The best business advice, opinion, news and expertise in Greater Manchester and further afield.

Friday, 31 October 2014

Friday Guest Blog: Prioritise Your Time – What Should I do Next?

By David Wright of BSA Marketing

Some days I come into the office to be faced with a to-do list as long as my arm! When it’s like this, it is so easy to waste even more time just sitting there, like a rabbit in the headlights, just trying to decide what to do first.

I have a technique to deal with this situation which always works for me. It was taught to me many years ago and whenever I use it I smile to myself at its simplicity – but effectiveness.

I share it with you here and hopefully if you ever find yourself stuck and not sure which job to tackle next in your business, maybe it’ll help you too.

The essence is to take a series of business tasks and put them in an order of priority. You then look at your ‘to-do’ list and do the job which is highest up your priority list. Once complete, you move to the next highest priority task, and so on.

Here is my list, starting from the top. If you think business is all about sales and finding your next customer, you may be surprised:

1. Put money in the bank

Running a business may not be all about making money but it is up there somewhere. We all need to eat and pay the mortgage! Cashflow is the lifeblood of any business so if you have been paid by a customer get the money into the bank!

 2. Chase outstanding invoices

If you’ve paid all your money into the bank, the next step is to get some more!

It never ceases to amaze me how many businesses have £1000s sitting in overdue invoices. You have done your work and raised your invoice so if your customer hasn’t paid you within your agreed terms, chase them! Some businesses make a point of not paying their suppliers until they are chased. If you get known as a supplier who doesn’t chase invoices you will always be at the bottom of the payment priority. If you are known to case outstanding debts (make sure you do it professionally and reasonably) your customers will get the message that it isn’t worth trying to delay payment so you may actually find you don’t need to chase as hard – win-win!

3. Invoice completed work

Just as some people don’t chase outstanding invoices, I have come across others who don’t even send the invoice in the first place!  They do the work, have a satisfied customer, but never send them a bill! I know it sounds crazy but it happens.

I have to admit I have even done it myself but it was a lesson I have learnt and don’t plan to repeat.

Get those invoices out and have a solid process to make sure you invoice regularly and never forget to invoice a customer!

4. Complete outstanding work for customers

You can’t invoice work until you have done it (or reached an agreed stage-payment point) so the next thing to do is make sure work is being completed. Where you are doing it yourself or you have organised someone else to do it, make sure work is finished, and to a standard that you can confidently raise an invoice.

There is no point in invoicing a customer if you simply expect a complaint or dispute.

5. Follow-up on quotations and proposals

Up until now, the priority has been making sure you do the work you already have, and get paid for it. Here we are, half way down our priorities and it is only now that we start looking for more sales – by making sure you follow up on the quotations and proposals you have submitted to potential clients.

Yet again, I regularly hear people say, “There’s no point in following up quotations. People will call me if they want to go ahead.”

Maybe this is true sometimes, but definitely not always, and if you are in competition, it is normally the company that follows up and shows interest in their customers that gets the business. Even if you don’t get the business this time, following up gives you a chance to ask why you weren’t selected. the answers you get can be invaluable in refining your proposals and who knows, building relationships with these prospects can lead to new opportunities in the future. You have done the hard work of getting your contact to accept an initial proposal so they obviously think you are OK!

6. Make the most of new enquiries

When you get a new enquiry do you ALWAYS follow it up? Many people will make snap decisions based on past experience or whether they think they can do work with a contact, and sometimes they will get it wrong. You don’t know what you don’t know and I suggest it is always worth it to at least have a chat with a new enquirer. I remember a time, I received two enquiries on the same day from two small security companies. We had never done any work in the sector and I really questioned whether we would. Somewhat against my better judgement we followed them up, because we try (within reason!) to follow up everything.

I was absolutely right about one of the enquiries, but the other became a customer we have worked with for over 15 years!

Don’t make assumptions about enquiries. Give them a chance.

7. Find some more leads and prospects

If you are on top of everything and don’t have any enquiries to follow up, you need some more leads and prospects (or maybe you are so organised you can take a holiday -but let’s not go there at the moment!)

This is where you need to take your business development plan and work it! There are many posts on this site about the value and benefit of a clear, defined plan of where you want to go and how you aim to get there. Now is when you should be reviewing your plan and making sure it is happening!

