I was delighted to be invited to attend the recording of BBC Radio 4's political panel programme, 'Any Questions', last Friday (27th January) at the stunning location of Lichfield Cathedral.
The show, hosted by Jonathan Dimbleby, featured panellists David Blunkett MP, Danny Finkelstein (Executive Editor of The Times), Anna Soubry MP (PPS to the Minister of State for Health) and Sunder Kotwala (Director of British Future).
Although I wasn't selected to ask a question, a couple of my suggestions were asked by other guests and stimulated some excellent debate.
The forerunner of the TV version, 'Question Time', the 'Any Questions' radio show has been broadcast since 1948.
Sunday, 29 January 2012
Saturday, 31 December 2011
Thank You to our 2011 Clients
A big thank you to all of Intervallum's clients who have helped to make 2011 another successful year for us: -
Mills CNC Limited
Ensco 881 Limited
The Intraining Group Limited
Newcastle College Group
Purple Cat Limited
ABC Limited
The Complete Works (International) Limited
We wish you all a successful and prosperous 2012.
Best wishes from the Intervallum Team.
Sunday, 6 November 2011
Chartered Director – Regional Ambassador Initiative
In the summer of 2011, the Institute of Directors announced the ‘Ambassadors’ Initiative’ as a key plank in the Chartered Director strategy in raising profile and awareness with stakeholders within the IoD regions. A small number of prominent Chartered Directors from the existing network were invited to take up the role of Regional Ambassador, gaining national coverage, and invited to the first of what will become regular meetings at Head Office. The objectives of this were: -
· To discuss the activities or factors that would make a difference to recognition of Chartered Director regionally in relation to: public relations/media, spreading awareness within the branch and regional network; supporting the qualification in relation to relationships with key stakeholders or influencers.
· To obtain Ambassadors’ views of what works currently in their regions to (i) support Chartered Directors and involve them; (ii) engage Diploma holders or other groups (such as Young Directors) with a view to creating interest and broadening understanding of the qualification.
· To assess whether there is scope for an ‘influencing campaign’ to raise awareness with regional bodies or organisations that frequently recruit for board positions (including, but not exclusively, search firms).
Chartered Director is a critical element of the Institute’s mission in promoting high standards in the boardroom and is a key plank of director development and the professionalisation of boards. Aligned to this, is the need to raise the profile of the qualification.
I am the Institute’s 25th Chartered Director and can tell you that this prestigious qualification can benefit you in many ways: -
Status: -
Credibility - join a prestigious Chartered body, whose qualifications are unique to the role, responsibilities and proven experiences of directors who have reached the highest positions in their organisations. The qualification provides credibility for operating at this most senior of levels.
Recognition - be supported by a large number of major and influential organisations. In particular, institutional investors and their advisors, regulatory bodies and leadership centres in the public sector are now recommending Chartered Director as the ‘gold standard’ for board membership.
Trust - gain a foundation from which you can build further trust with internal and external stakeholders based on the knowledge gained by, and recognition given to, Chartered Directors.
Process: -
Learning - learn through a structured Certificate programme:
· the roles and responsibilities of a director and board;
· key skills needed to enhance your role;
· the board’s accountability to its stakeholders and the governance of the organisation the board serves
Application - apply your learning through the Diploma programme in a controlled professional environment through case examples, working to address problems, coming to decisions and gaining practical experience on the workings of the board and the responsibilities of being a director in a practical setting.
Capability - demonstrate your experience through the Professional Review across a broad range of organisational and board activities. This is a rigorous test of capability and application at the highest level of achievement for professional directors.
Development: -
Development - continue to develop the skills you have learnt. IoD advocates, and requires, Chartered Directors to undertake CPD on a regular, annual basis, and regards ongoing professional development and learning as essential for ensuring that individuals continuously and effectively contribute to their board and their organisation.
Professionalism - be required to abide by a Code of Conduct which is the foundation of ethical and professional practice
Networking - be aligned with a network of IoD’s thousands of enterprising and established directors, that have the support of a policy and executive team that represents directors’ and organisations’ interests with regulators and government.
