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Next Stage for Shropshire Superfast Expansion

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Moves to bring superfast broadband to even more people in the county have been announced by Shropshire Council.

The authority is inviting bids from telecoms suppliers in Shropshire for the third phase of a major project to boost connectivity for residents and businesses.

Known as Phase 2b of the Connecting Shropshire broadband programme, the initiative is designed to bring fast connections in areas where no commercial provision is currently in place or planned.

Shropshire Council has already invested £9m through two separate contracts (Phases 1 and 2a).

Phase 2b aims to extend superfast broadband coverage to a further 16,015 premises in the Shropshire Council area using £11.7m public funding secured through funding from the Department for Culture, Media and Sport (Broadband Delivery UK) and the Marches Local Enterprise Partnership.

Whilst Phase 1 is completing this winter, Phase 2a has already commenced with planning work which will deliver to an additional 4,000 premises by winter 2017.

Bids are now being invited from specialist telecoms suppliers to plan, design, build, operate and maintain high-performance broadband networks, referred to as Next Generation Access (NGA). All solutions must be capable of supporting download speeds of over 30mbps and must offer competition and choice to broadband customers.

Steve Charmley, Deputy Leader of Shropshire Council and member responsible for broadband, said:

“As we near the end of Phase 1, we’ve already provided over 55,000 homes and businesses with access to better broadband. At the same time as gearing up to deliver our Phase 2, I’m thrilled to be starting the procurement for the next phase of work. We’re eager to close all of our gaps and particularly want solutions that prioritise coverage for premises on the slowest speeds.”

Graham Wynn, Chairman of the Marches Local Enterprise Partnership, said:

“Fast data connections are crucial for residents and businesses now, whoever and wherever they are. It’s important to note that, as part of this procurement, bidders are asked to offer network solutions that prioritise premises registered for business rates. Superfast broadband enables businesses to function more efficiently, increases their profitability and provides access to new markets. Our businesses have identified lack of connectivity as a barrier to growth so we are very pleased to be able to contribute Local Growth Funding to this latest push for better broadband speeds. We look forward to work getting under way.”

Telecoms suppliers have until 30 January 2017 to prepare and submit their bids. Shropshire Council expects to award contract(s) in March 2017.

The procurement excludes additional funding that Shropshire Council is expecting to receive as part of its Phase 1 contract. Where customers choose to take-up fibre broadband once it is available, the Council receives ‘clawback’ that is estimated at £2.2m to date. This money will remain ring-fenced for further broadband investment.

 

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– Shropshirelive

What is Business Research & Development (R&D)?

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An In-Depth View at Business Research & Development and it’s advantages

Business Research and Development departments are common in many larger companies, especially those working with newer products or technologies subject to important shifts. While research and development work can be instrumental in creating new products or adding features to old products, the work that the department does is more complex than simple innovation.

Business Research and development (R&D) refers to the investigative activities a business conducts to improve existing products and procedures or to lead to the development of new products and procedures.

Consumer goods companies across all sectors and industries utilise R&D to improve on product lines, and corporations experience growth through these improvements and through the development of new goods and services. In general, pharmaceuticals, semiconductor and software/technology companies tend to spend the most on R&D.

 

BREAKING DOWN ‘Research And Development – R&D’

The term “research and development” is widely linked to the concept of corporate or governmental innovation. Known as research and technical/technological development (RTD) in Europe, activities that are classified as R&D differ from one company to the next, but standard primary models have been identified.

 

Basic Research and Development Organizational Setups

There are two basic R&D structures that have emerged in companies throughout the commerce spectrum. One R&D model is a department that is staffed primarily by engineers who develop new products, a task that typically involves extensive research. The other model involves a department composed of industrial scientists or researchers, all tasked with applied research in technical, scientific or industrial fields, which is aimed at the facilitation of the development of future products or the improvement of current products and/or operating procedures.

R&D is different from most activities performed by a corporation in the process of operation. The research and/or development is typically not performed with the expectation or goal of immediate profit. Instead, it is focused on long-term profitability for a company. Companies that employ entire departments devoted to R&D commit substantial capital to the effort. They must estimate the risk-adjusted return on their R&D expenditures, which inevitably involve risk of capital, as no immediate payoff is experienced and the general return on investment (ROI) is somewhat uncertain. The level of capital risk increases as more is spent on R&D.

 

Basic vs. Applied Research

Basic research is systematic study aiming at fuller, more complete knowledge and understanding of the fundamental aspects of a concept or a phenomenon. Basic research is generally the first step in research and development, performed to give a comprehensive understanding of information without directed applications toward products, policies or operational processes.

Applied research is the systematic study and gleaning of knowledge and understanding to apply to determining and developing products, policies or operational processes. While basic research is time-consuming, applied research is painstaking and more costly due to its detailed and complex nature.

