Entrepreneur & Investor - Issue 6

Creating and Living the Life You Desire

FINTECH SPECIAL BUILD YOUR LIFESTYLE BRAND HOW TO PITCH THE SMART WAY TO SUCCESS ARE YOU START-UP SAVVY? WHAT SUPERCARS TO INVEST IN

INVEST IN ART

Issue 6 | £4.95 www.entrepreneurandinvestor.com

WHAT DO INVESTORS REALLY WANT?

START UPS l EMPIRE BUILDING l INVESTMENT IDEAS l LUXURY LIFESTYLE

T HE V12 VA N TAG E S EXTREME SPORTS

POWER:

ACCELERATION:

SPEED:

565BHP

0-60MPH IN 3.7 SECONDS

205MPH

Official government fuel consumption figures in mpg (litres per 100km) for the Aston Martin V12 Vantage S urban 12.6 (22.5); extra-urban 27.7 (10.2); combined 19.2 (14.7). CO2 emissions 343 g/km. The mpg/fuel economy figures quoted are sourced from official EU-regulated test results obtained through laboratory testing and they are for comparability purposes only.

WWW. ASTONMARTI N.COM/EXTREME

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EDITOR’S LETTER DEAR READER, Welcome to this issue of Entrepreneur & Investor Magazine. Our focus this time is on investing in art – from much loved Disney animation, to exquisite paintings from Bahrain. But there’s still a wealth of entrepreneurship features from experts across the UK, sharing their advice on super-useful topics like how to successfully pitch to investors and the key things they look for before being willing to give any financial support.

In addition to art, our Investor section has articles on jewellery, classic cars and property - including the 2016 best cities to invest in – and where to buy a holiday home. In the Fortune & Lifestyle you’ll enjoy news and reviews on the best cars, destinations, hotels both overseas and in the UK and much more.

As always we love to hear your views, and if you’ve a great story to share, get in touch. Finally, we’ve a newly designed website, and content-rich social media platforms too – crammed with useful, interesting and entertaining news, reviews, features and snippets.

If you missed any of our more recent back issues, you can register on our website to view these free of charge, or view them now on Issuu. And, on our website home page, you can purchase either a single copy, or an annual subscription, and enjoy the convenience of having your magazine delivered straight to your door – postage and packing free.

LISA EDITOR IN CHIEF

EDITOR IN CHIEF Lisa Curtiss editor@entrepreneurandinvestor.com

EDITORIAL ASSISTANT Gayle Penny editorial@entrepreneurandinvestor.com

ART DIRECTOR AND CHIEF DESIGNER Adam Woodgate DESIGNERS Justin Earle Rebecca Libby design@entrepreneurandinvestor.com

ADVERTISING & SPONSORSHIP sales@entrepreneurandinvestor.com

DISTRIBUTION Adam Long adam.ican@btinternet.com

SUBSCRIPTIONS subs@entrepreneurandinvestor.com

CONTRIBUTORS

Barry Didato, Ben Kempenich, Diana Verde Nieto, Emma Ridley, Gillian MacEwan, James Layfield, Jamie Lee Abtar, Jason Penny, Jessica Elliott, Jordan Daykin, Joseph Zipfel, Laura Moross, Michael Bruce, Naren Shaam, Nikolas Xenofontos, Paul Russell, Rahul Parekh, Simon Morton, Stephen Lindsey, Stephen Page, Stuart Miller, Susan Feehan, Susanne Chishti, Tal Orly

Visit our website - entrepreneurandinvestor.com Find us on Issuu - issuu.com/entrepreneurinvestor Follow us on Twitter - @Entrep_Investor

Published by Fortuana Limited

CONTENTS 22

50

62

84

90

94

135

144

ENTREPRENEUR 14. 9 UK Fintech Start-Ups To Watch This Year 16. Why Fintech is Good for Entrepreneurs & Investors 20. The App-etising Future of Business 22. From Barrister to Entrepreneur 24. Using NLP and EFT in Your Career 25. Collaborate and Listen 26. Harnessing the Power of the Investor Pitch Presentation 28. The New Guardians of Business 30. How to Buy a Company 32. Business Hook-Ups 34. Is Failure Over-Rated 36. The Sons of London Story 38. Clever Invention Reduces Wine Allergies 39. Finding Your Unique Space in the Market 40. What Investors Looks for in a Start-Up 42. How Focusing on Your Successes Could Transform Your Business 44. Building a Business 45. How to Effectively Manage Your Team 46. Creating a Distinctive Luxury Brand 48. 5 Ways to Appear More Confident 49. Searching For Stand Out Start-Up Staff 50. Celebrity Nightclub Entrepreneur & Watch Ambassador Joe Fournier 52. Avoid The Mistakes Start-Ups Make 54. Communication Is Key 55. Why Lifestyle Brands Need to Embrace Sustainability 56. First Steps to Becoming Your Own Boss 58. A Travel Entrepreneur’s Tale 60. Write Your Way to Success

INVESTOR 62. Bahrain’s Flourishing Art Scene 66. An Animated Investment 70. Top Contemporary Art Gallery Launches 71. Questions to Ask Yourself When Investing in a Start-Up 72. Why Business Angels Are More Than Investors 74. A Quick Guide to Summer Investments 76. Top Property Hotspots to Invest in Outside London 78. Best Places to Invest in a Holiday Home 80. 007’s Aston Martin Db10 Sells for £2.4 Million 81. Chinese Investing in Web Addresses 82. Investing in a Stairway to Heaven 84. Simpsons Wine – A British Vineyard Success Story 86. Supercars Can Make a Super Investment 88. Barons to Hold Sale 89. Barons’ Connoisseurs’ Classic Car Collection Auction 90. Do You Know the Worth of Your Family’s Jewellery?

FORTUNE & LIFESTYLE 94. Maserati Quattroporte 100. California T 102. Aston Martin Zagato Concept Unveiled 109. Jeep Grand Cherokee 110. Hot Hatch Heaven 114. Rolls Royce Phantom Zenith Collection 116. Conrad Rangali Island 122. La Suite West 124. The Cary Arms 126. The Grand Brighton 128. Algarve in Luxury 130. Heavenly Halkidiki 132. Conrad St James 135. An Anantara Adventure 142. The New Ducati Bicycles 144. Gin Meets Whisky

Swiss movement, English heart

C9 H A RR ISO N BIG DAY- DATE AU TOM ATI C

Made in Switzerland / Modified ETA 2836-2 automatic movement with Big Day-Date complication by Johannes Jahnke / 38 hour power reserve / 43mm, Hand-polished, 316L stainless steel case / Anti-reflective sapphire crystal / Exhibition case-back / Italian leather strap with Bader deployment

WOMEN IN ENTERPRISE TASKFORCE LAUNCHED

BY FSB

NEWS

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A new report from the Federation of Small Businesses (FSB) ‘Women in Enterprise: The Untapped Potential’, explores the specific challenges faced by womenled businesses and makes recommendations for improving support, developing mentoring networks, and increasing the diversity of business ambassadors.

To further the recommendations of the report, FSB plans to launch a dedicated ‘Women in Enterprise Taskforce’ to support woman entrepreneurs and business owners.

While the report finds womenled businesses face many of the same challenges all small firms encounter - including cash flow issues (42%), and difficulty accessing finance (25%) - there appear to be issues which were more acute for women business owners.

FSB spoke to over 1900 women business owners in the UK. It found key challenges included balancing work and family life (40%), achieving credibility for the business (37%) and a lack of confidence (22%).

All of these are limiting women’s ability to start, run and grow their businesses.

Helen Walbey, FSB Diversity Policy Chair, said: “Womenled smaller businesses already contribute over £75 billion to the UK economy. But less than one in five (18%) of businesses are majority run by women. If women were to set up businesses and grow them at the same rate as men, we would see a huge boost to growth and prosperity in this country. In fact, the Government estimates it could add £600 billion to the economy.

“Everyone should have the same chance to succeed in business. Understanding the importance of diversity and getting more women into business is critical for a dynamic and vibrant small business sector. That’s why

we need to work out what the barriers are for women and break them down one by one.”

The most popular motivation for women starting a business was found to be confidence in their skills in their chosen sector (37%).

However, a majority of women also said improving online and digital skills (55%), marketing expertise (56%) and business strategy skills (60%) would be the most useful measure to grow their business.

The report also found that a third (34%) of women business owners say they have experienced gender discrimination in the workplace. This was felt particularly in sectors that are traditionally male dominated - for example in construction where over half (54%) had experienced discrimination.

Helen Walbey added: “More needs to be done to really empower women. Vocational education is one way to grow the next generation of women entrepreneurs, but they also need long term business support to help them succeed and grow. Better advice and mentoring should be provided and Maternity Allowance for the self-employed should be brought in line with Statutory Maternity Pay. “Small firms already make a huge contribution to our economy; if we were to harness the still largely untapped potential of women entrepreneurship, it could lead to additional jobs, economic growth and a more diverse and representative small business community.”

The FSB report calls for a cultural shift towards equality in business. The new FSB taskforce will develop a series of regional events, networking opportunities and work with existing regional networks to get to the root of the problem. FSB is a respected voice and it will look to influence Government to promote women’s entrepreneurship by gaining recognition of the issues and suggesting practical solutions. 

NEWS

BRITISH STUDENTS ENTERPRISE TO HELP INDIAN SLUMS Two young British students and budding entrepreneurs who aim to help stem the flow of poverty and create social enterprise in some of India’s poorest slums now have an opportunity to compete for a $1million global prize and present their innovative idea to 1000 global leaders including former US President Bill Clinton.

Monty Berrow (20) from Devon and Bay Downing (19) from Liverpool have beaten 25,000 student teams across the world including some of the brightest Ivy League students in Harvard, Yale and Stanford to make it into the Top 15 of the world famous Hult Prize - the largest student competition in the world.

Berrow and Downing along with four other students Yuliya Chashchina, Jennifer Finney, Luciano Perdomo and Chenoy Ceil studying at the University of Tampa formed OptiMrkt as a charitable business model for social entrepreneurship.

They now have the chance to be one of the Top 6 teams to reach the world finals and win $1million in seed capital to start their business and make an instant impact.

If successful they will present their idea to former US President Bill Clinton and 1000 global leaders at the Clinton Global Initiative Annual Meeting in September.

The innovative concept has also caught the interest of Sir Phillip Green after Bay Downing approached the Arcadia boss to explain about OptiMrkt. Sir Phillip was keen to learn about OptiMkrt and its corporate and social responsibility and indicated there was potential for a future working relationship.

The OptiMrkt concept is to use mobile phones to empower Indian entrepreneurs to not only gain more market exposure for the goods they produce, but importantly to receive micro loans from investors around the world. These investors will be able to invest as little as $25 and co own a small business receiving a share of every sale the entrepreneur makes until a multiple of the investment is returned.

There is currently a $45 billion financial gap in the micro enterprise sector in India and the mobile wallet industry is set to reach $10 billion by 2022. OptiMrkt aims to bridge this gap, targeting the 200 million people living on under $2 a day.

OptiMrkt is currently running a crowd funding campaign that will be judged on the amount of money raised, the number of donors, the average donation and social media traction.

Student Monty Berrow from Devon, whose father Michael managed and launched the careers of pop legends Duran Duran said; “We are building a sustainable business that directly impacts the bottom of the supply chain in India. Our platform is unlike any other as investments flow instantly to the micro entrepreneurs mobile phones, which 90% of these people already have. With current informal interest rates as high as 10% per day, these people currently have no viable access to capital, we are solving this problem whilst also enhancing their businesses growth.”

The founders spent two weeks living in the slum of Dharavi in Mumbai researching and developing their concept, understanding and learning how the people within the slums hand craft a range of goods and trade with each other.

If OptiMrkt wins the prestigious Hult Prize it will run its programme in conjunction with the nonprofit Sabuj Sangha which has trained 1000 unemployed women to make products from their homes for OptiMrkt. By working with OptiMrkt these women will have a platform to increase their earning potential and have a positive impact on their communities.

Student Bay Downing from Liverpool is the son of property developer George Downing said “These under served communities are the most industrious places we have ever experienced, there are some 20,000 very capable entrepreneurs who hand craft exceptionally high quality products, but without an infrastructure in which to trade and market themselves, they will continue to struggle and generate global markets.

We have seen the opportunity to bridge the gap to help fund these social entrepreneurs and if we win the $1m prize fund this will allow our vision to become a reality.“ 

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NEWS

EVANEOS SECURES LANDMARK $21M IN FUNDING TO BECOME A GLOBAL LEADER Evaneos, the first online marketplace in Europe that allows travellers to book holidays directly with local travel agents, has just completed its third round of investment, raising $21M from Serena Capital, Fonds Ambition Numérique managed by Bpifrance, ISAI, and XAnge. This latest investment round will contribute towards technological innovation and international expansion, with plans to launch Evaneos in further markets such as the US. The company also announced plans to increase the size of its team from 80 to 200 employees. Evaneos is the leading travel marketplace in Europe, and with this most recent funding round, the company will have raised a total of around $26M since its creation.

Eric La Bonnardière, Evaneos co-founder and CEO, said: “When we created Evaneos in 2009, we wanted to invent a new model that puts the human dimension at the core of travel. The rise of experiential travel means that travellers’ expectations are geared towards independence, personalised service, and a greater connection with authentic local culture.

Evaneos offers a solution to these expectations by putting travellers directly in contact with local travel agents across the world. This latest funding round is a major step forward in our development, allowing us to become a global brand while continuing to reinvent the way that travellers dream up, prepare, and experience their trips.”

Evaneos cuts out the middleman – tour operators and travel agencies – by connecting travellers directly with the world’s most extensive community of local travel agents.

Travellers can browse through a range of holiday ideas, and then contact a local agent living in that country to design a tailor-made itinerary. Evaneos’ 650 partner agencies operate locally in 150 countries worldwide, providing an unparalleled wealth of knowledge and advice about their respective destinations. Its partner agencies offer travellers access to premium expertise without the premium price tag and, in turn, the agencies themselves benefit from an additional source of direct revenue, retaining more income for their local economies.

Nicolas Iordanov, Principal - Venture Capital, Bpifrance commented: “We were impressed by Evaneos’ model, which is disrupting the travel industry by combining simplicity of use, access to local expertise, and better value for money. We are happy to be participating in the company’s international growth, and supporting the innovation of this fantastic startup.”

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Since its creation in 2009, 120,000 travellers from 30 different countries have set off on a tailor-made trip created by one of Evaneos’ local partner agencies. Sales generated from these trips have consistently doubled every year since the company was established.

Evaneos is available in English, French, Spanish, German, and Italian with native-speaking teams dedicated to each market. Originally a French company, 40% of Evaneos’ turnover now comes from its international markets, making it the leading European marketplace model for multi-day tours. With this funding, Evaneos plans to expand into further international markets, to represent 80% of the company’s turnover by 2020. This expansion will begin with the launch of three new European markets by the end of 2016; The Netherlands, Denmark and Sweden, with further plans for international markets including the US. Marc Fournier, Managing Partner, Serena Capital, added: “Evaneos has demonstrated its potential on an international scale by successfully launching its platform across multiple markets. Its international perspectives are very promising, and we are confident in the business’ ability to become a global brand.”

With 7 years of experience, rapid growth, and a strong culture shared by its team of 80 people, of which more than 25 are developers, Evaneos has created a unique online marketplace for trip inspiration and end-to-end booking.

Evaneos puts the human connection at the heart of the tailormade holiday experience.

To support its local partner agencies, Evaneos provides online tools which have revolutionised the agents’ management of sales and communication with travellers.

Yvan Wibaux, Evaneos co-founder and CTO, said: “Our seven years of experience, and the data we have gathered over this period, allow us to develop tools that are increasingly efficient and innovative. With this funding round, we will be able to invest more rapidly in quality and user experience, the ease of communication between travellers and local agents, and the development of new technological features to benefit our travellers, such as launching the website as a mobile application. We will also continue to develop our SAAS platform, which brings together the biggest community of local agents in the world. Our objective has always been to build the world’s leading multi-day tour marketplace, and I think there’s a real opportunity here for us to become the digital category leader.” 

NEWS

TOO MUCH TIME TACKLING RED TAPE 55% of smaller business owners say their company’s growth is being held back by the amount of time they have to dedicate to business administration, according to new research from the Federation of Small Businesses (FSB).

The findings show that a small business owner spends over 33 hours every month on internal business administration – that represents almost a quarter of an individual’s working hours2. In addition, the average small business sees around 70 hours of employee time tied up in business admin alone.

Two-thirds of smaller businesses (67 per cent) say the administrative burden is preventing them from focusing on their business’ primary purpose. The study reveals that threequarters of business owners (76 per cent) spend more time than they would like on business compliance, tackling issues ranging from tax, employment law issues and insurance to dealing with workplace pensions, accounting tasks or health and safety issues.

Dave Stallon, Commercial Director at FSB, said: “The Government has pledged to remove £10 billion worth of red tape over the course of this Parliament. FSB welcomes this focus on deregulation, which should free up small business owners to spend more time doing business and creating economic growth. Initiatives like The Red Tape challenge, the ‘one-in-two-out’ approach to new regulations, and steps to

boost the regulatory Policy Committee are all moves in the right direction.”

Business administration is not just a burden on time, it can also have major cost implications. FSB members spend an average of £3,600 on help and advice with tax compliance3.

Small business owners’ time and money will be stretched even further by Government plans around tax reporting, announced in the 2015 Autumn Statement. This will require small businesses and the self-employed to keep digital tax records and report, on a mandatory basis, electronically every quarter.

Owners say they could use the time spent on business administration more productively, with 61 per cent claiming they would spend more time on sales or sales development.

Indeed, the average smaller business owner claims to only spend 8 hours 50 minutes per month on new business development, just a quarter (25 per cent) of the time they spend on business administration.

Dave continues: “It is a common frustration amongst owners of smaller companies that they are unable to find the time to work on their real business activities, because they are too busy completing administrative tasks, however essential they are. These businesses need expert support they can trust in order to minimise time dedicated to business administration. If they do this, they can maximise the time spent making their businesses bigger, better and more profitable.”

Nearly half of respondents to the survey (46 per cent) said they would hire external advisors to help them with these tasks if they could afford to. However, it does come with a cost. The average smaller business that outsources these services spends almost £14,000 a year doing so. 

WASTE TO ENERGY FIRM WINS QUEEN’S ENTERPRISE AWARD

A UK manufacturer, which has developed an incinerator to turn waste into energy, has won a double honour from the Queen.

Inciner8, based in Merseyside, has developed a container based incinerator, which converts the energy used in waste disposal to hot water and heat. The new incinerator is being used widely in conflict zones and refugee camps, working with partners like the UN. The firm picked up two Queen’s Enterprise Awards, the UK’s highest accolade for business success.

One award was for “International Trade,” for their incredible growth and high levels of UK exports, the second for “Innovation,” developing a containerised general incinerator, twinned with a heat exchanger, which captures the heat to generate hot water and hot air.

The innovation was developed to be used in natural disasters, disease outbreaks or conflicts where there are large scale camps as a result, such as the Syrian refugee camps. These camps create large amounts of waste and demand for hot water. The new incinerator can be dropped in on a 20ft container and help supply living needs while dealing with the waste issues.

Vince Ferguson, chairman of Inciner8 said: “This is the second time we’ve picked up a Queen’s Enterprise Award and to win two this year is such a rare honour. We are all delighted here to receive recognition both of our business success and the innovative products we are developing to deal with crises in countries around the world.”

Vince added: “We couldn’t have achieved this without the dedicated team here at Inciner8, and I’m immensely proud of the staff here and all the work they put in to really develop the firm both in business growth and in creating new products. With their support we have been able to grow Inciner8 from a start-up operation to one of the most respected names in our industry.”

Inciner8 was formed just 10 years ago and in that time has grown from a start-up operation to a £5.5m operation, exporting to 172 countries worldwide. 

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ENTREPRENEUR

9

UK FINTECH START-UPS TO WATCH THIS YEAR

Startups.co.uk’s Startups 100 2016 index has unveiled the names of a cluster of new businesses that are transforming the finance industry…

F

inance is one of the fastest-growing technology sectors in the UK. $901m was invested into fintech businesses in 2015 and the government recently unveiled plans to cement the UK’s position as the ‘fintech capital of the world’.

In Startups.co.uk’s Startups 100 2016 index of the UK’s top 100 businesses set for explosive growth, the surge in fintech start-ups was apparent as fintech featured among the most popular sectors

YOYO WALLET

– second only to food and drink.

Now in its seventh year, the Startups 100 identifies privately-owned UK companies launched on or after 1 January 2013 which demonstrate innovation, solid financials, economic impact and the ability to scale.

Featuring nine fintech start-ups in total, these are the businesses to watch out for in the coming months….

With $10m in venture backing, Yoyo Wallet is a mobile-first personalised market which integrates payment, loyalty rewards and marketing for retailers, brands and consumers.

Founders Alain Falys and Michael Rolph are aiming to finally realise the full potential of using mobile as a means of payment and the platform already attracts around 400,000 transactions each month.

More than 100 clients including universities, caterers, corporates and retailers, are signed up to the service.

ORMSBY STREET

A ‘freemium service’, Ormsby Street has created a tool – CreditHQ – which helps businesses understand financial health issues such as late payments before it’s too late.

Its founders came up with the idea while working on a ‘credit score subscription service’ for Barclays, and soon realised the potential to combat cashflow problems. The tool has helped more than 27,000 UK small businesses since launch in November 2014.

MONDO

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Mondo is building a mobile-first bank from scratch. Based in London, this transformative start-up is currently in beta stage but already has over 100,000 people on its waiting list and recently secured one of the fastest UK crowdfunding rounds in history.

While not a fully licensed bank just yet – it is currently applying for authorisation to become one – the company believes it will have bank status within the 12 next months.

ENTREPRENEUR

PURE COMMERCIAL FINANCE

Cardiff-based commercial finance broker Pure Commercial Finance has so far helped 100 businesses, developers and property investors find the right finance to achieve their ambitions.

Founder Ben Lloyd spotted a gap in the market after working in commercial banking for eight years and his idea has scaled rapidly – turnover is set to hit £1.6m and its 10-strong team have already begun to “fund some very large deals”.

SALARYFINANCE

Used by brands such as M&S, and Centrica, SalaryFinance offers an employee benefit scheme that enables anyone – even those with a poor credit rating – to consolidate their debts via their payroll.

Co-founded by Dan Cobley, former MD of Google UK, the start-up has attracted $6.1m investment since its launch in June 2015 and is on a mission to “become as mainstream as other employee benefits”.

ELLIPTIC

With demand for blockchain technology (a public record of Bitcoin transactions) growing, London-based start-up Elliptic has developed technology which is able to identify illicit activity on the Bitcoin blockchain.

A number of high-profile agencies and organisations across the UK and EU are currently benefitting from the service and it recently closed a $5m Series A round to support expansion in the US.

PENSIONBEE Launched in January this year by Jonathan Lister and Romi Savova – ex-Goldman Sachs and Morgan Stanley – PensionBee is an easy-to-use online service which helps you take control of your retirement savings.

The platform enables you to find all of your old pensions and combine them into one good value plan. It’s set to have 3,000 customers by the end of 2016.

DIVIDO An instant paperless solution, Divido lets you split the costs of your purchases – from furniture and fashion to funeral arrangements – over as long as you need.

Since launch in October 2015, the London-based business has signed up over 100 retail clients and is already on goal to double its team numbers to 22 and quadruple turnover.

APPERIO Providing a well-needed industry solution, Apperio has created an analytics dashboard which gives law firms real-time transparency on legal fees.

Since launch in 2014, the start-up has attracted 17 major law firms including Dentons and Olswang and has 15 corporate clients.

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£ ENTREPRENEUR

Why FINTECH is good for Entrepreneurs & Investors

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ENTREPRENEUR

C

utty Sark, UK’s legendary sailing ship built in 1869 transported tea across the world.

Lots of incremental innovations and design improvements made the clipper to one of the fastest sailing ships in its time.

Unfortunately, the owners did not see the disruption coming when steam technology took over and soon steam ships came to dominate the global trade routes. As a result Cutty Sark became a training ship and today you can admire her, beautifully restored at a dry dock at Greenwich, east London overlooking the shiny skyline of Canary Wharf’s financial centre. Will banks and insurance companies face a similar fate, will it just be a question of time until some of them turn into museums as one author of The FINTECH Book (published by Wiley in April 2016) predicts? * Disruption is part of our lives: What happened to Kodak and its film business when they missed the trends towards digital photography? What happened to Nokia who owned 49.4% of the global smartphone market in 2007 and ignored the launch of the iPhone that same year?

Disruption has started in financial services – summarized by the term FINTECH. JP Morgan CEO Jamie Dimon warned of the growing competition by fintech startups when he said in a letter to shareholders in April 2015 “Silicon Valley is coming …. There are hundreds of start-ups with a lot of brains and money working on various alternatives to traditional banking”.

Since 2010 more than $50 billion has been invested in almost 2,500 fintech companies by venture capitalists, private equity firms, corporates and other investors globally. In 2015 alone the value of global fintech investment was $22.3 billion (an increase of 75% compared to 2014). Deal-flow especially in Europe and in Asia was strong and now represents already more than one third of global fintech financing activity (with almost two thirds still taking place in North America).

Successful fintech IPOs dominated 2015 with PayPal, Square, WorldPay and First Data achieving multi-billion-dollar valuations. So why is FINTECH so “hot”? What does FINTECH offer what incumbents can’t do themselves?

Since the financial crisis two goals dominated many corporate strategies across financial services – one objective focused on regulation and the other on cost-cutting/operational efficiency.

Regulatory requirements globally increased enormously since the financial crisis and understandably the first priority was to ensure that incumbents continued to be compliant globally, paid off any fines and put new control structures in place with first, second and third lines of defence based on new conduct risk models.

On the other hand, headcount was cut and assets, business areas and locations which were deemed as

non-strategic, were spun off into non-core business units and/or sold off.

Accenture published a study in early 2015 where bank managers were asked if they felt that they were equipped for the digital age and the honest response was that 80% said that their banks were only “somewhat or minimally equipped for the digital age.”

So during these last years leading financial services companies were focused on regulation, internal cost-cutting initiatives, and most IT investments were spent on incrementally improving legacy technology.

At the same time thousands of smart entrepreneurs globally started their own businesses trying to improve all aspects of finance: • Some fintech founders were frustrated by the lack of financial services they could get themselves, for example in the case of Transferwise (an Estonian developed and UK based peer-to-peer money transfer service launched in 2011) where the co-founders Kristo Käärmann and Taavet Hinrikus just wanted to make a simple international foreign exchange (FX) payment without incurring too many fees. Now Transferwise is one of the leading Fintech “unicorns” (a term given to companies with a private valuation of over $1 billion) which has transferred more than £3 billion and supports more than 300 currency routes across the world.

