IQ-Magazine-Issue-3

ISSUE 3: NOVEMBER 2012

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IQ welcome
WelcomE to the third issue of IQ Magazine,
a quarterly publication that is set to offer
insight and inspiration to the SME business
owner in Cambridgeshire and Suffolk.
Gemma TREBY
gemma@cubiqdesign.co.uk or visit
www.iqmag.co.uk
Despite the weather, it’s been
a great summer thanks to the
inspiration of the Olympics.
The rush of energy that
the country has gained as a
result, could have only been
achieved by such a major event. So, when I attended a Suffolk
Chamber of Commerce lunch recently, I was surprised
to learn from its keynote speaker, Keith Brown, the Chief
Executive of Visit East Anglia, that tourism in the region
had actually suffered because of the Olympics. I’m sure that,
looking at the situation from a wider business perspective,
there have been winners as well as losers; for instance, I know
of several sporting organisations which have experienced
double digit growth in the months following the Olympics.
Hopefully, this momentum will continue.
With business growth in mind, I participated in a breakfast
meeting facilitated by the NDCC, the aim of which was for
Forest Heath to find out from business leaders how it could
best support the local economy. The media was certainly a
hot topic. As I cringed in my seat, I could only agree with the
criticism metered out to the media, and how its continued
negativity about the economy encourages bad sentiment and
inflames uneasiness in the market place. In my opinion, the
media should take a more balanced view, and I was therefore
delighted to explain that this is one of the fundamental
reasons behind the development of IQ Magazine. Yes,
you will indeed find that it mentions the ‘R’ word, but it
will always be accompanied by positive advice, as well as a
positive attitude.
to receive your free issue of iq
Visit www.iqmag.co.uk and sign up to the IQ database to receive
your free copy of IQ each quarter.
FOLLOW ON US TWITTER twitter.com/IQBusinessMag
issue 3 | page 05

IQ contents
08 Business overview
10 accelerating business growth
15 chasing the pot of gold
17 breathing life into the high street
21 investing in infrastructure
23 crowd finance
24 double digit growth challenge
27 keeping in the family
35 business diary
43 stress - a modern day disease
44 The death of print - will it ever happen?
46 changing the face of feedback
48 put yourself in my shoes
52 suffolk business festival
52 Book reviews
61 keeping up with the red tape
64 taming the i.t. beast
66 entrepreneurial shift
THe TEAM
John Treby Creative Director | Gemma Treby Sales and Marketing Director / Editor | Georgie Campbell Content Editor
Debbie Davies IQ Publication Sales | Catherine Bradfield Publication Sales | Leigh Graves Publication Sales
Jess Pack Designer | Matt Cockerton Designer | Eugene Hector Designer | Sophie Barnes Designer
Expert Contributors Chris Ellis | Glyn Mon Huges | Miles Vartan | Mark Daly | FSB | James Pinchbeck
Mike Brown | Jacqui Burke | Peter Worltey | Carole Baker | Mike Worby | Suffolk Chamber of Commerce
Cubiqdesign | Goodwin Business Park | Newmarket | CB8 7SQ | 01638 666432 | www.iqmag.co.uk
issue 3 | page 07

IQ showcase
GLYN MON HUGHES reports on business issues across the two
counties of Suffolk and Cambridgeshire
Autumn always seems, somewhat paradoxically, to
be a time to look forward. Retailers are gearing
up for the Christmas rush, travel companies are
trying to get hard-pressed holiday-makers to book
the next trip, schools, colleges and universities
have started their new terms and businesses take
stock after the summer months.
It’s perhaps the political arena which sees most of
the action. Politicians are partying away in cities
or at the seaside, and there’s usually a whole raft
of policy decisions or new ideas wafting across
the airwaves to those of us on the periphery of
the Westminster village. Doubtless, there will be
pressure groups there to put their point of view.
But what really does lie ahead in the next few
months?
The first message is that things might still be
tough, but they’re not quite as bad as they may
have seemed at first, although businesses in Suffolk
and Cambridgeshire areas seem to remain rather
higher up the optimism scale. The fall in UK GDP
for the second quarter was revised upwards - by a
mere 0.1% - but it was a move in a better direction
than down. The fall in consumer spending was
less than initially thought, and there was a slight
increase in business investment. That said, exports
declined and there was a large trade deficit.
“The revised GDP figures show smaller declines
in both construction and manufacturing output
than previously estimated,” said David Kern,
chief economist at the British Chambers of
Commerce. “Although this is a welcome revision,
we still believe the figures are too gloomy.”
Cue, then, the new Cambridge and Counties
Bank which is clearly looking to the future by
lending to SMEs in the region and helping set up
new ventures. Cambridge is, of course, home to a
good many powerful, dynamic young companies
working at the cutting edge of technological
skills. But there are others waiting in the wings
and, while Business Secretary Vince Cable has
announced a new £1bn fund towards launching
a new ‘business bank’, it’s already happening in
Cambridgeshire.
“It is encouraging to see our local strategy of
providing specialist lending to SMEs being
mirrored by national policy, and I look forward
to working alongside this new bank to support
local businesses,” said Gary Wilkinson, chief
executive of Cambridge and Counties Bank.
“Since launching, we have had a tremendous level
of interest from high quality local businesses, and
are pleased to be providing financial support to a
number of firms.”
This welcome development comes against a
backdrop of a continuing national difficulty in
Glyn mon hughes
Visit www.iqmag.co.uk for further information.
issue 3 | page 08

IQ showcase
"SINCE LAUNCHING, WE HAVE HAD A TREMENDOUS LEVEL OF INTEREST
FROM HIGH QUALITY LOCAL BUSINESSES, AND ARE PLEASED TO BE
PROVIDING FINANCIAL SUPPORT TO A NUMBER OF FIRMS."
Gary Wilkinson, chief executive of Cambridge and Counties Bank.
finding finance. In the second half of 2011, for
instance, more than 60,000 loans and overdraft
facilities were turned down by banks, a sum which
tops £3bn.
One area which government seems keen to
encourage is the creation of additional employment
opportunities through apprenticeships,
appointing Doug Richard of Dragon’s Den fame
to lead a review. Suffolk Federation of Small
Businesses is keen to embrace the notion of new
apprenticeships, and has invited comments to the
government’s questions, such as whom should
apprenticeships be for, and whether there are
elements of apprenticeships which should be
simplified or scaled back.
New flexibility in business and a well-trained
workforce could be even more critical in the near
future in Suffolk, as EDF Energy is planning a
new nuclear pressurised water reactor adjacent
to their present facilities in Sizewell. The sheer
scale of the new undertaking is enormous, even
eclipsing the construction projects linked with
the recent Olympic Games in London. The
construction stage of the project will also involve
the construction of temporary accommodation,
alterations to the road network and a temporary
harbour facility to enable easy access to
construction materials.
Another Suffolk power project involves the
construction of a straw-powered electricity
generating plant adjacent to the Mendlesham Old
Airfield Industrial Estate. Straw sourced from local
farms will generate some 300m units of green
electricity every year – equivalent to the needs
of 65,000 households. This will enable Suffolk to
make a significant contribution to UK renewable
energy targets, whilst bringing additional job
creation, enlivening the local economy and, at the
same time, establishing a new market for straw.
In all, 200 new jobs are envisaged through the
construction phase of the project.
Communities throughout the area are also
pushing for better broadband speeds. Indeed,
Cambridgeshire has earned the accolade of the
UK’s fastest growing campaign for improved
broadband. County Council leader Nick Clarke
said: “The Connecting Cambridgeshire campaign
is gathering momentum and the fantastic response
we have had from residents and businesses
shows how much demand there is for superfast
broadband. We need as many people as possible
to register before the end of the year, to bring the
substantial investment needed to make it happen.”
Optimism and an eye for the future seems to be
the Autumn message from business. Long may it
continue.
SUFFOLK AND CAMBRIDGESHIRE HAS
SEEN INCREASE IN BUSINESS INVESTMENT
issue 3 | page 09

IQ showcase
Suffolk Chamber of Commerce is committed to the growth of business across the county,
using policy and initiatives to accelerate and stimulate the local economy... Are you taking advantage?
Management Consultancies knocked on many
companies’ doors in the mid to late 1980s, persuading
them to consider and subsequently implement BS5750.
The first quality management system was met by
employees with mixed reactions; whereas some bought
into the whole exercise, unfortunately others did not;
in some cases, just the mention of considering an
accreditation continues to cause tremors to reverberate
throughout businesses. A question commonly asked is
‘What will this add to our business?’ and cringes can
often be heard when the latest set of documentation is
issued or corrective actions are raised.
Nevertheless, BS5750 was revised in 1994, 2000 and
then in 2008, since when the international quality
management systems standard has undoubtedly
proved itself to be a global success, with more than
1 million ISO 9001 certificates (2000 and 2008
combined) issued in 178 countries and economies by
the end of 2009.
So, what are some of the advantages of committing your
business to an improvement programme? Clarifying
what your customer requires, having a system to
handle negative and positive communication, saving
money by using less, improving working practices to
improve efficiency, and increasing efficiency through
the introduction of technology are just some of the
benefits your company may appreciate if the project
is aligned to the company’s vision, and if drive is
generated from the top.
Most tender processes routinely ask which
accreditations companies have managed to secure;
responses often relate to accumulating points and
potentially crossing the perceived benchmark to
progress to the ‘next round’. Inevitably, larger concerns
often gain an advantage, as they are not only able to
budget for a spend of a significant figure on this type
of improvement, but can also develop a perception of
their business that somehow diminishes the quality of
other, relatively smaller concerns.
The Suffolk Chamber of Commerce represents a
wide selection of business types and sizes, many of
which can help others in improving their respective
operations. Recognising that smaller businesses
need a helping hand in winning new business and
understanding the current procurement environment,
the Chamber is looking to act as a facilitator in
creating an ‘Improvement Module’; here, companies
can gain easy access to resources, which, once they
fully engage with them, will directly improve their
chances of winning new opportunities. By engaging
with Tier 1 & 2 buyers, the Chamber’s Supply Chain
team will increasingly link potential suppliers with
companies and agencies (often Chamber members)
which can provide assistance. Additional help will be
sought from specific industry agencies such as those
in the Nuclear industry, where the Chamber has a
contract with EDF Energy to develop an interactive
supply-chain database, by directing clients to the NiA
issue 3 | page 10

IQ showcase
“Recognising
that new starters
sometimes suffer
from a lack of
business know
how”
“Recognising
that smaller
businesses need
a helping hand
in winning new
business”
and the Nuclear Advanced Manufacturing Research
Centre (NAMRC). This service is in addition to the
Chamber’s Mentoring Scheme.
Recognising that new starters sometimes suffer from
a lack of business knowledge and mutual support
networks, Suffolk b2b Mentoring is a scheme created
to build confidence and overcome the barriers faced
by local businesses. Mentoring is an effective personal
development and empowerment tool; a successful way
of helping people to progress in their business. It is
a partnership between two people and is a helpful
relationship based upon mutual trust and respect.
The NAMRC has an assessment tool called ‘Fit 4
Nuclear’, which is the first step in a process to help
your company better understand the requirements
and challenges of the nuclear energy market. Your
company directors and senior managers will need
to agree with the submission and participate in the
follow-up activity. The categories covered in the
questionnaire are wide ranging, and will require
input from all functions in your company to ensure
the responses give an accurate picture of your current
capabilities. Once the initial assessment has been
completed, you will be left with a clear route-map
as to what you should do to steadily improve your
company’s performance. ‘Opening up your doors’ to
external bodies to get an understanding of how you
can improve your business is sometimes difficult to
contemplate; however, a competent assessment from
a qualified body or person will inevitably lead to
improvements.
When looking at the various Public Sector
procurement organisations, strenuous efforts are being
made by many commissioners to make themselves
more accessible to SMEs. These improvements
include simplifying procurement language, the use
of social media such as Twitter to publicise both
opportunities and awards; ensuring that lower value
opportunities are made available to SMEs to apply
for, is all evidence supporting this move. The Local
Government Association has issued a media release
where they state that they ‘want to see a significant
increase in the ludicrously low £170,000 procurement
threshold above which local government has to open
out contracts to the entire EU’ . As any development in
relation to this aim is likely to take some time, there is
an even more persuasive case supporting the concept
of committing to improving business performance.
Make a conscious decision at Board or Senior
Management level to undertake a scheme to improve
your business. Take advantage of the resources open
to you to do this and enjoy the benefits.
As we enter an era of increasingly rapid change, it is
important for businesses to be able to demonstrate their
products are fit for purpose. The CBI fully endorses the
view that, for markets to function properly, purchasers
must have confidence that standards are being met.”
Lucy Findlay, Chief of Staff, CBI.
MILES VARTEN
www.suffolkchamber.co.uk
issue 3 | page 11

