How much time and money do you spend on marketing to acquire new clients or customers?  Of course, it will depend on your industry and target market.  But do you truly know what the return on your investment is for each activity and whether it is a good return or not?

We would love to share with you the most cost effective and ego boosting marketing tool available to all businesses – the Referral Program!  

Referral Programs are THE most powerful, but underused, tool in marketing.  All you need is an amazing base of raving fans who trust you, an easy way for them to refer which makes them feel and look good, and a clear process on how to take care of those referrals – who then in turn become raving fans – and so the cycle continues!

There is much talk and advice around about creating a Referral Program, but how do you do it?  Firstly, It should be designed to genuinely reward your raving fans, tailored to your market and those referring you.  If done well and with authenticity it can be the most effective qualified lead generation and conversion activity in your marketing strategy.

Trusted raving fans – who are they?

• Your existing clients who receive such great results from working with you through the products and services you deliver they can’t help but share it with people
• Your partners and business associates who value the relationship you have invested in building with them and likely receive a reciprocal benefit through your relationship

How can they refer to you?

You need to make it as simple and enjoyable for them. Some ideas that we know work brilliantly are:

• Provide a complimentary gift voucher that your raving fans can share with their contacts. At Gallop Solutions, all of our clients and partners receive complimentary gift certificates to share with their business contacts, which allows them to attend a Discovery seminar as the guest of the referrer
• Hosting a “bring your friend” showcase event once a quarter or more regularly
• One point of contact in your team who they can always contact to discuss referring their contact

What do you do with the referrals once received?

Your company’s primary contact person needs to be listed on all contact materials as the “go to” person for referrals; then they act as the custodian, first qualifying the referrals and then tailoring the communications with the referred party and keeping the referrer in the loop with progress. Depending on your business, it might take weeks, months or years for that referral to come to fruition, but maintaining  your contact points throughout the process is the key to keeping the ball rolling. Don’t forget to utilise your Customer Relationship Management (CRM) tool to its fullest potential for this!

How do you recognise their trust in you?

• It might be as simple as an acknowledgement of their trust in you to take care of their contact in an email, card, gift or take them out for lunch. Make sure it’s tailored to them, there is nothing worse than sending wine to someone who doesn’t drink wine!  Perhaps they would appreciate an introduction to one of your own business contacts as a thank you.
• Another great tool is a formal referral recognition program where you track who refers most and it then creates an ongoing and regular incentive. At Gallop we have a monthly prize of a $200 restaurant voucher for the most qualified referrals given by a client
• You might like to consider offering bonuses, discounts or ‘credits’ as incentive for referring. Think big – many successful companies such a Dropbox, PayPal, Eventbrite, Airbnb, Spotify and Uber have enjoyed raging success using these methods!

The Referral Program has certainly been a fantastic tool for Gallop; our entire client base has been built upon referrals! So, THANK YOU! And if you would like any more hints and tips on creating your own program, please don’t hesitate to contact us and we will put you in touch with our amazing referral care team!

Every day 46,000 Australian women are homeless.* Parramatta Mission is doing something about this. Join us in building the solution.

It may come as a surprise to learn that 44% of all people experiencing homelessness are female,* also that most homeless services are provided for men and very few for women. Parramatta Mission is working to raise hope for women facing homelessness.

Parramatta Mission’s inaugural Raising Hope Gala was held on 27 June 2014 to launch the project of raising awareness and funds to establish crisis accommodation for women facing homelessness in Western Sydney.

Since the initial gala, we have taken modest steps towards the development and implementation of accommodation and support for women facing homelessness. A foundation has been established to sustain the project over the long term as we work towards our goal of developing pathways for women to transition out of homelessness.

There are multiple reasons and experiences that can lead to a woman facing homelessness, such as family breakdowns, employment challenges, violence or abuse, and the cost of living. Mental health is another common theme present in women facing homelessness, and when paired with the above factors, mental health symptoms can often be exacerbated.

While social housing is a temporary fix for women with complex needs, for many women it can only be seen as that, a temporary fix. A holistic approach toward meeting women’s individual needs is a necessary requirement in reaching a more permanent solution.

