Are you and your business ready for your retirement?

When will you be financially and personally ready to retire from your business? Unsure? Many business owners often underestimate exactly what is involved when planning their exit, lacking an understanding of what they need to do in advance to ensure both the business and their mental wellbeing is in tip top shape for when they decide to leave.

Exiting a business that has been built by years of hard work and dedication can be emotional. At CMC, we understand the emotions business owners go through when thinking about life without their business, but it is essential that you take control of your exit so you reap the rewards of your hard work. When you are ready for retirement, you don’t want to be in a situation where the potential profits from your business are not enough to support your future lifestyle. So, what can you do to prepare in advance?

Preparing to leave your business

A good place to start is to ask 2 key questions to help you think about your ultimate objectives, personal/family situation and financial requirements.

Ask yourself: 

  1. Are you financially ready to leave and support your future lifestyle?
  2. Are you mentally ready to leave the business?

This insight will guide you in positioning your business accordingly and developing a unique exit strategy in line with your goals and aspirations. Mental preparation for retirement is an important factor when making this life-changing decision and can be harder than you expect. Using this approach will aid your thinking and progress in all areas.

Financial preparation

To prepare financially you need to accurately assess how much money you will need to maintain your lifestyle. This entails understanding your dependency on your business not only for income, but for benefits such as car payments, health insurance, and other lifestyle expenses. Determining what you need versus what you have will help you choose an exit option that can bridge that financial gap.

To help your decision, ask yourself: 

  • How involved are you in the day-to-day operations of your business?
  • What will you do with your time when you are no longer running the business?
  • Do you view your business as a ‘job’ or as an ‘investment’?
  • Do you have family that may wish to take over your business – do they have the skills or ambition?

Answering these questions will really help you decide if and when you may personally be ‘ready to exit’ your business.

How are you feeling now? Ready to start planning your retirement?

CMC can help you address the questions above and have experience dating back to 1989. Get in touch via the form below to arrange a free confidential appointment with one of our Business Advisors located close to you. We have practical experience of working with business owners and provide a personalised service to improve the value of businesses in preparation for the owner’s exit or business sale.

Are you a business baby boomer reluctant to plan your exit?

At CMC we speak with many business owners everyday and there is often a reluctance to think about retiring. Despite the best council of their friends and families, these 50-to-70-year olds are hesitant to seriously think about how and when they will leave their business and develop an exit strategy to fit. So, what is stopping them?

Common reasons for delaying exit planning:

  • It’s too early to think about it
  • There’s never enough time
  • Not sure where to start
  • Not sure what my business is worth

From a personal perspective, concerns include:

  • The inability to disconnect themselves from the business
  • Worrying what would happen to their staff
  • Losing their status
  • Family member not ready to take control yet
  • The fear of the unknown – what would I do with my time?

These are all very valid reasons as it’s a really important decision with potentially large financial implications. It is hard for a business owner to sit down and start to think about their exit – but they are not alone!

A UK study suggests 74% of entrepreneurs in the UK risk long-term business success by not giving proper thought to their exit strategies. 72% are still involved in the day-to-day running of the business, yet 39% have no exit plan in place.
Deloitte – Entrepreneurship UK

The sooner you start the better

The sooner business owner’s start thinking about how they wish to disconnect themselves from their business, the better it will be. It gives time to understand and set out the options available.

Here at CMC, we recommend you plan your exit strategy 3-5 years before you wish to exit, giving you the time to increase the asset value and reap the greatest reward for your years of hard work.

Some owners may actually fear the thought of planning their exit strategy as it sounds so terminal. Our Worcestershire Business Advisor commented on this recently, suggested renaming our exit service as ‘professional escape artists’! Sound more appealing now?

How to get things moving

Step 1 – Review your position  

Ask yourself:

  • When would you be financially and personally ready to exit?
  • Are you financially ready to leave to support your future lifestyle?
  • How involved are you in the day to day operations of your business?
  • Are you mentally ready to leave the business?
  • When would your business be ready for you to exit?
  • What will you do with your time when you are no longer running the business?
  • Do you view your business as a ‘job’ or as an ‘investment’
  • Do you have family or management team that may wish to take over your business – do they have the skills or ambition?
  • Do you know what your business is worth?

Step 2 – Source the right people

Get the right people onboard to support and guide you through this final stage of your business journey.

