IQ Magazine Issue 19

Issue 19: December - february 

issue 19 | page 1

iQ welcome 

welcome to the nineteenth edition of iq business magazine, 

a quarterly publication that offers insight and inspiration 

to sme business owners in cambridgeshire and suffolk 

Keep us up-to-date with your latest 

business news and press releases. 

Please email gemma@cubiqdesign.co.uk 

WEBSITE 

www.iqmag.co.uk 

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Contact us 

01638 666432 

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When I started iQ magazine, five years ago, we were 

in the thick of doom and gloom. Amid the recession 

and banking crisis, I brought iQ to the table to bring a 

little positivity to the press. There is always good news 

to be celebrated but this was always overshadowed by 

the latest economic forecast or British brand either 

going bust or moving production out of the UK. Fast 

forward two years and things were looking rosy, all 

was stable and the economy was growing. Around the 

region things seemed a little more chirpy and upbeat 

within the business circles I socialise in. Then BOOM, 

we went full circle. This year we have coped with Brexit 

bringing an unprecedented amount of uncertainty. 

I felt and still feel for those whose businesses rely on 

exporting to and importing from the EU, and indeed 

the British Chambers of Commerce who have recently 

invested so much into encouraging and supporting their 

members to export. Then of course Trump, lets hope he 

isn’t the dissapointment we all predict; the world has its 

fingers crossed for this guy to succeed and not endanger 

everyone’s economies or world peace. 

So whilst things remain uncertain and unsettling, as a 

business owner I won’t be worrying. Why worry about 

the unknown? We will be keeping our head down, 

focusing on what we are good at: delivering a great 

service to our clients. So, as we look to the future, i’d like 

to say to all our readers and supporters of iQ magazine, 

here’s to a triumphant 2017. 

Gemma Treby 

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iQ contents 

In THIS 

ISSUE 

Gemma Treby Editor 

John Treby Creative Director 

Sammi Nice PR & Editorial Executive 

Elyssa Fagan PR & Marketing 

Rachel Cracknell PR & Marketing 

Pete Townshend PR & Marketing 

Becca Plaxton Publication Sales 

Adam Blythe Designer | Rachael Savory Designer 

Matt Cockerton Designer | Eugene Hector Designer 

James Willcox Designer | Steve Parr Designer 

Expert Contributors 

Glen Mon Hughes 

James Pinchbeck | Jacqui Burke 

Jacqui Kemp | Marc Barnes | Paul Brophy 

|John Bridge OBE | Lorna Kempsell 

Cubiqdesign 

Goodwin Business Park 

Newmarket, CB8 7SQ 

01638 666432 


08 

10 

12 

15 

16 

19 

23 

27 

29 

30 

35 

37 

39 

41 

44 

49 

52 

55 

57 

61 

62 

Business Overview 

Securing Grant Funding 

Creating Certainty Over the Uncertainty 

Don’t Be Scared to Think About You 

Family Business and Succession Planning 

Investment and Efficiency: The Growth of 

Our Region 

Marshall Motor Group: Masters of Evolution 

Untangling the Devolution Debate 

Will Cambridgeshire and Peterborough get 

their Mayor? 

Generation Forecast 

Are They Really Self-employed? 

The Primary Causes of Absenteeism 

Legal Lesson: Website Terms and Conditions 

Top Under 30: 2016 Round Up 

Business Diary 

Marking Milestones 

The Old Adage 

Understanding Branding 

A Guide to Corporate Venues 

Book Review: How to Have a Good Day 

Book Review: If I Could Tell You Just One Thing 

issue 18 | page 7

iQ overview 

Glen Mon Hughes sums up 

the changing landscape of our 

political world 

It was Harold Wilson who said, back in the 1960s, that 

a “week is a long time in politics”. 

At the end of 2016, it feels as though the entire political 

order of the world is changing. The momentous Brexit 

vote in June led to a summer of recriminations but, at 

the pace of a very tired and sclerotic snail, progress is 

being made and the calls for a second referendum seem 

to have abated. 

But more could be at stake in Europe in 2017. Angela 

Merkel has said that she will stand for a fourth 

term as German Chancellor. Her party suffered an 

embarrassing defeat earlier this year in her home state 

and the German people do not appear happy with her 

stance on immigration. 

There’s a French presidential election, too, and many 

pundits expect Marine Le Pen of the far right National 

Front to reach the final run-off. Should she win, then 

Frexit is firmly on the cards. What, then, would happen 

to Europe if one of the 

most pro-European countries and a founding member 

of the original European Economic Community voted 

to leave? 

The other political earthquake, of course, has taken 

place across the Atlantic. And that could prove to be 

more far-reaching and hard-hitting than any potential 

break-up of Europe. It’s probably fair to say that 

no-one expected Trump to triumph – even if Hillary 

Clinton actually won the popular vote – and nobody’s 

quite sure what to expect, especially in terms of 

business. 

He promised, while on the stump, to repeal Obamacare 

and to build that infamous wall along the border 

with Mexico. The Obamacare massacre 

appears to have been watered down and 

the wall has turned into a fence. He’s also 

said that, on day one, he would repeal the 

Trans-Pacific Partnership. That’s led the 

Japanese into panic. 

So, what are the business prospects? Will 

there be a post-Brexit free-trade deal with 

the USA? Or will the UK face the same 

punitive tariffs with which Trump threatens 


iQ overview 

to confront China? Will he reduce corporation tax in 

order to tempt companies back to the USA and will 

Theresa May follow up with similar action in Britain? 

Will NATO still exist? 

There are so many questions to answer and so many 

uncertainties remaining. For businesses, it seems that 

Champagne may not be the best way to celebrate the 

arrival of 2017. 

And yet, there is plenty of good news around. The fact 

that Nissan will build its new vehicle in the UK and that 

Google is to recruit 1,000 people to its new European 

HQ in London, shows that the predicted flight of jobs 

from the UK to Europe is not necessarily happening. 

Unemployment continues to fall, with small businesses 

taking the credit. “Those moving from unemployment 

into work are much more likely to become selfemployed 

or work for a small business than a large 

business,” said Mike Cherry, national chairman of 

the Federation of Small Businesses. But he did give a 

warning, echoing what is often heard in East Anglia, 

saying that the UK has failed to keep pace with 

the rapid rise in self-employment. He called for the 

government to prioritise much-needed infrastructure 

investment, including providing access to superfast 

broadband and clarifying that there will be 

no increase in the small business tax burden. 

That is particularly important in the East 

of England, where more than 86,000 small 

businesses have been set up since 2010. 

As the New Year dawns, where are we 

going in eastern England? Cambridgeshire 

Chamber has already said that it believes 

the Devolution Deal will reap major 

harvests for the area. “The Chamber believes that the 

Devolution Deal is a key component in ensuring that 

Cambridgeshire and Peterborough receive the necessary 

investment required to continue to secure the future 

economic growth that is anticipated from our highperforming 

region,” they have said. Their belief is that 

the new deal could create a new £20 million annual 

fund for Cambridgeshire and Peterborough for the next 

30 years to support economic growth, development of 

local infrastructure and jobs. 

Then there are new deals around affordable housing in 

Cambridge and other housing deals. 

In the rest of the region, the Chancellor’s new proposals 

regarding infrastructure should ensure that the wish-list 

of road improvements and new rail links will actually 

happen. Who knows? With the government finally 

agreeing that the third runway at Heathrow is going 

to happen – well, watch this space – that could mean 

additional investment in the East of England, given 

its improved links to the centre of economic attention. 

And then there is always Stansted... an airport ripe for 

development. 

A year ago, who would have imagined where we might 

have been economically? The pound is wavering 

between lows and meagre gains. Share prices are 

soaring. Business in the East of England seems robust. 

But then there’s Brexit. And Trump. And who knows 

what... Interesting times lie ahead. 

More information 



iQ advice 

The team at Signpost 2 Grow, the Greater Cambridge 

Greater Peterborough LEP’s free business signposting 

service, has reviewed just some of the grants currently 

on offer to local businesses. 

Signpost 2 Grants 

Offering grants of between £2,000 and £20,000, 

Signpost 2 Grants helps businesses looking to invest in 

their growth. Signpost 2 Grants can cover a wide range 

of purchases, from machinery and refurbishment costs 

through to new websites and CRM systems. 

The grants can cover up to 20% of the total project 

cost and the project should have a positive impact on 

the growth of the business – whether that be by the 

creation of new jobs, securing new sales, or increasing 

your profits. 

Innovation Bridge 

Innovation Bridge is a gateway to university expertise 

for SMEs who have not yet assessed Higher Education 

Innovation Funding. It can provide support for growth 

and innovation in these businesses by providing finance 

and longterm collaboration opportunities. There are 

three key steps to the process. The first is a triage 

interview to assess your business’ needs, the second is 

up to 20 hours of support to develop an innovation 

action plan in partnership with a university partner. 

The final stage is the opportunity to access capital and 

revenue grant funding of between £1,000 and 

£15,000, 

which can be 

used to cover up to 30% of 

the total innovation project costs. 

Better Off in Business 

Delivered by the Prince’s Trust, Better Off in Business 

provides young people aged between 18 and 30 who 

are unemployed and have a viable business idea, with 

the support they need to set up a business. Small grants 

are also available to turn a business idea into reality. 


iQ advice 

Knowing where to find the right funding to support the growth of your business 

can be a daunting task. You may think that grant funding is a thing of the past, 

but you’d be wrong… If you are looking to grow your business, and invest in new 

capital purchases, then there could be a grant available to help 

Business Energy Efficiency (BEE) 

Local businesses can benefit from a free Energy 

Efficiency Audit and Report carried out by experienced 

professionals, and access to grant funding to implement 

any of the suggested energy savings found. Grants of 

up to £20,000 are available and can cover up to 25% 

of the total project cost. 

Knowledge Transfer Partnership & KEEP+ 

Knowledge Transfer Partnerships (known as KTPs) and 

KEEP+ are part-funded initiatives to help businesses 

connect with the skills, expertise and specialist 

knowledge they need to grow, thanks to Anglia Ruskin 

University and partners. 

The scheme brings businesses together with qualified, 

high-calibre graduates and academics to increase 

business productivity, competitiveness and profitability. 

Grant funding is available to fund up to 67% of the 

partnership costs, with additional potential funding also 

available for capital purchases. 

Top Tip 

Remember - with all grants it is vital to get a signed 

agreement in place before you spend any money. It 

is almost impossible to secure grant funding after you 

have made a purchase! 

More Information 

Signpost 2 Grow 

01638 311707 

www.signpost2grow.co.uk 

To find out more about any of these grants, 

please contact one of our Signpost 2 Grow 

Navigators on 01638 311707 or by emailing 

hello@signpost2grow.co.uk. All advice provided 

by Signpost 2 Grow is completely free of charge 

and can also be accessed online 24/7 via 

www.signpost2grow.co.uk. 


iQ advice 

Creating Certainty 

over the Uncertainty 

Whilst the true impact of the 

decision to leave the EU will 

probably not be known for many 

years, there certainly does seem 

to be an air of uncertainty within 

the business community. James 

Pinchbeck, of Streets Chartered 

Accountants, investigates 

We are hearing anecdotal evidence that some sectors 

are already feeling the impact of the decision, whether 

they are in property and construction or reliant on 

migrant labour. 

With consumer confidence strong and the economic 

growth forecast still positive overall, business is not in 

a bad place and thoughts shouldn’t turn to economic 

downturn. 


iQ advice 

Uncertainty and confidence could in some cases be more a state of 

mind founded on a lack of knowledge and a sense of loss of control. 

Perhaps it is the unknown that is underpinning our rational, even 

irrational thoughts. Most businesses though, adopt the approach 

that if we don’t know what is happening, then it is easy not to do 

something, or, to do something would require a level of work or 

activity that is not preferred or desired. 

For those looking to assess the impact of Brexit 

on their business, the starting point might be 

around what might change or what is going 

to be different. It would seem some of 

the changes or challenges ahead are: 

• Workforce related, with perhaps for 

some businesses a mix of increased 

shortages of labour/skills, plus the 

potential increase in the wage bill 

• The increased cost of imported goods 

and raw materials, with the weakening 

of the pound 

• New trading terms and tariffs for 

individual EU member countries if we 

come out of the single market, as well, 

perhaps, for our non EU counterparts in 

the rest of the world 

• The potential threat of increased tax 

charges to cover the cost of exit and to 

underpin the economy during the exit 

process 

• Changes and variations to tax 

legislation generally, as we no longer 

have to align with or adopt EU tax 

legislation 

• Loss of and/or no new funding from 

the EU for social and economic projects, 

including those linked to infrastructure, 

business or deprivation 

• The potential re-location of UK 

offices of leading global players, if we 

come out of the single market. 

