This document provides an overview of key considerations for starting a privately held business, including developing a business plan and understanding the business lifecycle. It discusses the importance of focusing a business plan on the core strengths and critical success factors of the business. The document also outlines tools that can help in strategic planning, such as SWOT and Porter's Five Forces analyses, and common business structures in Australia including proprietorships, partnerships and trusts.

1. Privately held business:
helping start-ups start up
A dedicated team to making it simpler to start up

2. Contents
Introduction 3
The business plan and the 4
business life cycle –
what’s the big idea?
Structure – start as you mean 10
to go on
Cash – the oxygen of your 12
business
Systems and information – 14
“you can manage what you
can measure”
About Grant Thornton 15
Contact us 15
2

3. Introduction
Most management literature and learning will take your
strengths for granted and focus on addressing your weaknesses.
This guide is about focusing on the strengths of your business,
on the things that count and on the factors that we believe make
the difference between success and failure.
A quick glance at statistics from students sitting
examinations reveals that two thirds of students who fail, do so
by 5% or less. The lesson from this is quite clear:
“The gap between success and failure is
small – small things matter.”
While starting your own business is more complex and
challenging than an examination, this lesson, we believe, is
fundamental to the success and profitable commercialisation of
your business idea – small things matter.
In this guide designed for start-ups and early stage businesses,
we focus on the four cornerstones of a successful start-up:
1 The business plan and the business lifecycle – what’s the big
idea?
2 The structure – start as you mean to go on
3 Cash is the oxygen of the business
4 Systems and information – what you need to measure so
you can manage
It is important to understand how your business will progress
through the different stages of the business life cycle. Each
successful stage of the development of a business provides new
challenges. As the saying goes:
“Anyone can run a small business and
anyone can run a large business. The hard
bit is getting from small to large.”
Tony Markwell
National Head of Privately Held Business Services
Grant Thornton Australia
3

4. The business plan and the business
life cycle: what’s the big idea?
Why prepare a business plan? parties, including investors, banks and • what do you want to achieve?
Planning is fundamental to business government agencies, of the potential − what is your unique selling point?
success. It is the key to getting things viability of the business. − why would customers buy from
done and making things happen. A Following the K.I.S.S. principle you?
business plan is an operating tool that will (Keep It Simple, Stupid!), a business • how do you intend to achieve your
help you manage your business, its day- plan should be easy to read, easy to goals?
to-day operations and guide you towards understand and easy to follow. − what are the key milestones?
success. It is the first marketing aid that The best business plan answers the − what are the critical success
you will use to convince interested third following questions: factors/barriers to achieving your
goal? What are you going to do
about them?
• what funding is required to achieve
“If you fail to plan, you plan to fail.” your goal?
− which milestones will the first
fundraising achieve?
Many business owners engage advisors to
assist them with their business plan to the
extent that it ends up taking on a life of its
own and developing into something that
is not truly theirs. It is important that you
keep a firm reign on your own business
plan. No-one else should understand your
business and its goals as well you do.
Preparing a business plan will help
you identify potential problems and
implement appropriate solutions before
they arise. A business plan is necessary
as it:
• gives business owners a current
assessment of the business as well as a
roadmap for the future
• helps a business grow; both
organically and through outside
funding
• provides up-to-date business
information to secure financing;
ranging from an overdraft facility or
bank loan to venture capital funding.
4

