101 Ways To Boost Your Business

PLUS
20
BONUS
TIPS
101 ways to
BOOST
your business
Practical tips to help your business
survive and prosper
ANDREW GRIFFITHS
101
WAYS TO BOOST
YOUR BUSINESS
ALSO BY ANDREW GRIFFITHS
101 Ways to Market Your Business

101 Ways to Satisfy Your Customers
101 Ways to Advertise Your Business
Secrets to Building a Winning Business
COMING SOON
101 Ways to Balance Your Business and Your Life

101 Ways to Build a Network Marketing Business
101
WAYS TO
BOOST
YOUR
BUSINESS
ANDREW GRIFFITHS
First published in 2002 under the title 101 Survival Tips For Your Business
This revised edition published in 2006
Copyright © Andrew Griffiths 2006
All rights reserved. No part of this book may be reproduced or transmitted in any
form or by any means, electronic or mechanical, including photocopying, recording or by
any information storage and retrieval system, without prior permission in writing from
the publisher. The Australian Copyright Act 1968 (the Act) allows a maximum of one chapter
or 10 per cent of this book, whichever is the greater, to be photocopied by any educational
institution for its educational purposes provided that the educational institution (or body
that administers it) has given a remuneration notice to Copyright Agency Limited (CAL)
under the Act.
Allen & Unwin

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Crows Nest NSW 2065
Australia
Phone: (61 2) 8425 0100
Fax: (61 2) 9906 2218
Email: info@allenandunwin.com
Web: www.allenandunwin.com
National Library of Australia

Cataloguing-in-Publication entry:
Griffiths, Andrew, 1966– .

101 ways to boost your business.
ISBN 978 1 74175 006 5.
ISBN 1 74175 006 7.
1. Success in business – Handbooks, manuals. 2. Industrial

management – Handbooks, manuals, etc. I. Title.
658.155
Set in 12/14 pt Adobe Garamond by Midland Typesetters, Australia

Printed in Australia by McPherson’s Printing Group
10 9 8 7 6 5 4 3 2 1
Contents
Acknowledgments xi
Introduction xiii
Section 1: The future of small business 1
Section 2: Getting advice booster tips 6

#1 What type of help is available? 7
#2 Know when to look for help 9
#3 Embrace technology and save money 10
#4 You might be eligible for a grant 12
Section 3: Financial booster tips 14

#5 Don’t be undercapitalised—have enough
money from the start 16
#6 Budgets and planning—welcome to reality (plan
for the worst, not the best) 19
#7 Financing—it pays to shop around 22
#8 Keep your personal and business records
separate 24
#9 Find and use a good accountant 26
#10 What’s the difference between an accountant
and a financial planner? 28
#11 What to do if you get into financial trouble 30
#12 The real cost of expanding—can you afford it? 32
#13 Beware of giving credit 34
#14 Chasing bad debts—is it worth it? 36
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101 WAYS TO BOOST YOUR BUSINESS
#15 Keep good records from the start 38

#16 Keeping costs down without losing customers 39
#17 How to know what to charge 40
#18 Don’t invest your superannuation in a business
venture 42
#19 Beware the third-year boom and fourth-year bust 44
Section 4: Business relationship booster tips 46

#20 Partnership pitfalls—how to avoid them 47
#21 Build a relationship with your suppliers 49
#22 Build a relationship with your landlord 51
#23 Build a relationship with your professional
advisers 53
#24 Build a relationship with people in your industry 54
#25 Find a balance between work and home 55
#26 Use mediation to solve conflict 57
#27 Accept that others may not share your enthusiasm 59
Section 5: Staff booster tips 62

#28 Put the job description in writing 63
#29 Always check references 65
#30 A trial period protects both you and the new
employee 66
#31 Train your staff (and yourself ) properly 67
#32 Lead by example and your team will follow 69
#33 Communicate effectively with your staff 70
#34 Conduct performance reviews 72
#35 Be conscious of security issues—protect your
business 74
#36 Dismiss staff who don’t work out 76
#37 Balance your staff numbers 78
Section 6: Customer service booster tips 80

#38 Build a relationship with your customers 81
#39 Learn to say ‘no’ 83
#40 Use simple market research to keep on track 85
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CONTENTS
#41 Continually ask your customers if they are happy 87

#42 Deliver what you promise—if you can’t do this,
get out of the game 89
#43 Be honest and upright in all your dealings 90
#44 The right and wrong way to handle a complaint 91
#45 Treat your customers with the respect that they
deserve 94
#46 Learn to recognise when you need a break from
your customers 95
Section 7: Advertising and marketing booster tips 97

#47 Develop your own marketing philosophy—
what type of business are you? 99
#48 Do a course or read a marketing book 100
#49 Take small steps to market your business 101
#50 Start with looking the part—develop a strong
corporate image 102
#51 Don’t be pressured into buying advertising 104
#52 Market your business to a simple plan 106
#53 Don’t lose touch with your customers 108
#54 Don’t stop marketing because business is
booming 110
#55 If you haven’t got the time to market your
business, find someone who has 111
#56 Talk to other people in business 112
#57 Find a business that you admire 113
Section 8: Internet booster tips 115

#58 Be realistic about the Internet 116
#59 A lousy website makes your business look lousy 119
#60 Make sure that you market your website 121
#61 The number one reason that businesses fail on
the Internet 122
#62 Budget for the Internet to be an ongoing expense 124
#63 Beware of spam 125
vii
Section 9: Insurance booster tips 127

#64 What type of insurance should you have? 128
#65 How much insurance should you have? 129
#66 Always read the fine print 130
#67 Make sure that you meet your requirements
as per the policy schedule 132
#68 Using an insurance broker 133
#69 Don’t just sign the renewal policy—always
compare products and prices 135
#70 Prevention is better than cure 136
Section 10: Legal booster tips 138

#71 When to use a lawyer 139
#72 Choosing a lawyer 140
#73 Keeping legal costs down 141
#74 Make sure that everything is up-front 142
#75 Get a second opinion 143
#76 Even lawyers make mistakes—take control and
ask questions 144
#77 The real cost of taking someone to court—
is it worth it? 145
#78 Make sure that everything is in writing 147
Section 11: Personal booster tips 149

#79 Start your business feeling refreshed and healthy 151
#80 Don’t give up your hobbies when you start
your business 152
#81 Try to separate work from home 153
#82 Maintaining your enthusiasm 155
#83 Learn to laugh and lighten up 156
#84 Learn to handle stress 157
#85 Listen to your instincts—they are normally right 158
#86 Take regular holidays, even though there is never
a good time 160
#87 Develop your negotiating skills 162
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CONTENTS
#88 Be supportive of the community where you make

your living 164
#89 Use photographs to record your progress 165
#90 Know when to call it a day 166
#91 Break the habit of doing things the way they’ve
always been done 167
#92 Don’t be afraid to make changes (name,
location, etc.) 169
#93 Keep copies of important documents 171
Section 12: Planning for the future booster tips 174

#94 Know exactly where you are going 175
#95 Know exactly how you are going to get there 176
#96 Stay aware of, and up-to-date with, what is
happening in your industry 178
#97 Competition—you need to be better than the rest 180
#98 Always have a plan for when things go wrong 182
#99 Be aware of your business’s peaks and troughs 184
#100 Don’t just look at your business in terms of
facts and figures 186
#101 Set your business up so that someone will want
to buy it 188
Bonus section—20 more booster tips 191

#102 Don’t be afraid to charge what you’re worth 193
#103 Monopolies—the ultimate competition 195
#104 Learn to delegate 196
#105 Become a spokesperson 197
#106 Try to win an award for your business 198
#107 Don’t let a bad experience leave you feeling jaded 199
#108 Don’t lose a good customer over a few cents 201
#109 Enjoy the journey 203
#110 Constantly strive to boost your business 204
#111 Surround yourself with successful people 205
#112 Get to know your bank manager 206
#113 Make your business environmentally friendly 207
ix
#114 Make your business a good place to work 209

#115 Learn to manage your time 210
#116 Don’t be afraid to be unconventional 211
#117 Read as much as you can 212
#118 Persevere, persevere, persevere 213
#119 Be open to ideas, suggestions and
recommendations 214
#120 Spend a few hours each week surfing the Internet 215
#121 Compile your own operations manual 216
Appendix: Blank forms that may come in handy 219

Credit request form (for your customers) 220
Goals and objectives form 222
Professional services checklist 224
Job description form (position description) 226
A checklist for employing staff 227
A step-by-step marketing plan 228
Insurance checklist 229
A stress checklist 230
A de-stress checklist 231
Developing an Internet plan 232
Recommended reading 233

About the author 234
x
Acknowledgments
The information contained in this book is based on my obser-

vations of many successful businesses. I would like to express
my thanks to those individuals who have given me their
thoughts, views and suggestions.
I would also like to thank the team at Allen & Unwin who
have inspired me to keep writing. You are a dynamic team and
quite simply some of the most professional and supportive
people I have ever worked with. I consider myself very lucky to
be writing for such an impressive publishing company.
As with every project that I do, I have had enormous support
from my family and friends. Their words of encouragement
mean everything to me.
Finally, a special thank you to all the readers who have pur-
chased my books. I am constantly surprised by the number of
letters, faxes and emails that I receive from readers around the
world. To those people who take the time to pass on words of
appreciation, thank you very much. Your kind words mean a lot.
xi
Introduction
In the daily course of my work as a marketing consultant I spend

a lot of time talking to successful business people. Without
exception, these individuals have a wealth of knowledge and
experience that they apply to their businesses and which makes
them successful. We often laugh about how much easier things
would have been if we could have applied what we know now to
our early business ventures, but most of us have had to learn the
hard way, which has often cost us a lot of money and heartache.
Over almost 20 years in business I have heard the same
comments time and time again. In recent years I have realised
that all businesses seem to experience the same basic problems
and that most of these problems could have been avoided with
the help of some simple, practical advice. Hence, I have written
this book.
My first book, 101 Ways to Market Your Business, was written
to help anyone who owns or operates a business to increase
profitability by introducing some very simple marketing ideas.
These ideas were developed around three key principles: that
people trying to promote a business often lack the time to
devote to marketing, lack the money to spend on marketing,
and lack basic marketing knowledge. The book was written
in very simple, jargon-free language, and the ideas suggested
produce very tangible results.
101 Ways to Boost Your Business follows the same principles.
It is written in short blocks that make it easy to find and
quickly read information that is practical, relevant and realistic.
xiii
It is not filled with hype, or with ideas that sound great but
prove impossible to implement.
By reading this book you will save yourself a lot of stress and
money. Most people in business have to learn what to do the
hard way. These mistakes may send them broke and cause
myriad associated health and family problems.
But this book is all about boosting your business. Today there
is no point simply surviving. If you were happy to do that you
would stay working for someone else. In reality, this book will
show you how to make your business so much better than your
competitors in every way. It will boost what you do and you will
reap the rewards. Now that is what every business owner wants
to hear.
Who is this book written for?

101 Ways to Boost Your Business is written for the person who
wants to make a difference. If you think you know everything
there is to know about business, you probably wouldn’t be
reading this book. If you are flicking through the pages because
you are keen to try and find ways to be better at what you do
and to increase your chances of building a booming business,
then you are looking in the right place.
101 Ways to Boost Your Business is written for anyone who has
a key role within a business. It is for managers, owners and oper-
ators, prospective business buyers, students studying business,
marketing managers, operations managers and professional
advisers. It crosses all boundaries and provides information
about issues that any person involved in business for any length
of time will encounter.
It is written in a way that makes it universally applicable. The
information contained in this book is as relevant to a bakery
owner in Belgium as it is to a bookshop owner in Brisbane. The
principles and tips discussed here are important to all busi-
nesses, regardless of their type or geographical location.
xiv
INTRODUCTION
The real value of 101 Ways to Boost Your

Business
As mentioned earlier, 101 Ways to Boost Your Business is a book
based entirely upon experience. Many of the experiences are
mine, a large number are those of people I have met and dealt
with over the years and some are a combination of both.
Many people take a lifetime in business to become aware of
these booster tips. I wish that I had had access to a book such
as this when I started my first business almost 20 years ago.
Hopefully, you will read 101 Ways to Boost Your Business and
avoid making the mistakes that I, and many other business
operators, have made. This book provides you with the oppor-
tunity to learn from the experiences of many successful business
operators and entrepreneurs, and to dramatically boost your
own chances of business survival and success.
The advice and suggestions included in this book have been
given freely by friends and business associates who, while suc-
cessful now, had to learn their lessons the hard way. For me, a
truly successful person is one who is willing to share the secrets
of their success with others, giving freely of their time and
advice and expecting nothing in return.
How to get the most out of this book

101 Ways to Boost Your Business has been written in such a way
that it can be opened at any page and the advice used immedi-
ately. There are a total of 121 booster tips included, covering the
areas that most commonly cause businesses to falter. Some of
the tips may not be relevant to you at this moment in time, but
if you pick up the book again in six months’ time, the tips that
you glossed over on your first reading may now be relevant. For
this reason, I recommend that you keep 101 Ways to Boost Your
Business handy. Don’t put it away at the top of your bookcase:
keep it in your briefcase, or in a drawer in your desk, or leave it
xv
by the telephone or on your bedside table. Consider it as a

constant source of inspiration and advice that is available to
you 24 hours a day.
Some people avoid reading the preliminary sections of
books, preferring to get right into it. If that describes you, no
problem; just start flicking through the pages and see which
booster tips spark your interest. If you prefer to start at the
beginning and read every page, then make yourself a cup of
coffee, find a comfortable chair, and start reading.
This is a practical book that needs to be referred to often.
Cut out or photocopy the blank forms in the appendix to the
book and fill them in, highlight sections of the text that you
find relevant to your own situation, and write notes in the
spaces provided at the end of each section.
One last point before you get started

Throughout this book you are going to read the word ‘boost’ a
lot—pretty much on every page. To boost means to lift; to
raise; to generally improve. Without a doubt that is the message
behind this book. Every time you see the word ‘boost’, let it
sink in and remember that boost equates to making your busi-
ness better and that equates to success, profitability and an
overwhelming sense of satisfaction. Love that word.
xvi
1 The future of small
business
Small businesses form the backbone of many economies. As

populations grow worldwide, so do the number of small busi-
nesses starting up. Millions of people around the world continue
to opt for running their own business instead of working for
larger organisations. As a result, there is an incredible knowledge
and skill base tied up in running these small businesses. There is
an enormous amount of expertise and specialist knowledge that
thrives in this economic sector, the value of which is often
underestimated.
From my experience, small businesses generally offer far
better levels of service than do their larger counterparts. This is
due, in most instances, to the key personnel being involved at
the front of the business. They deal with their customers face to
face, and the business is small enough to ensure that communi-
cation is open and continual.
There is no doubt that there are many trials and tribulations
when it comes to running your own business and, of course,
there is the ever-present risk of financial failure. However, this
doesn’t seem to deter people from choosing this alternative
career path, and for that I think they should be admired.
The problem facing most small businesses is the ever-
increasing competition from other small businesses. This dilemma
1
is here to stay; in fact, it will only increase. With the advent of

the Internet and other new technologies, the competition that
we all face now comes not only from the business up the road,
but from businesses on the other side of the world.
Small businesses need to be smart. They need to be built on
solid foundations and to be proactive. They need continually
to strive to provide exceptional levels of customer service and
value for money. Consumers are better informed and more
discerning than ever before, and are well aware that they have a
lot of choice when it comes to deciding on where they will
spend their hard-earned money.
Business survival is about facing these ongoing challenges
with a commitment to being the best at what you do. It is
about treating consumers with the respect that they deserve,
while standing out from the sea of other businesses that offer
the same or similar services.
It’s all about attitude

From my experience, there are two very distinct types of busi-
nesses and business operators.
There are those people who are really unhappy doing what
they do. Everyone else is to blame for the problems they experi-
ence. The customers are an inconvenience, and are always
causing problems. Advertising is just a waste of time and
money. The accountants are no good, the staff are nothing but
trouble, and the future always looks glum. These businesses
struggle to survive.
The other type of business that I have observed is run by
positive and enthusiastic people. They take what they do seri-
ously, they believe in offering excellent customer service and
value for money, and they are continually looking for ways
to make their business better. They don’t act like victims. If
they face a setback, as we all do from time to time, they pick
themselves up, dust themselves off and get on with it. They
2
THE FUTURE OF SMALL BUSINESS
dwell on the positive, rather than the negative, aspects of the

situation. These businesses have a far better chance of surviving
and flourishing than the first type, due, I believe, to the attitude
of the business operator. From my experience, there are more of
the negative types of businesses than there are the positive ones.
So, the first step to boosting your business is to ensure that you
have the right attitude about running your business.
If you already own or operate a business . . .

People who have been running their own or someone else’s
business for a long time are often set in their ways. They may
have formed bad business habits and may regard ‘change’ as a
dirty word. I doubt that this describes you, because if it did, it’s
unlikely that you would have purchased this book.
The greatest personality trait that any business person can
have is an open mind. We live in an age where there is an over-
abundance of information, a lot of it conflicting. The fact is
that the amount of information available is only going to
increase, so we need to be able to use this wealth of information
for our own benefit.
Successful business people have two striking characteristics:
a very clear objective combined with an air of detachment
about their business. I have run a number of businesses that
were unprofitable because, while I had the clear objective, I
didn’t have the air of detachment. The clear objective gives you
the passion and the enthusiasm to keep going, but the detach-
ment stops the business from taking over your life. It enables
you to be somewhat clinical about what you are doing: if it’s
not working, let it go.
This book will provide you with direction and simple step-
by-step blocks of information that may direct your passion and
enthusiasm; however, learning to be detached is a much harder
skill to master. A business is just a business. There is life before,
during and after. If you are not enjoying, or worse still you hate,
3
what you are doing, maybe it’s time to cut your losses and make
a break. Detachment lets you do this.
If I had learned to let go at an earlier age, I would have saved
myself a lot of grief. Now I find it easy. If it’s not working and
I know that I have given it 100 per cent, I will simply cut my
losses and move on. There will be other business opportunities
that will come my way and, most importantly, I will have
learned a few new lessons.
The topics covered in this book

Based on my own experiences and those of the people I
have spoken to regarding their own business tips, 11 key
categories were developed for 101 Ways to Boost Your Business.
They cover all of the areas that virtually any business
will need to deal with at some stage in the history of their
organisation.
While some of the tips deal with very specific issues, such as
ensuring that you have enough money to run your business,
there are also more general tips on how to overcome the per-
sonal pressures and strains of running your own business. Each
type of booster tip is equally important. There are many ways
to determine whether or not a business is successful, and a
profit and loss statement is only one way.
The topics covered include:
• getting advice booster tips;

• financial booster tips;
• business relationship booster tips;
• staff booster tips;
• customer service booster tips;
• advertising and marketing booster tips;
• Internet booster tips;
• insurance booster tips;
• legal booster tips;
4
THE FUTURE OF SMALL BUSINESS
• personal booster tips; and

• planning for the future booster tips.
The bonus section includes a further 20 booster tips that incor-

porate all of the above topics.
About the blank forms

The blank forms in the appendix at the back of 101 Ways to
Boost Your Business have been included to illustrate a number of
booster tips. They can be photocopied and reused as necessary.
Most are checklists that can be filed in the relevant places and
used as needed.
I have also included an outline of the information you need
to develop your own simple marketing plan. This may sound
like a complicated project, but in reality it is easy. Marketing
plans evolve and need to be updated on a regular basis, but
there is no doubt that having a simple marketing plan will be
of significant benefit to your business.
The blank forms include:
• a credit request form (for your customers);

• a goals and objectives form;
• a professional services checklist;
• a checklist for employing staff;
• a job description form (position description);
• a step-by-step marketing plan;
• an insurance summary page;
• a stress checklist;
• a de-stress checklist; and
• an outline for developing an Internet plan.
There is also space to write notes at the end of each section on

any action you need to take regarding specific booster tips.
5
2 Getting advice
booster tips
We all need help and advice at some stage in our business career.
Knowing when, and where, to get advice are the two main issues.
Both issues are outlined in this section, and a number of ideas are
suggested that could prove to be not only booster tips but also very
financially rewarding.
The ideas we’ll talk about in this section are:
#1 What type of help is available?

#2 Know when to look for help
#3 Embrace technology and save money
#4 You might be eligible for a grant
6
GETTING ADVICE BOOSTER TIPS
1 What type of help is available?

There are so many organisations available to assist business oper-
ators that it’s sometimes hard to know where to start looking.
There are various government-run organisations, as well as
many private enterprises, that offer thousands of products and
services that could be of benefit to you.
If you are planning on starting a business, do your homework
now. Find out about these organisations and exactly what ser-
vices they provide. Government-run organisations generally have
the distinct advantage of offering their products and services for
free or at fairly reasonable rates. Private enterprises tend to
charge a little more, but from my experience they generally
provide faster and more detailed services. This, of course, varies
from area to area, and I have worked with many government-
run organisations that are excellent. If you are not sure who to
use, talk to other business people.
If you already run your own business, it’s often very beneficial
to visit your local business advisory board to find out exactly
what services they offer. You may find that help is available
for exactly the kind of problems you are experiencing. One
thing is certain: whatever the problem you have, other busi-
nesses have had similar problems and somewhere there will be
help available.
I also like to utilise a network of business associates. If I am
experiencing a specific problem, I make a few calls to my circle
and ask for their advice; they do likewise. We all talk to each
other regularly, and we honour confidentiality when an associate
tells us about a problem that they are experiencing. This mutual
assistance works very well and can save you an enormous amount
of time and money.
Developing your own similar network can provide your
business with a free pool of experience that is on tap for you to
use whenever you need it. I think it is important to ensure that
there is an equal amount of information exchanged, other-
wise your associates may start to groan every time you call. If
7
someone gives me some great information that will save me

money or time, I like to send them a small gift and a note
expressing my thanks.
There are also excellent books available that include lists of
organisations and what services they provide. Talk to your local
bookstore and they can generally point you in the right direc-
tion. I use a reference book for writers that lists thousands of
companies and government organisations that offer various
products and services to writers.
Individual industries normally have their own associations
that are great sources of information. By being a member, you
will have access to information that would normally be hard to
find. The best thing about these organisations is that they
already know and understand your business, and the odds are
that your problems are shared by other businesses in the same
industry.
Of course, the Internet provides access to vast quantities of
information, and I recommend that you spend some time
searching for help online.
Finding out what type of help is available takes only time.
Increase your chances of boosting your business by being well
informed about who to turn to for help when you need it.
8
2 Know when to look for help

One of the most common characteristics of successful business
people is that they are not afraid to ask questions or to seek help
when they need it. We all need help in some form or another
at some time.
If you are having financial problems, talk to your account-
ant. If you are having legal problems, talk to your lawyer. The
longer you wait, the worse the problem will be. I have often
spent many hours worrying about a specific problem when it
could have been solved with a simple phone call. We might
worry that our accountant or lawyer will think we are stupid if
we ask a dumb question. Who cares? What is important is that
the problem gets solved quickly and with the minimum of fuss.
We have a client who specialises in handling companies’
affairs when they go broke. They often comment that if they
had been called in earlier, nine times out of ten they could have
helped the business to recover and prevented an enormous
amount of stress and worry. Unfortunately, many people wait
until the bank is ready to foreclose or the landlord has issued
the eviction notice before looking for help.
Just like an illness, most business problems can be cured if
they are detected early and the proper treatment is imple-
mented. If you want to boost your business, don’t wait until it
is too late for anyone to help you.
9
3 Embrace technology and save money

I am often surprised by the number of business operators who
don’t utilise technology. Technology, by definition, is an advance-
ment or development that enables a task to be done better. If the
task can be done better, it can generally be done quicker and
hence more economically.
Some people are scared of technology generally, which is
understandable when you think about how fast it changes.
There are others who fear the cost of technology, and those who
simply don’t feel they have the time to find out about new tech-
nologies.
I encounter all of these types of business operators every day
and, without exception, I can see ways in which they could not
only save money, but also make more money in terms of more
sales, simply by utilising technology.
One example that comes to mind in our business is the
invention of the digital camera. If a client needs a photograph
quickly, we can send someone over with a digital camera who
takes the photo, comes back to the office, downloads it and
emails it to the customer (sometimes after touching it up a little
to make it clearer and sharper). The whole process may take ten
minutes. In the past we had to obtain the film, take the photo-
graph, drop the film at the film processor’s and wait for it to
be developed, scan the picture and then send it to the client.
Obviously, the new method is much faster and more economi-
cal for the client.
Boosting your business is all about working smarter than
your opposition. Spending money on technology is not only
tax deductible, it’s also logical. What is the point of using an
old printer that jams every time you try to print a document?
You get frustrated and angry because you don’t want to spend
the money on a new one, yet you will spend hours every day
removing jammed paper from your old printer. Don’t forget
that your time is valuable and is better spent focusing on
running your business at its peak.
10
In today’s business environment there are virtually no indus-

tries that are exempt from enjoying new technology. The key is
to find out about it, and there is no shortage of places to find
information on new products and services that may help your
business to run better.
11
4 You might be eligible for a grant

Many governments around the world offer incentives for
people to run small businesses. These governments realise that
small businesses play a major role in their economy (as they
have done for thousands of years) by distributing products and
services to the general public.
They are also aware that small businesses provide jobs for
millions of people, which in turn provides money to spend on
goods and services, which keeps the economy turning. This
means that by having lots of healthy small businesses operating,
more people will be able to find work. If jobs are created, gov-
ernments get re-elected and the cycle continues.
Because of this motivation, you may find that your business
is eligible for some kind of grant or special funding. Often
government incentives relate to employing people, an expense
that most businesses try to keep as low as possible.
Recently, we employed a young receptionist who was part of a
government training program. The conditions were that she work
for our firm for one year, in return for which her wages were
heavily subsidised and our business was given cash incentives
throughout the year. We were required to assist with training, and
the employee was expected to learn valuable business skills that
she could use to further her career. We enjoyed lower wage costs
and a motivated trainee who was keen to learn.
There are many such schemes in place. Some are easy to find
out about, while others need researching. My advice is to start
looking for information on the Internet and then spread your
search further afield from there. Talking to other business oper-
ators is an excellent way to find out about government schemes,
and a visit to your local small business advisory centre should also
provide you with some leads.
If you still hit dead ends, contact your local politician and
ask them about any incentives in place to help your business. If
there aren’t any, ask them why not. You may be entitled to
receive some form of funding to help your business grow, and
not even be aware of it.
12
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13
3 Financial booster
tips
Running a successful business really boils down to one critical point:

making money. The booster tips in this section are aimed at identify-
ing the areas where most of us make mistakes that can end up costing
us money. We look at the reality of how much money you need
to start or run a business, realistic budgets (not fairytales), keeping
records (the bane of my life!), the importance of having a good
accountant and how to find one, the cost of expanding, and knowing
how much you should be charging for your goods and services.
The section also discusses the pitfalls of expansion, how to know
when you are in financial trouble and, most importantly, what to do
about it. This is an important section, because it’s the area where
most businesses perish.
#5 Don’t be undercapitalised—have enough money from the start

#6 Budgets and planning—welcome to reality (plan for the worst,
not the best)
#7 Financing—it pays to shop around
#8 Keep your personal and business records separate
#9 Find and use a good accountant
#10 What’s the difference between an accountant and a financial
planner?
14
FINANCIAL BOOSTER TIPS
#11 What to do if you get into financial trouble

#12 The real cost of expanding—can you afford it?
#13 Beware of giving credit
#14 Chasing bad debts—is it worth it?
#15 Keep good records from the start
#16 Keeping costs down without losing customers
#17 How to know what to charge
#18 Don’t invest your superannuation in a business venture
#19 Beware the third-year boom and fourth-year bust
15
5 Don’t be undercapitalised—have enough money

from the start
I bought my first business for $22,500. The asking price was
$25,000 and I negotiated the price down. The owner agreed to
my offer, and I went to the bank and borrowed the money. The
cheque was handed over and suddenly I was running my own
dive shop. I have to say, I felt pretty pleased with myself!
Unfortunately, I started making mistakes the minute I
handed over the cheque. I borrowed just enough money to
buy the business and not one cent more. I was immediately
inundated with bills as a result of the sale. They included
accountant’s fees, state taxes, legal fees, and so on, totalling
about $5000, which, of course, I didn’t have. Also, I had pur-
chased the dive shop at the beginning of winter—the quietest
time of year for this kind of business. Some of the equipment
was old and needed to be replaced, and the level of stock was
very low. All in all, I had got off to a pretty bad start. In many
ways the business never really recovered, because I was always
seriously short of money.
If I could turn back the clock and use the experience I now
have, how would I have approached this same situation? First,
I would have negotiated much harder on the sale price. The
previous owner wasn’t making any money and, in hindsight,
I probably could have bought the business for next to nothing.
Second, I would have paid a mechanic or an engineer to check
all of the equipment to determine whether it was in good
condition and what would need to be replaced.
Finally, I would have worked out how much it was going
to cost me to operate the business for a full year, taking into
consideration all the expenses, including my wages. Once this
figure was determined, I would have added it to the negotiated
cost of the business. To this I would have added the cost of
replacing any equipment that wasn’t in good enough condition
to last 12 months. Once a total figure had been determined, I
would have added a 20 per cent contingency and the new total
16
is how much money I would have tried to borrow from the

bank. Obviously, I would be asking for a lot more money, but
if I couldn’t get the total amount I would have to think long
and hard about buying the business in the first place.
Many people get caught up in the emotion of the moment
when it comes to buying or starting a business. Their excite-
ment about the new venture often overshadows their normally
strong sense of reason. There is a lot to be said for having time
to cool off and really consider the decision.
There are two types of businesses in the world: those that
have experienced a lack of money, and those that will experi-
ence a lack of money. Nine times out of ten, a lack of money
can be traced back to not having enough money from day one.
I was in a position with my first business where I had to start
making a profit from day one. Not just turning money over,
but making a profit. This is very hard to do. When starting or
buying a business, there are so many potential pitfalls that can
affect income that there really are no certainties.
If you are starting a business, you will need to be sure that
there are people who are prepared to buy your products. It will
take you a while to establish your own customers and to build the
business up to a level where you are covering costs. While you are
building the business, you will still need to pay for all of your
fixed expenses and this goes back to the amount of money you
have available when starting your business (your start-up capital).
If you are buying someone else’s business, you are buying a
cash flow and existing customers (goodwill). Unfortunately,
there is no guarantee that the customers will continue to use
the business when you take it over. You need to allow for the
fact that you may lose a certain proportion of these customers.
I have seen this happen many times where a business is sold and
the customers leave in droves. Often the new owner goes broke
in a relatively short amount of time. This normally indicates
that they didn’t allow for the possible exodus of customers and
didn’t have sufficient capital behind them to cover these losses
until they built up their own customers.
17
Owning and operating your own business can be incredibly

rewarding. It’s certainly a lot more enjoyable if you can reduce
your stress levels by having good financial planning and a real-
istic approach to how much money it will take to get you to
where you want to be. Ensuring that you have enough money
to start or buy your business is essential.
18
6 Budgets and planning—welcome to reality (plan for

the worst, not the best)
In Booster Tip #5 we talked about the problem of not having
enough money when you start your business. This booster tip
looks at setting budgets that are realistic and honest. In business
we all need to set budgets. We need to know exactly how much
it will cost to run our business and thus how much money we
will need to cover those costs.
A common mistake in business is poor planning and unreal-
istic expectations in terms of income and expenses. From my
experience, the three most common errors are:
• underestimating costs (expenses);

