GWP Magazine Issue #25

GWP M a g a z i n e s

SYDNEY - Issue 25

JULY / AUGUST 2009

$4.95 (GST inc.)

Business Resource&Lifestyle

Sony DADC Peter Colby, MD Reforms and Success

Shock-and-Awe of Massive Ordnance of ALP Debt Blast Ten Reasons Why Most Marketing Fails

Publisher’s Guest: Barry O’Farrell, NSW Opposition Leader

GWP Magazine | Issue 25 | July / August 2009

CONTENTS

CONTENTS 8

30 Regulars

Cover Story 8

Business Advice Sony DADC: A Model International Employer Larry Woldenberg

Publisher’s Guest 14

Every Second Counts Darren Read

When the Going Gets Tough… Get Your Staff Involved! John Glover

Was the Hope Diamond another Titanic? Larry Woldenberg

Information Technology

Emu Sports/Leonay Golf Club Hosts Inaugural GWP Magazine Gentlemen’s Club Outing Larry Woldenberg

Penrith Panthers Represents an Invaluable Marketing Opportunity Larry Woldenberg

GFC Doesn’t Equal Despair in the Hills Nicole Baines

Bartercard Members Enjoy Fresh Seafood Dinners at Atlantis Seafood Restaurant Larry Woldenberg

Regulars

Political Agenda

Think 1st: Shock-and-Awe of Massive Ordnance of ALP Debt Blast Igor Palmer

Business Advice

34 36

Internet Marketing Guide to Grow Your Business Bruce Gow

Government The Future of Castle Hill – Putting Sydney Hills on the Map

Business Chamber

Ten Reasons Why Most Marketing Fails Scott Tyler

Business People in Ryde have the Ear of Pollies Sabrina Ferguson

Maximise Profit / Minimise Inefficiency Shahram Mehin

Bigger Awards – New Board – Chamber Moves Forward Roman Dechnicz

Succession Planning – Passing the Baton Darryn Fellowes

Features

It’s not all Doom and Gloom Stephen Frost

Barry O’Farrell, NSW Opposition Leader

Political Agenda with Ray Williams

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Classifieds

GWP M a g a z i n e

BUSINESS

Resource&Lifestyle

GWP Magazine | Issue 25 | July / August 2009

GWP M a g a z i n e

BUSINESS

Resource&Lifestyle

Editor and Publisher: Dmitry Greku Staff Writer/Cover Story: Larry Woldenberg

Dmitry Greku - Editor and Publisher - GWP Magazines

Have Fun, Look Gorgeous and Let Everybody See You... This is what we did in GWP Magazines and GWP Directories during the last couple of months. Have Fun It was a great fun day – The Inaugural day for our new social project, the GWP Magazine Gentlemen’s Club, where men in business can relax, play golf, have a dinner, some beers and a great chat. It’s the best possible networking event without any protocol, official parts and long speeches which usually take part during “traditional” business events. GWP Magazines would like to give a special “thanks” to Emu Sports Club and Southern Cross Bus Services for their great support of our Inaugural Event. Join our Club and have fun. Look Gorgeous Beauty will Save the World – I’m not sure about the Whole World, but we definitely can help your business look more attractive and desirable with our photo models. This idea came to me after the trial ad with our first model a couple of months ago. Now we have more then ten gorgeous ladies whose beauty could be utilised to produce an attractive and effective marketing campaigns for your business.

GWP Magazine | Issue 25 | July / August 2009

Let Everybody See You A lot of you have already seen or will soon see our new GWP Magazine Floor Stands in your local coffee shops, restaurants and other venues located in high traffic business areas. These floor stands carry both GWP Business Resource & Lifestyle Magazines and the local Business Directories (e. g., Norwest Business Directory, Macquarie Business Directory, etc.). Both publications are available for a complimentary pickup for customers of those venues where the Stands are located. This will give our publications more exposure, let your business (if your are one of our dear clients) become more visual, and yell to your competition: “Take That!”

Contributing Writers: Ray Williams Scott Tyler Shahram Mehin John Glover Stephen Frost Darren Read Bruce Gow Sabrina Ferguson Nicole Baines Roman Dechnicz Igor Palmer Art Director: Svetlana Greku Graphic Design: Xabier Goñi, XDesigns Photography: Francesca Surace, Stilz Fotografika Printing: Sony DADC Distribution: Wrapaway Transport Pty Ltd; Geon AP Mail Business Resource & Lifestyle Magazine is published by Norwest Advertising and GWP Magazines ABN: 82 096 352 064 Suite 206, 10 Norwest Central, Century Circuit, Baulkham Hills NSW 2153 www.norwestadvertising.com.au Advertising Enquiries p | 02 8831 8313 e | info@gwpmagazine.com.au To Subscribe w | www.gwpmagazine.com.au

Have a great day. Take care of yourselves and your clients.

Copyright Norwest Advertising and GWP Magazines 2009. 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.

GWP Magazine | Issue 25 | July / August 2009

Suzy Balogh - Ambassador for Norwest Advertising and GWP Magazines, Gold Olympic and Commonwealth Games Medalist

Competing Again I’m typing this from Minsk, Belarus, where I’m attending a training camp before competing in a Shotgun World Cup here. WI-FI technology is readily available in Minsk - even at the Gun Club, which is a lovely surprise. The country has snow for about 4 months of the year and, crazily, their highest ski resort is only 350m.

international event for almost 2 years. The shooting ranges are world class; however, the weather is tumultuous. As usual, the winner will come down to whoever handles the pressure and the conditions on the day.

There is an amazing amount of construction being carried out (particularly sporting facilities and housing) though much has sadly been put on hold due to the world financial crisis. I am struggling a little with my five words of Russian and even more with the Cyrillic writing; however, I seem to be surviving on miming and smiling.

I was just chatting with two of my team mates about the “Shooting for a Cure” Charity Event on the 27th of August — hopefully which all GWP readers now know about. The event is to raise funds for cancer research. One team mate lost their sister to breast cancer, the other their mother. They will be helping out with the event wherever they can. It never ceases to amaze me how cancer has touched or affected someone even in the smallest of groups.

My competition is in a few days and it will be interesting to see how I go at my first

Dmitry and myself have been busy finding support for the event, which has been good

GWP Sponsors

so far, for the more, the better the event will be. Come bring your team along, buy a table, be a key sponsor or even donate something for the auction. The object is to raise funds, have fun and ,of course, team build, network and promote. Dosvidania from Minsk

GWP Magazine Supports

Ryde Business Forum

GWP Magazine’s Alliance Partners

expoedge.com.au

GWP Magazine | Issue 25 | July / August 2009

Extraordinary Event for Superwomen & Men in Black

Shooting for a cure Fundraising Event to support Breast Cancer and Prostate Cancer Research in Australia. The event is aimed at being an opportunity for team building, staff morale, networking, business promotion and generally just having a good time.

Hosts

GWP M a g a z i n e

BUSINESS

Resource&Lifestyle

The afternoon will commence with a corporate team clay target shoot under the supervision of Suzy Balogh, Olympic and Commonwealth Gold Medallist, followed by a dinner, charity auction and entertainment.

Bring Your Corporate Teams! Where Sydney International Shooting Centre, Cecil Park When Thursday 27th August 2009 3pm - 9pm

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For more information on tickets and sponsorship packages: info@gwpmagazine.com.au | 02 8831 8313 GWP Magazine | Issue 25 | July / August 2009

(l-r) David Walling, Manufacturing Manager â&#x20AC;&#x201C; Print; Peter Colby, Managing Director; Richard Visser, General Manager - Business Development Group

GWP Magazine | Issue 25 | July / August 2009

great australian BUSINESS PEOPLE

SONY DADC A Model International Employer This issue we have chosen to feature a local division of SONY, one of the largest multi-national corporations in the world. What we discovered was an environmentally friendly and innovative local culture was being created that employed Australians. Indeed, Sydney is lucky to have such a technologically advanced operation in its midst.

Hosting the interview was Peter Colby, Managing Director of Sony DADC Australia. “Salzburg is the operational centre of worldwide Sony DADC. It is a widespread operation covering Europe, Asia, America and Australia. Salzburg also services Europe parts of Asia and is one of the highest producer of CDs, DVDs and Blu-ray of all our operations,” Peter explained.

By Larry Woldenberg

“So why base a manufacturing plant in Australia?” we queried. “Good question,” Peter replied. “It has to do with the overall environment. Australia is an accepting market. It’s technologically savvy. It also has advanced management practices. Sony recognises, too, that Australia has a stable government. This counts for a lot when you’re investing millions of dollars into a manufacturing plant with advanced technologies. We know that this favourable business environment is not going to change.” That was good to hear from such an influential corporation. It is something that our magazine has encountered before in interviewing other manufacturers such as ASP Healthcare.

GWP Magazine | Issue 25 | July / August 2009

The quality of good managers available in Australia is also exemplified by Peter himself. Peter comes from Belgrave, Victoria. He was educated in Melbourne and has an engineering diploma. He actually built Australia’s first compact disc in 1987 and has worked in lots of technology ventures. His background is in broadcast electronics, television and postproduction. From 1991 to 1993 he had worked for Sony. So he was a natural to hire in 2007 when Sony sought to re-structure its local division. “Sony DADC is actually only one-fifth of the broader umbrella organisation Sony,” Peter explained. “You have to realise the

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worldwide corporation includes electronics manufacturing, pictures and home entertainment, computer entertainment and music entertainment. These comprise the other four branches.”

“So what is Sony DADC?” we asked. “Well, up until 2007 when I came on board it was primarily a CD/DVD manufacturing plant,”

Peter answered. “Now we have broadened the division’s functions turning it into more of a service culture that happens to invest in high technology manufacturing processes. You see, we don’t own any of the intellectual property we make. So, by necessity, we have re-invented ourselves as a pro-active, high volume service organisation.” “Customers come to us with all sorts of projects in various states of completion. But making a packaged CD/DVD requires lots of inputting. What we have had to do is offer a One-stop Shop where musicians, filmmakers, and television personnel can get everything required to

great australian BUSINESS PEOPLE

Sony DADC’s dedicated print employees (l-r) Simon Studdert - Printer, Ashley Garment - Print Supervisor

Blu-ray clean room

Printed discs ready for assembly packing produce and market the end product. “Australia is a unique place. Sony has 14 other plants like ours around the world. But every place has different needs. For example, in the United States Hollywood does their own designing of DVD covers and controls the marketing campaigns. So there’s no need to do much of anything else except produce the actual DVD. “But here things are different. We’ve had to offer a complete service to better serve our clientele. “First of all you have the intellectual property

issues. We can assist producers to ensure they have maximum security protection against piracy. We can get you ready for safe release across all the worldwide formats whether physical or electronic sales. This, at least, minimises the piracy issue. “We also offer creative services to help design covers, brochures, labels, Point of Sales products, branding, packaging, etc. This is a huge need in the entertainment field since it is so competitive. A lot of our work is conforming international artwork to the Australian market as well, putting Australian content onto DVD covers is one example.

