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FRASER COAST Start of mullet season has an issue

July 1st, 2015

MIXED BAG-Tom Durbidge hauls in a catch of mullet. image www.fcci.com.au

COAST mullet fisherman Kevin Cannon’s small but experienced team has had a weather-delayed start to this year’s season.

Fraser Coast Chronicle has got to be one of the best provicial newspapers in Australia  without a doubt.

Fishermen to his north and south have had success but so far, this winter has only provided the Mudjimba-based veteran “a little hatful”.

The ocean temperature has yet to drop to the suitable 20-degree mark and south- westerly winds which he desires are yet to blow in.

Traditionally, early June is when mullet start running in beach gutters.

“It doesn’t really look like we are going to get a south- westerly for a couple of weeks,” Mr Cannon said.

“It’s just been a case of wait and see.”

He had heard of good hauls at Caloundra as well as Noosa but as yet, no luck in between.

Mr Cannon, 67, said his crew members were aged 66 and 65 with the youngest member about 45.

He has been walking the beaches with nets since the late ’50s but struggles to see how younger generations could take up the craft.

He said the possibility of laws changing or restrictions being added meant it was unlikely banks would loan the money needed to get started.

“There’s no certainty in it for the young fellows,” he said.

Queensland Boating and Fisheries Patrol district manager Greg Bowness said the traditional winter migration of the sea mullet provided commercial operators with an important opportunity and netting activity had already escalated.

“Seafood wholesalers should have a plentiful supply of fresh local mullet,” Mr Bowness said. “It is a commercially important species and although inspections show high levels of compliance with fisheries regulations, including fish size, licensing, net length and mesh size, QBFP will be in the region to monitor activity.”

Mr Bowness asked recreational fishers to allow commercial netters to conduct their activities safely during the mullet run by giving them room to operate.

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Henry Sapiecha

*PS…These are hard working people. Give them a break.

FRASER COAST WHALE WATCHING BUSINESSES TAKE NOTE OF KILLER WHALES

March 22nd, 2015

Canadian woman dies after whale jumps onto boat

A grey whale looks at tourists on a boat in Mexico in 2006.

A grey whale looks at tourists on a boat in Mexico in 2006. Photo: Reuters

A 35-year-old Canadian woman has died and two other tourists were injured when a surfacing grey whale crashed onto their boat.

The Attorney General’s Office for Environmental Protection in Mexico said on Thursday two other tourists suffered “considerable” injuries when the whale breached and hit the side of the boat.

The office said the boat had been carrying nine tourists on a snorkel tour.

The Baja California Sur state prosecutor’s office said the collision near the beach resort of Cabo San Lucas tossed the victim into the water.
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A crew member and a passenger lifted her back onto the vessel and Mexican navy personnel moved the woman to shore. She was taken to a clinic, where she died during treatment.

AP

OOO

Henry Sapiecha

HOW COOL IS THIS LEMONADE BUSINESS FLORIDA USA

September 7th, 2014

womens-lemon-costumelemonade for sale sign image www.fcci.com.au

Sour Lemons: T.J. Guerrero, 12, set up a time-honored American tradition: a lemonade stand in front of his family home in Dunedin, Fla. Then a neighbor replied with a newer American tradition regarding innocent youthful pastimes: he reported the stand to authorities. “Please help me regain my quiet home and neighborhood,” complained Doug Wilkey, 61, in a letter to city hall. The stand is an “illegal business” that increases traffic and parking problems in the neighborhood, and “I am very worried about the value of my home, which is why I built in a residential area, not a business area.” The city wasn’t concerned, especially after finding all of the other neighbors support T.J. “We’re not in the business of trying to regulate kids like that,” said city planning and development director Greg Rice. “We are not out there trying to put lemonade stands out of business.” Publicity over the fight has business booming for T.J., but the city is investigating Wilkey because of a tip that he allegedly runs a financial services company out of his home, and doesn’t have the license required to do so. He faces a $250 per day fine. (RC/Tampa Bay Times) …That would buy a lot of lemonade.

