GWP Magazines Business Resource & Lifestyle Magazine Issue #36, May-June 2011

GWP M a g a z i n e s ®

SYDNEY - Issue 36

| May / June 2011

Publisher’s Guest: The Hon. Katrina Hodgkinson, MP Minister for Small Business

Tony Abbott:

The Iron Man of Politics

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Editor and Publisher: Dmitry Greku Staff Writer/Cover Story: Larry Woldenberg Contributing Writers: Charlie Lynn Angry Anderson Darryn Fellowes Paul Darby Scott Tyler Steve Sebbes Stephen Frost Robert Cliff Rick Eardley Russell Chegwyn John May Shannon Donato Rod Dalton Marcus Moufarrige Art Director: Svetlana Greku Graphic Design: Xabier Goñi, XDesigns Photography: Francesca Surace, Stilz Fotografika Printing: Newstyle Printing Business Resource & Lifestyle Magazine® is published by GWP Media® and GWP Magazines® ABN: 82 096 352 064 www.gwpmagazine.com.au Norwest Office: Unit 8, 7 Inglewood Place Baulkham Hills NSW 2153 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

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The opinions expressed in this journal do not necessarily reflect and are not to be regarded as the official opinion of the editor, publisher or their agents.

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

Contents

CONTENTS 8

36

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Business Advice Tony Abbott: The Iron Man of Politics Larry Woldenberg

Publisher’s Guest 14

The Hon. Katrina Hodgkinson, MP Minister for Small Business

Regulars Political Agenda

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Australian Diggers Serving in Afghanistan Must Often Wonder Why They Bother Charlie Lynn

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Accessing Government Grants Rick Eardley

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Helping You to Help Yourself Schon G Condon

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Customer Centric What does it Mean?

Stephen Frost

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7 Ways to Optimise Your B2B Marketing with Web Video Scott Tyler

Telecom

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Sydney Showground

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A Pay Rise? No Thanks, We Just Want…

Rod Dalton

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4 Critical Success Factors for Property Investment Steve Watters

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Running a Business has Never been This Easy Marcus Moufarrige

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Align Your Business with the Iconic Sporting Brand of the Western Sydney Region, the Penrith Panthers!

Shannon Donato

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Classifieds

Get Ahead in the Cloud Steve Sebbes

Where are We Headed?

Angry Anderson

Business Advice

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Features

Regulars

Cover Story

Smarter Ways to Finance New Cars and Equipment Paul Darby

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Calculating Succession Benchmarks Darryn Fellowes

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Business Financial Impact Review Russell Chegwyn

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Lifestyle Value Your Trasures - Carefully!

Robert Cliff

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Government

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What does Council’s New LEP Mean for Business?

The Hills Shire Council

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Parramatta: Centre of Sydney’s Transport System Parramatta City Council

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Editor’s letter

Dmitry Greku - Editor and Publisher - GWP Magazines®

People’s Bright Future or a Very Dead End? This time I do have some good news – the NSW has a new Government. There is no guaranteeing their success running our Labor-ruined, long-suffering state, but knowing a lot of Liberal politicians personally, I have strong confidence in them.

The biggest mistake of left wing politicians is their mistreatment of the business community and taxpayers’ generous donations – Tax. What scares me most is rhetoric about the so-called Carbon Tax. Let’s look a bit into the history. It’s actually very easy to predict the results of one political decision or another. We just need to be able to find a similar situation in the past and create a parallel analogy between our current situation and the events of the past.

In socialist-communistic states like North Korea, USSR, former Albania, etc., some people decided one day that something they do not own themselves belongs to “The People”. It might be natural resources and the mining industry to start with. And it doesn’t matter for some that someone has already invested billions of dollars into pulling those precious resources from the ground, selling them overseas to create a massive stream of funds into the state budget. Those some still want a “Fair Share” and it’s time to start yelling: “Give me! Give me!”

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Stage two. The same people after fixing the mining industry visit my business and other businesses to say: “Your magazine is a “People’s media – give me!” I’ve been accused by the same “Fair Share” individuals of pushing “my agenda” and supporting one wing of Australian politics.

They don’t care that I have to pay for “People’s Pages” in our magazines and they don’t want to know that I contacted offices of Kristina Keneally for a cover story and David Borger for the Publisher’s Guest interview. I couldn’t even get through their receptionists or PAs and my offer was rejected. But this is another story. So, expect one day a share of your business becomes “People’s Property” with their “Fair Share” and be ready for a compulsory re-distribution of your hard earned wealth.

So-called Carbon Tax is the exact scenario of this kind of re-distribution.

Stage three. How many bedrooms are in your house? 4-5? Are they all (!) for only 4 family members? This is definitely too much and it’s time to share. You can comfortably accommodate your family in one bedroom and share the 3 other bedrooms with “less fortunate” members of our society.

If you disagree, and you have a full right to do so, you will be sent to one of the beautiful Pacific islands to a labour camp where you’ll be helped to fix up your mind.

Some other “better” people will be found

to take your spot in our “ideal” community.

Luckily we’ve got plenty of candidates in the growing number of detention centres waiting for their time to have their share.

People in any government should be more careful in choosing words describing their actions. The use of a dictionary with the words “revolution”, “fight” and “people’s share” looks very innocent at the beginning but never brought any good to any country and their peoples. These days we can see that our situation is not getting any better.

New taxes for different industries are announced and discussed almost every day and pre-election promises are broken on a regular basis. Now we’re being told to rejoice in a new tax because the uncertainty around it for businesses has finally ended.

Imagine where we would be with our businesses if we run them the way the government is running the country.

Please write to me your views. The best will be published in forthcoming issues in our soon-to-appear “Let’s Spin a Good Yarn” Section. e | editor@gwpmagazine.com.au

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great australian PEOPLE Tony Abbott finishing the 2011 Pollie Pedal in Manly with his daughters Frances and Bridget

Tony Abbott:

The Iron Man of Politics

By Larry Woldenberg

No other person in Australia has affected the political landscape like Tony Abbott.

Just as the Labor Party is suffering ructions, so were the Liberals prior to Tony’s ascent to Opposition Leader. Once Tony took on the last election the results were tantalisingly close. Not long before this when Rudd was Prime Minister such an outcome seemed unachievable. Yet the most recent polls, according to ABC News, show the Coalition now holding an election-winning 54-46 per cent twoparty preferred lead over the Government.

So who is this man and what is his background? The following article provides an answering snapshot. It’s based on a recent interview with the Iron Man himself.

It all seemed surreal when our publisher Dmitry, our photographer Francesca, and myself were ushered into Tony’s office for an exclusive interview by his press secretary Andrew Hirst. On the way we passed a couple of minders and I marvelled at how Tony must live surrounded by people for the majority of every day. It’s all part of public life.

In his autobiographical book, Battlelines, he mentions the perils of public service: “The hours are killing, the rewards modest, the responsibilities daunting, the exposure relentless, the gratitude uncertain, and the strain imposed on family members quite unfair.

Yet someone has to represent an electorate in parliament, help lead political parties and take responsibility for decisions about the future of our country. If you want to make a difference, it’s the price you’ve got to pay.”

When Tony introduced himself, I could see he seemed quite at ease in a body made fit by thousands of kilometers cycling and hours swimming against ocean currents.

In fact just two days prior to our scheduled interview Tony had completed his annual Pollie Pedal ride of seven days covering 1015 kilometres with an entourage of 50 enthusiasts raising $200,000 for Stewart House and the Poche Centre for Indigenous Health at Sydney University. Stewart House provides free medical care, educational programs and emotional support for 1,800 public school children in need each year from all over NSW and the ACT to boost their self-esteem and to promote a healthier lifestyle.

Undoubtedly, if Tony ever becomes Prime Minister he will be the fittest one yet to serve

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in Canberra. “Exercise,” he says, “is the active man’s meditation.”

While on the subject of the Pollie Pedal, Tony had conceived of the idea 14 years ago with the aim of improving the image (and health) of politicians while raising money for charity. As it evolved it became more of a Liberal Party event. “This isn’t just a fitness

exercise,” Tony recently commented to the press, “it is also a connecting exercise, because you get to a lot of places where senior politicians can’t go.”

with the birth of their children. Tony has three sisters all currently with families of their own.

One is a journalist, one a travel agent and the other is in IT.

On this current trip Tony and his accompanying party visited a dairy farm in Dorrigo, a classroom in Booral, a tomato plantation in Guyra, a farm in Walcha and a

In Battlelines Tony recalls: “Both my parents taught by example. From Mum, I learned the ideal home welcomes people and makes them feel part of the family. From Dad, I learned that you should always look for the best in others and try to be for them what you would have them be for you.

Tony Abbott at the National Press Club, 17 August 2010

“As best I can remember, my interest in public life first stirred as a child reading the Ladybird books that my Mum brought home.

These usually turned out to be about great figures in history: Julius Caesar, Francis Drake and Henry V are three that I seem to recall. The lesson, invariably, was that duty and honour carried the day. (But) even the best turn out to have their flaws. Despite that, ideals don’t cease to matter because they’re never perfectly achieved or because their adherents are compromised.”

Tony grew up on the North Shore attending St Aloysius and St Ignatius Colleges. He then studied economics and law at the University of Sydney. These were highly formative years as he became president of the Student Representative Council. Noticing the leftwing predilection of the student leaders, he took it upon himself to take an opposing political stance writing articles.

tile-making warehouse outside Maitland. In each place Tony discussed current topics like the carbon tax proposal and allowed the public to air their grievances.

At the ride’s conclusion in Manly (it began on the Gold Coast) he declared: “It’s for a great cause. And as far as I’m concerned, as long as I stay in public life and I am physically fit, then I will keep doing this ride.”

As our interview progressed we asked Tony to talk about his childhood. “I was actually born in London. Dad had been over there doing a higher degree that couldn’t be done in Australia. We stayed two years before returning.”

Tony Abbott at a doorstop media interview at Parliament House, February 2011

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His father took up dentistry becoming an orthodontist whose practice was in Chatswood, while his mother was originally a dietician who then became a housewife

When I asked Tony why he entered politics in the first place, he responded: “I think every politician wants to make the world a slightly better place and the best way to do that is by having a seat in Parliament.” To this he added his favourite quote from John Howard: “Politics is a hard and unforgiving business, but it’s also the highest and noblest form of public service.”

Going back to his time at the University, Tony commented: “As a conservative in 1970s campus politics, the only way to avoid being howled down was to put your arguments in writing. Unlike a speech, a letter in the Sydney University newspaper could not be drowned out by hecklers…. From the start, though, I was less interested in reporting events than in shaping them. That’s hardly unusual for a politician, even a student one.”

Tony soon discovered that the student paper was reticent to publish too many of his writings due to their conservative leanings, so to continue being published he had to become a contributor to metropolitan and even national newspapers and magazines.

great australian PEOPLE

Tony Abbott with John Howard in the Prime Minister’s office, Parliament House, Canberra, 2007

This later led to a stint as a journalist for such prominent national publications as The Bulletin and The Australian.

