GWP Business Resource & Lifestyle Magazine #27

GWP M a g a z i n e s

SYDNEY - Issue 27

NOVEMBER / DECEMBER 2009

$4.95 (GST inc.)

Publisher’s Guest: Mayor Peter Dimbrowsky

Charlie Lynn

GWP Magazines | Issue 27 | November / December 2009

CONTENTS

CONTENTS 6 passion 6

Cover Story 26 28

Peter Dimbrowsky, Mayor of the Hills Shire Council

30 Regulars 14 16

Regulars Government

The Enshrinement of the Kokoda Trail: Charlie Lynn’s Lifetime Dream Larry Woldenberg

Publisher’s Guest 12

Features

Council’s Role in Economic Development

Market Research the Never Ending Debate

Business Chamber

Changing Times Larry Woldenberg

Emu Sports Club Offers Good Food and Good Company Larry Woldenberg

Do You Want to Gain Access to Australia’s Family Household Heartland? Shannon Donato

Crown Catering Sails Away with Bartercard Larry Woldenberg

Business News

Classifieds

Feeling Too Solitary in Your Home Business? Talk to Your Local Chamber! Sabrina Ferguson

Referral Programs – Do They Work? Nicole Baines

Political Agenda Think 1st: Quo Vadis Australia? Igor Palmer

Business Advice The Top 5 Branding Mistakes Scott Tyler

International Migrants Still Needed in Australia John Glover

How will My Staff Affect My Succession Plan? Darryn Fellowes

A Business Case for Business Community Partnerships Stephen Frost

Features 24

Is Your Business Unbreakable? Darren Read

Networking: Know Your Business Neighbours and Grow Your Business Sabrina Ferguson

Providing Expert Advice, Face-to-Face Victor Prasad

GWP Magazines | Issue 27 | November / December 2009

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

Dmitry Greku - Editor and Publisher - GWP MagazinesTM

Was it a Bad Crisis or a Good Crisis? Two gentlemen are enjoying a wonderful sunny day on the veranda of a private club. One asks: “How was this crisis for you?” Another one is trying to keep his emotions low: “It was terrible, simply terrible – you have to drink this old wine, eat this stinking cheese and drive those cars with no roofs!” With all my sympathy to this gentleman, the crisis year was not that bad for some – for those who are dynamic, innovative, hard-working and least the complaining. It was definitely good a year for GWP Magazines. Business Resource & Lifestyle Magazine has been recognised as the biggest and best-known business publication in Sydney. We won Suncorp Western Sydney Awards for Business Excellence in Excellence for Innovation in a New Product, Service or Process. We introduced a new distribution concept. Sixty self-designed and custom-built GWP Magazines Floor Stands have been built and installed in key business locations in Sydney’s Northern Commercial Belt, in cafes, restaurants, conference centres, local councils, banks, shopping centres, cinemas, etc. This gave us and our clients direct access to a new audience

GWP Magazines | Issue 27 | November / December 2009

which we’ve never touched before, a higher quality of readership and an excellent branding opportunity.

Contributing Writers: Scott Tyler John Glover Darren Read Sabrina Ferguson Nicole Baines Igor Palmer Stephen Frost Victor Prasad Darryn Fellowes Scott Hudson Tim Holloway Art Director: Svetlana Greku Graphic Design: Xabier Goñi, XDesigns Photography: Francesca Surace, Stilz Fotografika

Also our website was redeveloped. It became more search engine friendly, and we now keep all our latest issues online for a free viewing.

Printing: Quality Print Group Pty Ltd

We would like to invite you to celebrate the end of the crisis by joining us on a magnificent Sydney Harbour Cruise on Thursday, 19th November, with our dear clients and respected guests. Please contact our office to arrange the tickets.

Business Resource & Lifestyle Magazine is published by Norwest Advertising and GWP MagazinesTM ABN: 82 096 352 064 Suite 206, 10 Norwest Central, Century Circuit, Baulkham Hills NSW 2153 www.gwpmagazine.com.au

Merry Christmas and all the best to you and your families in 2010. Take care of yourselves and your clients.

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2009 Winner Copyright Norwest Advertising and GWP MagazinesTM 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.

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GWP M a g a z i n e s TM

BUSINESS

Resource&Lifestyle

GWP Magazines | Issue 27 | November / December 2009

The

Enshrinement of the

Charlie Lynnâ&#x20AC;&#x2122;s Lifetime Dream By Larry Woldenberg

GWP Magazine | Issue 27 | November / December 2009

great australian BUSINESS PEOPLE

After serving 21 years in the Australian army, Major Charlie Lynn was invited to organise a race over the Kokoda Trail in 1991. Seeing its abandonment and neglect over 49 sad years, Charlie was moved to do something about it. This was a pivotal moment and he has since never looked back.

“Actually, the race never took place,” Charlie explains. “In fact, I couldn’t find a single sponsor. Though today it’s hard to believe, back then people knew nothing about the Trail. There wasn’t even an existing map. This woke me up to the fact that our school system lacks any content on Australian military history. It’s all written from an American and European perspective with a left-wing orientation to boot. It’s almost as if we’re ashamed of our heritage. Yet the Kokoda Trail embodies everything good about Australian history.”

Let’s go back in time for a moment to get a clearer picture of what Charlie is describing. It’s July 21, 1942. Japan is desperate to get a foothold in what was then New Guinea. They had just landed on the northern coast and were intent on marching over the Owen Stanley Ranges to capture Port Moresby. They could then go on to invade Australia. At that time Japan had a Shinto-led, militaristic regime. Contained on an island, they needed more resources to fight the war. Pearl Harbor had already occurred and the US Navy was successfully engaging the Japanese in two famous sea campaigns — The Battle of the Coral Sea and The Battle of Mid-way. So the only way to capture Port Moresby was to cross New Guinea by land. This is where the Kokoda Trail comes into play. As Charlie Lynn recounts: “The trail is just a way of connecting up to 10 disparate villages made up of 100-150 people each

and containing 4-5 clans in every community. There was no unifying governmental system and the country’s populace spoke literally hundreds of different languages. “When the first engagement with Australian troops occurred on PNG Remembrance Day, July 23, 1942, our troops were primarily composed of un-trained militia. Our regular troops were in Europe. We were outnumbered 6 to 1 by over 10,000 Japanese troops. “This resulted in a strategic withdrawal as our diggers positioned themselves to slow the advance while reinforcements were called for. Historians can argue that it was Australia’s most significant campaign of the Second World War. “It was the first time Australian territory had been invaded by a superior, fanatical enemy force with the bombing of Darwin and a submarine attack in Sydney Harbour. Some

GWP Magazine | Issue 27 | November / December 2009

wers Corner 20

Charlie Lynn O

of the first diggers to meet the enemy on the Kokoda Trail were only 18 years of age. Our politicians had been caught napping,” Charlie lamented. “The jungle forced hand-to-hand combat and eventually we drove the Japanese back from just 48 kilometres short of their objective at Port Moresby. It was a desperate situation involving the highest degree of heroism from our forces. “So you can imagine how shocked I was to see the state of things in 1991. Unable to organise a race of any kind over the Trail, I decided to walk it myself and engaged a native Koiari who didn’t even speak English to be my guide. At the time there wasn’t even a single sign denoting the Trail. There was nothing but the bare outline of a trail long overgrown in many places. Most of the battlesites had

GWP Magazines | Issue 27 | November / December 2009

been bypassed and reclaimed by the jungle. Armaments were left to rust in peace. “Now it was 5 years since I had emerged from my career in the Army, and I had considerable experience organising all kinds of endurance races both in and out of the military. I, myself, had been a marathon runner. In fact, I organised the longest and toughest marathon in the world for seven years — the Westfield Sydney-to-Melbourne Ultramarathon that Cliff Young made famous. “So after I walked the trail, I decided with my wife, Jill, to form Adventure Kokoda and lead expeditions for more Australians to experience living history. As it turned out, for the first 10 years I had to beg people to go. We averaged maybe 20 people a year. Today we’re knocking people back. But there has been a lot of work in between.

“I remember drawing the first map of the Trail myself using an altimeter and charting all the ridges. Eventually I hired a cartographer. “Our first real break came in 1996. Channel Nine wanted to do a story, so I took a group of celebrities on a trek. The list included Angry Anderson, Collette Mann, Grant Kenny, Darryl Braithwaite, Dr Kerryn Phelps and Shelley Taylor-Smith. The resulting documentary footage had the highest rating in the history of Current Affairs as it aired on ANZAC Day of that year. “Today some 6,000 people a year do the trek with 30 odd trekking companies offering their services ranging from fair dinkum Aussie firms to backyard guides. Only about half a dozen of the companies are reputable. Many have no one trained in first aid or expedition leadership and some don’t even

great australian BUSINESS PEOPLE

carry communications equipment. “The actual length of the trek is 130 kilometres. You need to allow 10 days if you want to take in the history and not bust your gut. The best times to go are during the dry season from July to November. You can expect an average temperature of 30° C with humidity even in the dry season. “There has been a lot of adverse publicity over the recent deaths of two Australians. One was on our recent trek. Our leader recognised his plight in the first hour of the expedition and made arrangements to escort him back to a waiting vehicle, but he suffered a heart attack enroute to hospital. We do our best to advise people of the rigours of the trail and while we have a very stringent medical clearance regime, we expect them to train hard and prepare themselves. Most do. Even though

we have led more than 4000 Australians safely across the Trail over the past 18 years, the first fatality still hits you hard.

