B4 Magazine is the business magazine for Oxfordshire businesses. B4 is about Building Bridges Between Businesses, with features on Advice, Conferencing, Education, Finance, Health, HR, IT, Marketing, Networking, Property, R&R and Science and Technology.
B4 TITLE B U I L D I N G B R I D G E S B E T W E E N B U S I N E S S ISSUE 07 SUMMER 2008 FINANCE • LAW • PR • MARKETING • ACCOUNTING • LIFESTYLE • NEWS COMMUNICATIONS • NETWORKING • CARS • PROPERTY • INTERVIEWS • EVENTS www.b4-business.com B4 Magazine All change at Darbys – Simon McCrum gives it to us straight The highs and lows of a man with passion, drive and the odd saying From finance to a fine course – how Ian Darby is changing the face of Studley Wood Golf Club Changing the Face of Law Clinton Pugh Changing Course
Transcript
B4 TITLE
B U I L D I N G B R I D G E S B E T W E E N B U S I N E S S
I S S U E 0 7 S U M M E R 2 0 0 8
F I N A N C E • L A W • P R • M A R K E T I N G • A C C O U N T I N G • L I F E S T Y L E • N E W S
C O M M U N I C A T I O N S • N E T W O R K I N G • C A R S • P R O P E R T Y • I N T E R V I E W S • E V E N T S
w w w . b 4 - b u s i n e s s . c o m
B 4 Magazine
All change at Darbys – Simon McCrum gives it to us straight
The highs and lows of a man with passion, drive and the odd saying
From finance to a fine course – how Ian Darby is changing the face of Studley Wood Golf Club
B4 News8 Local Business News9 Local Business News10 The In Oxford Group12 Oxford Saïd Business School14 Oxford Brookes University
Business School 16 Nominet18 Microsoft20 STL Communications22 HM Revenue and Customs24 Charitable Funds
B4 Features6 Bugatti
The historic Prescott Hill Climb and world famous Bugatti Veyron
13 Idea IdolInto the Dragon’s Den
40 Always Look on the Bright Side of LifeOne of Oxfordshire’s most respected Restauranteurs
B4 PR26 Spinning Value
Focus on two Oxford spin-out companies
53 Ox TaleOxford United’s new focal point
54 Changing CourseFrom the Board Room to the First Tee
58 PryorsFirst Class Executive Travel
70 Oxford IronmongeryThe master craftsman
B4 Advice28 Changing the face of law
The New Man at the top at Darbys
32 On A BudgetTony Haines with his Budget “Highlights”
34 Where There is a Will, There is a Way for BusinessIgnore it at your Peril
36 What’s Wrong with Mortgages?Get your House in Order ...it’s goingto be a bumpy ride
38 Philosophical MarketingMarketing in a Box
44 Sci-NetBusiness Intelligence a Reality
46 Hidden WealthMaximising your Wealth Opportunities
B4 Property48 North Oxford Property Services
Breckon & BreckonPink & BlackSavillsTheir views on the property market
64
www.b4-business.com
Welcome to Issue 7 of B4Open the papers on any given day and the dark cloudshave well and truly gathered. Some say we are talkingourselves into a recession, others say it is here. In anincreasingly competitive world, the slightest pressurecan create panic and the chain reaction can havesevere repercussions.
For anyone new to the business world, this truly is abaptism of fire – we all know how difficult it is at thebest of times. The best advice I can give is to seekadvice from those who have experienced this allbefore. So if you are new to business and think youneed help to guide you through the choppy watersahead, seek advice from professionals withexperience, and share your concerns without furtherdelay.
On that note and in this issue, Nick Walker of FocusFinancial Services offers B4 readers some advice onmortgages and what to expect in the year ahead,Richard Wadsworth at Darbys urges us to get our willsin order, and Tony Haines of Wenn Townsend gives ushis summary of the recent Budget.
Also in this issue, we take a look at three men whohave changed course in their life. Simon McCrum hastaken over at leading Oxfordshire firm of solicitors,Darbys, having spent his entire working career inManchester; Alun Williams has chosen the selfemployed route to flex his marketing muscles, havingspent his career in industry; and Ian Darby, now incharge at Studley Wood Golf Club, explains why hechose to leave the board room and head for the firsttee.
We tackle a few green issues in B4: the importance ofbeing environmentally aware is brought into focus byB-Line Offiice Supplies, we feature the greener side ofthe red bus and STL Communications’s newGreenminutesTM package.
For our regular spot of indulgence, we ‘closely inspect’one of the most famous restaurants in the world, TheFat Duck.
This issue also sees the introduction of our newcontacts section which we hope will grow and grow.
Richard RosserEditor
www.b4-business.com 43www.b4-business.com42
B4 COMMUNICATIONS
STLGREENMINUTES™
REDUCING CARBON, REDUCING PHONE BILLS
In today’s increasingly environmentally aware
society, organisations are under increasing
pressure to ‘be greener’ in their activities. In
response to this, STL Communications, in
association with the award winning Earthdream
concept from Honda Racing F1, have developed
Greenminutes™ – our way to help our customers
achieve more renewable and environmentally
sound business communications.
Greenminutes™ is radically different from any other
communications package – utilising low power IP
networks to route your businesses telephone call
traffic, as opposed to more traditional and power
hungry legacy telephone infrastructure. Because our
network uses less power, we are able to calculate a
carbon saving against every minute of call traffic carried
over the Greenminutes™ service. This carbon saving
accumulates with every call made, and as part of your
monthly statement, we let you know the total amount
of carbon offset that has been generated. This is
totalled on an annual basis, and at the end of this
period Greenminutes™ customers will receive a
certificate confirming the total carbon offset generated
by their organisation – this can then be applied to the
business itself, perhaps helping to carbon neutralise
the business’s premises or company vehicle fleet.
In addition, STL Greenminutes™ customers do not
receive a paper bill for telephony services. Instead we
send monthly statements by email and provide
customers with detailed management reports through
a dedicated online website service.
STL Greenminutes™ customers also enjoy free of
charge access to our next generation IP
teleconferencing bridging service, as well as our in
house videoconferencing suite, allowing groups of
people to hold virtual meetings without the need for
long distance travel.
For an organisation to take advantage of this exciting
new service, no changes are required to existing
telephone infrastructure. There is also no initial cost
involved in switching the service which is
implemented in a similar way to a change of utility
provider - without interruption of service. As with any
communications package from STL, Greenminutes™
call rates are ultra competitive and will comfortably
66 B-line Make the Mark, EnvironmentallyMaking the business world a better place
B4 Communications68 Man on the Move
How the Mobile Phone has changed life for us all
B4 Lifestyle15 B4 Golf Cup
Oxfordshire’s Leading Business Golf Tournament
72 The Fat DuckThe Best Restaurant in the World?
B4 Contacts82 Let’s do business
Prescott is owned and run by the Bugatti Owners’Club (BOC) who purchased the estate in 1937 andcommenced converting the muddy, rutted driveinto a speed hill climb ready for the opening rallyin April 1938, when the current Club President, EarlHowe, opened proceedings by driving his type 57Bugatti up the Hill. The Club was formed in 1929to reflect the interests of the old vintage Bugatti’s.The original founders were also clever enough atthe time to open membership to not only Bugattiowners but to motor enthusiasts in general.
The 1127 yard course rises over 200 feet via shortstraights, fast and slow corners and a breathtakinghairpin, with the fastest modern racing cars completingthe course in an exciting 36 seconds. The action canbe viewed from strategic points along the course aswell as from the restaurant terrace. Visitors andcompetitors alike can enjoy an exhilarating days racingplus vintage cavalcades up the Hill.
Ian Patton, the Club’s General Manager for the pasttwo years, gives B4 a more intimate insight into thismost interesting institution. He runs the club on behalfof the directors. “I am a long term enthusiast,particularly of vintage cars and came back out ofindustry because I love being involved in the sport. Itrained back in Cheltenham and the very firstcompetitive event that I came to was Prescott.”
“I have been coming ever since. Out of the blue, twoyears ago, the club was looking for a General Managerand I applied for the post and with the rest of the teamenjoy what we do and have a lot of fun.
“The first competitive event was held in May 1938 andevents have been running here ever since. It is not theoldest venue by any means, that said, there is a mass
of history attached to Prescott with an abundance offamous names who began their careers here,including Stirling Moss.
“We now have a membership of just under 2,000, ofwhich 500 are overseas members. Seventy-five percent of the membership are non-Bugatti owners,motoring enthusiasts who enjoy coming to Prescott tocompete or just to be part of a Club with a rich history.It is an excellent mixture, members with a wide varietyof cars and a love of motor sport.
“The main allure of the Club is the Bugatti carsthemselves. Wonderful, cutting edge designs. A uniquefeature of Prescott is the Bugatti Trust, located on theother side of the starting line, opposite the club house.The Trust was set up by Hugh Conway as a charity withan educational theme as its raison d’etre. It is totallyindependent of the Club, and is essentially a museumwith a permanent display of two or three Bugatti’s atany one time. These works of art need to be seen tobe fully appreciated, their magnificence almostdefying the possibility that a human being could evercontemplate exposing such a masterpiece to thestresses and strains of competitive racing.
“The Trust also provides the visitor with a fascinatinginsight into the history of the Bugatti family. This allmakes for a wonderful day out and the Trustcomplements the thrilling race experience beautifully.
“Ettore Bugatti originally set out to develop a racing carrather than an everyday use car. He single-handedlychanged the face of Grand Prix racing in the 1920s.Over a short period of four or five years, Bugatti racecars reigned supreme. His most famous model wasthe Bugatti Type 35, which was, indeed, regarded as awork of art.
“Racing cars pre-Bugatti were clumsy, huge offerings.Bugatti changed this, opting for a more streamlined,lightweight model, which turned the whole ethos ofracing on its head. However, by 1932, he wasstruggling, against the power houses of Alfa Romeoand Mercedes who were making their size andresource tell against the very man who had contributedto their new lease of life. Bugatti was forced to turn hisattention to Grand Touring Cars. Some of these werespectacular and very unique. To many lovers of Bugatti,the 1930s were his heyday, at a time when he reallyhad his back to the wall.”
The Bugatti marque laid dormant until Volkswagenstepped in, with one aim being to produce a 1,000 hpsupercar, the Bugatti Veyron. This car has had not onlyJeremy Clarkson salivating - it is technically superb -but for just under £1million, wouldn’t you expect alittle more than a nice trim and good looks? “In myexperience, I have never seen a vehicle achieve iconicstatus so quickly. VW have produced something whichis unique and just a little bit special,” adds Ian.
So what can you and I experience at Prescott? “Wehave six race meetings a year – mostly two day events.Five are run by the Club and the sixth is run as a jointventure with the Vintage Sportscar Club. This isprobably our largest event, held every August, and it ispossibly the largest vintage event in Europe. It attractsentrants from all over England and Holland, Belgiumand the rest of Europe.
“The other large event is on the 24th and 25th May, LaVie en Bleu, which has, as the name would suggest, avery French theme. This comes to the fore on theSunday with solely French cars on view. Last year, theVeyron actually took part in the hill climb, which ispossibly not ideally suited to it. Driven by Pierre-Henri
Raphanel, an ex Le Mans winner, the event wasimmensely popular and there will be at least twoVeyron on show this year.
“The Veyron has certainly stimulated renewed interestin the club – it is the reincarnation of the Bugattimarque. It reflects the history of the Bugatti and thepursuit of engineering excellence. We had the Veyronalongside two vintage Bugatti Grand Prix cars at theNEC Motor Show recently and it created massiveinterest.
“The fascinating aspect is that there was nothing for along time before the Veyron – there are those whofeel the car is stealing the thunder of the originalBugatti’s, however, the BOC was established to coverall marques and it has always been receptive to newmodels and many of the members embrace marquesthat are far more estranged from Bugatti’s than theVeyron.
“The Bugatti is certainly a romantic and pulse-racingmarque and it was extraordinary that, at the recentNEC show, there were a huge number of 12 to 14 yearolds who were telling their parents what they werelooking at, both in terms of the original Bugatti’s andthe Veyron. That is very healthy – if the Veyron canstimulate appreciation of the technological wizardrybehind it, then it can stimulate appreciation of theoriginal Bugatti’s.
“It’s easy, however, to get sucked in by the sex appealof the Veyron, but a lot of visitors come to see theother cars, with five to six thousand members ofpublic regularly in attendance.”
At £12.50 entrance for an event including parking, withno access restrictions – visitors can go to the paddock,
talk to the drivers, and touch the cars – this sort ofevent is unique and this has always been the case atPrescott. “We strive to protect Prescott’s uniquecharacter – it is crucial that we maintain it,” stressesIan.
But like every business, the Club has to take steps toensure that it is not just on race days that it is able tomake the venue work for itself. With restaurant(catering for up to one hundred and fifty) and clubhouse facilities, there are also areas suitable forcorporate entertainment.
“We have one company coming shortly which will beusing the facilities to brief and train their agents andwill spend the afternoon enjoying the country lanes intheir cars – what a thrill. We also have areas on a raceday where companies can put up marquees andinvite clients along, with dedicated parking areas anddining facilities (catering from five to one hundred andfifty).”
“We also stage, throughout the year, a number ofdriving schools. Applicants can come along in theirown car for the day. Starting with breakfast, you canwalk along the track with three qualified instructorswho will explain how to drive the course, explain carcontrol and you can then spend the day driving thisfamous hill climb course. It is all about driving better,and how to drive through corners. We video you andshow you how you could improve your skills.
“In the afternoon, drivers get the chance to experiencethe hill with one of the instructors who willdemonstrate what it is like to go up the hill at speed,safely – usually the highlight of the day for mostpeople.
“Finally, we give everyone an assessment of theirperformance – it is a fun day which suits people of allskills. It is a good gift for a birthday but also appeals tothose who wish to be more competitive. Normally wecan cater for numbers up to thirty but can also cater forsmaller numbers exclusively for companies.”
Walking the course you get a real feel for what takesplace on the day. It is purely down to the skill of thedriver and the technological ability of the car. Furtherdetails are available on the Club’s web sitewww.prescott-hillclimb.com.
So for a pulsating day out, you will be hard pushed tofind a more exciting event – just remember to turn leftat the entrance and don’t go up the hill!
www.b4-business.com 73www.b4-business.com72
BUGATTIOn a glorious spring day, the breathtaking hills surrounding the Prescott Hill Climb, based just outside of Cheltenham,are bathed in sunshine. This is home to one of the world’s most prestigious motor racing venues. Set amidst sixty acresof glorious Cotswold countryside, the estate not only provides a beautiful setting for a range of classic car and bikeweekends, but also hosts major motor racing championships.
26 & 27 April 2008British & Midland Championships
24th & 25 May 2008La Vie en Bleu 2 [ French Invited Clubs]
28 & 29 June 2008Midland Championship
2 & 3 August 2008Vintage Weekend
6 & 7 September 2008British & Midland Championships
27 & 28 September 2008Classic Meeting
E V E N T SCALENDAR
Contact details on page 82
www.b4-business.com 79www.b4-business.com78
B4 PR
Oxford was one of the first historic cities in the
UK to recognise that its historic central area
would be under threat if it didn’t curb the
private car. In 1973 the City and the County
Councils developed the Balanced Transport
Strategy, creating the country’s first permanent
Park & Ride site, at Redbridge, and controlling
car park pricing in the city centre. It placed the
emphasis on walking, cycling and public
transport and it kept traffic at a fairly constant
level over the next 20 years, at a time when car
use nationally was rocketing.
In the 1990s, the policy was pushed further, to
improve the environment in the central area. The
Oxford Transport Strategy saw the pedestrianisation of
Cornmarket and restrictions on cross-city traffic through
High Street.
Oxford Bus Company (OBC) has supported the local
authorities since that first tentative step in 1973 and
has grown and changed dramatically to carry more and
more people.
People who have known Oxford for a long time will
remember the daily, constant stream of slow-moving
traffic from Carfax to Magdalen Bridge. Today, the same
number of people are being transported using 6%
fewer buses than before, and considerably fewer cars.
Buses are part of the lifeblood of the city. Over half of
all journeys into the city are made by bus, people
coming into Oxford to work and play their part in our
economic success, to study, creating yet more jobs or
to shop and enjoy the leisure facilities.
If bold action hadn’t been taken, the city would have
ground to a halt, commerce would be struggling and
many visitors, shoppers and even workers would have
decided to go elsewhere. If general traffic was
uncontrolled, it would travel at painfully slow speeds
and every scrap of green space in the city centre – and
the colleges - would have to be given over to car
parking.
But just coping with the increased number of people
using buses isn’t enough. We recognised a long time
ago that we had to tackle the effect our business might
have on the environment. This is really important as
the traffic management schemes have concentrated
buses in fewer streets and could have led to difficulties
if we had done nothing ourselves.
Fifteen years ago, we decided to tackle the issue of
emissions from the diesel engines in our fleet. We
invested in the greenest, most sophisticated
anti-emissions technology available. This policy has
reaped rewards and an independent survey has shown
that we now have the cleanest, most environmentally
friendly bus fleet in the country.
We’ve always been at the cutting edge of technology.
We’ve been making Oxford greener and cleaner for 15
years. The first step was to fit special exhaust filtering
devices, known as Continually Recirculating Particulate
Traps, or CRTs for short. These units cut down
significantly (by up to 90%) Carbon Monoxide,
Particulate Matter and Hydrocarbons, and up to 15%
of Oxides of Nitrogen. This was a huge step forward in
controlling emissions, years before car manufacturers
caught onto the need to do this. As the Honda advert
says “Change Something”, and we certainly have.
Over the 15 years, basic diesel engines have had to
conform to ever more stringent emissions - and the
addition of our emissions control devices has made
them cleaner still. This culminated in 2007 when we
were the first bus operator in the UK to introduce
buses that conformed to Euro 5 standards, many years
before this becomes mandatory. The Euro 5 has all the
benefits of earlier standards but also gets to grips with
Oxides of Nitrogen - a vital development in emissions
control. In fact we were the first company to use both
buses and coaches that met Euro 5 standards.
We were so impressed by the benefits of this that we
have invested heavily again, and now nearly a third of
our vehicles meet that Euro 5 standard or higher.
Arguably the air coming out of our exhausts is cleaner
that that going into the engine!
So much for the science – what about customer
appeal? We have invested in top of the range, state of
the art Mercedes Citaro buses and their contribution
to the environment has been twofold and dramatic.
On the “Citaro routes” bus use has risen dramatically
attracting many people who would otherwise have
stayed in their cars. Not only are the engines ultra
green but, by offering superior seating, full air
conditioning and bright, attractive accommodation,
dozens of highly polluting cars are kept off our roads.
If just four people decide to take one of our buses
instead of their car then that is a net contribution to
the environment.
Everyday there are claims about how this or that is
greener than the rivals. Many of the claims don’t stand
close scrutiny. That’s why we’ve made all our science
and research available on our website,
www.oxfordbus.co.uk. We are constantly looking at
experiments elsewhere into alternatives to diesel
propulsion. We are convinced that, in time, there will
be a breakthrough, but until then we will continue to
provide the lowest emission buses and coaches
available commercially.
From horse drawn trams to the greenest bus fleet in the country, the OxfordBus Company has been around for more than 125 years. Managing directorPhilip Kirk explains how investment, science and long-term environmentalcommitments made it the greenest bus company in the country.
WHEN REDIS GREEN
Contact details on page 82
www.b4-business.com58
B4 PR
OXFORDIRONMONGERY“As a company with a long established tradition
and reputation, Oxford Ironmongery have
successfully carried out projects recreating door
handles which are centuries old through to
futuristic door opening mechanisms,” says
Julian Newman, the company’s proprietor. “We
also offer a complete ironmongery scheduling
and quotation service for architects and building
project managers. This includes working from
drawings and conducting site surveys to achieve
the best possible specification.
“Our showroom on Botley Road provides an extensive
display of traditional and contemporary ironmongery,
in a full range of finishes.”
Oxford Ironmongery has also been accepted as a full
member of the Guild of Architectural Ironmongers.
Having satisfied the board on various conditions,
including professional competence and depth of
stockholding, membership was granted. To qualify for
membership, Oxford Ironmongery must also agree to
abide by the Guild’s “Code of Professional Conduct”
which provides assurance to all of Oxford
Ironmongery’s customers that they will receive the
highest standard of professional service.
“We also have a very clear environmental policy,”
stresses Julian, “and this is borne out on several fronts.
Firstly, as far as suppliers are concerned, we will
endeavour to partner with and source our products
from manufacturers and distributors who demonstrate
a strong ethical and environmental policy. Secondly,
we use low energy lamps and energy efficient heating
at our premises. Thirdly, we reuse packaging from
suppliers and recycle all waste paper and excess
packaging materials. And finally, we aim to introduce a
scheme where customers who are undertaking
refurbishment and restoration projects can bring the
used items of architectural hardware to us and we will
arrange to have them recycled in an environmentally
sustainable way.”
Julian Newman certainly has an impressive business,
but to fully appreciate the breadth of Oxford
Ironmongery’s products, a visit to the showroom is a
must so that you can benefit from the advice and
experience of a dying breed – a true master craftsman.
Oxford Ironmongery, established in 1979, is still the only specialist architectural ironmonger in the area. The company’saim is to deliver high quality door and window furniture. B4 discovers that this is a company with not only thecustomer but the environment in mind.
Contact details on page 82
www.b4-business.com 25www.b4-business.com24
B4 LAW
He rates himself, not in a cocky or arrogant way, but in a positive,refreshing way that makes you want to be involved in his crusade –and a crusade it is. He’ll accept he makes mistakes, and that is anendearing quality, but he aims for the best and will keep going untilhe gets there – somewhat akin to the Duracell Bunny, he’ll keep onand on and on and on…..
Simon McCrum is forty-three, and married to Angie, with his A Team kids,
Murdoch and Maverick McCrum. “They will either be famous or end up in jail”
quips Simon, but let’s at least hope, either way, they’ve got their father’s
number.
A bit of background Simon? “I am a Cumbrian, but have spent my entire adult
life – until now - in Manchester. I studied history at college. I am not a career
lawyer – and there is no history of lawyers in the family!
“For years my parents ran a market stall, so law was never the designated path
for me. I made a hash of my A Levels but was thankfully able to get into higher
education and the drinking that goes with that through a history course at
Manchester Polytechnic, as it then was”. I nearly managed to make a hash of
that too”, he says, almost becoming exasperated at this former Simon McCrum,
as if he were talking about an imposter!
