Founded After Forty - The Workbook

FOUNDED HOW TO
START A
AFTER
40
BUSINESS
WHEN YOU
HAVEN’T
GOT TIME
TO WASTE
THE WORKBOOK
GLENDA
S H AW L E Y
Welcome
This workbook has been designed to be completed as you read Founded after 40: how to start a
business when you haven’t got time to waste. Once it’s finished you will have a business plan to
help you launch your new business. If you need to apply for finance you may need to produce a
formal business plan but all the information you need should be here.
Each business is different. Each business owner is different. This workbook is designed to give
you the flexibility to shape your business in a way that works for you. The exercises are intended
to get you thinking and to help you collate all your ideas and information in one place. The
workbook is organised in exactly the same way as the book.
There are some exercises that may not be pertinent to you, for example the staffing planning
activities will not be necessary if you intend to be the only person working in your business. Skip
those sections that are not relevant to your business idea but don’t skip things just because they
are difficult! If you would like some support join us in the Facebook group
https://www.facebook.com/groups/Foundedafter40/.
Completing this workbook will take time and effort. It should be something you refer back to
regularly not just in the planning phase but also when you have launched. Keep coming back to
it to monitor your progress. You may wish to update your answers to the exercises in the light of
real experience.
Good luck. I wish you every success with your business,
Glenda
P.S If you would like to print off copies of the summary pages of each chapter to use as a
checklist they are available on the website www.foundedafter40.co.uk.
Founded after 40 Workbook © Glenda M. Shawley 2017 1

Chapter 1: Before you start
The Johari Window
If you are struggling to connect with your ‘why’ then completing the Johari window could be a
good place to start. We don’t always take time to think about our personal skills, qualities etc.
You can’t do this exercise without some help. Ask someone who knows you well to write down
what they believe your skills and qualities are. Give them time and space to do that away from
you so that you get honest insights. Ideally get several people who know you well but in
different contexts, e.g. friends, family, colleagues, to write their views. You may be surprised at
the things they see that you have forgotten or don’t appreciate. Plot their answers in the top
right quadrant.
Meanwhile write down what you think about your qualities. In the top left quadrant put the
things that are obvious to you and those who know you, even those you’ve recently met.
Think hard about the qualities that you believe that you have but which you either choose to
hide or which others don’t appreciate, possibly because you’ve not been in a position to
demonstrate them. Maybe you know that you are courageous but if people only see you in an
everyday, safe environment how would they know that? Note these qualities in the bottom left
quadrant.
You may find the bottom right quadrant blank. These are the things that you discover when you
try new things. For example at this stage you may not know that you have all the skills to run a
business but in the months to come more of these will be revealed.
Take a look at your completed window; does it reveal strengths, passions, interests and qualities
that drive you? Are these relevant to your business idea? Would they give you a strong ‘why’?

Known to self Unknown to self
Open self: what do you know about yourself Blind self: what do others know about you
that is understood by others? that you haven’t recognised in yourself?
Time to ask family, friends and colleagues.
Known to others
Hidden self: what do you know about Unknown self: those qualities that neither
yourself that others don’t know? Perhaps we nor those who know us can see. There
things you don’t like to reveal. will always be some of these but sometimes
a personality or behavioural profile will
reveal surprises. Sometimes we learn from
trying out new experiences especially from
outside our comfort zone.
Unknown to others
Your Johari Window

What does success look like to you?
Take time to think what success looks like to you. I’ve suggested some measures you might wish
to consider but you may have others as well. When you’ve decided on your measure get specific
with what success looks like for you, and don’t forget to include a deadline.
You may wish to print two or three versions of this chart for your short-, medium- and long-term
goals or you may want to use the blank rows with different definitions and deadlines. The more
specific you are the easier it will be to plan the action necessary to deliver your success.
Measure of success Details Deadline

Example: People helped I have helped 1000 people to start a locally 31.12.18
based business on their own terms and to be
making their personal income goals.
People helped
Client achievements
Changes influenced
Contribution to society
Work-life balance
Money made

Building your vision of success
The following questions will help you to build your vision of success. The fruit juice in Waitrose
example in the book should inspire you, or perhaps your vision of success is what success brings.
So you might imagine yourself enjoying the results of your labours in a luxurious destination
you’ve only ever dreamed of visiting.
Remember, your vision of success is very personal to you but there is evidence that sharing the
vision makes it more real and increases the chances of you achieving it. It’s your decision but if
you want to share your vision come and do so at
What’s the date?
Where am I?
Who am I with?
What am I doing?
What can I see?
What can I hear?
What can I smell?
What can I taste?
What am I touching?
How do I feel?
Now close your eyes and build the image in your mind’s eye. Make it as real as you can. Make
sure that you can see yourself playing a full part in that image.
Perhaps you can create a collage that will give you a representation you can look at frequently to
remind you what you are trying to achieve.

Start with the end in mind
Do you intend to retire? YES/NO If so when?
What do you want to happen to your business when you retire?
 I’d like a member of my family to run it

 I’d like a member of staff/my team to take it over
 I will sell it for the best price I can get
 I will wind it down slowly and eventually close the business when I’ve had enough
 Other:
Do you intend to sell the business before retirement? YES/NO
If so when do you intend to sell?
How much do you want to sell it for at today’s values?
Now set yourself some milestones which will shape your business plan to achieve your ultimate
goal. For example, what assets will your business have when you come to sell? When will you
start training the person who is going to take over? What turnover/profit does your business
need to be making to achieve your desired selling price? How will you build to that figure?
Actions required to achieve my end goal, with deadlines…

Chapter 2: Is running a business right for me?
SWOT analysis
This grid will be useful for all kinds of decision. Please see the book for guidance.
Positive Negative
Strengths Weaknesses
Internal
Opportunities Threats
External

For and against
This is an additional decision-making tool which can give you a quick visual representation of
your thoughts. List the arguments for and against the decision in the appropriate columns and if
the decision is still tight give each item a score out of 10 to reflect how important a factor that
argument is. Add up the totals for and against to help arrive at your decision.
For Importance Against Importance

Scoring Grid
Please see the book for an example.
Criteria Options
v >
Total
Comparison Grid
This is an additional tool which will allow you to compare your options against the criteria that
matter to you, as shown in the example.
Example
Working in
Can design
to suit self
finance
Easy to
available
Low cost
raise
business
Saleable
Training
Flexible
Proven
a team
model
hours
asset
Franchise X X X ? ? X
Network X X X X ? X X
marketing
Existing business X ? ? ? X
From scratch ? X ? ?
Add your own assessment criteria to the template below:

Chapter 3: Some fundamentals of business
Business planning
Your business plan will need to address the following questions. Most are covered in the book
but you might want to jot a few notes here so that you can collate your answers into a business
plan.
Question Notes
What am I selling? Think in terms of solutions Chapter 3 & 6
to problems and the results your customers
can expect rather than products and services.
Products and services come later.
Who is my ideal customer? Chapter 3 & 6
How would my ideal customer recognise Chapter 6

their need for my services?
What alternative solutions might my ideal Chapter 6

customer consider?
Where would my ideal customer look to find Chapter 6

a solution to their problem?
How often would my ideal customer have a Chapter 6

desire for my product or service?
How much would my ideal customer be Chapter 6

prepared to pay?
Where will I source supplies? How long will it

take from order to delivery? How much will
they cost? What taxes or duties will be
payable?
How reliable are the sources of supply?

