Phase two represents the emergence of a relationship with the market place. The personal drive of the owner has created a specialty field around himself, with recognition as the subject matter expert, forming a core influence as the source of enquiry – even if unacknowledged. The owner has negotiated for themselves a job in this phase.

When planning, the owner needs to still concentrate on direction, but now early stress on self-control and management factors are emerging. The business plan should concentrate on connecting the owner firstly as the expert in his or her own marketplace.
It is important to nurture brand, but also to start to seek out other subject matter experts of other fields to help. At this level, owners start to ask questions of people like external accountants (sometimes a better choice would be an advisory board – one member only being the accountant).

Income remains tight; however the owner is under the mistaken belief that all the income is theirs. Reality is harsh however. The thrill of having a few bucks in the bank to spend at last also means statutory obligations exist and bills are in danger of being overlooked. Growth is as a consequence of Direction and Control.