5. What’s in a business plan?
The main elements of a business plan include:
Executive summary an overview of your business and its potential
Background and description the rationale behind the business
Management and organisational structure how your business will be organised and managed
Market research and the marketing plan a comprehensive analysis of market potential and
dynamics
Pricing strategy analysis on the price point chosen and its affect on the
image of the product or services provided – details of
overall gross profit and gross profit per product
Channels of distribution the geographic area - whether it is better to sell directly,
through retail outlets or wholesalers
Product/service promotion advertising, personal selling and sales promotion
Sales management details of sales team and track record – the selling
methods that will be employed – the sales volume
and activity targets – length of the sales process –
procedures in place for handling customer complaints
Sales forecasts a sales forecast on which monthly cash flows and
budgets can be based should be prepared
The operations plan this section should describe the type and function of the
equipment you are buying so that the reader will have a
clear image of your operational environment
Three-way forecast projecting projected results for the business demonstrating initial
• Profit & Loss Statement capital required, break-even point, potential return on
• Cash Flow investment and over what period
• Balance Sheet
It is crucial to clearly demonstrate the Less is more
financial viability of the business. If you Key milestones should be identified by
incorporated the above elements into setting out what you intend to achieve in
your business plan, you have the basis 0 to 6 months, 6 to 12 months and greater
of a good, workable plan which can be than 12 months. There should be no
reviewed and modified as your business more than four milestones in each period.
progresses. This is also an excellent A short, concise yet comprehensive
document which can be presented to business plan is much more effective
the relevant government agencies and than say, a 100 page business plan that
funding organisations. incorporates too much information. The
lengthier the business plan, the more likely
it will lose focus on the things that matter.
5

6. Tools that can help
There are many simple techniques to Positive Negative
strategically develop your business idea.
We recommend using the following: Strengths Weaknesses
• technological skills • absence of important skills
SWOT analysis* – critiques the • leading brands • weak brands
Internal factors
business’s Strengths and Weaknesses • distribution channels • poor access to distribution
internal to the business, and the • customer loyalty • low customer retention
Opportunities and Threats external to • production quality • unreliable product/service
the business, using a balanced scorecard • scale • sub-scale
approach. An example of this model is • management • management
outlined below:
Opportunities Threats
• changing customer tastes • changing customer tastes
• liberalisation of geographic • closing of geographic markets
External factors
markets • technological advances
• technological advances • changes in government politics
• changes in government politics • tax increases
• lever personal taxes • change in population age-
• change in population age- structure
structure • new distribution channels
• new distribution channels
*Barney, Jay. Gaining and Sustaining Competitive Advantage. 2nd ed. Upper Saddle River, NJ: Prentice Hall, 2002.
6

7. Porter’s Five Forces** – analyses
the business’ external environment by Threat of
looking at the position of its’ suppliers, new entry
buyers, competitors, threat of substitute
goods and threat of new entrants. It helps
in portraying the business visually. This
model is summarised below:
Supplier Competitive Buyer
power rivalry power
Threat of
substitution
Threat of new entry Buyer power Threat of substitution Supplier power Competitive rivalry
Time & cost of entry No. of customers Substitute performance No. of suppliers No. of competitors
Technology protection Competitor differences Cost of change Uniqueness of service Quality differences
Specialist knowledge Ability to substitute Size of suppliers Switching costs
Barriers to entry Size of each order Ability to substitute Customer loyalty
Economies of scale Cost of changing Cost of changing Cost of exit
Price sensitivity
Conducting both a SWOT analysis and More than words idea off the ground will only come with
Porter’s Five Forces in your business plan Your business plan needs more than just experience – for some a catch 22. The
will help highlight the critical success words. You need a committed person/ backers need to believe that you are
factors of your business. In addition, key team who are going to make it all happen. the only one who can make this work
barriers to success will be identified and As the promoter of the business and work profitably. This, ironically, is
plans to remedy these must be then put idea you have to get people/funders exactly the opposite to how an acquirer
in place before the business idea gets off interested. Firstly, they have to believe will feel if you are trying to sell the
the page or the business plan is circulated in the product and, secondly, and more business once it has been successful.
to a third party. importantly, they have to believe in you. Researching the market, and really
You are the one to build a team, to make understanding and communicating
it happen, to make the hard decisions and what’s different about your product, will
to convince new customers to go with an contribute to building belief. So too will
unproven product. an honest use of SWOT and Porter’s Five
A lot of what’s needed to get the Forces.
**Porter, M.E. (1980) Competitive Strategy, Free Press, New York, 1980.
7