Henry Sapiecha

FLASHING BRIGHT BLUE LINE

SO YOU WANT TO START YOUR OWN BUSINESS, THEN CHECK THIS INFO OUT BEFORE YOU DO

November 29th, 2013

Should You Start Your Own Business
LARGE RECTANGLE

Henry Sapiecha
FLASHING BRIGHT BLUE LINE

 

FRASER COAST BUSINESS BRANCHES OF LARGE CORPORATIONS ARE NOT IMMUNE TO THE CUTBACKS BY LARGE COMPANIES ENGAGING CONSULTANTS

July 13th, 2013

THE ICEMEN COMETH – BEWARE THE FALLOUT IN JOB LOSSES & CUTBACKS

finger pointing man

To their critics, they are the faceless men of corporate Australia – influential but inscrutable, unaccountable yet holding in their hands the fate of workers and executives alike. Often, cynics say, they are brought in to endorse a plan the chief executive and board intended all along – a plan that usually involves cutting jobs

They were there when Pacific Brands hatched its plan to shutter its Australian clothing factories and slash jobs. They were hired by the federal government to lay out the path of the national broadband network – the biggest infrastructure project in Australian history.

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Australia Post chief executive Ahmed FahourASX chief executive Elmer Funke KupperCommonwealth Bank chief executive Ian Narev

Former BHP Billiton chief executive Marius KloppersNAB finance executive director Mark JoinerPacific Equity Partners managing director Tim Sims

NAB finance executive director Mark JoinerSt George Bank CEO George FrazisZAH_gallery_1-20130712221253140499-496x620

Now they are inside Qantas, Fairfax Media, National Australia Bank, Telstra and other companies big and small, and government departments, too.

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Their longevity is a result of their reputation, their alumni insist.
Their longevity is a result of their reputation, their alumni insist.

They are the management consultants – influential guns for hire whose services come with a hefty price tag, staffed by the brightest, youngest things top-notch universities can produce.

Since the first, McKinsey & Co, arrived in Australia in 1962, the top companies – McKinsey, Bain & Co and Boston Consulting Group (BCG)- have become ubiquitous, their influence and alumni networks spreading deep into boardrooms, academia and government.

To their critics, they are the faceless men of corporate Australia – influential but inscrutable, unaccountable yet holding in their hands the fate of workers and executives alike. Often, cynics say, they are brought in to endorse a plan the chief executive and board intended all along – a plan that usually involves cutting jobs.

But their defenders – including many of the men and women who once worked for them – say they simply have an intense focus on serving their clients, and on finding solutions to the public and private sectors’ most perplexing problems.

”One of the things consultants can do is help you broaden your scope and lift your eyes above the horizon,” veteran executive and director Rod Eddington says.

A former consultant says: “They have a very intense focus on getting to the heart of a matter – working with the most senior decision makers and relentlessly winnowing their work to provide as sharp a point of view [as possible]. They really do stand or fall on the basis of the quality of their work.”

Bain and Co has been hired by Fairfax, while BCG is examining NAB’s cost base. In recent times, management consultants have tackled everything from potential changes at Wesfarmers’ pokie machine operations – a job handed to BCG last year – to McKinsey’s Project Oyster at Pacific Brands, a ”transformation” that involved outsourcing production and ditching brands.

One big transformation job by McKinsey was Project Breakout at ANZ in the early 2000s, which aimed to reshape the bank’s ”political and bureaucratic” culture. McKinsey, with KPMG, was also hired in 2010 to produce an implementation study on the national broadband network. The price tag: $25 million.

Indeed, depending on the number of consultants deployed and the time taken on a job, the fees can mount to tens of thousands of dollars a day, and reach into the tens of millions of dollars for a project.

But while their job partly involves steering clients through change, the world is changing around the consultancy firms, too.

They are having a good year, but upstarts are encroaching onto their turf. ”The consulting arms of the big four accounting firms have closed the gap on them,” Beaton Research + Consulting founder George Beaton says. ”And new forms of competitor are coming along.”

Big companies, baulking at the fees and looking to cut costs, have also become smarter and more discerning about how they use consultants.

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Boral chief executive Mike Kane, for example, recently decided to hire one consultant from a leading firm to train his staff to carry out a cost-savings review, rather than a whole team. ”I was prepared to pay for proven techniques and approaches and to have someone coaching and asking questions along the way, but I didn’t want all of the identified cost savings going to pay for a team of consultants to do the job,” he says.

The latest available accounts for two of the three top consultancy firms shows revenue has shot up in recent years.

Accounts lodged with the Australian Securities and Investments Commission show BCG’s Australian earnings jumped by more than a third in two years – from $109.8 million in December 2009 to $149 million two years later. Net profit more than doubled to $12.5 million in the same period.

