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Showing posts with label UK. Show all posts
Showing posts with label UK. Show all posts

Tuesday, May 26, 2009

UK: The Importance of Clarity and Focus

by Dave Clarke
UK Bureau Chief

Last month I wrote about 'How Small Businesses Really Network in the UK' and quoted from the research findings of Alan Rae and Lisa Harris. I have also written previously about how networking activity is on the increase in the UK.

It is great to see more business owners and professionals networking. Often, however, people new to networking have little idea about the basics. In fact one of the most popular handouts I have is a postcard with '10 top business networking tips' printed on one side.

Alan has also written a couple of helpful articles about building trust which is at the core of effective networking. The articles entitled, Building Trust Part 1 and Part 2, are well worth a read and summarise some of the findings from his current research.

Alan writes that as well as being crystal clear about what you do, doing what you say and knowing your subject, the key skills of networking and building trust are:

* An attitude of Givers Gain
* Listening Skills
* Rapid follow up
* Enthusiastic can do attitude
* Trustworthy and sincere

Brilliant reminders about the basic skills required to be effective and successful in business networking.

He also provides a great summary of what it takes to make it work really well:

"Above all you have to be clear about what you want out of it – be it collaborators, referrals, employees, introductions to finance. If you are helpful and you let other people know clearly what you do and what you want, consistently – then the magic will start to occur."

Good Networking!
Dave Clarke
Get 7 networking secrets for business success

business networking | business networking events | business networking podcast


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Saturday, April 25, 2009

UK: How Small Businesses Really Network

by Dave Clarke
UK Bureau Chief

In some recent research Alan Rae and Lisa Harris studied how small companies network and establish the best balance between on line and offline networking.

650 people from BNI, Ecademy, NRG-networks and from UK, Europe, US and the Far East were asked how much time they spent networking online and offline and how much time they spent on sales and marketing. In particular
• What networking environments they used
• What other marketing tools they used
• What their attitude to growth was
• How they went about building trust and deciding who to refer
• What size of networking group they preferred

There were some interesting findings.

1) Online and off line are not opposites. 40% of the people who spend more than 8 hours a week online also spend 8 hours networking face to face. And vice versa. This supported earlier observations that suggested that those best online were also good face to face networkers.
2) Offline networking peaks at 2-4 hours a week, online networking shows a U shaped curve – people either do less than 2 hours (46.3%) or more than 6 hours (24%)
3) Most people use traditional face to face selling and networking but about 15% did more than 8 hours on line.
4) Linked-in was the most popular online environment. Over 30% people used it regularly or depended on it compared to 15.7% for Facebook and 7.2 % for twitter.
5) PR, workshops, email shots and online advertising were used by between 26 & 30%
6) Most (55%) favoured a networking group of between 20 and 40
7) The process of building trust did not vary
a. Evidence of reliability evidenced by speed of response
b. Being clear about what they do
c. Knowing their subject
d. Positive Attitude including “Givers Gain" ®

The process of building trust support the findings of some research we did 3 years ago into the process of building trust in business relationships through networking.


Dave Clarke, high trust business relationships, offline networking, online networking, social networking research paper, the national networker, TNNW, UK
Alan & Lisa concluded that going on line depended on whether the business was scalable or non scalable, local or national /global. Most wanted a “home networking group” for mutual support and referrals. Some, however, needed the greater numbers that the online social media permit. They identified 3 groups

Group 1 is like Alan & Isobel Rae's vegetable business – everything is sold within a 25 mile radius and when they’ve sold it -its gone. Group 2 is like their plants4presents business. National and scalable so they need as many, often random, connections as they can. Group 3 are like Alan Rae himself. His business is not scalable – He's selling his time but he does work for people in other countries. It pays him to have thousands of contacts to find those that can fully use his skills

They estimated there are roughly 50% in category 1, 40% in category 2 and 10% in category 3.

Where do you and your business fit? Maybe you can use these findings to work out the best balance for your online & offline networking activities.

Good Networking!
Dave Clarke
Get 7 networking secrets for business success

business networking | business networking events | business networking podcast


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Wednesday, March 25, 2009

UK: Networking Activity on the Increase

by Dave Clarke
UK Bureau Chief

'Recession lifts social networking site LinkedIn' reported Fortune magazine recently. The article reports Linkedin making profits and quotes Charlene Li, founder of the research outfit Altimeter Group saying "The number one way you find a job is through referral and LinkedIn is the biggest referral network out there,"

Activity on the big social networks and media like Facebook and Twitter is increasing rapidly and that is reflected amongst UK users. I am asked repeatedly "How do I use Twitter & Social Networks?". To answer some of the questions I have written '10 tips for building business with the effective use of offline & online networks' and developed a seminar on the subject.