 

What are the advantages of Business Research & Development?

Leaps in Market Participation

Market participation refers to the ability to attract new customers and win customer interest. At its core, research and development is about innovation, about offering consumers something they have never seen before. When R&D can pull off such a product offering, the interest that consumers have can cause a sharp leap in market participation and sales. It may even create an entirely new market for the company.

Cost Management Benefits

Research and development does not produce value directly in relation to how much funding the department receives. It is unique in this property; the success of R&D depends more on the practices, talents and innovations of the people working there than on how much money the department receives. This means that a company can actually spend less money on research and development than many competitors but work to secure talented employees and proper goal orientation and still produce good results.

Marketing Abilities

Research and development strategies allow companies to create strong marketing campaigns and advertising strategies. The two work together very well. The research and development department works to make new product designs or add features, and the marketing department interprets these changes in the most exciting light possible in order to attract customers, creating synergies between the two branches.

Trend Matching

Many times a market is already embracing a trend, and the research and development department can be used to make the business active in that trend and increase sales. For example, in markets rapidly embracing green products, a company can use research and development to make products out of natural ingredients, recycled materials or biodegradable substances, allowing for the release of an eco-friendly version of the product that increases sales. When R&D can catch up with trends, the business is seen as adaptable and profitable.

 

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– Tyler Lacoma

– Investopedia

Over 1000 Shropshire Apprenticeships could be generated

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A £2.8 million project aimed at creating thousands of new apprenticeships has been launched in Shropshire.

The Marches Local Enterprise Partnership is in the final stages of talks with three bidders to develop Advanced Manufacturing Hubs in three locations around the Marches, which covers Shropshire, Telford & Wrekin and Herefordshire.

The training centres would support employers in parts of the region where there is limited access to workforce training. The first is expected to open on Bridgnorth’s Stanmore Industrial Estate.

The largest contract, worth more than £1.9m, is led by four partners – Shropshire employers Grainger & Worrall, Classic Motor Cars Ltd and Salop Design & Engineering and training specialist In-Comm Training.

The consortium intends to develop the Marches Institute of Manufacturing and Technology which will deliver training in Bridgnorth and Shrewsbury and aims to create 1,913 apprenticeships.

It would also support 416 businesses and nearly 1,000 bite-sized training courses.

Graham Wynn, chairman of the Marches LEP, said: “Additional capital investment is needed to support the manufacturing sector to develop their skills base, equipping them to maximise future opportunities.

“I am delighted that manufacturing employers have responded to our call for them to take the lead in developing how the skills needs of their workforce can be addressed.

“As a result, we are in the final throes of negotiations to award three contracts to consortiums with numerous private sector employers.

“The first hub to be developed will be at a site in Bridgnorth, and we expect to be able to announce details of the other two training hubs in the coming weeks.”

Matthew Snelson, director at Grainger and Worrall, said: “We are delighted and excited to be part of the consortium of companies who are forming the Marches Institute of Manufacturing and Technology.

“Our objective is to develop engineers of the future, both as apprentices and in our existing workforces. The Institute will support companies large and small across our region, to become more productive, more competitive, and support sustainable growth”.

The training centres are due to open in 2017. Funding for the project was awarded to the LEP via its initial Growth Deal for capital skills projects.

Growth Deals are awarded to LEPs through a competitive bidding process to fund the delivery of projects to boost the local economy.

“The Marches Institute of Manufacturing and Technology is a major step forward for skills provision in the area and gives employers much-needed access to specialist training and state-of-the-art facilities,” added Gareth Jones, managing director of In-Comm Training.

“Industry, and the automotive sector in particular, has enjoyed a renaissance in recent years and we need to ensure we are taking action now to upskill existing members of staff and, importantly, create a pipeline of new engineers to support ambitious expansion plans.”

“It’s time that we reshored provision back to Shropshire and gave firms access to the best employee development opportunities on their doorstep.”

 

– Shropshirestar

What is Business Development?

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“Business Development Executive”, “Business Development Manager” are impressive and heavyweight titles often heard of in organisations.

Sales, strategic initiatives, business partnerships, market development, business expansion, and marketing–all of these fields are involved in business development, and are often mixed up and mistakenly taken as the sole function of business development, which leaves the question: “What exactly is business development?”

This article explores the base aspects of business development, what it encompasses, and what, if any, standard practices and principles to follow.

 

What is Business Development (BD)?

In the simplest terms, business development can be summarized as the ideas, initiatives and activities aimed towards making a business better. This includes increasing revenues, growth in terms of business expansion, increasing profitability by building strategic partnerships, and making strategic business decisions. But it’s challenging to boil down the definition of BD. First, let’s look at the underlying concept, and how it connects to the overall business objectives.

