MAKE UP YOUR MIND

THINK ABOUT PARTNERING UP

CONSIDER THE IMPACT ON YOUR FAMILY

FACE THE FEAR

WHEN IN DOUBT, GET IT OUT

LIVE LEAN

KEEP YOUR HAND TIGHT

DISRESPECT IN THE SOCIETY

STRAIGHTJACKET STRESS AND STRAIN OF A RUNNING A BUSINESS

PREMISSION OF YOUR PARENTS

NO TIME FOR FAMILY

FAMILY DISPUTES

CONSIDER THE IMPACT ON YOUR FAMILY

FACE THE FEAR

ALWAYS FACE THE FEAR LIKE A BRAVE PERSON. IT IS FACT THAT MANY CIRCUMSTANCES WILL OCCURE AFTER STARTING OF A BUSINESS IN A GOOD OR BAD FORM OR BEFORE STARTING OF A BUSINESS.

REMEMBER EVERY ENTREPRENUER FACES THE SAME PROBLEM WHICH YOU ARE GOING TO FACE.

WHEN IN DOUBT, GET IT OUT

DON’T DOUBT INTO YOURSELF YOU CAN DO IT

BELIEF IN YOUR SELF NOT OTHERS.

DO HARDWORK TO PROVE YOU ARE RIGHT

In small business like Agri-Clinic, partnership is not a

good idea. When business grows, you can try. Normally a heavy investment gives opportunity to partnering up

THINK ABOUT PARTNERING UP

New business gobble up cash, so looked every opportunity to save a buck here and make a buck there.

Labor will be likely your biggest cost, hire top notch talent by giving base salaries low and should be awarded in the form of incentives, commission bonuses.

No unneeded expenses need to be made.

LIVE LEAN

Research the market

DETERMINE THE DEMAND

SHOP COMPETITORS

PROBE THE PROS

TREK THE TRADE SHOWS

CANVAS COSTUMERS

TRUST THE EXPERTS

Calculate well to supply and demand ratio

It doesn’t matter if you are shampooing, schnauzers, designing dream homes or supply fertilizers, you will never repel the law of supply and demand.

DETERMINE THE DEMAND

SHOP COMPETITORS Mixing the best ideas of your competitors.

Track and compare their pricing.

How they attract their consumers.

What is their secrete sauce.

What would you do differently.

What are the vulnerable and how you are going to capitalize that.

Rack up some frequent fliers miles visiting successful businesses in your space, outside your geographical market.

PROBE THE PROS Draw up a list of questions, then interview 10-15

professionals in your industry. Even if you don’t personally know them, explain what you are doing and that would appreciate their can did comments.

Some will blow off but most of them will entertain and will give you good suggestions.

TREK THE TRADE SHOWS Visit local expos, melas and shake hands with

entrepreneurs, companies professionals, keep their visiting cards, make phone calls later and discuss them your views and problems.

Retailers? Tap into your shoppers heads. Ask friends and family about their experience and expectations, when they shop for whatever you plan to sell.

To go deeper, best out chocolates, or beer and gathers a series of focus with five or six people (age, gender, education, poor, rich) research----- information that is deep.

CANVAS COSTUMERS

Market research companies do the market research. But due to small business like ACABC, it doesn’t seems visible to involve them.

TRUST THE EXPERTS

WRITE A BUSINESS PLAN

EXECUTIVE SUMMERY

BUSINESS BREAKDOWNS COMPETATIVE ANALYSIS MARKETING STRATEGY

DAILY OPERATIONS RISK ASSESSMENT

SALES FORCAST FINANCIAL ANALYSIS

APPENDIX

Summarize your companies mission, vision, business objectives, target market, point of differentiation, marketing strategy, funding needs and why it is time to bring your vision to market.

Detail your products and services, market niches and what makes unique.

Detail the size and demographic of your target market, the demand for your offering, your expected markets share and the type of legal business.

EXECUTIVE SUMMERY

BUSINESS BREAKDOWNS

List your competitors location, estimated revenues and market place history. Make a report on what they are doing right and wrong, how they are meeting and not meeting costumers need and how you are intended to neutralize their strengths and exploited their vulnerabilities.

