NECC200 Business Tips Book

THE LITTLE BOOK OF

BUSINESS TIPS Sponsored by

CONTENTS 04-05 /

Foreword from our president

06-07 /

Foreword from our sponsor

200 BUSINESS TIPS 08-24 /

Culture, Brand & Strategy

25-49 /

Marketing & Communications

50-65 /

Relationships & Networking

66-78 / Sales 79-84 / Exporting 85-102 / Customer Service 103-127 / Leadership & Management

128-141 / Recruitment 142-148 / HR & Employee Wellbeing 149-159 / Training & Development 160-190 / Problem Solving & Decision Making 191-201 / Financial & Performance Management 202-210 / Technology, Process & Innovation 211-221 / Contracts & Supplier Management 222-223 / Celebrating 200 years of North East Business 224-225 / Sponsor Profile NECC200 PATRONS

FO RE WO R D F RO M O U R PRESID ENT

Foreword from our president We all want to be successful in our businesses and our careers.

Every one of us has had our own unique journey, picking up useful tips and learning invaluable life lessons along the way. So why don’t we share this to help us all enjoy further success and ensure our region’s businesses grow and prosper?

As part of its 200th anniversary celebrations, NECC has worked with Activ Technology and Microsoft to compile 200 top business tips from its members; words of wisdom from successful

people, operating within and leading organisations of all shapes and sizes, across all sectors.

There are tips and insights in a whole range of business areas including leadership, strategy, recruitment, marketing, HR and finance.

So whether you’re on the first rung of the career ladder or an experienced senior manager, just starting your own business or running an established plc, you can find some useful nuggets of advice which may just change your outlook or solve your challenge.

page 5

Mike Matthews MBE

FO RE WO R D F RO M O U R SPONSOR

Foreword from our sponsor Welcome to NECC’s 200th anniversary business tips book.

We’re proud to have been able to sponsor such an iconic milestone and to be a part of NECC’s 200th year celebrations.

The book has been nearly a year in the making and represents a significant collaboration between the North East’s business leaders.

There are many outstanding

leaders in this region, each with their own ideas, tips, tricks and ways of doing things, and this book has brought the best of them together in one easily referenced document.

We hope you enjoy the tips as well as finding the book informative.

When you’re done, keep it handy - you never know when you may need that touch of inspiration!

page 7

Ian Gillespie, Managing Director, Activ Technology

CU LTU R E , BR A N D & STRATEGY

Culture Brand & Strategy ???

Focus on core business Pete Watson, CEO

page 9

Every company should focus on its core business and deliver it to the best of its ability. IT is an essential part of your business foundation. You need a solid backbone that is robust and frees you to do what you do best.

Atlas Cloud, www.atlascloud.co.uk

CU LTU R E , BR A N D & STRATEGY

Visualise success Tony Pitchford, Sales Director Keep asking ‘What does success look like?’

BalticTraining, www.baltictraining.com

It’s not all about the money

page 11

John Bignall, Director People think business is just about making money and the media reinforce this view with the public. I think of it with the metaphor of a three-legged table - return on investment, service to customers and fair employment.

All are equally important. Failure of any one brings down the business eventually.

Bignall Group, www.bignall.co.uk

CU LTU R E , BR A N D & STRATEGY

Have a plan If you fail to plan, you may as well plan to fail.

John Marshall, Partner

Bond Dickinson, www.bonddickinson.com

page 13

Be explicit in defining your culture Ben Drury, Uber Geek

A leader must spend time explicitly defining and crafting the business culture. Every organisation has a culture, whether deliberately cultivated or left to organically develop. Your culture will affect the business more than anything else so spend the time to define the culture you actually want.

Cogiva, www.cogiva.com

CU LTU R E , BR A N D & STRATEGY

Think culture before strategy John Borthwick, MD

Fifteen Digital, www.fifteendigital.co.uk

Your company culture is more important than your strategy and always will be. Your strategy may outline the scope and direction of the business, but your culture is the tool which will help you most to achieve your goals.

page 15

Stand apart from the crowd, and sing it loud

Work out what it is that makes you unique, what makes you stand apart from the crowd, and sing it loud. Sort out a marketing strategy, get a business mentor and network at every opportunity. Getting yourself known in the right circles and building trust is critical to your long-term success.

Tamsin Harrison, Director

Heart Land design www.heartlanddesign.co.uk

CU LTU R E , BR A N D & STRATEGY

Plan your business journey Samantha Davidson, MD

Horizonworks, www.horizonworks.co.uk

A clear and focused marketing strategy is essential to positioning your company effectively in the market, providing a framework for growth and ensuring marketing activity is cost effective.

Running a business without a marketing strategy is like setting off on a journey without any directions. Current and future developments in your market will have an impact on your company, so ensure you plan for these and review and refine your marketing strategy as time goes on.

page 17

Shoot for the moon Mike Matthews, MBE, European Operations Officer Nifco Europe, MD Nifco UK

Shoot for the moon: Even if you don’t reach it in the end, you’ll go a very long way.

Nifco UK Ltd, www.nifcoeu.com

CU LTU R E , BR A N D & STRATEGY

STAND OUT Ian Richards, Director

Northstar Ventures, www.northstarventures.co.uk

Be creative – understand what makes your business unique, and look for ways to improve and make it stand out from the competition.

Recognise that you don’t know everything, and be open to new ideas and new approaches to your business.

page 19

Protect your brands Mark Marsh, Finance Director

Trademark your brands with confidence and without large legal fees using the low cost “Right Start� service offered by the Intellectual Property Office.

Seaward Electronic, www.seaward.co.uk

CU LTU R E , BR A N D & STRATEGY

Ensure that Corporate Social Responsibility is part of your business and where possible keep it local. Customers will be happy to align with a business that is seen to be putting something back into their community.

Make CSR local Catrina Flynn, Fundraising Manager

St Benedict’s Hospice, www.stbenedicts.co.uk

page 21

Articulate your values Paul Marriott, Chief Executive

Be honest, explicit and intentional about the values which drive your business; articulate the behaviours that evidence those values in action; recruit and select using these behaviours as criteria; reward and encourage these behaviours; train and develop to reinforce these behaviours.

St Cuthbert’s Hospice, www.stcuthbertshospice.com

CU LTU R E , BR A N D & STRATEGY

Be clear about what you do Carole White, Chief Executive

TEDCO Business Support Ltd, www.tedco.org

Be clear about what you do and do it better than anyone else.

page 23

Get branding and systems sorted early Mashud Choudhury, Consultant

When thinking of franchising in the long term, consider the issues of branding and internal systems and processes. If you have these two issues sorted from the early days, franchise expansion is so much easier.

The Franchise Company www.franchisecompany.co.uk

CU LTU R E , BR A N D & STRATEGY

Vision &

action Tom Capeling, Chief Fire Officer

Vision without action is a dream. Action without vision is simply passing the time.

Action with vision is making a positive difference.

Tyne & Wear Fire & Rescue Service, www.twfire.gov.uk

page 25

Marketing & Communications

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MA R K E T IN G & COMMUNI C ATI ONS

Don’t do the obvious Andrew Pickering & Peter Gartland, Founders

Andrew and Pete, www.andrewandpete.com

When doing marketing, don’t always do the obvious because it has probably already been done a thousand times. If you think being different and standing out is risky, try blurring into the crowd.

Research your customer Bev Griffiths, Account Manager

page 27

If you’re undertaking a PayPer-Click online advertising campaign, do your research and make your strategy applicable to users. Insufficient keyword research, poor advert content, and lack of time sensitive targeting, geo targeting, page optimisation, and negative keywords are all common pitfalls. b Software Solutions www.bsoftwaresolutions.co.uk

MA R K E T IN G & COMMUNI C ATI ONS

Communication is not only the job of the comms team Andrew Stainthorpe, MD

Bravo Charlie Communications, www.bravocharliecomms.co.uk

Each of your employees is a communicator.

