The results of Richard Wiseman's experiment are widely known; 88% of those who set New Year's resolutions fail to achieve them. The question is why? And what can we learn from those who actually achieve their goals?
The brain cells in the prefrontal cortex govern will power. They are also responsible for keeping you focused, handling short-term memory, and solving abstract problems. When your prefrontal cortex gets overloaded, you simply do not have room to maintain your will power.
In addition, when you set yourself more than you can achieve this can impact your self-belief, which demotivates you. It is far more productive – and preferable – to set yourself up for a win so that you can celebrate that win and, with confidence, move up to achieve the next level.
When people make a New Year's resolution, they usually choose something reasonably abstract. For example, quit smoking, lose weight or better manage stress.
To give yourself the best chance of achieving them, you need to understand the distinction between a resolution and a habit. A habit is when you perform a very specific behaviour and set a very specific goal associated with that behaviour.
So convert those abstract resolutions into habits you wish to create.
The idea is to break down lofty goals into actions that only take a few minutes to achieve every day. By doing it regularly, those actions become habit that you continue easily.
When these actions become habit, less will power is required and you naturally avoid cognitive overload. You can then devote your cognitive load to creating the next small habit that furthers the ultimate goal.
When you write down your goals, you become more committed to them.
Our clients meet every quarter at a strategic planning day; they fill out a goals template and we hold them accountable. This act of reviewing goals every quarter instills a habit that has resulted in significant achievements towards the ultimate goals of every participant.
This is not just "corporate fluff". In her TED talk, social psychologist Emily Balcetis shows that if you focus on the end goal, you literally feel like it is easier to achieve. Writing it down helps with that focus.
During a study at Dominican University a wide variety of participants were chosen and separated into five groups. The first group simply thought about their goals. Groups two-five progressively took greater action towards committing to those goals:
Group one performed weakest, with a 43% success rate, compared to the average goal achievement of 64% of groups two-five.
Groups four and five achieved greater results than the other groups, with 64% and 76% achievement rates respectively.
This shows that not just writing goals, but also accountability can help in actually achieving your goals.
This study provides evidence for the effectiveness of three coaching tools: accountability, commitment and writing.
Every person and every business is ultimately different. However, these are three actions that have worked well for me personally and for many other successful people. So, if you have not tried them yet, it is worth giving them a shot because they work!
Copyright © Shweta Jhajharia 2016. Shweta is a multi-award-winning business coach and founder of The London Coaching Group.
Does your start-up need an injection of capital to get of the ground? If the answer is yes, you are ready to dive into the world of fundraising; but, understandably, this prospect may fill you with fear and evoke images of a blindfolded leap from a pretty high diving board.
The answer is to take the blindfold off and write a solid business plan, honestly covering all aspects of your business and serving to reassure investors or funders that taking a risk on your venture is a good decision.
Not everyone understands the delicate relationship between the business plan and fundraising. That's why we conducted a survey of our own clients - those who had successfully reached the business start-up stage - to learn about their real-world fundraising experience.
The survey asked a series of questions concerning the process of fundraising, the importance of the business plan, the length of time it took to find investors, the type of investors that eventually funded the business and the amount funded.
The findings revealed that the average duration of the fundraising process was three to nine months and that the average amount of investment was £50,000 to £80,000. Investors included venture capitalists, angel investors, private investors, and financial institutions. All of the 500 start-up owners that we polled agreed that their business plan had been critical in attracting investors.
Our research showed that investors support businesses of all types and sizes. For instance, a small café business in London, employing five people, raised £60,000 from angel investors; while a manufacturing plant located in Manchester and employing 15 people raised well over £600,000 from venture capitalists and banks. The average start-up investment for online businesses was £50,000 but there were also a number of micro-businesses that were able to launch with investments as low as £20,000.
What the survey respondents had in common was a sound and well put-together business plan. Investors need the business plan to evaluate the business mission, marketing and sales, operations, financial feasibility and other factors. The business plan gives investors the information they need to determine when they can expect to recover their investment and the likely return on their money. It should be in-depth, accurate, customised and focused to be successful.
Any entrepreneur who is uncertain about business plan development for fundraising should not hesitate to seek out the services of experienced business consultants. Your funding could depend on it.
Copyright © 2016 Alex Silensky, ceo of OGS Capital, which specialises in business plan development, feasibility studies and market research.
When your fast-growing business is on a winning streak, life is great. When things go wrong - it doesn't feel so good.
There's also another place we can end up – partly as a result of the stress and partly as a result of a lack of clarity. Put simply, it's 'losing your Mojo'.
Everything goes flat. From the outside, you appear to have everything and yet you know there's something missing. Many of us have been there. And I am afraid the results can be catastrophic. It is just that we tend not to talk about these things, because they don't happen to people like us. But they do.
It seems that we have all fallen into a trap that we have set ourselves. Within the business we often forget our 'why?' - our purpose - what we're really trying to achieve rather than just making 'loadsa money'. And this trickles into every aspect of our lives.
What I am seeing is more and more MDs and CEOs who feel they earn more than enough. Yet they are somehow dissatisfied.
They still want to work but now they want to create something of value (in whatever terms): they want to create a legacy. More importantly, this breed of MD and CEO wants to create their own version of success. And this may not simply be about maximising earnings at the expense of exploiting whatever needs to be squeezed dry.
Copyright © 2015 Robert Craven (@robert_craven), business speaker, author, consultant and owner of The Directors' Centre, a consulting and training company, which helps owner-directors. His latest book, Grow Your Digital Agency, "provides the business fundamentals that every growing agency needs to address".
Growth is often a difficult concept for start-ups. Many unjustly believe that their business will grow organically and that they will simply add additional resources as the business expands. But once you reach a certain size, upscaling needs to become a conscious choice rather than a reaction to growing market share. So, how do you control the expansion of your business and manage sustainable growth?
To determine if your business is ready for growth, you need to have a clear picture of where it is now. It's all very well making a steady income on a day-to-day basis, but that doesn't necessarily mean your business is ready to expand. You need to consider the effect expansion will have across the board. Do you have enough capital to invest in upscaling? Will the expansion divert too much of your time away from your core business?
Getting too big, too fast has been the downfall of many small businesses. To grow sustainably, you need to keep a tight rein on your operations and don't let booming sales lure you into making rash decisions such as taking on too much debt. For example, if you take out a loan to upscale operations to meet current demand, you need to work out how much return you need to get from that investment to keep the business running. Getting more customers is great, but if you need additional resources to serve those customers, you may end up increasing your debt rather than your profits.
To work out how fast your business can grow without losing money you need to work out your affordable growth rate (AGR), a term coined by Hewlett Packard in the 1950s. This is a simple calculation where you divide this year's net profits by last year's equity. You can then limit your growth to ensure that your business remains sustainable, without having to raise additional funds.
The key to successful expansion is to keep your original mission in mind. This defines what is important to your business and allows you to plan ahead accordingly. With a clear vision, external or internal changes won't be able to distract you from achieving your business goals.