Whilst there are bound to be other 

concerns creating uncertainty for the 

period ahead, perhaps the best approach 

to deal with this is to scenario plan, 

assessing the likelihood of something 

occurring, along with the impact such 

an event may have on your business. 

With such knowledge, at least thoughts 

can be given as to how you might 

mitigate adverse situations or capitalise 

on the more favourable ones. Certainly, 

the UK’s exporters should benefit from 

the weakening of the pound, and, if you 

are a trade negotiator, you are likely to 

be in demand. 


James Pinchbeck is Marketing Partner with Streets 

Chartered Accountants a Top 40 UK accountancy firm. 

Email info@streetsweb.co.uk or visit 

www.streetsweb.co.uk 


Don’t Be Scared 

to Think About You 

Marc Barnes, of Timeline Wealth Management, suggests 

that it’s about time SME business owners think about 

themselves and their future 

iQ advice 

When it comes to discussing a client’s personal 

worth in their business, this is normally where I 

hear, “Whatever somebody is willing to pay for it!” 

This is usually because they really do not know the 

true answer. As an adviser to company directors 

and owners, I often see them working all the 

hours possible, making sacrifices to themselves over 

employees, with no thanks given and just grievances 

like the kettle needs replacing! 

Most owners go into business to make money and 

to have the freedom to make their own choices. But 

unfortunately, this does seem to get lost at some point, 

and they do not spend enough time on themselves to 

enjoy the rewards of being a business owner. 

I have seen all kinds of business owners over the 

years, and, when you add up their worth, they do 

seem to be asset rich but cash poor. They could be 

running a business that turns over a large amount of 

money and generates good profits; however, they are 

scared to take some of it, just in case the business 

goes through a lean spell. I have also known business 

owners to drive around in a beaten-up Volvo estate, 

when their employees may have the latest BMW. 

When it comes to working out what individual 

owners want out of their lives financially, I look at 

what the owner is worth as a whole, in their personal 

circumstances and in the business, but I also focus on 

them personally, as, being a business owner myself, I 

fully understand the trials and tribulations that you 

have to go through. 

So here’s a New Year’s resolution I suggest you 

consider. Take some time to think about yourself and 

ask yourself something like the following questions: 

• What am I worth now? 

• What do I want my life to look like when I do 

decide to stop? 

• When do I want to stop? 

• Am I getting the right work/life balance? 

• Does the car need replacing? 

All in all, think about you. 

“All in all, think about you.” 


www.timelinewealth.com 


iQ advice 

Family 

Businesses 

and Succession 

Planning 

Paul Brophy, of Streets Chartered Accountants, 

asks if succession is strictly taboo when it comes to 

family businesses 

issue 18 | page 16

iQ advice 

Succession planning for family-owned businesses is all too often a taboo subject within the family which own 

and run them. It is certainly not untypical to hear that the more senior members of the family feel that the next 

generation, who may be middle aged, are not yet ready to take over the reins. The antithesis is perhaps that the 

senior generation really don’t want to let go, with the business being both their life and livelihood – a situation that 

is often exacerbated by the lack of retirement plans. Whilst the family members who are engaged in a business 

will often talk about and discuss day to day matters, few will take the time to face the issues over the future and 

succession. 

Succession 

planning for 

family-owned 

businesses is 

all too often 

a taboo subject 

within the 

family which 

own and 

run them. 

In previous generations, not facing up to, or dealing with, succession may have been less 

consequential. However, with an ever-changing world impacting on the viability of 

businesses and the growing need to provide financially for family members living 

longer in retirement, there is perhaps a greater need than ever to look to the 

future and consider succession sooner. 

For most, succession is likely to involve one generation taking over from 

the other - a process which is fine if the next generation is willing and 

capable of doing so. A passion for the business and an appreciation 

of family values are often a prerequisite. A lack of business skills 

and attributes may give rise to the need to receive support and 

guidance. Certainly, experience shows that more and more 

members of family businesses are benefiting from working in 

other organisations prior to returning to take up roles in their 

own business. Many are also benefiting from participating in 

formal business education or support from a business mentor. 

In the event that there isn’t a family member to take on the 

business, with alternative employment or other interests 

being of greater attraction, then an option may be to retain 

ownership of the business as a family, with the appointment of a 

General Manager or Managing Director. Such an approach will 

require careful recruitment for this role, with the need to balance 

commercial concerns with a family’s business values. 

Perhaps the last resort for many family businesses would be to consider 

sale, as it could create a sense of loss. For some, however, it might be the 

best route, especially if the sale is planned well in advance to ensure the 

best financial return and to manage the family’s reputation and standing. 

Whichever option is taken, successful succession requires family members to have 

an open dialogue, to plan for the future and to ensure that a plan is followed through. 

Undoubtedly this process is likely to benefit from the involvement of the business’ wider 

advisers, be they accountants, lawyers and bankers or other business acquaintances. Succession for 

family businesses will then hopefully become an everyday conversation. 


Paul Brophy, Partner, Streets 

Chartered Accountants, a Top 40 UK accountancy firm. 

Email pbrophy@streetsweb.co.uk or visit 

www.streetsweb.co.uk 


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iQ reports 

Investment 

and efficiency: 

The Growth of our Regions 

Every year, accountant and consultant firm, Grant Thornton, 

analyses our region’s economic performance. The organisation 

reveals the top 100 companies in Suffolk and Cambridgeshire and 

we’re pleased to review the results for 2016 

Located in Newmarket, iQ magazine’s headquarters enjoy the best of both regional 

business worlds. We cover some of the best stories from the dynamic and vibrant 

Cambridgeshire businesses as well as intriguing insights into how Suffolk’s businesses 

are striving to be more efficient and targeted to increase profits. Our locality allows us 

to attend both Cambridgeshire Ltd and Suffolk Ltd conferences, and we are excited to 

discover how both regions have performed in 2016 by investigating the Grant Thornton 

business landscape reports.* 

issue 19 | page 19

iQ reports 

Embracing Change: Cambridgeshire Ltd 

The way we do business is changing 

and Cambridgeshire is embracing 

this change like no other county. 

In the last two years, the region 

has seen significant investment; 

Cambridgeshire delivered profits 

of over £1bn, with the top 100 

companies turning over £10.3bn, 

a 1.6% increase on 2015, and 

employment has grown by 4%. This 

continued expansion is underlined 

by business confidence that thrives 

on challenges, innovation and a 

dynamic economy. Cambridgeshire 

is growing and it’s not set to stop. 

Two of the most notable 

investments made in 2016 include 

the relocation of the pharmaceutical 

and biopharmaceutical company, 

AstraZeneca to the Cambridge 

Biomedical Campus** as well as 

the £107m acquisition for Marshall 

Motors. This acquisition was the 

biggest to date for the organisation, 

and you can read more about this 

achievement for Marshalls in an 

interview with CEO Daksh Gupta 

on page 23. 

Technology remains 

Cambridgeshire’s largest and most 

profitable sector, consisting of 

23 companies with a combined 

turnover of £2,455m. The sector is 

the second highest employer in the 

region, with the highest levels of pay 

at £50,100 (on average), compared 

with the UK national average of 

£22,000. The high levels of pay 

demonstrate the fiercely competitive 

market for highly skilled people 

in this sector, especially within 

Cambridge and the surrounding 

villages. 

With technology as 

Cambridgeshire’s largest sector, 

we’ve taken a look at other UKwide 

reports that help to indicate 

this growth. According to The 

Geography of Creativity in the UK, 

creative industries are growing faster 

than any other business in the UK, 

and Cambridge and Peterborough 

are marked as two cities that are 

thriving and growing in this area. 

Although the biggest creative hubs 

are found in major cities such as 

London, Bristol and Manchester, 

smaller areas are becoming 

increasingly significant, including 

Cambridge and Peterborough. 

Cambridgeshire remains a county 

that attracts people because of 

the wealth of its economic and 

social opportunities. The number 

of people employed in the region 

has risen by 4%, with the average 

salary being £31,700. Cambridge 

and Peterborough also remain the 

locations with the highest number 

of people employed. 

Cambridgeshire continues as 

the leading county across East 

Anglia. The combined turnover 

figure for Norfolk, Suffolk and 

Cambridgeshire equates to £20m, 

of which Cambridgeshire accounts 

for approximately half. As stated 

within the Grant Thornton report, 

the highest average salary for the 

Eastern area is £31,700, some 

£9,000 higher than Norfolk and 

Suffolk. The technology sector 

significantly influences this. 

Another notable change 

for Cambridgeshire, is the 

unprecedented shift in the 

make-up of the region. In 2016 

many companies left the index 

due to the changes of ownership, 

and 14 new companies joined. 

This is particularly exciting, as 

the entry level to the Top 100 was 

significantly higher than previous 

years, again, demonstrating a region 

that thrives on challenges and 

embraces change, for the better. 

Suffolk has a slightly different 

personality to Cambridgeshire. 


iQ reports 

Targeted Investments: Suffolk Ltd 

It’s a calm and efficient county, one that is diligent and 

slightly more isolated, due to its geography. The county 

is cautious but efficient, and this is shown as it builds on 

its post-recession emergence in a very positive way. 

employer with 52% of staff from the Top 100 businesses 

working in this sector. Despite the National Living Wage 

increase in April 2016, the average wage for this sector 

has decreased by 5.7% to £10,861. 

In 2016, a healthy 4.2% increase in turnover has been 

reported in Suffolk, from £142m in 2015 to £14.7m 

in 2016. Operating profit increased by 7.3% and profit 

before tax rose an additional 11.4%. 12 companies 

left the Top 100 and 12 joined, leaving 88 continuing 

companies featuring over the last two years. 

The region’s index is made up of six sectors; Transport 

and Motor Retail, Property and Construction, Food 

and Agriculture, Manufacturing, Retail and Wholesale 

and Services. With the Port of Felixstowe remaining 

the busiest container port in the UK, it’s obvious that 

Transport and Motor Retail remains the most dominant 

industry in the region, contributing £1.8bn of Suffolk 

Ltd’s operating profit. Maritime Group and Turners 

continue to be the largest companies in the sector, with 

both organisations reporting increases 

in turnover over the year. 

With regard to investment, 

Suffolk is slightly more frugal 

than Cambridgeshire, and this is 

demonstrated in the balance sheet. 

Fixed assets were down 2.4% and cash 

reserves were significantly up. 

This indicates that this region is 

perhaps more cautious about investing 

in longer-term capital projects. 

When looking at employment across 

Suffolk, Services remain the largest 

The gender pay gap and diversity in the workplace 

is a topic that continues to gain momentum. As 

the Government is bringing in legislation requiring 

companies with over 250 employees to start reporting 

on the gender pay gap, the Suffolk Ltd report highlights 

some interesting insights from the Top 100 businesses in 

the region. The report has investigated the constitution 

of directors within the top businesses, and reviewed if 

there was a difference in the male and female split in 

those organisations where it was family owned, rather 

than a group or individual managing the business. The 

report revealed that only 20% of directors in Suffolk 

Ltd were women, whilst 53 of the Top 100 businesses 

have no female directors at all. The split between family 

involvement in a business within the Top 100 was 50:50. 

Of the 53 organisations that had no female directors, 

only 17 of those are family owned businesses. 

An interesting insight from the ‘diversity in the 

boardroom’ report, found that the 47 companies that 

had female directors make up 51% of the total for 

Suffolk Ltd. This could be interpreted as indicating that 

businesses with female directors are higher performing, 

or that larger businesses tend to have larger boards 

and hence, are more likely to have women as directors. 

However, we will let you decipher the answer to 

this analysis, whilst you take in these results and see how 

they apply to your business! All in all, a great result for 

both region and we look forward to next year’s results, 

in the wake of the political changes the country will face 

throughout 2017. 

* Both reports are compiled using the most recent publicly available accounts of the county’s 100 largest companies. The companies 

included in the reports are those that are managed in the county. Businesses that are owned overseas or where management and strategic 

decision makers are based outside the region are excluded. 

** As there is no 2015 comparative, Grant Thornton have decided to exclude AstraZeneca's relocation from this year's analysis. 

However, we have drawn attention to this investment, as we wanted to show the continued growth in the region. 


