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Is Customer Loyalty an oxymoron or can it be earned?

How many Twitter followers do you have? How about LinkedIn connections? How many people ‘like’ your company’s Facebook page? Whichever form of social media you choose to utilise for work (and you really should be using some form of social media by now) you will have noticed the emphasis placed on increasing your numbers.

This gamification of business (gathering greater numbers of followers, as you would points in a game) makes clear a trend that has been around long before social media made the process so overt. The success of your website was always measured in new hits. Before websites, a skewed and potentially unhelpful bias towards new business already existed.

This is fully understandable – attracting new clients is essential for any business or organisation. However, the problem arises when the pursuit of the new leaves little room for existing clients. Customer loyalty is not what it once was and, whatever product or service you offer, it is quite normal for clients to be looking around to see what alternative providers are out there. The fact that people are now more connected than ever makes this window-shopping incredibly easy.

If you are constantly looking over the horizon for the next client instead of giving existing clients the attention they deserve you cannot blame them for deserting you. The ‘attention they deserve’ involves more than just doing the job on time and fixing any problems that occur. Think about anticipating needs, pre-empting problems and going the extra mile – the things you were willing to do to win new business.

If anything, in a time when business loyalty is scarce and individuals frequently bounce between companies hoping for a better deal, established clients are the most worthy of that extra mile. Often attention itself constitutes this extra mile. Most people rank time as their most precious resource. Client realise this and will acknowledge and appreciate time spent on them beyond responding to a direct question or request.

If it’s so easy for clients to leave you need to focus on making it easy for them to stay. Be available. Be proactive rather than re-active and consider contacting established customers outside of any mass circulated marketing. We have looked at the importance of trust many times and it is trust that you need to build in order to retain clients.

If a client trusts you it is less likely they will want to leave in the first place. Even if they are tempted to jump ship, the decision becomes that much harder if you have created a working trusting relationship with them. Put yourself in a client’s shoes – can any number of special offers or introductory rates from a complete stranger outweigh the benefits of working with someone you implicitly trust to do the best for you?

The decision is not a foregone conclusion, but a bond of trust is a powerful factor in making it. Focus on building this trust as repeat business always brings more value in the long run. Put relationship building and customer retention above client acquisition in your list of priorities. Make time for existing clients, go the extra mile, and say thank you.

Posted in: Relationship Management

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Authentic Listening

Most people will admit that they need to listen more. There are many areas of our professional lives that we feel we could or should improve, but listening is a skill area that regularly crops up in people’s self-diagnostics.

Unlike other bad habits which we may be completely unaware of until someone else points them out, not listening properly is something that we all know to be wrong yet most of us will plead guilty to having done at some point.

We all know we need to listen properly and we’ve all heard the old adage about having two ears and only one mouth; the trick is ensuring that we do use those ears. This begins before the conversation even starts. Important conversations can crop up spontaneously, but if you are arranging to meet someone who you know has something important to discuss with you, make sure you are in the right frame of mind.

If you know, for example, that another meeting later that day will be on your mind, show your client some respect and schedule a time to see them when you can (to the very best of your knowledge) give them your undivided attention.

That attention needs to continue once you actually meet. It might seem patronising to remind you that phones, tablets and laptops can be distracting but they frequently seem to creep into meetings – not only acting as a temptation to you, but allowing other parties not even present to distract you with incoming messages.

Once you’ve put away the gadgets you need to remember to put away your tongue. Interviews and assessment centres have built habits in all of us that make us want to have our say. We feel we need to be seen to be contributing. However, if you’re trying to listen, you need to rein in any desire to speak before your client’s had their say.

Great care is taken with a sterile scientific experiment to prevent any alien contaminants from influencing the outcome. Similarly, anything you choose to add to an individual’s train of thought or stream of conscience serves to influence its path. If you need to demonstrate agreement, show empathy or encourage someone to continue, there are a host of non-verbal gestures available to you.

The one occasion on which you should interrupt someone you’re trying to listen to is if you need something clarifying or explaining. Even if you think nothing is unclear enough to warrant an interruption, once the speaker has finished you should confirm that you fully understand what has just been said. Briefly recapping the key points and issues in your own words is a great way to do this. It ensures that you are both singing off the same song sheet and demonstrates that you have done what you set out to do – you have listened.

