Innovation & Enterprise

Innovation & Enterprise

Module Aims: • There is a particular awareness that those working in the creative and cultural industries are likely to be sole-traders/freelance, part of a SME, or have a creative role in a larger organisation. The module is primarily geared towards developing the core business skills and formalising their creative processes into viable business developments. The module helps develop skills that support the forging ideas and turning them into reality, branding and marketing, applying creativity, identifying funding streams/mechanisms, and research and problem solving skills.

Assignments • The first assessment requires students to demonstrate their understanding of key business principles in the creative sector. Students are required to investigate and analyse a range of creative businesses on the international stage and provide a reasoned evaluation of the success and failure factors associated with particular innovations. (2000 words or equivalent). • The second assignment requires students to develop their own creative industry idea or innovation and follow the correct processes to prove the concept has validity in the market place. This should take the form of a properly developed proposal, considering factors such as potential market share, risk analysis, sales and marketing plan, etc. (2000 words or equivalent).

Bibliography: Essential reading: • Drucker, P. (2007). Innovation and Entrepreneurship, 2nd revised edition. Butterworth-Heinemann. Other indicative reading: • Clegg, B. & Birtch, P. (2007). Instant creativity: simple techniques to ignite innovation & • problem solving. Kogan Page Limited. • Deakins, D. & Freel, M. (2009). Entrepreneurship and Small Firms, 5th edition. McGraw-Hill Higher Education. • Fraser, M. and Dutta, S. (2008). Throwing sheep in the boardroom : how online social networking will transform your life, work and world. • Wiley. Henry, C. (2007). Entrepreneurship in the Creative Industries: An International Perspective. Edward Elgar Publishing Ltd. • Kelley, T. (2008). The Ten Faces of Innovation: Strategies for Heightening Creativity. Profile Books. • Townley, B. & Beech, N. (eds.) (2009). Managing Creativity: Exploring the Paradox. Cambridge University Press. • Business in You, http://businessinyou.bis.gov.uk/ • Business Link, http://www.businesslink.gov.uk • Start-up Britain, http://www.startupbritain.org/

The creative start-up process

References & Acknowledgements Good Luck Learn from Experience of Others Grow your business Legal & Financial Advice Useful Contacts Mentor Running your Business Entrepreneurship Networking Pros & Cons Vision for your Business Who Needs to Know? Finances Naming your Practice What is a Business Plan? Sales & Marketing FINAL DESTINATION MAKING A START Practice Arrangements BUSINESS PLAN Executive Summary BUSINESS STRUCTURE Trading Arrangements Why you need Marketing The 7 Ps of Marketing MARKETING What is Marketing? Raising Finance FINANCE SCOPE OF PROFESSIONAL PRACTICE PREMISES & EQUIPMENT Which Premises? Managing Finance Viewing Premises Buy or Lease? Working from Home Financial Forecasts Disability Access & Considerations Insurance Planning Permission & Building Regulations Equipment Needs START UP ROUTE MAP Artistic/Creative Endevor Health & Safety / Environment Issues

MAKING A START • The Making A Start line identifies elements to consider when you are thinking of setting up a business. • Pros & Cons • Entrepreneurship • Learn from experiences of others

BUSINESS STRUCTURE • The Business Structure line looks at elements involved in forming and naming your business. • Trading arrangements • Practice arrangements • Naming your company • Who needs to know? • Legal & Financial advice

MARKETING • The Marketingline introduces you to marketing and its importance to business. • What is marketing? • Why you need marketing • The 7 Ps of marketing

PREMISES & EQUIPMENT • The Premises & Equipment line takes you through the main aspects involved in choosing work premises and equipment. • Which premises? • Viewing premises • Buy or lease? • Working from home • Planning permission & Building regulations • Disability access & considerations • Health & Safety / Environment issues • Equipment needs

