PRIME business club

More than half of the visitors to this site taking part in a recent PRIME mini poll expect to sell their business as a going concern when they are ready to exit the business. A further 16 per cent also expect to keep it going, giving it to family or a friend.

Do you expect to eventually sell your business?

• 1. Yes - sell as a going concern 56% (49 votes)
• 2. No - will give away to family / friend retaining stake 15% (13 votes)
• 3. No - will give away to family / friend completely 1% (1 vote)
• 4. No - it will close but with sale of major assets 1% (1 vote)
• 5. No - it will close with sale of some minor assets 3% (3 votes)
• 6. No - it will close with nothing much to sell 22% (19 votes)
• 7. Other 2 2% (2 votes)

Source: visitors to www.primebusinessclub.com

About a quarter expect their business to close when they leave - and the great majority of these don’t expect to be able to make much from selling the assets.

So there is a clear split between those expecting to get extra money from the business when they exit and those who don’t. And this may be realistic - some businesses are worth something without the founder while for others the founder IS the business. The type of business is critical.

Where there may be some unfounded optimism is on how easy the business will be to sell. There does seem to be evidence that the size of the business is important here.

There is a well developed market for selling businesses over a certain size, with papers, notably Daltons Weekly carrying classified listing od businesses for sale, and specialist business transfer agents you can go to to help with a sale. But once you get below a value of about £250,000 for the business the market gets less interested, and the costs involved in selling start eating into the proceeds.

Related posts:

Tax bill for selling your business clarified

Exit strategy - a practical guide to selling your business

Are you over 40, female and thinking of starting a business in any of these areas?

Acupuncture
Aromatherapy
Healthy living
Massage
Nutrition and Diet
Personal Training
Reflexology
Sports Massage
Sports Physiotherapy

If so London Metropolitan University, a PRIME partner, has developed a free 10 day course especially for you.

It starts in October 2008, and there’s still time to apply. Funding is coming from the London Development Agency, and the course will be run in conjunction with NHS London.

London Met will use its tried-and-tested format of running the course in 10 sessions spread over 20 weeks, so you only have to take one day a week away from other commitments or actually starting the business.  Mentoring support then continues for a further six months after the course is completed.

Previous courses in the series have been heavily over-subscribed, so it’s a good idea to apply promptly.

To be eligible you need to be over 40, female and live, work or plan to start your business in London. The course takes place at London Met’s site in Moorgate.

If you are interested, please ring

More details at www.enterprisesontrack.co.uk

The excellent home-business web site Enterprise Nation is now accepting entries for its 2008 home business award. The closing date is Friday the 15th of August 2008, and the winner will be announced on the 1st of September.

The free competition is easy to enter, requiring just 200 words under each of three headings on the entry form. Your business needs to be home-based and located in the UK.

The prizes are not huge, but varied and interesting - for example a year’s free use of a virtual assistant (secretarial) service, 10 days use of a central London meeting venue, accounting software, a computer printer and a coffee machine. The event is also very likely to attract good publicity for the winner.

PRIME has teamed up with publisher Kogan Page to get you a discount off any of the publisher’s books. Kogan Page specialises in business books, and have many relevant small business titles. To get the discount just order via this PRIME book shop link, which shows a selection.

At the moment the discount is running at around a third off regular prices, made up of 25 per cent off from Kogan Page and 10 per cent off courtesy of PRIME, but we’ll be reviewing the exact deal in August.

Disclosure: Currently PRIME gets 10 per cent of the discounted price from any purchase you make. We are hoping this new revenue stream will help fund the free guides we ourselves produce. Please comment below on whether you feel this is a good way for the charity to make money. This will help inform our decision in August - when we’ll also know how much money is at stake.

It’s now possible for anyone to freely access a huge resource library created for small businesses and startups by a consortium of UK universities. You can go straight to the search and browse page of the collection, called VentureNavigator, without having to register or login.

