Welcome to this Autumn 2022 edition of The Successful Founder Magazine.
This issue focuses on keeping up momentum and continuing to grow and thrive at this difficult time. You’ll find a wealth of useful and inspirational features on everything from buiding your social media presence, being the best leader you can be, embracing new ways of working, reducing stress and more.
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Finally if you’ve any suggestions or great stories to tell, we’d love to hear from you. Drop us a note on team@thesuccessfulfounder.com.
Do also keep an eye out for our sister title, Female Founder Magazine, www.femalefoundermag.com too.
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LISA EDITOR
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Next Big Thing AG (NBT) is a top venture and platform studio for the Machine Economy that co-founds deeptech ventures with aspiring founders to deliver real-world impact.
Founded by serial tech entrepreneur, innovator, business angel, and senior Cisco veteran Harald Zapp, NBT’s mission is to provide high-caliber long-term support for B2B companies. This includes a full range of development toolkits, innovation strategies, mentoring, technical expertise, and smart financing.
NBT has built a reputation as the go-to specialist in helping to build deep tech unicorns across the Internet of Things (IoT), Artificial Intelligence (AI), and Distributed Ledger Technology (DLT).
What really sets NBT apart is its unique tech stack to support the full IoT value chain starting from customizable sensor boards and gateways over firmware and backend development up to use case-specific applications. This is together with its ability to provide the deep support of over 40 world-class acclaimed tech and commercial experts to valuably empower organizations to accelerate the transition to a more sustainable world by democratizing the Internet of Machines.
The support NBT is able to provide is second to none. Founder Harald Zapp and his teams are pioneers and leaders in the fields of IoT and Machine Economy. He has over 25 years of experience in the IT and telecommunications industry, with the vision of making Germany a digital hotspot for data-driven B2B businesses, in a world in which bold new companies emerge from democratized technologies capable of disrupting entire industries.
Berlin-based Next Big Thing AG was founded by Zapp in 2017, after exiting relayr, one of the leading Europan IoT champions for 300 million Euro. He then co-founded an early NBT company, weeve. A true visionary in this field, Zapp has a deep insight into the natural evolution of current business models, enabling entirely new digital marketplaces in the successful combination of IoT, a higher degree of innovation, and the blockchain.
Zapp also has a highly acclaimed management team on his side. CFO Gregor Janknecht spent 10 years in leading positions at Rocket Internet, where he led Rocket’s international finance department as VP of Finance & Controlling before joining NBT. He has in-depth experience in M&A and transaction advisory and successfully helped shape Rocket’s finance division in the area of venture building and venture capital. CDO Sven Meise was a board member at Francotyp-Postalia Holding AG. Here, as CDO and COO, he was responsible for the digital and structural transformation of the group. Meise has deep knowledge in corporate IT, R&D, professional services, production, program, and change management. His passion is the development of business models through the use of IoT and ML.
NBT founders are experts in their field
Sensry, a portfolio company from Dresden offers a configurable multi-sensor hardware platform software stack designed to allow customers to develop nearly all IoT applications without any hardware and embedded development work. The Universal Sensor Platform (USP) is based on a powerful Risk-V chip architecture and offers a high degree of flexibility, outstanding performance and security through a standardized, highly integrated modular design in leading-edge technologies from well-known industrial partners. Scaling from prototyping to mass production across one platform is a major benefit of Sensry`s platform.
The weeve platform provides the right tools for companies that lack the means to maintain their own development team to participate in digital transformation. The platform guarantees full data sovereignty, intuitiveness, and security. weeve’s modular design eliminates a large part of the development risks and costs by allowing IoT projects to be created, tested, and scaled according to the specific needs of the company. As a market entry, we target industrial companies to support their digitalization process on the shop floors.
The IoT sensor and dashboard solutions by vitreo bring industrial-bulk-containers (“IBC”) and supply chains online and make them visible to stakeholders. This network simplifies and secures global supply chains while increasing efficiency, reducing waste and allowing all-time product condition monitoring.
Based on IoT devices, medical wearables, and sensors, AssistMe is able to monitor the lives of those in need of care. Their products aim to relieve caregivers, reduce care-related expenses for care homes, and at the same time increase the quality of life of care recipients.
With their intelligent building management platform, metr offers IoT infrastructure and SaaS solutions to enable the digital management of existing residential buildings. Their AI-based heating monitor provides transparency and enables energy savings of up to 30 percent. In addition to selfdeveloped solutions for the monitoring of consumption data (metering, submetering) and the monitoring of the operating data of several technical building systems, metr also integrates third-party solutions on their platform.
Zapp’s mission for NBT is to help make the world a better and more liveable place for future generations through innovative and appropriate technologies. The Internet of Things (IoT) is emerging as a powerful enabler in many application domains, such as water and energy management, environmental monitoring, health, smart cities, smart industry, and supply chain management.
The IoT has the potential to address some of the most acute human, economic and environmental needs. It can also directly contribute to achieving the targets of the Sustainable Development Goals (SDGs). Accordingly, the emerging IoT paradigm has the potential to create an efficient, effective, and secure ecosystem taking advantage of connected devices
for managing the major global challenges faced by this, and future generations.
Taking into consideration the IoT’s earth-positive potential, the technological paradigm shift from cloud to edge to the sensor, and the global trend toward connected devices, transparency and data sovereignty, and sustainability, it’s a perfect time for young and mature enterprises to be part of NBT’s ecosystem and benefit from this technology and industry knowhow and network. The IoT/AI/DLT solutions and platform built by NBT ventures/holding are and will be even more paramount for European industry players being a top priority for them for the next 15 years.
NBT has major goals for the next few years. It’s already IPOready, with a potential IPO in 2024/2025, plans strategic M&As and expansion to the United States and Asia, the development of a campus for the Internet of Machines, and an enhanced Machine Economy platform. Next Big Thing will continue to hire world-class talents, help create more German and European unicorns and actively shape the world of tomorrow.
Visit: https://nextbigthing.ag/
Contact: Harald Zapp, https://nextbigthing.ag/contact
Advertorial Feature Harald Zapp, founder & CEO of the Next Big Thing AGIn the wake of unpredictable financial markets and blurred fiscal and monetary policies from the global response to economic shutdowns, all asset owners and investors need to adapt quickly to the new financial landscape. Or otherwise face significant challenges in building and managing their portfolios in today’s new normal.
Globally, Governments have been spending big on stimulus packages, and inflation is set to hit record numbers as we progress through recovery mode. We are living in unprecedented times, and we are heading into what experts agree is a highly unpredictable future for investors and businesses.
Everything is under the spotlight – from how you set return targets and manage liquidity, to how to assess external factors that would protect you from the crash.
Many SMEs are feeling the financial challenges. Even so, the market has powered higher, fuelled by expectations of a period of strong growth after the successes of the vaccine programme and as the economy fully reopens. The outlook is not doom and gloom. Far from it. Remember, it is always in the times of greatest crisis that lie the opportunities of a lifetime.
Markets are changing rapidly. Employees are resigning from their jobs at an unprecedented rate. The great resignation, as it’s been named, where people are quitting at a faster rate than jobs were lost during the pandemic. Where are they going? Large numbers are following their passion and purpose to start their own enterprises, joining the £multibillion gig economy or becoming retail investors.
Now is not the time to continue with the same investment strategies you had been doing prior to 2020. The landscape has changed rapidly, so the smartest thing is to re-look at investment from a new perspective. Learn how to maximise your investments using some of the top investor strategies that set you up for success in the digital decade. Get ready for the new roaring twenties.
Think back to the stock market crash of the 1920s, if you’d have told people then that within the next decade TVs would become readily available in people’s homes and TV networks would become industry giants, they would’ve been doubtful. Right now, we need to look towards the disruptive technologies that will skyrocket in next 10 years.
Learn from renowned investors like Masayoshi Son, who was one of the first to invest in companies like Yahoo, Slack,
Uber – all highly lucrative ventures in disruptive tech. The four key areas to focus on now are: Fintech, Edtech, Greentech, Medtech – all trillion-dollar industries that are transforming the business landscape.
We are living in a vastly different world to 20 years ago when money itself is no longer the highest transactional value. The popularity of non-fungible tokens (NFTs) has surged in 2021, and the upward trend is set to continue into 2022 and beyond.
NFTs are basically a tool for providing proof of ownership of a digital asset that can be attached to anything from a Tweet to a JPEG image. If you aren’t familiar with how it works, it’s time to get to know it. Artists, influencers and celebrities are making huge profits using NFTs and their use is becoming more mainstream. Take digital artist Beeple, who sold a collection as an NFT through auction house Christies for nearly $70 million recently, making him one of the most valuable living artists in the world. In future we will see the same thing happening with physical objects as well as digital entities.
The speed of pace at which this is taking place is accelerating massively and your investment strategies need to take this into account. We are going to see property owned via NFTs and more. This allows anyone to be a collector, or trade collectibles. It opens a global marketplace to you and is transforming everything when it comes to assets.
With NFTs, tokenisation, digital ownership and digital currencies becoming the norm we will begin to see everything linked to blockchain. With digital assets, virtual land and a new digital graffiti world, we will embark on an entirely new world where we get to rewrite the rules.
The boom in NFT’s is linked to the rise of the metaverse. The metaverse is, simply put, it’s a 3D digital world that is soon going to replace the 2D internet. Often referred to as extended reality, the core idea of metaverse is to create a 3D virtual environment which you don’t just see but become immersed in when you socialise, manage businesses, investments and more.
During the next decade, digital currencies and the meta economy will grow so big that billionaires in the metaverse will be richer than the billionaires in the real world.
Ownership of digital objects that can be easily bought and sold in the metaverse are now growing fast – from art, collectibles, games, music, property and virtual land. As the metaverse becomes planet sized and linked to our real world, digital currencies will become the new normal.
The strength of cryptocurrencies is increasing exponentially. We are seeing disruption in the property markets where increasing numbers are investing outside their normal currency and using cryptocurrencies in particular. This makes perfect sense as there’s little point in your property investments going up by 20% if your currency decreases by 20%. So, think about hedging against your country as well as hedging against your asset base. Property is a key hedge against inflation.
Another key growth trend is impact investing – for profit and purpose. Millennials and Gen Z-ers are the driving force behind the conscious investor trend, motivated by their sense of purpose and values.
As we see the wealth transfer from Baby Boomers to their younger counterparts there is potential for exponential growth in impact investing over the next decade. All the key growth areas, such as greentech and edtech, offer positive impacts on society as well as high returns. Surely a win-win for everyone.
Prepare for impact investing by researching exactly what you want to be a part of, making a plan so that you know what your pathway is. It is about spotting the emerging trends and jumping in at the opportune moment.
The old rules have changed. Now it is no longer about how big your business or investments are, but how fast and nimble you can be to get into the right thing at the right time.
Author
Roger James Hamilton is a New York Times bestselling author and Founder and CEO of Genius Group, a multi-milliondollar group of companies including GeniusU, Entrepreneurs Institute, Entrepreneur Resorts and Genius School.
When you run a business, it can be easy to come across certain financial issues. These issues can be caused by anything from mismanagement of funds to periods where there are no new business leads. For any business owner, this can be incredibly disappointing and can cause issues when it comes to keeping the business afloat.
To help you with this, we have put together some tips on how you can get through a tough financial period with your business still intact. Keep reading to find out more about this.
One of the common reasons why businesses go through periods of financial struggle is due to a focus on new customers rather than existing customers. When you are spending all of your cash on targeting new leads, you are ignoring those customers who have been loyal in the past. If you want to get your business through this tough time, focus your efforts on existing customers and get them to keep coming back. This will be more cost-effective and beneficial for your business in the long-run.
Are you struggling to pay for new equipment for your business? One of the best ways to tackle this and avoid having to pay out large sums of money during a tough period is to try out equipment financing services like those available from Charter Capital who you can schedule a free consultation with. Equipment financing can get you the equipment you need and make sure that all costs are covered. This will get your business back on track to earning money.
Our next tip for businesses who are struggling with their finances is to cut marketing costs. This might seem counterproductive, but we are not advising that you stop marketing altogether. Social media is an effective tool that allows you to market your business for free and still reach your target audience. If you are spending all of your funds on flyers and traditional forms of advertising, then make this change and give your business the boost it needs.
Our final tip for those who are trying to get their business through a tough financial period is to stop hiring staff. While you might find that you are understaffed during certain times of the year, there are plenty of ways of managing this situation without committing to expensive employees. Using freelancing sites can be the perfect way of getting the job done without having to pay a salary or job benefits to your employees. Next time a staff member leaves or you’re going through a busy period, consider freelancing rather than hiring.
When you are going through a tough financial period, it is important that you think carefully about how you are running your business. Consider trying out some of the ideas that we have discussed in this article and you should be able to come up with some solutions and get your business back on track.
Profit is a fair indication of the success of a business. However, even the most profitable enterprises can fall into financial difficulty if they ignore their cash flow. This past year has put this into perspective where even hugely profitable organisations, such as airlines, tech giants and retailers, have experienced cash flow difficulties, meaning they have had to rethink their operations.
As a business owner, you mustn’t underestimate the importance of your cash flow. Having a full understanding of your working capital will provide you with a world of insights into the day-to-day running of your business that will help you identify weak points which could be a lifeline to its future survival.
It’s all very well me warning you about the importance of having a healthy cash flow, but it’s valuable that you fully understand why. As some will already know, working capital is a technical term for the amount of money your business needs to fulfil its everyday financial requirements. These are essential payments that must be paid. If you have negative working capital, then you don’t have enough money to cover your costs. These costs include:
· Staff wages
· Supplier invoices
· Rent
The working capital formula will measure the short-term financial health of your business, allowing you to take a temperature check and identify any immediate problem areas. The calculation for this is: working capital = current assets – current liabilities.
A healthy business will have more money coming in than going out, allowing it to take care of all its financial obligations. Without having a positive cash flow, your business won’t be able to cover its costs, which could lead to potential collapse, especially at a time when the economy is struggling.
Cash flow problems are one of the leading causes of bankruptcy, so it is no wonder that 20 percent of start-ups don’t make it past their first year in the UK and a staggering 60 percent go bust within their first three years. The importance of cash flow cannot be underestimated!
Another key metric to keep an eye on is your business’ working capital ratio. One step further than just working capital, this measure refers to the number of times a business can pay off its current liabilities by using its current assets. If
your current ratio is less than one, it’s a clear red flag that you are heading for financial difficulty. The calculation for this is: working capital ratio = current assets ÷ current liabilities.
If you have done your calculations and you can see things aren’t looking as healthy as you would like them to be, then you may be asking yourself what to do now. Firstly, it’s worth remembering that there isn’t a one-size-fits-all answer to how much working capital is the right amount for a business, but it is easy to identify what isn’t enough. It’s also important to understand that as your business’ requirements will change over time, so will the amount of working capital required. This is why you should always be on top of your numbers.
During times of financial difficulty, especially during the pandemic, things may look bleak. However, there are always things you can do to improve your business’ cash flow situation. Here are three tips to improve the cash flow position of your business:
– If it isn’t possible to operate as you currently would (perhaps due to the pandemic), or you are just looking for other ways to diversify, consider pivoting and new ways to expand your sales market. This could be by offering new products or services, encouraging customers to buy more, or introducing rewards programmes and referral schemes.
– Overhauling your cash flow doesn’t just mean getting more money in, but also reducing the amount of money going out. You can do this by cutting out any unnecessary expenses, streamlining your business’ processes or asking suppliers for longer payment terms and discounts on bulk orders, for example.
– Be strategic with when you pay the bills. If your supplier offers a discount for paying early, take advantage of that. However, if a different supplier doesn’t offer a discount, keep hold of the invoice and pay when it’s most favourable to your business – without making a late payment, of course.
You may want to track your cash flow monthly, or even weekly. By keeping a regular check of this, you will always be in a good position to react to change from within your business, as well as external circumstances. You will also be able to factor in annual payments, such as corporation tax.
An accurate cash flow forecast is critical to know what is likely to happen to your working capital and is key to being able to make informed financial and investment decisions for the future of your business.
Author:
Simon Smith, Partner at Wellers, one of the UK’s leading accountancy firms .To find out more about raising finance and improving working capital, download the Wellers guide.
As the year draws to a close I imagine many of us are looking forward to time off to recharge and relax. Given the challenges of the past three years, I would say this is a well earned break. For business leaders, this period of reflection also presents an opportunity to think about plans for the future. Specifically, having survived (fingers crossed) the worst of the pandemic, how can they ensure their company thrives in a changed world?
Remote working, digital transformation, a renewed focus on diversity and inclusion, supply chain issues, changing consumer behaviour and so on – the list of challenges and opportunities is long. What we have seen is that the companies that have approached these challenges well are those that had the technical infrastructure aligned with the expertise and structure to quickly pivot to a digital only business environment. Underpinning all of this was a keen awareness of the power of data to inform and enhance their decision making and processes.
These data driven businesses can provide great inspiration for leaders considering how they can approach new challenges in 2023. Crucially, becoming data-driven isn’t an all or nothing affair. It’s a journey that any business, no matter their resources or size, can embark upon. This means that it applies just as much to businesses that struggled during the pandemic and are looking to rebuild, as it does to those that thrived and are looking to kick on.
There is of course no singular journey every business takes – instead it is better to think about becoming ‘data driven’ as adhering to a set of principles:
Using the insights generated from data to inform decision making.
Educating and training staff at every level to understand data and apply it to their work.
Providing the technical infrastructure that enables data to be collected, managed and used efficiently.
Breaking down barriers between departments to enable the free flow of information and ideas.
Creating policies and procedures that encourage use of data. Building a data-first and testing culture.
Embracing innovation and new ideas.
The end goal is to have every facet of the business – from product development, marketing and customer service through to HR, finance and commercial strategy embedded with data. You will know your business is successful when every decision no matter how small is influenced by insights
gleaned through data. In short, people will decide their next steps not because, ‘that’s how we’ve always done it’, or ‘gut feel’, but rather, ‘that’s what the numbers say is the best choice’.
Luckily very few, if any, businesses need to start from scratch. Chances are you and your team are already using a lot of information to carry out your jobs. Your business probably already holds, or has the capacity to collect, a lot of useful data. Moving from what is probably an informal or ad hoc approach to something more systemic begins with technology.
In my experience, getting the right data infrastructure in place is where the majority of companies fall down. This is because there can be a preconceived notion that the right technical platforms will be too expensive, existing platforms can be modified to do the job or simply that it’s too tempting to jump ahead and start getting ‘results’. Doing the hard yards of assessing and procuring the right systems can seem daunting. However, it’s important to remember that there are a huge number of options out there that can cater to any budget. The benefit of expending capital and time up front is paid back tenfold through the efficiency and effectiveness it will enable.
So what infrastructure do I mean? Again, there’s no set tech stack. However, broadly you will need platforms that enable data to be collected, stored, managed, analysed and integrated back into your workflows. Ideally, it will be a system that is flexible, scalable and will easily ‘speak’ to your existing platforms. How powerful and complex this infrastructure is will depend on your initial goals. For example, if you plan to start by focusing on marketing – look at a system that will integrate well with your existing CRM and will enable data analysis around marketing effectiveness – such as identifying when customers are likely to churn, or the best time, channel or frequency to send communications.
When you decide what you need, the next step is empowering your team to use it. What you really need to avoid is the concentration of skills within one department or group. Not only does this create a single point of failure and bottlenecks it also means that insights are limited to the skills and knowledge of the team members within this group. I often see marketers entirely reliant on their data scientists or analysts for the most rudimentary insights. Similarly, marketers and data scientists often need to rely on the dev team to make the simplest changes to their platforms.
Training needs to cover both understanding data and using the platforms to actually do the job. Critically, it needs to be tailored to the individual. The aim isn’t to create a team of data scientists or IT experts – it is to create a force of specialists who have all the skills needed to be experts in their respective fields and job functions.
The best way to approach this is to start with a pilot. One
of the most obvious applications of data in the current environment is within HR. Remote working has meant a lot of the mechanisms ‘traditional’ HR used to monitor and assess factors such as performance or morale are unavailable. Clever use of data can help fill these gaps and make HR decision making much more powerful. It also has the capacity to remove internal biases that have played a big part in the lack of diversity at many companies.
After piloting a project you will soon come to understand what processes and procedures need to be embedded in your business. These learnings will be invaluable as you begin to expand to different functions.
Finally, it’s important to remember that training, processes and infrastructure alone will not create the data driven culture your business needs. This will take time. People need
to feel like they are being brought on the journey with you, not sidelined or rendered obsolete. I recommend being fully transparent with your plans and consulting closely with team members of all levels on what they want and need. The senior team also needs to walk the walk and talk the talk. This means undertaking training and upskilling so they are also ‘data driven’.
Author: Natalie Cramp, CEO of data science company Profusion.
To help new investors take the plunge into angel investing, and avoid saying ‘if only I’d known that when I started!’ we sat down with expert angels with years of experience to compile our list of the top five lessons they have learned. We have changed the names to spare any blushes.
Lesson 1: Ensure the company, not the director, owns all the Intellectual Property (IP)
John shared with us the details of one of his first investments that went bust. ‘I invested into a young business that had developed an interactive app for tourists. It was clear to me early on that a lot of research, branding and grit had gone into making a stellar product and so I confidently invested. Not long after I parted with my cash, the company got into financial trouble and folded. That hurt, but what hurt a lot more was when the CEO created another suspiciously similar business a few months later.’
John later came to learn that it was the CEO and not the business who owned the IP. This tiny little detail meant that when the business folded, the CEO could walk away with its greatest asset, the IP.
A key takeaway from this situation is to ensure that all IP is owned by the company, not the CEO or any other party.
Lesson 2: Expanding too fast can be detrimental
After getting friendly with the founders and seeing a real business opportunity within the food industry, Tom invested £50k into a bakery business eager to capitalise on the global craze for their signature product. He was so enamoured, he even set up a franchise of the business at Heathrow airport.
Yet, he explained, ‘Cracks started to show as the CEO was overly relaxed about the financial affairs of the company. He was keen to show growth to investors and so expanded quickly to around twenty sites.’
This rapid expansion caused issues as around half of these new sites were what Tom kindly described as not good. Soon, the failure to realise the revenue expected from the expansion led founders to go back to shareholders with their hands out, looking for more capital to keep the business afloat. ‘It was not a good situation,’ continued Tom, ‘Not only had the revenue not come in, but the customer experience had suffered as a result of the business trying to do too much too quickly – which impacted the brand.’
Quick expansion and high standards not being able to remain consistent led to the critical mass never being reached. ‘It was inevitable that the company was going to go into administration once the overheads outweighed the revenues by a ridiculous amount’.
Interestingly, the company was bought by someone in the industry with more experience and it is now a thriving business with stalls across London train stations.
The lesson here is about speed and experience. Of course, as a minority shareholder, you can’t dictate the company’s plan, but you can counsel them. And if you see them trying to go too fast in an industry in which they are new, put up a red flag and introduce them to that contact you have who has done it all before, so they have the guidance and the support they need to make it work.
Lesson 3: Scrutinise the balance sheet; ensure the data source is credible
This lesson came six months after an initial investment into a flower distribution company when it was discovered that the business owed £350k in VAT. Caroline explains, ‘I have a thorough approach to everything, and my due diligence on this investment, like all my investments, was done with a finetoothed comb. The problem, I later learned, was there was missing information.’
The Business Plan that was sent to Caroline didn’t disclose this financial information. If it had, she would have quickly seen the company was insolvent.
The lesson here is a nuanced one. Of course, Caroline did her due diligence, so how could she have avoided this situation?
At Envestors, we always recommend our companies work with accredited advisors to show investors information has been reviewed by a qualified third party. This could be an accountant or corporate finance advisor or, failing that, we recommend investors work with an investment network that is regulated by the Financial Conduct Authority to protect themselves from situations like this. A regulated business will ensure all information is clear, fair and not misleading.
After a colleague gave her a tip off about the ‘coolest new business to disrupt the fitness industry’, Julie was excited to make her second angel investment. The timing was a bit tight, but she managed to conduct her due diligence in time to get the benefit from the Enterprise Incentive Scheme (EIS) in the year, which meant her £10k investment would be subject to 30% tax relief and if things went badly a further £2,800 in relief, so the total amount she stood to lose was £4,200 and not the full £10k.
‘Sadly,’ says Julie, ‘while they had a stellar brand, the business was absolutely not the next big disrupter. I could tell from the outside things weren’t going well and getting information out of them, despite being a shareholder, was like trying to interrogate an MI5 agent.’
Then the inevitable happened, the business folded. ‘I was upset when I found out, but I exploded when I learned my tax relief wasn’t coming.’
While Julie believed the business was eligible for EIS, she later learned the paperwork had been incorrectly filed and there was no tax relief to be had.
The lesson here is to ensure that the EIS paperwork, and all paperwork related to your investment, is being handled by a qualified individual such as a lawyer or company secretary. S/ EIS is notoriously complicated and it is easy for non-specialists to make little, but expensive mistakes.
As the current COVID-19 situation has proved, external factors can’t always be controlled. Tanith learned this lesson after investing £20k into a boating business as she knew that ‘boats don’t deplete in value over time as they just get repaired’.
‘The company was doing really well and decided to expand. We were all onboard with it. To purchase more boats, the company took a loan from an international bank. But soon after, the financial crisis descended like a perfect storm and sank us.’
Once the financial crisis took hold in 2008, the bank pulled in the loans. While this decision had nothing to do with the business, it left the founders scrambling to find new backers in the worst financial crisis in recent memory. Unable to do so, the boats were sold off.
This shows how external events, such as recessions, can impact businesses hugely and uncontrollably. Overnight the business went bust and Tanith and the rest of the investors lost their investments, just like that.
A key lesson to take away here is that stuff happens. The only way to protect yourself against the uncontrollable is to build a diverse portfolio. Experienced angels know that a good portion of their investments will go bust, while others will circle the drain slowly before sinking and some won’t do much at all. Then, there will be one or two that will exceed their potential. Accept that some will fail – no matter how clever you are – and ensure you’ve got enough in your portfolio to balance the risk.
One of the greatest appeals of angel investing is that it is a lot more than just providing financial resources to earlystage companies and waiting for a return: a key role of angel investors is to help the business grow by sharing contacts, advice and mentoring the founding team. Therefore, angels are referred to as smart capital as they deliver both finance and expert knowledge. The lessons from our five angels have been learned the hard way so I hope you can gain the benefit from them.
Author
Chantelle Arneaud is from Envestors.Envestors’ digital investment platform brings together entrepreneurs and investors across geographies, communities and sectors –creating the single marketplace for early-stage investment in the UK. www.envestors.co.uk
As entrepreneurs we know that 2022 has been the most extraordinary and challenging year to-date. The issues we face aren’t going away in the coming weeks. This means that the only choice we have is to take the remainder of the year by the scruff of the neck. Start-up founders need to put all their energy into squeezing the best out of the rest of the year!
We have the opportunity create something better for everyone instead of some watered down ‘new normal’ that focuses on all the things we can’t do. The first step for getting the most we can from the remainder of 2022 is to embrace uncertainty. None of us know what’s around the corner so what do we do now and for the rest of the year? We demonstrate our entrepreneurial skills and adapt.
Let’s look at ideas to give you a boost in the right direction.
Stanford psychologist Carol Dweck became obsessed with understanding how people cope with failures and setbacks. Initially her research looked at kids and how they reacted to puzzles they couldn’t solve. She thought that she would find different levels of resilience but what she actually found was that children, especially young children didn’t even consider not being able to solve the puzzle as a failure in the first place. It was just a game – a fun challenge. The outcome of Dweck’s research is now world famous and she proposes that our success and happiness in life comes down to one thing –mindset. According to Dweck there are only two – fixed and growth.
Those with a fixed mindset, have a fixed idea of what they are capable of, believing that what they are born with is the finish line. They tend to be more defeatist, accepting the problems without much effort or belief they can find solutions. Those with a growth mindset believe that what we are born with is just the beginning. What we are capable of is not determined by anything other than our own aspirations, effort and determination.
Interestingly, Dweck believes we are all born with a growth mindset and get trained out of it by the school system, unsupportive parents and social expectations. We are taught that failure is unacceptable – even though all great success comes through failure not by avoiding it. If ever we needed to re-assess that growth mindset it’s now.
Take a minute to consider whether you have a fixed or growth mindset? Has Covid-19 made it more fixed as you sink into a gloom? If you imagine you had a growth mindset instead –what would you do? Looking at your startup and the rest of 2020 – what could you try? What have you always thought of doing but never got around to it? Lean into the uncertainty
and adapt. Use it as a springboard to try things you’ve been putting off. Is there a different market you could approach? Stay flexible, open and curious.
What have you done today? Is that getting you closer or further way from your life goals and those you have for your startup? If you want a different tomorrow so you find a successful way through the pandemic, you need to take steps to change what you do today.
Stop for a moment and reflect on how you spend your time. When did you get up this morning? How much TV do you watch? How much time do you spend on social media? How much time do you spend learning something new? Do you spend time with family or friends? Are those exchanges enjoyable or stressful? How much time do you spend on your health? How much sleep do you get most nights?
Take a minute to draw a circle and divide it up into slices that represent how you spend your time during a typical day. Now draw another circle and divide it up to represent how you would like to spend your day. What could you change today in your startup or growth business to improve your day? Identify the things you like or can live with and the things that you don’t like and can’t live with. How can you change the aspects of your day that bring you down?
Often, we don’t need to make wholesale sweeping changes; subtle little shifts accumulate to bring about change.
In 1967 psychiatrists Thomas Holmes and Richard Rahe developed a list of 47 stressful events that could impact health and happiness. The assumption is logical – we get more stressed when bad stuff happens to us, start accumulating stressful experiences such as a job loss, illness or divorce and you are more susceptible to physical illness, disease and depression. Global pandemics and economic uncertainty don’t help especially if you are in the early stages of your startup.
But, the fly in their theoretical ointment was the fact that not everyone who experienced really tough life events were negatively impacted by them. On the contrary, some of those people actively flourished. This field of study is called post traumatic growth or adversarial growth and studies have shown that great suffering or trauma can actually lead to huge positive change. For example, after the Madrid bombings of 2004 psychologists found that many of those affected experienced positive psychological growth. A diagnosis of cancer and subsequent recovery can also trigger growth.
The people in many of these studies found new meaning and new purpose from surviving something terrible. Instead of seeing their situation as a failure or a problem they believed Nietzsche, who said, “What doesn’t kill me makes me stronger”. As an entrepreneur how can you use Covid-19 in the last months of 2020 to find new meaning and positive growth?
Take a minute to think about exactly what you are worried about most in your startup and identify one thing you can do about it right now. Set that in motion. What positives could you pull from the turmoil? Get creative – think of at least three positives that Covid-19 and the current economic turmoil could give you and your business. It might not be fun but if you can find the silver linings you can often move on quicker.
I’m a great believer in the power of micro moments and tiny interventions. These suggestions are pulled from my Meee in a Minute books, each offering 60 one-minute micro-ideas and insights that can help us to shift our perception in life, family and at work. It need only take a minute to make a change and get the very best out of the last few months of 2022 or you and your startup’s team.
Author
Sid Madge is founder of Meee (My Education Employment Enterprise) which draws on the best creativity and thinking from the worlds of branding, psychology, neuroscience, education and sociology, to help people achieve extraordinary lives. www.meee.global
Unfortunately, at some point or another, most businesses will face a crisis of some form or another. Whether it is a data breach, a disgruntled former employee, a malfunctioning product, an environmental issue or more recently, a global pandemic forcing businesses to change how they do things overnight, a crisis can hit at any time.
A crisis of any nature can threaten an organisation’s reputation and cast doubt over its future and a poorly managed crisis can ruin a business for years to come. Yet unfortunately most organisations tend only to focus on crisis communications when the event is already happening.
The way you choose to communicate in a crisis reflects your brand, your values and your entire ethos as a business and so it is absolutely vital to have a plan in place because the best way to manage a crisis is to prepare for one. While each scenario is unique and will have factors beyond your control, preparation is key. At Represent, here is how we advise clients prepare for when things go wrong:
Create a dedicated crisis comms team responsible for planning and communicating during a crisis. This should include a representative from all aspects of the business – PR, marketing, sales, HR, IT and finance, as well as your senior leadership team. They should have in depth knowledge of the business, be able to think on their feet, and have the authority to make important decisions.
Ensure your crisis comms team meets regularly to review potential threats, both internal and external, and develops a plan for dealing with each potential crisis. Having processes in place for all eventualities will enable you to deal with them much quicker and more efficiently and reduce the potential for reputational damage.
Understanding who your key stakeholders are is absolutely vital to executing effective crisis comms. Think about who you need to communicate with – employees, customers, the local community and the media (to name but a few) and then plan, plan and plan again for each and every potential scenario.
Unfortunately, an issue or crisis may attract media attention. In these cases, it’s important you have a spokesperson trained for media interviews. Do some media training in advance to give your spokespeople the skills to control an interview and
stick to the agreed messaging. It is a hugely valuable process that leaves participants confident and prepared to handle whatever tricky media questions they may be faced with. You don’t want to be left red faced like BP chief executive, Tony Hayward, who following an oil spill that resulted in the death of 11 people, told a host of journalists: “There’s no one who wants this over more than I do. I’d like my life back.” This did nothing but exasperate the crisis.