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iQ profile 

Marshall 

Motor Group: masters of evolution 

With 2016 seeing the largest acquisition 

in Marshall Motor Group’s history, 

and indeed the largest in the industry 

for over a decade, we speak to Chief 

Executive, Daksh Gupta, about the 

past, present and future of one of 

Cambridge’s largest businesses 

Marshall of Cambridge was originally established in 

1909 by David Gregory Marshall in a humble lockup 

garage in Brunswick Gardens. Since then, it has 

evolved and prevailed in the face of countless changes 

and challenges in business, legislation and technology 

- not to mention two World Wars. Today, it is one of 

the largest organisations in its sector, but what is the 

secret of such longevity? 

“Firstly, one thing I’ve been impressed with over that 

period is the stability the company has had in terms 

of leadership,” says CEO, Daksh Gupta, when asked 

the very same question. “Over 107 years, there have 

only been 6 Chief Executives - that must be some 

sort of record, I could imagine!” he laughs. 

Mr Gupta singles out the company’s approach to 

doing business as the second biggest reason for 

its longevity, continuing, “Our core values around 

people, customer service, innovation and integrity 

were set up by our original founder back in 1909, 

and those values are still with the company today.” 

Marshall prides itself on holding these values around 

people and customer service very close to its heart. 

When employing 4,100 people across 121 business 

locations and 25 counties, it is very important to 

ensure that everyone is on the same page. 

“Irrespective of their role within the organisation, 

everyone must have an induction on day one,” says 

Mr Gupta. “The main reason we do that is because 

we want people to understand what the company 

stands for, what our vision is and what our values 

are,” he explains. 

And it’s definitely working. Not only is this evident 

in Marshall’s long-term success, but also in the 

company being named as one of the UK’s Best Large 

Workplaces by the Great Place to Work Institute. 

The Evolution of an Industry 

Since Mr Gupta joined the company in 2007, 

underlying sales have grown from £300m to £2.3bn, 

so he has seen a huge amount of change. One of the 

biggest of these changes has been the market evolving 

with the sector around consolidation in order to give 

the customer more choice. “If you went into one 

dealership, they may have £1m worth 


iQ profile 

of stock, but we as a group, given our size, have a 

third of a billion pounds’ worth of stock,” he says. 

“That is going to give customers more choice, and it 

means that, with our scale, we can negotiate better 

deals with our various suppliers, making us more 

competitive,” he explains, concluding, “This is not 

only good news for our customers, but is also good 

news for our shareholders.” 

But the biggest challenge has come with the impact 

of technology and how this has affected consumer 

behaviour. 

“If you go back 15 or 20 years, the customer would 

typically visit 5 or 6 car showrooms. They would go 

from showroom to showroom, picking up brochures, 

doing test drives, getting a range of what car they 

thought was ideal for them, getting an idea of what 

their part exchange might be worth and what finance 

deals were available,” recalls Mr Gupta. “Today, 

through technology, customers don’t need to go into 

the showroom, they can do all the research online, so 

instead of visiting 5 or 6 car showrooms, they’re now 

visiting just one.” 

However, the vast majority of people still make 

their actual purchase at a dealership, so although 

behaviours have changed and footfall has dropped, it 

is all about seeing the advantages. 

“It is a good thing, because it gives the customer 

more choice and access to information. And it also 

helps us, because our conversion rates are much 

higher,” he explains. “If the customer already knows 

what they want, it means that although we see less 

people, when a customer walks through our door, the 

quality of that individual from a sales point of view is 

very high.” 

The Evolution of a Company 

The key to overcoming the challenges of an evolving 

sector is to ensure your company evolves with it, 

which is exactly what Marshall has done. 

For example, by embracing advances in technology 

and replacing paper with iPads, Marshall has made 

its sales processes less cumbersome for its customers. 

“Using technology is a much nicer experience for the 

customer than filling out forms. It also gets rid of that 

natural barrier of sitting behind a desk,” explains Mr 

Gupta. 

Another example of embracing technology is the 

design of the company’s website and in-house 

systems. As Mr Gupta tells us, “If a customer in 

Cambridge visits our website, they can see what any 

of our cars are, anywhere in the country, at any one 

time. Likewise internally, we’ve got the same sort of 

systems - all designed to put the customer first and 

give them more choice.” 

This constant development continues to this day, with 

2016 marking the biggest acquisition the company 

has ever seen, that of Ridgeway Motor Group, worth 

£107m - a transformational deal for Marshall, which 

Mr Gupta ascribes to the support of his strong team: 

“I’ve bought and sold over 140 dealerships in 9 years, 

so I’ve got a lot of experience myself, but presiding 

over something of that magnitude was a big project. 

It took us 8 or 9 months to get it across the line, and 

there was a huge amount of work from the team,” 

he remembers. “I’m very lucky that I’ve got a great 

team of people around me, so we were able to get it 

delivered.” 

The Evolution of a Continent 

Another landmark that was seen in 2016, was that of 

Britain’s decision to leave the European Union. Of 

all the speculation surrounding the UK’s ‘Brexit’, the 

potential negative implications for the motor industry 

have been high on the list of discussions. 

However, although not pretending to be able to 

predict the future, while some are panicking, Mr 

Gupta is remaining calm, believing that the nature 

of the industry will be its biggest protection: “Last 

time we had a big 

recession, back 

in 2008, we saw 

consumer confidence 

go through the floor 

and ultimately sales 

of high ticket items, 

be that cars, be that 

houses, be that travel, 

went through the 

floor as well. But I 

think there’s one big 


iQ profile 

difference to where we are today - customers don’t 

buy cars anymore, they lease them,” he explains. 

“81% of the customers that we sell new cars to are 

on some form of PCP, which is an unbelievable 

number. This modern way of buying cars means we 

as an industry are protected a lot more when it comes 

to consumer confidence.” 

When asked about the potential effects on tarifffree 

trade, Mr Gupta adopted a cautiously positive 

attitude, saying that Europe has too much to lose from 

imposing levies: “If you take the UK, a record 2.65 

million cars were sold in this country last year and 

there will probably be a similar sort of number this 

year. Interestingly, a third of those vehicles, including 

the number one top-selling car, the Ford Fiesta, are 

manufactured in Germany,” he says. “Who knows 

where Brexit will go, but do we really think that the 

Europeans, or in particular Germany, who are clearly 

very dominant within the EU, are not going to want 

to make sure that they’ve got keen deals with the UK, 

and vice versa, for what it’s worth?” 

He also highlighted the Government’s obvious desire 

to protect the industry, as shown by its recent dealings 

with Japanese automotive giant, Nissan. However, he 

stopped short of making any solid predictions, saying, 

“The automotive industry collectively employs about 

800,000 people and is one of the biggest industries in 

the UK, so I can’t see why the EU and the UK would 

have a fall out on that. But equally, there is a lot of 

concern as to what that might look like, and to say 

there isn’t a risk would be naive or stupid.” 

Overall, apart from obvious worries about how 

currency exchange movements will affect pricing, Mr 

Gupta’s view is to 

keep cam and carry 

on. “I don’t think 

we’ve seen Brexit 

yet, it’s still too 

early. I can’t control 

politicians, I can’t 

control currency 

fluctuations, all I can 

do is make sure we 

treat our customers 

really well, treat our 

people really well and do the best job that we can. It 

will be what it will be, but I think we’ll be in a good 

place as an organisation, and that’s all we’ve got to 

focus on.” 

Looking to the Future 

With the New Year around the corner, we were 

eager to find out what 2017 holds for Marshall. “As 

a company, we’re in a really good position: we’ve got 

a great business, great brands, a great geographical 

footprint and one of the highest brand coverages of 

any group in the UK,” Mr Gupta explains. “Likewise, 

if you think about the original core Marshall 

businesses operating in some fantastically affluent 

markets like Cambridgeshire, we’re in a good place 

and I think we’re ambitious, which you can see from 

our growth in the last 9 years,” he adds. 

And, if the going gets tough, Mr Gupta is confident 

that Marshall can continue to evolve to make the best 

out of any situation. “If it does get tougher, I think 

we’ll see more opportunities come to the marketplace 

in respect to further acquisition opportunities, and 

we’re very well placed to take advantage of that,” 

he says, adding one last piece of advice: “However, 

one of the things I always say when it comes to 

acquisitions is that they should always make strategic 

sense for the business and financial sense for the 

shareholders.” 


Marshall Motor Group, The Airport 

Newmarket Road, Cambridge, CB5 8RY 

Tel: 01223 377000. www.marshall.co.uk 


UnTangling the Devolution Debate 

Devolution has sometimes been rather a dirty word in political 

circles, Glen Mon Hughes discusses 

iQ opinion 

When the Blair government announced its intention 

to allow the Scots and the Welsh more say in their 

own affairs, the people north of the border showed 

considerable enthusiasm for the re-establishment 

of their own Parliament. In Wales, the assent for 

devolution was a little more lukewarm. 

London, of course, welcomed the opportunity and, 

under mayors Ken Livingstone, Boris Johnson and, 

now, Sadiq Khan, major infrastructure projects have 

been planned, funded and completed. 

The plans for northern cities 

to run their own affairs 

have been greeted 

with considerable 

enthusiasm in 

places such as 

Manchester, 

Liverpool and 

Leeds. And yet, 

the North East 

rejected proposals 

for devolution to 

the region. 

So what might 

happen in the East of 

England? 

The plans proposed by the government have been 

agreed between 22 local authorities in Norfolk, 

Suffolk, Cambridgeshire and Peterborough, as well 

as the New Anglia Local Enterprise Partnership. 

What is clear is that the Greater Ipswich City Deal 

and Greater Norwich City Deal, both of which 

were agreed in 2013, and the Greater Cambridge 

City Deal agreed in 2014, will remain in place. So, 

too, will the New Anglia and Greater Cambridge 

and Greater Peterborough Growth Deals, agreed in 

2014 and 2015. 

The deal will certainly be significant, with the 

devolved authority spending more than £1bn. 

Some £900m will be invested in infrastructure and 

£170m will be invested in housing schemes. 

As a result, instead of a distant body in Whitehall 

making decisions for local people, discussions 

and the allocation of funding for infrastructure, 

economic growth, employment and skills will be 

made by the people in the areas it is meant to serve. 

According to Cllr Jennie 

Jenkins, chair of the 

Suffolk Public Sector 

Leaders Group, 

the deal is highly 

significant. “East 

Anglia delivers 

some significant 

economic 

benefits to 

UK plc and 

beyond, through 

agriculture, on 

and offshore 

energy as well as 

research and innovation in 

science and technology.” 

But there is opposition to the plans and not 

everyone is behind the proposal, something which 

has frustrated Mid-Norfolk MP George Freeman 

who has long advocated the ‘Eastern Powerhouse’. 

He points to pockets of real deprivation just a 

half hour’s drive from the global university city 

of Cambridge. “We’ve got to think much more 

strategically about our area. If we were more 

ambitious and worked together we could raise a lot 

of investment internationally for East Anglia,” he 

comments. 




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Will Cambridgeshire and 

Peterborough get their Mayor? 

John Bridge OBE DL, Chief Executive, Cambridgeshire 

Chambers of Commerce, gives his opinion 

iQ opinion 

There’s a plan on the table that could see £20 million 

invested in securing Cambridgeshire’s economic growth 

every year for the next 30 years – but it all depends on 

our local authorities giving the proposal their seal of 

approval. 

Devolution of powers, and crucially funding, would 

see responsibility for decisions on housing, transport 

and major infrastructure transferred down from central 

government to a local combined authority. It’s a move 

that we believe would ensure decisions are made by 

those who truly understand local economic needs and 

the trends of our local area. 

Original plans for a tri-county deal that would have 

seen a regional Mayor presiding over Cambridgeshire, 

Norfolk and Suffolk were abandoned in March 

after organisations, including our own and the 

Greater Cambridge Greater Peterborough Enterprise 

Partnership, lined up to protest that it was a bad deal 

for Cambridgeshire. 

Along with many others, we feared the Government 

was trying to bulldoze through the wrong devolution 

solution, one which we believed was being driven by 

political expediency, and which didn’t fully recognise 

the ultimate negative economic consequences 

for Cambridgeshire and Peterborough. 

After months of negotiations and 

consultations, a one-county deal 

which we believe is best placed to 

help Cambridgeshire and Peterborough 

continue to realise their potential is on 

the table, and all eyes are on the local 

authorities concerned to put policy before 

politics and do what’s right for the county. 

Under the proposals, a combined 

authority, led by a Mayor, would 

be responsible for a new £20 

million annual fund for the 

next 30 years to support 

economic growth, development of local infrastructure 

and jobs, and £170 million for affordable housing, 

including rent, shared ownership and new council 

housing, both in Cambridge City and across the wider 

area. 

