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Presentations During EWPB 2018 - Khaos Control Cloud

The document discusses the gender gap in business, particularly in the tech sector, where women are underrepresented and face barriers to advancement. It highlights that closing the pay gap could significantly boost GDP in various countries and notes the importance of networking events in promoting women's careers. Additionally, it provides insights into strategic business growth, the importance of research and development tax relief, and health and safety regulations.

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Getting Ahead in Business & the Tech Sector @AnnaAbrell #EWPB18
@AnnaAbrell #EWPB18
B2C B2B @AnnaAbrell #EWPB18
@AnnaAbrell #EWPB18
Women in business
32% Global gender gap WEF, 2 Nov ‘17 | https://www.weforum.org/reports/the-global-gender-gap-report-2017
32% 23% Global gender gap UK gender gap WEF, 2 Nov ‘17 | https://www.weforum.org/reports/the-global-gender-gap-report-2017
BBC, 2 Nov ‘17 | http://www.bbc.co.uk/news/world-41844875 @AnnaAbrell #EWPB18
Why? Globally, women... ● Are more likely to do unpaid or part-time work than men ● Tend to work in lower-paid professions ● Are less likely to be in highly-paid senior roles in companies ● Are strongly under-represented in Engineering, Manufacturing & Construction, and Information, Communication & Technology WEF, 2 Nov ‘17 | https://www.weforum.org/reports/the-global-gender-gap-report-2017 @AnnaAbrell #EWPB18
If the pay gap was closed... ● The United States could add $1,750bn to its GDP ● France and Germany could add more than $300bn each ● The UK could add $250bn WEF, 2 Nov ‘17 | https://www.weforum.org/reports/the-global-gender-gap-report-2017 @AnnaAbrell #EWPB18
Women on boards
Credentials/expertise “There aren't that many women with the right credentials and depth of experience to sit on the board - the issues covered are extremely complex” “We need to build the pipeline from the bottom - there just aren't enough senior women in this sector” “I can't just appoint a woman because I want to” Gov.uk, 31 May ‘18 @AnnaAbrell #EWPB18
Stereotyping “Most women don't want the hassle or pressure of sitting on a board” “All the 'good' women have already been snapped up” “We have one woman already on the board, so we are done – it is someone else's turn” Gov.uk, 31 May ‘18 @AnnaAbrell #EWPB18
Culture “I don't think women fit comfortably into the board environment” “Shareholders just aren't interested in the make-up of the board, so why should we be?” “My other board colleagues wouldn't want to appoint a woman on our board” Gov.uk, 31 May ‘18 @AnnaAbrell #EWPB18
Get on a board
The power of events & networking
@AnnaAbrell #EWPB18
Do events work? A study ● 2,600 working women across functions and industries attending ‘Conferences for Women’ in several U.S. states ● Outcomes that occurred in the year after the women attended the conference ● Control group of women who signed up for a conference but had not yet attended Harvard Business Review, 3 Feb ‘18 | https://hbr.org/2018/02/do-womens-networking-events-move-the-needle-on-equality @AnnaAbrell #EWPB18
42% Event attendees who received a promotion Harvard Business Review, 3 Feb ‘18 | https://hbr.org/2018/02/do-womens-networking-events-move-the-needle-on-equality
42% 18% Event attendees who received a promotion Non-attendees who received a promotion Harvard Business Review, 3 Feb ‘18 | https://hbr.org/2018/02/do-womens-networking-events-move-the-needle-on-equality
Do events work? A study ● 3x the likelihood of getting at +10% salary increase within a year ● 78% of attendees felt more optimistic about the future ● 71% of attendees felt more connected to others Harvard Business Review, 3 Feb ‘18 | https://hbr.org/2018/02/do-womens-networking-events-move-the-needle-on-equality @AnnaAbrell #EWPB18
Make events work for you
Get ahead
Contribute your opinion Bring new ideas to the table Get a brag buddy Ask for a promotion @AnnaAbrell #EWPB18
Thank you! https://developher.org/ https://www.hiremorewomenintech.com/ @AnnaAbrell #EWPB18
New Look ATG/Agile PresentationGrowth Workshop: Building a Successful Strategy for your Business Date: 6th June 2018 David O’Brien Business Doctor
United 173
United 173
Growth workshop ● Your Business ● Your Story
Strategy ● A strong and clear strategy is what keeps your business moving in the right direction when the stresses and demands of each day compete for your attention and focus.
1 in 60 aviation rule
1 in 60 aviation rule
Strategy ● “Strategy is the bit between your objectives and your business plan” ● Objectives ● Strategy ● Tactics
Take some time out to think about ● What do you want your business to look like in 12 months time? ● In 3-5 years time?
Spend less time working IN your business and more time working ON your business
Easier said than done?
● Why ● When ● What ● Where ● How ● Who
Deborah Meaden ● “I think much of my success comes from taking nothing for granted and questioning absolutely everything.”
Key questions ● Why am I in business? ● What kind of business do I want to be? ● What is my growth goal? ● What will affect the journey? ● What do I need to do? ● AND NOT DO! ● “Strategy is best thought of as what you are not going to do ”
Step 1 - Understand why you’re doing it
Why are you in business? ● Be selfish for once ● What motivates you? ● What’s the end game?
What motivates you? ● “Money” ● “Making a difference” ● “Getting it right for the client” ● “The type of work I’m doing” ● Where does it end?
1. What’s in it for you? ● Why are you in business? ● What motivates you? ● What is your exit strategy?
Step 2 – What’s really important to you
The Housebuilder ● Perfection ● 100% on time, no snags Profit Efficiency, no going back The Operations Director
IPACT • Integrity • Positivity • Accomplishment • Caring • Teamwork
Health Business Healthy Life Happy Clients Empat hy Applied Experti se Learni ng Trust Harmo ny You - as an individu al
2. What are your core values?
Step 3: What business are you in? Think beyond your product or service WHAT are they actually buying? WHY are they buying it?