The content includes:

1. Accounting
2. Advisors
3. Angel Investors
4. Brand
5. Business Model
6. Business Plan
7. Communication
8. Compensation
9. Competition
10. Customers
11. Distribution
12. Entrepreneurship
13. Equity
14. Finance
15. Fundraising
16. Human Resources
17. Innovation
18. Intellectual Property
19. Leadership
20. Legal
21. Management
22. Marketing
23. Markets
24. Networking
25. Operations
26. Partnerships
27. Pricing
28. Production
29. Regulatory
30. Revenue
31. Risk
32. Sales
33. Strategy
34. Team
35. Valuations
36. Venture Capital

VentureNavigator is funded by the UK government and was developed by a consortium that includes the universities of Essex, Cambridge, Leeds, Liverpool, Glasgow, Warwick and the Open University. Library House, a research company founded by Doug Richard of Dragon’s Den fame is also involved.

As well as using the resources you can also sign up for free assessments and feedback - though you do have to register for these.

Are some of your customers stars, bringing in money, skills and enhancing the reputation to your business? And are others quite frankly duds, bringing you hassle and actually losing you money on each sale?

Simply asking these questions can lead you into making some useful changes to the way you do business - so you do more work for the customers who are better for you.

But sometimes it isn’t obvious who the heroes and villains are. So here’s a 10-step technique  that will help you identify them.

Calculating what a given client is worth to you

1. This works most simply in businesses where you have a few clients, but if you’ve got a lot divide them up into meaningful segments that you can find or estimate figures for - e.g. those who buy food and those who don’t, the Monday crowd versus the Saturday crowd or whatever. It’s also more accurate if you do it for a longer time period, so quarterly is better than monthly, but don’t worry if your records don’t go that far back.

2. Next you need to know your own hourly staff costs. In an established business this would be the salaries plus all the costs of making someone productive - office space, equipment and so on. However in a start-up where there’s just you and you are not paying yourself much yet it may be hard to come up with a plausible figure. For this exercise a rough approximation will do. So you could just say £10 or whatever you think is reasonable. We are going to apply the same figure to all clients so it still makes for a fair comparison.

3. Now for each client or segment you are interested in tot up the total hours you spent on them last quarter, and multiply it by your hourly staff time figure. Add in any other significant hard costs like travel or material spent on that client. That will give you the cost of that client.

4. Now check what they brought in last quarter. You can keep things fairly simple. If you invoice in bigger chunks divide it up to give you a quarterly figure. And for segments tot up the quarterly income for the group - gross, without deducting any costs.

5. Subtract the cost of the client you worked out at step 3 from what they brought in. The result is a fair approximation to their relative monetary value to you.

6. Next the important bit - the fiddle factors. We all know some clients are reliable and easy to deal with, while others are a pain. So think of a fair monetary value in pounds per quarter for the joy (add) or pain (subtract), and apply this hassle factor to the value score.

7. We also need to recognise that some clients are valuable for strategic reasons - perhaps referring business to us, allowing us to build up valuable expertise or taking us in the direction we want the business to go. So we need another fiddle factor to recognise this strategic value. Again add an appropriate positive amount in pounds to any client taking you in an exceptionally useful direction, subtract money from clients who lock you into dead-end work you’d rather avoid and leave average clients alone. This gives the overall “value” of the client to you.

8. Now repeat from step 3 to 7 for all the clients or segments you wish to compare.

9. You should end up with a set of numbers, with best clients scoring high and your worst low. Note that because of all the approximations and the inclusion of intangible fiddle factors the number doesn’t represent the actual profit from each client. For that you’d need more real data, which you should eventually accumulate.
Nonetheless, this exercise is legitimate and does tell you something important. The high scorers are bringing in the most value to your business in the broadest sense. The low scorers are more of a drain and repay your efforts less. So if you have uncovered any serious duds or brilliant stars you might want to drop the duds and work more with the stars should the opportunity arise.

