Tag: founder

  • Should I build a business on values?

    Should I build a business on values?

    Most of us have personal values that we follow and live by. Most likely, you use your personal values to act and make decisions on a daily basis. Successful companies do the same.

    Company values are the principles that businesses use to guide them through all endeavors. These core values help organisations ensure that every single person in their company is focused on the bigger picture and working towards the same goal.

    Aligning company values with employee values helps create purpose. When your employees feel like the company shares their personal values – you’ll see an increase in satisfaction, motivation and engagement at work. Overall, this helps to drive success, since all employees want to reach the same goal as the business.

    Whether you’re in need of some inspiration to build values for your new business, or feel like your current goals need a revamp, we’ve put together ways to nail your company values and create a culture around them.

    My creative four-step process

    Nailing your company values

    Strong company values can help guide the decision-making process. They can assist during situations such as hiring or dealing with difficult customers and help to lead to more efficient and effective work overall.

    To gain these benefits, you need your company values to be ingrained in every single act carried out by people within your company. If they’re not, your team will operate in their own way, meaning your customers get a different customer experience every time they interact with a different employee. This ultimately leads to unsatisfied customers and poor brand reputation – making it more difficult to reach company goals.

    How to create your company values

    When it comes to creating core values for your company – think back to why the business was started in the first place.

    What were the dreams that got the business off the ground? What are the goals that your teams are striving to achieve? What does success look like to you? The answers to these questions will help to carve out the values to help you get there.

    Another great step is to enlist the help of your employees. You want your company and employee values to be aligned, so getting your employees involved (if you’re an existing business refreshing your values) can be very valuable. 

    If employees aren’t involved at all – it’s very easy to create values that are meaningless and seem insincere. Employees won’t feel that they are guided by or aligned with these principles, so they won’t have the intended effect.

    If you don’t have any employees yet and you’re just getting started, think about your own personal values and use those as a guide.

    Take some inspiration from the companies you admire

    If you’re in need of extra inspiration, looking at the values of aspirational companies can be a great start. Try looking at the values of companies within a similar industry, or ones who’ve achieved the kind of goals you’re striving towards.

    But remember: only use these for inspiration. Your values need to be unique and tailored to your company and your people if they’re going to be effective.

    Example values from big brands:

    Google – ‘It’s best to do one thing really, really well’ – ‘We do search. With one of the world’s largest research groups focused exclusively on solving search problems, we know what we do well, and how we could do it better.’ See more of Google’s company values here

    H&M – ‘Straightforward and open minded.’ See more of H&M’s company values

    IKEA – ‘Different with a meaning’ – ‘IKEA is not like other companies and we don’t want to be. We like to question existing solutions, think in unconventional ways, experiment and dare to make mistakes – always for a good reason.’ See more of IKEA’s company values

    Starbucks – ‘Creating a culture of warmth and belonging, where everyone is welcome.’ See more of Starbuck’s values here

    And finally… It’s something you’ll need to work hard to maintain.

    One of my favourite values is: ‘Curiosity’ – ‘We’re hungry to learn and share knowledge – asking questions, challenging conventions and refusing to rest on our laurels’

    As you can see, almost all of these companies provide an example or a bit more information alongside their values. Examples make your values more personal to your company and can really help current employees to understand how they should be using them in their everyday lives. They also help potential employees understand how the business operates and if they’re a good cultural fit.

    More examples of company values:

    • Integrity
    • Commitment to customers
    • Honesty
    • Innovation
    • Team work
    • Quality
    • Drive towards change
    • Learning
    • Fun
    • Passion
    • Genuine
    • Exceptional
    • A will to win
    • Respect
    • Empathy
    • Collaboration
    • Accountability
    • Boldness
    • Sustainability
    • Simplicity
    • Courage

    If you haven’t defined your values yet, this list might make you realise how you’re already operating under some unspoken values. If that’s true for your business – it’s time to make a note of them and share them with the rest of the team.

    Remember, you need to stay authentic to your company

    Take another look at that list of example company values. They’re great company values – and if they represent you, your employees and your business – use them. If they don’t, and you think they just sound like “the right kind of thing”, those values aren’t going to properly represent your business. In that case, they won’t have any impact, so steer clear of adopting them for the sake of it. Mismatched company values can undermine the credibility of your organisation if they don’t seem in line with your actions.

