The growing business handbook : inspiration and advice ... - Sparkler

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108 People and performance between performance and reward. For those with these plans in place, or any form of performance-related award, there should be a periodic effort to reinforce the links to performance and empower key individuals to drive the growth of the company, which in turn will deliver personal reward. Companies may also want to review how schemes have been targeted and their value or allocation determined in previous years. We find a number of bonus plans no longer achieve their goal, and the business is therefore leaking money. Some plans are even counter productive to a business. Some businesses will use an Employee Benefit Trust (EBT) to run their incentive arrangements, whether cash-based, equity-based or a mixture of the two. There are often little or no tax incentives in using an EBT, although tax planning can be considered, rather the EBT ring-fences cash and/or shares from the company and employees can see there is a clear ‘pot’ of incentives that they can earn. The timelines over which performance is measured and value is realized should support and be aligned to the company’s key objectives. Performance periods that are too long can reduce the perceived value of the awards and cease to drive the appropriate behaviours. If too short, they may reward short-term targets at the expense of sustainable underlying performance. Conclusion The potential positive impact of performance-related reward arrangements on a company can be significant, even where it may only be relevant to a small population of key individuals. It is imperative that the performance measures used should support the company’s strategy and be in the interests of the shareholders. Moreover, the performance measures should be capable of being assessed on a consistent basis and the link of performance to reward understood. Ultimately, one size does not fit all. Companies differ in their activities, their size, their culture and their business drivers. Whatever the company, it is possible to structure performance-related reward to support the business, the leadership and enforce the behaviours the company encourages. Will Cookson heads up the Equity Incentives Group of Mazars LLP in London. Will was assisted by Amanda Stapleton, a tax manager in his team. They both trained with Big 4 firms and later worked in industry before joining Mazars, Will at GE Capital and Amanda at Coca Cola.
109 With over 1,000 titles in printed and digital format, Kogan Page offers affordable, sound business advice www.koganpage.com You are reading one of the thousands of books published by Kogan Page. As Europe’s leading independent business book publishers Kogan Page has always sought to provide up-to-the-minute books that offer practical guidance at affordable prices.
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i THIRTEENTH EDITION THE GROWING BU
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iii The perfect property for your
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v Contents Part One Planning for gr
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Contents vii Patenting costs 49 Wha
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Contents ix Part Four People and pe
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Contents xi 6.3 How to find your id
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Contents xiii 9.3 Licensing 233 Ton
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Part One Planning for growth 1
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3 Business models and competitive a
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Business models and competitive adv
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Business models and competitive adv
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Take a look at the map of our campu
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11 How to compete against fastmovin
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How to compete against fast-moving,
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How to compete against fast-moving,
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17 How to build a growth plan 1.3 A
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How to build a growth plan 19 Next
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How to build a growth plan 21 Opera
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23 The SME economic outlook 1.4 Gra
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The SME economic outlook 25 ●●
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27 The growth opportunity 1.5 Manuf
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The growth opportunity 29 To make t
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31 Managing setbacks and turnaround
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Managing setbacks and turnarounds 3
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Managing setbacks and turnarounds 3
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Part Two Ideas and innovation 37
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39 Whole company innovation 2.1 Inn
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Whole company innovation 41 of a pr
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Whole company innovation 43 create
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Whole company innovation 45 Incenti
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47 Innovating out of recession 2.2
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Innovating out of recession 49 expe
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Innovating out of recession 51 Jacq
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53 Exploring patent information 2.3
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Exploring patent information 55 ●
Page 71 and 72: Exploring patent information 57 Mr
Page 73 and 74: 59 IP challenges for technology ven
Page 75 and 76: IP challenges for technology ventur
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Page 79 and 80: 65 Making open innovation work 2.5
Page 81 and 82: Making open innovation work 67 the
Page 83 and 84: Making open innovation work 69 an i
Page 85 and 86: Part Three Gaining market share 71
Page 87 and 88: 73 Taking your brand to the next le
Page 89 and 90: Taking your brand to the next level
Page 91 and 92: 77 With over 1,000 titles in printe
Page 93 and 94: 79 Market intelligence 3.2 Nick Hag