It’s not just the job of people with “communication” in their title. Supportive, informed employees help your business achieve results. Every employee should understand and use “best practice” communication whether it’s sending clear, concise emails, running successful meetings, or answering the telephone.

page 29

Get noticed and remembered John Dunwell, Owner & MD

To get your business noticed and remembered, consider using branded promotional products. An innovative and functional yet desirable branded gift that’s relevant to your business and appropriate to your customer will be appreciated, kept and used - and be a frequent reminder of you!

Community Communication Ltd, www.communitycommunication.co.uk

MA R K E T IN G & COMMUNI C ATI ONS

Do your research and profile your customer Sara Davies, Sales Director

Crafter’s Companion, www.crafterscompanion.co.uk

Know your customer!

Understanding who your core customer is and what they want will be the key to a successful business. There’s no point spending thousands of pounds on promoting your company if it’s to the wrong audience.

Spending time doing your research and profiling your customer will be invaluable to you.

page 31

Be mobile friendly Joanne Dolezal, Lead Consultant

Mobile marketing is going through a renaissance due to smart phones and tablets.

Make sure your website is mobile friendly and send mobile friendly social media campaigns and e-newsletter templates. 40% of google search is now from a mobile device which will increase in years to come.

Dolezal Consulting, www.dolezalconsulting.com

MA R K E T IN G & COMMUNI C ATI ONS

Make sure your website is mobile friendly David Smales, Owner

GLAD Marketing, www.gladmarketing.com

Mobile devices are taking over desktop computer usage for local business searches. If your website is not mobile friendly your potential customers will click away from your website and find your mobile-friendly competitors’ websites instead.

page 33

Ensure you are being social – not selling

Make sure, when using social media, you are using the platforms your target audience is using - not just the ones you prefer.

Ensure you are being social – not selling – engage with people, talk to them. This is by far the best way to raise your profile and increase your audience.

Amanda Dixon, MD

I Am You Limited www.iamyou.co.uk

MA R K E T IN G & COMMUNI C ATI ONS

Have the right product‌ Richard Bowyer, Head of Group Compliance

John Lilley & Gillie Ltd, www.lilleyandgillie.co.uk

To make a success in business you need three things; have the right product at the right price, ready for delivery to your customer at the right time.

page 35

Monitor competitor performance Phillip Rice, MD Review the financials of other companies in your market, to analyse industry performance and identify trends. For example, if some businesses have increased turnover and profits, and others are stable or declining, the more successful businesses may be doing something that you could do in order to better your performance.

Meditek, www.meditek.co.uk

MA R K E T IN G & COMMUNI C ATI ONS

Always put the audience first Kirsten Donkin, PR and Communications Manager

PD Ports Group, www.pdports.co.uk

Always put the audience first. Think of things from their perspective to really get them to connect.

‘What’s in it for me?’ will be their question. So when promoting your business, sell the benefits your services can deliver rather than listing what you have to sell.

Be mindful of the social media black hole Andrew Purkiss, Director

page 37

It is a “black hole” for content but persist with Facebook and Twitter.

Phlebotomy Training Services www.phlebotomytraining.co.uk

MA R K E T IN G & COMMUNI C ATI ONS

Invest in digital marketing Paul Say, Marketing Director

Sage UK Ltd, www.sage.com

Invest in digital marketing. It’s a great way of getting your business to the corners of the region, country and world that you can’t physically reach and will broaden your market opportunity no matter what type or size of business you are. If you’re a small business, it will help you to ‘fight big’.

page 39

Stay true to your pricing Darren Jones, Director

Stay true to your pricing and don’t sell yourself short but decide on your own true value. Everyone wants the cheapest but cheapest is not always best.

Salus First Aid Training, www.salusfirstaidtraining.co.uk

MA R K E T IN G & COMMUNI C ATI ONS

First impressions count.

Make sure first contacts are impressive – reception areas, business cards, email signatures, the appearance of your customer-facing representatives, the way the phone is answered – and ensure your marketing materials are as good as the company as a whole.

First impressions count Mark Anderson, Business Development Manager Sheridan Design, www.sheridandesign.co.uk

page 41

Let your market place shape your offering

Let your market place shape your offering. Whenever we are thinking of a new service or product variation, our customers help us to shape the outcome.

We engage with our customers early and widely and because of their input the final outcome is always far better.

Stephen Connolly, Business Development Manager

STCS, www.stcs.co.uk

MA R K E T IN G & COMMUNI C ATI ONS

Take control of your website Graeme Jordan, MD

Buy your own website domain. Buy your own hosting. There’s absolutely no need to have anyone else buy these on your behalf. You own all of your other business assets – make sure you have full control of your business website also. This applies regardless of who designs, develops and maintains it.

STO Consulting, www.STOconsulting.co.uk

page 43

Ask yourself “So what?”

Laura Kemp, Business Development Manager So what? When delivering a message to your customers always aim to engage with them, rather than just talking at them. Read your proposed communication and then ask yourself “So what?”

Sunderland Live www.sunderlandlive.co.uk

MA R K E T IN G & COMMUNI C ATI ONS

Offer a varied product range John Humphreys, Director

TA Plastic Supplies Ltd, www.taplastics.co.uk

Offer a varied range of products and services many “small eggs in one basket”.

page 45

Differentiate yourself Ian Kinnery, Business Coach The biggest killer of businesses is a lack of profitability caused by being in price competition.

Make sure you create a clear differentiation between you and your competition. Understand, create, maintain and above all promote your points of differentiation at all times.

Team Massive Results, www.teammassiveresults.com

MA R K E T IN G & COMMUNI C ATI ONS

Get back to phoning and posting letters Sarah Raad, Business Development Director

tent, www.tent.uk.com

In a predominantly digital age it’s easy to forget the human and personal touch. Instead of always emailing, tweeting and social media commenting, pick up the phone to talk or send old-fashioned mail like postcards and letters to contacts and prospects. This will build more sincere business relationships.

Never forget your customer

page 47

Anne Godfrey, Chief Executive

Never forget your customer. If they don’t want what your organisation provides then you have no organisation.

The Chartered Institute of Marketing www.cim.co.uk

MA R K E T IN G & COMMUNI C ATI ONS

Be aware of your competition Brian Beaumont, Business Development Specialist

Waltons Clark Whitehill Limited, www.waltonscw.co.uk

Know there is a demand for your product and where it is, appreciate its value, and be well aware of your competition.

page 49

Alienate mobile customers and you will lose their custom

If your business hasn’t already implemented a website that is mobile friendly this needs to be high on your list of priorities when it comes to your digital marketing. The number of potential customers viewing your website on their smart phone will continue to increase and alienating them will mean you lose their custom.

Bradley Johnson, Partner

Yellow Box Marketing www.yellowboxmarketing.co.uk

R EL AT I O N S H IPS & NE TWORKI NG

Relationships & Networking

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page 51

Build your networks John Duns, Business Development Director

Build your networks. From the moment you enter the business world connections with people you can or might do business with become important. You will find years later that you have access to those who can help you with ideas, new orders or even a new job. Your networks from social activities like sport are valuable too.

Brewin Dolphin, www.brewin.co.uk

R EL AT I O N S H IPS & NE TWORKI NG

Respect others Judith Haysmore, CEO

Daisy Chain, www.daisychainproject.co.uk

Treat everyone from service users to suppliers with respect and understanding of their position.

page 53

Always maintain honesty and integrity Alan Ferguson OBE, Executive Chairman

Always maintain honesty and integrity. Â Whilst it may be tempting to stray your reputation will suffer if you do and long term business success is built upon your reputation, good or bad. Â It always pays to be honest and communicate any difficulty before the customer asks about it.

Fergusons Transport, www.fergytrux.com

R EL AT I O N S H IPS & NE TWORKI NG

Build and maintain your network Ian Miller, Operations Director Invest time to build up and maintain your network of contacts; the help, knowledge and expertise that can be gleaned from this community is invaluable throughout your career.

GEM Partnership, www.gempartnership.com

page 55

Be seen Lou Murray, Owner

Be seen! It’s extremely important to ‘get out there’ and network to build up your connections. Stand back and listen to people, ask questions, don’t go marching in with a sales pitch. Follow up your new connections after the initial meeting to build on your business ‘relationship’.