Here at CMC, our business advisors are experienced at increasing businesses asset value in preparation for owners exit, succession or sale. We can help minimise the risk, reduce the time and successfully achieve your goals for your business and your exit. Exiting your business doesn’t have to mean selling it either. There are different options such as management buy in or out, training up a middle management or succession which we can discuss with you.

Read our white paper on ‘Selling your Business‘.

Are you a baby boomer reluctant to retire or exit from your business? Get in touch via the form below, we’re happy to help.

How companies can onboard and create lasting impressions remotely

Guest blog by Stacey McIntosh, editor-in-chief of Sage Advice UK

Gone are the days when all eyes were on new recruits to prove their worth. Today, it’s an even split for new employers to deliver a lasting impression to their talent and an instant feel of being part of a collective – all being done remotely.

As the vast percentage of hiring processes are now conducted over video or telephone stages, first impressions of your company need to carry a consistency across all comms and provide a true picture and feel of what being part of the team will be like for the new recruit.

Simple but effective actions can create a buzzing professional and positive start to a new employee’s journey – bespoke to your business and brand values. These steps will provide the onboarding framework your company will need, and you can mix in your USP to create the immediate impression you want to provide.

Step 1: Extend a welcome email – pre-starting

Preparing to start a new job remotely can feel extra nerve-wracking as there’s no in-person contact to bounce off of. You can put hires at ease and show them you’re thinking about them before they start by sending a welcome email. It sets the scene and shows your supportive intention from the beginning.

This welcome email should:

  • Extend a warm introduction from the firm, whether you’ve been involved in the hire or not
  • Give essential first-day information such as start time and any scheduled meets for the day
  • Any required HR documents they’ll need to forward such as a passport scan and why these documents are required
  • Confirmation of all equipment you will be supplying (laptop etc…), also check on their home office set-up and any extras they made need to work safely and securely – if your budget extends to that
  • Admin and login details – list any systems that require their username and passwords so they can set these up as soon as, ready for an easy start

Step 2: Prompt delivery of equipment – well in advance

Work with each individual to confirm a clear list of everything they will need. Collaborate on how and when it will be delivered so they are all set for the big day, with time to spare.

Step 3: Arrange a welcome meeting to run through the HR processes

The first virtual meet could be with a team member well-versed in the HR policies to provide any handbooks and protocols such as:

  • An employee handbook
  • A company presentation – the story so far, where the company is heading and how it’s heading there.
  • Health & Safety guide for home working and the support available
  • Payment and any pension information
  • Company benefits and any perks

Take time to explain your HR system, too, so they can find and understand their payslips, know how to book holiday time or enter sick leave and where they can find important documents and guidance, such as best practice for invoicing.

Step 4: Let the company know about the new talent in the team

Sending a company or team-wide email is another nice touch that shows the importance of each individual who joins the company. Within this, include a brief summary of their position, contact details and a ‘mini bio’ with a few fun facts. This is a great way to make them feel welcome and make first contact easy and informative.

Step 5: Plan a virtual team meet and greet

An informal team chat – maybe post-work or during a break, when everyone’s relaxed – is a remote must. Just because we’re working from home doesn’t mean new employees can’t ‘hang out’ and get to know their colleagues as they would on a break in the actual office. Bonding over snacks is always a great idea.

Step 6: Have regular check-ins

Ping over a message or book-in a weekly check-in just to see how they are doing. And once all the company and HR documents have been digested, suggest an industry or sector blog reading list for them to emerge themselves in, to really soak up the sphere the company’s in.

Step 7: Set-up individual introductions with team leads

In order to provide a complete view of the company – especially when working solo out of office – arranging introductions with everyone in the team will nurture a truly immersive experience for all new starters, gaining valuable knowledge across the business.

Step 8: Start tasking

The first week in a new role should be about integrating with the company and colleagues, but planning in a few tasks, and building up slowly through the opening weeks will give a sense of stability and achievement without a possible chance to overwhelm.

Step 9: Set some initial goals

Once they’ve had a few weeks to settle into their role, it’s time to start setting some goals – on both sides, with a 2- to 3-month plan to achieve and review. More seasoned goals can be set as they have truly settled into the company with confidence and the feeling of support, albeit it largely virtually.

If you need help recruiting or onboarding new staff, please contact us using the form below.

Ready for a new supply chain opportunity?

