BroadcastJobz

Audit Your Business for Profit!

Karl Jansson — Wed, 25 Mar 2009 10:23:29 +0000

The world’s global economy is testing everyone, from individuals to corporations, but how does we all travel in the same direction, onwards and upwards?
Ok, let’s break it down into components and those influencing factors causing success and failure.In any stressed economic climate, identify and audit your resources, not just from a ‘How much is ‘X’ costing this company?”, but more “Let’s see how we can best use ‘X’ in another way to be more financially responsible?”In terms of a business, ‘X’ could be a company vehicle, or any other asset that you more than likely see every day, including your website. You may have already considered ‘X’ as being a staff member, particularly if you have recently completed a talent audit.

Talent Audit
Just as DNA is specific to a given individual, a Talent Audit can pinpoint the “job skill DNA” of a given employee. It provides access to skill comparisons and overall success potentials with a predictive accuracy similar to the way a DNA strand identifies genetic makeup of each individual person.
In this manner, organizations are able to inventory a complete list of strengths and weaknesses for all key employees across every important position.
By example, identify your incumbent salespeople who are most adept at developing new business (”hunters”) versus those best suited to managing existing customer relationships (”farmers”) or handling Strategic Accounts, or developing into a sales subject matter expert. Then determine which salespeople have the predictive skill strengths required to succeed in a sales management role or be more effective if they were deployed to support key account goals.
If you have an evolving customer who represents a greater portion of your business and there is a key strength match by both expertise and personality through relationship building with one of your staff members, redirect and retrain if necessary that individual to become a key account manager to that client.
This serves a dual purpose by strengthening a key client relationship, as well provides additional supportive training for the staff member into a more suited and mutually rewarding role.
A professional Talent Audit assessment system and related tools are most effective for strategic decision making when used on a continuing basis. Because data is predictive, its value for both employee development and career selection is unparalleled.
If we audit obvious assets such as company motor vehicles that are parked throughout the day and could be unshackled for use as a local delivery vehicle or similar, then why should we not audit our staff, the most valued asset of any organisation?

Audit your Marketing methods

Website Marketing
Just recently, and by example, we at J-Curve have recognised that when the landscape changes, you need to change with it, particularly if it’s influencing your bottom line.
As a recruitment consultancy that services exclusively the Broadcast community through ‘Search’, we work with our clients under a professional fee structure. Although our fees are attractive, when the economy is not supporting the number of executive vacancies, we need to re-visit our marketing strategy.
In this case we audited our website and through it, have created a second tier business, a job board.

Clients who were reluctant to pay a professional fee are now invited to upload their own vacant positions, directly onto our website. It has opened up new branches within a market vertical that now addresses contract, part-time and permanent positions.
We utilised the back-end website automation we already have to provide automatic job alerts for both client and candidate.

Re-visit your website and if there is any opportunity to add some form of interactivity into it, this is the best time to do so. Whether it’s an enquiry form with an acknowledgement email or something more complicated in coding, there are more ‘www’ visitors now than ever before surfing the net.
They are scrutinising data that maybe your product specification, pricing or branch locations, so as your website is the front door to your business, re-visit and re-shape it into today’s landscape.

Email Marketing
Interlocking with website marketing is email marketing. Not to be confused with spamming.
Email marketing is a personalised approach to sending information to established contacts or qualified potential clients who will have interest in receiving an email from you and your company.
This is another cost effective tool to spread the word, but can also be highly destructive. There is a fine balance of hitting a target through the sights of a barrel to that of spraying the message, even though it might be intended for well established clients.

Customise your message from YOU to YOUR CONTACT, and be respectful of your relationship.
When sending out a quantity of emails you should cast your eye over each recipient who is listed on your target list prior to approving each mail out.

