Business Advice

“If you're looking to sell your business, one of the things that might pop in your mind, if you've got a lease on your premises is what do I do if my lease is running out. Okay so that gets tackled a couple of different ways so I guess if you're in a situation where your lease is critical to the operation of your business, well really what you want to do is you want to make sure that for a new owner that they've got some tenure so the lease for years going to really have an impact on them wanting to buy it, but mainly on them actually getting financed to be able to buy the business because generally the bank will only fund a loan for them over the over the risk period of how long that lease is. So that's something that's important now you don't necessarily need to go and renew the lease yourself and extend that out but what you do want to do is maybe have an understanding with the landlord that when somebody else comes along that might say you've got a year left or something that the landlord's happy to then give them a further extension and you might look at that and ask them to maybe try to get at the moment on your lease, you might try to get it further option to renew. Or for yourself depending on the situation if you don't want to commit to that extra lease from you or yourself you might ask a landlord if you go on a month by month for a while so there's a couple of ways you can look at it you've just got to really wipe out the risk because if you go month by month that's landlord month by month too, they can you win a month and you can you can boot them in a month, so that's the sort of stuff that you need to take into account if your businesses if your business is critical to that location month by month can be risky because if they get a better offer…you're out, then you've got nothing to sell so these are sort of things you've got to work.” Transcribed from Steve Finnhttps://youtu.be/d-mHWoNWeAk    

We have developed a guide help you recognise common scams and share tips on how to protect your business and customers. Scammers target small business owners as they recognise they are busy and usually have limited resources to keep their systems safe. Scam risks have increased as a result of the COVID-19 pandemic. The latest COVID-19 scams are designed to take advantage of the changes to our daily life including: loss of jobs and financial vulnerability fear of infection the shortage of particular goods and services   Download the Be COVID Fraud Aware guide The Be COVID Fraud Aware guide will help you: know the common scams to look out for protect your business from scams protect your customers information know where to get further assistance and report a scam Download here

\"I want to give you some tips today if you're looking at selling your business and you've still got a loan on that business, you might have some equipment finance or something like that, so here's what help actually works, here some tips around some of the different scenarios that might actually affect you so when you sell the business you've got the chunk that you owe the bank basically hopefully you sell the business for more than that, when the buyer pays you that goes to your solicitor or your settlement agents trust account held and dispersed funds and part of that will be the bold then give you know, that chunk of money to your bank to pay them out and then whatever is left then goes to you. That's how that works sometimes you might be in a situation where you actually owe more on the business than what you sell business for so if that's the case look it's a real challenge because when you sell the business it's generally and sell for what it's worth for in the open market, unfortunately there are cases where people may have bought a business and they're now the business when they sell it's not going to sell for the same amount or it's going to sell for less than what they want to pay for it or what it costs them to set it up. So in those cases basically what you've got to do is if you've decided that you are going to sell, what you've got to do is you've just got to say okay, well it is what it is and whatever we get so $500,000 on the business, if you're going to get $300,000, you get that $300K you pay it off you're left with the balance of $200K and you've really just got to move on to the next venture and then just sort of sale took one or two steps back will now got a move forward and try to catch that up if we can that's just really how it is. If you're in a situation where you've got some equipment finance, for example in your business generally what will happen is for some parts of that finance it might be worth actually just paying it out and the new owner will take over and they'll refinance at equipment themselves however they want to but in some cases you might be on like say a rental lease or something of some equipment and the payout might be revived or they're just going to finance the same way anyway, so in that case what'll happen is normally it'll just it can be like an assignment they still need to do their own loan application, you'll end your loan with that provider, but basically what the provider will do is effectively they'll shift the loan that's there the weekly or monthly financial cost of the buyer person is buying business so it’ll pretty much sort of help out work, so if you owe some money on the business, you'll get selling it's fine it's all part of what's normal probably most of people would deal with do have a loan on their business it's just a matter of how you then decide to deal with it.\" Transcribed from Steve Finnhttps://youtu.be/ZiqxZK5LN9E    