Where will I trade from? How much will that Chapter 7
cost? Are there any legal requirements
about trading from there that I need to
consider?
What other legislation might impact on my Chapter 5
business? How will I ensure that I comply?
Where can I get up-to-date advice?
How will my ideal customer find out about Chapter 10 & 11

my services (i.e. your marketing plan)?
How will I manage every aspect of my Chapter 12 & 13

business? Think about buying, selling,
marketing, finance, invoicing,
administration, service delivery, cleaning etc.
How will you find any help you need?
How will my business make money? Chapter 9
What’s my pricing strategy? Chapter 9
What seasonal variations should I expect in Chapter 9

the demand for my services?
What’s the time lag between me spending Chapter 9

money on supplies and receiving the cash
from sales?
What costs do I need to account for? How Chapter 9

much will they be and when are they
payable?
What is my break-even point? Chapter 9
What’s my ultimate aim for the business and Chapter 1

what are my short-, medium- and long-term
goals?

Chapter 4: Finding time for your business
Start by thinking when you would like to launch your business and then work back through the
milestones you need to reach in order to make that deadline. Who will hold you accountable? If
you don’t have anyone, do ask for some help in the Facebook group
https://www.facebook.com/groups/Foundedafter40/. You may need to revisit this table as you
work your way through the book.
Milestone Deadline Report to

27.3.17 Alison J.
Example: Launch membership site
Launch my business
Automating repeat tasks can save a lot of time. Note which tasks you will automate and keep
adding to the list as you find new ideas.
Task Automation tool

Example: Repeating invoices to retained clients Kashflow.com

Chapter 5: Legal considerations.
What trading status will you choose?
Option For Against

Sole trader
Partnership
Limited liability partnership
Limited company
Decision (which legal status have you chosen?)
What’s your next step?
What help do you need?
Who will you ask to help (if needed)?

Risk assessments
However small your business it is a legal requirement to conduct risk assessments and to share
them with those affected, e.g. your staff and associates. As your business grows you will need to
have these in writing. The following guidance is intended to get you thinking and completing
your first risk assessment form but for further information and examples please visit
http://www.hse.gov.uk/risk/index.htm.
Risk assessments involve identifying the risks, thinking about who could be harmed and how,
and implementing measures to avoid or minimise the risks.
Step 1: Identify potential hazards. Some ideas to start you off:
 Trips: trailing wires, rugs, flooring, low furniture, toys, stock, deliveries etc.
 Slips: shiny floors, wet floors, footwear, moss, algae etc.
 Falls from height: working on ladders, balancing to reach high items, walkways, stairs
etc.
 Manual handling: lifting and moving people, equipment, stock, furniture etc.
 Substances: e.g. cleaning materials, chemicals used in production or delivery of your
service
 Poorly designed work stations: incorrect layout of computers and seating
arrangements, repetitive tasks especially when workflow is badly designed
 Equipment: machinery, sharp parts, heat, wiring etc.
 Vehicles: including deliveries, driving, parking etc.
 Loan working: stranger danger, accidents etc.
Step 2: Decide who could be harmed:
 Yourself, staff and associates, visitors, suppliers and family members (especially if you
work from home)
 Pay special attention to vulnerable people e.g. children, old people, those with
disabilities and pregnant women or new mothers
Step 3: Calculate the degree of risk
 How likely is an accident to happen? E.g. if you are cutting glass every day you are likely
to get cut at some point
 How severe would an injury be? E.g. a papercut would be very minor but an injury from
a circular saw could be fatal
Step 4: Control or, better still, remove the risk
 What controls do you already have? e.g. hazardous chemicals kept in a locked cupboard
or out of reach of children
 What more could you do to protect yourself and others? Could you remove the risk
altogether?

What more could be done
Who could be harmed and What controls are in place Done/
What are the hazards? including removing the risk
how? currently? Review
altogether?
Example: One-to-one meetings with Myself, abduction, abuse or injury Meetings arranged in public spaces Check out person prior to meeting.
strangers and leave contact details with Arrange for a call during the
family members meeting to check all’s well
Founded after 40 Workbook

© Glenda M. Shawley 2017
15
Chapter 6: Understanding your target market
Finding your niche
Step 1: List all the types of customers who could be interested in your offer e.g. new mums, early
retirees, or if you are in the business-to-business market you might look at the size of business,
the sector or how established the business is.
Step 2: Try to find out how many of each type of customer there are in your area (your local
council might have data). If you can’t find this information you might have to do some research
of your own or categorise by ‘lots’, ‘a few’ etc.
Step 3: Identify other businesses that are targeting those customers and list them. You should
also include a question about other suppliers in your market research in case there are any you
don’t know about.
Step 4: Review the information collected in steps 1-3 to identify those customer types that
deserve further research. These will be the types of customer you would like to work with, where
there are enough of them in an area you can reach and where you can find space to compete
(see competitor research on page 20 of this workbook).
Potential customer types How Competitors for that type of Research

many? customer
Example B2C for a personal training 2,500 Virgin Active, Golds, Joe Bloggs Yes
studio: Mums with children starting
school next Sept.
Example B2B for a media training 50 Media Training is us, Random media Yes
company: PR and marketing both 20+ miles away. Nothing more
consultancies local.

Develop your ideal customer’s profile (consumer)
Use this page if you are selling to consumers or the next one if you are targeting businesses. You
want to develop as full a picture of your ideal target customer as possible.
Personal information Qualifications
Age, gender, marital status, children etc. etc.
Home Work
Where? Own or rent?
Hobbies and Passions and causes Other insights

interests

Develop your ideal customer’s profile (business)
When selling to other businesses it’s important to understand both the business and the people
who are responsible for purchasing what you offer.
Age & size of Nature of the Their customers

business business
Location Ownership &

decision
making
Values Marketing Other insights

What problems do you solve?
List all of the problems that your product or service could solve. This will allow you to
research who has, and wants to solve, these problems.
Example: Ideal client …
 Is not making enough money
 Doesn’t know how to attract new clients
 Isn’t converting enough leads into sales
What do I need to know about the demand for my offer?
What do I need to know? How will I find out?

