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GWP M a g a z i n e s


SYDNEY - Issue 26



$4.95 (GST inc.)

Publisher’s Guest: The Hon David Clarke MLC

Robert Cliff From Apprentice to Owner: A Retail Jeweller’s Success Story

Six Characteristics of Successful People Is Small Business Small Minded?


GWP Magazines | Issue 26 | September / October 2009




Cover Story 6

Publisher’s Guest 12

David Clarke, Member of the NSW Legislative Council

Regulars 14

16 18 20 22

Regulars Business Advice

From Apprentice to Owner: A Retail Jeweller’s Success Story Larry Woldenberg

Political Agenda Think 1st: A 21st Century Political Burlesque Igor Palmer


Is the Tide Turning? John Glover


Employer of Choice John Watters

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Future Proof Your Business Darren Read

7 Ways to Improve Your Marketing Scott Tyler



Business Chamber



A Great Christmas Offer from Emu Sports Club Larry Woldenberg


Grow your Customer Base with Penrith Panthers Larry Woldenberg


Evolving a Retail Icon into a Commercial Enterprise Victor Prasad


GWP’s Second Gentleman’s Club Outing Provides Another Great Day Larry Woldenberg


What’s the Difference between a Master Craftsman and a Shopkeeper? Larry Woldenberg


Save Money by Getting Your Tax Accounting on Barter Larry Woldenberg

New Telstra Business Centre Steve Sebbes


Six Characteristics of Successful People Shahram Mehin

46 Features


The Sydney Hills – Room to Grow

Business Advice Succession is More than Selling Darryn Fellowes


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

Is Small Business Small Minded? Nicole Baines



Ageism in the Workplace: Are You Missing a Trick? Barry Knowles

GWP Magazines | Issue 26 | September / October 2009


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

Dmitry Greku - Editor and Publisher - GWP MagazinesTM

Networking is not just about Networking – it’s about People… As they say: “It’s not what you know – it’s who you know.” I can expand this notion a tad further – it is also about “How” you know them. Business success only comes from positive relationships between people – your product, service and the list of qualities take a step back as the prime factors. In reality, it is only you who can ensure the success of your business. GWP Magazines™ envisages itself as a strong business network where its participants are not simply connected through the magazine, but have great relations with each other. We have expanded our range of business social events, making them better known and more productive for our clients. The GWP Magazine’s™ Gentlemen’s Club is an actively growing business event and is becoming more popular with the support of our sponsors and members. We had a whopping 52 people at the last event – please read the report on page 44. The Gentlemen’s Club is also becoming more exciting – have you ever imagined playing golf with and under the instruction of Tiger Woods? I can not promise you this one yet, but how about some clay shooting with a Gold Olympic and Commonwealth Games Medalist, Suzy Balogh. Please visit our website for more details.


GWP Magazines | Issue 26 | September / October 2009

We would also like to invite you to our 4th Annual Corporate Luncheon on board a gorgeous Sydney Harbour Cruiser with our business guests, apexes of the political community and Australian Sports Stars. Don’t miss your chance to purchase tickets while available for yourself, your staff and your most appreciated clients. I also have some more beautiful, literally, news for you – our Sep/Oct model, Olga Golovata, has become a finalist of one of the national beauty contests held in Sydney on Sunday 16th August. Congratulations to our beautiful selves! Don’t get bored running your business – Have Fun! Have a great day. Take care of yourselves and your clients.

Contributing Writers: Scott Tyler Shahram Mehin John Glover Darren Read Sabrina Ferguson Nicole Baines Igor Palmer Barry Knowles John Watters Steve Sebbes Victor Prasad Art Director: Svetlana Greku Graphic Design: Xabier Goñi, XDesigns Photography: Francesca Surace, Stilz Fotografika Printing: Sony DADC Distribution: J&S Mailing Services Pty Ltd Business Resource & Lifestyle Magazine is published by Norwest Advertising and GWP MagazinesTM ABN: 82 096 352 064 Suite 206, 10 Norwest Central, Century Circuit, Baulkham Hills NSW 2153 International Standard Serial Number ISSN 1837-199X Advertising Enquiries p | 02 8831 8313 e | To Subscribe w |

Copyright Norwest Advertising and GWP MagazinesTM 2009. The opinions expressed in this journal do not necessarily reflect and are not to be regarded as the official opinion of the editor, publisher or their agents. All information contained within this journal is provided for general information purposes only and on the understanding that none of the content herein constitutes professional advice. The editor, publisher or their agents accept no responsibility for any claim, loss or damages arising out of or in connection with any materials contained in this journal. Readers should not rely on the publications in the journal and seek appropriate professional advice in respect of their own circumstances.


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GWP Magazines | Issue 26 | September / October 2009



GWP Magazine | Issue 26 | September / October 2009

great australian BUSINESS PEOPLE


Owner Apprentice to A Retail Jeweller’s Success Story By Larry Woldenberg

It’s an unfortunate fact that 80% of all start-up businesses fail. That’s why Business Resource & Lifestyle Magazine decided to focus this month’s story on Robert Cliff Master Jewellers. Not only did Robert start from scratch, but October 28 will see his store celebrate their 25th Anniversary in business. Quite an achievement for someone that left school early!

Robert’s story seems ordinary on the surface. Local boy makes good. But the details of how he succeeded can help any retailer. And, if the above statistic is to be believed, anyone starting out in business should read this article. You would have to say that fortune smiled on Robert, but good luck is only a small portion of this narrative. The unearthing of a hidden talent and hard work are the real reasons behind what Robert accomplished. To start with the fortuitous part of the story we have to go back to WWII. Robert’s father had a friend who, as a returned serviceman, was able to be re-trained as a jeweller via a special scheme offered by the Government after the war. His name was Ken Goldthorpe. Prior to the war he had been a tailor; however, like many returning servicemen he wanted to try a new profession. Had Ken stayed a tailor, Robert might never have become a jeweller.

GWP Magazine | Issue 26 | September / October 2009


The connection was made when Robert tired of school and his father told him he couldn’t leave unless he had a job. At first the Air Force beckoned. After all, Dad was a Lancaster bombardier. So why wouldn’t his son, Robert, follow in his footsteps? But his father had other ideas and the abovementioned friend, Ken, ran a successful jewellery business. Now this seemed to fit into Robert’s high school background. The reason being that Robert always did well in metal work and technical drawing, while ordinary subjects were unappealing. So it was Dad who suggested he try the jewellery trade and work for Ken as an apprentice. There was another reason to stay put as well. Robert had a girlfriend, Sue, whom he later was to marry. After working a few casual jobs to pay for his dates with Sue, Robert accepted a 4-year apprenticeship with Wedding Ring Productions, a wholesale manufacturing jewellery company. The first 2 years were drudgery. In Robert’s own words: “I expected the workplace to be like a dental technician’s workshop — nice and tidy with busy technicians everywhere. Instead, it looked more like a mechanic’s workshop with all the dirt and grime. I was in shock. “I didn’t know what to do. For the first 6 months all I did was mop floors and polish wedding rings. It was slow going. But there was a reason behind all this. The inventory was expensive, so the company couldn’t afford for an apprentice to be making mistakes. “Meanwhile, I would be sent on apprentice prankster errands. Some of the items I was asked to fetch included soup sandwiches, a packet of emery sparks and even randy tarts from the cake shop. I was very naive indeed! “In my spare moments I would fool around with scraps and even paper clips doing design work. After the first 6 months I began to like the job. Eventually I got to work with silver because you could make mistakes and it didn’t matter. I used to get lots of ideas from the jewellery I polished, objects about the place and the simplicity in nature. As a designer you get ideas from just about anything. “As for the expensive and special pieces, you had to be commissioned to work on them.


GWP Magazines | Issue 26 | September / October 2009

Nothing could be wasted as the customer has already paid and it had to be exact to the design. “My apprenticeship saw me one day a week at Technical College (since re-named TAFE) and the rest of the week working at the bench. Whilst at Technical College I won a design award with a ring made of amethyst surrounded by ribbons of gold. I was also awarded ‘Apprentice of the Year’ which enhanced my prospects as a jeweller in the future.

“When my apprenticeship finally concluded after 4 years, I stayed on at Wedding Ring Productions for another two. Looking back, I actually think it takes 6 years to truly become proficient as a manufacturing jeweller. “I remember being commissioned to handcraft a crucifix with a very detailed figurine of Jesus on it. I was flummoxed, but, after consulting with an artist, a sketch was created and I was able to create an exact replica of the drawing.

great australian BUSINESS PEOPLE suited me down to the ground because I needed the experience. They had 3 stores and a head office in the city and for 9 years I worked learning everything there was to know about selling jewellery and managing a staff and store. I eventually got to travel overseas to buy diamonds and attended international jewellery trade fairs all over the world. “In due course I managed their Parramatta store and, ultimately, the larger CBD store with 20 staff. Ineke, my supervisor throughout all that time, and I are still the best of friends. “But it was the store’s owner, John Allison, that I learnt the most from. He was both a brilliant sketch artist and designer. I watched in wonderment as he would talk to customers all the while sketching the jewellery piece that was being discussed unbeknown to the customer. He would then show the client the drawing and the majority of the time they were so thrilled that they would proceed to commission the piece. “I asked John how it was possible to do a drawing so quickly while talking all the while. So he taught me a technique and all the shortcuts, speed and skill.

“Inevitably, after 6 years I wanted to know more about the jewellery trade. I wanted to know more about gemstones, customer relations, valuations and the retail side of the business. It was 1976 and all my experience to this point in time was in wholesale manufacturing. “I believed in myself and applied for an advertised job at Diamond Traders. They were looking for a store manager. I was young and inexperienced; however, they offered me to become their first trainee manager. This

GWP Magazine | Issue 26 | September / October 2009


Robert in his shop, Castle Towers

My first drawing was rejected, so it was then practice, practice, practice until finally I could do it. This was something I found I loved to do and still do.

we forged on. Then just 3 days before opening Sue gave birth to identical twin sons – an incredible surprise to us all. That put paid to her helping to run the shop.

