Оглавление
Martyn Dawes. Wake Up and Sell the Coffee!
Publishing details
Acknowledgements
About the author
Introduction
Endnotes
My Early Life. Beginnings
Early career
My first business – Martyn Dawes Associates
Learning points
1996 – My Big Idea
TRM photocopiers
A research mission to the US
My mind turns to coffee
Early business planning
Knocking on doors
Professional business support
Spar
Learning points
1997 – One Step Forward, Two Steps Back
Letters from Spar, Alldays and Nestlé
Quest for funding
Trials begin at Spar and Alldays
Insight from venture capital firm
Learning points
1998 – Breakthrough Year
Eureka moment
The product must be the hero
Creating a destination
Search for new funding
Sales progress but on borrowed time
Rethinking the business plan
Presenting to investors
Presentation at the GEIF
A killer threat from left field
Learning points
Coffee Like It’s 1999. A chairman joins
Putting development funding to use
Good management disciplines
Pitching to retail partners
Summarising the Coffee Nation idea
Making calls
Texaco and Welcome Break
Operations director comes onboard
Trials begin at service stations
Seeking growth finance
Learning points
2000 – Raising A Million. A new business plan
Private equity investor roadshow
Feedback on our proposal
An approach from BP
Primary Capital invests
New premises, new team members
Roll-out
Learning points
2001 – A Year for Learning. A pressing matter
Seeking new locations
Refining our operating system
Informal CEO and chairman meetings
Airports and offices
Analysing our estate
Business development director
90% said they’d buy again
Learning points
2002 – Making Lives Better. List of challenges
Continued roll-out
Machine running costs and maintenance
Tesco. Developing a relationship
Price point
Additional issues
Smell the telematics
Customer feedback
Internal challenges
Monthly sales hit 400,000 cups
Ideas for a custom-made Coffee Nation machine
Learning points
2003 – Enter a Competitor. Strategic priorities
Orange award
New concession unit
Core customers
Tesco trials
Benelux trials
A battle over margin
Taking a big stride forward
Learning points
2004 – AIM in Mind. Me-too competitors
Café Primo
Being on budget
Team development
Seeking a UK MD
No foothold in the Low Countries
Crunch meeting with Tesco
Problems on the west coast
Progressing towards AIM
Learning points
2005 – Ganz Kaffee, Ganz Schnell
Development of 3G
Enhancing our brand in Tesco stores
Recruiting a UK MD
New opportunities. WHSmith Travel
Sainsbury and Somerfield
ExxonMobil
Moto
Tank & Rast
Business management
3G working prototype
Supplier of the year
Learning points
2006 – Trials, Negotiations and Cuts
Good opportunity, wrong time
A period of difficult negotiations
Term loan
Revolutionise my day
Delivering for Moto
Competitor customers
500 locations in sight
Esso overseas
Focus on the priority at hand
Learning points
2007-2008 – Coming Full Circle
Coffee heritage
A new start with Tesco
Expansion with Moto
Striving for 99%+ reliability
Baby G
Future growth underpinned
Learning points
Exit. Timeline & Process
My exit experience. Unsuccessful negotiations
Difficulty of timing
The winner’s curse
Tesco
Sale to Milestone
My feelings on exit
Learning points. Preparation for exit
Management terms following sale
Pay off ticking bomb share classes
Timing
Exit and your team
Final thoughts
Transition: Life after Exit
Coming to terms with success
Expanding my network
Life after exit, or just life
On entrepreneurship and the sale
Learning points
Think carefully about selling
Money
Do you know what you want to do next?
What will you get involved in?
Wait for the right opportunity
Serial Entrepreneurship
Top tips for considering opportunities. Passion
Resonance
Know thyself
Alignment
Sector agnostic
Narrow, deep and global
Think big
Idea versus hard work
The tyranny of choice
Evidence of a big, unfulfilled need
Timing
On trend
Business model
Ignorance, confidence and naivety
Inspiration
Designing A High Growth Business What you should do before you start – and at each stage – when designing your business for high growth
1. You
2. Idea. Solving a problem/meeting a need
Be a part of a growth market and/or create a new category
Can you be market leader?
A large, addressable market
A scalable opportunity
Does your business fit within a long-term trend?
Finally, a word on competitors
3. Business model
4. Vision
5. Research and testing
Proving the model
6. People. Hire the best
Qualities to look for
Employment terms
7. Business plans and fundraising. Plan early to encourage investment later
Meeting with potential investors
Working with investors
8. Early expansion. Facing challenges
Pitch to customers at the senior level
Competing with the Big Fish
Impatience for profit
9. Staying the course. Difference between plan and reality
Leaders in the business
Aim two feet below the brick
Endnote
Business books from Harriman House
Business Reimagined: Why work isn't working and what you can do about it
From Vision to Exit: The Entrepreneur's Guide to Building and Selling a Business
How To Become A Business Angel: Practical advice for aspiring investors in unquoted companies
Refreshingly Simple Finance for Small Business: A straight-talking guide to finance and accounting
Selling Your Technology Company for Maximum Value: A comprehensive guide for entrepreneurs
Spin-Outs: Creating Businesses from University Intellectual Property