Restrictions around implementing a more complete approach for individual women include limits to funding, affordable housing, access to therapeutic interventions and extensive time delays for professional intervention. These restrictions significantly impact on the healing process that is vital for women to connect with the community and maintain stable tenancies / housing over long periods of time.

Parramatta Mission, with your partnership, is doing something about this. Join us at the 2015 Raising Hope for Women Facing Homelessness Gala. Friday 29 May, 7pm – 11pm. WatervieW in Bicentennial Park.

For ticket enquiries or for more information contact:

Donna Kelly

Phone: 9891 2277

Email donna.kelly@parramattamission.org.au

Lynwood Country Club is very proud to be the official amalgamation partner with Castle Hill RSL Group securing the sustainability of the club and its facilities.

Castle Hill RSL Group has a membership of approximately 47,000 members which has increased by in excess of 27,000 during the past decade. This growth has been achieved as a result of a strategic shift in Board and Management policies and the decision to reinvest back into our venues and significantly expand our community engagement initiatives. During this time we have re-invested approximately $67m in building costs and $34m in plant and equipment. As a result the Group has an extremely solid asset base of $95.5m and is in a very strong financial situation for a hospitality venue and not-for-profit entity.

Castle Hill RSL Group has established itself during the past decade and is now a state of the art modern hospitality and sporting venue and its facilities and amenities are second to none and brand new. However, the true financial benefits of our recent capital expenditure programs will be realised in the years to come with only limited capital expenditure required at the Castle Hill RSL site, thus enabling the Group to concentrate heavily on its Parramatta and hopefully Lynwood sites. 

The Board and management of the Castle Hill RSL Group are excited about the opportunity to further develop a premier nationally recognised Links Golf Course in the Hawkesbury region developing a future strategy for Lynwood Country Club transforming it into the social community hub for the Hawkesbury and Northwest sector through the provision of a Links golf course, accommodation, functions, café, restaurant and sporting infrastructure. 

Castle Hill RSL’s Group General Manager David O’Neil said “The Castle Hill RSL Club Group consists of the parent entity the Castle Hill RSL Club, C2K Fitness and Aquatic Centre and the Parramatta RSL Club. The Group’s mission is to provide facilities, products, services and relationships which add value to our members and communities – we strive to operate a vibrant, exciting, entertainment, hospitality, sporting precincts that are central hub of our communities, relevant to all age and demographics operating in a profitable, efficient and effective manner”.

The Group is passionate and committed to supporting our local communities and recognise that our entities in Castle Hill, Parramatta and hopefully Pitt Town need to have their own identity.  All venues are vastly different and require an individual approach to servicing the needs of the members and their relevant communities.

The Group is extremely active within our local communities and nurtures and supports local projects providing in excess of one million dollars per year in direct and indirect donations and community support programs. Many of these initiatives are directed at youth through Sporting, Education and Leadership programs. 

The Board of Directors and management of Castle Hill RSL Group are supported by Clubs NSW, the staff and members of Lynwood Country Club are building a solid business platform for the future growth and development of the Lynwood Country Club site and the promotion and expansion of golf.  Lynwood has an opportunity to capture the community and provide a unique experience to its local and broader community.  We believe in partnership we can create a successful future for Lynwood Country Club and it’s growing communities.

Currently short and medium plans are under development to ensure that Lynwood Country Club is a vibrant entertainment and sporting precinct relevant to its communities. These plans include refurbishments of the club house, upgrading of the golf course and driving range. We are also committed to developing first class community engagement programs including a Golf Academy and Junior Golf Academy. Some minor works on the golf course have already commenced including repairs, maintenance and resigning.

We are excited to be part of the Pitt Town community and we look forward to sharing our Lynwood vision with you.

WSBC would like to see procurement processes leveraged to provide sustainable outcomes for the region and consider further legislation on local procurement for long-term support of business in the region.

Situation:  

$30bn worth of investment is proposed for Western Sydney in the coming decade with some of this investment already underway and flowing through to the economy.

This is great news for the people and businesses of the West, however a key issue identified by WSBC through recent research and discussions with industry is that local Western Sydney Businesses are not necessarily getting access to work on infrastructure and other major projects that are already underway.