“It was during the time that I worked for Diamond Traders that Sue and I were married. Eventually we had a beautiful little daughter. Seven years into my job the company was sold to a large jewellery chain. At that point the personal family atmosphere disappeared as accountants took the reins. I was 32 years of age at the time and unhappy with the change. Sue and I considered it and we both knew that if I were to go on my own, this was the time to do it.

“Our dear families had to back us up by supplying us with assistants — even other business associates helped by manning our shop whilst I visited my wife in hospital. Worse yet, we had no money for inventory, so I had to borrow pieces I had previously made for family members to display in the window.

“So after two more years I resigned and in 1984 we started a business in Parramatta. Sue was now pregnant for the second time. This was not going to be an issue as one little baby would not be a bother. I fitted out the shop with a little help. Things ran way over time; however,

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“I would sell during the day and produce the pieces at night eventually building up our stock. I would come home at 2am only to have to leave again early enough to open the shop at 9 the next morning. “People thought we were mad trying to start with so little resources but we persisted. I had built up some very loyal customers; however, we were a destination shop with

no passing trade, totally reliant on word of mouth. People had to explicitly seek us out. “The initial torrid work schedule was bringing us a good deal of success but was burning me out. So after the first 5 years I concentrated on selling, dealing with clients and designing. Eventually I employed three jewellers and opened up a second outlet in Castle Hill. “The Castle Hill store was forced to close when we lost the lease due to a building renovation of the soon to be new Castle Towers. Not to be deterred, one year later we opened a shop in Beecroft. We had bought out a watchmaker and re-built the shop. We kept that shop until the manager wanted to retire. So after 10 years we sold to one of our long-term employees. “We always retained an interest in Castle Hill. It was one of the top ‘dollar spent per square

great australian BUSINESS PEOPLE us unusual depth in what we could offer. I was also very strict in maintaining quality standards.

Robert at Bench in Workshop

“This is often an issue with the big jewellery chains, maintaining quality. I always remembered my mother-in-law’s advice: ‘Don’t wear another hat. Wear the one you know and make sure it fits.’ I never diversified into selling giftware or clocks; instead, we stuck to offering excellent service and middle-to-high-end quality jewellery. This is what I knew and what I loved to do. “There was much we didn’t know and much we needed to know, we decided we would hire a business consultant and from then we started to think differently. Some staff left, some grew with us, and we acquired new and skilled staff which we now knew we needed. “We didn’t even know what a spreadsheet was. We re-trained ourselves, familiarised ourselves with everyone’s jobs, and made sure everyone had a buddy to fill in if they were not there. We put in place systems that allowed and ensured that the business functioned even if key personnel were absent.

Robert and Sue at an Awards Dinner

meter’ retail localities in Australia. Westfield Parramatta approached me to open there, but we felt Castle Hill was the place to be since it was more intimate.

to look after them. They needed training in our ways, in the importance of service. As a store, we knew we had to differentiate ourselves from the competition.

“After many years in Parramatta, we decided that it was time to move. We closed Parramatta and re-opened in Castle Hill. However, the conversion from being on a road-frontage position into a Shopping Mall required a whole new trading and marketing approach.

“We realised there were 3 areas in which we could excel: unique designs, handcrafted special pieces and the most important, service.

“For starters, the huge passing trade in a centre meant we needed much more inventory. In our old location 25% of the sales came from window displays. Now that figure rose to 40%. It meant learning to be retailers all over again. “We very quickly learnt the importance of sales people in a retail business. They had to be qualified and experienced. And we had

“Now in our 25th year in business, we have highly skilled and enthusiastic staff, and to our delight, those twin-sons of ours have both joined us and are in training from the bottom up. One of our sons is focused on the administrative, marketing and stock control side and the other has followed in my footsteps. He is a qualified jeweller. ” As regards other start-up business people, Robert had this advice: “Take a short course in business management, computers and basic accounting. You may think you know what to do. You may think it is easy. But trust me, it is not! It’s hard work with long hours, but you can make it a lot easier if you have the right people in the right seats on the bus and a good driver.”

“With 10 employees and contracts with 5 jewellers we had a big responsibility. After so long in the trade, I had very good relationships with all the jewellers and suppliers. One of our jewellers had even done their apprenticeship with me at Technical College.

“Big companies have accountants and marketing specialists to advise and guide them. Small business thinks that they need to have all that rolled up into one – themselves. You don’t. Instead, you have to have a good understanding and surround yourself with the right people that you know you need, make them accountable and reward them.”

“With this background and knowledge of our employees, I could now be very specific on how I wanted things done and what I wanted to achieve. Of the 5 jewellers, I also knew that 4 of them possessed very unique skills that I could draw upon as a designer. This gave

Business Resource & Lifestyle recognises the truth of Robert’s experience and holds him up as a lesson to anyone in retail. We thank Robert for granting us this interview and congratulate him and his family for entering their 25th year in business. G

GWP Magazines | Issue 26 | September / October 2009


Publisher’s GUEST

Publisher’s Guest

The Hon David Clarke Member of the NSW Legislative Council with Dmitry Greku, Publisher/Editor, GWP Magazines. The Hon. David Clarke is a member of the NSW Parliament’s Upper House. Prior to his election in 2003 he practiced as a lawyer. A member of the Liberal Party for many years, he has held a variety of positions in its NSW Division including as a member of its State Executive and as Chairman of its Foreign Affairs and Trade Policy Committee. Currently he is Deputy Chairman of the Parliament’s All Party Committee on Law and Justice and is the Opposition’s Parliamentary Secretary to the Shadow Attorney-General and Minister for Justice. He is married with four children. DG: You are known as an advocate of socially conservative views and family values and for your support of free enterprise. What underlines your support for those views, particularly on economic issues? DC: Well, yes I do support “family values” because they reflect the natural social condition of mankind and constitute a pivotal cornerstone for the well being of society. Likewise, free enterprise reflects the natural economic condition of mankind and provides a further pivotal cornerstone for our society’s well being. In fact way back in ancient times as soon as people had mastered agriculture they spontaneously began trading goods and services, thereby laying the foundations of the free enterprise system. Archaeological discoveries of vast road networks criss-crossing continents far back into pre-history testify that even when

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mankind was still primitive, sophisticated commerce existed. Free enterprise was so inherently natural to the Ancient World that no one stopped to think about their economic system. When Adam Smith in the 18th Century described the “invisible hand” of the free market he wasn’t proposing a new economic theory, he was just explaining what was happening all around him in booming Britain. Then in the 19th Century Karl Marx proposed a new economic system, Communism, which was the inverse of the natural order. Marx said that mankind would advance faster if an all-powerful central government

made economic decisions on behalf of the individual. But Karl Marx was wrong. Communism was a disaster and was trumped by Capitalism. Germany is but one of many testaments to that fact. At the end of World War II that country’s industry and infrastructure had been obliterated. West and East Germany started from an identical position – ground zero. West Germany embraced US – style commerce and within one generation was the third largest economy in the world. East Germany embraced Communism and was a disaster. Yet, they were the same people with the same history and language sharing the same geography and natural resources. When the two Germanys united it was, in reality, the West rescuing a bankrupted East. Worldwide, the failure of Communism has been total – economic chaos, deprivation of human rights and responsibility for the death of 100 million of its own subjects. Yet despite the unfolding of these tragic events many Western intellectuals remained mesmerised by the allure of Communism as the dawn of a new Golden Age. The mainstream political left in the West didn’t go that far but they did embrace Socialism. Yet whenever a Western nation has had a pro-Socialist Government it has stagnated and when it has been a pro-free market, there invariably has been a boom. DG: You speak of mainstream Western intellectuals embracing socialism with disastrous results for Western Nations. What effect do you think they have had on events in Australia? DC: Well, Australia has certainly had more than its fair share of intellectual elitists who think they know how to spend taxpayers’ wealth better

Publisher’s GUEST

than the taxpayers who created the wealth in the first place. Their response to any economic problem is further massive doses of government intervention. Australia has paid a heavy price for allowing these cliques to have gained such a stranglehold on Australian Government economic policy. To them, the Whitlam Years was their El Dorado. It was the high water mark of their influence although it proved to be a low water mark for Australian economic growth and prosperity. It would be fair to say that the Whitlam Government period from 1972-1975 was the closest Australia came to socialism, although the Rudd Government is certainly making a solid claim for that dubious distinction. Symbolically, one of the first actions of Gough Whitlam was to send gifts to the Communist leaders of North Korea. He raised taxes, borrowed heavily, splurged money on grandiose projects, expanded welfare and regulated industry. As a result the Whitlam Government plunged Australia into economic and political chaos, yet Odes of Glorification to the Whitlam Era continue to gush forth from our Nation’s media and cultural leftist elites. Hardly a month goes by without yet another Whitlam Testimonial Dinner where the faithful come to bestow further awards and decorations at the feet of the Great Man himself. How often it is that we read of such events always amply attended by dragooned and frogmarched businessmen fearful of incurring Labor’s wrath if they fail to attend with open cheque books.