“My progress through college wasn’t worthy of any prizes and I only really got
to grips with matters after a chat with the careers officer who said I was nicely
set up to be a Policeman or Tax Inspector. Anyone who knows me would
guffaw at both of those. I had a friend whose brother was a solicitor, and I knew
he had read history. I had a chat with him and found out that there was a
post-grad course you could do which gave me a second bite of the cherry”.
Simon learned, once on the course, that he also needed “articles” at a law firm
– now called a training contract. Lady Luck shone on him - he wrote one
letter, got one interview, and got one place. This happened totally by chance
to be at a very good law firm, Pannone in Manchester. On qualification as a
solicitor in 1990, he joined the Commercial Litigation Department there.
“I was never the text book lawyer. I still had some “rugby” in me. They kept me
on when I qualified”, which according to Simon was “very visionary of them.”
His real passion, though, had started to burn already.
“Even at that time I remember wondering and asking, where each case had
come from? If we knew the answer, we could find more of them, either from
that client or people like them.
I was even then thinking more about the business of law than the nuts and
bolts. By dint of two or three job moves I was able to move away from doing
straight chargeable hours and legal work and to instead undertake business
development and marketing work for a law firm.”
His nirvana came in 1995 when he moved back to Pannone. A new
Managing Partner – Joy Kingsley - had taken over. She was very visionary and
was willing to take a risk on Simon in releasing him from doing legal work and
billing, and to focus him, instead, on “work-getting”.
“Amongst the many things I learned from Joy was that lawyers can make a
contribution that is equal to or even greater than the usual billing. I stopped
doing legal work altogether, and I became a partner shortly after – a rare
combination in the legal world. I was charged with bringing in work for all the
specialist departments. To start with, I did what everyone does. I went to every
cocktail party – usually all full of lawyers - and I put on three stone. I also did
some more systemic, structured, thought-through marketing, which other
lawyers, bogged down in legal work and fee targets, could not do.
“Perhaps my greatest success was to take an old idea, wrap it up, and make it
sexy. It has now become a £multi-million business. The idea was one that was
mentioned to me way back by one Rodger Pannone, a big name in Pannone’s
history and in law in general. He had long spoken of a concept called “hub
and spoke” whereby large and small law firms worked together. I applied to this
idea a structured and branded marketing and hard business dimension. I
packaged it as Connect2Law and went on the road selling it. I spent a year in
my car, rushing from law firm to law firm around the North West. It was a
visionary scheme and package. Indeed, Pannones letting a partner spend all of
his time doing this was visionary in itself.
“I was making the whole thing up as I went along, as this kind of scheme
simply didn’t exist. I was honest with everyone and was often asked questions
where I had to respond “I haven’t got a clue, I’m making this up, what do you
think we should do?” That was an early lesson in the value of total honesty
when dealing with people – if you are going to build anything that is going to
last.
Having grown a very successful scheme in the North West, Simon then saw that
the scheme could be developed nationwide by “franchising” it to large regional
firms in regions around the country. One such firm was Oxford’s own Darbys,
of which more below.
Simon continues, “Joy Kingsley’s visionary capabilities then kicked in again and
she asked me to be Head of Commercial Litigation when the mighty Vincent
O’Farrell came up to retirement. I had never held a management role,
anywhere, before. The department was very good at law but some
improvements could be made on the business side.
“I tried again to be honest, open and inclusive with the team. I like to give
people jobs that empower them and give them responsibility and bring them
into the team. I did it in the Litigation Department and also in two other
departments that I became head of. When it got to the stage where the
Litigation Department was running very well – indeed better - without me, I
asked Joy if I could move on to a new job within the firm. I handed over to my
successor a much larger department – nearing a hundred people - and one
that was very happy and profitable.”
Things then took an unexpected turn. After a return to his marketing role, a
rare thing happened in the legal sector.
Darbys Solicitors in Oxford took the unique decision to look for a Managing
Partner from outside, who could hopefully take them to “the next level,” or
even beyond. A shortlist of candidates was being drawn up and they asked
Simon, whom they had come to know through their involvement in his
Connect2Law scheme, whether he wanted to be included in that list. He leapt
at the chance.
“My self-belief was and is huge – I didn’t care who the other applicants were.
I was doing well at a very successful law firm, but I wanted to develop myself
and fulfil my own potential. I didn’t know what my potential was. It may sound
arrogant, but I wanted to develop a law firm and everyone in it, my way, so that
it could do something very particular and very different in the legal world. That
was the dream.”
“The interview and selection process was incredible. The first interview panel
was made up, not of partners from Darbys, but of business leaders that were
friends of the firm – it was truly intimidating. I was impressed by the panel and
how they gave me a thorough going over.
“I then had to present to the partners on what I would do if I secured the post
– my presentation was called “Making Darbys Even Greater” and it contained
– for a law firm – some scary stuff. I was told later that day that I had been
chosen.” He started in the job six months ago.
Not one to think small, he and Darbys have great plans – not just to build on
Darbys’ position as a leading regional law firm, but to actually change the face
of law in this country.
Yes – to change the face of law in this country.
“As I see it, most law firms provide law to their clients in pretty much the same
way, and I am not convinced that the country is a huge fan of that way. Our
gamble is that it is not. Yes there are plenty of very good law firms - hundreds
CHANGING THEFACE OF LAWA tornado arrives at B4’s offices, a man with a purpose in life and nothing is going to stop him. It is hard to imaginea more single-minded, focused human being. But this guy won’t sweep all before him without listening. Honest,straight and true to his word, if you’ve got something to say, tell him – he won’t bite your head off – and he will bethe first to concede if things aren’t working. With three year old son Murdoch and one year old Maverick, this is thetype of guy you’d expect to be able to tell if a plan isn’t coming together, Darbys very own A-Team. Yes - this guy is alawyer. He is the new Managing Partner at Darbys Solicitors in Oxford.
Prescott is owned and run by the Bugatti Owners’Club (BOC) who purchased the estate in 1937 andcommenced converting the muddy, rutted driveinto a speed hill climb ready for the opening rallyin April 1938, when the current Club President, EarlHowe, opened proceedings by driving his type 57Bugatti up the Hill. The Club was formed in 1929to reflect the interests of the old vintage Bugatti’s.The original founders were also clever enough atthe time to open membership to not only Bugattiowners, but to motor enthusiasts in general.
The 1127 yard course rises over 200 feet via shortstraights, fast and slow corners and a breathtakinghairpin, with the fastest modern racing cars completingthe course in an exciting 36 seconds. The action canbe viewed from strategic points along the course aswell as from the restaurant terrace. Visitors andcompetitors alike can enjoy an exhilarating days racingplus vintage cavalcades up the Hill.
Ian Patton, the Club’s General Manager for the pasttwo years, gives B4 a more intimate insight into thismost interesting institution. He runs the club on behalfof the directors. “I am a long term enthusiast,particularly of vintage cars and came back out ofindustry because I love being involved in the sport. Itrained back in Cheltenham, and the very firstcompetitive event that I came to was at Prescott.
“I have been coming ever since. Out of the blue, twoyears ago, the club was looking for a General Manager,and I applied for the post, and with the rest of the teamenjoy what we do and have a lot of fun.
“The first competitive event was held in May 1938 andevents have been running here ever since. It is not theoldest venue by any means, that said, there is a mass
of history attached to Prescott with an abundance offamous names who began their careers here,including Stirling Moss.
“We now have a membership of just under 2,000, ofwhich 500 are overseas members. Seventy-five percent of the membership are non-Bugatti owners,motoring enthusiasts who enjoy coming to Prescott tocompete or just to be part of a Club with a rich history.It is an excellent mixture, members with a wide varietyof cars and a love of motor sport.
“The main allure of the Club is the Bugatti carsthemselves. Wonderful, cutting edge designs. A uniquefeature of Prescott is the Bugatti Trust, located on theother side of the starting line, opposite the club house.The Trust was set up by Hugh Conway as a charity withan educational theme as its raison d’etre. It is totallyindependent of the Club, and is essentially a museumwith a permanent display of two or three Bugatti’s atany one time. These works of art need to be seen tobe fully appreciated, their magnificence almostdefying the possibility that a human being could evercontemplate exposing such a masterpiece to thestresses and strains of competitive racing.
“The Trust also provides the visitor with a fascinatinginsight into the history of the Bugatti family. This allmakes for a wonderful day out, and the Trustcomplements the thrilling race experience beautifully.
“Ettore Bugatti originally set out to develop a racing carrather than an everyday use car. He single-handedlychanged the face of Grand Prix racing in the 1920s.Over a short period of four or five years, Bugatti racecars reigned supreme. His most famous model wasthe Bugatti Type 35, which was, indeed, regarded as awork of art.
“Racing cars pre-Bugatti were clumsy, huge offerings.Bugatti changed this, opting for a more streamlined,lightweight model, which turned the whole ethos ofracing on its head. However, by 1932, he wasstruggling, against the power houses of Alfa Romeoand Mercedes, who were making their size andresource tell against the very man who had contributedto their new lease of life. Bugatti was forced to turn hisattention to Grand Touring Cars. Some of these werespectacular and very unique. To many lovers of Bugatti,the 1930s were his heyday, at a time when he reallyhad his back to the wall.”
The Bugatti marque laid dormant until Volkswagenstepped in, with one aim being to produce a 1,000 hpsupercar, the Bugatti Veyron. This car has had not onlyJeremy Clarkson salivating - it is technically superb -but for just under £1million, wouldn’t you expect alittle more than a nice trim and good looks? “In myexperience, I have never seen a vehicle achieve iconicstatus so quickly. VW have produced something whichis unique and just a little bit special,” adds Ian.
So what can you and I experience at Prescott? “Wehave six race meetings a year – mostly two day events.Five are run by the Club and the sixth is run as a jointventure with the Vintage Sportscar Club. This isprobably our largest event, held every August, and it ispossibly the largest vintage event in Europe. It attractsentrants from all over England and Holland, Belgiumand the rest of Europe.
“The other large event is on the 24th and 25th May, LaVie en Bleu, which has, as the name would suggest, avery French theme. This comes to the fore on theSunday with solely French cars on view. Last year, theVeyron actually took part in the hill climb, which it ispossibly not ideally suited to. Driven by Pierre-Henri
www.b4-business.com6
B4 FEATURE
BUGATTIOn a glorious spring day, the breathtaking hills surrounding the Prescott Hill Climb, based just outside of Cheltenham,are bathed in sunshine. This is home to one of the world’s most prestigious motor racing venues. Set amidst sixty acresof glorious Cotswold countryside, the estate not only provides a beautiful setting for a range of classic car and bikeweekends, but also hosts major motor racing championships.
Raphanel, an ex Le Mans winner, the event wasimmensely popular, and there will be at least twoVeyron on show this year.
“The Veyron has certainly stimulated renewed interestin the club – it is the reincarnation of the Bugattimarque. It reflects the history of the Bugatti and thepursuit of engineering excellence. We had the Veyronalongside two vintage Bugatti Grand Prix cars at theNEC Motor Show recently and it created massiveinterest.
“The fascinating aspect is that there was nothing for along time before the Veyron – there are those whofeel the car is stealing the thunder of the originalBugatti’s, however, the BOC was established to coverall marques and it has always been receptive to newmodels, and many of the members embrace marquesthat are far more estranged from Bugatti’s than theVeyron.
“The Bugatti is certainly a romantic and pulse-racingmarque and it was extraordinary that, at the recentNEC show, there were a huge number of 12 to 14 yearolds who were telling their parents what they werelooking at, both in terms of the original Bugatti’s andthe Veyron. That is very healthy – if the Veyron canstimulate appreciation of the technological wizardrybehind it, then it can stimulate appreciation of theoriginal Bugatti’s.
“It’s easy, however, to get sucked in by the sex appealof the Veyron, but a lot of visitors come to see theother cars, with five to six thousand members of thepublic regularly in attendance.”
At £12.50 entrance for an event including parking, withno access restrictions – visitors can go to the paddock,
talk to the drivers, and touch the cars – this sort ofevent is unique and this has always been the case atPrescott. “We strive to protect Prescott’s uniquecharacter – it is crucial that we maintain it,” stressesIan.
But like every business, the Club has to take steps toensure that it is not just on race days that it is able tomake the venue work for itself. With restaurant(catering for up to one hundred and fifty) and clubhouse facilities, there are also areas suitable forcorporate entertainment.
“We have one company coming shortly which will beusing the facilities to brief and train their agents andwill spend the afternoon enjoying the country lanes intheir cars – what a thrill. We also have areas on a raceday where companies can put up marquees andinvite clients along, with dedicated parking areas anddining facilities (catering from five to one hundred andfifty).
“We also stage, throughout the year, a number ofdriving schools. Applicants can come along in theirown car for the day. Starting with breakfast, you canwalk along the track with three qualified instructorswho will explain how to drive the course, explain carcontrol and you can then spend the day driving thisfamous hill climb course. It is all about driving better,and how to drive through corners. We video you andshow you how you could improve your skills.
“In the afternoon, drivers get the chance to experiencethe hill with one of the instructors who willdemonstrate what it is like to go up the hill at speed,safely – usually the highlight of the day for mostpeople.
“Finally, we give everyone an assessment of theirperformance – it is a fun day which suits people of allskills. It is a good gift for a birthday, but also appeals tothose who wish to be more competitive. Normally wecan cater for numbers up to thirty but can also cater forsmaller numbers exclusively for companies.”
Walking the course you get a real feel for what takesplace on the day. It is purely down to the skill of thedriver and the technological ability of the car. Furtherdetails are available on the Club’s web site,www.prescott-hillclimb.com.
So for a pulsating day out, you will be hard pushed tofind a more exciting event – just remember to turn leftat the entrance and don’t go up the hill!
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26 & 27 April 2008British & Midland Championships
24th & 25 May 2008La Vie en Bleu 2 [ French Invited Clubs]
28 & 29 June 2008Midland Championship
2 & 3 August 2008Vintage Weekend
6 & 7 September 2008British & Midland Championships
Accountancy firm Titcheners is warning SMEs to ensurethat their processes for invoicing and collecting paymentfrom debtors are not exposing them to undue risk.
According to the firm’s new credit control division, althoughbusinesses may place the blame with customers for latepayments, in the vast majority of cases, the root cause of theproblem can be traced back to a gap in the invoicing process.
“At a time when talk of the credit crunch and speculation overthe possibility of a global recession is rife, SMEs need toexamine the processes that they follow to ensure that theyare not partly responsible for delays in payments,” explainsRoy Ashton, director at Titcheners.
For more information on the Credit TC service, visit:www.titcheners.co.uk
A group of business centres in Abingdon, Oxford andWitney are to play a leading role in the revival of a freeadvice service that played a part in the start-up stages ofmany now-established Oxfordshire businesses.
For many years, TBAC ran an acclaimed, free counselling andmentoring service for businesses across Oxfordshire, bydrawing on the skills of experienced business people whodonated their time. Now, six years on, the service is beingrevived by Jennings who provide premises and support forlocal small businesses.
Jennings have taken over the four managed office centres thatTBAC still runs in Abingdon, Witney and Oxford (two) and planto use them as the launch pad for a new, free business
mentoring service. The four TBAC centres (seewww.tbacsbs.co.uk) are currently home to 50 businesses.
MD, Mike Jennings and fellow director Paul Mabbutt, (pictured)were both volunteer advisors for the TBAC service. Paul says:“Between the four TBAC centres, our two parks and our manycontacts there is a huge amount of valuable businessexperience and expertise that could be used to benefit start-upand early-stage businesses. We plan to draw on this pool oftalent and business skill to revive the free TBAC mentoringservice that played such an important part in the early stagesof many businesses that are now thriving in the county.”
For more details, call Mike Jennings on 01865 893300 or visitwww.jennings.co.uk
TBAC In Business With Plans For New Mentoring Service
One of the country’s leading spinal injuries lawyers,Richard Dawson, has joined the Oxfordshire law firmMarshall and Galpin. The move makes M&G one of theUK’s leading Medical Negligence practices. Richard setup his own company in Cheshire specialising inAccident and Clinical Negligence in 1989 and for thelast eleven years has focused solely on very seriouspersonal injury claims.
Richard said, “Joining Marshall and Galpin has been easyfor me because they are a firm that shares my client careethos. I decided the time had come to merge my owncompany with a larger firm like M&G because I wanted the
support structure around me that would enable me tospend all my time on my clients and leave someone elseto look after all the administration and compliancepaperwork.”
Tracey Norris-Evans, who heads Marshall and Galpin’sMedical Negligence Department said, “Richard’s standingas a spinal injuries lawyer is second to none, but he alsohas an incredible reputation for client care and always putstheir needs before anything else.”
Richard’s firm, Richard Dawson and Co, has been acquiredby M&G.
Leaving your home unattended can be a stressful time ifyou take a holiday or travel on business – especially ifyou live in a rural area or have pets.
Adrienne Clark of Aston in West Oxfordshire recognised thatthis as an opportunity and started Home & Away in early2007. Home & Away provides a broad range of servicesfrom simple key holding and animal management through tothe organisation of building maintenance and gardening.
“Interest has been fantastic and business is booming”, saidAdrienne who was speaking to B4 between jobs. “Thismorning I’ve been cleaning out Guinea Pigs, supervising
some garden maintenance and arranging for a wasps nest tobe removed from someone’s loft, so it’s certainly varied andinteresting.”’
Adrienne covers Witney and the surrounding villages, mainlybecause she is the business and “I wouldn’t want to dilutemy effectiveness by spending too much time travelling.”
B4 Business believe Adrienne has spotted a gap in themarket and we think this is a great service. Adrienne canbe contacted on 01993 852123, 07990 907106 [email protected].
One of the UK’s leading spinal injuries lawyers joins Marshall and Galpin
B4 NewsAnyone who cares about theenvironment should visit JohnsonsBuildbase. The builders merchantin Watlington Road, Cowley, hasopened a new ‘green eco-room’which brings together all the latestideas in energy-saving andeco-friendly home improvements.
The first-floor display is packed withinformation and sample products sothat customers can choose which
concepts might suit their home. Aswell as a working solar panel display,there are less familiar products suchas a Greenstore ground source heatpump system that harnesses groundheat in different ways.
Other new heating systems include aboiler which uses wood pellets inplace of gas or oil or an air sourceheat pump that harvests thermalenergy from the air. A rainwater
harvesting system stores water in ahuge underground tank for use in thewashing machine, toilet or garden.
Photovoltaic roof tiles will collect vastamounts of solar energy for along-term investment. Whereas rooflight tunnels are a simple way toincrease internal light.
Richard Coles (pictured right) hasmasterminded the project.
St Hilda’s College is the chosen venue for the 2008ONLC Mega Lunch. The world famous, and lastsurviving, female-only Oxford university college, haskindly agreed to open its doors to all ONLC membersand their guests - including men!
This meeting will be a great opportunity to entertain yourclients and contacts in the grounds of the college,overlooking the River Cherwell at Magdalen Bridge, beforeenjoying a sumptuous lunch in the College Dining Room.
In addition to a three course lunch, ONLC members andtheir guests will be given the opportunity to have a shortguided tour of the College and/or the opportunity to sip aglass of chilled wine on the lawn, and for the very brave(or foolhardy) the opportunity to use one of the College’sfive punts– the choice is yours. To book your place at thisevent, please contact Marie Holloway at [email protected] or call Marie at Brethertons on 01295661499. www.onlc.co.uk
ONLC Mega Lunch - 27th June 2008 - it's back!
Teams from companies in Oxfordshire, Berkshire and Buckinghamshireare taking part in Sue Ryder Care’s Big Wigs Challenge 2008. Big Wigs isan exciting entrepreneurial challenge which involves participants taking acrisp £50.00 note and, over a four month period, raising as much as theycan from this initial sum, in aid of Sue Ryder Care – Nettlebed Hospice.The raised sums will be given back to the charity at an Award Ceremonyin August – the winning team/individual who raises the most will becrowned Sue Ryder Care’s Charity Entrepreneur of the Year!
During the four month period, which started in April and runs through to July,the companies will be reporting back on their progress and their achievementswill be highlighted over the coming months.
If you’d like to hear more about Big Wigs, please contact Geraldine Harmon on01491 641070 or contact [email protected]. We will bedelighted to hear from you.
Big Wigs Challenge!
Building a Green Lifestyle at Buildbase
A Nice Glass of Bubbly
COMPETITION: To stand a chanceof winning a baby bottle of MoetChampagne, which cathedral city isthe capital of the Champagne re-gion. Answers to: [email protected]
“As is usual in the spring, the UK’s wine merchants have spent several weeks deciding how toabsorb not only the latest rise in government duty, but also the even steeper asking prices againcoming out of the Champagne region. Despite accounting for less than 1% of the 30bnbottles of wine consumed worldwide every year, Champagne’s reach and financial powerinfluences the entire wine trade.
“There is no disputing that Champagne has become a truly global aspiration, with huge growthin new markets like India, China, Brazil and Russia. Even in the mature markets of UK, US and
Scandinavia, demand is beginning to leave supply levels behind, with the Champagne dipping deeper into preciousreserve stock. Total sales of Champagne outside France have increased from 103m bottles in 2000 to 158m bottles lastyear – a massive 52% increase in volume, and a 70% increase in value terms.
“Back in France, however, the Champagne houses’ main problem is the very real lack of raw material – namely grapes.The vineyard planting on the vital chalk soil has reached its limit, and despite some long drawn out legal discussionsfinally allowing some extension to the application, planting won’t take place until 2015, with a further four years for thevines to grow – potentially eleven years until production levels increase. Whatever the path of the world’s economy overthe next few years, my guess is that the price of Champagne will continue to rise”. Peter Hack
Following on from the success of Oxfordshire’sdefinitive What’s On Guide (In Oxford Magazine),April saw the launch of the first In Guide publicationoutside of Oxford and the new title “In Guides” wasborn. The success of In Cheltenham Magazine hasproved that the format of the guide, supported bythe popular www.inoxford.com web site, can workoutside of Oxford. With sites now firmly set on newtowns and cities with supporting web sites, it ishoped that the stable of In Guides will now growquickly over the next five years. As CEO Colin Rossercommented, “There is never any guarantee that aproduct which works so well in one area can be as
successful in another. We have been delighted withthe way Cheltenham businesses have welcomedour title and this has encouraged us to look at newterritories. With the backing of a successful web site,we know we can create a brand of city and townguides which will be useful for the reader andprovide results for the advertising businesses.”
