Enterprise Magazine 09 A by Gillan Williams

February 2009

2009 Keep Calm And Carry On

ÂŁ2.95

www.enterprisemagazine.co.uk

Text Editor: Ed Pereira Sub Editor: Pia Tandon Staff Journalist: Catherine Graham Staff Journalist: Gavin Harris newsdesk@pearpublishing.com Advertising & Partnership Media Sales: Gillan Williams sales@pearpublishing.com The Look Brand Consultants: Autografik production@enterprisemagazine.co.uk Logistics Magazine Distribution: Pear Distribution Walesâ&#x20AC;&#x2122; only specialist magazine distributor www.peardistribution.co.uk Distribution Director: Fed Pereira Distribution Manager: Eduardo Stevens Distributers: Lawrence Burns & Steven Roberts Contact www.enterprisemagazine.co.uk Email: enterprise@pearpublishing.com Address: Unit 3, Penllyne Way, Vale Business Park. Llandow CF71 7PE Telephone: 01446 776950 Fax: 01446 775570 All materials copyright 2006 Pear Media Enterprise is a trademark of Pear Media 2003. Reproduction in print or full is strictly prohibited. Enterprise magazine is the National Business Magazine for Wales. It is a contemporary and independent business publication and web portal that focuses on the innovative development of Wales as a modern, enterprising economy. It is regarded by its business partners and clients as the business communication medium for targeting private and public business in Wales. With a high quality circulation of 10,000 copies Direct Mailed to business leaders and key decision makers within the Public and Private sector and a readership of 50,000 encompassing the world of business in Wales. Through its independent, innovative and challenging values and design, Enterprise delivers a competitive advantage to its business partners and clients. Enterprise consists of an unparalleled quality editorial team offering incisive and expert commentary on a range of business issues. A range of marketing communication tools varying from advertising to specialised promotional solutions, are tailor made to achieve the business objectives. Whilst every effort has been made to ensure the accuracy of the contents, the publisher cannot accept any responsibility for errors or omissions, or for any matter in any way arising from the publication of this material. The views expressed by the contributors and writers are not necessarily those of the editor or the publishing company. The publishing company does not hold any responsibility for any of the information or contents within the adverts.

Enterprise is a title within Pear Publishingsâ&#x20AC;&#x2122; stable of magazines. For more information log onto www.pearpublishing.com Pear Publishing is a division of Pear Media Ltd.

1FBS .FEJB

WMA member

£75k package on offer for would-be entrepreneurs to ‘Cook up Success’ A search is on for wannabe Jamie Olivers to take advantage of a unique business opportunity to beat the economic downturn. Budding entrepreneurs are being encouraged to apply for a rare opportunity to launch a thriving catering business on a busy south Wales construction site in a package worth £75,000 to the winner. The ‘Cooking up Success’ campaign, thought to be the first of its kind in the UK, is being run by construction group Costain in partnership with Wales’ leading business support agency, Venture Wales, and the University of Wales Institute Cardiff, (UWIC). The partnership is looking for a motivated individual with the determination and stamina to run a successful catering business. They will serve hundreds of construction workers everyday at Costain’s Cross Inn Compound site, in Pontyclun, where the company is building the new Church Village by-pass, on behalf of Rhondda Cynon Taf Council. The successful applicant will win a business package worth £75,000 which will include access to a potential customer base of 250 Costain workers, a fully fitted catering unit with two canteens, free gas, water, electricity,

Contact

and other running costs, together with expert business support and professional training.

developed the business and expanded into new premises creating a secure long-term future.

Applicants will undergo a Dragon’s Den-style recruitment process, and will have to convince judges that they are the best person to win the support package and build the catering business.

Applications are invited from first-time and experienced entrepreneurs with relevant catering experience.

Work on the bypass - the largest highway construction scheme being undertaken by a local authority in the UK - is already underway and the successful applicant will be up and running by the end of February. Hard-working construction staff will expect the catering unit to offer a varied menu serving-up favourites such as full Welsh breakfasts, bacon butties, and a range of healthier alternatives. Construction worker Lance Woodman is looking forward to working his way through the winners’ menu. He said: “Construction work is hard graft so it’s really important we get a good breakfast and lunch to keep us going through the day. We’re looking forward to tucking into some tasty, home cooked food!” When the bypass is completed in Autumn 2010, the site and catering unit will close. However, it is hoped the successful applicant will have

Phil Cooper, Venture Wales’ managing director, speaking on behalf of the partnership , said: “This is a rare opportunity for the right person to start and grow their own catering business. The successful candidate will receive an excellent package of support, advice and training that will give them a fantastic head start in business, particularly in the current economic climate.” Rhondda Cynon Taf Council’s cabinet member for transportation and customer care, cllr Andrew Morgan, said: “In the short-term the bypass has of course created many jobs and I’m pleased to see that one of our objectives of increasing local employment opportunities is being realised through this exciting initiative.”

Formoreinformation,ortoapply,pleasecontactDonna Jarman,VentureWales on tel: 0845 0453 150, or visit the website: www.venturewales.com/opportunities

on 01443 742888 • www.venturewales.com

Karl Saltmarsh of RJP Engineering, Lyndon Jones of Venture Wales and Richard Thomas project and contracts manager for RJP

Growth and expansion engineered at RJP A St. Clears-based structural steelwork fabricator is investing in a new workshop which it predicts will help increase turnover to 800k within twelve months. RJP Engineering has offered complete steel design, fabrication and erection services for a range of structures for the industrial, commercial, agricultural and leisure sectors in south and west Wales since 1981. The expansion of its base at Pwll Y Gravel is part of its strategy to diversify into a wider range of larger steel manufacturing projects. Managing Director Karl Saltmarsh confidently projects the new workshop - which will enable the firm to perform previously outsourced jobs such as shot-blasting and painting onsite - will drive a turnover increase of 20% by the end of 2009. Situated adjacent to current facilities, the new workshop will increase the square footage of RJP’s production space by 2,300 sq ft to 6,500 sq ft and support the firm’s growth strategy to compete for larger, more profitable contracts. Ex-contracts manager Saltmarsh, 42, approached pan-Wales business support service Venture Wales in early 2008 for assistance in securing a loan to

Contact

finance the purchase of the business from the founder. Since Karl took the reins, the company has been involved in a number of high-profile projects including the provision of steel structures for extra seating at Llanelli FC’s Stebonheath ground, which enabled the club to become eligible to host UEFA Cup fixtures. When planning the expansion of the business, Karl once again turned to Venture Wales for advice and support in the preparation and submission of an application for a Single Investment Fund (SIF) grant of 15k from the Welsh Assembly Government. Karl explained:

benefit of having a business support organisations like Venture Wales available to help small businesses such as mine.”

“Venture Wales’ help was invaluable when I purchased the business so when we were looking to expand I turned to them to guide me through the process of identifying and applying for the funding. Our business advisor, Lyndon Jones, proactively took the lead, which meant I could concentrate on growing the business and keeping existing customers happy.

“The credit crunch has affected a lot of construction and engineering firms so it is refreshing that companies like RJP are flourishing despite the downturn.

“The SIF grant application process is very detailed and the success of our application is testament to the

He continued: “The grant award has provided an essential boost which will enable us to finalise our growth plans with confidence. We project that we will create two or three new jobs as a result.” Lyndon Jones, West Wales based business advisor at Venture Wales said:

”We’ve worked with Karl since he first expressed interest in buying the business and following his successful first year in charge were delighted to help his business grow and meet the projected increases in turnover and recruitment.”

on 01443 742888 • www.venturewales.com

$ON T TURN THE PAGE

WWW WELSHBLOOD ORG UK

' IVE BLOOD AND SAVE LIVES

READING THIS IT COULD SAVE SOMEONE S LIFE !ND WHEN WE SAY @SOMEONE WE MEAN A CANCER PATIENT OR A BURNS VICTIM A PREGNANT MUM OR A NEWBORN BABY SOMEONE WHO IS IN NEED OF AN OPERATION OR SOMEONE WHO HAS BEEN INVOLVED IN AN ACCIDENT )T COULD BE A CHILD OR AN ADULT OR THE PERSON SITTING NEXT TO YOU IT WILL MOST CERTAINLY BE SOMEONE IN YOUR COMMUNITY 9OU SEE THE BLOOD THAT WE SO DESPERATELY NEED SUPPLIES OUR HOSPITALS IN SOUTH MID AND WEST 7ALES 4HE 7ELSH "LOOD 3ERVICE NEEDS TO COLLECT DONATIONS A DAY TO KEEP UP WITH THE DEMAND FROM THESE HOSPITALS AND WE CAN ONLY DO THIS WITH YOUR HELP 0LEASE BECOME A BLOOD DONOR WE REALLY DO NEED YOU CAN YOU THINK OF A BETTER GIFT TO GIVE TO YOUR COMMUNITY OR ONE THAT CAN MAKE SUCH A DIFFER ENCE TO THE PEOPLE WHO RECEIVE IT

7E CURRENTLY SUPPLY SIXTEEN HOSPITALS IN SOUTH WEST AND MID 7ALES AND THIS REQUIRES US TO COLLECT OVER SIX HUNDRED DONATIONS OF BLOOD EVERY DAY

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February - March 09

Digest

The Monthly Briefing

Pizza anyone? As takeway sales to offices after 5pm soar Sales stats from the UK’s leading online takeaway site show that office workers are working longer hours to safeguard their jobs; with more takeaways being delivered to offices later than ever before. As the threat of redundancy looms for many office workers, sales statistics from the UK’s leading online takeaway portal, www.Just-Eat.co.uk show that late night work is the order of the day, with thousands of offices across the UK buying takeaway meals to eat as they work. Post 5pm ordering from offices has risen by 236% in the last 6 months, compared to the 6 month period before that, with many employees eating their evening meals at their desks in a bid to complete their workload and safeguard their jobs. In research of 1,304 office workers, 42% have worked late in the last month on more than 5 occasions, and 37% are worried about their job security given the current economic climate. Pizza is the most popular takeaway choice to be delivered to offices, with 83% of sales attributed to the easy-to-share meal. More people are ordering from their desk than we’ve ever experienced. The ease of ordering a takeaway whilst having as little time away from working as possible has meant that our sales to offices after 5pm have rocketed, with pizzas being particularly popular

DOMINO’S PIZZA - Symbol: DOM - London Stock Exchange

David Buttress, CEO of Just-Eat.co.uk

The Enterprise Cocktail Survey We conducted a poll in bars in and around Wales to see what punters think of the Enterprise team’s favourite cocktails. Here are the results. We are aware that this might cause some offence to those of you who have a penchant for cocktails so to vote or to list your choice of coolest cocktail, go to www.enterprisemagazine.co.uk and post a comment on the Editor’s blog.

February - March 09

The Enterprise Cocktail Table

Mojito

45%

Cosmopolitan

27%

Cairpirinha

19%

Tom Collins

The Monthly Briefing

For the £125million used to build the stadium you could have bought...

The Millennium Stadium - In Figures

2.5 diamond encrusted platinum skulls by Damien Hurst

416,666 bottles of Penderyn Welsh Whisky

Digest

With the Six Nations looming once again, The Millennium Stadium will take centre stage for Rugby’s annual tournament. We take a closer look at the stadium and analyse it in figures.

4,130,344 barrels of oil

4 Tornado GR4 jets

1. 56,000 tonnes of steel and concrete 2. 74,500 spectator capacity 3. 17,400 debenture tickets 4. 128 hospitality boxes 5. 110 pitch flood lights 6. 760 toilet pans 7. 188 articulated lorry loads of turf

8. 10,000 litres of vinyl silk paint (internally) 9. 20 minutes to open/close roof 10. £2.54 to open/close roof 2009 A new year filled with new opportunities is upon us. Make the most of it. Petrol prices coming down The price of oil has finally dropped, making it cheaper for us to go about our daily business.

187,000 ounces of gold

Alan Sugar on -

596 Spyker cars

Ryanair £1 all-inclusive flights Take advantage of this unbelievable deal for your upcoming business trip. 24 is back! Jack Bauer storms back onto our screens. It’s time to bring out the CTU ringtone.

Are entrepreneurs born or made? “In my view, entrepreneurs are born, buteffectivebusinessleaderscanbe made if they are coached well, learn from their mistakes and have the ambitiontosucceed.However,those who have stayed in the same job all their lives and have reached the age of 40 without doing a deal of some sort, without following earlier entrepreneurialinstinct,areunlikely tosuddenlydevelopentrepreneurial acumen when they hit their mid-life crisis. But who knows? If this sounds like you, and you’ve got the desire to try, all things are possible - just go for it.”

Good

Bad 2009 Take a deep breath. The recession looks set to get worse this year. Green issues on the backburner It seems that no one wants to be green when we’re in the red. Why can’t we all have 50MB broadband? Virgin Media have done it. The other providers need to get their act together. Gordon Brown Need we say more? February - March 09

Digest

The Monthly Briefing

My Media Life Sara Robinson Sara Robinson, 27, is an Account Director with award-winning Cardiff-based Working Word Public Relations. Starting life on the Pontypool Free Press, and arriving at Working Word via Tinopolis Television and a London-based Axiom Communications, Sara is a self-confessed “media junkie”. But when she’s not busy drumming up press coverage for her clients what are her media picks of choice? Enterprise magazine finds out.

