Tuesday, 20 October 2015

10 Steps to plan Your Business Development Training Course


Having skilled people working for you is essential to continually develop & grow your business. Please read this blog to see how easy it can be to design your Business Development Course in 10 easy steps incuding the use of the Healdi Bespoke Training Items Menu which allows you to 'Mix & Match' items to create a training course specifically to meet your needs.

I look forward to hearing from you.

Paul Clayton is business management & training consultant specialising in business development, creating high performance cultures and helping businesses to grow by improving strategic Sales & Marketing planning, Customer Experience Management (CEM) and communication.

Call Paul on +44 (0) 1529 513476 or email paul@healdi.co.uk to arrange a no cost no obligation telephone/Skype consultation on the development and growth of your company.


Tuesday, 3 June 2014

What is your competition doing?

When was the last time you carried out a SWOT analysis on your own business? Equally important when was the last time you did one on your main competitors? 

If the answer is within the last 12 months what did you learn and what actions are you going to take?

If the answer is more than 12 months or 'never' then how do you know how to position yourself in the market?

12 months is a long time in business and certainly in the UK the last 12 months has seen significant change as the economy moves ahead. Competitors which perhaps weren't around prior to the recession have grown and are looking to expand while existing competitors may have changed their strategies to gear up for growth.

A “SWOT” analysis – that’s strengths, weaknesses, opportunities & threats - should be done on your own business and also on your competitors to identify how you can emphasise your strengths against their perceived weaknesses & vice versa. It is not just about today, rather it is about the future and the analysis should take into account new developments and challenges in your industry and sector. Businesses that constantly monitor changes and react to them are the ones that will grow and thrive in the markets of today and tomorrow. Burying your head in the sand and thinking that nothing has changed is a recipe for disaster.   

Paul Clayton is business management & training consultancy specialising in business growth, strategic Sales & Marketing planning and Customer Experience Management (CEM).

www.healdi.co.uk                  t: 0845 3081377

Wednesday, 14 August 2013

To become the No1 in the market a business has to act and think like the No1.

To become the No1 in the market a business has to act and think like the No1. 

The greater danger for us lies not in setting our aim too high and falling short; but setting our aim too low, and achieving our mark. Michelangelo 

In business we often limit our success by our own inhibitions. Unless sales strategies are developed which take into account the companies goals and aspirations, together with the size of the market, instead of relying on its historical performance, which set sales targets of +/- X%, a businesses will never achieve its true potential.

Sales targets should be seen as the minimum acceptable level of performance and salespeople should be remunerated, rewarded and incentivised for achievements over and above target, why else would a salesperson over achieve, especially when the company sets targets on an historical basis?

Many sales strategists will tell businesses to profile their best performing customers and then target more of the same. Yes, this strategy will improve the business performance however unless it is already dealing with the leading businesses/organisations in the target sector it cannot achieve its potential. 

Paul Clayton is business management & training consultanct specialising in business growth, strategic Sales & Marketing planning and Customer Experience Management (CEM).

www.healdi.co.uk                  t: 0845 3081377