When you're starting out as a small business, most entrepreneurs have a clear idea of what their product/service is and the market they want to target. This means they can focus all their energy in getting that particular product to their target customers.
However, once you become more established, it's very tempting to start pursuing related revenue streams that open up new opportunities. For example, if you started out successfully selling blinds to consumers, then you might think "hey, why don't I sell the same blinds to commercial customers?"
Many businesses have had great success branching out into unknown territory but it is a huge risk nevertheless. If you decide to pursue a new direction, you must bear in mind that a certain amount of time needs to be allocated into researching current market conditions, the customer base and competitors to build a plan for sustainable growth. On top of this you may have to invest in new machinery, additional staff and various other resources. Businesses often underestimate the amount of cash and time that will be needed to break into a related market, so plan carefully.
Copyright © 2015 Helen Naylor. Following a number of years writing for leading industry magazines, Helen has extensive experience with SMEs and now works with various organisations to provide commentaries and information covering a range of industry topics including business solutions, advice for SMEs, business development, manufacturing, technology, logistics and careers.
Whether you currently run your business from your home or even your local coffee shop, all businesses must start somewhere. Giving the impression that your business is larger than it actually is could help you reach more customers and compete with the big players in your market. These four tips could help you to do just that...
Some 90% of the UK's population are active online, yet, surprisingly, 45% of SMEs in the UK still do not have a website. When a potential customer hears about your business the first thing they will do is search online, so it is important to have an online presence. Having a website will give your business the opportunity to reach more people and can include features such as giving visitors the option to sign up to your newsletter. When designing your website think about where you want your business to be in the future and not where it is at the moment. Just because you are a small business doesn't mean your website can't make a big impression.
With Google's mobile-friendly update having just rolled out it has never been more crucial to have a mobile-optimised website. Some 80% of internet users own a smartphone, but almost half of SMEs have a website that is not optimised for smartphones. Websites optimised for smartphones are designed to fit all screen sizes from iPhones to Androids. When designing your website, be aware that smartphone websites are generally much simpler than regular websites, so simplify and then simplify again.
Small-business owners often find that they are on the go a lot, whether it is meeting a client or travelling to a training course. You may think that it makes sense to use your mobile number as your main point of contact, however, using a landline number instead gives the impression that you are based in an office and thus own a larger company. An easy way to get around this problem is to have a Skype number. For a small fee you can have a country and area code of your choice and you can answer all calls via your smartphone, tablet or laptop.
Social media provides brands with a free outlet to communicate and engage with potential customers. All big brands are expected to be active on the main social media sites such as Twitter and Facebook. Depending on your industry, you may want to make other social channels a priority. For example, if you work in photography, visual platforms such as Instagram and Pinterest could be the most beneficial. Aim to post several times a day and make your business an interesting one to follow by asking questions, providing tips and interacting with your followers.
Copyright © 2015 SJD Accountancy
1 “It’s natural to see your competitors as the enemy. In reality, they’re not (ignorance and blindness-to-change are what you should really be watching out for). We’ve found that building relationships with our competitors has been invaluable in terms of support and knowledge sharing, while being fun, too.”
From The benefits of making friends with your competitors by Cartridgesave.co.uk
2 “If you believe that your target market is struggling and has no money to spend, you’ll easily be able to prove that to be correct. If you were to say to yourself that your target market is making more focused buying decisions, you’ll take a different approach to your next sales conversation. Whatever is true doesn’t matter. It’s the attitude and energy you take to it that will make the difference.”
From Are your beliefs holding your business back? by Sarah Lane.
3 “Look at companies such as Comet, Blockbusters and Jessops. I'm sure their business plans didn't include going into administration! Had they had a Success Plan, perhaps their futures may have been different.”
From Are start-up business plans a total waste of time? by Mark Williams.
4 “To run a successful team, a leader needs to be creative, logical, passionate and able to be compelling and articulate. However, you also need to recognise that you can’t do everything on your own, so you must get the right people around you.”
5 “I like to think that I am an ethical consumer. I shop locally (on foot or by public transport), I purchase Fairtrade goods and my mortgage and savings are with an ethical bank. I am not alone. Research has shown that demand for ethical goods and services grew 12% during the recent economic crisis, against mainstream growth of just 0.2%.”
From New research on SME and microbusiness ethical behaviour by Fiona Prior
6 “Remember: the ‘bitterness of low quality lasts longer than the sweetness of low price’. If you put up your prices, you will always lose some customers, but only those who have bought solely on price.”
From Should your business increase its prices? by Robert Moore.
7 “Entrepreneurs see things differently. They’re happy to stick to their guns when everyone else tells them they’re wrong. They’re prepared to go it alone. Often they can spot a gap in the market that others don’t see. They’re also prepared to put in a lot of extremely hard work and cope with failure, however hard that might be.”
From Are entrepreneurs born or made? by Marc Duke.
8 “Most businesses hit a ceiling because the way they began means further improvement and growth is too complex for them to handle and pursue. The business becomes trapped in the ‘Hindu Rate of Growth’ – around 3% each year – just enough to keep pace with inflation. To break through this ceiling, new systems need to be employed. What allowed many entrepreneurs to run a successful small business simply cannot support larger, more complex teams and issues.”
From Three reasons why you don't have a million pound business by Shweta Jhajharia.
9 “With just a £20,000 loan to start his first business, Sir Philip Green went on to take over the Arcadia Group and is now worth a staggering £3.88bn. Similarly, Mike Ashley used a £10,000 loan to start Sports Direct and is now worth £3.75bn, while Sir Richard Branson’s startup capital was a mere £300, which he used to start building an empire now worth £3.6bn.”
10 “A new report commissioned by the Information Economy Council argues that resources should be focused on helping ‘scale-ups’, because this could ‘contribute a million new jobs and an additional £1 trillion to UK economic growth by 2034.’”
From Should the focus be on ‘scale-ups’ rather than start-ups? by Mark Williams.
1 “Devise a simple ‘unexpected circumstances’ plan. Detail who does what, when and where, should things go awry. Prepare a temporary office in advance if there’s a risk you can’t get to your usual one. Make sure employees can work from home if necessary. Send your people home early if conditions worsen and be flexible if travelling is dangerous.”
From What to do if your business is affected by bad weather by Hannah Tonge.
2 “Sell something people want; make sure the difference between what you buy it for and what you sell it for is big enough; find a way to get people to buy from you. And, of course, make sure you collect all the money you are owed.”
From How to keep your business's head above water by Robert Craven.
3 “A well-engaged workforce will deliver increased productivity and performance. Remember that even the smallest gesture can make a big impact, such as enabling staff to leave early once targets have been met or even treating them to lunch. It’s up to you to motivate your workforce and prevent a dip in staff morale.”
From Top tips for boosting staff morale this winter by Helen Pedder.
4 “The right time for growth is when your business is in the middle of a successful period, with a few strong months just gone and a couple more forecast to follow. Be aware that expansion will eventually require additional resources, including labour, equipment, finances and more micro-management.”