• Others entrepreneurs created platforms to dis intermediate finance called the “alternative finance market”. In 2010 Rhydian Lewis founded Ratesetter which is now one of the leading peer-to-peer lending platforms in the UK which has surpassed the £1 billion lending threshold. The Alternative Finance sector grew by 84% to £3.2 billion in 2015 and includes many fintech brand names such as Zopa and Funding Circle.

• Other founders wanted to help SMEs raise money while at the same time supporting investors get access to private equity investments. Equity crowdfunding was born - raising money from a diverse group of people in return for equity. When Gonçalo de Vasconcelos realized that often valuations are too high at crowdfunding sites, he co-founded Syndicate Room in 2013 which requires that deals get pre-vetted by professional investors/angel networks who invest alongside and at the same terms as the “crowd”. Other well known crowdfunding sites are CrowdCube and Seedrs.

The above examples are fintech firms which fall into the category of Business to Consumer propositions and are often classified as “disruptors”. Competitive Fintech can pause threats to established players in various ways such as dis-intermediation or loss of the client relationship, the loss of relevance or loss of

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ENTREPRENEUR

I have no doubt that FinTech will be a great sector for both entrepreneurs and investors for a long time revenues as the margins get squeezed due to higher competition.

In addition to these new disruptive fintech start- and scale-ups, technology giants have started to embrace fintech, too: Google, Apple, Facebook, Amazon and Alibaba (GAFAA) have redefined the customer experience. These players increasingly offer banking style services to customers combined with superb user experiences, for example: •

•

•

•

•

•

Amazon Lending offers loans to small businesses selling products on Amazon’s Marketplace.

Amazon’s credit scoring includes its own data trading data and vendor reviews.

Amazon also offers instalment loans to customers buying via a “pay monthly” option on orders of more than £400 at checkout. Customers are then invited to apply for a loan (2-4 years) and an online credit check takes place.

Google Wallet allows to make payments via email.

In the UK, Google Payment Ltd is authorised and regulated by the Financial Conduct Authority (“FCA”) as an electronic money (“E-money”) issuer.

Apple Pay famously launched in the US in 2014 and now allows globally to pay via app, iphone or iwatch and is bringing in one million new users per week although Apple claims that it does not get any meaningful revenue from Apply Pay yet.

Facebook has launched its friend to friend payment service. The service lets users pay friends within their private messaging app in a few taps.

The Chinese Alibaba group made history in 2014 with its blockbuster IPO, the largest public offering in history. Ant Financial Services Group, an affiliate company operates the powerful Alipay platform. Alipay will launch in Europe in 2016 after securing a huge Series B round of $4.5 billion in April 2016. Ant reaches 450 million Chinese users (most via Alipay) and also offers payment, insurance and wealth management services reaching 140 million people in rural China.

These disruptive forces will completely change the way we bank and insure ourselves and our businesses. So what can existing banks, insurance companies, and other financial services providers do when they are attacked from all sides with such force?

The answer is collaboration. Half of all fintech firms are so called “business to business” (B2B) players and they want nothing more than to work with incumbents, licensing their software and often offering “white label services” where banks and insurance firms can continue to use their well known brands even though the new service was developed by a fintech startup. Collaborative fintech solutions include big data analytics, predictive algos, KYC/ AML etc should be a win-win for both established

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and new players leading to reduced development cost and shorter product launch cycles, smaller operating costs and risks and new digital business models which could not have been developed inside a large and less agile organization.

FINTECH Circle Innovate supports tech savvy leadership and strong digital boards among financial incumbents to recognize these changing market drivers, make strategically right decisions and execute these with the best fintech partners that can be sourced to fit their business models and customer segments to guarantee long-term relevance, growing market share and strong valuations.

The goal should be that banks do not end up as museums as the beautiful Clipper Cutty Shark did but reposition themselves by replacing their legacy systems with scalable and safe banking platforms in order to integrate the best-of-breed fintech solutions for all customers while at the same time benefiting from B2B fintech solutions internally and across their mid- and back-office functions.

I have no doubt that FinTech will be a great sector for both entrepreneurs and investors for a long time. Hopefully it will also act as a wake-up call for leading financial players to stop their cost cutting downward spirals by creating powerful future visions combined with a sense of urgency, to make financial services compelling again for both their customers, partners and employees.  * Source: The FINTECH Book: The Financial Technology Handbook for Investors, Entrepreneurs and Visionaries , the 1st globally crowdsourced book on the financial technology sector – Chapter “FinTech is the Future itself”. Amazon Bestseller in “Financial Services Books” Susanne Chishti Susanne is the CEO of FINTECH Circle, Europe's 1st Angel Network focused on fintech opportunities and the FINTECH Tours, Chairman of FINTECH Circle Innovate and Co-Editor of "The FINTECH Book" - the 1st CrowdSourced Book on Fintech globally. Susanne has been recognised in the European Digital Financial Services ‘Power 50’ 2015, an independent ranking of the most influential people in digital financial services in Europe and been selected as one of the 100 leading Women in FINTECH and top 15 FINTECH UK twitter influencers.

Susanne is an Entrepreneur and Investor with strong FINTECH expertise. She works as Mentor, Judge & Coach at FINTECH events and competitions such as SWIFT Innotribe, Cambridge Judge Business School Accelerator, Fintech Startup Bootcamp and Barclays Techstars Accelerators. Susanne has more than 14 years’ experience across Deutsche Bank, Lloyds Banking Group, Morgan Stanley and Accenture in London and Hong Kong and is a Keynote speaker at leading FinTech Conferences globally.

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THE APPETISING FUTURE OF BUSINESS Rahul Parekh, Co-Founder and CEO of EatFirst, explains the importance of start-ups being tech savvy...

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ritons are consumed with technology.

So much so, we spend more time on our various “smart” devices than sleeping. Over three-quarters of British adults own a smartphone and we collectively check them over a billion times a day.

From ordering food to hiring a cleaner or asking someone to complete those little DIY jobs we can’t bring ourselves to do, we can do anything with the touch of a button. An increasing amount of sectors are turning to applications to expand consumer reach. The restaurant sector is one such example which has been most recent to follow this trend. At EatFirst, we’re leading the way in this area by developing food order applications on a variety of digital platforms, to meet consumer demand.

Having a presence on “smart” platforms is therefore critical for businesses to stay one step ahead of their customers’ needs and no business should discount it.

LEADING THE RESTAURANT REVOLUTION Britain is a nation of food lovers, with the restaurant sector growing by 39% in five years.

However in this digital age, it’s becoming more important for restaurants to be increasingly competitive, ensuring they don’t get left behind, by tapping into the technology market and providing better choice to consumers.

It’s been predicted us Brits will spend almost

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£8billion a year ordering food by the end of the decade, rather than cooking meals, as a result of the smartphone phenomenon. As a result, there’s a growing appetite for healthy and nutritious cuisine being delivered to customer’s doors wherever they are – working late at the office, or simply eating at home with their loved ones. Here at EatFirst, we’re achieving over 30% month-on-month sales growth and have delivered over 100,000 freshly prepared meals to date.

Overtime we’ll likely see a rise in the number of restaurants developing their own apps and delivering their own dishes. And why not? Using a delivery service means as a restaurant you have less control over the end product and the cost for the customer is usually higher. By utilising the latest technology, restaurants can stay one step ahead of consumer needs while providing them with the nutritious cuisine they’re craving at a reasonable price.

The restaurant sector is an example of how an industry, not historically identified as tech savvy, is utilising technology to meet customer expectations while expanding its growth. Other sectors should consider following suit by utilising these platforms to their advantage.

Below we’ve explained the key “smart” platforms of the moment and why your business should follow restauranteurs and take advantage:

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SMART TV The growing trend of Smart TV is a little known subject. While our viewing habits are changing, TV continues to reach the majority of people, with over 90% of the nation watching TV every week. With its continued popularity, this medium is the future. Maybe your customers are watching their favourite TV show, film or playing a game, they know they can order from your business in an instant without having to swap devices. As a result, it’s a fresh opportunity to provide further convenience to your customers while maintaining an edge over your competitors.

SMARTPHONE AND TABLET APPS Revenues from Smartphone and Tablet apps are expected to rise to £99billion by 2019, with the strongest growth to be experienced by lifestyle apps, while approximately 235billion apps were downloaded globally last year. Apps are going nowhere, and as they become more advanced, businesses are able to be more creative to attract customers and increase sales. Therefore, having a presence on either a Smartphone or Tablet is becoming even more essential to ensure the future profitability of your small business and to take a slice of the action.

SMART WATCH A relatively new phenomenon, having an app on the Smart Watch is becoming a force to be reckoned with. With over 4,000 apps currently available on this medium, having a Smart Watch app allows you to add an extra dimension and functionality to your business, making your customer’s lives that little bit easier. At EatFirst, we were one of the first online restaurants to introduce a Smart Watch app, as we understand our customer’s busy lifestyles, and therefore are focussed on staying one step ahead in order to meet their needs.

The digital age has meant that customer’s expectations have increased. It’s no longer just about the product or service on offer, but also convenience. Regardless of the sector, brands should be available on multiple devices to increase their customer base, while tapping into a fruitful market.

The future of business is online and, as more platforms become available and technology becomes more advanced, it’s important for these businesses to utilise these to secure their future growth and profitability. www.eatfirst.com, or download the App from either Google Play or the App Store.

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FROM BARRISTER TO ENTREPRENEUR

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ENTREPRENEUR

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omeone once described me as an exbarrister, Oxford philosophy graduate and free spirit and I think that just about sums it up. I wasn’t one of the lucky ones who really knew myself when I was leaving University. I thought becoming a barrister would be cool because I would get to argue all the time and that would satisfy my analytical mind. However, I completely missed the fact that I hate rules and detail and as such making a living out of Civil Procedure Rule 3.2 etc. was probably not going to be for me (big up the lawyers though! Some people actually remember all those rules).

I also went through a huge personal transition at the time (my mum died in an accident) and I didn’t have the energy or the will to be doing something that just didn’t feel like me. So, with a lot of disbelieving (and many still disbelieving) glances, I left the career that made sense to pursue a career that didn’t make sense – and I mean, really didn’t make sense – for many years. I travelled, worked for charities, and eventually landed a PhD at the University of Kent that explored how to be emotionally intelligent in helping women to leave prostitution. Only the lawyers out there will truly understand how maverick I had become.

It was during this PhD that I started exploring issues around my own wellbeing, suffering a bereavement, a break-up, moving towns, travelling, exploring different avenues in my career, all of these things had made an impact and turning 30 I thought it was time to reconnect with myself, get clear and let go of the internal clutter that I had accumulated over the years. So as I was studying change in the context of criminology, I was also living change and learning how to feed my soul. It seemed natural to me to bring all of this together. Having discovered how amazing EFT is for releasing all the crap that so many of us hold onto, and knowing that the thing I do best is to help my friends feel like they can be the best version of themselves, it started becoming clear that this was the path I should go down.

The Big Idea came to me after finally picking up a book that had been laying around on our family shelves for a long time. I discovered Goddess Archetypes – a really powerful and rich way of thinking about the different aspects of our lives as women and a guide to making change and balancing our lives. I like to think of it as plugging into six different power sources instead of focusing on one or two and becoming depleted. I formed my company Goddess Acumen and my work now revolves around helping women (and also men who have their own Gods) to clear their internal clutter, reconnect to their most authentic self and live life on their purpose (as you know this is a path I have been walking myself).

On my Goddess and Yoga retreats in Barbados, we spend a day unleashing each energy and letting go of any wounds or blocks in that area – we do daily yoga and workshops as well as a daily Goddess adventures (volunteering, cooking, swimming in caves, pampering, film and literature, and surfing!). It is a space for finding your stride again.

Have I got it all figured out? No. Am I happier and more connected to myself than I have ever been? Yes. But guess what, being more connected to yourself and taking on the task of really listening to yourself means accessing the parts of you that you may have been numbing out. This is my greatest lesson – if you are going to embrace yourself, you must embrace it all. Being disconnected, distracted and shut off no longer works for you even though it could be easier in the moment. The aim is to be present and experience life – this can be challenging as well as rewarding but mostly it becomes the only way you want to live.

Another important lesson is that it’s ok to go slowly, not know what you are doing, be resistant, make mistakes, waste time and generally be human…

I’m still learning and I’m still finding new blocks. I think it is easy to believe that stepping into a new purpose means you have to be perfect otherwise it won’t work – this is nonsense. Even as someone who helps other people and brings them guidance, I am not doing this from a place of superiority or as a polished diamond, I’m doing it as a comrade in arms.

The only person who expects perfection from you is you (anything else is a projection of how they feel about themselves, trust me).

My top tips: just keep taking small steps, be adventurous in your life and thinking, and concentrate on making one personal connection at a time (personal connections are key). I have had friends stuck in jobs they hate thinking ‘I don’t know what to do with my life’. My answer has been to just make a small change because one small change leads to another. Foster a sense of possibility and let yourself enjoy that - allow it to unfold over time, super super slowly if necessary. However, make sure you have excellent wifi. Damn, nothing will accelerate an existential crisis faster than slow Wi-Fi! 

Helen’s Goddess Acumen has 7 day Goddess retreats in the Caribbean -16th October 2016 and 29th April-7th May 2017. Packages which include flights from the UK, most meals and accommodation start from £2445pp in a shared room and from £2745pp in a private room with early booking offers available. Please visit www. goddessacumen.com

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USING NLP AND EFT IN YOUR CAREER

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ntrepreneurs and business people are some of the busiest out there with multiple responsibilities, competing demands, and so much going on that they allocate little space for themselves. Finding this internal space and calm is imperative for wellbeing not only on a personal level but professionally too. Business is all about channeling creative energy – no matter what your field – and you can only really do good things when you, your best asset, is at optimum.

Stress kills creativity and productivity. We really cannot afford not to look after ourselves but how can we find the time? Thankfully there are techniques that could relieve stress and enable you to feel calmer both emotionally and physically that take mere minutes, namely Emotional Freedom Therapy (EFT), also known as ‘Tapping’ and its complementary companion Neuro Linguistic Programming.

We all hear over and over that our mindset is the key to our success but sometimes this simply adds pressure as we start to run from any negative thoughts, feelings and beliefs, exhausting ourselves in the process. We can also start trying to force ‘positive thinking’ without realising that our subconscious belief system is still based on fear. Control, control, control starts to be our mantra…exhausted just thinking about it, eh?! Emotional Freedom Therapy or ‘tapping’ helps you to clear the negative so that the positive can emerge naturally and can be targeted to the specific things that are bringing you down or overwhelming you, a particular project for example or interacting with a certain colleague. Tapping dissolves energy blocks, limited beliefs, and habits of mind that do not serve us without trying to force it or fake it ‘til you make it… so you can be clear to receive all the good without the struggle. It helps you to reach your natural state of calm and expansiveness so that you can focus on the things that really matter to you.

The idea behind EFT is that our minds and bodies are connected and that the impact of negative thoughts, beliefs and emotions are stored in our bodies. For example, sometimes a particular thought will produce a strong physical reaction whenever it comes to our mind, such as the knot in our stomach that emerges every time we are reminded of that deadline at work, or the way we can tense up just thinking about stepping onto a packed train at 8am.

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Tapping releases this. It works so fast that in one session you are likely to feel a sense of release. The physical experience of doing tapping is testament enough to its effectiveness. However, it also works on a subconscious level to transform your thought patterns to ones that serve you better. And for the busy entrepreneur, EFT fits into daily life far easier than trying to cram in a 40 minute or more yoga or meditation session.

A study undertaken in 2003 by psychologist Steve Wells and his associates in Australia and the United States studied the effects of EFT on phobias of small animals and insects. The results of the study are impressive. Those subjects who had learned EFT, as compared to those in a comparison group who had learned a deep breathing method, showed significantly greater reduction in their fear of small animals and insects, both in terms of their ability to approach the feared animal after the treatment, and their self-reported indexes of fear. What is more, these results held up just as well six to nine months later as they did at the time of the treatment, showing that the results of EFT are lasting - an important consideration.

Neuro Linguistic Programming works very well alongside EFT (I also utilise hypnosis and meditation) as it works on transforming the way that you think.

Through NLP you can develop a way of thinking and feeling about the world that empowers you. The beauty of both techniques is that they work with you as you are right now. You can be really honest about how you think and feel and don’t need to force yourself to think or feel any differently. Instead, the techniques will allow you to feel better and develop, at your own pace, thought patterns that work for you.

Overall, using EFT and NLP is both a loving, positive act that lets you be really honest with yourself about where you are at and are also powerful tools for releasing anything holding you back so that you can move forward positively in your career. For me, that’s what you call ‘win, win’. 

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COLLABORATE AND LISTEN

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rowing a business is hard work, there’s no doubt about it.

Trying to do it on your own, without collaborating or sharing with others, is even harder. I’m sure famous partnerships like Bill Gates and Paul Allen, or Ben and Jerry, would agree.

This doesn’t mean you have to go into business suddenly with someone else (if you are not already). Having a good community and network, in and outside of your business, who you can work with on ideas, share skills and rely on for business advice can make the difference between winning and losing. It’s true that who you know is as important as what you know; in fact, it has never been so important in business.

EFFECTIVE LISTENING Establishing a community you can lean on and taking the time to listen is by no means easy for everyone. Not only are we all horrendously busy, but many people find it hard to approach others and ask for help. There are plenty of business leaders who would agree with me.

Building this community, collaborating and listening to others doesn’t mean you have to make huge changes to your working life though. There are lots of small changes you can make every day, which could make a huge difference: Don’t just send a LinkedIn request, actually go and meet them.

Too many of us hide behind technology and miss out on face to face contact, which is so much more productive and can unlock ways in which people can work together, share skills or at least be pointed in the right direction.

Our ‘always on’ world makes it ludicrously difficult to do it, and we miss out on so much by

not giving people our undivided attention. Not only can it improve relationships but we can get more out of conversations and uncover opportunities to develop ideas and share. It sounds ludicrously simple, but give it a go, it’s harder than you might think.

TAKE THE TIME TO OFFER YOUR INSIGHT AND EXPERTISE TO OTHERS Consider mentoring, both within and outside your business. Make a concerted effort to help your junior employees develop – and be open to learning from them too.

Entrepreneurs have the freedom to choose their working environment, so do it wisely. You dedicate the vast majority of your time to your business so doesn’t it make sense to spend it in the most effective way, in a nurturing environment, surrounded by people that inspire you and can help you grow? An increasing number of businesses are finding that the current world’s view of an “office” isn’t helping them do that, so they are looking for alternatives.

Building a business is hard enough as it is, but working more closely with colleagues and other businesses can make it a whole lot easier, and crucially more successful. Plus it’s more fun.

So unplug the iPhone and get collaborating. 

IT’S TRUE THAT WHO YOU KNOW IS AS IMPORTANT AS WHAT YOU KNOW

By James Layfield

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Harnessing the Power of the Investor Pitch Presentation

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imply uttering the word ‘presentation’ can send some perfectly rational people into a tizzy. The thought of stepping in front of an audience sets the heart racing, the stomach churning and mind completely frazzled. This (all too frequent) cocktail of anxiety is scary enough for most business presenters but add the pressure of the whole experience being a ‘must win investor pitch’ and it can be a recipe for disaster.

So what to do about it? We’re often called in to support investors as they prepare for possibly the most important pitch of their lives.

As such, we’ve seen all manner of different scenarios; from the overly confident presenter that needs reigning in through to the shakinglike-a-leaf introvert that is seconds away from scarpering and never coming back.

We’ve spotted three key stages to powerful investor presentations: RECOGNISING THE IMPORTANCE This might seem a very strange thing to focus on, especially in light of the anxiety that so many people feel when presenting their investor pitch. The reality is that burning up lots of nervous energy doesn’t particularly equate to preparing yourself and material properly.

Every (yes, EVERY) investor presentation should feel like a privilege that you’ve worked damned hard to get. Recognise the time that your audience is giving you (time is the one thing their money can’t buy them back)

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and approach the entire process professionally. Powerful, engaging and impactful presentations take time and investment so don’t waste valuable days/weeks/months running around like a headless chicken.

Take time to build a plan, create a message and find an audience to test it on. Stop panicking and start focusing on the prize at stake – clarity around this will ensure your professionalism rises above everything else.

RECOGNISING THERE IS NO ‘MAGIC TEMPLATE’

Presentations do not come in kit form. Each and every one of them has to be bespoke and aligned specifically with your audience.

There’s a very clever chap called Guy Kawasaki who extols the virtue of his 10/20/30 rule for Investor Presentations. The rules

ENTREPRENEUR

are simple – no more than 10 slides, no more than 20 minutes and a font size of 30 on all slides. Now I like simplicity as much as the next person but this set of rules has overlooked the most important factor in any presentation – the audience.

Forget ‘the rules’ and craft your presentation in such a way that it engages your audience by addressing something important to them - your wonderful product/ service/widget is only wonderful if it resonates and engages your audience.

Ensure you focus your energies on getting this link between message and audience as tight as you possibly can before fretting about font size, number of slides or how long you think you should be talking. These are the details that come after you’ve built a proper understanding of your audience. If in doubt, consider using evaluation techniques like ‘Audience Heatmapping’ to get a sense of what makes your audience tick.

RECOGNISE HOW TO STAND OUT FROM THE CROWD The good news is that there ARE some simple rules to follow here.

The even better news is that if you commit to delivering on these, you’re likely to be head and shoulders above the competition before you even start.

Keep it as short as your audience needs. No one ever complained about a short presentation so don’t feel obliged to fill your time slot with waffle and lots of cleverly designed slides. Your audience doesn’t care (and if they do, they will ask... and then you can unveil your ‘hidden’ slides).

Keep it audience focused. The success of a presentation should never be measured on how the presenter feels at the end. The real gauge of success is how the audience is left feeling and, most importantly, what they are going to DO as a result of your presentation.

Everything else is ego fluffing.

Rehearse, rehearse, rehearse.

Yes, I know it can be boring. And yes, I know it takes a long time (especially when done properly).

And yes, it can feel a little silly presenting the same information time and after time… but, I guarantee, every moment you spend rehearsing will pay you back in terms of confidence, audience engagement and peace of mind later on.

Finally, the design of your slides comes towards the end of the entire process. In much the same way that many presenters scour the internet for a ‘magic template’, the rush to make your slides pretty before ensuring the information on them is valuable is a false economy.

Tread carefully.

So there you have it. Great presentations happen because of damned hard work, a pragmatic approach (even when your pulse rate is at an all-time high!) and an intimate understanding of your audience. All the other stuff can come into play once you have the basics right (and not before!). 

Simon Morton is CEO of Eyeful Presentations Ltd & Author of 'The Presentation Lab'.

Eyeful Presentations help businesses get the best possible results from their presentation opportunities. Simon launched Eyeful Presentations in 2004, with a simple goal of creating better, more effective business presentations that would engage audiences and actually get presenters results and success. Connect with him on LinkedIn or follow him on Twitter.

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The New Guardians of Business

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wentysomething entrepreneurs are changing the way business is built. While the baby-boomer generation are the leaders of today’s big businesses, the young guns are creating new, innovative startups that are changing the face of industry. What’s more, these young entrepreneurs can’t even rest because Generation-Z (those born after 1994) are snapping at these twentysomething’s heals.

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Research has shown that millennials see career success as being more nimble, independent and entrepreneurial than past generations. To understand what has caused this mindset you must look at what has happened in the past few decades. Anyone under 30 has grown up during a severe financial crisis, has been both the pioneers and guinea pigs of technological change, and is more plugged into a global network than their predecessors. While we (and I include myself) looked to CEOs of FTSE companies, like M&S and BT, for career inspiration, younger generations grew up watching Steve Jobs revive Apple, Mark Zuckerberg create a social media sensation and other young innovators break new ground. They see these successful, young and savvy entrepreneurs as relatable and that building million or even billion dollar companies as an achievable goal.

It’s easy to understand why. There has never been a time where so many companies are worth more than $1billion and never a time when these companies have grown into Unicorns in record time. Compare that to past entrepreneurs and their ventures. Oil tycoon John D. Rockefeller took 46 years to make a billion dollars, 1980s computer baron Michael Dell achieved billionaire status in 14 years; Bill Gates took 12. In the 1990s, Jerry Yang and David Filo of Yahoo each earned ten figures in just four years, Pierre Omidyar, founder of eBay, three years to make a billion dollars and, in the late 2000s, Groupon's Andrew Mason did it in two years.

A ENTREPRENEURIAL GENERATION In the five years the New Entrepreneurs Foundation has run, more than 3,000 young people have applied to our programme in order to fulfill their entrepreneurial ambition. It strikes me that these individuals not only have total belief in their ideas and capabilities, they are also better equipped to take them forward thanks to their understanding of how to utilise technology in order to build a venture and create support networks of people who can help them. This in-built entrepreneurial spirit is often lacking in older generations.

Millennials also have a much lesser fear of failing.

In fact, the experience gained in two years trying to get a venture up and running and then failing is worth so much more than five years spent trying to get a foot on the corporate ladder.

THE POWER OF COLLABORATION FUELS OUR YOUNG ENTREPRENEURS Millennial entrepreneurs tend to be highly collaborative, and less protective when it comes to ideas. Older generations will often keep their ideas

close to their chest. But millennials are more likely to pitch their ideas, to gain feedback from peers and lay everything out there for the world to see and respond. It is certainly easier for this generation to do so when there is much more opportunity to do so.

The numerous incubator programmes, networking events, pitch days and entrepreneur competitions that take place each week means there is resource easily at hand for anyone with an early-stage business looking for feedback.

Furthermore millennial entrepreneurship is also often a group effort, and companies headed by cofounders or founding teams are the new norm.

LET’S NOT FORGET ABOUT TECHNOLOGY AS AN ENABLER Those born after 1980 have become the art masters of digital communication. This is the generation that has grown-up as digital technology has evolved.

Thanks to technology and the internet, the tools, rules, and pace of work have forever changed and our young entrepreneurs are able to harness the benefits in a way never seen before.

The widespread use of mobile technology, free open source modern resources has allowed these younger entrepreneurs to start and run businesses from their homes, significantly reducing startup costs. Digital technology has also provided easier access to more information, people and resources than any prior generation. In fact, all future generations have a better chance of succeeding as an entrepreneur because they will have the advantage of “easier access” earlier in life. For example, a budding young mind can watch a TED talk, read several industry blogs and connect with other likeminded people in their community or throughout the world, and in the process they are often inspired to take action.

WE CAN HELP THEM Anyone who has already been on the entrepreneurial journey should find ways to mentor this next generation of entrepreneurs. After all, they are the ones coming up with the ideas that are the building blocks to our future. We should not discount them based on perceived views of inexperience or age. In fact, we could learn a lot from them. Let’s not forget their belief of creating awesome companies, as a team, and to use technology, ultimately to better the world. Most importantly, they want to always learn, especially from their failures.  Neeta Patel, CEO, New Entrepreneurs Foundation

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HOW TO BUY A COMPANY Stuart Miller, CEO and co-founder of ByBox and Chairman of the Small Business Charter

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ENTREPRENEUR

Growth through acquisition is a well-trodden path and one that can dramatically accelerate the execution of an entrepreneur’s strategy. Since launching ByBox in Silicon Valley in January 2000 we have acquired over ten companies. The deals have ranged from acquiring a subsidiary of a FTSE-100 corporate through to ownermanaged organisations through to buying businesses from a liquidator. Many entrepreneurs would love to consider acquisition as part of their strategy but don’t know where to start – and are understandably fearful of losing their shirt (and losing face!). Here are the top five do’s and don’ts from the sharp-end.

