SUCCESS! IN BUSINESS · MASTER OF BUSINESS IN THE STREETS (MBS) Facilitators using this manual — who are often referred to as “Success Ambassadors” — usually teach this Master

M O V I N G P E O P L E F R O M P O V E R T Y T O P R O S P E R I T Y

SUCCESS! IN BUSINESSM A S T E R O F B U S I N E S S I N T H E S T R E E T S

S E L F – R E L I A N C E P R O G R A M

FAC I L I TATO R ’ S M A N UA L

MBS Version 4.0

Success! in Business Master of Business in the Streets Self–Reliance Program

FACILITATOR’S MANUAL — EN_FMv4.0

Copyright ©2019 by Interweave Solutions A 501(c)(3) Organization.

At Interweave Solutions we respect everyone who has worked with us to fight poverty — and especially those who are

working on self–reliance in their own lives. So while the stories in this manual are true, names and images may have been

altered, characters combined and details changed to protect privacy and better illustrate the self–reliance principles.

“I am so grateful for the realization that I do not have to stay poor my whole life.”

— MARIA C., ECUADOR

M I S S I O NWe move people from poverty to prosperity through neighborhood self–reliance groups.

V I S I O NSelf–reliance groups transform the way the world fights poverty. Through these groups, millions of people will achieve higher income, better homes and improved communities.

• Mutual Respect for All• The Power of Groups• Creating & Sharing

Success Stories

• Always Improving• Integrity• Do It Now!

V A L U E SWe believe in:

I N T R O D U C T I O N


HOW TO FACILITATE THE COURSE MASTER OF BUSINESS IN THE STREETS (MBS)Facilitators using this manual — who are often referred to as “Success Ambassadors” — usually teach this Master of Business in the Streets (MBS) course once a week for four months or twice a week for two months.

Your group should usually meet at least 16 times. This manual is divided into 12 units. The four other class periods should be used to help participants better understand any difficult principles or work on their MBS requirements. You may add extra classes whenever you would like.

HOW TO USE THE FACILITATOR MANUALEach unit in the manual is organized by principles. There are three steps we follow to teach each principle: present a “CODE”, DISCUSS, and ACT.

PRESENT CODE

A CODE is any event that will engage the participants attention while introducing and teaching a principle. A CODE can be a picture, video, story, skit, song, activity or in some cases an explanation.

DISCUSS

• The CODE should stimulate plenty of questions and discussion. We want a lot of involvement from the participants.

• The suggested DISCUSS questions are formatted in a bullet list for each principle.

ACT

After the discussion we want the participants to ACT. They can ACT by writing in their workbooks, committing to do something before the next meeting, or meditating on the principle being taught.

The first time you teach the MBS we encourage you to use the codes provided. Eventually, you will think of stories, skits, and examples from your country and experiences to which your group can relate. Please feel free to substitute your own code. However, always teach the principle, and make sure to have plenty of discussion and an action step at the end of each

principle.

FACILITATORS

Present CODE, DISCUSS & ACT

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HOW TO DEVELOP A CODEA code will introduce and often explain the principle.

For example, in UNIT 3: PLAN, Principle 2: Plan for Home we use a picture of two bicycles, one with two good wheels and one with a broken wheel. This is a code for introducing a balance in your life by setting goals in different roles and areas.

Some people have used the picture of the frustrated boy on a tricycle on page 9 of the manual to teach this principle. Others have brought in a broken bicycle and discussed it.

Other code ideas include:

• A skit of a father always working and then having health problems • A short video of a parent who never has time for his children or a mother who never has time for herself • A short video of your participants talking about how they don’t spend enough time with the family, or never have time to exercise (You would need to prepare these in advance).

Skits and activities are excellent codes, especially if you are facilitating a group with limited resources and they are working in a notebook or you don’t have access to the pictures and videos in the manual.

As you facilitate, think of codes from your culture and experience that will illustrate the principle. With plenty of questions and discussion many experiences in our lives and the lives of our participants and graduates can be excellent codes that teach the principles of self–reliance.

Finding Balance

Are You Out–of–Balance?


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FACILITATORS


HOW TO CREATE A GOOD DISCUSSIONQuestions are used to get the participants involved. Sometimes questions are used during the code but they are usually at the end. Questions can usually be asked in a pattern that we refer to as FAMA.

FACTS

Ask facts about the code (skit, activity, picture, story) they just saw.

• What do you see in the picture or what did you see in the skit?• What happened? Who were the people? What did they do?

ASSOCIATION

Ask questions that help them relate to the code.

• How do the people feel?• Has this happened in your life?• Have you ever felt this way?• Why did this happen?

Let the participants share their feelings and experiences.

MEANING

Ask why the principle is important and what significance it has in our lives.

• What should they do?• How did you handle this in your life?• Why is this principle so important?

ACTION

We will then lead them to the final step in the process. They will now do something or commit to do something to act on the principle.

As you use the manual you will see how code, discuss and act will guide you in facilitating the MBS training so it is informative, motivating and fun.

HOW TO HELP PEOPLE TO ACTAt the end of each principle in the unit there is a small action step called ACT. Encourage and enable the participants to do the action steps. They may be asked to write an idea, meditate on a concept or make a choice.

Also, at the end of each unit are three major commitments that the participants should do before the next meeting. We want them to act on those commitments and return and report on their progress in the next meeting. At the beginning of every meeting, be sure that each participants reports on how they accomplished or failed to accomplish their commitments. Discuss what they learned by trying to complete their commitments. Encourage the group to discuss ways to overcome problems and help each other be successful. Recognize efforts and celebrate

accomplishments.

FACILITATORS

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TOOLS FOR MEETINGSWhen facilitating a group, you will be able to communicate with the participants using a number of tools. Here is a list of tools you can use:

1. Slide Shows: A slide show is available that covers every unit in the manual. It can be found at www.interweavesolutions.org/success-ambassador-presentations. The slide show can be used in all of your training but make sure it doesn’t hurt discussion. People should be looking at each other and not just at the slide show at the front of the class.

2. Whiteboards and Posters: If you don’t have access to a projector or computer to display to the class, you should have a portable whiteboard and markers to explain ideas and/or posters prepared to illustrate an idea. When teaching the units in which Paperwork is discussed, it’s especially helpful when participants can see the financial tables.

3. Participant Workbooks: Each participant will learn best if they have their own copy of the Participant Workbook. It can be downloaded at www.interweavesolutions.org/manuals. We encourage you to charge the participants to pay for the manual in their course fees, or separately.

4. Notebooks: If the participants can’t afford a Participant Workbook you can require that each person bring a notebook for the MBS course. At the beginning

of each unit, share the unit principles and have them to write them in the notebook, leaving at least a third of a page after each principle. Then, have the participants write notes and their action steps for each principle in that space. At the end of each unit have them write their group commitments, their home quality of life commitments and their savings goal. On paperwork units, during the activities, have them draw the financial tables in their notebook.

The most professional approach is to show the slide presentation and have a Participant Workbook for each groups member. If you are facilitating with limited funds, the best option is to have the participants provide a notebook and you use a whiteboard. Your decision on how to present the material will depend on what you can afford and how your charge the groups members for the materials.

Using a Whiteboard

The Particpant Workbook


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FACILITATORS

THE 8 GOLDEN RULES OF SUCCESS AMBASSADORSTo ensure that the principles and practices of the Interweave MBS program have the same high quality around the world, we have created the 8 Golden Rules of Success Ambassadors. Study these frequently and do your best to keep following them. Carefully and successfully following these rules will help you remain an active approved Ambassador for Interweave.

1. TEACH EVERY PRINCIPLE IN THE MANUAL — Adapt to the culture of your group without eliminating the principles. Optimize your time. Remember the three components of the manual: Present code, discuss, and act, but make sure to teach all the principles.

2. FACILITATE, DON’T DOMINATE — Allow the class to be interactive. The participants should talk more than the facilitator. Choose leaders in order to help lead the class.

3. ORGANIZE THE ROOM IN A CIRCLE OR SEMI-CIRCLE — Avoid arranging seats into lines like a traditional classroom. Explain the purpose of the circle or semi-circle to the participants: this way they will be able to see and support each other.

4. CARE ABOUT YOUR PARTICIPANTS — Learn their names and their businesses. Be interested in their individual progress and not just in finishing the class each week. Challenge each other.

5. HOLD YOUR PARTICIPANTS ACCOUNTABLE — Make sure that your participants set goals, save, use action partners and return and report each week. Encourage them to be honest in their reports.

6. HAVE FUN! — Use icebreakers, sing and dance, applaud and stand up and shout. Energize the group. Reward their accomplishments with recognition.

7. MAINTAIN PAPERWORK — Help participants complete the pre and post evaluations, as well as their plans and financial records. We recommend that you ask your participants to pay before the course starts, or at the very latest by the Unit 3. If you don’t do this, you risk the chance of not being paid by the participant.

8. RETURN AND REPORT — Register all your groups on the Success Platform as soon as they start. Plan graduation at least 15 days after the last day of classes. Submit all required paperwork from your participants at least 8 days prior to graduation.

FACILITATORS

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THE SUCCESS AMBASSADOR GUIDEThe Success Ambassador Guide is an excellent companion to this Facilitator Manual. It will guide you as you generate, facilitate, graduate and maintain your groups and grow as an Ambassador.

The Success Ambassador Guide has the pre and post evaluations that help measure the success of the participants throughout the course. It also contains instructions on how to manage myPlatform and enter all the necessary requirements into myPlatform.

Please make sure that you have a recent copy of the Success Ambassador Guide downloaded and that you study it often as a companion to this manual.The download is located in the Success Ambassador Resources section of our website at https://www.interweavesolutions.org/manuals/.

SUCCESS AMBASSADORS

Gabriel Rojas from La Paz, Bolivia with his team of Success Ambassadors have trained over 600 people. He has a large contract with Banco del Sol.

Yazmin Bonilla and Success Ambassadors from Soacha, Colombia has trained hundreds of people in schools, municipalities and neighborhoods in the MBS program.

Ruth Vidaurre is not only a member of our Board of Directors, but a Success Ambassador. She works with our literacy programs, and has helped people in

Uganda, Paraguay, and Portugal find success in business.

The Interweave Solutions Benin Presidency is unique because each of them took the course online and now work

together helping hundreds of people to achieve self-reliance.

The Success Ambassador Guide


vii

FACILITATORS


SAMPLE COURSE SCHEDULEWe anticipate the group meeting about 16 times. That allows you to finish the course in 4 months if you meet once a week (or in 2 months if you meet twice a week). Here is a sample agenda adapted by the success ambassador for the needs of a particular group. The Success Ambassador inserted four additional lessons along with the core 12 units:

Meeting 1 Unit 1 You Can Become Self–Reliant

Meeting 2 Unit 2 Product

Meeting 3 Unit 3 Plan

Meeting 4 Unit 4 Paperwork–Home Budgeting

Meeting 5 Unit 5 Paperwork–Business

Meeting 6 Review Go over Unit 4 & 5 Paperwork Principles

Meeting 7 Unit 6 Price

Meeting 8 Unit 7 Process

Meeting 9 Unit 8 Promotion

Meeting 10 Unit 9 Paperwork–Assets & Loans

Meeting 11 Unit 10 Paperwork–Cash Projection

Meeting 12 Review Go over Unit 9 & 10 Paperwork Principles

Meeting 13 Unit 11 Make it Legal

Meeting 14 Spotlights Presentation of businesses by everyone in the group

Meeting 15 Unit 12 Keep Growing

Meeting 16 Review Prepare and submit all MBS requirements

During Unit 5 the Success Ambassador noticed many participants didn’t grasp some of the paperwork principles. Participants in the group were new to the idea of separating their business and personal finances and logging all transactions at the point of sale. So they decided that for the next meeting they would review the principles in Units 4 and 5. This clarified the concepts and seemed to help everyone.

The Success Ambassador was ready after the next set of Paperwork Units. They added a review lesson after Unit 10 to cover principles from Units 9 & 10.

As the group got near the end of the course, the Success Ambassador wanted to give everyone a chance to present their business and product or service to the group for questions and feedback. So after Unit 11 they set aside one whole meeting and had every group member present and answer questions about their business.

In the last meeting the Success Ambassador had everyone finish up their 3 plans and all the paperwork for the MBS requirements and upload them onto the Success Platform. Some participants didn’t need that much help, but some really did need assistance getting everything entered properly.

You can add four (or even more) additional classes to help your participants understand all the principles and complete the MBS training.

FACILITATORS

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Introduction for Facilitators

You Can Become Self–Reliant

Product

Plan

Paperwork—Home Budgeting

Paperwork—Business

Price

Process

Promotion

Paperwork—Assets & Loans

Paperwork—Cash Projection

Plan—Make It Legal

Keep Growing

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2

14

24

34

44

54

64

72

82

92

106

112

Unit 1

Unit 2

Unit 3

Unit 4

Unit 5

Unit 6

Unit 7

Unit 8

Unit 9

Unit 10

Unit 11

Unit 12

REMEMBER TO ADD MORE MEETINGS AS NECESSARY


1

CONTENTS

UNIT 1: YOU CAN BECOME SELF–RELIANT

SELF–RELIANCE

HOME

BUSINESS

COMMUNITY

2

(Welcome everyone to the group. Have everyone introduce themselves to each other and memorize the names of the participants. Create a friendly atmosphere and discuss how you will handle the workbooks.)

PRINCIPLE 1:

GROUPS BUILD SELF–RELIANCEPRESENT CODE — PICTURE

(Show the picture on page 3, then read aloud together the 6 principles in this unit.)

1. Groups Build Self–Reliance.2. Make Three Plans for Success.3. Apply the 6P’s of Business.4. Improve Your Quality of Life.5. Serve Your Community.6. Make and Keep Commitments.

Each of these pictures are of people who have participated in an MBS/self-reliance group.

DISCUSS:

• What do you see in these pictures?• What emotions are they expressing?• Why do you think they feel that way?• Have you ever had an experience where you felt like the people in this picture?

(Have the participants share their experiences.)• Would you like to be part of a group that brings you success?

ACT:

Our group will help us become self–reliant. As we work together, we can find success. Would you like to be part of an MBS/self-reliance group?

SELF—RELIANCE

HOME

BUSINESS

COMMUNITY

PARTICIPANT PRE—EVALUATION(Hand out the Participant Workbook to each of your class members. Have the participants fill out the pre–assessment. It’s located at the front of the workbook. You can also download it from the resource section of the website. Have all the participants fill out the form, then collect them before moving onto the first principle. You will need to enter the information gathered from the evaluation into the Success Platform.)

3

U N I T 1 : Y O U C A N B E C O M E S E L F – R E L I A N TLEARN

U N I T 1 : Y O U C A N B E C O M E S E L F – R E L I A N T

PRINCIPLE 2:

MAKE THREE PLANS FOR SUCCESSPRESENT CODE — PICTURE

In this program you will develop plans to become self-reliant in three areas. Turn to page 2 in your workbook and look at the four pictures again. Notice that each one has a title. The first one is Self–Reliance. The other titles are the three areas of our lives that are essential to self–reliance.

(Show the Three Circles of Success on the back cover of the manual.)

DISCUSS

• What are those three areas? (business, home and community)• How do these three areas of our lives relate to each other?• How do problems at home or in the community, such as sickness, abuse or crime

affect our businesses?• How does a successful business help our families and communities?• In this program you will develop three plans for self-reliance. What do you think

those plans are? (business, home and community)• Why do your plans for self-reliance need to include more than just earning money?

ACT

Through these three plans, you’ll become more self-reliant and find greater success in all aspects of your life. Are you willing to create three plans to become more self-reliant?

SELF–RELIANCE HOMEBUSINESS COMMUNITY

4

PRINCIPLE 3:

APPLY THE 6P’S OF BUSINESSPRESENT CODE — EXPLANATION

The first of your three plans will be a plan for your business. In this plan you will write the steps you need to start and grow your business. This plan isn’t the formal document to get a bank loan, but it is what you need now to make your business succeed.

Your plan will be based on what we call the 6P’s of Business. These are six concepts that describe everything you need to know to start and run your business. These words all start with the letter “P” so we call them the 6P’s. The lessons in this course and the business you develop will be based on these 6P’s of Business.

PRESENT CODE — ACTIVITY

Guess the 6P’s of Business. (Prepare six sheets of paper with one of the 6P’s written on each. Be prepared to hand these out for the activity.)