We know what it looks like to reap the rewards of hard work because it’s easy to picture. It probably looks like a thriving business with balanced accounting books, happy clients, and satisfied staff. What do the seeds look like that grow into these successes? What actions will lay the foundations for these results?  Here are 12 tips for 12 months of business wellness. 1. January: Set KPIs for staff performance reviews  Performance reviews are important for the well-being of your company from the inside. They can also help your employees to stay on track and focused on the goals of their role. KPIs are not bout policing employees but rather about ensuring that the company is moving forward towards its goals and that each person has their eye on the target. Figuring out how to set and implement these KPIs, as well as knowing how to have difficult conversations with team members, might call for external assistance from HR professionals. 2. February: Set actionable goals for each quarter  February is the month of LOVE. Love your business. Love your staff. Love your customers. Host a get-together (COVID-permitting, depending on the area you’re in) for your clients and your teams. A casual barbecue with drinks, a dinner, or a charity event to let those that make the lifeblood of your business know you love and appreciate them.  3. March: Measure your marketing efforts and seek out your weak points  How is your first quarter going? Now is the time to evaluate the strategy you created in January. Meet with your accountant and actively look for ways to improve your cash flow management. Also, evaluate your sales-funnels to understand where your leads are failing to convert into closed business. This month is all about facing reality head-on. Get a team of professionals on your side to guide you.  4. April: Meet with a marketing whizz and fortify your weak points  Since you got up close and honest with reality in March, now is the time to build an action plan around your findings. The more weak points you discovered in your business, the room you have for improvement. Bring in an external marketing professional to go through your sales process starting from your marketing campaigns through to signing on clients and retaining leads to strengthen that pipeline. If you can master this, you’ll improve your revenue-generation without additional marketing spend.  5 May: Make a change in your workspace  Change is as good as a holiday. Introduce some plants to your workspace or undertake other subtle redecorating efforts to give you the feeling of a fresh start. You will also want to handle some of the labour-intensive tasks now and save some of the easier tasks for next month.  6. June: Take a mid-year breather (it’s part of your productivity protocol)  It’s not unusual to start feeling the effects of the year’s hard work around June. Permit yourself to take a break if you’re tired. This might mean making yourself unavailable for a long weekend or reducing your time in the office for a week or two. It’s a great time to withdraw and regroup before the second half of the year commences.  7. July: Investment in employees D&I education through collaborative workshops The EOFY leaves many businesses with a little bit of budget and investing in your team’s D&I efforts through workshops can have long-term positive benefits for the company as a whole and for the team. It’s a great way to get employees having conversations with each other that they never would’ve, and they will learn a tremendous amount through it and hopefully, it will embed in your team culture.  8. August: Find ways to build a marketing campaign around your D&I initiative  Start by introducing an internal team event like “culture-Friday”. Have a roster and invite your staff to put their name down. On their Friday, a staff member may bring a dish to share or a culturally significant item to show to the rest of the team. In this way, inclusion is encouraged while everyone gets to learn about different cultures. If the person sharing is comfortable, create a social media post about your day and what the team has experienced. This is super authentic and your audience will revel in the opportunity to learn about your diverse team. Plus, it really makes you look great to your customers.  9. September: Have a special team-building event for your staff  It doesn’t have to be big. It doesn’t have to be expensive. It has to be authentic, fun, informal, and down-to-earth. A bring and share dinner or a casual boardgames evening (BYOB) with snacks will bring the team together. Avoid those team-building exercises that involve raft-building. Stick with casual and fun. It’s cheaper and it’s more enjoyable. The last thing colleagues really want is more instructions and directions and rules.  10. October: Pick a charity that your team resonates with  Community is the heart of everything. If you want to have a prosperous year, start by helping others. Work with your team to find a charity or a cause to immerse yourselves in. It’s important that you find a charity your team feels compelled to want to support. You may volunteer, collect donations, or help out by spreading the word. Don’t do it for the recognition, do it because it feels good.  11. November: Run a campaign to monetise the impending festive season  The idea is to start monetising in December now so that you can increase your revenue-generation before the festive season starts, enabling you to shut down. Obviously, you need to plan for this a few months in advance but this is the time to implement it. Your trade dictates what you can do. If you’re pressed for ideas and your team also can’t come up with a few inspirations, bring in a professional marketing strategy builder.  12. December: Focus on the family: Appreciate your team You showed your team love in February.  You showed them love in September. The end of the year is here and it’s time to show some love again. Only around 12% of employees report leaving a job because they’re underpaid. In fact, leaving a job has more to do with job satisfaction: “9 out of 10 said they were willing to earn less money if it meant the work was more meaningful.” Source. Run a charity team-building event: Organise a beach clean up day followed by a barbecue. Or, find an organisation and help feed hungry children. Choose something that enables easy social distancing and mask-wearing if necessary.  About the author: Katriina Tahka  (CEO at A Human Agency - AHA: www.a-ha.com.au). Katrina is an HR guru with a special interest in business’ success through empowering teams. CEO + Founder of A-HA, Katriina is passionate about building inclusive workplaces where all people thrive and realise their full potential. Healthy teams with engaged people deliver both business and community success.

