GWP Magazines, Business Resource & Lifestyle Issue #36

GWP M a g a z i n e s

®

SYDNEY - Issue 31

| July / August 2010

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For Smart and successful People in Business

Loxley Paul Maher of

on Bellbird Hill

Publisher’s Guest Dale Holmes, CEO

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GWP Magazines | Issue 31 | July / August 2010

GWP Magazines | Issue 31 | July / August 2010

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GWP Magazines | Issue 31 | July / August 2010

CONTENTS

CONTENTS 8

44

Cover Story 8

The Hawkesbury’s Greatest Advocate: Paul Maher Larry Woldenberg

Publisher’s Guest 14

Regulars 26

42

Clark Rubber Blacktown Means Business, Knows Business Victor Prasad

28

A Generation of Change: From Baby Boomers and Xers to Generations Y and Z Mark McCrindle

44

The Gilt Trip Robert Cliff

40

To Stock or Not to Stock?

Francesca Surace

46

Ocktoberfest Comes to Leonay Larry Woldenberg

48

Sponsorship is a Key Marketing Platform to Engage Your Core Market in Western Sydney Shannon Donato

50

Loxley on Bellbird Hill is Truly the Perfect Wedding Reception Paul Maher

52

GWP Media – The New Marketing Paradigm: Something Completely Different Daniel Moisyeyev

Regulars 16

18

The Importance of Great Business Succession Planning Trevor Williams

Business Advice Are Your Advisers Working Together?

Adam Goldstien

20

Networking - is it an Art? John Glover

22

Skills Shortages and HRM John Watters

24

5 Steps to Implementing Social Media Marketing Scott Tyler

Features

Are You Capitalised?

John Hagerty

Dale Holmes, Chief Executive Officer Team GWS

Business Banking

Business Advice

52

46

30 34 36

38

Government The Hills Economy is Growing

Political Agenda The Curse of Political Mediocrity Igor Palmer

Business Chamber Healthy People, Healthy Finances, Healthy Business Nicole Baines

Telecom Planning for Progress Steve Sebbes

54

Classifieds

GWP Magazines | Issue 31 | July / August 2010

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

Dmitry Greku - Editor and Publisher - GWP Magazines®

Psychobusinessology as an Immature Science Taking my scientific background into account, please allow me to play the role of a Professor of Psychobusinessology for a while or simply a Psychobusinessologist.

Running a business is a stressful exercise, but we are not in business to put ourselves under stress. I personally enjoy every day in my business because of all the people around me. Even if something is not looking positive, I prefer to take a lesson from it and make it positive.

But some things we hear or see very often when communicating with people still frustrate me and require investigating and understanding.

Case 1. You are calling your supplier or a client who is overdue with their payment to find a legitimate answer to a very reasonable question: “Where is the item/payment I was expecting from you?!” Sometimes the answer comes in the least expected form: “I was busy!!!”

Why do they keep forgetting about people who have done and supplied what was necessary and expect their reward? Nobody’s perfect, but it would be an embarrassment for me to say: “Obviously, I haven’t supplied your artwork because I was busy.” Or “I was too busy making money for my business, so I can’t justify a payment as it will not help my revenue to grow.”

We can all have legitimate reasons

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GWP Magazines | Issue 31 | July / August 2010

and we empathise with other people - but we don’t need to waste time trying to understand this kind of “Busy Businessperson” syndrome.

Case 2. Have you ever heard this boorish demand: “How dare you?” This is one of the most bizarre impositions you can ever expect. I think we need to go back into the history of this country to find a “How dare I” answer. I think Australia with its culture and success has been built on an “I dare” concept. How dare soldiers and convicts, Ned Kelly, Henry Parkes and other great Australians do what they did? And how dare some people say what they think. They say: “It’s the luckiest country on Earth”. I believe it’s true and it’ll stay true while we can still dare.

Luckily, we don’t hear these expressions on a daily basis. Probably we should pay more attention to what others do and think things through. This will definitely help us to be less “Busy” and to avoid asking “How Dare You?”

Contributing Writers: Trevor Williams Adam Goldstien John Glover Scott Tyler Nicole Baines Victor Prasad Steve Sebbes Igor Palmer Shannon Donato Paul Maher John Watters Robert Cliff John Hagerty Francesca Surace Art Director: Svetlana Greku Graphic Design: Xabier Goñi, XDesigns Photography: Francesca Surace, Stilz Fotografika Printing: Blue Star Print Group Limited Distribution: J&S Mailing Services Pty Ltd Business Resource & Lifestyle Magazine is published by GWP MediaTM and GWP Magazines® ABN: 82 096 352 064 www.gwpmagazine.com.au Sydney CBD/Sydney North Office: Suite 1.05, 10 Tilley Lane Frenchs Forest 2086 NSW Norwest Office: Suite 206, 10 Norwest Central, Century Circuit, Baulkham Hills 2153 NSW International Standard Serial Number ISSN 1837-199X Advertising Enquiries p | 02 8090 1730 e | info@gwpmagazine.com.au To Subscribe w | www.gwpmagazine.com.au

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

Anti-Disclaimer: All stories are presented in this Editor’s Letter for their humorous value and are true. If one of these stories happens to become a fact, it should be considered a real story, and as a result of a real situation that actually happened. If our story happens to parallel any other real story, that, too, should be considered as not being a coincidence. There are seven billion of us on the planet and stuff happens.

Please send us your Psychobusinessological Cases, so we can share them in our upcoming issues with our respected business audience.

Copyright GWP Media and GWP Magazines® 2010.

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 Magazines | Issue 31 | July / August 2010

7

Hawkesbury’s The

Greatest Advocate

Paul Maher

‘Loxley’s Musical Director Mark Domars playing the violin to Bride and Groom, Rene and Davin Gibb’ courtesy of Inlights Photography

By Larry Woldenberg

When Paul Maher’s marriage ended in 1995, it proved to be one person’s loss and a whole Region’s gain. Little did anyone suspect what was to follow, for the Hawkesbury benefited from the ensuing creation of the wonderful Loxley on Bellbird Hill, an ecological wedding and conference centre in Kurrajong Hills. Plus, it gained one of its greatest spokespersons. How all this happened makes a fascinating story

Paul had always had an interest in history.

He knew of Governor Macquarie’s ties to the area and the Hawkesbury’s lush mountains, its beautiful river and green lowlands all reminded him of Italy’s Tuscany.

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As it turns out the whole Hawkesbury District was originally inhabited by the Darug and Darkinjung Aboriginal people. In 1789 Governor Arthur Phillip then traveled here in search of arable land to feed the inhabitants of Sydney. This region then became the breadbasket for the urban settlers.

While the floodplains provided rich soil for crops, frequent flooding also ruined many a farmer, but the Green Hills, as they were called, supported the colony through desperate times.

Then when Lachlan Macquarie became Governor in 1810 he commenced a serious building program installing numerous public works and a road system along with over 205

public buildings. It’s significant that his first tour out of Sydney was to the Hawkesbury.

In fact, this year is the 200-year celebration of Governor Macquarie’s tour and there are many planned events around this occurrence.

Quoting from the Governor’s 1810 journal: “After dinner I christened the new townships…

I gave the name Windsor to the town intended to be erected in the district of the Green Hills and the township in the Richmond district I have named Richmond.” Macquarie reminisced about his old times in England, so he also named Castlereagh, Pitt Town and Wilberforce after English statesmen.

The Hawkesbury today continues supplying Sydney with much of its fresh produce. As

great australian BUSINESS PEOPLE

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Entrance to the new Peppercorn Lodge accommodating 18 people

The entrance to Loxley on Bellbird Hill

,

Loxley on Bellbird Hill’ brating their special day at Another bride and groom cele y aph courtesy of Inlights Photogr

Paul is proud of pointing out, the largest mushroom farm in Australia is here as well as the wonderful Bilpin apple orchards. It also has the country’s oldest pub, cemetery and church.

needed to get my head together. With 27 years in the financial service industry I needed some time out, so I headed out to Bathurst and for the next two years managed a herd of 300 Angus cattle.

and I to go to a boarding school, so they sold up and we moved to Northmead in the fifties. I ended up attending St. Monica’s in North Parramatta and Oakhill College in Castle Hill.

Although the Hawkesbury is where Paul ended up settling, it was preceded by a sojourn in Bathurst.

“I was born in Griffith, NSW, where Mum and Dad had inherited a 6,000 acre plot of land from my Grandparents who pioneered the region early last century.

We stayed there until it was time to go to college. My parents didn’t want my sisters

“From there I went to work for AMP in financial services. Soon I set up my own Agency working independently, but my rural childhood experiences gave me a yearning to get back to the land. I knew I wanted to be associated with somewhere

“I came out of a marriage which produced three sons, so I was broken-hearted and

10 GWP Magazines | Issue 31 | July / August 2010

great australian BUSINESS PEOPLE that had historical significance and a pristine environment.

“Having good people skills, I figured the best alternative was the hospitality industry.

So when I felt re-invigorated, I returned to the Sydney area in 1997 to look for somewhere to stick a toe in the water. That ended up being the purchase of a roadside café called Bellbird Echo Centre on the Bells Line of Road in Kurrajong Hills. The M2 didn’t yet exist, but the road itself is an alternative route to the Blue Mountains and was once a route for stagecoaches in the Gold Rush days.

“It turned out to be an auspicious decision, because after two years of looking in the

proceeded to develop it. Luckily I had some resources of my own, but, more important still, I had the backing of Westpac thanks to a banking relationship going back decades.

Aside from my own living expenses and salaries, every dollar earned went back into the property. As it turns out, it took a full five years before we turned a profit.

Holsworth when he was improving the house. Today this note resides in the bar at Loxley.

And what historical property is without its ghosts? Rumour has it that there is an old man walking around Loxley. He first appeared to Alicia, the granddaughter of

“Fortunately for me, the whole venture constituted a real healing process. My sons Brendon, Kieran, Ryan and I, for example, started by carting thousands of tons of sandstone to the property from East Kurrajong with only a four-wheel drive and a trailer. Today Brendon takes care of all the grounds and maintenance work.

“I also was able to put my passion for the environment to work while utilising my experience working with people.

For instance, I became a founding member of three community groups – the Kurrajong-Comleroy Historical Society, the Hawkesbury Rainforest Network and Hawkesbury Harvest.”

There is, in fact, a five-acre dry rainforest on the property which the Hawkesbury Rainforest Network has currently helped rejuvenate and look after. Paul pointed out how they’ve been a great assistance in clearing noxious weeds like lantana and privet. Consequently, there is a great range of animal and plant life thriving on the property. “I’ve even heard rumours of a platypus inhabiting the sanctuary,” Paul commented.

