GWP Magazines, Business Resource & Lifestyle Issue #33

GWP M a g a z i n e s ®

SYDNEY - Issue 33

| November / december 2010

Publisher’s Guest:

Mayor Mike Thomas

Geoff Wearne, GM Commonwealth Bank of Australia: A True Australian Icon

GWP Magazines | Issue 33 | November / December 2010

In Norwest, weâ&#x20AC;&#x2122;re growing our business to help you grow yours. Our growing business banking team share one thing â&#x20AC;&#x201C; they combine local expertise and knowledge to succeed and meet your business banking requirements. To put our team to work for your business, give us a call today. Rob Darroch Executive Manager 02 9849 6240 Sandeep Grover Executive Manager 02 8314 0582

Commonwealth Bank of Australia ABN 48 123 123 124. 4

GWP Magazines | Issue 33 | November / December 2010

CONTENTS

CONTENTS 48

8 Cover Story 8

Commonwealth Bank of Australia: A True Australian Icon Larry Woldenberg

Publisher’s Guest Mike Thomas, Mayor of The Hills Shire Council

Military Injustice Charlie Lynn

Regulars

Business Advice

Lifestyle

5 Ways to Generate More Leads from Your Website Scott Tyler

Temporary Staffing Hits all Time High Edward Knight

Without a Travel Management Company, You are on Your Own! Freddy Mikhael

Your Business Bucket List for 2011 Tony Eades

Leonay’s Emu Sports Club Continues to Surprise Larry Woldenberg

4 Ways to Improve Your Business Today John Hagerty

Regulars Political Agenda

Telecom

The New World Order of the New Free World Angry Anderson

Parramatta – The Next Battle Ground Robyn Preston

Tell Your Boss Your Want to Work Close to Home

Business Advice

The Future of Commercial Property in Parramatta’s CBD Bruce Mills

Is Your Business at the Top of its Game? Adam Goldstien

Volunteering: Mile Wide and Inch Deep? John Waters

Cost Effective Print Management David Borg

Business Chamber Chatswood Chamber of Commerce Stig Falster

3 Reasons Why You Should Consider a Thermal Termite Inspection Bruce Gow

A Changing of The Guard Rod Dalton

Check Out that Serviced Office Place Hugh Kelly

Make Sponsorship a Part of Your Marketing Mix in 2011 Shannon Donato

How to Work with Your Spouse Without Getting Divorced Book Review

Article Contribution is a Necessary Part of Your Marketing Campaign Daniel Moisyeyev

Lifestyle Pretty in Pink! Robert Cliff Catering for Love, Learning and Leisure Paul Maher

The Best European Cuisine Experience Peter Dimbrowsky

Features

Business Goes Wireless Steve Sebbes

Government

Are You Preparing Your Office for a 64% Increase in Electricity Costs? Ian Fry

Classifieds

GWP Magazines | Issue 33 | November / December 2010

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

Dmitry Greku - Editor and Publisher - GWP Magazines®

Common Sense – Where the Bloody Hell are You? This is an obviously rhetorical question and I am not holding my breath expecting Mrs or Mr Common Sense to purchase a tour and visit our country in the near future.

National Broadband Network. Are you aware that a household may have to pay $3000* for an internet connection according to the electrical industry experts? Will you?

After a long and difficult electoral pregnancy we, the electorate, gave birth to a delusional baby, which we now call an Australian Government. Some say it will be dead soon. This is no shocking surprise – the baby is not very healthy to be honest. First of all, it has several heads. One thinks it is still a PM, another one is “not good at these things”. Just for the sake of curiosity, which things is it good at? The third head can’t wait to chop the first two off and become the one.

The Government paid $5.4 Mil in fines to people who illegally broke into the country.

This baby is now surrounded by many mutant friends – even more delusional little helpers. They have an ugly, unhealthy green skin and spew their red nasty ideas all over the place all the time.

Carbon Tax. What Carbon? What Tax? The delusional and hypocritical climate change warriors drive V8s while we get to pay our electricity bills. Please don’t get me started here.

Let’s have a look at some things this union of political mutants has done and plans to do in the future:

Unfortunately and sadly it’s only a tip of the iceberg. There are a lot of examples when whole nations have been thrown into chaos for decades because of the delusional mind of the minority. Is there anything wrong with the fact that the current government has received 700,000 votes less than the current opposition? Of course not, the accumulation of power is the ultimate goal and a satisfaction of their own selfish egoic needs.

The PM invites the Leader of the Opposition for a tour (!) – is the PM lost and frustrated or is it a simple setup or both? It was always common sense for politicians from a lot of countries to keep their plans to visit war zones classified. Unfortunately, our PM clearly doesn’t care about the health and life of her political opponent as well as Australian soldiers by simply using them for her cheap political tricks.

GWP Magazines | Issue 33 | November / December 2010

Australian military personnel is getting moved out from their homes to clear more space to accommodate more criminals coming from overseas. I don’t understand why wealthy people ($5.4 Mil) require free accommodation. Three diggers are charged for protecting their country and serving its people.

Contributing Writers: Charlie Lynn Angry Anderson Robyn Preston Adam Goldstien Scott Tyler Steve Sebbes Shannon Donato Paul Maher John Watters Robert Cliff John Hagerty Ian Fry Daniel Moisyeyev Tony Eades Hugh Kelly Freddy Mikhael Rod Dalton Peter Dimbrowsky Bruce Gow Stig Falster Edward Knight Bruce Mills David Borg 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 Media® 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

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.

Peace man. And who cares? Bloody hell! *The Australian, August 21, 2010

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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Penrith Emu Sports Club

Gordon SP Resources

Baulkham Hills CBA Branch - Stockland Mall

Dee Why Pizza Place

GWP Magazines | Issue 33 | November / December 2010

Eastwood NSW - 2005 Exterior

Hornsby NSW - 1976 Exterior Hornsby NSW - 1932 Exterior

GWP Magazines | Issue 33 | November / December 2010

great australian BRAND The inside of the Commonwealth Bank’s Parramatta branch in 1959

The Parramatta Commonwealth Bank branch, as it appeared in 1969

Commonwealth Bank of Australia: A

T r u e

A u stral i an

Icon By Larry Woldenberg

In this issue Business and Resource & Lifestyle looks at one of our most famous business institutions — the Commonwealth Bank of Australia (CBA). Today it ranks second in most profitable Australian Companies with sales of $31.8 billion and profits of $3.8 billion (Forbes Global 2000 list for 2010). What follows is a brief history and overview based on research and an interview with CBA’s Geoff Wearne, General Manager, Corporate, for NSW and ACT.

Most people would be unaware of the fact that in 2011 the Commonwealth Bank will celebrate its 100th year of existence. It was first set up by the Australian Government who created it under the Commonwealth Bank Act of 1911, setting it up to transact both savings and general (trading) bank business. To make it work, it had the security of an exclusive Federal Government guarantee. The Australian Colonies had only federated in 1901. That Act had been created by the British Parliament and signed by Queen

Victoria. It came into effect on 1st January of that year as the colonies of New South Wales, Victoria, South Australia, Queensland, and Tasmania became united and known as the “Commonwealth of Australia”. So creating a national bank was a big step for the new government. Probably no one realised at the time just how big it would become. But over the succeeding decades many State Government banks established in the 19th century were amalgamated into the Commonwealth Bank. For example, the State

GWP Magazines | Issue 33 | November / December 2010

as the men volunteered to serve abroad, the women began working in areas previously closed to them. Another milestone was the 1916 re-location of CBA’s headquarters to a newly-built premises on the corner of Pitt Street and Martin Place, Sydney. This building then served as a model for the bank’s tin money boxes so popular with Australian homes over the years. Then in 1990 the headquarters moved to their present location at 48 Martin Place.

CBA staff participating in a four-day research trip to Heron Island, looking at how to minimise the impact of climate change on the Great Barrier Reef as part of the ZooX program.

Banks in Tasmania and Queensland merged their customer bases with the Federal Bank in 1912 and 1920 respectively. The first CBA office didn’t actually open its doors until 15 July 1912. Andrew Fisher’s Labor Government appointed the first Governor, Mr (later Sir) Denison Miller, to head a staff of twelve employees. At this stage there was only one branch located at 317 Collins Street in Melbourne, but through 489 State post offices, agencies sprang up all over Victoria. This was soon followed with capital city branches and postal agencies all over across Australia as the other States followed the Victorian model in the succeeding year. This arrangement with continues to this day.

Australia

Post

Originally these CBA branches and agencies only functioned as savings banks. The general banking department opened on 20 January 1913, some six months later. Now CBA could function as a business bank. At that time no other institution in Australia operated as both a savings and general trading bank. World War One (1914-18) spurred the growth of the bank. As the Federal Government’s banker, Commonwealth Bank grew on the strength of the significant funds raised

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through the War Loans and Peace Loans of that time. Loans were organised for primary production including farming, fishing, mining, forestry, etc., as well as for the merchant shipping fleet. It also provided regular banking services to thousands of servicemen both home and abroad as well as having its capabilities in export financing enhanced by all the trading instruments it generated to facilitate the export of primary produce to Great Britain. Like other industries, the war also provided an opportunity for the advance of women, for

When the bank’s Governor, Denison Miller, died in office in 1923 it served as a catalyst to change the management structure. So in the following year his office was replaced by a newly established Commonwealth Bank Board. This made sense in light of the bank’s ever-increasing services. Now the bank was already assuming responsibility for the issue of Australian bank notes and was beginning to act as a central bank. Thus, it became the precursor for the Reserve Bank of Australia later formed in 1960. The CBA by now was heavily involved in infrastructure financing (roads, ports, bridges, etc.) through its relationship with some 60 local councils across the nation. Then in 1925 it established its Rural Financing department to enable farmers to obtain short

great australian BRAND

CBA is targeting the emerging Asian markets of Indonesia, China, India and Vietnam. A CBA branch opened in Shanghai in March 2010 and the North Asia office is to be relocated from Hong Kong to Shanghai at the end of the calendar year to grow the Bankâ&#x20AC;&#x2122;s presence in China. In October 2010 an Executive General Manager (EGM) China was appointed to head the new division, based in Shanghai, China.

term financing to market their produce. This continues through to present time. The Great Depression saw a pullback in financing as industry and infrastructure investment disappeared. But this reversed itself in the pre-war years of 1932-39. In the preceding year of 1931 the State Bank of Western Australia as well as that of New South Wales amalgamated with the Commonwealth Bank. This broadened their retail operations into banking chambers versus post office agencies. The Second World War (1939-1945) extended the CBAâ&#x20AC;&#x2122;s Central Bank role as the Federal Government sought to expand the economy. Then, when the War ended, the CBA further enhanced its business banking operations so that it functioned in direct competition with the private banks. It also played a major role in the post-war reconstruction by offering to help new settlers as part of the massive immigration program that began in the late 1940s.

CBAâ&#x20AC;&#x2122;s Start Smart programs have reached over 120,000 school students since their inception in 2007. Through Start Smart, CBA teaches students how to manage money.

GWP Magazines | Issue 33 | November / December 2010

By then it got involved in housing construction and industrial development as a general bank division was established with special facilities to create financing in these areas. Home loans were now being offered for the first time as of 1946. There was also the rapid multiplication of new branches and agencies to cater to the immense increase and spread of population. Continuing wartime restrictions and a shortage of building materials meant many prefabricated structures were used. A Migrant Information Service within the bank was formed as well to assist migrants. By the end of the 1950s, controversy over the bank’s dual functions as a central bank on the one hand and a trading/savings bank on the other came to a head. Legislative changes in the form of the Commonwealth Banks Act 1959 and the Reserve Bank Act 1959 formally divided the two operations. The Reserve Bank of Australia was established on 14 January 1960 as the successor in law of the Commonwealth Bank, assuming control of all central banking activities. The remaining functions (trading/savings bank activities), together with the newly constituted Commonwealth Development Bank, became the Commonwealth Banking Corporation. While the Commonwealth Bank shed its Central Bank role it did diversify into other areas. Between 1960 and 1984 as Australia grew the Bank took on more services across a broad range of sectors. These included export financing, foreign exchange, offshore lending and international banking. Personal loans were also introduced. During the 1970s the Bank also expanded into the fields of home insurance and travel as well as managed investments and life insurance forming subsidiaries such as Commonwealth Life Ltd to accomplish these ends. There were many banking innovations coming into play as well. Mechanisation had gradually replaced the traditional hand posting methods in use since the Bank’s foundation. In 1969 the “Black Light” Signature System was introduced which recorded invisible signatures in passbooks enabling withdrawals at branches other than the customer’s own branch without making prior arrangements. Computers started to change the way internal processes, telling facilities and routine operations were conducted. By 1985 an

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Commonwealth Bank staff learn about the culture of the Yolngu people of Northeast Arnhem Land.