8. Create a plan!

What, no plan? If you are continually busy (and hopefully productive) with priorities 1 through 6 above then (dare I say) maybe you can get away without a plan (as many small businesses do!) but if you have made it this far down my priority list, it suggests that maybe a plan might not be a bad idea.

Search Planning across for ideas or give me a call on 01457 851111.

Tuesday, 28 October 2014

Member Blog: The Call...Let’s Start at the Very Beginning

By Kevin Charlton - Managing Director, Steer Coaching & Development Ltd

I’ve been thinking about the mistakes I’ve made with telephone calls over the years and, the time and money it has cost me….And I don’t want you to lose out in the same way.

I’m in the business of helping people and I believe that selling is hard enough without inadvertently causing more problems. I’ve been fortunate to work with learned people who have passed on their knowledge and expertise. This coupled with my own learning means I have something to share with others.

All of my working life; I’ve had to pick up the telephone and make a call to find business. So, in 30+ years, you can imagine the number of mistakes I’ve made and the time, deals and money I’ve wasted by saying the wrong things.

Let me give you just a few examples of classic phrases I’ve used:

“Hello Mr Smith…how are you today?”
“Hello Mr Smith my name is Kevin Charlton from XXX and what we do is…”
“Hello Mr Smith…this is just a courtesy call”
“Hello Mr Smith…I’m just updating our records”
“Hello Mr Smith…we are your local XXX”

Your opening is the most powerful and critical part of the call and if you don’t get this bit right, then closing techniques are irrelevant.

If you were the customer, what would you want to hear?

Well, the customer won’t tune into the words for the first few seconds; they are listening to the voice quality and making a decision on whether they might like this person and what they have to say. When they hear a slight pause before the caller engages, they get the impression that they are just another number on a speed call list and they switch off or hang up. The same thing happens when you dial the number without picking up the handset; the customer answers and, all too often there is a second or two before you react and pick up the phone…Just don’t do it!

We understand when a customer calls or visits us they are looking for a solution to a problem and the salesperson’s role is to qualify the extent of the problem; create the urgency to act and persuade them to buy. When we call a prospective client; they don’t even know they have a problem for us to solve; so the call has to accommodate this.

If I were the customer, these would be my thoughts:

1. Do I fit the profile of what they are talking about?
2. Do I have an issue and could this be the right solution for me?
3. Are they a credible supplier to provide the solution?
4. What would make me do it now?

So after the professional introduction, checking you are talking to the right person and seeking permission to continue, you need to quickly answer the questions in the customer’s head.

1. Profile:

“Hello Mr Smith….as a long-standing customer…”
“Hello Mr Smith….as the head of careers I’m sure you will….”
“Hello Mr Smith….like fellow business owners….”

2. Problem & Solution:

“You may unknowingly be paying too much for…”
“Students are more likely to succeed if they…”
“The cost of finding and training the right staff can…”

3. Provider:

“I thought it only right to inform you and…”
“We are accredited and approved by…”
“We understand and do something different…”

4. Now:

“There is a limited amount of…”
“It has been suggested that we talk to you…”
“So before you throw away any more money…”

Preparation is the key to call success. Taking time to plan what you want to say, thinking about it from the perspective of the customer and their likely responses will enable you to overcome possible objections. I now apply the B.E.V.A. test to everything I present (I’ll save this for another time!) which has made a massive difference to my success rate.

The good news is I now spend more of my time in front of clients rather than trying to pin them down to appointments through a telephone call.

If you’d like to find out more about telephone sales coaching then either give me, Kevin, a call on 07866 469194  or visit:

Friday, 24 October 2014

Friday Guest Blog: Flexible Working

By Aarti Bedi of Colemans-ctts LLP

On 30th June 2014, the rules on flexible working changed and the right to request flexible working was widened. Research by Sage UK has shown that 10 per cent of small businesses are completely unaware of the new rules, while a third of small businesses are still not complying with the changes. 

What is flexible working?

It is a change to an employee’s working pattern and can take various guises such as part time working, shift work, home working, job sharing to name a few.

Who can apply?

As of 30th June 2014 the right to request flexible working has now been extended to all employees with at least 26 weeks' continuous service, previously this right was reserved for only those with caring responsibilities.

How to deal with requests?

Employers must deal with all requests received in a “reasonable manner”. This means holding a meeting to discussing employees requests and communicating your decision in writing to them within a reasonable time and at least within a three-month period.

Can I refuse a flexible working request?