Spell out why your offering gives you a competitive advantage.

Is it patented new technology?, A better location?, greater conveyance?, do your prices, service or quality gives you an edge?, most important, how do you convince your rivals costumer over to your side.

COMPETATIVE ANALYSIS

Explain how you will position yourself in the market place. What method will expose your offering to potential costumers– your CRM, Promotion, Advertising, Public relation, Pricing strategy. All should be based on pin point competitive research.

Lay out your sales terms and credit policies.

Plan your day to day activities. Your entire time schedule.

MARKETING STRATEGY

DAILY OPERATIONS

RISK ASSESSMENT Remove your rose-colored-glasses and assume the role of devils

advocate. Really, quit drinking your own cool-aid for a minute and try to prove your assumptions wrong.

First make your monthly plan and next for year annually.

SALES FORCAST

Profit and loss

Assets and liabilities.

Yearly balance sheet.

Quarterly balance sheet.

Monthly balance sheet.

Cash flow.

Break-even-point

Financial ratio

FINANCIAL ANALYSIS

APPENDIX

FIND FUNDING

BOOTSTRAPPING

FAMILY AND FRIENDS

BANKS

SMALL BUSINESS ADMINISTRATION

ANGEL INVESTORS

Funding your company with personnel assets is ideal for maintaining control but it can stall growth- and jeopardize your financial future- if your pockets are not deep. Still, anteing up a nice chunk of change boosts your credibility with prospective lenders and investors.

You can also self-fund operations with some creativity. Say you cover your start-up costs and your businesses is product-based--- you might bridge the gap between that first sale and fully funding operations.

By tapping into your cash flow. How? Do the legwork to find a vendors who has a great product line and inadequate distributions system. Suggest a consignment arrangement, payment via promissory note or generous terms.

BOOTSTRAPPING

Tapping loved once for funding is as common as it is dicey. If it turns out well, life is good. If it doesn’t life long relationships can turns sour. Treat this loans like the serious businesses agreements they are. Present your case as if your relative were bankers:, quote a competitive interest rate and payback terms, explain the risks. But for havens shake, don’t let zeal over write common sense.

FAMILY AND FRIENDS

BANKS Its all about collateral. Don’t expect a bank to hand you

a cheque until enough assets are pledged to cover the full amount of the loan and then some. We had family guarantees, second positions on our homes and secures business assets like equipment and inventory.

Banks loan takes time as they inquired like a CBI. You can not expect up to what extend they can inquire.

Define your business plan in a very master manner and tell them about the scope and your competency.

Agencies involved in lending like financiers.

Community based organisations.

High profile people, big famers etc.

Present your idea and share your business, they may be agree or fixed the interest.

SMALL BUSINESS ADMINISTRATION

ANGEL INVESTORS

POSITION YOURSELF “NAILING YOUR NAME, LOCATION AND DEFFERNATIONS “

DIFFERNIATE YOUR OFFERINGS

NAIL YOUR NAME

LOOK IN THE RIGHT LOCATION

Technical support.

Quality

Consultancy

Field visit

Timely delivery

Cordial behavior

Pricing

Govt. projects

Project drafting

DIFFERNIATE YOUR OFFERINGS

Your shop name should be meaningful and easily memorizable.

Put your shop with greater conveyance easily accessible, direction should be right, well draining, well shading, security.

Make your rent agreement for a long terms and do have some options to be extended.

NAIL YOUR NAME

LOOK IN THE RIGHT LOCATION

`

life twists and turns are impossible to anticipate. You and your future business partners can epitomize integrity, then along comes miscommunications or poor planning. Suddenly things spiral out of control. That’s when you want a legal safety net. I don’t care if you are starting a business with your grand mother, these four words are non negotiable.