    Start building your brand values
    Start building your brand values, be authentic. If they don’t deserve to be there, delete them.

    As your business grows, so should your values

    As your company grows and develops, it’s important to keep developing your values. Although you always want to remain close to your original values – growth and development is important.

    Reassess your values every couple of years and make tweaks to react to new goals or areas of importance.

    Creating a company culture around your core values

    Remember: it’s not just a case of ticking ‘company values’ off the to-do list, and never thinking about them again.

    For values to be effective, they need to be actively practised and put at the heart of each person’s actions within the company, every day. This helps build a strong company culture based on values.

    Set goals based on values

    One way to do this is to set goals to see if your business is following its values. For example, if one of your values is ‘quality’, you could set a goal of improving the quality score on customer reviews each month. By measuring employee performance against company values, it reinforces their importance and helps to ensure performance is going in the direction you want.

    Using customer surveys can be a great way to find out if your organisation is sticking to its values. By asking customers if they feel like the service and/or products they are receiving reflect certain values, you find out from the people who matter most if your company’s values are on show throughout customer experience.

    Hire in line with your values

    Not only should values be referred to in performance reviews, but core values should be considered from the application stage for new employees.

    If you want your company culture to represent your values, you need to consider this within the hiring process – be sure to look out for potential employees who understand and reflect your values.

    You can do this by listing your values in job descriptions, posting them on your website so potential employees who are researching your company can see what you are all about, and asking questions about them in interviews.

    The emphasis on values shouldn’t stop at the recruitment stage. Company values need to be communicated and reinforced throughout the onboarding stage too, to ensure that those joining the company know how your values shape your company culture.

    Form your business around them

    All elements of your business, such as working hours, employee benefits and even the workspace environment, should also represent your values. Design your policy in line with your values to create a culture which properly represents them.

    For example, if one of your values is ‘trust’, it should be ingrained in how your employees are managed. Trust can be shown through flexible working hours, the ability to work from home, or with policies against micromanagement. This helps to create a culture of trust, as employees feel that they are trusted by their managers and vice-versa.

    Creating a culture book for your business can be a great way to define your company culture and the values included within this. Putting all the elements that make up your culture in writing – including the business story, mission, values, your culture and valued habits – helps make it clear what your business is all about.

    This is not only important for your employees, but it can really paint a clear picture of where you’ve come from, and where you want to go for every single person inside and outside of the company.

    Keep your values fresh in the minds of your employees

    If you develop your core values, announce them to the business and then never mention them again – you’ve wasted your time.

    You need to remind your employees of your company values every day. Keeping your values fresh in their minds is the key to keeping your company culture alive.

    A simple way to do this is to give reward and recognition for good work, in line with your values – assigning values to your recognition – reinforcing behaviour that’s important to your company and its culture.

    You can also benchmark against company values during employee performance reviews, and discuss what could be done with employees to display these further.

    Benchmark company values during performance reviews, maybe they need updating?!

    Another way to remind your employees is to show off your values. When you’ve worked so hard to find values that represent your business and what you aspire to, you should shout about them! You can post them on your walls, on your social media channels, and use them in your employee communication.

    Keeping your values fresh in the minds of your employees helps them stick and creates a strong company culture around them.

    To build a culture takes time, resource and focus, yet your main objective is to build a company, earn revenue and bank profit.

    I have various resources available on how to build a company based on values and it starts with understanding your business, your brand, customers and vision. Once we’ve aligned this I’ll support you in a workroom to build your culture upon.

    Thank you for reading.

    A.

  • How do you build a brand?

    How do you build a brand?

    You’re not alone, many start up businesses have a great idea, but understanding the funding needed introduces a hurdle. This article will help you understand how you build a brand and where to start.

    When considering building a brand we take it in stages and some primary questions need to be answered:

    1. Who are your competitors?
    2. Where are they positioned in the market?
    3. Where would you like to be positioned?
    4. What would you like you brand to say about you?

    The last question is interesting and we ask this a lot let’s try something – let’s say you are starting an accountancy firm – there are hundreds already out there, but what is at the core of their brand? The answer is values, but what are they? Does their visual presence deliver what they tell you in their marketing collateral? We imagine the words used include; Trust, Confidence, Efficient, Certified, Established. Maybe yours are too?