While at school and university Tony played rugby union and rowed. He was also on the debating team. Being a good student combined with his athleticism and student leader activities, he was chosen as a NSW Rhodes Scholar at the end of 1980. At Oxford he studied politics and philosophy and even dabbled in boxing as an American Jesuit mate dared him to fight as a heavyweight against Cambridge. A few drinks sealed the deal and he began training in earnest. His fight career ended after four victories, but two were significant as he won two Blues — medals for twice beating the Cambridge Champion.

After Oxford, Tony turned to the seminary as the priesthood had always been an interest

inspired by his high school years when all the priests he’d known were natural leaders. He admired their skepticism about dogma and their ambivalence about their own leadership without being cynical about the church.

They still remained committed to their work and message.

But Tony’s experience at St Patrick’s Seminary from 1984-86 proved different. “By comparison with my previous experience, it often seemed highly strung and selfabsorbed. The emphasis was on selfdiscovery rather than the heroic mission for which generations of young Catholics had been prepared to remain poor, obedient and chaste.”

Over this period Tony also struggled with his own impulses and in the end decided he wasn’t cut out for the pastoral order.

“Looking back, there were three reasons

I would not have made a very good priest.

The living Jesus of Christian faith was only a second-hand presence in my life. I knew his friends, so to speak, who impressed me immensely, but I wasn’t ‘naturally devout’, at least in the ways necessary to sustain life as a priest. Not consoled by heartfelt prayer, I couldn’t imagine being celibate for the rest of my life. Finally, I was far from confident that I had the patience to be effective in a parish. I craved more excitement than the priesthood seemed to offer.”

I asked Tony about the separation of Church and State and he was emphatic in his response: “In Australia separation of Church and State is an article of faith and I’m absolutely comfortable with it.” To this he added: “While I’m far from being a perfect Catholic, however, I do still take religion seriously.”

After leaving the seminary Tony moved into

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of Technology. Margie was in finance when she met Tony, but now directs a communitybased childcare centre in St. Ives.

After his seminary experience, Tony took time off to take a normal job in order to get experience outside the “ivory tower” of writing, academia and the priesthood.

Through his Jesuit connections he got a job managing a concrete-batching plant in Silverwater working for Pioneer Concrete.

This along with a year-long stint as a pastoral assistant in Emu Plains gave him a chance to experience life in the western suburbs.

In the end he left this job to become a leader writer at The Australian. One year later, in 1990, he got an even better job brokered

by John Howard to become press secretary (and later political adviser) to the then opposition leader, John Hewson.

Tony Abbott and his daughter Louise at Mackay Reef Fish Supplies, 27 July 2010

“Hewson and I had our differences, but I owe him a lot. He asked me to be the principal draftsman of the main Fightback! document that largely shaped Australia over the next decade and a half. Hewson might have failed as a political leader, but, as the Keating and Howard Governments proceeded to implement most of his agenda, he turned out to be one of Australia’s most influential policy makers,” Tony wrote in Battlelines.

“Learning about politics from the inside and

Tony Abbott and fellow cyclists on the Pollie Pedal 2011 assist a motorist whose car had broken down near Gosford, 9 April 2011 fulltime journalism. During this period a fellow journalist friend mentioned with a straight face that his wife had an acquaintance who had been reading his articles and was impressed. So a meeting was arranged at the journalist hang, Kings Head Tavern.

While Tony assumed he was meeting an admirer of his writings, it actually turned out to be his future wife, Margie. He had to laugh when he discovered she hadn’t even read a single one of his articles. Instead, his friends were setting him up. However, in this case he has remained forever grateful.

Today the two have three beautiful daughters: Bridget (18) a first-year University student studying Radiography, Frances (20) who studies at a private arts college and Lulu (21) who is in Switzerland with The University

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Tony Abbott with Liberal MP for Kooyong Josh Frydenberg and other riders on the 2011 Pollie Pedal at a local bakery in Morriset

great australian PEOPLE dealing with the press gallery as a staffer rather than a colleague certainly helped my next role as executive director of Australians for Constitutional Monarchy.”

Finally, in 1994, Tony was elected in his own right to the House of Representatives for the Division of Warringah following the resignation of Michael MacKellar. He then served in a plethora of positions, namely: • Parliamentary secretary to the Minister for Employment, Education, Training and Youth Affairs (1996-98) • Minister for Employment Services (19982001) • Minister for Employment and Workplace Relations and Small Business (2001) • Minister for Employment and Workplace Relations (2001-2003) • Minister for Health and Ageing (2003-2007) • Manager of Government Business in the House of Representatives (2001-2007).

• Shadow Minister for Housing (2008-9) and for Families, Community Services and Indigenous Affairs (2007-09).

Since 2009, he has become the Leader of the Liberal Party and not a day goes by without Tony’s name being prominently mentioned in all the national papers.

The Abbott family at the conclusion of Tony Abbott’s Budget in Reply Speech on 13 May 2010

Tony and Margie Abbott at the Australian Cross of Sacrifice, Japan, December 2010

Tony Abbo

tt finishing the Port M acquarie Half Ironm an, Octob er 2010

We asked Tony who were the most influential people in his life. “Dad and Father Emmett Costello of St. Ignatius College,” he answered. “Politically, BA Santamaria and John Howard.” Interestingly, his father’s family in England during the Thirties were all Labor supporters and on his mother’s side her father was a unionist for most of his life.

When asked about goals, Tony replied: “I think we’re a great country with a lousy government. I would like it to live within its means, spending less and more responsibly.

Take bureaucracy out of government and give more power to the people. Thirdly, empower people to be stronger citizens by decreasing the size of government and increasing the role of people.”

At the interview’s conclusion Tony talked about his friendship with Angry Anderson: “Angry is a Northern Beaches identity. I’ve known him for 17 years now and I think he is typical of a lot of people who have been instinctively Labor but just feel disillusioned with the way the Labor Party has developed in recent years.

“I think a lot of people who instinctively want to help the battler and who instinctively want to do the right thing by people who are doing it tough feel that the Labor Party has really abandoned them and has become more involved with the issues of the Greens instead of bread and butter family value issues. So in common with a lot of people, I guess Angry has been feeling let down.

“The challenge for the Liberals is not to let people like that down. Because if we do then they’ll just return to the Labor Party doubly disillusioned and that is not a good thing.” G

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Publisher’s GUEST

Publisher’s Guest

The Hon. Katrina Hodgkinson, MP Minister for Small Business with Dmitry Greku, Publisher/Editor, GWP Magazines

DG: What changes in NSW Government policies can the business community expect?

KH: One of the biggest issues facing small business, and small businesses come in all shapes and sizes from retail to farms and everything in between, is the amount of regulation, the amount of red tape that’s put on them by state government; so one of the key policy platforms that we took to the election was to cut red tape, to cut regulation by 20% in our first term of government.

It’s a very ambitious goal but it’s one that I think we can achieve. Now for every regulation that any minister responsible for any government agency wants to introduce, they have to find two to get rid of. I’ve had a series of meetings with the various government departmental heads that I’m now responsible for as a Minister for Small Business and also primary industries which covers natural resources, environment and many other things. So to everybody I’ve been meeting with I’ve been saying: “If you’re wanting to introduce something new into the parliamentary system…some piece of new red tape…you’ve got to find two to eliminate.” So that has gone down very well with the business community right across the board.

The second thing, a key plank to our policy in the lead up to the election, was to have a Commissioner for Small Business. So that commissioner will have within its office an advocate for small business and also a mediator for small business. At the moment, small business doesn’t have anywhere they can actually go to have their concerns heard unless it’s to the CTTT (NSW Consumer, Trader and Tenancy Tribunal) or some legal department. They need someone to support them – an independent person to support them –

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Publisher’s GUEST

and to liaise between government and the small business operators themselves and also someone that is going to mediate problems that they have in dealing with government departments.

Another key plank of our small business policy is to have bills paid within 30 days.

A lot of small businesses, obviously, have got government contracts. It might be a butcher that’s got the contract to supply the meat for the local hospital or the fellow who owns the tyre place down the road that supplies the tyres for the state car fleet.

It covers just so many small businesses. I’ve heard stories of small businesses having to wait 180 days to get paid and that is after continual harassment. That is no way to run a government. And I’m very strong on this. Thirty days from date of invoice those bills are going to have to be paid. We took that as a policy plank into the election.

encouraged because it really takes a lot of weight off the government needing to prop up people with welfare and all the rest of it.

People can be self sufficient, get out there, be self starters. They should be encouraged but they deserve to have a helping hand as well. So I’m very conscious of that.

As to my own personal experience, I opened a retail outlet in a country town – the town of Yass – a little retail outlet that was called ‘The Sheep’s Back’. I started it from scratch and opened a second store in Bowral a couple of years later, ran both stores in partnership and sold them. I went

There was nowhere that I could go as a small business person to discuss these problems. I just decided that I was going to amalgamate the two shops back into the one, expand the size of the principle business and that was really all I could do. I couldn’t afford to pay double the rent because we just didn’t have that sort of spare money around, once you take your staffing costs into account and all the rest.

People who run small businesses understand all this and I just want to let them know that I’ve been through it personally as well and I do relate to what they go through. We’ve had a cut back in the number of Business Enterprise Centres (BEC) around the state under Labor. That’s really impacted a lot of country towns in particular because a small business person wanting to start up might have gone to see the BEC in his local area but are not necessarily willing to travel ninety minutes to get to a BEC that they might not even know exists.

My major goal as Minister for Small Business will be to regain the confidence of small business in the State Government

These are three ways in which we can help small business straight up. I am a former small business operator myself, as was my predecessor, the former shadow minister for small business, Donald Page. Before Donald I actually held the shadow portfolio for small business as well, so I’ve had some time in opposition and now I’ve got it in government. I have actually done a lot of consultation over the years around the state.

Small business of course isn’t just very important for the greater Western Sydney area where a hundred and sixty thousand small and medium sized businesses are located – there are six hundred and fifty thousand across the state and that’s a lot of small business; that’s a lot of employment and a lot of people doing it for themselves, which should be applauded and should be

through the whole gamut of all the tenancy problems that shop keepers go through.

We owned the Yass store freehold but the Bowral store was a tenancy issue. I had the problem where I had a successful business turn up; I got to the end of my lease. A major retail store constructed itself right opposite me on a place that was formerly a car yard. I not only had…well I had a giant moving in nearby with the threat that they were going to sell similar products to me, but the landlady that I was renting the premises from towards the end of my lease said: “well okay, now it’s going to be much busier in the centre of town, I’m going to double your rent” and there was no going back on that.

This is where I can foresee the Office of the Commissioner for Small Business really coming to the fore by having an outreach program also associated with that commission, so there are lots of ways forward that we can go.

DG: You mentioned this Commissioner.

What would be your relationship with the Commissioner?

KH: It’s going to be an independent commissioner.

DG: Employed by the Government still?

KH: It would be funded by the Government.

Yes, that’s right.

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Publisher’s GUEST

The office would be an agency of the Government but an independent person will be selected by an independent Small Business Board.

