It can be difficult to look at your business objectively when it\u2019s been going for ten years or more.<\/p>\n
A couple of months ago, we met a man in his fifties, at an SME networking club. He\u2019d taken over an industrial cleaning company some 13 years previously.\u00a0Since then, he\u2018d moved into more lucrative markets, diversified his activities and purchased two small competitors.\u00a0I congratulated him on his successful journey. His response was:<\/p>\n
You know, all I did was apply the ideas I had when I first bought the business.\u00a0But it\u2019s getting tougher now: the competition is pushing hard, and I haven\u2019t a clue about the digital side of things.\u00a0I still have ideas about the future\u2026 maybe I\u2019ll sell.<\/p><\/blockquote>\n
Of course, we told him that it\u2019s not surprising that he felt he\u2019d had enough after 13 years!\u00a0We suggested that a fresh perspective could help him make the right decisions: a (good) consultant, for example.\u00a0He replied:<\/p>\n
A consultant ?\u00a0To do what ?\u00a0They\u2019re expensive and they sell hot air!\u00a0And why should I pay someone to teach me my business?!\u00a0Surely you\u2019re joking.\u00a0My model is fine: I\u2019ll sell and be done with it.<\/p><\/blockquote>\n
\n<\/em>At that point, the Club President called him over and we didn\u2019t see him again.\u00a0But I\u2019ll tell you now what I didn\u2019t have time to tell him then.<\/span><\/p>\nThis Owner will lose a lot of money!\u00a0He may well succeed in selling his company, but probably for a much lower price than it\u2019s worth.\u00a0Through lack of motivatrion, energy and\/or foresight,\u00a0he\u2019ll fail to showcase the potential of his business. Buyers will pick up on the fact that he\u2019s \u2018running out of ideas.\u2019\u00a0 They aren\u2019t interested in the history but in the future potential of the company<\/span>.\u00a0What a waste! And all because of some preconceived notion about \u2018consultants\u2019.<\/p>\n
Such notions are prevalent – you may even share them – but they\u2019re ill-conceived!\u00a0After all, you engage an accountant to do your books and you consult a lawyer about legal matters. You pay for these services and their intangible benefits because you want security and peace of mind.<\/p>\n
So why not hire a consultant to do\u00a0what is essential for your business<\/span><\/strong>:<\/span>\u00a0to bring expertise and to answer fundamental questions about what to do next? Which strategy to follow?\u00a0How to adapt?\u00a0What your competitors do better?\u00a0What your objectives should be?<\/p>\n
Besides, a significant number of companies fail during their\u00a0growth path<\/span>. They fail to anticipate their working capital requirement \u2013 resulting in panic negotiations with banks – or the needs of the organisation in terms of people and process, leading to a loss of quality in their products and services.<\/p>\n
By devising an OPERATIONAL STRATEGY, A CONSULTANT BRINGS THREE unique SERVICES TO THE COMPANY:<\/span><\/h2>\n
\n
A fresh, rejuvenating but sympathetic perspective<\/span><\/strong><\/p>\n
Does this strike you as \u2018trite\u2019?\u00a0But who else could do this for you?\u00a0Friends?\u00a0They\u2019re very useful, but rarely neutral or independent.\u00a0They may not want to displease you, or, conversely, may bombard you with everything they would have done differently. Perhaps the accountant? Some are very skilled, but as a profession they look backwards through the rear-view mirror rather than forwards through the windscreen. A business coach?\u00a0Maybe.\u00a0But they won\u2019t be sitting \u2018alongside you\u2019: they\u2019re opposite you, keeping their distance.\u00a0Your Board of Directors?\u00a0Not a good idea: read this article to the end …<\/p>\n
\n
Help, support and answers to your problems<\/span><\/strong><\/p>\n
The consultant helps to formulate new objectives and produce a clear plan for achieving them.\u00a0They use their management experience to offer you practices or methods that have worked for them in other contexts.\u00a0They are in contact with many companies and can cross-pollinate ideas from one to another. They are constantly on the lookout for new ways of doing things.<\/p>\n
\n
Time saving (and time is…)<\/span><\/strong><\/p>\n
By listening and sharing their experience, a consultant will save you valuable time:<\/p>\n
\n
- They observe and listen, enabling you to formulate your development objectives and the means to achieve them<\/span>, thus motivating your employees quickly and easily;<\/li>\n
- Their experience helps you steer clear of many stumbling blocks and hazards<\/span>. They\u2019ve \u2018been there, done that\u2019 and know how to minimise the risks. A consultant will help you avoid the potential pitfalls when you are recruiting, motivating a sales force, deciding to sell abroad or renegotiating with the banker, for example.<\/li>\n<\/ul>\n
\n
Medium-sized companies and large groups have all their skills in-house, yet they use consultants for fresh perspectives and experience gained elsewhere.\u00a0An SME Owner does not have the resources to appoint a Director of development, strategy, or marketing.<\/p>\n
The SME Owner is often alone in their business thinking and the choices they make – having little time to go to networking clubs to glean ideas and share experiences.\u00a0Once their company reaches a sufficient size to have a bigger Board of Directors, the Owner\/Manager may no longer get independent insight<\/span>.\u00a0The Directors may feel subordinate and either through fear or respect, might not say what they really think.<\/p>\n
\n
Contrary to popular belief, it is small businesses which have the greatest need for external support. A consultant will listen to you, bring in fresh ideas and rejuvenate you.\u00a0In addition, if they are good, they will suggest better pathways and will be by your side to follow them, in a time-frame that suits you. As a result, you will be able to relax!<\/span><\/strong><\/p>\n
That is what we could have said to the man who spoke to us all too briefly!<\/p>\n","protected":false},"excerpt":{"rendered":"
It can be difficult to look at your business objectively when it\u2019s been going for ten years or more. Here\u2019s A real-life scenario: A couple of months ago, we met a man in his fifties, at an SME networking club. He\u2019d taken over an industrial cleaning company some 13 years previously.\u00a0Since then, he\u2018d moved into …<\/p>\n","protected":false},"author":32,"featured_media":667,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"cybocfi_hide_featured_image":"","footnotes":""},"categories":[98,2],"tags":[76,94,99,100],"class_list":["post-1629","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-in-brief","category-uncategorized","tag-consultant","tag-growth","tag-ownermanager","tag-sme"],"acf":[],"yoast_head":"\n
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