The Entrepreneurs

Perks of the job

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Support cyclists
Set the wheels in motion

The benefits of a cycle commute are obvious. It’s a practical way for employees to keep fit, save money and clear their heads with a healthy dose of fresh air and exercise. With cities investing in cycle infrastructure, and some commuters more wary of public transport, its appeal is already on the up.

Ahead of the curve is Belgium’s biggest supermarket chain, Colruyt, which has been handing out free bikes (and repairs) to its employees since 2007. Those who live further away are provided with an electric bike (or folding bike to take on the train) and the scheme has encouraged some 5,000 staff members to get to work using pedal power.

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Staff retreats
Rest and recharge

To holiday alongside colleagues at a company retreat might sound like a thing of the past but in Japan the tradition is alive and well. Tokyo-based restaurant chain Soup Stock, for instance, has an old wooden house in the foothills of Mount Fuji where new employees come for training and which they can book for use with friends and family.

Not only is it a good way for the entire company to recharge at a relaxing countryside escape, it’s also an excellent way to build camaraderie. Guests, including CEO Masamichi Toyama, all muck in with the cooking and cleaning and sleep on futon mattresses rolled out on the tatami floor.

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Allow dogs in the office
Workers’ best friends

Dogs are a certified morale booster and the staff at Monocle are full of anecdotal evidence to prove it. Midori House regulars Twinka, Macy and Otto can often be spotted napping under desks, sniffing out snacks and getting belly rubs. The presence of these furry therapists contributes to a calming and friendly environment. But don’t just take our word for it: a study by the International Journal of Workplace Health Management testifies to a significant drop in stress levels of employees allowed to bring their dogs to work.

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Paid volunteering leave
Give something back

Offering staff days off to volunteer for charities and local groups is a popular practice. Not only does it offer a chance for employees to engage with a cause they care about but it is an opportunity for team building and the development of new skills outside the office. Leading the way is outdoor clothing brand Patagonia. Those who have been at the company for more than a year are allowed to take up to two months of paid leave to volunteer with an environmental organisation. Every year staff donate thousands of hours to everything from planting trees to marine-conservation projects.

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Eat together
Breaking bread

Lunch is too often a depressing “al desko” affair. Mealtimes should be a chance for employees to catch a break from the blue light of their computer screens and catch up with colleagues. Bringing staff together over lunch not only allows companies to foster a sense of community between different departments but can be an opportunity to get fresh ideas flowing.

Take a leaf from French weekly newspaper Le 1, whose employees gather around a table to share lunch every Monday. Together with retired journalists, correspondents who have returned from the frontline, poets and illustrators, they discuss the themes of upcoming issues over dishes picked up from Pigalle bistros.

Remote working

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Cool moves in Arctic outpost
Lofoten, Norway

Oslo-born ceramicist Cecilie Haaland runs a spacious studio on the ground floor of the two-storey red wooden house she bought when she moved to Henningsvaer 25 years ago. What started off as a year-long break from urban life soon turned into her permanent base in the 500-strong village in the Lofoten archipelago of Arctic Norway.

Hers may have been the village’s first creative endeavour, alongside the fishing businesses that are the backbone of industry on the islands. “When I moved here, we had one hotel, a climbing school and a café,” she says with a hint of pride. Recently, though, she’s been renting her building’s ground-floor atelier to creative entrepreneurs who have been flocking to the area. Despite its remoteness, there are more than 50 companies registered here, many led by young founders.

The area’s biggest success story is cultural-centre-cum-hotel Trevarefabrikken. Twenty-something Bergen-born brothers Andreas and Martin Hjelle, and two friends, discovered the abandoned space on a hiking trip. They promptly put down nok2m (€190,000) to secure the huge 1940s former factory overlooking the cliffs. “We found this place so fascinating we could barely believe nobody had bought it yet,” says Martin. “We wanted to live a different life in Henningsvaer, where many young entrepreneurs like us are moving.”

The three-storey space – once home to a carpentry studio, a shrimp-peeling station and a cod liver oil producer – welcomes about 20,000 yearly guests from all over the world with an annual revenue of nok9m (€855,000). Downstairs, the vast ground floor comprises a restaurant, bar and café, and an outdoor area that leads to a timber-and-glass panoramic sauna built by Oslo-based firm Oslotre. The owners recently secured a nok5m (€475,000) government grant and raised an overall nok30m (€2.8m) to expand. The upgrade added six double rooms and a suite, with interiors designed by London studio Jonathan Tuckey. There are also plans to introduce a fine-dining restaurant.