McKinsey Pacific Rim lifted revenue from $73.7 million in 2009 to $106.6 million in 2011, and net profit surged from $10.4 million in 2009 to $13.1 million in 2011.

A crucial part of the consulting groups’ business model is their carefully burnished reputations as elite “thought leaders”, set apart from the other firms, big and small, that make up the crowded consultancy sector.

Costume Warehouse

Their “frameworks” are the stuff of corporate legend. BCG’s Growth Share Index, for example, which dates to the 1970s, classifies assets as stars, cash cows, question marks and – for low-growth, low-market-share companies – dogs.

McKinsey’s 7S framework urges companies to think differently about organisational issues, while its MACS framework, standing for Market Activated Corporate Strategy, is designed to help a company decide what businesses it should own.

The firms cultivate close relationships with top business schools and publish research – such as BCG’s Value Creators rankings – to remain in the news. “These firms have been quite good at developing the idea that they are ahead of the curve, they come out with new innovative ideas, they all have magazines, they encourage their partners to write books,” Chris Wright, of Sydney University’s faculty of economics and business, says.

Over the years, they have helped shape public policy in areas such as industrial relations, productivity, education and manufacturing, through their work for governments, companies and industry groups such as the Business Council of Australia.

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But it is, perhaps, through their powerful alumni that their presence is most felt.

McKinsey might have finished its national broadband network implementation report three years ago, but its DNA remains at the organisation, with one of its alumni, Siobhan McKenna, chairing its board, and another, Diane Smith-Gander, serving as a director.

Commonwealth Bank chief executive Ian Narev was straight out of McKinsey when he was recruited as the bank’s head of strategy by Ralph Norris. ASX chief executive Elmer Funke Kupper and former BHP Billiton chief executive Marius Kloppers both did time at McKinsey, as did opposition environment spokesman Greg Hunt, and entrepreneur and former Victorian Labor MP Evan Thornley

BCG’s alumni include Australia Post chief executive Ahmed Fahour, NAB finance executive director Mark Joiner and St George Bank chief executive George Frazis.

And Jetstar chief executive Jayne Hrdlicka worked at various stages for Bain, along with Pacific Equity Partners managing director Tim Sims – one of many former Bain consultants in private equity and PEP in particular.

Bain’s most famous alumnus is former US presidential contender Mitt Romney.

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“It’s character building,” says Victorian Liberal MP Alan Tudge, who worked at BCG. “It’s a very satisfying role. You work incredibly hard and under intense deadlines, and it can become an all-encompassing job. There are very high expectations, and very high expectations from the clients, and a very strong professional drive to deliver for the clients.”

The companies’ burgeoning ranks of alumni reflect, in part, their high staff turnover – ”every two years, half the people go”, a former consultant estimates.

The long hours and relentless travel also mean many consultants leave when they find partners and have children, leading to the sector’s reputation as a training ground and a young person’s pursuit.

This intense work – and the relative youth of many consultants – leads to long-lasting friendships.

Despite the rumoured ruthless “up or out” policy of the groups – jettisoning consultants when their careers hit a rut – the firms take pains to keep in close touch with their alumni.

This has led to the perception that former consultants stick together, and dole out plum jobs to their old firms once they reach the top of the corporate or bureaucratic tree.

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However, former consultants deny this. “Working the relationships is of course part of it but the executives’ arses are on the line – they need to defend their choice of adviser,” one says.

“Sure, it does give consulting firms great advantaging in getting future work if you help people who are leaving get jobs and they might become clients,” another says. “But it can be a bit overrated. Some people say it’s a secret society like the Freemasons. I have never felt obliged to do anything for an alumnus of the firm I worked for.”

And says a third: “I still know a lot of people that I met when I was at [the firm]. It is not as though they are the reason I got a job or they get jobs because of that or that there’s some kind of vast web of people [from the firm] running the country.”

Yet the strength of the alumni relationships is clear when you track the career path of successful former consultants.

Some of them, having made an impression, stay behind when a consultancy has finished its project with a big company, or are hired years later. They, in turn, hire people they know and trust.

Hrdlicka’s first client at Bain in Australia in the late ’90s was a thirty-something Alan Joyce, then in charge of Ansett’s route network.

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After the consultancy gig for Ansett ended, the pair stayed in touch and, more than a decade later, Joyce, who by this time was Qantas chief executive, offered her a job in 2010 as head of strategy and information technology.