“ GET IT IN WRITING”

LINE UP YOUR LEGAL DUCKS “Protecting your future interest“

Chapter-F

HIRE THE BEST LAWYERS

READ THE FINE PRINT

REGISTER YOUR BUSINESS ENTITY

INSURANCE

“Take the time, do the research, solicit referrals from your network and ask prospective attorneys for references. Do what it takes to retain the best legal eagle you can afford, a skilled business analyst who delivers practical solutions, as opposed to theory. Experience, efficiency, quality count more than hourly rate. If a lawyer A takes three hours to prepare a contract, and lawyer B takes one hour at twice. A’s hourly rate- and does it better-well, do the math. “

HIRE THE BEST LAWYERS

READ THE FINE PRINT Decision makers sign countless contracts. From equipment

leases and suppliers agreements to strategic alliances and employments pacts. Don’t just flip to last page and sign.

It is your job to spot the fox in the henhouse. Power through and read it anyway. Highlight what you don’t understand. Ask your attorney to explain (briefly) and mumbo jumbo, but only after explain to him the business issues involved.

BUSINESS ORGANIZATIONS

REGISTER YOUR BUSINESS ENTITY

WHAT IS AN ORGANIZATION?

An organization is a person or group of people

intentionally organized to accomplish an overall,

common goal or goals.

Legal Classification of Business Organization-

- Entrepreneurship/ Sole Proprietorship

- Partnership

- Co-operatives

- Public Limited

- Private Limited

A sole proprietorship is a business owned by one

person.

The owner may operate on his or her own or may

employ others.

This is usually the least costly way of starting a

business.

All profits and all losses accrue to the owner.

the owner has no partners.

The owner or proprietor is in complete control

of business decisions.

ADVANTAGES OF

they are easy to start up

greatest freedom of action

the owner has full autonomy with regard to

business decisions

they are easy to discontinue

one takes all the profits of the business

it does not pay corporate taxes, but rather the

person who organized the business pays self

employment taxes on the profits made

All profits and losses accrue to the owner

The owner does not have the tension regarding

conflicts among the partners as there are no

partners

it's easy to set up, with having little paper work

to fill in and little money spent on setting up

DISADVANTAGES OF

hard time raising capital

Death or illness endangers business

Growth limited to personal energies

as a business becomes successful, the risks

accompanying the business tend to grow

A partnership is a form of business in which two

or more people operate for the common goal

which is often making profit.

In most forms of partnerships, each partner has

personal liability of the debts incurred by the

business.

Partnership is where two or more parties

cooperate and work together.

Partners develop a commitment to an agenda

for joint action.

The partnership process involves planning each

partner's contribution, what is expected of them

and how they will benefit.

ADVANTAGES OF PARTNERSHIP

partners (owners) share with each other the

profits or losses of the business

all partners manage the business and are

personally liable for its debts

two heads are better than one

additional sources of capital

DISADVANTAGES OF PARTNERSHIP

Death, withdrawal, or bankruptcy of one partner

Difficult to get rid of bad partner

Hazy line of authority

Divided authority

Cooperative enterprises provide the

organizational means whereby a significant

proportion of humanity is able to take into its

own hands the tasks of creating productive

employment, overcoming poverty and achieving

social integration.

They constitute a model for a people-centered

and sustainable form of societal organization,

based on equity, justice and solidarity.

PUBLIC LIMITED

A public limited company is a company

which is permitted to offer its shares to the

public.

A public limited company must include the

words "limited company“ at the end company

name.

A company must have a minimum of seven

members but there is no limit as regards the

maximum number.

A Public Limited Company's stock can be

acquired by anyone.

Their shares can be bought and sold on the

stock exchange.

Its formation, working and its winding up, in

fact, all its activities are strictly governed by

laws, rules and regulations.

The Indian Companies Act, 1956 contains the

provisions regarding the legal formalities for

setting up of a public limited company.

The company collects its capital by the sale of

its shares and those who buy the shares are

called the members.

The amount so collected is called the share

capital.

The shareholders of a company do not have the

right to participate in the day-to-day

management of the business of a company.

Examples- 'Tata Consultancy Services Limited'

HINDUSTAN CONSTN.COMPANY

LIMITED

LARSEN & TOUBRO LIMITED

GRASIM INDUSTRIES LIMITED

HINDUSTAN PETROLEUM CORPN. LTD.