The title of the business doctors presentation goes here Purpose ● “People don’t buy what you do, they buy why you do it”
“In the factories we make lipstick and in the shops, we sell hope” ● Charles Revson Harley Davidson does not sell motorbikes. It sells the concept of freedom to middle-aged men. “People don’t go into a DIY store because they need one of our drills. They go because they need to make a hole in the wall.” CEO of Black & Decker
What happens when you don’t know your why …
3. Purpose ● What business are you really in? ● What problem do you solve?
Create a business vision
Goals Growth • Sales / Revenue • Profit • Range of products • Locations / geography • People Control • People • Systems • Finance • Operations • Communications
“Stretch goals” ● “I always did something I was a little not ready to do. I think that’s how you grow. When there’s that moment of ‘Wow, I’m not really sure I can do this,’ and you push through those moments, that’s when you have a breakthrough.” ● Marissa Mayer, Google & Yahoo
4. Write down a Visionary Goal ● What has your business grown to in 3 years time? • Sales / Revenue • Profit • Range of products • Locations / geography • People
Duncan Bannatyne ● “All of our businesses face hurdles and obstacles. It’s how we tackle them that shapes our success”
Look at the Big Picture ● Give yourself “advanced hindsight” ● What might affect your business? ○ Social ○ Technological ○ Economic ○ Political
Risk ….. Or opportunity?
Ice hockey ● “I skate to where the puck is going to be, not where it has been” Wayne Gretzky
What “STEP” change creates an opportunity for your business? ○ Social ○ Technological ○ Economic ○ Political
Market analysis • Customer • Products & Services • Competition • Supply Chain • Strategic Partners
Customers ● Talk to your customers to understand them ○ Why do they buy from you? ○ Who else did they consider? ● Who are your most valuable customers? ○ Top 10 customers or customer types (top 20%) ● Who is your ideal client?
Products and services ● Make sure you understand the numbers ○ What is the income per hour & profit ● Bottom 10%? ● Top 20% ● What’s next?
Are you working hard enough? ● "So often people are working hard at the wrong thing. Working on the right thing is probably more important than working hard." ● Caterina Fake, Co-founder Flickr, Chair of Etsy.
6 & 7. Customers & Products / Services Customers ● Why do they buy from me? ● Most valuable? ● Do I know my ideal client? Products / Services Most profitable Least profitable? What’s next?
Competition • Who else do your customers consider buying from? • What do they consider doing instead to solve their problem?
Supply Chain ● Where do you fit? ● Look up ○ Is your customer the end user? ○ How are they changing? ● Look down ○ Are you getting best value? ○ Look to reduce costs
Strategic Partners ● Who can help? ○ From your existing network ○ For goals or new markets
Look in the mirror GIVE Analysis – G r e a t – I m p r o v e – V u l n e r a b l e – E d g e
Dragon wisdom ● “You can run a business any way you like. But you’ll run it better if you build it around your strengths”
What is your Edge? ● What makes you different? ● What makes you better? ● Does anyone care? How do you compete?
Find your edge and stay out of the Killing Fields
Find your edge and stay out of the Killing Fields
2 factors of wowing your customers ToughBook Innovative - HP Direct - Dell Sexy - Apple Do customers care – (the ‘so what’ factor) Differentiating 1. Different? 2. Who cares? Panasonic launched “The ToughBook” laptop brand, the toughest lap top in the market giving it a unique position (military, police).
The WOW Factor Differentiating Do Customers Care? The ‘so what’ factor • Plot the product/services that you offer and the extent to which they make you different
The WOW Factor Differentiating Do Customers Care? The ‘so what’ factor • Plot the product/services that you offer and the extent to which they make you different • The products/services in the top right sector offer the best opportunity to differentiate
9. What is your edge? ● What is your WOW factor?
Create a plan? ● Finance & operations ● People ● Sales & Marketing
Critical Success Factors
 Simple  Highly visible  Set the direction A good strategy should be
Sainsbury’s ● Universal appeal ● Fix the basics ● Understand the customer better
Growth strategy made simple
10. To move towards my visionary goal … What should I START doing? What should I STOP doing? What should I do MORE of? What should I do LESS of?
“It is our choices, that show what we truly are, far more than our abilities.” J.K. Rowling © Mary McCartney 2015
Last word to Deborah … ● “True entrepreneurs never stop learning from their own successes and failures – and from one another.”
Strategy keeps you on course
Growth workshop ● Your Business ● Your Story
Thank you
Research & Development Tax Relief
● A government incentive to reward companies undertaking research & development ● Enhanced deduction in calculating taxable profits OR ● Repayable credit if you are loss making What is it?
R&D - Definition "An advance in overall knowledge or capability in a field of science or technology, (not a company's own state of knowledge or capability alone)." HMRC CIRD Manual It can : ● relate to a trade the company carries on or ● be R&D from which it is intended that a trade to be carried on by the company will be derived
But we don’t do R&D! ………….……….Are you sure?
A project which seeks to: ● make an appreciable improvement to an existing process, material, device, product or service through technological changes Qualifying projects
A project which seeks to: ● use technology to duplicate the effect of an existing process, material, device, product or service in a new or appreciably improved way For example - a product which has exactly the same performance characteristics as existing models, but is built in a fundamentally different manner Qualifying projects
Questions you need to answer ● What was the technological advance being sought? ● What uncertainties were encountered during the project? ● How were these uncertainties resolved? ● Why could a competent professional working in the field not deal with this in a routine way?
