B2B in Canberra November 2010 (Issue 54)

NOVEMBER 2010 b2bincanberra.com.au $4.95 inc. GST

54

A world of opportunity Oakton’s big plans

FEATURE

80-20 RULE

Concentrate on the 20 per cent that makes the difference to your business

FEATURE

ISSN 1833-8232

ALLBIDS next online wager

AllBIDS founder Rob Evans has an online wine and alcohol megastore firmly within his sights

9 771833 823005

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ond.

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building success. reflect.

think. observe.

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Delivering leading edge business solutions that help build high performing organisations.

let’s talk now.

LEVEL 2, 9 SYDNEY AVENUE BARTON ACT 2600 T 02 6273 0168 OR F 02 6273 0246

1800 005 025

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“As National President, I rely on the most up to date financial accountability for our members. RSM Bird Cameron is an essential contributor to meeting our organisation’s statutory obligations nationally.”

John Pooley is one of 8,000 members of the Australian Property Institute who provide professional advice on projects like this one in Childers Street, Canberra.

Nick McDonald Crowley, Australian Property Institute

RSM Bird Cameron Ph: (02) 6247 5988 103-105 Northbourne Avenue Canberra, ACT

Exceptional service, Exceptional results

www.rsmi.com.au

How we helped LJ Hooker get out in front.

At Infront, we’ve perfected an IT service for small and medium-sized enterprise – it’s called BusinessONE. With its simple approach and friendly, plain-speaking engineers, BusinessONE marks a revolution in IT solutions, seamlessly blending technology with your business to improve productivity and reduce costs. And that’s the way IT should be.

BusinessONE worked for LJ Hooker – here’s how.

Case study Overview LJ Hooker is recognised as one of the world’s leading real estate companies and, according to independent research conducted annually by Newspoll, is Australia’s best known, most trusted and most often chosen real estate brand.

Business CHaLLenge LJH Commercial Canberra engaged Infront, a long term strategic partner, to help replace aging infrastructure and improve much needed application availability and performance levels.

sOLutiOn Infront determined that a virtualised strategy would allow LJH Commercial to simplify their existing environment while meeting the stated outcomes for high availability and improved performance. Also, data protection for key applications (Exchange, Timberline and Evolution) was improved with the introduction of Next Generation backup.

Business Benefits By consolidating their server environment using VMware and EMC shared storage, LJH Commercial Canberra is now able to enjoy the following benefits: • Improved information availability and data protection; • Reduced environmentals (heat and power) by 50%; and • Increased ROI – payback in less than 14 months.

There’s no other sporting event bigger than the FIFA World Cup™.

So, when we were given the opportunity to be part of Football Federation Australia’s bid to host it, and join a team that could expand the sporting landscape of Australia forever, we were beyond excited. The challenge is significant and success is by no means guaranteed. But with support continuing, our Deals team has helped put a lot of planning into highlighting the benefits, both to Australia and the world, of holding the tournament here.

While twenty million Australians await the bid’s outcome, we continue to work with Football Federation Australia towards the ultimate goal of growing Australia’s reputation as a worldclass sporting nation and inspiring future generations of athletes.

How can sport grow a nation?

What would you like to grow?

Share your story at whatwouldyouliketogrow.com.au

PUBLISHER I EDITOR Tim Benson Liz Lang editorial@b2bincanberra.com.au 02 6161 2751

B2B IN CANBERRA BUSINESS AND GOVERNMENT MAGAZINE NOVEMBER 2010 ISSUE 54

ADVERTISING ENQUIRIES Tim Benson 0402 900 402 advertising@b2bincanberra.com.au

DESIGN www.pixeltopaper.com.au

EVERY MONTH

CONTENTS

PUBLISHED BY Man Bites Dog Public Relations ABN 30 932 483 322 PO Box 4106 Ainslie ACT 2602 t 02 6161 2751 f 02 6262 7721 b2b@b2bincanberra.com.au www.b2bincanberra.com.au

07 UPFRONT Read about local business success Be an ACTSmart Business and Office CommsNET Group at the forefront of online security Manpower sizzles for charity Clear Complexions Clinic expands in Canberra and partners with Lifeline

PRINTED BY Blue Star Print Group

12 OPINION Hear from people in the know Protecting the family jewels, Juliette Ford, Director, Consensus Family Lawyers

DISTRIBUTED BY Fairfax Distribution

22 ADVICE Advice from business experts

PHOTOGRAPHY www.art-atelier.com.au

ISSN 1833-8232 LEGAL NOTICE 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.

Accounting Accounting services Business coaching Commercial law Corporate governance Estate planning Graphic design Information security Management consulting

FEATURES 14 BUSINESS PLANNING SERIES Part Three: Andrew Sykes explains the business benefits of the 80-20 Rule 16 BEAMES & ASSOCIATES Ross and Peter Beames on what (accounting and financial services clients) want...

20 ALLBIDS Rob Evans, founder of ALLBIDS and his team have their sights on a new online venture 18 COVER STORY Oakton: driving business forward Liz Lang finds out what Oakton’s big plans are for Canberra and beyond

2BUSINESS 32 A2B: Associations to Business Canberra Business Council ACT Exporters’ Network ACT & Region Chamber of Commerce & Industry CollaBIT Chamber of Women in Business 37 U2B: Universities to Business The University of Canberra

Performance architects 38 BUSINESS NETWORKING Lots of photos to check out including the FGD Group dinner Salt @ the Ottoman, and the FBA conference

Cover photo: L-R Oakton ACT General Manager, John Lewis and Oakton CEO and Managing Director, Neil Wilson driving business forward.

Photography: Andrew Sikorski

let us entertain your staff clients with one of our fabulous

& christmas shows

6

November 2010 | B2B in Canberra

See inside for details or visit www.cscc.com.au

"Only those who are asleep make no mistakes."

Ingvar Kamprad, Founder of the furniture brand IKEA

Be an ACTSmart Business and Office Signing up is easy and it costs nothing to participate.

Step 1: Meet with the Department of the Environnment, Climate Change, Energy and Water’s (DECCEW) waste team.

Step 2: Sign a memorandum of understanding between your organisation and DECCEW to undertake the best practice waste management process.

Step 3: Implement the program and report on your progress.

Next steps: After completing the program you may apply for ACTSmart Office or Business accreditation.

When you achieve accreditation, DECCEW will provide promotional material (logos and stickers) and an accreditation certificate so you can advertise your success.

For more information: email ACTSmart@ act.gov.au or call Canberra Connect on 13 22 81.

You can support your local ACTSmart Businesses and Offices by choosing accredited recyclers. Look out for the logo!

UPFRONT

C

anberrans have made the ACT a national leader in waste recovery, recycling more material than any other jurisdiction in Australia.

It’s a habit that is now spreading from our homes to our businesses and offices, with good reason. Recycling is cheaper than landfill and ACTSmart Offices and Businesses are saving money and reducing waste to landfill by up to 70% through better waste management.

A campaign has commenced that aims to raise awareness of the ACTSmart Business and Office recycling programs and the success of those who have joined.

Why? From small businesses to offices, over 200 different sites are reaping the rewards of ACTSmart Business and Office through: • reducing costs— sending waste to a recycling centre can be 50% cheaper than tipping at the landfill • reducing impact on the environment which can be important to staff • helping meet corporate environmental commitments • recognition of achievements through annual accreditation.

Interested?

CommsNet Group at the forefront of online security

C

ongratulations to Canberra based computer security firm CommsNet Group for being a finalist in the Best Security category at the recent .AUDA & InternetNZ Internet Best Practice Awards for 2010.

The Australia and New Zealand Internet Best Practice Awards recognise organisations, businesses, groups and individuals that have made a significant contribution towards the security, openness, diversity and accessibility of the Internet.

CommsNet Group was nominated as a finalist because their managing director Boaz Fischer had written The Essential Guide to Information Technology Security Best Practices* – a book about achieving security Internet best practices in a simple, effective, easy to understand and step-by-step process.

“When I was notified as a finalist, I felt excited, extremely happy and proud. It’s a great feeling to be recognised by your peers.

Equally gratifying was the feeling of selfaccomplishment for all the hard work that went into the book,” Boaz said.

The Awards have been established to highlight and champion initiatives that make a positive difference to Australian and New

Zealand Internet users and then go on to shape the future of the Internet on a global scale.

“This recognition means a great deal for CommsNet Group. It’s the recognition and exposure from industry that we have been proactive, hard working, diligent and creative in helping organisations achieve security and ICT best practices. The team was equally excited and shared with me the industry recognition and accomplishment,” Boaz said.

The Best Security Initiative category looks for projects that are at the forefront of developing solutions to security threat, including building trust and confidence in the online environment. Entrants to this category include those who are involved in online authentication and identification, educating users about online personal safety and avoiding fraud online, protecting vulnerable users and reducing threats such as spam or viruses.

This is a great achievement for locally based CommsNet Group and shows yet again the strength of Canberra’s ICT industry.

Read Boaz Fischer’s regular information security advice column each month in B2B. This months article is titled ‘7 facts you need to know about security’ and comes from his book The Essential Guide to Information Technology

Security Best Practices. *Simply register your interest to myinterest@ commsnet.com.au by the end of December and you will be eligible to receive 50% discount on the book – “The Essential Guide to information technology Security Best practices”, normally retailing at $95.

InternetNZ

2010

Internet Best Practice Awards

Best Security Category

Finalist Awarded to

CommsNet Group Pty Ltd

Chris Disspain CEO, .au Domain Administration Ltd

Vikram Kumar CEO, Internet New Zealand Inc

B2B in Canberra | November 2010

7

"The magic formula that successful businesses have discovered is to treat customers like guests and employees like people."

Tom Peters, American business writer

UPFRONT

Manpower sizzles for charity

L-R: Matthew Jennings, Danielle Geld, Rachelle O’Keefe and Nathan Hannigan

M

anpower’s ACT office recently organised and staffed a sausage sizzle in the City to raise funds for local charity Camp Quality.

Manpower is a global organisation with more than 60 years experience in recruitment.

It has a network of over 55 offices in Australia and New Zealand and has operated in Canberra for 15 years providing recruitment services to both the public and private sectors, in a range of industries from light industrial to senior executives in government and in specialist fields such as IT, finance and banking.

Nathan Hannigan, ACT Business Manager for Manpower, said, “We are pleased to be able to support a very worthwhile charity in Camp Quality and would like to thank all those that bought sausages and drinks on the day.”

“We would also like to thank a number of local businesses who supported us on the day providing the BBQ, marquee, and sausages which helped make the day a success.”

Camp Quality runs programs that bring optimism through fun, therapy and happiness by caring for children living with cancer and their families.

