Call: 0207 679 4598
Email: info@capitalenterprise.org
Now Extended for a further 10 days!!!!!!!

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Launchpad@cemeis a fantastic new business plan competition for young businesses and entrepreneurs.
The competition will help get young businesses off the groundand win a range of brilliant prizes worth more than £25,000.
One lucky winner will receive an office or workshop space for one year atCEME Innovation Centre, access to a business mentor and a packageof support prizes. The competition finalists will receive a tailored packageof workshops and business support.
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Last month the Mayor of London announced a £50m fund to
revitalise London’s high street and after the riots there are now a
plethora of initiatives ( including a new £3m High St fund ) from organisation such as the Evening Standard (Save our shops), to the banks (RBS, Barclays & HSBC), to local
councils such as “Wandsworth”, to new online initiatives such as http://www.delootlondon.co.uk.
All are expressing a long standing and persistent concern that the local high
street and independent retailers are in decline. The main culprits being
competition from the major retailers (especially the move of the supermarkets
such as Tesco’s to open convenience stores in every neighbourhood), the impact
of on-line retailers, the ridiculous high rents (a hang-over from property
bubble that in regards to retail freehold and rental prices has not yet being
popped) and our changing shopping habits ( including the effect of the recession).
So what can be done to enable independent retailers strike back?
Here are my suggestions:
More New blood-
Perhaps over the medium term the most important factor to revitalise the high
street would be new blood. In particular, we need a new form of independent
retailer to enter the high street that can use the latest trends and technology
such as mobile retailing , with a modern “Bricks & Clicks” strategy that can get most out of a physical high street presence and an online shop. Capital Enterprise is hoping to be launching a “Bricks & Clicks”bootcamp (http://www.thebusinessbootcamp.org/bricksandclicks.html) in the next few weeks that will attempt to support this new blood to emerge.
Local is not enough
The problem for many independent retailers are that there only USP is
geographic- that they are the nearest place you can buy products that widely
available either elsewhere in the high street or on-line. The relevance of
distance as the major determining factor behind where we buy is increasingly
not relevant and even when it is ( fags, booze and milk) the increasing
dominance of the small express versions of the big supermarkets are driving out
the independent retailer from their last major market- convenience retailing.
Independent Retailers need to find new and better USP’s (quality, local
service, unique offers) or they will face being pushed out altogether. I know it is hard but many local retailers need to up their game, get closer to their customers, understand their needs and change their offers. We are therefore in discussion with the Mayor of London to
develop some very intense and to the point workshops for existing retailers on
what they can do to improve the attractiveness and profitability of their business.
Evening All-
Most local high streets are only open during the week between 9-6pm and therefore
miss out on a whole audience of people (mostly people who have some disposable
income)who work during the day. Why not adopt the continental practice of
opening from 12 noon and closing at 9pm? The high street would not then be
dependent on a market based on stay-at home mums, OAPS, the unemployed and not
at school kids to survive. No wonder, given the market audience, that pound shops
and the like are now the most popular type of retail offer on most local high
streets.
Landlords need to “wake up and smell the roses”- The
BPF may report that shop rents are more affordable now than 20 years ago but the
reality is when you do a simple break-even sales assessment of the
affordability of most high street shop premises you get a completely different
picture. I ask anyone to go on to www.shopproperty.co.uk and do the
simple sum (of dividing the annual rent by the average retailers gross margin
and then multiplying by 100) to get to the sales income needed just to pay the
rent (never mind other overhead costs such business rates, utility bills and
labour) . The problem is that Gross Profit margins from retailers have fallen
significantly in the past 20 years across the board (with the possible
exception of fast food) because of enhanced competition especially from on-line
retailers and the big supermarkets. Today most retailers would struggle to
achieve an average GPM of 30% on the goods they sold and many such as book
stores and electronic stores would have to manage on much less.
More reasons to go and visit –
The principal problem of the local high street is that there is not enough foot fall- not enough reasons why people need to visit-not enough attractions that can incentivise people to come. Most council’s (especially those eligible for the Mayors Funding) have
been developing proposals to make their town centres more physically attractive
(new street furniture, more pedestrianisation, better litter/graffiti
management). To get more foot fall these measures are spiced up with the
occasional planned street festival or Christmas market. Although many of these
initiatives are welcomed, I wish that a little more hard research and
imagination could be used to produce solutions that can tackle the underlying
issues of making high streets work. We need solutions to how we get a better
retail mix, how we get high footfall non retail activities ( such libraries etc) on to the high streets etc . Also, although it may seem unpalatable to some, if the function and future of shops in some areas is no longer commercial ( rather than a political desire to maintain or create social/ community cohesion) then these presently failing retail areas will need direct government or community subsidy to incentivise commercial activity. Personally I would like to see an increase in pop-up shops that can beused (albeit on a temporary basis) by new and innovative retailers and to this end will be supporting the soon to be launched http://www.popupshopup.comwhen it is launched in about a month’s time.
