The London Café

apprentice

2011-06-02T01:28:00.003+01:00

small businesses

2011-06-01T04:29:00.000+01:00

Ebay

2011-05-31T14:46:00.000+01:00

entrepreneur

2011-05-30T10:56:00.000+01:00

top tips for finding a new job

2011-05-29T12:05:00.001+01:00

As savings are made in the public sector, thousands of employees will be looking for new jobs this year. The government hopes the private sector can pick up the slack, but are former public sector workers equipped for change?

Dragons' Den investor and successful entrepreneur Deborah Meaden, one of four business mentors helping public sector workers facing redundancy in Newsnight's Job Market Mentors, gives her top tips on making the transition.

DON'T DELAY

Often when faced with something pretty traumatic like losing your job, people have a tendency to bury their heads in the sand.

Don't. Doing so is bad for you, and it sends a bad message to any potential employers.

If you know you are going to lose your job then be proactive and start to plan before it even happens.

If it has just happened then get moving now.

TAILOR YOUR EFFORTS

Your CV needs more than just a brush-up. It needs to be completely re-worked and then carefully tailored for each and every job that you go for.

If you send the same CV out for 10 different jobs, nine times out of 10 you will be sending the wrong CV.

Employers in the private sector often have pre-conceptions about people from the public sector - that they are risk averse, that they want long holidays and short hours - you need to be able to dispel all of those pre-conceptions.

Realise that you are in a new environment now and make sure that your CV works for that new environment.

Don't just dwell on what you have done, but really think "how do I fit that job?" then tinker with your CV to show that you do.

Stop thinking in terms of what you do and fixating on the job that you have had. Start thinking instead about the transferable skills it takes to do that job. I could take anyone who has had a job and apply at least 75% of the skills that they have acquired in it and use them in another role.

BE FLEXIBLE

Get used to the idea that the first step you take into the private sector may not be perfect.

You may not get your ideal job straight away, it may be the second job or even the third that fits best, but you have to take that first step and get going.

And take that step with enthusiasm - private sector employers are waiting for that hangdog public sector attitude that some think exists, that lack of enthusiasm, and you need to show that's not you.

I would rather get out there and be working, even if it is not in the best job in the world, than be sitting at home doing nothing.

Even if what you are doing isn't the perfect job it can still be a very good thing. Because not working for a long period can be dangerous.

It is very, very easy to get out of the habit of working, and if you have long breaks between jobs on your CV it sends a bad message to prospective employers.

GET TALKING

Talk to people. Lots of jobs and business opportunities come out of conversation.

People in this country often find it very difficult to say "I'm good at that", but so long as you don't say it with arrogance, and aren't afraid to also admit when you aren't so good at something there is nothing wrong with it.

So think about what you are good at and talk to people, network as much as possible, keep your radar switched on and bring out ideas and plans through conversation.

ATTITUDE MATTERS MORE THAN AGE

If you've been working in the same job for a long time it could suggest to a private sector employer that you have chosen to stay in a safe environment and are perhaps starting to wind your career down.

You need to be sensitive to that and ensure that instead of fuelling that notion, you eradicate it. Be enthusiastic and passionate. It is not about age, it is about attitude.

RISE TO THE CHALLENGE

Often the best things come out of really difficult times. That idea you've been considering, that change of direction you've been thinking about - now is the time.

You could now be saying to yourself: "What have I got to lose?"

job job job

2011-05-29T12:01:00.000+01:00

You are Hired

2011-05-29T11:55:00.000+01:00

Tesco new CEO Philip Clarke

2011-05-28T12:31:00.000+01:00

Profile: Tesco's new boss Philip Clarke

When it comes to announcing your company's full year results for the first time, Philip Clarke, the new boss of Tesco, finds himself under a more intense spotlight than most rookie chief executives.Tesco's new boss Philip Clarke has been with Tesco "all my working life"

As the head of a corporation which spans 14 countries, he has unveiled an 11% rise in profits before tax of £3.54bn ($5.75bn) less than seven weeks after taking over from the highly-acclaimed Sir Terry Leahy.

