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Whilst, as a business, P45 Consultancy is relatively new, we have over 2 decades of experience to share with our clients.
The experience we've garnered from starting our own businesses over the years, working with clients large and small and seeing the business world from every angle puts us in an enviable position to help our clients succeed, no matter what stage of development they're at.
We do this through working collaboratively with them, writing our regular blogs that cover all sorts of business-related topics that help people, whether they're our clients or not, with their marketing, copywriting, advertising and business needs and drawing upon 20 years of knowledge, expertise and belief.
Build A Successful Business From Strong Foundations
When it comes to starting a business, entrepreneurs all want to create a successful business, but that doesn't happen overnight. Success takes time. It takes effort. It takes endeavour and it takes a willingness to believe in yourself wholeheartedly.
Throw a sprinkling of faith, a modicum of motivation and a touch of 'je ne sais quoi' and you've got the building blocks of something amazing, but what makes up those building blocks? What's the foundation on which you're going to create this future business behemoth?
We've put together 10 simple steps that we think you can take, today, to start building a successful business from scratch. Let's start with ....
#1 The Big Idea
Every business, no matter how big or small they are today, started with little more than an idea.
Whether that's an idea for a ground-breaking product, a service that goes beyond or anything in between.
That idea can even be a belief that you can deliver 'something' bigger, better, faster, cheaper or more efficiently than everyone else.
Coming up with an idea is easy. Coming up with one that you can turn into a successful business, not so much, but it's absolutely possible with some patience and objective thinking.
If you've already got your big idea, then great, but if your creative juices aren't flowing, then we're here to help you.
To come up with an idea strong enough to build a business upon, there are some questions to ask yourself.
Think about the sector in which you want to operate and consider the following concepts to ignite something. It could be...
What problems are your potential customers facing that you can solve?
If those solutions already exist, how can you improve on them? Is there something that the industry is still missing?
Can you do whatever 'it' is cheaper than anyone else without compromising?
Do you see an advancement or improvement to an existing product or service that no one else is doing?
Is it a traditional sector that you think needs disrupting? Think Uber, Deliveroo, Netflix or LED lights.
Do you have a hobby that you can turn into a business or can you build upon some expertise you have?
If you want to replicate an existing business/product/service, how can you do it better?
Can you utilise the global market to help people in other countries or emerging markets?
Consider also whether the time is right. Maybe the market isn't ready for your idea or maybe there's a future need that you can tackle today.
That said, even with all the prompts in the world, if nothing's coming to mind, don't force it. Stop. Wait. Try again tomorrow. IKEA wasn't built in a day.
Lastly, it's important to know that you are ready for what lies ahead.
Have an honest conversation with yourself and those closest to you about what you're taking on.
Look at your own strengths and weaknesses and be honest with yourself about what they are. Think about your own skillset; can you do what's necessary? If not, think about getting a mentor or business advisor to guide you through until you have found your feet.
If you have other financial commitments, a young family or physical or mental health challenges, then you need to be prepared for what's ahead and put measures in place to look after them and you on this entrepreneurial journey on which you're about to embark.
Running a business, especially if you're doing it alone, can be draining in terms of time, money and your physical and emotional well-being, so ensure you have a strong support network that you can call upon when times get tough.
#2 Research Your Market
Now you've got your big idea, it's time to look at the market in which you're going to operate.
Even with the best idea in the world, if there's not a viable market for it, then there's no successful business there.
The only way to understand this is to do some research to validate your idea.
Whilst your big idea might excite you, does it excite anyone else? Will it even work? Do people want to buy it for the price you're selling it at? Does the market even exist that will support it? It's time to find out.
Whether you're launching a new product or a new service, someone somewhere is (hopefully) going to want it. To ascertain this, you'll first need to identify your target market.
Unless you've thought of something truly unique, chances are you'll have competitors, so you'll need to analyse those too as part of your research.
When researching:
Look objectively at your competitors.
What do they do and how do they do it?
What are their strengths and weaknesses?
What are yours?
How will you be different?
What are the opportunities within the market as a whole?
Is there a gap you can fill?
What threats does the market face now or in the future?
Is there a demand for what you want to do?
Does the market exist right now or will consumers/customers need to be educated about it?
Will there be a learning curve when using it?
How will you support it?
Understand the demographics of your customer.
How old are they?
Where do they live?
What do they do for a living?