In the current climate, we are only too aware of the negative impact being felt by the Hospitality, Casual Dining, Entertainments, Performing Arts and Health & Beauty / Sports sectors (sorry if I’ve missed any) and for sure, our hearts go out to all those who work and operate in these spaces.

It’s only been over the past week or two, when I tried to purchase some gym equipment to use at home (I know, a bit late to the party), that I realised how all the current Pandemic news and rhetoric is masking the impact of Brexit and how significant an effect it’s having on peoples supply chains. Especially if you are a wholesaler importing from overseas.

Globalisation or Localisation

The more I reflected on this, whilst I recognise there’s an immediate problem to solve, this has to be a huge opportunity for UK based SME businesses to drive localisation and bring low-cost manufacturing back into the UK supply chain!

Let me explain. I wanted to buy some weights or a multi-gym, and with the perfect market conditions for online retailers of these items (mass captive audience, in lockdown, with increasing trends for exercising at home and no access to high street stores), I cannot find anyone who has stock available.

In fact, many are not even able to quote a lead time replacing it with a simple message of “pre-order” or “click here to be notified when back in stock”.

This tells me that these items are coming from outside the UK and are currently in containers midway around the Pacific or held offshore waiting to be allowed into port for unloading. With a shortage of shipping containers and the extra processes introduced as a result of Brexit, this means retails and their suppliers have no clear visibility of when they will have any kind of stock availability again.

It made me reflect on how I tried to mitigate for a No Deal BREXIT back in 2018, as a wholesaler of catering equipment, and how it must have been even harder for businesses to try and mitigate for it last year.

In March 2018 we saw similar issues, with the ports implementing new software and all the concerns of BREXIT & operation “Stack”, and this resulted in us taking the decision to stockpile increasing our stock holding from £4.5m to nearly £7m.

I talked about some of the impact and concerns in this BBC News interview.

Of course, we all saw a BREXIT deal pushed back to October 2018 then into 2019, so we, like many businesses, had no choice to burn that stock and turn it back into cash.

With the pandemic last year and the resulting economic impact, I doubt many small to medium businesses and wholesalers had either a strong enough balance sheet or the credit lines to tie up much needed cash in working capital? Especially when faced with Furloughing staff and reducing the workforce ability to handle additional goods.

I’ve no doubt that many organisations now face a perfect storm of low stock holding, supply chain challenges with lead times and on-time delivery performances adversely effected, and end customer dissatisfaction perhaps leading them to alternative suppliers and sources. Which ultimately means they miss out on much needed revenue.

Here in lies the opportunity for UK based small to medium manufacturers. Large blue-chip organisations need continuity in their supply chain, especially if they are serving critical sectors such as automotive manufacturers.

The changing route to market

Wholesalers generally have been coming under pressure, needing to demonstrate the value they add in the supply chain with end users. Manufacturers are wanting to open up a direct dialogue and are seeking to cut costs and tiers in their ‘routes to market’ to increase revenue. They are looking to redefine their route to the money!

If the fundamental role of the wholesaler, distributor, drop ship seller (whatever label we choose) which is to hold local stock for local supply, is under pressure and cannot be fulfilled, then this surely is a solid case for reversing the trend of low-cost manufacturing and importing goods. Bringing it back to localisation and UK based manufacturing / production.

The main reason that small businesses have struggled with supplying the large blue-chip organisations is much less cost, but the ability to demonstrate a robust Quality Assurance process with traceability, Julian dates, and a demonstrable Quality Control mechanism. Add to this the concern of “will they be able to cope with demand if they take on additional customers or orders” (in other words will they be sustainable) you can understand why the large blue-chip companies such as Rolls Royce have chosen to import goods and service capability over the past 20 or 30 years.

In reality, implementing these processes is not that challenging and they will actually help you with efficiency gains through any production and transactional departments.

A unique supply chain opportunity

The question is are you ready to take advantage of the opportunity that is presenting itself?

A change in process, thinking and approach now (within this short window of opportunity) could lead to a much longer-term change in the fortune, scale and growth of your business.

Succession Planning!

When I say ‘succession planning’ what does it mean to you? How does it make you react?

The answer probably depends upon the environment that you work in.

A large corporate perspective

If you work in the large corporate world then succession planning is probably HR driven and refers to the process of identifying talent and the admin exercise you complete as part of annual reviews or appraisals to name an individual as your potential future replacement, when you progress onto a new challenge.

