Fine wines and hipster gin. Hunting rifles and knives. Contemporary paintings and million-dollar sports cars. They’re all marketed at trade events that are quickly going dark across the globe due to the new coronavirus – and taking with them sales opportunities that may be difficult to make up.
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From cell phones, to solar power, to electric cars, humanity is increasingly dependent on batteries. As demand for safe, efficient, and powerful energy storage continues to rise, so too does the call for promising alternatives to rechargeable lithium-ion batteries, which have been the dominant technology in this space.
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Volkswagen on Monday said it will stop developing natural gas-fuelled cars as the German auto giant bets on electric engines in the battle to woo climate-conscious drivers.
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Salesmen whistle at potential buyers of scores of vehicles shining in the afternoon sun. One truck might bring over $20,000 but it’s far from the “brand new” ride the salesman touts it to be while attempting to start the engine.
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Artificial intelligence is entering our lives in many ways—on our smartphones, in our homes, in our cars. These systems can help people make appointments, drive and even diagnose illnesses. But as AI systems continue to serve important and collaborative roles in people’s lives, a natural question is: Can I trust them? How do I know they will do what I expect?
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Consumer confidence in the safety of self-driving cars continues to be a challenge for auto makers planning for an automated driving future, but add to that uneasiness over how well a self-driving car will manage in roads hit by bad weather conditions.
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Like anything in life, you need a plan to succeed. That applies to your personal finance too. No one is completely secure financially unless you have accumulated millions of dollars and decide to live off the nest egg for the rest of your life.
Unfortunately, for most people, they are unprepared for retirement. Financial planning is crucial in reaching your goals of retiring comfortably. But having say that, how does one go about writing a financial plan without any formal education?
Below is a quick step-by-step guide to writing your own financial plan. Of course, a professional financial planner may be able to give you a more comprehensive financial plan but this will be a good step forward in understanding your needs and clearing some stumbling blocks.
1. What Are Your Objectives?
Don’t be afraid to dream – you only live once. Think about the size of the home, the education, your family, etc. Just pen these thoughts down of how you want the future to look like. Once you list down your ideals, remember to factor in mundane issues like kids education, insurance, etc.
Your goals should include:
* Education. Regardless of your age, extra education and training are needed either for a career switch or self-improvement. A lot of people are taking college courses (even with teenagers) or upgrading to an MBA to climb the corporate ladder. Even if college education is out for you, you still have to plan for your children’s college degree, unless you intend to leave them to their own devices.
* Career. What field do you desire to work in? Is it a creative job or a typical 9-5? Or do you want to be your own boss? Do you want to create multiple source of passive income?
* Lifestyle. Is work or family more important? Are you contended with “simpler living?” Do you desire a Porsche or BMW? Do you want to live in a mansion, a seafront house, etc? Do you have expensive hobbies life golf? These all cost money so tabulating the expenses and matching it to your income is necessary to achieve your lifestyle goals.
* Retirement. Don’t forget about retirement. It is a moment when you lose your income. So how do you want to live while retired? Will you downgrade your house, live with your children, or move to a retirement community?
* Insurance. Nothing is certain in life. You need to be insured for worst case scenarios. Every financial plan must have provisions for insurance.
These objectives may seem daunting but they need not be wishful thinking. The actual money set aside could be much less than you think, if effective financial planning is involved.
2. Plan Your Income
Of course, your financial plan isn’t just about your dreams. How are you going to pay for it? I assume you don’t have a sugar daddy, so you should be following a life of employment. Most people have their career path charted in this format – go to college, get a job, work hard up the ladder and retire.
There is nothing wrong race except there is high uncertainty in today’s globalized environment. People change jobs all the time due to layoffs or to seek fresh challenges.
Instead of a day job, you can consider starting a businesses or becoming a freelancer to sell your skills. Business isn’t just for those with money, MBAs or connections. You can start a home business to mange lawn care, making money online with a website or a vending machine business.
Besides becoming your own boss, you can find other income through network marketing or investing.
Investing is efficient in building side income as it is simply growing the money you already have. You can buy gold, stocks, bonds, real estate, etc.
Regardless if you are a business owner or an employee, you should not let your money sit idly under your mattress. Even putting your money into an online savings account is more profitable.
3. Writing Your Financial Plan
At its core, a financial plan is a lifelong budget. You’ll be budgeting not just your next paycheck, but for your entire life. Planning involves knowing how you’ll get there and when you’ll get there. There are no hard and fast rules.