“Our print services are second to none utilising the latest state-of-the-art equipment to incorporate a comprehensive colour management system with the capability to print everything from disc slicks, booklets, posters, and Point of Sale components to magazines such as GWP Business Resource & Lifestyle Magazine. “Then there is the digital content with its creative services. Often we’ll receive various tracks for a CD, for instance, that are produced in different studios by different musicians. So everything will need re-mastering to make sure the sound is uniform. Also, we combine tracks down to the 5.1 track format on DVDs.

GWP Magazine | Issue 25 | July / August 2009

We’ll get tapes with 21 tracks. These then need downloading and re-mastering.

“Finally, there is the replication of the CD/ DVD and the packaging of the same.

So Sony DADC will offer a cradle to grave service for all our customers’ needs.”

“We often get DVDs sent to us in stereo that need to be converted to surround sound.

“We are also setting up to help distribute product as well. Cost effective physical distribution of media will remain extremely important for the next decade and mastering its complexity and using technology to create efficiencies in the value chain will constitute the difference between maintaining and extending the life of the physical media industry in Australia.

We asked what kind of volumes does the division produce each year. The answer? It has the capacity to make 130 million CDs, DVDs and now Blu-ray discs.

“When you view a DVD you’ll also see the menu with its array of choices. This includes scene breakdowns, commentary, documentary features, interviews, sub-titling and the like. Setting all this up on a DVD is part of our services as well.

“Our facility in Huntingwood has over 20,000 square metres space. It employs over 270 employees,” Peter added. Later when we toured the plant with the building, quality and environment engineer, Louis Lambert, we also learned that Sony DADC sources all its employees locally. “We place ads in the papers and outsource to human resource companies the vetting process. Then we interview whom they pick to see whether or not they’re suitable. Most of our employees are locally based,” Louis explained. We asked if they’re trained abroad. “No, we train our employees ourselves,” Louis answered. “Are they engineers?” “No,” Louis laughed. “In fact, many are high school students. We train them as apprentices teaching them both mechanics and electronics. Of course, when we set up our most modern equipment to specialise in Blu-ray production, we first needed to get trained ourselves in this technology. But once we learned, we now train others ourselves right here in Huntingwood.” We asked Louis what exactly are Blu-ray DVDs? “Sony DADC believes Blu-rays are the wave of the future. That’s why we have built a special purpose facility here that is one of only 6 in the world that can produce this product. Blu-ray DVDs are high definition DVDs that give the best quality reproduction possible. “To give you an idea of their complexity, over 100 companies participated in one way or another in the development of the technology. A typical DVD, for instance, contains 4.7 gigabytes of information. A Blu-ray holds up to 50 gigabytes. That’s a huge upgrade which explains their superior quality.”

Manufactured discs ready for label printing

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“What about maintenance of all the machinery? Who takes care of that?” we asked.

great australian BUSINESS PEOPLE

Neumann record cutting lathe

average age. Skill is what counts. “Another large part of our concern is to be environmentally conscious as possible. We want all of our staff to be proud of the company for doing its part in reducing our carbon footprint. Consequently, we have taken measures to save 1200 tons of carbon each year by using water-based inks, for example. This amounts to a 10% reduction in emission of greenhouse gases. “This reduction in carbons was accomplished in spite of the fact that our manufacturing volumes have doubled. We recycle 90% of our waste as well by doing such things as

Vinyl samples museum in entrance foyer re-cycling virgin polycarbonate.

Original Heidelberg press in entrance foyer “We have a staff of 12 engineers that do shifts. At all times there are 3 engineers on hand.” Elaborating on management practices, we discovered that Sony not only employs modern management practices but also manages the environment in the most conscientious manner. “Sony DADC holds monthly meetings with its entire staff,” Peter explained. “During these times we ask for employee input. Who has any ideas that will make our operations more efficient? What work practices can we introduce to make your jobs easier? Are there any issues with management? These are the sorts of topics discussed.

“Our goal is to make everyone feel a part of the corporation. We want to foster a ‘can do’ culture. While employees have regular hours, we want management to identify with getting the work done. Our approach is you’re paid to do the job. So hours are not a concern. We just want to see a good performance. So we remain flexible. “Our pay structures are incentive-based and we offer lots of bonuses throughout the system to stimulate better work practices and initiative. In addition, we have lots of support structures in the workplace and very strict safety practices. Plus, we hold a Family Day for our employees every year. “We also are an Equal Opportunity employer. We hire all ages of employees. There is no

“We also re-cycle our water and have conscientiously reduced leakages. By employing better quality chillers and cooling towers we have reduced evaporation and our taps are self-switching off. These measures combined have reduced our water usage by 50%. “By making ourselves greener, environmentally speaking, we’ve found it easier to attract high profile clients, so the benefits are coming back in other ways as well,” Peter added. The facilities are most impressive as all machinery seems to be the most modern possible. According to Louis, the disc manufacturing machinery is made by Sony itself, but the printing presses are largely German and much of the packaging machinery is Italian. Some printers even come from Taiwan. All in all Sony DADC’s presence in Sydney seems to be a win-win situation for both the company and Australia. Here is a true example of Aussie involvement in international business cooperation. G

GWP Magazine | Issue 25 | July / August 2009

Publisher’s GUEST

Publisher’s Guest

Barry O’Farrell NSW Opposition Leader with Dmitry Greku, Publisher/Editor, GWP Magazines. DG: My guest in this July/August issue is Barry O’Farrell, NSW Opposition Leader. It’s not a secret that the current economical situation is probably the worst in NSW in comparison to all other states. On the other hand, Sydney and NSW have arguably the best position to be the driving force of the Australian economy. My questions to Barry today will be about our chances to get back on track and a possible recovery plan of his Liberal Party. Barry, first of all, thank you for your time which you don’t have too much of at these difficult times for our state. Could you please tell us how confident you are of winning the State election, and can you see any danger or possibility of losing the next election? Are you and your team ready to govern? BOF: I take nothing for granted and that’s why the team and I are working hard. The Liberal Party have only won from Opposition twice since it was formed in 1946. First, in 1965 and then in 1988. But I am determined to repeat the feat on 26 March 2011. The party in office always has an advantage when facing an election – taxpayers’ funds. NSW Labor has never hesitated to spend millions of taxpayer-funded ads to try and make it look good - $116 million (up 20%) in the year leading up to the 2007 election – more than Coke, McDonalds and other large advertisers. By the way, we have plans to stop this inappropriate use of taxes by empowering the Auditor General to send the bills to the relevant political party instead! I’m confident my team has the experience and skill required to fix the State. I’m very proud of them, and it’s a good blend of youth and experience across a range of

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backgrounds – business, nursing, policing, agriculture, finance and the law.

lose about 200 jobs a day under Nathan Rees’s premiership.

In treasury and finance, my team of Mike Baird and Greg Pearce has decades of experience in banking and corporate finance. It stands in stark contrast to the lack of experience Joe Tripodi and Eric Roozendaal bring to Labor’s economic team.

I have a strong belief that lower taxes and a more attractive business environment will expand economic activity in NSW and will deliver increased revenues to government.

DG: When you win the State election, what do you expect to be your most foremost concern in the beginning when you take over the debilitated NSW economy? BOF: Our number one priority will be to return economic prosperity to NSW. Without a strong economy, you can’t have a strong community. Economic growth provides the jobs and living standards people rely upon; it provides the revenue for government to provide the basic services upon which people rely. Our economic rebuilding program is twofold: lower taxes and support growth. We need to make NSW competitive again for people to grow their businesses and for business investment. Regrettably, Labor’s tax policies have made Queensland and Victoria more attractive environments in which to do business. The significance we place on growth is one of the reasons we have been advocating a 15% payroll tax cut to try and help businesses maintain their workforces during the current difficult economic conditions. With two thirds of all the State’s workers – two million people – working for companies liable for payroll tax, we thought a cut was a practical way to try and maintain jobs. Unfortunately the State Labor Government rejected the idea, and NSW continues to

DG: The trains are overcrowded and the roads are clogged, surgery waiting lists are growing, emergency department performance is dropping, NSW has a $42 billion debt (which is $6,000 per person) the list is endless. What are you going to do about these issues? BOF: We are committed to delivering the quality services the community can rely upon. We know the place to start to fix the State’s problems is with better financial management and a greater focus on customers – those who use the services the NSW Government provides. We will restore financial discipline to the State’s budget and in our “Planning for Prosperity” plan we have outlined an economic and fiscal framework for NSW. We know that without such an approach, decisions can be made that hurt, not help, the State’s economy. The need for such an approach was confirmed by the November 2008 miniBudget and its decisions to raise taxes and charges and slash infrastructure spending at the same time as every other government was doing the opposite. In May, Access Economics confirmed those decisions have weakened the State’s economic outlook. We have outlined specific policies to address particular services. For example, in health we intend to abolish Labor’s massive area health services

Publisher’s GUEST

and replace them with smaller health districts oversighted by boards. These boards will again re-connect hospitals and clinics to local communities and allow health professionals to have a say in decision-making. In transport we have announced we will establish an integrated transport planning authority to ensure the best option – not the most politically attractive – is chosen every time. By having an independent board oversighting a single co-ordinated transport agency we will guarantee delivery of better services and announced improvements.

that’s what motivates me to win. Walking Kokoda last year with my then 14-year-old son helped me reflect on why diggers gave their lives for us all. It made me determined to ensure the freedom and opportunity they wanted for us is protected and enhanced. G

DG: And, finally, what would you like the people of NSW to know about you as a person? BOF: That I share their values and experiences and am determined to put people first. As a husband and parent, a motorist, an occasional user of public transport with a child at public school and a user of hospital services (thanks to having two boys!), I get to experience first hand Labor’s failure to ensure services and infrastructure keep pace with community and industry needs. With a grandfather who was a policeman (the other cleaned windows) and a father who spent twenty-seven years in the Army, I have a strong public service ethic. I have enjoyed being a local MP because it enables me to help people. Being Premier will allow me to help even more! Being an MP also brings you in touch with a diverse range of people. Whether at the football, visiting a school or business, or simply talking to bus commuters, you meet remarkable people doing incredible things. It always leaves me thinking “how much more could we achieve with a government that helped?” and

GWP Magazine | Issue 25 | July / August 2009

Political Agenda

Ray Williams - State Member for Hawkesbury

Political Agenda with Ray Williams While the problems associated with the global downturn continue to present challenges to businesses and our economy, the ineptitude demonstrated by our State Government in failing to address the problems of New South Wales and providing some direction for the future is staggering.