If you are interested in starting your own In Guide,drawing upon six years of experience and with the fulladministrative, design and print structure already inplace, please call 01865 742211 and ask for Colin orRichard Rosser.
www.b4-business.com10
Do you find that your visitors don’t get theinformation they need for hotels, restaurants andthings to do in Oxford? Ask for one of our samplevisitors packs, including: 80 page guide to Oxfordand all that it has to offer, including restaurants,hotels, University College information, places ofinterest and much more; City and County A2 Map;The 8th Oxford Restaurant Guide with detailed
information on over fifty restaurant in the CityCentre and surrounding villages of Oxfordshire.
Starting at just £1.50 per pack, these guides representexcellent value and will ensure your visitors, be theycustomers, suppliers or other guests, will have everyopportunity to actually enjoy Oxford!Contact us on 01865 742211.
Classic and Contemporary Packs
Blink Design, the design and print agency of The InOxford Group, are delighted to reveal the new logoof Oxford’s newest conference centre, The OxfordConference Centre. Working in conjunction withFafar and Roger Watts, who currently manageApartments in Oxford Limited and will bemanaging the new conference Centre, KeithSimpson, Head Designer at The In Oxford Group,wanted to create an identity which would representeverything the new venue stood for.
“To try and create a logo for, what will be, a massivelyimportant landmark in Oxford was, initially, quitedaunting. We worked with Fafar and Roger to create anidentity which was clean and simple, yet embodied thevery essence of the venue – a meeting place. I cameup with the identity of the forum/amphitheatre aftertrying various ideas. It seemed to work and, fortunately,Fafar and Roger were both delighted with the endproduct.”
New Oxford Conference Centre Identity
The In Guides Are Born
news
For the past two years, Blink Design have been providing Brighton College, one of the UK’s leadingindependent schools, with first class design and print services. The service includes management of themajority of Brighton’s print and design, including termly newsletters, conference brochures, DVDreproduction, posters and postcards. Blink are also responsible for all advertisement setting for Brighton anddesign for ad hoc projects such as banners and stands. We are delighted to have been awarded the designand print contract for the third year and look forward to continuing our excellent working relationship withHeadmaster, Richard Cairns, (former Usher at Magdalen College School) and Business DevelopmentManager, David Gold.
The winners of Idea Idol, the flagship event of Oxford Entrepreneurs, wereannounced on 19 February at the culmination of an entertaining andenergetic evening of competition at the Saïd Business School, Universityof Oxford.
An enthusiastic and supportive audience of around 300 student entrepreneurs,local entrepreneurs, venture capitalists, business angels, and representatives ofthe sponsoring organisations, heard the six finalists deliver their two minute‘elevator’ pitches to the judges, including Deborah Meaden, from BBC’sDragon’s Den, and then face tough questioning.
The judges were looking for a combination of feasibility, impact, marketopportunity – and, of course, a good innovative idea. The joint winners werefledgling firms Zoombu and Altitude Medical, which were awarded £4,500each.
Making his pitch, Alistair Hann explained that Zoombu is the ultimate way toplan a trip between any two places in Europe. Zoombu searches everypermutation of coach, rail, air, sea and car travel between the two locations,enabling users to find the best route. Users express a preferred weightingbetween speed and cost, and are provided with the best route. There is nolonger the need to search through the bewildering range of budget airline andairport options, and the enormous number of route choices they lead to. Userscan even book all the tickets as one package from the website.
Altitude Medical, set up by Alexander Oshmyansky and Dan V Nicolau Jr., aimsto produce a simple device that will substantially reduce the number ofnosocomial infections in hospitals.
“Our idea is to make a door handle that releases antiseptic onto the hand whenpeople use it, to help people working and visiting hospitals to clean their handsmore often” said Alexander. “Use of our product will dramatically lowertransmission rates and save and improve lives, while tapping into an enormousand unexplored market.”
The judges awarded the runners up prize of £500 to Heat is Energy, fronted bycurrent MBA student Glen Mehn. Heat is Energy is an Einstein-patented processto use heat that is currently treated as waste in data centres, thereby savingmoney, carbon and energy. See Idea Idol opposite.
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Since its inception in 1983, the Oxford Advanced ManagementProgramme (Oxford AMP) has attracted more than 1100 seniorexecutives from over 80 countries worldwide. Board members, executivesfrom private and public enterprises, government agencies, socialorganisations and business owners have been among those to haveundertaken the prestigious programme.
In 2008, a new version of the Oxford AMP will be launched by Dr Lalit Johri,the new Programme Director, to reflect emerging issues faced by itsparticipants and their organisations.
Dr Lalit Johri joined the Saïd Business School in 2007 to spearhead theresearch and development required to redesign the programme. “The OxfordAMP is one of the flagship programmes of the Saïd Business School and has
established a reputation for relevance, impact and excellence in themarketplace,” comments Dr Johri. “The programme has had many revisionsover the years to ensure it was keeping pace with the latest thinking and withmanagement education best-practices, but we wanted to initiate a morecomprehensive and thorough-going review of the programme to ensure itretains its leading position in the market, and continues to meet precisely theneeds of its participants.”
The Oxford AMP is an intensive four week programme providing a compellingforum for participants to share views on how external and internal pressuresaffect them as individuals and their organisations. In an intellectuallystimulating environment, participants reflect on their executive experiences andexplore ways to design and implement innovative strategies and develop anaction plan to enhance their leadership skills.
The new face of the Oxford Advanced Management Programme
Now in its 4th year the Oxford Private Equity Forum will bring togetherkey figures from the private equity, venture capital and hedge fundindustries to engage in a series of panel discussions and master classes onthe theme of ‘Exploring Stakeholder Dynamics & Industry Evolution’.
The conference, organised by Oxford University Private Equity Network (OxPEN)at Saïd Business School, will provide an unparalleled opportunity to addresssome of the most pressing issues with regard to the asset class. A series ofpanel discussions and breakout sessions will facilitate the discussion.
Topics for discussion in the breakout sessions include:
• After The Deal Closes: Operational Improvements • Emerging Markets: GP Perspective • Changing Face of Venture Capitalism• Sovereign Wealth Funds: Friend or Foe• Road to Liquidity: The Realities and Future Expectations of Alternative Exits
The event will be attended by private equity practitioners, investors,entrepreneurs, senior executives as well as Saïd Business School facultyand MBA students. For further information, please see http://www.sbs.ox.ac.uk/events/
IDEAIDOLIdea Idol 2008 took place at Said BusinessSchool on Tuesday, 19th February and attracteda wide audience of both professionals andstudents. International Centre for PublishingStudies student, Daria Bierla investigates.
The first Idea Idol competition was organised in 2004with the specific aim to find the best futureentrepreneurs’ ideas in Oxford. The format of the eventis based on the concept of the ‘Elevator Pitch’: justimagine yourself in the elevator with the boss of allbosses. You have just two minutes to pitch your greatidea to him or her, so your presentation needs to beconcise, fast, to the point and also attention-grabbing.Each of the finalists had this chance to ‘be in theelevator’ pitching in front of the audience. But what ismore important, in front of judges. This year the panelof judges included Deborah Meaden, entrepreneurand ‘Dragon’ from the BBC’s ‘Dragons’ Den’;Katherine Mathieson, the leader of NESTA’s FutureInnovations team; Reshma Sohoni, leader ofSeedcamp; and Sebastian Grigg, Head of UKInvestment Banking, Credit Suisse.
For the nominees, it all started for them back inNovember 2007, when over one hundred entries weresubmitted. Each entrants had just one hundred wordsto summarise their brilliant ideas. These ideas werethen whittled down to the twenty five most promisingand the next step was to submit a fifteen hundredword executive summary. The summaries were thenclosely examined by the sponsors and the six finalnominees were chosen.
In addition to the satisfaction of getting so far, the prizefor the winner was £10,000, or, as it turned out, a prizefund which was to be shared out between the jointwinners.
The following ideas were presented:
Altitude Medical, presented by Alexander Oshmyanskyand Dan V Nicolau Jr. – a simple device which willsubstantially reduce the number of nosocomialinfections in hospitals.
CivSpark, presented by Philippe Bradley – an opensource philanthropy forum on the Internet.
Heat is Energy, presented by Glen Mehn – “greens”the data centre using a new and unique application ofcogeneration.
NowIKnow, presented by David Abelman – acompetitive scheme for students which will helppromising undergraduates explore possible careerpaths.
Open Source University presented by Nick Shelton –a website which will provide university-level educationfor free.
Zoombu presented by Alastair David Hann – theultimate way to plan a trip between any two places inEurope via the Internet.
The audience could also nominate their preferred
winner by voting who should receive an ‘audiences’choice’ award of £500 – this went to Altitude Medical,which was also the judges’ preference to share theoverall prize fund with Zoombu. Heat is Energy alsoreceived £500 for their innovation.
The judges reserved special comment for the level ofideas, stressing that “it had been an amazing andexceptionally well-presented set of innovations.”Deborah Meaden added that the standard seen atIdea Idol “beats 90% of Dragon’s Den presentations.”
B4 asked the winners about their future plans.Alexander Oshmyansky and Dan V Nicolau Jr. areplanning the development of their prototype line byJune 2008, as Dan Nicolau Jr. commented, “AltitudeMedical still needs to be tested in chosen hospitals inorder to prove its efficiency, but we hope to launch iton the market in two years time.”
Alaistair David Hann is building a prototype of his webpage in order to prove the concept. “Some of myfriends are ready to help, but I still need to organise ateam and raise capital to develop the whole system”.Although he is aware of the competition he faces,Alistair underlines his USP “we will be able to facilitateplanning of the entire journey, including going to orfrom the airport, as well as factoring in a community ofloyal users who will share their experiences.”
Well done to all entrants - get your thinking caps onfor next year!
Steve Probert, Assistant Director at Oxford Brookes University BusinessSchool, was elected in March as a fellow of the Royal Society of Arts,following his contribution to the development of the new 14-19 diplomain Information Technology. Steve has been collaborating closely with theSpecialist Schools Academies Trust and eSkills, the Sector Skills Council forthe IT industry and was invited to the launch of the new 14-19 Diploma.He is pictured here with Ed Balls, Secretary of State for the Department ofChildren, Schools and Families.
Elected as a fellow of the Royal Society of Arts
There are a range of postgraduate opportunitiesstarting this September at Oxford BrookesUniversity Business School, including MBA,Masters, Diploma and Certificate programmes.The School also offers a programme of shortcourses throughout the year, coaching andmentoring or courses tailor-made for yourorganisation. Find out more at an open day:
Saturday 7 June - 10:00 - 12:00Experience what it is like to study an MBA at Oxford
Brookes University Business School by attending ataster session and speaking to staff and to currentand former students about studying with us.
There will also be an informal discussion on allBusiness Management programmes in thePostgraduate Centre at Wheatley Campus.
Wednesday 16 July - 17:30 - 20:00If you are interested in studying for any of ourBusiness Management postgraduate qualifications,
including Masters and the MBA, this is a chance foryou to look around the School and to speak to theProgramme Director and current and formerstudents.
If you would like to attend one of these open days,please contact us to register your place. In addition,if you require any further information, please do nothesitate to get in touch. We can be contacted byphone on +44 (0)1865 485858 or by email [email protected]
Oxford Brookes University Postgraduate Open Days
Traditionally, the MBA has set the higheststandards in academic achievement with abusiness emphasis.
The MBA was designed as a business qualificationthat would enable individuals to meet thechallenges of senior management. However, in achanging global environment, the MBA has comeunder criticism as employers feel it requires a morepractical focus.
Dan Ganly, director of MBA programmes at OxfordBrookes University Business School, said:"Employers just want individuals who canunderstand and operate effectively in the globalbusiness environment and who have experienced itfirst hand."
Reflecting this, Oxford Brookes University BusinessSchool is introducing new elements to itsinternationally accredited MBA programme thisSeptember. These include executive coaching andmentoring, providing full time students with access
to a personal coach to help them achieve theircareer ambitions.
The team is also providing students with the optionto undertake a real business consultancy project asan alternative to the academic dissertation.
The new programme has an increased emphasison developing a student’s individual leadershipskills. It includes the opportunity to study abroad,widening students’ understanding of issuesaffecting organisations operating in a globallycompetitive environment.
Ganly commented: “Refocusing the MBA makes itmore relevant to the careers of students striving toreach the top of their chosen profession. Theintroduction of coaching enables the MBA toaddress the personal barriers affecting anindividual’s development. Every student hasdifferent needs and development issues. Coachingensures that what is read and experienced can beinterpreted individually.
“Offering the real business consultancy project is apopular option with students, employers andprofessional associations. We are working with highquality organisations to ensure students receive aninternational experience where they can put whatthey are learning into practice.”
Oxford Brookes University Business School has aninternational reputation for excellence. It hasdelivered the MBA for twenty years and was the firstUK institution to receive EPAS accreditation and thefirst in the world to be awarded accreditation for fiveyears. It is also accredited by the Association ofMBAs.
The MBA can be studied on a full time, part time ordistance learning basis. For more information,please contact Oxford Brookes University BusinessSchool on 01865 485858.
B4GOLFCUPB4 are delighted to announce that, following on from the success ofOxfordshire’s newest golf tournament last year, The MGroup, one ofOxfordshire’s leading chartered accountancy firms, will again be leadsponsors. Last year, nine teams competed for the inaugural trophy,won eventually by Tenon Recovery at The Oxfordshire on 5thSeptember, 2007.
Our sponsors were delighted with the final formula – a relaxed, but stillcompetitive tournament, fostering excellent team spirit and the perfectopportunity to develop good relationships between colleagues and customers.
As Richard Clayton, Partner at The MGroup, commented, “The inauguraltournament was a great success for all the teams that took part. The mostpositive feedback we had was that all of the guests thoroughly enjoyed the
days. We welcome other teams into future tournaments.”
The dates for the tournament this year are as follows, and even though the firstdate may be too soon to submit a team, we will be pleased to welcomeentrants for the final three days.
Please call Colin Rosser on 01865 742211 or Gary McHale on 01865 404707for more details.
www.b4-business.com16
Nominet has retained its ‘First Class Star Status’ accreditation by BestCompanies Ltd. The accreditation is based on a ‘Michelin-style’ star ratingsystem and focuses on employee engagement with their organisation.The scheme acknowledges companies that provide an excellent workingenvironment for their employees and exhibit excellent workplacepractices, as defined by the employees themselves.
This year, 653 companies applied to achieve ‘Star Status’, which is a 33.5%increase on applications in 2007. Of those, 558 organisations made it throughthe process, which involves the employees of each company completing asurvey. However, less than half of the companies that applied actually achieved
‘Star Status’.
We are delighted to have been recognised for our commitment to ouremployees again by achieving first class star status for the second year running.Gaining the status last year was a great achivement for us and demonstratesthe effort we have made to ensure that the best practice and learning we hadfrom last year’s survey was carried through. The feedback from the surveyshowed that our employees enjoy their work environment and are proud towork here. This is particularly important to us as we are striving to become anemployer of choice.
A First Class Company!
Recently, the UK Internet Governance Forumwas launched at an event in Parliamentattended by over one hundred individuals fromindustry, government, parliament, academia andcivil society.
The UK Internet Governance Forum (UK IGF) is acollaborative partnership between Nominet, the UKDepartment for Business and key parliamentarians.Its aim is to provide a local forum in the UK toengage industry, government, parliament, academiaand civil society in debate on Internet Governanceissues, stimulating partnerships and coalitions todeliver solutions, and demonstrating best practicefor others to learn from.
One of the key messages to emerge from the firstUK IGF meeting is that the UK is taking a leadingrole in Internet governance, and that othercountries are seeing what we are doing and
beginning to start running their own processes atthe national level. Brazil, France and Finland areamong the first countries to follow the UK’s ‘bestpractice’ model. The UK is proving to the rest ofthe world that the Internet Governance Forumworks as a collaborative partnership betweengovernment, business, civil society and academia,because it is not subject to government legislationand is free from bureaucracy.
The UK IGF will concentrate on developingexamples of UK best practice and serve as apotential prototype model for other national IGFs.Rt Hon Alun Michael MP commented that TanyaByron’s recent review of the online child protectionsphere has highlighted successful partnershipinitiatives in that area, particularly between theInternet Watch Foundation and the ChildExploitation and Online Protection Unit. They havesuccessfully combined resources and expertise
from law enforcement, Industry and the third sector,while working closely with the Home Office’s OnlineChild Protection Task Force. This kind of precedentpaves the way for a co-operative template to beapplied in the field of Internet governance.
We would encourage UK companies andorganisations to send us their entries for our BestPractice Challenge that celebrates examplesof British Internet innovation (see http://www.nominet.org.uk/go/bestpracticechallenge fordetails). The Best Practice Challenge will recogniseorganisations, groups or individuals that haveworked to deliver a safer, more accessible, diverseand open Internet experience. The closing date is25 April 2008 and winning entries will beannounced at an awards ceremony in July 2008and invited to take a leading role in the UKpreparatory meeting for the Internet GovernanceForum meeting in India.
We have recently announced the creation of theNominet Foundation, which is a charitableorganisation that will fund education, researchand development initiatives in the UK Internetindustry.
Having received the backing of our Board and broadsupport from the Nominet membership, theFoundation will aim to launch this summer with afirst year donation of £5 million.
At the heart of this decision is the fact that Nominetis a not-for-profit organisation. We believe that anysurplus income we generate should be used for thebenefit of the UK Internet community. We now havea growing, successful .uk registry and the ability to
fund worthwhile projects. We are excited about thetypes of work the Foundation will be able to fund.
Potential beneficiaries could include: organisationswhich promote and support online safety forchildren; community projects designed to increaseaccess to the Internet; organisations which promoteand support user training and education; andacademic research into security for the UK Internet.
We are currently setting up the Foundation as acharitable organisation and recruiting for its Boardof Trustees. We will then be inviting projects toapply for funding and look forward to seeing theimpact this investment can make in the UK Internetcommunity.
In November 2007, Microsoft launchedMicrosoft Office Accounting 2008, whichenables small businesses, from sole traders tobusinesses with up to 25 employees, to moreeffectively manage their business finances.
According to the latest government statistics, there
are four million small businesses in the UK,
contributing £1.2 trillion to UK GDP. However, 30%
of small businesses fail within three years, with poor
financial management cited as a major contributor.
As Gareth Arnold, Office Accounting Product
Manager at Microsoft UK, observes, “Many small
business owners today manage their business with
a simple spreadsheet or have a shoebox of receipts,
so they lack a comprehensive picture of their
finances. Office Accounting brings this data
together in one place, giving them far better
control over their finances and cashflow.”
Two versions of Office Accounting are available.
Office Accounting Express is free and is designed
for new and home-based businesses. Office
Accounting Professional costs £149.95 and offers
additional features such as stock management, job
costing and multi-user access.
Duncan Reid, Partner of Icelantic, a small
independent IT reseller has been using Office
Accounting 2008 for the past 18 months. He said:
“We run our entire business on Office Accounting
and it’s been a breath of fresh air. We can now
manage all sales, POs, VAT and payroll easily and it
has made a big difference to the time we spend
doing the books. If you took it away from us, the
business would grind to halt.”
The software is available to download from
Microsoft at www.msofficeaccounting.co.uk
In February 2008, Microsoft announced arefined version of Microsoft Office Live SmallBusiness (http://smallbusiness.officelive.com)to help small businesses more effectively marketthemselves and sell online. New features to theservice include an e-mail marketing beta,to make sending e-mail newsletters andpromotions simple and affordable. Smallbusinesses who sign up will also receive avaluable set of tools and features for free.
Eight out of ten UK residents today are online and
spend as much time on the web as they do
watching TV, and nearly two-thirds of consumers
view a company’s own website as a source of
advertising they trust. Yet half of the 4.3 million
small businesses in the UK with fewer than ten
employees do not have a website. This percentage
increases further when we look at startups with
72% of the four million sole proprietorships in the
UK not represented online.
“Today, having a professional website is as
fundamental to running a small business as having
business cards,” said Tim Kimber, UK Product
Manager for Microsoft Office Live Small Business.
“By making it simple and affordable to develop and
maintain a website, and offering user friendly sales
and marketing features, Office Live Small Business
provides a one-stop-shop to help small businesses
easily take, promote, and manage their businesses
online.”
Christopher Wray (right), a Web 2.0 business
consultant, has been working with Office Live Small
Business for over a year now, starting out with a site
to help promote his Web 2.0 consulting business
(www.Web2Consultant.com). Since becoming a
power user, he has moved onto test the beta of the
new service, “The new Office Live Small Business is
now more than just a web site,” says Wray. “The key
thing for me with the new version is that the
applications and workspaces within the site are
accessible to everyone for free. You can have
content in your workspaces which can then be
published directly to the web site and when you
edit the data in the workspace, this information
automatically updates onto the site – allowing you
to perform live updates quickly and easily.”
Microsoft Office Live Small Business launches new tools and enhancesfree service to help small businesses sell and market online
news
Microsoft launches Office Accounting in the UK to help small businessesmanage their finances more effectively
Your tax affairs are safe in our hands whether they be private or corporate matters. Rooks Rider offers a truly integrated legal service to provide our clients with Onshore andOffshore advice for their private and corporate legal requirements. We have experience inevery offshore destination and our lawyers can ensure that all your tax issues are dealt within the most advantageous manner.We have advised clients and protected their interests since 1761.
Following our BT Wholesale Line Rental(WLR) accreditation in 2007, there has beena huge uptake of STL lines and calls fromexisting STL customers. WLR means thatcustomers are now able to buy their BT linesthrough STL so that they appear on the STLbill, which removes the need for any contactwith BT.
“The vast majority of STL customers prefer tosingle-source their communications services,and there is no doubt that this simplifies faultresolution for both STL and the customer’, said
Phil Donigan, who added “Typically, BT linerental is 10% cheaper when taken from STLwhich, of course, is another good reason tomove your lines without delay”.
The process of moving your lines to STL usingthe WLR process is purely administrative andremarkably straightforward. If you would like toknow more about this, or any of the networkservices that STL provides, please call PhilDonigan on 01993 777113 or [email protected]
BT Wholesale Line Rental from STL
STL Communications have just completedtheir 2008 customer satisfaction survey withsome very pleasing results. A total of 97% ofthe 367 customers that responded placedSTL’s customer service at excellent, with a totalof 94% of the customers placing STL asexcellent overall during 2007.
Brendon Cross, STL Managing Director,comments: “We have worked very hard over thelast year and have put in place some newprocedures alongside some key newappointments to further strengthen what wasalready a great team. The results of the survey area testament to the commitment that all STL staffgive to our customers. Over the coming twelve
months, we plan to further strengthen the teamand continue our internal staff development andtraining programme to ensure that we continueto provide the very highest levels of service to ourcustomers.”