Part of the financing for this clean up came courtesy of the Dept of Environment and Climate Change which put up matching funds. One mantra that Paul keeps repeating is the necessity to work with the community, other businesses and, finally, the government itself. This is a good example.

area I found a two-bedroom cottage on 20 acres just up the road which had magnificent gardens including a 200-year, 60-metretall kauri tree towering over the property’s entrance road. As soon as I laid eyes on that tree I knew this was the place. It also helped, of course, that from the mountain hillside you could see the entire Sydney Basin and the spectacular sunrises.

“I envisioned a world class tourist facility and after purchasing the property I immediately

Paul Maher and Larry Woldenberg at the top of the rainforest near the magnificent 200 year old Kauri tree Paul Maher with one of the many seeds (size of a cricket ball) that fall from the 200 year old Kauri tree

In a Statement of Heritage Significance over Loxley itself, we learn that there was an original 50-acre grant to a William Townsend in 1833. Then in 1859 the property passed to Charles Moore, Director of Sydney’s Botanic Gardens, for almost 50 years. He was a great collector of plants and is most likely responsible for the great diversity of trees and plants on the property.

The property again changed hands and was subsequently sub-divided. One owner, George Rogan, found a consignment note dated 1864 to Richmond Railway for the shipment of the doors ordered by a Richard

Marion and George Rogan. Alicia talked of this old man very often when she was a little 3- year-old.

Once Paul purchased the property he

GWP Magazines | Issue 31 | July / August 2010

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The horse and sulky wa its beside the hay shed at Loxley.

Leaning on the sulky is Mr Ernest Robertson and on the right Mr Alfred Lord, photo taken early last cen tury’, courtesy of KCHS

The Loxley Estate early last century with its magnificent orchards’, courtesy of Kurrajong-Comleroy Historical Society (KCHS)

Helen Lord’s wedding

d cart, horse an Alfred Lord’s y. ur nt ce st y early la boat at Loxle the , at bo e th on Alfred is sitting are rs of the party be em m r he ot Mill , on st an Dun neighbours D ’, on st un D e Claud Dunston and HS KC of sy te ur co

at Loxley on 16th March

commenced a building program adding chalets and other buildings. With the recent purchase of an adjacent property (which had been part of the original land grant), the property now consists of the main function room (the Kauri Room), the Cellar, the Explorers Retreat, and the Peppercorn Lodge. Plus, it is now spread over 30 acres.

Not bad when you consider the original property had only a two-bedroom house, some fruit trees and a few chickens populating the surrounds.

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1921

Loxley circa 1920s, sawing wood

at Loxley’, courtesy of KCHS

Paul emphasises the sustainability factor as well. “We have our own above-ground water supply, consisting of 400,000 litres sourced from a 400-foot deep natural spring. This

supplies all our needs for gardening, cooking and washing up.

“Lots of people have put up the proposition

great australian BUSINESS PEOPLE to bottle this water and sell it commercially, but I’ve always believed that you stick to one thing and do it well. In our case, it’s catering to weddings and conferences.

“Besides supplying fresh spring water, we also avoid using harsh chemicals. Our swimming pool is crystal clear, yet we use no chlorine. Instead, we use a water ionization process that leaves the water so clean you can drink it.

“I always remember the advice of a successful business writer I once met in the U.S. When I asked him for start-up advice he counseled me saying: ‘Life is a cinch by the inch, hard by the yard. Walk don’t run, but know where you’re going.’

20,000 clients holding 120 weddings and 40 conferences. Despite the downturn in the economy we experienced a 15% upturn primarily in weddings. So we’re proud of our contribution to the local economy.”

hospitality. I’m in the people business. Go that extra yard. Be fair with your employees.

We don’t experience massive turnovers — something that plagues our industry. We offer incentive-driven packages to give our employees a sense of ownership.

In view of the above, I asked Paul what advice he had for anyone starting up in business today.

“Be sales oriented. Be sure your customers are treated well.

“Research your passion,” he answered. “Go on the internet and do your market research.

Put together a 5-year plan then break it down into small 12-month chunks. You can have long-term goals, but how do you get there?

“Since opening the business we have always participated in best practice Industry Awards. We have had amazing success winning awards every year since inception. This fosters a sense of pride in

“Along the same lines, we won’t put more than one wedding in our facilities at a time.

That way the bride really is the Princess for a Day. Fortunately, too, we have been blessed with our wonderful Musical Director Mark Domars, who creates all the music for our weddings. He’s been with us right from the start.” In a bit of serendipity, it was at one of Loxley’s weddings a few years ago that Paul met his partner, Alison.

“In keeping with our environmental approach, we try and source as much food locally as possible and keep no produce in the freezer.

Everything we cook is fresh. Our two trained chefs, Ben and Samantha, are both from the Hawkesbury region as well.”

Paul and his staff officially opened 1 July 2000 by holding a “synergy night” where guests were invited from government, business and the community. Things grew slowly at first.

“The first year we had 20 weddings and just six conferences. To handle this I had a staff of three including myself, a chef, and a receptionist plus casual waitresses. We took in $300,000 which, after salaries, went straight back into expenses.

“Our real growth happened once we went onto the internet with our own website, something few people knew about at the time. Suddenly we were getting enquiries from all over Sydney. Our Wedding Director, Erin O’Connor, joined us at about this time and does a terrific job with all our nuptials.

“Today we have an employee bank of 50 people and over 100 sub-contractors and suppliers including local florists, plumbers, painters, etc. Last year we entertained

Some of the Loxley team (l-r, front row) Rebecca Coote, Jenny Coleman, Paul Maher, Brendon Maher, Gayle Morris, Erin O’Connor, Ben Price, Caleb Price and Belinda Price; (l-r, sitting on the bar) Samantha Lass, Emma Rose Mostran and Stephanie Sant’, courtesy of Inlights Photography

“Then get involved with your Chamber of Commerce. Build relationships. Get advice at the right price and work with government.

They’re there to help. You might as well use them.

your business. This year we were finalists in the Australian Hoteliers Association Awards (AHA) for Outstanding Community Service, Best Environmental Initiative and Boutique Hotel of the Year, winning the latter.

“There are 39,000 students at the University of Western Sydney. They have fantastic research facilities, and students make great apprentices. We participate in Vocational Education and Training (VET) giving as much work experience as we can. Help people and it will come back to you.

“Our staff have also won awards. We have mostly young people who all want to come to work,” Paul concluded.

“I’ve always tried to partnership with people versus compete. Work with government, other businesses and your community.

“Everything’s about people. I’m not in

Business Resource & Lifestyle magazine salutes Loxley on Bellbird Hill for demonstrating how you can do business conscientiously and succeed. Certainly the people of Kurrajong Hills and Loxley’s many clients and employees are grateful for the day Paul Maher decided to turn his life around and do something to serve both history and the environment in the Hawkesbury Region. G

GWP Magazines | Issue 31 | July / August 2010

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Publisher’s GUEST

Publisher’s Guest

Dale Holmes Chief Executive Officer, Team GWS with Dmitry Greku, Publisher/Editor, GWP Magazines.

I welcome my guest for the July/August 2010 issue - Dale Holmes, Chief Executive Officer Team GWS. CEO Dale Holmes joined Team GWS this year after steering the introduction of the club in his previous role as General Manager AFL (NSW/ACT) and a member of the AFL National Executive.

Holmes has overseen growth of football in NSW since 2004 and was a key figure in establishing Team GWS and the newly developed AFL precinct at Blacktown Olympic Park.

Dale has an intimate knowledge of football in this state and the enormous amount of work that needs to be done over the next few years.

DG: What attracted you to the role at Team GWS? DH: I am a firm believer that having a second side based in Greater Western Sydney is important in really engaging almost two million people in our game. It is an opportunity to increase awareness and support of our game but also is an opportunity to work closely with the local community to build jobs, opportunities and awareness of the people and businesses of this region.

After spending two years putting the foundations together, we have built a fair bit of momentum. We have assembled a team of people I had helped bring to the club, and I couldn’t help but get caught up in the enthusiasm of those people.

The opportunity to build something from scratch was too good to refuse.

The sell-out crowd of 10,000 people at Blacktown Olympic Park for round one of the NAB Cup was the defining

14 GWP Magazines | Issue 31 | July / August 2010

Publisher’s GUEST

$15 million per year (on top of AFL grants) to be competitive.

DG: What response have you had from the business community initially?

DH: Fantastic so far. That’s one area I feel really comfortable about.

At the start of the year we set ourselves a pretty aggressive target of signing 100 businesses as corporate partners of GWS. With just over six months to go, we are on track to achieve this goal. We’ve got 50plus partners that have signed on already. point for me. Initially I was of the view that it would need someone who lives and breathes Greater Western Sydney.

As I evolved in my thinking and we brought in people who live in the region, what I recognised is what we needed was a team of people who could deliver that, and I didn’t necessarily have to be the person who could deliver it all. That’s why people like Grant Mayer (general manager of corporate partnerships) and Andrew Hill (Academy manager) became important to bring into the team. They understand the DNA of Greater Western Sydney and come from an NRL background. In time, it became obvious I could build a team, and that I did have the knowledge and had built a lot of relationships, so I felt comfortable that I could carry it and wanted to make sure I could commit time to it.

DG: What are your initial short-to mediumterm KPIs (Key Performance Indicator) for crowds and membership in the first threeto-five years?

DH: It’s a difficult one to really have a high level of reliability around because it’s new turf, but we have more than 10,000 registered supporters. We would hope in year one we would have upwards of 7,000 members. That would be a good benchmark for us. In terms of attendances, we would expect the derbies (against the Sydney Swans) to be very well attended and to be major events in New South Wales, and we expect beyond 60,000 people to attend those games. You probably have a second tier, say against big Melbourne-based clubs with strong brands, you might be looking at crowds of 15,000-20,000, and some games we’re looking in the area of 10,000-12,000. They’re the metrics we’re looking at. Our average attendance we’re looking for is around 15,000 people.

We will need to raise in the order of

Corporate Western Sydney is the thirdbiggest economy in Australia – it’s an unbelievable growth engine. We’re seeing business parks being established with major ASX-listed companies here.

The most pleasing aspect of this is that many of the businesses who have committed to supporting GWS are nontraditional AFL supporters. This is so important to us because we really are committed to creating a local team supported by local business.

DG: What do you think it is that is attracting these businesses?

DH: The AFL prides itself on providing opportunity and creating genuine health and social benefits to the communities it operates within. Across the corporate sector people are recognising the power of becoming involved in something that has such a strong community focus.

Team GWS is committed to generating jobs and economic and social activity in Greater Western Sydney. It is developing community initiatives focused on Health, Harmony, Education and Employment. That is an important motivator to many organisations who want a meaningful partnership.

It is becoming clear that businesses are also recognising the commercial benefits that the sport has to offer. As Australia’s true national code, companies that want to promote their brand feel justified in their decision because of the size and scope of the AFL industry.

For many of the smaller businesses, the opportunity to entertain guests at an AFL match is also proving to be an appealing and exciting experience. The next stage in our offer will be the design and delivery of

a unique game day experience. Sydney is a very competitive market, and we know that we need to have an edge if we are going to create long term success. Many of our existing partners will be invited to become involved in the development process.