One of the key concerns is that local businesses are not receiving sufficient opportunities due to difficulties in joining supply chains and accessing preferred supplier lists with prime contractors the government has engaged. 

Given the scale of the investment and opportunity that lies ahead it is critical for the Western Sydney economy that we address these issues. 

WSBC considers this issue has two parts, firstly how can we address this as a short-term consideration, getting local supply chains working better together and ensure local Western Sydney SME’s are getting fair access now to current projects. 

Secondly, how can industry in Western Sydney be properly prepared for the future to take on as much work as possible from the upcoming investment boom? Keeping this money flowing back into the Western Sydney economy should be a major focus.

Proposal:

To address the short-term issues WSBC is calling on the government to work with all current prime contractors to review their preferred supplier lists and ensure local capabilities are being considered for Western Sydney work, creating a more diverse and local supply chain. WSBC’s research showed local sub-contractor businesses clearly felt they don’t have adequate access to major projects and they need help to understand what they need to do to be considered.

To address the long-term issue, WSBC believes that due to the massive scale of investment that will take place in Western Sydney, there is a real need to significantly improve communication and consultation with local industry in Western Sydney to maximise local procurement opportunities.

Don Wright from University of Western Sydney and a board member of WSBC, stated, 

“The investment that will happen in Western Sydney over the next decade is a once in a generation opportunity for local business, but we have to work with local industry to prepare them ahead of time to capitalize on this opportunity. The government needs to engage with industry now to ensure comprehensive workforce planning is undertaken and that this planning is underpinned by high quality and timely information flows from government related to major projects. Business has to know the scale of what is ahead to adequately prepare”.

To make this approach work, WSBC is calling on the government to give greater priority, urgency and status within government to work with local industry representatives, (such as WSBC, University of Western Sydney, TAFE WSi and RDA), to formulate a strategic plan to drive new employment and economic outcomes in Greater Western Sydney by harnessing procurement opportunities, particularly through the work of the new “Strategic Procurement Group”.

We would like to see the Government draw together the skills and local knowledge of organizations to leverage procurement processes to provide sustainable outcomes for the Region. It will consider areas such as; effectively disseminating information about projects, identifying the opportunities of these projects and the skills required, further mapping the skills and training needs, industry engagement, professional education requirements, supply chain collaboration and even issues such as tender development capabilities.

WSBC calls upon the government to strongly support the work of this group and the development of legislation on local procurement for long-term support of business in the region.

WSBC is encouraging the group to look specifically at five key objectives;

• Coordinate and disseminate infrastructure project information from different levels of government   
• Expand on current work by some Western Sydney Councils to develop strategies for local procurement
• Undertake further research to look at other international examples of similar infrastructure booms and how regional economies have capitalised effectively
  
• Work with government and prime contractors to ensure the capabilities of local industry are effectively communicated and considered
  
• Research on skills and labour forecasting to map the future jobs and skills requirements within the region
  

Brendon Noney, President of WSBC stated, “Western Sydney is not looking for a handout. We just want to ensure that this massive amount of money that will be spent developing the region will flow through the local economy to create opportunities for local businesses and boost local jobs”.    

An introduction to the research 

National accounting and advisory firm William Buck, in partnership with Western Sydney Business Connection, St George Bank and the University of Western Sydney will soon release the findings of recent research on Western Sydney businesses in the report “Making Western Sydney Greater”.  

The report includes insights into:

• The 3 key priorities for Western Sydney business owners – and how they vary to those of the Government;
• The 6 action points that must be considered for the region’s successful growth;
• How to shape Western Sydney as Australia’s 3^rd largest economic region by developing a workforce for the future;
• The support the Government can provide for businesses – and how that differs for Micro, SME and Large Businesses;
• And much more.

Amongst all the research, three key themes that emerge are employment, infrastructure and business sentiment. 

Quick peek …

Business impediments and opportunities

The research found SME Businesses are positive in their employment intentions. As a group, they are expecting to increase employee numbers, in particular their full time employees and contractors.  By way of contrast, large Businesses, on average, are intending to reduce their workforce. 

Despite this positive outlook on employment, both SME Businesses and Large Businesses in the region cited workplace regulation and employment taxes as two of the most significant impediments to their businesses. 