Andrew Corkhill, from the Wilton Carpet Factory,commented: “No improvements needed as far asI am concerned. Nothing but praise for all yourstaff, always had a quick professional responseand service above and beyond the expected.”“Brendon Cross goes on to say, ’To see commentslike Andrew’s coming back makes all the hardwork worthwhile and gives our staff that little bitof extra pride in what they do, day in and day out.”
Communications company STL will work with theBrackley based Honda Racing F1 Team in 2008 for,what will be, the tenth year that STL has providedsupport for the team’s worldwide communications.
STL's Brendon Cross said “It's fantastic that we haveprovided support for the team over so many years, wereally have become an extension of the team's ITdepartment. Being an official supplier to the HondaRacing F1 Team brings many benefits and in 2008 wewill continue to use the team facilities in Brackley fortechnology seminars, reference visits and customer tripsto see first hand our technology working at the track”.
David France, Director of IT for the Honda Racing F1Team added, “STL have worked with us for a long time
and they understand the tight deadlines we need towork to. We are delighted to have reached agreementwith them to continue our partnership for the next twoyears”.
The Honda Racing F1 Team will be continuing with theaward winning earthdreams environmental awarenesscampaign throughout 2008, which sits well with STL.“Communications technology is generally consideredenvironmentally sound in that we tend to preventpeople from having to travel,” said Cross who went onto say, “for 2008, STL have focused on areas where wecan help reduce carbon footprint still further and, inparticular, our GreenminutesTM proposition (see page64.) will be attractive to conscientious businesses”.
Service Excellence from STL
STL powering up the F1 Grid with the Honda RacingF1 Team
Holiday Inn Aylesbury 0870 400 9002Holiday Inn Oxford 0870 400 9086holidayinn.co.uk
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HI Oxford Meetings A4 Poster.ai 20/11/07 15:48:22
HM Revenue & Customs (HMRC) is urging small employers in Oxfordshireto file their 2007-08 annual returns online.
As well as being the quickest and easiest way to file a return, employers with50 employees or less can receive £100 tax-free by filing online. However, thereare still an estimated 200,000 smaller employers who haven’t made the switchto online filing.
Making the switch is easy:• Visit the HMRC website at www.hmrc.gov.uk and select ‘PAYE for Employers’from the ‘do it online’ menu• Click ‘Welcome to Online Services’ then select ‘Register’• Follow the instructions and complete the registration process – a PINnumber will then be posted to you, which you need to access your account• Install HMRC’s free PAYE Online software or, if you prefer, buy and installcommercial software• Log in and file your return, once you have received your PIN.
Intermediaries, such as agents or payroll bureaux, can also file online foremployers. And small employers will still get the £100 tax-free payment, evenif an agent files on their behalf.
HMRC’s Jennie Kendall said: “Online filing is safe, secure and convenient. Ifyou’re a small employer who hasn’t made the switch to online filing, now is thetime to do it.
“If you haven’t filed online before and need help or advice, please call ourEmployers Helpline on 08457 143 143, or visit our website at:www.hmrc.gov.uk.”
Facts & Figures• Each year around 1.8 million employers throughout the UK are required tofile a return. This consists of a P14 for each employee and a P35 summarisingthe details of all their employees.• Employers with 50 or more employees must file their returns online or theyface a penalty. HMRC estimates there are almost 50,000 employers in thiscategory.• Employers with 50 employees or less who file a valid return online can claimeither a £100 tax-free payment or a deduction from their next tax bill. HMRCestimates there are almost 1.8m employers in this category.• All returns must be filed by 19 May.
www.b4-business.com22
So, you’ve decided to give up the day job, wavea fond farewell to over-crowded transportsystems, and follow your dreams of setting upyour own business.
Or maybe you’re already running a small businessand feel the time is right to expand?
HMRC podcastTo make things even easier, HM Revenue &Customs (HMRC) has recently launched a podcastabout the help and information available to peoplestarting a new business. Packed full of usefulinformation and helpful tips, the podcast is availablefor download from iTunes or from the HMRCwebsite at www.hmrc.gov.uk/podcasts.
The podcast tells you what help is available fromHMRC, and how they are accessible online, byphone or face-to-face – whichever is best for theindividual’s needs at the time.
Clear and concise, and very easy to understand, allthe various options are explained, including thewealth of practical information on the HMRCwebsite at www.hmrc.gov.uk/businesshelp.
The podcast also mentions the business adviceopen days run by HMRC – national events run all
over the country, at which experts from a variety offields speak. And for those who require moredetailed information, HMRC run a number ofsmaller advice workshops on everything fromsetting up your own business and what yourobligations are, right through to when you take onyour first employee.
Don’t forget to registerWhatever your circumstances as a new business, itcan all be rather scary. You’ll be excited, nervousand possibly working long hours, all at the sametime. Every minute will count, and probably one ofthe last things on your mind will be the thought ofregistering with HMRC. But it’s vital that you do thisas soon as possible.
It is far easier to get things right now, rather thantrying to sort it out further down the line. By dealingwith it immediately, it is not only out of the way, butyou are automatically protecting your entitlement toa state pension and to any benefits you may needto claim in the future.
So if you have recently started up in business, andhaven’t registered yet, call HMRC on 0845 9151545.
HMRC were one of the first government
departments to launch their own podcast service inApril 2007. They are available on a variety of topics,including self assessment, PAYE, online services andtax credits.
Using this modern form of technology has provedextremely popular with more than 30,000 peopletuning in to HMRC’s podcasts.
A new series of podcasts will be launched by HMRCin March 2008, including one on employers’end-of-year filing.
Oxfordshire Employers Urged: Make the Switch and File Online
“The MGroup's understanding of ourbusiness needs helped to improvethe efficiency and performance ofour accounting system.”
As leading Sage accounting software providers in Oxfordshire and theThames Valley region, The MGroup are pleased to offer *FREE SAGEACCOUNTING SOFTWARE to all new business clients. Please contact GaryMcHale on 01865 404707 or [email protected] to arrange a free,no obligation, consultation.
We are able to provide assistance, training and support on the full Sage product range -please contact Darren Green on 01865 404709 or [email protected] for furtherenquiries on a product to suit your business, ranging from Instant to the new Sage 200mid market solution.
*Software provided is Sage Instant (RRP of £115 + VAT).
Cranbrook House 287 / 291 Banbury Road Oxford OX2 7JQ
Jeremy Banks, Deputy Head of Beachborough School in Brackley(pictured on the left), and Graham Maxa of Prodrive (picturedright) have teamed up to cycle the 970 mile, 13 day challengefrom John O’Groats to Lands End in July this year.
Silver Stone Search & Selection and STL Communications are alreadymajor sponsors of the event, but if you would like your company logovisible across the country, please contact the Corporate team at ORHCharitable Funds. Contact details are on page 82.
Calling all Sponsors from LandsEnd to John O’Groats!
Charity Golf Day
Fineprint recently added its support to the fundraising campaign for the new Oxford CancerCentre at the Churchill Hospital. The company have sponsored the campaign’s next bigfundraising event, a sponsored abseil on Sunday 27 April. The sponsorship included printingall of the promotional leaflets and posters free of charge.
The event takes place at the John Radcliffe Hospital, and involves abseiling 100ft down the side ofthe Women’s Centre, with great views of Oxfordshire to distract participants on the way down! Onelocal company, STL Communications, based in Witney, have offered to pay the registration fee of anyemployee wishing to take part. Managing Director Brendon Cross said, “It is a great opportunity forteam-building whilst still having fun.” Pictured are some of the staff who are taking part.
The abseil is now full, but watch this space for future Cancer Campaign events.
Stop Press: the annual Children's Hospital golf day, sponsored by TheCo-Operative Bank, takes place on 14 May at the Oxfordshire Golf Course.
Grundon became the first local business to support this year's event byentering their team of four. Team member Andrew Malone said, "Grundon are
very happy to participate in this event as it gives the team a great opportunityto play a terrific championship course whilst also supporting a truly worthwhilecause - that way everyone, hopefully, is a winner." Places are limited, so if youare interested in taking part, please contact Janet Sprake as soon as possibleon 01865 743443.
Oxford Mail OX5RUN
Cancer Campaign reaches new heights
news
www.b4-business.com24
For the first time in its history, the annual Oxford Mail OX5RUN in aid of the Children’sHospital became a victim of the weather. After heavy snowfall overnight, the organisersreluctantly had to postpone the event, due to take place in the grounds of Blenheim Palaceon 6 April.
By the time B4 goes to press, a new date will have been announced – please visitwww.orhcharitablefunds.nhs.uk for more information. If any readers thought they had missed thechance to enter, either as an individual or as part of a corporate team, it is not too late!
Many corporate teams have already signed up, and will be competing for the Challenge Cup, awardedto the team with the five fastest runners. The Oxford Mail & Oxford Times are the current holders butGrant Thornton’s ‘Tax Tornados’ (who won in 2006) are keen to recapture the title. Also competingwill be AbD Serotec, Esporta Health Club (who will also be organising the warm-up for all participants)and Siemens Magnet Technology Ltd. Staff at the Children’s Hospital itself are also getting behind thecause, and are entering a Specialist Surgical team.
Oxford University’s growing band of spin-out alumni are part of a trendover the last ten years in the UK in which private, and then public funds,are invested in the country’s most promising technologies.
According to 2006 research by the University Companies Association, Unico, over30 university spin-out companies have floated on the stock market in the last fouryears, with a combined value of £1.7 billion. Spin-outs have proven to be attractiveinvestments for venture capitalists. Raising money for fresh ideas and unprovenbusiness cases is still difficult, but the process has been professionalised byUniversity technology transfer companies which foster spin-outs in their earlieststages.
“Oxford Advanced Surfaces is the eleventh Oxford spin-out to list on the publicmarkets and an excellent example of the successful commercialisation of Oxfordtechnology,” says Tom Hockaday, Managing Director of Isis Innovation, thetechnology transfer company for the University of Oxford and client of B4 sponsor, Barclays.
“When Sir Martin Wood spun out Oxford Instruments from the University in 1959,the University’s attitude was very different, to such an extent that the Universitydeclined to become a shareholder in that company.
“The University’s portfolio of shareholdings in its spin-outs really started in 1988with Oxford Glycosciences. There was a period of one spin-out being formed everyfew years by particularly entrepreneurial researchers working with investors andbusiness managers. In the last ten years, Isis has grown and has steadily supportedresearchers in creating spin-out companies – a company is now set up once everyfew months.”
The total number of Oxford spin-outs has grown to over sixty-four, and manyremain in the local area, often based at the Oxford Science Park, Milton Park inAbingdon, or the University’s Science Park, Begbroke, located near Oxford Airport.
Isis also licenses technology to industry, manages consulting contracts withOxford academics, and assists other universities and companies with technologytransfer.
“We sit at the end of the production line,” says Hockaday. “When researchers areinterested in commercialisation, they bring us what they’ve got. However, thismustn’t conflict with their day jobs: The main reason universities exist is teaching andresearch.”
Hockaday explains that Isis works with the inventors to raise the first round of cash– usually half a million to a million pounds – from business angels and venturecapitalists.
But before this fundraising process can take place, an essential ingredient is required– the right management.
One of the potential spin-out companies currently in the process of raising funds isOrganox, which is developing technology based on Professor Peter Friend’s work inthe repair and preservation of organs destined for transplantation.
Chief Executive, Dr Les Russell, had been in contact with Isis for a number of yearsbefore he took the reigns of the new venture.
“Isis is always looking for people who might be able to lead spin-outs,” he says “Onethat caught my eye was on the vaccines front. However, I took another opportunity,but that came to an end and I got in touch with Isis again.
“The goal with Organox is to double the number of liver transplants that take place
every year, using our new technology that preserves organs outside of the body.”
Russell cautions that great technology must also have the potential to develop intoa commercial product, and the process of shepherding it through development,regulation and marketing is a demanding one.
Finding the right investors is also a challenge: “You have to kiss a lot of frogs to findyour prince – in terms of people who are going to invest. Investors have their ownneeds, including technology emphasis, portfolio balance, timing and exits and soyou have to cast your net widely.”
Class of 2007
When Oxford Advanced Surfaces listed on the Alternative Investment Market (AIM)in December, it was a key milestone for the company and for the inventors, Dr MarkMoloney and Dr Jon-Paul Griffiths, who have worked on the technology for over tenyears.
Oxford Advanced Surfaces was spun out by Isis in 2006 to commercialise a surfacecoating technology developed at Oxford’s Department of Chemistry. The coatingsare only a few molecules thick, but are able to modify the surface properties of abroad range of materials including polymers, glass, and even diamond.
“We were initially interested in the difficulty in dye-ing plastics,” says Moloney. “Wewere able to solve that problem, but the solution these new surface materialsprovided proved to be far more general than we’d anticipated. We discovered thatthe technology could not only be used to dye things, but we could control thewetting and adhesion characteristics and disinfectant ability of surfaces.”
Marcelo Bravo, CEO of Oxford Advanced Surfaces, says the listing will provide fundsfor further development.
“At this stage, we are focussing on applications in electronics, advanced materials,such as specialty fibres and composites, and life sciences, including sterile surfaces.”
Meanwhile, Oxford Medical Diagnostics was purchased by AIM-listed detection andanalysis company Avacta. Oxford Medical Diagnostics’ laser-based gas detectiontechnologies can be used to analyse gases in industrial settings, and also fordiagnosing conditions such as stomach ulcers.
“Avacta is already developing diagnostic techniques, and Oxford Medical Diagnostics’clinical diagnostics for breath analysis fits in very well with their existing products,”says Professor Gus Hancock, who heads the group which invented the technology.
Not every spin-out takes the public fundraising route, indeed many choose to raisefurther rounds of private funding. Oxford Immunotec, a 2002 spin-out developinga TB diagnostic test, raised US$40 million last year from venture capital investors,enough to take it through the US launch of its first product.
Isis itself has also developed its own new business in the technology transfer space.In response to demand for expertise in the area, it has set up a group to consult ontechnology transfer and open innovation.
“For the last three years, Isis Innovation has been working with public and privatesector clients, helping them to develop their own technology transfer processesusing our experience, networks and translation skills,” says Dr David Baghurst, Headof the New Business Group at Isis.
“A large part of our success has been translating and communicating betweenpeople and organisations with divergent experience and objectives, findingcommon ground and forging long term partnerships.”
SPINNINGVALUEWith little fanfare, two Oxford spin-out companies graduated to thepublic markets in the final days of 2007.
Both Oxford Advanced Surfaces and Oxford Medical Diagnostics tookless than three years to travel from the university to the city, now awell-trodden path for companies built around the research atOxford.
Article courtesy of B4 sponsor, Barclays Business Banking.
CHANGING THEFACE OF LAWA tornado arrives at B4’s offices, a man with a purpose in life and nothing is going to stop him. It is hard to imaginea more single-minded, focused human being. But this guy won’t sweep all before him without listening. Honest,straight and true to his word, if you’ve got something to say, tell him – he won’t bite your head off – and he will bethe first to concede if things aren’t working. With three year old son Murdoch and one year old Maverick, this is thetype of guy you’d expect to be able to tell if a plan isn’t coming together, Darbys very own A-Team. Yes - this guy is alawyer. He is the new Managing Partner at Darbys Solicitors in Oxford.
He rates himself, not in a cocky or arrogant way, but in a positive,refreshing way that makes you want to be involved in his crusade –and a crusade it is. He’ll accept he makes mistakes, and that is anendearing quality, but he aims for the best and will keep going untilhe gets there – somewhat akin to the Duracell Bunny, he’ll keep onand on and on and on…..
Simon McCrum is forty-three, and married to Angie, with his A Team kids,Murdoch and Maverick McCrum. “They will either be famous or end up in jail”quips Simon, but let’s at least hope, either way, they’ve got their father’snumber.
A bit of background Simon? “I am a Cumbrian, but have spent my entire adultlife – until now - in Manchester. I studied history at college. I am not a careerlawyer – and there is no history of lawyers in the family!
“For years my parents ran a market stall, so law was never the designated pathfor me. I made a hash of my A Levels but was thankfully able to get into highereducation and the drinking that goes with that through a history course atManchester Polytechnic, as it then was”. I nearly managed to make a hash ofthat too”, he says, almost becoming exasperated at this former Simon McCrum,as if he were talking about an imposter!
“My progress through college wasn’t worthy of any prizes, and I only really gotto grips with matters after a chat with the careers officer who said I was nicelyset up to be a Policeman or Tax Inspector. Anyone who knows me wouldguffaw at both of those. I had a friend whose brother was a solicitor, and I knewhe had read history. I had a chat with him and found out that there was apost-grad course you could do which gave me a second bite of the cherry”.
Simon learned, once on the course, that he also needed “articles” at a law firm– now called a training contract. Lady Luck shone on him - he wrote oneletter, got one interview, and got one place. This happened totally by chanceto be at a very good law firm, Pannone in Manchester. On qualification as asolicitor in 1990, he joined the Commercial Litigation Department.
“I was never the text book lawyer. I still had some “rugby” in me. They kept meon when I qualified”, which according to Simon was “very visionary of them.”
His real passion, though, had already started to burn.
“Even at that time, I remember wondering and asking where each case hadcome from? If we knew the answer, we could find more of them, either fromthat client or people like them.
“I was even thinking more about the business of law than the nuts and bolts.By dint of two or three job moves, I was able to move away from doing straightchargeable hours and legal work, and to instead undertake businessdevelopment and marketing work for a law firm.”
His nirvana came in 1995 when he moved back to Pannone. A newManaging Partner – Joy Kingsley - had taken over. She was very visionary andwas willing to take a risk on Simon in releasing him from doing legal work andbilling, and to focus him, instead, on “work-getting”.
“Amongst the many things I learned from Joy was that lawyers can make acontribution that is equal to or even greater than the usual billing. I stoppeddoing legal work altogether, and I became a partner shortly after – a rarecombination in the legal world. I was charged with bringing in work for all thespecialist departments. To start with, I did what everyone does. I went to everycocktail party – usually all full of lawyers - and I put on three stone. I also didsome more systemic, structured, thought-through marketing, which otherlawyers, bogged down in legal work and fee targets, could not do.
“Perhaps my greatest success was to take an old idea, wrap it up, and make itsexy. It has now become a £multi-million business. The idea was one that wasmentioned to me way back by one Rodger Pannone, a big name in Pannone’shistory and in law in general. He had long spoken of a concept called “huband spoke” whereby large and small law firms worked together. I applied to this
idea a structured and branded marketing and hard business dimension. Ipackaged it as Connect2Law and went on the road selling it. I spent a year inmy car, rushing from law firm to law firm around the North West. It was avisionary scheme and package. Indeed, Pannones letting a partner spend all ofhis time doing this was forward-thinking in itself.
“I was making the whole thing up as I went along, as this kind of schemesimply didn’t exist. I was honest with everyone and was often asked questionswhere I had to respond ‘I haven’t got a clue, I’m making this up, what do youthink we should do?’ That was an early lesson in the value of total honestywhen dealing with people – if you are going to build anything that is going tolast.”
Having grown a very successful scheme in the North West, Simon then saw thatthe scheme could be developed nationwide by ‘franchising’ it to large regionalfirms in areas around the country. One such firm was Oxford’s own Darbys, ofwhich more below.
Simon continues, “Joy Kingsley’s visionary capabilities then kicked in again andshe asked me to be Head of Commercial Litigation when the mighty VincentO’Farrell came up to retirement. I had never held a management role,anywhere, before. The department was very good at law but someimprovements could be made on the business side.
“I tried again to be honest, open and inclusive with the team. I like to givepeople jobs that empower them and give them responsibility and bring theminto the team. I did it in the Litigation Department and also in two otherdepartments that I became head of. When it got to the stage where theLitigation Department was running very well – indeed better - without me, Iasked Joy if I could move on to a new job within the firm. I handed over to mysuccessor a much larger department – nearing a hundred people - and onethat was very happy and profitable.”
Things then took an unexpected turn. After a return to his marketing role, arare thing happened in the legal sector.
Darbys Solicitors in Oxford took the unique decision to look for a ManagingPartner from outside, who could hopefully take them to “the next level,” oreven beyond. A shortlist of candidates was being drawn up and they askedSimon, whom they had come to know through their involvement in hisConnect2Law scheme, whether he wanted to be included in that list. He leaptat the chance.
“My self-belief was and is huge – I didn’t care who the other applicants were.I was doing well at a very successful law firm, but I wanted to develop myselfand fulfil my own potential. I didn’t know what my potential was. It may soundarrogant, but I wanted to develop a law firm and everyone in it, my way, so thatit could do something very particular and very different in the legal world. Thatwas the dream.
“The interview and selection process was incredible. The first interview panelwas made up, not of partners from Darbys, but of business leaders that werefriends of the firm – it was truly intimidating. I was impressed by the panel andhow they gave me a thorough going over.
“I then had to present to the partners on what I would do if I secured the post– my presentation was called “Making Darbys Even Greater” and it contained– for a law firm – some scary stuff. I was told later that day that I had beenchosen.” Simon started in the job six months ago.
Not one to think small, he and Darbys have great plans – not just to build onDarbys’ position as a leading regional law firm, but to actually change the faceof law in this country.
Yes – to change the face of law in this country.
“As I see it, most law firms provide law to their clients in pretty much the sameway, and I am not convinced that the country is a huge fan of that way. Ourgamble is that it is not. Yes, there are plenty of very good law firms - hundreds
of law firms with thousands of satisfied clients, but thereality is that there are actually millions of people andbusinesses out there, many of whom will only turn tolawyers as a last resort, if at all. Indeed, many will turnto other sources of legal expertise. There are no end oforganisations that aren’t law firms providingemployment law services. Its not just B2C – it’s B2Btoo. Businesses can get legal services from their banks,for example.
“One question I ask a lot of businesses andindividuals is ‘who is your lawyer?’ A lot of people cantell me who their accountants are or who their dentistis, or which garage they take their car to. They can’t,on a surprising number of occasions, tell me who theirlawyer is.
“The challenge we have set ourselves though is notjust to take personal and business clients from otherlaw firms – they all make up only a fairly limitedpercentage of the population. The challenge we haveset ourselves is to get people to use us who wouldnever ordinarily think of using lawyers. That is a wholeuntapped market.“
How have the first six months been?
“It has been fantastic. Darbys is a strong, well-known,and well respected regional law firm. It is knowninternally and externally as a very nice law firm. It hasbusiness and personal clients that would be the envyof many a law firm. Up until now though, the servicewe have been delivering wasn’t a million miles fromthat which we delivered fifty years ago. We havechanged that with our new ways of providing expertiseto our clients.
