DQ Isuue 7 by Downtown in Business

I DIB DOWNTOWN QUARTERLY • WINTER/SPRING • 2012

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ello and welcome to the first DQ of 2012.

If you like reading about entrepreneurs and enterprise then you will love this issue. There is a growing recognition that if the UK is to emerge from the recession anytime soon, then we need to see a resurgence of private sector companies who are growing and creating jobs. But what initiatives are taking place to create an environment where business can thrive? We feature the forthcoming Global Entrepreneurship Congress, we find out what quality business support will look like in the twenty first century and the entrepreneur of entrepreneurs Steve Jobs is our DQ Icon. We also celebrate the many success stories that the North West region currently boasts, looking back at the Lancashire Business Awards and the ‘Livercool’ Awards; and we have the third in our DQ30 series, focussing on Greater Manchester.

TOTALLY FRANK

DOWNTOWN LIVE

FOCUS ON Supporting Businesses and Entrepreneurs in the 21st Century

TOP TIPS

DQ FEATURE The Global Entrepreneurship Congress

DQ ROUNDUP The Livercool Awards 2011

DQ ROUNDUP It’s Liverpool: The Business Conference

DQ 30 The Manchester 10

DQ ICON Steve Jobs

All your usual features are here too, including the DQ Cool List, Frank McKenna’s column and details of Downtown’s fabulous events programme for 2012.

DQ ROUNDUP The Lancashire Business Awards 2011

THE COOL LIST

Here’s hoping that this year will be a positive and rewarding one for you. Enjoy our latest offering, and don’t do anything Frank wouldn’t do....

JUST JONAS

WORK HARD, PLAY HARD

Best Wishes Chris Wilcox Editor

Financial Recruitment Specialists

THIS MAGAZINE IS WRITTEN, DESIGNED AND PRODUCED BY THE DOWNTOWN IN BUSINESS TEAM, AND PRINTED BY KALL KWIK. © DOWNTOWN IN BUSINESS. Downtown in Business can accept no responsibility for the veracity of the claims made by advertisers. The views expressed are not necessarily the views of the publisher (DIB).

DQ 5

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Salary of c.85k (negotiable) plus relocation package and attractive terms and conditions This is a remarkable opportunity to help lead one of the country’s top colleges from strength to strength. Rated ‘outstanding’ by Ofsted and with a turnover of £45m annually, the College serves c.16,000 learners each year from a diverse variety of backgrounds. With state-ofthe-art facilities, Beacon status, five National Skills Academies, Gold IIP status, and an investment of £100m in an excellent purpose built estate across the city, the College is home to ground-breaking innovation and looking to continue its success at a commercial level. We are seeking a dynamic and committed individual with significant experience of seeking out and building upon business development opportunities, and a track record of commercial success. You will have excellent stakeholder management skills, a solid financial background and a flair for innovation and partnerships.

The closing date for receipt of applications is midnight on Sunday 19 February 2012 with interviews expected to take place during week commencing 27 February; shortlisted applicants will be advised accordingly. We are actively seeking to reflect the richness and diversity of our communities in the makeup of our leadership team. If you are excited by the challenge, you are welcome to contact the college for an informal discussion about the post with Elaine Bowker, Principal and Chief Executive. Please call Nicola Kumar on (0151) 252 3745 to arrange.

Further details and application pack can be accessed under ‘working at the college’ ‘vacancies’ at www.liv-coll.ac.uk where you can complete your application on line.

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TOTALLY FRANK

BUSINESS, POLITICS and FOOTBALL... Words: Frank McKenna, Downtown in Business

BUSINESS SUPPORT FOR THE 21ST CENTURY

hat can be done to create an enterprise culture? That is the question that has been exercising the minds of policy makers and politicians for many years now, but none more so than at this time when we face an unprecedented austerity programme that will hit the public sector particularly hard. For without the public sector jobs that places like Liverpool, Manchester and Lancashire have relied upon to prop their local economies up for a generation, it is essential that we see an influx of private sector investment and support and encourage businesses to grow so that they may offer new employment opportunities. I sometimes think that we are so obsessed with ‘inward Investment’ that we forget about the indigenous talent that exists in our regions business community. Whilst it is right that we continue to market and promote our respective cities to the international and wider UK market, I do believe that there is a case in putting more energy and resource into the SME’s that have high growth potential and have already committed to this area. The new business support programme announced earlier this year, which will be delivered by a range of private sector specialists in the coming months, including Downtown sponsors Winning Pitch, will undoubtedly help in this regard. So too will the forthcoming Global Entrepreneurship Congress (GEC) which will be hosted in Liverpool in March. Both projects are given good coverage elsewhere in this publication, but I would urge all business owners who read this to engage with both the business growth project, and the GEC. The refreshing thing about these initiatives is, it isn’t the ‘same old, same old’. It is an example of how we can deliver business support in a dynamic way; and have debate and discussion relating to entrepreneurship that is practical, relevant and not hijacked by academics. If Carlsberg did business...

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axe to grind. In the medium term it offers a more inclusive governance model, one that ought to deliver less bureaucracy and much smarter decision making processes. In the longer term, the hope will be to progress to a city region model that enables a mayor to enjoy strategic powers over economic development, planning and transport. That is something that, through the Combined Authority, Manchester already has, making the need for a mayor a less enticing option. The fact that Sir Richard Leese and Sir Howard Bernstein have provided Manchester with the vision and leadership that has enabled Manchester to reap the fantastic success we have all witnessed for the past twenty years, also dilutes the attractiveness of a model that promotes ‘strong and clear’ leadership as one of its key advantages. Nonetheless, the decision of Liverpool to adopt a mayor and, less significantly for now, Salford’s successful campaign to elect a mayor in May too, could see attitudes in Manchester change. The other given is that Sir Richard and Sir Howard can’t go on forever. Maybe a mayoral model offers more sense when the time for those two giants to leave the stage does inevitably come.

’

has a nice ring to it

21ST CENTURY POLITICS The New Year has also seen some exciting developments on the political scene, not least in Liverpool, where the ‘elected mayor’ model has been adopted by the City Council. The first core city mayor will be elected by Liverpudlians in May, and along with the new badge will come new resources, powers and responsibilities. Some £150m of money for schools, housing and regeneration initiatives has been negotiated by council leader Joe Anderson for the new mayor, along with the opportunity to create mayoral enterprise zones. In essence, looking at the proposals, the entire city centre becomes an enterprise zone and a significant chunk of the rest of Liverpool too. ‘Enterprise City’ has a nice ring to it. In the short term, the additional resources will make this deal seem worthwhile to the city’s residents and an attractive proposition to all except those with a political

20th CENTURY FOOTBALL The ugly face of racism has returned to football, on and off the pitch. I don’t want to finger point at any individual players or clubs, but the fact is that the recent incidents surrounding allegations of racist abuse have been handled appallingly by all concerned. Most worrying for me has been the reaction of so-called fans who have seen the attempts of clubs to defend the behaviour of their ‘stars’ as a green light to go back to the bad old days when you could chant racist remarks and make offensive gestures simply because it was in support of your football team. Anyone who read the barrage of abuse received by Stan Collymore on Twitter will know that an issue that I, and many others, had hoped had been successfully tackled is, sadly, alive and very much kicking. We are not yet back to the disgraceful barrage of racial hatred that we witnessed in the 80’s and 90’s, but unless clubs start to get a grip on their fans, and more importantly their players, and react responsibly to this issue, then that is where we are heading. Frank McKenna is the chairman of Downtown in Business. You can hear his business programme on City Talk 105.9fm every Sunday at 10am.

DQ 7

DOWNTOWN LIVE

DOWNTOWN LIVE The Business Club with Influence!

uring recent months Downtown in Business has continued to demonstrate itself as the ‘business club with influence’ as senior local and national political leaders have addressed our members across the region. Just before Christmas Downtown LANCASHIRE hosted an event at Daisy Communications HQ in Nelson with the leader of the Labour Party David Miliband MP. Mr Miliband addressed around 50 Downtown members and took part in a Q&A session that covered a range of issues including tax, education and training, bureaucracy and red tape and the Euro crisis. Daisy owner Matt Riley commented: “We were delighted to be able to work with Downtown and bring the leader of the opposition to our Headquarters. It is always good to see politicians getting out and about, and listening to what businesses at the coal face have to say.” In February, we launched our BIG CONVERSATION initiative with the leader of Preston City Council, Peter Rankin. This series of debates and conversations will feature high profile personalities from the worlds of politics and business, and we are looking for our Lancashire members to get involved and tell us what ideas they have for the future of the Red Rose County. Look out for details of all forthcoming events in your regular TFI bulletins and on the Lancashire website: www.downtownlancashire.com

owntown LIVERPOOL welcomed employment Minister Chris Grayling to the city in December who shared a platform with the Chief Executive of property giant Bruntwood Chris Oglesby. The general economic outlook for 2012 dominated the discussion, with the Minister promoting the coalitions new welfare reform agenda, but also encouraging businesses to take on apprentices during the next twelve months. Joe Anderson chose Downtown as the business forum to launch his elected mayor proposal for the city. He and City Council Chief Executive Ged Fitzgerald consulted with 40 business leaders about the new arrangements that will see Liverpool elect a mayor in May. Downtown Liverpool is also an official partner for the Global Entrepreneurship Congress which takes place in March. We expect our fringe event ‘Global brands, Global People’ to be among the highlights of what promises to be a fabulous week. See www.downtownliverpool.com for further information.

8 DQ

he Leader of the city council Sir Richard Leese was at the launch of the Downtown MANCHESTER Business Survey in January, which is being sponsored by Lombard. Sir Richard spoke about Airport City, planned regeneration projects across Manchester and the work of the Combined Authority and the Local Enterprise Partnership. To take part in the survey visit www.manchesterbusinesssurvey.co.uk The second annual ‘City of Manchester Business Awards’ takes place at the Cathedral on the evening of Thursday 29th March. If you haven’t booked your ticket yet for what is going to be a fantastic Downtown occasion please contact James Topping on 0161 228 0680.