As President of the ACTU in the 1970’s he was openly socialist but his ambition to be a long term Prime Minister saw a major shift to economic rationality. Hawke embraced the free market policies of his political opponents, John Howard, Ronald Reagan and Margaret Thatcher. The message of the 20th Century is clear: Capitalism and the free market is good, and the more you have, the more good you have. DG: It would be fair to say that just as Hawke moderated his socialist instincts to win government so also did Kevin Rudd in order to win the election against John Howard. He effectively set out to minimise their economic differences in such areas as taxation reform and government intervention. DC: I think, Dmitry, that you’ve hit the nail on the head. When Kevin Rudd campaigned in 2007 as a “social conservative”, “economic conservative” and a “free marketeer” many believed that he meant it. They figured that he had “joined the dots” and had rationalised that Labor would do better if it built on John Howard’s pro-free market policies which had delivered such solid growth for Australia. He even adopted, in its entirety, Howard’s taxation reduction policy. But those who put their trust in Rudd as a free-enterprise reformer have been proved

power to throw billions of dollars on his pet projects with the flimsiest scrutiny. He is on a power trip. Where Howard left Australia free of Commonwealth Government debt Rudd has now burdened it with hundreds of billions of new debt. The Liberal Party must never give an inch when it comes to defending free enterprise. DG: In March 2011 the people of NSW go to the polls to cast their verdict on Labor’s record. Is the election the Government’s to lose or is it the Opposition’s to win? DC: Well, quite frankly, I think it is both of those propositions. Clearly the State Labor Government is on the nose. Kevin Rudd tries to avoid it, former Premier Bob Carr publicly repudiates it, ex-Treasurer Michael Costa dumps on it in the media whenever given half a chance and its current Ministers spend their time denigrating each other to any journalist who is prepared to listen. It’s an open secret that in a vain attempt to salvage their own seats Labor’s backbenchers are out and about trying to distance themselves from a Government that has the smell of death about it. As the next election approaches, the conga line of ex-Ministers grows longer as more of them are sacked for incompetence, resign in disgrace or simply walk away because they know that Labor has reached the point of no return.

“Where Howard left Australia free of Commonwealth Government debt Rudd has now burdened it with hundreds of billions of new debt.”

The Left’s Intellectual Elites are masters at re-writing history, but the truth is that when in 1975 the people had an opportunity to declare judgement on Whitlam and his socialist policies, he lost the election badly. In 1977 he ran again but lost just as badly. No amount of spin, hype and gloss from the Left’s media and academic pals can alter that fact. Yet there were some Labor figures who learned from the mistakes of the Whitlam Era and one of them was Bob Hawke. In his memoir he tells of his determination to avoid the economic mistakes of Whitlam.

wrong. Rudd couldn’t help himself. At the first sight of an economic road-bump, he threw up his hands in fright and retreated back to true Labor principles, and that means big spending, high debt and socialist intervention. Rudd is Gough without the grandeur. In fact, Rudd’s denunciations of free enterprise go further than Gough would have ever dared. Whenever he lambasts free enterprise and the free market economy he does so with relish. Whilst it is true that he is a chameleon, ever-ready to put on a different mask to suit changing circumstances, the true face of Rudd is that of a Fabian Socialist. He is exploiting the global financial crisis to fulfil his own deeply held socialist convictions. It gives him the

NSW Labor will lose the next election because it no longer governs but is a rabble, feebly led, incapable of providing a vision for NSW and resting on foundations of bribery, corruption and sleaze. The Coalition will win the election because it will bring intelligent leadership in Barry O’Farrell and cohesive policies to rectify 14 years of neglect in health, transport and law and order. It will provide a vision for a better NSW where infrastructure rebuilding will be a top priority. Above all it will bring integrity, decency and honesty back into Government. That’s what the people of NSW want and that’s what the Coalition will deliver to them. G You can read full version of this interview at

GWP Magazines | Issue 26 | September / October 2009


Political Agenda

Igor Palmer - Political Commentator

Think 1st: A 21st Century Political Burlesque “We are not without accomplishment. We have managed to distribute poverty equally”. - Nguyen Co Thatch, Vietnam’s Foreign Minister in the 1980s.

Kevin Rudd: “The time has come, off the back of the current crisis, to proclaim that the great neo-liberal experiment of the past 30 years has failed, that the emperor has no clothes.” What a grotesque statement this is; as if prior to the past 30 years, Australia was managed by a centralised planning system. Mr. Rudd continued: “Government is not the intrinsic evil that neo-liberals have argued it is. Government, properly constituted and properly directed, is for the common good, embracing both individual freedom and fairness, a project designed for the many, not just the few.” Such retro-socialist rhetoric is achingly similar to: “I want the authority; I want everyone to keep the property he has acquired for himself according to the principle: benefit to the community precedes benefit to the individual.” (Adolf Hitler, Mein Kampf) Malcolm Turnbull: “Big business is cuddling up to Rudd/Labor; big business is feeling intimidated by Labor”. Sadly, he is right. Many corporate boards have abdicated their duty to conduct business freely, their fierce independence has dissipated and their courage to stand up to the Unions’ and Government’s bullying has evaporated. Have the wise and upright corporate stewards been replaced by weasels, who tremble at the sound of ALP’s gnashing teeth, morphing once free and independent enterprises into ALP cash cows? Is it conceivable that the big businesses became vassals of the ALP? Has it become an acceptable management practice to cuddle up to Rudd/Labor?

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Barack Obama: “We don’t want to stifle innovation, but I’m convinced that by setting out clear rules of the road and ensuring transparency and fair dealing, we will actually promote a more vibrant market. This principle is at the heart of the changes we’re proposing…” What nonsense! Clear, aka strict rules stifle innovation; they do not stimulate competition. By definition innovation is something that is outside bounds. Clear rules allow no serendipity or creativity, which are the heartbeat of innovation and breakthrough discoveries. Transparency and fair dealing? I know of not one instance where state’s involvement in the corporate dealings lead to greater transparency and fairness. On the contrary,

ugly heads of envy from all over the world have arisen, as they salivate with wicked glee at the stumbling of the free enterprise and democratic capitalism. The critics miss the fact that each stumbling is essentially a process of correction, adjustment and purification of free enterprise capitalism — the best social and economic system, albeit imperfect one. In free societies, stumblings, falls and break-downs are self-regeneration mechanisms, where the best minds, the most competitive innovations and the best and most honorable business practices win. Centrally planned economies and authoritarian regimes are incapable of such self-restoration; hence, the political elite will never admit any wrongdoing nor will it ever

“Big business is cuddling up to Rudd/Labor; big business is feeling intimidated by Labor”. once the state gets involved, forget about transparency and fair dealing. “A full cup needs a steady hand. Prosperity is not easily endured. Many make a sad spill.” - Charles Spurgeon For some time it’s been fashionable to blame the “weak” regulations in the US financial system for all the domestic and global economic ills. The elitist media and the left’s propagandists have been drooling at the stumbling of the capitalist order. Yet, it is the “weak” regulations which made the US the only global military and economic superpower and a supremely progressive nation - the envy of the world. However, the

match the quality and the wisdom of free enterprise, eventually leading to poverty as the authoritarian bureaucrats squander the nation’s wealth and kill off opportunities for the entrepreneurs. “Look at me. I worked my way up from nothing to a state of extreme poverty.”Groucho Marx G

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GWP Magazines | Issue 26 | September / October 2009


business ADVICE

Darryn Fellowes, Wealth Adviser - Skeggs Goldstien Associates

Succession is More than Selling It is critical that business owners have a succession strategy. Many people are led to believe that succession means selling. This is not necessarily the case. Market trends show that strategies including business transition and syndication are becoming more popular.

2. Partial sale to a key staff member – This involves a staged exit from the business through a partial sale to an internal successor(s). This option will allow you to realise some value upfront, then over a period of time, enables you to retain control whilst having the time to enjoy other things.

Succession planning allows you to be in a position to make an informed choice about your exit and not having that choice imposed on you. Choosing the right exit option for your business is a crucial part of the succession planning process.

3. Merge with a business of similar size – This creates economies of scale. Make sure that the business being merged with is a strong business in its own right and has similar values to your business. Some of the control over your business will be lost.

When determining your exit strategy it is also important to consider your life balance goals, as your life balance position will influence your choice of exit option. For example, if you are experiencing high business dissatisfaction or stress, selling your business may be the best option and would afford you the opportunity to pursue other interests. The major issues for business owners considering their exit options are: retention and extraction of capital and to what level they are extracted from the business. By maximising the value of your business, you will be in a far better position to choose among the many different exit options.

4. Sell part of your business – You may consider selling off your less profitable clients. This will allow you to spend more time concentrating on your high value clients whilst realising some capital. 5. Sell shares – This is an exit option for business owners looking to realise some capital upfront and still remain heavily involved in the day-to-day operations of the firm.

Some of the exit options for you to consider include:

6. Form or join a syndicate – Smaller businesses are looking to larger firms to provide them with more services and better service quality. This creates economies of scale and allows you to focus on what you do best.

1. Sell the business as a going concern – This is the most common. By selling the business you are able to translate the value of the business into dollars and no longer have to worry about the business. However, there may be an opportunity to stay on in the business if you wish to do so.

7. Create strategic alliances to transition your business – New networks and associations can be a valuable source of business growth. Such associations often provide financial services and product capabilities, marketing and other shared functions.

16 GWP Magazines | Issue 26 | September / October 2009

8. C  lose down the business – This realises the market price for the business, providing there is a buyer. This is the option when you don’t have a succession plan. Ensure that you are aware of all alternatives and the benefits available from each alternative before deciding on your exit strategy. Succession does not just mean selling your business. By assessing all options you will know that the decision you make is the right one for you and your business. G

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

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GWP Magazines | Issue 26 | September / October 2009


business advice

Shahram Mehin - Leadership Management Australia (LMA)

Six Characteristics of Successful People Typically when we are asked to identify a successful person, we often visualise high profile business people or athletes, for it is natural to talk about their achievements to the extent that we are exposed to them in the public arena or what we have read about their results.

Although the financial results or the public image of successful people may be an indicator to most people of their success level at a given point in time, it is not, however, indicative of the core attributes that has enabled them to achieve these results. So, as we define each of these characteristics, I suggest you have a note pad handy to measure yourself against these points. • First Characteristic – Persistence In words of Calvin Coolidge: “Nothing in the world can take the place of persistence. Talent will not; nothing is more common than unsuccessful people with talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent.”

