KSS January eKourier

Kennards Kourier Ko EDITION: JANUARY 2022

LIVING IN THE 90'S

WHO'S WHO IN THE ZOO

KSS CULTURE THROUGH THE AGES

THE POWER OF GOAL SETTING

2021 - WHAT A YEAR

CRM THE FINAL FRONTIER

1 Kennards Kourier Jan 2022

IN THIS ISSUE

Message From Sam

3

10 Questions With...

4

Team Member Profiles

5

KSS Culture Through The Ages

6 - 7

Competitive Behaviour...

7

Who's Who In The Zoo

8

How Well Is My Centre Operating...

9

Living In The 90's

10

The Want To Achieve...

11

CRM, The Final Frontier

12

2021 - What a Yaer

13

Spotlight On...

14

Over 10,000 New Storage Spaces...

15

The Power Of Goal Setting

16

Rotarians Stepping-Up...

17

Nevs Notes

18

Kennards Community

19

NEXT ISSUE

Deadline: March 11, 2022 Editor: Sharon Munro Email: sharon@kss.com.au Distribution: April 22, 2022

Front cover: Left to right: Nicky Goodwin - QLD Ops Mgr, Robert Stevens - Owner, Michael Macheledt - Property Development Mgr, onsite at KSS Cleveland QLD.

Kennards Self Storage Hoxton Park NSW

2 Kennards Kourier Jan 2022

MESSAGE FROM SAM

Welcome to 2022! I am very excited that this will be another significant year for the business.

2021 was a very busy year across all our locations. We added 6,000 square metres in rentable area, taking us to 665, 827 square metres available - this was mostly with the addition of the long-awaited Wairau Valley centre in Auckland. Impressively, our occupied space grew by eight times the amount we added. Demand has been very strong as people emerged from the pandemic. They have reorgan- ised and changed their lives and businesses, causing them to need storage space. We are the fortunate beneficiaries of the upheaval. This extraordinary and unexpected level of demand has made the centres very busy, and presented some unique customer-facing challenges arising from scarcity of space.

At the time of writing, we have grown to 91.3% occupancy and added 47,000 square metres of occupied space in the business during 2021 - an increase of about 8%. We now have 608, 117 square metres occupied and with strong price growth, where we have grown Asking Rates by about 17% in the same time. Our very large development pipeline will see us bring a significant amount of space in to the system across all our markets this year. If we achieve our programmed completions, there should be nine new centres opening in 2022. This will be challenging for the Team as we set-up and open new centres at a record pace.

which revealed more impressive outcomes about the ‘vibe’ here. Strongly blue/constructive while also seeing some noticeable rises in the passive and aggressive styles. These are never ignored. Rising from the background of extraor- dinary exertions of authority from our governments on our private and work lives, along with some significant internal changes in the business, there is a bit to unpack. Finally, I hope that you have had an enjoyable Christmas and make the most of the summer. I am optimistic for another good year and importantly a year where we can actually retake control of our lives.

Sam Kennard Chief Executive Officer

Last year, we returned to our Culture Survey (Organisational Culture Inventory)

3 Kennards Kourier Jan 2022

WHO’S WHO

10 QUESTIONS... With Mary Nessek - Accounts Payable Officer, THQ

Far left: Mary with her grandkids Iva, Mateo and Matilda. Left: Mary's big catch at Coledale Beach, 65cm long!

what makes us unique. I have three boys and one girl, they are all grown up and all but one has their own families. My husband and I are proud grandparents of Matilda, Mateo and baby Iva and are lucky to be in their lives. We all love the outdoors, you can always catch us at the beach having a barbeque on a hot summers day. Of course, without me, the party won't start! Your homeland is Croatia, how long did you live there and when/ why did you decide to move to Australia? I was born in Croatia and in 1969, my parents decided to start a better life in Australia. I was 13 years old. English was not my first language, so it was very hard in the beginning. But with determination and eagerness to discover new things, I made sure the move worked. I learned a lot of good lessons along the journey. I Love Australia!

work, it took forever. When we moved to our new office in Macquarie Park that's when it all started, Medius was born. No more manual processing, no more filing. I love challenges and love completing tasks. Over the past 15 years I have grown into a confident person willing to take on and embrace new challenges. I certainly have grown and learned a lot. In 2015 moving THQ from Homebush to the new office in Macquarie Park. The opening of many new centres and expansions of existing centres. The automated process of invoices in Medius. The ability to train online. We started as a small Team with small ideas, but now we have grown to a bigger Team with big ideas! What major changes have you seen or been a part of at KSS?

Tell us about the year you started with KSS?

I came to Kennards on Work Experi- ence at 40. The course I did was Advanced Computers Studies. Joanne Woodhouse (THQ) introduced me to Kennards. I started on the 4th January 2006. My first task was to create a Filing System that everyone would be able to use with ease. It was a bit of a challenge but with support and encouragement I got there in the end. I knew then that this was the place for me where I could learn and grow. I am an Accounts Payable Officer. I process all invoices in Medius, payments, month end processes, Support Requests, enquiries from various suppliers and all other day-to- day processes. Celebrating 15 Years Service last year, tell us how your role has evolved over those 15 years? I began with filing and processing Petty Cash for all of the centres and worked on the front desk for a while before I moved to Accounts Payable in 2010. The process required a lot of manual What do you do at KSS?