Let’s see if you can guess the 6P’s of Business. Remember these are words that begin with the letter P that are important in a business. They do not need to be in a particular order. Can everyone guess what the 6P’s are?

(You may need to give hints. As each person successfully names one of the 6P’s give them that paper, and enthusiastically invite them to stand up in front and display the word named. When all the 6P’s holders have come up front, lead a loud rousing cheer and applause for the people who named them. Have fun.)

Look on page 3 of your workbook for the list of the 6P’s of Business. We will learn the meaning of the 6P’s and how to to build a successful business. Let’s read together what each of the 6P’s means:

PLAN — The steps you need to make your business succeed

PRODUCT—The item or service you sell

PAPERWORK—Your income, expenses, and goals in writing

PROMOTION—How you sell your product or service

PRICE—What you charge for your product or service

PROCESS—How you create your product and get it to customers

5



PRESENT CODE — PICTURE & STORY

(Show the participants the picture Sofia’s Story on page 7.)

This is Sofia. Her husband abandoned the family and told her she was worthless. She had no experience or schooling. She joined a self-reliance group in her neighborhood. They encouraged her and helped her feel worthy to succeed.

She learned that she could develop her plan and move forward. She didn’t think she could make a product, but with encouragement from her group, she thought about her sewing skills and went to the local market. No vendors at the market sold sheets with fun patterns specifically for children.

Sofia started small with little money. She borrowed a sewing machine and bought some fabric with patterns such as Superman, Spongebob and Cinderella.

She considered her process to see how she could add value. Slowly she saved enough money to buy more fabric. She even sewed a plastic pouch so her sheets could be cleaner and more appealing and increased her price. She promoted her business with a large sign and handed out flyers. Her sales kept growing steadily.

Sofia learned how to keep records of expenses and sales. She negotiated discounts to buy large amounts of fabric. With her paperwork and plan, she got a loan to buy a sewing machine and more fabric. Now her business is successful. She paid off her loan, and she is increasing her income.

DISCUSS

• What happened to Sofia?• How did joining a self–reliance group help Sofia?• How did she apply the 6P’s to her business?• How do you think applying the 6P’s might help your business?

During the coming weeks in each session you’ll learn about each of the 6P’s and how it relates to your business.

ACT

Turn to page 44 in your workbook to the resource section and note The 6P’s Business Checklist. You will use this checklist for your homework assignment this week. Visit three businesses, observe and write down how they apply the 6P’s.

Sofia’s Story

6

SOFIA’S STORY

7



PRINCIPLE 4:

IMPROVE YOUR QUALITY OF LIFEPRESENT CODE — PICTURE

(Show the participants the picture Finding Balance on page 9.)

DISCUSS

• What do you see in the photo?• How is the boy feeling?

Sometimes life can feel bumpy and frustrating; like you are trying to get somewhere on a square–wheeled tricycle. During Unit 3 we will create a Home Plan, to help smooth out and improve the quality of our lives.

ACT

This is a Sample Quality of Life Wheel to help create your Home Plan. To start your plan, turn to page 4 and choose eight areas of life that are important to you.

YOUR LIFE AREAS:

1)

2)

3)

4)

5)

6)

7)

8)

To help select life areas for your plan, consider the eight examples around the Sample Quality of Life Wheel and also the Important Areas of Life list of ideas on the same page. The categories you choose

will be areas that are important to you and don’t need to match any other examples. Write your choices in the Your Life Areas blank list. You’ll have a chance to explore these eight areas again in Unit 3.

SPIRITUAL

FINANCIAL

FAMILY

SPOUSE

EDUCATION/MENTAL

BUSINESS/WORK

FUN/ RECREATION

COMMUNITY

IMPORTANT AREAS OF LIFE — EXAMPLES

SAMPLE QUALITY OF LIFE WHEEL

Spiritual—Scriptures, Church

Finances—Budget, Income

Family—Parents, Children

Spouse—Date night, Home

Education—Literacy, College

Mental Health—Depression, Anxiety

Business/Work—Job, Sales

Community—School, Service

Fun—Hobby, Sports, Social

Health—Exercise, Diet, Illness

Support—Friends, Family, Pets

Preparation—Food, Savings

8

FINDING BALANCE

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PRINCIPLE 5:

SERVE YOUR COMMUNITYPRESENT CODE — PICTURE

(Remember, you may use your own code to teach the principle. For example, you could make a skit showing the need to work together to identify and solve community problems.)

Turn to page 5 in your workbook and look at the two images.

DISCUSS

• The picture on the left shows some businesses with problems. What problems do you see?

• How are the people in these scenes feeling?• What do you see in the right picture?• How are these people feeling?• How can people working together solve tough problems?• Do we have problems like crime, sickness, garbage or abuse in our neighborhood

that could hurt our businesses?• How could our group work together to solve problems like these?• How could doing service to help each other or our neighborhood unite our group?

ACT

As a group we’ll develop our own community service plan, with service projects to help others in need, reduce neighborhood problems and strengthen our group.

In the coming weeks we’ll want to name our group and possibly form committees. We may decide to keep meeting together after we finish the lessons in this manual. Some groups find other ways to unite such as T-shirts, songs and slogans.

• What are some things we might want to do together?

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PRINCIPLE 6:

MAKE AND KEEP COMMITMENTSPRESENT CODE — PICTURE

(You may also do a skit that shows the value of making small but steady progress to eventually reach your goals.)

Turn to page 5 in your workbook to principle 6.

Like climbing this staircase, big goals like self-reliance, a profitable business or a stronger family can’t be reached all at once. You reach success one step at a time. We refer to successes at the top of your staircase as long-term goals and individual steps to reach these bigger goals as short-term goals.

DISCUSS

• Have you ever climbed a long staircase or crossed a long space? Where? How?

• Would it be possible to go from the bottom to the top in one step?

• Can you reach your long-term goals without short–term commitments?

• Do you think running a successful business will be easy?

• Why is each step important?

ACT

At every session we’ll introduce three short-term commitments:

1. An assigned Business Plan Commitment found in the workbook based on the content of the lesson, to help advance your business.

2. A Home Quality of Life Commitment that reflects your individual priorities and goals (Later you can select them from your personal Quality of Life Wheel.)

3. A Savings Commitment that helps you identify how much money you can save each week to improve family and business finances.

How do you think that making and keeping these three commitments will help you succeed?

Each meeting we will draw a commitment chart on the board or paper. As each person enters the room next week they will write yes or no under each of the commitments to report whether they kept their commitments or not. This reporting activity will be done at the beginning of every meeting.

Steps to Your Success

COMMITMENTS CHARTName Business Home Savings

John C. yes yes yesMaria T. no yes no

Your Name ? ? ?

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BUSINESS SPOTLIGHTTurn in your workbook to the resource section on page 44. This is The 6P’s Business Checklist. Each week, one of you will take a few minutes to show your product or service and talk about your business.

Tell us your product, how you make your product (your process), your price, your promotion ideas and efforts, and if you have paperwork. This will be a fun way to get to know each other. Everyone will want to present to get your MBS Certificate. This checklist will make it easy to prepare.

Who will do our spotlight presentation next week?

(Facilitators, if you have no volunteers, ask someone who has participated during the class, seems confident or has a product or business already. Recognize and cheer the first spotlight presenter!)

ACTION PARTNERSAt the end of each class you will pair up with someone from the group. Choose someone who is not a family member. This will be your action partner for the week. You will take a few minutes to talk with them at the end of each meeting and report on our business progress. You will also contact that person once or twice each week to see how we are doing on our commitments. You can contact people by phone or text. Contacting your action partner will be helpful in completing your plans. Choose your action partner now.

MBS REQUIREMENTSYou can earn a Master of Business in the Streets (MBS) Certificate in this group. Your certificate shows your family and friends you can succeed. Often MBS graduates use their certificate to approach micro-finance institutions, banks or job interviews.

Turn to page 66 in the resource section of your workbook. These are the certificate requirements. Each week you should add to your business plan. Look over the MBS Requirements and see what you need to do. Set the goal to grow your business, home and community and earn your certificate. You can do it!

PRINCIPLES SUMMARYThe 6P’s of Business are Plan, Product, Price, Paperwork, Promotion and Process. Turn to page 2 of your workbook. Read together the six principles of You Can Become Self–Reliant we discussed today:

1. Groups Build Self-Reliance.2. Make Three Plans for Success.3. Apply the 6P’s of Business.4. Improve Your Quality of Life.5. Serve Your Community.6. Make & Keep Commitments.

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PRESENT CODE — ACTIVITYMake your commitments for the next meeting.

DISCUSS:

• Who would like to share their Home Quality of Life Commitment for this week?• Which commitment will be the easiest to keep for you this week?• Which commitment will be the hardest?

ACT:

Meet now with your Action Partner for this week. Discuss your business ideas and decide how you will contact and encourage each other during the week to keep your commitments. If you do not have an action partner, take this time to find one among your group members. Then say each commitment aloud to your action partner.

Plan to keep your commitments by signing in your workbook.

(Thank everyone for coming and participating. Encourage them to keep their commitments and attend next time. Close the meeting.)

COMMIT TO ACTION FOR NEXT TIME:BUSINESS PLAN COMMITMENT

• I will visit three businesses and write down in my workbook how they use the 6P’s of Business.

• I will use The 6P’s Business Checklist.

HOME QUALITY OF LIFE COMMITMENT

• I will thoughtfully choose one or two areas of my Quality of Life Wheel and write down goals to improve this week.

• I will be specific with my written goals and follow through.

SAVINGS COMMITMENT

• I will add to my savings — even if it’s just a coin or two.

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U N I T 1 : Y O U C A N B E C O M E S E L F – R E L I A N TCOMMIT

UNIT 2: PRODUCT

1. Know You Are Worthy to Succeed.

2. Know Yourself.

3. Know What Sells.

4. Know the Competition.

5. Know & Value Your Customers.

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(Draw a commitment chart on the board or paper. Have each person write their name and then write yes under each commitment they kept and no for those they did not. This weekly reporting should take 10 minutes or less.)

Business Plan: Visit at least three businesses and write down how they use the 6P’s of Business, using the 6P’s Business Checklist.

Home Qualiity of Life Plan: Choose to improve a specific area from your Home Plan.

Savings Plan: Save money, even just a coin or two.

(Recognize those who kept their commitment and encourage those who did not.)

DISCUSS:

• What did you learn last week as you kept your commitments?

• What problems did you have as you tried to keep your commitments?

• How can we help everyone keep the weekly commitments?

ACT:

Have the person assigned to the Business Spotlight last time present their idea.

PRODUCT INTRODUCTIONPRESENT CODE — PICTURE & STORY


1. Know You Are Worthy to Succeed.2. Know Yourself.3. Know What Sells.4. Know the Competition.5. Know & Value Your Customers.

Susana has always liked selling things to people. She noticed that many people liked to buy a newspaper or magazine on their way to work. Susana decided to set up a newspaper stand on a busy street corner.

The other stands near her did not have as many types of newspapers as Susana did, nor did they sell women’s magazines, or candy. Susana is good at selling, and people like coming to her newsstand. Susana learns her customers’ names and enjoys talking with them about their families. By talking with her customers, Susana learns what her customers like and don’t like.

DISCUSS:

• How did Susana apply the five principles of Product?

ACT:

After completing your commitments and considering the five principles in this unit, you will choose a product or service.

COMMITMENTS CHART

Name Business Home Savings

John C. yes yes yes

Maria T. no yes no

Your Name ? ? ?

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U N I T 2 : P R O D U C TREPORT

U N I T 2 : P R O D U C T

PRINCIPLE 1:

KNOW YOU ARE WORTHY TO SUCCEEDPRESENT CODE — PICTURE

Turn to page 7 in your workbook. Find the picture of all the babies.

(As stated in the Introduction, you can use any code to teach this principle. Show your group the picture of the babies above, or have mothers who brought small children hold them up. Perhaps a few dolls on display that the participants could pretend were infants could be used, or have some individuals perform a skit about people who are told they are not worthy for success. All of these ideas could be used as a code to teach this principle. Be sure adjust the questions in the following DISCUSS section to best reflect the code you choose.)

DISCUSS

• How many babies do you see?• Which of these babies is not worthy of attention, love or success?• Which of these babies will be the most successful or happy?• Were any of us born to be less successful in life?• Do events in your past or differences in your family situation ensure that you will

succeed or fail in life?

ACT

Remember, each of us is worthy to succeed in business.

LEARN

16

KNOW YOURSELF

WHAT RESOURCES DO YOU HAVE?

17



PRINCIPLE 2:

KNOW YOURSELF(Again, you can use any code that will best teach this principle, Know Yourself. Use the provided picture of the woman thinking. You could also use a skit of someone pondering all the resources they have, or have a group member write down group ideas while everyone brainstorms all the resources to which they have access.)

PRESENT CODE — PICTURE

(Show the participants the picture Know Yourself on page 17.)

The woman in the picture is planning for her future. She is thinking about her talents and the resources she has available in her life.

DISCUSS

• What talents or resources do you see in this picture?• What businesses can she create using the talents or resources she has?• How could your talents and resources help you to choose a product or service?

PRESENT CODE — VIDEO

(Show the video Jacqueline https://www.interweavesolutions.org/videocodes/. If you cannot show the video, turn to page 7 in the workbook and read aloud the video summary.)

DISCUSS

• What are the resources Jacqueline used to start her business?• What are some talents and resources you have that can be used in a business?

ACT

On page 7 of your workbook, or in a notebook, write down some talents and resources that YOU have. Be sure to be creative.

Know Yourself

Jacqueline was desperate. She had very little education or experience and her job barely kept her family from starving.

She joined an MBS self-reliance group. They encouraged her to use her talents in music and dance to start her own business.

Jaqueline started by doing her dance work-out routine in the park. Soon others joined her dance class. Now she is doing well in her new dance business.

JACQUELINE VIDEO SUMMARY

18

PRINCIPLE 3:

KNOW WHAT SELLSPRESENT CODE — PICTURE

(You can use the provided pictures of different products or services, or examples of any products from the businesses of the participants. You could also have group members perform a skit of someone trying to sell something silly, like ice to people from Antarctica or heaters in the desert. Remember to be creative and have fun.)

DISCUSS

• Would eggs, ice cream, pet clothes or a ceramic horse sell here?• Why or why not? (Discuss each item.)• What kind of products or services would people buy in our area?• How can we find out which products or services sell best in our area?

ACT

Turn to page 8 in your workbook and find the Product or Service Ideas list or brainstorm a list of products and services that are offered in your area. (Divide the group into partners.) Let’s quickly take turns explaining your product or business idea to your partner. If you haven’t decided on your product yet, just choose one from the list. Ask each other these three questions:

1. How often would you buy my product or service?2. How would you improve my product or service?3. How much would you pay for my product or service?

WARNINGYou may have a talent to make dolls or ceramic horses but if it won’t sell where you live, you will need to pick another product to be successful.

Know What Sells

19



KNOW THE COMPETITION

20

PRINCIPLE 4:

KNOW THE COMPETITIONPRESENT CODE — PICTURE & STORY

(Any local or recent business can be used to show that we need to know the competition. You could also do a skit showing someone visiting the competition.)

(Show the image Know the Competition on page 20.)

Joyce is the business owner in this image. Listen for how visiting her competition helped Joyce improve her business.

Joyce noticed that many people in her area were making house repairs or building larger homes. Joyce has experience building with cement mix. She visited three different businesses. Each business sold 80 lbs. bags of cement. The cement her competition sold was a lower quality than the brand Joyce liked to use. None of the other businesses sold cement in smaller bags. They also didn’t sell tools such as measuring tapes, trowels, string or gloves to use when working with cement.

DISCUSS

• What did Joyce learn by visiting the three stores?• How could Joyce use this knowledge in her business?• How can you learn from your competitors?

ACT

A competitor is anyone who sells to the same customers as you do. A good way to ask competitors questions is to introduce yourself and explain that you are in a business class and then ask “Would you answer a few questions about your business for an assignment I am doing?”

Turn to page 8 in your workbook and read the Questions for Competitors list or brainstorm a list of questions you could ask the competition. That list could include:

• What are the best selling items?• What are your best times of day to sell?• How do you set your price?• How do you promote your business?• What are your greatest challenges?

Write down the questions that you will ask competitors in your area.