    Look at it from a customer’s view point – they buy from what they see. If you’ve got a simple and effective logo, with a consistent visual language, a confident tone of voice, defined typography and industry relevant colour pallet this will show your potential customers who and what you are without you having to tell them.

    Try this: 

    • Google ‘[your sector] in [your location] logo‘
    • Click on images
    • Have a scroll through to see which logos stand out for good and bad reasons.

    As an experienced Creative, I specialise in not just being able to build brands, but help you understand the psychology of design with the researched and developed rationale behind out routes. However, the best part? I also understand business.

    A brand is of course way more than a logo and business card. It’s your customer’s perception of your product or service. 

    • Google your industry and location.
    • Click on images
    • Take your current logo and ask yourself, “Do I look visually competitive placed against my competition?“

    If the answer is no, then contact me and I’ll show you how to build a brand.

    Thank you for reading.

    A.

  • How to choose the right branding agency

    How to choose the right branding agency

    Choosing the right design agency is crucial. You don’t want to be hopping from one to another, disappointed, frustrated and with a depleted budget. This article offers advice on how to choose the right branding agency for you.

    In my previous life I heard far too often comments like “we invested in a brand a year or so ago, and we need to do it again, but we’ve spent all our budget“. When I say we heard that a lot – it was a modest claim – it was every month… for years.

    The comfort is; you didn’t know better, nor should you have done. You met a superb sales guy that over promised and under delivered. That’s all, however, you’ve learned a lesson.

    Don’t see building a brand as a cost, but an investment – think about what you have sacrificed to get here, and that doing it right this time will hold you in good stead for the years to come.

    To get the most out your branding agency – whether it’s for a brand refresh or new creation – research them, do your due diligence. Don’t just look at a portfolio and be wowed by the design, understand who you are going to trust with your investment.

    Following my four step guide to building global brands, you’ll see your future differently.

    My Top Three Tips:

    1. Build rapport

    Take off the business owner’s hat for a moment and think of yourself as a customer (which you are). As a customer you buy from people you like, so build a rapport with them, respect their time and ensure they do yours. Once you grow to like them, through experience, knowledge and above all else, wisdom in branding – then make your decision with confidence.

    To help this flow, one thing a lot of customers request are designs, ideas, suggestions at no charge. In order to win the customer’s business, agencies are asked to give a lot without charging. This should be considered: “If an agency is prepared to give you a lot before you commit, they probably aren’t the right agency for you. They will probably make up for this time in the final invoice, which will cost you more.

    Our advice: once you’ve solidified a brief – managing expectations and deliverables – then commit. You have already built rapport and confidence.

    2. Experience and Passion

    Consider this; you can choose a large agency, with large overheads who will produce great work, yet the investment may well be out of budget.

    You could choose a small design studio who will do anything you ask as they are hungry for work, it’ll fit on budget but not on quality or expectations.

    Or consider freelancers. Those great designers, have little security and therefore often, take on too many jobs to secure that month’s income, miss deadlines and affect your business development.

    Lastly, choose a smaller agency who have the big agency experience and client portfolio, who have successes in business themselves, absolute passion for what they do, so can support you in your business.

    If they have passion for your business, it’ll show, plus, the more support you have in business the better, right?!

    3. What else can they offer?

    When answering, “how to choose the right branding agency?” consider a few points:

    • Do you just want the design? 
    • Do you need additional support? 
    • Do they have a network who can help? Do they offer other services that might benefit our business?

    Once these are answered, it’ll also help you select the right agency for you.

    You may find you’ll choose an agency that specialise in branding and design, however, they will also support you with their network of digital experts, signage manufacturers, social media support, content development, marketing strategies and others.

    If you are ready to discuss your business with a branding consultant who truly cares, and discuss the small print of life over a coffee, then contact me and build the right for your customers.

    Thank you for reading.

    A.

