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How Being Creative Benefit Your Small Business

Fortunately, most entrepreneurs and small business owners are nimble enough to quickly respond to shifts in the online marketplace. But what direction should you choose? You need to prepare for the next new product or service that will create new customers in the future. If you believe that you can wait until that product is in the marketplace and adapt it, you are missing the boat.
 Author and innovator Geoffrey Moore was quoted in 2006 in CIO Magazine as saying,
 

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How to evaluating your business plan

Now, your business plan is ready, you have selected your KPI (key performance indicators) and you are ready to perform to your business plan. You should not put your plan aside but you should evaluate your progress on a regular on a regular basis, at least for each board meeting. There will for sure be lessons to be learned for the next time you have to write a business plan.
 
If you needed to draw up a business plan for a specific purpose – probably to obtain internal or external backing – the
chances are that you will need to do so again one day. That may be in a couple of years’ time, if things go either badly, and there’s a need for restructuring, or extremely well, and you need further growth capital. Or perhaps you will be looking to expand through acquisition or alliance. Or it may be in 5, possibly 10 years’ time that you need to dust off your business plan and write another.Whichever, you may well have to do this exercise again. So it would be good to find out what you did right and what went wrong this time.

The way to do that is through a structured evaluation process. This is best done after at least three years but can be done sooner if a new business plan is needed within that period.
The evaluation should be carried out by someone independent of the initial business planning exercise. No vested interests should be at stake. It should focus on examining the outturn against the KPIs forecast in the plan.
 

The important points in the evaluation process are as follows:


■ KPIs – you might choose to compare the actual costs of rental of premises compared with the forecast, but you won’t compare the costs of paper clips. Select here only those parameters that have a significant bearing on the outcome of your financial forecasts.

■ Reasons – if things turned out significantly different, why? Was this the result of external forces, or were they in areas within your control?

 Lessons – next time round, what should you do differently in the planning process? How can your forecast be made more accurate? What extra research or analysis would be beneficial?

 
The main point of the exercise is, of course, the final column. What lessons can be learned for next time?

Monitoring your business plan can be regarded as an option. Evaluation should not be. It is not a time-consuming process. It can be carried out in just a few days. And the lessons may be illuminating and extremely useful for the next time you’re asked by the boss to prepare a business plan – by the end of the week!

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The growth of the UK’s restaurant market

Within the UK over recent months the restaurant and dining industry has seen some major changes that have affected the whole dynamics of the industry. The first major influencing factor upon this industry would be Brexit, this clearly having an effect upon all industries over the economy. The core impact Brexit has had upon the restaurant industry would be the focus upon ‘Best of British’. It has been predicted that Brexit is likely to prompt a renaissance in British food and ingredients, with customers looking to support local, British producers and farmers.

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UK Consultancy Market Overview

The UK consulting market – which includes England, Scotland, Wales and Northern-Ireland – is worth around £10 billion, making it Europe's second largest consultancy base. Growth has been strong in recent years, ranging between 6% and 10%. According to data from the Management Consultancies Association (MCA) the consulting market of the UK ranks among the fastest growing advisory markets in Europe. In 2012, total fee income of the sector was estimated at £7.4 billion, and on the back of solid years on year growth, the consulting industry is currently worth circa £10 billion, including all consultancies (also unregistered with the MCA).

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