Clear and concise messaging is vital. Be consistent, honest and draw on the facts, while being careful not to speculate about the unknown. Be clear about what you are going to do to address the issue and then be sure to share the same message across all your communication channels. Make sure anyone taking calls at your organisation repeats the same message day in day out until the crisis passes. And don’t forget that once it has, it is even more important than ever to share positive news from your company in the months ahead.
How you respond to a crisis can make or break your reputation. That’s why it is vital to plan – assemble a team, plan for different scenarios, ensure you are consistent in your messaging and train your spokespeople so that if and when a crisis does occur, you are ready for it.
Author
Judith is founder and managing director of Edinburgh-based PR & digital marketing agency, Represent Comms.
It’s a common scenario: you have just finished that presentation you’ve spent hours, days or even weeks preparing for, and you are really pleased with how it went. But now you are faced with a Q&A session. Although this may be daunting because it is harder to rehearse, it can be an incredibly useful experience and should be encouraged if time allows. It offers you the opportunity to further demonstrate your knowledge and expertise on a particular subject which could benefit your business, for example, by instilling confidence in potential investors and therefore encouraging their participation.
Q&As also offer a valuable chance for self-reflection. For instance, a section of the presentation you think is clear, may not be if you receive lots of questions about it. Perhaps it is time to look again at the content or your delivery of this topic, and either edit it if you are giving the same presentation again or be mindful of avoiding similar mistakes in your future presentations.
Here, Zoe Melhuish, Content Creator at creative marketing agency PMW, advises on how to approach a Q&A session.
Although it might not be possible to rehearse exactly what questions you might receive in the same way you can your presentation, it is still possible to prepare for your Q&A to an extent. Look through your presentation for any obvious gaps. Perhaps, for example, you have not included certain sales figures, or projections. Any gaps in your presentation are where your questions are most likely to come from and identifying them allows you to ensure you know the relevant information you may need. You could also try practising your presentation to a trusted colleague who might think of questions on topics you hadn’t considered, increasing your awareness on the types of questions you may receive and allowing you to prepare for them.
A bottle of water is your best friend. Those first few seconds after being asked a question can be nerve-racking. You don’t want to start speaking before you’ve had chance to think about your response, nor do you want to be seen as hesitant and therefore nervous or uninformed on a subject. By having a drink of water at hand and taking a sip before you answer a more difficult question, it gives you valuable thinking time without looking like you are hesitating. However, it is best to avoid having a sip of water before every answer as this might then appear to be a nervous habit.
No matter how many times you have presented, it is natural
to feel nervous which can make us feel uncomfortable and more likely to fidget or use body language we would not normally. Try to avoid crossing your arms as this can appear defensive, and fidgeting, for example, with a button or hair tie can highlight your nerves. However, it is important to not look too stiff and rigid as this could also demonstrate discomfort. A good way to stand is with your shoulders nice and relaxed (try to consciously push them down. When we feel nervous, we tend to raise them without realising) with a calm, open posture, a smile and a nod whilst talking can also indicate confidence.
To really connect with the audience, it might be useful to employ something called convergence, where your speech and your behaviour becomes more like that of the person asking you a question as a way of making yourself more relatable to them. For example, you could try adopting a similar speed of speaking and perhaps using some of the same gestures or phrases that they do. You don’t have to change your natural style of speaking too much, in fact it’s best not to, but using a few similar phrases will help you connect to your audience, making them more receptive to your answers.
When delivering your answers, an awareness of a theory regarding four key components of effective conversation, known as Grice’s Maxims, could make your responses more effective and help you feel more confident. This consists of:
Your answer should detail enough information that the question has been addressed fully but should not be too long. Once you have given all the relevant information you need, stop. It is easy to think a long, in-depth answer is needed to show your expertise, but this is not the case, and you are more likely to ramble making you appear less confident or knowledgeable.
Your answer should be true or if you are unsure, for example, if the question is about a future projection, it should be what you believe to be true. Whilst it can be tempting to exaggerate to try to impress, it can be easy for the audience to spot and embarrassing if you get caught out. Being honest, even under pressure will make you appear more trustworthy and ultimately benefit your business.
Your answer should be as relevant to the question as possible. This shows that you are actively listening to the question and
have understood it. It is possible that in your presentation you might have missed out a piece of information that you wanted to include, and the temptation might be to try to include it in an answer that doesn’t really fit the question. However, this is more likely to make it appear as though you have misunderstood the question and undermines the audience’s confidence in you.
Deliver your answer in a clear way. Try to avoid ambiguity, obscurity or vague language. Remember if you need to take a second to think of the answer before you give it, that’s OK. A
clear, well-articulated response will leave your audience with a greater understanding on the topic and confidence in your expertise. Don’t forget to consciously slow down your speech as we often speed up when we are nervous, which can make our answers less clear.
With practice your Q&A can become as strong and confident as your main presentation. If you are still feeling daunted, try to remember that the questions are not being asked to trick you, but because of a genuine interest and to learn from you. You are the expert, so have confidence in yourself and your answers.
Good quality links and content have become much more important for telling the search engines whether a site should be served up in their search results or not. That’s why an SEO-savvy PR agency is now the most powerful weapon for boosting web traffic. Louise Findlay-Wilson, Managing Director at Energy PR, elaborates…
SEO may seem like a dark art, but it’s only perceived like that because people have tried to ‘game’ the system, using tricks and techniques to take advantage of the way the search algorithms work. For instance, in the old days, the links to a site were a key measure which Google’s algorithm used. So, SEO agencies focused on securing backlinks; whether they were legitimately sourced or of any quality was of no real concern. The SEO power of a small number of high-quality backlinks could easily be replicated by an enormous quantity of low-quality backlinks! And so, an entire industry was born, with people paid to paste links back to sites by adding them to every website on the internet that had a comments section. What nonsense!
These days, while high-quality backlinks are still extremely powerful, such spamming is quite rightly penalised. The algorithm has become smarter. And that’s the bottom line really. SEO algorithms are in a constant state of evolution, in their bid to help users find what they are actually looking for. While there might be a few tricks you can play, eventually the algorithm gets wise, and you might even be penalised for trying to out-fox the system.
Google wants is to offer users a relevant, quality search result. As a result, modern SEO efforts are all about honestly generating and promoting a usable site, that’s purpose is understood and ‘does what it says on the tin.’
Seen in this light, a PR agency has such a big role to play in all of this. A decent PR agency utterly understands the target audience a business is trying to reach. It will know what makes them tick, what questions they have, and so will help ensure that in terms of content and tone the website ‘talks’ to them clearly and helpfully.
The PR agency will also deliver quality links to your site through its online media activity. PR people are highly skilled at leveraging the news agenda to get a journalist to do your marketing for you, talking about your products and services in what feels like a third-party endorsement and carrying links in the ensuing coverage. Such media activity boosts traffic to your website and vastly improves your Google performance. Let me quickly explain why this is the case.
Respected online media titles are rated by Google and the other search engines. If your company is featured in an
article on a relevant topic in a good, pertinent media title and that article then links through to your website, Google’s algorithm notes it. It recognises that, for that subject, a respected website (the media) directs people to your site. If this is repeated on many media sites consistently, Google will conclude that yours is a good site to point people to for that topic. So, it will place you higher in the search rankings when people search for it.
That’s why, with some careful consideration for the key phrases/topics that matter to your business, you can use online media relations to dramatically boost your web traffic. For instance, we’ve helped one company more than double its already good web traffic figures in a year, through highly tactical media work designed to boost its search engine optimisation.
Obviously, this kind of work isn’t a quick fix, but the sooner you get the right PR agency on board, and they make a start, the sooner you will make a difference.
A savvy PR agency will also help your SEO in other ways. For example, writing up your successes as case studies, and prompting happy customers to leave Google reviews, massively boosts your SEO.
The agency will refresh your website’s blog or knowledge centre. Regularly crafting compelling, carefully optimised, content, which again boosts your chances on the search engines. I don’t mean pages rammed with keywords which are hard to read and add no value. I mean content which adds value to the reader; educates and informs them; perhaps answers technical questions and helps with their decisionmaking. If relevant and useful it will also be perceived to merit recognition by the search algorithms.
The PR agency will also help you develop relations with influential bloggers and vloggers – arming them with content which again links to your site. Good for your traffic and for your SEO.
Brand partnerships, either with likeminded complementary brands or with suitable influencers, is another powerful way to create web traffic, content, links and SEO, and PR is the vehicle which drives such brand relationships. For instance, we helped toy brand Galt, partner with the kids’ luggage brand Trunki. Through the alliance both parties reached new online audiences, boosted their content and drove web traffic to their respective sites.
The jury is out on whether shares on social media may or
may not affect a web page’s position in search listings. While Google doesn’t overtly say they do, a spokesman did confirm that Google crawls social websites for data in the same way that it would any other site saying: “Facebook and Twitter pages are treated like any other pages in our web index, and so if something occurs on Twitter or occurs on Facebook and we’re able to crawl it then we can return that in our search results.”
Furthermore, in a 2018 study, Hootsuite tested the SEO results of articles; some had been promoted on social channels, some hadn’t. It found that the pieces with top social shares received an average 22% boost during the duration of the experiment.
Even if you don’t believe social activity boosts SEO performance, social profiles definitely influence the content delivered in search results. You may have noticed yourself that if you search on a brand name, social media profiles will often be amongst the top results.
That’s an important consideration, as if your social channels are going to be the first thing someone is served up when they search for your company, you want them looking tip top. It pays to have profiles with up-to-date info and engaging content. Again, something that’s part of your PR activity.
As you can see, PR is a critical SEO tool. Indeed I’d argue that it really is the only future-proofed SEO strategy, because it generates real backlinks, true endorsements and content that’s designed to resonate with your audience rather than hoodwink the search engines. If you’re not using PR as part of your SEO strategy, please start. But rather than appoint an SEO agency that’s trying to ‘adopt’ some of PR’s tools and techniques to help them ‘game the system’ – why not go for the real deal, appoint a proper PR agency that knows its SEO stuff.
Author:
Louise Findlay-Wilson is a regular speaker and commentator on PR, digital and social media and owns leading agency, Energy PR.
Fear at work comes in many forms. External forces that are out of our control like the pandemic give rise to fear and force change upon us because we are living in a VUCA (Volatile, Uncertain, Complex and Ambiguous) world. Internal fear forces at work may arise from unfair treatment, anxiety about job security, or fear from bullying and harassment. Whilst we can’t control many external forces, leaders can eliminate fear within the business because fear stops inclusion, and a lack of inclusion generates fear, but how does this cycle develop in the workplace, and how do we break it?
Fear is often systemic. The less diverse the business, the more likely the problem is systemic. Making employees fearful of losing their job keeps them vulnerable and easy to manipulate. Fear that is felt collectively within the workplace, is harder to alleviate. The more fear there is in a business, the more likely it is that people who don’t ‘fit the mould’ will be excluded. We fear those who are ‘different’. We are consciously or unconsciously fearful of people who are different to us. Some of us are afraid of saying the wrong thing or simply not knowing what to say in the first place so we keep them at arm’s length, as is often felt by workers with disability, indeed all minority groups.
Hoping for the best isn’t going to work. Whilst some leaders are given budgets to support inclusion, and we know that diversity makes us smarter and changes the way we think, this will simply never be enough to break the mould and create real change.
Fear generates opportunities for bullying. Fear is highly effective as a means to exert control over others. Bullying and harassment are still rife in the workplace and through intimidation and exclusion tactics, bullies disempower victims and also coerce others into enabling fear. Cultures characterised by bullying are neither cost-effective nor productive ones.
Fear-based management. Fear-based managers are obsessed with the rules, punishments and structure. They use exclusion techniques to maintain control and cling to power through fear. They are frequently insecure about their own position and enjoy power games to divert from their own ineptitude.
Shift from ‘I’ to ‘we’. Dominating opinions mean silent voices, so you lose the benefits of diversity. Instead, welcome different opinions and harness the collective intelligence of the entire team for better results. You will go further together. Avoid group think, don’t go with the consensus. Encourage disagreement by listening, calling for input from everyone
and creating transparent processes. That doesn’t mean you should create a tug of war of ideas. Instead, be open to other’s ideas and offer co-responsibility and co-accountability for actions taken as a team.
Change the culture – To effectively focus on changing culture and behaviour, don’t be derailed if things don’t go according to plan immediately. In every change programme you will need to go backwards and forwards. Be prepared to unlearn what you have learnt and to relearn new habits – this takes time, education and commitment. Minorites don’t need fixing, it’s the attitudes towards them that need attention. Blocks, poor systems and processes, and toxic individuals need removing. Put everything you have behind effective change. Leaders are pivotal in ensuring diversity and inclusivity and need truly to believe in the value of D&I and do all they can to achieve and support it, including creating significant budget. Ensure you have people who influence positively on the change programme and that the change panel are diverse themselves. Hold effective meetings preferably around a round table to avoid a visual hierarchy and call out interruptions if they arise. Research shows that men are three times more likely to interrupt women in meetings. As a preventative measure, leaders should name this as unacceptable behaviour before the meeting starts. Practise collaborative behaviour by enabling everyone to state issues respectively, question if you think there is a misunderstanding and take turns.
Commitment, not compliance. Training, groups discussion and real action are needed to raise awareness and for deep understanding. Compliance won’t be nearly as effective as commitment.
Avoid meritocracy because merit is in the eye of the beholder. Don’t reward individual behaviour if you want a collective result. Systems and processes are needed, but so is collaboration. Recognise your bias. We all have biases, but we need to recognise and accept they exist. Just because you have a daughter doesn’t mean you don’t unconsciously have a prejudice towards women. Take a step back to see what your actions say, test your ideas with a coach.
Handle bullying properly. How a business handles bullying reveals how they feel about diversity and inclusion as well. Active, genuine inclusion is the single most effective way of eliminating dysfunctional behaviour. The importance of belonging and connection have never been more important. Speak to people, be curious and engage in courageous conversations. Listen to other people and come without judgement. These conversations may not always be comfortable, building psychological safety often isn’t, however it is incredibly powerful.
Role model the right behaviours and call out the wrong ones. Listening to what others say and paying attention to what isn’t being said and the conversations that are being avoided are key to inclusion and reducing fear. If you feel that these avoidances are deliberate, raise them with leaders, who themselves should strive against a blame-based culture.
Minorities require support and engagement. Anyone in a minority might need time to find their voice but it is vital they are given those opportunities. Don’t rely on them to lead the change or fix the problem or put them on a committee or interviewing panel just for the sake of it. The whole panel has to be onboard with reducing fear, and supporting and building D&I. Remember minorities aren’t the problem, it’s the attitude towards them that’s the problem.
Leaders should evaluate systemic problems. Leaders shouldn’t be afraid of the evaluation of their systems and
processes and shouldn’t do it as a tick box exercise. Data may be different between groups, countries or departments so collect and evaluate separately. Ask for regular updates on D&I and test to see how it is helping or hindering strategy. Know what the gender and minorities pay gaps are and where in the hierarchy the D&I talent starts to decline.
Diversity means different reward centres, beliefs and experience. Find out what your people need, think and want and they will be sure to feel included.
by Thom Dennis of Serenity in Leadership and Suzie Lewis, Founder and MD of Transform for Value: www.serenityinleadership.com
We know that if a plant isn’t thriving, firstly you consider whether it is in the right environment. Is it being watered too little or too often? Is it in bright sunlight when it prefers shade? Is it potted in the correct soil? You may also need to till that soil, gently breaking it up, to release the nutrients inside, enabling the plant to thrive.
The same is true for teams. Teams need ongoing care and maintenance. Effective teams are greater than the sum of their parts, achieving high levels of trust, agility, and productivity. They can innovate, integrate new ways of working more quickly, challenge openly and produce great outcomes.
In our experience there are four essential elements, underpinned by self-awareness, that need to be in place and working effectively for a team to be able to thrive. As a founder or leader of a growing business, by exploring your team through this model, you can identify perceived issues in any of the facets that could cause dysfunction or inefficient working methods.
I can’t get enough of this model in my own team, whether we are hitting the highs or the lows, invariably I find the answers we need working in this way. We examine how we are nurturing our climate, maintaining our focus, building great team processes and encouraging our flow.
Teams where individuals are healthily self-aware of their personality preferences, understand others and adapt and connect to each other, produce the best climate and enjoy higher levels of trust and engagement.
Tapping into the diversity of the team, creating a climate of constructive challenge and mutual respect ensures problems and opportunities are approached from a wide variety of perspectives. Creating a team climate where members are encouraged to come at things differently and feel able to openly express themselves, in whatever way suits their preferences, tend to generate new ideas which benefit the team and the business.
Teams are also most effective when people have a positive perception of the team unit, feel that they add individual value and feel that their contribution is appreciated. Regularly recognising great teamwork and celebrating success creates a powerful effect which can be contagious across the organisation.
When teams are focused, with a clear vision and goals, they are more able to identify practical steps to move from current to future state and are motivated to take the necessary steps to get there.
At Insights we’ve found that different people respond to goals in different ways. When we tailor the outcomes to the team, ensure we have purposeful and visionary, yet specific goals, this can lead to higher performance, when we maintain the focus. A focus on our clearly stated ambition helps to create clarity and understanding, avoiding a lack of ownership.
Additionally, we’ve found a mix of team-centric goals –maximising each person’s contribution to the team – as well as individual goals improves overall effectiveness and performance.
Process
Teams with strong processes thrive because there are clear methods of working. Processes which cover the human or people related aspects of team development, strategic processes which can keep our eyes firmly on the horizon, individual and team measurement and performance processes are all vital components to ensure the team is aligned and understands it unique and specific function in the organisation.
At Insights we also have a value of ‘enjoying the journey’ together. Whilst it may sound silly to have processes around having fun, teams who play together stay together, so ensuring regular routines to ensure human connections are made is essential.
How a team works together – or flows – is an important ingredient in its overall success. Taking the time to listen to colleague’s personal experiences, empathising and responding authentically with each other helps ensure flow.
We have a culture of check-ins and check-outs at Insights which significantly helps establish flow. Sharing personal or professional experiences and aspirations for the meeting, or project, at the beginning of team time together encourages teams to be empathetic and respectful of team members. When teams have the shared goals and focus on flow, they work collectively and interact positively – this increases team unity and collaboration and encourages individuals to bring forward new ideas in service of their shared goal.
A team being ‘in flow’ which is hard to pin down, but it is very apparent when it’s not happening. Each member of a team, and particularly the leader of the team, has the responsibility to nourish and till the soil of the team so it can establish flow,
Climate, focus, process and flow are four simple elements when applied to a team are ingredients akin to tilling the soil, hydrating and nourishing a plant, which can help ensure your team grows and thrives. Taking this lesson from nature, what
are you doing in your teams to ensure you are maximising your team’s success?
Author
Fiona Logan is Chief Executive of Insights. Fiona came to Insights in 2015 as VP Europe, and soon took on the role of Chief Operating Officer. She joined from her post as CEO of Loch Lomond and The Trossachs National Park following an international corporate career with IBM and Unilever. Fiona has attended Henley, Harvard and Macquarie Business Schools and is a previous winner of the UK Public Servant of the Year from the Women in Public Life awards. Fiona enjoys life as a mum to two teenagers and is a passionate wild swimmer, walker and environmentalist.
How we adapt to new ways of working today is going to have a dramatic impact on the types of talent we hire in the future. As many of us have experienced, working from home has become a more accepted, and necessary, practice in the wake of Covid-19 and the disruption caused over the past two years.
As restrictions are lifted in the UK, businesses are faced with a choice, while many people now expect the option to work remotely. In response, people have shown willing to go and find the ideal role that fits to their lifestyle. Businesses are becoming more flexible and are now placing less emphasis on the workplace.
Employees are no longer restricted by their geography and employers are granted the opportunity to scour the planet for the best talent for their operation. What this means is that companies are finding it easier to diversify their workforce with a variety of experienced people, which will bode them well in the longer term, as the role of industry on its environmental, social, and corporate governance (ESG) comes into play.
Although an opportunity for positive change and strides towards more equitable employment, on the other hand, this also means that companies that provide remote and hybrid working options are going to have to find ways to integrate new starters and jobseekers into their workforce.
Without the same levels of facetime that pre-pandemic hires perhaps took for granted, the new and future generations could lose out of invaluable experiences gained by rubbing shoulders with their peers. That natural osmosis is vital to the transfer of knowledge. If we ignore this fact, businesses could find that the knowledge base within their organisation will eventually diminish.
Despite a change in attitudes towards employee welfare and the greater level of choice employees now own, the success of any business is still ultimately dictated by the market they work in. It’s unfortunate, but at this moment in time I believe lots of managers still define their company’s success in the same way as they used to before remote working became the norm; defined by the number of hours people are seen to be putting in while business leaders seem to correlate that with financial growth.
However, there are new, numerical factors that businesses have begun to take note of in recent years. For example, the global efforts to combat climate change and its pursuit for net-zero will have a direct impact on the longevity and future growth of our industries. Furthermore, focus is turning onto the company’s social responsibility. As a result, more businesses are becoming conscientious employers.
It’s difficult to know how deep this transition is truly translating within UK companies. There are many business leaders who, at this time, perceive ESG as a disruption or a cost, rather than something that’s of immediate benefit to them, financially. That said, there is a much broader conversation around social and environmental responsibility within the workforce. While a huge positive, there are still several companies that are struggling to navigate these changing times.
Even prior to the Covid era, our communities were already becoming more connected. With the acceleration of conferencing technologies and the changing sentiment among employees working remotely, our workforces are becoming more homogenous while proving they can operate without the need to work side-by-side.
For example, our team at Optimist Performance facilitated an “away day” for one or clients last November. What’s interesting is that, of the 50 people in attendance, less than half of them had met one another before that team event, while the others were meeting each other in the flesh for the first time – despite having worked for the same company for the past two years.
This gives you an idea of how far the proverbial tentacles can spread, and how far companies are willing to go to find talent – it’s becoming much more extensive.
The challenge in this “new normal” continues to be based on how we help people to nurture and develop as employees. The question, however, is how to do that effectively while ensuring that people have the flexibility to continue working of their own volition.
This is where businesses must tread carefully as our industries enter new territory. Working remotely might be appealing if you’re an experienced hire – if you have the talent, businesses are less likely to turn you away simply because you don’t live within a commutable distance of their headquarters.
Where we are seeing challenges is when companies want to find less experienced hires that they can mould and nurture. While the workplace is traditionally a hub of information for a new starter, without regular interactions with their peers –away from Zoom or whatever virtual conferencing platform you elect to use within your business – they are more likely to plateau if they are not exposed to the wealth of experience in the company on a daily or even a part-time basis.
There are certain scenarios that cannot be replicated by workforces working remotely. Hearing and seeing how an experienced member of the team operates imparts wisdom that cannot be realised on a virtual video call. As our working patterns become more prescribed, meaning that our days are
often pre-disposed by online meetings, and we fill the time we do spend in the office with as much “practical” facetime as possible, there is the risk we’re migrating further away from the working cultures that we used to thrive on.
The most effective way for people to develop is by being around other people. The methods with which this is being deployed is now becoming more varied. And that’s ultimately a good thing because people do work at different speeds and at their best in different environments, so it’s important to retain that flexibility to work where you feel most comfortable. Therefore, while the pandemic has accelerated the technology and ability for companies to hire different types of talent, almost anywhere in the world, we should be mindful of the knowledge transfer that could be lost if your workforce is entirely independent of each other.
In response, while employees now demand more flexibility around where, when and how they choose to work, the employer carries a responsibility both to the individual’s
wellbeing and personal development and can be difficult to juggle when building a diverse team formed of different levels of experience and people at different stages of their careers. As a result, we should also be establishing the infrastructure and opportunities for people in the workforce to work alongside one another wherever possible. And that begins with creating inclusive and dynamic hubs where the wider team feels welcome, empowered, and enthusiastic to do what they do best.
Ollie Phillips is the founder of Optimist Performance, a company specialising in performance coaching, leadership, and behavioural change
There is a saying: “If you want to go fast, go alone. If you want to go far, go together.” This cannot be more true when it comes to entrepreneurs and their network. A community of like-minded peers is crucial for any business owner and their success. To network and share experiences and insights with other leaders allows you to draw from the expertise that only another entrepreneur would have.
When I started my business, I initially felt very isolated. Very few of my friends ran their own businesses or had to think about the things I was thinking of at that stage. As my business grew I started getting increasingly anxious with the lack of just being able to talk to someone in the same boat. As a first-time entrepreneur I was suddenly expected to know how to run a multi-million Pound business, without anyone to bounce ideas off, share knowledge with, or just get some more complex questions answered. It became evident that having like-minded people to surround yourself with wasn’t just a nice to have, it was a necessity.
The importance of networking cannot be overemphasised. It is essential for all business people, but particularly for the founders of startups and for entrepreneurs.
Luck was on my side when I was on a business trip in the Philippines and randomly discussed how to utilise offshore resources with someone I had met there one day. Through him I was introduced to a supplier who was a member of Entrepreneurs Organisation (EO) London. As an entrepreneur, working long hours and doing a great deal of the work on my own, I hardly thought I could afford the time to network. This proved to be entirely wrong! Not only was this an introduction to a like-minded individual with advice and expertise to share, but it also turned out to be my first experience of just how members of the forum look out for one another. I received first class introductions and invaluable hospitality and insights into business - something that hasn’t stopped to this day.
After that specific trip, I found that my local needs were also being met back in London. Once a month members meet up in a forum - in essence it functions like a board meeting for entrepreneurs. Preparation is required in the form of a onepage update on what you’re busy with at that particular time. If there is a particularly gnarly problem holding you back, this meeting gives you the opportunity to present it - just like at any company board meeting. It’s not all work though - we religiously have dinner afterwards!
Being in EO is not just great in concept, it also translates well into practice. With multiple chapters across the globe, you’ve always got a support network, no matter where you are. My business focuses on modernising financial, tax and regulatory reporting and bringing some colour to what can appear to be a grey world of manual and mundane tasks. Our latest
software, called for:sight, is helping our clients digitalise tax, cut costs, drive efficiencies and boost compliance. When we expanded the business into the US, the local New York chapter provided me with a lot of support - from finding an accountant, a recruitment consultant and even an apartment. All sorted in one afternoon thanks to connections through EO!
When starting a networking journey, keep the following in mind:
Make new connections where and whenever you can; however, don’t forget about the ones you’ve made in the past.
Be authentic when meeting new people. This will help build genuine, long-lasting relationships.
Present your company in such a way as you want people to perceive it. Honesty and authenticity are key here as well.
When discussing topics in a group, try touching on those that are of common interest.
Be active and of service when dishing out advice to other entrepreneurs. This will make you unmissable - the one to contact when help is needed.
Stay in touch with your network to uphold strong relationships.
Whether, as a business owner, you’re looking for new business opportunities, to combat loneliness, to build connections, to help others, to have questions answered, or to build brand awareness; networking is the answer - and the easiest way to do that is through your local chapter of EO or another business networking forum.
Author
Metcalfe, Board Advisor at ARKK and board member of Entrepreneurs Organisation London.
Writing copy can be challenging and the last thing you want is to spend hours working on a piece, only for it to miss the mark.
Zoe Melhuish, Content Creator at creative marketing agency PMW, advises on the tools and techniques that can make your writing more effective and help you to get the most out of your copy.
It may sound like a cliché, but it really is essential to grab your audience with your first few words or sentences. Your opening, or ‘hook’, is what determines whether your audience will read the rest of your copy.
An example of this can be seen in a famous scene from the comedy series, ‘The IT Crowd’ in which Moss is trying to contact the emergency services via email. In his first draft he types, “Dear Sir/Madam, I am writing to inform you of a fire which has broken out at the premises of…” before rewriting it as “Dear Sir/Madam, FIRE! FIRE! Help me!”
Although these are emails as opposed to the copy you might be writing, they are a great way of demonstrating an ineffective opening vs an effective opening as you can see how the second draft grabs the attention of the audience more. Why? Because it is short, sharp and snappy, getting to the information quickly, whereas the first draft rambled on, making it easier for the audience to gloss over the information rather than absorbing it. So, make sure your own openings are similarly short, sharp and get to the point.
A question can also be an effective hook because it actively engages the reader and encourages them to think and to pay more interest to the rest of the copy.
We regularly come across triplets or examples of the rule of three in effective writing. For example, ‘Reduce, reuse, recycle’. These are short sharp phrases, often no more than three words long, that, when put together, have a powerful impact and are crucially very memorable. They may contain alliteration (all starting with the same letter) but are still effective without this. Triplets are a great way of communicating simple instructions, so are often used when explaining how to use a particular product.
Whilst accidental repetition can cause the audience to switch off, deliberate repetition can emphasise your point
and make your copy more effective. Repeating a key phrase or rhetorical question, which the topic of your copy provides the answer to, can reinforce your key message to the audience. For example, if your copy is about advice on how to feel more energised, you could repeat the word ‘tired’ in a rhetorical question, for example, ‘tired of feeling tired?’, then provide the solution.
This technique works best when a small section of writing, such as a short phrase or question, is repeated, and it is important not to use repetition too much as this could cause the reader to switch off. Try to limit using the same phrase a maximum of three times in a piece to avoid this.
This is a technique in which rather than talking to the audience from a distance, such as writing ‘some people find’, you refer to them directly, for example, ‘you can see’. This makes the audience feel closer to the writer, that they are being addressed as an individual, and that the business understands them. It is a relatively simple technique but used appropriately it can make your writing more effective. However, be mindful of how formal your piece of copy needs to be, as using direct address can make a piece less formal, so consider when it is most appropriate to apply this technique. A strong ending
Think of your copy almost as a story with a beginning (the opening), a middle (the body of your copy), and an end (brining the piece to a close). Your audience should be able to identify when the copy moves from one section to the next. However, when reading a piece of copy it can sometimes feel like there is a beginning and middle, but no end, rather the copy stops abruptly. To avoid this, try signalling to the audience that your copy is ending by briefly bringing together some of the main points discussed, linking back to the opening of your copy or providing a call to action, such as visit this website, buy now, etc. By doing this you will improve the structure of your copy and make it feel complete, which will provide a better reading experience for your audience.
Although writing copy can be challenging, practising these techniques will help you create more effective pieces. If, however you still feel that your copy could be improved, then consider employing a professional copywriter who will be experienced in using these techniques and many others.
When most people think of ‘influencers’, they are usually thinking about Instagram stars. And whilst these influencers can reach large swathes of the population, they aren’t always the most effective, particularly when it comes to brand advocacy and word of mouth marketing.
The very best influencers for a business, are its employees. Afterall, what better brand advocate could there be than the people that work there?
The importance of personality
The biggest brand advocates share the same values as a business and will display those values – and therefore the company - in a positive and authentic light.
Whether deliberate or not, brand advocates and business influencers will boost awareness: supporting sales, customer engagement and even recruitment.
David Bernard, CEO of innovative artificial intelligence recruitment firm AssessFirst, is passionate about creating a positive business culture and states that personality underpins this.
He said: “During recruitment, though the cognitive skillset of an individual is important, their personality should never be overlooked. If a candidate’s personality has a high affinity with their employer - and its values, mission and visionthen the candidate will represent and advocate for that firm, becoming an influencer often without realising.”
David explains why recruiters should consider which information about a person is truly transformative in the search for ideal candidates.
He said: “Through predictive psychometric technology, we are able to provide non-bias evidence that will indicate a candidate’s ability to thrive in a particular company culture, in a particular job, and even within a very specific team. Company culture looks after itself with the right people on board.”
Great company culture boosts productivity, with happy employees being 31 per cent more productive than less happy counterparts. What’s more, a happy and emotionally healthy workforce is proven to drive brand engagement.
For example, Swedish fashion brand Lindex is renowned for its uplifting and encouraging culture. Supporting its staff through body positivity initiatives, Lindex launched an underwear campaign using them as the models. Because of this, brand advocacy is very high.
Similarly, Zoom is recognised for its culture that focuses on employee satisfaction and ultimately, takes care of its staff whilst they take care of their work. This comes as the firm takes the top spot as the company with the happiest employees for the second year in a row.
And, with research showing that 90% of Zoom Video Communications employees report happiness with their work-life balance, topped with 98% stating that they would call their work environment positive, this is a positive reflection of Zoom’s cultural commitment to ‘deliver happiness’ to its staff. David said, “A workplace culture that is centred around flexibility, collaboration and community is one that will achieve great success: attracting and retaining new team members.
“And, as employees are a business’s biggest influencer, these are all things that should be considered and put into practice.” David is a pioneer of remote working: helping his team to seek out an ideal work-life balance, which is demonstrated through AssessFirst’s 100% remote business model.
He said: “Where employers can do it, remote working provides new opportunity for both employees and businesses.
“It gives businesses access to a larger talent pool, fostering collaboration with people from diverse backgrounds worldwide.”
To maximise productivity, it is important for businesses and employees to work together towards the same goal.
And David explains the risks that businesses may face if their company culture isn’t reflected by the people that work there. He said: “Culture and personality are so closely bound to one another that there is great risk in not having them aligned.
“Bad reviews, negative word of mouth marketing and lack of efficiency are all things that are put at risk when employee personality and business culture aren’t aligned.”
