Knowing when to cut a product

Businesses looking to improve their profitability may need to consider cutting under-performing products and services. How a product contributes to growth strategy, brand management and production efforts can help you determine whether you should discontinue it. Underperforming products can drain the company’s resources and finances that could be used to profit elsewhere. It might be time to discontinue if a product fits the following scenarios:

  • Low profitability.
  • Stagnant or declining sales volume or market share.
  • Maintaining your market share is too costly.
  • Risk of technological elimination.
  • Poor fit with business’s strengths or declared mission.

When deciding whether to discontinue a product, there are a few ways you can examine your services and make the decision that is best for your business.

80/20 rule:
A commonly used marketing and business rule states that businesses should focus their attention on the 20% of the products that generate 80% of revenue. Using this principle, companies should compile a shortlist of the products and services that bring in the most profit and scrutinise the products that fall short of this mark. The 80/20 rule can provide a solid framework for your sales and marketing objectives, identifying areas in which you could successfully cut with minimal loss.

Trial run:
Making the right cuts can be difficult and you may not see the value of a product until it is gone. For this reason, businesses can consider doing a trial run for the product in question. Try going a week to a month (no longer) removing all promotion and marketing for a product. This can help the business to visualise what it would look like without that service and see if there are any clients who miss it.

Harvesting:
Harvesting is a strategy used to generate the most money out of a product whilst it last. By cutting the costs associated with the business or increasing the price of the product without increasing production or operation costs, the business can continue to generate revenue on a failing service. Once the product ceases to provide a positive cash-flow, it can then be discontinued.

Keeping your virtual team on track

Managing a virtual team can offer challenges that you won’t experience in-person teamwork. It can be harder to schedule meetings, show demonstrations and build connections. However, having a virtual team offers convenience, opportunity and freedom for the team members, so here are some tips to help you make it work…

Define goals and roles
At the start of the project, outline the project goals and objectives so that everyone is working towards the same thing. Delegate roles and obligations to each team member to avoid confusion and overlap. This will keep the team on track despite not physically seeing what each other is up to.

Stay engaged
In-person teams have many opportunities to check in with each other and see each other’s progress. As a virtual manager, it is important to create opportunities to stay in touch with your team, such as having regular phone calls or checkpoint meetings. This will provide your team with regular reminders of work that will help keep them on track and meeting checkpoint deadlines.

Use online tools
While you’ll most likely already be using online messaging tools, there are plenty of other apps and platforms you can also use to improve organisation and productivity. You can search for collaborative tools for things like mind mapping, video calls, sketching, calendars, to-do lists and schedules. These online tools can help your team see each other’s ideas, progress and deadlines.

Create time for casual interactions
Building connections between team members can be difficult with exclusively online work. If appropriate, you can consider creating opportunities for your team to get to know each other on a more casual basis to improve moods and collaboration. If everyone in the team lives very remotely, you can have more relaxed video calls where everyone can introduce themselves and chat as well as work. If the team lives in the same city, consider having in-person meetings and outings.

Keeping Your Friends Close & Your Family Closer (Especially When They’re Staff)

One of the greatest complaints small employers have is how difficult it is to find good employees. But there’s one place they often fail to search for new job applicants – the families and friends of their best employees.

After all, current employees who have great work attitudes probably have brothers and sisters with great work attitudes too. Before rushing headlong into hiring family or friends, consider the ups and downs.

Advantages

Family members and close friends often come into a business with a strong commitment to the company, more so than the average employee.

Because relatives may think of the company as an extension of the family, they may be more likely to be flexible and work into the evening and over weekends when needed, anticipating that they will personally benefit from the long-term success of the company.

You know family and friends well and are familiar with their capabilities and shortcomings. This may enable you to place them in just the right position. Also, your familiarity may allow you to train them more quickly than other new employees.

Disadvantages

A relative may take advantage of family status, knowing that it’s hard to fire them when you’re sitting down at the dinner table with them that night.

