Presentation for Chairman and Board of British Footwear Association selection day. An example of how I can add value to organisations. Innovate way of increasing membership and training courses to enhance offer to existing and prospective members. Addressing key issue that was eluding the Board of Association which has been running year on year deficits for several years.

1. Key priorities and value creation
during first 100 days as CEO of
British Footwear Association.
Promotion.
Representation.
Training/ Knowledge.
“ A family community using coaching and praise
culture to deliver positive outcomes…by working
together in disruptive markets..“
1

2. Accelerate my learning and integration into role.
Personal Growth in Knowledge, learning and impact.
Bfa Office Team.
Existing community members of Bfa.
Personal Mentor/Coach – Robert.
Board Members.
Bfa Support services.
Educational Institutes. Fashion and business.
Government agencies.
Prospective Members and Start –up enterprise.
Embassies/ High Commissions and Overseas Trade
Associations.
Build on existing successes… relationships and
business plan. In inspiring way…
Leadership traits.
2

3. Strategy for moving to cash positive + in a disruptive market-
place. Expand Membership –
Target for additional 21 members in 6 months ( +15% on 140) = £10.5k - £32.5k revenue.
Identified starter list around 50 Potential new members to approach. (Apx). Personal touch communication,
understanding their perspective and DNA. … create trust.
Establish a priority list, as team - “Lost Treasures “, understand prospective members training needs, face to face
meetings preference or Skype option.
Build on Improved articulation of the benefits and costs of membership, to attract new members every
opportunity, exploring new communication methods for start- up enterprises.
Using Advocates/ Promoters that have enjoyed support in growing their business. Katie Matilda Hartland, Alice
Bow.
Follow up on Feb deadline for renewals, to avoid churn in numbers. Empathy and supportive approach, seek team
guidance.
Establish a program of network meetings, - Focus on Start up + business schools.
Piggy back on “UKFT –Rise.” seek “win –win” scenarios with UKFT.
Moda / Pure / Jacket required - speaking seminars.
Fashion - University/ College.
Business Schools – Cass, Imperial , LSE, Kings, Kingston, Hult Int, Warwick, Lancaster….. (51 Business schools in UK
on Eduniversal ranking, 90+ universities offer marketing degrees, target higher education also).
City of London business library – workshops.
IOD 99, Institute of Directors – small business group.
Actively search out – “Start up ” meetings or activity. - Team approach in office to task. Priority list drawn up.
Webcast calls if attendance an issue. Build relationships and trust. Who would make good partners long term ?3

4. Build on portfolio of training courses Seminars + online formats.
Sterling work done on training Production side… Understand more training programs in pipeline.
•
“A” List priority - Detailed feasibility report for Board mandate. – Sales and Brand management training.
Opportunity to develop a series of 1 day seminars on industry related topics –where members
and industry might have skill gaps, or appeal to start-up enterprises. Interact days with
I-pad /Workbook to assist learning on day.
•
• Footwear sales account and relationship management.
• Luxury footwear selling in retail.
• Footwear brand and marketing management.
This has benefit of increasing “value proposition” to existing and new members (start –ups + established).
Using relevant industry specialist , members support, Jayne, myself – working on its content as
cross functional team developing industry- led solutions. Accredited through CPD standards
office.
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Marketing course to candidates via Website, Linked-in, Newsletter, through Event Website online
– Everbrite. (< 10% com) will drive participants. Input from Sarah – Communications manager would be useful.
•
Comparative pricing of 1 day seminars - £200-£400.
Number of delegates -20-30 individuals = £4k to £12k. Sales revenue/ course.
4

5. Footwear sales account and relationship management
training.High quality specialist resource to augment internal training - “Charismatic Ambassador “ for start- ups.
Target Market – Key Account Manager, Sales Leaders, B to B Footwear managers, Start up owners , Business related
Course Students. Account managers looking to move into Footwear market.
Identified 15+ members with big wholesale interests. Most members would gain being involved.
Contents to cover –
Create value that matters. – Footwear client value map building.
How to build deep trust and commitments with contacts and Organisations.
How to create strategic plans that drive growth and loyalty in footwear markets.
How to help execute plans and stay focussed in difficult periods.
How to differentiate and create distinction in competitive situations.
How to effectively manage multiple relationships so you never lose potential opportunities.
Adjusting your proposition to account for cultural differences in International footwear markets.
•
5