Swans selected in the All Australian squad.

“I myself have made the trip over 56 times, so I certainly am aware of its difficulties. But on a more positive note, I’ve also observed that people grow in their appreciation of the actual conditions under which our troops laboured. Our trekkers definitely report back to us an increase in spirit from conquering adversity and a better understanding of both self and others as a result. People bond incredibly and you can generally notice a positive difference after they return.

“One side effect of all of this is the effect on the Koiari and Orokaive people along the Trail. Once I started trekking I realised I was their hope for a better life, because they were existing in a poor subsistence economy. The employment we provide has been a major boon to the area. The last two years we’ve taken over 1300 people across the Trail. While we have 6-7 expedition leaders (mostly ex-military men), we provide temporary work to more than 2000 PNG guides and carriers who establish a special relationship with the trekkers they support during their trek.

“Two people reporting such life-changing experiences were Brett Kirk and Leo Barry of Sydney Swan fame. Their AFL careers were shot in 2001 before they trekked Kokoda. A couple of years later they were the only two

“In addition our trekkers have taken it upon themselves to donate more than 2400 new books to the Port Moresby Grammar School library. We have established a Kokoda Bursary Program at the school and provided

GWP Magazine | Issue 27 | November / December 2009

people who live along the Trail. They live within a subsistence economy but are always cheerful and ready to lend a hand to struggling trekkers – just as their grandfathers, the famous ‘fuzzy-wuzzy angels’ did for our diggers. “Meanwhile, we are in the process of establishing a special Network Kokoda Foundation to provide assistance in a more substantial way and would welcome any ideas or offers of support,” Charlie comments. Charlie’s dedication to Papua New Guinea partially comes from his humble rural background. He was raised in the small country town of Orbost located in the

“There were 500 butter boxes three times a week to load and unload along with groceries for the stores, grog for the pubs, cement for the brickies, fuel, produce and livestock to local farms, the railhead at Bombala and the markets in Melbourne. If it could fit on the back of the truck, we hauled it. And all Dad had was a trolley, a bag hook and a couple of planks! “I still don’t know how he did it full time for all those years because it is the hardest work I ever did. Still, he wasn’t the only one committed to hard physical work in the town in those days, so when I think back I can understand why he had to go to the Mens

Adventure Kokoda trek group in moss forest near Mt Bellamy

ar the Brigade Charlie Lynn ne e Kokoda Trail th on ite es Hill battl

Robert in his shop, Castle Towers

them with an abundance of sporting gear and other items. Plus we donated two computers to Tessie Soi’s PNG ‘Friends Foundation’ together with financial support for the wonderful work she does. “We have also provided financial support to the Buk Bilong Pikannini program for children in the Tuberculosis Ward at the Port Moresby General Hospital. Along the track our trekkers have donated approximately $50,000 in medical supplies to the Kokoda Memorial Hospital and more recently to the Sogeri Health Centre. Furthermore, we provide school books and sporting gear to villages along the track. “We are proud of our association with PNG and in particular the Koiari and Orokaiva

10 GWP Magazines | Issue 27 | November / December 2009

Shire of East Gippsland, Victoria. Its 2006 census shows a population of 2452 and its primary industries are beef, dairy cattle and sawmilling. More recently, tourism has become an important industry as Orbost is the major town close to several national parks including the Snowy River National Park. “I don’t know how Dad and Mum made out with 8 kids in a 2 bedroom house. Dad was both a farmer and a truckie. Someone had to help out, so I left school at the age of 15 and started working for Dad. He brought an old red Commer Pug nose truck and became the local carrier. As kids, we didn’t take a lot of notice of all the work, but once we started helping out we began understanding the meaning of the words ‘hard yakka’.

great australian BUSINESS PEOPLE Club to whet the whistle with his mates before he came home for tea each night.” Charlie worked with his father for a few years before going to work building roads for the Country Roads Board. He had to

and was commanded by Brigadier Michael Jeffrey who later became Governor-General of Australia. When Charlie emerged from the Army he then got into organising international ultra-

As a returned Vietnam veteran, Charlie also shares concerns for all our Australian war veterans. “I was shocked by the way our Vietnam soldiers were betrayed by our own people when they returned from the war. Many were told to change out of their

vered from aircraft he reco Ford Trimoter e tim team ar w ng a gi ith helicopter rig Charlie Lynn w der of an army lea as 79 19 in Lake Myola

Charlie Lynn and Cr Angelo Tsirekas with City of Canada Bay trek Group at the Isurava Memorial Robert and Sue at an Awards Dinner

Climb out of Yodda Valley

live in camps, so every weekend he and his mates hit the towns where they spent their weeks’ wages. “I was caught in this work/play cycle until the Army conscripted me in 1965. Since then I spent time serving in Vietnam, Singapore, Malaysia, and the US. While at Fort Lee in Virginia I was appointed Captain of the Parachute Display Team and completed 200 jumps”, Charlie recalls. Then, upon returning to Australia, he attended the Army Command and Staff College in Fort Queenscliff. He commanded a Squadron of army wharfies known affectionally as ‘termites’ and was later a senior staff officer with the 1st Brigade at Holsworthy. It comprised around 4000 men

marathons, caravan safaris around Australia, special events, survival training for mining companies and expeditions across the Kokoda Trail. Eventually the Liberal Party acquired his services and he ended up representing Southwest Sydney in the Upper House. His area extends from Auburn to Granville to Picton. He is now entering his 15th year as an MP. Naturally, his special expertise is in PNG and the Melanesian region - the ‘arc of instability’ to our immediate North. “There has been a widening empathetic gap since we virtually abandoned them in 1975. Introducing Melanesian studies into our education system and giving them access to our seasonal markets would be great way to reverse this trend,” Charlie adds.

uniforms and shunted out the back of the airport. I support the freedom to protest, but it should have been directed to those who sent them to war, not to those who were sent. They were just doing their duty as our veterans did before them at Gallipoli, Tobruk, Kokoda and Korea,” Charlie points out. You would have to look long and hard to find a person who better serves Australia and the Melanesia area or, for that matter, who so personally affects the lives of so many trekkers. Charlie Lynn is not only extremely personable when you meet him, but is also a real inspiration to Australians of all ages. Business Resource & Lifestyle Magazine salutes one of Australia’s greatest contributors to our National Heritage. Well done, Charlie Lynn. G

GWP Magazines | Issue 27 | November / December 2009

Publisher’s GUEST

Publisher’s Guest

Peter Dimbrowsky Mayor of the Hills Shire Council with Dmitry Greku, Publisher/Editor, GWP Magazines.

The new Mayor of the Hills Shire Council, Peter Dimbrowsky, was elected at the beginning of September. He is well known for his successful business – he is the proprietor of the multi-award winning restaurant Eurolounge. Peter’s business experience provides us with an opportunity for even greater business development in the area and closer links between the local government and the business community.

12 GWP Magazines | Issue 27 | November / December 2009

Publisher’s GUEST

DG: Peter, Business Round Table is a great idea that I think is going to be highly beneficial to the business community. Could you tell us a little more about your vision and what the project involves? PD: The Business Round Table initiative is a first for The Hills Shire Council and it aims to build stronger relationships with the Sydney Hills Business Community. Monthly breakfasts or lunches will be conducted at Council for invited businesses from the Sydney Hills to meet with key Council staff. The Council’s vision is to facilitate sustainable economic development that promotes growth in local business, attracts educated and skilled employees, encourages visitors and expenditure, and facilitates local employment opportunities for residents. I hope Business Round Tables will build stronger relationships by giving the business community a forum to provide feedback to Council and to exchange ideas with myself in an informal and friendly environment. DG: You plan significant property development in commercial, retail and residential sectors. There are developments of the Council Land planned to take place. Which areas are to be considered as development projects and at what stage are we at the moment? PD: Council has recognised that a more entrepreneurial approach needs to be adopted in looking for alternate income streams. We want to provide for the residents of our next generation in order to meet our future financial challenges and to avoid burdening both the business and residential community through higher rates and charges. Council has a portfolio of operational land holdings and has been reviewing its property strategy at least annually since 1997 with a

view to pursuing development opportunities involving projects at commercial, retail and residential level. Several recent projects were Horizons Residential Tower above the Castle Grand Library, the Radiata Residential Estate at Baulkham Hills and the sale of 52 Wrights Road, Kellyville, to Aldi Supermarkets. Current potential projects include the development of Terminus Street Car Park, the Pennant/Gay Streets Target site at Castle Hill and vacant residential land at both Withers Road, Kellyville, and Hill Road, West Pennant Hills. There will also be significant investigations and changes by both Council and private enterprise within Castle Hill Main Street/ CBD, Baulkham Hills Town Centre and Carlingford Precinct. This will serve the dual purposes of meeting the demand for growth while also delivering to our residents thriving, living centres that will make up a vibrant and enriched community. DG: What is your opinion on the local business infrastructure? What is Council planning to do to encourage more business people to stay in the area, and is there enough room for more businesses to move to the area? PD: I am a strong advocate for greater business development in the area, and Sydney Hills’ future prosperity is reliant on a business community that is strong, vibrant and progressive. This Council has a vital role in assisting business and aims to produce an environment to build business enterprise for both new and existing enterprises. The Sydney Hills is a region with a strong and desirable skills base and a great place to do business.