Just click on the Logo above for a no-strings TEST DRIVE


So is the demand for 'offline' networking keeping pace? I can report that the demand in our own network is increasing and I hear the same reported in recent conversations with people I know running other UK groups including BRX, BNI, 4Networking, and BoB Clubs.

A good indicator is the increase in number and activity on some UK based websites and events promoting the different styles and opportunities for networking. To paraphrase Charlene (above). The number one way to generate business is through referral and networking groups provide the biggest opportunity to do that.

To check out UK wide networking opportunities and find the best group for you visit the following sites.

Business Scene which features networking and business events. Search by postcode to find events locally or when you are on the move.

My Networking PA lists networking events by region or sector.

find networking events lists by region & town/city.

Good Networking!
Dave Clarke
Get 7 networking secrets for business success

business networking | business networking events | business networking podcast

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Saturday, September 13, 2008

The Scene is Set

By Andy Lopata

UK Bureau Chief


There are so many opportunities to network in the UK now that many business people are more than spoilt for choice; they are becoming increasingly confused by the range of choices available to them. Once they have decided whether it is more convenient to network locally or regionally, they then have a range of events to choose from at all times of the day, with the opportunity to network over breakfast, lunch and dinner.


Part of the problem has been actually getting enough information about what is available to make an informed choice. There are a few local websites that list different events, and local newspapers sometimes have a section with that week’s networking events, but there have been few, if any, national resources bringing all of the networks together and offering businesses the chance to get the information they need to make a decision about which network is right for them.


As a result, most people tend to select the events they attend by the invitations they receive, from associates, suppliers and customers. If they like the atmosphere at that meeting they may join. Perhaps it’s appropriate that the networks that create the best word of mouth buzz are the most successful; my concern is that this process does not necessarily lead to people making fully informed decisions. If the choice isn’t the appropriate one for them, they don’t commit to the network and they don’t benefit from their participation. Nor do their fellow members.


Business-Scene.com is trying to change this. By bringing local networks together across the UK, giving them the opportunity to advertise their meetings online and arranging events where business people can meet a range of networking groups, their focus is on raising the awareness of all of the choices available and allowing networkers to select the group to suit their needs.


Business-Scene was originally founded in the South West of England as Networking Swindon in early 2006 by a local events company run by Warren Cass and Simon West. Warren and Simon were aware that they wanted to generate more local business. By profiling the range of events in the local area, they felt that they would get the reputation as the ‘go-to’ people for events.


They immediately started listing all events put on by local networking groups and within three months they had a quarter of the local business population as subscribers to their newsletter. Within the first month the ailing Swindon Chamber of Commerce had approached Warren and Simon to run their events, and attendance at Chamber events had quadrupled within the first quarter.


“From 2005 businesses were suddenly becoming aware of networking and the need to include it as a key part of their marketing strategy”, said Warren. “The main reason people join Chambers of Commerce is for the networking opportunities but now businesses in Swindon were looking to see what else was available.


“There were a couple of referral-focused groups in Swindon but not much else. I started a local group for Ecademy, the online network, and a couple of other networks soon opened in the area. There was a hunger for networking and people needed, and wanted, the information about what was out there.


“The networks liked us because we weren’t trying to be a network and they could see that we would be a valuable part of their own marketing strategy.”


Warren and Simon looked at why they had achieved such quick success with the Networking Swindon concept. They found that 99.3% of businesses in the UK have fewer than 50 employees and that the vast majority of small businesses deal primarily within a thirty mile radius. They realised that their new concept had flourished because people were looking for more local opportunities.


Understanding what they had with Swindon, they decided that there was scope for a nationwide brand but with a local identity. This meant a name change. Their original name of ‘Glued In’; “because we would be the glue that would hold the networks together” was too vague, so they opted for ‘Business-Scene’.


As Business-Scene spread its wings across the UK, they brought Regional Leaders on board, people who had a desire for increased visibility and brought with them knowledge of, and contacts in, their local areas.


One of the first Regional Leaders, Simon Phillips in Dorset, took up Warren’s suggestion that he run an event to bring local businesses and local networks together. The event, in early 2007, attracted over 140 registrations and a number of local networks participated. The model was attractive, put Business-Scene on the map locally, and the decision was made to replicate it elsewhere across the country.


“In putting these events on, we publicise them through a number of routes”, said Warren. “These include the local media, the networks themselves, business support agencies and word of mouth from a range of contacts. As we are promoting all of the local networks, rather than competing with them, it means that people are more enthusiastic about spreading the word.


“As a result, the more successful events achieve a high profile, putting networking on the map for people who may not have ventured down that route before.”


A recent event in London really showed the potential for Business-Scene’s events. Over 1,200 businesses registered, far beyond the numbers achieved by similar networks. The success of such events has seen Business-Scene achieve something that, so far, individual networks have failed to do; widespread corporate recognition.


