The fifth wave of The Voice survey explored Australian SMEs' business confidence, technology attitudes, interest in foreign investment, and views on superannuation. Overall confidence has recovered slightly since a dip six months ago, driven mainly by improved outlook among small businesses. Larger SMEs remain more confident than micro businesses. For the coming year, most SMEs aim to improve profits and cash flow, while medium and small businesses expect to grow through hiring, investment, and new initiatives. Some micro businesses anticipate exiting industries. Perceived barriers to growth include the economy, competition, and consumer demand.
Eight years after the global financial crisis triggered a slate of new rules and regulations, a Brunswick Group survey of 2,039 respondents from four countries finds continuing deep skepticism across the globe about the benefits of big banks and the effectiveness of financial regulation.
Key findings:
Eight years post-crisis, anxiety persists
Regulation attractive but not impactful
Desire for smaller, local banks but also multiple services
Uncertain implications of Brexit
This document provides results from Edelman's 2015 Trust Barometer survey in China. Some key findings include:
- Trust levels in China are high compared to other countries surveyed, with China having the second highest level of trust. However, trust declined in China from 2014 to 2015.
- Of the institutions surveyed, NGOs have the highest level of trust in China but trust is declining. Government and business have very low levels of trust, with most Chinese distrusting government.
- Trust in media is also low, with 60% of countries surveyed distrusting media. Traditional media and online search engines are most trusted sources of news and information in China.
- When it comes to business, state
The UK country report that accompanies the global report highlights that UK business leaders have seen major improvements in the quality of big decision making over the past two years, especially among highly data-driven companies. However, data and analysis are only the third most important input into the decision making process for UK business leaders. Own experience and intuition, as well as the advice and experience of others internally, remain the main inputs into the decision making process at UK companies, and more so than in the rest of western Europe and globally.
The insurance industry is undergoing fundamental transformation as it comes up against the impact of new regulation, new technology, accelerating shifts in consumer demand and mounting competition from digitally-enabled new entrants. In the face of so many disruptive challenges, it’s important not to lose sight of the huge opportunities they’re creating for insurers. Companies from other industries will be looking to your risk insight and expertise to help them navigate an increasingly complex and uncertain business and geopolitical landscape. You’re also in the pole position to capitalise on the new generation of analytics, sensor connectivity, and machine learning technologies that are set to revolutionise our lives. To make the most of these opportunities, it’s important to look beyond the traditional boundaries of the insurance business to embrace new ways of working, new ways of interacting with customers, and whole new possibilities in what your business can deliver.
Health Services Tax Conference May 18-19, 2015, Presentations included: Mega Trends and the Impact on Healthcare, The Healthcare Industry: A View from Washington and The New Health Economy.
The document presents a case study on the criteria for selecting print media for advertising. It discusses various print media options like newspapers, magazines, and billboards. Primary research was conducted through a survey of 80 urban youth in Kolkata to understand their media consumption habits and preferences. Key findings include newspapers and magazines having high readership, with The Times of India and Outlook being most popular. Front pages and sports sections in newspapers and business magazines are most read. Billboards at traffic signals are also effective. The study provides recommendations on utilizing different print media for advertising campaigns based on the research findings.
1) The document discusses economic trends in ASEAN countries, including steady GDP growth rates and increasing GDP per capita. Many ASEAN countries have growing middle classes and expanding digital economies.
2) It outlines ASEAN's transformation to digital economies, with rising smartphone and internet penetration fueling growth in e-commerce, ride-hailing, payments, and other tech sectors. Countries like Indonesia and Vietnam are attracting significant startup investment.
3) New trends in ASEAN include expanding infrastructure, urbanization, and the growth of social media/digital platforms. This is driving demand in areas like retail, transportation, tourism, education, healthcare, and Muslim markets. The rise of startups and venture capital is seeding
Peeling Back the Layers of the Small Business MarketCompTIA
The document provides an overview of opportunities and challenges for technology solution providers in the small business market. It finds that the SMB market is not monolithic, with many differentiating factors among micro, small, and medium businesses. While small businesses may seem simple, they face many of the same challenges as large enterprises. The democratization of technology has created opportunities for SMBs, but adopting new technologies remains a challenge. SMBs rely on IT providers for core needs but some disconnects exist between what SMBs need and what providers offer. There is demand among SMBs for digital business services, representing opportunities for providers, but the market requires a nuanced understanding of customer segments.
Eight years after the global financial crisis triggered a slate of new rules and regulations, a Brunswick Group survey of 2,039 respondents from four countries finds continuing deep skepticism across the globe about the benefits of big banks and the effectiveness of financial regulation.
Key findings:
Eight years post-crisis, anxiety persists
Regulation attractive but not impactful
Desire for smaller, local banks but also multiple services
Uncertain implications of Brexit
This document provides results from Edelman's 2015 Trust Barometer survey in China. Some key findings include:
- Trust levels in China are high compared to other countries surveyed, with China having the second highest level of trust. However, trust declined in China from 2014 to 2015.
- Of the institutions surveyed, NGOs have the highest level of trust in China but trust is declining. Government and business have very low levels of trust, with most Chinese distrusting government.
- Trust in media is also low, with 60% of countries surveyed distrusting media. Traditional media and online search engines are most trusted sources of news and information in China.
- When it comes to business, state
The UK country report that accompanies the global report highlights that UK business leaders have seen major improvements in the quality of big decision making over the past two years, especially among highly data-driven companies. However, data and analysis are only the third most important input into the decision making process for UK business leaders. Own experience and intuition, as well as the advice and experience of others internally, remain the main inputs into the decision making process at UK companies, and more so than in the rest of western Europe and globally.
The insurance industry is undergoing fundamental transformation as it comes up against the impact of new regulation, new technology, accelerating shifts in consumer demand and mounting competition from digitally-enabled new entrants. In the face of so many disruptive challenges, it’s important not to lose sight of the huge opportunities they’re creating for insurers. Companies from other industries will be looking to your risk insight and expertise to help them navigate an increasingly complex and uncertain business and geopolitical landscape. You’re also in the pole position to capitalise on the new generation of analytics, sensor connectivity, and machine learning technologies that are set to revolutionise our lives. To make the most of these opportunities, it’s important to look beyond the traditional boundaries of the insurance business to embrace new ways of working, new ways of interacting with customers, and whole new possibilities in what your business can deliver.
Health Services Tax Conference May 18-19, 2015, Presentations included: Mega Trends and the Impact on Healthcare, The Healthcare Industry: A View from Washington and The New Health Economy.
The document presents a case study on the criteria for selecting print media for advertising. It discusses various print media options like newspapers, magazines, and billboards. Primary research was conducted through a survey of 80 urban youth in Kolkata to understand their media consumption habits and preferences. Key findings include newspapers and magazines having high readership, with The Times of India and Outlook being most popular. Front pages and sports sections in newspapers and business magazines are most read. Billboards at traffic signals are also effective. The study provides recommendations on utilizing different print media for advertising campaigns based on the research findings.
1) The document discusses economic trends in ASEAN countries, including steady GDP growth rates and increasing GDP per capita. Many ASEAN countries have growing middle classes and expanding digital economies.
2) It outlines ASEAN's transformation to digital economies, with rising smartphone and internet penetration fueling growth in e-commerce, ride-hailing, payments, and other tech sectors. Countries like Indonesia and Vietnam are attracting significant startup investment.
3) New trends in ASEAN include expanding infrastructure, urbanization, and the growth of social media/digital platforms. This is driving demand in areas like retail, transportation, tourism, education, healthcare, and Muslim markets. The rise of startups and venture capital is seeding
Peeling Back the Layers of the Small Business MarketCompTIA
The document provides an overview of opportunities and challenges for technology solution providers in the small business market. It finds that the SMB market is not monolithic, with many differentiating factors among micro, small, and medium businesses. While small businesses may seem simple, they face many of the same challenges as large enterprises. The democratization of technology has created opportunities for SMBs, but adopting new technologies remains a challenge. SMBs rely on IT providers for core needs but some disconnects exist between what SMBs need and what providers offer. There is demand among SMBs for digital business services, representing opportunities for providers, but the market requires a nuanced understanding of customer segments.
The Brunswick Group conducted an online survey among buy-side investors and sell-side analysts to understand how investors use digital media platforms to research and make an investment decision.
Digital media in this report is defined as social media platforms such as Facebook and LinkedIn, as well as online tools such as search engines.
Brunswick surveyed 150 investor and analysts across North America, Europe, the UK, and Asia between November and December of 2017. Tracking data from previous waves in 2016 and 2015 is included for comparison.
18th Annual Global CEO Survey - Technology industry key findingsPwC
Technology industry CEOs are optimistic about growth prospects. Most see more opportunities than threats and expect revenue growth over the next three years. However, they also face challenges from disruption, convergence, and new competitors emerging from other industries like professional services and media. To succeed in this environment, CEOs see the need to invest in digital technologies, form new partnerships including with competitors, and demand a more diverse talent pool with broader skills.
- Venture capital fundraising and investments reached record levels in 2015, with more money coming from non-traditional investors. However, public tech valuations have dropped and private valuations are correcting from unsustainable highs.
- Most venture capitalists expect valuations to decline further in 2016 and are advising portfolio companies to cut costs. Fewer IPO and acquisition exits also have VCs taking a more cautious approach to new investments.
- Limited partner investors in venture funds remain concerned about high investment pacing, valuations, and company burn rates. However, most will maintain rather than decrease their commitments to venture capital over the next three years.
ForwardThinking is a look ahead at the latest knowledge and insights available from Grant Thornton LLP. It includes a collection of our research, thought leadership and a schedule of upcoming webcasts and events.
Perceptions of Chinese businesses going globalBrunswick Group
In 2016, China has surpassed all other countries in cross-border M&A. Yet, this unprecedented level of investment is not without its challenges. Nearly one in ten attempted acquisitions by Chinese companies fail.
In Brunswick’s report, “Deals, Dreams & Doubts,” we go beyond the traditional deal volume and deal value data to understand the perceptions of those with a stake in Chinese outbound investment from Chinese business leaders to opinion elites. We surveyed 1,600 top decision makers in China and three of the top markets for Chinese outbound investment – the United States, the United Kingdom and Germany – to gain an insight into what drives the decision to invest and what impacts the decision to approve or reject investments by Chinese companies.
The document summarizes key findings from PwC's 19th Annual Global CEO Survey, which interviewed 1,409 CEOs from 83 countries. CEOs are facing a complicated global environment with many uncertainties. They are less optimistic about global economic growth prospects and their own revenue growth. Top concerns include over-regulation, geopolitical uncertainty, and exchange rate volatility. While the US and China remain top markets, CEOs see opportunities in India, Brazil and other countries. They anticipate a shift towards a multi-polar world with multiple economic models, regionalization, and differing belief systems.
2018 taiwan startup ecosystem survey summary pdfK H
The document provides a summary of findings from the 2018 Taiwan Startup Ecosystem Survey. It was conducted through an online survey and interviews between March and July 2018. Key findings include:
- 70% of entrepreneurs were starting their first business. Top challenges were funding, market conditions, and talent.
- 12% of start-ups plan to go public within the next 3 years.
- 55% target China as their main overseas market, followed by Southeast Asia and North America.
- 68% would consider a takeover by a large company.
Primary care in the New Health Economy: Time for a makeover.PwC
According to PwC's Health Research Institute's report, “Primary care in the New Health Economy: Time for a makeover”, primary care is set to make a comeback in the New Health Economy -- with a newfangled twist. Technology, consumer-friendly new entrants and care teams that rely less on a single physician are leading the way to a reimagined primary care system, poised to deliver better value to today’s demanding purchasers and close the gap on projected physician shortages.
The cost of discouragement Financial Constraints, Investment and Performances...enterpriseresearchcentre
1) The document discusses research into how financial constraints affect the performance of small firms. It analyzes different measures of financial constraints and investment, using a matched sample from the Longitudinal Small Business Survey and Fame datasets.
2) Preliminary results showed no significant effects of financial status (self-sufficient, successful seekers, financially constrained) on measures of tangible and intangible investment, or performances like growth, productivity, profits.
3) The researcher expresses discouragement at not finding significant results and asks for ideas and suggestions to improve the analysis, such as alternative proxies for investment or additional data sources.
Commercial finance broker Hilton-Baird Financial Solutions conducted its latest SME Trends Index in September 2014, questioning 238 business owners and finance directors on their challenges and expectations.
Here are the results, which include 50% of respondents labelling the level of funding support that's currently available to them as "inadequate".
This report is co-published by Opensurvey, a mobile research platform, and Startup Alliance, a startup supporting network.
The scope of work covered by this report is as follows.
✔️ Opensurvey : Project design, analysis and report drafting
✔️ Startup Alliance : Survey supervision, founder survey, final report review
The document discusses the rise of global regulatory standards for insurers. It notes that in response to the 2008 financial crisis, the G20 endorsed developing requirements for insurers designated as globally systemically important (G-SIIs). The International Association of Insurance Supervisors (IAIS) published a methodology for identifying G-SIIs and requirements intended to lower the risk they pose. These include enhanced supervision, effective resolution plans, and additional capital requirements. The document outlines the three-tier framework comprising baseline global standards (ICPs), additional standards for internationally active insurers (ComFrame), and more stringent requirements for G-SIIs. It provides details on new qualitative and quantitative requirements for G-SIIs relating to risk management, separation
Etude PwC CEO Survey banque et marchés de capitaux (2014)PwC France
http://pwc.to/1j7wgKv
D'après la 17e édition de l'étude annuelle de PwC menée auprès des dirigeants, qui intègre les contributions de 133 chefs d'entreprise du secteur bancaire dans 50 pays, 90% des dirigeants de ce secteur sont confiants quant à la croissance de leur chiffre d'affaires au cours des trois prochaines années.
Le nombre de ceux qui prévoient une amélioration de l'économie mondiale au cours des douze prochains mois a presque triplé par rapport à l'an dernier (56% actuellement contre 19% l'année dernière).
Le fait que 52% d'entre eux envisagent d'accroître leurs effectifs au cours de l'année – d'au moins 5% pour la plupart – illustre cette dynamique.
FICCI IBA Bankers' Survey (July - December 2017)Nitine
The sixth round of the FICCI-IBA survey of bankers found that bank credit growth has been slow while NPAs remain high, especially in infrastructure, metals and engineering. Most banks reported increasing digital transactions over the last year. While recapitalization of public sector banks was welcomed, some felt more capital may be needed. The survey also made recommendations to facilitate credit growth and ease of doing business related to credit.
Provider/payor Convergence: A path to continued growthGrant Thornton LLP
As bottom lines shrink, payors and providers are beginning to see convergence, or vertical integration, as the path to growth, Panelists from Johns Hopkins Institutions, Buchanan Ingersoll & Rooney PC and Grant Thornton LLP share their experience and offer insight on the challenges and benefits of this strategy. Read the full paper at http://gt-us.co/1Cv6MRA
The document summarizes key findings from Silicon Valley Bank's 2017 Startup Outlook survey of nearly 950 technology and healthcare executives. It finds that while startups remain optimistic, uncertainty from the new US administration and Brexit has weighed on outlooks. Fundraising is also getting more difficult as investors raise standards. However, the M&A market is strong and over 85% of startups expect the same or more M&A activity in 2017. Hiring projections remain stable as the talent shortage shows signs of easing.
The document is Grant Thornton Vietnam's 11th bi-annual report on private equity investment sentiment and outlook in Vietnam. It surveys private equity decision-makers working in or on Vietnam. The key highlights are:
- 48% of respondents have a positive economic outlook for Vietnam over the next 12 months, up from the previous survey.
- The retail industry is considered the most attractive sector for investment, surpassing food and beverage.
- Corporate/entrepreneur networks and sector expertise are now seen as more critical to winning deals than local presence.
- Average expected exit multiples remain at 5-10 times EBITDA.
StartUp Health Insights 2016 Midyear ReportStartUp Health
The digital health market broke historic records for midyear funding as investment reached $3.9B. Seed and Series A financing rounds are substantially equal in number, demonstrating a still thriving early-stage innovation landscape. Most funding dollars are being funneled to Series A rounds, creating opportunities for companies with validated solutions.
The document discusses the results of a survey of senior banking executives at large U.S. banks. Key findings include:
- 87% of executives expect revenue growth in the next year, with smaller banks more optimistic about growth over 11-20%.
- Banks are making progress on digital capabilities but need to fully integrate digital and focus on personalized customer experiences.
- While over half of executives view fintech startups positively, they still pose a threat to banks and are engaging in consumer lending.
- Most executives see benefits to real-time payments but over half of large banks plan to wait 1-2 years before participating.
This document provides best practices for relocating employees to China. It discusses the top challenges of relocating to China such as high costs of living, housing issues, and cultural differences. Specifically, it outlines three key aspects of Chinese culture - hierarchy, saving face, and importance of relationships. It emphasizes learning Mandarin for daily tasks and cultural norms. For housing, it recommends preview visits, considering school locations first, and understanding what is included in rental agreements. The document provides tips for success such as language training, developing relationships, respecting hierarchy, and managing gifts and favors appropriately.
This document provides an economic update from Bankwest Chief Economist Alan Langford. It includes charts and graphs on topics such as interest rates, commodity prices, housing market indicators, GDP growth, income and employment for Australia with some focus on Western Australia. The presentation was delivered on December 1, 2016 to Bentleys key clients.
The document summarizes the findings of the fourth survey conducted as part of The Voice of Australian Business research project. Some key findings include:
- Business confidence is beginning to weaken compared to previous surveys. Medium sized businesses are more confident about long term prospects than micro or small businesses.