• overestimating how much money will come in (income);
and
• failing to recognise that money will be slower coming in
than expected.
Obviously, the end result of these errors is a serious lack of cash

(or a cash flow problem).
This booster tip aims to encourage you to take a realistic
approach to budgeting. Don’t plan for the best possible
scenario, plan for the worst. If everything turns out better
than expected, you will end up with more money in the
bank—an end result that is easy to live with.
When planning your expenses, take absolutely everything
into consideration and then make an allowance for the out-of-
the-ordinary or unexpected costs. A lot of expenses are easy to
budget for because they come in month after month. Rent is a
prime example—it’s easy to budget for because it’s roughly the
same amount every month. Other expenses—such as bank
fees, state and federal taxes, repairs to vehicles, breakdown of
equipment, insurance, legal and accounting fees, and so on—
are harder to plan for; however, allowance needs to be made
for them.
19
As an example, let’s assume that it costs you $10,000 per

month in simple fixed costs to open your business doors. This
includes all the expenses that you can budget for. (Even the small
bills that are only a few dollars a week add up and have an effect
on your bottom line.) Now you need to allow for unexpected
costs. I budget for extra costs of 20 per cent per month on out-
of-the-ordinary costs, and generally this more than covers those
extra costs. Once again, if there are no out-of-the-ordinary costs
I come out in front. Based on this principle, the costs to operate
your business are now $12,000 per month. This tells you exactly
how much money you need to make each month to cover your
costs.
Overestimating the amount of income you can expect from
your business is a very common mistake. We have to be opti-
mistic to run a business, but there is a fine line between optimism
and naivety. As far as I am concerned, income isn’t guaranteed
until the money is in the bank. I have been caught out many
times by spending money that was definitely meant to come in,
only to find that for some reason the project didn’t go ahead.
We know how much money we need in order to operate, so
we have an income target. When planning for income the same
principle has to apply—be conservative, and underestimate
rather than overestimate. If you are wrong, the worst that can
happen is that you end up with more money in the bank than
you anticipated. Only you can really set your budget for
expected income. If your business has a history you can often
plan fairly accurately based on previous years, but if you are
starting a new business you sometimes have to make an edu-
cated guess. Be very careful of making assumptions that cannot
be backed up.
I once worked with a company that started a new business in
a shopping centre. They budgeted for 10 per cent of the people
coming into the centre to visit their business. Obviously, this is
a big assumption based on little apart from simple traffic flow.
Other factors that influence this assumption relate to location,
costs, competition, appeal of the business, staff, the fit-out of
20
the shop, and so on. The business struggled for many years
simply because the assumption that was made was wrong and
overly positive. A common practice of good budget planners is
to allow for both worst case and best case scenarios.
Like income, cash flow needs to be planned, especially if
your business works on customers being given accounts.
Often a business can be trading very well, with ‘on the book
profits’ looking fantastic, but in reality there is never any
money in the bank. Cash flow problems can destroy a busi-
ness quicker than anything else. When planning for cash flow
always be conservative, allow for delays and the odd bad debt,
and have a back-up plan just in case cash flow becomes tight.
Most cash flow problems stem from being undercapitalised
(Booster Tip #1) from the start.
In closing, the most important point to be taken from this
booster tip is that you need to be a realist when planning
budgets. If you find this hard, seek advice from someone
impartial, such as an accountant. Setting tight, conservative
budgets is a trademark of successful businesses and it will
certainly make running your business easier.
21
7 Financing—it pays to shop around

These days everyone wants to lend you money. If you have a
reasonable credit rating, your letterbox will be filled with an
abundance of amazing deals that will all put you further into
debt. Financial institutions will treat you like you are the most
important person in the world—until you sign on the dotted
line. Then try being a week late with a car payment to find out
what poor customer service is all about.
The truth about finance is that everyone will give it to you
when you don’t need it, but no one will give it to you when
you do need it. That’s the harsh reality, and in many ways it’s
understandable. Another reality is that if you don’t own pro-
perty of some kind, you will pay through the nose for any
finance because you are considered a higher-risk borrower.
So, how does this affect you? First, try to avoid asking for
credit when you are cash strapped or if you don’t own property.
A few years ago I went to the bank to ask for a $5000 overdraft.
I had trading figures for several years which were reasonably
good, but at the time I didn’t own any property. The bank
manager didn’t even read my application. He simply said that I
would be better off using one of my credit cards to get a cash
advance if I needed extra money. The problem with this was
that my credit cards were all attracting 17 per cent interest and
I didn’t want to pay that much, but I had no choice.
There have been many instances during my business career
when times were tough and I needed extra cash to keep paying
the bills. Desperate for money, I have had to resort to borrow-
ing from a financial institution of some sort at a ridiculous rate,
and ended up regretting it for years. For instance, I purchased
a secondhand car about five years ago. The dealer arranged the
finance very quickly, and before I knew it I was signing a con-
tract. I borrowed $24,000 at 17.5 per cent interest and ended
up paying back a fortune. Not once did I think to shop around,
or to ask the lender for a better rate. At the time, banks and
credit unions were offering car loans for about 9 per cent
22
interest! Over five years this oversight cost me a lot of money,

and I certainly won’t be making the same mistake again.
Often when we approach a finance company, we do so with
our hat in our hand almost begging them for the money. The
irony of this is that they know it, and they encourage this kind
of behaviour since they make a lot of money out of us. You
should therefore shop around when looking for any kind of
finance. Feel free to negotiate on interest rates. Now that I am
older and a little wiser, I know that most financial institutions
have some room to move; even if they can’t budge on interest
rates, they can waive fees and offer other incentives.
Remember, you are the customer and they stand to make a
lot of money out of you.
23
8 Keep your personal and business records separate

A common mistake, especially among first-time business oper-
ators, is to fail to keep your personal records separate from your
business records. There may be times when you pay a bill for
the business with your own credit card or pay a personal bill,
such as your electricity bill at home, with a company cheque.
The problem with this is that it makes working out your tax
return a lot more complicated, because you generally cannot
claim personal expenses on your tax return. It also becomes a
paperwork nightmare when you have to allocate where funds
have come from or where they have gone to.
Of course, I have been guilty of doing this in the past. With
my first business, I didn’t even know that the two should be
kept separate; I just assumed that all the receipts needed to
be kept in the same shoebox. My first accountant was very
patient. He had retired and I think that he felt sorry for me, so
he very gently explained how the system worked and from that
time on I have been reasonably good at it.
Another problem with mixing your business records with
your personal records is that you can end up paying either not
enough tax or too much tax. Both are potential problems and,
generally, taxation departments are not all that understanding
about poor bookkeeping practices. At the end of the day, you
should know the difference; ignorance isn’t an excuse.
I know a lot of business operators who are always putting
their hand in their pockets to buy things for the business.
It might only be a few dollars at a time but it all adds up. To
overcome this, you need to have some petty cash—say, a few
hundred dollars—that you use for these smaller purchases. The
key with petty cash is to keep receipts to ensure that when it’s
all spent, the receipts equal the total amount. Then you write
another cheque and start again.
Over the years, I have lost literally thousands of dollars in
unclaimed expenses simply because I couldn’t seem to get my
head around the idea of petty cash.
24
It makes life a lot easier if you can start your business by

keeping your records separate. If you have been operating for a
few years and the areas are still overlapping, just start working
towards separating the two as soon as possible. Your accountant
should be helping you with this, but if you are still unsure
invest a little time and do a bookkeeping course. If this still
doesn’t work, you need to employ someone to control your
accounts who is ruthless and not intimidated by you being the
boss. If you don’t have the receipt, you don’t get the money.
No purchase order, no cheque. You get the message.
25
9 Find and use a good accountant

Having a good accountant is essential. Unfortunately, they are
hard to find. The biggest complaint that I would make about
accountants is that generally they aren’t interested in my busi-
ness unless it’s making a lot of money. I agree that this is prob-
ably the most interesting and appealing time from the
accountant’s point of view, but I have been most in need of
help and advice when things aren’t going quite so well.
So, how do you find a good accountant? I took the follow-
ing steps to find my current accountant, who is great. First, I
picked up the Yellow Pages and picked out ten names that
appealed to me for whatever reason (for example, I liked the
colours in their advertisements). Then I rang ten business
associates and asked them who they used and whether they
would recommend them. Then I made appointments with
the companies that matched. There were five firms in total
that I was now considering.
During the appointments with each accountant, I inter-
viewed them. I wanted them to tell me why I should use them,
and I asked for the names of several of their clients so that
I could verify that they were as good as they said they were. I
wasn’t rude or arrogant, but at the same time I wasn’t intimi-
dated by them. I wanted someone who would guide me and
help me to build up my business. I was honest in telling them
about the positive and negative features of my business and
what I needed. It is important that you have these points clear
in your own mind.
Two of the five firms refused to give me the names of
people to verify their services, so they were out straight away.
I rang each of the people whose names the three remaining
firms had supplied, and I made my decision based on those
people’s comments. I must be honest and say that an impor-
tant feature that I was looking for was an accountant with
whom I could communicate easily. We needed to connect.
It’s perfectly acceptable to discuss costs with your prospective
26
accountant. In fact you would be crazy not to ask what their

hourly rate is and for an approximation on annual costs. This
way, there are no surprises for you or them. A common busi-
ness mistake is people not asking how much something will
cost until after the work is done. Then they complain about the
expense. Good communication should eliminate this particular
hazard.
Once you have decided upon an accountant, you need to
start building a relationship. Don’t be embarrassed about the
state of your financial records or the fact that your business
might not be making a lot of money. Accountants are like
doctors. They won’t tell anyone else, and they have generally
seen it all before. Most importantly, you have to be completely
honest with them. If your accountant submits your tax return
based on the information that you have given them and it’s not
true, you get into trouble, not them. So be open and tell it the
way it is.
If there are problems in the way you do things, your
accountant should be working with you to help eliminate those
problems. It may take a while, but as long as you are working
together, virtually any problem can be overcome.
A good accountant is a powerful weapon in the arsenal
required to survive in business. I believe that an accountant
can only be as good as their client. Be open to their ideas, be
honest and take their advice—after all, that’s what you are
paying them for.
27
10 What’s the difference between an accountant and

a financial planner?
This is a question that doesn’t really have a clear answer. It’s
important to know that these services exist, because you need
to know which one you may need at any time.
I use an accountant to make sure that all of my legal obliga-
tions are met. These include lodging periodical tax returns,
documenting minutes to annual meetings and ensuring that all
company fees are paid on time. My accountant is also there to
advise me on ways to reduce my taxation where possible. He
helps to identify legal ways to save tax, and makes recommen-
dations for protecting my assets and limiting my liabilities.
He also helps with my overall business strategy and planning
for the long-term future of the business and myself.
I use a financial planner specifically to build my own wealth.
My financial planner has arranged life insurance, superannu-
ation, income protection policies and high-interest investments.
His role is to take the money that I earn in my business and
make it grow.
Confusion stems from the fact that many accountants are
also financial planners. I believe that the two roles go very
much hand in hand, but I like to have advice from two sources.
If your business is anything like mine, in the early days there is
no money. Paying the accountant is hard enough, and the idea
of using a financial planner isn’t even an option. As your busi-
ness matures, you will find that you have some extra funds
available and eventually there will be a time when you need to
start thinking about what to do with this money.
Whichever way you want to go, and in a perfect world you
would probably use the services of both professionals from day
one, remember that you want these people working for you to
give you every possible advantage in achieving financial success
in your business.
When choosing a financial planner, adopt the same strategy
as you would for finding any professional adviser. Ask friends
28
and business associates for their recommendations. When

meeting potential financial planners, ask for the names of
several clients whom you could call to verify their abilities. If
they aren’t prepared to do this, look somewhere else.
29
11 What to do if you get into financial trouble

There are two types of businesses: those that have been short of
cash and those that will be short of cash. I have yet to meet a
self-made business person who hasn’t had this problem at some
time in their career.
How you handle difficult times is very important. You want
people to continue to work with you and not immediately stop
supplying you, which will ultimately close your business. In my
early business days I made plenty of mistakes and was often
short of cash. My response was to use the old ‘the cheque’s in
the mail’ routine, acting surprised when an angry supplier rang
to say that they hadn’t received payment.
Thanks to a kindly bank manager who sat me down one day
and told me how to handle problems like mine, I discovered
that there is a better way to handle this situation. Talk to
people. If you let them know what is happening, why it is
happening, and most importantly, what you are doing about it,
most suppliers will bend over backwards to help you. They
don’t want to lose the money that you already owe them, and
they certainly don’t want to lose your business.
Working out a payment plan is a logical step. Some compa-
nies organise a system where you pay for all new orders up-front
and pay off the outstanding amount over a set period of time.
Whatever the arrangement, you work things out to the benefit
of everyone.
There are also businesses that specialise in what is called
turnaround management. They help businesses by talking to
suppliers on your behalf. They can mediate with landlords and
financial institutions, possibly help with restructuring your debt,
and generally remove a lot of the pressure during these difficult
times. These services aren’t free; in fact, they can be quite costly.
However, they can make the situation more bearable so that you
can get on with the job at hand, boosting your business.
Apart from communication, the best way to handle and
survive this situation is to avoid it. If you are concerned about
30
the financial state of your business, talk to your accountant

immediately. Once again, you have to be completely honest
and open; half-truths will only hurt you more. I believe that
more businesses go broke because of embarrassment than any
other reason. By the time the business operator finally goes to
talk to their accountant, it’s often too late.
31
12 The real cost of expanding—can you afford it?

Expansion costs money. It’s as simple as that, and there are
plenty of businesses that have gone broke because they have
expanded too quickly.
I have a friend who is a photographer and publisher. He runs
an extremely successful and profitable business. I remember
talking to him one day about how well his business was going.
He looked me in the eye and said that he had to be very careful
because his rapid expansion was making things very difficult
financially. I was shocked and didn’t really understand, until he
explained that every time he expanded his products into a new
business it cost him several thousand dollars in set-up costs and
then he had extra outlays with maintaining his customer base.
Because his products were in such large demand, he had lots
of shops that wanted to sell his books. It was nothing for him
to have 50 or 60 new customers per month, which in reality
cost him almost $150,000 to set up. It would take up to a year
to recoup that money, so it’s easy to see the burden that this
kind of expansion would have on the company’s cash flow.
Luckily, he is a smart operator and he employed a good finan-
cial controller to help steer the company through the ongoing
expansion.
There is a general philosophy that businesses should be
growing and expanding all the time. It’s important to under-
stand that there is a cost to pay for this expansion and that you
really need to plan your business’s growth carefully, at a rate
that you can afford.
Of course, for many businesses there are cost advantages to
expanding, such as increased buying power. My point is that
to get to that stage costs money, and your business needs to be
able to afford the growth.
Another friend of mine, who owned a large transport
company, always said that it was much harder to downsize
a company than to expand. The point that he was making is
that when you expand, you are basing the expansion on
32
increasing revenue from more customers. If, for some reason,

that suddenly stops, it’s very hard on everyone to shrink the
business down to a profitable level. Staff have to be laid off,
office size reduced, debt decreased, and so on.
The main point of this booster tip is that if your business is
growing due to demand, that’s great. But be careful about how
you manage that growth, and build into your business plan the
fact that one day you might need to downsize.
33
13 Beware of giving credit

We all want customers, and we generally want lots of them. In
our haste to build up a customer base, our credit control can
often go out the window. I have owned several businesses that
have nearly been sent broke because people wouldn’t pay their
accounts. I don’t blame them; I blame myself for not being
tougher about giving them credit in the first place.
At the end of the day, if I don’t get paid, I can’t pay other
people. It’s the classic vicious cycle that is very common in busi-
ness. If you run a business where people pay you on the spot,
you are one of the lucky ones. If you run a business in an indus-
try that generally works on invoices and accounts, you need to
be very careful.
The point of this survival tip is to be careful about giving out
credit in an attempt to win the business. Of course, the major-
ity of businesses are excellent at paying their accounts. They are
not the ones to worry about. It’s the others who are slow, or
perhaps not trading very well, who are the concern.
If you give credit, you should have a system in place to check
the applicant to make sure that they are good at paying their
bills. Even the smallest business can have a credit check system
in place. A simple form asking for several trade references is
really all you need. (See the appendix at the back of this book
for a sample credit request form.) Many companies now ask for
a director of the company to sign a guarantee. It’s up to you.
If we are approached by a new client for credit, we ask for
several trade references and we always check them. We also ask
other business associates if they know of the client and if they
know much about them. If they check out, we will extend
credit. If they don’t check out, we ask for payment up-front. We
generally ask for a 50 per cent deposit from all new clients as a
matter of course to ensure that costs are covered.
Another important issue with extending credit is to ensure
that your payment terms are clearly explained. If you are issuing
a 30-day account, spell this out. If it’s a seven-day account,
34
make sure that the customer knows and acknowledges the fact.
They may not be able to work to such a short payment time
(often the case with large companies), so you will need to make
another arrangement. Frank, open discussions about money
and payment terms in the early stages of a business relationship
will avoid problems in the future.
Another important point is that a company may be trading
well when you start working together; they pay their bills on
time and everything is fine. Then they start slowing down and
30 days turns into 60 days, and 60 into 90. Be aware that this
is a warning signal that there may be a problem and you need
to communicate with them to ensure that your money is safe.
Some businesses, when they have their credit cut, change
suppliers. A good tip that I have read in the past is that if you
suddenly get a new customer for no apparent reason, be careful
that it isn’t because no one else will give them credit.
35
14 Chasing bad debts—is it worth it?

If you are in the unfortunate situation of having bad debts that
are long overdue and need chasing, you need to decide when to
stop chasing them and when to write them off. Obviously, it’s
better not to have bad debts in the first place, and a good credit
control system will, to a large degree, eliminate this problem.
Chasing bad debts costs time and money, sometimes a lot of
both. I once owned a publication that was owed a lot of money,
in excess of $50,000, that was long overdue. The business had
struggled for a long time because credit was given too easily. It
reached a point where the viability of the business was doubt-
ful because this outstanding money couldn’t be collected.
As I wasn’t getting any results, I employed a debt collection
agency. While they managed to get some money in, the vast
majority was still outstanding. I was incurring costs all the
time, and eventually the debt, with collection costs, was actu-
ally growing. Some of the companies that owed money went
broke and I ended up recovering only a few cents in the dollar.
Others were taken to court and judgments were received
against the businesses but I still had to chase them for the
money.
In reality, it was a joke. The majority of the money wasn’t
collected; in fact, I was almost $20,000 worse off due to col-
lection fees, wages and telephone, stationery and other costs.
This doesn’t even take into consideration my time and the stress
that the whole situation caused. I made the decision to write
off the debts that couldn’t be collected, and I have to admit that
this was a very hard decision to take. If I didn’t write them off
I could still be chasing half of them today, and imagine how
much they would have cost me then!
The moral to the story is to know when to say, ‘Enough is
enough’. As much as it might really aggravate you, there is a
time when you have to let go of a debt and use it as a tax loss.
This is particularly important when it comes to collecting small
debts that can easily cost more to collect than the value of the
36
debt. An associate of mine had worked out that it cost his

company $100 per month to chase each outstanding account.
Obviously, what for them was a small account of a few hundred
dollars would soon be used up in collection costs.
If you are using a debt collection agency, make sure that you
know exactly what steps they will take to recover your money
and how much you are likely to be up for at every stage of the
collection process. Getting a judgment in a court is no guaran-
tee that you will get your money.
It’s sometimes the case that people who owe you money are
having legitimate problems and I would always say that it’s
better to work with these people and accept a payment plan,
even if it’s only a small amount per week or per month.
By working with them you may get all of your money, and if
their business turns around you may just end up with a very
loyal client.
A friend of mine used to own a very seasonal business that sold
gifts and souvenirs to tourists. In the peak of the season he had
lots of cash flow, but in the off season he was always struggling.
Over the years he had established a good rapport with his sup-
pliers where for six months of the year he paid cash on delivery
and for the other six months he paid in 90 days. This relation-
ship worked for all parties and he always honoured his payments.
His communication enabled him to work with his suppliers to
ensure that his supply wasn’t cut off in the off season, and they
had a good customer who paid on the spot during the peak
trading period. A situation like this is obviously a win–win, even
if it is somewhat unconventional.
37
15 Keep good records from the start

If you are reading this book in the anticipation of opening your
own business or buying a going concern, I cannot stress enough
the importance of keeping good records from day one. There is
really no other way to know how your business is going except
by having good records.
If you are wondering where you put your cheque book, or
that garbage bag in which you’ve stuffed the last five years
worth of receipts—don’t worry, it’s never too late. Pay a book-
keeper to get your records in order. It’s not that expensive and
it really is worth the effort.
There is something very satisfying in being able to press a
few buttons on a computer and know exactly how much you
owe, how much is owed to you and how much profit you have
made so far this year. The only way you are able to know this is
by keeping good records.
Taxation systems throughout the world are forcing business
operators to keep better records, and while it can be time con-
suming it really isn’t all that difficult. I know a number of
people who don’t pay themselves at the end of the week until
they have brought their books up to date, or they pay them-
selves a bonus when they have done their books. Whatever
works for you is fine.
Often the biggest problem with book work is where to put
it. There are receipts, bank statements, cheque stubs, invoices,
statements, and countless other bits and pieces. If you are not
an organised person, you may need to find someone who can
sort out your books for you.
I have a bookkeeper who comes in once a month. They
spend five or six hours keying in the information, and at the
end of the session I am given a profit and loss statement. This
costs me around $200 per month. For the peace of mind it
gives me this is a small price to pay.
38
16 Keeping costs down without losing customers

I often see companies that are going through difficult financial
times trying to cut costs. The problem is that the areas where
they are cutting costs are causing them to lose customers. This
clearly compounds the problem and sends the business into a
downward spiral.
It is smart business to keep your costs down as much as
possible. There aren’t too many businesses that couldn’t shave
thousands of dollars off their yearly operating costs by making
a few simple changes or reviewing a few operational procedures.
It is important to think long and hard about the areas where
cost cuts are to be made. Unfortunately, staff are normally the
first to go, followed closely by advertising and marketing. These
are often big expenses and they appear to be areas where cost
savings can be made quickly.
Of course, dropping staff numbers can lead to customers
having to wait longer, phones not being answered, orders not
being processed, and so on. While there is no doubt that busi-
nesses sometimes become too staff heavy, it’s essential that the
level of customer service be monitored when changes are made
to ensure that you don’t start losing business as a result of your
cost cuts.
With advertising and marketing, there is absolutely no doubt
in my mind that the time you need to promote your business
the most is when you are quiet. Advertising and marketing can
take time to begin to have an effect. If you stop advertising
altogether, you can compound your problem.
The point behind this booster tip is the need to plan your
cost cutting; don’t just be reactive.
39
17 How to know what to charge

One of the hardest issues that all business operators face is
knowing how much to charge. If your prices are too high you
might not get any customers, and if your prices are too low
you might get a lot of customers but make no money. It’s a fine
line that is often hard to determine.
There is a basic business practice which, if followed, will
make determining your costs a lot easier. First, you need to
know how much it costs to run your business (see Booster
Tip #6). Second, you need to decide how much you want to
make out of your business. Add this to your costs and you will
come up with a figure that determines how much money you
need to make each hour, day, week, month and year.
From here you can generally determine an hourly rate, or the
number of items that you need to sell at a certain price to meet
your targets. Once you have determined this rate or price, do
some homework. Check the prices of other businesses to see
how much they are charging for similar products or services.
If your sums are right you should be in the ballpark.
There are also some other factors to take into consideration.
If your business is brand-new, you are an unknown quantity—
you have no customers to serve as testimonials or references,
so prospective customers have to assess you based on what you
tell them and the prices that you charge. If your prices are too
high with nothing to back them up, you might be looking for
trouble.
On the other hand, if you have been in business for a while
you will have a track record, happy customers, and experience
that has a certain value. Based on this you can afford to charge
more because you are a known quantity that can back up any
promises that you make.
It is common for business operators to undercharge. I know
that as consumers we always feel that we are being overcharged,
but in reality it’s often the other way around. Many business
operators undervalue their own time and expertise.
40
My advice is to charge what you are worth. As long as you

can deliver what you promise, you should be fine. It’s also
much harder to put prices up than it is to lower them. I’m not
saying that you should rip people off—in fact, the exact oppo-
site: give people value for their money and they will be prepared
to pay for it.
Winning business or customers on price alone is hard work,
and there are many, many examples of companies that haven’t
thrived using this principle. Determine what to charge based
on your costs, your desired profits, the competition and your
unique business features.
41
18 Don’t invest your superannuation in a business

venture
At various times in our lives, we may come into some money.
It may be a superannuation payout, an inheritance from a rela-
tive, a redundancy package, share dividends or even a lottery
win. Many people use these windfalls either to start their own
business or to buy an existing one. Unfortunately, many of
them soon lose this money.
One of the biggest areas of complaint in our lives is work. It
stinks, the boss is a jerk and the pay is lousy. We have all heard
it a hundred times, and we have all been in the same situation
ourselves. Because of this perception, one of our biggest desires
is to work for ourselves so that we never have to deal with a jerk
of a boss again. When that big payout comes through, often
the first thing we plan to do is buy a business where we will be
our own boss.
This is where the problem begins, and I have started to see it
happen more often in recent years. People with money, but no
skills in running their own business, invest hundreds of thou-
sands of dollars into a business and then lose the lot. Just
because you have eaten at a restaurant five times a week for the
past 20 years doesn’t mean you can run one.
Now, don’t get me wrong. I am an eternal optimist who
encourages people to succeed wherever possible. But it breaks
my heart to see a couple in their sixties have to go back into the
workforce because they have lost their house or their super-
annuation payout on a business venture that was doomed from
the start.
If you have a large chunk of money, or you are going to come
into a large chunk of money, think long and hard about what
you want to do with it. Running your own business isn’t easy.
It certainly doesn’t mean freedom and can be more stressful
than working for someone else.
On the other hand, it can be incredibly rewarding and satis-
fying and it is the life that many of us have chosen. However,
42
we often go into business because we are in the field already.

