Except... except... when you get back to work all those aspirations and calm certainties evaporate quicker than a popcicle on an Antiguan beach. And that's because the hard-working masses (and business owners this applies to you more than anyone) forget to relax in their day-to-day lives. Never a moment goes by when we're not checking emails on our iPhones or making just one more quick client call or running over those figures mentally to quadruple-check them one last time.

We need to chill out. Not in a hippy escape-the-rat-race way, but because interspersing work with healthy doses of relaxation actually makes us more productive. It enables us to retain information better: recent studies by both the University of Michigan and the University of California found memories form better when we take a break from activity. Loren Frank, a professor from the University of California, told The New York Times: "Almost certainly, downtime lets the brain go over experiences it's had, solidify them and turn them into permanent long-term memories." (Note that TV and internet do not count as 'downtime' - only less mentally-stimulating activities such as walking or exercise qualify).

And all this stress is damaging our health, which in turn inhibits our psychological ability to work efficiently. Almost half of 1,400 business leaders, full-time workers and GPs felt stressed in a survey held by Norwich Union last year. One in five of those asked were also suffering from depression, 46% suffered from insomnia, a third from migraines and one in five from anxiety attacks or palpitations - not exactly conducive to a good day in the office, dear.

So while we understand that it might be tempting to work 16 hours straight to get that brief finished, you're not helping yourself if you don't take breaks. We're not going to tow the eight hours sleep a night and eight hours work a day line - we know that's laughable for many of you (though for those of you who manage your time well enough to do it, keep it up!). But we strongly advise just giving yourself 10 or 20 minutes out every now and then. Take a walk around the block, go for a jog, listen to music that makes you sing so joyfully you forget completely what you were thinking about. Just do something to take your mind off what you were doing.

You may lose 20 minutes work-time, but you'll gain double that back in productivity when you return to your task with a refreshed mind and properly formed thoughts and memories to refer back to in the days and weeks ahead.

Want to know the best ways to relax mid-work-day? Read a blog we wrote last year on how to combat stress.

The first debacle of last night's peak-and-trough episode was the customary total flop. Poor old Diane and Tim had chucked £50,000 at a series of books featuring cheery fruit and veg characters, designed to instill the five-a-day mantra into kids. To their credit, they had sold a fair few copies through Borders before it went into administration - but the numbers weren't really there and they weren't really sure how they'd achieve the three-fold increase in sales they'd forecasted. Oh, and then there was Peter Jones's deliciously sardonic point that the book he read didn't actually instruct children to eat healthily at all - instead it sent out the message that kids' friends wouldn't like them if they ran out of sweets and that they should run away from home. Soon criticisms mushroomed and the fruity duo were kicked out the Den like right lemons.

Next up was Patrick van der Vorst, an ex Sotherby's department head who'd knocked up a nice-and-easy website that let your average punter get any item in their home valued within 48 hours just by uploading a photo of it. Valuemystuffnow.com was more or less Antiques Roadshow 2.0. Patrick has formed a collective of 28 experts (all freelance valuation consultant for the big three auction houses) who get paid £1.80 per valuation, while  customers pay £4.50 per valuation.

A prime idea for the 'age of austerity', Theo Paphitis said, with profit margins that sounded good. But Deborah Meaden was (very rightly) concerned about the online marketing strategy. Patrick was spending only £4,000 - £5,000 per month on pay per click advertising and Google AdWords advertising. He was getting 20,000 unique visitors a month - which is a pretty impressive figure. But he reckoned he'd be able to keep that online ad spend consistent yet manage to up his monthly visitors to 100,000 through word of mouth.

This, of course, set off alarm bells in the Den - because as all investors now know, you need a whopping great amount to splurge on PPC these days if you want even a sniff of a chance of being found online. Peter Jones said Patrick would need more like three or five times the £100,000 investment he was asking for, while James Caan said the mode was 'unsustainable'.

Fortunately for Patrick, Theo Paphitis and Deborah Meaden swooped in to save the day, walking out with 40% for £100,000 - double the amount of equity Patrick had planned to give away but with the huge added value they can bring to his online marketing strategy.

The next pitch caused quite a, ahem, stink in the Den: a cannily-designed extractor fan that drew out odours from toilet bowls more efficiently than the traditional ceiling extractor fan. Builders-by-trade Patrick and Tim seemed to have a fairly thoroughly-thought-out plan, citing the cost-cutting qualities of their extractor, its neat power-saving devices and numerous building regulation standards it had achieved.

But they got pooh-poohed by the Dragons as question-time lingered fatefully on: James Caan said the market was too small and he would never make a return; Duncan Bannatyne said in all his 25 years of building properties and health clubs he had never once received a complaint about a stinking loo so there really was no need for it; and Deborah Meaden came down like a barrister on their backsides to discover the standard they had reached only applied to a very specific type of commercial toilet, ruling out the much bigger market they had laid claim to. The ensuing stink ensured five outs.

Finally, we came to Chris Elsworthy, softly-spoken product engineer extraordinaire who designed what Peter Jones called 'one of the best products we've ever seen in the Den'. The Power8 workbox was a cordless powertool set that converts into eight different tools. It had picked up plenty of attention from DIY fanatics and industry insiders alike, Theo Paphitis called it 'fabulous', and all the Dragons seemed, well, totally bowled over by it.

Ah, but nothing in the Den ever runs so smoothly as it seems. Half-way through questioning, we found out Chris had become entangled in a horrifically complex company and share structure spanning five countries, multiple investors, Hong Kong-based cashflow management and a holding company in the British Virgin Islands that Chris actually owned no part of. Percentages and place-names started flying around the Den faster than a jet set millionaire's convention, and the messy web of Chris's business (or partly- semi- something- owned business) was enough to deter Deborah, Theo and James Caan.

But Peter Jones ploughed on, saying Chris was the 'real value' - and craftily offered the full £150,000 Chris asked for in return for 40% of the holding company, on the condition that all intellectual property rights for the Power8 (currently all owned by the Hong Kong company - do keep up) be transferred to the holding company. Phew.

Then, in an astounding whip of Den audaciousness unlike any counteroffer we'd seen before, Chris replied flatly and with a good dose of condescension: "That values my company extremely lowly. What resources will you put in to make that worthwhile?" A really quite pleasingly flabbergasted Peter Jones stammered something along the lines of, "You need sales and you need me to get those sales," but Chris wasn't having any of it. "I'm not prepared to give away 40% of my company," he retorted, then turned to Duncan Bannatyne. Touche!