With 40 people on its books in peak season, Trevarefabrikken is the town’s biggest employer but self-starters are also flourishing around it. Chef Svein Trandem – who heads up restaurant Einer in Oslo – opened his pop-up Einvær next door to Haaland’s pottery studio this summer. “We chose Henningsvaer because of the creative community here, which we fell in love with,” he says. Having spent a few months sourcing ingredients from the area, he now sees the potential to open a permanent outpost in Lofoten. A few hundred yards away, Venke Hoff and her husband Rolf run contemporary art space Kaviar Factory in a restored 1950s building. In 2018 she collaborated with Yoko Ono in setting up a light installation, which attracted visitors from afar.

Further away from Henningsvaer, businesses have found even wilder spots to put down roots. In the coastal town of Unstad, Lofoten Surfsenter is a surfing school that counts among its enthusiastic employees South African surfer Shannon Ainslie, who coaches Norway’s national team. A few kilometres west, in the small fishing village of Napp, Tamara Singer and Angelita Eriksen produce umami and truffle-scented sprinkles out of seaweed. Singer, who was born in New Zealand to a Japanese mother, moved to Lofoten four years ago to start the business with Eriksen, the daughter of a Lofoten fisherman. “We combined our knowledge,” she says. Their recently opened shop also serves drinks, which is a welcome addition for the residents who already drop in to taste their products.

As summer draws to an end, many businesses here are brainstorming ideas on how to weather the low season. But entrepreneurs like the team at Trevarefabrikken will take advantage of the quieter months to develop their business further. “Starting a company isn’t easy but it’s a personal development,” says Andreas. “We always have so many ideas and dreams. Is that ever a problem?”

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Making waves in fishing village
Guéthary, France

When travelling down the Basque coast from Biarritz to San Sebastián, you could easily miss Guéthary. This former fishing village perched atop a rocky cliff is not like neighbouring seaside resorts. “There are no discos, no champagne bars and no soap shops here,” says Antoine Piechaud, sipping a citronnade outside Providence, the café and event space he runs with his wife Caroline. “Guéthary is a bit of a bubble of its own.”

With roaring waves a five-minute walk down the road, life in Guéthary beats to a laidback rhythm that’s typical of surfing spots. “Years ago, people working in fields such as design, music or fashion realised that they could live, work and surf from here year-round,” says Piechaud. As a music industry professional, he was one of them: Piechaud relocated from Paris, drawn by the promise of a slower pace of life amid a tight-knit community.

Among the town’s 1,300 or so residents, many are veterans of the creative industries who have forged new opportunities for entrepreneurship. Brice Montessuit combines a background in music with his current profession: running the surf-focused brand Parlementia (named after the town’s famed wave), which also encompasses a record label, an online radio station and a bar. While digital orders from beyond France’s borders are increasingly trickling in, Montessuit’s next project is to take the brand abroad by opening standalone shops in major cities and boosting collaborations with foreign brands, such as Hungarian backpack-maker Ykra. Still, he believes customers should make a point of coming to his Guéthary boutique to experience its culture first hand.

For a small coastal village, Guéthary is surprisingly international: a short stroll up from Parlementia’s boutique, Yaoya is a Basque-Japanese épicerie selling food and home goods from both locales. Indigo-dyed noren curtains hang in the doorway; inside, bottles of ponzu sauce rub shoulders with espelette chilli mustard and baskets of fresh fruit. Aï Bihr, a Japanese fashion designer, and her husband Cédric, a French photographer, took over the premises in 2018. “We’re doing this for the community,” says Bihr. Seeing residents meet one another while picking up some yoghurt or a baguette at Yaoya, it seems as though the couple’s mission is already a success.

Swedish-born ceramicist Lena Baltazard moved to the Basque coast 20 years ago, when she bought her light-filled atelier-boutique and home for a fraction of today’s property prices (the average is now €6,000 per square metre). From here, she throws cups and other tableware for private clients and restaurateurs, such as Providence. “I’m lucky to be living above my workplace,” says Baltazard, sitting at her pottery wheel. “In many other places, I’d be stuck in traffic jams on a daily basis. Here, I can use that time to go swimming in the sea instead.”

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Bright lights in Upstate New York
Ulster County, USA

Moving Upstate for cheaper property and more space is not uncommon for New Yorkers; Hudson in Columbia County, accessible by train from Penn Station, has been evolving into a mini Brooklyn for years. But on the other side of the river in Ulster County, a small city is bubbling with activity. In Kingston, which has no train link with New York, a wave of scrappy entrepreneurs are creating a vibrant community.