The recent addition of Microsoft as a National Sponsor has seen an already impressive portfolio grow. Microsoft have joined 02, Blackberry, The Daily Telegraph, Oracle, Royal Bank of Scotland, Lloyds TSB, Yell.com and HSBC as household names to have worked with Business-Scene.


O2 and Blackberry in particular have worked closely together as National Sponsors of Business-Scene and the reach into a very fragmented market place is potentially very valuable to them. While it is a lot easier for these companies to sell in bulk to fellow corporates, the value of individual sales to small businesses makes it a very expensive market to target.


However, as the vast majority of the British workforce work within small and medium sized businesses, the exposure and personal contact gained through Business-Scene can be invaluable and the Partnership is a very efficient route to market for them.


The involvement of the Sponsors means that events are free for members to attend and can be organized to a higher standard. Warren explained the importance they have to Business-Scene.


“Effectively, it means that we can provide more opportunities to members than we could if they weren’t there. Aside from the special offers and competitions that engage members more in the Community, we have been able to reach far more people than we could have done otherwise and our credibility has increased.”


Aside from the events, Business-Scene also provides a range of online tools to help their Members access more information. People mainly use the site for local event listings but can also access a range of knowledge, from business information and forms, such as Non-Disclosure Agreements and Employment Contracts, to blogs and a directory of members to help them source local suppliers.


The initial success of Business-Scene in the UK has now encouraged them to look further afield.


“Internationally, the US is the next key area of development for us, but we also aim to have the site available in several languages by the middle of next year”, said Warren. “We’re already attracting membership in the States. I’ve been over there to understand the cultural and geographic differences and to open conversations with some of the business networks there.


“Looking at the American market has already helped us refine what we’re doing in the UK. In a year’s time we want to be multi-language and multi-country; not just bringing national networks together, but international.”


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Saturday, August 09, 2008

Executive Networking

By Andy Lopata
UK Bureau Chief

“None of us is as smart as all of us”. The strapline for Footdown sums up the focus of an increasing number of Chief Executive and Leadership networks in the UK.

There is a growing recognition that there is no need for business leaders to plough on alone, learning from their own mistakes and having to hide any vulnerability in order to set a strong lead. While support for CEOs may be hard to come by within their own organisations, many have discovered the benefits of working closely with others in a similar position to themselves.

Footdown is a mentoring and peer group for entrepreneurs, directors and senior executives. It was founded by British entrepreneur, Andrew Mercer, who had sold his software company to the technology giant Oracle in 1998. Rather than basking in his success, Mercer recognised his shortcomings as a businessman and opportunities he had missed. He felt that, with more support at critical stages of the company’s growth, the success of his business could have been so much greater and it could have been publicly listed.

Mercer believed that the creation of a group environment for people in a similar position to share their experiences, discuss challenges and offer solutions would help other people achieve more than he had been able to. His approach wasn’t unique, nor was it new. Such groups have been operating in the UK for a number of years and worldwide for over half a century.

Vistage International was founded as The Executive Committee (TEC) by Wisconsin businessman Robert Nourse in 1957 for similar reasons and they now have a worldwide presence. Richard Alberg was a member of TEC for five years before he sold his psychometric testing company in November 2006. He found the process invaluable.

“When I joined TEC I did not have a strategic direction for my business. My objectives were growing the business whilst avoiding going bust. TEC helped me think about strategy and exit. I sold the business in 2006 and it was guidance from my TEC group and chairman that helped me appreciate what I needed to do to make my business attractive and valuable.”

Richard joined originally because he realised that he was learning on the job and making a lot of mistakes. As the head of the organisation, there was no-one for him to bounce ideas off, or to be inspired by. In his TEC group he found that he had a sounding board for ideas and people who would hold him to account for his actions, a key need for a business leader.

For Jo Wright, a member of Footdown in Bath, the support of her Leadership group is equally as important. When she joined, Jo had moved through her organisation, Feilden Clegg Bradley, to the position of Finance Partner, despite her training as an architect rather than as an accountant.

When the Senior Partners approached Jo to become Managing Partner, the members of her Footdown group took her through an evaluation process to help her decide whether the position would be right for her and how to make it work, without losing touch with the design side that brought her into the business in the first place.

“It’s given me more of a feel for the business side of the practice”, said Jo. “I now have a much better insight into how businesses operate and are led and therefore it’s moving towards making me more effective as a potential leader for this business.”

Having founded The Academy for Chief Executives (ACE) in 1996, Brian Chernett has seen similar stories in a number of their groups. “In one group alone there have been nine members selling their businesses for more than £3m. They would tell you that this had a lot to do with the support and help of the group.”

ACE was formed as Brian felt that TEC’s approach could be improved. “At the time I was working for our major competitor – TEC (Vistage) - and felt that there was a need to focus more on the softer skills of leadership and this didn’t appear to be a belief cherished by the American operators of TEC. Therefore I left to set up the Academy. Today you will find the processes very similar to those within Vistage but the philosophy is very different.”