What I’m envisaging doing is setting up a small business board, having say, seven people on that board from various backgrounds. We’ll advertise for positions; people can put their name forward; there’ll be an independent selection process for that making sure that we’ve got the best people on that board to then invite tenders for a Commissioner. There will be the interviewing panel for that Commissioner and then we will establish an office for that Commissioner in which there’ll be the advocate for small business and the mediator and so on, positions as we need them. So, it’ll be a bit of a trial but I think that it’s going to be a very positive thing for small businesses. I have run it past a number of people, as did Donald Page before me, and we think it’s a good step forward. We’ve tested the market. We’ve been around New South Wales and been putting this policy to the people and we haven’t had any negative comeback yet.

new small business needs a business plan, needs advice – they need help. You’ve got to be an outreach centre to people. Don’t just wait for BEC people to come to you – be active. BECs will need additional funding support for that because a lot of them are covering big distances and large numbers of people, but I think that in a number of cases some of the BECs have become very tired and really need a bit of freshening up.

I think people have got big expectations of us and what I can tell you is to expect a real psychological shift in Government thinking.

We’re a really proactive team, the Cabinet, and I know a lot of the people around the Cabinet table are quite young, progressive, and have come out of the business sector quite recently so you can expect a change in attitude in relation to businesses, small businesses. We haven’t got the union hacks that Labor has had for the last sixteen years. And, of course, a lot of them had only ever been involved in the union movement as government employees, paid for by either unions or some agency. They haven’t understood what it means to have to earn your own money. It’s not given to you, you have to earn it.

DG: You did mention Business Enterprise Centres, so my next question is actually related to them. Do you think you’ll be reviewing governmental grants for them?

DG: When can North West expect a beginning and completion of the NorthWest railway line?

KH: Everything that I do in small business I want to make sure we’re getting maximum bang for buck. I’m very keen on VFM (Value for Money) – making sure we get good value for money in all aspects of our Government Department and agency. When David Campbell held the small business portfolio he went around and slashed BECs; he brought the funding of the remaining offices back down to minimal level with skeletal staff. We need to make sure we’ve got good people all throughout those BECs and spell out to them what they should be doing. The

KH: I’m a huge advocate of the North West railway line I should say and South West railway line. I personally use the South West more than the North West, coming from the southern part of the State but at the moment I come up the M5 two or three times a week and it’s horrible. I fully support what Premier Barry O’Farrell and Andrew Stoner, the Deputy Premier, have been pushing for, and that is to get those lines started within our first term of Government.

That was a commitment that was made in the lead up to the election and I will

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be pushing on behalf of business people everywhere to get those lines started and completed as soon as we possibly can.

DG: Could you say a couple of words about yourself and what are your major goals as a Minister for Small Business?

KH: My major goal as Minister for Small Business will be to regain the confidence of small business in the State Government.

That’s a huge goal because they’ve been let down very badly by sixteen years of Labor which doesn’t care about small business at all. I want to be the champion of small business. I want small business to know that they have got somebody behind them that wants them to do exceptionally well and wants to be their supporter as well.

That’s how I would like to be viewed – that’s my vision.

What am I? Who am I? A bit about myself – well I’m a mother of two; I am newly into Government. I‘ve spent the last twelve years in opposition. I came into State Parliament in 1999. I worked for Nick Minchin the Senator for a few years and before that, as I said, I was involved in retail.

Prior to that I held a variety of positions at the stock exchange; I’ve worked in property development for several years doing project valuations and had various other roles. I’ve worked in the public service as well as in the Department of Transport. So I’ve done a variety of different things in my life, and I will never forget how it is to be in small business and making money, trying to make money, and doing it for your family as well, as so many people do. So, I just would like anybody that’s reading this article to know that I’m a great supporter of the business community, and I want to make sure that they feel comfortable with me and with the job that my Department is doing. And if they’re not happy, then I want to know about it.

GWP Magazines | Issue 36 | May / June 2011 速

17

Political Agenda

The Hon. Charlie Lynn - Member of the Legislative Council

Australian Diggers Serving in Afghanistan Must Often Wonder Why They Bother Back home the Government that sent them to fight in the war against terror is preparing to Court Martial three of their finest who did the job they were sent to do. It is a tragic irony that whilst our soldiers are well trained to fight Islamic extremists they are so vulnerable to politically correct poseurs in Canberra.

The Australian Defence Force was established in 1976 to unify our navy, army and air force under a single command.

While the name suggested our armed forces would be structured to secure and defend our national borders, it seemed to contradict the strategic reality we face in the Asia-Pacific region.

Australia does not have the manpower, resources or political will to defend our vast continent. We can only achieve this with the help of big and powerful friends.

This requires an appreciation of the fact that big and powerful nations do not have permanent friends – they only have permanent interests. They also understand the concept of mutual obligation.

This is the reasoning behind our military engagements in Iraq and Afghanistan and why we have been America’s most loyal ally in wars against communism, socialism and terrorism since World War II. Sympathisers in these discredited movements have now morphed their political manifestos into the more acceptable guise of environmentalism.

Refined propaganda techniques based on unproven concepts of Global Warming

18 GWP Magazines | Issue 36 | May / June 2011 ®

and Climate Change have been created to undermine our democratic free enterprise system. Those who have the temerity to question the new evangelists are ridiculed as sceptics, deniers or extremists.

Environmental taxes are emerging as an insidious mechanism for the redistribution of wealth. Illegal immigration is encouraged to sabotage the integrity of our national borders. Thought police are mobilised from the commentariat to slam-dunk and humiliate ‘politically incorrect’ dissidents.

So while Australian diggers are engaged in military operations against the scourge of terrorism our own left-wing appeasers are working to undermine our sovereign right to vet immigrants who could be hostile towards our democratic society.

Contrary to popular belief, terrorism is not our major threat. Political appeasement, public apathy and the myriad of left-wing misfits under the Labor-Green Alliance loom as the greatest challenge to our Australian way of life.

The Greens have virtually shut down our timber industry without regard for the fact that it is a renewable resource and Australia a model for world’s best practices. We are now a net importer of timber from neighbouring countries with world’s worst environmental, social and business practices.

We are surrounded by pristine oceans but Marine Parks created to appease the Greens have shut down our fishing industry to the extent we are now a net importer of seafood.

Countries we import from do not have the

hygienic safeguards or business practices we demand from our own industry.

We have fertile land extending beyond horizons but we strangle our farmers with environmental legislation and expose them to unfair international competition. We are now a net importer of processed food.

We have abundant reserves of coal and uranium which the Labor-Green Alliance will not allow us to exploit. Somehow it’s OK for other countries to use but it’s an environmental sin for us to do likewise.

Now they plan to impose a Carbon Tax which will make essential utilities unaffordable for many and cause essential industries to relocate overseas.

The final act the Labor-Green appeasers is to destroy the integrity of our immigration system by legitimising the miserable trade of people smuggling.

One has to question why we bother to waste Australian lives in Afghanistan whilst the insidious Labor-Green Alliance has made us dependent on other countries for food and natural resources. We should remember the motto of the RSL, i.e., ‘The price of liberty is eternal vigilance’.

Hopefully it’s not too late. G For more topics and to contact Charlie Lynn, please visit www.charlielynn.com.au/blog/

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19

Political Agenda

By Angry Anderson

Where are We Headed?

Where are we headed? Does anyone not think these thoughts once in a while?

Of course we do! - So right about now more than a few of us would be thinking this more often as clues to where we are headed as a nation seem to reveal themselves every day.

I for one - and I know that I’m not alone am beginning to wonder just how long the majority will take to catch up to the rest of us, as it will take a mass movement to bring about any chance of changing our direction.

I used to wear a t-shirt that had the legend: “If you don’t change your direction, you’ll end up where you are headed,” So where are we headed? Well, where you ask me? I would say up S#*t Creek without a paddle.

There seems to be a systematic dismantling of all primary industry and thenceforth all ability to produce anything of value in this country - a merciless slaughter of the small business owner/operator, a methodical genocide of our once glorious rural population, a population that was once described, in a paper that I read from the CSIRO, as one of our real assets for the future – and I quote from this paper: “Our rural population, educated into the efficiency of modern farming, embracing permaculture and new methods of nonpollutive soil enrichment and pest control could and would become the envy of the modern developing world.” We have the ability to become the food bowl for the Eastern/Asiatic Region. We would and can still become an ”exporter” of fresh foodstuffs — not a nation of “importers” of inferior foodstuffs from the likes of China, Vietnam, Thailand or Taiwan.

There are other countries to add to that list including South American countries that not only export inferior product into Australia, but product not scrutinised to protect us from disease and plague. This government

20 GWP Magazines | Issue 36 | May / June 2011 ®

and its predecessors have gradually made it easier for foreign products to “pollute” our food shelves.

The emerging monopolistic retail giants are demanding and receiving all the help they need to produce an uneven playing field slanted to benefit no one but themselves.

We are crippled by a union-dominated government ruled over by the “Greens”.

Both of them – Labor and the Greens are supposed to represent and protect us, the Australian public, from what they describe as an exploitive and selfinterested Liberal coalition.

I ask you – why does our government stand by while these giant conglomerates plot to monopolise the market place? Their modus operandi is to gradually exclude

Our current federal government is so desperate to belong to this ‘New World Order’ that they are prepared to betray their own people, their own country! The only possible reasons to promote such betrayal are, simply, money and power.

The Labor party once stood for the worker, the man on the land, the man and woman prepared to rise from their bed each day to do a fair day’s work for a fair day’s pay - where is that party today? Where is the union muscle prepared to do battle with any government that abandons the working man, to protect the rights of our farmers to produce world-class products that can compete on a level playing field – both here at home and on the world market place? Where are they when jobs need protecting? Well, I’ll tell you where they

We are crippled by a union-dominated government ruled over by the “Greens” and financially suffocate our locally grown or made products and produce so they can flood our country with inferior goods.

Our government goes further by actively assisting these usurpers through workplace reform and regulation (or de-regulation as the case may be) to turn us into a nation of importers, not a nation of producers. Why would any Australian government do that?

Why put fellow Australians out of work or make it so hard to work, to build a business, or to maintain a working property?

They have another reason, another agenda that would prevent them from putting Australia and Australians first. What we must do is look for the source of this insanity, and be prepared to believe and accept the almost unbelievable – and that is that they do not have our best interests at heart.

are - they are slinking around the corridors of power looking for a handout; looking to make their power base stronger - not to better the plight of the worker, but to better position themselves to influence policy that will benefit the Leftist ideology of the New World Order.

New World Order? Whose New World Order? It’s not theirs but the one they have adopted. If we don’t change direction, we will end up where we are headed. I’m getting a glimpse of where we are headed and it frightens the hell out of me! Arm yourselves, for all of you who truly love this country of ours, the fight is upon us. G

For your feedback please contact Angry at: e | angrytat@gmail.com

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GWP Magazines | Issue 36 | May / June 2011 ®

21

business ADVICE

Paul Darby, NSW State Manager Asset Finance – Commonwealth Bank

Smarter Ways to Finance New Cars and Equipment After a surge in spending on new assets in late 2010, many businesses seem to have put their wallets firmly back in their pockets. But even in these straightened times, there are affordable ways to buy the cars and equipment you need to stay competitive.

managers have found. With most orders now direct on factory, there are long lead times for vehicles to be manufactured and freighted from overseas, especially with reduced stock levels in the wake of the GFC. Fortunately, there are smarter ways to

luck, unless they are willing to accept brand diversity in their fleet, which compounds repair and maintenance issues.

