Neil FarnworthEnrich Training & Consultancy

Public sector and private enterprise – different business

models

• Revenue spending• Process driven• Market follower• People orientation often

high• Highly regulated• Serving

• Income generating• Profit driven• Market responsive• People orientation not

always high• Freedom• Selling

Public sector and private enterprise – different business

models• Sole trader• Partnership, LLP• Limited Company• PLC• Community Interest

Company• Charity• Co-operative

Operating in a ‘commercial’ way

• What does this mean to us?

• What may need to change?

Key elements of a commercial business

PEOPLE MARKETING

PROCESSES FINANCE

People

Balance your concern for profit with concern for the well-being of your staff

Recruit well: Always look for indicator of future performance

Be a good communicator & develop your leadership skills

Set clear expectations, targets and goals

Manage performance

Consider their reaction to change and manage it well

PeopleHUMAN RESPONSE TO CHANGE

SHOCK DENIAL

BLAME

SELF-BLAME

UNCERTAINTY

PROBLEM SOLVING

TIME

PERFORMANCE

PERFORMING

5

•Align your marketing plan with your

business goals

•Consider the ‘Marketing Mix’

•Gather feedback, and act on it, to continuously

improve your service

•Use cost effective marketing channels where appropriate

•Word of mouth

•Social networking

•Internet, Website, SEO

FinanceMarketing

5

•Research your competitors

•Attraction marketing rather than persuit selling

FinanceMarketing

PRODUCT OR SERVICE

Product development

Features/benefits

Range

Life cycle PLACE OR DISTRIBUTION

Wide range

Dealership channels

Stores / Direct Mail

WEBPROMOTION OR

COMMUNICATIONAdvertising

Public Relations

Direct Mail

Personal Selling

PRICECost–based

Marketing-based

Competition-based

THE MARKETING MIX

PROMOTION OR COMMUNICATION

Advertising

Public Relations

Direct Mail

Personal Selling

Unique Selling Point

Elevator Pitch

5

Plan for it•Cashflow forecast in line with business plan•Understand your Break-even point and plan accordingly•Don’t make decisions without considering financial implications

Collect it•Establish & agree your ‘T&Cs’ up front•Monitor your ‘aged debtors list’•Action prompt collection

Keep it•Look for waste in your operation and control it•Lease or buy?•Negotiate well on all purchases

Finance

5

Streamline processes through the application of information technology

Align all business processes in order that they add value to your customers

Ensure that processes operate effectively between the functions of your organisation

Processes

5

Processes

Generating revenue

Maintaining standards

Customer satisfaction

Business Functions

Processes

What skills will we need to develop in order to prepare for the future?

ENTREPRENEURISM

What is an entrepreneurial process ?

Spotting opportunities

Building capacity

Marshalling resources

Vision

Mission

Objective ObjectiveObjective

Operational targets

Where we want to be

What we need to achieve

The ‘What’ each department will contribute

Day to day progress

Developing a strategy

Operational strategy The ‘How’ each department will operate

Does it all seem too much?

We

win

for

you

… Myths

My business is too small

I have not been trading for 3 years

My turnover is not high enough

It is too complex

It is all about money

I don’t know them so I’ll never win

We

win

for

you

… www.tendersdirect.co.uk

‘Music’

Help for you to win

01392 248 548

Good business practice- 7 top tips

•Formulate, record and communicate your business plan

•Market your business effectively

•Value your staff

•Develop your leadership skills

•Eradicate all non-productive processes

•Maintain a positive cash flow

•Utilise technology to save you time and effort

Thank you, any questions?

Neil Farnworth 01392 314074neil@enrichtraining.co.uk