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Retail Development
Mat's first retail experience began selling discounted books
on market stalls for fun in 1990
Between 1994 & 2001 Mat went on to develop a retail chain
of bookstores selling discount books and then current releases.
This role encompassed many retail skills including stock purchasing,
control & management; promotions; systems implementation;
marketing; advertising; recruiting and working with teams.
This business was sold in 2003 and currently Mat splits his
time between several businesses including his 'Jazz-themed' coffee
bar brand where he specializes in the training and development
of teams to create "the best coffee you'll have today".
The business was developed from scratch having never made an
espresso in his life into what is now Stray's Coffee in Newark.
Revenue increased from £4000 per month to £19,500
in 30 months.
Mat also works in web development, mentoring including working
with the Princes Trust. He also operates several Affiliate Marketing
programmes.
Specialist Areas
Identifying areas for improvement and /or areas of strength within
a business
Identify the chemistry between the team and therefore help the
team work more effectively depending on each individual's strengths
and relational understanding.
Set up, develop and integrate systems into an existing business
- train the team to use and understand the systems and the reasons
behind them.
Specific or generic marketing.
Web design and development
Good communicator - effective presenter of ideas and concepts.
To find out how Mat can help your retail business reach new heights,
call now on 01636 642 816
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Mat's Core Business Values
Everyone must have a sense of ownership in a business.
People need rewards. Cash is good!! Appraisal systems tell an
individual what to improve on and how to do it. It also gives
people a focus to stay on track if unsupervised.
Integrity. Say it and make it happen.
A manager/leader must work with the team in the trenches. This
gives them an accurate insight into the way the team works under
pressure, when having fun, in the face of negative etc. It also
facilitates a realistic appraisal based on real experience rather
then opinion. A hands-on manager builds rapport with the team.
People must WANT to be at work. Otherwise their performance
will be inconsistent at best and appalling at worst.
Leaders show people what to do. Managers delegate what to do.
Managers will usually therefore always be tied to the job. Leaders
will create space to let stars in the team perform unassisted.
Ask probing, genuine questions to promote thinking in the team.
Find leaders to develop and give them responsibility to let them
grow - this will require trust.
Be approachable. Be transparent. People must be able to share
their thoughts, ideas and challenges with you. Otherwise, you
may create a 'them & us' mentality.
Keep growing. There is always room for improvement. We just have
to look and we'll see where we can get better.
A coach needs to be actively involved in processes which relate
to his area of coaching. Theorists cannot help people to grow
and move on. Coaching from past experiences alone will only offer
limited value.
Leaders cannot be afraid of telling those who want to move on
what they need to hear. Leaders are not looking to be popular
- they are looking to get better and help as many people in the
process.
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