  • Learning Business Terminology

    Learning Business Terminology

    If you’re new to business, you may hear a lot of words and phrases unfamiliar to you. My glossary will explain some of the meanings of the most commonly used business phrases – so talking to your accountant should be a bit easier in the future.

    accounting period
    the time for which profits are being calculated, normally months, quarters or years.

    accounts
    businesses are obligated to produce an annual set of accounts. if they are listed on the stock exchange, they must also show half-year profits (information regarding profits six months into the financial year).

    accounts payable
    amounts of money owed by your company to external suppliers.

    accounts receivable
    money owed to your company by customers.

    acquisition
    the purchase of one company or resources by another.

    actuary
    an actuary is a person employed by pension providers and insurance companies. their role is to calculate accident rates, life expectancy and the relevant payouts.

    administration
    there are two meanings relating to this word in business.
    (1) the organisation and running of a business.
    (2) a business going into administration, meaning that a business has gone bankrupt and its creditors can get in touch to try and claim any money they are owed.

    affiliate marketing
    a retailer or service provider advertising its goods or services via a third party in return for a commission on any sales.

    annual equivalent rate (AER)
    a quote of what interest paid on savings and investments would be. it is calculated by adding each interest payment to the original deposit, then working out the next interest payment, compounding the interest.

    annual percentage rate (apr)
    this is the rate of interest you agree to pay on money borrowed. the higher the amount, the more you will pay.

    annuity
    this is a type of insurance policy. upon retirement a lump sum is paid into it and the insurance company then provide a regular income.

    arbitrage
    the process by which a person or business takes advantage of the difference in price of a share or a currency.

    assets
    property that has value owned by a company.

    audit
    an official inspection of a company’s, or individual’s, accounts.

    b2b
    business to business.

    b2c
    business to consumer.

    balance sheet
    a ‘snapshot’ of a company’s assets, liabilities and capital at a particular point in time.

    base rate
    set each month by the bank of england, this is the country’s base rate of interest. This influences financial products and services when they set their own cost of borrowing.

    benchmarking
    checking your company’s standards by comparing them with certain criteria, e.g. a competitor’s activities.

    bid-offer spread
    the buying (offer) and selling (bid) price of shares, bonds or currency. the ‘spread’ is the difference between those two prices.

    black swan
    financial events that are difficult to predict. It is called this because before people ventured to Australia, swans were assumed to only be white. No one had seen a black one until then.

    blue chip
    this term originates from poker as blue chips are traditionally the highest-valued. therefore, a blue-chip company is one that is large and considered to be safe or prestigious.

    bond
    an agreement made when money is borrowed from an investor at a set rate of interest. it is repaid over a set period of time. bonds are rated from the safest (aaa) to the riskiest (d), also known as ‘junk bonds’.

    bootstrapping
    (1) building a start-up company with very little money, often relying on personal savings and pushing for the lowest possible operating costs, while implementing cost-saving systems such as fast inventory turnaround.
    (2) making a forecast beyond a certain period by using the forecasted data for that period.

    break-even point
    the point in time when you will have paid back all your debts, or when revenues exactly match expenses.

    bridging loan
    this loan is taken out by people who need access to finance while their property is being sold.

    business angel
    also known as an angel investor. an individual who provides capital for a business start-up in return for a stake in the company.

    business cycle
    the tendency for economies to experience peaks and troughs that follows a cyclical pattern – known colloquially as ‘boom and bust’. Governments are tasked with smoothing the peaks and troughs and limiting the effect of these cycles on consumers and businesses.

    capital
    money invested into a company or project by its owners.

    capital expenditure (capex)
    money spent to create future benefits. capital expenditure is money spent by a company either to buy fixed assets or to add to the value of existing fixed assets with a useful life that extends beyond the taxable year. With regard to tax, capital expenditure cannot be deducted in the year the money is paid. Compare with operating expenditure (opex), which refers to ongoing costs to run a product, service or system.

    cash flow
    the movement of cash into and out of a business.

    collateral
    collateral is something lenders can use to give security against a loan. often this is a major asset such as a house.

    commodity
    this is any item which can be freely bought and sold. examples include gold, food products and coffee beans.

    copyright
    the exclusive legal right, owned by the individual or group who created a work, or by an individual or group assigned by the originator, to use certain material and to allow others the right to use the material.

    corporate social responsibility
    corporate social responsibility (CSR) is a form of self-regulation, where companies integrate social, environmental and ethical policies into their overall business strategy. Companies embracing CSR should take responsibility for their actions and take a proactive approach to having a minimal negative impact on the world.

    creditor
    a person or firm that has lent your business money or to whom you owe money.

    critical success factor
    a critical success factor is an element that must occur in order for a business to achieve its ultimate goal.