Website/s BBC Online for authoritative news updates, Last.fm and MySpace for discovering new music and www.guardian.co.uk for most things cultural, lively blogs and comment.

Magazine/s I read so many trade magazines in my day job so Grazia and the Observer music and food supplements are about all I can stretch to in my spare time.

Radio Show I can’t start the day without the Today programme (Radio 4), I feel ill-informed without it. Huey Morgan on BBC 6Music on a Sunday Afternoon is a recent discovery – I love his eclectic playlists and laconic drawl. Worth the licence fee for those two shows alone I think.

Newspaper/s The Guardian and The Telegraph – I like a balanced intake and that heady combination seems to strike it.

TV Programme The Mighty Boosh, Flight of the Conchords and Newsnight.

Podcast Russell Brand’s before he got taken off-air! Is it cheating to pick The Today programme again?

Last YouTube video viewed The Noisettes’ ‘Wild Young Hearts’ and Felix Da Housecat’s ‘Ready To Wear’. YouTube DJ is the best game to play over a few bottles of wine with friends – you have to watch for show-offs who tend to hog the search button though. It’s intended as an egalitarian game, where everybody gets a turn. Facebook, Love it or hate it? I was sceptical when I first signed up but now I love it, to the point I think I may need to go to FA (Facebook Anonymous) meetings soon.

Blog of the monthOur choice from the www For the first of our blog choices we have to start right at the top. Richard Branson is The British entrepreneurial hero. His blog gives you a great insight into him and the business workings at Virgin. http://entrepreneur.virgin.com/

Ad Campaign American Apparel - we love it because... American Apparel is the high street’s hottest label. It was the fashion brand sensation of 2008. It turned a sexy T-shirt / skinny jean / spandex leggings combo into the must have look of the year. The Ad campaigns it has run, have cemented this and have proven to make a massive difference in sales both in the States and the UK were its turnover doubled in 2008 to £14m. Provocative is the buzz word when it comes to advertising, and provocative it is. With its campaigns either focussing on immigrant workers (their strap-line attests to the fact that the product is ‘sweatshop free’) or on cutting-edge photoshoots which the CEO/Founder, Dov Charney takes himself , every advert placed has seen a flurry of comment on both sides of the Atlantic. (See our Brands of 2009 feature for more info on American Apparel).

February - March 09

Digest

The Monthly Briefing

How Much Do you need? How rich is rich? According to money expert, publisher and personal hero of the editor, Felix Dennis, the more money you have, the greater your army of accountants and advisers, and the more difficult it is to truly value what you are actually worth. That’s why so many rich people distrust the flash and eye-catching ‘rich lists’ published in newspapers and magazines. Even so, it’s still exciting to look at a ‘rich’ scale so that next time you’re in the company of a rich person you might be able to work out if they are filthy rich, super rich, or just common old rich. Wealth Measured by Total Assets (True Net Worth) Wealth Measured by Cash-in-hand or Quickly Realisable Assets £1 million-£2 million The comfortable poor £50,000-£200,000 The comfortable poor £2 million-£5 million The comfortably off £200,000-£500,000 The comfortably off £5 million-£15 million The comfortably wealthy £500,000-£1 million The comfortably wealthy £15 million-£40 million The lesser rich £1 million-£5 million The lesser rich £40 million-£75 million The comfortably rich £5 million-£15 million The comfortably rich £75 million-£100 million The rich £15 million-£35 million The rich £100 million-£200 million The seriously rich £35 million-£50 million The seriously rich £200 million-£400 million The truly rich £50 million-£100 million The truly rich £400 million-£999 million The filthy rich Over £100 million The filthy rich and the super rich Over £999 million The super rich

Business Quotes from Steve Jobs (CEO Apple) “The people who are doing the work are the moving force behind the Macintosh. My job is to create a space for them, to clear out the rest of the organization and keep it at bay.” “Innovation distinguishes between a leader and a follower.” :Apple’s market share is bigger than BMW’s or Mercedes’s or Porsche’s in the automotive market. What’s wrong with being BMW or Mercedes?” “A lot of companies have chosen to downsize, and maybe that was the right thing for them.We chose a different path. Our belief was that if we kept putting great products in front of customers, they would continue to open their wallets.” “I think we’re having fun. I think our customers really like our products. And we’re always trying to do better.”

The battle of the month / celeb websites -

Johnny Ikon is here and he wants a slice of the Perez Hilton pie The gossip and entertainment news industry is saturated with faceless websites offering the same regurgitated “news”. The most successful site internationally has been Perez Hilton, who garners an incredible 150 million page impressions monthly. He’s so successful because he makes it personal. Well, now London has its own King of All Media - friend to the stars and infamous “Guy About Town” columnist Mr Johnny Ikon! He’s so much more than the “British Perez” and dismisses the media-given tag, challenging “Perez? Come ‘n’ have a go if you think you’re hard enough!” With close friendships with the likes of Rupert Everett and David Furnish, Johnny Ikon is excellently placed at the cutting edge of what’s hot in London. He likes slumming it with reality stars too, and you’ll often find a tongue-in-cheek poke at a Big Brother contestant or Eastenders star. Let the celebrity business bitch-fight begin! www.johnnyikon.com

February - March 09

The Monthly Briefing

Digest

Business Advice from the greats - The Medici The Medici family were the first truly international bankers of the modern age. They built their business and power base from humble beginnings and there was one bit of advice that was passed on by every generation of the Medici. Be attentive, to your conduct, and confide in others too little rather than too much. There is one rule which I would recommend to your attention in preference to all others. Rise early in the morning. This will not only contribute to your health, but will enable you to arrange and expedite the business of the day. Lorenzo de Medici (1449-1492) was the unofficial ruler of Florence from 1469 until his death. He was a humanist, arts patron - and a skillful politician. In 1489 he manages to have his son Giovanni made a cardinal, at the age of 14. Giovanni later ruled as Pope Leo X (reigned 1513-1521) and was also a patron of the arts. In the letter quoted, Lorenzo, warns his son also to avoid vice and luxury.

Record Transfers Football Transfer Fees

Top 10 Highest Earning Footballers

£100m - tbc Kaka (AC Milan - who knows!) £46m Zinedine Zidane (Juventus - Real Madrid) £37m Luis Figo (Barcelona - Real Madrid) £34m Hernan Jorge Crespo (Parma - Lazio) £33m Gianluigi Buffon (Parma - Juventus) £32.5m Robinho (Real Madrid - Man City) £31m Christian Vieri (Lazio - Inter Milan) £30.75m Dimitar Berbatov (Tottenham - Manchester United)

1. Ronaldinho (Brazil) £16m 2. David Beckham (England) £15.8m 3. Ronaldo (Brazil) £12.7m 4. Wayne Rooney (England) £9.3m 5. Michael Ballack (Germany) £9.1m 6. Thierry Henry (France) £8.6m 7. Zinedine Zidane (Retired) £8.5m 8. Fabio Cannvaro (Italy) £7.9m 9. John Terry (England) £7.7m 10. Steven Gerrard (England) £7.7m

Creatives Best South Wales Retail Business- 2008 Congratulations to Creatives, who received the award for best South Wales Retail Business- 2008. The awards ceremony was held at the Bear Hotel in Cowbridge. Creatives offers a unique customer focused business model, of bringing high quality art directly to the customer. They have worked with a variety of clients including Admiral Insurance, the Open University and Companies House. www.art2biz.co.uk

February - March 09

Interview

Movers & Shakers

Movers & Shakers Katy Chamberlain

W Brief Introduction - Name, position and company Katy Chamberlain Chief Executive Chwarae Teg With more than fifteen years of experience, Chwarae Teg is the leading professional agency for the economic development of women in Wales. Chwarae Teg’s Agile Nation project, which will receive an £8.2m boost from the European Social Fund through the Welsh Assembly Government, aims to establish models of delivery that support productivity and progression in employment utilising modern workforce practices, including flexible working and work life balance, to promote gender equality, career advancement and reduction of the pay gap.

February - March 09

hat strengths do you bring to the company? One of the main reasons I was keen to join Chwarae Teg in this capacity is because my particular strengths work for the company in two ways. For example, I have been lucky to gain long experience of – and am passionate about - team and people management and development, which is crucial not only in leading the Chwarae Teg team to fulfil its objectives but also in understanding the issues which affect women’s ability to maximise their potential in the workplace. Similarly, my career has involved working with a wide range of businesses in a variety of capacities, which provides a good understanding of business drivers and priorities – again vital to an understanding of the sphere where Chwarae Teg seeks to influence, as well as working to the benefit of the company itself. What are your business and personal aspirations? We work to raise awareness of the needs of employers to access and make best use of the talents of the whole labour market – not just a proportion of it. Chwarae Teg already holds the position of trusted adviser to government, employers and individuals on why this is important and the methods by which it can be achieved. I want to see this position maintained and enhanced – in Wales, the UK, Europe and beyond, until we get to the position where we no longer have to convince people of the “why”, but are focused on the “how”. With the ESF funded Agile Nation project, our work with the Welsh Assembly Government and with employers and women in Wales, we have plenty of opportunities to achieve this. On a personal level, my aspirations are simple in context (and probably mirror those of many people) – but can be hard to achieve! I want to have a happy, healthy family and to contribute to a worthwhile, healthy business where I am stimulated and challenged. And I want to maintain my sense of humour no matter what the odds.

What is the future of businesses in Wales? The business landscape in Wales has changed massively since I began working here in 1984 – driving up and down the M4 in company with the coal convoys during the miners’ strike. The range of businesses in Wales is far more diverse and people’s views vary on whether or not that is a good thing. I know one thing with some certainty – the diversity will continue. I was involved in judging the Wales Innovation Award (awarded by the Wales Quality Centre) at the end of last year and this diversity was reflected by the finalists in that competition – private and public sector organisations, manufacturing and service sector, so-called traditional and ultramodern high tech businesses. It was a huge privilege to hear their stories and be shown their innovations and one thing became absolutely clear - the business landscape of the future will be made up of those companies prepared to listen to ideas, to collaborate with others to gain knowledge, to work as a team – a real team – and maximise all the resources at their disposal to innovate and adapt. I was inspired by the breadth of organisations out there and felt that in spite of the deeply distressing times we are experiencing, the business base of Wales is strong and we’ll see the benefits of that over the years to come. Is there anything you know today that you wish that you had always known? Half the fun in life is learning – the best kick I get out of my day is when I learn something I haven’t come across before, or suddenly see something from a different angle which brings clarity and a feeling of “ah-hah!”. So, no, there isn’t, as that would have taken the spice out of it.

Which living person do you most admire? Where do I start? There are lots of things I admire in lots of people. In terms of public figures, if I have to plump for one it has to be Nien Cheng. Cheng worked in a senior position in Shell in Shanghai and became a target of attack by the Red Guards during China’s Cultural Revolution due to her management

Movers & Shakers Interview

of a foreign firm. Her memoir, Life and Death in Shanghai, relates her experience of more than six years in prison, in squalid conditions and enduring repeated torture. When she left prison, she found that her daughter was murdered by Maoists after she refused to denounce her mother. I deeply admire the cool intellect with which she faced appalling trials. She saw and was able to articulate the nonsense at the heart of the Maoist regime and was able to use Mao’s own teachings against her interrogators. This clarity of thought seemed to underpin the strength which she found to survive not only her imprisonment, but the continued struggle she faced once free and the tragedy of the murder of her daughter. This ability to maintain one’s own clarity of thought and sense of what is right in the face of overwhelming odds seems to be a quality of all truly great people. But I also look closer to home. My mother and father have brought up three very different daughters who are independent, energetic, who have all faced difficulties of one kind and another through the years with determination. We remain close to each other even though we have very different approaches to life. Through all that, my

parents have lived their own, very active lives, had a lot of fun, travelled, made friends and maintained open minds to deal with all the things which crop up as the world changes. It looks pretty admirable to me. What is your greatest extravagance? My horse, I suppose, given that horses are an expensive hobby and I don’t ride her anywhere near as much as I should. But she doesn’t feel like an extravagance, she feels like an essential part of my life. I don’t think she sees me in the same way, though. I’m just the one with the carrots. What is your greatest fear? I didn’t start life as a naturally confident person, so have long experience of battling with fears and not letting them stand in the way of what I need or want to do – and mostly, I’m successful. But one fear I have totally failed on, and that is spiders – those great big ones the size of greyhounds which appear in autumn. If they are standing still, I can just about cope with them but running – no. I have a particular shriek which resounds through the house when I have seen a spider, which never fails to irritate my husband. But enough of the gender stereotype – the reason he gets so cross is because

he hates them too. What do you consider your greatest achievement? I’ve been lucky enough to conquer most of my obstacles along the way, and I hope that will continue. So at any time my greatest achievement is my latest achievement. I’m really proud of leading the Chwarae Teg team to secure funding for the Agile Nation project from the European Social Fund and the Welsh Assembly Government. I’m also very proud to have been appointed to lead such an important company with such an exciting agenda. But I don’t like the word “my” in all this – there is nothing I achieve alone or without support. I rely on my family, colleagues and friends, and that’s why I can look forward to the next set of challenges with confidence and a sense of adventure. What is your motto in life? I don’t know if you can call this a motto, as I had to think a bit to find it, but I suppose if I have a message for my daughter it would be “Take advantage of every opportunity you get – don’t sit and wait for the ideal one to come along”. And fundamentally “Behave decently to other people”. (E)

February - March 09

Regular Columnist

In his inaugural column of 2009, David Russ, managing director of the South Wales Chamber of Commerce, sheds some light on how the new super-Chamber will benefit businesses in the area.