I was a sales and marketing manager for a large company, so
it made sense for me to become a marketing consultant. If a
mechanic working in a garage decides to start his own similar
business, that makes sense to me. But a librarian deciding to
start a fireworks company somehow doesn’t.
By no means is this an all-encompassing rule—if it was, no
innovative businesses would ever get off the ground—but it’s
the norm, rather than the exception. Before you part with your
windfall, think long and hard about the good and the bad
points of owning and running your own business. Don’t get
caught up in the idealistic daydream that few businesses offer in
reality. Go into any business venture with your eyes wide open.
43
19 Beware the third-year boom and fourth-year bust

An unusual business phenomenon that I have been told about
is the third-year boom and fourth-year bust. Once I became
aware of it, I started to notice how real it was. The first year of
business is generally pretty hard but exciting. It’s the year where
you jump for joy when you get your first customer or the first
big contract and at the same time bite your nails wondering
how to pay the electricity bill. It’s a year that goes by quickly
because there is so much happening.
Assuming that you have made it through the first year, the
second year starts and you are a lot smarter. You have made a
few mistakes, lost some money, done some great work and
some that you might like to forget. Financially it’s still hard, but
you can see light at the end of the tunnel. Towards the end of
the second year you start to notice that there is always a little
more money left in the bank account at the end of the week,
and you seem to be getting more and more customers because
word of mouth is starting to spread about just how wonderful
your business is. At the same time, you are tired and stressed
because it’s been a hard two years.
You are into the third year and business starts to boom. At
the end of the week there is a lot of money left in the account
and you can now start to reward yourself. Perhaps you buy
yourself a new car, maybe even a new house, maybe a good
holiday. While you are busy spending this money, phone calls
aren’t being returned, customers are starting to leave, bills aren’t
getting paid and you don’t notice.
As you start the fourth year, your attention is shockingly
brought back to the business when the tow truck pulls away
with your shiny new sports car. At about the same time, the
bank rings to say that your cheques are bouncing and finally
you are forced to close the doors.
I’m not saying that every business goes through this cycle,
but if you keep an eye out you will notice that it happens a lot.
Being aware of it may help you to avoid it.
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45
4 Business relationship
booster tips
In business we form relationships with many different people. These

relationships are on a number of different levels, requiring the
average business person to change hats regularly throughout
the working day. The relationship you will have with your staff is
different from the relationship you will have with your bank manager
or with your customers. Each is important, but they have fundamen-
tal differences that, once identified, tend to make the process of
relationship building much easier.
In the end, the better your relationship is with everyone you deal
with, the better off you will be. Life will be simpler, there will be fewer
conflicts, and you will be able to focus on what you do best.
#20 Partnership pitfalls—how to avoid them

#21 Build a relationship with your suppliers
#22 Build a relationship with your landlord
#23 Build a relationship with your professional advisers
#24 Build a relationship with people in your industry
#25 Find a balance between work and home
#26 Use mediation to solve conflict
#27 Accept that others may not share your enthusiasm
46
BUSINESS RELATIONSHIP BOOSTER TIPS
20 Partnership pitfalls—how to avoid them

Having a partner in business can be both a blessing and a
disaster. The sad reality is that partnerships have a high rate of
failure, due to problems between the partners themselves and
not with the business. I have had several partnerships, but only
one that has really worked. In that case, the partners were silent
and very supportive.
The biggest problem with partnerships is that the partners
spend a lot of time planning the honeymoon and no time plan-
ning the divorce. What I mean by this is that one day, you may
find that your business partner is driving you crazy and you no
longer want to be involved with them. If you have a written plan
and agreement on what to do in this situation, you just pull it out
and implement it; it’s like a business pre-nuptial agreement. If you
don’t have an agreement, though, things can suddenly turn ugly.
I mentioned earlier in this book the importance of setting
realistic goals and budgets. If you have a partner, there is always
a chance that the relationship simply won’t work—regardless of
how close you are as friends or relatives today. If it reaches the
stage when you need to part company (and you will know that
time when it arrives), you need to have what is commonly
known as an exit strategy. This is simply a plan that outlines
how you or your partner can get out of the business with
minimal damage and loss.
I strongly recommend that you budget some money when
setting up your business to have a lawyer draw up a partnership
dissolution agreement, which is the legal form for an exit strat-
egy. It is in both your and your partner’s interests to have such
an agreement. It is important that all parties are fully aware of
what it means and the implications of signing it. Basically, an
exit strategy document normally allows the remaining partner
the first option to buy out the departing partner at a price
determined in a pre-agreed manner.
I have painted a pretty grim picture of partnerships, and you
may now be looking across your desk at your partner with some
47
trepidation. However, like any relationship, a successful busi-

ness partnership can also be very emotionally and financially
rewarding. It’s all about communication and working together.
If you are lucky enough to have a strong partnership, congratu-
lations; if you are involved in an awkward partnership, try to
work things out.
My pool of advisers all made the same comment: partners are
often a necessary evil. You may need their money, their expert-
ise, or a combination of the two. Ensure that everything is in
writing and plan for the day that you hope never comes.
48
21 Build a relationship with your suppliers

Suppliers are an important part of any business. Having a good
relationship with your suppliers will help you to get through
the hard times. Most relationships with suppliers start off
somewhat tenuously, with both parties kind of checking each
other out. How you treat your suppliers will play a big part in
how they treat you.
I often hear people complaining about how slack their
suppliers are about this or that; about how they are unreliable
and always letting them down. Sometimes I find this quite
amusing, as I have seen the same companies doing the same
things to their own customers.
Like any relationship it needs to be built on solid foun-
dations. If you become known for always phoning up to
complain, your suppliers will soon become sick and tired of
hearing from you. Be professional and courteous, and try to
develop a rapport with individuals within the company. It’s
much easier if you can give Steve, the sales manager, a call and
ask him to courier you an urgently needed part as a personal
favour, rather than have to go through a sea of anonymous faces
who will probably say ‘no’ as a reflex action.
Likewise, if you are having a lean month and cash is short,
your suppliers need to be on side. If you are a bad payer, they
may not want to deal with you anymore. If it’s just a temporary
situation and you have a good relationship with your suppliers,
business will likely proceed as usual. You need your suppliers, and
they need you. Why not work together and make everyone’s life
a little easier?
I had a client who always required their printing done
urgently. Every job was desperately urgent, and I had to pass
this message on to the printers. However, when every order was
urgent, the printers stopped treating them as such. Then when
I really did need another job done urgently, it was a struggle to
get the printers to take me seriously. I had to sit down and
explain to the client that they needed either to review their
49
ordering timing, or to order larger quantities to help alleviate

the problem they were inadvertently causing.
Now I ask my clients for realistic deadlines for their printing
requirements. I mark the job accordingly, and I have a contract
with my printer that states that they will do everything in their
power to complete the jobs according to my deadline. Where
possible I allow as much time as I can, and the really urgent
jobs now get done very quickly. Everyone wins.
A lot of people use the word ‘urgent’ on orders, telephone
messages and emails. Only do this if it really is urgent, other-
wise people will stop taking you seriously and the last people
you want in this category are your suppliers.
50
22 Build a relationship with your landlord

Love them or hate them, landlords play a big part in any busi-
ness. If you are planning on buying a business or renting a
space, do a little homework first on the landlord.
I once had an office that had communal toilets shared by six
other businesses. As public toilets, it was up to the landlord to
clean and maintain them. We received a letter one day saying
that as a group we were using too much toilet paper and from
now on we would have to supply our own. This, of course, was
ridiculous and led me to ask the landlord if we were supposed
to hand our clients a roll of toilet paper on their way to the
toilet.
If you have a good relationship with your landlord, your
business life will be made much easier. Our business is located
in a high-rise building owned by a prominent Japanese com-
pany. I had heard all sorts of rumours about how difficult the
company could be, so it was with a degree of trepidation that
I started negotiations for renting an office. From day one, the
company and their representatives were fantastic—100 per cent
supportive, friendly, pleasant to deal with and understanding.
They even sent me flowers during a recent stay in hospital, and
now our company works on a lot of their property marketing
projects. It’s a two-way street. We pay our rent on time (well,
most of the time) and we spent a lot of money fitting out our
offices. We attract customers to the building and have added an
air of professionalism to a part of the building that was run-
down and starting to look empty.
In another case I have been evicted at short notice because I
didn’t have a legal lease, only a simple letter of intent, and the
landlord wanted the space for themselves. This very traumatic
and expensive experience highlighted the importance of having
a lawyer read over any lease documents.
It’s essential that you know and understand your rights as a
tenant. My latest lease document is over 100 pages in length,
with so many clauses and techno-legal talk that most people
51
would have no chance of understanding it. While there was

nothing intentionally wrong with the lease, my lawyer identi-
fied a number of points that could have been of concern down
the line. By spending $500 to have the lease reviewed, I was
reassured and my landlords made several amendments that kept
us both happy.
There are many organisations that can offer excellent advice
on your legal rights as a tenant, and if you need help a quick
surf on the Internet will find the names and contact details for
these organisations. As always, prevention is better than a cure,
so ensure that all of your homework and legal advice is com-
pleted before you even think about signing a lease document.
Your landlord has a vested interest in your business succeed-
ing. It means that they get a rent cheque each month. If you
go broke, no one wins. I strongly suggest that you do your best
to work together as a team. It also pays to shop around when
it comes to leasing a premises. Everything is negotiable to a
degree, and even if your landlord won’t negotiate on the rental
price, perhaps there are other areas where they can be more
accommodating.
52
23 Build a relationship with your professional advisers

I encourage everyone reading this book to use professional
advisers, including accountants, financial advisers and solicitors.
In fact, I believe strongly that you should call in professional
advice whenever you need help outside your field of experience.
Most importantly, do it as soon as possible; don’t wait for the
problem to get worse before calling in the cavalry.
Building a relationship with your professional advisers is
important. Don’t just look at them as people who are billing
you by the hour. Where possible, get to know them and how
they think. In Asian cultures, a lot of time is spent getting to
know people. A friend of mine is currently working in Korea,
setting up a large aquarium. He has travelled a lot, and con-
ducted many sales trips to Korea in the past but had very little
success. Having now spent some time there, he has realised
that it’s all about building relationships. Koreans like to get to
know you before doing business with you. In the past, my
friend would try to visit as many companies as possible; now
he realises that his time would have been better spent visiting
just one company on each trip, spending as much time as poss-
ible getting to know the key people and letting them get to
know him.
As someone who charges by the hour and falls into the cat-
egory of a professional adviser, I have to say that I am fussy
about who I do business with. If I don’t like a particular person
or business, I will do my utmost to avoid working for them. All
of my clients are friends, and while I don’t socialise with them
a lot I would go out of my way to help them in any way I could
and I know they would do the same for me.
Treat your professional advisers as people. Odds on they
won’t bill you for all the work they actually do, and if they like
you, the ink will normally be a little lighter on the invoice.
Develop a long-term relationship with your advisers and make
sure that they know where you are going and the role that you
want them to play in getting you there.
53
24 Build a relationship with people in your industry

There are two distinct groups within most industries: those
who are willing to share information; and those who want to
guard everything, treating all knowledge as top secret. From my
experience those who are willing to share information often end
up being far more successful because they get back as much
information as they give out.
I am a firm believer in exchanging information. It can be
very beneficial to talk to other industry associates who are
open-minded to see if they share your thoughts on current
industry trends, new methods, new products, and so on. This
is, after all, what makes any industry grow and expand.
I work very hard to establish a strong rapport with my
industry peers. This is made somewhat easier by the fact that I
live in a small regional city, because I tend to know the other
players through the course of my everyday business dealings.
In larger cities it can be harder, but often industry groups are
more organised, with larger member bases, allowing for more
functions, meetings and conventions.
Working with your industry peers enables you to share your
successes and failures. If you can share an experience that helps
to prevent an industry associate from making the same mistake,
you are doing more than a good deed; you are establishing your
own credibility as a professional.
It’s also a great feeling to be able to sit down with your peers,
regardless of whether you are a florist or a flautist, and be able
to openly discuss problems that you may be experiencing. It’s
reassuring to know that you are not the only one having these
problems (and the chances are that you’re not).
Successful business boosters aren’t afraid to be open and
frank with their industry peers. They may keep specific details
close to their chest (which I agree with), but they are secure
enough in their own abilities to be willing participants in a
fair exchange of information.
54
25 Find a balance between work and home

This is a tough one on many fronts. To boost your business,
you need to be able to work enough to keep the wolves at bay
and relax enough to keep the family remembering your name.
Most business people have trouble finding a balance between
the two.
I have a tendency to be a workaholic and it’s only when I
arrive home and find several suitcases sitting by the front door
that I realise I have been neglecting my family and I had better
do something about it. Often the problem can be rectified
with some simple time management training (see Booster Tip
#115), but it’s also a matter of establishing priorities.
When you are caught up in your own business it’s very
exciting. You enjoy spending time doing all of the little things
that make you feel like it’s your own business. Sometimes just
sitting in your shop or office after hours can be quite inspir-
ational, but the problem is that work soon takes over and we
launch into the standard excuse, ‘I need to work this hard to
cover my bills.’
I realised one day that I didn’t have to work the long hours I
was working, that I actually enjoyed the feeling of martyrdom
that many small business owners experience. I liked to moan
about how hard things were and how hard I had to work, and to
have other small business owners nod their heads in understand-
ing. It’s a load of codswallop. The problem with most of us is that
we work long hours but we don’t know how to work efficiently,
so half the day is wasted. As a result, we have to work every
weekend to catch up. And while we lament having to work yet
another weekend, our small business friends are patting us on the
back saying they understand how tough it is.
I know that there are times when money is tight. Sitting in
the workshop and cleaning the spanners at midnight isn’t going
to help. In fact, it will do more harm than good. If you are
going to thrive in business, you need to learn to be efficient
with your time and to work smarter.
55
Don’t try to win the martyr of the month award—go for the
efficiency award instead. Most of the successful people I know
work relatively short hours—they work when they want, they
earn more as they get older, and they know how to enjoy them-
selves. I very rarely hear them complaining about how hard
they are working. They all understand the martyrdom roller-
coaster ride and have learned to outgrow it and to change the
perception that, because you work for yourself, you have to
work a hundred hours per week.
If you are to last in business and boost your business, you
will need to learn how to work smarter and to balance your
home life with your work life. Make sure that your goals
include personal goals as well as business goals.
56
26 Use mediation to solve conflict

We all have to deal with conflict in our businesses. It can be
from an unhappy customer, a disgruntled employee, the land-
lord, someone you owe money to, a partner, or someone who
is taking legal action against you. Dealing with conflict can be
very distressing, and unless you know how to do it the results
can be anything from poor to disastrous.
A lot of legal firms now use professional mediators to help
resolve deadlocked disputes. This is done to free up the courts,
which are slowly being jammed by tens of thousands of relatively
minor law suits that should never have got as far as a courtroom.
The aim of mediation is simple: to try and get both parties
to negotiate and settle their dispute without incurring extra
costs and wasting more time. For mediation to be successful,
both parties have to agree to treat the mediator as impartial and
to listen to their advice. The mediator’s role is to find a resolu-
tion that is as close to fair for both parties as possible.
Mediation isn’t an easy road, but it’s far easier and far less
expensive than going to court. With mediation both sides win
and both sides lose, to varying degrees. With court proceedings,
one side wins and one side loses. It’s great if you win, but not
so great if you lose. Even if you win, it’s often hardly worth it
because of the legal expenses that cannot be recouped, the time
lost and the stress.
Mediation can be used on a smaller scale in the workplace.
If you have a problem that needs resolving with a member of
staff, try to find someone who will act as a mediator for you.
It’s important that this person is deemed acceptable by both
parties—you can’t just announce that your brother Bill is going
to mediate whether the other party likes it or not.
Mediation is a form of respect. By showing respect for the
other party, half the battle is won. You are saying that you hear
their grievance and understand that it’s important to them and,
as a result, that it’s important to you, important enough to seek
mediation.
57
Many retired politicians are going into this field. I don’t know
if this is a good advertisement for mediators or not, but there is
no doubt in my mind that mediation can solve a lot of problems
and let you get on with the task at hand. The two main factors
to remember with this booster tip are to resolve conflict as
quickly as possible (the longer battles go on, the worse they
become), and be prepared to negotiate to solve the problem. No
one wins a long, drawn-out argument or conflict.
58
27 Accept that others may not share your enthusiasm

This may seem a strange subject for a booster tip, but it’s meant
to point up the fact that there are many aspects to boosting
your business, not just profit and loss statements.
We can all get a little carried away when we become a busi-
ness owner. We love what we do and we become very excited
about it. I have a friend who sells plants around the world. He
is so passionate about it that the minute you mention any-
thing to do with plants, his eyes light up and his enthusiasm
takes fire. I find the business side of what he does fascinating;
however, others could easily find it boring. I could (and do)
talk marketing all day long. I love it. Most people have limited
tolerance and normally I can tell when they have reached
their boredom threshold. It doesn’t mean that they are not
interested in what we do; it just means that they are not as
interested as we are. You need to accept the fact that other
people may not be doing handstands every time you get a
new customer.
Recently I got a phone call from my publisher saying that
10,000 copies of my first book were going to be translated
and printed in China. I was doing cartwheels. The team in the
office all said, ‘That’s great, but what are we going to do about
the newspaper advertisement for a client that needs to be in
by 2.30 p.m., and the market research campaign that’s due to
start tomorrow and we haven’t finalised the questionnaire?’
My elation lasted about 30 seconds and then it was back to
business. At first I was a little hurt by this, but then I realised
that while my team were extremely happy about my success,
at the moment they had other things to deal with that were
more important to them. On their way out of the office at the
end of the day, everyone made a point of coming over and
congratulating me.
Accept that not everyone will share your passion for and
enthusiasm about what you do, or experience your trials and
tribulations the way you do. What is important to remember is
59
that you shouldn’t take it personally. You are your own product
champion, and no one will ever get as excited as you. Thriving
in business means not getting upset or offended when others
don’t share your enthusiasm.
60
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5 Staff booster
tips
I tend to get a little brassed off when people complain about their
staff, though I have been guilty of the same crime myself on a
number of occasions. Most of the time the problem isn’t with the
staff, it’s with us. Perhaps we have simply employed the wrong
person for the job, or put a person in a job and given them no train-
ing to enable them to do their work properly.
This section looks at ways to boost your business by preventing
these mistakes from happening. It also deals with the issues of moti-
vation and communication and ways to encourage your staff to
perform at their best.
#28 Put the job description in writing

#29 Always check references
#30 A trial period protects both you and the new employee
#31 Train your staff (and yourself ) properly
#32 Lead by example and your team will follow
#33 Communicate effectively with your staff
#34 Conduct performance reviews
#35 Be conscious of security issues—protect your business
#36 Dismiss staff who don’t work out
#37 Balance your staff numbers
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STAFF BOOSTER TIPS
28 Put the job description in writing

Very few businesses take the time to write a position descrip-
tion for each member of staff. This is typically a brief document
that outlines the employer’s expectations of their new recruit.
The hard work is normally in writing the first position descrip-
tion. After that, it can be adapted to suit other positions as
required. The type of information that can be included varies
from business to business. Typically, the following information
is included:
• The company’s general philosophy and mission statement to

ensure that the employee understands where you are coming
from.
• What the employee is expected to do and when they should
have it done by. This ensures that everyone is clear about the
job and all that it entails.
• Exactly what the employee receives for doing the job. This
should include how much they will be paid, the number of
days allowed for annual holidays and sick days, the
company’s contribution to superannuation, and other items
such as medical insurance, maternity/paternity leave and
any performance-based incentives. This section should also
include any other form of remuneration for the employee,
including such things as the supply of uniforms, free
parking, length of breaks, and so on.
• Company policies—this section enables you to detail your
company policy on issues that may be relevant to the new
employee. It can cover everything from staff discounts, to
dealing with complaints with other staff, security, insurance,
and so on.
• General housekeeping issues—what time they are expected
to start and finish work, how they should dress, how they
should deal with other members of staff, notice period
required for resigning, when they will be paid and how, and
so on.
63
The position description should be read and signed by the

new employee and they should be given a copy for their own
records. It protects both you and them. If you are uncertain
about any aspect of the document, get your legal representative
to have a look at it. Many business advisory boards will have
standard forms that enable you just to fill in the blanks.
Use the position description to start the relationship off on a
professional level. Disputes that arise between staff and man-
agement simply because there is nothing in writing can be very
costly in terms of time and lost productivity, and often lead to
resentment.
It’s also a very good idea to review the position description
with your staff periodically. This ensures that everyone is up to
date and that any potential problems are addressed (see also
Booster Tip #34).
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STAFF BOOSTER TIPS
29 Always check references

Most businesses will employ people at some stage. There are a
number of ways you can go about finding people to work for
you. Some organisations like to use an employment agency to
make the process less cumbersome. It’s then up to the agency
to find suitable applicants that they feel will meet your require-
ments. Of course, you pay for this service, but it can save you
a lot of time.
If you employ people by placing your own advertisements,
you will probably be used to receiving lots of résumés. I have
yet to see a résumé that isn’t impressive; after all, that’s the
whole idea of sending them out. The problem is, just because
someone says that they are great, it doesn’t mean they are.
I always check references. While the majority of people are
very honest, some are not. Often past employers are surprised
to find that they have been included as a reference, and they
may tell a very different story about the applicant and their
abilities.
I have agreed to be a reference for about 20 people during
my working career. I have only ever been contacted twice to
verify the abilities of the people I have recommended. It’s sur-
prising to me that more employers don’t check references. They
often employ people based only on what is written in the
résumé and a brief interview.
When checking references, ask detailed questions and make
sure that the facts add up. Don’t just ring the referee and ask if
the person worked for them. Ask them if there were any prob-
lems. Tell them about your business and what you do. Do they
think that the applicant will work well and produce results for
your business?
Another point worth noting here is that if you agree to act as
a reference for a former employee, be honest if someone con-
tacts you to check on them. This honesty should extend to both
the person’s good points and bad points.
65
30 A trial period protects both you and the new

employee
It is an excellent idea to put new staff on a trial period when
they start working for you. This may be a few weeks, or a few
months, depending on the complexity of the job. The duration
of the trial period should be made very clear to all applicants
and should be included in the position description (see Booster
Tip #28).
The whole idea of a trial period is to protect both you and
the new employee. It is becoming harder and harder to termi-
nate staff if they are not working out. If you have a clearly
defined cooling-off period, you know that you have an out if
you need one.
Likewise, an employee may find themselves in the job from
hell, with a psychotic boss they cannot work with. A trial
period removes any awkwardness and provides the employee
with a simple explanation when they apply for future jobs.
‘I worked for The Widget Company for a trial period of
one month, but I felt that the work wasn’t really challenging
enough for me so I left at the end of the trial period to enable
my employer to find someone better suited to the job.’ This
is a mature and responsible way to handle short-term periods
of employment that haven’t worked out.
I have to admit that I have hired people and not instigated a
trial period, and I have really regretted it. Finding the right
person for the right job is difficult at the best of times, and it’s
a simple fact of life that sometimes the first person you employ
simply doesn’t work out. Provide yourself with a back-door exit
clause by having a trial period.
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STAFF BOOSTER TIPS
31 Train your staff (and yourself) properly

This is a bit of bugbear for me. I often see inadequately trained
staff being blamed for poor performance simply because their
boss wouldn’t pay for training. If you expect someone to do a
job properly, you need to give them the necessary skills.
I believe that many businesses look at new staff as an incon-
venience, rather than as a promising opportunity to boost the
business. This is often true in larger organisations, where lots of
people come and go on a regular basis.
If you are going to pay your staff every week, surely you want
them to do the best job possible for you? After all, the better the
job they do, the happier your customers will be and the more
profit your business will make.
Training takes many shapes and forms. It’s essential to train
your new staff in how your business operates. They need to be
made aware of your expectations and those of your customers.
Every business is slightly different—even two virtually identical
hamburger restaurants will have different operational proce-
dures that staff need to be taught. Take the time to orientate
new staff and train them fully so that they know how to do
their job for you.
Another type of training covers general skills. This may
include telephone manner, customer service, selling skills, and
even things like time management. These general skills are used
by most businesses, but for many people they don’t come
instinctively. Enrol your staff in a training course, or contract a
trainer to come to your workplace to conduct in-house train-
ing. The cost will be covered by improved efficiency and a
higher degree of customer satisfaction.
The third type of training covers specific skills that are rele-
vant to your type of business or industry. People often choose
to work for a particular company because it will give them the
opportunity to learn new skills. Give your staff the skills to
keep them at the forefront of your industry and you, and they,
will reap the benefits.
67
Just as it is important for your staff to be well trained, don’t

forget to put your hand up from time to time to undergo train-
ing yourself. I haven’t met anyone who couldn’t benefit from
some form of training. We all need to expand our skills and
expertise. Often, when we find ourselves running a business, we
know how to do our job very well, but we may not know how
to do bookeeping work, how to manage our time or how to be
a better negotiator.
Another common problem that I see with training is that
organisations go through stages. They may have five training
courses in one month and then nothing for the rest of the year.
Try to plan your training so that it’s conducted at frequent
intervals throughout the year. I like to do training during
non-productive times, when business tends to be quiet. Rather
than having people sitting around doing crosswords have them
learning new skills or improving existing skills.
There are many organisations that offer training. Some
training is very expensive, while some is not. I recommend con-
sulting your local business groups to find out what kind of
training is available in your area. You may even be entitled to
financial assistance for certain types of training. Spend a little
time researching your training options before implementing a
course of action.
Another smart business move that I have observed is to ask
your staff what areas they feel they need training in. This can,
of course, open a can of worms (you might not have the room
to run synchronised swimming classes), but you might be
surprised by the types of things they want to learn.
We have done a number of surveys for organisations asking
this exact question, and I have been surprised by the responses.
Two of the main areas that people appear to want help with are
stress management and dealing with change in the workplace.
Both are clearly reflections of the modern-day working
environment.
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STAFF BOOSTER TIPS
32 Lead by example and your team will follow

If you turn up for work in a pair of shorts and a T-shirt, yet
you expect your staff to wear Armani suits, you are asking for
trouble. If you take long lunches every day and complain when
your staff are a couple of minutes late after a break, you are
sending conflicting messages.
Your words and actions will determine the words and actions
of your staff. If you work hard, they will work hard. If you are
polite and friendly, they will be polite and friendly. If you are less
than honest, they will be less than honest. It is important to
understand that, in your business, you set the ground rules that
everyone plays by. Make them good rules and stick to them
yourself, and you will reap the rewards.
69
33 Communicate effectively with your staff

Some people are good at communicating, while others are not.
Having clear communication with your staff ensures that your
business will run efficiently and effectively.
From my experience, there are two types of communicators:
those that don’t communicate at all; and those that bombard
staff with memos, meetings and hundreds of other forms of
communication. Somewhere in the middle is the best objective.
Often poor communicators simply don’t know how to pass
on information. There are several easy ways to do this:
1. Staff meetings. These should be held regularly, preferably at

the same time each day, week or month, depending on your
needs. They provide an open forum for information to be
shared in both directions.
2. A noticeboard. This enables information to be passed on
without disrupting normal work practices. Putting the
noticeboard in an area where all staff have to go at some
time during the day makes it easy for them to read the
notices. I read about a company recently that put its notice-
boards in the toilets, because it was the only place where all
the staff visited during the course of the day.
3. Memos. These are normally one-page documents that are
distributed to all staff with a specific point being the subject
of the memo. The problem with memos is that often people
don’t read them. I suggest that memos should be signed
when read and then passed on. This can, of course, be time
consuming and not necessarily the best way to get a message
across, but it’s a tool that can be used.
4. Email. Intracompany email has become the quickest and
most cost-effective way of passing on information within
larger organisations. Unfortunately, because email is easy to
send, it can be over-used. A friend of mine receives up to
100 inter-office emails every day, many of which aren’t rele-
vant to his work. I suspect that this is a common problem.
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STAFF BOOSTER TIPS
I am a verbal communicator, so I prefer to sit down and talk

face-to-face with my team. You need to determine what works
for you and what works for your business. The important point
to take from this booster tip is that having an effective mecha-
nism for dispersing information in your business will improve
your chances of thriving.
71
34 Conduct performance reviews

In reality, jobs change and an individual’s responsibilities can
change during their period of employment. For this reason,
position descriptions should be reviewed periodically. This
process enables both parties to air any grievances or concerns
they may have.
By conducting performance reviews, you are sending a clear
message to your staff that they are expected to perform. Regular
reviews can help to prevent non-performing staff from hiding
among the crowd.
Depending on the size of your organisation, the performance
review can be a formal process or a simple chat over a cup of
coffee. However it’s done, it should be documented and on file
and a copy given to the employee.
As with many workplace issues, you may need to ask your
legal adviser about the best way to conduct these meetings. I
would recommend that you do this to ensure that you are
covered legally. Often performance reviews require a third
person to be present to act as a witness.
Have a simple agenda when doing a performance review.
This can include:
• The employee’s thoughts on how they are performing.