10. One final step may make identification of heroes and villains easier. Divide the value figure for each client by the number of hours you worked for them, which you’ve already totted up at step 3. This removes the amount of business you are getting from them from the equation, and gives you more of a pure customer-quality score. The high scorers are the ones you probably want more business with.

Garry Stephenson, 55, has set up an innovative photography company just months after being made redundant.

Garry, from Cannock in the West Midlands, was made redundant at Christmas from his job inspecting motor homes for a large local vehicle importer. His company SkyHiFotos.co.uk offers photography from an unusual angle – taken from the top of a special 50-foot mast.

Garry himself stays on the ground, controlling the camera from a laptop which shows the precise view being photographed. The Canon digital camera is attached to a motorised tilt-and-swivel head tilt he can control with his mouse. Garry is fully insured and is using professional equipment designed for this application – the extensible aluminium mast has wide legs and can be secured with guy ropes and pegs for extra stability when fully extended.

In addition to taking high shots made possible by this equipment Garry will also take ground level and interior shots to offer a full service. “I’d like to specialise in aerial photography”, he says. “But when you are first starting out you’ve got to do what you can – and go where the money is.” That said, he is keen to get work that allows him to develop his speciality – hence the Sky Hi name he has chosen for his business.

He first got the idea from the Internet. “I saw a pole advertised, then looked into what types there were, what they could do and what they cost. I found that I could get something suitable for not much more than buying a good fishing rod and all the kit.”

“For me it ticked all the boxes. Firstly something I could start almost as a hobby, but then secondly something I could work with as a business. And then thirdly something I could keep doing into retirement.”

Garry had always been a keen amateur photography. And indeed, over the years he had done some weddings for friends.

But aerial photography is what got him seriously interested in taking up photography as a means of making a living. It gave him what marketers would call his “unique selling point”.

“I could be a wedding photographer – along with about 200,000 others”, Garry explains. “Or I could be an aerial photographer – and one of about probably 50 maximum in the UK.”

Garry got little warning of the redundancy from his previous job. He heard in November that his employer was thinking about redundancies and then got his notice at Christmas. He received the basic statutory redundancy package (see below) rather than an enhanced package, so he needed to start earning again soon.

“At 55 it’s very difficult to get a job unless you want to be stacking shelves at Tesco or Asda. That’s not what I am. I was already thinking I could be doing something in photography. But when the redundancy came along it pushed me into it faster.”

Garry did get some advice on turning his hobby into a business from the Institute for Innovation and Enterprise, based at Wolverhampton University. He got a total 10 hours one-to-one business mentoring spread over a number of sessions.

“It was useful in that it took me in directions I would not normally have gone – it opened my eyes to other possibilities. By yourself you tend to get into a fixed frame of mind.  If that doesn’t work you sort of fall flat on your face. With mentoring your thoughts open up to more possibilities. So eventually you do find your own niche.”

Garry’s advice to others is to get your business underway whilst still in a regular job if at all possible. “Get a couple of contracts in place fast to get the money flowing in. Work it around your existing job if you can, before deciding to go fully self-employed. It’s easier if you are already in work. I wasn’t quite ready when I was made redundant.”

Contacts:

Garry Stephenson sales@skyhifotos.co.uk
Tel: 01543 425753, 07523 897968 (mob)

Innovation and Enterprise
University of Wolverhampton University
Tel: 01902 518960
Email: innovation@wbs.wlv.ac.uk

More about redundancy pay and notice

How much notice you get and the amount of redundancy pay you are entitled may be written in your contract of employment. But there are legal minimums which you are entitled to anyway, and these depend on your age and how long you have been working for that employer. Legally you are entitled to one week’s notice for each complete year (up to a maximum of 12) if you’ve been continuously employed for two or more years after the age of 41.

The rules are fairly involved. There’s a useful calculator at the Direct Gov site.

If you are faced with redundancy it is also worth checking out the independent site Armchair Advice.

Philip Black has recently been made redundant at the age of 57. This programme in the Radio 4 Learning Curve strand follows him round London Olympia, talking to various exhibitors at the One Life Live show about what if anything they could do to help.