APPOINT THE RIGHT LAWYER AND DON’T BE SPOOKED BY THE JARGON If you haven’t bought a company before, you are unlikely to know what is involved. Like anything you do for the first time, you can easily be made to feel out of your depth and stupid. Start by finding a good lawyer. Do this either through recommendation or by meeting a few local firms and asking them to explain the basic process to you. Quickly discount any firm that tries to bamboozle you with jargon.

The mechanics of buying a company are NOT complicated – anybody who tries to convince you otherwise probably has their own best interests at heart, rather than yours. Once you have found your lawyer, agree a fee cap with them; this will avoid any nasty surprises at the end and will discourage them from over-complicating things for their own gain. Once you’re in the deal process, keep your lawyer commercially focussed and avoid going down legal rabbitwarrens for the sake of winning an argument.

There is nothing more damaging (and costly) than opposing lawyers puffing out their chests at each other.

DON’T AGREE THE HEADS OF TERMS WITHOUT CONSULTING YOUR LAWYER This is one of the most common mistakes. You might have agreed the bones of a deal to buy a business (often with a company you have known in your sector for a while). You then exchange a few emails to clarify each other’s understanding.

These emails culminate in a Heads of Terms which, although not legally binding, can limit your negotiating position down the line. So make sure your lawyer has a look before you sign them (you’d be amazed how often this advice is ignored).

BE OPEN WITH YOUR BANK This is critical, even if you are not using any banking facilities to complete the deal. Let’s not forget that as entrepreneurs, we are born optimists. We will have an integration plan

with wonderful synergies that will flow from our spreadsheet into our current account. But there are all sorts of post-deal realities that might result in those synergies being slower to materialise. If you have been open with your bank all the way through then they are FAR more likely to be understanding if you need some help with your cashflow temporarily. If you spring a panicked surprise, expect a very different response (and rightly so).

BE PREPARED TO PAY A PREMIUM FOR THE RIGHT DEAL The best deals are those that work for everybody: you, the acquired business, the staff and the customers. These deals don’t come along every day, so be prepared to pay-up when they do. And never forget that acquiring a business is not a zero-sum game where there must be a winner and a loser. The real objective is WIN-WIN on both sides. If you know you are being unfair or have planted some bombs that the other side hasn’t spotted (yet), then don’t be surprised when they blow-up in your face and the deal falls over. Remember that you are not trying to win an argument, you are trying to grow a great business. And never, ever plan on chipping the price at the end. After all, how would you feel if that happened to you?

ONLY ACQUIRE AT A PACE THAT YOUR OWN ORGANISATION CAN HANDLE Acquiring a company is often a white-knuckle ride. As the CEO, it is very easy to forget that the REAL work starts once the deal is done (it is a starting line, not a finishing line). The thrill of running a bigger business is soon replaced with the hard yards of integrating operations, software systems, customer service and billing.

And there is only so much that your organisation can handle at any one time. So keep a close eye on your senior managers, don’t get deal fever and remember that kids in sweet shops often get a stomach ache!

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BUSINESS HOOK-UPS: THE BENEFITS OF COLLABORATION

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ollaboration is a wonderful concept.

There is no “one size fits all� model and your business can collaborate with almost any brand spanning virtually all sectors if it meets your objectives and is implemented correctly. Collaborations can include the obscure to the purposeful; corporations, small businesses, retailers, singers, actors, musicians, artists, designers, films, restaurants, museums and technology companies have all developed collaborations in order to thrive.

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There have been some particularly influential and successful collaborations, for example Liberty Stores teaming up with Nike, and The National Opera House collaborating with Odeon Cinemas. While this concept is usually identified as the prestige of renowned corporations, collaborations between small businesses can be just as successful to propel a business to new heights. In fact, clever collaborations can make small businesses appear bigger than they actually are, as they can highlight to consumers that your brand has the resources, creativity and clout to

ENTREPRENEUR

PARTNERING WITH ANOTHER BRAND CAN HELP PROMOTE BOTH BUSINESSES TO A NEW DEMOGRAPHIC, EXPAND THE CUSTOMER BASE AND INCREASE SALES

develop relationships with other businesses.

In this social media age, business collaborations have become even more accessible and beneficial, allowing partnerships to be promoted across different platforms, tapping into each other’s’ customer-base and following.

At EatFirst, we recently launched a collaboration with brünch, the first and only German inspired pop-up, bringing together the best Berlin drinks, food and music to London. This involved designing mouth-watering and quirky brunch dishes, to satisfy Londoners’ growing appetites for weekend cuisines.

Since we launched brunch, we’ve noticed an increase in social media activity and have been able to tap into brünch’s influential customer-base.

BENEFITS OF BUSINESS COLLABORATION Collaborating with businesses to showcase new ideas, particularly ones in your sector, may seem counter-intuitive, however, credible and strategic collaborations can be an effective means to take your business to the next level of its growth.

Collaborations can open up new opportunities for your brand and positively influence the wider company, as all businesses will have different strategies, cultures, approaches and goals, offering a variety of viewpoints. This cross communication of opinions can help your business to adapt to the evolving consumer landscape as well as develop solutions to any challenges or barriers you may be facing.

In competitive markets, such as the restaurant sector, collaboration is arguably an efficient means to achieve your business objectives, not only allowing your business to adapt to evolving market trends, but leveraging creativity and resources. This is because business collaboration can spurn new ideas and innovations, which in turn can pique consumers interest in your brand, products or services, including strengthening your offering and appealing to your customer-base.

HOW TO ACHIEVE A FRUITFUL COLLABORATION You need to build trust and ensure each brand are is working towards to same objectives – somewhat similar to a human relationship, you need to know all the facts or have an understanding that it will work.

TO HELP, WE’VE PUT TOGETHER SOME TIPS TO CONSIDER THE BENEFITS AND ENSURE A SUCCESSFUL PARTNERSHIP: • Strategy. When deciding to collaborate with a business, develop a plan that discusses the “why” before the “how”. Setting a clear strategy from the outset outlining your objectives and how this will enable your business to grow, will help you partner with the right business that can help you achieve your goals.

• Chemistry. With any relationship, the chemistry needs to be right. When choosing a business to collaborate with, make sure the brand reflects your business ethos and objectives, for example sharing similar brand values and philosophy.

• Reach and synergy. For most businesses their ultimate aim is to reach out to new customers and grow as a result. In order to achieve this, don’t feel you need to partner with a renowned company, instead examine other areas where you can benefit, including a brand’s social media following and any recent press coverage. Even if the brand is small but has a relatively high number of followers and its customers represent the demographic you’re looking to target, it makes more sense to partner with this company rather than a large corporation that may not have your interests at heart.

• Opinion. Every business will have different views and positions of a particular sector. It’s important you take on board these thoughts as well as share you experience, as it could provide invaluable insights you previously never thought about.

Business collaborations can be successful but you need to ensure there is a win-win for all parties.

If implemented properly, partnering with another brand can help promote both businesses to a new demographic, expand the customer base and increase sales – helping both achieve future growth and prosperity. Collaborating with another company could be the start of a blossoming relationship for your business and set you on the road to excelled growth and building a pipeline of future partnerships.  Rahul Parekh, Co-Founder and CEO of EatFirst

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IS FAILURE OVER-RATED?

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very generation has to suffer its own set of ‘new’ business theories.

Management gurus have been selling alchemy ever since Peter Drucker put pen to paper in the 1950’s. Since then, we have endured everything from Tom Peter’s “Management

By Walking Around” to Hammer and Champy’s “Business Process Reengineering” to Michael Porter’s “Five Competitive Forces”.

But who would have thought that the new wave of entrepreneurial thinking would centre around the importance of failure? CEOs of start-ups are now instructed to “fail forward” or “fail fast” (or both). Entire conferences are given over to the art and craft of failing, good and proper. Yep – there is no denying that failure is, indeed, the new black. But is failure all it’s cracked up to be?

WHY THE HYPE AROUND FAILURE? As is often the case, the answer lies partly in our tendency to mimic the US. A few years ago I was asked to be an Entrepreneur in Residence at Loughborough University. The ego-hungry part of my entrepreneurial DNA leapt at the chance to wear a new badge and I accepted before I really knew what it meant. A few months later, I learnt that the concept of an ‘entrepreneur in

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residence’ originated in Silicon Valley. Venture Capital (VC) firms would back a 20 year old entrepreneur with a billion Dollar idea. If the venture failed, the entrepreneur would be invited to take ‘residence’ in the VC firm, helping to evaluate other billion Dollar ideas. And when the entrepreneur had their next billion Dollar brain wave the VC firm would back them all over again.

Contrast this to Britain. Until recently, failing at a start-up resulted in being banished to the entrepreneurial equivalent of a leper colony, never to be trusted with funds ever again. So in many ways, we are simply catching-up with the culture of Silicon Valley, where start-up failure is a calling card and not a life sentence.

But tolerating failure is quite different from what we are seeing today, where entrepreneurs are positively encouraged to seek it out. Surprisingly, the thinking is not as daft as it might seem.

Let’s be clear: we are not talking about lifestyle-type startups. Hair dressers, coffee shops and landscape gardeners are all to be applauded for their critical role in the UK economy. But the spotlight of start-up failure in this context must be shined on those true market disrupters who are committed to re-wiring a part of world to make it better – and

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STUART MILLER, CEO AND CO-FOUNDER, BYBOX AND CHAIRMAN OF THE SMALL BUSINESS CHARTER Stuart has led ByBox from a Silicon Valley start-up in January 2000 to the business that it is today with a turnover of £73 million. ByBox’ technology-enabled logistics solutions are deployed across the UK, Benelux, the US, Canada, Israel, New Zealand and South Africa.

create swathes of new jobs.

For those heroes and heroines, the spectre of first, second or third iteration failure is almost inevitable. You simply cannot shift markets by tickling them.

And you can’t learn the hardest lessons in a classroom. The only way to effect disruptive change is to attack as hard and fast as your body will allow – and then face the sharp reality of what the market is telling you. It is likely to take several attempts before you really understand the problem that you are solving and only then can you set about solving it.

The trick is to do all of this before the money runs out. So getting through the iterations quickly (“failing fast”) is, in fact, a very sensible approach indeed.

IS SUCCESS SIMPLY THE OPPOSITE OF FAILURE? Of course, the ultimate goal is success, not failure. Success and failure are not binary concepts – they exist along a continuum.

But the usual interpretation of “failure” tends to only be considered in the context of going bust. What if we re-framed failure differently? Instead of positioning it as “going out of business”, what if we defined it as “failing to reach your full potential”? After all, real “success” surely cannot just be about surviving?

In that context, Britain still

has a lot to learn. The tendency for entrepreneurs to sell-out too early goes a long way to explaining our poor record in creating truly global businesses. It might seem an unfair accusation to levy, but failing to drive a business to reach its full potential is indeed a form of failure.

For once, we can take heart from the fact that not all Americans are immune from selling-out early, either. A few months ago, I shared a panel with a 30-something American who had just sold his software company for $400m to a wellknown search engine. I spoke candidly about my many failings on the journey to building ByBox. In particular, the importance of being humble and resilient enough to change your plan when it isn’t working and to never stop trying to solve bigger problems in the quest for constant growth.

The American went next and said that, unlike me, he hadn’t actually had any failures over the 10 years that he built his business.

In the Q&A that followed, I asked if he genuinely had not experienced any major setbacks; he confirmed that he hadn’t and that everything had gone to plan.

I smiled and said “that’s a real shame – imagine how much more successful you would have been if only you’d had a few failures.” 

Stuart is a champion of small businesses and entrepreneurs. In 2013, Lord Young welcomed Stuart to the founding board of the Small Business Charter – a government initiative encouraging business schools and entrepreneurs to get the best out of each other. Stuart was appointed Chairman of the Small Business Charter earlier this year.

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THE SONS OF LONDON STORY E&I caught up with Sepand Oboudiyat, founder of luxury shoe maker, Sons of London, to learn about the company’s journey so far.

What does Sons of London offer?

A focused collection of premium quality men’s shoes. Each pair of Sons of London shoes is handcrafted from the finest Italian leathers by our team of artisan craftspeople in our factory in Le Marche, Italy.

What sets it apart? What’s unique / special?

Under traditional retail, by the time a pair of premium quality shoes has been produced, wholesaled, and marked up by various middle men and third party retailers, they’ve been marked up between 5-8 times what they cost to produce.

This makes them all yours for around £400 - often significantly more.

Sons of London offers a smarter alternative.

First, it’s about focus. Rather than chasing seasonal fashion trends we concentrate our efforts on creating the definitive modern interpretation of each classic men’s shoe style - we call this The Definitive Men’s Shoe Collection.

Second, we sell directly to our customers. No middlemen. No third party store costs.

We pass the combined cost savings onto our customers giving them premium quality shoes at less than half the price via traditional retailers.

Inspiration for the business?

As far as clothing goes, a man’s shoes are his most important item. You can only be as well dressed as your shoes in the sense that it is possible to elevate a cheaper suit with the right pair of shoes, but even a £2000 suit can’t make up for poor quality shoes.

Sons of London was born out of my own frustrations trying to find beautifully designed, premium quality shoes at a more reasonable price point. When I discovered the markups involved I set about trying to create an alternative - an alternative built on timeless designs, quality materials, the finest craftsmanship and fair pricing.

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Challenges faced and overcome in setting up and growing a business in the fashion/footwear industry, finding customers, promotion, securing funding etc?

Our first main challenge was production. Even today, the worlds most renowned shoe makers and luxury brands use traditional artisan methods that have withstood advances in technology to remain the gold standards of luxury shoemaking - so finding the right team was critical. Once we had found the right team, we then had to convince them to work with an unknown startup with no track record!

Our current challenge is promotion. We’re up against large well established brands with significant marketing budgets. So we need to outsmart and out manoeuvre them in our efforts to reach new customers and inform them about our unique new offering - it’s a very exciting time for us.

Lessons you had wished you had learnt?

1. Adjust your cost estimates based on your market positioning. The higher your market positioning the more important things like high quality imagery, branding and website become. This inevitably requires more time to get right, higher skilled resources and is ultimately more costly. Adjust your cost estimates accordingly.

2. You don’t always get what you pay for. For example, you can spend £1,000 on an e-commerce site or you can spend £100,000. Spend the time to make sure you know exactly what you are paying for, and be sure that you need to be paying for it.

For example, the day rate that goes into the cost calculations for a London based web agency might be a multiple of the day rate for an agency based in Devon - is that an extra you need to be paying for?

Plans for the business moving forward?

Since launching in November our focus has been on laying the foundations and establishing key operational processes to ensure sure we are ready to grow. Our focus is now turning towards growth ramping up production to meeting growing demand and raising awareness about our offering. Right now our focus is on the UK market, but in the future we will look to enter international markets - we have a world class product with truly universal appeal. 

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TOP TIPS YOU WOULD GIVE TO OTHERS INTERESTED IN STARTING A FASHION/MENSWEAR BUSINESS? 1. SMARTEN UP. Do some reading on start-up strategy and methodologies. I strongly recommend reading Four Steps to the Epiphany, The Lean Start-Up, The Business Model Canvas - these books will give you a framework for evaluating your idea, progressing it, and and avoiding the most common early pitfalls.

2. WRITE A BUSINESS PLAN. Document your idea, and the assumptions that are critical to your success.

3. CREATE PNL AND CASHFLOW FORECASTS. For at least one year, and ideally three years.

4. SEEK ADVICE. There is an incredible amount of support out there from the government, organisations and communities dedicated to helping start-ups get off the ground. In launching Sons of London I used: The London Business Support Service (LBSS) - access to all the major industry market research reports, access to government grants and general advice workshops on a wide range of topics.

The Fashion Angel Loan Scheme -(fashion-angel.co.uk) - the loan from this scheme funded the development of the Sons of London website and loan recipients are assigned an experienced fashion business mentor for the duration of the loan.

Enterprise Nation - for ÂŁ30 annual membership you get access to start-up related events and community. Their 1 day start-up bootcamp is a great starting point.

5. LEARN FROM OTHERS. Find businesses and brands that are similar to what you are hoping to achieve. Learn everything you can about them. Their story, how they got where they are, who their customers are, their marketing, their financials. Everything.

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CLEVER INVENTION REDUCES WINE ALLERGIES

A

n innovative bottle closure with the potential to significantly reduce wine allergies is being developed in Australia’s most famous wine region.

Barossa Valley brothers Joshua and Simon Schmidt started their South Australian company Vinnovate in 2012 and have developed a bottle closure that releases a solution to reduce the impact of preservatives or add subtle flavours to wine. When activated, by pressing a button on top of the screw cap, the solution is mixed with the wine and binds to free sulfites, removing their preservative properties and reducing their ability to cause a reaction.

The Vinnovate invention has beaten more than 100 Australian and New Zealand industry innovations to take out the Brancott Estate Winexplorer Challenge. Co-founder and chief innovation officer Joshua Schmidt said the award - a $35k cash prize plus the opportunity to work with Pernod Ricard to bring the product to market – was a huge thrill.

“We believe that the Winexplorer Challenge has validated our idea and it now gives us a springboard from which to go forward,” he said.

“We’ve found from a lot of market research that more and more people are experiencing a reaction when they drink wine and it’s actually pushing people away from the industry,” he said. We wanted to create something that was very similar to an existing screw cap but has an element of functionality because across the wider consumer goods space there is a strong trend towards individualization.”

Sulfites, or sulphur dioxide, is a preservative widely used in winemaking because of its antioxidant and antibacterial properties. Common reactions to sulfites include headaches and red, itchy skin.

“Being Barossa boys and children of the industry we set out to find a means so that everyone can enjoy wine,” Joshua said. “We believe it freshens the wine up as well and allows it to be more of a consumer-centric experience rather than traditionally having to wait for 30 to 60 minutes after opening for the wine to “breathe”. We want to do something good for the industry.”

Vinnovate Managing Director Simon Schmidt is a winemaker while Joshua’s background is in marketing, with a particular focus on the pharmaceutical industry.

The Schmidt brothers have developed prototypes and have commenced discussions with a number of wineries around trials. Joshua said he hoped for a commercial release towards the end of the year. “It’s our vision to see this as the next generation screw cap closure for wine,” he said.

“We currently are talking to some wineries about this and it’s our goal that this would be inclusive wine packaging. Tthis has tremendous widespread appeal and application just like how the Clare Valley was an early adopter of the screw cap 40-odd years ago.

The Barossa Valley produces world-renowned brands such as Penfolds Grange, Jacob’s Creek and Wolf Blass. According to the International Organization of Vine and Wine, Australia was the world’s seventh largest wine producing nation in 2015. South Australia is consistently responsible for almost 50 per cent of Australia’s annual production.

Brancott Estate is a pioneer of New Zealand wine, planting the first sauvignon blanc vines in Marlborough in 1975. 

WE WANTED TO CREATE SOMETHING THAT WAS VERY SIMILAR TO AN EXISTING SCREW CAP BUT HAS AN ELEMENT OF FUNCTIONALITY

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ENTREPRENEUR

FINDING YOUR UNIQUE SPACE IN THE MARKET

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e distinctly different. It sounds easy, but for me the biggest challenge for any brand is achieving differentiation. Carving out that unique space in the market that no-one else has and fending of all attacks to supplant them; the only choice for customers due to the brand’s unique characteristics, inspiring a loyalty that will see the company on track for long term success. In today’s competitive marketplace, being distinctly different can be a challenge but is absolutely essential for business success.

Here are our tips.

A DISTINCT IDENTITY: The creation of a unique brand identity is essential. Consider a customer in a superstore, or discussing with family where to have lunch. The profusion of choice literally astounds, it is noisy, crowded and wallflowers won’t get a look in. It’s fine of course to look at your favourite brands and consider why it is that you like them, are they quirky, do they symbolise an aspect of English culture? But the best identity is one that can’t easily be imitated, and one that puts you at its heart, think Levi Roots.

Drawing on your culture not only utilises what you know, but establishes you as an expert and makes you easily identifiable, this is something we tried to do when setting up Your Caribbean. With myself and my husband both being children of the Caribbean, it made perfect sense to align the brand’s identity with our heritage.

BRAND STORY: From the brand identity comes the brand story. Think of it as your introduction to the world, the back page of your book that will make people want to pick it up, read it, and cherish it as a favourite. Your brand story can be your journey as a brand, or

it can be more about what you offer, even a fantastical world that your customers can buy into.

Whatever avenue you choose, just be sure to develop a voice that is consistent. There’s nothing worse than the wrong book cover on a book- how disappointing!

DIFFERENTIATION STRATEGY: In addition to identity and brand story, there are a number of differentiation strategies that you can utilise. Distribution strategy has been popular with brands like Amazon pioneering a different way of shopping, the problem with this though is that it is easily copied by others- almost everyone offers online shopping now. Then there’s price, but that too can be replicated by admirers of your brand, whether you choose a low or high price point. One of the most successful strategies, and least easy for your competitors to copy is differentiation through the experiential elements of your brand; how you make your customers feel, the service that you offer, how customers feel after using your brand.

Jamie Lee Abtar is a serial entrepreneur, founder of Be Distinctly Different www.bedistinctlydifferent. com, a boutique marketing agency for the travel industry and Your Caribbean www.yourcaribbeantravel. com, an online travel company that helps customers to develop, plan and organise authentic experiences around the Caribbean.

STAY RELEVANT. One of the things that I always tell my clients at Be Distinctly Different is to consider how unique their position is longer term and always be ready for change. Every brand needs to be on top of trends in their industry, knowing what the customer wants not just now but what they may want in the future. An identity is only good if it resonates with your customers, and a story is only of use if your customers want to read it (it’ll have to be good to keep them coming back).

Be ready to offer something new and exciting, staying relevant to your target audiences.  Jamie Lee Abtar

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WHAT INVESTORS LOOK FOR IN A START-UP

Start Up Funding Club founder Stephen Page shares some light on what investors typically seek from start-ups who approach them for funding.

T

he Start Up Funding Club (SFC) sees over 500 companies a year and one of the things we often get asked is how do we decide which ones to invest in ourselves or to recommend to our angel network? To make things easy, the team devised an anagram to highlight what’s most important. A young start-up does not necessarily have to have all seven features but at least five is enough to get them on the drawing board.

S FOR SCALABILITY T FOR TEAM A FOR A REAL BUSINESS NEED R FOR RULE BREAKER T FOR THIRD PARTY VALIDATION U FOR USP P FOR PROTOTYPE OR MVP S FOR SURVIVAL So what do we mean by each of the traits we look for?

S IS FOR SCALABILITY We look at the company and ask some serious questions about growth.

Can it extend beyond its initial local geographical area? Is the market large enough to scale the company to multi million pound revenues?

Are there severe limitations to market size? Are there expectations realistic?

Compare a start-up around b2c technology which is infinitely scalable to the opposite - a corner shop which has problems of growth beyond the one store.

T IS FOR TEAM This is arguably the most important measurement criteria.

Unless an individual entrepreneur is obviously

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outstanding (there are a few like that) then we really need a team of minimum 2 people and ideally 3 along with one or two seasoned advisors.

We look for key attributes in the team including: Traits that show perseverance , determination and focus, people who are evangelical and talented and also those who do not need to take a big salary as this will be a major drain on the business. Quite often this rules out older entrepreneurs as they have large commitments. These people should not be in start-ups as their needs can lead to cash-flow problems.

The balance in the team is also important. A great example where the team stood out is a young company called Onfido. The team has excellent balance between a very salesy outgoing leader along with a more cautious and controlled codirector and a CTO who is even more restrained and controlled.

A IS FOR A REAL NEED Quite often we see a company that is not solving a problem but creating something where there has no evidence of demand. The company believes that the need will arise or they will create the need but there is little or no evidence of this. Although they may be right we will avoid this type of company. We look for companies solving an existing problem.

Who needs a new coat hanger?

R IS FOR RULE BREAKER The most successful companies seem to be those that change the way an existing industry or sector is doing things. One of our early investments was EMoov. Emoov is an online estate agent. They are a leader in the way people are now buying houses.

They helped change the status quo of the high street chains who dominated the age old industry.

Uber and Airbnb are classics in this and dominate the 21st century way of doing age old services such as taxicabs and Hotel room booking.

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T IS FOR THIRD PARTY VALIDATION This is extremely important! When a start-up comes to us and tells us they have the best product and that it is going to be widely successful because they say so. Who else says so?

We are interested in external views so this validation can come from a variety of sources: •

Revenues. This is obviously the best validation but 90% of companies we see do not have any. Those that do have revenue have to show it is not a “one off” and that the revenues are sustainable and growing.

•

Industry Validation: Where a third party (not associated to the company) person says this is worth looking at. An example could be a professor with expertise in the industry or an industry veteran who will put their name to the product or service.

•

Press: If there is good press on the product and it is generally positive that’s a good sign.

•

Investors: Other investors are also important particularly if they know the industry well and are putting their “money where there mouth is”

U IS FOR USP Quite often we see the same type of business time and time again. They are all the same. There is no uniqueness about them. They often say that their pricing is their USP for example. But we think it has to be more than that.

It can be challenged by competitors very easily as they just change there pricing.

So we look for a clear and identifiable Unique Selling Point.

P IS FOR PROTOTYPE, MVP AND IP A large number of companies come to us with an idea only. Unless this idea is spectacular and they score heavily on our measurement criteria they will not get far.

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WE LOOK FOR KEY ATTRIBUTES IN THE TEAM INCLUDING TRAITS THAT SHOW PERSEVERANCE , DETERMINATION AND FOCUS At minimum they should show a prototype of their product (In the case of a physical product) OR an MVP which is an early version of their technology/ software or app.

If it is a physical product then we expect to see a mock up of the packaging or an early version of the product that shows how it will work. We will not invest on plans alone.

Similarly when there is a technology company (software , app or website) we expect , at minimum , to see a demo of how this will work.

Just having an idea will not get funding normally.

As well as physical or virtual demonstrable products we also need to check out the IP fundamentals. This means patents and trademarks.

In the case of physical products we need to see either a patent has been filed or ,at minimum, that a patent lawyer has given a view on the patentability of the product.

As far as naming conventions are concerned we like to see trademarks or potential for trademarks to be established.

FINALLY S IS FOR SURVIVAL This is how we measure the level of investment required.

The most important forecast we review is the first 12 months Cashflow forecast. We remove any revenues and we check how long the investment will last. The initial funding must be for at least 6 months but preferably 12.

We do not take a great deal of notice of the future forecasts after this period other than to gauge the company thinking.

