I Love My Kleeneze Business!

I know I've said this before, but the day job is not what it could be. There is a fundamental lack of understanding about what some of our team is capable of - we are, after all, all multi-faceted individuals with our own interests, talents and motivations. To see that enthusiasm belittled, that passion for change warped into apathy, that expertise ignored - to me, that is the antithesis of proper management, let alone true leadership.

It just goes to show, all the Dale Carnegie Group leadership courses in the world can't change a person if they don't see the need to change...

So, today went much as expected. Managers held meetings and sidestepped the expertise within the team, yet again. I watched an entire team go through the motions, all giving no more than 50% of their effort to their day job, letting the minutes tick by, not bothering to learn new skills or polish old ones. After all, why bother when your managers "know" what you're capable of and won't let you out of your pigeon-hole?

Not me, though. I'm in early, out on time and working as effectively as possible during my day job hours. Why? Because it makes sense. I can catch up on EzeReach messages first thing, while nobody else is in. I can check emails, tweak online adverts and tune plans during my lunch break. If my workload is being completed on or ahead of schedule, nobody can complain if I take the odd 5 minute break to talk to a prospect, or network with others in the company.

Then, when I get home, I'm energised to do the nightly delivery and collection of catalogues; the delivery of orders and the processing of new orders. I'm fired up by the thought that my adverts are being looked at and generating enquiries, that the retail business is building momentum. I'm focussed on what's important.

Four months ago, I was stressed, hated the monotony of the day job and despaired of ever having savings, let alone a decent pension pot.

Now, after being a Kleeneze distributor for 3 and a half months, I have my own business, I'm saving money for the first time since I became a parent and potential team members are contacting me.

Life is great and I love my Kleeneze business! Know anybody who would be interested in earning an extra income? Send them my way, I promise to look after them.

Little Successes Pave The Way

"If you have a plan, anything can happen" - Michael Khatkar.

Last night, I drove round my Kleeneze round, delivering orders.

Today, I looked at my Kleeneze account. Because I pay in ALL the money I receive for orders in the early weeks of each period, as I receive it, I'm now in the wonderful position where this week's orders are pure retail profit. My sales aids are the only things that I need to pay for; my account is in credit and this week's orders will be paid for when last week's retail is put into the Kleeneze account.

Now, this method of operation won't work for everybody. For people like me, paid monthly, where the month's pay tends to run out in the third week, it's wonderful to know that I have the ability to rely on my retail profit if and when I need it.

Best of all, it means I have the money available to focus on lead generation so that I can build my team.

I promised myself that I would use my retail profits to build my business. My Kleeneze bonuses will go towards building a better lifestyle. Today, I have the evidence that building my business is sustainable from my retail efforts and I'm delighted.

Reasons for Business Failure Part 2: Cashflow

We're all aware that the Credit Crunch drastically limited the sources of finance for small businesses. The media is full of stories about how SMEs (small/medium sized enterprises) are not getting access to loans to help their cashflow or to fund further growth. Accountancy organisations such as the UK's ICAEW give firm advice about small businesses having to provide good reasons for needing capital injections.

That's just one more reason why business owners need to be realistic about their survival costs before they start a business. All businesses need startup capital, to cover the initial outlay on property rental, vehicles, tools, overheads, stock, office equipment and stationery, fuel costs, etc. The new business owner also needs to ensure that their personal overheads, such as mortgage/rent/loans, household expenses, personal vehicle & fuel costs, are also covered.

Traditionally, business advisers suggest that most small businesses take up to three years before they are fully profitable. That's three years where, every time you take money out of the business for personal use, you delay the point where your business "breaks even" and moves towards profitability. The more net profit you can invest in your business in the early years, the earlier your business will break even.

If you need an income of £2000 ($3000 or 3000 euros) per month to survive on before you start your own business, ask yourself how you will fund that income in the first 3 years of running your own business. If you can't fund that income out of savings, where is the £72000 coming from? From redundancy payments? From family? From another income in the household?

Or would it be better for you to build your business part-time, in parallel with an existing job? Can you do that with your current skill set? If you can, how will you get customers? How will they pay you? Will you need to take time off your existing job to visit prospective customers, or can you sustain business growth outside of your existing workday?

All of these questions need answers before you build up your own business. It's part of making sure you're not a business failure statistic in 6 - 18 months time.