The programs are designed to help children face bad days and celebrate good ones.

Donn McMichael, Camp Quality Regional Manager ACT/NSW said, “Manpower recently held a sausage sizzle with the funds going to Camp Quality and we are grateful for their support.”

Manpower’s approach to social responsibility is driven by their global values, vision and strategies that determine the way in which they do business.

“These days we can become too focused on reaching targets and business goals. Therefore, inline with Manpower’s strong belief in corporate responsibility, we donated our time

8

November 2010 | B2B in Canberra

to give back to the community through Camp Quality,” Nathan said.

Manpower is committed to: respect for people, clients and community and the role of work in their lives; sharing their knowledge and expertise in developing sustainable workforce practices; and striving for excellence through innovation to develop socially inclusive working environments for the long-term.

“We strive to be socially responsible in every aspect of our business,” Nathan commented.

“We often focus our resources on special initiatives where we can have the most impact, helping to create a bridge to employment for disadvantaged individuals through various workforce development programs.”

Nathan said the response to the sausage sizzle was great—people patiently queued for their sausages during lunchtime.

“My team did a fantastic job on the day and in the lead-up to the event, some teams go on raft building days for a team building exercise— we don’t build rafts, we built a marquee!”

Nathan said.

Nathan encourages other businesses to support a charity as it helps businesses to ‘engage with the community’ as well as being a ‘great team building exercise’.

“I drove home that afternoon incredibly proud of the team and their efforts. They all have such great attitudes and it was a nice feeling knowing we had contributed to such a worthy cause.”

For more information contact Manpower, Level 4, Manpower House, 33 Ainslie Avenue Canberra ACT T: 02 6200 3399 F :02 6230 4480 canberracbd@manpower.com.au

L-R: Danielle Geld, Rachelle O’Keefe and Matthew Jennings

UPFRONT

INTERIOR PLANTSCAPING DESIGN • INSTALLATION • SERVICE

Ambius offer a superior selection of plants, containers and artwork.

Legendary service to keep your plants healthy & looking great!

Greener on the inside

Phone: (02) 6241 1451 www.ambiusindoorplants.com.au

“Business is a combination of war and sport.”

Andre Maurois, French author

UPFRONT

Clear Complexions Clinic expands in Canberra and partners with Lifeline

S

Suzie Hoitink, registered nurse and founder of the Clear Complexions Clinic

uzie Hoitink, registered nurse and founder of Clear Complexions Clinic has come a long way in a short five years and has celebrated by opening an expanded clinic in Bruce—her original staff of two nurses has grown to a total staff of 15 and her new clinic is larger and contains training facilities.

Suzie opened her first clinic in Belconnen at CISAC in 2005 after nursing in the broader community and seeing a need to provide a medical approach for people with skincare problems.

“I also had bad acne as a teenager and through into my 20s and 30s. I tried antibiotics, taking the pill and other skin care products, but none of that worked, so I undertook training with lasers and other skincare procedures and opened my own clinic,” Suzie said, “I didn’t want to offer cosmetic solutions but medical skincare for the everyday person.”

Another exciting announcement is that Clear Complexions Clinic is becoming one of the first corporate partners with Lifeline Canberra.

Suzie says that partnering with Lifeline is about giving back to the Canberra community.

One of the immediate benefits for all of the nurses at Clear Complexions Clinic is that they will all undertake the Lifeline Accidental Counsellor course.

10 November 2010 | B2B in Canberra

“We are making a long term commitment to Lifeline Canberra. It is a great fit with us as we are all trained nurses. When clients come here many are feeling down and not happy with themselves—it is important that that we are good listeners,” Suzie explained.

The small clinic at CISAC that was opened in 2005 quickly expanded into the space next door and in 2007 Suzie opened a second clinic on the Southside.

“The new clinic is in a discreet location which is important to our clients. It is twice as large as the previous space with more rooms allowing us to provide additional and

a wider range of treatments to the Canberra community,” Suzie said.

The launch of the new premises was combined with a fundraising event for Lifeline Canberra on Monday 8 November. The launch included a silent auction containing many items such as three original works from wellknown artist Rebecca Hillis.

According to Suzie, having more space and scope will allow her to bring some firsts to Canberra.

“We will be continuing our commitment to bringing the latest technology and treatments to the people of Canberra,” Suzie said.

Clear Complexions Clinic has a lot of male clients as well as female clients. Because what they do is very medical they operate in a very clean and crisp environment.

Suzie says that there are a lot of cosmetic clinics out there but her clinics are about good skin medicine not cosmetic medicine.

“We are specialists because we stick to a narrow field—we only treat skin,” Suzie said.

Clear Complexions Clinic is for anyone who is not happy with his or her skin. This could include skin with any of the following: sun damage, pigmentation, broken capillaries, aging, rosacea, acne, acne scarring, leg veins, melasma, wrinkles and unwanted hair.

Suzie still works in her business every day and thrives on regular contact with clients.

“What we do in the clinics is about building confidence. In many circumstances a client’s skin issues have affected their self-confidence— what we do is build self esteem. We give clients direction and it is a thrill seeing them grow in confidence with good skin,” Suzie said.

For more information contact Clear Complexions Clinic NEW LOCATION Bruce, Corner of Thynne Street and Watkin Street.

T 6251 8889 E info@clearcomplexions.com.au www.clearcomplexions.com.

UPFRONT

OPINION

OPINION: CONSENSUS FAMILY LAWYERS Protecting the family jewels

When couples separate, who made what contribution to help the family get where they are today becomes more important.

By Juliette Ford, Director, Consensus Family Lawyers

W

hen a couple live together it is usually the case that each person does their bit.

One person may earn more, one person may clean the bathroom more often, but each contributes for the benefit of the family as a whole.

When couples separate, who made what contribution to help the family get where they are today becomes more important.

This can be a sensitive topic and one that creates some tension.

There is a great deal of law about how this issue of contributions should be dealt with by the courts. The general rules about contributions often come as a surprise to people, and don’t necessarily fit with what they think is fair.

For example, a married couple separate after a 20 year marriage, during which many different contributions are made by both spouses. Let’s say the husband’s father died leaving the husband with a large inheritance. This inheritance enabled the couple to purchase property and was used to build up the couples’ asset pool.

When the couple separates the husband wants his large inheritance to come off the top of the asset pool and remain his, as it was after all from his father. He may even want a greater share because it provided the springboard to acquire other assets. He may also say the value then was significantly more in today’s dollars. However the wife sees things differently as she spent a great deal of time caring for her husband’s elderly father before he died. She agrees that the money was used to build up their assets but believes that she is just as entitled to the money as her husband. What is reasonable in this situation?

Would it be different if the couple were only married for five years instead of

12 November 2010 | B2B in Canberra

twenty? Or if they were not married at all? What about if the wife also stood to inherit a large amount of money from her parents? In this case should the husband be entitled to some of his wife’s prospective inheritance? What if he was very close to the wife’s parents and they believed that on their death the inheritance would go to the couple as a whole?

There is a great deal of law about how the issue of contributions should be dealt with by the courts. The general rules about contributions often come as a surprise to people, and don’t neccesarily fit with what they think is fair.

These are all important differences and no one answer is right for any of them. A Judge, when looking at an inheritance in a relationship, sees it as a contribution by the spouse who has received it.

A Judge would first look at when the inheritance came in to the relationship. A Judge would also need to look at how the inheritance was used by the couple and how big it was compared to the overall asset pool.

How important it is to the current asset pool and whether it has any bearing on how the asset pool should be divided depends on the factual circumstances of each relationship differently.

As you can see there is no definite answer.

Even prospective inheritances (in some cases) can be considered as a financial resource by the party standing to inherit. This is the same for

both married and defacto couples.

So, how can this problem be avoided? There are two main ways: The first is by entering into a binding financial agreement or ‘pre-nup’. These can be drafted both before and after you marry and can also be done for defacto couples.

A binding financial agreement has a number of key elements that are needed to ensure that it is enforceable but when drafted properly can protect a number of assets including inheritances.

The other option, and the one more suitable for those who have already separated, is Collaboration. Collaboration is available to those separating couples or couples considering separation who want to avoid the financial and emotional cost associated with protracted litigation.

In Collaboration each client is represented by his or her own specially trained lawyers who work with the clients to help them establish effective and constructive communication skills to assist with the negotiation towards resolution.

In the collaborative process the parties assume responsibility for exploring all avenues to solve the problems confronting them and also take responsibility for solving those problems.

This includes how to separate their finances and how to address special contributions such as inheritances.

Both of these options allow people to make decisions which suit their circumstances and which they feel is fair, rather then just what a Judge would do.

For an Out of Court Solution contact Consensus Family Lawyers.

17-21 University Avenue, Canberra T: (02) 6290 9898 info@cflaw.com.au cflaw.com.au

FEATURE

Business Planning Series

Part Three: 80-20 Rule

By Andrew Sykes Put into action the wisdom of an Italian economist and focus on the 20 per cent that matters

M

ost of us have heard of the 80-20 Rule. In 1906, Italian economist Vilfredo Pareto created a mathematical formula to describe the unequal distribution of wealth in Italy, observing that 20 per cent of the people owned 80 per cent of the wealth.

The 80-20 Rule means that in anything, a few (20 per cent) are vital, and many (80 per cent) are trivial. In Pareto’s case, it related to wealth distribution. Today, this principle has been extended to many fields

As a business owner, the value of the 80-20 Rule is that it reminds you to focus on the 20 per cent that matters and the 80-20 Rule can be applied to almost anything, from the science of management to the physical world. Project managers for example, know that 20 per cent of the work (the first 10 and last 10 per cent) consume 80 per cent of their time and resources. Microsoft has been quoted that by fixing the top 20 per cent of the most reported bugs, 80 per cent of errors would be eliminated.

In your own business you know that 20 per cent of your stock takes up 80 per cent of your warehouse space and that 80 per cent of your

14 November 2010 | B2B in Canberra

stock comes from 20 per cent of your suppliers. Also 80 per cent of your sales will come from 20 per cent of your sales staff, 20 per cent of your staff will cause 80 per cent of your problems, but another 20 per cent of your staff will provide 80 per cent of your production. It works both ways.

As a business owner, the value of the 80-20 Rule is that it reminds you to focus on the 20 per cent that matters. Of the things you do during your day, only 20 per cent really matters – it is this 20 per cent that produces 80 per cent of your results. Identify and focus on those things. So when running your business begins to sap your time, remind yourself of the 20 per cent you need to concentrate on. If something in your schedule has to slip, if something isn’t going to get done, make sure it is not part of that 20 per cent.