Commonwealth Bank was the founding partner of the One Laptop per Child program, through which over 1,500 laptops have been provided to children in remote communities

online computer network was installed. Then plastic credit and debit cards were introduced starting with the launch of Bankcard in 1974 to be followed by Keycard in 1981. The Bank also became affiliated with Visa International and Master Charge in 1979. By 1981 automatic telling machines (ATMs) beginning with Autobank were introduced. This was followed by EFTPOS (Electronic Funds Transfer at Point of Sale) which commenced in 1984. Then in the following year electronic home and office banking became available. While the Bank handed over its networks in Papua New Guinea (1974) and the Solomon Islands (1981) to their respective local governments, it was also opening up representative offices in New York, Tokyo and Singapore. And in 1989 the Bank acquired a 75 per cent share in the New Zealand-based ASB Bank Ltd which later became 100 per cent. Then in 1984 the Australian Government opened up the financial system through de-regulation and by floating the Australia dollar on international currency markets. This allowed foreign banks into Australia but it also opened up the possibility of converting the Bank from a government-owned entity

into a public company. Finally in 1990 restructuring legislation converted the Bank from a statutory authority to a public company with conventional share capital and part-Government ownership. The following year it became a public company with share capital and was fully privatised in three stages from 1991 until July 1996. This became one of Australia’s most successful share offerings. In July / August 1991 an offer of newly issued shares in the Bank was made to the public. 230 million shares, comprising 30 per cent of its voting shares, were issued on 12 September 1991 at an issue price of $5.40. This was followed in 1993 by an issuance of 178 million shares at $9.35 for all retail investors and $9.60 for institutional investors. Finally, in 1996 the balance was sold in two installments of $6 and $4.45. All told CBA has 1,548,737,374 shares on issue (updated on 2 July 2010). The best news is that as of the writing of this article, the current share price is $51.10. People get excited when their houses go up by 2-3 times in price over a few decades. Well investors lucky enough to participate in this share offering have seen their investment

great australian BRAND go up by a factor of between five and ten times making this one of Australia’s best success stories.

partnership with Aussie Home Loans and purchasing Wizard Home Loans. Currently, CBA owns a 33 per cent stake in Aussie.

Technological advances have further enhanced the Bank. The Maestro and Cirrus services were introduced in April 1993 enabling worldwide EFTPOS, keycard and credit card transactions. Then in 1995 the Bank’s internet site was launched followed by Netbank, a totally online service, in 1997. This offered 24-hour internet transaction banking services.

Internationally CBA has been slower to expand, preferring joint ventures to outright acquisitions. Presently it has retail banks in New Zealand (ASB Bank), Indonesia (PT Bank Commonwealth), and China (11 per cent of Jinan City Commercial Bank and 19.9 per cent of Hangzhou City Commercial Bank).

Another fabulously successful innovation occurred in 1995 when CBA established its online stock brokerage firm known as CommSec. Initially it was a telephonebased service that started in 1993, but by 2003 85 per cent of its brokerage business was online. Its low cost to investors made it another phenomenal growth story as it evolved to become the nation’s largest discount brokerage service with 50 per cent market share. All banks seek to widen their customer base. CBA in the early 1990s split its Retail Banking into Business Banking and Personal Banking. As services broadened to include insurance, funds management and related products and services, the Bank then became a financial services institution in the broadest sense. This was greatly enhanced when it acquired the highly touted Colonial Group of companies with its well-established asset management capability. By 2002 CBA was offering managed funds, superannuation and insurance products as well as the support of third party financial planners. Along with this was the establishment of Business Banking Centres around Australia. This service innovation included the development of private banking for wealthier customers who are often also business owners and executives.

There are CBA bank branches in London, New York, Tokyo, Singapore, Hong Kong and Auckland as well as wholly owned life insurance operations in New Zealand (Sovereign Insurance). It also has joint venture life insurance businesses in Indonesia (Astra CMG), China (China Life CMG) and Vietnam (Bao Minh CMG). First State funds management businesses operate as well in Hong Kong, Singapore, London, Fiji, China and Indonesia. There are also CBA representative offices in Beijing, Shanghai, Hanoi and Bangalore. G

CBA’s Asian growth strategy Vietnam Bao Minh CMG Vietnam was sold to Dai-Ichi Mutual Life Insurance Company of Japan in January 2007. A branch was opened in Ho Chi Minh City in August, 2008 and in September 2010 the CBA Group and Vietnam International Bank (VIB) completed arrangements for a 15% stake in VIB with a later request for a 20% interest. VIB is one of the top 8 Joint Stock Banks in Vietnam and operates 117 branches and transaction offices across Vietnam. India In August 2010 a CBA branch was opened in Mumbai, India as a step towards creating a commercial banking business there. China A CBA branch opened in Shanghai in March 2010 and the North Asia office is to be relocated from Hong Kong to Shanghai at the end of the calendar year as it is the Bank’s strategy to grow the Bank’s presence in China. In October, 2010 an Executive General Manager (EGM) China was appointed to head the new division, based in Shanghai, China. Indonesia PT Bank Indonesia began its operations in Indonesia in 1990 and in 2007 completed the Group’s first merger in Asia with the acquisition of Bank Arta Niaga Kencana (Bank ANK) which resulted in the doubling staff and the retail branch network. The Bank has continued to grow with new branches and services. PT Astra Jardine CMG was established in October 1992 as a 50-50 joint venture life insurance company. In 2007 the CBA Group increased its share to 80% partnering with an Indonesian company PT Gala Arta Jaya. The company was renamed Commonwealth Life.

Another important development was the removal of the majority of processing functions from branches which gave Bank personnel the opportunity to focus exclusively on customer service and sales. This was accentuated when Ralph Norris took over as CEO when in 2005 customer service became a strategic priority. When the financial crisis first developed there was a large consolidation in the banking industry. CBA took full advantage of this by acquiring BankWest and St Andrew’s Insurances from HBOS, entering into joint

GWP Magazines | Issue 33 | November / December 2010

Publisherâ&#x20AC;&#x2122;s GUEST

Publisherâ&#x20AC;&#x2122;s Guest

Mike Thomas Mayor of The Hills Shire Council with Dmitry Greku, Publisher/Editor, GWP Magazines.

Mayor of The Hills Shire, Clr Mike Thomas is a Finance Manager in the telecommunications industry. He has been a Hills Shire councillor for seven years as well as Chairman for the Audit Committee of The Hills Shire Council and Chairman for the Governance and Community Services Task Group. Mayor Thomas lives in Castle Hill with his wife Linda and their four children. His qualifications are Bachelor of Business (Majors in Accounting and Economics), Master of Business Administration, Master of Economics, CPA. He has been an active member of the Liberal Party for almost 25 years. DG: What are your expectations for our old/new Federal Government? Should we expect more funding for our railways, roads and infrastructure? MT: The Federal Government can have a significant impact on business. Will this government follow the time proven successful model of the Howard years of reduced costs and regulation? Or will they cripple Australia with burdensome bureaucracy, regulation and taxation? Unfortunately, all the signs are pointing clearly to the latter direction. I hope there are those in Government who will take on a leadership role and identify the terrible consequences to Australia if they pursue this course. Council will always continue to advocate for further infrastructure funding in order to continue to grow the Sydney Hills. We are a centre of business excellence. As we continue to grow and attract more employees and business expansion, we must have improved

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Publisher’s GUEST

transport infrastructure. Our roads are in crisis. Motorists spend too much time in gridlocked traffic. This is real waste. Cars are burning fuel but getting nowhere. Families are spending too much time unproductively on the roads. We must have significant investment in roads. I will continue to lobby for the much-needed North West Rail line. The State Government needs to start making changes today, not tomorrow. We encourage the State and Federal Government to reassess its priorities. They need to focus their funding on key services and real infrastructure and they need to start doing this now. DG: As far as I’m aware Council has got massive plans to upgrade the area. Do you have your own extensions to these plans or will you stick to the agenda?

watching very carefully where your money is being spent to bring about the best outcomes for our community. However, it is wonderful to see that the economy in the Hills has been booming this year and I’m proud to see that total sales by local companies in the Sydney Hills have almost doubled from 9.8 billion to 17.1 billion over the past three years. If your Council puts in place the conditions that will attract businesses, they will develop the area themselves without the need for Council to take on this risky role.

Government cannot, and should not, take on the role of business. Council needs to ensure there is adequate infrastructure. The state of our roads and transport is clearly depressing business in our Shire. Providing adequate infrastructure takes money and lots of it. As a Council we are careful in our operating expenses so we can fund our infrastructure without resorting to borrowing. We encourage all levels of Government to follow this sensible, prudent approach. We encourage them to contribute to the development of this great State and this wonderful Shire in particular and to develop our infrastructure.

We need to take away unnecessary costs and Councils need to make an environment that is attractive to business while maintaining a stance that Government cannot, and should not, take on the role of business.

MT: Council simply does not have the resources to develop a town centre on its own. I am very sure the community does not want its Council taking on this role of developer, putting its finances at risk. At this time Council is carefully reviewing its figures. I understand some may want shiny new buildings; however, we can’t afford to have this put key services and infrastructure at risk. My first priority as newly appointed Mayor to The Hills Shire will be to ensure that we are extremely prudent with our operating expenses. I am focused on looking out for your best interests as the ratepayer. I have made a promise to residents that I will be

DG: What plans as a new Mayor do you have to boost the local economy? MT: I will be concentrating on maintaining an economy that is strong through financial prudence and sound governance. We want to be an area that is attractive to business and attractive to investors. We need to take away unnecessary costs and Councils need to make an environment that is attractive to business while maintaining a stance that

DG: What message would you like to send as a new Mayor to Business Resource & Lifestyle’s business audience?

MT: Our businesses can be sure they have a friend in their Council. I am a strong advocate for business in the Sydney Hills. The opportunities and growth potential here is secondto-none. Western Sydney is home to over 200,000 businesses and here in the Sydney Hills we are growing all the time. We represent a strong knowledgebased economy that generated over $17 billion in 2009 and is growing all the time. I plan to boost our local economy through less bureaucracy and more choice for businesses, plus we will always continue to advocate for better infrastructure.Your Council is committed to putting in place the conditions that will attract businesses and promote their growth. G

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Political Agenda

The Hon. Charlie Lynn - Member of the Legislative Council

Military Injustice In 109 years of combat since Federation not a single Australian serviceman has ever been charged with manslaughter whilst on a combat mission. Until now.

More than one and half million Australians have served in our armed forces since our Anzacs first landed on the beaches of Gallipoli on 25 April 1915. Of these, over 100,000 were killed in action and more than 200,000 were wounded. Our troops have fought for freedom in Europe, the Middle East, Africa, Burma, Papua New Guinea, Korea, Malaya, Vietnam, Iraq and Afghanistan. During these conflicts Australian soldiers were captured, beheaded, executed by firing squads, mercilessly beaten and starved to death. Their bodies were brutalised and cannibalised on the battlefield. Thousands simply ‘disappeared’. None of our enemies amongst the Nazis, communists, socialists, imperialists and terrorists subscribed to or honoured any humane conventions of war. Up till the Vietnam War our enemies could be distinguished by the uniforms they wore, the formations they belonged to, and the barracks they lived in. This all changed on September 11, 2001, when radical Islamic terrorists hijacked civilian airliners and flew them into the World Trade Centre in New York killing thousands of unsuspecting innocents. Soon after, 88 Australian holiday-makers were among 200 civilians killed by Islamic terrorists in Bali. The war against terror was declared and Australia committed troops to a Western alliance led by the United States. It is a war of intelligence, hearts and minds, suicide bombers and duplicitous agents. There is no peace for our diggers in this

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environment. Everybody they meet, man, woman and child, is a potential killer. Every second person has an AK47 assault rifle. None of them wear a uniform. Many of them work for the Allies by day and the Taliban by night. They have no rules. No humane conventions. They are willing to sacrifice their own women and children in support of their radical cause. The insurgents, aware of the lessons of Vietnam, know the war will not be won on the battlefield. It will be won via Western sympathisers and appeasers in academia, the commentariat and left-wing political fronts such as the Greens.

immune to change as it must deal with modern complexities of human nature in a progressive social environment. However it must be capable of dealing with cases in a timely manner and be fair in the eyes of those in the services. The decision to replace the military system of courts martial with an Australian Military Court under the jurisdiction of the Federal Court system in 2007 has more to do with political correctness than military justice. The establishment of an Office of Military Prosecutions independent of the Defence Force Command and Control system and the National Parliament is a vote of no confidence in our profession of arms.