DG: Why do you think interested businesses should get behind this team?

DH: This club is going to be a strong part of the local community and it will support the creation of greater jobs, opportunities, education and health outcomes.

A new AFL team in Greater Western Sydney will bring with it significant economic and tourism benefits through more people visiting, staying, spending and supporting the economy in the GWS region. This will result in the increased usage of existing infrastructure such public transport and will have flow on effects to local restaurants, hotels and taxis.

By supporting this club, local businesses are in turn supporting the region and its economic growth, which has a positive impact on the entire community.

An investment from as little as $5,000 for a foundation package will allow a local business to get involved with this club from the ground up and be apart of history.

How often can anyone say that they have been involved with a professional team from its infancy?

Later this year we will be unveiling our team name and colours in an exciting event.

All of our corporate supporters that have joined us on our journey will be part of that historic occasion.

DG: There is a lot of talk about ‘war’ lately – is the AFL at war with the other codes?

DH: Absolutely not. We have the utmost respect for all of the codes and the place they hold in the community. But we also believe that there is an opportunity for those people who aren’t supporting a team or those sports lovers that love to support any team to get on board. We believe in getting more kids involved in sport – all sports – so that they are healthier and happier.

For more information on Team GWS contact Grant Mayer on 9834 8000.

Please read full version of this interview @ www.gwpmagazne.com.au

GWP Magazines | Issue 31 | July / August 2010

15

BUSINESS BANKING

Trevor Williams, Executive Manager for the Commonwealth Bank’s Corporate Financial Services

The Importance of Great Business Succession Planning How would your business cope if you or one of your business partners died, became disabled or suffered a serious illness? Could the business continue to operate? What would happen to your share of the equity? How would your family and your home be affected, especially if you have used the equity in your home to secure business loans?

When a business and its owners are focused on generating revenue and a future that includes all the business partners, it’s easy to forget how important it is to plan for a time when one of the partners might no longer be a part of the business due to unexpected circumstances.

Unless a well-crafted succession plan is in place, the viability of a business can be seriously threatened. Which is why sound succession planning is essential for every business. It gives the business owners and their families peace of mind the business is protected if a partner dies, falls ill or becomes seriously disabled. It also greatly reduces stress if the worst happens to one of the business owners.

At the heart of every robust succession plan is a business succession agreement, which is a contract that covers trigger events, or the circumstances under which ownership is transferred from one owner to other equity holders. It also covers how the business will be valued in the event of a trigger event and how transfer of ownership will be funded. These elements are usually laid out in a buy/sell agreement and a shareholder agreement.

One of the most critical parts of the agreement is how succession will be funded. Ideally, the agreement will include a funding mechanism so if one partner dies suddenly or becomes

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incapacitated, other partners will be able to buy out their share of the business. There are three main options when it comes to funding transfer of equity: self-funding, vendor finance (when remaining owners make payments over a number of years), and full finance.

It’s also essential to have insurances in place to secure the business in the event one of the business owners dies or becomes incapacitated. These are usually life insurance policies that cover events such as the death of a business partner, total and permanent disablement, and major illness.

These insurances are designed to cover loss of income as a result of one of the partners unexpectedly leaving the business, as well as the cost of recruiting a replacement. This type of insurance is especially essential if the income generated by the departed partner is essential for the business to meet its loan repayments.

Another vital part of a sound succession plan is a consideration of the taxation implications when one partner departs the business suddenly. Thought needs to go into whether there are any capital gains tax implications attached to the transfer of ownership between partners and how this liability will be met. It’s also important to consider how best to fund the cost of insurances included in the agreement and whether it’s possible to use the insurances as a tax deduction like setting up a superannuation fund as part of the agreement and using this structure to house insurance premiums.

Working through some of these arrangements is often confronting for business owners who are young, healthy and fit and the chance of one business partner suddenly falling ill, becoming disabled or dying seems remote.

But having a business succession plan in

place will mean transition of ownership is relatively seamless if the worst happens, giving business owners and their families security and comfort during a time of great stress and sadness. G

If you’re in a business partnership and you haven’t considered succession planning, come in and talk to us about putting in place a structure that will protect the business. We have experts on hand who can help you work through succession planning issues and we’d be pleased to take you through all the options available, to give you, your business partners and your families assurance that the business is protected no matter what.

Rob Darroch Executive Manager, Norwest p | 02 9849 6240 m | 0434 221 624 e | rob.darroch@cba.com.au Dallas Whitehead Executive Manager, Parramatta p | 02 9151 8019 m | 0404 845 615 e | dallas.whitehead@cba.com.au Trevor Williams Executive Manager, Penrith/Wetherill Park m | 0414 813 147 e | williat3@cba.com.au

Continued on page 14

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GWP Magazines | Issue 31 | July / August 2010

17

business ADVICE

Adam Goldstien, Wealth Adviser - Skeggs Goldstien Associates

Are Your Advisers Working Together?

If you have ever owner built a house, you would well understand the time and skills required to undertake such a task.

Although you may not be a licensed carpenter, plumber, bricklayer or electrician, it is the ‘project management’ of the various trades as opposed to knowing the best screws to use that is important. The trades must be managed in light of an overarching plan, set of designs or roadmap. The project manager manages implementation of the roadmap.

This ‘roadmap’ was designed taking into account your goals and ambitions for what you want to build – a lifelong dream or a new family home. Each tradesperson plays a vital role in bringing your roadmap to fruition.

If building a house is a metaphor for your ‘financial dream’ whether that be freedom, happiness or fulfillment, then it is the ‘financial plan’ that becomes your roadmap and the professional advisers that become your trades people – but who is ensuring that your advisers are all working together?

One of the problems with the financial services industry, and here I include professionals like accountants, lawyers, financial planners, and bankers is that generally nobody has been appointed as ‘project manager’. The role is left to the client which inevitably leads to inefficiencies, confusion and wasted time.

Research from America1 has uncovered the following aspects of what is important to clients in their relationships with their advisers: 1. An overwhelming majority want to work with advisers; however, 84% surveyed prefer to deal with a single individual

18 GWP Magazines | Issue 31 | July / August 2010

2. They are very clear about what they are looking for in their relationships with their advisers 3. On average, each client has multiple advisers – between 3 and 6 depending on wealth 4. Most clients are underserved by their advisers and dissatisfied with their relationships. Just over 25% rating their advisers as excellent.

Research from Australia2 has provided similar outcomes in that clients are becoming increasingly sophisticated and forward-looking, have higher expectations, demand higher standards of advice, and are often seeking a one-stop shop for advice.

As you are well aware, an adviser cannot be all things to all people, so the use of multiple advisers is simply unavoidable. If this is the case, how can we then ensure that all our advisers are working together?

It’s time for a new adviser, who, like the project manager above, need not be an accountant, lawyer or financial planner.

This new adviser will need to firstly assist in the design of the roadmap, and, secondly, be appointed to implement it.

This adviser has many names – Principle Adviser, Trusted Adviser or Personal Chief Financial Officer (CFO).

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The CFO Proposition In understanding your most intimate thoughts and financial goals, the CFO is able to use their expertise to develop your ‘Financial Roadmap’ providing the direction, leadership and accountability you require to address your financial stresses. Centralising financial management with a ‘CFO’ also addresses time poverty - providing you with better work-life balance.

The CFO project manages the work required to achieve your goals and objectives with other specialists. This integrated approach to financial management avoids time waste, complexity and confusion and ensures all financial decisions occur with a focus on your overall goals.

Who should be the CFO? The CFO cannot be self appointed, only the client can make this decision, and in doing so, must choose an adviser who: 1. Is fully understanding of all your financial goals, objectives and requirements 2. Must have a broad understanding of all professions and how they fit into your roadmap 3. N eed not necessarily be a specialist in any one field, but have the ability to identify when a specialist is required 4. Must have project and/or account management skills 5. You must trust them 6. They must be able to add significant value. G

For more information on our Personal CFO services, or to discuss your individual requirements, please contact Skeggs Goldstien.

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

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www.bannerchain.com.au sales@bannerchain.com.au GWP Magazines | Issue 31 | July / August 2010

19

business advice

John Glover, Director - Pendragon

Networking - is It an Art? I was lucky enough to be the host of a Networking seminar presented to the MBA students at the University of Western Sydney (UWS), Parramatta campus, as part of the MBA Advisory committee’s strategy to get real world experiences into the MBA course.

My involvement at the UWS is twofold. I have provided scholarships to 5 students a year for the last four years and was invited by the UWS last year to be a member of the UWS MBA Advisory committee.

The theme of the event was, of course, networking, how you should network and what should you expect from networking.

I was lucky enough to convince what some would call a network guru along as part of the presentation - Dr Jim Taggart OAM (Taggart Nominees Pty Ltd). His dynamic and to-the-point presentation went down exceptionally well, and his enthusiasm for wanting the students to learn from his experience and, might I say, extensive knowledge around the thesis he completed as part of his doctorate on home/small business networking was fascinating.

Why do we network?

To get business?

of realism. I contacted one of my business colleagues to come along and he said he would not be able to make it but to please collect as many cards as you can. But is that what networking is all about? I don’t think so! And our expert presenter also agreed.

What do you mean: “I hear you say don’t collect cards!” No, that’s not what I mean.

The skill is in the way you collect cards, what you should be doing is making connections (dare I say friends) that over time become a strong firm network for you to approach for advice and for future business opportunities.

Networking is not collecting cards. I believe networking is far more strategic and long term. In fact, you should not be thinking of money or business but thinking of getting to know the people or some of the people in the room.

Tips on Effective Networking Listen hard - Find out about them, their hobbies, their family and also their business. Understand what they do. Then you can understand who you can introduce them to in the future.

Don’t sell your company to them - That’s because you don’t need to. You need to listen to them and be patient before you tell them all about what you do.

To make money?

To meet people and get connected?

All of the above are definitely true although have we also considered how to network correctly or, might I say, “professionally”this is something to consider.

As this session was aimed at educating the MBA students in Networking, we invited a few business guests along to give it a sense

20 GWP Magazines | Issue 31 | July / August 2010

Attend different functions - All functions both social and business wise are potential networking opportunities.

Be your professional self.

Don’t expect to pull off a major piece of business at your first networking function - Some deals, links, business take years to get. If you do, great, but make sure you are looking for the long term opportunities — not the quick in and out make some money ones.

Different people attend different network functions - Get to meet people at the function you are at and see what other events/ functions they attend. Then look to go to them. This will broaden your networking experience. Some groups are more suited to you and perhaps their business needs are more suited to your business offerings.

Don’t forget - any one you introduce to another person will take them on board with an immediate opinion of them, rightly or wrongly, based on how they view you, as it’s you that have introduced them. Perhaps your reputation will be on the line, but this is why they will talk to them.

Make sure you thank the host/organiser of the function and enjoy yourself at all functions. G

Talk to us...