Employees are critical to the success of any business, so it is only right for their personalities to be embraced. David encourages companies to nurture individual personalities as part of a collective cultural establishment. This, he argues, is what creates the best influencers your business could ever hope for.
In business, failure is as much a part of life as success, if not more so. Entrepreneurs are often driven by high achievement and therefore can feel setbacks deeply, but handled in the right way, challenges can propel us forward to go on to achieve even greater things.
What do success and failure mean to you?
The very concepts of ‘success’ and ‘failure’ are deeply subjective terms that are rarely as black and white as profit and loss. Moreover, these concepts can be heavily influenced by our own perceptions of a situation and how we frame things in our minds. Think of a time you pitched an idea to a group. You might have come away thinking it landed horribly, or people just didn’t get your idea. That feeling of failure has crept in. However, the group might have loved your idea and wanted to discuss it further internally before sharing any feedback with you.
Considering and understanding context is, therefore, incredibly important when it comes to determining how to move on from either end of the success/failure spectrum. What were your goals to start with? Where have you come from to get where you are now? What can you learn from where you are today to take you into tomorrow?
What causes us to fail?
One of the most common reasons for failure is poor expectation and goal setting from the outset. It is human nature to overestimate what we can do and place ourselves on an unattainably high pedestal. But if we shoot for the moon and fail, it becomes all the more painful a process to recover from. Instead, if we are realistic with our goals and specific about what we want from the get-go, it will help give a clearer indication of what success or failure will look like based on the outcomes we achieve.
If your goals are dependent on a team, a shared agreement of what those goals are, and a common sense of purpose are absolutely essential to ensure everyone is clear about what it is they are working to achieve and in what way.
Strong leadership action is key. The role of a strong leader is key. The most effective leadership action involves outlining a clear sense of direction, whilst also setting the tone to invite everyone to participate without fear of judgement or reproach. This is known as ‘psychological safety’ and is critical to facilitating good conversations where everyone feels their input is valued and important. This enables people to feel comfortable within a group and more likely to perform at their best. Teams who are not having good conversations, are not likely to succeed.
Moreover, it is also important to think about how teams are built and come together. Our human nature is to gravitate towards people who mirror ourselves, but homogeneity and ‘group think’ can often be the enemy of success. To innovate, you need diversity amongst your team so as to find as many differing perspectives on how best to reach your goal or tackle a problem.
Research has shown that when we experience a set-back, how we choose to respond can fundamentally affect our brains. Specifically, internalising a failure (or something we perceive to have been a failure) and dwelling on it, can eventually impair our ability to function in the future. So, it’s important to remember that success and failure are like a rollercoaster. You have to have the highs and the lows, but there will always be a way up again.
Positive thinking is not simply a cliched motivational message to be added to mugs, it really does make a difference. By using positive language in our thoughts, we can shift our thinking to reinforce the messages we need to be successful. For instance, instead of “I hope I don’t make a mistake during this meeting with a client” turn it into “During this meeting I will speak clearly with confidence because my idea is worth sharing.”
Studies have shown that focusing on the positives of our outcomes, even our failures, we can shrink the psychological hurt we feel as a result. This is important because when we experience failure and it hurts us, our subconscious tells us that we never want to fail at that same thing again, giving us a propensity to avoid doing anything similar again in order to prevent the hurt. This is known as avoidance motivation.
The counter to avoidance motivation is promotion motivation, which is the process of telling yourself something went well and celebrating it. By recognising your progress in small chunks and reviewing that process, it extends our enjoyment of our achievements if we take the small wins. Our brains accelerate as we perceive success to be closer, so the more we see achievement, the closer we feel we’re getting to it. When running a marathon, our brains simply couldn’t cope if we just focused on getting to the end of the 26 miles, but if we tackle it by celebrating a series of smaller milestones, it increases our motivation and helps accelerate achievement. The same approach can be taken with business goals.
British tennis player Emma Raducanu demonstrated a brilliant response to adversity after she opted to drop out of the Wimbledon following health issues, despite a promising start to the competition. Instead of dwelling on the situation, she actively took control of the narrative by retelling her story
by focusing on the positives of her game up until the point she had to drop out. The strategy worked well, and she went on to win the US Open only a few months later.
It is true that most start-up businesses fail.This, however, is not necessarily a negative. If in doubt, considerthe countless, hugely successful, entrepreneurs who have all had their fair share of business failures along their path to success. Failure is a positive when you use it to influence how you plan for the future and provides an additional set of tools to help you flex and deal with adversity in the future.
It’s useful to take a strength-based approach to this, which means regrouping and learning from the positives of the experience as opposed to trying to solve problems. Ask yourselves what went well? How did you achieve what you did? What processes helped you achieve this? What values did you work to in order to deliver those strengths? Now, how can you shape those strengths to reimagine them in a positive light?
When going through this process, it’s good to have open and honest conversations which use positive language to build on people’s ideas, even if they are not views shared across the group. Taking a human-centred approach plays a huge part in building empathy amongst the team which will help boost
productivity in the long term.
The most successful people accept and expect failure to happen and therefore plan accordingly for it. For an effective strategy, be sure to build in an ‘in case of emergency’ style plan so that if and when things go wrong, you are more prepared to respond.
None of us are gifted with a crystal ball, so there will inevitably be things that do occur that are outside of our control. In order to respond to those sorts of challenges, it is helpful to always try and keep time back in the day to ‘expect the unexpected’. By doing so, it helps us to always keep one eye on our ultimate long term strategic goals, whilst still retaining an all important ability to react in the moment.
Author
Stuart Kelly is a Performance Psychology Consultant at Impact, a global leadership development and creative change agency. Utilising his background in sports psychology, Stuart works with high performing athletes and teams to help them prepare and perform at their optimum.
Work-life balance is a term we’ve frequently heard banded about and more so since the Covid-19 pandemic, which has seen many of us working remotely.
A balance suggests that we should have an equal division of working and family or leisure activities, but shouldn’t we be looking to find harmony between work and life, not balancing one against the other?
This is especially true for business owners and leaders. At the different stages of their businesses, they will need to dedicate different amounts of time and energy.
Just as the needs for family, friends, and yourself change and go through seasons, your business will too. Therefore, work and the rest of life might not always be balanced and that isn’t necessarily a bad thing in the short term.
Some people are building their business at pace and dedicate their time and energy to that. For others, family comes first and there is every shade of grey in between. Business owners are individual leaders, with unique businesses and different personal and company visions. However, those who put their business first do need to be mindful of what they might sacrifice in their homelife.
The challenge is how we achieve a ‘work/rest of life’ harmony, starting with defining what it means to you.
Living the life you want Finding the harmony of your work-life brings perspective. If you only ever focus on delivering your vision for work, you may well forget why you’re doing it in the first place: mostly likely to live well and look after those you care about. It’s easy to miss this if you only work.
When you start a business, you often burn the candle at both ends and you get used to working long hours. It becomes the norm, and you don’t challenge yourself as to what you really need to focus on.
By taking the right amount of time away, you feel revitalised, healthier, and then actually enjoy work more as well as ‘life’. Not only that, but you reduce stress and increase productivity. Stop feeling guilty
Business owners often face a lot of fear. Fear that their business is about to evaporate; that the people who work for them don’t understand what the business needs; that if they turn down an opportunity that it may never return, and in general, they feel guilty when they are at work, and guilty when they are not.
You should never feel guilty for taking a rest, it’s important that we do.
A lack of harmony between work and life often boils down to not prioritising and planning effectively. You’ll find that if you maintain one to-do list for both business and personal tasks, you’ll be able to prioritise your time much better. And once you have a plan, stick to it.
Business leaders often overwork because they have a reluctance to delegate. This might be because the processes are in their heads, meaning it’s quicker to do the task themselves rather than explaining to someone else. Secondly, leaders can worry that no-one can do it like they can. Instead, leaders need to challenge themselves and ask – “could they do it better than me?” It’s important to accept that we all have different ways of doing things, and just because someone has a different approach to something, it doesn’t mean it’s wrong…and it could be better!
It’s baffling how many of us continue with a work-life balance with which we’re unhappy. If you hear yourself saying “I don’t have time” or if your partner complains about how much you are working, that might be a signal to review how you’re spending your time and make changes.
We all have the same amount of time available to us. What differs is how we each choose to use it.
Sometimes we can be very insular and not realise that as leaders, we need to think about the work-life harmony of others too. You are an example to your employees. What sort of culture are you creating if you’re always at your desk? They may replicate your behaviour, believing that working long hours is what is expected of them.
Take some time out to think about these things and you’ll be on your way to leading a more fulfilled working life.
Author
Fuller, co-owner of The Alternative Board
Churchill said, men occasionally stumble over the truth, but most pick themselves up and hurry off as if nothing had happened…
If you have stumbled across the article and hurry off ‘as if nothing has happened’ it will be shame.
What might have started out as an intrinsic enthusiasm to progress a career, to climb the corporate ladder or to build a business can often end up with a person developing perfectionist and obsessional traits.
If these traits become habitual then choosing work over other aspects of life can soon turn into a compulsion to work.
For those men that progress from a habitual to a compulsive demeanour, they can often find that their continued weighting of work creates significant challenges in their lives, particularly when married and with children.
Workaholism is seemingly most prevalent in Type A’s; those men that are hype competitive and obsessively outcome oriented – the same men that undoubtedly go on excel in their corporate companies or build hugely successful businesses.
Workaholics can forget work – life balance as most of their time, they’re experiencing work – life conflict.
If you curious about workaholism, read on…
Let’s get clear, workaholism is defined as a ‘compulsive desire to work’ and a definition of an addiction is ‘compulsive engagement despite adverse consequences’.
The word that stands out, that links these definitions and that can be used to assess your attitude toward work is ‘compulsion’.
If you have a compulsion, a consistent urge to work then it’s likely that you have progressed from having a passion for your profession to becoming a workaholic.
The term came into existence in 1971 in the book ‘The Confessions of a Workaholic’. A time when many of our fathers would have been in the ‘thrusting’ stage of their careers and since then has gone on to become a somewhat socially and maritally respectable and acceptable addiction.
According to the findings of recent survey that covered 2,000 employees across the UK (commissioned by SPANA), it found that 57 % of those surveyed checked their emails during the weekend, that 40 % feel they cannot switch off after work and that 20% checked their emails whilst in bed.
A sign of our wider attitude to work is when we ask someone ‘how are you?’ and they reply curtly with ‘busy!’
Our ease of accessing work through our devices and superfast broadband means that for many, ‘busyness’ has become a badge of honour and in many company cultures, being first in and last out of the office and firing emails at obscure times have become the subconscious metrics that determine whether or not someone is a ‘hard worker’.
As a society, I cannot help but feel we’re underestimating the seriousness and impact of workaholism in a socioeconomic sense.
Progressing the conversation around workaholism is an objective manner is a study the Bergan University (Norway). The study attempted to pin down exactly what lead people to developing a compulsive attitude toward work. The research team studied over 1,100 people and developed the Bergan Work Addiction Scale (BWAS).
The BWAS is diagnostic test to assess attitudes toward work and consists of 7 yes or no questions:
1.Do you think about how you can free up more time to work 2.Do you spend much more time working than initially intended 3.Do you work in order to reduce feelings of guilt, anxiety, helplessness
4.Have you been told by others to cut down on work but you don’t listen
5.Do you become stressed if you are prohibited from working 6.Do you de-prioritise hobbies, leisure activities or exercise because of work
7.Have you worked so much that it has negatively impacted your health
I believe the BWAS is a useful sense check, however, I also acknowledge that at times it may be necessary to prioritise work; the key differentiator between having a passion for your work and being a workaholic is seemingly found in the word compulsion.
Steven Bartlett, millionaire millennial, the founder of Social Chain and host of the highly acclaimed, The Dairy of a CEO podcast talks regularly about his ‘compulsion’ to over index work and the adverse impact of this is his life, particularly in terms of his health and in his closest and intimate relationships. As a gender, Steven included, it appears many modern day professional men have/are aligning their identities to what they do and go on to derive their self-worth from how well they do it. Who are you without your career?
If your business was taken from you, who would you be… Take a moment to ponder these perhaps uncomfortable questions…
Over the past few years, I’ve worked with a number of clients that would have never considered themselves to be workaholics, instead they’ve viewed their approach toward
work as demonstrating their drive and desire, to be their best and provide for their families.
But for many of these men, the outcome of their actions, and their tendency to over index work is always the same, they come to me: Lacking balance, experiencing unhealthy levels of stress, their wellbeing has declined and their relationships and become distant.
Maybe the alarm bells are ringing for you, maybe you have never considered yourself a workaholic, but if you feel slightly uncomfortable reading this, may be there’s some inconvenient truths to be faced.
It’s trite but true, if you find yourself in a hole, stop digging. The more we converse and normalise the conversations around the difficulties modern men experience, the more we, collectively, can reduce the stigma many men feel around asking for help or admitting they have an issue with something.
Author: Dan Stanley, Founder of BetterMen https://www.better-men.uk/
Not only do product sampling marketing campaigns provide immediate value, but they also have a long-lasting impact on sales. Alternative strategies, such as coupon campaigns, tend to only be trackable for two to four months until the coupon expires. With sampling, consumers are given the opportunity to experience a product’s quality first-hand and therefore the potential for them making a buying decision even months after is high.
Jeremy Freedman, Managing Director of the UK’s specialist private label wet wipe manufacturer, Guardpack , has a great deal of first-hand experience with product sampling, particularly within the cosmetics sector. Despite the fact that you are effectively sending out free stock, Jeremy has found product sampling to be the most cost-effective marketing strategy Guardpack has helped to facilitate for their clients. In fact, some reports have found that as many as 73% of consumers were likely to buy a product upon sampling it.
Aside from being cost-effective, product sampling also provides an easy way to test the success of a product, whilst helping to build a more resolute brand and building on product confidence. Here, Jeremy has shared his personal insight into exactly how product sampling can improve your sales and how the strategy can be implemented.
Through product sampling, you can achieve a number of things. You can introduce a product and gather immediate feedback from consumers simultaneously. It is also an ideal marketing strategy for a new or improved product. It can be rewarding to utilise this technique when introducing a different use for an established product, or even in the effort to reach an audience in a new location.
Once you’ve established the aim of your sampling strategy, you must ensure that your target market has ample access to your product before launching your campaign. Along with this, you will need to consider how much stock you will need to meet the demand that will occur, following the sampling campaign. The average consumer is likely to be turned off if, upon trying the product, they discover it is not available for purchase after their initial introduction to it.
There are a variety of ways product samples can be delivered to your audience, including special events, magazine inserts, in-store distribution and even direct mail. The method, or methods, you choose will depend on the audience you’re attempting to reach. Some samples may even be distributed as on-pack promotions - a toothpaste sample attached to a bottle of same-brand mouthwash, for example. Alternatively, there’s also the option of near-pack promotions, such as, a free sample of laundry detergent alongside the purchase of
a new washing machine. Further to the above, you may wish to distribute your samples via a related industry partner, as this is certainly a cost-efficient method. An example of this could involve being offered a free sample of moisturizing cream at the dermatologist’s office, or being provided with a much-needed wet wipe at the end of a particularly messy meal. This method is excellent as it puts the product in the hand of a consumer with an active need for it; giving them a memorable opportunity to appreciate its value.
Different brands will rely on different distribution methods to reach their respective audiences, and with such a vast range of methods to choose from, you have a great opportunity to control the expense of the campaign. Delivering samples in a direct mail campaign, for example, will be a lot cheaper than attending an event and hand delivering your product.
Being one of the cheaper methods certainly doesn’t make direct mail ineffective, however. By establishing metrics for a direct mail campaign, you can test demographic lists, as well as the results of any subsequent direct mail campaigns. Looking to the more expensive end of the spectrum, event sampling may be costly, but the impact your brand can make through presentation alone can offset the cost. Reaching your target audience at an event or venue that ties into your brand’s image will do much to create a positive brand association amongst your audience, that will almost certainly impact future purchases.
It’s also important not to forget the most modern form of product sampling: social media influencers. Providing influencers, with a large and relevant following, with product samples can help with your brand’s organic growth. This method is very cost-effective as you will only need to send out a small amount of samples for your product to reach a wide crowd.
Now that you have a good idea of the various benefits and methods of using product sampling as a marketing tool, you may feel ready to get started, but it’s always important to do some further research before sinking your teeth into something like this. You will need to understand the importance of psychographics in determining your sampling approach, for example. As well as how to utilise analytics to measure the overall effects of your campaign.
Like any business decision, a great deal of planning and preparation is paramount, and one of the most beneficial things you can do to ensure the success of a very effective marketing strategy.
Author
Jeremy Freedman has been producing more bespoke and personalised wet wipes sachets than any other UK company since 1995. Unlike other wet wipe contract sachet manufacturers, Guardpack are happy to offer considerably low runs - from only 2000 units for bespoke productsmaking new product launches and trials a very affordable option. Further to this, the Guardpack team are also working hard to encourage their clients to invest in their range of biodegradable wipes, as well as their sachets made of a recyclable plastic laminate.
Guardpack website: https://www.guardpack.co.uk/
Equity crowdfunding, invented a decade ago, is more popular than ever with entrepreneurs and investors - professional and amateur alike. But as a successful founder and entrepreneur, what do you need to know about this important branch of Fintech?
Equity crowdfunding leverages the power of our social networks to address the difficulties entrepreneurs and founders face in raising early-stage finance. Entrepreneurs pitch online to raise equity funds in return for shares in their company. If the target amount is reached, cash is exchanged for shares; otherwise, all bets are off.
It works a bit like an online version of Dragon’s Den, except that entrepreneurs pitch their ideas on an equity crowdfunding platform to a huge virtual network of potential investors. Equity crowdfunding is often attractive to investors because they can put small amounts into a variety of businesses, with potentially high returns. It’s also appealing to entrepreneurs and founders because they have control over what they sell, how much and at what price.
Equity crowdfunding has a diverse group of investors. Many are experienced venture capitalists, angel investors and entrepreneurs in the same sector as you.
Others are interested in a particular firm or product, while some are looking at the impact of an investment on a neighbourhood or the environment. Another set are simply looking to grow their savings at a time when interest rates are rock bottom. So the environmentally conscious can invest in promising new ideas for carbon capture, while enthusiasts can invest in their favourite micro-brewery.
The typical pitch receives the bulk of its funds from a few large investors, but also from many people who just like the product or want to support a company that is local to them or employs people they know.
Don’t forget that the social network aspect of equity crowdfunding could be an important source of new ideas and feedback that could help your business for years to come. use the shareholding register, and the wider pitch process, as a foundation for a loyal and wise client base.
There’s no immediate impact on your cash flow
When a founder or entrepreneur raises funds through equity crowdfunding, the funds they raise create a liability in the form of equity, rather than debt. The business owner is exchanging a share of their future profits for capital right
away. This means that, unlike if you had raised money from a bank or via online peer-to-peer lending, there is no immediate impact on your cash flow because interest is not paid on debt.
This gives you an extra advantage - raising capital in this way doesn’t expose you to the threat of bankruptcy if you’re not able to meet your debt obligations.
Of course, the new equity holders will have rights to the agreed share of your future profits, once you begin to earn them.
It’s not a time-consuming process
Entrepreneurs and founders know all too well that the process to raise funds can be a long and torturous one.
Equity crowdfunding platforms have well-established processes. Entrepreneurs and founders must capture the imagination of the ‘crowd’ on their chosen platform. Success is far from guaranteed, but there are numerous examples of what works and what doesn’t.
At a most basic level, entrepreneurs must provide business plans and information about their team and products for all potential investors to see and take part in online conversations about their business. The video from the entrepreneur explaining the business model and why she or he is the right person to implement it is often key.
The process, as far as entrepreneurs and founders are concerned, is tried-and-tested and not too time-consuming.
Be aware of how much information you’ll need to make public
Despite the many advantages of equity crowdfunding for entrepreneurs and founders, it’s not an ideal way of raising funds for all new businesses.
If yours is a firm which relies heavily on a unique technology or business model, you’ll need to post quite a lot of detailed information about this on the platform. You may prefer a less information intensive and open-source way of raising funds.
Author
Saul Estrin is an Emeritus Professor of Managerial Economics and Strategy and the founding Head of the Department of Management. He was formerly Adecco Professor of Business and Society at London Business School where he was the Director of the CIS Middle Europe Centre and Research Director of the Centre for New and Emerging Markets. At LSE he is affiliated with the Centre for Economic Performance and was the Research Director of the Entrepreneurship Institute.
Sooner or later, your company will be the victim of fraud. With fraud up 150% during the pandemic and fraud techniques becoming more sophisticated than ever (thanks in part to more experienced fraudsters selling their expertise as ‘fraud as a service’) it’s almost an inevitability.
At SEON we have a personal history with fraud. Originally, my Co-Founder and I started a cryptocurrency exchange. Almost as soon as it was launched the exchange was hit by a wave of fraud attempts, and probably quite a few successful frauds that we just could not detect. When we looked at the market for anti-fraud solutions that would cut fraud attempts off at the source, we found the industry was lacking. Nothing we saw was using the power and speed of cloud computing, big data and assisted machine learning – the industry was a step behind what was possible. So, we made our own. It worked incredibly, and when news spread of how well we were doing other companies asked if they could use the software, and we found that we had a viable business model that could make an impact on the growing and very costly world of digital fraud.
Your company might not have the resources to code an entire anti-fraud solution from scratch, but there are ways to make yourself safer. One of the key things we do as a company at the top level is try to understand how fraudsters operate –half of the interviews on our Cat & Mouse podcast are with former or current fraudsters, and they’re a great source of information on how our opponents operate.
Listing every technique that they use would be impossible, but what you can do is learn to see your company as a fraudster sees it. This will allow you to find vulnerabilities and patch holes that you might not have known about otherwise. Understand the two types of fraud
Very broadly, there are two types of fraud:
1. Automated: Using data sets and scripts a fraudster will send hundreds or thousands of low effort, low-level attacks – the easy to spot phishing scams you probably receive in your inbox and delete right away are one example. If your company has an eCommerce site, then a script could create dozens of fake accounts using publicly available or hacked data and exploit loopholes in your systems. SEON’s own automated, and significantly more intelligent, systems are extremely effective at combatting this type of fraud.
2. Sophisticated: These require a fraudster, or a whole team of fraudsters, to be actively engaged in trying to part you from your money. They could be in contact with you for months to ‘social engineer’ a desired outcome, even call you on the phone or meet you in person. They might even partner with your company or pose as investors. These types of fraud can only be countered by your own wits and a willingness to
question everything, no matter how legitimate it appears. Seeing opportunities
One of the key takeaways from our conversations with fraudsters is that every company has something that they could want. You might think that their one and only goal would be to open up your bank account and transfer everything out, but you would be wrong. Even if you restrict yourself to only thinking about ‘value’ in monetary terms there are dozens of easier ways to get money from a company – sending fake invoices, creating multiple accounts to abuse signup bonuses, claiming to have not received orders that they have paid for and getting a refund and so on.
Information can often be as valuable as currency as it can lead to further frauds or just be sold on dark web marketplaces. A list of every company that your company does business with, for example, could be used in fraud attempts in which fraudsters impersonate (either over the phone or through hacked/spoofed emails) a purchaser at a company and ask for goods to be delivered or payments to be made.
Once you have audited your company top to bottom for everything that could potentially be of value to fraudsters you need to look at how everything on your list can be accessed and how likely it is that fraudsters will be able to use each form of access. Nobody is likely to hack the high-end security on your company’s bank account, for example, but they could easily find out the name and email of somebody in your accounting team along with the name of one of your suppliers and send them an invoice that looks real, seemingly comes from a real email address but directs money to another account. They could also compromise an account and ask for a password to be reset that would allow them to download the details of every customer you have ever done business with.
Finding each way for money, goods or information to move out of your company and who controls these access points is key. It is likely that rather than installing firewalls and tightening up processes, a lot of your anti-fraud work will be in educating the staff members who sit at key points (IT professionals, accountants, receptionists or anyone in a customer-facing role) about what information to give out and what questions to ask. If your IT manager gets an email ostensibly from the company’s CEO saying that they need a password reset, how can that be confirmed as legitimate? If your receptionist gets a call asking for the email for your head of accounting to send an invoice, how should they respond?
Fraudsters are not going to give your company a pass because it is a start-up – they did not when we started our crypto
exchange. However, fraud solutions today are incredibly powerful at reducing fraud in companies ranging from startups through to established multinational businesses, but even the very best cloud-based software is not going to prevent a junior employee giving out their line manager’s email address. Just as children need to learn not to talk to strangers, your growing start-up needs to know how to spot fraud attempts and to always have one eye on safety.
Author
Tamas Kadar is the founder and CEO of SEON. He started the company with his co-founder when they were still students in university and built it from scratch. A graduate of the elite Corvinus University, he studied Deep Info Comms where he saw first-hand how fraudsters and hackers looked to get around security measures. He has been featured in Forbes’ ‘Hottest Young Startups in Europe’ and is a regular startup pitch winner. He’s a true tech nerd’s product visionary for creating a fraud-free world. Visit: https://seon.io/
If there’s one thing that may be universally true when it comes to all the business owners Hanneke Antonelli has worked with over the years, it is that they are constantly looking to uplevel. There’s an almost neverending drive among most entrepreneurs to always do better, do more, and reach new levels of success-- whatever that may look like for them. The thing that is harder to determine is a guaranteed way to make sure they reach it. There are myriad obstacles that can get in the way of the next big thing, and that can make it harder to reach your goal. But at the end of the day, most entrepreneurs realize that success actually comes from within. They are ultimately able to create the success they want, and they are in charge of making it happen. That doesn’t necessarily make it any easier though, as anyone who has come up against mindset blocks knows. But what if there was a way to rewire your brain to create success? Hanneke says that you can, and she can show you how.
In order to rewire your brain for success, you have to first understand how the mind works and how that influences your actions. As Hanneke says, you can cultivate the strategic mindset you need for success, you just have to know how. This is what she lays out in her Up Level Formula that she uses with clients, and outlines in her new book The Up Level Project. The formula goes like this: Beliefs + Thoughts + Language + Feelings + Actions = Results.
So what does this mean exactly? To start, it’s important to remember that these factors all work together and also affect each other. You must strengthen them all to achieve the results you desire. You can say you want to make something happen, and even think you’re taking the action to make it happen, but if you really dig deep and find that for whatever reason you don’t actually believe it can happen for you, that holds you back. Your thoughts and beliefs affect your actions and reactions, and if you don’t truly believe you can do something, or aren’t thinking thoughts that align with what you want, you won’t likely get where you want to go.
What Hanneke advises clients and readers to do if they are having trouble reaching a goal and want to rewire their brain for success is to first step back from action, and take a look at their belief, thoughts, and language, before moving on to the actions that they think will bring success. As she explains, if you believe that it’s impossible to achieve something or it’s too late to fix a problem in your life or business, then you will have thoughts that line up with that belief. Thoughts will come up like “oh this will never work”, or “we’ll never figure this out.” If you have those kinds of beliefs, then you use language like “well, we can try to do…”, or “I guess I can…” If you are in a place where you have these kinds of beliefs about what you’re doing, and you’re using this kind of language, your actions will be in that same type of energy. When you believe deep down that something isn’t going to work, you act in a way that isn’t giving it your all. Are you going to show up 100% if you already think it isn’t going to work? No. Even if you
think you still will, you just don’t. And putting in half hearted effort will never achieve the results you want, because as all entrepreneurs know, you’re only going to be happy with the results, and consider it a success, if you’ve given it your all and done the absolute best that you can. And not the best that you could in the moment-- but the actual best of your full ability.
So how do you use this formula to rewire your brain for success? The secret sauce, as Hanneke says, is in stepping back to evaluate which section of the formula you specifically need to work on at this time. Stepping back will allow you to be more strategic and see which areas you’re struggling with. Is it your belief that’s the problem, and you need to find ways to stop doubting that it is possible for you to achieve what you want? Is it in the language, and even though you believe you can make something happen you downplay it vocally because you don’t want to sound boastful or even jinx it? Or if you’re being really honest are you not taking the best confident actions to create the results you want? Are you just going through the motions to check things off the list and procrastinating on the stuff you know will absolutely move the needle? You may need to work on one of the components, or you may need to work on several. But taking the time to assess where you’re out of alignment and review this in a truly honest way is key. Figure out what needs to change and how. Once you implement tweaks to this formula, you’ll quickly start to see results. The beauty is that the formula is more of a cycle than a linear progression. Once you achieve the results you’ve been working toward you’ll inevitably need to revisit the Up Level Formula. As you get ready to level up to the next stage of success you’ll re-evaluate your beliefs, thoughts, language, feelings and actions again.
The exciting part is that once you’ve done it one time it’s so much easier to recognize these components of the formula in yourself, and even without consciously taking the time and effort to think about it, you may catch yourself using language that doesn’t align with your goals, or experiencing feelings that you recognize might trip you up and need to be addressed. You get better and better at being able to notice the factors that are keeping you stuck and naturally fix them before it becomes a frustrating block in your progress. Like with most things, the more you practice it, the better you get. Soon you’ll be rewiring your brain every time you are ready to uplevel in your business or life, and you’ll be constantly amazed at this power you have over yourself and your success.
Author Hanneke Antonelli is an author and award-winning certified life coach with 16 years of experience growing businesses in various industries. She draws on her business degree, Wall Street sales experience, and her decade as an entrepreneur to help business owners upgrade their leadership skills.
Visit: www.hannekeantonelli.com
Scaling your business, whilst maintaining efficiency, is possibly one of the hardest things to do in performance advertising. The reason for that is down to the way the platforms are set up.
There are two traditional scaling methods - horizontal scaling and vertical scaling
Vertical scaling increases the daily spend on each of the ads. As an example, you could start off at £10 a day and push that up to £1000 or £10,000 per day. This used to work, but things have changes and now it’s pretty difficult to do unless you’ve got an amazing advert and performance.
Instead of increasing daily spend from, for example, £10 to £1000 per day, you run 10 different £10- a-day ads to get you to that £1000 per day total spend. To scale horizontally you need to create more adverts rather than just increasing the daily spend.
You will see much better performance from horizontal scaling when you use rules to incrementally increase daily budgets, rather than massively increasing them over a given time frame.
You can set up automatic rules; if your target is 3 times your return on ad spend, you can tell Facebook to automatically increase the daily budget by 10 or 15% if your ad is hitting that target and this is probably the most effective way to scale vertically.
There is a huge advantage to outsourcing your performance marketing as not only do you get access to a specialist but also the advantage of that agency being able to compare against other brands in other locations, and potentially even brands in similar verticals
For example, if we can see that the CPM’s are really high in the US and this is consistent throughout, this identifies a universal trend across the platform. If you are only working on one brand and one ad account, it would be almost impossible to make those sorts of assumptions with such limited data. With multiple clients, you can study overall performance and whether specific ad platforms are broken or have been down
for a period of time. This insight can then be offered to the client and changes suggested to their plan or strategy based on this evidence.
New clients often haven’t had a pixel setup implemented, so there is no pre-existing data to work from. This means that from an audience perspective, you have to target cold or upper funnel audiences, and the way to do that is through interest-based audiences. On most platforms, you can target people based on their interests, age and in some cases, financial information. Using some of our bike brands as an example, we have generic bike audiences which are really broad- those who have an interest in cycling, cycling teams, the Tour de France and so on, but we also have a specific audience in cycling publications which have similar attributes. In addition, you can also create persona-based audiences. These are created based on different interests but instead of getting everyone interested in cycling (from the previous example), we would target someone of a certain age group. We can then use this customer profile and target your ideal customer through their interests; this is really effective.
Once you have over 100 conversions through the pixel, or if you’re working with a client who has pre-existing data, you are then able to create lookalike audiences and these audiences are your best performers
If you have 100 customers, Google will then duplicate that audience by targeting people with similar characteristics to your customers, based on aspects such as finance or demographic. Your existing audience has already bought your product so by duplicating it, you have doubled your audience. Therefore, on a paid social, the lookalike audience will probably be your best performing audience.
You can also stack lookalikes. Instead of targeting one lookalike audience, you can put lookalike audiences together, creating an even wider reach.
Brands love to hit people with offers because they are a good converter. If you offer a 20% discount on your product, you’ll get a much higher clickthrough rate and probably a conversion. One of the problems that we see over and over is that brands are only trading on discounts. As a first interaction
with your brand, customers are likely to make a purchase because people like the offer and want to buy it ‘now’, but this means you are only trading on one messaging style. To avoid this, it’s better to tailor the copy or the type of creative specifically, depending on where people are within the funnel. In the upper funnel, videos explaining the proposition of the brand and the USP of the product are effective, making sure that you are educating your audience about your brand and offering so that even if they don’t purchase, they will know more about you, and you will have infiltrated their subliminal radar.
In your lower funnel, your audience is already educated about your brand and this allows you to push the sales boundaries and provide them with an offer because they’ve already been
through multiple touchpoints, so your final right hook could be a 5 or 10% offer.
The results from these methods will be your guide on what is working and what to avoid but regular tweaks and refinement are key. And your safest bet? The advice of an expert who does this morning, noon and night – it’s a minefield out there!
You’ve decided to invest in property. Fantastic. But which type of funding should you seek? Do you just need capital or would a bit of hand-holding and business advice help you to reach your property portfolio goals faster? There are merits to both approaches, so let’s take a look at them in detail to see which suits your needs.
