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Client Case Study – Dezeen Ltd

Dezeen was launched at the end of November 2006 and has grown rapidly to become one of the most popular and influential architecture and design blogs on the internet. They receive over two million visits a month, and traffic is doubling every year. Dezeen was included in Time magazine’s Design 100 list of the most influential forces in global design (below), and in Design Week magazine’s Hot 50 list of key figures in design.

With such a rapidly expanding operation and increased workload for its two owners, part of the problems facing Dezeen was that they had limited time to spend on future planning for the growth of the business, creating efficient budgeting methods, as well as needing a  structure for dealing with internal administration such as bookkeeping and Payroll requirements. This was needed for the business both in terms of tax efficiency, internal processes, and getting a handle on how they could improve and grow Dezeen as a brand going forward.

Firstly, Ten Forward Finance set about helping to restructure the business into a  more tax efficient vehicle. Costs, budgeting and forecasting methods were established to help identify key areas where the business could improve. Next Ten Forward focused on establishing internal administration processes to handle jobs like Payroll, Bookkeeping and dealing with HMRC correspondence quickly and efficiently.

The Results? Turnover has nearly doubled in the last 2 years alone, with this year set to be another bumper period for Dezeen. Working from their own home with just 2 staff, Dezeen Ltd has now grown to upwards of 7 employees and with it the need for their own offices. Ten Forward Finance now handle the monthly payroll requirements, and are successfully integrating a new online accounting system into the business to help aid and simplify the administration workload.

As a result, Dezeen have now been able to diversify and expand their business into yet other ventures. ‘TFF have really given us the chance to focus on what we do best, says one of the Director’s of Dezeen. ‘Their knowledge of the creative industry, along with their accounting expertise has been invaluable. They strive to keep the processes simple and straight forward, and are available to talk to and discuss any queries that we have.’

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Top Tips for starting and growing a successful small business (continued)

• Don’t micro-manage.

Easily one of the hardest aspects for a small business owner to master; especially when they have been there building the business from the beginning.  It’s essential for a manager to “let go” and give his employees the room and the confidence to experiment and grow.  Allow them to make mistakes and to learn from them.

TIP: Try to ask someone unconnected with your business what they think your management style is like. Are you informal or autocratic? One of our clients had a friend shadow them for a day and give them an honest appraisal.

• Performance management simplified

There’s been so much written about performance management it’s almost unreal.  It’s great when it works but catastrophic when it doesn’t.  Make it simple and get everyone on board. Clearly define targets and areas for improvement and put in place simple ways of measuring success. Give staff big rewards for achieving these targets.

TIP: Talk to you staff about a system and get them heavily involved from the beginning. Have them help you draw up the principles and methods.  Once they’ve bought in to the system you’ll have won half the battle.

• Be Honest with your Customers.

Don’t’ ever make promises just to win a job or contract.  Be straight and transparent about your pricing. Remember, if you are confident in the service or product you provide and it’s priced correctly then customers sense that confidence.

• Know your limits – and delegate

Humility and modesty; traditionally not the qualities you would associate with top business owners but you would be surprised to know how people’s understanding is changing. There have been countless occasions that we’ve seen a person’s “ego” get in the way of a good decision.  Look for intelligent people to employ who have a skill set that compliments you and your team.

TIP: Try to analyze your strengths and weaknesses and then match these with your current and potential future employees.  This way you can fill the gaps in your abilities and your company won’t suffer.

• Keep your stakeholders informed.

Communicate regularly with investors and bankers.  Good news can wait; bad news should be delivered quickly.

TIP: Try not to exaggerate or minimize situations.  Being candid and honest is always best.

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Beware the pitfalls of Performance Management – Part 3

The third and final article in this series which examines the arena of “Performance Management.” This article continues with an analysis of the six scenarios presented in the previous articles and asks “what went wrong?”
Continue reading »

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Beware the pitfalls of Performance Management – Part 2

The second of a three part series examining the arena of “Performance Management.” This article continues with an analysis of four further scenarios where performance management measures were implemented with very unwanted results.
Continue reading »

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Beware the pitfalls of Performance Management – Part 1

This three part article will look at the arena of “Performance Management” and discuss, with practical application, some of the potential issues that companies have experienced when trying to coax better results from their employees. Continue reading »

Posted in Business Advice | Tagged , | 1 Comment

Top Tips for starting and growing a successful small business

Starting a small business can be one of the greatest challenges you will face.  Growing it successfully is probably even harder!  Whilst there is no magic wand for making it simple, there are a few straight forward principles that can make it that little bit easier. Continue reading »

Posted in Business Advice, Finance, New Business | Tagged , , | 18 Comments