future by educating local, domestic and international markets about our industry capabilities, attracting new investment and visitors to the region, and measuring and promoting our successes. I am absolutely committed to working with local companies to grow some of the 47,000 jobs needed by 2031. This Council will work to foster economic development while preserving quality of life for our residents to enhance community lifestyle and wellbeing, both now and for future generations. DG: It’s not a secret that the economic situation in our State could be better and that the State Government has not been doing a lot to help local areas. What are your plans to build productive relationships with the State Government to bring more benefits to the Hills Shire? PD: I look forward to building stronger relationships with government in the future. There can be no better driver for change than local government, but we need to work on building relationships that open doors and give us access at the highest levels. It is my firm hope that partnering with government and helping them find solutions may provide better outcomes than bickering and disharmony. This is our opportunity to start working together to get it right for the future – for our community, for our State, and for Australia. I commend this Council for the bipartisan approach we will be taking in our commitment to building a better Council for our community. Peter, I would like to thank you for your time and wish you all the best for the next year serving as the Mayor in such a great area with a huge potential. G

I aim to build a strong and sustainable economy that achieves its vision for the

GWP Magazines | Issue 27 | November / December 2009

Political Agenda

Igor Palmer - Political Commentator

Think 1st: Quo Vadis Australia? Before I arrived to Australia from Europe, half of my life I lived on both sides of the Iron Curtain and have had firsthand experience of Marxist/Leninist ideology, as well as the working and the effects of the socialist propaganda apparatus. Curiously, but not surprisingly, the free cultures appeared to be rather fascinated and sympathetic towards the intellectual arguments of the Marxist/Leninist ideologues and even receptive of the socialist propaganda. The citizens of the socialist regimes on the other hand, were quite flummoxed by the West’s fascination and sympathy towards oppressive ideologies, which is understandable, since the citizens of the socialist regimes were not afforded the same freedoms to explore, experiment with, and even ravel in various ideologies.

When I arrived to Australia 25 years ago, the country offered an unprecedented freedom. That was the time when individuals were free to decide for themselves, without any constrains as to what they wished to do with their life. Australia with the USA and very few other countries, were recognised as the most free and the most fiercely independent societies, where opportunities abounded for everybody who desired to be part of such societies. Those were the times when whoever arrived to the shores of Australia found greater freedom in Australia than they had in the country they came from. Those were the times when those who came to Australia did not desire to change Australia but desired to change their own lives, integrate into the society, embrace freedoms to start enterprises, take commercial risks, or work for anybody without the constrains imposed by the political elite.

14 GWP Magazines | Issue 27 | November / December 2009

Over the last couple of decades, however, the left intelligentsia have revisited their founding fathers’ “instruction manuals”, and have developed a sophisticated propaganda apparatus, which enabled them to create desires in people to change Australia’s once unfettered freedoms. The new agents of change, through a massive propaganda apparatus, have gradually persuaded many Australians to buy into the welfare state mentality, popularising the notion of giving up some of their liberties in exchange for entitlements through wealth redistribution. Today, the left elite in Australia and throughout the world perceive that the

significant inroads into changing the thinking of the populous, especially the thinking of those who have neither seen nor experienced the heavy burden and the constraints of the collectivist mentality. This shift in thinking has cleared the path for Marxism’s resurgence and legitimised the concentration of power in the hands of the political elite. The question is: Is there anything that can be done to stop Australia from becoming a socialist caliphate — a welfare state that “knows best” how to manage people’s lives? To me and increasingly to a growing number of individuals, the strategy to prevent Australia from sliding

Those were the times when those who came to Australia did not desire to change Australia but desired to change their own lives. recent global economic downturn have legitimised the interventionist policies in all spheres of national and global economies. The left has no compunction about elevating the collective interests above private property and economic individualism. Yet, while promoting social justice, sameness of thinking and redistribution of wealth with great alacrity, the left elite are enjoying the benefits of capitalism and the freedoms afforded to them by the same capitalism.

into a collective dependency mentality is to establish a dedicated organisation to counter the left’s propaganda apparatus. Arguing merely at political and economic levels neither inspires people nor provides an effective counter punch against the left’s well-oiled propaganda apparatus. I am persuaded that an organisation capable of arguing ardently against the socialist ideology is needed to expose the left’s imprecatory ideology and tactics.

The significant shift to the left will not escape any fair-minded and avid observer. Through a sophisticated, yet relentlessly aggressive propaganda, the ruling political elite have managed to popularise the notion of superiority of collective values above individualism. It has made

Watch this space for further developments of such organisation; I’m working on it. G Please send me your comments e | newyorkgps@yahoo.com and visit my blog online w | www.rightambiance.blogspot.com

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email size of 0.05MB. Actual usage may vary due to usage pattern. Unused allowance expires monthly. Excludes some usage (such as usage when overseas). 2. Trial limited to 1 trial per service. After the trial monthly charges of $15/month will apply unless you call us to cancel the service. Unused text expires monthly and excess charges apply for usage over 500 texts each month. ® and ™ – Registered trademark and trademark of Telstra Corporation Limited. ABN 33 051 775 556. BWMTBU 0385_E71 GWP Magazines | Issue 27 | November / December 2009

business ADVICE

Scott Tyler, Managing Director - Brightblue Marketing

The Top 5 Branding Mistakes In a cluttered marketplace your company’s brand is the way the outside world perceives your product or service. The concept of branding and the value it provides to a business is often poorly understood. Poor branding is generally reflected in top line sales performance. For example, your potential clients might think you’re too small for a job, not technically capable or charge too much. Your Company could be missing out on a lot of business because of poorly executed branding.

In this article I share with you my Top 5 Branding Mistakes. If you have got a good handle on the five branding mistakes below, you are well on your way to maximising business top line performance. Top Branding Mistake No.1 Focusing on Visual Identity Alone So many badly trained marketers, designers and consultants focus almost exclusively on the design and logo elements of a brand – with no thought to positioning, brand strategy or buyer psychology. As a result the intangible dimensions are overlooked, such as how a business intends to deliver on the expectations set and aligning customer insights with the brand promise. Top Branding Mistake No.2 No Marketing Story Brands that have no marketing story struggle to cut through the marketing clutter. These businesses that have successfully created clear brands in the minds of people have done so through telling stories. Your marketing story should describe your uniqueness and demonstrate how your business understands the needs and issues of your target market. This also builds confidence in your brand. Top Branding Mistake No.3 No Clear Differentiation One of the objectives of establishing a brand

16 GWP Magazines | Issue 27 | November / December 2009

is to demonstrate how your product or service is different to that of your competitors. In order to do this effectively, you first need to assess the competitions positioning and branding. The worst thing you can do is invest a lot of time and money in the branding exercise only to find out that your branding is similar to that of a competitor. It is worth checking the IP Australia Trademark Register to ensure you are not infringing on any existing trademarks (http://www.ipaustralia.gov.au/trademarks/ search_index.shtml). Top Branding Mistake No.4 No Focus on Emotive Triggers Effective marketing focuses on emotive triggers as opposed to rational promises. Recent published findings in neuroscience indicate that it is emotion, not reason that primarily drives customers purchasing decisions. Marketer Frank Defino Jnr explained it nicely when he said: “How your company makes a customer feel, how they believe your values align with theirs and your overall likeability are all integral to creating clients who are highly favorable toward — and attached to — your business.” Top Branding Mistake No.5 Customer Research Not Considered It is usually pretty clear when customer research has not been considered in the development of a brand. There is plenty of information readily available to help make strategic branding decisions. Customer research answers questions like: “How do people perceive my product, service, or company?” It usually starts with evaluating existing available branding research, client and competitive advertising, and brand name architecture. It is useful when determining target market hot buttons and pain-points and for uncovering marketing mediums primarily used by prospective clients when searching for a company/product like yours. A brand is so much more than just a corporate logo. Brands are the customer-

facing expression of your business strategy. Therefore having a strong brand is extremely important in deciding the fortunes of your business. Brands play a critical role in purchase decision-making. Branding isn’t necessarily tangible either. Emotion not reason triggers immediate customer responses. To quote neurologist Donald Kane: “Reason leads to conclusions, emotion leads to action.” I encourage you now to review the way you currently manage your brand. What messages are you sending to prospective clients? Have you established a marketing story that resonates with your market? G If you would like some help developing and implementing a brand strategy that will work for your business, contact brightblue™ marketing now and organise a free consultation. Alternatively, if you would like Scott to perform an audit of your current branding and marketing initiatives, call now on 1300 309 171. At brightblue™ we’re re-shaping business.

Brightblue Marketing Suite 609, 12 Norwest Central Century Circuit Norwest Business Park NSW 2153 p | +61 2 9762 1255 e | info@iibe.com.au http://www.linkedin.com/in/scotttyler w | www.brightbluemarketing.com.au

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GWP Magazines | Issue 27 | November / December 2009 1/10/09 9:50:13 AM

business advice

John Glover, Director - Pendragon

International Migrants Still Needed in Australia Skills Shortage, 457 Visa and the Fair Work Act Many changes to Workplace Law have been introduced recently and, with more companies now employing internationals, it is vital that these changes be understood in order to continue successfully operating the most effective work practices. Over previous editions we have looked at the Australian Skills Shortage; we are now able to look at how these shortages and the Fair Work Act are linked. The skills shortage in Australia is still relatively high and once we turn even further away from the financial crisis, these skill shortages look to be greater than ever before. Australia will be forced to obtain skills from overseas through the 457 Work Visa Option or through ENS Employee Nomination Scheme; both are relatively fast in being processed. However, the new rules to this visa, linked with the Fair Work Act changes, make working under this process slightly different. The changes were introduced to monitor the exploitation of overseas workers; it ensures the overseas workers are skilled at a particular level as well as overcoming criticisms of the Minimum Salary Level (MSL). So what do they wish to achieve by the reform? The reform hopes to streamline the process for low-risk sponsors as well as to increase flexibility and mobility for the visa holders. With the greater emphasis on training and development, not only will the

18 GWP Magazines | Issue 27 | November / December 2009

overseas workers benefit but also those local Australian employees.

long as they are also available to Australian workers.