IQ showcase
Cambridge University has an undisputed global reputation.
But what has developed alongside it, is little short of remarkable...and it’s right on our door step.
Glyn Mon Hughes
Image courtesy of www.cambridgesciencepark.co.uk
The ‘Cambridge Cluster’ or ‘Silicon
Fen’, the concentration of high-tech
and science-based companies, means
that the city is no longer a small
market town with a big university, but
a major world centre which finds itself
at the cutting edge of manufacturing
excellence.
Unlike ‘the other place’, namely
Oxford, there’s no Cowley car plant to
soak up employment demand. Indeed,
there’s very little other industry in
Cambridge. Yet, Cambridge ideas
are still changing the world, with the
technology cluster accounting for
around 1,400 companies providing
40,000 jobs in the region, described by
author Charles Cotton, founder and
chairman of Cambridge Phenomenon
Ltd, as a “perpetual motion engine”.
Many of these companies were
established to supply the university
with a range of services, and many
are still continuing that tradition.
Cambridge Instruments, for instance,
was set up by Darwin’s son to provide
glassware to the university. There’s
also a cluster of support companies,
providing marketing skills, IP patent
offices, contract research, as well as
development companies, and so on.
Add to that the need for added service
industries such as hotels, restaurants
and medical services, and the impact
becomes even greater.
The impact of the cluster is enormous.
Since 1960, around 5,000 hi-tech
companies have been founded, with
most companies working in the IT,
healthcare, bioscience, cleantech and
energy sectors. In 1990, there were
no billion-dollar companies (in terms
of market capitalisation). However,
by 2000 there were 5 billion-dollar
companies, and, in 2010, 9 companies
had joined the billion-dollar club:
Abcam, ARM, Autonomy, CAT, CSR
(Cambridge Silicon Radio), Domino,
Marshall and Solexa. Indeed, ARM
and Autonomy are now valued in
excess of 10bn dollars.
“Cambridge has produced 11
billion-dollar companies, but equally
important is the diversity of smaller
companies employing highly skilled
individuals as well as the increasing
number of international companies
choosing to locate R&D labs here,”
said Charles Cotton. “This continually
evolving location attracts fresh, bright
people inspired to do things differently,
creating not just embryonic companies
but also entirely new industry sectors.”
Cotton pointed to the cultural shift
which happened when the university
encouraged academics to pursue
non-academic roles; equally, serial
entrepreneurs such as Greg Winter of
Cambridge Antibody Technology have
become active professors inspiring the
new generation of entrepreneurs.
There’s also a rejection of the fear
of failure, and what Cotton calls the
‘Cambridge spirit’ - the willingness to
collaborate and share knowledge.
issue 3 | page 12

IQ showcase
Local councils support the procurement of contracts to local business,
but the FEDERATION OF SMALL BUSINESSES questions whether or not they
are doing enough to facilitate this initiative.
According to research by the Federation
of Small Businesses (FSB), local
councils spend £88 billion per year
on procurement. Yet, with many not
knowing where or what size of business
they are trading with, local communities
are losing out.
The treasury estimates the total
procurement spend of UK local
authorities at £88 billion per year,
so the FSB polled all local councils
to see how and where they spend
their money.
The survey revealed some interesting
and often positive findings, with many
councils indicating that more than half
their procurement spend went to small
and medium-sized businesses.
Councils have huge spending power,
and the FSB believes that councils must
be more aware of what they spend and
how they spend it, to maximise the
benefits to the communities they work
for. Money spent with local businesses
stays in the local economy, which
will have positive knock-on effects for
those areas. It’s important that local
businesses proactively understand the
procurement process of their local
council and put mechanisms into place
to put their business on the ‘radar’.
However, many local businesses report
that procurement is certainly not easy;
it’s often a time consuming process
littered with red tape and bureaucracy.
The FSB is calling on local councils to
ensure they have initiatives to support
small firms with the tender process, and
to advertise procurement opportunities.
Effective and responsible procurement
can benefit both small firms and the
local economy by creating new jobs, and
keeping existing ones as well as creating
new businesses. Many councils claim
to have initiatives in place to support
small businesses with the procurement
process. But if councils want these to
be effective, they at least need to know
what they are doing to meet their goals.
There are a number of steps we
would like to see local procurers take
to maximise opportunities for small
suppliers. No council is likely to be
doing everything we recommend, but
we would very much like to see as many
councils as possible working with their
local small businesses.
www.fsb.org.uk
issue 3 | page 15

IQ showcase
BREATHING LIFE INTO THE HIGH STREET
IQ investigates the success of the BURY ST EDMUNDS BID,
encouraging other town centres to consider the initiative
It’s common knowledge that the high street has suffered over the last ten years. In these challenging times,
businesses that have not just survived, but which have remained successful too, have done so because they’ve
taken time to understand the underlying economic situation and have also been prepared to change the way they
operate. This applies to the market town of Bury St Edmunds, a shining example of town invigoration which
other town centres in a similar position could look to for inspiration. So just how has this town remained bustling
and full of energy unlike some of its counterparts who face similar problems?
In 2010, following a successful ballot, Bury went live with its Bid (Business Improvement District). Bids were
introduced to the UK from America, with the relevant legislation being in place by 2004. In the UK there are
now more than 100 Bids, two of which are in Suffolk and one of which is in Cambridgeshire.
Mark Cordell, CEO of Bid4Bury states, “Our fundamental objective is to increase economic spend in Bury and
increase the town’s footfall. Pooling funds collectively has greater value, resulting in successful campaigns, and in
promoting Bury St Edmunds as a town.”
Bid4Bury offers invaluable guidance to local businesses, but sees it as their responsibility to maintain footfall.
It could be argued that these very businesses have played an influential role in the town’s subsequent success,
helping Bury to transform into a new and exciting place in which to do business, shop or relax. Bid4Bury’s
empowerment of local businesses has therefore, undoubtedly resulted in added value for the town and its visitors.
issue 3 | page 17

IQ showcase
According to Mark Cordell, “It was St Edmundsbury
Borough Council (SEBC) who initiated the idea back
in 2009. Previously there had been in place an active
Town Centre Management Organisation which
businesses were asked to make voluntary financial
contributions to, and SEBC contributed considerable
funding but it was felt that this “ad hoc” arrangement
was far from satisfactory, impinged upon long-term
planning and the council were looking to make
economic savings.”
Bid4Bury generates approximately £300,000 per
year. The decision was made to set the rateable value
level at £10,000 and that for all eligible businesses,
the Bid levy would be set at 1.75% of the total
rateable value per annum.
Therefore, a business in
the Bid4Bury catchment
can pay between £175 to
£11,000 per year.
Since coming to office
just over 18 months ago,
Mark Cordell has already
initiated a number of key
marketing opportunities
and events, and one of the
most significant of which
has been the rebranding
of Bury St Edmunds to
incorporate the brand ‘Our Bury St Edmunds’. This
sub-brand has helped to animate the town centre as
a place to socialise and is certainly demonstrated in
Bury’s proliferation of coffee shops. Cubiqdesign
was given the responsibility for this rebranding and
for the ongoing marketing and management of the
Our Bury website. “All of the panel who selected
Cubiq to oversee the creation of the new brand for
the town were very impressed with the vision of John
Treby and the amount of work that had already
been carried out prior to his “pitch”. Considering
the brand is only just 12 months old the progress has
been phenomenal.”
John Treby, Creative Director of Cubiqdesign,
explains, “The website acts as a hub that supports
every member business. It’s fully interactive for
the public, and is the first point of call for anyone
Our fundamental objective
is to increase economic spend
in Bury and increase the
town's footfall. Pooling funds
collectively has greater
value, resulting in successful
campaigns, and in promoting
Bury St Edmunds as a town
Mark cordell, ceo of bid4bury
visiting the town. Social media feeds, videography,
images and the commitment to SEO is an
integral part of the functionality and success of
ourburystedmunds.com.”
Bid4Bury funds and facilitates events in Bury which
have become increasingly fundamental to the
town’s welcoming ambience. Held in August this
year, its new Food and Drink festival was extremely
well received, and is set to expand next year. The
Bid’s involvement in the Bury Business Festival
demonstrated its commitment to all of its members
and not just those within the retail sector.
“Town centre events increase footfall and economic
spend. We allocate a significant amount of the budget
to them, as we know they
work and thus attract an
increasing number of
visitors. We always try to
feature animals, and, for
example, this Christmas
we will have donkeys,
penguins and reindeers,
knowing that families will
not want to miss out on
the occasion,” says Mark
Cordell.
However, the Bid initiative
has not been without its
moments of controversy, especially in its infancy, with
many retailers developing negative connotations or
feeling that their hands were forced, especially if they
voted against the initial adoption of a Bid.
“Members have to pay; they are not able to opt out
and some business owners find this very difficult to
digest, believing that the council should be paying”
says Mark. “However, with council budgets this
year seeing a 20-30% reduction, the reality is that if
Bid4Bury wasn’t in place then all we are currently
doing for all of our members wouldn’t happen
and individual businesses would have to do this
themselves, which would be financially impossible for
them”
Mark states, “It would be fair to say that Bid4Bury
did not deliver initially. However, in the last 18
months, businesses have seen that the work we have
issue 3 | page 18

IQ showcase
The website acts as a hub that
supports every member business
Funds and facilitates
events in Bury St Edmunds
been doing is of benefit. Managing the Bid in an economic recession has been tough. We can only surmise
what the economic facts and figures would state if we had done nothing.” Mark concludes, “We only have to
look in the direction of other local market towns and come to our own conclusions as how they have weathered
the storm.”
Already recognised for its proliferation of independent retailers, for the last three years Bury has been attracting
more national brands, largely as a result of the establishment of its arc shopping centre. Nando’s is the latest
national chain to open in the arc, and TK Maxx is also set to launch in the town before Christmas; powerful
brands such as these only decide on locations after undertaking in-depth, extensive market research. What’s
even more encouraging is that this trend for expansion is echoed amongst independents in the town itself,
with Sassini, Graze Kitchen and Bar, and Josefs all opening new premises in the town this year. This is a sure
sign that Bury is beginning to punch above its weight, and is already competing against larger locations in the
region such as Ipswich and Cambridge.
Other indicators of success come from a reported increase in footfall at the arc, in addition to a significant
increase in parking usage over the last 12 months. Mark is quick to comment on the data, stating, “Retrieving
specific economic data has been hard, and it something we will be focusing on in 2013. Information is
indicating a positive stance, and one store in particular has realised an 18% increase in sales in the past year”
Bid4Bury went live on April 1st 2010 and has a five year term. In the autumn of 2014, all eligible businesses
will be given the opportunity to participate in a ballot to decide whether Bid4Bury will be given a second
term of five years. Mark, his colleagues and Board of Directors are all confident that the undeniable positive
outcomes will secure its continuing existence and ensure that Bury St Edmunds remains a top visitor location
within East Anglia.
www.ourburystedmunds.com
issue 3 | page 19