David Russ

s you will probably be aware, ngb2b has re-branded to become the South Wales Chamber of Commerce. This move reflects the successful outcome of ngb2bâ&#x20AC;&#x2122;s bid in September 2008 to the British Chambers of Commerce (BCC), to extend accredited services into the capital and the surrounding area. This represents a significant milestone in the development of the Chamber movement in South East Wales and it is something that we urge the local business community to get involved with.

ngb2b started life in 1870 as the Newport Chamber of Commerce, and has been a pivotal voice of local business ever since. The Chamberâ&#x20AC;&#x2122;s resilience and continued growth is down to its member-centric approach, one that has always let the members dictate the direction that the Chamber will follow. As the South Wales Chamber of Commerce, this tenet will remain at the very centre of everything that we do. In fact, in the run up to our bid to the British Chambers of Commerce (BCC), we engaged heavily with representatives of our existing member base, as well as the wider business community in and around Cardiff. It was this thorough consultation process that provided a very specific mandate for us to follow, and this is one that we will deliver on in both the near and long term. Our main base will still be in Newport, providing a local contact point for businesses and centralising all back-office functions, such as marketing, membership administration and the like. Our Cardiff office will open on 19 January of this year and will facilitate us in delivering business-critical Chamber services to our members on their doorstep. Based at The Maltings in Cardiff Bay, this office will provide us with a base to reach businesses on a local, regional and national level.

The action plan is being rolled out on schedule and we would like to, at this early stage, invite the business community, members and non-members alike, to get involved with their local Chamber of Commerce. We always strive to provide the most relevant services for our members and by getting involved now you can find out what we have to offer and let us know what you might benefit from.

We always strive to provide the most relevant services for our members and by getting involved now you can find out what we have to offer

The new super-Chamber will be officially launched at a members-only event on Monday 26 January at the Senedd in Cardiff Bay. Among the dignitaries welcoming in the new South Wales Chamber of Commerce will be Rt Hon Rhodri Morgan, First Minister for Wales and David Frost, Director General of the BCC. For more information on the South Wales Chamber of Commerce visit www.southwaleschamber.co.uk

February - March 09

Digest

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February - March 09

Regular Columnist

Neil Cocker - Agility in Business It’s 5am and I’m wide awake. My mind is clearly more eager than my body to start the first working day of 2009. I’m thinking back over the last year and how I can improve over the next 12 months. 2008 was an odd year for me. I achieved a lot, bringing more people together through my networking events, and worked on some brilliant projects with some amazing people. Yet with my key “revenue generators” I often felt hamstrung by a lack of resources, both in terms of talent and finance. Needing to find people to carry out work for me, and sourcing the capital to pay for it all meant that things often seemed to move incredibly slowly. A lot of this stems from the fact that much of the work I do has the internet at the very heart of it, but I’m neither a web developer or designer. It would be technically impossible for me to build these ideas on my own.

For more information: www.neilcocker.com www.boxuk.com www.nonsenselondon.com

I spoke to Dan Zambonini, technical director of internet development agency, Box UK. He thinks that being a solo entrepreneur isn’t the issue it once was. “Luckily, with the web now as it is, there are plenty of online websites that can match up idea people with doing people. Technical people love to do interesting things, so if you know the right people, you’ll often find someone who’s willing to help you out for the sheer pleasure of it.” Dan believes that there’s a growing demand for smaller, smarter online services that do one thing well, rather than trying to do everything. The idea being to get them up online as soon as they work and improve them as they go along, using your first customers as your testers too.

is so much smaller”, says Rob Mosley from boutique digital advertising and PR agency Nonsense. I asked him for a good tip on getting projects up and running quicker. “I think debate is the biggest enemy to getting stuff done quick.

If you get into a habit of making decisions fast, so you can get on with making things, you’re 80% of the way there

If you get into a habit of making decisions fast, so you can get on with making things, you’re 80% of the way there. Obviously our clients need to trust us a lot for us to do this, and they also have to accept that we’ll make the odd mistake... which is still better than missing the boat”. So what are my new year’s resolutions? Find smart and quick people to work with who are keen to get involved in exciting one-off projects, turn my ideas around faster, don’t worry about them being perfect from the start, tweak them as I go along, and feel more fulfilled that I’m not constantly languishing in “development hell”.

“Especially now with online services....it’s easier than ever to realise sophisticated ideas with less effort. Twitter, Facebook, Flickr; all started off much simpler, and have added features as they’ve been demanded”. For some, being agile isn’t a desirable quality but an absolute prerequisite. “Digital PR has to be lightening quick because that’s the way the web works - the window of opportunity in online media

February - March 09

‘Make do and Mend’ - Strategies for business

M Now more than ever CEOs need to know what is going on in their business. The finance team can tell you that things aren’t necessarily going as planned, but typically can’t say why and what to do about it. Text: William Beresford, Strategy Director, Beyond Analysis

ore pressingly, strategic choices need to be the right ones that can be delivered in a cost effective way without costing the earth.

The economy is going through a huge state of flux and this is having a dramatic shift in consumer behaviour. Staying on top and understanding how this is affecting your customers is crucial to making the right decisions and setting the best strategies to reflect new trading conditions. The businesses that are best prepared responded a long time ago to this down-turn. Some have been so ahead of the game they have even had time to launch entire new product ranges. They have been using their data to track who their customers are and what matters to them; this has enabled them to react ahead of the curve. However, even they probably did not predict the severity of this down turn. For many businesses, they haven’t felt the need to

February - March 09

really get close to their customers. The appetite for spending has been so great it has been relatively easy to pick up customers with tempting offers and some good credit terms. This simply isn’t the case anymore and many businesses are left looking at a customer base that doesn’t really have any loyalty to the brand at all. Previous purchases were simply just transactions. Traditional responses using a combination of gut feel, un-representative focus groups and market research based business plans are not going to win in these new economic times. Why? Because you can bet that there is a smarter, more innovative organisation out there that is also after your customer base and knows more than you about your customers. Whilst big changes like introducing new product lines can take time, much can be achieved through making small changes to what you already have, supported through better insights. This is more about “Make Do and Mend”, getting more mileage

Recession Advice

Feature

Back from the brink -

five businesses whose failure has paved the way for success M&S The heart of every British high street, Marks and Spencer saw its sales plummet as customer loyalty was eroded and its clothing was condemned as oldfashioned and overpriced. The introduction of ‘Per Una’ and a new advertising campaign for the M&S food department has given this longstanding retailer and much needed boost. Virgin Certainly one of the biggest success stories of British entrepreneurship, Sir Richard Branson was running into trouble and receiving criticism for his failing investments in rail and short-haul air travel. In 2006, however, he sold Virgin Mobile to NTL for £1 billion and the new Virgin Media brand, the first quadrupleplay media company in the UK, is proving to be a complete success. Jaguar and Land Rover Tata Motors, an Indian multinational corporation, bought Jaguar and Land Rover for $2.3 billion last year, bailing these flagship British car models out of certain disaster in an ailing car industry. Millennium Dome Seen as a total waste of £789 million and a frankly bizarre symbol of the new millennium, the poorly executed embarrassment has been masterfully transformed into the O2 arena, now one of the most popular concert venues in the world. BHS, Topshop, Wallis Sir Philip Green, owner of powerful retail group, Arcadia, has bought, invested in and transformed the images of several failing high street stores, including BHS, Topshop, Dorothy Perkins and Evans.

Too many businesses are still deploying a one size fits all strategy. Localise your out of existing assets and repairing what isn’t working as well as it used to, rather than making big new investments. In reverence to wartime Britain and the “Make do and Mend” attitude inspired by the consumers of their time we have created our own suggestions for consumer businesses in 2009. Enterprise Top Tips Run a Healthcheck over your business. Understand which customers are supporting your business and will remain loyal to you through the slow times. Identify what your loyal customer base has been buying from you and what is important to them and focus on this. Many businesses have spent the past years wooing any old customer in through their doors with cheap price led promotions. These are purely transactional customers and if they haven’t left you yet they are sure to do so. Identify which products and services are driving the wrong behaviour and re-prioritise investment elsewhere.

Return on marketing investment. Before you go out and buy more media, the business should crack on with tracking and monitoring which media channels are driving the best bang for their buck and the best type of customers. Some simple steps can go a long way to really being able to see what gives you best return and ultimately how to optimise the spend of a limited budget. Price where price matters. Target your pricing and promotions to the products and services that matter to your best & loyal customers. Minimise margin erosion and wastage through attracting the wrong customers and reap the rewards of recognising the ones that matter. Be relevant to the right customers. If you are going to up your marketing spend, or modify your ranges to combat the down turn make sure your team are targeting the right products to the right kind of customers. Too many businesses are still deploying a one size fits all strategy. Localise your offer to suit the needs of the local market.

offer to suit the needs of the local market.

Review your loyalty programme. Now is as good a time as any to really check that your investment in loyalty is a) worth it and has attracted a valuable base of loyal customers and b) working as well as it should be to optimise your investment. Many businesses have invested in loyalty schemes that are either too costly or simply not aligned to the needs of the business. Now is a good time to make these changes. In short, your loyal customers are like a pair of good old socks – if you take care of them and darn the holes as they appear, they’ll continue to give you good service long after your discount pack of 5 have been thrown away. (E) February - March 09

Berlin

The regeneration generation -

5 cities leading the way in urban investment Enterprise discovers the cities that are sure to succeed in 2009 and whose regeneration heralds a bright future for the years ahead.

Berlin This capital city is overflowing with culture, history and a vibrant nightlife and presents the perfect opportunity for investors. There are daily transformations evolving and the waterfront in the east of the city has led Sony and MTV to move into the newly established Media City. This regeneration of Berlin has helped contribute to preserving the combination of residential, office, and recreational areas that are so typical of the city, and there is no doubt that it is now an even more important business platform in Europe.

Bucharest This Romanian capital is the home of Parisian architecture fused with Italian cafĂŠ culture and a fledgling population that adores designer labels. The old Soviet era blocks are gradually being demolished and there is a demand for new Western-style apartments with parking spaces and swimming pools; both luxuries in Romanian terms. Bucharest is rapidly progressing in order to vastly improve its infrastructure. By expanding business parks and transport links, the city is making all the right moves to become a central hub that just oozes business potential.

February - March 09

Tangier

Tangier This exotic city on Moroccoâ&#x20AC;&#x2122;s Mediterranean coast is making the most of its liquid assets in the nine miles of water that separate it from Southern Spain. The new US$1 billion Tangier Med port, now the largest in Africa, provides Morocco with 21st century access to the Mediterranean and the trade that it will bring. The cityâ&#x20AC;&#x2122;s beachfront is having an extensive overhaul that is expected to attract a huge influx of business travellers and tourists once it opens next year.

Regeneration

Feature

Liverpool With huge investment into the city, Liverpool is undertaking a momentous period of transformation. Set to become an international waterside destination to rival Shanghai, Dubai and New York, Liverpool Waters is a £5.5 billion scheme for a 150- acre site. The area will include 50 new buildings, 23,000 new homes and 50-storey skyscrapers. This ambitious and far-reaching regeneration programme and Liverpool’s emerging skyline is certain to morph the city into one of the UK’s leading business destinations.

Bucharest

Liverpool

Belfast Emerging from the long period of decline and deindustrialisation, over the past decade Belfast has seen record levels of investment and growth. With a modern and exciting infrastructure, including new roads, hotels, offices and entertainment venues, the city centre has been reinvigorated. Aiming to attract industries and encourage local innovation, the Belfast’s metamorphosis creates the ideal environment for people to live, work and succeed.

Belfast

February - March 09

Feature

Recession Advice

Top tips for managing risk in a recession

A As the credit crunch intensifies, companies of all shapes and sizes are coming under financial pressure. According to experts at international law firm Eversheds, with increased pressure, comes added risk, so businesses need to protect themselves now more than ever. Mark Rhys-Jones dispute management specialist at Eversheds, provides 10 practical steps to help growing businesses navigate their way through the uncertain economic climate.

February - March 09

fter unveiling a package of measures to help support viable small businesses through the recession, the government has acknowledged the specific problems that the lack of credit has caused for less established enterprises. Cash flow is a particularly important issue for fledgling companies and owner-managers need to take preventative steps to minimise their exposure in the current economic climate.

collecting County Court Judgments. Do not be shy in reviewing credit terms quickly if a customerâ&#x20AC;&#x2122;s position deteriorates.