While many transplants bring their professions with them, others find new ones. Mark Palmer and Anthea White, originally from Sydney, moved Upstate in 2017. The couple had worked as musicians in the West Village and Brooklyn before opening Village Coffee and Goods in Kingston, a beloved spot that stocks locally made products. “We felt like there was something special happening here. It was early enough that we could get in on it,” says White. They still play gigs, but most of their time is devoted to running the bustling shop.

Twenty miles southwest of Kingston, Italian photographer Fabio Chizzola and stylist Laura Ferrara bought the abandoned Westwind Orchard as a weekend escape and ended up running a farm. After losing a crop in 2009 Chizzola learned the importance of diversifying, but as a photographer he also knew design was vital. “We worked in fashion for 30 years, so we knew branding was important,” says Chizzola. The 20-year project now includes a thriving orchard, restaurant, cidery and shop. Visit on a warm evening – as locals laze on blankets on a sweeping green lawn, chatting over bottles of cider and crispy pizzas – and you’ll quickly grasp the appeal of moving to Ulster County.

Community is what brings most people to this area. Artist Dana McClure and chef Chris Lanier wanted a space where they could merge their disciplines, so they renovated an 1850s dairy barn and turned it into event space Ravenwood, where they host the pop-up dinners they had started in their apartment in Williamsburg. While the meals are not cheap, the accompanying shop is intended to be inclusive. “You can come in for a coffee or a $3 (€2.50) bunch of kale but there’s also a $4,000 (€3,500) tapestry on the wall,” says McClure. “This side of the river is considered more of the Wild West, where things are remote,” she adds. “People like that it’s not defined yet, so they can contribute to what it becomes.”

Put your own stamp on it

So you want to deliver with impact? And no, we’re not talking about making a speech. You want to get your goods from A to B in a way that’s eye-catching, easy on the planet and cost-effective.

There are any number of places to start: if you’re running a restaurant, you might want to make sure that your new takeaway cartons are ticking all the boxes; perhaps you’re a grocer that needs an eco-efficient means for covering that dreaded last mile; or else, you’re a perfume seller who’s short of retail space but you’ve been wondering what to do with that old ice-cream van that’s been lying around. OK, perhaps not. But you get the picture.

Fear not: you are not alone. We’ve pulled together three of the smartest ways to package, pick up and punt your wares on the go. But if none of the above are on your agenda, one thing that these clever delivery solutions tell us is that now is the time to get creative. So, about that ice-cream van…

33.
Foodlogica
Amsterdam

When working as director of the Cities Foundation, Francesca Miazzo realised that while many organisations focused on solving global food-supply-chain problems, local systems remained poor. “People needed a sustainable, efficient means of last-mile delivery,” she says. That gap spurred Miazzo and her partner Jessica Spadacini to found Foodlogica in 2014.

The Amsterdam-based last-mile logistics company offers supermarket and grocery clients its fleet of electric bicycles, fitted with hefty refrigerated boxes that help them cover the final leg of food deliveries in city centres. And, thanks to their renewable-energy charging points, the vehicles are emission-free.

The model attracted seed investment in 2018 and Foodlogica has since expanded its fleet from three vehicles to 26 across the Netherlands, Paris and Milan. In May the company made a profit for the first time since launch and is heading towards €1m turnover by the end of 2020. How’s that for a business cycle?

34.
Avani
Bali

Indonesia’s Avani has been finding smart alternatives to single-use plastics since Balinese entrepreneur Kevin Kamala launched the company with its biodegradable carrier bags in 2014. The clever bags made a name for the brand, combatting the problem of plastic waste in more than 50 countries, and were picked up by established names ranging from Barneys New York to Accor Hotels.

Now Avani’s biodegradable takeaway boxes – in production since 2016 – have been causing a stir on the food-delivery scene. As opposed to the garden-variety Styrofoam model, these boxes are made using bagasse, a fibrous pulp that is left over from sugar cane once it has been squeezed dry. The material would go to waste otherwise, takes little energy to produce and can even be used as biofuel once it’s finished with.

The sugar-cane boxes have gone from being used by a handful of eco-conscious food-delivery outlets to 150 companies around the world, thanks to their affordable price point, environmental credentials and practical construction. Simply put, they’re a pretty sweet deal.

35.
DS & Durga
New York

New York-based perfumer DS & Durga has a flagship shop on Mulberry Street and a soon-to-open outpost in Williamsburg but it has taken its wares on the road this summer in what appears to be an all-black ice-cream van. The brand’s Fume Truck will be travelling across Manhattan and Brooklyn throughout September, setting up shop near parks and beaches, to sell chilled perfumes, candles and car air-fresheners in scents such as Big Sur After Rain, Holy Ficus and Portable Fireplace.