IQ showcase
INVESTING IN INFRASTRUCTURE
How the IMPORTANCE OF INFRASTRUCTURE in the East is considered the key to recovery
On a recent visit to Suffolk, the Director
General of the British Chambers
of Commerce John Longworth told
local journalists that, across the UK,
the issue that businesses large and
small continue to view as the key to
economic recovery is investment in the
infrastructure network.
It is investment in that infrastructure –
road, rail and broadband – for which
Suffolk Chamber of Commerce has
been leading the clarion call, both in
the region and in Westminster.
“There is no doubt that if we want
to continue to be the home of
entrepreneurship and innovation,
we have to have the modern day
infrastructure that firms large and
small, demand in 2012,” said Chief
Executive of Suffolk Chamber John
Dugmore.
The Chamber CEO recently joined
with key decision makers at the Suffolk
County Council Cabinet meeting
where the decision was taken to move
forward with BT to bring superfast
broadband to Suffolk – work that will
get underway this year.
“Any modern, forward-thinking
business needs superfast broadband
to operate,” John explained. “That is
why we have been lobbying hard both
locally and nationally. Suffolk is home
to the energy coast in the east, and the
home of racing at Newmarket in the
west. Tourism provides millions of jobs
and our high quality food and drink
production is envied across the UK.
Our business community is diverse,
innovative and highly entrepreneurial.
All sectors of business in Suffolk need
the best broadband available, and they
need it now.”
Welcoming visitors and new business
investment to the county and indeed,
to the region, is also a priority for the
Chamber and its members. Road and
rail access across the east also remains
a great challenge.
“There is no doubt that there has been
a lack of action on the A14,” John
Dugmore continued. “Business has
been making the case for years. This
vital artery is the entry for billions of
pounds worth of logistics from our
ports in Suffolk, and is an essential
commuter route through Cambridge
and across to the Midlands to the M1.
There has been no investment, and,
although we can be encouraged that
the Government is looking at options
around the Fen Ditton area, the
remedies have to come sooner rather
than later.’
That Suffolk is just an hour away
from London by rail is something that
tourism leaders were keen to make
clear to the millions of visitors to
the UK for this year’s London 2012
Olympic celebrations. Many of the
county’s businesses also have a strong
view about this journey time.
“Getting in and out of London and
East to West in the region is key for
many of our members,” John Dugmore
commented. “Over the years, there
have been problems with out-dated
rolling stock, and an unacceptable level
of investment in the lines.”
Suffolk Chamber has been meeting
with Greater Anglia and Network Rail,
the new operator of the East Coast
Mainline, to push for future investment.
“We meet with our Members of
Parliament too on a regular basis,
who are ensuring our members’
voices are heard loud and clear at the
Department for Transport.”
“The key to future business success in
Suffolk and across the East lies in how
firms can communicate and how they
can move from one area to another.
They need to be able to speak with the
other side of the world with ease, and
they need to be able to travel locally
and throughout the UK consistently.
At the Chamber, this is what one of
our key policy priorities will continue
to be.”
To find out more visit www.suffolkchamber.co.uk
issue 3 | page 21

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CROWD FINANCE
Greene & Greene solicitor, MARK DALY, discusses an
alternative source of funding
IQ showcase
We are consistently told that the major banks are ‘open for business’, but it goes without saying that obtaining credit and
raising finance has never been more difficult, and strict criteria are in place for borrowing. Rather than obtaining a loan
from a bank, utilising overdrafts, invoice discounting, factoring or seeking investment from Venture Capitalists/Private
Equity, a new trend has emerged for web-based crowd finance, extending the concept of ‘friends and family’ funding
that has always existed. Three forms of this concept have gained the greatest traction:
PEER TO PEER CROWD LENDING
Consumers bidding online to contribute to a business loan at competitive rates of interest
(see fundingcircle.com, which has overseen loans of more than £48m since its inception in August 2010);
REWARD CROWD FUNDING
Projects are funded by online donations in return for incentives of a
non-financial nature. For example, a band funds the recording of its new album by donations from its fans who, in
return, receive a signed CD (see the US website kickstarter.com, which has helped raise more than $304m of project
finance for its participants since its inception in April 2009, and a UK launch is being planned for late 2012);
EQUITY CROWD FUNDING
Entrepreneurs seeking investment (rather than a loan) make an online pitch for investors to subscribe for
shares in the company in a tax efficient way (via EIS and SEIS tax reliefs) from as little as £10. This gives the
potential to obtain future dividends, opportunities for a return of capital upon a sale or floatation and, in some
circumstances, receiving voting rights in the company. Most equity crowdfunding platforms require a specified
financial target to be reached during the fundraising period before the money is passed to the business or
individual (known as the ‘all or nothing’ model), with contributions returned to investors if the target is not met.
In the UK, nearly £4m has been raised through www.crowdcube.com (average amount raised by entrepreneurs
being £188,800 and average investment per member being £2,337) and it has recently been joined in the equity
crowdfunding market by seedrs.com. These sites provide investors with an opportunity to play Dragons’ Den
from the comfort of their own homes, albeit a very high risk investment strategy that will not be
appropriate for most people when larger sums are invested. In fact, the FSA has recently warned
investors about the risks of equity crowdfunding, because, like all equity investments, there is no
guarantee of a return on funds and investors could lose all of their money. Notwithstanding these
risk factors, as a commercial lawyer, I find this growth area fascinating and, in
certain circumstances, see it as a viable alternative to more traditional
sources of finance and fundraising.
The contents of this article (as at September 2012) are for general information only. Specific legal advice should be taken on any individual matter.
mark daly
For more information visit www.greene-greene.com.
issue 3 | page 23

IQ finance
1
DOUBLE
DIGIT
GROWTH
CHALLENGE
JAMES PINCHBECK, Marketing Partner
with Streets Chartered Accountants, gives his
advice on encouraging growth and challenges
businesses to aim high with their forecasts
It would appear that we’re in unchartered economic
times, with what seemingly is a double dip recession
or flat line economy. For those running a business, the
challenge of growth is as great as ever. Whilst in the
last few years it may have been acceptable to tread
water and wait for the upturn, this outcome looks less
likely than ever.
What is growth? Growth can be measured in many
ways, but conventionally, and for most, it is an increase
in overall sales or turnover, over a 12 month period.
In the good times with markets growing, it may have
been possible to achieve double digit growth. However,
it currently seems that attaining single digit growth
has become a real challenge. Unless you are fortunate
enough to operate in what might be classed as an
emerging market, then attaining growth invariably
centres on winning more spend from your existing
customers, or taking more customers from your
competitors.
If you were to profile your customer base, you would
find a mix of customers, some of whom you like doing
business with and some that you don’t. The trick is
to find more of those you like - your cherries - and
then to manage or divest yourself of your relationship
with those you don’t. Typically, your cherries are those
that are good payers, who value what you do and who
ultimately become your brand advocates. The trick
then, is to find more potential customers that fit your
cherry profile.
3
FOCUS ON THE CHERRIES...
SPEND TIME TALKING TO YOUR
CUSTOMERS AND PROSPECTS
Whilst the overall economy appears less
buoyant, it seems that many a business is
as busy as ever, with little capacity or time
spent on relationship building. It must,
however, be worth taking time to re-visit your
business offering. It is often amazing how, by
reacquainting yourself with customers, new or
additional business opportunities prevail.
MORE LEFT BRAIN THAN
RIGHT BRAIN THINKING
2
It is reputed that right brained people tend to
be more analytical than those with a bias to
more left brain thinking, which tends to err on
the side of creativity and innovation. Whilst
right brained thinking may be good at looking at
financial control, encouraging left brained thinking
for creative ideas to grow and to develop your
business, also needs to be high on the agenda.
James Pinchbeck
www.streetsweb.co.uk
issue 3 | page 24

IQ finance
4
BE THE BEST YOU CAN
With pressure on the purse, consumers and
businesses seek value for money more than
ever; not only are they looking for a good
price, but most with time to shop around
are also looking for the best they can get
in terms of product and service. Excelling
at your business is one of the best ways of
retaining and gaining new customers.
7
DO SOMETHING
DIFFERENT
How often have you asked yourself
“Why do we do that?” How often
have you found out that it has no
particular commercial benefit, but
is just something you’ve always
done? If so, it must be time to
look at all areas of your business.
5 VALUE YOUR STAFF
For most staff, a pay rise or a bonus
provides key recognition of value or
performance. Staff with pressure on their
pay or even pay freezes, coupled with
increased pressure to perform will consider
themselves less valued. Simply recognising
these issues as an employer can go a long
way. For some, showing an appreciation of
the challenges they face, and even helping
them with improvements in their work
environment, can have a positive uplift.
LOOK AT PRODUCTIVITY
It’s surprising how many businesses
could benefit from more staff, but
can’t afford them. Surely, by looking at
working practices, training and skills,
there must be opportunity to improve
productivity and financial performance in
your business. It’s not all about getting
people to work longer hours.
8
6
SHAKE THAT TREE
Most people feel better by doing something
about their circumstances than those
that don’t. Whether your approach is to
spring clean your business, to have a go at
something you’ve never done before, or to
try a combination of the two, with a drive for
business, most will gain a sense of positivity
by working towards business success.
9
SEEK OUT POSITIVE PEOPLE
TO HELP YOUR BUSINES
Undoubtedly, there is a wealth of business
advice and knowledge out there; seeking out
someone you have empathy with and whose
commercial sense you value can be great
in guiding you across the seas of change.
Most of us tend to perform better if we have
someone coaching or mentoring us.
In summary, perhaps the worst thing a business can do is to do nothing.
In the words of Victor Kiam, ‘Procrastination is opportunity’s natural assassin.’
issue 3 | page 25

IQ showcase
issue 2 | page 01

IQ showcase
keeping it
in the family
IQ Magazine decided to find out more about some of the
HERITAGE BUSINESSES in Cambridgeshire and Suffolk. These long-established companies
have passed through generations of family members and had to adapt their businesses to
embrace social change, as well as the technological challenges and advancements of the modern
world. We find out what it takes to survive in business over several decades that have included
two world wars, the introduction of electricity and the birth of the Internet
issue 3 | page 27

IQ showcase
heritage businesses
NAME: COPELAND INTERIORS
FOUNDED: 1881
BASED: BURY ST EDMUNDS
MANAGER: CLARE HINDLE
WHAT DOES THE COMPANY DO?:
INTERIOR DESIGN AND SOFT
FURNISHINGS COMPANY
WWW.COPELANDINTERIORS.CO.UK
Tell us something about the
history of the business
The business was founded in 1881
by the Copeland family. In 1973,
Mr Copeland sold the business to
my father, and I came back into the
business 12 years ago to prepare for
my dad’s retirement.
Had you worked in the business
prior to that?
I worked here as a teenager and
then went off to work in sales and
the food industry, but I am really
enjoying working in the business
again.
You’ve kept the Copeland
family name, so how important
is all that history to you?
It’s very important. We have
generations of customers, many
of whom remember the original
Copeland family. A lady came in
one day and showed us a receipt
she had kept for a pair of curtains
which she had bought here in the
1950s!
How has the business evolved
and what do you think you have
brought to it?
In my dad’s day, the business was
centred on furniture and carpets
and smaller household items.
However, I’ve streamlined the
business, and it’s now more interior
design focussed.
What has been the biggest
change in the last few years?
The biggest change for the business
has been the product range and the
fact that we now offer an interior
design service. I guess another
dramatic change has been in the
way people shop; so much furniture
is now imported into this country,
and customers are often happier to
buy online or from big warehouses,
and we have had to respond to that.
Do you have any plans to
expand the business?
I have just taken on a full-time
interior designer, and this has been
a big investment for us. She came
from a very similar family company
and I decided that her experience
and contacts would be invaluable
to our company. I think people
have less disposable income these
days, but they’re more discerning
in the purchases they are making,
and they want to use our expertise
and knowledge to create something
different for their homes, which has
meant the business has grown.
How have you been affected
by the current economic
environment?
We have had to think about stock
control very carefully, and we
also need to be really savvy about
controlling our cash flow situation.
For instance, the pattern books
we use come from suppliers and
they’re expensive, costing anything
from £100 to £300. When these
companies bring out eight or nine
books at once it’s a big investment,
so we’ve reduced the number we
buy. We look at all our appointments
carefully now too, and because
the cost of petrol is so high, we
try to journey plan to save money
and time.
What is the ethos behind the
company?
My real desire when I took over
the business was to ensure that we
continued to sell quality products
at affordable prices and provide
a service that is both personal
and friendly. The majority of our
products are hand-made or made by
craftsmen based in the UK, which
is also an important part of our
company ethos. We try at all times
to be empathic to our customers’
requirements and understand
exactly what they want from us and
then deliver that. We believe this
level of customer service gives us a
real edge over our competitors.
issue 3 | page 28