For SME businesses, their greatest threat comes from employment related regulation, which creates 2 of their top 3 business issues. 

More than taxation, and materially more than import/export regulation and environmental laws, it is employment related regulation that is negatively impacting businesses. Changes to the current arrangements are required for SME businesses to develop to their full potential.  

These same businesses see investment in their workforce as a key opportunity.  Government support for training of employees was identified as a preferred way for structured support to be provided to businesses in the region.

Business sentiment

The “GWS Business Sentiment Index” was -4.9, showing a neutral to slightly negative business outlook. This is not only negative – but more negative than that of the general Australian business community.

This can be contrasted with the forecast financial performance of businesses in Western Sydney, which is positive. 

On average, businesses expect to slightly exceed their revenue and profit targets and maintain capital expenditure over the coming six months. Financial performance is strongest for SME Businesses, in particular those with turnover of $2-$30m. Capex is strongest in the +$100m turnover businesses, but financial performance is weakest in this group.

The report’s research shows the material difference in economic performance between the region as a whole, the SME Businesses, and the Large Businesses.

For example, the forecast revenue results for:

What next?

Western Sydney has a once in a generation opportunity. If the benefits of major projects in the region, such as the ‘Badgerys Creek Airport’, can be harnessed to drive and grow development of SME Businesses, the benefits for Western Sydney and New South Wales, could be enormous.  

With a detailed plan for Western Sydney’s development and growth, the skills and attributes of the workforce needed for its implementation can be identified.  Businesses in the region should then be supported to invest in their employees and develop these skills and capabilities in a targeted way.  

Local procurement combined with employee skills development, targeted at SME Businesses, will be an effective way to drive the growth and development of the Western Sydney economy.

Get involved … 

The Making Western Sydney Greater report will be released in early March 2015 to all those that completed the research and to those that want to participate in the next stage of this ongoing research. 

To receive a full copy, email research@williambuck.com

This research is based on the responses of over 200 business owners and senior managers from across the region.  

The research is an ongoing effort. To be part of the next survey in May 2015 contact us on research@williambuck.com 

William Buck, WSBC, St George and UWS are committed to making Western Sydney greater.

Deciding how to allocate valuable marketing resources can be hard with many avenues available for promoting your brand.

In challenging economic times it’s imperative that any investment is able to return diverse benefits, not just exposure. It is more important than ever to be able to convert marketing investment into additional business and working with a charitable organisation can help improve this conversion. 

Westmead Medical Research Foundation is currently offering a strictly limited number of digital advertising opportunities on screens positions in high traffic areas of Westmead Hospital.

3, 6 and 12 month packages are available for Big Hearted Businesses who would like to support health care in Western Sydney while exposing their brand over 1 million patients, family and friends who visit the hospital annually.

Raise awareness of your brand amongst the 8,500 staff that service 975 beds and celebrate over 5,500 births.

For more information please contact Mat Fisher on 0435 009 406.

Mike Conway, leadership specialist and corporate innovator, will create and deliver a world-first in experiential-based leadership for the award-winning MBA program run by Macquarie Graduate School of Management, Australia’s top business school. 

MGSM today announced the exciting new unit and the appointment of Mr Conway as an Adjunct Professor, who will draw on his outstanding skills and achievements to mentor its next generation of business leaders from April 2015. 

Professor Conway is the CEO and Founder of XVenture, a fast-growing group specialising in creative and innovative solutions for business, leadership, team and experientially based learning programs. His achievements include creating the television series XVenture Corporate Challenge, the XV141 digital business channel, and the extraordinary 100 Leaders program which is presented through Event cinemas.

MGSM has been working with XVenture since its executive, senior staff and students tested a two-day, hands-on XVenture Challenge last year. 

Professor Alex Frino, Dean of MGSM, said: “After undertaking the XVenture Challenge it was obvious that this has to be a key part of future learning. The aim is to take students out of the classroom and into the field to test out traditional management ideas.

“XVenture’s approach is unique, with a blend of challenges reflecting contemporary business as well as an understanding of reflective learning practice – something which is often lacking in MBA studies. This program delivers important management theory in an online program before taking students into the field in a radical new experiential learning experience.