R&D - Examples Packaging Industry Producing different types of packs to satisfy more sophisticated customers Toy Manufacturer Designing a range of products to withstand outdoor weather conditions at a significantly reduced cost Classic car restoration Making parts with modern materials and techniques that will operate in a classic car Medical Industry Development of skin adhesive materials which reduce skin damage on long term exposure Success is not required. Failure provides prima facie evidence of technical uncertainty
Is the company an SME? Taking the organisation as a whole a SME is an organisation with fewer than 500 employees and either of the following: ● an annual turnover not exceeding €100m ● a balance sheet not exceeding €86m SME relief not available for subsidised expenditure but SME can claim under large company scheme
R&D SME Relief Rates From 1/4/15 CT rate 20% From 1/4/17 CT rate 19% Enhancement (%) 230 230 Expenditure (£) 50,000 50,000 Normal tax relief (£) 10,000 9,500 Additional deduction (£) 65,000 65,000 Additional tax relief (£) 13,000 12,350 Repayable credit for loss makers (£) 16,675 16,675
R&D SME - Tax credits Loss that can be surrended is the lower of: ● The unrelieved trading loss of the period and ● 230% of the R&D expenditure • Credit payable is 14.5% of the surrendered loss
R&D SME Qualifying expenditure Consumables ● Water, fuel and power ● Materials Staffing costs ● Salaries & Employer’s NIC contributions ● Contributions to a company pension scheme ● Expenses ● Indirect supporting activities Externally provided workers ● Consultants / specialists employed Subcontracted activities ● R&D work outsourced to external specialists Software ● Directly, wholly and exclusively utilised for R&D
R&D allowances for Capex ● This is a form of capital allowance ● 100% relief in year of expenditure ● Includes buildings (but not land)
R&D Large Company Scheme ● Above the line credit of 12% (11% for expenditure before 1 January 2018) ● It is taxable, but can be deducted from tax bill or repaid net of tax if loss making ● Subsidies may be received without prejudice to the claim ● Large companies cannot generally claim R&D on work subcontracted out to third parties ● Qualifying expenditure rules are otherwise identical to the SME rules
Any Questions? Julia Clarke Wright Vigar 15 Newland Lincoln LN1 1XG 01522 531341 julia.clarke@wrightvigar.co.uk www.wrightvigar.co.uk
Protecting your Critical Assets Helen Barge, Managing Director © Risk Evolves Ltd 2018 Unauthorised copying or re-use is forbidden
Not another presentation on the GDPR ! © Risk Evolves Ltd 2018 Unauthorised copying or re-use is forbidden No – let’s talk Health & Safety instead !
A customer conversation …… © Risk Evolves Ltd 2018 Unauthorised copying or re-use is forbidden  Health and Safety at Work Act – 1974  Enforced from 1975  HSE over see the legislation  Inspections and Audits  Accountability  Fines for non compliance  Director liabilities & prison  Requirements in the supply chain  Us to Clients  Us to our suppliers  Standards  Number of days without RIDDOR  Compensation Culture Health & Safety is all about the individual !
So was he right ? …… © Risk Evolves Ltd 2018 Unauthorised copying or re-use is forbidden  General Data Protection Regulation – 2016  Enforced from 2018 plus UK Data Protection Act  ICO over see the legislation  Inspections and Audits  Accountability  Fines for non compliance  Director liability & prison ?  Requirements in the supply chain  Us to Clients  Us to our suppliers  Standards  Number of days without breach ?  Compensation Culture Data Protection is all about the individual !
How to demonstrate your commitment to information security and data protection… Members of the UK Cyber Security Forum IT Systems Personal DataIT Processes EU GDPR 27 Questions Legal Basis Consent Privacy Notices Requests Breach Reporting Any company in the world holding personal data of a European Citizen must be compliant by 2018 Cyber Essentials Scheme 68 Questions Firewalls Configuration Patches Malware User Accounts The Government wants every company in the UK to be Cyber Essentials Certified by 2020 IASME 80 Questions Data Assets Risk Assessment People Policy Disaster Recovery Internationally recognised alternative to ISO27001 for smaller businesses © Risk Evolves Ltd 2018 Unauthorised copying or re-use is forbidden
So let’s look after our Critical Assets © Risk Evolves Ltd 2018 Unauthorised copying or re-use is forbidden Our staff, our customers and their data
• GDPR Audits • Outsourced DPO • GDPR Critical Friend • Certifications • Staff Training • Risk Assessment “Our team bring their expertise into your business, granting you the freedom to innovate and the confidence to grow” © Risk Evolves Ltd 2018 Unauthorised copying or re-use is forbidden
Thank you T: 01926 800710 E: helen_barge@riskevolves.com W: www.riskevolves.com © Risk Evolves Ltd 2018 Unauthorised copying or re-use is forbidden
Big Bold Marketing Just Like The Big Brands – Only On A Budget @seotrafficlab @jodieking595 Jodie King
“Your brand is a story unfolding across all customer touch points” @seotrafficlab @jodieking595
BAM! The Moment They Reach You @seotrafficlab @jodieking595 They already have an opinion.
@seotrafficlab @jodieking595 How They Reach You Has Changed
• It is messy • It is unique to them • That makes it varied There are individuals in those crowds! A SHOPPERS JOURNEY IS NOT STRUCTURED @seotrafficlab @jodieking595
You can stand out in what is essentially a barrage of monotonous crap! OVER HERE! @seotrafficlab @jodieking595
• Too boring • Too mundane • Too personal • Too salesy • Too robotic • Too last year! AVOID CRAP CONTENT @seotrafficlab @jodieking595
BRANDS SHOULD AVOID WHY WE ARE SOOOO GREAT PIECES WAFFLY THEORY PIECES THAT OFFER ZERO VALUE EXAGGERATED OR OVER PROMISED HOOK TITLES @seotrafficlab @jodieking595 SPAMMY PATTERNS OF POSTING / EMAILING
Do Not • Post it if you rushed it • Post it if you don’t like it • Post it if you know its rubbish • Post it because you think you have to!
Brand Guidelines @seotrafficlab @jodieking595 Does it reflect your brand? Will it wow someone in that zero moment of truth? Summarise your brand in three words
ARE THEY EVERYONE ELSES WORDS? Innovative Revolutionary Technological APPLE VIRGIN Ambassadors Strong Leadership Inspirational There is a lot in a few words! ETSY Quirky Unique Authentic @seotrafficlab @jodieking595 Powerful Innovative Convenience AMAZON
WHAT ARE YOU ALL ABOUT? WILL YOU: • Inspire • Entertain • Amaze • Over service • Innovate @seotrafficlab @jodieking595 • Lead • Champion a cause • Be original • Be Ambassadors
Take it. Own it. @seotrafficlab @jodieking595
That’s great Jodie but how do we sell more stuff?