IQ showcase
heritage businesses
NAME: JL BRAGG LTD
FOUNDED: 1848
BASED: IPSWICH
MD: JOHN BRIGGS
WHAT DOES THE COMPANY DO?:
MANUFACTURERS OF HEALTH CARE
AND PHARMACEUTICAL PRODUCTS.
THE COMPANY ALSO MARKETS ITS
OWN RANGE PHARMACEUTICAL
PRODUCTS BASED ON ACTIVATED
CHARCOAL.
WWW.CHARCOAL.UK.COM
What was the early history of the
company?
The company was founded in London
in 1848 by a baker called John
Longman-Bragg. During this period
the Victorians were very concerned
about their health, particularly the
digestive tract. Activated charcoal is a
fine powder and was commonly used to
treat digestive disorders. Unfortunately,
the material is difficult and messy to
use, so Mr Longman-Bragg developed
a range of formulated biscuits
containing activated charcoal, which
were far easier to use than the powder
which was available at this time. Due
to the successful introduction of the
charcoal biscuit, the product was
sold through pharmacies and large
department stores, including Harrods
and Fortnum and Mason.
What is the current set up at the
company?
We are a relatively small, family-run
company, employing 10 people. We
produce tablets, capsules, biscuits and
contract services for clients ranging
from tablets to final packaging. Our
activated charcoal products are sold
throughout the UK to independent
chemists and health food shops, and
also large chains such as Boots, as well
as online.
What is your role at the company?
I am MD, but my background is in
pharmaceuticals. Professionally I
am qualified as a chemist and have
been working in quality control
and production of a wide range of
pharmaceutical products for more
than 25 years. Since taking over the
business in 2007, my main focus has
been to grow and develop the business.
What are the benefits of charcoal?
It is mainly used to treat digestive
disorders, including indigestion, acid
reflux, bloating, wind and heartburn. It
also provides relief from the symptoms
of more serious conditions such as
Crohn’s Disease.
When did the company move
from producing foodstuffs to
pharmaceutical products, and
why?
In the 1970s, the products were
transferred to pharmaceutical status
as a result of legislation. This was
because they were commonly used
to treat a wide range of digestive
disorders which fell within the remit
of a pharmaceutical product. Such
products are now regulated by the
MHRA - Medicines and Healthcare
Regulatory Agency.
What has been the biggest change
along the way?
The transition of the product range
from food to pharmaceutical was
significant, as the legislation and
controls are far more complex.
Regulators have more control
over the business, which has both
advantages and disadvantages.
Legislation has become more complex
and will continue to be a challenge
for the business.
How has your business fared
through the recession?
Very well. We have launched some
new ranges and even brought back
some old products and re-marketed
them, which has been successful.
Talk us through your plans for
future expansion.
There are a number of applications
for activated charcoal, many of which
we have in the development stage. We
are interested in product areas which
focus on animals, particularly equines.
We shall also continue developing our
contract manufacturing and packaging
operations, as we have considerable
experience in providing solutions to
complex challenges in these areas.
We are also interested in expanding
our export markets, and continue to
receive export enquiries which we are
keen to progress.
issue 3 | page 29

IQ showcase
heritage businesses
engine in 1925 to power the potters’
wheels, the railway to Stowmarket,
which delivered coal for our coal-fired
bottle kiln, and the introduction of
electricity. All the above made a
significant contribution to efficiency
and output.
to ovenware also. From the 1960s
onwards household disposable income
has increased enabling families to
spend more on homeware and luxury
goods which has enabled our company
to build brands and supply this large
market sector.
NAME: HENRY WATSON'S
POTTERIES LTD
FOUNDED: 1734
BASED: WATTISFIELD
DIRECTOR: JEREMY WATSON
WHAT DOES THE COMPANY DO?:
A FAMILY POTTERY BUSINESS
SPECIALISING IN SUPPLYING
DOMESTIC KITCHENWARE
WWW.HENRYWATSON.COM
Tell us about the history of the
company.
The earliest records for our company
go back to 1734. In 1800, Thomas
Watson purchased the company and
we’re now in our sixth generation of
unbroken succession.
What does it mean to have so
much history behind you?
To have such a great heritage brings
a sense of what earlier generations
achieved. For more than two hundred
years each generation had to produce
products of their time, therefore
techniques, experience and skills have
been handed down.
What have been the biggest
changes over the years?
The three biggest changes that have
influenced production and sales have
been the introduction of a steam
Have there been any setbacks?
Our biggest setback was a fire in 1963
when a cinder from the kiln burnt
down the factory. Electric kilns were
installed and a brand new modern
factory were part of the reconstruction
which enabled us to stream-line
production.
How did you overcome what
could have signalled the end of
the business?
The secret is being able to diversify
quickly and try to produce what the
market demands, also cash-injections
from the family when required have
helped, particularly when trading
through two world wars.
How does the present-day
business work? Is there still a
kiln on site?
All the products are imported
from Portugal these days and sold
throughout the world. Our main
income is from selling to High Street
retailers, exporting worldwide. We
also have an onsite retail shop and,
of course, the internet. We still have
a downdraft brick kiln on site which
hasn’t fired since 1963, but it is a great
feature for visitors.
What are your best-selling
products?
Terracotta items sell well and our table
Do you have any plans to expand
the business?
We are always looking to expand
the business either through the
home market or overseas, but a
lot of countries around the world
are struggling right now, especially
Europe, so it will be a waiting game
until things improve and consumers
have the confidence to spend again.
What have you done in order to
weather the current economic
conditions?
If a business wants to be recession
proof it needs to monitor every aspect
of its operation more closely and that
includes debtors, costs, etc and a lot
depends on how long the recession
lasts and which world markets are
effected, normally it’s a time of
consolidation and good stock control.
Tell us about the present-day
kiln.
This kiln was built in 1940/41 and
was used up until 1963. When the fire
destroyed the factory, a new factory
was built and a new electric kiln was
installed as the company then no
longer required a kiln of this nature.
The kiln was built in the evenings by
staff who were then working in the
factory. The dome was built using no
support with just a few rounds of brick
being laid every few days.
issue 3 | page 30

IQ showcase
heritage businesses
Tell us little bit about the history
of your business?
A love of antiques and artefacts by my
parents Joe and Christine meant that
Libra was born – whilst on a road trip
to India! On their return to the UK,
they decided to supply retailers with
products similar to those seen on their
travels..
How and where do you source
your product range?
Our family business is supplied with
more than 1,200 products from more
than eleven countries. From India
to Croatia, we travel far and wide to
select the products which make up our
collection. Our most unusual products
are the twisted ribbon lamp bases. We
needed a follow-on product from the
twisted willow lamp bases we now
stock, and these were moulded from
moulds created around real willow
branches. The ribbon was somewhat
more complex. How did we do it?
That would be telling!
What has been the most
significant change over the last
40 years?
Building on the foundations started
by my parents, and providing the
opportunity for innovation. We have
taken the roots laid down and are
bringing the 21st Century to Libra
through the variety of collections
available in our product range. This
has influences from Provence,
Manhattan, Colonial, right through
to the 1960s.
Did you do anything to celebrate
or mark your 40 years in
business?
There are 40 iconic Libra products
available, which represent just
some of the history and continued
achievements of the company. We
had great fun looking through the
archives and compiled a short list of
classics, including the gold Starburst
mirror and the verdigris fairy
sculptures which form part of our
vintage collection. These specially
selected classic products have shaped
our success over the years. We have
a further 400 innovative and stylish
products making our collection the
most comprehensive and diverse to
date.
What is the most important
lesson you have learned in
business?
Staying ahead of market trends to
develop opportunities for on-going
success and growth.
Working with a variety of designers
keeps our perspective fresh and
contemporary, while we are very
much inspired by our heritage.
Tell us a little about your
customer base.
Our customers are extremely loyal,
some of them have been with us since
day one. We treasure our relationships
with customers and build on them for
the future. We work with a variety
of retailers, including Selfridges and
John Lewis.
Which artists and designers do
you use?
Our internal design team give us
our own direction, but we have also
teamed up with Designers Guild,
Sanderson and Moon Fabrics.
NAME: LIBRA
FOUNDED: 1972
BASED: CAMBRIDGE ROAD, LINTON
MANAGER: PAUL MCLAUGHLIN
WHAT DOES THE COMPANY DO?:
THE LIBRA COMPANY ARE
DESIGNERS, IMPORTERS AND
WHOLESALERS OF ONE OF THE
LARGEST AND MOST DIVERSE
COLLECTIONS OF INTERIOR DESIGN
ACCESSORIES, HOMEWARE,
GIFTWARE, LIGHTING, FURNITURE
AND WALL DECOR IN EUROPE .
WWW.THELIBRACOMPANY.CO.UK
Do you have any events or
exhibitions coming up?
We have the Libra Open Week in early
November and will be at various trade
shows in early 2013.
These include the Interiors Show at
the NEC (January 20-23, 2013) and
Spring Fair also at the NEC (February,
3-7, 2013).
What plans do you have for future
expansion of the company?
Our designers, our sales professionals,
warehouse and office – all of whom
work diligently and positively together
- are working with other companies
such as Riverdale, the fashion-focused
Dutch furniture, gifts and homewares
company known across northern
Europe.
issue 3 | page 31

IQ showcase
heritage businesses
Tell us about the history of your
business.
We are a third generation familyowned
company, which started from
humble beginnings operating taxis,
small coaches and even an ambulance
during the post-war years. We started
out with eight vehicles in 1948 and have
grown the company to the present-day
fleet of 29.
What has been the biggest change
over the years?
Apart from the style and type of
vehicles used, five years ago we made
the decision to rebrand from our wellknown
cream and green corporate
colours to what we considered to be a
far more modern looking metallic grey.
Technology has also played a pivotal
role in our marketing and branding.
How have you used technology to
benefit your business?
We have invested in a high quality
website and mobile websites, which
has placed us at the top of the Google
searches for our sector and remains
a core inroad for new business.
We are unique in the industry for
the implementation of live vehicle
tracking, which allows customers to
track vehicles through our website.
Something that offers huge peace of
mind to parents.
Are you working on any other
initiatives at the current time?
Greys has recently been awarded
Simply Safe accreditation from Belt
Up School Kids (BUSK) which is the
UK’s leading child transport safety
organisation, and we are backing
their work to raise awareness about
safe coach travel. In September,
we launched a campaign, aimed
at teachers and governors, to raise
awareness about the need to make
checks before booking school transport.
Why is BUSK so important to the
coach industry?
BUSK takes advice from leading safety
and transport bodies and then advises
schools about the best way to book
coach hire from reputable companies
who have met their stringent standards.
Before they award accreditation, they
will look at everything from driver
training to the age of the fleet.
What message do you want to get
across to schools?
We are contacting schools to ask if they
have a School Transport Procurement
Policy, which includes a seatbelt
policy, in place. We understand that
most schools can’t afford a transport
manager so we have offered to help
them through the process of putting
one together, and also provided them
with a School Transport Procurement
Checklist.
Innovation is obviously important
to you, what other initiatives do
you have planned?
Interaction with clients is key for us and
we are looking at ways to improve this
further. We also feel that Apple’s new
Passbook facility could be very useful to
us and this is something we are looking
at closely to see how it can work within
our industry.
You have won several awards,
how do you feel about this?
It’s very important, we are finalists
in this year’s RouteOne Operator of
Excellence awards, in three categories,
and also a finalist in some local business
awards. I think it shows potential
clients that we are continually striving
for excellence and we are a company
that is working towards a sustainable
business future.
What plans do you have to expand
in the future?
We hope to build on new and
emerging markets such as wedding
guest transport and corporate bespoke
travel. We work closely with a number
of wedding venues already, providing
transport from hotels to churches.
We are also looking to expand our
corporate business with some new
product offerings.
NAME: GREYS OF ELY
FOUNDED: 1948
BASED: WITCHFORD,
CAMBRIDGESHIRE
MD: RICHARD GREY
WHAT DOES THE COMPANY DO?:
OPERATES A FLEET OF 29 QUALITY
COACHES ALL OVER THE UK AND
EUROPE
WWW.GREYSOFELY.CO.UK
issue 3 | page 32

