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Bigger business thinking for your small business

Every new business venture starts for a reason. There is always a dream. A vision if you like. Some business owners just dream, some business owners simply act on instinct. Some are entrepreneurial, and some are timid. They would all like success and very few are content with failure.


There is no one measure for success or failure. And regardless of your measure, there are always opportunities to do better. Yes, even successful businesses can do better. How much so, is driven by their desire, their focus and their willingness to use all available resources to improve their knowledge, systems and efficiency.


People such as Steve jobs, Richard Branson and Barack Obama are often cited as living examples of success. And they are. All have distinctly different backgrounds and they offer different things to their markets. One thing they all share though, is the ability to take advantage and build upon the knowledge of others.


Of course, we can’t be sure when they shifted from being a “doer” to “delegator”, but we can be sure that as they brought their dreams to reality, they trusted people who shared their vision and their strategies. And they didn’t stop at the first success. Their vision grew and their strategies adapted.


It’s pretty clear that for most of us, success won’t be measured in terms of worldwide fame or untold wealth. And it’s fair to say most of us don’t aspire so high. Nonetheless, we do have a dream. We do have an itch to scratch.


Imagine then, a business which started from scratch in the early days of the digital revolution. The owners adopted the latest technology and coupled that with service and quality levels the marketplace did not expect. Imagine it grew to levels beyond the expectation of the owners. Imagine the owners took advantage of the good times to maximise their profits. Imagine some of the owners thought it was technology that delivered the benefits and as technology changed further there was little they could do to stem the inevitable bleeding of revenue.


Imagine that business as having a brand without peer in its local marketplace. Imagine the possibilities to leverage the brand to create a sustainable and growing business that relied less on technology and internal capabilities and more on continuing to deliver beyond client expectations. Imagine how investing in the right people could create something not imagined at the outset.


Now imagine that business today with no vision beyond what the technology at the turn-of-the-century could bring. Imagine that business with no inclination to see the possibilities, let alone take advice to realise the opportunities as they unfolded.


Which scenario might be a company with growth and salability, and which scenario might now show a business which has declined to a point where the owners simply want or need to sell the assets for scrap and move on?


In this case, the inability or unwillingness to access credible, coordinated and affordable information was somewhat of a handicap.


Fast forward to today and the opportunity to access those skills are varied, if not confusing. The Internet and social media has driven many to think good advice is free. The further downside is that with so much information freely available, it is all too easy to misunderstand generic information and substitute it for useful and tailored advice. What makes this more interesting is that the average business owner for the most part understands that there is no other business which is the same as theirs. Why then would they accept generic advice for their business?


Let’s be clear. The right advice for your business is not really free. If it is the right advice for your business, it will not come at no cost. The right advice, though, is an investment and it will quickly pay for itself.

Where to turn. 

Lawyers are good at lawyering. Accountants are good at accounting. Salespeople are good at sales. Business owners are generally very good at the things in their business they understand fully (that’s not to say new skills can’t be acquired). Experienced and strategic business managers are good at managing businesses. They have skills others don't; some deep, some broad.


So, when it comes to understanding the broader areas a business needs to deal with on a day-to-day and periodic basis, who better than a strategic business manager to bring the all-round knowledge that is required? Or better still, a strategic business manager who has access to the team of experts a small business probably cannot afford individually. A strategic business manager who can assess the right level of support a small business needs and the right time to offer that support.


And here lies the bigger business thinking for small business.


Big companies with big budgets routinely engage the likes of PwC, KPMG and their ilk. They know the breadth of thinking, and the skills and experience these firms bring to their business is invaluable, but ultimately not required every day. They understand the value of holding them close and using them selectively. This is bigger business thinking for big business.


How does a small business fare? Where do you find that bigger business thinking for your small business?


There is a great divide on this question in the business support community.


But the divide is not what you might think. Everyone wants to help and almost everyone wants to add value to your business. The great divide is in approach. And affordability.


At accross, we are champions of clear thinking from the top to bottom of every business. We understand the need for profitable automation and digital transformation, and taking every opportunity to simplify the burden of compliance. We work to understand your business, how you think and how you like to work. We want to share your vision and tailor everything we do towards your goals.


Of course, it's not good enough to just say we are, we have to support that with the right and the right level of know-how.


Bigger business thinking for small business is more than a tagline. It's a philosophy. It's a conviction. It's deliverable. It's no longer the exclusive right of big business. For too long, smaller businesses have been swamped and overwhelmed by big business with deep pockets. In recent years the Internet and cloud solutions in particular have dramatically changed the landscape for consumers. Successful businesses have been born and prospered. Many have been snapped up in a hungry market. Yet many more have withered on a very young vine.


What then does this say? Was every successful business driven by a new idea? Was every unsuccessful business simply offering something the market did not want?


The answers to these questions of course will largely differ from case to case. But even the most cursory of analysis will suggest bigger business thinking featured heavily. Even where a modicum of luck was involved.


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