Best Practice - improve your personal contribution and gain confidence in all aspects of effective leadership, sustainability and sound corporate governance. You will have the skills to provide your board with guidance on good, ethical and sustainable practice.
In the coming weeks and months, I will be working with our Regional Director to look at organising specific events in the West Midlands Region for Chartered Directors and those moving through the development process towards full Chartered status. I am very interested in hearing from those of you that this relates to on what format you would like this to take.
Paul Hooper-Keeley is the IoD’s 25th Chartered Director and Managing Director of Intervallum Limited, a provider of Interim Finance Director Services (www.intervallum.co.uk). He can be contacted at phk@intervallum.co.uk .
· To discuss the activities or factors that would make a difference to recognition of Chartered Director regionally in relation to: public relations/media, spreading awareness within the branch and regional network; supporting the qualification in relation to relationships with key stakeholders or influencers.
· To obtain Ambassadors’ views of what works currently in their regions to (i) support Chartered Directors and involve them; (ii) engage Diploma holders or other groups (such as Young Directors) with a view to creating interest and broadening understanding of the qualification.
· To assess whether there is scope for an ‘influencing campaign’ to raise awareness with regional bodies or organisations that frequently recruit for board positions (including, but not exclusively, search firms).
Chartered Director is a critical element of the Institute’s mission in promoting high standards in the boardroom and is a key plank of director development and the professionalisation of boards. Aligned to this, is the need to raise the profile of the qualification.
I am the Institute’s 25th Chartered Director and can tell you that this prestigious qualification can benefit you in many ways: -
Status: -
Credibility - join a prestigious Chartered body, whose qualifications are unique to the role, responsibilities and proven experiences of directors who have reached the highest positions in their organisations. The qualification provides credibility for operating at this most senior of levels.
Recognition - be supported by a large number of major and influential organisations. In particular, institutional investors and their advisors, regulatory bodies and leadership centres in the public sector are now recommending Chartered Director as the ‘gold standard’ for board membership.
Trust - gain a foundation from which you can build further trust with internal and external stakeholders based on the knowledge gained by, and recognition given to, Chartered Directors.
Process: -
Learning - learn through a structured Certificate programme:
· the roles and responsibilities of a director and board;
· key skills needed to enhance your role;
· the board’s accountability to its stakeholders and the governance of the organisation the board serves
Application - apply your learning through the Diploma programme in a controlled professional environment through case examples, working to address problems, coming to decisions and gaining practical experience on the workings of the board and the responsibilities of being a director in a practical setting.
Capability - demonstrate your experience through the Professional Review across a broad range of organisational and board activities. This is a rigorous test of capability and application at the highest level of achievement for professional directors.
Development: -
Development - continue to develop the skills you have learnt. IoD advocates, and requires, Chartered Directors to undertake CPD on a regular, annual basis, and regards ongoing professional development and learning as essential for ensuring that individuals continuously and effectively contribute to their board and their organisation.
Professionalism - be required to abide by a Code of Conduct which is the foundation of ethical and professional practice
Networking - be aligned with a network of IoD’s thousands of enterprising and established directors, that have the support of a policy and executive team that represents directors’ and organisations’ interests with regulators and government.
Best Practice - improve your personal contribution and gain confidence in all aspects of effective leadership, sustainability and sound corporate governance. You will have the skills to provide your board with guidance on good, ethical and sustainable practice.
In the coming weeks and months, I will be working with our Regional Director to look at organising specific events in the West Midlands Region for Chartered Directors and those moving through the development process towards full Chartered status. I am very interested in hearing from those of you that this relates to on what format you would like this to take.
Paul Hooper-Keeley is the IoD’s 25th Chartered Director and Managing Director of Intervallum Limited, a provider of Interim Finance Director Services (www.intervallum.co.uk). He can be contacted at phk@intervallum.co.uk .
Wednesday, 19 October 2011
Intellectual Property – The Risk Factor
Are you comfortable that the intellectual property created by your business is safe? Those ideas, the products, the designs and the trading names that you may have used for years and years? Well perhaps you should think again!
