Sir Gerry Robinson - what needs changing in the UK Care Industry (Dementia Care)?

Sir Gerry Robinson has been described as one of the best businessmen in the UK, and whose career is depicted in wikipedia. He is credited in turning round Coca-Cola’s UK fortunes (£7m loss into £17m profit within 24 months); leading the then biggest management buyout of Compass from Grand Metropolitan (1987) and turning round Granada’s losses in 12 months to profits of 10% more than anticpated best expectations.

 In December 2009 Gerry Robinson did a couple of BBC TV documentaries on Dementia and Care Homes in the UK, highlighting the successful strategies and those which need attention. Robinson sees change in the care of dementia in the care industry to be a very slow process. It was a joint venture with The Open University, which has produced a booklet on Dementia Care.

Robinson reflects that as an entrepreneur, if one’s homes are full, meeting all the regulations, and are economically viable then why would you want to change it? Yet he sees the standards could easily be raised.

He identifies an excellent example of how best practice in Merevale Homes, adided by leading Dementia Specialist Consultancy ‘Dementia Care Matters‘, and also shows how quickly the environment can be changed forn the better in the example of Thornfield care home, which was transformed in just 4 months.

As an observer the issues for me are the dangers of working as a professional, i.e. a care industry business adviser. Working in these difficult conditions, under constant scrutiny from outside authorities and relatives highlights the risk of litigation, and just how vital is and just how enormously valuable is Business Adviser Professional Indemnity Insurance is for a consultant working in the Care Indsutry.

Remote Access working - boost to productivity

After having wasted several hours, and several attemptes over several days, I have given up with LOG ME IN.

Small businesses don’t have the time to waste. Several frustrating hours on a couple occasions, and a cul-de-sac conclusion makes me  believe that this is a corporate strategy on behalf of LogMeIn (based in the US). LogMEIn seems uncessarility complicated, has restrictive timelimits etc. It pertains to offer a Free service but I have a distinct feel that it is merely a cheap trick and sales gimmick to entice the hapless consumer to pay £60 a year for a service that is free with other free Log Me In software reputable services such as TeamViewer. If this is for personal use it is free.

Business Consultants could use this software to log in to their pcs at home to access sensitive data and to reduce the requirement to carry expensive it equipment with them out of their office and away from home.

Abbey Business - customer service quailty standards being met?

Thanks to Jasmine Birtles of MoneyMagpie in her article ‘The misery of Abbey Business‘I don’t feel so alone in my desperation and frustration of Abbey Business Banking. I ma grateful to her for sharing her personal experience. I too have had problems in accessing my money deposited with Abbey Business in the UK. Abbey is part of the Santander banking group allegedly one of the Top 10 global banking institutions.

I have been obliged to ring them 6 times today (no regard for the customer’s valuable time) and I have been obliged to repreat a lengthy series of security questions (no regard for the customer’s level of acceptance, tolerance and frustration levels).

Previously I was offered a telephone reply by an Abbey supervisor or departmental manager. No telephone contact with me was made. To add to my injuries an unprofessional member the Abbey Business fraud department, who declined to offer her name (which I suppose is understandable - why publicise that you are a bad employee) and made the decision by herself to terminate the call despite.

Finally today I’ve been told that the Abbey Business ecommerce team have identified the problem (this is after other members of the Abbey Business team had previously identified the problem and failed to resolve the issue affecting my business account), and I’ve been told it will take the system 24 hours to update.

All in all I have had very little access to my business accounts in three weeks.

It is a good job I have been able to survive in the meantime, because 98% of all businesses would not have been able to trade through such poor level of business banking service. I would be most interested in the comments of a Professional business adviser in business banking, and his suggestions?

In conclusion, without prejudice, here is a summary of the Abbey Business bank customer experience I have witnessed. I am unable to say whether other Abbey Bank customers would experience the same below par levels of customer service or what impact that it might have on their business performance. How many businesses would be willing to chance it?

1.  After I reported my involvement is a fraud phishing scam, Abby responded quickly to stop any transactions out of the account. They were unable to set account quickly to keep me going, but offered to transfer monies to a new account to keep me in business. Fortunately I had just opened another business bank account with another bank. Yet the monies transferred by the Abbey representative never arrived in the new account, and were returned or transferred to my new Abbey current account 5 days later with no explanation ever given.

2. I was told I had failed a security check (quite hard since it was me, and I do not believe I had behaved differently from any other occasion.) I was threatened with my account being put on hold.

