Archive for June, 2009

The Design Process- An Introduction

Wednesday, June 17th, 2009

The concept of marketing is simple; you create a process by which you anticipate, identify and satisfy consumer demand profitably. However, if a marketing strategy is not planned and executed strategically, it can by costly and ineffective. Creative skill and time are two of the main resources most companies who have recently formed are in short supply of, and yet in many situations, they are the two main requirements of a successful marketing strategy .In this post we will look at the importance of developing a coherent and consistent brand identity and the design process.
Regardless of whether you are in the process of devising a simple logo design or an entire suite of corporate communication. Having a creative and coherent brand concept is vital right from the point of company formation, as when the business is operating it will act as a creative representation of your company.
A company’s brand will represent the company for years to come and -as many established brands will testify – completely re branding a company is expensive, time consuming and potentially damaging. Therefore, it is worth investing the time and finance into getting it right from the point of company formation.
Most small business owners do not have sufficient design skills in house and as a result seek outside help. While outsourcing the design process to an external agency or freelancer may seem complex, the whole process is made a lot simpler by understanding the various stages between establishing an approved brand concept to its execution.
Step 1: Developing a Brand Concept
These images will normally be the result of a meeting with a business owner, in which they described their concept of the brand and how they want it to be visually interpreted.

Historically, these initial images we manually drawn; now it is much more common for designer to give you graphically designed logos.
Step 2: Approved Designs
At this stage of the process, there will usually have been a considerable amount of re-design and amendments before the concepts have been approved
Step 3: Artist

At this stage, the agreed designs are sent to a painter who will give you a physical representation of exactly how the printed design will look. This is the final point when any amendments can be made

 

Step 4: Printing Stage One
The approved artwork is sent to a professional printer. A set of proofs will be printed to ensure you are happy with the whole design.
 Step 5: Final Print
The approved proofs will now be printed on a large scale and sent to you.

Get The Passion You Had At The Time of Company Formation

Monday, June 15th, 2009

Yesterday, we looked at how Adam Walker, CEO of Walker Creative, lost the motivation he had at the start of the company formation process. This is becoming more and more common in small business founders, largely due to the increasing financial demands of the recession. In today’s post we review the reasons behind a loss of motivation and look at various strategies for getting it back
Why? 
There are many reasons why entrepreneurs start to lose their passion for the company they formed; change in personal circumstances, increasing demands of the economic context, changing market conditions. However, business analyst James Tatham suggests that for most entrepreneurs the problem stems from a lack of sufficient experience.
“A lot of entrepreneurs are motivated to start their own company by a particular talent or skill. At the beginning and through the start up phase of their company, there is not much need for them to concentrate on anything other than selling their skill. However, as their company begins to grow so do the operational demands of running a business “comments Tatham.
“They begin to struggle with areas such as book keeping, HR and administration. Subsequently, things begin to slip and many entrepreneurs begin to get disillusioned as they are spending less and less time concentrating on the skill that motivated them to begin the company formation process to begin with.
This is what happened to IT firm, Innovate. “We had lost the thrill of a sale” states CEO Ian Meyer. “Even after we won a big account, instead of thinking how we could use this win to expand our company, my partner and were looking for a way out.”
How do you get things back on the boil?

Go Back to the Start.
One of the most important things to do is define what it was that motivated you to start the company formation process to begin with. The key is to identify what inspired you to start your business in the first place.
Delegating and outsourcing operational activity such as HR and accountancy to other professionals will allow you concentrate on broader strategy and reconnect with the passion you lost”
Rediscover your objectives

Take a fresh look at what you want to achieve for both your personal and professional life.
For Meyer this meant doing a complete re-draft of his original business plan and development strategies.
“Knowing what I wanted to achieve defining how I was going to do it, gave me clear strategic vision.”