Hearing is a natural ability. Properly listening is a skill. Listening, like any other skill can be actively employed, worked on, and improved. You need to choose to listen to someone. You need to ensure you devote headspace to the person in question, give them a platform, remove external distractions, and confirm understanding. Genuine listening connects you to the speaker, connections lead to trusting relationships and it’s in these relationships that you find value.

Posted in: Relationship Management

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How List-Making might just save your business… and your sanity!

I have always found that writing a commitment on paper increases the likelihood that you will actually do it. I thought that this habit of list making and putting pen to paper was merely a personal quirk, something that happens to help me work more effectively.

However, it seems that writing things down is not just beneficial for a few individuals like me. It is a proven method for increasing your own effectiveness at work, reducing the stress levels of life in general, and something well worth adopting.

Firstly, writing down your commitments makes you more likely to act on them. A written commitment focuses your mind on a task. It’s easy to get side-tracked by low-priority work and to (consciously or subconsciously) avoid the bigger, more important, or more unpleasant issues. Having a written promise draws your attention back to what you have promised to do.

Secondly, as simple as it may sound, ticking items off a written list produces a greater sense of achievement. Just as success breeds success, feeling more productive increases your productivity. There’s certainly no harm in creating a sense of satisfaction and progress.

Thirdly, if the task is not urgent and does not need to be focussed on straight away, writing it down clears your head and allows you to think freely about the important issues of the here and now. Simply put, writing something down means you can devote your mind entirely to thinking instead of remembering.

Fourthly, it provides a reality check. It’s easy to keep nodding in agreement when in conversation with someone and agree to take action on a number of points. Writing down each action gives you a realistic idea of the scale and timescale of what you are agreeing to, allowing you to manage expectations and avoid overreaching yourself.

Finally, for the more emotionally intelligent, it can act as a sounding board. When making large scale, life-changing decisions we are likely to want to talk them through with a friend. Referring every single decision to a contact would paralyse our activity, but seeing your own promises in writing and assessing your feelings towards them gives you a good indication as to whether you are pursuing the correct course of action.

Writing down your commitments helps you to ensure you are committing to the right actions, makes sure they get done, prevents you from distraction and provides satisfaction when they are done. It’s a simple and effective method for improving the way you work.

Posted in: Business Tips

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Dangerous Assumptions and the Power of Discernment

Assumptions can be dangerous. We’re all aware that making assumptions can lead to trouble, but we tend to focus on avoiding them on a grand scale and occasionally lack vigilance when it comes to detail. We might not assume that a new contact will become a profitable client, but we might assume they received the email we sent.

That’s not to say that bad assumptions don’t occur on a big stage. When Disney were building the hotels and services for their Paris location they assumed that visitors to the park would want to stay for the same length of time they did in their other locations. The fact that the park was one third of the size of the others led to many empty hotel rooms.

This is an extreme example, but day-to-day assumptions can prove costly too. We have previously looked at the importance of being liked and how a positive relationship with a client or partner can lead to trust, which is an essential business component. However, this is a process. Confusing being liked with being trusted and assuming that trust exists too early can lead to trouble.

Even if you do develop a trusting working relationship with someone, it is important to be realistic about what this really means. An assumption is a belief held without evidence to support it. If you believe this new relationship could lead to a sale, do you have the evidence that this individual has the influence within their organisation to make that happen?

Even at the conclusion of work, people’s assumptions can cost them. We know how powerful word of mouth recommendations are. If you’ve just completed some work for a happy client who has been thoroughly impressed you might assume they will recommend you to others. You know they are well connected, have many useful contacts and numerous twitter followers, so you assume that several opportunities may spring from this.

It might happen, but there’s no evidenced for this belief. The simple act of asking the satisfied customer if they would mention you can turn the first assumption into truth. The second remains an assumption not a guarantee.

Above all, never assume anything is as simple as it seems. That’s not to say that everyone you encounter will have some ulterior motive, but when you’re dealing with real people you need to be sure you fully understand the situation and remember that there is a good reason for every question, even if it is not obvious.

To return to Disney, the famous, most frequently asked question at their customer service desks is ‘what time is the three o’clock parade?’. A seemingly simple (to the point of stupid) question – you assume you know the answer. However, staff have learnt that the question really being asked is ‘given that the parade draws large crowds, how long before the start of the parade do I need to find a viewing space so that my children can see it?’

Don’t assume you know what question is being asked. Always look a little deeper and always look for the evidence that turns your assumptions into truths.