• Your thoughts on how the employee is performing.
• Identification of areas where the employee is doing well.
• Identification of areas that the employee needs to work on.
• The employee’s goals and plans for their future involvement
with your organisation.
• Your plans for the future of the employee.
• Review of the employee’s responsibilities and pay structure,
if applicable.
• An open session to air any problems or grievances.
This review period is also an excellent time to offer rewards for

a job well done.
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STAFF BOOSTER TIPS
It may appear that all I am doing is creating more work. In

reality, I am suggesting a way to increase the productivity of
your staff. A harmonious workplace is much more likely to
produce profits than a tense, aggressive environment where
staff are constantly embroiled in internal politics. By being
open and honest, you are sending a very clear message that you
expect the same from them.
73
35 Be conscious of security issues—protect your

business
I used to be a cynic when it came to security. After all, who
would want any key information about a little marketing
company like mine? I have since witnessed so many security
breaches, not only of my business but also many of my clients’,
that I am no longer a cynic.
I can guarantee that your competitors would love to know
your most intimate business secrets, even simple details like
who your main customers are, who your key suppliers are, how
much you charge, and so on. Of course, with a little investi-
gative work it isn’t hard to find this information, but there are
people who will often give it out, sometimes innocently,
without your knowledge.
Unfortunately, the Internet isn’t only one of the greatest
promotional tools, it’s also one of the easiest ways to breach a
company’s security. While writing this book, I watched a docu-
mentary on television about Internet hackers and what they
could achieve, and it was very, very frightening. If your computer
is hooked up to a telephone line, you are at risk.
Of course, the big question is: what do you do about Internet
security and security in general? If you have information that
you absolutely don’t want other people to know about, then
don’t put it on your computer. Produce a number of hard copies
and then delete the file or store it on an external disk that
you take with you. Computer security software and protective
barriers such as firewalls are improving all the time. For most of
our businesses they are more than sufficient; however, if you
have any doubts, the only way to ensure that someone doesn’t
steal information from your computer is not to have it stored
on the computer, or to use a computer that isn’t connected
to a network (other computers) or a telephone line. I know a
number of business people who use a separate computer for
their financial records that is completely password-protected
and separate from all other computers and phone lines.
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STAFF BOOSTER TIPS
When it comes to other information that could either be

stolen or passed on by staff, let them know what information
can and cannot be freely given out. Once again, you are setting
the ground rules by letting them know what is acceptable and
what is not.
Staff theft is always an issue, and unfortunately it’s becoming
a greater problem for businesses. Staff often don’t consider
taking products home as theft; some see it as a benefit of the
job. You need to set very clear boundaries and parameters for
what staff can and cannot take or use, and you should make
your views on, and the ramifications of, staff theft very clear.
Grey areas invite theft and can cost your business a lot of
money. Likewise, poor stock control invites theft, simply
because you can’t tell when things go missing.
Shoplifting is also a growing problem and one that any retail
business needs to address. Store layout has a lot to do with
shoplifting, and there are many things that can be done to min-
imise losses as a result of stealing. Shoplifters are organised,
brash and very confident, and they often work in teams.
Many organisations use cameras. I don’t like the idea of this
myself, and in some instances it can be a real invasion of
privacy; however, in other instances, such as late-night petrol
stations and convenience stores, camera surveillance is essential.
If security is a real issue for you, get some advice from a spe-
cialist. There are plenty of companies that can help you develop
your security to the level that you require.
It’s often a good idea to talk to your insurance company
about security as well. The cost of a specialist security consult-
ant can often be recouped by reduced insurance policies for
having a more secure premises.
75
36 Dismiss staff who don’t work out

This is a tough one. No one likes to tell a member of staff that
they are no longer required, and no one likes to hear those
dreaded words.
I once had a publishing business that employed several sales
representatives who sold advertising. One rep just wasn’t
working out. My partner and I tried everything, including sales
training, motivation, money, begging—the lot. It was clear
from day one that she was wrong for the position. On several
occasions I started my ‘I don’t think this is working out’ line,
but I could never follow through. We made the decision that
she had to go. The date was set and the appointment was made.
In she came, a tiny girl in a big boardroom chair. My partner
and I had steeled ourselves. This was the day; nothing was
going to stop the inevitable. I started my ‘I don’t think this is
working out’ speech. Her bottom lip quivered, as did my nerve,
but I kept going and just as I was about to say, ‘Today is your
last day’, my partner rushed over and gave her a big hug and
said: ‘But don’t worry, we’re willing to keep trying.’ Well, my
jaw hit the ground. She stayed with us for several more months
before finally leaving.
Let’s be honest, sacking someone is the ultimate in rejection
and people don’t like it. There are times in any business when,
for one reason or another, you will have to dismiss staff and
I believe that people generally know when they are about to be
laid off. It’s important to have a clear process or procedure that
you can use in this situation.
Check with your legal adviser to find out what your obli-
gations are when it comes to terminating a member of staff. If
you don’t follow the appropriate steps, you may open yourself
up for legal action in the future. I also feel that it’s better to talk
to someone face-to-face, rather than just drop them a DCM
(don’t come Monday) via their email.
I once met someone who had worked in a government
organisation for 25 years. He found out that he was getting the
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STAFF BOOSTER TIPS
sack from the pay department when he went to change his

account details. The accounts clerk showed him a memo from
management saying that he was being terminated. He was
devastated and later successfully sued his former employer. I
have also heard horror stories of staff being advised of their
termination over the loudspeaker for all to hear.
How you go about terminating an employee is up to you,
but do it legally, with dignity and with sensitivity.
77
37 Balance your staff numbers

Without doubt, staffing costs are one of the major overheads
that businesses face. As soon as you start employing people,
your weekly overheads go through the roof. Of course, most
businesses cannot operate without staff, so you need to plan
your employment well. The real art is learning to balance your
staffing levels against the amount of work that needs to be done
or the number of customers that need to be served. This skill
normally evolves over time, but it’s an area that needs to be con-
stantly addressed and monitored.
Staff need to be paid at the end of the week. They have entitle-
ments which you must legally adhere to, and you need to allow
for the fact that extra staff means other additional costs, such as
higher telephone charges, additional office equipment such
as computers, uniforms, extra sets of tools, business cards, and
often much more. Be certain to make a list of the added costs
and when you will need to pay them, to ensure that your cash
flow can afford more staff.
The use of casual or part-time staff is a great way to build up
your workforce in a manner that works with your cash flow. We
employ a lot of part-time telemarketers who work on various
projects. Most of them have other jobs and work for our
company to earn extra income. This isn’t a new idea of course,
but it’s often a better way to go than employing full-time staff.
I have seen many businesses get themselves into trouble
through having far too many staff for the amount of income
they generate. Most businesses have busy periods and quiet
periods, reinforcing the need for careful planning. Be cautious
when employing new staff, and focus on making your staff as
productive as possible.
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79
6 Customer service
booster tips
A theme repeated throughout this book is the need to respect

consumers and your customers. This section identifies many of
the common mistakes that businesses make when it comes to
looking after their customers. It provides the basic steps that all busi-
nesses should adopt to ensure that they offer customer service that
is better than their competitors’. It also looks at the right and wrong
way to deal with customer complaints, the value of market research
and how to apply it to your business, and a number of philosophies
that should be avoided to prevent poor customer service.
#38 Build a relationship with your customers

#39 Learn to say ‘no’
#40 Use simple market research to keep on track
#41 Continually ask your customers if they are happy
#42 Deliver what you promise—if you can’t do this, get out of
the game
#43 Be honest and upright in all your dealings
#44 The right and wrong way to handle a complaint
#45 Treat your customers with the respect that they deserve
#46 Learn to recognise when you need a break from your
customers
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CUSTOMER SERVICE BOOSTER TIPS
38 Build a relationship with your customers

A lot of research has been done in recent years into the ‘lifetime
value’ of customers. What this means is: look at your customers
in broader terms than the purchase they are currently making.
Larger corporations have realised that if they can keep their cus-
tomers happy and satisfied for longer periods of time, they can
increase their profits dramatically. This is based on the maxim
that it costs a lot less to keep existing customers than it does to
attract new ones.
The value of word-of-mouth advertising is also starting to be
quantified. Organisations are now able to put a dollar value on
the benefits of happy customers spreading the word (for free)
about their business. Of course, this varies dramatically from
business to business and industry to industry; however, we are
all consumers and we have a lot of choice about when and
where we want to spend our money.
Deciding where to spend is becoming harder as competition
increases. One of the best ways to make this choice is to ask
someone you trust for a recommendation. There wouldn’t be
too many people who don’t ask their friends, family members
or work colleagues for advice on where to buy certain products.
Restaurants flourish or fail based on word-of-mouth recom-
mendations. Mechanics, doctors, lawyers, hotels, fashion
retailers, and just about every other industry, rely heavily on
word-of-mouth referrals. My business is based almost 100 per
cent on word-of-mouth recommendations, where my clients
tell their friends and associates and they contact me to do work
for them.
Based on this phenomenon, we all need to build strong,
long-term relationships with our customers. All of our dealings
and basic business philosophies need to be committed to the
long-term benefits of keeping the customer coming back. It
needs to be an accepted way of doing business in your organ-
isation that the people you are dealing with today will still be
coming back in ten years’ time.
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A big plus to building long-term customer relations is that

you can spend a lot less money on advertising and marketing if
all of your current customers are out there spreading the word
about your wonderful business. It’s really like having a team of
sales reps without the cost of the salaries, cars and holidays, and
other headaches.
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39 Learn to say ‘no’

Saying ‘no’ isn’t as easy as it sounds. A lot of people have trouble
saying this simple word, often out of a fear of offending or
upsetting another person. All of the successful business people
I spoke to while researching this book had the ability to say this
magic word when necessary.
There are many situations when we need to be able to say
‘no’ on a daily basis, such as when someone is trying to sell us
something that we really can’t afford, when we are being pres-
sured by someone to do something that we don’t agree with or
we feel can’t be done in the time allowed, or even when we
haven’t the time to meet with someone.
I believe that we are taught from an early age that it’s rude to
say ‘no’. I know that I struggled for many years with saying ‘no’
to people. The consequence of this was that I never had any
time to myself, I took on jobs that I really didn’t want to do, I
dealt with people I didn’t really like, and I struggled to get by
because I was over-committed in so many areas of my life.
I have since learned how to say ‘no’ to people, and I believe
that to be successful at this task you need to practise it. If you
can’t say ‘no’, your chances of success are reduced, because your
time will be spent doing things that you resent rather than
those things you want and perhaps need to be doing.
I also believe that there are both good and bad ways to say
‘no’. While you don’t want to offend anyone, you should be
able to make your own decisions; if someone doesn’t like the
outcome, that’s their problem, not yours.
There may be times when you are being pressured by a cus-
tomer into supplying a particular product or service by an
unrealistic deadline. I have made a conscious effort to explain
to my clients when I can do a particular job by. I pride myself
on doing work of a very high standard, and if I can’t meet
their deadline I will offer advice on other ways to meet their
demands. I have learned the hard way not to say ‘yes’ and then
struggle to meet unrealistic deadlines that were impossible
83
from the start. It’s very liberating to take control of your busi-
ness in this way.
There is a reverse side to this booster tip: don’t become one of
those people who automatically say ‘no’ to everything. You don’t
want to be thought cantankerous and difficult to deal with.
Learn to be confident about your own abilities and the value
of what you are selling, and if you find yourself in a situation
where you are struggling to say ‘no’ to someone, dig deep to
find the resolve you need. The more you do it, the easier it will
become.
84
40 Use simple market research to keep on track

‘Market research’ is one of those terms that makes people
shudder. It sounds complicated and difficult and expensive.
It really isn’t any of the above; in fact, it’s a powerful tool for
just about any business. As the name implies, market research
simply supplies you with information about your market, or
customers. This information can be limitless; it really depends
on what you want to know.
Here is an example of how to use market research. A client
of mine operated a popular restaurant in a busy tourist town.
Although the business was successful, the owners believed that
they could increase their existing business by tapping into other
potential markets. The first thing we did was carry out a survey
of their competitors. We went to every other restaurant in the
area to see how my client compared. We surveyed all the hotels
in the area to see what their thoughts were on the restaurant,
and we introduced a simple questionnaire for customers at the
restaurant to fill out at the end of their meal. The information
that we collected clearly showed areas that needed to be
improved, as well as areas that we could promote and market to
increase the number of customers coming to the restaurant.
Based on these results we developed a marketing plan, and
presto . . . business is now booming.
Market research can be something as simple as keeping a
notepad by the phone. When people ring your business, ask
them how they found out about you—Yellow Pages, newspaper,
word-of-mouth, radio—so that you can tell if your advertising
is working.
The key to market research is starting out with the end result
in mind. What this means is that you are trying to find answers
to specific questions. Don’t be afraid of the term ‘market
research’ and look for ways to incorporate it into your business
on a day-to-day basis.
The Internet is an excellent tool for collecting market
research information. Put a simple questionnaire on your
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website that encourages people to answer a few questions.

Often how we perceive our business is very different from
how our customers perceive us. Only market research will give
you the right answers. If you are embarrassed about asking
questions, pay someone to do it for you.
86
41 Continually ask your customers if they are happy

Customer satisfaction is the end result of good customer
service. So, how do you know if your customers are happy? The
simple answer is: you ask them.
I recently had a client who ran a coaching business to help
children improve their grades at school. He had about
80 children enrolled, but he wanted to build up the business.
One of the areas where I found that he was struggling was a
lack of contact with the parents. While he ran an excellent
operation and the children achieved great results, he rarely had
dealings with the parents except when it came to collecting fees.
Most contact was via letters and periodic reports on the chil-
dren’s progress.
I suggested that, instead of sending out letters, he should
get on the phone and ring the parents. It would take a few
days to call everyone, but he could have a short conversation
with each parent to ensure that they were happy with the way
things were going and get a commitment from them regard-
ing the future coaching of their children. To his credit he took
my advice, rang every parent and the results were fabulous.
He achieved a much higher return rate the next semester, he
discovered a few problems that could have lost him students
which he quickly remedied, and he developed a relationship
with his customers—all in all, a very good outcome. Now he
rings the parents two or three times a year and his business has
continued to grow.
Whenever our company finishes a project, we ask the client
to come into the office for a debrief. We sit down and discuss
how everything has gone. If there were problems, we try to
identify where things went wrong and how it was handled. The
good points are discussed, and we ask the client for a testimo-
nial about how they felt our company dealt with their project.
This debriefing is extremely valuable for highlighting any
problem areas that we may have, and for reinforcing that the
customer is happy with the outcome of the project. We also do
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a follow-up call one month later to ensure that the customer is

still happy.
As with market research, if you are uncomfortable asking
your customers if they are happy with what you do, get someone
else to do it for you. You could send out a simple questionnaire,
or employ a marketing company to conduct telephone surveys
for you.
An important and mature attitude to market research is
essential even if you don’t like what you hear. If your customers
are telling you that there are problems with your business, you
should be very grateful because you may be losing customers.
Sometimes when you ask customers for their opinions, you
might not like what you hear—but you have to take it on board
and be grateful that they have been honest with you.
Customer satisfaction is something that needs to be con-
tinually monitored. If it starts to slip, it can reach a point
where the damage is very hard to correct. If you are going to
boost your business, you need to know what your customers
think of your business.
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42 Deliver what you promise—if you can’t do this,

get out of the game
Customer service is all about meeting people’s expectations.
They will come to your business with a certain expectation of
what they will get for their money. If you can’t meet this expec-
tation, then maybe you should rethink what you are doing.
An example of this is going on holidays to a wonderful,
exotic location. The hotel brochure makes your resort look like
paradise. But when you arrive your dreams are shattered when
you find yourself trapped in a dump for the next two weeks.
Another example is when a product is being advertised on
television and the commercial shows lots of warm, friendly
staff, standing by for your call to place an order. You give them
a call and have to wait for 20 minutes, listening to irritating
recorded music. Finally, you get to speak to a bored telesales
person who really doesn’t care about you or the company—and
they are happy to let you know this. Your expectations are
shattered once again.
Regardless of what you sell, whether it be a product or a
service, to survive and boost your business you need at least to
meet, and where possible exceed, your customers’ expectations
in any way you can. While this may seem an obvious point, it’s
surprising how many businesses fail to apply this basic business
principle. If you are not sure what your customers expect—ask
them. Put out a little survey sheet, get on the phone, put in
a suggestions box or anything else that you can think of that
will let you know exactly what your customers are expecting
from you.
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43 Be honest and upright in all your dealings

I know that it’s a cliché, but honesty is the best policy. At the
end of each working day it is important that you believe that
everything you have done on that day has been completely
honest and scrupulous. If it wasn’t, then you are kidding
yourself.
There are a lot of business people who lie and cheat—that’s
a fact of life that is unlikely to change in the near future.
However, the successful business people that I deal with are all
honest. I believe in karma. I know from my own experience
that an honest and scrupulous business generally attracts good
people.
If your business is run according to this honesty principle,
well done—I’m sure that you are on the path to success. If there
are some fuzzy areas in your business, clean them up and adopt
an honesty policy today. If you are a complete scam artist, you
probably stole this book and one day your karma will catch up
with you.
Success is measured in many ways. Running a good business
that has strong ethics is a sign of a very successful business.
90
44 The right and wrong way to handle a complaint

Unfortunately, all businesses have to face the prospect of
unhappy customers from time to time. If you are lucky, your
customers will tell you when they are not satisfied—giving you
the chance to do something about it. If you are unlucky, they
will simply fade away, never to return, telling their friends and
family that your business should be avoided at all costs.
Sometimes mistakes happen that cause problems and com-
plaints. These mistakes may, or may not, be your fault. The
most important aspect of a complaint is to handle it well in
an attempt to keep the customer happy enough so that they
will continue to use your business and don’t become an anti-
customer (one who makes it a passion to tell people how bad
your organisation is).
The wrong way to handle a complaint is to argue with the
customer, to make promises that you can’t or won’t deliver, to
make them feel insignificant or unimportant or, worst of all,
to ignore them altogether. I am a letter writer—if I’m not
happy with something I write a letter to the manager explain-
ing my side of the story. I am never rude or offensive; I simply
write down the details in a simple, logical format, from my
point of view. Then I sit back and wait for the answer. Most of
the time there is no response at all. I strike these businesses off
my list of places to spend my hard-earned money.
From those businesses that are good at handling complaints
I normally receive a phone call acknowledging the receipt of
my letter and asking me to outline my complaint again. After
hearing me out, they tell me exactly how they will follow up the
complaint and when they will be in contact with me. They
thank me for bringing the problem to their attention and for
taking the time to write to them. I am more than happy with
this outcome. It isn’t my concern if their business succeeds or
fails, but I just can’t stand to see bad service.
If your business has a clearly defined procedure for handling
complaints, you will often find that customers who may once
91
have gone elsewhere are now satisfied and happy. The best
outcome is achieved and you reap the benefits.
Now, there is a certain type of customer that we all need
to be aware of. They are difficult, unreasonable, incredibly
demanding, and often are quite rude. The difficulty is to deter-
mine whether a customer is making a reasonable complaint or
whether they are an unreasonable customer. If you can honestly
say that you have tried to handle a complaint as fairly as pos-
sible, yet nothing you do seems to resolve the dilemma, you
may have to accept that this particular customer will never be
happy and it’s time to move on.
Once while working for a cruise company, I encountered a
couple who claimed that they had injured themselves on the
boat after falling over. The husband claimed that his knee was
badly damaged. As a company we did everything we could to
help them; we arranged for them to receive medical attention,
visited them in their hotel and tried to make sure that every-
thing was OK. A week after they had returned home we
received a letter from their lawyer stating that his clients’
‘holiday of a lifetime’ had been ruined and they were going to
sue the company for negligence. The letter stated that his
clients had been confined to bed for the duration of their stay
and that compensation of $50,000 should be sent immediately,
otherwise legal action would commence.
The company was deeply concerned about this claim and
started mounting a defence. Being located in a small tourist
town, it wasn’t long before we heard about a tour guide who
was bragging that he had received a $100 tip from a couple of
tourists to remove their names from his tour manifest for a
safari to the rainforest. Bingo! We soon started collecting
more information and before long we had photographs of
the ‘bedridden’ couple on a fishing charter, on a cable car, at
a restaurant cabaret and on a high-grade bushwalking tour.
We had dates, photos, signatures, the lot. We sent a copy of
the photographs to the couple’s lawyer and never heard
another word.
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Of course, this is an extreme case and one that taught me

a lot about people. The reality is that 99 per cent of people
making a complaint have a justified case that should be handled
professionally and the other 1 per cent shouldn’t be taken too
seriously.
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45 Treat your customers with the respect that they

deserve
If we don’t have customers, we don’t have a business. Customers
are you and me. I’m not stupid, and I’m sure that you aren’t
either. So why would we treat our customers as if they are
stupid?
We live in modern and exciting times, where there is more
choice than ever before. These choices work in our favour as
customers, and they make it harder for us as business operators.
We have to run a smart business to succeed.
I often see businesses treating their potential customers with
little or no respect. They argue with them, try to rip them off,
sell them junk, keep them waiting, and generally treat them like
second-class citizens. When was the last time you rang or
visited a bank that has your money in its vaults, only to be kept
on hold for 20 minutes or stuck in a queue for half an hour
during the lunchtime rush?
Customers are a powerful group. I believe that customer
service will undergo a major renaissance in coming years as we
face increasing levels of automation. People will become fed up
with talking to machines and will demand better service from
other human beings.
Whenever you are dealing with customers, put yourself in
their shoes and look long and hard at your business. If you were
a customer in your business, would you come back? If the
answer is ‘yes’, that’s great—if it’s ‘no’, you might need to
rethink your attitude. This booster tip encourages you to treat
each and every customer with the respect that they deserve.
94
46 Learn to recognise when you need a break from

your customers
Some days can be really hard. Everyone is driving you crazy—
your customers, your staff, your suppliers, the lot. For some
reason, everything seems to be going wrong and everything is a
drama that requires your attention. The reality is that these
days are often no different from any other day; it’s more a
matter of how you are feeling at the time.
We all need a break from dealing with other people from
time to time. I like to go camping with a friend at a remote
beach. We spend a week fishing and generally relaxing. My
camping buddy works in a high-pressure job as well, so by the
time we get in the car and head north we are both ready for
some customer-free time. These trips are incredibly therapeutic
for me. There are no demands or pressures, and if I don’t want
to talk I don’t have to. There are no social airs and graces; it’s
simply a time to recharge.
We all have our own recharging methods. If you don’t know
what yours is, perhaps you need to find out. It took me a
number of years to realise that when I am stressed I need
a nature fix and time away from people.
If you find that every day is filled with conflict and stress,
maybe you need a break from people. It’s unlikely that the
whole world is out to get you, though at times it may feel like
it. Find your de-stresser and use it whenever you need it.
If you are finding that you have less patience than normal
with your clients, maybe you should try to work behind the
scenes for a while. Do those jobs that you have been putting
off that need to be done (such as reading a few motivational
books, attending a training seminar, doing your tax return
or putting together a marketing plan).
Attitude is everything in business. Thriving is often a case of
getting to know yourself better.
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7 Advertising and
marketing booster
tips
As a marketing consultant I am very passionate about the value of

advertising and marketing for any business. I also believe very
strongly that good marketing needn’t cost a lot of money. It takes a
degree of know-how and a simple, clearly defined strategy that is
developed according to an individual business’s needs, skill levels,
budget and the time that the key person can spend actively pro-
moting the business.
This section looks at the basics required to market your busi-
ness, and at the philosophies behind developing marketing
that works and ultimately increases your chances of thriving in a
competitive market.
#47 Develop your own marketing philosophy—what type of busi-

ness are you?
#48 Do a course or read a marketing book
#49 Take small steps to market your business
#50 Start with looking the part—develop a strong corporate image
#51 Don’t be pressured into buying advertising
#52 Market your business to a simple plan
#53 Don’t lose touch with your customers
#54 Don’t stop marketing because business is booming
97
#55 If you haven’t got the time to market your business, find
someone who has
#56 Talk to other people in business
#57 Find a business that you admire
98
ADVERTISING AND MARKETING BOOSTER TIPS
47 Develop your own marketing philosophy—what

type of business are you?
What do I mean by having a marketing philosophy? In simple
terms, I am asking that you think about your business and the
message that you are trying to send to customers. Do you
intend to be in business for a long time? Do you want to excel
at some particular aspect of business, such as customer service?
Do you want to be the biggest or the one with the largest range?
It is important that you have a clear picture in your own
mind of exactly what it is you are trying to achieve. For
example, Steve’s Mediocre Car Repairs probably won’t last
very long, but Steve’s Guaranteed Car Repairs may stand a
great chance of being successful and thriving.
Once you have developed your marketing philosophy, you
will have a clear picture of the message that you are trying to
send to potential customers. I see a lot of businesses that try
to be everything to everyone, and I have been guilty of doing
this in my own businesses in the past. By having a clear picture
of what you are and what you want to be, your chances of
attracting new customers are naturally increased.
99
48 Do a course or read a marketing book

There are three problems that beset most small businesses: a
lack of money, a lack of time, and a lack of marketing know-
how. The last point is a tough one, because if you haven’t had
any marketing training it can be difficult to know exactly what
you should do.
My first book, 101 Ways to Market Your Business, has proven
to be extremely successful. It contains a lot of simple, practi-
cal marketing ideas that can be implemented for very little
financial outlay. Judging by the thousands of letters, emails,
telephone calls and faxes that I have received, it’s clearly a
subject that people are passionate about.
There are a number of excellent books that offer step-by-step
advice on how to market a business. I have included at the back
of this book a list of books that I believe are particularly good.
Read as much as you can. For the price of a couple of books,
you can find plenty of ideas that will generate more income
for your business.
If you can find the time, I really recommend that you do a
marketing course. There are hundreds of learning institutes
that offer specialist courses ranging from a few hours up to
several years in duration.
You will have the edge over your competition if you know
more about marketing, and as competition continues to increase
we all need as many factors for boosting our business in our
favour as possible.
100
49 Take small steps to market your business

Successful businesses stand out from the crowd because they
market and promote themselves well. The aim of all marketing
is to attract more customers or to encourage your existing cus-
tomers to spend more money with your business. By taking a
proactive stance to market your business, you can dramatically
boost your business.
I often hear people complain that they don’t have the money
to market and promote their business. I firmly believe that it
doesn’t necessarily take a lot of money, but it does take com-
mitment and a firm strategy. The task of marketing a business
can often become so daunting that it simply doesn’t end up
being done.
Part of this strategy is to break your marketing into small,
manageable components that you can address one by one. All a
marketing plan does is identify what you are trying to achieve
and how you will achieve it. It outlines the steps that you will
take to promote your business and how much you intend to
spend on advertising.
If you can break your own marketing down to a few simple
steps, it will be easier to implement. I also believe that success-
ful small business marketing is about doing a lot of little things
to attract customers. Most of these initiatives cost very little
money, but they do take time.
101
50 Start with looking the part—develop a strong

corporate image
I am a firm believer that looking the part is essential to business
survival. You might say, ‘But what about delivering what you
promise, good customer service and value for money? Aren’t
they more important?’ While I believe that these are essential
to business success, if you look the part the job becomes much
easier.
If you have a good corporate image, you will inspire your
customers with confidence in you and your products. If you
look a bit rough around the edges, your potential customers
may start the relationship with doubts about your business’s
ability to produce results.
What do I mean by looking the part? The following list will
do for starters:
• good, professional stationery (letterheads and business

cards);
• clean, professional-looking work space (office, factory or
showroom);
• quality signage;
• good company vehicles—not old bombs;
• staff uniforms (where applicable);
• neatly groomed staff;
• well-trained staff (able to answer the phone courteously); and
• a professional website.
Some of the above may not be relevant to you. For example, if

you work from home you may not have customers coming
to your home, so you probably don’t need signage and a show-
room. However, don’t confuse being a small one-person business
with not needing to have a good corporate image.
Often I talk to business owners who are concerned about the
cost of professional looking stationery and promotional ma-
terial. Generally this is a relatively small expense in the overall
102
set-up of a business but it is without a doubt an integral part.