Planning ahead by securing a large block of funding also helps keep borrowing costs down. That’s because lenders are more likely to set a margin for a set period

Remember the federal government’s Investment Allowance? Part of the stimulus package after the global financial crisis, it was designed to increase capital expenditure and propel the economy forward by giving businesses a tax break on new vehicle and equipment purchases.

And it seems to have succeeded — at least for a while: Commercial finance commitments surge — then fall back Source: Australian Bureau of Statistics, Commercial Finance Commitments, January 2011.

As you can see, borrowings for new assets peaked at each of the December and June deadlines for claiming the allowance, before falling back sharply. Now a new mood of caution seems to have set in, with businesses delaying asset purchases until revenues improve.

But you can only delay for so long. As many business owners are beginning to discover, it’s essential to keep cars and equipment up to date to remain competitive. By regularly upgrading or replacing the essential assets that generate revenue for your business, you can reduce maintenance costs and time lost waiting to source parts and get machines and vehicles up and running again.

And delays can be costly, as many fleet

22 GWP Magazines | Issue 36 | May / June 2011 ®

access the new assets your business needs, without starving yourself of working capital.

Get ahead of the game An asset finance facility, such as an equipment lease, can put you ahead of the game. That’s because you can secure funding in advance, then place orders with manufacturers to meet your replacement schedule. In contrast, businesses placing ad-hoc orders often find themselves out of

that coincides with your delivery timings, at the same time benchmarking your interest rate to a market rate, giving you more transparency and, typically, a healthy discount.

Even if you have extra cash on hand, it’s important not to exhaust your cash reserves on capital purchases. Once your equity is tied up in a depreciating asset, it can be difficult and expensive to release. Some business owners seek

business ADVICE

to unlock their equity by using a sale and lease-back arrangement, where they sell an asset to a lender, then lease it back.

But this approach can prove costly, with lenders charging a premium for used equipment. Many will also see it as a cash raising exercise, making them less likely to provide approval.

Financing options There are two main types of funding instruments to choose from: leases and hire purchase. Both require no deposit, and both can have a balloon or residual payment at the end of the term, with smaller payments along the way, so you can structure repayments to suit your cash flow.

If you use a lease with a residual payment, it’s important to take ATO depreciation guidelines into account. Hire purchase is more flexible, giving you the flexibility to set a term to match the useful life of your equipment, or marry outgoing expenditure with incoming contract payments.

You can choose a term as long as 10 years,

although most business owners prefer shorter terms. For example, a new heavy truck running interstate would typically be funded on a term of five years with a balloon payment of 20%–30% at the end of the term. By contrast, the same truck doing local metropolitan work would be funded on a longer term of, say, seven years with a 20% balloon, reflecting its extended useful life and smaller cash flows.

Easier fleet management Along with asset finance, it’s worth considering a fleet management solution.

Typically, in a small to medium-sized business fleets of between five and 25 vehicles are managed by the CFO or an equivalent senior manager. When you consider that each vehicle will generate a minimum of 13 invoices a year — assuming there are no accidents, fines or driver changes — that adds up and can be a considerable drain on the time of the leaders of the enterprise.

a small amount each month to cover fines, registration, insurance, tyres, reporting, novated lease salary packaging and more.

For many busy business owners, that’s money well spent. G

Paul Darby is the New South Wales State Manager for Asset Finance at the Commonwealth Bank. p | 0414 889 213 e | paul.darby@cba.com.au

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GWP Magazines | Issue 36 | May / June 2011 ®

23

business ADVICE

Darryn Fellowes, Wealth Adviser - Skeggs Goldstien

Calculating Succession Benchmarks The easiest method for a buyer or potential successor to analyse different businesses is by using benchmark performance comparisons. Benchmarking is also a simple way for you to see how your business performance compares against others in the same industry, or more importantly, other businesses vying for the same customer.

Benchmarking, therefore, can play an important role when preparing your Effective Succession Plan, not only enabling direct comparisons, but also to highlight to you areas for improvement prior to your succession event.

There are numerous benchmarking standards available for any industry. The key to successfully using benchmarks is to identify those that are particularly relevant to your business and to what you are trying to achieve. In planning for succession, the key benchmarks are considered to be Growth, Productivity, Profitability and Liquidity, all of which are important in their own right, but are also interlinked.

Uncontrolled or unplanned growth may lead to unproductive or unprofitable work.

High levels of liquidity may indicate that the assets of the business are being retained in unproductive asset classes. Conversely, low levels of liquidity may limit or restrict growth opportunities as they present.

Case Study Consider the following scenario faced by Eddie and Amber who were looking to purchase a professional services business.

Not owning their own business previously, they had sought the advice of a professional adviser who assisted them in completing a due diligence on three businesses they had shortlisted. All three businesses had similar sized client numbers and were asking

24 GWP Magazines | Issue 36 | May / June 2011 ®

similar prices, but when further analysis was completed they were amazed by how different they actually were. The results were summarised as follows:

the business could afford for their efforts.

Unfortunately there had been a dispute between the partners due to a feeling that the workloads were disproportionately split

Measure Business

Growth

Adjusted Profitability

A

-3%

-24%

B

-5%

-16%

-91%

C

-38%

-9%

-110%

Their adviser’s following issues.

report

identified

Productivity -67%

the

with one partner claiming to have been working 65+ hours per week.

Business A The owner was already semi-retired spending only three days per week on the business. It was a well established business which had no proactive client management over the last two years, as the owner was happy with letting it run its course only drawing a minimal wage to support his golfing habit.

The ability of Eddie and Amber to use this benchmark information greatly assisted their decision making process – but we are not going to tell you which one they picked! G

Business B The current owners, an older husband and wife team, were struggling to keep their heads above water in managing the business and the constant change in their industry. They hadn’t adequately prepared for this and thought they could do it all themselves without any additional staff and so were always busy but not always spending their time on income generating activities. Unfortunately, work pressures impacted on their personal relationship and the business sale was a result of their divorce.

Business C A reasonably new business with two young driven owners looking to build a business from scratch and drawing out the maximum

Skeggs Goldstien Associates located in Norwest Business Park and Chatswood is an Accounting and Wealth Management practice specialising in Growth, Succession and Transition Planning for Small to Medium sized businesses.

If you are currently thinking about your future succession and would like to know more about business benchmarking and how it applies to your business, contact Skeggs Goldstien to arrange an initial obligation free consultation.

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

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GWP Magazines | Issue 36 | May / June 2011 ®

25

business ADVICE

Russell Chegwyn, Managing Director - Chegwyn Insurance Brokers Pty Ltd

Business Financial Impact Review As a business owner or employee, have you ever wondered what you would do if you turned up to work one morning and the fire department were putting out the last flames on a fire that has completely destroyed your workplace?

Furthermore, Federal Government statistics show that of all the businesses involved in a major material damage loss not necessarily a total loss: • 43% never re-open • 28% fail in the next 3 years

Sounds a bit far fetched? Will never happen to you? Perhaps the survivors of the Tokyo earthquake and tsunami, the QLD Floods or perhaps the Victorian Bushfires may have a different view.

The fact remains natural disasters, weather events and fires will continue to impact upon both our business and our private lives forever.

Whilst statistics of probability are on your side and the above scenario may never happen, the question still remains – Where do I get my cash flow from?

A business can exist without making profits but never without a cash flow.

When your business cash flow is interrupted or ceases as a result of an event for which material damage insurance is in force, most businesses could be facing financial ruin. Historically, wealth creation and preservation are the domains of financial advisers and life insurance brokers and not the general insurance industry.

The reality, however, is in most cases that business owners fund their lifestyle, asset accumulation and wealth creation out of business-generated cash flow. The further reality is that whilst many people protect themselves personally, some 42% of businesses do not have any Business Interruption insurance in place and of those that do, only 2% are adequately insured. (Statistics sourced from CGU Insurance Seminar.)

26 GWP Magazines | Issue 36 | May / June 2011 ®

• Only 29% survive • 71% disappear.

What this means is that the majority of business owners (and in turn their families and employees) are exposed to significant wealth and lifestyle degradation risks because they, in the event of a loss where they could not trade, would not have the cash flow from their business to support their ongoing lifestyle requirements.

What many business owners do not take into account is that if they have no cash flow, they will have to let staff go. This then has a flow on effect as these staff members have families, mortgages and other bills that rely on being serviced by a weekly wage. If a business owner thinks that by not having any Business Interruption/ Cash Flow Insurance he is only impacting upon himself he is seriously mistaken. The ongoing ramifications spread to a much wider circle of people. Another reason to ensure that you are able to pay staff is that you do not want trained and qualified staff taking jobs with competitors. Whilst you may be able to rebuild the physical content of the business, it would be far more difficult to replace staff that had an intimate knowledge of your business operations and also your clients.

Many business owners are either not educated on Business Interruption Insurance or have simply discarded it as an additional unwanted expense. Forget

complicated formulas for calculating Business Interruption covers the traditional way and opt for something that is far simpler and easier to understand. One of the industry leaders in simplifying Business Interruption or Cash Flow Insurance has been Interruption Underwriting Agencies. (www.iua.com.au) Their specialist Cash Flow Insurance products can be tailored to suit your business.

When a claim occurs, there is no point in having a complex settlement process that takes 6 months to pay a claim. When a loss occurs you need money now. IUA’s product provides for claims payments every 7 days where practicable and when the relevant information has been provided to them. It is no point in having the payment given to you 6 months down the track when your business has folded because of lack of cash flow.

If your business has not undertaken a full Financial Impact Review in terms of general insurance, then contact should be made with your broker or advisor. Remember, as a business owner the lifestyle that you enjoy can be turned on its head without the correct coverage being in place. G

Chegwyn Insurance Brokers Pty Ltd Suite 105, 447 Victoria Street, Wetherill Park NSW 2164 p | 02 9604 6166 f | 02 9604 6188 w | www.chegwyninsurance.com.au

GWP Magazines | Issue 36 | May / June 2011 速

27

Business Advice

Rick Eardley, Director - Grants Spectrum Australia

Accessing Government Grants Apart from the Federal Government, there are other sources of grant funding available.

Despite an apparently parlous “black hole” in its budget forecasts, the NSW government, at the time of printing, also has assistance programs that may be able to help your business.

Innovation Pathways Program Innovation Pathways Program assists NSW businesses to commercialise innovative technologies by supporting their growth in several ways. It is targeted specifically at businesses which have an annual turnover of less than $15 million and who have innovative technologies supported by intellectual property.

slightly different state specific benefits.

ATS membership lasts for three years and allows member technologies to be promoted through the ATS website and regular newsletters. The ATS is a networking program, so many of the benefits revolve around industry networking opportunities, expos and seminars.

In NSW, the State government offers a grant of up to $20,000 available over the three years for export purposes and participation in international trade missions and market visits as approved by the NSW Department of State and Regional Development.

Some of the benefits of this program include: • Exclusive access to diagnostic workshops; • An 8-10 week program of workshops and mentoring, aimed at building skills and providing learning opportunities; • Grants of up to $25,000 for organisations or $35,000 for Australian Technology Showcase members; and • Capital raising, export market planning and technology development assistance.