Better Management-
Although many London Business Improvement Districts (BIDS) and town centre
managers do a good job (particular hats off to Camden Unlimited http://www.camdentownunlimited.com) many are hampered by the lack of engagement of landlords in themanagement of the high street. The landlords have the most to gain long term from a thriving high street and wherethey do actively engage, manage and invest (as is the case with malls etc) they make a very big difference to the success of the retail experience. However, in many places they are nowhere to be seen and to rectify this I would sneak in to the Localism Act, that is presently passing through parliament, a legal
requirement for them to join and financially contribute to BIDS where and when
they operate.
More Investment-
There needs to be more investment by not only from landlords/ councils but also
from independent retailers to revitalise their businesses. One way to do this
would be to remove the restrictions that exclude retail businesses from receive
support or access to new finance from schemes such as Enterprise Finance
Guarantee scheme (http://www.businesslink.gov.uk/bdotg/action/gsdDetail?itemId=1081834978 . Little things like this can go a long way.
Intelligent tax to make legitimate independent retailers more financially viable and competitive
If your profit margins are very tight and you are trying to compete against
the all-powerful supermarkets or serve a group of customers with unique needs
but not much money, then one way to survive is for your business to; not to pay
any payroll tax, not to register for VAT, to rely on cash in hand workers
willing and able to work for very minimum wages and to source goods for sale
from the black market. In certain parts of London this type of retail business
predominates to the detriment of more legitimate businesses. I would like to see research carried out on whether we could find a way of both encouraging more legitimate retail businesses whilst at the same time giving a very real and valuable tax advantage to a
small independent retailer in their unequal battle with large retailers. I
would like to have a look at a fixed amount tax paid by all independent
retailers ( an equivalent to a buying an annual licence to trade) that does not
rise until sales break through a threshold ( say £500,000 p.a.) . I would make
the tax a replacement for all other taxes paid including VAT , income/ corporation
tax etc and make the levy significantly less than an average small independent
retailers pays now. I will allow only businesses who legitimately employ people
to be able to claim the tax break and I will create a quality mark that would
tell all consumers who is registered on the scheme ( and thereby abiding by the
rules) and who is not. The fact that these retailers will be exempt from
charging VAT on their goods should make them very competitive in certain good
categories against the big chains and supermarkets. The idea obviously needs to
be thoroughly researched, and as with any tax incentive designed to reward good
behaviour, there will be unjustified winners and losers and pleads for
exemptions and special cases (for instance are franchise businesses to be
categorised as eligible) but I think it is worth looking into.
Anyway these are some of my suggestions on what can be done
to revitalise London’s high street. Mary Portas ( http://www.maryportas.com/news/2011/05/17/the-future-of-the-high-street) is due to report back to the government on how to revitalise the high street
in the autumn. Maybe she will take on some of my suggestions.
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Employer details |
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Holder: Capital Enterprise- |
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Telephone number includingSTDcode: 0207 679 4598 |
Fax number includingSTDcode:
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Address: UCL, Gordon House, 29 Gordon Sq, London |
Contact name: John Spindler |
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Position: CEO |
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Tel no. & ext: 0207 679 4598 |
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Postcode: WC1H 0PP |
Email address: john@capitalenterprise.org |
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No. of employees: 2.5 |
Web Address: www.capitalenterprise.org |
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Capital Enterprise is delivering a programme funded by RBS and the EU called the Business Bootcamp www.thebusinessbootcamp.org which offers ambitious new businesses an opportunity to attend a new form of intensive workshop and support programme that can help individuals to acquire or access the know-how, skills, people, resources and money necessary to start and grow a high growth business. |
Type of business: A not-for-profit Membership Association of organisations that support entrepreneurs and small businesses in London. The 58 strong membership of Capital Enterprise includes universities, chambers of commerce, enterprise agencies, incubators, councils, charities and social enterprise support providers. Well known members include UCL, The British Library, Princes Trust, City of London Corporation, GLE& ELSBC |
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Vacancy Details |
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Job title: Business Bootcamp Client Manager |
Closing Date: 19/09/2011 Interview Date: w/c 26/09/2011 Expected Start Date: 3/10/2011 |
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No. of people required for interview: 5 |
Number of job vacancies: 1 |
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Wage details: £21,000 p.a. pro rata (reviewed after 3 months)
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Actual days and hours to be worked: 21 hours Monday-Wednesday ( Willing to be flexible) |
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Duration of the job (e.g. 6 Months, 9 Months, 1 Year, Permanent): |
9 months ( option for renewal) |
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Duties:
Is training or pre-employment training provided |
The Business Bootcamp Client Manager primary role is to maintain contact with the would-be entrepreneurs and small businesses who have attended the Business Bootcamp workshops. The job entails establishing and maintaining contacts primarily via social networks, telephone and on occasions in person in order to track their progress towards starting or growing their business.