Keep tight control of credit terms: these will lengthen as customers delay the date for payment to boost their working capital. Closely monitor debtor days and have escalation procedures in place to proactively address and pursue late payers.

Dust-off the contracts: once profitable contracts may no longer be so and customers and suppliers may look for ways out of them in order to cut costs. In order to do this they may look to enforce service level agreements or KPIs as a prelude to termination. Make sure you stay one step ahead on service and what you are obliged to do to comply with contracts that you need to keep.

Make good use of credit reports: ensure these are procured for key customers on a regular basis so that you can monitor their debt risk, see what their appropriate credit limit ought to be and whether they are

Get out of the office: take the opportunity to visit customers or suppliersâ&#x20AC;&#x2122; premises to review their operations. You can get a very good feel for how their business is doing if you witness it first hand. Keep close to them.

Watch for excuses not to pay:

Recession Advice

Feature

FINANCIAL

obviously strive not to provide anyone with the basis for genuine excuses, but watch for inventions and alleged breaches or signs of legal input in correspondence. Be quick to challenge the basis on which payment is being withheld and request documentary proof of your alleged failings. A customer may look to delay as much as possible to keep hold of its cash, so be proactive, push and do not be shy to escalate the dispute to get it resolved. In the mean time, consider restricting supply or credit terms to minimise the risk of increasing your exposure while things are sorted out.

Watch for changes in behaviour: changes in key personnel, stalling over payment, erratic approach to payment, chasing you for payment more aggressively and the start of invoice factoring are all examples of changes in behaviour that my indicate a worsening of the financial position of your customer or supplier. Take steps to reduce credit terms, review contractual rights and obligations and seek alternative sources of supply just in case your supplier goes insolvent.

Obtain alternative sources of supply: if the above factors are beginning to occur or combine then ensure that you have an alternative source of supply on stand-by. Doing so with time to spare should help you obtain more favourable terms than going to an alternative supplier when your original supplier has just gone insolvent and you have a significant order to meet within a very short timeframe.

Make use of retention of title clauses: until payment is made, title in the goods is retained by the seller. This may be useful commercially where a customer is delaying payment and may afford you additional protection should the customer cease to trade.

Guarantees/indemnities: whether provided by a bank, parent company or individual, these are only as good as the person providing them. However, these ought to be considered to provide you with an additional layer of protection should your supplier or

customer default on their obligations.

Do not be afraid to take early legal advice: speaking to someone early on, about your rights and obligations when faced with a troublesome customer or supplier, is a quick, sensible and low-cost step to take. Doing so before things get out of hand or exposure escalates could save you valuable time and resource in the long-run. If your customer or supplier is in financial trouble the sooner you act the better â&#x20AC;&#x201C; this could help to avoid a complex legal battle further down the road. The current economic climate is undeniably challenging for Welsh businesses, but by adhering to the above principles companies can ensure they are best placed to weather the worst effects of the financial storm. (E)

For more info: www.eversheds.com 0845 497 9797

February - March 09

Stick or Twist? -

How to Market in a Downturn - by the Experts. So it’s official. Or at least by the time you read this article it will be - the chips are down, the UK is in a recession. There is often a distinct split of views when it comes to how to market in a downturn, and ultimately everyone must answer the burning $64,000 question: stick or twist? Words: Gavin B Harris Photography: Jonny Berg

he natural reaction, during a recession, for many businesses is to cancel advertising, cancel as much marketing as is possible in fact, and make your marketing department, like every other in the organisation, reduce every cost possible. However, there is another school of thought which says, as argued by world renowned marketing guru Seth Godin below, that great companies are built during recessions, essentially by being bold and taking a calculated gamble on investing in their long-term future. Not only that, according to other experts evaluating and changing existing strategy and tactics are key to streamlining your marketing in order to ride out the turbulence. To help you plan your marketing Enterprise has asked some leading marketing and communications experts to show their cards and describe how they feel any business should play their hand right now, because you wouldn’t want to go bust would you?

“This is the biggest opportunity you’ve ever had. It’s during recession that great companies are built. Just go through the history books and look at when Google developed, right after the dotcom meltdown. I think that the opportunity here is to create real value and real change, and to hire amazing people who can’t get ordinary jobs because they are few and far between.” Seth Godin, Global Marketing Guru

“To be a ‘Credit Crunch Millionaire’ follow three tips from the world famous game show. Firstly, ‘ask the audience’; appeal to them through PR and marketing to use your company – let them know what great work you are doing. Then choose ‘50/50’; in a nutshell try and half costs and add extra value – it’s a buyer’s market. Finally “phone a friend”; existing customers and suppliers are your best advocates and source of referrals.” John Hollins, Managing Director, Freshbaked PR “From a PR point of view, it is key to review your strategy and activity immediately. Commercial requirements will no doubt be very different now so you need to understand the value of what you’re doing with your PR and tailor your activity accordingly to suit your revised needs and objectives.” Natasha Fulford, Head of PR, MGB PR

Marketing

Insight

“Whilst it may be tempting to cut your marketing budget completely, a steady flow of communication with your customers is vital right now. Without it, the small amount of money that is around is less likely to be spent with your business. It’s also about spending smart, not spending big. If running an advertising campaign, ask for concrete statistics or web hits that prove your money is being well spent. Or consider PR, which can reach a wide audience and be very cost-effective.” John Wilkinson, Director, Freshwater

“Be Positive - When business takes a downturn we all focus upon efficiency and best value resulting in a business environment more open to review and change. It is therefore imperative to protect existing and build new relationships through ‘best value’ Marketing Communications. Build upon existing relationships - Keep your customers up to date with your latest products/services via a well designed, easy to read, regular, E-News bulletin - easy to write, low cost to design and send. Find new customers – ‘Personalisation gets results’. Develop a focused, accurate, prospect database and send simple, well designed post cards with a strong message personalised to the individual.” Bob Gate, Sales Director, Horizon Digital Media

“The question is not whether you should spend money on marketing but how you spend it.Too many aren’t doing the basic things so they are missing out on free opportunities.If your target audience don’t know about you then you are on a loser from the start.Buy a book, watch a video, listen to a podcast, go on a course. You’ll pick up new ideas, and find some you’d forgotten: you’ll get motivated and focussed. Forget the talk about downturns. Look for innovative products and services that are needed, find new target markets and get a good cash collection system in place, and you’ll find your business does grow.” Mike Leahy, Principal, Marketing Basics

“Life is tough at the moment and we all have to work harder to win what business is out there. Maintaining you brand profile is key and by running a focused press & public relations campaign you can receive better value for money, than verses a speculative advertising campaign.” Simon Tucker, Director, Reverb Marketing & PR

“Get some free web traffic. In any sector you’ll find ‘niche’ keywords - popular search terms that your competitors ignore – and you can find these via any keyword research tool. By optimising your website for phrases that have less competition, you can shoot to the top of the rankings. And it needn’t cost you a penny.” James Daniel - SEO Copywriter, EarthMonkey Creative Media

“Make use of evening and weekly papers, local radio stations and free magazines that cover your customer base. Regularly send them press releases about your successes, unusual staff achievements or comment on the news of the day which impacts on your business. This will raise your profile and get your name out to a wider audience. Over time and with the correct use of press releases you should be the one the journalist rings if they need a quote thereby upping the chances of regular free advertising for you business. Like all marketing strategies you have to keep up your PR profile and this will take a little work and time but will pay off in the long run. Becky Land, Copyland PR So there it is. Good luck making your marketing work to the maximum of its potential to safeguard your long-term success, and we hope you play the game of your life!

Sponsored

Staff Feature

Making staff redundant -

if you have to do it, do it the right way!

s more organisations are pushed towards implementing redundancy measures in the current economic climate, Head Office HR specialist Wendy Stamp looks at how the process should be carried out. â&#x20AC;&#x153;It can be a painful process for everyone involved but doing things the right way first-time allows the employee to keep their dignity and avoids costly mistakes for the employersâ&#x20AC;? says Wendy. There are 10 key things an employer should know when considering redundancy

1. What an employer must always remember is that it is not the individual that is being made redundant but the position. Where dismissal is contemplated on grounds related to the attributes of an individual and not the business as a whole then there may not be a fair redundancy and a claim may be brought against the employer. 2.

If redundancy is the only option available to a business then it is important that you remember that it is actually a dismissal, and with any dismissal of an employee the correct procedure must be followed. A suitable consultation process must be undertaken and the proper dismissal procedure followed before any redundancy is confirmed.

February - March 09

3. Consultation is always required and must be reasonable in the circumstances. There must be a consultation period of a least 30 days where there are likely to be 20 or more redundancies and that period is extended to 90 days where 100 or more redundancies are proposed. This will normally involve consulting with any appropriate employee representatives or if none exist arranging for their election prior to commencing consultation.

4. Where there are likely to be 20 or more redundancies within 90 days then the employer has a statutory duty to notify the Secretary of State for Department for Business, Enterprise and Regulatory Reform (BERR) prior to the commencement of consultation. 5. Consultation must be completed before any dismissal takes effect. The maximum award for failure to consult is up to 90 days pay.

6. Where a number of redundancies are expected from a pool of employees then appropriate selection criteria must be developed. Those selection criteria will normally form what is called a selection matrix and the criteria must be objective, consistent and fair. There should be no reference to sex, race, age, religious beliefs, sexual orientation or disability. 7. The employee should be given the right to be

accompanied by a trade union representative or a work colleague to any of the formal meetings relating to the redundancy. The employee would not normally have the right to bring a solicitor to an internal meeting.

8. Compulsory redundancy should be seen as a last resort and if there is a suitable alternative role then this should be offered to the affected employee. 9. An employer should always give a right of appeal once a decision has been reached. The right of appeal should generally be confirmed in writing along with the decision itself. 10. An employee needs to have two years continuous employment to qualify for a redundancy payment.

Ifyouarecurrentlyconsideringredundancyasan option for your business and would like to speak to someone, please call our HR and employment law advisers today on 0845 872 6282 for free initial advice to help you get it right.

Lesley-Anne Creffield Cert PFS Cert CII FinstSMM Principal

Morgan Peterson M

organ Peterson was formed in 1994 by the merger of a successful independent financial services practice based in South Wales and owned by Lesley-Anne Creffield and Morgans Financial Group Ltd. It attracts clients from around the UK and services provided are either fee based or remunerated by commissions, depending on clientsâ&#x20AC;&#x2122; instructions.

Morgan Peterson, Independent Financial Advisers, based in vibrant Cardiff Bay are a friendly, long established team with advisers specialising in all areas of Financial Planning.

The Morgan Financial Group Limited founded in 1992 following a management buyout from Morgan Insurance Brokers Limited of Staffordshire, a company that had traded since the 1950â&#x20AC;&#x2122;s. The Group has achieved healthy growth since inception and is now recognised as one of the UKâ&#x20AC;&#x2122;s premier financial services and insurance broking businesses, remaining in private ownership.

ur business has been O built by doing things differently: we strive to form long-term partnerships with our clients; meeting their needs through the design and implementation of bespoke, integrated solutions.

A personal approach to financial planning Their team deliver a range of personal financial planning services providing advice tailored to each client’s unique circumstances. Services include: • Strategic financial planning – encompassing savings, investments, tax and estate planning and personal insurance • Pensions – optimisation of pension planning to maximise benefits at retirement • Company benefit programmes – advice on making the most of employer-provided benefits and compensation • Wealth solutions – including construction, implementation and ongoing management of investment portfolios. They offer independent guidance on a variety of topics, but they’re not going to give a list of products and tell you that you need them all. They prefer to look at your business from the inside, tackling the issues that you want to address and identify any issues you may not be aware of. Then, when they understand your business they start to help and deliver real solutions to real problems. - E Lesley-Anne Creffield, Principal of Morgan Peterson and business partner Ewan Price, Independent Financial Adviser work closely together and offer professional expertise relating to all areas of financial servicing and planning. Their clients span both the corporate and individual market. With over 20 years experience in the industry Morgan Peterson has a successful and proven record in advising and managing financial restructures and investment portfolios. Both Lesley-Anne and Ewan are well qualified in the financial services industry with both being members of the Association of Mortgage Intermediaries, Chartered Insurance Institute and Lesley a Fellow of the Institute of Sales and Marketing Management. Lesley-Anne and Ewan are supported by a team of qualified professionals whose sole aim is to ensure long term client satisfaction by delivering a first class service. . They provide you with a range of Corporate and Individual services including advice on all areas of pensions, investments, tax efficient savings, Unit Trusts, Investment Bonds together with mortgages

and protection policies covering life and health insurance. Regulated by the Financial Services Authority as an Independent Financial Advisor involves providing rounded financial advice to individuals, without bias towards any one financial institution. Clients seeking financial advice will be dealt with a fully Financial Services Authority approved individual who will find solutions to their financial needs while ensuring that the documentation and record keeping is dealt with in a professional manner. Morgans has received national recognition by winning two prestigious awards. “Best Independent Pensions Advisor” (Financial Advisor Journal, Financial Times Publications) and “Best Independent Advisor Pensions” (Money Marketing Journal, Sponsored by Microsoft). Morgans is nationally recognised as one of the foremost advisors in pensions work, particularly in the more specialised areas.