Posted in: Life Skills

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Why Relationship Quality Is Better Than Relationship Quantity

Do your clients actually like you? People pay close attention to the number of ‘likes’ they get for their LinkedIn updates and Facebook posts, but building genuine personal relationships with people in the real world is incredibly important too.

Hollywood films are keen to point out the shallowness of popularity whilst championing the outsiders and, to an extent, the quantity of your contacts in the real, professional world is not necessarily an indicator of success either.

However, it can be. The more relationships you strike up and the more contacts you make, the greater the odds are of translating these connections into sales. The outsider, unconcerned with acceptance is a hero of fiction. In the real world, your business or organisation needs relationships with people.

More important, though, is the quality of these relationships. Even if you are able to deliver your clients success, as they define it, if they do not have a good relationship with you and actually like working with you, they will always be looking for alternatives.

If they discover somebody they get on with better than you who can deliver the same results, your days are numbered.

There is much written about practitioners being too concerned with being liked to make the tough decisions and perform effectively. Certainly, you cannot compromise your professional integrity or values in order to curry favour or remain popular but by building trust, establishing a relationship and using emotional intelligence to connect with people you can make the tough calls without being seen as the villain.

It is in your interest to build this trust and it begins at the beginning. If people you meet at networking events get to like you and “rate” you for who you are and what you can provide, you are more likely to achieve a sale in due course.

If you manage to build a good relationship with a new contact, then not only does it increase the likelihood that you are creating a future client and/or a route to market, but you may find that they have something which would benefit you or someone who could be of use to you. A valuable symbiotic relationship could be taking root.

Wanting to be liked for the sake of being liked and to satisfy your own vanity is not a helpful way to operate. Generating a professional relationship where each party not only appreciates the service provided by the other but genuinely enjoy working together can be hugely beneficial to everyone involved. Life’s not a popularity contest but real friendship can often mean more than a signed contract.

Posted in: Relationship Management

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Running Your Own Race: When competitive pressure begins to grow

‘I’m going to concentrate on running my own race’ says many an athlete before an event.   You can see the logic in this. You don’t want to let opponents dictate your style, to always be reacting or to succumb to worry about what others might do. However, if you are up against competition, you can’t simply ignore them.

Competition is a good thing. If you’re starting to notice competitive pressure, you know your business is on to a good thing. If there is no competition, or none has risen to meet your success, you have to question whether there is a market for the product or service you provide.   The rise of competition is a growing pain – yes, it’s a pain, but it means you’re growing.

When dealing with competition, it would be nice to operate like the athlete and ‘run your own race’, but it’s not realistic. Keeping an eye on the competition is not a resignation to be passive or reactive either – you’re also looking to see how they react to what you do. With this in mind, here are some thoughts on how to react when others start responding to your success.

Deep breaths:

There’s no need to panic. As we’ve seen, competition is a sign you’re doing something right. Don’t feel terrible that others are taking a share of the market. Be realistic – if you had 100% of the market tomorrow would you be able to cope with the extra business? Analysing your competition provides an extra diagnostic tool for you and competition forces you to keep innovating and adapting, which is a good thing.

Differentiate:

Even when large numbers of businesses are offering similar products or services, no two are alike. You need to ensure that you identify and capitalise on what makes yours different. You need to differentiate and to do so on your terms! All too often it is assumed that being cheaper than the competition is the only weapon available. This just isn’t true, especially for a flexible small business. Perhaps your business is more affordable, but it could equally be more specialised, more ethical or offer more payment options.

Don’t rubbish:

This last point is common sense but not always common practise. When competition arises, many people want to go on the offensive. It’s a ‘best form of defence is attack’ mentality which makes sense as long as your offence doesn’t involve being offensive. Rubbishing the competition has never been viewed as professional and isn’t likely to be any time soon. You can’t ‘run your own race’ whilst blindly ignoring the competition. However, you can study them, assess their strengths and weaknesses, build your own game plan and then run your race. Then you can leave them for dust.

Posted in: Marketing

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Will the “Real You” please stand up?

Personal branding defines who you are, separates you from the crowd and generates interest from potential clients. Your brand is your professional reputation and, like your personal reputation, it exits in the eyes of others and is therefore visible to all, regardless of how much effort you put into developing it – for better or worse.