NOW YOU NEED TO DIGITISE YOUR BRAND • Facebook • YouTube • Instagram • LinkedIn • Twitter MULTIPLE PLATFORMS MULTIPLE FORMATS Make it current if you can. React and respond through your brand to topical events. RELEVENT MEASURE IT Check the Ad stats and tweak as you go. Do not waste money – hone your audience. @seotrafficlab @jodieking595 • Video • Whitepapers • Flipbooks • eBooks • Surveys • Quizzes
Tools You Might Need @seotrafficlab @jodieking595 https://lsigraph.com/ https://answerthepublic.com/ https://www.semrush.com/ https://gtmetrix.com/ https://www.canva.com/
LATENT SEMANTIC INDEXING @seotrafficlab @jodieking595 KEYWORDS GIFTS FOR HER
LATENT SEMANTIC INDEXING @seotrafficlab @jodieking595LONG TAIL KEYWORDS SEASONAL THEMATIC SPECIFIC SUMMER GIFTS FOR HER
LATENT SEMANTIC INDEXING So you mean words that are related to other words and make content sound natural. Oh okay! @seotrafficlab @jodieking595
M u l t i p u r p o s e s T e m p l a t e Answer The Public @seotrafficlab @jodieking595
Build Out You Content Around Those Phrases TITLE: Bold Is Beautiful: Summer Gifts For Her Sub-Categories: Summer Gifts For Your Wife Summer Gifts For Mum Summer Gifts For Your Girlfriend Semantic Words: Great gifts for her, Shopping gifts for women, Great gifts for her USE YOUR KEY PHRASE RESEARCH @seotrafficlab @jodieking595
M u l t i p u r p o s e s T e m p l a t e Avoid BORING and BLAND at all costs! Are You Being Amazing? It means putting in more time but it will be worth it. Cornerstone Content! Be Campaign Driven Create audiences and tweak your ads so you are targeting an engaged audience Be granular with targeting @seotrafficlab @jodieking595
M u l t i p u r p o s e s T e m p l a t e Never ever give up! @seotrafficlab @jodieking595
You cannot stand out If you do not stand out!
Give Your Brand A Voice Any Questions? Come talk to me on the SEO Traffic Lab Stand! @seotrafficlab @jodieking595

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Presentations During EWPB 2018 - Khaos Control Cloud

  • 1.
    Getting Ahead in Business& the Tech Sector @AnnaAbrell #EWPB18
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
    32% Global gender gap WEF,2 Nov ‘17 | https://www.weforum.org/reports/the-global-gender-gap-report-2017
  • 7.
    32% 23% Global gendergap UK gender gap WEF, 2 Nov ‘17 | https://www.weforum.org/reports/the-global-gender-gap-report-2017
  • 8.
    BBC, 2 Nov‘17 | http://www.bbc.co.uk/news/world-41844875 @AnnaAbrell #EWPB18
  • 9.
    Why? Globally, women... ●Are more likely to do unpaid or part-time work than men ● Tend to work in lower-paid professions ● Are less likely to be in highly-paid senior roles in companies ● Are strongly under-represented in Engineering, Manufacturing & Construction, and Information, Communication & Technology WEF, 2 Nov ‘17 | https://www.weforum.org/reports/the-global-gender-gap-report-2017 @AnnaAbrell #EWPB18
  • 10.
    If the paygap was closed... ● The United States could add $1,750bn to its GDP ● France and Germany could add more than $300bn each ● The UK could add $250bn WEF, 2 Nov ‘17 | https://www.weforum.org/reports/the-global-gender-gap-report-2017 @AnnaAbrell #EWPB18
  • 11.
  • 12.
    Credentials/expertise “There aren't thatmany women with the right credentials and depth of experience to sit on the board - the issues covered are extremely complex” “We need to build the pipeline from the bottom - there just aren't enough senior women in this sector” “I can't just appoint a woman because I want to” Gov.uk, 31 May ‘18 @AnnaAbrell #EWPB18
  • 13.
    Stereotyping “Most women don'twant the hassle or pressure of sitting on a board” “All the 'good' women have already been snapped up” “We have one woman already on the board, so we are done – it is someone else's turn” Gov.uk, 31 May ‘18 @AnnaAbrell #EWPB18
  • 14.
    Culture “I don't thinkwomen fit comfortably into the board environment” “Shareholders just aren't interested in the make-up of the board, so why should we be?” “My other board colleagues wouldn't want to appoint a woman on our board” Gov.uk, 31 May ‘18 @AnnaAbrell #EWPB18
  • 15.
    Get on aboard
  • 16.
    The power ofevents & networking
  • 17.
  • 18.
    Do events work?A study ● 2,600 working women across functions and industries attending ‘Conferences for Women’ in several U.S. states ● Outcomes that occurred in the year after the women attended the conference ● Control group of women who signed up for a conference but had not yet attended Harvard Business Review, 3 Feb ‘18 | https://hbr.org/2018/02/do-womens-networking-events-move-the-needle-on-equality @AnnaAbrell #EWPB18
  • 19.
    42% Event attendees whoreceived a promotion Harvard Business Review, 3 Feb ‘18 | https://hbr.org/2018/02/do-womens-networking-events-move-the-needle-on-equality
  • 20.
    42% 18% Event attendeeswho received a promotion Non-attendees who received a promotion Harvard Business Review, 3 Feb ‘18 | https://hbr.org/2018/02/do-womens-networking-events-move-the-needle-on-equality
  • 21.
    Do events work?A study ● 3x the likelihood of getting at +10% salary increase within a year ● 78% of attendees felt more optimistic about the future ● 71% of attendees felt more connected to others Harvard Business Review, 3 Feb ‘18 | https://hbr.org/2018/02/do-womens-networking-events-move-the-needle-on-equality @AnnaAbrell #EWPB18
  • 22.
  • 23.
  • 24.
    Contribute your opinion Bringnew ideas to the table Get a brag buddy Ask for a promotion @AnnaAbrell #EWPB18
  • 25.
  • 26.
    New Look ATG/Agile PresentationGrowthWorkshop: Building a Successful Strategy for your Business Date: 6th June 2018 David O’Brien Business Doctor
  • 27.