While vans have long been the stuff of food vendors, ice-cream sellers and knife sharpeners, unusual times call for creative measures from retailers. DS & Durga’s mobile venture is a clever move at a moment when not all New Yorkers may be ready to re-enter shops, although it’ll surely disappoint plenty of children who are hungry for ice cream.

If you do one thing…

If only starting a business were as easy as signing a piece of paper. It would save you all the hassle of choosing a suitable typeface, finding the right people to ask for money and developing a tone of voice that distinguishes your brand from any other.

For those who might be lacking in enthusiasm for these details, we’ve rallied some of the sharpest minds in copywriting, design and investment to save you from figuring things out for yourself. And for those who actually enjoy learning about all the different acts of creation that go into founding a successful venture – well, perhaps this might even offer a little light entertainment. Whichever category you fall into, read on.

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Select your brand’s perfect font
Design

Long before Bruno Maag established his name designing fonts for The New Yorker, he was a typesetter for Switzerland’s biggest daily, Tages-Anzeiger. This skillset put him in good stead and his London-based type foundry Dalton Maag has sold custom fonts to everyone from the BBC to bmw. He tells us how to pick the best font for your brand.

“Finding the perfect font depends on its purpose. You need to look at it from three points of view. One is emotional: how the font expresses the personality of the brand. The second is functional: this considers whether the letters do what they’re supposed to; whether they are legible. And finally, there’s the logistical element: can you access and legally use the font?

Bigger corporations, such as banks, will seek fonts that express authority and security. A serif typeface would do this, as it’s more traditional. An architecture firm would be more likely to go with a simple sans-serif font, for its constructed appearance that doesn’t distract attention from the product. But for a small business such as a car mechanics, legibility is less crucial: the font can be fun or quirky to grab attention.

It’s common for people to choose from a purely aesthetic perspective but that is a mistake. It’s no use if a font is illegal or illegible. You should tailor every aspect; a quick conversation with a design professional will make all the difference.”

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Secure funding – here’s how
Investment

An investment from Camille Kriebitzsch could launch your concept from extracurricular activity to full-time business. As principal and co-founder of Eutopia, a venture-capital fund with offices in Paris and New York, Kriebitzsch oversaw €38m in investments for consumer start-ups last year. But getting a piece of the pie isn’t as easy as just asking.

“Bringing in an investor is a bit like getting married. You’ll be tied to them for five years, minimum. You don’t just want their money, you want a partner to help you grow. That’s why you need to know who you’re asking, why you’re asking them, exactly how much you need and when you’re going to need it.

Begin talking six months to a year before you need the money. This gives you a chance to get to know one another. It’s important that the investor knows you as a person because that’s what they’re investing in: your commitment, your charisma and the strength of your vision. In the long run, the team behind a product will make or break an investment.

Don’t ask for too much too early. A lot of new businesses request a lot for their first round of funding and push for high valuations. Once the second round comes along, though, it’s hard to repeat. Better to do it with no money or with a small loan from friends or family than launch an unsustainable business. Or else, it could end in an early divorce.”

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Find your voice
Copywriting

As head of copy for Monocle’s sister company, creative agency Winkreative, Ed Yeoman knows a thing or two about finding the appropriate tone of voice for your company. Read on as he spills the beans on how he does it.

“Writer Maya Angelou said that people will forget what you do and say but never how you make them feel. It’s good advice, especially for those building a brand. While most focus on design, colour, art and materiality, a more potent way to evoke a feeling is through language. A distinctive voice separates a brand from its competitors, helps build client relationships and – if done properly – can shape an organisation’s culture.

Once you’ve decided on your values, audience and what you want to say, you need to work out how you’re going to say it. You can be warm, brash, genial, irreverent, polite, witty or sincere; the key is to make sure it comes from an authentic place. Often, in newer businesses, the voice will be directed by a charismatic leader. As the firm grows, that style needs to be codified so that others understand how to use it. This is where a tone-of-voice guide with practical advice and examples is essential. If the guide is your bible, training is your sermon: get your staff well versed.

Every interaction is a chance to gain a fan for life. Consistency, whether in a tweet or a CEO’s email, is essential to build trust. And if you want your audience to remember a feeling, trust is a good one.”

How to get a job

25.
Use your education
School yourself

A fine way to land a job is through your alma mater. Many universities pair graduates and businesses but Switzerland’s ecal does it best, with in-person events and a digital job board. “It helps graduates to network,” says general secretary Yoo-Mi Steffen. “That’s the first step.”

26.
Do something different
Old-fashioned approach

Traditional methods can work wonders: a handbound portfolio or printed CV and cover letter show that time and care has been put into your expression of interest in the company. Just address it to the correct person: “To whom it may concern” won’t work digitally or in print.

