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Why you need to improve your listening skills!

July 25, 2019 By Lesley Anne Rubenstein-Pessok

It’s not often that I write an article for business people telling them to do something. Typically, if someone tells me to do something, my urge is to do the opposite! Due to that fact, I avoid telling others to do something unless I feel very strongly about it. I feel very strongly about the importance of possessing excellent listening skills and have yet to meet someone who couldn’t improve theirs, however good they are (or think they are).

Why?

Because they are essential! Listening is the key to understanding, whether in conversation with a business partner, an opponent, a sales call, trying to close a deal, figure out why a staff person is unhappy or demotivated, or what’s really going on at your child’s school. It is all through your listening skills.

What isn’t being said?

It’s not just about what the person says, but what the person isn’t saying. There are clues in their word choices. Are they being evasive or direct? Are they hesitant? Having you used language that allows them to speak freely? What about the atmosphere?

Body language

If they are in front of you, what is their body language giving away? Is their verbal language saying one thing and their facial expression and/or stance saying another? Are their hands clenched or relaxed? Even over the phone we can detect a change in tone or energy – what does that say to you?

How does one improve listening skills?

Tip 1 – Awareness

Being aware that you want to improve your skills is the first step, because as you enter a conversation you will ‘switch on’ your powers of listening. As your mind wanders, you will need to bring your attention back to the speaker. The more you do this, the less your mind will wander during conversations, when the ‘switch’ is on.

Tip 2 – Practise

Like everything in life, practise makes perfect (or close to). I’m currently learning how to play the djembe (African drum) and am very aware of how I’m improving in sound and speed by practising most days (my husband might not agree with this statement!). It’s the same with listening skills! You will have plenty of opportunities to improve your skills in the various spheres of your life. The more you practise, the better you will become at listening.

Practise everywhere and with everyone – it will soon become a habit.

Tip 3 – External noise

Noise distracts from your powers of listening – it will either make you focus more intensely to hear your conversational partner, or it will overwhelm you and make you focus on the external noise. If you cannot hear your partner due to external noise, move to a better environment. Your partner will be flattered that you want to hear what s/he has to say. If this is an important meeting, choose the venue carefully to avoid this mishap.

Tip 4 – Internal noise

But what about internal ‘noise’? What happens when you daydream, possibly because the conversation isn’t attention grabbing or because you suddenly recalled something you forgot to do. Bring your focus back if you missed an important sentence and apologise, if necessary. The more you practise listening to your conversational partner, the more often the internal noise will disappear.

You’ll know you’re listening when you mind is empty of internal ‘noise’ and your total focus is on the person with whom you are conversing

Tip 5 – Leadership skills

Going back to the ‘Why’ improving your listening skills are important – can you think of a single, democratic leader whom you admire who didn’t have excellent listening skills? How did you feel when you are conversing with someone important to you who was fully focused on what you were saying? You felt respected? Appreciated? Interesting? What if you made others feel that way? I would argue that keen listening skills are essential if you want to become a leader in any area of your life.

Tip 6 – Emotional Intelligence (EI) or Emotional Quotient (EQ)

Improve your EI/EQ by following tips and exercises. See this article, for example, for more information on How to Increase Your Emotional Intelligence.

In summary

By raising your self-awareness of how you are being in your life and in every facet of it, improving your EQ/EI and empathy, and above all, your listening skills, you will become more effective and powerful in making a difference in every aspect of your life and the lives of those dear to you.

If you would like a mentoring session on this topic or others, contact lesley.rubenstein@lgbusinessadvisors.co.uk or call her directly on 020 8868 3163.

Is your brand positioning clear enough?

July 25, 2019 By Susanne Currid

Do you truly know how your customers perceive your brand? When running a business, it can be all too easy to get caught up in day-to-day operations and to lose sight of what your customer is thinking. Unfortunately, if you’re not actively working to shape and communicate your brand position, the customer will simply make his or her own decision as to what you stand for.

If your brand positioning is not clear, your business will suffer from some or all of the following issues.

You try to sell to everyone, and end up attracting no one in particular
Customers don’t understand the problem you’re solving or the want you are meeting
Unique features of your product or service will not be realised or understood
Benefits you offer in comparison to other competitors will not stand out
Reasons to believe in your brand are not crystal clear

As an example, a crack garden landscaping team may do a great job on the ground, but their website and marketing material undersells their particular brand strengths. A beautifully crafted gin maker has created a product of high provenance, but they still struggle to make their brand stand out in a sea of craft drinks competitors.