The 20 per cent of your time that you spend working on what is really important to your business will greatly improve your performance and your bottom-line. The thinkBIG research study by RSM Bird Cameron Chartered Accountants clearly highlights that owners do not spend enough time working on their business, instead their focus was working in their business. Those that do take the time out to plan are the successful ones and those who stand the best chance of continued business growth.

For information on business improvements contact our experienced team, 103–105 Northbourne Ave, Canberra.

T: 02 6247 5988, www.rsmi.com.au

Your future just got more certain.

Introducing Certus, Canberra’s new specialist law firm in the areas of superannuation, estate planning, wills and trusts.

We have a certain approach towards preparing for your future. Our comprehensive, collaborative solutions protect your valuable assets from any and all eventualities, no matter how complex your situation. With our expert guidance, you can always be certain that the fruits of your life’s labour are handled in exactly the way you want.

For your family, for your children, for your future. Be certain with Certus.

Level 5, 28 University Avenue, Canberra ACT 2601

P

02 6268 9090 www.certuslaw.com.au

FEATURE PROFILE

What (accounting and financial services) clients want...

Words: Tim Benson Photos: EventPix

Many business owners go to their accountant to hear what they want to hear. According to brothers and directors, Peter and Ross Beames, ‘at Beames & Associates—you get told what you need to know’.

W

e work with our clients to ensure they can achieve: (1) what they want to ‘be’ (2) what they want to ‘have’ and (3) what they want to ‘do’. All of these things take financial resources to achieve,” Peter says.

Peter explains that most clients seek tax, financial statements and financial advice as reactive advice after they have made a decision to buy or acquire something.

“What we offer our clients is a relationship with a trusted advisor for their current circumstances and a whole lifestyle – we help them identify the ‘be’, ‘have’ and ‘do’,” Peter says.

What clients should want according to Peter and Ross Beames: A relationship with a trusted advisor who: • helps them identify what they want to ‘be’, ‘have’ and ‘do’ • identifies and quantifies what it will take to achieve these goals • helps develop strategies to provide the required financial performance and discipline • delivers these strategies in an efficient and effective form.

Peter Beames is the founder of Beames & Associates and a chartered accountant who won four Australian Championships and a Bronze medal at the 1986 Commonwealth Games in triple jump. He has been married to Kaylene for 22 years and has two children Carra (21) and Daniel (19). Peter loves: Carlton, surfing, golf, horse racing, red wine, travelling and socialising with friends.

16 November September 2010 2010 || B2B B2B in in Canberra Canberra

“We are not in the business of telling clients what they want to hear but what they need to know. This can be quite confronting and a reality check for many new clients,” Ross said.

Ross says that seeing your accountant once a year and expecting them to have a magic wand is unrealistic, “If we don’t meet regularly and explore scenarios with our clients then it is impossible.”

At Beames & Associates they have an initial strategy session with the client in front of a white board.

“I start from the right hand side and ask the following questions: When will you stop generating income from normal pursuits?

Where do you want to live? What recreational assets (holiday houses, cars, boats etc) do you want? How much will you need to live on annually? We then calculate how much capital the client will need to provide that income stream. We add all of this up and that becomes the clients wealth target,” Peter said.

The second step is a current situation assessment to determine what the client owns and what they owe. “This is what we call back to the future,” Ross said.

In the first meeting Beames & Associates establish the client’s: 1. ‘be’, ‘have’ and ‘do’ 2. current wealth position; and 3. ‘wealth gap’.

“We then work on strategies to annually pay off debt, pay tax, maintain their lifestyle, save and invest,” Ross said.

If the amount needed annually pre-tax is less than the amount of proft being generated the client is presented with a strategy of how much they need to change.

These changes may include: • cutting back on current lifestyle • spending less and saving more • maintaining current lifestyle and reducing the target expectation • extending the time period to achieve their goals, or • making more money.

“This is a powerful road map, but if we met only once a year this advice would be superficial,” Peter said.

Both Ross and Peter Beames are accountants but they are also business owners, business mentors, business coaches, business strategists, whole of life advisors and business analysts.

Isn’t this going to cost the client more? Not according to Ross and Peter.

“Clients have a budget threshold for accounting services. If we can help them to provide reconciled bookkeeping with a high degree of accuracy, we can then free-up savings and apply them to our other services that are more valuable to the client—we become their trusted advisor,” Peter said.

So how do you measure success in this new relationship with your accountant?

Ross says that he knows that Beames & Associates has succeeded if their clients have achieved the success they desire and they have accepted Beames & Associates as their trusted advisor.

Ross and Peter head up a team of 30 staff at Beames & Associates. They work hard, are successful and enjoy the fruits of their labour— and want to share their advice with clients so they too can succeed in whatever they want to achieve.

“What we offer our clients is a relationship with a trusted advisor for their current circumstances and a whole lifestyle—we help them identify the ‘be’, ‘have’ and ‘do’.”

Peter Beames

For more information contact Beames & Associates on: T 02 6282 9500, F 02 6282 9200 info@beamesandassociates.com.au, beamesandassociates.com.au or visit them at Suite 7 Football House, 3-5 Phipps Close, Deakin ACT 2600

Ross Beames is a chartered accountant and director at Beames & Associates who brought to the firm more than 10 years experience in one of the big four accounting firms. He is married to Rachel and has two children aged one and three. They live on 15 acres, 20 minutes out of Canberra, in Royalla, and spend a lot of time down the coast at Mossy Point. Ross loves: surfing, fishing, golf, Carlton, horse racing and Ford cars.

B2B in Canberra | November 2010

17

Oakton: driving COVER STORY

business forward

T

hree years ago, well-known Canberra consulting company Acumen Alliance merged with Oakton, an IT services company listed on the Australian Stock Exchange. Since that time, it has been full steam ahead for Oakton with industry awards, business growth including offshore capability in India, and great results for their government and private sector clients.

Liz Lang speaks with Oakton CEO and managing director, Neil Wilson and former partner of Acumen Alliance and Oakton ACT general manager, John Lewis.

Photography by Andrew Sikorski

How did the merger go?

John: When Acumen Alliance merged with Oakton in 2007, it would be fair to say that we encountered some of the toughest market conditions around. I wouldn’t say that the merger was all smooth sailing as we certainly hit some external and internal road bumps along the way. But the company expanded during those times and managed the challenges in its stride.

Neil: The new merged Oakton team had to work harder and in more difficult market conditions than we had expected. Managing the business during these times, including being very focused on costs and growth strategies, underpinned by the strength of our staff has given us a great platform from which to move forward.

Three years on, we have a strong Oakton team which is backed by the heritage and history of Acumen Alliance, a business platform that is finely tuned and understood, and market conditions that are improved.

What lessons did you learn?

John: One of the lessons we learnt post-merger is that initially the Canberra office of Oakton lost some of its ability to make decisions quickly. We received informal feedback from our long-term clients

18 November 2010 | B2B in Canberra

saying that we had got that wrong. Over the last year and a half, we have swung that decision-making capability around so that 95% of transactions are carried out in Canberra without reference to head office which means that we have an extremely agile operation. As a publicly listed company, Oakton does operate within a robust risk management framework and where appropriate I refer matters to various points within the organisation.

There was a strong local management team at Acumen Alliance for many years. How many are still involved in the Canberra Oakton operations?

John: All of them. I think one of our biggest strengths has been our excellent management team in Canberra which has been closely aligned on all major issues.

As CEO, what is your vision for Oakton?

Neil: The company has a very clear strategy. The first part of that strategy is to specialise and not do everything. We think this is an important point because we don’t have an aspiration to be a tier one do-everything company. But we do strive to be a tier one specialist company where what we do is best in class and best in market.

We believe that we can carve out a brand in the market where Oakton is recognised for what it does and importantly for what it doesn’t do. This strategy will enable us more and more to compete with the larger end of town on a differentiated basis. Our company is Australian-based with a depth of capability, local references, local relationships, local decision-making, and a local presence that enables us to be agile and responsive. With these drivers, we are not caught up in global decision-making models that don’t always provide customers with the speed of engagement they want.

The second part of our strategy is who we do work for— 40 per cent of our work is government and 60 per cent non-government.

Within that 60 per cent, we deal at the enterprise end of the market which is the top 2-300 companies such as the large banks, utility companies (gas, electricity, water), and major brand retailers that most people know.

Are you looking to increase market-share in Canberra?

Neil: We’re on a campaign to make sure our people, prospective employees, customers, and prospective customers understand what it is that Oakton can do and what it doesn’t do. At the moment, we have a huge opportunity to create a stronger presence in the IT services space in Canberra while still developing and growing our specialist consulting businesses. We believe we have significant capability and experience to bring to the Canberra market.

Company-wide, the split between our consulting and IT services is 70 per cent IT and 30 per cent consulting. Interestingly within Canberra, it is 70 per cent consulting and 30 per cent IT services.

We want to really shift the percentage in the IT services area and compete hard against some of the major global IT players.

This is an exciting time as we grow our business here in Canberra.

We are recruiting at a very high pace in order to keep up with client demand.

Oakton has off-shore capability in Hyderabad. Why did you make this move?

Neil: India is becoming increasingly strategic for us. We decided four years ago that Oakton needed to have an offshore capability. As we had shifted Oakton’s business to one that is project based where customers buy a solution from us, we needed the ability to build into our project pricing a blend of offshore and onshore capability so as to remain price competitive with the large end players.

The second driver is skills shortage in Australia. We are using our offshore business to bring our people in India onshore. Our staff in Hyderabad includes the best and brightest people who have worked in Europe and the US as designers, testers, programmers, or analysts.

Bringing staff to Australia is not a cost-saving measure for the company—it is about skills availability and filling gaps.

Neil Wilson Oakton CEO and Managing Director

Oakton is one of Australia’s leading technology and business consulting services companies. For over 20 years, Oakton has delivered IT strategy, solutions design, custom development, packaged software implementation, information management and system integration solutions. Oakton also fully manages its clients’ operational systems. With more than 1150 employees, Oakton has offices in Melbourne, Sydney, Canberra, Brisbane and Hyderabad (India).

Oakton was awarded Best Professional Services Firm (Revenue $20m-$200M) and the Best IT Services Firm in the 2008 BRW National Client Clients Awards and was an award finalist in 2010.

Have you worked with any government departments where work is sent offshore?

John: In Canberra, there is still a lot of sensitivity with regards to work going offshore. We haven’t done any offshore work yet for federal government departments due to privacy and confidentiality concerns. However, I have noticed the willingness of senior executives who wish to engage on this topic. The UK and other governments have managed to deal with the issues relating to sending work offshore. It is just a question of when the wheel will turn here with respect to the federal government.