In The Fast Lane Events www.inthefastlaneevents.co.uk

R EL AT I O N S H IPS & NE TWORKI NG

Get to know people, build trust Paul Taylor, Employment Engagement Executive

Ixion Holdings Ltd, www.ixionholdings.com

Build relationships and trust at networking events; people don’t want to be sold to at the first initial meeting.

Get to know people, listen and make an appointment after the event to meet and discuss business matters.

page 57

Explore relationship potential Robert Talintyre, Senior Manager

At the beginning of any business relationship it is worth forgetting for a moment about the risks, commercial aspects and making returns in order to give it a chance, as you never know where it will lead.

Labman Automation Limited, www.labman.co.uk

R EL AT I O N S H IPS & NE TWORKI NG

Don’t stick to the easy conversations at networking events Tom Fenwick-Brown, MD

Linked in Control, www.linkedincontrol.com

Ensure the time you spend at networking events is effective by not limiting yourself to only talking to friends and colleagues. Spread your wings and, importantly, refer others. ‘Givers gain’ should be your watchword.

page 59

Tune in to others Lysa Morrison, MD

Ever find some people difficult to deal with and others easier?

The difference could be language patterns: match theirs to motivate and influence them – they’ll feel understood. Do they talk about achieving or avoiding things? In detail or generally? Thoughts or feelings? Boost your performance by mastering your ‘tuning-in’ skills.

LMA Training & Consultancy www.lysamorrison.com

R EL AT I O N S H IPS & NE TWORKI NG

Try to get a positive outcome from every client interaction Michael Fryer, Senior Consultant

Try to get a positive outcome from every client interaction.

This doesn’t have to be a sale of your services. In the long term, gaining a referral, a new networking contact, a commitment to a joint project or the resolution of a problem can be more beneficial.

Mattioli Woods PLC, www.mattioli-woods.com

page 61

Think before you speak Graham Anderson, CEO

Apply a satellite delay in your actions and reactions to any comments. That pause helps when you are so emotionally attached to what you do.

OpenCRM, www.opencrm.co.uk

R EL AT I O N S H IPS & NE TWORKI NG

Pair your online and offline connections Joanna Wake, MD

Raw Digital Training www.rawdigitaltraining.co.uk

Social media success requires effort.

It’s absolutely vital that you pair your online and offline connections. Make sure you connect online with people you’ve met at real life events to ensure continuity of relationship. You never know when they, or someone they know, may need your services.

page 63

Feedback is a gift Danny Gray, Commercial Director

Feedback is a gift. We are all blessed with the ability to provide other people with feed back about how their actions make us feel. We should all exercise this right more often.

Sixth Sense Learning www.sixthsenselearning.com

R EL AT I O N S H IPS & NE TWORKI NG

Better to keep your mouth shut Jon Vincent, Principal & Chief Executive

Better to keep your mouth shut and people think you are a fool than open it and confirm it.

Tyne Metropolitan College, www.tynemet.ac.uk

page 65

Stay in touch with those who supported you

Businesses are full of ups and downs, good times and bad. When times are good, don’t forget to stay in touch with those who supported you through the tough times. You never know when you might need their help again.

Karen Dobson, Meeting & Events Sales Manager

Village Urban Resort Newcastle www.village-hotels.co.uk

SAL E S

Sales

???

page 67

Look beyond commodity pricing

Re-engage in appropriate working partnerships and look beyond commodity pricing. Invest time in pre-qualified business relationships and unearth longer run, mutual value. Time to walk away from lowmargin, one-sided transactional chaos!

Matthew Carry, Sales Director

Acorn Web Offset, www.acornweb.co.uk

SAL E S

Ask for the business James Grant, Partnerships & Comms Executive Never be afraid to ask for that opportunity. You’ll regret it if someone else gets the chance because they got their feet in first. Keep visible.

Durham Tees Valley Airport www.durhamteesvalleyairport.com

page 69

Put yourself in their shoes Philip Morris, MD

Always put yourself in the shoes of the person you are talking to when trying to present the reasons why they should do business with you.

Easby Gale & Philipson, www.egandp.co.uk

SAL E S

Never give up Jacqui Hampton, Director & Owner

Never give up. Shy bairns get nowt!

H&G Training, www.hgtraining.co.uk

page 71

Know your numbers Jo Hand, MD

Know your numbers, learn how to work out your hourly, daily, weekly and monthly break-even point and then gross profits and profits. Check them all daily! These are called your daily “run� rates. This way you will stay ahead of any cash flow surprises.

Jo Hand Recruitment, www.johandrecruitment.co.uk

SAL E S

Always take a knock back with good grace and dignity John Gray, MD

JPG First Aid and Safety Training Services, www.jpgfirstaid.co.uk

Never burn your bridges. Always take a knock back with good grace and dignity and stay on good terms with your clients, even if they are looking elsewhere. Returning clients always remember a kind word or deed.

page 73

Identify your advocates Nevil Tynemouth, Director Advocates are a great way of building your business. Advocates come from the customers who really love what you do. Ask them for specific introductions into two or more potential new customers. Everyone loves a personal referral, as people buy from people they know, like and trust. Advocates help you build trust.

New Results Training, www.newresultstraining.co.uk

SAL E S

Be realistic with your sales goals Gary Ramsay, Partner

Offstone Publishing, www.offstonepublishing.co.uk

It’s great to aim high, but be realistic with your sales goals and be prepared to start off with a small project when working with a new business prospect. Do it exceptionally well and it will invariably lead to bigger and better work with them.

page 75

Honour your commitments Jonathan Fletcher, Director

Do what you said you’d do for the price that you said you’d charge.

PG Legal, www.pglegal.co.uk

SAL E S

Don’t assume they need what you are selling Brian Laidlaw, Partner Always know your customer and take the time to understand their needs and build a relationship. Don’t assume they need what you are selling, try to understand where they are trying to get to and how you can support them along the way.

Tait Walker LLP, www.taitwalker.co.uk

page 77

Contact five people per day Michael Sudworth, Wealth & Equity Partner

Aim to contact at least five people per day, including two new contacts, by face to face or telephone as this is the best way to promote your services or business.

Effective use of social media can also build referrals and prove an efficient form of advertising.

True Potential Wealth Management LLP, www.tpllp.com

SAL E S

Ask for referrals Pete Mitchell Studio Manager

Your clients are your network. Ask for referrals and make sure they know all of your services.

Xtreme Signs, www.xtreamgroup.com

page 79

Exporting

E XPORT I N G

Visit your customers in their countries Keith Miller, MD

Ecco Finishing Supplies Ltd, www.eccofinishingsupplies.com

To be a successful exporter you must visit your customers in their countries.

In my experience, if the customer can see, touch and feel your product he will buy it.

page 81

Get your finances in order Martin Rogers, International Trade Manager

If you can’t finance your exports or get paid by your new customers, any time and energy put into developing the export side of your business will be not only wasted, but potentially a huge financial risk to your business. Trade finance can give you the financial boost you need to explore overseas opportunities and fulfil those early orders, so speak to your bank’s international finance team to discuss the options available to you.

HSBC, www.hsbc.co.uk

E XPORT I N G

Know the overseas documentation and delivery requirements before you accept an order John Christal, Director

Origma Global Services Ltd, www.origmaglobal.com

Know the overseas documentation and delivery requirements before you accept an order. Otherwise, when the goods are ready to move – usually late – you’re at risk of not being compliant with any letter of credit and delayed payment is inevitable. Also, everyone involved in the process is totally stressed.

page 83

Find a partner who knows the customers and who you like working with Tobias Heintz, MD

If you have selected your target export market, the key to success is to find a partner (agent/distributor) who knows the customers and who you like working with. Then make sure the partner takes some risk as well and that the goals are aligned, be flexible and have some patience.

Pinnacle RE-Tec Ltd, www.pinnacleretec.com

E XPORT I N G

Ensure chemicals are REACH compliant Mike Lowe, Plant Manager

Techwax Ltd, www.ashland.com

When working in the chemical industry ensure that all products supplied to Europe are REACH Compliant (Registration, Evaluation, Authorisation and Restriction of Chemicals). This is an EU regulation to improve protection of health and environment when dealing with chemicals.

page 85

Customer Service ???