IQ showcase
NEED IT BE A GAME OF
SNAKES AND LADDERS?
MIKE BROWN, expert in family business succession, offers advice and guidance
during what can be a turbulent time in an organisation’s history
Much has been written about succession and the
family business, though to most business owners facing
transition, its commercial and emotional complexities
remain a mystery, and are often set aside in order to
concentrate on the day to day priorities.
At the risk of challenging the role of accountants and
lawyers on whom family enterprise depends for technical
support, the simple truth is that success in all aspects
of family business is defined by the family in their own
terms; therefore, as most families are unique, it’s hardly
surprising that the transition from one generation to
another will be unique to them also.
The shared dreams of the family and the collective
vision within the business are entwined, and rightly so,
as a lack of congruent thinking within the family rarely
manifests itself in a successful business enterprise. It is
this shared dream that will be the light by which the
family steers itself through the succeeding generations.
Family leadership, business ownership, governance and
management all have their own individual dynamic,
and within a family business, these are often ‘controlled’
by one individual. That individual’s identity in a social
and commercial sense is more often than not wrapped
up in those dynamics, and the power of that, or loss
of it, should never be underestimated. Chairmanships,
ambassadorial roles and semi-retirement are often
phrases used to describe transitional roles when
transition itself has not been fully addressed. Has the
business moved on, though? And have you let the kids
know when you are retired more and when you are
retired less?
It may seem back to front, but after countless years of
providing support and guidance to business families, I’m
firmly of the view that disengagement is the place to start
a succession plan. That is not to say one just walks away,
although illness and mortality can often force transition
in an unplanned and catastrophic way. More to the point,
a commitment to the process and a planned date that is
shared with the key stakeholders, will become reality as
one works through the methods of how and what that
transition looks like, both in a business and family sense.
This applies to everything from the appointment of new
director(s) and shareholders, right through to who talks
to the bank manager and key suppliers, and, in a family
sense, of course, also includes estate and tax planning.
Professionals adore business succession as it can be very
lucrative when they base their advice on the services they
have to sell. Of course these services are often relevant,
but should be accessed in a timely fashion. Without a
vocalised and planned commitment to the process, the
successors tend not to internalise their forthcoming new
roles, thereby leaving the CEO with the easier option of
remaining, on the basis that the successors are not ready
yet....and so the game of snakes and ladders begins.
To find out more visit www.trilogicfamilyoffice.co.uk
issue 3 | page 33

IQ diary
BUSINESS DIARY
THE Cambridge
Premier Club
Join like-minded professional
women for a business-focussed
meeting. A fantastic chance to
promote your business, share
contacts and be inspired.
Date: 5th November
Time: 12:00 – 14:15
Venue: Hotel du Vin,
Trumpington, Cambridge
Organiser: The Women’s
Business Club (TWBC)
Booking details: www.
thewomensbusinessclubs.com
Suffolk Chamber and
SITG & UKIBC Event
Suffolk Chamber and the
UK India Business Council
(UKIBC) are joining forces to
bring details of how a multisector
delegation UKIBC is
leading the emerging state of
Gujarat and the business hub
of Mumbai in January 2013.
Date: 6th November
Time: 17.00 - 19.00
Venue: Suffolk Chamber
Board Room, Ipswich
Organiser: Suffolk Chamber of
Commerce
Booking details:
www.suffolkchamber.co.uk
Cambridge Business
Breakfast Club
A business referral and
networking group, Cambridge
Business Breakfast meets every
Wednesday.
Date: 7th November
Time: 07:30 - 09:00
Venue: Churchill College,
University of Cambridge
Organiser: Cambridge Business
Breakfast Club
Booking details:
www.cambridgebbc.co.uk
The Inspired Group
Find out how to read micro
expressions and learn to
trust your intuition with
Aaron Garner. Follows with
a discussion and conversation
over supper.
Date: 8th November
Time: 18.30 - 21.30
Venue: Stonetime, The Stone Yard,
Whitelands Farm, Newmarket
Road, nr Bottisham
Organiser: The Inspired Group
Booking details: www.
theinspiredgroup.com
Suffolk Business
Woman Networking
Lunch
With guest speaker Christine
Schofield who has built CPW
Computing Ltd to support her
beliefs in ethical trading, social
responsibilities and community
values.
Date: 13th November
Time: 11.45 - 14.00
Venue: Cameo Hotel, Ipswich.
Organiser: Suffolk Chamber of
Commerce
Booking details:
www.suffolkchamber.co.uk
Federation of Small
Business
The greater Cambridgeshire
FSB AGM offers a unique
opportunity for both members
and non-members.
Date: 14th November
Time: 18.30 - 21.00
Venue: Quy Mill Hotel,
Stow-Cum-Quy
Organiser: Federation of Small
Business
Booking details: fsb.org.uk
NDCC and The Suffolk
Wildlife Trust
Michael Strand will offer
a brief introduction to the
Trust’s work and the way
businesses can get involved.
He will focus on the benefits
of becoming an ‘Investor in
Wildlife’ member, which can
involve your staff or linking
your brand through causerelated
marketing.
Date: 16th November
Time: 07.45 - 09.45
Venue: Bedford Lodge Hotel,
Newmarket
Organiser: NDCC
Booking details:
www.newmarketanddistrict.co.uk
VELC Bury St Edmunds
Connecting businesses, on the
third Friday of each month,
for breakfast, networking
and presentation by a guest
speaker. No membership
required.
Date: 16th November
Time: 07.30 - 09.30
Venue: Nowton Court, Nowton
Road, Bury St Edmunds
Organiser: VELC
Booking details:
www.VELC.co.uk
Business For
Breakfast
A membership group that
meets once a fortnight over
breakfast so that businesses can
find out about each other and
pass on referrals.
Date: 21st November
Time: 07.30 - 09.30
Venue: The Royal Cambridge
Hotel, Trumpington Road,
Cambridge
Organiser: Business For
breakfast
Booking details:
www.bforbcambs.co.uk
issue 3 | page 35

IQ diary
BUSINESS DIARY
Link
Up Bury
An Informal business meeting
that offers attendees an ideal
way of promoting their
business.
Date: 21st November
Time: 07.45 - 09.00
Venue: The Fox Inn, Eastgate
Street, Bury St Edmunds
Organiser: MENTA
Booking details:
www.menta.org.uk
Coffee Means
Business
A Relaxed informal meeting
for local business people. No
membership is needed and the
event is held monthly.
Date: 27st November
Time: 09.30 - 11.30
Venue: Kesgrave Community &
Conference Centre, Ipswich
Organiser: MENTA
Booking details:
www.menta.org.uk
The Best of Coffee
Mornings, Long
Melford
Informal meetings, held on
the last Thursday of the
month, that enable attendees
to network with other local
businesses.
Date: 29th November
Time: 10.00 - 12.00
Venue: Black Lion Hotel, High
Street, Long Melford
Organiser: The Best of Bury St
Edmunds
Booking details:
www.thebestof.co.uk/burystedmunds
Ely Business Club
A free non membership event,
just turn up with your business
card and mingle.
Date: 5th December
Time: 17.00- 19.00
Venue: The Majestic Suite, Deans
Bar, Newnham Street, Ely
Organiser: Ely Business Club
Booking details:
www.elybusinessclub.com
Office Drinks
Friendly, relaxed structured
networking over a evening
drink.
Date: 5th December
Time: 18.30 - 21.00
Venue: Bowmans Bar and
Lounge, Falcon Street, Ipswich
Organiser: Office Drinks
Booking details:
www.officedrinks.co.uk
NDCC Executive
Breakfast
Allows members and non
members to network with
other local businesses in the
area. Guest speaker at this
event is Ian Gallin who is the
CEO at St Edmundsbury &
Forest Heath district councils.
Date: 7th December
Time: 07.45 - 09.45
Venue: Bedford Lodge Hotel,
Newmarket
Organiser: NDCC
Booking details:
www.newmarketanddistrict.co.uk
VELC Cambridge
Breakfast meeting to connect
businesses. Meets on the first
Friday of each month for
breakfast, networking and
a presentation by a guest
speaker. No membership
required.
Date: 7th December
Time: 07.20 - 09.30
Venue: Anglesley Abbey, Lode
Organiser: VELC
Booking details:
www.velc.co.uk
Business For
Breakfast
A breakfast membership
group which meets once a
fortnight. Attendees find out
about each other’s businesses
over breakfast and are able to
make quality referrals.
Date: 13th December
Time: 07.20 - 09.30
Venue: Red Lion Hotel,
Whittlesford Bridge, Cambs
Organiser: Business For
Breakfast
Booking details:
bforbcambs.co.uk
The Inspired
Group
Monthly networking meeting
with superb speakers, delicious
supper and sales pitches. No
membership fees, pay as you
go.
Date: 13th December
Time: 18.30 - 21.30
Venue: Stonetime, The Stone Yard,
Whitelands Farm, Newmarket
Road, nr Bottisham
Organiser: The Inspired Group
Booking details:
www.theinspiredgroup.com
VELC Haverhill
Connecting businesses on
the second Friday of each
month. Come along and
enjoy breakfast, networking
and a presentation by a guest
speaker. No membership
required.
Date: 14th December
Time: 07.30 - 09.30
Venue: Frankie and Benny’s
Restaurant, Ehringshausen Way,
Haverhill
Organiser: VELC
Booking details:
www.velc.co.uk
Want your network meeting listed?
Send the details to
debbie@cubiqdesign.co.uk
issue 3 | page 37

IQ showcase
issue 3 | page 38

IQ showcase
BUSINESS DIARY
VELC
Informal, but structured
breakfast meeting for business
people who want to network.
Breakfast included and
speaker is Madeleine Morgan
of Growu.
Date: 4th January
Time: 07.30 - 9.30
Venue: Anglesey Abbey
Organiser: VELC
Booking details: velc.co.uk
Starting in Business
Seminar
An opportunity for anyone
new to business to network
and find out more about being
your own boss. Topics include,
vision and strategy, records for
accountancy, marketing and
networking.
Date: 9th January
Time: 16.30 - 18.30
Venue: Websters, 10 Wellington
Street, Cambridge, CB1 1HW
Organiser: Websters
Booking details:
www.tax.uk.com
The Inspired Group
Monthly networking meeting
with superb speakers, delicious
supper and sales pitches. No
membership fees, pay as you go.
Date: 10th January
Time: 18.30 - 21.30
Venue: Stonetime, The
Stone Yard, Whitelands Farm,
Newmarket Road, nr Bottisham
Organiser: The Inspired Group
Booking details:
www.theinspiredgroup.com
The Womens
Business Club
An opportunity for likeminded
business women
who want to promote their
business as well as share
contacts and participate in
open discussions.
Date: 14th January
Time: 12.00 - 14.15
Venue: Hotel Du Vin,
Cambridge
Organiser: The Women’s
Business Club
Booking details:
www.thewomensbusinessclubs.com

IQ showcase
MAKING SENSE OF ABSENTEEISM
JACQUI BURKE of Flourishing People offers advice to businesses on
managing the costly exercise of employee absence.
According to the CBI, absenteeism costs the British
economy more than £17 billion per annum, with
employees taking an average of 10 days unscheduled
absence from their jobs each year. For SMEs in particular,
the costs in terms of lost productivity can be crippling.
The first step to managing absence is to ensure that the
business has in place policies which set out how absence is
dealt with. These policies need to be communicated with
employees both when they join, as well as on occasions
when they have been absent.
But policies alone are nothing but good intentions. They
need to be supported by a clear process for managing
absence, with line managers briefed and trained on the
part they are expected to play in that process.
A typical process makes it clear how people will be paid if
they take time off sick, how they should notify the business
if they need to take time off sick and how the business will
handle things when they return to work.
A return to work interview gives the line manager the
opportunity to confirm that the employee is now fit to
work, and also allows time to talk more widely about other
issues affecting the individual’s work. It’s often the case that
return to work interviews allow underlying problems and
concerns to be voiced and therefore dealt with.
It’s important to monitor absence, as this enables the
business to spot trends and patterns - for example, the
employee who always phones in sick on a Monday. Those
trends and the reasons for them can then be explored
during the return to work interview.
The Government recently changed the system with regard
to GP reports, with the so-called ‘Fit Note’ now being
issued. These notes were introduced with the intention
that GPs would indicate the type of work that someone
might be able to do, rather than simply to state that they
are not fit to work. However, experience shows that GPs
are generally not putting much on the forms. Again, it’s
down to the employer to have an appropriate conversation
with their employee.
Care should be taken during any of these conversations
to consider the needs of someone who is diagnosed
as suffering from a disability. Where this is the case, the
employer is legally obliged under the terms of the Equality
Act 2012, to make ‘Reasonable Adjustments’ to the
employee’s working arrangements to enable them to work.
For more information visit
www.flourishingpeople.co.uk
issue 3 | page 41