Here are a few handy tips:

Develop a personalized and identifiable banner/look dominated by your brand. This could be email only and an email recognised brand to your business using your company colours.
Generate campaigns with reasonable frequency so as to inform, educate, and raise interest without becoming perceived as spam or a nuisance
Personalize mailing lists and compartmentalize campaigns by sender. That is, denote sender’s names specific to those who have contacts with the receivers
Time your mailing campaigns to arrive mid day and not in the early AM when most people erase overnight spam in mass
Keep communication crisp and to the point. We all have a tot to read
Integrate e-mail campaigns into your overall marketing program as a lead, reinforcer and supplement at various times
Take care to avoid words in your ‘Subject’ line which are likely to activate spam control software of your receivers

Remember this is a form of communication that will take some time out of your reader’s day to absorb. Ensure that it is worth their while to do so. They should be positive or be able to take away something from it after reading it.
Direct e-mail can truly have a cost effective impact, but executed badly could damage your long term relationship.

Karl Jansson is General Manager of J-Curve Broadcast Recruitment Consultants.
Email: corporate@jcurve.tv Interactive web: www.jcurve.tv & www.broadcastjobz.tv

Life in 2009

Karl Jansson — Thu, 15 Jan 2009 00:43:19 +0000

OK, as we head into 2009, I thought a diagnostic approach would be the order of the day.
About three years ago we covered in a previous issue of C&T the generational differences that are present in our workplace. As we are all currently experiencing the cause of some radical global market shifts, thought it would be pertinent to re-visit again.
Now we don’t have the answers to how the world should bring into line the global money market , but it’s always interesting to note some of the influencing factors around us as we pull out of it. Some of us could see it coming, whilst others were broadsided.
Why were some aware whilst others not? Some were credit happy whilst others were credit shy.
Every generation was influenced by the banking community offering credit so we are not pointing to one group of people by their age. However, the younger generations were easily influenced more so than their older colleagues.
Ask the baby boomers, the older generation, about money, and they will remember the days when your pay-packet was an envelope, with dollars and cents in there. There was little credit, and the closest item to a credit card was a bankbook that the teller stamped when you went into a bank to withdraw money, during bank hours.
That’s right, only during bank hours. ATMs were not on the radar, and when they arrived, few people were game to use a machine where money popped out of a slot into your hands next to total strangers, in the middle of a street.
Ok times have changed and the Baby Boomers have accepted change, whilst Gen Y’s know no difference. They were born with credit cards in their hands. Now this is no blame game on who caused the global credit squeeze, but we need to be aware of the generational differences as we move forward, and we will. This inconvenience is short lived.
Ok let’s look at who’s who in the zoo! The world consists of Generation Y (1994-1980), Generation X (1979-1965), Baby Boomers (1964-1946) and Traditionalists (1945-1900), all with a different approach to the new year and the current global crisis.
Oh, and by the way the next generation playing on your computer at home, installing the latest software challenging Microsoft’s latest operating systems are called “Millennials”. Best remember this little group as they sneak up on all of us!

How to keep a straight face … or save face.

This clever algebraic expression is self explanatory. Generation x + Technology = y
Both the Boomers (aged 42-60) and Gen X’rs (aged 27-41) have something in common. They’re goal setters, chronological thinkers who process information in linear form, from front to back, from top to bottom. They understand how today’s decisions may impact upon tomorrow.
Now Generation Y’s or should we say “Whys” (Aged 12-26) are the digital thinkers who process information randomly as opposed to sequentially. They’re not inherently convinced that today’s actions will affect tomorrow’s outcomes in any certain way.
They know all-too-well that someone can be the hero today and a villain tomorrow - and visa versa.
They reflect upon icons who have survived drug addictions, criminal prosecution, sexual misconduct, bounced back and made millions in the process.
Interestingly a third of this group will opt for a portfolio career, made up of part time and entrepreneurial ventures.
In North America a trend is occurring within this group with just below half of the “Y” workforce opting not to work full time for a single employer.
Gen Y’s are seeking a more flexible lifestyle, that’s also highly mobile. Although this sounds a tad self centered and non committal, statistics also indicate that a third are involved in some kind of volunteer or not for profit activity.
So it appears this has been a legacy from the “X’rs who are environmentally and socially conscious. It’s also said that X’rs are the generation looking for peace of mind and leisure time.
They’re health conscious with almost half the generation using vitamins or supplements as well reading labels. If you haven’t already noticed they are also the prominent generation who live longer at home. This is influenced by boomer parents possessing a strong sense of family values.