Obviously it’s in your interest to spend time considering your personal brand and the image you project and to have it develop along your own preferred lines. Fabrication and deceit are not options ethically, or even practically – like a doctored CV people will see through it eventually.

Developing your brand is not creating a persona or playing a role it is recognising and highlighting your own core skills and values, drawing attention to your relevant experience and accomplishments and presenting your real self in the best light.

With this in mind, a lot of people can put a lot of time and effort into brand building on the ‘big stage’ only to let themselves down by neglecting the aspects they perceive as minor.

Networking and promoting yourself is an incredibly important part of brand management, and taking opportunities to deliver your message when meeting new contacts and perfecting your ‘elevator pitch’ is common practice. Not everyone puts the same effort into following up these opportunities.

If you meet someone at a networking event and agree to follow-up then make sure you do, otherwise you will not come over as authentic and will damage your personal brand. Regardless of how you have portrayed yourself, failing to honour any agreements made renders your brand as a façade in the eyes of those you have made promises to.

With the advent of social media and the absolute necessity of an online presence, practitioners now find themselves in more direct contact with clients and customers than ever before. Even when you are not meeting people face to face, your email, LinkedIn or Twitter accounts make you personally contactable and the same expectations apply.

Your personal brand exists in the perception of others. If you do not commit the time and effort to following up meetings and acting on agreements, whether online or in the real world, you will be regarded as unreliable, inconsistent and not the ‘go-to’ person you tried to portray.

Your unique brand is your chance to stand out and get noticed. Don’t let slips in professionalism undo all the hard graft you have put in to creating it. Keep your eye on the ball and demonstrate yourself at your best.

Posted in: Personal Brand

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Positivity

Quite often when I play golf I am in the company of players who are more accomplished than I am. It’s amazing how often this helps me ‘raise my game’ rather than feel intimidated. This is partly down to their mind-set and attitude being one which works positively as opposed to negatively on others and partly my own response to the situation.

The phenomenon of ‘raising one’s game’ is a familiar one. Certainly in the field of sport it is quite common for minnow teams to slay giants in cup fixtures and for lowly teams to play out of their skins against an opposition considered far superior on paper. However, the phenomenon is not confined to sport and occurs in both situations of competition and collaboration. In sport, at home and at work, attitudes can be contagious.

A particular curmudgeonly individual does seem to be able to kill the mood of any party, and a particularly happy individual cheer up a miserable crowd. However, these are exceptions. In general people will adapt their attitudes and emotional response to suit the prevailing attitude of a group. An uninspired and unhappy team will tend to drag down the morale of anyone who joins them. The attitude of a team performing exceptionally and with high morale will rub off on new additions.

This infectiousness is not confined to emotions, but extends to behaviour and skills as well. Much of the research into mirror neurons is theoretical, but the presence of these relics from a time before language in our brains means that we subconsciously mimic and adopt behaviours we see. At the most basic level, these neurons allow us to learn a new action by watching someone else perform it. At a higher level, they subconsciously alter how we go about tasks in relation to what we experience around us.

In short, playing golf with more accomplished players allows you to iron out some of the problems in your own game without you even realising it. Beyond the golf course, this response is a very strong argument for surrounding yourself with exceptional people at work, rather than being intimidated by and avoiding them.

As with the golfing group, this form of subconscious improvement is dependent on the mind-sets of both parties involved. Though the mirror neurons should act automatically, the learning effect can be actively blocked from either direction. Successful groups can choose to act as removed and elitist cliques and individuals entering a group environment can stubbornly refuse to interact.

Wherever you see yourself in this scenario, it’s important to be positive and open. Golf is a mixture of sporting competition and social collaboration, but whether you are working in a team environment or in a competitive market, the lessons remain the same. There is no need to be overly intimidated by other people. Encountering accomplished individuals will help you ‘raise your game’ and by keeping your own standards high and attitude positive you will have a beneficial effect on those less accomplished individuals around you.

Posted in: Personal Development

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More haste less speed – finessing the launch of new products and services

Some products and services seem destined to fail. Quite what the makers of pizza scented body spray or cheese flavoured lip balm were thinking is anybody’s guess, but suffice to say they did not remain on the shelves for very long. It seems that their market research failed to pick up on the fact that people did not want to smell like a fast food restaurant or apply cheese to their face. However, some new products and services which are genuinely good ideas can fall by the wayside by being released too soon. If you come up with a new idea for a product or service it is important to get it tested rigorously by people you trust before you go too far.