 

Concept and Scope of Business Development

BD activities extend across different departments, including sales, marketing, project management, product management and vendor management. Networking, negotiations, partnerships, and cost-savings efforts are also involved. All these different departments and activities are driven by and aligned to the BD goals.

For instance, a business has a product/service which is successful in one region (e.g Shropshire). The BD team assesses further expansion potential. After all due diligence, research and studies, it finds that the product/service can be expanded to a new region (e.g Staffordshire). Let’s understand how this BD goal can be tied to the various functions and departments:

  • Sales: Sales personnel focus on a particular market or a particular (set of) client(s), often for a targeted revenue number. Business Development personnel assess the market and establish an achievable sales figure over the course of 2-3 years. With such set goals, the sales department targets the customer base in the new market with their sales strategies.
  • Marketing: Marketing involves promotion and advertising aimed towards the successful sale of products to the end-customers. Marketing plays a complementary role in achieving the sales targets. Business development initiatives may allocate an estimated marketing budget. Higher budgets allow aggressive marketing strategies like cold-calling, personal visits, road shows, and free sample distribution. Lower budgets tend to result in passive marketing strategies, such as limited print and media ads, and billboards.
  • Strategic Initiatives or Partnerships: To enter a new market, will it be worth going solo by clearing all required formalities, or will it be more pragmatic to strategically partner with local firms already operating in the region? Assisted by legal and finance teams, the business development team weighs all the pros and cons of the available options, and selects which one best serves the business.
  • Project Management/Business Planning: Does the business expansion require a new facility in the new market, or will all the products be manufactured in the base country and then imported into the targeted market? Will the latter option require an additional facility in the base country? Such decisions are finalized by the business development team based on their cost-, time- and related assessments. Then project management/implementation team swings into action to work towards the desired goal.
  • Product Management: Regulatory standards and market requirements vary across countries. A medicine of a certain composition may be allowed in India but not in the U.K., for example. Does the new market require any customized (or altogether new) version of the product? These requirements drive the work of product management and manufacturing departments, as decided by the business strategy. Cost consideration, legal approvals and regulatory adherence are all assessed as a part of a business development plan.
  • Vendor Management: Will the new business need external vendors? For example, will shipping of product need a dedicated courier service? Or will the firm partner with any established retail chain for retail sales? What are the costs associated with these engagements? The business development team works through these questions.
  • Negotiations, Networking and Lobbying: A few business initiatives may need expertise in soft skills. For example, lobbying is legal in some locales, and may become necessary for penetrating the market. Other soft-skills like networking and negotiating may be needed with different third-parties such as vendors, agencies, government authorities, and regulators. All such initiatives are part of business development.
  • Cost Savings: Business development is not just about increasing sales, products and market reach. Strategic decisions are also needed to improve the bottom line, which include cost-cutting measures. An internal assessment revealing high spending on travel, for instance, may lead to travel policy changes, such as hosting video conference calls instead of on-site meetings, or opting for less expensive transportation modes. Similar cost-saving initiatives can be implemented by outsourcing non-core work like billing and accounting, financials, IT operations and customer service. Strategic partnerships needed for these initiatives are a part of business development.

The BD scenario discussed above is specific to a business expansion plan, whose impact can be felt by almost every unit of the business. There can be similar business development objectives, such as development of a new business line, new sales channel development, new product development, new partnership in existing/new market, and even merger/acquisition/sell-off decisions.

For example, in the case of a merger, significant cost savings can be accomplished by integrating the common functions of the house-keeping, finance, and legal departments of the two firms. Or, a business operating from five different offices in a city can be moved to a large central facility resulting in significant operating cost savings. But would this lead to employee attrition, if the new location isn’t convenient for everyone? It’s up to the business development team to assess such concerns. In essence, business development involves high level decision-making based on a realistic assessment of all potential changes and their impact. Through new ideas and initiatives, it aims to improve the overall business prospects, which drive the functioning of the different business units. It is not sales, it is not marketing, it is not partnering. Instead, it is the eco-system encompassing the entire business and its various divisions, driving overall growth.

 

The Right Fit for Business Development

A Business Developer can be the business owner(s), or the designated employee(s) working in business development. Anyone who can make or suggest a strategic business change for a value-add to the business can contribute towards business development. Businesses often encourage employees to come up with innovative ideas, which can help in improving the overall business potential.

Businesses also seek help from external incubator firms, business development companies (BDC) and small business development centers (SBDC). However, these entities assist in business establishment and the necessary fine-tuning only during the early stages of business setup. As a business matures, it should aim to build its business development expertise internally.

 

What Should a Business Developer Know?