  • 28.
  • 29.
    Growth workshop ● YourBusiness ● Your Story
  • 30.
    Strategy ● A strongand clear strategy is what keeps your business moving in the right direction when the stresses and demands of each day compete for your attention and focus.
  • 31.
    1 in 60aviation rule
  • 32.
    1 in 60aviation rule
  • 33.
    Strategy ● “Strategy isthe bit between your objectives and your business plan” ● Objectives ● Strategy ● Tactics
  • 34.
    Take some timeout to think about ● What do you want your business to look like in 12 months time? ● In 3-5 years time?
  • 35.
    Spend less timeworking IN your business and more time working ON your business
  • 36.
  • 37.
    ● Why ● When ●What ● Where ● How ● Who
  • 38.
    Deborah Meaden ● “Ithink much of my success comes from taking nothing for granted and questioning absolutely everything.”
  • 39.
    Key questions ● Whyam I in business? ● What kind of business do I want to be? ● What is my growth goal? ● What will affect the journey? ● What do I need to do? ● AND NOT DO! ● “Strategy is best thought of as what you are not going to do ”
  • 40.
    Step 1 -Understand why you’re doing it
  • 41.
    Why are youin business? ● Be selfish for once ● What motivates you? ● What’s the end game?
  • 42.
    What motivates you? ●“Money” ● “Making a difference” ● “Getting it right for the client” ● “The type of work I’m doing” ● Where does it end?
  • 43.
    1. What’s init for you? ● Why are you in business? ● What motivates you? ● What is your exit strategy?
  • 44.
    Step 2 –What’s really important to you
  • 45.
    The Housebuilder ● Perfection ●100% on time, no snags Profit Efficiency, no going back The Operations Director
  • 46.
    IPACT • Integrity • Positivity •Accomplishment • Caring • Teamwork
  • 47.
  • 48.
    2. What areyour core values?
  • 49.
    Step 3: Whatbusiness are you in? Think beyond your product or service WHAT are they actually buying? WHY are they buying it?
  • 50.
    The title ofthe business doctors presentation goes here Purpose ● “People don’t buy what you do, they buy why you do it”
  • 51.
    “In the factorieswe make lipstick and in the shops, we sell hope” ● Charles Revson Harley Davidson does not sell motorbikes. It sells the concept of freedom to middle-aged men. “People don’t go into a DIY store because they need one of our drills. They go because they need to make a hole in the wall.” CEO of Black & Decker
  • 52.
    What happens whenyou don’t know your why …
  • 53.
    3. Purpose ● Whatbusiness are you really in? ● What problem do you solve?
  • 54.
  • 55.
    Goals Growth • Sales /Revenue • Profit • Range of products • Locations / geography • People Control • People • Systems • Finance • Operations • Communications
  • 56.
    “Stretch goals” ● “Ialways did something I was a little not ready to do. I think that’s how you grow. When there’s that moment of ‘Wow, I’m not really sure I can do this,’ and you push through those moments, that’s when you have a breakthrough.” ● Marissa Mayer, Google & Yahoo
  • 57.
    4. Write downa Visionary Goal ● What has your business grown to in 3 years time? • Sales / Revenue • Profit • Range of products • Locations / geography • People
  • 58.
    Duncan Bannatyne ● “Allof our businesses face hurdles and obstacles. It’s how we tackle them that shapes our success”
  • 59.
    Look at theBig Picture ● Give yourself “advanced hindsight” ● What might affect your business? ○ Social ○ Technological ○ Economic ○ Political
  • 60.
    Risk ….. Oropportunity?
  • 61.
    Ice hockey ● “Iskate to where the puck is going to be, not where it has been” Wayne Gretzky
  • 62.
    What “STEP” changecreates an opportunity for your business? ○ Social ○ Technological ○ Economic ○ Political
  • 63.
    Market analysis • Customer •Products & Services • Competition • Supply Chain • Strategic Partners
  • 64.
    Customers ● Talk toyour customers to understand them ○ Why do they buy from you? ○ Who else did they consider? ● Who are your most valuable customers? ○ Top 10 customers or customer types (top 20%) ● Who is your ideal client?
  • 65.
    Products and services ●Make sure you understand the numbers ○ What is the income per hour & profit ● Bottom 10%? ● Top 20% ● What’s next?
  • 66.
    Are you workinghard enough? ● "So often people are working hard at the wrong thing. Working on the right thing is probably more important than working hard." ● Caterina Fake, Co-founder Flickr, Chair of Etsy.
  • 70.
    6 & 7.Customers & Products / Services Customers ● Why do they buy from me? ● Most valuable? ● Do I know my ideal client? Products / Services Most profitable Least profitable? What’s next?
  • 71.
    Competition • Who elsedo your customers consider buying from? • What do they consider doing instead to solve their problem?
  • 72.
    Supply Chain ● Wheredo you fit? ● Look up ○ Is your customer the end user? ○ How are they changing? ● Look down ○ Are you getting best value? ○ Look to reduce costs
  • 73.
    Strategic Partners ● Whocan help? ○ From your existing network ○ For goals or new markets
  • 74.
    Look in themirror GIVE Analysis – G r e a t – I m p r o v e – V u l n e r a b l e – E d g e
  • 75.
    Dragon wisdom ● “Youcan run a business any way you like. But you’ll run it better if you build it around your strengths”
  • 76.
    What is yourEdge? ● What makes you different? ● What makes you better? ● Does anyone care? How do you compete?
  • 77.
    Find your edgeand stay out of the Killing Fields
  • 78.
    Find your edgeand stay out of the Killing Fields
  • 80.
    2 factors ofwowing your customers ToughBook Innovative - HP Direct - Dell Sexy - Apple Do customers care – (the ‘so what’ factor) Differentiating 1. Different? 2. Who cares? Panasonic launched “The ToughBook” laptop brand, the toughest lap top in the market giving it a unique position (military, police).
  • 81.
    The WOW Factor Differentiating DoCustomers Care? The ‘so what’ factor • Plot the product/services that you offer and the extent to which they make you different
  • 82.