6. Luxury Footwear selling in retail – training course brief outline.
Target Market –
Start up owners in Luxury footwear, Luxury Footwear members for own retail or stockist staff, Students, Luxury
retail staff. Luxury Footwear Companies non – members, (members of UKFT Association, qualify for concession
rates).
Engaging and interactive approach to learning core Luxury sales and customer service skills.
Will be tailored to participants attending – Brands they are Ambassadors for.
Identified 20+ members with Luxury Footwear retail.
Contents to cover –
Importance of Personal Presentation and image.
Pro active selling cycle stages.
Effective Verbal and non –verbal communication.
Luxury trends and market analysis.
Importance of knowing heritage of brand.
Product knowledge materials and construction.
Cross – cultural selling skills.
CRM – building a local contact list of clients.
Constructing the ultimate customer experience.
Handling customer complaints to very high standard.
Being a local concierge, to create memorable experience.
After Sales service. – Re-soling, Shoe care treatments. 6

7. Footwear Brand and Marketing management – training course brief
outline.Target Market –
Start- up owners, Brand or marketing managers seeking deeper knowledge of footwear market, students, working professionals.
Individuals with Sales background who would like to transition to Brand / Marketing management.
There is likely to be greater demand for talent in Footwear Brand and Marketing in disruptive markets going forward.
Accelerated by online and international dimensions.
Contents to cover –
The Footwear brand wheel and its touchpoints.
Brand personality/ Equity.
Different categories of Footwear brands.
Brand Identity Prism.
How iconic brands grow their appeal – Hunter, Dr Martins.
Using Intellectual Property Protection, to minimise the
risk to Brand equity.
Having an integrated Marketing communication message to target audience.
Web store and e- store design.
Market research and how to understand quantitative and qualitative outcomes.
Advertising and Public relation in Footwear arena.
Social media and product seeding – the celebrity connection.
Managing and measuring effective online campaigns.
An international dimension on e commerce sites, language, best operators.
• 7

8. Scaling of training – “Drive gross profit”.
“Scaling revenue”, with online learning to wider market- working professionals,
Start-up- fledgling or flying, students, distant learners. Negates highest part of fixed cost, use of training facility.
Specialist might need part of royalties <6%...with online. “Skin in the Game”, benefit of them promoting in their
extensive online network. EG – Jermaine has 5.5k followers on Linked-in and posts activity multiple times a day. His
interaction with “Start –ups” is daily –both face to face and online. Way of recruiting him as bfa Advocator, in his network.
Potential revenues could be highly lucrative. - Endorsed by BFA, CPD accreditation, IP protected, industry led
training for £100.
Format potential interactive video, broken into sections, + workbook all online.
Sold via Corporate websites- findcourses.co.uk… market leading professional online website.
Online Learning is experiencing – “exponential growth”.
Each course £100 x 200 units = £20 k revenue.
Improves Cash flow as steady stream of income.
Extend training program on 3 topics identified to more depth.
Potential for Industry endorsed Diploma Program on the 3 topics. Pricing normally between £1,500 to £3,500 for
course, Combination of training days, workbook/ i-pad option assessments.
15-20 participants = £22,500 - £70,000 per course. If work on 60% margins to cover costs.
Accredited through both – the Institute of Leadership and Management and CPD Standards Office. IP protected.
8

9. Financials – Improving bfa to Cash Positive +
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Historic Accounts – 2017 2016
Turnover £1,184,389 £1,344,777
Cost of Sales (£ 979,575) (£170,780).
Gross Profit £204,814 £173,997
Admin Expenses (389,975) (332,980)
Other Investment income 9072 9546
Operating Loss £ 174,089 £ 149,437.
Need Higher margin activity to drive positive Cash Flows +
17% Margin on activities in 2017.
12% Margin on activities in 2016.
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Proposal for 2019 – Additional Gross Profit generated.
Hitting Membership target + Training activities.
Additional members – Mid point £10.5k - £32.5K = £27k @80% margin =
GP £21k.
•
1 Day seminars – Mid Point £4K - £12k = £8k @60% margins with 6
courses/year = GP £28.8K. (2 each subject).
•
Online seminar Training - Start – up costs £15k
Sales at £60K @70% margins (6% specialist + online
comm, accreditaion, + IP ) = £42K GP £27k.
Specialist <6% allows headroom, applies to online.
Diploma – Mid point £22.5k - £70k = GP £57.5k
•
Launch 2 Diplomas in 2019 - £115k @60% margins = GP £69K.
•
Launch 3 Diplomas in 2019 - £172.5K @60% margins = GP £103.5 k.
Timescales will be longer on Diploma due to depth content and accreditation
process. Online Diploma launch 2020 timescale
•
Totals - 2 Diploma + online training + new members = GP £ 145.8 K
3 Diploma + online training + new members = GP £ 180.30 K
This activity moves the Association towards – ” Cash Positive Zone.”
•
•
9

