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The Entertainer, one of the UK’s largest toy retailers, has abandoned plans to open two new stores following the government’s decision to raise employer National Insurance (NI) contributions.

Chief Executive Andrew Murphy explained that the increased costs have also led to a hiring freeze at the company’s head office.

The decision underscores mounting business concerns over the Budget’s changes, which increase the NI rate for employers from 13.8% to 15% from next April, with the tax threshold reduced from £9,100 to £5,000. The policy is expected to raise around £25 billion annually to stabilise public finances, following revenue cuts under the previous government.

Speaking to BBC Radio 4’s *Today* programme, Murphy said, “There’s no argument with the government’s ultimate goals… simply the balance with which they pursued them.” He highlighted that The Entertainer had completed viability assessments for two new locations, but the NI rise shifted the financial outlook, leading to the store closures.

Other major companies, including Sainsbury’s and Marks & Spencer, have hinted that increased NI rates may lead to higher prices as businesses seek to manage rising costs. Sainsbury’s CEO Simon Roberts estimated that the supermarket chain faces £140 million in additional costs, warning, “It is going to feed through into higher inflation.”

Labour has defended the tax hike as a means to “restore desperately needed economic stability.” Chancellor Rachel Reeves responded to the criticism, stating, “We’ve got to raise the money to put our public finances on a firm footing.”

Some businesses are contemplating expanding operations outside the UK in response to rising employer costs. Arnab Basu, CEO of Kromek, noted that planned cuts to US corporation tax under President-elect Donald Trump, coupled with lower energy costs, make the US an increasingly attractive environment for investment.

Similarly, Associated British Foods, the parent company of Primark, has suggested that tax increases may prompt it to prioritise growth beyond the UK. CEO George Weston commented, “We’re an international business as well, we have choices about where we will invest.”

The Treasury defended the NI changes as essential for economic recovery. “This government is committed to delivering economic growth by boosting investment and rebuilding Britain,” a spokesperson said.

The Entertainer’s decision highlights a broader trend of UK businesses reassessing domestic investments as they navigate the evolving tax landscape and rising operational costs.

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The Entertainer halts new store plans due to budget’s national insurance hike

Sainsbury’s, the UK’s second-largest supermarket chain, has reported a 5% rise in food sales for the first half of the year, reflecting growing market share and increased demand for its premium range, Taste the Difference.

This growth has positioned Sainsbury’s as a top performer in the British grocery market, with a market share reaching 15.2%, just behind Tesco.

CEO Simon Roberts attributed the strong food sales to shifting consumer habits, with more customers opting to eat at home and treat themselves. “We’re making the biggest market share gains in the industry, with continued strong volume growth,” Roberts said, noting that shoppers were spending more on high-quality products as the cost of eating out rises.

The company has focused heavily on food, investing in its Aldi price-match scheme, launching 600 new products in its convenience stores, and driving loyalty through Nectar prices. Roberts estimated that 25% of Sainsbury’s weekly shoppers are new customers, indicating that these initiatives are paying off.

Despite strong performance in groceries, the group faced headwinds from its struggling Argos division. Argos sales fell by 5% in the six months to September 14, with unseasonable summer weather, consumer caution around big-ticket purchases, and challenges in online traffic impacting its sales. Sainsbury’s responded with promotional activity and discounting, helping to improve Argos’s performance in the latter part of the half-year period.

Total retail sales, excluding fuel, rose to £16.3 billion, up 3.1% from £15.8 billion last year. Headline pre-tax profits grew by 4.7% to £356 million, while statutory pre-tax profit, excluding discontinued operations, fell 52% to £131 million due to a planned £27 million investment across the business.

To address fluctuating demand, Sainsbury’s has also invested in AI and automation with Blue Yonder, a platform that forecasts product requirements for each store, helping reduce food waste and ensure better stock availability.

Roberts called for government attention to the concerns of British farmers, who could face challenges due to recent changes in inheritance tax on agricultural assets. He urged collaboration to maintain a productive food system, ensuring British farmers’ resilience in an evolving landscape.