From Why it pays to fund your own new business by John Bee.
5 “Don’t be afraid of mistakes. They’re a fact of life and with a bit of thought they can be easily managed. Accept that making mistakes need not be a bad thing. After all, in the words of legendary US basketball player and coach John Wooden: ‘If you’re not making mistakes, you’re not doing anything.’”
From What's the best way to handle your employees' mistakes? by Heather Foley.
6 “New businesses are a prime target for predatory salespeople. If you’re in the online space you can expect companies that host business directories, sell email data, run pay-per-click ad campaigns, etc, to contact you. Most of them will press really hard and rattle off impressive-sounding numbers, but these direct sales services rarely convert to sales.”
From Five key insights gained by a six-month-old online start-up by Pete McAllister.
7 “Over-thinking something often means that the ideas you come up with are forced and unrealistic. Watching an unchallenging film or TV show can allow your mind to switch down a gear and come up with something much less forced.”
From How to reach your 'light-bulb' moment by Paul Lees.
8 “Effective marketing is about taking someone on a journey from hearing about you to buying from you, and from there, to buying more and telling the world about you. Taking the time to understand how your buyers do this will always be a good investment.”
From The fundamentals of marketing explained for start-ups by Bryony Thomas.
9 “One in eight UK employees works more than 48 hours per week, while 54% of Britain's workforce regularly works through their lunch break. People who work long and unsociable hours could be doing themselves serious harm. Studies have shown that working 11 hours a day compared to eight increases your chances of developing heart disease by 67%.”
From Has Britain become a nation of workaholics? by Helen Pedder.
10 “Factually, right now, about 60% of the people in your sector are only doing OK and 20% are struggling. This means that by stepping up and standing out, you could be in the 15% that are doing very well and if you really excel – you could be in the 5% that are exceptionally successful.”
From How to be an exceptionally successful business by Anne Mulliner.
Thank you to our site sponsors for their support in 2014. Many thanks also to the experts who shared their knowledge to ensure this blog remains a popular source of information, advice and inspiration. A massive ‘Thank You’ to all our readers, of course. Whether you were thinking of starting up and wanted inspiration or started your own business in 2014 and needed advice, we hope you found what you were looking for. Happy Christmas – here's to a fantastic 2015…
A new report commissioned by the Information Economy Council (a joint initiative between the Government and the private sector) argues that resources should be focused on helping “scale-ups”, because this could “contribute a million new jobs and an additional £1 trillion to UK economic growth by 2034”. The report defines scale-ups are enterprises [with 10 or more employees] that have “average annualised growth in employees or turnover greater than 20 per cent a year over a three-year period”.
The scale-up report on UK economic growth was written by Canadian-born but UK-based serial entrepreneur and investor Sherry Coutu, who sits on the boards of the London Stock Exchange, Zoopla, LinkedIn and others. In the foreword she says: “If we take action now to focus on ‘scale-ups’, we will secure significant growth in jobs, taxes and wealth, and the competitive advantage of Britain for generations to come.
“This report explains how a boost of just one per cent to our scale-up population should drive an additional 238,000 jobs and £38bn to GVA [ie gross value added – a measure of economic output] within three years. In the medium-term, assuming we address the skills gap, we stand to benefit by £96bn per annum and in the long-run, we stand to gain 150,000 net jobs and £225bn additional GVA by 2034.”
She adds: “With the supportive government policies, industry structure, geographic placement and talent supply we enjoy in the UK, we [can] create unrivalled national competitive advantage by increasing the proportion of companies that scale-up.”
As Coutu explains, although more new businesses per capita are started in the UK than even in the USA, few scale-up into large companies, with Britain (0.5%) having a lower proportion of larger businesses (ie 250-plus employees) than the USA (0.7%) and many other nations.
In 2013 in the UK, according to Government-endorsed entrepreneurial campaign group Start Up Britain: “526,446 businesses were registered with Companies House, beating the 484,224 businesses recorded in 2012 and 440,600 in 2011.” But, about half of all new businesses fail within three years and most (90%) are gone within 10 years; only 4% of start-ups achieve a million-pound turnover after three years.
According to Coutu, high-growth, scale-up companies “contribute a disproportionate amount of jobs and growth to the economy, so closing this ‘scale-up gap’ is the most effective thing government, business and academia can do to drive economic growth.”
Analysis by RBS has found that closing the ‘scale-up gap’ could create 238,000 more jobs and £38bn in additional annual turnover in the UK within three years, while (innovation charity) Nesta estimates it could “be worth up to £96bn per annum to UK economic output”. Professional services heavyweight Deloitte says implementing the report’s recommendations could deliver a potential £225bn in additional GVA and 150,000 net new jobs over the next 20 years.
“Britain’s start-up community is flying,” Coutu comments. “The next stage of creating wealth, prosperity and jobs will come from focusing on scale-ups. We have the chance to identify and support the companies that are already creating new jobs and help them further drive the UK economy. People often ask if the UK could be home to the next global success story, like a Google or Facebook. The answer is yes, but we need to be more effective at identifying the companies that have the greatest potential, and making sure they can find the most talented people and serve more customers, in more countries, more easily.”
She adds: “Getting our ecosystem to produce a greater number of scale-ups is more ambitious and challenging than producing a greater number of start-ups or celebrating entrepreneurs.”
Blog written by Start Up Donut editor and freelance SME content writer Mark Williams.
There are 10 key strategic imperatives every business needs to understand if it’s to be successful.
In all of your marketing material, emails and social media, clarity is the foundation of selling. Avoid jargon, speak in simple language and don't assume that your prospects have an encyclopedic knowledge of industry terms. Be concise; get to the point and be relevant. Speak in terms of the prospects’ needs.
To people who find your message relevant, you can be a godsend. They need you and they want what you're offering. To everyone else, you're spam. For example, if you're selling car wax, people who own luxury cars will probably be glad to hear from you. But those who drive cheap cars just to get to work probably don't spend a lot of time waxing them. Know your customers and where to find them.
The best sales people qualify their prospects and only sell to people who are ready to buy. This is more specific than just finding the right market. You're looking for people within that market who need precisely what you're offering.
Make promises that you can deliver on more often than not and...
A business that delivers on its promises will thrive without having to spend millions on advertising. Playing it straight with your customers' expectations isn't just ethical – it's also profitable.
This will allow you to find out what you're doing right so that you can keep doing it – and what you're doing wrong so that you can make changes where necessary. If you're not going to make the necessary changes – don't bother gathering data in the first place.
Growing as a small business doesn't mean opening additional premises you can't afford. Growing means improving profitability, for example, by exploring an untapped market or discontinuing unpopular products. When you think of growth, think strictly in terms of profit margins and customer satisfaction.
If your business is costing you more than it earns or if it's just breaking even, it's not a business, it's a hobby. Taking out a second business loan and maxing out your credit cards is not cashflow. Be realistic about how much you need to stay in the black and how you're going to keep that money coming in.