- When asked about the 2016-2017 budget, around 40% of SMEs believed it would not include beneficial measures for their business. Tax simplification and corporate tax cuts were most desired.
- Over half of SMEs do not have a formal risk management process, with competitors and economic volatility viewed as the top business risks.
- Digital disruption is seen as more of an opportunity than a threat across all
The Brunswick Group conducted an online survey among buy-side investors and sell-side analysts to understand how investors use digital media platforms to research and make an investment decision.
Digital media in this report is defined as social media platforms such as Facebook and LinkedIn, as well as online tools such as search engines.
Brunswick surveyed 150 investor and analysts across North America, Europe, the UK, and Asia between November and December of 2017. Tracking data from previous waves in 2016 and 2015 is included for comparison.
18th Annual Global CEO Survey - Technology industry key findingsPwC
Technology industry CEOs are optimistic about growth prospects. Most see more opportunities than threats and expect revenue growth over the next three years. However, they also face challenges from disruption, convergence, and new competitors emerging from other industries like professional services and media. To succeed in this environment, CEOs see the need to invest in digital technologies, form new partnerships including with competitors, and demand a more diverse talent pool with broader skills.
- Venture capital fundraising and investments reached record levels in 2015, with more money coming from non-traditional investors. However, public tech valuations have dropped and private valuations are correcting from unsustainable highs.
- Most venture capitalists expect valuations to decline further in 2016 and are advising portfolio companies to cut costs. Fewer IPO and acquisition exits also have VCs taking a more cautious approach to new investments.
- Limited partner investors in venture funds remain concerned about high investment pacing, valuations, and company burn rates. However, most will maintain rather than decrease their commitments to venture capital over the next three years.
ForwardThinking is a look ahead at the latest knowledge and insights available from Grant Thornton LLP. It includes a collection of our research, thought leadership and a schedule of upcoming webcasts and events.
Perceptions of Chinese businesses going globalBrunswick Group
In 2016, China has surpassed all other countries in cross-border M&A. Yet, this unprecedented level of investment is not without its challenges. Nearly one in ten attempted acquisitions by Chinese companies fail.
In Brunswick’s report, “Deals, Dreams & Doubts,” we go beyond the traditional deal volume and deal value data to understand the perceptions of those with a stake in Chinese outbound investment from Chinese business leaders to opinion elites. We surveyed 1,600 top decision makers in China and three of the top markets for Chinese outbound investment – the United States, the United Kingdom and Germany – to gain an insight into what drives the decision to invest and what impacts the decision to approve or reject investments by Chinese companies.
The document summarizes key findings from PwC's 19th Annual Global CEO Survey, which interviewed 1,409 CEOs from 83 countries. CEOs are facing a complicated global environment with many uncertainties. They are less optimistic about global economic growth prospects and their own revenue growth. Top concerns include over-regulation, geopolitical uncertainty, and exchange rate volatility. While the US and China remain top markets, CEOs see opportunities in India, Brazil and other countries. They anticipate a shift towards a multi-polar world with multiple economic models, regionalization, and differing belief systems.
2018 taiwan startup ecosystem survey summary pdfK H
The document provides a summary of findings from the 2018 Taiwan Startup Ecosystem Survey. It was conducted through an online survey and interviews between March and July 2018. Key findings include:
- 70% of entrepreneurs were starting their first business. Top challenges were funding, market conditions, and talent.
- 12% of start-ups plan to go public within the next 3 years.
- 55% target China as their main overseas market, followed by Southeast Asia and North America.
- 68% would consider a takeover by a large company.
Primary care in the New Health Economy: Time for a makeover.PwC
According to PwC's Health Research Institute's report, “Primary care in the New Health Economy: Time for a makeover”, primary care is set to make a comeback in the New Health Economy -- with a newfangled twist. Technology, consumer-friendly new entrants and care teams that rely less on a single physician are leading the way to a reimagined primary care system, poised to deliver better value to today’s demanding purchasers and close the gap on projected physician shortages.
The cost of discouragement Financial Constraints, Investment and Performances...enterpriseresearchcentre
1) The document discusses research into how financial constraints affect the performance of small firms. It analyzes different measures of financial constraints and investment, using a matched sample from the Longitudinal Small Business Survey and Fame datasets.
2) Preliminary results showed no significant effects of financial status (self-sufficient, successful seekers, financially constrained) on measures of tangible and intangible investment, or performances like growth, productivity, profits.
3) The researcher expresses discouragement at not finding significant results and asks for ideas and suggestions to improve the analysis, such as alternative proxies for investment or additional data sources.
Commercial finance broker Hilton-Baird Financial Solutions conducted its latest SME Trends Index in September 2014, questioning 238 business owners and finance directors on their challenges and expectations.
Here are the results, which include 50% of respondents labelling the level of funding support that's currently available to them as "inadequate".
This report is co-published by Opensurvey, a mobile research platform, and Startup Alliance, a startup supporting network.
The scope of work covered by this report is as follows.
✔️ Opensurvey : Project design, analysis and report drafting
✔️ Startup Alliance : Survey supervision, founder survey, final report review
The document discusses the rise of global regulatory standards for insurers. It notes that in response to the 2008 financial crisis, the G20 endorsed developing requirements for insurers designated as globally systemically important (G-SIIs). The International Association of Insurance Supervisors (IAIS) published a methodology for identifying G-SIIs and requirements intended to lower the risk they pose. These include enhanced supervision, effective resolution plans, and additional capital requirements. The document outlines the three-tier framework comprising baseline global standards (ICPs), additional standards for internationally active insurers (ComFrame), and more stringent requirements for G-SIIs. It provides details on new qualitative and quantitative requirements for G-SIIs relating to risk management, separation
Etude PwC CEO Survey banque et marchés de capitaux (2014)PwC France
http://pwc.to/1j7wgKv
D'après la 17e édition de l'étude annuelle de PwC menée auprès des dirigeants, qui intègre les contributions de 133 chefs d'entreprise du secteur bancaire dans 50 pays, 90% des dirigeants de ce secteur sont confiants quant à la croissance de leur chiffre d'affaires au cours des trois prochaines années.
Le nombre de ceux qui prévoient une amélioration de l'économie mondiale au cours des douze prochains mois a presque triplé par rapport à l'an dernier (56% actuellement contre 19% l'année dernière).
Le fait que 52% d'entre eux envisagent d'accroître leurs effectifs au cours de l'année – d'au moins 5% pour la plupart – illustre cette dynamique.
FICCI IBA Bankers' Survey (July - December 2017)Nitine
The sixth round of the FICCI-IBA survey of bankers found that bank credit growth has been slow while NPAs remain high, especially in infrastructure, metals and engineering. Most banks reported increasing digital transactions over the last year. While recapitalization of public sector banks was welcomed, some felt more capital may be needed. The survey also made recommendations to facilitate credit growth and ease of doing business related to credit.
Provider/payor Convergence: A path to continued growthGrant Thornton LLP
As bottom lines shrink, payors and providers are beginning to see convergence, or vertical integration, as the path to growth, Panelists from Johns Hopkins Institutions, Buchanan Ingersoll & Rooney PC and Grant Thornton LLP share their experience and offer insight on the challenges and benefits of this strategy. Read the full paper at http://gt-us.co/1Cv6MRA
The document summarizes key findings from Silicon Valley Bank's 2017 Startup Outlook survey of nearly 950 technology and healthcare executives. It finds that while startups remain optimistic, uncertainty from the new US administration and Brexit has weighed on outlooks. Fundraising is also getting more difficult as investors raise standards. However, the M&A market is strong and over 85% of startups expect the same or more M&A activity in 2017. Hiring projections remain stable as the talent shortage shows signs of easing.
The document is Grant Thornton Vietnam's 11th bi-annual report on private equity investment sentiment and outlook in Vietnam. It surveys private equity decision-makers working in or on Vietnam. The key highlights are:
- 48% of respondents have a positive economic outlook for Vietnam over the next 12 months, up from the previous survey.
- The retail industry is considered the most attractive sector for investment, surpassing food and beverage.
- Corporate/entrepreneur networks and sector expertise are now seen as more critical to winning deals than local presence.
- Average expected exit multiples remain at 5-10 times EBITDA.
StartUp Health Insights 2016 Midyear ReportStartUp Health
The digital health market broke historic records for midyear funding as investment reached $3.9B. Seed and Series A financing rounds are substantially equal in number, demonstrating a still thriving early-stage innovation landscape. Most funding dollars are being funneled to Series A rounds, creating opportunities for companies with validated solutions.
The document discusses the results of a survey of senior banking executives at large U.S. banks. Key findings include:
- 87% of executives expect revenue growth in the next year, with smaller banks more optimistic about growth over 11-20%.
- Banks are making progress on digital capabilities but need to fully integrate digital and focus on personalized customer experiences.
- While over half of executives view fintech startups positively, they still pose a threat to banks and are engaging in consumer lending.
- Most executives see benefits to real-time payments but over half of large banks plan to wait 1-2 years before participating.
This document provides best practices for relocating employees to China. It discusses the top challenges of relocating to China such as high costs of living, housing issues, and cultural differences. Specifically, it outlines three key aspects of Chinese culture - hierarchy, saving face, and importance of relationships. It emphasizes learning Mandarin for daily tasks and cultural norms. For housing, it recommends preview visits, considering school locations first, and understanding what is included in rental agreements. The document provides tips for success such as language training, developing relationships, respecting hierarchy, and managing gifts and favors appropriately.
This document provides an economic update from Bankwest Chief Economist Alan Langford. It includes charts and graphs on topics such as interest rates, commodity prices, housing market indicators, GDP growth, income and employment for Australia with some focus on Western Australia. The presentation was delivered on December 1, 2016 to Bentleys key clients.
The document summarizes the findings of the fourth survey conducted as part of The Voice of Australian Business research project. Some key findings include:
- Business confidence is beginning to weaken compared to previous surveys. Medium sized businesses are more confident about long term prospects than micro or small businesses.
- When asked about the 2016-2017 budget, around 40% of SMEs believed it would not include beneficial measures for their business. Tax simplification and corporate tax cuts were most desired.
- Over half of SMEs do not have a formal risk management process, with competitors and economic volatility viewed as the top business risks.
- Digital disruption is seen as more of an opportunity than a threat across all
The home care reforms will allow approved home care providers to market their services through My Aged Care and attract more clients. Providers offering residential care can also become home care providers through a simplified process. However, the key impact will be increased competition for funding across the sector, requiring home care providers to reconfigure staffing models and improve treasury management. Providers need to consider how to strengthen their policies, review their business models to handle fluctuating demand, stress test financial forecasts, and plan for potential risks from upcoming funding shifts in July 2018.
The Role of Innovation and the Evolution of the R&D Tax IncentiveBentleys (WA) Pty Ltd
The document discusses innovation, the R&D tax incentive in Australia, recent legislative changes and case law related to the incentive. It provides an overview of the incentive, noting it provides accelerated tax deductions and potential refunds for companies conducting R&D. It outlines key reviews and proposed changes to incentive rates. It summarizes two relevant case law decisions regarding what activities qualify for the incentive. It also discusses current compliance focuses and best practices for documenting R&D to qualify for the incentive.
The group has adopted all new and revised accounting standards issued by the Australian Accounting Standards Board that are mandatory for the current reporting period. The adoption of these standards did not have a significant financial impact. Several new standards on financial instruments, revenue recognition and leases have been issued but are not yet mandatory and have not been early adopted by the group. The group is still assessing the impacts of these new standards.
The Voice of Australian Business is a long term research project that follows and explores the mindset, needs, expectations and concerns of the Small to Medium (SME) business environment in Australia. The survey is conducted online with business owners, ‘C’ suite or Directors (decision makers) who are remunerated for their time. The survey has been carried out twice a year since 2014 and each survey examines key areas of SME concerns yet retains lines of questioning around business confidence, growth and technology.
This is the fIfth ‘Voice’ survey and the data represents what SMEs are telling us.
Data Restart: Analýza 50 000 produktů konkurenceJan Mayer
Shrnutí ve třech bodech:
1. Analýzy prováděné "jen tak" nikam nevedou
2. Sežeňte si krtka
http://www.datanaruby.cz/krecci-krtci-data-dataweps/
3. Používejte datové zbraně
Abyste byli před konkurencí, musíte používat silnější nástroje. Nebojte se regulárních výrazů, OpenRefine a import.io.
4. Rozhlédněte se
Vaše data jsou jen pár zrnek v písečné duně.
El documento describe la evolución de las diferentes técnicas y estilos de pintura a lo largo de la historia, desde las pinturas rupestres prehistóricas hasta la pintura renacentista. Aborda técnicas como el fresco, el temple, el óleo y otras, así como estilos como el egipcio, griego, romano, paleocristiano, bizantino, medieval, gótico e internacional que condujeron al renacimiento.
The document provides an estimated budget for building a computer laboratory including costs for 70 units of hardware such as motherboards, processors, RAM, graphics cards, storage, cases, power supplies, cooling systems, monitors, mice, keyboards and other equipment with a total cost of ₱4,999,000. Funding will come from the group's funds of ₱1,000,000 along with sponsorships from Mayor Jaime Fresnedi of ₱2,000,000 and Congressman Ruffy Biazon of ₱2,000,000 for a total funding of ₱5,000,000. The project milestones include ordering computers and peripherals in May 2022,
Este documento describe las nuevas funcionalidades de la versión 5.0 del software de monitorización Pandora FMS, incluyendo mejoras en la interfaz, informes, núcleo de monitorización, árbol de servicios, metaconsola, nuevas aplicaciones móviles, plugin de VMware, gestión de eventos y capacidades adicionales. La actualización proporciona una experiencia de usuario mejorada y mayor potencia de monitorización.
Los ambientes de aprendizaje incluyen elementos físicos y sensoriales como la luz y el espacio que caracterizan el lugar donde los estudiantes aprenden. La comunidad educativa, incluyendo maestros, estudiantes, personal y directivos, comparten la responsabilidad de crear ambientes propicios para el aprendizaje. Los ambientes de aprendizaje no se limitan a la educación formal e incluyen espacios donde los individuos adquieren nuevos conocimientos a través de la reflexión y apropiación, guiados por un asesor.
Pandora FMS: Monitorización de Blackberry ExchangePandora FMS
Este plugin permite monitorizar el envio y recepción de correos de dispositivos BlackBerry utilizando el plugin de monitorización de Exchange. Para más información visite la siguiente pagina web: http://pandorafms.com/index.php?sec=Library&sec2=repository&lng=en&action=view_PUI&id_PUI=573
This document contains a list of 105 individuals with their name, gender, student ID number, date of birth, place of birth, religion, and in some cases additional details like address. The names, dates, locations, and other details provided in the document suggest it contains personal identification information for 105 individuals from Indonesia.
El documento habla sobre el condicionamiento instrumental. Explica que es un tipo de aprendizaje basado en ensayo y error, donde una conducta es más probable de repetirse si el resultado es positivo. Detalla que los primeros trabajos sobre este tema los realizó Edward Thorndike a inicios del siglo XX usando gatos en jaulas, estableciendo la ley del efecto. Más tarde, Frederic Skinner y sus experimentos con palomas también contribuyeron al desarrollo de este campo.
Challenges of Small Scale Entrepreneurs in Dodoma Tanzaniainventionjournals
Small businesses irrefutably remain critical to the development of any nation’s economy as they are an excellent, source of employment creation, help in improvement of local skill, and extend aboriginal entrepreneurs. The small scale entrepreneurs who (either registered, unregistered, service or manufacturing or any other type) and have more than three years experience of entrepreneurship comprised the populace of the study. The method of convenience sampling was employed in arriving at the 100 Small firms. The major challenge could be lack of financial (Capital) resources. In the event funding institutions become flexible in their requirements for loan applications, respondents registered their willing to increase the number of their employees; the number of branches and willingness to accept specialized recommendation. In other ways, the only best way to help Small firm’s right of entry economic resources lies in the hands of funding institutions as acceptable and suggested by the best part of undersized entrepreneurs who submitted that the key determinants for seed resources attainment are: fair and low interest rates.
The document is a report summarizing survey results from over 850 event professionals about the state of the events industry in 2016. Some key findings include:
- The average event budget in 2015 was £65,943 across various line items like venues, food, marketing, etc.
- 20% of organizers expect to increase budgets in 2016 while 6% expect decreases, with a focus on efficiency.
- Marketing saw the biggest increase, with 32% expecting a higher budget, while printing saw both increases and decreases.
- Professional event organizers had the largest budgets on average while freelancers and charities had the smallest.
The document discusses strategies for small businesses to enter the global market. It summarizes a study that surveyed small businesses about challenges in international expansion. The top challenges were lack of resources, market knowledge, and capital. Most successful small exporters used engagement with foreign companies to build reputation and revenue. The greatest risk in global expansion is competition from large multinational corporations. The study found that government support for small businesses seeking to enter international markets is lacking and should be improved. Education level of business owners affected success rates, with entrepreneurs having international business education faring better.
Our Election Year Mid-market Business Barometer has revealed that 45% of Britain’s mid-sized companies plan to delay making key decisions until after the General Election.
What makes a successful venture capitalistPil Soo Son
The document summarizes findings from a study on what makes a successful venture capitalist. It involved surveying 145 venture capitalists and interviewing 10 industry leaders. Key findings include:
1. Most venture capitalists have an MBA, with many from top schools like Harvard and Stanford. They also often have technical degrees or experience.