Looking ahead to the festive season, Sainsbury’s is optimistic, with early sales in its Christmas range and robust food orders setting a positive tone. The company projects an underlying operating profit of between £1.01 billion and £1.06 billion for the full year, anticipating growth of 5-10%.

Clive Black, an analyst at Shore Capital, praised Sainsbury’s progress, stating, “Sainsbury’s has materially improved its core value credentials, and that is starting to be reflected in customer satisfaction.”

Sainsbury’s shares closed down 4.1% at 256¾p, as weaker revenues at Argos weighed on the company’s overall first-half performance. Despite the early challenges, Sainsbury’s expects a stronger performance for Argos in the second half, driven by festive shopping and Black Friday promotions.

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Sainsbury’s sees food sales rise, but Argos drags on first-half performance

Shakira Millar is a driven, purpose-led entrepreneur and the co-founder of Behavior Change LLC, a pioneering ABA therapy practice dedicated to helping children with developmental challenges achieve their highest potential.

With over a decade of experience in Applied Behavior Analysis (ABA), Shakira saw the need for a therapy approach that wasn’t just effective but truly centered around empathy, innovation, and client growth. So, she co-founded Behavior Change LLC, putting her vision into practice and making therapy accessible, personalized, and impactful.

Her journey began with an academic background in psychology and early childhood development. Shakira earned her Bachelor’s in Psychology and Master’s in Early Childhood Studies from Walden University, later completing certification in Behavior Analysis at the Florida Institute of Technology. Currently preparing for her Board Certified Behavior Analyst (BCBA) exam, she’s constantly evolving her expertise to stay at the forefront of ABA therapy.

But Shakira’s not just about the credentials—she’s passionate about using her platform as an entrepreneur to create a space where children and families feel seen, heard, and supported. She believes that genuine progress comes from meeting each client where they are and helping them reach the next level. As a founder, she balances her business acumen with her therapist’s heart, driven to make a measurable impact every day. Through Behavior Change LLC, Shakira Millar is reshaping what it means to make a real difference in the lives of her clients and their families.

What inspired you to take the leap and start Behavior Change LLC?

Co-founding Behavior Change LLC was a decision that felt right on so many levels. I had been working in ABA therapy for years and could see how impactful it was for children and families, but I also saw the limitations of working for someone else. I wanted to create a place where we could approach therapy in a truly personalized and empathetic way. Founding my own practice allowed me to build something aligned with my vision—to focus on genuine progress and not just standardized goals. It was definitely a leap, but it felt necessary to have the freedom to serve clients the way I believe they deserve.

What have been some of the biggest ups and downs of being an entrepreneur?

The highs are really high, and the lows can be pretty low. Seeing a child make progress or receiving feedback from a family about how we’ve positively impacted their lives—that’s the best part, hands down. There’s nothing more fulfilling. But on the flip side, running a business comes with challenges I hadn’t anticipated. The constant balancing act of handling finances, marketing, staffing, and the inevitable setbacks—it can feel overwhelming. Sometimes you’re dealing with operational issues on top of your regular client work, and that can test your stamina and commitment.

Are there any lessons from your work as a therapist that have helped you as a founder?

Absolutely. In therapy, we focus a lot on patience and resilience—both are essential as a therapist and as a business owner. In ABA, progress often comes slowly, step by step. I’ve had to learn to trust that same process in business. Just like I encourage my clients to stay consistent and celebrate small victories, I remind myself to do the same. Being a therapist has also taught me the value of empathy, which I try to apply to my team and even to myself when things get challenging.

What has been the hardest challenge you’ve faced as a founder, and how did you deal with it?

I’d say managing the sheer range of responsibilities. As a therapist, I was used to focusing solely on client needs, but as a founder, there are so many other areas that demand attention—accounting, legal, marketing, and more. It’s a lot to juggle. I dealt with it by reaching out for support—seeking advice from mentors and connecting with other entrepreneurs. I learned to delegate where I could and give myself permission to not have it all figured out immediately. I think that was the biggest shift—realizing it’s okay to ask for help.