Combat in this complex environment requires the highest standards of training and operational readiness. Leadership, teamwork, personal courage and the ability to make split-second decisions are integral

Australia’s membership of the International Criminal Court without any protective clause for our servicemen and women serving overseas is a betrayal of our national duty of care. The decision to bring manslaughter

They are willing to sacrifice their own women and children in support of their radical cause. to mission success. The Taliban’s skilful use of propaganda requires strict Rules of Engagement to minimise the risk of bad publicity. Running parallel to the war against terror in Afghanistan is a political war of words over our military justice system in Canberra. The historic decision to charge three of our Special Force commandos with manslaughter is a result of a transfer of power to civilian legal supremos in the rarefied air of our national capital. The military justice system which is based on judgement by peers who have empathy for combat situations has stood the test of time. Nobody would argue it should be

charges against three commandos doing what they were sent to Afghanistan to do is a travesty of justice. Politicians should be banned from attending military funerals unless the charges are withdrawn, because the negative impact on soldiers’ morale will have tragic consequences on the battlefield. G For more topics and to contact Charlie Lynn, please visit www.charlielynn.com.au/blog/

GWP Magazines | Issue 33 | November / December 2010

Political Agenda

By Angry Anderson

The New World Order of the New Free World Do we really think that this present government is about the people, for the people, of the people? Do we really believe that this push for a Tax on Carbon Pollution is about anything but raising more revenue for the government and the United Nations in league with the international banks using the “New World Order” as a blueprint for the Globalisation of the New Free World?

Are we so naive that we have ignored those warnings written about, not so long ago, by the likes of Toffler and his ilk about how these unseen people will have to come up with more and more ways to separate us from our hard earned cash? I, for one, do not believe in this transparent lie of global warming - global warming created by us the population. Talking of population, why isn’t anyone talking about that as an issue related to this matter - the world is overpopulated but is anyone talking about reducing or slowing the population growth as a measure to slow this so called warming? No they aren’t! Is anyone talking of cancelling the debts of poorer nations as a way of influencing them to cease their annihilation of old growth forests? These are far better ways to help the planet than the further taxing of our already over taxed hardworking taxpayers who are struggling to make ends meet. After all, it wasn’t our idea to use carbon-based fuel. It was “Their” idea. I don’t remember the rank and file ever being asked: “Which fuel do you want to use to supply your electricity?” When do we start talking about the reality of using nuclear power? This alone,

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properly managed, could be a solution. Please let us not forget recent history. It has been, so therefore still is, a fact that we are cutting down way too many trees and replanting far too few. This fact alone has been conspicuous by its absence from the pages of our press and from the rhetoric of our present government. Locally it is a disaster on many levels, globally the same. David Suzuki once said that to be a productive citizen of the world we should think globally and act locally. This is what we need to do now, to even begin to address issues that do now affect us and

we be doing much more research on the subject to get it right than has been done to date when hasty pushes towards a costly solution are seemingly our only option. I get suspicious. Who is pushing so hard? Gee, it’s big business cleverly or not so cleverly disguised as “do gooders”. This has been pointed out in emails that have been circulating in recent times worth investigating. Wouldn’t be the first time the international banking cartels have duped and enlisted the young and outraged to do their dirty work whilst preying on the fears of the older working population threatening them with their mortgage and livelihood,

The world is overpopulated but is anyone talking about reducing or slowing the population growth will affect us for years to come. The World was created by the perfect hand and prolific forests were always integral to the quality of life on this planet; I am suspicious of the attempt to take our focus away from such obvious problems as rampant logging of old growth forest and replacing them with new less understood but seemingly “hipper” subject matter. If, as history has shown, our planet undergoes cycles of warming and cooling naturally, shouldn’t

keeping us distracted with issues, like trying to educate our kids and keeping a roof over our heads, while they plot and scheme to fleece yet more of our money away from us. G

For your feedback please contact Angry at: e | angryanderson@gwpmagazine.com.au

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Political Agenda

Councillor Robyn Preston

Parramatta – The Next Battle Ground It has been a while since I have graced the pages of GWP Magazine but it is great to be back for this issue. Much of my time is spent in the political environment these days – as a Liberal Councillor in local government and more recently as a Liberal candidate for pre-selection for the state seat of Parramatta.

Ten years ago I became more than casually interested in politics via my good friend Charlie Lynn MLC. Through Charlie I learned about the values of the Liberal party and I knew they were totally aligned with mine – it was a clear choice, so I joined the party. Much has happened in politics since then and as I see this State sink deeper and deeper into a cesspool of corruption, infested with broken promises and irresponsible spending, I know that the future of New South Wales under a Keneally Labor government is that it has no future! For 14 years I have worked in Parramatta and watched the steady decay of our living standards. The decline in the public health system since Labor was elected in 1995 means there are now 2,599 fewer hospital beds in New South Wales. Fifty percent of the patients at Westmead Hospital’s emergency department are waiting longer than eight hours to be admitted. In the last year the surgery waiting list at Westmead Hospital has grown by 232 with 1,503 patients now waiting for surgery. An O’Farrell Liberal Government will provide more medical staff at ground level, restore the decision-making power of Hospital General Managers and give authority back to expert clinicians.

20 GWP Magazines | Issue 33 | November / December 2010

Infrastructure is another disappointment for the people of Parramatta. Will the Gillard government honour their election promise to invest $2.1 billion in building the 14 kilometres of track needed for the Parramatta to Epping rail link? Parramatta has been waiting since 1998 when Labor first promised this. It’s not just the public transport that weighs heavily on my mind. Consider the local motorists simply trying to move around the suburbs as they work. The lost man hours as a “tradie” sits in traffic instead of being on the work site can add unnecessary cost to a business’s bottom line. What about the Parramatta City Loop bus which carries 4,000 passengers a day? The two buses have been denied State

sadly it reinforces to me the contempt that the Keneally Labor Government has for the people of Parramatta. You see in the same breath, Labor was able to find funding for similar Loop bus projects in Wollongong and Newcastle but not Parramatta! The NSW Liberals will create The Integrated Transport Authority which will be responsible for transport policy including planning, infrastructure, fares, ticketing and customer information. It will ensure that different transport modes work together and that the interests of the travelling public are put first. Parramatta people work hard to improve the quality of life for themselves, their families and their communities. They expect government to do its part. The need

I know that the future of New South Wales under a Keneally Labor government is that it has no future! funding, instead relying on sponsorship by Parramatta City Council, Westfield and Parramatta Leagues Club. Now here was an opportunity for the State Labor member for Parramatta, Tanya Gadiel to show her support for the project. Not so, in fact she preferred to kick the Council by saying that “most constituents coming to her office complained about local government issues. Perhaps Council can clean up its own backyard and focus on some basics they need to deliver to ratepayers’’ she said. I think that is an appalling response, but

to feel safe when you walk about the streets of Parramatta and surrounding suburbs should be a right that every individual can enjoy. That’s why an O’Farrell Liberal government will provide more police on the ground and bring law and order back to the suburbs with a prevalent police presence. It’s about protecting our communities. The NSW Liberals want to get government focused on building a better life for the people of NSW. G

Your comments are welcome on: p | 0419 200 300 e | rapreston@bigpond.com

GWP Magazines | Issue 33 | November / December 2010

business ADVICE

Adam Goldstien, Wealth Adviser - Skeggs Goldstien Associates

Is Your Business at the Top of its Game? Running a successful business is no different in some ways to being an elite sports person. You need to not only work hard, but also closely with your professional advisers to ensure you and your business remains at the top of its game at all times.

planning for future business growth, development of new product lines or as a means to raise capital. However, many business owners develop a business plan that once completed sits on the shelf and gathers dust. The business plan should be a living document which is constantly updated as business conditions change.

So how can you ensure your business is at the top of its game?

We have found from our experience that a more robust planning tool is what we call a “Business Life Plan”. It is a comprehensive process that takes into account all available growth and succession options for a business to enable them to make informed decisions about their future no matter what stage of life the business is at.

1. Identify your most trusted adviser Far too many business owners spend their time working in the business and don’t spend enough time working on the business. To give your business the best chance of surviving and thriving in these challenging times, it is important to partner with a professional who has business expertise and the ability to understand all aspects of your personal and business life. This trusted adviser will provide advice and guidance on helping you achieve business and personal success. 2. U nderstanding the Value Drivers of your Business Understanding the key value drivers of your business will assist you in achieving best practice and ensuring your business is ready for sale at any time. Take some time to compare the 7 business value drivers below and compare them to a best practice business in your industry: • How efficient are their systems? • Lower degree of principal owner reliance? • Do they benchmark performance? • Are their products innovative and different to competitors? • Do they have motivated staff? • Do they have a documented succession plan? 3. Development of a Business Life Plan Business Plans are generally developed for a variety of reasons. These can include

22 GWP Magazines | Issue 33 | November / December 2010

Areas discussed and evaluated include: • Financial Performance • Owners plans, ambitions and expectations • A SWOT analysis • Current Business Valuation • Potential growth areas • Strengths of the management team • Succession plans and options • Comprehensive action plan 4. Development of a Succession Plan If your business is your major source of income and wealth, you must do all that you can to protect its current and future value. Succession planning tends not to become a priority until it is too late. Situations like ill health, a partnership dispute or a relationship breakdown can cause a once successful business to fail. Make sure you are in a position to control your succession by understanding the various exit options available. It is never too early for your succession to be addressed. 5. Understanding and engaging with your staff A good business is generally a reflection of the people working in it. Without good staff you will have difficulty growing your business and as a result the business will

remain owner reliant. This can have an adverse effect on the value of your business and any future succession plans. Therefore it is important to introduce a Program into your business that will help attract, retain, engage and motivate your staff so your succession plan is successful. 6. Implementation – who is going to keep you accountable? Business success all comes down to the success of your implementation. Keeping you accountable to your business and ensuring that the Business and Succession Plan is executed is one of the most important steps you can take. The establishment of an Advisory Board can provide accountability and ensure the business plan is being implemented through continual monitoring and updating. G

Skeggs Goldstien is fully equipped to provide business owners with all the necessary tools and accountability to drive a business forward from the development of a Business Life Plan to the implementation of the plan to ensure you achieve success. Please call us to arrange an initial obligation free consultation on how we can help you success in business. Skeggs Goldstien Associates p | 1300 753 447 e | admin@sgapl.com.au w | www.sgapl.com.au

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GWP Magazines | Issue 33 | November / December 2010

business ADVICE

Ian Fry - Frys Energywise

Are You Preparing Your Office for a 64% Increase in Electricity Costs? The Independent Pricing and Regulatory Tribunal (IPART), the New South Wales pricing regulator, has confirmed up to a 64 percent increase in electricity prices for NSW. The cost increases are due to the increasing costs associated with maintaining the energy networks and the Federal Governments’ Carbon Pollution Reduction Scheme (CPRS).

By 2013 the same type of business consuming the same amount of energy in the same state could see a up to a $3,000.00 difference in the cost of the electricity they use, purely depending on the Postcode they run their business in. It’s essential for business owners to take ownership of their energy bills and look to implement cost saving measures to reduce their energy usage. Reduce business costs and improve office energy efficiency through an energy assessment. One of the best ways to reduce your business costs is to arrange an energy assessment of your premises. Energy assessments can save your business energy and money – and can help the environment, too. So what actions may be considered during an energy assessment for business? Lighting New products on the market offer a significant reduction in power use while providing the same level of light. Most existing buildings can be retrofitted with these products. Another way to improve your energy efficiency is to install sensors, so that

24 GWP Magazines | Issue 33 | November / December 2010

lights only come on when people walk into the room and immediately turn off after they leave.

• Reducing consumption in energy and water costs with the introduction of the carbon emissions trading scheme.

Heating and cooling Heating and cooling will account for a large proportion of energy usage. Like lighting, air conditioning and heating systems can be modified to run in particular zones or at particular times by upgrading to a more efficient system.

And there are marketing benefits too Now more than ever, companies are finding that going green makes good marketing sense. As the urgency of climate change becomes more apparent companies and clients are looking to support green businesses and products.

Shading windows stops the hot summer sun and lessens your cooling requirements.

Organisations will achieve recognition by the community, including potential customers, by being environmentally responsible corporate citizens.

Computer monitors The newer LCD computer screens use about half the energy of the old cathode-ray tube monitors and don’t generate any heat at all, so replacing your old monitors can significantly reduce your energy costs and the cooling load for your air conditioning. Some of the financial benefits that could result from an energy assessment • Reduced expenditure on energy by reducing consumption or changing tariff or fuel type. • Reduced maintenance cost following improved utilisation of plant and optimisation in operation. • Saving in other costs like water charges, where demand is reduced. • Reduced capital expenditure where increased efficiency avoids the need for additional plant or supply capacity or makes possible accurate sizing of any replacement plant. • More productive use of labour where measures release staff for other duties through automated control systems. • Increased productivity where working conditions are improved by improved temperature levels, airflow, etc.

