Most organisations are aware of the growing importance of mobile apps in business. The significance of this situation is made crystal clear in a report by the world's leading information and technology company, Gartner, in 2015.

Gartner forecasts that by 2019 worldwide sales of mobile phones will reach over 2 billion worldwide.

With greater and greater numbers of consumers and workers preferring to receive information on Smart Phones and other mobile devices, the challenge for companies is to have access to apps that allow both their workforces and customers to perform a myriad of different functions, such as accessing pay slips or taking part in market research on these devices.

In addition, many firms are now insisting that workers bring their own smartphones into the workplace to utilise in many different circumstances, that go way beyond mere phone calls or messaging.

Another challenge going forward is that Gartner is of the view that demand for mobile apps will outstrip supply by a ratio of 5:1 based on the capabilities of internal corporate teams, worldwide.

This is due primarily to the limited availability and cost of acquiring expert software developers in the mobile app area, coupled with ever increasing business needs. There is also often a time delay in learning about, developing, testing and implementing these apps.

In addition, the situation is forecast to get worse before it gets better.

In this regard an excellent option is to outsource a proven totally managed solution whereby a tailored solution is available in weeks, without the substantial cost tag that goes with new app development.

The taxi and car hire industry stranglehold over regulated licensing of hire car vehicles and shared riding has finally been broken. Thanks to the tenacity of Uber exploiting their disruptive technology and reintroducing courteous and friendly service, they have succeeded in engaging most State Governments to relax the rules that govern licensing of vehicles.

Until now, transport regulation has precluded the registration of a practical vehicle to convey an individual passenger. Each State had (actually still has) a ruling that either requires deployment of a long wheel base vehicle (2.8metres in length) or a 9 seater vehicle (meaning a bus). The rule did not apply to charities and community organisations in whose favour the rule is waived or, for those operators willing to simply break the law. No doubt that these volunteer based institutions are overloaded and are incapable of servicing the demand of the broad community.

So what does this mean for the elderly community at large? For one thing, it is hoped that community service enterprises may be allowed to function and compete on a level playing field. For the past two years Optivance 360 has campaigned for permission to bring Driving Miss Daisy into Australia and now these restrictions are about to fall away.

Driving Miss Daisy is a companion driving service that empowers older citizens to retain their independence and live longer independent lives in their own homes. Driving Miss Daisy is a door to door service that is pre-booked. Typical services include accompanying customers to medical appointments, taking pets to vets, taking old folks to hairdressers or to their friends, and generally safely looking after each companion friend from the point of commencement to end of journey. All clients are met at their door and returned home safe and secure. The service is extended to accompanying folks by travelling interstate and even overseas. Not to forget younger families, Daisies also take children to and from school and extra activities giving the rest of the family with free time.

The emphasis is on safe companionship, fun and accompaniment.

Optivance 360 directors Alan Branch and Stan Zets have been closely involved in the establishment of the business in the United Kingdom. They helped develop the franchise infrastructure and customised operations and have travelled to the UK in order to establish the business. Within 2 years, the business now operates successfully in several counties.

Stan and Alan are now working to establish Driving Miss Daisy in Australia as part of the international franchise from New Zealand owners Melanie and Jack Harper. Mel and Jack are pioneers in the industry and have worked tirelessly to establish more than 100 franchise operations across New Zealand. Their knowledge, experience and tools will help us make Driving Miss Daisy in Australia a great success.

For more information about this exciting business or to learn how you or a friend can become a part of Driving Miss Daisy in Australia please contact either of Alan or Stan who will gladly answer your questions.

Management consulting grew at a time when management was establishing itself officially as a unique area of business, although it had certainly existed in essence way before.

Depending on opinion the first management consultancy was either Arthur D Little in 1886 or Frederick Winslow Taylor in 1893, both of whom practised in the USA.

In order to succeed nowadays management consultants need to combine many attributes. Ideally these should include:

1. Possesses great integrity
2. Having meaningful points of difference as well as points of parity. Creativity and lateral thinking are often good differentiators and in addition management consultants must provide what is expected from the profession generally. This includes relevant software, processes, procedures and a timeous response in times of need
3. Providing benefits, beyond functional ones alone, such as emotional and self-expressive benefits. Examples are eliciting peace of mind, trust, etc. Great brands, both corporate and personal generally have a basket of benefits which are of significance to their customers and target market.
4. Adopting a hands-on and practical approach, with a sound theoretical framework
5. Being nimble and flexible
6. Having the skills to assess and learn from the past yet focus on future objectives, with KPI's to match
7. Having the ability to think holistically both inside and outside the box
8. Possesses analytical and creative skills
9. Taking cognisance of trends and technical advances, yet not abandoning classic inputs, where appropriate
10. Understanding the need to listen and do so
11. Being skilled at communications and collaboration across all levels
12. Having exemplary client servicing and mentoring skills
13. Proactive and not wait for others to lead
14. Doesn't confuse strategy with planning
15. Conveys a positive attitude and has respect for others
16. Keeping politics and big egos out of play

 WANT TO KNOW MORE? The full post is available at: https://goo.gl/etcR0s

Most businesses looking for fast growth will take on some or all of the advantages of franchising. The path to franchising will require you as the business owner to look closely at what parts of the business you will release over to your franchisee to be part of their business. This is the unique feature that you as a future franchisor must embrace and in turn encourage the success of your franchisees whose money will fund a major part of your expansion costs. Done correctly this is a fair exchange for both parties.