3. I rang to make a complaint. I was promised a telephone response by a Manager, which I never received.

4. I rang today 6 times to get access to moving monies. I was passed from Abbey Business Banking to ecommerce department and back again. The Abbey Ecommerce member of staff did not advise me why he asked me to return to the main department, nor did he speak to a member of staff to instruct them what to do. As a result I was left “hanging in abeyance”. Eventually a helpful member Greg, told me that he had contacted ecommerce again and they have identified the problem and it should be resolved within 24 hours.

What impression can I have with the low level of customer service I have received?

I am sure someone senior on the Santander banking group would be scandalised to learn of my Abbey Business customer experience.

As a business analyst, and business consultant involved in best practice would do as well, I could implement several quality control measure to transform the customer experience and at the same time vastly reduce time wasted, simultaneously massively increase individual productivity, and undoubtedly staff morale as well.

Business experts on personal development can help today’s managers.

In my humble opinion In the UK there is a shortage of business gurus.

Names like Robert Craven nicknamed by the Sunday Times as the ‘entreprenueur guru’ spring to mind, but there are not many.

In the US it is a different story. Whatever one may personally think of Anthony Robbins, one cannot ignore the significant contribution he has made to the field of personal development, which he suggests is ‘the source of all one’s business’ and therefore his contribution to business performance.

His message is that there are 5 things to help (managers) face adversity and crisis.

1. Be decisive. (whatever happens, make a decision, learn from it).
2. Get resourceful (get help from a mentor, business adviser, colleague)
3. Get a vision (of how change will happen. If you can’t think of a positive one, think of the most negative one, and then do the opposite)
4. Get a proven plan (ideally, model on somebody who’s been through the same and who’s succeeded. Athony Robbins says “success leaves clues”).
5. Take massive action.  (5 frogs sitting on a log floating in a lake. One decides to go for a swim. How many are left? Answer: the same number since the frog who made the decision has only made up his mind, he hasn’t taken action yet. So this step is equally crucial).

So as a manager we need to think deeply with our minds (using Stephen Covey’s terminology) how best we can respond to the current situation, bearing in mind the current economic climate, and the current activitiy of our competitors. In my mind, as Robert Craven always reminds the UK SME business community, we don’t get far trying to go it alone. I have learned this from personal experience. For outstanding results we need outstanding business improvement, and that is likely to come from seeking external business advice and assistance. Do you agree?

Have we learned the lessons of too much dependence on the US for growth?

If the current opposition party wins the right to govern the UK at the next election, they will have an almost impossible challenge. The present incumbents (presently on the Government benches of the house), will ‘hound’ every move by any Minister who advocates spending cuts. Obviously, the very best solution is not to spend it in the first place. The rising debit of the UK is unsustainable, despite the UK retaining its TRIPLE A status. Making cuts in the here and now for monies (mis)spent in the past may turn out to be political suicide, but was it financial prudence by Alistair Darling? Gordon Brown made a courageous move and motivated US, Asian and European finance ministers to agree to certain measure to help the macro economy of a global scale. He did this against a background of the experience of the Great Depression of 1929 (which almost certainly paved the way for WW2). The great debate is were the measures taken the right ones. Evidence seems to suggest that the recession is shorter than it could have been, with the highly respected CBI forecasting recovery turnaround in 2010. It could have been much worse. In the US the sub-prime market was a scandal. Many consumers of sub prime mortgages were in no position to afford the US$600,000 homes they were being sold. Millions are now destitute, through criminal behaviour of US financial institutions. I do not believe the situation was so irresponsible here in the UK, but the impact to the UK economy, and to finance in particular was devastating. My own (inadequately informed) opinion is that Mr Brown and world leaders acted swiftly avert a global catastrophe, but as Mr Alan Greenspan alluded to recently in his interview as part of BBC2’s Love of Money season - “it will happen again - ITS HUMAN NATURE”.

Alan Greenspan - BBC\’s Love of Money season

Have we learned the lessons of too much dependence on the US for growth? Have we learned what was flawed in our human nature - insufficient governance?

Marketing is Key

Business is tougher than usual within the current climate with many that would rely on passing trade now needing to take their business to the world. This has meant that many marketing companies are busier than ever hopefully assisting getting the business message out.

Top gear the popular car TV programme did a feature albeit a tongue in cheek one, as a challenge to market the new VW Scirocco Diesel . The advice was to find a truth within the car and use that truth as a basis of a TV advert (something that can be used in all business marketing). The problem was when they came to test the car; their perception was that a car this beautiful should not have the slower Diesel engine in, but the faster petrol one. More advice came, do not focus on the car with a diesel engine, but focus on the diesel engine in a beautiful car.  What followed was a catalogue of funny videos that we all know will never be used for real. But from a VW perspective they got a good 10 minutes of prime world TV. What was also understood, that even simple messages can be difficult to deliver.