    debtor
    a person or firm that owes money to you or your business.

    depreciation
    the reduction in value of assets over time, usually due to wear and tear.

    diversification
    when new products, services, customers or markets are added to your company’s portfolio. diversification usually occurs as a risk reduction strategy.

    dividend
    money paid regularly by a company to its shareholders.

    economic growth
    this is the term used to describe an increase in the amount of goods and services produced by the county, known as gross domestic product (GDP).

    economies of scale
    the cost advantages obtained by a business when buying an item in bulk. the price of an item usually decreases as the amount bought increases.

    enterprise value
    this is the market value of a business. it is calculated by market capitalisation times current share price, minus cash, plus debt.

    equity
    equity is used by analysts to work out how financially “healthy” a company is. it also represents what would be left if all of a businesses’ assets were liquidated and the debt paid off.

    ethical investment
    investments made in companies that are specifically chosen for their environmental or moral credentials. defence contractors, or companies known to use contentious labour practices, will generally be avoided by ethical investors.

    ethical trade
    ethical trade can refer to many different things but is most often used as an umbrella term for any business practices that promote socially and/or environmentally responsible trading.

    exit strategy
    a plan to enable you to leave your business, either after achieving your goal or deciding you would like to move on to do something else while recouping any capital you invested when starting the company.

    export
    selling your goods or services overseas.

    fairtrade
    an organised movement enabling producers in developing countries to receive a fair price for the items they produce. fairtrade certification is becoming much more common in many sectors, particularly food, with several large brands now stating that their products are ‘certified fairtrade’ on their packaging.

    financial management
    planning, analysing, monitoring, organising, reviewing and controlling an organisation’s monetary resources. responsibility for financial management often falls to the finance director, and by extension the financial department.

    fiscal year
    also known as a financial year, the fiscal year is a set period used to calculate financial statements. The period used differs between countries and between businesses, although in the UK the year between 6th April and 5th April is most often used for personal taxation. the ‘official’ period for corporation tax runs from 1st April to 31st March, however companies can adopt any yearly period for corporation tax.

    fixed cost
    any cost that remains the same in the short-term, despite changes in volume. fixed costs usually include, for example, rent, interest and salaries.

    FTSE 100 index
    this list is made up of the 100 most highly capitalised blue-chip companies on the London Stock Exchange.

    futures
    these are financial contracts that secure a predetermined future date and price for an asset. the assets used in futures contracts include commodities, stocks, and bonds.

    golden hello
    an attractive package (typically a bonus, or stock options) that are offered to a senior employee as an incentive to join the company.

    golden share
    a golden share in a company is able to outvote all other shares in a specified circumstance.

    grey knight
    during a business takeover, this is a bidder who has no clearly stated intentions.

    gross
    the total amount of money you have earned in a period of time before deductions such as taxes.

    gross domestic product (GDP)
    GDP is the sum of all goods and services produced in the country’s economy. if it is up on the previous three months, the economy is growing. If gdp is down, the economy is contracting.

    gross national product (GNP)
    GNP is another way to measure the economy, but also the welfare of British citizens. this is GDP plus the profits, interest and dividends received from British residents abroad and minus those profits, interest and dividends paid from the UK to overseas residents.

    half year
    this is a term used to describe six months into the financial year when British listed companies must produce profit figures.

    hedge funds
    these investments are only open to professional investors, pension funds and insurance companies. They are considered risky bets although their aim is to beat falling markets. There are four main types of hedge fund:

    • market-neutral or relative value. these attempt to exploit market inefficiencies.
    • event-driven. invested on anticipated mergers, bankruptcy or corporate reorganisations.
    • long/short. allow fund managers to buy some assets but sell others they do not yet own.
    • tactical trading. speculation on the future direction of markets.

    horizontal merger
    when two companies within the same industry and at the same stage in production merge together.

    hostile takeover
    this is a takeover bid of a company that is deemed unacceptable or has unwelcome terms as deemed by the company’s board.

    hyperinflation
    this is inflation that is rapid or out of control. it usually only occurs during wars or during severe political instability.

    import
    buying goods or services from overseas and bringing them into the country.

    income statement
    determines the net income/profit of a business. an annual summary of both income and expenses.

    industrial output
    this is an indicator of future economic growth as it is the manufacturing output of the nation.

