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

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170 VISION... ...can take you places you’ve never dreamed of, helping you stay at the forefront of the latest procurement thinking. OPPORTUNITIES... ...in numbers will ensure you’ll always find the right people for your company, and the resources to help them grow. SUPPORT... ...at the moment you need it most, we’ll give you the confidence to keep moving forward, taking your career to new heights. CIPS supports, represents and services the interests of its members worldwide, and promotes best practice in purchasing and supply management. For more information visit: www.cips.org email: info@cips.org Tel: 01780 756777
171 Strategic sourcing 6.2 Plan to get the most out of your suppliers, says David Noble, CEO at CIPS Any business, whether a start-up or an established firm, needs reliable, innovative supplies of services or goods to keep it a going concern. Every organization needs a robust supply chain that feeds business, helps it grow and keeps customers happy. So what do you do? The first step would naturally be to compile a list of suppliers, whether local, national or global, depending on what each can offer, what you need and at the cost you have budgeted for. You then choose the supplier based on your criteria, develop the relationship and get your goods and organize your services. Job done? Though a completely professional approach, this is a very reactive way to build a reliable supply chain. Fine if you’re in a hurry and your previous supplier has let you down and you need a contingency in place for a low-value, low-risk item, but a purely transactional approach to the development of your supply chain won’t be enough for your business in the long term. So, take another scenario. Your marketing team wants to take on board a technological development that’s fast moving and the latest thing. It’s a tactical move designed to add value to your business and you have to move fast to take advantage of the opportunity. But, if it’s a high-risk item, do you go ahead regardless, or do you step back and take a strategic approach, and call in your procurement team specialists, even if that ‘team’ is actually just you? Strategic procurement is a core activity in the management of supply chains. It can be complex, needing a high level of competence and is defined as satisfying a core business need using a proactive and planned analysis of suppliers to develop keen business solutions. Your business may need to manage its costs more tightly, so your core need may be a cheaper supplier, but a strategic approach helps you look at the entire need, which could range from anything such as faster delivery, to a more innovative product. Develop a strategy A regularly updated, living, breathing strategy document is a good start. Keep purchasing and supply management aligned with the core values of the business and maintain its importance and prominence in the business. Competent professionals in the field of procurement will give the most value, as their expertise in supplier relations or category management will get you the best expertise.
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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 ●
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Exploring patent information 57 Mr
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59 IP challenges for technology ven
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IP challenges for technology ventur
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IP challenges for technology ventur
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65 Making open innovation work 2.5
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Making open innovation work 67 the
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Making open innovation work 69 an i
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Part Three Gaining market share 71
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73 Taking your brand to the next le
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Taking your brand to the next level
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77 With over 1,000 titles in printe
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79 Market intelligence 3.2 Nick Hag
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Market intelligence 81 table 3.2.1
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Market intelligence 83 but also tha
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85 Web marketing 3.3 What’s the p
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Web marketing 87 considerable amoun
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89 Winning new business 3.4 In a do
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Winning new business 91 back away),
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93 Brand rights 3.5 Name? Logo? Dom
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Brand rights 95 trade mark attorney
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97 With over 42 years of publishing
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99 Fit for market 3.6 Confidence is
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Fit for market 101 markets abroad a
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Part Four People and performance 10
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105 Rewarding good performance and
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Rewarding good performance, lowerin
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109 With over 1,000 titles in print
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111 Employment policies 4.2 Belinda
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Employment policies 113 information
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Employment policies 115 Belinda Cop
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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
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Page 143 and 144: 129 Executive search for smaller bu
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Page 147 and 148: 133 Improving workplace performance
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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
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Page 161 and 162: 147 Invoice finance for growth 5.2
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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
Page 173 and 174: 159 Commercial fraud and business i
Page 175 and 176: Commercial fraud and business ident
Page 177 and 178: Part Six Efficient SMEs 163
Page 179 and 180: 165 Build the network 6.1 As you gr
Page 181 and 182: Build the network 167 essential net
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Page 187 and 188: Strategic sourcing 173 So, how and
Page 189 and 190: 175 How to find your ideal office 6
Page 191 and 192: How to find your ideal office 177 a
Page 193 and 194: Part Seven Leading growth 179
Page 195 and 196: 181 How small business owners can b
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Page 201 and 202: 187 Developing the next layer of ma
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Page 205 and 206: 191 The leadership process 7.3 With
Page 207 and 208: The leadership process 193 Although
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Page 211 and 212: 197 Ethics and the growing company
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Page 217 and 218: Part Eight International expansion
Page 219 and 220: 205 Competing and collaborating wit
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Page 227 and 228: 213 International expansion made ea
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Page 231 and 232: 217 The export challenge 8.3 As a g
Page 233 and 234: 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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