In assessing opportunity, what we’re often called upon to define—in reality–are what the characteristics are that good business owners possess and compare those to the person who is asking the question.  And it’s often asked, in off-handed ways, such as “Don’t you think that XXX really has his mind on his business?  I mean, he’s really got it together.”

While I always try to be positive for the sake of a business startup, let’s face one simple fact.

Not everyone can be a successful business owner.

Some statistics show that up to 85% of businesses that are started may fail in the first year.  85% is a daunting number for many people.  I personally question that number, but US Government studies have demonstrated that three in four businesses started are not in existence four years later, so the failure rate isn’t low—by any stretch of the imagination.  Add to this that not everyone feels as if they will be business-rich or business-successful—even if they do own a business, and they are, in fact, financially successful with what they do.  The business may be lucrative, but the owner feels deprived.

There are many defining characteristics and qualities related to business success;  let’s present what I’ll call the 5 Key Characteristics of Good Business Owners:

1)     The good business owner must love his or her business.   It’s not enough to like the business, encourage others to enjoy what they do for you, or even simply be profitable in what you do.  You truly have to love it.  You have to be engaged in it and stay engaged with it.  You need to work it until you think you can’t work anymore and then work it some more.  How do you know that you love your business this much?   If you’ve worked all day, all night, and still aren’t ready to leave when it’s time to lock the door.   If you own an online business, you recognize that it operates 24 hours a day, 7 days a week, 365 days a year.  There’s no stopping for holidays or birthdays, anniversaries, or days off.   A business owner that loves his business recognizes that he’s probably not going to take a vacation—and, if he does, he’s going to be looking online to see what the business is doing.   He or she probably drags a laptop along with them wherever they go.  When my kids were growing up, they knew that if we took a trip anywhere, the laptop would go with me. Still does.

I recently completed a survey of Business Professionals and I was asked how much time I spent marketing my business.  I replied that I spent 25% of my time marketing my business.  No one thought that was too much.  What raised eyebrows was when I went on to say that the 25% of my workday represented about 2 ½ hours, and I was asked—“Do you really work 10 hours a day?”    The answer, of course, is yes.  Some days, I work 13 or 14 hours.  When you own your own business, you don’t worry about working until a certain time and then stopping; you work until you reach a stopping point, and then you set it up so you can work at home, or you can start first thing in the morning on the balance of the challenge you’re facing.

2)    A good business owner that loves his or her business is always seeking new ways to promote it.  He or she is watching what both indirect and direct competitors are doing to promote their business and is comparing what they do to what he does.  He or she is not afraid to call up the local radio, television station or local newspaper to get quotes on how much a new or expanded promotion might cost.  He or she is always thinking about how much business a new marketing program or advertising program might bring in and if a lot of new business was generated, how he or she might be able to cover the volume that it creates.   Let’s
take it a step further.   He or she is always looking for ways to cross promote the business—tie it to users of other businesses that might give him a larger list of potential clients from which to draw customers.  He or she is curious and not afraid to experiment with new ideas and concepts that might arise.  He or she is analytical….they are not afraid to try new things because they know if they try something new that doesn’t work, they won’t try it again.  They will have measured the success or failure and will understand the metrics that played into the success or failure.

3)      A good business owner that loves his or her business is always seeking new and more financially rewarding ways to find funding for the business or for financing or refinancing new programs, processes, or equipment.  The pro-active business owner will know the rates of interest on every program he or she has financed.  They will have what we call that “knowledge co-efficient” about a new cost versus an old cost.   If they have a need for new or upgraded computers or equipment, they’ll look at leasing it before they’ll look at buying it, because it may keep the acquisition off the balance sheet, and keep the financial ratios of the company looking more attractive.  They’ll consider refinancing if they can save 2% against the cost of money they are leveraging.  If possible, they’ll probably either pay or protect cash, depending upon their personal tolerance for risk.  The business owner will always examine ways to address the financial needs.  He or she may focus on accelerated depreciation of assets so as to increase cash flow.  He or she may focus on resetting expectations vis-à-vis cash flow requirements, or setting aside more contribution to retirement income or insurance premiums.  He or she may spend more time in financial planning so as to minimize tax liabilities and preserve wealth.