    inflation
    the term used when prices rise.

    insider trading
    the trading of shares based on knowledge that no one else has. it was made illegal in the uk in 1980.

    insolvency
    when a company becomes unable to pay off its creditors, or its liabilities exceed its assets.

    institutional investor
    a professional money manager who works for private investors and invests via pension and life insurance funds.

    intellectual property
    any works or inventions that are original creative designs. the individual or company responsible for the designs will be entitled to apply for a copyright or trademark on the designs.

    interim profit statement
    this updates shareholders on a company’s unaudited profits for the first half of the financial year.

    investment trust
    a company on the stock exchange that only invests in other companies.

    invoice factoring
    invoice factoring involves a business selling its invoices on to a third party, who will then add their own fee to the charges and seek the money from the debtor.

    key performance indicator
    a key performance indicator (KPI) is a measure of performance to assess the success of a company or a certain activity the company is taking part in.

    leveraged buyout
    when a company is acquired using borrowed funds. the debt is usually repaid by money made by the acquired company.

    libor rate
    LIBOR stands for the London Interbank Offered Rate and provides the average interest rate at which major global banks borrow from one another. it is based on five currencies:

    • US dollar
    • euro
    • British pound
    • Japanese yen
    • Swiss franc

    LIBOR is also the basis for consumer loans in countries worldwide. It impacts both consumers and financial institutions.

    liquid asset
    any asset which can be easily converted into cash.

    liquidity
    the ease with which a company’s assets can be converted into cash.

    macro-economics
    this is a part of economics that seeks to simplify and show the progress of whole economies rather than focus on individuals or groups (which is micro-economics).

    managed fund
    there are two ways in which a fund can be controlled:

    • actively. a fund manager buys and sells to maximise gains and minimise losses.
    • passively. a computer programme tracks the performance of a market.

    margin
    a profit margin is how much money a company made. for example, a gross profit of £1m on sales of £10m is a 10% profit margin. companies can compare profit margins with others to see how they are doing.

    market segmentation
    a market segment is a division of a market with similar characteristics (e.g. age, gender, religion) that cause them to demand similar products and/or services. For example, in an area with a large jewish community, kosher foods are likely to be in greater demand.

    market share
    the percentage or portion of the overall market controlled by one company.

    marketing mix
    the combination of marketing elements used by a company to encourage consumers to purchase its product or service. Also known as the seven P’s: product, price, promotion, place, people, process, physical evidence.

    merger
    when two or more companies are combined into one.

    microeconomics
    this is a part of economics that concentrates on the actions of individuals and groups, rather than of whole economies (which is macroeconomics).

    national insurance
    national insurance is a form of tax which everyone currently employed must pay in order to qualify for benefits, including the state pension.

    negative equity
    when the value of an asset you have already bought becomes worth less than what you initially paid.

    net
    the amount of profit remaining after deductions such as tax have been made.

    net asset value
    a way of measuring investment trusts. take the total number of its assets minus its liabilities.

    niesr
    national institute of economic and social research.

    nominal interest rate
    an interest rate that isn’t adjusted for inflation.

    nominal values
    these values do not take inflation into account.

    non-executive director
    this is a director who helps the company and offers an independent view on strategies and performance but is not actively involved in the day-to-day running.

    offshore account
    funds which are managed outside of the uk.

    oligopoly
    a market where only a few firms control the percentage of total sales.

    operating expenditure (opex)
    on-going costs for running a business, service or system that includes day-to-day expenditure such as sales and administration. Compare with capital expenditure, which is money spent on fixed assets or extensions to already-owned fixed assets. a photocopier, for example, would involve capital expenditure whereas toner and paper for the photocopier would be operating expenditure.

    operating profit/loss
    the profit or loss a company makes. these figures reflect how the business is performing.

    ordinary share
    also known as common shares, this is one unit of a businesses share capital.

    overheads
    costs that do not vary regardless of the level of production and are not usually directly involved with the cost of production, such as rent.

    patent
    an official legal document confirming that an individual or company has the sole right to make, use or sell a particular invention.

    paye
    pay as you earn. a method of collecting income tax on behalf of the government by taking it directly from your employees’ weekly/monthly pay.

    philanthropy
    making donations to charities in order to improve human wellbeing.