Duncan Bannatyne, looking quite impressed, then offered half the amount for just 15% of the equity, assuming Peter would come in with the other half. Chris, unflappable as a block of concrete, said 'that's still undervaluing my company'. And after some further wrangling by Chris, as cool as several frozen cucumbers, the Den-god walked out with £150,000 for 30% of his company shared by Duncan and Peter - but with their equity shrinking to 20% as soon as he had repaid the money.

Chris's slick bargaining was quite a surprise, but he knew he had a fantastic product, and the Dragons were falling over themselves to get a piece of it. So why take investment at all? The inventor's final words to Evan summed up an important lesson thus: "I know I have to give things away to make things happen, and that's what I'm doing. It's better to have a small piece of something large than a small piece of nothing."

Polly Peck was touted as the ultimate success story of the eighties. Acquired by Nadir for a song at the start of the decade, it had been transformed from a small fruit trading business into an international conglomerate with interests across multiple sectors and a market cap of £1.7bn. But by 1990, Nadir's empire was beginning to crumble.

That was the year that Serious Fraud Office (SFO) began investigation Polly Peck and Nadir.  The authorities alleged that several million-pound cash sums had been transferred out of Polly Peck and into several accounts in northern Cyprus. These transfers amounted to some £36m. After the allegations went public, and Nadir's home was raided by police, Polly Peck ceased trading with liabilities of £1.3bn.

By May 1993, when the Cyprus-born entrepreneur finally fled Britain, he had collected 66 charges of theft and false accounting. While not technically a fugitive from justice, Nadir absconded the day after his bail expired without alerting the authorities. Speaking to the BBC from his seat aboard a flight back to the UK this morning, he says: "I was a free man when I left. I am hoping that the term fugitive does not apply to me."

But why come back at all?

This is pure conjecture, but my theory is that Nadir - a compulsive wheeler dealer - is itching to get back in the saddle. His business interests have slowly frittered away, as has his personal fortune. It is possible that the remnants of his property holdings, once worth up to £40m, have substantially devalued as a result of the financial crisis. He may still hold considerable political influence in his native country but he has been a virtual prisoner in his Northern Cyprus home for 17 long years. At 69 years old, the entrepreneur is probably seeking a last hurrah. One last venture to see him into his twilight years and ensure a safe financial future for his young wife Nur and his family.

There is also rumour of a deal. He denies this completely: "There is no deal. There is only one deal and that deal is that I am hoping I will see for the first time some justice." However, Nadir does not deny that he has been involved in talks with the authorities to allow him to return, albeit under electronic surveillance with a £250,000 bail on his head.

Nadir is vehement about his innocence, insisting that he has been denied a fair hearing. "When the charges were brought, I proved my innocence to the authorities. But at that time, no one took any notice." He even suggests that it could be the Serious Fraud Office itself that comes under scrutiny. "The abuse of process by the authorities will be the first case investigated," he says. Despite his protestations, there's no denying that at the time of Polly Peck's collapse, creditors were eventually paid a pitiful 2.9p for every pound owed. Shareholders, incidentally, got nothing.

This will be a fascinating case to watch pan out. An entrepreneur, fallen from grace, returns to clear his name. Hell, it has the makings of a great Hollywood blockbuster. We'll keep you posted as the story develops.

Picture: Cristiano Betta

The company, Gift Card Converter, was created by Allan Brown & Simon Jamieson, who had invested several thousand in building the website. The pair believed that one in five gift cards go unused, and therefore hoped their website will allow users to buy, sell, trade and donate their cards to charity. With the gift card market making a huge profit, the duo estimated a potential 8 million customers, and compared the movement to the highly lucrative mobile phone recycling business.

Whilst the Dragons understood the idea and the potential market, many were dubious of the long term money making opportunities. For a start, how accurate was the 20% redemption figure they gave? Peter Jones, an expert in the area of gift cards, estimates the redemption rate to be closer to 10%, whilst Duncan Bannatyne was unsure whether customers would change their current habit of storing the card away or spending it to be rid of it. Peter was also quick to point out that the USA market for this business is in strong decline, rather than increased demand.

Theo Paphitis felt uncomfortable with the whole concept, comparing it to ticket touting, but it was Deborah Meaden who finally crushed their pitch by pointing out the lack of legal advice the team had invested in, leaving the business open to attack. Whilst the initial idea sounded like it targeted a large potential market and the pitch appeared to go smoothly, the resulting discussion revealed far too many weak points for the pair to win the £50,000 investment for a 25% stake.

Theo summed up the pitch with some classic common sense advice "Not all good ideas are money-making ideas and the sooner we all start realising, the better our businesspeople will be." Something a number of the entrepreneurs visiting the den should bear in mind before coming up against the dragons.

If you're in the midst of starting up a business, make sure you ask your most honest friends for their opinion, discuss it with a mentor or head to Smarta for a huge selection of advice and tools that will help you identify whether your idea is a money making one, or simply a good one.

To join the conversation, find me on Twitter @shaawasmund, visit my website: shaawasmund.com or leave your comment below.

2. What's the business model?

Students pay for the lessons and we pay the teachers, taking a small cut per lesson.

3. Who are your competitors?

E-learning is the fastest growing emerging market so it is a hugely exciting time. There are other companies offering a similar service but each one has a different approach. We are all fairly new so it will be interesting to see how things develop.

4. What's your USP?

Learn2lingo.com is simple to use. We make it easy for teachers and students to connect in the online classroom and ensure the experience within the classroom is smooth and effective.

5. How have you funded it so far?

We received Angel investment through Angel Networks in the UK.

6. What were you doing before?

I was a science teacher in an urban complex London school.

7. Where did the idea come from?

My housemate, also a teacher, was taking a Spanish evening course but was so tired after school and kept missing her classes. I thought 'surely there must be an easier way'. I came up with the idea that, with live two-way streaming, she could have a lesson with a Spanish teacher in Spain or South America by webcam in her own time and the comfort of her own home.

8. What's the smartest thing you've done so far?

Choosing the right people to work with.

9. What's the stupidest?

Getting distracted. Learn2lingo.com can work in so many markets and the challenge is to focus on the right ones.

10. If your business was a biscuit, what type would it be?

A custard cream, it connects two biscuits perfectly together, just like learn2lingo.com connects the teacher and student online.

11. Which idea are you a bit jealous of?

There are lots of amazing tech companies doing cool things, I wouldn't say I'm jealous of them, just inspired by them. It just shows that lots of things are possible and there are many incredible people doing them.

12. Where are you going to be in 12 months' time?

Travelling to all our learn2lingo.com offices worldwide.

