Category Archives: Manufacturing

Possibly The Most Secure Most Valuable Business Model On The Planet

Time To Be Great, LLC (TTBG)

Time To Be Great LLC is the  name of our company or TTBG.  The time is now as many businesses operating  in the traditional fashion are not working very well.  Just today a report was published stating that in major metro markets more businesses are closing than opening for the first time ever. On the same day I sent the first draft of our business summary to my partner for review before it is sent to those interested who have  signed an NDA or non disclosure agreement. This article offers the main features of our business as our goal is to attract more who are interested.

TTBG Defined and Our  Foundation Principles 

TTBG is an innovative business development platform that solves the problem of people and companies that have assets with substantial  value and inadequate liquidity (cash)  This uniquely  valuable  business model operates with very few absolutes. The few include:

  • TTBG controls the asset and the deal
  • We only do business with people we know and want to work with or who come highly referred and pass our vetting.
  • Before an asset is assigned to our control, there is a notarized memorandum of understanding that includes the terms and conditions a preferred member in our company first. Once done the asset is assigned and we proceed to the capital raise phase.
  • Sources of funds for our assets already assigned to TTBG or to be controlled in the future are highly  secured by our assets and by the shares of the  preferred members assigning the assets to our company. There is another additional benefit:  a person participating in the funding that is liquidity for our assets is also a preferred member. They in essence have preferred stock. All are  defined with a notarized memorandum of understanding prior to the funding.  The value of that funding  position is determined by the value of our company  which already  is increasing rapidly and the time the funds are deployed.  There is 100% vesting in 4 years with an incremental calculation monthly.  Founding members are already experiencing a growth rate far in excess of 100% on an annual basis.
  • We honor all referrals for assets and funding with a lucrative appreciation fee of 5%. Consistent with our core value of all active with our business we ask that a minimum of $5,000 of referral fees earned be retained in the company as a preferred member. This is not a requirement except if a person referring us business declines, no additional  referrals will  be accepted from that person.

Near Term Priorities 

We are  in the next phase of connecting with potential preferred members interested in funding liquidity for the assets already controlled by TTBY Our interest in valuable assets including real estate, manufacturing, retail, more that need liquidity is ongoing.  We have a unique aspect of our model for realtors.

Contact For More Information 

Steve Pohlit . Managing Partner
Time To Be Great, LLC
Email stevepohlit@gmail.com
Text 727-224-4743

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My Top Two Recommendations for A Business Start-Up: Great Lessons For All Companies

Business Start Up Coaching AdviceMany people who decide to start up a business spend a lot of time preparing to be in business. My advice for any company starting out other than an on-line product sales business is to have a simple webpage for credibility – saying who you are, what you are offering and how people can contact you. Then focus 100% on marketing anyway you can to those people most likely to benefit from your offer. Pay particular attention to those who connect with your target customer.

Nearly all your efforts should be on marketing. I have two primary lines of business One is consulting and I would love to have 5 clients right now who have more established companies with say 20 employees or more. I am currently offering JV opportunities to marketing firms. Marketing firms don’t like JV’s because they want paid up front. That is like me wanting paid up front for consulting before the project even starts.

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I a previous article I presented my expanded success formula. In a nutshell we are well served by setting much bigger goals and taking massive action to achieve them. Click Here for that article that also includes my five steps to success formula.

Results Guaranteed 300x227 I Am A Victim Thinking Will Not Bring The Desired ResultsSpecial Offer: 1 complimentary coaching call plus one call a week for 6 weeks -7 calls total. I have priced this to be affordable for nearly everyone and if money is your issue I am open to a JV. Start now and in one month or less you will see results guaranteed!

Call me now 727-587-7871
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The other line of business is the strategic expansion of my real estate investment business. This is a perfect example of my next recommendation to start ups: connect with people who know what you don’t know or can help you with tasks that are not a good use of your time. If you are not marketing you are not using your time in an optimal fashion. For example I have developed a procedure for marketing properties that we have in contract. That is very detailed. How do I know? Well I had to know how to do it so I can train an apprentice who wants to learn. I am also marketing for equity JV deal partners. Again once I have the foundation for marketing I can work with an apprentice to help me.

In summary I have identified the key success factors in achieving my business growth goals and what I think are the primary marketing action steps needed to achieve them. Now following the advice from several mentors, I am taking even more action. Those who are successful take massive directed action.