“We are also being very brave on the marketing andclient-winning front. ‘Lots of ideas’ gets in the way of‘good ideas’. We are focusing on two or three mainones - our marketing spend has plummeted.
“Seminars that take dozens of man-hours to organise,where you might get ten or twenty bums on seats andover the next six months you might get one piece ofbusiness if you are lucky, is no way to really grow yourbusiness. You need things going on while you areasleep, like manufacturing companies do, for example.There are business tools available that law firms justaren’t harnessing yet.
“The whole of Darbys is buying into this approach in aninvigorating and exciting way. If I can get the onehundred and fifty people here all promoting andselling our brand, then we will have a very goodchance of succeeding as things start to build up to a“tipping point”. The whole success of our strategy andof our business generally is not reliant on me – it isreliant on the one hundred and fifty people that I workwith. They can take us to the stars if they get stuck in.
“At Darbys, we are working to create a legal brandwhich transcends Darbys. We want to create a brandwhich is a first port of call for businesses and families,regardless of geography – a brand that grows becausepeople will come to know what they will get everysingle time they call us.
“I appreciate that this is a departure from the waythings have been done here. I am being backed to thehilt by Darbys, but I am not so stupid as to keep goingdown a blind alley if it doesn’t work – if it doesn’t, we’llstop doing it and try something else. We will definitelyhave learned something though.”
Simon believes in giving people jobs to do over andabove their normal work. “People here, as everywhere,respond fantastically to being given responsibility andchallenges. As I have done in the past, I havedelegated roles and responsibilities here so thatinstead of feeling as if they were sitting on thetouchline and watching the game, more and morepeople are actually being picked to play.”
There is obviously a fine line between empoweringand delegating, but Simon has hit on the right way todelegate, but get a positive reaction rather than leavingthe person he has instructed feel like they have justhad another task added to their list.
Developing a 21st and 22nd century business needsforward-looking people to drive it forward. Are lawyersthe right people to do that?
“Some are, some aren’t”, says Simon. “In the nicestpossible way, it is my aim to get all the partners hereto take on a role over and above the client-care andlegal work that they do. They have the power andweight to take the whole business that is in our plansforward, as well as working on their cases. You can’tmake partners do that though – you have to give themsomething they can believe in. They are all supportingme so far, for which I am grateful! We are investing indeveloping all of our partners, so that they becomeskilled at and thus, hopefully, enthusiastic aboutpromoting and running the wider business, as well asdoing a good job for their clients”.
Simon certainly has at least one eye on the longerterm future. “We have also just promoted nine keypeople here to Associate level – we now have eleven,and they are all dynamic, impressive and enthusiasticindividuals. They want to be involved in driving thebusiness forward as they feel they can bring A, B, andC to the table. I have told them they are right, but thatif they really want to drive our business forward, theyneed to bring X, Y, and Z too, as it is these factors whichwill turn them from lawyers into businessmen. Thesepeople are the future of Darbys, and they are now ina programme that will actively challenge and developthem for theirs, and our, benefit.
“I have appointed a Head of Potential – I couldn’t thinkof a better way to describe what I want this lady to do,namely to unlock all of our potential. We are investingheavily in her and in this drive. She is charged withbringing out the potential in everybody in Darbys, fromthe receptionists, down to me. I use those wordsdeliberately because our receptionists are far moreimportant to the firm than I am.”
It will certainly be interesting to see the impact SimonMcCrum has on Darbys. I don’t think you could back amore obvious dead cert.
registered in England No 5561195 VAT No 862 7218 14
Office 5, Ebdon House TBAC Business Centre
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ON A BUDGETAt a time of increasing economic uncertainty, Tony Haines, partner at leading Oxfordshireaccountancy firm, Wenn Townsend, outlines the key points of Alistair Darling’s budget
Main Budget proposals
• Plans to stop the tax savings available to businessesby ‘income shifting’ are delayed for one year• Further details on the changes to the capitalallowances regime including the taxation of companycars• Improvements to the Enterprise ManagementIncentive scheme• Income tax relief extended for the EnterpriseInvestment Scheme
Previous announcements
Many of the changes detailed in this article have beenthe subject of earlier announcements. Here is areminder of some of the more important ones:
• Reduction in the basic rate of income tax andsignificant increases in national insurance• The abolition of taper relief and indexation allowancefor capital gains tax (CGT)• The introduction of a flat rate of CGT for individualsof 18% and a new Entrepreneurs’ Relief• A significant change in inheritance tax relief formarried couples and civil partners
The Budget proposals may be subject to amendmentin the Finance Act. You should contact your adviserbefore taking any action as a result of the contents ofthis article.
Corporate and Business Tax
Corporation tax ratesThe main rate of corporation tax which applies tocompanies with profits of more than £1.5 million fallsto 28% from 30% from 1 April 2008, and that ratewill be maintained in 2009. The small companiescorporation tax rate, which applies to companies withup to £300,000 of profits, will increase from 20% to21% from 1 April 2008. The intention is to increasethis rate to 22% in 2009.
The effective marginal corporation tax rate for profitsbetween £300,000 and £1.5 million is 29.75% from1 April 2008.
Simplification of the associated company rulesThe profits limits referred to above may need to be
shared between companies if the companies are‘associated’. Companies are associated if they areunder common shareholder control, for example,where the same individual has more than 50% of theordinary share capital of each of the companies.However, an individual may be regarded as havingcontrol of two companies because shares owned byother persons are deemed to be owned by theindividual. This is known as the ‘attribution concept’.
From 1 April 2008, shares held by business partnerswill not be attributed to a person unless a tax planningarrangement has been put in place in order to pay lesscorporation tax than would otherwise be due.
Capital allowancesMajor changes will be implemented to the capitalallowances system from 2008/09. The details for plantand machinery are:
• a new Annual Investment Allowance (AIA) for thefirst £50,000 spent on plant and machinery. This givesa 100% write-off against profits. The AIA complementsand does not replace any of the existing 100% firstyear allowance schemes
• writing down allowances for plant and machinery inthe main ‘pool’ will be cut from 25% to 20%•a new writing down allowance for ‘integral features’
in a building will be 10%•writing down allowances for long life assets will be
increased from 6% to 10%• the 10% allowances will be given by combining
integral features and long life assets into a ‘special ratepool’• the special rate of 10% for integral features will
include certain replacement expenditure where thismight otherwise have qualified as a revenuededuction•where companies have a loss after claiming 100%
first year allowances on green technologies, they willbe able to reclaim a tax credit from HMRC.
Small plant and machinery poolsWriting down allowances at the rates summarisedabove are computed on the ‘pool’ of unrelievedexpenditure. When calculating writing downallowances, there is no de minimis rule, so, forexample, businesses with £1,000 of unrelievedexpenditure and no new expenditure or disposal
receipts would have to carry on calculating the annualwriting down allowance for many years. Businesses willbe able to claim a writing down allowance of up to£1,000 in the case of each pool, once the unrelievedexpenditure in either the main rate pool or the specialrate pool is £1,000 or less.
This measure has effect for chargeable periodsbeginning on or after 1 April 2008 for businesseswithin the charge to corporation tax, and on or after 6April 2008 for businesses within the charge to incometax.
100% capital allowances on green technologiesTwo schemes exist that give 100% first yearallowances for expenditure on certain energy-savingand water technologies. Following the annual reviewof the qualifying technologies, the schemes will berevised to include one new technology: waste waterrecovery systems. The Energy Technology Criteria Listwill be revised to include four additionalsub-technologies: compressed air master controllers;compressed air flow controllers; heat pumpdehumidifiers and white LED lighting.
The 100% first year allowance for expenditure incurredon natural gas and hydrogen refuelling equipment, dueto end on 31 March 2008, will be extended for anadditional five years to 31 March 2013.
Taxation of business travelWith effect from 1 April 2009, for corporation taxpurposes (6 April 2009 for income tax), the capitalallowance treatment of all cars will be reformed.
• Expenditure on cars with CO2 emissions above160gm/km will attract 10% writing down allowances.• Expenditure on cars with CO2 emissions of160gm/km or below will attract 20% writing downallowances.• Subject to State Aid approval, cars leased to those inreceipt of certain disability allowances will be placedin the 20% main pool, regardless of their CO2performance.
The rules which disallow a proportion of car leaserental payments will be reformed in line with the newcapital allowances rules. The new disallowance will be15% of the relevant payments, applied to cars dealtwith in the 10% special rate pool.
The 100% first year allowances for the cleanest carswill be extended from 31 March 2008 to 31 March2013 and the qualifying CO2 emissions threshold willbe reduced to 110gm/km.
‘Income shifting’The government intended that legislation would takeeffect from 6 April 2008 to address ‘income shifting’.The government has reconsidered its positionfollowing a period of consultation with business andnow believes that a further period of consultation willensure that legislation in this area provides clarity andcertainty for businesses and their advisers.
The government now intends to introduce legislationthrough Finance Bill 2009 and will not enactlegislation effective from 6 April 2008.
Tony Haines Comment‘Income shifting’ refers to a situation where onespouse or civil partner generates most of theprofits of a business, but the other receives aproportion of the profit and the couple save tax asa result. The delay in the starting date for anylegislation is to be welcomed and hopefully thefurther consultation will produce a morereasonable result.’
ExampleThis is an HMRC example of a situation in whichthe original proposed legislation would haveapplied. Individual 1 and Individual 2 form acompany, each owning 50 £1 ordinary shares. Thebusiness of the company is to provide the personalservices of Individual 1. Individual 2 spendsaround five hours a week on back office duties forthe business. In the first year they each receive asalary of £5,000 and dividends of £30,000. Thesalary received by Individual 2 is considered to bethe market rate given the nature of the work doneand time spent doing it. The company has nosignificant assets or liabilities.
If Individual 2 has no capital in the business andbears no risk, the whole of the £30,000 would betreated as shifted income because Individual 2 isalready receiving a market rate for the work done,has no capital in the business and bears no risk.
Of course, if Individual 2 does contribute more tothe business than in the above example, thensome or all of the income will not be treated asshifted income.
We await, with interest, the conclusion of thefurther consultation on these proposals.
Employment Issues
National Insurance Contributions (NIC)There is no change in the rates of NIC. For 2008/09,the upper earnings limit, above which employeescontinue to pay contributions of 1% on earnings, willbe increased by £100 per week. This gives an annualfigure of £40,040.
The upper profits limit for Class 4 national insurancefor the self-employed will also be increased in2008/09 to £40,040.
In 2009/10 the upper earnings and profits limits willbe aligned with the point at which the higher rate ofincome tax becomes payable.
Tony Haines Comment‘For many, this increase in the contributions foremployees and the self-employed removes the taxsavings given by the reduction in basic rate ofincome tax.’
Company cars and the fuel scale chargeWhere a company car is provided for an employee’sprivate use, a taxable benefit arises which is based onthe list price of the car and its CO2 emissions. Thepercentages range from 15% to 35% for most cars.
There are discounts currently available forenvironmentally friendly cars, and from 6 April 2008there will be:• a 2% discount for cars that have been
manufactured to run on E85 fuel• a new 10% company car tax band for non-electric
cars emitting no more than 120gm/km of carbondioxide. Environmentally friendly discounts do notapply to such cars, but the diesel supplement does.
If free fuel is provided with a company car forprivate motoring then a fuel benefit tax charge arisesbased on the percentage used for the car benefit anda ‘multiplier’, which is currently £14,400. For 2008/09,the figure will increase to £16,900.
Tony Haines Comment‘The fuel scale charge multiplier has not changedsince it was introduced in 2003. This 17% rise,combined with an increase in the car benefitpercentages for 2008/09, means that manyemployees will see a substantial increase in theirtax bills from next April.’
Capital Taxes
Capital gains tax (CGT) reformThe Chancellor surprised everyone with proposedmajor changes to the CGT regime last October. Thechanges affect individuals and trustees, but notcompanies. The Chancellor has confirmed thatlegislation will be introduced with effect from 6 April2008 to give effect to a new single rate of CGT at18%, but many business owners will continue to havethe potential benefit of a 10% rate.
An annual exemption will remain in place, and for2008/09, this will be £9,600. The annual exemptionallows the first element of gains made in a given taxyear to be exempt from CGT.
For gains arising on or after 6 April 2008, changes tothe CGT regime include:• the withdrawal of taper relief• the withdrawal of indexation allowance• the introduction of Entrepreneurs’ Relief• simplification of the share identification rules.
For any questions concerning the budget pleasecontact Tony Haines (See contacts details page82). Alternatively, please consult the WennTownsend “Tax Facts” enclosed with mailedcopies of B4.
“Where There’s a Will, There’s a Way forBusiness”, says Richard Wadsworth, of Oxford’sleading law firm, Darbys Solicitors LLP. Here heprovides legal advice on what entrepreneursshould consider when making a will.
“Surely it’s all a bit easier now, isn’t it? After all, will kitsare being sold in newsagents for as little as £5. Also,if one spouse or civil partner dies without using up allof their Inheritance Tax nil-rate band, the unusedportion can simply now be added to the otherspouse’s own nil-rate band. No need to do any taxplanning then?
“It’s fair to say tha,t for a person whose affairs arestraightforward, a homemade will should be sufficient,if drafted correctly, to dispose of their assets. Thishowever, will not be the case where a person’scircumstances are more complicated and particularlywhere the person in question owns a business.
“Under the current Inheritance Tax legislation, the valueof assets that qualify as ‘relevant business property’and which have been owned for more than two yearscan be reduced, for tax purposes, by either 100% or
50%. This is called Business Property Relief, or BPR.
“Crucially, a sole trader’s business, an interest in apartnership, and shares in a limited company would,on the whole, qualify for the relief provided they havebeen owned for the requisite period.
“A business-owner ought to make sure that allavailable reliefs such as these are indeed received.
“To not only maximise the benefit to theentrepreneur’s surviving family, but also to allow asmooth transition of the business, there are a numberof steps that can be taken
“A trust is often used to receive the property to whichBPR applies to ensure that the business assets leave aperson’s estate in a way that maximises the relief. Thetrustees of such a trust can be separate from theexecutors of the deceased’s Will, and will often bepeople who have a knowledge of, and anunderstanding of, the business in question.
“This can all be set up and set out in advance by thepreparation of a suitable will.
“In addition to preparing a suitable will to establish thetrust, work may also need to be carried out to makesure the partnership or company documentation allowthe business to continue in the preferred way - BPRcan be lost if the Partnership Agreement or theArticles and Memorandum of a limited company donot properly provide for how the business is tocontinue.
“For example, if a partnership agreement does notprovide for the partnership to continue after the deathof a partner, it will come to an end on a partner’sdeath, and any BPR will be lost. BPR can just aseasily be lost in the case of company, if that company’sArticles grant a right to the surviving shareholders topurchase the deceased shareholder’s stake.
“These are just a few of the issues to be addressedwhen drafting a will for anyone who owns a business.The full list of issues will invariably be longer and wouldalmost certainly not be addressed by a homemadewill. It will only be when a business owner has diedand BPR has been lost that the family will realise thatit was the worst £5 that had ever been spent!”
Mitt Romney, former Governor of Massachusetts, and recentUS Republican Presidential candidate, quoted the recentlydeparted Mormon Prophet, Gordon B Hinckley, who said a fewyears ago:
“So many people are living on the very edge of their incomes. In fact,some are living on borrowings. We have witnessed in recent weekswide and fearsome swings in the markets of the world. The economyis a fragile thing. A stumble in the economy in Jakarta or Moscow canimmediately affect the entire world. It can eventually reach down toeach of us as individuals. There is a portent of stormy weather aheadto which we had better give heed. I want to make it very clear that I amnot predicting years of famine in the future. But I am suggesting thatthe time has come to get our houses in order.”
Prophetic words indeed!
The mortgage market is currently facing its biggest crisis since the late1980s, when high interest rates and high inflation and falling housevalues meant that many homes were either repossessed or handedback to lenders simply because borrowers couldn’t afford themortgage payments. Today, we have relatively low interest rates,relatively low inflation, and stable house prices.
So what’s different ~ and what’s gone wrong? To put it bluntly,gluttonous banks greedy for market share and weak individualsgorging on cheap money that ultimately causes them to fall illfinancially. The irony is that when borrowers eventually spu becauseof their overindulgences, it is the banks that are then forced to closeshop in order to clean up the mess.
In the past decade, lender after lender has tried to impress the City byproving that they can grab a bigger slice of the financial services cakeusing borrowed funds. Many have achieved this but simply on the backof artificially cheap funds provided to mortgagors only too pleased tosnap their hands off. Not only were lenders fighting for a bigger sharebased on rate but many dreamed up interesting ways of attractingborrowers by making it easier for them to qualify for a mortgage. Selfcertification of income crept back into the game even though similarschemes had caused the demise of many banks in the property crashof the late 1980s. Fast track processing was introduced so that only asample of applications became subject to absolute scrutiny. Multiplesof income increased to the dizzy heights of 6 times a borrower’sincome, and some banks even lent money way beyond the value ofthe security offered.
In isolation, these underwriting assists are not that irresponsible. Theproblems grew as the incessant drive for market share forced lendersinto providing a complete free-for-all in the cafeteria. With increasingvalues of property, it became so easy to obtain mortgages and creditthat providing you had an ‘OK’ credit rating, lenders were happy tokeep lending more and more ~ without the need to proveaffordability. And it’s not just mortgages that fell foul of the greedmerchants ~ credit cards and loans became ever easier to get hold ofproviding ones credit rating was sufficiently robust. The weak ones,gorging to keep up with the Jones’, eventually took on more than theycould comfortably chew, and when borrowers end up living on theirborrowings, the heart attack is inevitable along with the requisiterecovery in hospital.
For most of us, mortgages are a necessary requirement in owning ahome. Only a tiny percentage of the population have the means topurchase a property without borrowing. Property prices are highsimply because of demand outstripping supply, and until we buildsufficient, appropriate homes, the problem will remain for thosedesperate to buy a roof to put over their heads. That demand is not justbecause of an increasing immigrant and aged population. It is alsofuelled by the fact that the breakdown of the family is forcing the needfor two homes where previously one would have sufficed. The graphs
alongside demonstrate the worrying trend; Households by household type, (GreatBritain) 1979 and 2002 – Office for National Statistics.
The UK population is projected to increase by 4.4 million by 2016. This increase isequivalent to an average annual rate of growth of 0.7 per cent, or in excess of 400,000per annum, and therefore demand for owner occupied property is likely to remainstrong. With strong demand, prices will remain high, and that will naturally mean thatborrowing levels are likely to stretch the first time buyer, although existing borrowers willdetermine whether the relative increases associated with a move are worth it, or not,as the case may be. Mortgages are still, in most cases, very affordable ~ it isimportant, however, that borrowers, along with lenders, adopt a responsible attitude tothe levels of borrowing. Credit providers (and that includes mortgage lenders) need totake a collective view of borrowers’ overall debt. Far too often, as long as a lender hassecurity, they couldn’t care less about what other debt is in the background, and thissurely has to stop.
Blaming lenders and blaming borrowers is, however, not the answer. The solution liesin a prudent and innovative approach to mortgage lending. Profitability is key for lenderstoday and affordability is essential for borrowers. As panic ensues around the mortgagemarket with lenders withdrawing from the market every day, a calm and measured viewneeds to be taken by borrowers and their advisers. Reducing unsecured debt is crucial.There is no point in having savings if you have debt. Yes, it is wise to have some ‘rainyday’ money set aside, but just enough for emergencies is fine. Offsetting is eminentlysensible, especially for higher rate tax payers. Mortgages, transferable to new owners/borrowers together with fairer tiered application of stamp duty would also help smooththe market.
The biggest problem, however, is that the mortgage industry is now experiencing anundersupply of very competitive, innovative, mortgage products. As lenders are nowtotally reliant on their own deposits for lending, we could very well find ourselves goingback to the situation in the early 1980s where borrowers had to queue for a mortgageuntil sufficient funds were provided by savers. The use of a good whole of marketmortgage broker has never been so important.
It is a fact that more homeowners spend more time looking for the right washingmachine than they do looking for the right mortgage. Admittedly, mortgages are morecomplicated and borrowers should seek professional help in finding the best solutionto meet their needs. If a washing machine breaks down, it is easily repaired. If amortgage and debts become hard to service, then the problem can be vastly morecomplex, and it will take proper independent professional help to resolve matters.
Mortgage arrears problems shot up by 35 per cent in the first two months of 2008compared with the same period in 2007, according to the Citizens Advice Bureau. Thenew figures also reveal continuing increases in problems relating to basic essentials,such as gas and electricity, water, telephone and council tax debts ~ all pretty much outof our control. A survey of 73 per cent of all Citizens Advice Bureaux in England andWales reported that they dealt with 215,000 new debt problems in the first two monthsof 2008 alone.
So, the time has come to get our houses in order. That portent of stormy weather aheadmeans that we need to batten down the hatches and take appropriate action to ensurethat our course to financial security remains true.
www.b4-business.com
Married/cohabitationg couple
with dependent children
31%
Married/cohabitingcouple with no
children or no-dependent children
34%
Other4%
Lone parent withnon-dependentchildren only
4%
Lone parent withdependent children
4%
One person only23%
Married/cohabitationg couple
with dependent children
21%
Married/cohabitingcouple with no
children or no-dependent children
34%
Other4%
Lone parent withnon-dependentchildren only
2%
Lone parent withdependent children
8%
One person only31%
Contact details on page 82
Nick Walker, partner at leading Oxfordshire financial services company, Focus, gives B4 readers a stark warning to gettheir financial house in order.
MARKETINGAlun Williams has a philosophy, basically todeliver, but only where he feels he can. As amarketing business, he knows where he can addvalue and where he needs support. If he is rightfor your business, Alun is, potentially, the perfectsolution to your company’s marketing problems.
“I set AWM Marketing up roughly ten years ago,following on from a career as a Corporate MarketingDirector. Like a lot of my peers, I had had enough ofthat environment and wanted a change of scenery. Iworked predominantly in the paper and printindustry for a couple of multi-national companies,Sappi (a South African company) and Arjo Wiggins.
“I started out as a Product Manager, progressing tobecome Marketing Director. However, I got to thestage where I wanted to run my own business andmake my own decisions. Initially, the business wasvery much a consultancy, and focused on the paperindustry. I had stayed within my comfort zone and didso for a number of years. In hindsight, I suppose itwas a subconscious introduction to self-employed life.