FOCUS ON

Supporting Businesses and Entreprene

Looking backwards before we go forward

ver the past 18 months we have a seen a dramatic demise in the number of public sector agencies supporting SMEs. The most significant was Business Link, a brand that suffered much negative feedback from the entrepreneurial community. Whilst many could question the impact of the organisation had on growth, we should not forget that for many organisations it did act as a valuable signpost to basic information and business advice. The real issue is that Business Link could have been delivered far most cost effectively and without the massive overhead and cost base it created. One of the most notable achievements of Business Link was the website, a key resource but very much light touch. The missing link in the service was intensive tailored advice for owners and teams trying to build their business, but to be fair it was never the intention to provide such a level of in depth support. However, this is what the market was crying out for. Business support becomes effective and has impact when an expert provides entrepreneurs advice on a face-to-face basis. Founders and their team learn best when they are given the opportunity to enter into conversations with others who had been there and done it, those who have lived the rollercoaster journey of setting up and growing a business. This

10 DQ

is where Business Link and other public sector agencies failed to deliver. Unfortunately an inefficient and costly infrastructure was built around individuals who had not weathered the storms of growth â&#x20AC;&#x201C; but still they were out there signposting and brokering help. Budgets spiralled out of control and an army of brokers and supporting bureaucracy was built, one that could never be sustained or justified over the long term. Whilst many of the staff were well meaning, a large proportion did not have the much needed empathy ambitious individuals craved for - those who had risked family money to become self-employed were left short changed. Many of Business Linkâ&#x20AC;&#x2122;s staff came from corporate life and whilst this experience has value the reality of running a business is very different. The daily grind of running the shop often under the pressures and fears of losing the family home is a part of the challenge brokers could neither appreciate or empathise with. Against this backdrop of uncertainty, the management of cash, maintaining staff moral, shareholder expectations, customers and suppliers expectations, entrepreneurs must access trusted wisdom. Cultures, experience and needs were massively misaligned and very often this ended up with the entrepreneur experiencing a negative outcome. As Mark Prisk, Minister for Business and Enterprise so rightly pointed out, the real help and support for entrepreneurs must come from those who have been there and done it, from the private sector

FOCUS ON

eurs in the 21st Century Growth companies will deliver the jobs In the future, business support should focus on job creation and on those businesses with potential to grow. The research clearly shows that a small number of ambitious businesses create a large proportion of new jobs. Vibrant economies are built on a foundation of high growth businesses, those set up by individuals with great ideas, passion and a desire to fulfil their potential – we need more of them because they are the job generators of tomorrow! Also referred to as gazelles because of the speed at which they grow, these companies achieve growth rates of a minimum of 20% per annum over a three-year period. They emerge from both hi technology and mature sectors, can be small or large and they exist in all parts of the country. Doing things differently is the thread that

Getting these conditions right will to allow more entrepreneurs to flourish. More jobs means more high growth businesses. The new Business Coaching for Growth programme supported by BIS will play a pivotal role in unearthing and accelerating the performance of ambitious forward thinking companies. These businesses need higher level expertise and support that the public sector cannot provide. This is where the private sector needs to step in.

Understanding the needs of entrepreneurs Understanding what it takes to set up and build a growth business requires public sector policy makers to get closer to the how to questions – ambitious entrepreneurs need help on very, very specific matters such as: 1. Creating and crafting differentiated

Doing things is the thread that runs throughout the fabric of high growth businesses; typically they and new experiences in the market place runs throughout the fabric of high growth businesses; typically they innovate and create new experiences in the market place. They stand out from the crowd and enjoy the enviable position of a differentiated business model not totally dependent on being the cheapest. They focus on the needs of staff, customers and shareholders in this order. Founders and teams are driven by making a personal and professional difference – this is what makes high growth companies so special. If we are going to create more jobs then energy, effort and resources must be directed into supporting gazelle minded entrepreneurs, this means: • • •

Providing tailored advice to meet their demanding and specific needs Speaking to them in language they understand, free from jargon and action orientated Fast tracking them to trusted commercial networks, ones that have a direct impact on commercial performance

propositions that stand out from the crowd 2. Developing an effective vision, strategy and execution of a practical game plan 3. Embracing and driving innovation into the processes and functions of the business 4. Leading and driving change 5. Building a great team – thinkers, sellers, doers and controllers 6. Embracing the right mindset – coping with the challenges that come with growth 7. Living in the customers world and delivering services and products that capture need 8. Embedding disciplined systems & processes including managing and raising finance as well as getting investment ready 9. Becoming great at selling and getting the sales engine in place 10. Finding connectors that can provide the answers – getting experienced mentors, coaches and non executive directors working to raise the bar of performance More private sector providers with the licence to deliver such assistance to ambitious

entrepreneurs will get the economy moving. We must do away with positioning and politics that public sector organisations continue to engage in and get down to business. Unless we begin to answer the real issues and get the services and support in place at grass roots we will end up at best managing business as usual.

The public sectors role going forward – a time for change The lessons of the past five years should help to set a clear direction for the future. In a time where budgets are going to get tighter, scarce public resources allocated to business support need to be carefully accounted for. We must do away with top heavy public sector business support organisations that aim to maintain hefty infrastructure costs and use ERDF funds as a vehicle to keep going. We must also avoid the use of such instruments to fund ineffective programmes have little or no impact on growth and the enterprising culture we desperately need. There are still too many organisations hanging on to the past, dreaming up initiatives that fall short of connecting with the needs of the entrepreneur’s world. Every public sector organisation should be accountable for what they do in terms of job creation and company growth. There should be greater public and private partnership going forward. This means public sector designing and creating policy with private sector concentrating on delivery. One word of caution is that private sector organisation must also be held accountable, more important is that they share risk. Severe financial penalties must be imposed on those private sector organisations that fail to deliver, this means a large part of the reward should come with the proof that results have been delivered. These are the fundamentals and basics of commercial and business practice. Getting more of the budget to the coalface to help entrepreneurs grow is vital, we must avoid at all cost the use of these funds to maintain the status quo of stale public quango’s who have failed to reinvent what they do. The tick box mentality that drove a sheep dip approach to the customer experience of business support must be a place we never go again. Its down to provision of high quality services that create remarkable feedback. Business support needs to reinvent, public sector organisations that can’t pay their own way should stand back and let it go to those who can. There are thankfully some signs that this movement has started to happen.

DQ 11

TOP TIPS

12 DQ

top tips

DQ 13

DQ FEATURE

Your city needs you! On March 13, entrepreneurs and aspiring business leaders will experience an inspiring journey through three sessions of speeches, panel discussions and debates centred on three themes that explore the concept of winning in business:

• Who Dares Wins – a celebration of the best in business • Who Cares Wins – nurturing talent to unleash ideas • Who Shares Wins – inspiration to accelerate your business How do you get involved in Global Entrepreneurship Congress? There are a series of opportunities to get involved in Global Entrepreneurship Congress which include: Sponsorship: • Sponsorship packages exist for organisations looking to showcase their brand, products or services to this unique audience of high net worth individuals, entrepreneurs and the enterprise media. • Sponsorship packages include Platinum, Gold, Silver, Bronze and Enterprise options, as well as a range of corporate hospitality and individual partnership opportunities. Our sponsorship team are ready to talk to you to create bespoke packages that will satisfy your organisation’s Exhibitors – The Ideas Village: • The Ideas Village will offer a unique platform for ‘Best of British’ businesses and organisations to and enterprise community. If you are interested in exhibiting in the foyer of the Arena and Convention Centre, please contact us on events@gec2012.com Corporate Hospitality: • A range of corporate hospitality packages are available for organisations looking to impress clients and prospects at one of the premier events in the enterprise calendar. Tickets: • Ticket prices start at £150, with premier packages available that also include the gala dinner. Special group discounts for all tickets are available for bookings of 10 or more tickets. To book tickets please visit www. gec2012.com or email tickets@gec2012.com For further enquiries or information please contact Liverpool Vision on: • 0151 600 2906 • gec@liverpoolvision.co.uk • www.gec2012.com

14 DQ

n December last year, the Prime Minister, David Cameron, praised Liverpool for its ambition to become the UK’s city of enterprise having become the first European host city of the prestigious Global Entrepreneurship Congress (GEC) 2012 - the largest global gathering of startup champions.

He said: “[Liverpool] is a city of great creativity and innovation and a city with renewed confidence and ambition, committed to sparking enterprise in the young and helping others to unleash their ideas. “The Congress in Liverpool will attract some of the world’s leading economists and entrepreneurs who are a key part of our strategy for growth and enterprise. The public and private sectors are collaborating in a unique way to ensure it will encourage debate, inspire talent and create a real legacy for Liverpool and the UK for many years to come.” 2012 is set to be one of the toughest economic environments in recent history and it has never been clearer that the multinational corporations alone cannot be relied upon to create new jobs and opportunities. It is the year to champion and develop the entrepreneurs, the small and young companies which are the wealth and job creators that will change the current economic climate. Liverpool Vision, the city’s economic development company, who won the right from the Kauffman Foundation to hold the GEC (9- 16 March) in the UK for the first time has created a compelling programme of events and speakers designed to unleash potential and the will to win, and inspire people to realise their ambitions. Virgin boss, Sir Richard Branson heads a list of some the country’s highest profile business heavyweights and he is clear that Liverpool is the place to be this March: “Liverpool has delivered a real coup in winning the right to host the Global Entrepreneurship Congress. “At Virgin, my mantra is “screw it, let’s do it”- Liverpool has shown the same get up and go to make this bid to be a global capital for enterprise.” The line up of confirmed speakers includes the former CEO of Tesco, Sir Terry Leahy; the founder of Lastminute.com, Martha Lane Fox; the founder of the Haymarket publishing group and former Deputy Prime Minister, Lord Heseltine; Doug Richard, former ‘Dragon’ and founder of School for Startups; Lara Morgan, Founder of Pacific Direct and Company Shortcuts; Steve Felice, President of consumer, small and medium business at Dell Inc; Paul Lindley, Orange entrepreneur of the year 2011 and founder of Ella’s Kitchen; Ashok Rao, chairman of TiE Global Board of Trustees.