ADVERTISE HERE
FROM £91.50 + VAT

IQ showcase
STRESS - A MODERN DAY DISEASE
These days, everyone is talking about how stressed they are at work. It almost seems to be an indicator of how
busy people are, and how important their role is. Stress levels are often compared to those of others, but what is
stressful to one individual is often considered not so stressful to the next. It is important to understand stress on an
individual level and how this affects and reflects on the organisation that he or she is employed within.
Stress-related
illness is estimated
to be costing UK
industry £12 billion
each year.
The UK loses 40
million working
days annually due
to stress illness
and injury.
Stress-related
compensation
claims are
soaring.
Stress is now
officially the
number one
cause of sickness
absence.
3.6% of the national
average salary
budget is paid to
employees off sick
with stress.
Whenever I read the papers or
watch the news, there are reports
about how the stress of modern
times impacts adversely on our
health, wellbeing and quality of
life. Is that really the case? We’re
being led to believe that, despite the
abundance of food in our country,
and regardless of our modern
transport, gadgets and time-saving
devices, life is more stressful today
than during any of the world wars?
I don’t think so! My belief is that
it is not the amount of pressure
which is the issue here; it’s the
way we respond to it as individuals
which has changed. If this is the
case, then stress is not being caused
by an increase in pressure beyond
our control, but by our reaction to
our environment. If we can alter
the way we respond to stressors,
we can reduce the level of stress we
experience.
Don’t get me wrong, we all need
a bit of pressure in our lives.
Let’s face it, if we weren’t under
pressure to do something each day,
then we might not even have the
motivation to get out of bed in the
morning. “Necessity is the mother
of invention” sums up perfectly
how stress has motivated mankind
over the centuries to evolve and
create. Only when the pressure
exceeds our capacity to handle it,
do we become stressed. Our ability
to cope with stress and pressure
depends on our level of mental
toughness, and is a combination
of resilience and confidence.
Although influenced by genetics,
mental toughness is a characteristic
which can be developed, or can
erode depending what we do, how
we think and how we act.
We all have the same stress curve,
as shown in the diagram below, but
the peak of this curve is different
for each individual and depends
on each person’s level of mental
toughness. In order to develop and
maintain mental toughness, we
need to be challenged and to live
most of our life in the optimum
zone. If we’re too comfortable,
we don’t exercise our capacity to
manage pressure, which in turn
can cause our mental toughness to
erode. If we’re too stressed, we can
become overloaded, and this too
can have a negative result on our
level of mental toughness.
In order to get the best out of
ourselves and those around
us, we need to constantly seek
challenges to develop, but should
also be cognisant of the risk of
overloading and the negative spiral
this can bring. It is also important
to be aware that those around you
may have a very different level of
mental toughness from your own,
and therefore, what may be a
normal challenging environment
for you, might be too stressful or
too relaxed for others. To assess
the individual we can use a range
of tools, including a mental
toughness assessment which can
be used to diagnose and analyse
issues in order to maximise the
effect we have on the individual or
organisation.
PETER WORTLEY
www.performancethroughpeople.co.uk
issue 3 | page 43

IQ showcase
Inspired branding designed by Cubiqdesign
issue 3 | page 44

IQ showcase
THE DEATH OF PRINT
WILL IT EVER HAPPEN?
John Treby, creative director at Cubiqdesign, discusses the future of print media
and its role in marketing the company brand
With the rise of the digital age there seems to be
more and more talk of the death of printed material.
The stationery market has contracted by 50% in the
last five years and I’m sure this is replicated across
printed brochure and marketing material. But is it
truly the death of print?
For me, there is always a place for the humble
letterhead, the tactile business card and the coffee
table brochure. I think the market has changed and
evolved and we are now dealing with companies who
want quality, but not necessarily quantity. For that
special pitch or new business networking meeting,
however, you’re always going to need material that
is consistent with your brand and delivers that visual
impact. Pinging your contact details over on iPhone
isn’t going to get you top of the list! With that in
mind getting 250 free business cards printed from
the very well known online company isn’t going to
instill a sophisticated and professional look to your
brand. The message, feel and branding needs to be
right or you’ll be straight to the bottom of that big
pile of business cards.
Printed material is a tangible part of a modern day
marketing tool kit that now includes, online flip
books, mobile sites, apps and email marketing. It’s
how the tools are used to save costs and save the
environment.
Looking directly at our clients mix we have seen a
push to more digital marketing as a back-up element
to their printed material. This normally means the
quantities have decreased in print with various
versions available online to back this up, giving the
clients a saving on printed costs which can then be
invested to online material. It’s looking at how you
deliver your brand and get a balance of tangible
assets that link your brand to other digital elements.
So do we see this truly as the death of print? We
are seeing a shift in usage, cost savings, and caring
for the environmental, which unfortunately may
mean the death of the humble letterhead, but thats
probably about it. Print will always deliver a wow
factor that other material cannot...
Printed material is a tangible part of a
modern day marketing tool kit that now
includes, online flip books, mobile sites,
apps and email marketing. It’s how the
tools are used to save costs and save the
environment.
JOHN TREBY
www.cubiqdesign.co.uk
issue 3 | page 45

IQ showcase
Cubiqdesign offers some insight into how the social media savvy are
changing the way organisations should deal with customer service
can you be sure
that queries and
feedback are
handled promptly
and professionally?
Businesses have been
quick to take up
social media for sales,
PR and marketing
purposes, but have
been much slower at
realising the potential
of social media to maintain customer service and support.
This shift in focus has largely been led by consumers,
who believe that social media channels offer a quick and
effective way to voice an opinion and get a result, whether
from a positive or a negative perspective. This trend is
here to stay, and, as a business, it is best to be pro-active,
encouraging and being open to customer comments, rather
than simply ignoring the trend. Worryingly, a variety of
studies have found that somewhere between 25-55% of
customer services enquiries on Facebook and Twitter go
completely ignored.
The question is, what is your social media strategy, who
manages the process, and can you be sure that queries and
feedback are handled promptly and professionally?
Social channels have become more and more popular as
a communication tool; in some circumstances, consumers
turn to this rather than calling up, or e-mailing queries.
This is because it is generally seen as an instant and
easy direct line to the company or business. In a
recent American Express survey, social media savvy
consumers reported that they would spend 21% more
with a business that delivered great service, compared
to the general population at 13%. These same
consumers were also three times more likely to share
issue 3 | page 46

IQ showcase
this positive service experience than the average
customer, so it’s not all negative. The social savvy need
to be heard and understood, and the communication
channel reciprocated. Is your business leaving money
on the table for the competition to pick up by either
choosing to ignore, or not having the time to look at,
clients’ comments on the web?
Social media is a fantastic way
to connect with your customers
on a level never seen before.
Consumers will continue to use
this platform to air their customer
service issues, so you need to make
sure that your business is prepared
to handle it.
Who is handling your
social media?
This is a job role - consider wisely! Whoever takes
on this role, will be interacting with everyone from
current and potential customers to online influencers.
You could employ an agency to handle this for you, but
whoever is responsible, at the very least, they should
steer your social media path in the correct direction,
until you feel more confident.
Be social with customers.
Many people that contact you will be in search of
support, so cultivate a relationship with your customers
rather than being focused on the message. Social media
is a very personal way of communicating, so enable your
social media team to inject some personality into their
responses to and interaction with customers. Connect
with the customer by focusing on the person rather than
the sales pitch, and try not to be one way.
Calm the customer frustrations.
Simply ignoring a customer will not solve the problem
and will certainly not make it disappear. You
can calm customer frustrations by
ensuring that you respond
quickly to issues and have follow
through; if you give these vocal
customers the run around, they
can quickly turn against you. It’s
essential here to keep things under
control by showing you’re listening
and responding in a professional
and friendly way, and transfer the
conversation to telephone or email.
Customer service.
Everyone likes to be remembered, so,
when you couple that with empathy
and personality, you can give an excellent customer
service experience on-line. Monitoring brand
mentions and industry key words allows you to
listen to your clients’ messages, even if they have not
directly tagged your organisation in the message -
very impressive!
To find out more visit www.cubiqdesign.co.uk
issue 3 | page 47

IQ showcase
PUT YOURSELF
IN MY SHOES
CHRIS ELLIS discusses how a
customer-driven marketing strategy
can project your brand ahead of the
competition
The failing of many smaller businesses (and some bigger
ones too) is to lose sight of what satisfied their customers
in the early days, and to take trade for granted. You
can be sure that your competitors have been thinking
of ways to win over your customers, so if you’re not
prepared to keep them happy, someone else will. You’ll
need to stay close to the buying habits of your customers
and keep finding new ways to bring them back for more.
Customer-driven strategies should form the bedrock of
your marketing, and being able to see your customers’
experience of doing business with your company is vital.
Business owners get fixated with ‘branding’ their
businesses, and forget that what lies at the heart of any
brand experience is the truth. Great branding won’t
make a bad business good. It’s not about intentions,
it’s about actions. If you say that you pride yourself on
customer service, just wait for the social media backlash
if you cannot deal with customer deadlines, or if it takes
you 5 days to reply to e-mails. BT may spring to mind
at this point.
If you have a portfolio of products or service levels,
you’ll need to segment your customer database and
tailor messaging and offers to each group. It’s easier to
get more business from existing customers than it is to
find new ones. You need to know who is buying, and
what they are buying, as well as when and why. Your
own records should give you most of the answers. What
you may not know is what prompts your customers to
buy.
Customers are usually happy to provide feedback, not
least because they want a competitive marketplace, and
issue 3 | page 48

IQ showcase
If you say that you pride yourself on customer service, just wait for the social media
backlash if you cannot deal with customer deadlines, or if it takes you 5 days to reply to
e-mails. BT may spring to mind at this point.
to get the best price and service. As a small firm, you have
an advantage in that you are closer to your customers
than your bigger rivals, so you can take advantage of
your relationship with your customers to get valuable
feedback.
Conversations take place every day, some internally,
between staff and customers, and some online in social
networks, so take the time and use the tools available
to listen in and act accordingly. Sales teams will offer
great insights, so set up a process to get regular debriefs
from them to keep in tune with your customers and the
marketplace.
Keep talking to customers in as many ways as you
can. Customer research is the lifeblood of marketing
decision-making. Surveys are useful, and but don’t forget
the personal stuff. When was the last time you had lunch
with the MD of a big customer and just talked about
business – not selling, just listening?
Mystery shopper sessions may reveal some flaws too, but
be aware that if these are only done sporadically, these
anecdotal references relate to one moment in time and
may not reflect the norm. This approach needs repeat
scoring and benchmarking.
Sometimes, you just need a fresh pair of eyes. When
you walk into the same shop or reception area each day,
it’s easy to overlook how shabby it might have become.
First impressions count, so try to look at every aspect of
your business with fresh eyes, and keep asking yourself
“How could we do things better? What impressions are
we creating?” Undoubtedly, the best barometer of how
well you’re succeeding at keeping customers happy is the
level of repeat business from loyal customers and the
recommendations they make about your business.
Luxury British chocolatier and cocoa grower, Hotel
Chocolat, based in Royston, was recently named as the
British brand most likely to be recommended to friends
and family in the UK. The research, carried out by Bain
& Co, surveyed 6,000 British shoppers in June 2011
and covered 350 brands across the shopping spectrum,
using Net Promoter® Score (NPS), a common measure
of customer loyalty. Overall, Hotel Chocolat was placed
fourth in the Top 10 Most Advocated Brands and was
the only British brand to make the list, finishing behind
such illustrious names as Kerastase, Mercedes and Apple
iPhone. In the chocolate sector, Hotel Chocolat finished
in first place.
To carry this evangelical marketing magic even further,
Angus Thirlwell and his team are now pursuing
a customer service strategy of ‘100% Happiness
Guaranteed’, ensuring that whatever happens across the
customer experience, they will not rest until they know
the customer is completely satisfied with the outcome.
They even have a ‘No Excuses’ policy!
Yes, they make fabulous chocolates, yes, they have a
range for every mood and occasion, and yes, you can
buy their chocolates online or in store... but, above all,
their constant focus on customer satisfaction is the one
truth that has taken them further than any other UK
brand has gone.
So, put yourself in the shoes of your customers, and keep
asking “What would make me so happy that I’d gladly
recommend this company to my friends and colleagues?”
Chris Ellis
www.thebriefingroom.co.uk
issue 3 | page 49

