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Doesn’t it make sense to bring in a Doctor before someone else brings in an Undertaker?

Peter Disney • Mar 22, 2018
Although there appears to be no shortage of great business books and even free business advice, small businesses are continuing to struggle with below average profits leading to cash flow difficulties. They are not bad businesses and they will not necessarily fail, but the sad truth is too many will. During economic prosperity they claw themselves from month to month just making enough profit to pay their way, but seldom being able to stash away surplus profit or reduce an overdraft which has become hard-core borrowing. It only needs one poor month to cause everything to come crashing around their ears.

Whatever industry you are in, there will almost certainly be competitors who are making fantastic profits and those who will fail. Most will be somewhere in the middle. But why aren’t you making as much money are your most successful competitor? Generally the reason given will be financial. “He is bigger and has economies of scale”. “He owns all of his own plant or vehicles so doesn’t have the cost”. “She owns her own show room so doesn’t have the high rent to pay that I do”. “He spends more on advertising then I do”. “He has been established longer than me and can afford to charge more”.

No matter what the industry, the reasons are always the same and are finished off with “but my business is different”. Every human body is different but the illnesses are generally the same. Some occur as a result of how you treat your body and others are down to having reached a certain age. Bodies and businesses are very similar.

If your business is not fit then seek the advice of a business doctor before it is beyond repair. But what does a business doctor do? It’s all about balance. If you concentrate on just one area of your business it cannot possibly run as smoothly as it could if all the critical areas were given the same amount of attention. So what are the critical areas?

Some business gurus say that there are only 3 key skills needed to run a small business:

The ability to sell the product or service.
The ability to produce or deliver the product or service.
The ability to collect the money and realise the profit.

Most people who start up a business can only do number 2 (or part of number 2). They have a technical skill learned while working for someone else and believe that this is all they need to know to run a successful business. At the very least they only know a third of what they need to know but in reality they probably know less than 10% of what it takes to run a successful business. We, in fact, have identified 13 major areas that need to be balanced and the only way for a small business owner to cope is to either learn incredibly quickly or to use the experience and knowledge of outsiders.

There is little space in this article to explain these areas in detail but probably the most important area is leadership. How would you lead a team to the North Pole without planning and what about a map to show you where to go and to help you identify the likely problems you will face on the way? Less than 3% of small businesses have a written plan of where they are going and how they are going to get there. They do not have defined targets, they do not know what their Key Performance Indicators (KPIs) are and they have little idea what their breakeven position is. There is an old saying which states that “what gets measures, improves”.

So you must plan, record, compare and therefore control what happens to your business rather than just drifting along and keep your fingers crossed that things will be ok. This is very much the role we have with some of our clients where we are actually journeying alongside them throughout the year rather than turning up after the year end to prepare a rather meaningless historical summary. By then it could be too late.
The importance of credibility in business
By Peter Disney 01 Jun, 2023
In today's fast-paced, ever-changing world, it can be difficult to know who to trust when selecting a supplier. Social media has given rise to a world of noise, where anyone can post anything, and it can be challenging to know what is true and what is not. As a result, credibility has become more critical than ever when selecting any supplier. In this article, we discuss the importance of credibility, the challenges posed by social media noise, and how to identify credible suppliers. What does credibility actually mean? It encompasses sincerity, integrity, authenticity and reliability but fundamentally it is based upon trustworthiness and expertise. It is a combination of both emotion and logic. Credibility is a critical factor when selecting a supplier because it determines whether you can rely on them to deliver what they promise. Making the wrong choice can lead to delays, quality issues, and inevitably financial losses. For example, selecting a supplier based solely on their social media presence can be risky because social media noise can make it difficult to know what is genuine and what is not. In today's world, anyone can post anything on social media, and it can be challenging to separate the truth from the noise. As a result, businesses need to be cautious when using just social media to select suppliers. There was a recent news story about an accountant who had hundreds of 5 star reviews based upon getting massive tax refunds for their clients. It transpired that the refunds were fictitious and HMRC subsequently demanded the refunds back together with interest and penalties leaving those taxpayers with massive debts and long repayment terms. The accountant denied any responsibility and ignored any communications and requests for help. One way to ensure credibility is to look for reliable third-party evidence. For example, has the supplier won any industry awards or hold recognized professional qualifications or perhaps a referral from another professional you already know and trust? Independent endorsements by the supplier’s peers provide a level of reassurance not provided by online reviews. Formal qualifications not only provide evidence of expertise but also ensure adherence to standards of behaviour. The accountant mentioned above was not a chartered accountant and therefore not subject to the rigorous oversight of a professional body. Another way to ensure credibility is to research the supplier's track record including their length of experience. Whilst new suppliers may have recent technical skills learnt from college or university, they will lack the practical experience that comes from working with many clients over many years. For example, a more experienced accountant is likely to have seen a wider range of financial issues and developed a deeper understanding of the unique challenges businesses face especially in regard to surviving recessions. So, you ask how long a supplier has been in business, and what is their experience? This information can be found through online searches, industry publications, or by speaking with other businesses in your industry.  Don’t forget to consider the supplier's financial stability. A supplier that is financially stable is more likely to have the resources to deliver on their promises. Consider their financial statements, credit reports, and any other relevant financial information to ensure they are financially sound. We often see advertisements claiming to be able to achieve amazing results yet when you check their own accounts at Companies House they are often insolvent. If they cannot get their own house in order how can they achieve those results for you. It is also important to evaluate the supplier's communication skills. Do they respond to your inquiries promptly and professionally? Do they communicate clearly and effectively? A supplier that is responsive and communicates well is more likely to be reliable and trustworthy. There is a lot of discussion over recent years that you should consider the supplier's values and ethics before doing business with them. Simon Sinek’s view is we don’t buy what a supplier sells, we buy why they sell it. We like to understand our supplier’s “purpose”. Whether you believe that or not asking questions about their culture, codes of conduct or ethical guidelines will ensure that you feel comfortable in dealing with them. So choosing a supplier that aligns with your values and ethics can help ensure a long-term, mutually beneficial relationship. Finally, it is important to evaluate the supplier's level of innovation. In today's rapidly changing business environment, it is crucial to choose a supplier that can adapt to changes and innovations quickly. Consider their investment in technology and R&D. In conclusion, credibility is essential when selecting a supplier, particularly today where social media noise can make it difficult to know who to trust. By looking for third-party endorsements, researching track record, evaluating financial stability, considering their values and ethics, and assessing their level of innovation, businesses can ensure they select a supplier that is reliable, trustworthy, and can deliver on their promises.
By Peter Disney 26 Apr, 2023
Life is about making choices. This is true about both your personal and business life. The decisions we make are usually governed by more than just about money; where and how you should “spend” your limited resources. Time, energy, feelings, values and beliefs all come into play. Choices are about "opportunity cost". Money, time, your energy, are all limited resources so consider carefully “What’s in it for me” for every element of your life.
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