Other employees may see the hiring as nepotism, especially if the family member is given preferential treatment or given a position without having the appropriate experience or training.

Family problems can be brought into the workplace. It’s one thing to have a family disagreement at night and be able to leave it when going to work in the morning. But it is entirely different when you’re facing the same person at work; the strain may affect the entire business.

Managing The Mix

Hiring friends and relatives is tricky. If not handled well, it can sour the work environment. But there can also be great benefits, as long as you proceed carefully.

Your Business Is Not A Charity.

Do not hire someone’s relative just because they ‘need’ a job. If someone has trouble holding a job, you don’t want them either. Write a detailed job description. Make it clear that if the relative or friend doesn’t perform as expected, he or she will be let go. Hire on a probationary basis, establishing a two-week or month-long period to see how things work out.

The Right ‘Stuff’ 

Ask specific, detailed questions about the relative’s qualifications before you agree to interview them. People rarely see their relatives clearly. They’re likely to make comments such as “He’s a wonderful guy” or “She’s so smart.” That doesn’t tell you if they’ve had relevant work experience or training. While you want to hire people with the right attitude, leave yourself an out: “I’m not sure Chris has the right computer skills we need.”

Don’t Have Too Many Chiefs

It is advisable not to have relatives reporting to one another or working too closely together. It’s one thing to have siblings work for the same company in different areas, but if they work together on the same project, you’re likely to see old family patterns emerge. If something goes wrong, don’t be surprised if you hear: “He started it.” “No, she started it.”

The Trouble With Spouses 

Spouses or domestic partners working together can present many difficulties. There can be:

  • logistical issues: vacations or family emergencies may leave you doubly shorthanded.
  • And behavioural issues: a terrific, eager worker may change dramatically with a spouse around.

The dynamics of a couple’s relationship are stronger (and usually less comprehensible) than a boss/employee relationship. Moreover, in a small, new, or very risky company, having both breadwinners work for the same company puts a lot of stress on a family and their budget. That’s a lot of extra stress on you.

Be Cruel To Be Kind

Be the toughest on your relatives. It is essential to set ground rules so that relatives are clear they are not entitled to a ‘free ride.’ It is also important for other staff members to see this strategy in place. Before hiring a relative, make it clear to them that they will have to prove themselves and be held to the highest standards. Never supervise a relative directly.

Don’t Play Favourites

Make sure all the rules apply to all employees. Everyone has to be qualified, and they have to do their jobs well. Otherwise, they will not be hired, or they’ll get fired. Even if they’re your mother.

JobMaker Hiring Credit

Job losses have been extensive during the COVID-19 pandemic and the JobMaker Hiring Credit will give businesses incentives to take on additional employees aged between 16 and 35 years old.

Eligible employers will receive $200 a week for each new employee aged between 16 and 29. For new eligible employees aged 30 to 35, they’ll receive $100 a week. Businesses and employees will need to satisfy specific eligibility requirements.

For an employer to be eligible they must have an Australian Business Number and be up to date with their tax lodgement obligations, registered for Pay As You Go (PAYG), and be reporting through Single Touch Payroll. Employers will not be eligible if they are also claiming JobKeeper Payment.

To receive the JobMaker Hiring Credit, employers must also meet additionality criteria, requiring an increase in the:

  • business’ total employee headcount from 30 September 2020; and
  • payroll of the business for the reporting period, as compared to the three months to 30 September 2020.

The JobMaker Hiring Credit will be available to employers for each new job they create over the next 12 months for which they hire an eligible young person. The employee must work at least 20 paid hours per week on average and may be employed on a permanent, casual or fixed term basis. The employee must also have received the JobSeeker Payment, Youth Allowance or Parenting Payment for at least one of the three months preceding the time of hiring.