More established businesses can also slowly slide into brand confusion as elements keep being added to the mix and clarity is lost over time.

Whatever stage your business is at, it’s essential that you create and then review your Brand Positioning Statement on at least an annual basis.

A Brand Positioning Statement helps a business to recognise who the target market is. It makes you think about how you want your brand to be perceived in the market place. For brand clarity, it’s essential that this statement is in place before any further marketing activity is started.

In a nutshell, a Brand Positioning Statement will include the following:

Target customer description – you can have multiple groups or segments
Customer problem (needs or wants that will be addressed by your product/service)
Solution – how your product or service answers the customer need/want
Unique Selling Proposition – why your consumer chooses you over your competitors
Competition – what are your competitors doing to solve the same want/need
Reasons to believe – what aspects of your product or service prove that you can deliver

With a Brand Positioning Statement in place, you have significantly increased your chances of getting a good return on investment from your marketing budget.

For support with developing an improved Brand Positioning Statement for your business, contact our Brand Marketing expert Susanne Currid at Susanne.currid@lgbusinessadvisors.co.uk

Is your brand positioning clear enough?

July 25, 2019 By Susanne Currid

If your brand positioning is not clear, your business will suffer from some or all of the following issues.

You try to sell to everyone, and end up attracting no one in particular
Customers don’t understand the problem you’re solving or the want you are meeting
Unique features of your product or service will not be realised or understood
Benefits you offer in comparison to other competitors will not stand out
Reasons to believe in your brand are not crystal clear

More established businesses can also slowly slide into brand confusion as elements keep being added to the mix and clarity is lost over time.

Whatever stage your business is at, it’s essential that you create and then review your Brand Positioning Statement on at least an annual basis.

In a nutshell, a Brand Positioning Statement will include the following:

Target customer description – you can have multiple groups or segments
Customer problem (needs or wants that will be addressed by your product/service)
Solution – how your product or service answers the customer need/want
Unique Selling Proposition – why your consumer chooses you over your competitors
Competition – what are your competitors doing to solve the same want/need
Reasons to believe – what aspects of your product or service prove that you can deliver

With a Brand Positioning Statement in place, you have significantly increased your chances of getting a good return on investment from your marketing budget.

For support with developing an improved Brand Positioning Statement for your business, contact our Brand Marketing expert Susanne Currid at Susanne.currid@lgbusinessadvisors.co.uk

Is your business stuck at a crossroads? Time for a strategic review.

June 30, 2019 By Gordon Carmichael

Many businesses reach a stage when they are at a crossroads about the direction to take next or are “stuck” without a clear strategy. It may be a crisis point or it could be an opportunity to take a different path. Directors may no longer be aligned with the planned company direction, and this can cause friction.

Rather than putting off hard decisions, it makes sense to face up to the challenges and opportunities, have a strategy review and then put an implementation plan in place.

Reasons for a strategic crossroads could include:

Change in market dynamics that impact growth or profit potential.
Increased competition forcing new approaches.
Loss of important customers or contracts.
New product or service opportunities possibly requiring research and development.
Recognition that the business is too reliant on a small number of key customers.
Macroeconomic/political changes such as Brexit.
Divergence of what Directors want from the business.
Planning for exit / opportunities to acquire.
Changes in key staff or skills that no longer reflect the needs of the business.
Falling behind in taking advantage of the operational efficiencies of new technology.
Lacking the funds to develop the business.
Measurement and reporting that does not give the right management information.

If there is a need for change or at least a need to review your current strategy, how should you go about it? A few businesses make reviewing strategy almost a continuous process. Others wait until there is a “big bump” to traverse or an unforeseen opportunity.

Smart organisations often involve outside help in the strategic review and implementation planning process. This helps keep focus on what is needed and ensures that an independent non-biased view is taken to maximise the opportunities. Our group of advisors have helped many companies achieve strategic success.

The following four step process works for most companies:

1. Big Picture – Step back and look at the big picture. Don’t get stuck in the day to day operational challenges. Take high level views about the elements of your business and the markets that you service or would like to serve. This phase is the time to re-examine your mission, vision and values – are they still right for your business. Try to define the big picture direction the business could or should take. Depending on the size of the organisation, there may be delegation of some tasks. There may also be research to validate potential options.