On April 1st, 2009, seven reform measures to the 457 Visa were announced. Here we look at the reform which seems to be the biggest question on most organisationsâ&#x20AC;&#x2122; minds, the Minimum Salary Level.

High Income Threshold Where the nominated salary is above the High Income Threshold ($180,000), the equivalent terms and conditions assessment does not apply.

With the implementation of a market base rate for all new and existing 457 Visa holders from mid-September 2009, this will result in a fairer, simpler and more transparent method of determining the terms and conditions of employment.

Health Costs The onus has previously been on the employer to cover health costs of the worker. However, under the new reform, some responsibility shifts to the visa applicant.

Market Rates Regimenting the market rates will ensure local labour is not a less attractive option for employers, as well as continuing to provide those industries with needed skills where local labour is unavailable. Overseas workers will also benefit from receiving the same remuneration and working conditions as an equivalent Australian worker doing the same work at the same location. Guiding Principles The salary offered should be the same as an equivalent Australian worker at that location; the employer will determine the terms and conditions for the 457 worker in the same way as for an Australian worker. The employer may be required to provide appropriate evidence of these terms to the Department of Immigration and Citizenship (DIAC). Temporary Skilled Migration Income Threshold (TSMIT) The commencing TSMIT is $45,220 and will look to be indexed annually; if the Market Rate in the workplace is lower, nomination will be refused. As well as this, the agreed Non-Monetary Benefits can be allowable as

Improved Information Sharing The Commonwealth and State/Territory government agencies including Taxation, Industrial Relations, Workplace Safety, Fair Trading, Registration, Licensing and Law Enforcement as well as many others have full transparency between one another. The introduction and implementation will be a lengthy process with possible disruption to your workplace. At Pendragon we understand these changes and will assist you with ways to work with the new rules while not leaving yourself open to employment issues. This will make the New Year a great one for all concerned. G Pendragon p | 02 9407 8700 f | 02 9407 8701 e | info@pendragon.net.au w | www.pendragon.net.au MARN 0105060

A Christmas A Christmas to Remember... to Remember...

GWP Magazines | Issue 27 | November / December 2009

business ADVICE

Darryn Fellowes, Wealth Adviser - Skeggs Goldstien Associates

How will My Staff Affect My Succession Plan? Most business owners would agree that it is becoming increasingly difficult to attract and retain good staff. There is increased reporting on the skills shortage in various industries and there are no signs that this is going to change. According to recent research, in two years time there will be more Australians leaving the workforce than entering it, adding to the skills shortage.

As a result the composition of our workforce is changing. The young people that are currently entering the workforce, the so called Generation Y-ers, have a much different personality profile than any other generation in the past. Who is Generation Y? Generation Y refers to those born between 1978 and 1994. Generation Y makes up 20.5% of our population and 45% of our workforce. They are a generation of consumers wanting an instant lifestyle. They are career-oriented and self-interested, tire quickly of routine and demand change. They do not see business owners as role models as they have different lifestyle aspirations. What do Generation Y want and expect from employers? Recent research shows that Generation Y want workplace flexibility, including telecommuting and working hours that allow them to do the things they love outside of work. They want to be involved in a variety of projects at any one time. Money is important to Generation Y but they are also interested in non-cash incentives. Research also shows that the Generation Y attitude will make it impossible to retain

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key staff if your managers are not excellent people persons. Why is Gen Y important to your business? Because they are your future! Generation Y’s love of a challenge and their adaptability to change make them extremely valuable resources. They are an important part of the workforce and more and more businesses are reaping the rewards from their employment. However, the way to employ and manage them is changing as these young professionals now have a lot more career options and tend to be more transitional, with long term commitment to one business not a priority. If as a business owner you do not recognise that the workforce is changing and make adjustments to manage this change, it will have an adverse affect on your business, your lifestyle and, consequently, your exit from the business. These implications include: 1. Difficulty in attracting new staff 2. Retaining existing staff 3. An increase in labour costs 4. Less stability in the workforce 5. Increased stress for the business owner 6. Commercial opportunities are foregone (and end up with the businesses who are better at staff recruitment/retention) 7. Business owner spending more time on staff and less time on clients. Without good staff you are unable to grow your business and your business will remain owner reliant. Both of these issues will adversely affect the value of your business and, hence, the quality of your retirement lifestyle. In the future there will be a lack of suitably

qualified, willing successors along with an increasing cost of labour. It is therefore critical for every succession plan to include strategies for staff recruitment and retention. It is vital that these strategies include specific actions on attracting and retaining Gen Y employees. Staffing issues that need to be considered when strategising your succession plan: • Effective use of Staff • Recruitment • Management • Future Ownership Summary Clearly, staff play a major role in your business success and your succession. Firstly, they determine the value of your firm. Secondly, they provide an excellent ‘pool’ from where your future successor may be sourced. At a time when the average age of a business owner is over 50, it is crucial that they learn to understand and work with Gen Y employees. G Sources: Generation Y: Thriving and Surviving with Generation Y at work, Peter Sheahan Managing Generation Y, Bruce Tulgan & Carolyn Martin Best Employer Australia Survey, Hewitt & Associates; The War for Talent Australian Bureau of Statistics, Australian Financial Review, RMIT and BStar

Skeggs Goldstien Associates p | 1300 753 447 e | admin@sgapl.com.au w | www.sgapl.com.au

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GWP Magazines | Issue 27 | November / December 2009

business advice

Stephen Frost, Managing Director - BREED Local Community Partnership

A Business Case for Business Community Partnerships SME’s are following the lead of big business and forming strategic alliances and partnerships with the local community. Corporate community involvement is recognised as facilitating corporate image enhancement, brand recognition and brand reputation. Community activities also provide opportunity for creative and powerful marketing and public relations programs and may give access to media and markets inaccessible through regular business practices.

Some benefits of business community partnerships include: • opening up new business opportunities when the community directly or indirectly refer customers who are impressed by the initiative chosen to support your business • exposing you and your staff to processes and/or skills that if implemented could improve your business operations • opportunity to stretch and develop your staff in a way that would not be possible within your business • attracting and retaining good staff. Many businesses are seeking to be recognised as “employers of choice”. A proactive engagement with the broader community ensures staff (and potential staff) view the business as a socially responsible organisation that they would be proud to work for. But there is a need to be honest with yourself and ask: “What can my business realistically offer without being overburdened?” Ask what skills, capabilities and benefits your business has and could be used to develop a successful community – business partnership? A true community partnership is one which

22 GWP Magazines | Issue 27 | November / December 2009

works towards the common good as well as community benefit and one where both parties agree on a project over a period of time to achieve outcomes beneficial to both parties and to the wider community. Evaluate what you, your staff and your business want from a partnership with a community group. Look at what sort of community group you would be best suited to develop a partnership with and ensure their values and outlook are in harmony with your business. Partnerships work best when either the business and community group come from a complementary sector or you and your staff have a genuine belief in the philosophy of the community organisation. Ways to be involved: • Volunteering — Whether it be regular or one-off opportunities for individual staff, groups of staff or even every staff member in the business for a working bee or a large project. • Business as a collection point — A business can offer to collect money or goods for a community group either on a temporary or ongoing basis. There is potential for increased patronage of the business when people make deliveries for the community group and the community group can raise money and collect goods without having to provide the infrastructure or storage space. • In-kind support — This can be particularly suitable for small-to-medium enterprises because it does not involve a cash outlay. Businesses can donate goods, services or resources to a community group. • Pro bono or discounted services and products — This is often associated with legal and accounting firms offering review of contracts or conducting the annual

financial audit to meet funding body reporting requirements. • Providing work experience opportunities — This can be for school, TAFE or university students studying a particular course, people with disabilities, people reentering the workforce or even teachers needing “industry currency”. • Scholarships and awards — Business can offer scholarships in partnership with community groups such as local Rotary or Lions clubs or sponsor an award at a local school or TAFE college. • Donations — These can be one-off from the business or an employee-business “workplace giving” scheme where the business matches $ for $ the amount raised or donated by the staff. Businesses are essentially groups of people, most of whom have values and care for the wider community. A partnership can help you and your employees feel that the effort they put in at work every day is contributing to the greater good. G

Blacktown p | 9853 3247 www.breedcp.com.au

Parramatta p | 9633 7100 www.parrasip.com.au

GWP Magazines | Issue 27 | November / December 2009

FEATURE

Darren Read, Managing Director – Vodafone Business Centre Norwest

Is Your Business Unbreakable? In the movie “Unbreakable” the main character, David Dunn (played by Bruce Willis), is the sole survivor of a horrific train crash. Amazingly, he comes out of the wreck without a scratch on him. As the plot unfolds we discover that not only is he “unbreakable” but he also has the uncanny ability to tell when bad thing are going to happen. “Great fantasy story” I hear you say, but what does that have to do with the real world? Well it brings up the question we all have to ask. Are my business communications unbreakable?