Create a customer persona for your ideal customer(s). This will vary depending on whether you're selling to consumers (B2C) or to other businesses (B2B)
Once you know your audience, how are you going to market to them?
Consider what sales channels you are going to pursue. This will help you develop a sales and marketing plan later on.
Consider how you're going to ship your product to customers.
Are you going to use the traditional postage service or a particular courier?
What are the shipping costs going to be?
How will it be packaged?
Will you offer next-day delivery?
Will those costs be built into your pricing (so you can offer 'Free' delivery) or is the customer going to pay extra?
What will the typical delivery times be?
How does that affect the price the customer pays?
Will that make it less attractive to them as a purchase?
Once you've developed a framework of a business model, then it's time to take it for a test drive to see if it works.
The theory is fine, but what are the practicalities of bringing it to market? It's time to find out.
#3 Test The Market
By this stage, many entrepreneurs are just keen to take the plunge and dive right in coupled with an inflated sense of enthusiasm and will skip this step, but don't that.
You need to know that your new venture can work before you start spending real money on something that might not turn out to be viable.
In bringing a product or service to market, you'll need to know that it works out in the real world and you won't be able to know that without some degree of testing.
The type of testing you undertake will obviously differ depending on the product or service you're going to be delivering.
There are a number of ways of testing the routes to market and a number of ways you can assess the performance of your venture. Take some time to decide what measurements you're going to use to assess its success or failure.
This could be how much revenue you think it will generate, how much interest customers are going to have in the product or how much PR / media attention it will produce.
Beyond that, what you're looking for is the most robust, fastest and cheapest (not necessarily cheap, just the cheapest) way to test your new venture. To do this you could:
Create a website landing page to collect contact details of potential customers.
This can list basic details about your products/services. Make sure you include your contact details for those interested and add links to your social media.
Carry out an email or direct mail marketing campaign.
If launching multiple products, think about carrying out a soft launch with a limited range initially to gauge interest.
Use focus groups.
Pay for some advertising on social media and see the number of clicks/sales or revenue you can generate in a limited time period.
If it's a physical product or you plan to open a physical store, set up a temporary stand/stall in a town centre or shopping centre and sell a limited range of products at a reduced rate or offer samples and get feedback from customers in person.
Utilise LinkedIn and other forms of social media and reach out to relevant influencers or prominent people in the industry. If you can engage with them, offer to send them your product then ask them for feedback or to review your product on their social channels.
The most effective method of testing will vary from product to product and from service to service. Only you will know which one is most suitable, but please don't underestimate the power of testing the market. You'll be amazed at what you can learn.
#4 Know Your Costs
Launching any business costs money. Whether you're investing in stock, buying raw materials, rent, utility bills, website development, promotion or advertising, professional services, transport or travel costs or just your own time, you're going to need at least some money to launch so you'll need to know just how much.
Of course, some of those examples, depending on your own circumstances, may not be relevant to you and your business, but knowing your start-up costs is vital to understanding if you'll have a viable business going forward.
In the early days, often the first year, much of the money that comes in will be used to reinvest back into the business, rather than using your own money.
If you're a success, then you'll need more stock, you might need more staff, bigger premises, extra equipment, etc. This is called 'bootstrapping'. Whilst bootstrapping might mean your growth won't be as quick as you might like, it will mean your risks are reduced and debt is kept at a minimum.
Knowing your start-up costs isn't the only money management you'll be doing as you launch your business. You'll also need to:
Take account of ALL your business expenditure.
When you have so much going on, it's easy to forget about some costs you'll have to pay out.
Things like shipping or postage, insurance, legal or accounting fees, government agency fees (e.g. when registering a company, registering for VAT, etc.), day-to-day operating costs (lights, heating, broadband, coffee, tea bags, etc.), website costs and taxes often get missed or aren't accounted for so make sure EVERYTHING is covered.
Break-even Analysis
Creating a break-even analysis will help you know your pricing structure (see below), identify any expenses you might have missed, mitigates risks (and reduces any surprises) and help you set targets for your business going forward.
All this helps you to know and understand at which point your business becomes profitable, i.e. how many 'things' will you need to sell to cover your production costs.
Profit Margin
Your profit margin will vary depending on the business sector you operate in, the retail prices you set (see below) and your own costs (which will all fluctuate over time) but ultimately it's a measure of your business's profitability, expressed as a percentage.
Pricing
Pricing your product or service isn't as straightforward as you might think. It's easy to see what you're competitors are charging and just undercut them, but often this just results in a race to the bottom which rarely benefits anyone.