Morgan Peterson Colum Building 13 Mount Stuart Square Cardiff Bay CF10 5EE Lesley.creffield@mfgl.com Tel: 029 20 453 950 Fax: 029 20 453 951

Financial Feature

The Recession

he adverse condition of the UK’s economy at the moment isn’t something that is going to get better overnight, or for that matter any time soon. That’s the general message from the economists, Government and media right now, but obviously growth is the lifeblood of every business. Without it, you are slowly but surely going out of business. Economies move in cycles, so we know that a recession won’t last forever, but exactly when will Welsh business owners, directors and managers see their beloved increases on the sales ledger? Answering this is key for every business, and here at Enterprise, even though we had a good rummage around the office for our fortune-telling ‘crystal ball’, we couldn’t find it. Even if we did, it’s probably best to let fortune tellers read crystal balls, and to let economists and academics provide realistic answers to these questions, so that’s exactly what we’ve done. Enterprise contacted a range of leading business

schools in Wales and put these questions to them and, as you may expect, there is some significant difference in these experts’ opinions about future expectations of economic performance. David Orford, Associate Dean (Academic Development & Planning) at Newport Business School offers the bleakest outlook, forecasting that there will be significant deterioration of economic conditions, which will ‘continue to worsen for the next 1-2 years despite interest rate cuts’ by the Bank of England. “The economic climate continues to worsen and will not improve over the next 12 – 24 months. Whilst the focus may be on high street names, and the fact that a number of them are disappearing, there are many hundreds of small businesses struggling for survival. Redundancy and reorganisation are so common as to be almost expected. Consumer demand is falling and consumer confidence so shaken by recent events that the lowest interest rate for several hundred years will still fail to stimulate demand.”

‘Don’t know where, don’t know when, but we’ll meet again’ With the onset of a recession in the UK, for many companies the prospect of year-on-year and quarter-on-quarter growth seems a long way away, but exactly how long will the recession last? Why will it last that long? What are the long-term effects on the economy likely to be? When will we see growth again?

Words: Gavin B Harris

February - March 09

Financial Feature

February - March 09

The Recession

Financial Feature

The Recession

He also places the root cause of the problems that the economy is experiencing firmly at the door of the banking sector, and urges all to take a more prudent approach in the immediate future. “We have gone from irrational exuberance to economic despair. The banking sector has much to answer for, yet they will emerge from the gloom first, with their ‘toxic debt’ transferred to the government and a new round of unfounded optimism unfolding – just in time for the New Year 2012. Until then, tighten your belts my fellow consumers - the worst is yet to come.” His assertion that the banks are to blame for the current problems is echoed by his Newport Business School colleague, Dr. Mike Reddy, Senior Lecturer in Future Technology. However, Dr Reddy’s belief that the recession is linked to the financial sector goes further, and he predicts that the length of the recession depends greatly on how quickly the sector is brought to book under new financial legislation. “The main affect will be a quiet resurgence in a tightening of belts with more of an emphasis on social sustainability. This ‘credit crunch’ will be quicker and deeper than the one we remember our parents suffering. This is as much a reaction to the current cause as post 1980s Thatcherism was last time, mostly because there was a genuine reason for the 1970s recession, whereas this time the fault was the ‘Emperor’s new bank loan’. What will mitigate how long the crunch lasts will be how quickly effective anti-incestuous financial legislation can be introduced; big banks not using pyramid schemes – and, finally, learning from history,” he said. Professor Colyn Gardner, Chief Executive of the Management Centre at Bangor Business School, is unsurprisingly also convinced that the UK is entering a recession, and he rightly points towards the difficulty for the UK in dealing with the recession due to the international dimensions and interdependence of national economies in a globalised world. “There can be little doubt that the UK economy is facing a severe recession, probably the worse downturn in business activity since the early 1980s. Measures to deal with the problems are being made all the more difficult by the fact that virtually all countries are encountering similar economic conditions. This may in fact be the first truly global recession. One explanation of this is that the causes of the crisis started with financial markets which over the course of the last two decades have become much more interconnected internationally.”

February - March 09

There is some good news from Professor Gardner though, as he thinks that Wales itself may be better positioned to cope with recession than other countries due to the nature of our economy. “We are by no means immune from these problems in Wales, but the structure of our economy might mean we are a little more resilient than in times past. A significant proportion of our employment resides with the public sector that at present remains fairly stable. Over recent years our manufacturing industries have developed away from heavy industry into more modern technology related areas which certainly will be very important going forward. Furthermore, the weakening value of the pound against both the Euro and the US Dollar might lead to some gains for the important tourism sector as more people choose to take their holidays within the UK.”

special attention needs to be urgently given to the many small and medium enterprises in Wales that largely depend on bank finance for their working capital needs

The construction industry is viewed by many as the engine room of the UK economy, and Professor Gardner highlights the fact that, in order for the economy to strengthen, the Government needs to act quickly in this crucial sector to start work on proposed major public sector projects such as new schools and hospitals. “The construction sector is undoubtedly facing difficult times and the promised injection of public spending into infrastructure projects will need to come very soon to enable employment to be retained in this crucial industry.” And like his fellow academics he picks up on just how critical the banks are in helping the economy to get moving again, especially for SMEs. “Similarly special attention needs to be urgently given to the many small and medium enterprises in Wales that largely depend on bank finance for their working capital needs. The proposed Government Loan Guarantee Scheme should provide some aid here, but the message has to be sooner rather than later if real damage is not to be suffered by these small but important businesses.”

The most optimistic outlook of the experts we spoke to came from Professor Patrick Minford of Cardiff Business School, who is predicting only a short and sharp recession, which will see the UK economy posting a reasonably healthy growth rate of 2-3% next year. He said: “In my view, the recession will continue until later this year and will bottom out in the final quarter. I am assuming that the base rate will be driven even lower than the current 1.5% and that there will be ‘quantitative easing’ that, by the Bank of England buying various sorts of financial assets from the markets, will drive down rates of interest and increase availability on mortgages, personal loans and corporate borrowing. 2010 should see a recovery in growth to 2-3%. I base this view on the power of low borrowing costs to induce people and firms to raise their levels of spending.” Professor Phil Murphy, who is Deputy Head of School at Swansea University’s School of Business and Economics, says that the current recession differs from the previous recessions in the 1980s and 1990s due to a number conditions acting together to compound the situation – including historically high levels of debt, the crisis in the banking sector, and the global nature of the recession – which are a ‘major cause of concern’. “Compared to previous recessions in the 1980s and 1990s, the current downturn is characterised by a number of conditions which are a major cause of concern: personal and nonpersonal debt are at historically high levels; the financial sector is de-leveraging, which has severely affected the ability of banks, who have also had to undertake a major recapitalization in the wake of the financial crisis to make loans to households and companies; firms are de-stocking and downsizing; house prices are falling; consumer and producer confidence is low; business investment is falling; and this is a world recession with the US, Japan and Europe already in recession or moving into recession. At face value, the outlook for 2009 is grim and output is likely to fall even further during the course of 2009. In fact, output losses in the current downturn are likely to match or even surpass those of the two most recent recessions (3-4% in total).” Overall, even though he paints a fairly bleak picture for 2009, his forecast for 2010 is reasonably positive compared to the views of some of the other experts interviewed here, with his expectation that ‘the green shoots of revival will be here in late 2009 or early 2010’. “My considered forecast is that output is likely to continue to fall in 2009 but we should start to see the green shoots of a revival in either the final quarter of 2009 or, perhaps more likely, in the first quarter of 2010 as the US economy starts to pick up (clearly improvements in employment will lag behind the up-turn in output). Of course, this forecast is conditional upon credit conditions easing in 2009 and consumer confidence being restored.

Financial Feature

The Recession

If the financial sector is hit by additional shocks, say the failure of some major hedge funds, then all bets are off and the downturn is likely to be prolonged.” These additional shocks to the financial sector may well be just around the corner, but according to Professor Murphy, there is at least genuine cause for an optimistic view that the economy here can turn itself around quite quickly, it seems. What this story proves then is that the range of opinion amongst the experts doesn’t quite match the doom- and gloom-mongering that many local and national media outlets are peddling right now to boost their circulations, although there is no doubt a real need for caution. Only time (and very good crystal balls) will tell, but all of a sudden there’s more of an air of optimism floating around our office, and many like it in Wales, as we come to terms with the fact that not everyone expects the very worst, even if they are preparing for it. (E)

Always look on the bright side of life... Professor Phil Murphy’s five reasons why the UK economy may be set to bounce back sooner rather than later. There are good reasons to believe that the UK economy may not experience a particularly prolonged recession, although it is likely to suffer more in the downturn than other European economies. Reasons to be optimistic include: Internationally ‘co-ordinated’ monetary and fiscal stimulation policies, which should help shore up demand

Cash is King! Top Recession Tips Dr Leslie Davies, Principal Lecturer in the School of Business at Glyndŵr University, gives his advice to small businesses dealing with the recession. Remain liquid. Some opportunities for acquiring assets more cheaply may be false economies. Asset-rich and cash-poor is not a good combination at the moment. Ensure that customers are paying on time and that new customers are fully vetted, including an examination of their accounts where possible. Would factoring out help? Review operations/ working practices more stringently, particularly working capital. Lapses in debtor control will hurt the business and possibly send it into its demise. Engender better relations (if appropriate) with funding sources. The government has this month announced a £20 billion loan scheme for smaller business – is it applicable to your business? Are there any other schemes for financially supporting costs incurred? Have you seen your bank’s small business adviser? Give some thought to the your strategic direction; has the product life cycle run its course? The natural schema of things is that businesses fail all the time for a variety of reasons. Change is the one constant in business and now may be a good time to consider it. Most of all, don’t panic - hard logic and good advice is the better course of action.

Intervention in financial markets to revive lending The depreciation in sterling The UK now has a more flexible labour market The fall in oil and commodity prices

February - March 09

2009: Thrive, Survive or Dive? 1. Look after your cash flow. Even if your business is profitable it can still collapse if you have more cash going out than coming in. A healthy cash flow is the most important factor to ensure survival so it pays to control and monitor it vigilantly. Ways to achieve quick improvements to your cash flow include: arranging an overdraft, charging interest on late payments, and offering an incentive for early payments. Other methods include: adopting lean stock management practices, negotiating longer credit terms, arranging for debts to be factored or restructured, and leasing instead of purchasing capital equipment. 2. Look for savings in every part of your business. Identify underperforming areas, improve productivity, rent out unused office space, and negotiate better rates from your suppliers. You can also cut energy bills by turning lights, equipment and heating off in unused rooms – yes even if it is the middle of the day! 3. Focus on your most profitable customers. The ‘80/20 rule’ states that 80% of your profits come from 20% of your customers. You need to work out who these key customers are and focus on looking after them. Loyalty schemes and rewards combined with regular relevant communication will help to maintain strong relationships. You should also look for ways to cross-sell and up-sell to these customers – you will soon be watching your sales and profits grow. Lynne Orton - The Business Network

The old saying ‘when the going gets tough, the tough get going’ is well known. In this difficult New Year that we face ahead it has also never been so relevant. 2009 will undeniably be a difficult year for businesses across the globe; but where there are losers there are always winners. With some savvy management your business can reap up the golden prospects which lie amongst the bleak outlook. Apply our tips and 2009 can be a year where your business can really thrive. Ignore them and you should be preparing to see it take a dive.

February - March 09

4. Review your sales and marketing. Analyse the return on investment that your products and marketing activities are achieving. Eliminate underperforming areas and increase your investment in the more profitable products and marketing strategies. At the same time, experiment with new ways to grow your market share. 5. Start networking. Networking is critical for expanding your business. If you’re not doing it, your competitors certainly are. Networking is inexpensive, measurable and can lead to quick and dramatic improvements in sales. It works because people buy from people; they would rather work with a company they know personally than one plucked randomly out of a directory. Your new contacts will also start to promote you to their contacts - making it a fantastic way for you to reach new customers and markets. There is no time for sceptical hesitation this year as you will simply be left behind. Research the networking groups in your area and book your business in! 6. Be positive. Pessimistic people always under perform – they would rather dive than strive to thrive. Remember that successful people are always positive. A positive attitude attracts clients and investors; it also keeps those stress levels at bay! This year be sure to socialise with only those that are highly driven and optimistic.

At The Business Network we help your business to grow. How do we do that? By introducing you to people who can help, people who can make a difference to your business. We run monthly networking meetings from Newport to Carmarthen and all points in between. At these events we ensure that you meet like minded professionals – business people with the same issues you have; with the same outlook you have; with the same goals you have; with the same determination you have. In a structured but informal environment we positively encourage you to network together; refer one another; work together; learn from each other; do business with one another. Yes there are many networking groups springing up all over the place – but we have been around since 20001 and some of our members have been with us all that time – so we must be doing something right! To find out more please visit our website www.biznetwales.co.uk or ring us on 01639 793580 where Lynne or Leean will be pleased to chat to you.