Spending priorities already identified include 

supporting the delivery of the Wisbech-Cambridge rail 

connection, transport infrastructure improvements such 

as the A14/A142 junction and upgrades to the A10, 

A47 and Ely North junction, rail improvements and 

investment in local skills. 

Through the Enterprise Partnership, which will have 

full voting rights as a member of the proposed new 

combined authority, the views and needs of the 

business community would continue to be robustly 

represented under the plans. 

A lot of hard work has already been put into creating 

a great deal for Cambridgeshire. Now it’s down to the 

individual local authority members to unanimously 

fully support and approve the deal at their own full 

council meetings. 


www.cambridgeshirechamber.co.uk 


iQ opinion 

Generation 

Laurence Ward 

A-level student at Walden 

School. Age: 17 

1. What are the issues that currently concern 

you at the moment and how do you see these 

impacting on your future? 

The competition for jobs in an increasing global 

market, where the importance of location 

is becoming less significant as a result of 

technological advances. 

2. Where do you see your future? 

Due to the increasing rate of change, my future is 

with small to medium sized agile enterprises, who 

through the adoption of new technology, will retain 

competitiveness. 

3. What major changes do you see impacting 

your future within the next 20 years? 

The ageing population, which will accelerate due 

to developments in genetic medicine, is causing an 

increase in the dependency ratio. 

4. What challenges and opportunities do you 

think this future will present? 

As a result of the ageing population, working 

people will have to pay more tax, and therefore 

have less disposable income. However, it opens up 

new opportunities for innovative ideas that help 

cater for the demand of an ageing population. 

Grace Powell 

A-level student at Walden 

School. Age: 17 


you at the moment and how do you see these 

impacting on your future? 

Going to University will enable me to become 

qualified and more skilled within my subject area, 

however student debt is a real concern for me, 

especially as it may rise even further and will take 

years to pay off. 


I am hoping to have a job in Human Rights, 

specifically in regard to wealth distribution and 

race in third world countries. 


your future within the next 20 years? 

I anticipate more opportunities to take part in 

enrichment programmes globally, which will benefit 

my knowledge and accessibility to universal issues. 



The opportunities – to raise awareness of current 

global affairs, especially to young people who may 

not be interested, as the issues don’t affect them 

directly. The challenges – costs of fundraising and 

general living costs are likely to increase in the 

future, making a noticeable change far harder to 

realise. 


iQ asks four different 

generations the same four 

questions about the future 

of business 

iQ opinion 

Forecast 

Ryan Windsor 

Director at Windsor Properties 

Age: 27 


you, and how do you see these impacting on 

your future? 

2016 has been a rollercoaster year, with some 

landmark changes. The ones that stand out the most 

are Brexit, the changes to tax on rental properties and 

Trump. All of these will impact on both the UK and 

global economy, especially in the property industry. 

My main business is in investing in dilapidated houses 

and renovating them. Brexit and the tax changes 

will ultimately make this more difficult, and will also 

impact on the already horrendous housing shortage 

here in the UK. 


If you had asked me this six months ago, I would 

have said 99% the same as before, but as I have 

consulted with my accountant, solicitor and business 

advisors, I’ve started to look at new opportunities, 

providing services to other business professionals in 

consultancy, digital marketing and seed investment 

in start-ups. I’ve done this because of recognising 

opportunities, and also to mitigate the risk of having 

all my eggs in one basket. 


on your future in the next 20 years? 

Apart from the normal things such as government 

policies, tax and technology, the main factor I see 

impacting on my future is the global economy. We 

are, I feel, in a very similar position to where we were 

in 2007. Debt-wise, many people and corporations 

have been taking on huge amounts of debt, and with 

this, increased risk. If there is another financial crisis, 

this could see a huge deflation in the economy that 

will affect all manner of businesses and thus people’s 

lives. On the flip side, it’s never been easier to start 

a sustainable business, and, for relatively little money, 

you could be up and running, generating a side 

income that incorporates your passion. 



One challenge which I hope we can overcome is the 

lack of financial awareness many people have. I feel 

that the school system and government has let many 

people down, this needs to be addressed to ensure 

people’s financial literacy increases and therefore we 

are less reliant on debt. I believe that when people 

have more control over their finances, this can 

improve their life dramatically and thus they can take 

advantage of new and exciting opportunities, either 

for personal or professional reasons. 


IQ iQ opinion advice 

Pete Wortley 

Non-Exec Director & Executive Coach at Performance Through People Professionals 

Age: 46 



your future? 

I think that the biggest issue in the UK is the hysteria 

surrounding Brexit. A number of people are wasting 

a significant amount of energy fighting the decision 

which has been made by the country and worrying 

about its impact, rather than focusing on how to make 

the most of the opportunities it brings and how to 

mitigate the downside. 


I enjoy the impact I have on the people and the 

businesses I work with. We have had a great deal of 

success in creating sustainable change for our clients. 

I’m expecting our business to grow gradually, and am 

looking forward to bringing new coaches into the team 

and mentoring them. 

3. What major changes do you see impacting on 

your future in the next 20 years? 

The largest limitation is finding people who are 

capable of joining our team. We need coaches who 

have significant experience at a senior level, who care 

about making a difference and who possess the ability 

to create the right degree of discomfort in order to 

engender change in individuals. It has taken us 8 years 

to build our team of 10 partners, so we are pretty 

selective! 



More and more people are starting to build a portfolio 

of careers, rather than dedicating themselves to one 

organisation. That brings opportunities for us in 

two areas: in being able to recruit skilled, capable, 

experienced individuals to our team who want to 

work part-time as a coach supporting others, and in 

expanding our client base of individuals who want 

coaching. Building a portfolio career requires a high 

degree of resilience and mental toughness, something 

we specialise in developing in our clients. 


iQ opinion 

Matthew Darroch-Thompson 

Chair at Suffolk Chamber of Commerce 

Age: 62 



your future? 

In the Chamber of Commerce, at present we are 

most exercised about encouraging long-term ‘joined 

up’ planning investment in the infrastructure of our 

county. This should not only bring employment in 

itself, but also generate increased business confidence 

and opportunities for everyone. Obvious examples 

are investment in transport, broadband and mobile 

phone coverage, as well as making it easier for an 

entrepreneur to set up a new business. 


I hope to carry on with my work in the Chamber, 

as well as in my own company. It’s vital that all 

businesses have plenty of younger, energetic talent, 

but every organisation also needs a few grey hairs, 

people who have been around a bit! Most problems 

have cropped up before, and experienced heads can 

often spot them earlier than less experienced ones. 


on your future in the next 20 years? 

The structural changes to the working world that the 

internet has produced are only just beginning. We 

haven’t seen the half of it yet. Initially we will see 

a huge growth in the ‘gig’ economy, and already it 

seems to me that most school leavers and graduates 

assume that they will start their own business at 

some point. That idea ever hardly occurred to my 

generation when we left education. Of course, in 10 

or so years we may see the pendulum swinging back 

again towards consolidation; some Branson-like figure 

may find a way to gather together, for example, all 

self-employed designers, carpenters or professionals 

into corporate structures. Uber is already starting this 

process with taxi drivers. 



The increase in flexibility of generating an income 

brings challenges as well as freedoms. If I’m right 

about the growth of the ‘gig’ economy, then there 

needs to be more education for those who are part 

of it about managing money, in particular how to 

survive in lean times and in one’s later years. The 

notion of a fixed ‘retirement’ date will, I think, vanish 

for almost all but public sector employees. A natural 

development of the growth in self-employment will 

be the ability to work for far longer but at a reducing 

pace, but this needs planning. 

At 30 years old, members of the ‘gig’ economy need 

to think about how their career structure might 

develop, so they can slow up a bit when they want 

or need to. This also offers opportunities for major 

career changes late in life which would have been 

impossible until recently. A friend of mine in her late 

50s, is giving up a well-paid job in finance to retrain 

as a teacher. I also know a man who had a career in 

forestry who, in his 60s, is now training people to go 

prospecting for gold. If we’re all going to live longer, 

we need to work longer – or die of boredom. 




Are they really 

self-employed? 

Jacqui Burke of Flourishing People, encourages you to ask 

this question regarding any self-employed team members 

iQ HR 

In October, HMRC announced that it planned to 

crack down on businesses that use self-employed 

contracts as a way of reducing their tax burden. It 

believes that up to half a million people in the UK 

may be wrongfully classed as self-employed by their 

employers, denying them protections 

such as maternity pay and pensions, at 

a cost to the Treasury of £300 million 

in lost tax and National Insurance 

contributions. This announcement was 

swiftly followed later the same month 

by a landmark employment tribunal 

ruling against Uber, which made 

it clear that their 40,000 drivers 

in the UK must be treated as 

workers and paid the National 

Minimum Wage. And yet, in 

spite of all this publicity, I continue 

to have worrying conversations with 

clients who are contracting with their 

staff on a self-employed basis, and 

assume this is just a matter of 

personal choice. This is perhaps 

particularly the case where a selfemployed 

sole trader is expanding 

and taking on staff, but wrongfully 

believes that because they are selfemployed 

themselves, that their staff 

will be too. People I have spoken 

with about this recently were not 

aware that HMRC has very strict 

criteria which it uses to determine 

whether an individual can be classified 

as self-employed, and that to fail to employ someone 

correctly, and pay them through the PAYE system, is a 

serious offence. The HMRC website provides a simple 

checklist that employers can use to determine whether 

someone working for them should be classed as 

employed or self-employed. In summary, 

an individual can only be classified as 

self-employed if they: 

• Are in business for themselves, are 

responsible for the success or failure 

of their business, and can make a 

loss or a profit 

• Can decide what work they do and 

when, where or how to do it 

• Can hire someone else to do 

the work (sub-contracting) 

• Are responsible for fixing any 

unsatisfactory work in their own 

time 

• Have agreed a fixed price for 

their work - it doesn’t depend on 

how long the job takes to finish 

• Use their own money to buy 

business assets, cover running 

costs, and provide tools and 

equipment for their work 

• Can work for more than one 

client 

To help you get this right, you’ll 

find more detailed information 

at www.gov.uk/government/ 

collections/employed-or-selfemployed 


Flourishing People 

07770 477688 

www.flourishingpeople.co.uk 

Jacqui Burke established Flourishing People to help smaller, 

local firms develop their people to be the best they can be. 

www.flourishingpeople.co.uk 


The primary causes of 

absenteeism 

In the light of the recently released Absence Management 

Survey, Jacqui Kemp highlights the key points and gives advice 

to employers 

iQ HR 

The 2016 national survey of absence management 

trends was released in November. 1,091 companies, 

comprising a total of 1.8 million people, took part in 

the survey run by The Chartered Institute of Personnel 

and Development (CIPD). The report found that stress 

is the top cause of long-term absence and the second 

highest cause of short-term absence, after minor illness. 

Nearly a third of respondents reported an increase in 

stress-related absence over the past year. 

The Top Causes of Work-related Stress 

Workload and management style were found to be the 

most common causes of work-related stress, which is 

good news, as we can do something to address these 

areas and reduce stress at work. 

Workload and Stress 

I believe that when we look at workload, we need to 

look at what it is that the individual finds stressful about 

their workload and then work together to address the 

issues. 

So much of what causes stress is down to the 

perception of the person. Asking people if they 

feel they are managing their workload well, and 

what it is they feel needs to be changed, can 

help uncover the cause and identify a solution. 

Are they being perfectionist, do they lack the 

skills or knowledge that would help them to 

be more effective, or is something else at play that is 

creating discomfort for them? 

Management Style and Stress 

What is it about the management style that causes 

stress? Is it the ‘accidental manager’ issue - for example, 

a great technician may be promoted but lacks the 

ability to manage people well? Do your managers 

delegate effectively? Do they know how to start difficult 

conversations? Do they hide from conflict? Do they 

communicate effectively? 

No matter what the reason, poor management style can 

be addressed with management training which focuses 

on skills development and behaviour changes. 

Whatever the Answer, Do Something 

It may be that something other than workload and 

management style is causing stress in your workplace. 

So take the time to understand the root cause of the 

problem in your workplace, and work with your people 

to address the problem, helping you to reduce and 

prevent stress at work. 

Namasté Culture helps 

organisations shape performance 

through psychological wellbeing. 

To find out more call 

01954 267640. 


For more information call 01954 267640 

www.namasteculture.co.uk 


iQ advice 

Edmondson Hall was founded in 1994 by Mark 

Edmondson and Anna Hall initially to provide 

legal services to the bloodstock and equine industry. 