2. Implementation Plan – Once the direction of travel has been determined or options identified that need to be refined further, then it is time to get into more detail.

The company objectives need to be set or reset in order to reflect the chosen strategic direction. Real data and knowledgeable input should be used to define appropriate options.

Objectives should have supporting targets and measures defined. The chosen targets should be realistic and ideally include some quick wins. Measures should support what you are trying to achieve and become the Key Performance Indicators (KPIs) that are used to track and reward progress. A small number of well chosen KPIs makes sense as too many KPIs dilutes focus. Often it is beneficial to involve key staff that will be responsible for implementation in this phase. This phase should also make sure that the right reporting information is or will be available and that it is clear how progress will be monitored and reviewed. It is critical to have a clear picture of who is responsible for what and the timelines are understood and agreed.

Review and select long term initiatives that will support the objectives. Initiatives will need staff buy in and may have resource and budgetary requirements. Any resources and funding should be agreed along with the selected initiatives. A small number of big impact initiatives is usually best. Often it works well to have champions for specific initiatives as they can make sure focus is not lost. Initiatives should have well defined progress reporting.

3. Communication – This step is critical particularly for more complex organisations. Every member of staff should understand the big picture and more specifically be clear what their contribution will be to the objectives and initiatives. It may be appropriate to have a launch event(s). If incentives are linked to achievements, then the collective/individual measures should be very clear.

Regular ongoing communications regarding progress and any corrective actions is also very important.

4. Review and Adjust – What happens after the launch of a new strategy is where it can go off the rails. The planned review process should be rigorously carried out and actions implemented on time. Any corrective actions should be clearly communicated. Few strategic plans remain static and it is good practice to monitor what is working and what is not. Too many changes can cause confusion and loss of effectiveness. On the other hand, stubbornly sticking to a path that is not working does not make sense.

It is also important to recognised when most of the gains have been realised. It might be time to start the complete process again.

Unfortunately, strategic reviews and the resulting implementation plans do not always deliver the anticipated outcomes. Reasons for failure can include:

Unresolved internal differences of opinion or conflict.
Not truly stepping back and looking beyond the day to day business as usual issues.
Not setting aside quality time to focus on the process.
Poor communication to staff and lack of buy in to business transformation.
Initiatives that are not supported by appropriate funding.
Initiative fatigue.
Incentive schemes that are not aligned with the defined objectives.

We have the experience required to transform the performance of your business by helping you find successful paths to take while avoiding the pitfalls.

Contact Gordon Carmichael on 01276 818125 or gordon.carmichael@hcbusinessadvisors.co.uk to discuss how a strategic review can benefit your business.

Gordon Carmichael is an experienced business advisor and strategy consultant who works with business owners and directors that are serious about achieving more with their business. He has managed successful businesses from small to £250m in a number of different industries and brings independent thinking with no baggage or vested interests. He is financially literate and understands modern marketing, people dynamics, the benefits of technology, effective business planning and business operations.

How to pick the best candidate for your Technology business C-Suite

June 30, 2019 By Mike Pill

With the current skills shortage in the technology sector and ever-increasing demand it is simply not enough to broadcast a role when you are recruiting for your leadership team. Placing an advertisement or hoping a quality candidate will alight upon your website will rarely succeed. You deserve and require the very best of candidates. Invariably, finding great people requires a more proactive approach.

The best candidates are not looking for your role

The best of candidates, or targets, are probably fully committed to working for a competitor, supplier, customer or possibly currently working overseas and not actively looking for another role. Alternatively, they may be restricted via a compromise agreement, garden leave or clause in their current contract – all of which can be the subject of further negotiation and equitable determination.

A discreet approach

A thorough, comprehensive, discreet and confidential first approach to the targets is required for a number of reasons.

You may not wish to disclose your plans to competitors, customers, suppliers or other key employees in the first instance only to suffer rejection.

Without disclosing your identity and plans, the target is open to considering an alternative offer and challenge. An opportunity can be taken to discuss what they are looking for. The target can assess the outline description of your opportunity and challenge. They can consider its appeal and see if it builds on relevant past achievements.

The missing link – Executive Search

In order to achieve this, the assistance of an Executive Search consultant (AKA head-hunter) is recommended. In the UK we have probably the best professional football league in the world which has been enabled to a large extent by professional search consultants. The profession has also assisted many of the most successful large companies and is available to the SME market. The cost is not prohibitive and can be negotiated to an acceptable level. It is worth developing relationships with these individuals so that they can become more familiar with your business and be available to contribute when required. The dividend from this investment can be considerable.