From my experience you get what you pay for, so spend a little
extra and get the best look and feel stationery you can afford.
Your stationery says a lot about your business on many dif-
ferent levels. The more professional it looks, the more confi-
dence it will instil in your existing and potential customers.
Boosting your business is as much about looking the part as
it is about being the part.
103
51 Don’t be pressured into buying advertising

There are a lot of companies out there that will try to sell you
advertising to promote your business. Deciding where to adver-
tise can be difficult and often ends up being decided based
on personalities rather than effectiveness—you like one sales rep-
resentative more than another, so you give them your business.
If advertising doesn’t work, why on earth would you do it? I
often hear blanket statements such as: ‘Television advertising
doesn’t work’, or ‘Newspaper advertising doesn’t work’. I have
seen all types of advertising work very well for individual busi-
nesses. The key here is to decide what will work for you.
I believe that anyone trying to sell you advertising needs to
qualify your needs. They need to really understand your busi-
ness, your customers and your expectations. If they don’t ask
you questions about these issues, how can they possibly sell you
a product that works?
All advertising has what is known as a target demographic.
This simply defines the kind of people who will see or hear the
advertising. Radio stations have different listeners, often at
different times; various television shows have specific viewing
audiences; and newspapers can have different readers on differ-
ent days. Within this group there are also times when more
people watch, listen or read the various media that are used for
advertising. As a result, you pay more to air television commer-
cials when more people are watching television, and you pay
more to put a commercial on the radio at drive times, when
people tend to be on their way to and from work and are a
captive radio audience. These are known as prime times, and
virtually all media have them. In newspapers you pay a premium
to be in the front of the newspaper, and you pay another
premium to be on a right-hand page, which research indicates is
a position where more people will see your advertisement.
Advertising sales representatives need to give you this infor-
mation. Placing advertisements at random in any of the major
media is a waste of time and money, in my opinion. Your
104
advertising sales representative needs to really sell you on why

you should spend your advertising budget with them. Like any
professional advice, I believe that it’s fair for you to ask for testi-
monials from their customers to verify that the advertising
works. If a sales representative truly believes in their product,
they won’t have any hesitation in providing you with a list of
names or recommending that you call current advertisers. I also
recommend that if you are considering advertising somewhere
specific, look for other companies that are advertising there and
give them a call to see if it’s working for them. Most of the time
people will be very open and honest in telling you if their
advertising is working or not. I would also suggest that you talk
to other business associates and friends to find out where they
advertise and to get a second opinion. This only takes a few
seconds and it can help you to make the right decision on
where to spend your valuable advertising dollars.
There are a lot of excellent media sales representatives
around. But remember that their job is to make money for
their own company, so they have to sell advertising. Excep-
tional advertising sales representatives will be looking for ways
to make your company money. If the opening line is, ‘How
can we help your business to attract more customers?’ they are
talking the right language.
105
52 Market your business to a simple plan

All businesses should have a marketing plan that they are
working to; unfortunately, very few businesses do this. Market-
ing plans don’t have to be long and involved documents; they
need only be a few pages long, containing simple pieces of
information. By having a plan to work to, your chances
of success are dramatically increased because your marketing
activity takes on meaning and direction, rather than just react-
ing as marketing opportunities come across your desk.
A marketing plan should contain the following information:
• a description of how you see your business (from the cus-

tomer’s point of view);
• a list of objectives that you would like to achieve from your
marketing activity;
• a description of the type of customers you want to attract
(the markets);
• a description of your products or services;
• a list of marketing/advertising that you plan to conduct;
• a budget for how much it will all cost;
• a time frame for implementing the marketing/advertising
activity;
• an allocation of responsibilities list—who does what;
• a list of key dates to review results; and
• a list of ways to monitor customer satisfaction.
There are a lot of other things that might be included, but the
above items make up the basis of a marketing plan. This docu-
ment should be referred to often, and I believe that it’s a good
idea for key staff to be familiar with the contents. It should take
no more than a few hours to write a marketing plan along these
lines, but the benefits will last all year.
As you start your planning for the next year, review your last
marketing plan to see how you went and what you achieved,
and what areas you need to put more work into. By putting
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your marketing plan (or any business plan) in writing, it becomes

more permanent and requires following up on. Businesses with
marketing plans tend to do more marketing and, as a result,
increase their chances of boosting business.
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53 Don’t lose touch with your customers

By now you will have realised that I am a big advocate of
customer service. Happy customers will do more to help your
business grow than anything else you can do. When it comes to
advertising and marketing, a lot of businesses seem to forget
this fact, focusing their attention on placing a few advertise-
ments and waiting for new customers to come along.
There is an old adage that every unhappy customer will tell
ten of their friends and associates negative things about your
business. If you do the sums, the effect that unhappy customers
can have on your business is frightening. Of course, the best way
to avoid this terrible anti-advertising is to have happy customers.
So, how do you do this? There are a lot of suggestions and
recommendations on this subject throughout this book and in
my first book, 101 Ways to Market Your Business. But in a nut-
shell, you need to stay in touch with your customers.
As your business grows, your attention is often drawn away
from the day-to-day activities and often you spend less time with
your customers and more time working on behind-the-scenes
operational responsibilities. I believe that this is a dangerous time
for any business, because it’s the time when you can lose touch
with what your customers want.
I have seen this happen a number of times. In fact, I think
that it has happened to most large organisations. The manage-
ment are so removed from the actual customers that decisions
are made on totally false assumptions of perceived customer
satisfaction.
I recently watched a television show that featured the head
of the entire British prison system spending a week actually
working in a number of prisons throughout England. This
was a very senior man who was responsible for an annual
budget of hundreds of millions of pounds and employed
thousands of people. He wanted to get a feel for the job, so he
worked in the prison kitchens, with the warders, in the hos-
pitals and in the prison administrations. Of course, customer
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satisfaction isn’t a prime objective in most prisons, but a real

concern was to reduce staff complaints and sick days caused by
stress. Following his week spent seeing at first hand how the
prison system that he was responsible for actually worked,
a number of changes were implemented that solved a lot of
problems and resulted in much higher levels of employee satis-
faction (and, in some cases, prisoner satisfaction).
The same principle can be applied to any business. I would
love to see the head of any major bank in the world have to
stand in a queue for an hour during their lunch break because
the ATM machine ate their card. Or put the CEO of one of the
leading telecommunications companies on hold for 45 minutes
and see how they like it.
Don’t lose touch with the people that make your business
what it is. It’s never too late to take the time to talk to your
customers and find out their thoughts on how your business is
performing.
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54 Don’t stop marketing because business is booming

Most businesses struggle in the early days; they try lots of differ-
ent ideas and initiatives and then, bit by bit, business improves
and all of a sudden the customers start flocking in. Business is
booming.
Once business is booming your bank account is looking
healthy, the bank manager remembers your name, and your
suppliers have become your new best friends. This is a danger-
ous time. I have discussed the boom-and-bust cycle earlier in
this book; however, there is also the ‘we don’t need to market
our business’ syndrome where business is so good that the
owners feel that it will always be good.
Unfortunately, you never quite know what is around the
corner. If you own a great hamburger shop that is pumping
24 hours a day, would things take a turn for the worse if
McDonald’s opened up next door? Economies go through
cycles of boom and doom: one year your customers may have a
lot of money to spend with you, and the next year they may
have nothing.
Money comes and goes in cycles and, as a result, so do busi-
nesses. I have had a surprising number of clients who had
booming businesses for many years and then one day they
woke up to find that they were in serious trouble. In almost
every one of these instances, they had earlier stopped marketing
and promoting their businesses because everything was going
so well.
The marketing and advertising you do today will boost your
business tomorrow. The better your business is going, the more
you should promote it. Many of the people I interviewed for
this book said that marketing was essential to the ongoing
success of their businesses and that they had learned to promote
themselves in both lean times and good times.
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55 If you haven’t got the time to market your

business, find someone who has
Without doubt, time has become one of the greatest com-
modities of this new century. We are all running around
working harder and longer than ever before. It’s unlikely that
this will change in the near future, so we need to build this time
shortage into our daily schedule.
If you find that you don’t have enough time to market your
business, you may need some professional help in the form of
a marketing consultant. There is no shortage of companies that
offer these services, and it is up to you to decide exactly what
your needs are. You may be better off employing someone to do
all of your marketing on a part-time basis.
There are a lot of very talented marketing professionals out
there who are looking for businesses to actively promote and
market. Their rates are quite reasonable and they can have a real
impact on your business. It’s also nice to know that if you aren’t
promoting your business, at least someone else is. Of course,
there is an expense associated with this, but in the long term
your business will benefit.
If you are planning to contract a marketing consultant, take
the same approach I outlined for contracting the professional
services of a lawyer, financial adviser or accountant. Ask for
referrals from other business associates, then interview those
consultants that are the most recommended. Ask for a list of
their references and contact those people to check that the
consultant delivers what they promise.
Discussion of costs and rates is normal prior to the com-
mencement of any work, and I recommend that you get this in
writing so that there is no confusion at any stage.
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56 Talk to other people in business

One of the best places to get ideas and tips on marketing your
business is from other business owners. I am a firm believer in
open communication between business owners and operators
to share ideas and help each other to grow.
Strategic alliances can be of real benefit. I often catch up with
friends who run their own businesses simply to have a chat and
to see what they are doing and what is working and what isn’t.
This is a two-way street, and I offer them information that they
may be able to use. If I am reading a newspaper article that is
relevant to their industry or their business, I will cut it out and
send it to them; they do the same for me. While it’s all done very
informally, I find that it’s very positive and a great way to get a
feel for what’s happening.
When you run your own business, it’s quite easy to become
somewhat isolated and to lose touch with what is going on in
the real world. This is where the concept of networking began;
it was just extended to include doing business directly while
networking.
The Internet provides an open window to the world and an
opportunity to be exposed to new ideas and sources of inspir-
ation on a daily basis.
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57 Find a business that you admire

There are some businesses that just seem to get it right. They
have a great image, they have effective advertisements, they have
good vehicles and well-dressed staff, their premises look smart
and professional, and business appears to be prospering. In most
instances, it probably is prospering.
I believe that if you model your own business on a business
that you admire, your chances of success are enhanced. (It
doesn’t even need to be a business in the same industry as
yours.) In many ways, it’s like having a role model or someone
to look up to. Whenever you are not sure what you should be
doing, have a look at your ‘ideal company’ and see how they do
things. The best thing about this is that once you reach the
same level as your role model company, you can actually start
to surpass them and become even better at what you do.
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8 Internet booster
tips
The Internet is an exceptional tool for just about every business I

encounter. It is there every minute of every day waiting to educate
customers, to make sales, to communicate key messages, and so
much more. Innovative business owners have realised the true value
of the Internet (as have large corporations) and it has become the
primary marketing tool for many businesses.
To really boost your business, I suggest revisiting your thoughts
towards the Internet and its potential application for you. This
section looks at some simple and practical tips that will really help
you to take advantage of the World Wide Web and all that it has
to offer.
#58 Be realistic about the Internet

#59 A lousy website makes your business look lousy
#60 Make sure that you market your website
#61 The number one reason that businesses fail on the Internet
#62 Budget for the Internet to be an ongoing expense
#63 Beware of spam
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58 Be realistic about the Internet

The Internet is like any other marketing tool—it’s bound by
financial and creative limitations. If used wisely, the Internet
can help your business to grow and become more profitable.
The key is understanding how to use the Internet to suit you
and your business, and being realistic about what you can
achieve financially from your online activity.
We have a number of clients who operate 100 per cent web-
based businesses. They have found a market for their products
and they have spent many years and a lot of money fine-tuning
their businesses to get them to the point where they make
money—a lot of money. They will be the first ones to tell you
that it’s not as easy as most people think. Many business oper-
ators have the misconception that if they pay for a website, they
will become millionaires overnight. If it was that easy, we would
all be doing it.
Consumers aren’t stupid, a fact that many people seem to
forget when it comes to selling online. People are cautious about
giving out credit card details, they are suspicious that what is pro-
moted on a website will prove to be a cheap copy when it arrives,
and they don’t like to wait weeks for delivery. For this reason, the
most successful websites sell familiar products that consumers
feel comfortable buying online, such as books and CDs. Other
successful online products are niche products that have a very
particular market. These businesses are successful because their
customers find it hard to buy their products elsewhere.
The Internet has many uses apart from selling products. For
instance, it can be used to promote your business 24 hours a
day. We recently developed a website for an organic dairy farm.
They were selling farm-fresh products throughout the region
and, like any business, they had limited resources. The website
served many purposes for their small operation:
• It provided background information about the business and

the types of products they sold.
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INTERNET BOOSTER TIPS
• It showed pictures of the farm (which consumers love to see).

• It provided recipes and recommendations for ways to use
their extensive range of products.
• It told consumers where they could buy the products.
• It provided space for people to add their comments about
the product.
• It provided information about a home delivery service that
was available.
• It allowed people living in the area to order the products
directly from the farm.
All in all, the website served as an order taker, marketing com-

pany, public relations consultant and information resource, all
operating 24 hours a day, seven days a week. Although the
business had limited resources, the website made it appear
large and professional while still maintaining its cottage
appeal.
The Internet is here to stay, so anyone in business needs to
come to grips with how to incorporate it into the day-to-day
processes of their business and use it to its full potential.
I recently undertook a project for a small company that had
been struggling financially for some years. They set up a good
website to sell their products and increased their annual
turnover by $600,000, which lifted them out of the financial
graveyard.
The most important point to make about the Internet is that
you need to have a plan or a strategy in place so that you know
what you are trying to achieve. Your Internet plan needs to have
the following five key components:
1. A clear understanding of what you are trying to achieve.

Do you want to sell products, pass on information, promote
your business, attract new customers, or offer additional
services to existing customers?
2. A budget. How much money can you commit each year to
make your site do all of the things that you want it to do?
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Set aside a realistic amount that you can afford and go from
there.
3. Some innovation. Look at other sites and try to find things
that other businesses are doing that you could adapt and use
on your site to make it more innovative and professional.
4. Check out your competitors’ websites to identify the good,
the bad and the ugly things about their sites that you can
either improve on or avoid.
5. Ask your customers to give you feedback about your site,
and listen to their suggestions and comments.
Developing an Internet strategy needn’t be a long or involved

process, but having one will increase your chances of boosting
business. Sit down and write down all the things you would
like to achieve with your website and then find someone to
make it happen. Just putting a few product pictures on a website
seldom works. Instead, put customer testimonials on your site
and use other people to tell the world how great you are. Include
a full list of products and services, plenty of photographs
(including photos of you and your staff to make it personal).
Reduce text to a minimum, and make the site colourful and
impressive. Research indicates that you have about six seconds
to catch someone’s attention when they visit your website if they
are just browsing, so make sure that your home page loads
quickly and looks sensational.
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59 A lousy website makes your business look lousy

Website technology is changing rapidly. I recently visited a
website that I developed several years ago and which hadn’t
been updated much in that time. It looked like it had been
designed a hundred years ago. Websites need to look impressive
from the start and to be updated regularly.
The cost to develop a good website is becoming cheaper
every day. I recommend that you spend as much as you can
comfortably afford. If you can’t afford anything just yet, don’t
panic—work towards developing one as your cash flow suits.
If you are planning to develop a website in stages, make sure
that you let your web developer know as it can save you a lot of
money in the future if the site is built with room for expansion.
Whenever I am developing an Internet site for a client I
spend some time surfing the Net and looking at what their
competitors around the world are doing. Then I check out a
multitude of unrelated sites, looking for novel ideas. If I find
a site that I like the look of, I bookmark it and show it to the
web designer as an example of what we are looking for.
For many potential customers, your website will be their first
point of contact with your business and they will make a deci-
sion about whether or not they would like to take the next step
based on what they see there. I believe that a good website has
a number of key components:
• It loads quickly. If your site takes a while to load, have the

designer put something on the screen to interest the viewer
and keep their attention.
• Use of simple colours. But remember that different com-
puters see colours differently. What looks great on the
designer’s computer may look lousy on your customers’
screens.
• Includes customer testimonials.
• Minimal text, but has places on the site where more infor-
mation can be found.
119
• Avoids using plug-ins that people have to download.

Remember that people want to go to your site to determine
if they want to buy what you are selling. Make it easy for
them.
• Uses pictures of actual people. I am surprised that the
majority of websites are so anonymous. To me it’s the perfect
opportunity to introduce you and your team to potential
customers and it puts a human face on your business, which
encourages people to buy.
• Not slowed down by bells, whistles, flashing lights and
moving pictures. They are all pretty to watch, but often all
they do is slow down the site and create barriers to cus-
tomers finding out about your products.
• Has banner advertisements that take customers to other areas
of the site, not away from the business. Any advertising on
the site should be used to promote your business.
These tips should help you to build a website that works and
encourages people to find out more about your business.
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60 Make sure that you market your website

If you are going to have a website, you need to market and
promote it. Waiting for people who are surfing the Net to find
it is definitely hit-or-miss, and a lack of marketing is the main
reason why websites fail.
There are many different terms used to measure the traffic
flow or number of people who visit a website and I find the
term ‘unique visitors’ the most appropriate. This means that if
the same person visits a website 50 times in a month (from the
same computer) they are still only measured as one unique
visitor. Attracting as many unique visitors as possible to a site is
quite a science and there are many companies that offer this as
a specialised service. They have the technical know-how to
achieve this result and it really is an integral part of any website
strategy or online plan.
You can play an active role in marketing your own website
by making certain that your web address is printed on every
single piece of promotional material your company produces—
cars, uniforms, stationery, signs, invoices, packaging, the prod-
ucts themselves, and anything else you can think of.
It doesn’t take a lot of time or cost a lot of money to link your
site to other sites and this is an excellent way to increase traffic
flow to your website. I suggest that you be selective about the
sites that you choose to link to and from, otherwise your cred-
ibility can be affected.
Whenever you advertise your business, you should include
your web address. This reinforces the importance of having a
good domain (website) name that is easy to remember. If you
don’t market your website, no one will visit it. The best web-
site with no visitors is about as useful as a great book that no
one reads.
121
61 The number one reason that businesses fail on the

Internet
Everyone is trying to sell something on the Internet but, not
surprisingly, very few businesses are successful at online selling.
My successful Internet clients all agree that the number one
reason why Internet selling fails is because the business takes
too long to respond to an enquiry.
The Internet is the ultimate instantaneous device. At any
time of the day or night you can find out about virtually any-
thing in the world. While many businesses can offer online and
real time sale of products or services, many still require more
detailed email correspondence; for example, to gather additional
information before a price can be submitted. Businesses that
succeed online are quick to respond (even allowing for time dif-
ferences that should definitely be within 24 hours).
Those companies that answer their email enquiries very
quickly will sell more products than those that take a long time
to respond. I am constantly surprised by how slow many busi-
nesses are in processing emails and responding to requests for
prices or other information. I wanted to do a diving trip with
great white sharks in South Australia recently. I emailed five
companies that offered this service and not one responded to my
request. I emailed six companies in South Africa that also offer
the same service and all six responded—albeit several took over
a week to get back to me, but at that stage any response was a
good one.
Once again, the whole idea of having a website is to en-
courage people to do business with you. If you are lucky
enough to have them interested in buying something from
you, respond to their emails as soon as possible. This shows
that you value their business, and that you are organised and
efficient and therefore credible. It’s easy enough these days to
have an automatic response which at least acknowledges that
you have received their email and you will be in touch
shortly.
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This same principle applies to any form of contact from

prospective customers—respond quickly and you will have a
far greater chance of getting their business. I remember
reading a fascinating article once which said that the number
one reason for lost sales and lost customers was poor commu-
nication. More specifically, it was a lack of follow-up. We have
all experienced the old ‘I’ll call you straight back’ and ‘You’ll
have the price on your desk in the morning’ lines. To really
boost your business, follow up quickly and efficiently—not
just on the Internet, but with all communications—and your
chances of thriving will increase significantly.
123
62 Budget for the Internet to be an ongoing expense

Step one with the Internet is to make a plan and decide exactly
what you want to achieve. Step two is to develop your site, and
step three is to keep updating it. You will need to budget for the
Internet as an ongoing cost. It isn’t a simple one-off cost that
you pay and then forget about.
How much you need to spend each year is up to you and will
depend on the size and complexity of your site. There is
nothing worse than looking at a website that isn’t up-to-date
and where the news flash on the bottom of the home page
refers to an event that happened some time ago.
If you can’t afford to update your website on a regular basis,
be careful about putting any information online that will
quickly become dated. I often see signs saying when the website
I am looking at was last updated. This is great if it was yester-
day, but the site’s credibility suffers if it was 12 months ago.
As with all expenses, budget what you can afford and allow
for the upgrading of your website on a regular basis.
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63 Beware of spam
If I get one more email marked ‘Extremely important’, only to
open it and find that it’s from someone I have never heard of
trying to sell me something I don’t want, I will scream. Spam
is the electronic version of junk mail. If you have an email
account, you will get spam. I have two major gripes with
spam. The first is when companies send me large spam files
that take a long time to download, and the second is those
companies that send me junk every other day. Another
concern with spam is the spread of viruses. I am very cautious
about this issue and I now delete any mail that I am in the
slightest bit suspicious about.
I predict that people will really start to get fed up with spam
as time goes on and the amount increases. We are now faced
with receiving the same unsolicited advertising on our mobile
phones. The main reason for the increasing amount of spam is
that it is by far the cheapest and easiest way to reach a lot of
people, with little more than the press of a few buttons.
Email is a great way to promote your business, but use it in a
sensible and considerate manner. Keep any correspondence short
and to the point, and only retain the essential parts of any emails
you are responding to. If your company is guilty of sending out
lots of spam mail, you may be doing your reputation more harm
than good. There are a number of companies that I will never
deal with simply because they keep bombarding me with junk.
My booster tip is to use email wisely. Don’t upset potential
customers by bombarding them with hundreds of unsolicited
emails every other day. Use it as a tool that can sell your busi-
ness, but use it in a responsible manner.
125
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126
9 Insurance booster
tips
Insurance is very important in this age of litigation. It is also impor-

tant for peace of mind in myriad other areas—for example, what
happens to your business if you fall ill and can’t work for six
months? There are many types of insurance products available and
it can be daunting to decide what kind of insurance you should
have. A key principle in this section is being informed about insur-
ance at all levels, from choosing the right company or insurance
broker to minimising your risks and reading the fine print.
#64 What type of insurance should you have?

#65 How much insurance should you have?
#66 Always read the fine print
#67 Make sure that you meet your requirements as per the
policy schedule
#68 Using an insurance broker
#69 Don’t just sign the renewal policy—always compare
products and prices
#70 Prevention is better than cure
127
64 What type of insurance should you have?

I have insurance for just about everything. I’m sure that some-
where among my policies there is even a ‘disruption to business
caused by alien invasion’ policy. One of the best insurance poli-
cies that I have is income protection. This means that if I can’t
work for health reasons, I receive a monthly payment up until
age 65. This is very reassuring, because you never know what
could happen. If I was debilitated to the point of not being able
to work, I doubt very much that I could meet my monthly
commitments on a government sickness benefit. This policy is
expensive (about $2000 per annum), but it certainly helps me
to sleep at night.
There are lots of different policies that cover everything
from the everyday liabilities, to burglary, fire and theft, personal
injury, and so on. However, the insurance industry is dynamic
and constantly evolving, resulting in new policies being devel-
oped all the time that may suit your business and personal
requirements perfectly.
Business survivalists are big believers in insurance. Budget
for insurance to cover as many possibilities as you can, and
remember to stay abreast of changes to the insurance products
available.
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INSURANCE BOOSTER TIPS
65 How much insurance should you have?

The simple answer to this is: as much as you can afford, and in
most cases more. Insurance is one of those expenses that is
often seen as a luxury because it doesn’t actually bring any
money into the business on a day-to-day basis. Unfortunately,
the truth is that without insurance you have very little security,
and the small amount of money you save on premiums can
become insignificant when your business and your income are
adversely affected.
An important point to remember with insurance is that your
needs change constantly. As your business grows you may have
more plant and equipment to protect, more customers on your
premises which could increase your chances of someone being
injured, greater personal wealth, and often debt needing higher
levels of cover to ensure that if you do have an untimely death
your family and business partners won’t be left holding the bill.
Talk to your legal adviser to ensure that you are legally
covered insurance-wise and that you have adequate personal
insurance. I look at it from the point of view that, if I died
tomorrow, would my family have enough money for a degree
of financial security (but not enough to make them encourage
me to take up crocodile wrestling for a living)?
No one likes to arrive at work to find that the premises have
been burgled, but it’s much easier to take when you know that
you are fully covered. So, take out as much insurance as you can
afford.
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66 Always read the fine print

Like any legally binding contract, you really do need to be
aware of the fine print on insurance policies. I live in an area
that is prone to flooding and cyclones, which I guess is an
insurance nightmare. My policies are all worded very techni-
cally about the situations where I am covered and where I am
not. Basically, if damage is caused by water coming in from the
roof, I am covered; however, if damage is caused by water rising
up from a flood, I am not covered. There are a number of grey
areas, such as storm surges and damage caused by a cyclone bat-
tering the roof. The bottom line is that you really need to know
exactly what you are covered for.
I make up a list of questions when taking out any new
insurance policy. I ask my insurance broker (see Booster Tip
#68) to show me where my questions are answered on the
policy form, and if I’m not sure about anything I call my
lawyer. I know that this adds to the expense, but at least I
know exactly where I stand. There is nothing worse than
standing beside a destroyed building with the insurance asses-
sor pointing to clause 455 which basically means you are
not covered in this instance. That sinking feeling lasts for a
long time.
We all receive a lot of junk mail about insurance policies
for this and that. If you die tomorrow, your family will get
$1 million and it will only cost you $10 a month, and so on. If
you check the fine print there are often lots of conditions, and
sometimes one policy can override other policies, so you may
end up paying for other policies which, if you made a claim,
would be cancelled because of your new policy.
Remember that, at the end of the day, insurance companies
don’t want to pay you. They are taking a risk that the things
you are insuring against won’t happen. If they do happen, they
will be looking for a way (a loophole) to get out of sending
you a cheque. I’m not saying that insurance companies are
unethical; I’m saying that they are tough. As a consumer, you
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need to be aware of exactly what you have signed and are

paying for—ignorance is not an excuse.
If you have any doubts at all regarding your insurance, get
some professional advice to make absolutely certain that you
are covered.
131
67 Make sure that you meet your requirements as per

the policy schedule
This really means that you need to qualify for cover, and stay
qualified. Insurance policies are very detailed on what you need
to advise the insurer about. If your situation changes and you
don’t advise the insurance company, you may void your policy.
An example of this could be that you are required to have a
particular type of alarm to protect your business from burglary
or fire. In the normal course of business you may decide to buy
a new alarm which is technically better, but it may not meet
your insurer’s requirements. If your premises are then burgled
or destroyed by fire, this may provide the insurance company
with an ‘out’ as you haven’t held up your end of the bargain and
they may get out of paying you.
Another important point to remember, especially with the
less well-known types of insurance, is that you will be required
to answer a lot of questions and you need to answer them accu-
rately. A simple mistake or a lie can void the policy when it
comes time to make a claim, so it just isn’t worth it. Fill in all
the details as honestly and accurately as possible.
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68 Using an insurance broker

Insurance is a complicated and involved industry with lots of
choices and a great deal of technical wording. Using an insurance
broker to help you through the process can be very beneficial.
To find a good insurance broker, you need to follow the same
steps as when finding any professional adviser. Ask friends and
other business associates for a recommendation, discuss your
needs with the potential broker or brokers, and ask them for
some client testimonials and their contact details so that you
can establish for yourself that the individual or company
you are thinking of dealing with is as good as they say they are.
If they won’t give you this information, don’t deal with them.
Insurance is an important part of your business—your future
could depend on it. You need practical advice, from a knowl-
edgeable source who can prove to you that they know what
they are doing.
A question that is not often asked is which company you will
ultimately be insured by. Often by the time you get the policy
in the mail, the name at the top is different from the name you
thought would appear there. In light of recent insurance
company failures throughout the world, you may prefer to deal
with companies that are secure. Your insurance broker should
be able to give you advice in this area, although they are not
privy to the internal workings of insurance organisations so
they cannot be 100 per cent certain of the liquidity of any
particular company.
Likewise, you need to be honest with your insurance broker.
If you have made claims in the past, tell them. It will save every-
one a lot of time and will eliminate the risk of your having a
claim rejected because you provided false information.
A point that I have made throughout this book is that busi-
nesses that prosper look for professionals to give them advice.
I recommend using an insurance broker, because they will sell
you products that suit your business. Going directly to an
insurance company means that they can only sell you the
133
products that they offer. Insurance is a very important part of

any business. If you haven’t been sold a good policy, your busi-
ness may not survive when it comes time to make a claim. Like
any professional advisers, there are good insurance brokers and
some that are not so good. Follow the steps outlined in this
book to find any professional adviser and you will increase your
chances of finding a good one.
134
69 Don’t just sign the renewal policy—always

compare products and prices
Most insurance companies send annual renewal notices
through the mail. The easiest thing to do is simply sign it, add
a cheque or credit card details, and send it back. From my
experience, this isn’t necessarily the best thing to do.
Throughout the year there may have been changes to your
policy that you are not really aware of. You may be breaching
your requirements and not even know about it and, odds
on, you won’t know about it until you make a claim.
Apart from the policy itself changing there may be new
products available that are more suited to your needs and
requirements. It really does pay to take the time to find out if
there are any changes to the policy and whether there are other
products in the marketplace that will better suit your needs.
If you use a broker, they should look after this for you.
However, you should keep in mind that if you sign the form,
you are responsible. Buyer beware.
The basic booster tip regarding all insurance is to shop
around, meet your obligations, stay aware of any changes and,
if you feel it is appropriate, get professional advice.
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70 Prevention is better than cure

This old cliché is still particularly relevant in the area of insur-
ance. Look for ways to protect yourself while minimising your
insurance costs wherever possible. Good work practices and a
safe working environment are preferable to a legal case involving
an injured person suing you and your insurance company.
The more risks you can reduce or eliminate, the better off
you will be. I often think that people can become complacent
once they sign an insurance policy, almost as if the cover they
get means they no longer have to try and do the right thing.
Talk to your insurance company or broker about ways in which
you can reduce your risks and, as a result, your insurance pre-
miums. Often there are some simple security measures that can
be implemented that will result in lower costs; it’s just a matter
of finding out what they are.
Insurance is a back-up for those times when bad things
happen. It’s preferable, however, to take steps to minimise the
risk of those things happening.
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137
Legal booster
10 tips
At some stage in your business career you will need professional

legal advice. This section identifies how to find a good lawyer and
use their services in a cost-effective manner. It looks at ways to
reduce your own legal risks and considers some areas where you
need to be particularly careful.
Our dependence on professional legal advice will likely continue
to increase. From my own experience, good legal advice will more
than pay for itself over time.
#71 When to use a lawyer

#72 Choosing a lawyer
#73 Keeping legal costs down
#74 Make sure that everything is up-front
#75 Get a second opinion
#76 Even lawyers make mistakes—take control and ask questions
#77 The real cost of taking someone to court—is it worth it?
#78 Make sure that everything is in writing
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LEGAL BOOSTER TIPS
71 When to use a lawyer

One reason that we all use lawyers is to protect ourselves from
future legal problems. Most business operators use lawyers to
review formal documents such as leases, wills and last testaments,
and contracts between business stakeholders. The bottom line is
that it’s far more sensible to spend money on hiring a lawyer to
protect yourself than to wait for someone to sue you, resulting in
the loss of everything you own.
Any formal agreement should be reviewed by your lawyer. When
you are signing a lease on a new premises, your lawyer should
review it to ensure that all the details are correct and that you are
being treated fairly. If your business is a partnership, your solicitor
should be involved in drawing up the partnership agreement,
just as they should be if your partnership is being dissolved. In
reality, any situation that involves some form of financial risk
should have input from your solicitor.
There are many stories of businesses that have gone broke
because they were left legally unprotected by trying to save a
few dollars in legal fees. This booster tip is all about being pre-
pared for the worst. Try to develop a good rapport with your
lawyer, to the point where you can ring them to ask their advice
without necessarily being charged.
I strongly advocate trying to resolve any conflicts as quickly as
possible. The longer a case drags on, the more money it will cost
and the more time you will have to devote to non-productive
issues rather than the business itself.
139
72 Choosing a lawyer
Before choosing a lawyer, it’s important to decide exactly what
legal services you require. If you have a complex business
involving a lot of contracts, written agreements and informa-
tion going out to clients, your needs may be more involved
than a business that simply sells products (like a restaurant or
shop). This determines what kind of lawyer you may require.
For example, as a writer and marketing consultant I need a
lawyer who understands copyright law.
I have discussed the process of choosing a professional
adviser a number of times in this book, and I recommend that
you follow the same process when deciding on which lawyer
will best suit your needs. Ask your business associates for refer-
rals. Are they happy with the lawyer that they have been using?
Who would they suggest you avoid using, based on bad past
experiences?
Once you have a few names, arrange a preliminary inter-
view with each firm (which should be free) to explain your
legal requirements and to see if they can meet your needs at a
reasonable cost. Ask questions about the firm’s current clients,
the type of work they specialise in and their charges, and
request some testimonials from clients who can verify their
abilities and professionalism. An impressive office doesn’t
mean that a particular law firm is good at what they do—it
just means they have a good interior designer.
Discussing costs up-front is a very normal business practice;
if you don’t ask how much their advice will cost you, you may
be in for a nasty surprise.
140
LEGAL BOOSTER TIPS
73 Keeping legal costs down