What follows is a cautionary (and current) tale for us all. A very good friend of mine, Mark Le Gallez, formed a band in 1984, called The Risk, with Colin Leach. Based in Guernsey, using The Risk as their trading name, they began composing songs, recording them, and playing ‘live’ concerts. The interest that they generated with the self-released first 7” single in 1984, “Forget The Girl”, on their own FAB Records imprint, led to them being signed to London based record label, Unicorn.
What followed was a series of album and single releases on Unicorn Records, distributed across Europe by Nine Mile (part of The Cartel organisation) and a publishing deal with Sparta Florida (who also handled David Bowie’s publishing in times gone by). The process of manufacturing these hard format releases has involved industry bodies such as the Mechanical Copyright Protection Society (MCPS), the royalties from radio and TV plays and ‘live’ performances have resulted in collections and distributions by the Performing Rights Society (PRS) and the PPL, and the releases have been reviewed in the industry’s own journal, Music Week. In addition, The Risk has toured the UK, Europe and USA several times over the last 27 years within many well established music industry venues.
Nine albums later (plus several appearances on compilation albums on various other record labels such as Razor, Biff Bang Pow, Twist etc. and a tribute album of their songs recorded by other artists) the back catalogue was digitally re-mastered and released on CD by Detour Records imprint, ‘Paisley Archive’. These albums can be purchased from the normal industry outlets including Amazon, HMV etc. or via iTunes on mp3. And a new single, entitled “Good Times”, is scheduled for release as an mp3 single on 31st October.
So far, so good – an established business fully embedded within its own industry sector and generating significant goodwill over the years (along with indirect revenue streams for other industry companies).
Then enter the pop production line that is the X-Factor. During the last few weeks, the TV production company saw fit to ‘put together’ a new band from the remnants of failed solo auditionees and a below averagely talented boy band (their own judgement, not mine) and gave them the moniker of, yes – you’ve guessed it, The Risk.
Despite the cries of ‘foul’ from Mark and Colin (and ‘imposters’ from fans of the original band) the production company are refusing to change the name of their newly created act with an X-Factor spokesperson saying that “The ‘original’ Risk aren’t mainstream enough to claim the rights on the name”.
Surely they’re 27 years too late with that argument (where was the X-Factor then?). And anyway, the traditional rule in the music industry has always been that the first artist to release a commercial recording under a particular moniker had the right to keep that name.
If the X-Factor are allowed to push this through, and force the original band called The Risk to stop using their name (although I’m not sure how they intend to wipe out all of the historical releases) then this has huge implications for intellectual property rights protection and for the arts world specifically, but business in general – by their very nature, few creative artists are mainstream but focus on their own muse (what a dull place the world would be without the diversity of a variety of tastes, styles, niches and fashion trends).
I’m not sure why a TV production company believes it has the sole right to be judge and jury in the intellectual property rights debate within the arts (or anywhere else for that matter), or why it thinks it can dismiss any art not within its own narrow definition of mainstream as irrelevant (which is a great insult to so many of us). For now, incredibly, the music industry bodies are keeping their silence.
Do you still think your intellectual property rights are safe? For some, even 27 years of commercial use, when faced with the steamroller of a large corporate with huge financial backing, can create a nightmare.
And that’s The Risk for us all……
What follows is a cautionary (and current) tale for us all. A very good friend of mine, Mark Le Gallez, formed a band in 1984, called The Risk, with Colin Leach. Based in Guernsey, using The Risk as their trading name, they began composing songs, recording them, and playing ‘live’ concerts. The interest that they generated with the self-released first 7” single in 1984, “Forget The Girl”, on their own FAB Records imprint, led to them being signed to London based record label, Unicorn.
What followed was a series of album and single releases on Unicorn Records, distributed across Europe by Nine Mile (part of The Cartel organisation) and a publishing deal with Sparta Florida (who also handled David Bowie’s publishing in times gone by). The process of manufacturing these hard format releases has involved industry bodies such as the Mechanical Copyright Protection Society (MCPS), the royalties from radio and TV plays and ‘live’ performances have resulted in collections and distributions by the Performing Rights Society (PRS) and the PPL, and the releases have been reviewed in the industry’s own journal, Music Week. In addition, The Risk has toured the UK, Europe and USA several times over the last 27 years within many well established music industry venues.