Are you 100% confident in the property investment that you’ve got lined up? If so, and all you need is cash, then you’re in a strong position to ask family and friends to lend you what you need. Or to go down the route of using a bank or other lender.
Either way, if you’re confident you can return the capital –along with interest, of course – and you can convince those you’re borrowing from to share your confidence, then this can be a neat and straight-forward solution to finding the funding you need.
It’s important to understand whether you might need more than just cash for your property investment. After all, there’s a lot to be said for learning from the mistakes of others rather than making them yourself, particularly when large sums of money are involved.
If you feel you’re going to need experience as well as capital, then it’s worth seeking a partner who can help guide you through the acquisition side of the investment. In that case, it’s worth considering the person who you’re borrowing from just as carefully as the return on the capital.
Finding the perfect partner means looking for someone who brings a wide range of knowledge to the table. Their experience can be invaluable, as can their contacts. Look out for someone who knows how to deal with tough situations and who has plenty of experience of different types and sizes of property investment transaction.
It’s also important to find someone who is a good listener. The emotional side of investing in property is often overlooked, but the process can go from being exciting to worrying to infuriating and back to exciting very rapidly. Having a partner who understands this and who you can talk things through with can help you to keep calm and make sensible, wellplanned decisions rather than rash, reactive ones.
Finding a lender who can provide all this – as well as funding –can really pay dividends, so don’t feel rushed to borrow from someone that you don’t have the right feeling about. There’s a lot to be said for trusting your entrepreneurial side when it comes to deciding who you’re going to work with.
Whichever kind of funding you opt for – whether with business advice or without – think carefully about the return that you’re going to give on the capital you borrow. Your long-term plans will come into play here.
For example, are you planning to build up a property empire that you will keep for the next 20/30/40 years before eventually handing down to your children? If so, it makes sense to do all you can to avoid giving away equity. Of course, that’s easy to say, but in reality it will likely involve doing some hard miles to start with.
As such, keep your eyes on the prize while you’re putting in the hard work for very little initial return. Start small, with low overheads and build up your property portfolio slowly. After all, if you’re looking at a decades-long plan for your property investment, you’ve got time to spend building up a solid base for that on your own terms.
If, on the other hand, you’re looking to invest in multiple properties, with a view to selling after a few years in order to make a relatively fast profit, then it might be worth giving way equity in exchange for professional advice and support from someone with the experience, contacts and time to accelerate the speed to sale. If that person can walk you through the legalities of founding a tax-efficient property investment company and help package the business for sale when the time comes, then there’s a compelling case to make it worth their while with equity as well as (or even instead of) cash returns.
Shorter business lifespans such as this are better suited to partner-funders, as they can get you to your goal faster.
Ultimately, which type of funding you should seek will depend on your personal circumstances, goals and long-term strategy. There’s not really a right or wrong approach here but it is essential to recognise that the decisions you make early on in your investment process will likely still be with you years later, so they warrant plenty of thought and careful judgement.
Author
Steve Jacob is Group CEO of Fabrik Property Group, as well as a director of its subsidiary, Fabrik Invest. Steve has been part of over 1,000 property transactions and has a wealth of industry knowledge to share. He has been involved in construction and business from a young age, moving from working on site to working in the city as a broker, before founding Fabrik Property Group in 2014.
Website: https://fabrikinvest.com/
No matter what industry you work in, the only thing that’s constant is change and how you move forward with your brand. This couldn’t be any truer for business owners who want to connect with consumers online and create new growth opportunities.
To do this, you’ll need to bring your brick-and-mortar store into the digital world, and it doesn’t have to be a difficult process. To help make the transition easier, I’ve put together five of my top tips for moving a business online.
Firstly, you should think about creating a website for your business. You’ll need to think about the type of platform your website needs to be built on; this will vary depending on your needs and your industry.
For example, if you own a fashion business, then Shopify is an ideal platform, because it’s specifically designed for eCommerce and makes it easy to sell products.
On the other hand, if you want a website that’s content-rich then WordPress may be more suitable. WordPress is a popular platform for blogging and has plenty of helpful widgets to enhance the customer experience.
Whatever platform you choose, make sure you do your research to find what works best for you and your business.
Don’t forget, you’ll also need to choose a domain name for the website of your online store. It’s good practice to have a domain name that matches the name of your business so your customers will recognise it immediately when they search online. When picking a domain name, make sure you try to keep it short and easy to understand, plus if you’re trying to target a local audience, then .uk or .us may be most appropriate.
2.Think about how people will find you
Having a website is great, but now you need to make sure people can find you. Thinking about your local presence is a great way to get started, along with relying on referrals from others.
A great first step you can take is building a Google My Business page. This creates a free online listing for your business, that allows you to add a description and photos, along with your contact details and address, meaning people can find your business in local searches. This is great if you still have a physical presence and want to drive footfall to your location.
Another great mechanism on Google My Business is the reviews platform. Recommendations, referrals and word of mouth still work online as a great way to win new business.
Make sure you are delivering exceptional service and ask your customers to leave you a review. This will help you to grow your audience and build credibility online.
3.Build a community of brand advocates through social media
My next tip is to create a social media strategy that’s linked with your website. Whether it’s Instagram, TikTok, Twitter or Facebook, social media is an easy way to connect with new customers, sell more products and drive business growth through website traffic.
Where I think social media really shines is in the power to create an online community of customers who are passionate about sharing your story. A platform that’s particularly great for this is Instagram, as you can use features such as Instagram Stories and Instagram Live to encourage people to share content that’s related to your business.
This user-generated content can be seen and shared by people who may have never heard of your brand and help to build more awareness. It’s because of this type of content that social media is such a great tool to use to reach more people organically.
If you’re looking to make a quick return from your online business, then you may also wish to consider running some paid social media ads, which will use specific demographics to target adverts at your audience.
As part of the wider strategy for moving your business online, you’ll want to invest in video marketing. This is because video is arguably the fastest-growing content medium in the world, with 54% of consumers wanting to see more video content produced by brands.
Video is an invaluable tool for increasing customer engagement across multiple platforms and providing more context about products and services.
I recommend experimenting with short form and long form video content to truly get the most value. This could involve creating 30 – 60 second videos that are displayed on product pages to give customers a deeper understanding of your goods, or used purely for engagement purposes on Instagram Reels and TikTok.
You could also consider starting a YouTube channel and create long-form videos, which dive deep into your brand story. This will have the benefit of building a stronger connection with your audience and going into detail about your products and services.
5.Create an engaging blog to build your authority as a thought leader
My final tip is to create a blog section for your website, where you can craft high-quality articles that are relevant to your industry.
Blogging is an integral part of any content marketing strategy and for building brand awareness. In fact, 60% of consumers feel that blogs provide useful information for them early in the buying journey and help them make an informed purchasing decision.
Here’s a quick check list of what you should consider when developing a blog:
•Have an engaging title that grabs the attention of the reader.
•Clearly separate blocks of text with H1 and H2 tags for better Search Engine Optimisation (SEO).
•Include short and long-tail keywords in the text to improve the chances of a blog being found in search engines.
•Use high-quality images and feature alt text as part of your SEO strategy.
•Feature a clear call to action at the end of the blog.
There are many benefits to moving your business online, which range from increased brand awareness to future proofing your business sales channels. By following these steps, you’ll be in a better position to move your company online and continue to adapt to the needs of your customers.
Author
Claire Daniels is the CEO of Trio Media, a fully integrated digital marketing agency and Google Premier Partner in Leeds. Claire was voted as Most Influential CEO of the Year in Leeds in 2021 and also spends her time co-hosting two podcasts, The North Star Podcast and Bobble Pod.
Website: www.trio-media.co.uk
Mark Brown, founder of Psybersafe, online cyber training, talks about the influence of psychology on the way we learn in business.
Businesses spend, collectively, millions of pounds on training every year. But are we sure we’re getting value for money – or that the training is having any useful impact? Sure, you get a certificate at the end, and perhaps a document with some handy tips, but does the behaviour of the learners actually change? Does anything actually change?
My business kernel came from a question posed by a colleague: How can we help our clients protect themselves against cybercrime? We were working in an innovation incubator at the time, so had the space and some funding to look into what ‘good’ training really looks like. How could we get past the tick-box exercise that corporate training often entails, and get to something that was genuinely useful?
Understanding the importance of psychology in business
With a 25-year background in the financial markets, I became interested in how psychology worked in business, and I took a degree through the Open University. This led to a deep interest in behavioural science and how we can use its models and principles to improve the way we design, deliver and measure training – particularly cyber training in my case.
The premise is simple: We know that people don’t really ‘learn’ in a single training session, or over a webinar or by following a PowerPoint presentation. They access information, and they might find out something that they didn’t know before, but they are very unlikely to do anything differently.
And yet, with something as critical as cybersecurity, it’s vital that we can change behaviours. Why? Because statistics suggest that 90% of cybercrime attacks succeed because of human error – and the criminals rely on people’s ambivalence. It’s gets them through the door. So, it’s not good enough for training to ‘tell’ people about the dangers of cyberattacks –you have to train them to think, behave and act differently.
Using psychology in training is about changing habits. In fact, we use some of the same work that is used in hard-hitting government campaigns, such as smoking or drink-driving. The fact is that our brains are primed to take the easiest route. It’s why we use passwords like ‘Password’ or pin numbers like ‘1234’. It’s easy to do, easy to remember and so why make life more difficult?
In cybersecurity terms, it’s vital for businesses of all sizes to challenge these habits and encourage people to be more secure. Not just with their passwords, but also with checking and identifying suspicious emails and texts, checking links and files before they click on them, and alerting IT departments when they are not sure about something.
That’s something that’s particularly important now that many more businesses have remote or home workers. We know that people rely on ‘prompts’ – things that help them to take action. So, in the case of security, employees are used to security passes, clocking-in tabs, reminders to lock laptops and other office-based security signals. These make them more likely to be careful with their own IT security.
When working from home, none of these signals are present – and people are working in an environment that’s very familiar and comfortable. So, it’s no surprise that security may be slipping. Without the prompts we are used to, we let our guard slip – and that’s exactly what a cybercriminal is waiting for. In fact, the whole pandemic has been a bit of a gift for phishing and ransomware scammers.
It’s the fact that smaller businesses are often less secure than larger organisations which makes them a target for cybercrime. SMEs should be worried about attacks – particularly ransomware. That’s because the criminals know that security might be easier to get past, and smaller companies might not think they are in danger, so behaviours are far less focused on organisational security than they should be. So instead of targeting large companies with great IT security and tough restrictions on employee access and security, they’ll go for those smaller businesses where cybersecurity just isn’t high enough up the agenda.
So, for these businesses especially, cyber training has to be about more than ‘tell’. It has to be about ‘do’. Behaviour-based training should take place over an extended period – the actual training can be short and sharp, but it should cover several months so that learners get into the habit of doing it, repeating it and putting it into practice. Lasting behaviour change requires lasting intervention.
It should also be reinforced or embedded through nonstandard training methods. So, for example, we deliver our training in monthly episodes that are less than 10 minutes long. In between episodes, learners get emails that remind them about what they’ve learned, encourage them to make sure they’re putting their learning into practice and offer hints and tips on how to behave differently. This method helps to embed the learning so that it stays with the learner.
By understanding how people inherently behave, businesses can manage change, improve skills and create a more motivated workforce. Businesses that ignore the lessons that behavioural science can give us are likely to experience poorer cultures, lower productivity and high staff turnover.
Author
Mark Brown is the founder of Psybersafe, an online cyber training programme, run as a Software as a Service model (SaaS) and based on proven behavioural science.
Website: https://www.psybersafe.com/
In her hit One Moment in Time Whitney Houston sang powerfully about a moment “When I’m more than I thought I could be.” It is moments like these that we strive for as entrepreneurs. Moments when our innate talents are used to the full and we bring our true potential into the light. Perhaps you’ve had moments when you have surprised other people and also surprised yourself with specific business achievements.
As Winston Churchill said, “There comes a precious time in all our lives when we are tapped on the shoulder and offered the opportunity to do something very special, that is unique to us and our abilities, what a tragedy it would be if we were not ready or willing.”
As a startup founder it is worth thinking back to times when you have grasped an opportunity and what you learned from the experience. My first example is from my final year in secondary school. I was given a major part in a play, at the last minute, the day before it was due to be showcased to the entire school. At that point I hadn’t learnt any of the lines and I would be singing a solo. I accepted the challenge and managed to pull it off. I also enjoyed the experience.
As my teachers perceived me as a timid, quiet young person they were amazed that I could step into the breach and do so well. It happened again, years later when I came from behind to win a workplace karaoke competition. And also when I was able to land on some smooth solid ground when paragliding in the mountains.
What did colleagues and friends say after these events? “I didn’t know you had it in you!”
What struck me here is that I did know I had it in me. The challenges I was presented with had reached inside and pulled my ability out for the whole world to see. The genuine expression of surprise got me thinking that so many of us could tragically go through life without showing our inner talents simply because they either haven’t had the chance to shine through or weren’t brave enough to reveal them to the world.
So, why hadn’t others seen this side of me before? Reality is perception based and grounded in our social interactions. When assessing others, we ask ourselves do they fit our version of normality? Do they act, speak, behave and dress as we believe they should? We make split-second decisions and then categorise them. This judgement is mirrored onto our peers and consequently our version of ourselves becomes a mixture of who we think we are and who other people think we are. This can mean that we limit what we put out to the world, which will have knock on effect on the development of a new business.
To have any chance of changing this self-perception and tapping into our inner potential entrepreneurs need two essential things: opportunity and bravery.
By their very nature opportunities come from an external source and present themselves unexpectantly. In the moment we may feel unprepared to take them on. We could miss the window of opportunity, leaving us with feelings of regret and frustration that we didn’t have the necessary gumption to take the plunge.
The big obstacle most people (even entrepreneurs) face when deciding to take up an opportunity is self-doubt. So how can you overcome this and allow your true potential to come to the fore? The solution lies in gathering your inner strength so that you overcome any hesitation and go for it. This is the second element in the equation.
It’s worth remembering that our feelings can form a pattern during these moments that Whitney Houston sang so powerfully about. When an opportunity attracts you, you’re likely to feel hope and enthusiasm initially. However, selfdoubt is usually close by. It can react like a poison ivy, stifling your courage as it begins to surface. I like to compare these feelings to the first flight of a fledgling. The little birds muster the strength to take off only to waver and dip sharply. Soon however, they learn to glide and eventually begin to soar spectacularly. During such times you need to hold your nerve until you get through the pattern of feelings.
Ideas to help seize opportunities and unleash your true potential
•Ask yourself if it is fear of failure or success that is really playing on your mind. Are you comfortable in your self-image no matter how limiting it is?
•Visualise a successful outcome. Think of the benefits that this event or project will lead to as you build your startup. How will your self-perception change? How will your self-image improve as a result?
•Be brave enough to, at least, give the opportunity a go. You are bound to learn something even if it doesn’t turn out quite as planned. You’ll feel better for trying, and others will admire you for your courage.
•Build on any positive experiences (big or small) you have had in the past. Write down how you mastered the tasks involved. Note any struggles you had and what you did to overcome them.
•Look to a successful entrepreneur, or business leader that you admire and learn from them. If they’ve written autobiography read it to understand their experiences of overcoming challenges.
•Keep a notebook of how you are feeling during the initial period of your new role as a startup founder. You will notice the pattern described above; the emergence of self-doubt and unease, gradually giving way to a more familiar experience. This can be used to draw solace when taking on future opportunities.
•If you feel as though you have taken on a mountain, break your challenge down into smaller chunks and work on them, step by step.
Having navigated through the choppy waters of self-doubt you will find that you are increasingly able to make the most of
the opportunities that come your way. Your entrepreneurial talents will come to the fore. You can then start building your bank of experience and really harness the power of your inner strength to grow your business and make your investors happy.
Aine O’Neill is a member of Toastmasters International, a not-for-profit organisation that has provided communication and leadership skills since 1924 through a worldwide network of clubs. There are more than 400 clubs and 10,000 members in the UK and Ireland. Members follow a structured educational programme to gain skills and confidence in public and impromptu speaking, chairing meetings and time management. To find your nearest club, visit www. toastmasters.org
Alice Tark, Chief of People at investment platform Change discusses how the cryptocurrency industry will continue to disrupt financial services and what it means for founders
With the global economy entering another period of uncertainty it’s easy to be less optimistic about the future. However, we all know that the most successful entrepreneurs see challenges as opportunities. A slow down in the tech industry can actually provide a moment of reflection. It is the perfect time to think about where the next wave of innovation is going to come from and decide how you can position your business to make the most of it.
In the financial industry, the answer to this question is still found in decentralised finance (DeFi). This may raise some eyebrows, because, after all, cryptocurrencies are in a well publicised bear market right now. Well, the simple response is that asset classes go up and down. In fact, many of the world’s stock markets are also now seeing similar drops. The figures behind the investments tell you a clearer storyrecord numbers of people are trading and investing in crypto assets. In fact, investment in startups operating in crypto and blockchain remain strong. This is because there is a huge amount more to DeFi than Bitcoin or even NFTs.
At its core, DeFi is about empowering everyone to access the global financial system on their own terms. They can trade, invest, pay each other, take or give loans, have insurance, and own and move assets all over the world without the middlemen of financial institutions. To put this into perspective, according to the World Bank, 1.6 billion people are currently ‘unbanked’ - they do not have access to any traditional financial institutions. In Morocco that’s around 70% of the population. However, in more economically developed countries like the US it’s still an eye popping 7% - tens of millions of people. These individuals cannot easily do many of the things we take for granted - lease a car, buy a home, take out a loan, start a business or even have a bank account. Without financial access they find it next to impossible to accumulate wealth and improve their lives. DeFi can change all of this. It creates a whole new way for everyone - not just the unbanked - to run their financial lives. Imagine that. A world where everyone no matter where or who they are can have equal access to the tools they need to create wealth, buy and sell any asset globally and pay for goods in a huge range of ways.
So why isn’t DeFi all everyone is talking about on the news or in the pub? The short answer is that there is still a lot of work to do to get to this goal. Much of the infrastructure, applications, user experiences and products needed to make it a reality have yet to be built. A lot of progress has been made but we’re very much at the start of the journey. This is why there’s such a clear opportunity for ambitious entrepreneurs
in the crypto space. Let’s take just one example that we’ve all heard about in the past year - NFTs. Now - you may be a little sceptical about it because much of the conversation around NFTs has focused on the valuation of digital art. Again, like with Bitcoin you need to look behind the dayto-day values to really understand their worth. Using NFTs for art is just one very small application. What we are really talking about is creating a new way of owning and trading goods. Everything from cinema tickets through to property could, in principle, become NFTs. If we get it right, buying a house could change from several months to a few minutes. The crypto community is experimenting with how this all works through digital art at the moment. We’re learning what works, what doesn’t and how the best use cases and customer experiences can be created. A savvy entrepreneur can get involved and could be the person who comes up with the killer application.
Keeping an eye on what the crypto community is interested in is just one way to see what area of DeFi you could become a part of. There’s also taking what you know alreadysuch as the ‘traditional’ industry you work in and seeing if new solutions like blockchain could solve long standing problems. Many of the most interesting fintech and proptech companies have taken this approach.
Perhaps you’re an expert in cybersecurity? Maybe you could create a solution that will become the top security protocol in the new DeFi world. Or you’re involved with a charity that works with the homeless? Then you could develop a platform to help them to become banked and get out of poverty. The sky really is the limit because there’s so much yet to be created and so much innovation possible.
To get started, the best way is to do your research. Go to events, meet the community, read lots of different opinion pieces. You don’t need to become a mathematical genius who knows the intricacies of the blockchain, but you do need to be able to cut through all the hype and misunderstandings about the sector to see the real challenges and opportunities. In my experience, the crypto community is incredibly helpful and supportive - they want people to get more involved. So do not be afraid to ask for guidance. And just so you know - my door is always open! https://www.changeinvest.com/
In popular culture, successful entrepreneurs are typically portrayed as brilliant mavericks, forging their own paths. But even the world’s most high profile entrepreneurs didn’t get where they are today on their own. Of course, entrepreneurs work hard but they also lean on support wherever necessary. And for many entrepreneurs, the most valuable form of support available is mentorship.
One need only look at the value some of the world’s leading entrepreneurs got from their mentors to see how important mentors can be. Mark Zuckerberg leant on Steve Jobs for advice during Facebook’s early growth stages, Warren Buffett helped Bill Gates deal with tough times at Microsoft, and Sir Richard Branson asked British airline entrepreneur, Sir Freddie Laker, for guidance when he was trying to get Virgin Atlantic off the ground. There’s a chance their companies would still have been successful without that guidance, but the path to success would’ve been a lot rockier.
That makes sense: people in a position to provide mentorship have seen it all before and know how to get businesses out of a rut. They also know what it takes to overcome an entrepreneurial challenge and what connections can help an entrepreneur take their business to the next level.
I’ve also experienced that value personally. I’ve been blessed to have multiple mentors over the past 15 years. Each of them has contributed to an “aha” moment when I’ve hit the ceiling in business. It’s that feeling of frustration when you’ve tried lots of things and nothing has worked. I experienced this in my previous business where, by asking me a series of questions, my mentor helped me think of a unique value proposition in our business - which was right in front of our eyes, but we had taken it for granted.
Perhaps most critically, however, a mentor isn’t directly involved in the day-to-day running of the business. There are, of course, instances where investors have acted as mentors but much of their effectiveness comes from not being involved at an operational level.
From a mentee’s perspective, it is sometimes difficult to see their business from the outside. This is where an experienced mentor gives you the 30 000-foot view a mentee may be missing. As a mentee, one can take control of their growth in business and beyond by working with a mentor to achieve goals and gain fresh perspectives.
Having someone who can give you that overview can be crucial for entrepreneurs who can get so sucked into the minutiae of keeping a business going that they forget what the big vision is. A mentor can help remind them of what
the wider picture is and that their business decisions should always serve it rather than short-term survival.
Many mentors get involved in mentorship because they wish they’d had someone giving them that kind of overview when they were starting out on their own entrepreneurial journeys. Alternatively, they got a lot of value out of their own mentors and want to pass it on to the next generation of entrepreneurs.
But in order for entrepreneurs to get the most out of their mentor, they need to come in with the right attitude and approach. More specifically, mentorship requires a mentee to be open, honest, and vulnerable with their mentors. Remember, a mentor can’t help you through a problem if you’re not entirely open about what the problem is.
Here, having a structured framework – in which the mentee details their goals and plans – in place can be useful. This framework helps the mentor understand where they can make an impact. From there, a mentor can help the mentee navigate the waters, guide them through tactical and strategic challenges, and potentially open up their network to allow the mentee to make meaningful connections.
For their part, mentors also need to come into the relationship with an open mindset. In my own experiences as a mentor, I’ve also learned that I’m there to help and facilitate and not to judge and that I need to be able to look beyond what the entrepreneur is sharing with me. Additionally, I’ve come to realise how important it is for me to shed my ego. It’s about the mentee, not me. Occasionally, that means admitting I don’t have the answer and putting the mentee in touch with someone who does.
There is no doubt that a good mentor can have a profound impact on an entrepreneur and their business’ success. This is especially true if the entrepreneur comes into the relationship with the right attitude and approach. But it’s also true that the relationship can be rich and rewarding for mentor and mentee alike. From a business perspective, the best such relationships are irreplaceable.
By Sid Jashnani, Mentorship Chair of Entrepreneurs Organisation London https://www.eolondon.org/
Every new business owner needs to develop a healthy respect for time. We can’t slow it down a bit to enjoy when things are going well, and we can’t fast forward when things are going badly. However, we can do our best to manage it. And sooner or later, every entrepreneur discovers delegation – a business superpower that creates extra time.
And that extra time is valuable. But how do we determine that value?
I once attended a seminar where my fellow attendees and I were asked to write down our hourly rate. The group included a lawyer, and he had no trouble writing down his answer, but for the rest of us, it took a bit of thought. Should we take our annual income and divide it by the number of working hours in a year? Or do we need to know what we would be doing? If we were to help with his tax return, then that might command a premium that clearing out his garage or digging up some potatoes would not. But eventually we each arrived at our own number, which we duly wrote down.
Our host picked up my piece of paper and gave me a look of mild surprise. Had I gone too high? He handed me a separate piece of paper, declaring that he’d written down the exact amount that I valued one hour of my time to be worth. I unfolded the paper: you value your time at £2.50 per hour.
Excuse me?
He asked me to read this out to the rest of the audience, all of whom soon looked as perplexed as I felt.
I was then asked where I did my weekly grocery shopping (Waitrose) and on which day of the week I did this shopping (Saturday) and how long it took me (two and a half hours, give or take).
Returning to his lectern, our host pulled up the home shopping page of my supermarket of choice on the big screen so that everybody could see it. A lady sitting at the front (her name was Susan) was asked to read out how much it would cost for the supermarket to deliver their groceries directly to my front door. Susan revealed that it would cost me a fiver.
My shopping options were spelled out: spend half an hour doing an online grocery shop in my pyjamas and pay £5 for someone to deliver it; or save £5 and spend two and a half hours doing the shopping myself, in person. My choice to eschew technology and shop old school had valued my time at £2.50 per hour.
We assume that it’s only the time we allocate to work tasks that has any financial value, yet the reality is it doesn’t matter which hour is involved. The question is simply what value we put on them. And, of course, what we do with them.
Supermarket shopping is just one example of home tasks that take up our time. How much time do you spend mowing your lawn, or vacuuming, or doing laundry, or ironing, or cooking? There are gardeners, and cleaners and even personal chefs who are willing and able to take on those tasks for you. That may seem a bit Downton Abbey, but you don’t need to go full Lord Grantham – you could take baby Bonneville steps.
Henry Ford famously said, ‘Whether you think you can, or you think you can’t, you’re right.’ In other words, your fate is determined not by what you do, but by what you believe. If you believe that doing all the shopping, gardening, and cleaning tasks yourself is good because it saves you money, then that’s a view of the world that is right for you, and good luck to you. On the other hand, if you think doing all these chores yourself costs you time that you could otherwise spend doing something better, then that’s an altogether different situation – one that now includes some new options and fresh opportunities.
Outsourcing the washing up may gain you an extra hour in bed, and if that is all you want, enjoy. But you could also gain an extra hour helping your kids with homework, or an extra couple of hours with your kids at a cinema, or an extra afternoon with them in the park. You could gain extra hours to read more of your favourite authors’ books, or to see friends more often, or to take up a hobby you’ve always fancied having a go at, or to actually make use of that gym membership. These are the types of things that can enrich your life, and the better your life is outside of work, the more likely you are to be refreshed and raring to go when you return to work.
Of course, outsourcing parts of your life can create extra time for work activities too. You can find that you have time for networking events or taking up that client’s offer of golf/ tennis/drinks. Perhaps you could move to offices charging a lower rent because you’ve delegated enough time to allow for a longer commute. Or the extra hour you can stay at work cuts your overtime bill. The ways outsourcing can help you are limited only by your imagination.
So, I would urge you to imagine all the things you could be doing if only you had the time and then weigh up the benefits of a little outsourcing so you can start to fit them all in. The clock is ticking, and none of us know how many of those hours we may have left. We should use them wisely.
the author of ‘Your Own Personal Time Machine,
guide to getting your life back’, available exclusively from
in paperback and e-book.
We know that if a plant isn’t thriving, firstly you consider whether it is in the right environment. Is it being watered too little or too often? Is it in bright sunlight when it prefers shade? Is it potted in the correct soil? You may also need to till that soil, gently breaking it up, to release the nutrients inside, enabling the plant to thrive.
The same is true for teams. Teams need ongoing care and maintenance. Effective teams are greater than the sum of their parts, achieving high levels of trust, agility, and productivity. They can innovate, integrate new ways of working more quickly, challenge openly and produce great outcomes.
In our experience there are four essential elements, underpinned by self-awareness, that need to be in place and working effectively for a team to be able to thrive. As a founder or leader of a growing business, by exploring your team through this model, you can identify perceived issues in any of the facets that could cause dysfunction or inefficient working methods.
I can’t get enough of this model in my own team, whether we are hitting the highs or the lows, invariably I find the answers we need working in this way. We examine how we are nurturing our climate, maintaining our focus, building great team processes and encouraging our flow.
Teams where individuals are healthily self-aware of their personality preferences, understand others and adapt and connect to each other, produce the best climate and enjoy higher levels of trust and engagement. Tapping into the diversity of the team, creating a climate of constructive challenge and mutual respect ensures problems and opportunities are approached from a wide variety of perspectives. Creating a team climate where members are encouraged to come at things differently and feel able to openly express themselves, in whatever way suits their preferences, tend to generate new ideas which benefit the team and the business.
Teams are also most effective when people have a positive perception of the team unit, feel that they add individual value and feel that their contribution is appreciated. Regularly recognising great teamwork and celebrating success creates a powerful effect which can be contagious across the organisation.
Focus
When teams are focused, with a clear vision and goals, they are more able to identify practical steps to move from current to future state and are motivated to take the necessary steps to get there.
At Insights we’ve found that different people respond to goals in different ways. When we tailor the outcomes to the team, ensure we have purposeful and visionary, yet specific goals, this can lead to higher performance, when we maintain the focus. A focus on our clearly stated ambition helps to create
clarity and understanding, avoiding a lack of ownership. Additionally, we’ve found a mix of team-centric goals –maximising each person’s contribution to the team – as well as individual goals improves overall effectiveness and performance.
Teams with strong processes thrive because there are clear methods of working. Processes which cover the human or people related aspects of team development, strategic processes which can keep our eyes firmly on the horizon, individual and team measurement and performance processes are all vital components to ensure the team is aligned and understands it unique and specific function in the organisation. At Insights we also have a value of ‘enjoying the journey’ together. Whilst it may sound silly to have processes around having fun, teams who play together stay together, so ensuring regular routines to ensure human connections are made is essential.
How a team works together – or flows – is an important ingredient in its overall success. Taking the time to listen to colleague’s personal experiences, empathising and responding authentically with each other helps ensure flow.
We have a culture of check-ins and check-outs at Insights which significantly helps establish flow. Sharing personal or professional experiences and aspirations for the meeting, or project, at the beginning of team time together encourages teams to be empathetic and respectful of team members. When teams have the shared goals and focus on flow, they work collectively and interact positively – this increases team unity and collaboration and encourages individuals to bring forward new ideas in service of their shared goal.
A team being ‘in flow’ which is hard to pin down, but it is very apparent when it’s not happening. Each member of a team, and particularly the leader of the team, has the responsibility to nourish and till the soil of the team so it can establish flow,
Climate, focus, process and flow are four simple elements when applied to a team are ingredients akin to tilling the soil, hydrating and nourishing a plant, which can help ensure your team grows and thrives. Taking this lesson from nature, what are you doing in your teams to ensure you are maximising your team’s success?
Fiona Logan is Chief Executive of Insights. Fiona came to Insights in 2015 as VP Europe, and soon took on the role of Chief Operating Officer. She joined from her post as CEO of Loch Lomond and The Trossachs National Park following an international corporate career with IBM and Unilever. Fiona has attended Henley, Harvard and Macquarie Business Schools and is a previous winner of the UK Public Servant of the Year from the Women in Public Life awards.
Fiona Logan, Chief Executive of Insights https://www.insights.com/
Money, dedication, sleepless nights – maybe even some failure along the way. Starting an ecommerce store can be a daunting task, but nothing matches the feeling once you start to reap the rewards of all that hard work.
But in a world with everything at our fingertips, startups are limiting themselves from the outset if they’re only thinking about their local market. There’s a huge pool of potential customers in other geographies currently going untapped, with more than half of global consumers said they are ready to buy from the UK. So why just think local when you can go global?
Grow, grow, grow
It’s only natural to think first about your closest customers first. Some of the most popular businesses started off small, catering to local consumers before becoming the ecommerce giants they are now. But once the home market starts to become saturated, it’s probably time to start thinking about expanding internationally. International consumer markets are growing at a rapid pace, with businesses of all sizes and in all locations reaping the rewards of the current ecommerce ‘boom’.
Yet many startups are still being forced to focus on products in their home market with the aim of first gaining momentum to navigate the traditional obstacles of early-stage businesses. The problem is, if a business focuses too much on just the local market without keeping one eye outside of the country, it likely won’t be able to support itself in the long-term. After all, there are over 7.6 billion people in the world, and only 66 million in the UK.
Localisation and globalisation are closely linked In an era of globalisation, startups are having to compete with or use the services of the likes of Amazon or eBay. But offering localised services and products could offer a significant competitive differentiator.
Businesses that offer localised products are able to utilise and promote deep market knowledge to attract new customers and increase brand awareness and loyalty. This also rings true in their communication and marketing, as the same taglines and headlines that proved popular within one market could be completely lost on another.
As a startup looking to scale internationally, you can’t afford for messages to get lost in translation. But it’s not just a matter of swapping languages. Scaling globally takes an understanding of other cultures and new audiences – and ultimately how to cater to their needs. When entering new markets, think about the language, design and cultural elements of the website to provide a relevant experience for your new customers.