27.
Find a headhunter
Let’s be professional

“We’re cheerleaders,” says Mike Radcliffe, founder of UK recruitment service Represent. “We give people confidence when we say, ‘You’d be good at that job and we’re going to introduce you.’” With such a connection, Radcliffe says, you’re far more likely to get a meeting.

28.
Start at the bottom
Foot in the door

Don’t dismiss a lowly rank at your favourite firm, as working your way up helps to fully understand a business. Inspirational moguls often begin at the bottom of the food chain: chefs Ferran Adrià, Iliana Regan and Alan Geaam all worked as dishwashers before earning their Michelin stars.

29.
You’re the boss
Do it yourself

When job prospects dried up, a group of Australian designers struck out alone. “In the 1992 recession we started Six Degrees Architects, then Melbourne’s first laneway bar, followed by the city’s first co-working space,” says architect Peter Malatt. “Just start something; make a difference.”

Business class

Photographer: Trisha Ward
Stylist: Kyoko Tamoto
Hair & Make-up: Sam Basham
Models: Lauren Borgers, Matthew Holt

Fair traders

24/100
The duo making designs for life
Goodee, Montréal

Montréal-based twins and serial entrepreneurs Byron and Dexter Peart are building a marketplace for the future. After successfully exiting their previous brand, Want Les Essentiels (an eco-conscious high-end accessories label that stood aside from the relentless churn of the fashion industry), their next start-up is focused on design. Good design, to be specific. Their online shop, Goodee, tells the stories behind (and sells) products of “very purposeful, intentional design”. Sixteen months in and working with a diverse list of labels – including Makaua, whose handcrafted baskets from Mexico support low-income families, and Frama in Copenhagen, which specialises in thoughtfully made furniture – the orders are flooding in. Here the pair explain why they do it.

Monocle: You use the expression ‘built for the future’ when you’re talking about the products that your shop is selling. What does this mean?
DEXTER PEART: Something we noticed when we were working in the fashion business was that a lot of production was about making things that just get used and disposed of. For us it started feeling very antiquated, not very modern, and it didn’t seem sustainable in any sense of the word. When we would travel we would find these amazing products with amazing stories behind them that were really built for the future. These were things that were made with care by people who were really focused on the materials and how things were to be made; how they were going to be used by the end consumer; and what their afterlife would be. There wasn’t really an environment for that conversation – so we created one.

Monocle: In North America, where you’re currently selling, is there an appetite for brands that focus on being ‘good’?
BYRON PEART: Five years ago, with our former business, the market was not that interested that we made products with organic cotton and recycled nylon. We actually had a major US retailer who said to us at the time, “We love that you guys are pushing the progressive nature of sustainable development in your products. But if we start telling that story about your brand then we have to tell it about all the other brands in the shop too, and we’re not able to do that today.” What is only just starting to happen here now is that there’s a retail landscape that’s shifting and changing to meet the consumer interests and we want to be a part of that. It needs to take an industry effort. And slowly but surely, that is happening in North America with consumer goods changing for the better and becoming closer to what we’ve been seeing in the food and transportation industries.

Monocle: And as you are direct to consumer, you’re educating them first hand with Goodee. How important is this?
DP: It’s extremely important for us, as is our direct relationship with the brands that we work with. We’re constantly thinking about new brands and the young makers and artists. These are people starting out and thinking about where they are going to be able to distribute their products and share their stories. We didn’t think that the old model supported these people so we built it to be this new environment and this new destination where those brands and stories can be highlighted. We took on that responsibility. We know it’s a big responsibility but we’re really excited about it and the reception has been fantastic.

The new business playbook

The business pages of most papers and periodicals have made for bleak reading lately and there’s scant advice for entrepreneurs who are seeking tangible tips. “The new normal” doesn’t mean anything when the goalposts keep shifting. Yet the fundamentals of running a business won’t change. You’ll need to be agile, circumspect and reactive – but wasn’t that always the case? Now is the time to be brave, stick to your guns and buck the trend. If the world is shutting up then get out a little; if everyone’s cutting jobs, think about acquiring some new talent; if others are cautious then maybe now’s the time to get that new business off the ground. Entrepreneurship has always been a game of risk and reward. Here are a few suggestions for keeping your company hale and your eyes open to opportunity.

1.
Get out more

Although it seems contrary to current practice, big deals aren’t easily won over a video call, local intelligence isn’t gathered in your bedroom or online, and trust isn’t cultivated while struggling with a crackly phone line. Clearly we’re not suggesting that you overlook a lockdown but we are saying that showing a little willingness to meet people again will put you first in the queue when business buoys and everything is open.