John Lewis Oakton ACT General Manager

2/45 Wentworth Avenue, Kingston ACT 2604 Tel: +61 2 6230 1997 Fax: +61 2 6230 1919 www.oakton.com.au

B2B in Canberra November 2010

19

FEATURE

ALLBIDS: experts in online retailing Rob Evans and his team are now turning their sights to an online megastore for wine and alcohol.

Words: Tim Benson Photos: Andrew Sikorski

M

any Canberrans know and love ALLBIDS Auctions, the local online auction house—we have also come to love ALLBIDS 1st in 1st Served, a great place to buy at fixed price, a wide array of stock at vastly discounted prices.

Now the creators of ALLBIDS have launched Theglass.com.au building on their successes of retailing alcohol through ALLBIDS. Allbids.com.au founder and director Rob Evans can achieve anything once he sets his mind to it. With a background in accounting, Rob has gone from live auctioneer to online retail expert, and just to prove his determination, in the past two years, he has trained and completed two marathons: the New York Marathon in 2009 and the Melbourne Marathon in October this year.

In 2002 Rob, and his brother Morgan, took over a small auction company with the goal to migrate a small auction house into a strong online auction house and an asset and stock clearance centre.

“We’ve come a long way since 2002. I used to put the lapel mike on and blast out the auction each Thursday evening. We did a lot of research and got some good people involved before we built our online platform,” Rob said.

They went online in 2004 and established the ALLBIDS brand in 2008.

Rob says the key was to build their platform from the ground-up adding great new functionality each month.

“In developing our platform, we try to keep up-to-date with people’s expectations—such as secure transacting, handheld technology, and targeted emailing,” Rob said.

ALLBIDS has developed all of their technology in-house.

20 November 2010 | B2B in Canberra

“We have an in-house IT director. If you outsource the development of your technology it can cost way too much money,” Rob explained.

According to Rob, the next most important thing to successful online trading is realigning customer service.

“Because the customer doesn’t talk to you face-to-face, you have to be vigilant and provide a more hands-on approach. You can’t tell what the customer’s reaction is. You need to follow up with emails and have high levels of customer service and advanced logistics,” Rob outlined.

ALLBIDS also delivers its products in a speedy manner and has developed accurate packaging and follow-up correspondence.

“We target customers’ emails and let them know how much we care about them,” Rob said.

This experience and research led Rob and his team to develop ALLBIDS 1st in 1st served—a fixed price stock sale—taking them down the line of online retailers.

ALLBIDS has also developed something they call ‘email tailing’.

“Some of our customers didn’t want their items ‘Googled’. So we put them in an email and send them to people with a link. The offer is only available from the email,” Rob explained.

Many businesses are not aware that ALLBIDS can do photography on the sellers site and sell items from anywhere—they don’t have to be taken into the warehouse in Fyshwick.

What is next for ALLBIDS? Having become experts in selling online, Rob and his team are now building an online megastore for wine and alcohol.

“We have decided to build and launch Theglass.com.au. We have developed great relationships with wine representatives, wineries and

Rob Evans is the owner of AllBIDS & TheGlass.com.au

spirit reps and consumers can take advantage of the great deals out up with developments in online ecommerce, and the rest of the team, there. With Theglass.com.au you can now shop online. You don’t have to which includes some great long term Canberrans,” Rob said proudly. trawl through bottle shops—you can find a bargain, quality wine—and Canberra born and bred, Rob is passionate about the region and local have it delivered directly to your door for only $5 per case if you are in businesses. He is a sponsor of the Canberra Raiders and loves to get out the Canberra region,” Rob explained. in the Canberra community.

Rob says that having cut his teeth selling computers online he is In 2002 Rob and his brother Morgan had a laptop computer, mobile pleased to use his skills with wine. phone and lapel mike, and ran a live office furniture auction every “I’m really excited about this move, two weeks. especially working with regional 2010 ALLBIDS turns “With Theglass.com.au you can now shop online. overInapprox wine producers – I’m not a huge $4 million a year drinker but I find the product a lot and employs 20 staff and has You don’t have to trawl through bottle shops— more fun than computers,” Rob said expanded into online auctions, enthusiastically. you can find a bargain, quality wine—and have it 1st in 1st served and the new ALLBIDS sells everything from wine and alcohol business people’s household garage-sale type delivered directly to your door for only $5 per case Theglass.com.au . items through to high technology at Rob and his team are leading if you are in the Canberra region.” Rob Evans the end-of-lease to large industrial their industry as online retail assets, motor vehicles, liquidated and experts. ALLBIDS is a great excess stock.

Canberra business success story that is going from strength “The most interesting items we have sold to-date were two to strength. amphibious tanks—one was sold to a game park owner in the US and the other to a collector in Australia,” Rob said.

Rob says he has been blessed with a good team.

“I have a great team including my business partner and brother For more information about how ALLBIDS can assist your needs please Morgan, who is the company financial controller, our IT director Jason contact Rob Evans on 02 6239 2262 or rob@allbids.com.au or visit Kohonen, who has been with us since our first online auction in 2004, and has been the reason we have a really stable IT platform that has kept www.allbids.com.au or www.Theglass.com.au .

B2B in Canberra | November 2010

21

ACCOUNTING

Six reasons to have revenue protection ADVICE

by Nathan Nash

R

evenue protection is a type of business insurance that aims to maintain a similar revenue position for a business following the departure of a key person. We have found that it’s an effective way of helping to provide the business with enough money to compensate for the loss of revenue and costs associated with replacing a key person or business owner should they die or become disabled.

Revenue protection is successful because it: 1. Protects businesses where no other provision is being made.

2. Removes the need to stock-pile cash in case of an event, which can severely limit the growth of the business or the lifestyle of the business owners.

3. Alleviates the need to look to creditors should an event occur, which can distract you from running your business.

4. Ensures that all business assets are retained and used to generate the revenues required to make your business successful.

5. Saves you time as you do not spread yourself into new directions to obtain funds from creditors or sell assets, therefore you can focus on re-organising your business recruiting and picking up the shortfall until things get back on track.

6. Allows your financial adviser to ensure regular payment is made directly to your business bank account.

Revenue protection can assist in avoiding the most common financial losses to the business that usually result from: 1. Trying to find and train a suitable replacement.

2. Reduction in revenue generated from the loss of the key person’s work in the business; 3. Demand that cannot be met and business going elsewhere; Revenue protection insurance requires you to work with your accountant and financial adviser to establish the following: • Who the key personnel are in your business you may need to protect?

• What level of revenue or profit would be lost should a key person exit for an extended period?

• What additional expenses could you incur to replace a key person?

At RSM Bird Cameron we can provide services to help you put in place a revenue protection strategy and ensure the ongoing viability of your business.

Nathan Nash is a certified financial planner with RSM Bird Cameron Financial Services Pty Ltd. For information on business improvements, contact our experienced team, 103-105 Northbourne Ave Canberra, T.6247 5988, www.rsmi.com.au

ACCOUNTING SERVICES

Acquiring a commercial property in a SMSF

by Brett Billington Consider this scenario: a client owns a commercial property with his wife as tenants in common. The property originally consisted of shop premises on the ground floor and a private residence on the first floor.

The client has an SMSF and would like to sell his interest in the shop to the fund. The SMSF has sufficient cash to purchase the property at current market value.

What issues should be considered before the SMSF acquires the member’s share? This is our insight.

In this scenario, the SMSF is prohibited from acquiring the property because the shop shares the same title as the residence. A SMSF can acquire ‘business real property’ from a related party (eg the member).

However, ‘business real property’ only refers to property used wholly and exclusively in a business. The client may be able to split the property into residential and commercial use on separate titles. Provided that the commercial property is wholly and exclusively used for running a business, the fund can purchase it.

All elements to the property transactions must be consistent with the SMSF deed and the fund’s investment strategy. If the property makes up a significant portion of SMSF fund assets, the client may need to address diversification risks.

The client will need to consider the cost of the transfer, as CGT may be triggered and stamp duty is likely to be payable. If the commercial premises are in NSW, a stamp duty concession under Section 59A of the Duties Act 1997 may be applicable.

22 November 2010 | B2B in Canberra

If it is only the client’s interest in the property that is being purchased by the SMSF, the asset will continue to be held as tenants in common with the remaining party. Under this arrangement it is important to ensure that income and deductions are allocated in the same proportion as ownership and that all owners agree on the sale of the property.

If the SMSF uses a borrowing arrangement so that some assets within the fund remain liquid, specific requirements of the limited recourse borrowing rules need to be satisfied.

Clients rely on professional advisers to ensure their financial strategies achieve the outcomes intended. This can be achieved with the right advice, particularly when the client’s accountant and adviser work closely together integrating taxation and wealth management advice.

Hillross Wealth Management Centre Canberra – providing professional wealth management services to clients of our alliance partners.

Brett Billington is a financial adviser at Hillross Wealth Management Centre Canberra. Level 7, AMP Building, 1 Hobart Place, Canberra City, T: 02 6263 9200, info.wmcc@hillross.com.au, www.hillross.com.au

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BEFORE

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AFTER

BUSINESS COACHING

Branding basics – how do I use my brand strategy?

ADVICE

by Wayne Bolin Together with your competitive positioning strategy, your brand strategy is the essence of what you represent. A great brand strategy helps you communicate more effectively with your market, so it is vital to follow it in every interaction you have with your prospects and customers.

Both your competitive positioning strategy and brand strategy are used during: 1. Your client’s actual experience with your business itself 2. Your outbound marketing communications to this client before, during and after the delivery of service.

How should I be using my brand strategy?

Your brand strategy will used at every single client touch point and should deliver and reinforce the concept of value your brand aims to occupy in your clients’ and prospects’ minds. So for example, you’ll communicate your brand strategy through your pricing strategy, corporate visual identity, messages, brochures and website (to name just a few).

All key outbound communications (specific strategies should be formulated for these under a comprehensive marketing plan). Here are some brand execution ideas for key online communications only: Media releases. An editor giving your brand value credence is worth its weight in gold.

Blog coverage. Being covered in blogs goes a long way to establishing your brand position.

Social media. The fastest way to brand believability is to hit a homerun in the social media stratosphere. There are hundreds of social networks, so I would suggest showcasing your brand values in those where your target market participates.

Brand leadership advertising. Once your brand position starts achieving traction in the blogosphere, social media and mainstream press, further reinforcing that with leadership advertising can be invaluable.

Webinars are a low cost way to generate leads and deliver value in line with your brand promise.

Search Engine Optimization. Being 1st page of Google for your target market’s key search terms builds a believable message.

If you’d like some assistance with developing your brand further, contact me on 02 6295 9800.

Wayne Bolin is the principal at Bolin Accountants and the 10X Canberra South owner.

