It all started with Conkers

I launched my first business at the ripe old age of nine years old. My father would take my brother and I to Wanstead Flats in East London to collect conkers which I would then sell to my classmates for 1d each.

However, alas the good times were not to last, others started undercutting me and selling their conkers two for 1d and I lost all my customers quicker than Linford Christie could run 100m. I then learnt the most important lesson in business, don’t sell on price, add value, and give the client “what they want.”

As John Lewis says “under promise and over deliver” – a lesson many businesses could learn from; it really is the best kept secret for any good, thriving business to succeed.

So, what did the nine-year-old do to stop the rot in his failing business? I drilled a hole in the conkers and put a string through them, so they were “ready to play” – I increased the price to 2d each and they sold like hot cakes! – or is it Hot Chestnuts?

Footnote: if you don’t know what playing conkers is, or don’t know what 1d is, just Google both, and make me feel incredibly old at the same time. Since then, I have had a market stall selling watches and clocks in Upton Park market near to the mighty ‘West Ham United’ football ground before they moved to the Stratford Stadium (I did have the nickname Arthur Daley); worked for a communications company on commission only; started my own communications company, and then in 1988 started the business I still own today selling office supplies to SME businesses.

About five years ago, I sold half my business and changed the focus of the business, niching my offering to the education sector as I felt that is where I could add most value.

My wife used to be a teacher and constantly told me that most schools were disorganised and simply want an easy life from their suppliers, or in other words, make it easy for them to order. My job was to make that happen whilst still being competitive.

I have experienced and seen many changes in business over the past 33 years, some good, some bad, but I have always maintained high standards in customer service as well as listening to others and adapt where I felt necessary – you are never too old to learn!

In the early days, I held every role in the organisation: Purchaser; Seller; Delivery Driver; Tea Maker; Cleaner; Worrier; Bookkeeper. You name it.

I remember the time when my first daughter was due to be born. My wife called me on my very large, brick shaped mobile phone (1989), to say she was going to the hospital and her main question was: “where are you and how long before you get to the hospital?” I was in fact making a delivery in West London, but I told her I was at the office and would be at the hospital very soon.

I juggled so many balls in the air in those days, it was a miracle none fell to the ground. But they were happy times and working for myself was something I had wanted to do from those conker days aged nine – and I had done it and found my purpose.

I absolutely love business and love seeing others succeed in their business also – like an Iceberg – others see success, but below the water they do not see worry, hard work, long hours, pain, and loneliness.

I have been through two painful, worrying, long recessions during my time as a business owner and both times have had to make changes to adapt to changing circumstances.

These included things like –1) making sure my customers were happy and they did not leave us 2) ensuring we were paid on time – cash flow is king in any business 3) checking that my customers were not “in trouble” as the knock-on effect of any liquidation can have serious implications down the line 4) increasing our marketing budget to gain more customers when our competitors were cutting theirs.

You expected to see cost cutting among the list of changes, but I didn’t and still do not believe that cost cutting in time of recession (or any other time for that matter) should be the focus of any business. Be prudent yes, but trying to save money can be a costly exercise especially when the cogs of the wheel are already running smoothly. (By the way, in 33 years of business I have never made anyone redundant or implemented pay cuts and this was repaid to me over the years by my loyal and committed members of staff).

Don’t get me wrong, I have had customers who have gone elsewhere for a cost saving only to return when they realise what we offer as standard is not offered at all by our competitors. We don’t get invoice queries as they are always, without exception correct first time, but good luck if you have an invoice query with Amazon!

We lost a contract recently from a large Comprehensive School who went through a long, exaggerated cost saving exercise with one of the ‘big boys’ for all their stationery, only for them to discover that their paper quality (the one product we supplied) is inferior, and they no longer get our next day delivery service, but there is nothing they can do, as they signed a one-year deal.

I will admit that I get a little triggered by those “cost cutting” companies who look at the bottom line rather than the goodwill and relationships between customer and supplier. But I won’t get on my high horse here, suffice to say I’ve maintained excellent relationships with both customers and suppliers during both recessions, and am still here to tell the story today. The bottom line is that any business that put’s its head in the sand during tough times instead of pivoting their business to adapt, is simply asking for trouble: talk to customers, talk to suppliers, talk to your business coach – if you have one – you are not alone and there is absolutely no need to be. The community of Collaboration Global has given me so much over the past few years – especially at times when I need to offload or get some advice. I would almost say that it is a lifesaving organisation with so many knowledgeable members who are more than happy to help and advise, during those tough times.

We are hearing more and more recently about mental health and how that can affect individuals in a negative way. I am so pleased that this has come to the front of government thinking, so individuals can get help and not feel isolated or depressed, if their business is going through a rough patch.

I believe that in a few years’ time we will see mental health counselling departments in large firms, etched in legislation just as we see HR departments today.

Again, I suggest: just talk to people around you, but only to those people you respect and are willing to take advice from. There are lots of people out there who are happy to advise / criticize you about things they know nothing about. So don’t take criticism from people you would not go to for advice in the first place.

Running your own business can be a tough space, not the Harry Enfield portrayal of the 80’s ‘Loads of Money’ culture, but more like the quick thinker, decision maker of modern times. Above all stay in control ensuring the business is going in the direction you intended and be aware of the “numbers” within your business; I’ve seen many businesses fail when unchecked expenditure out stripped income.

Collaboration Global has taught me how to set up successful partnerships with other companies, one was where a fellow member who was a surveyor and wanted to offer a ‘government grant’ to schools to help with their ageing, dilapidated roofs but had no idea how to market to that sector. It was a dream made in heaven, I sent emails to my 1,000 strong customer base and he did the consulting. He gained new customers by the droves.

Covid 19 (March 2020 to now) and the implications of that nasty virus, has been a challenge. Our customers (schools) were closed for the best part of a year and as a result, our turnover dropped 80% overnight. Thank goodness that our government stepped in to help keep the wheels turning.

Like so many other SMEs, we would have struggled massively had they done nothing. That said, I also think that if you have a resilient business that can adapt to change, then you are at least on the court playing, rather than being in the crowd looking in. Good luck with your business and if you would like to talk, I would be happy to lend an ear. Be happy but above all: stay in control.

You can contact Alan at:

Email: alan@theschoolpeople.uk Telephone: 07836 555042 Website: www.theschoolpeople.uk