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View > How to find – and keep – your competitive advantage: Friday, 10 October 2008 The creation of new and sustainable customer value needs to be hard-wired into every business plan so that competitive advantage is not only found but maintained. By TOM McKASKILL

View > Innovation can drive your growth: Friday, 3 October 2008 Want to become a market leader? If your business can use innovation to target a new market or change its market position, then you can dominate your niche. TOM McKASKILL explains.

View > How to find your best channel to market: Friday, 26 September 2008 How bad would it be having to wind-back on growth, just because your choice of channel to market doesn’t have the capacity? TOM McKASKILL

View > Hey, that's our perfect customer: Friday, 19 September 2008 The biggest failure of most marketing programs is they are reactive. The high growth company does it very differently. Here is how. TOM McKASKILL

View > How to really hook your customers in: Friday, 12 September 2008 The greatest hurdle in business is to extract money out of customer’s pockets and you can end up with long lead times, low conversion rates and be driven to discount your price to push customers over the line. Here is how to improve your “compelling need to buy” position. By TOM McKASKILL

View > How to find your next big money-making idea: Friday, 5 September 2008 No-one can predict the future, but there is plenty that every business can do to catch the next innovation wave. TOM McKASKILL points the way.

View > Speed up your sales process: Friday, 29 August 2008 Turbo-charge your revenue by streamlining and speeding up your sales process. TOM McKASKILL explains how.

View > Get the competitive advantage: Thursday, 21 August 2008 By definition, a strategic acquisition should change the acquiring business, not simply add more of the same. By TOM McKASKILL

View > Curb your enthusiasm: Friday, 15 August 2008 You may plan to grow through acquisition, but failing to achieve a dream outcome is best prevented by tempering your natural zeal. TOM McKASKILL looks at how to arrive at realistic expectations.

View > Settle your ethical value differences: Friday, 8 August 2008 Business cultural differences are bound to exist between merging firms, but these can be overcome. Ethical value differences are much more slippery fish. By TOM McKASKILL

View > Prepare for the worst case, plan for the best: Friday, 1 August 2008 Mapping out your worse case scenario, and how to survive it, will stand your business in good stead – if it doesn’t pan out, you’re already ahead. By TOM McKASKILL

View > Manage your mergers to avoid losing focus: Friday, 25 July 2008 Hesitation to merge should be the fundamental rule in acquisitions – unless there is a compelling case to integrate activities, they may be better left alone. By TOM McKASKILL

View > Growth through acquisition, the stand-alone way: Friday, 18 July 2008 Acquisitions that are not integrated can most often present very attractive ROI while avoiding the inherent risks of full or partial mergers. By TOM McKASKILL

View > What if someone makes you an offer?: Friday, 11 July 2008 Imagine an out-of-the-blue offer to buy your business lands. Even if you don't intend to sell, it's important to have an idea of how much your business is worth and how you would react . By TOM McKASKILL

View > Transforming the family business: Friday, 4 July 2008 Most entrepreneurs in family businesses believe that having to sell up means they have failed to engineer a smooth succession. But a sell-down or partial break-up of the family business might be a way to diversify and grow the family’s interests. By TOM McKASKILL

View > Time to take out a competitor? Here’s what to look for: Friday, 27 June 2008 The economy might be slowing, but it’s not the time to forget about growth. In fact, now might be your business’s best time to grow. TOM McKASKILL

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