2.
Work as a team

You don’t need everyone to come into work every day but company culture is forged through shared experiences and camaraderie, so a better balance needs to be struck. It might be cheaper to outsource your technology solutions to the Baltics but the staff parties will be rubbish and the sense of purpose absent. Of course, this involves leading by example: managers and top brass must show that they’re willing to step up and come into the workplace too.

3.
Become a part of your community

Build a base and concentrate on your own neighbourhood first, as that’s where you’ll find supporters, customers and plenty to encourage you when the overseas investors have stopped answering your calls. One significant positive in a year that has (so far) been dominated by shortcomings is that we have rediscovered the communities that surround our homes and our offices. Don’t forget that just because the airports have reopened.

4.
Don’t forget that it’s a big world

Seek out inspiration in other markets, investigate how other companies succeed abroad and don’t be afraid to reach out, put down roots in other cities and court key countries. That way you’re also spreading your liability and assets if one market plummets. Could your clothing company have a product made in Portugal or Hungary? Is Como the only place where you can find that fabric? There’s a world of discoveries to be made out there.

5.
Dress the part

We’re not suggesting that you need to don a dicky bow or elaborate dress but do try tailored trousers and a jacket that won’t crumple between cabin, cab and boardroom. Online video chats enabled us to take a meeting in our smalls but dressing credibly shows that you mean business – and that you care. Much has been made of the slouchy Silicon Valley uniform but even the ceos of the US’s largest technology firms were suited and booted when they were questioned by Congress in July.

6.
Remember what’s important to you

Not every business will be (or should be) a unicorn. What about creating a company that makes your life better, gives you freedom and is something that you believe in? What about asking for funding from family and friends rather than the VC who’s desperate to squeeze you out and flip the business. Success is different for everyone. Making a modest profit that supports you through a firm that you can pass on and of which you’re proud seems closer to the goal than simply closing a big-money deal.

7.
Put positive principles into action

Truly progressive companies don’t get involved in PR hogwash or diatribes about just how much they care about an obscure issue. Nor do they post coloured squares on social media to show how ethically aware they are. Instead, a good business should actually strive to change things. Concentrate on yourself rather than calling out others. Try to make a genuine difference. In short, show people that you’re committed to improving and doing things better rather than just blathering on about it.

8.
Be more hands-on

You’ve been running your restaurant business for a lifetime but when was the last time that you actually oversaw a service, stepped into the kitchen or briefed the team in person? Do so and you’ll be amazed at what you learn, spot, experience and achieve. Time on the shop floor, factory floor or with the heavy lifters in your team is time well spent.

9.
Get lean if you have to

No one wants to prune their workforce and this year has been galling and gruesome for too many. Plenty of businesses have been forced to think about how they could do more with less and you might need to do likewise if your firm is going to pull through. What would your business look like with a less saggy line-up of middle managers?

10.
Remain entrepreneurial

This is the crux of the issue – literally in the case of the magazine that you’re holding. Being in business isn’t easy. If you’d wanted to take the easy path you’d have remained an employee or settled for a salary, right? But you took the hard road and – we’re hoping – gambled on a more fulfilling livelihood. So don’t stop there. The lessons that you’ve learned will come in handy when setting up again, refining your work and trying something new. Be brave.

Window of opportunity

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Green revolution
Kremer, Germany

Coming into 2013, Alexander Kremer should have been feeling pretty good about himself. The garden centre-industry in Germany, in which his century-old family business operated in, was thriving. In spite of a global economic crash in the previous decade, 2011 and 2012 had been very successful years for his company, with the weather forming blissful growing conditions and setting the industry up to prosper. Yet for Kremer, fourth-generation owner of the North Rhine-Westphalia brand (which has four shops in the region), something wasn’t sitting right. “I started to feel very uncomfortable but I couldn’t figure out what it was,” he says. “Then in 2013 the weather became bad and everyone in the industry blamed it for bad sales. I realised that the world was changing but we weren’t. We needed to redefine our industry.”

Seven years on, we find ourselves walking through the splendid glasshouses of Kremer’s recently opened Lennestadt centre. It backs onto a pristine nature reserve and is filled with lush greenery, some of which is for sale, some simply there to be appreciated. Constructed by South Tyrolean glasshouse specialists RabenSteiner, the fine timber and glass structure is the type of place you might visit to find a palm tree but end up exploring its coffee, museum and leisure areas for a whole day. It’s an experience that’s very different to that which had defined Kremer in the past.