FINANCE • The Financeline provides a summary of financial considerations when setting up in private practice. • Raising finance • Managing finance • Financial forecasts • Insurance

BUSINESS PLAN • The BUSINESS PLAN line provides a summary & guide to creating your business plan. • . • What is a business plan? • Executive summary • Vision for business • Sales & Marketing • Running your business • Finances

FINAL DESTINATION • The Final Destination line provides some final considerations before you start your business. • Mentor • Networking • Grow your business • Useful contacts • References & Acknowledgements • Good luck

PROS AND CONS • Is private practice right for you? • Elements you may wish to consider • Pros • Personal challenge & opportunity • Independence & autonomy • Flexible working hours & flexible work location • Direct ‘effort & financial reward’ relationship • Cons • Business & financial insecurity • Self finance of pension & work benefits • On going business administration • Impact on work/life balance • Useful Links: • Business Gateway: Why work for yourself?

ENTREPRENEURSHIP • Am I an entrepreneur? • Yes, when you undertake and manage the risk of setting up a business, you are an entrepreneur. • Qualities of an entrepreneur • Most successful entrepreneurs share certain common qualities which Business Gateway (2012) identifies as: • Self confidence and Self determination • Commitment and Perseverance • Initiative and Judgement • Self starter • Discover how these qualities and personal skills can help you start up in business: • Business Gateway:Match your business skills and experience

LEARN FROM EXPERIENCE OF OTHERS Learn from both the mistakes andthe successes Speaking to those already in the sector, or to someone who has had experience of setting up a small business, will give you an insight into the realities of starting up a practice. Business Gateway provide a series of video diaries in which others share their experiences of setting up in business. Business Gateway also provide access to a network of experienced business advisors who you can contact through and ask direct questions. Start up diaries Ask the Advisor

TRADING ARRANGEMENTS • How you will trade - your first important decision • The structure of your business affects the tax you pay. It is therefore extremely important to select the most appropriate legal structure. • Structures relevant to private practice • Sole trader • Partnership • Private limited company • (Business Gateway 2012) • To consider these options further: • Business Gateway: Legal structures: the basics

COMPANY ARRANGEMENTS • Other considerations for the structure • of your business • Start up as a new companyfrom scratch? • Buy an existing company? • Join an established company? • Work full or part time? • (Santander 2012) • These decisions will have a direct impact on your set up costs & the income you can expect to receive. • For a guide to buying an existing business: • Business Gateway: Buy an existing business

NAMING YOUR COMPANY • What’s in a name? • Naming your company needs careful consideration. • The name will define your business, so ensure it is relevant to clients and it conveys the service you wish to provide. • The practice name is significant for future branding & marketing. • (Hill et al 2008) • For guidance on naming your practice: • Business Gateway: Choose the right name for your business

WHO NEEDS TO KNOW? • When you make the decision to set up in private practice there are certain people and agencies who need to be informed: • Her Majesties Revenue & Customs (HMRC) • You must register your business with HMRC for business tax. This is further • explained in under the FINANACE line. HMRC provides a • comprehensive guide in • You must tell HMRC within 3 months of starting otherwise you may face a fine. • (HMRC 2012) • Companies House • You must inform if you have decided to set up a company. • Professional Body • Your professional body may require this information to update your registration. • Employer • If you will still be working for someone else when you set up then you may be • legally required to inform your employer – check your contract of employment. • (Hill et al 2008) ‘Tax, NI & VAT’ ‘Starting a business’. Companies House

LEGAL & FINANCIAL ADVICE • Getting professional advice • Getting the right legal & financial advice is an essential element in setting up a new business. • Advice is required for many aspects of business, including: • Bookkeeping • Lease negotiations • Written agreements • For general advice on what to consider when choosing financial & legal advisers and links to professional bodies: • GOV.UK: Set up your business – (see section ‘Working with advisers’)