Here are some more marketing challenges

Composite Doors

This is the latest door product made from composite materials that end up stronger and better looking that the traditional uPVC doors. The marketing challenge is that composite doors presented on a colour brochure of website look exactly the same as uPVC doors, and most people will not take the time to read the text.  If you stand next to a composite door, you can clearly see and feel the benefits, but pictures just don’t do it.  One solution was to show cutaways of the doors, but again you needed to be present to see the difference. The final conclusion is that video footage of composite doors being made will probably be the best was to show why they are superior doors. But coming to that conclusion took some time and will cost more to market than the traditional brochure or advert in the paper.

Business Support

Most businesses leave it too late to ask for business support and have no idea where to go for the right help. One problem is that to be seen as a reputable business adviser or consultant you need a superb CV and qualifications to match. But if there is anything a small business owner does not like, is guys in suits with a fancy CV and loads of qualifications. It is a catch 22 situation. It is no wonder most business support comes from referrals.  How to market this and to get business owners first to find you and then decide you are good for their business is an art. A solution is probably not from business advisers, but from business owners currently running their own business. Would they not be the best advisers, for those who are struggling? Something to think about.

Robert Craven says ‘Stay close to your customers’.

Are your customers behaving themselves these days?
 
Have you noticed any new behaviour from some clients acting bizarrely? If so, it could be the ‘downturn factor’ affecting people in ways we all seem to ignore.
 
Robert Craven, a business expert (’guru’ sounds better), has a good has made some useful suggestions for braving the recession, such as his recent webinar, entitled “The seven reasons why we get stuck in a recession and what to do about it”.
However has the recession blues made us forget what Robert Craven suggests “we always seem to forget about”?.
He says that customers leave us i.e. the ‘customer attrition rate’ but it is the statistics that are shocking.
If
5% of customers leave us because they die,
A further 5% of customers leave us because they ‘die gracefully’ (they move on, the business closes down, they go into partnerships, etc).
Another 5% of customers leave us because of our bad service.
65% of customers leave us because they feel that we don’t care, and move on to someone who does.
 
Craven shakes us to our senses. Have we done a customer survey recently? No, why? Don’t want to upset them, or frightened you might irritate them? Well, how do you know what your customers think?
Some may be thinking of moving on.
Craven’s warning to business is as vital IN the recession as at any other point in the business / macro economy cycle. MAKE SURE YOU STAY CLOSE TO YOUR CUSTOMERS.
One way we have done this at CarSpareFinder where our clients are established vehicle dismantlers is by introducing innovative new added-value features. Having something else to offer them does keep those communication channels open. Managing customer relationships (business to business) needs investment, but the investment almost always pays off, and handsomely.
Staying on top of your business is easier with a Management business coach. It helps you as a business manager differentiate between working in the business, and working on the business. It brings ‘power to your elbow’ to help manage and improve business performance.
Is it a question of starting with your customers? No, but you could start with it as your first question.

Julian Rowe. Business Correspondent, 13th Man in Business.

The financial decisions we make.

Julian Rowe, Business Correspondent, Business Service Finder, reflects upon analysis by economist, Dan Ariely, in his interview with the BBC World Service concerning Predictable irrationality (regarding money).
Regarding money, Ariely suggests we make repeatable, predictable mistakes - the recording of his interview is still available on the BBC World Service website.
Ariely is a behavioural analyst, concerning himself with ‘Behavioural economics’ i.e. Human irrationality and money. Ariely quotes Greenspan, in front of Congress, who is alleged to have said, “Oops I made a mistake”. Ariely points out that this shows ‘irrationality’ is not just confined to the lower eschelons of society i.e. we at the bottom of the heap.

The main reason for the mistakes we all make with money, Ariely argues, is because it is actually a very hard subject to master. Everytime one spends something, e.g. a cup of coffee, one should really ask oneself “what I am giving up in the future” in order to enjoy this cup of coffee now? What will I not be able to do in the future? In reality, as Ariely points out, it is this concept, or thought, that is actually very complex. For example, if I buy this now I may not be able to go to a movie in ten years or buy this book in fifteen years time is a very challenging decision. Because of this challenge, we often resort to “simplified juristics” (i.e. reasoning) or simple ‘rules of thumb’.
One of these (rules of thumb) is ‘relative comparison’ – i.e. how much does this cost compared to something else. The fact that something is on discount today as opposed to yesterday, why is it such a big deal, Ariely asks?  It is because we don’t know how much something is worth, so we compare it to what it used to cost. In the same way we compare our salary to other peoples’ because we have very little way to evaluate it.
What can we do or how should we learn to stop getting ourselves into this kind of (financial) mess?
In the current downturn, many people are trying to cut back on expenses, realising that the financial future may not be quite so bright as it was. The big question is “How does one cut down”?
People always look at ‘discrepancy spending’ i.e. not buying a coffee or a sandwich – the expenses they can physically see coming out of their wallet or purses. However Ariely argues that most people do not pay attention to the expenditure - things directly deducted from our bank accounts or credit card i.e. whatever is on one’s automatic payment schedule. So we sometimes cut the wrong things, i.e. the things that have a direct impact on our pleasure, and not much on expenditure and ignoring things hidden which might greatly reduce expenditure yet hardly impact on our pleasure.

