B2B Magazine issue 115 May 2016

115 MAY 2016

B2BMAGAZINE.COM.AU

TALKIN’ BOUT OUR GENERATION DDCS discusses estate planning for Gen Y (p.6)

WHY CHOOSE A CAREER IN RECRUITMENT? HorizonOne outlines the positives(p.8)

ARE YOU MARKET INTELLIGENT? RSM explains its importance for your business (p.10)

CALLIDA: COMMITMENT JUST GOT STRONGER COVER STORY (p.16)

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AFFORDABLE PERSONAL TRAINING

IS STRATA MANAGEMENT WHAT IS RELATIONSHIP FOR YOU? MARKETING?

Trick Fitness revolutionises personal training (p.12)

Vantage Strata is currently recruiting (p.24)

Synapse Worldwide says it's all about trust (p.25)

Porsche recommends

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PUBLISHER'S NOTE

YOU ARE NOT ONE OF THE 50,000 Boom, and we are off to another Australian Federal election. A 55-day war-of-words that may lead to a peaceful transition of government or the ongoing Coalition government. I thought I might muse in this column about something that has been on my mind for some time now.

That is: should we vote on issues that impact on our individual lives or on broader issues that we believe important to society?

I mean, if our representatives are supposed to reflect a broad section of our society then shouldn't we be honest about the issues that impact on our individual lives and then these views will be better reflected by those that supposedly represent us in parliament? Some may say this is exactly what we have and this needs to change. They may suggest that for the majority of us to maintain our privileged way of life we need to be more egalitarian and think of the needs of our fellow citizens as a way of protecting and building on the status quo. Of course we can pretend that we influence policy by voting, but it's not really influencing is it? It's more like endorsing. Very few Australians belong to the Labor, Liberal or Green political organisations. In fact, so few that if you really wanted to have a say, be heard and influence actual policy, convincing 20 of your mates to strategically join and advocate for particular candidates and positions in an electorate could lead to you 'owning' actual politicians. If you are a 'rusted-on' voter in a safe seat, your vote won’t make a difference. But, if you are a swinging voter in a marginal seat, or a ‘rusted-on’ voter that switches sides in a marginal seat, your vote is like gold.

So, when it all comes down to it, about 100,000 Australians are members of the major political parties (combined), so if you want to influence policy and preselections, sign up. If you want to influence the outcome of elections it will come down to about 50,000 well placed votes in 40 marginal seats … enjoy the election campaign.

Tim Benson, Publisher Send all comments to: editorial@b2bmagazine.com.au

3 Smart time management tips

Kristin Miller General Manager Smart Business Guardian You're an entrepreneur, a Research has startup, a small business. You're making sales, bringing in revenue... proved that multibut... something... just isn't right.

Have you ever found yourself tasking causes you saying ‘this wasn't what I expectto waste time ed when I started this business’?

Quite simply do you have things under control? Here are some admin tips to help you get back on track.

❶ Outsource things that are not your core business.

This could include: administration, bookkeeping, payroll, paying bills, invoicing, government reporting and other red-tape. Give it to an expert who can do it right and quicker than you.

❷ Plan your day. Work on the hard things first.

For complicated tasks, try working on them at the start of the day. You will be fresher, more focused and less likely to be interrupted.

❸ Stop multi-tasking on business work.

Research has proved that multi-tasking causes you to waste time.

Switching between tasks results in lost time. Focus and complete one task at a time.

(02) 6162 1187 49 Phillip Avenue, Room C205, Watson, ACT 2602 smartbusinessguardian.com

CONTENTS FEATURES 05 The ‘team’, now more than ever, is critical to retaining your staff

by PCA People

22 REAL ESTATE Looking to invest or live!

by Maloney's Property

06 Talkin’ bout our generation – estate planning for Gen Y

06

by DDCS Lawyers 07 Paradise, found Ratua Private Island 08 Why the hell would you choose a career in recruitment?

by HorizoneOne Recruitment 10 Are you market intelligent?

by RSM 12 Affordable personal training in Canberra

by Tim Benson

08

14 Outsource your business admin and bookkeeping to the Guardian group

by Smart Business Guardian COVER STORY 16 Callida: commitment just got stronger

by Callida Consulting ADVICE FROM THE EXPERTS

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21 INTELLECTUAL PROPERTY Risks associated with using a descriptive brand name

by Arete Group

19 BOOKKEEPING Ten characteristics of the ideal bookkeeping customer

by Tailored Accounts 19 BUSINESS LAW Small business to benefit from the unfair contract terms regime

by Bradley Allen Love Lawyers

22 RECRUITMENT Engage or estrange: why don’t bosses listen to what matters to their staff?

by Hays Recruiting Experts Worldwide 23 SPORT The 2050 Soccer World Cup winner is...

by YABBA.guru 24 STRATA MANAGEMENT Strata - more than just a temporary job

by Vantage Strata 24 WEBSITES Relationship marketing and your customers

by Synapse Worldwide A2B: ASSOCIATIONS TO BUSINESS 26 CANBERRA BUSINESS CHAMBER HMAS Canberra’s first operation does us proud G2B: GOVERNMENT TO BUSINESS 28 CHIEF MINISTER'S MESSAGE Capital ambition - using the Canberra advantage to boost economy 36 BUSINESS NETWORKING

20 BUSINESS SUSTAINABILITY Running sustainable events

by Actsmart Business recycling. energy. water.

30 B2B@Canberra Business Chamber: business after business networking with RSM

20 FAMILY LAW A taxing time: family law and stamp duty

by DDCS Lawyers

31 B2B@RSM 2016 Federal Budget presentation

21 FINANCIAL SERVICES Investment risk – how much can you tolerate?

by RSM

32 B2B@OPC I.T family movie event in support of Camp Quality 34 B2B@HAYS executive assistant networking event 35 B2B@HAYS DNA of an HRD

ISSN 1833-8232 LEGAL NOTICE

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Man Bites Dog Public Relations (‘MBD’) owns the copyright in this publication. Except for any fair dealing as permitted by the Copyright Act 1968 (Cwth), no part of this publication may be reproduced without the prior written permission of MBD. MBD has been careful in preparing this publication, however: it is not able to, and does not warrant that the publication is free from errors and omissions; and it is not able to verify, and has not verified the accuracy of the information and opinions contained or expressed in, or which may be conveyed to readers by any advertisement or other publication content. MBD advises that it accepts all contributed material and advertisements contained in this publication in good faith, and relies on various warranties and permissions provided to it by the persons who contribute material and/or place advertisements. Those warranties and permissions include that neither the material and/or advertisements are misleading, deceptive or defamatory, and that their use, adaptation or publication does not infringe the rights of any third party, or any relevant laws. Further, MBD notifies readers that it does not, nor should it be understood to endorse, adopt, approve or otherwise associate MBD with any representations made in contributions and/or advertisements contained in the publication. MBD makes no representation or warranty as to the qualifications of any contributor or advertiser or persons associated with them, and advises readers that they must rely solely on their own enquiries in relation to such qualifications, and be satisfied from those enquiries that persons with whom they deal as a result of reading any material or advertisement have the necessary licences and professional qualifications relating to the goods and services offered. To the maximum extent permitted by law, MBD excludes all liabilities in contract, tort (including negligence) and/or statute for loss, damage, costs and expenses of any kind to any person arising directly or indirectly from any material or advertisement contained in this publication, whether arising from an error, omission, misrepresentation or any other cause.

UPFRONT

The ‘team’, now more than ever, is critical to retaining your staff

By Paul Mitchell

W

e often hear that employees want to leave their current role because of their manager.

However, behind this is often a team that is also impacting the employee’s decision to look elsewhere.

‘Teamwork’ is a critical factor for employee retention and now more then ever, we are seeing candidates wanting to be part of a team that is successful. Teamwork and being part of a team has been identified as a key motivator for employees in the current market.

It is up to all members of the team – including the manager – to ensure the team environment is one that facilitates true teamwork. If this isn’t the case, employees will continue to walk out the door. So what makes a successful team?

In my experience, true teamwork means being surrounded by a supportive, focused, and positive team. A team needs to support each other through highs and lows, be completely focused on team objectives,

Jon Cumming Chief Digital Officer, ACT Government

Miguel Carrasco Partner & Managing Director, BCG

and have fun. The final win is so much more enjoyable and the lows manageable, if you’ve had fun along the way.

If you’re a sportsperson or into sports, you will know that a team won’t win without cohesion. Very rarely does a malfunctioning team (one that doesn’t support each other and isn’t focused on the goal) win, on or off the court, let alone when it truly counts! One player may score all the points but the team can still ultimately lose.

Team members want to feel that they are contributing to team goals, and the team in turn is participating in broader organisational goals. There needs to be a clear line of sight from what the team does and how it helps the organisation to achieve both short and long term goals.

To accomplish this, team members need to know what is required of them both individually and collectively. This is enabled by open and transparent communication.

Not only do they need to know their own roles but also the strengths and weaknesses

Leonie Walsh Lead Scientist, Victorian Government

Andrew Barr MLA ACT Chief Minister

of each other. A team with clear direction and understanding will often succeed and survive the rough patches.

A team needs goals, direction and the right environment to succeed. So ask yourself - regardless of whether you’re a manager - ‘are you facilitating or inhibiting your team’s success?’

Paul Mitchell is a recent addition to the PCA team.

He comes from a HR and coaching background and is the Team Leader for our Government, Executive, Legal and Scribe Division.