WHAT IS MARKETING? • Marketing is more than advertising • The Chartered Institute of Marketing define marketing as: • ‘’the management process responsible for identifying, anticipating and satisfying customer requirements profitably’’ • (CIM, 2012) • The goals of marketing are achieved by developing: • A marketing strategy – • how to promote the benefit of your services and meet the needs of • your clients • A marketing plan - • how you put your strategy into action • (Business Gateway, 2012)

WHY YOU NEED MARKETING • Always remember your practice is a business • Marketing will play a key role in the success of your business. • Developing a marketing strategy enables you to: • identify potential clients • understand & meet client needs • communicate the benefit of your services • identify and address business strengths & weaknesses • (Business Gateway 2012)

THE 7Ps OF MARKETING • Successful marketing addresses 7 key points: • Product : your service • Place : location where you provide your service • Price : cost – price - profit • Promotion : advertising • People : you/employees/clients • Process : standards of practice • Physical : workplace standards • Environment • (CIM, 2009) • The following links provide an overview of marketing, how it works and its importance to your business: • Business Gateway: Marketing • NESTA: Worksheet 4a:Marketing mix

WHICH PREMISES? • This is a key decision and there are many elements to consider when looking for premises. • Choosing the wrong premises can be a costly mistake. • What area? • this will have an impact on the type of practice you develop • Space? • space costs – what do you really need? • Buy or Lease? • what are the financial implications? • (Hill et al 2008)

VIEWING PREMISES • There are many things to consider when viewing potential premises: • Location: • are the premises near your client base? • are the premises near other providers, • to help build local business networks / referral networks • Affordability: • can you afford rent/mortgage, business rates & utilities? • remember professional fees & insurance • will there be costs to decorate, maintain & repair premises? • will there be costs to meet the various regulatory standards? • Amenities & facilities: • is there space for car parking for your clients? • Branding & future development: • is there scope for future expansion • do the premises reflect the image of your business? • (Hill et al 2008)

BUY OR LEASE? • Buy • This option allows you more control over the use and development of the premises however it requires available capital. • Business Gateway look at the advantage & disadvantages of this choicein: • Lease • The majority of small businesses will choose to rent their premises as it is often the most financially viable option. Main considerations: • is the rent reviewed; is it all inclusive or are there hidden charges? • how long do you want to commit to the lease? • can you leave your lease early / can you renew your lease? • Business gateway consider this option further in: • (Business Gateway, 2012) • Ask the professionals: • Choosing the wrong property can be costly. • Consult property experts: chartered surveyor / solicitor / bank manager • Useful link: • Business Gateway: Buying business premises. Renting business premises. Choose the right premises for your business

WORKING FROM HOME • If your home could accommodate your business requirements, then working from home may be an option. • Advantages: • lower costs (no rental fees or commuting costs) • flexible working hours • Disadvantages: • difficulty in keeping a good work-life balance • isolation • (Business Gateway, 2012) • There are many factors to consider when setting up a home based business. The following helpful Business Gateway link takes you through the checks to do before you decide to work from home: • Starting a business from home

PLANNING PERMISSION & BUILDING REGULATIONS • Alteration - Renovation - Decoration • If you want to make any changes to the premises, then you must follow relevant planning rules and building regulations. • You may need to apply for planning permission and/or comply with building regulations if you are considering: • any building work • alterations of property • a change of usage. • As rules and regulations vary across regions, contact your Local Authority for guidance. • (Hill et al, 2008) • For further information: • Business Gateway: Local authority services – ‘Planning and building regulations’

DISABILITY ACCESS & CONSIDERATIONS • Are the premises and facilities accessible? • Under the Equality Act (2010), any business that provides a service to the public is legally required to make ‘reasonable adjustments’ to the ‘physical features of your premises to better enable disabled people access to your services’. • (Government Equalities Office, 2010) • This can include ‘reasonable adjustments’ to: • entrances and exits • parking areas • toilets. • The Government Equalities Office has produced a series of guides, including a guide for business, to help explain what your new responsibilities are: • Refer to your professional body for additional guidance Equality Act 2010: What do I need to know?