New for 2009 More than just a magazine

* High Quality Glossy Magazine * The Monthly Business Audio Bulletin * Website - Updated Daily * Weekly Business E-Zine * Wales Alternative Thinktank

Next Edition Premiers March 09

For more information and to sign up to a FREE subscription log on to www.enterprisemagazine.co.uk

Interview

Getting to know

Getting to know: The Carbon Trust Interview with Mike Batt

Words: Ed Pereira & Pia Tandon

The Carbon Trust Chairman: Sir Ian McAllister CBE, also Chairman of Network Rail CEO: Tom Delay Established: In 2001 by the Government as an independent company. Mission: ‘To accelerate the move to a low carbon economy by working with organisations to reduce carbon emissions and develop commercial low carbon technologies.’

The Biography Name: Mike Batt Occupation: Manager for Wales, The Carbon Trust Career: Left school aged 16. Started as apprentice at CEGB (Central Electricity Generating Board). Worked in power generation (from engineering to power station construction, design and development) on both domestic and international projects. Currently focused on green energy development at The Carbon Trust. Describes himself as: “A tactile person with a mind for engineering.”

February - March 09

The Interview

ow long have you been working for The Carbon Trust?

I’ve been working here for four and a half years. I was initially the Programme Manager and I have been the Manager for Wales for the last two years. What challenges has presented you with so far?

the

Carbon

Trust

I have had a lot of experience of power stations both locally and internationally, and travelling has really highlighted some things for me. People in the U.K. don’t actually want energy at all; they only want what it does for them. If we can provide that more efficiently and in a better way by using less energy, it would make a huge difference without inflicting the ‘pain’ of energy management, which no one wants to go through. The Carbon Trust has given me the opportunity to raise awareness, to make a difference in order to combat climate change by reducing carbon emissions through the business and public sectors, and to push the agenda forward. Four or five years ago, climate change, energy efficiency and carbon emissions figured pretty low on the political agenda and in the public psyche. Now they are top priorities. Have you seen a change in people’s perception of The Carbon Trust during your time there? Yes. The perception of The Carbon Trust has risen dramatically since it started nearly eight years ago. Many factors have contributed to its profile. For example, the political environment has changed and we need to talk to all the decision-makers everywhere to give them the information they need to help them to make the correct decisions. Business has made a huge difference and the feedback that they give to organisations. Now that public perception has risen, do you think that The Carbon Trust has a long way to go and,

if so, which are the key markets that you aim to target? Everyone has a long way to go as far as climate change is concerned. Businesses in Wales are saving over £29 million a year by working with The Carbon Trust, which equates to a reduction of 1.4 million tonnes of carbon emissions. There is still a lot of work to do. We’re working with companies to identify where improvements can be made and put the solutions into action, which could save at least that much again. As far as the development of technologies for the future is concerned, The Carbon Trust is looking to develop the biomass market and offshore wind power, help burgeoning companies through our incubation programmes, as well as raise awareness on national and international levels. These factors will undoubtedly give our businesses an advantage as well as facing the challenges and taking the opportunities that climate change presents. Where do you stand on the nuclear energy debate? I’m not an expert at all, but whilst everyone agrees that nuclear energy uses 0% carbon at the point of generation, there are many more factors that need to be discussed, such as the treatment of the fuel afterwards. With the black cloud of the credit crunch still looming over our heads, do you think that people will be less inclined to invest in energy-efficient technology and settle for a cheaper option instead? We work with businesses in order to do three things: we identify no-cost solutions that they can implement straight away, low-cost initiatives that they build into a one-year business plan, and programmes which are more expensive and require more thought. We also supply interest-free loans (up to £200,000 paid back over 4 years). The Carbon Trust has increased this service to reflect the credit

The Quick-fire round What have been the highest and lowest points of your career? The highest and lowest points were simultaneous. I was working with an international power company, which I really enjoyed as it allowed me to travel a lot and meet new people. On the other hand, I was spending hardly any time at home and I missed my family, which was really hard for me. Which one of the places you visited has left a lasting impression on you? I worked for short periods in Dubai, Hungary and South Africa, but the place that really struck me was Bangladesh. To see the difference that our work made to people’s lives, for them to have electricity in their homes for the first time, was extraordinary. Where do you get your inspiration? A lot of my inspiration comes from the values my mother instilled in me when I was younger. Now I get my inspiration from the fact that I have a vision, a goal, and that I know I am making a difference to people’s lives. Who is your business role model? I used to work with a man called Mike Armstrong, who taught me to stop and think. Sometimes you have to stop getting caught up in what you’re doing and just stop, reset and think about what you’re doing.

crunch and to allow SMEs in the U.K. to get hold of financing, providing they want to improve the energy-efficiency of their business. If businesses take advantage of this opportunity, they can continue creating their product in a more economically and environmentally efficient way without necessarily increasing costs. It also protects employment, which in turn safeguards against fuel poverty and having to rely on benefits. It is, therefore, supporting the business structure in the country. Will jobs still be created in the renewable energy industry even if they are being lost in other areas of the energy sector? The Carbon Trust is focusing on putting skills into the businesses and public sector themselves. When we first started working with the public sector, there were only one or two employees who were energy managers within their unitary authorities. Now all of them have energy managers; some have teams of up to five people dedicated to energy management. So a lot of jobs have been created as people realise the importance of energy efficiency.

How have Welsh businesses responded to The Carbon Trust’s initiatives in comparison with those in the rest of the U.K.? The Carbon Trust is strongly supported by the Welsh Assembly Government, and businesses and the public sector in Wales have been at the forefront of what we do. Ten local authorities have agreed to reduce their carbon emissions by 60% over the next ten years. A lot of The Carbon Trust’s initiatives have started in Wales and then been taken into the rest of the U.K. Wales is big enough to make a difference but small enough to know each other and work together closely, which I think is a huge advantage. What brand values do you think The Carbon Trust has and how are they being developed in Wales? We’ve enjoyed an increase profile and brand value over the last few years, but what sets us apart is that we are an independent business. We can work with the business community, the public sector and companies of all different sizes and provide

an independent point of view and advice. Every partnership that The Carbon Trust establishes has the right energy consultants working for the right organisation, ensuring that working with us will be the best thing for the business. When you look back on your time at The Carbon Trust, what do you think will be your proudest achievement? I am very proud of the team around me and how the work we have done has made such a difference to people’s mindsets and raised awareness of climate change as an important issue across the country. We have made the business community and the public sector take climate change seriously and change the way they work in a way that benefits them. (E)

For more info: www.carbontrust.co.uk

February - March 09

Digest

Scams Against Businesses Individual consumers aren’t the only victims of fraud Individual consumers aren’t the only victims of fraud. Businesses, from large corporations to small “Mom and Pop” stores, are targets for a variety of illegal schemes. No matter whether the con artist uses the mail, the telephone, or the Internet, the best defense against scams is to follow these basic rules: • Do business with companies you know and trust. If you don’t know them, check them out. • Understand the offer. Get all the details and promises in writing. • Check all bills and invoices carefully. It’s hard to get your money back once you’ve paid it to a con artist. • Guard your financial or other account information. Don’t provide it to anyone unless there is a legitimate reason to do so as part of a transaction. • Educate your employees about avoiding scams. Make sure they understand their roles and responsibilities. You can help stop fraud by recognizing these common scams and reporting them. Advertising materials, bogus invoices, calling card charges, charitable solicitations, cramming, fax fraud, internet services, loan scams, nigerian money offers, pager scams, paper pirates and toner phoner, pay-per-call scams, PBX phone scams, prize promotions, slamming, online auctions.

• Ensure that checks are carried out on all new employees including references, qualifications, experience and past employment. • Securely destroy all documents containing confidential or sensitive business information before disposing of them. • Store confidential or sensitive information in a secure place and limit access to key employees. • Check your business’s registered details at Companies House on a regular basis. • Register for Companies House PROOF scheme and monitor service. • Review your credit report on a regular basis. • Include fraud prevention and detection within your induction programme for all new employees and provide ongoing fraud awareness training to all employees. • Undertake checks on all new customers and review existing customers on a regular basis.

Fraud Info websites CIFAS – the UK’s Fraud Prevention Service www.cifas.org.uk Companies House www.companieshouse.gov.uk Fraud Advisory Panel www.fraudadvisorypanel.org Home Office Identity Fraud Steering Committee www.identitytheft.org.uk Serious Fraud Office www.sfo.gov.uk

Protect your organisation • Develop an anti-fraud policy statement and clearly communicate it to all employees.

February - March 09

• Implement a clear desk policy. • Encourage a ‘no blame’ culture where issues can be discussed without recrimination. www.fraudadvisorypanel.org

Oh cr@p! IT Fraud Facts There are more people working for hacker organisations that there are for data virus protection companies. Brazil, Russia, China and Florida are hacker hotspots. Be careful when using wi-fi over a non-secured line you don’t know who could be accessing it; whether it’s a bar or hotel. Fraud is the fastest threat to smart phones, you browse the internet on your phone but you don’t always have a virus protection program on it. It’s an offense to file share. There are very few viruses found on mac computers, however they do have weaknesses that can be exploited.

Products

Blackberry Storm Press and be impressed With a unique touch screen and cutting-edge multimedia capabilities, the BlackBerry Storm smartphone makes a great impression as you travel across town or to almost any corner of the world. www.blackberry.com

Digest

Redshif Adaptors especially for you Redshift is launching two brand new adaptors which add Bluetooth functionality to phones and music devices. They allow you to stream your favourite tunes from your device through virtually any Bluetooth accessory including speakers, headphones and car stereos. The Bluetooth iPod/ iPhone Adaptor enables Bluetooth connectivity for the iPod and iPhone. The Bluetooth 3.5mm Mini Jack Adaptor provides Bluetooth connectivity for any device that has a 3.5mm headphone socket. The RXS Bluetooth iPod/iPhone Adaptor and RXS Bluetooth 3.5mm Mini Jack Adaptor are priced at £29.99. Both are available from selected high street stores, www.rxsdevices.com and www.twistedcarbon.com.

iPhone The Swiss knife of phones With fast 3G wireless technology, GPS mapping, support for enterprise features like Microsoft Exchange, and the new App Store, iPhone 3G puts even more features at your fingertips. And like the original iPhone, it combines three products in one — a revolutionary phone, a widescreen iPod, and a breakthrough Internet device with rich HTML email and a desktop-class web browser. iPhone 3G. It redefines what a mobile phone can do — again. www.apple.com/iphone

Clean up Feeling the retro love

Product of the monthNikon Coolpix P6000 Impressive 13.5 megapixel camera with a versatile NIKKOR 4x zoom lens that lets you capture wide-angle and distant telephoto shots with ease. Advanced Exposure modes and system expandability provide outstanding versatility. Cutting-edge features include a built-in Global Positioning System (GPS) that can be set to record the exact location (latitude and longitude) where a shot was taken, and when uploaded on Flickr it will sort out the photos via geography for you! www.nikon.com

We loved the original retro Hetty and Henry Vacuum Cleaners with their smiling faces and now they come in a miniature size that is perfect for cleaning up those pesky crumbs on your desk. £9.99 www.drinkstuff.com

February - March 09

Digest

Product

a symbol of freshness and naturalness. The black aluminum used for the frame provides an exciting contrast. Porsche Design thus remains true to its distinctive design vocabulary and once again puts its faith in the use of challenging materials. The shape of the bottle refers closely to its function. It has neither a lid nor an annoying bottle top. The same puristic principle is reflected in the design of the case in which the bottle is enclosed: a plain prism out of black cardboard, which simply carries the name-tag “Porsche Design The Essence”. Porsche Design is a global luxury men’s brand and is determined by engineered products. Professor Ferdinand Alexander Porsche established the Porsche Design brand in 1972, whose products are

Porsche design men’s fragrance range

T Porsche Design launches its first men’s fragrance range consisting of eight products. The new men’s fragrance range allows Porsche Design to expand its range of classic gentlemen’s accessories which already includes items such as watches, sunglasses, luggage, sports and fashion collections, as well as electronic goods. The core product is an eau de toilette which will be available in three different versions. An aftershave lotion, aftershave balm, a hair and body shampoo and two deodorants in stick and spray form complete the range.

February - March 09

he new fragrance, with its striking cold metallic accords and warm woody tones, is characterized by three strong contrasting elements. The first contact is identified by an intensive top note of penetrating freshness and coolness, borne by a molecule called “arctical” which was developed specially for the new men’s fragrance. The sharpness which they engender is then subdued by the sensation of aromatic myrtle and juniper notes which follow on behind it. Spicy black pepper with a hint of Russian coriander leaves and Siberian pine provide a further contrast to the cold metallic accords. Warm, woody patchouli and balsam fir notes provide the third companion to the icy prelude. These are underlined by a delicate nuance of frankincense. The fragrance bottle designed by Porsche Design Studio is a glacier-blue, frosted glass prism with captivating purist architecture. The glass prism is contained within a protecting brushed, black, anodized aluminum frame. The light character of the fragrance is emphasized by the color blue,

attracting consumers with their technical innovation and represent functionality and timelessness in its purest form. Porsche Design products are sold in own retail and franchise stores, shop-in-shops, upmarket department stores and exclusive specialist stores. www.porsche-design.com

Office

Digest

Office Style Out monthly top design tips to ensure you have cutting edge office style.