Example: How often women buy a new party dress and Survey
how much they spend
Whether my ideal customer shops in my chosen area Survey and observation in the area
What people think of my designs Focus group

Competitor research
Competitor Strengths and weaknesses Customers, pricing etc.

Example: S: Lots of choice, cheap prices, frequent Women 18-25
National chain new stock Weekends and early evenings very busy
W: Poor customer service, quality not Pricing £15-£25 average for a dress
high, no exclusivity
S:
W:
S:
W:
S:
W:
S:
W:
S:
W:
S:
W:
S:
W:
S:
W:

Positioning map
Now that you have done your competitor research you need to identify where there is space for
your business to compete. Use the results of your research and the ideas below, plus your own,
to find your position in your marketplace.
You can see a completed example of a positioning map on page 89 of Founded After 40. Here
are some ideas for some of the axis points you might wish to consider for your own:
Service: Premium or self-service

Quality: High or low
Style: Fashion or classic
Price: High or low
Location: Centre or out of town
Opening hours: Open all hours or restricted opening
Market served: Professional or working class; mature or youth; male or female

Chapter 7: Your route to market
Premises checklist
Criteria Notes Checked

Is the space suitable
for my needs in the
foreseeable future?
Will I be able to access
the premises when I
need to?
What am I legally
entitled to do at the
premises? Will change
of use permission be
required?
Are there any
restrictive clauses in
the lease?
How easy is access/
parking for staff,
customers, deliveries?
What will I have to
budget for monthly,
quarterly, annually?
What other businesses
are located in the
building/area? How
established are they?
Do we have a similar
target market?
What other
infrastructure is there
locally e.g. parking,
cafés, sandwich shops?
Do my target
customers trade in the
area?
What developments
are planned locally?
How will these affect
my business?
What reputation does
the landlord have for
fixing issues,
supporting tenants
etc.?

Website planning
At this stage you need to think about the purpose of your website has in your route(s) to market.
You may want to revisit this document when you have worked through chapters 8, 10 and 11.
What is the purpose of my website? E.g. to back up other marketing, to be a primary source
of new leads, to sell etc.
What should the structure be? How many pages will I need? Do I need a part of the website
to be password protected?
What plug-ins do we need? E.g. booking diary, payment processor, shopping cart etc.
What legal information do we need to include? E.g. privacy policy, business address, cookie
policy etc.
What domain name(s) do we want to use? Are they available? NB Purchase the domain
names as soon as you have decided the ones you want to avoid losing them to someone else.
Which websites do I think work well?
Will I build my own or commission a developer? How will I keep the website up to date? This
will help you to decide on the platform.

Chapter 8: Developing your brand
This document allows you to collate in one place all the thoughts that will lead to the
development of your brand.
Our mission
Our vision
Our values
Our ideal customer is…
The benefits we can offer

our ideal customers are…
Our ideal customer will

choose us rather than a
competitor because...
We’d like people to see our

brand as…
Our tone of voice will be…

Which words represent your key values? Try to limit yourself to between four and six. If you
select more than that, go through the next exercise and then pick a maximum of six that mean
the most to you. You may wish to add some ideas of your own to those here.
Dependable Visionary Consistent Focused
Fun Learning Luxury Inclusive
Honest Challenging Nurturing Dynamic
Integrity Caring Clever Excellent
Reactive Inspiring Organised Courageous
Reliable Innovating Value driven Charitable
Spontaneous Astute Efficient Fair
Supportive Positive Different Easy
Elegant Curious Friendly Approachable
Fit Conscientious Confident Intellectual
Impactful Insightful Ethical Explorative
Professional Realistic Resilient Diverse

Define what your values mean to you.
Word Definition
Example:
Stimulating: we challenge people, including ourselves, to think differently and to try out new things
we support and encourage our clients and each other to grow
Supportive:
Defining your tone of voice
Now that you’ve defined your brand and its values you should think about the tone of voice you
will use in your written communications, presentations etc. You are looking for something that
will be consistent and in tune with your brand values. If fun is high on your values you don’t want
to use very serious language. Where along the following rating scales should your tone of voice
be?
Serious Fun
Formal Chatty
Aloof Warm
Straight Wacky
Respectful Irreverent

Now review a selection of blogs, articles, social media posts and marketing material. Which
did you like/not like? Why?
Choose a paragraph or two to illustrate the tone of voice you would like to adopt in your own
business. This may be writing of your own or someone else’s. Use this as a template for your
own writing and to brief a copywriter if you are going to use one.
Finally make a note of grammar rules which you will follow or break in your writing. Will you
follow the rules that your grammar checker proposes or take your own view of what is
acceptable? Take a look at what book contributor Lucy Pitts has to say on the subject
http://www.stroodcopy.co.uk/identifying-your-writing-style/.

Corporate identity brief
This form will be useful preparation before you ask a designer to come up with a logo etc.
Contact name
Business name
Address
Tel. No. Mobile no.
Email:
Website:
Work required: Use this space to brief the designer on the work you require, e.g. a logo and/or corporate
identity.
Nature of business: A brief overview of what you do.
Products and services: Expand the information about your business so that the designer has a comprehensive
understanding on which to base the design.

Target market: Who are your customers and prospects? Be as specific as possible. Are you selling to the
consumer or business market? High end or lower? Sector specific or broad ranging?
What makes you different? Explain what makes you different and why you should be your prospect’s first
choice.
Desired image: How do you want your customers and prospects to view you? Consider words like: professional,
exclusive, affordable, knowledgeable, expert, fun, contemporary, traditional, good value, understanding, warm etc.
Uses for your identity: Tell the designer about all the possible uses your identity will be put to, even if some of
them are a long way off. Think about letterheads, business cards, marketing materials, website, packaging,
PowerPoints, uniforms, shopfronts, vehicles, exhibition stands, handouts, books etc.
Other information: Use this space for anything else you want the designer to know, e.g. colours you would like
to include. Consider giving the designer examples of identities you like and those you hate. If you have some ideas
already you may wish to explain them here. You might wish to share your mission/objectives, vision and values
statements too.

Chapter 9: Making a profit
If you like pen and paper financial planning documents are included here, but if you prefer to
plan and monitor your finances on an Excel spreadsheet you can access documents via the
website www.foundedafter40.co.uk.
Cost analysis
Product- or service-related costs

What costs will you incur to make sales in your business? If you are selling products list all the
items needed to make and package your product, not forgetting time. If you are selling services
think about preparation time, resources etc.
What is required? Time needed Cost
Other regular costs

Item Monthly Quarterly & When due
costs annual costs
Rent/mortgage
Service charges/ maintenance and cleaning
Gas
Electric
Phone
Insurance
Other premises costs
Vehicle loan repayments/hire charges

Fuel
Parking
Insurance
Maintenance
Public transport
Other vehicle and transport costs

Item Monthly Quarterly & When due
costs annual costs
Equipment
Software
Professional fees
Marketing
Staff costs
Other costs
Have you estimated all regular and

one-off expenses that you are likely
to incur in your first year?

