The blog for smart businesspeople
Thursday, 30 June 2011
That's Green: Biggest privately-owned solar PV panel installatio...
That's Green: Biggest privately-owned solar PV panel installatio...: "A new photovoltaic solar panel electricity generation scheme for farmer and grain store operator Colin Godwin at Keysley Farm, Monkton Dever..."
How does your business cope with the flow of information to your potential customers?
Information used to move slowly, through traditional advertising, traditional journalists; from printing press onto paper, into the shops, onto the billboards and then to your customers. Now it's around the world in a second, and back again!
And it's not through traditional journalists either: your customers are out there right now, all over the marketplaces, speaking to each other about your products: recommending, reviewing, ranting and raving.
And they're talking about your competitors, too. And as soon as your competitor offers something better, something faster, cheaper, bigger, smaller, more colourful, who knows what, those very same customers are suddenly the mouthpieces and champions of your nemesis!
This information also moves around the online marketplace faster, a lot faster in fact, than a speeding bullet.
As an online retailer, the question you need to ask yourself is: Am I in a position to respond to customer trends in a world where information travels this fast?
If your retail technology doesn't have the customer at its very core, then sadly the answer is no.
Your internal philosophy has the customer at its heart, right? If you don't have a system that equally does, prepared for and empowering the growth you deserve, then what's the point?
Equip your retail systems for high growth with a free consultation from Open Plus.
And it's not through traditional journalists either: your customers are out there right now, all over the marketplaces, speaking to each other about your products: recommending, reviewing, ranting and raving.
And they're talking about your competitors, too. And as soon as your competitor offers something better, something faster, cheaper, bigger, smaller, more colourful, who knows what, those very same customers are suddenly the mouthpieces and champions of your nemesis!
This information also moves around the online marketplace faster, a lot faster in fact, than a speeding bullet.
As an online retailer, the question you need to ask yourself is: Am I in a position to respond to customer trends in a world where information travels this fast?
If your retail technology doesn't have the customer at its very core, then sadly the answer is no.
Your internal philosophy has the customer at its heart, right? If you don't have a system that equally does, prepared for and empowering the growth you deserve, then what's the point?
Equip your retail systems for high growth with a free consultation from Open Plus.
Cambridge-based tax and accountancy specialists expand into Australia
With a steady stream of people moving to Australia from England and vice versa, Websters are pleased to announce the opening of their new offices in Australia.
The purpose of their new Sydney-based office is to advise individuals and businesses who are migrating from the UK to Australia, or from Australia to the UK, on the sometimes quite complicated tax and financial issues that may affect them and their businesses.
The purpose of their new Sydney-based office is to advise individuals and businesses who are migrating from the UK to Australia, or from Australia to the UK, on the sometimes quite complicated tax and financial issues that may affect them and their businesses.
In charge of the office he office will be Joanne Lamberth, who is one of Websters’ senior tax consultants, who was originally based in the Cambridge HQ of the firm.
She will be assisted by Dale Winckel, who will be bringing her experience and expertise in sales and marketing to the firm and focusing on further business development.
Websters chose the North Shore, Sydney for their new business as it is a primarily residential area with a high ratio of expat home owners who, they feel, would benefit from their services.
Websters chose the North Shore, Sydney for their new business as it is a primarily residential area with a high ratio of expat home owners who, they feel, would benefit from their services.
But they point out that with a registered office in the central business district of Sydney, other areas of the city still remain within reach.
Chief Executive, Andrew Webster, who has recently returned from visiting Australia where he has overseen the opening of the new office points out:: “The UK practice has been advising Australian clients from our Cambridge base for the last fifteen years. During the last year, Joanne Lamberth, one of our senior tax consultants, has worked hard to develop this new office and business in Australia.
Chief Executive, Andrew Webster, who has recently returned from visiting Australia where he has overseen the opening of the new office points out:: “The UK practice has been advising Australian clients from our Cambridge base for the last fifteen years. During the last year, Joanne Lamberth, one of our senior tax consultants, has worked hard to develop this new office and business in Australia.