Consumers need a personal touch Just 14% of UK businesses currently sell internationally. So, if you’re one of the 86% of businesses that aren’t selling
internationally yet, it’s time to start thinking about it as there’s a lot of opportunity to be had. Because, there are still a lot of barriers for growing internationally, the typical ones of cost, delivery times and language barriers are being removed, allowing online businesses to thrive across borders. Language is an important barrier, and probably the most obvious place to start for businesses entering new geographies.
According to a survey commissioned by Weglot, 61% of UK consumers said shopping on a foreign language website was a significant put-off, while 49% said they wouldn’t buy a product online if the website wasn’t in English. The key to expanding is producing a business which is able to personalise and localise their products to cater to specific geographies, but there are certain aspects to think about first in order to boost success.
Firstly, it’s important to take it step by step. Rushing into opening several stores across the world takes time, resources and manpower, so you’ve got to be confident that you have these first if you’re to meet consumer expectations. Start small by translating your store into one language first, as it’s better to build up a solid base as you go along rather than trying to expand everywhere and anywhere at the same time. This actually leads me onto the next tip, because the first one would typically be the most popular language based on where your current web visitors are coming from, as it’s clear there’s a demand for your products. When selecting which new territory to open up in, make sure you check the location and amount of current website visitors. This will tell you where you already have a base of budding customers and give you a good platform to build further success.
Last, but by no means least, ensure you are constantly monitoring web traffic to check on performance, sales and what can be improved. Your website is your best sales tool, so make sure it’s optimised, user friendly and a good representation of the brand. And be patient. Building success in brand new areas can take time, but if you utilise the right tools and put the customer first, you’ll put yourself in the best possible place.
Scaling a startup internationally doesn’t have to be hard work. The difference between failure and success usually comes down to diligent planning, a global frame of mind and keeping everything customer-centric. This doesn’t mean launching a business in multiple countries at once, but rather a focus on identifying what it is about the business that appeals to global audiences first and building on success one step at a time.
International expansion takes a lot of patience, but with the right plan and strategy behind you, each and every new market can make your business a global success.
Author: Augustin Prot, CEO and co-founder of Weglot, https://weglot.com
The new generation joining the workforce has grown up in a world of doing homework from Starbucks, booking GPs appointments online at 10pm and where in-person trips to the supermarket are a novelty.
For a long time, work life balance was seen as only of real importance to those with children and complicated nursery pick-ups, but flexible work policies are now competitive benefits and are viewed by millennials as important, if not more so, as money.
Debt repayment programmes, season ticket loans and genuine emphasis on work life balance have real resonance to a generation that is starting its working life in debt and has often witnessed Boomer Burn-Out at first hand. Millennials are highly unlikely to be homeowners so freedom to travel is a huge priority. An extra £1000 on a salary isn’t going to take them anywhere near a deposit on a home, so it’s easy to see why for young people facing an uncertain financial future, freedom is the preferred priority.
Having a positive company culture and a healthy work life balance has always been vital for Ballou. Technology means that personal and work life boundaries are becoming blurred, and lead to an “always on” culture. We became very aware of that at Ballou and took various precautions to ensure that our teams got proper downtime – banning WhatsApp as a way of communicating with each other was one of them. We did our best to encourage people to demarcate clear lines between work and home life, and we tried to foster a culture where we would only contact each other outside core work hours in an emergency.
Defining the lines of flexible working is vital, because unless the lines of demarcation are clear then a working parent can end up feeling guilty when they’re not with their family and guilty about work when they are. That works for noone. Flexible working is definitely something we encourage at Ballou, but this should not mean “always available”. For example, a potential work issue occurs to you as you’re putting your children to bed. Rather than shelving that for 9am the next morning, making a note of it somewhere so it doesn’t slide off the to-do list, you message a question about it to a colleague or employee. They’re just about to eat their evening meal and then find themselves trying to interpret if you want them to fix the issue, simply acknowledge receipt of your message or call you. They message a colleague to find
out if the colleague knows more about the issue than they do. Before you know where you are, you’re on a grumpy Zoom meeting at 9.30pm.
Boundaries are key along with a corporate culture that respects that working patterns at home are different to in an office. It’s ok to be picking up your child up at 3pm so long as you’re making up the time elsewhere. Similarly, we encourage people to take fitness classes when it suits them so long as they aren’t neglecting their work. More flexible working is liberating for everyone, as long as it’s accompanied by trust and respect on both sides.
As an employee, don’t assume that anyone is expecting you to be always available. Set boundaries by being assertive rather than aggressive. Don’t answer messages after hours unless it is really urgent.
As an employer, embed it in your company policy that unless it is absolutely critical no-one should be messaged after hours, to save the above situation happening. Your managers should make it clear that they are not always “on” and don’t expect other people to be either. If someone emails you at 8pm don’t reply (unless it’s urgent) until 9am the following morning. Replying after hours gives the impression that the employee is expected to be working the same hours as you. It’s the responsibility of an employer to respect these boundaries.
We started from a good place in that we had built up very robust cultural values and we live them every day, so anyone joining Ballou knows that they are coming into a company with a commitment to a healthy work life balance.
We have, thankfully, for the sake of our mental health, as a country and an industry, moved away from living to work and towards working to live. Lockdowns and working through the pandemic have been extremely tough but at the same time they have sharpened the focus on our work life balance. In our view, that is a very welcome silver lining.
Cordy Griffiths is CEO of tech agency Ballou. https://balloupr.com/
The fear and uncertainty caused by the pandemic has shaken even the most optimistic among us. However, even during the worst of times we have seen people innovate and thrive amongst the chaos - how do these high achievers maintain an unrivalled focus to achieve their goals? And, more importantly is this a skill we can all learn?
The answer is most certainly ‘yes’, according to Dario Bucceri, founder of the Sensemaker® Thirty Day Sprint Challenge. The Challenge was inspired by Dario’s own ambition to compete in the Comrade’s Ultra marathon, and the act of a fellow runner who helped him to finish the race at a point when he was about to give up.
In this article, Dario uses his own experience and expertise to create a step-by-step guide to developing a positive mindset. A mindset that will not only increase your success in business but will improve your outlook in your personal life - creating a feeling of balance and positivity that should help everything to become easier.
My positive mindset has helped me to achieve so much in my life, when first diagnosed with Parkinson’s I felt very depressed and found it hard to do anything. However, once I realised that with the right medication I could manage my condition I turned it into a positive. By training my body to be as healthy as it can be, I am not only continuing as I was before but I’m working harder and achieving even more success - including the finish line of a few marathons!
Here are some of the steps that have worked for me and that I reinforce with all my clients:
Decide: A positive mindset is neither a feeling nor is it an event. Instead, it is the result of wilful decisions, the fruit of an approach to life that responds to incoming challenges with stubborn determination, sustained action, and a belief that you can influence the outcome in some way.
Omit serendipity: Serendipitous events do happen, and people do win the lottery. The odds of either taking place are so small and difficult to predict that relying on one or the other to land good fortune is unwise. It is better to get going with what you have available than to sit back and wait for the Universe to do it for you. By doing this you give serendipity, whether it arrives or not, something with which to work.
Deconstruct: Activate the positive power of what you feel is blocking your success by instead identifying these blockers as signposts to breakthroughs. By deconstructing the challenge to micro problems that have combined to form the whole overcoming them is immediately more achievable. Develop and test solutions, weaving success into “knowledgescaffolding” to conquer even the most significant obstacle.
Act: Congruency between what you say and what you do is critical. Action brings life to words, giving power to your decisions and making them significant. Actions fuel learning as we live in a state of trial, error, and adjustment, patiently building “platforms of understanding” that, in time, will lead
Think long term: Life takes time. Progress can be slow as we identify blockers, clarify causes, learn our lessons, and apply our learnings. It’s better to set a more extended timeframe and be surprised at better-than-expected results than to aim for a quick win and be disappointed.
Find a tribe: We succeed because of people, not despite of them. If we associate with individuals who live ethically, relate honourably, think positively, take responsibility, plan specifically, execute consistently, and work efficiently, the chances are good that we will raise our game to become like them. If the people with whom we associate are lazy, unethical, dishonourable, negative, irresponsible, vague, inconsistent, inefficient, and immoral - we will become like them too.
According to research by the University College of London, it takes 66 days to create a habit . By committing to building positive habits over time we can improve our outlook and productivity, here are a few that I credit with improving mine.
A product of the Sensemaker spirit is self-control. Preparing for and completing marathons is a wonderful place to develop this trait. That said, any exercise, at any level, that empowers you to test your limits, to practise a marathon mindset is, in my view going to be valuable. You certainly don’t need to be sporty or super healthy, I began with the NHS couch to 5km app when I struggled to jog for thirty seconds!
Treat other people the way you want to be treated. Tell the truth and talk straight. Listen more. Think in terms of outcomes and next steps. If a meeting starts without an agenda, end it. If a conversation becomes unnecessary call it. Make every word and action count. Don’t manipulate. Take time to listen. Empower others to progress. When resolving operational issues, always start with the process.
Something that I ask all my sprinters (clients taking on the Thirty Day Sprint Challenge) to do is to record a daily journal. Journalling is important because without a vision (a picture of a preferred future to aim for), people become like a rudderless ship on a journey that has no destination. Subject to the currents and winds, the ship drifts aimlessly and inevitably finds its way to the rocks
Similarly, if you have a dream and its fulfilment is delayed indefinitely, they can be negatively impacted too. The final piece of the puzzle is this – what I think about is where I will go.
Let us pull this all together. I can increase the probability of achieving a goal by having one (that seems obvious). I can increase the probability further by writing it down (creating a fixed expression of the goal) and can increase it again by thinking about it. The more I think about it, the more
probable it becomes that I will attain it.
Enter my journal. Once each day, I catch myself doing things right by recording my “Thankfuls”, those outcomes and events for which I am grateful. I remember my goals as I write them reminding myself of the tasks I committed to complete to move them forward as I write those too. I take time to think, to reflect, to develop and enhance what I am doing.
I write my vision down so that I can run with it, and then I meditate on it often, giving action to my words, making them important, bringing them to pass.
By developing good habits, giving ourselves goals and the time to achieve them and reminding ourselves of these goals we are much more likely to achieve them.
All this said, even armed with the most positive mindset, life does and will get in the way of your goals - what separates those who will succeed and those who will lose sight of their goals is the response.
Take control of these moments by finding a quiet place and allow time to make sense of what is going on around you. High achievers know that with every mistake and failure you will learn something that makes you more resilient to face future challenges and more thankful and excited for the success that lies ahead.
Author: Dario BucceriRewind a few years, and I was staring down the barrel of a miserable middle-age and beyond. I didn’t have a great pension, and while I’d had an exciting career, I wasn’t set up for life.
Like so many of us, we put off the inevitable, and then when those silver streaks start showing, we suddenly realise that we’re not as perhaps “fiscally aware” as we would have liked to be. More and more people realise that their paltry pension pot won’t carry them through the golden years.
Turning your passion into a profitable business is infinitely possible right now, regardless of your age. With the online course industry projected to be worth over $3.25 billion by 2025 (Forbes), more and more people in their 50s and 60s are turning their experience and know-how into a digital course.
Want to set up a new business when you’re over 50? Then you’re in good company. According to the Office for National Statistics, more than 4 out of every new business in the UK are started by people aged 50 and over. And it’s a growing trend.
I set up my business from my spare room because I didn’t fit into a career box anymore, and for health reasons couldn’t go back to commuting long hours each day.
I began by working one to one with people and teaching them how to be Confident on Camera. As my business took off, I realised that the more successful my business was, the harder I worked – and I had to find another way.
My husband had just retired, so we wanted to enjoy this time together. He didn’t want me chained to my business.
I wanted to live more and earn more, and I wanted to have time for my family and travel and write. I turned my knowledge into an online course and began selling it online on social media. Fast-forward a couple of years, and I’ve now sold over 50,000 courses, and these now sell while I sleep…
Creating digital courses has also enabled me to still make money from home during the Pandemic and even when I was home-schooling my son.
And that’s the beauty of building an online business that fits around your life rather than feeling chained to the business.
It’s firstly about figuring out what you want to do. What’s your superpower? What could you teach others? Perhaps you’re a better baker than Bake Off or a whizz at organising. The first step to creating a successful digital product is figuring out what you want to share.
People want to learn from people like them and being of a particular age is now a benefit instead of a weakness. Who would you instead learn social media from? A 20-something whizz or a woman in her 50s who can explain Instagram in a way that makes sense to you?
I now work with small business owners to set up a digital course who are consultants and coaches, pet-preneurs and ballet instructors and they all want to live more and work less.
Like 81-year-old Stan who loves tap-dancing and people and is building an online community to combat loneliness. Or 60-something Kathleen who took her ballet studio online so she could spend more time with her grandchildren in Melbourne.
My book, Make Money While You Sleep shows the exact roadmap to start making money while you sleep. The beauty of the online world is that age or location is no longer a barrier to your financial success – you just need hard work, a willingness to stand out from the crowd and the fire in your belly to go for it.
Figure out what you want to teach and try to identify a gap in the market. What’s your superpower that makes you stand out in a crowded space?
Niche down. There’s a saying in the online world that there’s riches in the niches – and for good reason. Perhaps you can drill down on your audience by targeting a different age or sector in society. The more your talk to your potential clients, the more successful you will be.
Automate your systems. You can’t make money while you sleep if you don’t build processes and systems to do the work for you.
You don’t have to be a know it all! Be prepared to get scrappy in the beginning and go all in on one social media platform –whether that’s LinkedIn or Facebook.
You don’t have to do it all! We all start somewhere! Learning all the systems and tech is full on, but if I can do it, you can do it! You’ve got this!
Make Money While You Sleep by Lucy Griffiths (Hodder & Stoughton, £14.99)
Leadership plays a crucial role in company performance, and arguably is even more fundamental for startups, where it can make the difference between success or failure.
According to a study published by Harvard Business School, bad management is the prime reason why startups fail, with 82% of startups failing because of bad management and leadership inexperience. With the odds stacked against startups, having the right leaders in place is critical if new businesses are to thrive.
Similarly, success doesn’t just rely on having a great idea or a solid business model. Dedication to building a great team – and one that has the potential to expand globally – is key when embarking on any entrepreneurial venture. But, the reality is that not everyone is instinctively cut out to lead and to run a successful startup. It requires a certain mindset which distinguishes the need to be a boss who precisely directs every aspect of the way the organisation works, from being a leader who clearly articulates its values and inspires colleagues to join them on the journey.
Clearly, most startups are guided by a vision focused around a product or service that the founders believe in, but how many go further to develop their leadership vision with anything like the same energy? Part of the problem can be that among the many priorities facing startup founders, the nuances of effective leadership might not initially be top of mind. To an extent this is understandable, given the focus that is required to build a product or service that is viable, maybe even capable of attracting funding or that can deliver sustained growth.
As a result, the true importance of leadership often only becomes apparent to startup founders as their organisation scales, when they have to manage more than their own time and demonstrate an ability to articulate the company vision so that it enables others to do their job. A boss, for example, can often be characterised by a tendency to micro-manage. This can be especially apparent in relation to their areas of core competence and experience, where the ability to let go and allow others bring their unique capabilities to challenges can be hard to achieve.
Micro-management can also lead to flawed decision making that focuses on narrow criteria. This can often be seen in the leadership styles of people that transition from small to large organisations, where the approaches to leadership can be quite different and a management style that is too controlling can build stress and frustration within a team.
Truly effective leadership, on the other hand, benefits hugely
from self-awareness, empathy and a willingness to consider how style and process might affect others. For many people, these are intangible qualities that seem a million miles away from the skills which got their business off the ground in the first place. They are, however, no less important.
Ultimately, effective leadership is often a question of mindset. Think of it this way: many startups succeed because of a mindset where a willingness to experiment and iterate around their core product or service is valued in full knowledge that failure is a beneficial part of the process that leads to better outcomes.
Adopting a similar approach to leadership is key, and startup founders in particular should be prepared to modify, iterate and evolve their own leadership style until they find an approach that optimises the positive impact they can have on the business and the people it employs. In doing so, things are likely to go wrong, but leaders need learning experiences, a willingness to admit mistakes and the ability to turn challenges into positive progress.
Leadership vision is likely to evolve over time, and in some situations pivot entirely according to changing circumstances and new opportunities. The risk here is that organisational culture – the tone of which is set by leaders – can easily blur or be lost entirely if there are too many changes.
Startups that view leadership as part of their DNA on an equal footing with issues such as their IP, funding or customer experience will be more effectively placed to embrace and manage organisational growth. In doing so, there is more scope to create a stronger, more genuine culture that everyone in the organisation can support without compromise, and instead of being directed by a boss, be inspired by a leader.
By Russ Shaw, Founder of Tech London Advocates and Global Tech Advocates, and Nick Adams, Vice President of EMEA at Globalization Partners
Our climate is changing as are our attitudes and the way we purchase. Becoming a sustainable business has a wealth of advantages and is imperative in ensuring your business’ future. Incorporating sustainability into your business is vital in protecting our planet and helping in the fight against climate change.
By becoming a green business, you will reduce to reduce the negative impact created by your operations. SMEs account for 99% of the private sector meaning they collectively have the opportunity to pave the way for a greener future. The value created by sustainability in business is multifaceted; becoming a Net Zero business benefits not only the planet but can also help contribute to the success of your business.
With 80% of UK residents concerned about climate change, it is hardly surprising that there is an increasing demand from consumers for businesses to act responsibly and sustainably. Consumers’ purchasing patterns show that this looks only to increase in the coming years. As more consumers make decisions based on a brand’s eco-credentials, those who have embraced sustainability are set to not just retain their current customers but also attract new ones. Whilst businesses may be tempted to change their operations to grow their reach, they will soon enough find out that by streamlining they will also improve their efficiency saving them time and money. With many SMEs falsely believe the myth that going sustainable will be too costly, the value it brings, both in the short and long term, emphasises that it is worth every penny.
Many businesses recognise the importance of becoming sustainable however due to a lack of resources and knowledge feel overwhelmed with 78% of businesses stating they don’t know where to start to become more sustainable. Sustainability shouldn’t be complex, it needs to be accessible to everyone, everywhere. You can improve your business sustainability in 5 steps by measuring and managing your emissions, doing behavioural actions and investing in green tech, transitioning to renewable energy, investing in offsetting and participating in projects which give back to the community.
Understanding your carbon footprint will give you a better idea of the impact your business has on the planet. By knowing your emissions, you can benchmark your business and see how it compares to others in your industry and how you fare against your competitors. Getting to grips with your carbon footprint is essential in pinpointing where you need to make changes within your business to reduce your emissions and will provide a starting point to help you monitor your sustainability progress. Using an online carbon calculator, such as this one Zellar – World’s First Sustainability Platform for Business – Carbon calculator , is a useful tool to help you determine your current carbon footprint.
Making proactive change can be difficult as every business operates differently however using data specific to your business will help you monitor your actions, giving you a greater insight into how you can behave more sustainably. Setting actions which you monitor each month such as checking internal lights are switched off out of hours or the thermostat is scheduled for the right timings, will help you to become a more sustainable business.Once you have done behavioural actions you can then decide where to invest to make changes to increase productivity. Investing in green technology is a sustainable way to run your business. Green tech refers to environmentally-friendly technology which doesn’t harm the environment and helps to reduce emissions. Green tech can be anything from smart thermostats to loft insulation, double or triple gazed windows to energy-efficient fridges. Having green tech is a more sustainable option for businesses as it uses less power than other products. Once you’ve installed these products, make sure you incorporate it into your behavioural actions for example is the equipment fully serviced and maintained? If not, it may not be running as efficiently as possible wasting energy. By being more efficient it helps businesses to save energy, money and reduce their emissions.
Step 3: Transition to renewables
Transitioning to renewable energy helps to lower your business carbon footprint. By using renewable energy sources instead of fossil fuels, your energy consumption doesn’t negatively affect the planet. When choosing an energy provider, you need to be aware of greenwashing as many energy companies offer green tariffs however these can still consist of a mix of sources including fossil fuels. Businesses looking to become more sustainable need to address where their energy comes from and how to reduce the amount of greenhouse gas emissions they emit.
Carbon offsetting allows businesses to invest in climate change solutions, from planting trees to protecting mangrove swamps and restoring peat bogs. When you purchase an offset, you are funding the reduction or removal of carbon emissions. Businesses can only do so much, so fast, within their own operations. Supporting carbon offset projects is therefore a great way to have a bigger impact and demonstrate your commitment to sustainability. Just remember that climate change won’t be solved through offsetting alone. Businesses also need to continue making significant internal changes that reduce their emissions.
Becoming a sustainable business is about understanding the harmony of sustainability in which you give more than you take. This notion should echo through your actions, in having a business you naturally impact the community
and environment around you, that’s why it’s important to make sure that impact is positive. By involving yourself in local biodiversity or volunteering projects you can help give back and contribute to leaving the planet in a better state than you found it. Corporate volunteering is also a great way to entice talent to your business by helping to align your business values with your employees. A study from Deloitte showed that 89% of employees think businesses that support volunteering activities offer a better overall working environment. It’s important to share your sustainability progress and how your efforts are contributing to a greener environment. Implementing ESG principles into your business also helps to attract investors to your business. Doing good is good for your employees, your business, your community and your planet – it’s a win-win.
Sustainable businesses don’t just look to the future, they are the future. With increasing emphasis on the importance of sustainability setting ambitious environmental goals is crucial in not just determining the future planet we leave to our children but also the future of our businesses. Going green requires thought and you can’t become a Net Zero business overnight. However, by implementing a sustainability strategy and following the five stated steps you can start your journey to becoming a sustainable business today.
Author Elsa Papa is the content writer and sustainability officer for Zellar, the world’s first sustainability platform. www.zellar.com
Do you have a vision of where you want to be and what you want to do but it’s just not happening? Are you feeling blocked and frustrated by duty and responsibility? Or maybe you just can’t find the way forward? You may have a clear knowing of what you want to do but you cannot achieve it because life keeps getting in the way. You may feel there is a book you need to write, a cause you want to fight for, like Greta Thunberg’s activism for preventing climate change, or you may have an urge to travel and open up your life. Whatever it is, somehow you never quite get to it. So how to do shift the balance and follow your life’s purpose without getting derailed?
To connect to your Higher Consciousness
Your plan for this lifetime is stored in your unique spiritual essence which we call The Higher Self. At times of stress or emotional turmoil your focus will be on your troubles and not on your spiritual essence. You may become disconnected or not hear clearly, like using a bad telephone line.
Here are a few tips to help you raise your vibrations and lift your spirit to enable a full and clear connection:
Immerse yourself in nature. You can also use walks by the sea, in parks or in the countryside, wild swimming, gardening or any activity that suits you as nature holds the high vibration energies that will raise your spirit.
Listen to or play music or sing Dance or practise yoga Be creative e.g. cooking, art or craftwork etc. Meditate
Here is a simple ritual I use every day to consciously connect to my Higher Self: Grip your hands together – this symbolises togetherness. Raise them above your head – this symbolises raising your consciousness. Say out loud “I am fully connected now, right now, right now” – this uses your free will and intent to make the connection.
You may have a sense of being unsettled, restless and needing change but at a loss to know what it is you want to do. Let’s look at how you can find your hidden inner passion.
Write down everything you have ever done, including in your childhood, that you have found exciting, exhilarating and that made you feel happy and complete. There will be clues in that list that may trigger an idea for you to take forward. Your mind is often guided by logic and fear, so discover what your heart wants. This simple ritual will help you to connect to your heart:
Put your hands together in front of your chest – to represent
Open them wide three times – to symbolise your intention of opening your heart
Place one hand on your heart centre, in the middle of your chest and focus your attention on your heart centre
Ask your heart what its wish is; the first thought that comes into your mind is the answer. Your fears can block your progress
You may be blocked from reaching your goal by fear. This can be a conscious or subconscious fear from past experiences or from imagining the worst outcome. How do you overcome fears? I have found the most effective way is to face them! If there is something you really want, then do it anyway, even if you are scared. Facing fears is empowering and will knock down those invisible boundaries that limit you.
You may be following your life purpose by doing exactly what you are doing!
An important aspect of Life Purpose/destiny is that you may well be fulfilling this already!
My belief is that when we are living kind, caring and thoughtful lives that consider the feelings and needs of others – then we are fulfilling our role as spiritual human beings.
The hero in the new musical ‘Artaban’, which premiers in Covent Garden this November and is based on the book ‘The Fourth Wise Man’ by Henry van Dyke, faces similar challenges on his life journey.
Artaban spent years waiting for the star that was prophesied to show the arrival of a new king. A new king that would help lead people from the corrupt and greed of life at that time. Once he saw the star, he was desperate to meet his three fellow Zoroastrian priests to follow the star to Bethlehem. There he would give his gifts, of a ruby, a sapphire and a pearl, to the baby Jesus. But Artaban’s quest and heart’s desire was thwarted right from the start as he was approached by a sick man at the side of the road. Artaban was not only a philosopher and astronomer but also a healer and his compassion pulled him to stop and help the man recover. This meant he missed the other three magi and consequently by the time he reached Bethlehem the family had moved on to Egypt.
Artaban spent the next thirty years of his life searching for Jesus and constantly stopping to help those in need. Because he felt he was failing in his mission he felt guilty and a failure (is that familiar to you?) However, eventually he came to Jerusalem where he heard that Jesus was imprisoned awaiting crucifixion. Once again, his urge to help him and give him his last remaining gemstone was thwarted. But, he did learn the
most important lesson of all, that in truth he had fulfilled his mission – which was to help others. His acts of kindness on the way to his goal were the reality of his mission on earth.
So as the saying goes, its not the goal but the journey and how you live your life day-to-day that really matters. So, relax about discovering a momentous life purpose, but follow your heart – it won’t fail you. And concentrate on living each day with love and kindness for that is what your heart truly needs and the love and gratitude that returns to you will give you fulfilment and happiness.
Anne Jones is a spiritual healer, author of seven books translated into 18 languages, and co-creator of ‘Artaban The Musical’ which is based on the book ‘The Fourth Wise Man’ by Henry van Dyke.
I am passionate about the opportunity franchising offers people to run their own business and be their own boss but with the support of a national brand and the framework and systems that that brings. We have a saying which sums it up ‘work for yourself but not by yourself’.
So, is it right for you?
If you harbour a desire to run your own show, are a ‘people person’, have good communication skills, entrepreneurial flair and a desire to grow and develop a business then it’s certainly worth looking into franchising.
What are you passionate about?
When setting up a management franchise business you will be managing rather than doing – so don’t exclude a franchise opportunity due to lack of experience.
The franchisor will give you all the necessary training and give you all the tools to run the business. Your challenge is to find the right franchise for you. Franchising allows you to be your own boss but within the wrapper of an established, proven business model.
With Home Instead, for example, you don’t need to have experience of working in the care sector – you will employ a Care Manager for their expertise. But many of our franchise owners join us having struggled to find good quality care for a loved one (so they recognise the gap in the market) or have themselves provided care and support for a family member.
I would suggest that the franchise needs to be a business that is of interest to you. And there are literally hundreds of franchise opportunities out there – from the fast food outlets that we have all heard about to kitchen retailers, oven cleaning and doggy day care. There really is something for everyone.
As would be the case for any new business venture, you need to do your homework – but where’s the best place to start?
I suggest visiting the BFA website. The BFA is the trade association for the British franchising industry. They run seminars (Buy a Franchise is one that runs regularly), there is free online training and information on their members.
You also have the reassurance that they don’t let any franchisor in – their members have to go through an accreditation process so it’s a great place to start your search.
As the world opens up again, you will have the opportunity to attend the franchise shows in person and there are also virtual events you can attend.
Individual franchisors will also run Discovery Days – these offer you the opportunity to find out more about a particular franchise business and are typically ‘by invitation’ following an initial exploratory call.
It’s good to talk
Franchisors like Home Instead who are keen to promote franchising will always be happy to talk to would-be franchisees about the sector in general or their particular opportunity.
We always encourage people thinking of joining our network to speak to our existing franchisees – who better to give you an honest appraisal of the business you are thinking of stepping into?
The other people to speak to are the banks. Banks such as NatWest, Lloyds and HSBC have specialists who deal with funding for franchise businesses. The good news is that funders look favourably on franchising as a sector. That’s because statistically a franchise business is more likely to succeed than a brand new start up business. And that’s because you aren’t reinventing the wheel.
For Home Instead, the banks will typically fund up to 70 per cent of the funds required which is the franchisee fee plus your working capital. The amount will vary significantly depending on the franchise business you are looking at.
Is there a good time to pursue a new franchise business? I would argue that there is no time like the present if you are an aspiring business owner.
With lockdown restrictions lifting and a return to offices in sight, there are many people who no longer wish to remain employed or part of corporate life and we are seeing a significant increase in enquiries as a result.
The franchising sector as a whole is resilient, there are many opportunities to pursue (something for everyone I’d say), the funders are keen to support; so what’s stopping you?
Author Ruth Brown
David Kindlon, CEO of Eppione, explains how the business was formed and the best ways to spot a potential entrepreneurial business partner.
I’ve worked in the insurance sector in Ireland for 20+ years, and joined a global network of insurance brokers in 2016, to help with understanding global markets and how other brokers might help my clients who were expanding into different countries.
I first met our UK counterpart Neil Fallon at an employee benefits conference in the UK. He was new to the group, and after he had presented some UK benefit solutions and we shared a beer together, we started talking business. Shortly after, we both met Ernest Legrand at another conference where he was presenting on cyber risk. The three of us hit it off straight away; we were passionate about our own areas of expertise but also on how technology could help us and our clients going forward.
I first started working with Neil on ideas to help my clients with their operations in the UK. His knowledge and understanding of the UK market and his attention to detail on these clients was second to none. We had a number of business development ideas, and when we started to discuss the opportunity that technology could bring, we shared the same passion.
Bringing Ernest into the mix was a no-brainer. His knowledge and understanding of technology had impressed us, along with his work in the insurance sector. We had often picked his brain on various issues. Working together was easy, we each have different personalities, but we get along so well and as a group this is a big positive for us. We have aligned our areas of expertise within the business which allows us to focus on what is important.
Without technology, we could never have developed the business to where it is today. Having three business partners based in three different countries across two time zones, it would not have been possible to spend the time we needed together, so remote access technology has definitely been important for us.
Since the launch of the Eppione platform, we have seen business growing across all areas. New direct clients, new partnerships and, very importantly, our expansion into the Australian market. Now we work in over four offices and three time zones, along with other remote workers throughout the UK. Technology is so important to us as we started out and ever more so now we are expanding.
Going forward, any business that does not embrace technology is going to fall behind. With the COVID-19 crisis impacting countless businesses across the globe, it is vital that businesses embrace the future of technology and its relationship with the way we work.
Having too many people on the team with a similar skill set can have a negative impact on the business.. Entrepreneurs should focus on seeking out a business partner that has different skills than their own. If you are naturally a talented sales person, find a natural marketing person or a tech expert. The difference it can have on your professionalism and outlook will go a long way.
Entrepreneurship is no fool’s game. Ideas must be backed by results. If you hit it off with someone creatively, make sure they are result orientated before you embark on your business journey. That way you can easily evaluate whether they are willing to put the work in and bring their ideas to fruition.
Arrange to work with your potential business partner before going into business together. If you have the opportunity, invite them to a client meeting in another country – if you can travel with someone on business and be relaxed in their company the whole journey, this is a good sign that you will both flourish in a business capacity.
Bringing different social skills to the table is important. Inviting potential partners to a social situation will help you understand them better. As mentioned, Eppione has three very different personalities at the top of thebusiness, but we know when to bring and use the different social skills we have.
Look at your shared goals from both a personal perspective, as well as that of the business. Sharing an overall common goal with your business partners will help you focus on the tasks at hand, and inspire you when you need it most.
What’s your brand’s purpose? You’d be surprised how many companies I speak to don’t have an answer to this question. They tell me what their company does, and what makes their product or service better than the competition but that doesn’t really answer the question. A brand’s purpose is in essence the reason it does what it does, other than to simply make money.
Does it matter what this purpose is or whether you have one? I’d argue it does. Not least because consumers these days are increasingly buying based on their beliefs. They don’t simply want to buy that coffee. They want to buy a coffee with a host of other things attached to it; perhaps it has been locally roasted, created by an independent coffee producer, or it’s from somewhere where the producer gets a fair cut of the action or maybe it’s the most eco-friendly brand. I’m not saying people want corporate social responsibility or the environment attached to all their purchasing decisions, but they expect the brands they buy to have a ‘purpose’ which resonates with them.
Research bears this out. The 2019 Edelman Brand Trust study found that that nearly two-thirds (64 percent) of consumers around the world now buy on belief. This is a 13-point increase on 2017. These belief-driven buyers (BDBs) choose, switch, avoid or boycott a brand based on where it stands on the political or social issues they care about.
BDBs are not some niche group. They are now the majority in every market, across all age groups and all income levels. For instance, almost as many consumers that Edelman studied aged 35-to-54 buy on belief as 18-to-34-year-olds, and the most impressive gains come from the older cohort, with an 18-point increase among people aged 55 years or more.
Knowing and communicating your brand’s purpose is vital, almost no matter what you sell, where you sell it, or who you sell it to.
