Contrary to popular belief, there is a lot of investment going on out there. From private equity funds to angel investors to banks, good opportunities are being searched for.

But to listen to investors, the constant is the quality of the investment. More than ever before, who you are and what you have to offer is key to gaining access to the funds that are available. And it's going to stay that way. The days of loose money and easy investment are over.

So, put yourself on the other side of the table for a moment - even if you're not thinking about getting investment monies in. Use it as an analytical tool. Think about yourself, your management team and your enterprise from the perspective of an investor. Then ask yourself: would you invest in you?

Your offering

Before investors visit your business, you have to make your case on paper. You have to make it worth their while to take the next step, invest more of their time and see if what you're presenting matches the reality on the ground. Think about the following things:

- How well do you operate? If an investor were to look at your organisation what would they see?

- How have you made your enterprise something special - a preferred destination rather than simply "another garden centre"? What makes you a good bet? If they were to call your suppliers or, if you have larger corporate customers, what would they hear? How is it to work with you? Do you have a good reputation?

- Is your IT up to date? Do you have the information to allow you to shift and move with what is required? Do you use IT not only as an operational necessity but as a strategic differentiator making you into a preferred customer and supplier?

- And your financials. How do they look? What's your cash flow? Debt levels? What costs could be cut without hurting your operations or positioning?

Competitive landscape

Your organisation doesn't exist in a vacuum. There are a lot of competitors in and out of your industry who are trying to get foot traffic into their establishments and money into their tills. If you're smart, they're on your radar - because you want to know how you make yourself your customers' preferred destination.

What direct competitors do you have in the vicinity or a little bit further out? How does what they have to offer differ from what you are offering? What makes them a better choice for the customers? Are there aspects of what they do that you should adopt?

Outside your industry, what are you doing that represents best-of-breed retail practices? How have you taken the lessons and opportunities of the big boys in garden retail as well as in every other aspect of retail and applied them to your centre? What makes you different?

You and your team

Finally, it all comes down to trust. Trust in you and your management team. Trust in your ability to take your enterprise to the places you want it to go. Are you surrounded by the best and the brightest? Are you willing to listen to differing opinions? Do you take them on board?

How do you use your employees to gain customer and competitive information from within the enterprise? Are they well trained? Are they creating the highest return on investment possible?

Investment is all about the bridge between strategy and execution. It's the ability to see what's next and convince an outsider that you know what is needed and you can deliver it.

Crucial to that process is your willingness to take a hard, objective look at what you've created and are stewarding into its future. Take the time. Invest in you. The return will be well worth it.