I look for six key success factors when assessing a project.

An innovative concept
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Innovation is not necessarily technological. The true measure of business innovation is the extent to which it changes buying habits. What counts are the perceived advantages for customers or, in certain cases, for distributors.

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Broad markets

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I prefer products or services designed for consumers or for small workplaces. These markets are relatively stable in the long term.
 
Global thinking
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My clients must be prepared to address a global marketplace where the country of origin is of no importance. Most of my clients are based in France but none was selected for that reason.
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I do not take on property projects which, by their very nature, cannot be globalised. The same goes for hotels and agriculture where the investments in (unmovable) land or buildings are unavoidably preponderant.
A long life expectancy
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My work takes place over fairly long periods. My methods are not applicable to fashion-driven sectors.

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Little or no capital required

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The less capital a new business needs, the better its chances of survival.
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In any event, I am not organised to work efficiently on projects that require more than half a million pounds. They require teams who can interface efficiently with venture capitalists and big multinational groups.
 
Innovators who listen
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Many innovators think that a big cash infusion will resolve all their problems. This is hardly ever so.
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I have shown many clients how to succeed with vastly less money than they had ever thought possible. Some did not need any additional funding at all to get started.
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However, I persuaded almost all of my clients to make major changes in their strategy. Many of them entrusted me to recruit a key manager, often the person who actually leads their company day-to-day.
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