Lessons Learned 46 Ways To Start A Business With No Money Most people who want to start their own business don’t have a ton of money laying around and it’s probably one the most common questions I get emailed about: How can I get started without a lot of cash? Well I’ve put together a list below of the best ideas I’ve heard and personally used. I hope you find it useful! The three basic strategies to starting a business without much money are: Delay the normal “business starting” activities like incorporating, hiring, renting office or retail space, etc until AFTER your business has started earning money. This is known as bootstrapping.Doing everything yourself and spending your personal time instead of hiring an expert. Start With The Easy Stuff: Eliminate Expenses Don’t rent an office! Legal Stuff and Incorporating Make a website for your business Getting a Logo Don’t hire a fancy graphic designer. Accepting Credit Cards Starting a service business where you consult, coach, teach, etc Creating Info Products Before investing in a retail location…
Recruiting: 8 Qualities Your Best Employees Should Have Great employees are reliable, dependable, proactive, diligent, great leaders and great followers... they possess a wide range of easily-defined—but hard to find—qualities. A few hit the next level. Some employees are remarkable, possessing qualities that may not appear on performance appraisals but nonetheless make a major impact on performance. Here are eight qualities of remarkable employees: 1. When a key customer's project is in jeopardy, remarkable employees know without being told there's a problem and jump in without being asked—even if it's not their job. 2. People who aren't afraid to be different naturally stretch boundaries and challenge the status quo, and they often come up with the best ideas. 3. Remarkable employees know when to play and when to be serious; when to be irreverent and when to conform; and when to challenge and when to back off. 4. 5. 6. An employee once asked me a question about potential layoffs. 7. 8. Great employees follow processes. Forget good to great.
Leading From The Front Lines I’ve never been a soldier in the military. But, as a student of history, I have learned important lessons in business from military leaders who have inspired their troops to victory. The leaders who were most successful in battle are also those who earned the admiration and loyalty of their troops. In business, as in war, the best leaders are those who lead from the front lines--who commit themselves fully to the mission of the company, and work alongside team members toward the common goal. Here are three ways I see this analogy played out in today’s business world: Walk the Walk “A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. There are many business leaders who don’t fully understand the responsibility that comes along with leadership. In business, it’s just as important to embody the values and character you want to see in your team. Get in the Trenches Take All Responsibility; Give All Credit
La majorité des entrepreneurs ont l'intention d'investir Argent La majorité de propriétaires de petites et moyennes entreprises (PME) investiront dans leur entreprise au cours des 12 prochains mois et un entrepreneur sur cinq entend investir plus de 500 000$, selon un sondage de la Banque de développement du Canada (BDC). De fait, 56% des entrepreneurs ont l'intention d'investir au sein de leur entreprise, en machinerie, ressources humaines, fonds de roulement ou technologies de l'information et des communications. Ils investiront également dans la création de nouveaux produits, le développement de nouveaux marchés et l'augmentation de la capacité de production. Un peu plus de la moitié (52%) prévoient investir 100 000$ ou moins. BDC indique que les montants prévus par les entrepreneurs québécois sont un peu moins élevés que la moyenne canadienne. Plus d'un entrepreneur sur cinq entend investir plus de 500 000$, et 16% d'entre eux souhaitent réaliser un investissement de plus d'un million de dollars.
Workplace Distractions: Here's Why You Won't Finish This Article A Simple Tool You Need to Manage Innovation - Bansi Nagji and Geoff Tuff by Bansi Nagji and Geoff Tuff | 5:22 PM May 31, 2012 Management knows it and so does Wall Street: The year-to-year viability of a company depends on its ability to innovate. Yet many companies have not yet learned to manage innovation strategically. One tool we’ve developed to help companies manage their innovation portfolio is the Innovation Ambition Matrix (see the chart below). In the band of activity at the lower left of the matrix are core innovation initiatives — efforts to make incremental changes to existing products and incremental inroads into new markets. At the opposite corner of the matrix are transformational initiatives, designed to create new offers — if not whole new businesses — to serve new markets and customer needs. In the middle are adjacent innovations, which can share characteristics with core and transformational innovations. The Innovation Ambition Matrix offers no inherent prescription.
Des agriculteurs aux ailes d’entrepreneurs À lire également :Benny: s'inspirer des Américains Denise Proulx Argent Il y a six décennies que le goût du poulet rôti unit les Benny. À la veille de passer la main à une troisième génération d'entrepreneurs en restauration, trois des frères Benny, Jean, Yves et Vincent, planifient une expansion nationale sous une seule et unique bannière Benny&Co. Dans les années 40, huit frères agriculteurs de la région de Joliette se sont lancés dans l'élevage de poulets à griller. En 1960, Gilles, le cadet, machiniste de formation, entreprend la fabrication d'un four à rôtir à partir d'une chaîne de vélo et d'un brûleur qui alimente un fourneau pour le séchage du tabac. Dans les années suivantes, les frères Benny inaugurent plus d'une vingtaine de restaurants dans les principales villes du Québec, sous les enseignes Benny BBQ, Au Coq, Ti-Coq et Le Coq Rôti. En juillet 2006, Jean, Yves et Vincent voient poindre l'intérêt des plus jeunes. « Nous n'avons plus le choix, a-t-il affirmé.
Vision Without Execution is Hallucination 8 Steps to Establishing a Performance Culture | Revelstone As performance measurement systems evolved into performance management systems in municipal governments, many early adopters realized something pervasive had happened. Dialogues were now about results, not activities. The entire organization became focused on how to improve results instead of just reading what the results were. Even departments that had only partial control over a result saw their responsibility not only in doing their part, but also in collaborating and coordinating with other departments and with stakeholders outside the municipality to achieve the desired goals. Setting targets became an important part of the process that led to knowing where you were and giving a direction to where you wanted to be. The evolution from measuring to managing performance can only be attained by establishing a performance culture and this is not always easy.