We’ve enjoyed successful expansion and now offer 

comprehensive legal services to a diverse range of 

clients in a wide range of areas including commercial 

property, corporate commercial, employment 

law, equine law, family law, litigation and dispute 

resolution, personal injury and fatal accidents, 

private client wills and probate, residential property 

and sports law. An area that has significantly grown 

for the business in the last few years is the legal 

requirements for businesses for digital purposes, 

be these website policies, cookies or gathering data 

online. 

to protect users of the website as well as the website 

owner. 

Before drafting website Ts & Cs, one needs to review 

what exactly the website does or will do. The types 

of Ts & Cs or policies can vary greatly depending on 

the type of website, and additional policies or T & Cs 

may be needed. 

Some questions to consider are: 

• Does or can a user log in to your website? 

• Can users post comments on your website? 

• Can users upload material or contribute to projects 

on your website? 

Website Terms and Conditions 

Most businesses have a website, but not all have 

considered the laws and regulations which 

govern their use. If you have or operate a 

website, you should provide a set of terms and 

conditions (Ts & Cs) on your website. Website 

terms and conditions are important as they 

provide the website’s users with a clear 

understanding of how they are allowed to 

use the website, and of both their and 

your associated rights. Website terms 

and conditions can be used to satisfy 

a variety of different obligations and 

requirements, and can also be used 

Legal Lesson: Website Terms 

and Conditions 

Lorna Kempsell, Chartered Legal 

Executive at Edmondson Hall, 

discusses the legality of listing Ts & Cs 

on your website

iQ advice 

• Do you provide services or sell products through 

your website? 

• Is your business regulated? 

If the answer is yes to any of the above, then it is 

likely that either additional policies or additional 

Ts & Cs will be needed. 

The Privacy Policy 

More and more people are becoming aware of their 

rights to privacy. If a website collects personal data 

either via contact forms, account registration or 

cookies, then a privacy policy will be needed. The 

privacy policy should provide clear guidance on 

what data is collected, how it is used and where it is 

stored or processed, to avoid receiving complaints. In 

addition, if you wish to send marketing 

information to a user then, generally, 

their consent is required. This 

consent is usually obtained by 

having an ‘opt in’ box at the point 

contact details are obtained. There 

will also need to be an option to ‘opt 

out’ of any further communications 

in any marketing communication 

sent. The key to keeping users signed 

up is ensuring the communications 

are relevant and interesting to the 

audience and are received at a reasonable 

frequency. Users are less likely to opt in 

to their data being transferred to a third 

party, so having separate ‘opt in’ boxes 

for your communications and third party 

communications is also recommended. 

Website Cookies 

Generally, if a website uses cookies, or other 

similar technologies, consent is required from the 

user. A user should be able to have the option to 

either accept or decline the use of cookies. If you 

choose not to provide the ability to do this, then 

users should be made aware that cookies are 

being used at a very early stage. This is to 

allow the user either to stop using the website 

or change their browser settings before a cookie is 

set. Common ways of doing this include pop-ups and 

banners or ribbons at the bottom or top of websites, 

informing users of the use of cookies. These popups 

or banners should then link to a detailed cookie 

policy. 

There are additional requirements with regard to 

personal data which need to be considered and 

which may include registering your business with 

the Information Commissioner’s Office. Failure to 

comply with the laws in respect of privacy can result 

in an investigation by the Information Commissioner, 

and, currently, a fine of up to £500,000. Once the 

new General Data Protection Regulation has been 

implemented, some infringements could result in 

fines of up to 4% of annual global turnover or €20 

million, whichever is greater. The UK Government 

has recently confirmed that the new General Data 

Protection Regulation will be implemented in the 

UK, despite the referendum result. At a minimum, 

website Ts & Cs should include: 

• Who you are 

• Who is operating the website (if not you) 

• Who you are regulated by (if applicable) 

• Contact details 

• Details of any other terms and conditions that 

will apply 

• Copyright and Trademark information (and use of 

trademarks and copyrighted material) 

• Permitted use of the website 

• Your liability 

• Privacy Policy 

• Cookie Policy 

• Governing law and jurisdiction 

• How you will notify users of changes to the terms 

and conditions. 

If you have any questions with regard to 

website terms and conditions, privacy policies, 

cookie policies or in respect of the legal 

requirements concerning websites or privacy, 

please contact Lorna Kempsell on 01638 560556 

or email lkempsell@edmondsonhall.com. 


Edmondson Hall Solicitors & Sports Lawyers 

25 Exeter Road, Newmarket, CB8 8AR 

Tel: 01638 560556 

www.edmondsonhall.com 


'Big enough to cope but 

small enough to care’ 

CorporateINTL 

GLOBAL AWARDS 

WINNER 2016

iQ top under 30 

As 2016 draws to a 

close, we caught up with 

a few of our Top Under 30 

winners for a round up of their 

year in business 

It’s that time of year again: late night shopping 

under twinkling lights, elaborate window displays, festive 

social gatherings and the ever-entertaining ‘Secret Santa’! It 

could mean frantic rushes, roaring trade or well-deserved relaxation, but 

whatever your business, this is a time for reflection on the year that has passed 

and anticipation for the future. With this in mind, we spoke to Sadie Burton, 

Callum Bradley and Joe Carrisi to find out about the challenges and highlights that 

2016 brought, and what they are most looking forward to in the New Year. 



Sadie Burton, Brides By Solo 

Sadie takes a leading role at Brides By Solo bridal 

boutique in Newmarket, not only helping brides to 

make that all-important decision, but also making 

alterations and tailoring dresses to their needs. Another 

aspect of the role that she is passionate about is 

attending the bridal catwalk fashion shows to decide on 

which dresses to stock the following year. 

Biggest highlight? 

The shop achieved a 30% sales increase this year, and 

I was a key contributor to this success. I take pride 

in every wedding dress that I sell, especially when 

I’ve chosen a particular style for a bride who wasn’t 

expecting to find a dress with us. I enjoy being in a 

position where not only am I Assistant Buyer - so I can 

choose what dresses we purchase for the Boutique - but 

I get to see brides pick my styles to wear on their 

wedding day. This year I introduced Tea Length 

wedding dresses to Brides by Solo, which have been a 

resounding success and created a niche market for the 

business. 

Biggest challenge? 

The increase in brides has obviously led to more dresses 

needing alterations. I’m the only in-house dressmaker, 

so along with my role of Assistant Manager, it’s been 

an extremely busy year getting all the extra brides fitted 

and out in time. There is no easy answer in wedding 

season, we work 24/7, it’s part of the industry. I’m just 

looking forward to slowing down for a few months over 

the festive period to recoup. 

What will make your 2017 great? 

Every year new Bridal Collections become available 

with new styles and designs. I’m excited to see the new 

Boho designs coming through for 2017/18, a personal 

favourite of mine. I’m excited that I can influence 

what we sell in the shop and be able to attend all the 

overseas bridal fashion shows/trade fayres. This is a 

fantastic perk to my busy job. 

Brides By Solo 

Tel: 01638 661648 

www.bridesbysolo.co.uk 

Joe Carrisi, 

Selfie Clothing 

Selfie Clothing 

Tel: 01638 666432 

www.selfieclothing.co.uk 

Since joining Selfie Clothing in 2015, Joe hasn’t looked 

back. In his varied role in this fast-growing company, 

he is continually learning and evolving with the 

business. Since working within the role, the business 

has seen rapid expansion and is set for a bumper 

Christmas. He loves to get stuck in and sees every day 

as an opportunity to develop his skills. 


My biggest highlight from this year was having Selfie 

Clothing picked up by Not On The High Street. We 

spent many long hours working on product imagery 

and overall awareness in order to gain exposure on this 



Callum Bradley, Dufaylite 

Dufaylite is a leading independent manufacturer 

of ground movement solutions, exhibition stands, 

packaging products and fire protection systems. Callum 

is a 3D Designer and is responsible for creating 

production files for completely bespoke products. 

He also provides design guidance and input on the 

feasibility, and possible approaches, to a brief or 

project. 


The introduction of a staff feedback system that 

encourages any employee to put forward ideas 

for company improvement in any aspect of the 

company. This allows areas of improvement to be 

easily identified and freely discussed by all, leading to 

the formation of a clear roadmap to the successful 

implementation of key ideas that will improve the 

efficiency of the company. 


Creating a project development procedure to help 

improve the flow of information around the company 

and reduce the lead time between project brief and 

customer sign-off. This was done through collaboration 

with all staff members to design a series of documents 

that allow the input of data from one stage of 

development, to people in the following stage that 

require it to carry out their own tasks. 


Expanding my understanding of design in both the 

paper industry and the design industry as a whole, 

whether it be through utilising new software or 

hardware, learning new design methodologies and 

processes, or simply just developing new ways of 

designing a paper product that delivers a practical and 

useful solution to a customer brief. 

Dufaylite 

Tel: 01480 215000 

www.dufaylite.com 

fantastic platform. Receiving confirmation from them 

was hugely exciting and a fantastic boost. After such 

hard work, it was a very proud moment for the Selfie 

team! 


This has to be the monster task of getting a brand new 

product onto the giftware market from scratch. From 

the start, we knew we had created something great, but 

getting the market to take notice was no mean feat! A 

combination of email marketing, sending out samples 

and attending industry events, along with many hours 

spent on the phone to potential stockists and selling 

to retail buyers was tough! But our commitment and 

tenacity paid off, with a super-busy Christmas! 


Overall, I’m looking forward to building on 2016’s 

success. We’ve got loads of fantastic ideas in the 

pipeline for not only adding brand new designs to 

our existing ranges, but also launching entirely new 

products to market. 2016 has been amazing for Selfie 

Clothing, but I’m determined to make 2017 even 

better! 


iQ diary 

Bury St Edmunds Networking 

Breakfast December 

From Regional Brewer to National 

Pub Company: The Story of 

Greene King, with Chris Houlton, 

Managing Director of Brewing 

and Brands at Greene King PLC. 

Date: 2nd December 

Time: 07:30 - 09:00 

Venue: Denny Bros Conference Suites, 

Kempson Way, Bury St Edmunds 

IP32 7AR 

Cost: Members £14.58; non-members 

£22.92 

Contact: Clare Harding tel: 

01284 700800 or email clare@ 

burystedmundschamber.org 

After Hours Networking 

The evening begins with relaxed 

networking opportunities, followed 

by fun speed networking, and a 

spotlight 10 session. Food provided. 

Dates: Cambridge: 6th December, 

3rd January. Bury St Edmunds: 7th 

December, 4th January. Newmarket: 

23rd January 

Time: 18:30 - 21:00 

Venues: Newmarket: The Ormonde, 

Fred Archer Way, Newmarket, 

CB6 7XN. Cambridge: The White 

Horse, 20-22 High St, Milton, 

Cambridge CB24 6AJ. 

Bury St Edmunds: Slates Restaurant, 

Eastgate Street, Bury St Edmunds 

IP33 1YQ. 

Cost: £7.50 payable by paypal or 

on the door 

Contact: Rachel McLeod of R M 

Business Services, 

www.afterhoursnetworking.co.uk 

St Neots Business Coffee 

Morning No Fuss No Fees 

Meet up with like-minded business 

people at this informal coffee 

morning. Find new customers and 

collaborators, and get help and 

advice (and a great breakfast too!) 

Dates: 6th & 20th December, 3rd & 

17th January 

Time: 08:00 - 10:00 

Venue: Moores Walk Café, 20 Moores 

Walk, St Neots, PE19 1AJ 

Cost: Free (Breakfast not included) 

Contact: RSVP at www.meetup.com 

Business in 60: Leadership in 

an Uncertain World 

Explore the psychological 

dynamics between leadership 

and followership and find out 

how to enhance organisational 

cohesiveness in times of economic 

uncertainty. 

Date: 7th December 

Time: 08:30 - 10:00 

Venue: Edmunds Restaurant, West 

Suffolk College, Out Risbygate, Bury St 

Edmunds IP33 3RL 

Cost: £10.00 Chamber members only 

Contact: Clare Harding, 

tel: 01284 700800 or email 

clare@burystedmundschamber.org 

Connect and Climb 

Networking Night 

At this night of informal 

networking and thrill-seeking, 

connect with other businesses in a 

truly unique environment. 


Time: Networking in the café 

18:00 - 19:00; climbing from 19:00 

Venue: Clip n’ Climb, Clifton Road 

Industrial Estate, Cambridge CB1 7EB 

Cost: Informal networking is free. 

Climbing £17.50 per person. 