1.) Mum's not always right

The number of completely deluded people who routinely appear on X Factor is astonishing. These contestants claim that their parents, partners, friends and colleagues have all told them they have a great voice. But it's never true. As @LifeofPip points out via Twitter: "Seek honest, objective criticism to improve on before the big day. Just 'cause your mom says you can sing doesn't mean you can."

2.) Always prepare

On Saturday's X factor, Katie Waissel told the cameras that she had prepared extensively for her audition. And yet, when Simon Cowell dismissed her original song choice, she was completely thrown. Granted, it was a tough break. She had planned to sing Etta James' At Last, and aced her rendition of that song later. But she had also claimed to be a huge Freddie Mercury fan - right before forgetting the words to We Are The Champions. The lesson: Don't just rely on Plan A, have a Plan B and even a Plan C up your sleeve. And don't just rely on your innate talent - or gift of the gab - to help you wing it. As Satish Jayakumar, co-founder and COO of online ad exchange AdJug points out:  "It's not enough to just believe. Commitment, experience and results are clearly what separate the winners from the losers."

3.) Aim big

What do all X Factor contestants have in common? Big dreams. When group Diva Features was asked where they would see themselves in six years, they responded: "Performing at the Superbowl at half time." That's thinking big. There's no point setting low targets if you want to build a growing, successful business. The trick is to challenge yourself, while being realistic. Few X factor hopefuls have mastered this knack.

4.) Choose your partners wisely

Heed the cautionary tale of double act G&S (Gay and Straight). Peter and Caroline performed Journey's Don't Stop Believing' as a duet on Saturday, but it soon became apparent that Peter was, quite franky, terrible. "Strangling cats," I believe was Louis Walsh's summation. At Cheryl Cole's insistence, Caroline had a bash at singing on her own. The difference in quality was vast. Be careful in choosing your business partners, especially when they're your friends. With the best will in the world, they could just hold you back.

5.) Personality goes a long way

Smarta does not have the words to describe Shirlena Johnson's rendition of Duffy's Mercy on Saturday's show. Let's just say, it was... different. Nevertheless, the single mum has made it to the second round simply by virtue of her personality. "You're completely crazy. I love you," said a usually stony-faced Simon Cowell. Don't be afraid to show a little character in business. Sure, you won't offend anyone by being conservative and sensible, but you won't be very memorable either.

6.) Take risks

The real star of last week's show was Zimbabwe-born Gamu Ngengu. The 18-year old wowed judges with her rendition of Katrina & The Waves' Walking on Sunshine. But she took a big risk in changing the lyrics and reinterpreting the vocals. It could have backfired horribly. Instead, she received four 'yes's from the judges and a whole raft of compliments from Cowell: "I really, really like you," he said.

7.) Never beg

Begging never works on the X Factor. If the judges don't like your performance, no amount of pleading and crying will change their minds. It's the people who thank the judges for their comments and leave the stage with heads held high that come off the best. The same is true in business. Sarah Downham had this to say in our Smarta forum: "Know when to walk away! I can't believe how many of those awful acts will continue to argue their case when they're clearly not going to get through! If someone's not interested in investing in your product, try to convince them by all means, but don't argue with them! Ultimately it's their decision, and their loss!"

8.) There's no substitute for "face to face"

Pop trio Jahm could be the worst group I have ever witnessed on the X Factor. Props to the editor for including their whole audition - Jahm absolutely murdered Lady Gaga's hit Bad Romance - although the autotune did take the edge of the caterwauling. The group formed via the internet, with rehearsals taking place over the phone and via Skype. It showed. Sometimes, to really test whether there's a good fit between a business and a supplier, or prospective employee, there really is no substitute for a bit of face to face.

9.) London isn't the be all and end all

Comparing the London and Glasgow auditions side by side threw up some interesting points. Firstly, the quality of the performances in Scottish city was markedly higher than down in the Big Smoke. There may be a higher concentration of businesses in the south east, but this in no way reflects the quality and expertise found in firms based elsewhere in the UK.

10.) Don't lie

There have been a couple of stories in the press this week about X Factor contestants who have been caught telling whoppers. Katie Waissel may yet be disqualified for failing to mention a possible record deal with a US label Chamberlain Records, while 'crazy' Shirlena Johnson has lost her place in the Miss Great Britain beauty pageant after it was revealed she was too old to take part (the competition is only open to 18-28 year-olds).  Johnson also faces the chop from X Factor after it was revealed she, well, actually suffers from severe mental illness. Entrepreneurs would do well to remember that, in this digital age, liars always get caught. Don't inflate your financials or your experience: your little white lies may well come back to haunt you.

Written by Rebecca Burn-Callander

Kicking off with Allan Brown & Simon Jamieson's gift card exchange, episode seven was a rollercoaster ride. Duncan Bannatyne, courting controversy as always, called Gift Card Converter "a fantastic idea" before announcing that it would never make money and declaring himself 'out'. Deborah Meaden all but had her hand in her pocket to hand over the £50,000 investment but Peter Jones' stern pronouncement that the pair would not only fail but be "completely destroyed" made her think twice.

As soon as gift card trading was labelled a "black market" and the founders admitted they'd sought no legal advice on their start-up, Meaden sat on her hands. Theo Paphitis, the last Dragon standing, uttered some wise words to the entrepreneurs: "Not all ideas are money-making ideas," he said as Brown and Jamieson departed the Den.

When Letitia Valentine caught hyperthermia on a rambling holiday with partner Alex Lewis, the pair came up with the idea for Surviva Jak, a foil jacket that's lighter and four times more efficient than a standard foil blanket. Again, a great idea... But the cracks soon began to show. "There are 38 million ramblers in the UK," said Valentine, drawing incredulous looks from the Dragons.

A bun fight ensued with each Dragon taking turns to lay in to the hapless entrepreneurs for failing to back up their superficial research figures. "You're obviously passionate about the product but you're completely dysfunctional," said Peter Jones. Salvation appeared in the form of Deborah Meaden, who offered the couple the full £75,000 investment for 45 per cent of their company, proving that a good idea can counteract incompetence after all. After a cursory attempt to haggle, Valentine "graciously" accepted the deal.

No such luck for Citidogs Crèche founders Sandy Maxwell Forbes and Sarah McLean. Despite a brilliantly-executed pitch, their lack of business acumen - "How can you fail to factor in VAT?" shouted Duncan Bannatyne - saw the Dragons drop out one by one.

