By Neil Lewis

ISBN-10: 085719027X

ISBN-13: 9780857190277

Complete, HARD-WON, NO-NONSENSE suggestion a hundred ideas for marketers covers each point of commercial from the entrepreneur's standpoint. not like different courses it avoids mere theorising. as a substitute, every little thing is tackled in mild of the realities of commercial within the twenty first century, and during the lens of great entrepreneurial adventure. the increase of laws, the effect of pageant and the expansion of globalisation signifies that start-ups need to be extra versatile and powerful than ever sooner than with the intention to be triumphant. conscious of this, Neil Lewis offers functional and unique suggestion on: - the best way to effectively degree revenue - and what a truly sustainable company seems like (and the way it will be grown) - the right way to deal with recruitment - and never purely why freelance is the longer term, yet how top to use it - easy methods to deal with your administration crew, set potent pursuits on your enterprise and stop the rot from environment in - the simplest time to promote your corporation (and how top to do it). He additionally brings to undergo his stories on facing dividends, shareholders and different complicated facets of operating a start-up. GRITTY knowledge available and remarkable - counterintuitive from time to time, now and then reassuringly easy; refreshingly real looking all through - a hundred principles is the last word better half for contemporary entrepreneur. it's the direct and genuinely-earned knowledge of an entrepreneur who has obvious all of it: the giddying heights of achieving a £12m valuation in 8 years from an easy begin in a again bed room with a working laptop or computer and £2,000; the dizzying descent of wasting all of it in , and the paintings required to choose up and begin, effectively, back.

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If your business is based on one or two customers then you are at risk should a single customer change their mind. • If your revenues are dependent on a cyclical business cycle (property or recruitment, for instance) then your business will go up and down with the cycle. • If the cost of adding new customers increases as you expand, then your profit margin will fall and you will need to stop growing. • If the cost of maintaining your assets (machinery) or brands (advertising and marketing) is increasing then unless you have a comparable increase in sales or prices, your business is heading for the buffers.

Don’t be offensive: be direct to the point of bluntness, but always gentle in your delivery. Most of all, tell them fast. The faster you tell them, the easier it is for them to meet and fulfil their objectives or overcome a problem. Not telling people frankly and openly about a situation is a sure way to put a large hole into your enterprise and damage your reputation. Even bad news, shared openly and quickly, will put you in a position to recover the situation. If you have managers or team members who struggle with this idea or are unable to articulate quickly and clearly then let them go; they are not right for your enterprise.

Deliver your promises up-front If you promise to deliver a service in return for help – or bartering – then you must be prepared to deliver up-front. Why? Well, you are either the unproven entrepreneur or starting out with an unproven idea. And you will be asking to hire services from established businesses. Therefore, as we saw already, it is ill advised to say, “If you prepare my accounts for one year, and I’m happy with the service, then I’ll get you four new clients” – you will be laughed at.

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100 Rules For Entrepreneurs: Real-life business lessons by Neil Lewis


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