How do you identify your own brand’s purpose? First you need to recognise that it’s not the same as your brand’s promise. Your promise is what consumers can expect from your products and services. Your purpose is much more than this; it’s your reason for being, the stuff which gives your business its ‘passion’; it’s where your product/service and your contribution to society meet.
Let’s look at a real-world example to explain all of this. Consider Timpson, the shop that among other things repairs shoes, watches, jewellery and mobile phones, cuts keys, dry cleans clothes, engraves stuff and prints photos. That’s what it does – but the way it goes about doing this really highlights
its brand purpose.
Timpson believes business should be about making a difference not just making a profit; its way of making a difference involves helping people who society perhaps doesn’t normally prioritise. A tenth of the company’s employees are ex-offenders and at least seven of the group’s 2,000-plus stores are run by people still serving their sentences, who are able to work under day release schemes. These staff members have been trained at two women’s and five men’s training academies inside prison facilities, all funded by Timpson. The company spent more than £692,000 on recruiting, retraining, mentoring and other support for exoffenders via its charitable foundation last year, with activities including training schemes in prisons to help people prepare for when they get out.
You can see how that sense of purpose fundamentally shapes how Timpson runs its business. However, importantly for marketers, the purpose also informs the services it offers; for instance, mindful of other groups struggling to find work, the company has offered a free suit cleaning service for the unemployed attending interviews, who can’t afford the service.
Now just because Timpson’s purpose is all about doing good, doesn’t mean every purpose has to be rooted in corporate social responsibility.
Let’s look at another purpose to prove this point – Ikea. Its stated aim is “to create better everyday life for the many people.” This utterly impacts on the products it offers, the price point it operates at, the location of its stores, their look and feel and so forth.
As already mentioned, having a clear purpose which customers understand, helps with sales. But it also provides an emotional connection between a brand and its customers; this drives greater loyalty and more recommendations. Customers who ‘buy into’ a purpose are much less likely to shop around and much more likely to defend a business when others criticise it. They have some ‘emotional skin in the game.’
Companies with a clear, relatable purpose also find it easier to distinguish themselves from competitors and they recruit with greater ease. It also makes the company’s wider decisionmaking much easier. When you know what your purpose is, the things you should do – and shouldn’t, become much more clear-cut. Your marketing becomes more defined. It’s much easier to identify partners you should work with, causes you should support, initiatives you should start and campaigns which will resonate.
Internal communications become clearer too. If staff understand and ‘get’ your purpose, they see more clearly why they’re doing what they’re doing, they get more job satisfaction and they feel they’re part of something that matters. As a result, they’re much more likely to enthuse about you as an employer.
So, I’ve convinced you of the power of purpose, but how do you develop one? Here are some golden rules to help you.
Firstly, remember you can’t just bolt it on. Your purpose cannot be some marketing gimmickry, people will see through that. Your purpose needs to resonate with what you do and how you do it.
It’s also needs to be a long-term commitment, you can’t have one purpose one year, and a different one the next. That’s a temporary marketing tactic. If you are fixing on your purpose, be prepared to live with it (and up to it) for the long-term.
Just because you haven’t already written down a purpose doesn’t mean you don’t have one. Even if it wasn’t established and expressed at the outset, you may well find that your business has a purpose which has developed over time. You will be able to perhaps see it in the way you do things, the people you work for and so forth. Sit back, think about why you do what you do; what’s the difference your business is trying to make; look beyond the bottom line, explore what excites you!
Let me sign off by sharing our purpose. At Energy PR we provide top quality, big agency-calibre communications services to great challenger businesses which deserve to be better known but can’t afford to go the big agency route.
We do this because we passionately believe these brilliant, challenger businesses are where the future growth of the UK economy will come from. Through promoting them we’re accelerating their business growth, supporting innovators and exporters, increasing employment and driving UK prosperity.
So, if you are such a business, and you want help identifying and communicating your purpose and building your business – get in touch. www.energypr.co.uk Louise@energypr.co.uk T: 01993 823011
Louise Findlay-Wilson is a regular speaker and commentator on PR, digital and social media and owns leading agency, Energy PR. In a PR career spanning over 30 years, Louise has worked with a huge array of B2B and consumer brands. From major names such as the BBC, Lloyds Bank, Capita, Cap Gemini, Schwartz, 20th Century Fox and St Paul’s Cathedral through to exciting, ambitious start-ups and fast-growing SMEs – helping them use PR to drive and accelerate their growth.
Skin Alchemists founder Theresa Edward was born and raised on the Caribbean island of St Lucia. She comes from a family of renowned herbalists and grew up seeing her Aunt Mano –an alchemist and the most established herbalist on the island – blending botanicals from her garden, creating remedies, tinctures and harnessing the medicinal power of plants to help local people overcome all sorts of ailments and skin conditions. In this article she shares her top 10 tips on how to start a skincare brand.
Growing up, Theresa was surrounded by St Lucia’s fresh, natural superfood ingredients including Turmeric (antiinflammatory), Coconut (moisturising) and Nutmeg (antibacterial), that were used topically to heal various ailments. This ‘knowledge’ was passed down from generation to generation and is a part of Theresa’s DNA.
After migrating to London, her skin and health fell victim to the negative effects of a fast-paced city life, air pollution and processed food. Although Theresa never suffered from acne as a teenager, here she was in her 30’s plagued with spots, her skin was dull and she was always sick with the latest bug, or colds which would last for months. She was always tired and lethargic.
A shift in consciousness came during a trip back to St Lucia after observing an almost immediate increase to her energy levels attributed to eating fresh, organic foods. Her skin became clear and glowing from swimming in the mineral salts of the ocean and masking with volcanic mud from the Sulphur Springs. Theresa had re-connected once again with St Lucia’s traditional ways and was reminded of their powerful effects on the skin and one’s spirit.
Returning to London, she was inspired to act on her recent experience in St. Lucia by replicating these natural benefits to create a line of organic skincare formulated using ancient remedies and potent plant alchemy; aromatherapeutic scents, packaged in the most luxurious way, ultimately enticing people to fall in love with caring for their skin.
Quality, honesty, transparency and integrity are vitally important to Theresa. SKIN ALCHEMISTS is 100% vegan and natural. Using the highest quality organic or wildcrafted therapeutic ingredients, at the highest quantity for them to be effective.
Theresa’s advice to anyone thinking of starting their own skincare brand is to:
1. Conduct Market Research and Testing: find your niche, identify your USP’s and target market, find out what the competition is doing. My first market research was offering free samples to family and friends if they would fill out a
tick box feedback form so I could get honest answers. I also approached a few green beauty bloggers and offered them free products for testing and feedback.
2. Network and build relationships: and that starts with who you already know. In the early days I called on friends to help me with things like photography, spreadsheets. Attending exhibitions and online groups helped build my network. I met the packaging designer I work with in a Facebook group for female entrepreneurs. She in turn introduced me to packaging suppliers. The organic farmer we source our plants from now emails me updates on when the crop may be ready so I can plan better and always fulfills my orders first.
3. Do not be afraid of evolution I started off just wanting to formulate clean skincare which fed my skin with potent plant actives. Then thought what if these potent products would have the most intoxicating scents, which led me to working with the best aromatherapist to develop the scent. I’m now working with organic plant farms to source whole plants from which we can extract the beneficial botanicals inhouse and really create what I like to call plant medicine for the skin. We will continue to evolve as long as it means getting a better product to the clients.
4. Branding and Marketing is key to standing out in an already crowded market and this is where you can differentiate yourself. I jotted down all the ideas I had in my head on how I wanted the branding to look, feel, whose eyes it should attract and created a mood board. My collection was inspired by Alchemy and St Lucia. I incorporated this into my packaging by having triangular shaped boxes reminiscent of the symbol for alchemy and the Pitons of St Lucia, which is different from the standard square packaging we are used to seeing.
5. How broad is your skillset? Take stock of the talents and skills you may have from previous work experience. A lot of time and money can be saved by doing things yourself. To this day I still design and update my own website. That is not to say you shouldn’t work with a professional when necessary.
6. Passion and understanding of how the industry works is vital. If you are doing this because you have solid contacts within the industry, that’s great but the industry is forever evolving, and passion is the only thing that will keep you going when the no’s come and the sales aren’t coming in as quickly as you’d hoped or when suppliers let you down.
7. Consider alternative sources of funding to banks if it’s needed. I boot strapped my business and still do. Not because I have an inheritance or anything. I am passionate about conjuring these skin-changing magical potions. However, I can lack confidence in myself at times and didn’t want to incur debt if this didn’t work out. So, I funded the business by
working other jobs. I still have the pictures from working in a restaurant kitchen washing dishes for a few weeks because I needed £600 to put towards my packaging. Those photos keep me humble and motivated. There are other alternatives such as the SEIS investment scheme and crowdfunding.
8. Harness the power of Social Media and their communities no matter what space you operate in there will be a community of followers and some will have greater influence than others. I don’t have a team and huge advertising budgets. So, I learned to build an organic following on social media and through that medium connect with the green beauty community who have been extremely supportive.
9. Keep true to your vision and set a true value for your products – don’t dilute what is the best version of yourself to follow trends or to make sales. My products are in the luxury bracket and I did struggle to set those prices because I was scared it would be unaffordable. However, I realised that
these products represent years of skill and knowledge of my craft, they contain the best quality ingredients, fresh and potent in beautiful packaging. I had to price accordingly.
10. Be prepared to put in the hard work as it doesn’t happen overnight. My business is three years in the making. I have to attend popups, plan events, update my social media with new content, develop the business, do my accounts, the order fulfillment and I had a baby a year ago. So that can mean I have to answer emails and pack orders when she is asleep, stay up later at night or wake an hour before she does to get work done.
Corporate Social Responsibility (CSR) has been around for year but I would say the ethos behind it is still as important as ever, if not more so and something that startups should be looking at from their inception. We’re currently living in a low trust world where it seems everyone is just out for themselves and what they can take from life. But the tide is turning.
Before the pandemic started, people were already looking for a different approach, wanting a world where business is more than just about making money. They had also started demanding transparency – just saying ‘we do what we can’ was no longer enough; they wanted specifics about supply chains, fair trade, good working conditions, environmental responsibility and so on. The pandemic hasn’t stopped this, if anything it has crystallised it, with all of us more aware than ever of our impact on the planet and its fragile balance.
So, for entrepreneurs CSR is more important than ever; for the long-term survival of your startup and the future of the planet.
Of course, it’s true that some customers won’t care. They will buy on price or because a brand name is more important to them. However, a growing majority do care and these people, whether they are buying as a business or as a consumer, they are looking for companies that care and are about more than just the money. They want to buy responsibly, and they want details to prove that they are doing so. They don’t want to be fobbed-off with greenwash; they want to know what you are doing as a business, and what that means. And in many cases, they are willing to pay a bit more for it.
CSR can be undertaken in many different ways. For example, resource donations (e.g. product, time, staff, etc.), financial donations, offering pro-bono work for charities or the vulnerable in society, co-marketing to promote a charitable cause, and having specific, clear, publicly announced ethics (e.g. carbon zero, LGBTQ-friendly, vegan, no investment in drugs or weapons etc.) As well as being good for business all these approaches can help build your brand, boost staff morale, make a positive contribution, while also being the right thing to do. And for those customers that don’t care, having good CSR won’t put them off. So, you have nothing to lose. But many customers do care – so why lose their business? By having good CSR you attract more people, you stand out from your competitors, and you show that you care about the long-term future. I believe the expression is ‘winwin’!
Here are some examples of different approaches to CSR. Take a look at see what could be applied to your business:
A clear and easy way to practise CSR is to donate a percentage or a given sum to a charity or organisation with
every transaction. For example, at Bidwedge, we are all mad about cats, so we partnered with Born Free. When changing your unwanted foreign currency back into Sterling, you can opt to donate the full amount to Born Free (via the Bidwedge platform) and we’ll donate 100% of our handling fee, or if you’d prefer to keep the cash yourself, we’ll still donate 50% of our handling fee. All the money donated goes directly to support Born Free’s big cat sanctuaries at Shamwari Private Game Reserve in South Africa: https://www.bornfree.org.uk/ shamwari-big-cat-rescue-sanctuary.
Another example is UK insurance broker Club Insure, which announced earlier this year that it aims to raise £75,000 for Prostate Cancer UK by donating £5 for every new or renewed insurance policy.
There are also many organisations which donate something allied to their brand. This can give a fun and / or memorable message for the organisation. For example, Who Gives A Crap’s tagline “toilet paper that builds toilets” tells you what their business is and what their charitable contribution is, while showing itself as a fun brand, with the nudge towards toilet humour. And they do donate a very generous 50% of their profits to help build toilets in developing world countries where access to sanitation is limited.
Green Tomato Cars is another ethical brand, founded to provide an eco-friendly car service in London. They aim to do their bit towards improving air quality in London and were the first operators in London to use the Toyota Prius. Not only that, they offset their unavoidable emissions by supporting The Ugandan Improved Cookstoves project. This subsidises the sale of charcoal cookstoves and fuel-efficient biomass and across Uganda which improves cooking conditions and reduces indoor air pollution.
Rather than buy-one-get-one-free, the smart money might well be on give-one-away-for-every-one-bought. It certainly worked for Dashel, who gave away one of their stylish recycled cycle helmets to an NHS keyworker for each one bought online during lockdown. Not only did they give a real benefit to NHS workers choosing to cycle to work, rather than risk public transport, they showed themselves to be a truly ethical company and, in turn, found their helmets very much in demand.
Stand4socks is another brand that donates one product for each sold. They create socks from sustainably sourced yarns, have ethical working conditions and sustainable packaging. But arguably, what really sets them apart is that they recognised that the most requested items from homeless shelters are socks. So, they designed what they believe to be the most suitable socks for homeless people and donate a pair with every sale.
For startups with limited resources volunteering is a great way to contribute. A lot of the big organisations offer what’s known as Corporate Volunteering Days. Nationwide Building Society, for example, gives their employees two paid days per annum for volunteer activities. Of course, this may be harder for small businesses but even a couple of half days might make a difference and boost morale, while you are building your startup and your contribution.
Alternatively, you may have services that you can provide to a smaller charity. Perhaps you can offer to set up some social media activity or give an hour each week to advise on financial administration or software. Reach Volunteering is a platform connecting businesses with skills they want to offer with organisations looking for help: https://reachvolunteering.org. uk/
I hope these examples of successful CSR will provide inspiration for your startup and that you’ll introduce your own CSR.
Here are some tips to help you on your way:
1) Choose something that resonates with you and/or your startup
2) Don’t choose something simply because it makes you look good. You clients (and your team) will see through it, and you will find it difficult to sustain if your heart’s not really in it.
3) If you have a big staff, consider allowing them to choose what they want to do and how they want to contribute. You’ll
get better buy in that way and they will enjoy it even more!
4) Something is always better than nothing so if necessary, start small. Once you’ve got going you’ll find it easier to expand your contribution.
5) And announce it on your social media, on your website, maybe even on your packaging. Just be sure to let people know what you are doing.
There are so many good causes and charities needing help, so there will definitely be something to suit you. Teaming up with a big name can give the business added kudos; supporting a local charity makes sense if your market is primarily local; getting involved with a smaller charity can work well if you’re looking to make a big difference or would like reciprocal exposure. As discussed, CSR can cover a wide range of activities and different types of contribution. Find something manageable that will work for you at your current stage of business growth. Your startup can make a different right from the beginning of your journey.
Author
Shon Alam is founder of Bidwedge. Bidwedge makes it easy to change your left-over cash currency back into Sterling –at great rates for even the smallest amounts. Just enter the amount, see the rate you’ll be paid, post the cash and watch the money appear in your bank account. It’s easy to do.
Website – www.bidwedge.com
Felipe Polo, a digital entrepreneur, non-executive director and investor, shares his top five ways to identify your niche and build your business for success.
Launching a business can be a daunting experience with developments often happening at 100mph, leaving little time to reflect, learn and grow. It’s key then, that you spend a good amount of time working to identify your niche – what you can offer, how it differs to what is already in the market, and how it will add value to your customers – before you launch, so that you can make sure your business decisions are driven by the right motivations. Especially in the early days when decisions need to be made at speed, your niche can help you focus your product or service, enabling you to ignore the inevitable distractions that have the potential to weaken your brand and your business.
I kick-started my professional life as a Software Developer in someone else’s company, but as my expertise grew and I climbed the career ladder, I quickly realised that under the broader industry umbrella of ‘technology’ I could carve out my specialism. Having co-founded and sold a software development company, I’m now in a position to support other business leaders and help them navigate their own niche.
Deciding what you will build your business on usually evolves from pre-existing experience. I had a vast amount of experience in building different, software-based microservices for a broad range of clients. I could see how these different services helped to streamline operations, support culture and enhance productivity. Instead of continuing to build software for clients, I knew I had value to offer in advising business owners on how technology can act as a business lever in mentoring teams to enable them to reach their full potential. My experience gives me a unique perspective and I work at the intersection between tech, teams and business, providing sound advice to businesses on digital transformation to drive results.
Market research is crucial to honing a business niche as it helps you understand the level of need for your proposed service or product, and what customers may value most. By using market research to “niche down” you can often find an underrepresented and entirely unique specialism. For example, your skills may be in business consultancy – is there an underserved area of the market that you have the skills, passion and experience to support that can help you brand your business and niche down further?
Materialise your product(s) or service(s)
Now you know what you can sell to provide benefit and what your niche is, the next step is to extrapolate it into a concise service or product offering. For me, the ability to distil your vision, service and its value into one sentence is crucial to take your offering to market. If you can’t explain what you offer in one sentence, your customers might struggle to understand the value.For example, I advise business boards on technological solutions that streamline operations and save on costs.
Once you have a customer base and have enough data, segmentation is invaluable for those operating in niches as it enables you to align your products or services to specific customer-types.
Segmentation also does not require industry specialists anymore either, as the right software will enable you to split and review your data set for product and profitability. This kind of software is an upfront cost, however, may increase your chances of success in the early days of launching your niche to market.
Throughout the life cycle of any business, a leader has to be ready to adapt as processes unfold. Launching any business is a challenge with a great number of potential variables waiting to trip you up. Of course, there are large scale events like global pandemics, but smaller things like pricing and outsourcing requirements may change quickly too. An open mind and a willingness to pivot will help you overcome challenges, reflecting an entrepreneurial culture of risk-taking that drives you forward.
Felipe Polo is a digital-focussed entrepreneur, non-executive director and investor, who helps organisations align their tech, teams and business strategy.
When you think about it, every day you take the corporate wage is a day you work for someone else’s interest, not your own. You could be investing your brainpower and energy in your baby, with the potential to be paid back tenfold. If you have a good business idea, surely it makes sense to invest in it?
But as many globally successful female founders show us, it can take a while to land your ideal role. The good news is that you can start your entrepreneurial journey at any age, and those who come to it later actually stand a good chance of success:
Those years working for other people have built up your industry knowledge and product expertise. You can figure out the things that cause you and your customers pain and make the job hard – and create a business designed to fix them.
To reduce the up-front hurdle, a low-cost, limited scale solution that you take to a few people can help test the water. Importantly, it can get you in front of people talking about the issues you want a voice on, in a low-risk way for both you and your clients.
The workplace is notoriously ageist, but as an entrepreneur you can turn it to your advantage to reset your mindset and focus on the positives of being older. Not the least of which is the credibility that comes with experience
A specific benefit of a longer career is that as an older entrepreneur you have a lot of experience of different places, companies and events, so you can more easily find a point of commonality with the person you are talking to. A personal connection is a great way in, so maybe you went to the same conference ten years ago? The longer you have been in business, the easier it is to find these connections.
Many older entrepreneurs can leverage their contacts network, and if you are setting up in a ‘nearby’ professional field then many of your contacts could probably help you.
However, it’s important to try and figure out how people can help out without it being about money: an introduction perhaps, or maybe capability in their business. You can often find other entrepreneurs will assist as long as you’re willing to return the favour. Most people work on the basis of what comes around goes around.
Regarding finance, generally you should avoid giving away any kind of equity stake in the early stages. You don’t know what the value of your business is this early in its lifecycle and you will probably regret it later.
The main reason to bring in long-term partners is to access something you can’t find anywhere else and is intrinsic to growing your business. Instead, outsourcing can be your best friend, particularly in the early stage. If it works, you can bring that function into the business later, and if it’s a disaster you don’t lose anything.
Older entrepreneurs often have negotiation experience, having learned the value of money, so will know how to get best value, when to negotiate and when to walk away at those vital early days of getting a business off the ground.
Someone who has worked in a company for a long time also has good workplace social skills; listening skills, a mindset of collaboration and a positive attitude to advice from others are characteristic of an older entrepreneur. Some younger entrepreneurs, on the other hand, think they are right about everything from the off. A risky assumption.
Setting up a small business has many pitfalls, so it’s great to go into it with a willingness to listen and take advice that your younger self might not have done.
Don’t leave it too late
Factor into your plans that it will probably take at least six or seven years – probably ten – to get a business really going. If you are looking to set up a business that will fund your retirement in your mid-60s, you need to think about starting it in your mid-50s.
Starting a new company is a lot about having the mental appetite, but the 50s is the new 40s: you’re still energetic, healthy and full of new ideas. Those who get booted out of big corporates often find the last few years in the business are miserable and they get side-lined. So, don’t leave deflated; instead leave on your own terms, when you are still feeling good about yourself.
And remember, in your own business your age is irrelevant. You won’t face the frustration of less experienced people getting promoted just because they fit the target management profile.
Some aspects of going solo are like a cold shower. For us
“oldies” it can be a steep learning curve to get on board with all the software tools out there that make the task more efficient. Not to mention the sheer amount of time you spend at your computer.
The entrepreneur’s essential role is co-ordination and there’s some fantastic software to help manage a live project such as Slack and Monday.com. Especially now, with everyone WFH, it’s important to get everyone connected to you and your team at a click of your button.
Equally, sales and marketing have gone digital. You have to work out how to navigate this strange world of views, clicks and conversions, whatever your business. My solution: hire a whiz kid to do this for you, but don’t neglect it. No marketing, no business. That’s the simple truth.
Also, see how much time you’re spending on low-value admin and think about the things that only you can do and what are the things other people can do for you. A virtual (or real) PA can help to police you and assist with things that take up your
valuable time. Good ones will help design their own role – to make sure you do the things only you can do.
And finally, your sudden loss of status can be strange. No one phones you anymore and you’re not (yet) of much interest to sales people. Now you have to win friends and influence people from your personality alone, not your corporate job title. But at least such friends are ‘real’ – they respond to you and not your business card.
For me, running my own business was the start of many genuine new personal friendships as well as finding the freedom and reward that working for someone else never would.
Roger Jackson is the founder of Sensecheck.com and the CEO of Shopper Intelligence, an international specialist market research firm.
Kirsty Prankerd shares her advice for fellow entrepreneurs setting out their business goals for 2023.
I set up Write From The Heart with my mum around seven years ago from my daughter’s bedroom while I was on maternity leave with my first child. We had no initial investment — just the small sum of £300 which we scraped together ourselves. The business grew very fast, gathering popularity on Facebook, Instagram, and Google Shopping. Within months, we left our jobs to focus on Write From The Heart full time.
Within a couple of years, we have moved into a large office, invested all of our profit into new equipment so we could print all of our products in house, and we have taken on a team of 15 fantastic employees. We now have one of the biggest selections of remembrance keepsakes, and quite possibly the largest range in the UK. Our business has survived COVID-19 and shows no sign of slowing down.
Neither me nor my mum are graduates or have any qualifications. We believe that our drive and determination, together with our strong family bond, have been the key to our success. However, along the way I have learnt a few very important things about setting up and nurturing a growing business that I think every entrepreneur should know.
Below, I’ll take you through three of my top tips for making your new business a success.
Perhaps the most important thing you can do when setting up a business, and something you have no doubt started to do already, is to clearly identify your business goals. This involves determining exactly what you want to accomplish and when you want to achieve it by, plus planning what you’ll do once you’ve achieved this. The more detailed your goals are, the better — setting ‘make a profit’ as your main ambition isn’t enough.
I would suggest taking extra care to ensure that whatever goals you set yourself are realistic. I find that if I set myself too big a challenge, I then end up getting none of it done or feeling defeated when I fall short of my expectations. Small steps and constant progression are far better than diving in too deep and burning yourself out, so set manageable goals first and scale accordingly as your business grows.
The next step is to put plans into place to achieve the goals you’ve set. In addition to manageable goals, it’s crucial that you set realistic deadlines and encourage honesty from yourself and your team if you don’t think you’ll be able to
meet them so you can take action. You’ll also need to think about how you plan to track and measure these goals — at Write From The Heart, we use project management software to monitor our progress.
To stay on track, you’ll need to learn not to do everything yourself. Work together with your team to delegate the correct work to the appropriate people — our operations manager works hard on creating new samples and testing new products, our production manager tests new equipment, our sales and marketing team will be uploading all new products and content to the new website. I manage the whole process, but I have to trust in my team to deliver the goals I set for my business.
As your business grows, it can become more difficult to stay committed to achieving your goals, particularly when life gets busy. This is another reason why trusting your team and delegating is so important, so that responsibility is shared, and goals can still be met even if someone is struggling. Plus, if I feel like I’m not achieving anything or I can feel myself falling behind, I know that I can reach out to my team and they will help push me towards my goals.
When running a business, you can’t ignore external factors like being a parent and other similar responsibilities. You need to balance both work and life, as failing one aspect will have a knock-on effect on the other. This part isn’t easy, especially during a pandemic —both me and my husband juggle running the business and homeschooling our children. So, this year we have decided not to set any deadlines until the schools re-open rather than put too much pressure on ourselves. We have instead promised to do the best we can, which takes commitment but is a far more reasonable ambition for 2021.
There are a lot of things you need to run a business, including an idea and the determination and drive to make it happen. However, the tips in this guide can help you set goals, meet them, and continue to achieve success in 2021 and beyond.
Kirsty and Jen Prankerd set up Write From The Heart on Facebook while Kirsty was on maternity leave with her first born, inspired by the new baby gifts she received from friends and loved ones. Now, Write From The Heart employ 15 full-time staff and offer one of the biggest selections of remembrance keepsakes in the UK, achieving sales of over £2.5 million in 2020. Kirsty, now a mum of two, was nominated for the National Mumpreneur Awards in 2014 and regularly offers business advice and interviews about her success.
By Dan Kieran, co-founder and CEO of Unbound. For entrepreneurs developing your presence on social media and building your following is an important step to your marketing and brand development.
However, making entertaining or informative content people want to come back to over and over again is time consuming.
One area in which you can develop, and maintain control over, your business and personal brand is by publishing a book and offering content and off-line experiences that sit alongside it.
Here are my five top tips for getting a book published and monetising your followers.
1. Write – keeping true to who you are
Publishing a book gives you the opportunity to control the narrative so you can keep your work true to who you are. But you’ll need to find a publisher who shares your vision or publish the book yourself.
Finding a publisher is much easier said than done. The likelihood is that you’ve built your following by offering your audience something that mainstream popular culture has missed. Traditional publishing is designed around maximising the chances of producing bestsellers, which means they look back into the past to try to emulate something that has already been done. It breeds a kind of unconscious conformity, which is not usually a place suited to the wild creative spirit that exists online.
Publishing the book yourself might then seem the best route to go – the time it takes to tout your book around the publishers could be better spent getting on with it yourself, and maintaining control of your work. However, publishing a book costs a lot of money.
The obvious solution to this problem is to crowdfund your book. By crowdfunding your book, you will retain complete creative control over your work. You can produce something you care about, which in turn will appeal to your followers.
Traditional publishing is also limited by the public expectation of what a book should cost – typically up to £10 for a paperback and £20 for a hardback. However, by crowdfunding your book, you can sell additional experiences and merchandise around it. For example, video games influencer, Dan Hardcastle, raised over £300k for his book, Fuck Yeah, Video Games, on Unbound.
What’s interesting is that 80 per cent of the money he raised came from non-traditional book sales, unique experiences
and greater access to Dan such as signed copies, exclusive illustrations and personalised videos. This is nearly £250k in revenue that he might not have received if he’d simply published through a traditional publisher. Such is the power a crowdfunded book can bring to an influencer.
3. Write something your followers want to read about
Writing a book for your followers sounds simple, but what should it be about? Only you know the answer to that. The key is to be as authentic as you can. Don’t try and write what you think someone else wants to read. Or even what you think will sell. Write the book you care most about and tell your audience what that is. They will back you if they believe this is core to who you are.
At Unbound, we’ve developed a machine learning algorithm that helps us to predict, with a high degree of accuracy, how much a book is likely to raise before an author crowdfunds it. By using data such as the size of the author’s following and the topic of the book, we can predict with around 80 per cent accuracy precisely how much a book will raise within 90 days of accepting pledges / pre-orders.
However, you don’t need to have a degree in data science to decide what to write about. You’ve got plenty of followers, so run a poll. Crowdsource your book idea and they’re more likely to buy it.
There’s a fairly simple rule to follow when offering rewards to followers: the more creative the offering, the greater the value. And make sure what you offer is authentic to who you are and what you do.
Never has this been so aptly demonstrated than with popular YouTube comedian, Stuart Ashen, when he offered a ‘box of mystery tat’ as part of his crowdfunding campaign for his book Attack of the Flickering Skeletons. He sold three boxes of junk at £250 each. But of course, it wasn’t really ‘junk’. Each box was a hilarious collection of unique things Stuart’s fans would recognise and value because they love what he does and they trusted him to deliver something suitably extraordinary.
Within any given audience, you’re bound to have a select few avid supporters who will pay a significant premium for exclusive access to you or your ideas. This is a fact traditional publishing simply cannot capitalise on. However, the digital economy has created untold new opportunities for authors to engage with their most passionate fans.
Dan Hardcastle created a reward level at £2,500 for Fuck Yeah, Video Games, which allowed a supporter to choose
the video game for an entire chapter of his book. This was clearly only targeted towards the superfan. In some respects it didn’t even matter if someone bought it – it mainly served to demonstrate the depths of his accessibility and creativity, and to act as something that grabbed the attention of his followers. However, as a bonus, it did actually work and he sold out this reward level.
You would have to sell 312 copies of a traditional paperback to match this one purchase from a superfan. Every highlevel reward like this is bought by people who are die-hard supporters of what you do. They want the opportunity to have something unique. To connect with the creative people they most admire. You.
The other great thing about superfans is that there’s a direct correlation between the quality and passion of an influencer’s audience and the amount of money they’re likely to be able to raise from them. What encapsulates your offering to your followers? What can you offer them that’s unique to you?
There are many people who are building up large numbers of followers. Publishing is one of the industries with the potential to embrace this new paradigm. Use the tips above and use a book to express your ideas and develop your brand.
Dan Kieran is the co-founder and CEO of Unbound, a crowdfunding publisher that combines data science and an award-winning publishing brand with an online marketplace. Readers pre-order books through pledging, Unbound publishes and sells them, giving authors a 50/50 profit split and access to an engaged community.
The publisher’s 200k users from 195 countries have pledged £7m+ to fund 436 books to-date, including bestsellers like Letters of Note and The Good Immigrant. By predicting future trends, Unbound funds books more quickly and reaches instant, data-driven acquisition decisions. www.unbound.com
With years of experience, friends and business partners Gina Brocker and Angie Bonin combined their expertise to create an online photography course. Creating any new business has been a difficult feat due to the COVID-19 pandemic, but Brocker and Bonin saw it as no better time. Taking the opportunity to understand each other’s strengths, the photography duo went to work creating a 9 module course to help others invest in themselves, and their future. Now, they’re taking the next step and sharing how they built this course so that others may one day be inspired to do it too.
Creating a course from scratch is not easy, and takes a fair amount of time and effort, but if you have the expertise and have years of experience building a business in a specific field, you can absolutely teach other people how to build a successful business in it too. Here are some of the main steps Gina and Angie took to create their online course, Revealing The Narrative for wedding photographers.
When creating your online course be clear on your topics
Determine the most useful information. Gina and Angie spent a lot of time thinking about the most helpful aspects when it comes to photography and also business, and came up with the ultimate list of topics to focus on that will lead students through building their photography business step by step. The information modules are the foundation of a strong course, because if you overlook one piece, people may struggle and not get the results you want for them. Being really thoughtful about what to include was key for this duo, and they also were strategic in determining which one of them was the ideal instructor to prepare the information on each section, based on their personal strengths and who loved talking about that specific topic most.
Once you’ve outlined the topics and information you need to include, you have to actually create the material. Draft what you want to say for each section, and film videos talking through it. You’ll also want to develop downloadable or printable material to go along with certain topics, if not all, that people can use to document or work through the specifics of the information for their own business. It can be helpful to have someone you trust go through the information at this stage, to make sure it all makes sense to an outsider and that you haven’t overlooked anything that is key to understanding the material at any step of the course.
Where to host your online course
Next, you have to find a place to host the course online, and upload all the information to your teaching platform. There are many choices out there and you can use whichever seems to work best for you. You likely also want to create a website to go along with the course, or to build out a page on your existing website to provide information on the course and direct people to sign up!
Don’t forget about creating a plan for marketing the course. You want to make sure to get the course in front of the people who you made it for! If they don’t know about it, they can’t
buy it, and they’ll spend years struggling with the thing that your course could help walk them through in weeks. Create a plan that implements email marketing, partnerships, a strong social media presence that offers information and support, and a PR campaign to consistently get your expertise and the course itself out there in front of prospective students so that they are able to learn about it and sign up to take it.
