Business Development

SME - so why is this not a good term to use?

http://www.dreamstime.com/royalty-free-stock-photos-sme-services-image29012258 We're all very familiar with the term SME and hardly anyone needs reminding that it stands for Small Medium Enterprise. It's used everyday somewhere or other. Today's article in my paper reported "about 63% of loan applications from SMEs secured a loan" so what's the problem? Of the 4.8 million private sector businesses in the UK what percentage are SMEs? Is it 40% or 60 % or more? Would you believe it's 99.87% and that's the problem as this covers such a huge range of different types of businesses all lumped together in just one heading. Here's the BIS Summary of Private Sector Businesses  

  Employees

Businesses

 

Employment

 

Turnover

 
       

thousands

 

£   millions

 
               
solo None

3,557,255

74.20%

3,902

16.33%

207,805

6.64%

               
micro 1-9

1,022,695

21.33%

3,848

16.11%

416,162

13.29%

small 10-49

177,950

3.71%

3,471

14.53%

454,327

14.51%

medium 50-249

29,750

0.62%

2,909

12.18%

450,384

14.38%

               
  SMEs (0-249)

4,787,650

99.87%

14,130

59.14%

1,528,679

48.82%

               
large 250 or more

6,455

0.13%

9,763

40.86%

1,602,870

51.18%

               
  All businesses

4,794,105

100.00%

23,893

100.00%

3,131,549

100.00%

               
  All employers

1,236,850

25.80%

19,991

83.67%

2,923,744

93.36%

               
Source   BIS Department for Business   Innovation & Skills  
    - Business Population Estimates 2012    

Just about all private sector businesses are SMEs so it's a meaningless term.  A great deal of policy is focused on SMEs - you don't have to look far to see this. But focus is the wrong word because SMEs cover all the way from the 1 person business (74%) up to 249 employees. To make any sense, policy needs to be focussed on a minimum breakdown of solo (1 person), micro (up to 10), small (up to 49) and medium above this as obviously these are very different businesses in many respects. All of our clients are SMEs yet they vary enormously across the size range - just about everything is different, including their needs. This begs the question - does Government or indeed large business understand the difference between the solos, the micros, the small businesses in our economy? If not then this has implications for their successful development. The more focused the policy is then the more likely of course it will be successful but do policy makers really differentiate, do they have a real understanding of a solo business looking for finance, do the statistics break it down - it's doubtful and there's very little sign of this information being published. SME however is such a convenient term so how do we wean ourselves away from something that is meaningless - I would love to know your thoughts and suggestions.  

This entry was posted in Accounting, Business Development, Funding and tagged in SME, Employees, Business Development by bookchadmin

15 Ways to be more Investible

 

How do you demonstrate to a complete stranger that they should invest in your business? What makes your business more attractive? How do you reduce the cost of the money (i.e. sell less equity for more money?).

Here are 15 ways you can show that you are better than other competing ideas. This is not an exclusive list, just some of the most important ones.

  1. Excellent Management Team. A good management team can be successful with a poor product but the reverse is not true. So no matter what you are doing, you need a knowledgeable, well-rounded, capable management team.
  2. Have a working prototype. “A picture is worth a thousand words.” So if you can show your product or service rather than just talk about it, you will allow people to quickly evaluate whether you have a solution to a common problem.
  3. Have a prototype you can sell (MVP). The Minimally Viable Product is about having something you can start selling as quickly as possible. Funds from customers always trump those from investors (and are cheaper too).
  4. Good advisors on board. Advisors can help prevent you making mistakes, provide insight into the future, suggest other avenues for your product/service, etc. So a good set of advisors is essential to moving the company forward. One caveat though, if you have ten advisors and none of them are prepared to put money in, it suggests that they think it is too risky (and they are experts in your business).
  5. Legal company set up and operating. Have something someone can put money into – a real company which is registered, has expenses, income, owns the assets, etc.
  6. Sell one to a friend & then stranger. Sell one to a friend and they show that they want it although they could be just being nice to you. Sell them to strangers and you demonstrate you are doing something right.
  7. Put your own money in. If your idea is too risky for you to put your own money in (and you are the expert in your idea) then it is too risky for mine.
  8. Family & friends investment. Family and friends believe in you and your ability to make the company work. They can demonstrate this by providing time and/or money. If your partner went out to work in order to support you in your endeavour, they really believe in you.
  9. Purchase order from a good customer. Having a real order for your product from a well-known brand name demonstrates that you’ve got something that people really want. And it links you to their brand showing that you can really play in this marketplace.
  10. Build barriers to entry. If your idea is good then others will come and copy/innovate so you need to make sure you area ahead of them. Patents and copyright are only part of the picture. Other barriers include market penetration, quality customers, marketing collateral, validated business model, etc.
  11. Good reference customer. Have a well-known customer say how great you are. People will buy on that recommendation.
  12. Documentation showing company owns IP. If someone is putting money into something, they want to be assured that it owns assets. Ensure that all the documentation is there to show that any documents, patents, copyright, etc. is owned (or has been fully transferred) to the company.
  13. Business Plan. A business plan sets out the founder’s reasons for creating the company. It will demonstrate to a stranger that the management team know about the market place, how to produce the product, how to fulfil order, etc. It doesn’t need to be long. The best I’ve seen was just three pages. I never read the one that was 270 pages.
  14. Your pitch. This can't be poor or unprofessional. If you can't sell yourself, you'll find it difficult to sell your business. Get some help and project passion, determination and professionalism. You can't win funding in just the first few minutes of a pitch, but you can certainly lose it. Don't be like the poor performers on Dragon's Den.
  15. Management Information. MI is for a little bit down the road when you have some numbers to report, even if only costs. This area is usually overlooked, it's an afterthought but if the information is prompt and sound you will be streets ahead of the competition in attracting investment.

The more of these you have completed, the cheaper your money will be.

Based upon and reproduced with permission from Brian Dorricott at Meteorical