10. “Shifting sands” of Brexit and how geo-politics in Europe will affect Trade
Association members. “Building Solid Platforms “
Sterling work done with BEIS, on Rules of Origin impact on members supply chain. Very Pro-active.
Need to be ahead of the curve in current situ, informing members early of EU developments – as they occur,
simplifying complexity, might require clarifications 1-1 for re-assurance, after new briefings issued.
Simultaneously, continue to work with Footwear Trade panel from members , Department of
Business energy and Industry strategy (BEIS)- ensuring to present solutions that work for
association members in UK and EU customers/suppliers. -Influencing policy.
In 20 month period of post Brexit trade agreements, within EU framework it is my understanding
there is to be no individual sector agreement , till all agreed. So need to maintain “water on the
wheel” to avoid, ground being given last minute using delicate diplomacy by raising awareness of
impact it would cause, within the right circles.
Local MP’s in constituencies with members factories, and business can continue to be contacted to assist
lobbying process from within political circles on our behalf, through internal channels.
Involvement in current CPTPP, consultancy process with Department of Trade and Investment.
- 11 country members. Key are - Australia, Canada, Japan, Malaysia, Mexico, New Zealand, and Singapore.
Is this a platform to build on, for future as can only occur potentially join after we leave the
European Union ? 500 million population in market, 14% of global trade.(7% UK trade).
30TH Dec 2018 came into force. – eliminate 95% of tariffs on goods services between members. Following intro of
protectionist measures by China and USA, last quarter of 2018- worrying trend. 10

11. “Building solid platforms.”
Assist members to plan for the future – Customs clearance, Free Trade deals,
implications for transport and distribution both imports (Perhaps part of manu
process ) and exports to 27 countries of trading bloc.
How secure is their Supply Chain ? What are alternatives ?
Assisting members to search new markets - closer ties with Key embassies/high
commissions (Japan, selected ASEAN and Commonwealth countries) and Overseas
Trade Associations; that are of specific interest to members.
-Topics include - Market – Entry planning, Marketing in different cultures coaching for members.
Explore opportunity at Additional International Footwear fairs - Canada, Australia, Russia, or
where members perceive market activity for their brand needs entering or strengthening.
Attendance in Europe Trade fairs, might provide opportunity to network further with members
and understand views of European Footwear Association (CEC).
Building coalition with other Associations – UKFT, Institute of Export and International trade… might enable
greater government funding grants for overseas fairs or raising on current restrictions cap , as approx. £40 gets
returned for every £1 government funding.
• 11

12. How can the BFA build on promoting itself – in 2019 in the news / PR arena when
there is desire for
“24 /7 online” - breaking stories ?
Need to build on Campaign Promoting the BFA in its 120th Year, continually….
“Dedicated to providing excellent service to all members , regardless of Size “
PR / Press release through Drapers / Footwear News
New sales and Brand training programs,
Provide stories for new and those with long associations –
reinforces personal relationships ,loyalty and support from BFA – it’s USP.
Build on strong partnership with Education sector, by exploring formalising – internship placement opportunities with
members for students, - Sales, Brand Managers , Marketing as well as design and production opportunities.
Benefit for members is judging whether students can add value to their business as it scales, builds relationship,
competing against other sectors – prevents “Brain drain” syndrome from talent pool- for bfa members. Highlight students
progression at brand on social media. This will help build relationships with business schools.
Consider Competition for Start -Ups – free membership for 1 year – in view of 120 years.
1 @ quarter maybe. - Raise awareness amongst , start up community.
Launched a really appealing new website, explore ways of driving traffic in order to continue to build a positive
Brand .Review engagement and defection rates using google analytics with Office twelve co and bfa team.
Linked-in Campaign – more active use of “Slide-share”, Linked-in topics, Groups and Seek out professionals working
In footwear, start up groups – “our tribe” – capture attention and build advocates. Work on getting messages seen
frequently in a noisy platform of content.
Monthly communication to membership. Consider outstanding offers that will encourage current members to
become advocates and promotors for BFA – track progress. Effective means of PR.
12