There is a trend to act fast, launch early and be ahead of the game. Better to fix glitches later than miss an ideal window or opportunity. The original iPhone, when launched, did not support apps, MMS, the ability to copy and paste, and other features. People still queued up outside stores to buy one though. It was the first genuine smartphone and, as there was no alternative available yet, people were happy to wait for features to be added later. With the range of smartphones available now, people would have looked elsewhere and the product would have been a flop.

This approach only works if your product or service offers something genuinely new. Microsoft paid the price for not thoroughly testing their Vista operating system. Many of the glitches and compatibility issues that it suffered were eventually rectified but not soon enough. There were numerous other operating systems available to customers, including Microsoft’s own, earlier Windows systems. Why buy something flawed and wait for the patches, when perfectly good alternatives exist?

Launching a product or service that hasn’t been sufficiently tested also risks harming your reputation – even if the problems are eventually fixed the damage can be done. Given that Obamacare was and is a contentious issue in the US, there was a lot riding on the healthcare.gov website. Instead of appointing an IT contractor as Systems Integrator, who spend on average 5 months testing sites before launch, the Medical Services decided to do it themselves and test for 6 days. Given that the programme was not universally popular in the first place, for the website – a key component of the programme – to be initially unworkable was disastrous.

It’s also very important to test for the future and continue to apply the same rigorous standards should your product or service take off. The initial testing of American Biophysics’ insect trap, Mosquito Magnet, was successful and they went ahead with the launch of a potentially life-saving new product. However, due to the success of the system, they had to rapidly expand in order to keep up with demand and the overseas factories they contracted to produce their product did not apply the same stringent tests undergone by the original. This was not merely a tool for controlling pests at barbeques, but a system people were relying on to protect them from West Nile fever and Malaria, and customers would not stand for faulty equipment. The company went into receivership as a result.

This may be a list of scare stories and negative examples, but that is the purpose of thorough testing – to avoid such problems. Testing your product or service is not likely to add any particular value, but it serves to help you dodge pitfalls like these. Yes, there is a danger of ‘missing the boat’ by delaying a launch and the effects of rushing testing do vary depending on the industry (a glitchy operating system is not as serious as a faulty parachute), but great ideas can be completely undone if not properly tested before release. If there are serious flaws in your product, cutting corners to meet an earlier release date can be like jumping the queue to the gallows. Think very carefully about the potential risks of forging ahead regardless and listen carefully to your trusted advisors.

Posted in: Product Development

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#45: Top Tips for Start-Ups – Insurance Issues

Welcome to my final Start-Up Business expert article! It’s been a long road and a pleasure to have you long for the ride. I do hope you will refer back to my expert articles in the future, as well as the insights in my newsletter.

Over the past few articles I have been sharing my top tips with you for people, legal and information technology issues you may find having just launched your business. For my final article I want to look at something very important – insurance.

Insurance is an essential part of any business’ considerations, especially for start-up companies when it is important to ensure your cover is as wide as possible to give you the correct protection but also to ensure costs are competitive.

The ABI (Association of British Insurers) recently released statistics showing that only 23% of companies that suffer a major loss are still trading two years later. This could be because they were foolish enough to start trading without insurance but the most likely explanation is that the insurance did not respond adequately following the loss. This could be because the cover was inadequate or because the policyholder did not understand what was required of them in respect of the policy’s terms, conditions and warranties.

To consider this in context, it is important to understand the whole basis of insurance. It is, in simple terms, “risk transfer”. You are asking somebody else to bear the burden of some of the risks – mainly financial – that you would be unable to carry by yourself. For example, few businesses would be able to, say, replace their building or all of their stock if either were to be destroyed in a fire, storm or flood. Similarly it has to be recognised that as a society we are becoming more litigious and you should protect yourself against any potential liability you may incur for injury, property damage or financial loss.

The ABI also recently reported that of every pound paid out in claims by Insurers 83% related to legal costs, substantially inflating the costs of even a minor claim.