dq feature

At the same time Liverpool will hold a world-first Festival of Entrepreneurship with more than 40 ‘fringe’ events happening across the city beginning on March 9, with the Start Up weekend – an intense business hot-house with mentors and advisors helping anyone with a business brainwave to develop their idea and launch it within 52 hours. Other events include the Lloyds TSB Entrepreneur Awards, the Academy of Entrepreneurship with Liverpool John Moores University, Technology in Health with Liverpool Community Health, the world’s first Zero Carbon meal with Arup, Liverpool Business Breakfast and Fair at Anfield, Consumer Futures with The Future Lab (the first time it has been outside of London), LGBT entrepreneurship, International Software City, and the Your Big Year Global Finals to name but a few. Liverpool has also been running an enterprise competition for schools, the first of its kind in the UK, challenging pupils to come up with compelling business ideas with the final round during the GEC itself and a trip to Washington DC as the first prize. Max Steinberg, chief executive of Liverpool Vision, said: “This is a global event in an international outward looking city called Liverpool, a city of firsts, of creativity and innovation. “We want the effects of the GEC to ripple for years to come so our people and our communities can thrive. The Congress will help us achieve these goals while learning new lessons on how we can best stimulate and grow our economy. “Those we have approached, from Lloyds TSB as our headline sponsor, to all sectors of the Liverpool business community have understood the opportunity here and are supporting us. “Liverpool’s GEC and Festival already looks sensational and we have yet to announce some huge names in business and enterprise. There will be nowhere in the UK this year that will present such a range of powerful and inspirational speakers and provide the best advice and exchange of ideas for starting and growing a business than Liverpool this March. “This Congress will celebrate enterprise and inspire those with the ‘can-do’ spirit to turn their dreams into an ambitious reality - a powerhouse of business brilliance that inspires people, excites potential and celebrates

passion with the aim of ‘unleashing the will to win’ “. Another major part of the GEC is the significance of women’s entrepreneurship. As Jonathan Ortmans, Chair of GEC, said: “During these tough economic times, when entrepreneurship is so important to adding dynamism and jobs to the economy, women hold a key to economic growth. “The untapped potential of women as entrepreneurs, mentors and investors is a missed opportunity not just for women, but for entire economies.” Accordingly, the city’s Women’s Organisation (WO) has launched its own GEC programme for women’s enterprise during GEC week, working with Liverpool Vision and the Kauffman Foundation. It includes a Global Research Symposium on Female Entrepreneurship bringing together leading figures from across the world; a Female Business Mastermind showcasing successful women in business streamed live to a global audience; A European Educators Programme focusing discussion on the next generation of enterprise educators to drive up the numbers of women in business; and a female Entrepreneurship Policy Roundtable discussing the needs of women in business and global policy. Maggie O’Carroll, chief executive of the WO said: “I am delighted that this programme of events, happening right here in Liverpool, has a global reach and is connecting women in business with each other.” It’s a sentiment echoed by another key GEC participant, Deb Leary OBE, the award-winning entrepreneur who runs Forensic Pathways and is also the President of the British Association of Female Entrepreneurs: “Success doesn’t come from just having a great idea,” she said, “It also comes from being connected. The GEC brings a wealth of resources and investors and an invaluable network of start-ups, small and medium enterprises and global players to Liverpool.” And as Sir Terry Leahy said at the time of the Kauffman Foundations’ announcement that Liverpool would be the focus of world’s entrepreneurial community in 2012: “[The GEC] is another opportunity [for Liverpool] to make its mark. I believe the Congress is coming at the right time for Liverpool.”

DQ 15

what’s on?

THE IMPORTANCE OF MANAGING INFORMATION WITHIN YOUR BUSINESS THE IMPORTANCE OF MANAGING INFORMATION WITHIN YOUR BUSINESS

According to in According in businessestoare businesses doubling are in t doubling t documentsintha documents everytha tw every tw

Information is the lifeblood of any business and access, collaboration and simple data processes are key Information is the lifeblood anyorganisation. business and access, collaboration and simple data processes are key to the efficient operation of of your to the efficient operation of your organisation. With the ever increasing amounts of documentation companies are having to deal with comes addiWith the ever increasing amounts of documentation companies aredelivery having of to this dealinformation. with comes additional pressure to add value by increasing the speed of access and tional pressure to add value by increasing the speed of access and delivery of this information. Organisations must now consider whether physical storage alone is sufficient enough to bear the weight Organisations now consider whether physical storage alone is sufficient enough toto bear the weight of this pressuremust or introduce digital document management to help the company adapt new of this pressure or introduce digital document help company adapt to new information channels, most significantly e-mail,management social mediato and thethe internet. information channels, most significantly e-mail, social media and the internet.

By adopting an intelligent scanning approach, By adopting an intelligent scanning approach, organisations can cost effectively progress from hard organisations can cost effectively progress from hard copy to digital storage by starting with what you copy to digital storage by starting with what you consider to be business critical documentation consider to be business critical documentation

LEGAL ADMISSIBILITIES OF ELECTRONIC COPIES LEGAL ADMISSIBILITIES OF ELECTRONIC COPIES Clients are often concerned about the legal Clients are often concerned about the legal admissibility of scanned documents, but the admissibility scannedalldocuments, reality is thatofvirtually documentsbut canthe be reality in is that virtually all documents stored electronic format, providing can thatbe the stored in electronic format, providing that the document management system incorporates the document management system incorporates the correct ‘checks and measures’, such as: correct ‘checks and measures’, such as: Original documents must be ‘locked’ and Original proof documents must be ‘locked’ and tamper tamper proof Any amendments to a document must Any amendments to a document create a new version, preserving must the create a new version, preserving the original. original. The document store must be fully The document store must be fully auditable auditable The current British standard for Legal The current Britishisstandard for Legal Admissibility BSI BIP008. Admissibility is BSI BIP008.

Review Regularly Review Regularly Rapid Developments & changes

Rapid Developments & changes can mean more cost effective can mean more cost effective & efficient solutions & efficient solutions become available become available

72% 72%

of organisations believe it is harder of organisations believe it is harder to obtain information they own than to obtain information they own than information they do not they and doImage notManagement) Source: AIIM information (Association for Information

enquiries@archive-solutions.co.uk enquiries@archive-solutions.co.uk 0161 654 3780 0161 654 3780 www.archive-solutions.co.uk www.archive-solutions.co.uk

Source: AIIM (Association for Information and Image Management)

DO’S & DON’TS DO’S & DON’TS

DO NOT use self store, it’s always more expensive. Using a dedicated DO NOTprovider use self reduces store, it’s always more Using a dedicated service risk, labour andexpensive. storage costs whilst giving you

serviceofprovider reduces risk, labour is and storage costs by whilst giving you peace mind that your information being managed experts. peace of mind that your information is being managed by experts. DO seek advice from industry experts, many firms offer free consultancy. DO seek advice from industry experts, many firms offer free consultancy. DO NOT accumulate large volumes of paper on site, average cost per DO NOT accumulate large on volumes of is paper on site, average per work space in Manchester average in excess of £4000 percost annum. work space in Manchester on average is in excess of £4000 per annum. DO have a business policy for guidance on keeping information (for all forDO have a business policy for guidance on keeping information (for all formats) mats) DO NOT use your own facility unless you have invested in a dedicated DO NOT use your own facility unless youmaintenance have invested a dedicated document storage area. Property cost, andinunseen labour costs document cost, maintenance and unseen labour costs to manage storage all add area. up to Property a very expensive option. to manage all add up to a very expensive option.

DEEP STORE DEEP STORE

Whilst off site storage solutions Whilst off site storage solutions can can greatly improve efficiency within greatly improve efficiency your business and be more within cost your business be more cost effective thanand in-house options, effective than further in-house options, you can make savings by you canadvantage make further by taking of a savings document taking advantage of ‘deep a document management firm’s storage’ management firm’s ‘deep storage’ service. service.the legislative and access Review Review the legislative requirements of your and access requirements ofand yourput less active documentation documentation and put less active or non critical documents into or non critical documents into

WORK HARD PLAY HARD

DEALING WITH EMAIL DEALING WITH EMAIL

ndustry analysts, ndustry analysts, experiencing a experiencing the volume of a the volume of at they handle at they wo yearshandle wo years

In today’s working environment much of our communication with colleagues and cliIn today’s working environment ents is accomplished via email. much of our communication with colleagues and clients is e-mails accomplished viapart email. Often, can form of a transaction or contract but are rarely managed in Often, e-mails can form part of a transaction accordance with a defined business process. or contract but are rarely managed in accordance with a defined business process. E-mail discovery and archiving are often overlooked, leaving businesses vulnerable. E-maildocument discovery and archiving are often overlooked, leaving businesses vulnerable. Using management Using document management technology, including the integration of e-mails, provides a secure and traceable solutechnology, including the integration of e-mails, provides a secure and traceable solu-

Process Automation Process Automation

Process automation is a critical factor in the progression of any business and must scale Process automation is a critical factor in the work progression of operation any business and must scale maturely with your organisation to maintain flow and procedures. maturely with your organisation to maintain work flow and operation procedures. As your organisation expands so must your efficiency in the handling of information. Asisyour organisation expands must your efficiency the handling of information. It extremely easy to rely onso your original processinginmethods without considering the effect It is extremely easy to rely on your original processing methods without considering the effect that increasing pressure can have on them. that increasing pressure can have on them. Integrating advanced information management systems will optimise efficiency and auditabilIntegrating advanced information management systems will optimise efficiency and auditability within your business. ity within your business.