A few other tips to keep in mind:
Have fun with it! Think about the experiences you have learned the most from– usually they are enjoyable and even fun to a certain extent, even if you’re learning about something technical or professional.
Think about what you’d want to get out of this type of course. Approach it as a student, not the expert that you are. It can be easy to overlook seemingly small details or bits of info that may seem obvious to you as the expert, but would actually create a huge block in learning for a student who doesn’t yet have the knowledge.
Start telling people about it before it launches! You don’t want to finish the course and then launch to crickets. Start talking about it before it’s ready and get people excited in advance. Have a way to keep track of email addresses for people who may be interested, and email them as soon as it’s ready.
With these tools and info, you can get started building a business course of your own. Find your passion and share it with the world. Not only can you benefit from starting an online course, but you can inspire so many people in your field. So, take the next step, gather your expertise, and build the online course you wish you had when you were first starting in your career.
Authors
Gina Brocker and Angie Bonin are Boston-based wedding photographers and the Co-Founders of Revealing The Narrative, a comprehensive wedding photography course that walks students through creating and building a profitable photography business. They are also the founders of Gina Brocker Photography and Angelina Rose Photography, respectively.
Property investment has a reputation; that it’s only for those with large stores of capital. This is not entirely true.
There here are many ways to enter, and successfully navigate, the jungle that is the property sector. My journey is proof of that. What you do need though is the right mindset, a hunger to learn the industry inside out and a flexible growth strategy.
Here are 5 important steps to help start and grow a property portfolio from scratch with minimal funds.
My mindset is influenced by my sporting background, if you lose, the only option is to try harder and be smarter in order to win. This is pivotal when working in business. When closing deals, I try to remain focused and take a rational, objective approach. I make a specific effort to separate any emotions I may have about a particular deal from the factual reality. This ambition and focus have garnered me my biggest successes.
Property is a market that rewards clever confidence, but not foolhardy ego. There will always be more successful investors than you are, so my advice is to be smart, not bullish. You also need a rather thick skin, and during a life investing in the property market you will be have your hopes lifted, only to be dropped more times than you will care to count. This process cannot dampen your enthusiasm for a deal. If it does, you may be too slow to act upon genuine opportunities when they arrive.
Any successful business or investor needs to be in right place, at the right time, with the right idea. In property, the market can wrong-foot entrepreneurs easily. Therefore, it is crucial to learn the sector inside out and consider how wider market trends could impact your business model.
You need to follow the economy and how it affects the construction market, along with rental and sales patterns. This will help you to time your investments effectively, and timing is extremely important in property. You need to make informed decisions about when to sell, buy, refinance, repurpose and develop.
Understanding the banking system is also crucial; learn about legislation, differing debt products and lending policies.You have to be able to look upon your investment strategy and business from 30,000 feet so you gain a view on how your model is influenced by wider sector dynamics. Once you start thinking in this way, you decisions will become better. Influence to gain investment
The insular nature of the property market can prove difficult to infiltrate, so it is important to try and raise funding in creative and less-obvious ways.
For example, I developed a business model of finding development opportunities on favourable terms, or businesses in trouble with tangible assets, who could not continue trading without an equity release. These deals proved extremely profitable whilst giving me the capital to continue the application of my model to bigger opportunities.
When I started out, the pressure from investors was immense. I spent months persuading investors to trust me with their money on deals, and I needed to deliver what I told them I would. Where investor relations are concerned, your aim should always be to manage expectations so that you deliver better returns to them, quicker. Once you have a reputation for delivering results in property, you are on to a winner. Property is an outcome driven environment.
As you grow your experience and capital, you are able to approach deals in a different way. Club deals with partners you share a vision and common interest with become more appealing. Of course, you can win and lose together, but more importantly when things go right you share the upside. Doing good business with good people is predominantly what motivates me at this stage of my career.
My first foray into property came after a chance conversation I had at the Conservative Club in Swindon where my Grandad used to play snooker. I came across a homeowner who was facing repossession and bankruptcy, so after a chat with the owner I decided to buy their house for a fixed price to remove the risk and uncertainty they were facing at auction.
I then formed a blueprint of finding motivated sellers, and building mutually beneficial relationships with them. I’d move quickly to take out a bridging loan and buy the properties at a good price, then I’d switch them to conventional remortgages, where I was gaining funding based on value, not on purchase price. This consistently left me with cash in my pocket, equity in the property and little to no financial input from myself. I became well-versed in the method, undertaking several similar transactions on a monthly basis.
Whilst the pandemic has been a testing time, creating an uncertain atmosphere for many businesses, it has also been a period of prosperity for many investors and businesses that pivoted quickly and changed their tactics. Therefore, it is crucial for entrepreneurs to stay mindful of the opportunities, whilst mitigating risks associated with the challenges they face.
Author Harry Fenner is the CEO of Navana Property Group– a leading and innovative UK property company.
Fast fashion is in decline while premium fashion is on the rise. Customers are becoming more aware of the damaging effects fast, disposable, fashion has on the planet and are opting to spend their money on longer-lasting, premium brands instead. Customers also want products that reflect their personalities and say something about who they are. So, if brands get it right, they can capitalise on the growth in premium fashion, creating a strong brand that stands the test of time. Here are some top tips…
Design products that last
A trend across retail, and fashion in particular, is toward longer-lasting products. People are much more aware of sustainability issues and want to contribute to environmental protection through every purchase, if possible.
Consumers are also looking for quality in their purchases. They understand the false economy of buying cheap products that fall apart after a year. If you’re designing for outdoor and activewear, it’s even more important to be hardwearing and repairable.
Design for your market and their needs today, as well as into the future. Strong brands have longevity ‒ if your clothing is falling apart after just a few years, people won’t repurchase and your brand visibility (not to mention sales) will dry up. If you design your clothes to last, however, people will still be wearing them in 10 years’ time and you will grow a brand synonymous with quality and longevity.
Use sustainable materials
Sustainability is also imperative when considering the materials you use to make your clothing. Good quality materials make clothing last longer. Sustainable materials help establish your brand as one that cares about your customers…. and the planet.
There’s also a big move towards natural fibres as people are discovering the damaging effects of synthetics. It was recently reported that polyester had been found in the Antarctic, for example, and traces of synthetic fibres were also found in our drinking water. Worried by these alarming reports, people realise the benefits of natural fibres which don’t break down to such a small size or cause anywhere near the harm of synthetics.
Sustainability is crucial, but the human factor is also very important. Does your company do good for the people involved? Awareness of exploitative sweatshops has been growing for years and tragedies like the Bangladesh factory collapse highlight real ethical issues at the bottom of the supply chain.
There has also been a rise in social enterprises over the past decade. These businesses either have a social mission of their own or support a particular charity. In doing so, they highlight their values and demonstrate how they are taking real, practical, measurable steps to help that charity or cause.
The strongest fashion brands find a gap in the market, a need that is unfulfilled. However, they also need mass appeal. Research your market to uncover trends and discover areas which are undersaturated ‒ that’s where you’ll find the sweet spot between underserved and appealing.
Getting the right products for your market also requires trial and error. We started with a wider range of products at much smaller volumes, testing what worked and cutting what didn’t. This ‘agile’ way of working ‒ failing fast and finding what works ‒ means you can rapidly tailor your products to real-world market desires, rather than basing your product range solely on research.
In the current political climate, it’s also important to connect with your market’s values. After all, people want clothing that reflects their own personality. Start by defining your own values and creating a vision and mission for your brand. The aim is to take people with you on that journey, so you need to base all your branding and marketing decisions around those values.
All the strongest brands have a good story. Perhaps a link to something or someone iconic. For example, we benefit from our connection with Sir Edmund Hillary through his family. And since it’s Sir Edmund’s 100th birthday this year, we also have an event to celebrate.
Of course, not every brand has links to something iconic, but every brand has a story. Why did you create your brand? What did you set out to achieve? What values do you hold or mission did you set out to fulfil? Again, link it back to your values, then tell the story. This will help develop the personality of your brand and provide the conversation starter that modern shoppers are looking for.
Creating a brand can be an exciting and challenging process with lots of decisions to be made. The strongest brands take time to consider every aspect of their business and pay close attention to detail.
By Clare Hall-Taylor
Sun Street Hotel, London
Opening in October 2022, Sun Street is a new five-star hotel on the borders of Shoreditch and the City of London. Only a five-minute walk from Liverpool Street and Moorgate stations, Sun Street’s traditional Georgian frontage and vibrantly elegant interiors reflect the hotel’s location at the intersection of two contrasting areas of the capital. Featuring 41 bedrooms, including seven suites, the service at Sun Street Hotel will be notably discreetguests will be greeted by the elegantly uniformed doorman, and there will be attentive, intuitive five-star service with attention to detail throughout. The style is elegance personified, with extravagantly beautiful décor and finishes.
Visit: https://sunstreethotel.com/
Le Grand Mazarin, Paris
Maisons Pariente has chosen the heart of the Marais for its new 5-star address: Le Grand Mazarin. Located at the corner of rue des Archives and rue de la Verrerie, near the Hôtel de Ville, the first urban hotel of the collection embodies the cosmopolitan eclecticism emblematic of the Marais. With 61 uniquely decorated rooms and suites, a spectacular restaurant and bar, and a swimming pool, Maisons Pariente has created a festive, unexpected and privileged experience that’s an ode to the City of Light. Through this new adventure, Maisons Pariente is bringing the brand’s fundamentals to Paris: a unique hotel story in affinity with an exceptional location and a simple yet sincere hotel that creates rare and unforgettable emotions.
Visit: https://www.legrandmazarin.com/
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Coppa Club officially opened its doors to their newest location, The Bath Townhouse,, Coppa Club’s 11th site and second property in the South-West of England. The striking Grade II listed property, with a classic Georgian façade and original Art Deco features, sits on Old Bond Street in the heart of Bath’s shopping district. Centring around the original art deco staircase, The Bath Townhouse has a bi-level concept, boasting two separate floors.. The ground floor hosts a vibrant main restaurant, bar and café space whilst ‘Upstairs at The Townhouse’ boasts a sultry all-day lounge-bar serving signature cocktails and food.
Visit: https://www.coppaclub.co.uk/the-bath-townhouse/
Elissa Lifestyle Resort, Rhodes
Ella Resorts, a unique collection of eco-conscious properties, opened its first property, Elissa Lifestyle Resort, on the island of Rhodes in July. Elissa is a 5* adults’ focused property and the perfect place to relax and recharge. The resort’s vibe is casual, cool and laid-back. This eco-chic property has tranquil verandas, 15 freshwater swimming pools, a beach club and pool bars, and five restaurants. With 332 uber-chic rooms, suites, and waterfront bungalows with private pools, offering sea or pool views, Elissa has something for everyone.
Visit: https://www.ellaresorts.com/our-resorts/elissa-resort/
Pioneering Malaysian tourism towards sustainability and conservation, the resort announces key successes in moving towards net zero carbon and stewardship of local marine and wildlife
Iconic Malaysian resort, The Datai Langkawi, has published its second Impact Report following the August 2021 launch of its wide-reaching sustainability, conservation and community support programme, The Datai Pledge. The report identifies significant measurable successes attained in key projects across all four pillars of The Datai Pledge, which aim to support marine life, terrestrial wildlife and local youth, as well as make the resort’s business operations more sustainable. Notably, the programme achieved zero-waste-to-landfill (and strives to do so consistently), saving 146,704kg of waste and 69,115 glass bottles; collected over 4,361 seedlings, including critically endangered species, to be germinated in the resort’s Native Tree Nursery; began work on creating a possibly world-first, trans-island wildlife corridor; created an in-situ hatchery and conducive turtle environment in Datai Bay, prompting its first turtle landing in over 10 years; and hosted an intern for six weeks as part of Jane Goodall’s Roots & Shoots Malaysia RASMA programme.
The vision for The Datai Pledge evolved from the resort’s original DNA of placing ‘people and nature in perfect harmony’. Through its four pillars – Pure For The Future, Fish For The Future, Wildlife For The Future and Youth For The Future - the programme aims to integrate conservation and sustainability into all aspects of the company ethos, business operations, and guest experiences at the resort, to protect and help regenerate the rich biodiversity of Langkawi and enable the local community to thrive. A private trust, The Datai Pledge has developed and spearheads a robust programme of activities in conjunction with local NGOs, social enterprises and community partners. Its Impact Report is designed to inform guests, encourage stakeholders in the resort’s activities and galvanise further community action and support.
Pure For The Future underpins The Datai Langkawi’s commitment to sustainable business operations and aims to steward the regeneration of the environment and community. The resort initiated major cross-pillar projects in its quest to become a Carbon Neutral destination - beginning with a carbon stock study conducted in partnership with Universiti Kebangsaan Malaysia (UKM).
In collaboration with Sahabat Alam Langkawi (SALAM), an independent local non-profit organisation dedicated to environmental conservation and sustainable tourism, The Datai Langkawi achieved zero-waste-to-landfill for the first time in December 2021 and continues to strive to maintain this level. The resort also completed its ‘Organic Wealth Centre’, comprising its relocated hot composting facility, woodchippers and ‘The Asher’ - a newly purchased, Malaysian-made machine that turns plastic and solid waste into non-hazardous ash through the pollutionfree process of pyrolysis. The resort saved 146,704kg of waste and 69,115 glass bottles from going to the landfill in 2021, which in turn prevented 117 metric tons of CO2 from being released into the atmosphere. Having become the first organisation in
the world to be awarded the EarthCheck ECO Certificate (Silver) for terrestrial tourism in 2019, The Datai Langkawi underwent a further EarthCheck audit in December 2021 and saw its Silver certification renewed.
As part of its Pure For The Future programme, The Datai Langkawi also worked in partnership with SALAM to nurture micro-businesses and local entrepreneurship in particular; and to support disadvantaged and marginalised members of the community. Programmes in 2021-22 with other nongovernmental organisations are focusing on employment in the resort’s upcycling initiatives such as glass, candle and soap production; supporting local business through the production of honey, virgin coconut oil, sustainable wood, as well as organic chicken farming; and promoting local culture and heritage through traditional craft making activities such as batik workshops.
Other initiatives under the Youth For The Future pillar include the development of the Eco-Schools Programme in Langkawi island, designed to inform and engage students in respect and appreciation of nature through education and action on environmental issues. The programme is operated under the umbrella of WWF-Malaysia and has been rolled out by WWF in 74 countries and 59,000 schools around the world. In Malaysia, the programme is supported by the Ministry of Education as well as the Ministry of Natural Resources and Environment, and run through The Datai Pledge’s NGO partner Green Growth Asia Foundation (GGAF), which aims to champion green projects that drive economic growth through education for sustainable development and social inclusivity. Engagement has already begun with the two schools sponsored by The Datai Pledge.
Fish For The Future initiatives include conserving and propagating the coral reefs and marine life in Datai Bay and promoting the practice of sustainable fishing through education and a ‘buyback’ scheme with local fishermen. In 2021, The Datai Langkawi enhanced the natural environment in its coral nursery by cultivating brine shrimp, which are being used to feed the coral. Regular surveys of Datai Bay have already indicated an increase in fish, such as groupers and snappers, along with flourishing corals. The Datai Pledge also extended its partnership with the Department of Fisheries Malaysia (DoF), with the objective of making Datai Bay a Marine Protected Area (MPA).
In 2021, The Datai Pledge team worked hard to regain the bay as a turtle-friendly beach by creating the right conditions, from reducing artificial lighting on the beach; planting trees such as Beach Naupaka, under which turtles prefer to dig their nests; and creating an in-situ hatchery in Datai Bay. In December 2021, the resort recorded its first turtle landing in over 10 years.
The Datai Pledge is working in partnership with MareCet, the only NGO in Malaysia dedicated to marine mammal conservation and protecting their habitats. The resort continues to fund MareCet’s long-running conservation project on Indo-Pacific Humpback Dolphins, Indo-Pacific Finless Porpoises and more. The 13-year ongoing study investigates the distribution, abundance, ranging patterns, social structure, behaviours and acoustic ecology of
these marine mammals, as well as their interactions with humans.
In the past year, MareCet has published six scientific papers in international peer-reviewed scientific journals and engaged an audience of 9,616 through a host of virtual events, lectures and webinars to the scientific community and the general public.
The Wildlife For The Future programme aims to conserve, regenerate and reconnect Langkawi’s fragmented rainforests to ensure the wildlife continues to flourish using a holistic approach. In 2021-22, as well as replanting 320 trees on the resort’s grounds, The Datai Pledge team collected over 4,361 seedlings, that will be germinated in the resort’s Native Tree Nursery. These include critically endangered species such as genera Garcinia, also known as sap trees; mangosteen or monkey fruit trees; and species of Dipterocarp, tropical lowland rainforest trees endangered by the timber trade. The resort has also begun work on the ‘Corridor for Life’, possibly the world’s first trans-island wildlife corridor. The corridor aims to reconnect pockets of fragmented forest from the east to the west of the island, enabling safe passage of animals, either on-ground or above. Together with a University of Science Malaysia doctorate researcher, a survey of 19 areas resulted
in four potential overpass areas being identified. The project includes creating natural canopy bridges and artificial bridges; and post-installation monitoring. Work has already begun, with 30 trees planted to create corridors and strategic road signage introduced to lower the incidence of roadkill caused by speeding vehicles.
The resort’s partner on Wildlife For The Future is Gaia, a social enterprise dedicated to conserving wildlife, specialising in the welfare of hornbills and preserving their habitats. In addition to The Datai Pledge’s work with Gaia on hornbill habitat creation, the programme is also funding specific projects such as community outreach programmes to schools and the development of a fig tree nursery, the preferred food plant of hornbills.
In recognition of its efforts in the framework of The Datai Pledge, The Datai Langkawi has achieved Asean Green Hotel Standard Certification 2020; EarthCheck Silver Certification 2019 & 2021 (the first hotel to achieve this); and the Malaysia Green Hotel Certification 2019.
Visit: https://www.thedatai.com/
The world’s first contemporary showcase of Traditional Arabic & Islamic Medicine (TAIM), Zulal Wellness Resort by Chiva-Som in Qatar, has launched its new signature Serenity Beauty Retreat, aimed at rejuvenating physical appearance, delaying the signs of ageing and enhancing the body’s natural beauty. Available in three- to 14-night durations, this new Retreat from the region’s largest holistic wellness resort combines aesthetic and beauty treatments; advanced technological procedures such as Jetpeel and Candela; and personalised wellness cuisine, reflecting the resort’s integrated approach to beauty.
Available in three, five, seven, 10 and 14-night packages, the new Serenity Beauty Retreat is a reflection of Zulal’s overall wellness philosophy, with treatments and services from the resort’s Serenity menu forming part of a holistic approach where physical appearance reflects the deeper levels of the mind, body and soul. Led by expert resident dermatologist, Dr. Mohamed Lasheen, the programme combines a wide range of aesthetic and beauty treatments with the most advanced technological procedures. Following an in-depth consultation, guests receive a personalised programme that best suits their needs within the wide range of treatments offered at Zulal Wellness Resort.
Innovative treatments include JetPeel technology, a revolutionary new approach to non-invasive surgery using pressurised fine liquid jet streams to exfoliate and improve skin’s texture and hydration levels; Bioplasma, a ground-breaking regenerative procedure using a gel derived from individuals’ own blood to smooth the appearance of fine lines and wrinkles; Spectra XT, a multi-platform laser to treat a wide variety of pigmentation, including post-acne marks, melasma, and freckles; and Candela,
a unique combination of optimum wavelength and skin cooling protection to achieve a more youthful appearance.
The retreat programme is complimented by bespoke daily wellness cuisine that nourishes from within, and access to Zulal’s comprehensive services and amenities, including scheduled fitness and leisure activities; access to the wellness centre facilities such as the hydrothermal area, sauna, steam, arctic cave, Himalayan salt room and Hammam; and a choice of daily treatment.
Commenting on the Serenity Beauty Retreat, Ms. Sandie Johannessen, Director of Health and Wellness at Zulal Wellness Resort, said: “We are happy to introduce this specially curated experience for our guests as the latest addition to our extensive wellness treatments and retreats here at Zulal. While outward glowing beauty is a goal for many of us, the true work happens deep in our body and mind and then translates to our hair and skin. A healthy body radiates a charming inner glow, and our team is happy to assist our guests towards becoming happier and more beautiful inside out.”
Wellbeing Escapes (020 3735 7555; wellbeingescapes.com) can arrange a 3-night Serenity Beauty Retreat at Zulal Wellness Resort from £2,500 per person, based on two adults sharing. Price includes a wellness consultation, the Serenity Beauty Retreat programme, full board and return economy flights from London to Doha. Book through Wellbeing Escapes for award-winning service and personal advice and guidance. Visit: https://www.zulal.com/
The new V12 Vantage Roadster has just been unveiled – a uniquely exciting and ultra-exclusive limited edition convertible production model with the thrilling performance of the most powerful Aston Martin Vantage ever made.
With production strictly limited to just 249 customer examples globally, with all examples sold ahead of release, the V12 Vantage Roadster boasts a compelling combination of dramatic widebody design, ground-hugging wide-track suspension and –for the first time in a Vantage Roadster - the mighty 5.2-litre Twin-Turbo V12 engine. With searing straight-line speed and the unfiltered howl of Aston Martin’s sonorous 700PS 12-cylinder engine, the V12 Vantage Roadster elevates the open-top driving experience to a scintillating new level.
Key to its exhilarating driving experience is the powerhouse of the engine. Developing 700PS at 6500 rpm and 753Nm of torque at 5,500 rpm, the quad-cam 60-deg 5.2-litre V12 is a true force of nature. With a power-to-weight ratio of 372PS-per-ton and an endlessly impressive delivery which combines effortless in-gear response with epic acceleration, every squeeze of the V12 Vantage Roadster’s throttle leads to an unforgettable adrenaline rush.
Accelerating from rest to 60mph in just 3.5sec and with a top speed of 200mph the V12 Vantage Roadster occupies the very highest echelon of open-top sportscar performance. With a ZF 8-speed automatic transmission and mechanical LimitedSlip Differential (LSD) mounted at the rear, the car possesses the purity and balance of a front-mid-engined rear-wheel drive layout. An optimised transmission calibration minimises shift speeds and maximises driver interaction, while adaptive software in the transmission’s control system monitors operating conditions and driver demands to enhance the driver’s feeling of response and control.
Sharing the same suspension hardware as the V12 Vantage, but featuring a bespoke tune for its adaptive dampers, the V12 Vantage Roadster’s dynamics have been honed to the keenest possible edge. The steering calibration mirrors that found in the V12 Vantage, to offer maximum steering feel and quick response, improvements which bring the car alive through corners and can be felt with every steering input.
Like the V12 Vantage, the V12 Vantage Roadster features powerful Carbon Ceramic Brakes (CCB) as standard. Measuring 410mm x 38mm the front discs are gripped by 6-piston calipers, while the 360mm x 32mm rear discs are paired with 4-piston calipers. With much increased stopping power and tremendous resistance to brake fade at high temperatures, the CCB technology also makes a considerable 23kg of unsprung weight saving compared to steel brakes, benefitting steering response and ride quality.
In order to further reduce overall mass the V12 Vantage Roadster’s front bumper, clamshell bonnet, front fenders and side sills are made from carbon fibre, with the rear bumper and deck lid made from weight-saving composite material. Additional savings have been made with the adoption of a
lightweight battery and a special centre-mounted twin-exit exhaust system fabricated from lightweight 1mm stainless steel. Tuned to ensure the V12 Vantage Roadster has a rousing voice to match its looks, this new system weighs 7.2kg less than the Vantage Roadster’s exhaust.
It’s an indication of the V12 Vantage Roadster’s monstrous performance that its dramatic form is driven by function. For example, the formidable physique of the widebody design is necessary to accommodate the widetrack suspension, which is 40mm wider than Vantage. The new front bumper design, complete with full width front splitter generates additional downforce and aerodynamic balance, while increased cooling is achieved by the reshaped front grille, which is 25% larger, and the ‘horse shoe’ engine vent in the bonnet.
Aerodynamic performance also informs the new sculpted singlepiece sills and rear bumper, which comes complete with integrated diffuser – the effectiveness of which has been improved by the routing of the centre mounted, twin tailpipe, exhaust system. In contrast to the V12 Vantage, the V12 Vantage Roadster comes without the dramatic rear wing as standard, though it can be specified as an option. Those who choose the more understated look can do so in the knowledge that aerodynamic balance is maintained thanks to detailed management of underbody airflow.
Final visual touches come in the form of impressive 21in alloy wheels, which are offered in two finishes, satin black or satin black diamond turned. An optional lightweight forged wheel option is also available in both satin black and satin black diamond turned, which saves a further 8kg of unsprung mass. Michelin Pilot 4S high performance tyres – 275/35 R21 front and 315/30 R21 at the rear – are standard fitment on all rims.
As flagship of the Vantage range, the V12 Roadster is fitted with Sports Plus Seats trimmed in full semi-aniline leather and featuring ‘Wings’ quilt and perforation pattern as standard. A carbon fibre performance seat with exposed twill carbon fibre shell and manual 6-way adjustment can be had as an option for those looking for the ultimate in dynamic design and maximum support for high performance driving, also saving 7.3kg without skimping on occupant comfort.
Personalisation at its best
V12 Vantage Roadster customers can further boost the exclusivity of their car by engaging the services of the marque’s bespoke personalisation service, Q by Aston Martin, for everything from striking exterior graphics and liveries to woven leather. With extensive use of exposed carbon fibre in its design, the V12 Vantage Roadster also lends itself perfectly to Q by Aston Martin: Commission’s range of tinted lacquers, which change appearance under different lighting conditions to make a spectacular feature of the hand-laid carbon fibre panels.
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The latest addition to the Prancing Horse’s One-Off series, the Ferrari SP51, has just been unveiled. This eye-catching beauty joins the most exclusive group in Maranello’s range of unique, bespoke cars crafted to the exacting specifications of a client showcasing the pinnacle of Ferrari’s customisation scope and range.
Designed by the Flavio Manzoni-headed Ferrari Styling Centre, the SP51 is a front-engined V12 spider based on the 812 GTS platform from which it inherits its layout, chassis and engine. At first sight, the stunning new car’s most striking characteristic is its total absence of a roof, making it an authentic roadster in every respect, accentuating both its sporty character and ability to captivate both visually and in terms of en plein air driving exhilaration.
Unsurprisingly, the SP51’s aerodynamics required meticulous honing in a process involving CFD simulations, wind tunnel and dynamic testing to guarantee not just the ultimate in comfort in the cabin, but also the same standard of acoustic comfort and wind feel as the car that inspired it.
The SP51’s styling is both powerful and harmonious, thanks to its seamlessly muscular, undulating surfaces. Its forms are modern, sinuous and sensual at once, in great part as a result of the extensive use of bare carbon-fibre both on the exterior and in the cabin. The trim on the bonnet is particularly striking as it dynamically frames the two air vents.
Another of the SP51’s most captivating features is its new Rosso Passionale three-layer paintwork – the colour was developed specifically for the car and gives it an elegant yet imposing character that also exudes authority. This impression is further enhanced by the blue and white livery inspired by a legendary 1955 Ferrari 410 S which not only runs the length of the car, but is also referenced in the interior.
At the front, specially-designed headlights give the SP51 an instantly recognisable and forceful identity all of its own. Also noteworthy are the wheels, which are specific to the car and have carbon-fibre wing profiles on each of the spokes which also feature a sophisticated tone-on-tone diamond-cut finish on the forward-facing section.
The rear of the car is dominated by an arched theme with the taillights inset below the spoiler. Immediately behind the cabin are two flying buttresses that are visually softened by two deep carbon-fibre scoops. Between these two elements stretches a transverse, carbon-fibre wing, the profile of which folds over the buttresses. The resulting effect is vaguely reminiscent of a Targatype car in which the flying bridge elegantly conceals the antiroll hoop, a nod to the solution adopted on Ferrari’s early-1960s Sports Prototypes.
That said, the very pinnacle of the meticulous honing process, in which the client was involved every step of the way, has to be the cabin where dizzying new heights of craftsmanship and creativity have been reached. Its personalisation pivoted around two clever ideas: the decision to use the same Rosso Passionale colour custom-created for the exterior as the main colour for the Alcantara® trim, and the effective idea of extending the
lengthwise exterior livery into the cabin. Its white and blue stripe, in fact, both appear on the central tunnel and the fascia between the two seats on the firewall, as well as on the steering wheel stitching, creating a sense of seamless continuity between exterior and interior in which the car’s roadster architecture played a vital role.
The special finish for the door panels, the lower section of the dashboard and the sides of the seats, comprising a blue Kvadrat® insert with white cross-stitching, also picks up the livery. Glossy carbon-fibre trim has been extensively used throughout the interior where it pairs very harmoniously with the Nero Momo Opaco elements. This stylishly elegant and authoritative look is further enhanced by several white embroidered details (including the Prancing Horse and car logo, also found on the lower rim of the steering wheel).
The Ferrari One-Off, SP51, was designed for a longstanding Taiwan-based client who is also one of our leading collectors. It is a successful roadster take on Maranello’s first front-engined V12 spider in 50 years. Its bold styling captivates at first sight. However, it brilliantly retains the signature elegance of its inspiration, the 812 GTS, whilst pushing the boundaries by offering a whole new way of enjoying en plein air driving.
The Special Projects programme is aimed at creating unique Ferraris (the so-called “One-Offs”) characterised by an exclusive design crafted according to the requirements of the client, who thus becomes the owner of a one-of-a-kind model. Each project originates from an idea put forward by the client and is developed with a team of designers from Ferrari’s Styling Centre; having defined the car’s proportion and forms, detailed design blueprints and a styling buck are produced before starting the manufacturing process of the new One-Off. The entire process takes around two years on average, during which time the client is closely involved in assessing the design and verification phases. The result? A unique Ferrari sporting the Prancing Horse logo and engineered to the same levels of excellence that characterise all of Maranello’s cars.
A new limited-edition Defender has just been unveiled featuring an exclusive colour and unique detailing, to celebrate Land Rover’s 75th anniversary.
In 1948 the Series I was introduced at the Amsterdam Motor Show and in the years since, the iconic Defender has become the most famous and acclaimed all-terrain vehicle in the world. One which has provided life changing support to countless charitable and commercial organisations on every corner of the earth, relying on its unmatched toughness, durability and go-anywhere/ tackle anything abilities. Such is its impact, and value, its enabled pioneering expeditions to happen, lives to be saved, species to be protected and vital goods to be carried.
Now in its eye-catching new livery, the Defender 75th Limited Edition has an exclusive exterior design theme with unique detailing, finished in iconic Grasmere Green paint with complementing wheels and interior finishes. It’s available in 90 or 110 body styles,
The exterior finish introduces Grasmere Green to the Defender line-up for the first time – a hue reserved exclusively for the 75th Limited Edition – with 20-inch alloy wheels also in Grasmere Green with matching centre caps and All-Terrain tyres. Completing the exterior enhancements are a unique 75 Years graphic, Ceres Silver bumpers and Privacy Glass.
Defender’s durable and versatile interior has received similar treatment, with the Cross Car Beam finished in Grasmere Green Powder Coat and laser-etched 75 Years detailing on Cross Car Beam end caps. The seats are finished in Resist Ebony, with the hockey stick on the centre console featuring Robustec material –the most robust fabric available on Defender.
Stuart Frith, Lifecycle Chief Engineer Defender, said: “Since revealing the new Defender, customers around the globe have fallen in love with it and demand remains extremely strong. This new Limited Edition captures the spirit of the past 75 years, with its colour and detailing, and fuses it with innovative new technology such as Hybrid Electric power, Configurable Terrain Response, software over the air updates and unrivalled all-terrain capability.”
The 75th Limited Edition is based on the high-specification HSE, with comprehensive standard equipment. Innovative technology includes 3D Surround Camera, Configurable Terrain Response, Meridian Sound System, Matrix LED front lighting, 11.4-inch Pivi Pro infotainment system, Head-Up Display and Wireless Device Charger with signal booster.
All 75th Limited Edition models also feature a Folding Fabric Roof or the option of a Sliding Panoramic Roof with roof rails, while superior comfort is provided by 14-way driver and passenger heated electric memory seats, heated steering wheel and Three Zone Climate Control. All vehicles have been pre-configured to include highly desirable options including the Towing Pack, headlamp power wash, electrically adjustable steering column, Secure Tracker Pro and domestic plug socket.
Powertrain choices include the powerful and efficient P400e plug-in Electric Hybrid (PHEV) on 110 models, in addition to and the powerful D300 Ingenium diesel utilising Mild Hybrid Electric Vehicle (MHEV) technology to optimise power delivery and fuel economy by harnessing energy normally lost under deceleration and braking.
The uniqueness of the 75th Limited Edition ensures its place as a highly collectible Defender, revealed alongside a new range of Land Rover lifestyle goods celebrating this historic moment.
The Lifestyle Collection shares the Grasmere Green colour theme and features a comprehensive range of goods including a minimalist unique watch featuring two straps, a functional backpack and clothing with unique 75 Years graphics and detail.