If they are more established than you, they may be able to reduce their price still further to undercut you long enough for you to lose out completely, so there's an art in determining a realistic price point that works for you and your customers.
There's no denying that pricing a product accurately can be difficult for start-ups, but there are some steps you can take to help you come up with a realistic price that works. Consider:
Variable costs; these are costs that will rise (or fall) proportionately with your production costs. If you make more 'things', the higher your variable costs will be. For example, as you make more, you'll need more raw materials and more packaging to sell them, you'll pay more credit card fees on your website as people buy more, etc. Conversely, these costs can also go down if you produce less.
Fixed costs; in other words costs that are not affected or altered by your production costs. These can include things like your rent, lighting, etc.
Profit margin; if this is already low, any variation in costs in other areas might mean you lose money.
Customers; whilst you need to consider the previous steps to come up with your price, you'll also need to think about your customers and, more specifically, how much are they willing to pay for it. If your product is more than your competition, then you'll need to think about how you sell the advantages and why it's worth extra. You'll also need to think about where your product or service fits into your customers' lives. For example, will it be a regular purchase to help them day-to-day or is it seen as an occasional treat? How much disposable income will your ideal customer have to consider buying it? How price sensitive will they be? If you're selling to other businesses, then you'll need to look at producing contracts and Service Level Agreements (SLA) which will add to your legal fees.
Understand Your Commercial Objectives; with almost every product, there will be a range of prices from the low end to the high. You'll need to understand where you fit into that market. Are you going for the premium, luxury end of the market, or the more cheap and cheerful? Are you more of a cool, chic artisan or a bulk-buy merchant? There's room for everyone in the marketplace but you need to understand where you fit and price accordingly.
Once you've considered those aspects of your pricing model, then you'll need a strategy to develop it further.
There are a number of options available to come up with your selling price. These are:
Mark-Up Pricing; this is arguably the simplest way to come up with a price. It involves you adding a fixed percentage (your markup, whatever that may be 10%, 25%, 50%) to your fixed costs (i.e. material costs, labour, postage, marketing) and that gives you your selling price. Whilst this is a simple process and is relatively easy to calculate, it doesn't take into account market conditions, competitor pricing or the perceived value customers have for it. You might want a 50% markup, but if that makes the product unaffordable for customers, then you'll need to reconsider.
Competitive Pricing; this uses the price your competitors charge as a benchmark then price it below. This model is usually driven by the product value where the only real differentiator is the price. In other words, the 'thing' you're both selling is essentially the same. If you can make it, or source it from a supplier, cheaper than your competitor, then great but, as we touched on earlier, if you're a new or smaller business, it can be hard to maintain. It can also deter customers who may be wary of the cheapest option and consider it to be inferior and therefore avoid it.
Value-Based Pricing; This is useful if you're producing or selling a product/service that enhances a customer's image or lifestyle (e.g. a luxury or high-end product or one marketed at high earners). Value-based pricing lets you attribute a higher price to an item that will be deemed to be in-demand or luxurious. This assumes that your product is actually worth the higher price, which can be subjective. It also doesn't account for many other factors that you can't control like the economy or other cultural or societal influences, trends or fashions.
Discount Pricing; A popular pricing strategy that relies on the (obvious) fact that everyone loves a sale or discount. Selling your product at a discount is great for attracting more people, providing you have the marketing effort available to get the word out. Pricing your product at a discount, albeit temporarily, means that you can increase traffic to your website or footfall to your physical store and can even help you move older or less popular stock items. The danger is if you have too many sales or offer discounts too often, people will begin to see your product as a cheaper option and will be less likely to buy at the full price as they're constantly waiting for the next sale to start. You might also begin to get a reputation of being a 'bargain basement' option which can affect the market's perception of what you do, sell or make as lesser quality. Everyone might love going to their local 'pound shop' but no one goes there expecting to find a Gucci handbag, an Armani suit or a high-end Apple laptop.
Penetrative Pricing; This is a similar model to the above, but relies on a temporarily lowered price to make a short-term impact or is used to gain a foothold in the sector to increase your market share. This can be impactful for new businesses who just want to get a 'foot in the door' or increase their brand awareness. The trade-off from that is you'll make a smaller profit, if any at all, over that time period so you'll need to make sure your costs are accurate.