100% 100%

success rate in convictions against success rate in convictions against those breaching data protection legislation those breaching data protection legislation Source: ICO (Information Commissioner's Office Source: ICO (Information Commissioner's Office

APPROPRIATE ACCESS APPROPRIATE ACCESS

Nothing will ever be quite as quick Nothing will ever be quite quick or convenient as having theasbox or or convenient having box or file sat on yourasdesk, butthe off-site file sat on storage your desk, but off-site document with a scan on document storage with scan on demand plan means youacould have demand plan means you could have the information you require within the information you require within minutes. minutes. With a comprehensive range of With a comprehensive range of physical and digital retrieval physical and methods, youdigital could retrieval be surprised methods, you could be surprised with just how available your with just how available your information can be. information can be.

sales@infostream.co.uk sales@infostream.co.uk 0161 654 3782 0161 654 3782 www.infostream.co.uk www.infostream.co.uk

SHREDDING SHREDDING

THE RISK THE RISK

There is an increasing amount of pressure being placed on organisations to become There is anwith increasing amount of pressure being placed ontoorganisations compliant the data protection act. With fines of up £500,000 fortoa become breach of compliant with the data protection With fines upcompany to £500,000 for a breach of legislation it is in your best interestsact. to ensure that of your is compliant in how legislation is information in your best of interests to ensure thatand youremployees company is compliant it protects it the the business, clients and disposes in of how all it protects the information of the business, clients and employees and disposes of all documentation. documentation. A ‘Shred All’ policy can eliminate the potential risk of commercially sensitive and A ‘Shred information All’ policy can eliminate the potential risk of commercially sensitive and personal being inadvertently disclosed. personal information beingcan inadvertently On site shredding options be costly in disclosed. terms of staff time and equipment so On site shredding options can of beyour costly in terms ofisstaff and equipment so outsourcing the management office waste not time only cost effective but, outsourcing the management your office waste is more not only cost effective but, due to the flexibility of many of shredding companies, efficient. due to the flexibility of many shredding companies, more efficient.

Minimal cost, maximum protection. Shred the risk. Minimal cost, maximum protection. Shred the risk.

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We’re passionate about community health services. We think you are too. Liverpool Community Health is planning to become an NHS Foundation Trust, and we want you to take part in our consultation. Have your say between 6th Feb to 13th April and become a member of your community health Trust. Become the Foundation of our Trust. Put Health at the Top To-Do List! Find of outYour more at: liverpoolcommunityhealth.nhs. ukmembership@liverpoolch.nhs.uk

Do you have health issues you are not addressing because of long working hours? Are you too busy balancing work and childcare to make a GP or hospital appointment? Liverpool Community Health delivers NHS services in Liverpool, Sefton, Knowsley, St Helens and Halton. Our services include NHS walk-in centres, including the children’s walk-in on Smithdown Road, and sexual health clinics, where no appointments are necessary. We also run stop smoking, alcohol awareness and healthy lifestyle services. Our community staff are there for people at all stages of life – from health visitors and community matrons to district nurses who provide end-of-life-care. Find out more at: liverpoolcommunityhealth.nhs.uk

DQ ROUNDUP

THE LIVERCOOL AWARDS 2011

ver 400 leading businessmen and women attended last year’s ninth annual 'Livercool' awards, hosted by Downtown Liverpool in Business and sponsored by Horizon. Held at the Crowne Plaza hotel in Liverpool city centre, which had been transformed into a spectacular ‘Winter Wonderland’ by The Christmas Decorators, the evening saw Natalie Haywood of Leaf win the 'Chairman’s Award', Paul Bolton and Simon Matthews Williams picked up the 'Entrepreneur of the Year' gong and Max Steinberg and his team at Liverpool Vision won the 'Services to Liverpool' award.

WINNERS

1. Livercool guests strike their best ‘Frank McKenna’ pose 2. Tony Caldeira, Caldeira Ltd; Natalie Haywood, Leaf; Frank McKenna, Downtown in Business

Sexy Networker Male 2011 Dan Reilly (Epic New Media)

3. Paul Thomas entertains the crowd 4. Zara, who performed later in the evening, poses for the camera

Sexy Networker Female 2011 Charlotte Hoare (Geniene Reese Business Development)

5. The Crowne Plaza hotel was transformed into a ‘Winter Wonderland’

Social Media Guru 2011 Gavin Sherratt (Mashbo) Best Marketer 2011 Richard Kenyon (Kenyon Fraser) Lifestyle Award 2011 Amanda Moss (Lifestyle Magazine) Office Manager 2011 Jaqueline Hughes (Sutcliffe)

Property Professional of the Year 2011 Peter Linford (Nobles Construction)

Young Entrepreneur of the Year 2011 Victoria Brown (High Performance Consultancy)

Man of the Year 2011 Mike Carr (NSG UK) Woman of the Year 2011 Maggie O’Carroll (The Women’s Organisation) Services to Liverpool 2011 Liverpool Vision, Max Steinberg Entrepreneur of the Year 2011 Paul Bolton and Simon Matthews Williams Chairman’s Award 2011 Natalie Haywood (Leaf)

5 4

Photography Adam Kenrick, Adam Kenrick Photography

Professional of the Year 2011 Sean Beach (Deloitte)

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DQ ROUNDUP

6. David Guest, Bruntwood; Jim Hancock 7. Dan Reilly, Epic New Media; Lorraine Rogers, The Mersey Partnership

8. Frank McKenna, Downtown in Business; Ben Hatton, Rippleffect; Martyn Best, Paver 9. Andrea Wilson-Brown, BCH Digital; Siân Peak, Chatterbox Consultancy 10. Andreas Panayiotou, The Ability Group; Paul Bolton, Sanguine Hospitality

11. Max Steinberg, Liverpool Vision; Charlotte Hoare, Geniene Reese Business Develop 12. Victoria McKenna, High Performance Consultancy; Richard Kenyon, Kenyon Fraser 13. Livercool hostesses

20 DQ

14. Frank McKenna takes on hosting duties 15. ‘Man of the Year’ award winner Mike Carr delivers a passionate and moving speech

dq roundup

THE LIVERCOOL AWARDS 2011 WERE SUPPORTED BY:

r Smith

pment Consultancy

DQ 21

DQ ROUNDUP

THE BUSINESS CONFERENCE

fascinating day of contributions, discussion and debate took place at Downtown’s inaugural ‘It’s Liverpool – The Business Conference’ in November, with international, national and regional speakers addressing 200 plus delegates at the Crowne Plaza Hotel.

Leading decision makers from the world of politics were joined by business leaders and entrepreneurs to discuss the turbulent economy, whilst identifying the opportunities that exist for business growth, despite the current challenging environment.

Photography Adam Kenrick, Adam Kenrick Photography

From keynote addresses and three well presented workshops, some key points were made throughout a day that proved to be another great Downtown success.

22 DQ

Rachel Reeves MP, Shadow Secretary to the Treasury Key points: 1. Government had blamed poor Winter, then the Royal Wedding and now Euro Zone crisis for UK’s lack of growth – not credible 2. Cuts in public expenditure were too quick and too deep 3. Unacceptable and unnecessary to have levels of unemployment that would be over 3 million, including one million youth unemployed for first time ever 4. High energy prices and lack of support from banks to business among areas that needed to be addressed, with better regulation of bigger companies 5.Cuts in education would hurt the economy short term and long term

DQ ROUNDUP

Sir Howard Bernstein, Chief Executive Manchester City Council Key Points: 1. Business support had been poor in the past and was in need of renewal 2. Investment in people was vital if cities like Manchester and Liverpool are to have a skills base to compete in the future 3. International trade, exporting is a huge priority for North West business 4. The knowledge economy and science had to be a focus for both cities, hence the joint bid for an Enterprise Zone at Daresbury 5. Important for local authorities to work with business to deliver economic growth. Council’s must have ‘can do’ attitude

“I was so pleased to be part of a thought provoking day, Which featured great speakers. I found the day to capture where we are as City right now and found we understood what was needed in order to push forward in a sustainable fashion by taking help and advice from other worldwide Cities such as philidelphia. Very inspiring day and to top it all off, I met with my idol Mr Steven Morgan. I would Have no hesitation in attending the next one”

Helen Booth, BLUEROW LETTINGS DQ 23

DQ ROUNDUP

Toby Young, Author and Political Commentator for the Daily Telegraph Key Points: 1. Coalition approach to deficit reduction absolutely right 2. Even with the cuts that are taking place the UK’s deficit will still be huge in five years, and an alternative course would see us have our triple AAA status removed and become the next Greece 3. Liverpool was wrong to withdraw as a ‘vanguard’ city for ‘Big Society’ 4. ‘Free Schools’ a good example of ‘Big Society’ success 5. Bureaucracy and procurement procedures get in the way of progressive, innovative ideas at every level of society

“As

always,

a fabulous, well Downtown event”

organised

Joe Anderson, Leader Liverpool City Council

Joe Anderson, Ged Fitzgerald, Max Steinberg, Liverpool Leaders Key Points: 1. Liverpool was working hard to become genuinely ‘business friendly’ and adopt a ‘can do’ approach to decision making, particularly in areas such as planning 2. The Global Entrepreneurship Congress in March a great coup for the city 3. Encouraging enterprise in schools a priority for city council 4. An elected mayor for the city a positive thing, so long as the mayor would enjoy similar powers as those enjoyed by London elected mayor 5. Apprenticeships seen as an important issue, and council working with private sector to increase number of apprentices in Liverpool

24 DQ

DQ ROUNDUP

“fantastic and stimulating day of debate and discussion. Looking forward to the Downtown Manchester conference!”

Gary Chaplin, Communicate Recruitment*

Steve Morgan, Chairman Redrow, Owner Wolverhampton Wanderers FC Key Points: 1. The UK can ‘build’ its way out of recession 2. Government must relax planning laws and do something that breaks the mortgage ‘log jam’ 3. Attitude to business ‘failure’ in UK must change. US culture of admiring people who have a go healthier than ours 4. Manchester the most business friendly city in the UK 5. Football chairman are aware that players salaries are out of control, but not enough of a consensus to tackle the issue – yet!