Nine albums later (plus several appearances on compilation albums on various other record labels such as Razor, Biff Bang Pow, Twist etc. and a tribute album of their songs recorded by other artists) the back catalogue was digitally re-mastered and released on CD by Detour Records imprint, ‘Paisley Archive’. These albums can be purchased from the normal industry outlets including Amazon, HMV etc. or via iTunes on mp3. And a new single, entitled “Good Times”, is scheduled for release as an mp3 single on 31st October.
So far, so good – an established business fully embedded within its own industry sector and generating significant goodwill over the years (along with indirect revenue streams for other industry companies).
Then enter the pop production line that is the X-Factor. During the last few weeks, the TV production company saw fit to ‘put together’ a new band from the remnants of failed solo auditionees and a below averagely talented boy band (their own judgement, not mine) and gave them the moniker of, yes – you’ve guessed it, The Risk.
Despite the cries of ‘foul’ from Mark and Colin (and ‘imposters’ from fans of the original band) the production company are refusing to change the name of their newly created act with an X-Factor spokesperson saying that “The ‘original’ Risk aren’t mainstream enough to claim the rights on the name”.
Surely they’re 27 years too late with that argument (where was the X-Factor then?). And anyway, the traditional rule in the music industry has always been that the first artist to release a commercial recording under a particular moniker had the right to keep that name.
If the X-Factor are allowed to push this through, and force the original band called The Risk to stop using their name (although I’m not sure how they intend to wipe out all of the historical releases) then this has huge implications for intellectual property rights protection and for the arts world specifically, but business in general – by their very nature, few creative artists are mainstream but focus on their own muse (what a dull place the world would be without the diversity of a variety of tastes, styles, niches and fashion trends).
I’m not sure why a TV production company believes it has the sole right to be judge and jury in the intellectual property rights debate within the arts (or anywhere else for that matter), or why it thinks it can dismiss any art not within its own narrow definition of mainstream as irrelevant (which is a great insult to so many of us). For now, incredibly, the music industry bodies are keeping their silence.
Do you still think your intellectual property rights are safe? For some, even 27 years of commercial use, when faced with the steamroller of a large corporate with huge financial backing, can create a nightmare.
And that’s The Risk for us all……
Wednesday, 28 September 2011
Trading On The Edge!
In these challenging economic times we have seen many businesses going into administration, often suddenly and without warning; companies that many of us are shocked to see in such a position.
So what are the warning signs that your business may be in danger, or sailing very close to the edge?
If you recognise too many of the following signs then it is likely that your business is probably under pressure and at risk.
Creditors
•Cash flow always tight so paying creditors is difficult.
•Inefficient production - can’t get stock because you can’t pay creditors on time.
•You can't get stock on time because you miss deadlines for payment of supplier accounts.
•You cannot get new credit.
•You cannot extend existing credit.
•The company’s creditor days are growing.
•You don't meet agreed payment terms.
•You have lots of red warning letters.
•You have had lots of 7-day letters, legal actions and court papers to defend.
•You are using lots of suppliers and spreading credit around.
•You are always fighting creditor fires and having to handle creditors’ calls every day.
•Your suppliers can’t obtain trade insurance against your company.
Bank Account
•Your overdraft is always at the limit.
•Your bank has returned cheques.
•Your bank has refused to increase your overdraft.
•Your bank refuses to provide a Loan.
•Your bank has asked for facilities to be reduced.
•Your bank wants to introduce investigating accountants.
•Your bank asks for increased security.
•Your bank wants personal guarantees.
PAYE & National Insurance
•You are not paying deductions on the 19th of the month following.
•You have not filed monthly returns or paid the tax deducted.
•You have had penalties.
•You have entered into “Time to Pay” deals with the Revenue.
•You have not managed to keep up with these deals.