For business people who have worked hard and succeeded in their particular area of expertise, it is a continual source of frustration and bewilderment that millions of dollars of taxpayers money can be so easily wasted on such a regular basis by the supposed leaders of our State. Contracts for major infrastructure projects that deliver half a rail line for double the price as was the case with the Epping to Chatswood rail line is one of many examples of government waste. While this project was finally delivered, albeit many years late and billions of dollars over budget, the same cannot be said for our integrated ticketing system. New South Wales was promised a ticketing system capable of being used across every mode of public transport. A company was sourced and a contract entered into; however, five years later and after $100 million of taxpayers money being spent, the contract was cancelled and we, the paying public, didn’t receive as much as a ticket. The matter is now being settled in court with the risk of additional litigation due to breach of contract. This amount of waste is simply not sustainable or acceptable. Waste of any kind in business cannot be tolerated and is quickly addressed, as it ultimately affects every aspect of a company and then the consumer. This does not mean that risks should not be

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taken. Risk in any business is essential, but is always preceded by careful analysis and calculation. The same careful analysis unfortunately is not applied to projects funded by the public purse which is wrong. As taxpayers we deserve to have the greatest amount of accountability and probity applied to government contracts to ensure our money is invested wisely

The key is also improving service delivery in areas of buses, trains, hospitals, and our children’s education. Our priority is to renovate the infrastructure that makes a difference not only to the State’s economic outlook, but also for people’s lives and their families’ futures. Our plans include building rail lines to Sydney’s south-west and north-west, so people can get to jobs and

As taxpayers we deserve to have the greatest amount of accountability and probity applied to government contracts to ensure our money is invested wisely and in the most appropriate manner. and in the most appropriate manner. To accept anything less is an abrogation of a government’s responsibility to its constituency. The New South Wales Opposition is committed to providing this scrutiny and accountability when in government. We need a government focused on the public interest - the wellbeing of families, businesses and communities - in every decision it makes about every taxpayer dollar it spends. A government must also be determined to embrace opportunity and encourage investment which ultimately enhances our economy. A strong New South Wales economy is critical for everything people rely on government to provide. Our economic rebuilding program will be two-fold: lowering taxes and supporting growth, which includes a 15% payroll tax cut that supports the jobs of two-thirds of all workers in New South Wales. Secondly, a goal of halving the time to deliver major building projects and industry action plans to promote tomorrow’s jobs.

schools from our fastest growing suburbs. Improving existing bus and train services will also be our priority, not Labor’s $5.3 billion Rozelle Metro. We will fill gaps in our infrastructure that have cost New South Wales jobs through missed opportunities. A government committed to growth wouldn’t ignore the need for better infrastructure, and a responsible government would apply greater scrutiny for the expenditure of public funds. G You can contact Ray Williams’s office: Suite 202 Rouse Hill Town Centre, 10-14 Market Lane, Rouse Hill NSW 2155 p | 02 8882 9555 e | Ray.Williams@parliament.nsw.gov.au

GWP Magazine | Issue 25 | July / August 2009

Political Agenda

Igor Palmer, Director - Knowledge Diffusion Research Lab

Think 1st: Shock-and-Awe of Massive Ordnance of ALP Debt Blast Mr. Rudd’s debt-based stimulus package is shaping up as an economic disaster. In record time, he has built a Massive Ordinance of ALP Debt Blast (MOADB) or simply a Mother of All Debts Bomb. The ALP’s pursuit of Socialistic strategies has wiped out Australia’s debt-free status, pulverised the massive surplus, destroyed Australia’s reputation as finest economic and fiscal steward, and cracked Australia’s resilience against global downturns; all inherited from the conservative government. Mr. Rudd’s policies appear to drift towards the Whitlam dream of a benevolent state; reliance on State’s handouts, supremacy of State over individual’s rights, social engineering of individual’s behaviour, collectivisation of individual thoughts, denigration of individualism and fostering class antagonism. Labour’s claim of looking after the “hard-working families, single mums and the working class” is classic Marxist rhetoric. The entrepreneurs are labelled, albeit subliminally, as speculators and bourgeoisie, who are to be blamed for the “excesses of rampant capitalism”, precipitating the current economic crisis, necessitating massive debt programs to stimulate the economy and to save the jobs of the struggling, hard-working families. Whilst raising taxes is the left’s favourite economic past time, right now, debtfunded stimulus adventure seems to be most favoured instrument for wealth spread “redistribution”. And so, ALP has lit the MOADB fuse. Unless, however, the fuse is cut, Australia will be treated to an unimaginable economic Shock-and-Awe blast, leaving a deep financial crater in the Australian economy, cutting the living standards of Australians, and leaving deep scars in families’ prosperity psyche. The dire

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consequences of such reckless debt blast however, will be borne not only by future generations, but also by the current one. Once the debt blast is set off, the collapse of the nation’s prosperity will be swift, deep and far-reaching, and higher taxes will become a justifiable instrument to manage the massive national debt. The proposition that the current generation somehow will be shielded from the ill-conceived spending adventure, whilst the future generation will

people. It is their decision. If they decide to turn their back on the fire and burn their behinds, then they will just have to sit on their blisters.” Left unchecked, ALP’s MOADB will set back Australia’s current and future prosperity progress for decades. Moreover, future generations will call the current generation to account, and rightly so! For it was under this generation’s watch that ALP’s MOADB

Labour’s claim of looking after the “hard-working families, single mums and the working class” is classic Marxist rhetoric. get over it through unprecedented future growth is beyond fanciful; it is plain stupid. It is political and economic nonsense; nonetheless, it is a dangerous one. It is loaded with ideologically-driven predictions about unprecedented growth. In fact, Mr. Rudd’s spending adventure, coupled with lofty rhetoric provides only a short-term relief from the economic pain. Make no mistake, the current generation will suffer just as much if not more than the future generation, if the ALP is not stopped from detonating its MOADB. At the next Federal election, Australians could defuse ALP’s MOADB, just as they diffused the Keating debt blast in 1996. Otherwise, as Abraham Lincoln once said: “Elections belong to the

was detonated. The future generation will not carry all the burden of heavy debt alone. Today’s generation’s retirement benefits, healthcare and other social services will be cut as a price for its electoral misjudgement. However, it is still not too late to defuse ALP’s MOADB. Australians must sober up and not join in with the Socialist elite in the intoxicating champagne parties, for as a wise saying goes: “It is champagne at night and real pain in the morning”. G

Please send me your comments. e | newyorkgps@yahoo.com w | www.kdrlab.com

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GWP Magazine | Issue 25 | July / August 2009

business ADVICE

Scott Tyler, Managing Director - International Institute for Business Excellence

Ten Reasons Why Most Marketing Fails Are your marketing efforts not delivering the results you expected? If this is the case, this could be due to a multiple of reasons, some of which I will be explaining in this article on Ten Reasons Why Most Marketing Fails.

Reason 1 – Poor Understanding of What Marketing Really Is I find that most marketing fails, because a large percentage of people do not really understand what marketing really is. Marketing guru Mark Stevens expressed it nicely when he said: “Marketing is not about spending money on such things as advertising, direct mail, and P.R. Those are just tools. Marketing is about growing your business – its revenues, profit, and valuation.” Reason 2 – Setting Your Budget First, Marketing Goals Second The majority of businesses tend to create a budget first and then set their marketing goals second! This usually results as spending camouflaged as marketing yielding mediocre financial returns. Executing without a strategy just does not make sense. Reason 3 – No Sales Focus One of the most common mistakes I see is organisations not realising that the sole purpose of marketing is to support the sales process. Your marketing collateral should be driving lead generation and lead conversion. Reason 4 – Mass Marketing Mass marketing is dead. Yet there are plenty of businesses that still engage in this type of “shot gun” approach. Your money is best spent on sending tailored marketing communications to the niche market sub-

20 GWP Magazine | Issue 25 | July / August 2009

segments who are likely to engage your services or buy your products. Reason 5 – Too Linear More often than not, the marketing efforts of most companies are too linear. By that I mean that they only execute one marketing initiative at a time. Everyday we are bombarded with marketing messages demanding our attention. To gain the attention of your prospective clients, you need to adopt a swarming effect. Multiple marketing communications using different media supporting the same message is required to cut through the marketing clutter. Reason 6 – Inconsistency Is your branding consistent across all your marketing? Your brochure and website shouldn’t look like they’re from different companies. Successful marketing is achieved through communicating the same consistent message across multiple marketing tools. Reason 7 – Believing in Generalities As a result of the lack of knowledge on what constitutes successful marketing, a large percentage of people adopt marketing generalities or “urban myths” as gospel. Examples include expecting a 1% to 2.5% success rate with direct mail. There are many factors that come into play in determining the success of a marketing campaign. Test and measure to find out what works for your Company. Reason 8 – Copying Competitors Those businesses that do not know any better resort to copying the marketing of competitors. There is always a danger with this approach. Not only are you not creating any differentiation between you and your competitors, you run the risk of copying expensive marketing mistakes.

