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Sales innovation

Published by Business Link on 7 June, 2010 in Creativity & Innovation and Sales & Marketing • 0 Comments
Sales innovation
Three ways and three steps: using customer knowledge, fresh thinking and new ideas to sell more.
Sales innovation can create customer value and business success. By tapping into salespeople’s customer insights and experiences, businesses can conjure up innovative ideas for improving sales processes and sales messages, and creating fresh sales tactics and approaches.
Think different
Salespeople know about customers; about their attitudes, likes, dislikes, wants and needs. So why not use this knowledge to inspire fresh thinking and innovative new ideas? Sales innovation could inspire improvements in three key areas:
Sales processes. Improve sales processes for the benefit of both business efficiency and the customer. Could you make things easier for salespeople? For example, by providing mobile access to customer data, product information or stock levels. Or could you simplify customer processes in ways that improve customer value? For example, by simplifying customer interactions, pricing options or order processes.
Sales messages. Salespeople have unique customer insights and experiences which could help to create or improve sales and marketing messages and adapt them for different customer types or groups. Good communication and collaboration between sales and marketing – to brainstorm and implement innovative ideas – could lead to more practical and relevant sales messages and a stronger sales voice.
Sales approaches. Could you conjure up creative, clever, engaging and witty ways to get your foot in the door and win the hearts and minds of individual prospects or customer groups? Ingenuity grabs attention, so novel approaches could get customers or even the media talking about your business. By learning more about potential customers’ wants and needs, and by understanding how they think, you could formulate unique, exciting and personalised sales tactics and approaches.
Three steps to sales innovation
Customer knowledge. Get inside the minds of existing and potential customers; understand their attitudes, instincts, perceptions, wants and needs. Get together and share insights with marketing, salespeople and other customer-facing employees. Also analyse customer data for insights. Let this knowledge inspire and feed the ideas generation process.
Creative ideas generation. Brainstorm ideas – individually or in groups – on how to improve sales processes, messages, tactics and approaches – and how to solve sales challenges or problems. When brainstorming: don’t evaluate ideas immediately as this may dissuade people from contributing; think realistic and practical, but also open up to more imaginative or unorthodox ideas.
Innovation. Assess and develop good and viable ideas. Prioritise safe quick-wins, but don’t overlook those good-but-risky ideas; valuable innovations sometimes result from taking risks. Seek management and employee buy-in for your ideas so that they have the support they need to become successful innovations. For less surefire ideas experiment with test programmes before wider roll-out.
So why not take time out to think differently and innovate? Get to know your customers and key prospects, review your sales processes, messages and approaches, and brainstorm new ideas.

Three ways and three steps: using customer knowledge, fresh thinking and new ideas to sell more.

Sales innovation can create customer value and business success. By tapping into salespeople’s customer insights and experiences, businesses can conjure up innovative ideas for improving sales processes and sales messages, and creating fresh sales tactics and approaches.

Think different

Salespeople know about customers; about their attitudes, likes, dislikes, wants and needs. So why not use this knowledge to inspire fresh thinking and innovative new ideas? Sales innovation could inspire improvements in three key areas:

Sales processes. Improve sales processes for the benefit of both business efficiency and the customer. Could you make things easier for salespeople? For example, by providing mobile access to customer data, product information or stock levels. Or could you simplify customer processes in ways that improve customer value? For example, by simplifying customer interactions, pricing options or order processes.

Sales messages. Salespeople have unique customer insights and experiences which could help to create or improve sales and marketing messages and adapt them for different customer types or groups. Good communication and collaboration between sales and marketing – to brainstorm and implement innovative ideas – could lead to more practical and relevant sales messages and a stronger sales voice.

Sales approaches. Could you conjure up creative, clever, engaging and witty ways to get your foot in the door and win the hearts and minds of individual prospects or customer groups? Ingenuity grabs attention, so novel approaches could get customers or even the media talking about your business. By learning more about potential customers’ wants and needs, and by understanding how they think, you could formulate unique, exciting and personalised sales tactics and approaches.