Lost Your Motivation

Monday, June 15th, 2009

Almost all entrepreneurs begin the company formation process with energy and enthusiasm for the venture they have started. However, as the demands of the recession increase and the future looks more and more unstable, many small business owners are feeling the pressure and losing their motivation. This situation is all too familiar for Adam Walker, CEO and founder of advertising agency, Walker Creative. In today’s post we look at how Walker lost his passion for the company he formed and how he rediscovered his motivation.
Walker formed Walker creative with Sarah Levy, out of a passion for advertising and design. Spotting a gap in the market for digital communication, Walker introduced integrated online campaigns to big brands. The company grew exponentially in the first two years, until as Walker says “We became our own barriers to growth.”
“Online advertising was a revelation; it completely revolutionized advertising and how brands communicated with their customers. We formed our company at the start of the dot com boom and there was a lot of business to be done and money to be made. But then the market started to turn. When we started, we were the only agency that concentrated solely on digital, but then everybody began offering it and we could no longer command the fees we once did. Business became hard, cuts had to be made and it became extremely disheartening.”
Walker took a step back from the business for a couple of weeks and began to re-connect with the passion he once had.”I realized I was concentrating too much on the daily operations of the company – book keeping, HR and endless meetings. As a result, we had failed to react to dynamic market conditions and had got left behind to an extent. Once I began thinking more strategically, I rediscovered the vision I once had for the company and all of a sudden I knew where we were going and how we were going to get there.”
In tomorrow’s post we talk to other entrepreneurs and offer some advice on how to put the passion back into your company.

Take It To The Board

Saturday, June 13th, 2009

In yesterday’s post, we looked at what to do when conflict occurs between two founding partners. Today, we look into what happens when you add board members in the mix.
If you have formed a company together and worked together for a significant number of years, through the difficulty of the start up phase and made it through various economic downturns, regardless of any personal difficulties you may have had , it is likely that you have a healthy mutual respect, based on the foundations of shared experience. However, if you have brought in a collection of private investors, you have relinquished an element of control to people who not only have a substantial economic interest in your company, but also a clear concept of how the company should be run now and in the future.

  
Rather than being muscled out by the other partner, being pushed out of the company they formed, by a board of directors probably ranks higher in a founder’s list of anxieties. 
The most common boardroom disputes are caused by the conflicting opinions of the people that manage the day to day operations of the company and the investors who have never worked within the business as such. According to Wright “This conflict can quickly destabilise the board.” Here are list of warning signs to watch out for:

• A partner or board member consistently expressing his or her concern re another member’s opinion or ability.
• Board and Partners are increasingly split in the opinion of how the company should progress.
• Private alliances are being formed
• Personal agendas are becoming increasingly prevalent.
• Information is withheld

Thos Who Start the Company Formation Process Together Stay Together

Friday, June 12th, 2009

Making the decision to complete the company formation process with a partner is complex. As your business evolves so to will your business relationship. Even if you are able to maintain the original management structure – just you and them – there is a great chance that at some stage you will have a big disagreement over the direction of the company. Like all major relationships, there is a chance that your differences will become irreconcilable, communication will break down and your company will suffer.   So what should you do?
Get to the Root of the Problem
As we saw in yesterday’s post, a breakdown in communication at a partner level can have disastrous and far reaching consequences on a company. Therefore, Matthew Wright of ISG Management Consultancy, states that the most important thing to do if you feel a situation is creating too much friction, is to resolve the dispute before one partner feels the situation is hopeless.
Most disputes arise from conflicting opinion on the future direction of the company both partners formed together. “People change and so do their personal and lifestyle objectives” comments Wright “When partners initially decide to form a company and through the early start up phase, it is likely that they both share the same ambitions for their company. However, in a lot of situations as life changes so does their vision of the company. As a result, there maybe a situation between partners, where one person wants to sell the company and the other wants to continue to put all profits back into the business to facilitate its future growth.”
In many cases, disharmony between founders can be boiled down to one issue; “Should we cash in and sell the business?”
However, disputes are not always about founders changing directions. In a lot of cases, the dispute is rooted in one partner’s frustration at the unequal distribution of work.
It is usually this type of personal issue that partners find difficult to talk about. This kind of communication issue can be exacerbated by the increasing demands of the recession and the day to day growing pains of a small business.
What should you do?
In a perfect world, disputes would be identified actions would be taken to resolve them and things would never get out of control. According to Matthews “Communication is the most important of partnership. The only way to really deal with tension is talking about it and having a platform where each partner can be truly honest.”