“After my realisation in 2013, I called up my brother, who runs a big advertising agency in Hamburg, and told him I need an advertising specialist for this big makeover,” says Kremer. “Thankfully, he disagreed with me and told me to get clear about my thinking, that change comes from within and that if I was to take this seriously then adding a marketing layer should be my very last step.”

Kremer’s brother connected him with Philipp Teufel, a Düsseldorf-based professor in graphic and conceptual design. What Kremer and Teufel, plus a hand-picked team of collaborators, achieved between 2013 and today is much more than just a handsome new centre; it’s been a complete overhaul in business principles, a process that has been at odds with a somewhat stubborn industry attitude.

With plants at their core, large garden centres across Europe might seem fairly green. But, in fact, this industry is a fiercely competitive one that often puts profit above the planet’s best interests. “We’re seeing fewer quality nurseries, less variety and a decrease in quality and sustainability. But the main problem is that the garden centres don’t know the gardeners any more,” says Kremer, noting that, because of industry consolidation and online ordering systems, those growing plants are completely isolated from those buying them at garden centres, while price wars on plants make things even worse. “When we actually meet our suppliers, we talk about sustainability and they say, ‘That is very nice, we should try it. But are you willing to pay much more per plant?’” Kremer’s answer is a resounding “yes”.

His aim to reconnect the growers and the garden centres is only growing in ambition. He says that, in the years to come, customers will come to Kremer sites such as Lennestadt to absorb nature, enjoy a day with their family and learn all about greenery and those growing it. And, if they want, they can leave with a plant too. Customers will pay more for products where they truly feel connected with their provenance and are ready to buy into the green experience, he believes. “We’re already seeing this in our newest shop,” he says. “We have the smallest range of products at our new centre but the highest average customer turnover because we have the right items on sale.”

While Kremer thinks big-picture, he remains busy cleaning up industry practices. He laments that there are not enough sustainably produced products to fill his centre and he also doesn’t want to isolate customers who’ve been coming to the company for decades by only offering expensive eco-products.

“There are no easy solutions but what I see in many garden centres is sustainability conversations ending up as greenwashing,” says Kremer. “But the consumer recognises that this is not a true message. Our approach is about creating an attitude; it has to be real, not marketing. And you have to really keep it in your heart and be honest about the things you are doing.”

Kremer believes that a customer is more likely to respond positively when they challenge a business about a problem and the business owner admits that they are working on it and are not simply addressing the issue superficially. “You can feel if a business is genuine or if it is artificial,” says Kremer. “It is more than the product; it’s the whole philosophy. It’s the atmosphere, the people, of course the product too. But it’s the effort that you can feel in a place – that is the thing that customers respect the most.”

22/100
Pearly whites
Selahatin, Stockholm

Simply put, Stockholm’s Selahatin is the world’s most sophisticated toothpaste brand. Launched by former magazine editor Kristoffer Vural in 2017, it was created to bring beauty to the oral-care industry and has since grown to offer artisanal toothpaste in high-end shops across 20 countries.

Combining elements of Nordic minimalism, exotic flavours and Swiss science, Vural has set about creating a smart business model. Oral hygiene has long been about intensive repair and fighting cavities rather than beauty routines. Vural explains why people are willing to pay a premium to make toothpaste a more enjoyable part of their daily rituals.

Why does oral care need a premium makeover?
While this is a category that has been solely focused on function, we see no real barriers to converging emotion with functionality. I’m interested in artistic expressions. With Selahatin you don’t have to choose between high-quality products or aesthetics, scent and taste; you can have them all.

Why now?
It’s one of the few personal-care products that hasn’t changed over the past 50 years. Take a peek in any cabinet and you’ll notice that there are brands that combine beauty and science everywhere except for oral care.

How do you turn a product as ubiquitous as toothpaste into something that people want to pay a premium for?
People won’t pay extra for a good product but they will if it’s a great product that leaves an impression. The feedback we have had is that it’s easy to swap out toothpaste for ethical, beautifully crafted products once they stay in our mind.

Who should be capitalising on this opportunity?
Thoughtful retailers know how to introduce ideas around new personal hygiene rituals but it will probably take general stores and multinational supermarket brands some time before they will start adding soft values to oral care. The hospitality industry should introduce unexpected ceremonial moments as part of the bathroom experience and airlines should include subtle memorable details, such as a minimalist, great-tasting toothpaste in their amenity kits.

23/100
Made to last
Emeco, USA

For many companies, planned obsolescence is a key strategy. But when Gregg Buchbinder took over chair-maker Emeco he went in the opposite direction, combining durability with cutting-edge technology and materials. The company was founded during the Second World War to make recycled aluminium chairs for the US navy. They were fireproof and salt-waterproof but, most importantly, “these big, burly sailors would destroy everything except these chairs,” he says.