You have to be rational enough to assess your current situation, creative enough to see what is possible, and have the integrity to follow through with the plan. Remember, just because it’s on paper doesn’t mean it will happen – you have to decide to follow through and live up to your goals.
Get started by doing the following:
* Timeline. Establish where you want to be in five years? Ten? Thirty? Fifty?
* Research necessary costs. Your current “bills” plus 5% inflation per year. Don’t forget to factor in life insurance, health insurance, car insurance, etc.
* Research luxury costs. What you “want” to do. Cruises, nice cars, nice house, etc.
* Plan income strategy. For most people, they start with salaries. But don’t forget that your job isn’t your only means of income. Starting a side business, a money making hobby, or even making money online are viable options for extra income.
* Plan Investments. Investing is simply a must to counteract against inflation. You can invest in anything. Just make sure you know what you’re doing, and don’t put all of your eggs in one basket. As you age, financial security should become more and more important.
Try to factor in every cost and possible incomes. Whenever you aren’t sure about the numbers, be conservative. Also, bear in mind that a financial plan is ALWAYS about your goals. It’s not just about the money – it’s about getting what you want out of life. Money is just the tool.
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Source by Barry Ritz
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Regardless to how good of an employer you are, and even if you treat your employees well, understand that employee theft is a reality, and you need to control it. While it may only be a very small percentage of your staff that might steal from you, it can have a significant financial impact on your coffee business. If it goes unnoticed, employees will usually become even more brazen in their activities.
When it comes to theft, your employees are likely to fall into one of the following four categories:
Mr./Ms. honest – these are people who would never think of taking anything if it doesn’t belong to them. If they happen to go home with one of your ballpoint pens, they’ll bring it back the next day, and feel guilty that they took it home, even though it was unintentional.
Incidental theft – these are people that will take home your pen by accident, and will keep it. And, they may scarf a piece of cheesecake occasionally when you aren’t looking, even though they know they shouldn’t. Because these items have minimal value, they have no great sense of guilt related to their activities.
Theft because of need and opportunity – this is when you have an employee who is perhaps living on the edge financially, and because they have the need, and because your security may be lax, they’ll take advantage of an opportune situation to take something.
Compulsive theft – this is the person who is always looking for something to steal, and they have absolutely no conscience about it. They typically rationalize the theft in their own mind. They consider you to be the rich, fat cat, and feel that they are over worked and under paid, so stealing from you is justified.
Employee theft probably exists to some extent within your operation, whether you are aware of it or not. You can most likely live with incidental theft, provided it doesn’t get out of control. Theft related to need and opportunity is, in reality, your fault. These people would probably not steal from you normally, but a lack of security procedures has created the temptation and means for them to do so. Compulsive theft must be discovered, stopped, and you must eliminate the person(s) responsible.
Losing product due to theft:
Your employees may have no desire or need for a sleeve of 12oz. paper cups, Java Jackets, or a roll of toilet paper… but they might like a frozen cake, gallon of chocolate sauce, 6-pack of beer, or a bottle of wine.
There are some simple things you can do to greatly reduce the chance of being ripped-off. First, don’t allow your employees to store their jackets, backpacks, and purses near where you store products. This makes it incredibly simple for someone to slide something into their bag or jacket pocket when no one is watching. I always had my employees store their personal belongings in the cabinet under the cash register (where someone would always be watching), or in my office, under lock & and key.
Second, keep the back door of your store locked with a key at all times (you or your supervisor being the only ones having a key). If customers regularly enter through your back door, this may not be an option. If your back door is an emergency fire exit (and it probably is), you’ll need to install an alarmed breaker-bar. The whole point is that you don’t want your employees to be able to flow in and out of the back door without you knowing about it. Carrying product out the back door to their car, a hiding place for later pick-up, or an awaiting friend, is one of the most common ways products will exit your store.
Once you have made it more difficult to stash things in their personal belongings, or carry them out the back door, employees may resort to hiding items in the trashcan. Of course you will unlock the back door to let them take out the trash. If they have hidden something in the trashcan, a dumpster-diving expedition will certainly be planned for after-hours to recover their treasure.
