Page 176 - James Caan - The Real Deal
P. 176

The Real Deal



                The remarkable thing is that when you ask this question, the
             answer you get is very rarely about money. It might the timing of
             payment, or the deadline for delivery, or a clause that allows for
             renegotiation after a certain period. Sometimes, though, it is about
             money. So I would ask them what a fair price is.
                ‘I know it’s not right for you to do it for nothing. I don’t want
             to work with somebody who has no margin, so tell me at what
             price the deal starts working for you.’
                I always wanted to make sure that when they walked out of the
             door they were happy with the deal, and, you know what, no one’s
             ever asked me the same question! It’s something that we just don’t
             ask in business and yet to me it makes perfect sense. If you’re going
             to be working together on a project that’s important to both of
             you, isn’t it just common sense that you will work better together
             if you’re both happy with the deal?
                I was getting a lot of things right, but, looking back, I can see
             that I also made one pretty big mistake. If I had invested in
             properly computerising the company, then I probably would have
             found it easier to grow the business and break out of the boutique
             trap. The truth is, I almost certainly should have computerised, but
             I just didn’t understand computers enough to know how important
             they were. When I’d started in the mid-eighties I’d made sure I
             understood every aspect of my business, but as technology became
             more important there was a whole element of the operation that I
             neglected. I let my personal disinterest in computers affect my
             business, and, if I had taken a different stance and tried to get to
             grips with what computerisation could have done for Alexander
             Mann, maybe the company could have been twice, if not ten times,
             as big.
                I was still working long hours – on average probably fifteen
             hours a day – but I always made sure I had time for my family. If
             one of the girls was giving a performance at school, I was always
             there; if there was a sports day or a parents’ evening I made sure




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