2. Soft skills like listening, recruiting talent, and advising were seen as more important than financial skills. Experience as a CEO was also considered valuable.
3. Firms operate as flat partnerships, with mentoring playing a key role in development. Venture capitalists spend more time on management assessment than financial analysis with portfolio companies.
What makes a successful venture capitalistPil Soo Son
This document summarizes a study on what makes a successful venture capitalist. It conducted surveys of 145 venture capitalists and interviews with 10 industry leaders. The key findings were:
1. Soft skills like listening, recruiting talent, and advising portfolio companies were considered more important than financial or technical skills.
2. There are various educational backgrounds among venture capitalists, but most had technical degrees and MBAs, and many had operating experience.
3. During due diligence, venture capitalists spent most time on management assessment rather than financial analysis. They also spent significant time coaching and advising portfolio company management.
This document discusses trends in social media and finance in 2014. It provides perspectives from banking executives on becoming more transparent and engaged through communication channels like social media. Data shows that high net worth individuals use social media for financial purposes like staying up-to-date on trends and gathering information. The document also examines how small-to-medium businesses in Australia use social media for marketing, branding, and customer acquisition. Finally, it explores how social media influences financial services selection and the potential for platforms like LinkedIn to drive purchasing decisions.
The document summarizes a survey conducted by the Economist Intelligence Unit of 150 senior executives around the world about factors influencing decisions on entering new markets and establishing regional headquarters. Proximity to large markets and the availability of skilled local labor were cited as the two most important considerations. Over 90% said access to global markets was important for growth. While cheap labor was viewed as less important, strong local skills were seen as more vital. Technological skills of the workforce and access to international talent were also highly important technological factors.
For nine years in a row, Apple has been the most innovative company on the planet.
That designation comes care of Boston Consulting Group, the elite consultancy.
Since last year’s list, Google climbed over Samsung to take the second spot, sliding the South Korean manufacturer into third.
Three companies vaulted into the top 50: The Japanese conglomerate Hitachi landed at No. 37, Marc Benioff‘s SalesForce.com landed at No. 40, and the Chinese phone maker Xiaomi made it all the way to No. 35.
The document provides background information on the unbanked population in South Africa. It finds that 28% of the black population and 27% of the colored population remain unbanked, compared to only 5% of the white population. Reasons for this include infrastructure issues in rural areas, unemployment, and high bank fees. The research aims to find ways for banks to better serve the unbanked through lower cost services. A telephone survey of adults in rural areas is proposed to understand barriers and opportunities. The summary evaluates the research objectives, methodology, and potential to provide insights to enhance banking services for underserved populations in South Africa.
Adoption of Feasibility Report as A Success Factor by Small and Medium Scale ...iosrjce
Starting a business, whether large scale, medium scale or small scale in Nigeria involves a lot of
processes. The environment that will accommodate such business is very crucial to the entrepreneurs. This
research examines the adoption of feasibility report as a success factor by small and medium scale
entrepreneurs in Kaduna. In the study, both the primary and secondary sources of data was used. A survey
design was adopted while a sample size of 36 respondents was used to represent the entire population. The
questionnaire was the instrument used in acquiring data from the respondents. In the summary of findings, a
greater number of respondents (entrepreneurs) did not conduct feasibility report while a lesser number of
respondents (entrepreneurs) did conduct feasibility report. This shows the neglect of feasibility report by the
entrepreneurs and perhaps the consequent failures of such businesses. One of the recommendations made was
that, there is need for entrepreneurs to conduct feasibility report before embarking on businesses, whether
large, medium or small scale.
China Business Report 2013-14 Highlights by AmCham ShanghaiJuha Moilanen (莫寒)
The document summarizes key findings from the 2013-2014 China Business Report by AmCham Shanghai. It finds that China's economy is increasingly oriented toward services, accounting for over half of U.S. company revenue. While growth remains strong, costs and regulatory challenges like bureaucracy continue to hinder business. Amid a more competitive environment, companies are focusing on strengthening operations, better understanding customers, and integrating China into global strategies.
This document summarizes research on vendor satisfaction in outsourcing for large public sector enterprises. It discusses how outsourcing has become more popular as a way to reduce costs and gain access to external skills and resources. While outsourcing provides benefits, public sector executives face challenges in ensuring political and employee support for initiatives. The document reviews literature on trends in public sector outsourcing globally and some successful case studies. Overall, the research aims to develop an improved vendor evaluation system to help large public organizations better manage outsourcing arrangements.
No organizations are self-reliant, nor does any organization have unlimited resources. With
the limited resources the organizations are not able to meet their unlimited wants. These wants
compete for the scarce resources of the organization. This further aggravates the need for
organizations to outsource work that can be conducted by others at lower cost and with greater
efficacy and effectiveness if not it will be a of waste valuable resources in the pursuit of
capabilities that can be readily purchased from others. Moreover, engaging in outsourcing allows
an organization access to skill, knowledge and competence found outside its boundaries. Through
outsourcing, a business can seem bigger than it actually is and provide its clients with total event
solutions. Knowing how to outsource, when to outsource, and whom to outsource to are crucial
skills for any business
Ventureburn startup survey results 2015 06 22Burn Media
- The survey analyzed 197 South African startups and found that most are located in the Western Cape (59%) and operate in the computer/software and media/marketing industries. The typical startup founder is white (66%), male (68%), and aged 25-30.
- Startups face significant challenges in access to funding (43%) and retaining technical staff (12%). Most are self-funded (56%) and have few employees. Only 17% are profitable.
- Reasons for starting a business included spotting market opportunities (17%) and a desire to innovate (15%), rather than expectations of high pay. The startup environment demands long hours for low or deferred compensation.
In this research programme, sponsored by CA Technologies, the EIU explores government actions, entrepreneurs’ interests and enterprise views through a series of interviews with subject-matter experts and a global survey among the three key stakeholder groups of start-ups, enterprises, and government.
The document discusses strategies for increasing participation of women and minority entrepreneurs in business incubators and accelerators, especially in the high-tech sector. It finds that while incubators and accelerators aim to support all entrepreneurs, women and minorities are underrepresented in participating and receiving support. The document outlines several barriers that prevent greater participation, such as a lack of role models and mentors, unconscious bias, cultural differences in networking and pitching, and a lack of childcare support. It provides recommendations for strategies incubators and accelerators can implement to become more inclusive and engage more women and minority entrepreneurs.
In a recent report, sponsored by CA Technologies, The EIU surveyed 377 executives from start-ups, enterprises and governments to examine both the state of the app economy and the optimal role that governments have in growing app-based businesses.
Similar to Bentleys the voice full report 19 sep2016 (20)
This document discusses when a TBAR report needs to be lodged for an SMSF. A TBAR report must be lodged if a fund member has a total super balance of $1m or more, or if a new pension has commenced. The deadline for lodging TBAR reports is July 1st if a pension existed in the prior year, or within 28 days of the quarter in which a new pension commenced.
Your guide to understanding the new Transfer Balance Reporting Requirements (...Bentleys (WA) Pty Ltd
Find out what SMSF trustees can expect under the new SMSF event-based reporting regime. Is your SMSF ready for TBAR reporting requirements that are coming into effect on the 1 July 2018?
Find out what these changes mean for you and how they will affect your SMSF.
With the new super rules beginning on 1 July 2017, your requirement to report information about your SMSF and the pensions it pays you and other fund members may be changing. This is driven by the introduction of the new $1.6 million transfer balance cap which limits the amount of assets you can use to pay pensions from super with.
Currently, pensions only need to be reported once a year through the SMSF annual tax and regulatory return to the Australian Taxation Office (ATO).
From 1 July 2018, if a member of your SMSF has $1 million or more in superannuation and a member of the fund is receiving a pension from superannuation assets then your SMSF will be required to report more information about its members’ pension than currently needed. This is so the ATO can accurately monitor your transfer balance cap to know if you have exceeded the $1.6 million limit. Going over the $1.6 million transfer balance cap limit can result in needing to pay additional tax.
Tax cuts for everybody eventually… The most friendly budget?
Leading his third Federal Budget, Treasurer Scott Morrison has focussed on tax cut “affordability” and delivering a “responsible” budget that will encourage consumer spending and economic growth, without damaging the reduction of the national debt and drive to surplus. The winners in the 2018 budget are taxpayers on lower income tax brackets, older Australians and small business.
In keeping with previous years, this year’s budget delivered few surprises. But the question remains – has Treasurer Scott Morrison done enough to convince the electorate that the Coalition Government should be returned to power? It is a fine balancing act for the Government as it endeavours to appease the electorate – which has not seen an increase in real wages for several years amidst rising household costs – while, at the same time, needing to maintain its position of being fiscally responsible and getting the economy back into surplus by 2019-20.
The 2018 Federal Budget document outlines several tax changes and policy measures that will impact individuals, families, businesses, and the economy. Key points include immediate tax relief for low and middle-income earners, capping refundable research and development tax offsets at $4 million annually, extending the instant asset write-off for businesses, and protecting low superannuation balances. The budget aims to boost innovation, provide tax cuts for responsibility and affordability, and strengthen efforts to combat tax avoidance and the black economy.
This document provides an agenda and overview for a financial reporting and audit update presentation on April 2018. The presentation will cover new accounting standards for June 30, 2018 financial reports, reminders about new standards such as AASB 9, AASB 15, and AASB 16, and other topics such as the ACNC legislative review and standards issued but not yet effective. The presentation will be split into two parts, with the first part covering new standards and reminders, and the second part discussing additional topics such as crypto-currencies and new audit reports.
With the election of Donald Trump ushering in a dramatic change to the US policy framework, we look at the potential impact of his policies on growth, interest rates and the markets. We look in particular at the current state of the global equity market and the risks and opportunities it presents to clients if the US economy speeds up and interest rates rise.
Find out the potential economic policy changes as a result of the new US administration and what the impact these policy and economic changes have on global markets, especially equities
This document provides an overview of investment fundamentals and strategies for managing wealth. It discusses diversifying investments across different asset classes like cash, bonds, property and shares to reduce risk. Regular investing and taking a long-term approach can help maximize returns. Managed funds provide diversification and professional management, while direct shares give more control but require more resources. The document aims to help readers make informed investment decisions to achieve their financial goals and lifestyle aspirations.
Let us help you organise your financial affairs, ensuring that your assets go to your chosen beneficiaries in the most structured and tax effective way.
Do you have children or elderly parents? What about savings or a home?
If you answered yes to any of these, here's another question for you: Do you have an estate plan in place?
Planning is the key, this workshop will run through:
• What is estate planning?
• What is a Will and why make one?
• What assets are governed by a Will?
• What assets aren’t governed by a Will?
• Testamentary trusts
• Blended families
• Power of Attorney
• Tax effective estate planning
Australia needs to remain competitive on a global market and to do this the government needs to deliver a budget that will give the right level of monetary support to the right areas, but will the Turnbull Government focus on the areas that need it most?
What will the 2017 Federal budget mean for local business, our state economy, and what are the taxation and political implications?
If the rumours are to be believed the budget that will be handed down on the 9th of May will focus on tax cuts and housing prices.
Will the Government cut taxes for all businesses or just some? Will it tinker with negative gearing or the CGT discount? Will it do more than reaffirm what has already been said in specific industries?
Join the Bentleys team for our 2017 Federal Budget Insights where our expert team will analyse and review what the changes mean to you as an individual and as a business.
Last year, the government proposed a series of wide ranging reforms to Australia’s superannuation system, representing the most significant changes to super in a decade. Although not all the proposals have been legislated, some significant ones have already.
We recognise that keeping up with the superannuation rules and regulations can be a minefield. It’s important to understand the changes and how they may affect your financial strategy. That’s where Bentleys and the Superannuation team can support you.
Insight into the changes in financial reporting requirements
Highlighting current hot topics
Providing you with practical application of these changes
Showing you how to address these issues holistically in the “real-world” context
Discuss the issues in the context of implementation issues and hurdles
Keep up to date & improve your reporting skills
Bentleys is proud to present this Critical Financial Reporting Update for all financial statement preparers, designed specifically to address the current hot issues & new developments facing our profession.
The update will provide you with practical solutions, tools and skills that will make the preparation of your financial statements easier.
- Commodity prices have fluctuated significantly over the past 30 years, with iron ore prices experiencing a large boom in the late 2000s and early 2010s.
- Unemployment rates in Western Australia have historically been lower than the national average but are currently higher at 6.4% in February 2017 compared to 5.8% nationally.
- Construction activity in Western Australia, particularly in the resources sector, experienced significant growth between the mid-2000s and early 2010s but has declined since due to lower commodity prices and completion of major projects.
This document provides the results of a survey of Australian small and medium enterprises (SMEs). Some key findings include:
- Confidence in business prospects is growing overall, with larger SMEs feeling more confident than smaller ones.
- Cash flow and growing revenue are the top concerns for SMEs.
- Larger businesses are more likely to look to external advice and guidance, while outsourcing and technology adoption is increasing overall.
- Most SMEs want to improve profits and cash flow in the coming year through actions like acquiring new customers and growing revenue.
The document provides an agenda and overview for a financial reporting update seminar. The seminar will cover upcoming changes to various Australian Accounting Standards, including AASB 9 on financial instruments, AASB 15 on revenue recognition, and AASB 16 on leases. It will also discuss regulatory changes from bodies like the ASX and ASIC. The seminar aims to bring accountants and finance professionals up to date on new standards and areas of focus.
The Big Economic Issues for 2016
Craig James delivered an insightful presentation on the state of the Australian economy for 2016 and beyond.
Craig’s presentation addressed some of the current themes
What measures are likely in the Budget, and how will they affect you?
What is the new 'normal' economic growth for Australia?
What impact the economic changes in China will have on us?
What is the outlook for the Australian share market?
What affect rising US interest rates will have on share markets?
- The document provides an economic and market outlook from Dr. Chris Caton in December 2015. It summarizes forecasts for GDP growth and inflation in countries around the world, including Australia, China, the US, and others. It also examines topics like the Australian dollar, house prices, share markets, employment, inflation, and monetary policy. The conclusion reiterates that moderate economic growth is expected in Australia, with the mining investment boom having ended and no significant pickup in non-mining investment yet.
The Voice of Australian Business 2015: Our insights into Tax, tech & life aft...Bentleys (WA) Pty Ltd
Bentleys commissioned The Voice in 2014, a long-term research project to follow and explore the mindset, needs, expectations, and concerns of our clients. Now we unveil the results of the third wave of The Voice, in which we continue to examine Australian SMEs experiences and thoughts around the taxation environment, as well as exploring responses to measures introduced in the 2015 Federal Budget. Future planning by small business is the tertiary focus of the research.
Bentleys WA welcomes you to join us for the release of Bentleys - The Voice of Australian Business Survey - Part 3.
The Voice 3: Perth, WA Launch
We are excited to share with you our findings and insights at our Perth, WA launch.
You will receive key insights on:
• SME business confidence
• The SME business environment
• Issues with access to funding
• Succession planning & superannuation
• The impact of changing business conditions and much more valuable information
The federal government provides taxation incentives for eligible research and development (R&D) activities undertaken by businesses, however the process of attaining these incentives can be difficult and complex.
We demonstrate an alternative approach to working through the R&D eligibility and claims process that gives you the confidence in this space.
This document provides an overview of self-managed superannuation funds (SMSFs) for trustees. It discusses what an SMSF is, the role and obligations of trustees, common mistakes trustees make and how to avoid them, and potential future risks and changes for SMSFs. Key points covered include types of trustees, contribution rules and caps, investment rules and restrictions, taxation of SMSFs, preservation rules for accessing superannuation, and penalties the ATO can impose for non-compliance.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
1. The Voice
Report on Bentleys’ The Voice survey – Wave 5
September 2016
PREPARED FOR:
2. 2
Background
Bentleys has a long history of providing accounting services to
small and medium enterprises (SMEs) across Australia. As well as
accounting services, Bentleys provides audit and assurance,
business advisory, financial planning, taxation consulting, and
corporate recovery services. Seeking to position the firm as a
thought leader for the SME market, Bentleys commissioned The
Voice in 2014, a long-term research project to follow and explore
the mindset, needs, expectations, and concerns of its client base.
Working with Empirica Research, the first wave of The Voice in
early 2014 surveyed 1,510 SMEs Australia-wide, providing insight
into the different perspectives of Bentleys key client industry
sectors – agribusiness, health and ageing, education, and
professional services. The survey covered business sentiment
relating to confidence and employment, uptake of technology,
and foreign investment. The second wave of The Voice, in late
2014, surveyed 328 micro, small, and medium enterprises in all
industry sectors across Australia. The survey retained lines of
questioning around confidence and employment, technology
uptake, and foreign investment, and added an extensive section
on tax, including GST. The third wave explored the taxation
environment, responses to the 2015 Federal Budget, and future
planning. The fourth wave covered expectations of the 2016
Federal Budget, risk management, digital disruption, and
international trade.