Yes, whilst an employer must consider each request carefully there are eight legitimate business grounds for refusing a request and they are:

1. The additional costs which would be incurred in granting the request would cause an unacceptable burden on the business;
•    For instance, where the company would have to pay for equipment to enable the employee to work from home.

2. The business is unable to distribute the work amongst existing staff;
•    For example, if an employee has a specific skill set, job, or ability, the employer would need to consider how easy or difficult it would be to redistribute the workload. Employers should consider whether retraining would equip another employee.

3. Not able to recruit additional staff to cover the work;
•    if an employee who worked unsociable hours, recruiting another staff member to do these hours might be extremely difficult.

4. The employer considers the change would cause a detrimental effect on quality of business;

5. The employer considers the change would have a detrimental effect on being able to meet customer demands;
•    High pressure jobs sometimes come with high pressure time constraints, however, an employer should not refuse a request outright for this reason. A trial period can be considered as a way to see whether the flexible working arrangement the employee wants can work.

6. Detrimental impact on performance;
•    When considering performance, employers will need to consider the impact on performance of not only the singular employee, but the team and the company.

7. Insufficient work for the employee to carry out during the hours the employee has proposed to work;
•    Some employers have periods of ‘peak’ demand. If the employee is suggesting they work quiet hours only then the request can be reasonably rejected.

8. Planned structural changes mean that the flexible working changes would not fit.
•    If the operating hours of the company are changing making the change in shift patterns not relevant to the business then the request can be rejected on those grounds.

In some cases an employer may not feel that they are able to accept a request, but may be in a position to offer something slightly different to what was originally requested. If refusing a flexible working request it is advisable to inform the employee of their right to appeal the decision. The process including appeal should be completed within the three-month period.

If you are worried about the changes in the law in 2014 or any other employment matter, call Aarti on 0161 876 2502. Email or visit

Wednesday, 22 October 2014

Member Blog: The Jumping Off Point

By Kieron Hill – Owner, Kieron Hill Employment Services Limited
There comes a time in the life of a company where the owner has to make a clear choice. Are they self-employed or do they turn the company into a business? The trigger for the decision usually comes when the business owner finds that they are working long hours but still not earning as much as when they were employed. The dilemma is this, they need more work to earn more money but they don’t have enough time in the day to service their customers.

If you are that business owner, the first question that you need to ask yourself is “Do I like doing the work that my company does or do I want to run the business?” The two are not the same. If you are a plumber that enjoys plumbing then you like doing the work your company does and that is what you should do. Therefore if you are not earning enough money you have only a limited number of options, either charge more or do more.

If you are a plumber who likes to research new markets, try new products and services and expand your business then you want to run a business. There is no moral issue here both options are equally valid the choice you make is based on your aspirations. Anyone who tells you that one way is better than the other is what my daughter would call a “butinski” and should spend more time with their family!

In many cases however the business owner decides that they want the adventure of creating a business and working on it, not in it.

So the process begins. First you need to define your aspirations, in terms of what you like doing for a living and what you want to do with your life. For those with the joy and pain of family commitments there is also the cold wind of financial reality that needs to be considered.

Having got your aspirations nailed down you then need to analyse what jobs needed doing in order to achieve those aspirations. You then have to allocate those jobs, whether by outsourcing, investing in IT, purchasing machinery or employing staff. Finally (and this is often the hardest part) you have to take action.

So it’s aspiration, analysis, allocation and action. Suddenly a horrible thought strikes me, I’ve just invented one of those awful management clichés like “the 10 steps to business success” or “the four S’s to marketing excellence” (or the 6 Z’s to a boring business lecture!)

But cliché or not it’s my firm belief that it’s a decision every company has to make sooner or later and then revisit on a regular basis, because the priorities you have when you are in your 30’s will be quite different from those you have when you are 56.

I made my choice a few years ago and decided to build a business but I’d love to find out what other people have decided to do when they reached their “jumping off point”, or was the whole process too much trouble and you decided to carry on as you are?

Thursday, 16 October 2014

Member Blog: How to Use Content Marketing to Grow Your Business

By Nadia Latif, Content Marketing Manager at Banc Media

The internet can be a frustrating place for businesses. Imagine a room containing 99% of your potential customers, but they’re all distracted by pictures of cats on the walls and what their friends are eating. How do you draw their attention away from the fluff and to your good stuff?