If we invest we insist of monthly cash flow forecasts for 6 months rolling forward.

As part of this plan we also need to understand the investment strategy and when the next round will be needed. If the cashflow forecast is unrealistic and the investment plan is not achievable we will not do the deal. As part of this we also review Valuations and that’s another story!!  www.startupfundingclub.com

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HOW FOCUSING ON YOUR SUCCESSES COULD TRANSFORM YOUR BUSINESS

When managing your business, it can be difficult to operate without taking influence from others on the market. It would be logical to see a tried and tested business model and assume that you can be successful by borrowing from it, or even replicating it. While this is helpful in preventing you from making a fundamental mistake, what you must remember is that your business is individual to you, and therefore will thrive and fall short in different areas depending on your personal strengths and weaknesses. What you should be more concerned about is what you are doing right, and why.

Focusing on the successful elements of your business could take you in an entirely new direction.

Business experts also speak about finding a ‘gap in the market’, but sometimes a gap can present itself without you even realising it. Is there an area of your business or a specific type of product that sells a lot more than others? Ask yourself why you aren’t placing more focus on this. Maybe you have found a gap, but you’re just not pushing hard enough to fill it.

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WHERE’S THE MONEY? An important question to always ask yourself when making any business decision is “where’s the money?” This especially applies in retail, where some of your products will sell much better than others. While you may have a clear vision in mind of how you want your business to look and feel, ask yourself whether this is based on facts and figures or whether it is just personal preference. The best business minds will identify their own strengths and constantly adapt their business model in light of what they know they are doing right — even if this means taking off in a completely different direction.

This is what happened with Gary Lyons from The Plastic Box Shop, when he realised that the plastic storage boxes he was selling from a small hardware store in Thirsk were by far the store’s most popular product. It was clear that there was a demand for plastic storage boxes, and Gary spotted the opportunity to move into an area of retail where there was few competitors and money to be made.

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PLAY TO YOUR STRENGTHS For sectors other than retail, finding the strong elements of your business may be more difficult than simply identifying which area makes the most money. Your strength may not lie in the actual product or service you provide, but rather the manner in which you do things. If you are blessed with modesty and unsure of what your individual strengths are, perhaps you could ask a colleague or a partner what they consider them to be. The likelihood is that if they enjoy working with you and your business is succeeding, you obviously excel at something. Or for a more objective view of your strengths you could always try completing a Briggs Myers test, which will tell you your personality type based on behavioural traits.

If you’re particularly charismatic and thrive when meeting with clients, you should consider restructuring your staff roles to allow you to spend more time doing that, and less time undertaking tasks you aren’t very good at. Charisma is a fantastic attribute to have, especially with the importance

that ‘the pitch’ plays in getting your business off the ground and attracting investors, as discussed in this interview with Dragons’ Den’s Piers Linney.

While a lot can be said for self-improvement, when it comes to business you must assign the best person for the role at all times, so don’t be too proud to admit when you don’t think you’re the right person to perform a task. Instead, spend time doing things that you’re good at which also benefits the business.

If you aren’t playing to your strengths or doing the things that make the most money, you’re not running your business correctly. Don’t be afraid to deviate from an earlier business model in order to be pragmatic when managing your business, and always remember where your business started from — it’s okay to celebrate your successes once in a while, just don’t let it go to your head!  Gary Lyons

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A

n entrepreneur is someone who has an idea they strongly believe will improve something in this world (and hopefully to a very large part of the world). This belief and determination to pursue the vision and bring that idea to life is stronger than any other forces in and around them.

Back in 2010, while backpacking through Europe, it struck me that unlike the airline industry, ground transportation does not have a centralised platform for travellers to search and compare trains, coaches (buses) and flights.

I figured that I would wait a few years and if no one had developed the technology to unify air, rail and coach transport, I would do it.

Two years later, armed with just a laptop, I headed to Berlin and launched GoEuro out of my bedroom in a hostel. The challenge?

To encourage state rail companies to buy into my idea. It was tough, and took me a year to get the first rail company to work with me but then, I had signed contracts with Rail in the UK and Deutsche Bahn in Germany.

In the early days, you will be faced with the challenge of selling not only your idea, but you as an individual to both your first team members and investors. You need to convince them that both you and your product will change the world and ultimately make a profit.

These two contracts (along with a few early bus companies) were the backbone I needed to sell GoEuro to potential investors and our first 44

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THE MOST REWARDING PART OF BEING AN ENTREPRENEUR IS SEEING YOUR BUSINESS GROW FROM A SCRIBBLED DOWN IDEA TO A FULLYFLEDGED COMPANY employees. The pitch was simple: to revolutionise the way we search and book travel across Europe.

It may sound easy, but the early days were filled with sleepless nights and each day I faced a new challenge that I had to overcome with often limited information and my own gut instinct.

As the single founder of my company I had no one to discuss my ideas with, debate the next step or celebrate successes – situations that all entrepreneurs are faced with. To build your company, you have to be both fearless and cautious. Do not be afraid of making mistakes but instead when you do, learn from them and ensure they do not happen again.

Once you have your investors on board, you need to build a workforce to bring your idea to life.

You will need to surround yourself with only the best in the industry, so treat the interview process as a two way pitch. The candidate is not only selling themselves to you, but you are selling yourself and your company to them. Aim big and do not settle on second best, the people you bring on in the early days will hopefully be with you to see your idea through from a one man band to a leading corporation employing hundreds of people across the globe.

This was one of the toughest moments at GoEuro. I had the contracts and the investors, but to bring the business to life I had to find the best engineers to build the first product, and marketers to sell it and to get other businesses on board with the idea of GoEuro and

my plan to revolutionise the travel industry.

As your company begins to grow, you have to learn to let go. It is impossible for you to be across absolutely everything, and can be difficult relinquishing responsibility to others, especially something as personal as your own company.

Build as many small teams as possible, set clear direction and targets and help them achieve those targets as they see fit.

Remember, you have employed the best, they champion your ideas and are just as invested in making your company a success as you are.

The most rewarding part of being an entrepreneur is seeing your business grow from a scribbled down idea to a fullyfledged company (I believe I still have the first initial scribbles of the site layout). You will look back and appreciate the struggles you faced and you will have your fair share of challenges and setbacks. However, as your company grows and begins to achieve what you set out to do, you can look ahead and envisage what you and your team can build in the future.

My advice to budding entrepreneurs is, quite simply, keep pushing yourself, don't hear the word no, and keep your eyes on the bigger vision through everyday challenges. There is no glory in being a founder and to build something big comes with a lot of responsibility; but the sense of achievement and self-satisfaction at seeing your dream come to life is absolutely priceless.  Naren Shaam

ENTREPRENEUR

How to effectively manage your team

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oung entrepreneurs may give the impression that it’s all smooth sailing – but with youth comes certain challenges, not least the task of managing and delegating to those older than you. Young leaders often have their authority questioned, as well as their competence or ultimate ability to lead – often by those who feel threatened and assume youth amounts to inexperience. And underneath the seemingly confident exterior, young entrepreneurs regularly have to cope with their own self-doubt. But being both a manager and leader of your team requires trust in and respect for your employees, supported by the confidence to navigate the day-to-day and maintain respect and control.

OLD HABITS DIE HARD “Don't be the boss - at least, don't appear to be” – I once read.

It’s important that business leaders endeavour to treat all staff equally, irrespective of their age, and as the old saying goes, treat those as you would wish to be treated - in the workplace this extends to not asking anyone to do anything you aren’t prepared to you yourself. This is particularly true as the owner of a start-up – there are mundane tasks during the early days but this gives young leaders the chance to get stuck in with everyone – don’t immediately delegate. Old habits die hard, so give older employees time to get used to you as a leader and show them you’re on their side.

BALANCE CONFIDENCE WITH OPENNESS It’s great to collaborate, but don’t give anyone the chance to walk all over you. Unfortunately this can happen as a young leader. Confront any problems up front, ensure your team knows your expectations and hold people accountable for their own work – this will also help their development and make your life easier. While a young entrepreneur may have boundless confidence in their product, they are not necessarily a confident person. They are more likely than anyone else at work to experience insecurities about their own ability, so often have to work harder than you might think to portray confidence while not being authoritarian for the sake of it. The key is displaying confidence in your ability to make decisions while welcoming the team’s experience and skill sets. Respect from your elders can often come down to how confident they perceive you to be – hesitancy can quickly quash any feelings of respect, so when you make a decision, stick to it and take responsibility for it afterwards.

WITH AGE COMES EXPERIENCE Young entrepreneurs with at least one toe on the ground will be aware that they lack the experience of their older team members, regardless of their quick road to success.

This is why it’s so important to surround yourself with a team of experts with experience in their chosen fields. Older employees and the wealth of experience they bring is a hugely valuable resource and knowing how to harness it is an important skill. In time you will learn to establish a balance between giving more experienced employees the freedom to take ownership over certain projects or areas of work with the bigger picture in mind – knowing when to take a step back is as important as knowing when to step in and lead, and leadership is about getting the most out of your team’s respective skill sets, not simply taking everything on yourself.

So as an entrepreneur that has achieved success quickly, you will inevitably be faced with certain challenges when it comes to managing your elders – especially if you hire older, more experienced members of staff. You need to have belief in yourself that your fewer years in business do not equate to you being any less qualified to manage a team or make decisions – confidence is key and you will soon gain the respect of your team if you are democratic yet decisive.

Remember, old habits die hard – give your elders time to get used to your leadership style and help them realise you’re no threat to them. Be open to ideas and input from your team, especially from those whose individual skill sets lend themselves to specific tasks or day to day roles. It’s important to manage your team, but for me you’ll get the best out of everyone, regardless of their age, if you are a leader first and foremost. Creating an environment that elicits commitment rather than just compliance is a difficult skill as a young leader, but it’s one that if you get right, you’ll gain the respect of your elders very quickly. If you can get the above formula right, you’ll notice that your older team members will raise their performance to higher standards and build their personality beyond its normal limitations – all for the good of the business.  Jordan Daykin, 20, is MD of GripIt Fixings and one of the youngest ever entrepreneurs to receive investment from Dragon’s Den.

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CREATING A DISTINCTIVE LUXURY BRAND Personality goes a long way…” to steal a line from Tarantino’s Pulp Fiction. Actually, the biggest threat to any luxury brand (and I say luxury in terms of details or nonmonetary value) is this ridiculous notion that corporate professionalism should come in the form of a very uniform and sterile identity.

Also the ability for a brand to behave with honesty, transparency and sincerity. Most global businesses seem to want to filter out personality, instead opting for rather meaningless interaction. We are really fortunate in our industry that we can get to know our customers or prospects very well. We are not sifting through thousands of names in a CRM system, we are having 1:1 conversations at events which are designed to allow us to be ourselves, yet offer a truly memorable moment to the attendees.

The other, slightly more obvious thing, is to not be overly concerned about disrupting the norm!

TURNING PRINCESS YACHTS, A LUXURY BRITISH COMPANY INTO A GLOBAL SUCCESS STORY By maintaining our business with a “craft in-house” business model. We are vertically very integrated and complex and have over 2050 employees, of which the average age is 41 and the average length of service is 11 years. Rather unique - in the zerohour contract and outsourced production world of today - if you consider that over 85% of a Princess Yacht is created here in the UK by our employees stretched out across 5 sites in the South West. We 46

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even make the water receptacles (black water tanks, for waste water collection onboard) in our factory.

That’s pretty much unheard of. We are also a success story because we have remained true to our principles. We are boaters, who build great boats for boaters. And, we don’t discount heavily in order to achieve stretched sales targets. That forms part of a long-term strategy that means the residual values of a Princess Yacht are pretty much benchmark.

That tends to make our customers happy, and is undoubtedly a driving reason for our sales to loyal customers eclipsing 67% last year. Additionally, we still operate on a very personal level, and currently we are recognized as having the strongest global network within our sector. Over 65 dealers all across the world who not only offer the usual expectations of customers, but pride themselves on being able to repeatedly exceed those expectations, too.

STANDING OUT FROM THE CROWD WITHOUT LOSING YOUR VALUES Be yourself, but be well thought-out. The rest will follow. We have very recently initiated an opening of the doors into our world and our brand by celebrating our 50 year history. Currently we are not re-inventing the brand, just simply taking many of the more personal characteristics that already exist within our organization and presenting it nicely to the world. I’m personally rather left-ofcentre creatively so relish being out of my comfort zone, and there is incredible talent within our organization across all disciplines, and they all seem

ENTREPRENEUR

Kiran Jay Haslam, Marketing Director at Princess Yachts

WE ARE NOT RE-INVENTING THE BRAND, JUST SIMPLY TAKING MANY OF THE MORE PERSONAL CHARACTERISTICS THAT ALREADY EXIST to be pushing in the same direction - so we are developing things in a manner which the industry is not accustomed to seeing, and executing them really well, too.

We are seeing some of the other brands in our sector sitting up and taking note, and even some of them replicating aspects of our new material verbatim. A great example of that is another yacht builder using both the forward line motif from our latest Princess ad campaign (a line that faces 20 degrees to the right which emulates the orientation of the font within our logo) as well as elements of our latest brand campaign. Last year in September we released new brand messaging based on “Experience The Exceptional”. And even some of that wording seems to be popular, all of a sudden, too!

It is sort of flattering, but also very telling in terms of the creativity within the pond we are floating in.

Hopefully, that is not the industry, and that is simply one brand’s behaviour. In terms of losing marine industry values? Not a chance. The greatest thing about this industry is how refreshingly open it is.

Yes, you have some lack of bravery, but at least the conversations are real, and the average behavior of people within the industry is far from pompous or superficial. I spent a great deal of time in other industries across many different countries before joining Princess Yachts, and so I am acutely aware of just how shallow and soul-depleting certain industry behavior can be. But as long as you stand out in the right way, which means with integrity, and deliver your message and activities with intensity down to

even the tiniest of details, you don’t really run the risk of alienating people.

BRANCHING OUT INTO THE ASIAN MARKET Treat the market organically with the expectations of year-on-year growth taken from a more developed market place and understanding. Don’t enter in under full force hoping to conquer the world within a year. As relates to our specific business, our customers are trans-global. They all expect the best, and very much on their terms (how they like - when they like). We are not oriented to make products that sit around as stock items, so with literally each order at Princess being placed by a customer, we tailor the entire experience to that one particular customer. I get asked a lot about how we cater for Asian customers. My answer is pretty simple the same way we cater for any other “one” of our customers. On a very personal level, whenever I hear others answer that question with stereotypical claims of what an “Asian customer” wants, they more often than not mention mahjong tables and not liking the sun. I simply cringe when I hear that.

And I say that seriously. It is not in our nature at Princess Yachts to think in that way. I think that might actually be the biggest reason for Princess Yachts being the success story it is today – although the 16,570 boats we have made since 1965 might also have something to do with it. 

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WAYS TO APPEAR MORE CONFIDENT

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get told all the time ‘you’re lucky, you’re confident, I wish I had more confidence to speak to people I don’t know’. Realistically everyone tends to lose confidence from time to time. It is very hard to stay confident 100% of the time. Ask any speaker or trainer and they’ll tell you that they get nervous and have a small crisis of self-doubt almost every time they’re about to set foot onto a stage. I know I certainly still do.

If you take a step back and think about it; we speak to people we don’t know all of the time, on a daily basis, and usually don’t give it a second thought. The new client who calls is a stranger, as is the shop assistant in the shop you’ve never been to before. Your work colleagues were all strangers at one point and yet you managed to be confident enough to speak to them.

On the other hand, people who appear more confident do tend to get ahead more.

They usually get chosen for the more important projects, they appear to get promoted easier and faster. It stands to reason that possessing confidence is something we should all aspire to.

Here are some tips that I use: SELF-TALK You probably already use self-talk, we all practice a run through in our heads, the conversation we’re about to have with our boss, what we’re going to say at a meeting and so on. However, it’s what you say to yourself after that practice run that can be harming your confidence.

Running through failure options as a strategy to understand how you might avoid them is one thing, telling yourself you’re doomed to fail is quite another! Switch negative thoughts with positive thoughts and start thinking positively.

Start telling yourself you’re going to succeed rather than fail. What we tell ourselves can be self-prophesising. Positive thinking is the first step towards becoming confident.

CHANGE YOUR ATTITUDE Attitude is everything. If you believe you will fail, you will. It’s as simple as that.

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DON’T COMPARE YOURSELF WITH OTHERS No one is perfect and you certainly don’t know what’s going on in someone else’s head. Certainly very few people believe me when I tell them that I am, in fact, naturally quite shy. It’s easier for me to speak to 2000 people than it is for me to approach one stranger and speak to them, but I’ve learned to deal with it and overcome it. So instead of comparing yourself to others, try to think about your own achievements and what you’re good at. Everyone is unique and has their own set of strengths.

VISUALISE Start visualising yourself accomplishing the important things. It is a very powerful tool.

Never visualise failure. Try to see yourself as accomplishing goals from the moment you start working towards them. This gives you the motivation and belief to achieve things and ultimately become more confident.

REINFORCE THE BELIEF IN YOU If you have the belief in yourself that you can achieve anything you put your mind to and that nothing is impossible, you’ll start to see changes.

Tell yourself ‘I am confident’, ‘I am talented’, ‘I am self-assured’. Sounds silly right? But it works.

Reinforcing your own belief in yourself makes you more confident in yourself.

Remember confidence is the key to success. If you’re not confident in your own abilities, can you really expect others to be confident in them?  Paul Russell, Director and Co-Founder, Luxury Academy

ENTREPRENEUR

SEARCHING FOR STAND OUT START-UP STAFF

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iring the right people can be a huge challenge for rapidly growing tech start-ups, so how do you spot people who can provide a competitive advantage? SearchBI’s senior recruitment consultant Sandra Paquotte offers some answers.

Tech start-ups, in particular, often bemoan the shortage of talented candidates but the key is to be absolutely clear about the type of person you are looking to recruit.

It takes patience and discipline to create the right brief. Here’s some tips to ensure you end up with IT people who are not only marvellous but possess the relevant skills.

WHAT ARE YOU OVERLOOKING WHEN HIRING FOR THE FIRST TIME? The biggest challenge for start-ups who are hiring is to find a candidate with the right skills at the right level and avoid opting for the first person that comes along who might fit the bill for the sake of expediency.

Don’t structure the job spec around that person’s knowledge and skills; rather step back and define the skills needed to achieve the desired results. Think about your budget too – a start-up may choose to hire someone with a lesser skill set than they actually need to take the business forward simply because it’s what they feel comfortable with budget-wise.

MAKE SURE YOU’RE A STAND-OUT START-UP Creating a buzz about what you’re

out to do as an organisation is key to attracting the attention of those you would like to hire.

Discover the world you target talent ‘inhabits’ and build a presence there. From Twitter to LinkedIn, from professional associations to creative hubs, reach out directly through an eye-catching presence and a compelling narrative that will draw in both active and passive job seekers. Look in the most unexpected places, think laterally and don’t always play it safe.

ASK YOUR PEOPLE While active job postings on your web and other sites are an absolute must, your networks as well as those of your current employees and contacts can also be fertile recruiting grounds. Encourage others to get involved in the recruiting process and incentivise them with rewards if their referrals result in a hire.

BE OPEN MINDED Good tech people don’t always come in neat packages. Just because someone has a stellar CV doesn’t mean they’re a star performer. You might find that it’s the people who have seemingly failed, or dropped out of university or college, or changed their career paths that could be your next hire.

Some of the most famous business leaders have been school failures and dropouts: Bill Gates (Microsoft), John Warnock (co-founder of Adobe Systems) and Richard Branson (Virgin) and Jim Clark (founder of Netscape) to name but a few.

A CONVINCING ARGUMENT Convincing a candidate shouldn’t be that difficult if you have truly found the right fit. Energise people about the vacancy by listening carefully to what’s important to them during the interview stage and responding to that. Money’s always important but make sure they know what the fringe benefits are: staff discount schemes, flexible working hours, healthcare or even a shorter commute may be very attractive to some people.

Leading-edge technology or science will make the best people want to work for you. Many people, especially tech professionals, want to make a difference, either within the organisation or in the world.

If a candidate has expressed an interest in a social cause that aligns with your business plan, use that your advantage.

(DON’T) BUY CHEAP AND BUY TWICE Don’t be afraid to pay extra if it will get you the right skillset for the job.

It will be worth it in the long run.

There’s an old sales mantra that still rings true: If you buy cheap, you end up buying twice. Because something seems like a bargain or fits a pre-agreed budget, it doesn’t mean it’s the correct option and may not last the distance. Hiring is expensive from both a financial perspective and time commitment.

Get it right and you save on both.

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ENTREPRENEUR

CELEBRITY NIGHTCLUB ENTREPRENEUR & WATCH AMBASSADOR JOE FOURNIER E&I INTERVIEW SERIES

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ntrepreneur Joe Fournier is the founder of the International Bonbonniere group of nightclubs with clubs in London and Beirut, together with Summer venues in Mykonos, Cannes and Miami. Renowned for being popular celebrity haunts, Fournier regularly plays host to the likes of David Guetta, 50 cent, Victoria’s secrets Model Adriana Lima and Nicole Scherzinger.

The clubs are all hugely decadent and luxurious with décor designed around the Faberge design house.

A peripatetic childhood saw Fournier move from his native Monaco to Hounslow, London following his parent’s divorce. Today he lives in Kensington and has his HQ a stone’s throw away in Knightsbridge.

TELL US ABOUT YOUR BACKGROUND I grew up in Isleworth in Hounslow, I went to a posh primary school and then when my Mum and Dad got divorced I went to a state school. I was aware from an early age of the differences that money could afford. I really enjoyed school and because I was a big 11 year old and good at sport I was respected.

That was a huge benefit because it was very much survival of the fittest back then.

I’m going to give back to the school, my alumni with the Joe Fournier Foundation and provide a school bus – we never had one. It’s a personally funded foundation and will give to football, basketball and rugby, I want to provide after school coaching, keep kids off the streets and off drugs – give them options. The school has the same headmaster today and I want to thank him and those that gave me a chance and continue to nurture tomorrow’s entrepreneurs.

FOURNIER IS AN AMBASSADOR FOR HUBLOT WATCHES. HOW DID YOU GET INVOLVED WITH THIS FAMOUS BRAND? I’m friends of the Hublot family, we’re like brothers and that’s nice when you’re in high end business; you work together and help each other, there’s real synergy with Bonbonniere my luxury club brand and Hublot - 80% of my clientele wear Hublot.

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WHERE DID THE HUBLOT COLLABORATION IDEA COME FROM? I believe that the future of nightclubs need to be bigger than, ‘you look cool and order champagne,’ I feel that you should have your lifestyle experience – you can order your champagne but also buy the watch. I find in Miami people really buy into the brand. I went to Nyon the HQ of Hublot and was blown away by the expertise and perfectionism – some watches take 3 months to make just the basic mechanism. It’s like giving a baby away for these guys.

I designed the watch myself – 50 cent has put an order in. We’re creating just 20 pieces and they’ll each be be personalised.

WHY LONDON? London, because that is the home of Bonbonniere – London is home and it’s my city. It’s stylish, creative and eclectic and I love that.

WHAT’S BEEN THE BIGGEST CHALLENGE SO FAR? My biggest challenge is time and learning to delegate; it’s very hard to find that person I can delegate to. I like the idea of delegating but find it hard to find people who are perfectionists like me.

I always fear that the business isn’t evolving when I’m travelling. However, I have created a good team around me and I’m getting better at it!

HOW DO YOU KEEP AHEAD OF THE COMPETITION? I try to be the innovator in whatever I’m doing – I take a lot of inspiration from Richard Branson’s example with his airlines and gyms – he always takes it to the next level. Good entrepreneurialism is about taking what we know and making it better – make it evolve.

Imagine walking into a nightclub and walking out with a £50k watch on your arm – no one’s done that.

I’ve never been scared of knocking down and rebuilding; it’s a good thing to start afresh and challenge yourself. It’s like football, you have to keep rebuilding and improving.

I’ve just qualified as a professional boxer - that’s scary and exciting, just like being an entrepreneur!

SOME WATCHES TAKE 3 MONTHS TO MAKE JUST THE BASIC MECHANISM

ENTREPRENEUR

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AVOID THE MISTAKES START-UPS MAKE We understand the daily pressures, trials and tribulations that starting and running a business brings. Here, we explore some of the pitfalls and vices small business should do their best to avoid. Along this journey, mistakes are sometimes inevitable. But there are a few things you can do to avoid them and ensure the best possible start.

NOT KEEPING FINANCIAL RECORDS UP TO DATE Admin might not be your ‘thing’ but keeping financial records is a legal requirement when you’re running a business. While that ‘insignificant’ receipt for a lunch meeting you went on last week may not seem like a big deal, every little adds up and can cause problems later down the line when you’re trying to calculate your expenses. Sometimes you don’t get a receipt for an expense – take parking metres for example – and people make a mental note to remember.

HM Revenue and Customs (HMRC) overtly states: "You must keep records of all your business transactions". It also states: "If you do not keep adequate records or you do not keep your records for the required period of time, you may have to pay a penalty."

What usually happens is that instead of making a note of the cost and date, people will get to the end of the month and end up ‘guesstimating’ how much they have incurred.

Without the right paperwork and files in order, HMRC can easily – and frequently will – challenge a business.

NOT UNDERSTANDING YOUR AUDIENCE Your audience i.e. the people who will buy your services or products are one of the most important aspect of your business and without them, well, you wouldn’t really have a business.

You need to know who you are targeting and make sure you communicate effectively, across every channel, to reach that desired and much needed audience.

Who is your target market? What do they do? How old are they? What communication channels do they use? How much do they earn?

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audience can benefit from your services or products. If you run a wedding dress business, for example, the benefit seems pretty obvious – customers get to buy or rent a beautiful dress for their wedding. However, delving a little deeper, are your wedding dresses more suited to high income earners, leading luxury lifestyles?

Or are they suitably priced for the everyday customer?

NOT RESEARCHING YOUR MARKET PLACE When entering a new market place you need to be aware of who you are competing against.

Failing to acknowledge your competitors is foolish and will no doubt be a costly error. There will naturally be well established businesses wherever and whichever market place you enter so you need to find inventive and creative ways to grab their customers’ attention.

Your first step should be to position yourself as a credible alternative and lure their loyalty by building trust as a basis for a long-term relationship. It’s important for new businesses to be able to communicate unique selling points to attract people away from the competition and provide a superior service to encourage repeat custom.

DISCOUNTING TOO MUCH We all know that people like a bargain, but slashing prices to get people in the door may not be the best way forward. While customer acquisition is important, retaining them is even more valuable. So it’s better in the long run to focus on building a loyal customer base that responds to exceptional service and product rather than customers who are tempted on an irregular basis by cheap prices.

FAILING TO PLAN A business plan is required to map out your long term success and ensure you outline specific actions that need to take place to improve your business objectives and overarching goals.

Business plans also allow you to keep on track of your finances. According to research by finance software provider, Exact, 70 per cent of companies with a plan turned a profit, compared to 52 per cent of businesses without a plan.