Back in the studio, presenter Libby Purves interviews Laurie South of PRIME, asking him whether self-employment can really offer a solution to Philip and people like him.

Listen to full programme

UPDATE: Missed the programme?
Watch it here.
Plus extra bits not transmitted.

On Friday the 8th of February 2008 at 7pm BBC 2 is showing “Too Young to Retire” - a special edition of The Money Programme about people who are building successful businesses in their 60s and 70s.

One of the older entrepreneurs featured is chartered accountant Dick Pyle, who set up a truffle farm in France using an innovative adopt-a-truffle-tree business model. Customers pay £149 per tree - and then get all the produce from it. You can also visit your tree, or give trees as presents. He was just coming up to 60 and about to retire when he came up with this scheme.

Presenter Valerie Singleton also talks to sisters Penny Walker and Annabel Rhodes, who set up their own natural cosmetics business Rhodes to Heaven in their sixties. They are shown taking their products to the next stage, selling them into an upmarket High Street chain.

From the BBC press release:

Former Money Programme presenter Valerie Singleton sets out on a journey around Britain to meet some of the oldest entrepreneurs in Britain. She examines if age is a hindrance or help to a new business career and hears the experiences of those men and women who have decided it’s never too late to start.

Statistics show that those who are over fifty and find themselves out of work have only a one in ten chance of being re-employed. So the option of starting up on your own is very attractive and may even be essential.

Valerie Singleton meets a variety of entrepreneurs who are finding success in new fields. There are the sisters in their sixties who started a range of organic beauty products and are working to get high street distribution for them. Then there is the illustrator who has built up a highly successful online greeting card business. There is also the sky-diving septuagenarian who has set up a children’s charity. Finally she meets a retired PR executive who is now trading in truffles.

She also seeks the advice of the UK’s oldest employee and employer - who are both still going strong despite being over one hundred years old.

With expert input on what it takes to be a successful entrepreneur from “The Apprentice” star Sir Alan Sugar, and Peter Jones from Dragons’ Den the programme examines just what are the advantages and disadvantages in being an older entrepreneur.

This is an update to an earlier post on the same topic. Our basic position hasn’t changed:

Remember: grants to small businesses are relatively rare in the UK, usually have strings attached and are unlikely to give you 100 per cent of the money. Customers are the real people who can grant prosperity to your business, and where you should put your main effort.

But we’ve added some new links if you decide nonetheless to spend a little time hunting for them.

Introduction to business grants

Grants to ordinary businesses are not the rule in the UK, and vary from place-to-place and time-to-time. There has to be a reason why a grant-giving body would want to support you - for example to regenerate a particular run-down neighbourhood, to encourage the survival of some craft skill or to ameliorate some economic disaster afflicting a particular industry.

Except in the last case, a grant can be thought of as a kind of bribe to change your business behaviour. Expect there to be strings attached.

Applying for a grant can be a very complicated process, and even if you get it the grant will often only cover part of your project costs. You will still have to find the rest from other sources.

Q: Where can I find a grant?

A: Local Business Links are a usually a good source of information about any publicly-funded grants currently on offer in your neighbourhood. For example, grants are sometimes available for doing up premises or improving shop displays, particularly in regeneration areas. The geographic area in which such grants are available is often very precisely defined.

If you are involved in the agricultural sector or certain types of rural business a complex system of financial incentives and schemes apply. This is the most heavily grant-aided part of the economy, but as usual strings are attached and finding your way to the money can be difficult, The best place to start is Defra itself.

Internet search sites can help find a wide range of public, private and charitable initiatives. Apart from Google, there are some specialised funding search sites you can try.

Grantnet is one of three similar services for finding UK grants online. They provide a basic service free, and often have contracts with local authorities or regional development agencies to provide an enhanced service in a particular area.

www.grantnet.com

www.grantsnet.co.uk - a rival service despite similar name

www.j4b.co.uk

For example, many Yorkshire councils offer a full Grantnet service. To find it, you just put the word “grantnet” and the area you are searching for, in this case “yorkshire”, into a search engine like Google. Click to see what this looks like.