Page 95 and 96: Market intelligence 81 table 3.2.1
Page 97 and 98: Market intelligence 83 but also tha
Page 99 and 100: 85 Web marketing 3.3 What’s the p
Page 101 and 102: Web marketing 87 considerable amoun
Page 103 and 104: 89 Winning new business 3.4 In a do
Page 105 and 106: Winning new business 91 back away),
Page 107 and 108: 93 Brand rights 3.5 Name? Logo? Dom
Page 109 and 110: Brand rights 95 trade mark attorney
Page 111 and 112: 97 With over 42 years of publishing
Page 113 and 114: 99 Fit for market 3.6 Confidence is
Page 115 and 116: Fit for market 101 markets abroad a
Page 117 and 118: Part Four People and performance 10
Page 119 and 120: 105 Rewarding good performance and
Page 121: Rewarding good performance, lowerin
Page 125 and 126: 111 Employment policies 4.2 Belinda
Page 127 and 128: Employment policies 113 information
Page 129 and 130: Employment policies 115 Belinda Cop
Page 131 and 132: 117 Taking on an employee 4.3 Help
Page 133 and 134: Taking on an employee 119 employee
Page 135 and 136: 121 The sharpest minds need the fin
Page 137 and 138: 123 Training for growth 4.4 David G
Page 139 and 140: Training for growth 125 of the trai
Page 141 and 142: 127 With over 1,000 titles in print
Page 143 and 144: 129 Executive search for smaller bu
Page 145 and 146: Executive search for smaller busine
Page 147 and 148: 133 Improving workplace performance
Page 149 and 150: Improving workplace performance 135
Page 151 and 152: Part Five Cash flow and working cap
Page 153 and 154: 139 ÒThe message is clear - we wan
Page 155 and 156: 141 Cash flow management: an essent
Page 157 and 158: Cash flow management 143 3 Keep a c
Page 159 and 160: 145 With over 42 years of publishin
Page 161 and 162: 147 Invoice finance for growth 5.2
Page 163 and 164: Invoice finance for growth 149 the
Page 165 and 166: Invoice finance for growth 151 ●
Page 167 and 168: 153 Preventing slow payments 5.3 Do
Page 169 and 170: Preventing slow payments 155 some l
Page 171 and 172: Preventing slow payments 157 Graydo
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159 Commercial fraud and business i
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Commercial fraud and business ident
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Part Six Efficient SMEs 163
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165 Build the network 6.1 As you gr
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Build the network 167 essential net
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169 The sharpest minds need the fin
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171 Strategic sourcing 6.2 Plan to
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Strategic sourcing 173 So, how and
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175 How to find your ideal office 6
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How to find your ideal office 177 a
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Part Seven Leading growth 179
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181 How small business owners can b
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How small business owners become be
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How small business owners become be
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187 Developing the next layer of ma
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Developing the next layer of manage
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191 The leadership process 7.3 With
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The leadership process 193 Although
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195 With over 1,000 titles in print
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197 Ethics and the growing company
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Ethics and the growing company 199
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Ethics and the growing company 201
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Part Eight International expansion
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205 Competing and collaborating wit
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Competing and collaborating with Ch
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213 International expansion made ea
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International expansion made easy 2
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217 The export challenge 8.3 As a g
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The export challenge 219 Market Acc
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Part Nine Structures for growth 221
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223 Partnerships and collaborations
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Partnerships and collaborations 225
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Partnerships and collaborations 227
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229 Acquisitions that work 9.2 Stra
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Acquisitions that work 231 Issue 4
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233 Licensing 9.3 In finding the be
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Licensing 235 ●● ●● ●●
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237 With over 42 years of publishin
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239 Preparing a business for sale 9
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Preparing a business for sale 241 g
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Preparing a business for sale 243 L
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Preparing a business for sale 245 C
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Part Ten Growth capital 247
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249 Funding your business through t
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Funding your business through the r
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253 The sharpest minds need the fin
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255 Structured finance 10.2 Structu
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Structured finance 257 Factoring or
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259 Transforming the finance functi
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Transforming the finance function 2
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Transforming the finance function 2
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265 Index of advertisers A.Steele A
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