Love this interview!!
Saturday, August 15, 2009
Saturday, August 08, 2009
Ivan Kaye interviews Michael Lynch from BSI People
Michael Lynch talks about BSI People and how they have faired in the GFC.
Ivan Kaye interviews serial entrepreneur Dilip Khakhar of Adlogic
I met Dilip 20 years ago, when we assisted a startup tech company called Quickcut Pre Press Network
Quickcut was sold to Sensis and other investors for ++++$$$$ at the right time....
Dilip and part of the original Quickcut team invested in a hitecjh startup called Martian Logic, whose core product Adlogic has market share in the distribution of ads for the recruitment industry.
Quickcut was sold to Sensis and other investors for ++++$$$$ at the right time....
Dilip and part of the original Quickcut team invested in a hitecjh startup called Martian Logic, whose core product Adlogic has market share in the distribution of ads for the recruitment industry.
Ivan Kaye interviews influential tech journo Brad Howarth
Brad is an independent highly respected high tech Jounalist, who writes for all main publications.
Brad speaks to Ivan about what his work entails.
Brad speaks to Ivan about what his work entails.
Ivan Kaye interviews Jamie Close - Wholistic health and Well Being
Jamies business and philosophy complement that of Ark - Ark looks at providing a holistic solution to a persons financial needs... taking them beyond wealth.... Jamie takes a look at a persons whole well being, incorporating body, mind and soul
Ivan Kaye talks to Colin Segal of Kep Properties
Colin and his team provides a one stop shop for residential property investors.
Ivan Kaye talks to Russell Isaacson of DGM
Russell tells us how we can increase hits on our website with search engine optimisation and affiliate marketing... (cross selling on the internet)
Interview With Scott Ennis - Switched on Media
Scott - ex Yahoo and Proctor and Gamble tells us how he can help us get more hits on our website using Search Engine Optimisastion.
Thursday, August 06, 2009
Analysis of The All Ords and the Dow Jones
Analysis of the All Ords
I received an economic report with some interesting graphs today... and was playing around with trends and where we are in the cycle...
Below are some of my observations. I would be interested to hear your views.
The All Ords are up by 37 per cent since its low on the 6th of March. But it is still 33% less than the peak in 2008 of 6,500.
Is the following a reasonable projection?
From 1990 – 2000, the Index has gone from 1 – 3
From 2000 – 2010, Is it reasonable to project the Index going from 3-5 (trading currently at 4. Is there potentially a further 20% growth in the next 18 months?)
From 2010 – 2020, Is it reasonable to project the Index going from 5 – 7?
Have the fundamentals changed so much?
Do the BRIC Countries still need to develop infrastructure at a rapid rate, and have they got the MAD (Motivation, Authority and Desire) to do so?
It is my view that it is still a good time to invest in the markets.
I have no doubts that there will be fluctuations during the next 10 years, however, I believe the fundamentals of the the Australian Economy is strong. The Financial System and Infrastructure is robust, It is politically stable, the government is committed to continue to invest in Infrastructure and Innovation, and all political parties are open for business.
Analysis of the Dow Jones
• From 1980 - 1990 the Dow Jones went from an index of 1-3
• From 1990 – 2000 the Dow Jones went from an index of 3-11 (should it have gone from 3-5? Was there an accident waiting to happen?)
• From 2000 – 2010 the Dow Jones went from an index of 11-7-14-7(should it have gone from where it should have been (at 5) -7 – which is where it was in 2008.)
• From 2010 – 2020 should the Dow Jones go from 7-9? It is currently at 9….
Is the USA economy goinig to stay flat for the next 10 years? What are the factors that will enable the Dow Jones go from 9 – 14 in the next 10 years?
Interesting!!
The information contained in this publication is of a general nature and is not intended to be nor should it be considered as professional advice. You should not act on the basis of anything contained in this publication without first obtaining specific professional advice. To the extent permitted by law, Ivan Kaye, Ark Total Wealth Pty Ltd; its related bodies corporate, employees and contractors accepts no liability or responsibility to any persons for any loss which may be incurred or suffered as a result of acting on or refraining from acting as a result of anything contained in this publication.
I received an economic report with some interesting graphs today... and was playing around with trends and where we are in the cycle...
Below are some of my observations. I would be interested to hear your views.
The All Ords are up by 37 per cent since its low on the 6th of March. But it is still 33% less than the peak in 2008 of 6,500.
Is the following a reasonable projection?
From 1990 – 2000, the Index has gone from 1 – 3
From 2000 – 2010, Is it reasonable to project the Index going from 3-5 (trading currently at 4. Is there potentially a further 20% growth in the next 18 months?)
From 2010 – 2020, Is it reasonable to project the Index going from 5 – 7?
Have the fundamentals changed so much?
Do the BRIC Countries still need to develop infrastructure at a rapid rate, and have they got the MAD (Motivation, Authority and Desire) to do so?
It is my view that it is still a good time to invest in the markets.