Three steps to sales innovation

Customer knowledge. Get inside the minds of existing and potential customers; understand their attitudes, instincts, perceptions, wants and needs. Get together and share insights with marketing, salespeople and other customer-facing employees. Also analyse customer data for insights. Let this knowledge inspire and feed the ideas generation process.

Creative ideas generation. Brainstorm ideas – individually or in groups – on how to improve sales processes, messages, tactics and approaches – and how to solve sales challenges or problems. When brainstorming: don’t evaluate ideas immediately as this may dissuade people from contributing; think realistic and practical, but also open up to more imaginative or unorthodox ideas.

Innovation. Assess and develop good and viable ideas. Prioritise safe quick-wins, but don’t overlook those good-but-risky ideas; valuable innovations sometimes result from taking risks. Seek management and employee buy-in for your ideas so that they have the support they need to become successful innovations. For less surefire ideas experiment with test programmes before wider roll-out.

So why not take time out to think differently and innovate? Get to know your customers and key prospects, review your sales processes, messages and approaches, and brainstorm new ideas.

Use innovation to grow your business

Ten minute innovation

Published by Business Link on 28 April, 2010 in Management & Leadership and Strategy & Operations • 1 Comment
Ten minute innovation
Take ten to improve your business, its products or services, and how you get things done.
Before we begin, remind yourself why innovation is important
▪ It’s the process that transforms new ideas into customer value and business success.
▪ It’s not just about big ideas, it’s about small or incremental improvements that we can all make.
▪ It’s not just about products or services, it’s about processes; about improving how we do things.
▪ It’s a chance to do good in our working lives by making things better than they were before.
Step 1. Make innovation a priority
Research suggests that people and culture are the most important drivers of innovation, and that the best way to create an innovative culture is to formally integrate innovation into the management agenda. Doing so means that innovation can be proactively encouraged, introduced, managed and measured.
So take two minutes to invite your management team to discuss innovation as a key business priority. If you work alone, take a moment and make time in your diary to think through your innovation plan.
Step 2. Plan for innovation
An innovation plan formalises intent and provides focus for you, managers, and the business as a whole. So take five to work through the following tips, and list your innovation objectives and priorities.
Look at your products, services, customers, marketing presence and business processes. How could you innovate within these dimensions? Are weaknesses present? Are there any unmet customer needs or underserved segments? Could you adapt processes to improve efficiency and effectiveness?
When reviewing these dimensions, consider the different ways to innovate: Solve problems that customers face, or problems faced within your business; Simplify products, services and processes; Differentiate by creating or improving upon points of difference between you and competitors; Change products, services or experiences by adapting elements that don’t meet customer needs or are deficient relative to competitors; Create new products or services that meet unmet or underserved customer needs; Create innovative points of marketing presence, or new distribution channels.
In just five minutes you can create a draft innovation plan which you can refine and discuss with others. Ask management to work through step 2, focussing on their own business functions. If you work alone, seek an outside perspective by discussing your plan with a business associate or Business Link adviser. Also search online for innovation tips and resources, and read our business i innovation series.
Step 3. Buy into innovation
Ten minutes can spark innovation, but as discussed, people and culture are what drives it forward, and an innovation plan is what helps to give and maintain focus. Your plan, and innovation itself, need buy-in from you and your people. So to push things forward, take your plan to management, develop it together, and make sure they believe in it; then take it to your people and invite ideas to pursue your goals. If you work alone, keep your plan front-of-mind so that you constantly aim to think differently and innovate.
The business case for innovation
Use innovation to grow your business
Planning innovation

Take ten to improve your business, its products or services, and how you get things done.

Before we begin, remind yourself why innovation is important

  • It’s the process that transforms new ideas into customer value and business success.
  • It’s not just about big ideas, it’s about small or incremental improvements that we can all make.
  • It’s not just about products or services, it’s about processes; about improving how we do things.
  • It’s a chance to do good in our working lives by making things better than they were before.

Step 1. Make innovation a priority

Research suggests that people and culture are the most important drivers of innovation, and that the best way to create an innovative culture is to formally integrate innovation into the management agenda. Doing so means that innovation can be proactively encouraged, introduced, managed and measured.

