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CMR was originally created with two primary objectives:
1)
To provide small to medium-sized companies with the resources they
need for profitable growth and in particular the funding, management
and specialist expertise not normally available to them.
2)
To provide high-ability senior executives with the opportunities and
support network to enable each to optimise their potential as
independent business people.
CMR's organisation was designed to be particularly attractive to those
executives who want to be pro-active in building business activity,
and importantly, have the personal skills and ability needed to be
successful.
Obtaining business and revenue through CMR is not automatic;
success does require an input of effort and ability. CMR provides the
most comprehensive range of resources for small to medium sized
companies in the UK and Ireland. Those CMR members who are able to
relate to clients, understand their problems, formulate solutions
based on all the resources and expertise available within CMR and
effectively communicate with the client, will be really successful. Those
CMR members who do not have the ability to do this will find it more
difficult,
but will nevertheless be able to work alongside other colleagues and
gain valuable experience. CMR provides every
assistance to help new members become effective through training/mentoring
programmes and the highly supportive network and regional/affinity group
arrangements. However, the bottom line is ultimately dependent on how
active and how effective the executive is personally. An entrepreneurial
streak is a positive benefit!
Business comes to CMR through four main channels:
1) Companies approach CMR Centre directly for funding or for the other
specialist resources on offer.
2) Marketing and networking connections made locally by
CMR Regions, Affinity Groups or Special Business Groups.
3) Propositions referred by CMR members from contacts they have made
privately.
4) Direct member contact with companies using CMR’s Telemarketing Service.
The amount of business handled by each CMR Region will be partly a
function of geography - London and surrounding areas seem to have a
disproportionately higher number of budding entrepreneurs. The
other factor is the proactive effort put in by the regional CMR members. There is a
direct relationship between the effort put into building local network
relationships and the business subsequently generated, so regional
business levels vary considerably. A review of
CMR’s FundEX will give a feeling for the
disposition of the many projects and propositions being
handled by CMR at any one time.
Executives
who join CMR from senior positions in major companies may find it
difficult to relate to the different environment of independent
business life and the operating modes of smaller companies.
The need to personally create and develop opportunities has not
necessarily been part of their career experience and it would appear
that some cannot make the change successfully. CMR membership is
therefore not a guaranteed path to riches. It is a reality that
some members will fail to earn the level of income they anticipate or
get as much from their membership as others. CMR membership
benefits are however wide-reaching and because of the low cost of
membership, happily there will be few who do not find it worthwhile.
As a policy, the cost of being a member of CMR is kept to a minimal
level, not just for the monthly membership subscription, but also for
the training programmes and other facilities, which are all provided
at or below actual cost. Those taking advantage of CMR’s Private
Healthcare Scheme with BUPA will find their CMR membership is actually
at negative cost! Even the least able CMR member should find CMR to
be good value for money, whilst those with real ability will find CMR
to be the springboard to many superb opportunities. Do not
confuse CMR with some of the 'consulting' companies who advertise
nationally and who ask extremely high joining fees -
see the exposé in the Daily Telegraph.
- re the IIB |