Budget
It can be tempting to spend money on things that seem a good idea for growing your business or
making your life easier but this can have a serious impact on your profits. Setting and sticking to
a budget will lead to more considered decision making.
Item Monthly Annual
Premises
Utilities
Salaries and staff and self-employed support

costs
Accountancy and book-keeping
Training including CPD
Marketing
Memberships
Professional fees including indemnity

insurance etc.
Travel and subsistence
Entertaining
Stationery
Equipment and furniture
Stationery
Software
Bank charges and interest payments

Income projections
How many different income streams will your business have? For example a marketing
consultant might earn from one-to-one consultancy, group training, agency fees, client retainer
fees etc. A jeweller may generate sales from a website, a shop, a trading site like Not On The
High Street or Etsy, from wholesale sales and from parties in people’s homes.
Think how many possible income streams your business has and how much you expect to earn
from each of these each year. Will there be any seasonal fluctuations? At what rate do you
expect your turnover to grow?
Income stream Expected monthly earnings Projected growth/seasonal

and other fluctuations
Training courses £2500 -£3000 Courses in months 2, 4, 6, 9, 11.
Expect to sell 10-12 places at £250
each.
Now you should have the figures that you need to plot your cash flow forecasts. If you intend to
raise finance you may need to do these for the first two or three years of trading.
There’s an example cash flow forecast in the book on page 128 and two more here, one for a
service business and one for a product business.

Cash flow examples
These examples are intended to help if you do not have experience of cash flow planning. They
are fictitious but should illustrate some of the things you will need to think about. If you want
more help join us in the Facebook group https://www.facebook.com/groups/Foundedafter40/.
Example 1: Marketing Consultant
Our consultant has recently been made redundant from a marketing agency and has decided
to go it alone. His contract with the agency prevented him from taking any clients with him
so he has to build his business from scratch. He has identified four income streams for his
first year:
 Regular clients on a monthly retainer
 2-hour consultation/coaching sessions with small business owners
 Marketing workshops with 10-12 attendees each paying £250
 An online course which he’ll launch in July and then run every three months
To keep costs down he will work from home and see clients on their own premises or in a
local hotel. He will have to pay the hotel for room hire and catering for his courses.
He plans on having a simple website built which he can maintain himself. He will use online
and offline networking to grow his contact list boosting his reach with paid online
advertising and a lead magnet. He will build relationships and understanding through regular
newsletters.
He has opened a business bank account with £10,000 of his redundancy money to give him
sufficient cash flow to survive his first year. See his forecast on page 43.
Example 2: Jewellery Studio
This forecast is for a jewellery designer-maker working from a gallery studio. She is in her
fourth year of trading and now has five income streams:
 Sales of her own work in the gallery
 Sales of work by other artists from the gallery. She keeps one third of the sales price
and pays the rest to the artists the month after their work sold
 Sales from her website
 Jewellery made to commission
 Sales via other retailers for which she will be paid the month after the item sold
She has ambitious plans to grow the business further and wants more retailers to stock her
designs so she is investing heavily in marketing including two big fairs.
Her sales are very reliant on a Christmas peak with additional upturns for Valentine’s Day
and Mother’s Day. This causes some cash flow difficulties for the business which she hasn’t
yet resolved. See her forecast on page 44.

Cash flow forecast year:
Month Month Month Month Month Month Month Month Month Month Month Month Total
Income
Source
Source
Source
Source
Source
Income Total
Expenditure
Salary
Wages
Rent
Gas
Electric
Maintenance
Stationery
Printing
Postage
Telephone
Motor
Travel
Marketing
Memberships
Data protect
Insurance
Raw mats
Packaging
Deliveries
Loan repay
Expense Total
Balance B/F
Income
Expenses
Balance
Example: Marketing consultant
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Total
Income
Retainers 350 350 1050 1050 1750 1750 1750 1750 2100 2100 3500 3500 21000
Consultations 450 450 900 1350 1800 1800 450 300 2250 1800 3000 1500 16050
Workshops 2500 3000 3300 3600 12400
Web course 3000 4500 7500
Income Total 800 800 4450 2400 3550 6550 5200 2060 7660 8400 10100 5000 56950
Expenditure
Salary 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 3000 30500
Wages
Rent
Gas 10 10 10 10 10 10 10 10 10 10 10 10 120
Electric 20 20 20 20 20 20 20 20 20 20 20 20 240
Maintenance
Stationery 100 50 50 50 50 300
Printing 350 150 150 300 150 400 1500
Postage 70 70
Telephone 50 50 50 50 50 50 50 50 50 50 50 50 600
Motor
Travel 20 20 20 20 20 20 20 20 20 20 20 20 240
Website 1500 20 20 20 20 20 20 20 20 20 20 20 1720
Networking 50 50 50 50 50 50 30 10 50 50 50 150 640
Online ads 50 50 100 100 100 300 100 100 300 150 50 50 1450
Memberships 400 200
Data protect 35 35
Insurance 20 20 20 20 20 20 20 20 420 20 20 20 640
Room hire 250 250 250 250 1000
Catering 10 10 275 30 30 300 10 10 325 30 350 10 1390
Loan repay
Expense 5115 3100 3315 3020 2820 3840 2830 2760 3540 2920 3740 3460 40460
Total
Balance B/F 10000 5685 3385 4520 3900 4630 7340 9710 9000 13110 18590 24950
Income 800 800 4450 2400 3550 6550 5200 2050 7650 8400 10100 5000
Expenses 5115 3100 3315 3020 2820 3840 2830 2760 3540 2920 3740 3460
Balance 5685 3385 4520 3900 4630 7340 9710 9000 13110 18590 24950 26490