So how does this affect me at work?
Look around you, be aware of the make up of your colleagues, identify the potholes before stepping into them, and observe those characteristics of others and take a mental note.
Use this information to assist in achieving your goals.
Our environment is constantly changing due to the people in it, so we should be aware of where the changes are occurring and by whom.
Change occurs as a consequence of people’s actions, not because it just happens.
So, who are you in 2009? Are you the leading edge of change, or someone who’s comfortable in riding the wave? Not that there’s anything wrong with that. However, if you’re a rebel, chances are your career will stagnate.
People are a company’s greatest asset, so identify those in your organization with traces of positive change, harness a team with like values, be part of this team, and forge a career where others will follow.

Karl Jansson
Managing Consultant
Broadcast Technology
Beilby
Level 9, 255 George St
Sydney NSW 2000

e: karl.jansson@beilby.com.au
w: www.beilby.com.au

Not AC/DC!

Karl Jansson — Thu, 15 Jan 2009 00:38:59 +0000

The world around us changes constantly, so knowing what has changed is an important part of our lives. For businesses, recognizing changes is also crucial. It allows businesses to adapt themselves to the changing market needs.
As mentioned in my last C&T editorial in the July/August edition we spoke of hot spots around the world that are creating a need for talent within the broadcast community based upon the potential driving revenue into the networks.
Well, if you remain inquisitive into the region’s activities, let’s now take the discussion down into the level of Multinational Corporations (or MNCs for those abbreviatorists).
What changes are occurring within MNCs within the region that will influence your salary?

DB vs DC (Not AC/DC)

The first and most obvious is that of a definite shift away from DB (Defined Benefits) to DC (Defined Contributions). Changing to DC shifts the risk from the employer to the employee.
Okay, if you are an Australian resident you are certainly familiar with the standard, and mandatory, 9% Superannuation contribution plan for employees. This “DC” component is an integral part of our package outlined by our employer that provides us with an income at a time when we retire.
In comparison a DB plan is a retirement benefit, sponsored by your employer, that pays a defined amount upon retirement based upon length of service by final average salary times a retirement multiplier. The retirement benefit is permanent and guaranteed, and most will adjust automatically to periodic cost of living increases and protect from inflation. It will more than likely have a survivor’s benefit and a disability benefit to it as well.
FYI. More than two thirds of all public employees in the United States participate in a DB plan.
With the Asia-Pacific region there is an emerging trend towards a DC plan.
China for example leads the trend. In 2004 supplementary pension plans (DCs) were introduced and we believe that within the next 3 years that more than half of the multinationals will introduce a supplementary pension plan or change their existing plan. It’s interesting to note that by the end of 2008 all social security bureaus that have held pension funds to date will need to transfer them into a more secure licensed annuity provider. This is a government driven initiative.
Other driving countries to varying degree are South Korea, Hong Kong, and India where it is seen initially as an attraction and retention tool. The next tier of change will come from within Japan, Singapore & Malaysia, Indonesia and Thailand. Taiwan in 2005 had started to work to similar commitments.
Behind these countries, will be Macau (introducing it this year, 2008), with Vietnam and Philippines following thereafter 2009.

So Why is There a Change to DC?