“The conference was an excellent showcase for Liverpool, and expertly organised and delivered by Downtown. The speaker from Philadelphia was outstanding, and it was useful to have the opportunity to hear from our city leaders about their vision for the future. Sir Howard Bernstein’s contribution was excellent too”

Michelle Helsby, Evolve

DQ 25

DQ ROUNDUP

“Great speakers, great venue, great delegates, great event”

David Guest, Bruntwood

“One of the best events of the year”

Bryan Adams PH Creative Frank McKenna, Chairman Downtown in Business Key Points: 1. Government must seriously tackle red tape issue, particularly in the employment law arena 2. Top rate of tax should be cut 3. SME’s should benefit from National Insurance ‘holiday’ for new staff they employ 4. If exports are so crucial to UK recovery, why no tax breaks for exporting businesses 5. Business owners need to raise awareness regarding alternative funding to bank finance

“An engaging and interesting day. I was delighted to be able to contribute to the discussion on entrepreneurs”

Victoria McKenna, High Performance Consultancy 26 DQ

DQ ROUNDUP

WORKSHOPS The afternoon saw a series of workshops led by entrepreneurs, business experts and leaders in field. Tackling current issues such as the women’s agenda and how women in enterprise are helping to drive the region’s

economy; how culture can help to deliver economic benefit; and advances in social media and marketing, the afternoon was an opportunity for insight, interaction and reflection on the morning’s unveilings.

IT Liverpool Jonathan Williams, Google Bryan Adams, Ph.Creative Graham Billsborough, Hudson Hill Facilitator: Peter Gaunt, Winning Pitch

Entrepreneurs: Born or Made? Tony Caldeira, Caldeira Ltd Victoria McKenna, High Performance Consultancy Natalie Haywood, Leaf Gavin Wheeldon, Applied Language Solutions Facilitator: Maggie O’Carroll, The Women’s Organisation

Leading the way - how BIDs can drive business growth Paul Levy, Philadelphia BID Paul Rice, Liverpool Commercial District BID Cllr Nick Small, Liverpool City Council Ged Gibbons, City Central BID Facilitator: Elaine Bowker, Liverpool Community College

DQ 27

dq 30

SPONSORED BY:

n our latest DQ 30 feature, we concentrate on 10 of the most important & influential business leaders in Manchester. We have highlighted just some of the best and brightest entrepreneurs and decision makers in the Manchester region. Our featured ‘10’ for this issue have demonstrated a talent, innovation and the ability to succeed. We are sure that these leading business men and women, along with many others, will help to create a successful and prosperous business legacy that will only enhance Manchester’s reputation as a leading business city.

Scott Fletcher, ANS Group

Laura Wolfe, Journey9

Sir Howard Bernstein, Manchester City Council

Gavin Wheeldon, Applied Language Solutions

So here they are, the ‘Manchester 10’...

THE MANCHESTER 10 RAY EVANS

A customer-focused retail expert and lifelong football enthusiast, Ray Evans has a clear understanding of what it takes to deliver an exceptional online and in store retail experience for consumers. Recently appointed Director of football for JJB Sports, Evans started his new role in January and is tasked with reversing the fortunes of the retailer’s football offering and achieving the brand’s ambitious aspirations to for the category. With his reputation as the football industry’s retail doctor, it’s a challenge he has the right experience for. Prior to joining JJB, Evans spent 12 years with online sports specialist Kitbag, overseeing its growth from inception to a major player with an annual turnover of £60 million annually. SCOTT FLETCHER Scott Fletcher is one of the country’s leading entrepreneurs, heading up companies with a total valuation in excess of £60m. Scott

28 DQ

founded what is now his largest business, ANS Group, from his back bedroom in 1996 at the young age of 22. Operating in the data centre and managed services environment, ANS Group now has 150 members of staff and an annual turnover of £40m; recently Scott was responsible for a £4.85m purchase of Alpha Business Computing Limited, which won the Plus Markets Transaction of the Year award. Scott sits on the board of the Greater Manchester Local Enterprise Partnership, a body designed to support business and local authorities to grow the local private sector, tackle major barriers to growth and develop shared strategies for the local economy to increase job creation in Greater Manchester. Laura Wolfe Laura Wolfe is the Managing Director of Journey9 UK. In less than two years under Laura’s leadership, multi-award winning Journey9 has built up an impressive client list and has made

quite a name for itself across the region and beyond. Before setting up the business Laura was Regional Director of the IoD. When not working (rarely), Laura’s passions are her family (she is married with two young sons) and football (she is a season ticket holder at MCFC). Tim Bacon Tim came to England from Tasmania in 1987 working at TGI Friday’s in London before progressing into bar consultancy until 1993. He headed to the North West (and never looked back!) purchasing and running the extremely popular JW Johnson’s Bar and Restaurant in Manchester city centre from 1993 – 1995. In 1996 Tim met long term business partner, Jeremy Roberts and established the first in a string of highly successful ventures starting with Via Vita Café Bar and Restaurant opening 7 around the country. The Living Room opened in 1999 in Manchester and became a

bit of an institution! Over the next 7 years 12 further Living Rooms were opened and the brand became possibly one of the most successful and influential bar restaurants of this era. During this period in 2005 19 restaurants were added from Est Est Est and the Prohibition Bar brand was developed taking Living Ventures to a 34 unit multiconcept business with a turnover of £50million per year employing well over 1500 people. The Est estate was then developed into the current highly successful restaurant brands under the Living Ventures banner - 9 GUSTO Italian restaurants and 8 BLACKHOUSE seafood and steak house restaurants. In the last 12 months stunning new concepts have appeared in Manchester stamped with Tim’s unique style and entrepreneurial flair. The Alchemist, Australasia, The Oast House and Peppermint Bay deli style café. BARBARA SPICER Following an early admission into local government at the tender age of 17, Barbara Spicer

dq 30

Chris Oglesby, Bruntwood

Tim Bacon, Living Ventures

Tony Wilson, Klarius Group

Ray Evans, JJB Sports

Barbara Spicer, Salford City Council

John Leach, Winning Pitch

has a well-established footing in the North West political agenda. With a progressive and confident approach to regeneration, this has ensured Barbara is one of the most influential businesswomen in the UK. Advocating a genuine belief in the collaborative efforts of the North West regions’ private and public sector, Barbara has rallied for continued change locally, regionally and nationally and her drive, determination and positive impact have earned her the title of Chief Executive of Salford City Council. Other accomplishments include obtaining the lead role on economic development, employment and skills, adopting the Chief Executive Lead on the Multi-Area Agreement (MAA), taking responsibility for the corporate management of the City Council as well as being the Council’s chief policy adviser, in addition to embracing the role of Chief Executive for Greater Manchester Police Authority. To name but a few! More recent events have seen Barbara lead Manchester city’s successful bid to relocate the BBC to Salford Quays as part of MediaCityUK, the final phase of significant development for the area. SIR HOWARD BERNSTEIN Sir Howard Bernstein joined Manchester City Council as junior

clerk in the legal department, rising to become the Council’s Chief Executive in 1998. Following the terrorist bombing of the City Centre in 1996 he was appointed Chief Executive of Manchester Millennium Limited, the public/private sector taskforce set up by the Government and the Council to oversee the redesign and rebuilding of the city centre, a task successfully delivered to critical acclaim on time and on budget. Since the mid 1980’s, he has been Clerk to Greater Manchester Passenger Transport Authority and took a lead in introducing Metrolink, the UK’s first on-street public transport system which is hoped to be expanded further across the conurbation shortly. He was involved in the establishment of Manchester Airport as a plc in the mid-1980’s and has driven the expansion of the company into the next stage of commercial and physical development. Sir Howard was instrumental in securing Manchester as Host City for the XVII Commonwealth Games in 2002, which was the largest multi-sport event ever hosted by the UK and the most successful Games ever. He took up appointment as Chair of ReBlackpool, the town’s urban regeneration company, in July 2008, producing a strategic review, dubbed the Bernstein Report, a year later. Sir Howard is also an honorary

president of Manchester City Football Club. Chris Oglesby The Chief Executive of property giant Bruntwood, Chris plays an active part in the city and often a leading role in many public-private sector initiatives and partnerships. He has been involved with CityCo, The Piccadilly Partnership, Corridor Manchester and the Irwell City Park project. He has lived in Manchester since he was 4 years old, is an ardent Manchester City fan, and he plays a leading role as a Trustee of The Oglesby Charitable Trust. JOHN LEACH John Leach has over 20 years experience in motivating people to achieve success, from individuals to large corporations. Throughout his career he has designed and produced a number of management tools and philosophies that are relevant to both personal and business development. John’s main areas of expertise are personal excellence and motivation, entrepreneurial growth, sales skills improvement, strategy and innovation. With a focus on building high performing individuals and companies, he started the company Winning Pitch plc, helping thousands of entrepreneurs develop further. Aside from that John is a published authour, focussing on mastering

the mindset for success. TONY WILSON Tony Wilson is Chairman and Principle Shareholder of Klarius Group Ltd. He is a private investor who acquired the Light Vehicle Aftermarket Europe division (LVA) from Arvin Meritor in 2007. Tony has worked in the automotive aftermarket for 20+ years and is passionate about creating a sustainable value-added aftermarket supply chain with European manufactured product. GAVIN WHEELDON Gavin Wheeldon founded translation company, Applied Language Solutions, in 2003. In the last eight years the business has grown to a turnover of £10.6 million and employs more than 135 people across 11 global offices, including the UK, US, Bulgaria, Guatemala and India. Today, the business provides a wide range of language solutions including website localisation, face to face interpreting, multilingual keyword research and marketing collateral translation to global customers such as Google, Sony, Caterpillar and Vodafone to help them communicate in multiple languages. Earlier this year, Gavin did a deal with Capita that has seen the company acquired for a price that is expected to exceed £60M.

DQ 29

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DMIB Full Page.indd 1

09/03/2011 16:47

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I need someone Did you know? An employment tribunal could cost your business up to £729,347*. However, the really bad news is this does not include the detrimental effect. To protect your business from vexatious claims and to ensure best practice, give High Performance Consultancy a call. From as little as £50 per month, HPC can provide the following range of outsourced HR services:• Unlimited employment law advice and support line • Contracts of Employment • Staff Handbooks • Legal updates • Expert support at disciplinary, grievance, performance management meetings etc • Legal Expenses Insurance to cover Employment Tribunal costs *This payout was awarded to Matt Driscoll, a sports writer at News of the World, who was subject to bullying and was sacked in April 2007 while on long-term sick leave for stress-related depression.

