Economy grows 6.6% as UK continues recession recovery
Ashmore reveals profit rise amid assets under management decline
Five step plan to help your SME weather the COVID recession
Five steps for staying afloat
The following suggestions are drawn from advice offered by Cameron Gunn, Senior partner at business consultancy firm, ReSolve Group, and Andrew Millet, Founder of accountancy firm, Wisteria.- Maximise Accessibility: With a mixture of official government policy and general anxiety affecting consumer behaviour on the high street, any effective SME will look to access their customers through non-physical channels. While an obvious piece of advice, it is worthy of being repeated: expand your online, deliveries and communications capabilities. Having an online store allows customers to browse and purchase goods from the comfort of their own home; a strong delivery framework allows products to be taken reliably to a customer’s home or workplace; and good communications – such as Microsoft Teams or Zoom – allow staff to communicate face-to-face with one-another and with clients.
- Covet Loyalty: In a time where consumers are counting pennies and looking to brands they trust, it is vital your SME looks both attractive and rewards returning customers. Both of these considerations can be achieved by way of different offers and deals for new and existing customers. But perhaps the best way to do it is to follow the example of a company such as Pret A Manger’s subscription scheme – which incentivises customers to use their service, and then keep using it. By offering a monthly subscription service, a customer feels like they’re snatching up an ostensibly good offer, but in fact it’s something of a quid quo pro arrangement. What an SME gains is not just a customer who keeps coming back to make the most of their subscription, but someone who regularly incorporates a product into their routine and lifestyle, and thus will inevitably showcase said product(s) to their peers.
- Expand Your Offering: Though a recession might not seem like the ideal time to spend cash wildly on new ventures, stagnancy can also see an SME fall behind the crowd. To avoid this, a two-pronged approach can be employed: extension and adjacency. Extension strategy is nigh-on self-explanatory – take your current offering a step further and add new opportunities to customers (for instance as a restaurant owner, you might consider loyalty schemes, deliveries, or themed events). A more daring route is adjacency strategy, which means looking at your current offering, and then attaching something related but ultimately new to what you’re doing (once again, if you run restaurants, you might consider opening a bar). One way this latter option might be achieved is via mergers and acquisitions, which allow a business to expand and create alliances without investing in something entirely new.
- Keep Your Business Watertight: Again, this a measure of basic prudence and good business practice, but one that ought not to be overlooked. According to Andrew Millet, having strong corporate governance embedded in an SME’s culture, as well as up-to-date audits, can help a company survive a downturn in its performance. Not only can good financial management help a company to conserve cash and reduce costs, but also track the staff and products of each business division, and weigh up their respective expenses versus returns.
- Get the Word Out: While it may seem counter-intuitive to spend more on advertising, it is important to ring-fence a healthy marketing budget. Not only should an SME spread the word about any new products or deals on offer, but in times where consumers are being careful about spending, creative marketing might be the difference between your brand being chosen over a competitor. It also shows that your company is upbeat and open for business – though of course it is important not to focus more on style than substance.
Various Eateries seeks AIM admission to capitalise on COVID aftermath
The Various Eateries statement then went on to lay out what it viewed as the company’s strengths. The first of which, its leadership, is made up of Founder, Hugh Osmond; Chairman, Andy Bassadone; CEO, Yishay Malkov; CFO, Oli Williams; and Chef Director, Matt Fanthorpe. Between them, the leadership team have experience leading Pizza Express, My Kinda Town, Strada, Côte Bistro, Bill’s, The Ivy, Gordon Ramsay, Itsu, McDonald’s and Jamie’s Italian.
Its second strength, its statement claims, is its established core brands – Coppa Club and Tavolino – which operate from ten sites, five of which are in London. Third, it lauds exciting growth opportunities, with the company Directors stating that a combination of reduced competition and increased site availability will give the Group an exciting pipeline of acquisition opportunities. The chance to grow the Coppa Club and Tavolino brands will be contingent on the company being admitted to the AIM, which will give it greater access to the funds necessary to realise its future acquisitions and working capital ambitions.Various Eateries is raring to go
Speaking on the situation as it stands, and the company’s eagerness to take the step onto the AIM, Founder Hugh Osmond commented:“I believe that Covid-19 is the biggest event to hit the UK economy outside of war-time. Whilst I deplore the terrible effect it has had on our industry, we are confident that there will be major opportunities for a well funded group with strong management to build a fantastic business in the aftermath of Covid. We are also confident that we have one of the most experienced teams ever assembled in the hospitality sector, 2020s-appropriate brands, and an established platform business and I am firmly of the view that the opportunity is as big as it was in the early 1990s when I jointly led the acquisition of PizzaExpress.”
“The funds raised will be principally used to take advantage of the opportunities and accelerate growth. Our senior team has an established track record of acquiring, converting and opening sites and, with, what we perceive to be, the availability of premium sites at attractive rents, I believe the prospects for Coppa Club and Tavolino are exciting.”
“There are also a number of well-known brands out there that are struggling to navigate the pandemic and various other industry pressures. Should the right opportunities present themselves, we would consider supplementing our organic growth through acquisition, offering distressed brands a more sustainable future as part of the Group.”
Mr Osmond added that the company’s brands are designed to cater to changing consumer preferences, with Coppa Club providing all-day flexible spaces and outdoor areas, as well as separate bar, lounge and restaurant areas. Similarly, Tavolino is described as ‘a modern all-day Italian bistro’, led by a team who have led some of the UK’s most well-known sit-down restaurants of the last two decades.Games Workshop shares rally over 11% as it rolls the dice with online sales focus
In an effort to confer a fair share of this recent success back to its shareholders, the company said it would be paying a dividend of 50 pence per share on 23 October 2020 for those who have registers by 18 September.
Following the update, Games Workshop shares are now up by 8.02% or 700.00p, to 9,425.00p per share 10/09/20 12:20 GMT. Analysts’ consensus 12-month price target for the stock stands at 9,500.00p per share, with today’s price representing a 110% increase on where it stood a year ago today.
The Group’s p/e ratio is 39.89, their dividend stands at 0.32%.Greatland Gold shares stagnant before exploding higher on positive Havieron results
The company said that the newly-identified Breccia zone has continued to be expanded with further drilling, with the Northern Breccia zone now measuring 300m X 100m X 300m and highlighting a bulk tonnage target.
The company stated that infill drilling results had shown that higher grade zones demonstrated ‘massive’ sulphide mineralisation. It added that these new results also indicate the potential for additional mineralisation at the Northern Breccia region.
Recent tests yielded five assay segments with estimated gold contents ranging from 116.2m and 2.6g/t, to 29.8m at 6.7g/t. Similarly, the group recorded copper assays including 0.65% at 607m and 0.33% at 551m.
Greatland continued, saying that it was still on track to deliver an initial resource at Havieron in Q4 2020. It added that potential commencement of decline at the project might occur between the end of 2020 and start of 2021, with the potential to achieve commercial production around two to three years after that.
Greatland Gold response
Commenting on the new data, company CEO, Gervaise Heddle, stated:“The expansion of the new Northern Breccia zone is an important development that highlights the potential for a bulk tonnage mining operation at Havieron. Significantly, excellent results from step out drilling to date indicate the presence of higher-grade, massive sulphide mineralisation within the breccia bodies, which are yet to be fully defined by drilling and remain open at depth.”
“As Newcrest’s ongoing exploration programmes continue to define the extent of the mineralised system, we are also pleased to confirm the expected delivery of an initial resource at Havieron in Q4 2020. Alongside the progress at Havieron, we are continuing with our exploration plans at our other assets in the Paterson region and look forward to providing the market with further updates.”