T: (02) 6257 1010 http://www.pcapeople.com.au/

Dr Tim Turner Branch Chair, ACS Canberra Branch

Anthony Wong President, ACS

For all information about the conference, please go to ACS Conference Website or contact ACS Canberra Event manager, Ms Jenalle Wei, Jenalle.

Wei@acs.org.au or 02 6143 5503. Follow us: @ACSCanberra @ACSNewsfeed #ACSCanEvents#ACSCanCon

F E AT U R E

Talkin’ bout our generation – estate planning for Gen Y

By Rehana Richard

Y

ou are a child of the 80s and 90s – a product of the Generation Y era, just like me. You’re young, healthy, technologically savvy and enjoying the best years of your life. The topic of ‘estate planning’ is probably not on the top of your to-do list. Or perhaps it is, and you have filed the topic in your ‘too hard’ basket. But stop and think for a moment: what would happen to your assets, family and loved ones if you were to lose your mental capacity or pass away? Here are 5 reasons for you to look into your estate planning because in reality, we all have an estate regardless of our age!

Control of social media accounts, passwords and your digital estate: Facebook, LinkedIn, Twitter, Instagram, Pinterest, email, debit cards and online membership subscriptions. You are likely to have an account with one or more of these online platforms and it is important that someone you know and trust is able to locate these details if they need to manage your affairs if you become incapacitated.

You might not have traditional assets such as cash, shares or property investments, but have you ever considered the value of your ‘digital estate’? This is an often overlooked aspect of estate planning particularly relevant for Gen-Ys and comprises things like email, followers on social media (eg. Instagram), streaming subscription service accounts (eg. iTunes library), and copyrights in photos, videos and music you have created, downloaded or purchased online. If you have died and appropriate steps have not been implemented beforehand, then access to and use of the potential digital asset following your death may be frozen or lost.

Nominate someone to manage your financial and personal affairs if you lose capacity: We like to think we are indestructible, but unfortunately things do go wrong. An Enduring Power of Attorney (EPOA) enables you to appoint someone (such as your parents, partner or close friend) as your attorney and that person will be responsible for looking after your finances and/or health and personal matters should 6

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you lose capacity. If you do not have an EPOA and you lose capacity, your family may have to apply to the Guardianship Tribunal to become your legal guardian, which can be time consuming, costly and emotionally draining.

Having a Will is not enough: If you already have a Will in place, that’s an excellent start.

However an effective estate plan includes more than a Will. Depending on your assets, a substantial part of your estate may not be subject to your Will and could be distributed in a very different way from what you expected. You need to consider, and get advice about whether jointly owned assets, business assets and superannuation are dealt with by your Will.

Don’t forget about superannuation entitlements: Gen-Ys tend to think that they have little or no assets to worry about- but with guaranteed superannuation contributions and life insurance increasingly being offered as a default within superannuation, your death can often result in a significant payout to your estate.

With most superannuation funds you are able to complete a Binding Death Benefit Nomination to elect a particular beneficiary of your death benefits. If you do not

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nominate anyone as beneficiary, the trustee of your superannuation fund has the discretion as to whom your death benefits are paid. Be careful though, as there are rules about who can be a beneficiary.

This is important for people of all ages – however for all my fellow Gen-Ys out there, the time to think about your estate planning is now. If you’d like to discuss this more, please contact Rehana Richard at DDCS Lawyers on (02) 6212 7600 or via email: estates@ddcslawyers.com.au.

Rehana Richard is a lawyer of the firm.

18 Kendall Lane, New Acton, Canberra phone (02) 6212 7600 mail@ddcslawyers.com.au www.ddcslawyers.com.au

UPFRONT

Paradise, found

H

idden within the pristine islands of Vanuatu is a little island paradise - Ratua Private Island.

It offers a unique eco-lodge and authentic pacific experience combined with its charming character that makes this destination appealing to passionate adventurers and nature lovers. Staying in any of its rustic villa handcrafted from 200-year old Indonesian teak houses is a celebration in itself! Thirteen villas are spread in three villages; each is veiled with lush vegetation leading to its own private beach with breathtaking view of turquoise water. Guests are limited up to 38 to preserve its natural surroundings and to ensure utmost privacy.

From Espiritu Santo mainland, a fun and refreshing 30 to 45-minute motorboat ride marks the beginning of an adventure of a lifetime. Upon arrival, warm smiles welcome all travellers while slowly immersing in the local culture.

Take pleasure in Ratua’s one-of-a-kind activities; swim with horses, canoe to Malo blue hole, snorkel at the nearby colourful reef, watch sea turtles as they feed on sea

grass, or simply sit back, relax and enjoy the serenity of the place. Fitness buffs’ may run, walk, or cycle around the 146-acre island, otherwise let out the wrangler in you and saddle up on horses and discover the island, the cowboy way. Travellers may also indulge at Ratua’s overwater Sunny’s Spa where various treatments are available to relax the body, mind and soul. Dining is exciting as the kitchen works with its own organic produce and from neighbouring islands along with fresh catch from local anglers.

Complementing the food is a select wine hailed from the owner’s boutique winery in Southwest France.

Whist secluded from the modern world, Ratua offers Wi-Fi connection at its Yacht Club - the social hub of the island. Rich cultural entertainments are offered in some nights in addition to the innate beauty of nature and starry skies that completes a magical stay in paradise.

On top of all these, Ratua Private Island is 100% non-profit. Proceeds are directed to the Ratua Foundation (ratuafoundation. com) who aids in the literacy programs of

primary schools in Vanuatu.

Easiest way to get here from Australia: Air Vanuatu flies weekly direct non-stop • Brisbane – Santo (Tuesday) • Santo – Brisbane (Monday) For more information and to avail of special offers, please contact us at: M: +678 55 34 000 M: +678 75 111 02 M: +678 30020 E: management@ratua.com E: reservations@ratua.com W: ratua.com Postal Address: PO BOX 396, Luganville, Espiritu Santo, Vanuatu Watch video at: http://youtu.be/pGbq-FUDab8

SHARES OR PROPERTY? HOW TO HAVE BOTH! Scarlett Financial has specialist wealth management and property investment consultants that work collaboratively on wealth accumulation strategies.

I have been asked the question many times, shares or property.

However, the most effective wealth accumulation strategies capitalise on shares and property. Shares can be used to accelerate the acquisition of a property and equity in property can be an opportunity to diversify into shares. At Scarlett Financial we provide the opportunity to diversify and build wealth with shares and property.

We work closely on wealth accumulation strategies in order to understand cash flow, debt levels, and overall portfolio diversification.

We see property as a significant investment decision and a very effective asset class for wealth accumulation. I advise on how to make a smart property investment and the returns for our clients have been outstanding.

Nathan Nash Wealth Management Consultant

Michael Gilbert Property Investment Consultant

At Scarlett Financial we make smart investments in shares and property so our clients achieve financial security and a lifestyle of their choice.

Call us for free 1 hour consultation An opportunity to diversify into shares and property

Canberra: 02 6169 4051 Sydney: 02 8249 8399 contact@scarlettfinancial.com.au scarlettfinancial.com.au

F E AT U R E

Why the hell would you choose a career in recruitment?

By Simon Cox

T

his is a question I have been asked too many times to count.

So how did I end up in recruitment? How does anyone?

My answer to this is like many others in the profession…I stumbled into it and put simply….it just fits.

A more constructive question however would be, what have I gained from the experience, and why would I recommend this career path to others?

So in answer to your burning question, here are some great reasons why you might consider a career in recruitment:

You need a job where you achieve outcomes…..everyday Do you get frustrated by bureaucracy, red tape or inefficient processes?

Recruitment is a rapidly evolving industry where new technologies and new approaches to communication emerge constantly. It is a competitive industry where working smarter each year is a must, and top performing companies embrace innovation. Therefore a healthy recruitment business loves new ideas and is constantly looking for the team to help drive more efficient ways of working and will empower their staff to improve how you work.

Do you get a real buzz from your achievements?

When you secure the ideal professional to fill a critical role in an organisation, there is a tremendous sense of satisfaction. Most long term recruiters still list this as critical motivator for all their hard work, and these somewhat ‘addictive outcomes’ seem to never wear old.

You are fascinated by human and organisational behaviour Looking to rapidly build your perception and emotional intelligence capabilities?

Very early in your recruitment career you will have the opportunity to interact with exciting, high achieving people and work across a huge range of different organisations. As you work your way from recruiting for HR Officers to Hiring Managers and then to Senior Executives, you experience unparalleled access to masses of information about how successful organisations are run, and how top people achieve their goals. An insightful and adaptable recruiter will never stop learning, and intrinsically understands what makes talent rise to the top.

You want a role that makes an impact on people’s lives

control over what you earn as recruitment. It is not unusual to see a high performing recruiter in their late 20’s or early 30’s punching above their weight with their own home and multiple investment properties.

You love variety in your word day The life of a recruiter is a busy and varied one. At any one time you will be working multiple assignments across multiple industries with a wide range of stakeholders and daily deadlines. The great thing however is that as you work through the ranks towards your own ‘business within the business’, you not only gain more control over this dynamic, you also achieve a lot of freedom over the ‘what and when’ of your daily workload.

You want to build consulting capabilities, sell knowledge not a product Whilst there is a strong sales element to a career in recruitment, the further down your career path you go, the more you built consultative relationships and you will no longer need to chase work. Whilst placing people in jobs could be seen as a product, what we are really selling are our consulting skills, our knowledge and our networks.