How do you stay motivated through the ups and downs?

For me, it always comes back to the clients and their families. Seeing the difference we make in a child’s life is incredibly motivating, even on tough days. I also take moments to remind myself why I started this journey—to create a space that truly supports and empowers children and families. And sometimes, I lean on the same strategies I teach my clients, like focusing on one step at a time, celebrating progress, and staying centered in my purpose. That mindset keeps me grounded and energized.

If you could go back and give advice to yourself at the beginning of this journey, what would you say?

I’d tell myself to take it one day at a time and not get lost in perfectionism. When I started, I thought I had to have every detail planned out perfectly, which isn’t realistic. There will be curveballs, and that’s okay. I’d remind myself to trust in the process, rely on my values, and to stay adaptable. And I’d say, “Don’t be afraid to ask for help. Building a business is challenging, and it’s okay to lean on others.”

How has being an entrepreneur changed your perspective on therapy or ABA?

Running my own practice has given me a new appreciation for the complexity and effort that goes into delivering quality therapy. Before, I didn’t think much about the logistical side of things, but now I see how important it is to create a structure that supports both the therapists and the families. I’ve learned that building a supportive environment isn’t just about the therapy itself; it’s about creating a whole experience where families feel heard, supported, and valued. I also feel more empathetic toward other providers and the hurdles we all face to ensure that quality care reaches those who need it most.

What have you learned about yourself as both a therapist and a founder?

I’ve learned that I’m more resilient and adaptable than I thought. Therapy taught me patience and understanding, but being a founder has pushed me in ways I couldn’t have anticipated. I’ve had to become more comfortable with uncertainty and learn how to pivot when things don’t go as planned. I’ve also realized how deeply passionate I am about making a lasting impact—not just through therapy sessions but through building a practice that reflects my values. It’s shown me that growth isn’t always about taking huge steps; sometimes, it’s about navigating the little challenges and staying true to your mission.

What advice would you give other therapists considering starting their own practice?

I’d say go for it, but know that it’s a journey with its own challenges. It’s essential to stay connected to why you started in the first place, especially when things get difficult. Make sure you build a strong support network, whether that’s mentors, colleagues, or friends who understand the ups and downs. Be patient with yourself, and be willing to learn outside of your comfort zone. Running a practice requires a mix of skills, so be prepared to wear many hats. Lastly, trust yourself and know that your unique vision is what will make your practice stand out.

Read more:
How Shakira Millar Built a Compassion-Driven ABA Practice

The Berry and Rudd families, owners of the esteemed London wine merchant Berry Bros & Rudd, have raised concerns over recent inheritance tax reforms that could threaten the future of their 376-year-old business.

The Labour government’s proposed 50% reduction in business property relief—which allows family-owned businesses to pass down assets tax-free—has left the families grappling with the prospect of significant new costs.

Emma Fox, CEO of Berry Bros & Rudd, described the policy change as a “body blow” to the family-run institution. The company’s property holdings, valued at around £90 million, include its historic headquarters on Pall Mall, a vast fine wine storage facility in Kent, and a 50% share in the Hambledon Vineyard in Hampshire.

Emily Rae, CFO of the business, highlighted the importance of the relief, saying, “It’s something the families have relied upon to keep the business within the family.” The shift has prompted the families to reconsider their long-term investment strategies, with potential changes to their balance sheet and future asset allocation.

Fox, a former executive at Asda and Bass, warned that the inheritance tax changes might hinder the company’s ability to make long-term investments, impacting its “patient capital” approach focused on generational growth rather than short-term returns. “This budget forces us to operate differently,” she added.

Berry Bros & Rudd’s concerns mirror those of other UK family businesses, with industry figures like Sir James Dyson denouncing the policy as a “family death tax” that could stymie both established businesses and aspiring entrepreneurs.