ENTREPRENEUR

BEING AFRAID TO FAIL One of the biggest obstacles of starting a new business is fear. Learning to deal with risk and overcoming your fear of failure will be one of the best lessons you can learn in the world of business. Changing your concept of failure and being more solutions focused will fuel positivity and install a belief that nothing will stop you but your own fear. Failure is unpleasant but it’s not the end of the world and if you do end up making a mistake, it can be an opportunity to learn what went wrong, and in turn, ensure you don’t make the same error next time.

Starting a business is one of the most fulfilling experiences of your life, so don’t let the fear of failure hold you back.

NOT CELEBRATING SUCCESS Last but not least, celebrate your successes.

There are so many benefits of celebrating successes. If you mark your accomplishments with a celebration they will be remembered in the future. It will bring together your team and make them feel appreciated. It’s also a reminder of all the hard work you put in to achieve your goals. Incorporating success into the culture of your business will also keep your staff motivated to continuously thrive.

Gillian MacEwan at FSB www.fsb.org.uk entrepreneurandinvestor.com |

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COMMUNICATION IS KEY HOW TO IMPROVE YOUR SKILLS

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ith all of the technology that exists today are there really any barriers to communication.

Smart phones, tablets, laptops and emails make us all accessible 24 hours a day. We can communicate with whom we want when we want. Doing business must be so much easier for customers. Or is it?

In this digital, fast paced world in which we live, you would think that selling or letting your home would be so easy. Much less stress, clear and instant communication and a transparency that gives you real peace of mind. Is that your experience of selling or letting your home? It is supposed to be one of the most stressful events that you will endure in your lifetime. Why, when so many other services have dramatically changed for the better, have estate agents not embraced the conveniences of the modern era?

One of the most important and fundamental starting points when selling or letting a property is clear and transparent lines of communication.

So you would expect that if your business was all about communication that you would do everything you can to promote and facilitate communication between parties. Sadly this has not been the case, Estate Agents stifle lines of communication, create suspicion and tension between the parties and appear at best to blur the principles of openness and transparency. Why? Because they are paid commission on a sale. They must control the parties; keep them apart because they are frightened that a private deal that will cut them out. Remember they only get paid on exchange of contracts.

Communication is king and the more the better.

With Purplebricks we have placed communication at the heart of the business. Being able to make contact all day every day, whatever the time is vitally

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important. We have property experts available to talk to customers at their convenience 24 hours a day, Over 57% of our contact from customers occurs outside estate agency office hours. Modern business must fit in with the changing needs and lifestyles of their customers. If you are a shift worker and finish at 10pm or work at night and sleep in the day, you should be able to arrange a valuation, book a viewing, make an offer, agree a sale or speak to someone about what is on your mind. You should know exactly what is going on.

I recently attended a meeting of estate agents and I was amazed how backward the thinking can be. One well-known and respected estate agent complained about how much access to communication and information we give to our customers. He said that customers just don’t have the intelligence to receive so much information and constant access to this detail would only result in them being more difficult, needy customers. How wrong can someone be?

We must break down barriers in modern business. We must make things simple and instantly available and we must be there to help customers when they need us most. The best brands are transparent, innovative and spend much of their time optimizing customer experience. Everyone says it is all about the customer but not everyone has achieved brand status in the minds of customers.

Purplebricks is fast becoming a well recognised and respected brand because people, communication and a fanatical approach to delivery is our culture.

We have started the process of breaking down barriers in an industry where the approach to communication is poor and our customers are finding a delightful new experience. Long will it continue. 

By Michael Bruce, CEO of Purplebricks.com

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WHY LIFESTYLE BRANDS NEED TO EMBRACE SUSTAINABILITY

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ositive Luxury awards the Butterfly Mark, a unique interactive trust mark, to luxury lifestyle brands in recognition of their commitment to having a positive impact on people and our planet, providing people with wordless reassurance that a brand can be trusted.

Many luxury lifestyle brands recognize the need to implement responsible business practices, especially as the business case for sustainability has become more clear, delivering greater ROI for companies.

For some time now, brands have attempted to exhibit their commitment to social and environmental good by writing annual reports and presenting the information in a manner that is not easily understood by the average person. Today the business case for sustainability has moved from the boardroom to the streets. Although the word sustainability is unsexy and the concept difficult to understand, the concepts are driving consumer purchasing decisions.

In the past sustainability measures were not central to the brand DNA, however, we are seeing a paradigm shift towards to a more holistic approach.

The visionary leaders of today understand that making their products or services with minimum environmental impact and maximum positive societal impact is the only way to do business, both now and in the future. It is through these leaders that real and sustainable change will be effected.

The primary incentives for brands to incorporate responsible business practice into every aspect of their operations include the fact that retailers are starting to care about these issues and are asking questions about companies’ business practices.

Secondly, it is important to implement such practices in order to attract and retain younger talent. Finally, and most importantly, many CEOs, the investment community and the financial markets are forcing businesses to address the challenges posed by the realities of natural resource scarcity and rapid urbanisation, just to name a few.

As the investment community continues to place value on innovative brands that are committed to sustainability, it becomes obvious that this type of investing can create a much needed societal and environmental change.

One of the insights presented in Positive Luxury’s 2016 Predictions report, states that investors are increasingly looking to ESG (environmental, social and governance) criteria to evaluate their investments, with 71% of individual investors exhibiting an interest in sustainable investing.

Another important asset, if not the most

important, to a business are their employees, and as the next generation enters the workforce they not only want to work for companies that produce great product, but they also want to know that the company has a purpose beyond profits. Many companies are using social media to engage with potential employees, so using technology to communicate brand values and key messages will become an increasingly important way to find the employees who embody the values of the company.

Attracting employees and consumers is one in the same, and so with social media allowing people to interact and build a relationship with their favourite brands, consumers are also more aware and increasingly choosing to purchase or engage with brands that demonstrate their values. However, with the rapid increase in our access to information, consumers become inundated with confusing and conflicting facts, which can then deter them from buying into a brand. This is why we created the Butterfly Mark; to help brands easily communicate their positive impact, at point of purchase/booking, and for people to immediately recognise the brands they can trust. Buying habits are changing and forward thinking businesses must respond to this.

However, it is not only the brands who can make a difference, retailers in particular have a responsibility to encourage their staff and their customers to make positive purchasing decisions.

When you consider that people’s buying choices are often based on ease and convenience, retailers have an opportunity to have a positive influence concerning their customers' buying habits, becoming part of the movement for change through their curation. In 2016, through their initiative, Buying Better, Selfridges began using their position as one of the leading retailers in the UK to inspire its people, partners and customers to respect the environment, buy responsibly and champion sustainable products that contribute to healthy and happy communities.

It was initiated in order to make sustainability part of the buying conversation. Following a training programme led by the Centre of Sustainable Fashion, buyers must ensure brands meet self-regulated standards on ethical trade, promoting best practice and supporting new brands with a sustainable focus.

Responsible business practice is the business model of the 21st century, and companies that are prepared to think the unthinkable and act as a startup by innovating, prototyping and testing with people and the planet at the heart of their ideas will reap the biggest rewards in future-proofing their business.  Diana Verde Nieto – CEO and co-founder, Positive Luxury entrepreneurandinvestor.com |

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FIRST STEPS TO BECOMING YOUR OWN BOSS Jessica Elliott knows exactly what it’s like to take the plunge into the world of running her own business, and making a huge success of it. We caught up with her, to see how, at such a young age, she started to create her empire.

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Aged just 20 and whilst studying at university, Jess identified a gap in the market to launch a performing arts school for children in London at affordable prices for all, including those who traditionally would have been put off performing by expensive stage school prices.

Jess set the school up after feeling frustrated as a youngster at the barriers into the arts that she faced, in what seemed a very elitist industry. With a big dream of making the arts accessible to all, and just £200 of her own money to invest, J’s Dance Factory was born and hasn’t looked back since.

Fast forward eight years and J’s Dance Factory has grown from strength to strength, and now teaches over 1,000

STAY POSITIVE This is definitely the most important thing for anyone who takes the leap of faith into the world of self-employment. Running your own business and being your own boss is one of the most liberating and motivating things you can ever do, but undoubtedly with any business that is getting off the ground, things will go wrong at some stage and sometimes it will be very tough.

You have to persevere, stay positive and truly believe in your product or service. It’s also vital to celebrate all the little successes along the way and to surround yourself with positive people.

I know it’s a cliché but positivity is definitely infectious.

RESEARCH IS KEY Make sure you’ve done as much research as possible into your target market for the business as well as scoping out competitors and exactly what it is that makes your product different to what’s already on offer.

Researching background information on successful businesses and entrepreneurs that I admired was really helpful to my journey too, and definitely something I’d recommend. Even if you end up learning about a totally different industry, there will be lessons you can learn and apply that will help you on your journey.

START SMALL Big dreams and wanting to change the world are what it is all about and I certainly wouldn’t want to put anyone off that. However, initial goals must be achievable or you’ll find yourself up against it and overstretched on day one. By

children every week across London. The school has also been franchised with youngsters across the UK now able to benefit from the services her school offers and a chance to fulfil their dreams.

Not one to stand still, multiple award-winning Jess has also diversified her business interests and successfully launched her own management company that looks after the professional and commercial interests of the children she teaches. This has seen her clients win leading roles across TV, film, West End musicals and high-end fashion brand advertisements, including a recent Stella McCartney campaign that Jess choreographed herself, and featured her pupils.

making sure you don’t bite off more than you can chew, you’ll build your business on solid foundations and allow aggressive growth in the future once you’re established and financially viable.

NETWORK It sounds so obvious, but getting out there and meeting as many people as you can, from as many different industries as possible is so important and all too often an afterthought for many small businesses and start-ups. There are so many events and opportunities to meet people and spread the word about what you do, that there are no excuses, and the benefits of creating a big network of professional people will help you for years to come. Sharing knowledge with other entrepreneurs and learning from more experienced people who have been through the process of growing a business has been a massive help for me.

ENJOY EVERYTHING THAT YOU DO. This one is so important to me and something that I think a lot of entrepreneurs can lose sight of. You’ve chosen to do something that you’re passionate about and love doing, and it’s vital that you keep this in mind and enjoy every day.

Keep smiling and remember why you chose to do what you’re doing and you’ll get there.

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A TRAVEL ENTREPRENEUR’S TALE

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any aspire to start a business in a sector they have a passion for, travel being one of the most popular. A highly competitive marketplace, it’s hard to survive – let alone become a huge success. We caught up with co-founder and CEO, Eric La Bonnardière of Evaneos Travel – a company that’s just secured a major million pound investment, to help further their remarkable growth.

COULD YOU TELL US A LITTLE ABOUT YOURSELF AND THE COMPANY? I graduated from Supélec (Engineering university), then HEC Paris (Business and Trade university) followed by KTH (Royal Institute of Technology, Stockholm), and after two years as a strategy consultant, I decided to find a way to combine my passion for travel with my entrepreneurial skills.

With my new associate, Yvan Wibaux, we spent nine months coming up with a concept. In 2009, Evaneos. com (the French website) was born.

Evaneos Travel is an online platform that allows travellers to create 100% tailor-made discovery and adventure trips, by putting them in direct contact with hand-picked local travel agents (Destination Management Companies) across the globe.

Travellers not only benefit from local expertise and organisation, but can make big savings on their trips by cutting out the intermediary.

As the trusted third party, Evaneos Travel guarantees secure payment in GB pounds, complimentary Repatriation Insurance, and holiday replacement (in the unlikely event of a local agency’s default).

WHEN DID THE COMPANY START? The French website started in June 2009, but we now operate across four other European markets (Spain, Germany, Italy, and the UK). Evaneos-travel.com is the UK website, with an entire team dedicated to this market.

IS THIS THE FIRST COMPANY YOU HAVE STARTED? IF NOT, WHAT OTHERS? AND WHERE THEY IN THE SAME FIELD? Evaneos is the second company Yvan and I started, and it was an extension of the first (which also fell within the travel sector). It was this experience that allowed us to discover the marketplace in depth, and build a network that stood us in good stead for creating Evaneos.

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WHY DID YOU START THIS ONE? WHAT WAS THE INSPIRATION FOR IT? Yvan and I share a passion for exploring the world in an original, authentic way. Our inspiration for Evaneos came about because we couldn’t find a service enabling us to organise affordable cultural discovery trips. The only option was backpacking, which isn’t ideal for every traveller (e.g. families). We explored the tourism value chain to find a solution, realising that there were a lot of intermediaries who standardised trips at a high price.

After meeting with a local travel agent, it all made sense. The agent knew his country perfectly, and wanted to share his passion by selling directly to travellers (he had no option but to sell via B2B with tour operators). He also didn’t have a way to reassure travellers that booking locally was a safe option, so the idea came to create a secure online platform connecting travellers with DMCs. TELL US ABOUT YOUR JOURNEY AS AN ENTREPRENEUR / START UP SO FAR… We started with with three local agents catering to the French market alone and are now the European leaders of this marketplace available in five markets with 650 partner agencies in 150 countries worldwide. Our success has come from creating a win-win situation for both the traveller and the local agent: we’ve kept our product simple, but highquality.

CHALLENGES FACED (AND OVERCOME)?

INCLUDING CHALLENGES PARTICULAR TO THE INDUSTRY/SECTOR YOU ARE IN The online travel segment is competitive. For ten years, it’s been disrupted by new models and concepts, with products and models of distribution constantly evolving. Organising a multi-day discovery and adventure trip is a longwinded process for the traveller (requiring approximately 24 reservations/ bookings), so our concept has successfully managed to simplify something complicated.

HOW DID YOU ACHIEVE FUNDING? In the beginning, we worked hard with almost no funding at all. As our ambition grew, we became convinced that our business model could be deployed worldwide if we acted quickly enough, so we decided to contact Venture Capitalists. They were impressed that we had built a profitable company entirely ourselves, and after two rounds

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of funding, we raised around £4m with some of the biggest Venture Capitalists in France. In April, we completed our third round of funding raising £15m in investment and we plan to use this towards technological innovation and international expansion.

HOW ARE YOU PROMOTING YOUR COMPANY’S SERVICES/PRODUCTS? For us, the best marketing is the product itself and word of mouth, so we focus on improving the full customer experience. We have an ambition to create a global brand for which we invest in offline marketing, and from the beginning we have developed efficient online marketing strategies using all paid traffic channels.

WHAT ARE YOUR PLANS FOR THE REST OF THIS YEAR? We have many exciting projects in place, hence why we’ve from 50 to 90 employees in the past six months and, with our latest investment, plan to increase the size of our team to 200. Having recently launched in the UK, we’re already thinking about our next launches in other markets and will be launching in the Netherlands, Denmark and Sweden by the end of 2016.

OUR 5 TOP TIPS ON SETTING UP A TRAVEL COMPANY 1) Think local expertise 2) Transform complex processes into simple products 3) It’s no longer enough to promote a product – now, it’s all about personalising the customer experience 4) The entire travel process is about dreaming and inspiration 5) Recommendations between customers are key

WHAT ARE YOUR LONG TERM PLANS? Two goals lie behind everything we do: to build the world’s biggest community of local travel agents, and to become the website of reference for all travellers looking to explore the world. 

OUR SUCCESS HAS COME FROM CREATING A WIN-WIN SITUATION FOR BOTH THE TRAVELLER AND THE LOCAL AGENT: WE’VE KEPT OUR PRODUCT SIMPLE, BUT HIGH-QUALITY entrepreneurandinvestor.com |

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Write Your Way to Success

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H

ow we write is a crucial part of our business reputation, and our words show who we are to anyone who reads them. We may feel we’re clever enough to hide aspects of ourselves, yet each of us has a unique writing fingerprint that demonstrates how skilfully we connect with the world.

As with all areas of self-awareness, we often have a misguided view of how the world sees us.

We may feel we’re showing confidence, clarity and enthusiasm, when our readers see us as woolly, rambling and lacking insight.

Any steps to improve have to start with diagnosing who we really are.

Software already shows us the way. Tap anyone’s Twitter handle into analyzewords.com and you’ll find a snapshot of 11 characteristics about their emotional, social and thinking styles — a diagnosis based on only 1,000 words.

US researchers recently claimed to be able to predict which of us will go on to become online trolls, with an accuracy rate of 80 per cent based on only five posts — a move taking us into a sciencefiction linguistics world.

But we can discover who we are without expensive software. All you need is a piece of your writing — 100-150 words will do — and willing readers prepared to give you three honest words to describe your work. You’ll hope for clear, direct and confident. But you might get confused, evasive and insecure. These three words are instinctive feedback on your state of mind while writing and they will change slightly with each piece you write.

Look at the results of your experiment and you’ll have some pointers of where you can change your writing — and yourself.

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Pedestrian. If this word was in your feedback, look for signs of a lacklustre approach based on short term goals only. We need money to live; we need purpose to live well. Keep long-term purpose at the front of your mind and it will automatically

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bring your writing — and your business — to life.

Thin. Before writing 500 words, you need to know enough to write 5,000. You’ll stick to writing 500 words, and the rest will show between the lines, adding gravitas. Your writing will be tight and confident. It will rub off on you too.

Confused. You need a plan, even for a three paragraph email. Choose one or more words of areas to cover in each paragraph. Objectives.

Costs/timetable. Problems/solutions. A plan keeps you on track and shows an organised mind.

Passive. Active writing tells people you are… active. Susan created the business plan, not… the business plan was created (by Susan). Bold people own actions. When your head is on the block, it pushes you to raise your game.

Evasive. Would you write that a project failed of that it did not succeed? It’s easy to spot the version that suggests avoidance.

Vague. A big house is vague. A mansion is better.

A three-storey Georgian mansion with a carriage driveway… shows detail and homework.

Long-winded. Cut words that say nothing; what’s left gains impact, shows clarity and respect for readers’ time.

Boring. Start with your most important point.

Then go on to the next... Working towards a wow finish assumes that readers have time to get there. They probably don’t. Readers stop when you’ve stopped delivering useful information.

Writing is personal, even in business. Your words show the world how you think and act. Trouble is, if you can’t think well, you can’t produce stellar business results. Filter clear thoughts into wellcrafted words and you’ll do more than change who you are: you’ll change the world.  Susan Feehan is a journalist, university lecturer, business writing mentor, screenwriter, and the author of How to Write Well — when you don’t know where to start. Available on Amazon. entrepreneurandinvestor.com |

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Bahrain’s Flourishing Art Scene I

t’s common to associate Middle Eastern art exclusively with Dubai. Art Dubai has acted as an important bridge between the art world and the Middle East, and this bridge is paving the way for other cities and countries in the Middle East to stamp its mark. One of the countries that is gaining recognition by the international art world is Bahrain.

In 2014 Middle Eastern modern and contemporary art market sales grew 21% from the previous year. Along with the recent the Art & Finance Report 2016 from ArtTacic & Deloitte which states that: “despite an Art Market slowdown in China, as well as lower sales in Europe and US, 6 out of 8 global arts markets experienced a positive trend in 2015, with a neutral-to-positive outlook for 2016.”

The Middle East and Bahrain is at the forefront of these figures.

One woman who has made it her mission to share the immense talent of Bahraini artists to the world is Kaneka Subberwal, the Indian art entrepreneur who, with her company Art Select, has organised 60 art exhibitions selling work across the Gulf and in Europe. Her latest initiative, BAAB – Bahrain Art Across Borders, has already taken place in London with a successful launch at the Victoria and Albert Museum, where the works of 17 artists were showcased.

BAAB is a project of Art Select (brand of Art and Spice), the art investing and consultancy firm which launched the ArtBahrain fair last year. The project received Tamkeen’s support, a semi-government organization tasked with making Bahrain’s private sector the key driver of sustainable economic development.

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WHAT IS THE PURPOSE OF THE BAAB INITIATIVE? As the name suggests, BAAB is an umbrella initiative which aims to take the art and artists of Bahrain across Borders.

WHY IS NOW A GREAT TIME TO INVEST IN BAHRAIN ART? Bahrain has always had a plethora of talent and is one of the most culturally enriched countries in the region. The artists of Bahrain, over the years, have carefully used their expertise and knowledge to enhance the quality and diversity of their work. This is just the beginning, so the price of Bahraini art is expected to increase dramatically in the near future.

WHAT IS THE NEXT STEP FOLLOWING THE LONDON LAUNCH AND EXHIBITION? London is the first step. The initiative will move to other destinations with further participation in fairs and biennales across the world.

After holding a national open call to artists in Bahrain, 17 artists were shortlisted – 12 of whom are female. The artists were selected after a panel of judges asked for work in any media or style, inspired

by Bahrain’s cultural identity, its land or seascape, its environment or its people. Artists were chosen through digital submissions by the Art Select team including Janet Rady and the artist, curator and lecturer Dr. Aissa Deebi.

The artists’ works featured in a London gallery exhibition in late May. It was planned as the first in a series of annual international exhibitions showcasing Bahrain’s most talented artists. The strength of submissions saw an initial list of 15 names extended to 17, with artists using a range of mediums from painting to sculpture and even photography. 

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Marwa Al Khalifa Flowers 3 - Acrylics on Canvas

Amina Alabassi - Rebirth II Mixed Media & Gold Leaf

Ebrahim Busaad - No Lies Only Embellishment - Acrylics On Canvas

Hamed Al Bosta Untitled (Black & White) Mixed Media On Paper

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Ghada Khunji - Maria, Myself and I - Photo Montage On Cavas with Wood

Taiba Faraj - Dancing Letters Acrylics and Ink on Canvas

Jamal Abdulrahim Cat - Bronze

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AN ANIMATED INVESTMENT W

hilst investing in masterpieces by Turner and Van Gough may be out of the price range for most of us, it is still possible to start to build an art collection with a few thousand pounds, which may well be valued many times more in years to come. Animation art is affordable and popular, as well as an attractive and quirky addition to grace the home.

Bonhams and Turner Classic Movies (TCM) has just presented Drawn to Film, an auction of animation art from classic Disney films, including Sleeping Beauty, Cinderella, Alice in Wonderland, Peter Pan, Pinocchio, Dumbo and others. Consisting of nearly 400 lots, the core of the sale was the Ted and Dawn Hopkins Collection of animation art, a comprehensive look at the history of animation lovingly amassed over decades.

THE MAKING OF SNOW WHITE AND THE DWARFS The sale traced the development of Snow White and the Seven Dwarfs (1937), which was Walt Disney's first animated feature film. Animators worked to provide each dwarf with distinctive faces, personalities, behavior and clothes after they were named. A group of eight concept drawings of the dwarfs and Snow White (estimated at U.S. $3,5004,500) were created specifically for Walt Disney in 1935. This group shows sketches of discarded dwarfs, Deafy and Baldy, from the list of potential names that also included Jumpy, Wheezy, Tubby and Sniffy. Celluloids of Snow White and the Witch (estimated U.S. $5,500-6,500), and the Evil Queen (U.S. $12,000-15,000) were also on the auction block.

Early on, Walt Disney decided that it was easier to hire young animators and train them than to poach talent from other studios. In the early 1930s, the Walt Disney Studios created an internal training and internship program for new animators to foster the studio distinctive style. As the script for Snow White neared completion, Walt insisted that the entire art department, not just the new hires, attend weekly mandatory classes. A collection of 13 mimeographed manuscripts from these lectures on animation theory and practice were featured in the sale (estimate U.S. $1,000-1,500), a portion of which came from the collection of early Disney animator Harry Reeves.

Another platform used as training for Disney and his animators was the Silly Symphony films, which were shorts that featured little to no narrative (unlike the Mickey Mouse series) and instead provided intriguing animations to accompany classical music. A collection of 71 animation drawings from 34 titles in the Silly Symphony series,

Lot 223 - A large Eyvind Earle concept painting from Sleeping Beauty

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1929-1939, was one of the highlights – valued at an estimated $20,000-25,000.

IMPORTANT DISNEY ANIMATED CLASSICS The auction also featured works that marked important signifiers in the life of Walt Disney and the history of the company. Sleeping Beauty (1959) was the last of the classic fairytales created by Disney himself, and at a production cost of $6 million, it was the most expensive animated feature film ever made up until that time. Two concept paintings by Eyvind Earle, richly colored and stylized renderings of the dragon and the fairies, were created while the studio was finalizing the look and feel of the film and would have been submitted to Disney himself for approval (estimated U.S. $8,000-12,000 and $10,00015,000).

A watercolor concept painting of Mowgli and an elephant tree from The Jungle Book also went under the hammer. The film was the last one that Walt Disney worked on before his death in 1966 and was based on a popular book by Rudyard Kipling. The story inspired another Disney-produced blockbuster hit released earlier this year, directed by Jon Favreau.

OTHER HIGHLIGHTS INCLUDED: •

A Black and White Celluloid of Minnie and Mickey Mouse from Mickey's Steam Roller (1934).

This was the third screen appearance of Mickey's nephews. Estimated U.S. $15,000-20,000

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A Winsor McCay Drawing from Gertie The Dinosaur (1914). This short film was animated

by American cartoonist Winsor McCay, and was the earliest animated film to feature a dinosaur.

Estimated U.S. $4,000-6,000

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A Mel Blanc Annotated Script of "The Flagstones" and an Alan Reed Annotated Script of The Flintstones Season 1, Episode 1. Alan Reed voiced the main character, Fred Flintstone, and animation veteran Mel Blanc voiced Fred's next door neighbor and best friend, Barney Rubble.

Reed's script contains an important edit: he twice changes the line "Yahoo!" to Fred's signature phrase, "Yabba Dabba Do." Estimated U.S. $1,500 - 2,000

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A collection of paintings depicting Mr. Magoo in great works of art including Pablo Picasso's Girl Before a Mirror (estimated U.S. $800-1,200), Van Gogh Self Portrait, American Gothic, Blue Boy and so on. The group comes the estate of the man who owned the studio that produced Mr. Magoo.

Lot 55 - A celluloid of Lady and Tramp from Lady and the Tramp

Lot 53 - A celluloid of Peter Pan from Peter Pan

"Collectors are always interested in the mode of production: how did the filmmakers achieve the final effect? This sale allowed us to take a peek behind the scenes at our favorite animation studios, from the early concept drawings, scripts and storyboards, character designs, and finally to the finished cels," said Specialist of Entertainment Memorabilia Lucy Carr.  Lot 1 - A black and white celluloid of Minnie and Mickey Mouse from Mickey's Steam Roller

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TOP CONTEMPORARY ART GALLERY LAUNCHES

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dynamic new contemporary art gallery, ‘Gold-Smidt Assembly’, has just launched in Europe, founded by Danish-born art expert and creative consultant Sissel Fuglsang-Smidt. With an MA in Contemporary Art Theory from Goldsmiths College University of London, Sissel works as a creative consultant and has acquired a developed taste for exclusive art and an acute eye for detail. Based in Copenhagen, she collaborates with a skillful team of professionals from all over Europe.