Reason 9 – Marketing efforts not tactical Most marketing fails due to the lack of a plan or structure. Usually this results in the use of marketing initiatives that are not tactical leading to poor outcomes. If you are not consistent and regular in the way that you communicate your message, you should expect only one outcome - failure. Reason 10 – Focus on Technology and not Results One common mistake I am starting to see more and more is Companies adopting digital marketing techniques and not executing them correctly. The focus should be on the user experience and driving results rather than individual digital marketing methodologies or technologies. As Jeffrey Hauser once said: “Realise that the marketing that actually attracts your potential customers is built upon the foundation of understanding what type of customer you are seeking. Once you have formulated a profile of the perfect customer, you can plan a strategy for marketing to them.” G

The IIBE are currently running seminars on “The Secrets of Effective Marketing”. Check our web site or the Sydney Hills Business Chamber web site for details. Remember at the IIBE “we make your business work for you”. IIBE p | 1300 309 171 e | info@iibe.com.au

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GWP Magazine | Issue 25 | July / August 2009

business advice

Shahram Mehin - Leadership Management Australia (LMA)

Maximise Profit / Minimise Inefficiency Businesses often focus on keeping people busy and keeping up production. However, too often we can get so busy that we neglect to consider the true effect of the delivery process on the • Profitability • Efficiency • Personal impact on the most significant business asset — its People.

Time Spent Marketing • Is there a defined marketing campaign for the business?

• Do you feel confident enough to delegate some key tasks to others? • Could you get the team to work smarter?

Service Delivery • Is there a Business Continuity Plan? • Is there a process that ensures delivery of the promise to support market penetration? • Is there a clear knowledge of the true cost to serve?

Summary In essence, we are in a new era of business, and forward-thinking businesses that can stay true to the fundamentals of disciplined business operations can not only identify opportunities but also increase their market share. G

Finance and Administration • Is there a process that ensures: 1. Accurate billing 2. Management of debtors 3. Keeping the WIP under control 4. Adequate back-up plan to manage cash flow 5. Adequate checks and balances to mitigate risk with finances 6. Protection from prosecution

To find out about how LMA can help your business to gain the edge in your industry, contact: Shahram Mehin t | 02 8875 7938 m | 0400 418 070 e | smehin@lma.biz

Introduction By taking a high level view of key business fundamentals, companies can easily increase their bottom line results, reduce overheads, and significantly minimise risk without having to increase sales. This is particularly of significant value when the market conditions are slow. In considering this approach, the result of the recent L.E.A.D survey across 12,000 participants which included Business leaders, Managers and Employees, has identified that 25% of business leaders do not have a clear strategy to deal with current market conditions. This information clearly indicates that there is a real opportunity for forward-thinking businesses to position their services and capture market share by simply being focused on the basics of the operational processes. In doing so, there are some key elements to consider: Time Spent on Strategy • Is there a clear target of what is expected to be achieved in the following 6 months? • Is there a clear view of infrastructure needs to achieve this goal? • Are the necessary resources secured to action the strategy? • Is there a regular review of cash flow to sustain the strategy?

22 GWP Magazine | Issue 25 | July / August 2009

Productivity • Is there a clear view on how you use your time and that of your staff? • Do you have an adequate number of staff (too little/too many)? • Do you communicate efficiently with the team? • Does the business take full advantage of available technology?

To enquire about utilising our facilities in Gordon and to enrol in our upcoming seminars and public programmes, contact: Leyla Mehin t | 02 8875 7938 m | 0400 418 123 e | lmehin@lma.biz

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GWP Magazine | Issue 25 | July / August 2009

business ADVICE

Darryn Fellowes, Wealth Adviser - Skeggs Goldstien Associates

Succession Planning Passing the Baton What is succession planning? Succession refers to the transfer of the ownership and/or management of a business. Ownership succession focuses on who will own the business and when and how that will happen. Management succession focuses on who will run the business, what changes will occur and when the new manager will be accountable for results. If your business is your major source of income and wealth, you must do all that you can to protect its current and future value. Make sure you are in a position to control your succession. Succession planning tends not to become a priority until it is too late. Donâ&#x20AC;&#x2122;t wait for something to happen - for example, ill health, a partnership dispute, relationship breakdown, major clients or staff leaving the firm. Preparing a business succession plan requires you to write down your strategies, goals and objectives, so they are not just thoughts. Did you realise that there are 20 fundamental components that need to be considered when planning your succession? Three major factors you will need to consider are: 1. Control 2. Business Value Gap 3. Exit Options Control Effective Succession Planning allows you to self-assess your attitude to control. Your attitude to control strongly influences the outcomes of your business succession plan. For example, if you are not prepared to consider a change in ownership, selling will be your primary exit option.

24 GWP Magazine | Issue 25 | July / August 2009

Effective Succession Planning also allows you to identify strategic events that you can and canâ&#x20AC;&#x2122;t control. Remember, that even though you have no control over some events, they can still directly affect your business succession.

available for you to exit your business?

Business Value Gap A business value gap analysis determines what your business is worth today and what it needs to be worth at retirement.

Ensure that you are aware of all alternatives and the benefits available from each before deciding on your exit strategy. Succession does not just mean selling your business.

When determining your exit strategy it is important to consider your life goals and business gap as these factors will influence your choice of exit option.

Current Life Balance Position Enjoying life while running your business Want to do other things but retain control High business dissatisfaction, stressed This is particularly important when you are relying on the sale of your business to fund your retirement. A shortfall in business value at retirement will greatly affect your desired standard of living. The worst case scenario would be that you may not be able to afford to retire. You can calculate your Business Value Gap by working through the following steps: Step 1: Determine Retirement Income Step 2: Determine Retirement Assets Step 3: Calculate Business Sale Price Step 4: Calculate Business Value Gap As a result of this, you may need to grow your business before you can afford to go. By maximising the value of your business, you will be in a far better position to choose among the many different exit options. Exit Options Can you list all of the different exit strategies

Business Exit Option No immediate sale Part sale to family/staff Sale of business

The best thing to do now is start planning your succession. G Skeggs Goldstien Associates located in Norwest Business Park is a wealth management practice specialising in growth, succession and transition planning for small to medium businesses. Skeggs Goldstien also provides specialised Staff Value Programs and Business Life Planning services. To discuss your individual business and to find out more about developing a sound succession plan contact Skeggs Goldstien to make an appointment. Skeggs Goldstien Associates p | 1300 753 447 e | admin@sgapl.com.au w | www.sgapl.com.au

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www.stilz.com.au GWP Magazine | Issue 25 | July / August 2009

business advice

Stephen Frost, Managing Director - BREED Local Community Partnership

It’s not all Doom and Gloom Are we in a recession or not? Does it really matter? It is more what we do that counts – businesses need to be active rather than reactive. There is a need to identify what contracts will continue regardless of the current economic situation and to assess how they can be fulfilled more efficiently. Is there a need to invest in new technology or have staff upskilled? Are there any government incentives which can be taken advantage of? Can you extend the terms of your accounts, delaying payment without penalty and thereby improving your cash flow? Look at your current clients. Are there any that you may loose as a result of the current situation? What effect will this have on your cash flow? Is there anything you can do to assist them to ensure their viability and thus their continued custom? What about strategic alliances? Take the lead. Are there any alliances you can be a catalyst for? There is the saying that “blood is thicker”; relating this to business, “relationships count”. It is important to maintain existing business relationships and develop new relationships. Chambers of Commerce and Business Networks are a good way of cementing relationships. People prefer to do business with people they know and trust. And don’t

26 GWP Magazine | Issue 25 | July / August 2009

be afraid to establish a strategic relationship with your competition, for you never know. You may be able to develop a cooperative to increase your purchasing power or even share staff or sub-contract during peaks and troughs of the business cycle. If you get into difficulty, don’t hide under a rock and hope it will go away – chances are it won’t. If you are having trouble meeting payments, approach the creditor with a suggested payment plan. They would rather you make some payment than you go bankrupt in which case they would receive little or nothing that is owed to them. The Tax Office is the same – there are people there to help you. You may have to pay interest on a taxation payment scheme, but this is better than paying interest and a fine if you don’t communicate with them. This is not a time to stop actively promoting your businesses. You not only have to keep your existing clients, but you also need to keep the good image of your business out there. When business does start to pick up, you want potential clients to know about your service. You never know when they will start looking. When the economic situation is in a downturn, some businesses decrease or drop marketing and advertising saying they cannot afford it when, in reality, you cannot afford not to. This is a good time to negotiate good deals on advertising rates and marketing material. When times are tough we appreciate a “sense of community”, and those who give to their community are often rewarded with increased business. It is known as reciprocity. Big businesses do it by sponsoring major sporting teams or helicopters to transport sick children.

Smaller businesses can do it by sponsoring local sporting clubs or getting involved with local schools. This may be at no cash outlay to your business, just some of your time. Try to remain positive. The economy follows a cycle and after every downturn there is always an upturn. Will you be ready to ride the up wave of business activity? G For information on how you or your business can assist local youth with their transition through school to further education and/ or work, contact your Local Community Partnership.

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business advice

John Glover, Director - Pendragon

When the Going Gets Tough… Get Your Staff Involved! It’s true what they say… Any organisation’s single biggest asset is its people. What’s also true is that same asset usually represents the single biggest cost. So, it’s no surprise that when hard times hit, many companies (sadly) look to reduce headcount, almost as a first step. But can this be avoided? Get your team involved! No one likes the pressure in tough times, but, in fact, from our experience this is exactly the time when the most innovative, out-of-the-box solutions are created. Get your team involved in workshops and groups, and challenge them to come up with 10, 20 or even 50 suggestions that could realise immediate cost savings. Sure, not every one will be a winner, but the rule of thumb is that each person typically presents at least one real gem of an idea. Manage Performance! A strong performance management process, coupled with a commitment to developing the skills of your staff, should ensure that you only ever have competent, reliable employees. It seems so simple, but you’d be surprised how many companies only ever consider addressing poor performance when business is tight. Why is that? As an employer, you’re entitled to demand performance from your team regardless of the external factors! In fact, there are few things that can dampen the enthusiasm and energy of a high performance unit more than having to share a workplace with someone who isn’t pulling their weight. To be honest, many welcome interventions by management to address poor performance. There are very real and significant costs of continuing to support an under-performer.