How persistent are you? • Second Characteristic - Positive Thinking Successful people expect to succeed. By virtue of their persistence they also take negative results as an indicator that there is one less negative in their path to success.

How did you respond to your last negative result?

18 GWP Magazines | Issue 26 | September / October 2009

• Third Characteristic - Habitual goal setters Unless you have a goal that has a clear starting point and a destination, how would you know that you have arrived at your destination?

Do you set and drive your goals or are you a “gonna”? • Fourth Characteristic - They have fun with life It is easy to become consumed with business and the chores of the day-to-day running of life. The common theme with successful people is their ability to not lose sight of having fun.

How effectively are you using the resources around you? Summary In essence we are all able to succeed; the key is what the definition of success is for you. I would like to thank all the readers that have provided me with invaluable feedback from the previous publications, as your feedback is a vital element to successful inclusion of relevant content contribution in this journal. I welcome your continued suggestions about what topics you would like to explore further. Why not send your feedback to or just contact me on LinkedIn by just looking for Shahram Mehin. G

When was the last time you did something spontaneous and fun? • Fifth Characteristic - They are disciplined Discipline is a core element that runs through the fabric of all successful persons. This is what often is referred to as conditioning which is a core driver to the attitudes we form and the way we act which, consequently, results in the level of success we have. • Sixth Characteristic - They are self aware A true sign of a successful person is one that does not pretend. They utilise the resources around them with masterful efficiency. As individuals we are all wired differently and as such we can not be everything to all people. The self aware recognise this, act upon it, and, most importantly, use this to maximum advantage to progress.

To find out about how LMA can help your business to gain the edge in your industry, contact: Shahram Mehin p | 02 8875 7938 m | 0400 418 070 e | To enquire about utilising our facilities in Gordon and to enrol in our upcoming seminars and public programmes, contact: Leyla Mehin p | 02 8875 7938 m | 0400 418 123 e |


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GWP Magazines | Issue 26 | September / October 2009


business ADVICE

Scott Tyler, Managing Director - International Institute for Business Excellence

7 Ways to Improve Your Marketing Most marketing fails. I explained some of the reasons why in my last article. It is largely due to most businesses not really understanding what marketing really is and how it should be applied. As a result, most businesses end up camouflaging spending as marketing. In this article I have provided seven ways you can improve your marketing. Seven ways that will give you a much better return on your marketing investment.

1. Customise you marketing to niche groups The first action to take to improve your marketing is to break your prospective customers into sub segments. There are many ways you can do this. The most effective I’ve found is to split them into the different reasons customers come to you. Once completed you now have the ability to customise your marketing messages to these niche groups. Greater success in lead generation and lead conversion will result. 2. Focus on buyer issues and concerns not on your products and services The best way to resonate with your prospective customers is to show that you understand their needs and issues. This understanding needs to be reflected on your web site and printed marketing material. You create little interest with a prospective customer if all you focus on are the products and services you provide. You run the risk of looking like a “me too” company. Focusing on the buyer’s issues is a great way to invite them into the buying process. 3. Mark out your own piece of marketing space Prospective customers only notice you if there is a difference. This means you need to

20 GWP Magazines | Issue 26 | September / October 2009

clearly differentiate your business from your competitors. You need to mark out your own piece of marketing space. The ‘difference’ or marketing space you’re claiming then needs to be communicated in every way you can consistently and persistently.

trust and credibility is to establish yourself/ business as an authority in your chosen field. This can be demonstrated in various ways including the writing and publishing of articles, recording of podcasts and the provision of credible testimonials.

4. Be proactive The most successful businesses are proactive in their marketing. They do not solely rely on passive or lazy marketing. Marketing only works if a dialogue is started with a prospective customer. The best way to be proactive is to implement database marketing. This involves cyclic calling supported by e-marketing and direct mail.

Most marketing fails because businesses don’t understand how marketing works. Don’t camouflage spending as marketing. Adopt some of the principles illustrated in this article to provide an improved return on your marketing investment. Individually the principles explained in this article will help improve your lead generation and lead conversion. When combined they can take your business to the next level. G

5. Understand the purpose of your website Having a brochure type website just doesn’t cut it anymore. Your website is the corner stone of your marketing. It should have a clear purpose. That purpose should be to either sell something (facilitate an online transaction) or to generate genuine enquiries. Your website is the perfect opportunity to invite prospective customers into the buying process. 6. Use a swarming effect If you are too linear with your marketing communications you won’t cut through the marketing clutter. What this means is that one-off marketing communications typically return poor results. You improve your lead generation and lead conversion rates dramatically when you send multiple messages using different media at the same time. 7. Build trust and credibility Most people will not engage your services or purchase high value products without trust being first established. A great way to build

If you would like some help establishing a marketing plan that will build your customer base and penetrate new markets, contact the IIBE now and organise a free consultation. Alternatively, if you would like Scott to perform an audit of your current marketing initiatives, call now on 1300 309 171. Remember, at the IIBE we make your business work for you.

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Ph: 9680 9823 GWP Magazines | Issue 26 | September / October 2009


business advice

Barry Knowles, Managing Director - Sydney@Work

Ageism in the Workplace: Are You Missing a Trick? Some recent news stories have focused on the difficulty older people are finding getting work. Typically the “GFC”, Global Financial Crisis, (as I’ve learned to call it) has been responsible for forced early retirements or redundancy and these older people are struggling to get back into the workforce. Now the GFC seems to be showing signs of easing. Certainly, in our business, we have noticed that the worst of the “batten down the hatches” full recruitment freeze period seems to be over, and a more rational approach, based on the level of business, is starting to prevail. So perhaps you are thinking of recruiting soon? What are the issues around taking on younger and more mature employees? Ageism has been around since employment began and, despite the provisions of the Age Discrimination Act, is very much alive and kicking. Ageism occurs primarily at the young and older ends of the employment spectrum. Younger people can be assumed to lack the experience a job requires, when in actuality it is ability that matters combined with some focused training. Much more prevalent is discrimination at the older or “Mature” end of the spectrum. Unfortunately, it has been the habit of many employers over many years to consider people up to the age of around 45 and simply to ignore the rest. This attitude has to be based on old stereotypes that simply aren’t true any more: Better nutrition and healthcare combined with better exercise regimes, improved education and an increase in non-physically demanding jobs means that there is very little reason why mature people can’t do most jobs.

22 GWP Magazines | Issue 26 | September / October 2009

One of the things employers seem to worry about is “how long will he or she be around?”, but actually, if it is stability you are looking for, a mature person is much more likely to stay. Young people tend to change jobs every two years or so for their first three or four jobs and then settle into a more stable pattern. Perversely, because of the ageism I am discussing, mature people are nervous about getting another job as they get older and become risk averse. So, from the employer’s standpoint, they are much more likely to stay, even if things are a bit tough.

the best team would be one with similarly aged people in it, enlightened employers are now seeing the benefits of “age diversity” where everyone gains and grows from the knowledge, skills and attributes of the other team members. Because people develop at different rates and people from different generations show different levels of development, this age diversity becomes vitally important. Another often missed advantage of more mature employees is their network. They can often draw on acquaintances from far and near gained over many years, which

Different generations bring different qualities to a workplace Also retirement at 60 or even 65 is no longer a given. People are realising they are still fit and healthy and many are keen to continue working to keep the brain cells active. With the advent of the internet and home computers and the introduction of computers into most work places, even computer skills, which a few years ago might have excluded some older people from some jobs, are hardly an issue. So what are the other benefits of taking on a more mature employee? Experience and skill are obviously important. This may be skills in the job, but equally can be more general skills in dealing with people, staying calm in a crisis or evaluating situations using their experience. Different generations bring different qualities to a workplace, so rather than assume that

can be quite beneficial to an employer. Finally, as an observation after interviewing many mature people and having to disappoint most, if you do take on a more mature employee, the gratitude that will be felt is likely to be repaid many times over in loyalty and dedication to the employer far in excess of your expectations. G

Sydney@Work Suite 201, 12 Norwest Central Century Circuit, Baulkham Hills 2153 p | 02 9680 2051 f | 02 9680 3051

GWP Magazines | Issue 26 | September / October 2009


business advice

John Glover, Director - Pendragon

Is the Tide Turning? According to many sources and experts, the global economy has begun to show the signs of recovery, and, in some sectors, we’re even seeing small but steady growth.

Here in Australia, we’re starting to see increased activity in various industries, including the recruitment sector, traditionally a key indicator. Leaders within that industry are reporting that job vacancies are up, and companies are once again starting to search for new talent. Both large and small organisations are showing the first signs of re-examining their workforce planning strategies, and, in many cases, the unpleasant consequences of the job cuts of the recent past are being felt.