That may sound a little cynical, but I’m sorry I’ve worked in a number of large global corporates and I’ve yet to see one take this seriously or treat it as anything more than following a HR process to put some names in a box. The biggest pity is that if done seriously and properly it is a fantastic way of keeping and rewarding high potential talent, showing your employees that you value them and creating a culture of empowerment and excellence.

Small business owners

If however you work in a small business and are a small business owner, have you even given this subject any thought at all?

If you have, what does it look like? What’s your plan for your business when you decide its time to take a back seat / step away all together and retire / or just don’t have the energy anymore to take the business on its next phase of growth?

For many business owners when they started the company, if they even gave it a thought, the desire was probably for a second generation to take over and continue building the organisation.

Unfortunately for many owners they are realising that the second generation have their own ambitions, there are new careers that never existed before, or they want to paddle their own canoe’s and experience for themselves what its like to do their own thing.

There is a whole generation of business owners who are suddenly facing this dilemma, and if we’re really honest about it, the unique challenges of 2020 will probably lead to even more thinking about it once they are assured that the business will survive.

Planning for succession

So how do we go about the process of succession planning.

  1. Start to understand what you want out of the business when you step away. Do you want a cash lump sum to fund your retirement plans and to walk away without any ongoing obligations?
  2. Decide what you want for the business when you step away from it or out of it. Do you care what happens to it, would you be happy if a competitor bought it for example?
  3. Understand what you want for your employees and workforce. Do you want to feel like their future is secure?
  4. Have clarity on the types of exit available to you. (Trade sale, asset sale, Management buy in or out, Employee Ownership Trust, Employ an MD and keep taking the dividend.)
  5. Don’t underestimate the work involved in preparing a business to exit from it. This can take anything from 3 – 5 years if you are to get the maximum value for your business.
  6. Be clear on the emotional drain that exiting a business has. Make sure you have the best professional advisors around you. You will need support through this both professionally and personally. Are you aware of the team you will need and the roles they will play?

Its never too early to start thinking about succession planning!

It’s not just corporate speak or process, and in fact it is far more important for the small privately owned business than it is for the large international corporate.

And finally when do you want to start thinking about succession planning?

  • Whilst you are still motivated and engaged in the business with the energy levels required to make important change.
  • Or at that point when the batteries are low, motivation has waned, tough decisions are hard to make & implement and your appetite to make change is at its lowest.

When I ask again what succession planning means to you, will your answer be different now?

My journey into franchising (Part 2)

Following on from my previous blog (part 1), where I looked at the reasons and motivations that prompted me to seek change and explore franchising as a serious option. I realised that even though I was so close to finding my future venture, something still wasn’t quite right. Something was missing! It wasn’t immediately obvious what that something was, and this is where my journey continues in Part 2.

What was missing?

In trying to work this out I decided there were really two elements I had to give more consideration to. Firstly, the ‘softer’ aspects of franchising and secondly the harder financial aspects.

On a personal level

In terms of the first part, the softer aspects, what I was really looking for was something that allowed me to be myself. I am really keen on authenticity, so I didn’t want a franchise that was overly prescriptive, and inevitably some unfortunately are. Whilst I’m sure that suits many people it just wasn’t what I was looking for.

I also wanted a close relationship with the franchisor and a relationship where I felt that they had a genuine vested interest in me and my success and weren’t just happy to collect the fees. Someone I thought would go the extra mile to help me succeed. Don’t get me wrong, I’m not saying I wanted to be ‘spoon fed’ but I certainly wanted support I could rely on, particularly in the early days.

On top of all that, I wanted a more flexible lifestyle than I had been used to in my corporate role. One which allowed me to spend more time with my family as well as focus on my hobbies. I was still prepared to work very hard – just on my terms this time.

The financials

In some ways the second part was easier to analyse and I had a few ideas about what was concerning me.  In some cases, I couldn’t get my head round the initial franchise fee. This wasn’t from an affordability angle because I was in a favourable financial position, but from a value for money point of view. Even this wasn’t straight forward though because it wasn’t just simply a case of the higher the initial investment the more difficult the decision. I realised I needed to justify two things:

  1. What was I getting as part of the initial investment and was it justifiable?
  2. How long would it take to get a return on my investment?