Where are your shortcomings in terms of skill level, experience, customer service, marketing, etc? Spend some time thinking about what you could be doing better and how to improve on it. That could mean improving your knowledge when you have time or (if you can afford it) hiring someone who can bridge that gap for you while you get up to speed.
Successful entrepreneurs build something bigger than themselves. Building a business takes a lot of work; it can be both exhilarating and exhausting. Almost nobody has the energy to work for years without having a day off. So, one of your goals – and something that you should write into your business plan – is an opportunity to take some time to yourself. Whether your aim is a month-long vacation or selling the business, you need your business to be able to run without you.
Whenever you're faced with a decision in your business, double-check the 10 points above. With enough experience and education, you'll absorb these imperatives. They'll become second nature. Until then, whenever you feel uncertain about a business decision, check back and make sure that your ideas are financially and strategically sound.
Copyright © 2014 William Buist. William Buist is the owner of Abelard Collaborative Consultancy and founder of the exclusive xTEN Club. He is also the author of At your fingertips and The little book of mentoring.
Never sit back and admire what you’ve achieved – always look forward to what’s next. Innovation is progress and progress leads to further success, so don’t put a lid on your ideas and goals – however successful your current business. Continually evolve your offering, responding to clients’ needs and aspirations to keep clear water between you and your competitors. Regularly step back to view your business from your customers’ perspective and always seek to exceed their expectations.
In the early days, cashflow was a major issue for us and we felt like we were hitting brick walls, one after the other, in our search for a bank to allow us BACS and direct debit capabilities. We knew we needed them for the development and scalability of the business and were determined not to give up. We finally found a bank to say ‘yes’ when all the advice around us urged caution. If you believe in something and know it’s right for you – stick to your guns.
Any business is only as good as the people in it, so you need to get your recruitment right. Recruit on attitude not qualifications on a piece of paper; have fun together; introduce a strong culture of reward and recognition; and – importantly – pay more to attract the very best.
When we started out in 2000, a time when outsourcing was seen as the preserve of larger businesses, we were considered to be bucking the trend by providing our service almost exclusively to start-ups and small firms. At that time, for larger businesses to even think about outsourcing their telephone answering function was virtually unheard of, so we faced many sceptics.
Listen to your clients, communicate well and think about what you need to do to reach new markets. Pre-empt. Don’t be afraid to be different. Stand out, so that it’s easier for prospects to make a choice. Get your name out there; get people talking about you and build fantastic relationships. Don’t just concentrate on new acquisitions; look after the ones you already have, too.
The excuses for not buying now are many: too small, too big, too soon, too fast, too slow, too expensive, too complicated. But sometimes hesitancy to buy is not about the seller and the seller’s service, but the buyer’s internal thought processes.
More specifically, I am curious about why people don’t buy into a process that they know, in their heart of hearts, is one that they not only want, but also need for the development and growth of their business.
The need for what is called ‘strategic planning’ is recognised as being a cornerstone of developing, running and growing an organisation. There are plenty of trite quotes, such as, “failing to plan is planning to fail” and so on. However, at the core it is pretty much universally recognised that it is better to have a plan than no plan. And it is better to have considered the various options while being aware of the changing pressures in the business environment. I call it making your mistakes on paper.
Despite strategic business planning being almost like “motherhood and apple pie” (in other words, a good thing, something that is required), I’m still astounded at how so many people manage to delay or put off the process. This is madness, because a little bit of thinking and reflecting can help to direct and focus one’s actions on what is important and understand one’s priorities.
Copyright © Robert Craven 2014. Robert Craven is a keynote speaker and author of business bestseller Kick-Start Your Business. His latest book is Grow Your Service Firm.
He also runs The Directors’ Centre, helping growing businesses to grow.
A recent survey carried out by business software provider Exact suggests that more than a third of the UK’s 4.9m SMEs don't have a business plan and “they could be missing out on an extra 20% of profit as a result”.
Of the 34% of respondents who didn’t have a business plan, 68% said they didn't see the need for one, while 23% were "too busy" to prepare one, 8% “didn't have anyone to help them” and 5% “weren't comfortable with numbers”. Should we be surprised by these findings and are business plans as key as some start-up experts would have you believe?
In fact, some experts would tell you that start-up business plans aren’t worth the paper they’re written on. Last year, author Paul B Brown wrote a piece for Forbes.com called Why Business Plans Are A Waste Of Time. He’d come up with the idea for a new book that sought to offer insight from the original business plans of highly successful US entrepreneurs.
But there was a problem. As Brown explains: “Most of the business plans had nothing to do with what the businesses eventually became. People who said they were going to specialize in developing new computer hardware ended up in software, for example. In a surprisingly high number of cases, what was in the business plan ended up having very little to do with what the company ultimately became.”
After writing about entrepreneurs for more than 30 years, Brown believes that creating a “painfully detailed business plan really doesn’t make much sense. The first time you encounter something you didn’t expect, the plan goes out the window. Things never go exactly the way you anticipate.”
A few years ago, (“former banker, small-business investor and veteran entrepreneur”) Kate Lister wrote a piece for Entrepreneur.com called Myth of the Business Plan. She highlighted research from Babson College (“regarded as having one of the top entrepreneurship programs in the country”), which found “no statistical correlation between a startup's ultimate revenue or net income and the supposedly requisite written business plan”.
The study found that: “"Some of the heroes of today's would-be entrepreneurs, such as Steve Jobs, Bill Gates and Michael Dell, did not have business plans when they embarked on ventures that changed the world”.
Lister said she was “all for having a business plan in the verb sense. I'm just not a big believer in the noun form”. She continued: “Writing a formal business plan invites the paralysis of analysis. It distracts the entrepreneur from slaying dragons and thinking big thoughts. And it's largely a waste of time. The result usually is a long-winded missive that's out of date almost the moment the ink dries. Great business plans may earn you an A in business school, but in real life you only get A’s for achievement. So stop dotting your i’s and crossing your t's and go out there and slay something.”
Andy Fox is the founder of “award-winning independent car service and repair specialist” iAutoUK. Recently, he wrote an article for the Huffington Post called “Why You Don't Need a 40-Page Business Plan to Launch a Successful Company” (sic).
“I've never had a business plan,” he admits. “Despite this, in three years my company has reached a turnover of over £1m, with £100,000 annual profits. For your business to thrive you instead need a 'Success Plan'. This is an evolving strategy consisting of three elements. No 40-page business plan needed. In fact, you can write a Success Plan on one sheet of A4.
“Firstly, you must understand your market place and how your business is distinct from competitors. Secondly, the Success Plan must have 'Leader’s Objectives' and you must communicate them to your staff. The final element is to make sure you make money! You must have a system that provides you with daily earnings information, and which can monitor cash in the bank and in the pipeline.