Gold-Smidt Assembly specialises in exquisite, distinctive contemporary sculptures and wall-pieces for private art collectors and industry professionals. The gallery stages thematic pop-up exhibitions worldwide to give international clients and the local public

a unique opportunity to see and experience limited edition sculptures and wall-pieces first hand. Each pop-up exhibition represents the launch of a unique collection of works for sale, handpicked and curated

by Sissel. A sales catalogue for each collection is available for art collectors and interior design professionals.

‘We work with skilled international artists and artisans who know how to extract untapped potential in familiar materials such as gold, textiles, ceramics, metal, anthracite, resin and tar.’ - Sissel Fuglsang-Smidt.

The first pop-up exhibition showcasing the gallery’s debut collection, called SØLV’, was held in the new gallery space owned by and next to the famous Union private members’ club in Soho. The exhibition was a huge success, causing a real stir in the art world. 

WE WORK WITH SKILLED INTERNATIONAL ARTISTS AND ARTISANS WHO KNOW HOW TO EXTRACT UNTAPPED POTENTIAL IN FAMILIAR MATERIALS SUCH AS GOLD, TEXTILES, CERAMICS, METAL, ANTHRACITE, RESIN AND TAR. 70

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QUESTIONS TO ASK YOURSELF WHEN INVESTING IN A START-UP

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mazing business start-up ideas are worth nothing. Even when Skype, Betfair or Facebook were at the idea stage they were worth not much, if anything at all.

Many business ideas are really good and some will work, but at the beginning they are just lottery tickets with a multitude of unknowns lying ahead.

What does make a business idea worth investing in is when the likelihood of it being implemented brilliantly looks high. I’ve invested myself in several start-ups – some good and some rotten. Unfortunately I’ve also turned down a few which would have made me a tidy fortune. The idea doesn’t even have to be a unique one; some of these were far from reinventions of the wheel.

Their USP turned out to be the execution skills of the management. You live and learn. The idea is important but for me it’s firstly and mostly about the people.

Here are some of the questions I ask myself when considering an investment in a start-up business: What is the management team like? Is there a combination of enthusiasm, and experience in anything related? Do they gel? Do I like them?

Do they listen? Have any of them tried to run a business before? Do I feel that they will treat the cash I might give them as if it were gold dust? It’s precious and if wasted they and my money are history. I’ve seen new management buy expensive printers or computers they didn’t need, or take on salaried sales people before the product was ready to sell.

How much are they valuing the business at?

Let’s imagine that the team started work on their idea 3 months ago, are yet to make any revenue, are asking for £250,000 and valuing their business at £1 million. That means that their 75% share is free and has an implicit value of £750,000. That works out to a wage for the work done so far on their idea of over £57,000 per week...good work if you can get it!

Is the market size and predicted growth of their market big enough? Is the business scalable at home and abroad, or into other sectors or industries?

Is their business plan focused? If they are planning to work on say, 3 products or business

directions from the outset, there is a good chance that 1 or 2 will not succeed and will be dropped.

Precious cash will have been burned and overall failure is more likely.

Has the management properly analysed their competitor’s strengths and weaknesses or a potential competitor’s ease of entering their market and shutting them out?

How will they sell the product? So many companies have a good idea of how to invent something clever but have no sales skills or experience, and have given no thought to how people will ever find out about its existence. One founder told me “It’s OK – we have a website”. That’s like saying “That’s OK, our App is on the Google Play Store” or “My tree is clearly displayed in the New Forest”.

How much do they plan to pay themselves and what’s the ‘burn rate’? I want to know how long they have to hit their targets before they have to come knocking again on my door asking for a top-up.

I want to see their financial projections for 3 years. Unless they are already making reasonable revenue I know that these projections will be no more than fantasy. So many things will change even within the next 3 months; all the same, are their numbers well thought out and have they left enough ‘sods law’ wriggle room?

How will I get my money back and when? I don’t want to hear that they want to run the business forever and pay me dividends eventually. Equally I won’t believe them if they tell me I’ll make 50 times my money in 3 years. I normally expect to exit with a sensible return in 7-10 years. Have they intelligently analysed how they will eventually sell the business and how much someone will pay for it?

Finally I ask myself, “Is this a business I can see myself adding any value to?” Start-up companies invariably need lots of guidance and mentoring, they can’t do it on their own. Entrepreneurs often suffer depression and loss of enthusiasm when they hit bumps in the road. Am I able to help them along the difficult journey and contribute to both their success and therefore the success of my investment?

One last thing....I want to enjoy the experience!

DO THEY GEL? DO I LIKE THEM? DO THEY LISTEN?

Steve Lindsay. Start-up Funding Club Angel Investor. entrepreneurandinvestor.com |

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Why business angels are more than investors

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nvesting in early stage companies has never been so popular in the UK. According to HMRC, c. £170m were invested in 2015 under the Seed Enterprise Investment Scheme (SEIS), the generous tax relief programme encouraging individual investors to purchase shares in very young start-ups. This is more than twice the amount we saw in 2013. This trend is supported by the development of equity crowfunding platforms and angel networks which have made these investments more accessible This increasing popularity of angel investments is of course partly explained by the huge tax incentives offered by the government (investors in startups can receive half of their investment back as an income tax credit), but also shows an important cultural shift. The UK is basically catching up with the US where it is more common to allocate a share of an investment portfolio to early stage ventures.

Investors in the UK are now becoming more open and educated about the potential returns offered by those high risk investments.

But angel investments are attractive not only because they offer a high financial upside but also because it is one of the only asset classes offering you the chance to get directly involved in the performance of your investment, as opposed to passively investing in the stock market for example.

Business angels are more than investors: they are essential members of the team that will lead the startup to success. The Enterprise Research Council produced last year the largest survey of angel investors in the UK and assessed that angels indeed play a key role in achieving the successful growth and outcome of their investments by aligning the management team and investors with regard to planning, executing the growth plan and realising an exit.

For an angel, getting involved and helping the development of a startup is also a way of mitigating the risk of the investment and the capacity to help the management team should be seen as one of the key decision factors before investing in an early stage company.

But what does that involvement exactly mean in practice and what sort of support can angels bring to their investee companies?

The most active and experienced angel investors – the “lead angels” – will typically take responsibility for arranging the transaction, liaising between the company, the other investors, the lawyers etc. Once the investment is made, they will usually take a board seat and become a Non-Executive Director of the company. These lead angels regularly meet with the management team, bring their experience to the founders, advise on and challenge strategic decisions and of course make sure that the interests of other investors are preserved. They typically have a specific relevant sector expertise and are able to make introductions to potential clients, partners and fellow entrepreneurs.

Obviously not everyone has enough time or experience to take what is almost a part time job in being an NED of the company. However this does not mean that angel investing isn’t for you: there is an infinity of ways to get involved, depending on your profile, your skill set and your availability: corporate finance executives help founders produce and use financial projections, lawyers help identify legal and intellectual property issues before they materialise, marketing professionals help the company make the most of a small marketing budget, management consultants help the CEO formulate the company’s strategic plan etc. And of course angel investors are always the first advocates of a startup and act as brand ambassadors to their personal networks – something particularly important in the case of consumer startups which rely on “virality” to make up for their limited marketing budget.

Being an entrepreneur is often a lonely position which comes with intense stress and pressure from customers, investors and staff. Angel investors who are prepared to volunteer a few hours a month to meet informally with a startup CEO can provide that friendly ear that is often so needed, especially when the company is going through a more difficult period.

Business angels can act as a sounding board for new ideas, enquire about how the entrepreneur is doing personally, help him or her take a step back and refocus on top priorities. In our experience, these honest conversations between individuals who are on the same boat are one of the main ways business angels add value.

It is important to note that it is a two way street and that business angels can also receive benefits from getting involved in a startup, beyond the potential financial reward: angel investments can indeed boost a career and make a CV stand out by giving you an entrepreneurial edge and a unique experience. In general, helping a startup grow often provides the excitement and enjoyment that is sometimes lacking in the corporate life.

In our experience, good entrepreneurs know their weaknesses and surround themselves with people who will help overcome them but also give them honest – sometimes tough – feedback. The success of a startup depends on the quality of the network that the founders build around the company.

Angel investors are essential elements of that circle and the capacity of a startup to keep them close and engaged is a determining success factor.

For angels, bringing support not only means looking after their money and preserving the very high potential financial returns of their investment but also enjoying the opportunity to exercise their skills and knowledge in a different environment and expand their career horizons.  Joseph Zipfel – Investment Manager at Startup Funding Club www.startupfundingclub.com

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A Quick Guide to

With the summer months fast approaching, investors are already looking for new investment ideas that can maximize their returns. easyMarkets’ Head of Risk Management, Nikolas Xenofontos shares his thoughts.

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article on Economic Calendar. “About two-thirds of the world’s silver output is a by-product of base metal extraction. As producers slash output of zinc, copper and led, less of the grey precious metal is being unearthed.”

A weakening US dollar generally adds credibility to precious metals. According to the CME FedWatch Tool, which allows investors to track expectations of when the US Federal Reserve will raise interest rates, US policy will remain highly accommodative for the rest of the year. Low interest rates are often a boon to precious metals because they keep the dollar bulls at bay.

STOCKS – TRADE THEM SPARINGLY Many investors are familiar with the phrase, “Sell in May and then walk away.” That’s because May 1 represents the end of the strongest six months of the year for stocks, according to the Halloween trading strategy. This strategy has rightly noted that stocks perform better in the winter months than in the summer. Investors abiding by this strategy enter into stocks on October 31 and sell six months later on May 1.

This doesn’t mean that no one trades stocks after May. You just need to be much more meticulous in your picks. The FTSE 100 Index – London’s benchmark stock gauge – has had a dismal year, but not every sector has performed badly. Beverages, chemicals, food and drug dealers, industrial engineering, industrial metals and miners are just some of the FTSE sectors that have outperformed the market average in 2016.

STERLING VOLATILITY Pound sterling has had a rough year. At its lowest point, it was trading at more than seven-year lows against the US dollar. Much of the decline has been attributed to fears about Britain’s upcoming vote on European Union membership, which is slated for June 23. Investors may expect a great deal of volatility for the pound before and after the vote (there’s no predicting what would happen should Britain vote to leave the EU). Brexit-induced volatility might create opportunities for the GBP/ USD and EUR/GBP pairs. However, multi-year lows are unlikely to be sustained in the event that Britain votes to stay in the EU. According to a recent YouGov poll, the Remain camp holds a slim lead two months before the vote.

YouGov found that 40% of Brits wanted to remain part of the EU versus 39% who wanted to leave.

Sixteen percent were undecided and 5% did not intend to vote.

According to Bloomberg’s Brexit Tracker, there’s only a 22% chance that the UK leaves the 28-member EU on June 23. However, even Bloomberg realizes polls are never perfect. Polling for the 2015 UK general elections was notoriously bad, according to the British Polling Council. Most polls showed a close race between the Conservative and Labour parties in the run-up to the 2015 elections. The result? The Conservatives trounced the competition, winning their first outright majority since 1992.

PRECIOUS METALS – RIDE THE SAFE HAVEN RALLY Gold prices have surged over 16% in 2016, as the combination of volatile stock markets and slowing global growth have boosted precious metals demand. The precious metals rally hasn’t been limited to just gold. Silver prices have outperformed the yellow metal through the first four months of the year, rising nearly 18% over that period.

The gold-silver ratio, which is used by investors to determine when to buy and sell precious metals, has plunged in recent weeks. As of April 15, the gold-silver ratio was 75.61. This essentially means it requires 75.61 ounces of silver to buy one ounce of gold bullion. The ratio was as high as 83.5 just a few months ago.

According to analysts, silver has a lot more going for it than just haven demand.

“Silver prices have benefited from the recent upswing in gold prices, but are also supported by a collapsing base metal industry, which is slashing mining and exploration projects to counteract weak Chinese demand,” wrote Sam Bourgi in a March 21

STAY ABREAST OF THE MARKET As you’ve no doubt noticed, the outlook on the financial markets can change rather quickly. No one would have predicted last summer’s epic stock market collapse, which wiped trillions of dollars from the global exchanges. With China’s economy slowing even further in the first quarter, the country’s central bank may resort to drastic moves to curb capital flight from the country.

Aggressive monetary policy in other parts of the world is also intended to shore up investor confidence. Don’t be surprised if the Bank of Japan announces plans to ease monetary policy even further in the coming months or for the European Central Bank to defend negative interest rates.

On the whole, 2016 was forecast to be a lowyield environment. Equity markets have performed well since mid-February, but it took a massive selloff in the first six weeks of the year to create the illusion of strong performance. Make no mistake, all signs seem to indicate we are at the tail end of the bull market. 

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Seed Enterprise Investment Scheme (SEIS) For Investment in Tax Years 2015/16 and/or 2016/17

An exciting opportunity to invest in companies with high potential, across various sectors, from Technology to Food and Drink The third SEIS fund from the team, dedicated to British “startups�

Excellent performance to date for the two initial funds Invest at early stages to generate significant potential capital appreciation A collaboration between two organisations with unrivalled expertise in startup investing in the UK A strong track record in raising and managing SEIS funds Valuable SEIS tax benefits for investors - Income tax, CGT and IHT

The Startup Funding Club 2016 SEIS Fund Approved by Innvotec Limited which is Authorised and Regulated by the Financial Conduct Authority

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TOP PROPERTY HOTSPOTS TO INVEST IN OUTSIDE LONDON According to the Halifax House Price Index, the average house price in the UK has risen by 241% over the past two decades, with London recording a stunning growth of close to 500%. In contrast, the FTSE100 over the same time period has returned a cumulative 223%, with considerably more volatility.

With new tax legislation being introduced and the uncertainty surrounding a potential Brexit, investors may be looking to diversify their portfolio to other property hotspots outside London. In this case,

investors need to be focused on rental income and long-term capital growth potential; factors which are closely aligned with the underlying socioeconomic dynamics of a local area. There are four key cities whose economic, social and infrastructural improvements offer the necessary catalysts to secure substantial long-term residential investments for investors.

Tal Orly, Founder and CEO of Cogress

BIRMINGHAM Birmingham’s regeneration has made it stand out from other UK cities.

This has ranged from the £600m upgrade to Birmingham New Street station, to John Lewis opening on of its largest stores outside London in the new Grand Central shopping precinct, the HS2 project, a £150m leisure scheme opening this spring with Resorts World Birmingham.

Work has also started on a mixed-use development, Paradise Circus in January, which is a scheme covering 17 acres between Centenary and Chamberlain Squares.

Add to this that Birmingham has 33,000 businesses – the largest concentration outside London – and a growing population of young people, that makes it the youngest city in Europe, with under-25s comprising 40% of its population.

These fundamental features fuelling the city’s regeneration perfectly position the city as a positive site for investment for the foreseeable future.

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MANCHESTER With a buoyant rental market and strong yearly increases in property prices driven by population levels that could rise by as much as 80,000 people in the coming fifteen years, Manchester offers a wealth of property investment opportunities. Meeting the demands of a surging population will require an estimated £5 billion of investment over the next decade. Escalating property prices has heightened the pressure on the city’s highly sought after rental properties, as demand outstrips supply at all price points.

Education continues to be the number one force influencing Manchester’s rental market. Three top-quality universities attract over 100,000 students to the city each year, with an increasing number deciding to remain in Manchester after completing their studies. The boost of young affluent professionals in Manchester hikes up the demand for high-quality, purpose build accommodation.

Manchester’s appeal for property investors is reinforced by Manchester economy, which is now considered to be the biggest UK economy outside the capital. The city has more than 2,000 overseas businesses providing a hub for a plethora of international investments. As more blue chip and financial companies continue to move into the area, Manchester’s reputation as a key player in national and international business is significantly bolstered. Lastly, with a significant proportion of well-skilled, highly-paid jobs available, Manchester has been able to successfully draw in significant crowds of young professionals that shore up the city’s attraction to property investors.

READING Reading is the capital of Thames Valley Berkshire, the most advanced sub-regional knowledge economy in Great Britain, outside inner London. Its location, connectivity, skilled work force, research University and vibrant town centre have attracted both global companies such as Microsoft and Oracle Corporation to base themselves there, as well as a strong cadre of SMEs, who see a Reading location as integral to growth.

Of great importance to property investors looking at Reading is the impending Crossrail station. Combined with broader regeneration plans and residential development, Reading has greatly enhanced its appeal and prospects to property investors looking to capitalise on the opportunities presented by London’s outer commuter belt. Property investors are set to reap the benefits of professionals saying goodbye to London in favour of more affordable commuter towns.

SOUTHAMPTON Southampton is a city of opportunity underpinned by a city centre undergoing important transformation. Southampton’s Master Plan, launched in 2012, has instilled businesses and investors with confidence that the city’s burgeoning ambition is matched by a clear vision and ability to deliver. Just one look at the skyline shows the beginnings of an impressive chance, with towering construction cranes and a tangible sense that change is happening.

But, it’s not all about buildings and development. Southampton is widely recognised as the business hub along the UK’s southern coast having been cited as the second best city in England for Good Growth and named the Transport City of the Year. Southampton’s international status is being amplified by an increasingly popular airport with 1.8m passengers passing through in 2014 and an offering of 40 European destinations with links for onward worldwide journeys.

As a city full of ideas, where ground-breaking research and a fresh approach to implementing ideas in the workplace are helping Southampton to position itself as a leading city of innovation when it comes to life sciences and cutting edge research. Property investors benefit from the city’s strong rental sector propelled by a large student population and demand from young professionals and families.  entrepreneurandinvestor.com |

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Best Places to Invest in a Holiday Home Many of us aspire to have a seaside holiday home, not only to personally enjoy, but as a sound investment too.

Salcombe in Devon and the Sandbanks in Dorset are amongst the most expensive, in part due to their additional status as the go to locations of the rich and famous.

With property in both locations fetching up to three times the national average.

Even a beach hut along the Sandbanks beach can set you back as much as £100k.

Online estate agent, eMoov.co.uk, took a look at the most affordable seaside locations for property.

BUDE – CORNWALL Cornwall is arguably the second home capital of the UK, as the pace of life and outstanding landscape attracts buyers from all over.

Bude offers a perfect beach location and although the average house price is around the £250k mark, it’s a steal when compared to Padstow, considering it’s just a short trot up the coast. Although relatively unknown at present, it is almost certainly going to experience its own Padstow style effect, so snapping up a holiday home now could be a smart move if you want to see a return on your investment.

Nearby Widemouth Bay also offers property with breath taking views, a dog friendly beach, several cafes, shops and restaurants all on the hill above the bay.

Bude also benefits from its location to the north of Cornwall.

Although you still get the authentic Cornwall feel with a peaceful way of life, you save an hour’s drive over destinations down in West Cornwall.

Average House Price: £254,177 WEYMOUTH – SOUTH If you have your heart set on living along the south coast, there is hope of doing so without breaking the bank completely. Nestled between two of Dorset’s heritage coastlines is the town of Weymouth.

With an average house price of just £230k, it is more expensive than the national average, but a quarter of the average price of property in the Sandbanks and just an hour’s drive away. What’s more, the rural landscape is far more idyllic than the overly busy Sandbanks Bay and Weymouth’s Georgian style seafront and post card beaches, offer spectacular views of Dorset’s Jurassic Coast.

The connected Isle of Portland, which co-hosted the London 2012 Olympic and Paralympic sailing events with Weymouth, also offer an explorers paradise adding an additional dimension to a seaside trip to the area.

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Bude – Cornwall (By Scott14 at the English language Wikipedia, CC BY-SA 3.0, https://commons.wikimedia.org/w/index.php?curid=6718678) | Weymouth – South (By Edward Betts - Own work, CC BY-SA 3.0, https://commons.wikimedia.org/w/index.php?curid=15927375)

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Westcliffe-on-Sea – East (By mattbuck (category) (Own work by mattbuck.) [CC BY-SA 2.0 (http://creativecommons.org/licenses/by-sa/2.0), CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0) or CC BY-SA 4.0 (http://creativecommons.org/licenses/by-sa/4.0)], via Wikimedia Commons) | Colwyn Bay – Wales (By Ken Tholke (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commons) | Bridlington - North East (By Immanuel Giel - Own work, Public Domain, https://commons.wikimedia. org/w/index.php?curid=7598624)

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WESTCLIFFE-ON-SEA – EAST Due to improvements in transport infrastructure, such as the C2C line, Essex has become a popular destination for those looking for a commutable distance to the capital, but also offers the appeal of living by the sea. Southend was once a seaside hotspot, although today its image isn’t quite as glamorous. Nearby Leigh-on-Sea has become popular but with an average house price nearing £300k, this popularity is reflected.

Westcliffe-on-Sea is situated between the two, within close proximity to the bright lights of Southend’s seafront attractions and a short drive to the quainter seaside community of Leigh. With an average house price of £224k Westcliffe is more expensive than the national average, but a darn site cheaper than buying in London.

COLWYN BAY – WALES Colwyn Bay on the north coast of Wales offers everything you could want from a seaside get away. There’s a beautiful beach, gardens within the town and Eirias Park is one of many local areas of outstanding natural beauty. There is also something to keep the kids entertained – from the nearby Welsh Mountain Zoo to the Port Eirias Water Sports Centre, offering a range of activities.

At an average house price of roughly £170k, Colwyn Bay is not only considerably cheaper than a property on the south coast, but also cheaper than the national average. Although prices over the last five years have increased overall, they have dropped by around £7,000 in the last six months. So now could be a good time to snap up a property in the area.

BRIDLINGTON - NORTH EAST It might not be the first place that springs to mind, but the North East coast can offer some extremely good value for money. Granted the weather may not be as inviting as the South, but if this isn’t the deciding factor for you, then it is certainly an area to consider.

Just south of Scarborough is Bridlington. It offers a more relaxed pace of life than Scarborough, even at the height of summer. The town has a real family feel and offers something for young and old. There is a bustling town centre, albeit a small one, picturesque beaches, the obligatory promenade and seaside attractions, a number of historic sites and the real hidden gem – Bridlington Old Town. With an average house price of £130k it is a tad more expensive than other resorts on the North East, like Newbiggin-by-the-Sea, but offers a lot more for the additional cost.

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007’s Aston Martin DB10 Sells for £2.4 Million Benefiting MSF

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he highly coveted and incredibly rare Aston Martin DB10 made for the latest James Bond film, Spectre, went under the auctioneer’s gavel at Christie’s in London recently. The bidding was tense and exciting before a final bid of an amazing £2,434,500.

The buyer now owns a true piece of automotive history; the only Aston Martin DB10 to be made available for public sale. Celebrating the great British brand’s half century with Bond, which started with the iconic DB5, the DB10 gives a glimpse of the future design direction for the next generation of Aston Martins. Production of the DB10 was strictly limited to 10 models of the bespoke sports car which was developed and hand-built by the designers, engineers and artisan craftspeople at Aston Martin’s Gaydon headquarters in the UK for the latest Bond film,

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Spectre.

Eight of the DB10’s were modified for filming, but two of those produced were kept back as show cars for display purposes only and the DB10 auctioned is one of them.

The money raised by the auction of the Aston Martin DB10 will benefit Médecins Sans Frontières.

MSF - or ‘Doctors without Borders’ – is a global humanitarian aid organisation that provides medical care and support to victims of armed conflict, epidemics and other disasters.

Aston Martin CEO Dr Andy Palmer. “The DB10 is one of the rarest cars ever created. Only 10 will ever be made and this is the only one that will be made available for sale. It’s great to see this DB10 raising vital funds for Médecins Sans Frontières, it is a fantastic charity that we are delighted to support”. 

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CHINESE INVESTING IN WEB ADDRESSES

DOMAIN TRADING IS A LUCRATIVE AND FUTUREORIENTED BUSINESS

Chinese investors currently account for more than half of all the registered new gTLDs (54%). This development affects the global trade, says Matthias Meyer-Schönherr, Vice President Business Development of Sedo. com, the world´s largest domain marketplace.

“The domain name market is, in a lot of ways, similar to the real estate market: Figuratively speaking, Chinese investors are securing new realties, while also buying existing top locations.

Each domain name is unique that’s why It´s not surprising that most short, catchy and easy-toremember .com domains are sold for millions of Dollars to the Chinese market.”

China approaches the market from two sides: Beijing gets more influence by registering new

extensions, for example „.club“, „.house“, „.xyz“ – and also by purchasing already registered, high quality .com domains.

Between the years 2013 and 2015 the number of purchased domains from within China increased by more than 400%.

Going forward, finding a great domain name will most likely involve a seller from China.

Domain trading is a lucrative and future-oriented business, just as our latest Sedo numbers show: registering a new gTLD domain has an average price of 60 USD. In comparison, the average sales price of premium new gTLDs at Sedo’s marketplace is 1,500 USD. The prospects of achieving such a high return on investment make domain trading so rewarding and profitable. 

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INVESTING IN A STAIRWAY TO HEAVEN

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growing number of philanthropists are earmarking portions of their “get into heaven” money towards new investment vehicles offering perpetual impact in causes they believe in and that will build lasting legacies for their efforts. Daring to be different, these philanthropists subvert the dominant paradigm of contributing to long-standing charities in favour of new impact models. The evidence shows that these new models and vehicles often provide greater sustained and strategic impact.

Why does it still seem counterintuitive to accept the familiar status quo charity model in favour of new models that achieve greater impact? Oftentimes, we learn faster by first unlearning what we once knew.

Philanthropy is no exception. Combining compassion with business metrics for sustained success isn’t without its challenges, but properly applied, it can be impressive in its ability to fill the gaps of need-especially in areas of healthcare and medical innovation. While traditional donor models certainly have their place, new impact investments that use venture philanthropy to create perpetual returns are rapidly taking hold.

The old models of writing a check can only go so far in convincing patrons that their investment and donations are truly helping and healing to the fullest extent possible. The new collaborative models leverage new efficiencies--made possible by technology--with savvy venture philanthropy strategies that provide investors with metrics for combining their returns on investment with returns on mission in perpetuity.

Savvy philanthropic investors often incorporate business metrics with the understanding that investment can serve as a bridge to the “no margin, no mission” tension that investors and philanthropists alike wrestle with.

A 2013 Times Magazine article titled Philanthropists of the World: You’re Doing it Wrong!

Tackled the issues of impactful philanthropy. The article referenced 4th century BC Chinese Zen Master Chuang-Tzu who argued that most philanthropy is meant to further personal business or interests. The article also quoted a book, Reinventing Philanthropy, by author Eric Friedman. In the book, Friedman argues that truly impactful charitable giving should 82

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involve critical thinking, better vetting, and donor more donor participation. According to the author, only 35% of donors perform any research, an only 9% do more than two hours of research before donating.

When Herb Sandler retired, he and his wife sold their savings and loan, made a large $1 billion donation to their foundation, and took it upon themselves to ensure that the foundation’s money went to good use. Herb earmarked funds towards preserving some of the dying journalism industry’s traditions, such as watchdog reporting. His paper soon published an article exposing how a state system was not adequately handling how abusive nurses were dealt with. The next day, the state’s governor called Herb, and began taking steps to rectify the procedures that lead to the issues. Herb stated: “There is no greater excitement in the world than making a grant to an institution that does something to change the lives of other people for the better. We want to have impact. We don’t want to do feel-good philanthropy. We want to do impactful philanthropy that affects the lives of large numbers of people and improves society in general.”