“One of my important objectives from the outset wasto enjoy my new life and to have fun. After all, it wasmy business, and if I wasn’t enjoying it, then what hadI gained? After this two year initiation period, Ideliberately moved the business in a differentdirection and started getting involved in more thanjust the strategic client work. I began to take the reinson the visual side, working on the nuts and bolts ofmarketing for my clients.
“Clearly, what I could bring to the party was theability to plan strategy in the first place and executethe actual planning side of the business to reallyshape which direction a client should be taking andwhat they should be doing within a plannedframework. Where I think I differ from a lot ofagencies, is that their strength is focused on visualcontent and presentation, whereas, with mybackground, the very first thing I say to people is “whydo you want to do it?” And then once I am very clearon what a client is trying to achieve, I can help putmarketing in place to achieve that.
“My business is me, and I work with a series ofpartners and associates. It is like a virtual business –I have worked with these people for a long time, andtheir standard of work is to be relied upon.
“My clients know from the outset how I work and howI am structured. They are not buying into a team oftwenty people, they are buying into Alun Williams, theway I operate and the people I choose to help me.
“I know my strengths and weaknesses and will notpretend to be able to do something I can’t. On theother hand, if a potential client says that they needsomeone to stand back and bring in fresh ideas aboutwhat they are doing, and to help them move forward,then I would be delighted to speak to them. That isthe way I operate but, clearly, the client makes thebusiness decisions and they have to decide if what Iam suggesting is right for their business.
“I come to a client with my marketing expertise andwork for them as a sort of detached marketingdirector. Many of the companies I work for would bestbe described as medium to larger sized businessesthat don’t have an in-house marketing team.”
AWM Marketing has now evolved into a businesswhere the focus is more on marketing rather thanconsultancy, with a number of retained clients. “Thisis the best way for me, as a small business, tooperate. It is very difficult to manage a businesswhere you become so engrossed in a particularproject that you lose sight of the need to have thenext job lined up.
“Working on a retained basis not only helps cashflow,but it facilitates a good working relationship, as withArdington Archives, where we have worked closelytogether for many years.” Alun’s work for ArdingtonArchives is genuinely first class and befitting of hisclient’s blue chip customers.
“For a client like Millets Farm, I will work on all aspectsof marketing, anything from vouchers to the FarmShop Club, which recognises customer loyalty, orfrom brochure design and print to advertising. It is notalways about being totally innovative. It is about doingmarketing well and suitable for the task in hand.
“I value the fact that I work for a good spread ofdifferent clients – the experience I have with onedoes help with another.”
Alun’s clients also include Pryors and AWM Marketingwere responsible for the flier enclosed with themailed version of this edition of B4.
“It is also important to recognise when things aren’tworking and letting your clients know if things aren’tgoing to plan. It is far better to learn from yourmistakes and move on positively.”
Alun Williams is, quite clearly, a genuine provider ofreasoned, honest and effective marketing.
It’s Good Friday and Clinton Pugh, being Clinton Pugh, has been a hardman to tie down. Sincerely apologetic, it soon became apparent to me thatany time spent with such an effervescent, jovial character, would be worththe wait.
Born in 1958, Clinton was the son of Londoners who were both from large familiesof well over ten children. His parents were keen to get to the countryside andbecame publicans at The Black Horse in Swaffham Bulbeck, Cambridgeshire.
“It was there that my father introduced me to working ‘the hard way’”, says Clinton,“it really was all hands on deck, a family business. We all had our fair share of jobs,but it was a wonderful way to grow up. To fall asleep listening to people singing andlaughing was a great experience.” I ask Clinton if this acted as a drug from which hewould never escape, “most certainly,” he replies.
It soon becomes clear that Clinton is a fan of sayings, some of which he hasinherited and adapted from his parents, others which he has invented to goodeffect. His father was ‘a very hard taskmaster’ and Clinton has found himself takinghis father’s values into his life and employing his father’s many sayings with his staffon a daily basis. Most fondly ‘if a job’s worth doing, it’s worth doing well’ or ‘if yougo out like a man, get up like a man’. He explains how important his parents werein shaping who he is today, how incredibly supportive they have been for him.
“Every day I say to my staff that it is just as easy to come to work and be positive as
it is to be negative. It’s an awful lot more enjoyable being positive, not to say I don’thave my moments, but let’s face it, we would all rather deal with a smiling face thana miserable sod!”
And this is an attitude, which would appear from the outside looking in, to be oneof the key reasons for Clinton’s success. This infectious modus operandi has to bea huge part of the foundation of a business which shows no signs of shrinking. Infact, quite the opposite. A self-confessed sufferer of “siteitis” Clinton has impressiveplans up his sleeve. More later.
“We were very much treated like adults as kids. My mum never told me to do myhomework, insisting that it was my life and I would make of it what I wanted.However, after failing my 11+, I went to Coleridge secondary school in Cambridge,a great school that taught practical skills - how many schools nowadays have ametalwork facility with sixteen lathes and a milling machine? In those days, failuresof the 11+ were considered apprenticeship fodder, and I wanted to buck that trend.
‘I then went to Kingston Art School, and during my time there I worked at aninspirational restaurant, Cloud’s Café. Owned by John Reid, a great boss, hedeveloped a formula which worked and which I have tried to inject into mybusinesses. The formula was to employ exciting, positive people who create a buzz.Individuals who are not necessarily following their chosen career, but come togetherand enjoy the moment.”
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B4 FEATURE
ALWAYS LOOKON THEBRIGHT SIDEOF LIFEAs one of Oxfordshire’s most respected restaurateurs, Clinton Pugh has an abundance of enthusiasm, energy,passion and commitment. Richard Rosser had the pleasure of spending a couple of hours in the company of not onlyan impressive businessman, but a genuinely likeable bloke.
Clinton’s first design job was with the successfulrestaurant design group, Broadbent Williams, inLondon. Then he went back into restaurantmanagement with Crusts plc. When Crusts was takenover, Clinton set up a restaurant business and openedBaedecker's in Cornmarket Street.
Dark clouds then began to appear as Clinton recalls atime in his life, in the late eighties, that proved to be hismaking: the recession. Having become involved inproperty development, almost overnight increases ininterest rates practically rendered properties worthless,and exposed developers such as Clinton.
“My parents, who had worked ridiculously hard all oftheir lives, had to hand the keys back on fourproperties they owned, and their own house. I willnever forget John Majors’ posters almost boasting that‘it was hurting but it was working.’
“It was a very humbling experience to go from feelingthat I was moving upwards, to then go down to theabsolute depths, losing what I had worked so hard for.But the one thing that really sticks in my mind, andwhich spurred me on, was the help of some very dearfriends. I eventually lost the properties and all of myrestaurant shares. Watching The Life of Brian restored
my sense of humour and I decided to stop beinggloomy. From then on my answer machine played‘Always Look On The Bright Side Of Life,’ and I beganto work harder than ever.
“With the help of my partner, my family and a few veryfine friends, we managed to scrape enough moneytogether to get Café Coco built and open. SimonYoung joined me from Baedeckers. Simon became ajunior partner in Café Coco and later in The Kazbar. Heand I spent six cold, painstaking months transforminga near derelict building into a viable restaurant.
“My son, Toby, was born in February 1992, and sixweeks later, we opened Café Coco. We were runningout of money, I had a new baby and things were damntough. In Café Coco, there is a sign on the wall listingall of the people who backed me during that appallingtime, including an amazing Barclays Bank Manager,Richard Morley, who lent me his own money to helpopen Café Coco. There were many doubters, includingmy then bank (not Barclays), who didn’t take the sameview as Richard Morley. I will never forget the peoplewho did support us at that time. It taught me a lessonthat you should never forget those people who helpyou when you’re on the way down.
“Café Coco was designed to be recession proof. Valuefor money is key, and all pizzas at Café Coco reflectthis - they all sell for £6.50. We also wanted to makesure that it was a safe and welcome space for women.This worked, as seventy five per cent of our initialcustomers were female.
“We had to try to create an environment wherecustomers could escape, which was ideal at the timeof the recession. I want my customers to feel special,
and that comes from employing the right type of staff.We are not looking for Michelin Stars, but the quality ofservice and the standard of the food are incrediblyimportant. It is the consistency and honesty of abusiness which shines through and which are keyvalues to uphold in any business I run.”
“Two years after opening Café Coco, I frequently usedto drive past The Red Lion pub on Woodstock Road,thinking that it would make a fantastic site for arestaurant. After a long battle, my exceptionallywonderful business partner and friend, DudleyChapman, purchased the freehold and The LemonTree was born. It was a very successful unit for severalyears, although it took up a lot of my time. After that, Iopened The Grand Café on High Street and TheKazbar on Cowley Rd. I then sold The Lemon Tree, but,unfortunately, the new restaurant, La Gousse d’Ail,failed, and so I bought it back and re-opened …….The Lemon Tree!”
On 19th May this year, Café Coco will enter itsseventeenth year, and this year will also see the rollout of another Café Coco at The Royal Oxford Hotel,near Oxford Railway Station. A notoriously ‘difficult’ site,Clinton relishes the challenge, and believes that he willmake a success of a site where many before him have
failed. Inside the huge new Café Coco will also be agrocery/deli called ‘Café Coco To Go.’
“I think this area needs a bit of a lift, and for travelers,residents and local businesses, this will be a verywelcome gateway to Oxford.
“At the same time, we are working on a new venturein the Cowley Road, The Oxford Organic BurgerCompany. We want to change the idea that burgersare junk food by offering an innovative menu andusing the finest local ingredients; we will also beoffering a delivery service for food, wine and beer.
“It has taken a long time to develop because of thestate of the building, but we have completely guttedthe site and replaced it with a unique interior andcourtyard garden. The idea is to strengthen andmaintain the identity of the Cowley Road. When Iopened Café Coco, many of the shops were run downand derelict, and I like to think that Coco, together withthe help of key people in local politics, such as CraigSimmonds, has helped to regenerate Cowley Road.
“Designing individual restaurants is what I most enjoy.Many people enjoy the sameness of chain restaurants,but I think our customers want something different.The chains can only replicate a style, not a spirit.
“I am giving 45% of the equity in the new Coco andOxford Organic to three special members of my team.My business would not be what it is today without theloyal staff I have. I always employ good people; as thesaying goes, ‘you can make a good person a greatwaiter, but you can’t make a great waiter a goodperson.’
“Firstly, Damion Farrah, who now runs my office andstarted working for me in Baedeckers when he was 17.Secondly, Johnny Pugsley, our top chef started workingfor me when he was 19 at the first Lemon Tree, andfinally, James Webb, our Operations Manager, and anamazing resource of new energy.”
However, against the backdrop of expansion, Clintondoes face his fair share of problems.
“This time around, things are harder. The restaurantbusiness has changed: there are twice as manyrestaurants in Oxford now as there were ten years ago,and, with particular reference to The Lemon Tree,recent parking restrictions don’t make it any easier tooperate. In fact, it is no longer viable to run a bigrestaurant like The Lemon Tree in that part of Oxford.
“I am continually knocking my head against a brick wallto fathom what the Council require with regards to myvarious ventures. I own the site of a failed pub inMarston, The Friar, which I want to turn into an ArtDeco style parade and terrace, including a patisserie,delicatessen, greengrocers, café and wine bar, withapartments above. But the council planning officer hastold me that he will not recommend my applicationbecause ‘It is not in keeping with the area’. I want to
know what would be in keeping within a sea of 1930shouses? Of course, they never tell you what they dowant; but we see what is being built in Oxford and itlooks pretty uninspiring to me.
“Oxford is, generally, a difficult place to do business in,and I think our Oxford Transport Strategy is anunmitigated disaster, the way it stifles the flow oftraffic that then chokes up the roads and pollutes theair. The ridiculous junction at the station means that itcurrently takes thirty minutes to move two miles alongThe Botley Rd - and yet the council want to encourageanother three thousand plus daily shoppers intoOxford. My advice is, if you want to shop here on aSunday, then set off on Saturday!
“I always have some battle on, and it does getstressful, but, overall I must like the challenge.
“I have got so much pleasure from the fascinatingpeople I have worked with over the past twenty years.As I often say, ‘this is not a dress rehearsal’. Life is to beenjoyed and I feel compelled to help as many peopleas possible. I am a sincere believer that ‘what comesaround goes around’.
“You have got to make sure you enjoy life. I tell mychildren that they have got to do in life what they wantto do, and that you need to put in as much as youwant out. It is all out there, we can all achieve anythingwe want, if we are prepared to put the energy into itand we are positive and committed.”
• All work to conservation standards• Computerised mountcutting• Hotpress drymounting• All frames made to order• Canvas stretching and box framing• Free collection & delivery service to local areas for galleries, framers & commercial customers
“I always knew I wanted to be in business, but just wasn’t sure what,” saysDuncan honestly. Who is? Over 15 years ago he was a financial controller fora successful business, and he decided that the manual bookkeeping thatoccupied his days was just not the way things should be done. “I decided tocomputerise an accounts system for my employers, which at the time was arevolutionary move, and the success of that project led other companies toask me if I’d do the same for theirs.” Duncan has also worked as anoperations director for a mail order business, which helped him learn abouthow to manage logistics and manufacturing. “After a few years in business,accounting became the small part of what we did, and it became a lot broader.We moved into managing the whole operational process of our clients’business.”
Sci-Net, the company Duncan is now responsible for, has perfected the art ofmaking a business run smoothly. They don’t simply talk about accounts software orstock control, they review how a business currently operates and ask how they canmake it better using technology. Duncan explains how a new customer might findtheir approach different to many systems integrators: “We spend timeunderstanding what the customers want and work on a complete solution for them.We don’t just implement, train and support – we very often tailor the software to givea 100% fit for our clients’ business. Most companies seem to like that, theflexibility to give them really what they need, rather that what a piece of software cando out of the box.” To make sure this process is successful, Sci-Net employ a teamof full-time analyst-programmers, who do all the development work and codewriting for bespoke projects.
A great example of this work is the system designed for Smallbone Group plc.Sci-Net have improved their business greatly using Navision, by MicrosoftDynamics (the business systems side of Microsoft). Navision (or NAV 5.0) is one oftwo products in which Sci-Net specialise, and according to Microsoft is “a powerfulyet cost-effective solution that can be tailored for your company”. But what doesthat mean for a company that has built a brand famous for the most luxuriouskitchens on the market? The group is made up of Smallbone of Devizes, MarkWilkinson Furniture and Paris Ceramics: all successful businesses in their own right,but on different sites, in different countries and with different business needs. Thegroup’s directors wanted to gain greater control of how these companies operatedand also understand how they compared. They wanted to use Navision to make surethey were doing the right things.
Duncan explains: “Paris Ceramics are a ceramic floor company. They importhundreds of containers of top-quality raw materials that end up being used inkitchens installed by Smallbone of Devizes. The system we have built for them tracksthe progress of containers which are being shipped, manages how and where thingsare stored in their 53,000 square foot warehouse, takes them through the
production process and manages how those tiles are shipped to the customer’ssite.” You can tell that Sci-Net are proud of this one, and rightly so. “It’s a globalsystem running across France, America and the UK. They can now analyse everyaspect of their business from looking at their most profitable or biggest-sellingdesigner, or re-stocking their most popular ranges. They can even tell who the mostefficient and quickest installation managers are!” For me, this sums up what a goodICT project is all about. It allows a business (or, in this case, a group of businesses)to look at all of their systems and processes and use this information to fix problemsand improve profits. Duncan calls this “Business Intelligence” and I am starting tounderstand why…
Smallbone had needed an HR department for a few months but, like every business,were unsure if they could justify the additional expenditure. With the efficiencies thattheir new ICT system brought them, they ended up with three spare staff in theiraccounts department. They moved these staff into HR and now are running farhigher levels of employee satisfaction as a result. If that is not an intelligent businessmove, I don’t know what is.
Sci-Net do lots of work for the smaller business too, which is very cost-effective anddoesn’t need any development time. The software they specialise in is verysophisticated on its own and the second package which Sci-Net use is a bit easierto get to grips with for the small to medium sized business. Sage 200 and SageCRM were recently deployed at United Polythene to great effect. They aremanufacturers of polythene packaging products, with accounts and operations inWitney and a manufacturing plant in Liverpool. Sci-Net have recently installed theSage products for them to cover all of their accounting, sales, operations andproduction systems across the two sites. United Polythene is a new business, andits founder has worked with Sci-Net on all of his multi-million pound businesses. “Hewas one of our first customers,” recalls Duncan, “and it’s great that he has come backto us for his new venture.” If a customer calls in and logs an enquiry, the sales teamuse Sage CRM to manage that interaction and close the order. The order is then putinto the Sage 200 system. If they need to buy any stock in to fulfil the order it willdo that automatically, or if they need to do a specific production run for someone,that will be kicked off seamlessly in Liverpool. Once the goods are produced, thesystem will then handle the shipping requirements, manage the accounts andinvoicing and – if that wasn’t enough – even do credit control after 30 days!
You might run a small business and feel that your operation could be made moreefficient by implementing a simple yet powerful accounts package. You mightmanage a group of companies with a very specific set of mission critical systems thatcurrently don’t talk to each other. Either way, contacting Sci-Net could be the mostbusiness-intelligent thing you do today.
Contact details on page 82
SCI-NETWhat do a company producing polythene packagingand one of the most exclusive kitchen manufacturers inthe country have in common? They both have businessintelligence. At least they do now, after deciding topartner with Sci-Net to embed ICT into their operations.Mark Reynolds finds out how Duncan Fergusson hasbuilt Sci-Net into a market leader and improved theircustomers’ productivity and profits.
Imagine having the Wealth Network to help youcreate a business that supports your life the wayyou want it… Picture being liberated from theday-to-day routine of your business, to trulyexperience the freedom most entrepreneursonly dream about.
Sounds too good to be true? Well, in today’s world ofever-decreasing person to person contact beingreplaced by e-mail, text and PDA communications,having a powerful network of the right relationshipscan give you the edge in business and become yourmost valuable asset.
“The key is to be clear about the groups of people youneed in your Wealth Network and which are thepeople to keep clear of,” says Business Coach andOxford Wealth Club founder, Paul Avins.
If it’s true that you become more like the people youhang around with, why don’t more of us put in placea strategy to increase the quality of this potentiallypowerful business tool. “People put more effort intodesigning a marketing flyer than they do into designingtheir Wealth Network,” says Paul. “The Oxford WealthClub is not just about building financial wealth; thoughthat’s important, it’s about teaching people how tobuild a powerful network of relationships that aretuned into finding them the right kind of opportunities
that they can then maximize”.
So why don’t people build a powerful networkof relationships?
“There are usually three reasons in my experience,”Paul says. “Firstly, they don’t see the value of investingtheir time in this way. This usually stems from the factthat they don’t yet have a clear enough vision of wherethey want to go, and why. Secondly, the fear ofrejection. At a primitive level, this is a deep fear forpeople and it stops people calling individuals whocould really help them. Finally, the mindset of chanceover choice. People have given over control of whothey meet and now believe that it’s all down to chance,when in reality, the opposite is the case.”
So who should you have in your WealthNetwork?
Here are Paul’s 8 Categories:1. Opportunists - these people are always seeingopportunities in their industry2. Professional Advisors – more knowledge than youin an area / specialised knowledge3. Financiers – access to money for investments4. Potential Managers – somebody you may want torun a business of yours in the future5. Team Players – people with specific skill sets you
would want in your future businesses6. Fans – have a large network that think positivelyabout you and your businesses7. Mentors – shared values, but they are at the nextlevel you wish to go to8. Positive Supporters – behind the scenes, offeringpositive support and encouragement
Once you know who you need to have around you it’salso critical to understand who in your network maybe holding you back. Often these people are the onesclosest to us and are well meaning but they just don’thave your vision or drive and can be referred to as yourPoverty Network.
In the next issue we’ll show you how to spot them and how to avoid them so you can get ahead.
To find out more about building your Wealth Network,come along and visit the Oxford Wealth Club’s OpenDay on Tuesday 29th April from 7am at The OxfordCentre, 333 Banbury Road, Oxford.
You’ll also be able to attend a special two hourpresentation by the Beermat Entrepreneur MikeSouthon so visit www.wealthclubopenday.co.uk or call01869 278900 today and reserve your place. Yourfuture Wealth awaits.
There is no reason why houses shouldn’t beselling; there are would-be sellers and there arepotential buyers, so why the mismatch? Theproperty market is very confused and it isbecoming increasingly difficult to get the two tocome together and agree a price, resulting in avery static market. So, should sellers reduce theirhouse price? No, only if you want a quick sale.Properties going ‘Under Offer’ are doing so at, ornear to, the asking price. Reputable agents will be
working hard to create additional marketingopportunities for their sellers; if your agent appearscomplacent, maybe now is the time to consider achange. We are just entering the busiest fewmonths of the year and everyone should see anincreased level of interest in viewings, offers andultimately what we are all aiming for, a successfulsale.
Contact details on page 82
www.b4-business.com48
Pink & Black
PROPERTY NEWS
Despite some adverse predictions, apartments in Oxfordand the surrounding villages are still in demand, withbuyers including first-timers, downsizers, lock-up-and-leavers and young professionals as well as investors.
A recent survey by Savills Research indicated that two thirds ofall buy to let investors are looking to increase the size of theirportfolio, whilst only 5% are seeking to reduce their propertyholding. Where owners hold more than 20 properties, theproportion looking to expand increases to some 84%.
In the Oxford apartments market, there are still plenty ofinvestors and potential owner-occupiers around and developer
confidence is definitely holding up. There are relatively fewopportunities to buy a brand new apartment in Oxford, but wewill be launching two new schemes around Easter and morelater in the year. Developers are listening to what customerswant, and delivering it, so we expect them to be snapped up.
Savills is currently marketing The Lodge on Five Mile Drive,Oxford, a scheme of seven two-bedroom apartments byVanderbilt Homes, including one penthouse at £385,000 andsix apartments at £249,500 to £290,000.
Contact details on page 82
Apartment Market Anything But Flat
Still want to make money in property ? Well now is the time,more money has been made by more people buying on alow and selling on a high. The rental market is booming andthe selling market is falling. “It’s a no brainer” says RobinSwailes of North Oxford Property Services. “Buy right and we
can let for you, we’ll even guarantee your rental income 365days per year and advise on what to buy..” Call 01865311745. What a comfort...
Contact details on page 82
Credit Squeeze………..a Curse or a Comfort ?
With negative press surrounding the property market andthe ‘credit crunch’, many landlords remain confident,reports Greg Barnes. Most landlords have taken a longterm view with many treating their property investmentas their pension. It does, however, sharpen current focuson void periods and rental growth which has not reallykept pace with capital appreciation over recent years.