    The WOW Factor Differentiating DoCustomers Care? The ‘so what’ factor • Plot the product/services that you offer and the extent to which they make you different • The products/services in the top right sector offer the best opportunity to differentiate
  • 83.
    9. What isyour edge? ● What is your WOW factor?
  • 84.
    Create a plan? ●Finance & operations ● People ● Sales & Marketing
  • 85.
  • 86.
     Simple  Highlyvisible  Set the direction A good strategy should be
  • 87.
    Sainsbury’s ● Universal appeal ●Fix the basics ● Understand the customer better
  • 88.
  • 89.
    10. To movetowards my visionary goal … What should I START doing? What should I STOP doing? What should I do MORE of? What should I do LESS of?
  • 90.
    “It is ourchoices, that show what we truly are, far more than our abilities.” J.K. Rowling © Mary McCartney 2015
  • 91.
    Last word toDeborah … ● “True entrepreneurs never stop learning from their own successes and failures – and from one another.”
  • 92.
  • 93.
    Growth workshop ● YourBusiness ● Your Story
  • 94.
  • 95.
  • 96.
    ● A governmentincentive to reward companies undertaking research & development ● Enhanced deduction in calculating taxable profits OR ● Repayable credit if you are loss making What is it?
  • 97.
    R&D - Definition "Anadvance in overall knowledge or capability in a field of science or technology, (not a company's own state of knowledge or capability alone)." HMRC CIRD Manual It can : ● relate to a trade the company carries on or ● be R&D from which it is intended that a trade to be carried on by the company will be derived
  • 98.
    But we don’tdo R&D! ………….……….Are you sure?
  • 99.
    A project whichseeks to: ● make an appreciable improvement to an existing process, material, device, product or service through technological changes Qualifying projects
  • 100.
    A project whichseeks to: ● use technology to duplicate the effect of an existing process, material, device, product or service in a new or appreciably improved way For example - a product which has exactly the same performance characteristics as existing models, but is built in a fundamentally different manner Qualifying projects
  • 101.
    Questions you needto answer ● What was the technological advance being sought? ● What uncertainties were encountered during the project? ● How were these uncertainties resolved? ● Why could a competent professional working in the field not deal with this in a routine way?
  • 102.
    R&D - Examples PackagingIndustry Producing different types of packs to satisfy more sophisticated customers Toy Manufacturer Designing a range of products to withstand outdoor weather conditions at a significantly reduced cost Classic car restoration Making parts with modern materials and techniques that will operate in a classic car Medical Industry Development of skin adhesive materials which reduce skin damage on long term exposure Success is not required. Failure provides prima facie evidence of technical uncertainty
  • 103.
    Is the companyan SME? Taking the organisation as a whole a SME is an organisation with fewer than 500 employees and either of the following: ● an annual turnover not exceeding €100m ● a balance sheet not exceeding €86m SME relief not available for subsidised expenditure but SME can claim under large company scheme
  • 104.
    R&D SME ReliefRates From 1/4/15 CT rate 20% From 1/4/17 CT rate 19% Enhancement (%) 230 230 Expenditure (£) 50,000 50,000 Normal tax relief (£) 10,000 9,500 Additional deduction (£) 65,000 65,000 Additional tax relief (£) 13,000 12,350 Repayable credit for loss makers (£) 16,675 16,675
  • 105.
    R&D SME -Tax credits Loss that can be surrended is the lower of: ● The unrelieved trading loss of the period and ● 230% of the R&D expenditure • Credit payable is 14.5% of the surrendered loss
  • 106.
    R&D SME Qualifying expenditure Consumables ●Water, fuel and power ● Materials Staffing costs ● Salaries & Employer’s NIC contributions ● Contributions to a company pension scheme ● Expenses ● Indirect supporting activities Externally provided workers ● Consultants / specialists employed Subcontracted activities ● R&D work outsourced to external specialists Software ● Directly, wholly and exclusively utilised for R&D
  • 107.
    R&D allowances forCapex ● This is a form of capital allowance ● 100% relief in year of expenditure ● Includes buildings (but not land)
  • 108.
    R&D Large CompanyScheme ● Above the line credit of 12% (11% for expenditure before 1 January 2018) ● It is taxable, but can be deducted from tax bill or repaid net of tax if loss making ● Subsidies may be received without prejudice to the claim ● Large companies cannot generally claim R&D on work subcontracted out to third parties ● Qualifying expenditure rules are otherwise identical to the SME rules
  • 109.
    Any Questions? Julia Clarke WrightVigar 15 Newland Lincoln LN1 1XG 01522 531341 julia.clarke@wrightvigar.co.uk www.wrightvigar.co.uk
  • 110.
    Protecting your CriticalAssets Helen Barge, Managing Director © Risk Evolves Ltd 2018 Unauthorised copying or re-use is forbidden
  • 111.
    Not another presentation on theGDPR ! © Risk Evolves Ltd 2018 Unauthorised copying or re-use is forbidden No – let’s talk Health & Safety instead !
  • 112.
    A customer conversation…… © Risk Evolves Ltd 2018 Unauthorised copying or re-use is forbidden  Health and Safety at Work Act – 1974  Enforced from 1975  HSE over see the legislation  Inspections and Audits  Accountability  Fines for non compliance  Director liabilities & prison  Requirements in the supply chain  Us to Clients  Us to our suppliers  Standards  Number of days without RIDDOR  Compensation Culture Health & Safety is all about the individual !
  • 113.
    So was heright ? …… © Risk Evolves Ltd 2018 Unauthorised copying or re-use is forbidden  General Data Protection Regulation – 2016  Enforced from 2018 plus UK Data Protection Act  ICO over see the legislation  Inspections and Audits  Accountability  Fines for non compliance  Director liability & prison ?  Requirements in the supply chain  Us to Clients  Us to our suppliers  Standards  Number of days without breach ?  Compensation Culture Data Protection is all about the individual !
  • 114.