Example 2 Jewellery Studio
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Total
Income
Gallery own 3000 4800 4000 1200 1200 2000 2000 1400 1500 1500 3000 8000 33600
Gallery other 10000 15000 15000 10000 10000 10000 10000 10000 10000 10000 10000 30000 150000
Website 300 1500 1500 200 200 300 300 200 200 200 600 2900 8400
Commissions 300 800 500 300 300 300 300 300 500 500 500 300 4900
Via retailers 3000 500 1500 1500 500 500 500 800 1000 600 600 1000 12000
Income Total 16600 22600 22500 13200 12200 13100 13100 12700 13200 12800 14700 42200 208900
Expenditure
Salary 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 30000
Wages 1000 2000 1100 1000 1000 1000 1100 1500 2200 1100 1500 2000 16500
Rent & rates 1300 1300 1300 1300 1300 1300 1300 1300 1300 1300 1300 1300 15600
Gas 50 50 50 50 50 50 50 50 50 50 50 50 600
Electric 100 100 100 100 100 100 100 100 100 100 100 100 1200
Water 100 100 100 100 100 100 100 100 100 100 100 100 1200
Cleaning 100 100 100 100 100 100 100 100 100 100 100 100 1200
Stationery 100 100 100 100 100 100 100 100 100 100 100 100 1200
Printing 200 200 200 200 400 1200
Postage 50 50 50 50 50 50 50 50 50 50 50 150 700
Telephone 100 100 100 100 100 100 100 100 100 100 100 100 1200
Brochures 500 500 1000
Website 400 400
Trade fairs 3000 3000 6000
Advertising 500 500 500 500 500 500 500 500 700 700 700 500 6600
Memberships
Data protect 35 35
Insurance 120 120 120 120 120 120 120 120 120 120 120 120 1440
Raw mats 1000 1000 1000 1000 1000 1000 1000 1000 3000 3000 2000 1200 17200
Packaging 500 500 500 1000 2500
Designers 20000 6600 10000 10000 6600 6600 6600 6600 6600 6600 6600 6600 99400
Loan repay 200 200 200 200 200 200 200 200 200 200 200 200 2400
Expense 31820 14820 17320 17920 13855 13820 14620 17320 17720 17320 15920 16220 206375
Total
Balance B/F 24000 8780 16560 21740 17020 15385 14645 13125 8505 3985 535 1755
Income 16600 22600 22500 13200 12200 13100 13100 12700 13200 12800 14700 42200
Expenses 31820 14820 17320 17920 13855 13820 14620 17320 17720 17320 15920 16220
Balance 8780 16560 21740 17020 15385 14645 13125 8505 3985 535 1755 24225

Survival budget
Complete this exercise to work out the minimum your business needs to make each month.
Step 1: How much do you need to live on?

Unless your business is a secondary income you will need to earn enough money to pay your
domestic bills. How much are your monthly outgoings?
Item Monthly expenditure

Rent/mortgage
Council tax
Water rates
Insurance
Gas/Electric
Phones
Food
Motor/Travel
Clothing
Entertainment
Pension contributions
Loan/debt repayments
Other
TOTAL
What, if any, income do you have from other sources e.g. pension? £ per month
Deduct your other income from the total monthly expenses to work out how much you need
to earn from your business just to survive.
Total living expenses £ __ minus other income £ =£ earnings required
Step 2. Work out your business’s fixed costs (i.e. those costs you have to pay whether or
not you are making or selling anything).
Item Monthly expenditure

Rent
Business rates
Water rates
Insurance
Phone rental
Loan repayments
Other
TOTAL
Total required to cover fixed costs = £
Add the figures from step 1 and step 2 together to work out your minimum monthly
required earnings.
Step 1 £ + Step 2 £ =£ minimum
earnings required

Start-up finance projections
How much money will you need to start your business?
You should now have a list of all the costs associated with your business. Which items will
you need to invest in before your business is making sufficient money to pay for them? You
will need to ensure that you have sufficient cash available to cover these expenses. Use this
table to decide what you absolutely must have and how much money you need to get
started.
Type of expenditure Item Amount required

£
Premises: deposits and
advance payments
Equipment and furniture
Insurance
Computer software,
licences etc.
Stationery including
business cards and
marketing material
Phone etc.
Stock and raw materials
Packaging
Trading fees
Living expenses
Cash flow (how much cash

will you need access to trade
for the first few months?)
Start-up finance required

Chapter 10: Putting your customer at the heart of your business
Awareness
Step 1: How does your ideal customer see their problem?
Question Answer
What’s the problem I solve for my ideal
customer?
How does my ideal customer define that

problem?
Does my ideal customer understand that

what I do is a potential solution to their
problem?
YES / NO
How and where will my prospect look for a

solution to their problem?
What will they type into an internet

search?

What are the best ways to raise awareness with my ideal customer?
Step 2: Your next step is to list all the different methods that could work with your ideal
prospect. Don’t start evaluating until you have run out of ideas. I’ve given you some to get
you started:
Possible methods Top 3

Our website
Social media: LinkedIn; Facebook; Twitter; Instagram; Snapchat; Pinterest etc.
YouTube, Vimeo etc.
Press/media articles
Networking
Listing sites/ directories
Advertising
Signage (premises and vehicles)
Shopfront
Joint ventures
Sponsorship
Referrals

Step 3: Once you have your list of options you can decide which will work best in raising
awareness with your ideal customer; you may need to refer back to your research at this
time. Decide which three will be your primary focus.
It’s tempting to tick all possibilities but that will

Think: How will my ideal leave you spreading yourself, and possibly your
customer look for a solution budget, too thin. Start with the three that are
to her problems? most likely to reach your target, you can always
add more later. Each social media channel
counts as one of your three options.
Interest
Step 4: See things from your ideal customer’s perspective…
What is the ‘pain’ your ideal customer is feeling? What’s the language s/he would use to
describe it?
How does that ‘pain’ make them feel? What is it stopping them from doing? What impact is
that ‘pain’ having on other elements of their life or business?
How would solving that ‘pain’ make them feel? What difference would it make in their
life/business?

Step 5: Your next step is to think which tools you will use to generate interest. These may or
may not be the same tools as you used to create awareness. For example you may have
used social media to raise awareness and then directed prospects to your website to
generate interest.
Do the same exercise as you did in generating interest. Think about all the tools you could
use. Remember when you are trying to get interest your prospect needs to recognise that
you really understand their problem and have a solution, so you may need a vehicle that
allows you more words e.g. a website or blog. I’ve given you some ideas but you may have
others…
Possible methods Top 3

A brochure
Our website
Blog
YouTube, Vimeo etc.
Press/media articles
Networking / one to ones
Talks
Shop window / product display
Newsletter
Customer referrals
Promotional offers
Step 6: Now pick your top three. As with raising awareness, you want to choose three things
that will be effective and which you will be able to manage consistently.

Evaluation
Unless your offer is an impulse buy, your prospects are likely to take time to evaluate your
offer against a number of criteria. Some of these will be critical to their decision, others may
be peripheral. Your challenge is to identify what these factors are and think how you can
make it easy for your prospect to find the information/evidence that they need to make a
decision.
Step 7: Let’s start by identifying the factors. I’ve started you off but expand on the headings
I’ve given to think about what is really important to your prospects. For example for location
how important is it that your location is accessible by public transport? Is parking a
consideration? Will proximity to other services be relevant?
Evaluation factor Critical? Information/evidence

Example:
Opening hours: my clients are busy Yes Website and marketing material need to show that I work
running their own businesses and flexibly and allow clients to book appointments outside of
need appointments that work ‘normal’ office hours. I need to refer to this option when I
around their schedule make my pitch at networking events. Online diary needs
to include a range of appointment times including
evenings and weekends.
Location
Opening hours
Appointments/booking
Expected results
Quality
Environment

Price
Value
Chemistry
Product/Service
Delivery
Step 8: When you have identified all of the factors that your prospect will be evaluating you
on, go back and tick those that will be critical to their decision.