4)      A good business owner that loves his or her business is always seeking ways to more fully integrate his family or friends into the business.   I hire my daughter—who is a skilled telemarketer—to handle telemarketing contracts.  I hire my son—who is an exceptional Attorney—to review much of my legal documentation.  Any number of people that I know will seek out ways to integrate friends and family into their businesses, because they want to surround themselves with people they know, people they can trust, people who will perform at top efficiency for them every time they are allocated a role to play in the company.   There are some business owners who make it a point not to hire family or friends.  To me, that is a huge waste of talent.  If a family member or a friend has a talent that has proven itself, never be afraid to bring them into the business.  Often, the challenges posed by friends and family employees are exacerbated by putting a poorly trained or disinterested party into the mix.

Of course, that has disaster written all over it and will most likely be unsuccessful—as hiring a complete stranger who is inadequately trained or sincerely disinterested in the position would be.  Don’t shy away from friends or family in your business simply because of who they are.

5)     Finally, a good business owner that loves the business will find a way to make the business available to everyone, 24 x 7.  If you run a brick and mortar business, get that website up so that people can find you– anytime.  Start thinking more and more about business coming to you from beyond the current distance that you now draw business.  If your principal business comes from within 50 miles, start thinking about your principal business coming from within 500 miles or 5000 miles.  Begin now thinking about how to accommodate that business.  Begin thinking about how you put your business online so that anyone can become a client or customer.   If you are limited by trade agreements or franchising or business opportunity limits or parameters, start thinking about how to add on additional services or how to address exceeding the offerings of the Biz Op or Franchise.  Make the contact with your clients seamless.  Don’t let anything block the connectivity with the client…not time, nor distance, nor pricing considerations.

There are as many defining characteristics of good business owners are there are good business owners out there.  What are some of the most defining characteristics that you believe illustrate good business owners?

Email us your list at aguinn@theguinnconsultancygroup.com and let us know your views.  We’ll be posting them online as we receive them.

As I reflected upon his comments and upon the aspect of gaining more from what we believe to be a fixed quantity of anything in our lives—in this case, the quantity of time—I’ve come to the conclusion that we should examine our perceptions of time and reflect upon how those perceptions of the usage of time will impact the number of hours we believe that we have to be able to accomplish our needs.  So today, I’d like to offer you an invitation….one which will enable you to join my new and non-exclusive club.

Call it “Club Mature.”  Members wanted.  No membership fees.  Age is the only requirement.

Don’t bother to look it up on Google.  You won’t find it listed there.   It’s not one of those “Gentlemen’s Clubs” or “Ladies’ Sites,” an online sex site, or a swingers paradise.  It has nothing to do with anything but time in position.  Yep, your time and your position.  Club Mature is based on age, and is designed to help you extend your view of time.

While some would counter that maturity isn’t the compelling factor to create an overriding need to extend our workday, one must wonder this:   If you had more time, how would you utilize it?  Would you put it to use working, playing, loving and being loved?  Would you travel, would you offer service to your country, to your city, to your community?  Would you teach or spend more time learning, using this extra time you had gained, and if learning is your objective, to what end will you put whatever it is that you learn?

As time passes on, are you realizing that you have a limited amount of time ahead of you to accomplish all that needs to be accomplished?  Steve Miller, in his 1976 classic song Fly like an Eagle, pays homage to time:

“Time keeps on slipping, slipping, slipping into the future;”

Many of us bought into what could be called the Steve Miller view of life.  After all, the album went 4x Platinum in the USA alone, meaning that thousands and thousands of us were impacted by the lyrics to that song.

As you enter Club Mature, you will begin to notice how life here is different than in the “real world.” Club Mature serves up our lives in small shot glasses. It takes events and helps us wrap them in memories of lessons learned and applied—of chances missed, of mistakes made and of those things we wish we’d done, but didn’t.   Club Mature helps us to put emotional partings into the proper venue. It helps us to justify those diminishing relationships with others that we vowed would never end.  It has tables and chairs where we can sit and reflect upon those items which seemed to be important at the time, but are now simply events—acts and actors we experienced.  It gives us time to put events into perspective.

The appetizers served at Club Mature are of only the finest ingredients… people, places, and things that we remember from our lives.   Not those meaningless, throw-away memories—but the most important and lasting memories that we need and want to preserve.  And, of course, the inevitable regrets.   As the orchestra in the background changes from music from the seventies to music of the mid-century, we hear Frank Sinatra.