13. Executive Summary. – First 100 Days – Priorities and value
creation.Accelerate my learning and integration into role – using key Leadership traits – Inspiring way working closely with
the office team on the various projects, listening to their ideas and feedback, creating energy and purpose we will
evolve, align delivering better service standards for members. Hence support the team role progression,
collectively and individually.
Expand membership beyond norms, particularly the “start- up” enterprises using Advocates and networking
Events Target for 6 months is 21 sign ups (15% of current membership nos.).
Engage stakeholder members and potential, face – face meetings build trust.
“A” list priority to provide a detailed feasibility for Board mandate on Sales and Brand training programs. Seminars
to Diplomas that can be “scaled” to re-address GP position and build reserves for future activity, whilst adding
value to existing and prospective new members.
Support members to build solid platform to counter “shifting sands” of Brexit geo-politics by lobbying
through coalition, influencing policy and assisting search for new markets.
Building a Campaign for promotion of BFA and its members, -Utilize social media to full capacity.
Attracting future talent by formalising – internship placement opportunities amongst members
for students.
Need to augment the existing business plan, with the above objectives – timescales, KPI’s measurements, support
required on achieving these goals.
All of this is to build on existing planned activities and direction to create a transformation process. -“Gear Shift. “
13

14. Contents of the Appendix.
Stages from “Embryonic” to training programmes detailed feasibility report – initial thoughts.
Financials improving BFA- online exponential growth.
What was instrumental in changing fortunes of UKFT Assoc from 2013 onwards – lessons for
BFA strategy ? – line of thought .
List of potential members of BFA.
Cost of training companion – UKFT Association.
Centre of Excellence – Coaching Academy.
“Doing business” guides- Institute of Export.
14

15. Stages from “Embryonic” to Training Program Detailed Feasibility report. – initial
thoughts.
Target Market analysis – Size and spending power / pattern of – Working professionals, start-ups, Footwear
companies, Business students. Feedback from members on course outlines. Overall training market.
Is demand from students to be supplied via educational routes or open market ? Online – formats and costs,
most effective form, details of 3 providers in quotation analysis stage, choice of online course provider sites to sell
on. Competitors in marketplace, level of activity, pricing, Unique Selling Proposition. Different product for different
market segments possible ?
Trial run on 1 course to allow adjustments / learnings – an option before Full report ?
Is there an opportunity in overseas markets – Commonwealth, key markets, to support member Brand awareness –
any adjustment required in course contents. Tailoring engagement to local regional markets.
•
Technical Analysis – identify outside specialists, ideally different networks particularly business schools and start –
up groups. Costs involved/negotiated, time commitments. Brand Ambassadors for BFA, endorsement process from
participants. How are participants assessed – Digital, multiple choice, submissions.
Online insights – understanding buying behaviour on online courses, what are potential customers looking for, what
are best routes to access ?
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16. Technical Analysis Continued –Support and individuals best suited to provide from members organization, time
commitments, stages of project completion.
How to promote courses, seminar v online, What services can be provided to ensure online is not impersonal ? BFA
is custodian on industry standards.
Are e books a good route to undertake ?
Accreditation providers, Timescales, measurements on detail, delivery method.
Generating PR and press coverage, online promotion,
Financial Analysis – Forecast sales and Marketing expenditure by channel. Controllable, IP protection costs, Risks,
Stages for income and gross profit generation, timescales.
Useful to have input from Robert and the rest of the Board regarding framework expectations, to cover all
angles.
Stages from “Embryonic” to Training Program Detailed Feasibility report. – initial
thoughts.
16