Besides a shift from countries already with DB carrying responsibilities, there is an interest in International plans to be adopted due to increased mobility of employees in the region. Also there are an increased number of locally hired foreigners.
As a foreigner working in Singapore, China or Taiwan you cannot participate in local statutory plans, so your retirement contributions are not addressed. This will of course have long term financial implications unless you make alternative contributions elsewhere.
The support to DC will continue to roll-out within the region, but the challenge even for some Multinationals in smaller locations is simply economies of scale that are brought about by limited HR and finance support. To address this, there are plans within the MNCs to bring them in to a region stand alone vehicle.
Remuneration packages
Due to changes in the world today that bring financial demands and subsequent increased costs on MNCs the focus is now on the value of employees, and how to recognise and remunerate them.
Whether it’s common knowledge or not, there is a grading system that most employers use to assess top performers. In short, the grades are categorised as high, medium and low performers.
The employee’s remuneration package is therefore a reflection of their value to the company.
Now, this is not a revelation, however the way in which packages are constructed may well create a tighter definition.
One trend that is moving across Europe is that although benchmarking has and will remain a popular guide for remunerating staff and executives, it is now moving towards benchmarking with International Peer groups rather than to country specific groups.
This trend serves well for the employee by creating a level playing field, whilst providing employers a standard by which to invite International applicants to join them.
However, outside the Asia-Pacific region the pace of salary increases has significantly slowed in 2008 in Eastern Europe as companies seek to control their fixed costs and focus their remuneration spend on high performers.
The interesting point is that Continental Europe have significantly increased target and maximum annual bonus levels which have now caught up or surpassing bonus levels in the UK and the US.
So, in a similar move within Asia in terms of DC, what is evolving is now an emergence of a Pan-European bonus plan with uniform bonus levels.
It’s forecast that a similar mind-set will flow though Asia.
So, where will these changes occur? Mostly at the Executive level where Share options and performance shares are more popular these days than a cash plan.
As a matter of interest most CEOs are on a base salary of a third of their expected packages with the remainder made up of target bonus and LTI (Long Term Investment), and in most cases the LTI component is greater by percentage than the target bonus.
As expected, KPIs at a senior level are cascaded down to departmental KPIs and individuals objectives, where a line of sight is established. Whether it’s a Business unit or team it’s linked to corporate portions. Changes to Executive remuneration structures will be reflected through the company’s objectives, so, depending upon what part of the globe your financial year ends, most MNCs will filter through changes to individual bonuses.

Karl Jansson
Managing Consultant
Broadcast Technology
Beilby
Level 9, 255 George St
Sydney NSW 2000

e: karl.jansson@beilby.com.au
w: www.beilby.com.au

Heading for the Hot Spots

Karl Jansson — Thu, 15 Jan 2009 00:34:13 +0000

As a recruiter, and like most business managers, I like to follow trends and identify the warm spots around the globe before they actually escalate to a blinding hot flash.
A blinding hot flash, you may say?
Not dissimilar to a blog or feral marketing on YouTube when a link is passed on to one, then two to several, then to hundreds of recipients, a new product or service can be launched exponentially within minutes, if it’s executed with precision.
With over 75,000 new food and drink products launched around the world every year ranging from true innovation, real added value products and wacky ideas to line extensions and tertiary products, there is no shortage of how to promote them.
This is just one market sector by example, well before we consider the electronics, computer and technology markets and all others known to man or beast.

So what’s that got to do with us in the broadcasting community?

The hot spots for broadcasters seeking advertising revenue are those territories, products and services exhibiting an extraordinary amount of activity in hoo-ha (technical term for sales and marketing).
For me it’s staff requirements whether it be contract or permanent, there’s going to be an increased need for talent to broadcast the advertiser’s message.

So where are the next ‘Hoo-ha’ Geographical hot spots?

According to the ‘International Congress and Convention Association’ the world’s economy reflected an increase of 15% of promotional activity in 2007 over 2006.
USA and Germany held 1st and 2nd place respectively and Spain in 3rd place which is surprising as they were in 5th place the previous year.
Other noticeable changes were Japan (from 12th place to 6th place), Brazil (an outsider of the top 10 is in 8th), Not surprising is Beijing (13th to 8th) but one to watch is Taipei ranked 40th in 2006 is now 18th, and Madrid from 19th to 10th position! Singapore remains unchanged in the top 5, and Australia? 13th place in 2007.
Cities in the top 20?Vienna (no.1), Berlin (2.etc), Singapore, Paris, Barcelona, Budapest, Lisbon, Beijing, Amsterdam, Madrid, Copenhagen, Prague, Hong Kong, Seoul, Stockholm, Bangkok, London, Taipei, Kuala Lumpur, Istanbul and Brussels (shared spot)
We could speak about revenue in terms of the 2007 Fortune 500 but their expenditure is through global interests, so hotspots are difficult to pinpoint with the majority of top 10 companies being US based. (FYI Wal-Mart is No.1 with $11B USD profits)
Not only that, most top performers are influenced by ‘Sector Rotation’ (Certain sectors of business profit more in certain stages of an economic cycle).