Know the Competition

21



PRINCIPLE 5:

KNOW & VALUE YOUR CUSTOMERSPRESENT CODE — STORY

(You can use any story showing someone that does or does not value a customer. You could also do a skit of someone who values, or does not value, a customer.)

Karla has run her hair salon for almost 20 years. Many of her customers will not go to anyone else. Karla values her customers. Whether male, female, young or old, they all choose Karla because she cuts and styles their hair the way they want it done.

When some of her older clients couldn’t get to her salon, Karla offered to go to their home. Karla knows her customers’ names and has a record of their contact information, what they like and don’t like, the color of hair dye they prefer, when they last had a treatment, etc. Karla’s shop is always clean and friendly. She enjoys decorating for holidays and has a little dish of candy to share with customers.

DISCUSS

• What are some of the ways Karla helps her customers feel valued?• Have you ever felt like you were a valued customer? Why?• Why is, “Who will be my customers?” such an important question?

ACT

Write down your product or service on page 9 in your workbook or in your notebook. If you haven’t decided on a product yet, choose one right now. We want you to have a product in mind for each unit.

Make a list of all the possible customers for this product you can think of. Be sure to consider the following questions.

• How often will the customers you’ve listed buy your product?• What could you do to encourage them to buy your product or service more than

once?

PRODUCT PRINCIPLES SUMMARYThe 6P’s of Business are Plan, Product, Price, Paperwork, Promotion and Process. Today we learned about Product. Turn to page 7 of your workbook. Read together the five principles of Product we discussed today:

1. Know You Are Worthy to Succeed.2. Know Yourself.3. Know What Sells.4. Know the Competition.5. Know & Value Your Customers.

Know Yourself

22

BUSINESS PLAN COMMITMENTS1. Talk to at least six customers or competitors this week. Use some of the

questions for competitors and customers we discussed.2. Choose your product or service after considering the 5 principles in this unit.


Make your commitments for the next meeting.

DISCUSS:


ACT:





• I will talk to at least six customers or competitors this week.• I will choose my product or service after considering the five principles in

this unit.




SAVINGS COMMITMENT


23

U N I T 2 : P R O D U C TCOMMIT

COMMUNITY

BU

SIN

ESS HO

ME

SELFRELIANCE

UNIT 3: PLAN

C I R C L E S O F S U C C E S S

T H R E E P L A N S

1. Plan for Business.

2. Plan for Home.

3. Plan to Serve the Community.

24


(Draw a commitment chart on the board or paper. Have each person write their name & then write yes under each commitment they kept & no for those they did not.)

Business Plan: Choose your product or service for your business. Talk to at least 6 customers or competitors.

Home Quality of Life Plan: Choose to improve a specific area from your Home Plan.



DISCUSS:

• What did you learn last week as you kept your commitments?• What problems did you have as you tried to keep your commitments?• How can we help everyone keep the weekly commitments?

ACT:

Have the person assigned to the Business Spotlight last time present their business.

PLAN INTRODUCTIONPRESENT CODE — QUOTE & PICTURE

(Write or show the following statement on the board, or have class members turn to page 10 of the workbook and read it or write it down in their notebook.)

“When We Fail to Plan, We Plan to Fail.”• What do think this statement means?• Why are plans necessary to achieve self–reliance?

(Show the picture Circles of Success on page 24. Please don’t change this code.)

DISCUSS:

• What do you see in this image?• Today we will learn how to develop three plans for self–reliance. As a reminder,

what are those three plans? (business, home and community)• Why do you think we need to develop home and community plans and not just

a business plan to become self–reliant?• How do problems in the home or community such as crime, sickness, or contention

affect your business?

ACT:

Learn how to implement the 3 plans for the MBS requirements.

The Three Plans:1. Plan for Business.2. Plan for Home.3. Plan to Serve the Community.

COMMITMENTS CHART


John C. yes yes yes

Maria T. no yes no

Your Name ? ? ?

COMMUNITY

BU

SIN

ESS HO

ME

SELFRELIANCE

25

U N I T 3 : P L A NREPORT

U N I T 3 : P L A N

PRINCIPLE 1:

PLAN FOR BUSINESSPRESENT CODE — WORKBOOK

You may remember in Unit 1 we talked about improving our businesses by applying the 6P’s of Business—Plan, Product, Price, Process, Promotion and Paperwork. Last session we learned about one of these principles, Product. In the weeks ahead we’ll learn about the other P’s.

Turn to page 56 in the resource section of your workbook. This is a sample business plan based on the 6P’s. In order to certify or earn an MBS Certificate, you will need to complete a similar plan for your own business. This plan will be based on your use of the 6P’s. It isn’t a formal document you would use to get a loan, but it will help you start or improve your business.

Turn to page 61 in the resource section of your workbook. This is a blank business plan form where you can fill in ideas for your plan. As you learn about each of the 6P’s and complete the commitments for each unit, you can use this form as a guide to improve your plan and implement your business. You will need to complete this Business Plan and submit it on the Success Platform. You can do this through online submission if you are turning in your project online, or take pictures of your manual pages and have your ambassador upload them to the Success Platform.

DISCUSS

• How could these questions help to develop your business?• What are some ways applying the 6P’s of Business will help your business grow?

ACT

Set a time to work on your blank business plan on page 61.

LEARN

Blank Business Plan

26

PRINCIPLE 2:

PLAN FOR HOMEPRESENT CODE — WORKBOOK

Turn to page 4 in your workbook to Unit 1. Look at the list of Your Life Areas that you filled out. Two lessons ago we briefly discussed your Home Plan. To help you start this plan, each of you were assigned to fill out a list of eight areas of your life that you think are important. Take a moment now to look at your list and see if you want to make any changes. If you haven’t completed your list, take a moment now to do so.

(For two minutes, have two or three participants share with the group some of the areas on their list.)

Turn to page 10 and look at the image of two bicycles.

DISCUSS

• What do you see?• If you tried to ride the bicycle on the left what would happen?• If a wheel isn’t round and balanced, can it roll forward?• Why does a well–rounded wheel work better than one that is out of balance?• Either wheel above could represent your life. What kind of wheel do you think

you would like?

Today you will create a Home Plan to help you find a more balanced life. This will be a companion to your business and community plans. To start your Home Plan, each of you will use your list of eight life areas to create and score what we call a Quality of Life Wheel.

Your Life Areas

Are You Out–of–Balance or Well–Rounded?

27

U N I T 3 : P L A N

U N I T 3 : P L A N

PRESENT CODE — PICTURE

(Show the picture Your Quality of Life Wheel on page 29.)

This is a sample Quality of Life Wheel where a person has scored herself in eight “spokes” or areas of life. As you follow the connecting red line inside the wheel you’ll see she has scored some areas low with a mark near the center of the wheel and other areas high with a mark on the outer edge. Low scores near the center mean she is unhappy with these areas, and like the bicycle wheel, her quality of life is not as round and balanced as she would like.

Turn to page 11 in your workbook. You’ll see a blank life wheel like the one at the bottom of this image. Use this blank wheel to list your eight life areas in the rectangles outside the circle.

Continue filling out your wheel by evaluating how you are doing in each of your important life areas. A mark in the:

• 5 box = I am very happy with this area of my life.• 4 box = I am usually happy with this area of my life.• 3 box = I am occasionally happy with this area of my life.• 2 box = Sometimes I am unhappy with this area of my life.• 1 box = I am unhappy with this area in my life.

Look again at the sample life wheel on the bottom of page 10 of your workbook. The person is happy with spiritual and spouse relationships and therefore marked 5, but is unhappy with education and finances and classified that section as 1. Also notice the dark line connecting the marks. Once you score all of your areas, connect your marked numbers with a line.

ACT

Connect the marks on your wheel on page 11.

• What shape does your connected line make?• If the wheel of your bicycle was the shape of your connected line, would you be

smiling and having fun?

After you write and score the eight important areas in your Quality of Life Plan, choose an area you want to work on first and think of an action step to improve that area.

In the workbook box titled Your Life Areas write action step goals for each area. Here’s an example:

Life Area #3: Financial — Action Step: Save a set amount each week.

Life Area #7: Family — Action Step: Have a weekly family night.

Right now, write action steps for each of these eight areas. These action steps are goals for you to achieve balance and improve your quality of life. These personal long-term life goals will be your Home Plan. We sometimes also call this a Quality of Life Plan.

(Invite two or three people to share their action steps with the group.)

Quality of Life Wheel

28

YOUR QUALITY OF LIFE WHEEL

29

U N I T 3 : P L A N

U N I T 3 : P L A N

SERVE YOUR COMMUNITY

Benin Lake Cleanup Project

Care Center for the ElderlyCleaning Streets Near the Market

30

PRINCIPLE 3:

PLAN TO SERVE THE COMMUNITYPRESENT CODE — PICTURE

(Show the participants the image Serve Your Community on page 30.)

DISCUSS

• What do you see in these images?• (Point to the top image.) This group in Benin organized a project to clean the

weeds and debris from the local lake, thus clearing paths for transportation and improving the environment.

• How long would it have taken one person to collect all the weeds?• (Point to the lower left image.) This group is cleaning up the streets near the

market area where members sell their products.• How do you think the group members are feeling?• (Point to the lower right image.) This group has spent days preparing a dance

and presentation for the local care center facility for the elderly. Here they are performing their dance.

• Why do you think they chose to do service when they could have been doing something else?

• How do you think these group service projects helped their community, home and businesses?

• How could giving service help our group and help others?

Each community has its own problems and needs. Meeting these needs and problems takes more time, planning, and resources than one person has, but as a group we can accomplish much more as we work together.

So far today we’ve discussed two plans: Business and Home. These are plans we each do by ourselves, but to create a plan to serve our community, we will need to work with each other. Together we can help each other and solve the community problems that affect our homes and businesses.

ACT

Let’s start making our community service plan.

• What are some problems or needs in our community? (List out all the group responses on the board or a piece of paper.)

• Is there a problem or need our group could help solve? • What is something we could do as a group service project that might help solve

this problem?• Would each of you be willing to support a service project?

As a group answer the following questions and list the answers on page 12 of your workbook.

• What do we want to do for a group service project?• When? Where? What’s your part?

Have fun and get it done!

31

U N I T 3 : P L A N

U N I T 3 : P L A N

PLAN PRINCIPLES SUMMARYThe 6P’s of Business are Plan, Product, Price, Paperwork, Promotion and Process. Today we learned about Plan. Turn to page 10 of your workbook. Read together the three principles of Plan we discussed today:

1. Plan for Business.2. Plan for Home.3. Plan to Serve the Community.

BUSINESS PLAN COMMITMENTSThis week’s Business Plan Commitment or homework assignment is to develop your Home and Community Plans.

1. I will complete my Quality of Life Wheel (Home Plan) and consider how I can improve.

2. I will plan a community service project with the group.

BUSINESS SPOTLIGHT FOR NEXT WEEK(Choose someone to present their business to the group during the Spotlight time at the beginning of the meeting next time. Remember to use the Spotlight 6P’s Business Checklist on page 44 of your workbook.)

ACTION PARTNERSAre you contacting your Action Partner during the week? A text, call or visit help each of us keep our commitments. For variety you can pick a new Action Partner each time, or keep pairing up with someone you work well with.

MBS REQUIREMENTSRemember that to certify you must prepare a Business Plan, a Home Plan, and a Community Plan. Fill out the blank business plan on page 61 of your workbook as you discuss each principle each class.

32



DISCUSS:


ACT:





• I will complete my Quality of Life Wheel (Home Plan) and consider how I can improve each area of my life.

• I will plan a Community Service Project with the group.




SAVINGS COMMITMENT


33

U N I T 3 : P L A NCOMMIT

UNIT 4: PAPERWORK–HOME BUDGETING

1. Separate Business & Personal Money.

2. Pay Yourself a Salary or Commission.

3. Don’t Steal from Your Business.

4. Save Regularly.

5. Make & Follow a Personal Budget.34


(Have the participants fill out the commitment chart and report on their progress.)

Business Plan: Complete your Quality of Life Wheel and plan a Community Service Project.




DISCUSS:


ACT:


PAPERWORK–HOME BUDGETING INTRODUCTIONPRESENT CODE — PICTURE & STORY


1. Separate Business & Personal Money.2. Pay Yourself a Salary or Commission.3. Don’t Steal from Your Business.4. Save Regularly.5. Make & Follow a Personal Budget.

Aesop, the ancient Greek author of fables, told the story of the Goose with the Golden Egg. “One day, a poor farmer found a glittering yellow egg in his goose’s nest. It was heavy like a stone and he was tempted to throw it away, thinking that someone had played a trick on him. But instead, he took it home and discovered that the egg was pure gold. The next day, he found another golden egg, and the same was true every day.

He became rich from selling the golden eggs, but then he grew greedy. One day, he wanted more than just one egg. So, he killed the goose and cut it open to find more, but of course he discovered no eggs inside the goose.”

DISCUSS:

• What happened when the farmer wanted more than the goose could give?• If your business is the goose, what are some of the things you could do to kill

your business?

ACT:

Today we will discuss important principles so that you won’t kill your business. That way it keeps laying golden eggs (making a profit).

COMMITMENTS CHART


John C. yes yes yes

Maria T. no yes no

Your Name ? ? ?

35

U N I T 4 : P A P E R W O R K — H O M E B U D G E T I N GREPORT

U N I T 4 : P A P E R W O R K — H O M E B U D G E T I N G

PRINCIPLE 1:

SEPARATE BUSINESS & PERSONAL MONEYPRESENT CODE — VIDEO

(Show the video “Don’t Kill the Chickens: Part I” https://www.interweavesolutions.org/videocodes/. If you cannot show the video, turn to page 13 in the workbook and read aloud the video summary.)

DISCUSS

• What would you do?• Have friends or family ever asked for money from your business?• Maria’s brother wants some money, but if she gives it to him it will hurt her

business. What should Maria do?

MATEO: Maria. Look at all the eggs. Your business is doing well.MARIA: Yes, all the hard work is starting to pay off.

MATEO: I finally found an apartment for my family. But it costs 1000 to move in. I don’t quite have enough money right now. Will you help me?

MARIA: I want to help, Mateo. But I’d have to butcher and sell all my chickens…

What should Maria do?

DON’T KILL THE CHICKENS: PART I VIDEO SUMMARY

LEARN

36


(Show the video “Don’t Kill the Chickens: Part II” https://www.interweavesolutions.org/videocodes/. If you cannot show the video, turn to page 13 in the workbook and read aloud the video summary.)

DISCUSS

• When friends or family need money, like Maria’s brother, what should we do?• Why is it important to separate your business and personal money?• How are you going to separate your business and personal finances?

ACT

Decide what you will do to separate you business and personal money.

If you work at a hotel, can you take money from it any time you want? Could your brother take money when he needs it?

Separate places and separate records. But how do you get money out of your business for your family?

Someone might end up in jail, because that’s not right. So, don’t do this in your own business.

Pay yourself a wage or a commission, just as if you worked for someone else. This becomes your personal income.

Here is the key. You and your business are different. There must be separate places to keep business money and personal money.

This simple step will protect both you and your business. Separate your business and personal money.

DON’T KILL THE CHICKENS: PART II VIDEO SUMMARY

37



PRINCIPLE 2:

PAY YOURSELF A SALARY OR COMMISSIONPRESENT CODE — VIDEO

(Show the video “Don’t Kill the Chickens: Part III” https://www.interweavesolutions.org/videocodes/. If you cannot show the video, turn to page 14 in the workbook and read aloud the video summary.)

DISCUSS

• Why is sharing from her personal savings better for Maria than taking from the business?

A salary is a set amount we take from the business regardless of how well the business is doing. A commission is a percentage of the sale or sales we make in a day or week. We need to pay ourselves a salary or commission so we have our own money. We help others using money from our personal salary and commission and not from what the business earns.

ACT

Write or draw in your workbook on page 14 how you will pay yourself a salary or commission. Share with the group what you wrote.

MARIA: Mateo, if I butcher and sell my chickens, then I won’t have eggs to sell. My business will go under and I won’t be able to feed my family.

MARIA: I do have 200 in my personal savings I could give you. Would that help?MATEO: Actually, that would help a lot.

MATEO: Thank you so much, Maria.MARIA: You’re welcome. I’m glad I could help you a little.