17. Financials – Improving bfa to Cash Positive + Cont - If online experiences
–”Exponential growth”.
Enhanced Sales of online course to 400 units (from 200 units) each subjects – in 2019.
Start up costs £15k.
Additional Marketing activity £12k – incremental and controlled , boosting sales.
Sales at £120k @ 70% margins (<20% specialist, accreditation , IP + <10% online comm).
= £84k. Gross Profit contribution £57K.
Combined Totals -
•
2 Diploma + other training = GP £ 175.8 k
3 Diploma + other training = GP £ 210.3 k
•
What if Diplomas were launched online at £800 a course – in 2020 onwards?
Start up costs £30K. Additional marketing activity £15k – incremental and controlled.
Sales at 40 units per subject. Sales at £96,000 @ 70% margins (<20% specialist, accreditation, IP + < online comm)
= £ 67.2 k Gross profit contribution £22.2k (after additional costs - start up + marketing costs ).
This is new source of gross profit. - 40 participants/ subject is very conservative. Initial start up costs high, as %
of costs will reduce – improving future % gross profit on sales. This income stream might time to grow.
Identify additional industry specific courses – to start as 1 day seminar before progressing to
Diploma Program. Is Sourcing an opportunity of interest to members ?
Would It be necessary to do more than 2 seminars / subject to assist awareness in marketplace for subject matter +
satisfy demand, amongst members ? Would assist sign ups by “Sales funnelling” – see coaching academy slide.
17

18. What was instrumental in changing fortunes of UK Fashion and Textiles Association from 2013 onwards
– lessons for BFA strategy ?
The UKFT association faced a loss of £480k in 2012.Loss narrowed to £408K in 2013, not till 2014 loss £120k came
down substantially. 2015 small profit of £10k.
Analysis of income growth £ – (excluding Secretarial and climate change levy).
Date 2012 2013 2014 2015 2016 2017
Subscription income 189,639 215,918 270,163 337,232 332,391 330,572.
Events Income 39,482 227,130 292,178 323,677 113,574 109,418
Export Activities Income 371,746 483,517 453,015 320,752 323,027 339,229.
UKFT partnered with Facebook in 2013 to host networking events for young people in fashion and textiles. It
launched “UKFT Rise” which was run by a committee of under 35’s, using facebook to promote activities and
instant feeds. This was the Gear Shift required… raised awareness. – “ Communication to the under 35 “ Start –
up” tribe.
Membership of the main body grew substantially on back of it, as young tribal’s switched to full membership
programs benefits. Annual report states in 2015 “ membership grew 25%, together with growth seen in 2014 this
has resulted in Association nearly doubling the Membership profile in 2 Years.”
18

19. Lessons for BFA strategy - 2
Also the volume of activity in Exports trade shows grew – In 2017 UKFT took over 700 companies to over 40 Trade
shows across the world. Highly successful “Brits around the world “ campaign.
In 2016, income from events declined as although there was increased engagement through seminars and
networking – this was particularly outside London. The Association has 3 floors of offices in London as assets, using
these to host London based network meetings so controlling costs in earlier years.
Interesting that Fashion seminars from UKFT, have identified – China, Japan and Russia as growth opportunity.
There are around 15,000 people on Fashion design courses in the UK.
Observations -
BFA is “fishing in a much smaller” pool of potential members, than Fashion and Textiles sector. Being smaller, the
personal service element for members is stronger, and loyalty both ways in relationship appreciated- we must
strive to highlight this- it’s the USP. My expectation is members are very loyal, and we need to drive better value
proposition. Doubling membership might take 2-3 years, but is not unrealistic, although historically member
numbers have not been above 160 in any 1 year. In a new disruptive market, significant future numbers ought to
come from start – up enterprise.
• 19

20. Lessons for BFA strategy. – cont 3.
If entrepreneurs are “Early adoptors “ ought to be on radar for Latest social media buzz to gain traction and
awareness. Question is how we appeal to young Entrepreneurs ? – Tribal Behaviour - language.
There might not be the same uplift in Export Activities income as UKFC Association as number of countries offered
to members is 40 Countries. There is a larger number of Trade Fair shows in Textiles and Fashion sector than
Footwear, it tends to follow the fashion show calender in major cities around the world.
Whilst Facebook was the social media platform for the target market in 2013, for “start up” tribe.
It is my understanding that Linked-in was perceived as social media for Corporate professionals, now it’s accepted
as best resource for Start ups community, in terms of connections and business opportunities. It’s acquisition of
Linda.com the online training 2015, taking it to new heights.
This might be a great opportunity to reach out to prospective new members – need to seek a High quality external
resource with credibility in Start up circles to augment our training resource, and accelerate learning with Office
Team and myself
20