Global and National career opportunities Ask any Recruitment Manager or business owner what is the biggest challenge in their role, and they will tell you it is accessing high quality Recruitment Consultants. This means that once you have established a strong track record of performance, the world is your oyster. If you don’t believe me, jump on SEEK or Monster and look at recruitment jobs in any major city worldwide.

Along with getting married or buying a house, landing a great job is one of those major moments that has a massive impact on your life. Whilst we can’t find everyone their ideal job, we can certainly help counsel and guide them toward the right path and achieve their goals.

It is this opportunity to make a real impact that helps great recruiters to stay passionate and committed to excellence in their roles.

You seek strong financial independence or to build personal wealth?

Strong recruiters are paid well, it is that simple. And the harder you work, the more you are paid. Whilst the work can be strenuous and very challenging, there are very few careers that give you as much 8

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Sourcing talent is a science, not a sales game

Please contact Simon Cox Director at HorizonOne Recruitment on 02 6108 4878 or simon@horizonone.com.au Level 1, 27 Torrens Street, Braddon www.horizonone.com.au

kasra.com.au -16-2

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Doing everything by yourself doesn’t make you a hero Smart Business Guardian helps you rise above the details and focus on your success Let us do your bookkeeping and: > Compliance and reports > Payroll management > Payment processing

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F E AT U R E

Are you market intelligent?

Kirsty McGovern-Hooley Senior Manager - Market Intelligence, Business Advisory RSM Australia

T

he foundation of any successful business strategy is market intelligence. Being informed means you can make competent decisions about your business’s direction and have the foresight to predict and be prepared for the challenges ahead.

Market intelligence means knowing the context of the economic environment you are operating in, understanding your consumer, and how your product or service plays a role in their work or home life. It also means understanding your competitors’ business and marketing investment strategies.

Having market intelligence is an investment in time and effort. Objectively

“...many businesses have large amounts of internal customer and sales data, but not the time or the expertise to analyse it effectively and make it meaningful.” reviewing the market situation and competitive landscape and accessing reputable and reliable market research and distilling this information into meaningful business decisions is an empowering experience. The benefits gained from having this “inside knowledge” enables a business owner to manage risks from market pressures and predict changes. It gives a business the agility to transform weaknesses into strengths and the confidence to take advantage of opportunities that will deliver their goals.

Many think only large international or national companies benefit from market 10

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intelligence. In fact, market intelligence is equally important to the success of Canberra businesses, large or small.

For Canberra businesses to be market intelligent, there are three key enablers:

Local market knowledge Looking at the “big picture” helps an owner understand the broader market and economic impacts on their business, and helps anchor their business plan in the context of the Canberra marketplace.

Canberra often runs counter to the national norms, so having localised market knowledge can be the difference between making the right or the wrong decision.

Canberra is a unique marketplace in Australia, heavily influenced by its role as Australia’s capital city and home of the Federal government. Understanding the market dynamics, economic trends and effect of the election cycles on the market are fundamental to operating successfully. The effect of Federal Government policies, such as efficiency dividends have knock-on effects that broadly impact many industries in the ACT, from population movements across town centers resulting from office relocations through to outsourcing opportunities for the private sector.

For established businesses looking for growth opportunities, it is a challenging environment, reaching saturation more quickly than other jurisdictions, with high levels of competition. In some major sectors such as ICT, there are over 1,000 businesses operating in Canberra, and underneath the calm exterior, it can be a hothouse of competition.

In the retail sector, the introduction of global “big box” chains has introduced a level of retail competition that is unprecedented in our local market. The effect of increasing competition combined with reduced household discretionary expenditure is placing significant pressure on many local

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retail businesses.

It’s important to be aware of the overall economic challenges in the ACT. Understanding the marketplace and how your business interacts with the local industry environment will identify ways that you can turn challenges into business opportunities

Consumer insights It is easy to be caught up in a small market mentality when investigating market research data and put it in the “too hard basket”. Whether your target “market” is a young parent with children or a government department head, understanding the target beyond their basic demographic profile or job title provides insights into how your business or product best services their need or interacts with their world.

Informing and building your market knowledge through sourcing appropriate market research can deliver some powerful insights. Consumer insights will identify your target’s demographics, attitudes, life stage, lifestyle, purchase behaviour, psychographics and values. This information informs your brand positioning and key selling proposition.

Identifying key insights into the lifestyle and media consumption will enable marketing to be targeted effectively, in context at a time when the target consumer will be most receptive to your message.

There are several ways of accessing valuable data: • Bespoke qualitative and quantitative research is more accessible and affordable for smaller businesses with developments in technology and online data collection.

• Taking the time to communicate with your product and service users about their experiences and attitudes will provide insights into the aspects of your business that are most valuable to your customers.

It helps identify gaps in service delivery or product specifications, customer service issues or product problems. It also

F E AT U R E

“Canberra often runs counter to the national norms, so having localised market knowledge can be the difference between making the right or the wrong decision.” enables a measurement of your brand and customer relationships and purchase intention.

• Omnibus research from reputable national companies provides “off the shelf” data that can provide comprehensive consumer market data, including demographics, psychographics, attitudes and behaviour for a large number of industry categories.

• Accessing existing economic and market data from industry and government sources provides a big picture view of economic and industry trends.

The amount of research data available can be overwhelming. Additionally, many businesses have large amounts of internal customer and sales data, but not the time or the expertise to analyse it effectively and make it meaningful. Having this data interpreted and analyzed by a team of business and marketing analysts, will draw out the implications and challenges for your business and place the data in context that is usable and useful to your decision making.

Competitor analysis Who are your competitors? Knowing your competitors and understanding their business strategy and operational tactics, means that you can defend against their strengths and take advantage of their weaknesses.

• Knowing your competitor’s target consumer or business and their key selling proposition enables you to position your business to the best advantage.

• Understanding your market share and your competitors’ market share can provide context of the development of your category and sector. Understanding the level of market saturation enables a business to position itself to advantage for expansion and growth.

• Advertising spend data is available by category, so it is advisable to review your “share of voice”. Competitive and

category analysis can show whether or not competitors are investing ahead or behind their market share. Reviewing your competitors marketing strategy and investment and understanding “share of voice” will inform strategic decisions to optimize your own marketing spends.

• Knowing the distribution of your competitors’ products or services may identify gaps and opportunities for expansion or diversification of your business.

A competitor analysis will provide inside knowledge about why your business may be facing issues, or open up potential opportunities. Having an evaluation of how your competitors respond to market pressure and competitive tactics, will enable your business to adapt to changes with confidence and make informed decisions.

How to become market intelligent?

Market intelligence (market knowledge, consumer insights and competitor analysis) is critical to all businesses, especially those at their start-up and growth phases. Large national and international companies invest heavily in systematic and regular acquisition of market intelligence; whilst many small and medium-sized enterprises (SMEs) do not have the budget or time. Without adequate market intelligence, SME owners and managers tend to rely on informal impressions and unverified conjectures to make critical strategic decisions, which might leave the business in a dangerous competitive blind spot.

An experienced market intelligence advisor can help you steer clear of these blind spots. For Canberra SMEs, when choosing a market intelligence advisor, look for firms who have extensive local knowledge and are budget-conscious.

Kirsty McGovern-Hooley Senior Manager - Market Intelligence, Business Advisory RSM Australia Prior to joining RSM, Kirsty held senior planning roles in one of Australia’s leading advertising and marketing agencies. She then relocated to Singapore to pursue an opportunity managing Asia-Pacific and global brands including Nokia and Hewlett Packard. Kirsty has experience working on some of the largest blue chip clients across a broad range of industries, including human services, IT, communications, hospitality and retail. Her experience also encompasses federal and state government cooperative marketing initiatives in the tourism industry.

Since returning home to Canberra, Kirsty has worked with a large number of local SMEs, including disability and community services, sport and recreation, education and food services. Kirsty applies a wealth of global and national experience with a local Canberra sensibility to her advisory role. Kirsty also invests personal time in community advocacy, holding an executive position on the ACT Council of Parents and Citizens and is a board director of The Healthy Kids Association.

For a no obligation consultation with Kirsty McGovern-Hooley, Senior Manager at RSM Australia in Business Advisory, contact her on Kirsty.McGovern-Hooley@rsm.com.au or (02) 6217 0317.

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F E AT U R E

Ray Morton, Managing Director of The Cleaning Warehouse, has been training at Trick Fitness for four years and has made it part of his daily routine.

“Not only had Trick Fitness improved my health and fitness but it is part of my daily work routine. I would highly recommend Trick Fitness.”

Ray Morton

Words and photography: Tim Benson

Affordable personal training in Canberra

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f you are a busy person that currently invests a lot of money in a personal trainer each week or someone that would like a personal trainer but baulk at the cost – then Trick Fitness is for you.

Most personal trainers charge between $60 to $120 per session. At Trick Fitness you could train 10+ times a week with a personal trainer for a total cost from $52 per week less than the cost of one session elsewhere.

“Each week you book in as many sessions as you feel like and are then trained by a personal trainer during each session,” Andrew Thurling, Founder and Director at Trick Fitness, said.

How does it work Trick Fitness memberships run from 12 weeks. At the start there is an assessment to see what clients want to achieve during the 12 weeks. The assessment includes measurements and body composition testing (a readout of active muscle tissue, body fat as a percentage and hydration).

“We set goals with the client and design a program based around those goals,” Andrew explained.

At Trick Fitness there is a maximum of five clients per trainer. Each time you book a session you have a personal trainer.

Another great feature at Trick Fitness is that they have a booking system to allocate enough staff so that the gym is never overcrowded.