This report covers the results of the fifth wave of The Voice, in
which we look at:
• Business confidence and intentions for the coming months
• Attitudes towards and use of technology
• Interest in foreign investment
• Superannuation
2
Methodology
• Online survey with 314 Australian SMEs conducted between Monday, 29
August 2016 and Monday, 12 September 2016, recruited via the Lightspeed
GMI’s online research panel
• Online survey with 14 Australian SMEs conducted between Monday, 29
August 2016 and Monday, 12 September 2016, recruited via direct invitation
from Bentleys Australia
• To qualify, respondents had to be a decision maker in the SME
• Survey length approximately 10-12 minutes
5% (16)
1% (4)
11% (36)
26% (84)
28% (91)
25% (83)
ACT:
1% (3)
3% (11)
3. 3
The Voice – Feb-Mar 2016
• 314 businesses surveyed through a panel of businesses registered to Lightspeed GMI’s online research panel
• 14 surveys obtained through invitations to participate in the survey emailed to Bentleys clients
• Fieldwork for the survey lasted from Monday, 29 August 2016 and Monday, 12 September 2016
Number of
businesses
• Employing micro, small, and medium businesses were the main focus of the survey
• Non-employing businesses (i.e., sole traders) and those employing more than 200 people were not included in the survey
Business size
micro: 1-4 employees small: 5-19 employees medium: 20-200 employees
• Businesses surveyed in all states and territories; with the majority located in
New South Wales, Victoria, and Queensland
• 49% of businesses located in a capital city or surrounding suburbs (classified
as ‘metropolitan’); 51% located outside of state capitals (in large cities or
regional or rural areas, classified as ‘non-metropolitan’)
• Professional, scientific, and technical services (11%) and retail trade (11%)
were the most highly represented industries
Business
characteristics
51% 27% 23%
5%
(16)
1% (4)
11% (36)
26% (84)
28% (91)
25% (83)
ACT:
1% (3)
3% (11)
5. Executive Summary – The current SME environment
Larger SMEs are maintaining greater confidence than their smaller counterparts
Medium businesses continue to display greater levels of confidence in their short and longer term prospects than micro businesses, with small businesses
demonstrating increased confidence in this wave of The Voice. Of note is that both micro and small businesses appear to have undergone a slight recovery in
confidence after reaching a low point in February this year.
Growth is the goal for the coming year for small and medium businesses
As in earlier waves of The Voice, the most common goals held by surveyed businesses for the coming year were to improve profits and cash flow. Medium and
small business respondents were more likely than micro to be planning for growth, indicating an expectation to hire new staff, introduce initiatives to attract new
staff, and invest in new premises, equipment, and products and services. In comparison, a higher proportion of micro than small or medium businesses said that
they were anticipating an exit from the industry in the next twelve months.
At present, the most common barriers that SMEs of all sizes are anticipating to their growth and success are the combination of the Australian economy, lack of
consumer demand, and domestic competition, with red tape also a top three concern for small businesses.
Willingness to lean on external advice and guidance greater for larger businesses
Overall, regardless of business size or location, SMEs are relying primarily on their own financial data and accountants to inform and influence their business
decision making. Consistent with findings in previous waves, medium businesses are more strongly influenced by additional sources (market forecasts, external
consultants, financers) than are small and micro businesses, and are more inclined to seek out external sources of insight and information to assist their business.
Outsourcing is occurring most commonly for accounting and IT support
Among a selection of key business tasks (administration, bookkeeping, accounting, HR, marketing, accounting, and IT support), the majority of respondents
indicated that these activities were taken care of in house – either by the respondent themselves (in the case of micro business respondents) or by a dedicated
person or department (small and medium business respondents) – with only a small proportion of respondents reporting that the activity was outsourced. The
exceptions to this pattern were accounting and IT support: accounting was reported to be outsourced by 36% of micro, 26% of small, and 21% of medium
business respondents; IT support by 24% of micro, 49% of small, and 31% of medium business respondents.
5
6. Executive Summary – Technology
SMEs will generally apply technology once they feel it is needed, rather than proactively implement
Overall, responding SMEs most commonly identified their organisations as being attentive to the existence of relevant technologies, without its implementation
being a priority for its own sake – a specific need should arrive first:
• “We keep abreast of new technologies relevant to us, but it’s not a core focus of our growth” (40%)
• “We don’t take much interest in new technology and wouldn’t describe ourselves as innovative” (20%)
• “When we need a new technology solution, we will research and adopt” (17%)
• “We are very tech savvy and we proactively look for new and innovative technology to apply to our business practices” (13%)
• “We want to integrate new technologies into our business, but don’t have the resources to do so” (10%)
Mixed reception to the NBN
Almost a third of surveyed SMEs reported having access to the National Broadband Network (NBN), with a higher proportion reporting access in non-metro areas.
Many of those without access were not particularly worried about their lack of access – 43% said they were not at all concerned, and only 11% were very or
extremely concerned. For those with access, estimations of its benefits to their business were a little lukewarm: 26% said it had been very or extremely beneficial,
45% said it was slightly or moderately beneficial, and 14% said it was too early to say. Fourteen percent claimed no benefit at all.
6
7. Impact of domestic events vs international
Considering a range of recent and upcoming domestic and international events, it was most common for responding SMEs to claim no impact of these events on
their businesses.
In the domestic arena, respondents were most hopeful for a positive impact from interest rate cuts (particularly small and medium respondents compared to
micro) and the Federal Government re-prioritisation of the small business portfolio, were divided as to the positive or negative impacts of the falling Australian
dollar, and were more inclined to expect negative than positive impacts as a result of the May 2016 Budget, the ‘slim majority’ election, and the threat of a
downgrade to Australia’s credit rating.
There was little anticipation of positive impacts resulting from the suggested international events, but market volatility was the area of greatest concern, with 43%
of respondents saying this would have a negative impact on their business. China’s slowdown and terrorist activity were also anticipated to have negative impacts
on businesses.
Foreign investment continues to be of most interest to the larger, metropolitan businesses
Those few responding businesses who were actively looking for foreign investment for their business were mostly interested in the US and China, with the most
common goal of expanding their current business.
Expectations on Turnbull doing right by SMEs are generally low
In terms of expectations of the Turnbull Federal Government acting on issues that matter for SMEs, responding SMEs were not particularly hopeful: 45% said they
had low or very low expectations in this area, compared to only 16% with high or very high expectations.
The lack of expectation appears to have been driven by a range of factors, including lack of confidence for the Government to achieve action in any area due to
the close election result, lack of confidence in the Government to take any action of value to the respondent at all, and perceptions of the Government being
concerned only with the interests of big business (at the expense of SMEs).
Superannuation
Awareness of the detail of the proposed changes to superannuation was low – most respondents were aware that changes were being discussed, but little
knowledge of the specifics.
With respect to how they felt they might be personally impacted by some of the specific changes, few anticipated any extreme impact from the increase in tax on
concessional contributions for those with contributions over $250,000 (14% high or extreme impact, 56% no impact) or the $1.6 million superannuation transfer
balance cap (12% high or extreme impact, 55% no impact). There was slightly greater concern about the lowering of the superannuation concessional
contributions cap to $25,000 pa (16% high or extreme impact, 40% no impact), and the introduction of the $500,000 lifetime cap on non-concessional
contributions (16% high or extreme impact, 47% no impact). At the time of writing, the proposal to introduce the lifetime cap has been recently scrapped.
Executive Summary – Domestic and international
influences
7
9. Overall, more than half of SMEs are somewhat or extremely
confident in their prospects over the coming 12 months;
up from a dip in confidence seen six months ago. This
improvement is mostly driven by the improved outlook of
small businesses (micro and medium appear to be
reasonably consistent).
Confidence is beginning to recover…
21%
14%
25%
16%
18%
40%
40%
34%
44%
41%
23%
25%
25%
24%
22%
13%
18%
15%
14%
16%
3%
3%
2%
3%
3%
Wave 5 (n=328)
Wave 4 (n=349)
Wave 3 (n=370)
Wave 2 (n=328)
Wave 1 (n=635)
Confidence in business prospects over next 12 months
Extremely confident Somewhat confident Neither confident nor worried Somewhat worried Extremely worried
3.47 3.45
3.32
3.54
4.11
3.71
3.3
3.76
4.45
3.94
3.79
3.68
Wave 2 Wave 3 Wave 4 Wave 5
Micro Small Medium
Extremely confident (5)
Somewhat confident (4)
Neither confident
nor worried (3)
Somewhat worried (2)
Extremely worried (1)
Average confidence over next 12 months by time and business size
9
10. Greater expectations for larger businesses
Small and medium businesses display greater confidence in their immediate and longer term prospects than micro businesses.
…but larger SMEs retain an edge on their smaller counterparts
10
19%
23% 23% 22% 20%
37%
45%
41%
40%
41%
25%
21%
23%
21%
26%
17%
8%
8%
13%
12%
2% 3% 5% 4%
2%
Micro
(n=166)
Small (n=87) Medium
(n=75)
Metro
(n=161)
Non-metro
(n=167)
Confidence in prospects over next 12 months
Extremely worried
Somewhat worried
Neither confident nor worried
Somewhat confident
Extremely confident
17%
20% 19% 17% 19%
38%
46% 47%
46%
38%
30%
24% 24%
22%
32%
14% 6%
9%
12%
10%
1%
5%
1% 2% 2%
Micro (n=166) Small (n=87) Medium
(n=75)
Metro (n=161) Non-metro
(n=167)
Confidence in prospects over October/November 2016
Extremely worried
Somewhat worried
Neither confident nor worried
Somewhat confident
Extremely confident
11. 11
Start-ups, founders, and failures
Business history
The average age of all responding businesses was around 20
years, and was inclined to be greater for larger sized businesses.
A quarter of all businesses were happy to describe themselves as
a ‘start-up’, with the tendency to do so greatest among young
businesses. Interestingly, 13% of businesses more than 10 years
old still considered themselves ‘start-ups’.
It was more likely for the survey respondent to be the sole or
joint founder of the business if the organisation in question was a
micro business – for small businesses it was less common, and for
medium businesses only a small fraction of surveys were
answered by a business founder. The average age of founding
the business was 38 years.
Over half of respondents reported having been involved in
another business in a owner/managerial capacity in the past – of
these, only 16% indicated that a previous venture had ‘failed’.
These respondents gave a variety of reasons for the failure of
their previous enterprises (see below).
25%
63%
25%
13%
75%
37%
75%
87%
Total (n=328)
0-4 year old business (n=57)
5-10 year old business (n=99)
11+ year old business (n=172)
Would you describe your business as a ‘start-up’?
Yes No
19%
27%
16%
4%
28%
37%
22%
13%
54%
36%
62%
83%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Are you the founder of your business?
Sole founder Joint founder Neither
11
Over extended in technology. Micro, other
Queensland
Not financially viable. Medium, Brisbane
We moved out of the city area and postal rates
were too high. Micro, other Queensland
We did not anticipate market change quick
enough and demand dropped too quickly.
Micro, other NSW
Economic downturn. Medium, Hobart
Government contracts that were tendered for
not being renewed. Medium, Sydney
Lack of clients. Micro, other NSW
Lack of trade. Micro, other NSW
Lack of customers. Medium, Darwin
Competition. Small, other Queensland
Slow economy. Medium, Perth
Poor management. Micro, Canberra
Change in market prices and currencies. Micro,
other Queensland
Foreign imports. Micro, Melbourne
Fruit fly. Small, other NSW
Withdrawal of vital contracts, product not
sufficiently developed. Small, Sydney
12. 12
Plans and barriers for the next 12 months
Acquiring new customers was the most commonly held intention for the next 12 months
overall (49% of all businesses surveyed), followed by growing revenue (34%) and growing
profits (32%). Overall, the main goals for businesses for the next 12 months (and consistent
with the previous wave of research) were to improve profits (41%), and to improve cash flow
(23%).
Larger SMEs planning for growth
• 57% of medium businesses and 39% of small businesses indicated that hiring new staff
was something they anticipate doing in the next 12 months (compared to 10% of micro
businesses)
• 11% of small and medium businesses (compared to 3% of micro businesses) expect to
introduce new initiatives to attract staff
• 13% of medium businesses are planning to invest in new premises; 31% to invest in new
products or services; 25% in new plant or equipment
• 17% of medium businesses and 10% of small businesses nominated upskilling existing
staff as being the main focus for their business in 2017/18
But some micro SMEs are anticipating an exit
• 13% of micro businesses said that exiting the industry was something they thought their
business would do over the next 12 months
Barriers to growth
The Australian economy is the most commonly perceived barrier to growth and success
among SMEs, followed by domestic competition and low consumer demand. For medium
and small businesses, staffing issues are also a concern – recruitment, retention, and skills
shortages.
48%
28%
30%
10%
20%
16%
14%
10%
13%
3%
3%
3%
4%
1%
2%
17%
52%
39%
32%
39%
21%
24%
14%
16%
2%
11%
5%
3%
3%
5%
3%
9%
48%
39%
37%
57%
31%
28%
25%
15%
3%
11%
13%
8%
5%
4%
0%
8%
Acquire new customers
Grow revenue
Grow profits
Hire new staff
Introduce new products or services
Invest in new technology
Invest in new plant or equipment
Invest in marketing/advertising
Exit the industry (e.g., orderly closure or sale)
Introduce new initiatives to support your
employee value proposition (e.g., flexible
working; staff bonus scheme)
Invest in new premises
Obtain/seek specialised turnaround or
restructuring advice
Re-finance
Acquire a new business
Make formal appointment over business (e.g.,
Administrator/ Liquidator)
None of the above
Micro (n=166) Small (n=87) Medium (n=75)
Micro
1. The Australian
economy (34%)
2. Lack of consumer
demand (22%)
3. Domestic competition
(19%)
Top 3 barriers to growth and success by business size
Small
1. The Australian economy
(26%)
2. Red tape & Domestic
competition (both 20%)
Medium
1. The Australian
economy (27%)
2. Domestic competition
(20%)
3. Lack of consumer
demand (19%)
13. 13
Among our survey respondents, it was most likely that those from micro businesses were responsible for undertaking a range of business activities compared to
small and medium enterprises, where it was more likely that there was a person or department in the organisation dedicated to admin, bookkeeping and
accounting, HR, marketing/PR, or IT support. Medium businesses in particular were most likely to have dedicated personnel for key business tasks.
Over all sizes of business, outsourcing was most common for accounting and IT support.
Respondents most commonly nominated daily business management as the most challenging and most time consuming aspect for which they were responsible.
There was generally a close correspondence between the proportion of respondents nominating an activity as the most challenging and those nominating it as the
most time consuming. The exception to this was for accounting and marketing, which were called the most challenging activity by a higher proportion of
respondents than for whom it was their most time consuming activity.
Day to day demands on SMEs
72%
71%
55%
49%
50%
41%
42%
54%
44%
31%
41%
34%
26%
21%
27%
35%
19%
19%
20%
16%
13%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
The active daily management of the business
Administration
Bookkeeping
Human resources
Marketing/PR
Accounting
IT support
Do it myself
Micro (n=166) Small (n=87) Medium (n=75)
72%
71%
55%
49%
50%
41%
42%
54%
44%
31%
41%
34%
26%
21%
27%
35%
19%
19%
20%
16%
13%
0% 20% 40% 60% 80% 100%
The active daily
management of the
business
Administration
Bookkeeping
Human resources
Marketing/PR
Accounting
IT support
Do it myself
28%
28%
33%
27%
32%
26%
25%
55%
62%
57%
52%
45%
53%
28%
69%
63%
65%
68%
65%
65%
60%
0% 20% 40% 60% 80% 100%
The active daily
management of the
business
Administration
Bookkeeping
Human resources
Marketing/PR
Accounting
IT support
Someone else in the organisation is
responsible
2%
2%
13%
3%
3%
36%
24%
6%
3%
16%
7%
11%
26%
49%
5%
7%
13%
11%
8%
21%
31%
0% 20% 40% 60% 80% 100%
The active daily
management of the
business
Administration
Bookkeeping
Human resources
Marketing/PR
Accounting
IT support
Outsourced
14. 14
Impacts of domestic and international events
3%
3%
2%
2%
2%
2%
2%
2%
1%
1%
1%
1%
27%
22%
16%
10%
9%
5%
5%
7%
4%
7%
5%
6%
56%
61%
54%
62%
62%
70%
49%
64%
73%
77%
82%
81%
9%
10%
21%
22%
19%
18%
38%
25%
17%
13%
10%
9%
4%
4%
8%
4%
9%
6%
5%
3%
6%
2%
2%
2%
Recent interest rate cuts
The re-prioritisation of the small business portfolio by the Federal Government
The falling Australian dollar
The Federal Budget announced in May this year
The election of the ‘slim majority’ Turnbull Government
The threat of Australia’s AAA credit rating being downgraded
General market volatility
The slowdown of China’s economy
Terrorist activity
The upcoming US elections
Humanitarian issues (e.g., refugee crisis in Europe)
Brexit (UK exit from the European Union)
Impacts of domestic events on business
A significant positive impact A positive impact No impact A negative impact A significant negative impact
Impacts of international events on business
Interest rate cuts were the domestic events most commonly viewed by SMEs as likely to positively impact their businesses, followed by the re-prioritisation of the
small business portfolio by the Federal Government. Small and medium businesses were more enthused than micro businesses about the interest rate cuts.
Negative impacts were more commonly expected than positive from the outcome of the July election, and the downgrade threat to Australia’s AAA rating.
SMEs tended to be more blasé when it came to the anticipated impacts of international events. They held strong views on the impacts of general market volatility
(44% believing it would have a negative impact on their business), China’s economic slowdown (28% negative impact), and terrorist activity (23% negative impact) –
but more than three-quarters indicated anticipating no impact at all of the upcoming US election, Brexit, or humanitarian and refugee issues, on their business.
15. 15
The Turnbull Government 2.0
2%
1%
1%
3%
1%
2%
15%
14%
17%
15%
12%
17%
38%
37%
39%
40%
43%
33%
27%
26%
28%
27%
27%
26%
19%
22%
15%
16%
16%
22%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Expectations of the Turnbull government to address issues affecting SMEs
Very high High Neither high nor low Low Very low
The balance of expectations of the
recently elected Turnbull
Government are weighted towards
the low end when it comes to
addressing the issues that affect
SMEs – 45% of SMEs have low or
very low expectations, compared to
only 16% who have high or very high
expectations (and 38% who are
withholding judgment).
