3 things you could do for your business instead of running your own social media

1. Review your products and services
   

One of the most impactful things you can do as a business owner is to regularly step back and look at what you’re actually selling, not just what you intended to sell.

Start by asking these questions:

• What's selling consistently?

• What's not moving?

• What costs more than it's worth selling for?

These apply for both products and services.

For product-based businesses, this may look like checking:

• Inventory performance: what's gathering dust & what's selling out

• Supplier costs and minimum orders

• Seasonal patterns and slow periods

For service-based businesses, this might mean:

• Tracking which offers lead to the most inquiries

• Noticing which services drain your energy and/or resources

• Identifying where most inquiries actually land

When you review performance with a clear head, you often find:

• You're carrying products customers don't need anymore

• You're offering services that no longer align with your skill levels, supply, or demand

• There are opportunities to simplify your lineup so that customers can choose more easily

The goal isn't to do more, it's to do what works best - on purpose.

This is how you build sustainability, not just momentum.

2. Review your products and services

   
   

Pricing isn't a one-time decision, it's something you refine (or should be refining) as your business and costs evolve.

Your pricing should reflect:

• Your actual cost of materials or labor

• The value your work creates for the customer

• Your time, skill, and experience

• Your desired profit margin (not just what “feels fair”)

If your prices haven’t changed since you started - and your skills, demand, and overhead have - you’re likely undercharging.

A simple way to evaluate margin:

1. List your top-selling products or services.

2. Calculate how much they cost you to produce (including time).

3. Compare that to what you charge.

4. If you win a sale but lose money (or burn yourself out delivering it), that model isn’t sustainable.

   
   

Sometimes adjusting pricing doesn’t mean raising it — it can also mean:

• Creating bundles so customers see clearer value

• Removing low-return items from your offerings

• Streamlining to fewer, stronger options

When your pricing supports your capacity and your goals, the business becomes easier to grow.

3. Streamline your Operations

Your operations are the behind-the-scenes systems that keep your business running. These include your workflows, communication, fulfillment, and decision-making.

When these areas are messy, everything feels harder than it needs to be.

Streamlining doesn’t mean becoming a rigid, corporate machine. It means:

• Making tasks easier to repeat

• Reducing questions and confusion

• Saving time by avoiding doing the same thinking over and over

Examples of streamlining:

• Templates for emails you send often (quotes, booking confirmations, follow-ups)

• A clear method for receiving and organizing inquiries

• A simple checklist for packaging or service delivery

• Automating small steps (like scheduling, reminders, or content posting)

Streamlining is about conserving your energy. The more organized and streamlined your operations, the more time and energy you have to attend to:

• Improving your offers (#1)

• Connecting with your customers

• Planning your next growth move