For a confidential chat on finding a new member for your C-Suite IT team contact our recruitment specialist advisor Mike Pill by email at mike.pill@hcbusinessadvisors.co.uk or call him on 01276 684007

Case Study – Part-time Financial Director helps growing business to meet the audit threshold with confidence

May 28, 2019 By Chris Chapman

Background

Following a period of rapid growth, the business had outgrown its finance systems, processes and controls. The business was approaching the audit threshold and quarterly corporation tax payments, so cash control and forecasting needed to be reviewed much more frequently.

The MD required more experienced commercial and financial support to help drive growth and assess future options while ensuring that customer focus remained at the heart of the business.

Searching for a solution

Following an introduction from a strategy consultant who had already been working with the company, we met with the MD so that they could outline their need and discuss how a senior Finance Director would restore confidence, professionalise the finance function and contribute to commercial issues and challenges with regard to growth.

Fundamentally, the Finance Director needed to introduce:

insightful management reporting and analysis of performance to enable the MD to make strategic and commercial decisions based on meaningful information
stronger financial controls
more efficient financial processes

In addition, the role would involve:

professionalising the finance function in line with the rapid growth of the business, and ensure it was ready for an audit.
restoring confidence and recruiting additional resources where appropriate.
introducing robust cash forecasts, both short and longer term.
contributing to commercial issues and challenges with regard to growth, new tenders, pricing and strategy.
maximising the long-term value of the business.

The solution

Within a week of the meeting, we introduced a senior FD who was an excellent match for the client’s needs and culture due to:

possessing strong fundamental accounting skills to ensure smooth running of the day to day activities, that all compliance and regulations were met, and the accounts were true and fair.
being comfortable getting their ‘sleeves rolled up’ and understanding the detail as well as the big picture.
having a demonstrable track record of helping businesses achieve profitable growth.
being experienced in maximising shareholder wealth.

The Finance Director was engaged on a part time basis to enable the client to benefit from the seniority of the FD’s experience at a fraction of the cost of a full time hire.

Benefits

Within the first six months, our Finance Director had delivered against the initial requirements of the strategic high-level brief. They provided added value in terms of identifying additional areas for improvement and implementing positive solutions, such as:

delivering a significant improvement in the procurement process and financial controls.
introducing a more efficient operating system to reduce cost to the business.
proposing and assisting with the selection of an improved project management system and its integration with the financial management system to provide information on project profitability that wasn’t previously available.
proposing and systemising additional resources in the finance team.
working with strategic advisors and NEDs as well as the senior management team to help prepare the business for growth.

The changes were implemented so as to ensure that customer focus remained a key aspect of the business and was enhanced rather than disrupted.

The key benefit to working with a one of our part-time Finance Director is that their experience and expertise means they can very quickly fit into the management team, identify the known and unknown priorities and deliver commercial outputs within a matter of days.

For a confidential chat about placing an experienced part-time Financial Director into your business contact our associate Chris Chapman on chris.chapman@lgbusinessadvisors.co.uk

Is your Sales Report doing the job it’s meant to?

May 28, 2019 By Susanne Currid

Sales, sales and yet more sales……….PLEASE

A simple innocuous request a month ago to a client of ours got me thinking!

I had simply asked that at our next monthly meeting if they could give me a “Sales report” for the previous month. I did not think any more about it.

When we came to that point in the meeting the following month, the report was produced!!

Lo & behold I was presented with a list of all the beers that they had sold the previous month, a long list of different beers, in cask, keg, can etc.

To them, sales simply meant the beer that they sold. To me it meant the outlet –Pub, Bar, retail etc.

I believe this is a crucial tipping point for a brewery or any other business, when sales becomes about the outlets buying product or service and not simply about the amount you have sold! Knowing who bought and, equally importantly, why they bought can provide insights you can replicate elsewhere.

For your Sales to fly, they have to be driven by metrics and customer feedback. The truth is no one has enough sales people. You are always working with too few and therefore you have to direct your sales talent in the best way.

You need to use your systems to give you the metrics that are essential to develop the business. Without these metrics, we continuously say, it’s a bit like driving without a dashboard in your car! Collecting valuable customer feedback can also better inform the numbers and lead to those strategy driving insights.