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NEW AGE NONSENSE OR AN IMPORTANT
BUSINESS CONSIDERATION?
Health in the workplace is a hot topic, with the evidence stacking up that employers
should see managing it as a way of reducing costs and increasing productivity
One in five people suffer from workplace stress, with
half a million people reporting that they have become
ill as a result. There is much more evidence now that
mind body exercise such as Yoga and Tai Chi, together
with complementary therapies, can not only reduce an
individual’s susceptibility to suffer from stress, but can
also give that individual the physical and emotional
awareness to avoid it.
Neurosurgeon Alex Korb, Ph.D, has recently
championed the theory of mind and body exercise.
“Yoga can supposedly improve depressive symptoms
IQ showcase
and immune function, as well as decrease chronic
pain, reduce stress, and lower blood pressure. These
claims have all been made by yogis over the years, and
if it sounds like a lot of new age foolishness you will
be surprised that everything in that list is supported by
scientific research.”
As employers, it’s important to take responsibility for
this issue, not just on a social level but also to reap the
business benefits of doing so. Signs and symptoms of
stress, un-doubtedly effect productivity, both directly
and indirectly.
WAYS TO DISPEL STRESS
Take time away. If a glass of water was your stress for the
day and you held onto that glass at arm’s length all day
you’d pretty soon end up with a major issue, as the glass
becomes heavier and heavier. If you put the glass down
momentarily it loses its heaviness, and you can pick it
up again renewed and refreshed! You might go to the
gym at lunchtime, take a Yoga or Tai Chi class, a walk
in the park – anything to move away from the stress!
Encourage your workforce to leave their desks at lunch,
and, as a business owner, lead by example and manage
your own wellbeing.
Talk it over with someone. In some situations, simply sharing
your thoughts and feelings with someone who is both
supportive and empathetic as well as being someone
that you trust, can help reduce stress. Try to create a
positive working environment by encouraging social
events to help friendships flourish between co-workers.
Eat sensibly. Stress and nutrition have always been linked
– it’s a fact. Someone with a healthy, balanced diet is
likely to be far less stressed than someone with a poor
diet. Develop your understanding of which foods are
good mood foods, and which ones cause stress and
anxiety. So, ditch the sugary snacks, and instead,
provide a fruit bowl and water cooler in the workplace.
Feeling anxious,
irritable, or depressed
Apathy, loss of
interest in work
Problems sleeping
Trouble concentrating
Fatigue
THE SYMPTOM
Muscle tension or
headaches
Stomach problems
Social withdrawal
Loss of sex drive
Using alcohol or
drugs to cope
Carole Baker
To find out more visit www.the-self-centre.co.uk
issue 3 | page 51

IQ book reviews
BOOK REVIEWS
engaged: unleashing
your organization's
potential through
employee engagement
By linda holbeche &
geoffrey mathews
BIO: In an increasingly competitive
world employees are crucial if a
business is to succeed and prosper
and grow. Yet available research
shows that most organisations suffer
from serious people engagement
deficit. Linda Holbeche and
Geoffrey Matthews challenge
traditional methods of managing
people and offer some new insights
into engaging with the workforce.
REVIEW: Employees are the make-or-break factor for any business,
yet much of the research that has been done in this area shows
that many workplaces, large and small, suffer from what the
authors describe as “serious engagement deficit”.
Those companies who prosper and grow are engaging with
their employees and benefitting from the resulting increase in
business that this inevitably brings about. Engaged is a book for all
managers and business leaders who want to enhance performance
and learn how to drill down the key people issues which could be
stunting business growth.
Linda Holbeche is a leading teacher and writer on HR topics
and was ranked number three in Human Resources magazine’s
most influential 2009 roll call of top industry thinkers. Her coauthor
Geoffrey Matthews is an experienced HR executive with
an extensive background in employee engagement, business
development, rewards and international HR.
This book is for anyone in business who wants to enhance
performance by engaging with their workforce. Holbeche and
Matthews firstly explain what employee engagement is and go on
to describe why it matters so much and what the benefits are of
using it as a workplace tool.
In an almost step-by-step guide they also talk the reader through
the theory behind engagement, what is likely to hinder it
and, importantly, how to measure it. There is also some useful
information about keeping engaged with staff even when the
company is going through difficult times.
HR professionals are, of course, well aware of the importance of
engaging with employees, but there is far less advice and help for
business leaders who don’t either don’t have the budget for a HR
professional or those who want to understand what drives their
workforce in order to get the most out of them, and in turn, grow
the business.
This book will help you to focus on the workforce and pinpoint the
positives as well as the negatives that can impact on the business.
Holbeche and Matthews have created a useful and thoughtprovoking
guide that will prompt anyone in business to look at
their employees with a fresh pair of eyes.
issue 3 | page 52

IQ book reviews
REVIEW: Simon Tyler is one of the world’s leading business
coaches and has worked with business executives, owners
and entrepreneurs to help them achieve their potential
simply and effectively. This book is a must-read for anyone
who feels they are being held back by complicated, or even
simple, issues and problems that have festered and grown out
of all proportion.
Tyler says the frustration and stress which results from not
dealing with complications in our business and private lives
will act as barriers to personal development and fulfillment.
The book is set out with 52 ideas that provide simple,
but thought-provoking perspectives to tackle personal
situations and challenges.
Tyler believes simplifying what, on the face of it appears
complex, will itself bring about change. He says ignoring
problems and work issues leads to delay, confusion and
disappointment and in some cases even commercial
paralysis.
In his role as a business coach Tyler guided his clients to
success and enabled them to see past the obstacles holding
them back and his book is a collection of the methods
he used to achieve that.
He recommends that rather than reading the book in
linear fashion, picking out a section and reading it in parts.
Tyler uses useful analogies to great effect and none more
so than in the chapter entitled “Have you left the milk on”.
He uses this to describe that niggling feeling you get when
something isn’t quite right and talks about dealing with
those niggles that can be so destructive if they are not dealt
with.
The book is set out with has 11 common personal and
business evolution challenges that people can face and
Tyler has created scenarios that offer new ways to face
them head-on
In many ways this book challenges the traditional idea that
solving complex issues should be complicated and timeconsuming
and involve some degree of pain and suffering.
He advocates taking simpler actions and looking for a
new direction that will produce, almost by default, a
new outcome and eventually lead to positive changes in
everyday life and the workplace.
The Simple Way is available at all good bookshops.
the simple way: 52
ideas to find your
way through our
complex world
By simon tyler
BIO: Simon Taylor is a
successful business coach who
has spent many years working
with clients who want to review
and improve their business
and personal life. The Simple
Way comprises a collection
of motivational tips, rethinks
and exercises to inspire and
provoke change.
a collection of
motivational
tips, rethinks
and exercises
to inspire
and provoke
change
issue 3 | page 53

IQ book reviews
BOOK REVIEWS
GLOBAL HR: CHALLENGES
FACING THE FUNCTION
By PETER REILLY AND TONY
WILLIAMS
BIO: This book has been hailed
the HR ‘Bible’ and presents
a definitive guide for anyone
managing HR in a global
organisation, especially businesses
in the throes of transition. Joint
authors Peter Reilly and Tony
Williams examine the effects of
change in the workplace and ask
whether the current drive towards
uniformity in HR is a product of
the current economic climate.
REVIEW: Reilly and Williams have produced a definitive guide
to managing HR, successfully combining insightful case studies,
useful diagrams, carefully formed opinion and academic theory
to get their message across.
The pair have previously co-authored: How to Get Best Value
from HR and Strategic HR, and in this, their latest offering
to the world of HR, they look at managing change during
company mergers and acquisitions against a backdrop of a
global setting.
The book is conscious of the current complex socio-economic
environment and the fundamental question of how to manage
HR in a global organisation is identifiable throughout the book
and is explored through a number of themes.
Firstly, focusing on business transformation and then moving
on to discuss organisational culture in relation to national
culture and then moving on to look at all the issues surrounding
globalisation.
Reilly and Williams argue that the HR function in modern
business has had to adjust itself to the implications of
globalisation and discuss in detail how this effects both
management function and employee well-being.
They believe HR departments have to consider all the issues
and make adjustments, where necessary, and this includes
everything from the philosophy behind the company to polices
and business practices.
Diversity issues are also examined before considering the allimportant
concept of international talent management. The
authors also pose questions around whether the current drive
towards uniformity in HR is a product of the times we live in as
many parts of the world struggle with the effects of economic
downturn.
No modern HR manual would be complete without
exploringb the key issues of building an international brand
and talent pool and the authors focus on this in detail drawing
on examples from multinationals in telecoms and fast-moving
manufacturing and software services.
The simple format and easy reference system make Global HR
an accessible read for HR practitioners on all levels, although
it is mainly targeted at organisations with multinational
operations or those thinking about a move in this direction.
issue 3 | page 55

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IQ showcase
DON'T BELIEVE EVERYTHING YOU
READ ABOUT HEALTH & SAFETY
Adhering to health and safety does not have to be
a bureaucratic nightmare, MILES VARTAN discusses.
Interest in obtaining Health & Safety advice is continually gaining momentum, as companies increasingly
understand and accept their responsibilities in terms of adhering to the Health & Safety at Work Act, 1974. The net
result is that workers are being looked after as they go to work, and are able to go home at the end of their working
day, physically and mentally fit.
Unfortunately, all too often though, and sometimes because of the way that questions are posed, the results of
surveys suggest that Health & Safety is a major contribution to overbearing bureaucracy, weighing companies down.
Rather than becoming a burden, an effective Health & Safety Policy should complement a successful company
strategy, enhancing the perception of positivity to a level where employees rate the business as a good company to
work in. Any factor which enhances motivation and leads to improved performance should surely be encouraged.
The Chair of the Health & Safety Executive (HSE) Judith Hackett, countering criticism suggesting that legislation
did not support common sense, commented, “What we are concerned with, simply, is stopping people in the
workplace being put at risk of death, serious injury or ill-health.”
The HSE will not get in your way in terms of you building your business. They will, however, pursue you if they
feel that you are not adhering to the law – this could result in fines, or in the prosecution of your company and or
individuals ‘where an offence is proved to have been committed with the consent or connivance of, or to have been
attributable to any neglect on the part of any director, manager, secretary or other similar officer of the
body corporate...’
Therefore, you should always ensure that you obtain competent advice in relation to developing a practical and
effective Health & Safety Policy. The net result should be an organisation enhanced by adopting a positive attitude
and culture to all activities undertaken.
www.milesvartan.co.uk
issue 3 | page 57