Neither Maxwell Forbes nor Mclean were taking a salary for their 12-week old business, prompting this comment from Peter Jones: "Time and time again people make the massive mistake of thinking they've got a great business when they don't pay themselves a salary. Soon as you open your next one, you're dead in the water." After Deborah Meaden pointed out that the business' economies of scale would actually decrease as the pair roll out their dog crèche business, all the Dragons are out. But at least Maxwell Forbes and McLean leave with a whole lot of free advice.

And here comes the finale. The last entrepreneurs to climb the steps to the Den were Chris Barnardo and Richard Blakesley, founders of the Wand Company. As the company name suggests, the pair were peddling magic  - of sorts. The Kymera is a carved wooden wand that can control everyday electrical objects, from televisions to ceiling fans. There are no buttons or switches: the Kymera responds to gestures. The Dragons were suitably impressed. Blakesley and Barnardo were looking for £200,000 in return for a ten per cent stake.

Bannatyne was the first to declare himself, offering the whole amount for triple the equity. But he threw in a kicker, "If you make £600,000 profit this year, I'll give you ten per cent back," he said. Then negotiations began in earnest. Each Dragon wanted a slice of the pie: "You've had your offer from Voldemort over there," said Peter Jones. "Now Hagrid's coming in." Jones undercut Bannatyne's offer by five per cent. Theo offered a new ratchet, settling for a 12 per cent stake if the Wand Company pulled in the £1.2m profit anticipated by the founders. Deborah Meaden made a canny bid: half the cash for ten per cent. "But that's not a good offer," complained Bannatyne. "That's more equity than Theo's offered." "They want two Dragons," came her reply.

In the end, the Scot entrepreneur won the day. His offer of £200,000 for 30 per cent, reducing on a sliding scale all the way down to 10 per cent dependent on £1.2 million profit sealed the deal. As Bannatyne shook hands with his new business partners, Jones conceded, "I think you'll do very well with them".

It was a brilliant piece of television, nail-biting to the end. It was great to see a company with real potential not only receive investment, but incite a genuine bidding war. With two more Harry Potter films on the way, the market for the Kymera wand can only increase. And the pair had done their homework, citing World of Warcraft fans as another target demographic. You could practically see all the Dragons hop out of their seats when a follow-up product was mentioned. But it's all very hush hush - the patent is still pending.

That concluded a fantastic spell in the Den for the Wand Company. They left with all their cash, retaining 90 per cent of their business. It makes you wonder if maybe the founders had a few magical powers themselves. Their performance in the Den sure went like a charm...

Written by Rebecca Burn-Callander

5-10 seconds: What's the business model?

To give small businesses web presence, a key marketing tool, marketing advice and supporting them to really take charge and drive their businesses as well as encouraging people to support their local businesses.

10-15 seconds: Who are your competitors?

None that I know of are providing the whole service that we are.

15-20 seconds: What's your USP?

Providing simple, affordable web presence with customer contact, marketing advice and on-going support. Our free bizcards are also pretty unique and will help spread the word.

20-25 seconds: How have you funded it so far?

A brief encounter with `critical illness' gave me the drive and finance to start my own business.  I'm now seeking investment to develop the business.

25-30 seconds: What were you doing before?

I worked for a professional body in many roles including event management, marketing, account management, customer service and more recently worked with my husband to set up an online estate agency.

30-35 seconds: Where did the idea come from?

Several ideas coming together - our own experience of looking for a website designer - where to start, who to trust, the high cost etc; the ongoing challenge of keeping in touch with customers and also wanting more details about local businesses than the endless online directories provide.

35-40 seconds: What's the smartest thing you've done so far?

Seeking advice and input from lots of different people.

40-45 seconds: What's the stupidest?

Underestimating the time it takes to build a website! - thank goodness we've done all the hard work for small businesses now and created a very simple to use site.

45-50 seconds: If your business was a biscuit, what type would it be?

A Twix as it has a bit of everything and really is more than just a biscuit - and we are only charging for  custard creams!

50-55 seconds: Which idea are you a bit jealous of?

Facebook and Google, obviously, and sites like Photobox and LOVEFILM as they are such simple ideas.

55-60 seconds: Where are you going to be in 12 months' time?

A really key and valued part of a small business' marketing mix, and THE place to look for and support local businesses.

The most successful of the bunch is Christian Owens.  The 16-year-old should be busying himself with videogames, coursework and hormones. Instead, he's launched two successful businesses and has just made his first million.

At just 14, Owens began stock-piling his weekly pocket money to build his first venture, Mac Bundle Box. Launched in 2008, this online business sells a combination of popular Mac applications for a fraction of the price: "Retail: $458.59, Our Price $49" proclaims the website.  Mac Bundle Box pulled in a total turnover of £700,000 in two years.  But this young entrepreneur wasn't content. He didn't retire to his Xbox or splurge his earnings on wild parties. Instead, he reinvested the profits into the business and, in 2009, started pay-per-click firm Branchr.

Branchr has notched up an impressive roster of clients including William Hill and Myspace, turning over £0.5m in its first year. The company sells more than 250 million adverts to 11,000 websites each month. Owens has even completed his first acquisition. In August 2009, Branchr bought Atomplan, the SaaS collaboration suite, in a cash and equity deal. Atomplan's CEO Mark Bao (another young whippersnapper - Bao is only 18) is now CTO of Branchr.

Owens has ambitious plans for the future to boot. "I won't leave Branchr until it has reached £100million," he told The Daily Mail.

Twitter fans will doubtless have heard of 17-year-old James Cunningham. The young entrepreneur  caused a furore last Tuesday with his Twifficiency service. Twifficiency spread through the Twitterverse like wildfire, spamming users pages with their "Twitter efficiency" scores and becoming a trending topic on Twitter and Google. Bless him, young Cunningham was completely bewildered by the viral success of his site: "It wasnt [sic] meant to be spam," he announced on Twitter. "it wasn't mean [sic] to be used by this many people. Nothing I ever do catches on so it wasnt [sic] a concern".

Twitter suspended the app for breaking the cardinal rule of "auto-tweeting" results. Cunningham told angry Tweeters: "Twifficiency shouldn't tweet your score automatically :/ Error on my behalf, I was just learning to use oAuth :(" Cunningham fixed the glitch within 24 hours and the service was reinstated. Has Cunningham made any money from this service? Not a penny. But you can't buy the kind of publicity and kudos this kid has generated in a few days.

Connor Pickering has got a cracking CV too - and he's only eight years old. The kiddie entrepreneur launched a tuck shop at his primary school to raise money for the Warwickshire & Northamptonshire Air Ambulance paramedic crew. Pickering earned himself the moniker "Alan Sugar Jnr" for firing two of his employees after they failed to meet sales targets. The young entrepeneur used the Apprentice star's famous catchphrase "You're fired" when his two friends failed to shift enough cupcakes during break times.