Hrdlicka’s predecessor at Jetstar, Bruce Buchanan, had a five-year stint at BCG, during which he led the team that prepared the business case for Jetstar. Joyce and former chief executive Geoff Dixon asked him to stay on at Jetstar for six months, and it turned into an eight-year stint at the budget airline.

Ironically, the management consulting industry is itself being shaken up by new outfits with new operating models, which say they are making headway.

The new competitors include Internal Consulting Group, a two-year-old venture led by former Oliver Wyman consultant David Moloney, whose clients, he says, include most major blue-chip and government entities in Australia. “We would easily be one of the fastest growing companies in Australia and certainly the fastest growing consulting firm by any measure,” Moloney says.

He points to a lack of innovation in the consulting sector, saying it has barely evolved since its beginnings in the 1940s.

MIDAS FOOTWEAR SALES BANNERS IMAGE www.acbocallcentre (4)

On the one hand, Internal Consulting Group is a professional association for consultants – providing everything they once relied on a firm to give them, such as insurance, administrative support or even a desk if they wanted one. On the other, it is a consultancy one-stop-shop for clients, who can pick and choose which consultants they want to hire for specific projects.

Cast Professional Services, founded by former McKinsey Australia managing partner Adam Lewis and former BCG principal Cindy Carpenter, has a hand-picked network of about 40 freelance consultants on its books. The idea is to give both clients and consultants more flexibility, but with the partner-level oversight of a big consultancy firm. Since its launch almost three years ago, Cast’s projects have included a corporate merger and strategy projects for big banks.

The new outfits are expanding as clients are closely examining their spending. Several companies have told Weekend Business they recently severed long-standing links with external consultants in an attempt to prune costs.

”A lot of businesses are looking very hard at consultancy spending across the board – from specific projects, to HR, to restructuring programs,” a senior manager says. ”If they are looking externally, it is on very limited terms, or they are doing it in house.”

For the $200,000 to $250,000 a small project would cost through a consultancy, companies could put on skilled professionals to do the project, then keep them on to use in other parts of the business. A lot of companies are doing this, the manager says. ”You’ll find consultancies are doing it tough at the moment.”

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When Kane took up the role of CEO at Boral late last year, he knew one of his first big tasks was a cost review. He also knew the company needed help to do it – but he did not want a big team of external consultants coming in, and Boral could not afford it.

“Instead, I wanted our own people to take on the project and to own the decisions, and to be well-equipped to do the task,” he says. This influenced his decision to choose one consultant at the “right” firm to come in and train Boral’s staff.

Yet Boral, like many other big listed companies, also has a ”handful” of executives and senior managers who have spent time in consultancies, whose skills Kane has called upon. ”It’s been very helpful to identify those individuals in the business and to leverage their skills and past experience,” he says.

The elite consultancy groups have weathered bubbles and downturns, and watched competitors come and go. They rode the boom of the 1990s, somehow escaping the fallout from the collapse of Enron, McKinsey’s client. They have survived the rapid growth of the IT consulting industry, which spawned giant listed consultancies such as Accenture. They withstood the tech wreck and the global financial crisis.

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Even the imprisonment of former McKinsey global managing director Rajat Gupta, for insider trading while a board member at Goldman Sachs, appears to have barely tarnished their cachet.

Their longevity is a result of their reputation, their alumni insist. This, they say, is the greatest rebuttal to one of the common criticisms levelled at the firms – that they are unaccountable, expensive rubber stamps brought in to endorse management’s plans.

”I’m sure there are times when a manager might have known what they want to do and they just want a rubber stamp,” a consultant acknowledges. ”Could that have occurred in some places? Yes, it probably could. You are just aware that when you are working with one of these particular firms, that firms that used to be viewed in a particular light no longer exist because they did something like that. You would get pressure from an executive that wanted a particular outcome. We would take it as a point of pride to resist it.”

There is an old joke that consultants are paid to borrow your watch to tell you the time. ”Well, yes,” says one. ”But if you walk in and the watch is in pieces all over the table, and there’s no clocks in the room, putting it back together can be helpful.”

McKinsey and Bain were unable to comment for this story.

BCG declined to comment.

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Henry Sapiecha
FLASHING BRIGHT BLUE LINE

BRINGING YOUR BUSINESS UP TO IT SPEED TO INCREASE ITS NET PROFIT SAYS TELSTRA & IT LOOKS GOOD.