8. The business life cycle:
where do you fit in?
Founder’s
Competition Technology
Passion
Value $
Growth
Established
Start Up
Time
Start-up stage Establishment stage Growth stage
Starting a business can be exciting, Getting the right business mix and Grant Thornton understands the need
challenging, fun, frightening and model to meet your aspirations requires for tailored growth strategies that deliver
rewarding – often all in a single day. strategic planning. results. We have a robust appreciation
This can be an emotional time for most Planning highlights important of the factors that govern growth and
business owners. issues that will have an impact on your profitability.
Your business deserves every company’s performance. Issues such as A business health check allows the
chance to succeed. Grant Thornton has structuring, asset protection, financial owner to gain an insight into how the
partnered with many new businesses and working capital modelling and business is performing against its goals
to help them get off to the right start. regulatory requirements are crucial to and previous planning. We also advise
From the outset (and regularly over time) your future success. on tax planning and asset protection
Grant Thornton guides clients through Most importantly we challenge our throughout the growth phase.
an intensive strategic planning process. clients to consider the exit stage right We assist clients to manage cash flow
During this time we challenge our clients from the start. What is the purpose of the carefully. Businesses that experience
as to their preconception of the business, business? What is the exit strategy for the rapid growth risk using existing cash
where they see their future, their goals owner? reserves to fund that business, ultimately
and how they expect to achieve them. The benefits of planning are realised ending up with no cash for day-to-day
when the owner decides to sell their operations. Our specialists provide
asset. Creating a saleable business from solutions and expert advice tailored to
an early stage will allow you to work to your needs, ensuring that you stay out of
maximise its value at the time of exit. the red.
8

9. In or Out?
Take Off
Maturity
Maturity stage Exit option Where to next?
You have built your business into what The decision to sell or exit from a Not only do we help to minimise your
it is today. You may then question “what business can be an emotional and tax obligations from the sale but also
else do I want to accomplish?” stressful one. For most business owners help you to extract and invest your well
Should I seek additional funding to it will represent the culmination of a earned wealth through our transaction
expand overseas? Do I have the drive to lifetime’s work, the payoff for years of support and wealth management services.
expand my business into new markets? effort and dedication. We can support Deciding how and where to invest
Have I achieved my business dream? you throughout the process, from your your wealth can be a daunting task.
Through a strategic assessment, we initial decision to resolution. Our independent financial advisors will
identify where your business is and where Ensuring that you sell your business develop an investment strategy tailored
it is likely to go. Collectively we help you to the right owner at the right time and to suit your needs – a strategy that allows
develop a clear plan to achieve your goals. for the right value is essential. Exiting you to be in control of your finances.
Our unique approach takes into a business needs to be timely and well Time to relax? Time to holiday? Or
consideration tax planning, structuring, planned. We ensure that our clients and time to start a new business venture?
financing, working capital management, their businesses are ready emotionally, Whatever your decision, we are here
wealth extraction and succession professionally and financially before to help you every step of the way.
issues. Critical to the maturity stage is entering into the sale process.
succession planning or an exit strategy. Grant Thornton’s experience in
Succession planning may not be about grooming a business for sale has helped
immediate exit, but is designed to prepare secure hundreds of millions of dollars for
the business for a ‘sale’ where you business owners. We make the value of
determine the timing. It’s putting in place the business instantly recognisable to a
the right mechanisms for the business to potential buyer.
run profitably and to increase its value.
9