ADVANTAGES OF PUBLIC

LIMITED COMPANY

Continuity of existence

Larger amount of capital

Efficient management

DISADVANTAGES OF PUBLIC

LIMITED COMPANY

Scope for promotional frauds

Undemocratic (अप्राजातंत्रवादी) control

Scope for directors for personal profit

Subjected to strict regulations

PRIVATE LIMITED

A private limited company is a company

which is permitted not to offer its shares to the

public.

private limited corporations operate under a set

of limitations not imposed on public

corporations.

A private limited company is comprised by a

small group, often members of a single family,

that wishes to limit the influence of outsiders

on its company.

Because private limited companies are run by a

small group, they are usually not subject to

takeovers and other challenges faced by public

companies.

shares are usually sold to family, friends and

business contacts.

The company must display ‘Pvt. Ltd.’ after its

name.

Their shares can not be bought and sold on the

stock exchange.

A private limited company is popular form of

organization having a minimum of two and a

maximum of fifty members.

Examples- Bharat Law House Pvt. Ltd.

Nature's Essence Pvt. Ltd.

Reliance Industries Limited

ITC Limited

ADVANTAGES OF PVT. LTD.

There is no distinction between business money

and personal money.

It has no requirement to publicly disclose much.

Better Pension Schemes

Less legal restrictions

Continuous existence

A private limited company is not required to Obtain the

Certificate for Commencement of business.

profits can be evenly distributed among all shareholders.

DISADVANTAGES OF PVT. LTD.

Pvt. Ltd. must pay taxes and insurance for their

employees.

Shareholders are not able to sell or transfer their

shares to the general public.

The shareholders must keep their shares and

cannot trade them on any stock exchange.

A PLC can be very expensive to create.

Lack of Privacy- Account balances and details

about the company's directors, including their

names and contact information, must be made

available upon request.

Where ever required insured yourself for future mishap. Bike, shop and other business related items can be insured.

INSURANCE

Why does the organization exist? 2. Where is it going? 3. How does it need to act to get there?

The answers must be precisely expressed—in a mission statement, vision statement, and statement of operating values—and held with conviction throughout the culture. “Conviction” is the operative word. If a company’s mission, vision, and values aren’t genuinely believed and championed by you and your management team, they’re just words on paper. Ah, but when conviction is convincing, the organization rises above the sum of its parts and produces an inspired team. The change is palpable. It’s also contagious. Writing your mission statement, vision statement, and statement of operating values amounts to nothing short of pouring the foundation of your business.

POURING THE FOUNDATION

Chapter-G

Laying In Your Mission, Vision, and Values

think of your vision statement as a list of dreams committed to paper. It’s a collection of shooting star that inspire people to reach for the heaven. Not only did I share our vision with new hires, I reinforced it every quarter at regular team meeting. I never missed an opportunity to plug it. Our people worked harder when they were excited about we were headed. More important, they’d give blood when they understood how our arrival would affect them personally. I saw the fire in their eyes when I’d single one of them out and say, “Joe, how old are you going to be in ten years? Forty, huh? Well, if we grow 15 percent every year for ten years and turn our vision into reality, how will our performance incentives affect your salary? What kind of opportunities do you see for yourself in a $1.7 billion company? With your help, and the help of everyone in this room we can make it happen.”

VISION CHECK

Chapter-H

“The link between Character and higher profits”

CHAMPION CORE VALUES Chapter-I

If a scientist extracted your company’s DNA and placed it under a microscope, the image she would see is your operating values. It’s the cultural backbone of your organization, a list of valued traits and deeds expected from all employees. Your vision statement shows employees where you want to go; your operating values spell out what they need to do to get there. These core values should run so deep through your culture that the hurricane winds of markets, disruptive technologies, and economic conditions can’t uproot them. If you can imagine any circumstances that would force one of these values off the list, then it’s not a core value and should never have been identified as one. Like your mission statement, these values must be championed and modeled by management. Otherwise, employees will shrug off a “Values We Value” campaign as just another sleepwalking initiative.

