The media would have us all believe that everyone is, or can be, an entrepreneur. But having a great business idea is only half the battle. Turning that idea into a sustainable business model — and one that achieves, on average, an impressive 20 per cent annual growth — takes more than just a desire to be the next ‘Apprentice’.

Like so many good business ideas, The Revival Group was born out of family discussions around the kitchen table.

Owner and managing director Graham Orriss said: “After a few years working in the City for a merchant bank, having followed in my father's footsteps, and subsequent career as national sales manager for a business machines company, my wife Sally and I decided to let our home, sell our cars and embark on a year-long trip around the world.

"One year turned into almost three and, on our return, we looked at various business ideas. We knew we wanted to work together, to decide on our own hours and not to be constrained by a shirt and tie.

"In the end we purchased a franchise, cleaning carpets and doing some disaster restoration. We ran this business for ten years and were very successful within the network, but we still felt restricted.

"Following many long chats into the night we took the plunge, and in 1985 launched The Revival Company; a fire and flood restoration company."

Following the initial success, Mr Orriss wanted to expand the business. The nature of the industry means work can come in at odd hours, coupled with the fact that you can’t plan for fire and floods.

A franchising model was decided on as the best way to expand, and to give others the opportunity to develop their own destiny. The first franchise was sold in 1995, and there are now 15 operating across the UK.

“Because our franchisees own their own businesses, they are passionate about the quality of their work.”

Raising finance can be a stumbling block, particularly in the early stages. The Revival Company was funded by the sale of the family home and as a company, they still look to self-fund all expansion.

Mr Orriss said: “It has been our target for over 15 years, to achieve 20 per cent growth per annum. We have good and bad years but on average we are ahead of this target.

“All our senior staff work hard to achieve these figure and most members of staff are on some sort of share of the profits. If the company does well everyone does well!”

The Revival Group now consists of four divisions: domestic fire and flood disaster restoration, AREPA UK Commercial (including mechanical and electrical) fire and flood disaster restoration, Revival Environmental Pest Control Services, Special Projects and Worldwide rapid response Innovation is key to the continued success of the company, said Mr Orriss. The company helped to pioneer the use of heat treatment to restore flood damaged buildings. This process is usually quicker and more cost-effective than traditional methods, which favour rebuilding over restoration.

The group has the largest number of drying systems in Europe and can deploy skilled and experienced technicians quickly. Its hydrothermic drying system was used in the recent Cockermouth flooding and ensured ‘business as usual’ was resumed, saving time and money. In March, following three years of research and extensive testing, Rentokil launched a new chemical-free pest control process, Entotherm, in partnership with Revival Environment.

This process uses the hydrothermic drying system to eliminate pests such as cockroaches, bed bugs and pharaoh ants. The partnership's joint entry won a Best Business Award for Best Innovation in the Private Sector.

So what does the future hold for The Revival Group?

“These days it is not in our business plan to sell franchises. We have a mature and successful network, some of our franchisees are turning over in excess of £1m a year and growing quickly. Our aim is to support their development.

"In addition, we’re looking for rapid growth this year in our commercial disaster restoration company AREPA UK, together with equally rapid growth from Revival Environmental following the exclusive contract with Rentokil.

"I am 65 now and last year made the decision to let the younger, brighter managers, who have worked for the company for many years, take control of the day-to-day running of the business.

“My role is financial control and long-term planning, and it’s working brilliantly well.”