Keystone Pricing; Finally, if your business involves buying an amount of product from a wholesaler and simply selling it, then keystone pricing might be more suited. This involves getting a product that will come with a price you paid for it, adding your markup (usually doubling the wholesale price) and selling it for more. It can give you a very nice profit margin, but may also mean the product is priced too high or too low for the current market conditions. It's a useful rule of thumb to help you initially, but it may also be affected by the availability and/or demand for the product longer-term.
Funding
Not every aspect of business finance involves money going out, there are ways to bring money in to help you launch your new venture.
If you're a new start-up, there may be grants or funding available to help your product or service come to market from central or local Governmental agencies, angel investors, local enterprise schemes or even loans from family and friends. A quick Google search will help you locate them.
If your research has shown you that your new business has real potential, then you can use that data to approach banks for loans to help you cover your initial costs and bring some money in. Make sure you include repayments in your business and financial planning.
#6 Build Your Business Plan
Now you've done your research, you've got a handle on your costs and understand the market you're entering, it's time to get creative and start building the business of your dreams. For that, you'll need to put together a business plan.
Now, of course, businesses differ and have different operating models. Some sell products they manufacture, some sell products made by third parties, and some provide services, so whilst we can't cover every possibility, we've tried to offer tips that cover all bases, without being specific to either one.
Remember, your business plan will be just that, YOUR business plan. Whilst the structure of the document can often be fairly standardised, the content won't be. It should cover the costs (which you now know) and your business objectives and how you're going to achieve them.
Also, if you're looking to secure investment, or a loan to help start your business, then the first thing they will want to see is a strong, detailed and well-thought-out business plan.
Even if you're not looking for outside investment, you'll still need a business plan as it will make you answer some important business questions and consider often overlooked issues regarding how it will operate. It will help you really focus on the aspects of your venture that will be crucial to its success.
A good business plan, whilst detailed and in-depth, shouldn't be overly complicated. Anyone should be able to it pick up and, once they've read through the key points, understand exactly what business is, what it does and how it does it, so avoid jargon or technicalities and don't overcomplicate it.
Again, whilst the content will be specific to you, there are some key points almost every plan should contain, these include:
Executive Summary; this is an introduction to your business plan, its content and a basic overview of everything within it. Keep it short, no more than a couple of paragraphs (it is a 'summary' after all). It should give whoever is reading it a clear and concise overview of the business, what it does and how it operates detailing only the key points. The rest of the plan will give them more specific details.
Table of Contents; depending on who is reading the plan, they may be only interested in certain parts of it, so make sure you add a table of content to allow them to easily find those sections relevant to them. For example, those with a potential financial stake in the business (i.e. banks, investors, etc.) may only be interested in your costs and revenue projections.
Mission Statement; create an easy-to-understand statement that quickly and concisely illustrates the purpose of your business and the ethos behind it.
Business Model & Deliverables; this is the place to outline your chosen business operating model and the products or services you're going to be delivering or providing. What are they, what do they do, how do they help, etc.
Research; As you will have done some research beforehand (see Section 2), this is the section to show that, including your detailed understanding of who your ideal customer is, the market for your product or service that you'll be working in, who your competitors are and how you measure up to them.
Marketing & Sales Breakdown; Detail a clear plan on how you intend you reach the target you have for sales and your overall objectives in terms of revenue generation. If, for example, you're planning to sell 'x' units per year, then describe how you will you do that and what marketing channels you're going to utilise to achieve that.
Financial Information; Not only will you need to include your current expenditure and financial status (see Section 4) but future projections for the next 3, 6 and 12 months (and sometimes longer). Whilst it can be difficult (if not impossible) to accurately predict these kinds of numbers, be realistic in your estimations. You might WANT to sell a gazillion 'thingumajigs' a month, but you can only sell what you can produce, and you can only work so many hours, so be realistic about your targets. If you have investors they'll want you to be able to back them up and explain how you came to those figures.
Staff; include details of who will be working in the business, including who they are, what they do and their relevant experience/qualifications, even if it's just you. This will give anyone reading it confidence that you have the necessary skills to operate the business long-term. If you have plans to expand and recruit staff in the future, then include that too with timescales and the impact that will have on the finances of the business.
Finally, your business plan should be a living, breathing document. Once the business is up on its feet, keep it updated as you go and as you learn more about the market you're operating in.
We're not suggesting you need to update it every day, but as the economy, your circumstances and business objectives change and evolve, revisit it once or twice a year so it accurately reflects the current business, its practices and the world at large.
