Page 186 - James Caan - The Real Deal
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The Real Deal



             to buy, but my research was telling me the risks were too high.
             Borrowing was expensive – interest rates briefly hit 15 per cent in
             1992 – and it would have taken too long to make a profit, so I
             rejected that idea.
                The next business I investigated was a sandwich shop. Chains
             like Pret A Manger were just starting to appear, and I wondered if
             there was an opportunity to open a rival. People might not always
             need clothes, but they would always have to eat.
                I went to see a friend who ran a sandwich shop and started
             looking at premises I could lease, but the more I looked into it the
             less I could see myself getting up at 5 a.m. to be ready for the
             breakfast trade. I was used to deals where I made £10k a time and
             I just couldn’t get my head round making margins of 50p. It wasn’t
             for me.
                I enjoy business, so, although I was motivated by fear and panic
             to find an alternative to recruitment, I actually found this process of
             analysis quite interesting, and it helped me keep a sense of myself
             and what I was good at. So much of business is the same regardless
             of sector – maintaining good relationships with customers, getting
             the margins right, seizing opportunities – and my brain was
             buzzing with possibilities. In the midst of my terror, I found I was
             having fun, which in turn meant I would rather look for something
             new than sort out the ever-increasing troubles at Alexander Mann.
                I looked again at fashion; after all, Aisha and I made a good
             team, and if the retail climate wasn’t right maybe the wholesale
             one was. We started talking to old contacts, people who had
             supplied the boutiques, and I soon realised what a cut-throat
             business it was. If you agree to supply a garment for £6, there will
             always be someone who will do it for £5.50. Even if you had a
             supply deal with a major retailer, the payment terms – they
             sometimes paid months after you’d delivered the goods and paid
             your suppliers – meant cash flow was a nightmare, and that was
             something I just didn’t have the appetite for.




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