In order to be eligible for ATS membership, your business and technological innovation must meet a number of criteria. Your business must be: • less than five years old; • turning over less than $10 million per year; and • registered in Australia (or controlled by an Australian resident in the case of individuals).

In addition, in situations where more than one organisation collaborates on a technological development, grants of up to $50,000 may be available. To be eligible for the Innovation Pathways program, your company must: • Have a turnover of less than $15 million; • Have innovative technologies; and • Must ensure these technologies are supported by identifiable intellectual property.

In addition, the specific technology must be: • Australian and have global marketing potential; • your intellectual property or you must have exclusive worldwide rights for commercialisation; • clearly innovative; • scientifically credible; • derived from significant local content; • commercially appealing; • have exportable potential; and • socially and environmentally beneficial.

Australian Technology Showcase (ATS) ATS is a national program which aims to promote technological innovations and develop export markets for these products.

Although the ATS is a national program, it has a hybrid nature in that it is run separately in each state, with different states having

28 GWP Magazines | Issue 36 | May / June 2011 ®

TechVouchers Officially known as The NSW Technology Vouchers Program, TechVouchers is a NSW Government scheme implemented in order

to encourage collaboration between small and medium businesses and public sector research organisations within NSW. Through TechVouchers, you can get in touch with an expert in your field and engage on a joint research project, or you could access high tech instruments and facilities for testing and feasibility studies. The scheme offers a great deal of financial and practical support and assistance to participating businesses.

Vouchers of up to $15,000 are available, allowing companies to access public research facilities, as well as to: • Fund research partnerships with public sector research organisations; • Support research projects which lead to Linkage Project, Researchers in Business or other similar grant applications; • Fund access to research facilities; • Fund activities centred around product and process design; • Obtain technical assistance; • Organise trial production runs for technical concept demonstration; • Demonstrate products and processes; and • Fund toxicology studies into materials and substances used in your product.

The TechVouchers scheme can provide a useful cash subsidy as well as unmatchable research opportunities for your business.

You must be prepared to match the funding with a cash contribution or eligible in kind contributions. G

Grants Spectrum Australia e | info@grantsspectrum.com.au w | www.grantsspectrum.com.au

GWP Magazines | Issue 36 | May / June 2011 速

29

business ADVICE

Schon G Condon RFD, FCA, FCPA - Condon Associates

Helping You to Help Yourself With what is claimed to be the end of the GFC (Global Financial Crisis) there has been an increased level of activity from various parties in relation to the recovery of outstanding accounts.

Possibly the most notable of these is the ATO (Australian Taxation Office) who has become quite vocal most recently with its planned pursuit of “Loss ridden SMEs.”

However it is not just the ATO that has ramped up its activity. Many of the collection agencies, debt recovery lawyers, insurance companies and other large Corporates are increasing their activity. So to the average SME it is time to both be aware and to be on top of the game, even if you are experiencing some level of financial discomfort but not outright insolvency.

A recent matter in which we were involved demonstrates the need for SME’s to be ever vigilant in this market.

A Company, let’s call it “A Little Slack Pty Ltd” or ALS for short, was operating in the Building and Construction industry and like lots of SMEs had the usual group of professional advisers around it. Life was pretty much normal with things going in a business-like manner, but there was a real air of near enough is good enough when it came to the documentation of their business affairs.

Alas, ALS ended up in liquidation as a result of prosecution by an aggrieved party. Consequently we were appointed as Liquidator of ALS. The company found itself in this position because not only had it avoided monitoring its ASIC correspondence, but as it had not adequately updated its statutory records, information was actually being sent to alternate addresses. On the surface people would suggest that this was fine, but when it

30 GWP Magazines | Issue 36 | May / June 2011 ®

has catastrophic and costly consequences, reality sets in.

To add to ALS’s woes, the company was actually solvent. Situations like this can very quickly erupt as the less than professional can take the opportunity to significantly increase their efforts knowing full well that there are assets available to meet their costs. Given the circumstances and this firm’s underlying belief in preserving value, we were able to quickly assess the situation and guide the Directors through a process that enabled the winding up to be terminated and control of ALS to be returned to its Directors.

The experience was costly but nowhere near as costly as it could have been, and the Directors did learn some valuable lessons which are well worth sharing. They are: • Make sure the information on the ASIC database is always correct and up to date. Set a time each year to have it checked.

• Do not ignore threats of legal action.

The earlier you deal with it the less costly it will be.

• Always review correspondence from all parties with whom you have a contractual relationship and ensure that they have the correct company name and ACN/ABN for your business. This is particularly the case with corporate groups made up of a number of companies as some creditors will put the name of company that they perceive to have the greatest asset value rather than the name of the company with whom they are actually dealing.

• Contact any creditor threatening legal action or their advisor, and seek to resolve a solution or compromise, and if that fails:

• Seek professional advice early from a person or organisation qualified to deal with businesses or individuals in financial distress.

Getting professional advice is just that, it is seeking the counsel of a properly trained and qualified person, and then hopefully acting on that advice. There is an increasing number of so called “turnaround” or “debt negotiation” specialists who have limited experience or qualifications, sometimes nothing more than they’ve already been broke themselves. Whilst their solutions can often sound appealing, they will generally favour the debtor over the creditor, be potentially somewhat borderline legal, costly, and generally leave a very bad taste in the mouth of those affected by it. The cost should not just be measured in the physical outlay but also in the collateral damage that can impact the business and its operators.

The law provides for a wide range of very effective solutions that can help the honest business operator out of almost any situation. Do not fear them if you genuinely need them, but preparation, planning and positive action will most likely minimise the need. G

Condon Associates p | 9893 9499 e | info@condon.com.au w | www.condon.com.au

GWP Magazines | Issue 36 | May / June 2011 速

31

business advice

Stephen Frost, Managing Director - BREED Local Community Partnership

Customer Centric - What does It Mean?

It is an approach to doing business in which a company focuses on creating a positive consumer experience at the point of sale and post-sale. A customercentric approach can add value to a company by differentiating themselves from competitors who do not offer the same experience.

Putting it simply, it means putting customer focus at the heart of everything you do, in order to achieve customer satisfaction and loyalty.

Australian governments are placing an increasingly high focus on a customer centric approach to delivering their core business. A good example is the Australian Tax Office. No one enjoys dealing with the Tax Office. Years ago it was the taxpayer’s responsibility to get significant paperwork to support a tax return with documented evidence of taxable claims and lengthy forms needing to be completed. Nowadays the Tax Office is moving towards no annual tax return being required. We already have electronic payment summaries submitted directly to the tax office with tax returns being able to be submitted online. The Tax Office gathers and synchronises information from other government departments and financial institutions. They bracket together automatic provisions for minimum deductions for items such as employment expenses. This all leads towards minimal requirement for the taxpayer to communicate with the Tax Office and makes the process easier for the customer.

These processes have developed as a result of market research and customer feedback to create a more customer-focused service, thereby encouraging customers to comply with taxation law.

There is an opportunity for government services to improve their service delivery in times of natural disaster. This was evident after the floods and cyclone in the Eastern

32 GWP Magazines | Issue 36 | May / June 2011 ®

states. The victims of the disaster didn’t care who was responsible for the provision of services, they just needed help. It would be ideal if they could just go to one person and outline their requirements, not worrying whether it fell under local, state or federal government jurisdiction and have that person liaise with the various agencies to ensure appropriate services are delivered in a timely and compassionate manner. By streamlining paperwork processes through a one-stop-shop approach, this would eliminate the need for multiple forms to be completed with identical information for different agencies.

But how does an organisation take a customer centric approach to its strategy?

Here are five key steps to implementing a customer centric model and achieving customer centricity for your business: 1. Identify Who Your Customers Are. Customer centric companies know exactly who their customers are. Segmentation and CRM software and solutions can further help in the capturing of data and knowledge management.

2. Find Out What Your Customers Want.

By asking customers what kind of products and services they would like, you can customise your service and achieve loyalty.

3. Design Your Customer and Sales Processes Around the Needs of the Customer.

Putting the customer at the heart of your processes and supply chain ensures your business runs smoothly and consistently in the eyes of your customer. Process mapping is a great tool to use here.

4. Train Your Employees.

Training is an essential part of providing a truly customer centric experience. Staff training can be done in house or outsourced to a training consultant.

5. Put in Place Performance Metrics and Measure Customer Feedback.

“What gets measured gets done” is true in this aspect. By consistently measuring your service delivery, you will be able to make business process improvements where and when necessary.

Follow these steps and you too will be on the way to becoming customer centric!

Putting the customer at the centre of your business and creating a positive experience for them not only increases the bottom line through repeat sales and referrals, but it also increases the profits of your business through streamlining practices and eliminating wasteful processes.

Partnership Brokers are available to work with business and the community to identify needs and create a coordinated approach to delivering solutions that address these needs. This is done by bringing together partners who are able to develop a strategic and sustainable approach to delivering the desired outcomes. G For more information on Partnership Brokers, please contact your local office listed below.

Members

Blacktown admin@breedcp.com.au p | 9853 3247 Parramatta info@parrasip.com.au p | 9633 7100 Penrith info@schoolsindustry.com.au p | 4725 0310

Stress-free Internet for home and business.

.com.au

GWP Magazines | Issue 36 | May / June 2011 速

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33

business ADVICE

Scott Tyler, Managing Director - Brightblue Marketing

7 Ways to Optimise Your B2B Marketing with Web Video Web video is exploding.

Take YouTube for example. It overtook Yahoo as the second largest search engine in 2008. Karen Stocks from Google Australia and New Zealand reports: “Cisco estimates that web video is over one-third of all consumer traffic and likely to reach 40% in 2011. Cisco also predicts that video will be close to 60% of all web traffic within 3 years.”

A big part of this growth will come from YouTube with Google reporting that 35 hours of video is uploaded to the site every 60 seconds, and that over two billion videos are viewed a day. On the local front, a staggering six million Australians tune into YouTube every month.

So there has never been a better time to embrace web video and to create marketing campaigns that engage and provide a dialogue with prospective clients. In this article I provide seven ways to optimise your B2B marketing with web video.

1. Optimise Your Video for Search Engines.

Integrate keywords and phrases into a text summary to summarise your subject matter and key points. Include your URL. 2. Top and Tail Your Web Videos with your Logo.

Your branding should be consistent throughout all marketing collateral, video included. Top and tail your web videos with your logo to heighten brand awareness.

Remember that anyone can embed your web video clips anywhere on the Internet.

3. Use YouTube promotion and Call-ToAction overlays.

34 GWP Magazines | Issue 36 | May / June 2011 ®

YouTube promoted videos let you expand your marketing funnel with Call-To-Action overlays (semi-transparent ads that pop up during your video) that send potential qualified leads back to your site.

4. Embed Videos on Your Website.

Feature web video on the key landing pages of your web site. Take it even further and organise your site into subjectspecific channels. Videos can be used to communicate your brand message, educate site visitors on the benefits of your products and services, or to share video testimonials from your brand advocates.

5. Integrate video into your email marketing.

To develop rapport with prospective clients, use web video to deliver information directly to their inboxes that is relevant to who they are and where they are in the buying process. It has been reported that email conversion rates can increase by up to 300% when video is included.