10. Structure – start as you mean to go
In the business start-up environment, of the individual at marginal tax rates. exit of an existing partner and a new
it is easier and relatively inexpensive • the 50% CGT discount can be partnership is created on the inclusion
to get the structure right at the start. accessed on the disposal of assets held of an additional partner
The alternative is to reverse out of an for more than 12 months.
existing structure at a later date which • the existence of the business is tied to Trusts
could result in additional expenses, the proprietor. A trust is a legal relationship where one
cause disruption to the business and party (known as the trustee) holds and
is generally a waste of an enterprise’s Partnerships manages property (for example business
resources and time. The most successful A partnership is one of the most popular assets) for the benefit of another party
businesses are those that are built to grow business structures employed by people or parties (known as the beneficiary).
or sell from the start. who own a small business. Partnerships The trustee has control over the trust
When deciding on a structure take on the characteristics of the individual and its assets, but must fulfil its fiduciary
the following key issues need to be partners and therefore benefits can include relationship to the beneficiaries.
considered: significant tax advantages, flexibility and The trust is established or ‘settled’
• control operational ease. Partners can include by the settlor and is governed by the
• ownership individuals, companies or trusts. trust deed. The trust deed sets out the
• taxation A partnership is defined as a terms and conditions under which the
• asset and wealth protection relationship between two or more trust is established and maintained. The
• exit options and succession strategies persons or entities carrying on a settlor is independent of the trustee and
business with a common view of profit. beneficiaries of the trust.
The following provides a brief outline Partnerships are often utilised mostly
of the structures commonly used by by people in professional practice (i.e. Key points include:
businesses operating in Australia. Doctors, Lawyers and Accountants). • a trust is not a separate legal entity
• the trustee is legally responsible for
Sole Traders (Sole Proprietors) Key points include: the trust and will enter contracts, own
A sole trader structure is where the • partnerships have greater access to assets and incur liabilities on behalf of
business is legally and beneficially owned funding than sole traders as partners the trust
and operated by an individual in their are able to pool their financial • there are many different types of
own name. This structure is simple but resources trusts in existence. Common trusts
can be inflexible. • partners are jointly and severally used to hold business assets include:
(individually) liable for the debts and − discretionary (family) trusts
Key points include: actions of the partnership and this − unit trusts
• finance options are limited liability is unlimited. − hybrid trusts
• the structure offers no liability • the partnership is established and
protection, potentially putting at risk governed by a partnership agreement Each of the above trusts has unique
other assets held in the individual’s • partnership profits/losses are shared characteristics, particularly in relation
name; which can be minimised by the by the partners and are taxed at the to the distribution of the trust’s income
use of the appropriate insurance individual partner level and capital. Regardless of the trust type,
• business profits are taxed in the hands • the partnership is terminated on the trusts commonly distribute their income
10