“People don’t usually like gyms because they don’t know what to do or how to use

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The Trick Fitness difference At Trick Fitness you can pay the cost of one personal training session per week (from $52 per week for 24 weeks) and receive the following: 1. assessment and goal setting session 2. personal program developed specifically to achieve your goals 3. progress assessment every month 4. unlimited training sessions per week; and most importantly 5. fully qualified personal trainer every time you train.

the equipment and therefore don’t get the results they are looking for,” Andrew offered.

Who uses Trick Fitness People are coming to Trick Fitness for many reasons including weight loss, rehabilitation, strength training and stress relief.

• Weight loss. Let’s face it most people turn to a gym to assist with weight loss.

Trick Fitness can work with people of all shapes and sizes to achieve their goals.

Trick Fitness can also work with people’s diet and their understanding of food and how it can work with exercise to achieve their weight loss goals. They can also provide supplements to increase results at a greater rate.

• Rehabilitation from injuries to shoulders, knees, hips and backs. Trick Fitness can work closely with physiotherapists and sports chiropractors.

• Strength Training for people that want to put on weight and build muscle to keep up with their kids, get into body building

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and powerlifting or a particular sport.

• Stress Relief is important for many people.

“For some of our clients if they went to work and skipped their gym session they would risk exploding at work. They burn off their stress at the gym and go into work happy,” Andrew reflected.

“TF is great for busy business people that feel they don’t have the time for fitness or training in the gym. A program can be developed to work around busy schedules and flexible training times. Any trainer can pick up your card and see your attendance and program and work with you appropriately,” Andrew concluded.

Andrew’s personal experience Andrew has a strong background in rehabilitation. From his own personal injuries including shoulder, knees and back. Shoulder from a birth defect (brachial plexus injury) where the shoulders and arms develop differently to each other.

“From birth doctors said I’d have 10 per cent use in my arm but through my development and rehabilitation I have almost 100 per cent capacity in my effected arm. This has come from a lot of work on my part and support from, sports chiropractor, Peter Garbutt at Enhance Healthcare,” Andrew outlined.

To find out more more about how Trick Fitness can work with you or your business to improve fitness and reduce stress contact Trick Fitness Founder and Director, Andrew Thurling, on 02 6288 0055 or info@trickfitness.com.au / www.trickfitness.com.au.

SE ASON 2016 Chief Conductor and Artistic Director Nicholas Milton celebrating his tenth year with the CSO. The ActewAGL Llewellyn Series exemplifies the breadth of human emotion and experience, while the Saturday Series features diverse programs with popular appeal.

ACTEWAGL LLEWELLYN SERIES

11 & 12 May

6 & 7 April

NIGEL WESTLAKE: Cudmirrah Fanfare SCHUBERT: Symphony No. 7 in B minor—Unfinished BEETHOVEN: Symphony No. 9 in D minor

/01 MOZART Benjamin Northey Conductor Virginia Taylor Flute

MOZART: Symphony No. 31 in D major—Paris JONATHAN DOVE: The Magic Flute Dances—Concerto for Flute and Orchestra NIGEL WESTLAKE: Out of the Blue TCHAIKOVSKY: Suite No. 4 in G major—Mozartiana

/04 TCHAIKOVSKY

Stephen Mould Conductor Soloists from Opera Australia

Nicholas Milton Conductor

17 & 18 August

/03 DVOŘÁK

Nicholas Milton Conductor Artistic patronage ActewAGL

Indira Koch Violin Wolfgang Emanuel Schmidt Cello WEBER Der Freischütz—Overture BRAHMS Double Concerto for Violin and Cello in A minor DVOŘÁK Symphony No. 7 in D minor

cso.org.au

2 & 3 November

/02 BEETHOVEN

CSO Direct (ticketing) 6262 6772

Artistic patronage ActewAGL

Kristian Chong Piano

NIGEL WESTLAKE Shimmering Blue RACHMANINOV Rhapsody on a Theme of Paganini TCHAIKOVSKY Symphony No. 4 in F minor

SATURDAY SERIES Saturday 20 February

/01 SHELL PROM PICNIC CONCERT

Saturday 2 July

/02 ICON WATER OPERA GALA In collaboration with Opera Australia 7.30pm, Llewellyn Hall, ANU Stanley Dodds Conductor Soloists from Opera Australia Saturday 8 October

/03 CANBERRA WEEKLY MATINEE MAGIC BEATLES IN SYMPHONY Saturday 8 October 2.00pm, Llewellyn Hall, ANU Guy Noble Conductor

With support from the Embassy of the Kingdom of the Netherlands 5.00pm, Grounds of Government House. Gates open at 3.45pm Marc Taddei Conductor Alan Vivian Clarinet

/canberrasymphonyorchestra

@cbr_symphony

F E AT U R E

Photo: Kasra Yousefi

Outsource your business admin and bookkeeping to the Guardian group

By Tim Benson

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n our March edition we introduced you to Kristin Miller, the founder of Smart Business Guardian and Trade Guardian. We learned about the business administration and bookkeeping support offered to a range of clients including tradespeople, professional association and a variety of small businesses.

“Smart Business Guardian started as a simple one-person service that helped tradespeople and small businesses deal with the boxes and piles of paperwork that kept getting in the way of them making real money,” Kristin said.

Today, the Guardian group provides business administration outsourcing to customers all over Australia.

“This has come about organically through great service, great content and repeated stories of our clients loving what we do for them.”

Today, the Guardian group is growing along with the businesses they support, their mission has not changed: “We’ll help you free up valuable time and resources so you can focus on growing your business and reaching your goals.”

Our team now includes Penny Shaw, Shiree DeSilva, Amanda Woodlee and James Woodlee. Between them they have a range 14

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of qualifications, skills and interests including formal qualifications (MBA’s, Masters of Professional Accounting, Masters of Business Management, Cert IV in Bookkeeping etc) and training and certifications with a range of accounting software. The team also is enthusiastic about supporting small business and making a difference.

“We work closely with our clients to determine the level of support they require and tailor our services to meet their needs.

This then frees the business owner to more productively use their time and to focus on their business to: build sales, increase revenue, take care of marketing, or other business goals they have prioritised to pursue,” Kristin explained.

An example of the value we provide to clients we work with includes: • Affordable and practical help • Less paperwork to deal with • Time to grow their business • Assistance with chasing debtors, payment of suppliers, staff, and subcontractors and, • compliance with activity statements, super and long service leave requirements.

A good example of the value of working with Smart Business Guardian is summed up

by Justin Hyland, Director of the Canberrabased Pacific Facilities Maintenance.

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“Trade Guardian, we cannot thank you enough for your support in 2015, a great company with the best staff! Kristin and Penny you have been a breath of fresh air in a very challenging and competitive environment, can’t wait for next year!”

Justin Hyland, Pacific Facilities Maintenance

(02) 6162 1187 49 Phillip Avenue, Room C205, Watson, ACT 2602 smartbusinessguardian.com

COVER STORY

Callida: commitment just got stronger Photography: Kasra Yousefi

Callida was formed four years ago from many of the partners of another Canberra success story, Acumen Alliance after they realised there was no large mid-tier consulting company left in Canberra to provide specialist, reliable and value-for-money consulting to Government.

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ince that time, Callida has grown in capability and capacity, and earned a reputation for delivering every time. With over 60 staff Callida is experiencing unprecedented demand for its services from clients who have grown tired of high fees for less skilled or junior staff.

In 2015 Callida established a labour hire, contracting and recruitment business called Callida Resourcing.

The Callida partners recently undertook an exercise to determine what it is their clients liked about them. Two very strong messages came back: the quality and integrity of their people, and their higher 16

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than usual level of commitment.

At Callida, commitment is more than a promise. Many clients would appreciate this having being ‘promised’ outcomes by firms that never materialise. Callida is committed to delivering outcomes to their clients.

From small beginnings, Callida is now being asked to undertake large and more complex assignments. Assignments that would normally be given to national and multinational companies are now being delivered by this local success story.

Some of the engagements undertaken

by Callida include: reforming and

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managing the systems accounting function for a large government department, contract management for two very large, complex and high profile contracts and process and systems improvement in numerous departments.

As a result of this demand, Callida has sought to deepen their capability through three strategic hires with Cade Brown joining to strengthen the Assurance offer, Carla Negrin joining to strengthen the Portfolio, Program and Project Management offer, and Andrew Robson joining to strengthen their Strategic and Operations consulting.

COVER STORY

Andrew Robson Andrew is Callida’s Management Consulting practice leader. Previously, Andrew carried out a number of senior service delivery and consulting roles, including: PwC’s and Strategy&’s (formerly Booz & Co) Federal Government operations practice leader; Hewlett-Packard’s national public sector enterprise director; and Deloitte Consulting’s Federal Government practice and SAP leader.

He is passionate about public sector reform with a particular focus on productivity and capability building and specialises in a broad range of disciplines, including: • Public sector reform Case for change and outcome/benefit measurement Capability-driven strategy and capability building Business/enterprise architecture and operating model design Roadmapping and rigorous portfolio and program management Technology-enabled transformation • Service delivery Public-facing multi-channel service delivery Corporate back-office operations and shared services Andrew is excited at the opportunity to augment Callida’s offerings by building out its strategy, operations and program/ change management capabilities. These new capabilities will deliver on Callida’s ambition of being a leading, full service provider. 