Step 9: Now think how you can supply the information or evidence that will be a positive
influence on your prospect. Note your ideas in the right-hand column. For example if price is
a critical factor you might publish price and value comparison data. If location is key you
might include access and parking information together with a map or street view on your
website.
Here are some ideas you may wish to incorporate:
 Product samples
 Demonstrations
 Discovery calls
 Trial sessions
 Home visits
 Case studies including results obtained
 Money-back guarantees
 Fitting rooms
 Job specifications, quotations and estimates
 Test ‘drives’
 Testimonials
 Before and after pictures

Purchase
So now your ideal customer has decided to buy it’s vital that the buying process goes
smoothly. Don’t leave it to chance, plan for it now. Again I’ve given some ideas of things to
consider but you may need to add things that are specific to your business.
Step 10: Map your buying process
 How will we collect and store vital information e.g. customer contact details,
personal requirements etc.?
 Does our customer need to sign a contract or agreement? If so how will we make
sure that they understand what they are signing for and what protections are in
place for us and them?
 Do we need a deposit? If so how much, how does it need to be paid and under what
circumstances would it be repaid or forfeited? Where will it be kept?
 When is the balance or further payment due and how will it be collected? How will
we invoice to ensure prompt payment?
 What payment options does our customer have? E.g. cash, credit, BACS transfer etc.

 If there are optional elements to the service how do we ensure that the customer’s
choices are recorded and communicated to those who need to know?
 How do we allocate the time and resources required to fulfil the customer’s
contract? For example if a customer has booked your vintage car for her wedding
how will you ensure that it can’t be double booked? How do we ensure that
sufficient time is allocated to each client, including preparation and follow up?
 What’s the process for confirming bookings, venues, phone calls etc.? Will we have a
reminder system to avoid no shows?
 How will we pack items to ensure safe delivery? Will we use a courier or post? How
will we insure against loss or damage? How will we deal with non-delivery or
breakages?

Step 11: List all the touch points in your customer’s buying experience
Your customer’s experience will be vital to gaining repeat business and recommendations so
think about all the touch points or factors that will impact on that experience (refer to the
restaurant example in the book). List everything that will be part of the experience.
Touch point Moment of Responsibility/process

truth?
Example: VA to ensure that diary shows
Booking appointment in online diary Yes appointments are available for at least
the next 3 months

Step 12: Which elements are critical?
If the food served in a restaurant was really bad you probably wouldn’t go back no matter
how good everything else was. This is a moment of truth, an element of the experience
which is critical to future success.
Review all the touch points you have listed in your customer’s experience and identify those
that are critical to repeat business or recommendations in column 2.
Step 13: Plan for consistent performance
Starting with the critical elements, work out how you will
ensure consistently good standards of performance, who
will be responsible for implementation and how you will Think who might be involved
monitor that standards are maintained. in your customer’s
experience. For example do
When you have completed this for the critical elements you rely on external
perform a similar exercise for all of the suppliers?
touch points.
Record your plans in column 3.

Reflection & relationship building
Step 14: How will you gather feedback?
Feedback from our customers allows us to make improvements where necessary and build
on successes by sharing testimonials etc. But people do not routinely volunteer feedback so
you will need to think how you will monitor your customers’ experiences. Add your own
ideas to those given here. Remember that a survey conducted by a third party or
anonymously may encourage more open feedback.
Feedback mechanism When? Who by?

Example: Send Survey Monkey evaluation Virtual Assistant
Evaluation forms forms after each event, training
activity or on project completion
Evaluation forms
Rating sites e.g. Trustpilot,

TripAdvisor etc.
Rating scale
Mystery shopping
Survey form sent out some

time after purchase
Telephone survey

Step 14: How will you maintain and build on the relationships you have with your happy
customers?
Your happy customers should become one of your best sources of future business, but to
achieve this you will need to design a process that maintains relationships and encourages
recommendations and referrals. Here are some ideas for you to develop and add your own.
For each idea describe the action that you will take. Remember that even happy customers
are likely to forget about you in 90 days if you don’t maintain contact.
Idea Action
Example: Send a thank you letter or email for every
Referral incentives/rewards referral, if the referral becomes a customer send
a store voucher (amount to reflect size of
contract)
Newsletters/ emails
Customer events
Customer only offers
Refer a friend offers
Referral incentives/rewards
Collect video testimonials
Thank you letters/cards/gesture
Follow up calls

Step 15: Pull it all together in a customer journey map
Mapping your customer’s journey through the five stages of the buying process will ensure
that you have a joined-up plan which is easy to implement, share with those who help you
and monitor. Use the example in the book (page 156) to help you.
Awareness Interest Evaluation Purchase Reflection/
Relationship
building
‘Customer’ Never heard of I might want what You’re on the You’ve got my Either:
viewpoint you! you offer but do I shortlist so prove money now earn it That was great
want it from you? that you can how do I get more
deliver what I of it
want/need Or:
That was
disappointing (or
worse) and I’m
going to tell
everyone to avoid
you!
Marketing
and sales
activity and
information
Process to
be
completed
Touch
points/
Moments of
truth
Who is
involved and
what are
they
responsible
for?

Chapter 11: Promoting your business
Crafting your message template and AIDCA planning tool

Use this template to craft any marketing message whether it be a directory entry, an
advertisement, a web page or any other marketing.
What are you selling?
Choose one thing; trying to sell more than

one item per communication confuses and
dilutes the message.
Who are your target customers?
The more precise you can be the easier it is to

craft your message in a way that enables your
target to recognise themselves. This may be
your regular target market or a segment of it.
What problem does your offer solve for your

target customers?
Try to identify as many symptoms as you can

so you can really make your target identify
with their problem.
What are their pain points?
How does the problem make them feel? List

as many pain points as you can think of.
How does your offer solve all those

problems/pain points?
Describe how your solution works but also

what your prospect will feel or be able to do
when the problem is removed.
How does your offer beat the competition?
Why should your target choose your offer

above a competitor’s?
What possible objections might your

prospect have?
What’s the internal conversation that your

prospect is having to talk themselves out of
spending the money?

How can you counter those objections?
Don’t ignore or belittle objections but explain

how you can deal with them.
How can you remove the risk from a

purchase (e.g. what guarantees will you
offer)?
What action do you want a prospect to

take?
Just one action: phone visit, order, email etc.