So, the news is good! Sure, unemployment will probably continue to rise in the next quarter, but unemployment is a lagging indicator and reflects past events. Looking to the future, the slide appears to have halted, and in some instances, baby steps are now being taken towards growth. Consumers are spending money with less fear, resulting in vastly improved job security across the retail board. Elsewhere, jobs are opening up again, and business across Australia has started to pop its head above the parapet. But, unfortunately, there is also bad news. The financial meltdown and the resulting job losses have left a bitter taste in the mouths of those unlucky people who were laid off. Although there may be more jobs becoming available now, battle-weary employees are

24 GWP Magazines | Issue 26 | September / October 2009

cautious. No longer content to leave their fate in the hands of a nameless, faceless head of a corporation, more employees are looking for alternatives to the traditional employment model. Contracting is becoming a more popular option with more people choosing to register an ABN or appoint a contract management firm to invoice for services rendered as opposed to receiving a salary.

ability to focus training spend on a smaller, more select group. Far from being a more expensive alternative, it’s entirely possible for resources via a contract management firm to cost exactly the same as a regular, fulltime employee. How? It’s important to note that we’re not talking about the traditional contractor here who gets paid a premium hourly rate. We’re talking about an individual who works for a

More employees are looking for alternatives to the traditional employment model This has the added benefit of allowing the worker to be engaged by more than one company – spreading the risk, so to speak. Others are demanding more generous notice periods or access to redundancy pay in the event that it is unavoidable. Savvy employers recognise the importance of securing the resources required to anchor their organisations on the path of recovery and growth, and we’re now seeing the traditional employer/employee model being challenged across all industries for the first time. The emergence of these new employment models is more good news, actually. Employers should take advantage of having a flexible workforce that they can expand and contract in line with their own requirements. The recently introduced Fair Work Australia Act and the more onerous obligations to come in January, 2010, make keeping permanent headcount down more attractive than ever. Other benefits of making use of non-permanent resources include lower employment insurance costs, reduced management overhead and the

regular, fixed salary and who gets the same benefits as any other staff member, like access to annual leave. The only difference is that they aren’t on the payroll, and instead get paid on invoice. There is no doubt that the last 9 months have left even the most resilient among us battle weary and cautious. But in every adversity lies opportunity, and this one presents us with the chance to rebirth our businesses as leaner, sleeker, more modern versions of their previous selves. And that can’t be all bad! G

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Norwest Central Suite 203 | 12 Century Circuit Baulkham Hills | NSW 2153 MARN 032 4254 GWP Magazines | Issue 26 | September / October 2009


business advice

John Watters, Programme Manager - ParraSIP

Employer of Choice The notion of being an ‘Employer of Choice’ is indeed an interesting concept. Many employers wave such a banner, brandishing their commitment to employees, standing within the business community, reputation and values. Nevertheless, an interesting quandary arises: while ultimately an employer will have to choose between applicants, the business will have to be chosen first by the applicants.

While there has been long running complaint held by HR professionals that proposed applicants are simply unsuitable, perhaps we need to look inwardly. Many interviewers expect interviewees to justify why they should be considered for a position. Alternatively, is it unreasonable to expect employers to justify why they should be considered as an employer or be chosen by employees? When playing such a game of devil’s advocate, businesses should be considering what attracts people to their organisation and how competitive advantages can be gained. Numerous organisations attempt to become an employer of choice through a number of initiatives such as graduate programs and internships, others through expensive and extravagant marketing campaigns. Unfortunately, attempting to attract particularly young candidates in their final years of tertiary study is often too little, too late. Young people make decisions about organisations long before they leave school. For the most part, such decisions are based upon marketing campaigns. For the majority of SMEs in Australia that do not have seven-figure budgets to attract applicants through mass media campaigns or naming buildings

26 GWP Magazines | Issue 26 | September / October 2009

in prime CBD locations, a more tailored approach is necessary. More progressive and insightful businesses are recognising one of the most costeffective recruitment processes is to become involved with young people through Local Community Partnerships or Partnership Brokers (from 2010 onwards). More specifically, businesses participating in such initiatives are gaining a strategic competitive advantage over rivals, reducing HR costs, increasing succession planning and capacity, enhancing CSR marketability, increasing good will in the community and becoming the employer of choice. In one example that exemplifies numerous other success stories, an employer in Parramatta participates in a work placement program taking one student for a week of work placement every fortnight. In the past two years he has employed fifty per cent of his workforce based on this program after seeing the work ethic and skill level demonstrated by such people. Apart from spending time with the students during work placement, his HR costs are zero. Additionally, his HR retention rate is 91.3% annually, which is even more remarkable being in the hospitality sector. In another example, a Sydney engineering firm was experiencing significant difficulties in attracting young people to their business. As eluded to beforehand, like many other SMEs, they had a strong business but did not have the budget to market themselves throughout the country. Working in consultation with a Local Community Partnership, a robotics project was constructed which allowed students to be mentored in the field and develop their interests in the possibility of

engineering. From a business perspective, the engineering firm not only implanted themselves in the minds of those students, but, most importantly, were able to scope the field for potential talent in a manner similar to sports scouts. Becoming an ‘Employer of Choice’ does not solely arise from gold-leafed mission statements, clever marketing campaigns and commitments to socially acceptable and fashionable campaigns. While issues of transparency, equal opportunity and probity have increased public employment advertisements, word of mouth still remains one of the most effective methods of attracting applicants. Ultimately, businesses have the right to choose between applicants. However, wouldn’t every business prefer to have more people genuinely trying to choose their business, as opposed to more businesses trying to choose the applicant? G

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A Great Christmas Offer from Emu Sports Club

By Larry Woldenberg

If you’ve never been to the Emu Sports Club at Leonay Golf Course, you’re missing out on one of the friendliest social clubs in Sydney. And just to prove the point, Rebecca, their function coordinator, is offering one of the most tempting Christmas packages for social events that we’ve seen in a long time. You’ll want to check this out. For just $60 per person any of our readers can organise a function all your friends will be grateful to have attended. First of all, you can offer a couple of designated pick-up spots anywhere in the Western Suburbs where your group can meet and be chauffeured in style to your function. The Club has its own Courtesy Bus service that can transport up to 69 people at a time. That’s a great way to start off the evening and eliminate expensive taxi fares, because the Club offers both pickup and return services. Then when your friends arrive they’ll be even more surprised that they can drink all the beer, house wine, champagne and soft drinks they want on the house. That should lead to a rollicking evening. To smooth things over and keep the party moving, the Club will also throw in a complimentary DJ who will play the music you designate. So the atmosphere will be guaranteed to be festive for the entire evening. And we’ve haven’t even come to the food!

Enjoy the view of the 18th Hole from our Outdoor Terrace glazed ham, and Tandoori chicken with succulent rice. All to be accompanied by fresh garden salad, creamy pasta salad, yummy potato salad, roasted potato and veggies plus bread rolls. How good is that? Now your guest should be pretty right with all this food and drink, but Rebecca is even taking it one step further by offering a sensational dessert table featuring apple strudel, strawberry cheesecake and sticky date pudding. Whoa! That’s some finish to a great meal. Of course, there will be coffee and tea as well.

Of course, you have to consider table settings. Right? Wrong. Rebecca already has that covered. Every table will come already set up with Bon Bons for all your guests and decorations on every table. The Christmas spirit is alive and well at Leonay.

This offer is open to all readers of Business Resource & Lifestyle. But you’ll have to be quick to book their Function Rooms as Christmas is extremely popular at the Emu Sports Club and considering the above, it’s no wonder why!

So how about the food, you ask? Well, I’ve been saving the best part for last. Rebecca is offering your guests a 2-Course Buffet. And wait till you hear the offerings. I’m getting hungry just thinking about them.

The Club offers 2 separate function areas. The first is the Leonay Room with a capacity of 160 seated that overlooks the 18th hole and wedding garden. It comes with an outdoor veranda along with its own bar and DJ.

The first course is your main meal offerings including roasted sirloin, baked honey-

28 GWP Magazines | Issue 26 | September / October 2009

The second function area is the smaller

Buring Room with a capacity of 90. It’s at Ground Level and also comes with its own bar and DJ. The buffet offering will be identical in both rooms. And both areas can be set in whatever theme you desire providing that you do the decorating. Of course, Rebecca will assist you with the planning. Leonay Golf Club is only a 27 minute drive from the Hills District on the M4. Just exit South on Penrith’s Russell Street exit and you’re there in one minute. G Remember to book early. The weekends are extremely popular and this is for the Christmas season. You can reach Rebecca on 4735 5300 or email her at

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GWP Magazine | Issue 24 | May / June 2009



Darren Read, Managing Director – Vodafone Business Centre Norwest

Future Proof Your Business As a business owner you’re always thinking and planning, trying to ensure that the company is in the best shape and condition for the challenges that lie ahead. Just like our bodies, our businesses need to be kept in shape. Too heavy in one part (we are all conscience of that little extra weight we may be carrying) and it can have an effect on the performance of the whole body. Too lean and thin; when the hard times come there are no reserves to draw upon to get you through.

The business must stay flexible, fit and ready for any challenge that may present itself. In these uncertain times many business owners respond by slicing first what they consider the fat: marketing budgets, communications spend and even certain staff. Others look at ways they can make the business more agile and use the opportunity to future proof their communications. After extensive research, Vodafone has released the Vodafone Business One product. This is in response to the request by many business owners to have an allin-one communications solution that allows flexibility, will not become obsolete and is fully managed without having to contact numerous call centres. Many businesses are using the traditional “bundle” packages that are not so much a solution as a price discount on services. This ad hoc approach not only creates more problems than it solves, it actual does not address the issue of making life easier for your clients and staff when they want to communicate with each other.

30 GWP Magazines | Issue 26 | September / October 2009

Imagine that your business had the power to remove the frustration of not being able to contact staff, no matter where they are, when you needed to. How many times have you called someone at their office only to be put on hold, transferred to their desk phone, transferred back to the receptionist and then advised: “sorry they don’t seem to be in their office at the moment, I can give you their mobile number if you would like to try that?” How much business is lost due to the frustration of not being able to leave a message that you know the recipient will get, even if they are out of the office or interstate.