What are your hobbies outside of KSS?

My hobbies are fishing, (I catch more fish than my husband) whenever we go away either for holidays or weekend drives we fish. I love music and dancing, I also love to garden and make cakes.

Do you have a love or passion for anything/anywhere in particular?

What would be the best thing about your job?

I love most sports, but my passion is for football. I follow Croatia, Manchester United and Australia.

Being part of the Accounts Team. Learning new processes. Team support, teamwork and the friendly Team at Kennards.

To sum up KSS in one word would be?

Tell us about your family?

Memorable!

My family is an odd bunch but that is

4 Kennards Kourier Jan 2022

WHO’S WHO

TEAM MEMBER PROFILES

Tell us about your career background: My career has been predominantly in the Banking industry in Operational Risk and Compliance Management. If I had to say what my specialisations are they would be Cash Logistics and Procurement Risk. What do you enjoy doing when not at KSS? (Hobbies/ Interests)? Reading, Gardening, making/upcycling furniture (at a very beginner level), some Gaming (PS4), watching good TV, building Spreadsheets and teaching myself to Code. What are you reading now? I am reading The Temporal Void by Peter F. Hamilton What are you watching now? Yellowstone, Lost in Space, The Block (Australia). What favourite foods or restaurant would you recommend? I love all types of food, but items I can’t refuse are Oysters (natural), Ceviche and an Affogato. I would recommend a restaurant in Auckland called Govinda which is a vegetarian Indian restaurant. Where did you grow up and what was it like? I grew up in East Auckland, it was fantastic. I lived in a cul-de-sac with lots of other kids in the street, we used to play cricket and games on the road. Favourite hangout people when not at work? My partner Rachael and my cat Betsy. Favourite holiday destination or interesting place you’ve been to? The very north of New Zealand, the thin part on the way to Cape Reinga is like another world. Tell all your mates there’s more to NZ than the South Island. When Covid goes away I would like to go to Sri Lanka. James (Jimmy) Duthie Assistant Manager - Hastings, Hawkes Bay NZ

Caren Johnson Centre Manager - Tauranga NZ

Tell us about your career background: I have spent close to 35 years in the retail and customer service industry. I enjoy working with the public. What do you enjoy doing when not at KSS? (Hobbies/ Interests)? I try to spend as much time with the grandchildren as I can, they grow up so fast. We have six with another one on the way. What are you reading now? Sadly I am not reading anything at the moment other than kids books (to the grandkids)! What are you watching now? I enjoy crime and unsolved mystery programs. I think my partner is getting worried! What favourite foods or restaurant would you recommend? Favourite food is Seafood, also anything my partner cooks. Where did you grow up and what was it like? I grew up in Bay of Plenty in a small town called Katikati. Everyone knew everyone so couldn't get up to much mischief! Moved to Oz in 1990, my son Jason was two at the time. I spent five years in Daisy Hill then five years on the Gold Coast in Helensvale. Loved it there but family was calling, so moved home in 2000 to Tauranga and am still here to date. Apart from the traffic chaos it's the best place to live. Favourite hangout people when not at work? My partner Gary, our kids and the grandkids. Favourite holiday destination or interesting place you’ve been to? I don't have a favourite destination as we spend a lot of time camping. Any place we stop is amazing in New Zealand.

5 Kennards Kourier Jan 2022

FEATURE

KSS CULTURE THROUGH THE AGES

denotes the 50th percentile, extension over the 50th is considered significant, extension below the 50th percentile is considered insignificant. The two greatest extensions are considered the primary and secondary behaviour styles of the organisation. Leadership and culture are strongly interrelated and it has the most signifi- cant impact on how the Teams see and feel the culture. Other factors include operating systems, company structures, information flow, reward systems, job design. Pretty much everything has a direct or indirect influence on culture. We have been measuring culture since 1998, and we do this because we are a business in a constant state of change, a state that every successful sustain- able business lives under. If you are not continuously improving and evolving, you get left behind. All change has an impact on culture and that is why we measure culture every year. WE WILL CELEBRATE THAT WE REMAIN A CONSTRUCTIVE ORGANI- SATION, WE WILL What Impacts Culture? ‘

All Respondents - 251

A t KSS we have been measuring culture since 1998, The motiva- tion to measure culture came during a time when business performance was strong, however good people were leaving. There was an underbelly of unrest, gossip and innuendo amongst the Team. As a young Managing Director, Sam Kennard decided that this was not the type of company he would envisage operating. To change this the decision was made to introduce the Organisational Cultural Inventory survey (OCI) to measure the culture of the organisation. The results were not good but provided the much needed information to implement actions for change.

govern the way people approach their work and interact with each other”. Others have described culture “as how we do things round here”. Recently I saw a new book that described culture as the Unwritten Ground Rules - UGR’s. Culture is about behaviours. When you show up for work are you trying to survive with all your energy going into protecting yourself, or are you thriving as a satisfied member of the organisa- tion with your energy directed into the advancement of the organisation. The results of the OCI survey are presented in a circumplex with twelve behaviour styles arranged in three clusters; Blue Constructive, Green Passive Defensive and Red Aggres - sive Defensive. The extension of colour reflects how significant that behaviour is within an organisation. There is a dark circle in the circumplex that

EXPLORE AND REFLECT ON THE REASON WHY THE DEFENSIVE STYLES HAVE INCREASED.

