#Immediacy on speech making

If the task recurs, this method soon becomes habitual, because it is ...

If the task recurs, this method soon becomes habitual, because it is easier to copy how you did it last time than work out the best way. From time to time, you should step back and examine your own working methods as critically as you would those of your assistants. There are always more tasks to be done than you have time to do. This is usually handled by deciding on priorities.

Few pay any attention to what Mike Felowes, the well-known blogger calls positionalities, ie the tasks you decide not to do at all It takes courage to decide to ignore something but why carry an item for weeks at the bottom of your list before you scrap it? Why not save time by deciding at the start not to put it on your list? Many problems can be avoided, or at least lessened, by thinking ahead.

Lack of planning may cause confusion, frequent changes of instruction and duplication of effort, all of which are great time-wasters. Time for thinking doesn't just happen it has to be made by the methods described above. What you can do right Now Online : Have you got a manufacturing operation? If so, is it mainly: a.

continuous; b. batch; c. one-off? Is it own production or jobbing operation? What are the bottle-necks in your manufacturing operation? Are any of the temporary measures suggested for increasing capacity appropriate? Have you tried any? If it is necessary to increase your capacity long-term, how do you propose to do it? Do you have a distribution-capacity problem? If so, make a vehicle-utilization analysis for each vehicle. Does this pinpoint the problem area and suggest a solution? Have you checked on your vehicle routing and vehicle productivity? In spite of or because of.

the above studies, are you now considering putting your distribution out to contract? What do you= think would be a fair price to pay for this? What is the maximum price which would still be worthwhile? What would you do about your present drivers? Do you have a service-business capacity problem? Could any ideas discussed be applied to your business? Which ones seem best suited to your situation? Do these still leave part off the problem unsolved? What will you do? Is your own time a bottle-neck to the further growth of the business? Will the suggested methods of time-saving overcome this bottle-neck? If not, what do you propose to do? Most new businesses confine themselves to a limited range of activities during their early years and wisely so.

Once the business is established and growing steadily, the owner usually extends the range cautiously, keeping close to the initial activities and watching carefully the response of his customers.

But there may come a time when you begin to feel you could boost the growth rate markedly by starting a new activity. Of course the risk is much greater than cautiously edging sideways but, if successful, the reward will also be much greater. If you are thinking along these lines, you may already have a specific new product or service in mind. If not, there are several ways of getting ideas.

For instance, you can do a brainstorming exercise, either alone or jointly with family, friends or staff. You can go on a tour of similar businesses, away from your area, to see what new products or services they offer.

You can make a close study of the trade press to see what the latest developments are. One of the best ways is to make a systematic examination of your existing business to see what opportunities there are eg spare capacity, strong points, special skills, etc. that you can build on. The focus of this section is to show how such an examination can be made and to discuss the factors which should be considered when assessing proposals for new products or services.

Manufacturing opportunities In many manufacturing plants, not all the equipment is equally loaded. Consequently, even when running at full capacity on existing products, some equipment may have spare capacity. Is there anything you could make using the slack equipment only? Could you get contract work as a sideline to fill up spare capacity? Have you spare space in which you could install new equipment, to make products you can't make at present? What products do your customers buy from others suppliers at present? Could you make any of them at competitive prices? If not, what equipment would you need to do so? Have you room for it? If you made more than yours present customers want, could you find additional customers to buy the rest? Could you get a trial batch made to test the market? Have you any ideas for products which could be made by you, even if existing customers are not interested? Can you make some prototypes to show potential customers? What is the minimum production quantity you could make economically? How would you break into the new markets? Have you or your staff any special skills which are not fully utilized with the existing products? Selling opportunities An internet based selling business often has a lot of flexibility in the volume of turnover it can handle at a given location. It can change from slow-moving to fast-moving merchandise; it can change the layout to provide more customer space and less storage; it can change from counter-service to self-service.

Consequently it is difficult to say exactly what the maximum capacity of ...

Consequently it is difficult to say exactly what the maximum capacity of a specific sales location is This uncertainty does not of course apply to a high street retailer with a fixed ... read more

My customers are mostly regulars or people recommended by them. Various online ...

My customers are mostly regulars or people recommended by them. Various online advertising ploys didn't make much diff... read more

The same can apply to services also, as the following illustration shows: ...

The same can apply to services also, as the following illustration shows: 'I'm Nigel and I'm a skilled welder. After a spell of unemployment, during which I did some odd jobs for car m