6. Leverage social media.

Prospective clients don’t live in social silos online; they visit multiple social platforms every day from Twitter to Facebook, Myspace and YouTube. You need to market your videos as aggressively as any other new content in order to grow your online community. Promote your web videos across social media sites, your blog, and personal and corporate profiles.

7. Create sales videos to engage and qualify buyers.

Web video is a great way to convert casual interest into product curiosity, to narrow your sales funnel and to qualify your leads.

Position yourself as the credible industry authority. Communicate and promote your value propositions with basic company

introductions, product demos and short customer testimonials. Once you’ve built trust, offer detailed case studies and longer videos.

Online video is engaging and is the perfect medium for communicating and educating prospective clients on your products and services. It is also a great way to boost brand awareness to new levels. Understand that when it comes to web video, don’t forget that prospects are listening even if you don’t have their contact information.

This is the nature of seed nurturing. It is time to board the web video train. Don’t wait until all the carriages are full. G

Is web video something you’ve considered but you would like to learn more? Please contact Inspired Biz-casting on 9762 1255 or email scottt@inspiredbc.com to organise a free consultation. At Inspired Biz-casting we’re spreading the word.

Brightblue Marketing Suite 710, 12 Century Circuit Norwest Business Park NSW 2153 p | e | | t | w |

+61 2 9762 1255 info@iibe.com.au www.linkedin.com/in/scotttyler www.twitter.com/scott_tyler www.brightbluemarketing.com.au

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GWP Magazines | Issue 36 | May / June 2011 速

35

Lifestyle

Value Your Treasures

Carefully!

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

Beautiful Jewellery chosen carefully and created with skill will ensure your treasures are a wonderful investment and the legacy you may leave behind.

It should be worn, loved and treasured, and well after you have departed this world. These are two good reasons as to why you must Value your treasures carefully – especially your Jewellery.

We happily Value our homes, our cars, boats, trailers, art work and often items of crockery or silverware. However, most items of

Jewellery we acquire are extremely underestimated in their value after purchase, yet are often one of the most expensive acquisitions in our lives.

Valuations of your jewellery, as you do with your home and car, should be undertaken regularly by Professional Jewellery Valuers.

It is an important safeguard if your beautiful pieces are stolen, lost or tragically damaged in some way.

Insurance Insurance is the most common reason and the most logical one (often missed).

A Professional Valuation will provide proof of ownership. Insurance companies are more than likely to offer close to or, in some cases, full compensation if a Professional Valuation can be produced. It also gives you a very detailed description of your piece if you need to have it remade. Average retail prices are recorded on the Valuation for your local market.

Descriptions must

be detailed to enable a similar or comparable article to be acquired.

Private Sale In the event of selling your beautiful piece, your buyer needs to know in detail not only that you are the owner, but exactly what they are buying and, therefore, what is a reasonable price they are likely to pay.

Family Issues Unfortunately and sadly, the need for this type of Professional Valuation is becoming far too frequent.

The change in relationships and marriage breakdowns often results in a legal system becoming involved with regards to settlement and the dividing equally of property and valuables. Jewellery is more often than not, next to the home, the first port of call for any settlement... Strangely, it is often only at this point of time that a Professional Valuation is sought by the owners of their beautiful jewellery!

Tax A Professional Valuation may be required when selling a beautiful piece for the purpose of Capital Gains Tax. This is where your trusted Jewellery Professional may help you with careful advice.

Probate When estates are being finalised and divided between recipients and or other family members, a value is required. The value offered at this point for your beautiful pieces will be much lower than if it was for Insurance – it is generally based on an assessment that would be received in the open market, the basic re-sale Value. However, for items to be left in the same hands of generations to come, a Professional Valuation is invaluable, as it can be at this point in time that your family first come to realise just what a wonderful legacy you have left for them to take care of.

The question remains as to how you go about

36 GWP Magazines | Issue 36 | May / June 2011 ®

Lifestyle

Award winning

Designers & Manufacturers Since 1984 ensuring that your Valuation is legitimate, recognised and a true acknowledgment of your beautiful piece.

A Registered Jewellery Valuer here in Australia (and I would recommend checking with the National Council of Jewellery Valuers) will ensure that your Valuation is accurate and recognised for any possible reason that you may require it for. To provide an accurate jewellery valuation is a highly skilled and demanding profession.

Members of the National Council of Jewellery Valuers must undergo accredited training in gemmology, diamond and gemstone grading and the detection of synthetic gemstones and treatments. They must also commit to a lifetime of education to retail their valuation qualifications.

Registered Valuers qualifications are provided by the Gemmological Association of Australia (Gemmology is that science that is concerned with gemstones and other materials used for personal adornment, evolved from mineralogy) and are accredited by VETAB.

containing a full description of your jewellery (gram and carat weight, etc.), a statement as to the purpose of the Valuations and a clear photograph of each item.

Fees Usually based on a percentage charge or a time-based fee for a per-item charge.

After a loss, the charge is recommended to be a fixed fee and depends on the time it may take to complete. The more items to be considered, the longer it will take.

This must be discussed with your trusted Professional Valuer before he undertakes your requirements.

A Professional Valuer?

To ensure your treasures are valued carefully, I have provided a short check list that may help: • Must be a member of the National Council of Jewellery Valuers - Must be able to provide their Certificate of Membership - Must be able to provide their Membership Number

• A fee discussion takes place before undertaking the commission • If Jewellery to be valued: - There should a cleaning of the Jewellery before returning to client - A written Valuation will be provided to include the following: • Detailed descriptions of each item • Detailed description of diamonds • Diamond Certificates if available • Condition of each item • Visual images • Any hallmarking/marks/damage • Conditions of the Valuation • Values of each item • Gold price at time of Valuing • US $ at time of Valuing.

Value your treasures – every two years is the advice I give to my clients thus ensuring the current market value is being updated.

In the sad situation of losing (lost or stolen) your discussions with Insurance companies may be made so much more civilised and reasonably satisfying. There will be a cost for your Valuations, as this cannot be guess work, and the Professional Valuer is having their name and reputation associated with the Valuation of your treasure.

I can’t stress enough just how important a Valuation of your treasures can be; however, ensure you, do have a Professional do a Professionals job! G

Robert Cliff Master Jewellers Shop 380A Castle Towers Castle Hill, NSW 2154 A detailed list of Registered Valuers may be found on the website of the National Council of Jewellery Valuers (www.ncjv.com.au).

Registered Valuers agree to a Code of Ethics in the pursuit of professional honesty and integrity, diligence and the continuous improvement of skill and knowledge. Your jewellery will be carefully checked using scientific analysis and is then valued using current market research. After appraisal you will receive a valuation certificate –

• Must be a Registered qualified Gemmologist - Must be able to provide their Certificate - Member of Gemmological Association of Australia • Member Jewellers Association of Australia - Must be able to provide their Membership Certificate • On any Valuation provided, the above points must be noted.

• A trusted Professional Jeweller

p | 02 8850 5400 e | shop@robertcliffmasterjewellers.com.au w | www.robertcliffmasterjewellers.com.au

GWP Magazines | Issue 36 | May / June 2011 ®

37

TELECOM

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

Get Ahead in the Cloud Modern software has the power to deliver serious operational advantages. The problem is the more you want to gain, the more you need to spend. Until now.

SaaS (software as a service) is a cloud computing technology that provides instant access to enterprise grade applications for an easy monthly fee. It means any business can gain the same software advantages as their biggest competitor.

Leading Business Software from An Australian Business Leader T-Suite® is Telstra’s SaaS solution. It lets you access world-class business applications over the world-class broadband networks – including Telstra Business Broadband and the Next G™ network.

The long list of available software includes the latest communication, collaboration and CRM applications from Microsoft®.

Plus there are applications to help you streamline your accounting, HR compliance, IT security and more.

T-suite can help you: •A ccess and use enterprise grade applications cost-effectively • I mprove cash flow through predictable monthly costs

38 GWP Magazines | Issue 36 | May / June 2011 ®

• Respond more effectively to customers • Secure your web connection and business critical information • Reduce the complexity of your IT systems and support • Improve staff productivity • Free up resources for more productive tasks Reliable, Accessible, Simple Our unique combination of software and networks makes T-Suite a total solution.

It’s robust, reliable and secure, so your staff can confidently access the applications they need from the office, their home or a client’s site.

There are no upfront costs and reduced ongoing IT demands to worry about – and adding applications or purchasing extra

licenses is simply managed via our userfriendly online console.

So instead of spending time and money on IT maintenance, T-Suite will let you invest more of both in your business. G

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

GWP Magazines | Issue 36 | May / June 2011 速

39

FEATURE

The Hub, Sydney Showground

When it comes to staging world-class events, Sydney Showground has it all. Great freedom, inspired catering, a central location and, above all, a remarkable team dedicated to delivering exceptional events in partnership with their clients.

Great Freedom Sydney Showground is a diverse event facility offering exceptional choice, availability and flexibility. The landscaped 30 hectare site has 20 superb purpose-built venues making it suitable for every event and budget. Small meetings, conferences and functions are equally at home as tradeshows, public exhibitions, conventions and special events.

The Hub is Sydney Showground’s newest offering. Designed with the small meeting or event organiser in mind, it is a contemporary and conveniently located venue for business functions. The Hub can be split into two smaller multi-function spaces. This flexibility gives the event planner freedom to host a meeting or seminar in one room with a separate space for registration, refreshments and break-out sessions.

Conveniently located next to The Lounge Café and a short walk from public transport links, it is the ideal venue to host your next business event.

The Southee Complex is ideal for hosting a wide range of events from meetings and workshops to product launches and small conferences to company away-days and gala dinners. The venue is fully carpeted

40 GWP Magazines | Issue 36 | May / June 2011 ®

and air-conditioned, boasting a 1,360sqm space which can be split into two smaller spaces as well as six additional meeting rooms.

Featuring floor-to-ceiling windows throughout, there is an abundance of natural light. The adjoining lawn gives event planners the flexibility to integrate indoor and outdoor space into their activities. The Southee Lawn is suitable for coffee break sessions, pre-dinner drinks, BBQs and team building activities.

The magnificent Clydesdale Room is a unique and beautiful function space on the mezzanine level of The Stables building.

This spacious room is framed by exposed timber beams and features great natural lighting along with a polished hardwood floor. Its ambience makes it ideal for an intimate cocktail party or dinner.

Four exhibition halls provide 22,000m2 of continual pillarless space - making it Sydney’s second largest exhibition facility and the third largest in the country. The adjoining Dome is the largest venue of its kind in the Southern Hemisphere. Its impressive architecture features a 42m high ceiling and a circular floor that seats up to

The Hub, Sydney Showground 7,000 guests in air-conditioned comfort. All venues are equipped with loading docks and back of house facilities for quick and easy access.

Inspired Catering Behind the scenes Sydney Showground’s Executive Chef leads an energetic and highly experienced team with a genuine passion for their craft. Part of their secret is making extensive use of award winning Sydney Royal ingredients and the finest seasonal produce from around Australia.

Menus are inspired by the very best meat, seafood, fruit and vegetables accompanied by the finest regional wines and cheeses.

An eye for detail, superior service and catering, recognised with a number of prestigious awards, enhance the Sydney Showground offering.