“The strategic plan is the sun in your solar system. It illuminates the purpose of every proposal, every process, every project. Everything revolves around it. Everything radiates from it. It flows from team objectives into operating plans into individual goals into action plans and, finally, into bottom-line results”

STRATEGIC PLANNING Chapter-J

drawing up your tomorrow’s road map

IDENTIFY SWOTs

SET PRIORITIES

TASK-FORCE IT, AND PLAN, PLAN, PLAN

FOLLOW UP

PRESENT ACTION PLANS

GET CLARITY ON EVERY ISSUE YOU’RE FACING. IN JULY (OR SIX MONTHS PRIOR TO THE NEXT FISCAL YEAR), SCHEDULE A SERIES OF TWO-HOUR BRAINSTORMING SESSIONS WITH REPS FROM EVERY GROUP OF STAKEHOLDERS, FROM DEPARTMENT HEADS AND CUSTOMERS TO VENDORS AND THE RANK AND FILE. EACH GROUP HAS ITS OWN POINT OF VIEW. COLLECT PLENTY OF OBSERVATIONS—MACRO, MICRO, AND EVERYTHING IN BETWEEN— ABOUT INTERNAL STRENGTHS AND WEAKNESSES AND EXTERNAL OPPORTUNITIES AND THREATS. KEEP IT SIMPLE ASK EVERYONE TO FILL OUT A SINGLE SHEET LISTING THE FOUR SWOT CATEGORIES. THEN MERGE THE RESULTS INTO ONE REPORT.

IDENTIFY SWOTs

Come September, gather the executive committee and other key people for a daylong priority- setting meeting. (The “executive committee” in smaller shops may simply be the owner and her three top people.) First, establish context by summarizing industry trends, competitor activity, last year’s performance, and this year’s financial forecasts. Next, vigorously debate which issues (gleaned from your SWOT list in step one) deserve priority in the coming year, and which make the list for the next two to four years.

SET PRIORITIES

“Each priority earns its own task force, composed of the company’s subject-matter experts. For the next two months, they research the priority and design an action plan that assigns responsibilities and accountabilities, sets deadlines, allocates resources, and establishes controls.”

TASK-FORCE IT, AND PLAN, PLAN, PLAN

Schedule a review meeting (a day or two) in early November that includes the same folks from the early- September gathering. Here, taskforce leaders present their action plans. Each pre sensation is like a Ph.D. dissertation—it must be defended. That means respectful disagreement is essential. It pushes the task force to thoroughly prepare benchmarking protocols, ROI (return on investment) projections, and other necessities. With the task-force plans presented, start green-lighting. Some plans will be good to go; others will need modifying based on available resources. (Plans requiring revision should be redistributed within two weeks.) Of course, each strategic objective is generally multi-departmental—hence the team approach. If the goal, for instance, is to open a dozen new stores, the exec in charge of real estate secures locations and oversees construction. Meanwhile, the CFO arranges financing; the retail operations people groom new store managers; marketing folks study the markets, develop a plan, and negotiate ad rates; IT analyzes and preps data systems.

PRESENT ACTION PLANS

■ Regular, one- to- three- hour executive- committee meetings throughout the year also keep the strategic plan on track.

Aim for weekly or monthly, depending on team experience and the pace of change (we met every two weeks). The agenda includes

■ mid-month review of the P&L, including department by-

department response

■ monthly review of key departmental metrics

■ brainstorming on inter- and intra-departmental

challenges

FOLLOW UP

QUALITY MANAGEMENT Chapter-K

continuous system improvement

SETUP A COMMITTEE

SEEK CONSUMER INPUT

SEEK EMPLOYEES INPUT

At village level set up a committee of progressive farmers and ask them every three months about complaints they have about your product, working environment, field visit, farmers relationship management etc.

SETUP A COMMITTEE

They’re in the thick of the action, so every month ask each person, “What’s working and what isn’t?” Implore employees to report all errors as soon as they happen. Welcome mistakes with open arms. Finding and fixing errors prevents major headaches down the road.

SEEK CONSUMER INPUT

Employees are integral part of your organisation, they are not workers but good well wishers and advisors. Ask every month what kind of improvement required to match to the current market strategies.

SEEK EMPLOYEES INPUT

In small businesses—where people wear multiple hats, chase deadlines, and move fast and talk even faster—listening better be a core competency. Imagine what can be lost or misinterpreted in a simple exchange between two people of different genders, ages, and socioeconomic and cultural backgrounds.