Most business operators have a disaster recovery plan in place to have the business up and running if a “disaster” should occur. Most plan for horrific events such as the premises burning down or being flood-affected. Many companies have contingency plans in place for server crashes and other unforseen mishaps to ensure continuance of business. But I would like to draw your attention to a recent case that occurred in the city that caught many businesses by surprise and the costs have flowed into the millions. On September the 15th an Energy Australia crew doing routine line upgrading cut through a Telstra line bundle containing 10 optic fibre cables and over 10,000 copper cables. The result was thousands of businesses in the city not having access to fixed line or data for up to a week. Incredibly 25 ATMs also went down and bank branches spent 48 hours processing all transaction manually. Many businesses closed for the week and the loss of revenue alone is estimated at over $250 million. Telstra’s repair costs are over $1 million and the compensation cases will go on for years.

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For a few forward planning businesses this was not the case. They had engaged our services when they were upgrading their data and phone networks, and they were open for business as usual the next day. Why? Because we had shown them how to incorporate low-cost redundancy into their data and telephony network. When the optic fibre was cut, all data services regardless of the supplier went down over a two block radius. Most people don’t realise how data-dependent we are until it goes. Most businesses had people sitting at their desks ready to work, but unable to send or

incoming calls and transfer them to the staff member’s desk via a mobile phone transfer. The staff then used their own mobile handset as a desk phone. Again, a simple solution for a complex problem. These companies where able to maintain normal business operations, saving them thousands in lost business and giving their clients confidence that they were dealing with a company that is forward thinking and able to overcome disasters that stopped others in their tracks. Your company image is hard to build up and easily tarnished if people can’t get hold of you.

The result was thousands of businesses in the city not having access to fixed line or data for up to a week. receive emails, communicate on the web or use web-based databases and ordering systems. Work basically stopped except for the businesses that had data redundancy built in. Most modern routers have a USB port built into them. By installing a Vodafone Mobile Data stick into the USB port, the router will automatically cross over to mobile data when it detects an interruption to service. The cross over is seamless and speeds are comparable. This peace of mind can be supplied for as low as $39.95 a month. For those who lost landlines for the duration of repairs, we supplied them with a Gtec Desk phone that has four handsets and operates with a SIM card. By diverting all their land lines to the Gtec handset, the receptionist was still able to answer all

If you think that we are blowing this out of proportion, then you may be surprised to learn some interesting facts that Telstra has just recently released. Last year they spent over $20 million repairing lines that had been accidentally cut by machinery. Despite “dial before you dig” laws, the potential for an accident to occur that can have disastrous consequences on your business always remains. G Please feel free to call me on 1800 333 638 to organise one of our team to come out and look how we can make your data and telecommunications “unbreakable”.

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 Magazines | Issue 27 | November / December 2009

Government

Council’s Role in Economic Development How can a visit to Council help your business? The Hills Shire Council understands the importance of providing genuine help to businesses. But what is the role of your local Council in supporting business? The Hills Shire Council’s vision is to facilitate sustainable economic development that promotes growth in local business and industry, attracts educated and skilled employees, encourages visitors and expenditure, and facilitates local employment opportunities for residents. How does Council help the business community? The Hills Shire Council wants to ensure you are connected to whom you need to deal with in Council, provide you with a crucial network of contacts and referrals for your business, create capacity building opportunities and connect you to government and community agencies. Council aims to support business activity for the purpose of creating a strong economic foundation and to produce an environment which builds business growth for both existing and new enterprises - this in turn creates a prosperous and healthy community. As a local government authority, Council works to foster economic development while preserving residents’ quality of life and the region’s unique environment to enhance community lifestyle and well being, both now and for future generations. And Council strives to position the Sydney Hills to have a strong regional reputation that is well known for its capabilities and products and services. Why do business in the Sydney Hills? The Sydney Hills is increasingly becoming known as a growing, progressive region, trading globally, a region with a strong and diverse skills base, and a desirable place to live, work, learn and play. The Hills Shire Council aims to build a regional economy that achieves its vision

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for the future by: • fostering collaboration between companies in industry sectors to enter new markets; • uniting stakeholders in industry and government to work together for success; • educating local, domestic and international markets about our industry capabilities; • attracting new investment and visitors to the region; • measuring and promoting successes; and • developing projects that are consistent with community ecological values. This is why The Hills Shire Council is dedicated to providing services specific to your needs, accompanied by business data for all companies – where and when you need it. Giving your business the edge Council is here to assist local businesses of all sizes – from home-based businesses to multi-nationals. Here are just some of the ways we can offer support for you as a growing business:

• we can provide you with economic data and information to support your business planning processes; • we can link you to a selection of free capacity building workshops and business courses; • we can help you with market intelligence on business activity within the Sydney Hills; • and we can put you in touch with the local business community through partnerships and alliances that can help you respond collaboratively to commercial opportunities. G

For more information or a confidential business visit, contact Council’s Economic Development and Marketing team on 9843 0131 or visit Council’s website 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.

The Hills Shire Council Economic Development 129 Showground Road, Castle Hill NSW 2154

We caN coMe To you

Need Business information DL flier.indd 1

22/12/2008 11:52:29 AM

Council can offer your company the following business information:

R Local business statistics R Business demographic data R Population forecasts R Marketing analysis and research R Referral ser vices to business connections R Labour market costs R T ypical real estate costs

www.thehills.nsw.gov.au GWP Magazines | Issue 27 | November / December 2009

business CHAMBER

Feeling Too Solitary in Your Home Business? Talk to Your Local Chamber! At Ryde Business Forum we’ve seen a higher percentage of startup businesses since the Global Financial Crisis hit our shores. A lot of these businesses are home-based consultancies. Working from home has its conveniences, but also its drawbacks as many people who have left the corporate world for the solo voyage can tell you.

But working from home doesn’t mean you have to work alone. Here are some of the ways joining your local Chamber of Commerce or other business association can help: • Infrastructure. Suddenly there’s no IT, HR, Commercial or Marketing Department. You’re it. Your local Chamber will have specialists in these fields in its membership base who can work with you to provide the support you need. • Training. Need to broaden your skills base? Find out about changes in legislation? Many Chambers of Commerce run training workshops or courses, either as a Chamber activity or in partnership with a Chamber member or government department. These courses are usually excellent value for money and are presented by a subject matter expert. • Loneliness. While you might not miss the hustle and bustle of a noisy corporate office, it’s good to have someone to bounce ideas off from time to time. You’ll find like-minded people in your local Chamber of Commerce. It’s probable you’ll initially meet them at regular networking functions – so why not give them a call afterwards and see if they’ll meet for coffee? You’ll find yourselves helping each other with new ideas. We’ve seen many business relationships develop in just this way. • Partnering. You’ve got skills in X and you need to find someone with skills in Y. We see it quite a lot at the Forum, and are happy to provide recommendations for micro business owners who need

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By Sabrina Ferguson, Executive Consultant - Ryde Business Forum

You’ll meet like-minded people at Chamber networking events.

to partner for specific projects or just support each other in general. • Facilities. If you don’t wish to meet clients at your home, your local Chamber may have a serviced office facility in its membership base with a boardroom or meeting room you can use. Once you make friends with other members, it may also be possible for you to use a meeting room at another member’s premises. As your business grows – or indeed to grow your business - you may even find yourself renting premises with another member who has complementary skills. • Clients. Members of Chambers of Commerce usually have a loyalty towards other members – it’s a case of treating others as you’d like to be treated yourself. You’ll find clients within the Chamber membership base as well as from recommendations from other Chamber members. Remember, though, that relationships can take months to build, so don’t be disappointed and disillusioned if you don’t take on new member clients within weeks of joining. • The big picture. Working from home you think of yourself, your business and your clients. You can lose track of what’s happening around you. Your local Chamber can provide a portal through which you can see the big picture on major issues at a local level through access to

local MPs, CEOs and other members. • Promoting local businesses on a wider stage. Chambers can help gather people who want to go on a trade mission or help set up meetings with inward visitors. Larger Chambers in particular may have the resources and contacts to help you expand outside the Chamber’s immediate catchment. Lastly, but importantly, if you work from home, be strict with your working hours and leave time for yourself and your family. It’s tempting to check the email last thing at night – and then find yourself working on a project until the small hours for a client who is already asleep and not expecting your response overnight. Working from home you might sometimes feel like you’re on a desert island, but you’re not Robinson Crusoe. Your local Chamber is there to help you grow your business. Think of it as your Man Friday. Or Monday. Or Tuesday… G For more information visit: www.rydebusiness.com.au

Ryde Business Forum

GWP Magazines | Issue 27 | November / December 2009

business CHAMBER

Referral Programs – Do They Work?

By Nicole Baines, Development Officer - Sydney Hills Business Chamber

For a while now we have been hearing from local business owners in the Hills that referral networking programs were somewhat missing the mark. You know the kind. You’re told that you will be the only representative from your industry permitted in the group, so if you show up every week, referrals are guaranteed.