Steve Pohlit International Business Turnaround and Real Estate Investment Coach, Real Estate Investor, Business Builder MLM

Let’s Get Started

Call me now 727-587-7871

Steve Pohlit

#businessconsulting #businesscoach #success #profits

The A, B, C's of Inventory Management

The A,B,C’s of Inventory Management

One might think the books have not been written, the software not developed and the knowledge base empty when reading some of the recent headlines. When the largest retailer in the world announces they are reducing the amount of inventory in their stores because they have too much, it crowds the isles, confuses the customer and delivers the wrong message, one might wonder why they have this problem. After all the best and brightest work there and they has not held back on investments in technology. So how does the largest retailer in the world get themselves in a position where inventory levels are excessive?

Inventory management is an art not a science. The levels of inventory are a judgment call based on the available information. Let’s review how it is supposed to work. Before we start, this brief lesson applies to every company that has inventory no matter what industry and no matter what size the company. If you think this does not apply to you then I submit you are exactly the person I was thinking of when I wrote this article.

The primary reason for any inventory is to use it or sell it to make money. If you have an inventory of spare parts for a machine that is 20 years old, you are carrying that inventory to make sure you can repair the machine if it fails. If you dispose of the machine you no longer need the spare parts inventory. If you are a restaurant that specializes in prime cut steaks, you need the inventory to match the projected customers for today and maybe tomorrow. If your projections are wrong, then you either run out of steaks or have an excess. In the restaurant business, there rarely is any need to carry more than a couple days supply of inventory. Restaurant suppliers generally deliver more than once a week. In the fashion apparel industry, inventory is seasonal. In the early Spring merchandise is already in the pipeline for Fall and Winter. If apparel merchants misjudge the style, color, or fashion trend of their customer, they will be left with merchandise taking up valuable retail space. Blowout sales are then used to get rid of it.

Good systems will tell you the quantities on hand, on order, days of supply, gross profit in inventory, inventory turnover in total, by category, by vendor, by item and a lot more. Good systems will automatically process replenishment orders for item that are considered basic or staples. However, people makes policy decisions. Policy decisions are ones like inventory turnover will be at least 4 or we will now carry a higher mix of higher priced items to attract a more upscale customer. Inventory policy decisions drive the organization to action to achieve the goals of those policies.

In my experience, effective inventory policies are a result of business strategy linked to business financial performance and liquidity goals. When there is no clear definition of the goals then how do you evaluate actual results? Actual performance is always relative to the targeted goal.

The following is a brief summary of the impact of less than optimal inventory management:

Sales goals can not be met if you have nothing to sell. Forecasted demand along with replenishment modeling are key.

Gross margin goals cannot be achieved if your actual inventory mix does not match your gross margin goal or your customer demand patterns do not match what you have to offer.

Liquidity goals cannot be achieved if inventory turnover is less than target.

A,B,C Inventory Management Plan

1.Establish clear sales and gross margin goals.
2.Develop the same goals by line of business, product category
3.Identify the A items in each category. A items are the ones that make up 80% of the sales volume for that category.
4.Calculate the gross margin for the A items by category. Calculate the variance of actual gross margin for the A items vs. goal. If the result is the same, your goals are likely too low.
5. Repeat steps 1-4 for inventory turnover. Be sure the turnover goals tie into you liquidity forecast.
6. Develop detailed action plans to improve the performance of the A items. Assign a time line to those action plans along with specific accountability for implementation.
7. Extend steps 1-7 to the B items. Include in your action plan a goal of identifying which B items should move into the A category. This is normally done based on buying trends and gross margin opportunity.
8. Calculate the total investment for each level of inventory (A, B, and C’s) Evaluate the actual return on investment vs. target. You do have a targeted ROI, correct?

Project Manager: Make inventory a priority. Many people can be involved but one person should be accountable. If you have concerns about status or progress, hire an outside professional.

Complexities usually flow into the picture when people begin to spend a lot of their time on what they view are needed support tools. Those can include staff, systems and procedures. While tools are necessary to achieve your goals, a consistent focus on actual vs. targeted performance of A items should yield enormous benefits.

Steve Pohlit is a CPA,MBA and has been the CFO of several major domestic and international companies. Today Steve is an expert business consultant focused on helping companies improve their business performance including growing profits, revenues and customers. For a FREE 6 week mini course where you will receive 10 easy to implement action steps guaranteed to increase business revenue and profits by at least 30% in the next 90 days, please visit www.StevePohlit.com All articles published by Steve unless specifically restricted may be freely published with this resource information.