Archive for the 'Management' Category

Deadlines to remember!

Clients are reminded of two important deadlines, one of which is imminent and the other representing a reprieve!
Memorandum of Incorporation (MOI)
As previously reported, the new Companies Act (Act no. 71, 2008), requires all companies to replace their current Memorandum and Articles of Association (initial founding documents) with a single document, the Memorandum of Incorporation or MOI. The due date for this MOI to be registered with the Companies and Intellectual Properties Commission (CIPC) is 30 April 2013.You are referred to the detailed discussion of this issue in our October 2012 Newsletter (available on our Blog). Our advice is not to opt, as is permitted, for using your existing Memorandum and Articles of Association in place of an MOI, but rather to get your MOI in place as soon as possible. Remember, the deadline looms ahead.
Contact any of our directors for assistance in this regard.
SETA documentationClients will be pleased to note that the due date for submission of Workplace Skills Plans and Annual Training Reports to their registered SETA is no longer 30 June 2013, but has been extended to 1 April 2014.
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Aucamp Scholtz Lubbe weer ‘n keer vereer!

sakekamerDie Helderberg Afrikaanse Sakekamer het by ‘n glansgeleentheid op 24 November 2012 aan ons sy toekenning van Sakeonderneming van die Jaar (Professionele Sake) 2011/2012 gemaak.  Die toekenning verleen erkenning aan ons firma vir die uitstaande gehalte van professionele dienste wat ons aan ‘n wye verskeidenheid van kliënte lewer asook ons gemeenskapsbetrokkenheid, en bevestig die leidende rol wat ons firma as ‘n besigheid in die Helderberg vertolk.

Dit is die tweede keer dat hierdie eer ons te beurt val en hierop is ons sommer baie trots!  In 2010 is die toekenning vir die eerste keer gemaak en ons het dit toe ontvang toe ons nog as BGR Aucamp Scholtz besigheid gedoen het. By daardie geleentheid het ons gesê dat ons nie alleen ‘n professionele markleier wil wees en bly nie maar dat ons ook die bakens van gehaltedienste en kliënteverhoudinge verder wil uitskuif. Ons glo dat ons hierdie onderneming gestand gedoen het maar besef ook dat ons steeds beter kan vaar en beskou dit as ‘n uitdaging vir die toekoms. Die toekenning van hierdie jaar sal dan ook as verdere inspirasie dien vir ons firma en al sy personeel om met ywer en toewyding die pad vorentoe aan te pak.

Aucamp Scholtz Lubbe honoured once again!

sakekamerAt a gala event on 24 November 2012 we received the Helderberg Afrikaans Chamber of Commerce’s Business Enterprise of the Year (Professional Business) 2011/2012 award. The award accords recognition to our firm for the outstanding quality of professional services rendered to a wide variety of clients, as well as to our community involvement, and confirms the leading role played by our firm as a business in the Helderberg.

It is the second time that this honour comes our way and this is a source of much pride! In 2010 the award was made for the first time, and we received it while still doing business as BGR Aucamp Scholtz. On that occasion we said that it was our desire to be and to remain a professional market leader and to further extend the beacons of quality services and customer relationships. We believe that we have lived up to this commitment but also realise that we can still improve. We regard this as a challenge for the future. The award received this year will serve as further inspiration to our firm and all its staff to tackle the road ahead with zeal and dedication.

Boet Lubbe bedank as direkteur

boetBoet Lubbe het besluit om met ingang Januarie 2013 te bedank as ‘n direkteur van Aucamp Scholtz Lubbe. Ons is teleurgesteld dat ons Boet nie langer as ‘n mededirekteur  gaan hê nie maar kan met dankbaarheid meld dat hy steeds, as konsultant, spesialis belastingwerk vir ons en ons kliënte sal verrig en dat sy waardevolle kennis en ervaring dus nie vir ons verlore sal wees nie.

Boet se besluit is grootliks beïnvloed deur die noodsaak om meer permanent by hul groeiende familiebesigheid betrokke  te raak. Hy gaan ook op ‘n meer permanente basis as finansiële adviseur vir van ons kliënte optree.

Ons bedank Boet vir die waardevolle bydrae wat hy gedurende sy dienstydperk in die firma gelewer het, nie net op direksievlak nie. Ons wens hom sukses en veel seën toe vir die pad vorentoe.

Boet Lubbe resigns as director

boetBoet Lubbe has decided to resign as a director of Aucamp Scholtz Lubbe with effect from January 2013.

While we are disappointed that we will no longer have him as a co-director, we are grateful that he will continue to act as a specialist tax consultant to us and our clients. His valuable knowledge and experience will therefore not be lost to us.

Boet’s decision was largely influenced by the need to become more involved in their growing family business. He will also act as financial advisor to some of our clients on a more permanent basis.

We thank Boet for the valuable contribution he made during his period of service in the firm, not only at director level. We wish him success and many blessings on the road ahead.

Preface – December 2012

direkteureThe year 2012 is almost something of the past and one cannot help but look back at all that has happened during these twelve months in one’s personal life, one’s work environment and in other spheres.