For the company accountant the Vodafone Business One unified communications packages are built with Cisco network technologies and blackberry handsets to deliver single contract telecommunications and single point of contact for all fixed, mobile and wireless data in the business. The mobile costs and hardware costs can be charged as part of the monthly contract, thereby shifting a traditional capital cost to an operational costing instead. With full number portability and larger businesses still in the process of making the move to unified Communications, you can

How much business is lost due to the frustration of not being able to leave a message that you know the recipient will get, even if they are out of the office or interstate. Vodafone Business One offers an all-inone solution. Using Cisco desk phones and Blackberry mobile devices, you will be able to stay in touch no matter where you are. For example, if you have a phone call that is received into your office and it is not answered on the desk phone, the call is automatically transferred to your mobile device. If your mobile device is busy then the call is sent to your mailbox. The mailbox can be accessed via the mobile, desk phone and even online. This allows complete contact and manageability to be maintained. You now have a unified communications system. No more missed calls even if you are away from your desk but still in the office.

push ahead of your completion and future proofing your business by calling me and dropping into our office to see Vodafone Business One in action. G

For a free needs assessment and bill analysis service, contact the Vodafone Business Centre on 1800 333 638.

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

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

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

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

Vodafone Business Centre Suite 402, 12 Century Circuit, Baulkam Hills NSW 2153 Tel: 1800 333 638 ^Vodafone World for Postpay is the default roaming product and should be activated at least 3 days before travelling. Vodafone Traveller only available to customers who specifically opt-in and are connected to an eligible Vodafone contract. Both Vodafone World and Vodafone Traveller are subject to limitations of overseas networks and individual handset capabilities. Some Vodafone services may not be available whilst roaming in some countries. For fees that apply to both Vodafone World and Vodafone Traveller see #Vodafone Mobile Broadband subject to network limitations and availability. The 3G broadband network covers selected metro areas of most capital cities and some larger regional centres. 3G subject to network limitations and availability. Outside 3G broadband areas Vodafone Mobile Internet operates at slower access and download speeds on Vodafone’s 2.5G network. See for details. †Available on a Month to Month basis when added to a valid Vodafone Cap on contract. Must connect for one full bill cycle. Recurring $9.95 monthly access fee charged until the end of the month in which you discontinue the service. Included data subejct to 1 month expiry. Additional data usage: 12c per MB (min session 50KB). All Vodafone services subject to local and overseas network availability and handset/device capabilities. 3G services available on 3G handsets in 3G areas (available in selected metro areas). Limited content available on 2.5G capable handsets. Some internet and web sites may not be accessible. See for more details. *Data for use in Australia on Vodafone’s GPRS/3G network, subject to local and overseas network availability and handset capabilities; some internet & email services may not be accessible. BlackBerry® and the BlackBerry® logo are registered trade marks of Research in Motion Limited and are used under license. Vodafone Pty Limited ABN 76 062 954 554. GWP Magazines | Issue 26 | September / October 2009



New Telstra Business Centre The world of communications and IT is rapidly evolving and in constant change. As a small to medium business (SME), it can be difficult to not only stay on top of the latest telecommunications products and services on offer, but also trying to work out which products and solutions are going to best suit your business both now and in the future.

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

can now get access to professional telecommunications support and solutions following a recent decision from Telstra Business which will support Telstra’s vision to provide professional solutions to business customers locally.

voice, mobile and data solutions for small businesses and importantly ensure needs and growth accordingly.” G

The new Telstra Business Centre will include a state-of-the-art showroom offering a full suite of working Telstra

In this dynamically moving market, it’s become more important for SMEs to be able to get the right advice from telecommunications experts that not only understand the latest products, but also have an in-depth understanding about business, and, more importantly, being able to understand the unique needs of your business. So where do you go to get specialised telecommunications advice for your business? The best place to get specialised business advice about your telecommunications is from a Telstra Business Accredited Partner. Telstra Business Accredited Partners have demonstrated experience, knowledge, capability and commitment to providing business communication solutions in their local area. Every ‘Solutions Professional’ Consultant has completed extensive training to become a certified specialist in business communications. Their expertise across voice, mobile and data services, and their ability to integrate these services into individually tailored business packages ensures they can recommend the right solution for your business. What’s more, as your business grows, Accredited Partners can recommend services that scale to maximise your opportunities, so you will be properly prepared to realise your business’s growth potential in the future.

Now Open Local Team, Local Knowledge Small and medium sized businesses in and around the Hills/Northern District

32 GWP Magazines | Issue 26 | September / October 2009

Business Solutions for display and demonstration purposes exclusive for business customers. The showroom will also include comfortable meeting areas and a boardroom where customers can discuss their telecommunication needs with trained professionals in a quiet and relaxed environment. Business customers will also now have a choice of going to the Business Centre for a consultation or having a team member visit them at their own premises. “Telstra Business Accredited Partners have been specially chosen for their demonstrated experience and knowledge,” said Telstra Business Group managing Director, Ms Deena Schiff. “Under the program, every solutions professional has completed extensive training to become a certified specialist in business communications. This means they can tailor the right mix of

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

Telstra Business Centre Hills/Northern District

How to find the right telecommunications products for the small to medium business.

GWP Magazines | Issue 26 | September / October 2009



Grow Your Customer Base with Penrith Panthers

By Larry Woldenberg

Sponsorship is such an effective marketing tool that builds brand equity and generates great cut-through in today’s cluttered advertising market. It is such a flexible medium that can not only drive your other forms of advertising, but also engage your customers on a personal and emotional level which helps build brand loyalty and drives sales. “Our sponsors invest in the Panthers brand as we are the dominant brand in the lucrative Western Sydney family household market. We are without a doubt a rugby league heartland and we can provide direct access to over one million people in our four local government areas,” explains Scott Hudson from the Sponsorship Team. “Our TV ratings, crowd figures and media value has grown significantly over the last 12 months. “To give you an idea of our recent growth, we commissioned independent media monitoring Repucom to quantify the returnon-investment for our Senior Sponsors which assists in the measurement of each of our top-tier partnerships. Each Senior Sponsor/Property is given a media value which is determined by the total duration a brand receives on screen exposure multiplied by the per second advertising rate for the program. This figure is then compared by Repucom with all other NRL and AFL Clubs to determine a benchmark across both codes. “At the mid-way mark of the 2009 season, our Shorts Sponsor Hostplus has generated over $700,000 in media exposure alone which was the first ranked shorts branding property across all NRL and AFL Clubs. The second placed shorts property went to the Geelong Cats (AFL) with $400,000 in media exposure and the NRL Club average was $144,000 demonstrating a huge dominance in media return against our competitors. “This is not only restricted to our top tier Sponsors, we have a number of lower level opportunities available for local SMEs looking to grow their customer base throughout our vast region. Whether

34 GWP Magazines | Issue 26 | September / October 2009

Panthers Corporate Race Day. Panthers team with fans and sponsors.

it be ticketing, corporate networking opportunities, game day activations, player appearances, branding, online marketing, etc we can put together a tailored package to suit your specific marketing and budgetary objectives. “Another great asset to our business is our Junior League with over 8,000 players making it the largest Junior League program in the world. These 8,000 players represent 22 Clubs from 500 teams and extend to Penrith, Blue Mountains, the Hawkesbury region and Blacktown. Our Junior League is another opportunity for SME’s and Corporates to tap into a lucrative family household market and grow your brand amongst your core consumers. “If your target audience is more focused around B2B sales, our marketing power also extends to the corporate market. As we have no competitors at an elite sporting level, we can provide direct access to the business community. “In addition to the 12 home games we have each year where you can enjoy our game day corporate hospitality options, we also have a number of off-site corporate networking events throughout the season. These networking events are a great opportunity to tap into our corporate family of over 200 businesses ranging from local SME’s to large corporations and multinationals.

“Some of these events include a Corporate Golf Day (held at a different leading Sydney course each year), Corporate Race Day (at one of Sydney’s premier racing venues), Grand Final Lunch (A Sydney Harbour Cruise), State of Origin Functions and Interstate Trips just to name a few. “We also like to make it affordable for local businesses to join the Panthers family to help grow their business which is why our entry level Business Sponsorship package starts at $1,500. The major benefits include two reserved seats to all 12 home games, two invites to our Sponsor’s and Player’s Family BBQ (signing/photo session with players, children’s entertainment, etc), 100 bumper stickers with your Company Name to use in customer promotions, a listing (and link) on the Penrith Panthers website/Sponsor’s Honour Boards and the opportunity to purchase space in our game day publication Panther News. G

For any businesses looking to build their brand and grow their customer base, contact Scott Hudson from the Sponsorship Team (P: 0418 797 637 or E: where you can schedule a time (at your office or CUA Stadium) to discuss your specific objectives and tailoring a package to suit your requirements.

GWP Magazines | Issue 26 | September / October 2009



Victor Prasad, Managing Director – Clark Rubber - Blacktown

Evolving a Retail Icon into a Commercial Enterprise

Clark Rubber, a well-recognised retail brand in the Australian landscape for over 50 years, has serviced the Blacktown area for just on 10 years and become a local household name.

While servicing the commercial needs of customers at the retail level, the servicing of commercial clients outside the retail environment was an opportunity for business growth deemed of great potential by Victor. With its wide array of products for industry, trade and government combined with a strategic approach to direct selling, the Commercial Division of Clark Rubber Blacktown was created in January, 2008.

Led by Managing Director, Victor Prasad, the Clark Rubber Blacktown business decided to pursue an opportunity. With the experience gained through his family company’s multi-franchise ownership, he proposed and implemented a business concept to expand into commercial sales. The Clark Rubber Blacktown team believed two areas of growth were of their greatest potential which included Pool Servicing (both domestic and commercial) as well as the Commercial Division - selling into industry, trade and government.

Katy Zuber, with 6 years of retail experience at Clark Rubber, was asked to take on the challenge to pursue prospects in the capacity of a Commercial Trade Representative. The decision to focus on Commercial selling in combination with the expanded Pool servicing business, required significant internal store remodelling including new office premises, fixtures and fittings and a more customer friendly and efficient layout. External upgrades are also currently under way.