Content marketing is, in its essence, the creation and distribution of quality, relevant content. This content engages with your audience, lets them know what your brand is about, and ultimately converts them into loyal customers and brand advocates.

Here are the essentials if you want to use content marketing to grow your business:

Create Excellent Content

The clue’s in the name: it’s content marketing.

This content needs to be relevant to your business; just because listicles work for BuzzFeed doesn’t mean that they are right for your brand. The aim here is to produce blog posts, articles, infographics, videos, etc. that people want to share and that resonate with what you do.

Give Your Excellent Content a Good Home

You could write the most incredible articles known to humankind, but without a well-designed website/blog with a clean layout, your efforts will likely come to nothing.

People’s attention span online is minimal; you have to capture their attention with the look of your site, not just the formatting and readability of your content.

Additionally, get to grips with SEO best practise so that your content is visible to Google and can be found by your audience – this guide from Google is a great place to start.

Engage with Your Audience

Your content marketing efforts will come to nothing without great content. But it’s also about how you use that content and find appropriate channels to connect with your audience.

Brands have the ability to develop a fluid personality through social media thanks to constant communication with followers and other brands. Tesco Mobile’s social media team has been widely lauded for raising the brand’s profile by entering into lively debates with fellow brands and customers.

Proactive social media engagement can help build your brand’s authority, and it’ll cost nothing more than the time you invest into it.

Don’t Be Afraid of the Guest Post

A great way to reach new audiences and add great content to your blog is to diversify with guest posts. Think about who would bring value to your blog; you should only invite people who have something useful and relevant to say.

Invest Your Time

There are no short cuts; quality content marketing takes dedication. Sure, you can churn out blog posts and set up automatic updates on your social channels, but the real value can be found in taking the time to find, listen to, create content for, and interact with, your audience.

We’ve put together a round-up of 50 content marketing ideas you can use on your website and blog – check them out here.

About Banc Media
Banc Media is a search engine marketing company, specialising in SEO and PPC. Based in Manchester, they are comprised of operational specialists including a dedicated content marketing team.

Friday, 10 October 2014

Friday Guest Blog: Medical Specialists Pharmacy enters the online jungle of Amazon!

By Brandon Wilkinson - Medical Specialists Pharmacy

Medical Specialists® Pharmacy are delighted to announce they are joining forces with international e-commerce colossus Amazon, by far one of the most successful internet retailers to ever be involved in the buying and selling of products, boasting an almost unparalleled capability of reaching millions of potential buyers.

Some might say the move to Amazon has been long overdue for a pharmacy giant such as Medical Specialists®, particularly after being pioneers themselves in expanding to an ever-growing customer base that are now choosing the internet as their preferred means of purchasing over-the-counter pharmacy products.

After all, it is convenient and hassle-free to buy online and have products delivered to your doorstep, saving any possible embarrassment of actually walking into your local pharmacy and asking for products to treat conditions like halitosis (bad breath), irritable bowel syndrome (IBS), and many more troublesome health issues.

Medical Specialists® already have an impressive history spanning almost three decades, with its origins in private clinics in the late 1980s, at the time being one of the leaders in the move to computerisation for patients and medication.

However, the company has always looked for ways to way to increase its accessibility and efficacy for patients and by 2001, Medical Specialists Company Ltd (as they were then known), became the first legal online clinic in the UK supplying a range of medication via online consultation – to be quickly and poorly imitated as other clinics soon copied their ideas.

This expansion was far from over though and in 2011 Medical Specialists® grew even further to become a fully-registered online pharmacy, becoming the first ‘One Stop Pharmacy and Doctors’ in the UK. Part of this evolution meant that Medical Specialists® could dispense NHS prescriptions, with GP’s able to use the rapid Electronic Prescription Service (EPS), an easy and convenient way for patients to receive medicines, being sent by post to their home, place of work or any other suitable address.

The move to EPS as the name states, meant Medical Specialists® could provide an electronic/paperless, supremely fast and efficient way of dispensing and shipping prescription medication, negating the need for patients to even leave their house and have to go out of their way to get to a pharmacy for their medicines.
At the same time, Medical Specialists® also decided to boost their chemist shop – a side of the business that now incorporates an impressively huge range of over-the-counter non-prescription products, i.e. these items can just be quickly purchased outright without the requirement of an online consultation or private prescription from the customer’s own GP.