Whether you use a registered tax agent or lodge your own tax return, it’s helpful to have information you can refer to when you want to get ready for tax time. The Tax Time 2020 toolkit is now available, and it includes a directory of links as well as several updated, and new, fact sheets for small business. The fact sheets can help you get an overview of what you need to know if you're: claiming deductions for the costs of using your home as your main place of business claiming a deduction for motor vehicle expenses for your business claiming a deduction for expenses you incur when travelling for your business a director or shareholder of a company that operates a small business, and you take money out of your company or use its assets. We also have information to help if you’ve had to pause or permanently close your business due to COVID-19. Ask for help if you need it, it’s never too late to speak with us or a registered tax professional. For more information visit www.ato.gov.au  

When you're running a business, there’s a lot to think about. Don't forget to protect your personal and financial information. Scammers often try to ‘phish’ for information by impersonating government agencies such as the ATO. If you hand over your information, scammers might use it to: drain your bank account establish fake businesses in your name gain access to your online government services scam your clients and employees. Scammers have many opportunities to trick you into giving away your valuable information. There are some things your business can do to help stay safe: use complex passwords and change them regularly remove system access for people who no longer work for you log out of systems and lock computers when you're not using them maintain up-to-date security and anti-virus software on computers and other devices. There are also some things you can do to stay safe when you're dealing with government services online: don't access services via a hyperlink in an email or SMS access services through an independent online search if you're ever in doubt, look up the service's phone number separately and call them to check. Next step:  Visit the Scamwatch website for more helpful tips and resources. See also: How to protect your business Top cyber security tips for business

Make sure you complete the Cyber Safety Checklist to help improve your cyber security and protect your identity Australian businesses are being targeted with COVID-19 scams, fraud attempts and deceptive email and SMS schemes. It’s important to protect your business, especially during tax time. The Australian Taxation Office (ATO) and Australian Cyber Security Centre (ACSC) are sharing tips and resources to help you improve your cyber security and protect your identity. Cyber Safety Checklist During this time of heightened scam activity, businesses are encouraged to: Use multi-factor authentication where possible and don’t share your password with anyone. Run the latest software updates to ensure operating systems security is current. Secure your private Wi-Fi network with passwords (not the default password) and do not make financial transactions when using public Wi-Fi networks. Exercise caution when clicking on links and providing personal identifying information. Only access online government services via an independent search – not via emails or SMS. Call us on an independently sourced number to verify an interaction if in doubt. Educate your staff on cyber safety and scams.   Find out how to report a data breach or scam.Australian Taxation Office Learn more about COVID-19 malicious cyber activity.Australian Taxation Office Watch the short video on Stay secure online and protect yourself from scams.Australian Taxation Office Watch the short video on how to keep your digital identity safe by protecting personal information.Australian Taxation Office

Practice owners who are looking to sell often adopt a wait-and-see approach, which can be risky. Making a sale is not as easy as it appears, of course, but practice owners who avoid waiting too long to sell their practice may enjoy a more successful outcome. Waiting too long to sell, or not planning ahead, can cause practice owners to miss a valuable window of opportunity. Because it takes an average of 6 to12 months to sell a practice, long-term planning is necessary for any successful sale. Never Wait Until You Have to Sell One of the keys to a successful practice sale is selling when you don't absolutely have to. If a buyer sees that you've been planning this move for quite some time and that it's not a desperate “I've had enough” step, you can dictate a much higher price. Proper planning means careful financial records, a detailed practice history and an extensive sales portfolio. Many practice owners make the mistake of waiting until their practice is on the decline to sell, which is exactly the opposite of what you should do. The best time to sell is when your practice is at its peak, at the top of its game. The Right Conditions for a Sale In an ideal situation, a clinic sale would be completed when two conditions are met: when demand in the industry is strong, and buyers with deep pockets are available. It's a smart idea before selling to take a look at market conditions for your industry in order to achieve the best return. Working with practice brokers can be beneficial in this case, as they often closely monitor market conditions and can advise you on when conditions are favourable for your industry. What Can Harm Your Practice's Value When You're Trying