I have no doubts that there will be fluctuations during the next 10 years, however, I believe the fundamentals of the the Australian Economy is strong. The Financial System and Infrastructure is robust, It is politically stable, the government is committed to continue to invest in Infrastructure and Innovation, and all political parties are open for business.
Analysis of the Dow Jones
• From 1980 - 1990 the Dow Jones went from an index of 1-3
• From 1990 – 2000 the Dow Jones went from an index of 3-11 (should it have gone from 3-5? Was there an accident waiting to happen?)
• From 2000 – 2010 the Dow Jones went from an index of 11-7-14-7(should it have gone from where it should have been (at 5) -7 – which is where it was in 2008.)
• From 2010 – 2020 should the Dow Jones go from 7-9? It is currently at 9….
Is the USA economy goinig to stay flat for the next 10 years? What are the factors that will enable the Dow Jones go from 9 – 14 in the next 10 years?
Interesting!!
The information contained in this publication is of a general nature and is not intended to be nor should it be considered as professional advice. You should not act on the basis of anything contained in this publication without first obtaining specific professional advice. To the extent permitted by law, Ivan Kaye, Ark Total Wealth Pty Ltd; its related bodies corporate, employees and contractors accepts no liability or responsibility to any persons for any loss which may be incurred or suffered as a result of acting on or refraining from acting as a result of anything contained in this publication.
Wednesday, August 05, 2009
The top 10 Issues amongst Business Owners and CEO's in July 09
Message from Chris Barton - CEO Institute
Date: 8/05/2009
Subject: The top 10 Issues amongst Business Owners and CEO's in July 09, reg Chris
The CEO Institute recently produced our report on The top 10 Issues discussed amongst the member base in July 09
I thought you might find value in the information
1. Facing leadership challenges
* Changing your leadership style in difficult times
* Challenges of leadership communication in smaller businesses
* Leading teams - how managing culture impacts on leadership,
recruitment, the induction process (both formal and informal), method of
dealing with exits. An open dialogue leads to trust and respect
* Power-hungry managers can be very disruptive and upset other
executives. Their positives and negatives should be carefully assessed to
ascertain their overall worth to the organisation
* Value of management development plans
* What is the psyche of successful CEOs?
2. To grow or not to grow
* Moving your business from small, with numerous customers, to the top
end of town. What does it cost? Can it be done?
* Most businesses looking to consolidate, rather than grow
substantially in the year ahead
* Markets in general not growing - any growth that is happening, is
via increased market share
* Beefing-up systems and procedures to cope with rapid growth
* Eliminating waste and non-value-adding activities from systems and
processes
* Growth versus sustainability - the environment is still a priority
* Is business growth essential - and why? How to grow your business
and manage complexity
* KPIs for growth objectives - organic growth, new business, increased
revenue per sales
* How to prepare submissions for Governement grants - should you hire
expert submission writers or use your own resources?
* Adjusting growth expectations to reduce stress
3. Increased sales and marketing efforts
* Increased focus on business development and marketing
* Mixed view on the value of offline directories as a form of
advertising. More benefit seen in online versions
* The need to have a strong brand in this market
* Use of third party sales representatives to service capital cities -
does it work?
* The cost of unsuccessful tendering can be significant in the current
competitive environment. Targeting potentially successful tenders is
essential to avoid the waste of time and expense
* Marketing and sales effort in the current economic conditions is
paramount - as is good communication - to retain existing customers
* Pros and cons of using purchasing agents to represent you
4. Staff recruitment and boosting performance
* Trying to find good / the right people - there's not a lot of
quality on the market
* Trends in outsourcing have shifted
* Managing the knowledge in your business
* The implications of the new IR environment on wage costs and
employment
* Recruitment and performance management best practice - reference
checking, psychometric testing strongly advised, induction to include
time-frame before appointing to permanency
* Staff morale high - psychometric testing has been crucial
* Dealing with negative staff who 'bad mouth' the company
* Training staff to improve co-operation and effectiveness
* Assisting redundant staff secure employment elsewhere
5. Controlling debtors and cash flow management
* Restraint of trade - what are the boundaries and what power do
suppliers have in respect to the rights of the business?
* Frustration at debtors extending terms of trade without consultation
* Businesses going well are taking the opportunity to reduce debt
* Dealing with large debtors can be difficult - prompt decisive action
to collect debts is usually the best strategy
* Debt collection problems in smaller customers - don't push into
bankruptcy, as you may be worse off, limit the amount spent on lawyers, try
to get payment on drip-feed
6. Boards and shareholders
* Delegation issues from Board to CEO
* The importance of trust between CEO and key stakeholders
* Establishing Board sub-committees - what roles would they cover and
should their membership be broadedned to include non-directors?
* Issues when dis-engaging a shareholder
* Dealing with clashes between CEO and a major shareholder
* Issues arising when Board and management expectations aren't aligned
7. Business structure and performance
* Finding new ways to rescue a previously successful business that is
now struggling
* The value of business coaches - what can they bring? What is the
cost?