The Association of Residential Letting Agents indicates that thedemand for rental homes is set to grow by 20,000-30,000 ayear over the next decade because of the rise in the number
of divorces, immigration and increasing job mobility. Add tothat the number of potential first-time buyers priced out of themarket, and there are an awful lot of people needing rentedaccommodation. There are still a lot of opportunities for the Buy-To-Let investorand many areas in and around Oxford perform well. Breckon& Breckon are shortly due to launch a letting operation in theirnew Witney sales office driven by the number ofdevelopments and investors in West Oxfordshire, all of whichshows confidence in the investment market.
OXTALEIs this a turning point in Oxford United’s fortunes?Four year old Matthew Deeley recently unveiled astriking new bronze ox statue outside OxfordUnited’s Kassam Stadium. But what’s the storybehind the ox? B4 found out more from one of themain protagonists, Brendon Cross of STL.
After months of collaboration, those who made thispossible could take a step back and feel that they havecontributed to a part of the club’s history. The magnificentox, mounted on a five foot marble plinth and engraved withthe words “Oxford United”, was funded by Buildbase, Ridge& Partners, Oxford Stone and Marble, and STLCommunications.
A condition of the original planning for the stadium, thestatue was actually purchased last March for a cost in theregion of £25,000. Brendon Cross explained more aboutthe history, “It has taken longer that we expected, but wewanted to make sure the statue symbolizes the football cluband epitomizes the desire and aggression required to takethe football club forward.
“The feedback so far has been nothing but positive. It wouldhave been great to unveil the ox on a match day, however,with a few thousand fans around, there are too many safetyimplications, so we decided on a low key affair.”
Well done to those involved. The next time you are at thestadium, make sure you have a look at an ox which took along time to get here but will surely be around for a lot, lotlonger.
At 43, Ian Darby has certainly seen his fairshare of boardrooms. Until recently, he hadspent all of his working life in financialservices, working predominantly with JohnCharcol Mortgages. He was also a mainboard director of Bradford and Bingley. Buton December 6th 2007, Ian became thenew owner of one of Oxfordshire’s leadinggolf clubs, Studley Wood. B4 went to findout what made Ian want to buy a golf cluband what his plans are for the future of hisnew acquisition.
“I left John Charcol finally in 2006, and since then I have been building aportfolio of companies that I am involved in, either as a non executivedirector, or as an investor. One of these companies is Sesame, the largestIFA network, based in Eynsham.
“It was through my involvement with Sesame that I started spending some time inthe Oxford area. My brother is a consultant surgeon at the John Radcliffe, so I havehad an opportunity to spend time and play some of the golf courses, whilst visiting.”
B4: So why the diversion into the world of golf?“I have spent all my life in the financial services industry, and always as only a partowner. I decided it was time to do something different, removed from the financialservices sector, and in an industry which has always held great fascination for me. Ialso wanted to own my own business and worry solely about my customers, notshareholders as well!”
B4: So how did you go about selecting Studley Wood?“I spent twelve to eighteen months researching the golf industry; I saw dozens ofclubs in a geographical area from Birmingham to the south coast. I knew exactlywhat I was looking for, and I was prepared to wait until the right facility came to themarket. Eventually, after a year, I heard from a Studley member, whom I knew, thatthe Club was being made available.”
Ian becomes visibly animated recalling his reaction when he first visited StudleyWood.
“I came up last summer and went out quietly and played eighteen holes. I wascompletely hooked almost instantaneously by the magnificent setting, the peacefullocation, and the incredible quality and appearance of the whole course. I had playedthe West course at Wentworth the day before, and I can honestly say that Studleywas in better condition.
“I spent a great deal of time with the owner, getting myself comfortable with thebusiness and the reasons for sale, but in my mind, I had already made a decision.I clearly remember calling Ken, my business partner to be, as I left the car park, totell him that I had found somewhere special.”
B4: So now that you have finally completed the purchase, what are yourplans for the club?“We have a substantial programme of works planned which we have already started.We fully intend to ensure that all of the facilities in the clubhouse and in the drivingrange match the quality of our greatest asset, the course itself. We have alreadycompletely refitted our superb restaurant area at the top of the clubhouse, which isnow fully self contained with its own bar, and looks over the course itself. We willthen concentrate on the entire ground floor, which will be refitted, redecorated andrefurnished to a high standard.”
B4: And what about the golf course itself?“We will also ensure that we continue to upgrade the course. Since December, wehave carried out extensive work on two tees and replaced a lot of the bunkers, whichcouldn’t cope with the Oxfordshire weather! We have strengthened our green staff
team and I am really looking forward to finally seeing the 4th reopen next month!”
B4: So are you overseeing all of this work yourself?“No, whilst I have spent a lot of time since the New Year at the club, I alwaysrecognised the need to find a business professional that had significant businessknowledge of the golf industry. I am delighted, as a result, to go into partnershipwith Ken Heathcote, who has a fantastic track record over the last twenty five yearsin building and operating golf and leisure companies. I am convinced that, with mygeneral business background and Ken’s knowledge and experience, we can makea real success of the venture together.”
B4: What has been the members’ reaction to the takeover and are youlooking to increase the number of members?“Overwhelmingly positive. I think they all wanted to see the club go to the next stage,and as a result, they have been delighted with our plans. We are looking to increasethe size of the membership, and we have been delighted that in the first threemonths of ownership we have welcomed over thirty new members. Now that wehave a team in place and the building programme is underway, we will focus onmarketing the club to a wider audience.”
B4: It is very clear Ian, that this is not just a passion, but a business. Howeasy will it be to achieve success on both fronts with a members club?“I think all members understand that, to make a commercial success of a membersclub, requires some compromise on all sides. I am a golfer myself, so I fullyunderstand what makes a good members club. However, membership revenuealone rarely makes the numbers stack up! We will need to build on our existingcorporate and society business, and we will need to develop both the restaurantand events part of the business as well. We believe we can do this whilstenhancing the membership experience at the same time.”
B4: How do you see Studley Wood in twelve months time?“The place to go in Oxfordshire for an excellent all round package of great golf, goodfacilities and great service.”
The last word goes to Ken Heathcote, Ian’s trusted partner, to back up why StudleyWood was chosen and what he sees for the future of the club:
“Without doubt, the greens at Studley Wood were the best I played last year, and thatincludes Valderrama and The K Club. That told me that Studley Wood had to be theclub for us, as it is undoubtedly one of the best courses in the area.
“We know we have the course and now it is a case of making sure the facilitiescome up to scratch. Having spent twenty-five years in the golf and leisure business,I want to create a facility of five star status and something of which our members,guests and staff will be proud. Our aim has to be to make this the best golfingand food/beverage facility in the area, a club where they can’t wait to come back –we may have to be a bit different to achieve that, but with our excellent team andIan’s marketing experience, we know we can.”
David, his business partner (sister Caroline) and their round the clockcontrol centre have firm control of their fleet of forty five e-Class Mercedesand ninety drivers. David’s impressive array of monitors (in addition to thatin the control centre) keeps him in “eerily” close contact with his drivers.“We know where they are, which direction they are traveling in and how farthey are away from the next pick up or drop off. This is vital in ensuring wedeliver.”
Pryors evolved serving the business community of Harwell and Milton Park. This stillaccounts for the bulk of the company’s business, however, Pryors are very muchfocused on the executive corporate market and are looking to expand further in thisparticular area, an area where they have more than proved themselves.
“We have established a reputation as a company with uniformed drivers, withpristine cars delivering great value for money, plus 24/7 availability and flexibility tomeet changing schedules. As a result, our customers trust us and recommend us.Our customer base has spread such that one of our main customers is in Readingand another is in Swindon.”
As we speak, David backs this up with reference to his ‘bridge’ of monitors and theprecise location of his fleet, “Of twenty-seven drivers working at the moment, onlyabout four of them are within five miles of Didcot.”
Pryors’ impressive number of company owned, quality executive cars which aredriven by an employed, experienced and fully trained team of drivers, gives Pryorsthe depth and flexibility that their satisfied clients value.
”We are well-placed to provide businesses with the availability, flexibility andreliability that they demand from a top class executive car travel service. As weregularly travel to major airports and destinations across the Thames Valley, and wellbeyond, we can respond to last minute changes to flights or urgent calls for help.” Onany given day, Pryors run up to seventy five airport trips and between 4am and 7amon Mondays, there are up to thirty-five scheduled trips to Heathrow alone.
“We have the technology, we have a web booking system and we can also takebookings by e-mail. In addition we have a corporate travel office which focuses solelyon our corporate customers, controlled by three dedicated staff who will ensure ourcorporate customers will always get a response.
“With the benefit of our communications here, we have the edge over other providersin the executive car travel market and our service and reputation means we shouldbe first choice. We are chosen time and again because we are ‘handling’, for want ofa better word, very ‘important merchandise’ - the people that are priceless to ourcustomers.
If you have any special requirements, or just want someone reliable, contact Pryorsand place your executive car travel business in the hands of true professionals.
As, arguably, the Thames Valley’s leading provider ofExecutive Cars for the Business Traveller, with a wealth ofexperience dating back over fifty years, Pryors Cars are ashining example of reliability, performance and customerservice levels which are second to none. B4 interviewedDavid Pryor to find out why Pryors should be your first callfor executive travel.
FLEXIBLESOLUTIONSIn most businesses, it is the backroomoperations that are vital to the smooth runningof the organisation, and Pryors is no different.The Operational Control Centre is mannedtwenty four hours a day, using fullycomputerised booking and despatch systemsto:
a) Schedule work in the most efficient andflexible manner for the forty-five cars andninety drivers in the Executive Car fleet
b) Communicate with the drivers to keepthem fully informed of developments on theroad and up-to-the-minute with changes toclient plans
c) Monitor traffic surveillance and constantlycheck flight situations to pinpoint problemsand divert cars
Business clients communicate with theteam via the Customer Travel Centre, wherethe Travel Advisers respond to their specificissues. Pryors invest in leading edge datacommunications technology to stay aheadof the game and ensure first classcommunications.
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B4 GREEN
“Oxford was one of the first historic cities in theUK to recognise that its historic central areawould be under threat if it didn’t curb theprivate car. In 1973, the City and the CountyCouncils developed the Balanced TransportStrategy, creating the country’s first permanentPark & Ride site, at Redbridge, and controllingcar park pricing in the city centre. It placed theemphasis on walking, cycling and publictransport, and it kept traffic at a fairly constantlevel over the next twenty years, at a time whencar use nationally was rocketing.
“In the 1990s, the policy was pushed further, toimprove the environment in the central area. TheOxford Transport Strategy saw the pedestrianisation ofCornmarket and restrictions on cross-city traffic throughHigh Street.
“Oxford Bus Company (OBC) has supported the localauthorities since that first tentative step in 1973, andhas grown and changed dramatically to carry more andmore people.
“People who have known Oxford for a long time willremember the daily, constant stream of slow-movingtraffic from Carfax to Magdalen Bridge. Today, the samenumber of people are being transported using 6%fewer buses than before, and considerably fewer cars.Buses are part of the lifeblood of the city. Over half ofall journeys into the city are made by bus, peoplecoming into Oxford to work and play their part in oureconomic success, to study, creating yet more jobs orto shop and enjoy the leisure facilities.
‘If bold action hadn’t been taken, the city would haveground to a halt, commerce would be struggling andmany visitors, shoppers and even workers would have
decided to go elsewhere. If general traffic wasuncontrolled, it would travel at painfully slow speeds,and every scrap of green space in the city centre – andthe colleges - would have to be given over to carparking.
“But just coping with the increased number of peopleusing buses isn’t enough. We recognised a long timeago that we had to tackle the effect our business mighthave on the environment. This is really important asthe traffic management schemes have concentratedbuses in fewer streets and could have led to difficultiesif we had done nothing ourselves.
“Fifteen years ago, we decided to tackle the issue ofemissions from the diesel engines in our fleet. Weinvested in the greenest, most sophisticatedanti-emissions technology available. This policy hasreaped rewards, and an independent survey has
shown that we now have the cleanest, mostenvironmentally friendly bus fleet in the country.
“We have always been at the cutting edge oftechnology. We have been making Oxford greener andcleaner for fifteen years. The first step was to fit specialexhaust filtering devices, known as ContinuallyRecirculating Particulate Traps, or CRTs for short. Theseunits cut down significantly (by up to 90%) CarbonMonoxide, Particulate Matter and Hydrocarbons, andup to 15% of Oxides of Nitrogen. This was a huge stepforward in controlling emissions, years before carmanufacturers caught onto the need to do this. As theHonda advert says “Change Something”, and wecertainly have.
“In the past fifteen years, basic diesel engines havehad to conform to ever more stringent emissions - andthe addition of our emissions control devices hasmade them cleaner still. This culminated in 2007
when we were the first bus operator in the UK to in-troduce buses that conformed to Euro 5 standards,many years before this becomes mandatory. TheEuro 5 has all the benefits of earlier standards, but alsogets to grips with Oxides of Nitrogen - a vital develop-ment in emissions control. In fact, we were the firstcompany to use both buses and coaches that metEuro 5 standards.
“We were so impressed by the benefits of this that wehave invested heavily again, and now nearly a third ofour vehicles meet that Euro 5 standard or higher.Arguably the air coming out of our exhausts is cleanerthan that going into the engine!”
So much for the science – what about customerappeal? “We have invested in top of the range, state ofthe art Mercedes Citaro buses and their contributionto the environment has been twofold and dramatic.On the ‘Citaro routes’ bus use has risen dramatically,
attracting many people who would otherwise havestayed in their cars. Not only are the engines ultragreen, but by offering superior seating, full airconditioning and bright, attractive accommodation,dozens of highly polluting cars are kept off our roads.If just four people decide to take one of our busesinstead of their car, then that is a net contribution tothe environment.
“Every day there are claims about how this or that isgreener than the rivals. Many of the claims don’t standclose scrutiny. That’s why we’ve made all our scienceand research available on our website,www.oxfordbus.co.uk. We are constantly looking atexperiments elsewhere into alternatives to dieselpropulsion. We are convinced that, in time, there willbe a breakthrough, but until then, we will continue toprovide the lowest emission buses and coachesavailable commercially.”
From horse drawn trams to the greenest bus fleet in the country, the OxfordBus Company has been around for more than 125 years. Managing Director,Philip Kirk, explains how investment, science and long-term environmentalcommitments, made it the greenest bus company in the country.
It has probably gone through a lot of B4readers’ minds, “if I can get all thebusinesses on the trading estate to buysandwiches off the same supplier, surelythey’ll give me 50p off mine every day.”Easy in principle, but try putting it intopractice. It doesn’t happen does it? Toomany other day to day issues distractyou.
But this is where B-Line are different. Theyhave put this principle into practice and it isyielding rewards. Not just for them, not just forthe group of companies who are benefiting,but also for local causes. More specifically, thebusinesses at Monument Business Park inChalgrove, run by Jennings, are putting this tothe test and, so far, thirty three of the tenantshave signed up.
So how does it work?Essentially, it is bulk purchasing, with specificregards to office supplies. B-Line havenegotiated their best prices with an easy tooperate internet based pricing system.
What are the benefits?All Jennings tenants have the advantage of‘increased buying power’. The more tenantsthat sign up, the more this ‘buying power’increases, which could see vast cost savings ascompared with your current supplier.
What are the guarantees?B-Line have offered a ‘Price Match Guarantee’.For example, if you are currently paying £8.95for a box of stationery paper and B-Line areselling exactly the same paper for £9.45, theywill match the price and also amend their price
for the other tenants who have signed up tothe scheme.
Social and Community ResponsibilityAt the end of each calendar year, B-Line willwork out an overall discount based on usage.This is expected to be at least 2.5%. Jenningshave agreed to double this and the total will beput into the Jennings community trust fundwhich will be donated to local causes.
Doing your extra bit for the environmentDon’t underestimate the effects on theenvironment. One van delivering ten reams ofphotocopy paper is far more carbon friendlythan ten vans delivering one ream each.
Imagine the reductions that could be made ifwe aimed at concentrating our buying of othersupplies?
Paul Nelson of B-Line is delighted with the waythe scheme has “rung true” with the tenants atJennings, and now he is keen to roll this ideaout to other groups of businesses, be they onbusiness parks, in office blocks or on smallertrading estates. So if you have any queries orwould like to find out more, look up B-Line’sdetails in the B4 contact section at the back ofB4.
And we at B4 are keen to promote theseschemes. If your company would like topromote a similar scheme in B4, we will bepleased to run a specific section on companiesworking together to reduce costs and giveprofile to your specific scheme.
Carbon footprint, cost cutting, battening down the hatches. Theseare just a few of the phrases we are hearing more often each dayas more and more businesses face uncertain futures and harderworking conditions. One local company, B4 sponsor B-Line, havecome up with a unique scheme to help businesses and localcauses.
REDUCING CARBON, REDUCING PHONE BILLSPhil Donigan of STL Communications introduces an environmentally friendly new ‘green’ calls package.
“In today’s increasingly environmentally awaresociety, organisations are under increasingpressure to ‘be greener’ in their activities. Inresponse to this, STL Communications, inassociation with the award winning Earthdreamconcept from Honda Racing F1, have developedGreenminutes™ – our way to help our customersachieve more renewable and environmentallysound business communications.
“Greenminutes™ is radically different from any other
communications package – utilising low power IPnetworks to route your business’s telephone calltraffic, as opposed to more traditional and powerhungry legacy telephone infrastructure. Because ournetwork uses less power, we are able to calculate acarbon saving against every minute of call traffic carriedover the Greenminutes™ service. This carbon savingaccumulates with every call made, and as part of yourmonthly statement, we let you know the total amountof carbon offset that has been generated. This istotalled on an annual basis, and at the end of thisperiod Greenminutes™ customers will receive acertificate confirming the total carbon offset generatedby their organisation – this can then be applied to thebusiness itself, perhaps helping to carbon neutralisethe business premises or company vehicle fleet.
“In addition, STL Greenminutes™ customers do notreceive a paper bill for telephony services. Instead wesend monthly statements by email and providecustomers with detailed management reports througha dedicated online website service.
STL Greenminutes™ customers also enjoy free ofcharge access to our next generation IPteleconferencing bridging service, as well as our inhouse videoconferencing suite, allowing groups ofpeople to hold virtual meetings, without the need forlong distance travel.
“For an organisation to take advantage of this excitingnew service, no changes are required to existingtelephone infrastructure. There is also no initial costinvolved in switching the service which isimplemented in a similar way to a change of utilityprovider - without interruption of service. As with anycommunications package from STL, Greenminutes™call rates are ultra competitive and will comfortablyimprove on most existing business call tariff’s.”
To find out more about STL Greenminutes™ and theaward winning Earthdreams concept from Honda F1Racing, contact Philip Donigan at STL or go towww.stlcomms.com or www.myearthdream.com.
F A C T F I L E• Electronic Itemised Billing• Monthly Direct Debit• Free Homeworker Connection• Free Telephone Conferencing*• Free Video Conferencing*• Reduced Costs * Pay only for the calls
Such accreditation demonstrates B-Line’senvironmental responsibility. Customers,consumers and shareholders are increasinglydemanding environmentally responsibleproducts and services. They expect companiesto comply with environmental standards anddemonstrate their commitment to theenvironment in daily operations. Clients wantproof of this commitment, and it is anopportunity for companies to leverage theirsincere environmental actions.
The ISO 14001:2004 Environmental ManagementSystems (EMS) certification helps a company todemonstrate their commitment to the environment.The standard also provides guidance on how tomanage the environmental aspects of your businessactivities more effectively, while taking intoconsideration environmental protection, pollutionprevention and socio-economic needs.
Furthermore, it assists a company to ensure itcomplies with environmental legislation and reducesthe risk of penalties and possible litigation.Demonstrating commitment to the environment cantransform a business’s corporate culture externally byopening up new business opportunities withenvironmentally aware customers or clients. Internally,it can improve employee ethics and the workplace. ISO14001:2004 compliance can also provide yourcompany with a better use of energy and resources,and reduce costs over time.
As B-Line’s Managing Director, Phil Beesley,commented, “the increased awareness of ourenvironment will undoubtedly improve operationshere which will mean increased efficiency in meetingcustomer requirements and overall performance. We
hope this will rub off internally so that we seeincreased staff motivation, commitment andunderstanding of their responsibility with theorganisation, and, more importantly, within theenvironment in which they operate.”
Following on from B-Line’s lead, what should we beaware of and doing as businesses in order to make usmore “Green”?
The following is an extract from a paper by ColetteWalmsley, External Relations Manager, EnvironmentAgency, (Thames Region) entitled ‘Making theEnvironment Work for the Bottom Line in the SouthEast’:
“The South East has a buoyant economy, a diverse andgrowing population. It is a beautiful and exciting placeto live and work. But, it is under threat. It riskscatastrophic consequences if climate change isallowed to continue unchecked. We are already seeingthe effects. The five hottest years on record for the UKas a whole have all been since 2000. The UK’shighest temperature of 38.5°C was recorded in thesouth of England in the 2003 heat wave. There hasbeen extensive flooding in the last few years. All theindications are that we will experience more severeweather events:
• Temperature: by 2050, summers in the south ofEngland will be between 1.5 and 3.5 ºC warmer, andwinters 1 to 2 ºC warmer than now. So hottersummers and milder winters are in store.• Rainfall: by 2050, summers will be 15 - 30 per centdrier and winters 5 - 15 per cent wetter than now, andheavy winter rainfall will be more common.• Storms: there are likely to be more storms, leading todamage and flooding.
• Sea level rise: sea levels in the south of England areexpected to rise dramatically - up to ten times the rateof rise in the last century.
Climate change IS the biggest issue facing the worldtoday. Every individual, business and government willhave to radically adapt to reduce emissions and livewith the inevitable impacts of climate change(economic, environmental, social).”
The Environment Agency offers significant help tobusinesses through advice on its web sitehttp://www.environment-agency.gov.uk, but pleasealso consider these five useful Environment Agencytips:
1. Taking a train instead of a plane for a typicaljourney, such as between London and Glasgow, wouldsave 528kg of carbon dioxide. It would take 176 treesa whole year to absorb that much gas.
2. The average car commuter drives 19 miles a day.Cutting that figure in half by car-sharing instantly saves648kg of carbon dioxide in one year.
3. Produce less waste by reading emails on screen.Do you really need to print that 200 page report?
4. Turn down the heating. Turning down thethermostat by 1ºC saves roughly 10% on energy (andmoney) used for heating, and the equivalent incarbon emissions.
5. Switch off the television or computer screen, ratherthan leave it on stand-by. Just leaving on a computermonitor overnight wastes enough energy to laser print800 A4 pages.
