Project and Facilities Management Services

PROJECT MANAGEMENT

Edit”Project Management”

https://www.interco.mjfgroup.biz/Building and Facilities Project Management

Our Project Management team is made up of:

  • Professional project managers with 30 years experience,
  • Facilities management with over 30 years experience of buildings management  including:
    • redesign for usage,
    • office lease rentals and
    • hotel management
    • sales
    • marketing
    • PR.
  • Account and Financial Management with 25 years of experience including
    • Budgets
    • Procurement control
    • Payment control
    • Sub Contractor payroll
    • Monthly financial reporting
    • Liaising with principles auditors and accountants.

We have an association with MJFGROUP/Funding lines to help various companies.

https://www.interco.mjfgroup.biz/projectmanagement

Visit our Project Management page for information


House of Fraser store saved from closure.

House of Fraser store saved from closure.

A doomed department store in Hull has been given a last-minute reprieve from closure.

House of Fraser on Paragon Street, which is also known as Hammonds, was due to shut on Saturday with the loss of more than 100 jobs.

The company said it had agreed a deal between the business, the landlord and Hull City Council.

Financially troubled House of Fraser was bought for £90m in August by Sports Direct owner Mike Ashley.

House of Fraser store saved from closure.

It was one of a number of sites earmarked for closure after the new owners failed to reach an agreement with their respective landlords.

House of Fraser has gone through a multitude of owners over the years but the recent acquisition of the property by Salemia property Investments Ltd assures it will last another number of decades.

Their plan is to completely refurbish toe site on Paragon Square, bringing a multi use approach to the old landmark. this includes retail store – House of Fraser now owned by Sports Direct, and entertainment centres, a Hotel for travellers adjacent to the Hull bus and train Terminus, ideally placed. In addition luxury apartments will be built for those discerning persons wanting to be in the City centre, close to their businesses or to enjoy an upmarket lifestyle.

We, Interco Development and Training are proud to be part of this new venture in providing Project Management skills and experience, represented by Dr Michael Freestone

Branding

https:/www.iterco.mjfgroup.biz/branding

Welcome to our daily post today on Branding.

SAY OF THE DAY

“Ideas are a dime a dozen. People who implement them are priceless.” – Mary Kay Ash


Branding

Why Entrepreneurs Need to Create Their Own Brands

Why Entrepreneurs Need to Create Their Own Brands At some point in your career, someone has probably talked to you about how to brand yourself, how personal branding is this incredibly important thing that everyone is doing these days, how, if you’ve built a business and are trying to grow, it’s not something you can ignore.

Or is it? Personal branding, just like regular branding, is something that’s often completely out of your control. If you’re trying to brand yourself as something you’re not, it’s very difficult, if not impossible. And, when you’re already running a business and busy with the day-to-day grind, when you’re associated heavily with the business you run, it often can seem like a waste of time to focus on personal branding.

But personal branding isn’t just about getting a logo, a business card, and a fancy email header – it’s about who you are, what you do, how you do it, and the business that you run, and it can be a valuable tool to generate new leads and to close sales. Jeff Bezos famously said that your brand is “What people say about you when you’re not in the room,” meaning that, for all your intentions, for all the work and effort you put into trying to brand yourself as a particular thing, what ends up mattering most is what people think about you.

Branding.

https://www.interco.mjfgroup.biz/branding

And that’s based largely on your actions, what you’ve done with your business, and what you say. There’s not a whole lot you can do to change that. You are who you are, you’re not likely to change any time soon, and you can’t take back or reverse what you’ve said or done in the past.

Ask any politician, and they will happily tell you that, no matter how hard you try, you cannot brand yourself as something different from what you are. Now, that being said, you certainly can build a personal brand that is true to who you are, and that’s generally what most business owners do.

https://www.interco.mjfgroup.biz/brandingBut what many fail to realize is that the personal brand is necessary in the first place – they often think that, because they own a business and have spent a great deal of time and money building it into a brand that they don’t have to worry about branding themselves. And that’s just not the case. One major reason you need to brand yourself is to help grow your business. If your business is not well known, if it’s not a household name, it doesn’t mean a whole lot to introduce yourself as the CEO of XYZ Corp. One of the greatest ways to get in front of new clients and introduce them to you and your business is through speaking events and live workshops or presentations, but your 5 years as CEO of XYZ Corp might not be enough to get you in the door.

However, if you position yourself as, say, a talented WordPress developer, designer, and writer who has been in the WordPress world since day one and who has worked in web design and development for 20 years (and who also happens to be the founder and CEO of XYZ Corp), then you might be more likely to secure these gigs.