“Joanne migrated to Australia and chose the North Shore of Sydney as her new family home, so is well versed in the opportunities and issues that UK ‘expats’ will experience. She and Dale will be working alongside our experienced international tax team in Cambridge. We already use this approach very successfully with our office in France. To extend the business and open our first office outside Europe is a really exciting development for Websters.”
Joanne comments: “I have been based in Sydney myself for a while now, so I know from first-hand experience that to give effective advice to clients you need to have not only a detailed knowledge of both countries’ tax systems, but more importantly expertise in how tax systems between countries interrelate. Dale and I bring such expertise to the team and we are looking forward to working together with our clients to expand websters Australia.”
FACTFILE: As well as their Cambridge HQ and their Australian office they also have a presence in France. and France. The firm was founded in 1990 and they offer advice to individuals, businesses and corporations, with, as one would expect, a special emphasis on tax issues including international issues. Their team includes tax consultants, accountants, a solicitor, a company secretary and financial advisers, who work alongside a small team of software developers.
For details of how they might be able to help you, visit www.tax.uk.com
Joanne comments: “I have been based in Sydney myself for a while now, so I know from first-hand experience that to give effective advice to clients you need to have not only a detailed knowledge of both countries’ tax systems, but more importantly expertise in how tax systems between countries interrelate. Dale and I bring such expertise to the team and we are looking forward to working together with our clients to expand websters Australia.”
FACTFILE: As well as their Cambridge HQ and their Australian office they also have a presence in France. and France. The firm was founded in 1990 and they offer advice to individuals, businesses and corporations, with, as one would expect, a special emphasis on tax issues including international issues. Their team includes tax consultants, accountants, a solicitor, a company secretary and financial advisers, who work alongside a small team of software developers.
For details of how they might be able to help you, visit www.tax.uk.com
Tuesday, 28 June 2011
Trade mark attorney 'back home'
Alexander Ramage Associates has appointed James Setchell as an associate. A UK registered Trade Mark Attorney and European Trade Mark Attorney, James first worked for the Woking-based firm as a trainee in 1994, after having gained an LLB with honours from Cardiff University.
During his subsequent career in private practice in London and Newcastle, James spent a number of years as a trade mark manager for a global drinks manufacturer. He acquired extensive experience in advising on the trade mark portfolios of large FMCG companies as well as SMEs in a variety of business sectors.
"We are delighted to welcome James back," said Eric Ramage, senior partner at Alexander Ramage Associates. "His extensive experience in the international beverage sector will strengthen our presence in that field."
James is a member of the Council of the Institute of Trade Mark Attorneys, and chairs its Public Relations and Communications committee. He takes an active part in the education of those seeking to qualify as Trade Mark Attorneys, being a regular tutor on revision courses and a qualified tutor for the Nottingham Law School course.
He is also a board member of the Joint Examination Board for entry onto the registers of Patent Attorneys and Trade Mark Attorneys in the UK.
www.ramage.co.uk
During his subsequent career in private practice in London and Newcastle, James spent a number of years as a trade mark manager for a global drinks manufacturer. He acquired extensive experience in advising on the trade mark portfolios of large FMCG companies as well as SMEs in a variety of business sectors.
"We are delighted to welcome James back," said Eric Ramage, senior partner at Alexander Ramage Associates. "His extensive experience in the international beverage sector will strengthen our presence in that field."
James is a member of the Council of the Institute of Trade Mark Attorneys, and chairs its Public Relations and Communications committee. He takes an active part in the education of those seeking to qualify as Trade Mark Attorneys, being a regular tutor on revision courses and a qualified tutor for the Nottingham Law School course.
He is also a board member of the Joint Examination Board for entry onto the registers of Patent Attorneys and Trade Mark Attorneys in the UK.
www.ramage.co.uk
Is That's Business pro-business?