Up To $5,000.00 in Government Funding Available The NSW Government Energy Efficiency Program for Small Business offers up to $5,000.00 (incl. G.S.T.) for buying and installing energy efficient equipment. G

Don’t delay, contact Frys Energywise today about the improvements you can make to prepare your business for the increasing costs in electricity. Frys Energywise p | 02 9899 2825 e | getwise@frysenergywise.com.au w | www.frysenergywise.com.au

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GWP Magazines | Issue 33 | November / December 2010

business advice

John Watters, Executive Officer - Parramatta Schools Industry Partnership Inc

Volunteering: Mile Wide and Inch Deep? Whether it be a CSR initiative, team building task, educational requirement or political throw away line, volunteering is never too far away from the media spotlight. According to a variety of surveys, approximately half a million Australians volunteer annually. Interestingly, the number of people volunteering over the past five years has been steadily rising. Nonetheless, the total number of volunteer hours has remained the same. This in turn begs the question: if more people are volunteering, but the total number of hours remains stagnant, what is the level of volunteer engagement?

Perhaps the pinnacle event for volunteering occurred a decade ago. The success of the Sydney Olympic Games bid was largely based upon thousands of people willing to volunteer their time, energy and skills to collectively work together towards a common goal. In the years since the Games governments have recognised the collective power of volunteers. Indeed, many government bodies or authorities rely almost exclusively upon volunteers, and, with the bushfire season almost upon us, it won’t be long until we see media images reminding us of the importance of volunteers. Current IR legislation further supports both the social and economic advantages of volunteering. For many businesses willing to explore both the altruistic and marketing opportunities of volunteering, activities often revolve around one-off events such as a BBQ fundraiser or a trip to the local social welfare organisation to lend a hand. Don’t get me wrong, these are noble events and activities and people

26 GWP Magazines | Issue 33 | November / December 2010

should never be criticised for helping out. My team and I annually volunteer for a BBQ for the homeless. What I am suggesting, though, is wouldn’t it be more effective and sustainable to utilise the true skills of people who volunteer? For instance, you will often find me on the BBQ during such a day. To be honest, my culinary skills are poor at best. Do I like helping out during this day, sure do. Could I do this everyday; not likely. What I am suggesting (before I receive a barrage of critical emails) is that if there is a critical mass of people who honestly want to volunteer their time, energy and most importantly skills, then the greatest chance of sustainability, retention and success will be leveraged from people’s strengths.

The greatest outcomes can arise from the integrated planning of CSR and volunteering into the overall business strategy. A person who has a passion, for example, for accountancy or the law may be great on the BBQ with me, or maybe they would prefer to use their skills and passion to educate others. Maybe they would prefer a partnership that saw long-term, sustainable and tangible outcomes. Maybe they would become more engaged and remain volunteering for longer. Maybe this could be included into a strategic plan. Maybe

instead of spreading resources a mile wide and an inch deep, we could make a larger difference. G Partnership brokers help to build partnerships amongst business, education and community stakeholders to assist young people to stay actively engaged in education and to make the transition from school to further study, training and employment smoother. Collectively we work with more than 346 schools and 1100 businesses. To find out more about partnership opportunities, please do not hesitate to contact your local Partnership Broker listed below.

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GWP Magazines | Issue 33 | November / December 2010

business advice

David Borg, General Manager - Fuji Xerox Printers

Cost Effective Print Management Doing more with less is the mantra of small businesses. While the economic climate is improving, lessons from the GFC have been taken seriously by the SMB market. With cash flow presenting an ongoing issue for many smaller organisations, investments need to be carefully considered and should always demonstrate a solid return on investment. However, this ambitious thinking is not always applied when it comes to purchasing technology.

Instead of looking into the future and considering the technology features that will allow them to grow their business, business owners are often locked into the mentality that the lowest cost is always the best option. For example, a single function printer is often considered more affordable than a multifunction device when you look at the price tag alone. The same applies when you compare the cost of an inkjet and a laser printer. However, business owners should look beyond the price tag when they decide on their next printer purchase. They need to look at a printer investment by assessing the total cost of ownership (TCO) and examine the direct and indirect costs associated with printing. Direct costs are associated with the actual running costs such as the cost of consumables, the replacement of frequently serviced items such as fusers outside of a warranty period and the capital cost of buying or leasing printers. The cost of consumables will make a real difference to the TCO. In a busy office,

28 GWP Magazines | Issue 33 | November / December 2010

owning a printer which uses cartridges that have a high print yield will mean less expenditure on replacement cartridges. It is also worth considering whether consumables can be easily purchased from retailers or ordered online. You donâ&#x20AC;&#x2122;t want to be stranded with a printer which needs special supplies that are costly and have long re-order periods. Another issue to consider is the value of a multifunction device which can print, copy, scan and fax. This could represent a significant cost saving over investing in multiple devices to run an office. Additionally, with electricity bills expected to increase by nine per cent this year, it makes great business sense to consolidate multiple standalone devices and replace them with an energy efficient multifunction device. Indirect costs are associated with process or productivity issues. This could include the productivity and motivational issues involved where employees have to undertake menial tasks such as manually feeding large volumes of documents for printing or scanning when automatic document feeders are available. The time cost of an employee processing purchase orders to buy toners and pay for service calls is another example of an indirect cost. Some statistics indicate the time cost to complete purchase orders varies between $25-70. Businesses could reduce indirect costs significantly by examining work processes and introducing greater productivity through automating processes and minimising the tasks that need to be performed.

While purchasing the cheapest printer available may seem initially appear the most cost effective solution, the TCO can tell a completely different story. Considering the TCO often encourages businesses to invest in a higher cost printer that will prove more economical to run in the long term. Business owners who are concerned about upfront costs can consider equipment leasing as a viable option. Instead of making a capital investment upfront, all major printer vendors offer equipment leasing to small businesses. This arrangement provides businesses with their own devices for as little as $30 per month and the freedom and flexibility to upgrade their printer fleet at the end of a contract period. Not only does this help with businessesâ&#x20AC;&#x2122; cash flow, it also provides the flexibility for business owners to trade up as their business grows and expands. In todayâ&#x20AC;&#x2122;s economic climate, small businesses need to seriously assess the investments they need to make, striking a balance between managing costs while achieving growth. The humble printer could very well be an investment that helps deliver the cost efficiencies that businesses are looking for. G

For further information, please visit www.fujixeroxprinters.com.au or contact 1300 793 769.

GWP Magazines | Issue 33 | November / December 2010

business ADVICE

Scott Tyler, Managing Director - Brightblue Marketing

5 Ways to Generate More Leads from Your Website Your website should be focused on either generating real enquiries or online sales for your business. If it is doing neither then it has been a waste of money. A website can be a significant investment for any business. Therefore it is important that you achieve the best possible return on your investment. In this article I provide my top 5 ways for generating more leads from your website.

it easy for search engines to understand what your site is about and what types of people should find your website.

1. Drive traffic offline Your website should be the cornerstone of your marketing. As a result you should be looking for every way possible to drive traffic there. One method we strongly recommend at Brightblue® is driving traffic to your website off the back of targeted e-marketing and/or direct mail campaigns.

4. Start a Blog Search engines will consider your website more relevant if you consistently have fresh content. A great way to achieve this is by establishing a News or Advice Section on your website within the structure of a blog. It is a great way to communicate successful outcomes with clients, post video or audio, advise of new articles recently written and communicate your recent associations with charity and industry events.

2. Use of landing pages When driving traffic to your website it is important to send prospective clients to web pages that have content directly relevant to them. This means that every inbound link or reference to your site shouldn’t be just to your Home Page. Your website will be far more effective as a lead generation tool if you create separate landing pages that cater to the different needs of site visitors. Separate pages should be created that support targeted campaign messages and pay per click advertisements. 3. Search Engine Optimisation If you think that once you’ve established a website and filled it with content you have an equal chance to compete for online leads or sales, you are sadly mistaken. Search engines rule the internet, not humans. As a result an investment in search engine optimisation is required. There are two types of SEO: On Page and Off Page. On Page SEO relates to making

30 GWP Magazines | Issue 33 | November / December 2010

Off page SEO relates to assisting search engines send more targeted traffic to your website. One of the most effective ways to do this is to get more links into your site. Each link into your website is like a “vote” that tells the search engine that your site is relevant.

5. Convert Visitors to Leads with Forms One of the fundamentals of good website design is making it as easy as possible for site visitors to contact your business. A common strategy is to provide lead capture forms on all relevant pages of your website. Ideally a lead capture form should follow a call to action. Establishing a website is not a set and forget proposition; it is just the beginning. Continual refinement and refreshment of page content and ongoing investment in search engine optimisation is required in order to improve both the quality and quantity of lead generation. There are a lot of great tools that can measure your internet marketing activities, so it pays to use them. Test, measure and refine.

Ensure you achieve a return on investment from your website. Turn your website into an effective lead generator for your business. To learn how to implement the strategies outlined in this article, consult an internet marketing specialist. G

Is your website working for your business? Is your website generating leads for your business? If you would like a free website assessment, please contact Brightblue Marketing on 9762 1255 or email info@iibe.com.au. At Brightblue Marketing 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 t | www.twitter.com/scott_tyler w | www.brightbluemarketing.com.au

Does your website measure up? 5

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GWP Magazines | Issue 33 | November / December 2010

TELECOM

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

Business Goes Wireless Here at your local Telstra Business Centre in the Hills we understand that as a small business your budget is very important, particularly if you are starting out. To ensure that you are investing your hard earned cash on building your business we have brought on a sexy, sleek and flexible phone system that allows you to act like a big business without the big price tag.

If you believe that your current telephone infrastructure is compromising customer service and limiting your ability to grow, then we have the solution to address your challenges and build a bridge to success. The W-Soho is an innovative, wireless phone system for businesses with up to 8 staff. It allows the freedom to move around your workplace with all the features of a large system for a fraction of the cost. With simple installation, you can set the phone system up yourself saving over $500 on a standard installation giving even greater cost savings. Of course moving is a cinch, when you move – take the system with you. The W-SoHo, from LG-Nortel, is the market leader in office phones system technology.

Telstra Business Centre Hills/Northern District operates Monday to Friday Norwest Business Park H137, Ground Floor, 24 Lexington Drive, Bella Vista NSW 2153 p | 1300 721 400

• Choice of wireless handsets • Up to 3 lines and 8 phones • Advanced DECT Technology • Plug into existing telco lines • Advanced business features You also have the choice to purchase this outright or we can provide you with finance options. There are some amazing pricing options for your call traffic. For example if you purchase this through the Telstra Business System program, we can offer you free local

32 GWP Magazines | Issue 33 | November / December 2010

calls and also free calls from your business to your mobile fleet for the duration of the agreement. G

GWP Magazines | Issue 33 | November / December 2010

business ADVICE

Edward Knight, Director – The Temp Agency

Temporary Staffing Hits all time High – Why? The demand for temporary staff in all sectors of industry has increased substantially over the last few years as more employers learn the values and advantages of utilising temporary staff during peak, seasonal or work load fluctuations. Traditionally the majority of temporary staff worked within the waterfront, hospitality or blue-collar sectors. Today this is definitely not the case. Significantly more companies are utilising the services of a temp agency to supplement staffing levels particularly in a sales or customer service capacity. New product launches sometimes need skilled and experienced manpower to get a product to market; once the client has been established the existing customer service department takes over to ensure customer retention. This is especially true for a consumer based product whereby the customer merely needs to order a product that they may have been introduced to, for example: stationary products, discounted utilities and financial services. Similarly, third party call centres are regular users of temporary staff for inbound or outbound call centre work, there appears to be a number of offshore call centres returning to Australia as client’s demand higher levels of communication skills. Moreover, there are many reasons why businesses choose the option of aligning their business with a temporary staff agency. These include: • Launch of a new product

34 GWP Magazines | Issue 33 | November / December 2010

• Seasonal cover (e.g. Christmas time etc) • The sudden departure of a valued existing staff member (e.g. Maternity leave) Medium/Long term sickness of regular trained staff members • Short/Medium Project based work (e.g. IT, Office relocations) • Temporary to Permanent appointments (reduce the risk of hiring a non performer)

An Australian survey conducted in August 2010 indicates (in short) that the use of Temporary Staff and outsourcing is increasing substantially. After an initial drop in temp industry revenues (4.3% IbisWorldsurvey) in 20082009 a stabilising 2009-2010 has followed. This has meant that companies are again moving towards the use of Temporary Staff and the predictions are for this trend to continue.

Steven Henderson Managing Director of Customers 1 to 1 stated: “The use of hiring temporary staff has been paramount to Flexibility is the key to success and the our success, as we are a project based advantages for a business are endless. business and as a third party service All businesses that take a service or a provider it is extremely costly for us to product to market need to ramp up quickly employ full time permanent staff. Staff with qualified and skilled staff. This enables fluctuations are significant and range from TTA Services delivery TTA Services chart 2009-2010 delivery chart 2009-2010 the business to gain market share and/or 60% to 100% capacity; this can change maintain their position at the forefront of literally week by week. their industry sector. G “This arrangement alleviates other issues associated with employing full time TTA Services delivery chart 2009-2010 4, 4% 4, 4% permanent staff; for example if a person is Temp to Perm Placements Temp to Perm Placements not working out, the agency professionally 67, 71% 67, 71% Permanent Placements Permanent Placements 18, 19% 18, 19% handles the exit strategy. Temporary Placements Temporary Placements Commission OnlyCommission Only

“Recruiting staff is also a timely and expensive exercise. By choosing to work with a temp agency, all of the associated workload such as advertising, interviewing, and reference checking, is taken care of. “We also don’t have to worry about administrating holiday pay, sick pay, superannuation, workers compensation, payroll tax, group certificates. This is all handled by the agency. “Through the use of this arrangement I can make a call and have ten new staff within just 48 hours. The agency knows the recruitment benchmark really well and the quality and skill set I need”.