For more information, please visit Unit 3/71 Leichhardt Street Kingston or visit www.10x.com.au/canberrasouth

COMMERCIAL LAW

Have you planned for problems?

by John Irvine

W

hen starting a new business venture with others, people will often overlook how that venture might come to an end and some of the problems it may encounter along the way.

As is often the case however, a ‘stitch in time saves nine’ and obtaining the right accounting and legal guidance when a new venture is being established can provide an invaluable platform for the organisaton and its owners that will enable them to smoothly and cost effectively work through a range of events that will almost certainly impact upon the business at some point. Aside from governance type issues (eg putting some protocols around the decision-makers and decisionmaking process) considering and agreeing strategies in advance for what will happen if one owner dies, loses capacity, sustains a disability or trauma, wants to leave the business, becomes bankrupt or is in dispute with the other owner etc is critical.

As part of this process, determining how the business should be valued so as not to disadvantage either buyer or seller if any of the possible ‘triggers’ mentioned above occurs and whether insurance should be used to fund the acquisition of another owner’s equity, are fundamental discussions to have with your legal adviser who, in turn, should involve your accountant and insurance broker where required.

The result should be a clearly drafted document that sets out the owners’ agreement on how they will each act in the future should the relevant circumstances arise and be legally binding upon them to ensure

24 November 2010 | B2B in Canberra

they do so. Typically, this will take the form of a ‘partnership agreement’, ‘shareholder/equityholder agreement’, or ‘buy/sell agreement’.

Each business and group of owners will have slightly different ideas around this range of issues but failing to consider them before they occur can be costly and add considerably to the stress and tension the business and remaining owners will experience when going through the upheaval that the demise or departure of a co-owner brings.

Whether you are contemplating starting up a new business or already successfully running an existing business, now is a good time to implement these strategies within your business plan. But a final word of caution – this is an exercise to do properly with the right advice, not one to rush or to look for a ‘one size fits all’ strategy for the sake of it, as this will almost inevitably lead to disaster.

John Irvine is a partner at Trinity Law. Trinity Law is a boutique firm which is focused on providing business and corporate legal services and is motivated by long term business relationships. www.trinitylaw.com.au

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CORPORATE GOVERNANCE

Healthcare reform and governing councils ADVICE

by Phil Butler

H

ealthcare reform at a federal and state/territory level continues to grow in significance, with local hospital networks (LHNs) to begin operating from July 2011.

The LHNs are part of a broader package to reform healthcare by decentralising public hospital management and stream-lining service coordination at the local level.

Under the proposed reforms, the LHNs will comprise single or small groups of public hospitals, connected by geography and function. With services delivered across potentially large geographic areas, the equitable allocation of funding for service provision is important. For example, the Australian Health Promotion Association’s ACT branch (AHPA) expressed concern earlier in the year that the funding model may encourage a competitive approach to healthcare. According to AHPA, 35 per cent of ACT health services are delivered to people from New South Wales.

Each LHN will have a governing council or board responsible for delivering the agreed services and performance standards within an agreed budget. The exact authority and decision-making abilities of these councils are not yet clear. There is some concern the governing councils may be politicised and hampered by bureaucratic red-tape, which could hinder potential efficiency and effectiveness of the new model.

Independent directors— that is directors who are not appointed to represent vested interests but, rather, selected on the basis of

appropriate skill-sets and experience—will be required. Council members will be engaged in budgeting, strategy, recruitment, clinical governance and stakeholder liaison, to name just a few responsibilities.

For the LHNs to be fully effective, their governance structures must be in place before council members are appointed. Reporting lines and responsibilities must be clear to avoid ambiguity and confusion.

The CEO, Chairman and council members have distinct roles and need to operate as such. Ministerial directions need to be transparent and milestones agreed upon. It seems likely the reform will also need legislative change to provide a proper legal framework. The personal liability of governing council members is unclear at this stage.

With a commitment to sound governance practices, healthcare reform can be successful and enable desired outcomes to be achieved.

Phil Butler is state manager of the Australian Institute of Company Directors’ ACT Division. For more information about AICD ‘s course programs and events, T: 02 6248 5954.

ESTATE PLANNING

Taxes and death (benefits)

by Stephen Bourke It has often been said that there is no death tax in Australia. This is not quite true – there is tax on superannuation death benefits of 15% (plus 1.5% Medicare levy) on the taxable component where the superannuation death benefit is paid to an adult non-dependent beneficiary. That is unless you can satisfy the interdependency test.

Interdependency appears in both the Income Tax Assessment Act 1997 (“ITAA”) (s302-200) and Superannuation Industry (Supervision) Act 1993 (“SIS”)(s10A). Interestingly the test to satisfy interdependency is worded differently in each Act. The test which most people will need to establish is contained in the SIS Act which states you must (with exceptions where one or both individuals suffers from a physical, intellectual or psychiatric disability): (a) have a close personal relationship; and, (b) live together; and, (c) one or each of them provides the other with financial support; and, (d) one or each of them provides the other with domestic support and personal care.

Obviously this means that adult children will not always satisfy this test, especially if they have left the family home. If you found yourself in the unenviable position of needing to prove your entitlement you would need to satisfy the Superannuation Complaints Tribunal that you satisfy each and every one of the above tests. Assuming you satisfy the SCT on each of those counts you would think that you would then be eligible

26 November 2010 | B2B in Canberra

for the tax status of a dependent. Maybe not. The ITAA says that to establish an interdependent relationship you must: (a) have a close personal relationship; and, (b) live together; and, (c) one or each of them provides the other with financial support; and, (d) one or each of them provides the other with domestic support and personal care The ITAA has the same exceptions where there is a physical, intellectual or psychiatric disability. However like the SIS carries a rider that regulations may be made that may specify what may and may not be taken into account when determining interdependency. A dispute about tax is matter for the AAT.

Stephen Bourke is a director of the boutique firm, Certus Law, which specialises in superannuation, trusts and estate planning. Visit Cetus Law at Level 5, 28 University Avenue, T: 6268 9090, www.certuslaw.com.au

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GRAPHIC DESIGN

How much do you think your logo is worth?

ADVICE

by Jono Willis A client came to me with a logo problem. Their trouble started when they decided to design it themselves to save money. They had a copy of Photoshop, a computer and an idea — how hard can it be?

They set up their letterhead and with compliments slips in Word, and had several thousand printed at a copy shop. They designed their business cards in Powerpoint and emailed the file to the printer. A day later the printer called to say couldn’t use the file or the 72dpi logo because it was the wrong format. There was also a problem printing their two colour business cards as the logo required four colours. The price for having the cards printed had ballooned massively. The printer advised that they go and talk to a graphic designer.

I listened patiently. They’d spent thousands on business paraphernalia. None of the colours were consistent and their material looked cheap and amateurish. What would their clients think? It’s horrible to think how their poor presentation would impact on potential business — and that’s the point.

People starting off in business often underestimate the importance of a properly designed logo. It is an important investment in your business. It is the face of your business and enables you to stand out and compete. Shouldn’t it be good? Fortune 500 companies pay anywhere from $1,000,000-$55,000,000 for their logo designs. They fully understand the true value of a logo.

Back to our clients — their logo had to be redesigned. I sat down

with them for ninety minutes to ascertain the unique essence of their business — its personality, promise and purpose. I researched their market, goals and competitors and explored several different paths in crafting their unique logo and branding. My colleagues at the design studio also provided input to ensure the best possible outcome. At the end of the creative exploration I had three viable logos for the client to choose from. The client was extremely happy. Just how much should a small business expect to pay for a professionally designed logo?

In the end I’d spent weeks researching and creating the final logo. It cost them approximately $5,000. Their logo will last them for decades and return time and again on that investment. By the time they had come to me they had already spent over $4500 on stuff they couldn’t use.

How much do you think your logo is worth?

Jono Willis is a senior designer and writer.

For creative design solutions, contact Paper Monkey Graphic Design, 72 Townshend St Phillip, T: 6285 2400, www.papermonkey.com.au

INFORMATION SECURITY

7 facts you need to know about security!

by Boaz Fischer Let’s be honest, ‘security and protection’ is just plain challenging.

That’s why I have developed the 7 Facts You Need to Know about Security. Your security thinking needs to revolve around these 7 principles.

1. Business relies on TRUST. Security builds on trust – In business today, trust is an essential element in allowing organisations to communicate, transact and build relationships.

2. Your intellectual property is what makes your business UNIQUE. Security protects this uniqueness – whether it is your assets, your intellectual property, your workflow processes or your people, security needs to ensure that this uniqueness is protected.

3. There is no single technological tool that will provide your business with the complete protection that it requires. Security relies on technological tools, people and processes to manage your business risks.

4. The most effective security tool is VIGILANCE. Ensuring that your business is continuously being proactively monitored and protected minimizes the possible unwanted surprises that may be experienced due to a security breach.

5. Successful user awareness is vital. Garnering a security culture within your organization is the ultimate protection.

6. Safe business enablement requires INVESTMENT. Security requires the investment of money, time, resources and effort.

28 November 2010 | B2B in Canberra

7. The legal responsibilities of security fall on executives. Security needs to ensure that executives are well aware of their responsibilities.

The 7 Facts You Need to Know about Security was taken out from the book – Essential Guide to Information Technology Security Best Practices. The Essential Guide to Information Technology Security Best Practices initiative was runner up in the recent Australian and New Zealand Internet Best Practice Awards 2010.

Simply register your interest to myinterest@commsnet.com.au by the end of December and you will be eligible to receive 50% discount on the book – The Essential Guide to Information Technology Security Best Practices, normally retailing at $95.

Boaz Fischer is the managing director of the CommsNet Group. For more information, contact T: 02 6282 5554 or visit Level 1, 67-69 Dundas Court Phillip, mail@commsnet.com.au, www.commsnet.com.au

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MANAGEMENT CONSULTING

The value of diversity and inclusion to business ADVICE

by Dianne Hamer The eighth annual ACT Chief Minister’s Inclusion Awards were held recently, recognising the efforts, of organisations and individuals, who have assisted people with disabilities to live meaningful and purposeful lives and to contribute as members of society. MAXimusSolutions Australia is proud to be a major sponsor of this event.

Employing people with disabilities also makes good business sense.

Studies have shown that people with disabilities: • have lower levels of absenteeism.

• have a low incidence of workplace injury.

• are very loyal employees and have a low rate of turnover.

• on average, have productivity rates comparable to other staff.

Recently the Australian Public Service Commissioner amended the APS Act to allow for non-merit selection of people with a disability.

This is a very positive move towards improved workplace diversity in the Commonwealth, but does require a focus from departments and agencies on a strong workplace diversity framework. Our work with agencies has benefited from our group’s work in delivering disability employment in areas across Australia, UK and the US as well as our vocational focused health professionals and employer training resources.