This approach also works for Northern Ireland, the Black Country or anywhere else you want to search for.

Here’s a Wolverhampton example found this way.

Be cautious about web sites (or firms) that say there is a myriad of unclaimed government grants out there and that then offer to find you one for a fee. Don’t pay until they get you the money!

There is no government grant available to everyone who wants to start a business. This is an urban myth.

The reality is that outside the arts, education and agriculture sectors grants to businesses in the UK are rare by international standards. Business here does not have a grants culture, but something a lot closer to a genuine enterprise one focused on customers.

In this culture grants have to be politically defensible. If a government body gives public money to one business, other businesses it competes will feel justified in complaining. So in the UK grants are not available across the board but only for purposes a minister, councillor or civil servant can defend.

So for example Nesta uses lottery money to encourage innovative and creative businesses. However, its grants are awarded on a competitive basis, and where large amounts are involved it usualy wants an equity stake - in other words partial ownership of the business.

In the UK the key source of revenue for businesses is overwhelmingly customers, during the start-up period as well as later. This after all is what distinguishes a business from a charity or public sector body.Businesses requiring more money to get going than early customers, friends, familly and the entrepreneurs’ own resources can provide have two other options.

They can seek a business loan from a bank or quasi-bank institution, or find an invester willing to put money into the business, usually in return for an equity stake.

Chasing for unlikely grants can be a distraction from putting together a strong offering that will prompt customers to voluntarily hand over money to you in return for your product or service.

Note also that your early customers will bring not just money when you most need it, but quite possibly also valuable information you can use to help guide your business. This feedback from real paying customers is something officials at a government agency or grant-giving charitable trust will be hard-pressed to match.

Some 800,000 people between 50 and state pension age are currently inactive but want to work, according to a new report commissioned by PRIME and written by leading economist Christopher Smallwood.

The majority of new businesses are created by people in their forties and fifties - indeed business owners aged over 50 account for 15 per cent of all business start-ups in England and Wales.

Companies started by older people have a 70 per cent chance of surviving the first five years, compared with only 28 per cent for younger people. Yet the report finds that finance for Jobcentre’s New Deal self-employment programme for the over 50s has been reduced.

“It is worth putting real money behind a drive to re-employ economically inactive over-50s”, says the report’s author Christopher Smallwood.

“In order to reintroduce them to the workforce, two things are needed: (1) widespread changes in employers’ practices relating to training, retention and recruitment, and (2) a more proactive approach from Government agencies to help people back to work, particularly in the area of self-employment.”

The report says that there are still a greater number of complaints about age discrimination in the workplace than about any other form of discrimination. However, the solution does not necessarily lie in more legislation.

What is required, argues Smallwood, is a change in attitudes and practices of employers both in the public and private sector, together with a greater focus on the possibilities for self-employment.

Self-employment also has an important role to play. A self-created job can put an individual back in control of their lives and build on the skills, experience and knowledge acquired over a life-time.

However, for people coming off benefits some significant poverty traps remain that make test trading difficult. “The confusion with HMRC needs to be resolved very quickly”, says Smallwood. At the moments it’s “confusing even to the advisers trying to explain the system”.

Smallwood report full text

Smallwood report executive summary

Christopher Smallwood is a leading UK economist, and has held a wide range of senior positions in government, industry, banking and media. He is a Member of the Competition Commission and until April 2005 he was Chief Economic Adviser to Barclays plc.

The printed paper version of “Working for YOURSELF - a practical guide to sales, marketing and preparing a business plan for people aged over 50″ is now available. You can still download the guide as a PDF, but if you would prefer a paper copy just email us your details and we’ll post you a free copy.

This PRIME guide concentrates on the subjects many people tell us they are least confident with - sales, marketing and putting a viable plan together. It doesn’t cover everything, but at only 40 pages long it’s quick to read and inspiring.