11. to their beneficiaries. The treatment of • there is a distinct separation between Tax concessions – expenditure on
the distribution of income is as follows: management (directors) and their research and development (R&D)
• undistributed trust income is taxed owners (shareholders). The directors For start-up businesses looking to engage
in the hands of the trustee at the top and shareholders can be changed at in eligible research and development
marginal tax rate any point in time without creating a activities, a company structure is required
• distributed income is taxed at the sale or transfer of the business to access the attractive R&D Tax
beneficiary level • companies pay tax at a flat rate Concession. The R&D Tax Concession
• discretionary trusts have the ability (currently at 30%) and the 50% CGT is the Australian Government’s main
to distribute income to beneficiaries discount is not available for assets incentive to increase research and
to maximise differentials in their that they own. (Share sales however development.
marginal tax rates may attract the 50% discount The aim of the R&D Tax Concession
• losses remain undistributed and are depending on the shareholder). is to make eligible companies more
carried forward in the trust and offset • after tax profits are paid out to internationally competitive by
against future profits shareholders as dividends, while encouraging innovative products
losses are trapped in the company and processes and services and by promoting
Generally, a trust will have an effective offset against any future profits technological advancement and strategic
life of 80 years from the date of • companies have an indefinite life R&D planning.
settlement. The trustee can be resigned at R&D is defined to include systematic,
any point in time and replaced by a new Each of the above structures has its investigative or experimental activities,
trustee, effectively changing control of advantages and disadvantages, and in which involve innovation or high levels
the trust without an asset sale or transfer. many situations, a combination of these of technical risk, and are carried on for
structures is used by start up businesses. the purpose of acquiring new knowledge
Companies For example - a trust with a corporate or creating new or improved materials,
There are two main types of companies: (company) trustee, a partnership of trusts products, devices, processes or services.
• Private (proprietary company) or a company whose shares are held by The current R&D Tax Concession
– a company with less than 50 a trust. offers a tax deduction of up to 125% of
shareholders with shares that can expenditure incurred on R&D activities.
not be offered for sale to the general Names and registrations An R&D Tax Offset is also available
public. Deciding on the appropriate structure for companies with the required R&D
• Public (either listed or unlisted) – is only part of the process. A name for expenditure.
a company with shares that can be the new entity and a trading name will It is proposed that the R&D Tax
offered to the general public are also need to be determined. The trading Concession and R&D Tax Offset are to
uncommon for start up businesses. name will need to be registered with the be replaced by an R&D Tax Credit. For
respective state business offices. A name companies with an aggregated annual
Key points includes: search is required to be completed with turnover of less than $20 million, a 45%
• companies have the most flexible the Australian Securities and Investments refundable tax credit is proposed. For
finance options compared to other Commission to ensure that the intended companies with a turnover of over $20
structures names are not already being used or are million the tax credit is proposed to be
• funding can be arranged through not too similar to the name of an existing 40% but is not refundable.
the issuing of shares (equity in the business.
company) or through debt. For start When you start up a business, there is
up businesses, lenders may require an obligation to apply for the following
director guarantees or external security, registrations:
depending on the business’ risk profile • Australian Business Number (ABN)
• they are a separate legal entity and • Tax File Number (TFN)
therefore have the ability to own • Goods and Services Tax (GST)
assets, enter into contracts and incur • Pay As You Go (PAYG) Withholding
debts in their own right for businesses with employees
• directors are generally excluded from • WorkCover for businesses with
liability in meeting the debts of a employees
private company • Payroll Tax for businesses with
• private companies are regulated employees and significant wage costs
by the Australian Securities and
Investments Commission (ASIC) in Depending on the nature of the business
accordance with the Corporations being conducted, there may be additional
Act 2001 registrations required.
11

12. Cash is the oxygen of the business
The old adage stands – turnover is vanity, To be financially successful, every These days banks are more cautious
profit is sanity and cash is reality. In good business needs management that and concerned with bad debt and will
the current tough market, everything plans, reviews and adjusts to the changing need greater persuasion to lend you more
has slowed down. For most established environment. money if you need it. The banks will
businesses debtors pay less quickly, As a business owner you need to be focus increasingly on the quality of their
turnover has fallen, cash from profits has able to: loan book, with a strong emphasis on
reduced and banks are less inclined to • have a clear understanding of loan recoverability.
lend. In short, cash is limited. It follows, the business’ cash flow cycle and Treat your banker as a partner in
therefore, that cash management for a requirements the business. You need your banker
start-up is of paramount importance. In • be able to quantify and project to believe in you and your product as
most cases, start-ups don’t fail because forward business plans and strategies much as you do. You need to get them
they are not profitable, it’s usually • forecast potential financial impacts of as excited as you are. The reality is you
because they have run out of cash. decisions need them as part of your team, more
The critical issues will relate to your than they need you. So the responsibility
ability to conserve and control cash, Forecasting is also a significantly helpful is on you to make it work.
and you need to be relentless in your tool in deciding on what finances are Keep them fully informed of what
attention to this. Appropriate credit most suitable for you. is going on and the decisions you are
terms should be set. With suppliers they Identifying and understanding the making and give them lots of notice if
should be as long as possible; with your alternative sources of finance available to you need help. Banks only make money
customers as short as possible. There your new business is critically important by lending money – they want you to
should be a strong focus on the key to sustaining its existence, particularly prosper so they can continue to lend
metrics such as debtor days and creditor during the early stages as your new money to your business. Proactively
days. Stock cycles should be as efficient business aims to establish a firm foothold manage your relationship with them. The
as possible. Before taking on a new in the marketplace. last thing a bank wants is to receive one
customer, check their credit worthiness The following are financing options week’s notice that you need to double
and strictly adhere to credit terms by which a business typically considers: your overdraft facility.
chasing payments. Resolve issues on any Don’t fall into the trap of thinking
invoices very quickly as these can cause Banks that it is up to the bank to guide you
unwelcome delays. Banks are the traditional source of through any issues or problems. If you
Your ability to forecast and budget funding for established businesses. Where talk to your bank early enough, they
your finances is a crucial step in the banks lend to new businesses, borrowers may work through the problem with
strategic planning of your business. are often required to provide significant you, but be very clear that the ultimate
collateral such as security over personal responsibility for resolving any issues
Importance of forecasting assets. Banks may also seek undertakings falls squarely on your shoulders.
A thoroughly researched and from borrowers such as banking
comprehensively prepared forecast covenants. Banks expect to understand Venture Capital
can provide you with an effective high the business, usually requesting a detailed Venture capital (VC) is the provision of
level management tool to facilitate business plan, particularly if there are no medium to long-term finance in return
organisational planning and goal-setting. historical trading figures. for an equity stake in potentially high
12