Having a well-established retail pool business, the opportunity to pursue the servicing of both domestic and commercial pools was not only embraced but nurtured. With the business now in its fourth year of successful operations, Chris Cruse, Pool Service Manager with over 7 years of experience, has been given the task of expanding the business from 1 full-time Service Van to 3 vehicles within the next 12 months. The geographic territories will be aggressively expanded to accommodate the Sydney-wide demands with the expertise to meet residential and commercial clients’ needs for pool servicing and treatment, repairs, maintenance, replacements and the supply of all pool and spa-related products.

With the extensive work at Clark Rubber Blacktown (in concert with our focus on Commercial sales), an important senior appointment was made. Simone Cleary, with over 20 years extensive fast food, multi-franchise experience, was appointed as Blacktown’s new Store Manager.

How does an iconic retail franchise business move into servicing the commercial needs of industry and government? The answer is innovation.

36 GWP Magazines | Issue 26 | September / October 2009

The Commercial Division has experienced consistent revenue growth with these levels to significantly continue over the next 3 years. The commercial focus continues to target SME and large commercial businesses, industrial, retail, service, government and non-government clients with our quality range of foam, rubber, mats and matting, flooring and made-to-specification specialist products.

“Our people are our greatest asset”, says Victor. “Recruiting the right people has helped strengthen the team and created the success our customers and clients enjoy. Our long-term focus is to lead, assist, train, motivate, recognise and reward the solutions specialist staff. We will continue to build supplier alliances for mutual benefits. Ultimately, it’s about the customer – whether they be retail, commercial or pool service – in providing quality advice and products with outstanding service and relationship excellence.” G

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

‘If it’s made of rubber or foam, we’ve got it!’ Clark Rubber Blacktown are solution specialists in flooring and matting, foam, rubber, DIY and custom products

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0410 694 946

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For detailed information, on our commercial, retail or pool service offering please call.....

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9831 3000


Blacktown•9831 3000 127 Main Street GWP Magazines | Issue 26 | September / October 2009



The Sydney Hills – Room to Grow How will the Sydney Hills accommodate the arrival of thousands of new residents by 2031?

Where will they live and work? Under the State Government’s North West Subregional Strategy, The Hills is designated as a growth area, and The Hills Shire Council has set a number of targets to plan for population, jobs and housing growth. A key planning principle is to ensure homes are located near where people will work. An additional 36,000 homes will be needed and planning has already begun for new dwellings in the growth precincts of North Kellyville, Box Hill and Rouse Hill. So many new residents to the Hills will mean an increased demand for jobs. An employment capacity target of 47,000 additional jobs for the Hills has been established with high employment targets set for Norwest Business Park, Castle Hill and Rouse Hill. The Hills Shire Council is planning for this growth with a series of strategic directions that align with the community’s vision for the future. The Employment Lands Direction is one of these strategies and provides an overall context for the planning and management of the Shire’s employment lands and their development and growth to 2031. Six clear key directions are designed to manage the Shire’s future employment needs while protecting the needs of the community. These aim to: • Accommodate the growth of a modern local economy to meet community needs; • Enhance the attractiveness of the Shire for new business and visitors;

38 GWP Magazines | Issue 26 | September / October 2009

Map showing existing and proposed employment lands in the Sydney Hills • Promote growth in local business and employment opportunities; • Enhance the use and viability of existing employment lands; • Plan for new employment lands; and • Encourage quality employment lands So where will people work in the future? Norwest Business Park will take up a portion of the new jobs – however, it is expected to reach capacity within 10 years. Castle Hill, North Rocks, Winston Hills and Northmead light industrial areas are either at capacity or almost full. This indicates that Castle Hill Town Centre, Annangrove Light Industrial area, Rouse Hill Town Centre and the Box Hill precinct will be likely areas to take up new jobs growth. Many new jobs will be created from existing local businesses and, as finance and insurance, retail, and professional services are already major employment generators in the region, it is expected that demand for new jobs will be in these industries. The Minister for Planning recently announced the Government will start consulting Councils about the next phase of planned

land releases in Growth Centres, including Box Hill and Box Hill Industrial estate. Council’s role will be to put forward a case to develop the Box Hill precinct in a way that will provide the best fit for future community employment needs. Also, the provision of adequate transport infrastructure will be a major consideration in planning for any future employment and population growth in the Sydney Hills. G Want to know more about The Hills Shire Council’s Employment Lands Direction? Go to, click on the ‘Development’ tab and select “Planning the Hills”. Interested in locating your business to the Sydney Hills? Visit for location and demographic data, business statistics and site selection information.

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

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R Local business statistics R Business demographic data R Population forecasts R Marketing analysis and research R Referral ser vices to business connections R Labour market costs R T ypical real estate costs GWP Magazines | Issue 26 | September / October 2009


business CHAMBER

Networking: Know Your Business Neighbours and Grow Your Business

By Sabrina Ferguson, Executive Consultant - Ryde Business Forum

Most readers will belong to a Chamber of Commerce or other regular networking association. Some of you will belong to multiple organisations and are expert at working the room, making contacts and growing your business relationships.

Members enjoying Ryde Business Forum’s July networking event at Johnson & Johnson Medical in North Ryde.

Some of us aren’t as experienced with using networking functions to make new contacts. If it’s your first time, walking into a room full of strangers can be rather daunting. So, how can you make it easier for yourself? on the other person before moving to the next guest. Once he’d worked the room he left – presumably to go to another networking function! He then used those cards to send an email to each of us the next day reminding us we’d met him, what a shame we didn’t have more time to chat at the function, and would we like to join his own networking group? My Chairman and I received numerous complaints from our members about Mr X. He wasn’t invited back.

If you know someone who is already a member of the Chamber running the event, call them and see if they will meet you at the function. That way you have at least one person you know, and you’ll have the confidence to talk to others. Talk to the receptionist at the function. There’s usually someone there handing out badges and welcoming visitors. Find out if people you may be interested in like graphic designers, business coaches, and accountants are already at the function or are expected. Ask to be introduced. Don’t be afraid to join in. Those five people laughing and talking over there will be pleased to meet you and learn about what you do. Introducing yourself to more than one person at a time increases your chances of finding someone who will be a useful contact. Afraid of getting ‘trapped’ by someone with verbal diarrhoea? Remember this is a function where people are expected to move around and talk to others. Simply say that there is someone else you wish to speak to across the other side of the room, and thank your companion for their time. You’ll notice most people spend up to about ten minutes chatting with any one person. Are you a regular networker but always pal up with the same people at each function? They might be your friends, but you won’t get the benefit of meeting any

40 GWP Magazines | Issue 26 | September / October 2009

new people and growing your contact base. Set yourself a target of meeting five new people at each function. So while those are some pointers on what to do, here’s a big pointer on what not to do: work the room too aggressively and treat it as a sales opportunity. Several years ago we had a guest I’ll call Mr X at one of our events. Mr X spent an average of sixty seconds, often less, with each person there. His interaction consisted of a handshake and an exchange of cards. It was shameless card collection and nothing more – I watched him and more often than not he didn’t even have the courtesy to look at the business card he’d taken from a friendly outstretched hand. He merely pocketed it and pressed one of his own

Business networking events are a vital and useful part of your Chamber of Commerce membership – so try and get to them as often as you can, get to know people and enjoy being part of your local business community. G

To find out more, visit:, email Sabrina Ferguson, RBF’s Executive Consultant, on or phone 02 9807 4999.

Ryde Business Forum


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GWP Magazines | Issue 26 | September / October 2009


business CHAMBER

Is Small Business Small Minded?

By Nicole Baines, Development Officer - Sydney Hills Business Chamber

Are you a small business owner with a current business plan in place for 2009/2010? If so, you are in the minority.

feel better about what you’re doing today. It gives purpose to the daily grind.

If you also happen to have a sales and marketing plan in place to help you achieve your business goals, then you are one of an even smaller group.

Is it a lack of understanding or a lack of education about what really is important? As many of our members are Gen X or Baby Boomers, have some form of tertiary education behind them and have been running their businesses for over 5 years, it’s fairly safe to assume that they are well educated about what business plans and processes they should have in place, as well as why and how to go about implementing them.

And if you have all of those in place, as well as a strategy to help you exit your business one day, you are an even rarer commodity and deserving of congratulations and respect. But the reward is possibly already being enjoyed as there is a good chance you have a very successful, robust business. As Business Development Officer for Sydney Hills Business Chamber, I have a lot of interaction with small business owners, and it is amazing at just how few businesses have the essentials in place. I’m not talking about a business plan that resembles War and Peace or a complicated sales plan, but instead about succinct, practical tools that help you to focus today’s business activities so that they lead you towards the future you are hoping for. Too often we see business owners with their head down. So much so, that they forget that what they are “doing” today is supposed to be taking them where they really want to be down the track. Taking some time to lift your eyes from the busy-ness of today and looking towards the horizon not only makes good business sense, but it also makes you

42 GWP Magazines | Issue 26 | September / October 2009

So why don’t we do it?

Regardless, ignorance is no excuse. The Chamber and many other local organisations are running a range of workshops in Business Planning, Strategic Marketing, Legal Implications and Succession Planning. Becoming business savvy is as affordable and available as it’s ever been before. The common excuse about why business owners don’t have certain platforms in place is a lack of time or finance. But this is akin to asking the age-old chicken and egg question. Are they lacking in the right tools because they are time and money poor, or are they time and money poor because they don’t have the right tools in place? I wonder if it’s just that small businesses are small minded. Do they focus on today and not the future because that is where

they are most comfortable – working in a small business? They say they want to grow, but their actions say otherwise. They make no effort to find out about new workforce legislation and how it might impact their business, they know nothing about affordable employment options and are unwilling to take the time out of their business today to find out. They operate year to year with no business plan in place and they think about exiting their business when they are approaching their 60th birthday instead of their 40th. In fact, they take no affirmative action to change their current situation, choosing instead to work harder and longer with their eyes fixed firmly on today and just making it through. They carry on hoping things will change, but know in their hearts that they won’t. So, what is your mindset? Are you doing what really needs to be done to make a change in your business or are you so focused on the small things of today, that you never lift your eyes to look at the bigger picture on the horizon? G

If you’d like to shift your thinking from small minded to big picture, then give me a bell and we’ll have a chat about how the Chamber can help you to do just that.