28 GWP Magazine | Issue 25 | July / August 2009

Salary, infrastructure, lost opportunities and inefficiencies are only the tip of the iceberg. Investigate Alternatives Nowadays there are so many more alternatives to the traditional employment model of old. Investigate which of these options could work for your business. Things like job-sharing, short weeks/ fortnights, contract workers, fixed-term employees and part-time employment are all perfectly acceptable forms of securing human resources. These are becoming increasingly more popular as workers demand flexibility and choice and employers look to unburden themselves of some of the costs and obligations of employment. If you aren’t able to give salary increases, consider salary packaging some items. Used efficiently, salary packaging may allow you to positively impact nett salaries without incurring additional gross wage costs. When there are no other choices Sadly, sometimes despite every effort being made, there really is no alternative but to reduce headcount. If this happens, make it as dignified and painless as possible, and cut only where it is absolutely necessary. Remember that it costs 2.5 times the annual salary to re-employ into a vacant position. Where possible, engage the services of a business that offers outplacement consultations to help people through the difficult process and to assist them in re-entering the job market. This may include professional resume preparation, interview assistance and skills training. Above all, be honest, transparent and show empathy throughout. Although feelings will unavoidably be hurt, be as supportive and understanding as you can. Remember, too,

the tide will turn and you will be employing staff again in the future, and who better than those that already have knowledge of your operations and systems? If you allow them to depart with dignity and care, then you may be able to re-employ them back later. Marketing and Sales Make sure that you are exploiting every inch of your marketing and sales power. This is often a time to invest extra spend in marketing to attract new clients or users. While your competitors move into conservation mode, take advantage of reduced rates on offer for advertising space and start shouting from the rooftops! Find other companies in your immediate area that have synergistic offerings, and consider sharing the costs of a promotional activity. Get your brand out there in the public awareness. Above all, make sure that you are geared to survive the downturn and flourish in the upswing by being above reproach in all your staff and business dealings. Good Luck! G

Pendragon p | 02 9407 8700 f | 02 9407 8701 e | info@pendragon.net.au w | www.pendragon.net.au

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Norwest Central Suite 203 | 12 Century Circuit Baulkham Hills | NSW 2153 GWP Magazine | Issue 24 | May / June 2009

Feature

Darren Read, Managing Director – Vodafone Business Centre Norwest

Every Second Counts “Time is Money” is the famous line said by Benjamin Franklin to a tradesman in 1748, and I am certain as a person in business you would agree that not much has changed since then in both Business and in Sport.

If you are a fan of the V8 Supercars you will be aware of the recent “controversy” involving the Team Vodafone 888 racing cars. Some of the teams in the V8 Supercars pit lane unofficially complained about the bolts that hold the front splitter on the Team Vodafone 888 racing cars. The front splitter is the air dam that sits below the front bumper bar, and it is an important aerodynamic component. The bolts allow a small amount of movement during cornering, and, as a result of the increased downforce, there was concern that the car could take corners at a higher speed. The V8 Supercar Governing body has ruled the parts are legal and within the interpretation of the rules, but team Vodafone has voluntarily removed the parts until all the V8 teams can agree on their use. This seems a lot of fuss over parts that cost about $1.20 and can increase lap times by mere milliseconds. But we all know that saving time is priceless to the success of your endeavors. Vodafone as a supplier of telecommunications is aware of the importance of seconds to your business’s bottom line. It may come as a surprise to you that many of our competitors actually place a high importance on seconds as well, but not to the benefit of your business. As a telecommunications specialist, I see many bills that are charged in thirty second blocks. This may not sound important to you, but let me walk you through the

30 GWP Magazine | Issue 25 | July / August 2009

reasoning behind this business model, and you will be surprised at how it affects your business and your hip pocket. The average call on a mobile phone does not fit into a thirty-second pattern. For instance, if you make a call that lasts one minute and thirty seconds, you have the best possible value from your plan. But in the real world we know that mobile calls are all different time lengths. If a call falls fifteen seconds short of a full thirty seconds, you lose the other unused fifteen seconds. If a call goes for thirty one seconds, then you lose twenty nine seconds and so on. This might not sound like much, but when you add it up over a month, this can be a considerable part of your bill wasted. This way the supplier wins by charging you for time you have not used. I understand that time is money and that every second counts, so give me a

call, and I will be happy to go over your communications bills for free and show you the Vodafone alternative that only charges you for the seconds you use. Our plans are billed per second, so you will never have to pay for time you don’t use, and you will never feel short changed by a phone bill again. Once a comparison is made, I am sure that, like Benjamin Franklin or Team Vodafone 888 racing, you will do everything you can to save those precious seconds that you are now losing. G For a free needs assessment and bill analysis service, contact the Vodafone Business Centre on 1800 333 638.

Global player, local knowledge

At the Vodafone Business Centre we understand the needs of your businesses. We know that many businesses are global players, as well as having a strong local presence. Vodafone’s growing global network in over 140 countries means virtually anywhere you go,^ you can use your mobile just like a local.

Stay in touch with your business when you are away, with Vodafone’s MobileBroadband# and Internet on Your Mobile.†

Keep yourself and your team connected to email* anytime, with BlackBerry® from Vodafone.

Contact the team at the Vodafone Business Centre Norwest on 1800 333 638 to make an appointment for your free Telecommunications Consultation and Bill Analysis.

Vodafone Business Centre Suite 402, 12 Century Circuit, Baulkam Hills NSW 2153 Tel: 1800 333 638 ^Vodafone World for Postpay is the default roaming product and should be activated at least 3 days before travelling. Vodafone Traveller only available to customers who specifically opt-in and are connected to an eligible Vodafone contract. Both Vodafone World and Vodafone Traveller are subject to limitations of overseas networks and individual handset capabilities. Some Vodafone services may not be available whilst roaming in some countries. For fees that apply to both Vodafone World and Vodafone Traveller see vodafone.com.au. #Vodafone Mobile Broadband subject to network limitations and availability. The 3G broadband network covers selected metro areas of most capital cities and some larger regional centres. 3G subject to network limitations and availability. Outside 3G broadband areas Vodafone Mobile Internet operates at slower access and download speeds on Vodafone’s 2.5G network. See vodafone.com.au/coverage for details. †Available on a Month to Month basis when added to a valid Vodafone Cap on contract. Must connect for one full bill cycle. Recurring $9.95 monthly access fee charged until the end of the month in which you discontinue the service. Included data subejct to 1 month expiry. Additional data usage: 12c per MB (min session 50KB). All Vodafone services subject to local and overseas network availability and handset/device capabilities. 3G services available on 3G handsets in 3G areas (available in selected metro areas). Limited content available on 2.5G capable handsets. Some internet and web sites may not be accessible. See vodafone.com.au/coverage for more details. *Data for use in Australia on Vodafone’s GPRS/3G network, subject to local and overseas network availability and handset capabilities; some internet & email services may not be accessible. BlackBerry® and the BlackBerry® logo are registered trade marks of Research in Motion Limited and are used under license. Vodafone Pty Limited ABN 76 062 954 554. GWP Magazine | Issue 25 | July / August 2009

Information technologies

Bruce Gow, Director - Search Engine Guy Pty Ltd

Internet Marketing Guide to Grow Your Business A lot of people now understand the importance of growing their businesses online using internet marketing techniques. This is not surprising as people are now spending more time online than watching TV. The recent Nielsen Online Internet and Technology Report surveyed more than 2000 Australians and found the average Aussie spent 89.2 hours a week consuming media last year or almost 80 per cent of their waking hours. The survey of 2,000 Australians found people aged over 16 spent an average of 16.1 hours on the internet each week, 12.9 hours watching TV, 8.8 hours listening to the radio, 3.7 hours on a mobile phone and 2.8 hours reading newspapers. So if the publicâ&#x20AC;&#x2122;s main attention span is drawn to the internet, it makes sense to market there. Benefits of Internet Marketing Because of the targeted nature of internet advertising and the ability to track the effectiveness of ads, conversion rates from internet advertising are typically much better than traditional mediums. Being so focused, it only draws the attention of people that are actively searching for your product or service online, and your ads or webpages appear at the precise moment when they are in the mood for buying! What could be better than that?

Once you have decided on what markets you want to penetrate with your products and services, you need to ask yourself some basic questions: Do you want fast results (PPC), long lasting results (SEO), growing your marketable database (Email Marketing) or a combination of all of the above? Search engine optimisation is considered the most cost effective method of attracting consumers to your site, but can take months to become effective, depending on the competitiveness of your industry. The big advantage is that the effect sticks, often months after the work has stopped. Key Points 1. Search engine marketing may involve PPC, Paid Inclusion and submission services. As more and advertisers compete in PPC bidding, the costs go up and your profit margins shrink. 2. Marketing is a long-term endeavor, though a growing business might not want to wait for months to get a kick start. Even if it is more expensive in the long term, any ROI (Return on Investment) is still ROI! On the other hand, you need to realise that as soon as you stop paying, you lose that.

But there is so much information out there! Which are the best methods and how do you start?

3. Email Marketing consists of a wellplanned sequence of email messages that will be sent out according to intervals that are pre-set. These email messages are a mixture of sales message (20%) and valuable information (80%) to your client.

Internet marketing consists of Search Engine Optimisation (SEO), Search Engine Marketing (SEM) and Email marketing.

An email Marketing campaign captures visitor emails and information. It automatically collects visitor

32 GWP Magazine | Issue 25 | July / August 2009

contacts for you 24 hours per day. Imagine how time passes, you could have 50,000 customers in your database. How useful would that be? How can I find an Expert that is ethical and doesnâ&#x20AC;&#x2122;t charge like a wounded bull? This part is easy! Always ask for accreditations such as being accredited as a Google Adwords Professional, Yahoo Ambassador, Search Engine College or S.E.M.P.O. accreditation or/and association membership. Then ask for testimonials from happy clients that have used their services. Ethical firms take care of their clients and jump at the chance to provide success stories. Donâ&#x20AC;&#x2122;t take a risk on employing anyone without appropriate credentials offering cut-rate services. G

Search Engine Guy Pty Ltd 33 Bella Vista Drive, Bella Vista NSW 2153 p | 0417 251 911 e | bruce@searchengine-guy.com.au w | www.searchengine-guy.com.au

GWP Magazine | Issue 25 | July / August 2009

Government

The Future of Castle Hill – Putting Sydney Hills on the Map Did you know that there are plans for Castle Hill’s future that will create the new heart of the Sydney Hills?

Castle Towers Stage 3 The expansion of one of the biggest shopping centres in New South Wales will further shape the future of the Town Centre, providing for an additional 151,800 sqm of retail space as part of Castle Towers.

Are you aware that the Castle Hill Town Centre is set for growth and development that will see it transformed into a major centre – as identified under the Sydney Metropolitan Strategy?

The completed centre will create in the order of 1,500 new jobs and expand the range of retail and other services available to the local community. It will also provide a stimulus to further growth within the Town Centre.