So where do you go for the best advice on the financial exposures you face and the insurance you need? Some insurance companies are set up to deal on a direct basis but can only offer you their own products, and are unable to advise you on products not within their policy range. In our opinion the best course of action is to talk with an insurance broker who will be able to offer you access to a wide range of insurers and specialist schemes, to ensure you get the widest cover at a competitive price. But not all brokers are the same and below are a number of handy tips you should consider in your selection process:

1. Selecting a recommended broker

Ask industry peers, friends and even family if they are able to positively recommend an Insurance Broker. Speak to two or three different firms for advice and then compare who is most responsive to your needs and instils you with confidence. Give weight to the broker that will offer to meet with you to discuss your business and help identify the risks you face and try to agree some service standard levels that meet your particular requirements. Ensure that they fully understand your business and ask them who will be providing on-going support and avoid telesales companies to whom you will just be a name on a screen.

Often the only time you find the true value of your insurance is in the event of a claim so ask the broker how they help you with claims and avoid any who passes you on directly to the Insurers.

It is possible to buy online but there can be pitfalls. Informed product face to face advice is very often the better option.

2. Make sure you get written quotations

Make sure you are supplied with full details of all Terms and Conditions that will apply, before giving instructions to go on cover. Read all documents carefully and ensure that you are able to comply in full. If you cannot you should let your broker know.

3. Work with the Broker to carefully assess your own risk

There is no benefit to over insuring and to under insure could leave you in serious financial difficulties, so make sure all of your sums insured are carefully calculated.

Similarly, make sure you have accurate estimates of your turnover and projected wages and estimated gross profits, etc.

4. Professional Risks

In addition to obvious business exposures such as asset protection, etc, it is important that you consider professional risks which could, amongst other things, include financial covers such as Directors & Offices insurance, Libel and Slander insurance, Fidelity insurance, Trustees Indemnity and the like.

5. Make sure you meet your legal requirements

You are required by law to have Employers Liability insurance. This is required by Statute and you will face penalties if you do not have the correct insurance.

Similarly if you operate cars, vans, lorries or other motorised equipment on a public highway you are required to arrange at least Third Party insurance under the requirements of the Road Traffic Act.

6. Make sure you are aware of contractual requirements

In addition to insurances which you must arrange by statute, you may also find yourself asked to have in place, or effect, certain covers as part of a contractual arrangement. These normally relate to Professional Indemnity which, in short, offers cover for financial loss arising out of errors or omissions in your advice.

Such contracts can also ask for Public Liability insurance and, if appropriate, Products Liability insurance.

It is worth noting that these covers are often basic requirements of contracts with local authorities and other public bodies.

7. Consider your Own Risk Profile and Manage Your Risk

Insurers will often allow discounts if you are agreeable to a deductible (or excess) to be applied to your policy. You may also select to self-insure some aspects of your risk and you should discuss the options available to you in depth with your selected broker in establishing your own risk profile.

Insurers will normally reward a well-run business with lower premiums as good housekeeping and good risk management will minimise their potential exposure to claims. Always try to follow your industry’s best practice standards and also ensure you comply with the requirements of Health and Safety legislation and guidance. Always do your best to discharge your duty of care to all Third Parties as well as your moral obligation for the safety and wellbeing of your staff.

8. Budget Yours Costs Correctly

Remember that expenditure in respect of insurance may not limited to the cost of the premium being asked to enable the risk transfer. You should also budget to include the following, as relevant to your particular trade:-

• Fire extinguishing appliances
• Good quality door locks and window locks
• Other physical security such as bars or grills
• Health & Safety consultancy and implementation
• An intruder alarm
• CCTV
• Staff training
• A fire alarm

9. Review Your Arrangements Regularly

When you have worked with your Broker to design a tailor made insurance programme that matches your needs and budget, do not consider that an end to the matter.

All businesses alter over a period of time maybe by changing their business focus or acquiring extra staff or vehicles. Newer businesses tend to change more frequently and you should therefore make sure your Broker is aware of all developments so that he may advise you accordingly.

10. Further Financial Advice

Make sure your Insurance Broker is able to offer other financial advice which would protect your business or find an Independent Financial Adviser who is skilled in the needs of a business. They should be able to advise you on for example, insuring important people in your business (Key Man Assurance) and protecting the shareholdings of investors in your business (Share Purchase Assurance). They should also be able to help you out with such things as Pensions and other Employee Benefits, typically Group Life Insurance, Group Private Medical Insurance, Health Insurance and the like.

Well, that’s it folks! Do refer back to my articles, whenever you wish, and don’t forget to sign up for my newsletter for regular insights and news. I wish you all the best for the future, and don’t forget you can contact me anytime if you feel you need any extra guidance.

Posted in: Start-ups

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