So take two minutes to invite your management team to discuss innovation as a key business priority. If you work alone, take a moment and make time in your diary to think through your innovation plan.

Step 2. Plan for innovation

An innovation plan formalises intent and provides focus for you, managers, and the business as a whole. So take five to work through the following tips, and list your innovation objectives and priorities.

Look at your products, services, customers, marketing presence and business processes. How could you innovate within these dimensions? Are weaknesses present? Are there any unmet customer needs or underserved segments? Could you adapt processes to improve efficiency and effectiveness?

When reviewing these dimensions, consider the different ways to innovate: Solve problems that customers face, or problems faced within your business; Simplify products, services and processes; Differentiate by creating or improving upon points of difference between you and competitors; Change products, services or experiences by adapting elements that don’t meet customer needs or are deficient relative to competitors; Create new products or services that meet unmet or underserved customer needs; Create innovative points of marketing presence, or new distribution channels.

In just five minutes you can create a draft innovation plan which you can refine and discuss with others. Ask management to work through step 2, focussing on their own business functions. If you work alone, seek an outside perspective by discussing your plan with a business associate or Business Link adviser. Also search online for innovation tips and resources, and read our business i innovation series.

Step 3. Buy into innovation

Ten minutes can spark innovation, but as discussed, people and culture are what drives it forward, and an innovation plan is what helps to give and maintain focus. Your plan, and innovation itself, need buy-in from you and your people. So to push things forward, take your plan to management, develop it together, and make sure they believe in it; then take it to your people and invite ideas to pursue your goals. If you work alone, keep your plan front-of-mind so that you constantly aim to think differently and innovate.

The business case for innovation

Use innovation to grow your business

Planning innovation

The ‘fit note’ and occupational health

Published by Business Link on 28 April, 2010 in HR & People Development and Legislation & Regulations • 0 Comments
The fit note – and occupational health
The fit note has replaced the sick note; we explain the change, and explore occupational health.
The fit note
The Statement of Fitness for Work, or ‘fit note’, has replaced the ‘sick note’ for employees absent due to sickness for longer than seven days. Doctors will still be able to advise patients that they are “not fit for work”, but they will also have a new option, “may be fit for work taking account of the following advice”.
The Department for Work and Pensions says that in cases where an employee ‘may be fit for work’, doctors will suggest ways of facilitating the employee’s return to work, including approaches such as “a phased return to work; altered hours; amended duties; and/or workplace adaptations”. DWP advises that “If it is not possible for you to provide the support for your employee to return to work, you and your employee should use the Statement as if the doctor had advised ‘not fit for work’”.
Chairman of the British Medical Association GP committee, Dr Laurence Buckman, said: “If a GP decides their patient is capable of some form of work, for example if they’ve got back pain and they should temporarily avoid elements of their normal job, then it will be down to the employer to be flexible enough to accommodate them… Employers have a responsibility to provide adequate occupational health services.”
Buckman’s comments reflect the reasoning behind the fit note: generally work is good for a person’s health; therefore – for those who are ready – it’s right to remove the challenges of returning to work.
For more information read Statement of Fitness for Work – A guide for employers
Occupational health
Under the fit note system, if a doctor feels an assessment by an occupational health therapist is required, they can state this on the fit note for consideration by the employer. It’s the employer’s decision whether to act on this advice, but for complex or work-related conditions occupational health therapy is strongly advised. Why? Because the health and productivity benefits and lower sickness absence costs could ultimately outweigh the costs of providing occupational health therapy.
In addition to reacting to specific health concerns by providing occupational health therapy, employers can proactively manage occupational health in a variety of ways. Examples include tackling common occupational health issues such as stress, repetitive strain injury, back pain, and providing support for employers wishing to give up smoking or reduce alcohol consumption. Again, such support doesn’t have to be costly, and the costs can often be outweighed by the benefits.
At the very least all businesses should ensure that they comply with occupational health regulations. Good practice would also be to know where to find an occupational health therapist should an employee’s fit note recommend consulting with one. Beyond this, it’s about appreciating the benefits of proactively managing occupational health, and exploring what else you can do to create a safer, healthier workforce.
For more information, including your legal responsibilities, read Occupational health and welfare
To explore what else you can do, read Health, safety, wellbeing and fitness

The fit note has replaced the sick note; we explain the change, and explore occupational health.