“XVenture has tremendous dedication, commitment and standards in this field. The work they have undertaken with major corporations and the research they continuously gather on how teams and leaders succeed is very powerful.”

The future-proof MBA module consists of 12 mini-lectures and recorded lectures delivered by MGSM’s top academic team, including Prof Frino, and produced jointly by XVenture and MGSM.

This elective unit, a global first titled “Leadership & Teams in Action – XVenture”, will be offered from Term 2. It includes a set of introductory mini-lectures and a two-day, experience-based XVenture Challenge to complete the module. The entire Challenge is filmed and post-produced on site, and the video is used for learning during and after the program.

Prof Conway said: “The Challenge is a big job, but the benefits and impact on an individual’s learning are so significant. To work with MGSM is one of the most exciting projects I have ever been involved with and I can’t wait to see the first MGSM MBA students enrolling.

“This new learning module provides the platform for individuals to explore leadership styles and test assumptions by combining e-learning and real-world experience to give students a rigorous, academic and transformative MBA experience.”

Prof Frino said: “This immersive and integrated, experience-based learning program gives every participant the opportunity to work on their own development in a unique team environment.

“It is a perfect fit for MBA programs, the breeding ground for tomorrow’s leaders. They are the finishing school for middle managers gunning for senior leadership positions, and the place where the national stock of leadership capital is being developed.”

A new report examining a light rail route along the “Olympic Corridor” has encouraged the private sector and government to work together to deliver a precinct that will support more homes and jobs than the Barangaroo, Bays Precinct, Central to Eveleigh and Green Square projects combined. 

The report by Deloitte and respected urban planner, Rod Simpson, Restarting Sydney’s Heart – Light Rail the Engine of Change examines the opportunities and issues that a light rail line along Sydney’s Olympic Corridor would deliver. The Olympic Corridor begins at Westmead and connects the Greater Parramatta area with Rosehill, Camellia, Olympic Park, Rhodes and Strathfield. 

The report was commissioned by the WestLine Partnership, comprising of some of Sydney’s leaders in business, government, sport and development, and has been released as the NSW Government considers four proposed light rail options as part of Stage 1 of the Western Sydney Light Rail Network. 

WestLine spokesperson and Chair of the Western Sydney Leadership Dialogue, Christopher Brown AM, said that the Deloitte report indicated that the creation of two light rail lines – one from Rosehill to Carlingford and the other from Westmead to Strathfield/Rhodes along the Olympic Corridor, was not only cost-effective, but would also unlock the potential of one of Australia’s fastest growing regions. 

“The report findings show that there is a strong argument for the route along the Olympic Corridor, which will stimulate the growth of more smart jobs, homes and development,” he said. 

“This is not a case of one or the other, we feel that the people of Western Sydney deserve both this line and the other line to Carlingford. This report not only reaffirms that view, but also reveals that it could potentially be self-funded by the private sector. 

“Essentially, this is a two-for-one deal for the NSW Government. A deal which would add thousands of jobs and homes, and provide a once in a lifetime opportunity to totally re-think Sydney.” 

Under the proposal outlined in the Deloitte report, the light rail line along the Olympic Corridor could be funded through a voluntary contribution model for the private sector. This involves land owners who elect to take up density uplift incentives along the light rail route putting up money for the project. 

It is a similar approach to the one successfully adopted to fund the recent Homebush Bay Bridge development between Rhodes and Wentworth Point. 

“The Olympic Corridor is an often over-looked region when it comes to transport infrastructure, but over the next 20 years, with the right support, it is expected to house more than one third of all new jobs and almost 20 per cent of new dwellings,” Mr Brown said. 

“For this, and many other factors outlined in the report, it can no longer be ignored.” 

The Deloitte report highlights that by 2036 more than 190,000 people are expected to be living in the Olympic Corridor, putting significant pressure on the existing transport network. 

It highlights that renewal and revitalisation of the Olympic Corridor catalysed by a light rail link provides the opportunity to connect established knowledge, business, health, recreation and cultural precincts in Parramatta, Strathfield and Sydney Olympic Park. At the same time, creating new housing and employment, attracting new businesses and investment and improving urban productivity. 