For example, in one ‘mid-priced’ franchise I realised that I wasn’t actually getting an awful lot for my upfront investment and I also realised that in another, a lower franchisee fee didn’t mean I should expect lower potential earnings from the franchise. This should have been obvious to me from the start, but it wasn’t and took me some time to get my head round.

The next aspect was the Management Services Fee (MSF) sometimes referred to as the royalty. There were a range of percentages for this and in most cases I couldn’t easily work out what this was meant to cover. Also, in many cases this wasn’t the only monthly fee that was payable. It was quite common to see separate additional fees for central marketing, invoicing, IT and other subscriptions. This often made what appeared to be a low MSF into something which, in reality, was a lot larger.

A slight change in direction

It was also around this time that I met Adrian Knight, through his company Knight Franchises, and I took the opportunity to become a Franchise Consultant. Through my initial research and this 14-months period of working every day in the franchise environment, I was able to gain a really good understanding of the franchising world and how it operates.

This insight was multi-faceted. I found out an enormous amount which I wouldn’t have done otherwise. I identified which were the good ones and which were the not so good. What franchisors look for in potential franchisees, and equally what people investigating opportunities look for from a potential franchisor.

The short of it, I quickly got to know the good and the bad and could easily relate to franchisors and potential franchisees. Armed with all this knowledge I started to develop my own philosophy on franchising and what are the essential elements that make the relationship a success for both the franchisor and franchisee.

Towards the end of that intensive educational process covering all things franchising, a truly fantastic opportunity presented itself. An opportunity to put all that learning and philosophy into practice.

The perfect opportunity

CMC has a fantastic heritage built up over 31 years. Its Business Advisors are very experienced and knowledgeable and have provided invaluable support to many clients in all aspects of their business. So, when Adrian Knight offered me the chance to be Managing Director of his newly acquired company, I was immediately excited by the idea.

Join me in Part 3…

The concluding section in the series of blogs, where I examine my philosophy surrounding franchising.

What growth strategy to employ?

So, here we are waiting for lockdown to end and the recovery to start to enable us to grow our businesses again. But how do we know which growth strategy to employ? 

Of course, there is the ride the wave option, which is simply to let the macro economic trends dictate how well we do as businesses re-open, footfall returns and the level of activity generally increases.  

Personally, I’d rather have some strategies and action plans in place so that I can focus my resources in an effort to outperform those macro influencing factors. 

So how do we know what strategies are open to us and which ones to adopt? What order should we put them in and which are priority? 

Understand your market

The 1st step is to understand your market and where your business sits. If we assume a £100m market the diagram below explains what I mean by understanding your market. 

What the labels mean: 

  • Not addressable – we currently don’t have a product / service or commercial leverage to compete in this part of our marketplace. 
  • Won – these are our current customers, our market share. 
  • Lost – this is the business we quoted or tendered for but lost. 
  • Unseen – these are the prospects that we know about, but we never seem to be able to quote them or they are unaware of us. 
  • Unknown – These are new niche sectors or prospects that we don’t know about. They may be potential customers, but we‘re unaware of them because they are new entrants, new adopters of our offering or being driven to consider our offering due to macro factors such as legislation, technology changes, economic factors etc. 

Its only when we understand the size of the pie slices that we can effectively decide upon strategies for growth and the order in which to apply them. 

Possible growth strategies

If we decide that the Unseen slice is the priority for us, what strategies could we adopt to win here? 

  • A channel strategy – improve our reach by using distributors & resellers.  
  • Digital Marketing Strategy – raise awareness of reputation creating market pull for us. 
  • A Mergers & Acquisition strategy – buy someone who already has access to these customers. 
  • Feet on the street – recruitment to increase coverage. 

If we choose to focus on the Lost slice as our priority, our strategies could involve: 

  • Pricing & discounting – leverage financials to take market share. 
  • New product or service introduction – add breadth and depth to win against our competition. 
  • Value adding strategies – developing unique value that differentiates from competitors e.g., providing data and insight back to the customer from IOT. 

Looking at the Not addressable part of the market we have to consider different strategies which could include: 

  • New product Introduction – adding a new product to complete here. 
  • Acquisition – buying someone who has the product already. 
  • Supply chain – take cost out to compete commercially, can we change suppliers? 
  • Leveraging buying consortiums or groups – better discount / rebates providing the commercial strength to compete. 