Lawyers have a reputation for being expensive, and from my
experience this is generally true. (I once received a bill from a
law firm that was 300 pages long and totalled over $30,000. On
top of this, I had to pay $4000 to have another firm review
the bill, looking for mistakes such as charges levied for letters
that were never written, faxes that weren’t sent and meetings that
didn’t take place.)
There are a number of ways to keep costs down when using
a lawyer, and the best way is to do as much as possible of the
legwork yourself. (The same goes for accountants. The more
organised your records are, the less your accountant will charge
to prepare your records.) When dealing with your lawyer, get
into the habit of asking them how to keep the costs down.
Always ask for options, and really get the message across that
you want to save money where possible.
Some legal firms are willing to take a case on speculation,
where they get paid only if and when you win a particular
action. This can be a good option if you don’t have a lot of
money up-front; however, the cut that they take is normally
very high (30–40 per cent). The choice is up to you and, of
course, the individual firm’s policy.
A theme that I have emphasised in this book is the develop-
ment of relationships with key people in your business life.
These key people can include your lawyer, accountant, bank
manager, landlord and marketing consultant. If you have a
good relationship with your lawyer, they may be a bit kinder
when it comes to billing. (I know that as a marketing consult-
ant I tend to be pretty soft when billing clients that I like.)
Look for ways to keep your legal costs as low as possible,
but don’t avoid using a lawyer because of fear of the expense.
Businesses that thrive have good legal advice.
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74 Make sure that everything is up-front

If you are going to use a lawyer, there is no point in trying to
hide information from them. If you have done something
wrong or made a mistake, it really is in your best interest to tell
your lawyer everything. Your lawyer is on your side and there
to protect you or work towards the best outcome. Therefore,
the fewer surprises that they encounter, the better.
When I first started using lawyers a long time ago, I always
felt a little embarrassed. My letters were poorly filed, I didn’t
keep all of my records, and I often didn’t tell the whole story
because I thought the lawyer would think less of me. The thing
you need to remember is that lawyers see lots of people with
myriad problems every day, so the odds are that your particular
problem isn’t unique. Don’t be embarrassed, lay everything on
the line and be completely honest with your lawyer.
In regard to costs, you are perfectly entitled, before proceeding
with legal action of any sort, to ask for a written quote up-front
outlining what costs you can expect and when you will have to
pay them.
It’s also well worth asking what will happen if you lose your
case. Will you be liable for the other party’s costs as well as
your own? Be 100 per cent clear in your mind as to exactly
what costs you are liable for now, and what costs you could be
liable for if things don’t go as planned.
I also like to have some idea from my lawyer of how long an
action may take or when certain steps will be completed. Some
of these things may be out of the lawyer’s hands, particularly
things like setting dates for court appearances, but they should
have a fairly good idea.
142
LEGAL BOOSTER TIPS
75 Get a second opinion

There can only be one winner in a law suit, so if you are pursu-
ing legal action against another person or company, be prepared
for the fact that you may be the loser. What will losing mean to
you financially, professionally, emotionally, and so on?
Lawyers sometimes get it wrong. I strongly recommend that,
in cases where the outcome is important, you get a second
opinion. Your lawyer may think you have an excellent chance of
winning, but a second opinion may reveal that your chances
of winning aren’t as good as you first thought. Just as you should
feel comfortable about getting a second opinion on medical
matters, you should feel comfortable about getting a second
opinion on legal matters.
Several years ago I was thinking about taking legal action
against a company over an injury that I suffered due to their
negligence. I saw five lawyers of whom four said that it would
be a waste of time and not to bother. They all said that it
would take years, cost a lot of money, and the outcome was
likely to go against me. In hindsight, I don’t think they wanted
to take on the case. The fifth law firm was great. They were a
big firm, with a good background in my type of case. They
encouraged me to pursue the matter, which was settled in my
favour five years later for $150,000. I wouldn’t say it was easy,
but if I had taken the advice of the other lawyers I would have
dropped the case.
You should weigh up the situation for yourself and assess a
number of opinions before going ahead. Don’t be afraid to ask
for a second opinion in any professional dealing.
143
76 Even lawyers make mistakes—take control and

ask questions
I have had some shocking experiences with legal firms. Once
my lawyer forgot to turn up to court and we subsequently lost
the case. One firm worked on a case of mine for six years but
did little in that time except add a few notes to my file. And one
firm took so long to proceed with an action that the company
I was suing for non-payment of a bill went broke and I not only
lost a large amount of money but had to pay hefty legal fees.
I have spoken to many other business people who have had
very similar experiences and they all agree that there isn’t a lot
you can do about it. Of course, you could sue your solicitor,
which will be difficult, costly and time-consuming. The other
option is to be a squeaky wheel—ask lots of questions and
make certain that you are absolutely up-to-date and informed
at every step of your legal proceeding. If you don’t understand
how something works, keep asking questions until you are very
clear about it. Take notes, and ask for copies of all correspon-
dence to be sent to you (which they should do anyway).
This booster tip is all about taking control of your legal
matters. If in doubt, ask, and make certain that you know
exactly what is happening, why it is happening and when it is
happening.
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LEGAL BOOSTER TIPS
77 The real cost of taking someone to court—is it

worth it?
If you are faced with the real possibility of taking someone to
court, it’s important to spend some time assessing whether or
not it’s actually worth it. Court proceedings take a long time,
cost a lot of money and can be very stressful. I’m not suggest-
ing that you should simply write off old accounts or walk away
from disputes. I am saying that you need to weigh up the pros
and cons and then make an informed decision.
In my business I have had to chase people for money many
times. We tend to follow this procedure:
1. Hire someone to call all of our clients who have overdue

accounts. This generally results in some of the overdue money
being paid and it isn’t threatening. It’s more along the lines of:
‘Hey, your account is dragging on a bit and we would appre-
ciate it if you could sort it out.’
2. Repeat the above step a few weeks later and ask for a com-
mitment to a specific date for payment or make arrangements
for a payment plan.
3. Follow up on the above. If some clients still won’t commit
to pay, we threaten legal action.
4. Start legal action against those clients who still refuse to pay.
Sometimes we get our money, but most of the time we don’t.
The same principle applies to other types of legal disputes: the

only real winners are the lawyers. Of course, there are times when
you have to fight for what you believe in, and the law is there to
protect the innocent party. However, many people have lost a lot
of money by embarking on a court case on a matter of principle.
The bottom line is that legal action should be avoided where
possible. An alternative is to use a mediator to try and resolve a
dispute. Both parties agree to be bound by the decision of the
mediator whose main role is to try and resolve the conflict in
the fairest possible way to both parties.
145
In many countries the legal system now makes mediation a

standard step on the journey to court in an attempt to free up
court facilities and the judges’ time formerly tied up with petty
and small claims.
146
LEGAL BOOSTER TIPS
78 Make sure that everything is in writing

The day of the handshake agreement has, sadly, come to an
end. If you find that a lot of your business agreements are only
verbal and there is nothing in writing, you may need to review
the way that you do business.
I have worked very hard at developing systems that protect
us and the companies that we deal with. If it’s in writing and
both parties have a copy, there really is no room for argument
at a later date. Like a lot of relationships, everything may be
fine in the early stages, but if it sours you need to be protected
by paperwork.
All agreements with suppliers, staff, customers, lawyers, and
so on, need to be confirmed in writing. Another excellent habit
to get into is to write summaries of meetings and discussions in
your diary. If there is a dispute somewhere down the line, your
diary can be submitted as evidence. I had to give evidence in a
legal matter several years ago and I had to present my diary out-
lining meetings on specific dates, what was discussed and any
follow-up.
The main point of this booster tip is to encourage you to
write down any information that could be important at a later
date. File it where you’ll know where to find it if you need it.
Save your old diaries. I have diaries going back 12 years. I now
use my diary to record anything that could later be disputed.
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148
Personal booster
11 tips
Apart from all the day-to-day business activities that we have to deal
with, there are many personal pitfalls that we can encounter in
business. Many of these can affect the overall success of our busi-
ness, and thus they need to be allowed for if we are to boost our
business.
This section highlights those aspects of running a business that can
affect you on a personal level. They include stress and burnout, man-
aging your home life as well as your business, and simple forms of
development that will be good both for you and your business.
#79 Start your business feeling refreshed and healthy

#80 Don’t give up your hobbies when you start your business
#81 Try to separate work from home
#82 Maintaining your enthusiasm
#83 Learn to laugh and lighten up
#84 Learn to handle stress
#85 Listen to your instincts—they are normally right
#86 Take regular holidays, even though there is never a good time
#87 Develop your negotiating skills
#88 Be supportive of the community where you make your living
#89 Use photographs to record your progress
149
#90 Know when to call it a day

#91 Break the habit of doing things the way they’ve always been
done
#92 Don’t be afraid to make changes (name, location, etc.)
#93 Keep copies of important documents
150
PERSONAL BOOSTER TIPS
79 Start your business feeling refreshed and healthy

I am a firm believer in starting any new business or project
feeling refreshed and healthy. To survive and build strong foun-
dations, you will need a clear mind and a body with enough
energy to do what you ask of it.
The early stages of a new business can be very exciting. There
is always a lot to do, and your attention needs to be focused on
many different areas, often calling on skills and expertise out-
side of your normal day-to-day experience. It’s also a time that
can be very challenging and, in many ways, difficult, especially
if you start to have negative thoughts, particularly about all the
money you may be spending to set up your business.
Because of this you really need to be feeling good, both
mentally and physically. If you start out tired and run-down
it’s likely that you will only get worse as time goes on. You
need to be sharp and focused, with a clear plan of attack. Being
good at what you do is important when it comes to setting up
a successful business, but having stamina and a clear mind is
equally as important.
I see a lot of people running small businesses who are burned-
out shells, simply going through the motions, with no real
enthusiasm or zest for life. From my experience, customers
don’t like to deal with people like this because they come across
as being negative.
If you are finishing your old job on Friday and starting your
own business on Monday, you may be in for trouble. Take a
break, do some exercise and eat well. Build yourself up so that
when you start your business you are bulletproof and filled with
enthusiasm for the project you are about to undertake.
151
80 Don’t give up your hobbies when you start your

business
As something of a workaholic, I can attest to the fact that
owning and operating your own business can become all-
consuming. You will have a lot of demands placed on you from
every direction. Combine this with enthusiasm and passion for
what you are doing, and suddenly your life will be filled with
just one thing—your business. I have used every excuse known
to mankind when trying to justify why I have to spend yet
another weekend in the office and not with my family or
friends. After a while the phone stops ringing and often rela-
tionships break down.
Running a successful business is, without a doubt, one of life’s
greatest challenges. There are many benefits and many pitfalls,
and maintaining a balance between them is essential to long-
term success. Many of my business friends complain that they
no longer have the time to do the things they enjoy because
they are always working. If you are in this situation, you really
need to ask yourself: is it all worth it?
I strongly recommend that you maintain interests outside of
your business. I wrote up a list of the things I love to do when
I have free time. Next to each of the items I noted when I did
it last. The results were a little scary and they motivated me to
spend more time doing the things that I love, that are purely
recreational. My list included things like fishing, playing
squash, camping, bushwalking, writing, reading, having dinner
with friends and cooking.
The biggest bonus from doing the things you love is that you
go back to work feeling bright and fresh, and I honestly believe
that you are much more productive. If nothing else, you will be
a much nicer person to be around. I also get some of my best
business ideas while sitting in a boat waiting for a fish to tug on
the end of my line.
My booster tip here is that any business can become all-
consuming. It’s up to you to ensure that it doesn’t.
152
81 Try to separate work from home

This booster tip is most applicable to two types of business
people: those who run their business from home, and those
who work with their partner. I have been in both situations on
several occasions and have no doubt that keeping work and
home separate is essential not only to your sanity but also to
your overall success.
Working from home can be great. There are a lot of books
written on the subject filled with practical advice and ideas on
how to make it work. The main problems that I have experi-
enced with working from home are:
• It’s too easy to work all the time.
• Family and friends don’t take your work seriously.
• There are a lot of distractions.
• Some people don’t take home-run businesses seriously.
Of course, there are also a lot of benefits! The best booster tip
that I can recommend for home-based businesses is to separate
work and home. One way of doing this is to have some sort of
physical barrier, such as a sign on a door, a separate entrance, or
anything that makes you feel that you are entering your work
space. Family and friends also need to understand that this is
your work space, not a social room, and that, just as if you were
working in an office or a shop, you need to get work done when
you are there.
If you are working with your spouse or partner there are a lot
of potential problems. Discussing your company’s profit and
loss statement does not qualify as foreplay in the romantic
arena! Your enthusiasm and excitement about running your
own business can often take over your life, and so it is critical
that you set some ground rules. Some rules that I have used
include:
• No talking about work after 7 p.m.
• Spend time apart outside of the business.
153
• Clearly define roles within the business.

• Keep time for you as a couple, not as business partners.
• Leave personal problems at home and business problems at
work.
If you mention that you work with your partner, many people
will gasp and ask how you both manage it. Without a doubt it
is hard, but if you have a plan and stick to it I believe that you
can make it work.
The most important booster tip for couples working
together is to separate work from home.
154
82 Maintaining your enthusiasm

Maintaining enthusiasm can be tough for all of us, particularly
on those days when it just doesn’t seem to be happening and
what can go wrong does go wrong, and you end up asking
yourself what on earth you are doing. Don’t worry, we all have
those days, and we all have a little trouble staying positive at
times. I have four techniques that I use:
• I read something motivational about someone who really

had things to complain about but didn’t.
• I surround myself with positive people who are happy to
share their positive energy.
• I pull out those jobs that I really enjoy doing and just work
on those for the day.
• I goof off—I go and see a movie, have lunch with friends,
buy a new shirt, or do something completely unrelated to
what is driving me crazy. It’s not very responsible, but it sure
makes me feel better.
I am very lucky, as I believe that I was born with more than my

fair share of optimism. But while it comes naturally, it’s tested
often. I find that some people manage to inspire me to keep
going when I really don’t feel like it. We are all only human, we
will have good days and bad days, but as long as the good out-
weigh the bad we really can’t be doing too badly.
I am also a firm believer in maintaining your health to main-
tain your enthusiasm. You don’t have to be a health fanatic—
I certainly am not—but I know that if I’m feeling tired and
run-down, and my enthusiasm is waning, then eating well and
going for a few long walks can really help. The best piece of
advice I can offer is not to be too hard on yourself. If you are
having trouble maintaining your enthusiasm, the odds are that
it’s only temporary, so don’t worry.
155
83 Learn to laugh and lighten up

We all take ourselves too seriously from time to time. There
really isn’t that much to be serious about, but in our quest to be
successful we can put ourselves under enormous pressure. One
of the biggest bonuses of running your own business is the fact
that you are the boss and the decisions you make ultimately
decide your future. It sounds pretty heavy, but in reality you
can only do your best.
We could all benefit from lightening up and taking things a
bit easier from time to time. I am often amazed by people who
seem to be doing a million things at once—juggling a family,
their own business, bills, staff, customers, and so on—yet who
can still find the time to stop and have a laugh, often at their
own expense.
I had one client who encouraged his staff to take it in turns
finding a joke for the day. There were five staff and they all had
a day to come up with a joke. My client said that it lightened
up the mood in the workplace, as laughter and humour were
welcomed and enjoyed. It didn’t turn the business into a circus,
but it did make it a place that was much more fun to work in.
As a result, productivity increased and so did sales. Customers
enjoyed dealing with this business because the people were fun
to deal with.
Have a look around your workplace. Are the people working
there having fun? Do they look like they are enjoying them-
selves? Does anyone ever come up to you and tell you their latest
joke? If not, maybe you need to encourage a lighter atmosphere.
If you work at home or by yourself, you may need to be more
inventive. When I have worked like this, I always kept a few
books of my favourite cartoonists handy. If I was feeling a little
flat I could flick through a few pages and soon have a smile on
my face, which made my day go that little bit easier.
Most workplaces are very serious. There really is no need for
them to be like this, so spread a bit of cheer and lighten up. Learn
to laugh, or keep laughing, no matter how bad things get.
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84 Learn to handle stress

Stress can be a killer. It is without a doubt one of the conditions
that small business operators are particularly prone to. Stress
affects us all in different ways and we should not underestimate
the effect it can have on us, both physically and mentally.
Stress is like putting on weight. You don’t just get up one
morning and find that you have gained 20 kilograms. Gradually,
over a few years, your weight increases and all of a sudden you
weigh 20 kilograms more than on the day you were married. In
the same way, the more stress that you allow to build up, the
more damage it can do.
Stress can affect you physically by causing things like
ulcers, disturbed sleep, lethargy, headaches, heart problems,
eating disorders, substance abuse and hair loss, to mention
just a few of the more common signs. Mentally, stress can lead
to anxiety and panic attacks, the development of new
phobias, emotional instability and mood swings. Your doctor
can provide you with information about the signs and symp-
toms of stress.
The hardest part of dealing with stress is figuring out what
you can do to relieve it. Everyone is different. I find that when
I’m suffering from stress, I need to spend a day outdoors, either
fishing or going for a walk in the rainforest or spending the day
at the beach. After doing this for a day, or even for a few hours,
I can feel the stress leaving my body. Everyone has their own
way of relieving stress; you need to identify what works for you.
If you are concerned that your stress levels are really high and
you are starting to feel out of control, don’t be embarrassed;
simply visit your doctor and tell them exactly how you are
feeling. If you don’t do something about it, things will only get
worse and the stress will manifest itself in increasingly startling
ways the longer you ignore it.
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85 Listen to your instincts—they are normally right

I believe that this is the most important booster tip in this
book. We all have a sixth sense that tells us when something
isn’t right. We may find ourselves saying ‘yes’ to someone, while
in the back of our mind there is a little voice trying to tell us
that something is wrong. I have had this sensation when
employing staff, when I have made major business decisions,
when I have purchased particular products, and in many other
situations. I have often gone ahead even though this little voice
has tried to tell me otherwise. Usually these decisions have
proven to be very bad ones and have ended up causing me a lot
of grief or costing me a lot of money.
Likewise, there have been many times when I have met with
a particular client or prospective staff member and my instincts
have encouraged me to work with that person. The same
applies to making a decision—if my instincts say that this is
good, I will go with it.
Of course, I have no scientific evidence to prove how or why
this works, but I know that it works for me. Using my instincts
is now an important part of my business strategy.
While researching this book I asked a lot of business people
what they felt had made them successful. Without exception,
they said that there was something that they couldn’t explain
that either encouraged them towards a particular course of
action or steered them away.
The hardest part of understanding and listening to your
instincts is that there isn’t a rule book that tells you how to do
it. If I find myself in a situation that I have some reservations
about, I ask for some time to consider the proposition. This
allows me to mull over the possibilities and gives my instincts a
chance to get through to me.
At times our decisions become clouded. If we are short of
money and someone comes along offering a great deal that
would relieve financial pressure in the short term, we are tempted
to go for it even if our instincts are ringing alarm bells—for
158
instance, the guy offering the money is carrying a violin case

and likes to be called ‘Crusher’.
My advice, and the advice of the people I have asked for their
booster tips, is to learn to listen to your instincts. If you don’t
have a clear feeling of ‘yes’ or ‘no’ about a decision, then take
some time to think about it. Talk about the pros and cons
with someone you trust who you know will be completely
honest and tell you what they really think and not what you
want to hear.
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86 Take regular holidays, even though there is never

a good time
I am always telling people to go on holidays; in fact, I believe
it’s the best marketing advice I can offer. Many of the people I
see come in looking worn-out, tired, jaded and generally ready
to pack it in. My job is to tell them that they will need to put
a pile of energy into building their business back up, and I can
see in their faces that they have nothing left to give. They are
completely shattered.
What chance do they have of building their business back up
from this stage? The obvious answer is: not much. Successful
businesses are as much about energy and enthusiasm as they are
about anything else. I believe that a combination of the two,
with a little cash thrown on top, can help you do just about
anything.
You need to be fresh and sharp to succeed. In the same way
that I have recommended taking time out on a regular basis and
keeping up with your hobbies, you need to take regular holi-
days. I’m not talking about taking the afternoon off to catch up
on paperwork; I’m talking about getting completely away from
anything that causes you stress. If your business will fall apart
because you aren’t there for a few weeks, then you really have
more serious problems to look at.
There is never a good time to have a holiday, there is never
enough money in the bank, there are literally thousands of
reasons not to go and there always will be. The problem is that
if you don’t have a good break on a regular basis, you will slowly
but surely lose your edge and burn yourself out. No matter how
much you love your work, or how important you feel you are,
if you don’t have regular holidays you won’t get a medal from
the small business martyr association—all you’ll get is more
stress and less success.
Try to plan your holidays on a semi-regular basis so that you
always have something to look forward to. A good friend of
mine who has a very stressful job takes one week’s holiday every
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three months or so. His philosophy is that he only ever has a

couple of months to work without a break, so he is always
looking forward to his next holiday. He doesn’t always go to
exotic locations; often it’s just a week off to do some gardening
and catch up on things around the house and perhaps play a
few rounds of golf. I like his philosophy and I believe that it’s a
good way to survive stressful situations in the long term.
I therefore recommend that you take holidays as often as you
can and do the things that you really enjoy and that will help
you to unwind.
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87 Develop your negotiating skills

Life is all about negotiating. We see young children developing
this skill when it comes to eating their greens. We negotiate
with them: ‘Eat your broccoli and you can have some dessert.’
The decision is then up to them. How badly do they want
the dessert? ‘If I eat half of my broccoli, can I have half of my
dessert?’ The negotiations go back and forth. In some instances,
it’s non-negotiable; in others, there is room for flexibility—
normally depending on the energy level of the parent.
Good negotiating skills are an asset that can be used all day
every day. Now, I would like to make the point that there is a
difference between negotiating and being tough in business. The
ideal outcome of a negotiation is that both parties walk away
feeling some degree of satisfaction. To negotiate you need to be
flexible and willing to listen to the other person’s point of view.
The most successful people I know are excellent negotiators.
I have often spoken to them about this skill, assuming that it
was a natural ability. That’s far from the case. Many of these
people realised that winning in every situation requires someone
to be the loser. In this way, bridges get burned, people become
less willing to work with you again, and so on. These smart
people have realised that they can get what they want by being
flexible and making their opponent feel like a winner as well.
The keys to negotiating success are:
• Have a clear bottom line or outcome in your head. You

won’t go below this.
• Look at the situation from the other person’s point of view.
• Be patient and never lose your cool.
• Ask the other person if they are happy with the outcome at
the end of the negotiation.
• Be prepared to walk away.
There are many different courses available on negotiating. I

strongly recommend that you find the time to do one. You will
162
be amazed at how many areas of your life can benefit from good
negotiating skills. If you haven’t got time to do a course, watch
two children discussing a toy swap and you’ll see all the neces-
sary skills being played out in front of you.
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88 Be supportive of the community where you make

your living
I am a strong believer in being a good corporate citizen. This
simply means that you put something back into your commu-
nity. There are many ways that you can be a good corporate
citizen and I have listed a few of them below:
• Support a local charity (such as the children’s ward at the

local hospital).
• Sponsor a children’s sporting team.
• Give your time freely to a good cause—make soup or deliver
care packages to the needy every once in a while.
• Offer to talk to children at your local school on their next
careers day.
• Give old office equipment to a needy cause—old computers
have little resale value, and the local school or day-care
centre may be able to use them.
• Give your expertise to charity—we offer marketing advice
freely to several local charities.
If you make your living out of the community, you should be

prepared to put something back in. If you haven’t got a lot of
money, how about giving a little of your time? I strongly believe
that if you are a good corporate citizen, your community will
be good to you.
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89 Use photographs to record your progress

When you are in the midst of running your own business, time
seems to fly. Often it’s hard to know if you are moving forward
or just treading water. A good friend of mine told me many
years ago how he uses photographs to gauge if his business is
moving ahead. I have used his advice ever since. I take a lot of
photographs of my premises, my staff, any promotions or
events that we hold, and any other general bits and pieces that
have some relevance to me. Along with these photographs, I
also collect pieces of promotional material, samples of office
stationery, letters from customers, and so on, which I keep in a
photo album. They provide a snapshot of my business during
its various stages of evolution.
The album is a time capsule of sorts which shows that we are
moving forward. I look at the album from my first business
almost 20 years ago and, apart from realising how young (and
thin) I looked, I see that I have come a long way. This adds a
perspective that is sometimes hard to get in any other way.
Keep a pictorial history of your business. If you find that it
looks the same today as it did ten years ago, you might need to
move things along a bit. It’s also a great tool to show people
who may be looking to buy your business, as it adds flesh to the
profit and loss statement.
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90 Know when to call it a day

It’s important to know when to get out of the business you are
in. If you are at the end of your tether emotionally, financially
and physically, it may be time to call it a day. Unless there is
something potentially life changing on the horizon, today may
be the day when you need to say, ‘That’s it—I’m going to sell
my business, or close it down, or go bankrupt.’ This is a deci-
sion that shouldn’t be taken lightly, but it shouldn’t be the
hardest decision you’ve ever taken in your life.
We all get very attached to and emotional about our busi-
nesses, but believe me when I say that there is life after they are
gone. I have some very close friends whose large companies
went broke, and they all say that the day they closed was a huge
relief. They could now get on with their lives, and they did.
Your situation may be at the other end of the scale: business
is good and getting better, you have plenty of assets built up, and
now you are thinking about selling out and pursuing another
interest, or perhaps just taking a well-deserved extended holiday.
Whatever the case, it’s important to know when enough is
enough and it’s time to move on. Don’t be one of those people
who, for whatever reason, just can’t seem to let go. You own the
business, so you make the decisions.
Success in business often comes down to timing. I often hear
the comment, ‘I stayed in for too long and lost the lot. If I’d got
out early, I’d have made a killing.’ Do you know when to call it
a day?
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91 Break the habit of doing things the way they’ve

always been done
Businesses evolve over time. Often the way things are done is
based simply on habit—on the fact that this is the way they
have always been done. Habits can be good or bad. I urge
you to look honestly at the way your business operates at every
level to see if there are ways that you could improve what you
are doing.
Very few businesses wouldn’t benefit from this kind of
appraisal. Something as simple as putting timers on all your
electrical switches could save you hundreds, if not thousands,
of dollars a year. Are there other business opportunities that
have evolved as a result of your business’s own natural evolu-
tion? If you run a truck around town all day, perhaps you
could sell advertising space on the vehicle to another company;
or maybe you could join forces with a few other businesses to
increase your buying power for fuel. There are hundreds of
ways to break old habits and, in the process, save money
and work more efficiently. The irony is that it takes time and
money to find these new methods. In the long run, though,
you will win out.
In recent years I have read a lot of books by Dr Edward de
Bono, the man credited with developing the concept of lateral
thinking. I strongly recommend that you read some of his
books to help you think about your business and the steps that
you take in making business decisions. Fresh eyes can lead to
fresh ideas.
The way you work is another area that is often dictated by
old habits. Just because you have been disorganised for 20 years
doesn’t make it OK. Changing old business and personal habits
takes time, energy and a real commitment from you, but at the
end of the day you are the one who will benefit the most from
improving the way you work. I got into the habit of working
six days a week, whether I needed to or not. I would waste time
during the week because I knew that I could finish off my work
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on Saturday, but my home life suffered as a result. It took me a

while, but I changed my old habits and decided that I would
complete all of my work between Monday and Friday and
spend the weekends doing the things that I really enjoy. It has
changed my life.
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92 Don’t be afraid to make changes (name, location,

etc.)
We are living in an age characterised by a faster rate of change
than ever before, and there is no reason to believe that this rate
of change will slow down. Resistance to change, and stress
associated with change, are real issues and there are now many
companies that help businesses and individuals to deal with
change. To thrive in this modern business world, we all need to
be open to—indeed, embrace—change.
Many companies are concerned about making changes of
any sort. Something as simple as painting the outside of the
building becomes a long-term project involving a cast of thou-
sands. I don’t know if it’s because of the industry I am in, but I
find that change is normally a good thing. Advertising agencies
change their name once a week—in fact, it’s a standard joke
that people in our game write their own business cards in
pencil.
I have never once changed my business’s name or location
and suffered as a result. I have recommended to many clients
that they change their business name, for one reason or
another; some have done so and have done very well. Many
old-time business people, however, feel that their customers
won’t understand a change of name or image. Customers aren’t
stupid, so I don’t see what the problem is. To me it’s a healthy
sign to see a company change its name and image on a semi-
regular basis. How often depends on your business, but I
believe that corporate images should last a minimum of five
years and a maximum of ten. If your business name no longer
reflects what your company does, change the name. If it is
handled well by you and your staff, you will generally have an
increase in business as a result of the free publicity associated
with the name change.
Some people may worry that their customers will think that
they are in financial trouble if they change their name or prem-
ises. If you develop a new corporate image, perhaps move to a
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new office, introduce new uniforms, and so on, customers are

likely to perceive that your business is prospering, rather than
in trouble.
I always recommend that you seek good advice when under-
taking a corporate rebranding. A fresh set of eyes can offer some
excellent ideas and recommendations.
There are many other areas of both business and personal life
that can be changed. Embrace change and all that it encom-
passes and you will find that your confidence in many areas of
your life will increase. Changes can act as real motivators; they
can reignite passion and enthusiasm that can start to lag, over
time, in any business.
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93 Keep copies of important documents