What Happens When A Dispute Spirals Out Of Control

Thursday, June 11th, 2009

Depending on the type of entrepreneur you are, you will have an established strategy in your mind on how you would deal with a corporate dispute within your organisation. Even if your company’s management structure is robust, as you business evolves there is always the possibility when you put a group of strong willed business people in a room together, to discuss the future of a business they are passionate about, that some element of dispute will emerge. While these disputes can be conducive to better performance going forward, on some occasions they can result in mass destabilisation. Today, we look at the far reaching impact a board dispute had on the Law Firm Wallace & Kingsley. In tomorrow’s post we will give you some guidance on how to avoid such disputes and what to do if they do occur.  
In the case of Wallace & Kingsley, a simple disagreement over a HR issue, resulted in such friction at a board level that it culminated in resignation,and eventually, legal proceedings were filed. Founder Richard Wallace states “With the benefit of hindsight I can now see the crucial mistakes we made; board members spent very little time developing good working relationships with each other. Therefore, when a minor dispute occurred, directors found it difficult to communicate with each other and the result was a completely destabilised board.”
“This dispute spiralled out of control and had such far reaching consequences that our company has only just recovered” comments Wallace. “I am convinced this has hindered our business’ progress. Not only did I have to switch my concentration from expanding this company to dealing with the fall out, it damaged our brand from the point of view of existing clients and relationships I am convinced would have progressed were lost, due to the fact we could not present a united front.”
 In tomorrow’s post we give you an action plan of what to do when a dispute looks like it could result in a fragmented board or disaffected partner.

How to Establish Brand Value

Wednesday, June 10th, 2009

In yesterday’s post we concluded that, regardless of the sort of entrepreneur you are, or you motivation to begin the company formation process – be it to sell the company or form a company you can run for the rest of your life – building brand values is core to future success. Today, we will provide with four key areas of your company to focus on when creating brand values.

Leadership

Even if your company has a horizontal management structure, and decision making is very much a democratic process, it is impossible for the identity a company to come from anywhere else apart from the original founders. The company you formed has the identity it does at this moment, due to the fact you started the company formation process with a clear idea of the brand what you wanted it to be. Therefore, from the point of formation, growth and maturity it is crucial you articulate your concept of what your brand currently is and what you want it to be in the future.

 Management

Creating a robust management team and infrastructure is one of the key ways of creating strong brand values in your company. Especially if one of your main objectives is to eventually sell the company. Having an effective and established management team, will assure potential buyers that there are people who had an integral role in the success of the company still there and capable of moving the company forward.  Steven Hudson, founder of Hudson Electronics, says “When I first formed the company, I was in a position where I couldn’t go on holiday, because the day to day operations of the business could not function without me. Now that we have established a strong management team, the company can run without me and I wouldn’t have it any other way – indeed, if we weren’t in this situation I think it would undermine the brand I have created.”

Sector and Market Conditions

Regardless of how you choose to establish brand value in your company, your business will be more ‘valuable’ if it operates within a growing sector. You must have a comprehensive grasp on where you stand in the market place. Knowing your market share, market, and brand’s position within it ,is vital.   

Accounts

Building value in your brand, is about focusing on the things you would expect; customers, market and marketing. However, it is also based on how your run your business. Your brand is likely to be deemed more valuable if your have a proof of previous profits and established streams of revenue.