“Such a Success Plan is a short, relevant, real-world document. I believe a Success Plan is more appropriate than a traditional business plan.” Dryly he adds: “Look at companies such as Comet, Blockbusters and Jessops. I'm sure their business plans didn't include going into administration! Had they had a Success Plan, perhaps their futures may have been different.”
At the beginning of the year, the government announced a 15-month, £30m small business growth scheme. Qualifying small businesses can register for up to £2,000 of funding support for:
Small businesses must match the government’s funding and those that are selected randomly must work with the Cabinet Office's Behavioural Insights Team, which has been tasked with finding out how the funding helps businesses that receive it.
To qualify the small businesses must:
The Prime Minister’s enterprise adviser, Lord Young, heads up the fund and principally it’s meant to help businesses conduct research before launching a new product or entering a new market.
All services must be bought from approved advisers (there are more than 3,160 of them) through Enterprise Nation. As of 6 March 2014, Enterprise Nation reported that more than 1,400 businesses had applied for funding, and 598 vouchers had been allocated, with a value of more than £1m. Here’s the breakdown of the types of strategic advice small businesses have invested in so far:
With the scheme due to run for 15 months, I’d advise small businesses to apply – but be aware that you have to pay fees upfront before reclaiming money from the government. Find out more about the scheme here.
As the recovery begins, it's a sobering thought that because they have become reconditioned by a common ‘batten-down-the-hatches’ approach to recession, few companies are likely to be engineered for growth. The repercussions could be fatal.
The danger is no longer 'boom and bust' - but ‘boom and rust’. Proactive organisations will grow, but more pedestrian businesses risk stumbling into terminal decline. There is the real possibility that if business owners/managers remain in a risk-averse mindset, they will preside over organisational paralysis that not only prevents growth, but also allows competitors to seize market share.
After five years of surviving it's an understandable response, but it leads to an uncomfortable truth – many UK businesses have forgotten how to grow.
So, as the 'green shoots' of recovery begin to take root, what should businesses be doing to reinvigorate themselves and create a platform for growth? Experience suggests that many will be doing the very thing they should most avoid – focus solely on profit.
The alternative approach will send chills down the spines of accountants the world over, no doubt, and it may appear to defy common business logic, but the best advice for business owners seeking growth through the upturn is don't just focus on profit.
There are tried-and-tested ways to keep your business small and stressful and the most common is to obsess about profit as the markets recover and hold on too tightly to the P&L. This approach will prevent you from creating the headspace required to innovate and grow. You may well stay profitable, but you'll also stay small.
In the longer-term, the most successful businesses will facilitate a fundamental shift from a focus on profit to a focus on 'multiple'. They'll look at the long-term value of their business and switch attention from the P&L to the balance sheet. And crucially, they'll shift their focus from income to assets. After all, income follows assets.
As well as traditional 'balance sheet' assets, there are ‘intangible assets’. And the key to long-term growth - and driving the value and multiple in a business - is to focus on the intangibles.
Intangible assets generally boil down to culture, talent and systems. They're the people and processes that drive equity value and combine to form your intellectual property. The challenge is to structure your business culturally and organisationally so that it drives value, grows sustainable revenue streams and supports your long-term ambitions. Creating and building upon the right cultural platform to empower staff to deliver these common objectives - leaving senior management free to plan for tomorrow - is critical.
The economic upturn should present a clear catalyst for growth - but business owners must not allow their desire for short-term profit to dictate caution about long-term planning and investment. Now is not the time for 'logical' product innovation and extension based on understanding today's marketplace – taking baby steps will only keep you small. Today's green shoots represent the ‘teenage years’ - and to exploit them, businesses need bold innovations if they are to capture whole new markets and appetites.
To progress, owners should consider pursuing an asset-based strategy. The challenge is to understand the ‘rocket juice’ in your business – the core intellectual property that powers your current product and channel. Once you identify it, you'll be well placed to innovate into radical new product areas and channels that are more lucrative and less competitive.
The most successful companies at this point in the economic cycle will always be outwardly-focused - and they will look for partners that can help stretch and stimulate their thinking. Business coaching can provide an independent perspective on how companies can invigorate their core intangible assets to drive value, increase their multiple and stimulate sustainable growth.
The most common way to keep your business small and stressful is to focus obsessively on profit. But there are also innovative ways to engineer growth and the best is to concentrate on intangible assets, and to work with a partner that can help to revitalise your company and create new platforms for growth. After years of austerity, UK businesses may well have forgotten how to grow, but they need to get their memory back - and quick.
Blog supplied by John Rosling, CEO of business growth consultancy Shirlaws (UK) Ltd.
As the financial crisis of 2008 fades into the past, UK entrepreneurs are picking themselves up and dusting themselves off in increasing numbers. Against the odds, there were nearly 500,000 new businesses launched in 2012 and figures for 2013 are looking even better. So far, upwards of 350,000 start-ups have launched — a signal that we’re moving out of the winter of financial disaster and into a spring of new opportunity.
With this surge in entrepreneurship, naturally some small-business owners will succeed while others fail. The question, then, is how can you develop a business model that is poised for both stability and growth?
While many start-ups launch as one-man/woman-band businesses, consider bringing in family members, co-management, employees, accountants and other sources of help and support. While you may be highly skilled in your field, it can be difficult to handle all aspects of your business alone, while remaining inspired and motivated.
If you have a good team around you, you’ll find operational and administrative challenges less daunting. And if you can successfully make each team member feel that they are valued and respected, you’ll be surrounded by people who are just as dedicated to pushing your business to success as you are.
It’s also important to avoid naysayers; seek out team members who are brimming with positivity. This is especially crucial when working with family, because the family dynamic can sometimes bring added stress.
Develop a clear sense of your brand’s niche and image. If you don’t have a clear idea of what your service or product has to offer, potential customers or clients will be confused, and your opportunities for engagement will be lost. Not only do you need clarity of vision, but you must also find ways of clearly articulating this vision to a target audience through marketing and customer interaction.
This can mean engaging an accountant to teach you how to work through the ins and outs of the ‘financials’ involved with running your own business or hiring a business coach to teach you how to pinpoint your goals and determine the steps you need to reach them. Joining your local chamber of commerce can also be useful, because it will provide access to a variety of courses and workshops.
Think about the future and how your business will need to evolve to stay competitive. Pay attention to competitors and trends in both local and global markets. Above all, never rest on what you accomplished yesterday. Maintain your sense of momentum. If your business gets too comfortable, you’ll quickly find yourself left in the dust.
Should the owner of a growing business be a manager or a leader? The answer to this question is far from straightforward. Many would argue that they should strive to be both, but this is often not the reality, because business owners get dragged down by the pressures of the day-to-day running of the business. Consequently, they end up doing too much management and too little leadership.
There are substantial differences between leaders and managers:
The differences between leaders and managers are fundamental. Managers make sure that everything is controlled properly; leaders create the vision, the enthusiasm and the passion. The best leaders are those who inspire and create followers.