The fit note

The Statement of Fitness for Work, or ‘fit note’, has replaced the ‘sick note’ for employees absent due to sickness for longer than seven days. Doctors will still be able to advise patients that they are “not fit for work”, but they will also have a new option, “may be fit for work taking account of the following advice”.

The Department for Work and Pensions says that in cases where an employee ‘may be fit for work’, doctors will suggest ways of facilitating the employee’s return to work, including approaches such as “a phased return to work; altered hours; amended duties; and/or workplace adaptations”. DWP advises that “If it is not possible for you to provide the support for your employee to return to work, you and your employee should use the Statement as if the doctor had advised ‘not fit for work’”.

Chairman of the British Medical Association GP committee, Dr Laurence Buckman, said: “If a GP decides their patient is capable of some form of work, for example if they’ve got back pain and they should temporarily avoid elements of their normal job, then it will be down to the employer to be flexible enough to accommodate them… Employers have a responsibility to provide adequate occupational health services.”

Buckman’s comments reflect the reasoning behind the fit note: generally work is good for a person’s health; therefore – for those who are ready – it’s right to remove the challenges of returning to work.

For more information read Statement of Fitness for Work – A guide for employers

Occupational health
Under the fit note system, if a doctor feels an assessment by an occupational health therapist is required, they can state this on the fit note for consideration by the employer. It’s the employer’s decision whether to act on this advice, but for complex or work-related conditions occupational health therapy is strongly advised. Why? Because the health and productivity benefits and lower sickness absence costs could ultimately outweigh the costs of providing occupational health therapy.

In addition to reacting to specific health concerns by providing occupational health therapy, employers can proactively manage occupational health in a variety of ways. Examples include tackling common occupational health issues such as stress, repetitive strain injury, back pain, and providing support for employees wishing to give up smoking or reduce alcohol consumption. Again, such support doesn’t have to be costly, and the costs can often be outweighed by the benefits.

At the very least all businesses should ensure that they comply with occupational health regulations. Good practice would also be to know where to find an occupational health therapist should an employee’s fit note recommend consulting with one. Beyond this, it’s about appreciating the benefits of proactively managing occupational health, and exploring what else you can do to create a safer, healthier workforce.

For more information, including your legal responsibilities, read Occupational health and welfare

To explore what else you can do, read Health, safety, wellbeing and fitness

Health, safety, wellbeing and fitness

Published by Business Link on 28 April, 2010 in HR & People Development and Legislation & Regulations • 3 Comments
Health, safety, wellbeing and fitness
What companies must do, and what we can all do, to improve workplace health, safety, and wellbeing.
What companies must do
Companies are legally responsible for the health and safety of employees, visitors to premises including customers or tradespeople, and any other people affected by the business and its products or services.
Key responsibilities include having a health and safety policy, carrying out an assessment of health and safety risks, and taking reasonable steps to control workplace hazards. Companies must also comply with other duties such as recording and reporting accidents, consulting with employees to ensure they understand their health and safety responsibilities, and meeting a legal duty of care for the occupational health and welfare of employees.
For a more detailed overview of responsibilities read Your responsibilities for health and safety
What we can all do
Firstly, employers and employees can work together to highlight and control workplace risks, and ensure health and safety policies are present, clear and understood. Doing so helps to ensure legal compliance and reduces the potential for workplace illness or injury.
Employers and employees could also work together to proactively improve workplace wellbeing. But why bother? The Chartered Institute of Personnel and Development estimates that the average absence cost per employee per year was £692 in 2009. And the British Heart Foundation says that firms promoting healthy, active workforces report lower absence rates, and other benefits too, from improved employee productivity, morale and retention, to positive effects on back pain, stress and mental health. Such benefits can lower per employee absence costs and boost productivity and employee satisfaction.
Practically speaking, companies could introduce initiatives such as: employee occupational health services to promote wellbeing, prevent illness or injury, and facilitate return to work; stress counselling; and support for giving up smoking. Beyond this companies could encourage more healthy and active workforces by pioneering employer-led schemes or supporting employee-led activities. There are a variety of options, from subsidised gym memberships to simple ideas like ‘Healthy Mondays’ where staff share healthy snacks, to setting up lunchtime walking groups or more involved sporting activities. To begin, British Heart Foundation recommends appointing a ‘champion’ to co-ordinate wellbeing activities – this person should: have management support; be aware of health and safety issues; ensure activities match up with employee interests and needs; and set up a group to help manage activities.
Employers have an opportunity to engage with employees and create initiatives that benefit both the business and its people, together creating healthier, happier and more active and productive workforces. This can be done cost-effectively, and any costs which are incurred could be offset through potentially lower absence costs and improved employee productivity and retention. So once you have the legal  basics sorted, why not explore what more you could do to create a healthier, happier workforce?
For more guidance on getting healthy and active in the workplace visit Health At Work or Change4Life. There may also be regional support available, such as North Somerset Go4Life.
Note: the above examples of health and fitness activities are for illustration only and are not necessarily recommended; seek advice when planning your own workplace health and fitness activities.

