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HOW TO IMPROVE PROFIT AND FREE UP YOUR TIME

HOW TO IMPROVE PROFIT AND FREE UP YOUR TIME. By Richard O’Brien CPA. TYPICAL SMALL BUSINESS PROBLEMS. Most owners work too hard for too little reward; Most spend too much time in their business; The business is dependent ON THEM; Most don’t get the rewards they deserve. TYPICAL PROBLEMS.

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HOW TO IMPROVE PROFIT AND FREE UP YOUR TIME

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  1. HOW TO IMPROVE PROFIT AND FREE UP YOUR TIME By Richard O’Brien CPA

  2. TYPICAL SMALL BUSINESS PROBLEMS • Most owners work too hard for too little reward; • Most spend too much time in their business; • The business is dependent ON THEM; • Most don’t get the rewards they deserve.

  3. TYPICAL PROBLEMS • Few Can depend on employees to deliver the product in the same way, on time every time • Not feeling they can depend on their employees most owners feel trapped in their business

  4. TYPICAL PROBLEMS • Most have too high a level of slow paying poor quality customers; • Few understand that the best way to predict the future is to create it; • Most rely too much on their bank!

  5. SMALL BUSINESS PROBLEMS • The good news is we can help!

  6. WHAT TO DO ABOUT IT! • Strategy • Marketing • Finance • Management

  7. STRATEGY • Personal Objectives of the OWNER • Business strategy • What does the owner want from the business? • What don’t they want? • Need to understand this BEFORE we go further

  8. STRATEGIC OBJECTIVES • Effectively what you are going to get out of the business • The plan and how we do this with you • Takes about a day • Benefits include: • Frank discussion on exit routes and; • Personal Income objectives of the owners

  9. BENEFITS • We look at Value pricing, cost reduction and tax saving opportunities; • A discussion of your Key frustrations and the setting of an action plan to eliminate them; • The management information to help you measure how well your business is growing;

  10. OTHER KEY AREAS OUR MOST PROFITABLE CLIENTS WORK ON • Marketing • Finance • Management

  11. MARKETING • Most Probable customer • Trading area • Customer perceptions and behaviour • Positioning and differentiating your business • Image • Strategy

  12. FINANCE FUNDAMENTALS • Controlling your finance’s • The right accounting system • Financial statements • Operating budgets • Cash plan • Business control systems • Strategies

  13. MANAGEMENT • Systems strategy • Organisational strategy • Business development and employees • Developing your people • Position contracts • Working relationships • Systems design et. al.

  14. WHEN DO YOU WANT TO START?

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