    How to demonstrateyour commitment to information security and data protection… Members of the UK Cyber Security Forum IT Systems Personal DataIT Processes EU GDPR 27 Questions Legal Basis Consent Privacy Notices Requests Breach Reporting Any company in the world holding personal data of a European Citizen must be compliant by 2018 Cyber Essentials Scheme 68 Questions Firewalls Configuration Patches Malware User Accounts The Government wants every company in the UK to be Cyber Essentials Certified by 2020 IASME 80 Questions Data Assets Risk Assessment People Policy Disaster Recovery Internationally recognised alternative to ISO27001 for smaller businesses © Risk Evolves Ltd 2018 Unauthorised copying or re-use is forbidden
  • 115.
    So let’s lookafter our Critical Assets © Risk Evolves Ltd 2018 Unauthorised copying or re-use is forbidden Our staff, our customers and their data
  • 116.
    • GDPR Audits •Outsourced DPO • GDPR Critical Friend • Certifications • Staff Training • Risk Assessment “Our team bring their expertise into your business, granting you the freedom to innovate and the confidence to grow” © Risk Evolves Ltd 2018 Unauthorised copying or re-use is forbidden
  • 117.
    Thank you T: 01926800710 E: helen_barge@riskevolves.com W: www.riskevolves.com © Risk Evolves Ltd 2018 Unauthorised copying or re-use is forbidden
  • 118.
    Big Bold Marketing JustLike The Big Brands – Only On A Budget @seotrafficlab @jodieking595 Jodie King
  • 119.
    “Your brand isa story unfolding across all customer touch points” @seotrafficlab @jodieking595
  • 120.
    BAM! The Moment TheyReach You @seotrafficlab @jodieking595 They already have an opinion.
  • 121.
  • 122.
    • It ismessy • It is unique to them • That makes it varied There are individuals in those crowds! A SHOPPERS JOURNEY IS NOT STRUCTURED @seotrafficlab @jodieking595
  • 123.
    You can standout in what is essentially a barrage of monotonous crap! OVER HERE! @seotrafficlab @jodieking595
  • 124.
    • Too boring •Too mundane • Too personal • Too salesy • Too robotic • Too last year! AVOID CRAP CONTENT @seotrafficlab @jodieking595
  • 125.
    BRANDS SHOULD AVOID WHY WEARE SOOOO GREAT PIECES WAFFLY THEORY PIECES THAT OFFER ZERO VALUE EXAGGERATED OR OVER PROMISED HOOK TITLES @seotrafficlab @jodieking595 SPAMMY PATTERNS OF POSTING / EMAILING
  • 126.
    Do Not • Postit if you rushed it • Post it if you don’t like it • Post it if you know its rubbish • Post it because you think you have to!
  • 127.
    Brand Guidelines @seotrafficlab @jodieking595 Does itreflect your brand? Will it wow someone in that zero moment of truth? Summarise your brand in three words
  • 128.
    ARE THEY EVERYONE ELSESWORDS? Innovative Revolutionary Technological APPLE VIRGIN Ambassadors Strong Leadership Inspirational There is a lot in a few words! ETSY Quirky Unique Authentic @seotrafficlab @jodieking595 Powerful Innovative Convenience AMAZON
  • 129.
    WHAT ARE YOUALL ABOUT? WILL YOU: • Inspire • Entertain • Amaze • Over service • Innovate @seotrafficlab @jodieking595 • Lead • Champion a cause • Be original • Be Ambassadors
  • 130.
  • 131.
    That’s great Jodiebut how do we sell more stuff?
  • 132.
    NOW YOU NEEDTO DIGITISE YOUR BRAND • Facebook • YouTube • Instagram • LinkedIn • Twitter MULTIPLE PLATFORMS MULTIPLE FORMATS Make it current if you can. React and respond through your brand to topical events. RELEVENT MEASURE IT Check the Ad stats and tweak as you go. Do not waste money – hone your audience. @seotrafficlab @jodieking595 • Video • Whitepapers • Flipbooks • eBooks • Surveys • Quizzes
  • 133.
    Tools You MightNeed @seotrafficlab @jodieking595 https://lsigraph.com/ https://answerthepublic.com/ https://www.semrush.com/ https://gtmetrix.com/ https://www.canva.com/
  • 134.
  • 135.
    LATENT SEMANTIC INDEXING @seotrafficlab @jodieking595LONG TAILKEYWORDS SEASONAL THEMATIC SPECIFIC SUMMER GIFTS FOR HER
  • 136.
    LATENT SEMANTIC INDEXING So youmean words that are related to other words and make content sound natural. Oh okay! @seotrafficlab @jodieking595
  • 137.
    M u lt i p u r p o s e s T e m p l a t e Answer The Public @seotrafficlab @jodieking595
  • 138.
    Build Out YouContent Around Those Phrases TITLE: Bold Is Beautiful: Summer Gifts For Her Sub-Categories: Summer Gifts For Your Wife Summer Gifts For Mum Summer Gifts For Your Girlfriend Semantic Words: Great gifts for her, Shopping gifts for women, Great gifts for her USE YOUR KEY PHRASE RESEARCH @seotrafficlab @jodieking595
  • 140.
    M u lt i p u r p o s e s T e m p l a t e Avoid BORING and BLAND at all costs! Are You Being Amazing? It means putting in more time but it will be worth it. Cornerstone Content! Be Campaign Driven Create audiences and tweak your ads so you are targeting an engaged audience Be granular with targeting @seotrafficlab @jodieking595
  • 141.
    M u lt i p u r p o s e s T e m p l a t e Never ever give up! @seotrafficlab @jodieking595
  • 142.
    You cannot standout If you do not stand out!
  • 143.