Once you are mentally ready to split your business and hand over responsibility for a major part into the hands of your new franchisees, you realise just how important recruitment will be. Recruit great franchisees with the right balance of entrepreneurship and willingness to be a team player and you are well on the way to skyrocketing your business.

Now you face the reality that there are two mouths to feed. The profits made from the business have to be split so that you have enough funds to manage and improve the overall business plus each of your franchisees have to be successful and help grow your business. Your franchisees are your best endorsement especially if they become a multi-business operator (MBO) and brag about their success; bringing in new franchisees.

With granting franchises comes significant responsibility to ensure your business remains competitive. Every franchisee will need training and over time sufficient contact with you and your team so that they start thinking like you which in turn creates the unique culture of your business. This genuine culture will be a key driving force to skyrocket your business. Without a strong bond between franchisees and you the growth of your business will plateau as your time will shift from enjoying the flood of ideas from happy franchisees to continually dealing with the bottom quartile of franchisees who think complaining is the road to their success.

Your management skills will be adapted from administering employees to now providing strong leadership to highly competent franchise business owners and potentially large MBOs. All your franchisees will expect you to have a clear strategic plan to keep ahead of competitors and to ensure that poor performing franchisees get better or leave. This requires excellent communication skills which need to balance encouraging the entrepreneurship of franchisees with stopping their desire to break away from the proven operation processes and standards. Considering that most franchisees sign a five plus five year franchise agreement, you must be ready and on your toes for at least a 10 year commitment of excellence. An exciting challenge with great rewards when done well.

Does your business have what it takes? Virtually every business has the potential of rapid expansion with the right strategic approach and a clear understanding about the modifications that you and your management team will have to adopt to get the best out of your franchisees. If you do not have in-house expertise then speak with our head of franchising Alan Branch http://www.optivance360.com/alan-branch.php

In order to grow profitably, SME's need to adhere to financial disciplines and establish key performance indicators (KPI's) relative to each. The nature of each KPI will be linked to objectives in each instance.

In our experience some of the most important financial disciplines needing to be established and monitored include:

1. Meaningful chart of accounts. A chart of accounts (COA) is a financial organisational tool providing a total listing of every account in an accounting system. An account is a unique record for each type of asset, liability, equity, revenue and expense
2. Regular financial reporting with consistency of methodology, for comparative purposes
3. Budgeting in a timeous manner for each period followed by a comparison of actual vs budgeted in a given period
4. Active tracking and reassessment of all key performance indicators
5. Adequate insurance cover with professional assistance, as required
6. Managed housekeeping
7. Timely loan repayments to financiers
8. Active monitoring of cash flow and gross margins with provision to act where necessary
9. Timeous debtors collections, together with processes to expedite, should the need arise
10. Improved stock turnover, where appropriate
11. Management of cash outflows
12. Risk assessment and management
13. Developing an exit strategy and factoring this into the running of the business

Each of the above is an area that should be monitored carefully over time and adapted, if necessary. Once information has been collected, management reporting and dashboards need to be provided in a timely manner tailored to the specific requirements of the board.

Optivance 360 is a management consultancy whose members all have over 20 years' experience, at senior levels, in their relevant areas of expertise.

Our consultants have worked with clients ranging from blue chips such as Qantas Loyalty, Agrevo and Aventis, to SME's including Royal Copenhagen Ice Cream and Driving Miss Daisy, and have proved highly successful across many different organisational genres both locally and internationally.

Our areas of focus includes: Financial strategy and management, franchise consulting and implementation of business development globally, brand development, marketing & communications.

Our Group advertising and marketing agency, Milestone-Belanova, provides an opportunity for clients to seamlessly implement elements of our recommended strategy and tactics in a convenient and cost efficient manner, should they wish.

Our latest article The Irony of Law Firm Brands can be viewed at https://goo.gl/MeOVV6.

This article provides valuable insight into many pertinent issues relating to law firms and other entities and sets out a process to remedy the situation.A fast and fun way to get a great feel for our company can be attained by viewing our online video at www.optivance360.com.

Alternatively please contact:

Alan Branch(+61 413 524 134) for matters pertaining to franchise consulting and development.

Stan Zets (+61 414 577 714) or Irvin Gordon(+61 408 599 960) for areas related to financial strategy and management.

Alan Kaplan (+61 418 758 555) for all matters pertaining to brand development, marketing, communications, market research and related, including information about our Group advertising and marketing Agency, Milestone-Belanova.