If you've ever had to decide whether to purchase or lease vehicles or landscaping equipment, then you've probably come face to face with the complexities of making the right decision.
Some landscape contractors call it the
necessary evil. Others say it’s a profit-eating, tedious task that only
serves one purpose: good public relations. But there’s a growing army of
landscape contractors that like doing irrigation repairs. And, without
thinking twice, they’ll tell you to take their testimony straight to the
bank with the fat bag of money they made last week doing those repairs.
If you've ever sat around on a Monday night to watch a football game,
you're probably familiar with the term 'sports analyst.' Often a former
player, now a sports analyst,
gives his opinion on how well teams are playing, and makes predictions
about which team has the best chance to win. Sometimes, he'll even
estimate what the final score will be.
When you first dreamed of starting your own landscape business, who knew
you'd be spending so much of your time indoors, behind a desk,
crunching numbers? But as profitable landscape professionals know,
number crunching is one of the biggest parts of the job -- especially
when those numbers have to do with cost estimating.
Unfortunately, the majority of family-owned businesses don't survive past the second generation. While succeeding generations have every intention of keeping the business going, factors ranging from a lack of estate planning to dissension among family members cause the business to close its doors.
fail even in days of prosperity, turning otherwise profitable
enterprises into dismal
failures, often in surprisingly short time. Red ink is an indication,
not a cause, for a breakdown in a company's health. Being guilty of one
failing, or a combination of several, can sink any
profitable business into oblivion.
Capital - Financial Option for Growing Your Business, Most landscaping businesses today are
experiencing rapid growth. This proves that you're marketing effectively
against formidable competition and servicing present accounts in such a
manner to retain their loyalty. But growth has its problems. The faster
and bigger you grow, the more likely it is that you may
run out of capital before you run out of marketing steam.
Born into a family of farm equipment
people, it seemed inevitable that John Bentley would follow in their
footsteps. However, I don’t think he realized that one day he would
be the owner of a manufacturing company as well as a company
representing makers of farm-type and construction equipment.
When John Jenkins signed on as an accountant in the Des Moines factory of Deere & Company, he probably never dreamed he would one day become president of a major division of a public company.