Having a personal brand matters, too, when large potential clients are researching you, and the way you brand yourself can play a large role in closing a sale. They don’t care that you’re just the CEO of XYZ Corp, which they may or may not know very well, but they care more that you, personally, know what you’re doing, have experience, and can handle the project for them, whatever it happens to be.

Branding.

The same is true in the B2C arena. As a business grows and begins to make strategic partnerships, along with larger and larger deals with larger and larger clients, they will naturally look to the CEO and ask “Can this person handle what we’re needing? Who are they? What is their background?” You need to have an answer to that question. If there’s anything true in life, it’s this – things always change. I’m not in any way implying that your business is going to fail; there are many other reasons that someone would stop running a business.

For instance, you might sell off your business and start consulting. You might turn over your business to a partner, a spouse, a board of directors, or a former employee and start a new business. You might take a much smaller role for a period of time – you never know how it might go down. But, through all of that, the business brand that you’re associated with is going to change, sometimes markedly. Businesses do fail, but plenty of wildly successful titans of industry have struggled through the failure of a business (or two, or three) only to come out stronger than ever before.

While their fortunes and their personal brands were tied to the companies that failed, that was momentary, and they went on to show that they were not their company (and their company was not them). These reasons and more are why it’s so critical for you, as a business owner, to brand yourself – your business and your employment status may change drastically over time, but you will change a lot less.

Setting aside the business you’ve built and its success or failure, people are interested in your skills, and those skills need to be articulated clearly and effectively to potential business partners, investors, and clients, regardless of your current standing as president or CEO.

Branding.

https://www.interco.mjfgroup.biz/brandingTo brand yourself effectively, you have to do the same things you would do for a business brand. You need a logo, a color scheme, a website, professional social media profiles – the collateral that outwardly displays a brand. You’ll also need a tagline, some content that describes who you are and what you do. Depending on your business and what you want to do with that in the future, you may need to remove certain pieces of collateral, like the website, or keep content light and supportive of your company and current role, or even just focus exclusively on the design portion of your personal brand and a simple tagline. If you’re not sure exactly how to position yourself, if it’s hard for you to separate yourself from your business, a brand persona template may be just what you need to get started, to dig into your personality and pull out who you are, what you stand for, and how that translates into the personal brand that you present to the world.

Contact Us.

Business Diagnostic

https://www.interco.mjfgroup.bi

https://www.interco.mjfgroup.biBusiness Diagnostic

Welcome to our Business Diagnostics Page.

You have been brought here as you have expressed a wish to purchase the Business Diagnostic Suite of two products at a massive discount of 75% off the normal price.https://www.interco.mjfgroup.biz/businessdiagnostic/businessdevelopmentreview Business Development Review.

https://www.interco.mjfgroup.biz/businessdiagnostic/focussedbusinesreview Focussed Business Review


The questions raised in each of the diagnostics. include the sections below. Each has sub sections with scoring questons. The results of your scores is presented in a report.:

  1. Strategy and Vision
  2. Financial Strength 
  3. Sales and Cost Control
  4. Resources
  5. Research and Development
  6. New Products and Processes.
  7. Marketing
  8. Customers
  9. Quality & Continuous Improvement
  10. Environment
  11. Communication.
  12. Training and Development
  13. Management Effectiveness
  14. Regulations.

Th results of the questions uncover critical areas in your business which require attention.

In the report you receive you will get url links to help sites that give a tutorial or webinar with a method needed to fix the problem

We have been assisting CEO’s to implement the results for 14 years and many have grown their businesses by up to 179% in a single year.

https://www.mjfgroup.biz/businessdiagnostic/actnow

If you wish to purchase the Business Diagnostic Suite of two products offered for February 2018 at our special  discount price of £ 25

[https://www.interco.mjfgroup.biz/businessdiagnostic/aqlnetTo get the process going so I can send you the online links please click on the PayPal button, make payment and get directed to the first link.

Once you have paid you will be directed to the link site. register for the first time before going directly to the question sets.

Follow the prompts and be brutally honest. You’ve paid for it get the best out of it.

When you have completed the first diagnostic I will send you the report and the access to the second link.  https://www.interco.mjfgroup.biz/businessdiagnostic/100%guarantee

Business Diagnostic

email-subscribers namefield=”YES” desc=”Join Our Newsletter Group and get updates with each Post and a Monthly Newsletter. Opt-out at anytime.” group=”Linkedin”]Get both Free Register Your email address.

https://www.mjfgroup.biz/businessdiagnostic/actnow  Only £25.00 

Normally £ 250.00. This Offer only Lasts until end April 2019.


Kind regards

Dr Michael J Freestone.

If you have any problems please either send me a text to +4474 1584 5255 or  send an email to info@mjfgroup.biz.