Further information: Please 

pre-register. Contact Jenni Misseldine, 

Events and Training Co-ordinator on 

01223 209810 or 

email j.misseldine@cambscci.co.uk 

Ely Business Networking 

Relaxed, friendly and productive 

networking including a 40-second 

round, a 4Sight slot, and 3 10 

minutes 1-2-1s with people you 

choose. 

Date: 7th & 21st December, 

18th January 

Time: 08.00 - 10.00 

Venue: The Almonry Restaurant & 

Tea Rooms at Ely Cathedral, CB7 4JU 

Cost: £13.00 

Contact: www.4networking.biz 

Bury St Edmunds BoB Club 

With no pressure for referrals at 

every meeting, BoB Clubs offers 

a more relaxed approach. This 

recently launched, fast growing 

Bob Club is looking for founder 

members. 

Dates: 8th December, 5th January 

Time: 07:30 

Venue: The Bushel, 28-29 St John’s 

Street, Bury St Edmunds IP33 1SN 


iQ diary 

Cost: £12 

Contact: Kathryn Fletcher, tel: 

07889 364348 or 01284 774779 

Suffolk Business Women 

Elevenses in West Suffolk 

No speakers, no gimmicks, just 

relaxed, informal networking 

and the chance to share business 

ideas, business cards and business 

information. 


Time: 10:30 - 12:00 

Venue: Granary Estates, Parsonage 

Farm Lane, Woodditton, Newmarket, 

CB8 9RZ 

Cost: Chamber Members £12.50, 

non-members £20.83 


tel: 01284 700800 or email 


Link4Growth Ltd – 

Link4Coffee – Ely 

An informal drop-in session where 

you can unwind, share knowledge 

and connect with local business 

people and other individuals from 

your local community. 


Time: 10:00 - 11:30 

Venue: The Cutter Inn, 42 Annesdale, 

Ely, CB7 4BN 

Cost: £3.00 for tea/coffee 

Contact: Kate Patterson, 

tel: 07747 186670 

Cambridgeshire Chambers 

of Commerce - Chamber 

Christmas Lunch 

Guest speaker after the festive 

3 course lunch is Mark Reeve, 

Chairman of Chalcroft Holdings, 

Chairman of Greater Cambridge 

Greater Peterborough Enterprise 

Partnership. 


Time: 12:00 - 15:00 

Venue: St John’s College, St. John’s 

Street, Cambridge CB2 1TP 

Cost: Chamber members £50.00 

(+VAT), non-chamber members £60.00 

Contact: Jenni Misseldine, 

tel: 01223 209810 

Bury Breakfast Club 

Network business to business in a 

relaxed but structured atmosphere. 

Listen to regular guest speakers 

from outside of the group, talking 

on current business issues. 

Dates: 9th & 23rd December, 13th & 

27th January 

Time: 06:45 - 08:30 

Venue: The Centre, St Johns Street, 

Bury St Edmunds IP33 1SN 

Cost: an initial 3 month commitment 

of £72, followed by a regular £24 

monthly payment (covers cost of venue 

and catering) 

Contact: 

theteam@burybreakfastclub.co.uk; 

www.burybreakfastclub.co.uk 

www.afterhoursnetworking.co.uk 

Free Business Start Right 

Programme 

Find out how to finance your startup 

and draw up a business plan, 

as well as marketing, and the legal 

aspects of being self-employed/ 

working from home. 

Dates: 13th December 

Time: 09:30 - 13:30 

Venue: MENTA, The Vision Centre, 

5 Eastern Way, Bury St Edmunds, 

IP32 7AB 

Cost: free. Teas & coffees provided. 

Contact: www.menta.org.uk 

BCMS Event 

A free, half-day event designed 

exclusively for business owners 

considering the sale of their 

business. Presented by BCMS 

founding director Dave Rebbettes. 


Time: 09:00 - 13:00 

Venue: The Cambridge Belfry, 

Cambridge, CB23 6BW 

Cost: Free 

Contact: 01635 296193 or register 

online www.bcms.co.uk 

Business Best Start Book 

Keeping 

Find out how to set up a simple 

book keeping process, keeping 

paperwork, developing a paperbased 

system and an Excel 

spreadsheet system. For people 

who have attended the Business 

Start Right workshop. 


Time: 09:30 - 13:30 

Venue: MENTA, 5 Eastern Way, 

Bury St Edmunds IP32 7AB 

Cost: Free. Teas & coffees provided. 



iQ diary 

Cambridge South Business 

Networking 

Relaxed, friendly and productive 

networking including a 40-second 

round, a 4Sight slot, and three 10 

minutes 1-2-1s with people you 

choose. 

Dates: 14th December, 11th & 

25th January 

Time: 08:00 - 10:00 

Venue: The Granta Centre, TWI 

Building, Granta Park, Great Abington, 

Cambs CB21 6AL 

Cost: £13 (cash only) 

Contact: Katie, tel: 07794 546274 

Cambridge Alternative 

Networking (CAN), Cromwell 

Group 

The meetings, held in a welcoming 

environment which encourage 

businesses to get involved, connect 

members with our contacts and 

help find each other new business. 

Dates: 15th & 29th December, 12th 

& 26th January 

Time: 06:45 - 08:30 

Venue: Quy Mill Hotel & Spa, 

Church Road, Stow-cum-Quy, 

Cambridge CB25 9AF 

Cost: £12:50 (+ VAT) 

Contact: www.cambscan.co.uk 

CamJelly CoWorking Event 

Bring your laptop and pop in when 

it suits you. Guest Wi-Fi login from 

reception. Tea and coffee provided. 

From 4pm-ish there’s informal 

networking, drinks and chatting, 

though the keen can continue 

working. 

Dates: 16th December 

Time: 10:00 - 17:30 

Venue: Future Business Centre, King’s 

Hedges Road, Cambridge, CB4 2HY 

Cost: Voluntary contribution of 

£5.00 suggested 

Contact: Mark on 07774 168643. 

RSVP at www.meetup.com 

Cambridge Business Owners’ 

Mastermind Group 

A breakfast meet-up themed 

around collaborative problem 

solving. The group will brainstorm 

solutions to problems facing 

members’ businesses. 

Dates: 16th December, 20th January 

Time: Breakfast 08:45 -10:00; 

Co-working 10:00 - 17:30 

Venue: Cambridge Business Lounge, 

Burleigh House, Burleigh Street, 

Cambridge, CB1 1DJ 

Cost: Breakfast (rolls, tea, coffee, juice) 

£10.00; co-working desk space £12 

Contact: Ed Goodman. 

www.meetup.com 

Business Best Start Book 

Keeping 

Find out how to set up a simple 

book keeping process, keeping 

paperwork, developing a paperbased 

system and an Excel 

spreadsheet system. For people 

who have attended the Business 

Start Right workshop. 


Time: 09:30 - 13:30 

Venue: MENTA, Haverhill, 2 

Hollands Road, Haverhill CB9 8PU 

Cost: Free. Teas & coffees provided. 


Whipping it up at the 

Workstation 

This monthly, collaborative 

networking event combines formal 

and informal networking with two 

super informative presentations 

by a keynote speaker and a guest 

speaker. 

Dates: 21st December, 18th January 

Time: 18:00 - 20:00 

Venue: The Work Station 2 

Huntingdon Street, St Neots, Cambs 

PE19 1BG 

Cost: £10.00 

Contact: RSVP at www.meetup.com 

Informal Networking 

Evenings 

Take advantage of this great 

opportunity to make new business 

connections. Open to non- 

Chamber members. Ask about the 

benefits of Chamber membership. 

Dates: Ely, 9th January; Cambridge, 

19th January; Fenland, 25th January 

Time: 17:00 - 19:00 

Venues: Ely: The Lamb Hotel, Lynn 

Road, Ely CB7 4EJ. Cambridge: 

Holiday Inn, Bridge Road, Impington, 

Cambridge CB24 9PH. Fenland: 

Octavia View, 10a-14 South Brink, 

Wisbech PE13 1JQ. 

Cost: Free 

Contact: Call Peter Watts, the 


iQ diary 

Chambers’ Membership Development 

Officer, on 07545 697799 or email 

p.watts@cambscci.co.uk. 

Maximise your 

Membership - Cambridge 

Find out about the benefits of 

membership of the Chamber, 

including promotional 

opportunities and cost-saving 

service provision. 

Date: 12th January 

Time: 09:30 - 11:00 

Venue: Milton Hall Cambridge Ltd, 

Ely Road, Milton, Cambridge 

CB24 6WZ 

Cost: Free. Booking advised. 

Contact: Bren Coleman 

b.coleman@cambscci.co.uk or call 

01223 209811 for more details 

Business in 60: Motivation: 

Myths and Realities 

A fast, fun and informative way to 

learn new skills and improve your 

business offer. Limited to only 20 

delegates per session and available 

only to members of Suffolk 

Chamber of Commerce. 


Time: 08:30 - 10:00 

Venue: Green Duck, Technology House, 

Western Way, Bury St Edmunds, 

IP33 3SP 

Cost: £10 Members only. 


tel: 01284 700800, email 


www.mychamber.co.uk 

Global Business Network 

A monthly informal networking 

event for exporters or those 

considering it. Claire Few, of 

Chadwick Export Services, will 

talk about international payment 

terms, and how you can manage 

your risks. 


Time: 17.00 - 19.00 

Venue: The Moller Centre, Storey’s 

Way, Cambridge CB3 0DE 

Cost: Free 

Contact: For more information please 

call Helen Bosett on 01223 209815. 

Building your team for the 

Future 

GetSet for Growth East of 

England’s expo is designed 

for businesses looking to grow. 

Keynote speakers will advise on 

how to engage and inspire your 

team. 

Date: 8th February 

Time: 9.00 - 13.00 

Venue: Girton College, Huntingdon 

Road, Cambridge, CB3 0JG 

Cost: free to attend for businesses 

expecting to increase their headcount by 

20% in the next 12 months. 

Contact: Register online: http://www. 

getsetforgrowth.com/register/ 

Coffee means business 

No membership, no pressure, 

just great networking over coffee. 

A relaxed and informal business 

networking event for all local 

businesses. 


Time: 9.30 - 11.30 

Venue: The Clubhouse, Bury Town 

Football Club, Ram Meadow, IP33 

1XP 

Cost: £2 on arrival 

Contact: 0800 085 5090 or register 

online: www.menta.org.uk 

Alternative Business 

Networking 

Inclusive event focusing on 

networking, working together and 

gaining valuable connections. 

Receive business support whilst 

building on PR and social media. 


Time: 9.30 - 12.30 

Venue: InWorkshop, Unit 7, Ailwin 

Road, Moreton Hall Industrial Estate, 

Bury St Edmunds, IP32 7DS 

Cost: £10 

Contact: Glenn Hoddy, 

07534354739 

Business in 60 

Fast, fun and informative skill 

session. Limited to 20 Suffolk 

Chamber of Commerce members 

delegates, learn 7 ways to get the 

best from your team. 

Date: 23rd February 

Time: 8.30 - 10.00 

Venue: Green Duck, Technology House, 

Western Way, Bury St Edmunds, 

IP33 3SP 

Cost: £10.00, members only 

Contact: www.suffolkchamber.co.uk 


We are really excited to have opened our London Celik’s Mensroom 

at the end of October adding to the already well-established, 

well-loved three other establishments. This exciting new venture is 

in the heart of London on Gray’s Inn Rd, Holburn. 

97 King Street, Cambridge, CB1 1LD 

01223 461811 

22 High Street, Newmarket, CB8 8LB 

01638 667878 

96 Risbygate Street, Bury St Edmunds, IP33 3AA 

01284 701010 

178 Gray's Inn Road, Holborn, London WC1X 8EW 

0207 8373454 

Visit www.celiksmensroom.com for a full 

list of services and find us on 

and 

follow us on 

@celiksmensroom 

OPEN 7 DAYS A WEEK 

VELVET 

AWARD 

WINNER 

2013 

FOR 

HAIR

iQ marketing 

marking milestones 

When marketed to audiences effectively and inclusively, 

anniversaries can garner awareness and recognition 

Want to promote pride in your business? Build goodwill with a company’s current clients and 

attract prospective clients who don’t know much about your business? Want to drive public 

understanding or engagement within an industry you work in? Marking a corporate anniversary 

is a strong PR and marketing initiative that can help to bolster all of the above. 

Our region has seen a whole host of celebrations recently, and you may have noticed all types 

of businesses across East Anglia marking anniversaries of their own. We take a look at how 

businesses in our region and further afield have been utilising corporate, industry or founding 

milestones to spread awareness amongst consumers and other businesses alike. 


iQ marketing 

One of the biggest celebrations the 

region has seen recently has come 

from the Home of Horseracing. 