•Taxes and other social security liability on audited accounts seem to be high.
•Tax Collector pressing.
VAT
•Not filing returns or paying tax on time.
•Had surcharges.
•Doing deals over time with the local VAT office.
•Cannot keep up with deals.
•Cashflow says you can repay far more than profits made.
Debtors
•They don’t pay on time.
•You don’t know what your total debtors are.
•Debtor days are over 90 days.
•Your company has concentration in 1 or 2 major customers (debtors).
•Your accounts department only invoices periodically.
•You do not have a dedicated debtor collection function.
Invoice Discounting & Factoring Companies
•I don't know how much they owe me.
•I don't know how much the company owes the factor.
•Your factoring company is reducing your advance.
•They don’t seem to understand my business.
•We can never get enough cash advance against invoices.
•They are advancing 75% against my invoices but disallowing lots of invoices.
•They are too expensive.
•They claw money back from me after the debtor has not paid in less than 90 days.
External Reporting
•You have not filed the company’s accounts on time at Companies House because the results show a sizeable loss.
•You have not filed the company’s annual return at Companies House
Management Warning Signs
•Autocratic leadership.
•Fire-fighting - you never get your work done;
•Lack of information or wrong information;
•Concentrating on non essential issue;
•Senior people seem paralysed into inaction.
•Are you "compartmentalising" problems - in other words do you deal with one creditor problem and ignore others.
•You don’t have a business plan.
•You don’t have regular management meetings.
•You don’t have board meetings.
•Directors are taking big salaries and expenses.
•You ignore advice of professional advisors.
The Management Team don’t know: -
•Gross Profit - accurately.
•Costs - accurately.
•Sales per month / per annum.
•Orders taken.
•Enquiries quoted for.
•Bank balances.
•Where 80% of work comes from.
•Where 80% of profit comes from.
•What your accounts say.
•Your market – what are your competitors, products and threats.
•The Key Performance Indicators of the business:
•How many units of your product you make per day.
•At what cost.
•How many units you need to make to break-even.
•How many enquiries do you need.
•How many enquiries do you convert into sales.
•How many people it takes to make this product.
•What is your sales performance compared to last year, last month, budget.
•What are your costs increases/decreases year on year.
•How many new customers you have gained this year.
•How many customers you have lost this year.
•And why.
•You don't produce monthly management accounts.
•Computerised accounts package shows negative balances in liabilities.
•You have a computer generated profit and loss but a handwritten balance sheet.
•GP constantly overstated - you just do not understand why no profits are made from such good gross margins.
•Wastage understated.
•Constant returns, faults and disputes with debtors.
People
•High staff and management turnover.
•Internal political issues causing difficulties.
•Your team always seems demoralised.
Finance
•Always refinancing assets. No money to pay deposits.
•The next big sale/contract/debtor payment will sort the problem out!
•You have introduced a number of new financial products to keep going.
•You have borrowed money against your home to fund the business.
•You are not taking money out of the business to live.
•You have used your own money to pay wages pay bills.
If any of these points sounds familiar, seek professional advice now. The biggest mistake that many businesses make is to think that they can solve the problems themselves (or worst still, go into denial that any issues exist)! By the time they admit to needing assistance with their problems it is usually too late.
In getting professional advice at an early stage, you stand the greatest chance of restructuring and/or refinancing the business and surviving, stabilising, consolidating and eventually growing the business.
Or better still, bring in a high quality Interim Finance Director now to run the rule over your business and ensure that your working capital cycle is running as efficiently as it possibly can and that effective procedures and controls are in place to give your Company a solid foundation for growth.
So what are the warning signs that your business may be in danger, or sailing very close to the edge?
If you recognise too many of the following signs then it is likely that your business is probably under pressure and at risk.
Creditors
•Cash flow always tight so paying creditors is difficult.
•Inefficient production - can’t get stock because you can’t pay creditors on time.
•You can't get stock on time because you miss deadlines for payment of supplier accounts.
•You cannot get new credit.
•You cannot extend existing credit.
•The company’s creditor days are growing.
•You don't meet agreed payment terms.