Contents
1. Customers and selling to them
2. Negotiating
3. Marketing
4. Setting prices
5. Business model, business plan
6. Checking with reality
7. Sources of support
Business glossary

If you are downloading the PDF to print out on your own printer, the square format should come out OK on standard A4 paper as it’s the same width.

The production of Working for YOURSELF, written in-house by PRIME, has been partially-funded by the Equal Diversity in Practice project, which is in turn paid for from the European Social Fund.

Here’s an updated list of common business pitfalls. Below each pitfall there are links to information about how to deal with them.

The revised text comes from the new A5 paper leaflet version of an article that originally appeared on this site. We’ve checked the original links and added some new ones. Comments and suggestions for helpful links related to avoiding such pitfalls are welcome.

1. Failure to sell

New businesses should concentrate on winning their critical early customers before anything else. If you are uncomfortable with selling, try another approach. Selling doesn’t have to be the traditional hard sell, but it does need to be done. Even if you are busy now, set time aside for thinking about where your next customers are going to come from.

• PRIME’s guide to selling for beginners
• Feel bad about selling?
• Understanding customer needs
• Longer description of classic selling technique from HSBC
• Free club course on marketing (audio podcast and workbook)
  

2. Not watching the cash position

Know what you have got from week-to-week, as this is a very common cause of often completely unnecessary failure. A sudden cash shortfall can happen even if things are going well. Indeed the cash can run out just when you get very busy, as you may be spending a lot on stock or materials and not have time to watch out for pitfall no 3.

• Managing your cash flow

3. Failure to chase for payment

Chase up money promptly or they’ll think you don’t need to be paid. Don’t be embarrassed - if you have done the work you deserve to be paid. But don’t take it personally - be businesslike at all times. Regular reminders and clear terms of payment can forestall many problems, but if you have to go to law the small claims court (the county court) is quicker and simpler than many people expect.

• Dealing with late payment excuses
• How to get paid on time
• Checklist on controlling credit

4. Underpricing

Pricing is one of the most difficult things for a new business to get right, because you don’t yet know all your costs or have much evidence of how your customers respond to price. A common mistake is to overlook some major costs and thus price too low. It’s hard to increase prices later to the same customer. If on the other hand your prices are too high then achieving sales will be difficult and your marketing costs will be high. If you suspect this is the case experiment with lower prices through time-limited sales or trial offers to particular customers.

• The dangers of competing on price alone
• Regrets charging too little for too long
• Lloyds TSB on pricing your product or service
• Three firms find out how low they can go (article and audio podcast)

5. Failure to do a reality check on your basic business idea

Any entrepreneur needs enthusiasm to overcome the inevitable obstacles, but don’t let this blind you to fundamental flaws in your business idea. Think of all the dreadful singers that enter The X Factor. Though their mum likes them, and their friends say they like them, neither is the audience they need to impress. Look at your business from the point of view of your real audience, the paying customers. Are there enough of them, and will they pay enough to give you a good income when all your costs are taken into account?

• How to thoroughly research your market
• Reality check from Dragon Peter Jones

6. Ignoring seasonality

It is amazing how many types of business show a strong seasonal pattern of demand that is not obvious to the outsider. It’s not just toys, ice cream and fireworks but journalism, dog kennels and car parts. When you enter a market do all you can to quiz people in the know about its distinctive seasonal pattern. Methods used to counter big seasonal swings include adjusting pricing (as in the holiday industry), diversifying into a market with an opposite pattern and exporting to somewhere with different seasons.

• Advice for seasonal businesses
• Coping with seasonality

7. Forgetting about the competition

It’s a rare business that has no competition, so you need to think up good ways of dealing with it. Avoid entering a crowded market unless you have a very good plan for winning customers. Aromatherapists abound in some localities - which makes it difficult for any of them to make a profit. Try to make your product or service unique in some way that matters to the customer, so you are not competing head on. Take a lesson from the animal world and search out your own niche.