What companies must do, and what we can all do, to improve workplace health, safety, and wellbeing.

What companies must do

Companies are legally responsible for the health and safety of employees, visitors to premises including customers or tradespeople, and any other people affected by the business and its products or services.

Key responsibilities include having a health and safety policy, carrying out an assessment of health and safety risks, and taking reasonable steps to control workplace hazards. Companies must also comply with other duties such as recording and reporting accidents, consulting with employees to ensure they understand their health and safety responsibilities, and meeting a legal duty of care for the occupational health and welfare of employees.

For a more detailed overview of responsibilities read Your responsibilities for health and safety

What we can all do

Firstly, employers and employees can work together to highlight and control workplace risks, and ensure health and safety policies are present, clear and understood. Doing so helps to ensure legal compliance and reduces the potential for workplace illness or injury.

Employers and employees could also work together to proactively improve workplace wellbeing. But why bother? The Chartered Institute of Personnel and Development estimates that the average absence cost per employee per year was £692 in 2009. And the British Heart Foundation says that firms promoting healthy, active workforces report lower absence rates, and other benefits too, from improved employee productivity, morale and retention, to positive effects on back pain, stress and mental health. Such benefits can lower per employee absence costs and boost productivity and employee satisfaction.

Practically speaking, companies could introduce initiatives such as: employee occupational health services to promote wellbeing, prevent illness or injury, and facilitate return to work; stress counselling; and support for giving up smoking. Beyond this companies could encourage more healthy and active workforces by pioneering employer-led schemes or supporting employee-led activities. There are a variety of options, from subsidised gym memberships to simple ideas like ‘Healthy Mondays’ where staff share healthy snacks, to setting up lunchtime walking groups or more involved sporting activities. To begin, British Heart Foundation recommends appointing a ‘champion’ to co-ordinate wellbeing activities – this person should: have management support; be aware of health and safety issues; ensure activities match up with employee interests and needs; and set up a group to help manage activities.

Employers have an opportunity to engage with employees and create initiatives that benefit both the business and its people, together creating healthier, happier and more active and productive workforces. This can be done cost-effectively, and any costs which are incurred could be offset through potentially lower absence costs and improved employee productivity and retention. So once you have the legal  basics sorted, why not explore what more you could do to create a healthier, happier workforce?

For more guidance on getting healthy and active in the workplace visit Health At Work or Change4Life. There may also be regional support available, such as North Somerset Go4Life.

Note: the above examples of health and fitness activities are for illustration only and are not necessarily recommended; seek advice when planning your own workplace health and fitness activities.

Self-employment, limited company or partnership?