13. growth businesses. 2 TradeStart
VC investors are only interested in TradeStart is a national network of
businesses with high growth prospects export assistance offices providing
that are managed by experienced and Export Advisors who are well
ambitious teams capable of converting versed in the needs of exporters and
their business proposition into a potential exporters and skilled in
profitable enterprise. matters of international trade.
The size of equity stake a VC will TradeStart Managers assist small
want correlates to the potential risk and medium sized enterprises to
and reward of the business. Generally commence exporting or expand export
speaking, the more advanced the business markets free of charge.
idea and the closer to generating revenue
it is, the smaller the equity stake as the 3 Early Stage Venture Capital
risk is being reduced due to credible Limited Partnership (ESVCLP)
business success. Start ups may wish to consider an
The investment process, from ESVCLP as a venture capital source,
reviewing the business plan to actually as these part-Government funded
investing in a proposition, can take a VC entities have an appetite for smaller
firm anything from one month to one investments than the VC market
year but typically it takes between three usually provides.
and six months. The VC process is time- Fund Managers registered as an
consuming and will incur some expense. ESVCLP are entitled to flow-through
It is important, therefore, that it does not tax treatment and its investors
distract the business and the business (whether resident or non-resident)
promoters from their core objectives. receive a complete tax exemption on
their share of the fund’s income (both
Government programs access revenue and capital).
There are a range of generous industry
assistance programs offered by various 4 Commercialisation Australia
levels of government to promote the Commercialisation Australia is an
competitiveness, sustainability and Australian Government initiative
profitability of businesses in Australia. that assists researchers, entrepreneurs
The Australian and State and innovative firms turn ideas into
Governments will also consider the successful commercial ventures.
provision of investment incentives to Commercialisation Australia is a
strategic investment projects in limited merit based, competitive assistance
and special circumstances where the program that offers:
project would generate significant net • Skills and Knowledge support to
economic and employment benefits for help build the skills, knowledge
Australia, and the respective states. and connections required to
Some examples of programs that we commercialise new ideas. This
assist our start-up business clients to includes:
access include: − Up to $50,000 to pay for
1 Export Market Development Grants specialist advice and services
(EMDG) − Up to $200,000 over two years 5 Business Development Funds
An EMDG grant is a key Australian to assist with the recruitment Most State Governments also
Government financial assistance of experienced executives provide funding to small businesses
program for aspiring and current • Proof of Concept grants of to support the development of
exporters. It encourages small and $50,000 to $250,000 to test the business skills, business planning
medium sized Australian businesses commercial viability of a new documentation, benchmarking and
to develop export markets and product, process or service. employee training.
reimburses up to 50 per cent of • Early Stage Commercialisation
expenses incurred on eligible export repayable loans of $250,000 to $2 Grant Thornton will assess the activities
promotion activities, above a $10,000 million to develop a new product, of start-up clients to determine where the
threshold ($20,000 threshold from process or service to the stage best fit funding options are at both State
2010/11 FY). where it can be taken to market. and Federal levels.
13