So why the move to Amazon now after all this time? Well, Medical Specialists® cater to tens of thousands of patients from around the world, but Amazon has an estimated 130 million customers globally. This is more than double the UK’s population! Information released by shows Amazon having an incredible 16 million visitors from the UK for May 2014 – the most visited online retailer and having more views than eBay, Tesco, Argos and Asda, the other online retailers that make up the top 5.

Therefore, it is safe to say if you are a business that wants to get its products listed and out there, Amazon is the way to go. All businesses simply need to do is decide on a fixed price, note the condition, and the listing will be live within about 15 minutes – a less complex and time consuming procedure than many other ecommerce and auction websites.

Medical Specialists’® Amazon page already has several products listed but the company will be looking to add much, much more in the coming months to further boost brand awareness – a key component of any major successful pharmacy or business. Or alternatively, there is always the Medical Specialists® website for a more extensive over-the-counter product range for health issues such as hay fever and allergies, holiday and travel, sexual health, and more.

It is now 13 years and counting that Medical Specialists® have been at the forefront of sexual health, trying to break down the taboos and worries that many people used to have about seeking help. In this time, Medical Specialists® have had thousands of patients coming forward to request treatment from them for sexual dysfunction problems, and they are confident the move to Amazon will enable their chemist shop over-the-counter product range to similarly flourish.

Tuesday, 7 October 2014

Guest Blog: Into Autumn - Are you ready for the latest legislation changes?

By Peter Mooney - Employment Law Advisory Service (ELAS)

As the leaves – and the temperatures – start to fall, it’s the perfect time of year for a good spruce-up to make sure your business is up-to-date and in good shape.

So here’s a timely reminder for you of the key changes to areas such as Employment Law and Health and Safety legislation, for the rest of the year and into 2015.

From 1st October, 2014 the Children and Families Act 2014 gives employees and agency workers who are in a “qualifying relationship” with a pregnant woman the statutory right to take time off to attend antenatal appointments. This new right applies from the very first day of employment (i.e. no continuous period of employment is required).

Those in a “qualifying relationship” include:
A pregnant woman’s husband, partner or civil partner (if she is in a same-sex relationship)
The father of the child
The parent of the child; and
Intended parents in a surrogacy situation who meet specified conditions.

It is possible that a woman’s partner may qualify for time off even if he is not the child’s natural father.
Those who qualify for time off only have the right to attend TWO antenatal appointments (not all of them) and they can’t take more than 6 ½ hours for each one.

The appointment must have been made on the advice of the registered medical practitioner, midwife or nurse.

Pregnant employees have a statutory right to reasonable time off work with pay to attend their antenatal appointments.  However, those in a qualifying relationship do not have a right to be paid.

Employers have the right to request the employee (or agency worker) to make a written declaration stating that they are in qualifying relationship with a pregnant woman or her expected child, that they are taking some off specifically to attend the antenatal appointment with her and that the appointment has been made on the advice of a registered medical practitioner, midwife or nurse giving the date and time of the appointment.

The Children and Families Act also increases the amount of the award for an unreasonable refusal of time off for antenatal care.

Also from 1st October, Employment Tribunals will be given the power to order equal pay audits, where the employer has breached the equal pay provisions under the Equality Act 2010, except in prescribed circumstances.

On the same date (it’s a busy time!) the National Minimum Wage increases:
£6.50 for workers 21 and over
£5.13 for workers 18-20 yrs
£3.79 for 16-17 yrs olds
£2.73 for apprentices under 19 or 19 and over who are in the first year of apprenticeship

On 1st December 2014, the Paternity and Adoption Leave (Amendment) Regulations 2014 come into force.
These rule that an employee cannot take paternity leave in relation to a child where he or she has already taken shared parental leave in relation to that child or has taken paid time off to attend an adoption appointment in respect of that child.

From the 10th December, the right to take unpaid parental leave will be extended to include children up to the age of 18. Currently this right applies to parents of children under five (or 18 if the child is disabled).
From 6th April, 2015 provisions for Shared Parental Leave take effect, for parents of children born or matched for adoption on or after 5 April 2015.

Under this new system, parents will be able to choose how they share the care of their child during the first year after birth. Mothers will still take at least the initial two weeks following the birth; but following that they can choose to end the maternity leave – and the parents can OPT to share the remaining leave as flexible parental leave.

And on the same date, the Children and Families Act 2014 brings statutory adoption pay into line with statutory maternity pay by setting it at 90% of normal earnings for the first six weeks of the adoption pay period.

