- "In the last 20 years our business has changed considerably…and as the focus of our business has changed, Bird Luckin have moved with us."
Alex Tanner, George Tanner (Shalford) Ltd - "Bird Luckin has looked after us incredibly well for over 60 years, they are pro-active and innovational - meeting all our needs to help us achieve our aims."
Richard Stubbings, Cliffords Limited - "I can honestly say that Bird Luckin are the best firm of accountants and auditors I have ever dealt with - and I don't say that lightly!"
Colin Webb, Walthamstow Stadium - "It's important for us to know that we will always be able to contact the right people to give us the right advice and support."
Jane Bennett, Bennetts Funeral Directors - "Although we deal mainly with one Partner … we also know that if we need to contact someone else who is a specialist in another area, we can get the advice we need quickly and easily"
Jeremy Ruggles, J.S. Wright & Sons Ltd - "Bird Luckin got us to a stage which would have taken us months - if not years - to reach on our own, and they got us there in a matter of weeks"
Matthew Sullivan, SNC Ltd - "You can be a good accountant, but if you don't have an understanding of the industry it can be very difficult. "There are two or three people we have regular contact with at Bird Luckin who know our business well, and it makes a difference.""
Robert Church, W A Church (Bures) Ltd - "The work which Bird Luckin has done for Boddingtons over the past few months has helped shape our future direction for the better."
John Warner, Chief Executive, Boddingtons Ltd - "Bird Luckin has acted for us since our inception 10 years ago. They have a very 'can do' yet highly professional attitude - we are very appreciative of their support and advice over the years."
Marlon Fox, Outlook Property Ltd
Managing for growth
Is your business a dynamic enterprise set on growth, or has it lost its impetus and gone senile? Understanding the difference between a growing business and an ageing business can help you keep your firm on course for growth, or re-energise it if it has run out of steam.
One way to evaluate your business is to examine your modus operandi - how you go about doing things. Does your firm have a 'growth culture' in which innovation and enterprise are encouraged, or is it stifled by caution, regulation, and control? Are you open to ideas or satisfied with your way of doing things?
You can find out by completing the business growth indicator in the panel. If you score mainly in the left column, your business is probably quite healthy and growth orientated; but if you score mainly in the right, you should think seriously about giving your business a new lease of life.
Another way to evaluate your business is to look at your management priorities. Most businesses have four managerial functions:
- Production - making sure things are produced, whether they be products, services, or simply chargeable hours.
- Administration - keeping business activities in line with plans, deadlines, and standards.
- Enterprise - fostering continuous development and innovation in products, services, marketing strategies, etc.
- Integration - ensuring that all personnel and activities are pulling together to achieve the firm's goals and objectives
In simple terms, a growing business is one in which P and E predominate, and an ageing business is one in which A and I predominate.
However your business shapes up, if you think there may be a way we can help improve your business, do let us know.
Business growth indicator
In each row, tick the choice that best describes your business, you can do this on screen or print this page out.
How well is your business performing?