The Importance of Building a Brand

Tuesday, June 9th, 2009

From the point of company formation, most business owners have an idea of what sort of brand identity they want their company to have. Having a strong sense of what you want your brand

to be about, allows you to communicate it to members of your team and makes the process of delegation easier. Also, if you want to sell your business in the future, having an established

brand is crucial, as Laura Walker, founder of Walker Direct, found out.
Walker founded Walker Direct, which supplies bedroom furniture to key retail outlets, in 1990. She sold it in 2008, though she still retains a 10% share. However, Walker’s objectives for her

business were always clear from the point of company formation; she wanted to establish a brand with a clear identity and market reputation and sell the company.
“I was motivated to form my company by my ambition to create a better lifestyle for myself and my family. I was always confident that it would be a success, however, I knew that I did not

want the responsibility in the long term. I also did not want to continue investing the profit made back into the company.” Therefore, for Walker, establishing a brand was crucial.
In tomorrow’s post we will give you some practical advice on how to create brand values for your business by concentrating on four key areas; Leadership, Management, Market Conditionsand Accounts

Forming a Fair Share

Monday, June 8th, 2009

In our previous post, we looked at Pearson Innovation – a technology company that implemented an Enterprise Management Incentive. According to the company’s CEO, Matthew Pearson, the results were extremely positive; increased staff engagement, motivation and retention? In today’s post we aim to give some practical advice on how to implement such a scheme in your company.
How to deal with Formation

The process of implementing a share ownership scheme has been perceived as notoriously complex and time consuming. However, it is merely another sort of company formation. Martin Wallwork, founding partner of the international law firm Wallwork & Mason , explains how implementing a share scheme can be seen as complex, due the number of formations available. However, he states “All these different formations fall into two main divisions: Initiatives that are HM revenue and Customs approved and initiatives that are not.”

Like all issues to do with business administration, there is a substantial amount of bureaucracy to get through. As Pearson confirms “As you would expect with any sort of company formation, it needs to be executed correctly.” Therefore I would suggest you need to consult professional advice to ensure there are not complications down the line, which could undermine the purpose of undermining the scheme in the first place.”

Loyalty and Retention

For Pearson, implementing a share ownership scheme has resulted in a motivated and committed workforce. “Staff retention, productivity and motivation are all up. The future looks bright.” However, it would be naïve of us to suggest that there isn’t a potential downside, a reality that even Pearson freely admits.

“My main objective was to find the most productive motivational strategy to reward my team. In my company, it has worked to ensure key members of staff are retained and, for the moment, it looks as if they wish to remain here for the foreseeable future. While this is a positive outcome, it was not my primary objective.”

Ultimately, if a member of your team is unhappy in their role, it is best that they leave the company, not remain due to the fact they have shares.

All in all, Pearson remains confident in the future success of the share scheme he implemented. “When you pass the coffee machine and you hear staff discussing share prices rather than complaining of stress or gossiping about other members of the team, you know you have done something right.”

Company Incorporations Around Europe

Saturday, June 6th, 2009

Over the last few years, an interesting phenomenon in the arena of company formations has been the sizeable number of European individuals forming a company in the UK.

Germans in particular, but also French, Italian and particularly Norwegians have flocked to UK formation agents to form a company.

A quick look at the basic rules for company formation relating to some of these countries gives an indication as to why this has been the case.

In Germany, the basic type of company, a GmBH requires a minimum signed up or paid up share capital of €25,000.  Additionally, the cost of forming such a company can run to a few thousand pounds and it can take a good number of weeks to complete.

The same is the position in France where the incorporation process can take as long as 3 weeks and the cost can be over €1,000.

In Italy, the formation of an SRL company similarly can take a number of weeks and we have received quotes for as much as €3,800 for the formation.  The capital requirement for an SRL is €10,000 and a quarter of this has to be deposited with a bank in Italy before the Deed of Incorporation is executed.

In the Netherlands, a BV company incorporation can typically take 4 weeks to form and the costs can be almost €5,000.

Sometimes we forget how easy we have it in the UK where the formation of a company can take place in a matter of hours from as little as £24.99.