FEATURE

Badgery Pavilion, Sydney Showground

Sydney Showground at a glance

Inspired ca tering, Sydney Sho wground

Central Location Sydney Showground is located in Sydney’s geographic heart with 50 percent of the population living in a 10km radius and is easily reached by public transport with regular train, bus and ferry services conveniently accessing the precinct. The venue is well connected to major arterial roads with onsite parking for over 10,000 cars. Accommodation, restaurants, bars, shopping and other leisure facilities for delegates are located in close proximity to Sydney Showground.

Meeting Rooms & Venues Pearson Room Dome Theatrette The Hub The Hub (Half mode) Clydesdale Room Somerville Room Wynne Pavilion Southee Complex Southee (Half mode) Southee 3 The Dome Hall 2 Hall 3 Hall 4 Location Transport Parking Proximity to Parramatta Proximity to the City Proximity to Airport Accommodation Venue Highlights

Boardroom 25 35 25 35 45 -

Banquet 50 80 120 60 150 150 190 650 330 100 4,000 2,200 2,200 2,200

Cocktail 80 150 180 100 200 170 400 1,000 500 200 6,000 2,200 2,200 2,200

Theatre 70 150 180 100 100 170 300 800 400 150 7,000 2,200 2,200 2,200

Trains, Bus and Ferry 10,000 Spaces 10kms 14kms 20kms Formula 1, Ibis, Novotel, Pullman 30 hectare site, 20 venues and 100,000sqm of space

Unique Partnerships The Sydney Showground team has an excellent reputation and track record.

Through working collaboratively with clients, they ensure that event expectations are not only met but exceeded. Each team member is an expert in their area, liaising closely with clients to make sure their needs, large or small, are understood and taken care of.

visions into reality, whether it’s a meeting for 20, a conference or a tradeshow. Putting clients’ minds at ease is their primary objective and this involves managing every aspect of an event’s logistics: room set-up, catering requirements, financial arrangements and all other operational matters. On the event day dedicated Floor Managers take over from the Event Planners. They work collaboratively with clients to ensure each event runs smoothly from start to finish, both behind the scenes and on centre stage.

A dedicated Event Planner is assigned to each client for every event, small, medium or large. Their role is to transform event

Sydney Showground develops powerful partnerships with their clients through collaboration and problem solving. It’s a

winning formula for achieving excellent results.

Sydney Showground’s blend of expertise, unique thinking and outstanding facilities make it an inspired choice for exceptional events in a central location. G Sydney Showground p | (+61) 2 9704 1111 e | sales@sydneyshowground.com.au w | www.sydneyshowground.com.au

GWP Magazines | Issue 36 | May / June 2011 ®

41

Feature

Rod Dalton, Director - Sydney@Work

A Pay Rise?

No Thanks, We just Want…

Despite popular perception, the vast majority of employees don’t leave their current employer in search of more money. Sydney@Work is a recruitment company. We interview up to 40 quality jobseekers every week, most of who are currently employed.

One of the questions we ask them is why do they want to leave their current employer?

The three most common reasons are: 1. Workplace Location 2. Lack of Recognition 3. Company Culture Workplace Location Commuting is one of the biggest gripes facing workers in Sydney with approximately 90% of applicants we interview wanting to work “closer” to home — preferably within a forty minutes commute. Anyone that has travelled on public transport to the city or the M2, M3, M4 or M5 during peak hour will testify that not only does it take too long, cost an arm and a leg, but it also puts you in a bad mood by the time you actually get to work or back home. Candidates are often prepared to reduce their salary in order to work closer to home.

database is full of good quality candidates looking for local work opportunities.

Recognition The majority of candidates we interview say they are looking for a company that gives recognition to their staff. What is recognition?

A simple “Thank you”, “Well Done”, “Great Effort”, ”I appreciate your help” are examples of recognition. Recognition is often confused with pay increases; however, candidates list recognition higher on their list of wants than more money.

Recognition is a human desire, craved from the time we are born. Why is it so hard to give, especially in the workplace?

The best managers I have worked with and for are those that give recognition to their teams. They are the managers the rest of the company want to work for. Sydney@ Work can’t give your staff recognition, so our advice is test it for yourself – go and thank every employee individually for their contribution and see the response. It might just save you losing a few staff in the near future.

Company Culture A company’s culture is determined by the shared values and practices of the employees in that company.

Sydney is expanding with regional growth centres such as the North West and South West business and industrial districts, resulting in many large organisations relocating from city offices to these regional business parks, not just to save on rent, but also to meet the desire of staff wanting to work closer to home and improve their work-life balance.

Company culture evolves and changes over time as a company grows. New employees join bringing their cultural background and others leave, sometimes taking part of the culture with them. This can have either a positive or negative effect on the company’s overall culture. The stronger the company’s culture, generally the smaller the change.

Sydney@Work specialise in local recruitment throughout Greater Sydney. Our

The vast majority of candidates express to us they want to leave their existing employer

42 GWP Magazines | Issue 36 | May / June 2011 ®

because of the culture. Employees who have not been with the company very long either don’t “fit-in” to the culture or don’t consider the culture positive. Longer term employees usually state the “culture has changed”, often due to the company having grown and not being the “way it used to be”. All candidates want to work with a company that has a “strong”, “positive” culture.

We see cultural fit as one of the most important factors in Sydney@Work’s recruitment process. We insist on visiting our clients’ workplace to give us, amongst other things, a real feel for their company culture, as much can be seen in the actions and attitudes of management and staff that cannot be expressed over the phone.

Although Sydney@Work is not an HR Consultancy, nor a Business Coaching Agency, all our consultants have worked in industries outside recruitment and have experienced good and bad cultures, good and bad managers which gives us greater insight to the pressures of not only running a business and holding on to staff, but what to look for in potential staff. Should you lose an employee, need another, or would like to chat about your company in general, call Sydney@Work. G 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

GWP Magazines | Issue 36 | May / June 2011 速

43

FEATURE

4 Critical Success Factors for Property Investment Steve Watters, Director – Right Property Group

After 10 years of actively investing in property and creating property portfolios on behalf of my clients it is clear to me that the same 4 factors are always critical to property investment profitability.

1. Know what your personal investment criteria is This is not about taking risks; it’s about having a sound criteria, the patience to find the right opportunity and the willingness to take the right action, sometimes quickly.

Affordability and cash flow are a top priority to all investors as you need to know what a property will cost you every week. Some other typical criteria points to consider may be: capital growth requirements, population growth, residential vacancy rates, rental yields and the tax effectiveness of the property.

The goal is to be able to identify key opportunities by eliminating those that don’t fit your criteria.

This year was predicted to be the year of rising rents and so far the news looks good, with RP Data reporting a 1.4 % jump in rents nationally over the three months to the end of March

2. How you buy is more important than what you buy The biggest myth in real estate investing is: “All that matters is Location, Location, Location.” Some other points you may want to consider are the price of property and the price of money. By this I mean you must know exactly what your property is costing you verses the “real” cost of borrowed funds. Another common error in judgement is to favour one type of dwelling over another. The key to profitability is a balancing act. Balancing your portfolio with a mix of houses, units, townhouses, villas and buying in a mix of locations. Remember when you buy property you want it to be worth more that day than what you paid for it. You make your money on the way into a property by never paying retail prices.

provider, skilled tradesmen, and of course a buyers agent to locate and negotiate investment opportunities on your behalf.

Unless you’re willing to give up your day job or put in the necessary time and effort, the DIY approach (apart from the odd bit of renovation work) may be the surest path to slow or no growth as well as inferior yields.

3. Who’s helping you with your plan?

Success in property investment is all about surrounding yourself with the right people.

Your team should include a financial planner, accountant, conveyancer/solicitor, finance broker, property manager, insurance

44 GWP Magazines | Issue 36 | May / June 2011 ®

4. Knowledge X Strategy = A balanced portfolio with consistent returns Theory and philosophy are great; however, you must put in the work necessary to understand the market in which you intend to invest. Never try to shortcut the effort that is required to learn a market. If you do, the cost to your investment returns will massively outweigh the time you’ve saved.

Once your portfolio has been created the idea is for it to pay for itself.

Property Investment is about being active... active all the time. If you don’t have the necessary time, that’s when you may choose to use a Buyer’s Agent. I believe that the vast majority of opportunities

cannot be observed from the sideline, you must be in the game. The best deals come from the best opportunities and the best opportunities go to those who are prepared. G

To make sure you are prepared and don’t miss out on any of these opportunities please contact Steve or Kate.

Right Property Group Suite 612,12 Century Cct Baulkham Hills NSW 2153 p | 1300 302 166 e | admin@rightpropertygroup.com.au e | www.rightpropertygroup.com.au

GWP Magazines | Issue 36 | May / June 2011 速

45

Government

What does Council’s New LEP Mean for Business?

Council has placed on public exhibition one of the most important documents it will create for the next five years. The Draft Hills Local Environmental Plan 2010 (Draft LEP) has far-reaching ramifications for all residents of the Shire – but what does it mean for business?

Centres This new category groups community based centres in terms of size and frequency of use. At the top, centres include such buildings as Castle Hill and Rouse Hill Town Centres through to smaller neighbourhood shopping centres and side street retail centres.

The LEP explained The Draft LEP is a legal document that sets the land use planning framework for the future. It identifies what can be built on an area of land or for what purpose it can be used.

Neighbourhood Centres Known as the B1 Neighbourhood Centre Zone, this applies to small centres providing a range of small-scale retail, business and community uses to serve the surrounding neighbourhoods.

The Draft LEP contributes to the development of the local economy by identifying and managing employment land, employment opportunities and supporting tourism. Importantly, it provides enough appropriately zoned land to meet the State Government’s employment capacity target of 47,000 additional jobs for The Hills Shire by 2031.

Local Centres Areas identified as the B2 Local Centre Zone support retail, business and community uses serving the weekly shopping needs of residents. Knightsbridge Castle Hill and Wrights Road Kellyville are two examples of a Local Centre.

Changes for businesses A point of difference with the new Draft LEP is the way business centres are zoned.

Previously, there was just one zone for different types of centres. Council has now identified a hierarchy of different types of centres from neighbourhood centres and villages to town and major centres.

Some land uses that have previously been permitted are now prohibited in certain business zones, and likewise, some uses previously prohibited - like small shops in Norwest Business Park – are now allowed.

Be aware that most business will not be affected by changes in zoning laws and will continue to trade as normal. And those affected will be able to continue to trade under ‘existing uses’ provisions.

What’s new? Bulky goods!

New areas have been identified with a particular focus on bulky goods. This is known as the B5 Business Development Zone. These areas apply to certain areas of land at Bella Vista and the Castle Hill industrial precinct. Future proposed areas include a bulky goods precinct at Rouse Hill.

46 GWP Magazines | Issue 36 | May / June 2011 ®

Mixed-use zones These areas are known as B4 Zones and apply to the Shire’s major shopping precincts – like Castle Towers and Rouse Hill Town Centre.

Enterprise Corridor The general business zone known as the B6 Enterprise Corridor Zone applies to a range of employments and shop top housing along main roads. Northmead and Carrington Road Castle Hill are examples of these zones.

Industrial zones These zones are categorised as N1 (general) and N2 (light industrial) and create areas more focussed on the assets of the region such as transport and location.

