Loading...
Answers
MenuHow can I manage business more accurately?
This question has no further details.
Answers
As an Accountability Coaching for over 15 years I realize this is the most ask question of most startups. It truly depends, on if its mindset or resources related problem with the efficient of your business.
The basic keys to managing a business more accurately is a commitment to time management and delegation. You must utilize today's latest business productivity tools such as CRM and project management system to hold you accountable for your day-to-day actions. You must create monthly, weekly and more importantly daily goals in all areas of your business.
If you need any assistance with discovering resources or creating a define strategy plan towards your growth connected with me. Hopefully the information I provided, can help!
This question is too vague to answer in any but the most general way. In general the first step is to identify what is the basic unit of business in your company. Is it a dollar of sales ? One Phone call taken ? One unit of your product produced etc.
Then you have to decide what about that basic unit you want to measure. sales per day, units produced per hour, hours committed etc.
Once these two factors have been determined in detail you can begin to look at what kind of system you need to measure them.
Your question is quite sparse on details. Without knowing what you're currently doing, it is impossible to say how you can do it more accurately.
Additionally, we have no idea what your business is, what your key success indicators are, what your goals and plans are, or how your business is structured.
Without a great deal of information, it is impossible to give you a reasonable response.
If you'd like to discuss in more detail, schedule a call with me or one of the other experts.
All the best,
-Shaun
Statistics show that only about half of businesses survive their first four years. One of the biggest reasons both big and small businesses fail is due to financial troubles whether that be from not managing money correctly; not being able to afford supplies, equipment, and/or rent to stay in business; and/or merely not being profitable. The slim survival rate of businesses often scares prospective and new business owners. Due to such worries, some may give up their dream of owning a business for fear that it will never be a profitable venture.
While the statistics surrounding business survival are hair-raising, the good news is that many businesses still do financially well. Regardless of the success of a business, finances are still a critical aspect of a business and must be managed properly to ensure it stays afloat for years to come.
In turn of more accurate finances, you will be able to have a better idea of the future success of your business. The bigger your business, the larger your business expenses, and the more profit you rake in from the business, the more important it is to have a separate business bank account. By having a separate bank account for your business, tracking business expenses and profit will be easier than ever before.
Likewise, keeping your business’s finances separate from your personal finances gives you greater control over your spending habits. This way, you can see where your finances are going wrong and can fix them before they get worse and potentially lead to the destruction of your business. One of the biggest mistakes a business owner could do, especially when running a larger company, is to wait until the end of the year or right before paying taxes to log and track business expenses. Waiting to track your expenses encourages you to spend more money throughout the year. After all, if you do not know how much you have spent, it is easy to spend more. When you track your business expenses as you make them, this not only gives you a better perspective over your spending habits but logging your expenses as you go gives you less work to do later on. Clearly, your business is important, as is the profit you bring in from your business. However, your personal finances always come first. Your home’s rent or property taxes, groceries, water and gas bills, and the like should be a priority over the expenses of your business. After your personal finances are cared for, your business financial needs come second.
Imagine if you lost everything in your personal life: your home, your car, the money in your personal bank account, everything. While you would still have your business, if your business goes under, you’ll be losing that too. While your business may be a primary or sole source of income, at least you can always find another source of income before your personal finances crumble. A common reason why many businesses fail is due to the push for expansion. Some business owners get eager to expand way too soon in business. Why? Because it means they can have an easier time competing against their rivals and make more money. However, this is not always the case. Expansion typically involves a lot of money, money a business owner may not have.
Even if you think your business desperately needs expansion, make sure the finances are there to do so. A lesson every business owner should know is to never expand before a business is financially or physically ready, and never overexpand when a business is ready. Expanding too rapidly or at a time when consumers are not ready for it is essentially a death wish for a business.
Organizing your finances properly is important, even for small business owners. If numbers and organization aren’t your strong suits, using bookkeeping and account software can help you keep your finances all in one place with an easy-to-navigate interface, giving you more time to put back into your business and less time worrying about organizing finances.
From aiding you with payroll to helping you with regular operations like tax management and budgeting, there is a lot these programs can do for you and your business. Numerous software’s for different types of business, including special restaurant accounting software, exist on the market today.
Besides if you do have any questions give me a call: https://clarity.fm/joy-brotonath
Related Questions
-
I have this social media idea,but no coding skills. How do I get someone to do the coding (cant afford to pay them) and not give away half of my idea?