What is involved in establishing a strong commitment to workplace diversity?

1. A senior executive who will champion workplace diversity 2. A policy framework which addresses specific needs including: (a) Actively develop positions and roles which suit staff with a disability.

This involves what we call detailed ‘Task Analysis’ of suitable roles. (b) A vocational assessment process for individuals and roles. (c) A risk assessment for Occupation Health and Safety management (d) Training and awareness for staff working with staff who have a disability. (e) The need to engage with the Disability Employment provider network. (f) National Panel of Assessors – workplace assessment requirements, With the rate of people with disabilities in the workforce at 29%, unemployment at 3.1% in the ACT and the percentage of people with disabilities employed in the government declining, it’s time to act.

Want to find out what this could mean for your business? Call us on 02 6295 9044.

Dianne Hamer is a senior consultant.

MAXimusSolutions offers a range of strategic consulting and support services.

T: (02) 6295 9044 or visit Ground Floor, 27 Murray Crescent, Griffith www.maximussolutions.com.au

PERFORMANCE ARCHITECTS

Coaching yourself…

by Lindy Bryant

C

larity of goals which motivate and then time management to reach them are two very common issues discussed in coaching. If the word ‘goal’ doesn’t inspire you, then replace with ‘outcomes’.

By June 2011 what outcome would you like for yourself and your work? To find another job; to reach sales targets; to take your business to the next level; to inspire your team toward more productivity and less grumbling? It’s important to write that goal down and read it and craft it until it really speaks to you and matters to you. Have one goal or outcome just for you, and one meaningful one for your work.

As strange as it may sound—while the urge to look for something to take out of your routine to give you more ‘white space’ or reflection time seems the thing to do, sometimes the best thing is to add something else into your day. Something you decide is an important priority for you—you will find that everything else then settles in around that priority.

This addition might be some form of quietness, meditation, mindfulness or massage or an exercise or movement that you really enjoy. Your health must be your number one priority. You must, as Covey says, ‘put first things first’ and your health must be first. As the CEO of Coco Cola said in his speech regarding juggling the balls of work and life, the work ball is rubbery and will bounce, the other balls of health, family, relationships are made of glass and must be protected.

So look at your diary for next week and structure your diary to add

30 November 2010 | B2B in Canberra

something in just for you. Get organised this Sunday for the activity during that week. Decide what healthy lunches you might prepare or buy for that week and buy ingredients. Pick up the phone and book a time for massage or medical checkup you have been putting off, or an assessment at the gym or a yoga or pilates class where you can creep in and get into the back row!

Once you have decided a different way of being for yourself that is successful you can tackle the work goal—talk it through with a trusted colleague and draw a road map of how you are going to get there. Take small winning steps. Remember, you have until June next year, so make it sustainable!

Go on, you owe it to yourself to do this – it’s Spring, it’s just the right time!

Lindy is a founding director of Yellow Edge and manages their national coaching practice based in Canberra which has delivered in excess of 15,000 individual coaching sessions over the past eight years. lindy.bryant@yellowedge.com.au.

Learn what the smart money is doing...

Capital Region BEC

How to Create or Build Your Business with Colin Emerson This excellent three hour workshop is for business intenders and those who are in the early stages of their business plans.

Dates: Wednesday 8th September - Queanbeyan 9.30 am to 12.30 pm Tuesday 26th October - Canberra 9.30 am to 12.30 pm Tuesday 26th October - Moss Vale 6.00 pm to 9.00 pm Wednesday 27th October - Jindabyne 12.00 pm to 3.00 pm Monday 1st November - Harden 12.00 pm to 3.00 pm Wednesday 3th November - Tumut 12.00 pm to 3.00 pm Tuesday 9th November - Queanbeyan 12.00 pm to 3.00 pm

Cost Free

To secure your place call: (02) 6297 3121 for details visit www.crbec.com.au ‘The services provided by Capital Region BEC are partially funded by the Australian Government.’

Have you ever thought about becoming a Forex Trader?

We are offering you complimentary tickets to the World’s Leading Forex trading seminar, LIVE in Canberra on Wednesday November 24th, 12.30pm & 6.30pm These Forex seminars will show you how you can get started regardless as to whether you choose to trade full time or part-time as a positive addition to your income.

No Forex Trading experience is necessary.

FREE BONUS

Millionaire Forex Trader Secrets report absolutely FREE!

To BOOK your FREE ticket call FREE on 1800 065 353 or visit www.knowledgetoaction.com.au Please note: Our Seminars are purely educational in nature, we do not advise or tip and any trades shown in any seminar are for educational illustration purposes only. Please make sure that you understand the risks involved. You must understand the risks involved and consider the appropriateness of trading, having regard to your own particular objectives, financial situation or needs. ACN: 138178542 License Number AFSL: 339557

companydirectors.com.au

Twilight Networking Event

Botanic Gardens

Introduce yourself, exchange cards, make friends

We will also celebrate the achievements of the recent Company Directors Course graduates.

Register early to secure your place at this premier corporate networking event.

Date:

Monday 6 December 2010

Time:

5.15pm - 7.00pm

Venue: Hudsons in the Gardens Australian National Botanic Gardens Clunies Ross Street Canberra For more information contact Ana Tomaz Events Executive t: 02 6248 5954 e: act@companydirectors.com.au

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Join us at our annual Summer Twilight Networking Event and make the most of the distinctive opportunities to meet new members and guests, network with existing members and other ACT and region business, government and association leaders, directors and executives.

ASSOCIATIONS TO BUSINESS CANBERRA BUSINESS COUNCIL

What a difference a year makes Chris Faulks Chief Executive Officer, Canberra Business Council

How has the ACT fared amid Australia’s economic resurgence in 2010? The answer is that we have consistently come out on top in most areas.

UPCOMING EVENTS Wednesday 10 Nov 2010 New Consumer Guarantee Regime Workshop Time: 2.00pm – 5.00pm Cost: $385 (GST incl) $45 Non-members RSVP: 3 November 2010 For registration contact: Beth T 03 8606 2292 or E beth.sim@minterellison.com

Thursday 2 Dec 2010 CBC Christmas Connect Join us for Christmas drinks and canapés and meet members of the 2011 CA Technologies Brumbies playing squad.

Time: 5.30 – 7.30 pm Location: Gandle Hall, National Gallery of Australia Cost: $45 members $55 non-members] $45 non-members For registration go to canberrabusinesscouncil.com.au

Principal Members Actew Corporation, ActewAGL, Bank West, Bega Cheese, Bluestar Printing Group, Clayton Utz, Cre8ive, Ernst & Young, Elite, eWay, Medibank Health Solutions, Hindmarsh, Holistech, KPMG, MBA, National Australia Bank, National Museum of Australia, NEC Australia, Staging Connections, The Village Building Co, Thyssen Krupp Marine Systems Australia

Affiliated with

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his time last year, we were seeing the first signs of economic recovery from the global financial crisis. Australia was leading the way for the advanced economies, with growth rates optimistically tipped to reach 2.5-2.75% in 2010-11.

Business confidence was starting to show tentative signs of improvement and official interest rates were around the 3-3.5% range where they had been for most of 2009. The Australian dollar, having troughed at around 65c against the US dollar in late 2008, steadily climbed back up to the 90c mark in late 2009.

The latest International Monetary Fund (IMF) World Economic Outlook now predicts that although growth in the advanced economies will slow down to around 2.2% by 2011, Australia will grow at a higher than expected 3.0% in 2010, up to 3.5% in 2011. The unemployment rate, which last year Access Economics had predicted would hit 8.5% by the end of 2010, only reached a peak of 5.8% during the height of the GFC and has now wound back down to 5.1%. It is expected to remain at this level throughout 2011. Interest rates are currently steady at 4.5% and as I write this, the Australian dollar has almost achieved parity with the US dollar. What a difference a year makes.

CommSec’s State of the States report—which assesses each of the states and territories on a range of key economic indicators—has repeatedly placed the ACT in first or second position among all jurisdictions throughout the year. We currently have the lowest unemployment rate in Australia at 3.1%. Our population is growing at around the national average of 1.8% per annum and average personal income in the Territory is the highest across all jurisdictions.

As always though, the key to remaining successful is to be aware of and adequately manage any risks. In the current economic environment, these include: Skills shortages: An issue of ongoing concern for the Territory, skills shortages hamper our ability to grow.

The latest Department of Education, Employment and Workplace Relations (DEEWR) Vacancy Report shows that managers, professionals and clerical and administrative workers make up over two-thirds of the 6,568 vacant positions recorded in the ACT last month.

Interest rate increases: Although currently steady at 4.5%, the Reserve Bank has indicated that official interest rates are likely to continue to rise. The situation becomes more complex for the RBA given economic growth varies across the different sectors of the

Australian economy. For example, while the resources sector is moving forward rapidly, the tourism sector is hamstrung by the poor international economic climate and our high dollar.

Wage rises: In light of skills shortages and rising interest rates and with growing national economic prosperity and confidence, it is inevitable that there will be increasing pressure on wages to rise.

Offsetting this is the fact that general price inflation as measured by the CPI is stable at 3.1% and forecast to remain at around this level through 2011. Canberra also has the lowest inflation rate in Australia, currently at 2.3%.

Higher dollar: The Australian dollar is performing strongly, particularly against the US dollar. This is due to a combination of the strength of the Australian economy and the relative weakness of the US economy.

The end result is that demand for imports is rising, our exports have become more expensive and exportorientated businesses—of which the ACT has many are facing tougher conditions.

Dwelling shortages: The Housing Industry Association has repeatedly warned that the winding down of federal stimulus measures, combined with rising interest rates and skills shortages in constructionrelated trades, will lead to a national housing shortage.

These are just some of the risks facing us on the road to prosperity. Canberra Business Council will continue to work with our members and the ACT and federal governments to raise awareness of and help form strategies to mitigate these risks. However on the whole, it appears that as 2010 heads to a close, the nation and the ACT in particular, is in a very strong position economically.

ASSOCIATIONS TO BUSINESS ACT EXPORTERS’ NETWORK

Growing export strength through relationships A2B

Brent Juratowitch President, ACT Exporters’ Network

Business is all about relationships. For exporters, those people you wish to build a relationship with can be located anywhere in the world.

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here are, however, a number of avenues that can assist exporters with their business relationships in both new and existing markets.

Being part of a trade mission, such as the recent ACT Government’s education trade mission to China, is one way that exporters can nurture their business relationships with overseas markets.

Having a Chief Minister or Minister leading the mission also gives your individual visit more weight and the ability to gain access that you might not otherwise be able to.

Members of this most recent trade mission also had access to financial support from the ACT Government to access Austrade’s business-to-business matching program, and to attend mission functions and networking events.