The JobMaker Hiring Credit will start on 7 October 2020. The Hiring Credit will be claimed quarterly in arrears by the employer from the Australian Tax Office (ATO) from 1 February 2021. Employers will need to report to the ATO quarterly that they meet the eligibility criteria.

Registrations will be open for eligible employers through ATO online services from 7 December 2020.

JobKeeper to be extended

The Australian Government has announced that JobKeeper payments will be extended for a further six months after the initial 28 September 2020 deadline. However, the extended JobKeeper program will have substantial payment reductions compared to the original JobKeeper amounts, as well as revised eligibility requirements.

The new JobKeeper flat-rate payment after September will be reduced from $1500 per fortnight to $1200 a fortnight for eligible employees who were working an average of 20 hours per week in the four weeks before 1 March 2020. The rate for employees who were working less than 20 hours per week for the same period will be reduced to $750 a fortnight. These rates are set to apply until the end of 2020.

A further reduction in JobKeeper payments will be administered from 4 January 2021. After this date, eligible employees who were working more than 20 hours per week in the four weeks before 1 March 2021 will receive a flat rate of $1000 per fortnight, while employees who were working less than 20 hours per week for the same period will receive $650 per fortnight.

The JobKeeper extension shares a similar eligibility criteria as the initial JobKeeper program, however, it will be targeting support to businesses and not-for-profit organisations that are facing continual impacts from COVID-19. Those seeking to claim the JobKeeper extension payments must reassess their eligibility by demonstrating that they have met the decline in turnover test for the new required periods. Businesses who have experienced either one of the following will meet the decline in turnover test:

  • A 30% fall in turnover for an aggregated turnover of $1 billion or less.
  • A 50% fall in turnover for an aggregated turnover of more than $1 billion.

To be eligible for JobKeeper from 28 September to 3 January 2021, the decline in turnover test must be met for the June and September quarters 2020. Businesses must reassess their eligibility again in January 2021 to be eligible for JobKeeper from 4 January to 28 March 2021. To remain eligible for the March 2021 quarter, businesses will need to demonstrate that they have met the decline in turnover test in each of the previous three quarters.

The extended JobKeeper program is set to end on 28 March 2021.

Jobkeeper Repayments – Tax Deductible?

The end of the month will see the end of the Jobkeeper payment scheme from the government. 

Eligible businesses who choose to voluntarily repay an amount from the Jobkeeper pay that they were given may be able to claim a tax deduction if they treated the payment correctly as assessable income.

A voluntary repayment of Jobkeeper may be deductible only in limited circumstances, and only if the voluntary payment is clearly appropriate to achieve or directed towards achieving the business objectives of the business. The circumstances for deduction are if the payment is made to: 

  • prevent reduction in business, or
  • publicise and promote your business in the short term.

Businesses must claim the voluntary repayment deduction in accordance with ATO guidelines and must contact the ATO prior to making a voluntary payment. 

Voluntary repayments:

  • are treated differently to other payment types made to the ATO
  • cannot be made through usual ATO payment channels
  • require a special Payment Reference Number (PRN).

JobKeeper GST turnover test released

The ATO has published a ruling on the decline in turnover test for businesses applying for the JobKeeper scheme as part of the Coronavirus Economic Response Package (Payments and Benefits) Rules 2020.

This turnover test requires businesses to calculate their ‘current GST turnover’ and ‘projected GST turnover’, subject to modifications to the definitions outlined in the Payments and Benefits Rules. The new ruling outlines the aspects of the decline in turnover in the following steps:

  • Step A: what supplies are relevant when calculating projected GST turnover and current GST turnover,
  • Step B: how you allocate supplies to relevant periods,
  • Step C: how you determine the value of each supply that has been allocated to a relevant period, and
  • Step D: The ATO compliance approach, which effectively allows you to work out Step B and Step C at the same time.

The turnover test period must be either a calendar month that ends after 30 March 2020 and before 1 October 2020, or a quarter that starts on 1 April 2020 or 1 July 2020.