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Cade Brown

Carla Negrin Carla is excited to be joining Callida’s Management Consulting practice as an Associate Partner after having spent the last five years at one of the ‘Big 4’. Carla has a wealth of experience in Portfolio, Program and Project Management and has worked with a range of Federal Government clients in delivering large scale reform and transformation programs. Key clients have included the Department of Social Services, Human Services in Aged Care reform; the Department of Health revising their Chart of Accounts; the Department of Defence Human Resources Shared Services reform and in initiating capability maturity improvement activity at the Australian Transaction Reports an Analysis Centre (AUSTRAC).

Carla combines this with extensive commercial sector experience with over 20 years advising Industry in a range of support functions, general process improvement and in enabling end-to-end ICT programs that reduce total cost of ownership and importantly improve business operational performance. Much of this time was spent within the Australian Telecommunications industry in Melbourne.

Carla enjoys the Canberra lifestyle and keeps busy outside of work hours with her husband and two teenage boys. When time permits she enjoys travel and is noted for her Italian cooking.

Cade recently commenced as a partner in the Assurance and Financial Management service offer. He was previously with PwC and WalterTurnbull prior to their merger in 2010.

Cade has worked in internal audit in both the Commonwealth and ACT Governments as well as leading major financial management assignments at large agencies. Cade will look to leverage off a strong network which has been developed over fifteen years in business, being involved in high level sport and through being a board member of a number of Canberra’s not for profit organisations. He has a history of building strong relationships and working closely with his assurance clients to deliver real and fit-for-purpose solutions.

Outside of work, Cade is a passionate North Melbourne supporter, enjoys fishing in the Snowy Mountains and loves spending time with his wife Sonia and kids Archie and Alessandra.

info@callida.com.au (02) 6162 3339 www.callida.com.au 17 Murray Crescent, Griffith ACT 2603 PO Box 4207, Kingston ACT 2604

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17

ADVICE BOOKKEEPING BUSINESS LAW

19

Ten characteristics of the ideal bookkeeping customer

19

Small business to benefit from the unfair contract terms regime

by Harry Hoang, Tailored Accounts

by Mark Love, Bradley Allen Love Lawyers

BUSINESS SUSTAINABILITY 20

Running sustainable events

FAMILY LAW

20

A taxing time: family law and stamp duty

FINANCIAL SERVICES

21

Investment risk – how much can you tolerate?

by Kylie Hobday, Actsmart business recycling. energy. water

by Sage Leslie, Dobinson Davey Clifford Simpson Lawyers

by Nathan Porter, RSM

INTELLECTUAL PROPERTY 21

Risks associated with using a descriptive brand name

REAL ESTATE

22

Looking to invest or live!

RECRUITMENT

22

Engage or estrange: why don’t bosses listen to what matters to their staff?

SPORT

23

The 2050 Soccer World Cup winner is...

STRATA MANAGEMENT

24

Strata - more than just a temporary job

WEBSITES

24

Relationship marketing and your customers

by Shaun Creighton, Arete Group

by Peter Maloney, Maloney's Property

by Jim Roy, Hays Recruitment Experts Worldwide

by Paul Smith, YABBA.guru

by Chris Miller, Vantage Strata

by Sam Gupta, Synapse Worldwide

BOOKKEEPING

BUSINESS LAW

by Mark Love

by Harry Hoang

Ten characteristics of the ideal bookkeeping customer Since starting out in 2009, my staff and I have dealt with a wide range of customers from different industries and it got me thinking about what makes a customer great or ideal. Among our pool of customers, there are some who we thoroughly enjoy working with, and I’m confident to say that we’ll be working partners for the long-term.

As we have been in the ACT bookkeeping industry for over six years, we have come to a point where we need to be selective of the types of customers we want to build long-term relationships with. Just to give you a better understanding of what your bookkeeper expects of you, I have compiled a list of ten characteristics that we believe the ideal bookkeeping customer presents.

The ideal bookkeeping customer: 1. Keeps detailed records and is transparent in all their dealings.

2. Has a healthy business and clear understanding of the running of a business. This includes understanding the importance of paying staff, suppliers, tax, and super liabilities on time.

3. Is passionate about his/her business and shares with us his/her business vision. We want to be able to assist our customer’s business in every way we can.

4. Communicates well, promptly, and courteously with us. It is hard to progress if information is not supplied on time, and it creates low morale and bad affect when customers question everything we do and act rudely.

5. Is forward-thinking, open-minded and embraces cloud technology and automation. A majority of our customers have adopted cloud accounting, thus we have a lot of experience and expertise in cloud accounting softwares such as Xero and its add-on products.

6. Is open to us working remotely. Our headquarters is in Braddon, ACT, and a majority of our work is done here even though we have clients in Sydney and Brisbane. The team-based nature of our organisation has helped to facilitate high levels of efficiency and workplace support amongst our staff.

7. Respects the work we do by paying us on time, and understands that we have other customers such that their work may not get processed immediately.

8. Understands the importance of and embraces work–life balance. Don’t call us after working hours or during the weekends expecting us to perform a job.

9. Is honest and upfront with our team. We like customers who provide us with constructive feedback as we strive to constantly improve ourselves.

10. Refers us to family, friends and colleagues. If you appreciate the work we do, the best form of respect and assistance would be to help spread the word about our services to the people around you!

If you think you share the same core values as Tailored Accounts, why not ring us at 02 6169 5196 to explore some long-term collaboration opportunities?

Harry Hoang is Tailored Accounts Executive Director M3 Building, Level 1, Suite 127, 24 Lonsdale Street, Braddon ACT 2612 Australia T: 02 6169 5196 | M: 0434 196 607 E: info@tailoredaccounts.com.au | www.tailoredaccounts.com.au

Small business to benefit from the unfair contract terms regime Small businesses will soon enjoy the benefits of protection against unfair contract terms in their dealings with other businesses. Currently, only consumers who enter into standard form contracts can claim protection from unfair contract terms under the Competition & Consumer Act 2010 (Cth) The Government has described (the Act). However, small business can be just as vulnerable, often lacking the the amendments to the Act bargaining power to negotiate changes to their B2B contracts. as one which will “level the The Government has described the amendments to the Act as one which playing field in commercial will “level the playing field in commercial transactions”. transactions”. The protection will apply to businesses with fewer than 20 employees at the time of the transaction and where the upfront price payable under the contract is either: 1. $300,000 or less; or 2. $1,000,000 or less if the contract lasts more than 12 months.

Pursuant to section 24 of the Act, a term is unfair if: 1. it would cause a significant imbalance in the parties’ rights and obligations under the contract; 2. it is not reasonably necessary in order to protect the legitimate interests of the party who would be advantaged by the term; and 3. it would cause detriment (financial or otherwise) to a party if it were applied or relied on.

All three limbs of the test must be made out, and the court must consider the contract as a whole before a term will be deemed ‘unfair’.

Common examples of unfair terms include terms permitting unilateral changes by one party, terms limiting the rights of one party and terms which permit the assignment of a contract to the detriment of the other without their consent.

Standard form contracts are usually template documents produced by one party and offered on a “take it or leave it” basis. Courts will consider: 1. whether one of the parties has all or most of the bargaining power relating to the transaction; 2. whether one party was, in effect, required to either accept or reject the contract in the form presented; and 3. whether the terms of the contract take into account the specific characteristics of the transaction.

The Legislation will affect all contracts made on or after 12 November 2016, and will also apply to existing contracts that are renewed after this date. Businesses have a one year grace period to review and amend their existing standard form contracts to ensure compliance.

We recommend seeking advice on your contract terms if you are unsure about the legal or practical implications; however, the extension of the unfair contracts regime will provide comfort to small businesses that cannot afford to negotiate or seek such advice on its contracts.

Mark Love, Legal Director, Business Law 9th Floor, Canberra House, 40 Marcus Clarke Street, Canberra ACT 2601 E: mark.love@bradleyallenlove.com.au T: 02 6274 0810 | www.bradleyallenlove.com.au

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BUSINESS SUSTAINABILITY

by Kylie Hobday

Running sustainable events Public events can produce significant amounts of waste material, much of which is potentially recyclable, including paper, cardboard, glass, metal, plastics and organics. Furthermore, event patrons are increasingly expecting access to recycling services at ACT events.

Event organisers can play a positive role in implementing and encouraging sustainable activities and behaviour, both at an event and in the broader sense of educating the public on sustainability issues.

Sometimes making your event more sustainable can seem too hard, but it doesn’t have to be. Start with a single initiative and work from there.

Things to consider: • Well managed recycling services can enhance the profile of your event and, as landfill charges continue to rise, you will also save money by maximising the material that you recycle. Aim to minimise waste at every stage of your event and encourage your event team to reuse and recycle wherever possible.

• A large amount of the greenhouse gases emitted from your event will be generated by people’s travel to and from the venue, so it makes sense to think about how your patrons might arrive and provide information on greener options.

• Research venues and select one that demonstrates sustainable practices.

• Reducing energy and water consumption at an event will have a positive effect on our environment and save money. Try to educate your patrons on how much water they use - conduct an audit of your energy and water consumption to identify the areas that most need effort and attention for the following year.

• Consider composting (waterless) or low-flush toilet systems. If you are using generators, investigate using Biodiesel or solar to significantly reduce the greenhouse gas emissions.

• Making socially and environmentally responsible purchasing decisions for your event demonstrates to staff and contractors that you are serious about environmental responsibility. Purchasing is often one of the first tasks undertaken and therefore sets the tone for decision making across the whole event.

The ACT Government’s Actsmart Public Event program is a great way to get advice and assistance and best of all it is FREE and available to any public event in the ACT. These events can range from small to large – such as a school fete, festival, show or sporting event.