I have confidence in our Prime Minister - looking at continued investment
innovation, FTA’s with our high growth neighbours and support for small
business owners via tax offsets and incentives.
Small, other Queensland
I'm expecting Malcolm Turnbull to have made some decisions on
reducing the national debt while making sure we don't lose our AXA
credit rating.
Medium, other NSW
Not sure, but Turnbull is a business man with an optimistic outlook, so
whatever ensues will be for the better good of all Australians.
Medium, other Queensland
Would like to see stable government with positive ideas to help the
economy and without dramas that cause the general public to feel
unsure of the economy and tighten their spending. We always see a
downturn in trade leading up to an election due to the public feeling
uncertain and unwilling to commit to spending.
Micro, other NSW
I expect him to stick to his promises of what he made to the Small
Business Community. They keep Australia going and they are doing it
tough right now.
Small, Brisbane
Not a great deal with a minority government this will
be the excuse for any positive actions not followed
through, I have no faith in the government any more
AT ALL.
Micro, other SA
Nothing much as he has not got any majority in the
senate and has his hands tied by some members of
his own party.
Small, Sydney
I wish him all the best for his success because of the
non-supportive government. We are having hard
times because of what we are in - with high
government deficit, high spending with low revenue.
We have to tighten our belts. Australians do not
believe that we have to face the reality. We have
had no hard times before and we are facing one
now. We just do not know when. And that is the
sure fact.
Micro, Brisbane
I'm afraid not much. The lack of a Senate majority is
going to be a significant issue in terms of moving
forwards.
Medium, other Victoria
Little - no decisions made as majority is too slim.
Small, Brisbane
ABSOLUTELY NOTHING... Malcolm Turnbull is no more interested in helping
small business than he is in taxing the largest non tax paying companies in
Australia.
Micro, other Queensland
As usual small business will be ignored and big business will get all the tax
breaks.
Micro, other SA
I don't think I will see anything from this. I'm no big business or executive.
Micro, Brisbane
I am expecting to see very little. Budget cuts dominating everything,
government not able to take a stand, no courage to address important issues,
SME business actions will be too less too late.
Micro, other NSW
I have little faith in the Turnbull government supporting small businesses.
Medium, Brisbane
Nothing, there is never any interest in small business, only think about big
companies in finance and tech. Nothing new for us.
Micro, Melbourne
What are you expecting to see in the first 100 days of the Turnbull Government with respect to actions impacting the SME business community?
16. 16
Use of and attitudes towards technology
We are very tech
savvy and we
proactively look for
new and innovative
technology to apply
to our business
practices
13%
We keep abreast of
new technologies
relevant to us, but it’s
not a core focus of
our growth
40%
We want to integrate
new technologies
into our business, but
don’t have the
resources to do so
10%
When we need a new
technology solution,
we will research and
adopt
17%
We don’t take much
interest in new
technology and
wouldn’t describe
ourselves as
innovative
20%
How would you describe your organisation’s attitude towards technology? National Broadband Network (NBN)
Thirty-two percent of SMEs responding to the survey reported having access to
the NBN. Among those without NBN access, 26% anticipated gaining access
within the next year, while 31% thought that it would be more than a year (38%
had no idea). Overall, however, there appeared to be little concern about the
lack of access – 43% indicated they were not at all concerned, and only 11%
were very or extremely concerned by their lack of access.
Interestingly, the proportion of SMEs reporting access to the NBN was lower in
metro than non-metro areas (24% vs. 40%). Those without access in metro areas
were more commonly uncertain as to when they would get access compared to
those in non-metro areas (45% vs. 30%).
The most common way for SMEs to describe themselves when it
comes to technology is that ‘We keep abreast of new technologies
relevant to us, but it’s not a core focus of our growth’. Only 13%
describe themselves as being proactive in looking for new ways to
apply technology innovations to their business, and 20% don’t take
much interest.
Around a third of SMEs (32%) report currently using cloud services in
their business. Of these, around a quarter (26%) are planning to
introduce more cloud services in the coming 12 months – 41% are
not. Those intending to introduce new services in the next year most
commonly anticipate the cost to be 3-5% of the business’ revenue.
http://www.nbnco.com.au/learn-about-the-nbn/rollout-map.html
NBN Network rollout map
The NBN network has had a negative effect on our business. The internet
connection is slow, our EFTPOS had to be changed to a mobile service in order
to work and when we have a blackout we lose our phones. On the old copper
network our phones worked whenever there was a blackout and the phone rental
was less than what we have to pay now on the NBN. It is a big step backwards as
far as we are concerned and we are hearing the same story from other local
businesses. – Micro, other NSW
17. 17
Decisions, decisions
6%
4%
3%
3%
2%
2%
2%
25%
18%
14%
11%
12%
9%
8%
27%
34%
23%
22%
25%
21%
20%
24%
25%
19%
25%
26%
21%
21%
18%
19%
41%
39%
35%
47%
49%
The business’ financial data
Accountant(s)
Their financer(s)
Advisor(s)
Market forecasts
External consultants
Friends/ family
Influences on the business decision making process (n=328)
Completely Very much Moderately Somewhat Not at all
Overall, regardless of business size or location, the business’ own financial
data and accountants had the strongest influence on business decision
making.
Consistent with previous waves of The Voice, medium businesses were
influenced to a greater extent than small or micro businesses by financial
data, market forecasts, external consultants, and financers.
Medium businesses are also more inclined than smaller businesses to
actively look for business insights – 77% do so in some way compared to
only 61% of micro businesses. As businesses grow larger, reliance on
friends and family declines and more formal sources of advice become
more common.
39%
36%
23%
Micro (n=166)
Small (n=87)
Medium (n=75)
I don’t look for insights to help with my business
18. 18
Foreign investment
There was little interest in foreign investment among surveyed businesses – what interest there was came from larger, metropolitan businesses.
Among those looking for foreign investment in their business, their interest was characterised by the following:
• Most commonly interested in the USA or Asia
• Most commonly looking for an investment amount in the vicinity of $1-$10 million
• Equally likely to be interested in a complete acquisition or merger
• The main goal generally to expand the current business
• If seeking advice, from an external consultant or financial advisor
• Have already taken steps to prepare the business
6%
4%
3%
15%
8%
4%
5%
3%
11%
4%
8%
3%
88%
93%
85%
81%
84%
93%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Currently seeking foreign investment
Yes I'm not sure No
Specific countries where investment is
being sought:
60%
30%
25%
25%
10%
5%
Expand the existing business
Invest in technology
Pay off debt
Invest in upskilling staff
Something else
I’m not sure
Plans for for utilising foreign investment (n=20)
19. 19
Superannuation and retirement
Most surveyed respondents were aware in a general sense that changes to superannuation were being discussed, but few considered themselves well informed
about the detail of the proposed changes. Asked to consider the impacts of some of the specific changes, few anticipated any extreme impact.
5%
3%
5%
3%
11%
13%
9%
9%
15%
13%
10%
13%
11%
19%
9%
10%
47%
40%
56%
55%
11%
12%
10%
10%
Introducing a $500,000 lifetime cap for non-concessional contributions
Lowering the superannuation concessional contributions cap to $25,000 per annum
Requiring those with combined incomes and superannuation contributions greater than $250,000 to pay 30 per cent
tax on their concessional contributions, up from 15 per cent
Introducing a $1.6 million superannuation transfer balance cap on the total amount of superannuation that an
individual can transfer into retirement phase accounts
Personal impact of proposed changes to superannuation
Extreme impact on me High impact on me Moderate impact on me Some impact on me No impact on me I'm not sure
Surviving retirement
Fifty-seven percent of respondents reported having a ‘strategy’ for their
retirement – most commonly involving reliance on savings (38% of those with a
plan), income from rent or other investments (35%), and their age pension (28%).
Almost a quarter (24%) had a self-managed superannuation fund. Of these, 34%
involve a financial advisor in running it, with 67% taking some involvement
themselves (with our without the financial advisor).
20. 20
Superannuation – in the news last week (15th September 2016)
http://www.theage.com.au/federal-politics/the-pulse-live/politics-live-as-samesex-marriage-and-
super-haunt-malcolm-turnbull-20160914-grgmbm.html?sortOrder=LATEST&p=2
21. 21
Superannuation – in the news last week (15th September 2016)
https://www.theguardian.com/australia-
news/live/2016/sep/15/pauline-
hansons-speech-draws-cross-party-
criticism-politics-live?page=with:block-
57d9f07de4b067ad30087d32#liveblog-
navigation
22. 22
General population SMEs
Overall, awareness of Bentleys among surveyed SMEs in this wave of
The Voice is in the second tier of accounting firms, sitting with Moore
Stephens, and HLB Mann Judd.
Awareness of Bentleys in the financial services marketplace
16%
16%
17%
14%
15%
13%
10%
44%
19%
18%
16%
13%
11%
10%
10%
53%
13%
13%
12%
13%
9%
8%
5%
64%
RSM Bird Cameron
Grant Thornton
Pitcher Partners
PKF
Bentleys Australia
Moore Stephens
HLB Mann Judd
None of these
Which of the following accounting firms have you heard of?
Wave 3 (n=302) Wave 4 (n=302) Wave 5 (n=314)
22
24. 24
49%
20%
31%
A capital city or its
surrounding suburbs
A large city but not a state
or territory capital
A regional or remote area
Location
49%
20%
31%
A capital city or its
surrounding suburbs
A large city but not a state
or territory capital
A regional or remote area
Location
328 Australian SMEs
micro: 1-4
employees
51%
small: 5-19
employees
27%
medium: 20-200
employees
23%
24
11%
11%
7%
6%
6%
6%
5%
5%
5%
5%
5%
5%
4%
3%
2%
2%
2%
1%
1%
1%
1%
8%
Professional, scientific, and technical services
Retail trade
Construction
Agriculture, forestry, and fishing
Wholesale trade
Education and training
Other services
Administrative and support services
Health care and social assistance (but not…
Manufacturing
Accommodation and food services
Transport, postal and warehousing
Financial and insurance services
Rental, hiring and real estate services
Arts and recreation services
Information media and telecommunications
Mining
Personal services
Public administration and safety
Electricity, gas, water and waste services
Aged care
Other industries
Industry
5% (16)
1% (4)
11% (36)
26% (84)
28% (91)
25% (83)
ACT:
1% (3)
3% (11)
State
25. 25
Demographics
Sep 2016 Feb 2016 Jul 2015 Nov 2014
STATE N % N % N % N %
NSW 91 28% 111 32% 122 33% 119 36%
VIC 83 25% 91 26% 94 25% 88 27%
QLD 84 26% 76 22% 81 22% 69 21%
SA 36 11% 39 11% 29 8% 20 6%
WA 16 5% 14 4% 24 6% 18 5%
TAS 11 3% 7 2% 6 2% 11 3%
ACT 3 1% 11 3% 11 3% 2 1%
NT 4 1% 1 <1% 6 2% 1 0%
Total 328 100% 350 100% 373 100% 328 100%
Sep 2016 Feb 2016 Jul 2015 Nov 2014
INDUSTRY N % N % N % N %
Professional, scientific, and technical services 37 11% 42 12% 43 12% 48 15%
Retail trade 36 11% 32 9% 35 9% 41 13%
Education and training 19 6% 25 7% 25 7% 13 4%
Agriculture, forestry, and fishing 21 6% 23 7% 31 8% 17 5%
Construction 24 7% 20 6% 25 7% 16 5%
Administrative and support services 17 5% 20 6% 13 3% 9 3%
Rental, hiring and real estate services 9 3% 19 5% 14 4% 14 4%
Health care and social assistance (not aged care) 16 5% 17 5% 17 5% 12 4%
Accommodation and food services 15 5% 16 5% 16 4% 13 4%
Arts and recreation services 8 2% 15 4% 13 3% 12 4%
Financial and insurance services 13 4% 14 4% 18 5% 14 4%
Personal services 4 1% 14 4% 17 5% 12 4%
Manufacturing 16 5% 13 4% 24 6% 25 8%
Wholesale trade 20 6% 9 3% 21 6% 9 3%
Information media and telecommunications 5 2% 9 3% 10 3% 14 4%
Transport, postal and warehousing 15 5% 8 2% 12 3% 7 2%
Mining 5 2% 6 2% 3 1% 5 2%
Public administration and safety 2 1% 4 1% 3 1% 6 2%
Electricity, gas, water and waste services 2 1% 4 1% 1 0% 2 1%
Aged care 1 0% 1 0% 4 1% 3 1%
Other services 18 5% 14 4% 19 5% 19 6%
Another industry 25 8% 25 7% 9 2% 17 5%
Total 328 100% 350 100% 373 100% 328 100%
Sep 2016 Feb 2016 Jul 2015 Nov 2014
EMPLOYEES N % N % N % N %
1-4 166 51% 171 49% 167 45% 151 46%
5-19 87 27% 92 26% 109 29% 97 30%
20-49 39 12% 38 11% 41 11% 24 7%
50-99 22 7% 32 9% 35 9% 31 9%
100-200 14 4% 17 5% 21 6% 25 8%
Total 328 100% 350 100% 373 100% 328 100%
Sep 2016 Feb 2016 Jul 2015 Nov 2014
REGION N % N % N % N %
A capital city or surrounding suburbs 161 49% 192 55% 199 53% 188 57%
A large city but not a state capital 65 20% 65 19% 76 20% 66 20%
A regional or rural area 102 31% 93 27% 98 26% 74 23%
Total 328 100% 350 100% 373 100% 328 100%
Sep 2016 Feb 2016 Jul 2015 Nov 2014
POSITION N % N % N % N %
Owner 86 26% 160 46% 165 44% 149 45%
Partner 57 17% 69 20% 71 19% 68 21%
Director, and also shareholder 19 6% 32 9% 28 8% 27 8%
Director, but not shareholder 7 2% 12 3% 10 3% 3 1%
HR Director/ HR Manager 5 2% 6 2% 5 1% 7 2%
Senior Position (e.g., Management/
Executive role)
63 19% 50 14% 68 18% 57 17%
Other - management 42 13% 11 3% 14 4% 14 4%
Other – non-management (with at least
some influence on day-to-day business
decisions)
49 15% 10 3% 12 3% 3 1%
Total 328 100% 350 100% 373 100% 328 100%
26. 26
Business operates outside of Australia
Q1.6. Does your organisation operate outside of Australia?
12%
12%
10%
15%
18%
7%
88%
88%
90%
85%
82%
93%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Yes No
27. 27
Age of business
Q1.7. How old is your business?
17%
23%
13%
11%
14%
21%
30%
27%
37%
31%
35%
26%
52%
51%
51%
59%
52%
53%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
0-4 years 5-10 years 11+ years
28. 28
Describes their business as a start-up
25%
27%
26%
21%
30%
20%
63%
25%
13%
75%
73%
74%
79%
70%
80%
37%
75%
87%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
0-4 year old business (n=57)
5-10 year old business (n=99)
11+ year old business (n=172)
Yes No
Q1.8 Would you describe your business as a start-up?
29. 29
38
41
33
30
38
38
Total (n=150)
Micro (n=106)
Small (n=32)
Medium (n=12)
Metro (n=71)
Non-metro (n=79)
Business founders
19%
27%
16%
4%
21%
16%
28%
37%
22%
13%
24%
31%
54%
36%
62%
83%
55%
53%
0% 20% 40% 60% 80% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Is the founder of their business
Sole founder Joint founder Neither
Q1.8. Are you the founder of this organisation?
Q1.9. How old were you when you started your business? (free response)
Average age at which they founded their business
(sole founders only)
30. 30
Previous involvement in other businesses
2%2%
11%
43%
42%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
10 or more6-94-52-31 only
The number of businesses previously involved in on a
senior/decision-making level
(all respondents, n=328)
Q1.10. How many businesses have you been involved in over your lifetime in a senior/ decision-making capacity?
Q1.11. [If Q1.11=Yes] Have any of these other businesses failed?
84%
5%
8%
2%
2%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
No
Yes, after less than 1 year
Yes, after 1-5 years
Yes, after 5-10 years
Yes, after more than 10 years
If that business failed
(previously involved in more than one business, n=191)
31. 31
Factors influencing failure of previous business
Q1.12. What were the main reasons behind the failure of your other business? (involved in failed businesses)
Business industry is down so can't continue with a loss.
Small, Brisbane
Change.
Micro, other Queensland
Change in market prices and currencies.
Micro, other Queensland
Competition.
Small, other Queensland
Director of the company taking money out of business and not
replacing.
Medium, Melbourne
Disinterest of bankers.
Micro, other SA
Economic downturn.
Medium, Hobart
Economy.
Medium, other WA
Foreign imports.
Micro, Melbourne
Fruit fly.
Small, other NSW
Government contracts that were tendered for not being
renewed.
Medium, Sydney
GOVERNMENT tariff changes.
Micro, Brisbane
Increased government charges and taxes.
Micro, Melbourne
Inflation.
Micro, other Queensland
It went bankrupt and we lost all of our money.
Medium, other NSW
Lack of clients.
Micro, other NSW
Lack of customers.
Medium, Darwin
Lack of trade.
Micro, other NSW
Moved to another city.
Medium, other Victoria
No money.
Micro, Melbourne
Not financially viable.
Medium, Brisbane
Over extended in technology.
Micro, other Queensland
Poor management.