During the turnover test period, businesses will satisfy the decline in turnover test if:

  • Their projected GST turnover falls short of their current GST turnover for a relevant comparison period (the comparison turnover, and
  • The shortfall expressed as a percentage of the comparison turnover equals or exceeds the specified percentage for the business

Keep in mind that the decline in turnover test applies to both entities that are registered and not registered for GST in determining if they are eligible for the JobKeeper payment.

The ruling also covers another approach to calculating business’ turnover – the cash or accruals approach – and outlines alternative methods that will allow for the allocation of supplies to a relevant period and determination of the value of those supplies.

It’s Bigger On The Outside – Faking Business Growth To Grow The Small Business

Making your business seem more significant than it actually is can go a long way in helping you secure larger clients.

Appearing larger can help customers feel more secure when dealing with you and possibly give your voice or presence more authority. Exaggerating elements of your business regarding first impressions is easier than you might think, and many of the available strategies are cost-effective.

Put Extra Effort Into Your Website:

Your website is one of the first places potential customers will visit to size you up. The impression that your website makes on them can seriously influence how your company is perceived. A website with a dated design, difficult navigation or poorly written copy can instantly give a negative impression. Poor-quality websites suggest you’re a small, amateur company that doesn’t care about online presence. This can alienate an entire group of potential clients.

Work On Your Social Media Presence:

Developing an active and current social media presence can help a business connect with its customers and assist in making it appear more prominent and experienced. Social media sites increase the amount of information that can be found on a business and are usually far more engaging and cost-effective than traditional forms of advertising.

People generally assume that businesses with a lot of online material have been there for a long time. Businesses with many followers on social media can create a sense of age and experience, enhancing the brand’s image.

Invest In Your Promotional Materials:

Professionally designed business cards with consistent stationery and letterheads will give business credibility. For example, printing the details on cheques and envelopes rather than writing on them by hand are small and cost-effective options that can assist in building professional reliability.

Continuity over different marketing platforms also promotes a sense of brand unity. Using professionally designed images on all company material will demonstrate your reach and stability in the market.

Get A Virtual Office:

For businesses that cannot afford a full-time receptionist, setting up a virtual office can have the same effect at a much cheaper cost. Having a virtual employee answer phone calls and manage customer service from an outside location means eliminating the costs of actual employment while giving the impression that the business is much bigger than it is.

Turning A Vehicle Into A Company Car:

Visiting clients is essential in specific industries, such as businesses within construction or maintenance. Pulling up in a company-branded car can build respect and show professionalism. However, check with an accountant about the tax treatment involved with company cars, if buying a company car is the right move for the business or what records may need to be kept for work-related expenses involving the car.

Assess The Location:

There are many external elements of a location that can affect your business. Look at the traffic in the area and work out how it can support or hinder you, as well as what services are in the area in which you choose to locate. Consider asking other businesses in your desired location for some advice on the best providers for services such as gas, electricity, water, phone and internet. Access for both customers and employees is also a large factor when assessing the location. Consider whether it is easy enough for clients to find and employees to travel to every day. Making your business accessible can allow you to obtain a wider pool of staff.

Remember your legal and environmental obligations when choosing a place to set up your business, and check with the local council for any planning and building restrictions if necessary. For example, consider how possible noise produced by your business would affect the local community. Before making any big decisions, consider seeking further legal or professional advice. This gives the added benefit of your brand getting noticed on the street.

Spreading The Word:

To get the attention of more prominent potential clients, it may be necessary to spread the word on some of the other big-name clients the business has had. Once a business has obtained a few large contracts, using them to help promote services and secure other clients can be highly beneficial. Business owners can mention previous jobs in meetings or display work for other clients

Is your SMSF adequately diversified?

When forming a fund’s investment strategy, diversification is a notable consideration for SMSF trustees. By spreading the investments of a fund across different asset classes and markets that offer varying risks and returns, SMSF members can better position themselves for a secure retirement.