CU STO M E R S E RVI CE

Provide outstanding customer service Andrew Chambers, MD

Arc Wealth Limited, www.arc-wealth.com

Provide outstanding customer service. A business builds on its reputation and it is important to deliver high quality service. Develop a client service charter to enable you to meet client expectations and develop relationships, which then increases retention.

page 87

Find your niche Claire Rolston, Director

Find your niche and deliver your service to the highest standards.

Excellent customer service is paramount. Clients welcome the personal touch and will always recommend you if they’ve had a first class experience.

CLR Law, www.clrlaw.co.uk

CU STO M E R S E RVI CE

Achieving first class J Willard Marriott, Founder (1927)

Only close attention to the fine details of any operation makes the operation first class.

Durham Marriott Hotel Royal County www.DurhamMarriottRoyalCounty.co.uk

page 89

Always over deliver Gary Stainsby, MD

My motto in business and in life: Always over deliver, but never overwhelm - a great reminder to always give a little more than you promise.

EHL UK Building Maintenance & Facility Services www.ehluk.co.uk

CU STO M E R S E RVI CE

Keeping customers is easier than winning them Karen Brogden, Corporate Business Manager

energyTEAM, www.energ-group.com/energy-procurement-brokers

It’s much easier and definitely more cost effective to retain good customers than to lose them and try to win new ones.

page 91

The customer isn’t always right…

Elliot Newton, Sales Manager

The customer isn’t always right but they are always the customer.

Holiday Inn Darlington A1 Scotch Corner www.hidarlington.co.uk

CU STO M E R S E RVI CE

Be so good they cannot ignore you Jane Reynolds, Tees Valley Business Manager & County Durham Business Manager

North East Finance Ltd, www.northeastfinance.org

page 93

Enmesh yourself with the customer David Randall, Business Development Director To deliver high quality outcomes when delivering any service it’s important to enmesh yourself with the customer.

Your teams need to look and feel like part of the customer’s team, adopting their values and objectives, owning their problems and risks and sharing their pain when things aren’t going well.

North of England Commissioning Support, www.necsu.nhs.uk

CU STO M E R S E RVI CE

Keep your people and customers happy If you work hard to keep your people and customers happy the rest will follow.

Chris Rigg, Chief Executive

NRG Group Plc, www.nrgplc.com

page 95

Meet customer expectations Allison Lonsdale, Account Executive

Deliver what you promise.

Park Commercial, www.parkcommercial.co.uk

CU STO M E R S E RVI CE

Good service is everything Tim Hutchinson, Director

Returnable Packaging Solutions Ltd, www.rpsltd.com

page 97

Eat your own dog food: If you think your services are worth selling to others, be sure to rely on them yourself. Not only will you make an excellent case study, but you’ll find any problems before your customers do.

Eat your own dog food Christopher Hogg, Director

Rocket Dog Creative, www.rocketdogcreative.com

CU STO M E R S E RVI CE

Customer is king Garry Quickfall, MD

Remember that the most important person in your business is your customer.

Samwon Tech (Europe) Ltd www.samwontecheurope.com

page 99

Keep customers updated constantly Paul Pringle, MD Keep communicative, even when things don’t run smoothly. Most clients will be happy when you’ve given them notice and been honest and upfront. If you choose to ignore them in times of crisis, then your brand and customer loyalty could be seriously damaged.

Solarglide, www.solarglide.com

CU STO M E R S E RVI CE

Understand your customer John Watson, MD

A small change in attitude can make a huge difference in business; listen to and understand your customers’ needs, if you don’t someone else will.

United Carlton Office Systems Ltd, www.united-carlton.co.uk

page 101

Negatives can become positives Carl Buckley, MD

It isn’t always about what you do right, but how you solve something which has gone wrong. A negative can sometimes turn into a much bigger positive and will be remembered. Be honest, clients will appreciate it in the long-term.

Urban River Creative, www.Urbanriver.com

CU STO M E R S E RVI CE

Make customers and staff happy Brian Giles, Head of External Communications

Virgin Money, www.virginmoney.com

Focus on how you can stand out from the crowd, do things better than your competitors and make sure your customers and staff are happy. If you can get that right, success will come.

page 103

Leadership & Management ???

L EAD E RS H IP & M ANAG E ME NT

Don’t over complicate it Ian Gillespie, MD Don’t over complicate situations, remember your customers are at the heart of your business - give them the service they deserve and ensure your team are motivated and inspired.

Activ Technology, www.helloactiv.co.uk

page 105

Address mistakes immediately Christine Hall, MD

When an employee has made a mistake, act immediately, don’t let it fester or sweep it under the table - the quicker you address the issue the faster it stops.

Amacus Ltd, www.amacusltd.co.uk

L EAD E RS H IP & M ANAG E ME NT

Embed habits and become effective Lisa Watson, NE Relationship Manager

Avanta Enterprise ltd, www.avanta.uk.com

Read “Stephen Covey’s 7 Habits of Highly Effective People” and apply it to yourself, your role and in everyday life and you will be much more effective.

page 107

Focus on positive behaviour Steve Rose, Director

Always focus on the positive behaviour of your employees.

Cramlington Precison Forge Ltd, www.cpfl-tvs.com

L EAD E RS H IP & M ANAG E ME NT

Never stop listening Tony Brockley, CEO

Never stop listening, never stop learning.

Darlington Credit Union www.darlingtoncreditunion.co.uk

page 109

Maximise the potential of your employees by identifying their strengths, goals, aims, objectives and support them in achieving these.

By investing in employee development you are investing in your organisation’s future, improving productivity, knowledge and understanding of your staff which in turn influences the positive performance of your business.

Identify employees goals Jacky Stansfield, Business Training & Development Manager

Distance Learning College & Training www.dlcandtraining.co.uk/corporate

L EAD E RS H IP & M ANAG E ME NT

Give vision and autonomy Paul Hemphill, Leadership and Wellbeing Coach

People work best when they feel good about themselves. This is almost always the time when they buy into a vision of what the organisation wants to achieve and are given a level of autonomy to carry out their contribution. Great leaders recognise both of these factors: vision and autonomy.

Horizons Life Coaching www.horizonslifecoaching.co.uk

Engage employees in developing business strategy

page 111

Engage your whole team in developing the vision and values for your business.

Link these to your growth strategy, and then deliver them relentlessly.

Chris Hyde, MD

JDP Contracting Services Ltd www.jdp-contracting.co.uk

L EAD E RS H IP & M ANAG E ME NT

Recognise ability and reward it Hannah Bates, Sales & Purchasing

Lamba Welding Systems, www.lambaweld.co.uk

Recognise ability and reward it. Promote teamwork. Set an example for those who look to you for guidance.

page 113

Keep It Simple!

Elaine Carey, Regional Finance & Operations Manager Keep it simple! Clear vision supported by realistic strategy, communicated consistently to engage, empower and motivate your team to drive results.

Don’t over complicate and always stay ‘in touch’.

Marks & Spencer, www.marksandspencer.com

L EAD E RS H IP & M ANAG E ME NT

Keep employees updated on progress Mal Dodds, MD

Minkon ltd, www.Minkon.co.uk

Make a short and long term plan for what you want to achieve in your business and regularly pass the message to your team. They are the people who can make it happen. Most importantly, update them when it starts to come off.

page 115

Put your ego away

The leader’s task is to listen to and support the team, giving guidance and setting an example.

Put your ego away and imagine yourself at the base of an inverted pyramid - not at the top sitting above everyone else. This is how you gain loyalty, efficiency and openness - it works!

Nick Jackson, Executive Coach

Nicholas Jackson

L EAD E RS H IP & M ANAG E ME NT

You can’t be a great manager if you’re not a good coach Paul Colman, Factory Manager You can’t be a great manager if you’re not a good coach. Have regular coaching conversations with your team. Learn what drives each person and provide timely feedback. Listen deeply, restrain your impulse to provide the answers, invite people to open up and think creatively - they will find the answer themselves.