#7 Make It Official
Now you're ready to dive head-first into your new venture, but before you can do that, you may need to legally register your business with the relevant Government agencies.
If you're a typical for-profit business, then this should be fairly straightforward, but if you're starting a charity, foundation or trust, then they may be additional paperwork and legalities to complete.
As you would expect, the rules will vary depending on which country you're in and which legal structure you're opting for, so please check with your regional authority for any help and advice on which legal entity best suits you and your business.
In the UK, where we're based, there are a number of different options including:
Sole Trader
Private Limited Company
Public Limited Company
Partnership
Limited Liability Partnership (LLP)
Community Interest Company (CIC)
Charity
Corporation
Trust
Whilst we aren't going to go into them in too much detail here, it's important that, whichever one you ultimately decide on, you pick the best one for YOU and YOUR circumstances, not necessarily one that someone else tells you to go for or that they've chosen.
Research the various options and choose wisely based on your own business model.
Some of those listed may have different legal stipulations and reporting requirements, i.e. sole traders DON'T have to register with Companies House to operate, but will still have to register with HMRC for self-assessment tax purposes.
Bear in mind that the legal structure you start with, may not be the same one you have in 1, 3 or 5 years' time. You might, for example, start off as a sole trader, but once you start to grow and hire staff, then you may need to transition into a limited company or, if you take on a partner, then an LLP might suit you more.
These kinds of official documents aren't purely there to make sure you pay your fair share of tax, making your business official will often be the only way to acquire additional legal protections to cover you against unforeseen circumstances. Look for things like:
Liability insurance, as the name suggests, protects your business from any liability claims that might come from injury, property damage, libel, slander, etc.
Professional liability protection should you be sued for negligence or for problems that might occur because of the product or service you provided.
Income insurance helps protect you against any lost income that comes as a result of having to close temporarily due to theft, fire or even naturally occurring phenomena like storm damage.
In this increasingly data-driven world we live in with GDPR regulations, you can even protect your business against data breaches to cover any costs that may occur should any of your sensitive data (i.e. employee or customer information, financials, etc.) be lost or stolen/hacked.
If you buy or rent your own business premises, then also consider commercial property insurance to pay for any damage to your building itself or the contents within like computers, furniture, stock, etc.
Also, if you're running your business from home, then check with your home insurance provider to make sure you're covered. You may find you need to amend your policy to cover the commercial work you do there.
Remember, if any of these are new to you or haven't been factored into your operating costs, then revisit them with the new information as it might affect your pricing models or financial forecasts.
#8 Get Online
In the last two decades, since the birth of the mainstream internet boom, our access to the world wide web has revolutionised the way we live our lives, where and how we work, the way we shop and how we socialise and connect to the world around us.
You might think that every business has a website but only around 60% of businesses actually have an online presence. Interestingly, less than half (around 46%) of small businesses didn’t have any web presence as recently as 2018.
Whilst the online world can be daunting for many, not having an online space where you can sell your products, communicate with potential customers, share your expertise, promote what you do and connect to those looking to buy what you sell means you're missing out on a huge market and the revenue it could generate.
But there's more to being successful online than just having a website.
You'll also need to think about buying a domain name, i.e. the URL or name of the website. Our domain is p45consultancy.com but finding one that suits your business isn't always as easy as it might seem.
If you have a fairly common name, then that domain might already have been taken by someone else or another business, so you may need to get creative to avoid people going to their website instead of yours.
When thinking of a domain, you want one that is not too long and one that's easy to see read, hear and remember.
Avoid names that are difficult to understand, try and avoid using numbers for words or anything you need to clarify. If you have to spend a minute explaining to people that 'For' is a 4 or that it's a pun or play on words, then it's not working for you.
Domains names, website hosting fees and professional email accounts will almost always have a monthly or annual fee attributed to them which you'll have to factor into your costs.
In addition, depending on how competitive your industry is, for people to find your website online you may need to invest in Search Engine Optimisation or SEO.
Google and all the other search engines need to understand what your website offers to be able to recommend it to those searching online. This can be an incredibly competitive space so again, factor those costs into your business plan or make sure when your site is launched, that it's fully optimised from the start.
We appreciate the online world can be daunting but if your competitors are online, then you NEED to be. If they're not, then YOU need to be.
If you need any help with setting up a website or SEO, we'd wholeheartedly recommend CubeSquared Digital. They created our amazing website and are fantastic collaborative technical partners who specialise in working with new and small businesses alike.