Micro, Canberra
Resource limitation.
Micro, Brisbane
Slow economy.
Medium, Perth
Underfunded.
Micro, Sydney
We did not anticipate market change quick enough and faced
demand dropped too quickly.
Micro, other NSW
We moved out of the city area and postal rates were too high.
Micro, other Queensland
Withdrawal of vital contracts, product not sufficiently
developed.
Small, Sydney
Wrong place wrong time.
Micro, other NSW
32. 32
Business confidence in the short-term
18%
17%
20%
19%
17%
19%
42%
38%
46%
47%
46%
38%
27%
30%
24%
24%
22%
32%
11%
14%
6%
9%
12%
10%
2%
1%
5%
1%
2%
2%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Confidence in immediate business prospects (October and November 2016)
Extremely confident Somewhat confident Neither confident nor worried Somewhat worried Extremely worried
Q2.0. To what extent do you feel confident or worried about your immediate business prospects (October and November 2016)?
33. 33
Business confidence in the long-term
21%
19%
23%
23%
22%
20%
40%
37%
45%
41%
40%
41%
23%
25%
21%
23%
21%
26%
13%
17%
8%
8%
13%
12%
3%
2%
3%
5%
4%
2%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Confidence in business prospects over next 12 months
Extremely confident Somewhat confident Neither confident nor worried Somewhat worried Extremely worried
Q2.2. To what extent do you feel confident or worried about your business prospects over the next twelve months?
34. 34
Confidence in business prospects in the next 12 months – over time
Q2.1 To what extent do you feel confident or worried about your business prospects over the next twelve months? (All respondents)
21%
14%
25%
16%18%
40%
40%
34%
44%41%
23%
25%
25%24%22%
13%
18%
15%14%16%
3%3%2%3%3%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Wave 5 (n=328)Wave 4 (n=349)Wave 3 (n=370)Wave 2 (n=328)Wave 1 (n=635)
Extremely confident Somewhat confident Neither confident nor worried Somewhat worried Extremely worried
35. 35
Average confidence in business prospects in the next 12 months – over time
Q2.1 To what extent do you feel confident or worried about your business prospects over the next twelve months? (All respondents)
3.63
3.43
3.65
3.543.55
1
2
3
4
5
Wave 5 (n=328)Wave 4 (n=349)Wave 3 (n=370)Wave 2 (n=328)Wave 1 (n=635)
Average level of confidence
Extremely confident (5)
Somewhat confident (4)
Neither confident
nor worried (3)
Somewhat worried (2)
Extremely worried (1)
36. 36
Average confidence in business prospects in the next 12 months – over time
Q2.1 To what extent do you feel confident or worried about your business prospects over the next twelve months? (All respondents)
3.47 3.45
3.32
3.54
4.11
3.71
3.3
3.76
4.45
3.94
3.79
3.68
1
2
3
4
5
Wave 2 Wave 3 Wave 4 Wave 5
Micro
Small
Medium
Extremely confident (5)
Somewhat confident (4)
Neither confident
nor worried (3)
Somewhat worried (2)
Extremely worried (1)
4.13
3.76
3.51 3.61
3.59 3.53
3.34
3.65
1
2
3
4
5
Wave 2 Wave 3 Wave 4 Wave 5
Metro
Non-metro
Extremely confident (5)
Somewhat confident (4)
Neither confident
nor worried (3)
Somewhat worried (2)
Extremely worried (1)
37. 37
Likely business actions over the next 12 months
49%
34%
32%
28%
23%
21%
16%
13%
8%
7%
6%
4%
4%
2%
2%
13%
0% 10% 20% 30% 40% 50% 60% 70%
Acquire new customers
Grow revenue
Grow profits
Hire new staff
Introduce new products or services
Invest in new technology
Invest in new plant or equipment
Invest in marketing/advertising
Exit the industry (e.g., orderly closure or sale)
Introduce new initiatives to support your employee value proposition (e.g., flexible
working; staff bonus scheme)
Invest in new premises
Obtain/seek specialised turnaround or restructuring advice
Re-finance
Acquire a new business
Make formal appointment over business (e.g., Administrator/ Liquidator)
None of the above
Q2.2. Do you think your business will do any of the following over the next twelve months? (multiple responses permitted; all respondents, n=328)
38. 38
Likely business actions over the next 12 months – by size
48%
28%
30%
10%
20%
16%
14%
10%
13%
3%
3%
3%
4%
1%
2%
17%
52%
39%
32%
39%
21%
24%
14%
16%
2%
11%
5%
3%
3%
5%
3%
9%
48%
39%
37%
57%
31%
28%
25%
15%
3%
11%
13%
8%
5%
4%
0%
8%
0% 10% 20% 30% 40% 50% 60% 70%
Acquire new customers
Grow revenue
Grow profits
Hire new staff
Introduce new products or services
Invest in new technology
Invest in new plant or equipment
Invest in marketing/advertising
Exit the industry (e.g., orderly closure or sale)
Introduce new initiatives to support your employee value proposition (e.g.,
flexible working; staff bonus scheme)
Invest in new premises
Obtain/seek specialised turnaround or restructuring advice
Re-finance
Acquire a new business
Make formal appointment over business (e.g., Administrator/ Liquidator)
None of the above
Micro (n=166)
Small (n=87)
Medium (n=75)
Q2.2. Do you think your business will do any of the following over the next twelve months? (multiple responses permitted)
39. 39
Likely business actions over the next 12 months – by location
48%
36%
34%
25%
25%
23%
11%
16%
7%
7%
7%
6%
4%
5%
2%
14%
50%
31%
31%
32%
21%
19%
22%
10%
9%
7%
5%
3%
4%
0%
1%
11%
0% 10% 20% 30% 40% 50% 60% 70%
Acquire new customers
Grow revenue
Grow profits
Hire new staff
Introduce new products or services
Invest in new technology
Invest in new plant or equipment
Invest in marketing/advertising
Exit the industry (e.g., orderly closure or sale)
Introduce new initiatives to support your employee value proposition
(e.g., flexible working; staff bonus scheme)
Invest in new premises
Obtain/seek specialised turnaround or restructuring advice
Re-finance
Acquire a new business
Make formal appointment over business (e.g., Administrator/ Liquidator)
None of the above
Metro (n=161)
Non-metro (n=167)
Q2.2. Do you think your business will do any of the following over the next twelve months? (multiple responses permitted)
40. 40
Main business focus in 2017/2018
41%
23%
13%
8%
6%
2%
7%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Improve profits
Improve cash flow
Improve business value
Upskilling employees
Improve technology/ IT infrastructure
Improve solvency
Another area
Q2.3. What is the main focus for your business in 2017/2018? (single response; all respondents, n=328)
41. 41
Main business focus in 2017/2018
46%
19%
14%
6%
8%
2%
5%
36%
28%
11%
10%
5%
1%
9%
0% 10% 20% 30% 40% 50%
Improve profits
Improve cash flow
Improve business value
Upskilling employees
Improve technology/ IT infrastructure
Improve solvency
Another area
Main business focus in 2017/2018 – by location
Metro (n=161) Non-metro (n=167)
41%
24%
14%
2%
5%
2%
11%
43%
29%
9%
10%
7%
0%
2%
39%
16%
13%
17%
9%
3%
3%
0% 10% 20% 30% 40% 50%
Improve profits
Improve cash flow
Improve business value
Upskilling employees
Improve technology/ IT infrastructure
Improve solvency
Another area
Main business focus in 2017/2018 – by size
Micro (n=166) Small (n=87) Medium (n=75)
Q2.3. What is the main focus for your business in 2017/2018? (single response)
42. 42
Biggest concerns around business prospects over the next 12 months
23%
17%
16%
16%
8%
7%
5%
30%
0% 5% 10% 15% 20% 25% 30% 35%
Cash flow
Growing revenue
Government regulations and compliance
Competition
Finding staff
Retaining staff
Something else
Nothing
Q2.5. In the context of your business’ prospects over the next twelve months, which of the following keep you up at night (i.e., your biggest worries)? (multiple responses permitted)
43. 43
Biggest concerns around business prospects over the next 12 months
29%
23%
15%
17%
11%
6%
6%
25%
18%
11%
17%
15%
6%
9%
5%
35%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Cash flow
Growing revenue
Government regulations and
compliance
Competition
Finding staff
Retaining staff
Something else
Nothing
Biggest concerns around business prospects over the
next 12 months – by location
Metro (n=161) Non-metro (n=167)
23%
14%
14%
15%
4%
2%
8%
36%
21%
20%
16%
21%
11%
13%
2%
23%
27%
20%
20%
13%
13%
12%
3%
27%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Cash flow
Growing revenue
Government regulations and
compliance
Competition
Finding staff
Retaining staff
Something else
Nothing
Biggest concerns around business prospects over the
next 12 months – by size
Micro (n=166) Small (n=87) Medium (n=75)
Q2.5. In the context of your business’ prospects over the next twelve months, which of the following keep you up at night (i.e., your biggest worries)? (multiple responses permitted)
44. 44
Attitudes to the impact of Australian political and economic events on business - overall
3%
3%
2%
2%
2%
2%
27%
22%
16%
10%
9%
5%
56%
61%
54%
62%
62%
70%
9%
10%
21%
22%
19%
18%
4%
4%
8%
4%
9%
6%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Recent interest rate cuts
The re-prioritisation of the small business portfolio by the Federal Government
The falling Australian dollar
The Federal Budget announced in May this year
The election of the ‘slim majority’ Turnbull Government
The threat of Australia’s AAA credit rating being downgraded
Attitudes to the impact of Australian political and economic events on business - overall
A significant positive impact A positive impact No impact A negative impact A significant negative impact
Q3.1a. How much of an impact do you think each of the following Australian political or economic events is going to have on your business (operations or confidence) in the near future?
45. 45
Attitudes to the impact of Australian political and economic events on business –
recent interest rate cuts
3%
4%
1%
5%
3%
4%
27%
19%
38%
35%
31%
24%
56%
61%
52%
52%
58%
55%
9%
11%
8%
5%
6%
12%
4%
6%
1%
3%
2%
5%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Recent interest rate cuts
A significant positive impact A positive impact No impact A negative impact A significant negative impact
Q3.1a. How much of an impact do you think each of the following Australian political or economic events is going to have on your business (operations or confidence) in the near future?
46. 46
Attitudes to the impact of Australian political and economic events on business –
the re-prioritisation of the small business portfolio by the Federal Government
3%
2%
2%
5%
3%
2%
22%
21%
26%
19%
22%
22%
61%
61%
60%
64%
60%
62%
10%
11%
10%
7%
12%
8%
4%
5%
1%
5%
2%
6%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
The re-prioritisation of the small business portfolio by the Federal Government
A significant positive impact A positive impact No impact A negative impact A significant negative impact
Q3.1a. How much of an impact do you think each of the following Australian political or economic events is going to have on your business (operations or confidence) in the near future?
47. 47
Attitudes to the impact of Australian political and economic events on business –
the falling Australian dollar
2%
2%
0%
3%
1%
2%
16%
13%
22%
13%
13%
18%
54%
55%
56%
48%
58%
50%
21%
19%
17%
29%
21%
21%
8%
10%
5%
7%
7%
9%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
The falling Australian dollar
A significant positive impact A positive impact No impact A negative impact A significant negative impact
Q3.1a. How much of an impact do you think each of the following Australian political or economic events is going to have on your business (operations or confidence) in the near future?
48. 48
Attitudes to the impact of Australian political and economic events on business –
the Federal Budget announced in May this year
2%
2%
0%
3%
2%
2%
10%
6%
15%
15%
12%
8%
62%
64%
61%
57%
63%
60%
22%
23%
22%
20%
20%
24%
4%
5%
2%
5%
3%
5%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
The Federal Budget announced in May this year
A significant positive impact A positive impact No impact A negative impact A significant negative impact
Q3.1a. How much of an impact do you think each of the following Australian political or economic events is going to have on your business (operations or confidence) in the near future?
49. 49
Attitudes to the impact of Australian political and economic events on business –
the election of the ‘slim majority’ Turnbull Government
2%
0%
2%
4%
1%
2%
9%
7%
10%
13%
9%
10%
62%
63%
61%
59%
63%
60%
19%
16%
25%
17%
21%
17%
9%
13%
1%
7%
6%
11%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
The election of the ‘slim majority’ Turnbull Government
A significant positive impact A positive impact No impact A negative impact A significant negative impact
Q3.1a. How much of an impact do you think each of the following Australian political or economic events is going to have on your business (operations or confidence) in the near future?
50. 50
Attitudes to the impact of Australian political and economic events on business –
the threat of Australia’s AAA credit rating being downgraded
2%
0%
2%
4%
1%
2%
5%
4%
6%
7%
7%
3%
70%
73%
71%
61%
70%
71%
18%
14%
18%
24%
18%
17%
6%
8%
2%
4%
5%
7%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
The threat of Australia’s AAA credit rating being downgraded
A significant positive impact A positive impact No impact A negative impact A significant negative impact
Q3.1a. How much of an impact do you think each of the following Australian political or economic events is going to have on your business (operations or confidence) in the near future?
51. 51
Attitudes to the impact of international political and economic events on business - overall
2%
2%
1%
1%
1%
1%
5%
7%
4%
7%
5%
6%
49%
64%
73%
77%
82%
81%
38%
25%
17%
13%
10%
9%
5%
3%
6%
2%
2%
2%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
General market volatility
The slowdown of China’s economy
Terrorist activity
The upcoming US elections
Humanitarian issues (e.g., refugee crisis in Europe)
Brexit (UK exit from the European Union)
Attitudes to the impact of international political and economic events on business - overall
A significant positive impact A positive impact No impact A negative impact A significant negative impact
Q3.1b. How much of an impact do you think each of the following international political or economic events is going to have on your business (operations or confidence) in the near future?
52. 52
Attitudes to the impact of international political and economic events on business –
general market volatility
2%
2%
0%
4%
3%
1%
5%
3%
6%
11%
3%
8%
49%
52%
48%
44%
46%
52%
38%
40%
39%
35%
43%
34%
5%
4%
7%
7%
5%
5%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
General market volatility
A significant positive impact A positive impact No impact A negative impact A significant negative impact
Q3.1b. How much of an impact do you think each of the following international political or economic events is going to have on your business (operations or confidence) in the near future?
53. 53
Attitudes to the impact of international political and economic events on business –
the slowdown of China’s economy
2%
1%
1%
3%
2%
1%
7%
6%
8%
8%
9%
5%
64%
66%
59%
65%
63%
65%
25%
23%
31%
23%
25%
25%
3%
4%
1%
1%
1%
4%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
The slowdown of China’s economy
A significant positive impact A positive impact No impact A negative impact A significant negative impact
Q3.1b. How much of an impact do you think each of the following international political or economic events is going to have on your business (operations or confidence) in the near future?
54. 54
Attitudes to the impact of international political and economic events on business –
terrorist activity
1%
1%
0%
3%
1%
1%
4%
3%
3%
5%
4%
4%
73%
73%
74%
69%
74%
71%
17%
17%
17%
16%
16%
17%
6%
5%
6%
7%
5%
7%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Terrorist activity
A significant positive impact A positive impact No impact A negative impact A significant negative impact
Q3.1b. How much of an impact do you think each of the following international political or economic events is going to have on your business (operations or confidence) in the near future?
55. 55
Attitudes to the impact of international political and economic events on business –
the upcoming US elections
1%
1%
0%
3%
1%
1%
7%
7%
5%
9%
9%
5%
77%
77%
78%
75%
77%
77%
13%
13%
15%
12%
12%
14%
2%
2%
2%
1%
1%
3%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
The upcoming US elections
A significant positive impact A positive impact No impact A negative impact A significant negative impact
Q3.1b. How much of an impact do you think each of the following international political or economic events is going to have on your business (operations or confidence) in the near future?
56. 56
Attitudes to the impact of international political and economic events on business –
humanitarian issues (e.g., refugee crisis in Europe)
1%
0%
0%
3%
1%
1%
5%
4%
5%
8%
6%
4%
82%
87%
85%
69%
82%
83%
10%
7%
8%
17%
10%
10%
2%
2%
2%
3%
1%
3%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Humanitarian issues (e.g., refugee crisis in Europe)
A significant positive impact A positive impact No impact A negative impact A significant negative impact
Q3.1b. How much of an impact do you think each of the following international political or economic events is going to have on your business (operations or confidence) in the near future?
57. 57
Attitudes to the impact of international political and economic events on business –
Brexit (UK exit from the European Union)
1%
2%
0%
1%
2%
1%
6%
4%
5%
12%
6%
7%
81%
85%
80%
73%
81%
81%
9%
7%
13%
11%
11%
7%
2%
2%
2%
3%
1%
4%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Brexit (UK exit from the European Union)
A significant positive impact A positive impact No impact A negative impact A significant negative impact
Q3.1b. How much of an impact do you think each of the following international political or economic events is going to have on your business (operations or confidence) in the near future?
58. 58
Expectations of the Turnbull government to address issues affecting SMEs
2%
1%
1%
3%
1%
2%
15%
14%
17%
15%
12%
17%
38%
37%
39%
40%
43%
33%
27%
26%
28%
27%
27%
26%
19%
22%
15%
16%
16%
22%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Expectations of the Turnbull government to address issues affecting SMEs
Very high expectations High expectations Neither high nor low expectations Low expectations Very low expectations
Q3.2. What are your expectations of the Turnbull Government in terms of successfully addressing the issues and concerns affecting the SME business community?
