Ask John: should I overhaul my company website?

A laptop
Unless you’re a digital superstar, resist the temptation to create the company website yourself Credit: Getty

Q I would like to overhaul my company’s website as, to be honest, it’s not very attractive, but I’m in two minds about whether to do it myself – what should I do?

A I can understand your embarrassment. Having a good website
has become part of running a good business – an expected aspect of modern life, like brushing your teeth twice a day.

While it’s difficult (but not totally impossible) to have a key cut online, it’s important to have an up-to-date Timpson website; other than visiting the shops, it’s the main way that customers find out facts about us.

There are plenty of people keen to help. I often get emails from companies that claim to have studied our website and (for a fee) can “push you up the Google rankings” or “give your site the improvement that your brand deserves”.

Before being tempted by these service providers (they are the people who actually make money out of websites) think carefully: is your website that important? It probably is. Even if you don’t trade online, your website tells the rest of the world what you do and is bound
to become part of your company culture.

Unless you’re a digital superstar, resist the temptation to do it yourself.

Concentrate on finding the right service provider. Insist that your prospective suppliers put you in touch with a few satisfied customers who can provide first-hand confirmation of their experience.

Set a firm budget and make sure that the supplier doesn’t get paid
in full until the site is doing what was promised.

Too many suppliers claim to have fulfilled their brief, but manage to find more “essential” work, and you will start to wonder how to get rid of them.

That said, you’re working in a rapidly-changing world and your website will probably need updating every three or four years.

You want a website that reflects your character and the way that you do business, so pick an expert that also has a personality that you like.

But keep in mind that although they’re going to do the work, the end result must feel like your website, not theirs.

Q Would running things from the bottom-up (as Timpson does) work in reality for any business? Have you allowed different methods to be used in different parts of the country?

A What I call “upside down management” has been a success with shoe repairers, photo processors, dry cleaners, key cutters and watch repairers.

It translates equally well into Glaswegian, Scouse, Welsh, Geordie and Cockney, but it’s essential that every colleague understands how it works.

Our bosses aren’t allowed to tell colleagues what to do; their job is to provide training, guidance and support. They give every team
member the freedom to do their job in the way that works best for them.

Some companies concentrate on sticking to a plan or process, but we simply concentrate on producing a good result.

Day-to-day management is almost entirely about supporting colleagues to do their best. While everyone is free to decide how they do their
job, senior management still sets the scene by deciding strategy, allocating investment and creating the culture.

Entrepreneurs build the stage on which their team can perform.

For upside down management to work, three principles must be
in place. First, the chief executive must be 100pc committed; second, middle management must stop giving orders and start letting team members use their initiative; finally, the business must be full of colleagues with a positive personality.

During the 20 years that we’ve been running our business this way,
I have constantly been given reasons why it might suit us, but wouldn’t work elsewhere.

Some claim that it works because we’re a family business, while others think that it can only succeed in retail. I was even told that being cobblers makes us a special case. All these arguments are offered by people who like to maintain the status quo.

Changing a company culture is hard; it took us five years to make a difference, but the results are stunning. Don’t just take my word for it; ask the colleagues who work in our shops.

Sir John Timpson is chairman of the high-street services provider, Timpson. 

Send him an email at askjohn@telegraph.co.uk

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