A link to a story on strikes by public sector workers on That's Business was posted up on a discussion on the Guardian newspaper's website.
The report was dismissed by a reader of the Guardian (presumably without bothering to read the story, never a good basis for a rational, reasoned debate!) because, they opened, That's Business is a 'pro-business' website.
That's Business is not pro or anti business. That's Business is, however, pro your business and provides news and information that is, it is hoped, of interest and value to your business.
After all, your business is important as business keeps the wheels of society moving. With no businesses there would be no water in our taps, no food on our table, no books on our bookshelf.
The report was dismissed by a reader of the Guardian (presumably without bothering to read the story, never a good basis for a rational, reasoned debate!) because, they opened, That's Business is a 'pro-business' website.
That's Business is not pro or anti business. That's Business is, however, pro your business and provides news and information that is, it is hoped, of interest and value to your business.
After all, your business is important as business keeps the wheels of society moving. With no businesses there would be no water in our taps, no food on our table, no books on our bookshelf.
Fire Resistant Ductwork can save lives: New White Paper
Newly published, from ventilation ductwork specialist Senior Hargreaves, a 2000 word white paper examines how fire resistant ductwork helps protect life, safeguards property and promotes enterprise survival in the event of fire. Hargreaves is making their extensive knowledge and experience available to building services engineers, insurance company surveyors, senior fire officers, health and safety practitioners and others with professional involvement.
The core of the paper is a discussion of the requirements of Building Regulations and the Loss Prevention Council rules. This includes an exploration of the crucial role of fire compartments and the use of fire walls and resistive structures in buildings. The paper also looks at special cases such as car park and kitchen ventilation and explains the importance of stability, integrity and insulation in fire ductwork.
Various methods for meeting the technical requirements are examined comparatively in the light of practical conditions on construction sites. “The paper will be useful to engineers and other professionals engaged in specifying building services. We hope that it will promote and encourage best practice and high engineering standards,” explained Hargreaves director Phil Johnson.
To obtain a personal copy of the white paper, telephone Denise Mercer at Senior Hargreaves on 0161 764 5082 or e-mail denise.mercer@hargreaves-ductwork.co.uk with business address details.
The core of the paper is a discussion of the requirements of Building Regulations and the Loss Prevention Council rules. This includes an exploration of the crucial role of fire compartments and the use of fire walls and resistive structures in buildings. The paper also looks at special cases such as car park and kitchen ventilation and explains the importance of stability, integrity and insulation in fire ductwork.
Various methods for meeting the technical requirements are examined comparatively in the light of practical conditions on construction sites. “The paper will be useful to engineers and other professionals engaged in specifying building services. We hope that it will promote and encourage best practice and high engineering standards,” explained Hargreaves director Phil Johnson.
To obtain a personal copy of the white paper, telephone Denise Mercer at Senior Hargreaves on 0161 764 5082 or e-mail denise.mercer@hargreaves-ductwork.co.uk with business address details.
Monday, 27 June 2011
This Purple prose could really boost your business!
Companies looking to exploit new social media networks must think very carefully about how they develop their Facebook presence according to a new report by integrated marketing specialists, The Purple Agency (part of Adare).
According to Purple too many companies fail to harness the potential of social media to express their brands and engage consumers positively. In so doing they run the risk of damaging the brands they represent as a result of ill thought through social media strategies.
Says Andrew Woodger, data and planning director, The Purple Agency: “While social media sites are a potentially powerful tool for good, they can just as easily be a powerful turn off for many consumers. Unless brands set out to engage consumers in a managed interactive environment, there is a huge risk that their social media presence will back fire. This is especially true of organisations and brands which rely on high levels of consumer goodwill or where there are potentially controversial issues which may need a high degree of ‘management’ to avoid them getting out of hand.”