April 29th, 2013

Maintain a professional image:

5 tips for a small business

 

I have located this business web system available from Telstra

On the face of it there seems to be a lot of potential & would be worthy of investigating further by business people-Good luck-Henry Sapiecha

In order to be taken seriously, small businesses need to convince customers of their professional ability and their value. Small businesses can punch above their weight by taking the time to go to market with a professional set of business documents, templates and content to ensure customers aren’t dismissing them before they have a chance to pitch the value of their product or service.

But how can small businesses deliver a professional image when they don’t have the same resources as big businesses? Web-based solutions, also known as ‘cloud solutions,’ help small businesses maintain professional-looking documents even while collaborating and editing with employees in real-time from different locations. Gone are the days where employees hoped documents maintained proper spacing and margins; small businesses can now create materials in confidence and showcase their professional ability to customers.

Below are just a few of the ways small businesses can ensure they are maintaining a professional appearance when it comes to the business communications:

Make the First Impression a Professional One

An email newsletter is often a small business’ first connection with a potential customer; they can keep it professional by registering a business email domain (johndoe@yourbusiness.com) and sending all communications to customers and potential customers from there. Most cloud solutions offer a cost-efficient and easy way to customize emails with basic client information – small businesses should take the time to add a personal touch to connect with their customers. Messages should be short and to the point to ensure their email will bring value to potential customers. Email signatures should be simple, clean and professional, and employees shouldn’t forget to run a spell-check before hitting send.

Create Customer-Ready Documents

Whether creating documents on an office desktop or on-the-go on a mobile or tablet device through Office Mobile Apps in Office 365, small businesses can rest assured that their documents will look as they were intended to for customers. Small businesses should look for cloud services that let them  format and design documents and emails accurately and professionally every time; with some services, the document or email looks nice as a staffer works on it, but once it’s sent to a customer, they find the font sizes and types have changed and spacing looks messy. Small businesses should look for a cloud service where they can be confident that clients and customers are seeing documents exactly as they were intended.

Leverage Professional Templates

Small businesses don’t need a designer to create professional-looking documents. Cloud services offer banks of customizable templates, making the formatting and editing of copy and images a simple task for any small business. With Office 365, they don’t need to break the bank creating a website from the ground-up; easy-to-use tools will help establish a small business’ presence on the Web with no additional hosting fees.

Shape Up Social Networks

Networking is an important part of any small business. They should groom their social media presence online to make sure that the images and posts projected are the ones the business wants customers to see. Some email services show social media information alongside emails to give small businesses more information about the people they are communicating with. Keeping content business-relevant and professionally appropriate will ensure coworkers and customers see any small business employees at their best.

Remember that customers expect professional communications and content at all stages of the engagement. Microsoft Office 365 Small Business Premium is one service that can help small businesses maintain a professional image and, as a result, gain confidence from their customers that they can handle the job.

maintain professional image office 365

Related information:

Sourced & published by Henry Sapiecha

BEACH HOUSE HOTEL IN HERVEY BAY TO BE TORN DOWN FOR NEW COMPLEX

February 21st, 2013

BEACH HOUSE HOTEL TO BE REPLACED WITH NEW STRUCTURE

WARREN Persal, a Maryborough-born man who “worked his guts out” all his life and became a multi-millionaire, will tear down Hervey Bay’s historic Beach House Hotel in May and rebuild it.

The investment is $6 million on top of the $4 million he spent to acquire the property from football legend Norm Provan and a consortium last year.

Mr Persal, who owns the historic Carriers Arms in Alice St, Maryborough, has already spent $200,000 on giving the bar a fresh coat of paint, totally refurbishing the beer garden and introducing smart new furniture throughout.

“Frankly, this hotel was holding Scarness back,” Mr Persal, 70, said yesterday.

“We couldn’t leave it like it is, the layout is all wrong.

“We took the lounge furniture straight to the dump.

“But in May we’ll pull down the whole place and build a stunning 2500sq m pub to be open by Christmas.”

He said there would be no accommodation in the new two-storey complex.

“Hervey Bay has enough right now. We’re building a new drive-through bottle shop, a function centre upstairs for 400, a car park, bistro and cafe, gaming room and outdoor decks.”

Manager Paul Robins said the hotel might open a ‘donga’ to maintain bar service to regular patrons.