All of these changes are aimed at encouraging interaction between residents and the Town Centre, stimulating new employment, developing business opportunities and breathing new life into the region. According to the Metropolitan Strategy, the region will be home to 100,000 new residents by 2031, and 47,000 jobs will need to be created to support this growth. What can you expect from the Castle Hill of the future? Three key projects will reshape the future of Castle Hill. The Castle Hill Main Street project The upgrading of the main street will begin the transformation of Castle Hill into a major centre, where restaurants, cafes, markets, commercial and retail services will link through a series of connected public spaces. A revitalised Town Centre with a tree-lined main street and alfresco dining will become the social hub of the Sydney Hills, alive with activity day and night, attracting new businesses and visitors to the region. Calmed traffic through the city centre will provide a pedestrian focus, with plans for new residential living options, shopping and dining opportunities and open space for community events. New paving, seating, lighting and public art will create a vibrant public domain with an inviting atmosphere. The future Castle Hill will include a transport hub around a dedicated bus area, streamlining access to public transport.

34 GWP Magazine | Issue 25 | July / August 2009

Castle Hill Town Centre artists impressions The iconic Arthur Whitling Park will become a unified public space, linking the bus interchange to parkland via a café and extended seating areas. Work on the main street project is scheduled to begin in late 2009. The Castle Hill Town Centre Precinct plans Exploring opportunities within the Castle Hill Town Centre Street Precinct – including the area currently known as the Terminus Street car park – will begin realising the potential of town centre. Businesses can expect a range of opportunities to emerge and Council is currently reviewing submissions from interested investors. Developing the town centre precinct has the potential to create 3,000 new jobs, enhance business opportunities and attract new residents – returning the heart of town to the people.

Business confidence is strong The Hills Shire Council’s Economic Development Manager, John Dean, said the regional economy is still strong with total unemployment at just 3.7 per cent compared to the State average of 6.2 per cent.

“The revitalisation of Castle Hill will add to our region’s commercial and residential opportunities, transforming the Town Centre into a highly liveable environment with jobs close to home and social opportunities on people’s doorsteps”. “Bringing new residents into the heart of the Town Centre creates an energy and a vitality both day and night – opening up new business and employment opportunities and adding new customers,” Mr. Dean said. “The Sydney Hills will become an even more desirable place to live, work and play.” G Take a closer look at the future of Castle Hill at www.thehills.nsw.gov.au

Need Business Information? Let us help you with research data at no cost. Phone 02 9843 0131 for a free confidential appointment.

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www.thehills.nsw.gov.au GWP Magazine | Issue 25 | July / August 2009

business CHAMBER

GFC Doesn’t Equal Despair in the Hills

By Nicole Baines, Development Officer - Sydney Hills Business Chamber

How tired are you of hearing about the global financial crisis and the impact it’s having on business? Mainstream media would have us believe that because of the global financial crisis (GFC), we are all on the road to ruin. Our response to that is “what a load of rubbish”.

While there is no doubt that business in the Sydney Hills has been impacted by the GFC, what we are being told by many locally based businesses is that the road we are travelling is bumpy, but certainly not one guaranteed to head us towards a land of doom. Chamber President Tony Moran and I last week discussed this exact issue when we met with the Hills Shire Mayor, Larry Bolitho, General Manager, Dave Walker, and Manager of Economic Development, John Dean. All five present reported hearing similar remarks from local businesses. It’s true that some local businesses are struggling, but some industry sectors are actually reporting booms. Lenders, mortgage brokers and financial service businesses are, of course, busier than they have been in years. Those in the building trade are reportedly flat out as householders spend government stimulus payments on house improvements

36 GWP Magazine | Issue 25 | July / August 2009

and renovations. The retail sector has reported positive trading trends during April and May according to an Australian Retailers Association media release on June 1st which reports: “April’s growth in household goods retailing (3.9 percent) indicated cashed-up consumers were slowly coming out of financial hibernation without guilt and spending money on purchases they’ve been delaying over the past year.” And whilst we are starting to hear reports of local redundancies in primarily middle management positions as businesses attempt to streamline operations and reduce labour costs, according to the ABS, our local unemployment rate indicates that the Hills is more than holding its own. With a local unemployment rate of only 3.7% in April this year compared to the state average of 6.1% and a national average of 5.6%, the Sydney Hills is running well below the state and national averages. Those who remain employed are in great financial shape with lower interest rates, fuel price relief and with most businesses prepared to negotiate on price to do a deal, and as such are spending up big, which explains the strong retail figures. This is hardly the tale of woe being painted in the general media.

Add to that the level of support being made available to businesses through programs such as the Federal Small Business Assistance Scheme Workshops, Business Advisory Sessions and Mentoring Programs being delivered by the Chamber, the Department of State and Regional Development Mentoring Programs and Workshops, and with the Hills Shire Council’s Economic Development Team offering business visits, business statistics packages and assistance to businesses wishing to relocate to the Hills, our local economy is not in despair, but in pretty good shape. G If you need help with any aspect of business, don’t despair. Don’t listen to the media hype. Don’t let it get on top of you. Things are not always as bad as they seem. Reach out, get some help and move forward! The answer to your problems might just begin with a phone call to the Chamber in your local area. Sydney Hills Business Chamber would love to help you or connect you to someone who can. Give us a call on 02 9659 3366 and get back on the road to success!

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GWP Magazine | Issue 25 | July / August 2009

business CHAMBER

Business People in Ryde have the Ear of Pollies

By Sabrina Ferguson, Executive Consultant - Ryde Business Forum

“It’s not all doom and gloom,” Prime Minister Kevin Rudd told 180 members and guests at Ryde Business Forum’s (RBF) business breakfast on 17 April, and this was echoed three weeks later by Dr. Craig Emerson, Small Business Minister, who spoke to Chamber of Commerce leaders in the area.

Maxine McKew and Dr. Craig Emerson with local Chamber Presidents

The City of Ryde is arguably Australia’s fastest growing business district with the North Ryde/Macquarie Park area expected to overtake Parramatta to become NSW’s second biggest CBD. PM Rudd congratulated the business people of Ryde “on generating business activity in a time of great global economic duress, providing jobs for people and doing it in a creative and effective way”. He spoke about an example of Ryde’s hightechnology industries, the new Hearing Hub at Macquarie University, which will bring together leaders in the fields of research, training, and community organisations alongside leading technology company Cochlear, positioning Macquarie University as a leader in hearing-related disorders. Member for Bennelong, Maxine McKew MP, echoed his words and mentioned the immense potential of the high technology Macquarie Park area and the impact of the new Pacific Technology Gateway in encouraging the integration of commercial enterprise and ground-breaking research. Maxine McKew hosted a working lunch for RBF representatives, local Chamber presidents and retailers with special guest Dr. Emerson giving attendees the opportunity to provide feedback to the government on how small business in the area is faring across the City. The inference was that things are not as bad as they seem in the land Down Under. “We are still in for some rough times but are in a better position than most other countries. In Australia our small business community is used to doing it tough. Australian small businesses are already lean and agile and able

38 GWP Magazine | Issue 25 | July / August 2009

Kevin Rudd addresses RBF members and guests to adapt. Businesses are trying to hold onto their staff, even if it means giving employees fewer hours of work until the economy turns around,” Dr. Emerson said. He said business confidence is a major factor in seeing the economy improve. Bad news sells newspapers, but “everyone is sick of hearing and reading about doom and gloom. We have to keep our confidence up,” he said. RBF and local Chamber Presidents also met with Victor Dominello MP, Member for Ryde, during May. The big topic for centrally-located Ryde is traffic, transport and infrastructure, and Victor is passionate about seeing an improvement in public transport to and within the area. He was disappointed if not angered about the amount of money allocated to NSW’s infrastructure in May’s Federal budget. “There is a need to provide better transport throughout Sydney’s north west, whether it is a metro, light rail or heavy rail alternative. Projects such as linking the Epping-

Chatswood Rail Link with Carlingford station would provide more commuter access to the Macquarie Park area and beyond,” he said. “The Opposition is having discussions with experts on long term planning for transport solutions in north west and south west Sydney,” Victor said. “You have to think long term - not just the four years of your term of office.” RBF’s strong relationship with government representatives at all three levels will see it continue to lobby for improvement in local and regional transport. G

To find out more, visit www.rydebusiness.com.au, email Sabrina Ferguson, RBF’s Executive Consultant, on info@rydebusiness.com.au or phone 02 9807 4999.

Ryde Business Forum

GWP Magazine | Issue 25 | July / August 2009

business CHAMBER

Bigger Awards – New Board – Chamber Moves Forward

By Trevor Oldfield, President Parramatta Chamber of Commerce

As the new President of the Parramatta Chamber of Commerce, I would like to say how honoured and privileged I was being elected to this position following the Annual General Meeting in April. The Chamber and our region’s businesses face tough challenges, and I am confident that with the new-look Chamber Board we will aggressively, confidently, and, ultimately, successfully confront them.

New Board for 2009

My first key task as President was launching the expanded Suncorp Western Sydney Awards for Business Excellence at a marvellous function held at Parramatta Stadium’s Cumberland Lounge on May 5th 2009. Parramatta Eels star Krisnan Inu helped kick off this the 19th year of Parramatta Chamber of Commerce’s awards, and the first year of the expanded program covering all of Western Sydney. Addressing the gathering of business and civic leaders, including Parramatta Lord Mayor Cr. Tony Issa and Suncorp Bank’s State Manager Business Customers NSW’s Brian Morris said: “As is tradition Suncorp is proud to continue with the major award category within the Western Sydney Awards Program – the Suncorp 2009 Business of the Year Award, the winner of which will receive a $10,000 Suncorp Bank Business Investment Options Account.” The Suncorp Western Sydney Awards for Business Excellence provides businesses, including social enterprises and franchises, an outstanding opportunity to review their internal structures, plans and procedures, and through the process of compiling their entry, significantly improve areas of their operation where needed. Finalists and winners of the 13 categories also enjoy the spotlight during the annual Gala Presentation Ceremony (this year at Rosehill Gardens Grand Pavilion) as well as the various lunches and events in the lead up to the awards presentation night. A magnificent opportunity exists for organisations seeking exposure during economic recession to bask in some sunshine.