(You will probably want to include more than
one means to contact you but you want just
one call to action.)
Attention
How will you get your prospect’s attention? A

headline that raises curiosity, identifies your
target market and the problem you want to
solve. An eye-catching image.
Interest
Your prospect is thinking, ‘What’s in it for

me?’ Tell them.
Desire
Rub a bit of salt in the wound so your

prospect wants to solve their problem. Turn
up the persuasion, arouse their senses.
Conviction
Testimonials, guarantees etc. to help your

prospect to feel confident that you will
deliver.
Action
A call to action is vital. Don’t be passive, use

action verbs. Call, Email, Visit, Buy… Inject
some urgency and stick to one instruction.

Marketing plan
You will have identified your regular marketing activities when completing your customer
journey map. Now it’s time to get down to some specific planning for the year. Think in terms
of the three Ms:
 Medium: where will you promote your business this month?
 Message: what’s your key message this month?
 Measure: how will you measure your performance?
Month Objectives Activities/ theme

Example: To sell 50 places on my membership site Theme: 5 key stages to growing a business
March Activities: Talk at networking group; Blog article;
webinar
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.

Chapter 12: Getting help
Activity list
Take a look at all the tasks listed in the book and list those that are relevant to your business.
Add any others that are specific to you. Then decide which tasks you find easy or enjoy and
which you find difficult or dislike. The chances are you will want to bring in help for the tasks
you dislike or don’t enjoy so identify those in the third column. Now you can think about how
you will get the help you need either by paying someone to do it for you or perhaps by
trading services. If you already know someone who might be suitable note their name in
column 3 but if not, you’ll know who to look out for when networking.
Task Easy or hard Get help

Recruitment checklist
Task Deadline Done

Decide what the job is, how many hours are required etc. Complete the
job description.
Research comparable jobs, rates of pay etc. to determine your pay
range.
Decide what skills, knowledge, experience and qualifications are
necessary to do the job, taking care not to be unreasonably
discriminatory. Which of these are essential and which desirable?
Complete the person specification.
Identify the best way to test candidates on the elements of the person
specification, e.g. application form, interview, assessment test etc.
Design your recruitment process. Do you want an application by phone,
C.V. or application form? How will you shortlist applicants? Who will be
involved in the selection process? Will you take up references before or
after interviews? What assessment tests will you use? What questions
will you ask?
Decide how you will advertise your vacancy: e.g. online, job listing sites,
an agency or headhunting.
Draw up your advertisement so that suitable people will apply and those
without essential qualifications will not waste your time. Set a deadline.
Pre-screen applications to draw up your shortlist. Take care to be fair
and non-discriminatory.
Invite short-listed candidates to the next stage of the process.
Arrange a suitable space for interviews and tests and cover for your
phone answering etc.
Check that candidates are who they say they are and are legally allowed
to work for you.
Apply your selection tests even-handedly to all candidates and take
notes of their responses.
Evaluate candidates against your selection criteria.
Take up references for candidates you may wish to offer the job to.
Make the job offer and confirm in writing, including key conditions.
Arrange start date and induction training.
Source any equipment and provide working space for your new
employee.
Develop staff handbook or other contract details.
Book progress review meetings.

Job description template
Job Description
Job Title
Hours
Reporting to
Direct Reports
Liaises with
Last update
Overall purpose
Duties and responsibilities

Person specification template
Person Specification
Job:
Candidate:
Attributes Essential/Desirable Assessment method Met?
Qualifications
Experience
Skills
Knowledge
Personal qualities

Chapter 13: Managing the business
Management checklist
Task Procedure Done

Example: Website Renew domain name every 2 years in October and
hosting annually in October
Check website is working daily and check content
is up to date and all links working on the first
Friday of every month.
Customer service delivery: do you need
to add anything in addition to your
customer journey map?
Sales and marketing: link to your
customer journey map and note how
you will keep your website and
marketing materials up to date.
Administration: list all the activities that
need doing, their frequency and any
deadlines.
Purchasing: think about raw materials,
packaging, stationery, equipment and
coffee!
Financial control: include invoicing,
paying bills, paying in money, bank
reconciliation, cost and credit control,
cash flow management, forecasting,
analysis.
Research and development: this might
include developing new products or
services, customer satisfaction
measurement, competitor analysis and
new opportunities.
Logistics including premises, vehicle and
equipment maintenance.
Information technology: think anti-virus,

data protection, backup systems,
software updates, computer crashes,
mobile phones and tablets
Statutory obligations: how will you stay
up to date with the law as it affects your
business? Revisit chapter 5 to see which
areas of the law you most need to think
about. Also consider tax, company
returns etc.
Staffing: how will you manage and
inspire them, how will you review
performance? See chapter 12 for more
information.

Insurance renewals
Software renewals
Tax returns
Membership renewals
Contract renewals
Vehicle and equipment servicing
Domain name and webhosting renewals
Companies House returns
Car tax
Licences

File management and organisation
Topic Filing notes

How and where will you file these records? How will
you keep them secure and how long will you keep
them? What categorisation system will you use e.g.
alphabetical ,date order etc.
Example: Customer records Computer records filed alphabetically under clients in
password protected area. Paper records filed
alphabetically in locked fling cabinet. All records
reviewed/ updated annually in December and those no
longer required destroyed securely.
Customer records
Finance and tax records
Equipment manuals and maintenance

records
Health and safety, insurance and other legal

records
Staff records including training,

development, employment history etc.

Business environment checklist
Area Checking for… Frequency Done

Example: Displays Displays are tidy and clean, items First thing every
are still in stock, prices are correct morning
Workstation(s)
Toilets
Kitchen
Reception/ Waiting room
Storage area
Windows and mirrors
Furniture and flooring
Equipment
Website/wifi
Displays and notices

Performance tracking template
Complete your income and expenditure totals for each month and note anything which
might have been responsible for a significant upturn or downturn.
You can find more performance tracking spreadsheets in the Facebook group
Month Income Expenditure Profit Notes
Total

Chapter 14: Launching the business
Target start date
Where are you going to share this date? (Remember, going public will help to keep you on
track!) Think social media, networking, email subscribers, friends and family
Who will hold you accountable?
Your soft launch
What do you want to

achieve? E.g. test systems,
gather testimonials etc.
How many customers are you

aiming for during the soft
launch?
What kind of customers do

you want to come to your
soft launch?
How will you find these

people? E.g. asking friends
and family for referrals,
inviting fellow networkers
etc.

Your launch guest list
Think who you would like to have on your launch guest list. Ideally you want to send a
personal invitation to a named person rather than a generic email e.g. to
journalist@localnews. Try to identify people who would influence those in your target market
or those whose endorsement would encourage others to give you a try.
Your guest list Name Contact details
Journalists, influential
bloggers and media
representatives
Sponsors and backers
Local business organisations
Local ‘celebrities’ and

influencers
Your ideal customers
Your network
Friends and family
Staff, advisers and

supporters and their friends
and family
Other

Event planning brief
Use this tool to clarify your thoughts before briefing your events planner. You may find that
your chosen planner will have a form that they would like you to fill in, in which case this
information should help. It will also be useful to help with any preliminary discussions that
you have with potential professionals.
What is your aim for the event?

e.g. to introduce your business to potential customers;
to generate press coverage; to make £x in sales
What’s the date you have in mind?