The warnings from Berry Bros & Rudd coincide with the release of its financial results for the year ending in March. The company reported a 50% drop in earnings before interest, taxes, depreciation, and amortisation (EBITDA), down to £10.1 million, and a pre-tax loss of £2.2 million. These declines reflect a challenging market landscape and substantial investments, including a £27 million commitment to expand its operations.

The investments included a joint venture with port house Symington to acquire Hambledon Vineyard and a stake in the Cotswolds Distillery. However, the business has faced headwinds in its US operations. Hotaling, its San Francisco-based spirits importer, which contributes about 30% of the company’s revenue, experienced a significant downturn as post-pandemic spirit sales dropped across the US market.

Despite these challenges, Fox noted improvements in Hotaling’s performance over the past six months and expressed confidence in outpacing competitors as the US market rebounds.

The wine merchant’s core business of fine wine retail and storage remains robust, with single-digit growth in retail and a 25% increase in storage revenues, driven by collectors paying premiums for temperature-controlled wine storage. Berry Bros & Rudd recently completed its first fine wine auction as part of an effort to diversify its offerings, while its events and entertainment division grew by 16%.

Lizzy Rudd, chair of Berry Bros & Rudd, underscored the board’s commitment to the business’s sustainability, approving a dividend of £13.10 per share—up from 794p last year—reflecting the “sustainable underlying growth in the business” despite challenging conditions.

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Berry Bros & Rudd families warn inheritance tax changes threaten legacy of historic wine business

The Bank of England has cut interest rates by 25 basis points to 4.75%, marking its second reduction this year as inflationary pressures begin to ease and economic data signals a cooling in wage growth.

The nine-member Monetary Policy Committee (MPC) voted in favour of the reduction, following a steady trend in economic forecasts that suggest a potential downturn in inflationary pressures.

The rate cut comes despite new fiscal policies introduced in Chancellor Rachel Reeves’s recent budget, which are expected to increase costs for UK businesses, including a 1.2% rise in employers’ National Insurance contributions from April. Stuart Douglas, Director of Capital Markets at Centrus, noted, “Though the interest rate cut was expected, concerns linger about inflationary pressures stemming from both fiscal policy changes and the impact of Donald Trump’s US election victory on global trade.”

Trump’s proposed tariffs on imports have sparked fears of a trade war that could lead to higher costs for UK businesses and consumers, impacting both inflation and growth. Economists at the National Institute of Economic and Social Research warned that these factors might prompt the Bank of England to ease policy more cautiously.

At the Bank’s last meeting in September, MPC members took a cautious stance, keeping rates unchanged as some members, including Chief Economist Huw Pill, voiced concerns over high services inflation and wage growth. With regular wage growth at its weakest in two years, now down to 4.9%, and headline inflation dropping from 2.2% in August to 1.7% in September, the Bank’s decision to lower rates reflects shifting economic conditions.

Catherine Mann, an external MPC member known for favouring restrictive monetary policy, maintained her caution, arguing that tight policy remains necessary to curb inflationary behaviours. However, Bank of England Governor Andrew Bailey suggested the possibility of a “more aggressive” loosening cycle, balancing the need for caution with the benefits of rate cuts in a slowing economy.

Market data has reflected some of the budget’s pressures, as yields on UK government bonds rose by 25 basis points after the budget announcement—a significant increase excluding the aftermath of the 2022 mini-budget. Meanwhile, analysts at Nomura observed that easing inflation and slower wage growth allow the Bank more scope for rate cuts, projecting further reductions in the coming year.

Goldman Sachs forecasts that UK interest rates could fall to 3% by September 2025, though uncertainties remain. The rate cut has been met with cautious optimism among UK businesses. Mike Randall, CEO of Simply Asset Finance, commented that while the cut offers some relief, further support is essential to meet growth targets outlined in the Chancellor’s Autumn Statement.

“SMEs need greater certainty and more incentives to invest in long-term growth,” Randall said. “With this, the Government’s goal of rebuilding Britain can be realised.”

The latest cut aims to support a UK economy facing complex pressures from both domestic fiscal policies and international trade uncertainties, setting the stage for further potential adjustments as the Bank monitors the evolving economic landscape.