•You have lots of red warning letters.
•You have had lots of 7-day letters, legal actions and court papers to defend.
•You are using lots of suppliers and spreading credit around.
•You are always fighting creditor fires and having to handle creditors’ calls every day.
•Your suppliers can’t obtain trade insurance against your company.
Bank Account
•Your overdraft is always at the limit.
•Your bank has returned cheques.
•Your bank has refused to increase your overdraft.
•Your bank refuses to provide a Loan.
•Your bank has asked for facilities to be reduced.
•Your bank wants to introduce investigating accountants.
•Your bank asks for increased security.
•Your bank wants personal guarantees.
PAYE & National Insurance
•You are not paying deductions on the 19th of the month following.
•You have not filed monthly returns or paid the tax deducted.
•You have had penalties.
•You have entered into “Time to Pay” deals with the Revenue.
•You have not managed to keep up with these deals.
•Taxes and other social security liability on audited accounts seem to be high.
•Tax Collector pressing.
VAT
•Not filing returns or paying tax on time.
•Had surcharges.
•Doing deals over time with the local VAT office.
•Cannot keep up with deals.
•Cashflow says you can repay far more than profits made.
Debtors
•They don’t pay on time.
•You don’t know what your total debtors are.
•Debtor days are over 90 days.
•Your company has concentration in 1 or 2 major customers (debtors).
•Your accounts department only invoices periodically.
•You do not have a dedicated debtor collection function.
Invoice Discounting & Factoring Companies
•I don't know how much they owe me.
•I don't know how much the company owes the factor.
•Your factoring company is reducing your advance.
•They don’t seem to understand my business.
•We can never get enough cash advance against invoices.
•They are advancing 75% against my invoices but disallowing lots of invoices.
•They are too expensive.
•They claw money back from me after the debtor has not paid in less than 90 days.
External Reporting
•You have not filed the company’s accounts on time at Companies House because the results show a sizeable loss.
•You have not filed the company’s annual return at Companies House
Management Warning Signs
•Autocratic leadership.
•Fire-fighting - you never get your work done;
•Lack of information or wrong information;
•Concentrating on non essential issue;
•Senior people seem paralysed into inaction.
•Are you "compartmentalising" problems - in other words do you deal with one creditor problem and ignore others.
•You don’t have a business plan.
•You don’t have regular management meetings.
•You don’t have board meetings.
•Directors are taking big salaries and expenses.
•You ignore advice of professional advisors.
The Management Team don’t know: -
•Gross Profit - accurately.
•Costs - accurately.
•Sales per month / per annum.
•Orders taken.
•Enquiries quoted for.
•Bank balances.
•Where 80% of work comes from.
•Where 80% of profit comes from.
•What your accounts say.
•Your market – what are your competitors, products and threats.
•The Key Performance Indicators of the business:
•How many units of your product you make per day.
•At what cost.
•How many units you need to make to break-even.
•How many enquiries do you need.
•How many enquiries do you convert into sales.
•How many people it takes to make this product.
•What is your sales performance compared to last year, last month, budget.
•What are your costs increases/decreases year on year.
•How many new customers you have gained this year.
•How many customers you have lost this year.
•And why.
•You don't produce monthly management accounts.
•Computerised accounts package shows negative balances in liabilities.
•You have a computer generated profit and loss but a handwritten balance sheet.
•GP constantly overstated - you just do not understand why no profits are made from such good gross margins.
•Wastage understated.
•Constant returns, faults and disputes with debtors.
People
•High staff and management turnover.
•Internal political issues causing difficulties.
•Your team always seems demoralised.
Finance
•Always refinancing assets. No money to pay deposits.
•The next big sale/contract/debtor payment will sort the problem out!
•You have introduced a number of new financial products to keep going.
•You have borrowed money against your home to fund the business.
•You are not taking money out of the business to live.
•You have used your own money to pay wages pay bills.
If any of these points sounds familiar, seek professional advice now. The biggest mistake that many businesses make is to think that they can solve the problems themselves (or worst still, go into denial that any issues exist)! By the time they admit to needing assistance with their problems it is usually too late.