• Finding space in a crowded market - operating in a niche
• Changing marketing tack to beat competition

8. Ignoring legalities

Only take risks in the area you are most confident in - which for most people isn’t the law. Minimise risks everywhere else so you have less to worry about. Always check the small print in contracts before you sign. You don’t need to be obsessed with regulations, but watch that you have the necessary licences if for example you are street trading, that you obey hygiene laws if handling food and that you know the basics of employment law if you take someone on to help. Legal wrangles can waste a lot of your time or even close you down if you get it wrong.

• Health and safety basics that no business can ignore
• Check for government regulations that might apply to your type of business
• Top data protection pitfalls for small enterprises
• The legal aspects of taking on new premises

9. Taking too much money out too soon

Until the business has been running for some time you don’t know how much money to keep in reserve to cover late payment, bad debts and unforeseen expenses. So put off major expenditure on kit, advertising or yourself so you always have some money in reserve.

• How much to pay yourself during startup
• Compare yourself to others but be realistic

10. Getting trapped in long-term arrangements

New businesses are usually best off keeping things flexible, so they can move to where the money is. You don’t want to get locked into anything you can’t get out of easily. This applies to premises, hiring staff and contracts with suppliers. The big strength of small businesses is that they can quickly change to take advantage of the opportunities they discover. Don’t throw this advantage away.

• Getting the right deal - negotiating skills

Now you can get almost any word on this site explained thanks to a service from Answers.com
Some phrases will also work.

To use it you just click rapidly twice on any word on the page (that isn’t a link). This causes a box to pop up containing a dictionary definition. (Links function in their normal way as links and won’t provide the Answers.com feature.)

Since dictionary definitions don’t always provide enough information there’s a button marked More at the bottom of the box. This will bring up a variety of other material, including Wikipedia entries and other more specialised sources.

The dictionary provided is American, but the More pages are more varied, differing from item to item.

So if you click on Capital Gains Tax the dictionary entry gives an American answer and is largely off the point. But the More page contains a Wikipedia survey of CGT around the world, and on some occasions a link to recent Times coverage.

The system does a better job on Home Information Packs, producing a full explanation of the UK scheme.

Note that this content is all external to the PRIME site, so the Readspeaker service won’t read it out.

You can customise the type and depth of material by clicking on the Personalize button at the top right of the box.

Do try it out and let us know what you think by posting a comment below.

Note: If you have your own web site this service is free - it’s funded by small text ads. It should be simple to install if you are using blogging software or have access to the HTML. More at Answers.com

This web site is now equipped with its own text-to-speech facility - so you can get the content read to you by an automated voice. This can be useful if you have problems seeing the text, but is also handy if you just want to listen to one of the longer items while getting on with something else.

You don’t have to download any software to get it to work. Simply click on the small yellow-and-green Listen icon near the headline of the item you are interested in. This will pop up a new window with the reader controls in it, should you you want to skip backwards or forwards. But the voice should start automatically with no further intervention after a few seconds.

If you prefer access keys to using a mouse, then access key L is the equivalent of clicking on the Listen icon. If there are multiple stories on the page the reader will start from the beginning of the item nearest your cursor position.

To stop reading simply close the reader’s pop-up window. Or click on another Listen icon to start it reading something different.

The technology PRIME is using comes from Readspeaker, a company founded in Sweden eight years ago. It now has many public sector and corporate clients in the UK. The Readspeaker approach is to keep the complicated technology on its own servers, so web site visitors don’t have to download anything.

This approach makes things very easy for the web site visitor. The downside to this is that all the decisions about how the reader works have been taken by the particular web site’s authors - in our case PRIME.

So for example we haven’t set it up to read all the navigation links, because for most people just wanting to hear a particular article that would be pretty tedious.

But if you find text-to-speech particularly valuable , perhaps because you are having sight problems, then there is another approach which can give you much greater control yourself. That is to install suitable software on your own machine. Some of this is free. You can read more about the options on the Accessibility page.