Pickering raised a total of £150 for charity through his fledgling venture and has announced intentions to follow in Lord Sugar's footsteps by buying an ice-cream van when he grows up - surely every eight-year-old's dream job.

Suralan, who joined Twitter last week, paid tribute to his little protégée, writing:  "What a fantastic young man. I wasn't that entrepreneurial until I was 11 at least!" And Sugar wasn't short of praise for another of our young businessmen: "Just read about Christian Owens," he tweeted last Monday. "16 years old and made his first million - now that beat me. Well done young man."

But not all young entrepreneurs are lucky enough to receive such support. In his guest blog for Smarta, 18-year-old Jamie Dunn, founder of the Jamie Dunn Academy, announces his intention to be a millionaire within two years. Dunn attended Peter Jones' National Enterprise Academy and makes no bones about his desire to succeed. "I have found that a lot of people say that I am boastful but I believe that the things I have done so far have not touched upon what I can achieve in the future." Comments on his blog include: "Passion is impressive but what do you actually do? Teach others about business when you haven't had a substantial business yourself?" and "Ah, the naivete and arrogance of youth." Harsh words for a young man who has overcome a number of obstacles to succeed: "I didn't do very well in school," Dunn admits.

Despite the criticism levelled at Dunn, there's no denying that the UK is a land of opportunity for young entrepreneurs. And, as these success stories prove, no matter your age or experience, a great idea can take you far.

By Rebecca Burn-Callander

There were casualties. Internet wedding gift company, Wrapit, went into administration in August 2008, leaving over 2,000 newlywed couples without gifts on the big day. Wedding guests lost an estimated £700,000.

And the fall-off in nuptials continues to take its toll on British businesses. Last week another wedding business went into administration. Wedding planning and supplies business Confetti was forced to close its stores in Glasgow, Leeds, Birmingham, Reading and London and make over half of its 94 staff redundant on Friday due to mounting debts.

Founded in 1999 by David Lethbridge and Andrew Doe, Confetti claimed a substantial chunk of the wedding market, turning over £5.7m last year. The e-commerce arm Confetti.com was receiving over eight million hits a month. But when private equity firm Findel Group decided to offload sister business Iwantoneofthose.com to the Hut Group for £600,000, the new owners saw no future for the Confetti brand.

Now, administrators RSM Tenon are hoping to find a buyer for the chain. Kenny Craig, director with RSM Tenon in Glasgow, told The Daily Mail: "The administration presents an outstanding opportunity for a retail business or entrepreneur to acquire an immediate presence in the wedding and celebrations market."

If you've got some cash to flash, the deadline for bids closes on 23 August. But caveat emptor, marriage rates continue to drop to new lows; you may have to start a sideline in funerals. After all, nothing is certain but death and taxes.

By Rebecca Burn-Callander

For your chance to win, all you have to do is tell us, in no more than 140 characters, why you should attend! Tweet @shaawasmund.

'Sharing the Secrets of Social Media' is a one-off event for anyone determined to embrace social media to grow their businesses, led by Smarta.com founder Shaa Wasmund.

To an invited audience of small business owners, Shaa will share her experiences and tips for using social media to engage new customers and outline how you can do the same.

In particular, Shaa will share:

· Why social media has the power to change the way we do everything
· Why every road leads to Twitter
· How to get it spectacularly right... and wrong
· How she won a deal worth more than £500,000 within weeks of using Twitter
· Twitter and beyond - what can Facebook, LinkedIn, Foursquare and YouTube
· How to convert customers into fans and fans into customers
· Why social media, contrary to what the doubters say, is for EVERY business
· How to develop a social media strategy that will work for your business

The event will take place on Thursday 2nd September at the Sheraton Hotel, Park Lane, from 1-5pm with complimentary drinks and snacks and the opportunity to network with fellow attendees and of course Shaa!

If you don't tweet, you can always email shaa@smarta.com

Don't wait, tell us why you should be invited!

Let me speak candidly: this event erred on the side of farce. There was an hour segment devoted to holding a mock "pirate's court", cue slanging match between the music industry executives and the anti-copyright lobbyists in the audience- understandably divided on the notion of copyright infringement.

The second half was more promising. A panel comprising Graham Linehan, creator of Father Ted and The IT Crowd; tech writer Wendy Grossman; Jamie King, writer and director of Steal This Film; and economist Thierry Rayna tackled the issue of piracy - will illicit technologies shape the long-term future of British commerce?

The consensus from the panel was this: the music and media industries have had a stranglehold on consumers for too long (I shan't recount Linehan's hilarious Disney rant here; needless to say it was colourful and impassioned). When the customer fights back and demands content when, where and how they want it, they are demonised by initiatives like the Digital Economy Bill.

Ultimately, Linehan hit the nail on the head. "Why hasn't mainstream media worked out a way for people to buy single episodes online for a few quid?" he asked. "There's no point demonising the consumer for downloading content, when there's no easy, one-click method of paying for instant downloads."

"And you can't use outdated arguments to hold back piracy," adds Linehan. "Like that advert that says, 'You wouldn't steal a car'. No. But I would if I could download it."

Intellectual property professor (and self-confessed anarchist) Jamie King sees this as an incredible opportunity for entrepreneurs. The media industry has failed to address the issue for over a decade - "What's to stop one guy in his bedroom providing the solution?" In fairness, a few trail-blazing SMEs are already looking to fill the gap. Take Lovefilm, Simon Calver's movie and game rental outfit, which allows subscribers to stream films and series' direct from the site as part of their monthly fee. And Apple may have cornered the market in music downloads with iTunes, but it was UK-based 7Digital that offered the first DRM-free download platform - where people actually pay for the privilege.

Wendy Grossman makes the additional point that brand owners are failing to capitalise on the incredible marketing power of the illegal download market. "Social networks - including the much-demonized P2P networks - provide the greatest mechanism for word of mouth in the history of human culture," she says. "And, as we all know, word of mouth is the most successful marketing available, at least for entertainment. It also seems obvious that P2P and social networks are a way for companies to gauge the audience better before investing huge sums."

Grossman also believes that lessons learned from the pirates will spawn a whole new wave of entrepreneurialism: artists turned start-ups. "The real threat is always going to be artists taking their business into their own hands. For every Lady Gaga there are thousands of artists who, given some basic help can turn their work into the kind of living wage that allows them to pursue their art full-time and professionally. I would think there is a real business in providing these artists with services. This was the impulse behind the foundation of CDBaby, and now of Jamie King's VoDo. In the long run, things like this are the real game-changers."