Defender has won more than 50 global awards, including Top Gear’s 2020 Car of the Year, MotorTrend’s 2021 SUV of the Year and Autocar’s Best SUV 2020 as well as a 5 Star Euro NCAP Safety Rating.
Land Rover was born with the launch of a single vehicle. Today our family of SUVs is testament to the pioneering spirit of innovation that has characterised Land Rover for more than seven decades. Our Defender, Discovery and Range Rover brand families provide unrivalled capability, versatility and luxury – the perfect foundation for another 75 years of success.
New Defender 75th Limited Edition starts at £85,995 for the 90, and £89,995 for the 110.
Available to configure at www.landrover.com
Aston Martin has recently unveiled its spectacular DBR22 - a V12engined two-seater coach-built design concept, celebrating the marque’s extraordinary bloodline of open-cockpit sports racers.
The creation of the DBR22 design concept, unveiled in California, is the latest in a long line of extraordinary projects expertly handled by in-house bespoke division, Q by Aston Martin, which this year celebrates a decade of building exclusive cars for the world’s most discerning customers. Iconic one-off commissions such as Aston Martin Victor, and low volume specials such as Vulcan - limited to 24 examples worldwide, and Vantage V600 - limited to just 14, are truly magnificent examples of these collaborations. It seems only fitting then, that the DBR22 design concept should also form the basis of a production reality example for an ultra-exclusive number of Q by Aston Martin customers.
By mating the classic art of coachbuilding with advanced materials and cutting-edge manufacturing technologies, DBR22 is a perfect blend of design purity, engineering precision, heartpounding performance and true passion. A perfect celebration of Q by Aston Martin and its limitless potential. All underlined by the knowledge it is one of the rarest Aston Martins in the marque’s rich 109-year history.
With classic proportions and immaculate, muscular curves, DBR22 unashamedly speaks of tradition – specifically Aston Martin’s lifelong lineage of world-beating two-seater opencockpit sportscars such as the DBR1 and DB3S - but expresses it with a dynamic new take on this compelling theme.
DB3S represents an important piece of Aston Martin’s competition history. Introduced in 1953, Frank Feeley’s alloy DB3S body became known for its curves and aerodynamic efficiency, establishing Aston Martin as a serious Le Mans contender and scoring some impressive results along the way. DBR1, known as the ultimate Aston Martin sportscar, took Feeleys design language a stage further and became one of the most important, influential Aston Martins of all time - winning a number of notable races, the most famous of course being Le Mans in 1959, driven by Carroll Shelby and Roy Salvadori, and taking the Aston Martin team onto the ultimate victory: winning the World Sports Car Championship in the same year (‘59.)
The DBR22 design concept showcases a completely new body from the designers at Aston Martin. Its exceptional coach-built form is created from a minimal number of body panels to create a more sculpted, muscular presence. The result: a smooth and effortless blend of exceptional drama and elegance, with several unique design features to compliment.
A particularly noteworthy feature is the entirely new front grille which incorporates a unique carbon fibre design in place of the usual veins seen on series production Aston Martins. This design takes inspiration directly from the DBR1 and DB3S, giving a unique identity; one which clearly draws from Aston Martin’s heritage but uses this inspiration to create a truly contemporary design.
The bonnet features a dramatic horseshoe vent, recessed to aid airflow from the 5.2-litre V12 Twin-Turbo engine that sits beneath it. This long, unbroken bonnet line draws your eye back towards the cockpit, over the lowline wind deflector and delicate mirrors, which are mounted to the tops of the doors on slender, windcheating carbon fibre arms.
Sitting perfectly within the wheel arches is a set of all-new 21in alloy wheels. Featuring a unique 14-spoke design created especially for the DBR22, these lightweight wheels feature a motorsport-derived centre-lock hub, which is also available to spec from an extensive colour pallet.
The DBR22 design concept also showcases an entirely bespoke paint colour, developed specifically for the occasion using ‘Paint to Sample’ – an exclusive option available through Q by Aston Martin, demonstrating again the vast design possibilities attainable through the marques bespoke service.
The DBR22’s cockpit continues the fusion of classic and contemporary approaches with many unique components and an extensive use of both leather and exposed carbon fibre. With architecture defined by the all-new dashboard and sleek infotainment displays, it sets the tone for a clean, uncluttered environment. Though taking inspiration from Aston Martin’s world-beating competition cars, the DBR22 is no bare-bones racer inside. Supple aromatic hides swathe the contemporary dashboard, the carbon fibre performance seats and extend over the tops of the doors to create an inviting hint of the interior.
Rising from behind the seats are twin nacelles which smooth the airflow behind the driver and passenger’s heads. At the rear, DBR22 design concept has an unmistakable horizontal light graphic courtesy of the slim, full-width light bar made specially for this application. Beneath it sits a perforated panel to allow hot air to exit the tail. This beautifully sculptural piece is yet another unique highlight of the DBR22 intriguing design. Together with the smoothly integrated diffuser and pair of large diameter exhaust tailpipes, the DBR22 has incredible road presence, perfectly capturing the raw emotion of the driving experience.
With an extensive options palette available through the celebrated bespoke service, Q by Aston Martin offers customers of all Aston Martin models the chance to create something completely unique. As well as paint colours and finishes, bespoke graphics through to tinted carbons and bespoke materials on both the interior and exterior, every Q by Aston Martin car can push the limits of design and desire and is completely tailored to the customer.
Thanks to an immensely potent 5.2-litre V12 Twin-Turbo powertrain the DBR22 backs-up its extraordinary looks with truly breath-taking performance; peak outputs of 715PS and 753Nm providing sufficient propulsion to accelerate the DBR22 from a standstill to 60mph in just 3.4sec and on to a top speed of 198mph/319kmh. With nothing but the slipstream between the
driver and this epic engine’s unforgettable twelve-cylinder howl, the DBR22 promises to be an intense sensory stimulation.
Dynamically the DBR22 targets true driver connection, with a chassis honed to deliver precision, agility and tactility in equal measure. Unique calibration of the engine and 8-speed paddleshift automatic transmission uses torque shaping to give the DBR22 a manner and delivery unlike any other model. A pinned steering column brings greater accuracy but also provides more detailed feedback so the driver can build a more accurate picture of available grip.
Attention has also been paid to the DBR22’s chassis structure. Unique front and rear shear panels further increase tortional
rigidity, with a bespoke calibration for the adaptive dampers providing precision and pliancy for a blend of body control and ride refinement that will make the DBR22 an absolute pleasure to drive - on road or racetrack.
The DBR22 also features a 3D printed rear subframe – the first time Aston Martin has introduced such a method. The component is made from multiple 3D printed parts printed from aluminium, which are then bonded to form the finished subframe. The advantages are clear, with a significant weight saving and no reduction in stiffness, plus the ability to make special parts for ultra-low volume models, where required.
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After years of anticipation by the international automotive fraternity, Ferrari recently unveiled the Purosangue, the first ever four-door, four-seater car in the Prancing Horse’s 75-year history.
Since the marque’s earliest years, 2+2 cars (i.e. with two front and two smaller back seats) have played a significant role in its strategy. Many Ferraris have made combining benchmark performance with first class comfort one of the pillars of their success. Now, in the culmination of 75 years of leading- edge research, Ferrari has created a car that is unique on the world stage: not only do performance, driving pleasure and comfort coexist in perfect harmony, but it is also a peerless encapsulation of the Prancing Horse’s iconic DNA. This is the reason why the name Purosangue, Italian for ‘thoroughbred’, was chosen.
To enable the company to achieve the ambitious goals set for this project and create a car worthy of a place in its range, a completely different layout and innovative proportions compared to modern GT archetypes (so-called crossovers and SUVs) were adopted. The average modern GT’s engine is mounted forwards in the car, almost straddling the front axle with the gearbox coupled directly to it; this results in less than optimal weight distribution that delivers driving dynamics and driving pleasure well short of the standards of excellence to which Prancing Horse clients and enthusiasts have become accustomed.
The Purosangue, on the other hand, has a mid-front-mounted engine with the gearbox at the rear to create a sporty transaxle layout. The Power Transfer Unit (PTU) is coupled in front of the engine to provide a unique 4x4 transmission. This delivers exactly the 49:51% weight distribution that Maranello’s engineers deem optimal for a mid-front-engined sports car.
The model stands head and shoulders above the rest of the market thanks to its performance and comfort. It is the only car with these proportions to sport a mid-front-mounted, naturallyaspirated V12. Maranello’s most iconic engine debuts in this brand new configuration to ensure the car unleashes more power than any other in the segment (725 cv) whilst guaranteeing the most enthralling Ferrari engine soundtrack. Furthermore, it can deliver 80% torque even at low revs for unique driving pleasure at all times.
The Purosangue’s aero development focused on making the bodywork, underbody and rear diffuser as efficient as possible. New solutions include synergy between the front bumper and wheelarch trim which generates an air curtain that aerodynamically seals the front wheels, preventing turbulent transverse air flows being generated.
Ferrari has also given the Purosangue the very latest iterations of the vehicle dynamic control systems introduced on its most powerful and exclusive sports cars, including independent fourwheel steering and ABS ‘evo’ with the 6-way Chassis Dynamic Sensor (6w-CDS). Making its world debut is the new Ferrari active suspension system. This very effectively controls body roll in corners as well as the tyre contact patch over high-frequency bumps to deliver the same performance and handling response as in one of the marque’s sports cars.
The all-new chassis has a carbon-fibre roof as standard to keep weight down and lower the centre of gravity. Redesigning the bodyshell from scratch also meant the designers could
incorporate rear- hinged back doors (welcome doors) to make ingress and egress easier while keeping the car as compact as possible. The cabin has four generous heated electric seats that will comfortably accommodate four adults. The boot is the largest ever seen on a Ferrari and the rear seats fold to increase the luggage space. Naturally enough, the Purosangue has a more commanding driving position than other Ferraris, but the configuration is the same as on every other Ferrari. As a result, the driving position is still intimate and close to the floor to provide greater connection to the car’s dynamic capabilities.
The Purosangue offers class-leading performance figures (from 0 to 100 km/h in 3.3 s and from 0 to 200 in 10.6 s); the driving position and the heady, naturally-aspirated V12 soundtrack deliver an entirely new yet also entirely Ferrari driving experience. The fact that a vast array of comfort-focused content is provided as standard, such as the Burmester© audio system, and that the many optional extras including the brand-new Alcantara® upholstery, derived from certified recycled polyester, make the Purosangue the most complete four-door, four-seater in the segment.
The Purosangue’s engine (code-named F140IA) maintains the architecture that made the Prancing Horse’s most recent 12-cylinders so successful i.e. a 65° angle between its cylinder banks, a 6.5-litre capacity, dry sump and high-pressure direct injection. It was designed, however, to produce the highest amount of torque at low revs possible without losing the feeling of linear, never-ending power typical of Ferrari’s naturally-aspirated V12s. 80% of the maximum torque is on tap at just 2100 rpm and it peaks at 716 Nm at 6250 rpm. Maximum power of 725 cv is reached at 7750 rpm and throttle response is characteristic of a real sports car.
Intake, timing and exhaust systems have been completely redesigned, while the cylinder heads are derived from the 812 Competizione. Huge attention was lavished on improving mechanical and combustion efficiency, employing Formula 1-inspired calibration concepts. The result is that the most powerful engine ever developed by Ferrari for a four-seater car is also the most powerful in its segment, as well as the only one capable of delivering that instantly recognisable Ferrari V12 soundtrack.
The Purosangue’s chassis is completely new and was designed from scratch with the aim of producing a structure of uncompromising rigidity. The lower chassis structure is made entirely from high-strength aluminium alloy and draws on Ferrari’s enormous experience in the optimal use of these light alloys. Together with the structural elements of the upper body, it makes up a spaceframe chassis comprised of closed-section extrusions connected by castings into which load-bearing aluminium sheet metal elements are integrated.
The chassis is thus lighter than Ferrari’s previous four-seaters’ despite being larger. Improved torsional rigidity (+30%) and beam stiffness (+25%) figures are both fundamental in improving NVH characteristics and thus comfort by smoothly and silently absorbing asperities in road surfaces as well as providing an exceptional feeling of structural integrity.
The extensive use of hollow castings with thin walls - made using internal cores - helped optimise the structure, maximising performance and guaranteeing improved continuity in the stress lines which, in turn, guarantees all-important occupant safety requirements.
The bodyshell is made from materials ranging from aluminium to carbon-fibre, with the introduction of high-strength steel in important areas and flanking the mechanical joins with structural adhesive. Combining these different materials guaranteed maximum strength where required and also light weight in areas not subject to stress. High-strength steel is used for the antiintrusion bars, the reinforcements on the main nodes and the B-pillar.
The very different volumes and constraints of the truly unique Purosangue posed a completely new challenge for Ferrari’s aerodynamic department, so a radical rethink of both methods and solutions was demanded. The extremely ambitious drag reduction target, the specific usability and accessibility demands of this particular model, and the need to cool the imposing V12 and ancillaries demanded hundreds of hours in the wind tunnel and thousands of CFD (Computational Fluid Dynamics) simulations.
Development of the Purosangue’s dynamic performance focused on creating a car that was completely unprecedented on the world stage: a model offering usability and comfort standards that would position it at the very top of the market as well as delivering signature Ferrari vehicle dynamics and performance on a par with the rest of the range.
The Purosangue boasts a unique, innovative system that is a world first: Ferrari active suspension technology enabled by Multimatic’s True Active Spool Valve (TASV) System. Compared to other solutions on the market, this new suspension architecture offers numerous advantages by combining electric motor actuation with a high-precision spool valve hydraulic damper into one fully integrated system. The electric motor ensures that body and wheels can be controlled actively with more force authority and at higher frequencies than traditional adaptive or semi-active systems.
The Purosangue has created a new market segment in which the Prancing Horse opens entirely unprecedented new frontiers. Thanks to its unique modern architecture, the Purosangue is a versatile car that melds unparalleled comfort with Ferrari’s signature performance and driving pleasure. Translating Prancing Horse DNA into a car that is not only innovative for Maranello, but the entire automotive world, was a huge but exhilarating challenge for the Ferrari Styling Centre headed by Flavio Manzoni.
The Purosangue name beautifully describes the car’s architecture. Its sleek, athletic exterior sets it apart from other four-door, fourseater cars on the market, and the mid-front-mounted naturallyaspirated V12 combine with a sublimely comfortable, luxuriously roomy and impeccably appointed cabin. This is not just an incredibly fast, agile car but it also offers the space on board to ensure exceptional comfort for all four occupants.
The Purosangue’s bodywork has been deftly sculpted and
chiselled to create its unique shape. The design features two separate and distinct levels: the lower more technical underbody and the gloriously sinuous, imposing upperbody. This division is underscored by the fact that the upper volume seems to float on the wheelarches.
Despite the fact that the Purosangue’s volumes are more imposing than Ferrari’s most powerful sports cars, the way the height is treated stylistically creates an impression of overall lightness. At the same time, to give the Purosangue a powerful stance of its own, the Ferrari Styling Centre opted to craft boldly original forms.
The Purosangue’s form was conceived as a sculpture that showcases and heightens its stunning aerodynamic development. Physical evidence of this lies in various details including, for instance, the pontoon effect of the aerobridge between front and flanks. Every single aero element was seen as an opportunity to further hone that original sculptural look, underscoring the car’s stylistic message. The concept of lightness and compactness was also applied to the roof with its characteristics emphasised by the imposing rear wings which give the car’s silhouette its unique proportions.
The Purosangue’s cabin demanded absolutely meticulous design of both the space and furnishings as well as careful selection of the materials used to offer unprecedented occupant space and comfort for a Ferrari four-seater. The cabin looks and feels like an extremely elegant, sporty lounge. When the doors are opened, a surprisingly generous amount of space is revealed. Equally surprising is the sophisticated luxury of the interior which exudes a sense of both elegance and modernity. Modern design languages harmoniously combine with Ferrari’s signature GT sports car aesthetic. All of the forms are deliberately compact to optimise both the available space and its ergonomics.
The driver’s cockpit is inspired by the SF90 Stradale and is almost exactly mirrored on the passenger side. This creates an unparalleled feeling of emotional engagement for the front passenger, aided and abetted by a 10.2” display that provides all the information required to help them participate in the driving experience. The Purosangue features the entirely digital interface already adopted for the rest of the range.
The Purosangue’s interior architecture is based on the dual cockpit dashboard concept which has been extended and replicated in the back of the car, creating four areas quite distinct in terms of their functionality, volumes, materials and colours. This principle drove the cabin’s composition which develops horizontally and seamlessly between the furnishings, making the space seem larger and keeping the volumes light and dynamic.
Ferrari’s pursuit of luxury did not distract it for a second from its environmental and sustainability responsibilities. Sustainable materials have been used extensively throughout the Purosangue, opening up the possibility for new combinations. In fact, 85% of the launch trim for the car was sustainably produced.
The Burmester® 3D High-End Surround Sound System also makes its debut in a Ferrari vehicle as standard equipment. This audio system delivers ultimate performance from low to high frequencies, achieved by innovative technologies.
Among the launch colours, Nero Purosangue was developed specifically for this car using pigments that, in certain lighting conditions, create very intense red reflections that beautifully enhance the car’s volumes.
The Purosangue offers a vast range of optional content and personalisation choices that will allow every owner to strike the perfect balance between comfort and performance. Aside from a huge array of exterior and interior colours, including some specific to the model, further innovative solutions have been introduced that are new to the Ferrari range or indeed the market as a whole.
In a Ferrari first, owners are being offered the opportunity to personalise the roof of their car: they can opt for a full-length electrochromic glass roof instead of the carbon-fibre version offered as standard. The glass is coated on its lower surface with an electro-sensitive film. When a small electric current is passed through the film, it changes its tint level to either flood the cabin with sunlight or provide shade where necessary.
The massaging front seats feature 10 air bags that deliver a relaxing, targeted massage with a choice of five different types of massage and three levels of intensity.
In an absolute first for the Ferrari range, the Purosangue also has an air quality sensor that can check the air outside the car and improve quality in the cabin by smart air recirculation control and use of filters that can prevent particles of up to PM2.5 from entering the car.
For the first time the car also offers compatibility with Android Auto and Apple Car Play systems as standard. These substitute the traditional built-in navigation system.
Hennessey Special Vehicles, the Texas-based hypercar manufacturer, recently unveiled its exciting Venom F5 Roadster.
Based on the Hennessey Venom F5 Coupe, the F5 Roadster is nearly identical mechanically, yet distinguishing the Roadster from its fixed-roof sibling are several attributes that set the openair model apart – physically, cosmetically, and emotionally.
Mid-mounted in the carbon-fiber monocoque chassis is Hennessey’s celebrated twin-turbocharged, 6.6-liter, ‘Fury’ V8 engine rated at an astonishing 1,817 bhp. Power is sent to the rear wheels through a robust automated single-clutch gearbox. With a dry weight of under 3,100 pounds, the Venom F5 Roadster promises phenomenal performance… and an engineered top speed exceeding 300 mph.
Hennessey expects the Venom F5 Roadster to surpass the company’s own ‘world’s fastest convertible’ record – 265.6 mph –currently held by the Hennessey Venom GT Spyder.
John Hennessey, company founder, and CEO: “We created the Venom F5 to be the ultimate expression of a hypercar. The Roadster version takes the Coupe’s speed, exhilaration, and awe, plus a sprinkling of respect-inducing fear, to a new, truly visceral level that brings owners closer to the Venom F5’s extreme performance. Our 1,817 bhp ‘Fury’ engine screams behind the exposed cockpit, with its roar unobstructed by a roof – it is an unmatched automotive experience.”
Most conspicuous is the hypercar’s new roofline. In contrast to the F5 Coupe, the F5 Roadster’s roof has been re-engineered with a removable panel crafted from rigid carbon fiber composites. The single-piece roof is fully insulated against the elements and lined with soft Alcantara upholstery. The weatherproof panel is secured with four quick-release bolts and a pair of high-strength latches to withstand the hypercar’s staggering acceleration capabilities and aerodynamic forces at extreme speed. The lightweight roof panel weighs a mere 18 lbs (8 kg), making removal and installation easy for one person.
Owners may choose to store the panel in a bespoke Merino wool travel bag or as a standalone work-of-art on a custom-made, sculptural pedestal – devised by Hennessey’s in-house design team to enhance the ownership experience. The roof pedestal, crafted in carbon fiber like the roof panel, mirrors design themes from the Venom F5 Roadster. Viewed from above, its ‘blade legs’ trace the shape of the car’s rear decklid, while the side profile uses the hypercar’s bodyside air intake form for inspiration. In addition, the sharply angled, streamlined stand displays the ‘Venom F5 Roadster’ script on the front face of the base in the same eight-microns thin aluminum as the car’s ‘H’ nose badge.
The Venom F5 Roadster features a new tempered glass engine viewing window. This panel, in the middle of the rear engine cover, spotlights the massive ‘Fury’ V8 engine in all its glory. Its engineering was no simple task – developed and certified for use in jet aircraft. The sizeable glass panel can withstand aerodynamic forces exceeding 300 mph and temperatures beyond 1,000 degrees Fahrenheit (540 degrees Celsius). The detail is extraordinary – the engine viewing window is encapsulated within a removable carbon fiber engine cover that features intricately-milled heat extraction holes that match those in the rear bumper. Additional heat extraction is achieved by dual
aluminum air vents, four on each side of the glass panel, which match the vents behind each front wheel.
The Roadster is further distinguished from its coupe sibling by its unique wheels. Forged from aluminum alloy and then milled to perfection, the lightweight wheels feature seven pairs of spokes, each resembling an elongated Hennessey ‘H’. Milled into the outer face of each wheel rim is the ‘Hennessey’ script, mirrored by the ‘Roadster’ script on the opposite side. Owners may opt to upgrade the Hyper Silver wheels to highly polished aluminum – this exclusive finish requires a painstaking process of hand polishing that takes weeks to complete. The wheels are secured with five titanium nuts, an alloy revered for its strength, heat tolerance, corrosion resistance, and extremely low mass.
Hennessey’s Venom F5 Coupe was engineered from the outset with an open-top version in mind, so only minor adjustments were required to deliver coupe-rivaling chassis rigidity, strength, and stiffness – this ensures that drivers may access the same crisp handling characteristics as the Venom F5 Coupe with or without the roof in place.
As with the Venom F5 Coupe, discerning Roadster buyers may specify any exterior and interior color combination or leave areas of the Venom F5’s carbon fiber chassis and body panels exposed. Opting for either a gloss or satin finish allows the stunning woven composite to be appreciated fully (pre-exposed areas of carbon fiber on the Venom F5 Roadster are standard, as they were on the Coupe). The same minimalist yet high specification of the coupe model is retained within the passenger cabin.
“It’s exciting to see the continued innovation from Hennessey from the test track to the road,” said Steve Reindl, President of Shell Lubricants Americas. “We share a passion for performance, and our co-engineering alliance provides us with an extreme testbed for Pennzoil in some of the fastest road cars.”
The Venom F5 Roadster will be manufactured in Texas in an exclusively low volume of just 30 units (this approach of guaranteeing a unique ownership experience saw the 24unit Venom F5 Coupe production run sell out shortly after its appearance at Monterey Car Week in 2021). Roadster production begins in late 2022, with validation of the model’s high-speed capabilities set to occur as the production rate levels out.
Hennessey Special Vehicles has priced the new Venom F5 Roadster at $3 million, with each of the 30 personalized examples individually commissioned to its owner. Potential buyers may find out more or express their interest at hennesseyspecialvehicles.
Celeste Wong - Melitta Ambassador, shares her top tips on what to look for when buying a coffee machine.
Having an automatic filter coffee machine or a bean to cup espresso machine at home or in the office provides a quick and convenient way to have your favourite daily fix! But the quality of your coffee is also related to the quality of the equipment that you’re using and, of course, the coffee beans that you are drinking. So it’s worth the investment!
The advantage of bean to cup machines is that they have a built in coffee grinder to grind fresh beans which is best for quality and flavour. It means you don’t need to buy a separate grinder –making it convenient but also cost-effective. You’re able to get a really great espresso with virtually no mess, unlike more manual coffee machines. Everything is done internally. Most bean to cup machines allow for a good variety of coffees including milk steaming functions (such as the Melitta Avanza) – though if you only drink black coffee then there are also bean to cup espresso machines that only offer espresso options like the Melitta Purista.
When choosing a filter coffee machine, again consider one with a built in grinder. Also choose a filter machine which disperses the water evenly so that all of the ground coffee is saturated and you get an even extraction to maximise flavour and get the best out of your coffee.
One of my favourites is the Melitta AromaFresh Grind & Brew or the Momentum E-pour because they have a grinder attached to it. The E-pour mimics a manual pour over coffee which is my favourite kind of coffee to make. It can have your coffee ready and waiting for you by the time you’re dressed. If you are making large batches of coffee of more than one cup, consider a filter coffee machine that has a hot plate or a thermo jug to keep larger volumes of coffee warm for a period of time. As a rule, generally don’t keep hot coffee sitting for more than 40 minutes to an hour - it loses its character and brightness.
General points to consider are the size or bench footprint of a machine for the space it will occupy, the colour, aesthetics and materials used. Metal or heavier components tend to last longer and are more sturdy. Using good quality specialty coffee will also help elevate your coffee experience. Incase you like one type of coffee for the morning and perhaps a decaf later in the day, very few bean to cup machines have a dual coffee bean hopper unlike the Melitta TS Smart which is, in my opinion, their most sophisticated model and will give you this option.
A TSF team favourite is the Melitta Caffeo Solo & Perfect Milk 6679163 Bean to Cup Coffee Machine £339 from £499.
https://ao.com/product/6679163-melitta-caffeo-solo--perfect -milk-bean-to-cup-coffee-machine-black-38267-65.aspx
Get the true coffee-shop experience at home with this black bean to cup machine from Melitta. Whether you like a morning espresso or mid-afternoon cappuccino, 2 automatic programmes mean you can enjoy them at the touch of a button. For long, luxurious drinks the tall coffee setting is perfect, and there’s a dedicated latte function if you enjoy an indulgent creamy coffee. Whatever you’re preparing, the handy cup warmer gently heats your cups, so your drinks will stay at the ideal temperature for
longer. This model also has a really useful auto clean function that keeps it free from limescale. Visit: https://www.melitta.co.uk/
Whispering Angel £30 https://www.finewinedirect.co.uk/products/ whispering-angel?variant=39545346064419
Journey’s End Wild Child Grenache Rose 6 bottle case £79.99 https:// northandsouthwines.co.uk/products/journeys-end-wild-childgrenache-rose-6-bottle-case-75cl
Figuière Les Confidentielles £22.50 https://www.figuiere-provence. com/en/ & https://www.vinatis.co.uk/52121-confidentielle-2021figuiere
Figuière Premier Rose £17.33 https://www.vinatis.co.uk/52126premiere-rose-2021-figuiere Beronia wine Rueda £8.99 , Crianza £11.99, Reserva £11.99 www. waitrosecellar.com
Cantina Toblino Baticor Pinot Nero £37.80 https://hedonism.co.uk/ www.toblino.it/en/
Monte del Frà Valpolicella Classico £14.95 www. twelvegreenbottleswine.co.uk/ www.montedelfra.it/?lang=en
Castello di Cigognola Moratti Rosé Champenoise DOCG Oltrepo’
Pavese Pinot Noir Vintage 2013 £29.95 www.wineswithstories.com. www.castellodicigognola.com/en
Codorniu Rosado Brut NV £6.99 www.waitrose.com
Vida Wines Spring Mixed Case £49 https://vidawines.co.uk/ Chapel Down Rosé Brut NV £26.99. www.waitrosecellar.com
Autumn Beauty Stila Tequila Sunrise https://stila.co.uk/ Annabelle Minerals excellent make up range https://www.annabelleminerals.com/ Dolce & Gabbana PassionEyes & FelineEyes https://www.dolcegabbanabeauty.com/ Serge Lutens lipsticks https://www.sergelutens.com/us/beauty/lips/rouges-a-levres-etencres/lipsticks.html
YSL Beauty lipsticks https://www.yslbeauty.co.uk/makeup/lips/ Lilly Lashes Conditioning Serum and Lashes https://lillylashes.com/ Sensai Contouring Lipstick & Lipstick Holder www.sensai-cosmetics.com HD Brows The Pro Pencil Bundle £25.00. https://hdbrows.com/ Natucain Brow Serum https://natucain.co.uk/
Our pick of the very best products to eliminate sleepless nights, make the most of your rest and help you wake refreshed and ready to embrace the day ahead
Simba Hybrid® Firm Pillow £159 www.simbasleep.com
Simba Hybrid® Luxe Mattress £1,289.40 www.simbasleep.com
TEMPUR® Original Pillow £109 https://uk.tempur.com/pil lows-and-cushions/ergonomic-shaped/original-pillow-UKORIGPM. html
SnüzCurve Pregnancy Pillow £84.95 www.snuz.co.uk
Scentered De-Stress Relaxation Set £29.50 https://scentered.me/prod ucts/home-spa-de-stress-relaxation-kit?_pos=2&_sid=d43790b f7&_ss=r
City Survivor Night Support Formula from £15.95 https://www.citysur vivor.co.uk/shop-1/night-support
Gaea Sunset Sleep Drops £69.50 https://gaeahealth.co/collections/ night-day-drops/products/gaea-sleep-drops?variant=39379439419598
B.fresh Sleep Shot 28 pack £67 https://b-fresh.co.uk/product/sleepwellness-shot/
Unique CBD Night Drops £114 https://www.uniquecbd.co.uk/prod ucts/night-drops
Dragonfly CBD https://dragonflycbd.com/cbd-bundles/9000mg-cbdbundle/
Drowsy Sleep Mask £47.96 https://www.drowsysleepco.com/products/ eye-mask
Drowsy Pillow Spray £17.56 https://www.drowsysleepco.com/collec tions/sleep-hygiene-essentials/products/sleep-spray
ESPA Signature Blends https://www.espaskincare.com/body/mood. list
Bach Remedies https://www.bachremedies.com/
Ethos Rest CBD Oil from £39.99 https://ethos-cbd.com/product/rest/ Motion Nutrition Unplug £24.99 www.motionnutrition.com
Lumie Bodyclock Luxe 750DAB £229 https://www.lumie.com/prod ucts/bodyclock-luxe-750dab
Bon Nuit Sleep Aid £8.50 https://www.schwabepharma.co.uk/product/ bonuit-sleep-aid/
The Herbtender Doze & Dream £30 https://the-herbtender.com/prod ucts/doze-dream
Naturecan vegan CBD gummies £14.99 https://uk.naturecan.com/ products/vegan-cbd-gummies
Naturecan CBD Drops 40% CBD Oil £124.99 https://uk.naturecan. com/collections/vegan/products/40-cbd-oil
Cannabotech Beauty Sleep Drops £79 https://cannabotech.com/prod ucts/beauty-sleep-drops
Indi Rest £40 https://indisupplements.com/products/rest-sleep-drop per
Serenity Restorative Night Oil £47 https://www.thenobleapothecary. co.uk/product-page/serenity-restorative-night-oil
Tielle Love Luxury Classic Hotel 300 Thread Count Bedlinen Set £97 https://tielleloveluxury.co.uk/products/classic-hotel-300tc-bedlin en-set
Kaya Sweet Dreams Adaptogenic 10% CBD Oil £59 https://kaya.co.uk/ products/sweet-dreams-10-percent-cbd-oil
Mirari Silk Velvet Life Mask £130 https://mirarilife.com/store/hema-
Inspiration gallery of luxury gifts and treats to adore this season
YSL Beauty Y Eau De Toilette £78 for 100ml www.selfridges.com
Floward Rosie Fortesque Candy Cane Twist https://floward.co.uk/
Floward Aurora Angora Rabbit £50 https://floward.co.uk/
Floward Red Coral Phalaenopsis £62 https://floward.co.uk/
The VILSHENKO Summer Candle £120 www.libertylondon.com
The Diamond Store Tennis Bracelet £399 www.thediamondstore. co.uk
The Diamond Store Initial Pendant Necklace £149 www. thediamondstore.co.uk
PMD Clean Body £145 https://uk.pmdbeauty.com/product/cleanbody
Acotis Diamonds Elements Gold 9ct White Gold Shaped Blue Topaz Diamond Earrings £412.50 www.acotisdiamonds.co.uk
The Diamond Store Aquamarine 0.34CT And Diamond 9K White Gold Pendant Necklace £165 www.thediamondstore.co.uk
Arran Glen Rosa Fig & Ylang Ylang 100ml Eau de Toilette £42.50 https://arran.com/
Narciso Rodriguez For Him Bleu Noir Eau de Toilette, 50ml £54.00 www.johnlewis.com
Bon Parfumeur 501 Eau de parfum £75.00 www.selfridges.com
Narciso Rodriguez, Narciso Poudrée Eau De Parfum 90ml Spray £89.50 www.thefragranceshop.co.uk
Narciso Rodriguez, For Her Musc Noir Rose Eau De Parfum 100ml Spray £101.50 www.thefragranceshop.co.uk
Serge Lutens Féminité Du Bois Limited Edition 50ml £110.00 www. harveynichols.com
Photo by Pixabay: https://www.pexels.com/photo/stacked-gift-boxes-withdifferent-colors-264985/
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