One of the biggest challenges facing growth businesses is how to mature from a small owner-managed business, where the owner is at the hub of everything, into a medium-sized business run by a board and a team led by a leader rather than managed by a manager.
The very characteristics that allow a start-up business to thrive can be detrimental when the business starts to achieve scale. An entrepreneur starting a business is usually a highly driven and determined individual. You need drive to get a business off the ground and you need to be incredibly focused. Many entrepreneurs ignore rational, risk-based arguments as they pursue something they believe in, which means that ultimately the business thrives because of that sheer drive.
Business owners therefore tend not to be easily swayed and as the people funding the business they are often very tight with financial control - which is fine when the business is small. However, as a business grows at some stage the business leader must begin to delegate, even some financial matters.
Likewise, small businesses leaders usually make all the decisions, but as a business grows to be 20-100 people strong, depending upon the type of business it is, this responsibility must also be shared to create space for the leader to lead rather than do. And as the business grows it is important that the leader’s vision is not drowned by their desire to control all aspects of the business.
One fundamental area that is key to business success is communication. For small businesses communication is not a problem – the boss just says what they want done! In a larger business it can’t work like that. The leader can’t communicate directly with everyone individually; there must be communication processes in place. So at some stage, internal newsletters, management meetings, department meeting and workshops become necessary, often to the great frustration of the entrepreneurial business owner who just wants to get on with doing ‘real work’, not realising that for a medium-sized business and larger, the real work for the leader is largely communication!
Entrepreneurs who started a business and grew it through its early stages often see such management meetings and internal communication processes as unnecessary overheads. Everyone should just know what they need to do. And the lack of such coordinating activity is what causes many businesses to plateau and stay small. By contrast, the leader who successfully grows a business of scale understands that management processes, communication and leadership are critical to successful growth.
Every small business of course has big dreams, but business leaders with a desire to grow must ensure that as they grow, they adapt their style of leadership to suit the stage of growth.
Starting a business can be an amazing time. The excitement of new opportunities and that fabulous feeling when you land a big new contract are unrivalled. However, it’s a sad fact that most businesses fail in their first year or two - so by getting through this challenging period you can dramatically increase your chances of success. So how do you do it?
Many one-person businesses suffer from this phenomenon, caused simply by a lack of capacity for business development. You win a contract; work flat out on it for three months; get paid and then… Nothing. And you’ve been so busy doing the work that you haven’t had any time to line up new customers or source some new leads. Given it can be weeks or even months before a new lead can provide you with any work, you’re now faced with the prospect of a difficult fallow period and possibly a rapidly dwindling bank balance.
The best way to avoid these problems is to set aside a dedicated time every week for business development. This could be anything from emailing prospects to attending networking events - anything to keep your pipeline full of potential work opportunities.
When you start your own business the only thing that’s really changed is your business cards. Do you need to rent a desk or office or can you work from home until the business is more established? Do you really need that plaque to go on your wall or could that money be used better elsewhere?
Being your own business cannot be improved by unnecessary physical ‘accouterments’, so think carefully about any purchases you think you need to make because you’re now ‘a business’.
Some businesses fall over simply because their founder was so busy ‘being the business’ they forgot the legal fundamentals. Get set up as a limited company straight away - this can be done online quickly and cheaply. This will provide legal separation between you as an individual and your business, so should you go under with a long line of creditors you only stand to lose what you invested in the first place - not your house or your car, for instance.
Secondly, get contracts in place for all your work. These will vary depending on the kind of work you do, but standard pro formas can be found online easily. These can protect things like intellectual property and usage rights to your work.
Lastly, get insurance. In many cases this is legally required and many business owners simply don’t realise until it’s too late!
Blog supplied by Darren Fell of small-business tax specialists Crunch Accounting.
Having walked past a shop called Recession this morning, I was reminded yet again about the tough times that small firms continue to face. All the small-business owners I meet through my work as a coach are really busy. They tend to work much harder than their counterparts in the corporate world and are frequently more motivated, too. There’s so much involved in running your own business – and not many people to help.
Here are my top six tips on how to give your small business the best chance of surviving when times are tough.
It seemed to work for Bill Gates. He’s reported to have spent one month every year thinking up ideas for his business. Yet in a survey of 4,000 UK businesses, 95% of small-business owners didn’t even have a business plan. Owners spend all their time working in the business, leaving no time to work on the business. But failure to plan, as time-management guru Alan Lakein said, is indeed planning to fail. It’s like setting off on a journey without knowing the eventual destination – fun, perhaps, but unlikely to be effective. Just half an hour a day spent thinking and making plans will enable you to focus on what’s really crucial to the business. Urgent isn’t necessarily the most important.
Failure to manage cashflow kills more businesses than anything else. Cash is king when it comes to the financial management of a business. The lag between the time you have to pay your suppliers and employees and the time you collect from your customers is the problem – and the solution is effective cashflow management. This means delaying outflows of cash for as long as you can, while encouraging anyone who owes you money to pay it as soon as possible.
A simple analysis of your customers can be enlightening. Who are most profitable/most rewarding to work with/have the most potential? It’s said to be five-times more profitable to spend time and money on retaining existing customers than it is to acquire new ones. Michael LeBoeuf’s book, How To Win Customers and Keep Them for Life, highlights the reasons why customers leave - 68% of them because of an attitude of indifference shown by the owner, manager or an employee. Given this, how valuable it is to fold your customers in a warm embrace and love them to death.
Social media is no longer the preserve of teenagers. Indeed, it’s hard to think of a business that cannot benefit from using social media. LinkedIn, Facebook and Twitter are now essential tools to connect with customers, prospects and suppliers. Your competitors are already using social media to boost awareness, enhance reputation and win business. If (like me) you didn’t know where to start, make it your business to find out more about using social media for business. It could bring you many more sales.
It’s no coincidence that businesses that increase and hone their marketing spend in a recession are those that emerge strongest when recovery comes. Bill Gates (yep, him again) famously said that if he was down to his last dollar, he would spend it on marketing. Research has shown that companies that increase their marketing spend in a recession recover three-times faster when economic conditions normalise.
People don’t stop buying in a downturn, they just focus on value and “out of sight, out of mind” still holds true. Customers will notice if your brand falls silent and will smell failure. So set objectives, be clear about what you want your marketing to achieve, and measure the results. The more you know about your customers, the better you will be able to target them successfully by understanding their problems and presenting appropriate solutions.
The internet – and Google in particular – represent cost-effective platforms. Used properly, marketing has the power to stop a business being caught like a rabbit in the headlights.
Many small-business owners try to do everything themselves, which is plainly daft. Even decathletes who train for years have events in which they perform better than others. No one can be a jack-of-all-trades.
How much better is it to defer to a bookkeeper or PR specialist than to attempt to muddle through yourself? It can be immensely liberating to free yourself up to do the parts of the job that are most rewarding or to which you are best suited. Leave the rest to people better qualified than you. Smart business-owners know when to outsource, delegate or automate. You will more than make up the money it costs you through focusing instead on getting more sales or developing product or service enhancements.