to Sell? Many factors can affect the asking price of a practice, including industry competition, current market conditions and the overall economic climate. Events such as a recession or a practice downturn can affect your practice's value and lower the asking price. This is why it's beneficial to sell when the economy is healthy. Of course, even in the healthiest economic climate, having too high an asking price can lead to a dead-end street. Deciding on the right price for selling your practice is important, and it's one that practice brokers can help you determine. They take a careful look at your overall profits, the state of your industry, similar practices and the marketplace when choosing an asking price. Pricing is crucial to selling your practice. The right price draws in buyers, but the wrong price turns them away. Many owners make the mistake of overpricing their practice. An unjustified value can make buyers walk away — for good. And if buyers walk away, your practice is sitting on the market for longer, quite possibly losing even more value. Take the time to get the price right, and you’ll find it much easier to sell your practice. You Can’t Sell on Potential The first thing to understand is that a buyer is not interested in what your practice might be able to do. They’re interested in what the practice is doing. The truth is, every practice has potential. Converting that potential to dollars is going to require the new owner to invest time, money and skills, and the potential may not even be realised. Valuing based on potential means the new owner is paying you in advance for the improvements they make. If you claim your practice is full of potential, a buyer will also question why you haven’t exploited it yourself. Your broker can help you talk about potential in ways that make your practice attractive to buyers, but you can’t rely on potential to raise the value of your practice. Maintainable Earnings Many practice owners get caught up in the value of their assets and weigh them heavily in their valuation. Assets can help increase the value of your company, but buyers are interested in how those assets translate to cash flow. It’s no use being asset-rich if you don’t have enough money coming in to maintain those assets and any loans associated with them. Buyers also look at whether earnings can be maintained. If your profits have held steady or risen in the past few years, this will be reflected in offer prices. In the same way, if your profits have been decreasing, you will have to lower your valuation. Keep in mind, your buyer will also look at industry trends when deciding on an offer. Changing demographics, government policies or environmental concerns can affect the value of your practice. Technology can have a particularly large effect on value. If the potential buyer is aware of technological advances in the industry, they may think your earnings aren’t maintainable. Outside Valuation It’s very rare for owners to value their practices accurately. In fact, some experts believe that as few as  10 percent of practice owners have a realistic view of the value of their practice. Owners have usually spent countless hours, effort, sleepless nights and plenty of stress on building their practices. As a practice owner, you want to include all that sweat equity in your appraisal, but potential buyers aren’t interested in that. They’re only interested in whether they’ll continue to make a profit from their purchase. The other issue you have as an owner is that you know what you need to make from the practice. Owners often want to retire, travel or invest in a new enterprise so they reverse-engineer an appraisal, naming a price that matches their wants rather than on fair market value. Because objectivity is difficult in the appraisal process, going to a broker is the best way for you to get an accurate idea of your practice valuation. Brokers understand the different ways to value practices, the standard in your industry and current market trends, which all contribute to a fair price. In the end, your practice is worth what someone is willing to pay for it. If you have a realistic view of the value of your practice, you’ll be able to find the right buyer. Here’s some ideas on how to add value to your practice by making it less dependent upon you as the clinic owner: 1. Ask Questions: What will your business look like when it’s ready to be sold? Will all your patient offerings remain the same, or will you pare them down to the most profitable products and services? How essential are you to these products and services? Asking these questions allows you to get clear on how to make your practice as attractive as possible. 2. Decide on the Critical Functions: What are the things that must happen to ensure your clinic continues to make money? These are the critical functions and should not be limited to providing your service. Are you critical to any business management processes and how can you ensure someone else can handle the task? 3. Document the Processes - A large part of the sale of your clinic relies on being able to transfer knowledge to new owners. If this knowledge is trapped in the current owner’s head, it means a long handover period, or the information is lost when you depart. Well-documented processes are essential to making yourself redundant when selling your business. A business with everything written down looks a lot less risky to prospective buyers.  