Sign up to the Actsmart Sustainable Public Event program and you will be provided with access to advice and a wide variety of equipment, including water stations, signage, the Actsmart Public Event Sustainable Events Guide and Checklist and other resources that will help you with every step of the planning process to assist with strategies to: • Reduce energy and water usage • Reduce waste and increase recycling • Reduce greenhouse gas emissions • Educate and raise awareness of sustainability issues to event patrons For more information about the Actsmart Public Event program, visit actsmart.act.gov.au or contact the Actsmart Team via actsmartbusiness@act.gov.au or 13 22 81 (Access Canberra) to help make your event a more sustainable and successful one.

For more tips, information and resources visit the Actsmart Sustainability Hub (actsmart.act.gov.au) and follow us on: Facebook: Actsmart – Canberra Twitter: @SustainableCBR Contact number:13 22 81 Email: actsmart@act.gov.au Actsmart – helping your business make changes for a sustainable future.

FAMILY LAW

by Sage Leslie

A taxing time: family law and stamp duty Many factors go into working out how best to divide assets following the breakdown of a relationship. One factor that can be overlooked in negotiations is the taxation consequences of a proposed division.

It is important to understand how stamp duty in particular applies to family law settlements.

Stamp Duty is a tax levied by State and Territory governments. Typically stamp duty is payable upon the transfer or sale of property. The duty payable is assessed at the time that the new ownership is registered and is payable by the new owner. For policy reasons, State and Territory governments have created legislative exemptions for property transferred for family law purposes but it is important to understand exactly when a transfer will be stamp duty exempt.

Stamp duty exemptions operate differently in different States and Territories. Which legislation applies is dependent on where the property itself is located, and hence where a transfer will need to be registered.

In the ACT, section 74B of the Duties Act 1999 (ACT) creates an exemption on a transfer under ‘an order of a court under the Family Law Act 1975’ or ‘under a financial agreement made under the Family Law Act 1975.’

This means that if parties enter into a Binding Financial Agreement (BFA), Consent Orders, or an order is made by the Court, then a transfer of property in For policy reasons, State and the ACT pursuant to any of these will be stamp duty exempt, regardless of Territory governments have whether the transfer is to a party to the created legislative exemptions relationship or another person or entity.

This is important as it can sometimes for property transferred for be the case that arrangements are made for property to be transferred family law purposes but it is to a business partner, parent, sibling or important to understand exactly adult child depending on the particular circumstances of the family. when a transfer will be stamp The situation is somewhat different in New South Wales. Section 68 of duty exempt. the Duties Act 1997 (NSW) states that no duty is payable if, according to Court Orders or a BFA ‘the property is transferred, or agreed to be sold or transferred, to the parties to a marriage that is dissolved or annulled, … , or to either of them, or to a child or children of either of them or a trustee of such a child or children.’ (note that an identical provision applies for de facto couples). This means that the property must be transferred to a party to the relationship or one of their children for the exemption to apply, and is therefore narrower in scope than the ACT exemption.

ACT residents that have investment properties in NSW may find themselves in a situation where they seek Court Orders in the ACT, but it is actually the NSW duties legislation that applies to their property. It is crucial to obtain legal and financial advice as to the taxation implications of any proposed property division.

Sage Leslie is a Lawyer of the firm 18 Kendall Lane, New Acton Canberra City ACT 2601 T: (02) 6212 7600 E: mail@ddcslawyers.com.au www.ddcslawyers.com.au

FINANCIAL SERVICES

by Nathan Porter

Investment risk – how much can you tolerate?

Recent times have brought back fears of a global economic slowdown, with concerns surrounding China adding substantial volatility to the markets. These unsure times generally cause investors to question their investment strategies and can lead to some investors giving up on their carefully laid plans and selling at inopportune times.

As with all investing, sometimes that tip you receive or that information you have read can end up leading to an outcome that was not what was expected, such as selling down the asset or simply Sometimes a portfolio of performing poorly. Sometimes a portfolio what is seen to be defensive of what is seen to be defensive stocks can still end up being negatively perceived and stocks can still end up being sold down in uncertain markets. The only negatively perceived and sold thing that we are able to control is our choices and hope that, on average, over the down in uncertain markets. The long term they pay off.

Its times like these that investors will only thing that we are able to look at their strategy and try to decide it was correct, and while this may control is our choices and hope whether be a too little too late type of situation that, on average, over the long there are some key points that can help you weather the storm. term they pay off.

The first point is to be comfortable with all your investments. Whether this is understanding the intricacies of each individual investment or just the overarching asset class, as an investor you need to be comfortable with what you are invested in and also the amount of risk each asset class may afford you. Sometimes this comfort will come from having individual stocks that are household names or from outsourcing the knowledge to an investment professional to manage your investments. Having expectations of the type of ranges each investment class could have may reduce some of the shock if a sector falls. This also means that even if your timeframe for investing is long, you have to be able to accept the short term ups and downs that you may encounter along the way.

The second main point is diversification. This is a key strategy that can lead to smoother (or less volatile) returns over a period. By creating a portfolio of dissimilar investments, the portfolio will be able to earn the weighted average return of all investments in the aforementioned portfolio. While this in its self will reduce the volatility, the portfolio will also benefit from not retaining the weighted average volatility of the included investments (i.e. volatility of the portfolio will be less than any individual investment). To this end, a diversified portfolio will over time offer a larger return relative to the portfolios risk compared to concentrated portfolios.

The bottom line is that investors should try to remain focused on their investment strategy, rather than focusing on volatility and the day to day of their portfolio. A disciplined approach such as this will generally over the longer term lead to a much better result and reduce costly mistakes that can be created by trying to time the market.

INTELLECTUAL PROPERTY

by Shaun Creighton

Risks associated with using a descriptive brand name When selecting a new business name or brand, it is tempting to select words that describe your goods or services. The benefit of course is that when consumers see your brand, they will know what you do. The use of online search terms makes a brand that describes your goods or services all the more tempting.

The problem for descriptive [or even laudatory terms which suggest the benefits of goods / services] includes: 1. It is unlikely to satisfy the tests required to register that name / brand as a trade mark. Therefore you are unable to obtain proprietary [ownership] or monopoly [exclusive] rights to the name / phrase / brand. That is because under section 41 of the Trade Marks Act 1995 (Cth) (the Act), to be registrable, a mark must be sufficiently adapted to distinguish. Put simply, to be registrable, a brand can’t be descriptive of your goods / services.

2. If you happen to obtain registration of a descriptive brand, you are likely to encounter difficulties enforcing your rights against third parties. This is because for there to be infringement under section 120 of the Act, you must establish that the infringer used the words or brand “as a trade mark” rather than use purely in a descriptive manner.

3. Further, the more descriptive your trade mark, the more often you are likely to find other traders using terms you think infringe your rights. This may result in spending a lot of time and effort “putting out spot fires”.

A recent case before the Trade Marks Office [and now before the Federal Court], is in relation to rights in the descriptive brand “Sydney Distinctive brands are Business School”.

The University of Wollongong easier to register. It is also (UoW) started using the name “Sydney Business School” in 1999 in relation to its easier to enforce rights in a faculty of commerce. UoW attempted distinctive brand. to register this name as a trade mark in 2012. The University of Sydney (UoS) took exception to this attempt to gain a monopoly over the name, as it had rebranded its own faculty of economics and business to the “University of Sydney Business School” in 2013.

The parties are now in dispute over who should have rights to use, and prevent others from using the Sydney Business School name.

This case highlights the differences between descriptive and distinctive brand. Distinctive brands are easier to register. It is also easier to enforce rights in a distinctive brand.

At ARETE Group, our team includes specialist intellectual property lawyers who are experienced in proactive identification of potential issues relating to registrability and use of trade marks.

For further information visit our website at www.aretegroup.com.au or email Shaun.Creighton@aretegroup.com.au for an obligation free assessment of your legal or trade mark issues.

Contact us on 02 6162 1639 or shaun.creighton@aretegroup.com.au for a no obligation and free of charge initial discussion about your possible legal requirements.

Should you have any questions, please do not hesitate to contact Nathan Porter, Financial Planner at RSM Australia, on 02 6217 0335 or email nathan.porter@rsm.com.au “Financial advice is provided by RSM Financial Services Australia Pty Ltd (AFSL 238 282) a wholly owned partnership of RSM Australia Pty Ltd. All advice is general in nature and doesn’t take into account individual financial circumstances, before actioning any strategies, you should consider the above in line with personal goals and objectives and consider seeking personal financial advice.”

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21

REAL ESTATE

RECRUITMENT

by Peter Maloney

by Jim Roy

Engage or estrange: why don’t bosses listen to what matters to their staff?

Looking to invest or live!

Planning for the future is an important part of our lives, part of which includes your future housing needs. Where do you want to live and what facilities will you require?

So bearing this in mind should I buy an investment property now that I can move into? Naturally being able to make decisions for your future needs as soon as possible is very prudent and will hopefully eliminate future stress.

What points do I need to consider?

Obvious one is budget. Can I afford the home I desire in the future?

Before you fall in love with the perfect property and then realise it is out of reach, discuss your finances with an Looking at a property through appropriate professional e.g. mortgage broker, or your accountant. Importantly investor eyes is often different to this property will be an investment until thinking about your own needs. you are ready to occupy so factoring in the associated costs and benefits is An investment will be based very important. Part of this planning is future costs like refurbishing kitchens and around potential tax benefits, bathrooms prior to occupying. income depreciation, potential Looking at a property through investor eyes is often different to thinking capital growth and suitability for about your own needs. An investment will be based around potential tax a quality tenant. benefits, income depreciation, potential capital growth and suitability for a quality tenant. Always important to understand who will be your potential target market and what type of tenants will be attracted to the property.