DON’T KILL THE CHICKENS: PART III VIDEO SUMMARY

38

PRINCIPLE 3:

DON’T STEAL FROM YOUR BUSINESSPRESENT CODE — SKIT

(Invite two people to the front of the group. Give one person a piece of paper with the word “OWNER” written on it. Give the second person two pieces of paper, one with the words “Sweets and Treats, CANDY BUSINESS” on it and the other piece of paper with a drawing of a candy.

Point out that the owner is different than the business. They are two separate entities. Now ask a third person to pretend to be the child of the owner and ask for candy. Have them act out “yes” first and then “no.” Which is better?)

If the owner takes candy from the business without paying for it they are “stealing” from the business.

DISCUSS

• Why is it so important not to give away your product even to family?• What can the owner do if they let their child have some candy?

When we take product (sometimes called inventory) from our store and don’t pay for it we are robbing from our own business. We won’t have the money to buy new product or pay ourselves a wage or commission. If you give something from your store to someone, you need to pay back your business with your own personal money.

ACT

In your workbook on page 14 write or draw how you will avoid stealing from your business.

39



PRINCIPLE 4:

SAVE REGULARLYPRESENT CODE — SHOW

(Show a piggy bank, envelope, small box and/or a water bottle with a taped on title called SAVINGS.)

What are these things examples of? (places to save money).

People save money when the security and freedom of extra money is more important to them than the thrill of spending. There are many ways to save money. For example, people save money by eating less, walking more, turning off lights, savings coins in a jar or sharing tools.

DISCUSS

• What have you done so far to save? • How can you make it a habit to save?

ACT

In your workbook on page 14, write or draw the things you will do to make a habit to save. Decide where you will keep your savings. Save Regularly

40

PRINCIPLE 5:

MAKE & FOLLOW A PERSONAL BUDGETPRESENT CODE — WORKBOOK

Turn to page 15 in your workbook and follow along as you read aloud about Maria’s budget.

Maria pays herself 2000 a month from her chicken business even if she earns more. This is her budget for January. It has one column for what she plans to spend and one column for what she actually spent.

Before the month starts she fills out what she plans to spend. Then she writes what she actually spent after the month is over. With a partner read the budget to see how Maria did.

DISCUSS

• How did Maria do in the month of January?• How did she adjust her plan?• Why is it important to have a personal budget?

ACT

Write your planned budget for next month. Turn to page 46 in your workbook and take time now to write down what you plan to spend next month. Then, during the month, keep track of what you earn and spend, and see how well you did.

Maria’s Budget PLAN ACTUALIncome 2000 2000ExpensesDonations 200 200Savings 200 200Rent 500 500Utilities 80 80Food 450 420Clothing 50 0School 200 200Transportation 50 50Medical 100 250Insurance 100 100Entertainment 70 0Other:Other:Total Expenses 2000 2000Total Income 2000 2000

Your Budget PLAN ACTUALIncomeExpensesDonationsSavingsRentUtilitiesFoodClothingSchoolTransportationMedicalInsuranceEntertainmentOther:Other:Total ExpensesTotal Income

41



PAPERWORK—HOME BUDGETING PRINCIPLES SUMMARYThe 6P’s of Business are Plan, Product, Price, Paperwork, Promotion and Process. Today we learned about Paperwork. Turn to page 13 of your workbook. Read together the five principles of Paperwork—Home Budgeting we discussed today:

1. Separate Business & Personal Money.2. Pay Yourself a Salary or Commission.3. Don’t Steal from Your Business.4. Save Regularly.5. Make & Follow a Personal Budget.

BUSINESS PLAN COMMITMENTS1. I will separate my personal and business money.2. I will create and follow a personal budget.



MBS REQUIREMENTSRemember that to certify you must prepare a business plan, a home plan, and a community plan. Fill out the blank business plan on page 61 of your workbook as you discuss each principle each class. If completing your MBS project online, begin to write your plan into the Success Platform to qualify for your MBS Certificate.

42



DISCUSS:

• How will you keep your personal records?• Will anyone share their quality of life commitment?• Which commitment will be the easiest to keep for you this week?• Which commitment will be the hardest?

ACT:





• I will separate my personal and business money.• I will create a personal budget and follow it.




SAVINGS COMMITMENT


43

U N I T 4 : P A P E R W O R K — H O M E B U D G E T I N GCOMMIT

UNIT 5: PAPERWORK–BUSINESS

1. Keep Records.

2. Record Income & Expenses at the Point of Sale.

3. Make an Income & Expense Log.

4. Create an Income Statement.

5. Avoid Selling on Credit.44



Business Plan: I will separate my personal and business money. I will create and keep a personal budget.




DISCUSS:

• What did you learn last week as you kept your commitments?• What problems did you have as you tried to keep your commitments?• What can we do to help everyone keep our weekly commitments?

ACT:


PAPERWORK INTRODUCTIONPRESENT CODE — PICTURE & STORY


1. Keep Records.2. Record Income & Expenses at the Point of Sale.3. Make an Income & Expense Log.4. Create an Income Statement.5. Avoid Selling on Credit.

DISCUSS:

• What do you see in this picture?• Is this boat going to float?• Would you feel comfortable with this boat in the middle of the ocean?• What would you need to know before taking this boat on a long journey?

This boat is like your business. You need to know some things about the boat and your business to make sure they will float before you take them into deep water. Like the boat you need to know some things about your business before you invest money, take out a loan or create a lot of fixed costs. Paperwork provides tools you can use to make sure your business will float.

ACT:

Learn the five principles of Paperwork for Business.

COMMITMENTS CHART


John C. yes yes yes

Maria T. no yes no

Your Name ? ? ?

45

U N I T 5 : P A P E R W O R K — B U S I N E S SREPORT

U N I T 5 : P A P E R W O R K — B U S I N E S S

PRINCIPLE 1:

KEEP RECORDSPRESENT CODE — VIDEO

(Show the video I Don’t Know https://www.interweavesolutions.org/videocodes/. If you cannot show the video, turn to page 16 in the workbook and read aloud the video summary.)

DISCUSS

• How could records help Daniel know if he had paid Max or not?• How could Daniel keep track of what style, color and number of chairs a customer

wanted and when they were going to pick them up?• What are some other records that would be helpful for a carpenter to keep?• What are some records your business should keep?

ACT

Turn to page 21 and write or draw at least three things your business should record. Then decide how you will keep track of those three things and where you are going to keep those records so you can always use them.

LEARN

MAX: Daniel, I need to be paid for the job I did last week.DANIEL: I’m sure I paid you.

JAMES: You think so? What do you mean?DANIEL: Well, I haven’t kept any records. I’m busy making furniture.

MAX: The other guy I work for writes every-thing down. Do you have any records to show you paid me?DANIEL: No.

JAMES: You don’t write down your expenses or income to calculate profit and loss?DANIEL: James, I’m a carpenter, not an accountant.

JAMES: Good to see you, Daniel. You look busy. Have you made any profit?DANIEL: Yes, I think so.

JAMES: Daniel, going forward, you must keep records of everything so you will know if your business is successful or not.

I DON’T KNOW VIDEO SUMMARY

46

PRINCIPLE 2:

RECORD INCOME & EXPENSES AT THE POINT OF SALEPRESENT CODE — SKIT

(Have a participant come to the front of the room. She will be a store owner of “Stuff”, a store that sells lots of things. Give her a handful of paperclips, pieces of paper, pin, candies, or any small items she can “sell”. Make up a price for each item. .20 for a piece of paper, .10 for a candy, etc. Rip up several pieces of paper in small pieces and say that each of these small pieces of paper are worth .05 and give some pieces to several participants.

Now have several participants come up to the “Stuff” store and “buy” the items giving her small scraps of paper as “money”. “I want 3 candies so here are 6 pieces of my money paper.” Have them come up fast and at the same time so that it will be hard to remember everything that was sold.

Ask the “Stuff” store owner how much she made today in total. Then, ask her how much she made on each item.

The purpose of the skit is to show the importance of recording the income and expenses each day.)

If you don’t sell a lot of items quickly during the day then you can just keep your Income and Expense Log next to you right at the point of sale.

Here are some ways to record income at the point of sale:

1. Make a product list and make tally marks during every sale and expense.2. Keep your Income and Expense log at the point of sale and record all sales.3. Have an app or cash register that tracks all sales and expenses.4. Keep paper receipts of all sales and purchases. Total them up at the end of the

day and enter them into your Income and Expense log.

You need to always keep a record of income & expense at the moment of the sale.

DISCUSS

• How would having a list of all of the products and marking the sales help the store owner keep track of what she sold?

• What is the advantage of knowing what you sold and spent each day?• What is the best way for you to keep records at the point of sale?

ACT

On page 16 in your workbook write how you will keep records at the point of sale.

47



PRINCIPLE 3:

MAKE AN INCOME & EXPENSE LOGPRESENT CODE — WORKBOOK

Turn to page 17 in your workbook to the example of Carl’s Tree Trimming Business and look at the Income & Expense Log for the month of March.

The purpose of an Income & Expense log is to know our Cash Balance by tracking all money coming in and money going out.

An income & expense log records ALL of your business transactions, and should have the following columns: Date, Description, Expense, Income, and Balance. Point to them in Carl’s Income & Expense log as we read them:

Date—The date we received or spent the money

Description—How we earned money or who we paid money to

Expense—The amount we spent, putting a minus sign in front of the number helps us remember to subtract that amount from the cash balance.

Income—The amount we received, we add this to the cash balance.

Balance—The amount we have in our cash box or business bank account

Note where Carl put the date, the description, writes his expenses, his income, and the balance in his cash box.

Income & Expense Log (March 1–31)

Date Description Expense Income Balance

Starting Cash Balance +1500

3/2 Ralph Jones Tree Trim +200 +1700

3/10 Truck Repair -100 +1600

3/16 Wages Miguel (2/30-3/15) -500 +1100

3/19 Pablo Ortega Tree Trim +400 +1500

3/22 Brown’s Orchard Trim +1000 +2500

3/29 Chainsaw Supply Store -1500 +1000

3/30 Ward Stump Removal +400 +1400

Ending Cash Balance +1400

CARL’S TREE TRIMMING BUSINESS

1

1

3

3

2

2

5

5

4

4

48

DISCUSS

• How much cash did Carl start with? (Starting Cash Balance: 1500)

On March 2 Carl earned 200 trimming Ralph Jones’ trees.

• How did that effect Carl’s Cash Balance? (Up from 1500 to 1700)• On March 16 how much did Carl pay Miguel? (500)• Why did Carl pay Miguel? (Wages)

On March 22 Carl started out with 1500 in his cash balance then he worked at Brown’s Orchard for 12 hours. (Point to how much he earned.) In the income column he wrote 1000. Then he added the 1000 to his cash balance.

• What is his cash balance at the end of the day? (1500+1000=2500)

• What day did Carl buy a new chainsaw? (3/29)

• How much did it cost? (1500)• Carl wrote –1500 in the expense column.

What was his cash balance before he bought the chainsaw? (2500)

• What was his balance after he bought the chainsaw? (2500-1500=1000.)

An income & expense log is a common business form. We should use it every day to record the money coming in and the money going out of our businesses. This way we can always know exactly how much cash we have on hand or our Cash Balance.

Plan to keep an Income & Expense Log for your business.

• How much was Carl’s beginning cash balance?• What is Carl’s cash balance at the end of March?• Does Carl have more money or less money than when he started the month?• Is Carl’s business sinking or floating?• From what we have discussed so far would you say Carl is ready to sail his

business boat into deeper water?• Why or why not?• How will you keep your Income & Expense log?

ACT

Write in your workbook how you will keep your Income and Expense Log. Look in your workbook on page 48 at the blank Income & Expense log. You can use this blank form to start keeping records.

49



PRINCIPLE 4:

CREATE AN INCOME STATEMENTPRESENT CODE — WORKBOOK

Using Carl’s Income and Expense Log we can make an Income Statement. An Income statement is another important business tool. It takes all of the income and expenses from a month, quarter or year to determine if you made a profit during that time period. An income statement shows Income, Expenses, and Profit or Loss. Remember, the purpose of an Income Statement is to see if the business made a Profit or experienced a Loss.

Turn to page 18 in your workbook and look at the Income Statement for Carl’s Tree Trimming Business.

An Income Statement puts similar entries into categories so you know how much you are spending or receiving in specific areas. Notice how all of the “Tree Trim” income and “Truck Repair” expenses are grouped together on Carl’s Income Statement.

DISCUSS

• How much did Carl pay to get his truck fixed this month?• How much did Carl earn trimming trees this month?• What was the total income Carl earned from March 1 to March 31?• What were Carl’s total expenses?• How much more did Carl spend than he earned?

Income Statement (March 1–31)


Income

Tree Trimming +1600

Stump Removal +400

Total Income +2000

Expenses

Truck Repair -100

Wages Miguel -500

Chainsaw Supplies -1500

Total Expenses -2100

Profit (or Loss) -100


Income & Expense Log (March 1–31)



3/2 Ralph Jones Tree Trim +200 +1700

3/10 Truck Repair -100 +1600

3/16 Wages Miguel (2/30-3/15) -500 +1100

3/19 Pablo Ortega Tree Trim +400 +1500

3/22 Brown’s Orchard Trim +1000 +2500

3/29 Chainsaw Supply Store -1500 +1000

3/30 Ward Stump Removal +400 +1400


CARL’S TREE TRIMMING BUSINESS

50

ACT

Make a Practice Income & Expense Log and Income Statement. Turn to page 18 in your workbook to the blank practice Income & Expense Log and Income Statement. Think of the expenses and income you have in your business. Put those in the expense log below. Put the amounts into the Expense or Income categories. If you can’t remember exact figures then guess or make up some numbers. Be sure to put in a starting and ending balance. Remember, this is only a practice.

To make your Income Statement, look at your Income & Expense Log and determine which transactions are of the same type. For example, you may have several entries for food, or commissions. Group together the expenses or income of the same category and put them on one line of the Income Statement. Make sure all of the log entries are included in your Income Statement.

• Did you make a profit on your practice Income Statement?• Usually income statements are made monthly. Why would it be helpful to have

an income statement each month?• What will be your greatest challenge in keeping an Income and Expense Log

and making an Income Statement monthly?• How can we help each other keep these records in our own businesses?

Income Statement ( )date

Starting Cash Balance

Income

Total Income

Expenses

Total Expenses

Profit (or Loss)

Ending Cash Balance

Income & Expense Log ( )date



Ending Cash Balance

PRACTICE INCOME & EXPENSE LOG AND INCOME STATEMENT

51



PRINCIPLE 5:

AVOID SELLING ON CREDITPRESENT CODE — EXPLANATION

(Have the person who had the “Stuff” store come up again. Have her offer her items to sell again, but this time have several people come up asking for credit. “Ill pay you later.” Put it on my tab.” etc. Then explain the following:)

When you give a person your product and they say they will pay you later, you are selling on credit. This is dangerous to your business. Read the following reasons to avoid credit:

DISCUSS

• What is credit?• Are there times we should offer credit? When and why?

ACT

On page 19 of your workbook write or draw your policy on credit for your business.

PAPERWORK—BUSINESS PRINCIPLES SUMMARYThe 6P’s of Business are Plan, Product, Price, Paperwork, Promotion and Process. Today we learned about Paperwork. Turn to page 16 of your workbook. Read together the five principles of Paperwork — Business we discussed today:

1. Keep Records.2. Record Income & Expenses at the Point of Sale.3. Make an Income & Expense Log.4. Create an Income Statement.5. Avoid Selling on Credit.

People don’t pay you like they promise to. You lose time and money trying to collect the debt they owe you.

Credit is harder to record because no money goes into your cash box. You need to keep a separate record of money you are owed called “Accounts Receivable.”

If you have taken out a loan for your business and then start giving credit without charging interest then you are losing money.

PEOPLE DON’T PAY HARD TO KEEP RECORDS COSTS YOU MONEY

52



DISCUSS:


ACT:





• I will develop a plan to record sales at the point of sale.• I will keep an Income & Expense Log for my business.• I will create an Income Statement for my business from last month.




SAVINGS COMMITMENT


53

U N I T 5 : P A P E R W O R K — B U S I N E S SCOMMIT

UNIT 6: PRICE

1. Know the Cost of Your Product or Service.

2. Reduce Costs.

3. Increase Prices or Sales by Adding Value.

4. Have More Than One Supplier.

54



Business Plan: I will record my sales and expenses at the point of purchase.

I will keep an Income & Expense Log for my business.

I will create an Income Statement for my business for last month.