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Bank of England cuts rates to 4.75% as inflation cools and economic pressures ease

Kaye Adams, presenter of ITV’s Loose Women, has won a protracted ten-year dispute with HM Revenue & Customs (HMRC) over her employment status.

After multiple court victories, HMRC announced it would not appeal against Adams’s latest win, concluding a case that has highlighted significant criticisms of the tax authority’s approach to IR35 regulations.

The dispute centred on HMRC’s claim that Adams, through her company Atholl House Productions, should be classified as an employee of the BBC for the purposes of IR35, meaning she would owe additional taxes. Adams has maintained that she is self-employed, a position repeatedly upheld by tribunals. Last year, she secured her third victory in the First Tier Tribunal (FTT), which found she was genuinely self-employed, not a deemed employee as HMRC had argued.

In response to the latest ruling, an HMRC spokesperson commented, “Given this litigation has been ongoing for a number of years and the FTT does not set binding legal precedents, we don’t think it would be proportionate to appeal in this case.” The agency also emphasised its preference for resolving disputes outside the court system, resorting to litigation only when necessary.

Adams expressed relief at the resolution, though she sharply criticised HMRC’s handling of the case. “I am extremely pleased that HMRC has decided not to roll the dice on a fifth time lucky shot on my case,” she said. “I remain utterly horrified at the behaviour of this department. They have the power to ruin good, honest, hard-working people’s lives with no consequences. This is a pyrrhic victory for me. I have won my case against HMRC, but I have spent nearly £300,000 on legal fees—money that should have been in my pension.”

The case has underscored growing concerns about HMRC’s interpretation and enforcement of IR35 rules, which aim to distinguish between employees and contractors for tax purposes. Critics, including members of the public accounts committee, have described the agency’s approach as “heavy-handed,” particularly toward workers challenging its interpretation of self-employment criteria.

In December, HMRC’s chief executive, Jim Harra, faced scrutiny from MPs on the public accounts committee, who raised concerns about the impact of HMRC’s policies on workers. Adams’s victory is likely to add further momentum to calls for reform of IR35 and for greater fairness in HMRC’s treatment of self-employed individuals.

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Loose Women’s Kaye Adams prevails in ten-year battle with HMRC over IR35 tax dispute

Marks & Spencer has cautioned that it cannot rule out raising prices after absorbing an additional £120 million in costs resulting from Chancellor Rachel Reeves’s national insurance (NI) changes and forthcoming wage increases.

Chief executive Stuart Machin stated that the retailer would “do everything we can” to avoid passing these costs onto customers but acknowledged the company is confronting “pretty significant costs to mitigate against.”

M&S expects its tax bill to increase by £60 million next year to around £520 million following the Chancellor’s decision to raise employers’ NI contributions by 1.2 percentage points to 15% from next April, alongside lowering the threshold at which companies begin paying it.

Mr Machin commented, “We planned [for an increase] because it was well noted before the Budget that there was going to be some national insurance increase for business. We didn’t quite see the double whammy coming up.”

In addition to the higher costs from the NI changes, M&S anticipates a further £60 million increase in labour costs due to minimum wage rises—a cost the retailer had already accounted for.

Mr Machin said M&S would work “incredibly hard” to reduce expenses elsewhere to avoid price hikes for customers, noting that there are currently no plans to raise prices. He emphasised the company’s “good track record” of finding cost savings.

The warning comes amid alerts from retailers about an “avalanche of costs” following the Budget. Analysts suggest that the NI changes alone could add between £550 million and £600 million to UK grocers’ costs.

Earlier this week, the owner of Primark indicated it might explore options like introducing self-checkouts to reduce its labour bill.

The Budget has also sparked broader discontent among businesses. Recent figures show that two-thirds of bosses feel negative about the Budget, with the same proportion believing that Ms Reeves’s measures do not support growth, according to a survey by the Institute of Directors.

