---
title: "Nine Small Things Small Companies Need to Do in Advance"
description: "Business success doesn't depend on the size of the start, but on the speed of later development. If owners can take a long-term view, set distant goals, and launch strategic projects early, it will greatly boost future growth. Some owners only focus on today's business, rarely considering what will happen in three to five years, thinking it's too far away and can be dealt with later. As a result, when the time comes, they lack the planning and groundwork that should have been done, and even if opportunities arise, they can't seize them."
author: "潘文富"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2015-10-18"
language: "en"
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# Nine Small Things Small Companies Need to Do in Advance

> Business success doesn't depend on the size of the start, but on the speed of later development. If owners can take a long-term view, set distant goals, and launch strategic projects early, it will greatly boost future growth. Some owners only focus on today's business, rarely considering what will happen in three to five years, thinking it's too far away and can be dealt with later. As a result, when the time comes, they lack the planning and groundwork that should have been done, and even if opportunities arise, they can't seize them.

Business success doesn't depend on the size of the start, but on the speed of later development. If owners can take a long-term view, set distant goals, and launch strategic projects early, it will greatly boost future growth. Some owners only focus on today's business, rarely considering what will happen in three to five years, thinking it's too far away and can be dealt with later. They may not even consider what situations the company will face in three to five years or what preparations to make now. When three to five years pass, they find they haven't done the planning and foundational work that should have been done from the start, and even if they seize opportunities, they can't handle them. Here, we're not discussing overall strategic development plans, but rather suggesting starting some relatively simple small-scale projects early. Though simple, they form the foundation for future strategic development.

**1. Register the company website early**
Whether or not you need a website now, the internet trend is clear, and 99% of owners can't avoid it. You should register your company's website domain early, ideally registering all suffixes like .com, .com.cn, .net, etc. If you don't have time to design the homepage, you can leave it empty, but remember to renew it to ensure ownership.

**2. Register a WeChat platform**
Use a separate phone number to register the company's WeChat platform. Never use an employee's account to register the company WeChat, nor the owner's personal phone number. It must be a dedicated phone number. Everyone is using WeChat now, so you should have one. Besides, building followers takes time.

**3. Company slogan**
A company slogan is a few simple words that describe your company. The fewer words, the harder it is to refine. So, you need to think ahead about how to design your company's advertising slogan. You need to think ahead because it takes at least a year to repeatedly revise and perfect. A hastily conceived slogan is often embarrassingly bad.

**4. Corporate email**
Most small companies use personal email accounts: the boss uses Sina, the finance person uses 163, the salesperson uses NetEase. Knowledgeable customers can tell it's a small company at a glance. It's best to register a corporate email early, using your company's domain as the suffix, and assign it to all employees. Moreover, the corporate email belongs to the company, so employees can't take it with them when they leave, making it easier to control.

**5. Unify mobile phone cards**
Most employees use their personal mobile phone cards to contact customers, with the company reimbursing some phone expenses. This is simple now, but it poses many risks in the future. So, you should start unifying mobile phones under the company name early, meaning the company registers phone numbers in its name and assigns them to employees, reclaiming them upon departure. The earlier you do this, the less resistance.

**6. 400 phone number**
Fixed phone numbers can change due to area code upgrades or office relocations, rendering all phone numbers on promotional materials useless. For stability and company image, you can register an external 400 service number and bind your current fixed line to it. When customers call the 400 number, it automatically transfers to the bound number. Only inform customers of the 400 number. This looks better and if the bound fixed line changes, you can simply change the binding to a new fixed number; the 400 number remains unchanged.

**7. Register new companies**
Future development may involve tax issues, share changes, cross-regional expansion, or cross-industry expansion, all of which may require re-registering the company. But registering a new company takes time. For safety, you can register new companies in advance, complete all procedures, and keep zero revenue. When needed, you can use them directly.

**8. Trademark registration**
Many small companies evolve from distributing others' brands to developing their own brands. If you develop your own brand, whether corporate or product, it involves trademark registration. Normal trademark registration takes a long time and may miss business opportunities. So, you can design and register trademarks in advance, keeping them in your hands, and use them directly when needed.

**9. Establish external advisors**
Owners are not all-knowing, but future development may encounter problems in various areas. From a strategic perspective, owners need to build advisory teams in various professional fields, such as law, tax, finance, government, etc. At least, you should have this awareness early. Professional matters require professional help. You can't improvise, and finding people at the last minute is too late. So, establish an external advisory team early. You can start with relatives and acquaintances, and over three to five years, gradually build a team covering major areas.

These small projects serve two purposes: first, they let owners get exposed and understand these matters early, avoiding detours and losses from ignorance. Second, doing them now costs less and faces less resistance. The longer you delay, the higher the costs and the greater the internal and external resistance. Businesses may differ in size, but owners are not defined by size. Owners who have strategic plans and start building foundations for the future are the ones who develop fastest.

Pan Wenfu: Born into a private business owner family, he managed a family distribution company for over ten years. He also held positions as sales manager, marketing manager, and trainer at several well-known manufacturing companies, giving him dual perspectives and experience as both a distributor owner and a manufacturer's distribution manager. His research focuses on internal management optimization of distribution companies, corporate transformation, innovative business strategies, operating cost savings, and optimizing manufacturer-distributor relationships. He has the largest database of distribution topics in the country, maintaining long-term material collection and solution research on over 400 topics related to distribution companies.

**-END-**

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