Standard Sales Planning

At a minimum you need to do the metrics for the normal monthly business growth.

Your accounting/Sales system should provide you with information such as:

The numbers of orders per distribution channel per month
The frequency of orders
The average order size
Average price per unit or service delivered
Region sales turnover
Etc etc etc

From this you can see where you are weak, where growth is happening. It enables you to plan.

To illustrate, here are a few examples showing how metrics can guide your Sales targets.

You have an average value per order of £250. You want to increase sales by £5,000/month in that channel so you’ll need to win 20 more orders.
Each pub orders around 3 or 4 casks/kegs, so you’ve got to shift 60-80 per month – van takes 25 – that means 3-4 more van loads?

Equally you need to take advantage of upcoming seasonal sales opportunities or selling events. This means planning well in advance.

For example, Christmas looms for us all. But where are you with your Sales planning for the festive season?

If you were in the toy industry you would place your orders for Christmas 2020 in 2019. Big retailers planned for Christmas, prior to last Christmas.

But how many businesses have already sorted out or planned their peak seasonal offers and activities? Is it just more of the same? Have you looked at what happened last year and can it be improved?

Sales is not rocket science.

It is doing the analysis to actually see what is happening
To then plan an activity
To measure its effectiveness
Tweak it as needs be

Keep doing the things that work & stop doing the things that do not.

At UKBA

We don’t do Silver Bullets!
We don’t do complex plans
We help you analyse and create simple, step by step plans to increase your business.
We help you put together the systems and processes you need to get that all important Sales data

For a ‘no-obligation’ chat about your Sales Reporting approach, why not get in touch with one of our Sales and Marketing advisors at info@lgbusinessadvisors.co.uk to arrange a suitable time to talk.

Beyond technology – what other sectors are benefiting from R&D tax relief or credit?

May 5, 2019 By Linda Eziquiel

Your annual accounts are ready to be prepared but could you find ways to reduce your tax bill or get a cash payment to support your new product development?

Well it might be that you can if you are undertaking development activities that qualify as Research and Development (R&D). It’s not just for rocket scientists or research laboratories. In fact far from it, all sorts of development activities qualify – a few are described below and we’ve also added a more comprehensive list at the end.

The great thing about UK R&D tax incentives is that they apply to any UK registered limited company in any sector – The Dyson Report on Innovation 2010 made this point saying:

“Of the various tax instruments available to government, R&D Tax Credits have the advantage that they seek to help companies that are themselves prepared to invest in R&D.

Government does not need to choose sectors or companies, with the result that R&D can be encouraged in the widest possible range of sectors, taking advantage of businesses’ own insights into likely breakthroughs”

While it’s sometimes easier to spot R&D being done by pioneering technology companies, there are many other areas where companies are able to benefit and the pay-outs can be significant.

A mini revolution in the food industry

There’s a mini revolution going on in the food industry with new producers coming into the marketplace supplying for example frozen vegan ready meals, vegan ‘cheese’, and a whole array of vegetable, nut and seed based products. Plus established producers are updating their recipes to reduce salt, sugar and additives to meet changing consumer demands. Similar things are happening in the drinks industry. They will all be undertaking qualifying R&D to develop their new or improve recipes and in some cases their manufacturing processes as well.

While my focus here is not technology it’s worth mentioning that food and drinks businesses are also increasingly being driven to embrace technology, to automate manufacturing and production methods and there will be significant qualifying R&D being undertaken as part of that.

Materials and packaging for a better environment

There’s also a lot of qualifying R&D being undertaken to develop new more environmentally friendly packaging materials, to replace or reduce our reliance on plastic and polystyrene.

I buy all-natural cosmetic products made with organic ingredients. I was intrigued to see that my last order was packed using biodegradable, extruded nodules made of a starch product. There was a note on the top saying the packaging is water soluble and wouldn’t harm you if you ate it, so it can be disposed of as food waste. It looked so like the polystyrene or plastic packing nodules we are used to seeing in mail orders items, that I hardly believed their claims. So I put a piece in water and sure enough it dissolved. Development of this starch based packing product would certainly have qualified as R&D for a tax credit cash payment or tax relief.

It’s not only the creation of new materials that qualifies as R&D. Things like the design of packaging and how it is assembled can also be qualifying R&D. For example the development of a new packaging system to improve shelf life for a food product, or to hold a product securely to prevent damage during transportation, would be qualifying R&D so long as the development was not a routine or obvious solution i.e. there was some experimentation involved to work out if it was feasible or how to achieve the desired outcome in practice.