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business ADVICE

Tony Eades, Creative Director - BrandManager

Your Business Bucket List for 2011 In the 2007 movie The Bucket List, corporate billionaire Edward Cole and working class mechanic Carter Chambers meet in hospital and decide to do the things they’ve always wanted to do before they die. So why not take the same approach to your business and prepare your ‘Business Bucket List’?

How many times have you heard people say, “I’ll wait for the economy to pick-up” or “I’m getting ready for the next big wave”. If you only had a year to improve your business and make a lot of money, would you sit and wait for the economy to pick up? So why not make your ‘Business Bucket List’ now and see what you can achieve in 2011? Let’s get started with five items for business growth and survival that definitely should be on your Business Bucket List… Create a brand not a business Understanding the term ‘branding’ is the first step to successfully building a brand. Search Google for ‘brand terms’ and you get an impressive list of 13,400,000 results from which you probably only need six … Brand Promise – your Unique Selling Proposition (USP) and the benefits you deliver Brand Identity – the mark/s that visually present your brand Brand Image – the set of beliefs around what your brand stands for Brand Strategy – how you promote and build a positive perception in your customer’s mind Brand Positioning – how your brand stands against others Brand Management – maintaining consistency with your brand Make sure you have all the elements of

36 GWP Magazines | Issue 33 | November / December 2010

a strong brand and not just a pretty logo – it’s really one of the best investments you’ll make. Own your slice of the market Imagine the power of owning your product name in the marketplace – like Kleenex is to tissues. On a local level own your space so that when people need your product or service, they immediately find your business. Invest in an online business platform instead of just a smart looking website, it’s what’s under the hood that counts! It should include a Customer Relationship Management (CRM) system, an e-newsletter and a Blog platform that links to Twitter, Facebook and other social media marketing platforms and effective search engine optimisation. Create a memorable customer experience Successful marketing is about attracting and retaining customers with a total experience that stimulates all the five senses every time they come into contact with your business. Introduce soft background music in your office or shop and provide mints or chocolates at reception. Make your signage and marketing collateral visually appealing. Do you have a fresh newly cleaned office smell? If not you could burn some relaxing incense. Create a total customer experience and you’ll have them coming back for more – it really does make a lot of ‘sense’. Get more bang for your buck Get a bigger bang for your marketing dollar by cutting out wasted, non-effective marketing activities. To do this, however, you need to measure what works and what doesn’t.

Sophisticated online and social media marketing can give you real-time results like who has received your e-newsletter, who opened it and where they went next. Once you know what’s working you can then put more of your budget towards that and take it away from activities that are producing mediocre results. Reinvent the wheel Just because everyone in your industry is doing things a certain way, that doesn’t mean you have to follow suit. Get creative, be innovative and demand to be noticed for doing things differently. Bring in your team for a ‘creative brainstorm’, research your customers’ needs or bring in a creative marketing expert who will see your business from the ‘outside’ and therefore start you thinking ‘outside’ of the square. G

Need a creative brainstorm? Refresh your brand, create your unique selling point and switch on your marketing in a ‘power hour’ with Creative Director, Tony Eades and Niche Creator, Amanda Rose. Exclusive Offer $395 (normally $695) - first 25 bookings only made by 30th November 2011. BrandManager Level 5, Nexus Building, 4 Columbia Court, Baulkham Hills NSW 2153 p | 1300 55 30 33 e | tony@thebrandmanager.com.au w | www.thebrandmanager.com.au

GWP Magazines | Issue 33 | November / December 2010

business ADVICE

John Hagerty, Business Coach and Corporate Advisor - Be Business

4 Ways to Improve Your Business Today Imagine if your business went like clockwork and continuously improved without the need for any pesky planning and strategising. If that sounds too good to be true, it’s because it is! Taking the following strategic approach to your business gives you control over how and when your business grows and ensures you have the resources you need to fulfill obligations and growth requirements.

1. Increase the number of sales. A common misperception is that the only way to generate more revenue is to spend more money on marketing to gain new business. Bringing in new business is important, but many businesses with existing client bases are sitting on untapped sales. a) Sell existing products/services to existing clients Many businesses don’t have a strategy in place to capture repeat business opportunities. Could clients be buying more from you more often? What would give your clients reasons to come back more often? Do some market research and clarify why clients do and don’t buy from you. b) Sell new products/services to existing clients Selling new products to existing customers is easier, less costly and will demonstrate your relevance and commitment to meeting the market’s ongoing needs. It may help you retain clients and even re-activate old clients. What other products/ services could you create/innovate or source externally that could be “addedon” to the solution you’ve created for your clients?

38 GWP Magazines | Issue 33 | November / December 2010

c) Sell new products/services to new clients What other products or services could bring new revenue streams into your business? What other markets could you tap into that could bring more profits into the business? Who already services these markets and how could you align yourself with them to share or reduce costs and effort? 2. Increase your average sale value. Review your pricing structure at least annually to ensure that your prices increase in line with CPI. As you grow your offerings over time, your costs of materials and services will increase and it is only fair that your clients contribute to the increased value they’re receiving. Combine several products/services together into packages. Create offers with high perceived value to customers but low actual cost to you to make it easier for customers to buy from you. 3. Reduce costs and increase your margins Increasing sales will increase costs and it’s always a good idea to review and reduce costs on a regular basis. The combination of increased, larger sales with reduced costs will make a big impact on the bottom line of any business. Review your staffing requirements and look at where efficiencies can be brought in. Consider outsourcing which you can turn on and off depending on the seasonality of your business. Annually review and renegotiate the terms and pricing of agreements you have with your suppliers. Even if you’re happy with your current supplier get quotes from alternative suppliers with comparable

offerings. You can also ask for settlement discounts for prompt payment of invoices. 4. Improve cash flow If your current payment terms for debtors are 45 days or 30 days, consider reducing them to 21 or 14 days. Create and execute a collections policy to reduce the impact of late payers on your cash flow. Next, negotiate extensions from suppliers to increase your payment terms with them. The combined result is better working capital as the money stays in your business for longer. By turning these strategies into normal business practices, policies and procedures you will create a platform for continuous innovation, profit and cash flow improvements. In this way you can ensure your ongoing relevance to your customers and increase the likelihood of your business success. G

Would you like to see these strategies in action in your business? If so, then please apply for a FREE “Business Improvement Assessment” via our website or by calling the number below. Conditions Apply. Be Business p | 1300 987 567 e | info@BeBusiness.com.au w | www.BeBusiness.com.au

feature

3 Reasons Why You Should Consider a Thermal Termite Inspection by Bruce Gow

Did you ever consider that you should get a thermal termite inspection for your new purchase or existing home? Or that maybe just a visual inspection with some tapping might be a “good enough” report?

After all, a visual inspection is a lot cheaper, and you could probably use the extra couple of hundred dollars elsewhere? Those exact same thoughts have occurred to many people either purchasing a new home or worried that they may have termites within their existing home. environmentally friendly. Some actually acted on that thought. Most never work through the daydream stage. Frequently it’s because they think it’s too expensive. In other cases it’s because it’s a big unknown and new, confusing technology. Still other times it’s because they think they are used to the old methods. O.K. now, wait up a minute. We took on a big dose of negatives to start with in the first two paragraphs. Let’s look on the positive side and consider 3 explanations why you might like to get a thermal termite inspection. 1. To start with, for the “Pro” side, I might point out that thermal inspections identify exactly where the termites are when they produce heat. And they always produce heat. All right, I acknowledge your objection on the “Con” side, and I agree you have a legitimate point when you say they may be more expensive than regular inspections. But I’d like to additionally show that the small extra cost may save you stress, worry and thousands of dollars in timber damage and court costs chasing the termite inspector that missed the damage because he only did a visual check. 2. Second off, you’ll actually need to consider that they are non-intrusive. In other words they don’t leave holes in your wall or have to tear anything down. And, additionally, consider that they are entirely

3. Third, you get to know exactly where termites may be travelling, instead of just guessing. Which means a thermal inspection is much, much more accurate than the traditional visual inspections. And in addition to that, you will save money if active termites are found, because the pest control firm will be able to use less chemical in areas where it’s not needed!

home of Cockroaches, Ants, Spiders, Bed Bugs or any bug or pests that are causing you problems. Guaranteed! If you are not completely satisfied with any of our services, we offer a rock solid money back guarantee.

Whenever you look at the reasons and evaluate them, I expect that you will have to admit that a compelling case can be made for thinking of how to get the best value out of your purchasing decision.

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This offer is valid till the end of December 2010. If you need our services, please call us without delay on 0417 251 911, or email Bruce at bruce@a1pestcontrol.com.au for a free quote and advice.

Discover how to have complete peace of mind and make great buying decisions for your next home at our website at www.a1pestcontrol.com.au. If pest control is a problem for you, then we are your solution. We will rid your

GWP Magazines | Issue 33 | November / December 2010

Government

Tell Your Boss You Want to Work Close to Home • Do you travel long distances to work each day?

and build or to purchase from a wide range of homebuilders.”

• Is the company you work for looking to expand or relocate?

Top reason 5: “Lifestyle, education, parks, leisure. The Hills has the WOW factor.”

• Why not tell your boss about the Sydney Hills as a business location?

Get familiar with the Sydney Hills Think your boss may be interested in taking a look around the Sydney Hills?

The Hills Shire Council is working closely with local businesses to get a very important message to people who face a long daily commute to work: “tell your boss you want to work close to home”.

If the company you work for is looking to expand or relocate, it’s worth encouraging them to take a free familiarisation tour either through Council or through the Invest Sydney Hills group to see for themselves what’s on offer for businesses.

Council has joined forces with local property development and investment companies to form the “Invest Sydney Hills Marketing Group” – a group dedicated to exploring ways to attract companies to expand or relocate to the region, creating more job opportunities locally. The Sydney Hills has it all Alexandra Knezovic from Capital Corporation is part of the Invest Sydney Hills Marketing Group and says employees can often be the catalyst for companies to consider moving to the Sydney Hills. “We need your help to create more local jobs, both now and for the future – you can be an ambassador for the Sydney Hills by telling your boss about how great it is to work and live here,” Alexandra says. “We have helped over 560 businesses relocate to Norwest Business Park since the park opened,” she ads. “In the Burbank Corporate Centre alone we’ve relocated many companies from areas like Wetherill Park, North Ryde, Parramatta, Blacktown, Huntingwood and Epping - which has created an additional 500-plus individual jobs locally. “The Sydney Hills has so much to offer businesses looking to expand or relocate. Everything workers need is close by – like great lunchtime shopping, cafes and off-street parking – so why wouldn’t you encourage your boss to take a look here?” Alexandra asks.

40 GWP Magazines | Issue 33 | November / December 2010

The Hills Shire Council’s Industry Development Consultant, Nick Keyko, says it makes good sense to work close to home – both for employee and bosses.

Top reasons to head for the Hills George Dolores of the Hills Commercial Real Estate is also a member of the Invest Sydney Hills Marketing Group. “I have introduced many new companies to the Sydney Hills and once they have decided to locate here, I get great feedback from them about what a good business decision they have made,” he states.

“From your employer’s perspective, locating your business where your employees actually live can give them hours of their lives back each week – creating motivated workers with more satisfying work and life balances,” Nick comments. “It’s often the case that companies are not aware of the business opportunities available in the Sydney Hills, so if the company you work for is thinking about expanding or relocating, then encourage your boss to come and take a look around,” he concludes. G

Here are the five top reasons companies gave for locating to the Sydney Hills. Top reason 1: “The Hills region has a great combination of lifestyle resources that allows our family to grow.” Top reason 2: “The Norwest Business Park is a first-class facility from which our company can service the growing Western Sydney region.” Top reason 3: “We found the Hills offered a great choice of primary and secondary schools combined with a range of sports and leisure activities.” Top reason 4: “The growing residential region gave us choices to either buy land

Tell your boss to organise a free familiarisation tour of the region - visit the Sydney Hills Business and Lifestyle portal www.sydneyhills.com.au or www.investsydneyhills.com.au or phone the business and investment hotline on 02 9762 1108. 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 33 | November / December 2010

Government

The Future of Commercial Property in Parramatta’s CBD

By Bruce Mills, Economic Development Officer, Parramatta City Council

The Parramatta CBD is one of the key commercial office markets in NSW and touted by the State Government’s Metropolitan Strategy to grow by an extra 30,000 jobs between 2006 and 2031.

