NEW FINANCIAL YEAR, NEW WAY OF DO­ING BUSI­NESS

Small busi­nesses tend to be fo­cused on growth, de­vel­op­ment, ob­tain­ing new busi­ness and de­vel­op­ing ex­cit­ing prod­ucts and ser­vices, leav­ing lit­tle time to ef­fec­tively man­age their or­der­ing process writes

Business First - - FINANCE -

Tak­ing cus­tomers’ or­ders is a crit­i­cal ac­tiv­ity for any busi­ness; if there are no cus­tomers, you have no busi­ness. There­fore, it is in your best in­ter­est to make or­der­ing as easy as pos­si­ble. If it is too dif­fi­cult, time con­sum­ing or cum­ber­some to or­der from you, cus­tomers will sim­ply go else­where to avoid the trou­ble.

Why not start this financial year with the res­o­lu­tion to set up good pro­cesses in or­der to pro­tect your busi­ness’ cash flow and pro­tect your­self from bad pay­ers.

It doesn’t take long to set up a good or­der­ing sys­tem and, sim­i­lar to con­struct­ing a build­ing, if the foun­da­tions are good, the build­ing will last for a long time, if not, the build­ing it­self will never be any good.

It goes with­out say­ing but doc­u­ment­ing the process and leav­ing an email trail can greatly re­duce fu­ture stress and ag­gra­va­tion.

To sim­plify the or­der­ing process, break it down into three stages and en­sure all three work in har­mony, start- ing with tak­ing the cus­tomer’s or­der, con­firm­ing the or­der and con­firm­ing com­ple­tion of the or­der to re­ceive pay­ment.

Hav­ing made this de­ci­sion, set up pro­cesses so that the fol­low­ing is stan­dard pro­ce­dure.

When ac­cept­ing an or­der

The ini­tial step comes with ob­tain­ing in­for­ma­tion about your new cus­tomer. Don’t re­quest un­nec­es­sary or ir­rel­e­vant in­for­ma­tion from the cus­tomer, only ask

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