What is the biggest challenge of running a small business

This is a column by landscapers, for landscapers. In it, you’ll find knowledge, views and insights from professionals just like you, who are currently working in the industry

CONSIDERATE DESIGN

Interviewee: Sam Moore - Owner

Location: Nationwide

Staff: 1

I’ve been self-employed for seven years and running a design and consultancy business, called Considerate Design, for the past three. Before that I was doing garden maintenance.

Running a design and consultancy is a completely different model, and it was initially difficult for me to increase my pricing. To set the right price, you need self-belief and to know your worth. Coming to terms with that can be tricky.

Pricing too low was a mistake I learned from during my maintenance days, as I’d get work that I didn’t want to do, like hand weeding the same small garden every two weeks. As soon as I put my price up, that work fell away and I was left with work that was interesting, and for which I felt my experience was being valued.

Being a sole trader, it’s also difficult knowing when it’s an appropriate time to expand your workforce. I’m close to doing that now, weighing up what I can afford and what I can get in return.

For example, if I can hire someone to do admin work in two hours that would take me five, that gives me three hours I can be carrying out work for clients. However, I’m still weighing up whether to take that leap!

VAN DER FITS LANDSCAPES

Interviewee: Jackson van der Fits - Owner

Location: Taranaki

Staff: 1

I think the biggest challenge is that when I started the business, I’d been living in Melbourne for eight years, so I didn’t have contacts for nurseries or other suppliers.

In terms of starting a small business, you have to realise that you will be paying tax/provisional tax, GST and ACC, and that’s something you learn about quickly.

The first time it comes around, you think you have put aside a good amount of money and then you get hit with it all at once. It’s a big eye opener and a huge learning curve. Until it comes in, you don’t realise how much of a chunk it all is. As well, you can almost guarantee some machine will need servicing or fixing around the same time.

That said, my biggest lesson was in pricing. You don’t want to be too cheap, otherwise people will think you’re a cowboy. But you don’t want to be too expensive either, as you need to get work. The challenge is to build up a good reputation as quickly as possible and put your prices up accordingly.

Something else that I’ve found is key is having confidence in your skillset and your work, which can be a challenge in itself.

GRASSHOPPER GARDENS

Interviewee: Stephen Waspe - Director

Location: Auckland

Staff: 50

I started Grasshopper Gardens in 2019 with a small crew. One of the biggest challenges was finding skilled staff who didn’t require a lot of training. At the time, we didn’t have the time or resources to train people from scratch. These days things are different and we’re proud to run apprentice schemes for aspiring landscapers who want to build a career in the industry.

Not long after launching the business, we were hit by Covid. It was a very challenging time, trying to keep staff paid while hoping our existing clients would stay with us. Fortunately, we managed to weather that storm and slowly rebuild and grow.

One challenge that never seems to go away is keeping up with health and safety legislation. It’s something we take very seriously, but the difficulty comes from the ever-evolving nature of the regulations – and with more changes always on the horizon, staying up to date requires constant attention.

Another ongoing challenge is the lack of appreciation for skilled landscapers and gardeners compared with other trades. Sometimes when we quote jobs, clients are surprised by the cost. What many people don’t see is the level of expertise involved in producing high-quality work, as well as the cost of material – including plants and trees that have been nurtured before they ever reach a garden.