We hear the Frank Sinatra who sang of regrets:

“Regrets, I’ve had a few; but then again, too few to mention.”

Each of us views life differently, but I find personal regrets are huge when it comes to things I wish I’d done…much more so than regrets for things that I actually did.

While the wily philosopher in so many of us would claim basic human nature teaches us to feel as though the time before us is accelerating and the time behind us has simply been expended, I’d challenge that.  Is that truly the case?  Days seem shorter and faster.  Hours speed by, and we wonder why much of our lives vanished so quickly into the past. Perspective depends upon the view you elect to embrace.

I’ve learned that experience is the greatest teacher of all. More than any college professor, more than any member of the clergy, more than any family member…My daily learning is enhanced and exponentially expanded by the lessons I’ve learned in life.

For those focused on continual learning—seeking new and varied ways to apply that knowledge we’ve “tucked away” as we’ve experienced those valuable life lessons—the days ahead may be numbered, but, as we learn to use them in new and varied ways, they increase in value more and more.

In our Consulting practice, we often tell clients that there is simply no value that can be put on experience. I truly believe that to be the case.  By extension, each day we utilize  knowledge that we’ve gained up to that point in our lives becomes a much more valuable day for not only us, but for those around us and for those who depend upon us to offer them lessons learned.

To me, there are very few things as frustrating as watching a client, a friend, or a family member make a mistake or select an incorrect pathway because of foolish pride or ignorance, when advice that is offered by those of us in Club Mature can help them avoid that mistake.  Yet, every day, one sees misdirected energy, unsubstantiated choices, and illogical decisions in the marketplace.  Pride and ignorance are cruel teachers.  They rob us of capital, they rob us of friendships.  They rob us of time—and that’s the one absolute in our lives.  Absolute, that is, until we decide that the value of time increases as we move forward, and as we share those things we learn with those for whom the knowledge is valuable.

Come on aboard.  Join Club Mature today.  Become a part of the solution—find more time. Give us a call at 800-335-9269 and we’ll sign you up.

Alan:  Morning, Steve.  I think that we do.  What I’d like to do this morning is offer some insight from the Co-Founder of Tomorrow Today, a planning group in the UK, whose co-founder, Dr. Grame Codrington, has been a colleague of mine in the past.  And we want this to be interactive.  What we want to do is create some ideas and let you do the brainstorming.  Call and tell us what you think.

I’ll often meet with a client and then ask them to share with me what they think about a certain situation, or opportunity, or direction that we want to change with a project or a change to their business or
venture.   So what I’ll do this morning, Steve, is offer up some of the ideas that Tomorrow Today has put forth and discuss them with you, and we’ll look for any and all input.  Don’t be shy, share your thoughts on what we’re presenting…as I often say to clients, there are no absolute right or wrong answers.  Paint the picture the way you see it, and share your thoughts with us.

Steve:  You’re always welcome to call with your opinions and get involved with the show.  Call us now at 800-469-0098 and discuss what you think with Steve Hawkins and Alan Guinn.  I know, Alan, that you love to discuss these topics.

Alan.  Always.  We do a show, and try to make it interesting.  Let’s talk first about how the economies of
the world are expanding

1.  Increasing global integration:  Due mainly to explosive growth in many emerging markets, the world will experience massive economic growth over the next 30 or so years.  It is predicted that by 2050, global real purchasing power will quadruple.  As BRIC and N11 countries grow and become richer (developing economies are already adding 90 million middle class people—that’s an economy the size of the country of Germany—every year.)  Globalization will continue to be a business reality.  Business leaders will need to be adept at managing diversity.  Economic power will shift from West to East.  China will become the largest economy in 2025 and India will overtake China in 2050, largely because of better demographics

Steve:  I think that’s pretty much along the lines that most of us would agree with, based on what we’ve seen happen with China and Brazil in the last several years

Alan:  I concur.  As you know, I had an office in Barra Tijuca, outside of Rio de Janeiro for a couple of years, and it’s a different mindset there.  The sky is viewed as the limit.  There’s more government
registration, and so forth, but less frustration with the people that work there.  Their attitudes about growth and development are very positive and upbeat

2.  Ferocious Competition.  Competition to your business will come from unlikely sources.  Companies, for example, like Groupon (fastest company to reach $1Billion in sales) will emerge from out of nowhere.  New business models will be invented. New ways of engaging people inside and outside the organizations will be invented.