Since business development involves high-level decision making, the business developer should remain informed about the following:

  • The current state of the business in terms of SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats). (For more, see: Executing a SWOT Analysis.)
  • The current state of overall industry sector and growth projections
  • Competitor developments
  • Primary sources of sales/revenues of current business and dependencies
  • The customer profile
  • New and unexplored market opportunities
  • New domains/products/sectors eligible for business expansion, which may complement the existing business
  • The long-term view, especially with regards to the initiatives being proposed
  • The cost areas, and the possible options of cost-savings

What Drives Business Development Activity?

Due to the wide open scope of business development and activities, there are no standard practices and principles. From exploring new opportunities in external markets, to introducing efficiencies in internal business operations, everything can fit under the business development umbrella.

Those involved in business development need to come up with creative ideas, but their proposals may prove to be unfeasible or unrealistic. It’s important to be flexible, to seek out and take constructive criticism, and to remember that it’s a process.

 

The Bottom Line

Business Development may be difficult to define concisely, but it can be easily understood using a working concept. An open mindset, willingness for an honest and realistic self-assessment, and the ability to accept failures, are a few of the skills needed for successful business development. Beyond the ideation, implementation and execution of a business development idea, the end results matter the most. The bright minds in business development should be ready to accommodate change in order to achieve the best results. Every approval or disapproval is learning experience, bettering preparing you for the next challenge.

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– Shobhit Seth

7,000 Shropshire Jobs to be Created

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More than 7,000 Shropshire Jobs will be created and 2,800 homes built under plans revealed today for our region.

Marches Local Enterprise Partnership has submitted a bid for almost £68 million of Growth Deal funding from Westminster, which would be used for projects across Shropshire, Telford & Wrekin and Herefordshire. A huge number of Shropshire Jobs will be generated as a result.

Projects put forward for funding include the development of Oswestry Innovation Park, a £13.2 million scheme which would see 1,400 jobs created, and Enterprise Telford, a £19 million manufacturing and innovation development estimated to create 1,250 homes and 1,650 full time equivalent jobs.

If successful the funding bid would be matched by more than £75 million from organisations and private sector partners delivering the projects.

The proposal also includes a bid for £7.5 million to support the development of an innovation and enterprise scheme in Newport, £2 million towards the development of the Flaxmill Maltings in Shrewsbury, and £1 million towards the delivery of new homes in Telford, which will be matched with £9 million of private sector investment.

Chairman of the Marches LEP, Graham Wynn OBE, said the bid was supported by its public sector partners, Shropshire Council and Telford & Wrekin Council and Herefordshire Council as well as the three area Business Boards.

He said: “We are asking for funding for 11 projects which include not only major infrastructure and shovel-ready schemes, but also proposals to help develop our workforce, by making 1,000 undergraduate and 80 post-graduate places available and investment in IT and digital equipment and training facilities that will benefit over 3,700 young people and apprentices.

“The total cost of these projects is more than £144 million and they will create sustainable private sector jobs, starter homes and access to higher education and training for the people who live and work in the Marches.

“Our bid also sets out our ambition for this enterprising region with a strategy to deliver economic growth through investment in innovation, higher levels skills, housing and business sites.

“We have a record for delivering large-scale projects successfully and our bid has the universal backing of our businesses, our partners and our MPs.”

A decision on funding allocations is expected to be made in the autumn budget statement.

The Marches LEP is one of 38 across England bidding for a slice of the £1.8 billion of Growth Deal funding.

– Shropshirestar

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15 New Shropshire Jobs to be Created

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15 new Shropshire jobs are on their way at one of North Shropshire’s best-known companies, GroContinental, as it works to complete a 75,000 sq ft warehouse on its site.

Whitchurch-based storage and distribution firm Grocontinental is set to create 15 Shropshire jobs at its new warehouse, which will also be the largest the company has built to date.

The site will have space for 32,000 pallets, taking the company’s total storage capacity to 197,000 pallets.

It is anticipated that the new warehouse will be used to house existing customers’ dairy products, mainly cheese. The warehouse is due to be completed in October, and will include high-density racking, dedicated cheese grading and visitor facilities.

Job opportunities will include roles for warehouse operatives, administrators, cheese grading/sampling assistants and stock controllers.

Grocontinental has also launched a recruitment campaign for casual and full-time drivers on a range of flexible shift patterns.

Family-run Grocontinental has continued to invest heavily in the construction of new facilities and the purchase of the vehicles to secure its ongoing growth.

Managing director David Grocott said: “We have experienced an increased level of demand for space and enquiries are ahead of what we’ve seen in previous years.

“Although we are in a challenging and competitive market, our investment programme in quality facilities and equipment have ensured we remain ahead of the game.

– Shropshirestar

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