In getting professional advice at an early stage, you stand the greatest chance of restructuring and/or refinancing the business and surviving, stabilising, consolidating and eventually growing the business.
Or better still, bring in a high quality Interim Finance Director now to run the rule over your business and ensure that your working capital cycle is running as efficiently as it possibly can and that effective procedures and controls are in place to give your Company a solid foundation for growth.
Sunday, 25 September 2011
Cards on the Table Time
Whilst writing the Intervallum Christmas cards last December, I had occasion to pull out a number of business cards in order to get the address details for the envelope. It was quite frustrating to note that there were a number of cards that included no postal address at all. This meant an internet search was necessary and, incredibly, there were still some contacts that also didn’t include a postal address on their website.
Call me old fashioned (or what I like to call “Classic Style”, but I always thought the point of a business card was to let new contacts, potential customers, key suppliers etc. know how to get hold of you and where to find you (i.e. for deliveries, sending cheques etc.).
This led me to pull out the vast number of business cards that I have in my folders to look at all areas of this communication tool.
Aside from the first impression you give when first introduced to a new business contact, good common ground and rapport can lead to an exchange of business cards for further communication. When your new contact looks at your business card and reflects on your meeting (or tries to remember who you are), what sort of impression do you want them to have of you and the Company?
Most business people would hope that it would be a positive one, which makes me wonder why so many of them have such poor cards.
You wouldn’t go to the expense of printing a Company brochure and allow a shoddy, uninformative, publication go out – so why skimp on your business cards?
So what makes a good business card? First of all it needs to be on high quality card – skimp on this and the reflection is that your Company is cheap and cheerful too.
This may sound obvious, but make sure that the Company name is clearly visible – some are clearly not! It also helps to say what the Company does in four or five words to help your new contacts remember exactly what it is that you do.
Your name and job title are imperative if you want to be contacted. The main details then are mobile number, direct email address and postal address – these three are vital. Optional, but still important, details to include are a land line number (direct dial if possible), Company website address and fax number (that’s if you still use them – for many businesses now, it is scan and email).
Don’t forget that cards are two-sided, so the reverse of the card can be used for an enlarged Company logo, a strap-line or motto associated with the Company and its services, or even a photo of yourself in order that your contacts can remember what you look like.
Also, don’t make your business cards too cluttered and busy, as this will reduce the initial impact of the card and prevent users getting to the required details they need quickly.
In summary then, your business card needs to be clear, concise, of a high quality and contain the information that business contacts need to get in touch with you. In short, a high quality reflection of a high quality business.
And you never know, if you follow this advice you just might get more cards this Christmas!!!
Call me old fashioned (or what I like to call “Classic Style”, but I always thought the point of a business card was to let new contacts, potential customers, key suppliers etc. know how to get hold of you and where to find you (i.e. for deliveries, sending cheques etc.).
This led me to pull out the vast number of business cards that I have in my folders to look at all areas of this communication tool.
Aside from the first impression you give when first introduced to a new business contact, good common ground and rapport can lead to an exchange of business cards for further communication. When your new contact looks at your business card and reflects on your meeting (or tries to remember who you are), what sort of impression do you want them to have of you and the Company?
Most business people would hope that it would be a positive one, which makes me wonder why so many of them have such poor cards.
You wouldn’t go to the expense of printing a Company brochure and allow a shoddy, uninformative, publication go out – so why skimp on your business cards?
So what makes a good business card? First of all it needs to be on high quality card – skimp on this and the reflection is that your Company is cheap and cheerful too.
This may sound obvious, but make sure that the Company name is clearly visible – some are clearly not! It also helps to say what the Company does in four or five words to help your new contacts remember exactly what it is that you do.
Your name and job title are imperative if you want to be contacted. The main details then are mobile number, direct email address and postal address – these three are vital. Optional, but still important, details to include are a land line number (direct dial if possible), Company website address and fax number (that’s if you still use them – for many businesses now, it is scan and email).