Mr Machin’s cautionary remarks coincided with M&S shares reaching their highest level since 2016, after the company reported a 17% rise in profit before tax and adjusting items to £408 million for the six months ending 30 September, surpassing analyst expectations of £360 million.

M&S shares surged as much as 7.4% on Wednesday morning.

The strong results are viewed as evidence that Mr Machin’s turnaround strategy for the retailer is on track, with both its food and clothing divisions posting growth over the six-month period.

Expressing optimism for the upcoming Christmas season, Mr Machin cited M&S research indicating that customers plan to spend more this year than last.

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M&S warns of possible price hikes as national insurance hike impacts costs

Chancellor Rachel Reeves has downplayed fears of escalating protectionism under Donald Trump’s anticipated new trade tariffs, reaffirming Britain’s commitment to a robust economic relationship with the United States.

In her first comments following Mr Trump’s re-election, Reeves emphasized the UK’s intent to uphold “free and open trade” between the two countries.

Amid speculation over Trump’s pledge to impose steep tariffs—up to 60% on Chinese imports and 10-20% on other foreign goods—Reeves acknowledged the shift toward prioritising domestic manufacturing and economic sovereignty in the US. She suggested that such measures reflect “realism” in economic policy rather than pure protectionism, adding that “caring about where things are made, who makes them, and who owns them” has become increasingly relevant for global policymakers.

Appearing before the Treasury Select Committee on Wednesday, Reeves remarked, “Our trading relationship and our economic relationship with the United States is absolutely crucial. The US is our single biggest trading partner, with trade flows of £311bn a year. That relationship is vital not only for trade but also for security and defence.”

Reeves maintained that while the UK opposes new tariffs, it is ready to work with the US in areas of shared interest and will make “strong representations” against any tariffs that may be levied on British goods. She also underscored the UK’s role in shaping the global economic agenda, noting that free and open trade benefits both the UK and the US.

“Free trade access is what makes us richer as societies,” she stated. “We’re not just a passive actor. We have the capacity to influence the global trading framework, and I am optimistic about our ability to do so, as we have under successive governments.”

Reeves’s statements come as Mr Trump renews his focus on reducing America’s trade deficit with China and bolstering domestic manufacturing through import restrictions. This approach, however, raises concerns about the impact on key trade partners, including the UK, as they navigate the implications of a tariff-driven US trade policy.

The Chancellor’s comments reflect a balancing act, aiming to maintain strong economic ties with the US while voicing support for an open global trade environment that promotes mutual prosperity. With the UK-US trade relationship valued at £311bn annually, Reeves expressed confidence that the two nations would continue to benefit from economic cooperation under Trump’s administration, as they have in the past.

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Reeves reassures on trade as Trump tariffs threaten UK-US economic ties

The UK’s used car market continues to grow, as more cash-conscious consumers opt for second-hand vehicles over new ones, according to the Society of Motor Manufacturers and Traders (SMMT).

Transactions in the used car market rose by 4.3% year-on-year from July to September, with 1.96 million sales recorded.

Notably, sales of electric vehicles (EVs) surged by 57%, reaching 53,423 transactions – an increase of around 19,000 compared to the same period last year. Despite this record, EVs still represent only 2.7% of the total used car market, with petrol and diesel vehicles making up a combined 91.7%. Hybrid models accounted for the remainder.

The top-selling used models remain the Ford Fiesta, Vauxhall Corsa, Volkswagen Golf, Ford Focus, and Mini, underscoring a trend for tried-and-tested choices in the second-hand market.

While used car sales are booming, the new car market tells a different story. Private consumer purchases dropped by 4% in the third quarter, reflecting a hesitance to invest in new models amid economic uncertainty. This divergence highlights the increasing appeal of affordable alternatives in the second-hand market, particularly for EVs.

Ian Plummer, commercial director of Auto Trader, the UK’s leading online used car marketplace, commented on the strong demand for “middle-aged” EVs, which are generally between three to five years old. He noted, “With demand soaring, especially for these vehicles, it’s clear that affordability will play a crucial role in the UK’s shift to electric.”