Ariely states that regardless of most people’s financial astuteness the odds are that people will make the wrong cuts. One reason for this is that often we are very bad at predicting what our life might look like in the future - The change in circumstances. When we look to the future we think it will be terrible. It turns out to be so in the short term but then it is quite manageable.

For business owners financial decisions are better made with a business finance consultant specialist, and a good online resource in the UK is Business Support Finder.

All specialists are accredited, offering current liability cover which in this case would be Professional Indemnity Insurance for financial specilaists.

UK SMEs call for (more) advice to deal with recession

Research by Lloyds TSB Commercial, reported by The Business Desk.com in April 2009, reveals that more than a third (35%) of UK SMEs are asking for further guidance to combat trading problems.

Solution?

Deploy the army of independent professional business advisers to engage with SMEs.

Manufacturing is better served in the UK region of Yorkshire via the MAS scheme (Manufacturing Advisory Service) - independent advisers with manufacturing expertise are paid to carry out initial diagnostic overview. The scheme works well, but could work better. Up till now the other sectors in the region have struggled in comparison, in the light of this unfair treatment. The service delivery offered by Business Link is improving, but until the funding and support matches or mirrors the MAS scheme then I do not foresee a great improvement in productivity and profitability – which is clearly what SMEs, the UK Government and the UK Economy needs. (Please don’t tell me it is happening already, unless it’s new this week).

In conclusion.

Support needs to be pro-active i.e. go to SMEs rather than wait for them to come to the support.

Business Link and the Regional Development Agencies do maintain a service register of consultants. This is a help, but SMEs need more. This is one reason why Business Service Finder is being launched – a free online resource to help SMEs quickly, cheaply and effectively find the support that will make a difference to their business performance.

All professionals using the service have professional indemnity cover in addition to their professional credentials.

Branson: “Entrepreneurs can change the world” & SCALE DOESN’T MATTER

Richard Branson (RB) gives us a clear message as entrepreneurs i.e.
Entrepreneurs CAN make a difference, and scale doesn’t matter (see RB video below).

Think realistically and creatively. The entrepreneurial spirit can truly make a difference. Branson has launched ‘Virgin Unite’ to underpin this, and he says “working together we can change the world.”

However, all entrepreneurs need business support. A good way for entrepreneurs, owner managers or small and medium sized enterprises (SMEs) senior managers is to employ the services of a business consultant mentor.

There are a number of options. The Department for Business Enterprise and Reform (BERR) is trying to simplfy its business support schemes from 3000 to a mere 100. This is a good initiative, but using a business support professional, usuing a free online resouce like Business Service Finder is still likely to save time, and money, and deliver better financial performance & improved productivity.

Responsibility for the Global Credit Crunch & its impact on UK SMEs

Times Online Money suggests 10 people most responsible for the Global credit crunch. It is an interesting question, and a vague time line appears in the listing suggesting a ‘house of cards’ effect or Gladwell’s ‘tipping point’.

What lessons are there for UK small and medium sized enterprises (SMEs)?

Lots of obvious ones, of course, but always well worth reminding ourselves:

• Do not rely heavily on borrowings, and banks
• Cash management - tight fiscal controls (credit control)
• Efficiencies
• Productive staff - HR management (induction & exit strategies)
• Strong business network and supply chain links
• Strong business support (expertise available, as and when needed)

What action can SMEs take now?

Improve anything on the above list. Business support is one of the MOST important. An external perspective, and outside ‘input’, can significantly help protect SME management from the ‘delusional management thinking’ so prevalent in the 10 characters in the Times Online list.

You may ask the question: “If these giants of commerce and government were deluded, how can we -SME business managers avoid making similar mistakes?”

The answer is to try and avoid thinking you know it all, or the macro environment doesn’t affect you. Most savvy business support professionals are sufficiently down-to-earth to put you straight, but where do you go to find them?

Business Service Finder is a new kind of online resource to help SME management find the right kind of help as and when they need it. What is the right kind of help for their business? Access to the best SME advice, by top experienced professionals, at the most market competitive rates, in the shortest time scales in a simple process.