CASE STUDY: HAVE YOU CONSIDERED TENDERING OR FRANCHISING AS A BUSINESS DEVELOPMENT STRATEGY?

I run a family business and we focus on cleaning commercial properties with a few staff. We have regular contracts and we feel we are either ready to start investing in shares to diversify or set up franchises. I have noticed a tender opportunity with the government and I am wondering if this is typically for larger, well established businesses that have systems in place etc. From your perspective, is tendering & franchising an expensive exercise? What about insurances for staff?

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Above case study has been addressed by Sue Findlay (Bid Buddy) from a tendering perspective, Conrad Francis (Inspired Money) from a wealth creation and wealth protection perspective of how to grow your business and Andrew Christopher (RFBE Consulting) from a management systems perspective.

Sue Findlay: Bid Buddy

Expertise: Tenders for SME

SMEs wishing to grow their business by tendering for work have just as much chance of winning the business as a larger company, provided they think and behave like a larger company.

Buyers contracting services companies are looking to select low-risk suppliers, so they are looking for evidence of quality systems, financial stability, and a solid track record of high quality service delivery. Typical evaluation criteria are demonstrated experience, capability, and capacity. To win, a company must prove they have sustainable systems to ensure their continued capability and capacity.

It is one thing to win a large contract. It is quite another thing to deliver the services well and cope with the increased workload at the same time. Without solid systems in place that are designed to scale with the workload, most companies will quickly reach a point where they struggle to cope.

In order to be “tender ready”, SMEs are advised to first invest in their processes and procedures, and build a catalogue of happy customers. Once you have a library of testimonials and a quality system in place, you are ready to begin bidding for larger contracts.

Bio:

If you are interested in submitting tenders and need help, contact Sue Findlay at 0417920149 or www.bidbuddy.net.au

 

Conrad Francis: Inspired Money

Expertise: Financial Planning/Insurance

The case study poses an interesting dilemma and one that impacts most of us whether we are in business or not, whether we are considering franchising or not – and that is, “Why are we investing in this manner?” and “What outcome are we hoping to achieve?”.

Once we have some sense around these two key questions, only then can we truthfully explore the multitude of opportunities that exist for not only the family in this case study but in general.

Through the financial planning process, we would examine the “Key People’s” propensity to take risk and address the Risk v Return profiling of the client and the opportunity. We would then ensure that the foundations are laid by way of a comprehensive review of their General and, more importantly, Personal Insurance portfolio.

From this point, we can comfortably examine the opportunities; in this instance, should the client look at investing into shares or franchise their business. At this point, let’s understand that the two need not be mutually exclusive. However, a clear concise picture needs to be built of what the objectives are, around both.

The last part would involve actively reviewing whichever strategy has been chosen as a path forward, to ensure it remains a viable proposition in delivering the results to satisfy the clients short, medium and long term goals.

Bio:

For a detailed and customized financial planning solution, contact Conrad Francis from Inspired Money at : 08 9301 2631

 

Andrew ChristopherRFBE Consulting

Expertise: Business Excellence

This case study has a theme and critical dilemma, which is typical to many small businesses. The theme is “having established a stable base load of business, relying mainly on family, they would like to take the next steps to grow the business and profits sustainably”- resulting in a watershed point for the business, as:- 

  • the expansion of the business beyond family and the smart pursuit of a growth strategy requires sound overall business strategy, and efficient approaches in addressing leadership, customers & stakeholders, people, assets and processes, financial and broader success factors including safety & environment.
  • Tenders for government or the majority of private sector contracts are competitive and require demonstration through mandatory and merit tender criteria, of track record and capability across all the above dimensions.
  • The fundamental of Franchises is that there are efficient standard systems and processes across all these dimensions and well-trained staff at Franchisor as well as Franchisee level.

Addressing these imperatives requires laying the appropriate foundation of a sound holistic management system that can be scaled up progressively to support sustainable growth and profits. Failure to do this manifests in the No. 1 cause for small businesses not realizing their potential – Their owners and managers are occupied addressing issues “In the Business” and are not focusing “On the Business”.

Better practices and generally larger businesses understand this imperative and aided by their capacity to engage appropriate expertise, apply the “Business Excellence” framework or system which is the leading international holistic management framework, to manage “On the Business” as well as support a structured and systematic approach to the pursuit and application of relevant better practices “In the Business”.

The critical dilemma, to date, for SME’s, has been affordable access to this knowledge as well as expert advice and support.  Today, aided by technology advancements, innovation and initiative by organizations such as NIFNEX and the MDBA, this gate is opened to SMEs.

Bio:

To engage Andrew Christopher to take a closer look at your business and assist you, contact Andrew from RFBE Consulting at 0419197558

 

Watch or Read the next Case Study :

CASE STUDY: SHOULD YOU TAKE ON A BUSINESS PARTNER?

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