…and introducing our New One HR Online Service. One HR is a unique, easy-to-use online platform that allows you to handle your entire HR process at the push of a button. Businesses can manage holiday entitlements, staff absence and personnel files online, improving productivity, reducing risk and saving money. For further information, please contact Victoria Brown at victoria@highperformanceconsultancy.com or call

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DQ Icon

ach and every day the world loses many people of importance: Inventors, innovators and pioneers; tyrants, capitalists and entrepreneurs; husbands, fathers and sons. At 3pm on the 5th October 2011 in California, the world lost all of these at once under the 56 year old umbrella of genius that was one man. Creator of Apple Inc. and its former CEO: Steve Jobs. DQ celebrates the man that changed and revolutionised our world through many different industries - we'll take a look at eight of them to see how Jobs moulded his vision onto the world around us and into our lives.

Home Computer Industry We begin on 24th January 1984, with Jobs' Apple Computers Inc. by now a global superpower attempting to surpass IBM as market leader in the home computing sector. On this day Jobs unveiled the Apple Macintosh describing it as "the proudest, happiest moment of my life". The Macintosh plan was to blow all rivals away with a computer that was innovative, powerful, stylish and simple. The Macintosh's aesthetics employed Jobs' "beauty in simplicity" philosophy and as Jobs stated, great products are a "triumph of taste" - the basis of Apple ever since. As well as simplifying the PC, Apple's new model would change computers forever. Jobs was a master at jumping on innovations by tweaking and refining, ultimately building a successful company from them; and when he encountered Xerox PARC's mouse-driven user interface he immediately saw its potential: "You're sitting on a goldmine!" he exclaimed. Instinctively, he knew that this was the future of the home computer and unlike Xerox, Jobs acted quickly. Re-designing the mouse for the home, with the brief to cost less than $15 and the ability to "use it on my Levis", the Apple Macintosh was the very first PC with a mouse and on-screen icons. The Macintosh was a great hit at first because as the first intuitive computer, it encouraged creativity rather than just the soulless collation of data, and in turn started the Desk Top Publishing scene. However, sales soon slowed. Rather expensive at $2500 ($1000 more than the closest matched IBM), there just wasn't enough software available straight away. Yes, it was a friendlier computer but it was essentially useless. Sales reached half of expectations (at best) and a lot of money was lost but still, Jobs wasn't phased. These were lessons learnt. The hard way. As Apple had grown, Jobs' personality began to change. Whilst still a charismatic director, his tyrannical methods were also coming to the fore and in 1985 an internal struggle for power between Jobs and then-CEO John Sculley resulted in Jobs being fired from the company he'd started - something he still remained bitter about eleven years later: "[Sculley] destroyed everything I spent ten years creating". As the curtain falls on

Apple Part One we can see that Jobs' mouse and icons had revolutionised the home computer industry, a by-product of which was to create the DTP industry. He was still only thirty years old. The High-End Computer & Animation Industries: The Vision & The Hobby Instead of walking away from his sour Apple experience, in 1985 Jobs founded the NeXT computer company for $7million. The brief was to make high-end, expensive "interpersonal" computers - a plan that was way ahead of its time. Billionaire Ross Perot invested heavily as their designs targeted the educational sector despite the cost-prohibitive $10K price tag. Struggling to survive, a NeXT-saving deal with IBM was struck so that in future their software would work on any IBM compatible PC. In 1990, the NeXTcube was released aimed at the financial, scientific and academic community but was another failure, again due to the extreme cost. This wasn't helped by Jobs' ever continuing minute detail to his products' aesthetic perfection (he'd insisted on the NeXTcube's costly magnesium casing). As NeXT lumbered forth, it soon became clear that giving away its software to IBM was akin to commercial suicide - they were giving away NeXT's most valuable asset. By 1993, NeXT was dying and Jobs barely turned up to work. However, in hindsight two great things happened: first the release of the NeXTSTEP operating system, later to prove very

valuable to Jobs' former company Apple. Then, the big one happened: at CERN, Englishman Tim Berners-Lee invented the worldwide web using Jobs' interpersonal NeXT computer thus changing the world forever.

Parallel to NeXT, Jobs kept an expensive hobby running. Back in 1986, Jobs had bought The Graphics Group (later to be renamed Pixar) from Lucasfilm for $10million. After several years of rupturing money, Pixar were saved when Disney invested to co-finance and distribute a CGI animated movie franchise. The first movie would be called Toy Story and instinctively realising what a banker the movie was, Jobs stripped the company's presidency from Ed Catmull and installed himself as CEO. The film made $28million on its release over the Thanksgiving weekend alone and upwards of $160million in total. Phenomenal returns considering the $27million production costs. When Pixar went public on 29th November 1995 Steve Jobs became a billionaire worth $1.5b. It's ironic that Jobs' "hobby" produced greater returns than his "vision", but both NeXT and Pixar changed the world: his high end computers gave us the internet and in Pixar he changed the face of the animation forever... for fun. Mac-to-front Post-Jobs, Apple's decline had precipitated so much that by the '90s they were set to lose $1billion. Apple, it appeared, had no future. But a shrewd move was made in December 1996 as Apple purchased NeXT for $429million, and in particular NeXTSTEP which was to replace Apple's own bloated operating system. However, most important was the return of Steve Jobs.

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To cut costs and get the company back on track, Jobs attacked the company like a tyrant culling staff numbers. The Mac clone business was killed thus preventing the continuing devastation of Apple's hardware sales and Jobs had every Apple product pitched to him to convince him that it was essential to their business strategy. Stripping the deadwood, he whittled fifty products down to ten, then finally ten down to four. By 1997, it was clear that Jobs was operating as Apple's new de facto leader reassuring the company that "we'll do more if we do less". NeXTSTEP became Mac OS X 1 and was available in the new line of four products. At the top end there was the PowerMac desktop and PowerBook notebook, and at consumer level, there was the iMac and the iBook. The latter two in the range revolutionised the design of computers. Designed by Jonathan Ive, the translucent-cased prototype impressed Jobs so much that he insisted on using it as the final product. The mistakes made with the Macintosh were not to be repeated and the new line of Macs were released with a myriad of software available. The hardware included quick and easy connection to the internet and the now ubiquitous USB ports, and smartly did not include a floppy disk drive. Floppy disks were dead within two years. Jobs would recount a quote from a sporting hero, ice hockey player Wayne Gretsky, that highlights why he and Apple undertook such bold strategies:

reinvigorated, Jobs delved into this rebellious past to create a siege mentality and make a call to arms to the company. In doing so he renewed Apple's sense of identity. The "Think Different" campaign was unleashed, again placing Apple in the role of underdogs - and justifiably so. Adverts were released consisting of black and white pictures of great, iconic, world-changing creatives such as Bob Dylan. The plan was more obtuse than that of NeXT, the plan was to make computers for people who "believe they can change the world". This phenomenal marketing strategy combined with the pioneering design was an astonishing success and catapulted Apple back into profit. The whole package was so successful that around a third of all sold went to

together - all because of internet connectivity. This would be the realisation of the dream to create the interpersonal NeXT computer, albeit with Apple, his Apple. Consumer Electronics & Retail Industries As part of this strategy came the release of the all-conquering iPod in late 2001. Although not a completely new invention, again Jobs and co. refined, streamlined and tweaked the idea to create a pure white design of perfection. With technology getting smaller yet more powerful, Apple led at the forefront of cutting-edge electronics. Unlike the fate of the Macintosh in the '80s, this time Apple purposely underestimated the demand for the iPod (again putting valuable lessons learnt into effect) and the demand in European cities was stratospheric. The Digital Hub Strategy was in full swing with the iPod's release and the key element was that it required Apple hardware and software to run - the perfect plan to increase the dollars rolling in. Success from the iPod set Apple on a new course. No longer merely a computer business, it became a consumer electronics company. Jobs realised content was key with these releases but there was a growing requirement for people to "try out" their products. Using Sony as their blueprint, Apple entered the retail market with the opening of the Apple Store worldwide in 2001. "Think Different" had clearly become a valuable business ethos.

Many forecasted the demise of the desktop PC and its replacement by newer technologies, but Jobs predicted a new stage where it would become the centre of a new digital lifestyle. The home computer would glue music, photos, movies contacts and data together

"I skate to where the puck is going to be, not where it's been', and we've always tried to do that at Apple. And we always will" Marketing Industry Even during Jobs' first tenure with Apple, his marketing genius was at work. Notably in the Macintosh's classic Orwellian-inspired "1984" Super Bowl TV advert where Apple painted themselves as the plucky underdog, the outsiders, the revolutionaries challenging Big Brother's omnipresent IBM. The company image projected was the birth of the Apple brand. With Jobs' return in the '90s and Apple

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people that had never even owned a computer before. Apple's simplicity had triumphed again, but it was fashionable, it made sense, it was personal. It may have been expensive but it was exceptionally designed. But it was no empty vessel. There was great substance beneath the style. It was a great computer. And the cyclical nature it bred was that the better it looked, the more you used it; and the more its used then the more functionality you got out of it. And people, have a great affinity with functionality. It was after this success that Jobs and Apple developed a new gameplan - the Digital Hub Strategy. Many forecasted the demise of the desktop PC and its replacement by newer technologies, but Jobs predicted a new stage where it would become the centre of a new digital lifestyle. The home computer would glue music, photos, movies contacts and data

Music Industry Beginning with the Napster craze of the late '90s and early '00s, major record labels became worried about the increasing amount of online music file-sharing. Their first response was to punish illegal downloading severely. Jobs knew this was an impractical and unsustainable method of tackling piracy and spotting the gap in the market, Apple began discussions with all major labels the world over. Realising the potential number of consumers they could reach via the medium