#9 Marketing / Branding
In this ever-increasingly competitive economy, being able to build a brand around your business and market what you do to the right people effectively is crucial to your success.
However good your product is or how satisfying your customer service will be, your brand will be the reason people buy from you and your marketing efforts will be how they find out about it.
There are a number of marketing channels that a new business, or an established one for that matter, can utilise to get its message out. These include:
Email or Direct Mail Marketing campaigns (we can help with that).
Online advertising.
Social media.
Flyers.
Blogs / Copywriting (we can help with that too)
Video production (and that).
You'll also need to think about how your branding reflects your business as a whole.
Branding is more than a clever name or a well-designed logo. A brand encompasses everything about you as a business.
It becomes more about creating an ethos, a set of principles, a design and a consistent 'voice' for your business that helps develop trust in those who do business with you.
To help develop your brand think about:
Fundamentals of your business including who you are and what you do.
Build on the mission statement we discussed earlier and help customers understand what you stand for as a business. Are you, for example, determined to help reach and work with marginalised communities, protect the environment by only using recycled packing or promote diversity and inclusion?
Your story which includes why you started the business, what inspired you to launch this product/service and why you're passionate about it. People don't buy from faceless businesses, they buy from other people, so sell yourself to sell your brand.
Think about your tonal or brand voice. This covers the tone and language that will signify your brand's personality. This needs to be used consistently across all your marketing and communications including your website, email marketing campaigns, advertising and social media. It will need to reflect the market you're aiming at. In other words, how do you want customers to feel when they engage with you?
What's your Unique Selling Point (aka Proposition) or USP? What makes your product or service different from the competition and why should customers buy from you and not them?
Develop a visual Brand Identity which will include your logo, brand name(s), style guide, fonts, colour palette, product images and overall design aesthetic. Again, this needs to be consistent across all of your business communications, both internal and external.
If you need any guidance and creative input into developing your brand strategy, then please get in touch with us using the form below and let's see how we can help.
#10 Growth
Whilst this is the last step in this post, in many ways, it's only the beginning of your journey. You might think you've done the hard work in setting up your business, but that's only just starting too.
With your business registered, your website online, your online community growing and your procedures and processes in place, it's time to start trading and begin growing your business.
You're going to be busy, but before that, take a moment and just think about how amazing you are and what an incredible thing you've created. Yes, YOU'VE created.
You've literally turned nothing into something, so celebrate your achievements because you've earned them, but you're not finished yet.
For some entrepreneurs, staying at a particular level is more than enough for them, but for others, they want to reach for the stars. Both are perfectly valid.
You might want to stay at the level you're at, serving your customer base and delivering a personal service that helps maintain your work/life balance, but if you're wanting to grow your business then it's time to think about where you go from here.
With your business getting established, are there new markets you want to move into? Is there a new version of the product just waiting to be developed? Do you need additional investment? Bigger premises? More staff?
Growth can be scary, but it's nothing compared to what you've been through to get to this point.
Take time to think about your future and where your business can go with everything you've learned, but do so with the same level of planning, consideration and detail that helped you create this amazing business and you'll go far. Further, than you ever thought possible.
Conclusion
"For which of you, desiring to build a tower, does not first sit down and count the cost, whether he has enough to complete it?" - Luke 14:28
We hope that if you've been looking to start a new business, you've been inspired by this post to start making that dream a reality. We also hope that you've found some of this information of use to you.
We obviously can't (and haven't) included every possible detail or covered all potential scenarios that might arise when it comes to starting your own business.
Some omissions are fairly obvious like thinking of a name for your business, designing a logo or opening a business bank account, but we've tried to give a more strategic, top-down overview of the journey to becoming self-employed.
Whilst there's no denying it's a difficult journey, take it from someone who has been down that road before. All the hard work that no one may ever witness is worth the feeling and the connections you'll all see when working with clients, selling to customers and seeing how much joy what you've done you can bring to them. #BelieveInSuccess
A longer post than normal we know, but we hoped you've found lots of useful information within it, especially if you're thinking about starting your own business.
If you've already launched, what tips or advice did you find most useful when you were starting out? Were there any hidden pitfalls you wish you'd know about that you'd like to share with us? Let us know in the comments below and consider liking and sharing this post with your own network.
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Really useful these blog post! Please keep them coming 🙏🏽
Brilliant piece ! Love this.