59. 59
Expectations of the new Turnbull government’s first 100 days – some ideas
Q3.3 Prime Minister Malcolm Turnbull was sworn in for his second term on the 19th of July this year. The 100th day of this term will fall on the 26th of October. What are you expecting to see in the first 100
days of the Turnbull Government with respect to actions impacting the SME business community?
A easier business process and lower tax.
Micro, other NSW
A growth and confidence in the market.
Micro, other NSW
A positive swing in favour of the SME with more aid being
given to the small businesses.
Medium, Melbourne
A ruling on penalty rates. Very few budget measures passed.
Medium, Hobart
Better interest rates.
Micro, other Victoria
Better investment into smaller businesses, incentives for staff
hiring.
Small, Melbourne
Business & job growth.
Micro, Sydney
Continued assistance for small business and encouragement of
the business sector.
Medium, other Tasmania
Cut tax rates.
Micro, other NSW
Decrease interest rates for small to medium sized businesses.
Micro, other Victoria
Engineering good ideas to help business thrive.
Small, Brisbane
Growth funding to support innovation and reduce crowding
out the market due to higher government spending not
delivered by the market.
Medium, Melbourne
Growth stimulus.
Micro, other Tasmania
I have confidence in our Prime Minister - looking at continued
investment innovation, FTA’s with our high growth neighbours
and support for small business owners via tax offsets and
incentives.
Small, other Queensland
I'm expecting Malcolm Turnbull to have made some decisions
on reducing the national debt while making sure we don't lose
our AXA credit rating.
Medium, other NSW
Improve business environment and national security.
Micro, Brisbane
Improved economy... more jobs.
Medium, other Victoria
Improved tax position for small business.
Micro, other NSW
Improvement in the economy.
Micro, other SA
Improvement in the whole of the country.
Small, Adelaide
Increased Consumer confidence. Recession proof economy.
Small, Adelaide
It is alright and will grow in employees.
Medium, other NSW
Job growth.
Medium, Adelaide
Less red tape for small businesses, more tax breaks.
Micro, other Queensland
Less red tape to enable SME's to get on with the job! Too
many regulations and tax compliances. A falling-out between
the treasurer and the prime minister for sure. The removal of
Barnaby Joyce - the worst senator ever with uncaring policies
and blind eyes to the dreadful practices in live trade exports.
Small, Hobart
Make big business pay outstanding tax debts to repair our
economy. This would allow him to give small business a break.
Micro, other NSW
More competitive tax system and incentives to grow
workforce.
Small, Adelaide
More help I hope.
Micro, other NSW
More job opportunities, good money market value.
Medium, other WA
More opportunity for business to grow.
Small, Adelaide
Not sure, but Turnbull is a business man with an optimistic
outlook, so whatever ensues will be for the better good of all
Australians.
Medium, other Queensland
60. 60
Expectations of the new Turnbull government’s first 100 days – some ideas
Q3.3 Prime Minister Malcolm Turnbull was sworn in for his second term on the 19th of July this year. The 100th day of this term will fall on the 26th of October. What are you expecting to see in the first 100
days of the Turnbull Government with respect to actions impacting the SME business community?
Oh that's my birthday lol! I expect to see more tax relief for
small businesses.
Medium, Melbourne
Reduce company taxes.
Small, Melbourne
Reduced corporate tax.
Medium, other SA
Reduced government costs, closer to balanced budget.
Micro, Brisbane
Some improvement in developing strategies for cutting down
on welfare payments.
Micro, other Queensland
Some innovative ideas & decisions.
Small, other NSW
Start to work for the better Australian economy and stop
mucking around pull your party into line and get on with the
job.
Micro, other NT
Tax concessions.
Medium, other Queensland
Tax cut legislated.
Medium, Adelaide
Tax cuts.
Micro, other Queensland
Tax cuts!
Micro, Melbourne
The economy improving, unemployment falling as more jobs
are created.
Small, Melbourne
To give everybody confidence to spend their cash.
Small, other Queensland
To keep the promises he made.
Micro, Brisbane
To support links between businesses and researchers to
increase productivity and develop new products.
Micro, Canberra
Would like to see stable government with positive ideas to
help the economy and without dramas that cause the general
public to feel unsure of the economy and tighten their
spending. We always see a downturn in trade leading up to an
election due to the public feeling uncertain and unwilling to
commit to spending.
Micro, other NSW
61. 61
Expectations of the new Turnbull government’s first 100 days – not a lot
Q3.3 Prime Minister Malcolm Turnbull was sworn in for his second term on the 19th of July this year. The 100th day of this term will fall on the 26th of October. What are you expecting to see in the first 100
days of the Turnbull Government with respect to actions impacting the SME business community?
A lot of talk little action.
Micro, other Queensland
Absolutely nothing of value. Government policy has been
delegated to children with no practical business experience
whose only focus is on securing a place in federal parliament.
There is no capacity to think beyond the present and no
capacity to consider the likely second and third order effects of
policy decisions. this government and the one preceding it
(and for that matter the current opposition) are totally without
a coherent and inclusive vision for the future of Australia.
PATHETIC.
Micro, Melbourne
Absolutely nothing. He has failed to implement anything of
significance to date.
Micro, Melbourne
ABSOLUTELY NOTHING... Malcolm Turnbull is no more
interested in helping small business than he is in taxing the
largest non tax paying companies in Australia. Malcolm
Turnball could be in office for 10000 days and he'd still do
NOTHING for those that most need assistance.
Micro, other Queensland
All talk no action and increasing red tape and taxes, costs.
Small, other Queensland
As usual small business will be ignored and big business will
get all the tax breaks.
Micro, other SA
Continuing lack of policy and lack of leadership.
Micro, other SA
Dodging of issues. Bluster.... Mostly inaction.
Micro, other SA
Expecting nothing except broken promises and a harder time
for the average Australian.
Micro, Melbourne
Focus on the tax levels. Seems to also be focussing milk prices
which seems a negative thing to do.
Micro, Melbourne
I am expecting to see very little. Budget cuts dominating
everything, government not able to take a stand, no courage
to address important issues, SME business actions will be too
less too late.
Micro, other NSW
I do not expect change or improvement.
Micro, Adelaide
I don't expect anything.
Micro, other NSW
I don't know and not expecting anything. However, SME is the
backbone for the Australian economy, the government should
encourage the SME to sustain in the trade during the economic
downturn by giving some tax cut or relevant incentives.
Micro, Melbourne
I don't think i will see anything from this. I'm no big business or
executive.
Micro, Brisbane
I expect him to stick to his promises of what he made to the
Small Business Community. They keep Australia going and
they are doing it tough right now.
Small, Brisbane
I expect to see absolutely no action on anything except same
sex marriage.
Micro, other Queensland
I expect very little as the Turnbull government is completely
out of touch with very small businesses like mine. It is also
completely out of touch from the real health industry, but
supports the illness industry (big pharma, etc.).
Micro, other Victoria
I have little faith in the Turnbull government supporting small
businesses.
Medium, Brisbane
Little or no assistance just extra heartache that the politicians
will place upon us.
Small, other SA
Lower business incentives with no growth in the local sector
compounded by higher unemployment and general
uncertainty regarding spending.
Medium, Adelaide
Mainly negative impact and very little focus on SME business
needs.
Micro, other NSW
Mostly excuses.
Micro, other NSW
None, really. It will be business as usual.
Micro, other NSW
Not a great deal - will be lots of problems with such slim
majority.
Medium, other Tasmania
Not a great deal frankly.
Micro, other Queensland
Not a great deal to short a timeframe.
Micro, Melbourne
62. 62
Expectations of the new Turnbull government’s first 100 days – not a lot
Q3.3 Prime Minister Malcolm Turnbull was sworn in for his second term on the 19th of July this year. The 100th day of this term will fall on the 26th of October. What are you expecting to see in the first 100
days of the Turnbull Government with respect to actions impacting the SME business community?
Not a great deal with a minority government this will be the
excuse for any positive actions not followed through, I have no
faith in the government any more AT ALL.
Micro, other SA
Not a lot to be honest. he is probably just going to go along
slowly and not make any rash decisions just yet.
Small, Melbourne
Not much, his focus is generally on big business i.e. where he
can line his own pockets with money.
Micro, Melbourne
Not one thing - as usual the government do nothing but line
their own pockets and absolutely nothing else!!!!
Medium, Adelaide
Not very much as his venture so far seem to be old budget
ides that have not worked before !
Micro, Melbourne
Nothing - I had very high expectations for him as PM when he
was elected but he has just been screwing everything up since
he's been in and is looking worse and worse.
Small, other SA
Nothing as he is a talker but nothing gets done.
Medium, Adelaide
Nothing but whinging and bitching.
Small, Brisbane
Nothing much as he has not got any majority in the senate and
has his hands tied by some members of his own party.
Small, Sydney
Nothing much. Holding the status quo and really looking at
the states and the negative impact they are having on the
party, e.g. NSW Greyhound industry and the impact on many
SMEs.
Micro, Sydney
Nothing substantial, expecting another 3 years of the same
rubbish as the last 6 years.
Medium, Adelaide
Nothing, there is never any interest in small business, only think
about big companies in finance and tech. Nothing new for us.
Micro, Melbourne
Total confusion, [they live in a different world, and have no
idea about living a business life, except about making money
and unfortunately not for Australia.]
Micro, Perth
Unfortunately not much, we are the forgotten industry.
Micro, other NSW
Very little as he is a very indecisive and untrustworthy person.
He only thinks about the big end of town.
Micro, other Queensland
Very little as nothing happened in the last 100 days.
Micro, Brisbane
Very little change.
Medium, Melbourne
Very little. It will take more time than 100 days to impact on
the SME business community.
Micro, other Queensland
63. 63
Expectations of the new Turnbull government’s first 100 days – Other comments
Q3.3 Prime Minister Malcolm Turnbull was sworn in for his second term on the 19th of July this year. The 100th day of this term will fall on the 26th of October. What are you expecting to see in the first 100
days of the Turnbull Government with respect to actions impacting the SME business community?
Chaos.
Micro, Brisbane
Confusion.
Small, other WA
Constant bickering between the parties over non-significant
issues, and not much real action on anything.
Micro, other Queensland
Ditching the obsession with same sex marriage and getting on
with reducing burdens on small business.
Small, other Queensland
I expect the Coalition to get on with the job, and hope the ALP
will grow up and respond to the party who has the guts to
bring about a return to our financial prosperity.
Small, other NSW
I wish him all the best for his success because of the non-
supportive government. We are having hard times because of
what we are in - with high government deficit, high spending
with low revenue. We have to tighten our belts. Australians do
not believe tat we have to face the reality. We have had no
hard times before and we are facing one now. We just do not
know when. And that is the sure fact.
Micro, Brisbane
I'm afraid not much. The lack of a Senate majority is going to
be a significant issue in terms of moving forwards.
Medium, other Victoria
Little - no decisions made as majority is too slim.
Small, Brisbane
Our biggest concern is uber and the impact of rideshare on the
taxi industry. We can't believe that a company such as uber,
who are outlawed in many countries, can come into Australia,
not pay taxes, not comply with Australian laws then have the
audacity to continue on with their operations to the detriment
of the taxi industry. The taxi industry are paying their fair share
but uber aren't. They are forcing the state and federal
governments to lower the standards of the taxi industry so the
rideshare industry can get a foot in the door. It is the taxi
industry that has serviced the Australian communities for over
100 years and this interloper called uber are now reaping the
rewards that quite rightly belong to the taxi industry.
Micro, other Queensland
The leader of the country needs to have courage and to have
some people not like them for the good governing of this
country... turning over leaders and not letting them complete
term is a great distraction for polls and ratings only… these
people need to be in term for the whole 9 yards to make any
small improvement to this country. BTW it is in such disarray it
need stability which we have not had the past ten (10) years
and I feel we are a laughing stock and not taken seriously on
the world stage.
Micro, Melbourne
The senate not being an obstruction to the government in
getting the budget under control. The Senate to do its job with
the Australian economy and what is good for Australia as its
focus and get rid of stupid political self interest. Back the
Government and scrutinise based on the good for Australia
and stop putting stupid arguments up in lieu of smart scrutiny.
The government to do what they said that they would do
during the election campaign.
Micro, other NSW
They move very little really, every change costs us more for
services and goods, then there is more rules and changes to try
to keep up with.
Micro, other NSW
To follow through with the promises. he needs to go back to
the parties conservation roots this will encourage small
business. Try and get the company tax cuts through the
senate and to push the building regulation policy through.
Small, other Queensland
64. 64
Describing technology use in the organisation
13%
40%
10%
17%
20%
0% 10% 20% 30% 40% 50%
We are very tech savvy and we proactively look for new and innovative technology to
apply to our business practices
We keep abreast of new technologies relevant to us, but it’s not a core focus of our
growth
We want to integrate new techonologies into our business, but don’t have the
resources to do so
When we need a new technology solution, we will research and adopt
We don’t take much intereset in new technology and wouldn’t describe ourselves as
innovative
Q4.1 Which of the following do you think best describes your organisation?
65. 65
Describing technology use in the organisation
11%
36%
10%
20%
23%
10%
46%
9%
16%
18%
19%
43%
11%
13%
15%
0% 10% 20% 30% 40% 50%
We are very tech savvy and we
proactively look for new and
innovative technology to apply to our
business practices
We keep abreast of new technologies
relevant to us, but it’s not a core focus
of our growth
We want to integrate new
techonologies into our business, but
don’t have the resources to do so
When we need a new technology
solution, we will research and adopt
We don’t take much intereset in new
technology and wouldn’t describe
ourselves as innovative
Describing technology use - by size
Micro (n=166) Small (n=87) Medium (n=75)
Q4.1 Which of the following do you think best describes your organisation?
16%
45%
9%
12%
18%
10%
35%
10%
22%
22%
0% 10% 20% 30% 40% 50%
We are very tech savvy and we
proactively look for new and
innovative technology to apply to our
business practices
We keep abreast of new technologies
relevant to us, but it’s not a core focus
of our growth
We want to integrate new
techonologies into our business, but
don’t have the resources to do so
When we need a new technology
solution, we will research and adopt
We don’t take much intereset in new
technology and wouldn’t describe
ourselves as innovative
Describing technology use - by location
Metro (n=161) Non-metro (n=167)
66. 66
Has introduced cloud services over the last 12 months
21%
17%
17%
33%
22%
20%
8%
4%
8%
16%
8%
7%
72%
80%
75%
51%
70%
73%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Has introduced cloud services over the last 12 months
Yes I'm not sure No
Q4.2c. Did you organisation introduce any cloud services over the last 12 months?
67. 67
Currently utilises cloud services
32%
29%
32%
39%
37%
27%
94%
15%
9%
4%
8%
21%
7%
11%
4%
59%
67%
60%
40%
55%
62%
6%
80%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Introduced new services in last 12 months (n=68)
Did not introduce services in last 12 months (n=235)
Currently utilises cloud services
Yes I'm not sure No
Q4.2a. Does your organisation currently utilise any cloud services?
68. 68
Has plans to introduce new cloud services in the next 12 months
13%
13%
10%
17%
18%
8%
34%
8%
26%
7%
27%
17%
34%
40%
24%
31%
34%
20%
33%
16%
60%
70%
55%
43%
58%
61%
32%
72%
41%
77%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Introduced new services in last 12 months (n=68)
Did not introduce services in last 12 months (n=235)
Currently use cloud services (n=105)
Do not currently use cloud services (n=193)
Has plans to introduce new cloud services in the next 12 months
Yes I'm not sure No
Q4.2b. Does your organisation have any plans to introduce any new cloud services to the business in the next twelve months?
69. 69
Planned proportion of revenue to be invested in new cloud services in next 12 months
7%
47%
21%
7%
2%
16%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
1-2% 3-5% 6-10% 11-25% 26% or more I'm not sure
Planned proportion of revenue to be invested in new cloud service in next 12 months
Q4.3a. What proportion of your revenue is your organisation planning on investing in the introduction of these new cloud services in the next 12 months? (has plans to introduce new cloud services to the
business in the next 12 months, n=43)
70. 70
Able to access the National Broadband Network (NBN)
32%
28%
30%
43%
24%
40%
7%
5%
7%
12%
11%
4%
61%
66%
63%
45%
65%
56%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Able to access the National Broadband Network (NBN)
Yes I'm not sure No
Q4.4. Is your organisation able to access the National Broadband Network (NBN)?
71. 71
Expecting to be able to access the NBN
6%
6%
5%
6%
3%
10%
9%
9%
5%
12%
7%
11%
12%
11%
15%
9%
13%
10%
31%
28%
29%
41%
26%
36%
6%
8%
4%
0%
7%
4%
38%
37%
42%
32%
45%
30%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=199)
Micro (n=110)
Small (n=55)
Medium (n=34)
Metro (n=105)
Non-metro (n=94)
Expecting to be able to access the NBN
(respondents currently unable to access the NBN)
Within the next three months Within the next three to six months Within the next six months to a year More than a year away Never I'm not sure
Q4.5. When do expect that you will be able to access the NBN?
72. 72
Impact of NBN on organisation
10%
13%
4%
13%
11%
10%
16%
11%
19%
22%
18%
15%
21%
11%
31%
28%
24%
19%
24%
28%
15%
25%
26%
22%
14%
21%
15%
3%
11%
16%
14%
17%
15%
9%
11%
16%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=105)
Micro (n=47)
Small (n=26)
Medium (n=32)
Metro (n=38)
Non-metro (n=94)
Impact of NBN on organisation
(respondents currently accessing the NBN)
Extremely beneficial Very beneficial Moderately beneficial Slightly beneficial Not at all beneficial Too early to say
Q4.6. Thinking about your organisation’s access to the NBN, has its impact on your organisation been…?