40 GWP Magazine | Issue 25 | July / August 2009

Pictured at Awards Launch 5th May Paul Ogilvy, Awards Chairman, Krisnan Inu, Parramatta Eels star, Trevor Oldfield, Chamber President, Brian Morris, Suncorp We encourage all businesses and social enterprises throughout Western Sydney to enter these prestigious awards and demonstrate what a truly magnificent region of business excellence we are. Alternatively, you can nominate businesses which you believe are excellent. Please visit www.businessexcellenceawards.com.au. Working with me over the coming year will be the new Parramatta Chamber of Commerce Board, a body of committed professionals comprising old and new faces. We extend our gratitude to outgoing Board members Dmitry Greku, Robyn Preston, and, most notably, Past Presidents David Osborne, Stephanie Dale and Paul Ogilvy. Especially I would like to earnestly thank outgoing President Roman Dechnicz for his commitment, workload and robustness over the past two years. Roman’s legacy is a Chamber in good shape, and I look forward to working with Chamber Vice-Presidents Mark Thompson and Ron Ross in meeting the challenges before us. Our responsibility as an effective Chamber of Commerce is to be relevant to our members and, in doing so, ensure that we are well-informed, effective and proactive

on their behalf at all times and in all issues. This is an exciting and challenging time. We are growing rapidly and the demands of the business community are increasing exponentially. With the on-going development of the Civic Place Project, the Parramatta Justice Precinct, and the continuing demands of transport infrastructure, we will definitely be a busy team. G

As the peak body representing business in the Parramatta region, we invite you all to contact myself or Chamber Executive Officer Paula Roden, and tell us how your Chamber can assist your organisation. Phone 9683 6655 Upcoming Events: • Business After Five 7th July - Meat & Wine Co • Awards Lunch 31st July - Courtyard by Marriott

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mention this Ad to receive your discount GWP Magazine | Issue 25 | July / August 2009

Feature

Was the Hope Diamond another Titanic? According to Robert Cliff of Robert Cliff Master Jewellers, the movie Titanic’s theme evolved around a diamond thrown into the ocean called “The Heart of the Ocean”. The implication was that just like the Hope Diamond (from which it was named after), it, too, carried a curse.

But did the Hope Diamond really carry a curse? A look at its history shows both tragedy and prosperity depending on the era. Interestingly, Robert points out: “As art imitates life, so life imitates art”. Common lore says the large blue Hope Diamond was stolen in the 17th Century by a man named Tavernier from the forehead of a Hindu goddess statue of Sita. Because of this, Tavernier was later torn apart by wild dogs in the frozen tundra of Russia. If this were true, the Hope Diamond would certainly qualify as a first-rate curse! But the truth is quite different. Jean Baptiste Tavernier was a French jeweler who actually purchased the 112-carat diamond in India in 1642. It’s believed to originate from the Kollur mine in Golconda. As a commercial jeweler, Tavernier sold the diamond in 1668 to the Sun King, King Louis XIV, along with hundreds of other diamonds. U n d o u b t e d l y, he earned a princely sum from this, for he

By Larry Woldenberg

was made a noble and died after a full life at the age of 84 in Russia. While it is not known how he died, it was certainly not at the hands of wild dogs. Meanwhile, King Louis had the diamond cut to one half its size in order to enhance the diamond’s brilliance and was often seen wearing it on a long ribbon around his neck. The diamond then stayed in the Royal Family’s possession until the French Revolution whereupon it was surrendered and was later stolen. It’s true that Louis XVI and Marie Antoinette were beheaded in 1793, but can this be laid at the feet of the Hope Diamond? Probably not, for it would have happened regardless. The diamond then suffered the fate of another re-cutting — this time to hide its origins as another jeweler, Daniel Eliason, purchased the stone. Eventually the diamond passed to Henry Phillip Hope from which the stone derived its name — the Hope Diamond. The idea of the stone being cursed arose from the story that Henry went bankrupt after its purchase. But, once again, history fails to corroborate this story. Actually, he was one of the heirs to a banking firm Hope & Co. which was sold in 1813. After that, Henry became a collector of fine art and gems. Since he never married, he willed his estate to his three nephews. The eldest took possession of the diamond and, after years passed, a grandson, Lord Francis Hope, inherited the stone. Here good fortune ended as Lord Francis had gambling debts and had to sell. After changing hands several times more, the gem ended up with Pierre Cartier. He found a rich buyer in Evalyn Walsh McLean who upon hearing of the diamond’s history

42 GWP Magazine | Issue 25 | July / August 2009

Feature

Diamonds a r e

F o r e v e r

replied that, for her, bad luck turned into good luck. Evalyn then wore the diamond continuously as a good luck charm, only taking it off for a goiter operation. But the scourge of the curse seemed to vehemently re-surface. First, her first-born son, Vinson, died in a car crash at the age of nine. Then her daughter committed suicide at the age of 25, followed by her husband being declared insane and confined to a mental institution until his death in 1941.

2008 Winner - True Local Awards 2008 Winner - Hills Shire Small Business Awards 2007 Winner - Castle Towers Marketer of the Year 2007 Winner - Hills Excellence in Business Awards 2007 Winner - True Local Awards 2006 Winner - Castle Towers Retailer of the Year

as the Taylor-Burton Diamond. Thank you Robert Cliff Master Jewellers for bringing these intriguing stories to our attention. G

Robert Cliff Master Jewellers Shop 380A Castle Towers Castle Hill, NSW 2154 p | 02 8850 5400 02 8850 7999 e | office@robertcliffmasterjewller.com.au w | www.robertcliffmasterjewellers.com.au

Hope Diamond

If ever there was a curse, this was the strongest evidence. Upon Evalyn’s death the diamond was sold to pay the estate’s debts. A far-sighted New York jeweler, Harry Winston, bought it and used it to raise monies for charity. He then donated it to the Smithsonian Institute in 1958 in hopes that a national jewel collection would be initiated. It currently is on display as part of the National Gem and Mineral Collection in the National Museum of Natural History for all to see. So does art imitate life and life art? Apparently Richard Burton thought so when he bought a 69-carat diamond in 1969 for Elizabeth Taylor. It had been cut from another Harry Winston diamond that originally came in at 240 carats. Elizabeth Taylor wore it for the first time when she attended Princess Grace’s 40th birthday in Monaco. Nine years later in 1978 she sold it for a reported $5,000,000 to another New York jeweler, Henry Lambert, and donated the proceeds to a hospital in Botswana. It has since become known

GWP Magazine | Issue 25 | July / August 2009

FEATURE

Emu Sports/Leonay Golf Club Hosts Inaugural GWP Magazine Gentlemen’s Club Outing

By Larry Woldenberg

It was a beautiful sunny afternoon when 7 of Sydney’s best golfers assembled on the first tee at Leonay Golf Club to mark the historic occasion — GWP Magazine’s Inaugural Gentlemen’s Club Outing. So awesome was the lineup that over 10 golfers gave their apologies, afraid to face this Peerless Septet. On hand to greet the Awesome Seven was the CEO of Emu Plains Sporting and Recreation Club, Michael Ekert, along with the friendly club pro Wayne Worthy. Michael recognised the opportunity of a lifetime to play with such a distinguished group but reluctantly bowed out due to having to attend a Board Meeting. Wayne, too, wanted to play but had to attend to the Pro Shop. So it was up to the Seven to brave the elements and pit themselves against the awesome Leonay Golf Course. The Seven then divided up into 2 groups to play Ambrose best ball against each other. The game is played taking the best drive off the tee and letting each member of the group hit from that same spot to the green. The same goes for every succeeding shot and the best ball score is noted on each hole. It was a remarkably hard fought contest. Starting off was the distinguished GWP publisher, Dmitry the Smasher. He carefully unwrapped his never-been-used-before driver which still had its shrink wrap. Wham! The ball went out of sight. Next up in the first group of 3 was Bill Elmer, the Kellyville Terror. He proceeded to rip a drive into the trees bordering the fairway. Then your fearless scribe proceeded to touch the clouds with a towering drive down the middle. And we were off. Behind us were the 3 astonishing Peters: Peter Tiger Koch, Peter Shephard, the Wollongong Power, and Peter Preston, the Glenhaven Dazzler. Supporting this distinguished group was Paul Miller, the Lander Toyota Blur. We could hear the yells

44 GWP Magazine | Issue 25 | July / August 2009

3 Peters and 1 Paul are enjoying the game.

Members of the GWP Magazine Gentlemen’s Club: (l-r) Bill Elmer, Paul Miller, Dmitry Greku, Michael Ekert, Peter Shephard and Peter Preston; Larry Woldenberg (cameraman) and Peter Koch (missing in action). of the gallery behind us on every hole. It was game on and a terrific battle took shape. By the 16th tee, Dmitry the Smasher’s Threesome were 2 under par, while Tiger Koch’s Foursome were even par. Darkness was closing in as the two groups struggled hammer and tong to finish on top. Suddenly things were all even after 17 holes. The Smasher’s group stumbled to a double bogey 6 on a par four. The gallery was silent. Who would win this Great Inaugural Event? Who would the History Books champion? Low and behold, both groups parred the last hole and the hard fought contest ended in a draw! No one could believe that 7 players fighting over 18 holes could end up with identical scores. But so it was on that Fateful Day.

Larry Woldenberg is always happy to share his golf stories.

Michael, the CEO, and yet another Peter, Peter Butler, President of the Emu Sports Club, shouted drinks for the tired but joyous warriors. And a delicious steak and chicken dinner was served. Everyone agreed, the day was an immense success. Now we’re all looking forward to the next GWP Magazine Gentlemen’s Club Outing. A great course, hardy and fearless golfers, lots of drink, and delicious food all added up to a successful Inaugural Event. G Emu Plains Sporting and Recreation Club Limited 1 Leonay Parade, Leonay NSW 2150 p | 02 4735 5300 w | www.emusportsclub.com.au

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GWP Magazine | Issue 25 | July / August 2009

Feature

Penrith Panthers Represents a Invaluable Marketing Opportunity

By Larry Woldenberg

As we approach the end of the financial year, Western Sydney businesses should remember that Penrith Panthers represent an invaluable marketing opportunity when planning your marketing activity/strategy for next year. Panthers are the only elite sporting club in the Greater Western Sydney region and can provide great cut-through to a vast corporate and household market.