2016 marked the 350th year of 

horseracing in Newmarket, where 

King Charles II set out the rules of 

modern horseracing. Newmarket 

Racecourses led the celebrations 

and communications around this 

landmark year with an integrated 

campaign spread across various 

marketing and event experiences. 

The message was spread through 

a year-wide campaign, taking 

into account current racing fans, 

prospective racegoers and day 

visitors, across the town, region and 

country. With special activities and 

celebrations happening all year, 

Newmarket Racecourse wanted 

to make 2016 a year that would 

heighten awareness of the offering 

on course, and cement Newmarket’s 

historical significance in racing 

history. 

An immersive campaign ensued, 

with a dedicated hub site, www. 

weare350.co.uk, which allowed 

consumers to submit their 

own memories to a timeline of 

Newmarket, and covered all the 

racing highlights and upcoming 

events, as well as encouraging visitors 

to engage with the racecourse 

itself. BBC Look East recorded an 

exclusive Inside Out show covering 

the 350th anniversary, which 

showcased the Town Plate, the 

longest running amateur flat race, 

as the central story. Qatar royalty, 

Shiekh Fahad Al Thani, who won 

this historic race, unveiled a specially 

commissioned statue of King 

Charles II to the public, alongside 

three of the monarch’s direct 

descendants. 

In the lead-up to the closing 

ceremony of the 350 celebrations, 

600 Newmarket Academy students 

helped to create a giant 350, for 

a aerial photograph, a fun social 

media image and photo story that 

was a hit with local media. Last 

but not least, Her Majesty The 

Queen arrived by helicopter on the 

4th November to unveil a statue 

of herself on Birdcage Walk and 

then officially open The National 

Heritage Centre for Horseracing 

and Sporting Art, gaining national 

coverage. 

Marketing for this momentous 

year spanned a 12-month, 

integrated campaign, in the form 

of advertising, both digital and 

traditional, social media, and an 

integrated, intense PR programme 

for the entirety of the year. With 

an official time capsule, PR stunts, 

and video production, Snapchat 

integration and specially created 

statues, Newmarket Racecourses 

successfully garnered awareness of 

their offering as a racecourse, as well 

as the draw and heritage of the town 

on a national and local scale. 

Non-commercial anniversaries 

also garner big responses, as the 

following specific example of 

the centenary of World War 

One demonstrates. This 

anniversary spans three 

years and is designed to 

commemorate those who 

died in World War One. 

1418 NOW, the UK’s arts 

programme for the First World 

War centenary, gives people across 

the UK the chance to experience 

various artistic experiences, chosen 

specifically to highlight the sacrifices 

made in the First World. From the 

Poppies tour across the UK, to 

Dazzle Ships and the #wearehere 

silent soldiers, 1418 NOW stages 

large-scale artistic experiences which 

are specifically created to drive 

engagement, awareness and shape 

public perceptions of remembrance. 

Taking the idea of milestones and 

anniversaries to a new level, this 

initiative requires public viewing, 

engagement and corporate 

sponsorship to thrive, but has seen 

PR increase as well as a rise in social 

media engagement and discussion 

about the centenary. 

Back to East Anglia, 

where, this year, the 

region’s largest 

independent 

department store, 

Glasswells, 

has 

been 


iQ marketing 

celebrating its 70th anniversary 

with a host of marketing activities 

to spread awareness of its heritage 

and its name for delivering great 

goods and services. With a birthday 

party weekend, free Father and 

Mother’s day meals, displays of 

furniture through the ages and 

large-scale sales and refurbishments, 

Glasswells has been celebrating in 

style. Its anniversary marketing all 

centred on the company's vision: 

delivering fantastic home furnishings 

with outstanding customer service. 

All activities were devised to 

engage the company's target family 

audience, with treats galore to attract 

prospective and current customers to 

the stores. 

Addenbrooke’s in Cambridge 

recently celebrated 

its 250th 

anniversary 

as well. 

2016 saw 

it debut 

a new 

anniversary logo, dedicated 

microsite, and a slogan ‘celebrating 

our past and caring for your future’ 

announced by the hospital. To 

celebrate the hospital’s 250th year, 

Addenbrooke’s Charitable Trust 

(ACT) supported the hospital 

as it hosted a programme of 

events throughout the year. These 

events included ‘Animating the 

Archive’, where local schools and 

the community created projects 

and events to bring the archive to 

life, a sponsored walk for all the 

family, The Birthday Ball, Art @ 

Addenbrooke’s, and a number 

of lectures, as well as a specially 

commissioned painting. For the 

first time ever ACT took part in 

the City Council’s ‘Big Weekend’ 

with a Health and Wellbeing village 

where people could engage with 

activities put on by the hospital. The 

anniversary was a prime opportunity 

for the hospital to discuss how it 

was started and by whom, what the 

vision was, and to celebrate some of 

the faces that have made the hospital 

what it is today. 

Through anniversary celebrations 

like those listed above, as well as 

marking huge events, businesses, 

not for profit organisations and 

corporations can not only help to 

spread awareness and engagement, 

but can help educate potential 

customers about their brand, as 

well as reward those within the 

business. It’s a fun and inviting 

marketing tactic that, when 

used effectively, can really 

help a business to grow. 

So, what have you got to 

celebrate? 

Building milestones step 

by step: 

1. Identify a key milestone for 

your business, for instance: 

a company birthday; the 

anniversary of a partnership 

with another business or charity, 

or an industry milestone (a la 

Newmarket Racecourse) 

2. Look at who you want to target 

with your milestone messaging. 

These could include: employees; 

clients; prospects; potential 

employees; shareholders or the 

media. 

3. Create a 12-month campaign 

to celebrate this milestone 

effectively. Ensure you start to 

plan at least 3 months prior to 

the beginning of the anniversary 

year to give enough time to 

pre-organise activity elements 

4. Marketing tactics you could 

utilise within this plan include: 

PR; advertising - both on a 

traditional and digital aspect; 

e-marketing; social media; 

experiential activity; company 

party; commemorative branding 

and content creative, including 

video activity and direct mail. 

5. Ensure you include goals, 

budget and target audiences, to 

align your activities with your 

company. 

For help marketing your next celebration 

contact cubiqdesign. Tel: 01638 666432 

www.cubiqdesign.co.uk 


iQ advertising 

The old adage 

Elyssa Fagan explores 

the question: In this day 

and age, does advertising 

really work? 

As someone with a heavily PR-led 

background, I work with third party 

media sources to cover stories on 

my clients in the media. A PR lady 

myself, I value my ability to secure 

this type of media coverage for my 

clients; it never gets old, securing 

earned media and showing this to 

clients. 

PR is important; coverage in media 

publications for your product or 

business is, in effect, third party 

endorsement, which is seen as more 

valuable and more credible than 

if you were to pay for advertising. 

However, does this mean that 

advertising isn’t valuable? 

Absolutely not. 

Advertising is an important part of 

your marketing toolkit that shouldn’t 

be ignored. Gaining visibility and 

promoting your business through 

paying for space within a third party 

publication is an age-old practice. 

From traditional media through 

to digital practices and broadcast, 

advertising options are now endless, 

and often businesses are left thinking, 

does advertising actually work? 

This question is often posed by people 

really thinking the following: ‘Is 

traditional advertising really worth 

the investment?’ This really depends 

on a number of elements including 

the size and status of your business, 

what you’re looking to achieve from 

your advertising, who you’re looking 

to target, what other marketing 

tactics you’re utilising to complement 

this advertising and, of course, your 

budget. 

Large businesses can afford the high 

cost of conventional advertising 

in printed nationals, with the tools 

and budget to place a number of 

adverts across a number of titles and 

mediums. TV advertising is still the 

strongest advertising medium. Pulling 

in 37% of global ad spend in 2015, it 

has the highest efficiency at achieving 

KPIs to drive sales, profit and market 

share, and when bolstered by digital, 

the return on investment soars. The 

combination of TV and digital is the 

most powerful form of advertising, 

giving a 60% greater return than 

other mediums. 

Research from the Advertising 

Research Foundation, which looked 

at 5,000 global campaigns and 12 

years of data to compile its 

most recent results, showed 

that advertising does indeed 

work, and outlined that 

advertising across multiple 

platforms equals higher 

ROI for businesses. The 

study also showed that 

too much frequency in 

advertising and messaging across 

one single platform can lead 

to diminished results, and that 

businesses should look to smart 

spending across specific combinations 

of, traditional alongside new media. 

This is great news for companies 

with large spending power, but small 

businesses need to be more strategic 

when looking at attributing budgets 

to platforms. 

A key part of marketing which 

businesses need to ensure, whether 

this be through look or style, creative 

key messages or an aligned red 

thread, is that the advertising, digital, 

SEO, web content, social media 

content, PR and branding all align 

cohesively across the board. Whilst 

differing platform advertising or 

release or copy can alter in content 

or format to best tailor the platform 

and audience, they should all fit 

together in one way or another. 

This would act as a giant marketing 

puzzle; customers should be able to 

see that all pieces, whether viewed 

independently or together, belong to 

your brand. 


iQ advertising 

So we now know that advertising 

works, but these days it’s not just 

about placing one or two ads in a 

national; if you’re looking to reach 

those hard-to-please millennials, 

you’ll need to engage audiences 

and use more new media practices 

to create awareness for your brand. 

Social media, such as Facebook, 

Twitter, Instagram and now, 

Snapchat, are fun ways to engage 

audiences in subtle ways. Many 

millenials now rely on word of mouth 

and what their friends are sharing 

to make decisions, so influencer 

endorsement through platforms 

such as YouTube and Instagram, are 

becoming more and more effective 

and sought after by brands. Combine 

these with some traditional media 

and you’re onto a winner. 

Target audiences: Who are 

you looking to engage with? If it 

is consumers, what type? Mothers 

with children, men aged 40+, or 

millennials? 

Platforms: What platforms work for 

your target audience? Is this audience 

more likely to respond to a Facebook 

advertisement with a creative tailored 

to them, or would they react better to 

a video promoting a product, or an 

advert in their local paper? 

Aims: What is a business trying to 

achieve with this advertising push? 

Is it looking for a consumer to do 

something specific, such as enter a 

poll, hand over data or buy 

a product? Does 

it want 

to drive people to the website for an 

education piece? Is it educating and 

driving them to take action, or simply 

engaging them? 

KPIs: How will you measure success? 

Google Analytics research says that 

typically it takes six to eight touches, 

or a consumer seeing or engaging 

with your brand at least six times, 

before they’re likely to buy, which 

means the more you can spread your 

advertising and marketing, the more 

likely you’ll see return on investment. 

If you don’t have the budget 

to invest in influencer 

engagement, look at 

more cost effective 

options such as PPC, 

retargeting and social 

media advertising, 

and combine them 

with traditional 

advertising packages 

in smaller titles with 

digital reach, that 

cater specifically 

towards your desired 

audiences. These are 

a good place to start, 

once you’ve identified 

the following: 

If you’re looking for help with your 

marketing, PR and advertising or 

media buying, please get in touch 

with Cubiqdesign: www.cubiqdesign. 

co.uk or call 01638 666432. 


Understanding branding 

iQ branding 

Branding by 

Cubiqdesign for 

skincan 

Are you hopeless when it comes to Brand ‘Harmonisation’? Puzzled by Brand ‘Personality’? 

Or maybe you’re just mystified by overall ‘Brand Management’? We speak to John Treby, from 

Cubiqdesign, to gain an insight into this important, but sometimes confusing, aspect of business 

What is the difference between a brand and a 

logo? 

For me there are many different aspects that make up 

a brand. A logo mark is just the start and should be 

developed through into colour palettes, iconography, 

visual imagery, tone of voice, and even as far as the staff 

within the company. 

A brand for me is something that is recognisable without 

a logo. A great example of this is when we hear the 

“Holidays are Coming” song and we immediately think 

of Coca Cola’s big red trucks. 

What is the importance of a strong brand? 

With any brand, the purpose is to build recognition, 

brand loyalty and trust, and generate new business. If 

you can create a campaign that is instantly recognisable 

as your brand, then you can engage with readers or users 

quickly, which is extremely important in today’s fastpaced 

digital age. 

A professional, well thought-through brand will build 

trust with customers - how many websites have you been 

to and thought, I’m not sure if I trust this company? A 

strong brand represents a company’s ethos and values. 

If you’re selling children’s toys, a corporate blue with 

a serif font isn’t going to appeal to your target market. 

However, if you’re a start-up tech company, the fonts 

and colour palette need to reflect a simple, clean, and 

modern feel; a cluttered look would tell the wrong story. 