Pirates have long been a disruptive force on the status quo, whether it be on the high seas, or via Bit Torrent. Old media businesses need to adapt to compete. But in the meantime, it's a niche that's ripe for entrepreneurs.

Have pirate technologies helped you evolve your business model? Tell us your story - leave a comment below.

By Rebecca Burn-Callander

The first entrepreneurs to tentatively enter the Den were Faizal Khan and Gary Hilman of Peel Engineering, who wanted £80,000 for 10% equity and "a little piece of history". Faizal and Gary had created the smallest cars of all time, and had already sold 14 to the museum chain, Ripleys Believe it or Not, with the aim to sell more. They hoped that with thousands of children viewing the cars each day, they could develop toys and board games to sell as part of the brand.

Theo, Duncan, and Peter all had a ride in the cars, and then it was time to talk business. Peter discovered that Faizal and Gary had a two year deal with Ripleys, meaning they couldn't sell the cars anywhere else. The entrepreneurs stood firm, though, stating that the cars were only part of their business: their ambitions lie with selling the merchandise. Unfortunately neither Fiazal nor Gary seemed particularly sure about how they'd go about doing this. This annoyed Peter, who asked "So you want me to make a business plan for you?"

Deborah also found issue with the apparent lack of business plan, stating that the men seemed "completely half-cocked."

Faizal and Gary looked to be out of luck, as the Dragons quickly began declaring themselves out. Their one ray of hope lay with the only remaining Dragon, James Caan, who'd remained quiet throughout the interrogation. Whether James was feeling charitable, really saw an opportunity for profit in the business, or just has a weakness for tiny cars, he made an offer. All the money they needed, but for a whopping 50% of the business!

After quiet deliberation, Gary and Faizal suggested a creative alternative: 30% equity, two of the cars, and the promise that if he doesn't recoup his investment within two years, they'll return it. This was a shrewd negotiation tactic: and James quickly accepted their proposal.

Faizal and Gary definitely got lucky that James saw the potential in their business: without a clear business plan they seemed doomed to fail.

Of course, no episode of Dragons' Den would be complete without the traditional 'it started so well, but then rapidly went downhill until you were covering your eyes' pitch. This came in the form of Jacqueline McKay, founder of Angel Cot. She wanted £150,000 for a 40% stake in her suitcase-come-baby cot and changing station. Everything seemed to make sense, and soon it was time to crunch the numbers…Oh, no actually it was time for Jacqueline to sing a song about her product.

Once that was over, I mean, finished, Deborah began her questions. It seemed that Jacqueline had a very unsteady understanding of estimated turnover. This wasn't the only thing to annoy the Dragons, as none of them actually liked her product as a whole, thinking it didn't really solve a problem, and tried to do too much.

The Dragons all declared themselves out, and while several offered words of advice, Duncan was quick to give his own opinion. He told Jacqueline that her product was "ugly" and "ridiculous", and that she should give up. She dejectedly left the Den.

Jacqueline had tried to do too much with her product, and had no real business plan. As Deborah said, "Sometimes the answer isn't to bundle everything together." If you can do one thing well, just do that!

The last contestant to enter the Den this week was Ralf Klinnert of Funky Moves. He needed £120,000 for a 20% share in his electronic interactive sports cone game. Ralf's pitch was strong, but ended awkwardly when all Dragons declined to try his product.

Things didn't go well after that. When asked how he'd spend the money, Ralf shocked the Dragons by revealing the staggeringly high quotes he'd been given to mass produce his product. The disclosure that he'd received a government grant for £148,000 also worked against him, making Duncan very angry. Duncan stated he was "sick and tired of government grants that are given out to worthless businesses". He said only an idiot would invest, and declared himself out, alongside Deborah and James.

Peter, however, liked that Ralf had already expanded his target market from primary schools into football clubs, and his suggestion that production costs could be lowered. Peter soon offered £60,000 for 25%, quickly matched by Theo.

Ralf seemed unsure, and unconfidently asked if the Dragons would negotiate, however after some words of advice from Peter, happily accepted the deal.

This episode demonstrated quite obviously the importance of a clear business plan. If you're looking for investment, you've got to be able to actually explain both what your business is, and how it's going to make money. If you don't have that, then unless you're very lucky, you'll be turned away regardless of how great your product is.

If you missed this episode of Dragons' Den, catch up here!

Firstly, he is a seasoned entrepreneur with a real knack for slashing spending without cutting jobs. Secondly, he has an international outlook. His business interests in Europe and across the Atlantic give him a unique insight into Britain as a member of the global community.

And why has nobody talked about the fact that he's not being paid? Can you imagine the consultancy fee for getting Green to go through your balance sheet with a fine-tooth comb? Our public sector is getting all this good stuff gratis.

What about his tax avoidance, you ask? Yes, Green has taken advantage of offshore tax arrangements to avoid paying over a billion notes to the treasury. Yes, this has put a few noses out of joint. But you cannot deny that it is this business nous that makes him so desirable as an advisor.

Yesterday, business secretary Vince Cable lambasted government for appointing the Topshop owner. Vince told City Am: "I remain of the general view that British businesspeople should pay their taxes in Britain. I'd have thought the point was clear that at a time when the government has an enormous deficit to deal with, we can't afford to indulge tax avoidance."

I think you're missing the point here, Vince.

Entrepreneurs like Green only moved their assets offshore as a result of tax hikes and a dearth of business incentives at home. Working closely with Green is an opportunity for you to find out how the big earners can be lured back to our shores. It's not a time for finger pointing and hot air.

For a moment there, a sort of Dunkirk spirit was evident in government. Danny Alexander, chief secretary to the treasury said: "Tough decisions need to be taken in order to ensure that Britain lives within its means. By being prepared to do things differently, we can ensure that this process will enable us to get more for less, and support our front line services."

Differences were being put aside for the greater good of Britain. It was inspiring to hear Green's commitment to his new role: "I will give this efficiency review my very best effort knowing how hugely important it is to the recovery of the country. I want to help focus, motivate and energize to achieve these efficiency savings.  It is these actions that will re-start growth in the UK."

Green has precious little time to make his recommendations to Whitehall - the review will be published on October 20 this year. Let's hold off the naysaying and backbiting for this tiny window, a month or so.

Who knows, this newfound kinship between government and enterprise could yield real results for our green and pleasant land.

By Rebecca Burn-Callander

After establishing my stall and starting to earn regular good money, I decided that I wanted something bigger and wanted to really make a name for myself. But I didn't know where to start. I didn't do very well in school, and although I managed to blag a college place I quickly discovered it wasn't the route for me. And it certainly wasn't going to make me my millions! So I dropped out of college. Twice.