Local shops that benefit their workers and nearby residents within business precincts are permitted in N1 (general). Permitted businesses include the likes of Post Offices, banks and newsagencies.

N2 (light industrial) zones allow for a wide range of industrial and warehouse uses to encourage transport and logistics businesses. Specific target areas include North Rocks and Winston Hills industrial

parks. These are identified as areas of potential growth.

Benefits for The Hills Businesses across a number of Local Government Areas will benefit from the revised zones. Hotels and motels are now permitted within business precincts.

The Hills Shire has made a strong push towards the promotion of technological development, specifically promoting technological companies and industries within our business parks. G

Have your say The Draft Hills Local Environmental Plan 2010 is on public exhibition until 13 May 2011.

View the exhibition at: The Hills Shire Council Customer Service Centre, 129 Showground Road, Castle Hill.

Vinegar Hill Memorial Library, Rouse Hill Town Centre Square, 29 Main Street, Rouse Hill Online at http://planningthehills.com.au Ask a question: Call the Planning the Hills information line on 02 9843 0206 Make a submission: If you would like to make a comment or submission follow the links on the homepage.

Talk to us Council can also help with research and data to support businesses looking to locate to the Sydney Hills. Confidential business information appointments can be made by contacting the Economic Development team on 9762 1108.

You can follow Council on Twitter and Facebook or visit: www.investsydneyhills.com.au 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 36 | May / June 2011 ®

47

government

Parramatta: Centre of Sydney’s Transport System A railway line between Castle Hill and Parramatta would play a critical role in unlocking the potential of a significant part of Western Sydney.

The line, constructed under Windsor Road, would help define an arc from the North West Growth Centre through the Parramatta CBD to the South West Growth Centre – a substantial economic and employment corridor in the making.

Parramatta Lord Mayor, John Chedid, and council’s chief executive officer, Dr Robert Lang, raised the proposed Hills Rail Link and its benefits at the recent “Parramatta: Australia’s Next CBD” economic development forum.

Included among the 250 attendees to hear the proposal was a range of high profile executives in the NSW public and private sectors based in the Sydney CBD.

A report tabled at a subsequent council meeting also noted the benefits which the link would provide.

These included providing relief to existing traffic congestion on Windsor Road and Old Northern Road, creating a station at Baulkham Hills to support the existing commercial and retail centre, generating “Park & Ride” opportunities at stations at Winston Hills and Northmead, and a Parramatta North station to relieve pressure at Parramatta station, CityRail’s fourth busiest.

“In addition, Parramatta is only ten minutes from Castle Hill via the proposed Hills Rail Link,” said author of the report, David Gray, council’s manager of transport planning.

From a strategic point of view, the link

A corridor from the North West Growth Centre through the Parramatta CBD to the South West Growth Centre, would include the Rouse Hill major centre, Norwest Business Park, the Parramatta CBD and the Liverpool regional city and be a catalyst, for example, to the expansion of the Castle Hill and Baulkham Hills commercial centres, the potential major centres of Fairfield and Cabramatta, and the Leppington major centre.

“The link would play an important role in helping to unlock the potential of Sydney’s newest economic corridor, say, the Western Sydney Economic Corridor, and enable the greater diversification of jobs in the region – an aim of the Department of Planning,” Clr Chedid said.

The DOP’s targets for the seven strategic centres alone along the corridor show a

The need for improved transport infrastructure was the major issue raised throughout the daylong proceedings if the city was to have “genuine” CBD status, as described by the forum chairman, Christopher Brown, the former head of Tourism & Transport Forum.

Dr Lang said the line would link through Baulkham Hills to a station at Parramatta North picking up passengers and relieving the highly congested Windsor Road corridor.

He said 10.4 per cent of Hills residents worked in Parramatta “If they came by train that’s a lot of extra cars off the road,” he said.

48 GWP Magazines | Issue 36 | May / June 2011 ®

would form an integral part of, and help to give definition to, a substantial economic and employment corridor which is evolving in Western Sydney.

combined figure of 190,000 jobs by 2036, representing an increase of 102%.

The railway line running through the heart

government

of the corridor would function similarly to the one along the Global Economic Arc by providing easy access to facilities such as hospitals, major medical research establishments, university and TAFE campuses, and business centres.

The Metropolitan Plan for Sydney 2036 states that the Parramatta-Epping Rail Link would stimulate the economic growth of Parramatta as a whole, further enhancing its role as the economic powerhouse of Greater Western Sydney.

A station at Parramatta North would also provide a vital connection to the amended Parramatta-Epping Rail Link, which would extend the Global Economic Corridor from Macquarie Park to the Parramatta CBD.

Council has resolved to make a submission to the NSW and Federal governments focusing on the Hills Rail Link and the Parramatta-Epping Rail Link.

The Federal Minister for Infrastructure & Transport, Anthony Albanese, told the audience at the forum the link was a crucial piece of infrastructure that would fill a vital gap in the area’s transport system.

“The fact is, this rail line should have been built a long time ago,” he said.

The link, the council report noted, was crucial to support the growth of the Parramatta CBD and to significantly assist in the urban renewal of the proposed Rydalmere Technology Precinct, which would bring 11,000 jobs to the region. It would also assist the planned expansion of the UWS campus at Rydalmere.

“The extension of the Global Economic Arc from Macquarie Park and the development of the Western Sydney Economic Corridor would meet at a point common to both, namely, Parramatta, thus enabling commuters, particularly an increasing number of knowledge workers, to transfer easily from one corridor to another,” Clr Chedid said.

holding a forum to explain further the value of the links to commuters, the business sector and the general community if sufficient interest was demonstrated.”

He said Parramatta’s central location meant the city could become the centre of a future transport system for Sydney. G

If you wish to comment, please feel free to contact: Solaire Eggert, A/Manager Economic Development Parramatta City Council p | 9806 5730, 0408 958 248 e | seggert@parracity.nsw.gov.au

“Council and its partners will mount a campaign with the aim of delivering both rail links as a means of building on the momentum of the economic development forum for the construction of vital transport infrastructure.

“Council

would

give

consideration

to

GWP Magazines | Issue 36 | May / June 2011 ®

49

FEATURE

Marcus Moufarrige, Chief Information Officer – Servcorp

Running a Business has Never been this Easy Today’s fast paced and highly competitive business environment has increased the pressure on businesses to succeed in a tough marketplace. Business owners need a solution which removes the hassles of the day-to-day running of an office so they can focus on increasing their bottom line and succeeding in any market. An ideal office solution is an important factor that will help them focus solely on their business goals while having a professional presence they deserve.

The effort of having to source the right office in the right location and dealing with exorbitant rental fees, set-up costs, furniture and IT set up can be quite stressful on its own, and this is even before you consider hiring staff to run all this. It’s not only the hassle of sourcing an office solution, but also the time spent on putting this in place.

Having a Serviced or Virtual office provides the means to develop a business without having to fork out extensive overhead costs.

With Servcorp businesses can sign up and are immediately equipped with an office, support team and IT available to support them when required. This can be for as short or long as needed without having to sign off on any long-term agreements.

These office solutions can take away the stress, effort and expense of having to manage an office because it’s already set up and ready to use.

Serviced and Virtual Offices provide a unique suite of offerings that can be tailored to suit the needs of businesses and are designed to help companies increase sales while maintaining a work-life balance. Whether it is a receptionist who is the voice and face of the company

50 GWP Magazines | Issue 35 | March / April 2011 ®

or innovative IT technology solutions or meeting room facilities, the possibilities are broad and many.

Or if the need for a global presence arises, businesses can reach any market with unprecedented ease and convenience.

Servcorp can provide this for the cost of running a business locally. The accessibility of running a business online and having the technology to support this and a professional business presence is what can be the defining factor that helps a business stand out from the competition. G Servcorp is a unique international organisation that provides Serviced and Virtual Offices and IT solutions to businesses across the globe. A proudly Australian owned company and the world’s leading provider, offers over 120 locations

in 22 countries throughout Australia and New Zealand, Asia, the USA, Europe and the Middle East—including eight premier locations in Sydney’s CBD, Bondi Junction, North Sydney, Norwest Business Park, North Ryde and Parramatta. Servcorp caters from small to medium sized businesses, start-ups and multinational organisations. Servcorp provides the most flexible office rental and business solutions for growing businesses.

Servcorp p | 1800 032 312 e | offices@servcorp.com.au w | servcorp.com.au

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GWP Magazines | Issue 35 | March / April 2011 ®

51

Feature

Align Your Business with the Iconic Sporting Brand of the Western Sydney Region, the Penrith Panthers!

By Shannon Donato, Marketing Manager Sydney’s greater west is home to over 1.9 million people, 43% of Sydney’s population and has 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 brand and customer base.

2011 Panthers Season Launch

At the national level the market reach is phenomenal. Penrith Panthers average a television audience of over 1,000,000 per FTA game. Across the season, Panthers have a TV audience in excess of 12 million viewers.

The continual growth in TV ratings, supporter numbers and media interest will only ensure that Sponsors will benefit even more in 2011 and beyond. By choosing to sponsor us, you are aligning your business and brand with one of this region’s most supported icons — the Penrith Panthers.

2010 Panthers Golf Day

For a truly indulgent experience, why not join our Chairman’s Club?

Immersing yourself in the action of match day is easy when you’re watching the game from the best seats in the house.

With fellow executive sponsors to mingle with and a welcome by a celebrity guest speaker, the Chairman’s Club is your perfect networking location with over 250 key business professionals from the greater Western Sydney region.

This exclusive membership comes loaded with a range of club privileges and benefits for you and your guests. Relax in air-conditioned comfort and wash down a superb buffet with a selection of premium wines, beers and other beverages. With dessert and coffee served at half time, you’ll never need to take a break from the action.

There are also single game options available if you’d like to sample this exclusive experience with some of your key clients or senior management.

Panthers host a number of other corporate

52 GWP Magazines | Issue 36 | May / June 2011 ®

networking opportunities (in addition to game day) for you to entertain or build stronger relationships with your client base.

These include Golf Day, Race Day, State of Origin Functions, Grand Final Lunch and Presentation Night.

Become an exclusive Game Day Sponsor, and you could be easily showcasing your business to thousands of potential customers. In the lead-up to the game – and on the day itself – your brand will be an important part of all Penrith Panthers advertising and promotional activity. Plus, you and your guests will be able to watch it all from a pre-reserved table for 10 in the Chairman’s Club Lounge!

This is a fantastic opportunity to enjoy a wide range of promotional benefits. This includes complimentary distribution of your

company’s marketing collateral at the entry and exit gates and reference to your business in ground announcements throughout the day – with the half-time entertainment used to promote your business and the all-important ‘Man of the Match’.

Plus, you’ll also receive references in all relevant promotional television commercials and signage opportunities throughout the stadium, 100 general admission passes, and reserved VIP parking. G

For more opportunities on tailoring a package to suit your specific marketing objectives or to take a tour of our new multi-million dollar corporate facilities, please contact Scott Hudson (0418 797 637 or scott.hudson@panthers. com.au) or Shane Skeen from the Panthers Corporate Partnerships Team (0437 970 341 or shane.skeen@panthers.com.au)

GWP Magazines | Issue 36 | May / June 2011 速

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