By Bristol-based business coach Chris Kenber.
Tristram Mayhew, “Chief Gorilla” at popular forest-based leisure adventure attraction Go Ape, provides his eight top tips on how to be a successful ‘On-tree-preneur’.
1 Find a business opportunity that you enjoy
If you do something you actually love, you're more likely to be successful at it. It will be fun rather than just work and your natural passion and enthusiasm will rub off on those around you. That can make all the difference.
Starting a business is probably the single most risky financial adventure you are ever likely to make. You can minimise the risk of failure by learning from the wisdom of those who have gone before you. There is a library full of great tips and advice that, for just a few pounds, might save you tens of thousands of pounds. One book that I recommend is Guy Rigby's From Vision to Exit.
Once you have got through the start-up phase, if you want your business to really take off you need to give it some rocket fuel. I put Go Ape through Cranfield School of Management's 'Business Growth and Development Program' (BGDP). It takes four weekends over eight weeks and is only for owner-managers. It is a potent mix of practical theory and case studies, which you then apply to your own business. The 30 or so other owner-managers on the course work on your business with you, and you on theirs, their advice and experience was invaluable. The BGPD was worth every penny. It was the point when Go Ape grew up from being a good idea into a great business. Our growth and profitability took off after that.
If you know where you're going, you're more likely to get there. So come up with a plan for your business. Be bold. Go for some big, hairy goals. It needs to inspire your team and your customers, and ideally put fear into your competitors. It should set out your vision, mission and tactical plan. Once you have worked out where you want to go, ask yourself what you have to do for that to happen. This will become your 'to-do' list.
5 Delegate and empower
If you are to manage rapid growth successfully, you must bring on a great team. You can't do it all. Unless you can make yourself redundant, you won't have a business that can truly grow, nor will you have a business that you can sell. Encourage your team to take entrepreneurial risks. Don't punish them if they make mistakes, but praise them for trying. If you recruit good people, when you drop them into the deep end, most will swim rather than sink.
6 Become a strategist
One of the main lessons from Cranfield is that you have to stop being the 'Hero' (ie someone who makes all the decisions in your business), because this limits your businesses growth potential. You need to become a 'strategist' and work on the business not in it. Your job is not to do the heavy work, but to look ahead and guide your business around obstacles, coaching, encouraging and motivating your team as you go.
Running your own business can be quite lonely. Getting to know other people who are in the same boat can be a great source of encouragement and advice. There are lots of clubs and social events for entrepreneurs, so try out a few and make the most of the advice and support on offer.
8 Enter business awards
If you are aiming high and want to be the best, why not enter some business awards? Entering the National Business Awards is a great test to put your business through. The Application process makes you take a long cool look at your whole business. Whether you win or not you get feedback on how well your business scored in a number of key areas, which helps you target improvement. If you do win it's a terrific morale boost for your team, and also introduces you to a stellar network of useful contacts and leading entrepreneurs. Entrants for the 2013 National business Awards need to be submitted before 31st May.
Business confidence is a funny thing. The news can be full of doom and gloom and yet many small business owners manage to remain resolutely positive. Certainly, when we polled small firms last Spring, there was a good deal of optimism, with 48% saying they expected 2012 to be better than 2011.
What a difference a year makes. Now, it seems, business owners are considerably gloomier. Our February 2013 small business survey, sponsored by Sage, found that just 34% of business people are optimistic about the year ahead.
And it seems this dramatic drop in confidence is having some knock-on effects. 6% of respondents say they plan to make redundancies — double the 3% who said the same in 2012.
In addition, 22% are unsure about the prospect of redundancies, significantly more than the 10% who said they were unsure about laying off staff this time last year.
It looks as though many are putting growth plans on hold as they adjust to what some are calling “the new normal” — economic stagnation. For instance, just 32% told us they planned to spend more on marketing — a big drop from the 51% that were planning to invest more in marketing in 2012.
Most small firms say that Government support is not sufficient — a total of 72% of respondents told us that the Government will either not do enough or not do anything to support businesses in 2013. Mind you, last year that figure was 73%, so there’s little change there.
What has clearly changed is business optimism.
SME owners are the backbone of the British economy, making up 99.9% of all UK private sector businesses and contributing 48.8% of private sector turnover (according to the FSB).
Small business owners have done everything within their power to ride out this storm — from painful belt-tightening to finding new gaps in their markets and opportunities to grow. But it has been a long haul and there’s a sense that they are growing weary.
It’s important not to give up now. We recently published James Hay’s blog, Keep swimming, on Marketing Donut, extolling the business benefits of simply keeping going. It clearly struck a chord.
The relentless bad news can be hard to ignore but small firms need to stay positive if they are to survive and thrive. Let’s hope that in confidence terms — as well as economically — we have already hit bottom.
Rachel Miller is the editor of Marketing Donut.
Those who completed the survey were automatically entered into a draw, with a spanking new iPad mini available as a prize. The winner was Jackie Beard, owner of Gloucestershire-based florist and flower arranging business Jessabel Flowers. Many thanks to sponsors Sage, as well as Jackie and everyone else who took the time to complete the survey.
All entrepreneurs are self-reliant. I know – I’m a serial offender! But almost everyone who starts a company cannot make much of it without support from a whole range of people – both in the company itself and outside.
These people are always chosen to be the best, most reliable, the most trustworthy. So how does it come about that dynamic self-starters with handpicked teams frequently not only make mistakes, but costly wrong decisions too?
Part of the explanation comes from our personality profiles. The kind of people we are not only affects how successful we are with the outside world (customers, suppliers, the authorities and so on). It also impacts on relationships and effectiveness within the company itself. In my book, Decide – Better ways of making better decisions, I have included advice from acknowledged experts and a guide to the main personality types, and how you can cope with difference and similarity – and importantly pick successful teams.
But decision-making is not a straightforward process, and so-called Decision Traps lie in wait for the unwary. Below I list some of the most lethal. You may well be able to identify examples from your own experience.
The decision-maker is so excited about a potentially exciting outcome (the upside) that he/she seriously underestimates how bad the downside could be if everything goes wrong. Most of us are optimists and it’s natural to be enthusiastic. But wise decision-makers always weigh up reward and risk, and it’s often sensible to turn down an option (however glittering) if the downside could be disastrous enough to break you.
A group of really bright people cannot believe they can ALL be wrong! But it can happen – particularly if the balance of personalities in the room is skewed on the positive side. Ten people are as capable of being wrong as one. There is a related trap called ‘Confirming Evidence’ – when we are prejudiced in favour of people who think like we do. The trick is to make sure it is always someone’s job to be the devil’s advocate, and ensure frequent reality checks.
Sometimes it is tempting to go ahead and make a decision even before we have all the data we need. And it can be fatal to press the button before you have all the necessary information and research. But this is where judgement comes in. It can be almost equally wasteful to insist on having more and more information to the point that the opportunity has been lost. That is ‘information overload’.
