Q.
I run a corporate catering business which has grown rapidly since we started three years ago, fuelled mainly by a few large customers who are continually increasing their orders. However, I’m worried about what would happen if the big orders stop. The last thing I want to do is turn business down, but how do I best mitigate this risk?
Q.
My wholesaling business has been growing rapidly. So far, I have been able to do all of my purchasing in the UK. I know I could buy more cost-effectively from abroad, but I’m anxious about finding the right supplier and dealing with them from a distance. What do I need to consider and where can I go for help?
Q.
I am looking to expand into Europe, but am unsure how to get the right partnership for the delivery of my goods. I have a close relationship with a UK-only fulfilment house and it really understands my customers. However, I have no such relationship on the continent and don’t know where to start looking. Despite being a small firm, am I better off working with a multinational provider, considering switching all fulfilment to the new supplier, or should I look for a partner of comparable size operating in that territory?
Q.
My business has grown quickly and I need to expand my customer service department as a result. When I first put the department together I was very selective and only chose very experienced staff who I knew could deliver great service from the outset with little assistance. However, now my expansion is so rapid that I can no longer afford this luxury and need to think more about training and management. How do I make sure that my growth does not lead to a reduction in the quality of our service?
Q.
At my wholesale building supplies company we’ve always struggled with the management of various documents. At the moment all departments keep and maintain their own documents on desktops, inevitably resulting in accounts constantly chasing sales, sales chasing the warehouses, and I am not able to get a clear view of numbers when I need them. The options, with intranets and online systems, are confusing. What should I do?
Q.
I have heard a lot in the press recently about ‘non-geographic phone numbers’. However, I’m not really sure how they work and how they could be of benefit to my business. Will an 0800 or an 0845 number actually contribute towards boosting my business?
Q.
I run a marketing company with 30 employees. We’re growing rapidly and I know we’ll need to upgrade our phone system soon, but it’s also been suggested I consider outsourcing to a different provider. Could this save me money and what do I need to consider?
Q.
We supply children’s clothing to a number of retailers but have a problem with a new supplier. We recently signed an agreement with a manufacturer for a new range we’ve launched and were impressed with the samples supplied and the partners we spoke to. However, the quality of the first batch we’ve received is clearly of a lower standard than we expected. The supplier insists they’re of the same quality and we don’t have the samples to prove they’re not. This could seriously damage our image with retailers, but we’ve signed a 12-month agreement. Should we pull out of the deal and risk legal action or is there a way to resolve the dispute?
Q.
We are a small technology company and have some product ideas in the final stage of development – with a lot of potential for the Asian market. We have heard a lot about China as the world’s manufacturing centre and using Hong Kong as the platform for business in the region. How can we get started?
Q.
I’m about to start shipping my goods abroad, what ‘goods in transit’ cover do I need?