Nobia UK, www.nobia.com

page 117

Create a “safe environment” for managers to vent their frustrations Kully Brooks, MD

When something goes wrong at work the immediate response is often emotional and when managers then talk to staff with a tinge of annoyance it causes that person to become emotional and defensive. Try to allow managers to vent their frustration with you in a “safe environment” first so that when they tackle the issue they will hopefully achieve the right outcome.

Nordic Focus Training Group www.nftg.co.uk

L EAD E RS H IP & M ANAG E ME NT

Look at how your team can achieve, rather than you personally Paul McEldon, Chief Executive

North East Business & Innovation Centre, www.ne-bic.co.uk

To lead a business to success you must look at how your team can achieve, rather than you personally. No individual can do everything, and from the minute you take on your first employee you must invest and trust in them in order to grow as an organisation.

page 119

People work for people‌ Heidi Mottram OBE, Chief Executive

People work for people, not companies. YOU have to be worth working for.

Northumbrian Water Group, www.nwl.co.uk

L EAD E RS H IP & M ANAG E ME NT

People never forget how you made them feel Maggie Pavlou, Owner

People Gauge Limited, www.peoplegauge.com

People don’t really care what you think, until they believe that you really care. People may forget exactly what you said but they will never forget how you made them feel.

Employee engagement is not a dark art but get it right and it works like magic!

page 121

You can’t motivate your employees

Managers cannot motivate employees but they can demotivate them.

A good manager therefore does not try and motivate their employees they set about creating the environment that allows the right employees to motivate themselves.

Tony Slimmings, MD

Prismatical Ltd www.prismatical.co.uk

L EAD E RS H IP & M ANAG E ME NT

Give clarity in every role Nick Gilroy, MD Make sure that everyone loves to come to work and that they know exactly what they are doing when they get there.

Sail Away Coaching, www.sailawaycoaching.com

page 123

Find many ways to say thank you Jane Bradshaw, Hospice Director

A happy, well-informed and engaged workforce will promote your business in places that you couldn’t possibly reach! Empower your staff, pay them market rates (living wage), get them involved in the decision-making processes, find many ways to say thank you and demonstrate that you understand their jobs.

St Teresa’s Hospice, www.darlingtonhospice.org.uk

L EAD E RS H IP & M ANAG E ME NT

With the right attitude‌ Gary Hutchinson, Commercial Director

Sunderland Association Football Club, www.safc.com

With the right attitude, willingness to work hard and support from the people around you, there will always be opportunities to grow your business.

page 125

Take time out of your business to be inspired and learn from others Nigel Mills, Chairman

To foster an entrepreneurial business you need two key ingredients: Iconic figures to look up to and someone to hold your hand on your business journey - a mentor. Take time out of your business to be inspired and learn from others, and seek help and guidance wherever it is available to greatly increase your chances of success.

The Lakes Distillery www.lakesdistillery.com

L EAD E RS H IP & M ANAG E ME NT

Delegate Peter Taylor, Area Manager

Economics is defined as “the efficient use of scarce resources.� The most scarce resource in business is your time. Plan your time carefully and ensure that you delegate any appropriate tasks to the team around you as effectively and efficiently as possible.

UK Steel Enterprise, www.uksteelenterprise.co.uk

page 127

Put yourself in other people’s shoes and listen.

You learn most with your mouth shut and your ears open. But be yourself that’s what allows you to speak with passion when you do speak.

Be yourself Mike Allen, Croner MD

Wolters Kluwer, www.cronersolutions.co.uk

R EC R U ITM E N T

Recruitment ???

Choose your recruitment consultancy wisely Paul Wilson, MD

page 129

Five minutes of the right advice can be worth £5m whether that’s on finding the right people to improve your organisation’s performance or on planning your next career move.

People are the catalysts of progress, so choose your recruitment consultancy wisely.

Catalyst, www.pluscatalyst.co.uk

R EC R U ITM E N T

Surround yourself with great people Lucy Philipson, CEO

COCO, www.coco.org.uk

Working in the charity sector, as with any business it is essential to surround yourself with great people.

Recruitment is possibly one of the biggest challenges and it is essential to hire people who possess skills you don’t to enhance your business and encourage them to speak up on strategic decision making so that you’re all working towards the same goals.

Recruit from other industries

page 131

Neil O’Connor, MD

You can impart product knowledge fairly quickly, but what you can’t impart is the personality, tenacity, get up and go and spark needed to be a great salesperson, so don’t be afraid to recruit people from outside of your industry.

Fleet Recruitment Ltd, www.fleetrecruitment.co.uk

R EC R U ITM E N T

Embrace diversity in the workplace Kathryn Taylor, Managing Partner

Regardless of the sector within which you operate, embracing diversity in the workplace is about embracing current and future employees as individuals and identifying key strengths which your business can benefit from. At times you have to be creative and flexible to capture the right people.

Gordon Brown Law Firm LLP, www.gblf.co.uk

page 133

Recruit for character, train for skills Dr Joanna Berry, Director of External Relations

Failure isn’t fatal, culture is critical, recruit for character, train for skills.

Newcastle University Business School www.ncl.ac.uk/nubs

R EC R U ITM E N T

Get involved with university and college placement schemes Graham Robson, Sales Manager

PJA Distribution, www.pjadistribution.co.uk

Get involved with university/college placement schemes.

It’s not just for big companies and it’s a useful talent-spotting exercise for future permanent roles.

Faculty staff will help you find a good match for your needs and it’s an effective way of raising your profile locally.

page 135

Employ apprentices Karen Routledge, Business Development Manager

Support the future of young people today by employing an apprentice to enhance and support your business tomorrow.

Rolls-Royce North East Training Centre www.rrnetc.co.uk

R EC R U ITM E N T

Provide interview training for interviewers Sophie Milliken, Operations Director

Smart Resourcing Solutions Ltd www.smart-resourcing-solutions.com

Provide specific interview training in your organisation.

Use interview scorecards to capture relevant evidence.

Benefits include an efficient team conducting interviews, provides a consistent brand image and process along with an audit trail that supports managing the process of decisions in the event that the candidate challenges or requests feedback.Â

page 137

Recruit locally Hazel Marchbank McCallion, Chief Executive

Recruiting locally helps the local economy. Use free matching services to address any skills gap and job vacancies you may have in your business.

South Tyneside Training and Enterprise Network Limited www.southtynesideten.com

R EC R U ITM E N T

Investment in apprentices is a good business decision. They can help to address skills shortages, contribute to business aims and assist with growth or succession plans.

Plan succession Trevor Alley, CEO

South West Durham Training Limited www.southwestdurham.co.uk

page 139

The support of a freshthinking university graduate, combined with academic expertise can be the fundamental solution for your design, technical or business challenges, and ultimately improve performance and productivity.

Bring in fresh thinking Cliff Hardcastle, Deputy Vice Chancellor (Research & Business)

Teesside University, www.tees.ac.uk/sections/theforge

R EC R U ITM E N T

Identify the gaps in your expertise Denis Pinnegar, Consultant

The Endeavour Partnership www.endeavourpartnership.com

Understand what you know and what you do well and surround yourself with people who add value to the areas that you don’t do well.

page 141

Invest in the future Steve Grant, Group MD

Invest in the future success of your business employ apprentices today!

TTE Technical Training, www.tte.co.uk

HR & E M P LOYE E W E LLBE I NG

HR & Employee Wellbeing ???

page 143

Calculating holiday pay for zero hours contracts

To calculate holiday pay for zero hours contracts - pay employees a plussage of 12.07% on hourly rate. This is calculated by subtracting basic leave (28 days) from total working days (260) and expressing the balance (232) as the denominator and 28 as the numerator (then multiply by 100 to get the percentage).

Tony Leather, Consultant

hr4u-tlc, www.hr4u-tlc.co.uk

HR & E M P LOYE E W E LLBE I NG

Sneezing when driving is never ideal Ash Thompson, Centre Principal

If your windscreen takes too long to demist, you may need a new air conditioning pollen filter. Due to obvious safety implications, you should have it checked regularly.

Plus if you have hay fever you will want an effective pollen filter – sneezing when driving is never ideal!

IN’n’OUT Centres, www.in-n-out.co.uk

page 145

Look after your employees’ wellbeing Kiran Singh, MD

Bring more focus to employer/ employee wellbeing. This is an important element to a successful business, for example, workplace seated massage and other holistic therapies.