But then I found my path.

Only two days after I decided to quit and leave college to set up a student magazine, I found a better opportunity: The National Enterprise Academy. It's founded and run by entrepreneur and Dragons' Den star Peter Jones, for young entrepreneurs. I applied and went through many challenging projects, tasks and personality tests, and a couple of months down the line I got the call to say: "You're in." That call changed my life.

I moved to Buckinghamshire for six months to take part in the Academy along with 27 other young entrepreneurs from across the country. As soon as I walked into the Academy I knew it would change me and give me everything I needed to succeed. And it did. I became highly skilled in all aspects of business and developed a number of ideas there that I'm still involved with today. I met top people from the biggest organisations, and being in that environment for six months gave me everything I needed.

Since graduating I have gone on to spread the message of young entrepreneurship and the power of believing in yourself. I'm now a mentor, coach and speaker and have recently set up The Jamie Dunn Academy that acts as an umbrella company for everything that I do within my business life. I have delivered speeches for public organisations such as The Prince's Trust and worked with private companies on how to involve youth within their business, as well as motivating their current workforce in the process.

I have been approached by Virgin to take part in their Virgin Media Pioneer programme and became one of the selected few sponsored Pioneers to post regular blog videos and share my journey with other entrepreneurs on the site. I co-host a successful radio show within Birmingham with a fellow entrepreneur, Mr. NK. I have plans to develop a project or programme that I can deliver within schools to help young people believe in themselves and how to make the best of their talents. I am also now on the board for Young Enterprise. My reputation continues to grow within business as one of the best young entrepreneurs in the country.

I have found that a lot of people say that I am boastful but I believe that the things I have done so far have not touched upon what I can achieve in the future. Within everything I do I spread the message and power of what believing in yourself can achieve.

So what's it like to be a teenager in business?

Well, it's always a great mystery to old-school people who still think that going into the army after school is people's first option. But now the profile of young entrepreneurs has started to rise, people are suddenly trying to break the mould, and it is quickly becoming the 'in' thing to try and do.

Being a teenager and having experienced everything that a teenager goes through, I know the things that are in place that aren't doing their jobs correctly, despite trying the hardest they can and giving their all - it simply comes down to the fact that most teenagers are oblivious to a different, positive world. Together I think we can stop that and empower the next generation to become the best individuals they can be. Believe it. Achieve it.

1. Have a passion for your product

Walt Disney was a perfectionist, who spent years ensuring each movie was exactly how he wanted it. If your product doesn't make you excited, how will it excite anyone else?

2. Provide the best customer service

Staff at Disney parks are famous for great customer service. Everyone is friendly, polite, and more than willing to help with anything. Remember that it's not just about selling your product, great customer service should continue after the purchase has been made. Contact your customer to check they're satisfied, and offer free telephone support if they're not. It may seem like hard work, but your customers will reward you through recommendations to their friends.

3. Keep your business up-to-date

The Disney Corporation has been around for almost 90 years, but is still one of the most popular brands. Disney stays fresh by bringing in new people, merging with successful businesses such as Pixar, and undertaking countless amounts of market research. Someone will eventually make a similar product to yours, and sell it for a fraction of your price. Keep developing ways to improve your product. Work with people who inspire you and add value to your business: but don't recruit willy nilly, because that's a sure way to lose money.

4. Sell sell sell

If you've ever been to a Disney park, you'll know how much merchandise is available. Not only do people buy tickets to get in, and food once inside, but after riding rollercoasters based on films, they rush outside to buy merchandise. Cross selling is the key. For example, if you sell an eBook, also offer an audio version, video version, hard copy, study guide etc. If you sell cameras, sell cleaning equipment, photo paper, frames, albums and so on. See our feature on cross selling here.

5. Know when to pull the plug

Walt Disney dreamed of opening a circus inside Disney World. It ran for one day and was a complete disaster. At the end of that first day he shut it down. If things start to plummet, and there seems no solution, don't be afraid to cut your losses and move on. Fighting to the end can sometimes work, but will cost you time and money, which you might not have. Know when to call it a day.

So remember, while Disney may be bringing in the billions, there's still room for the little guy. There's no need to bother the fairy godmother just yet.

On the flip side, a solid returns policy can be enough to convert a browsing web user into a paying customer. Take ASOS - I knew its returns policy would allow me to return shoes for free if they didn't fit, which meant I was happy to buy them online then try them on afterwards rather than going to a shop to make sure they fitted.

What I didn't know was quite how efficient the ASOS returns system would be. I got a very simple form in the shoe box that just asked me to tick whether I wanted a refund or to exchange the shoes, complete with a sticker for the box printed with their address. All I then had to do was take it to the Post Office. All free, and exceptionally simple.

Making it that easy to return and refund items may seem counterintuitive to profit-making, but actually it means I'll be shopping with them a lot more in future. Also, I was so pleasantly surprised by the process I told my housemates how good it was (much to their rapturous attention), and, as you can see, I'm now blogging on it. Which means a good dose positive word of mouth for ASOS: probably the most valuable form of marketing there is, and definitely the most difficult to achieve.

Then there was Rubbersole.co.uk. I'd never heard of the site before, but a search on Google for 'Birkenstocks fast delivery' (I needed them by the end of the week ready for holiday!) nudged them to the number one spot on Google results. Fast delivery indeed - Rubbersole.co.uk promises next working day delivery for all orders placed before 4pm. That's much quicker than bigger retailers such as ASOS and John Lewis, which it was competing against for this particular product.

Rubbersole had obviously invested in the right keywords for what it does ('fast delivery' and the brand name) and had cannily identified a very strong USP that its better-known rivals just couldn't match.

Another massive turn-off for online shoppers visiting a website they haven't heard of before is if that site contains even a whiff of suspiciousness. If you're putting your credit card details into a website you're unfamiliar with, you need every reassurance possible that the people behind it aren't crooks. Which is why site design on smaller websites is so crucial; it has to feel as professional as big retailers' web presences, if not more. Rubbersole ticked that box, but I still wasn't fully sold. 'Verified by Visa' and 'Mastercard Securecode' logos helped, but they can be easily faked. So I searched Google for reviews on Rubbersole - and this is where the really crucial part of online retail kicks in for less well-known online retailers.

I found nothing but glowing reports of Rubbersole's service. That was the push that converted me into a buyer - reassured by others, I put my card details into a website I had never heard of 15 minutes before and made a purchase.

