Friday 12 November 2010

Social Media - Round-up of Tools for Business

Over the last few weeks we’ve looked at how a range of social media tools can be used profitably. Now’s a suitable time to summarise the key ones relevant to business:

Twitter can be used to promote any business, especially B2C (business to consumer) if you can make it fun. You can just send messages, or include pictures, videos and links to web pages. Can be used for other purposes such as technical support. Try to converse with people, rather than just broadcast. See the “Twitter Away” blog for tips

Blogging tools such as Blogger (Google) and WordPress provide a place to self-publish  articles on any topic relevant to your business. Comments from readers can produce a debate and engagement.

Facebook is where people play. Any business can take advantage, but again mainly B2C if you can make it fun. It is great to be interactive with followers/fans. The “Pages” function should be used for businesses, for example to distinguish your own posts from others.

FourSquare is one of several location-based systems, such as Gowalla, Facebook’s Places and MerchantCircle. Pubs, shops and other venues can provide linked incentives. Your business will usually be on there without you asking. You can welcome and encourage positive comments, but watch out for derogatory ones.

eCademy is more of a club for UK-based small businesses and solopreneurs. Useful if that is your market or you are looking for collaboration. Biznik is a US-based alternative

But LinkedIn has become the dominant place for professionals in industry and commerce. Other systems such as Plaxo and Fast Pitch trail behind.

MySpace provides specific functionality for musicians and other performance artists, such as gig lists, downloadable music and videos. Reverbnation is an alternative, or use both.

YouTube is great if video can play a part in your business. These can be embedded into websites and blogs, and linked from tweets on Twitter. Go for it!

There are many more, but that's enough to be getting on with!

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Thursday 11 November 2010

Escaping Excel Hell – Improving Month-End Reporting

It’s month end. Reports need to be produced. The finance team are ordering in pizza to get them through the evening. Why? The only way they can produce the information that Group and local management require is to download transaction data to a spreadsheet and reanalyse it. Sound familiar?

It’s not just at month-end. The same thing happens at other times of the month, whenever any other reports need to be produced. So-called “analysts” are spending too much of their time as “Excel jockeys” rather than using their business expertise to use the information they produce to drive business improvements. They are also more likely to move on quickly if they can, inevitably causing disruption that is best avoided.

Last week we asked whether databases were the ultimate Excel add-in. Whilst Excel’s pivot table capability can be very powerful, recently enhanced with PowerPivots in Excel 2010, Excel struggles with larger data volumes.

It’s times like this that a database comes into its own. It can be MS Access or MS SQL, which has multi-dimensional functionality in “Analysis Services”, or a multi-dimensional OLAP system. These can form the basis for far quicker and better analysis. In many cases (but not all) Excel can still be used as a front-end to take results and format them for presentation.

They key is that analysts need to be able to control their own system, and not have to wait for someone else to make any changes. This is why Excel is so popular. But most analysts are perfectly capable of building and maintaining the databases needed for reporting. Depending on the system used, this can also be used to improve budgeting and forecasting.

So why do so many businesses still only use Excel?

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Wednesday 10 November 2010

Strategic Business Planning - Turning Ideas into Reality

So you’ve come up with an idea for a business, within a corporate or independently. This may be into an established market, you may be planning to be disruptive by doing things differently in some way, or you want to market some new technology into a totally new market.

Commercialising technology is always interesting, whether it is what you are selling or what you are using to approach a market differently.

You’ve researched competitors, both direct and indirect, established there is a “pain” that produces a market worth pursuing, and identified the way you are going to approach it. You’ve clearly identified your customers or clients, and carried out segmentation of them to focus your efforts. Maybe you will focus on one town or region, or be looking to expand internationally.

If you’re in B2B (business to business), you’ve identified the roles of people, not just the businesses, and decided on which vertical markets (industries), horizontal (offering) and size you will target. Maybe you’re going for a niche which is the intersection of all three, if that market’s big enough. If not big enough, you’re spreading out on one of the three axes.

Maybe you’re looking at two seasonal businesses that between them cover most or all the year. Or some other combination, such as started Kent’s bus company, using the trucks to take farm produce to London markets overnight, and changing the body to take people to places in the day. Imagination counts.

You’ve got a first-cut marketing plan, your promotional mix, and reckon you can generate enough business from reasonable marketing spend to make it all worthwhile. You’ve looked at how you can leverage social media and other low cost techniques in addition to any major spend.

And now it’s time for the financials!

FINANCIALS

What is going to be your pricing? Would you be better off selling fewer at a higher price, or be more competitive and live off slimmer margins? The slimmer the margins, the tighter the systems need to be. Or is it a service where most of the costs are fixed, with the volume of subscriptions critical to success? Indeed what are the fixed and variable costs, and where is your breakeven point?

Will you be selling via retailers, resellers or other intermediaries? Can you get direct to end-customers via the internet or printed media, with a customer services team, or do you need a sales team on the ground? How much are you going to have to give away in sales commissions to agents or your own team, or how much margin will the wholesale/retail channel need? Will it be WIN-WIN for everyone? If not the business probably won’t succeed.

What staff and premises will you need? Can you work “virtually” with little or no business premises? How about associates and/or outsourcing rather than staff? If it’s a product, will you make it yourself or buy it in? Where does that leave you on patents and other intellectual property?

These questions are part of a set of 20 key aspects I recommend people to consider before launching a new business, as it either confirms what you are doing, or suggests you reconsider key aspects.

RAISING INVESTMENT

Inevitably a business will need some investment to get it off the ground. You’ll need to raise money internally, either from your own pocket or your company’s, or externally from banks and/or sources of equity capital. What about grants and other forms of government funding?