Periodic trashcan checks should eliminate this problem, or make it a far less appealing option to anyone considering this method to smuggle things out of your store. Buy a long handle 3-prong garden rake. When employees ask to take out the trash, accompany them, and have them hold the can up on the edge of the dumpster while you rake out the trashcan contents. What you are looking for are things that might have been hidden in the trash, but you can tell your employees that you are merely making sure that small wares aren’t being accidentally thrown away. During the 15-years I owned and managed restaurants, I discovered everything from six-packs of beer, bottles of wine, and packages of steaks hidden in the trash!
Another situation that will create an ideal opportunity for employees to steal from you is having only one person working in your store. If your baker comes in each morning a hour before you or the next employee, or if one person is left to clean and lock-up the place at the end of the day, opportunities for theft abound. As the old saying goes: when the cat’s away…
Always try to have at least two people in your store at all times. If there is not justification for having a second employee on the clock, then you will need to be that second person. If this requires you going from a 60-hour workweek to 80-hours, then this may not be a tolerable option. If this is the case, then at least invest a couple of hours more each day for a week or two to do some detective work.
During those times of day when only one employee is working, park at the far end of the parking lot, or across the street, so that you will reduce the chance of being noticed by your employee. If they are familiar with your vehicle, use your spouse’s or friend’s vehicle for a few days. Watch carefully (with binoculars if necessary). I know this all sounds a little CSI – like, but better to rest-easy, feeling fairly assured that your employee isn’t carrying away your store when you’re not watching. If I had the time, I could tell you countless stories of my experiences in catching employees red handed, loading the trunks of their cars.
If you suspect that theft of product might be occurring, but you’ve seen no direct evidence of it, then conducting a daily key item inventory may shed some light on the situation. Write down a list of 15 to 20 products that you think would be most appealing for someone to steal. In your coffee business, this might include items such as coffee, syrups and sauces, smoothie puree, biscotti, cookies, and desserts, sandwich meats & cheeses, and of course beer & wine (if you serve those from your operation). Then take an inventory of these items every day. Your employees don’t need to know what you are doing, and if they ask, simply tell them you are taking an inventory for ordering purposes.
What you are looking for are anomalies in usage. For example, let’s say that from your daily inventories you assess that you use about half a gallon of chocolate sauce per day. Then, one day you notice you used 1 1/2 gallons of chocolate the previous day. This should send up a red flag! Why did you go through an extra gallon of chocolate? Were you significantly busier yesterday, or did you featuring several drink specials which contained chocolate sauce? A quick review of individual item sales from yesterday’s cash register report should provide you with the answer. If you average one ounce of chocolate per beverage, then using 1 1/2 gallons means you should have sold approximately 192 beverages containing chocolate (128 oz. per gal. x 1.5 = 192). If this was the case, no problem. But, if you discover that you only sold 64 beverages containing chocolate, then 128 oz. (or 1 gallon) is unaccounted for and missing! A good indication that it probably walked out the door. If this happens, keep track of who was working on the day of the shortage. If this happens continually, eventually you will discover that the same person or persons were working every time.
Theft of money by employees:
Hopefully, none of your employees will have the desire to steal products from you, but some will be tempted by the lure of cold, hard, cash. Everyone could use an extra $20 a day. Employees who steal money from you will definitely hurt your bottom line, and must be eliminated.
The first way to reduce cash theft is to have a cash handling policy in place that will discourage theft. If multiple employees are using the cash register, and no one person is responsible, then I can almost guarantee that your cash drawer will keep coming up short on a regular basis. The fact that no one person can be held responsible for the shortages, will make grabbing a bill or two easy and appealing.
Implement a policy that one, and only one person is responsible for the cash register for the entire shift. They should count the drawer at the beginning of their shift to verify that they are starting with the designated change bank. Then, they should be the only person to ring up sales and make change. Even you, the owner/manger, should keep your hands out of their cash drawer. Finally, at the end of their shift, they should set aside the amount they started with in the change drawer, and total all the remaining cash, checks, and charges, and balance against what was rung up on the register. If they started with the right amount of money in the cash drawer, rang everything up, took all the money, counted back all the change, and they end up short… who’s fault is it? It can only be theirs. By implementing this simple policy, I once took an operation that was coming up $100 a day ($3,000 a month) cash short, and reduced it to $3 a day, in just 30 days! That’s over a $2,900 bottom line improvement, (in case you didn’t do the math)!