Over the years we all accumulate an amazing array of paper-
work. Boxes and boxes of the stuff seem to fill every corner and
cupboard. By law you are required to keep many documents
relating to income and expenditure for taxation purposes;
however, a lot can be thrown away or, even better, recycled.
Deciding what should be kept and what should be ditched is
difficult. If you are like me, you will keep every scrap of paper
you have ever produced and sooner or later you will run out of
space. If you are at the other extreme, you will have nothing—
the true paper-less office. Deciding on a happy medium is prob-
ably the best advice. However, you should always keep the
originals, along with copies, of important documents.
In the course of my business I have been involved in several
legal cases where I have sued companies, either for not paying
their bills, or for selling me faulty products, and even in one
case for copyright infringement. These cases sometimes went
on for years, and often old documents that I had saved ended
up playing a major role in my winning the case. For example,
one case required a diary of mine from six years before to be
produced as evidence that a certain meeting took place.
I now save all of my diaries for at least ten years. Business
registration certificates, contracts, letters of commendation,
important reports, tax returns and insurance policies are
all important documents that can get lost in the pile of paper-
work. I now have a file that I call ‘Important Documents’.
I make copies of any document that I feel is important and I
store it in this file, which I keep outside of the office. This way,
I know that if the office were to burn down at least I have copies
of documents that I need and that I would find hard to replace.
The same principle applies to backing up computer data.
Whenever you back up your files (and if you don’t, you should),
make two copies—one for home and one for the office. After all,
if your office burns to the ground your insurance will give you
new computers, but you won’t have any data to put in them.
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For really important documents, such as wills, I keep a copy

in the office, a copy at home and a copy with my lawyer.
The only time this booster tip is important is when you
really need it. A number of my associates who have lost their
business premises as a result of a natural disaster have said that
the disruption to their operations would have been reduced
considerably if they had stored copies of data and important
documents elsewhere.
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Planning for the
12 future booster
tips
We constantly hear and read about the importance of setting

goals and making plans for the future. I am a firm believer in
setting goals on both a personal and a business level. It’s impor-
tant to know where you are going and whether or not you are
getting there. It’s equally important to understand—and plan for—
the external factors that can affect your goals, and your business
in general. This section addresses planning for your business and
yourself, now and in the future.
#94 Know exactly where you are going

#95 Know exactly how you are going to get there
#96 Stay aware of, and up-to-date with, what is happening in
your industry
#97 Competition—you need to be better than the rest
#98 Always have a plan for when things go wrong
#99 Be aware of your business’s peaks and troughs
#100 Don’t just look at your business in terms of facts and figures
#101 Set your business up so that someone will want to buy it
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PLANNING FOR THE FUTURE BOOSTER TIPS
94 Know exactly where you are going

Running a business of any size can be truly challenging. Apart
from doing your day-to-day work, there are many other issues
that you have to think about. These issues can be anything
from juggling finances, to worrying about an unhappy cus-
tomer, to feeling guilty because you aren’t spending enough
time with your family.
I often meet people who have become totally absorbed by
their business, and I have to admit that there have been
many times when I have been guilty of the same obsession.
At these times, it’s easy to lose track of what you are working
towards.
This booster tip encourages you to have a clear picture in
your mind of where you want to be in 12 months, two years,
three years, and so on. Some businesses just seem to be running
on autopilot: everything just happens of its own accord, and
there is no real enthusiasm being injected into the business.
By knowing what you are working towards, you constantly
have goals. These goals may be financial, personal, spiritual, or
a combination of all three. There is a very good reason why you
should take the time to write down your goals: because it
works.
All of the truly successful business people that I have met
share one common characteristic: they are working towards
certain goals. Their goals may change many times in their life,
or in the life of their current business, but without exception
they are driven forward by the desire to achieve these goals.
I have both small goals and large goals. I know where I want
to be financially at the end of each year, and I know what type
of work I want to be doing. I also know where I want to be in
five years time. This helps me to get through those tough times
when I’m tempted to ask myself whether it’s worth it.
For some reason, the goals themselves aren’t as important as
just having them. I believe that they give you the drive that is
necessary to succeed in business.
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95 Know exactly how you are going to get there

Take the time to write down a plan. It can be as complex or as
simple as you feel is necessary. It’s a plan for you to follow and
to give you direction. My yearly plan falls into three categories:
Personal
My personal plan outlines what I want to achieve in the coming
year on a personal level. Basically, I cover the areas of my life
that I would like to focus more attention on. Some years it has
been to work smarter, to spend more time with my family, to
go fishing more often, to be a better communicator, or to learn
to play the guitar. I use this plan to draw my attention to the
areas of my personal life that I feel need some work. I also
include things like holidays or special trips in my personal plan
so that I can look forward to them.
Financial
My financial plan outlines what I want my business to achieve
in the coming year in financial terms. It’s basically an overview
of how much business I expect to attract and how much I
expect my costs to be, and the overall end result.
Business
This plan covers what direction I would like to take the busi-
ness in during the coming year. What type of customers do I
want to attract? What type of work do I want to do? Are there
any special purchases, such as a new vehicle or new equipment,
that I want to make in the coming year?
All of the above takes about three pages and an hour to write. Yet
this simple task produces a document that I refer to constantly.
What I especially like to do is pull out last year’s plan when I sit
down to write this year’s plan. It’s very rewarding to see those
areas where I have achieved the goals listed in my plan, and it’s
challenging to identify the areas that still need some work.
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I am a firm believer that every business should also have a

good overall business plan and a marketing plan (see Booster
tip #52). However, the reality is that very few do. Taking the
time to prepare a simple plan along the lines that I have out-
lined above can really help to boost your business.
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96 Stay aware of, and up-to-date with, what is

happening in your industry
Knowing what is happening in your industry is more impor-
tant today than ever before. Technology is changing rapidly,
consumers’ habits are changing just as fast and, as a result, the
way we do business needs to be able to adapt quickly. Staying
aware and up-to-date is essential to the survival of any modern
business. The big question is: how?
We now have access to more information than at any time in
history. The Internet is a great source of current and detailed
information. Make yourself comfortable using the Internet and
you’ll be surprised at what you can find out.
Joining industry organisations is another way to stay
informed. There wouldn’t be too many industry groups that
don’t have an association of some sort that can normally be
joined for a minimal cost. In return, you will have access to
information and figures that would normally be difficult for
you to source.
Industry publications are another excellent source of keeping
up-to-date. I subscribe to a number of specialist marketing
magazines, and the information contained in them is worth
thousands of dollars to me. For $4.95 per issue, I have access to
survey results, the latest technology information, and industry
and consumer trends—all areas that are critical to a successful
marketing firm.
Attending trade expos or shows is another way to keep
up-to-date (and stimulated) by what is happening in your
chosen field. A trade expo where there are hundreds, if not
thousands, of your industry peers provides fertile ground for
the exchange of information. When I was in the diving busi-
ness, the main trade show worldwide was held in America
every year. I attended this show several times and always left
feeling that I had really gotten value for my money.
Training seminars, conferences, and even industry network-
ing functions, are also great ways to stay up-to-date in your
178
particular industry. If you can, join a local group; if there isn’t

one, why not get one going?
To boost your business, you need to stay up-to-date and
current any way you can.
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97 Competition—you need to be better than the rest

Competition is the lifeblood of business. In some shape or
form, we all compete with many other companies. The advent
of fast planes, fast Internet communication and fast couriers
means that geographical distance is no longer an overwhelming
constraint.
My main booster tip here is that you need to be better than
the rest. Can you honestly look at your business and say that
you are the best at what you do? If you can, great; but just in
case, you might want to check with your customers to make
sure that the picture is as perfect as you think it is.
When I first meet with a new client, I always ask them what
makes them different from their competitors. Their usual
response is, ‘We’re the best.’ I’m certain that their competitors
also feel that they are the best. They can’t all be the best, so
someone has got it wrong.
We often do surveys using mystery shoppers. This involves
our company going into a business and surveying it from the
customer’s point of view. While we are normally contracted by
the business owner, the visit is anonymous and the staff gener-
ally aren’t told (at least on the first visit) that someone is coming
in. I have yet to conduct a mystery shopper survey where the
business has achieved a perfect score. There is always room
for improvement, and it’s normally a matter of being humble
enough to realise that your business can be improved.
Asking your customers their thoughts on your business is
another great way to make sure that you are performing well, as
well as to identify areas where you could improve. This can be
done with a simple questionnaire or a quick phone call. Some
people are hesitant about being honest because they don’t want
to offend you, so it’s important that you take the pressure off
them by explaining what you are trying to achieve and how you
value their feedback.
From my experience, most business operators already have a
feel for the areas that need improving. It’s more a matter of not
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knowing what to do about an issue, and that gets back to asking

someone else for advice or trying out a few different ideas.
The best businesses tend to thrive because they are commit-
ted to being the best.
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98 Always have a plan for when things go wrong

Most airlines around the world have a public relations plan in
place in the unfortunate event that one of their planes crashes.
If this does happen, a button is pressed and the public relations
team takes over. Normally within minutes of the accident, a
press release is issued and the public relations team works on
trying to minimise the damage caused to the airline’s image.
This can include things like covering up the signage on the
wreckage so that the company’s logo isn’t broadcast around
the world on the evening news. This is called crisis manage-
ment, and any large business that has the potential for some
form of crisis normally has such a plan in place.
That things sometimes go wrong is a simple fact of life. Our
day-to-day problems may not be as dramatic as an airline’s, but
to us they are very distressing. Having a plan for when things
don’t work out can not only be reassuring, it can also help you
to survive a business crisis that would otherwise send you broke.
Having no comment to make about a problem always looks
bad on television, as reporters tend to make it look like you
don’t care.
You may be wondering what could possibly go wrong in
your business that could be classed as a crisis. I live in a tourist
town with over 800 tourist-related businesses. There wouldn’t
be many of them that don’t involve some form of risk, and
occasionally people get hurt and some even die. While this is a
tragedy, it’s made worse by the fact that the companies them-
selves fall apart when something bad happens. I certainly don’t
mean to sound callous, but if your business involves people
hand-feeding sharks, there is a chance that someone will be
bitten. Prepare a plan just in case, put it where it can be found
quickly in the event that a crisis happens, and make sure that
everyone knows what to do.
Also have a plan in place in the event that something goes
wrong in your business that affects customer satisfaction. If you
can’t deliver what you promised, or if the wrong part has been
182
delivered, make sure that your business can act quickly to sort
out the problem and keep the customer happy.
Regardless of the size of the problem, have a plan ready just
in case you need it.
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99 Be aware of your business’s peaks and troughs

Most businesses have times when they are busy and times when
they are quiet. For some businesses, these peaks and troughs
can occur during the day—for example, restaurants are obvi-
ously busiest around meal times and quieter in-between. For
other businesses, these peaks and troughs may be more wide-
spread, perhaps extending over certain months of the year.
Some businesses even have cycles of busy years followed by
quiet years.
Working out your peaks and troughs takes a little time, but
it’s worth the effort. Most business operators already have an
idea of the overall trends for their business, based on their bank
account balance throughout the year. But there is a lot more
information that can be collected and used to your advantage.
For example, I used to open my business in the period
between Christmas and New Year. I did this for three years in
a row, in the belief that I would be letting my clients down if
I didn’t. What happened was that the phone never rang and no
work came in. Advertising and marketing their business isn’t
the main thing on people’s minds at this time of the year.
What’s more, most of my clients were relaxing on the beach in
some exotic location while I was sitting around waiting for the
phone to ring. In the fourth year I made the decision to close
the office during the break and, while I may have missed out
on the odd job, I definitely started the year feeling fresh and
revitalised.
A client of mine runs a restaurant that used to be open for
breakfast, lunch and dinner. While the restaurant was very suc-
cessful, there were definite peaks and troughs during the day.
After looking at the figures very closely and monitoring the
number of people who dined at specific times during the day,
it soon became obvious that breakfast was a waste of time that
was actually costing money. The client stopped opening for
breakfast and although his turnover dipped slightly, his overall
profits went up.
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It may seem obvious to you and me, but there are a surpris-
ing number of businesses that just look at the amount in the
cash register at the end of the day. Smart business operators
monitor their income over time to determine trends.
Recently I was going on a boat cruise for the day. There were
two restaurants on the marina, in a simply stunning environ-
ment. Hundreds of people were milling about by nine o’clock,
waiting to board the various cruise boats. One restaurant had
opened early, while the other opened only about ten minutes
before everyone boarded the boats to leave. The restaurant that
was open and serving breakfast was packed, and I couldn’t
understand why the other restaurant didn’t open earlier to take
advantage of this daily glut of customers. I asked the owner and
he said that while there were lots of people, no one stopped to
eat. I found this hard to believe, given that the other restaurant
was literally bursting at the seams. How well did the second
restauranteur know his potential customers?
What information can you glean from studying your busi-
ness’s peaks and troughs?
• You can identify when you business makes most of its

income.
• You can identify when you need extra staff and when you
don’t.
• You can determine if it’s financially viable to be open at the
times you are.
• You will be able to target business to fill your quiet periods.
• You can plan any major purchases around your cash flow or
busy times.
• You can plan your holidays around your quiet times.
I am a firm believer that the more you know about your busi-
ness and your customers, the more successful you will be and
the greater your chances of boosting your business.
185
100 Don’t just look at your business in terms of facts

and figures
Business success can be measured in many different ways.
Unfortunately, a lot of people think only in terms of profit and
loss, without taking into account the many other considera-
tions that go towards making a business successful.
I often meet with clients whose businesses are struggling
financially, and I feel that this affects their enthusiasm and
stops them from thriving. They feel like failures because their
bank account isn’t full. This begins a cycle where their survival
is threatened because they have adopted a defeatist attitude.
The fact that they produce a great product, have excellent rela-
tionships with their staff, put a lot back into the community,
and manage to balance running a business with looking after
their families indicates success. However, this more balanced
view of success is swamped by the feeling of failure associated
with struggling to make ends meet.
I go to great pains to point out the areas where they are suc-
ceeding and that, given time, the financial results will follow.
I would encourage anyone in business to write down the areas
where their business is successful. This is very rewarding and
it adds perspective, often when it’s needed the most. If you
are running your own business, you are already successful
because you have taken a risk that many others would shy
away from.
Ask yourself the following questions:
• Are you proud of what you do, and do you truly believe
that you give 100 per cent towards being the best you
can be?
• Have you established strong relationships with customers,
staff, suppliers and other people that you deal with on a
regular basis?
• Have you managed to balance work and home?
• Do you live a healthy lifestyle?
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• Do you give praise and show sincere appreciation where

it’s due?
• Do you love what you do?
We all get caught up in the daily grind of profit and loss and
often overlook those areas where we have so much to be proud
about. Boosting your business is as much in your head as it is
in your cash register.
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101 Set your business up so that someone will want

to buy it
The eternal hope for most business owners is that, at some
stage, someone will come to them with a big bag of money and
offer to buy them out. After all, this is the reward for all the
hard work, stress and financial risk they have taken on.
Setting up your business so that someone will want to buy it
involves looking at your business from the perspective of a
prospective buyer from day one. What are prospective buyers
looking for? The obvious answer is that they want to make a
return on the money they plan to invest in your business. In
many cases, though, there are other factors to consider as well.
Sometimes people are looking to buy a lifestyle; sometimes they
just want to stop working for other people and are content to
make a reasonable income; sometimes they want to eliminate
the competition. Whatever their motivation, you can make
your business more attractive by planning ahead.
There are three main ways to increase the appeal of your
business, regardless of its size, to potential buyers:
1. Show that your business is built on solid foundations. This can

be achieved by having a business plan and a marketing plan.
Even if they are only simple and straightforward, it shows
that you are building your business in a strategic way, not
just a haphazard way. Having customer testimonials, and
even supplier testimonials, about your business is also
advantageous because they show that you are good at what
you do. Prepare simple graphs that show how the business
has grown in the past. These graphs can include turnover,
number of customers, after-tax profit, and even the volume
of goods that you buy to resell. All of these graphs should
show increases.
2. Have a clean business slate. Make sure that your tax and busi-
ness records are up-to-date and accurate, and that any issues
with customers or suppliers have been resolved. Ongoing
188
disputes can make your business less appealing. Ensure that

legal documents are filed as required, and that things like
leases are all in order and current.
3. Show the potential of the business. This is the key area that
prospective buyers are looking for. Are there ways to increase
the amount of business and the number of customers—in
other words, is there potential for growth? This can be
achieved showing industry trends, local business activity
for your region, the degree of customer loyalty (do your
customers keep coming back?), and continued growth in
your turnover (or at least consistent profits). The prospective
buyer will have their own reasons for wanting to buy your
business and they will tend to have their own ideas about
where the potential of the business really lies. You are simply
pointing out some of the attractive features of the business
that they may not have considered.
There are, of course, other factors that are important, and this
is where your accountant and legal representative come into
play. Some buyers won’t be interested in any of the above; they
will want only to see your profit and loss statements.
From my own experience, and that of successful business
people I have discussed this subject with, planning ahead
for the day you sell your business and building this into every-
thing that you do will ultimately pay off at the crucial time.
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Bonus section—20 more
booster tips
The bonus section has become a feature of my books. It’s designed

not only to add value, but also to provide a place for some of my
favourite ideas spanning all of the categories covered earlier.
#102 Don’t be afraid to charge what you’re worth

#103 Monopolies—the ultimate competition
#104 Learn to delegate
#105 Become a spokesperson
#106 Try to win an award for your business
#107 Don’t let a bad experience leave you feeling jaded
#108 Don’t lose a good customer over a few cents
#109 Enjoy the journey
#110 Constantly strive to improve and boost your business
#111 Surround yourself with successful people
#112 Get to know your bank manager
#113 Make your business environmentally friendly
#114 Make your business a good place to work
#115 Learn to manage your time
#116 Don’t be afraid to be unconventional
#117 Read as much as you can
#118 Persevere, persevere, persevere
191
#119 Be open to ideas, suggestions and recommendations

#120 Spend a few hours each week surfing the Internet
#121 Compile your own operations manual
192
20 MORE BOOSTER TIPS
102 Don’t be afraid to charge what you’re worth

Most business operators struggle with charging the right
amount. If you don’t charge enough you can go broke, and if
you charge too much you might not get any customers. Hence,
pricing your services and products correctly is critical.
A good friend of mine, who is a very successful businessman,
once said to me: ‘Someone has to be the most expensive, so it
may as well be you. But if you’re going to charge like you’re the
best, make sure you are the best.’ This is a philosophy that I
have adopted and it has worked well. I feel that I charge what
I am worth, but I make absolutely certain that my clients get
the best service possible. I deliver what I promise on time and
on budget, and I guarantee the results.
No one likes to pay top dollar for a product or service only
to feel that they have been ripped off. Offering good value for
money is a sure way not only to keep your customers, but also
to attract new customers.
A lot of businesses that undercharge don’t realise they are
doing so. They may underestimate the amount of time required
to finish a job, or they may quote low in the belief that if they’re
not the cheapest they won’t get the job. After a while in busi-
ness you realise that there are a lot of customers out there, and
that if you are good at what you do word of mouth will keep
them coming to you.
It’s also worth remembering that it’s easy to reduce your
prices, but it’s hard to increase them. If you are setting up a
business and trying to determine what prices you should be
charging, do some research and find out how much your com-
petitors charge. Let your customers know that your prices are
introductory or special prices, and over time establish a pricing
structure that works for you. Don’t give your products or ser-
vices away for nothing. Having lots of customers, but making
no money, is the easiest way to go broke.
I was recently asked to do a marketing evaluation for a pub-
lishing company that had been around for a very long time.
193
The business sold a lot of products, but they never seemed to

get ahead. They promoted their main product, a magazine, in
the form of a subscription where the customer paid for four
copies and received the fifth copy for free. For each subscriber
the company was losing $10, so the more customers they
attracted the worse their financial position became.
You would be surprised at how many companies are selling
products and services at a loss and they don’t even know it.
194
103 Monopolies—the ultimate competition

I have had a reasonable amount of experience working for
companies that are monopolies. This basically means that they
don’t have any competitors. To most of us, that sounds like
heaven. You can charge what you like, customer service doesn’t
really matter because the customers have nowhere else to go,
and as long as there is a demand for the product or service, you
can’t possibly go wrong. Guess again.
In many ways, monopolies face the toughest competition
there is—the mythical competitor. One client of mine was a
taxi company. They provided a great service, the cars were
excellent, the drivers were generally very good, and the waiting
time for taxis averaged only three minutes. But the company
was the target of numerous complaints and they couldn’t
understand why. On the surface their business was really well
run, and so they were at a loss as to why they always seemed to
get bad press in the local paper.
The main reason was that their customers had no other taxi
company to compare this business to, so they compared them
to the perfect mythical taxi company. This mythical taxi
company would never be late, the fares would always be less
than expected, the cars would always be better and the drivers
would all be models of perfection.
If your business has no competition, you have to provide
better products and services than do businesses with lots of com-
petitors. Monopolies are a whole new ball game and, given the
choice, I would much rather be up against concrete competition
that I know I can outperform than a mythical competitor that
I have no chance of beating.
195
104 Learn to delegate

Most small businesses have key personnel, such as the owner or
manager. These people, who are supposed to be at the helm of
the business, are often instead inundated by demands on their
time ‘below deck’. It is very hard to move forward in your busi-
ness if you are bogged down in all the day-to-day activities.
This is an area that I have struggled with often over the years.
It’s often easier to do things yourself, rather than take the time
to explain to a staff member how to do a particular job and
then follow up to make sure that it’s done properly.
When I started to observe successful business people, I was
surprised to find that while their days are full, they tend to start
and finish work at a reasonable hour. They have a strong
support team around them. And they don’t waste time doing
small or repetitive jobs that someone else could do. Instead,
they expend their energy and personal resources on making
decisions that will move the business forward.
For years I drove all over town dropping off documents to
my clients. By the time I had got myself organised, got in the
car, driven to the client’s premises, stopped and had a chat,
done a few other chores and then headed back to the office, I
was spending about an hour for every drop-off I did. During a
typical week, I would probably make up to 15 deliveries, so I
was losing up to 15 hours a week just to save a few dollars in
courier charges. When I realised how much of my time was
being wasted in this way each week, and that instead of saving
me money it was sending me broke, I quickly adopted the ser-
vices of a courier.
Delegation is a hard skill to learn and one that doesn’t come
naturally for many people. If you are one of these, I strongly
recommend that you do a course or read a book on how to
delegate. Some of my clients have found it particularly helpful
to ask their friends and associates who are good at delegating
for tips and advice.
196
105 Become a spokesperson

Spokespeople are those people the media contact when they
are looking for a comment on a particular issue. For example,
if you run a restaurant and the local council changes its
bylaws regarding pavement dining, the local papers and tele-
vision stations might look to you, as a restaurant owner, to
comment on how these changes will impact on your business
and the industry in general.
If you would like to become a spokesperson for your indus-
try, simply send a photograph of yourself along with a brief
biography, outlining who you are and what issues you would
be available to comment on, to your local newpapers, radio
stations and television networks. By setting yourself up as an
‘expert’ in this way, your business will receive a lot of free pub-
licity that will add credibility to your business and thus attract
more customers.
If you feel uncomfortable at the thought of doing a radio or
television interview, you could write letters to the editor of your
local paper. You will be surprised by how many people read the
letters to the editor and, once again, it’s a way to gain credibil-
ity for your business.
Boosting your business is often about overcoming your fears
and getting your name out there.
197
106 Try to win an award for your business

Credibility is an important factor when trying to establish rela-
tionships with new customers. People need to be convinced
that your business is good at what it does and that their pur-
chase is ‘safe’. I have spoken about using customer testimonials
as an excellent way to build credibility, but another equally
effective credibility-building tool is winning an award.
The majority of businesses never bother to enter competi-
tions, either because it’s too time-consuming to fill out the
applications, or because they feel that they have no chance of
winning. I strongly believe that it’s worth the time and effort
of entering even if you don’t think you have a chance of
winning. The simple process of completing the application
form will give you an objective view of your business that can
be invaluable. It’s almost like a series of snapshots of your busi-
ness, showing how it started, how it has grown, what you have
achieved and what your plans are for the future. In fact, it can
provide a real shot in the arm for a floundering business that
is lacking direction.
If you are fortunate enough to win an award, make sure
that you tell everyone about it. Write a press release, let your
customers know, put a sign up in the workshop, announce the
award on your Internet site and mention it on all your pro-
motional material. You will boost not only your morale and
that of your staff, but your customers’ morale as well.
If you have entered a few competitions and have had no
luck, don’t be discouraged. Each time you prepare a submission
it will become easier, and the law of averages dictates that the
more times you enter the more chances you will have of
winning. There is nothing more rewarding than hanging a
certificate of recognition from your industry peers on your wall
for all to see.
198
107 Don’t let a bad experience leave you feeling jaded

Anyone who has been in business for any length of time will be
able to recite horror stories about staff, accountants, lawyers,
marketing consultants, advertising sales reps, customers and the
taxation department. It’s a given that if you are in business, you
will have some bad experiences along the way. What is impor-
tant is how you handle the bad experiences. If you become
bitter and twisted, this will rub off on to your staff and your
customers.
I have noticed that successful business people all have a
very positive attitude. You might be thinking, ‘Here we go
again, another one of those “think positive and the world will
be your oyster” stories.’ Well, it’s true. Positive people succeed
positively.
From my own experiences I can attest to the powers of a pos-
itive attitude. I have had plenty of crappy things happen in my
life, starting from an early age. I grew up as an orphan and lived
in some bad places. I’ve seen some shocking things and had
some pretty nasty things done to me over the years. I had the
choice of playing the victim and blaming the world for what I
experienced, or accepting what happened, learning from it, for-
giving people and moving on. I chose the latter. Bad things still
happen from time to time, but they are generally insignificant
when compared to the good things that happen in my life.
The point is that to thrive in business (and in life), you can’t
be a victim and spend your life blaming others. Positive people
attract good things into their lives. I have seen this happen far
too many times ever to be convinced otherwise.
There is an interesting Buddhist notion that the people we
learn the most from about ourselves and about life are those
people we find the most difficult to deal with. Our friends and
family tend to accept us the way we are. They are generally
forgiving and understanding, and unlikely to be our harshest
critics, so they aren’t much of a challenge. But consider an
unhappy customer who is demanding and angry, looking for
199
blood. We have to use all of our people skills to handle the

situation well; we need to be calm and very patient, when all we
really want to do is to tell the person to get out. In other words,
we are challenged by them.
Every time you face a difficult situation, try to learn from
it. By facing up to challenges, your skills will grow and ulti-
mately increase your chances of boosting your business.
200
108 Don’t lose a good customer over a few cents

Losing a customer over a few cents is such a waste that it’s hard
to believe that it happens as often as it does. There is little point
in trying to attract new customers if we can’t hold on to those
we already have.
I recently hired a video from my local video shop. When I
arrived home it was late at night and I decided that I would
curl up in front of the television and watch the movie. When
I opened the case, I found that it contained the wrong video.
Thoroughly disgusted, I went to bed. The next day I returned
the video and asked for a refund. The young woman who
served me said that I should have rung them immediately to
say that the movie was the wrong one. Why I should have done
this I’m not sure, but apparently it was ‘store policy’. She said
that they would have to charge me for the movie because I
could have watched it. (So now I’m a liar as well as a difficult
customer.)
I pointed out that it would have made no difference if I had
rung the night before, because I certainly wasn’t going to get in
my car and drive back to the video store in the middle of the
night to exchange the video. The shop assistant huffed and
puffed some more and then asked me what I expected her to
do. I said that I didn’t think I should have to pay for the video.
She grudgingly accepted this. Then I asked her to look up my
record to see how many videos I had hired since becoming a
member. With some more huffing and puffing she checked the
computer and told me that I had rented over 1000 videos.
(Obviously, I have too much time on my hands!) This equated
to almost $6000 in video hire charges, and goodness knows
how much in drinks and packets of chips. I vowed never to
return to that business, and I haven’t.
Instead of apologising, giving me a free video hire and gen-
erally placating an upset customer, one shop assistant has cost
that business a good customer. Where is the logic in this? I
don’t even blame the girl that served me—I blame the business
201
manager for having such regimented and clearly ridiculous

rules.
Don’t lose sight of the long-term value of your customers.
If there is a showdown over a few lousy dollars, be prepared
to compromise.
202
109 Enjoy the journey

Owning, operating or managing a small business is demanding.
You can be pulled in a hundred different directions at once, and
the pressure can sometimes be overwhelming. It’s easy to get
into the routine of always thinking ahead and planning for
tomorrow, which is important, but at times you need to stop
and take notice of where you are at now.
Successful business people often comment that they find the
journey far more stimulating and enjoyable than actually arriv-
ing. Some even lose interest once they have built a business up
to the level where it’s highly profitable and running well,
because the challenge is gone.
We can all benefit from remembering to enjoy the journey.
The good times are as important as the tough times, and both
combine to put you where you are right at this moment. Rather
than dragging your feet into work and diving straight into the
pile of paperwork on your desk, take a few minutes to chat with
someone you normally don’t have time to talk to. Ask them
about their life, about their views on the business and where it’s
going, and whether they are enjoying what they are doing.
Making your own business a success is one of the most excit-
ing and rewarding challenges that a person can take on. It may
take several years to achieve financial success, but as pointed
out in other sections in this book, there are many other ways to
measure success. Successful business people have realised that
there is a lot of enjoyment to be had along the way.
203
110 Constantly strive to boost your business

Good business operators are instinctively committed to con-
stantly improving and boosting their business. However, it’s easy
to get into a rut, where you become so busy doing what you do
that you don’t notice the walls falling down around you. When
you finally do get a chance to stop and take a breath, you realise
that the place is coming apart at the seams.
To ensure that your business is constantly evolving and
improving, you may need to put some mechanisms in place
that encourage feedback and suggestions from your staff and
your customers. By emphasising to them that you are commit-
ted to improving the business, you will convince them to keep
giving you feedback.
There are a million and one ways to improve just about any
business. Knowing where to start is the hardest part. I suggest
that you make the task more manageable by making a
12-month plan where, every month, you focus on one particu-
lar aspect of your business. Perhaps you will only make one
significant change each month, but at least you are heading in
the right direction.
204
111 Surround yourself with successful people