How flexible can you be? Are there any key people who
need to be available on your chosen date?
Do you have a location in mind or booked?

If so what’s the address? Will you be using your own
premises?
What’s your vision for the event?

E.g. do you want wild and wacky or elegant and
sophisticated? Remember to be consistent with your
brand values.
Explain your brand values so that the event

will be congruent with them.
What ideas do you have for the event? Are

there any must haves or must nots?
What do you want your event planner to be

responsible for?
Will you want your professional to take full
responsibility including inviting guests or are there
aspects you will take care of? Do you have any
suppliers you particularly want to use? Think about
booking the venue, drinks, catering, entertainment,
equipment hire including audio visual if relevant,
serving and clearing up, managing invitations,
reception, programme planning etc. Will you need an
MC?
What is your budget? Does this include

VAT?

Contingency planning
Clearly you will be hoping that detailed planning will ensure that your event goes smoothly
but thinking about what could go wrong and how you will deal with it will help you to
manage the situation effectively and avoid negative publicity. If you’ve ever watched Kitchen
Nightmares you will know all about things like chaos in the kitchen on relaunch night!
What could go wrong? How can you fix it?
Example: The caterers might have the wrong date Confirm arrangements 24/48 hours beforehand. Have
the number of a pizza delivery company in case of a
last minute problem.
Premises and equipment
Catering
Key personnel
Programme and entertainment
Other

How will you promote the business at the launch?
Give yourself plenty of time to plan your launch event. Think about how you will showcase
your business to your guests and what you want them to take away from the event. Break
each aspect down into all the stages that will result in a successful completion, decide who
needs to be involved in each activity and set a deadline by which that task must be done.
Mark tasks as done when they are complete and take action when there is a danger of
something or someone falling behind.
What? Preparation required Who needs to be Deadline Done
involved?
Demonstration/
testing/sampling
Presentation or
talk
Tour
Marketing
material/website
Samples for
goody bag
Other

Your launch talk
How will you open your talk?
What do you want people to do when they have heard your talk?
What are the key messages that you want to convey?
What stories would be entertaining for your audience?
Who do you want to thank?
How will you finish your talk?

Chapter 15: What next?
Finding ways to improve
Every business can find ways to improve so take a look at where a few tweaks could make a
difference in your business. Look at your systems and processes and your customer journey
map for ideas. You may want to think about service delivery, marketing returns, cash flow or
something else. Limit yourself to no more than five things that you are going to work on in
the short term, you may even choose just one. Make this kind of review something you do on
a regular basis.
Step 1: decide what you want to improve
Step 2: Identify the actions you will take to bring about an improvement
Step 3: Note a measure of performance against which you can manage progress
Step 4: Compare performance at a date you set in the future
What needs What action will you Starting measure Progress review
improving? take?
Example: average sale Create a premium price Average sale £250 3 months
value offer and a follow-up Later average sale £315
service

Congratulations on coming so far.
Good luck!
I hope that Founded After 40 and this workbook have

been helpful as you start your new business journey.
If you need any more assistance along the way do

get in touch at
glenda.shawley@thetrainingpack.co.uk or call me
on 020 8991 2767. Take a look at the services on
offer on my website, www.thetrainingpack.co.uk.
You may find some of the free resources helpful,
especially the start-up checklist.
I will be launching a start-up course online

shortly and a membership site to support your
ongoing business journey is coming soon. I’ll
post details in our Facebook group
Do share your progress in the Facebook group.
Glenda M. Shawley
The Training Pack
96 Brunswick Road
Ealing, London, W5 1AE
T: 020 8991 2767
E: glenda.shawley@thetrainingpack.co.uk
W: www.thetrainingpack.co.uk

Founded After Forty - The Workbook

Încărcat de

Informații document

Titlu original

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

Founded After Forty - The Workbook

Încărcat de

Drepturi de autor:

Formate disponibile

FOUNDED HOW TO

Good luck. I wish you every success with your business,

Founded after 40 Workbook © Glenda M. Shawley 2017 1

The Johari Window

Founded after 40 Workbook © Glenda M. Shawley 2017 2

Your Johari Window

Founded after 40 Workbook © Glenda M. Shawley 2017 3

Measure of success Details Deadline

Founded after 40 Workbook © Glenda M. Shawley 2017 4

What’s the date?

What can I see?

What can I hear?

What can I smell?

What can I taste?

Founded after 40 Workbook © Glenda M. Shawley 2017 5

Do you intend to retire? YES/NO If so when?

What do you want to happen to your business when you retire?

 I’d like a member of my family to run it

Do you intend to sell the business before retirement? YES/NO

If so when do you intend to sell?

How much do you want to sell it for at today’s values?

Actions required to achieve my end goal, with deadlines…

Founded after 40 Workbook © Glenda M. Shawley 2017 6

Founded after 40 Workbook © Glenda M. Shawley 2017 7

For Importance Against Importance

Founded after 40 Workbook © Glenda M. Shawley 2017 8

Please see the book for an example.

Add your own assessment criteria to the template below:

Founded after 40 Workbook © Glenda M. Shawley 2017 9

How would my ideal customer recognise Chapter 6

What alternative solutions might my ideal Chapter 6

Where would my ideal customer look to find Chapter 6

How often would my ideal customer have a Chapter 6

How much would my ideal customer be Chapter 6

Where will I source supplies? How long will it

Founded after 40 Workbook © Glenda M. Shawley 2017 10

How will my ideal customer find out about Chapter 10 & 11

How will I manage every aspect of my Chapter 12 & 13

What’s my pricing strategy? Chapter 9

What seasonal variations should I expect in Chapter 9

What’s the time lag between me spending Chapter 9

What costs do I need to account for? How Chapter 9

What is my break-even point? Chapter 9

What’s my ultimate aim for the business and Chapter 1

Founded after 40 Workbook © Glenda M. Shawley 2017 11

Milestone Deadline Report to

Task Automation tool

Founded after 40 Workbook © Glenda M. Shawley 2017 12

What trading status will you choose?

Option For Against

Limited liability partnership

Decision (which legal status have you chosen?)

What’s your next step?

What help do you need?

Who will you ask to help (if needed)?

Founded after 40 Workbook © Glenda M. Shawley 2017 13

Step 1: Identify potential hazards. Some ideas to start you off:

Step 2: Decide who could be harmed:

Step 3: Calculate the degree of risk

Step 4: Control or, better still, remove the risk

Founded after 40 Workbook © Glenda M. Shawley 2017 14

Founded after 40 Workbook

Finding your niche