EVs in this age bracket are currently selling around ten days faster than other used cars on the Auto Trader platform, underscoring the importance of cost in driving EV uptake among consumers. However, Mike Hawes, CEO of the SMMT, warned that the growth of the used EV market depends on a healthy new car market.

“The continued affordability of EVs depends on greater consumer confidence and government incentives for new purchases,” Hawes said. “Without such support, the supply of affordable, second-hand EVs may shrink, impacting motorists, the environment, and the economy.”

The SMMT is urging the government to review policies to support the transition to electric vehicles. The primary policy, known as the Zero Emission Vehicle (ZEV) mandate, imposes sales quotas on car manufacturers, who face fines for failing to meet these targets. Industry insiders suggest that some manufacturers may be rationing petrol and diesel models to avoid penalties.

Used vehicles remain dominant in the UK market, accounting for roughly four out of five car sales. In the first nine months of 2024, the total number of used vehicle sales grew by over 330,000, reaching 5.89 million.

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Used car sales climb as consumers shy away from new vehicles

Project management plays a crucial role in overseeing telecommunications projects, ensuring they meet technical and regulatory standards while maintaining efficiency and cost-effectiveness.

With rapid technological advancements, project managers must keep up with evolving trends to manage projects successfully. Here’s a look at some key trends in telecom project management and how telecom project management software helps enhance processes and outcomes.

What is Telecom Project Management?

Telecom project management involves planning, coordinating, and executing projects in telecommunications. It encompasses various tasks, including resource allocation, scheduling, risk management, and quality control, to ensure successful project delivery. Telecom project managers must keep up with current trends and integrate the latest solutions to address challenges.

Top 5 Trends in Telecom Project Management

Interoperability

Interoperability is essential for telecom networks to communicate seamlessly across different platforms and devices. Project managers should focus on it to support multi-vendor and multi-technology environments. Telecom companies can reduce operational complexity and enhance user experience with their help.

Cloud Computing

Cloud computing has transformed telecom infrastructure by allowing providers to store, manage, and access data through remote servers. It ensures scalable and flexible data management, enabling telecom companies to reduce costs, streamline operations, and enhance scalability. Project managers are now tasked with implementing cloud-based solutions to support on-demand access and agile operations.

AI and Chatbots for Customer Support

AI-driven chatbots have become a popular and essential tool in telecom for managing customer inquiries, troubleshooting issues, and providing 24/7 support. They can handle complex tasks, answer customer questions, and deliver personalized experiences. AI solutions can automate routine inquiries, thereby enhancing customer satisfaction and reducing the need for human intervention in repetitive support tasks.

Network Operation Centers (NOC)

NOCs are central hubs where network monitoring, maintenance, and troubleshooting are conducted. Telecom project managers focus on their implementation and enhancement to support real-time network monitoring, detect issues proactively, and ensure seamless service delivery.

Platform Engineering

Platform engineering provides a structured approach to designing and deploying telecom applications. It helps project managers focus on creating reusable components and standardized processes, promoting faster development cycles. This trend enables telecom providers to scale their solutions efficiently and enhance their product offerings in response to market demands.

How Telecom Project Management Software Can Help

Telecom project management software, like Epicflow, provides key benefits to telecom companies:

Improved Resource Management

Telecom projects often require the coordination of various resources. Epicflow offers tools for real-time tracking of resource availability, enabling project managers to make informed decisions on resource allocation.

Enhanced Risk Mitigation

Telecom projects are risky due to regulatory requirements and technical complexities. Epicflow’s predictive analytics help identify and address potential risks proactively, ensuring projects remain on track.

Increased Efficiency Through Automation

Epicflow reduces the need for manual oversight by automating routine tasks and alerting managers to high-priority items. This enhances productivity and frees up project managers to focus on strategic decision-making.

AI-driven solutions like Epicflow help telecom project managers adapt to industry changes, improve efficiency, ensure prosperous project outcomes, and increase the number of their success cases.

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Top Trends in Telecom Project Management