Home Quaility of Life Plan: Choose to improve a specific area from your Home Plan.



DISCUSS:


ACT:


PRICE INTRODUCTIONPRESENT CODE — PICTURE & STORY


1. Know the Cost of Your Product or Service.2. Reduce Costs.3. Increase Prices or Sales by Adding Value.4. Have More Than One Supplier.

John sells fish. He buys raw fish from the dock for a dollar each. He cooks the fish and sells them for a dollar each. He pays a friend to transport the fish from the dock to a stall he rents in the market. Everyone loves to eat John’s fish. He sells all of his fish every day. But John is having a hard time making a living. He doesn’t even have enough money to pay his stall rent this month. John wonders, “How can I make more money?” He decides to make more trips to the fish market in order to sell more fish each day.

DISCUSS:

• Would more trips to the fish market help John make more money?• Why should we find out what the full cost of our product or service is before we

set the price?

ACT:

Learn the four principles of Price.

COMMITMENTS CHART


John C. yes yes yes

Maria T. no yes no

Your Name ? ? ?

55

U N I T 6 : P R I C EREPORT

U N I T 6 : P R I C E

PRINCIPLE 1:

KNOW THE COST OF YOUR PRODUCT OR SERVICEPRESENT CODE — WORKBOOK

Knowing the true cost of producing and selling John’s product will help him make a profit.

John has other costs besides just the cost of fish.

Turn to page 20 in your workbook to discuss the following four paperwork forms: Current, Reduce Costs, Increase Prices, and Reduce Costs & Increase Prices. Let’s look at the Current log and statement and answer some questions.

DISCUSS

• How much income does John earn if he sells 300 cooked fish?• How much do 300 raw fish cost John?• What are John’s other costs (or expenses)?• Is John making a profit or losing money?

ACT

To make a profit, you need to know all of your costs before you set the price of your product or service. Turn in your workbook to page 20 and take the next two minutes and write down as many of your business costs as you can think of.

Share with the group some of the costs you wrote down. After hearing others’ business expenses, can you think of any more costs you should write down?

LEARN

56

Income Statement


Income

Cooked Fish Sold +300

Total Income +300

Expenses

Raw Fish -300

Supplies -20

Rent -60

Transport -20

Total Expenses -400



Income & Expense Log



300 Raw Fish -300 +200

Market Stall Rent -60 +140

Cooking Oil -5 +135

Transport -20 +115

Spices and Paper -5 +110

Fuel -10 +100

300 Cooked Fish Sold +300 +400


JOHN’S FISH BUSINESS: CURRENT

PRINCIPLE 2:

REDUCE COSTSPRESENT CODE — WORKBOOK

As a group choose three of the costs you discussed. Let’s learn how we can reduce these costs.

Read aloud the warning on page 21 in your workbook.

DISCUSS

• What are some fixed costs that business owners can have?• How can you avoid or reduce these fixed costs?

John decides to reduce his costs. He finds a fisherman who will sell him fish for .50 each instead of 1.00. Look at the Reduce Costs form in your workbook.

ACT

Commit to look for ways to reduce your business costs.

WARNING!Many people think that to start a business they need a loan, an office, or employees. Expenses like these are called Fixed Costs. You must pay fixed costs whether you make money in your business or not. Fixed costs are hard to reduce. Successful small businesses have as few fixed costs as possible.

57


Income Statement


Income


Total Income +300

Expenses

Raw Fish -150

Supplies -20

Rent -60

Transport -20

Total Expenses -250

Profit (or Loss) +50





300 Raw Fish -150 +350


Cooking Oil -5 +285

Transport -20 +265


Fuel -10 +250



JOHN’S FISH BUSINESS: REDUCE COSTS


PRINCIPLE 3:

INCREASE PRICES OR SALES BY ADDING VALUEPRESENT CODE — WORKBOOK

After 2 months, the fisherman John was getting his fish from got sick and couldn’t sell him fish at .50 any more. In order to stay in business, John went back to getting his fish from the dock for 1.00 again. To make a profit John decided to increase the price for his cooked fish to 1.50. He still sold all of his cooked fish.

Turn to page 22 in your workbook and look at the Increase Price form.

DISCUSS

• Looking at the Increase Price form in your workbook, how much did John increase the price of his cooked fish?

• How much income does John get when he sells 300 cooked fish?• Is John losing money or making a profit?

58

Income Statement


Income


Total Income +450

Expenses

Raw Fish -300

Supplies -20

Rent -60

Transport -20

Total Expenses -400






300 Raw Fish -300 +200


Cooking Oil -5 +135

Transport -20 +115


Fuel -10 +100



JOHN’S FISH BUSINESS: INCREASE PRICE

After a week the sick fisherman’s son came to John and offered to sell John fish for .50 each again. The son also promised to transport the fish to John’s market stall at no additional cost.

DISCUSS

• Looking on page 22 at the last box, Reduce Cost & Increase Price, what is John’s cost for 300 raw fish?

• What is his cost for transport?• How much do all of John’s costs total now?• Should John accept the fisherman’s son’s offer? Why or why not?

ACT

Turn to page 23 in your workbook. Write or draw different ways you can reduce costs or increase prices for your business.

PRESENT CODE — PICTURE & STORY

(Show the participants the image Happy Fish Platter on page 61.)

This is a picture of how John sells his cooked fish today. He calls it his “Happy Fish Platter.” What would you guess John’s Happy Fish Platter sells for?

John has always kept his stall area clean and attractive. He even placed pots of flowers around his stand. He bought a deep fryer and added french fries (chips) to his cooked fish

Happy Fish Platter

59


Income Statement


Income


Total Income +450

Expenses

Raw Fish -150

Supplies -20

Rent -60

Transport -0

Total Expenses -230






300 Raw Fish -150 +350


Cooking Oil -5 +285

Transport -0 +285


Fuel -10 +270



JOHN’S FISH BUSINESS: REDUCE COSTS & INCREASE PRICE


and he raised the price to 3.00. John always sold all of his fish but he became so busy that it was hard to cook and wait on the customers himself. So, John decided to hire a helper to wait on customers and clean up. In order to keep making a profit John had to raise the price of his fish to 6.00. Some customers complained but he still sold out of all of his fish.

John added a table and some chairs so that his customers could sit down. John’s stand was near a historical statue that tourists came to see. Sometimes tourists would want to sit on John’s chairs and rest. They often asked John about his fish, but they wanted to pay with a credit card.

John’s brother–in–law offered to work with John and get more tables and chairs. John got an app for his phone that made it possible for tourists to pay with a credit card. He also started using real china plates and introduced a salad and a special sauce that tastes great with fish. He still sells all his fish every day.

At the Happy Fish Restaurant John now charges 12.00 for the Happy Fish Platter. Because John added value to his product, he was able to raise the price from 1.00 when he started to 12.00 now.

DISCUSS

• How did John add value?• How can you add value to your product or service?

ACT

Turn to page 23 in your workbook. Write or draw what you can do to add value to your business.

PRINCIPLE 4:

HAVE MORE THAN ONE SUPPLIERPRESENT CODE — VIDEO

(Show the video Don’t Close Your Business: Part 1 https://www.interweavesolutions.org/videocodes/. If you cannot show the video, turn to page 22 in the workbook and read aloud the video summary.)

JOSEPHINE: Hey Grace. What’s the matter?GRACE: I have to close my business.PRISCILLA: Oh Grace, I am so sorry. But why?

GRACE: The man I buy pure water from just raised his prices. I used to buy from him for 7.00 and sell for 10.00. But now he’s raised his price to 10.00!

PRISCILLA: Grace, Have you talked to him?GRACE: I haven’t. Why would I? His prices are his prices.

DON’T CLOSE YOUR BUSINESS: PART I VIDEO SUMMARY

60

HAPPY FISH PLATTER

61



Let’s learn what Grace can do so that she doesn’t have to close her business.

Our suppliers are the people that provide us with the materials for our products. It is important to talk to our suppliers and make sure we get the very best price.

DISCUSS

Important things to ask suppliers:

ACT

Who are your suppliers? Turn to page 24 in your workbook. Write down your current and potential suppliers and choose some of the questions you will ask them.

Get with a partner and tell each other what your businesses are. Now, one of you pretend to be the supplier of the other. Take turns practicing asking these questions.

PRICE PRINCIPLES SUMMARYThe 6P’s of Business are Plan, Product, Price, Paperwork, Promotion and Process. Today we learned about Price. Turn to page 13 of your workbook. Read together the five principles of Price we discussed today:

1. Know the Cost of Your Product or Service.2. Reduce Costs.3. Increase Prices or Sales by Adding Value.4. Have More Than One Supplier.

BUSINESS PLAN COMMITMENTS1. Before the next meeting calculate the true cost of your product or service.2. Think of two ways you can add value or reduce costs to increase your profit.

• How much do you charge?• Do you offer any discounts?• Do you sell on credit or cash?

• Who are your competitors?• Why are you my best option?• How much can you supply?

PRISCILLA: You need to talk to him and tell him you are one of his most important customers. Always talk to your suppliers and ask for the lowest price.

JOSEPHINE: And remember you have other options. I know somebody that can sell water to you for 5.00. I will introduce you to them, okay?

GRACE: Please do! And I will talk to my supplier. Thank you, girls. I will see you later.PRISCILLA: See you later. Bye now.

DON’T CLOSE YOUR BUSINESS: PART II VIDEO SUMMARY

62



DISCUSS:


ACT:





• I will calculate the true cost of my product or service this week.• I will find at least two ways to add value or reduce costs to increase my

profit.




SAVINGS COMMITMENT


63

U N I T 6 : P R I C ECOMMIT

UNIT 7: PROCESS

1. Know Your Process.

2. Constantly Improve Your Process.

3. Hire Slow & Fire When Necessary.

4. Use Time Wisely.

64


(Draw a commitment chart on the board or paper. Have the participants fill out the chart and report on their progress.)

Business Plan: Find at least two ways to add value or reduce costs to increase my profit.

Calculate the true cost of my product or service.

Home Quaility of Life Plan: Choose to improve a specific area from your Home Plan.


(Recognize those who kept their commitments and encourage those who did not.)

DISCUSS:


ACT:


PROCESS INTRODUCTIONPRESENT CODE — PICTURE & STORY


1. Know Your Process.2. Constantly Improve Your Process.3. Hire Slow & Fire When Necessary.4. Use Time Wisely.

This is Hafize from Turkey. She has made clothing to sell for 15 years. Until she joined a self–reliance group she wasn’t sure if she made a profit and felt like her business just wasn’t growing. Her products weren’t organized.

Hafize learned the principle of Process, and began to think about how she ran her business. She organized her inventory and improved how she collected money and how she paid herself.

“Ever since I analyzed and improved my payment and records process, I have been able to save money each month. My business is finally growing.”

When she analyzed and then improved her business processes, her profits went up.

DISCUSS:

• What is a business process?• How can knowing and improving our business process help us grow our business?

ACT:

In this Unit, learn to improve your Business Process.

COMMITMENTS CHART


John C. yes yes yes

Maria T. no yes no

Your Name ? ? ?

65

U N I T 7 : P R O C E S SREPORT

U N I T 7 : P R O C E S S

PRINCIPLE 1:

KNOW YOUR PROCESSPRESENT CODE — PICTURE

(Show the picture A Business Process on page 67.)

DISCUSS

• What do you see in this picture?• What product do these women sell?• What are the steps they take to make and sell their product?

ACT

(On the board or paper, draw the basic process of the women in the picture.)

PRESENT CODE — WORKBOOK

Turn to page 25 in your workbook to see another example of a business process.

DISCUSS

• What are the steps in the banana chips business shown?

ACT

On page 25 of your workbook, write or draw your current process for getting your product or service from raw material to the market.

LEARN

A Business Process

COOKBUY PACKAGE SELLPREPARE

66

Raise Sheep

Shear Sheep

Spin Wool

Weave Rug

Bring Rug to Market

Sell Rug to

Customer

A BUSINESS PROCESS

RAISE SHEEP

SELL RUG TO CUSTOMER

SPIN WOOL

SHEAR SHEEP

BRING RUG TO MARKET

WEAVE RUG

67



PRINCIPLE 2:

CONSTANTLY IMPROVE YOUR PROCESSPRESENT CODE — EXPLANATION

If we are constantly trying to improve our processes we will improve our products, get more customers and earn more money. Here is a list of processes that we can constantly try to improve:

DISCUSS

Here is a list of questions that we should ask ourselves in order to constantly improve our Process.

For obtaining our product or service:

• Do we have several suppliers?• Where do we get our raw materials?• Can we improve transportation or delivery?

For making or improving our product or service:

• How do we add value?• Are we closer, cleaner or faster for the customer than our competition?

For promoting or marketing our product or service:

• Could we package it better?• Could we sell in bulk?• Could we clean our area more?

For how our customers pay for our product or service:

• Can customers use credit cards?• Can they get legal receipts?

ACT

Turn to page 25 of your workbook. Pick one or two of the steps on your process and write down a way you could improve that step.

Sometimes it is difficult for us to see ways to improve our processes. Listening to customers, visiting other businesses and asking friends are all ways to improve your processes. In groups of two or three, take turns sharing your process and some ways you can improve. Ask for feedback and ideas from each other.

68

PRINCIPLE 3:

HIRE SLOW & FIRE WHEN NECESSARYPRESENT CODE — STORY

Remember employees are a Fixed Cost. That means you need to pay them, whether you made a profit or not. Make sure you really need an employee before hiring one. Often we can get a one time contract, pay a commission or have family members help when needed.

Rana asked her cousin Sara for a job. Sara is very busy in her shop so she hired Rana to help with customers and clean up. In less than a week, problems developed between Rana and Sara. Rana would ignore or disagree with the customers. She sometimes slept on the job. She ignored Sara’s instructions and refused to come in during the busiest hours. Sara became discouraged and unhappy with her cousin’s work.

DISCUSS

• What can Sara do to resolve the problems with Rana?• When should Sara fire Rana?• Can you fire relatives and friends?• When should you hire an employee?

ACT

As a group make a list of things we should do or ask before hiring an employee. Then turn to page 26 in your workbook and write or draw your process for hiring, training and firing employees.

PRINCIPLE 4:

USE TIME WISELYPRESENT CODE — STORY

Once there was a man who claimed to be an expert in time management. He approached a major company in the USA and offered to teach the president three steps to make him successful in the use of his time. If the president implemented them and thought the steps useful, he should pay the man what he thought it was worth. The man returned thirty days later. The president said that he had implemented the steps and had made a huge impact on his productivity. He wrote the consultant a check for $10,000.

When can we fire family or friends?

69



These are the three steps:

1. List Tasks—Each morning make a list of things that need to be done.

2. Set Priorities—Put a 1, 2, 3, 4, etc. after each task with the 1 being the most important. If you have more than one high priority, choose the order of the most important things to get done that day.

3. Act—Do the highest priority first. Complete the task or complete it as much as you can. Then keep working down the list.

Don’t worry if you don’t complete your list. You will always be working on the most important tasks of the day.

DISCUSS

• Why is managing your time so important?• How can you decide what is most important each day?

ACT

Turn to page 26 of the workbook. Make a list of things that need to be done tomorrow. Put a 1, 2, 3, etc. beside each item with the 1 being the most important. Make a commitment to follow the list tomorrow.

PROCESS PRINCIPLES SUMMARYThe 6P’s of Business are Plan, Product, Price, Paperwork, Promotion and Process. Today we learned about Process. Turn to page 25 of your workbook. Read together the four principles of Process we discussed today:

1. Know Your Process.2. Constantly Improve Your Process.3. Hire Slow & Fire When Necessary.4. Use Time Wisely.

BUSINESS PLAN COMMITMENTS1. Implement two things to improve your business process.2. Make and use a to–do list this week.

MBS REQUIREMENTSRemember to add all your process improvements to your business plan. You will need to turn in your Business Plan on myPlatform before you can receive your MBS Certificate.

Make a list and put a 1, 2, 3, etc. in order of

most importance.

70



DISCUSS:


ACT:





• I will implement two things to improve my business process.• I will make and use a to–do list.




SAVINGS COMMITMENT


71

U N I T 7 : P R O C E S SCOMMIT

UNIT 8: PROMOTION

1. State Your Business in 30 Seconds.

2. Brand Your Business.

3. Put Your Customers First.

4. Keep It Clean & Fresh.

5. Constantly Improve Sales.

72



Business Plan: I will implement two things to improve my business process.