Members of this trade delegation were also able to take advantage of opportunities not available if the exporters were visiting China individually. For example, Canberra’s exporters were able to leverage from the ACT Government’s involvement as a silver sponsor of the Australian Pavilion at the Shanghai Expo.

According to the University of Canberra’s Frank Guo, who was a member of the delegation, “the Pavilion symbolises Australia, so it was very significant for Canberra to be part of this.” Outside a trade mission, this sort of exposure would be more difficult to achieve.

As part of this trade mission ACT companies also exhibited at the China International Small and Medium Enterprises Fair (CISMEF) in Guangzhou. Australia was the only co-host for CISMEF 2010, which brought even greater focus for Canberra’s exhibitors who were looking to build relationships in China as a new or existing market for exporters.

Andrew Ng, of ACT Centre for Professional Studies, used the education trade mission to launch their services in providing short-term training for executives in China, and said “I found the CISMEF exhibition very successful in reaching out to our target customers.”

He also valued the work of both the Chief Minister’s Department, in organising the mission to highlight to people in China that Canberra is an ideal place for education, and Austrade, who “did a fantastic job in facilitating the needs of the exhibitors.”

Shaw Vineyard Estate, which recently won the Emerging Exporter Award at the 2010 ACT Chief Minister’s Export Awards, was one of the Canberra

businesses exhibiting at CISMEF. Graeme Shaw, Director of Shaw Vineyards Estate, was able to use CISMEF as an opportunity to continue to develop existing relationships while also establishing new ones, saying that that CISMEF allowed him to support and assist his Guangzhou distributor as well as promote his brand to potential buyers.

Being part of the ACT Exporters’ Network is another way that exporters can build relationships. The ACT Exporters’ Network offers exporters the opportunity to benefit from each other’s experiences and knowledge, and together look at ways to expand their export activities.

The Exporters’ Network, which operates as part of the Canberra Business Council, works closely with other organisations that also help exporters build relationships, including Business & Industry Development–ACT Government, Austrade, AusIndustry and the Australia Institute of Export.

For more information on the ACT Exporters’ Network visit actexportersnetwork.com, or contact the Network’s manager, Pam Faulks, on 0400 090 452, pam.faulks@canberrabusinesscouncil. com.au.

The ACT Exporters’ Network is proudly sponsored by the ACT Government, Canberra Business Council, the Centre for Customs & Excise Studies and AusIndustry.

Graeme Shaw (centre) celebrating the success of the trade mission.

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ASSOCIATIONS TO BUSINESS ACT AND REGION CHAMBER OF COMMERCE & INDUSTRY

A2B

Workplace agreements under the Fair Work Act Greg Schmidt Director, Workplace Relations ACT & Region Chamber of Commerce & Industry

The Chamber has a long history of providing support to employers on a wide range of workplace relations and human resources issues Employers should consider the benefits they might gain from negotiating an Enterprise Agreement or even putting some Individual Flexibility Agreements in place

The Workplace Relations team of the Chamber has a long history of supporting members to navigate through the complexities of the Workplace Relations environment. To become a member of the Chamber please call 6283 5200 or visit www. actchamber.com.au.

Corporate Sponsors ACTEWAGL, 104.7/Mix 106.3, Prime TV, The Canberra Times, The Good Guys Tuggeranong, Duesburys Nexia, Synapse Worldwide, B2B in Canberra

Associates and Affiliates Retail Traders Association, Australian Industry Defence Network

Foundation Member Australian Chamber of Commerce & Industry

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n 1 July 2009, the Fair Work Act 2009 replaced the Workplace Relations Act as the primary piece of legislation that governs the industrial rights and responsibilities of employers and their employees throughout Australia.

The Act applies to National System Employers, which includes all employers in the ACT and nearly all employers across Australia. The framework of employment conditions for employees comes in two parts, taking effect from 1 January 2010.

The National Employment Standards (NES) are a ‘safety net’ of 10 minimum obligations that apply to all National System Employers in respect of all of their employees.

The NES include basic conditions such as the primary types of leave, maximum weekly hours of work, and the obligation to provide notice of termination.

Most employees are also covered by a Modern Award, which provides additional conditions of employment, including minimum wage rates for each classification level covered by the Award.

Modern Awards generally are industry-based, although some Awards are designed for specific occupations that may exist across a number of industries. Some employees are award-free, either because of the nature of the work that they do or because they are a high-income employee and therefore exempt from award coverage.

Where employees and their employer choose to make a Workplace Agreement, only one type of registered Workplace Agreement is available under the Fair Work Act. An Enterprise Agreement is a collective agreement that covers all of the employees of a business (or a designated part of the business) and operates instead of any award for those employees. An Enterprise Agreement does not commence operating until approved by the Fair Work Australia tribunal, and it must meet a number of requirements before approval is granted.

Apart from some rules on mandatory content of an Enterprise Agreement, the major requirement is for the Agreement to pass the Better Off Overall Test, to ensure that every affected employee will be betteroff under the Agreement than they would be if their conditions were set by the relevant Modern Award. The major benefit of an Enterprise Agreement is that the

conditions of employment set out in the Agreement can be made more appropriate or easier for a business to manage than the provisions of the Award it replaces – for example, a business with an Enterprise Agreement in place does not have to worry about the complexities of the Transitional Provisions found in most Modern Awards. Once an Enterprise Agreement is in place, it automatically applies to all of the employees in the target group, including employees subsequently engaged.

A further type of agreement is also available: the Individual Flexibility Agreement, which can apply to an individual employee already covered by either a Modern Award or an Enterprise Agreement.

An Individual Flexibility agreement between an employer and an employee can alter only a limited number of award provisions, typically things such as the hours when duty is performed, allowances, and the rates of overtime and penalty payments.

An Individual Flexibility agreement is much simpler to put in place than an enterprise agreement, and does not require approval by any external agency before it comes into effect (although parental agreement is required for younger employees).

Also, the Individual Agreement must leave the employee better off overall than they would have been under the main Agreement or Award alone, but this will not usually be formally tested.

Employers should consider the benefits that they might gain from negotiating an Enterprise Agreement, or even putting some Individual Flexibility Agreements in place. Each type of Agreement allowed under the Fair Work Act 2009 has some technical requirements that must be observed for a valid agreement to commence.

ASSOCIATIONS TO BUSINESS COLLABIT

A2B

Conceived through collaboration, for collaboration Nanette Richert ACT Branch Manager, Australian Information Industry Association

CollabIT ACT members are collaborating to create greater business opportunities for the SME market

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emonstrating their commitment to collaboration amongst local ICT suppliers, engaged CollabIT ACT members are partnering to create a unique collaboration system which will facilitate greater business opportunities for the SME market.

Aiming to create an online capability register of ICTrelated businesses, the collaboration system will further enhance CollabIT’s work as an ‘honest broker’ and assist all CollabIT members in sourcing new business partners and subject matter experts.

Open to small, medium and large organisations in both the private and public sectors, membership of CollabIT ACT is free.

Since its establishment over three years ago, CollabIT (and its predecessor Canberra.NET), has required an interactive system to identify and manage member organisations’ capabilities, and provide ‘honest brokerage’ services to bring SMEs and multinationals together to help grow SME business opportunities in the ACT market.

The CollabIT committee has undertaken to build an online register using the skills of the membership base.

The creation of the collaboration system is an integral part of CollabIT’s work with the Department of Innovation, Industry, Science and Research’s IT Supplier Advocate engagement strategy for increasing local SME participation in the Australian Government IT procurement market.

It is envisaged that the collaboration system will be operating and accessible to members in 2011.

AIIA releases green technology white paper The Australian Information Industry Association (AIIA) has released a White Paper examining the critical role that technology will play in the reduction of CO2 emissions and the development of a low-carbon economy.

The paper, ICT’s Role in the Low Carbon Economy, consolidates a wide range of leading research into the application of technology to a low carbon economy.

It provides a series of recommendations to the Australian government for the development of a policy framework to reduce the nation’s carbon footprint.

The technologies outlined in the white paper can assist the government in meeting the commitment of a five per cent carbon emission reduction by 2020 and could, by the same deadline, bring about huge net benefits, in terms of Australian economic,

environmental and social factors including: • Boosting the economy by between $35 to $80 billion • Cutting Australia’s carbon emissions by 116 Mega tonnes (annually) • Creating up to 70,000 jobs.

AIIA believes there are seven key areas where the intelligent application of ICT can make significant enabling contributions to reducing Australia’s greenhouse gas emissions and improving the country’s social and economic fabric.

While acknowledging the existence of other areas for reductions, AIIA identifies the potential enabling effects relating to these seven areas as providing the highest and quickest return on investment: • Green ICT • Energy production and distribution • Transport and logistics • Building management systems • Industrial processes • Health • Education To view the white paper, go to http://www.aiia.com. au/pages/lowcarboneconomy.aspx.

CollabIT is an engagement and business development initiative that links small and medium sized companies with multinational corporations and other stakeholders in the ICT sector.

CollabIT is a joint initiative of the ACT Government and the Australian Information Industry Association (AIIA) and is delivered under contract by the AIIA. To learn more about CollabIT’s activities visit the website: http:// aiia.com.au/pages/collabitact.aspx Grnd Floor, 39 Torrens St Braddon ACT 2612 T: (02) 6281 9400

UPCOMING EVENTS Partnering to success —CollabIT networking seminar When: Tuesday 23 November 2010, 4:30pm to 6:30pm Where: Microsoft, Level 2, Walter Turnbull Building, 44 Sydney Avenue, Barton ACT 2600 Are you a local ICT SME wondering how to enhance your business opportunities, in particular within the federal government marketplace? Are you a multinational or large Australian ICT business looking to partner with subject matter experts to augment your portfolio of products and services? Our panelists will share their experiences of industry collaboration, from the perspectives of an SME, a managed services and systems integration company and one of the world’s leading software providers, as well as provide an overview of a unique model for SME access to government procurement panels.

The panel includes: Mr Roehl Oringo, Chief Executive Officer, SME Gateway; Mr Jeremy Lane, Project Executive, CSC Australia and Ms Hala Batainah, Federal Director, Microsoft Australia.

ICT Industry Christmas Drinks Jointly hosted by CollabIT, the Australian eGovernment Technology Cluster and AIIA ACT When: Thursday 25 November 2010; 5:30pm to 7:30pm Where: Seminar Room, NICTA, Tower A, 7 London Circuit, Canberra ACT 2601 For further information about these CollabIT events and sponsorship opportunities, please go to aiia.com.au or contact Nanette Richert, ACT Branch Manager via the AIIA National Secretariat on T: 02 6281 9400.

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ASSOCIATIONS TO BUSINESS CHAMBER OF WOMEN IN BUSIINESS

A2B

Marketing your business: How difficult can it be?

CHAMBER OF WOMEN IN BUSINESS

Dianne Nockels, Promotions Officer Chamber of Women in Business

There are many ways to market your business. Think laterally and you’ll reap the benefits.

UPCOMING EVENTS Tuesday 9 November, 6-8pm Ivy Cafe, Lennox Crossing AGM, VIP speakers and networking Tuesday 7 December, 6-8pm Wow! Christmas drinks Library Bar, Diamant Hotel

For more information: cwb.org.au

or call 6282 6255 Find us on Facebook

For more information: T 6282 6255 F 6282 7191 E office@cwb.org.au www.cwb.org.au

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round 1910 Otto Rohwedder invented sliced bread. You are probably thinking it must have been an instant hit but in fact it took 15 years for the idea to catch on.

Otto Rohwedder invented and patented the system to slice the bread, but it wasn’t until ‘Wonder’ bread marketed the idea that people began to believe this was something they wanted.

So, if it takes 15 years for sliced bread to catch on, what hope is there for the rest of us?

As consumers we are becoming increasingly aware of marketing ploys designed to make us spend. There is even an excellent TV show to help inform us (Gruen Transfer, ABC1–a must-see).

So what should we be doing to effectively market our service or product, and how much should we spend? How successful can we be, printing off a dozen flyers at a time on our own Inkjet printer? This question cannot be answered comprehensively in this article, but let us take a look at some of the main points.

Who are you marketing to?

You must understand your target market. Who are they? What do they read/watch/listen to? How old are they? If they are over 65 they are probably less likely to join your Facebook page than if they are in the 20-40 age group.

For example, the Purple Tick programme is designed to allow businesses to market specifically to women. A Purple Tick business must show they cater to, although not uniquely, the specific needs of women.

Use multiple channels Once you have identified your target market, how are you going to reach them? For greatest effect use a number of different channels, eg: print and internet.

It is said a consumer needs to see an advert six times before they respond, but that does not necessarily mean they need to see the same ad, in the same outlet, each time.

By changing just a few words and placing your ad in a different publication, you could be appealing to a whole new set of potential customers.

How much should you spend?

One thing I have learned at the CWB is that you have to spend money to make money. However, there are also free and low-cost methods you could take advantage of: • Email: send out special promotions or regular newsletters. Once a month or once a quarter is sufficient for a newsletter, but whatever you decide, be consistent. It is vital to keep your database up

to date. A good database will enable you to tailor your messages to suit clients’ more specific needs or interests.

• Social networking sites, eg Facebook, LinkedIn etc.

• Blog–set yourself up as an expert in your field by posting regular blogs on the subject. Again, be consistent. This raises your profile and gives you extra credibility in the eyes of the public, indirectly leading to increased sales, or business opportunities.

In the low-cost bracket there are a number of steps that you can take: • Business cards. It is essential to have professional business cards which say succinctly what your business is about. If you do not have a logo, obtain the services of a graphic designer to create one.

• Flyers and brochures are another low-cost way of promoting your business but, again, they should look professional. Be clear about the message you want to get across and avoid information overload.

Make sure they’re available in places you would expect to find your target market.

The list is endless!

The above is just a snapshot of what can be done.

In addition you could (in fact, should) have a website.

Look at what your competitors are doing and learn from them. Read and be informed about marketing— there are numerous websites, seminars and books you can access.

Whatever you decided– be focussed, professional, consistent, and make sure you live up to your promises.

No matter how good your marketing campaign, you have to have the goods to back it up!

UNIVERSITIES TO BUSINESS THE UNIVERSITY OF CANBERRA

Advancing philanthropy for the University of Canberra U2B

Cathy Bryson Office of Development, University of Canberra

Philanthropy holds considerable potential as a means of increasing overall funding levels for universities.

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raditional government funding of universities has resulted in a relatively low level of philanthropic support for Australian universities and presents a challenge for Australian higher education institutions as they seek to compete in an increasingly global market.

Government funding as a proportion of total university expenditure declined from 60% in 1994 to about 40% in 2005.

Universities have made up the shortfall through fees and charges and higher education contribution scheme income. Universities indicate that they require additional resources to provide the best facilities and attract the best staff and students as worldwide demand for higher education grows. The term ‘philanthropy’ is used interchangeably with the terms ‘giving’ and ‘philanthropic giving’.

Philanthropy is the planned and structured giving of money, time, information, goods and services, voice and influence to improve the wellbeing of humanity and the community.

The University of Canberra’s Strategic Plan 2008-2012 is underpinned by investing $100 million during this period, in addition to our normal operating revenues, to implement the strategies and thus revitalise the University. The uniqueness of the University of Canberra is evident through location, course offerings, branding as the ‘capital’ university in the world arena, punctuated by graduations held in the great hall at Parliament House.

Values of service, education as a transformative experience for all people, research for the benefit of future generations, vocational relevance to professions and entrepreneurial spirit that drives innovation and growth strike a chord.

Engagement Plan A commitment by the University of Canberra to an Engagement Plan to serve the core functions of teaching and research has seen the introduction of ‘Advancement’. The advancement mandate is to generate income by engaging with Alumni and fundraising through donations, gifts, bequests and periodic Capital Campaigns.

The University of Canberra will be building closer links with the business community and strengthening the connections with its alumni. Identifying and promoting opportunities for the community to provide philanthropic support for the future of the University of Canberra will be communicated broadly.

We will create an endowment fund into which proceeds from the development of the campus can be put for the long term benefit of the University.

University of Canberra and philanthropy today and in the future We have ambitious goals to achieve in serving Canberra and its surrounding partners and communities through education and research. By 2018 the University of Canberra will be internationally recognised for its research-led education in public administration and services; whether those services be governmental, environmental, educational, healthrelated, creative or in the course of business. We will draw students and researchers from around the world because of our reputation for programs which meet the current needs of modern governments, public services and the professions which support them.

We will be extending invitations to the Canberra business community to join us philanthropically as we realise our vision for our campus of ‘being a unique contemporary environment that delivers learning as a transformative experience for all people, irrespective of their origins, age and circumstance. An inclusive centre where learning is part of the Community’s way of life.’

It is through partnered philanthropic support by way of donations, gifts and bequests from alumni, individuals, businesses, corporate and charitable trusts and foundations that the University of Canberra will be known as having ‘stepped up’ to the educational needs of our community.

The University of Canberra will transform even more lives with the support of Canberra. It is only through donations, that scholarships can be provided for those that would otherwise be unable to avail themselves of a University education.

“I would like to thank you for the Scholarship you have granted me, there are no words to describe what you have done for me. If it weren’t for people like you, my dream of going to university so that i can help people in the future wouldn’t have been possible...” Scholarship Recipient, Age 19 (name withheld for privacy).

Cathy Bryson has been appointed as the Manager, Advancement Services for the University of Canberra.

Having worked in Development roles at Mission Australia, the Leukaemia Foundation and most recently Outward Bound.Cathy brings with her experience of philanthropy in the third sector and is now responsible for growing philanthropic support for the University of Canberra.

Identifying and promoting opportunities for the community to provide philanthropic support for the future of the University of Canbera will be communicated broadly.

To make a donation or bequest, please contact Cathy Bryson at the University of Canberra T:(02) 6201 5774 or cathy.bryson@canberra. edu.au B2B in Canberra | November 2010

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LOCAL LIQUOR DINNER @ PARLIAMENT HOUSE 1.Nathasha Barrenger, Steve Roy, Melissa Caton and Brad Phillips 2.Aliki Vivadis, Aleko Vivadis, Nick Dourdoulakis, Tass Spyropoulos. Back row: Yvonne Dourdoulakis, Dimitri, Irene & Keith Mihailakis, Manuel Xyrakis, Juliet Leahy, Gloria Spyropoulos 3. Allen and Robyn DeCosta and Jude and Trevor Corver 4. Bret Martim, Sarah Murphy and Matthew Barnett 5. Julie Anderson, Shane and Julie Capararo, Vicki Usher, Tipnatee Sukijakamin, Kirsty Bush and Richard Hinton 6. Michael Draper, Leonie and Ian Stephens and Karen Forbes

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FBA ACT CONFERENCE @ BRINDABELLA PARK 1.Scott Abraham, Hayden Sharke, Heather Dace and Richard Sharpe 2.Hayden Sharke, Kylie Kovac, Philippa Taylor and Richard Sharpe 3.Darleen Barton, Mick Burgess and Carolyn Queale 4.Patrick and Emily Kirklan and Anita Burgess 5. Justin Rollason, Wayne Bolin and Philippa Taylor 6.Fional O’Donnell, Genevive Power and Kylie Kovac 7. Mick O’Malley, Tiffany Jones and Tom Ellis

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FGD GROUP SALT @ THE OTTOMAN 1. Jim Dunn, Bernard Salt and Greg Brackenreg 2. Stephen and Janet Thackray, Stephen Bourke, Mike Bannon and Suzie Delbridge 3. James Watt, Sarah Keenan and Andy Gregory 4. Andrew Sykes and Juliette Ford 5. David Rae, Kathryn Heuer and Peter Beames 6. Lady Lisa and Sir Paul Coleridge 7. Robert Turner, Paul Salinas, Nicole Platt, Charles Crowther and Gavin Howard 8. Craig Horley, Tara Kiss, Zoe Phillips, Kasey Fox and Adam Bak 9. Mark Woods, Dennis Farrar and David Jones 10.

Frank Lopilato, Gail Kinsella, Greg Tilse and Archie Tsirimokos 11. Sarah McCarron, Suzanne McIntosh, Heather McKinnon and Hassan Ehsan 12. John Pascoe, Chris Faulks and James Brewster 13. Shane Gill, Phil Bailey and Ben Aulich

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B2B in Canberra | November 2010

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DRIVE AWAY

www.melroserenault.com.au

INTRODUCING THE NEW RENAULT MEGANE… IT’S TIME TO CHANGE. Discover a new world of sensations with the New Renault Mégane Hatch. Its European flavour, ergonomic design and quality finish will instill confidence and peace of mind. Top of the range safety features will make you feel safely cocooned, while its unbeatable features package will redefine value in this segment. You will discover unexpected features such as the Renault Smart Card Key, which allows you to open and start your car without removing the card from your pocket. There are many more innovative features waiting for you to discover.

TEST DRIVE TODAY. ^Drive away price for the Mégane Hatch Dynamique manual.

Melrose Renault 118-120 Melrose Drive, Phillip ACT 2606.

Sales: 02 6282 2311 Service: 02 6282 2377

40 November 2010 | B2B in Canberra

REN1752