First released in 2006 and currently undergoing review, the Metropolitan Strategy promotes Parramatta as a major frontrunner for the future growth of Sydney. Almost half of all new future employment for Sydney is expected to be in Western Sydney and half of this growth - some 30,000 new jobs – is expected to be in Parramatta (despite occupying only 20% of the land area). Parramatta has already witnessed strong growth in its service sector employment which has been matched by commercial office development. Close to 200,000 sqms of office space have been added to the Parramatta CBD since 1996. Situated in the geographic heart of Sydney, the Parramatta CBD currently offers over 680,000 sqms of office accommodation and is approximately 2.6 square kilometres in size. Church Street forms the backbone of the centre with Parramatta River intersecting the north and core mid city. Over the last two years the commercial stock landscape has visibly changed with B, C and D grades declining in overall proportion of space as A Grade has increased. One third of Parramatta’s office market now has an A Grade specification. Strong demand for office space in recent times has resulted in low vacancy rates in Parramatta, especially in A Grade stock. Against other non-capital-CBD markets, Parramatta has the 6th lowest overall vacancy rates in the country (as of January 2010). In addition to historically low A and B Grade vacancies, sub-lease vacancies in A and B office grade spaces are virtually at zero levels. A-Grade vacancies in Parramatta are the lowest in Australia at 2.4%. B-Grade vacancies in Parramatta are on par with the Sydney CBD but below the Australian average.

42 GWP Magazines | Issue 33 | November / December 2010

More recent evidence from the Parramatta labour market shows healthy employment demand. In June of 2010 there were, on average, approximately 950 jobs being advertised on any one day through Seek.com. Half of these were in the professional services areas such as accounting, banking, insurance, health, real estate, and sales and marketing. Furthermore, demand is increasing as job ads on Seek are up nearly 40% on June of last year. This data, combined with the goals of the NSW Metropolitan Strategy, forms convincing evidence that strong future demand for commercial space in Parramatta will continue. New commercial office development is the number one economic development issue for Parramatta with new developments of up to 600,000 sqms net lettable space needed in the next 20 years to service expected employment growth. The recent

resolution of Council to reinstate an economic development board could offer an opportunity to raise the profile of Parramatta and add an important extra dimension to Council’s economic development strategy. G Council’s Economic Development team also works with industry to attract future business tenants to Parramatta and to facilitate a steady future supply of suitable commercial office space to meet the demand. If you are interested in expanding within or relocating to Parramatta, contact Solaire Eggert on (02) 9806 5730 or seggert@parracity.nsw.gov.au for a briefing on opportunities associated with new A-Grade developments in the pipeline for the Parramatta CBD.

Parramatta is hosting a major new festival 4 - 8 November 2010 This November, Parramatta will host one of the worldâ&#x20AC;&#x2122;s most exciting, new annual arts events. Embracing a vibrant masala or â&#x20AC;&#x2DC;mixâ&#x20AC;&#x2122; of cultures, there is no better location than multicultural Parramatta to host a festival which celebrates the influence that South Asian traditional and contemporary arts are having on the latest music, dance, theatre, film and visual arts around the world. Colourful, uplifting and inclusive, this is a festival for arts lovers of all ages and interests to spice up their lives with a rich program of free and festival-exclusive ticketed events. Full program now available, visit:

www.parramasala.com Strategic Partners

GWP Magazines | Issue 33 | November / December 2010

Feature

Rod Dalton, Director - Sydney@Work

Sydney – Still at Work? After seven years building a strong and successful business, former Director of Sydney@Work, Barry Knowles, has retired to be with family on the lush land of the New England region in Northern NSW. Barry’s vision was “to provide a high quality, respected recruitment service across the Sydney area” and from the feedback I get from both existing clients and candidates, Barry has achieved this in Sydney@Work. As the new owner and manager of Sydney@ Work, I would like to take this opportunity to introduce myself and assure all my intention is to continue and build on Barry’s vision.

So who am I and how do I fit in? Born and bred in Sydney, with more than 20 years working experience, mainly in the construction industry for multi-national, national and SME’s, starting as a cadet and working my way up through Project Management to General Management, I have had numerous experiences with recruitment companies, as both Employer and Employee. Some of those recruitment experiences were good, but most - not so good! Although I could see the benefits of using recruitment companies to find staff, I was often frustrated by the process, constantly being bombarded with resumes of candidates that were not meeting my brief, and feeling I was doing the recruiter’s job by sorting and short-listing. Often the candidates had not even met the recruiter when they were put forward to me. It was this frustration that led me to start my own recruitment company. Shortly after starting my own company, I was introduced to Barry and Sydney@Work (Est. 2002), and immediately realised it was exactly what I had been looking for in a recruitment

44 GWP Magazines | Issue 33 | November / December 2010

company. The people, processes and level of service provided by Sydney@Work were what impressed me most. Why Sydney@Work? In a word “quality”. We focus on the client’s requirements – not on the volume of resumes we can get out to as many “clients” as possible (the scatter gun method). It is our belief that no other recruitment company puts more effort into listening to the clients brief and turning that into a highly tailored, focused and documented recruitment procedure. Sydney@Work is not an “industry specific” recruitment company. We recruit

candidates than a casual advertiser. Experience shows candidates are more likely to respond to a recruiter’s advertisement than a private advertiser. Very experienced Consultants Our Consultants are professionals with their own experiences in “the real world” from industries like yours – so we can quickly understand your business, identify the skills you need and find the right person to fit your requirements and business culture. A uniquely professional service We have developed an 11 Step process that is followed for every position we undertake. It commences with obtaining a full brief to

Sydney@Work is dedicated to providing top quality Recruitment, Placement and HR Services to companies and job seekers in the Sydney greater metropolitan area. across all industries and specialise in Executive appointments, Accountants and Bookkeepers, Marketing and Sales Executives, Project Managers, Engineers, Customer Service, Stores, Logistics and Purchasing, Management, Office Staff and many others. We provide both permanent placements and temporary contract staff. Local staff for local businesses We operate in local areas! We attract and canvas candidates that want to work nearer their homes. Time and time again we hear our candidates plead for a job closer to their home. Our candidate database expands daily. We use our expertise and experience to maximise the effectiveness of advertising and ensure the best geographical spread and catchment area. We access many more

ensure the candidate is the right match with the position, as well as the company, and finishes with follow-up and support long after the candidate has commenced their employment. G To discuss your HR requirements, be they permanent or to see immediately available candidates, please give us a call or visit our website now. Sydney@Work Unit 201 Norwest Central 12 Century Circuit Baulkham Hills NSW 2153 p | 02 9680 2051 e | rod@sydneyatwork.com.au w | www.sydneyatwork.com.au

FREE CONSULTING How to Work with Your Spouse Without Getting Divorced With Every Book Purchased You Will Receive A Five Week Video Coaching Program Valued At $250 visit www.InvisiblePartnership.com or phone 02 9955 8888

GWP Magazines | Issue 33 | November / December 2010

FEATURE

Hugh Kelly, Director - Bella Vista Executive Centre

Check Out that Serviced Office Place I was starting a new business and, as anyone who has or is preparing a new venture can attest, it’s both an exciting and stressful time.

Are the finances in place? What about the cash flow? Is my business plan achievable? What about the competition, employees, superannuation, and tax laws? Can I really do this? It truly is a leap of faith. Anyway after sorting through much of the above demons it came to location. Where is the best place to cradle and nurture my new baby? Hopefully many people would be walking through my doors; I needed to make a good first impression - a professional presence, an image that stated: “We can do the job!” The ambience of trust. Of course the most suitable offices to my dream had the most unsuitable hefty price tags. The more economical was just that, more economical plus most leases required money up front and a commitment of usually three years. The demons fight on - cash flow, fit out, equipment and furnishings, staff, outgoings — what if I choose the wrong location? Worse still… What if I don’t make it? “Why don’t you check out that serviced office place?“ someone suggested. Why not I thought? Look at every option. I was pleasantly surprised. The establishment had great offices in the ‘good part‘ of town. They had the professional

46 GWP Magazines | Issue 33 | November / December 2010

image I was seeking and my commitment was only month-to-month. All the up-to-the minute office equipment, telecommunication facilities and services were on hand. Access to meeting and boardrooms were available. Polished and professional reception staff to greet my prospective clients. In fact, they could tend to all my admin needs and I only pay for the services I use. I could now concentrate on my dream of growing a successful business. Eighteen months later having grown my baby to adolescence with six staff, it was time to leave our serviced office nest and fend for ourselves. The flexibility of the serviced office had silenced the demons of cash flow and long-term commitment. It was the perfect environment to grow a business with a minimum of capital outlay

and risk. But as with all growth, new challenges arise. The traditional 3-year lease was signed along with another great leap of faith. G BVEC Suite 206,10 Norwest Central, Century Circuit, Baulkham Hills NSW 2153 p | 02 8831 8300 f | 02 8831 8399 e | info@bellavistaexeccentre.com.au w | www.bellavistaexeccentre.com.au

GWP Magazines | Issue 33 | November / December 2010

Business Chamber

Stig Falster – President of Chatswood Chamber of Commerce

Chatswood Chamber of Commerce Chatswood Chamber is pleased to join the impressive list of contributors to GWP Magazine. I would like to take this opportunity to introduce our chamber so you have a better idea of what membership can do for you.

Let me start by quoting from Belinda Busoli, Strategic Membership Solutions: “It’s often the same sad story. Some poor sucker asks: “What are the benefits of membership?” The association representative takes a deep breath and rattles out... “We have a magazine, a website, an email bulletin, a conference, training and... blah blah blah.” Who cares! Those things by themselves mean pretty much nothing. They are just a bunch of features thrown together. Frankly, when it comes to hearing about the benefits of membership I need more information. I’m not making a donation to the organisation. I’m making an investment and I expect to see a return. That’s why I join an association. So: Who and what is Chatswood Chamber? Chatswood Chamber was formed in the early 1920s with defined objectives: “to promote and protect the interests of the business people of Chatswood by methods of co-operation. It is a voluntary partnership of business and professional people working together to build a healthy economy and to improve the quality of life in your business community. Chatswood Chamber Members are businesses and organisations concerned with the business growth of our community. They have joined together because they know they stand a better chance of getting things done when they speak as one voice. Members can contribute by becoming involved in the Chamber’s activities by

48 GWP Magazines | Issue 33 | November / December 2010

sitting on committees which develop policies and initiatives on specific areas of interest. These committees can include community development, transport and so on. Chatswood Chamber holds regular monthly luncheons on the third Tuesday of each month with high profile guest speakers. Members have the opportunity to sponsor these events or to present a two minute profile on their business. We also hold monthly Business After Hours (BAH), which is an opportunity for companies to showcase their business and Business Breakfast Briefings are held regularly to promote topics of interest and importance. Some recent speakers include: • Catriona Rowntree, Presenter • Gary McKay – Author • Wayne Pearce – Rugby League legend and presenter • Prof Ian Plimer – renowned Geologist • Gladys Berejiklian, MP

Benefits to our Membership • Visibility on the Chamber’s website • Range of Networking functions • Knowledge – Industry - Business – Local Knowledge • Business promotion through hosting of BAH and Breakfast briefings • For patron members, free attendance at all lunches and signage at all functions and in all correspondence • Access to the NSW Business Chamber and ACCI • Voice of the Business Community • Access to state and federal members • Access to Council for local matters. - One of the greatest benefits of membership is often not appreciated. When you get a group of people together they have a strong voice at all levels of government. And it is those who are actively involved in the association who can influence the content of that voice. G

Chamber membership is, therefore, a function of both what you can contribute to the society as well as what it can contribute to you. We welcome your enquiry and look forward to seeing you at our next function. Chatswood Chamber of Commerce Suite 2, Level 2, 1 Spring Street Chatswood NSW 2067 p | 02 9415 2636 f | 02 9415 2434 e | julie@chatswoodchamber.com.au w | www.chatswoodchamber.com.au

GWP Magazines | Issue 33 | November / December 2010

Lifestyle

PRETTY IN PINK! By Robert E Cliff F.G.A.A., JP`

As long as about three thousand years ago, man bent down to pick up a glistening pebble and by some chance found it to be different from other stones. From that time diamonds began to acquire magical powers and to be regarded with awe, worship and avarice. They were collected, treasured, had legends built around them, were traded in, used as tools, treated as a gem, used to raise loans, fought over and eventually became symbols of love and trust. Mans’ early instinct to treat diamonds as unique was true, because today probably more effort goes into discovering the nature of diamonds than into research on any other material. Diamond is the hardest substance man has ever discovered and the purest that occurs in Nature. Most highly prized as a gem, however, it is composed of one of the commonest substances on earth — ordinary carbon.

