Low cost entry to the UK market

One of the most valuable commodities available to any organisation is local knowledge.

How many times has a venture ended badly owing to a basic failure to understand and deal with local market conditions?

The UK is a mature and sophisticated market and though offering different challenges to operating in a 3rd World destination there are still obstacles in trying to establish a presence.

Operating overheads present a crucial challenge and this is where we can assist you to achieve a cost-effective solution to marketing your products in the UK.

Take a look at our website www.glbconsulting.co.uk

 or check out our video link http://youtu.be/ruUtQnlJ

Liquidity crisis - are you prepared?

The newly appointed Head of the IMF has flagged up the need for a fresh injection of funds into European banks to ward off a repeat of the 2008 financial crisis.

We are already seeing a reduction of loans to companies in the face of tightening liquidity – now is the time to take a long hard look at your Company’s financial situation.

Any approach to your Bankers could be very uncomfortable in the current climate so it is necessary to demonstrate you have full control of your exposure. Make sure that the Debtors book makes for healthy reading and that inventory control and stock turn are being monitored very closely.

Ironically it is the activities of Banks themselves who have once again precipitated the inpending crisis but that will not prevent them from playing hard ball with anyone trying to seek support in the current climate.

Looking to strengthen your Management Team?

I have an extensive business background in sales and business development. In addition to working at senior/ main board level in the UK I also have worked in both North/South America and the Far East.

Currently I am working as an independent business consultant but am looking for a hands on managerial role where I could more fully utilise my business background and contacts.

If you are looking to strengthen your management team then I would invite you to look at my profile at http://uk.linkedin.com/in/gordonblackburn or alternatively email me at gordon.blackburn1@btinternet.com and I will send you a copy of my current CV.

Banks - haven't we been here before?

The Global stock markets continue their gyrations and once again it is the Banks under the spotlight.

Many of us find it incomprehensible that despite all the evidence to the contrary the Banks still fill that they can behave with a staggering arrogance towards their Shareholders (in the case of some UK institutions the Tax Payer) and their Customers alike.

The level of incompetence is almost unbelievable. At retail level a visit to the Bank now resembles a trip to a supermarket with piped music and Staff in garish dress walking around with lapel badges with a number on. I asked one Retail Banker what was the significance of the badge with a 10 on it to be told “it’s the mark we are trying for”.

 Who on earth has dreamt up this theme park approach to Banking? I don’t want to become friends with the Bank’s representative extolling me to “have a nice day” I just want good professional service. Not exactly what I received when a leading Bank actually managed to lose important documents which I had taken into a branch last week rather than trust the vagaries of the postal system.

As we are witnessing yet again, the Corporate Bankers are even more incompetent, it’s just that there rewards are more lavish. Is it any wonder we find ourselves once again staring into the abyss when the calibre of these Bankers is so poor. Would you really feel confident sending them out to get you a sandwich?

Far from letting them have access to more money to fritter away we would be better off giving them a payment to go now before they wreak any more damage!

Value your Assets

As I undertake assignments for companies ranging from SME’s to publicly listed corporations, I am struck by the attitude of many senior managers towards the Company’s most important asset namely it's Staff.

Presently we are being bombarded with negative news- failing economies, the squeeze on domestic budgets, the spectre of unemployment etc

This constant drip feed of bad news has a very negative impact. Morale in the workplace at present is generally at a very low point and yet this seems not to have percolated into the mainstream of management thinking.

All too often the attitude of the management seems to be that the current backdrop will of itself be the motivating factor.

Obviously as companies struggle with their profitability, it is not a question of throwing money at the workforce but what is required is more of an attitudinal change.

Bringing the staff on board may well be as simple as communicating the company’s situation in a clear and concise manner rather than the heavy handed “if you don’t like it there are plenty of others ready to take the job”.

It is no coincidence that the companies who emerge stronger from challenging times have been able to do so largely as a result of the efforts of a committed and diligent workforce.

People are the main asset and as such should be valued accordingly 

Seemed like a good idea at the time

The current economic data point to the fact that the last quarter of 2011 is going to be a difficult time for all. As domestic budgets are ever more squeezed this will impact on businesses across the board.

This is an appropriate time to conduct a root and branch analysis of your business. Undoubtedly there are areas which would benefit from some radical adjustments/ change of direction. The consequence is not acting now could have very negative effects in the next few months.

Now is the opportunity to prepare for difficult times rather than adopting an ostrich "head in the sand" attitude .

When trying to explain a disastrous strategy to your Shareholders or Bankers it will be of little comfort to trot out the tired old defence “it seemed like a good idea at the time”. 

Hindsight is 20/20 – what is needed is foresight

During my various assignments one observation holds true – whilst there are very few bad businesses, there are many that benefit from a fresh input.

 When you are personally involved it is not always easy to change direction or take appropriate remedial action.

This is where an “outsider” can be of assistance – an objective appraisal can very often mean the difference between merely drifting as opposed to decisively moving forward

View my profile on Linkedin:

http://uk.linkedin.com/in/gordonblackburn

Triple AAA Rating - are you sure?

Every business transaction contains an element of risk, yet at the same time how satisfactory are the mechanics for managing risk?

In recent years we have witnessed just how costly the laissez faire attitude to risk was in many institutions be they large corporations or smaller SME’s.

In the never ending quest for larger profits many of the saner measures of business were abandoned. An analysis of recent disasters from the sub prime fiasco in the US through to the Greek Debt debacle all have one common denominator – the architects of these calamities went hurtling over the cliff like lemmings.

At a time when the US loses its triple AAA rating and the growing talk is for other nations to follow suit then it surely becomes time for each and every business to take account of its exposure.

