Our approach to your business:

1. Benchmarking

Establishes exactly where a company is and sets the foundation on which to move forward.

2. Strategy

Analyses the company's medium and long term goals and sets strategic direction.

3. Capability

Identifies a company's ability, resources and skills needed to achieve strategic goals.

4. Delivery

The 'How To' stage. Actions are completed and set against Stage 1 benchmarks.

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South West Business Partners Ltd Registered office: Rowse, Pillaton, Saltash, Cornwall, PL12 6QU
Registered in the United Kingdom. Company No.: 06014358


To contact us please call: 0845 257 4091 or please complete our online contact form.

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Our Capabilities

Business Advice & Support.
South West Business Partners has built its business on being able to successfully deliver solutions to both the Private and Public sectors.


The Private Sector
Whatever the business activity, success depends on the usual key elements of the economy, the markets, innovation, pricing, developing sales pipelines, delivery, cost control and resource management. Ultimately, the sole judgment of any business will be its ability to deliver a sustainable profit.

South West Business Partners can work with its clients in a number of ways: at the Non Executive Director (NED) level, as an interim management provider, or as a project manager or problem solver.

Successful business support is also often about partnerships. South West Business Partners will not only work with the business itself, but also with its suppliers, including banks and accountants, to facilitate real and result orientated teamwork.

So from developing strategy and creating business plans, evaluating organisational requirements, risk and change management programmes, leadership training, HR and employment issues (recruitment, contracting, team building, training, discipline and appraisal), sales management and training, management accounting and general financial expertise, South West Business Partners can help.

The Public Sector
In the Public Sector, the challenge is all about turning policies into successful actions and quantifiable results. In an area as diverse as the South West peninsula, Public Sector investment underpins the local economy, and it is vital that the South West Regional Development Agency, local Councils and business support agencies are able to interpret, apply and turn agreed policies into actions that have a clear and, very importantly, a measurable return.

South West Business Partners is able to work with the Public Sector in order to help identify opportunities, ascertain and control risk, create project management methodologies and approaches, design and manage budgets and deliver strategic objectives.

An assessment of the organisation can be made to determine the most appropriate and effective introduction of methodologies such as Prince2, providing expertise and training where necessary.

South West Business Partners can also be an interface and resource for applying other best practice approaches by the Office of Government Commerce (OGC (http://www.ogc.gov.uk), including strategic procurement and peer reviews.


Whether it is Private or Public Sector, South West Business Partners will work to achieve a successful delivery of policy, service or product.

 
The Non Executive Director Role

It is widely recognised that non executive directors can play a crucial role in improving company performance.

The Cadbury Committee made the following observations:

"Whilst it is the board as a whole which is the final authority, executive and non-executive directors are likely to contribute in different ways to its work. Non-executive directors have two particularly important contributions to make to the governance process as a consequence of their independence from executive responsibility. Neither is in conflict with the unitary nature of the board.
The first is in reviewing the performance of the board and of the executive. Non-executive directors should address this aspect of their responsibilities carefully and should ensure that the chairman is aware of their views. If the chairman is also the chief executive, board members should look to a senior non-executive director, who might be the deputy chairman, as the person to whom they should address any concerns about the combined office of chairman/chief executive and its consequences for the effectiveness of the board. A number of companies have recognised that role and some have done so formally in their Articles.

The second is in taking the lead where potential conflicts of interest arise. An important aspect of effective corporate governance is the recognition that the specific interests of the executive management and the wider interests of the company may at times diverge, for example over takeovers, boardroom succession or directors` pay. Independent non-executive directors, whose interests are less directly affected, are well-placed to help to resolve such situations."

The Hampel Review, six years later, observed:

"Non-executive directors are normally appointed to the board primarily for their contribution to the development of the company`s strategy. This is clearly right. We have found general acceptance that non-executive directors should have both a strategic and a monitoring function. In addition, and particularly in smaller companies, non-executive directors may contribute valuable expertise not otherwise available to management; or they may act as mentors to relatively inexperienced executives. What matters in every case is that the non-executive directors should command the respect of the executives and should be able to work with them in a cohesive team to further the company`s interests."

South West Business Partners will recommend an NED role, if judged appropriate, based on its analysis of each clients needs.