As for Aucamp Scholtz Lubbe, we can testify to a year that brought challenges and opportunities which were jumped at eagerly but which, inevitably, also forced disappointments on us.

We are grateful that new clients joined us and believe this has much to do with our excellent reputation for quality of service that has been built up with skill and dedication over the years. On the other hand we also lost some clients, which can be attributed to the tight economic conditions currently afflicting not only our country but countries worldwide.

As in any work situation some of our staff left our employ owing to different personal considerations, while some newcomers also joined us. Details of these changes appear elsewhere in the newsletter. We remain proud of the top quality staff in our service and for the unity and cooperation and, yes, also the exuberant participation in social events, which characterise the positive spirit amongst our staff.

Many thanks are due to our clients, professional colleagues and business friends without whose business and support we cannot grow and continue to exist. Thanks to all of you for your continued support and cooperation and for the positive testimony which continues to draw new clients to our firm. We look forward with you to the challenges and opportunities that will be brought in 2013 and wish you success!

The year is concluded on a particularly high note with Aucamp Scholtz Lubbe receiving the Helderberg Afrikaans Chamber of Commerce’s Professional Business Enterprise of the Year award.

We wish you and your loved ones a very blessed Christmas time. If you are privileged to take a holiday we believe that it is well deserved and that you will enjoy it thoroughly.

Kind regards

Pieter Aucamp, Arnold Scholtz, Boet Lubbe and Christa Swart

Voorwoord – Desember 2012

direkteureDie jaar 2012 is amper iets van die verlede en onwillekeurig kyk mens terug op wat alles in hierdie twaalf maande in jou persoonlike lewe, in jou werksomgewing en op ander terreine plaasgevind het.

Wat Aucamp Scholtz Lubbe betref kan ons getuig van ‘n jaar wat uitdagings en geleenthede vir groei en dienslewering gebied het wat met albei hande aangegryp is maar ‘n jaar wat, onvermydelik, ook teleurstellings aan ons opgedwing het.

Ons is dankbaar dat nuwe kliënte by ons aangesluit het en glo dat dit veel te make het met ons uitstekende reputasie vir diensgehalte wat oor die jare met kundigheid en toewyding opgebou is. Daarenteen het ons ook sommige kliënte verloor, wat meerendeels te wyte was aan die stram ekonomiese omstandighede wat tans nie net ons land nie maar lande wêreldwyd teister.

Soos dit in enige werksituasie gaan het van ons personeel ons diens weens verskillende persoonlike oorwegings verlaat en het nuwe bloed weer by ons aangesluit. Elders in die nuusbrief verskyn besonderhede oor hierdie veranderinge. Ons bly trots op die topgehalte personeel in ons diens en vir die samehorigheid en samewerking en, ja, ook die uitbundige deelname aan sosiale geleenthede, wat die positiewe gees onder ons personeel kenmerk.

Ons is baie dank verskuldig aan ons kliënte, beroepskollegas en sakevriende, sonder wie se besigheid en ondersteuning ons uiteraard nie kan groei en voortbestaan nie. Hartlike dank aan elkeen van u vir u voortgesette ondersteuning en samewerking en vir positiewe getuienis wat steeds nuwe kliënte na ons firma lok. Ons sien saam met u almal uit na die uitdagings en geleenthede wat 2013 gaan bring en wens u voorspoed toe!

Die jaar word op ‘n besonderse hoë noot afgesluit met die Helderberg Afrikaanse Sakekamer se toekenning van Professionele Sakeonderneming van die Jaar aan Aucamp Scholtz Lubbe.

Ons wens u en u geliefdes ‘n baie geseënde Kersgety toe. Indien u bevoorrreg is om vakansie te neem glo ons dat dit welverdiend is en dat u dit baie sal geniet.

Vriendelike groete

Pieter Aucamp, Arnold Scholtz, Boet Lubbe en Christa Swart

Van die direksie – Julie 2012

Hier by Aucamp Scholtz Lubbe kyk ons terug oor die eerste ses maande van 2012 en ons is trots om te kan sê dat ons as firma goed op pad is om ons strategiese doelwitte vir die jaar te bereik. Dié doelwitte is die uitvloeisel van ‘n bewustelike beplanningsproses wat ons jaarliks onderneem.

Die vraag ontstaan nou hoeveel van ons kliënte op ‘n soortgelyke wyse te werk gaan om sekerheid te hê oor waarheen hulle op pad is en hoe daar op koers gehou moet word?  Hoewel hierdie vraag retories van aard is, is dit tog van veel belang want daar bestaan ‘n mite dat slegs nuwe besighede nodig het om te beplan. Die vraag wat elke besigheidseienaar hom of haar eintlik moet afvra is “Kan ons bekostig om nie ‘n duidelike strategie te hê nie?”