Mr Clarke, who has been with Tesco "all my working life" has experienced first hand the British supermarket's transformation into the world's third biggest retailer.

Like his predecessor, he comes from Liverpool and is an internal appointment who graduated through what analysts call 'the academy for retailers'.

Philip Clarke began his Tesco career as a 14-year-old back in 1974 stacking shelves during his school holidays in the stores his father managed.

After graduating from Liverpool University with a degree in economics he joined the Tesco Management Training Programme which provided him with a perfect platform to work his way to the top.

'Strategic appointment'

In 1998 he was appointed to the board with responsibility for the supply chain and a year later information technology was added to his brief.

"It was a very strategic move by Tesco to appoint Clarke as chief executive," suggested ManMohan Sodhi, professor in operations and supply chain management at Cass Business School.

"Clarke's experience as Chief Information Officer meant that he knew not only IT but also how the supply chain worked - everything from ordering and procurement to how a warehouse operates."

"It shows Tesco's determination to take on Walmart globally who are very good at using IT to extract every ounce of efficiency in the system. Mr Clarke will be able to bring in this crucial element which a lawyer or finance expert wouldn't be able to."

Clarke's Career

Began Tesco career stacking shelves in Liverpool store in 1974
Joined Tesco in 1981 as a graduate trainee
Tesco board director since 1998
Began work as Tesco chief executive 2 March 2011
Married to Linda and they have two children
Lives in Hertfordshire close to Tesco HQ.

Six years into the role, Mr Clarke then became responsible for the businesses outside the UK, leading Tesco's entry into the huge markets of India and China.

Global expansion

Increasing Tesco's current 30 million customers worldwide by moving into new markets appears to be a clear strategy, and Tuesday's annual results showing trading profits in Asia rising by 30% suggests the company is having some success.

"My job is not about to look back, it is to look forward, heading up the Tesco group worldwide," Mr Clarke has said.

"Our international business is growing pretty fast and it's growing well. It's been my focus for the past six years and in some ways we're just at the beginning. We're going to globalise the best that we do."

This is the only the way that Tesco has a chance of growing at the rate it has enjoyed over the past decade, believes Rahul Sharma a retail analyst at Neev Capital.

"Tesco needs to go global. Growth opportunities in the UK are limited because of competition and we're not growing as a population at the speed the company would need to see its profits continue on the same trajectory."

Over the past ten years Tesco has expanded into countries across Europe and Asia but it has found the consumers of the United States a tougher nut to crack.

Challenges

Under the leadership of Mr Clarke, Tesco launched its Fresh & Easy stores in the US in 2007. But its expansion has not proved as successful as the group had hoped. The company has said its target is to break even in the US market by 2013.

Tesco's opened its first Fresh & Easy store in 2007 but has yet to break even in the US market

"There is a question mark over Tesco's strategy in North America but it's a test I believe it can afford," said Mr Sharma.

"They expected it to be easier than it has been and quite frankly there are alot of places in emerging markets where they could make a lot more money."

Indeed Mr Sodhi thinks that Tesco's new chief executive should be looking towards Africa for new markets to tap in to and provide a better return for shareholders.

"I suspect Mr Clarke will keep Fresh & Easy on in the US, but it could fall down the priority list. Africa may be a good option to look at. As with everything if you get in to a market early you can strike good deals thus generating better revenues."

Another challenge facing the Tesco boss is the persistent lack of consumer confidence in the UK.

Last month, the British Retail Consortium recorded its worst fall in UK sales since records began in 1996. Footwear was the only growth sector, as food and drink, clothing, homeware, electrical, and others all fell.

And Tesco has been unable to escape the trend. Its like-for-like sales in the UK, excluding the impact of rising VAT and petrol, were flat for the year 2010/11 - an important factor for a company with 17 million customers in the UK and whose tills take one in every seven pounds spent in British shops.

