has there been an increase in the number of your customers? These are good signs that you need to hire more help. But these are also the most obvious tip-offs.

If you plan on expanding your business into other markets by taking on new products or services or by bringing outsourced jobs in-house, then you really need a clear view of how your future business will operate.

Develop a business model – The next step plans the trip you will take from Point A to Point B. Sit down with someone who has an accounting, strategic management, or consulting background and outline the next few quarters or even the next few years of your business under the new model. You can hire someone on an hourly basis or work with someone already in your company. Just make sure this person can help you develop the best possible model possible. Plan everything out to the finest detail. What new tasks will there be? How long will they take? How do t

o idea as to how you should proceed. Sit down and look at your current business model. Crunch some numbers to find out how your staff is being utilized. Are you nearing capacity in your normal day-to-day operations? Has there been an increase in the number of your customers? These are good signs that you need to hire more help. But these are also the most obvious tip-offs.

If you plan on expanding your business into other markets by taking on new products or services or by bringing outsourced jobs in-house, then you really need a clear view of how your future business will operate.

Develop a business model – The next step plans the trip you will take from Point A to Point B. Sit down with someone who has an accounting, strategic management, or consulting background and outline the next few quarters or even the next few years of your business under the new model. You can hire someone on an hourly basis or work with someone already in your company. Just make sure this person can help you develop the best possible model possible. Plan everything out to the finest detail. What new tasks will there be? How long will they take? How do t

on expanding your business into other markets by taking on new products or services or by bringing outsourced jobs in-house, then you really need a clear view of how your future business will operate.

Develop a business model – The next step plans the trip you will take from Point A to Point B. Sit down with someone who has an accounting, strategic management, or consulting background and outline the next few quarters or even the next few years of your business under the new model. You can hire someone on an hourly basis or work with someone already in your company. Just make sure this person can help you develop the best possible model possible. Plan everything out to the finest detail. What new tasks will there be? How long will they take? How do t

nsulting background and outline the next few quarters or even the next few years of your business under the new model. You can hire someone on an hourly basis or work with someone already in your company. Just make sure this person can help you develop the best possible model possible. Plan everything out to the finest detail. What new tasks will there be? How long will they take? How do these tasks interact with each other? How many people will be needed for each task? How much will you pay each person? Will the pricing in your expanded business be able to cover new salaries and fixed costs associated with ramping up? What are the critical points in the timeline where equipment and staff must be added? And, most importantly, where is the break even?

Keep asking questions even after you’re done with the model. Revisit it as often as you can to get a fresh look at it.

Filling the jobs – Now that you’ve planned out all the new tasks associated with your expansion, you need to think of the jobs that go along with them. Even more questions arise. Do you need multiple people to do one job? Can one person handle multiple jobs? Can the current staff take over some operations for a few months to save money? What kind of strain would this place on the current staff?

Start assessing your business environment and the social aspects of how your business currently runs. Is it very businesslike or is it a more casual environment? Think about the type of person that would have the best fit with your business. Look at the tradeoffs between skills and personality. Is the job this person would be doing so hard that you need to focus more on skills? Or is there some leeway in the position where you could focus on a person who fits your business environment more?

Plan, Prepare, Analyze, Wait, and THEN Hire:

Plan in the long term. This is where developing a business model comes