The other common method that a cashier might use to steal money from you is by using a method called, building a bank. This is the process of not ringing up items on the cash register, while still taking money from the customers, and then pocketing that money. Typically, they will obscure the view of the cash register display on the customer’s side with something like a flower, retail merchandise, or by turning the display so that it cannot be easily seen. Then, they will pretend to ring up an item, but will hit the no sale key instead, popping the drawer open so they can take the cash and make change, but in reality, they haven’t rung up anything. The other thing they might do when it is busy is to just not shut the drawer between transactions. They simply convey verbally the cost of items ordered by customers and take the cash, but once again, nothing has been rung up.
A cash register that prints out the order on a remote receipt printer to the person who will be preparing the item, can eliminate this problem. Quite simply, if the item isn’t rung-up, it won’t print out. If your barista or cook won’t prepare anything without a receipt (and they shouldn’t!), it will force your cashier to ring everything up.
If you observe that the cash register’s display has been blocked from the customer’s view, or there are an excessive number of no sale indications on your cash register’s detail tape, or notice that your cashier is not shutting the drawer between transactions, beware! While these may not be indisputable proof that your cashier is stealing from you, they should certainly heighten your vigilance to find out if something is going on.
If your coffee business only warrants having one employee working at a time, perhaps because you own a cart, kiosk, or low volume drive-through operation, then how do you go about keeping your employee from building a bank and stealing from you? The best solution I’ve seen is to turn your customers in to watchdogs. Affix a sign to the front of your cash register, in plain sight of the customer, that reads: If you don’t receive a receipt with your order, it’s FREE! This will force your cashier to hand each customer a receipt for their purchase. If they are building a bank, this means they will have to hand the customer a receipt that says – NO SALE; something they probably won’t fell comfortable doing!
The financial impact of theft of money can be extremely damaging, for example: Let’s say you have a cashier who is skimming off $20 a day by not ringing things up, and then pocketing the money. Not only did you loose the stolen $20, but the $7 of ingredients that were probably used to produce the ordered products; ($20 x 35% ingredient cost = $7.00). So in reality, you lost $27, and it will take an additional $41.54 in sales, to recover this loss; ($41.54 x 65% gross profit = $27). $27 a day lost to theft, X 21 days worked by the employee = $567 lost cash & product per month; $872 extra sales required to offset this loss. (Annual loss, $6,804; $10,468 in additional income required to offset loss.) You must stop theft of money!
Theft of money management:
If you have a manger running your operation for you, this can really create an opportunity for cash theft. Just about anyone who has ever run a food service operation (self included), probably felt that they were over-worked and under-paid. Some are tempted to grant themselves an unapproved raise. Your manger has the control key to the cash register, which means they have the ability to back off items that were sold. You would be wise to check your cash register detail tapes on a regular basis. If you see multiple items backed off in groups, or more worrisome yet, all backed off at the very end of the shift, beware!
A good way to keep this from happening is to establish a policy that no over-rings are to be backed off of sales on the cash register with the management control key. Instead, when the cashier makes an over-ring, they should take the receipt, write over-ring on it, sign it, and put it in the cash drawer. At the end of the shift, the total of all over-rings should be manually backed off of the sales total indicated on the cash register report.
Many years ago I had a manager that was stealing money from me in another creative way. This manager, who opened the store each day, would reset the cash register by Z-ing it out after the first half hour of business. He would then pocket the proceeds earned during that first half hour. Because additional sales were generated during the second half hour, the cash register hourly sales report would always show sales for the first hour of operation, thus eliminating any suspicion that something might be going on.
It wasn’t until I was doing a routine audit of cash register Z tapes that I noticed something wasn’t right. When you run a Z report, which resets the cash register at the end of each day, a multi-digit number will usually be printed somewhere on that tape. The next time you Z the register, that number will advance by one digit. I noticed that even though the tapes were sequential in date, every other number was missing. This tipped me off that the register was being Z-ed twice a day! When I confronted my manager with the tapes, his look of panic spoke volumes.
If you are doubting the honesty of any of your employees or managers, one way you can verify or eliminate your suspicion is by baiting the cash drawer. Slip an extra $20 bill in the drawer sometime during the day when they aren’t watching. If they don’t end up reporting at the end of their shift that they were $20 cash-over, I’ll do it a second time (just to make sure). If they don’t report it a second time, you should have no doubts that they are indeed, dishonest.