GWP Magazines | Issue 26 | September / October 2009



GWP’s Second Gentlemen’s Club Outing Provides Another Great Day by Larry Woldenberg

On Friday, 14th August, 52 golfers came to Leonay Golf Course to celebrate the Second GWP Magazines™ Gentlemen’s Club Outing, an occasion designed for both business and pleasure. The course is in the Nepean Valley just outside of Penrith and everyone agreed it was a valuable and enjoyable experience.

“The idea of the outing is to bring business people together to share their knowledge while having a pleasurable experience. Everyone can enjoy a round of golf while being able to network amongst local business people. This gives all of us the opportunity to discover who does what, where and why. It allows people in business to advance their business interests,” offers Dmitry Greku, Business Resource & Lifestyle publisher and event organiser.

(top) GWP Magazines™ Team working hard on success

The Golf Club also offered special terms for the players as everyone could play 18 holes of golf and enjoy a beautifully cooked meal afterwards for only $35 a head. For just $15/person they could also ride in a cart. The weather cooperated fully as well for the temperature was mild and the sun shone throughout the event which was played in an Ambrose format. Golfers were offered the choice of chicken schnitzel or steak, both accompanied by salad and chips. Orders were taken before tee-off time so that the food was ready to be served straight after the round was played. The participants also had their own room together to dine in plus a private bar. There were even poker tables set up for those desiring to play after the meal. There were two additional Sponsors. The Inflatable Event Company supplied advertising banners which were placed around the golf course at desirable locations and Telstra Business Centre Norwest sponsored the first hole. A Courtesy Bus was supplied by Southern Cross Bus Services that brought 20 people

44 GWP Magazines | Issue 26 | September / October 2009

(left) Telstra Business Centre Hills/ Northern District Team – Hole Sponsor

from Norwest to Leonay and back again after the event. The winners on the day won bottles of wine and golf balls, so they were pleased with their booty. Michael Ekert, the Club CEO, was on hand to represent the Golf Club as well as the attached Emu Plains Sports Club and the golf pro, Wayne Worthy, helped organise the golfers. The successful day showed that Business Resource & Lifestyle is not just a publication. It is more than that because it helps its readers and sponsors to prosper. Many participants commented how it was an entertaining way to network and extend their business contacts. Everyone agreed that they look forward to the next GWP Magazines™ Gentlemen’s Club outing which is to involve shooting clay pigeons with the assistance of Gold Olympic and Commonwealth Games Medalist, Suzy Balogh. G

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GWP Magazines | Issue 26 | September / October 2009



What’s the Difference between a Master Craftsman and a Shopkeeper? When you approach a typical shopping mall looking for jewellery it’s a good idea to keep in mind the difference between a Master Craftsman and a shopkeeper. This will give you the best chance of purchasing a memorable piece of jewellery which will serve you well for years to come.

By Larry Woldenberg

This kind of consideration doesn’t normally enter one’s thoughts when one goes shopping. But shopping for jewellery can be a whole different affair. This is because it is extremely personal and, more likely than not, expensive. So you’ll want the best advice and a trustworthy source. These days there are a plethora of stores offering jewellery in the typical shopping mall. That’s why it’s handy to remember the value of dealing with a Master Craftsman. If you go in to the ordinary jewellery store you will most likely encounter a shopkeeper - someone who owns or manages the shop. Their attitude will most likely be that they are offering a product to sell to the customer. Typically, the salesperson will have little knowledge of their products, but possess considerable skills in salesmanship. And the shop will usually buy the pieces they believe will sell at the cheapest price possible. Then they will add the highest profit margin that falls in line with what the shop feels the customer is willing to spend.

The shopkeeper and owner are rarely creative and driven by turnover. Now compare this to the craftsman who is skilled in a particular trade or craft with a high degree of practical and theoretical knowledge of their trade. In a jewellery store the bench jeweller is such a person who utilises his/her skills to create and repair jewellery. In the creation of jewellery, there are two major categories of production. First there is the production of copies via processes such as molding, casting, stamping and the like. Second, there is the more important role of creating an original one-of-a-kind piece. The required skills include antique restoration

46 GWP Magazines | Issue 26 | September / October 2009

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

Diamonds a r e

(goldsmithing and repairs), stone setting, engraving, fabrication, wax carving, casting, electroplating, forging and polishing.

the highest qualification, but also the only one qualified to be allowed to train apprentices. This was regulated by German Law.

The term Master Craftsman (sometimes called Master or Grandmaster) comes from being a member of a guild. In Europe there was a guild system which required all members to be Masters. An aspiring

The Master Craftsman designs and plans a piece, then utilises his/her skill and creativity to work with extremely expensive metals and rare stones to then manufacture a piece to the most exacting standards -


F o r eve r

comfortable with the knowledge that they have the highest skill available and give honest, professional and considered advice for the piece that best suits. Master Craftsman have a reputation to uphold not only through their work and skill but also via word-of-mouth - the best recommendation of all.

Ladies Diamond Rings

master would have to pass through the career chain from apprentice to journeyman before he/she could be elected to become a Master Craftsman. In addition, it required that they produce a sum of money as well as a masterpiece before being admitted to the guild. Now if the creation was not good enough and was turned down by the Masters, then that person could not join the guild. Instead, they had to remain journeymen for the rest of their lives. In Germany the Master Craftsman is not only

the highest form of Craftsmanship. Master Craftsmen who are not running their own business usually have a leading position in the company. Many companies prefer a Master Craftsman instead of a university graduate as a technical manager as their education is more practical and they possess good theoretical skills and business knowledge. They can design a piece that both suits specifications and comes within a set budget. Master Craftsman who run their own business ensure their customers are

The Master Craftsman that is a shopkeeper wins in my book! My dentist. My doctor. My Jeweller. G

Robert Cliff Master Jewellers Shop 380A Castle Towers Castle Hill, NSW 2154 p | 02 8850 5400 02 8850 7999 e | w |

GWP Magazines | Issue 26 | September / October 2009



Bartercard Customer Profile

By Larry Woldenberg

Save Money by Getting Your Tax Accounting on Barter What better way to save money than to spend Bartercard dollars on your tax accounting?

with our ad, and sponsor Trade Shows and Networking evenings. This exposure is sufficient to grow our base without our adding to it other than word-of-mouth.

Here is a necessary expense that every business and working individual has that can be paid for by exchanging services/goods through a membership in Bartercard.

BRL: How do you spend your Bartercard earnings? Phillip: That’s not hard. We purchase paper, hardware and software, photocopy and fax maintenance, and mobile phone services. Of course, there are plenty of other amenities like restaurants and accommodation to choose from as well. So the more Bartercard dollars we earn the better.

Business Resource & Lifestyle readers are privileged to have the Bartercard accounting firm Scahill & Co. P/L in Parramatta. We spoke to it’s principal, Phillip Scahill. BRL: What sort of accounting does your firm specialise in? Phillip: We are tax specialists. We do income tax and work with tax compliance issues. We actually span commercial and non-commercial work. But we probably do more Company, Partnership, Super Fund and SME work than anything else. With a 2000 client base, we employ a staff of 10 to deal with the volume.

moving forward business expenses, listing obsolete plant and stock, writing off bad debt and the like are all avenues we explore with our clients.

BRL: What sort of business background do you personally have?

BRL: How long have you been a member of Bartercard?

Phillip: I cut my teeth by working with a Big City firm for 2 years followed by two others in Strathfield (4 years) and Parramatta (2 years) before striking out on my own. Between myself and my employees, we have over 100 years accumulated experience in the field of business taxation.

Phillip: I believe it’s going on six years now.

BRL: How do you differentiate yourselves from other commercial accountants? Phillip: We try to think outside the square. Our goal for our clients is to minimise their taxes while complying with all tax legislation. We want to get our clients the best results possible. For instance, Super Fund contributions made before the end of the business year, pre-paying leases,

48 GWP Magazines | Issue 26 | September / October 2009

With such a quality firm as Phillip Scahill & Co. available in Parramatta, why not consider doing your firm’s taxes on Bartercard and saving your cash dollars for other expenses or expanding your business through extra marketing? Alternatively, with the current recession occurring, maybe you’d just like to preserve your cash? Either way, check out Phillip’s firm and see how you can benefit from Bartercard. G

BRL: Has Bartercard helped your business? Phillip: Very much so. We find it soaking up our extra capacity within the firm. As an employer, I like to assure that my staff is being fully utilised at all times and using Bartercard has brought us an extra 10% more clients. In the future I’d like to bump that up to 15%. BRL: Does Bartercard assist you in marketing? Phillip: Greatly. They publish a quarterly directory with all participating businesses, write regular newsletters on the Internet

If you would like to know more, please call Bartercard now: p | 1800 804 800 w |

GWP Magazines | Issue 26 | September / October 2009




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the Hon David Clarke MlC

RObeRt CliFF From Apprentice to Owner: A Retail Jeweller’s Success Story

Six Characteristics Successful People Is Small Business Small Minded?



Peter Col Reforms by, MD Success and

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GWP Magazines | Issue 26 | September / October 2009


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54 GWP Magazines | Issue 26 | September / October 2009

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GWP Magazines | Issue 26 | September / October 2009 56 LNT0018. MD20304.

GWP Magazine Issue #26  

GWP Business Resource & Lifestyle Magazine Issue #26 : Sep-Oct 2009

GWP Magazine Issue #26  

GWP Business Resource & Lifestyle Magazine Issue #26 : Sep-Oct 2009