Kiran Singh

HR & E M P LOYE E W E LLBE I NG

Always seek advice from a good HR Practitioner Judy Pearson, Head of HR Consulting NE

Right Hand HR, www.rhhr.com

It is important to realise that as soon as you employ one person you have become an employer; therefore governed by employment legislation.

Always seek advice from a good HR practitioner to ensure the employer/ employee relationship has a good solid foundation, in line with current employment legislation.

page 147

Create a staff code of conduct with your teams Fergus Roseburgh, Consultant

Create an agreed code of conduct with your employees focusing on positive workplace behaviours.

This can act as a reference point to measure behaviour and minimise incidents of workplace conflict.

UK Workplace Bullying, www.ukworkplacebullying.co.uk

HR & E M P LOYE E W E LLBE I NG

Nurture employee wellbeing and morale Paul Shires, Executive Director Sales & Marketing

Westfield Health, www.westfieldhealth.com

Look after your people; happy, healthy employees are at the heart of any successful business, so it’s vital that employers give something back and nurture the wellbeing and morale of those who commit their time and skills to helping the organisation to grow.

page 149

Training & Development

???

T RAI N I N G & D E VE LOPME NT

Engage your workforce

Productivity through people. An engaged workforce is a productive one. Take time to invest in your staff through training and engagement.

Wendy Parker, Director for ACAS North East & Scotland

ACAS, www.acas.org.uk

page 151

Invest in the best team you can afford

Invest in the best team you can afford around you and your business. Your people and culture are the heart of the business and provide the foundation for growth.

Mark Easby, MD

Better Brand agency, www.betterbrandagency.com

T RAI N I N G & D E VE LOPME NT

Invest in your people

It’s not the company that’s successful; it’s the people within it.

Invest in them.

Geraldine Kay, Chief Executive

Derwentside Homes, www.derwentsidehomes.co.uk

Fresh eyes can see the answer

page 153

Philip Davies, Chapter Clerk Some of the best and most creative ideas can come from graduate interns and the newest employees.

Give them the encouragement and freedom to think creatively. You may be pleasantly surprised!

Durham Cathedral, www.durhamcathedral.co.uk

T RAI N I N G & D E VE LOPME NT

Build a better future for yourself. Earn as you learn, gain a nationally recognised qualification, be part of the job market.

Try an apprenticeship Gareth Robins, Regional Delivery Team Manager

GP Strategies Training Ltd, www.gpsta.co.uk

page 155

Invest in tomorrow’s leaders Abigail Bundy, Regional Director

Continue to invest in young people, as they are the future leaders.

In Training, www.intraining.co.uk

T RAI N I N G & D E VE LOPME NT

Invest in youth and experience Jim Cairns, Director Work hard and follow your instincts. Invest in your company. Treat your workforce as you would like to be treated.

Invest in youth and experience.

Induction Pipe Bending UK, www.inductionbending.co.uk

page 157

Help your staff to realise their potential

Help your staff to realise their potential through good quality training and development opportunities. It will help you develop a productive, loyal workforce who will be more likely to remain in the company and progress through the ranks. Ultimately saving you money on recruitment costs as well.

Matt Goldsmith, Regional Manager NE

Learndirect, www.learndirect.com/business

T RAI N I N G & D E VE LOPME NT

Give employees time to share ideas Julia Morrison, Director

Create a more agile and resilient workforce by giving and valuing time for colleagues to share ideas and contribute to the organisation’s plans and ambitions. Offer coaching to your aspirant leaders and see your business rise to the challenge of the complex world it seeks to be the best in.

Morrison & Mann, www.morrisonandmann.com

page 159

Never miss an opportunity to upskill your workforce.

It helps raise motivation, company loyalty and customer service standards which can lead to improved performance and may increase profits. Reward them further by ensuring that your training is accredited and certificated to add value and give a real sense of achievement.

Upskill your workforce John Earland, Business Development Manager

One Awards, www.oneawards.org.uk

P RO B L E M S OLV I NG & DEC I SI ON MAK IN G

Problem Solving & Decision Making ???

page 161

Use common sense - if you have it!

Christine Wood, Business Development

It may seem totally obvious but in every decision there has to be an element of common sense.

Does it feel right? Some people have no common sense – so if you have it – use it!

Aon Risk Solutions, www.Aon.co.uk

P RO B L E M S OLV I NG & DEC I SI ON MAK IN G

It’s not the next decision that’s important Maurice Duffy, MD

Blackswan, www.globalblackswan.com

It’s not the next decision that’s important, it’s the decision that it enables you to make after that, you should focus on.

page 163

Let go and move on

Sometimes you just have to let go and accept that the business model does not work and move on. Quite often when someone starts a business for the first time they look at what they know rather than what is a business.

Chris Evans, MD

C H Evans Associates Ltd www.chevansassociates.com

P RO B L E M S OLV I NG & DEC I SI ON MAK IN G

Never be afraid of failure. Whether that is ultimately as a business or within a certain project. Your fear of failure will ultimately hold you back from ever fully succeeding.

Never be afraid of failure Mark Blacklee, MD

Curo Marketing, www.curomarketing.com

page 165

Seek advice before you need it Neil Barker, Director

Always seek expert advice before you think you will need it.

emBarkArchitecture, www.embarkarchitecture.com

P RO B L E M S OLV I NG & DEC I SI ON MAK IN G

Can’t afford it?

Go without David Stubbs, Financial Director

My Dad always said to me: “If you can’t afford to pay for it, do without, and if you are hungry for it, work a bit harder”

Franks The Flooring Store, www.frankstheflooringstore.com

page 167

Focus on the WHY Judith Doyle, Principal & Chief Executive

Keep focused on why you are doing something, even when the how is becoming more and more difficult.

Gateshead College, www.gateshead.ac.uk

P RO B L E M S OLV I NG & DEC I SI ON MAK IN G

Never rush a decision Kevin Carr, MD

If you don’t have to, never rush a decision.

Go North East, www.simplygo.com

page 169

Celebrate the successes Kate Culverhouse, Chief Executive

Don’t be afraid if you fail in some things, learn, move on and celebrate the successes.

Groundwork NE & Cumbria www.groundwork.org.uk/sites/northeast

P RO B L E M S OLV I NG & DEC I SI ON MAK IN G

Listen to your gut!

Charlotte Nichols, MD

Harvey & Hugo, www.harveyandhugo.com

Listen to your gut!

There’s been times I’ve let my head overrule when making a decision, but gut instinct has usually been right.

page 171

Do you believe it?

Trevor Forsyth, Director

If you believe you can achieve it and it’s possible - Do it!

Inspection & Engineeering Services Ltd www.iesinspection.com

P RO B L E M S OLV I NG & DEC I SI ON MAK IN G

You know what’s right for your business Joyce Matthews, MD Lots of people will want to give you advice and tell you what to do and what not to do.

Let them talk and then listen to yourself. You will know what is right for your business.

Learn to listen to your gut instinct and take action on it.

Joyce Matthews Ltd, www.joycematthewsportfolio.com

page 173

Always take appropriate measurements and collect data about your current business environment before making important management and business decisions. “Data-driven decisions” are based on real-time facts and rootcause-analysis of the facts rather than gut-feelings, assumptions or previous experiences. This is a basic requirement of a Six Sigma organisation.

Make data driven decisions John Dennis, Lead Trainer

Lean Six Sigma Training Ltd, www.Lean6sigmatraining.co.uk

P RO B L E M S OLV I NG & DEC I SI ON MAK IN G

Take time out to think

Ed O’Neill, Academic Director

As a business leader, always be prepared to take time out to think and reflect, be it a few minutes or a few days. There is nothing more powerful than the human mind to think up solutions to the business problems we all have.

NE Language Project, www.nelanguageproject.co.uk

page 175

Take control David Laws, Chief Executive

You need to paddle your own canoe or someone else will do it for you.

Newcastle International Airport www.newcastleinternational.co.uk

P RO B L E M S OLV I NG & DEC I SI ON MAK IN G

Don’t be frightened to make bold decisions about your career - be bold. I sometimes ask myself what is the worst that will happen if I make this particular choice...will anyone die? The answer is no!