HEALTH & SAFETY ENVIRONMENT ISSUES • All businesses are responsible for providing a safe and healthy working environment. • To help reduce risk at work there are health and safety laws which protect those affected by your business’ activities (you, staff, clients, suppliers). Duties include: • carrying out a risk assessment • writing your business’ health and safety policy • first aid and accident guidelines. (Hill et al, 2008) • You also have legal responsibility for the environmental impact of your business. Your duties of care may include: • waste management • storage and use of hazardous substances • air and noise pollution. (Business Gateway, 2012) • Useful links: • Health and Safety Executive (HSE): • NetRegs (organisation in partnership between UK environmental regulators): Health and safety made simple – The basics for your business Guidance by business sectors

EQUIPMENT NEEDS • Equipment needs vary depending on your profession and scope of practice. • Although purchasing the full range of equipment is tempting, it is also very expensive. It is therefore important to ask yourself: • do I really need this piece of equipment? • how often will I use it? • will it improve the level of service I can offer clients and thereby allow me to increase the level of fees commanded? • Once you have decided that the equipment is required, next ask: • is it more financially beneficial to buy or to lease? • (Hill et al, 2008) • Refer to your Professional Body for guidelines on equipment requirements

MANAGING FINANCE • It is essential for any business to carefully manage their financial performance. • The following list provides a linked overview of the elements involved: • Business banking • Bookkeeping • Tax, National Insurance & VAT • Consider your fees • Business budgeting • Should I use an accountant?

BUSINESS BANKING • The right bank andthe right bank account will help in the success of your business • Each business has its own needs, so it is important to take the time to research which bank will best meet your business needs. Business Gateway (2012) advise to carefully compare the different services and costs offered, including: • facilities - egdebit and credit cards or telephone or internet banking • interest rates - particularly if you're usually in credit • overdraft charges - particularly if you're often overdrawn • monthly fees • additional account charges - eg for statements, cheques and cash payments • additional services - eg small-business advice • If you set up as a it may be possible to use your own personal bank account. If your bank allows this then it important to keep separate and detailed records of both personal and business transactions. (Hill et al, 2008) • finance.scotland.gov.uk provide further information: • ‘ sole trader • Understand the basics of business banking • How to choose and manage a business bank account

BOOKKEEPING • Record the movement of your money • You must keep an accurate record of your income and outgoings. • You will need this information to help you complete your tax return correctly. • Records can be kept either on paper (eg. ledger book) or on computer. • Records must generally be kept for at least 6 years. HM Revenue & Customs (HMRC) may check to make sure you're paying the right tax at the right time and they can look at any record of the last 5 years. • (HMRC, 2012) • Important information and guidance on keeping records can be found at: • HMRC: Record keeping (self-employed) • finance.scotland.gov.uk: Accounts management

TAX, NI & VAT • When you start a business you become responsible for ensuring that the appropriate tax is paid. • You must register with HM Revenue & Customs (HMRC) who will set up Tax and National Insurance records (appropriate to your working status) and supply a • Self Assessment tax return to complete each year. The types of tax are: • Income Tax* a tax on ‘taxable income’ • Corporation Tax a tax on ‘taxable income’ of companies & organisations • National Insurance* contributions which directly affect your entitlement to • certain state benefits (including State Pension). • Payable with income tax under Self Assessment. • Value Added Tax payable if your turnover is more than the VAT threshold. • *If you have employees you will need to arrange their tax & NI contributions. • (HMRC, 2012) • HMRC provide invaluable information on what you will need to consider when starting a business in: • Business Gateway also provides guides on & Starting a business Tax returns Tax rates and allowances

CONSIDER YOUR FEES • When you decide on the prices to charge for your services, remember what is required to provide that service and the costs you need to cover: • your clinical knowledge and skills • your time • variable costs • fixed costs • Pension/Tax/NI payments • Market influences can also determine your fees (eg what other practices charge and what patients are willing to pay). • (Hill et al, 2008) • Your professional body may also be able to advise on current fee scales. • In addition to setting fees, consider what forms of payment you will accept and discuss the options with your bank.