FROM EVIDENCE-BASED MEDICINE TO EVIDENCEBASED VENTURE PHILANTHROPY Healthcare groups such as The Innovation Institute are further deploying impact models and investor funds with evidence-based success to deliver investor profits in two industries desperately in need of innovation: healthcare and philanthropy. The Innovation Institute’s model is driven by a powerful collaborative of like-minded organizations bringing the deep domain expertise necessary to grow philanthropic dollars and create lasting humanitarian change. The net-net result of this approach is that it allows philanthropists to act as investors to deploy “more shots on goal” to create impact; the importance of which was brilliantly articulated by Wayne Gretzky who said, “You miss 100 percent of the shots you don’t take.”

In addition to leveraging a unique healthcare network and consortium, The Innovation Institute buttresses and insulates innovation by using a portfolio of profitable service companies to support inventors. This, combined with the full creativity,

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humility, discipline, determination, and a resultsfocused attitude toward solutions that the Institute embodies, allows for infinitely greater success and “shots on goal.”

The importance of venture philanthropy is that it raises the bar on what can and should happen; it creates solutions and fuels innovation.

Government isn’t going to be able to solve all of society’s problems, and neither are corporations.

Investors play a vital role in generating impact and replacing traditional charity with the clarity of these new models that amplify the goodwill that charities deserve. Take for example pediatric medicine, an area many conventional investors have shied away from stating, “It's simply a numbers game and the numbers in pediatrics don’t provide ample return.”

This statement is simply not true and the numbers and ability to deploy solutions prove this. Pediatric innovations can now easily and affordably reach children worldwide, and make monumental impacts on many lives while generating healthy returns on investment.

The next time you get the chance, consider your day-to-day purchases, investments, and the deployment of your own “getting into heaven” money, and consider the impacts of the new, proven solutions in venture philanthropy. Consider joining the new era of venture philanthropists delivering true good and better, lasting outcomes worldwide. You’ll be glad you did! 

THERE IS NO GREATER EXCITEMENT IN THE WORLD THAN MAKING A GRANT TO AN INSTITUTION THAT DOES SOMETHING TO CHANGE THE LIVES OF OTHER PEOPLE FOR THE BETTER

Barry Didato and Ben Kempenich Barry Didato is Chief Investment Officer of The Innovation Institute, an organization of 450+ professionals structured to support healthcare innovators and health systems to grow and become a positive force to meet the needs of a rapidly changing global healthcare industry.

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SIMPSONS WINE A BRITISH VINEYARD SUCCESS STORY

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n 2012, Charles and Ruth Simpson purchased 30 hectares of prime viticultural land in an area of Outstanding Natural Beauty in Kent. The land lies in a hilly valley at Barham, beside Canterbury, and their dream was to make the very finest English sparkling wine.

But they are starting with an advantage, as they have been making wine at their Domaine Sainte Rose estate in the Languedoc since 2002; and nearly all their wine is sold in Naked Wines, Majestic and Waitrose. So they know their onions.

Ruth Simpson, explains: “We chose Kent for the site of our UK vineyard as it has the highest sunshine hours in the UK. This, we think is vital, as it gives our grapes time for the all-important process of photosynthesis, even in poorer summers. In particular, we selected Barham due to its proximity to the coast (8 miles), its altitude and its southfacing, free draining, chalky limestone soils. These factors are perfect for adding complexity to the grape varietals we grow – the famous trio from Champagne.”

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Charles Simpson adds: “For some years we had been keeping an eye on developments in England and have always believed there to be an enormous opportunity to create top quality sparkling wine. In 2012, we were ready for our next challenge and felt excited about the idea of bringing our learnings and experience from France back home so that we can make wine in England. Our dream is now becoming a reality for us.”

The Simpsons have learnt a lot during their years making wine in the Languedoc. They cite adaptability and willingness to change plans or strategy as key to their success, coupled with planning for every eventuality. Both Charles and Ruth come from business backgrounds where they were used to being able to mitigate risk. Agricultural based businesses are different, as the weather so often intervenes; but they overcame this by planting several different grape varieties so that, in the event of a difficult harvest, they could still produce a consistent and attractive style of wine.

The Simpsons planted their first 10 hectares of

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Chardonnay, Pinot Meunier and Pinot Noir beside the Roman road at Barham in 2014. The sites occupy glorious positions on the sunny, sheltered slopes of the North Downs of Kent: And the initial plantings have been so successful that their French team from Domaine Sainte Rose will arrive to plant a further 10 hectares of the same varieties in 2016, and the final 10 hectares in Spring 2017.

Charles continues: “The finest wines convey a rich sense of provenance, firmly rooted in the characteristics and exquisite nuances of their terroir.

This was front of mind when selecting the land in Kent on which to plant vines for our Simpsons sparkling wine. On our French wine estate, in the Languedoc region, we have always pursued the cleaner, truer flavours of each grape variety, and we are now bringing this savoir faire to southern England.

“We are both great proponents of the two red Champagne grape varieties. Whereas some English wineries are focused on Chardonnay to produce beautiful Blanc de Blancs, we will be looking to use our red grapes, the Pinot Noir and Pinot Meunier, to create elegant, rich, complex Blanc de Noirs. That is where our passion lies.”

In addition to the vineyards, the team are about to embark on the restoration of two barns they have purchased in the village, equidistant between the two vineyards, turning them into a state-of-the-art winery and modern tasting room. DEFRA funding is imminent and once it is confirmed, the conversion will be full steam ahead, with the winery due for completion around Autumn this year, when the Simpsons will hand harvest their first grapes. Their first bottles of Simpson’s Sparkling wines are due to be released in 2018 and expected to sell for around £35.

Talking about plans for the future, Ruth says, “Our goal for the Simpsons Wine Estate wines is to sell not only to the home market, but for export as well. We have the advantage of having established clients and a fixed route to market in many export markets; and we intend to be ambassadors for this new and exciting wine sector in the countries where it has not yet been discovered.

“Once our Simpson’s brand is established and we are selling all of our potential production, we might consider purchasing more land if appropriate sites became available.”

To sum up, the Simpsons have the following advice for others keen to follow their lead: “When we first had the idea of entering the wine industry, the advice we received was to go & lie down in a dark room until the thought passed! But we didn’t; and we are really enjoying being part of this great movement.

“Our advice? This is an expensive industry with intensive initial investment and start-up costs, before seeing any return on that investment. So do your cost research well. Make sure you have a long term investment plan and focus. And find a way to set yourself apart from the crowd. It’s hard work, but it is immensely rewarding when you are able to sample the fruits of your labour! And, come 2018, I shall be able to say: Now where’s my bottle of Simpson’s?” 

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SUPERCARS CAN MAKE A SUPER INVESTMENT

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cap reveals the best buys among the prestige machines

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he latest figures from cap reveal that the supercar market could offer a sound return on investment if buyers choose the right make and model.

Overall, supercar and some sports car used values have remained level in a depreciating marketplace, but some vehicles are enjoying strong appreciation.

Philip Nothard, cap consumer and retail editor, explains, “A savvy buyer would have earnt £18,500 buying a Mercedes Benz SLS in 2014 and selling it a year later with 10,000 miles on the clock.

“For buyers looking for a comparable investment today, they should consider the 65 plate Ferrari 488 GTB Coupe, which cost £182,809 from new but in just six months amassing 5,000 miles it would retail at £215,500 – this is an increase of 17.8% or the Mercedes-Benz AMG GT Coupe, which has increased by almost £5,000 in six months from £100,055 to £104,750.

“The supercar market is very niche, with a limited number of models available to choose.

However, with some proper research, buyers can benefit from the buoyant market. It’s all about finding the right car, and those that are most sought after, bring the greatest returns. Another excellent example is a six month old Porsche Cayman Coupe 3.8 GT4 with a mileage of 5,000, which has appreciated by 38.4% from £64,451 to £89,250 proving that investing in these cars can be a lucrative option.”

Philip Nothard concludes, “The key elements of a good supercar buy are model, mileage and plates.

For this reason, beware of clocked vehicles, as a lower mileage will get a better price, so dodgy sellers may be tempted to drop the mileage and duping buyers into paying over the odds.” 

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Barons to Hold Sale at Rolls-Royce Enthusiasts’ Club at Burghley House

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arons is adding three specialist auctions to its 2016 calendar, including a RollsRoyce, Bentley and prestige classic car and memorabilia sale at the Rolls-Royce Enthusiasts’ Club rally at the magnificent Burghley House, Stamford, Lincolnshire.

Entries are now invited for the sale, which takes place on June 25th at the RREC’s biggest gathering of the year. The three-day international Annual Rally and Concours d’Elegance attracts thousands of cherished Rolls-Royces and Bentleys, and their enthusiastic owners, from all over the world.

“We were delighted to be invited by the RollsRoyce Enthusiasts’ Club to hold a classic car auction at their very special event,” said Barons’ director Peter Gascoigne.

“Barons has a strong history with Rolls-Royce and Bentley at auction; for example, in 2015 we achieved £739,000, nearly double top estimate, for a 1954 Bentley R-Type Continental Fastback ‘barn find’ restoration project. Whilst the Burghley House sale will naturally primarily be for Rolls-Royce and Bentley motor cars, we are also inviting entries from owners of other prestige marques and classic models who would like to offer their cars in this stunning setting.”

Barons has also been invited to hold specialist sales at two historic motoring events at its traditional venue, Sandown Park. Barons’ dedicated Ford auction at the International Ford Show will take place on April 30th, while its all-American sale at the Buster Lang Classic Car Show is on August 13th.

Barons has a long-standing tradition of featuring American cars in its sales, so holding a dedicated auction for vehicles made ‘across the pond’ is a natural move for us.”

Barons’ ten-sale calendar for 2016 also includes the auction house’s first-ever Connoisseurs’ Classic Car Collection at Tattersalls, the world’s oldest bloodstock auctioneers ( July 12th) – the entry list for which is already looking every exciting – and the annual Jaguar Heritage sale, which takes place at another new venue, Kempton Park racecourse, on September 17th.  www.barons-auctions.com

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BARONS’ 2016 SALE CALENDAR:

25th June Rolls-Royce Enthusiasts’ Club (Burghley House) 12th July Baron’ Connoisseurs’ Classic Car Collection (Tattersalls at Newmarket) 13th August Buster Lang Classic American (Sandown Park) 17th September Jaguar Heritage and Classic Cars (Kempton Park) 25th October Classic, Collectors and Sports Cars (Sandown Park) 13th December Christmas Classic Collectors and Sports Cars (Sandown Park)

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Barons’ Connoisseurs’ Classic Car Collection Auction

Not surprisingly, the entries for Barons’ inaugural sale on July 15th at Tattersalls, the world’s oldest bloodstock auctioneers boast a fine pedigree themselves. Models to be auctioned include: The pristine 1955 Bentley S1 was ordered new

by Jack Barclay for the 1955 Earls Court Motor Show.

Originally a saloon, it was subsequently converted, at vast expense and using all-aluminium panel work to a stunning two-door convertible. Estimate: £235,000£265,000.

The 1970 Aston Martin DB6 Mk II is highly original and has travelled just 29,000 miles. In wonderful condition, it carries an estimate of £380,000-£450,000.

The 1954 Bentley Continental R-Type Fastback on offer at Tattersalls is also very original. Used on a regular basis, it has been in the same family ownership for over 40 years. £750,000-£1,000,000.

Other early entries for Barons at Tattersalls at Newmarket include four iconic Ferraris with strong appeal for Ferrari collectors and investment buyers alike – a 1971 Dino 246 GT (£250,000-£320,000), 1971 365 GTB Daytona (£410,000-£510,000), 1965 330 GT 2+2 (£220,000-£270,000) and a 1989 F40 (£720,000£820,000).  www.barons-auctions.com

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DO YOU KNOW THE WORTH OF YOUR FAMILY’S JEWELLERY?

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date market valuation.”

Jean Ghika adds: “Recently, a gentleman sought Bonhams’ advice with his family legacy of 88 pieces of period jewellery dating from the late 19th century to the 1930s. The extraordinary collection had been relegated to a safety deposit box without the family realizing the pieces had increased significantly in value.

We reviewed the collection, which included simple brooches to wonderful examples of Art Deco design, and advised on its current market value.

The gentleman, surprised by the increase in value, instructed Bonhams to handle the sale of all the jewels which went on to sell for double and triple their estimated prices. The gentleman was absolutely delighted when we told him the final sale total had exceeded £1 million.

“It’s a privilege to handle the international auction of a collection like this and to see the pieces being appreciated by their new owners.”

2016 is proving a strong year for selling jewellery according to Bonhams. Current market conditions for signed jewellery from houses such as Cartier and Van Cleef & Arpels are achieving top prices and the auction house is reporting excellent prices for coloured gemstones and fine coloured diamonds.

æ

onhams has just launched it’s ‘What’s in the box?’ campaign, to encourage people to look at the jewellery they may have around their homes, and get it valued professionally.

According to the auction house, many valuable jewels and gemstones are simply set aside in jewellery boxes and are rarely worn due to changing tastes and lifestyles. In addition, individuals or families who inherit a safety deposit box full of jewellery are unsure what to do with it and it often remains untouched for years.

Bonhams is inviting people to access its network of experienced jewellery specialists in the UK and Europe during June so that they can provide up-to-date market valuations. This is done on a confidential and without obligation basis.

According to Jean Ghika, Head of Jewellery UK and Europe at Bonhams, now is a good time to get jewellery valued. She says: “Many people are paying high premiums to insure pieces that are rarely, if ever, worn. They are either sitting in a jewellery box at home or in a bank.

“Given a number of high street banks are currently abandoning or relocating their safety deposit services, now is an opportune time to get an up-to-

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BONHAM’S GUIDE TO WHAT JEWELLERY BUYERS ARE LOOKING FOR IN 2016: OLD DIAMONDS:

Antique diamonds are often cut by hand and no two are identical. These older diamonds may look less uniform but given their charm and if in good condition - they can fetch large sums at auction.

COLOURED DIAMONDS:

Coloured diamonds are exceptionally rare with pink, yellow and blue diamonds performing extremely well at auction.

COLOURED STONES:

Old mine rubies, sapphires and emeralds can be more valuable than their newer mined counterparts, particularly if they come from famous mines that have now been exhausted.

This is a particularly specialized area and it is worth consulting a Bonhams’ jewellery specialist who will be able to provide expert insights about the quality and origin of a stone.

SIGNED JEWELLERY:

Hallmarks, signatures, initials, a name or even a code on the back of a jewel can signify that it came from a highly sought-after house such as Cartier or Van Cleef & Arpels. On older pieces these signatures can make a huge difference to the eventual selling price.

NATURAL PEARLS:

In the late 19th and early 20th Century, pearls were one of the main status symbols in high society. They were highly sought after and very valuable because it took many years even for a single, well-formed spherical or drop-shaped pearl to grow.

However, at the end of the 1920s, with the arrival of cultured pearls - purpose-grown and much more regular in shape - prices of natural pearls dropped. It is only in the last two decades that prices of natural pearls have begun to climb again. Bonhams’ jewelry specialists can distinguish between natural and cultured pearls, often with the assistance of a laboratory X-ray to confirm their origin.

AND REMEMBER...

Original boxes, bills of sale and old photographs: An original box or receipt might also show the provenance of a piece of jewelry which can make a considerable difference to its value. These are worth bringing in to the valuation along with any old photographs you have of a family member wearing the piece.

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Maserati Quattroporte

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aseratis are commonly seen gliding through premium postcode London streets, but free them from the constraints of the city to venture onto some of Britain’s best driving roads, and you’ll witness their true majesty.

These are true dream drives, with exceptional handling, refinement and pure power. The 2016 model year Quattroporte S proved the perfect choice for a memorable weekend escape to Italian inspired Portmeirion, as Jason Penny reveals.

Snow dusted, wild and bleak. Wales’ untamed Brecon Beacons is a region is to be reckoned with.

The roads can be treacherous in winter, but as spring arrives, before the tourists venture out, it’s a driver’s paradise. Steep inclines and hairpin turns and straight roads heading to distant horizons lend themselves perfectly to the Quattroporte’s agility and pace. Its flexible V8 and silk-smooth uber-responsive gearing making short work of the changes in terrain and altitude.

The acclaimed AWD system redistributes torque instantly from full rear wheel drive at higher speeds to a near perfectly balanced 50/50 ration between front and rear when more traction is needed – handy early in the mornings when the roads were still slick in places with ice. entrepreneurandinvestor.com |

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The enjoyment isn’t exclusive to the driver.

Maserati is known for marrying luxury with performance and the cabin’s space, materials and technology used, visibility and comfort are all benchmark setting.

Road and wind noise are muted – but thankfully, the delicious roar of the engine can be savoured.

As the images testify, the Quattroporte is a visual delight, relying on elegance of line over showy spoilers.

After hours of driving through the Welsh heartland, the pretty Italian-inspired village of Portmeirion beckoned with it’s picture postcard pretty pastel cottages and enviable position. A perfect pit stop before heading through more mountains and lush valleys to home.  www.masertati.com 98

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CALIFORNIA T INTRODUCING THE NEW HS HANDLING OPTION FOR AN EVEN SPORTIER DRIVING EXPERIENCE

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Clients the world over have been so impressed with the California T's ideal combination of performance and versatility that it has become the benchmark for all high-performance Grand Tourers. Now owners looking for an even more sporty driving experience, particularly on challenging, twisty routes, have a new optional package to meet their needs.

The Handling Speciale option offers a series of specific calibrations and a set-up that lends an extra edge, especially in the manettino's Sport mode. This bespoke solution incorporates new damper settings and modified springs that make the car stiffer which, although marginally reducing the ride comfort, results in even sportier feedback, aided and abetted by the new engine sound that increases as revs rise.

The gear-shift logic for the Sport mode has been modified (both in automatic and manual), resulting in faster, sportier gear engagement during both upand down-shifts.

The HS package also includes 16% stiffer front springs and 19% stiffer ones at the rear with a consequent increase in body control thanks to lower roll, dive and pitch.

The differences in Sport mode are underscored by a new strategy for the SCM3 magnetorheological dampers that increases their speed of response and improves their efficiency. The revised F1-Trac logic helps ensure even better acceleration, particularly

when exiting corners and on more bumpy road surfaces.

The HS package also includes a new exhaust system with silencers featuring two primary pipes and a new geometry designed to yield an exhaust note that increases progressively as engine speed increases, with a sound in keeping with the car's more sporty character.

The exhaust was developed in tandem with the engine and gearbox control software to underline the performance gains, with a more rapid response and improved sound and volume when driven hard.

The exhaust's new timbre is instantly recognisable as soon as the driver hits the Start button. It is fuller, richer and more involving at all speeds and in all driving situations.

On an aesthetic level, certain elements have been highlighted to underscore the HS package's sporty vocation while still retaining the California T's signature elegance and sophistication. These include the new front grille in matte Grigio Ferro Met and the rear diffuser in the same colour with matte black fences and matte black tailpipes. A special plaque in the cockpit also indicates that the car sports the HS optional package. 

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ASTON MARTIN ZAGATO CONCEPT UNVEILED

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Aston Martin and Italian design-house Zagato have just revealed the stunning Vanquish Zagato Concept, the latest creation from their long-standing partnership.

The model made its global debut at the prestigious Concorso d'Eleganza Villa d'Este, This is the fifth car to emerge from a collaboration that stretches back over five decades, pairing Aston Martin's acclaimed sporting, dynamic and material qualities with Zagato's signature design language. entrepreneurandinvestor.com |

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From the iconic DB4 GT Zagato of 1960 through to the V12 Vantage Zagato of 2011, every collaboration has accentuated key aspects of Aston Martin's design journey and brought them together with Zagato's own raceinspired design language. The result is a group of four sports cars that represent some of Aston Martin's most avantgarde expressions.

The concept was designed in close colaboration between the Aston Martin Design team led by Marek Reichman and Andrea Zagato and his dedicated design team in Milan. Developed and engineered at Aston Martin’s headquarters in Gaydon, England the concept features proportions that remain quintessentially Aston Martin and emphasises a dynamic, forwardlooking stance. The new bodywork is

entirely shaped from carbon fibre, with the split lines on the body reduced by the use of large one-piece panels. New lights include round tail light reflectors that evoke the classic rear view of a Zagato design, incorporating the same 'bladed' LED technology as the Aston Martin Vulcan track-only supercar.

Referencing elements of the brand’s contemporary design language, Vanquish Zagato Concept features One-77 inspired wing mirrors and a sculptural rear end similar to DB11's aerodynamic profile, complete with retractable spoiler and rear hatch for access to the luggage compartment. A quad-exhaust nestles in the rippling carbon fibre sills that run around the lower body, creating a pronounced line from front to rear.

The concept’s glasshouse wraps

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around the bodywork like a visor, enhancing its aggressive stance. A new evolution of the classic side strake runs from wheel arch to door just like the new DB11 and a detail originally showcased on the celebratory CC-100.

A sharp crease on the rear wheel arch transforms into the rear flanks, where it meets the cascading roofline.

The roof features the iconic 'doublebubble', its shallow radius dipping into the rear window glass to give the car an unmistakeable rear silhouette.

A Zagato trademark since the early 1950s, originally arose from the need to accommodate racing helmets with a minimum impact on the aerodynamic profile. To match the bold new exterior,

the concepts normally aspirated V12 engine has been uprated to 600 PS, along with enhanced driving dynamics.

Inside, the cabin embodies the fine tradition of Aston Martin craftsmanship, replete with many singular touches.

Herringbone carbon fibre is paired with shadow and anodized bronze and aniline leather to give the facia, vents and rotary dials a rich material quality. The Vanquish Zagato Concept is also defined by the unique ‘Z’ quilt pattern stitch used on the seat and door sections, as well as the celebrated trademark Zagato ‘Z’ embossed on headrests and stitched into the centre console. 

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THE STER LI N G COLLECTION T H E E P I T O M E O F D I S C R E E T F L A M B O YA N C E .

Timeless craftsmanship informs every hand-turned edge and subtly contrasted stitch. Smooth, black calf enrobes every wallet and purse in the collection. Yet within, extravagant colours burst from soft, drum-rolled leather. A pleasure contained, for the more individual.

E T TI N G E R . TO E ACH TH EI R OWN .

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JEEP GRAND CHEROKEE

Large, muscular, bold and stylish, Jeep’s Grand Cherokee is a refreshing alternative to the many formulaic ‘boxes on wheels’ 4x4s around. And has a growing fan base of owners rating it highly for comfort, handsome looks, technology, driveability and performance.

This grand-daddy of the Jeep range offers the versatility of a genuine off-roader, with the comfort of a large SUV, and with ample space for 5, plus a large boot, it’s appealing to more and more families for the breadth of things it can offer and do.

Out on the road it’s more nimble than its size may hint, and thanks to a smooth, supple and capable engine, bowls along motorways and tackles the tight and twisties with ease. Gear changes are slick, the suspension is comfortable without being overly bouncy, it corners well and there is a good degree of driver engagement to be had. Wind, engine and road noise are neatly muted too.

The cabin is luxurious yet practical, with large supportive seats and plenty of head, shoulder and leg room. Even in standard ‘Overland’ spec it’s very well equipped with all the entertainment, safety and functional gadgetry you’d hope for – but up it to SRT and you’ll enjoy the acclaimed 6.4L 461 bhp HEMI V8 engine with a hefty 624Nm of torque; launch control; 8-speed auto box; Pirelli P Zero 295/40 ZR20 tyres; Active noise cancellation (ANC); Harman Kardon® 19 speakers with subwoofers and 825W amplifier; Torque leather interior; Active on demand 4WD; 20” Black Vapour Chrome and SRT Alloy Wheels.

A cracking, capable family-friendly or country house car we’d recommend.  entrepreneurandinvestor.com |

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HOT HATCH HEAVEN

Who says your company car choice has to be boring? Part of the perks of being an entrepreneur is the luxury of choosing your own make and model, so here are two of the hottest hatches around, guaranteed to bring a more than little joy to any commute.

HONDA CIVIC TYPE R 2.0 GT This British built delight is busy notching up performance car awards, when not gracing the driveways of hot hatch purists. Super stylish, totally OTT looks, coupled with excellent handling and a respectable sub 6 second 0-62mph dash means this most eye-catching of Hondas has a global cult following that’s growing by the day.

This latest Type R is powered by the most extreme & high-performing engine in the 22-year history of the red ‘H’ badge. Aggressive aerodynamic styling and pioneering new chassis technologies combine to deliver one of the most immersive andrewarding driving experiences 110 | entrepreneurandinvestor.com

around – even in models several times its price.

The new Honda Civic Type R is the fastest accelerating front wheel drive hatchback on sale today, with a 0-to-62 mph of just 5.7 seconds and a top speed of 167 mph and it has the sporting looks to match.

The Type R on test came in a scene-stealing electric blue, that caught the eye and attention of most we passed by. With a mammoth boot spoiler, flashy wheels and its distinctive honed arrowhead lines it screams speed. This racer has substance too – and is remarkably practical.

Being based on the family hatchback Civic the Type R has is a huge boot with a capacity of 498 and with the back seat folded flat this rises to a roomy

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1427, also the seats have a 60/40 split. There is loads of head room and leg room for adults in the back and the seats are very comfortable, the rear doors open wide for ease of access.

The cabin is a masterclass in ergonomics, and has the best sports seats around. High backed, they are trimmed in suede effect black fabric with red double stitching and have great lateral support.

Over 800 miles were covered over just a long weekend, with trips to Devon and Wales and not once did we exit the car and feel stiff or aching. The seats offer perfect support for when travelling fast and cornering at high speeds but are perfect for comfort when cruising too.

Neat touches include a flat-bottomed steering wheel with a red centre position marker at the top, that’s finished with red double stitching to match the seats. The gear box is an absolute dream to use with short, slick shifts that are barely detectable.

Standard model of the Civic Type R come with many features at no extra cost, such as Brembo Brake System, Vehicle Stability Assist, Hill Start Assist City-Brake Active System, Cruise Control, Climate Control , Rear Parking Camera, Bluetooth Hands Free, Shift Indicator, Light LED Headlights just to name a few and is priced at £29,995 but our GT test car at £32.295 also had auto lights and wipers, parking sensors front and rear, dual zone climate control, electrically retractable door mirrors, ambient light, tonneau cover and lid for sub trunk, driver assistance safety systems, Honda CONNECT Infotainment System adding 320w and eight speakers. Plus Garmin Navigation and CD Player, Blind Spot Information, Cross Traffic Monitor, Lane Departure Warning, Forward Collision Warning, High Beam Support System, Traffic Sign Recognition System.