Finally, the Unknown part of the market is where we need business development and marketing strategies such as: 

  • Canvassing strategies – direct mail, telemarketing, digital prospecting. 
  • PR strategies – case studies, advertising, social media, exhibitions.  
  • Routes to these markets – channel strategy, recruitment of specialists.  

Why it’s important to plan 

With all these options open to us, it’s important to prioritise and plan. As you can see, each strategy requires resource, tactical planning, research and time bound actions with metrics and deliverables to monitor progress. 

Without this level of thought, the danger is that we become a butterfly, moving from one initiative to the next, getting frustrated that we are not realising our growth potential and failing to understand why the business has plateaued or even declined. 

It takes some effort upfront, but until you have strategic priorities how can you understand the following important factors that will move your business forward? 

If you need support to help define your path to successful growth, feel free to contact us via the form below for more information.

North Pole and the New Normal

On discovering the ‘New Normal’

Some of you may recall the children’s story by A.A.Milne about Winnie the Pooh (Christopher Robin’s favourite toy bear) discovering the North Pole.

Nowadays, it’s the equivalent of trying to find ‘the New Normal’; if you think you’ve found it, you’re probably deluding yourself.

Why is that? Because there never was a standard ‘Old Normal’. All our businesses are different, and got impacted differently by the pandemic. You can only begin to take advantage of the new world which COVID has thrust us towards if you find out how it has affected your business. Only the business owner or manager can do this. But it is fair to guess that your conclusion will lie somewhere along this scale:

I’ve done better than expected

The Stand-Out performers are clear enough – Supermarkets offering a good deliver and collect service; Direct Mail companies such as Amazon; Satellite TV services. But there are some that you would not necessarily think of – for example, renewable energy services for households (because folks working at home have had more time to review their energy needs and to ‘dust off’ old projects).

If your business is in this category, now is the time to think about new growth plans on the back of a strong recovery. The danger is that the Lockdown gains will fade as soon as Lockdown ends and people resume old habits. You need to make a plan to retain as much as possible of any ‘wins’ during this past year or so.

My business is badly damaged

You’ve guessed it – this is the bottom end of the scale! Sometimes it feels so bad that you can barely glance at the bank balance or the Profit-and-Loss account. But there is every reason to do so. If you wait for the ‘New Normal’ to come to the rescue, you may not survive.

Now is the time to talk to your bank, accountant, management team and staff about what must be done to get things shipshape. Take restorative action now before it’s too late. It is painful to cut services and loyal staff, if it comes to that. But remember that this is about profitability first and foremost, and there may be other forms of cost reduction.

For example, can you identify your least profitable customers, and can you ‘prune’ them or at least reduce the cost of servicing them? If you can, you may find a way to hold onto essential services and skills which all your customers value.

I’m just about managing

The mid-point in my scale. Yes, you have taken a hit, but you have been smart enough to find ways to cover your running costs by offering alternative services. Or else you have been able to call on some cash reserves put aside for such a ‘rainy day’.

However, your business may be scarred and it is important to understand what aspects of your service or product offering have been damaged so that your eventual recovery is not held back. Have your suppliers had a ‘good pandemic’ or are they reeling? Could that compromise your supply lines going forward? Will you need to undertake some short-term marketing to give your recovery a kick-start?

Most importantly, are there aspects of what you have learnt that you can retain and develop as a new business stream which might enable you to come out this leaner but stronger than you were before.

An example of this is a Sports Coaching firm, which does a lot of its work in schools, which are once again closed. By promoting private 1-2-1 tuition classes to parents at their wits end with having bored kids at home all the time, this company had a record-busting month or two last summer which accounted for almost 25% of annual revenue in just a few weeks! So while annual revenue declined somewhat, profitability and cash has been sustained.

Of course, some of this new demand will fade as schools re-open and parents go back to work. But how soon before that happens? And is it not inevitable that staff will be working from home more than before the pandemic? Review your own business environment to take advantage of the situation and give the chance of recovering to a level beyond the ‘Old Normal’.

Now what? Your good pandemic guide

  • Stabilise your short-term business, assess the developing ‘landscape’ around you; look ahead by speaking and listening to your customers and suppliers
  • Come up with new, imaginative ideas that will enable their own business development as well as your own, and execute those ideas briskly and efficiently
  • Talk to your local CMC Business Advisor

So you can…Create your own ‘New Normal’ – START NOW!

The alternative? Anyone for the North Pole??