NEVER accuse an employee or manger of stealing unless you catch them red-handed (actually stuffing money into their pockets). Even though the circumstantial evidence may be overwhelming, unless you actually catch them in the act, they are likely to deny your accusations, and will probably file a complaint against you with the department of labor! The brief moment of satisfaction you will gain from letting them know you are aware of what they’ve been doing, will be quickly overwhelmed by the legal predicament you will find yourself in. You will be far better off to not make accusations. Simply terminate their employment. In many states, you do not need to provide a reason as to why you are letting them go. When they ask for an explanation as to why you are firing them, simply say: I don’t need to give you a reason, I’m just letting you go, goodbye!
Finally, don’t over look technology to help you with security. Surveillance cameras linked to a DVR (digital video recorder) can provide you with peace of mind, or evidence of theft. These systems have become very affordable, and many are easy to install. The value of these cameras go beyond having a video record of operations. The mere fact that employees understand that their activities are being video recorded, will usually discourage them from doing things that they might not think twice about, if no one was watching.
I think it’s important to not be paranoid about employee theft. Certainly, you don’t want to be constantly obsessed with the suspicion that everyone is stealing from you. In reality, the majority of your employees are probably honest people. But, you would be wise to establish some simple safeguards, and maintain a watchful eye.
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Source by Ed Arvidson
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Salespeople should know that a walk around isn’t just a presentation, it is a chance to discover the customer’s needs and turn your product or services features into a benefit for that customer.
Learning good selling techniques takes practice and learning how to give a “walk around” sales presentation is essential to the sales process.
An excellent walk around presentation is not a canned presentation. It has been said, “A good walk around presentation doesn’t work because it’s canned; it got canned because it works.” That’s what a walk around should be – not canned, but planned. Salespeople need to know where they are going all the time. Hopefully they can help guide the customer down the Road to the Sale.
Before we can attempt a presentation we must understand what a “feature” is and what a “benefit” is. A feature is what something is – a benefit is what something does. Let’s use automobile sales as an example. So let’s look at some car sales techniques. A “walk around” occurs when a salesperson pulls a vehicle out of the line of cars in front of the dealership. The salesperson opens the doors, the trunk, and the hood. They turn on the car and get the A/C running in the summertime (or the heater in the winter time). They take the customer and tell them about the vehicle as they walk around it.
The aerodynamic styling of a vehicle is a feature; great gas mileage and a quiet ride are the resulting benefits. A lot of salespeople are good at reciting features, but not at explaining why the customer needs them – and this is for two reasons. One is they don’t know enough about the car and the other is they did a poor job qualifying the customer’s needs. Ask questions of your customer. Ask what they want from their next vehicle and listen to what is said.
How can a salesperson enthusiastically talk about the double steel cargo box if they don’t know what the customer is going to use the vehicle for? They can’t.
In a typical selling situation a salesperson might say something like, “Yes sir, this car has everything you’re looking for: a fuel efficient engine and a hands-free Bluetooth communications system. It also has ABS brakes, limited slip rear axle, and terrain management.” Sounds all well and good, right? Wrong. There is nothing your salesperson has told this customer that 1,500 other salespeople and brochures and Internet research haven’t already told him.
So the customer looks at the salesperson like a deer in the headlights. He doesn’t know what he is what he is supposed to say, except what he is probably thinking, “I can see all of these options, Mr. Salesperson. Tell me something I don’t know.” You see, when the salesperson recites his or her cornucopia of knowledge, it isn’t a question so it doesn’t really move the sale forward. He is just repeating what the customer told him he wanted.
The customer’s only response is, “Yes, Mr. Salesperson, I can see it has everything I asked for. How much is it?” Or worse yet, the customer may say nothing. The worst thing that can enter a walk around presentation is silence. When there is silence, there is pressure and in the selling process, we want no pressure. As I mentioned many times, the only common ground a customer has is the price. When you stop talking, the only thing they can say is how much… or goodbye.
To do an excellent walk around, salespeople need to remember the thing the customer wants to know more than anything, “What will it do for me?” Until you tell customer that answer, then he is probably isn’t listening.
Back to the walk around – how long did it take me to recite the options above, 30 seconds? What do I do now? I am out of things to say. Obviously there are lots of options and I could probably go on for a while, but even if I could memorize them all on every model, the customer will be yawning. Why? Because he wants to know what it will do for him. If salespeople are just going to recite options, they would be better off to hand the customer a brochure and send him on his way. The brochure is better than a salesperson will ever be at features. They break down the passenger compartment to cubic inches for heaven’s sake! When it comes right down to it, does the customer even care that there is 28 inches of legroom? No. But he will be interested to know that, “Because of the transverse mounted engine, Mr. Customer, when you and your family take that trip to Colorado this summer you can really stretch out your legs!” That is how you sell legroom. Note: Without asking good questions, how could you make the above statement? But here’s the good news: you can make that statement even more powerful in two ways – by moving the sale forward and by asking for the order.