Whereas your needs may vary greatly to that of a tenant- you may not be comfortable living in a mixed use residential complex, yet tenants are.

Do I need a garage or shared underground parking? Will you use a pool, gym or extra facilities? Anticipating your future needs and lifestyle is very challenging as your needs and wants can vary from time to time. Often buyers will say to me that “they could live here”, but will that be the case in ten years’ time when they need the property.

Location is a major factor in considering where to live in the future.

Unfortunately, as we age our capacity to drive is reduced and anticipating this should probably be in the planning. Choosing a property where I can live close to facilities or transport would be a huge advantage. In this process there will be a need to prioritise facilities you must have and those you can compromise on. This may mean forgoing certain aspects to ensure you secure the right location which in the long run will have a huge advantage to your lifestyle. Whereas some people may see space for a hobby as the priority, what are your needs?

So I don’t believe there is a right or wrong strategy as we are all different.

Yet planning as early as possible certainly has merits and may be aided by buying an investment that gives you options for the future. It may not be perfect but is an ideal investment giving you the option to upgrade when required. If you find that your needs or style have changed you can sell your well maintained, attractive investment property to purchase what is now the ideal property for your lifestyle. More importantly a property that suits you.

Contact Maloney’s on 6232 0100 maloneys@maloneys.com.au www.maloneys.com.au

Do your line managers know how to motivate and engage staff at work?

A new report on staff engagement by recruiting experts Hays found a disparity of up to 13% between what people say engages them and what employers think engages their employees.

We surveyed 1,196 employers and employees and found that being valued, recognition for a job well done, and understanding how their success will be measured are the top three engagement factors for employees. Yet employers believe that ensuring staff understand how their role contributes to the organisation’s success, how their role helps the organisation achieve its objectives, and feeling valued are most important.

This explains why 97% of employers believe staff engagement is important yet just 40% say their staff are engaged.

In our Staff Engagement report we share practical strategies, covering both intrinsic and extrinsic factors, you can take to improve your organisation’s employee engagement levels, including: Intrinsic factors Intrinsic factors come from within, and start with a sense of purpose.

We all want to understand what we are working towards so communicate objectives and strategy, and employees’ role in achieving them.

Employees also want to be valued, know what achievements constitute success, and be recognised for good work. Of course, people need to be respected and treated fairly by a manager who is dependable, trustworthy, and who they can work collaboratively with.

Employees want to feel that their emotions are respected too, so consider emotional intelligence and become aware of your own feelings and those of your team.

Extrinsic factors Extrinsic factors come from outside an employee, and generally employers have a greater influence over them.

For instance, no one forgets a difficult adjustment period. Therefore provide an effective induction, and use onboarding to engage staff with your organisation’s culture and values.

Performance management is important too, and crucially your employees must also have a voice in this process. Reverse appraisals can then make their voice louder – provided you take feedback seriously.

Next, embrace diversity of thought to create a workplace where people feel they can be themselves, share different perspectives and provide an honest opinion. This helps people feel their opinion counts.

In employee engagement terms it’s also important to consider how technology can have an impact, such as through the online delivery of training and gamification or using collaboration tools for business.

Learning & development, an annual salary review, the office environment and flexible work practices are important too. Finally, an offboarding process helps departing staff stay engaged – important when their opinions on company review sites like Glassdoor impact the perceptions of future candidates.

Interested in learning more? Please see our report Staff Engagement: Ideas for action at hays.com.au/staff-engagement.

Jim Roy, Regional Director 5th Floor, 54 Marcus Clarke Street, Canberra T 02 6112 7663 | F 02 6257 6377 E canberra@hays.com.au

SPORT

by Paul Smith

The 2050 Soccer World Cup winner is...

Who will win the 2050 Soccer World Cup? Brazil, Germany, Italy?

Well if you can get a bet on it may I suggest you back China. Yes, China.

Currently ranked as the 81st best team in the world, today many would think you are making a foolhardy decision but no, you probably have the winner or at least a favoured team.

China will emerge as a soccer powerhouse because it has the population, the financial resources and most importantly the desire. Xi Jinping, the President of China, and supposedly a die-hard football fan, has vowed to make it happen.

“Revitalizing soccer is a must to build China into a sports powerhouse as part of the Chinese dream. It is also what the people desire,” said the central reform group, led by Xi. How will it be achieved?

The latest proposals come on the heels of a 50-point road map published by Xi in 2014. The blueprint is to get 50 million children and adults playing soccer by the end of this decade. The plan includes 20,000 soccer training centers and 70,000 pitches in place by 2020. The investment planned is a mind-boggling $850 billion in the next decade.

Overseas players and coaches are currently being bought to China to improve the competence of the existing Chinese players. This should, over time, start to produce world class local ‘heroes’ and build a ‘fan culture’.

A fan culture will mean people will take the whole notion much more seriously than they do now, which in turn, with huge financial support should lead to a virtuous cycle taking China to world number 1.

Why do it?

Well it is not all about sport. The strategy also has broad economic and political implications.

If a fan culture can be built it will help to distract the population from other domestic Chinese problems.

Another part of the plan is to make local sports apparel brands like Li-Ning a major global rival to the likes of Adidas and Nike.

Soccer centers including campuses, where students can also receive a proper education, will help relieve concerns that driving Chinese teenagers to ever greater academic heights is taking its toll on their mental health.

China is emphasising its newly found love of soccer by donating soccer facilities to resource-rich territories across the world. In 2007, Costa Rica broke ties with Taiwan and officially recognised China. The next year, Chinese workers began construction of a new National Stadium in the capital San José at an estimated cost of $100 million. In 2010, when Angola hosted soccer’s Africa Cup of Nations, four new stadiums were built and paid for by the Chinese. Today, Angola is China’s second biggest source of oil.

This ‘soccer diplomacy’ fits in well with a nation that has the world’s best team.

For more information, contact Paul Smith, Secretary and Chief Financial Officer of Yabba.Guru on 0401 400 779 or go to www.yabba.guru

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23

STRATA MANAGEMENT

by Chris Miller

I have said in the past that strata is often considered the ugly second cousin of the property services industry. In the past a strata manager has not commanded the same degree of authority as perhaps a facilities manager or a real estate salesperson. Pigeonholed as being a “necessary evil” many people who have worked in Whist that might all sound a the strata industry for long enough have probably felt disenfranchised at one time little grim, there is no doubt or another, undertaking a job that is largely underappreciated and not well understood. in my mind that the future Whist that might all sound a little grim, there is no doubt in my mind that the future of strata management is as of strata management is as bright as it has bright as it has ever been, and ever been, and it is all due to a recognition of complexity of our changing multi unit it is all due to a recognition property landscape.

Throughout the 90’s and early 2000’s of complexity of our changing Canberra experienced a multi unit multi unit property landscape. development boom of sorts. Unlike today, this boom was not measured in tower cranes on the skyline, but rather it was underpinned by small to medium low-rise townhouses. Across the suburbs of Palmerston, Nicholls and Ngunnawal in the North, and Banks, Gordon and Greenway in the South, the townhouse became a ubiquitous feature of our streets.

A lot has changed in a couple of decades. Nowadays a development boom is associated with precincts and residential apartment towers. The needs of the buildings that were once pretty simple and straightforward have taken a quantum leap. The result of these shifting sands has given rise to a new premium being placed on the knowledge and expertise a strata manager brings to the table.

Our markets appetite for a range of property types, including mixed use and sprawling communities, brings with it many practical challenges. For one, the legislation continues to respond to these needs, which requires significant intellectual capital to interpret and implement. Furthermore, the buildings themselves are changing, with many more vertical structures and complicated communal areas and the myriad of services that support these physical assets.

Professionals working in strata management not only have an invitation to this party, they are now sitting at the VIP table. Scarcely a week goes by that I don’t have receive a call from a committee member, professional colleague, developer or real estate agent wanting to “pick my brain” on a complex matter.

What this tells me is that the knowledge held by strata professionals is important and sought after by many in the broader property community.

To any person who has considered strata management as a job rather than a viable career, I suggest you need to think again. To anyone who has thought of getting into strata and decided it was not an appealing industry, I encourage you to take a closer look. This is a dynamic, rewarding and (dare I say it) exciting industry to be a part of, and, as luck would have it Vantage Strata is currently hiring!

For further information, please contact Chris Miller, Managing Director M 0400 376 208 or 1800 878 728 The Griffin, Corner Giles & Jardine Streets, Kingston PO Box 5044, Kingston ACT 2604.

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by Sam Gupta

Relationship marketing and your customers

Strata - more than just a temporary job

24

WEBSITES

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In one of my previous articles, I spoke to you about Attention Economy.

Every business is out there trying hard to get your and your customers attention.

Attention is the currency and there is way too much noise out there. There is a way to cut-through that and you guessed it right – it’s Relationship Marketing.

Relationship Marketing is as the Relationship Marketing is as the word suggests; strategies for building long-term word suggests; strategies for engagement with your customers to build loyalty and trust, rather than opting for short building long-term engagement terms tactics just to make some sales.