Putting the forecasts together is an art. You can use the back of an envelope or the seat of your pants if it’s your own money, and you can afford to lose it! But anything else needs a more formal approach. By setting up a model, you can vary aspects and see the effect on revenues, breakeven and cash needs.

A triad of P&L account, balance sheet and cash flow is best. Banks will often want to see a balance sheet, to identify assets that can be funded or used as security, and otherwise to identify the overall lending limit. Equity funders will be looking for substantial growth and how the cash needs change with different assumptions..

WHICH PLANNING TOOL?

A spreadsheet such as Excel can suffice for simple situations, otherwise a more sophisticated tool is best used to handle multiple contributors and/or multiple dimensions. There is now a choice of on-premise and cloud-based systems at a cost suitable for all sizes of business, as we discussed last week.

If you are planning the expansion of an existing business, then you’ll have historical information which is best forecast in a multi-dimensional tool. The alternative is a set of spreadsheets which will probably not add up correctly, however hard you try. The set will probably be “held together by sticking plaster” in the words of one of my clients who was trying to forecast a quoted group’s business through spreadsheets, and needed to do it differently!

NEXT STEPS

So before you go too far with your ideas, it’s worth assessing the business potential and to model the financials.

If you’d appreciate the help which Camwells can provide, do get in contact today.

Tuesday 9 November 2010

SaaS Cloud Computing – Selection Tips

SaaS cloud offerings vary greatly in standards. Depending on the specific application (app) and how business critical it is, it's worth carefully considering the following aspects of SaaS before you select a system:

Functionality – As with on-premise systems, establish overall context of a system and your key needs from it. Even if you can do free trials, assess breadth of functionality and other aspects of offerings carefully alongside trialing. Take nothing for granted. A formal specification is worthwhile, even if very brief, to provide the vision for selection and subsequent implementation

Time to Implement – Selection and acquisition can be quicker, but implementation itself is likely to be comparable to on-premise systems due to similarities in data conversion, change management etc. See selection and implementation processes.

Pilot Testing – SaaS is typically cheaper and easier, and less embarrassing to stop and try another system

Remote Access – It’s you as the customer that has responsibility to ensure adequate contingency arrangements for internet access at each location, including home workers. Is what you can arrange adequate for this application?

Backup, Recovery and Disaster Recovery – Typically far better with SaaS, but: (a) What backup exactly does provider do? (b) What is their policy for recovery? Can they just recover your/another's data if only yours/another's gets screwed, or does it have to affect everyone?

Location of Servers and Backup Servers - Establish current server locations, physical security, and provider's rights to change locations. Assess Data Protection Act and other legal/regulatory issues in each territory

System Availability - Any contractual SLAs (service level agreement commitments)?

Access Security - In addition to username + password, is there some extra method(s) such as PIN, memorable question, etc? If important to you, is access logged and auditable?

Encryption - Is data being sent to/from the server encrypted? Also consider whether data can be encrypted on the server, if you need it

Integration with Other Systems - Take nothing for granted - check need for integration, availability of capability in and out, and reliability

Configuration (using end-user functions) - Establish what you can change and what requires help from the provider e.g. VAT rate change

Customisation (additional custom-programming) – Not usually available within the app, but extras may be bolted on. If you require customisation now or possibly later, understand the options.

Upgrades - Is there any control over timing of upgrade? e.g. do you have a separate database, and/or are you given say 2 months to upgrade after new release becomes availabl

Upgrade Testing & Update of User Procedures - Does provider allow you to view/test a new release before it goes live? If so, can you use a copy of your data, to test transactions that are part-processed? How good are the release notes in detailing every change, not just new headline features?

Training Environment - Does provider allow additional space into which your live setup (and possibly data) can be copied for training purposes?
 
Purchase Cost – Typically monthly OpEx rather than up-front CapEx. But there may be a lump-sum payment up front, especially for the more sophisticated systems that require pre-sales consultancy

Adding Users – Usually easy but understand any minimum timescale commitment

Administration Time/Cost – Typically lower, but not zero. Still have admin of set-up such as leavers and joiners, plus fault resolution and management of provider


End Of Use (termination of contract) - Ensure you legally "own" data and there are tools to extract a copy in usable form whenever you require.


Supplier Financial Stability – Lower payments put additional financial strain on providers. Establish all parties in provider supply chain, back to hosting provider. Demise of any one of them could mean service withdrawn sooner rather than later. Check financial status of each party in supply chain.

If Provider Goes Out Of Business What safeguards does the provider offer, given the various members of the supply chain? Is it worth using two different systems in two parts of the business, with a tested transfer routine, so you can quickly switch systems if provider goes out of business? Or should you have a second system on stand-by on minimum subscription?

Control of Systems – It can be a relief to put your systems in the hands of an “expert” provider. But unless you are an important customer you will have little if any influence on commercial terms or day-to-day running. Understand sophistication or provider, and consider control issues.

IN CONCLUSION

As you assess each of these aspects, by comparison to equivalent aspects of any new or existing on-premise options, you can better assess whether each SaaS offering will be acceptable. Even an imperfect SaaS offering may be a lot better than the on-premise alternatives!

If in any doubt, do contact us.

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Monday 8 November 2010

News Update - Monday 8/11/10

Here's the pick of the last week's news stories that are likely to impact your business:

Bump or Grind – Options for digital business cards, or digitising others’ cards

The Growth of Mobile – commerce opportunities highlighted by Facebook

LibreOffice or OpenOffice – the consequences of Oracle’s acquisition of Sun

Poor broadband coverage – when you need better prime or contingency coverage: