BiziNet Magazine Issue #87 - Sep/Oct 2017

SYDNEY - ISSUE 87 | SEPTEMBER - OCTOBER 2017

CROWD SOURCE FUNDING FOR RETAIL INVESTORS GOOD IDEA OR THE POTENTIAL FOR THEM TO BE A PONZI SCHEME? PAGE 14

WHAT IS SELF-SERVICE BUSINESS INTELLIGENCE? PAGE 20

MASTERCLASS

INTERNATIONAL FREIGHT

with GARY EDSTEIN

CEO/Senior Vise President, Oceania

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Contents Cover Story

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Masterclass – International Freight with Gary Edstein CEO/Senior Vise President, Oceania A. Charles Smith

Regulars

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EDITOR’S LETTER

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Dmitry Greku

Global Millennial Summit Heading to Sydney

BUSINESS ADVICE

BIZINET LIFESTYLE

BiziNet Digital is On…

Crowd Source Funding for Retail Investors. Good Idea or the Potential for Them to be a Ponzi Scheme?

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Taxation Implications of Termination of Employees

Corporate Gifts Saying Thank You and Farewell with Grace Chris Underwood, Underwood Jewellers

Bruce Gleeson, Jones Partners

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FEATURE

Steven Brown, Etienne Lawyers

BiziNet Digital @

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What Is Self-Service Business Intelligence and, Is It for You?

issue-87.bizinet.com.au

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SPAM - Unsolicited Commercial Email, Junk and Phishing – Part I

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John Howard, Smoothstream Business Intelligence

Daniel Moisyeyev, GWP Media

BUSINESS GROWTH

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What Government Grants are Available to You and Your Small Business?

Leo Colgar, Bright Accounting and Taxation Services

@

From Paper to Digital: The Voyage of Discovery for Businesses Wanting to Optimise Their Processes Alexey Prokopenko, Kite Union

The Key Steps for a Small Business Marketing Plan (Part3) Kym Heffernan, The Marketing Strategy Co

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Tips To Achieve Your Business Goals Ben Fewtrell, Max My Profit

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EDITOR’S LETTER

BiziNet Digital is On… Dmitry Greku, M. Sc., Editor and Publisher - BiziNet Magazine Marketing is a science, a much more complex subject than many of us would like to think.

It requires people with hands-on practical experience. Marketing, pretty much like any other business skill, cannot be mastered by theoretical study. It comes from knowing the business, interacting with the business community, listening to many people, sorting out their correct and not-so-correct opinions, analysing positive and negative feedback on multiple issues, having the ability to understand many different subjects and concepts, and being engaged across the business interests of a wide range of firms and industries.

A high quality promotional campaign can only be executed from a well-designed tried and tested marketing platform. This platform can be an established publication with a carefully targeted distribution system; or it can be an online application – e.g. a well-known and widely used website with a lot of traffic. There is a reason why magazines, radio, newspapers and TV stations of the past used to charge tens of thousands of dollars for a full-page ad or for a 15-second commercial. They were these tried and tested platforms, and held the audience to prove it.

Times have changed. There are newer technologies that allow us to print with greater cost efficiency. Versatile video and audio content that supports digitally published articles can be featured. We can create social media posts in groups with an army of followers.

It’s today’s reality trend – these new platforms are much more affordable, still effective and fit budgets of Small & Medium Enterprises.

All issues of the BiziNet Magazine (previously Business Resource & Lifestyle) from 2008 onward have been published online as flipbooks and PDF files. The more recent editions have every individual article published digitally

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with its own dedicated Landing Page. We have also started using QR codes to provide access to online content for magazine readers and support our contributors’ online published articles with business contact details, as well as video and audio content on BiziNet.com.au.

After a decade of digital publishing, we came up with a new concept - BiziNet Digital.

BiziNet Digital allows lower cost access for new startup and SME contributors to be published in BiziNet. Every BiziNet Magazine print edition will now have a dedicated Digital Contents page with the contributor’s article title, contributor’s name and company name.

This will allow BiziNet readers to find more articles that will be available online, and enjoy a wider range of quality content across a larger spectrum of business topics.

BiziNet Digital also includes audio content support. This is an option for those short on time who perhaps like to listen to podcasts as they drive to and from business meetings.

From the September-October 2017 issue of BiziNet, a selected range of our articles will also be available for “listenership” – not restricted to readership only.

BiziNet Digital will not just publish and host digital contributors’ content, but will also provide PR services for our contributors through all available digital and offline channels – social media, emails, optimised landing pages, networking events, Partnership arrangements, etc.

If you would like to be a part of these developments and instantly benefit from our Australian and international media/marketing channels, we invite you to join forces with our strong pool of BiziNet contributors and enjoy BiziNet Digital for $125+GST per month. e | dmitry.greku@bizinet.com.au

#87 Sep/Oct’17

Editor and Publisher: Dmitry Greku Cover Story: A. Charles Smith Contributing Writers: Steven Brown Bruce Gleeson Chris Underwood Ben Fewtrell John Howard Daniel Moisyeyev Kym Heffernan Leo Colgar Alexey Prokopenko Art Director: Svetlana Greku Cover Design: Elvira Cherry Support Photography: Elena Raga Executive Officer: Daniel Moisyeyev BiziNet Magazine is published by BiziNet Pty Ltd ABN: 76 620 577 184 www.bizinet.com.au Printing: Blue Star Group International Distribution Partner DHL Express Postal Address: PO Box 7519 Baulkham Hills NSW 2153 Australia International Standard Serial Number: ISSN 1837-199X Advertising Enquiries: p | 1300 889 132 (Australia) p | +61 2 9099 0795 (International) e | bizinet@bizinet.com.au w | www.bizinet.com.au

Copyright BiziNet Pty Ltd 2017.

The opinions expressed in this journal do not necessarily reflect and are not to be regarded as the official opinion of the editor, publisher or their agents. All information contained within this journal is provided for general information purposes only and on the understanding that none of the content herein constitutes professional advice. The editor, publisher or their agents accept no responsibility for any claim, loss or damages arising out of or in connection with any materials contained in this journal. Readers should not rely on the publications in the journal and seek appropriate professional advice in respect of their own circumstances.

LIFE ON PLANET EARTH IS GETTING BETTER, THANKS TO GLOBAL TRADE. Big businesses and small are helping the world’s economies to flourish.

New found wealth brings better health (the average person lives one third longer than 50 years ago) and education (today 90% of kids in developing regions of the world go to primary school). This is the power of global trade. Of course there’s still a long way to go, but one delivery at a time, the more we keep on trading the better it’s going to get for everyone, everywhere. Read more online.

dhl.com/globaltrade

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Introducing Our Contributors

Bruce Gleeson

Steven Brown

Ben Fewtrell

Leo Colgar

Bruce Gleeson is a Registered Liquidator and Registered Bankruptcy Trustee with approximately 20 years experience in assisting SMEs and individuals in financial crisis. He is a Director of Jones Partners Chartered Accountants. As an Insolvency Practitioner he believes it is vital that stakeholders (particularly directors and individuals) get the right advice from qualified professionals on the options available to them. Bruce is passionate to ensure that directors / individuals throughout the Greater Western Sydney area have access to quality advice and solutions.

Steven Brown founded Etienne Lawyers in 2003. They are best described as having an ‘International Reach with Small Firm Personal Service’.

Ben Fewtrell, Co-Founder and Managing Partner at MaxMyProfit and author of the Business Exceleration™ Blueprint, is a sought-after advisor, keynote speaker and trainer. He has been featured in ‘Secrets of Top Business Builders Exposed’, Virgins inflight magazine, Sky Business and many more. Ben is also the host of the popular Business Brain Food Podcast.

Leo is the founder of Bright Accounting and Taxation Services. He is focused on services for small to medium sized businesses.

With qualifications from Sydney and Macquarie Universities, Steven has gone on to have over 30 years in the law. With his own practice and a passion to help others succeed, Steven is a total professional, informing and educating along the way.

Steven specialises in all aspects of helping businesses to stay out of trouble and grow. He enjoys the cut and thrust of litigation and is a balanced negotiator for all alternative dispute resolution methods.

jonespartners.bizinet.com.au

etiennelawyers.bizinet.com.au

Bruce Gleeson p | 02 9894 9966 www.jonespartners.net.au

Steven Brown p | 02 8845 2400 www.etiennelawyers.com

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Having built several businesses from scratch, Ben knows a thing or two about getting a business off the ground. Ben’s presentations are always fun and educational and his Exceleration™ Programs have helped many Business Owners help build the business they imagined.

Leo started his career in one of the big 4 accounting firms, KPMG in 1990 and worked for international companies after that, where he gained extensive accounting experience through senior accountant roles during his career. Leo is a member of The Tax Institute, The Institute of Public Accountants and National Tax and Accountants’ Association. He is holding Master of Commerce (Accounting) degree from UNSW.

brightaccounting.bizinet.com.au

Ben Fewtrell p | 02 9111 5000 www.maxmyprofit.com.au

Leo Colgar p | 02 8858 3242 www.brighttax.com.au

Bella Vista Business Alliance BAH When:

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5:30 - 7:30pm Speaker: Where:

David Clarke

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BVBA CEO Lunch

Business Exceleration Conference When:

20 September 2017

When:

12:00 - 2:00pm

8:00am - 4:30pm Speaker: Where:

5 October 2017

Ben Fewtrell

Speaker:

Waterview in

Where:

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The Hills Lodge,

Castle Hill

Bicentennial Park

Castle Hill

Cost: $55

Cost: $97

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5:30 - 7:30pm Where:

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12:00 - 2:00pm Speaker:

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rydebusiness.com.au

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When:

14-15 November 2017

Where:

Carriageworks,

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PROUDLY PRESENTED BY

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BiziNet Magazine

BIZINET

#87 Sep/Oct’17

MASTERCLASS INTERNATIONAL FREIGHT

GARY EDSTEIN

CEO/Senior Vise President, Oceania

FINE-TUNING

GLOBAL COMMERCE

by A. Charles Smith Gary Edstein has worked in the transport industry for 41 years. Longevity, they say, is the progenitor of loyalty. Serving to underline that theory is the example he epitomises of a life spent in just two large entities.

The first eleven years was with Trans Australia Airlines, predecessor to the domestic arm of Qantas, and the second period with DHL.

DHL Express Canberra Service Centre, which was officially opened in May 2016.

Just over thirty years ago, he strode through the door of DHL’s Melbourne office to take up a role as Sales Manager for Victoria. Australasian Sales Manager, based in Sydney quickly followed. Six years later he moved to New Zealand as Country Manager, and in 1998 was promoted to Country Manager, Australia.

In 2000, Gary transferred to Tokyo to establish a new DHL entity, Global Customer Logistics of which he became a Director. That project successfully founded, he returned to Australia at the end of 2001.

In 2003, DHL had become wholly-owned by what is now called Deutsche Post DHL (DPDHL) and Gary was appointed Senior Vice President/CEO of DHL Express for Oceania. It’s a position he continues to occupy and he is responsible for DHL Express operations in Australia, New Zealand, Papua New Guinea, Fiji and the Pacific Islands.

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PROUDLY PRESENTED BY

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As an unabashed company man, Gary Edstein proffers no apologies in advancing the cause of DHL. Being one step ahead of the game for him involves staying in tune with the market and its trends.

“We embrace change, we evolve, we reinvent, it’s never dull,” he says of his almost fifteen years at the Australian helm.

than 57 billion Euros in 2016.

In recognition for his contribution to the industry, Gary was named ‘Transport & Logistics Executive of the Year’ at the CEO Magazine’s 2016 Executive of the Year Awards.

As CEO of DHL Express in Australia, Gary’s responsibilities are extensive. The company has more than 1,500 employees on its books.

In worldwide terms, the parent company employs over 100,000 staff in 220 countries and territories. Overall, the four divisions of DPDHL Group generated revenues of more

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DHL is the leading global brand in the logistics industry offering an unrivalled portfolio of logistics services ranging from national and international parcel delivery, e-commerce shipping and fulfilment solutions, international express, road, air and ocean transport, to industrial supply chain management. DHL connects people and businesses securely and reliably, enabling global trade flows. It provides specialised solutions for growth markets and industries including technology, life sciences, healthcare and energy, automotive and retail.

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In the case of his company, this has meant the transformation of the business from one of document delivery to the movement of parcels, both outbound and inbound but now on an infinitely broader worldwide scale.

In more recent times, DHL has taken on a greater business-to-consumer role lessening the traditional business-to-business model.

“Technology and e-commerce have driven these changes. The whole world is now within easy market reach. In just two years, we have gone from delivering 45% of our volume to residential addresses to 60% due to the popularity of online shopping, thus offering consumers a chance for choice.”

These developments have encouraged DHL to build an even greater relationship with endusers who are ordering online. The global e-commerce push has seen huge increases, both in numbers of shipments moved and in

MASTERCLASS INTERNATIONAL FREIGHT

at Gar y Edstein the of ng ni e the op rvice Business Se l 2017 ri p A , re Cent

L EO, DH n Lee (C China) and e K , in e cluding r y Edste (l-r) Ga Asia Pacific ex anager) outsid M s . s y 6 ountr Expre st 201 y (NZ C e, Augu Mark Fo land head offic k the Auc their spread among more than 220 countries globally.

To service these demands, the logistics involved are staggering. DHL owns and operates a fleet of 250 aircraft, operates more than 50,000 service points and maintains 30,000 vehicles. Five hundred of these, prominently adorned with the DHL logo, are meeting consumer demand all over Australia.

“Every day we move thousands of shipments across the Tasman Sea in our dedicated air freighter,” says Gary. “This year marks the 25th anniversary of having a dedicated plane connecting Australia and New Zealand, which enables overnight delivery between major cities, and is a major service offering for our customers.”

Movement of goods between countries is not, it must be remembered, the same as a movement from say Mascot to Sydney CBD. This is where experience in the industry tells. Under their well-developed logistic processes, the vast majority of goods coming into the country from overseas have already been cleared by the relevant government authorities before the arrival date.

“Because of the emergence of online shopping and residential deliveries, we have developed software called On Demand Delivery. While still in transit, we can send the

DHL Express eV ehicle: (l-r) Scot t Elliott, Vice President O pe Mailroom Admin rations, Shirley Cheney, ist Olivera Goodwin ration, Gar y Edstein, , Senior Advisor First Choice and GoG reen lead. customer a notification that enables them to tailor their preferred delivery option.”

These options include the availability to select the date and time when the goods will be delivered. Someone other than the end user can be nominated as having the authority to receive the goods, such as ‘Leave with Neighbour’ and the consignee can even choose to defer delivery if he or she happens to be away.

Flexibility of collection points is being developed into a fine art by DHL in its quest to provide greater consumer convenience.

Such places as newsagents are currently being utilised and the company is researching alternative retail options to suit customer need, particularly out of business hours.

In conjunction with the pick-up locations, DHL is also developing a locker network to be situated within retail outlets and in high foot-traffic areas. A number of these lockers have already been installed in DHL service centres and are receiving positive feedback.

“The whole process from order to delivery is DHL poetry in motion,” says Gary. “We want to make online shopping as easy as possible, as that helps our customers to grow and is a win-win for all involved.”

For would-be Australian exporters at a practical level, e-commerce is also the avenue of maximising profit and minimising cost distortions for goods en route. DHL Express is a key facilitator in the entire process.

“We can assist exporters in developing a distribution strategy, thus enabling them to generate increased exports utilising technology and e-commerce to sell – without the need for costly warehouse or distribution points in the destination market.”

The confidence exuded by Gary Edstein is not based on wishful thinking. The DHL Export Barometer 2017 records the highest level of Australian exporter confidence since 2011.

E-Commerce continues to hold and gain traction, with 78% of Australian exporters generating orders from online channels.

Research shows more new exporters are entering international markets.

Significantly, with the local private sector economy residing in a protracted period of wage-growth flat-lining, data shows that 63% of exporters expect to grant employees a wage rise in the coming 12 months. The DHL Export Barometer also demonstrates that export confidence is at its highest level since 2011, with overall positivity in international trade evident.

Conducted by ACA Research, 567 Australian exporters were surveyed for the DHL Export Barometer between 6 and 26 June 2017. Its

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PROUDLY PRESENTED BY

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for , Minister ’Ambrosio d Resources, D ) y il (L a ilian y an ourne (l-r) Hon. L Minister for Energ press Melb nd x a E ry L st H u D d e In th t a in e Edst and Gary ening, August 2015 p o y a w te a G

Gar y Ed stein in th Ser vice Centre, e Sydney South E Decemb er 2016 ast DHL’s 14th such annual research study into Australian exporter confidence. The initiative is aimed at analysing export confidence in Australia and identifying export trends. The nationwide research examines the business outlook of Australian exporters, highlighting changes in overseas market demand and providing insights into the factors impacting Australia’s export trade.

It found that 67% of the exporters surveyed expected sales to increase over the next 12 months. In a clear sign of things to come, the latest figures are just 2% below the peaks of buoyancy seen in 2007 and 2010.

Furthermore, exporters have reported a growth in actual orders, with 56% recording an increase in orders over the past 12 months. This is the highest percentage in over six years.

Gary Edstein is effusive in his confidence respecting export growth and the potential for more.

“Optimism among the majority of exporters is a great indication that the Australian e-commerce market is in a good shape. We are seeing innovative businesses making significant inroads on the global scale,

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encouraged by the ease of access to larger international markets via e-commerce and online channels.”

A further encouraging sign is the observable emergence of new exporters becoming important players in a relatively short period of time. The figures suggest that new firms and businesses, that might presently regard a venture into the export market as one step too far, should think again.

“A number of newer exporters, or those that have been exporting for less than five years, now make up around one-third of Australian exporter landscape,” says Gary.

Companioning the overall optimism, along with anticipated wage growth, employment opportunities are likely to rise. The figures demonstrate that about 51% of exporters expect that they will hire more staff next year and 63% of them also expect to increase their workers’ wages.

Tim Harcourt, JW Nevile Fellow in Economics, UNSW Sydney and host of The Airport Economist, in commenting on the DHL Export Barometer figures observed, “The research shows that it is getting easier

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Gar y Edstein an Manager, Mar d DHL Express NZ Country k Melbourne G Foy, at the opening of the ateway, Augu st 2015 to do business on the world stage. Optimism in exporting has numerous positive knockon effects for Australian businesses and the economy overall including increased revenue and more job prospects.”

Buttressing these trends, E-Commerce has become the norm and online marketing has increased. A whopping 78% of Australian exporters generate orders from online channels – and nine in ten (89%) of those who export consumer goods, source orders online. Furthermore, 85% of small businesses (those with up to four employees) generate business online.

Edstein has looked at the developments over a wider time frame. He says that driven by e-commerce, the profile of businesses involved in exporting has changed dramatically in the past five years.

“We have seen significant growth in SME customers and businesses that send goods directly to consumers – as compared to via a retail presence or an international partnership previously.”

Proving the popularity of online marketing to bring in these sales, a quarter of exporters say they spend 60% or more of their marketing

MASTERCLASS INTERNATIONAL FREIGHT

ss DHL Expre e rn u Melbo aff Gateway st g in ss proce ments express ship budget on these online platforms. Exporters have poured additional money into the enhancement of their websites (visualisation and usability), improving fulfilment and customer service.

For those new in the game or thinking about getting into exports, there are many things to consider. Factoring in Customs regulations in developing a user-friendly website with all the tools available to expedite shipments of product small and large, are ‘must have’ tools to optimise success.

Says Gary Edstein, “At DHL, we can provide advice that will give the potential exporter a whole network capacity, literally everything for them and the end user just a mouse-click or screen tap away.”

As to speediness on the import side, Gary gives an example of items ordered from London on a Tuesday, such as fashion or component parts, being in the customer’s hands on Friday of the same week.

The company has strived to perfect costsaving measures so as to avoid storage charges. There are occasions when stock has

Unloading b o Canberra S xes at the new ervice Cen tre, May 20 16 to be held back and others when deliveries must be strictly synchronised on a ‘just-intime’ schedule.

As with any on-line operation, the biggest challenges abound when it comes to security.

“I’m not only referring to movement of goods protection, which is a large focus for us, but data. Cyber-attacks are of great concern and we will continue with efforts to protect the integrity of our systems,” says Gary.

But for DHL, it’s not all about just doing business ‘whatever it takes’ but aligning as a responsible partner with the environment.

To that end, following a successful trial, the electric Renault Kangoo ZE Van is being used as the company mail car in Sydney, driving between DHL Express offices.

Dependent upon the driving style and conditions, the Kangoo can be on the road for an average of four hours, an equivalent travelling distance of 100 kilometres on a single charge. The vehicle runs on a Lithiumion battery. Overseas, electric vans and scooters, operate on routes in Germany, Japan and Taiwan.

DHL’s parent company will also proceed with increased production of its own Street

Scooter electric vehicle.

Goals for reducing its carbon footprint are not new. Being ahead of the pack, the company has announced a target of reducing all logistics-related emissions to zero by 2050.

On the road to achieving this, it has also outlined a number of interim measures. These include increasing its carbon efficiency by 50% and operating 70% of its own first and last-mile delivery, utilising clean transport solutions by 2025.

As a demonstration of its environmental commitment, the group is currently in front of its 2020 thirty per cent reduction target. By 2025, 70% of its fleet of trucks and aircraft will be more fuel-efficient.

“Moving swiftly with every technological innovation, being a responsible citizen of the environment and pointing the way for Australian businesses to handle shipments of goods in the most expeditious and costefficient way has been my focus for DHL.” It is this innovative approach that will guide DHL’s corporate integrity and development to even greater heights in the future.

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BUSINESS ADVICE

Bruce Gleeson, FCA, FCPA, RITP Principal, Jones Partners Insolvency & Business Recovery

Crowd Source Funding for Retail Investors Good idea or the potential for them to be a Ponzi Scheme?

The Corporations Amendment (Crowd Source Funding) Bill 2016 is due to come into operation on 29 September 2017. Crowd Source Funding (“CSF”) continues to be a popular way that allows entrepreneurs/start-ups to raise funds from many investors. Until recently CSF in Australia has been aimed at “sophisticated” or “wholesale” investors. The above Bill effectively establishes a regulatory framework to facilitate CSF by small, unlisted public companies aimed at attracting retail investors.

There is no doubt that new funding models such as CSF which enable new ideas to get off the ground and fly and contribute to productivity growth are a good thing. However, I do see the potential for misuse and some comparisons to Ponzi schemes come to mind.

What is a Ponzi scheme? Wikipedia describes this type of scheme as one where “the operator generates returns for older investors through revenue paid by new investors, rather than from legitimate business activities or profit of financial trading”. The analogy here is that the concept/assumptions around the business are overstated and/or further capital raisings being based on the potential for the product/service being overplayed.

Retail investors apply the same scepticism, fundamental analysis and industry research they do to a company listed on a stock exchange before deciding whether to invest via the CSF platform.

The fact that CSF is (or will be) typically done online and facilitates a large number of individual (or retail) investors to make small financial contributions highlights the potential for mis-use. Retail investors need to absolutely accept that investing in start-ups or small businesses present high risks of financial loss. ASIC insolvency statistics confirm that the overwhelming number of corporate insolvencies are micro to small medium enterprises. As a Registered Liquidator, I see this frequently.

Whilst the regulatory framework in this Bill has been designed to balance the barriers for business seeking CSF with an adequate level of protection against risk and fraud for retail investors, only time will tell whether some CSF companies seek to take unfair advantage of this new form of funding. Some of the key requirements for those making a CSF offer are:

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• The offer must be for the issues of securities in the company making the offer [ie. can only be an unlisted public company limited by shares]; • The company making the offer must be an “eligible CSF” company and its principal place of business must be in Australia; • The securities must satisfy the eligibility conditions [ie. a CSF company’s substantial purpose can’t be investing and it must have gross assets and turnover of < $25million respectively.]

• The offer must comply with the “issuer cap”. [ie. CSF companies can only seek to raise $5million in any 12 month period.]

• The company must not intend to use the funds obtained under the offer by it or a related company to invest in securities or interests in other entities or managed investment schemes.

Relevantly the CSF offer generally will not need to be as detailed as a prospectus and other disclosure documents.

All CSF offers will need to be made via the platform of a CSF intermediary and such intermediary will be required to hold an AFSL – thus there are some in-built protections to the retail investor, but dangers still lay in the quality of the offer and the individuals standing behind it.

The maximum cap per retail investor is $10,000 in any 12 month period and there is a 48 hour cooling-off period. Retail investors should ensure they do their due diligence if they may be seeking to invest via such platforms and try to make an objective assessment of the investment risk versus return scenario. And

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importantly remember, the bigger the return, the bigger the risk.

Jones Partners Insolvency & Business Recovery has several Registered Bankruptcy Trustees and we can explain the current state of play in this area and other aspects of personal insolvency so that individuals in financial difficulty are better informed when considering their options.

Bruce Gleeson is a Registered Liquidator and Registered Bankruptcy Trustee with over 20 years experience in assisting SMEs and individuals in financial crisis. As an Insolvency Practitioner he believes it is vital that stakeholders (particularly directors and individuals) get the right advice from qualified professionals on the options available to them at the earliest possible opportunity.

His focus is on showing directors and individuals that there is a light at the end of the tunnel. Bruce is particularly passionate to ensure that directors/individuals throughout the Greater Western Sydney area have access to quality advice and solutions.

Jones Partners Insolvency & Business Recovery p | 02 9894 9966 e | bgleeson@jonespartners.net.au b | www.brucegleeson.com.au www.jonespartners.net.au

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BUSINESS ADVICE

Steven Brown, B.Ec, LL.B, (Sydney), M. App. Fin (Macquarie), FAICD, Accredited Business Law Specialist, AIMM, FPIAA and Chairman of Etienne Lawyers

Taxation Implications of Termination of Employees Amounts you pay an employee when they stop working for you may be taxable. The tax being payroll tax under the Payroll Tax Act 2007 (NSW). How so and why?

Payroll tax is a state-based tax. It is a tax calculated on the wages employers pay their employees, both actual and deemed.

Employers must: • self-assess their liability each month; and • perform an annual reconciliation at the end of each financial year.

If the total wages bill exceeds the relevant threshold, the employer must pay payroll tax.

In NSW payroll tax at the rate of 5.45% is paid on all the amount of wages over $750,000 per annum.

'Wages' includes most forms of remuneration, including • salaries/wages, • superannuation contribution, • directors' fees, • most fringe benefits, • share schemes and • most termination-related payments.

Payments made to non-employee directors for terminating office and contractors who are deemed employees for payroll tax purposes for termination of service.

Payments to contractors will be deemed ‘wages’ and taxable in certain circumstances.

“Contractors” include sub-contractors, consultants and outworkers. A contractor can be a deemed employee regardless of whether the services by: • a company, • trust, • partnership or • as a sole trader.

The distinction between employee and contractor isn’t always clear. The area is one that gets audited often. So make sure your ‘contractors’ really are contractors at law and not employees.

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The general rule to apply is that all payments to contractors are liable for payroll tax. Several exemptions exist. If any exemption applies to a particular contract, the payments are not taxable.

Exemptions include any of the following reasons: • The supply of labour is necessary to the supply of goods owned by the contractor (e.g. hiring a contractor to do work that involves the use of machinery owned by the contractor).

purposes then generally subject to payroll tax.

For payroll tax purposes, the payment must be 'for or in relation to services performed by an employee'.

So, some payments may be taxable for income tax purposes but may not be 'for or in relation to services performed' for payroll tax purposes.

An example: Restraint of trade payments are not normally 'for or in relation to services performed'

• The services are not ordinarily required, and the contractor provides the same services elsewhere to the public.

Similarly, other types of payments that are not 'for or in relation to services performed', are arguably compensation-type payments (unfair dismissal, damages for harassment, gardening leave outside the original employment contract).

• A service is required by the business for fewer than 180 days in the financial year.

At present there are no judicial precedents in this area.

• Services are provided by an individual for less than 90 days in a financial year.

Termination payments include:

• The contractor delivers, transports or provides goods using their own vehicle.

• The service is related to providing insurance coverage.

• The contractor is selling door to door on behalf of a business purely for domestic purposes.

(If these first four exemptions don’t apply, the employer may apply for an exemption from the Commissioner.)

• employment termination payments (ETPs) declarable as income under the Income Tax Assessment Act 1997 (Cth). The amount of the ETP that is liable is the amount paid by you less the income tax exempt component when received by your employee • unused annual leave, sick leave, long-service leave, bonus, loading or other additional payments relating to that leave, no matter when it was accrued • ex-gratia payments or ‘golden handshakes’ • payments instead of superannuation

Contractors who engage two or more people to complete all or part of the work may also be exempt. Yet, it isn’t enough for the contractor to use more than two people. More than two people must be working for the employer.

Payroll tax treatment primarily follows the income tax treatment. If taxable for income tax

#87 Sep/Oct’17

• payments instead of notice • income taxable component of approved redundancy or early retirement scheme payments.

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BUSINESS ADVICE The amount subject to payroll tax is the amount of an employment termination payment paid by the employer that would be income tax assessable income of the employee A payment arising from the termination of employment may constitute either a genuine redundancy payment under section 83-175 of the Income Tax Assessment Act 1997 (‘ITAA’) or an early retirement scheme payment under section 83-180 of the ITAA. Such payments are exempt from payroll tax to the extent that they are exempt from income tax.

Even in terminating an employee an employer that must pay payroll tax must consider the tax implications. The last thing you want is to be liable to pay a large fine. If you have any doubts don’t hesitate to contact Etienne Lawyers.

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BUSINESS ADVICE

John Howard, Founder, Smoothstream Business Intelligence

What Is Self-Service Business Intelligence and, Is It for You? Self-service Business Intelligence (BI) is a trend with a somewhat vague definition. In the most general sense, self-service BI tasks are those that business users carry out themselves instead of passing them on to IT for fulfillment.

The aim is to give the users of BI tools more freedom and responsibility at the same time. At its heart lies the notion of user independence and self-sufficiency when it comes to the use of enterprise information, which leads to a decentralisation of BI in the organisation.

Beyond this rather broad definition, self-service BI has many facets. Its meaning depends very much on the specific requirements of particular user roles. For each role, self-service BI can help users accomplish various tasks.

For example, casual BI users often only need to be able to filter and group data. In the very same environment, power users or business analysts might have to integrate local data from different sources on their own so they can quickly build or enhance existing reports. Therefore, the need for self-service within a BI environment varies according to user requirements.

• Business Analysts About 1 to 5 percent of all BI users can be described as business analysts. These are the users with the most advanced BI skills and requirements. They have the highest demand for flexibility and functionality in their self-service BI solutions.

For them, self-service must cover tasks like data exploration, modeling and deploying a sandbox environment for special use cases.

BUSINESS USER REQUIREMENTS As described above, the requirements of business users for self-service are extremely diverse and range from free analysis and modification of reports to integration of local data and even to changing semantic models.

These requirements can be categorised as follows:

• Casual or standard users make up roughly 70 percent of all BI users. Usually, they have a rather limited BI skillset which corresponds with their straightforward requirements. Therefore, analysis, dynamic reports and dashboards are sufficient to cover their self-service BI needs in most cases.

Modification of Reports and Dashboards The use of self-service business intelligence tools enables business users to modify reports and dashboards. Users can filter or produce reports visualising their key indicators in the most meaningful way. They can independently create analyses specially addressing their particular needs and therefore derive new insight from relevant business processes.

Furthermore, reports can easily be adapted. In this way, self-service functions provide users with a higher level of flexibility in the creation of analysis and reports.

• Power users make up around 25 percent of all users (typically much less in larger BI environments). They are skilled BI users who need a lot of flexibility and functionality for their daily work with data to answer their business problems. Suitable self-service tools allow them not only to analyze data but to change existing (or even create new) reports and dashboards from scratch.

Creation of Ad Hoc Reports and Dashboards The creation of reports and dashboards no longer needs to be the sole task of IT. Thanks to intuitive tools and predefined report templates and dashboards objects, power users can create ad hoc reports and dashboards to support other end users (usually within their line of business) themselves.

Typical users can be assigned to three roles which, in reality, overlap and change according to the task at hand:

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#87 Sep/Oct’17

Integration of Private, Local Data A further requirement often associated with the self-service philosophy is the integration of private, local data into existing reports, analyses or data models. Such data can come from Excel documents, flat files or other external sources.

Self-service functions help business users to quickly integrate data into reports. Local data can be used to extend the information delivered by the data warehouse limiting the pressure and workload on data management.

Modification or Creation of Data Models For power users or business analysts in certain environments, self-service must provide the possibility to modify or produce data models independently. Business users act as ‘data modelers’, adapting their semantic model to a business department’s needs without relying on IT or BICC involvement. Modeling can take place in a metadata layer, a database or a socalled ‘sandbox’ (a confined environment).

Each company should define its own data management strategy to determine the best approach to be used.

WHY IS SELF-SERVICE BI SO IMPORTANT In many companies, business intelligence is traditionally based on a central data warehouse or centrally deployed data marts. However, the methods, architectures and software solutions that have been considered best practice in data warehousing for a long time are now insufficient to meet the growing needs of many of today’s companies.

One of the reasons why companies increasingly adopt self-service solutions is to address the challenge of business departments to have access to data and information anytime and anywhere. To keep ahead of the competition,

• Delivering more accurate and more timely information specific to your business.

CUSTOMISED REPORTING TAILORED TO YOUR BUSINESS

• Improving efficiency & productivity.

• A competitive advantage which pays for itself.

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companies need to act as quickly as possible on new insights gleaned from analytics. Traditional BI delivery models, still suitable for many situations, cannot offer the level of agility and efficiency that quickly changing requirements demand. Since data volumes and sources are growing all the time, an iterative approach (i.e., trial and error) to analysis is required to find new promising business use cases and to leverage the full economic value of the data at hand.

As a result, demand for simple, quick and userfriendly BI software solutions is still on the rise and has been for years. Enterprises are striving to enable business users to build or design their queries, reports, interfaces and even data models. Power users are even compiling their dashboards using layout components from different sources, adjusting and combining them for their own use and more often for the needs of their teams.

THE PROMISED BENEFITS OF SELFSERVICE BI Self-service BI can offer many advantages to business users drowning in data but starved of information. The central promise of self-service is to improve agility and flexibility in business departments by increasing user independence

from IT departments. At the same time, IT’s workload for simple tasks is reduced, enabling resource-drained IT departments to focus on tasks with a higher value add for their organisation (e.g. modeling user-friendly data marts).

more productive tasks.

Smoothstream Business Intelligence will be happy to assist you in exploring general Business Analytics and Self-Service Business Intelligence further.

The flexibility self-service BI gives users when working with new or existing information is highly valuable. Used correctly, self-service BI enables business users to create the specific reports they need to tackle challenging business problems in a timely fashion.

The reduced dependence on external resources allows business users to produce information and insight far more efficiently.

Efficiency is gained mostly by skipping the tedious translation process for business requirements. On the other hand, companies can glean insight from data efficiently by allowing iterative processes that are not possible in traditional environments. In this way, companies can make sound decisions based on data quicker than before, to outpace their competition. At the same time, IT staff don’t have to deal with constantly changing requests from other departments for new queries and reports. Liberated from these responsibilities, they can devote their working time to other

Smoothstream Business Intelligence p | 02 9871 4484 e | john@smoothstream.com.au www.smoothstream.com.au

Business Analytics - Faster, Easier, Smarter

BiziNet Magazine

#87 Sep/Oct’17

21

FEATURE

Global Millennial Summit Heading to Sydney Sydney has been chosen as the newest location for the global Millennial 20/20 summit. Following successful events in London, New York and Singapore, the Sydney Millennial 20/20 summit will be held at Carriageworks on 14-15 November 2017.

The Millennial 20/20 series is a unique and experiential gathering that celebrates the modern age of commerce and business powered by millennials and future generations.

The summits focus on the impact of technology, which is drastically altering how today’s and tomorrow’s consumer will interact with brands in sectors such as finance, retail, entertainment, tourism, FMCG and more.

UK-based Simon Berger, Founding Partner of Millennial 20/20, explains the rationale behind the summits.

“The millennial generation have unprecedented access to technology that makes the way they deal with brands more complex than any preceding generation. The Millennial 20/20 summits have been created to showcase how the leading global organisations and startups are interacting with this new breed of consumer,” said Berger.

Rupa Ganatra, Co-Founder of Millennial 20/20 continued with insights on how the conference will be tailored to the experience expectations of the Millennial generation.

“Each element of our event offers more of an experience than the traditional conference model, from the venue, to the program and exhibition format, even through to the food and beverage. I can assure delegates that they won’t have experienced anything like it before!” shared Ganatra.

Millennial 20/20 has partnered with the creative and experienced team at Hannover Fairs Australia, also based in Sydney, to bring the event to Australian shores. Lauren Greschner, Event Head – Millennial 20/20 Sydney explains further why Sydney was chosen alongside London, New York and Singapore to host a Millennial 20/20 summit.

“Sydney is one of the top 20 start-up ecosystems and a bustling hub of disruption, featuring a mix of the world’s leading finance and technology companies. Allied to the early

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adoption of technology by Australians, Sydney was an obvious choice for the summit.

We are also excited to be rethinking the traditional conference model to deliver a new experience for delegates, including to be working with the exciting spaces at Carriageworks.”

The Sydney edition features 8 Conference Tracks including Innovation, Marketing, Retail, Ecommerce, Finance, Fashion & Beauty, Travel, Hospitality & Leisure and Food & Beverage as well as the broader themes surrounding the future of commerce, retail and marketing.

#87 Sep/Oct’17

Register with the promo code BIZI for just $450; a saving of $300 on your pass.

Millennial 20/20 Sydney will be held at Carriageworks, Sydney, on the 14-15 November. For more details visit www.millennial20-20.com/sydney2017.

A wrap-up video of the London Millennial 20/20 gives attendees a taste of what to expect.

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Sep/Octâ&#x20AC;&#x2122;17 23 www.millennial20-20.com/sydney BiziNet Magazine

#87

PROUDLY PRESENTED BY

BIZINET

Corporate Gifts Saying Thank You and Farewell with Grace Gifts are an unspoken yet integral part of the corporate workplace. Whether it be ‘thank you’ tokens for another years’ hard work, a ‘congratulations on your engagement’ basket or a ‘sorry you’re leaving’ present, thoughtful gift-giving can be a challenge at the best of times. Done right, however, it can have lasting brand impact as well as deliver the genuine appreciation and acknowledgement intended.

Sometimes we are taking a moment just for someone special in our organisation. There are endless gift possibilities. However, the gift and the way the gift is presented are important. Here are a few ideas that can make that gift-giving moment special and memorable.

Logo-emblazoned gifts such as lockets, rings and cuff links are reminders of the organisation, of the people we work alongside day after day and of the value of our contribution. Signet rings, unusual bands such as those made from black zirconium and many other jewellery items are ideal to illustrate company logos. Themed cufflinks and pendants are interesting alternatives that can reflect your industry and that are novel gifts.

An elegant gift option for both men and

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women are gold, silver and gemstone pins that can be positioned in a jacket lapel.

These are timeless pieces of jewellery that hold value, are subtle but stylish and available in a broad price range to suit your budget. For something really left of field, consider personalised golf markers for that upcoming team golf tournament. Golfing is a traditionally well-loved part of corporate living, and although it isn’t technically ‘work related’ (unless you run a golfing business, of course!), why not celebrate some of your team’s fondest memories relaxing and achieving together?

A sophisticated HUGO BOSS pen, compendium and notebook are luxuries people often would like but don’t treat themselves to.

PANDORA is an ideal gift to express your gratitude and company values. PANDORA classic bracelets and bangles also offer a wide range of charms that say everything from ‘Thank You’ to ‘You Sparkle’. Matching earrings, rings and pendants provide endless extension gifts. The PANDORA ESSENCE range is a light, elegant little bracelet that’s just a little different from the classical PANDORA collection, with their own selection of additive charms that carry meaningful inscriptions such as

#87 Sep/Oct’17

‘dedication’, ‘challenge’, ‘achievement’ and more. ESSENCE charm prices start from as little as $30. No matter what a valued employee may already have in their PANDORA collection, a personalised gift is guaranteed to be a cherished part of the corporate experience.

THOMAS SABO is another desirable and recognisable brand which is known for its superb craftsmanship and fresh sophistication. The $49 starting price point makes this brand ideal for team gifts. It offers an extensive range of trendy customisable charm bracelets, pendants, rings and signature earrings in a variety of colours and styles. A classic option for those hard-tobuy gents’ gifts is an elegant, quality watch.

THOMAS SABO offer German design, antireflective sapphire crystal glass and Myota OS2A quartz movement – guaranteed quality that represents the high standards of your business. Stainless steel, gold-Infused and cool-toned metallic finishes offer a wide style and price range to suit any occasion.

A watch by the reputable Danish company BERING is another option. Less showy than THOMAS SABO, these watches are perhaps better suited to a simpler, streamlined, classic look. BERING watches are ultra-practical, hard-wearing, are smart

BiziNet LIFESTYLE

and elegant and also have the benefit of engraving space on the back. Every BERING watch comes with a lifetime mechanism manufacturing warranty.

For that boss who has it all, a completely customisable ring from INFINITY may be the way to go. Usually specialising in wedding bands, INFINITY rings are designed for the individual, and built to last. Sliced whole from a seamless tube, these rings have no weak points - a quality design feature with the added bonus of metaphorical resonance.