This is a polite term for a hasty decision that can come back to bite you. Governments and ministers do it all the time. We are all inclined to kid ourselves we have thought things through when we haven’t.
Really bad this one – making the same mistake again and again.
David Wethey is author of Decide – Better ways of making better decisions, published by Kogan Page.
The idea of entrepreneurship and the real-life, day-to-day experiences of entrepreneurship are two vastly different things. In my first serious venture our team raised $250,000 for an online financial technology start up, which was focused on educating and assisting investors to develop asset-management strategies to self-manage their own capital in various financial markets.
Our business model was strong. The company had several key revenue streams and after nine months of pre-launch development and another nine months of post-launch operations, the company finally began to make money. Then, for an additional six months the company largely broke even. And, finally, after 24 months, the company began to make enough money to make the venture worthwhile.
Through the life of our company, our team learned many lessons, but one has stuck above most. A successful entrepreneur is characterised by many attributes, but ability to manage risk is key. Most people never even consider this aspect of business, but the ability to actively manage risk is often the difference between entrepreneurs who have a great idea and entrepreneurs who actually build successful companies.
The greatest risk
The single greatest risk for any entrepreneur is running out of cash. A business fails when it runs out of cash or available credit. If a business spends more than it makes per month, that burn rate will eventually cause the business to fail once all cash is spent and available credit is used up.
Therefore, every entrepreneur should be fixated on controlling costs and managing this risk. Let’s discuss a few key points that will empower aspiring entrepreneurs to successfully manage the risk of cash flow.
Cut out the non-necessities
When starting a business it can be tempting to spend money on non-essentials, such as nice office space, beautiful office furniture, expensive computers, administrative staff, etc. This is a black hole of lost cash, however. Until a business is generating healthy net-positive monthly returns, it is wisest to keep in “bootstrap mode”. The only money spent should be what is absolutely necessary to create the business’s product or service and take it to market. Bootstrap mode may not be the most fun experience, but it’s necessary and often means the difference between a business idea and an actual business.
Know your burn rate
A second temptation many entrepreneurs face is to ignore the numbers. “If I just keep my head down and keep moving forward, we’ll make it. The numbers are depressing, so I don’t need to look at them.” This is disastrous. As a business owner and leader, one should always have a direct pulse on the cash position of your business and how cash is flowing in and out of it. One of the most important numbers is the burn rate. This is the amount of money you are losing each month.
If you divide your cash reserves by the burn rate, you’ll get the maximum number of months the business can survive at its current trajectory. Know this figure at all times, and be proactive about cutting costs to extend the lifeline of the business.
Entrepreneurship is a great challenge. Put yourself in a position of power by taking a proactive stance toward active risk management and seek to manage your cash risk by consistently keeping expenses low during the early stages of your company’s growth.
This has been a guest post by Danielle Thomas from Merchantseek.com.
Part of the job of running your own business is figuring out how you can get ahead of the game. You need to have processes or systems that can focus on you finding cuter/smarter/cleverer ways of doing things. You must find ways that are cuter/smarter/cleverer than the way your competitors do things.
I will suggest two options:
1 The ‘Think On’ Hour
Most business owners arrive at work before the rest of the team. The place is quiet and there are far fewer interruptions. I know of some business people who take this time every day and spend up to one hour simply sitting and thinking about how to improve things. After all, if we agree that we need to spend more time working on the business and less time working in the business, this is a blindingly obvious thing to do – even if you only do it once a week!
2 The ‘KPI Focus’ Hour
A more focused and less freeform approach may produce even better dividends. We all have basic key metrics we use to measure and evaluate business performance – key performance indicators. If you don’t know what I am talking about you can stop reading now and just go for the ‘Think On’ Hour option.
Use your KPIs (or metrics or whatever you wish to call them) to evaluate performance. Once a week spend an hour (alone or with the team, whatever works best for your business) and focus on the one key issue you need to improve in your business. This can be called your single, most-important, over-arching goal for the coming month.
Decide what the over-arching goal is going to be then brainstorm, Google, steal, talk and debate about how you are going to improve your performance. Decide what you are going to do. Make it a high priority. Commit to it. Communicate it. And do it.
Robert Craven shows MDs and owners how to grow their profits. He is a keynote speaker and author of business bestseller Kick-Start Your Business (foreword by Sir Richard Branson). His latest book – Grow Your Service Firm – is out now. He also runs The Directors’ Centre, helping growing businesses to grow. For further information contact Robert Craven on 01225 851044 or firstname.lastname@example.org
A business plan is the equivalent of a roadmap for businesses. It is a document that provides vision, goals and benchmarking. It creates momentum and also provides an opportunity for a reality check – what worked last year, where the gaps are and what next year is going to look like.
Many start-ups fail because they lack a map to guide them through their new business venture. A research study conducted by simplybusiness.co.uk with 400 British entrepreneurs shows that 54% have no written business plan and more than two-thirds make decisions based on gut instinct alone. According to the Federation of Small Businesses: “Britain’s best performing small companies are being hampered by a failure of the planning system to allow them to expand”.
Writing and maintaining a regularly updated plan can have a profound impact on business success, helping to demonstrate the viability and value of a business to potential investors and illustrating how investment will be used to grow sales and profit. It also provides a useful reference point and motivational tool for the business owner.
In terms of content, a plan should document objectives and strategy across three key business areas; marketing, operations and finance. These aims should be quantifiable and split between short term (next 12 months) and longer term (next three years). Other sections can include:
In summary, a business plan helps to focus clear roles and goals and motivates business success. As Matthew Brearley, former board director of Vodafone, said: “With a great plan you can engage others with a sense of direction and purpose, align all activities and review progress."
John Davis is managing director of Business Centric Services Group.
In a business mentoring relationship, a seasoned business owner meets with a new or potential business owner one-on-one to give advice, focus objectives or simply boost morale.
The relationship can be a paid arrangement organised through a business support group or free advice from a local business expert. Either way, there is strong evidence that mentoring hugely benefits small businesses:
However, despite these encouraging statistics, surprising evidence has emerged recently that suggests 42% of small-businesses owners have never consulted a mentor (source: Moore & Smalley accountancy survey). Furthermore, according to a recent poll we conducted at BCSG, 55% of start-ups do not plan to use a mentor once their business is up and running.
It can be easy for small-business owners to get caught up in the whirlwind of day-to-day tasks involved in running their business, but putting aside time for regular mentoring sessions can prove invaluable, for personal development and business growth. Specific ways in which mentors can positively impact success include:
Above all, effective mentoring can foster a long-term, mutually beneficial relationship between mentor and mentee that can span the length of a career.
The Government is encouraging small business growth through mentoring by promoting initiatives such as MentorsMe, a national portal that gives businesses a single, easy-to-use search engine to locate organisations that provide mentor services. So far, 100 mentoring organisations are accessible through the portal, providing details for more than 16,000 trained mentors, and organisers are aiming for a network of 26,000 mentors by the end of September 2012.