|Message In A Sandwich|
(kol 'aam wantom bekhair)
I am taking a closer look at a very small risk. May I say the presentation used is only meant to clarify a picture that in a clear day it is difficult enough to see.
Starting A Small Sandwich Shop (based on facts).
Those of us who decided to create a job for themselves without training or help are in for a big surprise if they thought selling sandwiches is easy.Here are some factors that can make a difference to the business, a difference between success and failure.
1 – The Person, the Potential Business Man
- Does he have the vision to see a need for sandwiches in the market that can be profitably filled?
Does he have this ‘vision’ quality, or does he not?
- Is he able to wait for a few months without a salary? After spending money to get the shop ready, can he wait long enough for the first salary?
- His social circumstances (wife, children, parents) are they flexible enough to accommodate unforeseen work demands? Office work is from 9 to 5, in a sandwich shop this can require working from 10 AM to 3 AM to make it viable. Not every person looking for a job find these hours possible or practical.
2 – Organisation and Management
- Are you able to do most of the necessary tasks efficiently?
- Can you differentiate between important, waste, and urgent?
- Can you turn your limitations, errors, mistakes and difficulties to the advantage of the sandwich shop?
- In the short term, do you accept what is good for the shop may not be good for you?
3 – The Shop
- The location of the shop, its size and rent.
- Car park, staff, and the suppliers ( special attention was given to meat and vegetable suppliers – they prefer supplying large quantities which require large freezers a shop of this size – and rent - can not accommodate. After 5 PM the plumbers were paid double the day rate).
4 – The Market
- The law (employment and taxes), the competition, the economy of the area.
- The cost of the sandwich, and the selling price.
5 - Luck
You are putting every effort to make a success of every penny you spent, and you are focused all the time. You can not afford making the same mistake twice, and every hour, day and night, is dedicated to the shop. Your wife gave birth to a child, both are in excellent health, and everything is wonderful.
It looks risky already for some who are contemplating selling sandwiches although for those who know the business, or have the talent, they may own more shops than they care to remember.
Taking risks is a quality in every one of us, and we differ in only how much risk one can accept.
We might disagree on what I call ‘risk’ since it may look to you a normal sequence of actions and reactions, and the market need for sandwiches may seem obvious to you and explained by market forces: supply and demand.
Some factors you control, some controlled by others, and few no one can control.
How about managing a really big restaurant in 3 floors? If the small sandwich shop looked difficult enough, you better stop reading and move on to something you know you are very good at. This restaurant has 4 kitchens, 5 toilets, 60 staff , 120 tables, 400 chairs, and 1000 customers every day. Here the factors for success and failure are more complex and less clear, and the consequences are far reaching (60 families now depend on your success).
How about a place with 1,800 staff and receives 15,000 customers every day, a university for example?
How easy is it managing 6 million lives?