The job also entails signposting clients to sources of further support, collating information and producing reports and case studies on the success stories.
Finally, the Business Bootcamp Client Manager would also be responsible for maintain on-line communities of entrepreneurs (via linked-in) and writing and publishing a blog.
As Business Bootcamp Client Manager your duties will include:
The successful applicant will receive extensive induction and on-the-job training so they are able to obtain a good understanding of the industry and job.
The applicant will not require a CRB check.
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Person Specification |
The part-time position is ideal for a recent graduate or person looking for a career change who has excellent communication skills, a good standard of English an interest in people and a passion for social media.
All applicants will be expected to demonstrate that they have a good standard of education and are more than competent on all Microsoft office packages and have sufficient skills and confidence to work with senior personal in large institutions and corporations.
The ideal candidate would also have more than a passing interest in entrepreneurship and a desire to help individuals realise their dreams of owning and running their own business or social enterprise.
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Location |
Capital Enterprise offices are located with UCL Advances – the enterprise team of University College London. UCL is a member of Capital Enterprise and works closely with Capital Enterprise on the delivery of the Business Bootcamp programme. |
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How do you want eligible people to apply for the job? NB recruitment to be complete within 4 weeks of referral
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Please E-mail a CV and covering letter to: carly@capitalenterprise.org
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Please find below some great new job vacancies at Capital Enterprise member NACUE… you will have to act quick as the closing date is the 19th August,
| London, Community Engagement Manager |
| London, Finance & Fund Manager |
| London, Team Executive Assistant |
| London, Social Media & Content Editor |
| London, Web Developer |
| London, Community Engagement Officer (2) |
| Yorkshire (city tbc), Community Engagement Officer |
| Birmingham, Community Engagement Officer |
| Manchester, Community Engagement Officer |
| London, Chief Operating Officer |
| London, Executive Assistant |
| London, Alumni Manager |
| London, Business Development Manager |
Are you proactive, dynamic and eager to learn? Are you interested in making a massive change and meet with leaders in policy-making for enterprise? Are you looking for exposure to the UK’s start-up scene and interested in learning on the job? NACUE is your place.
The National Consortium of University Entrepreneurs (NACUE) is a fast-paced, grassroots charity that stimulates university enterprise by supporting, connecting and representing enterprise societies, enterprising students and student entrepreneurs in Universities across the UK.
Launched in May 2009, NACUE now engages over 70 university enterprise societies across the UK, supports over 85 universities in stimulating student-led activities and represents the views of over 40,000 enterprising students to policy makers in all levels of Government, Industry and Education.
NACUE’s society support mechanisms have been commended by the World Economic Forum and the United Nations; the charity has been recognised by Real Business Magazine as one of the ‘Champions of Entrepreneurial Britain’; and it’s Founder Victoria Lennox was recently awarded the prestigious Queen’s Award for Enterprise Promotion for her work in building the organisation.
Read more about us:
http://www.telegraph.co.uk/finance/yourbusiness/8279664/Student-entrepreneurship-matures.html
http://nacue.wordpress.com/2011/07/15/nacue-founder-receives-queens-award-for-enterprise-promotion/
A presentation given by John Spindler at the Business Bootcamp Extra on 29th July 2011, detailing all the sources of finance and support available
To download this PowerPoint presentation click here Bootcamp Extra Guide to Sources of Finance & Support
This blog is written by John Spindler, the CEO of Capital Enterprise. John is a skilled regeneration and business development professional with experience from both the public and private sectors. He has successfully developed and initiated a large number of projects and has worked across all areas of enterprise support. John is the director of two other companies he has started and he has an MBA from Leeds University.
John welcomes comments via email.
The views in this blog are John Spindler's own and do not represent the directors or members of Capital Enterprise.