4. Build a Strong Team: Once you have the procedures documented, it’s time to hire a strong team to handle critical functions. Having an established team reassures a prospective buyer that the business will continue to run as the ownership transitions. Ensure your team understands every aspect of the business. If you’re the one that normally undertakes anything other than clinic duties, make sure you have a new staff member who can take over these jobs. Spend time training the new staff and creating your dream business. 5. Take a Step Back and Let Your Team Work: It’s time to get out of your business’ way. Take a break. Fly overseas, renovate your bathroom or visit your in-laws. Don’t check your emails. The purpose of this step is to ensure that your business can run without you. You’ve created it, helped it grow stronger and now it’s independent and you can leave it to run on its own. This is an essential step. When you go back to the clinic after a break, your team will be able to point to holes in the process and places where you are still needed. Or, hopefully, you’ll come back to everything running smoothly and a continued profit. This will tell you what you need to fix for prospective buyers or if you’re ready to get your practice on the market. Owner dependence is one of the most important factors in the valuation of a business. Buyers know that in an owner-dependent business, much of the value can be destroyed as soon as the owner departs. Taking steps to make your business independent will help you get the best price when you’re ready to sell your practice. So….when you have decided it is the right time to sell…and the practice is ready to sell, it important to consider how to position the clinic for sale. All buyers will be looking for the following in their search for a good business:  Quality Information – the more transparent the business information, the more trustworthy it is. Buyers won’t make decisions if the quality of information is poor. Realistic Price Expectations – Most sellers have unrealistic expectations of their business’s value and believe it’s worth more than the market is prepared to pay. Well Presented Sales Collateral – A complete business information memorandum with comprehensive details about the business, the industry, its resources and its future opportunity for growth or expansion. This document needs to make an impression so you can ‘sell the sizzle’.  Owners Who are Prepared to Stay Involved After the Sale – Expect buyers to want to retain owners for a period of time to ensure a smooth transition and to download all of their IP to the new owner. Depending on how your deal is structured, your final payment from the purchaser may be determined or incentivised by future business performance which you’ll want to ensure is optimised. Do Your Own Due Diligence  Most business owners review their financial performance on an annual basis and judge the ongoing performance through their business bank account. Compliance, contract and employment documentation is often poor or non-existent, and the value in documenting business processes and operating systems is never even considered. When the time comes to sell, there is no documentation to demonstrate the value of the business aside from annual accounts which have often been prepared to minimise tax rather than demonstrate financial value. A failure to identify business weaknesses in advance can often lead to the withdrawal of an offer or be cause for a price reduction when uncovered. Prospective buyers typically review every detail of the business in a process called due diligence. As a seller, you’ll need to anticipate the buyer’s questions and scrutiny and prepare your answers and arguments in advance. In order to do this, the owner needs to be their own biggest critic. This is usually the first time since starting the business that such a detailed review has been performed. After completing this process, many owners have a much more comprehensive understanding of their business – some even identifying that had they known what they learned through the process, they might have been more successful. If you want to sell your business to create retirement funds in the future, take the time now to create an appropriate business exit strategy. Identify your critical assets and your potential buyers. Carefully structure your plan so you understand what liquidity should be there for you. Make it an objective to run your business in a manner that if you received an irresistible offer today, you would be confident that the buyer’s due diligence wouldn’t uncover anything that would cause them to withdraw their offer. Once or twice a year look at your business as though you were interested in buying it. For more information contact Sally StuartBusiness Sales Specialist - Health sector P. +61 2 9899 1999 M. +61 437 082 045www.linkbusiness.com.au