14. Systems and information:
“manage what you can measure”
Facts are friendly A simple off-the-shelf package will • how much cash do you have?
Having spent time and effort drawing suffice for most start-ups to enable the • is your cash flow forecasting accurate?
up a business plan, it is imperative bank, debtor and creditor position to • are your debtor days increasing or are
that you know how the business is be kept up to date. It will provide the you experiencing high levels of bad
performing relative to the plan and the information needed to submit your debt?
previously identified key milestones. An Business Activity Statements (BAS) and • are you under pressure from your
information system is needed to capture other tax documentation on a timely basis. creditors for payments?
this data to enable informed decisions to A good information system will • are your levels of stock increasing?
be made. Without the facts any decision generate the figures to produce an actual
will be flawed and over time businesses profit and loss and cash flow for the past Your information system should be
begin to drift as there is no clear direction and project cash flow and profit for the simple and easy to operate. You may
or alignment with the route that should future. It will enable you to answer the need to customise your information
be taken. following key questions: system depending on the nature of
your business and what you see as its
important characteristics.
Measuring what’s important
As part of the business planning process,
key milestones would have been
identified. It is important to identify
Key Performance Indicators (KPI) that
will provide feedback as to the progress
in achieving these milestones. KPIs are
agreed quantifiable measurements that
reflect the critical success factors of an
organisation. They differ according to the
organisation type.
Whatever KPIs are selected, they
must reflect the organisation’s goals, they
must be key to its success and they must
be quantifiable (measurable). Typical
KPIs include:
• number of orders processed
• gross margin percentage by product
grouping
• number of products dispatched
• wages as a percentage of turnover
• working capital requirement as a
percentage of turnover
14

15. About Grant Thornton
Our focus is you have hands-on strategic and operational Your key
Grant Thornton has built its name on backgrounds. Working in partnership contacts
helping business owners achieve their with business leaders, our role is to assist
Please do not hesitate to contact
ambitions. We develop a close, long-term in: any member of our staff to obtain
efficient and expert advice when
relationship with our clients. We work to • achieving a clear vision of your starting up your own business. Our
understand your needs and aspirations strategic goals leaders in each state on services to
privately held businesses are:
and then tailor our services to meet your • accelerating the building of business
goals. Our collaborative approach achieves value Brisbane
Tony Markwell
maximum results both for the business • ensuring that personal and corporate Ground Floor
Grant Thornton House
and, more importantly, the owner. ambitions are consistent and aligned King George Square
You deal directly with our directors. • creating wealth for the stakeholders. 102 Adelaide Street
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means you benefit from our innovative We draw upon other technical specialties E tony.markwell@au.gt.com
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make life easier for you and help you appreciates close relationships, regular SYDNEY NSW 2000
sleep at night. communication and a friendly, easily T 02 8297 2400
F 02 9299 4445
We have a team of commercially accessible service from your business E bill.shew@au.gt.com
experienced individuals, many of whom advisers. Melbourne
Michael Pittendrigh
Level 2
215 Spring Street
Further reading MELBOURNE VIC 3000
• Australian Business Register – www.abr.gov.au T 03 8663 6000
F 03 8663 6333
• Australian Stock Market – www.asx.com.au
E michael.pittendrigh@au.gt.com
• ASIC – www.asic.gov.au
• ATO – www.ato.gov.au
• Tradestart – www.austrade.gov.au
• Grant Thornton – Business Owner Blogs – blog.grantthornton.com.au
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Wayville SA 5034 Melbourne VIC 3000 Sydney NSW 2000
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