So where are the industry hot spots?

There is however a strong forecast for M&A (mergers and acquisitions) for the remainder of 2008 into 2009 and beyond, particularly for the advanced materials and composites industry developing products for the aviation, automotive, Technology, and well …every other sector.
This covers (but not limited to) light but strong materials for improved weight and temperature efficiencies as well fracture energy (toughness). In terms of professional broadcast equipment there are significant product changes ahead in the assembled product, complimented by improved hi-end software. More robust and lighter equipment that’s suited to all climates.
In the airline industry Boeing is gearing up for projected delivery schedules for the composites-intensive Boeing 787 and Airbus A380 due to the world’s aging aircraft. The Middle East and Asia will lead demand for commercial aircraft throughout 2008 and into the coming decades. (Middle Eastern carriers were responsible for about 19 percent of global aircraft orders in 2007, and traffic is expected to grow disproportionately in both regions.)
Automotive is also seen to be a key market but more so from the component supplier.
As global oil fluctuations are reflected in increased fuel prices, new vehicles sales have dropped, so manufacturers are heavily committed to improving their market position by both fuel efficiency and improved advances in technology that will attract new consumers.
Component manufacturers with foresight are proving to be a valued business partner to the automotive industry.
The aerospace and defence sector is undergoing a shift driven by new commercial and defense platforms, from vehicular and aircraft supply to hand held equipment and provisions.
The replenishment of goods as a result of war shows no decrease, and Government budgets remain globally committed.
Through improved telecommunications and digital advancements the aerospace industry is also in a position of growth. Some M&A’s will occur with well established and proven telecommunication providers within the Asia Pacific region. Growth in this sector should be evident by the last quarter of 2008.

Summary

So, the geographical hotspots are Spain, Beijing (ok that was obvious), Japan, Taipei or generally Saudi, Germany and the USA. There appears to be continued or accelerated growth within these corridors.
Market hotspots are high end technology manufacturers (including professional broadcast equipment), airline and automotive related industries, with additional but significant investment made in composite technology. Later in the year some key Telco’s will emerge with a new image to portray.
For executives seeking increased advertising dollars or production / post related businesses with interest in TVCs or corporate packages, these ‘Hot Spots’ may just hold the answer.
Most of the ‘Hot Spots’ are currently displaying a growth pattern that is far ahead of consumer awareness, with the second half on 2008 set to influence the start of how you manage your business into 2009.

Karl Jansson
Managing Consultant
Broadcast Technology
Beilby
Level 9, 255 George St
Sydney NSW 2000

e: karl.jansson@beilby.com.au
w: www.beilby.com.au

The JellyBean Report

Karl Jansson — Thu, 15 Jan 2009 00:08:04 +0000

- Colourful Items to Chew and Digest

With so many items that have surfaced since the last article, I just couldn’t resist throwing them all into a page like a bowl of jelly beans. Some light hearted some with a message that may be relevant to your business or to your employer. Enjoy the brain candy!

Is there a link between pay and productivity?
In 2005/2006 a study confirmed that companies that focus on engaging and rewarding employees deliver an average shareholder return 142% higher than companies that do not (Watson Wyatt Worldwide study of 551 companies and over 3 million employees).
Hindered by survey results released February this year by AON and Human Resources Magazine (survey conducted in December 2007), two of the most important issues facing Human Capital Managers were:
Attracting Talent (74% of respondents indicated this was a key concern) and
Retention of Existing Talent (68% of respondents identified this as a key concern).
One thing is clear: since 1995, productivity growth has experienced a strong revival. In the prosperous years between 1947 and 1973, productivity grew on average about 2.8 percent a year. Then, for reasons that continue to be debated, annual growth slowed to 1.4 percent between 1973 and 1995. Productivity growth has since picked up, averaging about 2.8 percent a year between 1995 and 2005.
How well total compensation has kept up with productivity depends on how you adjust for inflation.
Wage growth may be expected to lag productivity growth when an economy emerges from recession.
Some economists, however, are more sanguine about the apparent disconnect. They note that wages have steadily fallen as a share of total compensation; benefits like health care and pensions now account for nearly 30 percent of overall pay.
Growth of total compensation provides a better comparison with productivity growth, they maintain, and on this score, they see little cause for alarm in the latest numbers.

