Whether you're interested in the smaller business community, are planning to start a business or have an existing business, we have a package for you.
Our most popular package is FSB Business Essentials which includes a whole range of benefits and products designed to make your business fly
A suite of legal benefits including a dedicated helpline, bundled insurance products and a range of online information to keep your business safe. Plus a whole range of negotiated benefits to help save you money and win business.
Our Business Creation package is designed to make starting a business simpler, allowing you time to focus on what's important - making it a success.
Specialist company formation benefits, access to FSB networking, business banking and a range of products to help get you setup in business.
Joining FSB Connect is free and is a great way to be part of the FSB Community and have your voice heard.
You'll be able to access specialist networking events with like-minded members of the community and have your say in our Big Voice survey panel.
Whatever your circumstances, we have a package to suit you and your business. Click the button below to see which benefits are included in each package and start your FSB journey.
'I just felt wow, I want to be part of this organisation so I joined.'
'Having someone there like the FSB who you can just call on for those other things you’re not quite sure on, it’s been invaluable.'
'What you can save by taking up some of the membership offers will save you your membership fee.'
We represent a diverse range of businesses from retailers to marketing agencies and just about everything in between. Take a look at more member stories and see how we could help your business fly.
More Member Stories
We offer three packages to suit your business needs. Joining FSB Connect is free, our Business Essentials package starts at £172.50 in the first year and our specialist Business Creation package has a fixed price of £129.
The might of the global corporates can be hard to beat when it comes to incentives. Generous pension schemes, health insurance, expensive gym memberships and lavish meal allowances are simply not feasible for many small firms to offer, at least not if you want to make a profit. But there are ways of attracting and retaining top talent, and small firms can often provide a personal touch that the corporates would find hard to match.
To an employee, the ability to be involved in more than one aspect of operations extends a wealth of experience that’s impossible to gain in a large corporate. In an SME environment, an ambitious young leader can explore business from an HR, finance, sales and marketing, and even boardroom perspective. They will learn a huge amount more than one who’s in a more rigid structure, with clear performance management processes and career levels to go through before they can even think about an upwards move.
One thing corporates can’t easily do is single out employees for special treatment. Rigid structures and meticulously applied HR processes make it difficult, if not impossible, to truly tailor training and development to individual needs.
For a small firm with a smaller workforce and fewer rules, it’s much easier to identify and nurture those who demonstrate a particular skill or show huge potential. I recently worked with a 27-year-old woman who had comfortably achieved every goal she’d been set within her small organisation, so was made a director and allocated a generous number of shares.
There’s always a very real risk that the person you’ve nurtured and invested in will take their skills and experience to a rival company. But this doesn’t always have to be a bad thing. There are limits to how much you can learn in a small firm, particularly if the employee has been in the same company from the beginning of their career.
I have a client who encouraged his high-flying protégée to flee the nest, and gave her paid time off to find a job within a larger company. He’d recognised that she wasn’t achieving her full potential, and wanted her to gain experience in a larger organisation so she could potentially come back at a later date to take the business forward.
Taking a structured approach to talent management can help you to identify those who are ready for a challenge – and those that are holding you back.
Using a simple nine-box grid system, work out which employees fit into each category, for example the high-performer ready to move into a new role; the high-performer who doesn’t have much potential for improvement but is a real steady Eddie – every business needs those; the average performer who doesn’t seem to be moving on and needs help to progress; and, importantly, the low-performer who shows no potential, who need to be managed out.
A wealth of important information and advice, available online in-case you face dismissal or discrimination claims and employment tribunals.
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