Having made the decision, embrace it and make it work for you.

Be bold

Lucy Winskell OBE, Pro Vice-Chancellor

Northumbria University www.northumbria.ac.uk

page 177

Never be afraid to deviate Victoria Lee, Director

Opus Essence, www.opusessence.com

P RO B L E M S OLV I NG & DEC I SI ON MAK IN G

Forget about the money Patrick Masheder, MD Forget about the money. Do what you love. You will do it brilliantly and everything else will follow.

Real Results Marketing www.realresultsmarketing.co.uk

page 179

Follow your instinct Wayne Richardson, MD Follow your instinct not the crowd.

Revolution Power, www.revolutionpower.co.uk

P RO B L E M S OLV I NG & DEC I SI ON MAK IN G

Love problems Lindsey Whiterod, CEO & Principal

Don’t believe anything anybody tells you, because they tell you it - look at the evidence. You need to love problems because when you get to the top role inevitably most of your day will be problem solving.

South Tyneside College, www.stc.ac.uk

page 181

Learn lessons from the tough times

In the good times remember the lessons of the difficult times.

John Baker, Communications Director

SSI UK, www.ssi-steel.co.uk

P RO B L E M S OLV I NG & DEC I SI ON MAK IN G

Put your customer at the centre Joanna Bailey, Principal

Stockton Sixth Form College www.stocktonsfc.ac.uk

Before making changes or spending money ask one question: how will this benefit my clients and improve my business? Placing our clients (students) at the centre of decisions about their education ensures that we are focused and responsive, with no money, or valuable resources, wasted.

page 183

Be prepared to fail fast and fail forward Andrea Winders, Executive Director of Enterprise Development

Do not be afraid of failure. Just be prepared to fail fast and fail forward, learning from mistakes made and building on knowledge gained.

Sunderland City Council, www.sunderland.gov.uk

P RO B L E M S OLV I NG & DEC I SI ON MAK IN G

Don’t get complacent Anna Wadcock, General Manager

I believe that you should never rest on your laurels.

The County Hotel – Thistle Newcastle www.thistle.co.uk/newcastle

page 185

It shouldn’t feel like work Dave Chapman, Director

Running your business shouldn’t feel like work, it should feel like a hobby.

This is what sustains you if things are ever difficult.

The Stottie Company www.thestottiecompany.com

P RO B L E M S OLV I NG & DEC I SI ON MAK IN G

No one has all the answers Iain Watson, Director

No one individual or group of people within an organisation has all the answers. It’s really important to listen to and work with people from right across your organisation as well as your users/ customers, volunteers and suppliers to help shape and move your organisation forward.

Tyne & Wear Archives & Museums, www.twmuseums.org.uk

page 187

Never be afraid to ask John Taylor, NLP Master Practitioner

Never be afraid to ask, someone somewhere will know the answer.

Remember you are not alone in business, the relationships you build now will help shape how you move forward. Always look for 50/50 opportunities and think it’s about respecting each other. Everyone loves a win-win situation.

Veterans at Ease www.veteransatease.org

P RO B L E M S OLV I NG & DEC I SI ON MAK IN G

Stop panicking Philip Penaluna, Proprietor

When the going gets tough, stop panicking. There’s always someone ‘out there’ that you can reach out to for help and guidance. That help could simply be someone who can take a burden from you and allow you to do what you do best – create and innovate.

Virtual Book-Keeping Service www.virtualbookkeepingservice.co.uk

page 189

Be braver

Take risks: You can be the smartest person in the world, but you will always be outdone by someone who is braver than you.

Patrick Harwood, CEO

Watson Burton LLP, www.watsonburton.com

P RO B L E M S OLV I NG & DEC I SI ON MAK IN G

There are no secrets to success Lorna Hinch, PR & Communications Lead

Zine Limited, www.zineuk.co.uk

The key to working in business is to realise there are no secrets to success. It is simply the result of your own individual preparation, hard work, perseverance and learning from failure.

page 191

Financial & Performance Management ???

FI NA N C IAL & P E RFORMANC E MANAGEM ENT

Maintain a regular dialogue with your bank

Andrew Love, Senior Branch Manager

Allied Irish Bank (GB), www.aibgb.co.uk

Maintain a regular dialogue with your bank - let them partner your business - together you will deliver real value to your business and realise sustainable growth.

page 193

Invest in renewables Sharon Lashley, Director

Ensure maximum benefits and sustainability for your company by saving energy. Investing in energy efficiency equipment such as LED lighting and renewable energy technologies including solar panels and heat pumps can help to keep costs down while also earning a valuable income from government incentives such as the Feed in Tariff and the Renewable Heat Incentive.

Enviro UK Consultants www.enviroukconsultants.co.uk

FI NA N C IAL & P E RFORMANC E MANAGEM ENT

Implement robust financial control systems Michael Firman, MD

Firman Financial Solutions www.firmanfinancial.co.uk

Don’t underestimate the importance of cash management. Ask any business person what they believe is the most important area of their business and they might say sales and marketing!

They are right, because without sales there is no business. Equally though, without available cash, the business cannot be sustained. Effective systems of financial control and cash management are critical.

page 195

Re-engineer the way you manage energy Keith Hargrave, Head of Partner Relations By re-engineering the way you manage energy, consumption will directly translate into lower overhead costs and increased profits. As energy costs continue to rise, reducing consumption and switching to renewable energy will reduce your energy bills by up to 20%, as well as potentially cost free.

Green Energy Consulting www.greenenergyconsulting.co.uk

FI NA N C IAL & P E RFORMANC E MANAGEM ENT

People always do what you inspect‌ James Ramsbotham, CEO

People always do what you inspect not what you expect.

North East Chamber of Commerce www.necc.co.uk

Never ever take your eye off the cash flow!

page 197

Don’t be afraid to take risks, always with integrity and never ever take your eye off the cash flow!

Heath Hindmarch, MD

PSP Architectural, www.pspuk.com

FI NA N C IAL & P E RFORMANC E MANAGEM ENT

Choose investors carefully Jonathan Gold, Director

If you seek investment equity or loans choose the investor as you would choose a partner.

Rivers Capital Partners, www.riverscap.com / www.riversloan.com

page 199

Contact your bank early Maureen Armstrong, Business Development Director

Never be afraid to contact your bank early if you need support. It is always better for them to be involved at the start of any issues than when it has reached critical stage.

Santander Corporate & Commercial Bank www.santander.co.uk/uk/corporate-and-commercial

FI NA N C IAL & P E RFORMANC E MANAGEM ENT

Measure and manage your energy Steve Hunter, MD Energy is vital to businesses, but if you cannot measure it you cannot manage it. Energy management can benchmark improvements to your business – boosting your competitiveness. For example, Solar PV can provide a ROI of 8+% over 20 years, and new lighting can pay for itself inside two years.

TADEA UK www.tadea.com/energymanagementservice

page 201

Monitor performance and identify variances quickly Geoff Thompson, CEO

It’s essential to have a plan, a clear set of objectives and KPIs. While this may seem obvious, in my experience, unless you focus monthly, weekly, hourly on these KPIs you run the risk of losing track. This also means you need robust processes and flexible IT systems to ensure you can monitor performance and identify variances quickly.

Utilitywise Plc, www.utilitywise.com

T EC H N O LO GY, PROC E SS & I NNOVATION

Technology, Process & Innovation ???

Embrace superfast technologies

page 203

Chris Lee, MD

Organisations are taking advantage of the current wave of technologies and superfast connectivity happening in the UK. We have all entered an era of seamless connectivity.

Truly unified communications allows us to work anywhere, anytime and from almost any device. Businesses should embrace these commercially beneficial changes which enable flexibility, allowing staff the freedom and functionality to work effectively anywhere - an ‘office without walls’.

CCS Mobile, www.ccsmobile.co.uk

T EC H N O LO GY, PROC E SS & I NNOVATION

Be dynamic and adapt as the market changes Nigel Cook, MD

The business world is always changing, today’s best practice will certainly not be tomorrow’s. Businesses need to be dynamic and not be frightened to change as the market changes. The best businesses will innovate and create tomorrow’s best practice today.