LISTEN UP Chapter-L

Practicing active listening

SEEK FIRST TO UNDERSTAND BEFORE SEEKING TO BE UNDERSTOOOD

HEAR THE UNSPOKEN

REEPEAT WHAT YOU HEAR

VALUE THE SPEKER AS WELL AS SPEECH

SEEK FIRST TO UNDERSTAND BEFORE SEEKING TO BE UNDERSTOOOD

The more you listen, the better informed you are when it’s your turn to talk.

Subtle messages flow through facial expressions, body language, and tone of voice That awareness came in handy during store visits when I queried customers about our service. I recall one typically over-polite Minnesotan who called the service “fine.” But her steady foot-tapping and the restless way she flipped through her magazine told a different story. I pressed her. “Are you sure?” I asked. “Anything I can help you with?” She paused, then confessed her car was twenty minutes overdue. Information in hand, we addressed the problem.

HEAR THE UNSPOKEN

Try not to ape the speaker, of course, but play back your interpretation of what you heard. Paraphrasing her message shows you listened carefully and gives you both a chance to clear up miscommunication. (Remember that one of our deepest desires is to be heard.) Skipping this step can set off a chain reaction of misunderstanding that culminates in dented feelings and awkward apologies.

REEPEAT WHAT YOU HEAR

I have nothing but contempt for you and your ideas. Stop wasting my time. If this sounds like you, you won’t be crowned Mr. Motivation anytime soon—people are certainly not going to share all their great ideas just to see them shot down. Conversely, a caring approach—a smile, leaning into the conversation, eye contact—lets employees know they’re taken seriously.

VALUE THE SPEKER AS WELL AS SPEECH

Stepping up a level of communication, the bully pulpit can

spread the word fast. Seize every opportunity to address your

troops. One well-crafted speech saves time and magnifies

impact. For that matter, don’t pass up outside

engagements—speaking to community groups extends your

company’s goodwill (and brand). How to perform like a pro?

EXPRESS YOURSELF Chapter-M

Writing and Speaking effectively

KNOW THE AUDIENCE

PERSONIFY YOUR TALKS

CREATE A CHECK LIST

INTERACT

KEEP IT CONVERSATIONAL

POLISH THE APPLE

ASSEBMLE THE BONES

SLOW DOWN

SPIN A YARN

CALL TO ACTION

Chat up the organizer--- First, nail the facts: number of

attendees, average age, gender breakdown, Next, ask three

question to gauge the attendees’ state of mind: do they know

who I am?, Is attendance is voluntary? How much do they

know about the topic? Finally, ask what’s dominating water

cooler chatter so you can slide into their rhythm.

Ask yourself three question: What’s the goal of this talk?

How can I talk? How can I take the audince from here to

there? What could block their understanding or acceptance.?.

The answer will provide the perfect bulleted outline and a

talk little that.

KNOW THE AUDIENCE

ASSEBMLE THE BONES

Put your fingerprints on the content, especially if you’re

covering familiar territory. Spring off audience concerns to

explain the connection between your words and their

immediate future. Remember, the audience is consumed with

one thing: What’s in it for me?

Jot down key words on recipe cards to keep your train of

thought on track. If you must write out the whole thing, say

it out loud as you write, like you’re telling a friend what’s on

your mind.

PERSONIFY YOUR TALKS

KEEP IT CONVERSATIONAL

Put away your notes for a day or two, then review

them with fresh eyes. Look for ways to clarify points and trim

fat.

Does your opening clearly state your message? Does your

kicker

summarize your big points and link them to action steps?

Detail everything you need: laptop, note cards, charts,

handouts, Prozac. Using audiovisual equipment? Do a dry

run to avoid game-day fumbles.

CREATE A CHECK LIST

POLISH THE APPLE

Novices can jabber at warp speed, making it hard for

audiences to digest the message. Don’t underestimate the

value of a pause; few things grab an audience’s attention

quicker.

Pepper your talk with questions to the group as a whole and

to individual audience members by name: What would you do

if that happened, Sharon? When appropriate, role-play with a

volunteer— “showing” always trumps “telling.”