73. 73
Extent of concern about not being able to access the NBN
4%
5%
0%
6%
6%
1%
8%
8%
9%
3%
7%
9%
19%
17%
16%
29%
21%
17%
28%
26%
31%
29%
28%
29%
42%
44%
44%
32%
39%
45%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=199)
Micro (n=110)
Small (n=55)
Medium (n=34)
Metro (n=105)
Non-metro (n=94)
Extent of concern about not being able to access the NBN
(respondents currently unable to access the NBN)
Extremely concerned Very concerned Moderately concerned Slightly concerned Not at all concerned
Q4.6. To what extent are you concerned about your organisation not being able to access the NBN?
74. 74
Barriers to growth and success
30%
19%
19%
17%
16%
15%
15%
13%
12%
10%
8%
8%
7%
7%
6%
6%
6%
5%
5%
5%
4%
2%
3%
10%
0% 5% 10% 15% 20% 25% 30% 35%
The Australian economy
Domestic competition
Lack of consumer demand
Cash flow
Red tape
Taxes
Government policy
Cost of equipment/ tools/ machinery (including computers)
Staff wages
Cost of physical premises (e.g., rent)
The global economy
Lack of stable, long
Interest rates
Skills shortages
Access to funding
Retention of staff
Recruitment of staff
Exchange rates
Overseas competition
Keeping up with changing technology
Lack of succession planning
Lack of advice/ guidance
Another factor (please tell us what)
No barriers
Barriers to growth and success
(percentages reflect an item selected in top 3 barriers)
Q6.1. Below is a list of a range of factors that might be barriers to an SME’s growth and success. Please select the three barriers that have the most significant impact on your organisation’s ability to succeed
and/or grow.
75. 75
Areas of responsibility - overall
57%
55%
41%
40%
39%
31%
30%
45%
45%
47%
43%
43%
42%
34%
4%
4%
14%
6%
6%
30%
32%
4%
2%
4%
16%
16%
3%
10%
0% 10% 20% 30% 40% 50% 60%
The active daily management of the business
Administration
Bookkeeping
Human resources
Marketing/PR
Accounting
IT support
Areas of responsibility - overall
I do it myself A person or department within the organisation looks after it This is outsourced to someone outside of the organisation Not applicable
Q6.2. Who looks after the following areas for your organisation? (multiple responses permitted for each area of the organisation; all respondents, n=328)
76. 76
Areas of responsibility – by size
Q6.2. Who looks after the following areas for your organisation? (multiple responses permitted for each area of the organisation; all respondents, n=328)
72%
71%
55%
49%
50%
41%
42%
54%
44%
31%
41%
34%
26%
21%
27%
35%
19%
19%
20%
16%
13%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
The active daily management of the business
Administration
Bookkeeping
Human resources
Marketing/PR
Accounting
IT support
Do it myself
Micro (n=166) Small (n=87) Medium (n=75)
72%
71%
55%
49%
50%
41%
42%
54%
44%
31%
41%
34%
26%
21%
27%
35%
19%
19%
20%
16%
13%
0% 20% 40% 60% 80% 100%
The active daily
management of the
business
Administration
Bookkeeping
Human resources
Marketing/PR
Accounting
IT support
Do it myself
28%
28%
33%
27%
32%
26%
25%
55%
62%
57%
52%
45%
53%
28%
69%
63%
65%
68%
65%
65%
60%
0% 20% 40% 60% 80% 100%
The active daily
management of the
business
Administration
Bookkeeping
Human resources
Marketing/PR
Accounting
IT support
Someone else in the organisation is
responsible
2%
2%
13%
3%
3%
36%
24%
6%
3%
16%
7%
11%
26%
49%
5%
7%
13%
11%
8%
21%
31%
0% 20% 40% 60% 80% 100%
The active daily
management of the
business
Administration
Bookkeeping
Human resources
Marketing/PR
Accounting
IT support
Outsourced
77. 77
Areas of responsibility – by location
Q6.2. Who looks after the following areas for your organisation? (multiple responses permitted for each area of the organisation; all respondents, n=328)
0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1
The active daily management of the business
Administration
Bookkeeping
Human resources
Marketing/PR
Accounting
IT support
Do it myself
Metro (n=161) Non-metro (n=167)
58%
58%
39%
39%
40%
32%
30%
56%
53%
42%
42%
38%
31%
29%
0% 20% 40% 60% 80% 100%
The active daily
management of the
business
Administration
Bookkeeping
Human resources
Marketing/PR
Accounting
IT support
Do it myself
40%
42%
46%
39%
39%
41%
34%
49%
48%
48%
46%
47%
43%
33%
0% 20% 40% 60% 80% 100%
The active daily
management of the
business
Administration
Bookkeeping
Human resources
Marketing/PR
Accounting
IT support
Someone else in the organisation is
responsible
5%
4%
14%
8%
9%
31%
37%
2%
3%
13%
4%
4%
29%
28%
0% 20% 40% 60% 80% 100%
The active daily
management of the
business
Administration
Bookkeeping
Human resources
Marketing/PR
Accounting
IT support
Outsourced
78. 78
Extent to which each area of the organisation is challenging and time consuming
Q6.3. You said that you are directly involved in looking after these areas for your organisation. Please rank them in order from most to least challenging (1 is the most challenging area).
Q6.4. You said that you are directly involved in looking after these areas for your organisation. Please rank them in order from most to least time consuming (1 is the most time consuming area).
48%
35%
23%
21%
18%
17%
16%
51%
22%
14%
26%
21%
19%
8%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
The active daily management of the business (n=187)
Accounting (n=103)
Marketing/PR (n=128)
Bookkeeping (n=133)
Administration (n=182)
IT support (n=98)
Human resources (n=132)
Most challenging and time consuming areas
79. 79
Most challenging and time consuming areas for those who handle directly – by size
Q6.3. You said that you are directly involved in looking after these areas for your organisation. Please rank them in order from most to least challenging (1 is the most challenging area).
Q6.4. You said that you are directly involved in looking after these areas for your organisation. Please rank them in order from most to least time consuming (1 is the most time consuming area).
0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1
The active daily management of the business
Administration
Bookkeeping
Human resources
Marketing/PR
Accounting
IT support
Do it myself
Most challenging Most time consuming
43%
38%
29%
17%
14%
14%
7%
48%
22%
16%
26%
14%
14%
4%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%100%
The active daily management of the business
(n=120)
Accounting (n=68)
Marketing/PR (n=83)
Bookkeeping (n=92)
Administration (n=118)
IT support (n=70)
Human resources (n=82)
Micro
60%
26%
7%
33%
21%
17%
25%
57%
17%
7%
30%
32%
17%
14%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%100%
The active daily management of the business
(n=47)
Accounting (n=23)
Marketing/PR (n=30)
Bookkeeping (n=27)
Administration (n=38)
IT support (n=18)
Human resources (n=36)
Small
80. 80
Extent to which external sources inform business decision making processes - overall
6%
4%
3%
3%
2%
2%
2%
25%
18%
14%
11%
12%
9%
8%
27%
34%
23%
22%
25%
21%
20%
24%
25%
19%
25%
26%
21%
21%
18%
19%
41%
39%
35%
47%
49%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
The business’ financial data
Accountant(s)
Their financer(s)
Advisor(s)
Market forecasts
External consultants
Friends/ family
Extent to which external sources inform business decision making processes - overall
Completely Very much Moderately Somewhat Not at all
Q6.5. To what extent do each of the following inform your business decision making process? (all respondents, n=328)
81. 81
Extent to which external sources inform business decision making processes –
the business’ financial data
Q6.5. To what extent do each of the following inform your business decision making process?
6%
4%
5%
11%
4%
7%
25%
23%
25%
28%
26%
24%
27%
23%
24%
39%
30%
24%
24%
28%
28%
12%
20%
28%
18%
20%
18%
11%
19%
17%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Extent to which external sources inform business decision making processes
Completely Very much Moderately Somewhat Not at all
82. 82
Extent to which external sources inform business decision making processes –
accountants
Q6.5. To what extent do each of the following inform your business decision making process?
4%
3%
3%
5%
2%
5%
18%
13%
24%
23%
19%
18%
34%
31%
31%
44%
40%
29%
25%
28%
23%
19%
22%
28%
19%
24%
18%
9%
17%
21%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Extent to which external sources inform business decision making processes
Completely Very much Moderately Somewhat Not at all
83. 83
Extent to which external sources inform business decision making processes –
financer
Q6.5. To what extent do each of the following inform your business decision making process?
3%
3%
1%
5%
2%
4%
14%
12%
11%
21%
14%
14%
23%
16%
29%
33%
24%
22%
19%
22%
20%
13%
20%
19%
41%
48%
39%
27%
40%
41%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Extent to which external sources inform business decision making processes
Completely Very much Moderately Somewhat Not at all
84. 84
Extent to which external sources inform business decision making processes –
advisors
Q6.5. To what extent do each of the following inform your business decision making process?
3%
3%
5%
2%
4%
11%
7%
15%
16%
10%
13%
22%
13%
29%
33%
25%
19%
25%
25%
25%
25%
27%
23%
39%
52%
31%
20%
36%
42%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Extent to which external sources inform business decision making processes
Completely Very much Moderately Somewhat Not at all
85. 85
Extent to which external sources inform business decision making processes –
market forecasts
Q6.5. To what extent do each of the following inform your business decision making process?
2%
2%
1%
4%
2%
2%
12%
7%
10%
24%
10%
14%
25%
22%
26%
31%
34%
17%
26%
30%
25%
19%
20%
31%
35%
39%
37%
23%
34%
35%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Extent to which external sources inform business decision making processes
Completely Very much Moderately Somewhat Not at all
86. 86
Extent to which external sources inform business decision making processes –
external consultants
Q6.5. To what extent do each of the following inform your business decision making process?
2%
1%
1%
3%
3%
9%
6%
7%
16%
7%
10%
21%
12%
30%
32%
27%
16%
21%
20%
20%
25%
22%
20%
47%
60%
43%
24%
43%
51%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Extent to which external sources inform business decision making processes
Completely Very much Moderately Somewhat Not at all
87. 87
Extent to which external sources inform business decision making processes –
friends/family
Q6.5. To what extent do each of the following inform your business decision making process?
2%
2%
1%
4%
2%
2%
8%
7%
6%
13%
5%
11%
20%
16%
24%
21%
24%
15%
21%
23%
23%
16%
20%
22%
49%
52%
46%
45%
48%
50%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Extent to which external sources inform business decision making processes
Completely Very much Moderately Somewhat Not at all
88. 88
Sources of insight to help with their business
27%
20%
19%
19%
13%
9%
6%
8%
34%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Advisors
Friend / family
Online media
Social networks
Newspapers
SME association
‘How to’ videos
Somewhere else
I don’t look for insights to help with my business
Sources of insight to help with their business
Q6.6. Where do you find insights to help with your business? (multiple responses permitted, all respondents, n=328)
89. 89
Interest in attracting foreign investment
2%
2%
1%
1%
3%
5%
2%
3%
11%
6%
3%
9%
5%
11%
16%
13%
6%
13%
10%
16%
13%
14%
11%
72%
80%
68%
59%
63%
80%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Interest in attracting foreign investment
Extremely interested Very interested Moderately interested Somewhat interested Not at all interested
Q7.1. To what extent would you be interested in attracting foreign investment to your business?
90. 90
Currently seeking foreign investment
6%
4%
3%
15%
8%
4%
5%
3%
11%
4%
8%
3%
88%
93%
85%
81%
84%
93%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Currently seeking foreign investment
Yes I'm not sure No
Q7.2. Is your organisation currently seeking foreign investment for your business?
91. 91
Targeted markets
50%
15%
45%
10%
15%
10%
30%
45%
5%
10%
0% 10% 20% 30% 40% 50% 60%
USA
Europe
Asia
Middle East
I’m not sure
Interest in foreign markets
(respondents currently seeking foreign investment, n=20)
Market currently seeking investment in Market seen as having the most opportunity for foreign investment
Q7.3a. Which market or markets are you seeking investment from?
Q7.3a. And in which market do you see the most opportunity for foreign investment?
Specific countries where investment is
being sought:
92. 92
Interested value of investment
10%
45%
30%
5% 5%
0%
5%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Less than $1 million $1 million to less than 10
million
$10 million to less than $20
million
$20 million to less than $50
million
$50 million to less than
$100 million
$100 million or more I'm not sure
Interested value of investment
Q7.4. Approximately what value of investment is your organisation looking for? (respondents currently seeking foreign investment, n=20)
93. 93
External sources of advice for foreign investment
50%
40%
20%
5%
5%
5%
5%
5%
0% 10% 20% 30% 40% 50% 60%
Financial advisor
External consultant
Friends or family
Other businesses
SME networks
Other
I’m not sure
Have not sought advice
External sources of advice for foreign investment
Q7.6. Where have you sought advice from in relation to your organisation’s search for foreign investment? (multiple responses permitted; respondents currently seeking foreign investment, n=20)
94. 94
Utilising funds from foreign investment
60%
30%
25%
25%
10%
5%
0% 10% 20% 30% 40% 50% 60% 70%
Expand the existing business
Invest in technology
Pay off debt
Invest in upskilling staff
Something else
I’m not sure
Utilising funds from foreign investment
Q7.7 If your organisation is successful in securing foreign investment, how do you plan to utilise the funds? (respondents currently seeking foreign investment, n=20)
95. 95
Has taken steps to prepare for foreign investment
Q7.8. Has your organisation taken any steps to prepare the business for foreign investment? (respondents currently seeking foreign investment, n=20)
Q7.9. What steps have been taken? (has taken steps to prepare for foreign investment, n=20)
75%
15%
10%
Taken steps to prepare for foreign investment
(all respondents pursuing foreign investment, n=20)
Yes No I'm not sure
Additional classes and activities.
Medium, Sydney
Contacted businesses.
Medium, other NSW
Contacting investors.
Micro, other Queensland
Find out migration rules.
Medium, other WA
Package up relevant part of business.
Small, Darwin
Promoting the business, marketing.
Small, Melbourne
Talking.
Medium, Melbourne
To improve the profits.
Medium, other WA
Visits to China, Vietnam, Bangkok, and Israel.
Micro, Melbourne
96. 96
Opinion of the extent of support for Australian SMEs by Australia’s current foreign
investment policy
3%
3%
2%
4%
3%
3%
16%
14%
7%
28%
16%
16%
36%
33%
43%
35%
37%
35%
13%
14%
16%
8%
14%
13%
7%
10%
3%
3%
7%
7%
25%
25%
29%
23%
24%
27%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=795)
Metro (n=161)
Non-metro (n=140)
Opinion of the extent of support for Australian SMEs by Australia’s current foreign investment policy
Very supportive Supportive Neither supportive or unsupportive Unsupportive Very unsupportive I'm not sure
Q7.10. In your opinion, is Australia’s current foreign investment policy supportive or unsupportive of Australian SMEs? (all respondents)
97. 97
Level of awareness of the proposed changes to Australia’s superannuation system in the
2016-17 Federal Budget
9%
8%
8%
11%
12%
6%
41%
38%
41%
45%
42%
39%
33%
39%
30%
25%
30%
37%
17%
15%
21%
19%
16%
19%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Level of awareness of the proposed changes to Australia’s superannuation system in the 2016-17 Federal Budget
I have been following this issue closely and know a lot about the proposed changes
I am aware that changes are being discussed, and have a rough idea of what they are
I have heard that changes are being discussed, but I don’t know much about what they are
I didn’t know that there were any proposed changes
Q9.1. In the 2016-17 Federal Budget, the Government proposed a number of changes to Australia’s superannuation system. Which of the following best describes your level of awareness and knowledge of the
proposed changes?
98. 98
Opinion of the proposed superannuation changes - overall
5%
3%
5%
3%
11%
13%
9%
9%
15%
13%
10%
13%
11%
19%
9%
10%
47%
40%
56%
55%
11%
12%
10%
10%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Introducing a $500,000 lifetime cap for non-concessional contributions
Lowering the superannuation concessional contributions cap to $25,000 per annum
Requiring those with combined incomes and superannuation contributions greater
than $250,000 to pay 30 per cent tax on their concessional contributions, up from 15
per cent
Introducing a $1.6 million superannuation transfer balance cap on the total amount of
superannuation that an individual can transfer into retirement phase accounts
Opinions on proposed changes to superannuation system - overall
Extreme impact on me High impact on me Moderate impact on me Some impact on me No impact on me I'm not sure
Q9.2. Below is a list of some of the proposed changes to superannuation laws. How much of an impact do you expect each of these changes to have on you personally? (all respondents, n=328)
99. 99
Opinion of the proposed superannuation changes –
Introducing a $500,000 lifetime cap for non-concessional contributions
5%
5%
6%
4%
6%
4%
11%
11%
5%
20%
15%
8%
15%
8%
20%
24%
17%
13%
11%
10%
14%
11%
12%
10%
47%
57%
40%
32%
35%
58%
11%
9%
16%
9%
14%
8%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total (n=328)
Micro (n=166)
Small (n=87)
Medium (n=75)
Metro (n=161)
Non-metro (n=167)
Introducing a $500,000 lifetime cap for non-concessional contributions
Extreme impact on me High impact on me Moderate impact on me Some impact on me No impact on me I'm not sure
Q9.2. Below is a list of some of the proposed changes to superannuation laws. How much of an impact do you expect each of these changes to have on you personally?