Focus We seek to provide, to our personal and corporate business development clients, a complete financial, strategic growth and business management service by identifying for and implementing in client businesses the best of current management science and practices.
Strategy Our business exists and our working lives are dedicated to provide to our clients innovative business development strategies and systems which will impact on the profitability of the business, protect and nurture the careers of employees and secure the fortune and quality of life of the proprietors. Our client and professional team relationships are central to the achievement of that goal.
Mission statement As a fully competent, trained and experienced professional services firm we seek to provide to our small and medium-sized business clients a totally integrated financial care service, which through strategic planning will help to develop their business and through compliance and assurance will secure peace of mind and quality of life. Through continuous attention to the latest technological and professional developments, and an on-going professional development programme for individual staff, we bring to our commercial and individual clients the economic benefits of these developments, with a hands-on approach to implementation of new technology within their businesses. We seek a profitable business development partnership with each of our clients to our mutual benefit.
Key Elements Become our client and by using our totally integrated client services you will secure peace of mind and quality of life. We offer a free appraisal of your wealth creating potential. Through our strategic planning service we provide you with the detailed plans necessary to achieve your business growth and profit aspirations. We will make a positive impact on your business. We offer guaranteed strategies and systems - they will work. We believe in our mission and pursue it with vigour. To be viable any business requires a five-year development programme. We offer client focused services through a team centred approach.
Strategic planning is not just a one-stop exercise but a plan requiring regular review and up-dating to provide continuous development of the business. Strategic planning is only relevant to development clients: those whose businesses are profitable and who have a mission in life. Through our work we identify successful companies, offer them a unique selling proposition and then deliver.
The strategic planning assignment has several key elements:
Quantification of client objectives: personal and business
Setting of financial targets
Identification and development of personnel team
Business development work programme
Establishing consistency of purpose
Setting key performance indicators (measurement of achievement of goals) and following these up through management accounting.
Further elements of our service include:
We use the traditional financial services 'fact find', which is a first rate opportunity to glean the thoughts and needs of our target entrepreneur, so that we may tailor our message and services to meet those expressed needs.
Marketing: The importance of the SME market for future growth It is our natural market place because we are a small business and even if we achieve our ultimate goals we will never be more than a medium-sized enterprise. Together we have one hundred years experience of this market, both as individuals and as a firm.
Team performance assessment, management and development.
Success. We will share with you: ten features of the successful business: Entrepreneurs have certain characteristics. Those of vision, determination and enthusiasm. However, to succeed they also require to plan, recruit and delegate. As chartered accountants who have had to deal, during over the last 100 years, with both successful and unsuccessful businesses we have noted certain characteristics common to the most successful, which we are able to share with you.
Sales development strategy - 24 ways to increase your sales. Just when we feel that we understand our business environment something changes to disrupt the balance. It may occur in the economy, the industry, the region, a particular market or technology, that makes even the most flexible business plan suddenly redundant. Establishing a long-term strategy was possible for most businesses until the last decade. Planning a year or more in advance was relatively easy. Business cycles were established and relatively predictable. Hitting sales and revenue targets was almost taken for granted. Dramatic changes in technology, international conditions and distribution channels have upset that balance irrevokably. How can the business cope with a market in which erratic conditions are the norm? What is required is a strategy that takes constant change into account. Even with notable disruption it is possible to attract new customers, keep present ones and increase sales. We can show you 24 practical tactics for building business in unpredictable business conditions which, taken together, form a strategy for growth.
The role of the professional accountant in corporate strategy: In business the most successful accountants will be those who are willing to learn new business and specialist skills, some of which will be outside the scope of traditional accountancy and finance. For those businesses too small to have staff accountants or who chose to out-source the principal finance functions the role will fall to the professional accountant. Despite technological advance, accounting remains almost entirely based on retrospective introspection. Almost every current system of financial reporting and financial management suffers from two fundamental defects: it is backward looking, reports history and uses historical money values; and it treats the firm as a ring-fenced entity, focusing on internal performance measures and internally generated standards of acceptable performance. The role of the accountant in corporate strategy extends beyond the parameters of current accounting techniques. The accountant is a key player in the strategy team bringing skills of research, analysis, evaluation and quantification to the process of managing the fit of the organisation with its environment. 'Adventure is the result of poor planning' (Colonel Blatchford Snell).
Strategic thinking is the ability to adapt the organisation so that it can prosper in its future environment.
Time management: The constant flow of business provides constant opportunities for interruption. The effective manager controls his business day, making the necessary activities fit the time available, rather than seeking to expand the time to meet the increased activity demands. The key is prioritisation, the more important the activity the larger its allotted time, so that marginal activities are excluded. View each week as 168 hours, time-table the work and time-table the play to achieve the optimal balance. The key to time management is to do the things, which you planned to do, when you planed to do them and for no longer than the time allotted to them. This requires both system and discipline.
Financing the new business. Success with a new business demands the management of risk. Start small and keep it simple. Set realistic goals by setting realistic steps: discrete actions, each of which connects to the next one in some logical progression. The more capital a new venture requires the less chance it has of getting off the ground. If you are selling a service, a skill or expertise how much more do you really need than a desk and a phone?
Mission To be successful in any business requires a mission. Starting in business is not just a financial and professional commitment but an emotional one. Starting in business is no time for self-deception. You must be able to state your business clearly and succinctly. Is it a hard idea: a new product that will fill an existing clearly defined void; or a soft one: a consulting business, an already crowded industry or an idea that is not all that indistinguishable? The danger is that at the outset it is all fiction and the fiction can block your ability to answer the hard questions regarding viability of the proposal. How does the idea connect to the market, to the time and ultimately to the people who must buy it? What quantifyable edge does it have?
The purpose of the above narrative is to give a flavour of the scope of work which we as a firm carry out for our clients. It represents information and guidance gleaned from our researches into modern management science and so quotes many diverse sources. It is not intended that we should seek to represent that the original ideas are our own. Our role is to implement those ideas for the benefit of clients.