Diamond

It has been estimated that only about 130 tons of diamonds have been mined since they were first discovered thousands of years ago – the reward is small against the effort of discovering the source and then mining it. Diamond is the only mineral that still has to be sorted by hand as a last stage in the mining process. There is no substitute for the human hand, eye, and brain in gauging quality and estimating value. There is no other mineral that has such a high intrinsic value when mined. Diamond crystals are therefore kept under guard from the moment they are discovered. They remain so through the stages of sorting, cutting, and setting in jewellery, yet they are commonly transmitted from place to place through the ordinary post. Extreme security precautions have to be taken to protect both crystals and polished stones from crooks. Yet within the trade itself, diamonds of great value pass from hand to hand on a signature and often without even that formality. Anyone unconnected with the diamond trade is amazed at the extent of trust placed in each other by buyer and seller. This trust is the keystone that keeps the entire trade in being. You will pay anywhere from tens of thousands of dollars to over a million dollars per carat for the world’s most valuable diamond and the Argyle Diamond Mine (East Kimberley region of Western Australia) produces 95% of the world’s supply! As rare as they are, beautiful pink diamonds are sought after by collectors, designers and celebrities. Their scarcity is a large part of the Argyle Pink Diamond’s appeal – comprising less than 0.01% of Argyle’s annual diamond production. However, only a small percentage of Argyle Pink Diamonds are worthy of tender (quality status for fine jewellery). In 2009 just 43 stones were worthy of tender, and all were chosen for their magnificent colour and clarity. According to their Business Manager, Argyle Diamonds mines each year a million carats of diamonds to get just one carat of

50 GWP Magazines | Issue 33 | November / December 2010

Lifestyle

Award winning Designers & Manufacturers Since tender-quality diamonds. Because they are so rare, not everyone can own one. They are highly sought after and find their way into important pieces of jewellery. Some are so highly prized that they are given their own names, e.g., ‘Shalimar’ (1.25carat, round, magic and intense in colour) named after the exotic garden sanctuary built by the Indian emperor Jahangir for his beloved wife. ‘Scarlet’ is another

celebrities such as Halle Berry, Jennifer Lopez and Victoria Beckham, all of whom are said to be partial to pink diamonds? The Argyle Diamond Mine established its own colour-grading system in the l980’s to accommodate the intense-coloured diamonds it produces. This is now an internationally recognised system. Pink Diamonds range on a scale from 1-9,

1984

investors, collectors and diamond experts from around the world. Most top-end jewellers create fashionable pieces by setting pinks with white diamonds, many to become a classically designed heirloom piece. It is unusual to see pink diamond earrings as the individuality of each diamond makes them so hard to match. Many collectors will wait years to collect a perfect match. As the Argyle Diamond mine begins to scale back its operations in preparation for closing within the next decade, Rio Tinto’s annual tender process will no doubt create increased frenzy and intense competition among collectors. The romantic appeal of the pink diamond is destined to live on after the mine has closed. ‘Shalimar’, ‘Scarlett’ and ‘Argyle Amour’ will have their own romantic stories to tell. G

outstanding stone unearthed that is a 1.10 carat, oval diamond and is certified as a very rare red diamond. I believe there are only five comparable red diamonds on the world market at the moment. ‘Aphrodite’, named after the Greek goddess of love and passion, sold for a record price – the name of the bidder and the final price were not released. During 2009 ‘Argyle Amour’ was sent to tender, a magnificent 2.61 carats of intense pink and heart-shaped, perhaps the most valuable heart-shaped pink diamond ever produced from the Argyle Diamond Mine. What will become of these magnificent pieces locked away in a collector’s safe until investment tides turn, perhaps adorning the neck of glamorous

colours running from purplish pinks to rose and pastel pinks. A 1P grading using this system indicates a more intense pink than a 9P grading. The Argyle Pink Diamonds are legendary and easily recognised by professional coloured-diamond dealers, renowned for their intensity of colour compared to the pink diamonds found sporadically in countries such as India, Brazil and Africa which tend to have a blue fluorescence.

Make an appointment to sit with Robert to create your exclusive jewellery design. 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

The Argyle diamond Mine, owned by Rio Tinto, will decline in production over the next two to three years and is predicted to have just 10 more years of life, which makes its rare offerings keenly sought by

GWP Magazines | Issue 33 | November / December 2010

Lifestyle

Catering for Love Learning and Leisure By Paul Maher, Proprietor - Loxley on Bellbird Hill The positioning and uniqueness of this historical property (c.1833) situated in the foothills on the grand tour drive of the world-listed National Park overlooking the magnificent Hawkesbury Valley to the Sydney Basin and beyond makes it imperative that the presentation and service be not just from a business sense but also from that of the environmental and that it be nothing short of excellent.

The philosophy behind developing Loxley on Bellbird Hill is to provide guests with

an opportunity to celebrate special events at an establishment that offers historic significance, a rural belonging, a cosmopolitan flavour and an old fashioned feeling of comfort.

10 or more guests - $300 per person including accommodation at Loxley • Bon Bons • Canapes and champagne on arrival • Three course menu • Accommodation with fully cooked country breakfast 20 or more guests - $250 per person including accommodation at Loxley • Bon Bons • Canapes and champagne on arrival • Three course menu or buffet • $300 complimentary bar tab

• Petit fours • Accommodation with country breakfast

fully

cooked

Reward Your Team With Christmas fast approaching, Loxley on Bellbird Hill has put together a ‘special’ staff Christmas party offer for corporates to reward your team for their commitment to your business. - Reward Your Team Special offer for gwp readers.

40 or more guests - $200 per person including accommodation at Loxley • Bon Bons • Canapes and champagne on arrival • Three course menu or buffet • $500 complimentary bar tab • Petit fours • Accommodation with fully cooked country breakfast

The packages for your Christmas function are as follows:

Here is an example of our three-course menu included in the packages:

52 GWP Magazines | Issue 33 | November / December 2010

Entrée House smoked salmon, beetroot rémoulade, lime and horseradish dressing Twice baked goats cheese soufflé with roast pear, rocket and sauce romesco Mains Grilled lamb rack and lamb terrine with rosemary roasted pumpkin and masala jus Pan-seared chicken breast on roasted kipfler potatoes, wilted spinach and creamed leek

Lifestyle

Dessert Cardamon spiced chocolate terrine with white chocolate and ricotta mousse and fresh berries

2010, 12th September 2010 held at the Westin Sydney Grand Ballroom, Martin Place, Loxley on Bellbird Hill won the 2010 AHA National Awards for Excellence in the category ‘Best mid-range accommodation’.

Traditional Christmas plum pudding with brandy anglaise and vanilla bean ice cream

Celebrating 20 years of Excellence On the 14th September 2010 Suncorp Western Sydney Awards of Business Excellence held at STC Rosehill Gardens Grand Pavilion, Loxley on Bellbird Hill won ‘Entrepeneur of the Year’. G

Here’s an example of our Christmas buffet included in the packages: Salads Greek salad, marinated fetta Caesar salad Potato salad, seeded mustard, watercress Waldorf salad Cold cuts platter Ocean King prawns, cocktail sauce Pacific oysters, lemons, limes

Please visit www.loxleyonbellbirdhill.com. au for virtual tours. For more details or to arrange an on‐site inspection, please contact us on (02) 4567 7711 or email loxley@iprimus.com.au We look forward to satisfying all of your event needs.

Hot Dishes Honey glazed ham roast

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

Roasted turkey, cranberry sauce Roasted Pork loin, apple sauce Roasted potato Steamed panache vegetables Desserts Fresh fruit platter Australian and international cheeses, quince paste, muscatels Plum pudding, brandy anglaise Assorted cakes and slices Coffee and tea Announcing Loxley on Bellbird Hill’s Latest Awards At the AHA National Awards for Excellence

Paul Maher receiving the AHA National Award at the Westin, Sydney

GWP Magazines | Issue 32 | September / October 2010

Lifestyle

The Best European Cuisine Experience

by Peter Dimbrowsky

Local restaurant Eurolounge is located in the Piazza in Castle Towers and has just been named “Restaurant of the Year” for the 7th time. In addition, the multi-award winning restaurant was also named “Local Business of the Year” at the Hills Shire Times Business Awards. So what is it about a single restaurant that continues to notch up these awards? It’s the attention to details. We review our service level and performance after each seating, we talk about what went well and what we can do better.

What we have is a fine dining, modern European menu, which changes seasonally to keep it fresh and exciting. With each menu change our goal is to make it better than the one before, so we’re always challenging ourselves by looking for new ideas and new ways to present them. The current Spring Menu is our best menu yet. Our barramundi, for instance, is described as “crispy skin barramundi fillet served with swede puree, potato pillars, crispy prosciutto, crab and pearl barley, roquette pesto and ruby grapefruit foam and really does look and taste as good as the description. I recently challenged head chef Alex Hau to produce a modern version of duck a la orange and he’s come up with a dish that will no doubt be hard to replace. It just looks and tastes beautiful. It’s these sorts of things, this passion for being better than we were before, that keeps us going in the right direction and we’re happy that others recognise that too. We also recognise our location and we know that we have to keep evolving and catering for a broad market. We were the first to introduce three-tiered “English High Tea” outside the Sydney CBD, for instance, offering finger sandwiches, scones with jam and cream and then a selection of mini cupcakes and delicate chocolates. But when we did it, we were determined to offer the best tea menu in the city and we think we’ve got that with 45 different fresh leaf teas to choose from. It’s been a tremendous success. We were also first to introduce a degustation menu now offered every day — a seven

54 GWP Magazines | Issue 33 | November / December 2010

course “Taste of Europe” with matching wines with each course. It really is a wonderful way to sample a little bit of everything and, again, this menu changes with each season. But not everything does change. There are those dishes that simply can’t be removed because they’re so loved by our regulars. The lobster and prawn ravioli with champagne sauce, the garlic and chilli prawns and the magnificent seafood platter just have to stay. Recently Eurolounge has announced a new division, Eurolounge Catering, and it’s going from strength to strength. People are demanding better finger food at their own private functions, and we’re happy to

take Eurolounge to any location from the boardroom to the backyard. I don’t know how long it’s been since you’ve visited Eurolounge, but it’s certainly worth considering for your next lunch, dinner, high tea or catering. G Eurolounge p | 02 8850 7077 f | 02 8850 1877 e | peter@eurolounge .com.au

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GWP Magazines | Issue 33 | November / December 2010

Feature

Freddy Mikhael, Managing Director – J.C. Travel Professionals

Without a Travel Management Company, You are on Your Own! Some corporate organisations would not believe in this, however, the medium and large entities realise this fact and hook themselves with travel agencies to organise all their travel arrangements. Those agencies are known as TMCs (Travel Management Companies).

The only way for any traveller to organise trips would be either via the internet or calling the service suppliers (i.e., hotels, rental car companies, etc.) and in this you are certainly on your own. During the last few years we have seen a slight shift in customers, particularly when it comes to domestic travel, who prefer to book their travel on the internet rather than hand this over to a travel agent. I still believe that this will never take away the factor of the personal service you can get from travel agencies. This person-to-person interaction with high level expertise is one of the main reasons for the TMC surviving. At the end of the day the internet will never be able to provide the service and the support an expert travel consultant can do. During any economic tough time, travel is often the first to bear the brunt of corporate cuts. Although the clients have become increasingly price sensitive, travel agencies can still find a way for their clients to get the best deals for all their travel components and in just a few minutes. Agencies use very advance systems known as GDS. The GDS is one of the tools that Travel Agencies use today. This allows agencies to search, book, track capabilities, productivity and email all the client’s travel needs from airlines, accommodation, transportation,

56 GWP Magazines | Issue 33 | November / December 2010

currencies, weather and much more. With fast, integrated single screen access to all travel content, the travel agent has the right solution for all client enquiries. Prior to the financial crises, companies were spending lots of money and they were less fussy about the airline they used and the hotels they stayed at. But now companies are looking at every dollar they are spending and where it is spent. This is where a TMC’s role becomes vital; agencies started to be very proactive and advise clients on how far their money can effectively stretch. The difference between agencies is in their ability to deliver the best service and that is vital to stay competitive and maximise travelers’ benefits. The endless war between the internet and personalised service will never end. It pushed lots of agencies to close down at the start and during the last economic downturn.

and look at alternative business models that suit the needs of our clients. We entered the market with knowledge and experience and now our operation is growing on a daily basis with an increasing client base. We offer tailor-made programs, a depth of knowledge and a proactive approach which made us pioneers in the current competitive climate. We are still a new company with only 7 years of age and therefore are still very embryonic, but we know where we want to go and how we want to be recognised. We anticipate and recognise client demands, and we offer our knowledge and experience with a dedication and passion and that makes our clients feel they are not on their own! G

The survivors had to change or become irrelevant. So why did those agents survive while so many others haven’t? The answer is simple: they realised that the traditional travel agency model they used in the past would not ensure their future, and they realised that there are always people who prefer to use their services over the internet. In J.C. Travel we have set a benchmark of luxury and personal attention to details combining cutting edge technology with unmatched opulence and a VIP style service. We work closely with our suppliers

J.C. Travel Professionals Pty Ltd p | (61 2) 9634 7044 (61 2) 9634 7088 f | (61 2) 9634 7099 w | www.jctravelprofessionals.com.au

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GWP Magazines | Issue 33 | November / December 2010

Lifestyle

Leonay’s Emu Sports Club Continues to Surprise

by Larry Woldenberg

The Western Suburbs should be celebrating their premier social club— Leonay Emu Sports Club. Not only do they keep coming up with innovative ideas, but they also hold spectacular events for all the family.