In the current marketplace, it’s easy to say that your franchise can’t afford to invest in innovation, training or new initiatives. But can you really afford not to? It might be a new year, but the challenges facing small business and, in particular, franchising are familiar ones. In the economic briefings and forecasts I’ve attended, the message has been consistent. The economy remains weak and while Reserve Bank governor Philip Lowe has stated there may be a “gentle turning point\" in the economy later this year, businesses are understandably cautious. For any business, this caution must be balanced with the need to continue to innovate and develop products and services that resonate with consumers and meet their fast-changing needs.  Finding value for money is the key here. It’s easy to say that in the current marketplace, your franchise can’t afford to invest in innovation, training or new initiatives. I would argue that it’s these very circumstances that mean you can’t afford not to. Perhaps this can be enabled by finding savings that don’t compromise your brand’s value proposition, or that of your franchisees. One of the ways the FCA is working to facilitate this is through our partnership with EnergyAustralia. At last year’s National Franchise Convention, I mentioned how this new partnership will provide FCA members with benefits including access to free energy assessments and follow up recommendations on off-peak usage, solar panels and battery storage. This program is now underway, with the FCA and EnergyAustralia working together to roll out the assessment and audit program to a select group of members. We look forward to sharing the topline results over the coming months, and to offering this service more broadly across the FCA membership. It might be that your business can find smarter ways to access training and professional development. The FCA can help here too. You may have noticed the FCA has launched its new website at www.franchise.org.au. This is designed to be a streamlined platform delivering fact-based data, business advice and assistance for members, as well as useful information for the broader sector. Here you will find resources like the FCA’s Franchisee Guide, aimed at assisting prospective franchisees and existing franchisees with a toolbox of information from due diligence, to understanding franchise regulations and more. We encourage you to share this, and other useful information from our website across your networks of current and prospective franchisees. Across 2020, we will also be working to deliver member-only exclusive information through this platform, as we seek to provide members with the edge in growing sustainable franchise businesses. As the FCA looks to support members in delivering their ongoing education and training needs, we are also excited to partner with leading online learning and education platform, GO1. This education partnership is designed to support the compliance, skills and development needs of FCA members through the provision of training and resources on an accessible online portal. We’re looking forward to sharing more details about the learning pathways and course content that will be available through the GO1 platform with members as the year progresses. Value can also be gained by the connections that we form. Franchise professionals who are facing the same challenges as you but may already have solutions.  For CEOs of member franchise companies, membership of your local Chief Executive Syndicate, is an investment being part of an invaluable peer-to-peer network of franchise executives unlike any other. This year’s National Franchise Convention, to be held in Melbourne from 18-20 October, is yet another opportunity for members to collaborate and learn. At last year’s NFC, I also said that while it’s been a tough time over the last 12 months, this presents all of us with a transformational opportunity to shape the future that we want for franchising. This year’s NFC theme of “Shaping the Future” builds on this and reflects the need for franchised businesses to ensure they are well resourced to control their own destinies, even as market forces exert their pressures on the business environment. Following the success of the FCA’s inaugural Multi-Unit Summit in 2019, this event will again in 2020 bring together current and aspiring multi-unit franchisees and the franchise executives that support them to learn strategies to grow profitable multi-unit businesses and maximise the opportunities for the talented franchisees that are the backbone of every great franchise network. I cannot overstate the importance the FCA places on ensuring that franchising remains a strong business model and that your individual businesses are in the best position they can be for ongoing success. Each and every FCA membership is valued, and I look forward to continuing to deliver value to all FCA members in 2020. For more information visit Franchise Council of Australia website - www.franchise.org.au

While I thoroughly investigate the financials and hard assets, I am also asking questions about the people. What is the culture like. Does this current owner have the respect of staff. Will this be a happy transition?­ This is a summary of the key points from an interview between Joanna Oakey of Aspect Legal and Tony Arena of BCI Business Brokers. “How to Maximise the Value of Your Business by Maximising the Value of Your Most Valuable asset”Value of Staff:The value of the staff roster does not appear on the balance sheet, is not reflected in sales and until recently wasn’t even mentioned in discussions about value of a business. You can go back to 1920 when business valuation books talked about tangible assets only. These days a business may have goodwill as the only asset, be it a customer list that produces regular income (rent roll, mortgage loan book, online subscription services etc) or similar businesses devoid of tangible assets. Ask these questions:You can’t value a business without looking at the situation with staff. The following questions are hardly ever asked: How well are staff paid How happy are employees Do the key people want to stay on What do their contracts or terms of employment cover? While I thoroughly investigate the financials and hard assets, I am also asking