Paid Maternity Leave is now the hottest topic in the IR arena.
By international standards, Australia is lagging behind in the provision of paid maternity leave. However, despite aggressive union pressure, Kevin Rudd (Australia’s Prime Minister ..for our International readers) remains steadfast to his resolve to not offer paid maternity leave as a national standard. However, Community Services Minister Jenny Macklin has subsequently told mothers to expect a scheme funding just 14 weeks when the Productivity Commission inquiry reports on the issue next year.
As anticipated, employer’s immediate reaction to providing paid maternity leave is generally negative due to the perceived effect on the business’s bottom line.
However, in today’s labour market, employers who provide paid maternity leave provisions are seen to be signalling their dedication to their employees. Over the last decade, trends have shown that this typically translates into increased job satisfaction, greater employee productivity and improved employee loyalty.

Banks are back on the CFOs’ radar!
While few finance chiefs expect bank failures of any magnitude, the discovery of modern banking’s soft underbelly has created unease. And the ripple effects are hitting corporations from many directions.
Now that the gaping holes in their risk management have been revealed, banks are trying to restore faith.
Even as banks work out their risk quandaries, they are already demonstrating far less appetite for corporate loans.
The clots in the arteries of financial markets are also bad news for companies that grant trade credit to their customers. The National Association of Credit Management’s Credit Manager’s Index, an indicator of trade-credit trends and receivables’ performance, has dropped for six straight months.

Email Dangers for Employers! Case: The ‘Ham Sandwich Saga’
The serious consequences of inappropriate email usage are highlighted by the ‘Ham Sandwich Saga’ that led to the dismissal of two receptionists at a Sydney Law Office. The incident was sparked when one of the dismissed receptionist’s sent out a mass email asking to be reimbursed for a ham sandwich which was removed from a company fridge by another staff member. The other receptionist questioned the legitimacy of the complaint, and this led to an escalation of tension between the two receptionists, to the point where personal insults and sexual-related information was released across the work email network. This information quickly spread across to major legal and financial firms in the Sydney CBD.
To avoid any potential ‘Ham Sandwich Saga’s’, there are a number of ways an organisation can make certain that staff are aware of email expectations whilst at work, and these include:
* Having a policy entrenched in the contract or terms of employment which stipulate specifically that emailing for personal use is unacceptable.
* Re-enforcing to staff from time to time the expectations upon them to use company email accounts for company related purposes.
* Informing staff that if they have grievances not to use company email to deal with such disputes, as an accidental multiple recipient emails can have catastrophic consequences.
* Employer’s themselves setting a good example by avoiding sending out attachment based emails to staff including jokes, and minimising personal emailing during office hours.

Outsourcing HR
Recent research has shown that on conservative estimates, the average employer saves 9 hours per week (or nearly 20 full days per year) and $12,000.00 (net) per year by outsourcing their HR to a professional company. (I just report the findings)

HR Outsourcing is a relatively new concept in Australia, but it is growing in its demand as many employers find it far too hard to engage best fit employees whilst they navigate the ever increasing and complex workplace laws.
What would you be able to do with an additional 9 hours per week?

Karl Jansson
Managing Consultant
Broadcast Technology
Beilby
Level 9, 255 George St
Sydney NSW 2000

e: karl.jansson@beilby.com.au
w: www.beilby.com.au

Global Economies Influencing Our Growth

philsandberg — Wed, 14 Jan 2009 23:21:15 +0000

When you ask the question; why are some companies more successful than others?
Of course, there isn’t just one definitive answer. There are many contributing factors that will influence success, but there is without doubt one word that exemplifies it, “Expansion”. The second is ‘Diversify’, but that’s for another day.
Expansion is the action of success, but it’s also the driving factor of success. Confused?

Any business that does not reach out to developing markets will limit their expansion opportunities.
Markets that are heated provide the ideal proving ground for innovative solutions for the entrepreneur.