You start with a lot of promise, but soon find the program is not only rigid in structure, but that along with the expectation of receiving referrals, comes an expectation that you are also to provide them to the others in the group. At first, you are able to come up with one or two referrals but soon begin feeling the pressure when you’re asked to publicly declare the referrals you have brought along at each meeting. Soon enough you begin to wonder who else you possibly could know that you could be referring to the others in the group, and, ultimately, once the obligatory 12 month membership period has lapsed, you thank your stars that you are out of there. The problem seems to be that most referral programs focus on the quantity of referrals that can be generated by the group, as opposed to the quality of leads being generated. The aim should be to generate pre-qualified leads for others in your group that can, more often than not, be easily converted into closed business. If you belong to a referral program, ask yourself not how many leads are being created through your association with the group,

30 GWP Magazines | Issue 27 | November / December 2009

but rather how much closed business is being generated. We should be aiming to generate business, not just referrals. I have found that there are 5 elements to a successful referral program: 1. A culture of building relationships, not just selling – Most people will have fears about referring business to someone they don’t know. It takes time to get to know someone, especially in a large group setting, so time is required to build the trust needed to refer. And by the way, until we have taken the time to get to know each other, how can we possibly understand what a qualified lead looks like? 2. A focus on team rather than self – When it’s every man for himself, the only one in the room thinking about you is you. Alternatively, when we take the approach of helping others in the team, then by default, we all win out in the numbers game. For example, if there are 20 people in your team and everyone else is thinking of everyone else, then there are now potentially 19 people thinking about your needs rather than just you. 3. A focus on non-sales discussions – Having a discussion in a group setting about something other than “who can you refer to me?” creates a relaxed, educational environment where relationships can be built and knowledge can be shared. It is through these discussions that a deep understanding of each team member’s

personal and business character can be assessed and ancillary benefits such as great business advice and friendship can be attached to the value of the program. 4. Great leadership – Leaders need to be skilled facilitators, allowing each team member an equal share of airtime. This elite position can provide an opportunity for leadership growth and for leaders to raise their profile. They need to be allowed to shine, injecting their own style into their team and not be suffocated by a rigid meeting and program structures. 5. Freedom of choice – All team members need to have a healthy respect for, and understanding of, each of their team members, but there should also be freedom of choice in any members’ decision to refer. Not every team member will be a referral match of all other team members, regardless of the industry they operate in. If you belong to any kind of referral program, perhaps it’s time to assess whether these 5 key elements exist in your program. G If your referral group falls short, give ours a try. We hold free information sessions each month for anyone interested in the Chamber’s Referral PLUS Team Program.

GWP Magazines | Issue 27 | November / December 2009

FEATURE

Bookkeeping Made Real Easy Maintaining the Books has Never Been Easier

Case study A small electrical business owned by a husband and wife team (Adrian and Helen) employed 2 subcontractors. Adrian would look to generate work, physically do the work, ensure his subcontractors were performing and then come home to produce invoices and quotes. Once they were done, Adrian would look to enter transactions into MYOB before starting at 6am the next day. Helen worked as a teacher and would assist with the MYOB whenever she could.

Chartered Accountant, David Mah Chut, and seasoned Financial Advisor, Lionel Rodrigues, recently launched the online bookkeeping service Real Ezy Bookkeeping. While having the ability to service all businesses, Real Ezy Bookkeeping has been established to specifically service micro to small businesses. In particular, businesses that have traditionally found Accounting fees onerous and who spend late nights processing invoices, bills and the like to complete BASs and tax returns, while never knowing for sure that it is completely accurate. David and Lionel recognised that most micro to small businesses are owned and operated by a family unit. Traditionally the husband works the business while the wife runs the business administration – normally in the late hours of the night once all the household chores are complete. David explains: “A lot of the time Mum has had no formal training and may not be 100% sure as to the accuracy of her processing. On top of that, there are generally kids to look after and a household to run. Real Ezy helps by taking the hard work out of maintaining the books.” BAS, PAYG and tax returns need to be generated and if these are late, fines, penalties and interest can accrue. Strict ATO deadlines in conjunction with a lack of training and time, puts small business under pressure. The provision of any service must be value for money. By systemising processes, Real Ezy Bookkeeping is able to meet most book keeping processing requirements for $99 per month (assuming no more than 100 transactions per month).

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Lauren Desailly, Client Services Manager Benefits of Real Ezy Real Ezy Bookkeeping provides the following benefits to small business: • It gets you organised – Our trained bookkeepers will provide you with customised systems and procedures tailored to your business and designed to get your bookkeeping under control, accurate and produced in an efficient and timely manner. • It gives you time – Time for your business and time for your family. • Peace of mind – Real Ezy processing is handled by trained professionals. All processing will be supported by appropriate levels of source documentation. It will be correct and comply with the requirements of the ATO and your accountant. • Meaningful information – Bookkeeping can be treated as a tool to comply with the administrative requirements of the ATO, but, in addition, it can be used to provide performance data on how your business is travelling. • It saves you money – At $99 per month for businesses with up to 100 transactions per month, Real Ezy provides exceptional value for money.

Real Ezy Bookkeeping provided Adrian with the procedures and support he needed. Source documents are organised and uploaded, emailed or faxed to Real Ezy and BAS, IAS and tax information are produced ready for lodgement — resulting in more time for Helen to spend with the kids or supporting the business in other areas. Processing bookkeeping transactions is a thing of the past. Simple Sign Up It is very easy to sign-up to the Real Ezy Bookkeeping service. To engage the services of Real Ezy Bookkeeping or if you have any questions, log onto the website at www.realezybookkeeping.com.au or call 1300 889 457. Lauren will be on hand to answer any of your questions. Great Customer Service Support Real Ezy Bookkeeping is designed to be precisely that – Real Easy. Support is always available during normal office hours via phone or email from our Customer Support Team based in Norwest Sydney. G Take the hard work out of maintaining the books. Contact Lauren from Real Ezy Bookkeeping now to set up an appointment. We’ll take you through the Real Ezy Bookkeeping process and show you how we are making business easier. Call 1300 889 457 or email laurend@realezybookkeeping.com.au

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www.realezybookkeeping.com.au GWP Magazines | Issue 27 | November / December 2009

FEATURE

Victor Prasad, Managing Director – Clark Rubber - Blacktown

Providing Expert Advice, Face-to-Face In an age that refers customers to automated message and standard, generic information centres, face-toface contact in a busy commercial environment is becoming rare and to find the right expert advice challenging.

The team at Clark Rubber Blacktown recognised this as an opportunity to develop and expand its high standards of personal service and expert advice by developing the commercial arm of the already successful franchise store. Servicing the Blacktown area for more than 10 years, Managing Director, Victor Prasad, pursued the opportunity of the commercial market by promoting staff member Katy Zuber with 6 years of retail experience at Clark Rubber to the dedicated role of Commercial Trade Representative. This provided Katy with the challenge of making traditionally retail products suitable for domestic purposes relevant and available to local business. Now, with 2 years of experience in the commercial area, Katy has consistently expanded the range of products available, making servicing any business type possible. While providing for the commercial needs of customers at the retail level is demanding, it was obvious to Katy that local business owners were too busy to shop themselves and needed the face-toface contact, a friendly face behind the name, and expert advice to really see the enormous potential in the range available at the Clark Rubber store. At first this meant the difficult task of cold calling, but gradually, as word spread, Katy soon built a regular client base and repeat

34 GWP Magazines | Issue 27 | November / December 2009

business started to make the early, hard work worthwhile. Included in the mix are retail and service businesses, industry, government and non-government clients. “The range of services we can provide really covers so many business types, as simple as an office environment looking for chair mats and entry mats to the more complex task of providing suitable nonslip, anti-fatigue and work safe matting for factory and high traffic environments,” comments Katy. It’s not just about flooring and matting either, with the auto industry having ready access to a range of hosing, bailey channels, weather strips, wheel chocks, docking rubber and rubber extrusions. With such a wide range of rubber products and rubber qualities, Katy has expanded her own knowledge extensively to assist with the expert advice her client base demands. The opportunity to share her extensive knowledge has recently seen Katy provide free business assessments to many clients. A ‘measure and quote’ system means Katy can visit the work place, assess the environment, discuss the specific uses and needs for the area, provide advice on the right product and solution, then measure up for an accurate quote on the exact client requirements. Most recently a visit to a local childcare centre meant that Katy could recommend the use of the flexible soft fall flooring in the playground. This versatile product can be shaped around the bottom of play equipment while meeting the appropriate Australian standards for playground surfaces. Made of recycled rubber the soft fall flooring can be installed by professionals and is also available as a DIY kit, perfect for smaller areas.

“While on a site visit, I can provide the right advice and accurate costs involved to make work or play environments safer for any one who uses them. This helps to strengthen our knowledge and build on the range of specialist products we can offer,” says Katy. This falls exactly into the long-term focus that Victor has for the Blacktown business:to lead, assist, train, motivate, recognise and reward the solutions specialist staff. “We will continue to build supplier alliances for mutual benefits. Ultimately, it’s about the customer – retail, commercial or service – in providing quality advice and products with outstanding service and relationship excellence,” Victor explains. G

For more information on how Clark Rubber Blacktown is able to assist you, please feel free to contact the team on 9831 3000 or come in for a visit. Clark Rubber – Blacktown 127 Main Street Blacktown NSW 2148 p | 02 9831 3000 f | 02 9831 3211 e | blacktown@clarkrubber.com.au Contact: Simone Cleary (Store Manager) Katy Zuber (Commercial Trade Rep) Chris Cruse (Pool Service Manager)

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www.clarkrubber.com.au GWP Magazines | Issue 27 | November / December 2009

FEATURE

Market Research the Never Ending Debate One View:

Market Research is expensive and not for small to medium sized businesses!