IQ showcase
SUFFOLK BUSINESS FESTIVAL
IQ attended the first day of the Suffolk Business Festival at West Wing in Ickworth
to speak to some of the companies and organisations out there who are working hard to
discover and encourage entrepreneurial spirit across the region.
The opening event at this year’s
Business Festival was the MENTA
Trade Fair which brought together
well established businesses, as
well as some start-ups, and other
business support organisations.
MENTA - the Suffolk Enterprise
Agency - is a not-for-profit
organisation which was set up in
1984 to work with both new and
established businesses in Suffolk,
offering a wide range of services,
workshops and training courses.
The ethos behind the Trade Fair
event was to encourage attendees
to network and promote themselves
and their products and services. IQ
spoke to representatives from the
Eastern Enterprise Hub, Office
SOS and Potts Rocks.
Chris Shutt, Business Incubation
and Innovations Manager from the
Eastern Enterprise Hub, believes
events such as the Trade Fair are
useful for branding. “Business
events, such as this one, are vital for
getting our brand out there. Brand
recognition spreads referrals and
so on, and being such a specialist
organisation we rely heavily on
recommendations.
“We’re not only looking for young
entrepreneurs to join the Hub, but
are also keen to introduce as many
local business owners as we can to
our organisation as we’re always
on the look out for new mentors,
so events like this have great
networking opportunities.
The Hub works with business
leaders, entrepreneurs and what it
describes as “hand-picked gurus”,
to encourage and support students
and those thinking about taking
their first tentative steps in business.
Others who attended the event
included Alison Wellman, from
Office SOS, who had some views
on the best way to approach
businesses. She told us: “Business
shows do exactly what cold calling
doesn’t - we can show potential
clients what we do rather than
trying to discuss it over the phone.
It’s not often a direct result, but
generates leads, giving us a point
of reference to follow up from the
following week.
“We have to compete against much
bigger businesses, so chances like
this allow us to stand shoulder-toshoulder
with them. We launched
in November last year and have
been able to build up a following
from events like these.”
Genevieve Potts, from Pott’s Rocks,
felt her niche business needed some
explanation and showcasing, so
business fairs and events provided a
good way for her to get her message
across.
“I mainly come to these events
because my company is just so
different. I’m not targeting the
B2B market as such, but have got
so much out of networking in the
past and have built up a strong
relationship with other local
businesses,” she explained.
“There’s power in meeting people,
something you can’t replace with
a conversation on the telephone.
It’s who you know in the world of
business, and events like this, give
you the opportunity of meeting the
right people.
You’ll never know when you might
need help from someone you know.
As an online only business it’s great
to get out and talk face-to-face with
customers and other like-minded
people. I feel have to get my name
out there.”
M EN TA
For more information visit www.menta.org.uk
issue 3 | page 58

IQ showcase
KEEPING UP WITH
THE RED TAPE
Trina Hill of Governance Training in Soham gives SME businesses
advice on complying with their corporate and legal responsibilities.
If you are running an SME business you will be
only too aware of how much work is involved in
juggling your corporate and legal responsibilities
with the day-to-day business of making money.
You followed your passion and created the
business you always dreamed of running, but noone
told you about all those legal requirements,
and some days you feel like you are drowning in
a sea of red tape - enter Trina Hill.
Trina is the brains behind Governance Training
in Soham, and with her solid background in
company law and corporate governance she
is able to advise companies, large and small,
on legal and financial compliance, and more
importantly, she does it in simple terms.
Some start-up businesses, she says, will only need
pointing in the right direction, but others need
more consolidated and ongoing help and advice.
There are some, however, who only contact her
when something has gone horribly wrong or
they realise they really should
have kept up with that paperwork!
“I work with a lot of start-up companies and
even the most savvy business people often do
not always realise they need to have systems
in place, because if anything does go wrong,
it will be them, as company directors, or even
charity trustees, who are liable. People have set
up a business and they just want to get on with
it, but handing the accountant a carrier bag full
of receipts at the end of the tax year will not pass
for book-keeping,” says Trina.
“Running a small company can mean that as
well as specialising in a particular field, business
owners have to take on all the marketing, sales,
accounts and the administrative
tasks just to keep the costs down.
They can become overwhelmed with
all the rules and regulations that go
with running a business. My approach is
rather than blind them with too
much information, to offer practical
advice,” says Trina.
Trina can advise on all the legal and financial
requirements and procedures for setting up and
running a business, but for anyone starting out,
she has devised some e-learning modules, which
are on her website.
She says: “There are some basic things, such as
recording minutes of meetings, that need to be
done from day one, because if this is not in order
it can either stand in the way of the company’s
future expansion or involve time and cost to the
business further down the line to get things in
order. The best advice I can give is to create a
system and then build in the time to keep it upto-date.
If you take into consideration that single main
cause for the recent banking crisis and the
financial fall-out for thousands of companies and
their employees and trillions of pounds-worth of
debt was simply bad governance, then it makes
sense to understand the rules and regulations
and comply with them.
“Governance isn’t just for big companies,”
explains Trina. “There is a place for it in the
smallest of companies. The best advice I can
give is: find out what needs doing and the time
frame for completing it.
You can take risks in business, but mitigate or
insure against those risks and don’t cross the
line.”
cih associates
For more information visit www.cihassociates.co.uk
issue 3 | page 61

An award-winning creative agency
www.cubiqdesign.co.uk

IQ showcase
ANALYTICAL
STRUCTURAL
CONCEPTUAL
SOCIAL
A Quiet Revolution is Taking
Place in the Workplace
Team development director, david sales from First Ascent, explains how science is playing
a role in recognising and developing key employees.
For business owners interested in
how their teams perform, the world
of neuroscience and psychology is
revealing some amazing insights
that can help you unlock your team’s
potential.
Neuroscience is shedding light on
how our brains tick when we’re at
work, and how vital it is to have good
communications with colleagues, as
well as with customers, if we’re to
maximise business performance.
There is a huge opportunity for
improving team performance by
looking at your teams and focusing
on those people that might be
referred to as introverts, or perhaps
thought of as “the quiet ones”.
These people often think very
differently to their talkative, “noisier”
colleagues, who may dominate
conversations, team meetings or
workplace banter. These “quiet
ones” are sometimes more analytical,
better at making informed decisions
and have well developed skills when
it comes to structured planning
and general insight into complex
problems.
They are, however, often ignored
or shouted down. Even worse, they
can be branded as sceptics or seen
as people who do not contribute
very much. To make things worse,
much of our education system has
tended to work against bringing the
strengths of such people to the fore.
In the workplace, things such as
brainstorming, working in groups
and even open-plan offices can all
serve to hinder the release of the
potential within quieter people.
If you want to release this potential,
you need to think differently, as
your quiet employees could be the
competitive weapon you’ve been
looking for, or the key to unlocking
business challenges...perhaps the
hidden catalyst you’re searching for,
to bring your team’s performance
alive.
I have oversimplified to make a
point, but our brains have several
different modes of thinking that
we can call upon when we need to.
Neuroscience reveals that we have
four thinking modes: creative, social,
structural and analytical.
Overlay these modes with our
preferences for being quiet,
gregarious, pushy with our own
opinions (or not) and our willingness
to take other people’s ideas on
board (or not), and a revealing
understanding emerges.
We all have different preference
combinations, and the leader or
team that understands and uses these
will maximise the performance of
the team as a whole. So, in the same
way that scientists are beginning
to understand our huge universe,
neuroscientists are revealing the
wonders locked away within our
brains!
To find out more about the power of
quieter or more considered people,
read Quiet by Susan Cain or Wait by
Frank Partnoy. Or you could just ask
the quieter people in your team what
they think!
For more information visit www.firstascentgroup.com
issue 3 | page 63

IQ showcase
TAMING THE IT BEAST
Mike Worby, business manager at comparetheware.com, helps businesses
to see through the IT fog and save time and money by making
the right decisions concerning their IT needs
We are all too painfully aware of just
how much we rely on technology in
order to conduct our business, as well
as the small fortune it costs to keep
our systems up to date and running.
The reality is, that no matter what
size your business, a large chunk
of your budget will be spent on IT
systems. The key is, making the right
choices to ensure you maximise
your budget.
With so many competing
technologies on the market, and
suppliers battering your door down
for business, how do you find the
right solution and the right supplier?
All too often, we see organisations
either selecting technologies because
it will “sort of ” do what they need
it to, or selecting a supplier because
issue 3 | page 64

IQ showcase
of a good sales pitch. Getting it wrong can be
costly in terms of lost revenues, productivity and
business.
There are more than 4,000 different technology
vendors operating in the UK, and while many of
these may not be big household names with huge
marketing budgets, they do have solid products
that help businesses with many areas of their
computing requirements. Therefore, the choice is
vast, and, with so many options open to you, it is
worthwhile shopping around to find the right fit.
However, the biggest decision to be taken is
where to buy, and getting this right can save you
time, money and a great deal of hassle. Your
supplier should be the key to successfully running
your computer systems, but this means that you
need to invest some time in finding the right one.
No matter how great the solution you purchase,
if installed incorrectly, it will fail. Worse still, if it
does fail, who will help fix it, and how quickly can
it be solved? Instead of looking for a company to
sell you the product, start with a list of what your
business needs from a supplier; for instance, does
it have the necessary skills and experience, can it
provide examples of previous installs, is it local
(if that’s important to you) and can it provide
assistance should you encounter issues?
So, when looking around for a supplier, do not
be afraid to ask about the supplier’s capabilities
and whether it’s certified to install and support
the product you’re looking for, as this will help
to ensure a smooth set up, and ongoing support.
This is all excellent advice, but “when am I
going to get the time to do all this research?” I
hear you ask - it’s a fair point. All of the above
is critically important, but your day should be
focussed on running your business and making it
a success, which is why we have recently launched
comparetheware.com.
comparetheware.com is a free IT specific
search engine, aimed at helping businesses to
select the right technology for their computing
needs as well as the right supplier to aid with
the implementation. In just four simple steps,
comparetheware.com enables you to find
technologies that will meet your needs, and to
compare them side by side to find the best fit,
before finding certified suppliers.
comparetheware.com enables you to filter these
suppliers, based on their skills, support and
location, as well as other factors, in seconds.
Best of all, you can request a supplier to call
you back, leaving you free to focus on your
business. comparetheware.com will quickly find
the products and suppliers you need, taking the
hassle and guesswork out of what was previously
a confusing and time- consuming process.
MIKE WORBY
Business Manager comparetheware.com
issue 3 | page 65

IQ showcase
ENTREPRENEURIAL SHIFT
MENTA comments on the emerging trends in entrepreneurial spirit across the county
In the recent BBC commissioned report, Experian
researched local growth for the English economy. As
well as mentioning Suffolk as one of the top areas for
SME growth, the report suggests that by creating the
right conditions for ambitious start up entrepreneurs
and new and growing businesses, these small enterprises
could prove key to rebalancing the British economy.
Alex Till, CEO of MENTA, comments, “We have seen
business success for many of our start up and existing
clients, but there are always more opportunities. We
need to ensure that our local, young people stay and
thrive in Suffolk, instead of taking their skills and
enthusiasm out of the county. We want them to know
how to grow their business idea into a successful
business, and MENTA is here to help anyone who has
an existing business or a business idea.”
The past decade has certainly had its highs and its
Key Trends noted by MENTA
triple dip lows; what has remained consistent is the
entrepreneurial spirit and the emergence of start ups.
The trend for the ‘type’ of embryo businesses we see
coming to market has gone full circle. In the 90s we
saw entrepreneurs wanting to do ‘real business’, often
enlightened by their yuppie counterparts of the 80s,
and, in the noughties, we saw the growth of cottage
industries and the ‘soft skill’ start-up brigade.
“Interestingly, with our one to one business start up
sessions we still see more women than men – however,
over the past year, that ratio has started to balance
out. That said, we have more male entrepreneurs that
rent the workspace units we have dotted about the
region, and we certainly find that the different genders,
different age brackets and people from different sectors
require different kinds of business support,” Alex Till
explains.
There has been a significant increase in independent
professional service providers, such as qualified
Chartered Surveyors, Financial Controllers and
HR professionals
There has been a considerable drop in soft skills
start-ups, such as life coaching and complementary
therapy
Currently, the majority of new consultancy
businesses in particular are being set up by
individuals coming from the Public Sector
More than three quarters of the new businesses
seen do not want to borrow funds to set up
More than 30% of new businesses/clients are
amongst the over 50s
Since the changes to the benefits system, MENTA
is seeing many more people, notably single parents,
who are looking to set up a ‘real business’ (i.e. not a
lifestyle business). These individuals are particularly
focused on finding a business that can work around
children and childcare.
For more information visit www.menta.org.uk
issue 3 | page 66

issue 2 | page 01
IQ showcase