Steve:  Groupon was one of the fastest growing companies I’ve ever seen.  Look, too, at Facebook now and how it has grown.

Alan:  Facebook is on the cusp of doing their Initial Public Offering of stock, and will make their CEO the youngest billionaire in the world.  Can you imagine being a billionaire at –what is he?  24, 26?

3. March of the Machines.   Machines are becoming smarter and combined with the Internet of Things (there are already more objects connected to the Internet than there are people living on the planet) we will increasingly be interacting with intelligent machines.  Robots will increasingly become a normal part of our daily lives with many professions, or repetitive aspects of professions being replaced by machines or sophisticated algorithms.

Steve:  Automation will become almost redundant, won’t it?

Alan:  I’m already surprised that we aren’t seeing more robotics.  You know, Arby’s actually tried remote ordering in several of their restaurants in the Denver market a few years ago…replacing humans.  We advise clients on robotics, and I actually have a client now that’s proposed a project to the Air Force for harvesting oxygen molecules with nanorobots on asteroids. If you recall, the next space flight—the one that President Obama announced for 2015?  Was for a manned landing on an asteroid?  That is to see if we have the capability for long duration spaceflight.  We’ll have to be able to harvest oxygen and hydrogen in space, and asteroids seem to be the target for doing so.  It’s an exciting new world—if we can pay for it.

4.  Super Intelligence.  Sophisticated algorithms are already performing complex tasks that humans are incapable of undertaking and this trend will especially, as advances in computer technology will increase
dramatically.  By 2020, computers will have the same data processing capability as the human brain.  Driven largely by Moore’s Law, chip performance will continue to double approximately every 24 months until approximately 2030.  Thereafter, water cooled 3 D chips will be used to further sustain the speed and performance gains.  Optical computing and quantum computing will enable massive further increases in computing power.  Furthermore, telecommunications bandwidth and digital storage technology will also continue to grow exponentially.

Steve:  Obviously, we’re going to need more and more bandwidth for all the electronic devices we’ll be using.

Alan:  Most everything will become cloud-based.  One of our clients now is moving all his consultants that used local servers to the cloud.   Keep in mind, each new electronic device you purchase or put into use takes up more and more bandwidth and spectrum.  As devices become faster, the space requirement increases.  Just think back on the oldest computer you can remember using.  I remember Commodore 64s but I didn’t have one. I did have a McIntosh SE40, which has now been superseded by a computing power of over 10,000 times that machine.   That means what we’re using now is faster and has more capacity by hundreds and hundreds of times.

Steve:  I remember the old computers we used to have.

Alan:  Just think about how much more advanced we’ve become in just the last 10 years, and now
speed that up, and think 40 years into the future.

5.  A Data Deluge.  Aided by super intelligent machines, our global knowledge will evolve exponentially.  Advances in information technology will assist companies to capture and make sense of a Tsunami of
information.  By 2050, useful knowledge will be 40-50 times as large as in 2010.  Companies that focus on making the management of Big Data a priority will be winners.

Steve:  I guess the question in my mind is what will we do with all that knowledge?

Alan:   Give Google more room.  The question in my mind is will it make our lives simpler, more efficient, and more satisfying?  And the answer is, we’ll have to wait and see. You know, if you’re online much, you’ve probably noted that Google is publishing new security and operating standards because the amount of information they keep adding is growing exponentially.  Ask.com online says that over 1 Million new books are published every year.  That’s over 1 Million/ year/every year, just like clockwork.

Here’s a question for you.  Do you remember looking up information before Google?  Do you remember going to the library and using Encyclopedia Britannica?  Or looking up information in The World Book Encyclopedia at home?   You’re in the minority.  Students now simply go to Google or Wikipedia to get answers to questions.

6.  Mass Mobility.   The emergence of flexible e-workers or electronic freelancers will be a growing trend, supported by electronic tablets and smartphones.  Projects will be managed much the way they are on a movie set with people with key skills coming together for key projects, working for an agreed period of time, and then the team will abandon the project.

Steve:  Alan, that’s the way you work now, isn’t it?