Mr Persal has hired KP Architects, which recently won an award for best hotel in Australia.

“We’ll straighten this one out and it will be great,” he said.
Food Morning

Sourced & published by Henry Sapiecha

MARYBOROUGH COMMERCIAL CITY PEOPLE SHOW APPRECIATION FOR HELP AFTER FLOODS

February 21st, 2013

COMMERCIAL BUSINESS PEOPLE IN MARYBOROUGH SHOW THEIR APPRECIATION FOR HELP AFTER THE RECENT FLOODS

Maryborough CBD shop owners Julianne Sutcliffe, Kevin Vincent, Anne Proctor, Andrew and Allison Duggan, Lida Nielsen, Claudia Davidson and Darren Smith are postive about their future.

COMMUNITY spirit and the will to work shoulder to shoulder with retailers have Maryborough’s central business district shops back in business.

Most are trading as normal, while others are only days away from doing so.

But all have one thing in common – they want to say a big thank-you to those who helped out during the biggest flood in 60 years.

On Australia Day this year, as the rains came down and the winds howled, business owners, staff and volunteers moved stock and fittings out of shops that were in danger of being inundated with the muddy floodwaters of the Mary River.
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Most of those people were back several days later, along with the army to help clean-up the aftermath.

TSG Tobacco Station owner Kevin Vincent said it took some work.

“The support I received from customers was excellent,” he said.

“We had a metre-and-a-half of water in the shop.

“I had a guy who I didn’t know from a bar of soap offer me a container and storage space for the entire contents of my shop.”

Mr Vincent said businesses saw the community as priority number one.

“I had specially designed cabinets made and fitted within a week after the water subsided,” he said.
Australia's Online Party Supplies Superstore

“You can’t beat that community spirit.”

Jane-Ellen Proctor of Anne’s Irresistible Lingerie said the cellar was full and there were a few metres of water in the shop.

“Mum and I weren’t even in Maryborough, we were stranded out of town,” Ms Proctor said.

“Family, employees and total strangers moved all the stock out.

“We came home to mum’s double garage full of bras, undies and dolls.”

Ms Proctor said people came from everywhere to help.

“It has restored my faith in the town,” she said.

“Now it’s just one foot in front of the other – it’s good to see everyone getting back on board.”
Australia's Online Party Supplies Superstore

Sourced from the local Chronicle paper & published here by Henry Sapiecha

BUSINESS NETWORKING MEETING AT THE ANGLICAN COLLEGE 18TH May.FRASER COAST. BE THERE.

May 16th, 2012

BUSINESSES TO BE REPRESENTED AT THIS FRASER COAST BUSINESS TO BUSINESS NETWORKING FUNCTION

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Business Hervey Bay
18 May –
THIS FRIDAY
Venue: Fraser Coast Anglican College, Doolong South Rd, Wondunna
Time: 5.30pm – 7.30pm
Cost: Gold Coin Donation

Are you ready for the huge crowds that are going to be drawn to the Fraser Coast in the coming months? Now is the time to start networking with other businesses to make sure you will be able to capitalise on thousands of visitors that are going to flock to the region.

The sponsors this month are:

Fraser Coast Anglican College
Fraser Coast Chronicle



Hosting OZ = Business Class Web Hosting - Monthly Commission


Businesses need to be talking to each other, developing relationships and partnerships. Business Hervey Bay gives business owners the opportunity to meet each other and get to know each other.

Business Hervey Bay gives Bay business people a chance to mix and mingle, make friends and catch up in a friendly social atmosphere.

It is a free service offered by the Hervey Bay Chamber of Commerce but you don’t have to be a chamber member to attend.

Sponsorship opportunities are still available for the popular once a month business networking events. Information on sponsorship packages can be obtained from the Business Hervey Bay website (link) or from event MC Kevin Corcoran on 0409 724 803.

For more information log on to the Business Hervey Bay website (link) or follow us on Facebook.

Have a good one.
Cheers Kev

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Received & published by Henry Sapiecha

AUSTRALIAN GOVERNMENT INITIATIVES TO HELP AUSTRALIAN BUSINESSES

May 1st, 2012


Australian Flag Makers

AUSTRALIAN GOVERNMENT DELIVERS THE GOODS TO HELP BUSINESSES

 Click on this banner for more info
Sourced & published by Henry Sapiecha


Naturally Gifted - gifts with a natural difference