Size, finish, width, metal and design features are all up for negotiation, with the added bonus of free engraving, lifetime manufacturing warranty and a ‘comfort fit’ guarantee. INFINITY rings can be made in gold, silver, platinum, titanium, black zirconium and set with diamonds. These timeless pieces start from as little as $295.

Keep in mind that extra personal touches can take a little more time to create. So plan

in advance and expect up to a four week turnaround if you’re looking to get something custom-made just for you. A thoughtful gift, whether modest or grand, that is expertly packaged will be well-received and become a valued keepsake. Visit a team that will professionally package and gift wrap for an unforgettable presentation.

Consider a quality jeweller for options, a splash of innovation and touches that make the perfect gift for your purpose. A little gift can go a long way. Whatever your budget, timeframe or expectations are, Underwood Jewellers have the tools and know-how to help you create powerful, unforgettable moments and lasting impressions of your business and brand. An expert in corporate giving can help you to design a gift program, or put together affordable staff Christmas gift options to deliver your message of appreciation effectively without the fuss.

Visit Underwood Jewellers for a portfolio of corporate gift options and work with a

reputable manufacturing jeweller for that refined touch.

Make your appointment with Chris Underwood – Master Jeweller, Registered Valuer, Designer, Antique and Estate Specialist – to discuss your precious jewellery.

Designers Master Jewellers Valuations Custom Crafted Jewellery Consignment Estate, Antique and Pre-Owned Specialists Underwood Jewellers Main Store: 28 Phillip Street, Parramatta Tel: (02) 9689-1022 Shop 3063, 3rd floor Westfield Parramatta Shopping Centre

BiziNet Magazine

#87 Sep/Oct’17

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BUSINESS GROWTH

Kym Heffernan , Director The Marketing Strategy Co

The Key Steps for a Small Business Marketing Plan (Part3) When you are developing a small business marketing plan all the pieces like branding, website, content, social media, networking and sales process fall into place. In part 3 of a 3 part guide we discuss the last elements you need to put in place to have an effective marketing plan - one that gets you more leads, clients and sales. Make sure you read the first two parts on our BiziNet section: themarketingstrategy.bizinet.com.au 8. Offline Marketing All the marketing that attracts people to your website and converts enquiries into leads sales will all fail unless you have some Offline Marketing sales support material (brochures, presentations) to support your sales process when you meet prospects.

Also you can use offline channels like Mail, Networking, Events, Tradeshows and Referrals and even consider some outbound appointment-setting to get new leads.

9. Marketing Tools There are a wide range of marketing tools or software you can use to make your marketing easier. Here are a few you must consider.

• Are you going to use a WordPress website, Joomla or some other website platform? To start with you may just use a low cost platform like Weebly or Wix. • What CRM system are you going to use to manage your sales leads? It's very important that you use a CRM to track what you’re doing and remind you who to call, when to follow-up with them, what to follow-up with and to keep notes and track your emails to each contact. It will make a massive difference in terms of your conversion rate.

Check out popular CRM tools like Hubspot Sales CRM and PipeDrive CRM • What marketing automation software should you consider? You can use software like Hubspot or Infusionsoft or Active Campaign to create and track follow-up sequences that allow you to focus energy on the best prospects and follow-through promptly.

• If you are not using marketing automation, what are you going to use to send out emails to your prospects and existing customers? There are a lot of email options

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that all have their respective pros and cons, but check out MailChimp and Constant Contact.

• If you are doing video content where are you going to host the video - such as YouTube, Vimeo, Wistia?

10. Implementation To make sure your marketing generates leads, clients and revenue you need: • An activity schedule list that outlines monthly and annual activities • A budget in place to cover staff, design, production and media cost • A team in place, with clear descriptions on who is going to do what? And decide whether you will outsource any tasks or keep them all in-house?

Finally, you need to report an activity regularly for success; • What leads have you got?

• What appointments have you got secured?

• What sales have you made?

• What is the return on investment for all your marketing and sales costs?

• What activity are you doing? (posts, articles, blogs, emails) and their response.

We then work ” in the Business” together with your marketing team or as your outsourced marketing team to implement the Plan at a fixed price.

If you would like more information visit us at www.themarketingstrategy.co or call us on 1300 676 448 for an obligation-free discussion.

About the Author Kym Heffernan has 25+ years of "hands-on" business, sales and marketing experience, working in and working with hundreds of businesses across multiple industries. Today Kym is currently a Director and founder of the Marketing Strategy Co, a Sydney-based Strategic-focused Marketing Agency that works with small to medium businesses to create more leads, clients and sales.

Kym also has a Bachelor and Masters Degrees in Business (studying Marketing, IT, Finance and Strategy) and a Certificate in Business Broking (to qualify as a Business Broker) and is a Certified Practising Marketer (CPM) and is Hubspot Inbound Marketing Certified.

Get your Free Marketing Roadmap You can use our free Marketing Roadmap as your checklist when you are creating your own Marketing Plan.

To get a free copy of this Marketing Map, call us on 1300 676 448 or go to www. themarketingstrategy.co/freemarketingmap Want to increase your Leads, sales and Clients?

The Marketing Strategy Co develops effective Marketing Plans that integrate Web, Digital, Social and Traditional Marketing content with proven sales processes for Businesses.

#87 Sep/Oct’17

The Marketing Strategy Co p | 1300 676 448 e | kymh@tmsc.com.au www.themarketingstrategy.co

Owning a business isn’t easy, and it’s definitely not for the faint hearted! More than anything it takes belief, perseverance, rolling your up your sleeves and many cash-strapped sacrifices.

It takes time, effort and constant dedication to stay on top, and many missed moments to make a deadline, close a deal or handle a curve-ball situation.

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Call 1300 BARTER BiziNet Magazine

#87 Sep/Oct’17

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BUSINESS GROWTH

Ben Fewtrell, Managing Partner, Maxmyprofit

Tips To Achieve Your Business Goals Have you ever taken the time to stand back to look at your business from a different perspective and think about what you want your company to actually give you? It could be a vision you had, one which gave you a boost and helped you muster the courage to move out of the 9-5 grind and start on your own venture. It could also be the quality time you want to spend with your family or the support you want to provide your community.

You might know exactly what your long-term business goals are, but it’s likely you don’t have a very clear-cut idea about the weekly and daily steps you should take; the crucial areas of focus, etc. that can help give that vision shape. The best way to achieve your business goals is to create a system that simplifies the process of turning visions into goals; and those goals into tasks and focuses that you should follow on a weekly and daily basis.

1. Review Your Annual Goals Create a set of clear business development goals and make sure the goals are S.M.A.R.T Specific Measurable Achievable Realistic Time-bound

3. Listen And Be Open To Feedback It’s crucial that you ask for your team’s feedback and be open to new ideas and diverse views and ideas. Your employees should be enthusiastic about helping you achieve your goals.

• Create a quarterly planning document • A quarterly roadmap is important • Schedule weekly reviews and plans 2. Make Sure All Your Employees Are On Board It’s important that your team know what your exact goals are. Without a clear understanding of these, they just wouldn’t be able to get on board to help you with achieving them.

Some business owners don’t share this information with their employees. But this can be counterproductive as it impacts creativity and teamwork. It also leaves room for confusion and gives rise to silos and competing priorities.