Elddis Transport (Consett) Ltd, www.elddis.net

page 205

Ensure IT solutions are flexible to grow as you grow Zeynel Badak, Commercial Director

If you have outgrown your spreadsheets and are selecting business software such as CRM, MRP, ERP, etc. do the usual and evaluate functionality, flexibility, cost, etc.

Ensure the solution can grow as you grow and the provider is capable of providing a tailored and scalable solution; not just software. This will help you get your niche, get volume and growth!

E-Max Systems Limited, www.emax-systems.co.uk

T EC H N O LO GY, PROC E SS & I NNOVATION

Develop your systems and process early Brian Manning, Chief Executive

To avoid growing pains it’s important to develop the systems and process a bit earlier to support the people as the business grows.

Esh Group, www.esh.uk.com

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Keep offering your customers what they want Nichola McKenna, Marketing & Commercial Manager

Adapt to change; from technology to marketing. Move with the market place and ensure you keep offering your customers what they want.

Metro Radio Arena, www.metroradioarena.co.uk

T EC H N O LO GY, PROC E SS & I NNOVATION

Think “Lean” Andrew Nicholson, MD

Think “Lean”: engage your employees in improving the business, find ways to add more value for your customers and eliminate wasted time, effort and money. Result: happier customers, happier employees, and more profit with less effort.

Nicholson Consultancy Limited www.nicholsonconsultancy.com

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Be realistic Jo Cameron, HR Consultant

It is important to take a realistic approach in business, whatever stage you find yourself at as plans will change, people around you will change, technology will change and your target market will change make sure you change with it.

Remote HR Solutions, www.remotehrsolutions.co.uk

T EC H N O LO GY, PROC E SS & I NNOVATION

Take 10 minutes out of your day to ask your staff what IT things bug them, or what problems they “just put up with”.

You will always find something that can be done that will not only be beneficial to your bottom line, but will increase office productivity and office happiness.

Fix employees’ IT niggles Andrew Read, MD

Resilient Business Systems Limited, www.resilientsystems.co.uk

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Contracts & Supplier Management ???

Choose a good accountant

CO N T R AC TS & SUP P LI E R MANAG E MEN T

Chris Beaumont, Partner

Clive Owen LLP, www.cliveowen.com

Choose a good accountant. Your choice of accountant can be crucial to your business’ development. A good accountant should understand your business sector, give strategic advice, consider all options to legally reduce tax and be approachable. While cost is important, don’t let this be the ultimate deciding factor in your decision making.

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Outsourcing is not for beginners Peter Colley, MD

Outsourcing is not for beginners. If you don’t use a proven process to set up an outsourcing contract and don’t run it with proper governance then it should be no surprise when it fails.

Colley Enterprises, www.colleyenterprises.com

CO N T R AC TS & SUP P LI E R MANAG E MEN T

Always pay your suppliers on time, you never know when you might need some flexibility in the future. Happy suppliers can sometimes lead to a slight increase in your profit margins and you can be one of the first to find out about new products and offers before anyone else. Â

Pay your suppliers on time Katherine Blakey, Co-owner

Event 167, www.event167.co.uk

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Ask: “Does it feel right?”

Charles Reynard, Partner

Have you read it...understood it...and does it, honestly, feel the right thing for the business to be doing?

Eversheds LLP, www.eversheds.com

CO N T R AC TS & SUP P LI E R MANAG E MEN T

Have a long-term strategy Joanne Regan, Associate Member Ensure you have a long-term strategy. Advisers can then help you plan your affairs to meet your goals effectively.

Evolution Business and Tax Advisors LLP www.evolutionllp.com

It is always worth paying a little extra to secure a service worth having Stuart Ross, Business Development Manager

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It is easy to be drawn in by cheap deals, but these often represent a false economy with costs appearing in the form of time wasted looking for support or lengthy calls to premium rate numbers. It is always worth paying a little extra to secure a service worth having.

Nortelco, www.pronetvip.co.uk

CO N T R AC TS & SUP P LI E R MANAG E MEN T

The lowest price is not the most important factor

The lowest price is not the most important factor. The level of service and reliability is.

Russel Warnock, Director & Publisher

Primary Times in Tees Valley, www.primarytimes.net/teesside

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Keep on top of all of your contracts

Elaine McLaine, Partner & Head of Corporate & Commercial Keep on top of all of your contracts and get them properly checked by an expert solicitor. Things change quickly in business and even small-scale contracts that are not adaptable or fit for purpose can create big hurdles.

Punch Robson Solicitors www.punchrobson.co.uk

CO N T R AC TS & SUP P LI E R MANAG E MEN T

Don’t shy away from taking advice Tony Turner, Owner

Don’t shy away from taking advice, but choose your advisers carefully and learn to differentiate between those who have something to say and those who have to say something.

TTA Tony Turner Accountants, www.tonyturner.biz

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It’s very easy to unwittingly agree to things you didn’t realise you were signing up for, particularly if you are a small business owner who has to juggle every aspect of the business.

So, whether it’s business or personal, read the small print - or it could cost you dear.

Read the small print Amanda Vigar, Managing Partner

V&A Vigar & Co (Darlington) LLP, www.vigargroup.com

C E L E B R AT I N G 200 Y E ARS OF NORT H EA ST BU SIN E SS

CELEBRATING 200 YEARS OF NORTH EAST BUSINESS NECC is calling on businesses to join together to celebrate everything that makes our region great, as well as looking forward to the next 200 years of North East business.

Since the first meeting of the Newcastle Chamber of Commerce on January 5, 1815 at the Guildhall in Newcastle the Chamber has been a catalyst of positive change for North East business, from the dredging and straightening of the Tyne in 1834 to improvements to

the region’s motorway network and the arrival of aviation to the region in the middle of the 20th Century.

For 200 years the Chamber has been demonstrating the power of our business community coming together through shared knowledge, contacts and collective influence and working together to achieve more than we can on our own. This handy little book provides a taste of the wealth of expertise within our network.

For more on NECC’s 200th anniversary celebrations, including events across the region, go to www.necc.co.uk or use #NECC200 on Twitter

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SPO NS O R P ROF I LE

We live and breathe business technology. In fact we ‘speak technology’ so you don’t have to. That’s our job. Activ are an award winning independent technology and communications provider based here in the North East of England.

Being independent means we’re not tied to any one network or provider. Our team of industry experts search high and low for impartial solutions tailored to your business.

Day-to-day office and mobile communications, hardware, maintenance, cloud adoption services such as Microsoft Office 365 and much, much more. We’re confident we can help any business get more from their technology for less. Get in touch today and find out how we can help you. www.helloactiv.co.uk

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Over the last three decades, Microsoft has consistently transformed the way that people live, work, play and connect through great technology. We are inspired every day by the genuine belief that we can change the world for the better. We are driving advances in cloud computing, developing new ways for people to interact with technology at home, at work and on the move, while transforming education and public services and supporting the UK economy.

Microsoft is still a young company. We’ve been at the centre of the revolutionary changes that technology has brought to every aspect of our lives and we’ll be at the centre of tomorrow’s transformations. The best is yet to come. www.microsoft.com

T HAN K YO U

Thank you We are grateful to our sponsors, Activ Technology and Microsoft, in helping us to produce this publication.

We would also like to thank all of our members who have kindly contributed their business tips and advice.

The quotes, tips and information contained within this publication are not necessarily all original quotes from NECC members. Some of the content includes quotes of others that NECC members apply in their own lives.

The information published within this publication is just that - information and not legal advice. You must not rely on the information as an alternative to legal advice from your lawyer or other professional legal services provider. No warranties or representations are given in relation to the information. NECC and its members accept no liabilities that may arise out of the use or misuse of the information.

Be Part Of It #NECC200

To join us or to find out more about the benefits of being an NECC member visit www.necc.co.uk

North East Chamber of Commerce (NECC), Aykley Heads Business Centre Aykley Heads, Durham, England DH1 5TS tel 0300 303 6322, email enquiries@necc.co.uk