“We offer a range of marketing platforms that will help grow your business and increase your customer base. Sponsorship is such a key marketing tool that should be a part of any business’s marketing mix. It provides a shortcut to consumers’ hearts by aligning your business with a brand that your target audience already has an emotion connection with,” says Scott Hudson from the Sponsorship Team. “In times of economic uncertainty, maintaining your marketing budget is so important to keep your brand top-ofmind amongst your core market. And sponsorship should be at the forefront of all marketing investments as it can be used as the key driver in all other forms of advertising. Also, it is so much easier to tap into a recognised brand’s customer base, and we certainly have a huge market share in the Western Sydney Region to allow you to grow your business. Penrith Panthers is backed by the largest licensed group in the southern hemisphere with the ability to leverage off a 160,000 strong member base. They have 14 sites throughout NSW and 7 across Western Sydney alone. Facilitating the largest junior league in the world with 8000 players and 1500 volunteers is also another great opportunity for businesses to engage Australia’s third largest economy, Western Sydney. “Our platforms are certainly apparent,” continues Scott. “We offer a number of different commercial opportunities dependent on your specific marketing and budgetary objectives.

46 GWP Magazine | Issue 25 | July / August 2009

Halftime entertainment

“Our above-the-line opportunities include ground announcements, big screen TVC’s, apparel/stadium branding (which generates great mass media exposure for your brand), online marketing, print advertising, etc. “Our more targeted or below-the-line opportunities involve product sampling, in-store player appearances/consumer promotions, e-marketing, direct access to our junior league and licensed club, and the list goes on. It is really dependent on your specific objectives and what you want to achieve. “For both SMEs and Large Corporations there are still plenty of opportunities to grow your business in 2009. The season is at the half-way mark, so you can still purchase both Single-Game or Four-Game Packages giving you the advantage of being able to pick the games of interest at an affordable budgetary level. “This is a great chance for Western Sydney businesses to entertain their clients, add value to business partnerships and to build better working relationships,” says Scott. “Our Corporate Boxes have benefited from the recently completed $5 million revamp.

Our improvements include larger boxes, an easy access lift, improved toilets, an extended walkway, and larger kitchen facilities to match any premier sporting venue in Australia. We offer fully inclusive packages including an even mix of gourmet footy finger food (cold appetisers and tasty hot dishes), beer, wine and soft drink for your clients to enjoy,” Scott conludes. G

For more enquiries into our game day corporate hospitality options and to take a grand tour of the new multi-million dollar player and corporate facilities, please contact Scott on the details below. To view a presentation outlining some of the different platforms we utilise to market our partners, please visit www.partnerwithpanthers.com.au For a brief chat about your specific marketing objectives and to receive a tailored sponsorship proposal, contact Scott on (02) 4725 6413 or 0418 797 637 or scott.hudson@panthers.com.au.

CORPORATE HOSPITALITY

r Turn a great match into an even greate experience, with a private or club box. PRIVATE BOX With room for 18 guests, your box seats will offer everything you need to ensure a fantastic match experience – including delicious appetisers, attractive beverage packages, signage opportunities, and your own private wait staff. On arrival, you will receive superb cold appetisers, followed by hot canapés just before the start of the match. You will be served by your own personal waiter or waitress, and will also beneﬁt from private cleaning and security staff. Plus, you’ll notice that we’ve recently upgraded our club’s interior. So you can be sure your guests feel right at home, with a sophisticated environment, warm service, and state-of-the-art facilities. You’ll also get the exposure your business is after, with company signage displayed above your corporate box.

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For more details, please contact Scott Hudson from the Sponsorship team on (02) 4725 6413, 0418 797 637 or scott.hudson@panthers.com.au” GWP Magazine | Issue 25 | July / August 2009

FEATURE

Bartercard Customer Profile

By Larry Woldenberg

Bartercard Members Enjoy Fresh Seafood Dinners at Atlantis Seafood Restaurant One of the advantages of being a Bartercard Member is that you can eat using your Bartercard Dollars at a number of first-class venues like Atlantis Seafood Restaurant. Located in North Ryde just off of Delhi Road in the Quest Serviced Apartments complex, Atlantis offers a Sunday Seafood Buffet at just $45 a head.

The venue has a bushland backdrop with seating for 250 diners inside. It also has a relaxed yet sophisticated alfresco dining area for 80 on the terrace and conference/ meeting rooms holding from 10 to 100 people. It has a reputation for serving the freshest seafood available, but also features Angus grade beef and grain-fed chicken with modern Australian and Mediterranean spices. Lamb, lasagna and other gourmet dishes are also on the menu. The proprietor is George Andreou who has 30 years in the restaurant business and is famous for establishing both Aphrodite and Adones as well. With such a grand facility, Atlantis can cater for any function including weddings, christenings, birthdays, corporate dinners, seminars, and cocktail parties. And Bartercard members can do so all on Bartercard. This is a great opportunity to spend those Bartercard dollars you earn in your own business. Exclusive use of the venue can be granted for parties of 200 or more guests. The floor plan within the restaurant is flexible and utilises the use of long rectangular or large and small round tables. Their staff will help you to configure the best arrangement for your needs. In arranging your function, the staff can also assist with auxiliary needs such as a wedding cake, a master of ceremonies, flowers, balloons, a DJ/music, chair covers,

48 GWP Magazine | Issue 25 | July / August 2009

hotel accommodation, wedding cars, etc.

says Bartercard has been great for their business. â&#x20AC;&#x153;Not only does Bartercard bring us new clients and word-of-mouth referrals, but it also offers us a way to creatively use our Bartercard earnings. We find we can purchase necessities for our own business such as catering equipment, tradespeople, and cleaners as well as air conditioning for our conference rooms. G

Atlantis Seafood Restaurant has been at its current location for over 5 years. It is open 7 days for breakfast and dinner. The hours are 6:30am to 10pm. Their hot and cold seafood platter for two includes fresh prawns, oysters natural, blue swimmer crab and smoked salmon served with fresh fruit. This is accompanied by grilled prawns, Balmain bugs, bbq octopus, oysters Kilpatrick, fried fish and chips, calamari and tempura prawns. All for $120. Also available are cold seafood platters and BBQ seafood platters in addition, there are fresh fish of the day offerings and the menu changes each season. Gina Koulivas who assists with marketing

To take advantage of your Bartercard, you can purchase vouchers for the restaurant through your local Bartercard office. If you wish to discuss conference facilities or functions, phone Gina on 0432 367 764. Bookings can be made on 9617 0759.

GWP Magazine | Issue 25 | July / August 2009

Upcoming 2009 BUsiness expos 2009 Ryde Business & sustainaBility expo

date: wednesday 5 August 2009 Venue: stamford grand north ryde time: noon until 5.30pm

2009 sydney Hills Business expo

date: wednesday 26 August 2009 Venue: Crowne plaza norwest time: noon until 7pm For Further details on other expos being Finalised go to our website or phone

02 8850 5533

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Magazine | Issue 25 | July / August 2009 50 GWP Advertising\CFAd_PP01_01jun09.cdr Monday, 1 June 2009 12:05:55 PM

GWP Magazine | Issue 25 | July / August 2009

52 GWP Magazine | Issue 25 | July / August 2009

R el iab l e Hon e s t Qua li t y C le a n i n g at a ffo R da b le P Ri C e s on t i me Contract Office Cleaning W indow, Carpet & High Pressure Cleaning Outside Building & Warehouse Floor Cleaning Floor Strip & Polish

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GWP Magazine | Issue 25 | July / August 2009

ClassifiedS

Accounting

equiPment finAnce Mike Hughes & Partners Northwest

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O Accounting, bookkeeping & taxation specialist O Business start-up and strategic planning O Secretarial and administrative services Vivienne Yang M: 0425 277 151 T: 02 9438 2639 F: 02 9906 5877 www.accountability1.com.au

Advertising

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02 8824 9666

finAnce

insurAnce Chegwyn Insurance

02 9604 6166

Business Insurance, Commercial Insurance, Small Business Insurance, Sole Traders, Family Owned Businesses

www.chegwyninsurance.com.au

it services Shore Consulting

02 8005 1801

IT Consulting, SQL Design, Development Website Hosting Services

www.nsitau.com

orgAnisAtions Sydney Hills Business Chamber 02 9659 3366 www.sydneyhillsbusiness.com.au

Parramatta Chamber of Commerce 02 9683 6655 www.parramattachamber.org.au

Ryde Business Forum 02 9807 4999 www.rydebusiness.com.au

Experienced Finance Professionals

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PhotogrAPhy

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Stilz Fotografika

gifts A Baskets Delight

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grAPhic design Norwest Advertising

02 8831 8313

Quality Publications, Design, Production, Photo Models, Web Design

business suPPort IIBE

1300 309 171

www.norwestadvertising.com.au

hAir / beAuty

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Vaseer Migration Consulting

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Chips Plumbing

02 9621 1960

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PromotionAl Products Active Promotional Products

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Web design Norwest Advertising

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8300

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List Your Business in Classifieds for $297 per year

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info@gwpmagazine.com.au

corPorAte events 02 4735 5300

Corporate Golf Days, Seminars, Meetings, Weddings, Reunions, Christenings

www.emusportsclub.com.au

Hitting Targets

02 9407 8788

WE COME TO YOUR HOME OR OFFICE

Emu Sports Club

OZ Migration

Plumbing

www.raveon.com.au

0401 053 654

cleAning

migrAtion services

office services

www.leadershipmanagement.com.au

BREED

www.stilz.com.au

www.vaseermigration.com

Leadership Management Australia

02 9680 9823

Corporate Events, Head Shots, Products Shoots, Location Shoots

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Introductory Clay Target Shooting Team Building, Corporate Activity

www.hittingtargets.com.au

Penrith Panthers

02 4725 6413

Call For More Opportunities On How We Can Significantly Grow Your Customer Base

www.panthers.com.au

industriAl relAtions John F. Law & Associates 02 8850 4477 Specialists in Discrimination Matters, Employment Agreements, Unfair Dismissals

www.industrialrelationslaw.com.au

54 GWP Magazine | Issue 25 | July / August 2009

Servicing Sydney’s * Northwest * West * Southwest Providing General Insurance Solutions Since 1949

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for a review of your existing Insurances

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PH: www.chegwyninsurance.com.au

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GWP Magazine | Issue 25 | July / August 2009

LAND A BETTER DEAL AT LANDER TOYOTA

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155 - 161 Main St Blacktown GWP Magazine | Issue 25 | July / August 2009 56 LNT0018. MD20304.

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