Or the Other View:

Market Research is value for money and an investment for all businesses! No matter what size you are from just starting out with an Idea or the Market Leader, Market Research - if done properly, is one of the best value for money investments anyone can make. Imagine if you knew how many people wanted your product, even before you spent the money doing the prototype or buying the building or setting up the production line. Imagine if you knew how much people would pay for your product or service compared to others in the market place - it may be more than you thought you could get. Therefore without research you may well be selling yourself short. Remember that old saying: “birds of a feather flock together”. That’s the very reason why you should not do your research too close to you or home, because you may well be asking friends and associates, who have similar views to you, what their opinion is. When really you want to know the opinion of all those you don’t know. Why? Because there are a lot more of them that you don’t know, so get it right for them and you get more sales! So what can market research do for you? It can: -u nlock new sales opportunities and make selling a breeze, - suggest changes to your business, - t ell you how you can improve your sales or product or image, - make your brand the market leader, -g ive you a huge advantage over your competitors,

36 GWP Magazines | Issue 27 | November / December 2009

- enable your existing and potential customers to tell you what they want and need from your product/service, - build better relationships between you and your customers. Imagine how easy it is to make a sale when you know exactly what your customer wants and is willing to pay for it. Sure there are some things that only apply to big business, but every business decision deserves the investment of time, effort and thought relative to the risk you are taking and the return you are hoping to get from it. Not doing any Research won’t guarantee failure, but in my opinion it will cost you far more than just your marketing budget if you don’t get it right. If you calculate how much it costs your business to get the First or just one additional customer, you will start to see the benefits of research. Research is a vital tool to help your business; it gives you insights to drive your business forward.

Idea of the product was more appealing. It scored 47%, but the actual product had failed to deliver in the eyes of the target and wider audience. Whilst the inventor didn’t get the results he wanted, he considered his options and then realised that this product was a great idea but not one that he should spend any further money on. This research just saved him, $10,000 patenting fees, $5,000 prototype costs, and a minimum of say another $5 – $10,000 when you add the additional monies he would have willingly spent on getting his product to market, a website, printing and stationery, PR, Marketing and quitting his full-time job to launch. So, Market Research — is it expensive or is it value for money and an investment for all? What’s your opinion?

Consumer/Market Research won’t always give you what you want to hear; however, it will tell you what you need to hear. Case Study: A very excited Inventor who had been working on his idea as a labour of love for many years, wanted to now take it to commercialisation stage – to make his millions! What was the consumer demand and what was the maximum sales price that people would be prepared to pay for it were the answers sought. The investment for the research was $4,000.00. People the inventor had identified as ideal customers were recruited, as well as a representative sample of the population (those that were not in his target market) so as to determine if the product had a wider appeal. The results of the research: Only a 0.5% interest in the product. The

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DO YOU WANT YOUR pRODUcT TO BE A “mUST HAVE” INSTEAD OF A “NIcE TO HAVE”? Imagine having the tools and skills that have helped billion dollar multi-national companies increase their sales and build a strong customer base. Why not use them for your business now? We have experience conducting Research for large companies, which we have tailored for SME Strategies and Budgets. Idea-Testers tailor your project to consider your needs, your budget and maximise your success. Imagine if you strategically target your marketing and advertising to attract the people you really want as customers.

Call us today on (02) 88 835 774 to get your questions answered! OR Visit us at www.ideatesters.com.au

GWP Magazines | Issue 27 | November / December 2009

Feature

Changing Times We are not born with a sense of “time”. However, throughout the history of civilization a manifestation of order and an incredible interest in past, present and future seemed to have created a need to measure our tasks and activities.

At first the measure of light and dark destined our lives. The Egyptians were probably the first to divide daylight into twelve equal parts. But it was not until l884 that a 60-minute hour was universally adopted at the International Conference. It was here decided that the Prime Meridian of

By Larry Woldenberg

longitude would pass through Greenwich, England. This established the system of world time divisions that exists today. The first timekeeping device was probably the shadow clock, known to the Chinese as early as 2500 BC. The Egyptians later

utilized shadow clocks (or sundials) from around 1000 BC. The hourglass was also a very well known time-keeping device together with the burning of graduated candles. In the first half of the l4th Century, we see the presence of weight-driven mechanical clocks. These early clocks used a bar oscillating to and fro about a central pivot. This permitted the teeth on a “verge” wheel to escape one by one thus releasing power intermittently to the clock mechanism which enabled its hands to show the time. This system continued to be utilized until around the middle of the l8th century. As all early clocks were weight driven and made mostly to strike the hour, most were found in prominent buildings for public utilisation.

38 GWP Magazines | Issue 27 | November / December 2009

2009 Winner - Hills Shire Small Business Award 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

In about 1500 Coiled springs were a real breakthrough and paved the way for small portable timepieces of all kinds. We saw the emergence of these in Italy around 1500, but the German, Peter Henlein, is credited with the idea of producing a watch that was specifically intended to be worn on the chest or carried in a purse.

Diamonds a r e

point where an electron watch would be possible. The first battery-powered wristwatch was produced by the Lip Watch Company of France in 1952. Hamilton Watch Company of the USA later claimed the

Over time these time pieces became smaller and smaller, but with little improvement in performance. Huygens, in 1657 created the first pendulum clock, and shortly after, in about 1660, the English physicist Robert Hooke perfected and used flat-coiled balance springs in watches.

Feature

F o r eve r

used a tuning fork vibrating at 440 hertz in place of the traditional balance as well as transistor switching to supply power maintenance. The first watch to use an electronic digital display was made by HMW Industries of the USA under the Pulsar brand. This used tiny light emitting diodes to form the display, a system later discarded because of its heavy current demand on batteries. The first liquid crystal display was produced in Switzerland in 1972. This provided a constant indication of the time, instead of a button that had to be pressed to see the time.

This is when the art and skill of watch and clock making parted and became separate trades all together. This enabled errors to be reduced to minutes rather than the hours per day. Thomas Tompion, George Graham and Thomas Mudge all improved on each other’s ideas and this led to the picket watch era of the 1800s followed by the wristwatch era of the 20th century and beyond.

Many, many improvements have since been made and great sophistication has become apparent in terms of functions, a longer battery life, etc. Of course, recently the commercialisation of the Ground Positioning Systems (GPS) radio control and the mobile telephone function have come into being, and it appears to me there is no end in sight!!! G

The first quartz crystal clock was developed by Warren Morrison at the Bell Telephone System of America laboratories in 1927. Its precision and stability led to its adoption as the primary time standard in the 1930s and 40s displacing pendulum clocks. Eventually, quartz clocks achieved an accuracy of less than 1/100th of a second per day. The invention of the transistor in 1947 would later see electronic circuits miniaturized to the

Live

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world’s first commercially electric watch in 1957.

produced

Then in November, 1959, the Bulova Watch Company announced the arrival of the world’s first electronic watch – the Acutron. It was a revolutionary concept because it

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

GWP Magazines | Issue 27 | November / December 2009

FEATURE

Emu Sports Club Offers Good Food and Good Company

By Larry Woldenberg

Nestled at the foot of the Blue Mountains along the Nepean River is one of Western Sydney’s most active social clubs — the Emu Sports Club at Leonay Golf Course. Their friendly Functions Coordinator, Rebecca, is a great ally if you’re thinking of having a party. She’s full of promotional packages, ideas and is totally accommodating. I was amazed at the scope of the Club’s weekly schedule. Just off the cuff, Rebecca mentioned their annual Melbourne Cup Day’s event. It will probably have passed by the time you read this article, but look what it contains. Starting at 11.45am, there will be a 3-course meal with games and a lucky dip. Of course there will be a Big Screen for the airing of the actual race at 3pm, but if you think you’re missing out by not being in Melbourne, think again. Ladies, right here in Leonay you’ll be able wear your latest hat and accompanying outfit. There will not only be a prize for the best hat, but also a Hat and Fashion Parade. Not bad for a Penrith function. All for only $37 a head. I asked about numbers and Rebecca said they had over 70 people attending last year. So expect that many and more this racing season. Then Rebecca started describing their normal weekly events and I was astounded at the lack of publicity for such a great venue. Take, for instance, the last Sunday of every month. In this case, November 29 and December 27. The Club offers a great family event.

Leonay function setup laughter of all the kids. What a great idea! I asked Rebecca how long the discos had been in effect? “We’ve just held our second Kids Disco last month and it was overwhelmingly successful with some 100 participants,” she answered. Sounds to me like a sensational way to work off the buffet meal.

It starts with a hearty Mountain Breakfast Buffet complete with the obligatory eggs, bacon, sausages, toast, croissants, tomato, cereal, tea, coffee, juice and more at only $14.50 a head. Service starts at 8am and goes till 11am.

So what about the normal week during the month? Rebecca surprised me with her next offer. Two-for-one meals on Mondays and Tuesdays! Can you beat that? Cheaper to go to Emu Sports Club than to eat at home and no dishes to boot. Dad would love that. Meals are served from 6 to 9pm.

Then, at the behest of Julia Parashko of DJ Jewels, a free follow-up Kids Disco commences from 12 noon right through to 3.30pm. What fun to shake a leg with the kids! Gives everyone a chance to dance un-selfconsciously and to experience the

As if that’s not sufficient, throw in a free poker tournament at 7.30pm on Tuesday nights. It only ends when the secondto-last player is eliminated. Ladies can play as well, but it won’t be easy ousting the gents.