    Give Your BrandA Voice Any Questions? Come talk to me on the SEO Traffic Lab Stand! @seotrafficlab @jodieking595

Editor's Notes

  • #3 Beanie babies - 1997
  • #4 + building slide, learnings from job stations
  • #5 https://vimeo.com/190448280
  • #6 Gender gap Gender gap in the tech & retail industry Women on boards World Economic Forum > 144 countries on their progress towards gender parity on a scale from 0 (imparity) to 1 (parity) across four thematic dimensions—Economic Participation and Opportunity, Educational Attainment, Health and Survival, and Political Empowerment It is the first time that data from the World Economic Forum (WEF) has shown a year-on-year worsening of the gender gap since it began charting it in 2006. The report ranks 144 countries by economic opportunities, education, political participation and health. Women are measured as having 68% of the chances and outcomes that men have. This is slightly down from the 68.3% measured last year. The group predicts that it would take a century to close all areas of equality it monitors globally
  • #7 Weighted by population, in 2017, the average progress on closing the global gender gap stands at 68.0%— meaning an average gap of 32.0% remains to be closed worldwide across the four Index dimensions in order to achieve universal gender parity, compared to an average gap of 31.7% last year. Based on Economic participation & opportunity Educational attainment Health & survival Political empowerment
  • #8 UK ranked 15th
  • #9 It is the first time that data from the World Economic Forum (WEF) has shown a year-on-year worsening of the gender gap since it began charting it in 2006. The report ranks 144 countries by economic opportunities, education, political participation and health. Women are measured as having 68% of the chances and outcomes that men have. This is slightly down from the 68.3% measured last year. The group predicts that it would take a century to close all areas of equality it monitors globally
  • #11 250bn USD - that’s more than the gdp of Portugal! (204.5bn)
  • #12 The government wants women to make up at least a third of boards for the UK's 350 biggest companies by 2020. The Hampton-Alexander Review, which looks into boards of FTSE 350 companies, issued some explanations for why British firms don’t have more women on their board. top 10 reasons given by FTSE 350 chairs and chief executives for not hiring women
  • #13 https://www.bbc.co.uk/news/business-44310225 https://www.gov.uk/government/news/revealed-the-worst-explanations-for-not-appointing-women-to-ftse-company-boards
  • #19 two types of positive outcomes in women attending a conference: financial outcomes (pay raises and promotions) intellectual outcomes (increased optimism, lower stress levels, and a feeling of connection). Since we were looking at financial outcomes, we made sure the time period we studied was the same for the research group and the control group, to account for any changes in the larger economic landscape
  • #20 Weighted by population, in 2017, the average progress on closing the global gender gap stands at 68.0%— meaning an average gap of 32.0% remains to be closed worldwide across the four Index dimensions in order to achieve universal gender parity, compared to an average gap of 31.7% last year. Based on Economic participation & opportunity Educational attainment Health & survival Political empowerment
  • #21 Weighted by population, in 2017, the average progress on closing the global gender gap stands at 68.0%— meaning an average gap of 32.0% remains to be closed worldwide across the four Index dimensions in order to achieve universal gender parity, compared to an average gap of 31.7% last year. Based on Economic participation & opportunity Educational attainment Health & survival Political empowerment
  • #22 15% received a pay increase of +10% vs 5% received a pay increase of 10+%
  • #25 Opinion - helps develop confidence. You pay them either way
  • #50 Whatever stage you happen to be at – we want to start our simple 10 step plan for you to achieve your vision.
  • #78 We are striving to “sell the right thing to the right customer in the right way”. The opposite of this is to find yourself in the what we call the KILLING FIELDS IE you are not competing well enough on : COST : leads to be able to compete on price DIFFERENTIATION : strong focus on your point of differentiation NICHE FOCUS : a particular segment of a market It is all about whether you are focused enough. If you are in the KILLING FIELDS then you are unfocused and certainly don’t have the WOW factor. EG TESCO – Where are they? Price pressure from Aldi / Lidl, Tesco Finest competing against Waitrose and M&S
  • #79 We are striving to “sell the right thing to the right customer in the right way”. The opposite of this is to find yourself in the what we call the KILLING FIELDS IE you are not competing well enough on : COST : leads to be able to compete on price DIFFERENTIATION : strong focus on your point of differentiation NICHE FOCUS : a particular segment of a market It is all about whether you are focused enough. If you are in the KILLING FIELDS then you are unfocused and certainly don’t have the WOW factor. EG TESCO – Where are they? Price pressure from Aldi / Lidl, Tesco Finest competing against Waitrose and M&S
  • #81 Take for example the Panasonic’s entry into the crowded laptop market. When they entered, established brands already owned the attributes customers cared about. Apple was seen as sexy, HP was technically innovative and Dell owned the benefits of buying direct in the customers mind. So if you’re Panasonic, all of the obvious market positions are already taken. If they had tried to compete directly with any of the incumbents, their only weapon would have been a lower price which would have led to lower margins. They may have picked up some price sensitive customers but as soon as one of the big incumbents matched their price, Panasonic would have been nudged out of the market. So Panasonic launched the The ToughBook laptop brand, the toughest lap top in the market giving it a unique position (military, police).
  • #82 Plot the product/services that you offer and the extent to which they make you different
  • #83 The attributes at the top right is the product/service that offers the best opportunity to differentiate
  • #103 Packaging examples incorporating a screw cap lid into a cardboard carton Incorporating carrying handles int vegetable bags Incorporating ziplocks into pillow packs
  • #104 For applying SME limits, consider the company and any company in which it holds 25% or more of the capital or voting rights
  • #106 A small or medium sized company with a trading loss that has incurred qualifying R&D can surrender all or part of the loss as described below. Firstly the surrenderable amount needs to be calculated. This is the lower of: •the unrelieved trading loss •230% of the qualifying R&D expenditure (from 1 April 2015, lower amounts applied in earlier years ― see above) For these purposes an unrelieved trading loss means the trading loss of the period reduced by any actual and potential claims for relief for that loss in the current period and any other actual loss relief claims made in respect of the loss. No account is taken of losses brought forward or carried back to this accounting period. Once this loss has been surrendered the amount of credit given is 14.5% of the surrenderable loss
  • #107 Indirect supporting activities : Training, maintenance, security, administration and clerical activities, feasibility studies, drafting of reports Externally provided workers: Only 65% of costs qualify Subcontracted activities: If unconnected 65% qualifies, if connected the lower of the payment made to the subcontractor & relevant expenditure of subcontractor (ensures no relief given on profit element).
  • #108 Useful if your overall plant and machinery expenditure exceeds AIA Useful if you have buildings expenditure that would not otherwise qualify for writing down allowances