This time next year Rodney, we’ll be Millionaires!

Most business owners are not Derek Trotter, but many share Del Boy’s ambition when they start out; they see themselves at the helm of a multi-million pound business, perhaps even a multi-billion pound business.

But here’s the harsh reality: statistically, only 4% of business owners ever reach the £1million mark, and only 10% of £1million businesses ever reach the £10million mark (that’s 0.4% of all business owners).

So what’s getting in the way of 2.5 million UK businesses punching through that £1million barrier?

Multi-award-winning business coach Shweta Jhajharia puts it down to something called the Complexity Ceiling.

“The first year of the life of a business is the most critical,” says Shweta. “The start-up year defines whether a business has any survival potential and whether it has the potential to reach the £1million mark.”

Shweta points out that no formal education or qualification is required to starting a business. On one hand, that’s great. Anyone can do it. On the other hand, the ease with which people can start their own business can lead many people to assume that what they already know will see them through. However, it most cases, new business owners discover they have a lot to learn, and much of their first year is spent finding their feet.

And if a business makes this kind of start, it builds the pillars that support the ceiling it will eventually hit. “A business reaches this ceiling when it becomes trapped in what is sometimes called the Hindu Rate of Growth,” explains Shweta. “That’s an average growth rate of around 3% each year, which, most of the time, is just enough to keep pace with inflation. If a £500,000-size business grows at 3% every year, how long will it take to cross the £1million mark? The answer, despite the magic of compounding, is 24 years! Many business owners will have already looked at succession or retirement before those 24 years are up.”

For a business to reach the £1million mark before its owner starts yearning for more time on the golf course, it needs to employ new systems to allow growth to happen. “But because of the way many businesses operated as a start-up, further improvement and growth is too complex for them to handle and pursue,” says Shweta. “What allowed many entrepreneurs to run a successful small business simply cannot support larger, more complex teams and issues.”
So what can someone with a great business idea do to ensure their start-up makes the best possible start?

The advice from Shweta is simple: find out what you don’t know: “For example, a key skill is mastering the language of numbers. Profit, Sales, Cash Flow, Receivables, Assets, Equity, ROI, Average Value Sale, Conversion Rate. These are all numbers that the professional business person must be fluent in. It’s not enough just to understand these numbers, they need to be leveraged for every decision in the business. In marketing, sales, team management and leadership there are key metrics to measure, estimate and average in order to evaluate the probability of effects and justify decisions and calculated risks that will lead to sustainable growth.”

But how does a fledgling entrepreneur find out what they don’t know? They ask. Mike Smith from Ripley Training says “one of the most efficient way is to access training like Finance for Non-Financial Managers, Leadership and Sales and Marketing to help you to develop and enhance your skills and knowledge. Accessing external training and follow up coaching can give you a clearer view on your business and how you plan for the future. If time is on your side, you could also combine this approach with joining a local chamber or networking group and learn from your peers.”

Whichever route you choose, here’s to this time next year …

Is your Year-End helping or hindering your business?

Every business, whatever its size, must produce and file, company accounts . In that you have no choice – but you can choose WHEN you do it.

In most cases, a company can choose whatever year end is most convenient and makes sense both commercially and financially.

So how do you decide what year end is best for your business?

We spoke to Carol Cheesman of Cheesmans Accountants to get some pointers:

1) Stock levels: If you carry stock you will need to assess the level of stock that you are holding at the year end. This will probably mean counting it, valuing it, and considering whether it is of a fair value etc. It would therefore not seem sensible to choose a year end when your stock is at its maximum. Far easier would be a period when stocks are usually at their lowest.

2) Time resource: Consider the amount of time it takes, and the inconvenience caused, by having to prepare annual accounts and, if necessary, undergo an audit. You don’t want this to happen at your busiest time – so choose a year end that will avoid the work taking place during this period.

3) Commerciality. Does everybody else in your industry have a 31st October year end? Would that therefore be sensible if competitors are comparing results? Does the industry as a whole report on participants results and therefore do you always want to be out of sync?

4) Tax payment dates: For a corporate entity the tax has to be paid within nine months and one day of the year end – so choose a year end that works for your cash flow when it comes times to pay your tax.

5) Don’t necessarily settle for the default: With a corporate entity your year-end will automatically be the month in which you incorporated. However, the directors are able to change the year end by passing the relevant resolution and completing the relevant forms for filing with the Registrar of Companies.

6) VAT quarters: To make your life easier, consider when your VAT quarters are made up to (assuming you are VAT registered). It will save you time and be easier to manage if they tie-in with your year end. You can write to HM Revenue and Customs and ask them to bring your VAT quarter in line with your accounting period.

In conclusion, taking the time to consider the impact of your year-end date, and changing it if necessary, can save you time, resource and money.

We offer a number of courses to help you becoming more confident and skilled in how you manage your company financials and these can be viewed by following this link.

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Leadership and management training is well understood in the UK with many fantastic providers who deliver outstanding results in this field for their clients.

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Effective credit control is an area that can be overlooked in businesses of any size. We all know the euphoria of winning new business. A new sale, fantastic! Continue reading

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Budgets are a very powerful tool that can really help drive an organisation’s performance. Used correctly, they can be an excellent motivating tool for your staff. Only when your staff are engaged and fully aligned to the goals of the organisation can magic happen! Continue reading

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Spot the Trend!

Let’s play a little game! It’s called ‘Spot the Trend’. Good luck!

Your task is to ‘spot the trend’ from the statements below and then guess what everyone might be talking about:
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• “Very positive and enjoyable day”
• “I really enjoyed the day, very useful”
• “I really enjoyed the course, the trainer was very helpful & friendly.”
• “Excellent delivery, thought the course was excellent – exceeded my expectations”
• “A big sincere thank you for a useful training session. I personally found it very informative and other colleagues found it helpful and enjoyable” Continue reading

1-2-1 Financial Coaching for Directors

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True or false: if your company Board has a qualified accountant as financial director, the other members of the Board have less responsibility for financial matters within the organisation? Continue reading

Be Brilliant at Budgeting!

Historically, budgeting, planning and forecasting have been driven by the finance function. However, enlightened organisations recognise the true value of combining the different perspectives, ideas, experience and know-how of all departments within the company. Department heads are the true experts in their area, after all. Continue reading