Pendragon p | 02 9407 8700 f | 02 9407 8701 e | info@pendragon.net.au w | www.pendragon.net.au MARN 0105060

Do some homework before you go - See who is attending a function. Then you can work out who you might like to get to know.

If that person is talking to anyone who is slightly connected to you, then say “Hi” to that person and be introduced to the person you want to talk/converse with.

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21

business advice

John Watters, Executive Officer - Parramatta Schools Industry Partnership Inc

Skills Shortages and HRM I have a small reputation for being what I term ‘as subtle as a brick through a window’ as I often ask questions and voice concepts that other people are not willing to raise. Against that background, I apologise if I sometimes come across as being challenging. But I do not apologise if I challenge people to think, review and act.

In the past I have written about the challenges of addressing skills shortages, but would like to raise some additional queries in an attempt to formulate strategies and solutions.

In my role as Executive Officer of ParraSIP I am often consulted about skills shortages in a variety of industries. Most conversations revolve around addressing an almost perennial need to address labour shortages, or more commonly referred to as ‘skills shortages’.

Herein lies the first and most fundamental question of all – what do you define as a skills shortage? Now before people respond to my seemingly rhetorical question, I ask you the following three questions about your definition of a skills shortage: 1. A re you receiving insufficient applicants to meet advertised positions?

2. A re you receiving sufficient applicants, but their skills are not compatible?

3. A re you receiving sufficient applicants with the right skill set and experience but are unable or unwilling to pay the associated salary?

To some extent, these three questions assist in unpacking what is commonly bundled into a definition of a ‘skills shortage’. If you answered ‘yes’ to the first question, this could largely revolve around an industry perspective or marketing issue by applicants. Is your industry seen as

22 GWP Magazines | Issue 31 | July / August 2010

hazardous, undesirable or understated by the population at large? Are some businesses giving the industry a bad reputation? If you could only get particularly young people through the doors you could change their perspectives?

If you responded ‘yes’ to the second question, are the skill sets technically based or behaviourally or a combination of both? In this case, what internal strategies have you adopted to meet the disparity in skill sets? Would having a round table discussion with the training providers assist in circumventing the problem and feeding back industry expectations?

Would you be willing to work with young people to instil such behavioural skills or demonstrate some technicalities of your industry or business?

If you answered ‘yes’ to the last question, are potential employees purely driven by remuneration? In numerous studies conducted throughout Australia, despite what some people may wish to publicise, salary is becoming less of a driving force while synonymously being replaced by work-life balance concepts and the need to be engaged in meaningful work. While this does not imply that people are willing to work pro bono, numerous studies have indicated that once employees exceed $65k, a multitude of other work factors become more significant. If your skills shortage arises from the third question, how else do you engage your employees in activities and events that integrate into larger social and community issues including CSR and mentoring?

‘Skills shortages’ are very concerning and real challenges for a plethora of businesses.

I am not suggesting that they can be simplified and solved easily, or any one stakeholder is responsible for addressing such challenges. Indeed, all stakeholders

have a significant interdependent role to play in ensuring the Australian labour market meets future demands. Nonetheless, clearly defining what we determine a ‘skills shortage’ to be is the fundamental issue underlying HRM. G

Organisations such as ParraSIP, BREED and Schools Industry Partnership can assist by formulating tailored solutions to meet the various challenges of HRM and the ensuing skills shortages.

To inquire further about how an external partnership consultant or broker can assist you reach your business goals and improve your competitive advantage, please contact one of the following Partnership Brokers:

Parramatta info@parrasip.com.au p | 9633 7100

Blacktown admin@breedcp.com.au p | 9853 3247

Penrith info@schoolsindustry.com.au p | 4725 0310

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*

business ADVICE

Scott Tyler, Managing Director - Brightblue Marketing

5 Steps to Implementing Social Media Marketing The various social media channels provide a great way to reach and engage potential customers. Not convinced?

Businesses are using social media channels to generate leads, drive sales, build awareness, make money from content, establish thought leadership, educate customers and perform customer research. In this article I provide five practical steps on how you can implement social media marketing for your business.

Step 1 - Listen Listen and understand your target audience and how they communicate on the social web. What types of social networks and media do they engage? What are their goals? What are their emotive triggers? It is quite easy to discover a host of blogs, twitter profiles and videos relevant to your industry. Tune in and start listening.

Step 2 – Establish Objectives It’s important to consider both the goals of your business as well as your target audience. Knowing what your community wants is key in reaching your own goals.

Step 3 – Develop a Strategic Plan In order to build trust and to stand out from the crowd, it is essential that you build a professional and authentic profile that is consistent across the social media channels you join. A credible and interesting profile will encourage others to join your network.

Your social media marketing strategy must identify how you will meet the needs and interests of your audience. Will you engage key influencers or energise advocates of your brand? Determine the mix of content you need and build work processes around it.

24 GWP Magazines | Issue 31 | July / August 2010

Determine the specific tools you will use to efficiently monitor, communicate, create and promote your content. Build a starting place to hold your conversations.

This measures your power and reach within Twitter. Monitor the traffic generated to your website, the number of leads generated, number of online sales, etc.

In order to build your network effectively and keep people interested, you need to make the commitment to be active regularly.

Comment in Group discussion forums, blog and tweet regularly, and continually update your profile and status.

Social Media channels have completely transformed the way we communicate.

Introduce your products or services via online videos, educational webinars and podcasts. Establish a presence on one or more major social networking sites and use this as a hub for your social media initiatives. Participate in more focused online discussions where it is easy to find and respond to questions specifically related to your products or services. Begin developing a Twitter strategy that is focused on engagement and providing value and resources to your target audience.

Step 4 – Promote Offline While social media is a great way to facilitate online conversations, there’s really no replacement for face-to-face interaction. Use networking events as opportunities to build even stronger relationships with the members of your online community. This could be in the form of an informal get together at an event or an exclusive workshop.

Step 5 - Measure It is essential that you continue to fine tune your social media marketing activities over time. In order to fine tune you first need to know what is working for your business.

The KPIs (Key Performance Indicator) you can measure are almost endless. Track the number of fans on your Facebook Fan Page and how that number is changing over time. For Twitter track your Twitter Grade.

They are a great way to build awareness of your brand, personal profile and cause gravity to your business. Before actively embracing social media for marketing purposes it is crucial that you have a clear plan of what you would like to achieve. Hopefully this 5-step plan can help you get started. G Are you interested in developing a social media strategy for your business?

If you would like a free consultation on how social media could be leveraged for your business, please contact Brightblue Marketing on 9762 1255 or email info@iibe.com.au. At Brightblue we’re reshaping 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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25

business ADVICE

John Hagerty, Director and Coach - Be Business

Are You Capitalised?

Time for a rant. Starting a business without capital is probably the most common mistake made by new entrepreneurs. It’ll stop you before you even get started. In so many cases the owner only allows for the most basic startup costs. Imagining they will be instantly flooded with sales, they frequently fail to allow for their own salary during start-up.

How can you focus on building business value if you’re worrying about foreclosure on the family home?

If you’re in start-up, growth or expansion stage, take a moment and calculate your working capital requirements from now until you achieve a self-funding business.

Here are 5 potential funding options for you to ponder.

1. Savings This is where many people get their initial start-up capital from, but before you smash open the piggy bank, consider this: -N ew businesses require constant reinvestment so, many new entrepreneurs will not draw any kind of salary in the first 12 months of operation. Quite a few will continue re-investing right up to year 3 or even later.

-D o your research well, talk to owners of similar businesses about their experiences with start-up, and assume that your experience will be similar.

2. Increase Sales If you’re an existing business, this option is the most obvious. It’s tricky though because unless you’re billing people for the air they’re breathing, every sale has costs attached to it.

If you’re selling widgets you’ll have to pay for extra stock in advance of sales and hope

26 GWP Magazines | Issue 31 | July / August 2010

the new business comes through. If you’re selling services you’ll have to increase staff capacity, pay for training and again hope the sales are there when you’re ready.

Increasing sales is always a good thing but it does need to be managed properly.

If this is your preferred option, look for ways to sell more to existing clients.

Focus on high value but low cost products and services.

3. Increasing Pricing But how much is too much? Typically this is an exercise in delayed gratification as the rate of price increase will be reflected in the loss of clientele you suffer. A good result will leave you with less clients but the same (or better) revenue as before, thus reducing your costs.

5. Attracting Investment If your business has been trading for at least 3 years, is showing profit and has an achievable plan for growth, then attracting strategic investment may be a viable solution.

Many high net worth individuals as well as wholesale and sophisticated investors seek out private companies to invest in as part of their diversification strategies. This type of investor is quite different from private equity or venture capitalists.

Attracting strategic investment yields many benefits including someone to share the risk, not just the rewards. And, creating an investor-ready business is its own reward. After all, if your business becomes attractive to an investor, how much more attractive will it be to you? G

As a bonus you can now reposition yourself as a premium service or product, attracting more premium clients.

However, as a means of increasing your working capital this option may have negative short-term impacts.

4. Borrow If you’re borrowing money to purchase a franchise, you will likely have more luck than if you’re borrowing to start-up your own brand.

If you are successful in securing a business loan from a bank, beware. Banks can at anytime change their business lending criteria and they retain the right to ask for their money back, possibly at a very inconvenient time for you.

Borrowing from friends and family may seem safer but again, beware. You could be gambling an important relationship on the success or failure of your business.

If you would like an obligation free chat about business improvement or capital raising strategies, please feel free to contact me directly.

You can also check our website for upcoming topical workshops.

Be Business p | 1300 987 567 e | info@BeBusiness.com.au w | www.BeBusiness.com.au

GWP Magazines | Issue 31 | July / August 2010

27

business ADVICE

A Generation of Change: From Baby Boomers and Xers to Generations Y and Z Occasionally in history massive demographic change combines with rapid technological change and with it, huge societal change. Australia in 2010 is experiencing such a transformation.

This is the year that the iconic Baby Boomers begin to turn 64 and start to downshift from management. The leading-edge Xers turn 45 and hit their mid-life years. Generation Y turn 30 and start families in record numbers and Generation Z commence the transition from education into the workplace.

Every organisation, every product, and every brand is just one generation away from extinction.

It is self-evident that unless we can manage and retain Generations Y and Z as staff members and engage and communicate with them as customers then our organisations will edge towards irrelevancy. These new generations are the most formally educated, technologically savvy, and materially endowed

generation ever. Therefore to effectively connect with them we must understand them and the times that have influenced them.

Here is a snapshot of just how much times have changed in a generation. 1983 was

28 GWP Magazines | Issue 31 | July / August 2010

the year that the first Gen Xers turned 18, Generation Y’s weren’t born, music came on vinyl and Time Magazine’s Person of the Year was Ronald Reagan.