Of course don’t forget New Years Eve. There will be a 4-piece band, a theme night (yet to be chosen) and fireworks as well. The night starts at 7:30pm and runs till 1pm. It’s free for everyone, but be sure to book your table for the dinner dance occasion.

The now annual Ocktoberfest will have already been held by the time this issue goes to print, but according to CEO Michael Ekert, they were expecting up to 1,000 people to attend. The two Melbourne Cup Events including the Calcutta and the actual Race Event with accompanying fashion shows are two other examples.

Now just in case you’re not yet a member of the Club, Michael is offering for the month of November a half-price sports membership of $5.50. As he explains, you get your money’s worth in spades! First there are 2 for 1 meal deal Monday & Tuesday night. Meat raffles take place every Wednesday (buy 10, get 10 free) when drawings occur between 6:307:30pm and Fridays (buy 5, get 5 free) from 6:30pm-7:30pm.

The fact that the Sports Club also offers an 18 hole golf course augments their case even further. This enables them to put on events like the upcoming Friday the 12th of November FOGS golf tournament. This event honours the former Origin Greats with all monies raised going towards their benefit.

As if this weren’t sufficient, you get a $10 birthday voucher for food and drink. Now by my way of thinking, that’s a no-brainer. Put up $5.50 and get a $10 food voucher! Spread the word. Someone’s crazy making an offer like that.

You can enter with a team of 4 in the Ambrose Event for $280 total. There will be a shotgun start at 8am on the day with special guests including Terry Lamb and Max Grellech. The 2SM Broadcasters will be on hand all day as well doing an actual broadcast. So you can come and meet Gavin Roberts, Bret Papworth and Graham Hughes.

I’m quickly running out of space, but before I do Michael has popped in 2 more offers! There’s now a Saturday morning BBQ from 6:30am to midday offering bacon rolls along with sausage and onion rolls. Then on Sundays there is a $5 special brekkie from 9-10.30am offering scrambled eggs, baked beans, sausage and bacon along with a free Sunday Herald newspaper.

The day offers prizes to the top scoring team, nearest the pins, the longest drive, the straightest drive and a $20,000 Hole-inOne contest at the 18th sponsored by the insurance company IC Frith & Associates. Great for anyone interested in playing golf! Now these events are all popular but the big one is coming up in December. If you guessed it’s Christmas related you were right. It’s Carols on the course with The Panthers Foundation providing the Christmas carols. The date is Saturday the 11th of December. This event attracts over 3,000 people every year and is free for everyone. There will be a live band, local acts performing and fireworks. You can sit on the grass (hence, the room for so many people). Santa will make a special appearance at 8:30pm, so get the kids there, too.

58 GWP Magazines | Issue 33 | November / December 2010

Wow, I better end here before Michael comes up with more ideas. G

Emu Sports Club Ultra Fit Studio | 02 4735 1192 Golf Memberships | 02 4735 5300 www.emusportsclub.com.au

The Carols on the course occasion will kick off at 5:30pm and run until 9pm. There will be a BBQ with sausage and beef rolls plus soft drinks. All the family and Community are invited to this well-behaved event.

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GWP Magazines | Issue 33 | November / December 2010

Feature

Make Sponsorship a Part of Your Marketing Mix in 2011

Shannon Donato, Marketing Manager Penrith District Rugby League Club

Another year may have come and gone but season 2010 saw Rugby League reassert its position of strength in the code’s heartland Western Sydney.

The Penrith Panthers is the iconic sporting brand of Greater Western Sydney — Australia’s most lucrative market. With over 1.9 million people, 43% of Sydney’s population, and a household retail expenditure of over $15.8 billion dollars, this region is widely acknowledged as the target market for any brand looking to grow their customer base. As a result, the Penrith Panthers are in pole position to take advantage of your company’s desire to reach this growing market. The Panthers administer the largest Junior League competition in the world with over 500 teams with 8,500 players and their families all being a part of the Panthers’ family. This vast army of local families along with our 14 licensed venues and 150,000+ licensed club members across Western Sydney and NSW, offer our sponsors marketing opportunities that are without rival in Australian sport.

Pink Panthers for the McGrath Foundation and Women in League a game… twice • Panthers on the Prowl servicing over 1,200 local school children • Open training sessions for members and sponsors to attend with the team • A sell out game v the Eels where over 500 people had to be turned away at the gates • Record gate takings for the season • Record merchandise and membership sales for the year

By sponsoring the Panthers you and your business will be partnering with a team that is committed to proudly representing its sponsors and community.

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.

Our performance on the field was impressive, finishing only two games away from the NRL Grand Final. Off the field was just as impressive with numerous promotions in the community and with sponsors that saw our region overflow with Panther Pride.

Season 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 the New Year than with a mutually beneficial partnership with an iconic brand like the Penrith Panthers?

Some of the things we were able to achieve as a Club off the field in Season 2010 included: • Over 16,000 sponsors, members and supporters attending a trial game at CUA Stadium in February • Pink Panthers game/extravaganza helping to raise over $80,000 for the McGrath Foundation and Women in League • Breaking our gross bar takings record for

Opportunities for 2011 include signage at CUA Stadium Penrith, Corporate Hospitality (Corporate Boxes and our Chairman’s Club Lounge), varying levels of ‘off the shelf packages’ starting from just $2,000 for the Season, Ground Announcements, TVC’s and Corporate Networking Events.

60 GWP Magazines | Issue 33 | November / December 2010

New initiatives introduced for next Season include mystery sponsor adventures,

business breakfasts, pre-game sponsor functions, and a Corporate Box specifically for designated ‘player sponsors’. For those businesses looking for maximum impact, there is the added incentive of some of our senior properties entering the market for 2011 including sleeve sponsorship, branding of our National Youth Cup team, and Stadium naming rights. G 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. w | w ww.partnerwithpanthers.com.au (i.e. Partner With Panthers) or contact him directly on: e | shannon.donato@panthers.com.au p | 02 4725 6414

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GWP Magazines | Issue 33 | November / December 2010

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62 GWP Magazines | Issue 33 | November / December 2010

 Le�v� �� t�� rg��ng t� �s �n� de �� Ora bac�, provide ��l�� n� ��joy ��r��f....

What Woodbury and clarity on is the area of communication in a partnership and how this is possibly the least understood and most widely misused concept. Communication is the process of conveying information. But in a partnership, communication is much more than this. It is also the means by which feelings and emotions are transmitted and processed.

 

as well as being able to deal with the  elephants in the living room. When you are

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in a 24/7 working partnership, then honest, Whilst we all know that words are an  transparent and respectful communication important part of communication, it is vital. The Invisible Partnership: How is also through our body language, O We can chau�eur you to around Work With Your Spouse Without facial expressions, and moods that are the historic Hawkesbury. Getting Divorced is a must-read for all present when we use words that we can  Visit Historic of the entrepreneurs who want to take their communicate to a muchO deeper level.buildings  business and personal relationships to a Therefore, when a partnershipHawkesbury. is in trouble,  O Doabout a patchwork quil�new ng level. G one partner often complains not andwhole workshop. being able to read the other partner’s mind. Visitall local ar�sts. And, if you are looking for powerful, dynamic In general, the ability to O read those O Enjoy the local dropkeynote and presenters, then discuss your other elements of mood, facial expressions food. requirements with William or Louise today. and body language in a greatne partnership makes it seem like you are reading your Louise Woodbury and William de Ora partner’s mind.  p | 02 9955 8888  e | success@InvisiblePartnership.com Woodbury and de Ora stateEmail: the importance janice@hstours.com.au  w | www.InvisiblePartnership.com of being in alignment with each other







Phone 02 4575 1421 www.hstours.com.au



GWP Magazines | Issue 33 | November / December 2010

FEATURE

Daniel Moisyeyev, Business Development Executive - GWP Media

Article Contribution is a Necessary Part of Your Marketing Campaign Here at GWP Media we receive requests to place articles into our publications on a daily basis. In this special editorial I would like to highlight our unique publishing and distribution model and lay out the process of contributing an article to Business Resource & Lifestyle Magazine (BRL). This editorial will be of special interest to all those regular readers who have considered writing for the BRL and taking advantage of our in excess of 10,000 readers, but do not know how to get started.

of potential clients. We can even add their lists of potential clients to our distribution database to make their approach more proactive. We call this initiative “The Hit List Project”. Anyone who wishes to receive a copy of the magazine directly to their desk can opt to subscribe through our website.

way of reaching your desired target market. Our approach to offering article placement for a fee carries a large number of advantages to business owners. This original approach does not in fact disadvantage potential contributors from placing their content, but it offers an equal, balanced and fair opportunity for all to take advantage of our popular publication.

(fig. 2) Distribution breakdown per Sydney region

Our model BRL is a unique publication because of our original approach to distribution. If you are reading this article, you most likely picked up a copy of BRL off one of our 70 conveniently placed magazine stands. As of the current issue, GWP Media has approximately 80 dedicated locations (fig. 1) in Sydney Business Parks and banks where the magazine can be picked up free of charge. Most of our magazines are distributed on a complimentary basis across business parks and specific business communities. We specifically target business owners, management and entrepreneurs. Please see the distribution breakdown by Sydney Business Parks (fig. 2) and regions. We collect very extensive statistics and carry out regular analyses to see where our magazines are most popular and where we need to expand our distribution. In addition to our magazine stands, we send out copies by mail to subscribers, clients, VIP entries and other key decision makers. BRL contributors can also choose to distribute magazines through their own lists

64 GWP Magazines | Issue 33 | November / December 2010

Why pay for an article? BRL is unique compared to other publications when it comes to our advertising model. All of the articles you will read in our magazine are paid editorials/ advertorials with a couple exceptions (Cover Story and Publisher’s Guest). We look at articles as a unique form of advertising and marketing and an excellent

Here is why: • There is no discrimination for specific content or particular business owners. This means that you can have definite placement of your article in the next edition of BRL – unlike other publications who would not give a second look to the small business owner. Every business has an equal opportunity to be in our publications.

FEATURE • Our approach enables business owners to carry out a consistent marketing campaign. Business owners can sign up for a customised package that will deliver required exposure on a regular basis. • The quality of articles remains top notch due to business owners and entrepreneurs striving to write engaging and interesting content – this is because the quality of articles directly impacts the Return on Investment (ROI).

a product. This type of article is most appropriate to tangible items. It is also an excellent way to introduce a brand new initiative or announce the opening of a new company to our readership and Business Community. Writing the perfect Expert Advice article The key to an effective Expert Advice article is writing and presenting content in such a way

• Different article types carry different price tags. Choosing the right article to approach your readership BRL offers two types of articles – Expert Advice and Business/Product Profiles. Expert Advice articles contain educational content written and presented by experts from a particular industry. Our research and experience shows that Expert Advice articles are a popular and effective choice for professional service providers. (fig. 1)

GWP Magazines’ Floor Stand in one of the Commonwealth Bank’s Branches

aspect in their business. An educational article may at first seem like an unusual choice when a simple company profile can be written up with much less effort. However, ask yourself would you prefer to read some company’s “life story”, or would you prefer to read content that will contribute to resolving an issue within your company and improving the flow within your business? ”I have a very good story/media release that your readers will find interesting. Can I get in free of charge?” GWP Media strives to promote equal opportunity for all business owners. The answer to this question comes in the form of another question – what do we say to your competitors who also have a “very interesting story” and why should we tell them “no” and your business “yes”? Our solution is simply to tell every business “yes you can” - and provide a service of far greater quality than we would if we printed articles free of charge. When a business pays – they become our client and we take care of our clients. G

Google map showing dedicated distribution locations.*

*Google map was used in accordance with document at www. google.com/permissions/ geoguidelines.html Attribution and distinctive aspects of Google Maps are intact.

Expert Advice articles also serve to engage the local business community. A regular educational article is key to establishing a solid presence and building your profile by showcasing your knowledge and industry experience. Business/Product profiles can be used to profile a business or advertise/review

that it begins an open dialog. That means that your article must highlight a certain problem or issue in the industry that will be of concern your readers. Your article does not have to present an immediate solution to said problems, but your readers must have a clear understanding after reading the article that you or your company will assist to resolve the described issue thus improving a certain

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

GWP Magazines | Issue 33 | November / December 2010

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Le�v� �� t�� rg��ng t� �s �n� �� bac�, ��l�� n� ��joy ��r��f....

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Phone 02 4575 1421 Email: janice@hstours.com.au

www.hstours.com.au 66 GWP Magazines | Issue 33 | November / December 2010

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