I will make and use a to–do list.




DISCUSS:


ACT:


PROMOTION INTRODUCTIONPRESENT CODE — PICTURE & STORY


1. State Your Business in 30 Seconds.2. Brand Your Business.3. Put Your Customers First.4. Keep It Clean & Fresh.5. Constantly Improve Sales.

Violet just opened a store. She makes beautiful shirts and blouses. Many of her friends don’t know about it. When they finally see that she sews clothing, they often say, “Many people sew. How is your business different? When are you open? What’s your business name?” She often replies, “I just like sewing at home. Knock on my door if you want something.”

When customers come, they wait because she’s busy on her phone or sewing. She loves making clothes and spends hours on new items. She likes making products more than helping customers and selling. She doesn’t think about what customers need and can’t afford to keep making products she doesn’t sell.

DISCUSS:

• What suggestions would you give to Violet to improve her sales?• How could Violet apply the five principles of Promotion to improve sales?

ACT:

At the end of this unit, you will implement two ways to promote your business.

COMMITMENTS CHART


John C. yes yes yes

Maria T. no yes no

Your Name ? ? ?

73

U N I T 8 : P R O M O T I O NREPORT

U N I T 8 : P R O M O T I O N

PRINCIPLE 1:

STATE YOUR BUSINESS IN 30 SECONDSPRESENT CODE — PICTURE

(Show the picture Your 30–Second Business Statement on page 75.)

A 30–second business statement allows you to quickly promote your business and should include three key parts:

1. State the name of your business.2. Identify your product or service.3. Tell why your product or service is better than others.

We have 30–Second Business Statements from two businesses. Turn to page 27 in your workbook.

DISCUSS

• What is the name of Bernice’s business? What is Kumar’s business name?• What is Bernice’s product? What is Kumar’s product?• Why are their products better than their competitors?

ACT

Using the three key parts, write your own 30–Second Business Statement in your workbook. Practice Your 30–Second Business Statement. Stand in groups of three and share your 30–second statement with each other. Listen and give each other feedback.

Now, take a few minutes to consider the feedback you got and rewrite your 30–second business statement.

LEARN

Your 30–Second Business Statement

This is Bernice. Let’s read her 30–second business statement and look for the three key parts.

This is Kumar. Let’s read his 30–second business statement to see how he implements the three parts.

“Hi, I’m Kumar. I own a business called Banana Delights. Banana Delights are delicious chips made fresh every day with real bananas. We love making the best banana chips in town and delivering them to your door. Banana Delights banana chips are cooked to perfection and served fresh in a clean, convenient plastic package.”

“Hi, I’m Bernice of Bags by Bernice. I specialize in native Ghana bags and dresses. The material I use is made with a special dye that does not run or fade. Each season I feature a unique fabric pattern that I personally design. Everything at Bags by Bernice is made with the highest quality and a smile.”

State the name of the businessIdentify the product or serviceTell why it is better

1

32

3

12

74

YOUR 30–SECOND BUSINESS STATEMENT

BAGS BY BERNICE BANANA DELIGHTS

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PRINCIPLE 2:

BRAND YOUR BUSINESSPRESENT CODE — EXPLANATION

Branding includes logos and colors, but it is also much more. How you present your product, your smile, how you treat customers and the first impressions they receive are all part of your brand. You can also use T-shirts, colors, labels, and signs to help make a brand and image.

Remember Bernice and Kumar? (Show their image again.) Kumar’s brand is taste, freshness, and convenient delivery. Bernice’s brand for her bag shop includes quality products, friendly service and new pattern choices. She also has a logo, a sign, business cards and a pleasant display area.

DISCUSS

• What is branding?• How can you brand your company

using these ideas we just read?

ACT

Turn in your workbook to page 27. Write or draw some branding ideas down and share them with the person next to you.

WHAT IS YOUR BRAND?

• Company name• A smile and friendly greeting• Colors• How the telephone is answered• Banners and uniforms• Business cards• All customer interactions

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PRINCIPLE 3:

PUT YOUR CUSTOMERS FIRSTPRESENT CODE — ACTIVITY

(On a small piece of paper write FRIENDLY and on another write UNFRIENDLY. Fold the papers so no one can see what is written. Pick one person from the class to be a sales person in a store. Pick another to be the customer. Have them come to the front.

Give the sales person one of the pieces of paper and ask them to treat the customer that way as she comes into the pretend store. Give them a few moments and then have the rest of the class raise their hands to say whether they are acting FRIENDLY or UNFRIENDLY. Do this role-playing at least once as FRIENDLY and once as UNFRIENDLY.

Discuss what the person did, verbally and nonverbally, to show their friendliness or unfriendliness. What are some positive things to do to show customers friendliness?)

Your business depends on customers. You will have more sales if you treat customers with respect and offer products and services that help them meet their needs. If your customers know you like them and consider them important, they will regard your business as better than other businesses that don’t care about them personally.

DISCUSS

• Why is it important to make customers your first priority?

ACT

On a board, or a piece of paper, develop and discuss a list of ways to have positive customer interactions. Generate the list by asking, “What are some ways you can help your customers feel good about you and your business?” You may want to include:

• Listen to their needs & interests• Kindness and respect• Treat as an individual and friend• Great customer service• Discounts for regulars• Offer additional services• Offer ideas using your product• Greet your customers

Make a list of how you can put the customer first.

Turn to page 27 in your workbook and write or draw ways to put your customers first.

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KEEP IT CLEAN AND FRESH

78

PRINCIPLE 4:

KEEP IT CLEAN AND FRESHPRESENT CODE — PICTURE

(Show the participants the image Keep it Clean and Fresh on page 78.)

Two stalls have the same price for clothes. One is messy, dirty and unfriendly. The other is not.

A sure way to drive away customers is with dirty or unsanitary products, surroundings or employees. Keeping things clean and fresh is an essential part of your brand. If you prepare or sell food, you have a special need for good hygiene, fresh healthy products and sanitary conditions.

Employees, especially those who deal with customers or food, should bathe regularly and keep their hands, hair, clothing and appearance clean and neat.

Clutter, poor lighting, worn–out displays, damaged products, dirty surroundings, and unkempt staff can all decrease the value of your business.

DISCUSS

• Which of the two shops would you buy from?• Would you pay more to get clothes at the cleaner shop? How much more?• Is your business clean and attractive?

ACT

Turn to page 28 in your workbook. Write or draw what you can do to make your product look newer, cleaner or fresher. Then, share your ideas with the group.

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PRINCIPLE 5:

CONSTANTLY IMPROVE SALESPRESENT CODE — BRAINSTORM ACTIVITY

It is important to constantly improve sales.

(Have the group do a brainstorm activity in which they answer the question “How can we increase sales?” In a brainstorm activity all ideas should be written down and no ideas should be criticized.)

We are going to brainstorm ideas in order to constantly improve sales. The goal is to get as many ideas as possible. These ideas could include the following:

1. Social media2. Customer loyalty cards (9 purchases, the 10th is free)3. Relocation4. Selling old inventory at discounts5. Placing best product at eye level6. Offer different or additional products or services

(There should be a lot of ideas. Write all of the ideas on a paper or whiteboard.)

DISCUSS

• Which of these ideas would you like to know more about?• How can we learn more about some of these ideas?• Are there any of these ideas that we should plan an additional class to discuss

such as marketing with social media?

ACT

Decide if you want to devote an extra class to increase sales. Turn to page 28 in your workbook. Review the promotion principles and write or draw at least two new ideas to help more customers find your business and buy what you sell. This will be the beginning of your promotion plan to increase sales.

PROMOTION PRINCIPLES SUMMARYThe 6P’s of Business are Plan, Product, Price, Paperwork, Promotion and Process. Today we learned about Promotion. Turn to page 29 of your workbook. Read together the five principles of Promotion we discussed today:

1. State Your Business in 30 Seconds.2. Brand Your Business.3. Put Your Customers First.4. Keep It Clean & Fresh.5. Constantly Improve Sales.

BUSINESS PLAN COMMITMENT1. I will identify and implement at least two new ways to increase sales.

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DISCUSS:


ACT:





• I will identify and implement at least two new ways to increase sales.




SAVINGS COMMITMENT


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U N I T 8 : P R O M O T I O NCOMMIT

UNIT 9: PAPERWORK—ASSETS & LOANS

1. Build Productive Assets.

2. Put Your Skin in the Game.

3. Beware of Fixed Costs.

4. Know If & When to Get a Loan.

TOO MUCH WEIGHT?

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(Have people report on their commitments.)

Business Plan: Identify and implement at least two new ways to increase sales.




DISCUSS:


ACT:


PAPERWORK—ASSETS & LOANS INTRODUCTIONPRESENT CODE — PICTURE


1. Build Productive Assets.2. Put Your Skin in the Game.3. Beware of Fixed Costs.4. Know if & When to Get a Loan.

DISCUSS:

• What do you see in this picture?• If your business was this boat, what would you do?• What are some of the costs that could sink your business?

Some times we add expenses to our business that cause too much financial weight. An office, extra employees or a loan payment are examples of fixed costs that may help the business but could sink it if we are not wise. Today we will talk about productive assets, our commitment to succeed and if and when to get a loan.

ACT:

Keep in mind that at the end of the unit you should be able to implement the four principles discussed.

COMMITMENTS CHART


John C. yes yes yes

Maria T. no yes no

Your Name ? ? ?

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U N I T 9 : P A P E R W O R K — A S S E T S & L O A N SREPORT

U N I T 9 : P A P E R W O R K — A S S E T S & L O A N S

PRINCIPLE 1:

BUILD PRODUCTIVE ASSETSPRESENT CODE — IMAGE

A productive asset is something a business owns that can help it make money. A food cart, a bicycle or a refrigerator are all productive assets. We must take care of our assets so they continue to be productive.

Often productive assets don’t cost much. A well–maintained tool or a work area that is kept clean are examples of productive assets.

Turn to page 29 in your workbook. Look at the assets in the box and determine if they are productive or not.

DISCUSS

• What are some of the assets that you have in your business?• What is the difference between an asset and a productive asset?

We must learn to use our assets wisely. We should always be thinking of how we can care for our assets and make them more productive.

PRESENT CODE — STORY

Betsi is very artistic and knows how to make designer shoes. She has four boys who would often wear out the knees in their jeans. She realized that she could cut up the rest of the jeans and use them to make fashionable shoes. She soon found that other used clothes could make many different looks for her designer shoes. She turned used cloth into a productive asset.

As her business grew, she also involved her boys in cutting, sewing and delivering the shoes. Instead of buying a lot of sewing machines, she has the boys work on the sewing machine at different times of the day. She uses a room in her house for the shoe factory, thereby avoiding business rent. She keeps her machines well maintained.

LEARN

A Chicken That Doesn’t Lay Eggs

A New Sewing Machine

A Positive, Helpful Employee

A Working Computer

A Broken Bicycle

One of Betsi’s Boots

84

DISCUSS

• In what ways does Betsi avoid sinking her business by getting the most out of her assets?

• How can you make your assets more productive?

ACT

In your workbook turn to page 29 and write or draw a few assets you have or think you need to help your business grow.

In groups of two or three, share how you can make your assets more productive. Are there any other additional assets your business needs?

We often think that we need to borrow money to buy business assets. There are other ways we can obtain assets. We can borrow an asset, get a partner that has an asset, rent an asset or save up for an asset. Each method has its advantages and disadvantages.

Now look again in your workbook on page 29 at your list of assets. Use the Ways to Get Assets box to discuss in your small group the advantages and disadvantages of the various ways you can obtain those assets. What are the advantages and disadvantages of each of the methods suggested by your group?

Remember, don’t sink your boat!

WAYS TO GET ASSETS: DISADVANTAGES: ADVANTAGES:

Save to buy an asset

Get a partner who has an asset

Rent an asset

Borrow an asset

Get a loan to buy an asset

Other:

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PUT YOUR SKIN IN THE GAME

86

PRINCIPLE 2:

PUT YOUR SKIN IN THE GAMEPRESENT CODE — PICTURE

(Show the participants the picture Put Your Skin in the Game on page 86.)

DISCUSS

• What do you see in this picture?

• If they play hard, do you think some of the players may get skinned, scratched or hurt in the game?

• Why do they play if they can get skinned or hurt?

There is a saying that when a person plays hard and gives their all to succeed, that they put their “Skin in the Game.” They sacrifice and work hard to succeed. Our businesses are like a football game in which we are playing hard. We need to put our skin in the game.

(This saying is different all over the world. It might be “Put on your t–shirt” or “Get all the meat on the grill.” You can use many different sayings and codes to teach this principle.)

You must commit your time and your money to start and grow your business.

PRESENT CODE — STORY

Once an investor visited a group that wanted money to start businesses. One wanted to start a taxi business, another a restaurant and another wanted to open a small store. When the investor asked them what they had done to start their businesses, they replied nothing because they wanted money first. No one had saved, invested, or attempted to get started to show they could run a business.

The investor said if they didn’t have any “skin in the game” then he wouldn’t invest in their businesses or give them loans.

DISCUSS

• Why is it important to have skin in the game?• What does this mean for you and your business?

ACT

Turn to page 30 in your workbook. Write or draw what you can do to “put skin in the game” for your business.

Put Your Skin in the Game

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PRINCIPLE 3:

BEWARE OF FIXED COSTSPRESENT CODE — SKIT

(Choose a participant from the group and ask them to walk once around the room. Ask them if it was easy for them. Now give them a heavy bag or even have them carry someone on their back around the room. Put a small sign on the person or the weight that says “loan repayment” or “office building.” Ask them to explain how it feels to move around the room with the added weight. Compare the weight they had to carry to a fixed cost.)

A fixed cost is an expense a small business owner has whether the business makes any money or not. An office, an employee, or a loan repayment are all fixed costs. They have to be paid even if you don’t have any sales that month.

Many micro business owners start out thinking that in order to have a business they need to have an office or get a loan. When they do that, the business has an extra financial weight that it has to carry.

Sometimes a fixed cost is necessary and helps the business grow. For example, a loan for a bike to help with deliveries may increase sales bring in more money. However, this usually happens after the business has been making a profit for several months.

Beware of unnecessary fixed costs as a new business. Try to develop a steady set of customers and demand before committing to a fixed cost.

DISCUSS

• What is a fixed cost?• When is a fixed cost useful and when is it not useful for your business?• How can we be careful of fixed costs?

ACT

Write in your workbook on page 30 your policy on fixed costs for your business.

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PRINCIPLE 4:

KNOW IF & WHEN TO GET A LOANPRESENT CODE — STORY

Nathan wanted to start a business making shirts, so the first thing he did was get a big loan. It would require a high interest rate, quick payback time and large fees. He borrowed the money, bought a sewing machine and made some shirts. However, Nathan didn’t have a plan or paperwork for his business.

Nathan decided to get a better TV and pay off bills with some of the money from the loan. He asked his family for money to help pay the first loan payment. The next month he didn’t sell enough shirts to pay the loan payment. He soon was charged with late fees. Then the loan company came and took the sewing machine, his TV and his stereo. He had lost his credit and the ability to borrow again. He had lost his business asset, TV, stereo and his family no longer trusted him with money.

Turn to page 30 in your workbook. There are four concepts we should consider before getting a loan. These are Motive, Terms, Timing and Amount. Write the warning for each in your workbook as I share them with you.

Motive—The motive is the reason why you want a loan.Warning—Loans should only be used for productive business assets, not personal items.

Terms—The terms include the interest rate, origination fees and length of the loan.Warning—You should compare terms of at least three loan sources to find the most favorable loan for you. Terms vary greatly between banks and micro–finance institutions.

Timing—The timing helps you know when you need to pay back the loan and and how often you need to make payments.Warning—Make sure you have the cash flow and are ready for a loan. Keep good financial records.

Amount—The amount is the size of the loan.Warning—Ask only for the money you need to get productive assets. Make sure the payments can be made. Don’t borrow extra money for personal spending.

DISCUSS

• What are the four warnings you should consider before deciding to get a loan?• Why are these concepts so important?

Discuss your thoughts about loans for your business.

ACT

If you think you should get a loan, make sure to fill out the Loan Warning Checklist and Loan Terms Worksheet on page 54–55 in the workbook. Consider carefully.

Don’t sink your boat!