Also in April, employer national insurance contributions for workers aged under 21 are to be abolished. In his autumn statement last year, the Chancellor of the Exchequer announced that employer national insurance contributions for workers aged under 21 who earn up to £42,285 are abolished.

It is expected that April will also see the introduction of new rights for employees who are reservists. If the proposals are confirmed, they will be exempted from the two year qualifying period for bring an unfair dismissal claim where the reason for dismissal is the employee’s reservist’s service.

A proposed change that reflects our increased life expectancy (and longer working lives) is that the upper age limit for jury service should increase from 70 to 75, in England and Wales. This is expected to be ratified in the early part of next year.

Be assured, ELAS will be on hand to warn you of any forthcoming changes and their implications – and will also be here to offer guidance on all aspects of the laws that affect your business.

ELAS is a leading provider of a full range of business support services such as HR, employment law advice, occupational health and safety, food safety, payroll services and training to businesses both in the North West and nationally.

For further information, visit

Friday, 3 October 2014

Friday Guest Blog: Beyond the new frontier - Automatic enrolment and support for businesses

By Rob Hawthorne - Chartered Financial Planner at Rowanmoor Consultancy Limited

On 25 August  2012, the Voyager 1 spacecraft became the first man-made object to leave the boundaries of the solar system and enter interstellar space.  The probe has now been operating for almost 37 years and continues to explore the interstellar medium, transmitting valuable data back to Earth.

The probe, along with its sister Voyager 2, represented the very pinnacle of planetary science and with Voyager 1 having only just entered the vast arena of interstellar space, the journey is very literally just beginning.

Back on earth, or to be more specific, the UK, the programme for employers to start automatically enrolling employees into workplace pension schemes is now in full swing, a journey that started in 2012.

At the time of writing, over 4,000,000 workers have been automatically enrolled representing some 21,000 employers, many of whom had no existing pension provision and no experience or technical know-how administering a complex financial product for their employees.  Where Voyager represented one of the biggest challenges for mission planners, calculating gravitational slingshots around the outer planets, one of the biggest challenges facing employers is the implementation and ongoing demands of one of the biggest changes to UK pension legislation in over a generation.

Over the next four years, small to medium-sized employers in the UK will start their journey and will be required to comply with the automatic enrolment regime.  Many companies have only a sketchy knowledge at best, of their new legal duties, and those that believe a “one size fits all” payroll system will meet their needs in full, are very much heading towards disaster.  Experience so far has shown that to achieve full compliance employers really do need to get the bull by the horns and in true mission control style, plan ahead, task by task, step by step.  Failure is not an option.

In outer space, the margin for error is slim.   Back on Earth, those employers that find themselves in breach of their new regulatory responsibilities could face disciplinary action or even prosecution.  To safeguard employee interests, an enforcement regime has been established.  Employers will be required to register with The Pensions Regulator to declare compliance.  Furthermore, employers will be required to comply with new statutory employment rights and contributions will be monitored to ensure that all are meeting the new financial obligations.

When Voyager was envisaged, decisions were taken to determine objectives, experiments and destinations well in advance of the launch dates.  In preparation for automatic enrolment it is essential that employers consider what type of pension will suit their needs.  Employers will need to update their payroll and HR systems (assuming of course they have them) to meet the new administrative burden, familiarise themselves with their new duties and they will need to consider the financial impact of the compulsory contributions on the company accounts.

Regular duties include self certifying compliance, providing scheme information to employees, automatically enrolling employees, making contributions on their behalf and keeping accurate scheme records, to list but a few.   The impact of these reforms will be nothing short of significant on the day to day operations of your typical small to medium-sized employer.

Advice on how to plan ahead is fundamental if businesses are to survive the journey. The final destination might not be known, but those who would challenge the credibility of independent financial advice and planning in the context of automatic enrolment have not fully understood the wider challenges faced by employers.  Although automatic enrolment started in 2012, the journey for UK workplace pension provision is only just beginning.

Our corporate clients are provided with a clear automatic enrolment strategy. If you would like to find out more about how the new legislation will affect your business please contact our Consultancy Support Team on 08445 440 747 or email  We look forward to hearing from you.

Rob Hawthorne is a Chartered Financial Planner at Rowanmoor Consultancy Limited, Independent Financial Advisers, Bolton.