    present value
    comparison of the money available to the company in the future with the value of money it currently holds, e.g. due to interest.

    private limited company
    a type of legal company structure that, among other features, limits the personal liability of the company owners so that they can’t be made bankrupt by company debts.

    privatisation
    the process of moving state-owned assets into the private sector.

    producer price index
    a measure of inflation in goods bought and manufactured by british-based industry.

    product elasticity of demand (PED)
    the degree to which demand for products or services changes with the price. Essential goods, such as food, do not experience an increase in demand when the price changes, and are deemed “inelastic”, but non-essential goods do.

    profit and loss account
    a financial statement that shows any incomes or outgoings of a company over a certain period of time so as to show the net profit or loss for that time.

    quantitative easing
    this is a policy used by authorities in extreme circumstances to ease pressure placed on banks. The authorities buy bonds from the banks and from the commercial sector to make sure banks have enough cash to continue operating.

    quota
    this is a limit set by a government on how much of a product can be imported and exported.

    rate of return
    this is represented as a percentage and is the annual income an investment makes back.

    real interest rate
    the rate of interest minus the current rate of inflation.

    real values
    real values show how relative particular prices are to prices in general. they are adjusted according to inflation.

    recession
    a period of severe economic decline. defined by a contraction of gdp for six months or longer.

    return on investment
    the earning power of an asset or activity measured as a ratio of the net income of the activity to the operational cost. Return on investment (ROI) lets a company know whether an activity is profitable enough to continue.

    revenue
    amounts of money received by (or owed to) a company for goods or services provided.

    share index
    tracks the value of shares on the exchange to demonstrate their performance.

    share options
    a right to buy shares in a company in the future, at a favourable price, in addition to a regular salary if the person meets specific performance targets or predetermined criteria.

    shareholder
    an owner of shares in a company.

    smes
    small and medium-sized enterprises. a small business has fewer than 50 staff and a medium-sized business has fewer than 250 staff. micro-businesses, with fewer than 10 staff, would also come under the term ‘SME’.

    social enterprise
    social mission driven businesses, with social and/or environmental aims, that use market-based strategies to achieve their goals. Social enterprises can be both non-profit and for-profit.

    stakeholders
    any individual or party that has an interest in or may be affected by a business and/or its activities. This can include anyone, from shareholders to residents of the local community.

    supply chain
    the different elements making up the process involved in producing and distributing an item or items.

    sustainability
    the use of natural resources with a minimal impact on the environment; e.g. no depletion of resources. For example, a company that manufactured paper would be sustainable if it only made 100 percent recycled paper or planted a new tree for each one it cut down.

    takeover
    the buying out of one company by another.

    trade balance
    only taking visible trade into account (the import and export of physical goods) the trade balance shows a county’s trade position.

    trademark
    a logo, brand name or phrase legally registered by one company to represent them.

    triple bottom line
    people, planet, profit. the bottom line was originally considered as just profit. In recent years, with the growth in popularity of corporate social responsibility, businesses are increasingly measuring project success not only in monetary terms, but also by examining their social and environmental performance.

    turnover
    the total sales of a business or company during a specified period.

    unit trust
    a unit trust invests money in the stock market on behalf of a group of private investors that have put all their money together to invest and be managed by a fund manager.

    unquoted shares
    some companies choose to not be listed on the stock market, or they may not meet the listing requirements. therefore the shares are ‘unquoted’.

    venture capital
    capital invested into projects with higher risks, usually start-up businesses.

    vertical merger
    a merger between companies that are in the same industry but are not at the same production stage. For example, if a car manufacturer buys a tyre company. they are part of the car manufacturing industry, but now the car maker can reduce the cost of tyres.

    volume
    the number of shares traded in a day on the london stock exchange.

    without-profits policy
    an insurance policy that does not share in the profits of the business that issued it.

    working capital
    this is the capital a business uses in its day-to-day trading. it’s the difference between current assets and current liabilities. It provides an indication of liquidity and the businesses ability to meet its current obligations.

    work-life balance
    the balance in demands of both life at work and personal life.

    yield
    the income from an investment. calculated by taking the annual dividend or interest payment, multiplying by 100 and dividing by the current market price.

    zombie funds
    more formally these are called closed funds. it’s a name given to a closed with-profits fund that no longer accepts new business until the existing policies mature.