Focussed Business Review

 Focused Business Diagnostic

How focused is your business model?
What is your ability to change, innovate and adapt to a changing business environment?
Area   Please be honest with your answers in order to obtain an accurate assessment of your business. You may find it useful to complete the assessment with a group of employees, or to ask individuals to complete the assessment themselves and compare your responses. This will show you the varying perceptions of the business.
Category   Focused business model (Business Model)
Explanation: 

Assess the ability to efficiently and effectively deliver a focused business model
Questions

1.  We have a clearly defined vision for the business based on knowledge of what the customer wants.

Best Practice Example: A leading branded company in the food and drink sector has the vision of becoming number one brand in its markets. It is focused on maintaining brand awareness and perception of quality and this is at the core of all decision making in the business.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Vision and value proposition
Suggested Action: Define a clear vision for the business based on knowledge of what the customer wants
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/strategic/visual-strategy
Title: Visual strategy
2.  We have a deliberate strategy to achieve this vision which is supported by an appropriate operating model.

Best Practice Example: The business has a rolling strategy 3 years ahead that is focused on achieving the vision of the business. It contains business goals and objectives in each functional area that are assigned to a particular employee for delivery. The operating model (i.e. decisions to outsource, manufacturing strategy, etc) are made in accordance with the overall strategy and business direction. Since brand maintenance is paramount, the business keeps all production processes in house to ensure quality.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Strategic planning and implementation
Suggested Action: Develop a focused strategy to achieve your vision, and ensure that your operating model allows the business to deliver this effectively.
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/strategic/visual-strategy
Title: Visual strategy

 Focussed Business Review

3.  The business is meeting performance targets and customers are satisfied with our offering.

Best Practice Example: Performance targets are being achieved for the most part and the business considers itself to be operating according to its strategic plan. Sales patterns are as expected or better as customers are satisfied with the products being offered to them, and customer feedback is positive.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Business performance
Suggested Action: Ensure that you are measuring the right things, and that your performance targets are realistic.
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/operational/performance-measurement
Title: Performance management
4.  We know our critical processes and regularly measure and improve them to ensure maximum efficiency and performance.

Best Practice Example: Based on our vision to be the leading brand, critical processes are sales and marketing, production, and logistics, as well as customer relationship management. These key processes have been mapped and analysed to identify potential efficiency improvements, and are continuously measured and monitored.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Critical process management
Suggested Action: Ensure that your critical processes are well defined, measured, and improved.
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/operational/process-management
Title: Process management
5.  We have invested in, or have access to, appropriate technologies and business management methodologies.

Best Practice Example: To ensure quality control during production, as well as efficiency supply chain management, the business has invested in an ERP system and real-time production data acquisition program. It regularly sends its employees to conferences and on training courses to ensure they are aware of latest production technology and management practices.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Manufacturing and business technologies
Suggested Action: Investigate manufacturing and business technologies that are relevant to your business.
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/operational/digital-manufacturing
Title: Digital manufacturing

 Focussed Business Review

6.  Our employees are appropriately trained for the tasks they carry out and are regularly reviewed to identify development opportunities.

Best Practice Example: Each staff member has a personal performance meeting every six months in which targets are agreed and any potential development opportunities are identified. All employees have the opportunity to request additional training if deemed necessary to deliver business objectives. New staff are trained using a formal induction process.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Employee training and development
Suggested Action: Carry out a skills audit to identify any training needs or development opportunities.
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/managerial/people-development
Title: People development
7.  Employees are motivated in their work.

Best Practice Example: All employees understand their role in the business and perform their tasks as expected. Managers and supervisors do not have to spend a lot of time correcting behaviours or checking that tasks have been completed.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Motivation
Suggested Action: Investigate where in the business there are motivation issues, why they exist, and take steps to address them.
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/managerial/leadership
Title: Leadership
8.  We have a clear understanding of cash flow in the business (costs, pricing, revenue streams), and manage it well.

Best Practice Example: There is a formula for calculating the costs and revenues for each customer order, and the sales team does not agree an order without first ensuring it fits within the company’s guidelines. Weekly accounting information is produced and reviewed at management meetings to flag any potential cash flow issues.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Financial management
Suggested Action: Develop a process or some tools to help understand and manage the financial state of the business.
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/strategic/finance
Title: Finance
9.  The vision, strategy and performance of the business is regularly communicated to all relevant personnel.