* The need to have an organisational structure that supports the
business and its performance going forward
* Aligning departmental balanced scorecards with those of the
organisation
8. Salaries
* Reduced working hours, wage freezes or minimal increases
* Package reductions and realigning salaries - getting rid of
employees and re-employing others at greatly reduced salaries
* Salary reviews - range from pay cuts, frozen, 3-5% depending on
merit, promotions kept separate, some cash bonuses
9. Technology
* Use of electronic tools - relevance to business / personal use
* IT security - data backup, disaster recovery plans, physical
security, communications
* Website redevelopment - importance of getting the structure right
before focusing on content
* Developing an online shop - ideas and experience
10. Succession planning
* Introspection and self-awareness are important first steps in
developing and implementing a succession plan
* Taking your business back after putting it in other hands
Date: 8/05/2009
Subject: The top 10 Issues amongst Business Owners and CEO's in July 09, reg Chris
The CEO Institute recently produced our report on The top 10 Issues discussed amongst the member base in July 09
I thought you might find value in the information
1. Facing leadership challenges
* Changing your leadership style in difficult times
* Challenges of leadership communication in smaller businesses
* Leading teams - how managing culture impacts on leadership,
recruitment, the induction process (both formal and informal), method of
dealing with exits. An open dialogue leads to trust and respect
* Power-hungry managers can be very disruptive and upset other
executives. Their positives and negatives should be carefully assessed to
ascertain their overall worth to the organisation
* Value of management development plans
* What is the psyche of successful CEOs?
2. To grow or not to grow
* Moving your business from small, with numerous customers, to the top
end of town. What does it cost? Can it be done?
* Most businesses looking to consolidate, rather than grow
substantially in the year ahead
* Markets in general not growing - any growth that is happening, is
via increased market share
* Beefing-up systems and procedures to cope with rapid growth
* Eliminating waste and non-value-adding activities from systems and
processes
* Growth versus sustainability - the environment is still a priority
* Is business growth essential - and why? How to grow your business
and manage complexity
* KPIs for growth objectives - organic growth, new business, increased
revenue per sales
* How to prepare submissions for Governement grants - should you hire
expert submission writers or use your own resources?
* Adjusting growth expectations to reduce stress
3. Increased sales and marketing efforts
* Increased focus on business development and marketing
* Mixed view on the value of offline directories as a form of
advertising. More benefit seen in online versions
* The need to have a strong brand in this market
* Use of third party sales representatives to service capital cities -
does it work?
* The cost of unsuccessful tendering can be significant in the current
competitive environment. Targeting potentially successful tenders is
essential to avoid the waste of time and expense
* Marketing and sales effort in the current economic conditions is
paramount - as is good communication - to retain existing customers
* Pros and cons of using purchasing agents to represent you
4. Staff recruitment and boosting performance
* Trying to find good / the right people - there's not a lot of
quality on the market
* Trends in outsourcing have shifted
* Managing the knowledge in your business
* The implications of the new IR environment on wage costs and
employment
* Recruitment and performance management best practice - reference
checking, psychometric testing strongly advised, induction to include
time-frame before appointing to permanency
* Staff morale high - psychometric testing has been crucial
* Dealing with negative staff who 'bad mouth' the company
* Training staff to improve co-operation and effectiveness
* Assisting redundant staff secure employment elsewhere
5. Controlling debtors and cash flow management
* Restraint of trade - what are the boundaries and what power do
suppliers have in respect to the rights of the business?
* Frustration at debtors extending terms of trade without consultation
* Businesses going well are taking the opportunity to reduce debt
* Dealing with large debtors can be difficult - prompt decisive action
to collect debts is usually the best strategy
* Debt collection problems in smaller customers - don't push into
bankruptcy, as you may be worse off, limit the amount spent on lawyers, try
to get payment on drip-feed
6. Boards and shareholders
* Delegation issues from Board to CEO
* The importance of trust between CEO and key stakeholders
* Establishing Board sub-committees - what roles would they cover and
should their membership be broadedned to include non-directors?
* Issues when dis-engaging a shareholder
* Dealing with clashes between CEO and a major shareholder
* Issues arising when Board and management expectations aren't aligned
7. Business structure and performance
* Finding new ways to rescue a previously successful business that is
now struggling
* The value of business coaches - what can they bring? What is the
cost?
* The need to have an organisational structure that supports the
business and its performance going forward
* Aligning departmental balanced scorecards with those of the
organisation
8. Salaries
* Reduced working hours, wage freezes or minimal increases
* Package reductions and realigning salaries - getting rid of
employees and re-employing others at greatly reduced salaries
* Salary reviews - range from pay cuts, frozen, 3-5% depending on
merit, promotions kept separate, some cash bonuses
9. Technology
* Use of electronic tools - relevance to business / personal use
* IT security - data backup, disaster recovery plans, physical
security, communications
* Website redevelopment - importance of getting the structure right
before focusing on content
* Developing an online shop - ideas and experience
10. Succession planning
* Introspection and self-awareness are important first steps in
developing and implementing a succession plan
* Taking your business back after putting it in other hands
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