The key here is that when you're selling online, you have to work even harder to convert your customers into fans, so they spread the word about how great you are, which will then reassure other future potential customers. Reviews written on Rubbersole all beamed about the amazing customer service and the speedy delivery. And if customers felt strongly enough to spend time writing reviews on the business, that really is exceptional customer service.

So if you're selling online, make sure you give the best customer service your buyers have ever experienced (or at least close to it). Because that is what will get them talking about you elsewhere online and offline positively, which is what will then reassure future browsers that you're trustworthy, which is what will convert them into buyers - and make you money.

What was more interesting in last night's episode than the formulaic peaks and troughs (geddit?) was the pitch that occupied the middle ground. Neither instantly as diabolical as pig-feed Paul or as obviously investable as the wedge wellie (which, despite being ugly, did win offers from three Dragons), the other main show of the night was Tree of Knowledge, a motivational training and education business headed up by the perfectly affable Alan Burton and Gavin Oattes.

Tree of Knowledge ticked plenty of Dragon boxes. Alan and Gavin were both ex-teachers, and had developed a pod-based kit for eight to 18-year-olds packed with team-building activities and games, all linked to lesson plans and the curriculum. They provided the pod to schools along with two-day training sessions - a combination coming in at the profit-margin-happy price of £1,600. Despite the hefty price tag, their training and pods had been taken up by so many schools across Scotland that they'd 'basically reached market saturation' there. (And, as Duncan pointed out, a lot of those schools were notoriously troublesome and difficult cases to break, which made their success all the more notable.)

So, to the figures: £360,000 turnover in their first year, which boiled down to £180,000 gross profit and £20,000 net. That net profit went up to a forecast of £340,000 for the year ahead, but the prediction was reasonable.

Alan and Gavin had also begun forging paths in new markets, expanding into corporate training days, which had racked up £15,000 revenue in just six months. Next up were plans to grow into the rest of the UK and carry on with training days. Tick again.

Theo Paphitis raised the first major concern here - if they'd reached market saturation in Scotland, surely that would happen again once they'd sold their product and services to the rest of the schools in the UK and the business would peak? Why weren't they evolving new versions or updates to the pods to keep a steady stream of revenue trickling in? The couple countered calmly - that's exactly what they were doing, with new pods already underway and further bespoke themed pods commissioned by heritage organisations.

On top of all that seeming perfection, Alan and Gavin were great pitchers and people: clearly passionate about what they were doing, likeable, un-argumentative, calm under pressure and full of energy. In fact, Peter Jones said in the last few years he'd been doing educational and training work, they were 'probably the most impressive people' he'd seen.

So went wrong? Why didn't they walk out the Den with an offer?

The first issue was the cost: they wanted £100,000 for 10% of their business. Peter Jones actually offered half that, but the other Dragons wouldn't meet him halfway for a really interesting reason - namely, because the pair were almost too good at what they did.

Let's look at James Caan's declaration of being out. He was 'amazed' at the rates they were getting and 'amazed' at how many schools they were in, but said the issue was 'this is a pure people business'. He was worried there was no real investment potential.

The trouble was, the business was limited by Alan and Gavin being so good it would be difficult, if not damaging to the brand, to find other people to fill their boots at training days. Which meant the business couldn't scale in a big way, or particularly quickly.

For Deborah Meaden, the issue was Gavin and Alan were 'clearly the experts in the room'. That left little room for her to do anything with the business - she couldn't add value.

Theo Paphitis 'desperately' wanted to invest, but the £100,000 cost of doing so meant he would have to take significantly more equity than 10%, "which would mean you had less incentive to work." And as the business was all about them, it really needed them to own more of it.

All of which raised a very interesting dilemma: Gavin and Alan were almost too much at the centre of their business. So much hinged on their personal talents that the business' size was limited.

On the up-side, this meant they perhaps didn't need the investment they thought they did, and all the Dragons seemed sure they would succeed anyway. But therein lays a very important lesson for investment hunters: you need to have a product that can scale. Your talents and time alone can not, and that will put off an angel looking for fast growth.

All you have to do to get your free tickets is enter the code 'smartavip' into this page.

Fresh Business Thinking: LIVE! is a huge event that brings together a host of experts to help you develop the vital skills needed to grow or improve your business.

Topics covered will include:

• Finance
• Legal & Hr
• Sales
• Marketing
• Leadership

The event takes place on Wednesday 8th September 2010, from 9.00AM-6.00PM, at Old Billingsgate in London.

With a recommended price of £195 each these tickets won't be around for long!

We'll see you there.

And far far too many do not let you purchase when, where and how you want to purchase the goods you want. Too many, do not even let you get the information you want on your way to the purchase.

And of course, many companies are only a website; they are difficult to find in the first place. They don't exist outside the confines of their site, as though sitting behind their little front page waiting for someone to knock, or call is adequate in this time of change.

How many people with static websites don't even realise they are isolated from real commerce and real opportunities because they are not within the gated walls of the truly important players such as Amazon, Ebay, Etsy or Alibaba? How many local businesses understand the tectonic importance of Google Local or Google Product or Google Vendor Pages?

The answer is all too many, of course. And that sad part of all this is it unnecessary. There is a logical and learnable path from understanding your actual unique selling proposition to how you optimise your site, how you use pay-per-click to what other sites you should be leveraging.

There are wonderful, effortless ways to create a straight forward user experience on your site. There are clear simple tools to know what your customers think and act upon it.

There are excellent and fun ways to let people know that you are in business, that you have special offers, that you do something different or unique.

You can engage directly with the market, you can set yourself apart from your competitors, you can delight your customers unexpectedly and confound your opponents.

You can leap buildings in a single bound and see through walls. And it is all because of the web.

But you don't. And I believe profoundly that it is because no one shows you how. The entire mission of School for Startups has been and continues to be helping people start and grow successful businesses.

In 2010 that means making the most of the world that we live in today and that world is one that is increasingly meshed with the internet. It is not just the front page of your site. It is how you and your business engage with people across your entire organisation: it's sourcing, distribution, marketing, purchasing, customer service and sales. It's everything.

I have spent the last six months working with some of the top people involved in small business and the web creating a course for small businesses who want to catch up and get ahead.

I believe that I can take any small business, local or global, product or service, and, in 48 hours, change it forever. So I am holding a bootcamp over two days in Sheffield, called 'Made in 48 Hours'. And in that course I hope to show what I know and teach you that your business can be changed forever.

Find out more about Made in 48 hours:

http://www.schoolforstartups.co.uk/made-in-48-hours-sheffield/

Enter Smarta's competition to win a free ticket worth £375.