Best Practice Example: All staff are aware of and understand the vision of the business and the high level business goals and objectives. The management team communicates the performance of the business to subordinates on a regular basis and there is a process for passing on such information throughout the organisation.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Communication
Suggested Action: Communicate the vision, strategy, and performance results to all employees in a visual and engaging way.
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/strategic/visual-strategy
Title: Visual strategy
Category   Adaptability (Adaptability)
Explanation: 

Assess the ability to change, innovate and adapt to the emerging environment.
Questions

1.  We know what is happening in the external business environment.

Best Practice Example: People in the business have responsibility for gathering information from the external business environment and feeding it into management discussions. We understand what is happening in our markets and the industry as a whole.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Horizon scanning
Suggested Action: Scan the external business environment for information relevant to the business.
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/adaptive/horizon-scanning
Title: Horizon scanning
2.  We use information gathered from the business environment to identify opportunities and threats.

Best Practice Example: The business understands the impact that changes in the business environment has on its current operations and uses the information to identify opportunities for the business, or threats to its performance. This is discussed regularly at management meetings, and when new significant information comes to light. Because we have this process in place, we discovered that one of our competitors was in trouble and so we approached them with a take-over deal.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Using external information
Suggested Action: Create a process for gathering and discussing information from the external environment, in order to identify opportunities and threats.
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/adaptive/horizon-scanning
Title: Horizon scanning
3.  We review our business strategy in light of any changes in the business environment and change it as required.

Best Practice Example: The business strategy is reviewed according to the current business environment and reviewed if necessary – we do not wait until the formal strategy review takes place, if it needs to be changed, we discuss it as a management team and change it accordingly.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Horizon scanning
Suggested Action: Use information from the business environment to review the current strategy and make changes if required.
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/strategic/visual-strategy
Title: Visual strategy
4.  Our business is flexible enough to reconfigure in order to respond to opportunities and threats

Best Practice Example: When we do identify a new opportunity, we are able to invest time and resources to develop it further or reconfigure the business to exploit it. Similarly, if we recognise a threat we can make changes quickly to avoid it or minimise the impact. It is our culture to be proactive when possible.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Horizon scanning
Suggested Action: Use information from the business environment to review the current strategy and make changes if required.
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/strategic/visual-strategy
Title: Visual strategy
5.  We have enough resources or support from customers/investors/local government etc to allow us to get back on our feet if a crisis occurs.


Best Practice Example: The business has a good relationship with its lenders and peers, and is considered an important part of the local community, therefore it has the support of local development agencies and industry groups if difficulties arise.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Horizon scanning
Suggested Action: Use information from the business environment to review the current strategy and make changes if required.
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/strategic/visual-strategy
Title: Visual strategy
6.  Employees are given the opportunity to suggest ways to improve processes, practices, products, services, the way they do their job.

Best Practice Example: We have a process in the business that allows all employees, no matter which level they are at, to suggest improvements to the business. They can put a suggestion on our intranet forum, or suggest their ideas at their daily meeting. All ideas are considered in terms of how they will benefit the business and we make sure to feedback the outcome of this to those who made the suggestion.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Innovation
Suggested Action: Give all employees the opportunity to suggest improvements to any aspect of the business operation, and put relevant ideas into action.
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/adaptive/innovation
Title: Innovation
7.  Change is part of the culture of the business – we are not afraid of changing the status quo and employees do not resist new ways of doing things.

Best Practice Example: When new ideas or initiatives are introduced employees are not considered barriers to implementation. Through communication and participation they engage with change leaders and help to initiate and carry through changes that will benefit the business.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Change management
Suggested Action: Develop a culture of change in the business and work towards removing any barriers to change.
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/adaptive/change
Title: Change management

 Focussed Business Review

8.  We have discussed succession for the business and have a plan for ensuring experience and skills are not lost when people leave the business.

Best Practice Example: We try to make sure that more experienced members of staff have the opportunity to pass on their knowledge to younger members. We have also identified key members of staff who we will develop into higher roles so they can join the management team when current managers leave the business.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Succession planning
Suggested Action: Develop a succession plan for the business, and put in place processes to ensure that valuable skills and experience are not lost.
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/managerial/succession-planning
Title: Succession planning
9.  We learn from past experiences and changes and use this knowledge to improve future changes and decision making.

Best Practice Example:
After any big change project, and at our strategic review meetings we discuss and document anything we have learned from our experiences. We also ensure that before starting a new project we review these learnings to help stop us making the same mistakes and so become more efficient and effective.
Question Cut-off (out of 3): 2
Guidelines
1
   Disagree
2
To some extent
3
    Agree
Action
Need To: Organisational learning
Suggested Action: Develop the business capacity as a learning organisation and put in place processes to capture learning from past experiences.
Strength: Blank
Web Search: Blank
URL: http://www.futuresme.eu/resources/adaptive/organisational-learning
Title: Organisational learning