What is the key to creating a good brand? 

The key is to ensure that you fully understand the 

company. Make sure you know its ethos and core 

values, why it is in business, what it stands for and how 

it operates. Once you understand this, you then need to 

understand the marketplace, and the competition within 

that space. 

How can you tell that your company requires a 

rebrand? 

Your brand should stand out when compared to your 

competition. It should clearly convey your company 

messages and it should flow seamlessly throughout all 

of your marketing material. If this is the case, you’re 

certainly on the right track! 

What are the main questions a company should 

ask themselves when creating their brand? 

Who are we targeting? What are our USPs? What makes 

us different? What are our values? Why do clients use us? 

Why should clients use us? 

What is your favourite brand and why? 

At the risk of being predictable, I’m going to have to say 

Apple! From the logo, typography and photographic 

style, right through to the website, packaging and 

product - every element of the brand is perfectly 

designed, instantly recognisable and looks effortless. 

cubiqdesign 

www.cubiqdesign.co.uk 

01638 666432 issue 18 | page 55

iQ venues 

A Guide to Corporate Venues 

Looking for a local venue to hold a 

business event of some kind? We’ve 

rounded up a few of the best in the 

local area. From large corporate 

seminars to smaller, more informal 

team building events, take a look at 

what’s on offer 

The Granary Barns 

Located in Woodditton, just outside 

Newmarket, The Granary Barns is a unique 

setting for any corporate event. Its idyllic, 

rustic barn offers a relaxing, comfortable 

atmosphere for any business function 

or meeting, and the on-site team will 

happily take care of the finer details. 

Parsonage Farm, Woodditton, CB8 9RZ 

Tel: 01638 731230. www.thegranaryestates.co.uk 

Bedford Lodge Hotel & Spa 

The Bedford Lodge Hotel & Spa in Newmarket 

houses six dedicated conference and event rooms with 

everything you could need. From an informal meeting 

for 2, to a 200-strong business seminar, the in-house 

conference team is on hand to help everything run 

seamlessly. The picturesque setting and stylish interior 

makes this a preferred choice with many. 

11 Bury Road, 

Newmarket, CB8 7BX 

Tel: 01638 663175 

www.bedfordlodgehotel.co.uk 

The Farmers Club 

With a range of function and meeting rooms, as 

well as serviced offices, The Farmers Club in Bury 

St Edmunds is a popular choice with many. Whether 

you’re looking to hot desk or hire the entire venue, 

it’s accommodating to all. The venue has in-house 

catering options, plenty of car parking and free WiFi 

throughout. Looking for something on a regular 

basis? Be sure to enquire about their membership 

packages. 

10 Northgate Street, Bury St Edmunds, IP33 1HQ 

Tel: 01284 750969. www.bsefc.co.uk 

Hotel Felix 

Just ten minutes from Cambridge station, Hotel Felix 

is a great choice for meetings and conferences close to 

the city centre. Overlooking their gardens and terrace, 

each of its rooms boast an abundance of character. 

From team building functions to business meetings or 

dinners, Hotel Felix have it covered, whatever your 

capacity or function. 

Whitehouse Lane, Huntingdon Road, 

Cambridge, CB3 0LX 

Tel: 01223 277977. www.hotelfelix.co.uk 

The Bull Inn 

Stepping out of the office makes for a refreshing 

new environment in which to hold both internal and 

external business meetings or events. The Bull Inn, 

near Mildenhall, hosts a variety of private events and 

offers exclusive dining packages too. Choose from its 

Snug, Library or Oakroom, depending on capacity 

and function. 

The Street, Barton Mills, IP28 6AA 

Tel: 01638 711001 

www.bullinn-bartonmills.com 


iQ venues 

Tuddenham Mill 

If you’re seeking a stunning location for a small-scale 

business function, Tuddenham Mill is a wise choice. 

Within easy reach of both Newmarket, Bury St 

Edmunds and Cambridge, its laid-back, chic meeting 

room is an impressive space for both colleagues and 

clients. Let the team arrange the space however 

you wish, and make the most of their refreshment 

offerings. 

High Street, Tuddenham, Suffolk, 

IP28 6SQ 

Tel: 01638 713552 

www.tuddenhammill.co.uk 

The Jockey Club Rooms 

Having been at the heart of British horseracing 

for over 250 years, The Jockey Club Rooms in 

Newmarket has hosted many board and committee 

meetings and offers a prestigious alternative to other 

hotel and conference centre locations. It has the 

capacity to accommodate up to 130 and offer luxury 

facilities and dining options. 

101 High Street, Newmarket, CB8 8JL 

Tel: 01638 663101. www.jockeyclubrooms.co.uk 

The Northgate 

Following its much-anticipated opening in November, 

The Northgate has a designated meeting room which 

can accommodate business meetings of any type. 

From breakfast gatherings to group seminars, board 

meetings or team gatherings, this stylish new venue is 

another wise choice for smaller affairs. 

Northgate Street, Bury St Edmunds, IP33 1HP 

Tel: 01284 339604 

www.thenorthgate.com 

Newmarket Racecourses 

With space for up to 500 guests, Newmarket 

Racecourses is a perfect choice for a much larger 

event. From national conferences to award ceremonies 

and business banquets, the racecourse in Newmarket 

is renowned for making events memorable. Its variety 

of spaces and options is entirely flexible. 

Rowley Mile Racecourse, Newmarket, CB8 0XE 

Tel: 01638 675500 

www.newmarket.thejockeyclub.co.uk 

Ravenwood Hall Hotel 

This 16th-century hotel, located just off the A14, is 

a renowned favourite in the area for conferencing. 

With space for up to 130 people, the versatile Pavilion 

space can be transformed into an informal or formal 

meeting space; alternatively, the grounds can house a 

marquee with a capacity of up to 500. 

Rougham, Bury St Edmunds, IP30 9JA 

Tel: 01359 270345 

www.ravenwoodhall.co.uk 


iQ venues 

The Swan Hotel 

The Swan Hotel in Lavenham is a heritage setting 

with modern conference and meeting facilities which 

are flexible dependent on size and function. Take a 

break from the office and enjoy a countryside setting 

to inspire new ideas and spark discussion. There are 

also a range of dining options on offer too. 

High Street, Lavenham, CO10 9QA 

Tel: 01787 247477. www.theswanatlavenham.co.uk 

Newmarket Meeting Rooms 

Set in 7 acres of the picturesque grounds at Fordham 

House Estate, Newmarket Meeting Rooms has an 

inspirational atmosphere for both meetings and 

conferences. With seating up to 20 in boardroom 

style, or 35 in a conference style, the space is versatile 

for all. Choose from a range of ‘Inspire Meeting 

Packages’ including business coaching, team building 

and a range of short lifestyle courses to create 

positive experiences and enthuse as well as inspire 

your group or team. 

Fordham House, Newmarket Road, 

Fordham, CB7 5LL. Tel: 01638 429445 

www.newmarketmeetingrooms.co.uk 

Rosewood Pavilion 

Sitting in a private stud in the Cambridgeshire 

countryside, Rosewood Stud is an exclusive venue 

with an abundance of facilities. Versatility is at the 

forefront of Rosewood Pavilion’s facilities and its 

function room can be easily adapted to suit your 

requirements. From formal presentations or business 

events to perhaps something a little more low-key, be 

sure to find out more about what’s on offer and how 

they can assist. 

Rosewood Stud, Freckenham Road, 

Chippenham, CB7 5QH 

Tel: 01638 723155 

www.rosewoodpavilion.co.uk 

Co. 

Cherry Hinton’s new health-conscious eatery has 

space for relaxed, informal conferences and meetings 

in its rear function room. Since opening earlier 

in the year, Co. has already housed a number of 

different events and is more than happy to provide 

refreshments for a small-sized business gathering. 

15 High Street, Cherry Hinton, CB1 9HX 

Tel: 01223 778080 

www.cofifteen.co.uk 

Allia Future Business Centre 

Providing flexible access to workspaces such as 

serviced offices, co-working spaces, virtual offices, 

conference facilities and meeting rooms, this venue is 

adjacent to Cambridge Science Park and really has all 

of your business needs covered, making it perfect for 

housing any type of business function. 

Allia Ltd, Future Business Centre Cambridge, King’s 

Hedges Road, Cambridge, CB4 2HY 

Tel: 01223 781200. www.futurebusinesscentre.co.uk 


Give yourself the best 

possible gift this year… 

A chance to change your life. 

The rapid medical weight 

loss programme. 

Richard 

Lost: 5st 10lbs 

12 weeks 

Discover the best 

version of you! 

"The hardest part of this diet is deciding it's time to change 

something about yourself, but if you’re reading this then you’re 

90% there. I was nervous being a 30 something male in bad shape 

going into Alevere, but once you’re in, the staff and doctors walk 

you through everything, and you feel at ease straight away. 

With good planning and listening to the girls the diet is not hard. 

I didn't feel hungry and my energy levels were noticeably higher to 

myself and others. The treatments can be fun if you chill out, listen 

to the music and chat away. I would thoroughly recommend the 

programme to anybody" 

article by 

Sammi Nice 

WWW.ALEVERECAMBRIDGE.CO.UK TEL 01954 488008 

7 HAZLEWELL COURT, BAR ROAD, LOLWORTH, CAMBRIDGE CB23 8DS

iQ review 

How To Have A 

Good Day: 

Harness The Power of 

Behavioural Science to 

Transform Your 

Working Life 

Author: Caroline Webb 

Published: February 2016 

Available at www.amazon.com 

Review: How to Have a Good Day, by economist 

and former McKinsey partner, Caroline Webb, has 

been listed in Forbes’ ‘16 Must-Read Business Books 

For 2016’. It offers an insightful understanding of 

how to balance working life, using findings from 

recent studies which analyse a number of different 

elements - behavioural economics, neuroscience and 

psychology. Behavioural science is more advanced 

than ever, meaning we are able to extensively study 

how our brains work and look at why we make the 

choices we do. How to Have a Good Day focuses on 

making each day the best day by looking at seven 

different ideas: time management; understanding 

priorities; meaningful interactions; being resilient 

to setbacks; doing our best; maintaining energy 

levels and of course, enthusiasm and enjoyment. By 

controlling such elements ourselves, Caroline Webb 

believes that each day is of better quality and we 

are able to overcome common challenges. Webb’s 

science-based approach has already enhanced 

both performance and overall happiness in the 

workplace for a number of different organisations 

and businesses. Jam-packed with real life stories of 

those using Webb’s ideas to enhance their working 

lives, this book is a must-read if you’re seeking to 

further your professional development and career. 

Whatever your role, level or sector, this is a heavilyresearched, 

insightful manual, applicable to all. A 

great read for the New Year... 


iQ review 

If I Could Tell You 

Just One Thing... 

Encounters 

with Remarkable 

People and Their Most 

Valuable Advice 

Author: Richard Reed 

Published: November 2016 

Available at www.amazon.com 

Review: If I Could Tell You Just One Thing... 

details the adventures of Richard Reed, the cofounder 

of the world-renowned Innocent Drinks, 

and the inspirational figures he met on his journey 

to make Innocent a leading brand. You may be 

surprised to learn that Innocent Drinks began as a 

small smoothie stall on a street corner! Reed says 

his success is down to four pieces of advice he was 

given. So, ever since, he has taken the opportunity 

of meeting new people as a chance to ask them for 

one piece of valuable advice. 

“The right piece of advice can change your life. It 

has for me on several occasions. This book captures 

the very best pieces of advice from some of the 

world’s most remarkable people, be they presidents 

or popstars, entrepreneurs or artists, celebrities 

or survivors. With all my royalties going to social 

inclusion and mentoring charities, I hope that this 

book of wisdom, published by the passionate team 

at Canongate, will help change many other lives 

too,” Reed said. 

Just some of the remarkable people who share 

their wisdom include: President Bill Clinton, Sir 

Richard Branson, Dame Judi Dench, Sir David 

Attenborough, Bear Grylls, Simon Cowell, Annie 

Lennox, Jo Malone, Mike Bloomberg, Andy Murray, 

James Corden and Joanna Lumley, to name a few. 

These varied and vibrant personalities have each 

offered an insightful outlook on life and how to make 

the most of it. All contributing pieces of advice are 

complemented by a pen and ink portrait by British 

artist, Samuel Kerr. It’s a hugely entertaining read 

which is stunningly designed and will appeal to all. 


What’s 

Trending? 

This month 

Year-End Planning 

Visit www.streetsweb.co.uk to 

download our guide to effective tax and 

or call 0845 880 0320

IQ Magazine Issue 19

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