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PAPERWORK—ASSETS AND LOANS PRINCIPLES SUMMARYThe 6P’s of Business are Plan, Product, Price, Paperwork, Promotion and Process. Today we learned about Paperwork. Turn to page 31 of your workbook. Read together the three principles of Paperwork—Assets and Loans we discussed today:

1. Build Productive Assets.2. Put Your Skin in the Game.3. Beware of Fixed Costs.4. Know If & When to Get a Loan.

BUSINESS PLAN COMMITMENTSThis week’s Business Plan Commitment or homework assignment is to work on ideas to improve or increase your productive assets and consider the four loan warnings if you get a loan.

1. I will implement two ideas to improve or increase my productive assets.2. I will consider the four loan warnings if I choose to take out a loan.

(See workbook resource section pages 54–55.)

BUSINESS SPOTLIGHT FOR NEXT WEEK(Choose someone to present their business to the group at the beginning of the meeting next time. Remember to use the 6P’s Business Checklist on page 44 of your workbook.)


MBS REQUIREMENTSRemember that to certify you must prepare a business plan, a home plan, and a community plan. Fill out the blank business plan on page 61 of your workbook or on myPlatform as you discuss each principle each class.

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DISCUSS:


ACT:





• I will implement two ideas to improve or increase my productive assets.• I will consider the four loan warnings if I choose to take out a loan.




SAVINGS COMMITMENT


91

U N I T 9 : P A P E R W O R K — A S S E T S & L O A N SCOMMIT

UNIT 10: PAPERWORK–CASH PROJECTION

1. Know Your Available Cash.

2. Use Your Income Statements.

3. Understand a Cash Flow Projection.

4. Make a Cash Flow Projection.

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Business Plan: Implement two ideas to improve or increase your productive assets. Consider the four loan warnings if you chose to get a loan.




DISCUSS:


ACT:


PAPERWORK–CASH PROJECTION INTRODUCTIONPRESENT CODE — PICTURE


1. Know Your Available Cash.2. Use Your Income Statements.3. Understand a Cash Flow Projection.4. Make a Cash Flow Projection.

DISCUSS:

• What do you see in this picture?• Have any of you ever been lost?• How does it feel to be lost?• How could a map or compass help?• How helpful is it to get a forecast of dangerous weather, especially on a boat?• How would it be helpful to forecast what will happen with your business?

Today we are going to discuss a powerful business tool called the Cash Flow Projection. It is your map and navigation tool, and it is based upon your forecast of your business conditions. It can also be a lighthouse, helping to guide your business to safety when a storm does arrive.

ACT:

Apply the four principles in this unit to your business.

COMMITMENTS CHART


John C. yes yes yes

Maria T. no yes no

Your Name ? ? ?

93

U N I T 1 0 : P A P E R W O R K — C A S H P R O J E C T I O NREPORT

U N I T 1 0 : P A P E R W O R K — C A S H P R O J E C T I O N

PRINCIPLE 1:

KNOW YOUR AVAILABLE CASHPRESENT CODE — VIDEO

(Show the video Can I Afford More Assets? Part I https://www.interweavesolutions.org/videocodes/. If you cannot show the video, turn to page 31 in the workbook and read aloud the video summary.)

DISCUSS

• How can Maria find out if she will have enough cash to make her loan payment of 300 for the next six months?

Maria can figure out if it is wise to get a loan to grow her business. She should start by looking at her cash balance on her Income & Expense Log to know her current available cash.

Remember, the purpose of an Income & Expense Log is to record all the income and expenses of your business so you can determine your cash balance.


Turn to page 32 in your workbook and look at the cash balance on Maria’s Income & Expense Log Example.

LEARN

MARIA: I decided to buy more chickens because I need more productive assets to grow my business. NAOMI: Sounds like a good decision to me.

NAOMI: Hmm. Do you have enough cash flow for fifteen chickens? How much are the payments? Did you talk to a lender?

MARIA: I will get a loan for 1500 and get 15 chickens.NAOMI: Why fifteen hundred? Why fifteen chickens?

MARIA: I talked to one lender and he said it will be 300 per month. NAOMI: Will you have enough cash each month to make the payments?

MARIA: Well, I just know someone who is selling 15 chickens for 1500. That is just how many he has. It is a good price.

MARIA: I don’t know. I hope so. But how would I know?

CAN I AFFORD MORE ASSETS? PART I VIDEO SUMMARY

94

DISCUSS

• Look at Maria’s Income & Expense Log Example. How much available cash does Maria have before the month starts?

• What is her available cash at the end of July?• How much available cash did Maria have at the end of the day July 15?• How can you always know how much available cash you have?• What does this month of records tell Maria about her business?

ACT

(Facilitators, make sure everyone is keeping an Income and Expense Log. If not, take the time to resolve concerns now with your participants. Review the Income and expense log process from Unit 5 if you need to.)

Turn to page 32 in your workbook and answer the question.

Income & Expense Log (July 1–31)



July-1 Egg Sales +1300 +1350

July-7 Chicken Sale +500 +1850

July-9 Buy Feed -1200 +650

July-9 Pay Transport -300 +350


July-15 Salary -1300 +350





MARIA’S INCOME & EXPENSE LOG EXAMPLE

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PRINCIPLE 2:

USE YOUR INCOME STATEMENTSPRESENT CODE — WORKBOOK

Income & Expense logs help us know our cash balance each month. They also help us create Income Statements.

An Income Statement is made by categorizing and totaling the information on your Income & Expense Log. Once completed, you subtract the total expenses from the total income to find out if you made a profit or had a loss. Turn to page 33 in your workbook. On the right is an Income Statement that was created from Maria’s Income & Expense Log from July.

Notice, Maria made three egg sales (July-1, July-15, July-25) for +1300.00 each. She adds her egg sales together and writes Egg Sales +3900 on her income statement under Income. Circle on the income statement where Maria totaled her egg sales from her Income & Expense Log.

DISCUSS

• How many times did Maria buy feed for the chickens?• How much does the income statement show Maria spent for feed?• Did Maria make a profit in July?• What is the difference between an Income & Expense Log and an Income

Statement?

Income Statement (July 1–31)


Income

Egg Sales +3900

Chicken Sales +500

Total Income +4400

Expenses

Feed -2400

Transport -600

Salary -1300




Income & Expense Log (July 1–31)




July-7 Chicken Sales +500 +1850




July-15 Salary -1300 +350





MARIA’S INCOME STATEMENT EXAMPLE

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ACT

Now we are going to practice making an Income & Expense Log and and Income Statement based on your business.

Look again at page 33 in your workbook. First, fill in the practice Income & Expense Log with the amounts of income you received and purchases you made last month. This activity is for practice so estimate or make something up if you can’t remember exactly. (You may want to refer to the exercise you did in Unit 6 on page 22 of your workbook.) Fill in the log now.

Use the information from the Income & Expense Log to fill in the practice Income Statement. Label and combine similar expenses and income. For example, add together all food purchases. If you bought food for 1.00 on Monday, then food for 20.00 on Tuesday, and then food for 9.00 on Friday you would add 1.00+20.00+9.00=30.00 and write Food | 30.00 under Expenses. Or, if your business makes furniture and you sold a bedroom set on Thursday for 2000.00, and one on Friday for 3000.00, you would add 2000.00+3000.00=5000.00 then write Bedroom Sets | 5000.00 under Income on the Income Statement.

Fill in the practice Income Statement now. Total all of the income categories and all of the expense categories. Subtract the expenses from the income.

• Did you have a profit or a loss?

Income Statement ( )date


Income

Total Income

Expenses

Total Expenses

Profit (or Loss)

Ending Cash Balance

Income & Expense Log ( )date



Ending Cash Balance

PRACTICE INCOME & EXPENSE LOG AND INCOME STATEMENT

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PRINCIPLE 3:

UNDERSTAND A CASH FLOW PROJECTIONPRESENT CODE — WORKBOOK

Now that you understand how to combine your Income & Expense Logs into an Income Statement, let’s look again at Maria’s records. Turn in your workbook to page 34. Here are three Income Statements for July, August, and September. Note that her egg sales changed one month as well as some of her expenses.

Income and Expense categories usually remain the same month to month, so business owners can put the income statements next to each other to compare the numbers. Then they can predict what they will earn and spend out into the future.

• What is Maria’s average Chicken Sales for the last three months?• What is her monthly salary?

Let’s take Maria’s Income Statements and line them up in columns next to each other in one graph. Look at Maria’s Cash Flow Projection Example on page 34 in your workbook.

The purpose of a Cash Flow Projection is to predict future income & expenses and calculate future Profit & Loss as well as cash balances.

Maria can now see how much she made and spent based on her past experience. Using a cash flow projection she can predict how much she will make and spend into the future.

98

July


Income

Egg Sales +3900

Chicken Sales +500

Total Income +4400

Expenses

Feed -2400

Transport -600

Salary -1300




August


Income

Egg Sales +3800

Chicken Sales +600

Total Income +4400

Expenses

Feed -2500

Transport -700

Salary -1300




September


Income

Egg Sales +3900

Chicken Sales +400

Total Income +4300

Expenses

Feed -2350

Transport -550

Salary -1300




3 MONTHS OF MARIA’S INCOME STATEMENTS

Turn to page 35 in your workbook. Here is Maria’s cash flow if she does NOT get a loan and keeps running her business with the number of chickens she already has.

• What would happen to Maria’s cash flow if Maria doesn’t take out a loan or buy more chickens?

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MARIA’S CASH FLOW PROJECTION EXAMPLEJuly August September October November December January February March

Starting Cash Balance +50 +150 +50

Income

Egg Sales +3900 +3800 +3900

Chicken Sales +500 +600 +400

Total Income +4400 +4400 +4300

Expenses

Feed -2400 -2500 -2350

Transport -600 -700 -550

Salary -1300 -1300 -1300

Loan

Total Expenses -4300 -4500 -4200

Profit (or Loss) +100 -100 +100

Ending Cash Balance +150 +50 +150

MARIA’S CASH FLOW PROJECTION WITH NO LOANJuly August September October November December January February March

Starting Cash Balance +50 +150 +50 +150 +250 +150 +250 +350 +250

Income

Egg Sales +3900 +3800 +3900 +3900 +3800 +3900 +3900 +3800 +3900

Chicken Sales +500 +600 +400 +500 +600 +400 +500 +600 +400

Total Income +4400 +4400 +4300 +4400 +4400 +4300 +4400 +4400 +4300

Expenses

Feed -2400 -2500 -2350 -2400 -2500 -2350 -2400 -2500 -2350

Transport -600 -700 -550 -600 -700 -550 -600 -700 -550

Salary -1300 -1300 -1300 -1300 -1300 -1300 -1300 -1300 -1300

Loan

Total Expenses -4300 -4500 -4200 -4300 -4500 -4200 -4300 -4500 -4200

Profit (or Loss) +100 -100 +100 +100 -100 +100 +100 -100 +100

Ending Cash Balance +150 +50 +150 +250 +150 +250 +350 +250 +350



Now let’s see what happens to Maria’s cash flow if she borrows 1500.00 to buy 15 more chickens. She will need to pay back the loan in 6 months starting in September.

Look at the bottom of page 35 in your workbook.

DISCUSS

• Does Maria have enough cash flow for loan payments of 300.00 per month if she starts in October?

• What month will Maria make her first payment?• How much does she think her egg sales will go up?• Should Maria try a different loan amount?• Could she save up and pay cash for the chickens instead of a loan?

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MARIA’S CASH FLOW PROJECTION FOR 15 CHICKENSJuly August September October November December January February March

Starting Balance +50 +150 +50 0 -50 -100 -150 -200 -250

Income

Egg Sales +3900 +3800 +4800 +4800 +4800 +4800 +4800 +4800 +4800

Chicken Sales +500 +600 +500 +500 +500 +500 +500 +500 +500

Total Income +4400 +4400 +5300 +5300 +5300 +5300 +5300 +5300 +5300

Expenses

Feed -2400 -2500 -3000 -3000 -3000 -3000 -3000 -3000 -3000

Transport -600 -700 -750 -750 -750 -750 -750 -750 -750

Salary -1300 -1300 -1300 -1300 -1300 -1300 -1300 -1300 -1300

Loan -300 -300 -300 -300 -300 -300

Total Expenses -4300 -4500 -5350 -5350 -5350 -5350 -5350 -5350 -5050

Profit (or Loss) +100 -100 -50 -50 -50 -50 -50 -50 +250

Ending Balance +150 +50 0 -50 -100 -150 -200 -250 0


(Show the video Can I Afford More Assets? Part II https://www.interweavesolutions.org/videocodes/. If you cannot show the video, turn to page 36 in the workbook and read aloud the video summary.)


Now let’s see what happens if Maria gets a loan for a smaller amount, 800.00 to buy 8 chickens She will pay back the loan in 6 months starting in September. Turn to page 36 in your workbook and look at Maria’s cash flow projection for 8 chickens.

In this example, Maria is using her cash flow projection to decide if she can afford new chickens. She could also use the cash flow projection to decide on different changes to her business, such as renting a bike, buying a new sign, or getting different chicken feed.

MARIA: Naomi, thank you for showing me how to do a cash projection. Loan payments of 300 per month would have been very bad for me.

MARIA: I would have run out of money in the third month. I would not have been able to make payments. I could have lost my business!

NAOMI: Oh, Maria, I’m so glad we looked at your available cash before you got a loan. Let’s try it with a smaller loan.

CAN I AFFORD MORE ASSETS? PART II VIDEO SUMMARY

MARIA’S CASH FLOW PROJECTION FOR 8 CHICKENSAugust September October November December January February March April

Starting Balance +150 +50 +50 +50 +50 +50 +50 +50 +200

Income

Egg Sales +3800 +4350 +4350 +4350 +4350 +4350 +4350 +4350 +4350

Chicken Sales +600 +500 +500 +500 +500 +500 +500 +500 +500

Total Income +4400 +4850 +4850 +4850 +4850 +4850 +4850 +4850 +4850

Expenses

Feed -2500 -2700 -2700 -2700 -2700 -2700 -2700 -2700 -2700

Transport -700 -700 -700 -700 -700 -700 -700 -700 -700

Salary -1300 -1300 -1300 -1300 -1300 -1300 -1300 -1300 -1300

Loan -150 -150 -150 -150 -150 -150

Total Expenses -4500 -4850 -4850 -4850 -4850 -4850 -4850 -4700 -4700

Profit (or Loss) -100 0 0 0 0 0 0 +150 +150

Ending Balance +50 +50 +50 +50 +50 +50 +50 +200 +350

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A cash flow projection for your business will help you plan for the future. You can predict how much income and expenses you will have. You can also predict the future and then compare it with what you really earned and spent. This will help you find problems and opportunities in your business.

DISCUSS

• Does Maria have enough cash flow for a loan of 800.00 for 8 chickens?• Does Maria have enough cash flow for a loan of 1500.00 for 15 chickens?• What is a cash flow projection?• How will it help your business?

ACT

Take time to make a cash flow projection with your business’s reports.

PRINCIPLE 4:

MAKE A CASH FLOW PROJECTIONPRESENT CODE — WORKBOOK

On the Blank Cash Flow Projection graph on page 37, practice making a cash projection for your business. Fill in the categories for your business under the income and the expenses headers in the first column. Refer to your practice Income Statement on page 33 in your workbook. Predict or guess what you think some of the income and expenses will be for the next six months.

This is just a practice. Have fun and do the best you can.

Share with a partner or the group some of your projections. What will you need to do to make them happen?

BLANK CASH FLOW PROJECTIONMonth #1 Month #2 Month #3 Month #4 Month #5 Month #6 Month #7 Month #8 Month #9

Starting Balance

Income

Total Income

Expenses

Total Expenses

Profit (or Loss)

Ending Balance

102

Turn to page 52 in the resource section your workbook. This is a blank cash flow projection for the future. Now that you have practiced making a cash flow projection, go and look at your real income statements and paperwork. You will make a real cash projection for your business this week using this form.

DISCUSS

• How does knowing your available cash help you make decisions about your business?

• Besides loan payments, are there other ways that knowing your cash flow can help you grow your business?

ACT

Turn to page 39 in your workbook and read along the following statements:

Do it now! Make a six month Cash Flow Projection for your business before the next meeting.

Cash flow projections help me

compare my actual expenses

with my budget expenses at

the end of each month.

Cash flow projections help

me know if my business is

reaching its goals.