Don’t forget that cards are two-sided, so the reverse of the card can be used for an enlarged Company logo, a strap-line or motto associated with the Company and its services, or even a photo of yourself in order that your contacts can remember what you look like.
Also, don’t make your business cards too cluttered and busy, as this will reduce the initial impact of the card and prevent users getting to the required details they need quickly.
In summary then, your business card needs to be clear, concise, of a high quality and contain the information that business contacts need to get in touch with you. In short, a high quality reflection of a high quality business.
And you never know, if you follow this advice you just might get more cards this Christmas!!!
Friday, 2 September 2011
Forthcoming Business Events in the West Midlands
7 September - “Building a Successful Business” by John Woodward, Chairman of Busy Bees Group. Lichfield & Tamworth Chamber of Commerce, Darnford Moors Golf Club. 7.30am.
13 September - HSBC/Baker Tilly Economic Dinner, Edgbaston. 6pm
14 September - SME Business Evening, Robert Half, Bank House, Birmingham. 6.30pm
15 September - ITC Powertalk, Holiday Inn Express, Lichfield. 7.30pm
16 September - IoD Event, Eleven Brindley Place. “The Impact on Hires of New Rights for Agency Workers”. 7.30pm
20 September - CIMA/AAT “Cost Accounting” event, Staffs Uni, Leek Road, Stoke-on-Trent. 6.30pm
21 September - Birmingham Business Breakfast Club, Botanical Gardens. Stephen Whittaker, MD of Fellows Auctioneers. 7am.
22 September - Insider Dealmakers Awards Ceremony, Metropole, NEC, Birmingham. 7pm
28 September - Harvey Nash/Impact Executives Annual Lord Digby Jones Breakfast. Metropole, NEC, Birmingham. 8am.
5 October - “Marketing on a Shoestring”. Lichfield & Tamworth Chamber of Commerce, Darnford Moors Golf Club. 7.30am.
6 October - ITC Powertalk, Holiday Inn Express, Lichfield. 7.30pm
11 October - IoD Event, Eleven Brindley Place. “Pension Reform & Wealth Management”. 5.30pm
20 October - ITC Powertalk, Holiday Inn Express, Lichfield. 7.30pm
25 October - CIMA “Marketing” event with Mike Ashton at the Roman Way Hotel, Cannock.
26 October - Birmingham Business Breakfast Club, Botanical Gardens. Andy Street, MD of John Lewis and Chairman of Birmingham LEP – “The Future of Birmingham”. 7am.
13 September - HSBC/Baker Tilly Economic Dinner, Edgbaston. 6pm
14 September - SME Business Evening, Robert Half, Bank House, Birmingham. 6.30pm
15 September - ITC Powertalk, Holiday Inn Express, Lichfield. 7.30pm
16 September - IoD Event, Eleven Brindley Place. “The Impact on Hires of New Rights for Agency Workers”. 7.30pm
20 September - CIMA/AAT “Cost Accounting” event, Staffs Uni, Leek Road, Stoke-on-Trent. 6.30pm
21 September - Birmingham Business Breakfast Club, Botanical Gardens. Stephen Whittaker, MD of Fellows Auctioneers. 7am.
22 September - Insider Dealmakers Awards Ceremony, Metropole, NEC, Birmingham. 7pm
28 September - Harvey Nash/Impact Executives Annual Lord Digby Jones Breakfast. Metropole, NEC, Birmingham. 8am.
5 October - “Marketing on a Shoestring”. Lichfield & Tamworth Chamber of Commerce, Darnford Moors Golf Club. 7.30am.
6 October - ITC Powertalk, Holiday Inn Express, Lichfield. 7.30pm
11 October - IoD Event, Eleven Brindley Place. “Pension Reform & Wealth Management”. 5.30pm
20 October - ITC Powertalk, Holiday Inn Express, Lichfield. 7.30pm
25 October - CIMA “Marketing” event with Mike Ashton at the Roman Way Hotel, Cannock.
26 October - Birmingham Business Breakfast Club, Botanical Gardens. Andy Street, MD of John Lewis and Chairman of Birmingham LEP – “The Future of Birmingham”. 7am.
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