Local office supplies company, B-Line, were recently awarded ISO 14001:2004 Environmental ManagementSystems (EMS) certification. So what does this really mean?
As STL announce the appointment of Martyn Mathias inthe position of Senior Sales Consultant (MobileApplications), we ask Martyn about the advance of themobile phone in the business world. Martyn has spentmany years working in the mobile sector and bringswith him a wealth of experience to STL.
'The mobile phone is now an extension of the telephone system and whenyou add mobile e-mail and other applications, it becomes a formidablebusiness tool', says Martyn, 'Network independence, together with benefitssuch as personal call billing and competitive rates all on a single STL bill is areally attractive proposition'.
B4: How has the mobile phone changed since its introduction?
MM: “Since the mobile was introduced in the late 1980’s, it was seen as an unwelcomeintrusion into what would commonly be dead time for people travelling on the road.However, over the last twenty years, it has now become such an integral part of ourbusiness life, that many of us communicate purely by mobile phone. The increasedresponse time to customers’ requests has made the mobile phone the most valuablemeans of communication for businesses today”.
B4: But are the business tariffs as complicated as the personal tariffs?
MM: “In a lot of ways the answer is ‘yes’. It seems that network operators are changingtariffs on a weekly basis with new offers being made all of the time to tempt customersonto a particular network. This creates confusion among users and I spend a great dealof my time analysing the tariffs companies are on and can easily say that 70% ofbusinesses are on the wrong tariff for their needs. This can equate to a lot of wastedmoney for companies that heavily use the mobile as a form of communication, and inmost instances, I have found that we can save customers 50% of their costs and createa better package for them”.
B4: Does this ‘better package’ include setting up user groups, or are they stillclosed to other networks?
MM: “If you had Vodafone as your network operator, your closed user group or ‘freecalls’ between mobiles would only be between people who are on Vodafone with yourcompany. This is not always the best possible solution, as your Managing Director maylive out in a village and Vodafone may not offer great coverage in his area, so if he needscoverage at home, and the only way of doing that was giving him an O2 phone, hewould not be part of that user group, and so would pay for calls to and from his staff.STL wholesale from all the network operators so we can take a view on what a closeduser group is, and if the MD does need a different operator to the rest of the staff, wecan include calls to and from his phone free of charge”.
B4: How do you differ from the network operators?
MM: “We are more flexible as we can deal with all the operators, Vodafone, O2,T-Mobile, Orange and 3. This allows us to offer a more flexible and cost effectivesolution to our customers. We can also help with compliance to the new HMRCregulations on personal calls from a business mobile. If, for example, your staff were topress the star key before or after a call, we could pick that up as a personal call and stripit out onto a separate bill to highlight personal calls. This could then be submitted toaccounts along with business calls as a single monthly STL bill, and if you have normaltelephone lines and calls with STL, it could all be on your single STL OneBill”.
B4: What about data applications, everyone seems to have a Blackberry these days?
MM: “Blackberry have a good share of the market when it comes to mobile applicationssuch as email on the move and so on, but it is not always the best option. Blackberrystill remains quite unsecure and the associated expenses, typically £30 per month, isvery expensive. Other options are becoming more widely available and more powerfulbut it depends on the company’s requirement for that application. We can now providea company with the ability to have electronic job sheets on smart PDA’s where acustomer can sign off on a job on the PDA and have the engineer report that back
STL MOBILEF A C T F I L E• 70% of businesses on wrong mobile tariff• True network independence• Delivery of mobile applications such as e-mail• Free calls across networks• Personal call bill• ‘Try before you buy’ with handsets
directly to his company to let them know he has finished and ready for his nextjob. This speeds up all business processes as the engineer can be sent to his nextjob directly and accounts can invoice the customer immediately rather thanwaiting for the engineer to come back into the office at a later date to submit hisjob sheet. But again, if you just wanted email on the move, your requirementswould be different, and this is where we differ. We can look at each company andthe results they want to achieve and advise accordingly on the best technologyand solution to achieve those results”.
B4: And what about the handsets, there are so many?
MM: “It is ‘horses for courses’ really. There are literally hundreds of ‘smart phones’now in the market and they all make using different applications easier andsmarter. It’s a case of looking at each case individually and seeing what best fitsthe requirement. This is something that sits well in what we do, as a deliverydriver may not need the same handset as a sales manager”.
B4: So what does all of this mean to your customers?
MM: “Network independence together with benefits such as personal call billingand competitive rates all on a single STL bill is a really attractive proposition.Couple this with our ability to consult and advise our customer on what is bestfor them and their requirements, and this puts STL in a very strong position, aswe operate from an independent view to the operators. This does not just applyto people looking at mobile applications, but anyone on existing deals. As Imentioned earlier, 70% of the companies I speak to are on the wrong package,and being able to demonstrate this and show dramatic savings, is a verypowerful excercise indeed”.
B4: And the future?
MM: “It is a changing business world and mobile applications are becoming moreand more advanced and powerful. Businesses can no longer ignore them. Werecently ran an event with the Institute of Directors where the delegates weresurveyed and over 50% of those polled were looking into mobile applications thisyear. The ability to increase response times and business processes from amobile are very powerful, and we sit in a very strong position to be able toadvise people on what is best for their business”.
OXFORDIRONMONGERY“As a company with a long established traditionand reputation, Oxford Ironmongery havesuccessfully carried out projects recreating doorhandles which are centuries old through tofuturistic door opening mechanisms,” saysJulian Newman, the company’s proprietor. “Wealso offer a complete ironmongery schedulingand quotation service for architects and buildingproject managers. This includes working fromdrawings and conducting site surveys to achievethe best possible specification.
“Our showroom,on Botley Road, provides an extensivedisplay of traditional and contemporary ironmongery, ina full range of finishes.”
Oxford Ironmongery has also been accepted as a full
member of the Guild of Architectural Ironmongers.Having satisfied the board on various conditions,including professional competence and depth ofstockholding, membership was granted. To qualify formembership, Oxford Ironmongery must also agree toabide by the Guild’s ‘Code of Professional Conduct’,which provides assurance to all Oxford Ironmongery’scustomers that they will receive the highest standard ofprofessional service.
“We also have a very clear environmental policy,”stresses Julian, “and this is borne out on several fronts.Firstly, as far as suppliers are concerned, we willendeavour to partner with and source our productsfrom manufacturers and distributors who demonstratea strong ethical and environmental policy. Secondly,we use low energy lamps and energy efficient heating
at our premises. Thirdly, we reuse packaging fromsuppliers and recycle all waste paper and excesspackaging materials. And, finally, we aim to introducea scheme where customers who are undertakingrefurbishment and restoration projects can bring theused items of architectural hardware to us, and we willarrange to have them recycled in an environmentallysustainable way.”
Julian Newman certainly has an impressive business,but to fully appreciate the breadth of OxfordIronmongery’s products, a visit to the showroom is amust so that you can benefit from the advice andexperience of a dying breed – a true master craftsman.
Oxford Ironmongery, established in 1979, is still the only specialist architectural ironmonger in the area. The company’saim is to deliver high quality door and window furniture. B4 discovers that this is a company with not only thecustomer, but the environment in mind.
Personally, I had heard a lot about The Fat Duckin Bray, near Maidenhead, but I was honestlymore scared than excited about visiting, whatsounded to me, like a food lab. I had made mymind up that it was the exclusive reserve of thetwenty to thirty something city boy with moremoney than sense, the film star or fabulouslywealthy barrister.
All of the above are probably true, but when I walkedinto the restaurant, at 11.50am on Tuesday 18thMarch, I started to think that the whole concept of TheFat Duck was some elaborate marketing ploy, hypedbeyond any West End musical. Where was everyone?With staff outnumbering my wife and I six to one, Ihonestly felt that we were on our own.
However, within twenty minutes, the place was full.Heston Blumenthal, who surely needs no introduction,had placed a card on each table which talked ofnostalgia, rhubarb and custard, and growing up. It wasalmost as if he had recreated the school dinner rush aspart of his nostalgia trip – one minute the schooldining room is empty, the next, everyone is sat at their
tables, ready for the lunchtime prayer.
For those of you who have heard but not been, The FatDuck, as a place, is easy to miss. On the main road inBray, it is more tearoom than world famous restaurant.Inside, it is more two star than three Michelin Star. Butthat has to be part of the appeal. Never before had Ifelt so nervous about a meal. What do I do if I don’t likeit? Will the man himself come and chop my head offif I dare to spit something out – and then stick an applestuffed with prawns and covered in chocolate gravy inmy mouth, and serve it as course nine of the tastingmenu?
My fears were truly unfounded. What I experiencedthat day will live with me for the rest of my life. I don’twant to tell you too much – it will ruin the ending. Thewhole Fat Duck experience is an experience that noreview, documentary or book could ever relay. It is awonderful, delightful, slightly edge of the seat ‘trip’, inthe safest sense of the word.
Read any review of the Fat Duck and it will mentionsome of the intriguing dishes, the critic will try and wow
you with his connection with the creator, hisunderstanding of what he has just experienced. I’m noteven going to go there. You have to go there yourself,book it now, for March 18th next year if you are lucky,just make sure you do it. Add it to your list of ‘fiftythings you must do before you die’, alongside visitingthe Grand Canyon and having tea with the Pope (itmight be easier to get through to the latter).
I will, however, share one experience with you. Wedidn’t go for the tasting menu..... wish we had, but can’tcomplain – what we did have was perfect. There wasa lady to my right, sounded like she had been on the‘trip’ before. The waitress arrived with her palatecleanser, basically the bottom half of an ice creammaker, a large aerosol can and a canister of liquidnitrogen. She then poured some of the nitrogen intothe ice cream maker, sprayed a dollop of, what lookedlike, mousse into a spoon and dropped it into thesmoke-filled cauldron. Seconds later, she fished outsomething resembling a meringue and told the ladyto pop it into her mouth.
With, what looked like a whole egg lodged in her jaw,
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B4 LIFESTYLE
THE FATDUCKOn a cold Tuesday lunchtime in March, I was fortunate enough to enter the amazing world that is The Fat Duck,touted as one of the best restaurants in the UK, if not the world. But did it live up to expectations? B4’s Richard Rosserfinds out, but doesn’t tell all.
the lady, head half cocked up to the waitress, as if a young girl at the school dining table, claimed“it won’t fit”. The waitress, for a second assuming the role of school dinner lady, insisted, “it will fit.”I didn’t know what the lady experienced, until I read a review about The Fat Duck, which reads asfollows, “As soon as I inserted it, the shell shattered, releasing an ice-cold liquid that tasted first oflime and then, after I'd swallowed it, green tea. It was an extraordinary sensation, as thoughsomeone had sandblasted the inside of my mouth with Alpine air. Needless to say, the momentthe experience was over, I wanted another one - and the waiter was happy to oblige.”
That sums up the world of The Fat Duck. Go, go as soon as you can, that’s all I need to tell you,but let me leave you with an extract of Heston Blumenthal’s philosophy from his web site:
“This whole subject is incredibly complex, possibly the most complex of all processes performedby the human body and it starts in the womb; It has been shown that flavours can be passed frommother to baby through the amniotic fluid as early as eleven weeks (six months before birth); bythe time that we are born into the world, we have already experienced many of the flavours fromour mothers diet.
“The process of taste aroma and flavour perception is being researched around the world.Knowledge gained from this research has far-reaching implications, be it detecting disease by smellor re-kindling the faded palate of an elderly person.
“Eating is a multi-modal process (involving all the senses). Any comments concerning food beingjust about taste are misguided. Try drinking a fine wine from a polystyrene cup or eating abeautifully cooked piece of fish off a paper plate with a plastic knife and fork, it is not the same.”
H E S T O NBLUMENTHALHeston Blumenthal was born in London in 1966 and spent hischildhood years in Berkshire, England where he still lives withhis wife and three children today.
At the age of fifteen Heston travelled to France with his parentsfor the first time. On this trip he visited L'Oustau de Baumaniereone of France's greatest restaurants, located in a small village inProvence. Heston Blumenthal was exposed to the wonderfulworld of gastronomy and was immediately consumed by it.
On returning to the UK he tried to gain a position in the kitchenof Londons' hotels and retaurants but at sixteen this proved toodaunting a task. Undeterred he spent the next decade learningthe rudiments of French cuisine from books, and worked invarious different jobs to fund his trips to France. On these tripshe visited restaurants, vineyards, cheese makers, butchers andartisan producers. His research was extensive, thorough and
determined, attributes which soon became the trademarks ofhis success.
In August 1995 this self-taught chef opened The Fat Duckrestaurant, which gained three Michelin stars in January 2004. InApril 2005 The Fat Duck received worldwide recognition for itsunique approach to gastronomy and was proclaimed The BestRestaurant in the world by the "50 Best" Academy of over 600international food critics, journalists and chefs.
Heston Blumenthal has been described as a culinary alchemistfor his innovative style of cuisine. His work has awarded himinternational recognition and his research into the sensoryjourney of gastronomy has enabled him to work with foodhistorians, perfumist, food physiologists and biochemists fromall over the world.
In the New Years Honours list on January 1st 2006 HestonBlumenthal was awarded an OBE for his contribution to BritishGastronomy by Her Majesty the Queen and later that year hispapers written in partnership with the University of Readingawarded him an Honouray Doctorate of Science.
His Television Programme 'Heston Blumenthal - In Search ofPerfection' showing his unique approach to British classic dishesgained a GQ Glenfiddich award in 2007 and was voted The BestRestaurant in Britain by the customers of the UK Good FoodGuide 2008.
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Flexible ground floor conference rooms Tiered lecture theatres 600 free, secure parking spaces Easy access to Central Oxford, A34, M40 & M4 Latest AV equipment Video & audio conferencing Onsite AV support Dedicated Conference Team In-house catering facilities Leisure & fitness suite
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Conference at The Lodge……..why not?Full Day, Half Day, Evening and Weekend bookings.
New for 2007 are our Breakfast Meetings combining an early start with either a full English or Continental breakfast.
The Lodge Conference Centre is ideal for any management meeting or training course that requires top level facilities supported by a superb hotel and restaurant amid idyllic surroundings in an area of outstanding natural beauty.
The Lodge Conference Centre, Horton Hill, Horton-cum-Studley, Oxford OX33 1AYTelephone: 01865 351 235 Fax: 01865 351 721 email: [email protected] web: www.otmoorlodge.co.uk
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Culham Conference Centre is ideally located in an attractive rural setting 10miles south of Oxford, with excellent accessibility from road, rail and motorwaynetworks. The centre itself is based on the UKAEA Culham Science Centreand benefits from 7 purpose built conference rooms. Six cater for meetings of6-70 delegates and our largest room, the John Adams lecture theatrecomfortably accommodates 233 tiered theatre style. All conference roomsbenefit from natural daylight, air conditioning, up to date audio visual equipmentand wireless internet. Whether it is a small meeting, seminar, lecture orexhibition, we have the facilities to meet your needs.
In association with OCS Integrated Services, all catering requirements can behappily met by our ‘Foodhouse’ catering team where we can offer a variety ofquality finger and fork buffets. Other facilities available to conference delegatesinclude a shop, Costa Coffee Bar, Just Deli Bar, restaurant and ample, free carparking.
If you are looking for a conference venue in quiet, secluded surroundings thatoffers value for money and a dedicated service then Culham ConferenceCentre is for you.
Conference Centre ManagerCulham Science Centre, Abingdon, Oxon, OX14 3DBTel: 01235 466494 Fax: 01235 466274e: [email protected] w: www.culhamconferencecentre.co.uk
HAWKWELL
Where is your nextconference?We are perfectly placed for business meetings near to Oxford. We havefour different conference rooms of varying sizes, and all of the conferencebackup facilities and expertise that you could possibly need to ensure thatyour sales conference, training, brain-storming session, or planningmeeting is time well spent.
We’ll worry about the details – the flip-charts, the OHP, the refreshments,the menus – you worry about your agenda and sales targets.
Getting out of the every day work environment is one of the best ways ofstimulating and motivating your team.
Oxford Hawkwell HotelChurch Way, Iffley Village, Oxford, OX4 4DZ
Gibside Associates exist to add value to organisations that are thinking differentlyand ambitiously about part or all or their business model. We do this byprovoking different ways of looking at issues, providing resource to managechange, locating and deploying innovative technological solutions whereappropriate, and running training and problem solving forums.
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Wenn TownsendContact Name: Tony Haines E-mail: [email protected] Telephone: 01865 559900 Address: 30 St Giles, , Oxford. , OX1 3LE. Website: www.wenntownsend.co.uk
Information: Chartered accountants and tax advisors with particular expertise in owner managed business. Office in Oxford, Abingdon and Cirencester.
The M GroupContact Name: Richard ClaytonE-Mail: [email protected]: 01865 404705Address: Cranbrook House287/291 Banbury Road, Oxford, OX2 7JQWebsite: www.theMgroup.co.uk
Solicitors
DarbysContact Name: Ema MurphyEmail: [email protected]: 01865 811700Address: 52 New Inn Hall Street, Oxford, OX1 2DNWebsite: www.darbys.co.uk
Information: One of the largest law firms in the region, Darbys specialist departments deliver legalservices to businesses and their owners in someunique ways.
Charles RussellContact Name: Peter ElliottE-mail: [email protected]: 0845 359 0090Address: 7600 The Quorum, Oxford Business ParkNorth, Oxford, OX4 2JZWebsite: www.charlesrussell.co.uk
Information: With an attractive lakeside setting weare situated on the edge of the market town of Witney, Oxfordshire. Our facilities include- Meetingrooms, Health Club, Golf Course, Restaurant, Spaand Large function room.
STL Communications LtdContact Name: Mark VannerE-mail: [email protected]: 0800 316 0123Address: STL Communication Limited, Park House,Station Lane, Witney, Oxfordshire, OX28 4LHWeb Site: www.stlcomms.comInformation: Oxfordshire’s leading provider of communication solutions.
5. Compute
IT
Microsoft UKContact Name: Microsoft UKE-mail: [email protected]: 0208 735 9735Address: Microsoft, Microsoft Campus, Thames Valley Park, Reading, Berkshire, RG6 1WGWeb Site: www.microsoft.com/ik/smallbusiness
Information: Founded in 1975, Microsoft (Nasdaq“MSFT”) is the worldwide leader in software, services and solutions that help people and businesses realise their full potential.
Web Services
NominetContact Name: Phil KingslandE-mail: [email protected]: 01865 332211Address: Minerva House, Edmund Halley Road, Oxford Science Park, Oxford, OX4 4DQ Web Site: www.nominet.org.uk
Information: Nominet is the Internet registry for .ukdomain names, and provides a safe, stable and reliable .uk namespace.
Information: Sci-Net has been specialising in implementing and supporting Accounting, Finance& Enterprise Business Solutions for over 15 years.
6. Office
Office Supplies
B-LineContact Name: Kay ThomasE-mail: [email protected]: 08701 633340Web Site: www.b-line.co.uk
Information: A one stop solution for all your OfficeSupplies with an advanced optional on-line Stationery procurement system.
7. Stay
Short Stay Accommodation
Apartments In OxfordContact Name: Fafar WattsE-mail: [email protected]: 01865 254075Address: St Thomas Mews, 58 St Thomas Street, Oxford, OX1 1JPWeb Site: www.oxstay.co.uk
Information: Righton Property Limited manages all aspects of letting high quality serviced accommodation for business clients in Oxford andmany other cities and towns throughout the UK
Pink and Black PropertyE-mail: [email protected]: 01865 515919Address: 14 Oakthorpe Rd, Summertown, OX27BEWeb Site: www.pinkandblackproperty.com
Information: Pink & Black Property Consultants is a dynamic, fresh thinking and independent Oxford-based agency, offering a full range of property related services across Oxfordshire and beyond.
Information: Retained brand marketing. Fromdefining strategy to delivering marketing programmes against agreed budgets. Growingyour brand and your market presence.
FelicitasContact Name: Karen LawtonE-mail: [email protected] Telephone: 07989 936270 / 01684 273656Address: 28 Vine Way, Tewkesbury, Gloucestershire, GL20 5FJInformation: Working alongside small businesses,arts organisations, museums and festivals to provide marketing advice, support and a cup ofhot, sweet tea.
Design
Blink Design Contact: Keith SimpsonE-mail: [email protected]: 01865 742211Address: The Firs, Headington Hill, Oxford, OX30BT.
Information: The Oxford Wealth Club is a uniqueclub, structured to help grow your wealth network, business skills and profits through worldclass training every fortnight.
Photography
Studio 8Contact Name: Clark WisemanE-mail: [email protected]: 01865842255Address: 8 Oxford Road, Kidlington, Oxford, OX51AAWebSite: www.studio-8.co.uk
10. Learn
Colleges
Said Business SchoolContact Name: Kate MacDonald / Clare AndrewsE-mail: [email protected] Telephone: 01865 288846/7Address: Conference Office, Saïd Business School,Park End Street, Oxford, OX1 1HP Website: www.sbs.ox.ac.uk
Oxford Brookes Business School Contact Name: Business School EnquiriesE-mail: [email protected]: 01865 485858 Address: Wheatley Campus, Oxford, OX33 1HXWebsite: www.business.brookes.ac.uk
Information: Our mission is to prepare individualsand organisations for the challenges of a continually changing, global business.
Information: Oxfordshire’s only airport and theonly commercial airport between Heathrow andBirmingham International. Provides a number ofair services for both private and business use.
Information: The local bus company that’s beenat the heart of Oxford for over 125 years carryingover 17m passengers a year.
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If you wish to list your business onthis page, the charge is £75+VAT fora basic listing and £100+VAT for alisting including explanation of thebusiness. The rate includes presencein 4 issues of B4. For presence onwww.blackbookoxford.com, the rateis £100+VAT for a full year, with adonation to Oxford RadcliffeHospitals, Charitable Funds.
Please note that the number quoted above is a mobile number. Calls may be monitored and/or recorded for security and training purposes. You can call us from 8am to 6pm Monday to Friday. Barclays Bank PLC. Authorised and regulated by the Financial Services Authority. Registered in England. Registered No: 1026167. Registered Office: 1 Churchill Place, London E14 5HP.
Market conditions are always changing. Barclays Commercial Bank can provide a range of solutions to help your business prepare for that. From protecting againstinterest and exchange rate volatility, tomanaging your cash and liquidity effectively, to tailored funding solutions. By thinking ahead, we’ll help you face any storm. Call Ian Workman from our Southern team on 07775 543 496 or visitbarclayscommercial.com/thinkchange