40 GWP Magazines | Issue 27 | November / December 2009

Wednesday night there’s a Meat Raffle. Friday has the same Raffle plus a duo for entertainment. Then on Saturday there’s schooners for $2.50 from 10am to 6pm (probably to accommodate all the Leonay Golfers) and a Band to play Saturday nights starting at 7.30pm. G Let no one accuse Rebecca of sitting still! That’s quite a schedule. So if you have a function in mind, just give Bec a call on 4735 5300. I’m sure you will be well attended to and quite happy with the offerings. 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 Magazines | Issue 27 | November / December 2009

Feature

Do You Want to Gain Access to Australia’s Family Household Heartland? Shannon Donato, Marketing Manager Penrith District Rugby League Club

Being the dominant brand in Greater Western Sydney, Penrith Panthers can provide unrivalled access for businesses to grow their customer base in Australia’s family household heartland.

Penrith Junior League is the largest in the world with over 8,000 players representing 22 clubs and over 500 teams demonstrating that rugby league is the epicenter of Australia’s fastest growing region, Western Sydney. The Junior League spans from Penrith to the Blue Mountains, the Hawkesbury and includes Blacktown. In total over 25% of Sydney’s population resides in the area. And Panthers have the ideal sponsorship property available to build your brand in this area – Junior Representative Major Sponsorship. Panthers field Junior Representative Teams in the Harold Matthews (U/16) and SG Ball (U/18) Competitions as well as Development Squads in U/15s and U/17s. Both the U/16 and U/18 Representative Squads play in State-wide competitions which can provide further reach and brand exposure for the Major Sponsor. Due to the grassroots size and strength, all of our Junior Representative/Development squads are well known for fielding quality teams and consistently perform well in their respective competitions. This allows a Corporate Partner to leverage their support of the NRL’s strongest junior rugby league talent squads as well as to gain access to a large portion of young Western Sydney family households. This sponsorship property encompasses front and back-of-jersey branding on all the Junior Representative teams and development squads. Most consumer purchasing decisions are based on familiarity, loyalty and emotional connections. Major Sponsorship of the Penrith Junior Representative Squads provides a lucrative opportunity for a Corporate Partner to align their brand with the passion this region has for playing and

42 GWP Magazines | Issue 27 | November / December 2009

Panthers Junior Representative Team

supporting rugby league as the dominant sport in Western Sydney. This alignment has a strong affect on your brand loyalty and therefore sales as well as a means of being part of the local community. In addition to front and back of jersey branding of these Junior Reps squads, Panthers can also package this together with the Shorts branding position of the NYC (U/20’s) side which is a national competition with national mass media coverage each week. Once again, due to the large grassroots program, Panthers have a solid track record of receiving televised games on a regular basis which increases your potential customer base. These marketing benefits can also be packaged with a number of other platforms dependent on what you’re looking to achieve. These include game day activations, online marketing, print media, unique money-can’t-buy and corporate hospitality experiences and the list goes on. By exploring packaging concepts with Panthers, you can develop a multi-platform marketing campaign to penetrate this family household market through a number of touch points.

Sponsorship might not be a regular part of your marketing mix; however, it is more about dipping your toe in the water to see if this valuable marketing tool works for your business. Commercial partnerships are far more beneficial than purchasing one-dimensional media space because you can actually connect on a personal and emotional level with the community behind the entity. And the community behind the dominant Panthers brand is your potential customer base. G

Feel free to drop a line to Scott Hudson (scott.hudson@panthers.com.au or 0418 797 637) from the Panthers Sponsorship Team. He will be more than happy to come out to chat to you about your specific marketing objectives and to put together a tailored marketing program for your review.

GWP Magazines | Issue 27 | November / December 2009

BUSINESS NEWS

Business News

with Scott Tyler brought to you by Brightblue Marketing

FIACON Re-brands

Perception is Everything

Fiacon Commercial Cleaning has re-positioned itself as a Property Services Group. As a result Fiacon has just launched their new web site. Managing Director Sarkis Garabedian comments: “The new website was an integral part of our branding strategy. We can now communicate our full fleet of property services to our target markets, which include the commercial property sector, schools, hotels and data centres.

Tanzie Clarke has recently rebranded her design business from Creative Tanzition to Kaleidoscope Design Management (KDM). Tanzie explains: “I decided to change the name to reflect the full range of services we provide. Not only do we do the design, we also project manage the organisation of websites and print media. We take our clients from concept to execution.”

“Most people know that we do office and commercial cleaning but aren’t necessarily aware that we also provide bathroom hygiene products, pest control, electrical services, waste management, building services, lawn and garden care”. Fiacon are also on the hunt for strategic alliances. Sarkis explains: “In order to be more competitive with the gorillas in our market, one of our strategies is to link with other companies who are serving the same market”. w | www.fiacon.com.au p | 1300 34 22 66

Tanzie was recently recognised as a Finalist in the Suncorp Western Sydney Awards for Business Excellence. Tanzie explains: “I feel very privileged to be recognised as a finalist and have benefited greatly from the judging process.” Kaleidoscope Design Management has just launched their popular Corporate Christmas Card range for 2009. See their website for details.

w | www.kaleidoscopedesign.com.au

Making Business Easy

Reshaping Business

Norwest-based Accounting Firm Dalchrisite are launching a new online Bookkeeping service called RealEzy Bookkeeping. Partner David Mah Chut explains: “We are really excited to be able to provide such a service for as little as $99 per month. It is perfect for the small business owner where the wife or partner is stuck with doing the books. A lot of the time the wife or partner has had no formal training and may not be 100% sure as to the accuracy of her processing. It really does make their life so much easier. It takes the hard work out of doing the books. The feedback we have had so far has been great. Our clients are loving it!”

The IIBE has launched a new sub-brand called Brightblue. Brightblue will provide marketing agency services including marketing campaign design and execution, web design and development, brand development, creative design, video production, search engine marketing, digital media and PR.

Lauren Desailly and her team in Norwest Business Park will provide client support.

Over the coming months the IIBE will launch a number of micro websites focusing on the key service areas of the business. Micro sites will be launched under the banners of Brightblue Marketing, Brightblue Digital (website development and online strategy), Inspired Biz–casting (Video and podcast production), Brightblue Consulting and Brightblue Sales (Executive Sales Coaching).

w | www.realezybookkeeping.com.au p | 1300 889 457

44 GWP Magazines | Issue 27 | November / December 2009

Director Scott Tyler explains: “It was a natural progression for us. We have always provided marketing consulting at the strategic level. The difference is now we can provide the full range of marketing services to help execute the plans we develop.”

Does your business have something newsworthy to share? Contact Scott from Brightblue for details on info@iibe.com.au or 9762 1255.

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FEATURE

Bartercard Customer Profile

By Larry Woldenberg

Crown Catering Sails Away with Bartercard If you wanted to know about how Bartercard can help your business, you couldn’t find a better person to talk to than David Warne. David started out with a $30,000 loan from his grandmother as a 27-year-old buying a company selling spit roasts. Using Bartercard he parlayed his Bartercard dollars over 7 years to help build a $4,000,000 full-service catering company now known as Crown Catering. “Bartercard has been the driving vehicle to build my business as fast as possible,” David comments. I started out in 2002 with a family loan and a lot of enthusiasm. I quickly found out the importance of cash management. What Bartercard enabled me to do was to expand the business without using my hard-earned cash. “By paying for things like plumbing, the flooring, cool rooms, all my printing and signage, and Trade Shows with Bartercard dollars, we were able to use our cash for other things needed like marketing and infra-structure. “I was a butcher by trade when I first came across the Crown Spit Roast business. That was the tie-in. But my wife, Alison, and I soon saw the potential in catering. Today we have four related businesses that cross pollinate each other: Crown Catering Event, Sydney Wedding, Catering & Hire, Sydney Party Hire & Events and, of course, Crown Catering itself, “ David proudly adds. “Amazingly, in 2006 I was standing aboard the QE 2 when the Tall Ship sailed into the harbour and I was informed it was for sale. That sparked an enquiry on my part which lead to forming a partnership and buying the ship for $1,000,000. Three years later with a lot of hard work, we expanded Tall Ships from a boat that stood anchored in the Rocks for 20 years into a Day Cruise concern that takes 1500 people a week out onto the harbour. “I can honestly say that I still enjoy our work as much today as ever before. The fun we

46 GWP Magazines | Issue 27 | November / December 2009

have with these two businesses is infectious. Our calibre of employees is right up there as a result and that gives me great pleasure as well. At the moment we employ over 100 people. “Oddly enough, Tall Ships has been a good tie-in to Crown Catering too. The reason being that we hire the ship out for parties and private cruises. I love welcoming back the boat, because the smiles on peoples’ faces make it all worthwhile. “Another use of our Bartercard dollars is selling downtime with our Tall Ships. This increases our volume without affecting our cash business. Of course, we also get plenty of cash-paying referrals from our Bartercard hirings as well. So it all adds up,” David concludes. Bartercard personnel also play a role in David and Alison’s success. “We get great service from our Bartercard rep in North Sydney’s office. He knows our business backwards and forwards and helps source things for us like the coolroom purchase.

They also get comparative quotes for us. I never pay any more using Bartercard dollars than I would paying cash,” David adds. “Before you finish the article,” David insisted, “you must mention my wife Alison and how inspirational her ideas and energy have been right from day one.” No doubt the Bartercard organisation would also concur that these two entrepreneurs are one of their most inspiring client pairs as well. For more information on any of the above, you can phone David on 1 300 SPIT ROAST. G

If you would like to know more, please call Bartercard now: p | 1800 804 800 w | www.bartercard.com.au

GWP Magazines | Issue 27 | November / December 2009

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