This is an oldie, but a goodie. Surround yourself with positive,
successful people and some of what they have will rub off on
you. For some reason, successful people are attracted to other
successful people. Perhaps it’s due to mutual respect. Crooks
and shonks are also attracted to one another.
Wherever possible, surround yourself with motivated and
positive people. If you find that you are in a group of negative
people, try to distance yourself from them until they become
more positive or you decide once and for all that you don’t need
their negative energy in your life anymore.
Success can be measured in many ways, and I certainly don’t
consider financial success to be the only criterion. I have met
many financially successful people who are mean and nasty,
and always looking for someone to make a dollar out of. The
successful people I am talking about are those who manage to
balance a busy work and home life with a positive outlook, or
those who do what they say they are going to do.
Try to be around people who have been in business for some
time and have managed to survive and prosper while maintain-
ing their sense of humour and passion for what they do. If you
don’t know any people like this, join a few organisations that
host networking functions or business get-togethers and start
looking for people to emulate.
A friend of mine recently started a club called The Abun-
dance Club. It consists of a group of people who share similar
beliefs about the nature of success and a genuine passion for
sharing positive energy and thoughts with others in the group.
Why not form your own club and welcome only those people
with a positive attitude and a desire to be successful at what
they do?
205
112 Get to know your bank manager

This is a great booster tip suggested to me by some of my older
clients who are used to doing business on a handshake. It goes
back to the days when one’s bank manager really had a major
influence on one’s business life. Of course, most applications
for finance are now processed by computers; however, it’s still
as important to get to know your bank manager today as it was
50 years ago.
Bank managers are busy people, so getting to meet them
for a chat can be a little difficult. I suggest that you make an
appointment to talk to your bank manager about your busi-
ness and your financing needs. If you can’t get in to see them,
write them a letter, introducing yourself and explaining a little
about your business. Eventually you will meet, and you can
then work on developing a relationship with them. A sup-
portive bank manager who has followed your business as it
has grown can be a strong support when times get tough and
banks get even tougher. Like any relationship, go into it with
an open mind and a clear goal.
206
113 Make your business environmentally friendly

We all have a role to play in making businesses more environ-
mentally friendly—after all, we intend on being around for a
while and I, for one, would like the planet to be in the best
possible shape while I am on it. Here are some ways we can all
help:
• Put all lights on timers, or at least make certain that the last
person out of the office turns everything off.
• Turn off peripheral office equipment such as photocopiers
and printers at the end of each day.
• Put signs in the toilets encouraging staff to conserve water.
• Ensure that no pollutants run into drains.
• Ensure that all company vehicles are well-maintained.
• Recycle wherever possible—paper, printer cartridges, glass
jars, old furniture, and so on.
There are now environmental consultants who will come to

your business and identify ways in which you can become more
environmentally friendly. They basically do an audit and make
recommendations that will have a positive impact on both the
environment and your bank balance. For instance, changing
the type of lightbulbs you use can have a huge effect on your
bottom line at the end of the year, as can encouraging better use
of water and power.
I believe that it’s important to be committed to becoming
more environmentally aware and friendly, and not just paying
lip service. Printing your company stationery on recycled paper
may cost a few cents more, but think of the benefits for the
planet. Like all company philosophies, environmentally aware
practices need to be generated from the top and encouraged to
infuse through the organisation.
The amount of waste generated by most businesses is quite
amazing. A client of mine used to have to order 10,000 sheets
of paper per month because they didn’t have a paper recycling
207
system set up. Inter-office communications is another area

where paper and stationery can be wasted. All it normally takes
to rectify this situation is to review work practices and put a few
systems in place that make environmentally friendly work prac-
tices the norm rather than the exception.
When purchasing new office equipment, how often do you
ask about the energy rating of the equipment? If you are like
most people, this isn’t a major consideration when making a
purchase—but why not conserve energy and lower your power
bills at the same time?
By doing a simple audit yourself, I’m certain that you will be
able to identify many ways in which your business can become
more environmentally friendly. There is a definite relationship
between business survival and being a good corporate citizen.
I believe that by being responsible, you will be rewarded in
other ways.
208
114 Make your business a good place to work

There has been a lot of research done over the years high-
lighting the benefits of having a good working environment.
The better the workplace, the more efficient the staff and the
more satisfied the customers, and so the more customers you
attract. Being a good workplace means that your office or shop
is always clean and tidy, your equipment is the best that you can
afford, the lighting is effective, there are fresh flowers in the
reception area, the air smells fresh, and so on. Even something
as simple as having good coffee available makes a difference.
The most wonderful element that my staff bring to our
office is a sense of fun and enjoyment. Every day is filled with
laughter, and we have a fantastic rapport with our clients. We
joke around, play jokes on each other and generally encourage
everyone to have a good time.
Of course, not every day is a bed of roses or a night at the
circus; but overall we laugh more than we cry, and anyone who
works with us or visits our business always comments on how
much fun it is and how great the atmosphere is. We spend a lot
of time, money and energy making our office look very attrac-
tive, and our pride in it shows. I also believe that we have
attracted a lot of business because we have such an appealing
office.
We all get a little caught up in ourselves from time to time.
Having a laugh, and taking some time out just to enjoy the day,
can only benefit your staff and customers. Make your business
a fun place to work and everyone will benefit. If your place of
work seems to be filled with long faces and bad smells, maybe
today is the day to give it an overhaul.
209
115 Learn to manage your time

One of the biggest problems facing most small business opera-
tors is a lack of time. There are more day-to-day activities that
demand your time, and as your business grows and becomes
more successful there will be even more demands on your time.
I struggled with time management for many years, because
I found it hard to say ‘no’ to people. As a result, I found myself
struggling to get my work done. I struggled to pay the rent,
because I was doing a lot of work for no charge. And, worst of
all, my personal life suffered, because I had to work so hard to
meet my commitments to the people I couldn’t say ‘no’ to in
the first place that I didn’t have much time left to spend with
my loved ones. Obviously, things were very out of whack and
drastic changes were needed.
I decided that I needed to develop far better time manage-
ment skills. It was no fun having to work weekends to make up
for the time I was wasting during the week. Because I worked
weekends I never had a good break, so I was always tired, my
personal relationships suffered, and my health wasn’t as good as
it should be. My new time management plan meant that I
wasn’t allowed to work on weekends (unless there was a very
good reason, such as a mid-week fishing trip which required
that I clear my desk beforehand).
Learning to manage your time more effectively can have a
very profound effect on your life and on your business. There
are excellent books available on time management, as well as
some great courses and training seminars. Ask your friends and
business network if they can recommend a particular book or
course.
210
116 Don’t be afraid to be unconventional

It’s easy to become dull and boring in the way that you run
your business. Have you ever noticed that all doctors’ surgeries
and accounting practices look much the same? Why? Without
a doubt there is a credibility factor—which I believe is impor-
tant. Your business should look professional, but there is
nothing wrong with looking the part and also adding some
individual touches.
Your business needs to stand out from the crowd if it is to
have any chance of surviving. Being unusual and unconven-
tional can often bring sensational results—it’s just a matter of
being brave enough to give it a go.
It’s a very modern world out there and customers are much
more savvy than ever before. Impress them, get them talking
about your business, and you will succeed.
211
117 Read as much as you can

We are fortunate to be living at a time when books and
magazines are readily accessible, generally affordable and very
information-specific. If you are having a problem with a
particular aspect of your business or your life in general, the
chances are that there are a number of very good books offer-
ing pertinent advice and some practical solutions.
I read a lot. Often it’s hard to know what to do with all the
information that books provide, but I take the view that if I can
pick up one or two good ideas from a particular book, it’s worth
its cover price many times over. (Hopefully, you’ll have found
more than just a few good ideas from this book.)
The same principle applies to trade magazines and other
publications that are specific to your industry. They can be a
very valuable source of information. After subscribing to an
industry publication for a few years, you’ll find that you have
compiled a great library of relevant information.
If you haven’t the time to read, consider buying books on
tape. This obviously works well if you spend a lot of time in the
car or travelling on trains or planes. More and more publica-
tions are coming out in this format, enabling you to take
advantage of the latest information without cutting into your
busy schedule.
212
118 Persevere, persevere, persevere

There is nothing more frustrating than having people tell you
that good things take time, and that patience is a virtue. Never-
theless, in business, timing does seem to have a real bearing on
whether you will succeed; thus, my advice is: persevere, perse-
vere, persevere.
Successful business people are generally tenacious, prepared
to take risks and willing to persevere. They seem to have an
almost instinctive understanding that if they do everything
right, the business will ultimately be successful; it’s just a matter
of time.
Perseverance is also necessary when it comes to dealing with
staff, customers and suppliers on a day-to-day basis. Not every-
one thinks the way you do, and some people take longer than
others to pick things up. Try to be patient and keep an eye on
the ‘big picture’.
I have seen a lot of business people jump from idea to idea,
and from scheme to scheme, without ever really making a go of
any of the businesses they start. Often they quit and move on
to the next thing just as the business is about to start working.
Some people even sabotage themselves out of a subconscious
fear of success. They may quit their job just as they are up for
a promotion, or sell their business just as it’s starting to boom
and their hard work is beginning to pay off. If this sounds like
you, it might be time to review your strategy and perhaps go to
someone for advice.
Patience, perseverance and confidence that you are doing
what’s right for your business will help you to survive and
prosper.
213
119 Be open to ideas, suggestions and recommendations

The fact that you are reading this book indicates that you are
open to new and innovative ideas. Being flexible is a key to sur-
viving. I am always impressed when dealing with successful and
experienced business people who are completely open to new
ideas, suggestions and recommendations. At the other end of
the scale, I am amazed at how closed-minded some business
owners and operators are. It’s a case of doing it their way or the
highway, which doesn’t create an environment that’s conducive
to encouraging creativity and inspiration, and ultimately
success.
Maintaining an open mind in business can be difficult at
times. It’s something that many of us have to work hard at,
while others seem able to be constantly open to new ideas.
Smart business operators are always asking other people what
they think. It’s as if they are running an ongoing market
research campaign aimed at collecting as much information
and as many opinions as possible to check that they are on
track.
Surviving in business is about being open and smart enough
to listen to other people’s thoughts, ideas and suggestions.
Developing a working environment that encourages input
from other people, including your staff, business associates and
customers, will only help your business. Installing a simple
suggestion box is a good start.
214
120 Spend a few hours each week surfing the Internet

Information increases your chances of survival, and there is no
better place to find information than the Internet. I strongly
recommend that you take time out of your busy schedule to
surf the Internet each week. Spend as much time as you can
realistically afford, and let the Internet take you where it will.
Follow some links and click on to banner advertisements. There
is so much information on the Net that the only limit is the
amount of time you have available.
As a marketing consultant I search the Internet for new and
innovative ideas that I can use for my clients, and there are lit-
erally thousands of them, freely available, ready and waiting for
someone to come along and download them. Every industry
group is represented in some way on the Internet. It’s always a
good idea, therefore, to do some homework on what your peers
and the competition are doing.
Some of the best websites I have seen have been put together
by small, innovative companies, so don’t restrict your search to
the larger organisations whose sites are sometimes conservative
in approach and cumbersome to navigate.
If you want to find out information about any subject at all,
somewhere on the Internet it will be available. Information is a
powerful business resource, so spending time finding informa-
tion that you can use is an absolute asset to any business. Take
the time, keep away from non-productive, time-wasting sites,
and let the Internet teach you how to be better equipped to
boost your business.
215
121 Compile your own operations manual

Many smaller business operators don’t feel it’s necessary or
appropriate to compile an operations manual. My view is that
small businesses can benefit at least as much from having an
operations manual as a larger company.
An operations manual simply states how your business works.
It covers what to do when opening the place up in the morning,
how staff should be dressed, how to deal with customer com-
plaints, where to order various supplies and products, company
policy on the private use of work facilities such as the phone,
refunds policy, and just about anything else that is relevant to
the day-to-day operations of the business.
Operations manuals should be updated regularly. For this
reason, they are probably best kept in a folder where pages can
be added and removed. The information needs to be written in
very simple, plain language, preferably in list formats.
Another important part of an operations manual is the
section on what to do in an emergency. What should your staff
do if they unlock the business in the morning and find that it
has been burgled? Or what is the procedure in the event of an
accident? In times of crisis, it’s very reassuring to have a step-
by-step plan that anyone can use.
Operations manuals should also contain a list of contact
numbers and alternatives, identifying who should be contacted
and when, and what to do if a particular person can’t be reached.
Another important point with operations manuals is to
ensure that everyone knows where it is and that all the relevant
people have read it. If a crisis arises and people are rummaging
through boxes trying to find the folder, it’s a waste of time.
Having an operations manual also shows that you are organ-
ised and professional, and gives staff and customers confidence
in your organisation.
Increase your chances of survival by developing a simple, but
functional operations manual and then make sure that every-
one reads it and knows where to find it.
216
Notes
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1. ........................................................ ............................
2. ........................................................ ............................
3. ........................................................ ............................
4. ........................................................ ............................
5. ........................................................ ............................
6. ........................................................ ............................
7. ........................................................ ............................
8. ........................................................ ............................
9. ........................................................ ............................
10. ........................................................ ............................
217
Appendix:
Blank forms that may
come in handy
The following forms have been designed to illustrate a number of

ideas raised in this book. Feel free to adapt them for use in your
business.
Credit request form (for your customers)

Goals and objectives form
Professional services checklist
Job description form (position description)
A checklist for employing staff
A step-by-step marketing plan
Insurance checklist
A stress checklist
A de-stress checklist
Developing an Internet plan
219
Credit request form (for your customers)
The aim of a credit request form is to determine if you want to extend credit to another business. It’s also an oppor-
tunity to explain your payment terms (when you want your accounts to be paid). Always check references and look
for credit references that are substantial. The following is designed as a guide only, and I recommend checking with
your accountant for any extra information that may be required.
CREDIT REQUEST FORM

Name of company
Actual address
220
Postal address
Telephone Facsimile
Contact name Position
Name of directors/owners
Main bank Branch
Name of accountant Contact details
References
Company name Telephone number
Person to contact Average monthly account
Office use
Details verified by Date
Comments
Office use
Comments
Office use
221

Comments
Payment terms
Please verify that you are aware of our payment terms. If credit is extended to your company, payment for invoices will be required in
................... days after receiving your invoice.
I agree to the above payment terms.(Note: Your accountant and/or solicitor can add more details or conditions to protect you in this
section.)
Signature Name
Position Date
Copyright © Andrew Griffiths 2001. This sheet may be photocopied for non-commercial use.
Goals and objectives form
The importance of setting goals and objectives is well documented. Remember to set not only business goals but
also personal goals. This form provides a very simple way to write down your goals. Take a copy of this page and
put it where you can read it every day.
Business goals Personal goals

Date set Date set
Short-term (1–3 months) Short-term (1–3 months)

222
1. Achieved 1. Achieved
Mid-term (3–6 months) Mid-term (3–6 months)

Longer-term (6–12 months) Longer-term (6–12 months)
My thoughts My thoughts
223
Professional services checklist
This form can be used when sourcing any professional advice, including legal, accounting and marketing consult-
ants or firms. If used correctly, it will help you to avoid employing or contracting the wrong adviser. If a professional
consultant won’t give you a list of referees that you can contact to verify their abilities, don’t use them.
Step 1. Recommendations from friends and business associates

1. Telephone Recommended by
224
Step 2. Make appointments
Step 3. Question checklist for meeting

䊐 A. The business was professional and appeared reputable.
䊐 B. I was given the opportunity to explain my needs fully.
䊐 C. The service provider explained their services and company background fully.
䊐 D. They explained what they could do for me in a simple, clear and concise manner.
䊐 E. Their fee structure and payment terms were explained fully.
䊐 F. They explained what makes them different from their competitors.
䊐 G. I was supplied with references to verify their abilities and level of professionalism.
䊐 H. I liked the person that I dealt with.
Step 4. Comparative rating of each business (give one point for each box checked above)
A B C D E F G H TOTAL SCORE
Business #1
Business #2
Business #3
Business #4
Business #5
225
Step 5. Check references
Step 6. The business that scores the highest and is backed up by references is the one to
go with
Job description form (position description)
This form can be used as a guideline for developing a position
description form. The main areas to be covered are what you
expect the member of staff to do, how you would like them to do it,
when they should have it done, and what they will get in return.
Expectations
䊐 What the job entails (specific details)
䊐 The amount of work to be completed
䊐 When it needs to be completed by
Remuneration
䊐 Wages (paid when)
䊐 Holiday pay
䊐 Insurances
䊐 Paid sick leave, maternity/paternity leave, etc.
䊐 Any other benefits
Performance reviews
䊐 Time periods for reviews
䊐 How the review process works
Working conditions
䊐 Hours
䊐 Parking
䊐 Other facilities
䊐 Immediate supervisor
Company policies
䊐 Private use of company facilities (cars, telephones, etc.)
䊐 Visitors
䊐 Prejudice/harassment
䊐 Notice required for holidays
䊐 Sick leave requirements
䊐 Theft
Problem resolution
䊐 Who to see if you have a specific problem
I have read and fully understand the above.
Name Signature Date
Copyright © Andrew Griffiths 2001. This sheet may be photocopied for

non-commercial use.
226
A checklist for employing staff
This form is designed as a simple checklist to be used when employ-
ing staff. It can form the basis of an advertisement and an interview
for potential staff. Not all of the categories may be applicable to the
position that you are looking to fill.
1. Job description—what would the employee be expected to

do (key points)?
2. Approximate age group
3. How much experience would you like the person to have?
4. Do they need any special skills, such as languages or

licences?
5. Working conditions—what they will get and when (working

hours, pay, special bonuses, etc.)
6. How would you like people to apply for the position?

䊐 Send a résumé by mail
䊐 Send a résumé by email
䊐 Send a résumé by facsimile
䊐 Call to make an appointment
䊐 Turn up at a specific time
7. Time—closing dates for résumés, date to have the position

filled by, etc.

non-commercial use.
227
A step-by-step marketing plan
A marketing plan doesn’t have to be complicated. The important
points to remember are listed below; simply follow this guide and
you will have a rough draft of a good marketing plan.
Step 1. Figures
Determine exactly how much money you need to break even
and how much money you would like to earn. This gives you
a target to work towards.
Step 2. Market research
Determine where your customers are from and if they are
happy with what you are offering. If you’re not sure, ask
them, either in person or using a simple questionnaire.
Step 3. Attracting new customers
List the types of things you plan on doing to attract new
customers (for example, newspaper or radio advertisements,
letterbox drops, etc.)
Step 4. Strategy for keeping existing customers
Decide what steps you are going to take to make sure that
your existing customers are satisfied and happy to recom-
mend your business.
Step 5. Set a budget
Determine how much your marketing will cost and when you
will have to pay for it. (Tie your marketing expenses into your
cash flow.)
Step 6. Set a time frame to work towards
Build a 12-month calendar based on monthly marketing
activity.
Step 7. Assign responsibility—who will do what
Step 8. Monitor results to ensure that what you
are doing is working
non-commercial use.
228
Insurance checklist
There are many different types of insurance available. The follow-
ing checklist identifies the main areas that normally need to be
covered. Policies may have different names in different parts of the
world. This form can be used when talking to an insurance broker
to ensure that you are fully covered.
Areas to be insured
䊐 Fire, theft and burglary at your work premises
䊐 Protection from other natural disasters, such as floods,
earthquakes and cyclones
䊐 Injury to employees on the job (and on the way to and
from work)
䊐 Injury to people who visit your place of business
䊐 Injury to people who use your products
䊐 Damage done to or caused by company vehicles
䊐 Loss of income caused by health problems
䊐 Death
䊐 Professional indemnity (lawyers, accountants, diving
instructors, etc.)
䊐 Key person insurance (in the event of the death or
disability of a partner)
䊐 Damage to equipment (computers)
Other specific insurance needs for my business:
䊐
䊐
䊐
䊐
Things to remember with any insurance policy
䊐 Fully disclose any information that is relevant to your
insurance.
䊐 Read the small print.
䊐 Compare policies.
䊐 Advise the insurance company of any changes to your
business.
䊐 Remember that prevention is better than cure.
non-commercial use.
229
A stress checklist
Stress is one of the main causes of business failure. For this reason,
it’s important to be able to identify some of the most common symp-
toms. The more boxes you tick, the more serious your problem may
be. I strongly recommend that you have regular health checks and
discuss any stress-related health issues with your doctor.
Signs that stress is becoming a problem

䊐 Changed sleeping patterns
䊐 Changed eating habits (too much or not enough)
䊐 Sores that take a long time to heal
䊐 Persistent colds and flu
䊐 Constant lethargy and fatigue
䊐 Short temper/anger
䊐 Blurred vision
䊐 Headaches and general aches and pains
䊐 Constipation
䊐 Alcohol or drug over-use
䊐 Loss of hair
䊐 Lack of enjoyment of life
䊐 Memory loss or confusion
䊐 Chest pains or shortness of breath
䊐 Anxiety and panic attacks
䊐 The onset of new phobias (flying, heights, animals, etc.)
䊐 Lack of productivity

non-commercial use.
230
A de-stress checklist
One of the biggest problems with being stressed is that you can
forget how to de-stress. To survive in business, you need to have a
very clear plan for beating stress and performing at your best. The
following list identifies some effective ways to beat stress.
Ways to reduce stress in your life

䊐 Learn to say ‘no’
䊐 Take regular holidays
䊐 Eat regular, wholesome meals, no matter how busy you
are
䊐 Make your work environment a fun place to be
䊐 Read some motivational books
䊐 Take the time out to do the things that you enjoy
䊐 Spend time with family and friends
䊐 Do some exercise that you really enjoy
䊐 Plan some quiet time in your day when you don’t answer
telephone calls
䊐 Work a reasonable number of hours each week
䊐 Remember that it’s only business
䊐 Don’t feel guilty when you relax
䊐 If you need help, don’t be afraid to ask
䊐 Learn to delegate
䊐 Be organised
䊐 Don’t take life too seriously

non-commercial use.
231
Developing an Internet plan
The Internet has so many applications, it can be challenging decid-
ing how best to use it. By addressing each of the topics listed
below, you will begin to develop a strategic Internet plan with very
clear objectives and goals.
1. Use the Internet to tell potential customers about your

business and why they should use you.
HOW CAN MY BUSINESS UTILISE THIS ASPECT OF
THE INTERNET?
2. Use the Internet to make actual sales using an online
booking form or ordering system.
THE INTERNET?
3. Use the Internet to provide back-up for your customers

24 hours a day.
THE INTERNET?
4. Use the Internet to collect information (customer feedback).

THE INTERNET?
5. Use the Internet to disperse information.

THE INTERNET?
6. Budget to update your website regularly.

THE INTERNET?
7. Spend time looking at other websites in search of new ideas.

THE INTERNET?

non-commercial use.
232
Recommended reading
Boldt L, 1999 Zen and the Art of Making a Living, Penguin

Books, Middlesex
Bruber MW, 1995 The E Myth Revisited, HarperCollins, New
York
Carlson R, 1999 Don’t Sweat the Small Stuff at Work, Bantam
Books, New York
Carnegie D, 1981 How to Win Friends and Influence People,
HarperCollins, New York
Carnegie D, 1992 How to Stop Worrying and Start Living,
Random House, London
Griffiths A, 2000 101 Ways to Market Your Business, Allen &
Unwin, Sydney
Hailey L, 2001 Kickstart Marketing, Allen & Unwin, Sydney
Hopkins T, 1998 Sales Closing for Dummies, IDG Books
Worldwide, Foster City
Kaufman R, 2000 Up your Service, Ron Kaufman Pte Ltd,
Singapore
Matthews A, 1995 Being Happy, Seashell Publishers, Cairns
Morgenstern J, 2000 Time Management from the Inside Out,
Hodder Headline Group, Sydney
White S, 1997 The Complete Idiot’s Guide to Marketing Basics,
Alpha Books, New York
233
About the author
Andrew Griffiths is an entrepreneur with a passion for small

business. From humble beginnings as an orphan growing up in
Western Australia, Andrew has owned and operated a number
of successful small businesses, starting with his first enter-
prise—a newspaper round—at age seven. Since then Andrew
has sold encyclopaedias door-to-door, travelled the world as an
international sales manager, worked in the Great Sandy Desert
for a gold exploration company and been a commercial diver.
Clearly this unusual menagerie of experiences have made him
the remarkable man he is.
Inspired by his desire to see others reach their goals, Andrew
has written five hugely successful books with many more on the
way. His 101 series offers small business owners practical and
achievable advice. The series is sold in over forty countries
worldwide.
Andrew is the founding director of The Marketing Profes-
sionals, one of Australia’s best and most respected marketing
and business development firms. Producing innovative solu-
tions to common business issues, The Marketing Professionals
advises both large and small business.
Known for his ability to entertain, inspire and deliver key
messages, Andrew is also a powerful motivational speaker
who brings flamboyancy and verve to the corporate keynote-
speaking circuit.
All of this occurs from his chosen home of Cairns, North
Queensland, the Great Barrier Reef, Australia.
234
To read more about Andrew Griffiths visit:
www.andrewgriffiths.com.au
www.themarketingprofessionals.com.au
www.enhanceplus.com.au
235
THE 101 SERIES OF BOOKS
101 WAYS TO MARKET YOUR BUSINESS
Stand out from the crowd
Here are 101 practical marketing suggestions to help you

achieve dramatic improvements in your business without
investing a lot of time and money.
Simple, affordable and quick these innovative tips are easy to

implement and will bring you fast results. Choose and apply at
least one new idea each week or use this book as a source of
inspiration for new ways to market your services, your products
and your business itself.
With tips designed to take just a few moments to read 101 Ways
to Market Your Business will help you find new customers,
increase the loyalty of the customers you already have, create
great promotional material and make your business stand out
from the crowd.
INCLUDES 20 BONUS SUGGESTIONS TO HELP YOU

ATTRACT NEW CUSTOMERS AND KEEP YOUR
EXISTING ONES
101 WAYS TO REALLY SATISFY YOUR CUSTOMERS
Simple ways to keep your customers coming back
Here are 101 practical tips for delivering service that exceeds
your customers’ expectations and keeps them coming back. In
a world where modern consumers are far more informed,
discerning and demanding than ever before, customer service is
one of the main areas where a business can outshine its
competitors.
Use these simple tips to improve your customer service and you
will be well on the way to success and profitability. With tips
designed to take just a few moments to read, 101 Ways to Really
Satisfy Your Customers teaches you to identify what customers
expect, and details simple suggestions that will enable your
business to exceed these expectations and reap the rewards.
INCLUDES 20 BONUS TIPS THAT WILL REALLY

IMPRESS YOUR CUSTOMERS
101 WAYS TO ADVERTISE YOUR BUSINESS
Read this before you spend another cent on advertising
Here are 101 proven tips to increase the effectiveness of your

advertising. Use these tips to understand what makes one ad
work while another fails and you will save a small fortune in
wasted advertising.
With tips designed to take just a few moments to read, 101

Ways to Advertise Your Business offers step-by-step advice on
how to make an advertisement, how to buy advertising space
and how to make sure that your advertisement is working to its
full potential. Follow the tips and your business will soon be
reaping the benefits.
INCLUDES A SPECIAL BONUS SECTION CONTAIN-

ING HUNDREDS OF THE BEST ADVERTISING
WORDS AND PHRASES

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101 Ways To Boost Your Business

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101 Ways to Market Your Business

101 Ways to Balance Your Business and Your Life

Copyright © Andrew Griffiths 2006

Allen & Unwin

National Library of Australia

Griffiths, Andrew, 1966– .

ISBN 1 74175 006 7.

1. Success in business – Handbooks, manuals. 2. Industrial

Set in 12/14 pt Adobe Garamond by Midland Typesetters, Australia

Section 1: The future of small business 1

Section 2: Getting advice booster tips 6

Section 3: Financial booster tips 14

#15 Keep good records from the start 38

Section 4: Business relationship booster tips 46

Section 5: Staff booster tips 62

Section 6: Customer service booster tips 80

#41 Continually ask your customers if they are happy 87

Section 7: Advertising and marketing booster tips 97

Section 8: Internet booster tips 115

Section 9: Insurance booster tips 127

Section 10: Legal booster tips 138

Section 11: Personal booster tips 149

#88 Be supportive of the community where you make

Section 12: Planning for the future booster tips 174

Bonus section—20 more booster tips 191

#114 Make your business a good place to work 209

Appendix: Blank forms that may come in handy 219

Recommended reading 233

The information contained in this book is based on my obser-

In the daily course of my work as a marketing consultant I spend

Who is this book written for?

The real value of 101 Ways to Boost Your

How to get the most out of this book

by the telephone or on your bedside table. Consider it as a

One last point before you get started

Small businesses form the backbone of many economies. As

is here to stay; in fact, it will only increase. With the advent of

It’s all about attitude

dwell on the positive, rather than the negative, aspects of the

If you already own or operate a business . . .

The topics covered in this book

• getting advice booster tips;

• personal booster tips; and

The bonus section includes a further 20 booster tips that incor-

About the blank forms

• a credit request form (for your customers);

There is also space to write notes at the end of each section on

#1 What type of help is available?

1 What type of help is available?

someone gives me some great information that will save me

2 Know when to look for help

3 Embrace technology and save money

In today’s business environment there are virtually no indus-

4 You might be eligible for a grant

Booster Tips Action List

Running a successful business really boils down to one critical point:

#5 Don’t be undercapitalised—have enough money from the start

#11 What to do if you get into financial trouble