Mr Brown added that the WestLine Partnership had held positive talks with the NSW Government, NSW Opposition and other key stakeholders over the past three months and would continue to engage with these groups and the broader community to research the opportunities and issues that exist along the Olympic Corridor. 

KEY FINDINGS 

Restarting Sydney’s Heart –Light Rail the Engine of Change 

What a light rail line along the Olympic Corridor will deliver: 

• More potential jobs and new dwellings than the Barangaroo, Bays Precinct, Green Square and Central to Eveleigh projects combined. 
  
• Through private sector support, the potential for two Western Sydney Light Rail lines to be built for one cost. 
  
• Conservative estimate of $1.1b in project funding for light rail and remediation via voluntary developer levies through the precinct 
  
• Almost 20% of required infill and a third of all new jobs in Western Sydney by 2036. 
  
• The capacity to move 5000 passengers per hour in both directions through the Corridor. The equivalent to 40 light rail services in place of 200 buses. 
  
• Possible relocation of the Sydney Produce Markets at Flemington to a new home at Badgerys Creek to boost outer Western Sydney employment, reduce Parramatta Road congestion and free up the 42 hectare site for residential development 
  
• Halve the current travel time between Parramatta and Sydney Olympic Park. 
  
• Significant and sustainable ‘smart jobs of the future’ to Western Sydney and attract global investment to the region. 
  

WestLine Partnership Members: ANZ Stadium, Australian Turf Club, Billbergia, Dexus, Goodman Group, GPT Group, NRMA, Payce Consolidated, Accor, Royal Agricultural Society of NSW, Sekisui House, Sydney Olympic Park Authority, Sydney Olympic Park Business Association, Sydney Business Chamber, City of Canada Bay, Auburn City Council. 

Supporters: AECOM, GIS, FDC, University of Western Sydney, Graf International, McCollough Robertson 

Up to 108,000 new jobs could be created as a result of building a light rail route from Parramatta to Sydney Olympic Park and beyond to Rhodes and Strathfield.  This is one of the findings in a new report by Deloitte, commissioned and launched this week by the WestLine Partnership, a consortium of Western Sydney business and government leaders.

The Deloitte report, Restarting Sydney’s Heart: An Examination of a Proposed Light Rail through the Olympic Corridor, was written in consultation with respected urban designer, Roderick Simpson, to report on the opportunities and issues that exist if a light rail route is built along the Olympic Corridor (the area of Western Sydney extending from Westmead through Camellia and Silverwater to Sydney Olympic Park and beyond to Rhodes and Strathfield).   The route is one of four the NSW Government is considering for future light rail connections.

The Deloitte report highlights that by 2036 more than 190,000 people are expected to be living in the Olympic Corridor, putting significant pressure on the existing transport network.   It highlights that renewal and revitalisation of the Olympic Corridor catalysed by a light rail link provides the opportunity to connect established knowledge, business, health, recreation and cultural precincts in Parramatta, Strathfield and Sydney Olympic Park.  At the same time as creating new housing, attracting new businesses and investment, creating new employment and improving urban productivity.

Theo Psychogios from Deloitte says: “We have provided an objective perspective on the urban renewal benefits that would come from improving connectivity in this area if a light rail line was built.  In our view light rail would not only improve accessibility along the Olympic Corridor, but importantly, support and drive future employment, investment and residential growth.”

The report also proposes a voluntary contribution model for private sector funding to construct a light rail line to Sydney Olympic Park.  This involves land owners who elect to take up density uplift incentives along the light rail route putting up money for the project.  This approach helps to address what is often a key constraint for infrastructure development: lack of government funding.  It also allows the private sector to contribute to urban regeneration and drive future investment in housing and employment. This approach presents an opportunity for the Government to roll out its network faster through private sector funding that offers the Government two lines for the price of one.

The Deloitte report concludes that construction of a light rail line through the Olympic Corridor presents a unique opportunity for the government and private sector to work collaboratively to deliver infrastructure, jobs and homes for Western Sydney and NSW.  It strongly encourages the Government to consider this model and engage relevant land owners to negotiate a contribution funding deal that can bring the vision of the Olympic Corridor to life.  

Are you a Champion of the West? Nominate using the entry form for your chance to win $10,000 for your business, initiative or innovation.

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