Also below is an overview of Australia’s generations. While Generation Y currently represents just 18% of the workforce, within a decade this generation will comprise 35% of the workforce. In 2020 Generation Z will comprise more than 1 in 10 workers. With

Mark McCrindle is one of Australia’s foremost social researchers and his company McCrindle Research and their research rooms are based in Norwest Business Park. He is the author of The ABC of XYZ and he is headlining a seminar in August focussed on attracting, recruiting, retaining, marketing, advertising and selling to the under 30’s. For more information go to www.TheABCofXYZ.com or phone freecall 1800 TRENDS (1800 873 637).

National population: The population has doubled since 1963, it will hit 27 million by the end of this decade, and 40 million by mid-century National median age: Since the 2001 census the number of people aged Under 15 has increased by 100,000 but the number of people aged over 65 has increased by 500,000 Percentage of mothers aged under 30 when having 1st baby: Women are starting families later than ever, having fewer children than ever and returning to work after childbirth sooner than ever Average weekly earnings: We are earning almost 4 times the salary of 27 years ago but houses cost on average 8 times that of 1983 Sydney Median House price: Sydney was the housing leader by a long way in 1983 where the average house cost $80,000 compared to Melbourne’s $50,000 Number of weeks of gross pay equivalent to average Sydney house cost: In real terms housing in Australia has doubled in its purchase cost Average new mortgage: As housing has increased so have mortgages. However, today home buyers borrow a far higher percentage of the value of their home than in 1983 Source: McCrindle Research 2010, ABS

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• Marketing, Advertising and Selling to the new generations.

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McCrindle Research, Australia’s leading generational researchers, present a one-day masterclass on marketing and managing the emerging generations.

This masterclass is designed to give insights into best-practice marketing strategies and recruitment and retention tactics that can improve your organisation’s engagement with Generations Y and Z.

Featuring keynote presentations from some of Australia’s best generational experts: Generations Defined: A Snapshot of Today’s Generations & Tomorrow’s Trends Mark McCrindle, Social Researcher

Director – McCrindle Research

Connecting with the Super Spenders: Advertising and Marketing to Gen Y & Z

Key Topics P AUSTRALIA’S NEW BABY BOOM, ageing population, and

Adam Penberthy, Founder and Creative Director

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Understand the characteristics of the under 30’s - the world’s first GLOBAL GENERATION. Media consumption and technology: CURRENT USAGE & EMERGING TRENDS. Discover ADVERTISING MESSAGES THAT CONNECT with Gen Y & Z. BRANDING FOR Y & Z: From employer brands to consumer products.

Snapshot of the preferred COMMUNICATION & MANAGEMENT STYLES of young Australians.

21st Century RETENTION STRATEGIES: Building stickiness in high turnover times.

TRAINING & MOTIVATING new graduates and employees: what works best.

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YOUTH PANEL, SPEAKERS’ PANEL, case studies, facilitated discussions and more.

Josh Mackenzie, Director

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Increasing Commitment & Productivity Outcomes: Mobilising & Motivating Gen Y & Z Bec Heinrich, CEO

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Communicating in the 21st Century: Cross-Generational Influence & Engagement Rohan Dredge, Director

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Facilitated by Claire Madden, McCrindle Research

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CALL NOW: 1800 TRENDS (1800 873 637) • www.theABCofXYZ.com.au GWP Magazines | Issue 31 | July / August 2010

29

Government

The Hills Economy is Growing There’s no doubt that the Sydney Hills economy is growing despite negative world economic trends. The region’s contribution to Australia’s economy has almost doubled in three years and this indicates the strength of the future economy.

Total sales by local companies has grown from 9.8 billion to 17.1 billion in three years according to economic modelling figures

by Compelling Economics. Jobs have increased from 44,000 in 2007 to 51,000 local jobs in January 2010 and wages have increased from 2.4 billion to 4 billion.

The largest contributors to the economy have been the property and business sector as well as the construction industry with construction growing by a massive 230 per cent in that time.

(l-r) John Dean, Nick Keyko

While many new businesses are choosing to call Sydney’s North West home, the 80/20 rule suggests that many new jobs will grow from companies already located in the region – and that’s where good business planning and a knowledge of the local area is vital to a company’s expansion success.

synergies between businesses to create a cluster or ‘hub’ effect, or alternatively, examining how a business can become more successful by creating a point of difference,” John concluded.

Council’s Economic Development Manager, John Dean, supports business owners who are looking to expand through their decision-making process.

Industry Development Officer Nick Keyko plays a key role in attracting new businesses to the region and helping existing businesses tap into information and data.

“Business owners often suddenly find themselves faced with the decisions of whether or not to expand the business,” John said.

“If a new industry is looking to move to the Sydney Hills, it’s about so much more than finding a piece of real estate,” he said.

“Many business owners are unaware they can reach out to a whole raft of support to help them through their decision-making.

“Although expansion comes with a range of complex issues like whether to employ more staff, move premises, or refocus the business – the process can be made easier through accessing data, programs and assistance – much of which is free.

“We are also able to look carefully at how businesses locate themselves throughout the Shire – looking for opportunities to form

30 GWP Magazines | Issue 31 | July / August 2010

“We often need to take a look at how that new business will fit with existing businesses, and which location will offer them maximum advantage in terms of access to staff and services.

“One of our goals is to help create jobs close to home for our residents, so we are keen to attract new businesses, and to expand existing businesses that are a good fit with the job skills and aspirations of our residents.

“John and I also work very closely with Council’s planners – ensuring enough

employment lands are available for future growth,” Nick added.

Council also plays an advocacy role, representing the needs of businesses and residents to all levels of government. The provision of improved roads and transport services is essential if the region is to reach employment and housing development targets set down by the state government, and Council continues to work closely with businesses to represent their needs and the needs of workers. G

Council can help you with business information, research and data tailored to your company’s needs. Appointments can be made by contacting Nick Keyko on 9843 0324. p | 02 9843 0555 e | council@thehills.nsw.gov.au

Head for the Sydney Hills www.sydneyhills.com.au

Our experienced team can help you understand the local area with free research and information

Six great reasons to consider locating your business to the growing Sydney Hills:  World-class business parks  Commercial and industrial sites  Skilled local workforce

 Global companies  Growing population  Competitive real estate

THe HillS SHire CounCil 129 Showground Road, Castle Hill NSW 2154 Phone 02 9843 0131

For a FRee confidential appointment contact Council’s economic Development Team GWP Magazines | Issue 31 | July / August 2010

31

Lord Mayor’s Transport For As Lord Mayor of the gateway to Greater Western Sydney, I am inviting the business leaders of the region to an important Transport Forum.

This Forum is about raising awareness and debate of transport issues and problems based on our intimate understanding of the needs of our region.

The Forum is free to attend. With the assistance of our high-profile speakers, Forum attendees will develop key points for asserting our region’s strong justification for enhanced transport infrastructure in the near future, and enable the Parramatta and Greater Western Sydney business community to feed into the development of a longterm transport plan for Parramatta as a regional city.

Speakers: • John Elvy, Director at the International Property Group, will be your MC. • Bob Meyer, Director of Planning with Cox Richardson Architects, and Dr Garry Glazebook, most recently a core member of the Independent Inquiry into Public Transport in Sydney, will be commenting on Parramatta and Greater Western Sydney from a Metropolitan Planning and Transport perspective.

• Peter Werrington, Department of Transport and Infrastructure, will outline the NSW Transport Plan.

• The Hon. Gladys Berejiklian MP, Shadow Minister for Transport.

Following on from our speakers, there will be a Panel Discussion (including Brett Gale, Executive Director of the Tourism and Transport Forum).

Where: The Sebel Parramatta (350 Church Street, Parramatta) When: Friday 2 July, 2010 Time: 9:15am to 1:30pm Tea, coffee, refreshments and lunch will be provided.

Yours faithfully, Cr Paul Garrard Lord Mayor Parramatta City Council 32 GWP Magazines | Issue 31 | July / August 2010

rum - Have Your Say

The Lord Mayor’s Transport Forum Have your say on the future of transport in Parramatta and Greater Western Sydney.

To register your attendance at this free event for business leaders of Greater Western Sydney, please contact Bruce Mills, Economic Development Officer, Parramatta City Council on 9806 5713 or email bmills@parracity.nsw.gov.au

Image depicts Parramatta’s retail area and new $120M Parramatta interchange servicing 1.3M trips per year.

GWP Magazines | Issue 31 | July / August 2010

33

Political Agenda

Igor Palmer, Political Commentator - CEO TNC4L

The Curse of Political Mediocrity Australians’ low expectations of politicians is a reflection of complacency within the political parties on both sides of the political spectrum. Political establishments favour the scales of mediocrity to evaluate their performance.

Such scales do not consider lack of vision, personal courage, or uprightness of character as something necessary in their political culture. The unwillingness of many politicians to work hard and fight for the noble principles of liberty, free enterprise, pursuit of individual liberties and happiness is no longer considered to be an unacceptable deficiency of character for a political office. Moreover, politicians who are unwilling to stand shoulder to shoulder with those who aspire for excellence in governance, reject political cronyism, and take a stance against punitive government are not considered to be substandard either.

I remember times when conservative politicians demonstrated excellence in every aspect of economic, political, and social spheres. Those were the times when men and women of courage, extraordinary ability and discipline entered politics to serve people and to fight the restrictive and punitive regulations constantly pushed by the unholy alliance of greens, socialists and the ALP whose aim, as always, is to limit the freedoms of working people to pursue their aspirations to prosper. Those conservative politicians were looking for ways to encourage and uplift the principles of self-reliance and to create rewards commensurable with effort, risk taking, capital and skills input within the free market framework.

Today

it

is

the

left’s

socio-political

34 GWP Magazines | Issue 31 | July / August 2010

paradigm which drives nearly all aspects of the economy and the private affairs of Australians. Once free to enjoy the fruit of their labour and to pursue their ways of life and happiness, Australians can no longer afford to live the same way. The left’s socio-political model rooted in Marxist ideology of collectivism and central control has permeated every layer of our society.

The control mechanism, of course, is backed by an astonishing array of new legislation, rules and regulations covering every aspect of once free citizens’ lives. The sinister side of such control mechanisms is that they have a dual purpose: to control citizens’ lives and to raise revenue through countless penalties.

Australians no longer can afford to spend their time, assets and earnings any way they wish. They must set aside a sizeable portion of their earnings to satisfy the government’s appetite for more revenue. Raising revenue through tax receipts is no longer sufficient for governments. Governments at all levels are devising countless new rules and regulations which carry financial penalties. Donald Alexander, former US IRS commissioner (1973-1977) put it this way in his report to the US Congress: “We now have so many regulations that everyone is guilty of some violation.”

Political pundits and politicians still blame the dismal performance of the conservatives on all sorts of reasons.

The reality, however, is that some power brokers on the conservative side have been promoting preselection of lightweight and ignorant candidates as the means of fortifying their support based on fulfilling their aspirations, while ignoring the political realities. Ignorance, however repugnant and damaging, is not an illegal

state of mind. It does, however, instil a blissful state of mind. What concerns me most is the extent of mediocrity within our political establishments. Unless we, the free Australians, replace mediocre people with capable and dedicated ones, Australians will experience the curse of mediocrity, further degradation of liberties through increased penalties, political manipulation and dependence on state handouts.