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of music (and the money that would generate), Jobs and Apple created iTunes, the digital marketplace for purchasing music. Very soon, all major labels were on board as iTunes sold a billion songs in its first week. Jobs had given the world the devices to consume audio and videos. Then Jobs gave the consumer the audio and video themselves. Mobile Phone Industry Further developments were afoot. In January 2007, Jobs announced the release of the iPhone. The project had begun in 2003 when Jobs contacted all major phone networks promising them a device "light years ahead of anything else". Striking a deal with America's number one provider Cingular and aiming to increase profits not by competing on price but by charging users for increased online data usage, the plan for a mobile-phone-meets-computer-meets-ipod with online access began in strict secrecy. The iPhone used the same Mac OS X found in all other Apple products meaning that it had the potential to use any Mac software on the market - but Mac software only. The touch screen design was groundbreaking actually a trimmed down version of what was used on a prototype tablet computer idea of Apple's... something that would only see the light of day three years later on the iPad. Jobs knew the iPhone would succeed. He knew that whilst their competitors saw themselves as hardware companies, Apple had morphed into primarily a software business. Thousands of apps were available from the Appstore. The iPhone may have been - and still is - rather expensive but you are paying for the best in its field. It is the best phone, the best computer and the best iPod. It has the best Apps, features and bespoke support. A new Apple had emerged and on 9th January 2007 'Apple Computers Inc.' became the succinct 'Apple Inc'. Beauty in simplicity again.

iGENIUS So there we have it. Eight industries in which Steve Jobs changed the world. But that only scratches the surface. He is listed as the primary or co-inventor of 342 US patents, most of which are for design whilst 43 are inventions - quite an incredible feat - and market-leading Apple products continue to improve on each release. Furthermore, Jobs' many awards are not over as he's due to receive a posthumous Grammy in 2012. Steve Jobs succeeded by joining the creative with the logical as he knew that "Technology is not enough... it should be married to the liberal arts and humanities". His vision for Apple has defined cultural consumerism for the worldwide tribe and for this, he is quite rightly considered a genius and the greatest CEO of our generation.

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We have dedicated experts in Employment, Business Law, Dispute Resolution, Debt Recovery and Commercial Property. Ensuring you always have a strong team on your side. North West Business Insider Magazine. Lancashire Dealmaker Award Winners 2008, 2009, 2010, 2011 & 2012

For legal advice that is straight to the point: Preston office t: 01772 220022 Blackburn office t: 01254 54374 www.forbessolicitors.co.uk

Construction at its best A thinking business

www.shepherd-construction.co.uk

Selecting

the best

Congratulations from RSM Tenon to all the finalists in the Lancashire Business Awards. RSM Tenon offers a wide range of services, including: n Audit, tax & advisory n Financial management n Recovery n Risk management

For further information on our services please contact: Jon Pinder, Office Managing Director, Lancashire Tel: 07800 617 373 Email: jon.pinder@rsmtenon.com www.rsmtenon.com RSM Tenon Group PLC is an independent member of the RSM International network. The RSM International network is a network of independent accounting and consulting firms each of which practices in its own right. RSM International is the brand used by the network which is not itself a separate legal entity in any jurisdiction. RSM Tenon Limited (No 4066924) is registered in England and Wales. Registered Office 66 Chiltern Street, London W1U 4GB. England. M21780811

DQ ROUNDUP

80 people attended the 2011 Lancashire Business Awards in the spectacular Stanley House. Celebrating the best business successes of the year the ‘Rat Pack’ themed gala dinner saw Euravia win ‘Business of the Year’, UCLan win ‘Services to Lancashire’ and Kirsty Henshaw picked up the ‘Personality of the Year’ award.

WINNERS Networker of the Year Female: Vikkie Bamber, Legacy Hotel

Networker of the Year Male: Mark Alexander, Marsden Rawsthorn

Professional of the Year: Pauline Rigby, Forbes Property Professional of the Year: Jody Lauder, Petty Social Media Guru: Shelley Refern, Northern Exposure Young Entrepreneur of the Year: Nikki Hesford, Miss Fit UK

Best Lancashire Venue: Mitton Hall

Best Legal Firm: Brabners Chaffe Street Best Marketing Campaign: Marsden Rawsthorn

1. Award winners gather for group photograph 2. Frank McKenna delivers his introduction speech 3. Andrew Barke from Google addresses the audience

4. The amazing Eva Fox provided the evenings entertainment

Best New Business: Love to Brand Business of the Year: Euravia Services to Lancashire: UCLan Personality of the Year: Kirsty Henshaw, Worthenshaws

Photography Adam Kenrick, Adam Kenrick Photography

Best Financial Advisors: CBG Group

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DQ ROUNDUP

THE LANCASHIRE BUSINESS AWARDS 2011 WERE SUPPORTED BY:

B U I L D I N G P L U M B I N G H E A LT H C A R E T E C H N O L O G Y W O R K W E A R

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DQ ROUNDUP

5. Dan Shaw; Walmsley Design, Lisa Bowden; Shepherds, Andy Walmsley; Walmsley Design 6. Jim Hancock took on hosting duties for the evening 7. Kirsty Henshaw, Worthenshaws 8. The Marsden Rawsthorn team 9. Bede Mullen from UCLan addresses the audience 10. Lynn Sedgwick; Clayton-Legal, Deborah Robinson; The Perfect Polish, Abigail Hunt; Heckford Advertising 11. Guests of The Write Angle and Shepherds Construction 12. Jim Hanock, Jody Lauder; Petty, Norman Tenray; Obas Group 13. Angela Smith presents the best Lancashire Venue Award 14. Panoramic view of the Lancashire Business Awards 2011

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the COOL LIST

THE DOWNTOWN GUIDE TO THE COOLEST STUFF IN THE DOWNTOWN UNIVERSE

CITY OF MANCHESTER BUSINESS AWARDS 2012

This black tie dinner will be held in one of Manchester’s most spectacular venues, Manchester Cathedral. A three course meal will be served, entertainment provided, and you will have the opportunity to network with some of the region’s leading movers & shakers.

European City of Sport 2012 Preston has been awarded the UK European City of Sport tile for 2012. The title was designated by the European Capital of Sport Association (ACES). European City of Sport designation and its connection with Preston Guild will enable a wealth of activity to take place in 2012 encouraging greater participation and ultimately a more healthy population leaving a lasting legacy. European City of Sport is led by four Principal Partners: Preston City Council, UCLan, Preston College and NHS Central Lancashire. They are supported by Preston North End FC as an official partner and by sportswear manufacturer Surridge as official kit supplier. For further information on European City of Sport visit http://www.preston.gov.uk/ yourservices/sport-and-leisure-centres/european-city-of-sport-2012

COLBA 2012 This black tie dinner will be held in the spectacular setting of the Sefton Park, Palm House. A three course meal will be served, entertainment provided, and you will have the opportunity to network with some of the region’s leading movers & shakers. As always the City of Liverpool Business Awards, will reward the best businesses in the Liverpool city region. Look out for further details in the coming weeks and months.

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THE STONE ROSES The Stones Roses Heaton Park, Manchester June 29th – 1st July Towards the end of last year, The Stone Roses announced the end of a 15 year split for a series of gigs starting in Manchester. The Stone Roses will play three dates at Heaton Park, with the band selling 220,000 tickets in just over an hour. The ‘Will they; Won’t they?’ debate has gone on for many years but now fans can look forward to what is set to be one of the greatest gigs Manchester has ever seen.

the cool list

THE OPEN GOLF CHAMPIONSHIP

PLAYGROUND

2012 Open Golf Championship Royal Lytham & St Annes Golf Club 19th – 22nd July The 141st British Open Golf Championship 2012 will be held at Royal Lytham & St Annes Golf Club in Lancashire between 19th-22nd July 2012. An expected 250,000 spectators will heading for the Lancashire coast for the duration of the 2012 Championship. Former winners include Nick Faldo, Tiger Woods and last year’s winner, Darren Clarke. There are some fantastic hospitality packages available for what would make a great corporate day out. More info can be found at www.britishopengolf.co.uk

KUCKOO ROCK UP GOOD BUSINESS Playing rock music until the early hours whilst serving an array of delicious cocktails, the team at Kuckoo have made a successful start to their business since they opened in 2010. Director of Kuckoo, Richard Powell, said they use a ‘flat’ management approach where ‘boss’ and ‘manager’ are classed as taboo words. He added: “By sticking to our core values, we have created a bar like no other. What differentiates us from every other bar is the passion and drive that all the team have to ensure that Kuckoo is the best bar in the area.” Kuckoo bar is open from 5pm seven days a week on 16-17 Fox Street, Preston. www.kuckoorocks.com

MELBOURNE SERVER HOSTING OFFICES Melbourne Server Hosting is a family-run business that puts their staff at the heart of everything they do. Melbourne knows that their team is their most important asset, which is why they’ve created a home for the Melbourne family that reflects their ethos. After a visit by DQ, we were overawed by the quirkiness of the office; we just had to bring it to our reader’s attention. For more pictures and a tour of the Melbourne office visit http://www.melbourne.co.uk/aboutmelbourne/we-have-moved

PlayGround launched in December at the Hilton Liverpool hotel in spectacular style, bringing with it a big slice of 6-star luxury to Merseyside. No expense was spared on this £2m superclub, designed by the team behind Whisky Mist, and this is evident immediately as you enter. PlayGround oozes style, with its sumptuous décor, eye-catching LCD wall that projects pinsharp videos, and sound responsive lighting that pulses to the rhythm of the state-of-theart sound system. PlayGround is the creation of George Panayiotou of the Ability Group, whose vision was to bring some Las Vegas-inspired luxury to the deserving people of Liverpool. George then enlisted some of the best people from the north-west to really bring the wow factor. Liverpool fashion designer Kirsty Doyle designed the staff uniforms, Justine Mills from Cricket is running the membership scheme, and Alex Gerrard designed the membership cards. Memberships to PlayGround cost £500-a-year, and offer a number of fabulous perks that make it great value. Members get their own separate entrance and complimentary entry for themselves and one guest. They have their own private area within the venue, a separate waitress service, and invites to all the VIP events and after-show parties. For membership please contact members@PlayGroundliverpool.com PlayGround at the Hilton Liverpool hotel, 3 Thomas Steers Way, Liverpool L1 8LW – 01517084200 - www.PlayGroundliverpool.com

SALFORD CITY STADIUM Salford City Stadium: your new home for sport, events, conferences and celebrations in the city. The stadium is an inspirational new landmark for Salford and is set to become the go-to destination for high quality and excellent value events, with state-of-the-art facilities and unrivalled service, whether for a wedding with a difference, a unique conference or business venue or as an impressive setting for concerts and entertainment. The Salford City Stadium will also truly be at

the heart of the local community, with a range of professional standard sporting pitches and facilities on offer for local teams and groups in surroundings guaranteed to inspire and motivate. The stadium of course is also the place to go for Engage Super League rugby in the city, as it is the home ground for Salford City Reds. So whether for sporting glory, business success, unforgettable celebrations or just a night out to remember, make the Salford City Stadium your destination of choice.