Another great feature is the new +R mode button which is situated on the dash and when pressed will increase the response of various chassis and drivetrain systems for an even more intensive experience. The four point Adaptive Damper System is increased by 30% making the car firmer and even more agile for high-performance handling. Also the instrument binnacle on the dashboard will turn from white to a brilliant red and the Intelligent Multi Information Display (i-MID) will display G-metre and brake pressure, Boost Pressure, water temperatures, oil pressures, oil temperatures, lap times, acceleration time 0-62 mph and 0-100 mph or 0-1/4 mile.

This is an everyday Type R, it's spacious, comfortable, very well equipped, has good visibility and worth noting that from inside the car looking in your rear view mirror the spoiler can't be seen and does not affect the rear visibility. This car will be happy doing your everyday things like the standard Civic will do, but turns to a true racer with ease - and that's even before you've pushed the +R button.

Whether prowling the motorways or chasing B-road twists, on test this model proved an exhilarating, super-capable joy and is certainly on our ownership wish list.

The power is addictive and so is the noise from the four exhausts. This really is a fantastic Hot Hatch with looks to match the performance, well done Honda. Long live the red H badge.

Honda Civic Type R is on sale now Type R £29,995 Type R GT £32,295 www.honda.co.uk

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STUNNING NEW RENAULT SPORT CLIO MAKES ITS MONACO DEBUT To mark its fortieth anniversary and celebrate Renault's return as a Formula 1 team, Renault Sport will be unveiling a special version of Clio R.S. at the legendary Monaco Grand Prix.

Patrice Ratti, Managing Director of Renault Sport Cars, said: "We successfully completed the project of a slightly crazy car. It was a joint effort by the Renault Sport Cars and Renault Sport Racing teams.

This Clio R.S. refines the expertise of Renault Sport engineers whilst exploring new avenues for the future."

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The entire Renault Sport team was in Monaco to demonstrate how Renault makes the connection between the racetrack and the road and to reveal what is behind the design of this very special Clio R.S. 

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ROLLS ROYCE PHANTOM ZENITH COLLECTION T

he Phantom Zenith Collection represents some of the very last Phantom Drophead Coupé and Phantom Coupé motor cars ever to be built, to serve as true collectors’ pieces.

All 50 examples have already been commissioned by connoisseur customers who will add them to some of the world’s most significant luxury collections, safe in the knowledge that their numbers will never grow and their value will never be eroded by proliferation.

The Collection serves to celebrate these two extraordinary motor cars with a suite of exquisitely executed bespoke pieces, designed to amplify the beauty and luxury of two of the rarest and best-loved luxury goods in the world.

In conceiving these two motor cars, the Bespoke design team dedicated themselves to understanding how both cars augment the lifestyles of the marque’s discerning customers. Every possible detail was considered. For example, the split-tailgate has been enhanced with the addition of a beautifully engineered companion to a perfect touring day’s picnic. A glass shelf, housed within the rear section of the tailgate can be effortlessly deployed serving as the perfect place from which to serve Champagne.

No concession has been made to compromise. A champagne fridge, large enough to hold two standard bottles and eight Rolls-Royce glasses, occupies a large portion of the boot, whilst the comfort of those who wish to sit on the rear-tailgate is ensured with the use of the finest padded leathers. 

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CONRAD RANGALI ISLAND MALDIVES AT ITS VERY BEST

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ome places are just special. Unique, exceptional and a ‘once in a lifetime’ must. Actually make that at least twice - as Conrad Maldives Rangali Island is somewhere I see myself returning to as often as I can for some years to come.

Lucky enough to travel extensively and stay in wonderful places, this is rare for me, but absolutely true. And I’m far from alone with this sentiment – a remarkably high proportion of their guests book in again literally as soon as they leave – such is its powerful allure.

From the villas, to dining, activities, location, scenery and spas, this is one resort that has really paid a exceptional attention to providing guests with want they want most from a Maldivian break. And this starts from the moment you reach Arrivals, when you’re greeted and taken to Conrad’s own stylish lounge for relaxation and refreshments whilst you wait to depart on your 40 minute seaplane flight to the island. Everything’s taken care of seamlessly.

Flying above the Maldives is a wonderful experience in its own right, with some of the most amazing views you’re likely to see from any flight you will ever take. Scattered like jewels in the ocean are white sand-fringed tiny islands, in the heart of lagoons of every colour blue you could imagine. One being Rangali, along with sister island Rangalifinolhu.

Both are where the Conrad resort lies, adjoined by a large jetty walkway across a part of the lagoon where we saw manta rays feed and glide by at night.

The close proximity to wildlife is one of the key delights here. Many hours were passed in pleasure, sipping a glass of champagne from our over-water villa’s private pool, watching the sun set, and turtles, sharks, parrot fish as gaudy as rainbows glide by. And, and not to forget George the resort’s characterful ‘pet’ heron and his girlfriend who happy take their daily baths splashing way next to you in the island’s stunning ‘Quiet Zone’ large infinity pool. One of the most magical moments on this trip was during the early hours of the morning, under a waning moon and sparkling Milky Way, relaxing on the sun deck, with the sound of the waves washing against the reef edge, watching large sharks and rays swim just feet away.

When not marvelling at the natural beauty of the place, there are plenty of other delights to enjoy. Do head out on a luxury sunset dolphin cruise, where, whilst enjoying a glass or three of champagne you’ll head off to watch pods of these lovely creatures chase the bow and snack on sea cucumbers - an apparent favourite - and the sun sink slowly below the horizon in a blaze of red, amber and gold. Diving and snorkelling are of course excellent too.

If more serious R&R is your thing, then do make time for the resorts two spas. The main one is called The Spa Retreat, set 100 meters off the tip of the

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main island, and has its own over-water complex, complete with luxury villas and first class restaurant called Mandhoo, serving delicious organic delights.

The treatments are excellent, and setting has to be seen to be believed, with pretty courtyards filled with tropical flowers, and uninterrupted views across the turquoise lagoon.

The dining is exceptional at Conrad Maldives.

It’s a gourmet’s dream, boasting a total of 12 restaurants and bars, including the world famous underwater restaurant Ithaa. You can dine under the stars on right on the shore in the small island, treat yourself to an incredible Japanese tasting experience at Koko Grill nestled right on the beach; enjoy excellent fresh fish at the Seafood Grill, and cocktails masterfully made by expert mixologists by the Quiet Zone bar. Wine lovers come back each year to indulge in master tastings and pairing dinners in the Cheese & Wine bar and also in the cellar – the 120 | entrepreneurandinvestor.com

largest in the region with an astonishing 20,000 bottles submerged 2 metres below sea level, including rare vintages.

Luxury beach villas with tropical gardens and private pools, plus airy, spacious, first class overwater villas from one bedroom to incredible Sunset Suites are so good many guests barely leave during the whole of their stay. Modern, minimalist but super-comfortable with every amenity, and large sun decks with plunge or infinity pools. These villas set the benchmark for luxury accommodation in the Maldives.

All this considered, it’s no surprise this Conrad has notched up many, many international awards.

In fact, it has won possibly more over the years than any other Maldives resort including Best Luxury Resort Worldwide 2015, Best Luxury Overwater Villa Worldwide 2015, Best Resort Worldwide 2015, Best Private Island Resort Worldwide 2015, Best Resort

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Maldives 2015, Best Hotel Private Airport Lounge Worldwide 2015 and Best Underwater Restaurant Worldwide 2015 - to name just a few.

Also, earlier this year Conrad Maldives was also named to TripAdvisor's Hall of Fame as a recipient of the site's Certificate of Excellence for the past five consecutive years - the result of positive feedback received from guests. In addition to these, has been recognised by EarthCheck; on excellence in energy and water consumption, total waste production, and community commitment to provide a holistic picture of operational performance.

It genuinely is a wonderful place. And a must for consideration for anyone thinking of visiting the Maldives. Just be prepared to be completely won over, and want to come back.  For details on packages and rates, visit www.conradhotels.com/maldives entrepreneurandinvestor.com |

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LA SUITE WEST A chic, peaceful London retreat

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nviably located close to Hyde Park, and within easy distance from Paddington, award-winning British designer Anouska Hempel’s latest boutique hotel is a must for discerning sorts who appreciate stylish crisp lines, truly innovative cuisine and a peaceful ambiance.

The scene is set on entry where clean lines meet sharp angles and sculptural forms. A corridor of inky-black marble floors leads guests up to an unusually long white marble rweception desk to a warm welcome.

Perfect for this time of year, the hotel features a chic garden courtyard area – ideal for relaxing in whilst you enjoy one of their excellent mocktails.

Famed for its creative vegan cuisine, RAW restaurant offers exceptional afternoon teas and a 5 course tasting menu which, depending on the season and day, features delights such as tomato, watermelon and coconut chilled soup with mango salsa, plus a firm favourite - tiramisu with raw granola biscuit base, whipped coconut cream, chocolate date caramel and coffee.

The rooms and suites are minimalist yet comfortable. Opt for a unique and spacious Terrace Suite, with an individual gated entrance and private garden terrace. Spacious, and airy, with an individually crafted four poster bed, large sofa and dining table and large marble bathroom, it’s a perfect antidote to a busy day of meetings, socialising and of course shopping. www.LaSuiteWest.com

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THE CARY ARMS: ‘THE INN ON THE BEACH’ BABBACOMBE, DEVON

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eachside boutique hotels in the UK rarely come better than this. The Cary Arms – also aptly known as “The Inn on the Beach” is idyllically located in a sheltered spot on pretty Babbacombe Bay on the picturesque South Devon coast. The perfect place to relax, soak up the sun, and take sunset walks and enjoy what summer we may have.

The accommodation is of a very high standard.

There’s a mix of stylish, spacious, bright and airy rooms in the hotel, and also charming cottages ideal for families. New for this summer too are 6 chic duplex “Beach Huts” and 2 Beach Suites; with a unique design, incorporating traditional seaside charm and New England cool, individually set in directly overlooking the sea. Outside, a large seafacing sun deck is furnished with loungers, inside a sitting room with stove, wet bar and contemporary bathroom and on the upper deck, a luxurious bedroom with huge vistas.

During your stay, there’s plenty to enjoy, including indulgent treatments in the spa – also new this year, and of course the wonderful food.

From specially prepared picnics on the beach, to delicious evening meals with a focus on the freshest of seafood.

The hosts are most welcoming and helpful and really go out of their way to make their guests feel at home. A lovely place, well worth a visit.  www.caryarms.co.uk

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THE GRAND BRIGHTON HOTEL The Grand’s Lobby and Reception

Brighton’s vibrant seafront – the perfect setting to relax and unwind in with The Grand Hotel Brighton.

GB1 Restaurant

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Deluxe Sea View Room

Spa Reception

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ocated just opposite Brighton’s seafront, The Grand Brighton Hotel offers an irresistible luxury experience. A spa with near-limitless ways to relax, a stylish restaurant that suits every occasion, and breath-taking suites with beautiful sea views – The Grand Brighton has everything you could ask for.

The Grand Brighton offers a wide range of spa treatments, tailored to your needs to help eliminate any stress you may have. The relaxed environment and friendly staff are exactly what you need if you’re looking to unwind and feel fresh.

The spa treatments boast of many facial and body treatments, from a refreshing aromatherapy massage, allowing you to choose from a variety of oils, to an intensive deep muscle massage to revitalise your body.

Leaving no stone unturned, finishing touches are on offer, including manicures, pedicures and waxing.

As well as their wide range of treatments the spa offers both a steam room and sauna, as well as a relaxation room and bar for fresh food and drinks to make your stay a truly revitalising experience.

If you decide to spend the night (or longer) The Grand lives up to its name with luxurious, stylish rooms offering a range of facilities and views of Brighton’s famous seafront.

Their BG1 restaurant has a selection of freshly caught sea food that’s sure to leave you satisfied, including their lobster burger and an array of fish and grilled favourites. The contemporary cocktail menu adds to the chilled-out atmosphere.

If you’re looking to to escape and refresh yourself, The Grand Brighton Hotel has everything you need. 

The Lobster Burger

www.grandbrighton.co.uk

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ALGARVE IN LUXURY

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olden beaches, great dining and a conveniently short flight – little wonder the Algarve is a firm favourite for many seeking a short overseas break. There are many hotels to tempt the traveller, but a firm favourite has to be the Conrad Algarve for its style, service, spa, cuisine, pools and location – it’s the complete package for those discerning sorts desiring a luxury break with all the trimmings.

This relatively new contemporary hotel is uniquely styled, from the guest rooms to the private balconies, from the majestic spa to the five individual restaurants and bars, offering a sophisticated range of fine Portuguese and international cuisine.

With an impressive setting in the exclusive, yet naturally beautiful Quinta do Lago and wide, golden, unspoilt beaches are just a short shuttle bus away, along with many internationally famous golf courses, including Quinta do Lago Sul and Laranjal, and the beautiful natural park of Ria Formosa.

The rooms are a masterclass in comfort and modernity – effortlessly marrying metals with blonde woods, textures and marble. Light, bright and airy, they feature a spacious balcony, ideal for relaxing with a glass of wine and soaking up the sun. The hotel has a collection of suites too, each offering the ultimate in luxury accommodation – the top being The Roof Garden Suite which features a plunge pool in the lounge, as well as direct private access to the spa and your own private host.

The interior is gorgeous, but what’s also really special here is the outdoor area – the pools are large and inviting as well as architecturally stunning to view. Each has a bar area and offer a wide array of delicious bites. Families tend to head down to the lower free-form pool area, with its shallower water, leaving couples to enjoy the peace of the large infinity lap pool and patio area.

Dining is of a very high standard here, our absolute favourite being Gusto by Heinz Beck – which has rightly earned the reputation of being the leading gourmet destination in the Algarve, with this Michelin-starred chef at the helm. The 5 or 7 course tasting with paired wines menus are an absolute must, as are the imaginative cocktails in the super stylish bar.

For those wanting to thoroughly relax, there is a spa offering very good treatments too, with an indoor/outdoor infinity pool with lovely views out across the valley.  entrepreneurandinvestor.com |

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HEAVENLY HALKIDIKI F

amous for its unique silhouette, Halkidiki is a region in Northern Greece made up of 3 peninsulas, stretching out into the Aegean Sea. The area is surrounded by rich green forests, white sand beaches and crystal clear turquoise water; a small taste of paradise.

Ikos Olivia is a brand new 5*, all-inclusive luxury resort, which opened its doors in 2015. It is sister hotel to Ikos Oceania, just a short distance away. Set across 22 acres of land, the hotel is surrounded by 500 historical olive trees, which provide both shade and privacy throughout the resort. Guests fly into Thessaloniki airport, approximately a 45 minute drive away from the hotel, and just over an easy 3 hour flight from London Gatwick.

The resort offers a wide range of amenities and activities which couples and families alike are able to enjoy. These include a choice of 4 swimming pools, a beach that boasts 450m of white sand, countless water sports, mountain biking, tennis courts, a fitness studio, yoga classes, table tennis, and many more, as well as kids clubs and evening

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entertainment. For those that don’t plan on having such an active holiday, why not take some time to relax in the stylish Ikos Spa, which is open daily from 8:00 until 20:00, meaning you’ll have plenty of time to fit in a treatment or two. The spa also offers a gym, sauna, steam room and a large indoor swimming pool.

Foodies will appreciate the excellent choice and quality of the cuisine here. Start your day with a wide variety of breakfast selections served in “Provence”; the hotel’s French restaurant, or ‘Flavours’ and ‘Ouzo’ with their pretty beach views.

And relax over dinner at the Asian inspired ‘Anaya’ or ‘Fusco’, for all things Italian.

The rooms are stylish, light, airy and comfortable, and although Ikos Olivia is a new resort, the service and quality of the place is excellent. For a stress free holiday in a stunning location, Halkidiki is the place to visit in 2016.  Emma Ridley

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HALKIDIKI IS NOT AS WELLKNOWN AS OTHER GREEK HOLIDAYS DESTINATIONS, BUT THAT IS WHAT MAKES IT SO APPEALING.

Sovereign (01293 762003, www.sovereign.com) is offering a seven night holiday to the five star Ikos Olivia resort in Halkidiki, on an all inclusive basis, from £869 per person. The price includes an exclusive private cocktail on the beach and farewell gift especially for Sovereign customers, UK airport lounge access, private resort transfers and return flights from London Gatwick with easyJet. Based on departures 10 October 2016.

Book Ikos Olivia via http://www.sovereign.com/ hotel/119808

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CONRAD ST JAMES

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Super stylish, ideally located and with suites to adore – what’s not to love about Conrad St James? A favourite haunt of those in the know about the very best places to stay when in town, this Conrad is, as you’d expect from this brand, a masterclass in luxury with a cool, modern vibe.

Each of its contemporary rooms is spacious, comfortable and stylish, but the suites are simply excellent – the signature Conrad Suite, complete with its private elevator and window to the stars being the best.

Here in this 133 sq. m/1,432 sq. ft. one-bedroom suite you’ll find a large skylight illuminating a spacious airy living room, which features individually commissioned artworks and a fireplace to give it that luxury home-from-home feel. . There’s a separate dining room which can accommodate up to 8 guests and is ideal for private dinners or business meetings plus a beautifully appointed bedroom leading to an eye-catchingly stylish bathroom with freestanding focus point tub and walk-in rain shower. The suite even has a guest cloakroom, fully equipped kitchen and the flexibility to extend up to an eight bedroom wing, with an exclusive lift and private entrance. It comes with Conrad’s Executive Lounge access which includes complimentary drinks and light bites throughout the day, breakfast and evening cocktails with canapés.

If you can prise yourself away from your wonderful suite, the attractive and very comfortable lounge area ‘Emmeline’s’ offers the perfect venue to enjoy a quintessentially British afternoon tea, an indulgent champagne brunch, and the ‘Blue Boar’ restaurant with Chef Michael Riordan at the helm, offers excellent contemporary British cuisine celebrating the very best of what each season brings. 

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AN ANANTARA ADVENTURE

Turquoise, cobalt, ultramarine and sapphire - the lagoon gently caressing our first island was a sparkle of crystalline blue of every hue, rivalled only by the gaudiest of parrot fish nibbling at the reef. Such a welcome antidote to months being either office bound or in endless meetings.

It’s said by many Maldives aficionados that Anantara Kihavah boasts some of the very best beaches, and barefoot for the first time since Blighty, feeling just how silk-soft the powder white sand is, we’d have to agree. Also wonderful are the beaches of Naladhu, Veli and Digue – sister islands in a more southerly atoll, just a short 30 minute boat ride from Male where the international airport is. Whether travelling with a family, solo, or with someone special for some much earnt R&R, with this choice of islands, each with its own distinct character, there’s the perfect place for you.

Those seeking the height of luxury, plus privacy, peace and quiet, Kihavah or Naladu are the best choices. Both islands have beach and over-water villages which are beautifully furnished, taking inspiration from the rich Maldivian culture, and feature large private pools.

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ANANTARA KIHAVAH Set on Kihavah Huravalhi, a small but lush and perfectly formed Maldivian island, the resort is in the protected and beautiful Baa Atoll, a 30-minute seaplane flight from the main airport. With incredible views over the Indian Ocean, seeing tiny islands fringed with turquoise lagoons below gives you a real feel for the remoteness, and beauty of this wonderful place.

On arrival, from the moment we were greeted with a refreshing glass of champagne and native drumming, to our sad departure, the staff couldn’t have been more welcoming or helpful. This is a genuinely special place, many guests return to year after year, and it’s easy to see why.

The island is small, and an easy walk or bike ride to explore length to length, through shady groves leading to private, spacious pool villas nestled along a pristine stretch of a postcard perfect beach. Each decorated with Anantara’s signature attention to local style – a refreshing change to the more formulaic décor of many other resorts. Gorgeous open air bathroom patios with fountains tumbling down hibiscus strewn white walls, lead to bright and airy bedrooms, with living areas if you have a suite, to a large outdoor pool, with a walk of just a few meters to your own corner of a beach. The over water villas are large, with pools, sunrise or sunset views, and quirky features like hammocks over the lagoon and baths with a transparent bottom.

This may be a tropic island in the middle of nowhere, but there is plenty to do. Snorkel some of the world’s most treasured reefs within a UNESCO World Biosphere Reserve, explore uninhabited islands encircled by abundant reefs home to turtles, eels and beautiful coral formations, or cruise in solitude into a tapestry of unimaginable colours to a glorious Maldivian sunset. We were lucky to have an artist giving painting lessons during our stay, which was great fun.

When you’re not relaxing by the pool, or making the most of the mind-blowing underwater world, there is a very good over-water spa where you can relax, and watch fish swim below you whilst enjoying one of their soothing signature treatments.

Dining-wise, it’s always a wonder how these islands can offer the incredible cuisine they do, considering how remote they are. Kihavah has a quartet of restaurants Sea. Fire. Salt – each with their own distinct style. One in particular is super special though – walk down some steps to what has to be (and is often voted as such) one of the most amazing restaurants in the world – the underwater ‘Sea’. Sumptuously furnished, with a mirrored ceiling, it has almost 360 views of a reef, with fish, eels, and coral of every colour you could imagine.

We even saw a turtle drift by. It is an absolute must and would give you a memory of a lifetime.

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NALADHU Maldivian for “beautiful island,” the island of Naladhu is an easy 30 minute boat ride from the airport. Nestled in a lagoon alongside its sister islands, Veli and Dighu, it’s where the wealthy and famous come to get away from it all, and enjoy complete privacy if they wish in this idyllic place.

The beach is gorgeous, pool large and almost never used, and villas have to be seen – every comfort you could wish for, with uninterrupted views across the ocean and reef edge, from large private sun terraces with their own sizable pool.

There are a choice of three romantic villa and house types – the Beach House with Pool, the Ocean House with Pool and Ocean Pool Villa – each provides its own distinct vantage point on the island, while offering identical amenities and luxurious comforts. Each house provides the services of your very own House Master which may be considered like a butler service, there to ensure everything you wish for day and night is provided.

If you can prise yourself away from your villa, do experience dining at ‘The Living Room’ – and also ‘Dining by Design’ - wonderful cuisine you can enjoy under the stars on or next to the beach.

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VELI & DIGHU A mini boat ride across the lagoon, or jetty walk by the reef edge, you’ll enter Anantara Veli - designed with couples in mind. The island is again lovely, super peaceful and calming.

There is a choice of Over Water and Ocean Pool bungalows, each features a plunge pool and offer the ultimate in privacy. Not to mention a host of amenities such as flat screen television, high-speed internet access and a mini bar.

Many who come to Veli do make the most of the first class Ayurvedic Spa they have, which brings a holistic approach by incorporating elements of the Ayurvedic lifestyle throughout the resort activities offered, restaurant menus and spa treatments in consultation with the resident Ayurvedic Doctor.

We enjoyed consultations to discover our Ayurvedic Dosha and draw on expert advice to achieve an ideal balance of relaxation and wellbeing, and then wonderful spa treatments afterwards tailored to which Dosha we were.

Dining is very good – from a spectacularly located Thai restaurant right out on the reef edge, to Japanese, and more – and you can even learn how to cook some of the wonderful food you’ve enjoyed with classes at the Spice Spoons cookery school.

For those with families, or who want the pace to be a little livelier, Dhigu is the place for you. Here you’ve an endless array of activities to enjoy, as well as great accommodation. The over water villas are particularly good – large, light and airy, with steps down to a shallow part of the lagoon for you to swim safely in the crystal clear sea.

Activities include diving, tennis, surfing, kite surfing, parasailing and fascinating trips out with the resident scientists who show you how they are working to regenerate the corals, and help find solutions to the bleaching some are now in danger of, due to global warming. It’s great to see Anantara be a key champion such initiatives, that really help the environment. You can of course relax on Dighu too – and the island has another great spa, offering a wide choice of excellent treatments to enrich or detoxify.

All of these characterful Anantara resorts are most definitely worth a visit. We long to return. Until the next time… 

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THE NEW DUCATI BICYCLES BY BIANCHI • MOUNTAIN BIKES, SPORT, JUNIOR, KIDS AND E-BIKES IN THE NEW RANGE OF DUCATI – BIANCHI BICYCLES • THE DUCATI - BIANCHI BICYCLES ARE ON SALE WORLDWIDE

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dvanced technological content, style and Italian design are the distinctive features of the 2016 range of Ducati branded bicycles created by Bianchi, confirming the synergy and the common values of these two iconic Made in Italy brands.

There are many new and interesting additions to the 2016 range, with Mountain Bikes as well as Sport, Junior, Kids and E-bike models.

Each segment comes with its own characteristics. The Mountain Bikes stand out for their clear sports approach, something that Ducati and Bianchi share. The Sport and E-bike models have a very modern, technological influence while careful in blending innovation and tradition. The Ducati bicycles for youngsters are inspired by the graphics of the Monster and the Hypermotard, two unique bikes from the Bologna-based manufacturer.

The partnership between the two brands has given birth to a line of bicycles that are modern as well as ready to take on any type of terrain and, above all, boast the unmistakeable Italian character.

The Ducati bicycles engineered by Bianchi, distributed by Alpen, a Bianchi Group company, are available in some selected Ducati Stores and in the specialised bicycle stores worldwide. 

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GIN MEETS WHISKY: WORLD FIRST OAK-AGED COLLECTION LAUNCHED

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raft gin distiller Pickering’s has launched a unique collection of oak aged gins matured in single malt whisky casks, hand-picked from distilleries in five of Scotland’s distinct whisky regions.

Based at Summerhall Distillery in Edinburgh, Pickering’s Gin has created a special marriage between two of Scotland’s best loved spirits, by ageing its award-winning gin in five Scotch malt whisky casks from Islay, Speyside, the Lowlands, Islands and the Highlands. This is the first time a gin distillery has launched a collection of five oak aged gins.

The gin is aged in one cask from each of the five regions at a time. Each cask yields just 200 bottles of never-to-be-repeated 47% ABV oak aged gin.

After travelling the length and breadth of Scotland to select the casks, founders Marcus Pickering and Matt Gammell brought the barrels back to Summerhall Distillery in Edinburgh to be filled with batches of cask strength Pickering’s Gin. The oak ageing process lasted between three and six months for each expression.

Each rare, collectable gin can be drunk like a whisky using water or ice, or savoured in cocktails to bring out the gin’s subtle whisky notes left behind by the five distinctive casks. The flavour profile ranges from the light and citric aromas of Speyside to the sweeter, peatier notes of the Islay region.

Pickering’s Gin is based on an original Bombay recipe dating from 1947. The marvellously mixed gin is spectacularly smooth, refreshing and flavoursome and is handcrafted at Summerhall Distillery – the first exclusive gin distillery to be established in Edinburgh for over 150 years. It has already collected the awards to prove it including picking up Gold at the World Spirits Awards in 2015.

Pickering’s co-founder Matt Gammell said: “As distillers we wanted to take people on a journey exploring both gin and whisky, and to truly test the versatility of Pickering’s Gin. With gin, there’s endless pleasure to be had experimenting with new flavours, serves and cocktails. Our latest offering of oak aged gin is truly a different way to experience gin, and to explore the world of Scotch whisky for spirit lovers the world over.” 

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