21. Training activities income is not listed separately in the Accounts but list of 1 or 2 Days courses and Diploma-
suggest it’s strong source of income. Would have initial reservation in offering Tailor made training for a member
Company in BFA , as little unsure on existing Suppliers activity and fees some of which might already be a referral.
Real benefit of Training on impact on financial accounts is the “scaling element “, reaching target market
participants that would need to travel to a location for Face to Face – Seminar/ Diploma workshop.
Getting the outside resource to have some equity (“skin in the game”) in driving traffic on behalf of BFA activities.
By nature entrepreneurial specialist will work for much lower fees if there is a reward based outcome with risk on
their time investment commitment. Selection of the specialist will need to account for their network –current and
future, activity and credibility in the marketplace.
It should be noted that it easy to reflect back, real skill is continually reading the market, seeing the underlying
trends. This allows options to move forward in the interest of the membership, to be fully relevant to the disruptive
market-place.
Lessons for BFA strategy. – cont 4.
21

22. List of Potential Members of BFA. With an improved training options more can be
attracted over time.
Designers
Irregular choice
Julian Hakes
Terry De Havilland
Ottowin
David Preston.
Joseph Azagury
Sargasso and Grey
Shaherazad
Marion Ayonote
Yull
Hot Soles
Joe Brown Couture
Lisa Kay, London.
Ella Shoes
Salt and Pepper, London.
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Iconic Brands and new entrants.
Harrys of London
Jimmy Choo
L K Bennett
Russell and Bromley
Charles Clinkcard
Fitflop
United Nude
Duke and Dexter
Charles Tyrwitt
Marks and Spencer.
Mulberry
Schuh.
REW Reynolds.
Karrimor
Pavers.
Crown
George Cox
Shoe Embassy
Lotus Shoes
Ellis Brigham
Vionic
Lambland
V12
Molly and Pickles
The Little Shoemaker
Amy and Ivor
Mudlark and Co
Redfoot shoes
Modern English.
Altberg
John Rushton
Shipton and Heneage
The Brogue Trader.
Soletrader.
•
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23. Cost of training courses – Trade Associations. UK Fashion and Textiles
Association.
2 days -£3,750 +Vat members / Non Members £5,000 +Vat.
1 day - £1,875 + Vat members / Non Members £2,500 + Vat.
23

24. Centre of Excellence – Coaching Academy –The Diploma in Small Business
coaching
Hugely successful in attracting “Start-ups” – fledgling or flying.
The academy uses a “sales funnelling” technique by offering 1 day
taster training days at low cost or free cost – with 45% discount on
normal pricing for Diploma. Would be appropriate if 3 Training topics
were developed to Diploma status. These training days are break even
or slight loss, with profitable revenue gained back on sign ups.
Common practise in industry, benefit for target market that
participants receive exposure at low cost and opportunity to network,
with like minded individuals. - Although Coaching Academy is a
business as opposed Trade Association.
POS marketing material is market leading, Why course suit client, Why
train with Coaching Academy, a detailed look at the Diploma, What do
students think ? What happens after you qualify ? 20 page Booklet.
Having been on 5 previous days training with Coaching Academy in
past, most recent being Nov 18 - James will be attending a 1 day
workshop on 2nd Feb 2019. Business coaching with Adrian Webb. 24

25. Build a library of “Doing Business” guides by Institute of Export +
International Trade. •
Includes all 46 titles.(Japan currently out of print).
•
Includes 13 of the Top importers by volume in World
of footwear (other being UK, Hong Kong). USA,
Germany, Japan, UAE, France, Italy, Spain , Russia,
Belgium, Netherlands, Canada, China, Austria.
Many of the Faster growing importers of footwear-
albeit from small volumes.
Driven by opportunities for growth, urbanization and
a young consumed –orientated population interested
in footwear Brands – British.
•
Not all guides are downloadable direct, from Institute
of Export website.
•
This activity of absorbing knowledge can be done
prior to start date. 25

26. Example of contents
26