Alan:  Yes, it is.  We bring together experts in their field when we need expertise, hire them, use them for a project, and then they move on to their next project.  It’s much more efficient to pay experts to offer advice or information on a specific subject than it is to keep a large staff on salary when you may or may not be able to use them all the time.

Steve:  Does it work well?

Alan:  It works well for me.  It wouldn’t work for everyone.  There are some jobs that must stay in one place to be successful.  Call them fixed or semi-fixed jobs.  Police/Fire/ bankers/teachers in brick and mortar classrooms.   Fixed locations, like hospitals, motels/hotels/restaurants.  Retail centers.  Factory employees.  Miners.  You can’t move a mine shaft very easily.  Physicians.  Nurses.   Other, less fixed types of jobs can be mobile and fulfill similar needs in different environments.   Look at the worldwide nurses now…I flew from Houston to Honolulu with a cardiac care nurse who was going on to the South Pacific to work  for a three week timeframe;  all expenses paid, all flights covered and an exceptional pay per hour.  It’s good work if you can get it, and you don’t mind moving around a lot, sharing knowledge.

Steve:  And that type of working arrangement really fits the new workplace model doesn’t it?

Alan:  The mobile model works well for many—and, yes, it works for me, and remember, I don’t work
a significant amount in Bristol.   Keep in mind that many people still embrace working a 9-5 job, going into an office, store, or workplace, getting a fixed paycheck every week or two weeks.  Many of those jobs, however, are changing.  We’re moving more and more to a knowledge and experience based economy.

7. Values Driven.  The impact of the credit and financial crisis will result in business becoming more transparent and responsible towards broader society.  New business models such as creating shared value will emerge.  Capitalism will survive but in a much more sophisticated and refined way.  Values will represent a key way in which people are led and customers attracted to organizations.

Steve:  The housing bubble really did a number on the economy, didn’t it?

Alan:  In so many different sectors.  People are finding the number of hours a week decreased that they work, because their jobs are being shared with others.

8.  Turbulence is the norm.  We are living during a major revolutionary period.  The ways in which people live, work, and play will dramatically change over the next two decades.  New global powers will emerge, and people on the whole will become wealthier.  However, there will be  a huge demand on resources, especially water.   Wars over water will be fought. There will be several financial bubbles and crashes (up to 12 over the next 40 years).

Steve:  Many of these changes will impact the communities we live in, won’t they?

Alan:  I recently did a project in India.  Very populous country, and one of the four emerging economic powerhouses.  They are developing townships.  500 acres, with multiple highrise buildings.  Single family homes. Retail operations.  Electric cars.  Monorails can whisk you from your home to your job in 4 minutes.  5 minutes away, you have Olympic sized swimming pools and tennis courts.  Baseball fields and there, cricket and soccer fields.    It’s an amazing model.  All of this for a township the size of Bristol, in 500 acres.

Steve:  Is everything compacted together?

Alan:  Actually, it’s not.  It’s laid out with trees, and greenbelts.  It simply takes advantage of the lifestyle benefits that people are wanting, more and more.

Steve:  And in speaking about that, people—at least here in the USA—are getting older, aren’t they?  So they want different lifestyle choices.

Alan:  That’s an excellent point and leads us to the last point of prediction from Tomorrow Today.

9.  Workforce Evolution.   Aging will be another major theme.  The number of elderly will explode and
perhaps surprisingly, 90% of this growth will take place in emerging markets.  Retirement, or non-retirement will increasingly be a major theme.  We predict conflict in the organization as a result of younger employees being unable to progress as retirement age increases and people stay on, working at a job or jobs longer.  This will require a complete rethink of how people are promoted, motivated, and managed.

Steve:  Some amazing thoughts from the group Tomorrow Today.  Thanks to our Business Guy, Alan Guinn, for his insight and for bringing this to us for discussion.  Alan, give us your contact information again.

Alan:  Call me at 800-335-9269.  That’s 800-335-9269.  Email me at aguinn@theguinnconsultancygroup.com.  Or Tweet me at  @aguinn.  But remember:  Whatever decisions you make, It’s Your Business.  Adios for today.

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Often, I’ve had clients ask for our assistance in development of employee evaluation forms.  Evaluation forms certainly aren’t difficult to develop if the client has developed a set of expectations for the position.  If there aren’t evaluation forms, however, you may find that there are no formal expectations for performance in the position.