DQ 41

Just Jonas

Arts or crafts, business or pleasure?

Words: Roger Jonas, Downtown in Business

ndividuals’ love of art is as diverse as the definitions of art itself. What we might regard as art today may not necessarily have been perceived as art when it was originally created. During the middle ages certain creative activities that we would consider as crafts were translated as art and it was only during the renaissance period that the social status of artists as individuals became more defined and recognised. Like many, I personally struggle to accept that Tracey Emin’s “tent”, appliquéd with the names of everyone she has bedded, is art. What I do recognise is that Tracey Emin is revered by many of her peers from within, therefore proof of the scope of diversity. Love her or hate her, Emin has achieved a certain high profile celebrity status and, because of this has managed to turn her creative skills into a successful and sustainable business, creating art (or is it craft?) that people will pay good money for. Stephen Collett is a 28 year old artist living and working in Liverpool. His work, in my opinion, is quite remarkable, and in that I am not alone. Stephen has exhibited in the UK as well as Paris, Berlin, New York and Shanghai, and as he recently explained to me, business is looking good with some quite amazing opportunities in the pipeline. I am convinced that, like Tracey Emin, Stephen has the capacity to become a globally acclaimed artist. He initially trained as an architect, but his passion for painting overwhelmed his desire to become a draftsman and engineer. With the support of his friends and family, who universally recognised his immense talent and no pressure to go out and get a “real job”, he embarked on six months of seclusion in his home studio, waiting for Charles Saatchi to knock on his door. When he accepted that this tactic was not working, he swapped his paint splattered jeans for a suit, to pursue the journey that has now become his business. Last year Stephen worked with Downtown on a project called High Fliers, a series of commissioned portraits of significant business leaders in the city and exhibited at the Radisson Hotel during the launch week of the commercial districts BID initiative. The audience response as each portrait was revealed was testament enough to his remarkable talent..... and the commissions rolled in!

a ROGER JONAS OWNED ‘COLLETT’

His business is to sell his work, simple as! I asked him why buying original art is a good investment. “I think of original pieces of art as investments that you can benefit from every day. A good piece of original, collectable art will increase in value; some only marginally yet some exponentially depending on the artist and the quality of the work. Therefore, like any other investment it requires research, knowledge of the market and a bit of luck to make a large amount of money. But the benefit of an artistic investment over others is that you get to enjoy the art on your wall for as long as you have it. People buy art for different reasons, in my experience people have bought my work purely because they like it, it's only in the last few years people have been considering it a good investment”. Stephen now regards business and passion in equal measures. Finding his feet in the art world has involved a lot of trial and error, with plenty of knock backs. However, he already has four exhibitions confirmed for 2012 and is currently working on a commission for Iliad, which is “Challenging, but a great deal of fun... watch this space!” I myself am now the proud owner of a “Collett”, a sizeable portrait of Richard Branson, one of my business hero’s and soon to visit Liverpool for the Global Entrepreneurship Congress. Maybe I have a selfish reason for wanting Stephen to reach the dizzy heights of success, but I genuinely consider that he has the skill, the passion and the potential opportunity to be considered one of the modern day greats. Judge for yourself www.stephencollett.com

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WORK HARD PLAY HARD

LIVERPOOL

Royal Exchange Theatre Tel: 0161 833 9833 Email: box.office@royalexchange. co.uk Web: www.royalexchangetheatre. org.uk

ACC Liverpool Tel: 0151 703 7268 Fax: 0151 475 7777 Email: kate.nolan@accliverpool. com Web: www.accliverpool.com

Rosso Tel: 0161 832 1400 Email: enquiries@rossorestaurants. com Web: www.rossorestaurants.com

Alma De Cuba Tel: 0151 702 7394 Email: info@alma-de-cuba.com Web: www.alma-de-cuba.com

Sapporo Teppanyaki Tel: 0161 831 9888 Fax: 0161 839 4030 Email: Manchester@sapporo.co.uk Web: www.sapporo.co.uk

Bem Brasil Tel: 0151 709 0044 E-mail: liverpool@ bembrasilrestaurants.com Web: bembrasilrestaurants.com Bluecoat Chambers Tel: 0151 702 5324 E-mail: info@thebluecoat.org.uk Web: www.thebluecoat.org.uk

LANCASHIRE Angelo’s Tel: 01772 257 133 Email: info@angelospreston.com Web: www.angelospreston.com

Crowne Plaza Liverpool Tel: 0151 243 8000 Web: www.cpliverpool.com Everyman Playhouse Tel: 0151 706 9115 Email: development@ everymanplayhouse.com Web: www.everymanplayhouse.com Franklins Deli Tel: 0151 227 5976 E-mail: lindsay@ franklinshospitality.com Web: www.franklinsdeli.com Gusto Tel: 0151 708 6969 Web: www.gustorestaurants. uk.com Hilton Liverpool Tel: 0151 708 4200 Email: laura.doyle@hilton.com Web: www.hilton.co.uk/liverpool Il Forno Tel: 0151 709 4002 Email: info@ilforno.co.uk Web: www.ilforno.co.uk Liverpool Empire Theatre Tel: 0151 708 3200 Email: JayneLloyd@ theambassadors.com Web: www.liverpoolempire.org.uk Malmaison Liverpool Tel: 0151 229 5000 Email: ssimons@malmaison.com Web: www.malmaison-liverpool. com Merchants Bar & Restaurant Tel: 0151 702 7897 Email: dining@62castlest.com Web: www.62castlest.com/ merchants-restaurant.php Novotel Hotel Tel: 0151 702 5100 Fax: 0151 7025110 Email: h6495-sl@accor.com Web: www.novotel.com

Restaurant Bar & Grill Tel: 0151 236 6703 Email: rbg.liverpool@ therestaurantbarandgrill.co.uk Web: www. therestaurantbarandgrill.co.uk

Bem Brasil - Deansgate Tel: 0161 839 2525 Email: deansgate@ bembrasilrestaurants.com Web: www.bembrasilrestaurants. com

Radisson BLU Liverpool Tel: 0151 966 1500 Email: info.liverpool@radissonblu. com Web: www.radissonblu.co.uk/hotelliverpool

Bem Brasil – Northern Quarter Tel: 0161 923 6888 E-mail: northernquarter@ bembrasilrestaurants.com Web: www.bembrasilrestaurants. com

Royal Liverpool Philharmonic Tel: 0151 210 2921 Email: donna.stuart@liverpoolphil. com Web: www.liverpoolphil.com

East Z East - Riverside Tel: 0161 834 3500 Email: info@eastzeast.com Web: www.eastzeast.com

Sapporo Teppanyaki Tel: 0151 705 3005 Email: liverpool@sapporo.co.uk Web: www.sapporo.co.uk Sir Thomas Hotel Tel: 0151 236 1366 Email: reservations@ sirthomashotel.co.uk Web: www.sirthomashotel.co.uk The Living Room Tel: 0151 236 1999 Web: www.thelivingroom.co.uk The Noble House Tel: 0151 236 5346 Email: info@thenoblehouse.co.uk Web: www.thenoblehouse.co.uk

MANCHESTER ABode Manchester Tel: 0161 247 7744 Email: reservationsmanchester@ abodehotels.co.uk Web: www.abodehotels.co.uk / manchester

East Z East Tel: 01772 200084 Email: info@eastzeast.com Web: www.eastzeast.com Fusion Room Tel: 01772 880180 Email: info@fusionroom.co.uk Web: www.fusionroom.co.uk Glovers Bar Tel: 01772 561410 Email: www.facebook.com/ gloversbar Web: www.gloversbar.com Holiday Inn Tel: 01772 567 000 Email: enquiries@hipreston.com Web: www.hipreston.com

East Z East – Ibis Hotel Tel: 0161 244 5353 Email: info@eastzeast.com Web: www.eastzeast.com Grill on The Alley Tel: 0161 833 3465 Web: www.blackhouse.uk.com Living Room Tel: 0161 832 0083 Fax: 0161 8320082 Web: www.thelivingroom.co.uk/ venues/manchester Piccolinos Tel: 0161 835 9860 Fax: 0161 834 9563 E-mail: piccolino.manchester@ piccolinorestaurants.co.uk Web: www.piccolinorestaurants. co.uk

Invincibiles - PNE Tel: 01772 759 900 E-mail: info@invincibles-pne.com Web: www.invincibles-pne.com Legacy International Hotel Tel: 0844 411 9028 E-mail: res-prestoninternational@ legacy-hotels.co.uk Web: www.legacy-hotels.co.uk/ legacy-preston Marriott Hotel Tel: 01772 864087 Fax: 01772 861728 Web: www.marriott.co.uk/preston The Whalley Wine Shop Tel: 01254 822581 Web: www.thewhalleywineshop. com

Restaurant Bar & Grill Tel: 0161 8320082 Email: Cherryl.Pinnington@ircplc. co.uk Web: www. therestaurantbarandgrill.co.uk Photograph courtesy of Adam Kenrick Photography

DQ 43

THE CITY OF MANCHESTER BUSINESS AWARDS12

MANCHESTER CATHEDRAL, THURSDAY 29TH MARCH, 6.30PM For further information visit www.downtownmanchester.co.uk