Construction and engineering challenges

There is a significant level of R&D in the construction and engineering industries, much of which is still not recognised as R&D by those undertaking it. For example a company may be seeking to build something in a novel way or in a difficult physical environment – such as a waterlogged area or on an unstable foundation, so they develop a novel solution that was not obvious and therefore would be considered R&D for tax relief. Another example is the engineering of elements of a building to enable a modular construction method, such as metal fabricated stairways or balconies. In this case there could be R&D in arriving at a design that meets the architects brief while also complying with regulatory requirements and being easy to fit.

I’ve just touched on a few areas, below is a longer list. For companies with under 500 employees the benefits are generous paying out between 19% and 33% of relevant expenditure, on things such as staff salaries or sub-contractors costs, materials and energy consumed.

Please feel free to email us to check if you qualify. Or speak to our specialist R&D Tax Credits advisor Linda Eziquiel on 0771 9439 229.

Essential steps when acquiring a new business 3

May 5, 2019 By Peter Kroeger

Part 3 – What do you need to watch out for?

Back in March I looked at your strategic reasons for buying a business and in April I gave pointers on searching for a new business to acquire. This month, in the final part of our series, I will highlight some key areas that you need to consider before you make your final purchase. Follow these recommendations and you could avoid a variety of unnecessary pitfalls.

The main areas to consider are:

proper strategic thinking for an acquisition – be clear about your ‘why’, ‘what’, ‘who’, ‘where’ and ‘when’ and the distinctive benefits you hope to establish from an acquisition
preparation – sufficient and well thought-through preparation by the management team making the acquisition
finances – acquirer must be properly prepared financially
negotiating price – never pay too much, plan your negotiation strategy in advance
support – use experienced and practical professional advisors
resources – ensure that you have adequate resources allied to the acquisition process

Acquiring a business is firstly strategic, followed in short order by “people”, after which it is both a financial and a legal matter. Successful acquisitions always have all four of these pillars soundly in place.

What LGBA/HCBA Acquisition Planning advisors can do to assist your business. Real life experience, strategic advice and tactical support.

Assistance with what follows next – a Business Support Programme to help you implement and deliver the plans
Fund raising and acquisitions assistance
Developing the integration plan which is a pre-requisite to making the acquisition a success
And of course we can negotiate on your behalf and project manage the accountants, lawyers, tax experts and due diligence all the way through to completion

Please feel free to get in touch with me at peter.kroeger@lgba.co.uk or on 07904 766230.

Essential steps when acquiring a new business 2

March 31, 2019 By Peter Kroeger

Part 2 – Where do you start your search?

Last month I started by considering the strategic reasoning you need when buying a new business. This month, we shall consider how to optimise your new business search.

Having decided why you want to buy a business, summarise the base criteria:

the broad locations where you want the acquired company to be and also whether you would ideally want to move it to your own location.
the size of company – revenue, profits, assets etc and what you can afford.
produce a profile of the target company as well as a profile of your own company.

Then you need to start the research for companies that fit these criteria. Make a list of companies you know that:

Directly compete with you
Do what you do but are not direct competitors because they are in a different geography or a different niche
Have approached you for any reason in the past
You have partnered with

Then use Google searches to find similar companies to expand your search universe of companies that match your criteria:

approach UKTI to set up a project to find companies outside UK
source lists from research organisations (e.g. from Institute of Directors if you are a member)
approach the appropriate Trade Association for a list of members
talk to your personal and advisory networks and ask them to introduce prospective targets
approach advisory companies that specifically act for buyers – such as Langcliffe Merger Connect www.mergerconnect.co.uk or Chelsea Corporate www.chelseacorporate.com and engage them to assist in your search

What LGBA/HCBA Acquisition Planning advisors can do to assist your business. Real life experience, strategic advice and tactical support.

Assistance with what follows next – a Business Support Programme to help you implement and deliver the plans
Assist with developing the profile of the target and of your business
Perform the desk research

More to follow next time. Please feel free to get in touch with me at peter.kroeger@lgbusinessadvisors.co.uk or on 07904 766230 for more information.

See also:
Essential Steps When Acquiring a New Business
Part 1 – What is your strategic reasoning for acquiring a new business?

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