The Purple Agency has created a list of factors which should ideally be considered and addressed before a company sets itself up on Facebook or any other social networking media. These include the following:
Do:
1 Do have a clear strategy. Consider both the gains and the risks. How will you measure the benefits?
2. Do decide how you want people to interact. Is your Facebook site a bill board or somewhere people can genuinely ‘interact’. Either might be valid, but will depend on what you want to achieve.
3. Do choose who will be responsible for managing and maintaining your presence.
4. Do agree in advance your policies and approach to managing negative or controversial postings. People often use sites to ‘sound off’ about issues they feel are unresolved. Make sure you are ready and able to respond quickly.
5. Do make sure your customers know about your social media presence, and are invited to participate
Don’t:
1. Don’t create a social presence which exposes you to critical comment – unless the upsides and rewards are greater than the potential damage.
2. Don’t use standardised responses or those written in ‘corporate speak’. Treat people as individuals. The wrong tone of voice can send the wrong messages.
3. Don’t duck issues. A little humility works better than corporate arrogance.
4. Don’t scrimp on resourcing your presence. Make sure you have the back up to support your ‘social networkers’, such as customer service personnel and PR people who can deal with any prickly issues quickly and professionally.
5. Don’t let wounds fester. If an uncomfortable issue gets raised deal with it one-to-one before it propagates and gets out of hand.
Says Woodger, “This is a media area which offers huge rewards in terms of building dialogue with customers and expressing your brand personality. If you get it right it can drive service improvements, new product developments, extend your brand and gain valuable ‘earned reputation’. But the downsides have to be considered carefully. You have to plan and have contingency arrangements in place to deal with issues as they emerge. Failure to do so can quickly undo all the potential benefits social media offers.”
A copy of the Purple report The 20 Second Guide to Social Media Management can be downloaded from the Purple website at www.purple-agency.com
Says Andrew Woodger, data and planning director, The Purple Agency: “While social media sites are a potentially powerful tool for good, they can just as easily be a powerful turn off for many consumers. Unless brands set out to engage consumers in a managed interactive environment, there is a huge risk that their social media presence will back fire. This is especially true of organisations and brands which rely on high levels of consumer goodwill or where there are potentially controversial issues which may need a high degree of ‘management’ to avoid them getting out of hand.”
The Purple Agency has created a list of factors which should ideally be considered and addressed before a company sets itself up on Facebook or any other social networking media. These include the following:
Do:
1 Do have a clear strategy. Consider both the gains and the risks. How will you measure the benefits?
2. Do decide how you want people to interact. Is your Facebook site a bill board or somewhere people can genuinely ‘interact’. Either might be valid, but will depend on what you want to achieve.
3. Do choose who will be responsible for managing and maintaining your presence.
4. Do agree in advance your policies and approach to managing negative or controversial postings. People often use sites to ‘sound off’ about issues they feel are unresolved. Make sure you are ready and able to respond quickly.
5. Do make sure your customers know about your social media presence, and are invited to participate
Don’t:
1. Don’t create a social presence which exposes you to critical comment – unless the upsides and rewards are greater than the potential damage.
2. Don’t use standardised responses or those written in ‘corporate speak’. Treat people as individuals. The wrong tone of voice can send the wrong messages.
3. Don’t duck issues. A little humility works better than corporate arrogance.
4. Don’t scrimp on resourcing your presence. Make sure you have the back up to support your ‘social networkers’, such as customer service personnel and PR people who can deal with any prickly issues quickly and professionally.
5. Don’t let wounds fester. If an uncomfortable issue gets raised deal with it one-to-one before it propagates and gets out of hand.
Says Woodger, “This is a media area which offers huge rewards in terms of building dialogue with customers and expressing your brand personality. If you get it right it can drive service improvements, new product developments, extend your brand and gain valuable ‘earned reputation’. But the downsides have to be considered carefully. You have to plan and have contingency arrangements in place to deal with issues as they emerge. Failure to do so can quickly undo all the potential benefits social media offers.”
A copy of the Purple report The 20 Second Guide to Social Media Management can be downloaded from the Purple website at www.purple-agency.com
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