INTERACT

SLOW DOWN

Facts and figures get their attention. But a good story gets

them thinking, feeling, and caring. Your audience will lap up

every word when you tell them how getting booted from your

first job saved your career. Or, how your top sales guy

hurdled a roadblock to close the deal of the century.

Messages delivered with inspirational stories are like mixing

cod liver oil into a milkshake—it goes down easily and gets

absorbed.

Firing them up is pointless unless you demonstrate how to

stoke the coals. Show how to translate your lessons into

everyday actions that yield results.

SPIN A YARN

CALL TO ACTION

Farmer’s education stretches beyond work-related subjects.

The best education is multidisciplinary, reaching across all of

life’s artificial boundaries.

TRAINING AND EDUCATION FOR THE FARMERS

Chapter-N Building your educational infrastructure

TRAINING OF THE FARMERS

MEET CONSULTANTS

VISIT KISAN MELA

TRAIN YOURSELF

The scenario of agribusiness changing rapidaly, still farmers

are doing traditional farming. Put your inputs on monthly,

bi-monthly, quarterly basis or be the speaker at any farm

school nearby your potential area. Not only be the part of it

you are more educated and well versed with internet.

There are so many Govt. Institutions who are regularly

organise training with a very low cost. Be in touch with

them. whenever get time read the books, subscribe good

books, magazines etc.

TRAINING OF THE FARMERS

TRAIN YOURSELF

MEET CONSULTANTS

Panel your consultants and solve your headaches. Monthly

meeting is good idea to discuss further action plans and ask

their suggestion.

Regular visit to Kisan Mela, Gosthis etc well keep you

updated with current happenings.

VISIT KISAN MELA

Writing action plans is invigorating but, like your mission

and goals, they’re still just words on paper. Transferring your

action plans over to your schedule and to-do list is the critical

link. Just be sure to mind your priorities— schedule your

personal life first and plan business around it. Meeting

personal goals paves the way to success at work. Lay

important family dates on your calendar like primary coats of

paint—birthdays, Little League, family outings, vacations.

Sure, something will come up at work, you may have to miss

a game or two. The point is, if you don’t schedule them, you’ll

miss a whole lot more. It’s actually easy

WORK THE PLAN Chapter-O

Linking goals to action steps and schedules

There is one elementary truth, the ignorance of which kills

countless ideas and splendid plans: that the moment one

definitely commit oneself, then providence moves, too. All

sorts of things occur to help one that would never otherwise

have occurred. A whole stream of events issue from the

decision, raising in one’s favor all manner of unforeseen

incidents and meetings and material and material

assistance, which no man could have dreamed would have

come his way.

READY SET GOALS Chapter-P

Turning dreams into destiny

With your personal mission statement in one hand, writing

down your goals with the other is as easy as filling out a job

application. The five steps for crafting your mission

statement also apply here—find a quiet place, relax, don’t

judge, be patient, open up to a deeper wisdom. Once

grounded, take a minute to review your mission. Let it sink

in. Now jot down what you’d like to get out of life’s big

departments during the next twelve months:

Family Romance

Business Finances

Friends Physical fitness

Social life Spiritual fitness

Intellectual fitness Recreation

Emotional fitness Community service

plan for my relationship with my father).

Action plan:

1. Call Mom three times a week.

2. Take a weeklong vacation with her wherever she wants to go.

3. Spend six long weekends at her Indiana home.

4. Host her in Minneapolis from Christmas to New Year’s Day.

5. Send cards on her birthday, Mother’s Day, and other holidays.

6. Financially assist her so she lives a comfortable, active life.

Goal Category: Family.

Goal: To enhance my relationship with my

mother (I created a separate)

This chapter tells you how to beef up your promotional

efforts, deepen your understanding of evolving tastes and

trends, and strengthen your merchandising. They’re all

linked, to each other, to your identity, differentiators, and

location logistics (chapter 5), and to every customer touch

point. This synergy creates big-league recognition and

market share, and builds your business into a successful

brand.

MARKETING Chapter-Q

Building your brand

BANNER

VISITING CARDS

I CARDS

KEY RINGS

LEAFLETS

JEEP COMPAIGN

POSTERS

DIRECT CONSUMER MEET

POCKET CALENDERS

POCKET DAIRIES