So, is there anything that can be done to change this ignoramus state of mind?

Absolutely! Organisations are formed with courageous leadership, prepared to fight the advancement of socialist ideology. One such relatively young organisation is the Greek Australian Conservative Coalition (www.gacc.org.au) with growing influence within state and federal parliaments.

Another young organisation is The New Coalition for Liberty (TNC4L, www.tnc4l. org). Both organisations need financial and membership support to be able fight effectively against the spread of socialism in Australia and have a significant influence within the political establishment.

TNC4L is organising a series of functions and lectures in the near future. The next function is planned 23rd of July. Please visit www.tnc4l.org for information and bookings. G

Please send me your comments e | freedom@tnc4l.org and visit my blog online w | www.tnc4l.org

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GWP Magazines | Issue 31 | July / August 2010

35

business CHAMBER

Healthy People, Healthy Finances, Healthy Business

By Nicole Baines, Executive Committee Member for Sydney Hills Business Chamber

Business owners who sit at their desks for hours each day, often without eating for hours on end, are at risk of a number of serious health issues, according to Dr Mike Shenouda of Norwest Health at a recent Sydney Hills Business Chamber breakfast.

your business or personal budgeting, the Chamber is happy to help. After all, healthy people plus healthy finances all add up to a healthy business. G

many free events offered for newcomers to find out more.

Chamber members have been presented with a raft of information this year at a series of events focused on health, being encouraged to include employee health action plans as part of their business plans to assure business continuity.

After all, what could impact the future of a business more than a serious illness or death of one of the key staff or owners?

More conventionally, attention has also been paid to business finances with a whole month of Chamber activities being focused on budgeting. Amazingly, we find that whilst small business owners report that they view formal budgeting as a vital ingredient in business planning, many don’t have a budget and/or financial monitoring in place other than checking their bank account balance each morning.

As a result of this astounding situation, a full week of budgeting workshops was held in May to ensure that Hills business owners have all the information and assistance they need to both create a budget and to monitor the financial health of their business. If you need some help with

Over the next few months, Hills businesses will have the opportunity to participate in a Sales Boot Camp culminating in an exciting “pitch fest” event along with a full month of events focused on innovation and “bright ideas”. If you’re already plugged into the Chamber network, be sure to make the most of that opportunity and get along to as many of the events and activities that you can. And if you’re not part of the Chamber, be sure to get along to one of the

Celebrity chefs from 360 HR (l-r) Nigel Rayner as Nigella Lawson, Emma Salterod as Iain Hewitson, Marylou Stubbs as Jamie Oliver, Nicole Baines as Ainsley Harriot, Josie Suraci as Julie Goodwin and Tara Linnan as Gordan Ramsay

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GWP Magazines | Issue 31 | July / August 2010

37

TELECOM

Steve Sebbes, Director - Telstra Business Centre Hills/Northern District

Planning for Progress To help Australian businesses connect their mobile workforce, Telstra Business has just launched a new suite of business mobile plans called Mobile PLUS – an integrated mobile plan for business fleets of any size.

Share monthly included value. To help control your total monthly spend, any monthly included credits that ‘light users’ on your account don’t use can be shared with ‘power users’ who have gone over their monthly allowance.

The higher your monthly plan level, the more megabytes of data are included. And you can use your allowance to manage emails on your mobile, find information on the mobile internet, or even use your mobile as a laptop modem.

We’re making mobile communication simpler Mobile PLUS plans include all your mobile communications needs; voice, email and data in one single plan – giving you a fresh approach to plan selection, monthly administration and everyday value. The key to Mobile PLUS is the monthly data allowance which is built into every 24-month plan. Available as a Net Ready (web access) or Email Ready (BlackBerry® or Microsoft® Mobile email) option, you can choose whichever data solution best suits your business communications. Mobile PLUS gives your business the flexibility to put together a mobile plan that includes the features, services and value your business needs.

Get even more value. Mobile PLUS gives you even more value on your monthly plan, with a new streamlined set of Bonus Options. (See Bonus Options)

Email Ready. Integrate your mobile email.

Choosing the Email Ready option lets you integrate your company BlackBerry® BIS or BES, or Microsoft Exchange email service into your Mobile PLUS solution.

Better value on every mobile Along with greater simplicity and certainty, every Mobile PLUS plan offers addedvalue that used to be reserved for larger fleet users: Per second charging at all levels. Instead of your calls being billed in whole 30-second blocks, you’ll only pay for time you’ve actually spent on the phone – timed to the second, plus any call connection fee.

Free intra-account voice calls in Australia between services on the same account are standard, so your team can work more effectively by talking to each other as much as they need to.1 One rate for voice and video calls so you can keep in touch by video every day and enjoy the advantages of visual communication.

38 GWP Magazines | Issue 31 | July / August 2010

Rewards for larger fleets There’s no need to change your mobile plans as the business fleet grows or as old plans expire either.

Whenever your business expands or your current handset contracts expire, you can add additional handsets to your Mobile PLUS plan.

As a reward for adding other eligible mobile services such as Telstra Mobile Broadband to your account, you can qualify for lower voice and video call rates across the Mobile PLUS account. You can also access lower rates if you increase your monthly plan.

So the more you add the more value your business receives.

Plus your choice of Mobile Internet or Email When you choose a 24-month Mobile PLUS plan, you can choose between our Net Ready and Email Ready options.

It’s a simple choice – between a monthly megabyte allowance to use as you want for mobile internet and web-based email or for access to your hosted email service.

Net Ready. Integrate your internet usage.

The Net Ready option gives you a generous monthly mobile internet usage allowance as part of your Mobile PLUS plan – to help you stay connected and productive while you’re out of the office.

With the BlackBerry BIS or BES option you get your email in Australia included at no extra charge plus 100MB of web usage per month, helping you to be better connected and more responsive every day.

One plan for any business You’ll enjoy great fleet benefits, regardless of your fleet size. Mobile PLUS lets you give every mobile user in your business a fully integrated call, data and email package that meets their needs – with the option of adding one of our latest Next G™ handsets or connecting an existing handset. Your solution can include monthly usage levels to suit every kind of business mobile user, from Secretary to Sales Rep to CEO. And, as an added incentive to build your business fleet, Mobile Plus includes a once-off port in Welcome Credit equal to 3 months’ free access for each new mobile service connected on a $35 Mobile PLUS plan or above for 24 months*. G 1. Our FairPlay policy applies. *Min cost is $840 plus usage.

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39

Business Advice

Francesca Surace, Owner and Head Photographer – Stilz Fotografika

To Stock or Not to Stock?

In our highly visual, modern and very competitive business world, will generic stock photography individualise and, most importantly, personalise your company’s image enough to outclass your competition and impress your prospects?

The debate is whether to make use of generic stock imagery purchased from global online image banks or have a customised portfolio of corporate or commercial photography of the actual business, staff and products professionally produced through a qualified photography studio?

Successful companies have known the answer for some time now. When prospects are introduced to a business through marketing and advertising, be it through a website or printed material, consumers expect to see an accurate and professional representation of the business. A picture does tell a thousand words. Just how that picture is created and who or what is the subject is vital to establishing the right first impression to do the business justice.

Investing in a personalised collection of photographs for the business will give the business owner creative direction to determine how the company is presented to the public. It also introduces real and actual people, rather than models who have little personal connection with the company.

A common objection to this, however, is the misconception that people are not photogenic. This misconception is often due to the less than impressive images people sometimes see of themselves when photographed with an average snap shot camera. These cameras have limited lighting capabilities, a key element of professional photography.

Another important element is posing and this is an essential skill which contributes

40 GWP Magazines | Issue 31 | July / August 2010

immensely to the final result. An inexperienced amateur may not be aware of certain angles and poses that suit a subject best.

This is where the skills of a professional photographer come into play, initially by being able to make people feel at ease by forgetting that they are being photographed. This results in a much more relaxed atmosphere and much more comfortable subject. Secondly, the professional studios are equipped with the correct specialised lighting equipment.

Coupled with the photographer’s skill and knowledge of photographic posing techniques, the subject’s aesthetic features may be enhanced and flaws may even be disguised. So trust that the professional studios know what they are doing and the ‘photogenic’ misconception will be eliminated.

What is the benefit in photographing a business’s actual staff and employees over choosing a stock image of models crowded around a computer monitor or laughing while in deep conversation on the mobile phone? (How many times have you seen those shots?)

The great benefit is that prospects can already begin to relate with the business and when they meet these people in the flesh at their appointment, they feel like they know the people representing this business already. The friendly, familiar faces (not the generic models) can also begin to instil trust in the prospect that the business is fair dinkum.

The images displayed in a company’s advertising material can also make or break a prospect’s perception of the company when faced with the real thing. For example, if a company’s website portrays glitzy and glamorous subjects while the personnel prospect actually meets at their

appointment is far and remote from this, it may actually pre-determine the outcome.

Consumers want to see in real life what they saw on the website or brochure, and if the company doesn’t depict itself realistically, it may be causing more harm than good.

Using photographs of the company’s actual people, products and premises also contributes to the company’s branding.

Again, prospective customers can identify the people or products as belonging to a unique organisation. Use of personalised imagery also guarantees that no two businesses are using the same stock images in their advertising which otherwise confuses branding.

Taking the time to plan a brief and to organise a photographic shoot with a professional studio may be a worthwhile investment for a business to boost the first impression and personalise the company’s image. G

If your business imagery is letting you down, contact Stilz Fotografika for a personalised corporate photography consultation. Samples of our corporate work appear regularly in the GWP Magazines and GWP Directories.

Stilz Fotografika Studio – 169 Castle Hill Rd Castle Hill NSW 2154 p | 02 9680 9823 e | francesca@stilz.com.au w | www.stilz.com.au

GWP Magazines | Issue 31 | July / August 2010

41

FEATURE

Victor Prasad, Managing Director – Clark Rubber - Blacktown

Clark Rubber Blacktown Means Business, Knows Business Clark Rubber Blacktown is proud to be celebrating 10 years of outstanding service to the local area.

Victor and his team mean business when it comes to providing industry and trade with solutions to improve safety and efficiency of workplaces in the local area. In addition, the significant growth of the transport, commercial and manufacturing industries in the Blacktown area have provided multiple opportunities for the business to expand.

“The regional redevelopment of largely unused land into commercial industrial complexes has attracted the relocation of many eastern based companies seeking to expand and reduce their overall property costs, whilst having Sydneywide distribution access via the major motorways. This phenomena has seen the boom of many industrial manufacturing, distribution, repair and service providers all of whom have the need for many of Clark Rubber industrial-related products,” says Victor Prasad.

There is a strong belief that the Clark Rubber Blacktown customers keep returning because our staff have extensive product knowledge, always seeking a good match between the customer’s requirements and what the product can deliver. This expert advice often goes way beyond the current sale towards future requirements.