    There are many more terms, if you’d like to contribute to this page, please get in touch.



  • Questions to ask investors

    Questions to ask investors

    Can I ask investors questions?

    Absolutely you should. This is a fact finding, value aligning exercise, to ensure there is a right fit for both parties and be prepared to walk away if it doesn’t stack up, feel right and their values are aligned with yours.

    Saying this, you must consider the fact that they will know financials better than you, they won’t know your business, sector or company as well as you – as you live, breathe, sleep it – use their wisdom to help you level up.

    In 2020, I had my first conversation with a VC, in Dubai. Crikey I was unprepared, the acronyms, the information they expected left me feeling like I wasn’t ready, yet I knew I was, the company was ready – my issue? The narrative. I didn’t portray the focus of the company in a way they would understand, I certainly didn’t speak the same language, in fact, I left that first meeting with a question “what did I learn, and what do I need to?” I could have skulked away from that encounter deflated or add them to a database of investors I admired, and keep them in a regular newsletter towards our progress.

    I didn’t communicate very well in the early days, I thought, if I understand the vision, then anyone can. Give yourself more credit, they don’t, wont, and not need to. If you consider every VC is poised to say no, then you won’t be disappointed, my advice is to do your research on the investors you’re planning to meet, discover their portfolio, why they invested in them particularly, why not their competitors? If their portfolio if investments, has synergy, add them to a short list. If they don’t have an active fund, then don’t invest your time.

    Be very specific in who you want to connect with and why. Don’t try to sell them the business idea. Present the benefits and show them why they should believe in you, your team and your vision. Personality and relationship building is crucial in the investment world. It will come down to numbers eventually and aligned with the exit strategy for the fund, however, with the right questioning and research you’ll understand what their fund mandate is and align yourself with that… or not.

    questions text on a pink surface
    Use your time to ask questions, it helps you stand out from others. Remember you’re not sat in front of an investor asking for money… you are offering them a great opportunity!

    Don’t send everything you’ve got as an investment deck, stagger it. Here’s how I structure my communication with investors:

    1. Send a one page summary outlining your roadmap and successes.
    2. Investment teaser 6-8 pages of topline facts and numbers.
    3. Create an Investment Memorandum (IM)

    The more meetings you have face-to-face the better (it build relationships), don’t email everything, they can easily get forgotten, misinterpreted, not followed up (which leaves you chasing). Remember, “Investing in your business isn’t as important to them as it is you”.

    No investor really wants to say “No” they never want to be the one to claim, they walked away from the early investment opportunity in Uber, AirBnb, Tesla. 

    I took my own advice, levelled up, remained in contact with the VC I met with back in 2020, and that VC has now become a close friend, ally and mentor.

    Here are my top 10 questions to ask investors:

    1. How do you understand my marketplace?
    2. How do you see my company fitting in to your existing portfolio?
    3. What excited you about my business? What concerns do you have?
    4. What do you like about the company, and what don’t you love?
    5. What weaknesses do you see in my business?
    6. What milestones do we need to accomplish (after this) to get to the next round?
    7. How do you personally like to work with founders?
    8. What has been your greatest investment and why?
    9. How do you help CEOs in your portfolio help each other?
    10. What are the next steps, what is your appetite to invest in me?

    FUNDRAISING QUESTIONS

    You may get asked: “Are your existing investors participating in this round?

    • Our existing investors of course want to participate in this round. They will likely want to do their pro rata investments  –  some might even want slightly more.
    • I know that new firms have ownership targets. I feel confident I can meet these. If it becomes sensitive between a new investor’s needs and previous investor’s –  I’m obviously not going to tell my investors they can’t participate, but I feel confident I can work with them to keep the sizes of their cheques reasonable.

    What a VC hears when you say this:

    • My existing investors are supportive. I will eventually call them anyway to confirm but I can continue my investment assuming they are supportive.
    • In the future if we raise a larger round, this entrepreneur won’t try to screw me by forcing me not to take my pro rata rights because they weren’t throwing existing investors under the bus with me.
    • This entrepreneur is sophisticated enough to know that fundraising is a dance in which I need to meet the needs of both new investors and of previous investors. They will work with me so I can get close to my ownership targets.

    Any thoughts on the above? If you use some of these tips and would like to share please feel welcomed to do so.

    Thank you for reading.


    A.