A forensic analysis of the current Debtors Book might make for uncomfortable reading but like most unpleasant tasks it should not be ducked. Better to take remedial action such as  a write down whilst you are in control of your own destiny rather than have a 3^rd Party appointed to do it for you 

England expects!

The BOE with its usual reliance on metaphors of a nautical nature advise that the UK recovery is being impeded by heavier than expected headwinds. Apart from the overall Global backdrop the UK is facing some very serious challenges in the last quarter of 2011.

Confidence is low and events of last week have added significantly to the sense of gloom. Inflation is forecast to reach 5% by year end and the  increased cost of utility bills as we approach the peak demand season for fuel will impact heavily on domestic and industrial consumers alike.

To pick up on the nautical theme, we are sailing into very stormy seas, so it is time to batten down the hatches and think about jettisoning any unnecessary cargo.

 A tightly run ship i.e. contained overheads and strict control of both inventories and recoverables are undoubtedly the Captain’s Order of the day

How well do you know your Customers?

This week in keeping with every financial crisis, the latest media reports have been highlighted by scenes of earnest young men and women staring intently at their computer monitors as the latest wave of red flood across their screens. It is an all too familiar shorthand for financial Armageddon.

There is no doubting that rapid advances in technology have transformed the way we do business. However whilst we watch the scenes unfold in this  virtual world we should never forget that essentially commerce is about people trading together. Whilst Computer “stop loss” mechanisms are the order of the day for “paper trading” the reality of the real world is that goods need to be moved from point of production to point of consumption and obviously this cannot  be achieved via a computer terminal.

There is an old adage “know your customer,” this dictate has never been more important than in these uncertain and dangerous times. One of the biggest problems associated with the rise of e-commerce has been the accompanying lack of personal contact between a company and its customers.

Obviously this is not an issue for an online retailers selling products over the net and being paid via a Debit Card or Pay Pal etc.

However, there is an increasing tendency for B2B sales to be concluded by email or even SMS. The personal element has been lost and so has the identity and customer relationship. The surest way to avoid problems is by knowing your customer and understanding their business. This relationship and mutual understanding is not possible to maintain thru a key pad and email ordering system.

Riding the Econoomic Rollercoaster

We are living in dramatic times – the decision of the US FED not to raise interest rates at least until 2013 graphically illustrates the unprecedented nature of the recent global turmoil. They are in fact firing their last bullet as they try and engineer a move back into Equities in an effort to stimulate recovery and avoid the slide into recession.

From a company Manager’s perspective the recent gyrations have done little to calm nerves and now more than ever is the time for good housekeeping and firm controls. Constant monitoring of counter party risk is the order of the day combined with disciplined inventory control.

Just because a customer has always being reliable in the past is unfortunately no guide as to future performance. Look out for tell tale signs such as unusual ordering patterns, delays in payments etc.

The coming months will throw up many challenges but undoubtedly there will also be opportunities for those placed to take advantage of less efficiently organised companies.  Make sure that when the dust eventually settles that your company emerges in a stronger position.

I can assist you in this objective – view my profile http://uk.linkedin.com/in/gordonblackburn

To navigate these turbulent times, you need a steady hand on the tiller

I have an extensive business background in sales and business development. In addition to working at senior/ main board level in the UK I also have worked in both North/South America and the Far East.

Currently I am working as an independent business consultant but am looking for a hands on managerial role where I could more fully utilise my business background and contacts.

If you are looking to strengthen your management team then I would invite you to look at my profile at http://uk.linkedin.com/in/gordonblackburn or alternatively email me at gordon.blackburn1@btinternet.com and I will send you a copy of my current CV.

Show me the Money!

There is no shortage of ammunition for the gloom merchants at present. However, these current market conditions underscore the old adage that “cash is king”.

Just as was seen during the Great Depression of the 1930’s there are opportunities for those individuals and companies who find themselves in the enviable position of being positioned to operate in a cash-starved market.

There will be opportunities to acquire shares at very attractive levels whilst failing companies will be up for grabs at drastically reduced prices with the prospects for consolidation or spinning their assets for more cash.

 It sounds like a pretty simple model, but then,so are many of the best ideas.  

Financial Storm Warning All Areas - worth repeating

We are now in the “silly season” – the holidays are in full swing and a general sense of drift will be the norm for the next month or so.

However, the signs are that the last quarter of 2011 will be a difficult time for business as Consumers further reign in their spending. I would suggest that now is the time to tackle potential problem areas with some effective housekeeping.

How much inventory are you carrying? Rather than face a “fire sale” it may well be prudent to lighten up now with some innovative marketing.

How is your cash position? With the ominous backdrop surrounding both the Euro and the US Debt situation don’t expect the Banks to readily provide additional finance- it is an absolute priority to keep your Debtors under control.

Undoubtedly, the casualty rate will climb as we head towards the end of 2011 – make sure your Company doesn’t become part of these statistics

Management Style - a rethink?

In these difficult economic times we are constantly bombarded with negative news. As I move from company to company there is no doubt that this is having a significant impact on morale and therefore impacting bottom line results.

It is important that Managers take on board the efect of these outside inputs on Staff and wherever possible reduce the "fear factor". All too often I obseve the management style to rely on pressurising people to attain often unrealistic targets. Far from improving performance it has the opposite effect.

It is time for a rethink - instead of relying on the stick approach, how about hitting with a carrot?

Business problems? - Here's your answer

Experienced Independent Business Consultant working out of London - available for long or short term assignments

Check out www.glbconsulting.co.uk or alternatively for a copy of my current CV, email me gordon.blackburn1 @btinternet.com