Why diversify?
The intention of diversification is to spread the investment risk of an SMSF. The idea is that if one asset underperforms, it can be offset by the success of other assets and keep the fund on track to meet its investment objectives. Diversifying investments across uncorrelated assets, such as shares and bonds, may also make it possible for investors to lower the volatility of the portfolio.

How to diversify your fund:
Accessing certain asset classes can be challenging for SMSFs due to minimum investment requirements or other ownership restrictions. Managed funds and exchange-traded funds (ETFs) are two options that can provide easy access to diversification. Managed funds pool together money from multiple investors which professional managers then invest in a variety of assets, such as global or local shares, offshore property or high-yield investments. ETFs, on the other hand, aim to replicate the performance of a particular index or group of assets, which can give an investor exposure to an entirely different market or asset class. These two methods can give SMSFs the ability to access more diverse investments.

Consider the benefits of listed investment companies and other digital investment platforms that further allow low-cost access to different markets when looking into other ways to diversify an investment portfolio

Trustees should always document their actions and decisions made, as well as their reasons for doing so. A record kept of these details will demonstrate that they have satisfied their obligations as a fund trustee.

As having an appropriately diversified portfolio can have a significant impact on members’ retirement savings, trustees may consider seeking professional financial advice in the management of their SMSF’s investment strategies.

Is Your Limit To Claiming A GST Refund Approaching?

Small businesses entitled to refunds of GST may not be aware of the four-year
time limit on claiming those refunds. Your entitlement to a GST credit ends four years from the due date of the earliest activity statement in which you could have claimed it.

GST refunds are claimed under the indirect tax concession scheme (ITCS), which also covers luxury car tax (LCT), wine equalization tax (WET) and excise.

They are a form of “outstanding indirect tax refunds”, which are tax refunds that are entitled to the taxpayer but are yet to be claimed.

“Outstanding indirect tax refunds” can be claimed in the following cases.

Refund Of A Net Amount For A Tax Period:

This applies to those that have yet to lodge an activity statement for a tax period. Small businesses with GST entitlements that amount to $2,500 (which exceeds the net GST, WET and LCT liabilities for that period $2,000), can claim an outstanding indirect tax refund of $500.

Refund Of An Overpayment Of A Net Amount:

Due to a clerical error, a business owner reports and pays $4,600 net GST for a tax period instead of the actual amount of $4,060. The excess amount of $540 is an outstanding indirect tax refund which the business can claim.

  • ETP cap: this is indexed each year, so for 2022- 23 the cap is $230 000. This cap is reduced by any earlier ETPs paid in the same income year.
  • Whole-of-income cap: this cap is $180 000 (2021-22 tax rate), and is reduced by any other taxable payments given to the employee in the same income year.

The concessional tax rate is 17% for employees who have reached their preservation age, which is determined by when they were born (if they were born after 30/6/1964, their preservation age is 60).

For genuine redundancy payments and early retirement scheme payments, there is a tax-free limit depending on the employee’s service amount with the employer. The tax-free amount is not part of the employee’s ETP and is provided as a lump sum in their PAYG payment summary.

Any amount above this tax-free limit is part of the employee’s ETP.

  • The tax-free limit is calculated through the formula: Tax-free limit = base amount + (service amount x years of service).

The ETP payment summary that reflects the payment amount and any associated withholding must be supplied to the employee within 14 days of the employer making the payment.

Refund Due To An Underreported Initial Net Refund Entitlement:

A business claims a net GST refund of $3,000 for the tax period and receives the refund. Afterwards, however, it is realised that the actual refund entitlement was $3,200, the excess $200 represents an outstanding indirect tax refund that can be claimed.

Refund Of Indirect Tax Relating To An Importation:
For example, $200 GST is overpaid for an importation. This $200 represents an outstanding indirect tax refund that can be claimed.