Die voordele van ‘n jaarlikse besigheidsplan waarin nie alleen duidelike en haalbare doelwitte uiteengesit word nie maar ook ‘n strategie bepaal word wat gevolg moet word om die doelwitte te bereik, moet voor die hand liggend wees vir enigeen wat erns maak met sy of haar besigheid. Van kritiese belang, natuurlik, is dat die strategie geïmplementeer en vordering deurlopend gemonitor moet word.

Ons wil diegene van ons kliënte wat nog nie die uitdagende maar bevredigende paadjie van strategiese beplanning loop nie, aanmoedig om erns daarvan te maak om wél hul besigheid op hierdie gesonde voet te plaas. Ons deel graag ons ervaring in hierdie verband en nooi u uit om met enigeen van die direkteure in verbinding te tree vir hulpverlening met die uitwerk van ‘n besigheidstrategie, hetsy vir die res van hierdie jaar of vir 2013.

From the directors – July 2012

Here at Aucamp Scholtz Lubbe we are looking back on the first six months of 2012, and we are proud to say that our firm is well on its way to achieving our strategic objectives for the year. These objectives are the outcome of a conscious planning process that we undertake annually.

The question now arises how many of our clients set about in similar manner to make sure where they are going and how they should stay on track? This is a rhetorical question but nevertheless a very important one since there is a myth that only new businesses need to plan. The question that each business owner should actually ask himself or herself is “Can we afford not to have a clear strategy?”

The advantages of an annual business plan in which not only clear and achievable objectives are enunciated but also a strategy is spelt out for achieving these goals, must be clear to anyone who is serious about his or her business. Critically important, of course, is that the strategy is implemented and that progress is monitored continuously.

We wish to encourage those of our clients who are not yet following the challenging yet satisfying route of strategic planning to place their business on this sound footing. We shall gladly share our experience in this regard and invite you to get in touch with any of the directors for assistance with developing a business strategy for either the rest of this year or for 2013.

Performance measurement

Measuring and managing the performance of your company entails you pulling away from your daily routine, standing back and assessing the bigger picture.  When you stand back and think about what your company does and how it does it, you can more easily determine how your company is operating, which allows you to address the shortfalls and any other problems that you identify in the process.

Performance measurement involves looking at both financial and non-financial factors that affect your company.  If you keep track of performance – within your teams, divisions and individual employees – you gain valuable feedback which will assist you with improvements, planning and forecasting, competition, rewards/incentives and compliance.

How do I measure Performance?

Companies measure their performance using different methods and criteria.  The most common way is to identify key business activities and measure them using specific performance metrics (measures), and then analysing the results.

For each kind of business activity there are numerous possible performance metrics, for example:

Key Activity Possible Performance Metrics
Sales % of customer visits or phone calls that generate sales  % increase in sales  over previous period or year% of customers retained for the  period

Balance as the key to a strong Performance Measurement System

By striking a balance in its performance measurement system, a company is able to compile a more comprehensive picture of how it’s doing. Obtaining a selection of information from many sources enables a manager, employee or executive to gain a holistic picture of the company and to learn from previous mistakes, which facilitates constant improvement. This is known as the “dashboard” approach – likened to looking at and gauging the many instruments on an aeroplane’s dashboard, such as the fuel gauge and altitude indicator.

A comprehensive picture for a company would include looking at a range of factors such as financial (revenue) and non-financial performance (employee knowledge), backward-looking (sales figures) and forward-looking indicators (customer satisfaction ratings).

An effective tool to assess performance is the Key Performance Indicator (KPI)

A Key Performance Indicator (KPI) is a measure reflecting how a company is doing in a specific aspect of its performance.  A KPI is one representation of a critical success factor (CSF) – a key activity needed to achieve a given strategic objective.  A KPI is therefore a quantifiable measure of how well you are performing an activity that is critical to the success of your business.

For example, a strategic objective for the company could be to increase customer satisfaction, and one CSF relating thereto would be to “reduce staff turnover” (customer’s prefer to deal with the same sales person).  A KPI would measure how well you are performing the task of reducing staff turnover.

What to do?

Step 1:  Decide what to measure and define your objectives.  A comprehensive business plan would assist you to identify your strategies and overall objectives.  You are then in a more favourable position to define your Critical Success Factors (CSF’s), and define the Performance Metrics.

Step 2:  Set targets, gather data and measure reliability of the data.

Step 3:  Interpret the performance data:  Compare actual results versus targets set, generate reports and analyse the data.

A strong Performance Management System offers many benefits

A Performance Management System enables managers to define and track performance on metrics for every strategic objective set by their division or company. In addition, it highlights how performance in one part of the company affects performance in another.  Using our customer satisfaction example – an improvement in order delivery time would result in an improvement in customer service.  The logistics staff (delivery of the order) and the customer service staff would then both be working towards achieving the same overall goal of the company, namely improved customer satisfaction.

By seeing these inter-relationships, companies can make more informed decisions such as increasing a budget, adding new staff, or introducing more efficient processes to improve performance instead of guessing what factors need to be addressed.

Please contact Arnold Scholtz at 021 840 1600 or arnold@asl.co.za for further assistance regarding this exciting matter.

Remember: “What gets measured, gets done!”


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