Servicing commercial clients outside of the

42 GWP Magazines | Issue 31 | July / August 2010

retail environment has been the task of Katy Zuber at Clark Rubber Blacktown.

After 6 years retail experience in the store, Katy now spends her time dedicated to understanding her clients’ businesses, their individual requirements and service expectations. Finding the right solution within a budget and often achieves a reduction in overall purchasing costs.

“Recently I visited a Sydney-based electronics manufacturer who needed to reduce their overall finished product costs and cost of manual labour. I was able to offer a substitute product of higher quality and custom cut to size ready for assembly for less than their previous supplier. Yes, we are now their new supplier!” says Katy.

become a stand out Clark Rubber business, successfully targeting non-retail and service clients which has certainly added strength to our retail offering.”

Pool Service Manager, Chris Cruse says: “We offer a strong focus on building new relationships with residential and commercial strata, body corporate, community and real estate managers.” G

Simone Cleary, Store Manager says: “Now in my third year, the store has evolved to For more information on how Clark Rubber Blacktown is able to assist you or to request a copy of the Clark Rubber Commercial Product Guide, please feel free to contact Katy 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)

‘We offer stacks of great products for every business!’

Clark Rubber Commercial based at Blacktown are solution specialists in flooring and matting, foam, rubber, DIY and custom products.

We mean business when it comes to providing industry and trade with solutions and alternatives to improve the safety and efficiency of their workplace Sydney wide.

Katy Zuber

Commercial Trade Representative

0410 694 946

katyz.blacktown@clarkrubber.com.au

y selected for their Our quality products have been carefully value, performance and reliability.. Stay safe in your business!

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www.clarkrubber.com.au Pictures for illustration purposes only. FSO6001

Commercial

GILT

Feature

The

GILT TRIPTRIP

“Au” is the chemical symbol for gold from the Latin “aurum” which means “shining dawn”. Aurora was the Roman goddess of dawn who was linked to the warm yellow colour of gold.

First discovered around 5000BC together with silver and copper, these metals are found in the metallic state in the earth’s crust and are found in large chunks known as nuggets or as small flakes. It is unsure what the exact date of the first human use of

One of earth’s greatest gifts and precious metals, gold has come to be known as the “symbol of kings and the treasure of nations, desired by all but possessed by few”. Gold is steeped in history. Most of all the gold that has ever been used throughout history is still in circulation today in some way or another. The Bible is filled with references to gold - from the story of “the golden Calf” to “The golden Rule” (do unto others as you would have them do unto you).

use of this was for gold currency until it was replaced by more convenient paper money and metal coins.

Originally, a carat was measured based on the Carob seed used by the ancient Middle Eastern merchants. Today the carat is used for measuring both the weight of gemstones and gold. Pure gold is defined as 24 carats. The higher the carat number means the higher the percentage of gold present. For example, 18ct. Gold contains 18 parts gold, mixed with 6 parts of one or more additional metals making it 75% gold.

And, if the colour of your Gilt is: • Yellow - the combination is gold + silver + copper • Pink - the combination is gold + copper • Green - the combination is gold + silver • White - the combination is gold + nickel, palladium, platinum and zinc

gold was, but it is suspected to have been used by prehistoric cavemen as tools. The Egyptians used it to decorate their kings and their tombs. Most Egyptian tombs were raided, but the tomb of Tutankhamen was discovered undisturbed by modern archaeologists. Inside was not only the largest gold object ever found (a 111kg beaten gold coffin), but inside there was also the largest collection of gold and jewellery in the world. The quality showed the advanced state of Egyptian craftsmanship and gold work. In the 19th century, the gold rush was a result of the discovery of excessive amounts of gold in the USA and Australia. The primary

44 GWP Magazines | Issue 31 | July / August 2010

By Robert E Cliff F.G.A.A., JP`

In its purest form it is often too soft to be worn as jewellery. Other metals are added to make it more durable (as well as to change its colour). White gold is achieved when nickel or palladium is added.

Silver gives gold a greenish tinge whilst adding copper produces rose gold. Like a recipe, metallurgists mix various metals together in order to get the right colour and quality of gold.

It has been exploited for its presumed medical properties throughout history. The Egyptians used to use gold for fillings as long as 4500 years ago. No wonder seeing how gold is non-toxic and malleable yet tough.

Unaffected by air, water and even most acids, and tarnish-resistant – it would have seemed perfect at the time for filling teeth! Today, gold is still used extensively for dentistry for teeth, attachments, inserts and solders.

Medieval European alchemists mixed powdered gold into elixirs knows as “portable aurum”. This was used to treat depression, fevers and fainting. In ancient Rome gold salves were used for the treatment of skin ulcers.

Feature

2009 Winner - Hills Excellence in Business Award of Distinction

2008 Winner - Hills Shire Small Business Awards

2009 Winner - Hills Shire Best Small Business

2007 Winner - Castle Towers Marketer of the Year

2009 Winner - Castle Towers Excellence in Marketing

2007 Winner - Hills Excellence in Business Awards

2009 Winner - Hills Shire Small Business Award

2007 Winner - True Local Awards

2008 Winner - True Local Awards

2006 Winner - Castle Towers Retailer of the Year

Today, gold is an effective medicine for controlling some types of arthritis. Gold treatments don’t provide a cure, but, apparently, do help relieve joint pain and stiffness, reduce swelling and bone damage as well as the chance of joint deformity and disability. Its marvellous electrical conductivity, malleability and resistance to corrosion also allows it to be used in a wide range of electronic products and equipment, including computers, telephones, cellular phones and home appliances.

The Gilt Trip Facts: • The amount of gold nuggets being found in the world is less than one percent.

• It is so soft and malleable that an ounce can be drawn into a wire about 155 kilometres long.

• Gold can be hammered so thin that sunlight can shine through it.

• It is used in window glass and astronaut helmets to reflect infrared rays while allowing sunlight to pass through while keeping it cool at the same time.

• A one ounce gold nugget is more rare to find that a five-carat diamond.

• Gilding is coating the surface with a thin layer of gold by electroplating.

• Rolled gold Plate is a description for base metal covered by a sheet of no less than 9ct gold, but the weight of the carat gold is less than one-twentieth of the total article.

• Gold Plate refers to base metals covered with a thin layer of gold by electroplating.

• The most popular finish, “High Polish”, is created with buffing wheels holding compounds such as jewellery rouge.

• “Satin finish” is achieved by rubbing super-fine steel wool in one direction or sandblasting with a mixture of quartz and silica sand washes.

• High levels of acidity or other chemical factors such as high sulphur content in perspiration may tarnish non-gold alloy in jewellery (oily skin is a clue).

As the perfect commodity, gold remains the undisputed and unrivalled currency with unique properties and is an important export for Australia. Gold is a precious metal of wealth, beauty and commerce. For pieces that will last a lifetime and beyond, buy the highest quality gold your budget allows and add that warmth and glow to your jewellery box with a golden treasure.

There isn’t one page in the ancient or modern history of the human race where gold doesn’t play a part. There isn’t one day in any fine jewellery store on the planet when gold isn’t at the heart of the business.

Gold – My Gilt Trip – is such an obliging little substance! G

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

GWP Magazines | Issue 31 | July / August 2010

45

Feature

Ocktoberfest Comes to Leonay Watch out! Ocktoberfest is coming to Leonay’s Emu Sports Club on Saturday, October 23. Michael Ekert and his funloving mates are preparing a giant German beer fest to shake the Blue Mountain foothills and the plains of Emu Plains. German songs and music will fill the valleys and the stomps of hundreds of dancing patrons will shake the earth in Penrith.

Celebrations will begin at 10am when family events start for the kids lasting until 3pm. There will be a jumping castle, fairy floss and hot pretzel machines, and face painting. Plus, along with the adults, they’ll get a chance to experience traditional German foods. Amongst the offerings are roast pork, pork knuckles, German sausages (Bratwurst and Weisswurst), potato pancakes, sauerkraut and apple sauce, and apple strudel with vanilla ice

by Larry Woldenberg

To enhance the fun, there will be activities including eating and drinking contests, pounding nails into wood competitions, and whatever else Michael and his team can think of.

No doubt it will be a barrel of fun for the family and friends, so be sure and put the October 23rd Oktoberfest on your calendars. Oh yes, there will be Courtesy Buses on the day as well. And, to be sure,

The tradition all started in 1810 in Munich when the best horses and oxen were awarded prizes in exhibitions of agriculture and animals. This got transmogrified into beer drinking, food and dancing when Meadowbeer was introduced to the Festival in 1815. This was custom beer brewed especially for the occasion.

By 1835 100,000 people were attracted to the celebrations, drinking in excess of 67,000 gallons of beer. As the years progressed the numbers grew until today the Munich Ocktoberfest runs over 16 days and is visited by nearly 6 million visitors who consume nearly 1,600,000 gallons of beer.

Not one to miss an opportunity to celebrate, Leonay’s Board of Directors and its CEO, Michael Ekert, are importing the custom to Leonay with the enthusiastic support of the Club’s German descendants who are volunteering to add authenticity to the event.

The whole interior will be decked out with Oktoberfest Bavarian flags and banners with the traditional blue and white colours.

The staff will be dressed in German costumes as will be the 8 volunteers. So the whole atmosphere will be reminiscent of Munich.

46 GWP Magazines | Issue 31 | July / August 2010

cream for dessert. Guaranteed, no one will walk away hungry!

Then at noon the dancing starts which lasts through 6pm. First, there is the traditional three-piece band, the Triolian Echo, consisting of a guitarist, a drummer and an accordion player. Along with the band there will be four German dancers performing German folk dancing which will be participatory and can include the kids.

For the adults there will be plenty of German beer on offer including DAB beer on tap, bottled Lowenbrau, Kaiser and Gosser beer amongst others. Plus, you can purchase your own German beer stein to drink from.

the event is free of charge.

G

Umu Sports Club Bookings: Ultra Fit Studio | 02 4735 1192 Golf Memberships | 02 4735 5300 Events | 02 4729 1555 www.trybooking.com.au/dxc

Corporate Parties at

Emu SportS Club

Corporate and Private Parties

minimum 60 people includes the following No Room Hire Free Courtesy Bus to designated venue for pick up & return 2 Course Buffet Meal Beverage Package – unlimited for 5 hours (draught beer / house wine / champagne / soft drinks) Tea & Coffee DJ

Plus decorations on the tables

PACKAGE $60.00 per person

Emu Sports Club home of Leonay Golf Course Nestled in the lower Blue Mountains

(Leonay Room)

1 Leonay Parade, Leonay NSW 2750 Ph: (02) 4735 5300 Email: michael@emusportsclub.com.au OR kylie@sportsclub.com.au www.emusportsclub.com.au

Special Offer to GWP Magazine readers only $35.00 PER PERSON - DINNER PLUS 18 HOLE GAME

Special Offer to GWP Magazine readers only 9 544670 788931

$35.00 PER PERSON - DINNER PLUS 18 HOLE GAME

9 544670 788672

GWP Magazines | Issue 31 | July / August 2010

47

Feature

Sponsorship is a Key Marketing Platform to Engage Your Core Market in Western Sydney

Shannon Donato, Marketing Manager - Penrith District Rugby League Club

Despite the forecasts of a colder than average winter, things are only heating up for the Penrith Panthers.