questions about the people. What is the culture like. Does this current owner have the respect of staff. Will this be a happy transition?Steps to Take:You can take the following measures to strengthen your staff situation prior to a saleSit down and talk to staff before you go on the market. Take them into your confidence and tell them that you are going to sell. Find out if they would be happy to stay post-transaction. If you are a franchisor business, speak to some of your franchisees and tell them of your intention. Gauge reaction. We recently had a case I saw business fell over because of a franchise revolt right under the nose of the franchisor.Build the Asset:We had another sale where the vendor had no operational role but every morning she would arrive and make sure she walked around and found out how everyone was going. It was important for her that her staff knew she cared about them. If your staff know you care about them, they will look after you on the transaction and afterwards.Built the Roster with Foresight.You are going to sell your business one-day. Any extra people you put on will build value into the business. Choose people who are going to relieve you of responsibility within the business. If you are going to hire a general manager give yourself at least two years to bed down that position. You don’t want to go to the market with someone who is unproven and could further disrupt your life when you find out this is the wrong person for the job.Mental HealthWe live in an era where employees spend a good part of their life at work. There is often more interaction with people at the workplace than there is at home. If you create an atmosphere of support at work you will be rewarded and this will definitely show up in the bottom line. You are the coach. Let me give you an example in the sporting world. An international rugby league player once told me the best coach ever he ever had was Wayne Bennett because Wayne used to sit down with him and make him feel he was special, not just another player. In your workplace, people need to know that you care, need to feel that their job has meaning. Under those circumstances they will want to come to work and they will give you more bang for the dollar you are paying them. This is especially so in the workplace of today. Two out of four people will suffer a mental affliction in any given year. You have the opportunity to proactively search out what’s going on in your work force and play a positive part in bringing out the best in each of the people. That shows up in the bottom line and bears on business value.Mine the Wealth:Do you have many challenges in your business, to do with costs, productivity, operations etc. The wealth of experience and ideas contained within your workers is immense. Sit down with them and share your problems with them. Ask them for their ideas. They may see the problem from a different view point and might have even seen the problem from their vantage point before. This is a win-win. You may get your solution and your staff member will feel even more valued.Build your business with the people in mind. They might now show up in the balance sheet but they may be the difference in you having a good experience or a bad one when you come to sell. For more information contact Tony arena on [email protected] or visit www.bcibusinessbrokers.com.au.

Without specialised skills and departments in marketing, financials, HR and many other functions, the business owner just has to deal with each one, juggling a constant barrage of decisions coming at them. Small business owners are the ultimate jugglers. With too many business functions to manage, too few hours in the day and usually not enough expertise in the business, small businesses rarely operate with the effectiveness and efficiency of a corporate. Without specialised skills and departments in marketing, financials, HR and many other functions, the business owner just has to deal with each one, juggling a constant barrage of decisions coming at them. To add further challenge, the business environment is always changing, so new challenges can be quietly creeping in, and can become painful issues if the owner isn’t paying attention. In this article we have highlighted five of the biggest challenges we see with our clients, that are catching them off guard, causing headaches and (quite often) financial loss. Disruption - The business world is always changing, but the pace of change is undoubtedly getting faster, to the point it’s making many business owners dizzy. Technology is driving massive changes to consumer habits, marketing is changing at head-spinning pace and becoming ever more complex. Standing still can see small businesses lose market share very easily, so extra vigilance is needed to keep up. Whole industries have been hollowed out before our eyes, including such small businesses as bookshops, travel agents and the taxi industry. Cyber security - Whilst we all enjoy more and more convenience that comes with connectivity, it’s also getting much easier for nefarious actors to find their way into your business. Cyber-crime, identity theft and hacking are just a few of the never-ending stream of attempts by criminals to relieve us of our money. Not only are they increasing in frequency, but also in sophistication, requiring businesses to be every more vigilant. Small businesses are mostly unprepared, with poor security and practices that make them easy targets. Don’t’ assume it won’t happen to you: it can and probably will.Risk management - This season’s fires and now virus has shaken many industries, with daily news stories of small businesses under enormous pressure from sudden, unexpected events. What is unusual about this season is the large number of businesses affected by the same events, and the number of businesses affected at the same time. What is not unusual is that sudden events affect small business, sometimes significantly. Risk is always present, but almost no small businesses ever do even basic risk management. Just a 2-hour risk management exercise with an action plan can save a lot of pain. The unexpected should never happen because you have already planned for it. Expectations and skills - More and more is being expected of business owners all the time. All of the challenges highlighted here are just a few of the many demands faced on a daily basis, but there are more being thrown at them all the time. New laws in HR, wages and awards, tax, changes to superannuation, trade disputes and technology are just a few. With most small business owners being control freaks, letting go can be challenging, but it is not reasonable to expect one person to do all of them well.  Maintaining profit levels: costs and margins - Costs and prices are always in flux and profit margins cannot be assumed. In recent years, energy prices, rental and food costs have been particularly in focus, but are only part of this never-ending cycle. These can be ameliorated by good financial management skills, systems and regular reporting and the business owner really understanding how the business finances work. Unfortunately this is not common in small businesses, whose accounts are often outdated and basic concepts like gross profit not used. This leave the business very exposed and unable to act responsively. The common theme for all of these issues facing small business is increasing complexity and demand. Most aspects of business ownership need ever greater skills, knowledge and expertise, from online marketing, to cost management, employment law and cyber security. Juggling a bit faster will help most of the time, but it’s important to know the limit. Don’t be afraid to get expertise in when you need it: building an expert team around you and doing continual planning and review is one of the key skills of successful business owners. For more information contact Dr. Warren Harmer Chief Business Planner Email [email protected] or visit http://businessplancompany.com.au

The Australian Taxation Office offer a range of tools and services to help make it easier for you to get your tax and superannuation right, and to help your business thrive. Owning and operating a business comes with many rewards, but also a lot of work. The Australian Taxation Office knows business owners often have a lot to manage and have provided information on some current topics which you should consider if you have an existing business, or are looking to buy or sell one. For more information on starting your business you can talk to your registered tax or BAS agent, visit ato.gov.au/sbsupport, and you can subscribe to the ATO’s regular articles from the Small Business Newsroom at ato.gov.au/sbnewssubscribe.  Instant asset write-offIf you’ve recently bought a new business you may need to look at buying or upgrading assets for it. If you plan on doing this, you can take advantage of the instant asset write-off which allows you to make a deduction in your tax return for an asset, costing less than $30,000 until the 30 June 2020. The threshold applies per asset, so you can use it multiple times if needed. In the 2019-20 financial year, businesses with a turnover less than $50 million are eligible to take advantage of this. To find out more about the instant asset write-off and how to claim, visit ato.gov.au/instantassetwriteoff.Record keeping for businesses Whether you are buying or selling your business good recordkeeping makes good business sense. It’s important that you stay on top of your record keeping obligations. The ATO have published the five rules of record keeping, which will help you keep accurate and complete records.This makes it easier for you when you need to meet your tax and super obligations. You need to keep all records related to starting, running, changing, and selling or closing your business that are relevant to your tax and super affairs. The relevant information in your records must not be changed and must be stored in a way that protects the information from being changed or the record from being damaged. You need to keep most records for five years. You need to be able to show us your records if they ask for them. Your records must be in English or able to be easily converted to English. To read more about how you can make sure the records you’re keeping are best practice, see the information at ato.gov.au/recordkeeping.Natural disaster support for small businessesThe ATO understands large parts of the community have been impacted by recent natural disasters, and they want to reassure you they are there to help. Your first priority is to focus on your family and community. If you need assistance with your tax affairs, the ATO can help you when you're ready.If you have been impacted by the recent bushfires and are in an identified impacted postcode, the ATO has automatically deferred any lodgments or payments you have due until 28 May 2020.  If you have been affected, but are out of the postcode zone, call the ATO on 1800 806 218 to discuss your circumstances. You can read more at http://www.ato.gov.au/naturaldisasters