BUSINESS BUDGETING • Control your cash-flow • A business budget allows you to carefully control and manage your finances. • It is a plan of the financial outcomes you want your business to achieve. • Business Gateway advise to keep your business budget simple and focus on two questions: • what are you expecting to earn? Income • what are you expecting to spend? Expenditure • Your expenditure will include costs such as rent, equipment, professional fees, wages, tax, advertising, website management etc. • When you have your budget you can use it to inform business decisions (such as reducing costs) and compare future incomes to budgeted incomes and identifying areas that require attention. • (Business Gateway, 2012)

SHOULD I USE AN ACCOUNTANT? • To decide if you need to engage an accountant you should ask yourself: • ‘Would my business benefit from professional support?’ • Accountants complete your end of year accounts and can provide professional advice on how to best manage your business finances. • Small companies with a low turnover are not required to have their accounts prepared by an accountant, so you can choose to complete them yourself. • (Hill et al, 2008) • Your decision will be influenced by: • your financial situation • yours skills and confidence in performing the task • the time demands of performing the task • the needs of your business • (Business Gateway, 2012) • Useful links: • finance.scotland.gov.uk provide further advice in: • For advice on completing your own tax return: Choose and work with an accountant HMRC

RAISING FINANCE • How will you fund the early stages of your business? • Every new business needs money to cover the initial start up costs and fund the early stages of running the business. You will need to: • identify your start up costs – what are they? how much? how will you fund them? • create a Personal Financial Forecast – expected costs to cover living expenses • create a Business Financial Forecast – expected income/expenditure & cash-flow • Once you know how much you need, your options for raising funding are: • use your own money • borrow from a bank • non-bank borrowing (eg friends and family, outside investor) • (Business Gateway, 2012) • For further information: • Business Gateway provide guidance in • and various helpful links on raising financein • finance.scotland.gov.uk provides valuable guidance on raising finance for new businesses in: Surviving until my business is off the ground Funding and financing Are you ready for financing? – ‘Support for start ups’

FINANCIAL FORECASTS • When you plan your business, creating a financial forecast helps you to: • raise funding from a bank or investor for ‘start up’ costs • monitor the performance of your ‘up and running’ business • There are 3 types of forecasts to focus on: • sales – how many clients you expect to see and at what charges • profit and loss – expected income and expenditure • cashflow – the pattern of income and spending and your ability to pay bills • When you start up a business it is your responsibility to understand and have full control of the money coming in and out of your business. Well managed finances will allow you to make effective decisions and keep your business successful. • (Business Gateway, 2012) • For further information: • Business Gateway provide a summary of as part of their guide • to preparing a business plan. Financial Forecasts

INSURANCE • Protect you. • Protect your business. • Insurance cover protects you and your business. Not only is it highly recommended: in certain circumstances, it is a legal requirement. • Examples of compulsory insurance: • employer’s liability • medical malpractice • public liability • motor insurance • Examples of recommended insurance: • buildings and contents • tax investigation insurance • (Hill et al, 2008) • To ensure that you get the right insurance: • consult an insurance broker • contact your professional body for guidance on the required cover

WHAT IS A BUSINESS PLAN? • What is a business plan? A business plan is a professional document that sets out what your business is, your short & long term goals for your business and the mechanisms used to achieve them. • Why do I need a business plan? It is a vital part of any business start up as it allows you to identify and focus on the key aspects of developing your business. It also helps you recognise possible problems or missed opportunities. • Who is a business plan for? For investors/potential buyers/potential partners – provides all essential information. • For you - sets out a clear set of goals & forecasts that allow you to monitor progress. • What to include in your business plan: • Executive summary • Vision for business • Sales and Marketing • Running the business • Finances (Business Gateway, 2012) • Useful information: • Business Gateway provide a guide to developing a business plan in • which also includes a to download Prepare a business plan business plan template