Published by Business Link on 28 April, 2010 in Management & Leadership and Strategy & Operations • 0 Comments
Self-employment, limited company or partnership?
We explore the three main business structures and outline the responsibilities, pros and cons of each.
The legal structure of a business determines several factors, including administrative, tax, and national insurance responsibilities, personal liabilities, and control over business decision-making.
Self-employment
You must register with HMRC when you become self-employed. Aside from some exceptions the self-employed must pay Class 2 National Insurance; the current rate is £2.40 a week. Self-employed people must also keep financial records, submit self-assessment tax returns, pay income tax, and pay Class 4 NICs on profits. Other duties may include VAT registration, obtaining permits, or paying business rates.
Pros: sole control of business; simple structure, rules and administration. Cons: sole responsibility for business and any debts; not usually suited for raising investment/capital.
For a more detailed overview read Setting up and registering as self-employed
Limited company
A limited company must be incorporated; this process can be self-administered or you can appoint a formation agent, solicitor, accountant or chartered secretary. Ongoing administration includes preparing company accounts, paying corporation tax, and operating a PAYE system to pay income tax and National Insurance for employees. Companies may choose to register for VAT or be required to do so if turnover is expected to exceed VAT threshold. Limited companies are usually controlled by one or more directors and owned by shareholders, although shareholders may have decision-making influence.
Pros: paid in full shareholders are not liable for business debts; money can be raised by selling shares in the business; some customers/clients may perceive limited companies to be more professional. Cons: relatively complex administration and rules which may require professional handling.
For a more detailed overview read Setting up and registering a limited company
Partnership
General business partners share the control, responsibilities, profits and losses of a business. Usually the officers of a partnership are self-employed, so they must register with HMRC and administer their own tax and National Insurance affairs. General partners may be personally liable for business debts, whereas limited liability partnerships offer reduced personal responsibility.
Pros: alternative option to incorporation for those setting up with others. Cons: potential sole or shared liability for business and any debts; shared control over decision-making.
For a more detailed overview read General partnership or Limited liability partnership
Seek professional advice if you are unsure about which structure to choose. Also try our interactive tool, Choose the right legal structure, and read Legal structures: the basics

We explore the three main business structures and outline the responsibilities, pros and cons of each.

The legal structure of a business determines several factors, including administrative, tax, and national insurance responsibilities, personal liabilities, and control over business decision-making.

Self-employment

You must register with HMRC when you become self-employed. Aside from some exceptions the self-employed must pay Class 2 National Insurance; the current rate is £2.40 a week. Self-employed people must also keep financial records, submit self-assessment tax returns, pay income tax, and pay Class 4 NICs on profits. Other duties may include VAT registration, obtaining permits, or paying business rates.

Pros: sole control of business; simple structure, rules and administration. Cons: sole responsibility for business and any debts; not usually suited for raising investment/capital.

For a more detailed overview read Setting up and registering as self-employed

Limited company
A limited company must be incorporated; this process can be self-administered or you can appoint a formation agent, solicitor, accountant or chartered secretary. Ongoing administration includes preparing company accounts, paying corporation tax, and operating a PAYE system to pay income tax and National Insurance for employees. Companies may choose to register for VAT or be required to do so if turnover is expected to exceed VAT threshold. Limited companies are usually controlled by one or more directors and owned by shareholders, although shareholders may have decision-making influence.

Pros: paid in full shareholders are not liable for business debts; money can be raised by selling shares in the business; some customers/clients may perceive limited companies to be more professional. Cons: relatively complex administration and rules which may require professional handling.

For a more detailed overview read Setting up and registering a limited company

Partnership

General business partners share the control, responsibilities, profits and losses of a business. Usually the officers of a partnership are self-employed, so they must register with HMRC and administer their own tax and National Insurance affairs. General partners may be personally liable for business debts, whereas limited liability partnerships offer reduced personal responsibility.

Pros: alternative option to incorporation for those setting up with others. Cons: potential sole or shared liability for business and any debts; shared control over decision-making.

For a more detailed overview read General partnership or Limited liability partnership

Seek professional advice if you are unsure about which structure to choose. Also try our interactive tool, Choose the right legal structure, and read Legal structures: the basics