Top Tip Your office requires the most order, and the key is to get organized. Use wall systems with two kinds of shelves: Closed shelves for displaying your books, folders, boxes and files of all types and open shelves for single pieces of accessories to brighten up the room. Tip: Colour-coordinate your books. It looks fantastic and creates an interesting and balanced look.

Veneto Chair From £689 www.boconcept.co.uk Occa Mini Table £999 www.boconcept.co.uk Cushion Multi Stripe £95 www.boconcept.co.uk

February - March 09

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Feature

Handling bad news well

ith this in mind it is important that communications be placed within the planning process rather than tagged on as an after thought. These simple steps will ensure that structured communications adds real value to your work, and will also help to ensure that media interest is controlled, and that the company’s reputation remains honest and intact. Planning checklist:

By Matt Appleby, director of Golley Slater PR Cardiff

With many Welsh companies under pressure to further tighten their purse strings and HR managers disappearing behind closed office doors, redundancy calculators in hand, the outlook is gloomy for many organisations. Add in the unexpected pressure of a looming news crew outside the office gate interviewing disgruntled staff and you’ve got a crisis on your hands. How this news is handled has a big impact on businesses and if it is mishandled can cause more damage than is necessary. Calling in PR professionals to help over a difficult time can take a great deal of worry out of a bad situation, mitigate any internal and external impact and keep managers free to get on with running the business. An effective corporate communications programme can also position a business well for sale and support wider activity.

1. Internal communications – retaining experienced staff within the business is a key part of maintaining a viable business. A structured internal communications plan should be developed with the HR team. This will include management of information flows from team briefings to intranets and the preparation of managed messages for the senior management to ensure consistency of communication.

2. Managing suppliers and customers – regular and structured communication will be vital to ensure suppliers and customers don’t walk away. A clear communication of the future plans for the business and the current activity to secure that future is vital to ensure stakeholders stay onboard. 3. Managing the press – a company in trouble is a newsworthy story for local and trade press. They will demand regular updates and revisit the story until a conclusion is reached. It may be tempting to offer ‘no comment’ and get on with a to-do list, but this is a missed opportunity. In any crisis communication it is important to minimise the negative and maximise the positive. The choice is clear – to manage the media relations to your advantage or let it run its course with no influence. 4. Embrace the digital age – all stakeholders will start a search for information with the website. Ensure that the web is embraced as an efficient, cost effective way to get your message out in real time and with no editorial bias. In a crisis situation key search terms can be purchased to drive traffic to the website of your choice. Ensure that it is kept updated and a senior member of staff has responsibility for managing this process. 5. Get the experts in early – most communications professionals are used to working under Non Disclosure Agreements (NDAs). The earlier they are involved in the process the more value they can add to internal and external communications. It is important to find trusted counsel in these situations. A number of sources are available from asking your local professional services community to visiting the website of the Public Relations Consultants Association www.prca.org.uk.

Case study A large print company decided to consolidate its operations into areas of specialist print. This meant that two of its sites faced closure unless a buyer could be found for the operations. As a communications agency we were called in to manage the process both internally and externally. A planning meeting was held with the senior management to agree messages and timelines for communications to staff, unions and external stakeholders. The plan was implemented internally through the HR department and existing line management structures. It was made clear that a buyer would be sought and the business would be run as a going concern for an indeterminate period. Although this was unsettling for staff there was no significant uplift in numbers leaving the company. Regular updates were given and the staff kept informed through the process. External audiences were engaged directly through company contacts, the corporate website and the media to ensure that all parties understood the business was a going concern, profitable and seeking a buyer. A number of briefings were held with key press to ensure that the message was clearly understood and not a ‘management smokescreen’. The process took four months and ultimately a trade buyer was found for one of the sites. The sale resulted in a small number of redundancies in administrative functions. A buyer for the second site was not found and it closed with the loss of 150 jobs. Professional communications supported this process by keeping key stakeholders engaged with the business and supporting the sale process. By dealing with the media through a well briefed consultancy the management team was able to focus on the job in hand. In conclusion... As recession looms large and organisations are increasingly required to justify spend, PR provides a measurable and tangible way of seeing where the budget has gone, as well as protecting a company’s market share. From a few days crisis communications support, to boosting internal resource with a day a month’s press office function, to an ongoing media relations campaign in place of above-the-line spend getting the experts in early can really pay off in the long term. February - March 09

Feature

2009 Brands

Top 10 Brands for 2009 What’s Cool this Year As we wave goodbye to 2008, Enterprise gives you a sneak preview of the ten products and brands tipped to make it big in the coming year. 01 American Apparel The largest clothing manufacturer in America is making waves in the UK. The bright, fun and totally unique brand image of American Apparel is captivating young people across the globe, and its success isn’t surprising. President and CEO, Dov Charney, set up the company in 2000 and moved all production into an immense factory in Los Angeles, California. What sets American Apparel apart as a manufacturer is that its production is based exclusively in the US and no labour is outsourced. Employees benefit from healthcare, free English language classes and outstanding working conditions. As part of its environmental policy, American Apparel provides its workers with free bicycles, produces goods made from organic cotton and has installed solar panels on the roof of

05 its factories in order to reduce power costs by 20%. What makes it different as a retailer is its incredibly colourful, wearable and affordable clothing, as well as an awareness of ethical issues, such as immigrant rights, in its advertising campaigns. With new stores opening in the UK this year, American Apparel is definitely the most exciting brand of 2009. 02 Apple The Apple success story continues. 33 years after it was established, the American multinational

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corporation is still netting record profits year after year. In 2005, Sir Alan Sugar made one of the worst technological predictions ever, stating in an interview “Next Christmas, the iPod will be dead, finished, gone, kaput”. Apple went on to sell over 174 million iPods, making it one of the most sought-after gadgets of all time. No doubt the Amstrad tycoon is eating his words. So, what’s new for Apple in 2009? Last year saw the meteoric rise of the MacBook and iPhone 3G which, despite all threats, has yet to be outdone by market

competitors. The latest patent to be put forward by Apple could certainly be handy for those of us living in cooler climes. The iGlove is designed to allow users of Apple technology, such as the iPhone or iPod, to operate each device properly, without having to remove our gloves and get cold hands. Whatever next? Apple is innovative, exciting and still the brand that everyone will want a bite of this year. Words: Pia Tandon

2009 Brands

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03 Barack Obama It’s no secret that politics is essentially about marketing – advertising and selling an image in order to move people to consume. The 2008 US Presidential Election, however, reinvented this idea to attract a new generation of voters and thinkers. Rather than adopting the traditional ‘bumper sticker method’ of promotion, Barack Obama’s campaign team marketed the presidential candidate using a slick yet subtle combination of slogans, logos and web design to tap into the voter’s psyche. The sale of Obama t-shirts, mugs and posters made millions of dollars for his campaign fund. The inclusion of blogs and coherent and consistent mission statements targeted an international audience that is tuned in to technology and wants the jargon taken out of politics. The marketing machine behind the Obama brand is unstoppable and likely to speed up as he takes his seat in the Oval Office. 09

07 04 Tiger beer The Edinburgh-based company, Scottish & Newcastle, has secured the UK rights to the infamous flagship brand of Asia Pacific Breweries, Tiger beer. The company believes that becoming the exclusive importer, distributor and marketer of Tiger will allow the brand to realise its full potential in the UK market. Launched in 1932, Tiger is brewed in 8 countries and sold in over 60 countries worldwide. It is already sold in more than 8,000 nightclubs and bars across the UK and we predict that the takeover will make this award-winning lager the tipple to be seen drinking this summer. Cool as ice. 05 LinkedIn.com Have you ever been caught idly stalking people on Facebook when you were supposed to be working? Here’s something that lets you to do some social 08

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networking whilst also making you look professional in the office. Launched in 2003, LinkedIn.com is a business-networking site that allows its registered users to discuss business opportunities and exchange ideas. The site has really caught on in the business world in recent years and currently boasts over 30 million members spanning 150 industries around the world. LinkedIn users can set up a network of direct, second degree and third degree contacts and use this to expand their business potential. By creating this network, every member is able to create new business connections by introducing themselves to mutually trusted contacts. Employers can post job vacancies on the site and, in turn, search for possible candidates. Those looking for employment can read the profiles of hiring companies and see if any of their existing contacts can introduce them. Just as Facebook is turning the world into one large social network, LinkedIn provides every professional with the essential information and contacts to move forward in today’s business world.

06 LittleBigPlanet for Playstation 3 The most recent craze for children and adults alike is the latest in a long line of inventive games created for the Playstation 3. LittleBigPlanet is an almost completely customisable game that revolves around taking cute characters (known as Sackboys and Sackgirls) on adventures through countrythemed levels that the player is able to create and modify with almost complete artistic freedom. Objects can be created and glued to levels and the characters’ moods can be altered. A major focus of the game is the ability to share your customised version with other players in the online global Playstation community. The clever marketing of LittleBigPlanet included a temporary shop set up in Manchester and London where the public could test the game for free. It’s a computer game with unforgettable visuals and beautiful characters that you can make your own. Check it out! 07 The Tesla Roadster Sport At the successful, if somewhat subdued, North American International Auto Show in Detroit in January, everyone’s eyes were on the future of the automobile industry: plug-in hybrid technology. With concern for the environment reaching new heights and increasing pressure on the dwindling car manufacturing industry to buck itself up again, battery electric vehicles are providing a sense of hope and excitement. Tesla Motors, an American company dedicated to the development and manufacturing of high performance, allelectric, zero-emission vehicles, debuted the Tesla Roadster Sport, a slick next-generation sports car which burns no oil and does 0 to 60mph in just 3.7 seconds. An upgrade of the Tesla Roadster, this phenomenal sports hybrid turned heads at the Auto Show and, compared to other cars in its price class, wins hands-down on price and efficiency. As customers sign up to a growing list of people eager

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to get their hands on this piece of cutting-edge technology, Tesla Motors has already announced plans to manufacture a four-door, five-passenger, zero-emission luxury sedan in 2011. 08 Lufthansa’s First Class Terminal If you’re a businessperson who likes to travel in style, this is definitely the way to do it. Fly Lufthansa via Frankfurt and take advantage of the entire terminal dedicated to First Class passengers. The terminal has your every need in mind and provides top quality service for top quality customers. You can relax in one of luxurious rooms, complete with spacious bathroom with a shower and bathtub – perfect after a long day on a plane. If you need to catch up on some work, there are individual offices with a telephone, internet connection and office materials to allow you to work in absolute privacy. Alternatively, you can watch a film or television in the comfortable lounge area, kick back in the Cigar room or sample some of the mouth-watering seasonal cuisine served up in the terminal’s First Class restaurant. All this before you are whisked away to the plane in a chauffeur-driven Mercedes or Porsche well in time for take-off. Too good to be true? Well, it gets even better. A brand-new lounge with improved features is scheduled to open in the Frankfurt terminal in February. How’s that for hassle-free travel? 09 The Presentation Pro Swiss Army Knife Forget corkscrews, can-openers and screwdrivers! The all-new and improved version of the traditional Swiss Army Knife is designed with the modern businessperson in mind. Like previous models, the Presentation Pro includes a USB key, the capacity of which has been upgraded so that you can now store up to 32GB of personal information in one pocketsized device. The knife’s most impressive feature has to be its fingerprint scanner, which ensures that data can only be accessed when an enrolled finger is swiped over it. Instead of the usual LED light, there is a built-in laser pointer that can be used to highlight important points in your presentation, and Bluetooth support means you can click forwards and backwards through your presentations without having to sit at your laptop or employ the help of a colleague. The Presentation Pro includes the usual knife, nail file, scissors and pen, though you can buy a blade-free version if you fly regularly. 10 LG Watch Phone After several months of rumours, LG Electronics finally unveiled the world’s first market-ready Touch Watch Phone at the Consumer Electric Show in Las Vegas in January. It’s slightly larger than the average watch, but its elegant, sleek exterior houses a phone with multimedia features, allowing you to access your phonebook, texts and emails by simply touching the screen. The phone is 3G compatible and will come with at least 70MB of storage. You can make calls, receive and send messages, play music and even take photos and videos using the

Watch Phone. In true James Bond style, LG has also developed voice-recognition and noise-cancellation technology, meaning that you don’t have to hold the phone to your mouth when talking and it will pick up your voice whilst cancelling out any background noise more the three feet away. The launch date has yet to be announced, but you’re in luck: LG is only planning on releasing this product in Europe. (E)

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Wedding | Corporate | Home Entertainment | Outside Event | FunctionRooms For all your catering services We at Spiro’s take pride in serving you and your guests from weddings to at home functions offering a selection of A La Carte Menus from which to make your choice. We are happy to quote for your individual requirements and our friendly staff will advise you on all aspects of the menus & wines. From a simple finger buffet to a lavish banquet from corporate functions to location catering, we have over 20 years experience.