With over 1 million people living in our catchment area, Western Sydney is one of Australia’s fastest growing regions.

A partnership with the Panthers provides a platform for your business to emotionally engage with this enormous supporter base and to promote your business in one of Australia’s most lucrative markets.

Western Sydney is a rugby league stronghold and as a result, the Penrith Panthers are in pole position to take advantage of your company’s desire to reach this growing market.

There are numerous marketing opportunities available for organisations looking to tap into Australians’ innate love of sport in this economic heartland of Sydney. In fact, achieving cut-through is now imperative for any business that hopes to stand out from the crowd.

The Panthers offer a number of ‘off-the-shelf’ sponsorship packages which can be tailored to suit your individual requirements.

Benefits include Corporate Networking Events (e.g. Chairman’s Dinner, Corporate Golf Day, Grand Final Lunch and Presentation Night), a Football Component (ticketed memberships and/or general admission passes) and Promotional Merchandise (ideal for customer incentives and/or staff rewards).

Panthers Cheerleaders and supporters the new financial year than with a mutually beneficial partnership with an iconic brand like the Penrith Panthers.

The remainder of the 2010 season is an ideal time to experience the benefits of sponsorship first hand. With the on-field success of the Panthers at present, there is no better time to talk to our Marketing team about how we can work together to drive your sponsorship dollar further.

July is significant as many businesses review their overall spend across the previous financial year.

Opportunities for the second half of 2010 include signage at CUA Stadium Penrith, Corporate Hospitality (Corporate Boxes and our Chairman’s Club Lounge), branding of the Pink Panthers Cheersquad, TVC’s and Ground Announcements and Corporate Networking Events.

The beginning of 2010/2011 provides the perfect platform for your key decision makers to look at more effective means of achieving your marketing and budgetary objectives. And what better way to kick start

There is the added potential of a few more senior properties entering the market for 2011 including sleeve sponsorship, branding of our National Youth Cup team, and Stadium naming rights. G

48 GWP Magazines | Issue 31 | July / August 2010

If you’d like further information, make an enquiry today with the Sponsorship Team – Scott Hudson (scott.hudson@panthers.com.au) 0418 797 637 or Shane Skeen (shane. skeen@panthers.com.au) 0437 970 341.

We can tailor a package to suit your specific marketing and budgetary objectives and give you that competitive edge over your competitors.

By choosing to sponsor us, you are aligning your business and brand with one of this region’s most supported icons… the Penrith Panthers.

CORPORATE HOSPITALITY

r Turn a great match into an even greate experience, with a private or club box.

PRIVATE BOX

With room for 18 guests, your box seats will offer everything you need to ensure a fantastic match experience – including delicious appetisers, attractive beverage packages, signage opportunities, and your own private wait staff.

On arrival, you will receive superb cold appetisers, followed by hot canapés just before the start of the match. You will be served by your own personal waiter or waitress, and will also benefit from private cleaning and security staff.

Plus, you’ll notice that we’ve recently upgraded our club’s interior.

So you can be sure your guests feel right at home, with a sophisticated environment, warm service, and state-of-the-art facilities.

You’ll also get the exposure your business is after, with company signage displayed above your corporate box.

• 1 Game includes food package

= $2,500

• 4 Games (of your choice) includes food package

= $9,000

• 12 Games (season) includes food package

= $25,500

Packages exclude beverage options, please contact the Corporate Partnerships team to discuss your needs – (02) 4725 6413.

All prices include gst.

All boxes come with free parking, hostess etc.

GWP Magazines | Issue 31 | July / August 2010

49

Feature

Loxley on Bellbird Hill is Truly the Perfect Wedding Reception

By Paul Maher, Proprietor Loxley on Bellbird Hill

Loxley on Bellbird Hill is truly the perfect wedding reception and garden ceremony venue situated at the gateway of the Blue Mountains in the beautiful Hawkesbury Valley.

The established gardens with peaceful ponds, water lilies, mature trees and expansive views provide an ideal setting for an elegant garden ceremony or if you would prefer, perhaps one of the nearby historic churches. Either alternative will provide lasting memories for your special wedding day.

Loxley is the ideal wedding reception venue with the stunning Kauri wedding reception room with its timber-lined cathedral ceilings, elegant wrought iron light fittings, a sandstone fireplace, timber floors and French doors which open out to a wide, shady verandah with unsurpassed rural views to Sydney. All this creates a country style with a unique romantic ambience.

Afterwards for the bride and groom Chilled Champagne, Fresh Strawberries and Fine Chocolates will await you in your exclusive bridal suite featuring a four poster bed, a huge ensuite with double spa, and French doors leading to the verandah over Loxley’s rainforest overlooking the Blue Mountains and Hawkesbury Valley and beyond to Sydney.

50 GWP Magazines | Issue 31 | July / August 2010

Next morning start the first day of your marriage with a leisurely breakfast, relaxing and enjoying the views of the Hawkesbury Valley and Blue Mountains from “Loxley”.

Situated on acreage, Loxley on Bellbird Hill offers privacy and a boutique Country Style environment. Located only 1 hour from the Sydney CBD, 40 minutes from Parramatta, 30 minutes from Castle Hill and only 20 minutes from Penrith.

Accommodation in the Romantic Spa Chalets is also available for the bridal party or wedding guests.

With the assistance of our executive chef, we have designed an Exclusive Wedding Package and Classic Wedding Package for your special wedding day or, alternatively, we can design a wedding menu to suit your special requirements.

Feature

At Loxley on Bellbird Hill we are happy to assist you with all your wedding requirements and can recommend services that ensure that your day is a dream come true. G Loxley on Bellbird Hill 993 Bells Line of Road Kurrajong Hills, NSW P.O. Box 300
Kurrajong Hills, NSW, 2758 p | 02 4567 7711 f | 02 4567 8231 e | loxley@iprimus.com.au w | www.loxleyonbellbirdhill.com.au

GWP Magazines | Issue 31 | July / August 2010

51

Feature

GWP Media – The New Marketing Paradigm: Something Completely Different

by Daniel Moisyeyev, Business Development Executive - GWP Media

Here, at GWP Media, we are always trying a fresh approach to promote our brand, our customers, their products and their services. Our latest experiment was a very unique, very controversial and very successful campaign with GWP Media Girls. We crashed the surroundings of the most popular cafe districts in Norwest Business Park, Macquarie Business Park and Martin Place, and the Sydney CBD at lunchtime with our magazines and energy drinks generously provided by our Project Partner PimpJuice. Our girls were proactive and energetically approached a wide range of business people with the goal to introduce our Business Resource & Lifestyle magazine empowered with a can of PimpJuice energy drink.

How did we go about this?

Our campaign was in fact a carefully planned branding exercise for the Business Resource & Lifestyle Magazine and PimpJuice energy drink. We used an element of surprise to create a buzz – we’ve done something nobody else in our industry would dare to try and it worked.

We also had alternate motives to this campaign. We wanted to see how many persons out of a random sample of corporate business people were in fact aware of our magazine (which could be picked up on a complimentary basis literally several feet away from where the girls were doing the promotion) and to measure the reaction in different parts of Sydney to our campaign.

The Days We ran the promotion for a total of 4 days with 2 days being in Norwest Business Park.

Day #1: Sydney CBD (Martin Place) – 06.04.2010 Days #2 and #3: Norwest Business Park (Lexington Corporate) - 04/05/10, 06/05/10 Day #3: Macquarie Business Park (Eden Park) - 07/05/10

52 GWP Magazines | Issue 31 | July / August 2010

Day #1: Sydney CBD (Martin Place) The Sydney CBD was the first place chosen.

It was deemed to be the most popular place at lunch time with an expected wide variety of business people. We had predicted the most contacts would be generated here due to the scale of the crowds; however, we predicted that the busy CBD environment that employees have to deal with on a dayto-day basis could create a mental barrier that would cause some difficulty for us.

Our girls started approaching people at noon.

There was never a shortage of business people to approach – the numbers of potential clients were simply overwhelming.

The results were pretty even. Our girls have managed to gain a lot of interest due to the sheer volume of people approached, but quite a number of the city businessmen were

Feature

We then started approaching people at lunchtime just like in the Sydney CBD and received a far more positive response.

People showed much more interest and demonstrated a much more easy-going nature. There was much more appreciation and little intolerance shown.

Some interesting comments were noted.

A lady walked past with a colleague who

Park location where the promotion ran had 3 of our magazine stands and was in a relatively isolated location. We assumed the majority of people having lunch there do so every day.

The response could most accurately be described as a balance between the Sydney CBD and Norwest Business Park. There was a significant amount of positive attention paid to us mixed with a little cynicism. There needed to be little work done as a lot of people approached us without any effort on our part and took initiative to find out what we had to offer. …to summarise We can sum up by saying our campaign has achieved what we wanted: we have raised awareness, observed and measured response and reinforced our presence in selected business hubs. We have received quite a number of positive comments from our clients in the weeks following the campaigns and have found they felt reassured of our ability to bring fresh and exciting approaches to marketing.

GWP Media would like to thank PimpJuice for participating in our event by supplying us with PimpJuice energy drinks and promotional t-shirts. There is no doubt it was a great event with lovely girls, tasty drink and a smart magazine. G

disinterested in what we had to offer, and few had more than a few seconds to spare.

Days #2 and #3: Norwest Business Park (Lexington Corporate) Norwest Business Park was our second choice for our campaign. At first glance, the Norwest Business Park is the antithesis of the Sydney CBD with its quiet, easy-going and relaxed atmosphere. Our magazine is already well known there and is readily available in the nearby Brothers Cafe free of charge.We assumed that most of the people walking around were employees or managers of local businesses and had already at least glanced over the magazine.

commented that our advertising campaign was more suited to a fitness studio than a business magazine. That was fair enough and there may be some truth to it – but before long we received great feedback from a few of our Norwest-based clients who spotted our experiment. They knew that if they have noticed us, then others did too and they were right. We were there and others weren’t – and that’s what made the difference.

Day #4: Macquarie Business Park (Eden Park) Macquarie Business Park carries a similar atmosphere to Norwest Business Park albeit for a larger corporate mix. The Eden

If you have any comments or interest in such events, please do not hesitate to contact us.

GWP Media p | 02 8090 1730 e | Daniel@gwpmagazine.com.au w | www.gwpmedia.com.au

GWP MEDIA

TM

GWP Magazines | Issue 31 | July / August 2010

53

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155 - 161 Main St Blacktown GWP Magazines | Issue 31 | July / August 2010 56 LNT0018.

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