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.
With the giant cogs of the British economy finally whirring back into life, many businesses may experience significant growth in 2014. However, for companies to achieve successful and sustainable growth, they must expand with maturity. Here are my top five tips on how to go about it.
When a company grows organically, you create certain processes and people can get stuck in their ways. You may also find that when people take responsibility for things naturally, or by necessity, this can lead to them becoming possessive over one particular part of the company.
It’s an age-old cliché but there is ‘no I in team’, and employees putting themselves in charge of certain things and then being unwilling to relinquish them could be very unhealthy for the company. Therefore, as you grow and start to hand over responsibilities correctly, it’s important that you…
As processes grow, they often become more complex or require more detailed monitoring and management. For instance, in the case of officebroker.com these areas include the likes of pay-per-click advertising and database administration.
When we were smaller, these responsibilities were handled in an ‘all-hands-to-the-pumps’ type approach. However, to maintain their integrity and maximise their potential to influence service levels and revenue generation, boxing off these responsibilities into defined roles can be hugely beneficial. However, to specialise you need…
Specialising means handing over ownership and sometimes relinquishing the day-to-day knowledge that you gain from this interaction. This means you have to put trust in the person taking ownership. Sometimes this can be difficult, as you are very familiar and efficient in how you complete a task – but given the right support your successor will flourish and in many cases a fresh perspective can help to improve it. Nevertheless, for trust to be built you need to develop effective…
Growing companies are often built around a nucleus – be they the owners, investors or trusted employees. Stay mindful that those who were there on day one will often have a sense of ownership toward the company, built around their involvement and the part they have played in helping it grow.
As the company grows and new team members arrive, it’s important to understand that their connection and attitude may be different. To keep them engaged, communicate clearly and find the “currency” that works for them (eg financial rewards, success, acknowledgment). And finally…
Change brings challenges, but similarly, challenges bring change and it’s all too easy to resist them, have knee-jerk responses or fall back into old habits when they present themselves. You need to keep thinking forward and give the changes and people delivering them every chance of success. That said, never lose sight of the past nor ignore what it has taught you.
Blog supplied by for Liz Yorke, Director of Global Operations at officebroker.com.
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.
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.
If your business is to continue to expand and grow, then plans need to be put in place for that growth potential to occur right from the start. If you make a smart choice when you set up your business Internet services, then you’ll have faith in its capacity to expand as your business grows. But if you don’t choose right first time, you may end up paying the price when you need to shell out to cover the expense of expanding your Internet operations each time your business or organisation grows.
If you wish to save time and money, then it’s best to choose an Internet services company with the flexibility for expansion built in:
Multi User VoIP:
Voice over Internet Protocol, or VoIP, is growing in popularity with businesses due to its flexibility, cost-effectiveness and quality of service. VoIP to VoIP calls are free and the system is easy to set up with no expensive capital outlay at the beginning. With Multi User VoIP, you can add internal extensions to your existing VoIP phone services quickly and without any additional cost, allowing your rapidly expanding call teams to respond to increasing demand.
Exchange allows you to share all your important information with others and access your mail on your computer or mobile device. Share calendars, files, and address books and ensure that everyone is using the same up to date details. As your needs change and your business grows, increasing your email services will simply be a matter of adjustments, not having to look for a brand new product.
The standard broadband should give you the fastest possible speeds that your telephone exchange will allow. Broadband should also give you a very generous bandwidth limit and direct access to a VoIP network, like the Gradwell. However, as your organisation grows and your needs change, you may need faster connection speeds, more bandwidth and line prioritisation with a separate line for data, to free up your VoIP phone line as the number of calls increases.
Getting reliable hosting for your web activities is vital from the start. Poor hosting leads to down time that damages reputation, productivity, confidence and sales. It’s important that your web hosting is reliable and robust enough to ensure your site can handle all the demands that could be made on it – particularly when an influx of new visitors occurs, if there’s a sudden surge of interest in your business. Many companies fail to plan for these surges and end up with their sites going down when visitor numbers spike.
Your web host should provide plenty of web space, quick speeds and reliable, expandable services, and if they don’t – maybe it’s time to look elsewhere.
Peter Gradwell, Gradwell