If you don’t share your goals with your team, they will just end up relying on you all the time to make every single decision. Aside from this, you can’t ask them to contribute their ideas, which just saps your focus, efficiency and time.

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Silence isn’t something you want from your employees; that is only an indication of lack of interest and ownership.

If you hear your employees displaying doubts about whether a certain goal is achievable within a specified time, pay attention and take action and once you know what the problem is, make adjustments.

Once you have a clearer understanding of their qualms, see whether you can make adjustments.

When you are positive in your approach to working in this manner with your team, you will notice that they are more eager to work as they feel a sense of having been heard and this increases the levels of mutual ownership.

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Teamwork Is What Matters The Most Create a comprehensive quarterly goal planning document and never try to micromanage your team. Delegate tasks to departmental heads and oversee everything to make sure that things are on track and that you are closer to achieving your business goals.

Review these quarterly goal documents with the managers and make it a point to conduct quick daily and weekly reviews. The most important aspect is to get the buy-in of your employees. This adds a whole new level of purpose, meaning and productivity to the way your team works.

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The Jaybro logo exists as a unique configuration of the ‘Wordmark’, the ‘Brand Icon’ and the ‘Tagline’. It can appear in both a horizontal and a vertical format.

The scale relationship between the items must always remain consistant.

The logo can appear with and without the Tagline.

Wherever possible, the logo should always exist on the Jaybro Brand ‘Blue’.

The colours of the logo elements should never be adjusted or distorted.

PRODUCTION When applying the logo to various materials and different base colours, the type of logo, the preferred colours specifications and the production method should always be carefully considered.

When considering the ‘production’ method and ‘reproduction quality’ it is important that the integrity and clarity of the Branding is the best it can possibly be.

HORIZONTAL FORMAT - WITH TAGLINE

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4 COLOUR PRO COLOURS + GRADIENT SHADOWS In situations where there is no restriction on the tonal quality in reproduction we use this version of the logo. The shadow elements will be produced as a gradient tint of colour.

This version of the Icon would be the most commonly used.

BiziNet Magazine

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BUSINESS ADVICE

Daniel Moisyeyev, B.IT, Web Developer and Software Engineer GWP Media

SPAM - Unsolicited Commercial Email, Junk and Phishing (Part1) SPAM is an ubiquitous term. It is often thrown around to refer to unwanted email. However, is all unwanted and unsolicited email the same? Are there good and bad types? And, how can we stop the bad kind of unsolicited emails without damage to genuine businesses that send out email campaigns that promote their products and services? Part I of this article will identify the different kinds of unsolicited messages encountered, while Part II will go into detail in regard to how to limit forged email being sent from your domain name to preserve the good name of your business.

Types of SPAM Are you performing the same ritual every morning where you go through your mailbox, label some emails as junk and then go through your junk folder and look for important emails that may have inadvertently ended up there?

You are not alone. Here are some of the emails you may encounter.

Genuine Australian B2B and B2C Marketing Emails Emails blasts are an effective and affordable marketing method. Chances are that you have been, at some point, subscribed to a company newsletter after meeting with a prospective client or a supplier, leaving your business cards laying around in an accessible place, joining a business network, etc. The key distinction between this and other types of unsolicited emails is that there is almost always a genuine offer in an email that is at least somehow relevant to you or your business, an unsubscribe link or facility, and contact details for the business that is promoting the product or service. Stopping these types of messages is as simple as using unsubscribe facilities provided by the sender – if you have no need for the products and services offered, that is.

When receiving these types of messages, try not to be offended – using email to reach perspective clients is just one of many types of marketing tools in use today and it isn't going away any time soon.

How are these sent out? These types of emails are usually sent out in bulk through dedicated email marketing platforms. These platforms double as metric facilities to evaluate effectiveness of campaigns, provide unsubscribe facilities for recipients and remove dead emails from campaign lists.

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Has your email been stolen? Not quite. You will not get an increased amount the more malicious types of unsolicited messages because an Australian supplier added your email to their marketing database.

How do I stop and prevent this in the future?

Use the unsubscribe facility provided. The link will usually be at the very bottom of the email.

Keep in mind that if you meet enough people, you will end up subscribed to something new every week.

Overseas Marketing Emails Regulation that governs unsolicited email differs across countries and in many cases remains unenforced. As a consequence some overseas firms end up marketing their products and services worldwide to email addresses that are harvested online or acquired by purchasing databases with email lists.

These emails usually come from overseas domains and often do not have legit unsubscribe facilities. The product or service advertised will likely be something unrelated that you, or your business will never need.

Has your email been stolen? The worst thing about getting these emails is the fact that there is now a good chance that your email address is in some big database that is making the rounds.

How do I stop and prevent this in the future?

Use the unsubscribe facility if available.

Otherwise, upgrade your email software to one with a good SPAM filter. Make sure your email address is not published online in plain text.

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Real SPAM These emails are usually short, text-only and come from random domain names (often forged). The offers most often are for certain types of drugs or some kind of dating services.

In many cases the text is garbled and there are deliberate misspellings in subjects to evade spam filters.

Similar emails contain an attachment, with a claim that it is an important document e.g.

“Invoice”. This is generally a virus.

How are these sent out? There isn't actually a person sitting behind email marketing software sending these emails out. These messages are sent out by mail servers infected with malicious software that runs non-stop 24/7 until the

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BUSINESS ADVICE

system administrator of the infected server catches on and puts a halt to the process. Mail servers that are used to send out these types of messages are quickly blacklisted in special databases used by server-side SPAM filtering software.

Has your email been stolen? Yes, your email is now in a database that gets replicated from one infected email server to another. If you are getting this type of unsolicited emails, it's time to scrap your email address and get a new one. Once your email is on these lists, it usually doesn't stop.

How do I stop and prevent this in the future?

Your email server should have SPAM filtering software installed that handles this type of emails. Most cloud email hosting providers already do a good job of filtering these messages before they get to you. However to completely get rid of these messages, changing your email address is the best.

RBF

Phishing Phishing emails are a special case that deserve a separate mention.

Stay put for Part II on tips on how to protect your business domain from forgery and more.

You may have seen emails that pretend to be from a legitimate source and attempt to collect your bank/PayPal login details, personal information, convince you to pay a fine, etc.

This practice is referring to as “Phishing”. Some of these emails are designed well enough to trick people with limited technical expertise.

If you are interested in custom web design and development, please get in touch with Daniel Moisyeyev B. IT, Software Engineer, Partner.

How do I protect myself? The easiest way to check for legitimacy is to verify the origin domain name and the links provided in the email. Beware if it differs from the real domain of the company it claims to represent. As a general guide, Australian companies in the financial services sector (i.e. banks, insurance) and utilities do not send out random emails asking for your personal information.

GWP Media p | 1300 889 132 e | daniel@gwpmedia.com.au www.gwpmedia.com.au

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Find out more, become a member and register for our events at rydebusiness.com.au

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Etienne Lawyers 02 8845 2400 Level 57 MLC Centre, 19-29 Martin Place Sydney NSW etiennelawyers.com

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