See http://www.henley.com/mba/henley-mba-music-industry.aspx

The Henley MBA programme is aimed at experienced business managers and future business leaders from all segments of the music industry and will be delivered part time by flexible learning over three years to allow professionals to continue with their busy schedules.

The programme has the distinguished patronage of Lord Lingfield, Knight Principal of the Imperial Society of Knights Bachelor (Chairman of the Knights’ Council) who was knighted for services to education in January 1993. It has attracted international cross-industry support including John Reid, CEO at Warner. The initiative is backed by a steering committee of international industry luminaries with whom Henley is collaborating to ensure the creation of
an essential, recognised qualification for professionals in the industry.

The steering committee includes:

Ted Cohen – Managing partner of TAG strategic and known in the music industry as a leader who embraces and exploits new technologies.

Nigel Elderton - Managing Director Peermusic UK, European President Peermusic, Chairman of the MCPS, Director of PRS for Music.

Simon Napier Bell - Known as the man behind Dusty Springfield’s hit ‘You don’t have to say you love me’ and Wham! author. He has a long musical history as both a song- writer and music manager associated with Marc Bolan,The Yardbirds and Jimmy Page.

Phillip R Graham – Senior Vice President, Writer/ Publisher Relations at BMI.

Anthony Hall - Lawyer, majority owner and managing director of Pure Mint Recordings Limited, an independent UK record label.

Fred Cannon- BMI Senior Vice President for Government Relations and former Executive at
EMI Records working with; The Stones, The Beatles, Pink Floyd, The Sex Pistols, Elton John and Lionel Richie, to name only a few.

Carl Leighton-Pope - Founder of The Performing Artists Network Agency with a management and touring career spanning over 30 years, Carl has worked with Simple Minds, Dire Straits, REO Speedwagon, Bryan Adams, Van Morrison and Michael Buble.

Vick Bain - Chief Operating Officer of BASCA and Henley MBA alumnus.

Alan Guinn – Managing Director of The Guinn Consultancy Group, Inc.,  a USA-Based business, inspired following his attendance at one of Henley Business School’s Corporate Programs.

Richard Smith – Director of Mission Control.

Alexis Grower – Head of the Media Department at Magrath LLP

The business climate in the music industry has changed significantly in the global market place. New technologies and innovation have lead to strategic alliances with partners from other industries and the way in which the industry manages and monetises IP is important to the whole value-chain and will continue to be impacted by policy and regulation.  As a result, industry professionals will benefit from an MBA by gaining the capabilities to develop more creative and better strategies to deal with these new challenges.

The Henley MBA will help participants gain new perspectives and a forward thinking approach whilst strengthening their core management and leadership skills. The ultimate goal is to have a positive impact on the industry as a whole by putting it ahead of the curve so that it is more proactive and less reactive to change.

The Henley MBA for the Music Industry is designed around the core Henley MBA modules which are applied directly to the participant’s business and which are known to have an immediate impact with measurable results. Participants are likely to be owners, managers or employees from any music or music content based business.

Specially tailored electives for the music industry have been incorporated into the core modules to enhance learning and have been designed to involve industry and focus on relevant issues. Examples of these include areas such as:

IP Management and copyright development.

Brand sponsorship and value creation in the music industry.

Evaluation of alternative funding models and their impact on stakeholders.

The role of technology in managing live music events.

International policy, regulation and leadership in the music industry.

Henley Business School will officially launch the Henley MBA for the Music Industry at Midem 2012 Cannes.  The programme has already attracted sponsorship enquiries from several corporate brands.

Henley is pleased to announce that their first commercial partnership will be with Sunseeker who is sponsoring the launch and providing corporate hospitality at the Midem event.

Helen Gammons MBA, author ‘The Art of Music Publishing’ 2011, Music Publisher and business owner (Sync In The City, G2 Music, Rotolight.com), International Director & shareholder Avex/Prime direction (Japan) and former Head of Business School at ACM is pleased with the immediate and positive industry response: “This initiative is a world
first and industry are really embracing this opportunity”.

Nigel Elderton – European President Peer Music. Chairman MPA, MCPS adds his support to the development of the course: “This will play a positive role in helping provide the skill set that our industry so desperately requires”.

Exclusive content requirements, photos or further quotes from steering committee members are available on request.