Spiro’s (Cardiff) Ltd, St Peter’s Hall,St Peter’s St, Cardiff, South Glam CF24 3BA Tel:

02920 494425 | www.spiros.co.uk

Would you like to consistently achieve your business goals? Would you like to improve the performance of your employees to get the results that you want? Would you like to develop a positive team culture to provide the foundation for future development? Your greatest asset is your people but they can sometimes be your greatest problem. Your employees can drive your business forward but they can also hinder its development. But you can get the results your business deserves with Designs On Life. Designs On Life will enable your employees to perform at their full potential with our tailored, supportive and inspiring coaching programme. In fact, 100% of our clients achieve goals earlier than expected.

www.designsonlife.net nadine@designsonlife.net

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The Chandlery Restaurant The Chandlery showcases the best of Welsh produce by sourcing local ingredients from local farms. This Grade two listed building has been totally and sympathetically restored and the first floor can be booked for celebrations (and conferences) for up to 60 guests You can be assured of the best Wales has to offer in a relaxed, friendly atmosphere Lower Dock Street, Newport, NP20 1EH.

Tel: 01633 256622 www.thechandleryrestaurant.com

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Recession warning on Management Skills Investment

hose who try to save money by cutting back on skills development for managerial staff could be taking big risks with their futures, said Wales Management Council, the employer-led body which promotes better management and leadership. The Council has just published a document entitled: “Leadership and Management – What’s it Worth? – which sets out the case for spending ‘time, money and energy’ boosting the performance of managers at all levels. It also provides detailed guidelines aimed at helping Welsh businesses to maximise the return they get from investment in developing these skills. The report draws on evidence from both British and international studies that demonstrate the major rewards for employers in terms of competitiveness and profitability.

Businesses need to invest more rather than less in management and leadership development during the recession, says a new report on executive skills in Wales.

It also warned that firms which fail to invest in their managers’ skills are the ones most likely to struggle in a turbulent market. Said Sian Rees, development executive of Wales Management Council and author of the report: “There is a strong case for investing in skills at any time, but particularly during a downturn, when managers need to run things more tightly and get the very best from their staff. “The message of this report is very timely indeed. Although we began researching the document before the current recession, the advice it contains on building managers’ skills has become even more urgent since the economy took a turn for the worse. In these conditions, leaders and managers need to be at the top of their game,” she added. The new report quotes research from the international consultancy, Proudfoot, which shows that, in Wales alone, time ‘wasted’ by under-performing staff costs the economy around £2.8 billion a year. It adds that this figure is affected directly by the ‘people skills’ of front-line managers. It also points to a European survey by the Sector Skills Development Agency which shows that ‘people skills’ are the attributes most lacking among managers. Almost 40% of managers responding to the survey said they believed this was a problem.

managers’ skills but, equally, there are potentially big rewards for those who do.” She said that, despite the proven advantages of spending money and other resources on raising the capability of managers and leaders, Welsh and other UK firms still seemed reluctant to make this commitment. The new report quoted a figure from UK Department for Business Enterprise and Regulatory Reform (BERR) stating that annual spending on developing managers in the UK is a mere 37% that of Germany and only 61% that of France. On average, the UK spends £1,120 less per manager than most European countries each year. The document states that, to be successful, management and leadership skills development needs to be linked to clear business goals, the managers concerned need tangible objectives from their learning activity and they must have opportunities to put this learning into action quickly. It argues that it must be part of a cycle which analyses gaps in performance and ensures that, in filling these gaps, the organisation is addressing real business goals. Developing managers’ skills should, it said, promote current business goals and build the organisation’s capacity for the future. The report maintains that, to motivate Welsh managers to operate more effectively, the development of their skills needs to be linked clearly to regular performance appraisals. The document provides employers with a range of tools to enable them to identify the skills needed by their managers, select the best kind of training and development activity and evaluate how effective this had been. To underline its recommendations, the Wales Management Council report outlined the experiences of companies from different parts of Wales which had improved their performance substantially by boosting the skills of their managers. The report is being circulated free of charge to businesses and public sector bodies across Wales. Leadership and Management; What’s it Worth? – the case for spending time, money and energy on learning anddevelopmentforleadersandmanagersispublished by Wales Management Council www.walesmanagementcouncil.org.uk

Ms Rees added: “Research shows there are direct consequences for those who fail to invest in their

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La Trattoria Wales’ only italian restaurant with an in-house cookery school, is the perfect gift for a loved one.

a Trattoria is a beautiful haven which emphasises its Italian culture. Take refuge in its laid back surroundings and deliciously tempting menu. La Trattoria has been opened for four years and their love of food and people has developed further. Not only do they serve delicious traditional Italian food including Antipasto, freshly made pasta and Scaloppine of Veal, but they have opened up their repertoire by starting an Italian Cookery School. The classes are a celebration of diverse cooking from all regions of Italy. In the school’s warm, relaxed atmosphere you will learn about how to choose the best ingredients, experience the simplicity of Italian cooking and discover which Italian wines go with the food. Acclaimed chef and former owner of the internationally renowned Walnut Tree Inn restaurant, Franco Taruschio OBE is one of the teaching experts. Others include Enrico Devita, one of the best Italian chefs in Cardiff, Marco Vitolo, an experienced and modern chef and owner of Cibo and Massimo Scotti, Maestro Patissier and protege of Gordon Ramsay. Italian cooking embodies their traditional way of life, learn their secret and feed your family and friends with quick, fresh food prepared with seasonal ingredients. Enjoy a three course dinner with wine and great ideas for dinner party menus. Dishes may include warm aubergine rolls on a best of roast tomatoes and peppers, garnished with basil and goat’s cheese; caponata with baked cod; ricotta and chestnut cheese cake, or learn the secrets to the perfect risotto. Learn how to create delicious meals out of basic ingredients that are accessible. La Trattoria pride themselves on cooking according to the season whilst using fresh local ingredients.

They grow herbs in their garden as well as onions and garlic, which they use in their cooking. They also source the best local ingredients as well as importing some of the finest Italian ingredients including their own olive oil which is grown in their olive farm in Italy. This beautiful bistro is a fusion of Italy and Wales at their finest. Classes are held on a Saturday morning from 11.00am until the end of lunch, the cost is £38 which includes the lesson, three course meal and a glass of wine. With an eclectic array of people you will gain a unique demonstration experience. They also cater for corporate team building, through the

medium of cooking. cooked traditionally.

Enjoy simple Italian food

Situated above the well known La Trattoria Restaurant in Talbot Green, this unique cookery school is a real taste of Italy. 9-11 Talbot Road Talbot Green Pontyclun CF72 8AD www.latrattoriaeatery.com

Madeira Restaurante

aving been opened for around eight years, this family run business is a huge success with an extensive selection of freshly prepared traditional Portuguese dishes. Madeira is a fortified wine made in the Madeira Islands of Portugal and is highly prized, it is a traditional delicacy which creates the perfect name for the restaurant. As Cardiff’s only authentic Portuguese restaurant, their experienced Portuguese chefs create traditional meals for you to sample. Ranging from vegetarian dishes, fish, poultry, meat and pasta options there is something for everyone including their traditional Portuguese fish broth, Caldeirada.

Dine in style -

at Cardiff’s authentic portuguese restaurant

The Madeira restaurant is so popular they have extended the restaurant so that they can accommodate an extra 45 people who wish to experience great food, great atmosphere and excellent service. As it is a family business they provide a personal, friendly and consistent service. The Madeira uses fresh ingredients and all meals are cooked from scratch with the quality never being compromised. With an authentic and fantastic ambience, the Madeira is a small pocket of Portugal in Cardiff’s centre and will transcend you to warmer climates.

www.madeirarestaurante.co.uk

Madeira Restaurante

Starters - cold • Prawn cocktail £4.25 • Home made pate £3.45 • 1/2 pint shrimps £3.95 Starters - Hot • Soup of the day £2.95 • Garlic mushrooms £3.25 • Grilled Portuguese spare ribs £3.95 Main courses • Espetadas. Madeira special kebabs • Pork, beef, lamb, chicken, monkfish and more from £10.45 to £13.95 • Chicken piri piri £10.95 • Veal a Portuguesa £11.95 • Vegetarian meals available • Mushroom stroganoff £7.95 • All main courses are served with potatoes and vegetables of the day. • There are many side dishes available. • We offer many coffees and have a large selection of Portuguese Ports, Brandy and Liqueurs always available.

For a reservation please telephone 02920 667705 Fax 02920 308035 or email josemadeiraxxi@hotmail.com The Madeira Restaurant, 2 Guilford Crescent, Cardiff, CF10 2HJ

Take Care to Present Your Case

By Clive Sherer of West End Training

ne of our clients, a major stock broking firm in The City of London, was aware that even though their organisation had an excellent reputation and strong profile in the world of underwriting floatations, they were losing potential new business because their presentations did not have that extra ‘polish’. The lack of knowing how to present effectively can also have a damning effect whether you are presenting to a small group of your own colleagues or even in a one-on-one situation to a client who is sitting across the desk from you. We have all sat listening to presentations that neither hold our interest nor let us feel part of the subject. So how do we ensure that we avoid conducting poor presentations ourselves? You only have a few seconds to hold the audience’s attention from the time you start speaking. Try using the word INTRO to write the introduction to your presentation.

I = Interest.The opening phrases need to be interesting. Maybe a statistic. N=N eed.The need for them to know. T= Title. Every good presentation should have a title. R = Range.What will be covered during the presentation. O= Objectives.What will be the result of the audience hearing the presentation. Within INTRO, you will tell them what you will be telling them. During the body of the presentation you will tell them. In the conclusion you will tell them what you told them. Involving the audience makes the presenter’s job easier. You may also find that contributions from the audience help to put over your case. By the careful use of questions, you can also test the audience’s understanding of the presentation. When asking a question, use the Pose, Pause, Pounce method. Pose the question, and then Pause whilst everyone is thinking about the answer. Then Pounce on a member of the audience to answer. By using this method, everyone has had the benefit of thinking about the answer. This is more beneficial than choosing some one to answer the question first and

then saying, ‘John, tell me why ......’ If you use this method, only John will really be thinking about the answer, whilst everyone else ‘switches off’, glad that they have not been asked. When you get the answer to your question, praise the person answering and repeat the answer because not everyone may have heard the answer. Avoid distractions. If you play with your jewellery or watch, take them off. Do not jingle money in your pocket. By ensuring clarity of speech and avoiding jargon, you should ensure that your next presentation has the extra polish it deserves. West End Training offers a range of personal and business development skills and courses can be held exclusively for client organisations.

Contact Darren Evans or Clive Sherer. www.westendtraining.co.uk info@westendtraining.co.uk

Make the right connection

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Regular

Day in the life

Day in the life -

A sports lawyer

“A

s a sports lawyer I have a very wide practice which includes looking after the interests of sports men and women, teams, and governing bodies.

which we can advise. We also ensure that we develop the business on a daily basis, speaking to potential new clients, employers and sponsors to build future relations, as well as assisting clients when contractual issues arise.

For individuals this involves advising on legal issues as well as the routine management issues including negotiating employment and sponsorship contracts. I am interested in all forms of sport and having an appreciation of what motivates particular sports clients, coupled with knowledge of market forces helps me maximize my clients’ potential.

To be a successful sports lawyer you need to be passionate about and understand, sports– not just the game, but also the politics and business behind it.

My dual role as Head of definitive and Head of Private Client at Dolmans, allows me to bring my professionalism and private client skills into the competitive world of the sports industry. In the past I have played rugby both at amateur and semiprofessional level and I have a keen interest in the rugby world. However definitive. operates in a very wide spectrum of sports, both professional and amateur, from athletics and gymnastics to rugby and football.

Phil Bradley is head of sports management division definitive. which is part of Dolmans Solicitors in Cardiff. definitive. represents numerous sports men and women.

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We have assisted a number of high profile sports stars including, David Davies, Nathan Stephens, and Jamie Robinson, in connection with Matters on which they have required legal advice or assistance with sponsorship. Acting as a sports lawyer each day is different, presenting new and varied challenges. It may involve liaising with a number of our clients, managers, coaches and directors to ensure that we are aware of any issues and opportunities upon

Whilst it is important that you are approachable and build a rapport with the negotiating parties, your clients needs to be confident that you are the right person to fight their corner in situations which can be highly stressful for them. Finding the right balance being amenable in most respects but being prepared to be adversarial when necessary is an important feature of the role. You also need to be thick skinned because this is an incredibly hard business to break into. It is one thing setting yourself up in sports law, but another to get clients and build a reputation. The potential depends on two things: your networking skills and your ability to secure clients that employers and sponsors want. It is important that you present a professional image but ultimately if you represent a sports person who is in demand and that you have that person’s trust people will want to do business with you.

For further information visit www.definitivesportsagents.com

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