Cash flow projections help me

plan for the future. “I’m glad

I made a cash flow projection

and got a smaller loan.”

103



PAPERWORK PRINCIPLES SUMMARYThe 6P’s of Business are Plan, Product, Price, Paperwork, Promotion and Process. Today we learned about Paperwork. Turn to page 31 of your workbook. Read together the five principles of Promotion we discussed today:

1. Know Your Available Cash.2. Use Your Income Statements.3. Understand a Cash Flow Projection.4. Make a Cash Flow Projection.

BUSINESS PLAN COMMITMENTS1. Before the next meeting, I will use my business paperwork to make a six month

Cash Flow Projection for my business.



MBS REQUIREMENTSRemember that to certify you must prepare a business plan, a home plan, and a community plan. Fill out the blank business plan on page 61 of your workbook as you discuss each principle each class. If completing your MBS project online, begin to write your plan into the Success Platform to qualify for your MBS Certificate.

104



DISCUSS:


ACT:





• I will use my business paperwork, both my Income & Expense Logs and my Income Statements, to make a six month Cash Flow Projection for my business.




SAVINGS COMMITMENT


105

U N I T 1 0 : P A P E R W O R K — C A S H P R O J E C T I O NCOMMIT

UNIT 11: PLAN—MAKE IT LEGAL

1. Know Your Legal Requirements.

2. Decide When to Make Your Business Legal.

106



Business Plan: Use my past records to make a six month cash flow projection for my business.




DISCUSS:


ACT:


PRICE INTRODUCTIONPRESENT CODE — PICTURE & STORY


1. Know Your Legal Requirements.2. Decide When to Make Your Business Legal.

This is Malary from Guyana. She makes a living selling the pasta that she is skilled at cooking. This is how she provides for herself and her children. But last week Malary found out that a license was required to sell food publicly. She doesn’t have any idea how to obtain a license or how much a license would cost.

So, she continued selling her pasta in the park until the police arrived. When the police came, Malary ran to another park and continued selling until the police showed up there. Avoiding the police made it incredibly hard to run a business and continue to grow her customer base.

DISCUSS:

• What was keeping Malary from getting a license?• What could she do to overcome her fears and make her business legal?

ACT:

Decide how and when you will make your business legal.

COMMITMENTS CHART


John C. yes yes yes

Maria T. no yes no

Your Name ? ? ?

107

U N I T 1 1 : P L A N — M A K E I T L E G A LREPORT

U N I T 1 1 : P L A N — M A K E I T L E G A L

PRINCIPLE 1:

KNOW YOUR LEGAL REQUIREMENTSPRESENT CODE — WORKBOOK

Each country has its own legal requirements for running a business. Most countries have national, state, district and local government agencies with different regulations.

There are many different ways you can learn about your legal requirements. Here are some ideas:

1. Invite a guest accountant to speak to your group.2. Assign different members of the group to research and then return and report

back to the group on federal, provincial and municipal requirements.3. Search online for local requirements.4. Visit businesses similar to yours and ask about their legal requirements.

DISCUSS

• What are the minimal steps you can take to start to make your business legal?

(Lead a discussion of the Legal Requirements in your area. List the requirements that apply to your group.)

LEARN

Facilitators: To be prepared for this unit you must know the laws of your area. Sometimes local authorities need a business to make a minimum amount per month before they will let them be formal. Other areas require businesses to be official right away. Please be prepared and ready to go before facilitating this unit.

Here are some things you might want to research:

• How tolerant are the local authorities of informal businesses?• Which government departments do you need to know about?• What is the official process?• What forms are needed to formalize a business?• Will there be any fees?

If you have a contract with a municipality, formalization is the way they will measure success of the MBS program. Make sure you discuss with the municipality a fair way to decide when your participants are meeting their legalization expectation.

108

ACT

Turn to page 40 of your workbook to the chart Your Legal Requirements. Use this chart to take notes as you discuss the legal requirements that each of our businesses need to meet. Not all businesses have exactly the the same requirements.

• What are the national, district and local requirements for our businesses?

National District/State LocalBusiness Taxes

Employee Taxes

Social Security

Receipts

Registration

Permits & Licenses

Bank Accounts

Insurances

Business Size(Small Business vs Big Business)

Other

YOUR LEGAL REQUIREMENTS

109



PRINCIPLE 2:

DECIDE WHEN TO MAKE YOUR BUSINESS LEGALPRESENT CODE — STORY

Dario from Guatemala wanted to have a pizza business. He decided to get his organization legal before selling any pizza. He spent hundreds of dollars and months of time to get the paperwork done. When he started selling pizza no one bought any. He was losing money. He decided to quit the business but now he had to pay the government to close the business.

DISCUSS

• What are some things Dario could have done differently?

• When should we start to make our business legal?

• Can we implement the legal requirements one step at a time?

• What would be the best timing for you and your business?

ACT

Turn to page 39 in your workbook and write down how and when to make your business formal.

PLAN PRINCIPLES SUMMARYThe 6P’s of Business are Plan, Product, Price, Paperwork, Promotion and Process. Today we learned about Plan. Turn to page 39 of your workbook. Read together the two principles of Plan—Make It Legal we discussed today:

1. Know Your Legal Requirements.2. Decide When to Make Your Business Formal.

BUSINESS PLAN COMMITMENTSThis week’s Business Plan Commitment or homework assignment is to decide how and when to make your business legal.

1. I will learn the requirements to make my business legal.2. I will decide when to make my business legal.

110



DISCUSS:


ACT:





• I will learn the requirements to make my business legal.• I will decide when to make my business legal.




SAVINGS COMMITMENT


COMMIT

111


UNIT 12: KEEP GROWING

1. Set Motivating Goals.

2. Complete your MBS Requirements.

3. Keep Growing as a Group.

4. Become a Success Ambassador.

5. Celebrate Success.

WHAT WILL WE DO NEXT?

112



Business Plan: Learn the requirements to make your business legal. Decide when to make your business legal.




DISCUSS:

• What did you learn last week as you kept your commitments?• What problems did you have as you tried to keep your commitments?• Are you almost done completing your MBS requirements?

ACT:

Commit to always set clear, specific, motivating goals and work to achieve them in your life.

KEEP GROWING INTRODUCTIONPRESENT CODE — PICTURE & STORY


1. Set Motivating Goals.2. Complete your MBS Requirements.3. Keep Growing as a Group.4. Become a Success Ambassador.5. Celebrate Success.

DISCUSS:

• How will we help each other in the future?• When will we graduate?• How will we continue to progress?

ACT:

Learn how to plan for the future by learning the unit principles.

COMMITMENTS CHART


John C. yes yes yes

Maria T. no yes no

Your Name ? ? ?

113

U N I T 1 2 : K E E P G R O W I N GREPORT

U N I T 1 2 : K E E P G R O W I N G

PRINCIPLE 1:

SET MOTIVATING GOALSPRESENT CODE — SKIT

(Invite two of your more talkative participants to sit in front of the group. Both will pretend like they are older people in the later stages of life.

Privately tell one of the participants to complain that they never accomplished much. They didn’t have a family, just worked wherever they could find work, didn’t do any travel or anything really fun, and never felt like part of a community during their life. (Key point: They never set goals).

Privately tell the other to be excited when talking about their life. They had their own business, they had a balanced family life and they served the community. Have them be happy about their life. (Key point: They set goals).

Then, tell the rest of the group that they have some special older guests who have come to answer questions about life. Have the group ask questions to these “older people”.

“How was life?”

“Are you happy?”

“Why are you happy?”

“What wisdom would you give us?”)

A powerful goal must have three important steps:

Measurable: When will the goal be done and how will we know it is achieved?

Motivating: Does the goal excite you & make you want to work hard to achieve it?

Specific: Do you have a specific way that you will achieve the goal?

An example of a weak goal: “I want to make more money in my juice business.”

An example of a powerful goal: “I will increase my juice sells 10% as seen on my income statement at the end of next month.” Or “I will leave one hour earlier each morning to sell my orange juice.”

DISCUSS

• Why was one of the people in the skit happier than the other? • Why is it important to have goals?• Why are specific goals more powerful?• What would be a powerful goal for your home life or community service?• How do you set powerful goals?

ACT

Turn to page 41 and write a powerful short term and long term goal. Now go to page 61 and add these goals to your business plan. Make sure that they are motivating, measurable and specific.

LEARN

114

PRINCIPLE 2:

COMPLETE YOUR MBS REQUIREMENTSPRESENT CODE — WORKBOOK

Turn to pages 56 – 60 in your workbook and review the Sample MBS Business Plan. Now look at the Blank MBS Plan template on page 61-65.

DISCUSS

• Do we know what the MBS requirements are?• How are we going to finish our MBS requirements?• Do we need help?• What questions do we have about our three plans?

ACT

Take the time now to finish the plans and/or set a time when you can meet to help each other complete your plans. Set a powerful goal to have the plans done at a specific time so you or your Success Ambassador can get your plans uploaded onto the Success Platform.

PRINCIPLE 3:

KEEP GROWING AS A GROUPPRESENT CODE — EXPLANATION

This course is just the beginning step in your path to self-reliance. There are many things you can learn on your own, but one of the surest ways to keep growing is in a self-reliance group.

DISCUSS

• How do you think continuing in a group could help you and your business?• Discuss the value of the statements listed in the Ways Groups Can Help Us

Improve box on page 42 in your workbook.• How could we help each other in the future?• What are some of the specific challenges our group faces?• How can we meet those challenges?• Should we set up a WhatsApp group?

ACT

Decide when and where you are going to meet again. Coordinate with your chosen leader what you are going to discuss.

1. Continue your existing group and welcome new participants.2. Make sure you have officers, a group name, maybe T-shirts or colors.3. Invite guest speakers to talk about loans, legalities or other subjects.4. Help others create a new MBS group.5. Become a mentor of a new group.

WAYS TO KEEP WORKING TOGETHER

115



PRINCIPLE 4:

BECOME A SUCCESS AMBASSADORPRESENT CODE — VIDEO

Show the video Become a Success Ambassador https://www.interweavesolutions.org/videocodes/. If you cannot show the video, turn to page 42 in the workbook and read aloud the video summary.)

Interweave Solutions offers all MBS graduates an opportunity to become a Success Ambassador. Success Ambassadors are authorized to start their own business as facilitators of the MBS course. As a Success Ambassador you will receive:

• The rights to print and use all of the Interweave materials• Training videos• Monthly webinar training• Support materials to market the MBS program• Templates on how to write contracts

You could start your own business as an MBS facilitator when you become a Success Ambassador. The Success Ambassador training is done online, and there is a one time fee to take the online training and become a Success Ambassador.

For more information go to www.interweavesolutions.org/success-ambassadors.

DISCUSS

• What are some advantages of being a Success Ambassador?• Who would like to be a Success Ambassador?

ACT

If you are interested in being a Success Ambassador make sure to indicate that on your Participant Post Evaluation found at the back of your Participant Workbook.

The informal economy is made up of millions of people; buying and selling, scrambling day-to-day, and trying to survive.

You can improve their lives while earning an income by becoming a Success Ambassador for Interweave Solutions.

As a Success Ambassador you will start up and facilitate Master of Business in the Streets (MBS) self-reliance groups to help improve group members lives.

BECOME A SUCCESS AMBASSADOR VIDEO SUMMARY

116

PRINCIPLE 5:

CELEBRATE SUCCESSPRESENT CODE — EXPLANATION

We have accomplished a lot. Once we turn in our MBS requirements we will have earned our MBS certificate. We need to celebrate and have a graduation!

DISCUSS

• When will all of the MBS Business plans be handed in?

• Will they be submitted by you online?• Or will we scan and upload them to

myPlatform?

• When can we have the graduation? (Make sure it’s at least 15 days after the last day of classes.)

• Where will graduation be held? Will we have caps and gowns? Will there be refreshments? (Be sure to remind them the cost is theirs’ unless a graduation celebration was included in the fees. Remember your online Success Ambassador training and refer to it if you have any questions.)

ACT

Let’s plan the graduation and set a time for the next meetings to help finish the MBS requirements if needed.

(You have completed the MBS training material! Congratulations. Hold additional classes as needed to complete the MBS plans, improve paperwork, finish your service projects or review any subject that needs more work as a group.

When paperwork is completed, please use myPlatform, the Success Platform, in order to upload all the material properly. Please refer to the Success Ambassador Guide for instructions on how to use myPlatform. If your students have chosen to complete their requirements online, please encourage and work with them in order to complete their projects. We are excited for you!

Congratulations!)

KEEP GROWING PRINCIPLES SUMMARYThe 6P’s of Business are Plan, Product, Price, Paperwork, Promotion and Process. Today we learned about Plan. Turn to page 41 of your workbook. Read together the five principles of Plan—Keep Growing we discussed today:

1. Set Motivating Goals.2. Complete your MBS Requirements.3. Keep Growing as a Group.4. Become a Success Ambassador.5. Celebrate Success.

MBS Graduation in Cartegena, Colombia

117





We are close to graduating!

Congratulations!

As your Success Ambassador (or group facilitator), I am excited to help you finish your preparations in order to receive your MBS and celebrate in an exciting graduation ceremony!

(Thank everyone for coming and participating. Encourage them to keep their commitments and continue to practice the good habits they have created.)

(Close the meeting.)


• I will complete and hand in all my paperwork for my MBS requirements at our next meeting.

• I will make sure all my paperwork is entered into the Success Platform online.


• I will update and hand in my Quality of Life plan for my MBS requirements at our next meeting.

SAVINGS COMMITMENT

• I will keep saving!

POST ASSESSMENTS(Make sure every participant completes the Participant Post Assessment at the back of the Participant Manual. Now would be a great time for everyone to fill out the form. They should also fill out the Ambassador Evaluation anonymously. Use this Ambassador Evaluation as personal feedback to determine what you do well and where you can improve. )

COMMIT

118

Unit 1: You Can Become Self–Reliant1. Groups Build Self-Reliance.2. Make Three Plans for Success.3. Apply the 6P’s of Business.4. Improve Your Quality of Life.5. Serve Your Community.6. Make and Keep Commitments.

Unit 2: Product1. Know You Are Worthy to Succeed.2. Know Yourself.3. Know What Sells.4. Know the Competition.5. Know & Value Your Customers.

Unit 3: Plan1. Plan for Business.2. Plan for Home.3. Plan to Serve the Community.

Unit 4: Paperwork—Home Budgeting1. Separate Business & Personal Money.2. Pay Yourself a Salary or Commission.3. Don’t Steal from Your Business.4. Save Regularly.5. Make & Follow a Personal Budget.

Unit 5: Paperwork—Business1. Keep Records.2. Make an Income & Expense Log.3. Create an Income Statement.4. Avoid Selling on Credit.

Unit 6: Price1. Know the Cost of Your Product or

Service.2. Reduce Costs.3. Increase Prices or Sales by Adding

Value.4. Have More Than One Supplier.

Unit 7: Process1. Know Your Process.2. Constantly Improve Your Process.3. Hire Slow & Fire When Necessary.4. Use Time Wisely.

Unit 8: Promotion1. State Your Business in 30 Seconds.2. Brand Your Business3. Put Your Customers First.4. Keep It Clean and Fresh.5. Constantly Improve Sales.

Unit 9: Paperwork—Assets & Loans1. Build Productive Assets.2. Put Your Skin in the Game.3. Beware of Fixed Costs.4. Know If & When to Get a Loan.

Unit 10: Paperwork—Cash Projection1. Know Your Available Cash.2. Use Your Income Statements.3. Understand a Cash Flow Projection.4. Make a Cash Flow Projection.

Unit 11: Plan—Make It Legal1. Know Your Legal Requirements.2. Decide When to Make Your Business

Legal.

Unit 12: Keep Growing1. Set Motivating Goals.2. Complete Your MBS Requirements.3. Keep Growing as a Group.4. Become a Success Ambassador.5. Celebrate Success.

SUCCESS! IN BUSINESS OUTLINE

U N I T A N D P R I N C I P L E L I S T

COMMUNITY

BU

SIN

ESS HO

ME

SELFRELIANCE

734 N. 1890 W.UNIT #31

PROVO, UTAH 84601

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I N T E R W E A V E S O L U T I O N S . O R G

Documents

SUCCESS! IN BUSINESS · MASTER OF BUSINESS IN THE STREETS (MBS) Facilitators using this manual — who are often referred to as “Success Ambassadors” — usually teach this Master