For more information please contact:

Henley MBA for the Music Industry
Programme Director: Helen Gammons: helen.gammons@henley.com

Music Industry Trade & Consumer Press Enquiries:

Sacha Taylor-Cox: sacha@getinvolvedltd.com/
07957 338525

Henley Business School and Business Education Press Enquiries:

Judith Hunt Judith@communicationsmanagement.co.uk

The presentation of material in a Seminar setting can sometimes seem dull and unexciting.  Our presenters keep it exciting, stimulating, and deliver the material in manageable time blocks.  Call for information on our Seminars and our online Webinars, and learn how to manage your training costs with controlled dollars and high ROI.

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Human  Resources and Management Skills

Focusing on A Results Orientation:  A One/Two Day Seminar on Changing Your World

Seminar on Effective Human Communications:  A One Day Seminar

The Gold Standard Leadership Series

Management Skills Workshop:  A Series of ½ Day Seminars in Modular Presentation Format–

Diversity, Vision, Leadership, Motivation, Business Rules

Administrative Support Skills:  A One Day Seminar

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Business Skills for the IT Manager:  A One/ Two Day Seminar on Business Skills

Customer Service Skills:  A One Day Seminar for  All Levels

Mini Seminar:  Utilization of Effective Communications (All Forms)

Development of Teamwork & Professionalism:  One Day Seminar

Environment Control:  Speaking with Confidence & the Power of Persuasion

Development of Supervisory Skills:  A One Day Training Seminar

HRD/HRM Seminar:  Standards; Policies, Procedures & Practices

Outsourcing and Subcontracting:  A Two Day Seminar in BPO

Effective Communications—the “What” Element

Effective Communication—the Spoken Word

Effective Communication—the Written Word

Facilitation Skills

Mgt/Supervisory Skills:  “If you’re not the Solution, You’re the Problem.”

Setting Strategy and Strategic Development Goals: “Do I really have to do this?”

Overview of Human Resource Development and  Mgt:  A One Day Seminar

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Retail Operations and Functionality

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Creation

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Messaging

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Identity

Franchising Skills Seminar:   Seminar on Purchasing/Selling a Franchise

Effective Licensing:  A Two Day Seminar on Development of Licensed Offerings

Developing Successful Partnerships:  A One Day Seminar in Building & Support

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Best Practices:  Int’l Debt Management; Multi-Day Seminar for Professionals

International  Bond Issues

Commercial Borrowing

Banking and Economic Sector Overview

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Debt and Negotiation:  Multi Day Seminar on Risk Management and Assessment

Current  Trends and Practices

Negotiation Techniques–  “I  Want What He Has.”

Bretton  Woods

Paris/London Club Issues

Reduction of Vulnerability

Debt Restructuring Techniques:  Best Practices; Multi-Day Seminar

Credit Risk Assessment

Pricing of Services

Sustainability

Private Enterprise Management

Rational Expectations

Domestic Management Practices
New Challenges in Sovereign Debt Management:  Multi Day Analysis

History of Debt Management

Emergent Economy Management–BRIC and Future Options

Global Management Objectives–”Can’t We All Just Get Along?”

Balance Sheet Framework–”War is not the Answer.”

Debt Sustainability Analysis

Euro and U$D Issues

Auditing, Data, and Statistical Handling:  Best Practices

Inherent Logic

International Standards

Newest and Best Practices in Financial Services for Sovereigns

Innovation–”Innovation in Finance?  Who are you Kidding?”

International Debt Governance

Group Dynamics

Organizational Culture
Innovation in Financial Services

Innovation and Discipline

Innovation in Change Management and Business Operations

The Million Dollar Differences

International Finance Seminar on Debt and Debt Management

Offshore Trending

Onshore Trending

Risk Management

Budgeting

Non-Banking Financial Services

Global Strategic Planning

Joint Ventures:  Two Day Seminar in JV Theory

Collaborative Approach

Action Plan

Review of Case Studies

Mergers and Acquisitions.  A Two Day Seminar on M&A Activities.

Mutuality of Negotiations

Horizontal, Conglomerate and Vertical Mergers

Risk Arbitrage

Strategy

Takeover Defenses

Understanding Sovereign Debt Management
Case Studies

Development of Capacity

Balance Sheet Framework

Measuring Exposure

Medical

ICD-10 Summary and Guidelines:  A One Day Seminar on Best Practices