Consider this for a minute. How often with your customers to build do you trust a brand you just saw online? loyalty and trust, rather than Will you buy from a random website you just found? Even if it had exactly what you opting for short terms tactics were looking for, you would try to get some information about the company before you just to make some sales. buy, right? Now, depending upon how big your purchase is, chances are you wouldn't buy from them at first. If the website is using remarketing, they will follow you around for some time just so that you see their name again and again, which will build familiarity. In short, you would need to build trust before you buy. Let’s say if you don’t buy at this time from them but maybe signup for some tips. They send you useful tips, greetings and really try to enrich your life without asking for anything in return every month. Would you trust them more after a year?

Would you consider them if you were to buy that product again? Would you recommend them to your friends if they were looking for similar product? Most people will. This is what relationship marketing is all about.

Customers now-a-days do their research before they buy. They are a lot more alert to their needs now. If your business can add value to their lives over a period of time, they are more likely to stick to you when the time comes. The concept is ‘Giver’s Gain’ and personalization is the key.

The best part of this is, it works two ways. When you do it right, not only that you will build loyal following for your business, but in turn you will also receive business from customers you actually enjoy doing business with. Over time, you will understand your customer’s needs and wants better. You will also understand better what sets you apart from your competitors. You just need be yourself have the clarity.

It’s about your customers. Make your website and marketing customercentric. If possible, give them a preview of what you can do for them and the difference it will make to their lives. Take the time to go through the small things that matter to them. Be genuine in your dealings. Be generous. Think long term.

Like every relationship, trust is the foundation.

Let’s really care about our customers. Let’s be a little less greedy. Let’s build a better business world for you, me and everyone around us.

Sam Gupta is the managing director of Synapse Worldwide.

Sam would love to hear your thoughts on this advice column.

Tel: 1300 785 230 Email: admin@synapseworldwide.com Web: www.synapseworldwide.com.

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A2B

A S S O C I AT I O N S T O B U S I N E S S

HMAS Canberra’s first operation does us proud ROBYN HENDRY

CEO CANBERRA BUSINESS CHAMBER

I

n November of last year, Canberra Business Chamber was proud to sign a Memorandum of Understanding (MoU) with HMAS Canberra. Under the MoU, the two parties will work together to promote the Canberra Region as a tourism and business destination.

HMAS Canberra is the designated flagship of the Royal Australian Navy (RAN) and one of the largest ships ever constructed for the RAN. It is able to conduct amphibious operations and land a force of over 1,000 embarked personnel along with all their weapons, ammunition, vehicles and stores

by LCM-1E landing craft, helicopters or a combination of both. HMAS Canberra is capable of undertaking large-scale humanitarian and disaster relief missions.

Earlier this year, HMAS Canberra was deployed on its first operation – humanitarian assistance and disaster relief in Fiji following Tropical Cyclone Wilson. LSIS Helen Frank has shared with the Chamber an overview of the inspiring work done to assist in Fiji which I would now like to share with you.

Setting sail on the evening of 25 February, HMAS Canberra left Brisbane as part of Operation FIJI ASSIST 2016, with more than 760 Australian Defence Force personnel, 30 vehicles, 60 tonnes of emergency relief supplies and two additional MRH-90 helicopters.

The Commanding Officer of HMAS Canberra, Captain (CAPT) Chris Smith, RAN said the ship was specifically designed with this type of mission in mind.

“The ship itself brings a huge amount of capacity both in the aid it can carry and the personnel we can transport,” Captain Smith said.

Complementing the ship’s company of almost 400, the 350 additional troops included Australian Army combat engineers, carpenters, electricians and plumbers to support the rebuilding of 26

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critical infrastructure and distribution of humanitarian aid and disaster relief.

HMAS Canberra arrived in Fiji on 1 March and immediately began supporting the Fijian Government’s disaster management plan, with aid delivery and rebuilding work focussed on Koro Island, followed by the delivery of aid to Taveuni Island on 11 March.

Both islands were struck by Tropical Cyclone Winston on the afternoon of 20 February, with Koro Island suffering the worst damage.

HMAS Canberra’s amphibious capability allowed Joint Task Force 635 to deliver significant humanitarian aid and disaster relief quickly to the effected communities.

Captain Smith said Canberra’s inherent mobility, coupled with the ship’s aircraft and landing craft has enabled Joint Task Force 635 to access all parts of the Fijian archipelago, from the most remote islands to the small villages in the highlands.

“We have landed Army engineers on one of the worst hit islands, Koro to assist in disaster relief,” Captain Smith said.

“At the same time we have provided the Fijian government and other aid organisations access to communities across the island chain, to make assessments of needs and to provide humanitarian aid.”

“All the while, Canberra has not placed any demands on the local community as we are self-sustaining.”

Captain Smith said he was filled with pride watching the young men and women of Canberra working so hard to help the people of Fiji rebuild their lives.

“The Fijian people have shown great resilience in the wake of tropical Cyclone Winston and it is fitting that HMAS Canberra’s first overseas deployment, is one aimed at helping a neighbour in need,” Captain Smith said.

“It is a proud moment for the ADF, and personally very rewarding.”

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Australian Army officer Lieutenant Colonel James Dugdell, Commanding Officer 2nd Combat Engineer Regiment, shows Commanding Officer of the Republic of Fiji Military Forces Engineer Regiment, Lieutenant Colonel Semi Mocelutu, around a village repaired by the Australian Army engineers on the island of Koro, Fiji as part of Operation Fiji Assist.

Canberra Business Chamber commends the crew of HMAS Canberra and all the men and women involved in Joint Task Force 635. They have represented our region and Australia with distinction.

As this remarkable ship travels the world, it will take the name of our city with it and people will identify Canberra with this powerful and impressive vessel.

Under the MOU, Canberra Business Chamber will be able to provide products and information to HMAS Canberra for use at functions they hold internationally and domestically. In addition, Canberra Business Chamber will be able, when circumstances allow, use HMAS Canberra as a venue to showcase the Canberra region and its products.

Enjoy a great night out and help the Fiji Cyclone Relief Join us for dinner at the Hellenic Club on 27 May to raise funds to help out in the wake of Fiji’s worst cyclone in history. It will be a night of Island Music & Dancing. All proceeds will go towards humanitarian aid.For tickets booking contact: Hellenic Club Woden.

Tel: 02 6281 0899 Web: www.hellenicclub.com.au/booknow/

G2B

CHIEF MINISTER’S MESSAGE

Photo: Tim Benson

Capital ambition - using the Canberra advantage to boost economy

W

ANDREW BARR

e have every reason to be optimistic and ambitious.

That is why my government is taking the bold steps now to deliver the benefits Canberrans need over the next 20 years.

In my recent State of the Territory address, I launched the ACT’s Government’s Statement of Ambition for Canberra which outlines a clear trajectory to deliver a compact and competitive Canberra for all.

Canberra: a statement of ambition was developed in collaboration with Dr Tim Williams, chief executive of the Committee for Sydney. Dr Williams as one of the world’s leading policy makers on urban regeneration and city development and a member of ARUPs Australasia’s Cities team.

It is a key statement of what comes next for Canberra: winning the global contest for investment and talent – opening and diversifying our knowledge-based economy – better metropolitan infrastructure – and integrated smart-city initiatives.

While our aim is the urban renewal and economic diversification of Canberra, at the core of our vision is a city that is an inclusive, welcoming society, open to diverse talents and determined to help everyone reach their fullest potential.

Jobs now follow smart people and talent to the places they want to be. That’s why

28

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CHIEF MINISTER | TREASURER | MINISTER FOR URBAN RENEWAL MINISTER FOR TOURISM AND EVENTS

being the world’s most liveable city is so central to Canberra’s advantages. It means better access to talent for our businesses and higher education and research facilities, and as we continue to attract smart people, the employers will follow. We are already the world’s most liveable city, so we start with a significant advantage, but we need to offer the lifestyle, event, transport and housing options that people want.

Our task is to ensure that as Canberra grows and develops, we build on the ‘Canberra Advantage’ while retaining what makes it special. A place all Canberrans – and the nation – can be proud of, with a confident community and economy, prepared for the opportunities and challenges ahead.

The ACT Government has made significant strides in the past 12 months on our vision for Canberra. We have supported the arrival of international flights to our city and we have introduced nation leading regulations to allow for legal ride sharing services. We have begun work on Canberra’s next hospital, supported the growth of our tertiary education institutions and selected a world leading light rail provider to start work on the city wide light rail network for Canberra.

This is the business of good government – vision, plan, and progress – and it is what my team has worked on delivering every day.

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While our aim is the urban renewal and economic diversification of Canberra, at the core of our vision is a city that is an inclusive, welcoming society, open to diverse talents and determined to help everyone reach their fullest potential.

But what our city needs now is more than good management and progress, but leadership in a genuine, collaborative, longterm project for this decade and beyond.

I have said on many occasions that Canberra cannot grow by continuing to sell to ourselves. We must look outward to national and international markets. This statement outlines how the Government will support local businesses in selling themselves to new markets, and how the government will promote our city to attract new businesses.

We have every reason to be optimistic and ambitious. That is why my government is taking the bold steps now to deliver the benefits Canberrans need over the next 20 years.

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Their prompt and efficient attention to leasing and maintenance issues, together with timely and accurate accounting for 'The Griffin' Cnr. Giles & Jardine Sts, Kingston rental income are what we PO Box 5044, Kingston ACT 2604 p: 02 6232 0100 feel sets Maloney’s apart e: maloneys@maloneys.com.au from the others.” www.maloneys.com.au Michael Slaven Canberra’s Property Shop Pty Ltd T/A Maloney’s Lic Agent.

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