Dilip was very kind in his response. My answer might be a bit on the "tough love" side. But that's for you to decide. My intention, just for the record, is to help you (and those like you) on your path to success. And that starts with having a viable philosophy about entrepreneurial-ism and business. And I'm going to answer this because I get asked some form / version of this question very frequently from newcomers to entrepreneurial-ism. The scenario goes something like this: "I have a great idea. It's amazing, I love it, and I just KNOW it's gonna make me a ton of money. But I have no money right now so I can't afford to (fill in the blank with things like "to build it / create it / market it / etc" or "to hire the required staff needed to work in my business to sell it / develop it / etc"). And I don't want to tell anyone about my great idea because I'm worried someone will steal it and make MY million / billion dollars. But I can't afford to legally protect it either... So how do I launch without the skills to personally create the product AND no money to hire anyone else to do that either??" The answer is ... You don't. Look - let's be honest. All you have is an idea. Big deal. Really. I'm not saying it's not a good idea. I'm not saying that if properly executed it couldn't make you a million / billion dollars... But an idea is NOT a business. Nor is it an asset. Until you do some (very important) initial work - like creating a business model, doing customer development, creating a MVP, etc - all you really have is a dream. Right now your choices are: 1. Find someone with the skills or the money to develop your idea and sell them on WHY they should invest in you. And yes, this will mean giving up either a portion of the "ownership" or of future income or equity. And the more risk they have to take - the more equity they will want (and quite frankly be entitled to). 2. Learn how to code and build it yourself. MANY entrepreneurs without financial resources are still resourceful. They develop the skills needed to create what they don't have the money to pay someone else to do. 3. Get some cash so you can pay someone to do the coding. You'll probably have to have some knowledge of coding to direct the architecture of your idea. So you will likely still have to become knowledgeable even if its not you personally doing the coding. (This is not meant to be a comprehensive list of options... And I'm sure some of the other experts here on Clarity have others to add - and I hope they do) To wrap up - Here's my final tip to you that I hope you "get"... It's FAR more valuable to have an idea that a very specific hungry crowd is clamoring for right now - One that THEY would love and pay you for right now - Maybe even one they'd pre-order because they just have to have it - Versus YOU being in love with your own idea. [Notice I didn't say "an idea that some as-of-yet-undetermined market would probably love"] I wish you the best of luck moving forward.DB
-
If I have a business idea for a large company, how can I give it to them and mutually profit, without them just taking the idea and squashing me?
Probably not the answer you're looking for, but companies have so many unimplemented ideas that the likelihood of partnering to implement someone else's idea is really low. And besides which, the idea is not something that has much value in and of itself. If you're passionate in the idea, build it yourself. That's the only way you can have leverage.TW
-
How can I become an idea person, as a professional title?
One word: Royalties This means you generate the idea and develop it enough to look interesting to a larger company who would be willing to pay you a royalty for your idea. This happens all the time. Rock stars, authors and scientists routinely license their creative ideas to other companies who pay them a royalty. Anyone can do it. Your business, therefore, would be a think tank. You (and your team, if you have one) would consider the world's problems, see what kinds of companies are trying to solve those problems, and then develop compelling solutions that they can license from you. You have to be able to sell your idea and develop a nice presentation, a little market research and an understanding of basic trademark and patent law. The nice thing about doing this is that if you develop enough cool ideas you will have royalties coming in from a lot of different sources, this creates a stable, passive revenue stream that requires little or no work to maintain. Start in your spare time and plan on the process taking 3-5 years. Set a goal to have a few products in the market that provide enough revenue (royalties) to cover your basic living expenses. Then you can quit your day job and dedicate more time and increase the momentum. A good idea business should have dozens, if not hundreds of license contracts generating royalties. It's possible to pull this off. And it is a fun job (I'm speaking from experience).MM
-
What environmental and personal characteristics allowed Larry Page/Sergey Brin to be so successful?
They met a need for lots of people. Their values lead to long term success, but their short term growth was due to meeting a need in the marketplace and doing really well.JM
-
How can I make a million dollars?
First, I agree with Chad in that the pure pursuit of money is unlikely to render anything significant. By using a monetary value as a primary goal, you're only diluting the real drivers of success: passion, crafting great customer experiences, building an incredible team and culture etc. That said, making $1m isn't that hard. :) I love this thinking by Amy Hoy and that's how I would go about making $1m: http://unicornfree.com/30x500. Using that logic, this is what I'd do: * To earn $1m in a year, I need to earn +- $80k a month. * To earn $80k a month, I need 1600 customers paying me $50 per month. * So what can I build that could attract 1600 people to pay me $50? * Or, what could I build that could attract 400 people to pay me $200 per month? This logic works on two drivers: * Cumulative revenue and growth. So SaaS works best in this regard, as you only need to focus on having new signups that are greater than your churn. * Building something that people are willing to (really) pay for and going for quality over quantity. If you are building something that sells for $5 pm, you'll need to sell at much higher volumes (which are tricky). In terms of doing that, these are the areas of my business that I would prioritize: 1. Build an awesome team that do things they're passionate about. 2. Prioritize customer experiences above anything else. Do everything in your power (regardless of whether it can't scale) to add value and help your customers. 3. Build a brand and reputation that has long-lasting value.AP
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.