How to start? Look first at those within your organisation with a level of competency to identify the hot spots, then magnify any spark of opportunity and supply the necessary solution. It’s that simple!
Well … it’s a brush stroke start to a masterpiece.
It all begins by looking at the bigger picture, and work within a framework that identifies your business goals. There’s no bigger canvas than the global market, and no better place to start than with Australia’s Major Trading Partners.

Australia’s Major Trading Partners.

• The composition of Australia’s major trading partners has changed somewhat over the past decade. Despite reducing its share of Australian goods exports from 21.6% in 1995-96 to 20.4% in 2005-06, Japan still remains Australia’s largest trading partner.
• The shares of Australia’s total exports to China, the European Union, and to a lesser extent, the United States, have increased over the past decade, while the share of exports to New Zealand, ASEAN nations and Korea have declined.
• The most substantial change in the composition of Australia’s trading partners over the past decade has been the increasing role played by China. China’s share of Australia’s total exports more than doubled over the period, from 5.0% in 1995-96 to 11.8% in 2005 06.
• Economic growth in Australia’s leading trading partners provides many opportunities for the Australian economy. The economic outlook for many of Australia’s major trading partners remains positive and has generally improved over the past year:
o The United States recorded strong economic growth of 3.5% in 2005-06, higher than the 3.3% growth recorded in the previous year. Whilst this growth has been suppressed somewhat by rising interest rates, the US Federal Reserve’s tightening bias is now widely expected to be nearing conclusion.
o The outlook for the Japanese economy remains positive, with 3.2% economic growth recorded in 2005-06, significantly higher than the 1.6% growth recorded in the previous year.
o The economies of non-Japan Asia, particularly the rapidly growing Chinese economy, continue to outperform the rest of the world in terms of growth. The Chinese economy recorded annual growth of 10.3% in 2005-06, higher than the 9.6% growth recorded in 2004-05.
o The rest of the Asian region is also enjoying a sustained period of solid economic growth. Indonesia (5.1%), Malaysia (5.5%), Hong Kong (7.2%), and Singapore (8.8%) all recorded strong economic growth rates in 2005-06.
o India is increasingly establishing itself as an important member of the global economy. India recorded annual growth of 8.4% in the first three quarters of 2005-06, significantly higher than the 7.4% growth recorded for the corresponding period in 2004-05.
One of the best trade targets, China.
Trade in merchandise between Australia and China in 2007 was valued at AUD$52.6 billion, or AUD$7 billion more than for the previous year of 2006.
Is this going to continue?
Forecast for the value of two way trade between the two countries is estimated to be worth AUD$55 billion to AUD$66 billion by 2010.
New South Wales last year lead the trade, representing 31% of the Australia’s trade valued at AUD$16.3 billion. Impressive? Remember though this is the two way trade, so let’s look closer.
• NSW exports were valued at AUD$2.2 billion and imports at AUD$14.1 billion.
• W.A. was worth AUD$14.3 billion in exports to China, and imports AUD$1.9 billion.
• Victoria was worth AUD$2.1 billion in exports to China, and imports AUD$9 billion.
• Queensland was worth AUD$2.7 billion in exports to China, and imports AUD$3.1 billion.
Overall the two way trade represents approx 43.1% in exports to, and 56.9% imports from, China.
How can I be a part in this lucrative relationship? Read on..
Go Global!
If you are looking for that opportunity to bid for work in global supply chains as well major international projects, then the Australian Governments ‘GO’ program will be of interest to you.
Ok, so you’re a multinational? No problems you’ll be encouraged to make further investments in Australia under the same program.
The Australian Government is providing $254.1 million over ten years from 2007-08 for the Global Opportunities Program.
Clearly a fresh initiative, the GO Program is designed to underpin long-term, coordinated and strategic approaches by industry capability teams to pursue global opportunities with the support of the Australian Government.
It’s estimated that Global opportunities targeted under the Program will be substantial, representing a total commercial value in excess of A$500 million over the foreseeable period.
Want more information? Contact go@innovation.gov.au.

Karl Jansson
Managing Consultant
Broadcast Technology
Beilby
Level 9, 255 George St
Sydney NSW 2000

e: karl.jansson@beilby.com.au
w: www.beilby.com.au