"Tesco hasn't hit its ceiling in the UK but it needs to be more creative and find new markets outside of food. It needs to expand its Tesco bank, mobile communications and insurance services," advised Mr Sharma.

He added, "Mr Clarke needs to sharpen price image once again and should also be more open to the idea of recruiting external talent."

Burberry

2011-05-28T12:20:00.000+01:00

how to wrap a present

2011-05-28T12:14:00.001+01:00

Selfridges reaches its centenary

2011-05-28T12:13:00.001+01:00

Sir Philip Green

2011-05-28T12:11:00.000+01:00

M & S new boss Marc Bolland

2011-05-28T11:55:00.000+01:00

Sir Stuart Rose interview

2011-05-28T10:04:00.000+01:00

Sir Stuart Rose's legacy at M&S

2011-05-28T09:48:00.001+01:00

Sir Stuart Rose: "I think we've come up with a first class candidate"

Marks and Spencer boss Sir Stuart Rose had the warmest of welcomes when he took the chief executive job five years ago.

He has been one of the best-known British business leaders - so why are shareholders celebrating the fact he is scaling back his role?

Not because he has failed his investors. For a number of years after stepping in to fight off a takeover bid from Sir Philip Green in 2004, Sir Stuart was lauded by investors and retail experts alike.

He is credited with refocusing and re-energising the business, giving it cachet among younger, more fashion-savvy customers and making it more profitable.

He even managed to bring full-year profits back to the magical level of £1bn - something not seen since the company's real heyday in 1997.

But all that praise melted away like the centre of a chocolate steam pudding last March when Sir Stuart announced he would add the role of chairman to his chief executive duties.

History lessons

Sir Stuart did not have to look too far back to see how things change for Marks and Spencer heroes who take on both the top roles. In the 1990s, Sir Richard Greenbury, the first to take the company to the magic billion profit level, found himself reviled in his final year in the roles.

Last Christmas as chief executive: Sir Stuart celebrates 125 years of M&S

The next man to hold both positions was the Belgian Luc Vandevelde. Hailed as the saviour of the struggling chain, he ended his time there under a barrage of questions as to his commitment to the company.

Now Sir Stuart himself has suffered the same turn in sentiment.

At the recent annual general meeting shareholders, voted by almost 38% against him remaining as chairman and chief executive.

Turnaround king

There is plenty to celebrate of Sir Stuart's time as head of M&S. It's unlikely that any other chairman or indeed chief executive has ever brandished a green bra at his loyal shareholders.

They will remember the trouble that M&S was in when he arrived from Arcadia in 2004, losing market share to hipper and cheaper rivals and struggling to argue a case for remaining independent against repeated approaches from rival retailer - and former friend - Sir Philip Green.

1960s model Twiggy has helped to add glamour to the brand

His turnaround strategy involved taking control of women's fashion brand Per Una, selling non-core businesses and injecting glamour into its brand by using celebrities such as Twiggy and Antonio Banderas in its advertising. It proved highly successful.

The son of a civil servant, Sir Stuart was educated at a Quaker boarding school before starting his career in retail in 1972 as an M&S trainee.

His turnaround act there on his return was not the first time that Sir Stuart, who was knighted in 2007 for services to the retail industry and corporate social responsibility, had worked his retail magic.

As chief executive of Argos in 1998, he secured a higher price for the catalogue chain when it was sold to retail giant GUS.

Later, as boss of troubled cash-and-carry business Booker, he arranged its merger with food retailer Iceland, going on to become the enlarged group's chief executive.

Paxman's pants

Sir Stuart will hand over the chief executive baton in the new year to Marc Bolland, but even then, he may be around for another 18 months.

Sir Stuart has been a powerful presence at the helm of M&S

His promise to shareholders is to stay on as part-time chairman to ensure a smooth transition and to leave the company by July 2011.

He said he left the company in much better shape than when he joined. Back then, he added, the chief executive simply couldn't even rely on his staff to choose the right coloured frock.