There are many ways to move the sale forward, but here are a few. These are simple phrases that keep the customer following you:
“Let me show you this feature on your new Ford Explorer.”
“Let me show you this,”
“Let me show you one more thing,”
“Great, follow me.”
Ask for the order, it is quite simple, for example:
“That’s a feature I’m sure you’d like, isn’t it?” The customer says, “Yeah!” The salesperson says, “Great, follow me,” or “Great, now let me show you one more thing.”
The above question is one which you should already know the answer. Use it with a feature the customer wants, for example, seat belts, air bags, crumple zones, etc. A customer just won’t say no to seat belts.
During the sale you are always closing — in sales terminology that means you are always asking the customer for the order. For example, a very successful salesman in a 20-minute presentation will ask the customer in several different ways, in more than a dozen times if they want to buy the vehicle.
Some of the best closing techniques to use during a sale are called tie downs. Some call them trial closes. A tie down is simply a question at the end of a statement that demands a response. Instead of saying, “Those airbags are a wonderful feature.” In the eyes of a customer, this is just an opinion. But, if I added, “Aren’t they?” to the end of that statement, it forces the customer to respond, hopefully in a positive way.
Or, “On a scale of 1 to 10, with 10 being the highest rating, how would you rate this vehicle so far? What would it take to make that number a 10?”
However, sometimes a customer may say something that implies that they don’t like the vehicle. For example, “Oh, that looks like something else that will break.”
One way to handle these “objections” is to address the issue with the “Feel, Felt, Found” response. For example, you might respond by saying, “I can see why you might feel that. A lot of people have felt the same way, but once you’ve found out the engineering behind, you’ll see how beneficial this can be for you.”
These few tips will build the foundation for a confident walk around presentation.
– Learn your product inside and out, research what’s being said about your product on the internet.
– Get to know your customer’s needs in the initial greeting and qualification.
– Present with confidence and tie the features back to their needs.
– Help make their needs become their wants.
– Remember to refer to competitive brands and create value.
– Take full advantage of your product expertise when doing a walk around presentation and SELL yourself and your product.
And remember, selling is a process of listening to customer needs, finding solutions to their needs, building value you in your product or service, and giving them an opportunity to buy that product or service that serves their needs!
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Source by Vincent Hennigan
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A lot of people make some serious money from home selling junkyard auto parts. My husband’s been doing this for a while now and just loves it! I’m still amazed at how untapped this market is. Maybe because when you sell junkyard auto parts you’re not sitting at a computer all the time?
But working from home doesn’t always mean making money online or just from your computer, especially if you’re doing any type of arbitrage deals.
And there are thousands of people looking for cheap auto parts online. Why not get in the game and be one of their salvage auto parts suppliers?
This is business that you really don’t have be a mechanic or detail specialist to make some real money, especially if you’re just dealing with interior or exterior restoration parts or basic engine parts.
For example, a head rest is a head rest. Unscrew some parts and pull it out. Door panels are door panels. Unbolt them from the hinges and take it off. Engine components may be a bit trickier but you can always go on YouTube and find out what the parts are, what they do and even how to remove them.
But even in this type of a business, you may want to specialize in a niche. What do I mean by a niche when it comes to used auto body parts? Pretty easy. Here are some ways to drill down a niche just by specializing…
Just think about all of the parts that go into building a vehicle, whether it’s a truck or car. Some parts are even interchangeable between makes and models. For example, I needed a new front fender for my 2001 Mercury Villager. Did you know that the 2001 Nissan Quest has an identical body to the same year Mercury Villager?
They do! So my husband took the parts off of a junked Quest and replaced the fender and front light assembly on my Villager.
The cup holder assembly in my Villager cracked too. But instead of replacing that unit, he found a narrow console with built-in cup holders from a Dodge SUV that fit perfectly between the front bucket seats of our Villager. Same color and texture as the interior of our car; that console looks like it came with our van!
So now we have three “new” cup holders in the front, and two additional cup holders for the rear seat, from one $10 used Dodge console.
You will have to do some research on eBay before going out and spending money. You can’t just go out and buy any junkyard auto parts and expect them to sell. There are some steps involved to making this a profitable at-home business.
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Source by Karen S Musselman
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