When Buchbinder bought Emeco he made two big changes. First he turned it “into a design furniture company” off the back of a chair by Philippe Starck. Since then, the business has worked with the likes of Jasper Morrison and Barber & Osgerby. In more recent years Buchbinder has ramped up upcycling and sustainability. “Because our chairs are so strong they have lots of applications,” he says. “We supply universities: they like the environmental message but also the kids can’t destroy them.” The same is true for hospitality clients. “We sold 1,000 chairs to the Hudson Hotel in New York 20 years ago and every single one is still in use.”

Who’s open for business?

If you’re thinking of starting a new business quickly, Tbilisi might not be the first place that springs to mind. Nevertheless, the capital of the former Soviet republic of Georgia is attracting entrepreneurs who appreciate the absence of red tape and the ease of doing business in a country that has worked hard to draw investment.

Georgia comes in at a surprising seventh place in the World Bank’s latest Doing Business ranking of 190 countries. And it comes in second place for the ease of starting a business. It scores in the top 10 in three of the ranking’s 10 categories, including registering property and protecting minority investors; it’s in the top 20 in three others. “Entrepreneurs in Georgia can, for example, transfer a property title within one day and at no cost,” says Valeria Perotti, the programme manager at the World Bank’s Doing Business unit. “Georgia started reforming in 2004 and went ahead of many of its peers.”

Its competition for the title of best nation for start-ups? That would be New Zealand, which came top in the overall rankings for the ease of doing business as well as number one for start-ups. It’s another country that might not top many conventional lists for aspiring entrepreneurs. There’s a good chance, however, that an English-speaking country roughly the size of the UK or Japan but with only five million inhabitants could have more appeal than some of the other top 10 countries in the World Bank ranking.

So what do these two countries have in common? “New Zealand and Georgia share sound business regulations and a high degree of transparency,” says Perotti. “New Zealand scores 15 of 15 on the building quality control index, for example.” Another promising metric? New Zealand is the easiest place in the world to get credit – a critical step for any budding business.

The World Bank warns that the ranking is not an investment guide. “The objective of Doing Business is to measure the simplicity, efficiency and accessibility of the regulatory environment,” says Perotti. Other entrepreneurship rankings are more conventional and take things such as access to a labour force and capital into account. London, for example, typically ranks highly for capital – and for the sheer number of entrepreneurs on the ground. Switzerland is a promising place to go for plentiful skilled labour at the heart of Europe.

The US News 2020 Best Countries ranking produces a sub-ranking for entrepreneurship that lists Germany, Japan and the US as the top three – many with experience of German bureaucracy will tell you a different story. New Zealand comes in only at 18th place while Georgia doesn’t even appear on the list of 73 countries.

The World Bank’s Perotti readily concedes the limitations of her institution’s ranking. “Doing Business does not, for example, capture aspects of macroeconomic stability, development of the financial system, market size, bribery and corruption, or the quality of the labour force,” she says. And yet, its ranking can serve as a powerful incentive, influencing not only investment decisions but also encouraging countries to improve their regulatory environment and rise up the list.

This is explicitly part of the bank’s goal, as it encourages countries to adapt regulation – really to deregulate – according to its benchmarks. Georgia, for instance, is getting a reward for ticking off the boxes in the World Bank categories. The bank’s economists count 51 reforms made by the country over the past 17 annual reports, including widespread use of electronic platforms for doing business. Georgia also sits at a geopolitical crossroads, which allows companies to export to Turkey, the EU and the former Soviet republics; it is seeking a similar free-trade accord with the US. These go beyond the scope of the World Bank ranking but are another plus for entrepreneurs seeking a good base.

New Zealand, by contrast, has remained consistently strong in the rankings over the years rather than requiring significant reforms; it’s a far-away country that nevertheless could be a promising place to launch your enterprise. However, it is probably a good idea for would-be entrepreneurs to take the World Bank at its word – and supplement the Doing Business ranking with research on other factors before plunking down an investment.

19 /100
Georgia
Why start your business here?

The rankings

1. Starting a business Second in the world in the ease of starting a business.
2. Doing business Seventh in the world in the overall ease of doing business in the country.
3. Best improver Three straight years in the top 10 list of countries improving the environment for business.

20 /100
New Zealand
Or would it be better here?

The rankings

1. Doing business First in the world in the overall ease of doing business in the country.
2. Starting a business First in the world in the ease of starting a business.
3. Getting credit First in the world when it comes to ease of getting access to bank loans.