Sir Stuart himself is a man known for his sure-footed and dapper dressing, often from the rails of his own company.

He is also known for taking a personal interest in his customers' thoughts on his products - he once arranged a meeting with Jeremy Paxman following the BBC presenter's criticism of M&S men's underwear.

His successor has been welcomed as a much-needed breath of outside air, but he will have his work cut out if he wants to rival Sir Stuart's marked personal presence.

Profile: M&S boss Sir Stuart Rose

2011-05-28T09:38:00.000+01:00

Despite his record of success, Stuart Rose is under real pressure

Marks & Spencer boss Sir Stuart Rose is getting to ready to face a big investor revolt at Wednesday's annual shareholder meeting.

For a number of years after stepping in to fight off a takeover bid from Sir Philip Green in 2004, Sir Stuart was lauded by investors and retail experts alike.

He was credited with refocusing and re-energising the business, giving it cachet among younger, more fashion-savvy customers and making it more profitable.

But those bouquets have turned to brickbats in recent years.

First, Sir Stuart faced accusations in March 2008 that he was becoming too powerful, after he surprisingly agreed to combine the role of chairman with his existing position of chief executive.

Although he won a shareholder vote to reappoint him last year, 22% of investors did not back him, and this year the issue has come round again.

Investor backlash

Some institutional shareholders, led by the Local Authority Pension Fund forum, have put down a resolution calling on Marks and Spencer to appoint a new chairman by July 2010. Although the vote is non-binding, Sir Stuart may feel he has to go because he will have lost the confidence of his owners.

Some argue that Sir Stuart, who was educated at a Quaker boarding school before starting his career in retail in 1972 as an M&S trainee, has garnered too much power and that this is damaging for the business.

But the 58-year-old son of a civil servant has played up the necessity of decisive leadership at a time in which conditions on the High Street are deteriorating rapidly.

Record of success

It remains to be seen whether small investors - of which there are thousands - will cast aside doubts over claims that Sir Stuart's style has become too autocratic and place their faith in a man seen as one of the UK's most successful retailers.

They will remember the trouble that M&S was in when he arrived from Arcadia in 2004, losing market share to hipper and cheaper rivals and struggling to argue a case for remaining independent.

His turnaround strategy - which involved taking control of women's fashion brand Per Una, selling non-core businesses and injecting glamour into its brand by using celebrities such as Twiggy and Antonio Banderas in its advertising - proved highly successful.

Under his leadership, M&S won back its reputation for offering value for money, while a strong commitment to ethical values and an environmentally-friendly approach also had a beneficial effect.

M&S has hinted it will change the way it advertises and prices food

This was not the first time Sir Stuart, who was knighted in 2007 for services to the retail industry and corporate social responsibility, had worked his retail magic.

As chief executive of Argos in 1998, he secured a higher price for the catalogue chain when it was sold to retail giant GUS.

Later, as boss of troubled cash-and-carry business Booker, he arranged its merger with food retailer Iceland, going on to become the enlarged group's chief executive.

But it was as head of Arcadia, which he joined in 2000, that Sir Stuart really secured his reputation for success in Britain's retail sector.

He turned around a company with more than £250m of debt, before presiding over its sale in 2002 to Philip Green for £855m - making £25m out of the deal himself.

Changing conditions

But as a member of a charity consortium which owned a runner in the 2006 Grand National, Sir Stuart will be aware that a chief executive, just like a jockey, is only as good as his last race.

M&S's share price is in the doldrums, languishing around 310 pence, miles off its 700p high of 2007 and below the price which Philip Green offered in 2004.

As long as this remains the case, Sir Stuart will be under pressure from analysts and shareholders.

His most immediate challenge is to steer the business through the economic downturn.

The last set of figures, published in recent weeks, indicates that Marks and Spencer may well have weathered the worst of the recession. Rather than taking any credit for that, Sir Stuart is facing a battle to allow him to leave the firm at the time of his own choosing.