Publications

Contents

Part 1 Diagnosis: the top ten reasons why small businesses fail

Each one illustrated with a real life case study

1. Costs too high
2. Running out of cash
3. Lack of management controls
4. Funding problems
5. Loss of focus
6. Sales too low
7. Quality of service
8. Market changes
9. Bad debt
10. External factors – acts of God

Part 2 Solutions: the top tactics for success

11. The key – finding time
12. To lead or to manage the business?
13. A financial feel for the business
14. Plan and evaluate
15. A passion for what you do
16. Getting and taking advice
17. A feel for the market
18. Getting the best from your people
19. Flexibility in business structure
20. Good business relationships
21. A clear focus
22. Commitment to business success

Part 3 Moving on: taking your business to the next stage

23. Defining success and creating vision
24. Creating a business plan
25. Preparing the marketing plan
26. Funding
27. Execution

Sample Extract:  From Chapter 17 – Marketing

Pricing strategy

This brings us to a key aspect of your feel for the market, which is where to pitch your price. In some markets, this is relatively easy because there is a ‘ going rate ’ for a plumber or a sandwich or an office chair.

Rule 1 of pricing strategy is to find out what that going rate is. Do your research, and when you know the rate, then you can decide where you want to pitch your product or service.

Armed with all the information you can find, rule 2 of pricing is to never under price. There is a widespread belief that the cheaper a product is, the more people will buy on the principle of ‘ pile it high, sell it cheap ’. This is often true of commodities, like soap powder, where the price is well known and the bargain is well, and probably expensively, advertised.

These circumstances are unlikely to apply to small businesses; if you are going to make a pricing mistake, go too high, not too low. It is much harder to increase your prices than to reduce them. Another reason to avoid pricing too low is that people believe that you get what you pay for. If your service or product is cheap, then it must be low quality.

Insight

When in doubt, price high! You may be tempted to go lower, and you still can. No one ever complains when a price is reduced, so start as high as your research tells you that you can go, safe in the knowledge that you can easily change in the future.

In this book you will find new approaches to all the business skills a consultant needs. For example, it looks at the problems created by over-commitment, and the underlying motives which drive a consultant to over-commit to a customer.

It also looks at the politics consultants may encounter when working with a client, and how to spot political issues when they arise, and deal with them without becoming entangled in the politics themselves.

Contents

1. Using this book as a corporate consultant
2. Using this book and an independent consultant
3. Consulting excellence at work – profiles of successful corporate consultants
4. What makes a successful consultant
5. Tools to help you develop and become your best
6. Client project management
7. Managing client expectations
8. Avoiding project pitfalls and the law!
9. Image
10. Running a client workshop/ project meeting
11. Building client relationships
12. Handling client politics
13. Influencing skills & negotiation
14. Dealing with internal relationships
15. Marketing your services
16. Starting and running your own business – profiles of successful independent consultants

Sample Extract: Extract from Chapter 10 – IMAGE

An interview with the prominent image consultant, Irene Nathan.

“… someone might say to me that they are looking to project more gravitas. Everyone has substance, but sometimes, when they are in a new situation, they may feel vulnerable and this can show.

Often people like this will be high achievers, but they do not place a high value on what they have accomplished. If I can help them to value themselves more, then the gravitas tends to follow, and clothing is really a thin decorative veneer on the solid wood of self-esteem.

It is this change in self-esteem, which really delivers the image change. I can’t make someone acquire self-respect, but I can be persevering and tolerant enough to help them find things in themselves of worth and value so they are able to project in a confident manner.”

Irene’s advice on casual versus formal dress is very specific.
“The important thing is not to look sloppy or incomplete. People think, whether consciously or otherwise, that your sloppiness may well translate into other areas of your work. Similarly, always look current – if you appear to be out of date in your dress, they might think that also applies to your thinking.

Do not overdress or under-dress – always choose appropriate dress, and when the culture demands casual dress, go for smart casual, avoiding any suspicion of that sloppiness mentioned earlier. You are aiming, as far as possible, to look like yourself, as a business professional.”