Like Footdown and many similar groups, ACE follows a very recognisable format, with an expert speaker working in the group before lunch and a session in the afternoon that Brian calls “the Board you could never afford and the agenda you could never have” where members share their challenges and find the solutions to overcome them. Like other groups, members will meet with the Group Chairman once a month for a 1:2:1 coaching session.

John Cremer, a business speaker who runs an improvisation company, The Maydays, finds that the ‘softer’ approach of ACE works very well for his group.

“I find with ACE there is a feeling of continuity and sharing as equals, more like a family” said John. “I think this is due to the emphasis placed on personal as well as professional development, they are seen as inseparable.

“This seems to make differences in status or income level between members largely irrelevant.”

The personal development opportunities clearly stand out for John. “To see a fellow member rapidly make a huge and difficult shift in his personal life as a direct result of robust feedback from the group is priceless. I doubt he could have made such a transformation elsewhere.”

Roger Harrop, a CEO Expert, who has spoken to over 50 such groups and is a former ACE Speaker of the Year said, “I love working with these groups – the members are generally highly motivated and totally trusting of their fellow group members. This means that objective and meaningful discussion takes place, real actions agreed and, most importantly, each is held to account by the others.”

The trust that Roger speaks of is one of the main keys to success of such groups. It is important for members to feel confident sharing core concerns and to be completely open with their colleagues.

Confidentiality, respect and trust are cornerstones for all of the Leadership groups. Jay Hale, Co-Chairman of The Midlands Leadership Group, recognises that the levels of trust between members are integral not only to encouraging openness and honesty when discussing challenges, but also to the long-term success of the group. Jay’s group actively discourages trading between members.

“Business between members introduces a reason not to be totally open and frank in the issue sessions. There are some things that you might not wish to share with a customer or supplier”, said Jay. “Such activities can weaken the group and cause a rift if things don’t go right. We have heard stories about groups in other organisations breaking up because of commercial disputes between members, although I don’t know if they are true.”

According to David Glassman, a Vistage Group Chairman, the pressures on a modern CEO mean that leadership groups play an important role in encouraging strong decision making, relieve the isolation on business leaders and act as a vital check on hasty actions.

“Groups of peers help in decision making”, said David. “Given the relentlessness of the pressures on CEOs they might not have thought of all the relevant aspects of an issue.

“Equally, CEOs usually have no one to whom they are truly accountable. Often their chairmen, NEDs and functional heads do not challenge at all, let alone constructively, and their (marriage) partners do not inhabit the same planets in terms of being able to understand their business needs.

“CEOs recognise that they are isolated because often they are not fully informed and they feel that they dare not expose their doubts and vulnerabilities even to their key lieutenants. In a group environment, they can discuss proposed changes within a trusted group of colleagues where absolute confidentiality rules. It is cheaper to make mistakes in a presentation to such colleagues who offer (and receive) peer advice from experience and with goodwill than it is to proceed with a project that later has to be aborted.”

‘Networking’ means different things to different people. In the case of groups such as these, it’s not about new business generation, selling to each other or referrals. Instead, the focus is on collaboration, support, feedback, self-development and mentoring.

Pilar Martinez-Vidal, is the MD of Impulse International, a global courier firm located close to Heathrow Airport.

“I wanted to focus more upon the future, but I was too entrenched in the day-to-day running of Impulse. I felt overworked and isolated. When you are in such a position, you can’t share doubts with your staff because they look to you to lead.

“Mentoring makes you accountable to somebody, which pushes you harder to achieve what you’ve set out to do. I have quarterly targets I set with my one-to-one mentor, which I have to report back on. In the group mentoring sessions, my peers act as my non-executive directors.

“It has helped me focus.”

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Thursday, November 15, 2007

Bebo aligns itself with tv, film and music companies

Bebo announced today Open Media, a new “platform” that gives users the ability to add top-shelf video and music content to their profile pages and share it with others on the network. They become “fans” of a series the same way they can add people as “friends.”

At the same time, Bebo is allowing its diverse content partners like the BBC, CBS, Channel 4, ESPN, Ministry of Sound, MTV Networks, Turner, Ustream, and Yahoo! to use their video players to distribute their content and retain all of the advertising-related revenue.

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The Emergence of The Relationship Economy

The Emergence of The Relationship Economy
The Emergence of the Relationship Economy features TNNWC Founder, Adam J. Kovitz as a contributing author and contains some of his early work on The Laws of Relationship Capital. The book is available in hardcopy and e-book formats. With a forward written by Doc Searls (of Cluetrain Manifesto fame), it is considered a "must read" for anyone responsible for the strategic direction of their business. If you would like to purchase your own copy, please click the image above.

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