EXECUTIVE SUMMARY • The executive summary is an overview of your business. • It should provide the key aspects of your business plan and present them in a clear and concise manner. • The statement should summarise: • who you are, yours skills and experience • the business you want to start • what services your business will provide • how you will deliver these services • who your clients will be • why clients will value your services • how you will make a profit • (Business Gateway, 2012) • Useful link: • Business Gateway provide a guide, links & videos to explain the elements of developing a business plan in: Prepare a business plan

VISION FOR YOUR BUSINESS • The vision you have for your business explains more about your business and how you believe it will develop. • Within this section: • sum up your business idea • explain how and when you are going to start the business • explain your services and benefits to clients • explain why clients will choose you and why your service is different • provide business aims and show what you want to achieve • - where do you want to be in 1 year? • - where do you want to be in 3-5 years? • - create aims that are measurable to allow later comparison • explain how you will meet any legal and insurance requirements • (Business Gateway, 2012) • Useful link: • Business Gateway provide a guide, links & videos to explain the elements of developing a business plan in: Prepare a business plan

SALES & MARKETING • Being a good professional is not enough for a successful company • – you must also develop a fundamental understanding of how to • market and sell your services to help you find and keep your clients. • The elements of marketing are summarised in the line and links are provided for further information. • Within your business plan, the sales & marketing information required includes: • a summary of your market research • profile of your potential clients • profile of your competitors • market risks • pricing • promotion & advertising (eg website) • (Business Gateway, 2012) • Useful link: • Business Gateway provide a guide, links & videos to explain the elements of developing a business plan in: Marketing Prepare a business plan

RUNNING YOUR BUSINESS • Running a business is hard work • If you are a sole trader, then many of the everyday activities required to keep the business going will fall to you. In addition to your clinical skills, you should demonstrate any managerial and financial skills, or who you will be outsourcing to for assistance. • When completing this section of your business plan include: • your role (skills and experience – clinical/financial/managerial) • outsourced roles (eg bookkeeping) • premises (cost of rental or purchase) • suppliers (main suppliers and credit terms) • equipment (cost and how it will be funded) • managing operational risks (possible problems and solutions) • (Business Gateway, 2012) • Useful link: • Business Gateway provide a guide, links & videos to explain the elements of developing a business plan in: Prepare a business plan

FINANCES • Setting up and running a business costs money • A full understanding of your business finances is essential. Creating a detailed breakdown provides key information for lenders or investors and enables you to monitor the on-going performance of your business. • The elements required to effectively manage your money are summarised in the line and links are provided for further information. • For the finance section of your business plan detail the following: • start up costs • personal financial forecast • profit and loss forecasts • sourcing finance • cash-flow forecasts • managing financial risks. • Useful link: • Business Gateway provide a guide, links & videos to explain the elements of developing a business plan in: Finance Prepare a business plan

MENTOR • What is a mentor? Starting up in private practice can be a daunting task and it is good to have someone experienced to help guide you. A person who is willing to take on this role is called a ‘business mentor’ and they can have a positive impact on both you and your business. • Who can be a mentor? A mentor can be someone you know within your profession who has already established a private practice. It could also be friends or family members who have small business experience. • How and when do you meet your mentor? Meetings can be done face to face, by phone or online. They can be formal or informal and arranged to suit both parties. • A mentor can be as involved as you both want them to be and, alongside other professional advisors, can be instrumental in the success of your business. • (Business Gateway, 2012) • For further information: • Business Gateway provide a summary of the potential role a business mentor could play in the set up of your business in: Business mentoring

Innovation & Enterprise