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CAFÉ FINANCE continued from page 28 But at the same time, it's all too common to see owners reach for consultants when they don't need to. Yes, we all want to increase sales. But often you can re-shape your business or dream up fantastic ideas just by opening the floor to staff members or re-allocating tasks so you, the owner, have more time to think about the big picture. Identifying the exact need for a consultant will help you determine whether outside help is necessary and will also allow you to understand what kind of consulting services are in order. If you think an outside mind can help, shop around. Hiring a consultant can be a very personal experience for a small business owner. Take a look at a variety of consultants and consulting com- panies—and make sure you get a good sense of the areas of exper- tise of each one—to determine the right match for your company. You are planning on spending a lot of your hard-earned money with the hope of making more. Try to make certain this is a person with whom you can have a good working relationship. If the outlooks and attitudes of you and your consultant are at odds, there's a good chance you'll reject that person's advice and be back at square one. TELL 'EM WHAT YOU WANT Next, be sure to figure out the profit potential of stepping into the consultancy waters. Make sure the consultant is CONSULTANT CONSIDERATIONS You can help ensure success when hiring and working with an outsider by following a four-step path: THINK IT OVER: Understand exactly why you need a consul- tant and what the value-added benefit will be to your company. PLAN BEFORE YOU SIGN: Work with the consultant to clearly define the scope of work BEFORE you sign the contract. DON'T HIRE SOMEONE YOU HATE: Make sure you find a consultant you feel comfortable with and will be able to take advice from. WRITE IT OUT: Negotiate a contract that is fair to both parties and lays out specific tasks, goals and payment plans. CONTRACT 30 Fresh Cup Magazine freshcup.com