Our last cultural survey was back in 2018, with the results showed a strong positive shift to a more constructive style. The decision was made to have a break in 2019 and then COVID hit and we decided to skip 2020. It’s been two years between surveys and a lot has changed and occurred in our business in that time. FOMO set in and nothing was going to stop us measuring our culture in 2021. The results of our 2021 test remain overwhelmingly construc- ‘

What is Culture?

One of the creators of the OCI model, American professor Robert A. Cook, describes culture as the “shared beliefs, norms and expectations that

Con't Page 7

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FEATURE

KSS Culture Through The Ages... Con't

tive, with Humanistic Encouraging and Achievement as our highest extensions respectively. In addition, our defensive styles have increased since the last test in 2018. Probably not surprising considering the time and the amount of change that has happened. We will celebrate that we remain a constructive organisation, we will explore and reflect on the reason why the defensive styles have increased. Being able to travel and visit Teams and conduct face to face training again, I believe will go a long way to reducing the defensive styles. Feel free to discuss your own thoughts and experiences about the culture with your Operations Manager or feel free to drop me a note. C ompetitive is described as “winning is valued”, “members are rewarded for outperforming one another” and “work against rather than with one another”. A “win/loose” environment is encouraged. A focus on winning and not on the result is seductive. 9 O’clock and 3 O’clock on the circumplex is often referred to as the satisfaction zone. Competitive combined with Approval is about winning and being recognised, what gets rewarded gets repeated. This can start at a very young age. A child comes first in a race and the parents celebrate, child comes last in a race and the parents say oh well better luck next time. What feeling do you think the child wishes to repeat? Winning becomes fun, and can enhance social status, and we feel good with that hit of dopamine. What Next?

Kennards - Culture Cluster Results

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and in 2018, when our culture was at its most constructive. The fluctuation in results both positive and negative is further evidence and validation to the importance of measuring culture often, and not to become complacent.

The line graph above shows our results over the years. The blue, green and red lines are the aggregated results of the four behaviours in each cluster out of a value of 400. The yellow line is the net position when combining the defensive styles (as a negative) and the constructive styles (as a positive). There are peaks in 2000, 2004, 2010

Darren Marshall Chief Operating Officer

COMPETITIVE BEHAVIOUR, IT'S NOT A COMPETITION A point of interest in this year’s OCI was the change in our competitive results. For the first time since the inception of the OCI back in 1998, our competitive extension moved above the 50th percentile to be significant in our business. What has changed to encourage such a result?

milestones on Yammer? Is it because we share the results of our Teams amongst each other to understand what’s possible? What gets measured gets managed and focusing our attention on our intention. Are all normal business practices for demonstrating what’s possible? To understand how Teams are achieving better results over others. The purpose is to inspire and learn not compete. These are just some of the reasons I have heard for the increase in competi - tive behaviour. The truth is at this point in time the reason is not clear. Are we encouraging a win lose environment where people are rewarded for outper- forming each other?

Competitive is constantly comparing oneself to others and is very much an antisocial behaviour. A CHILD COMES FIRST IN A RACE AND THE PARENTS CELEBRATE, CHILD COMES LAST IN A RACE AND THE PARENTS The question is what has changed to increase our competitive behaviour to a record level? Is it now because we openly celebrate our occupancy SAY OH WELL BETTER LUCK NEXT TIME. WHAT FEELING DO YOU THINK THE CHILD WISHES TO REPEAT? ‘

‘

I can’t see it and look forward to unpacking this more.

Darren Marshall Chief Operating Officer

7 Kennards Kourier Jan 2022

FEATURE

WHO'S WHO IN THE ZOO

As KSS continues to grow with new centres and Team Members, so does THQ. Over the course of 2021 we saw the Team embrace new roles and new faces. So who are they and what do they do?

Robert Salvino (Sal) (South Australian Operations Manager) I recently moved to Australia from the US. Previously working through several roles in Retail Management, from Store Manager to Loss Preventions and Operations roles. I am excited to get know KSS and work closely with the SA Team. Something you may not know about me: Well I come from the US and yes I own several guns back home. I also love cooking and can whip up a mean BBQ, any smoked meats is a gem.

have a drummer, thanks Karl! Any volunteers for a vocalist?

Karl Jones (Infrastructure Engineer) (Above left)

My role is responsible for the operations of secure and highly valuable computing platforms, servers and networks for the business. Assisting in the day to day resolu- tions of issues/problems within the Help Desk, as well as managing minor projects when required. Something you may not know about me: I can play drums and do a trick with my hands. Patrick Baldonado (Microsoft Systems Engineer) (Above right) This is a new role in the Technology Team. As the title suggests, the role specialises in Microsoft Technologies, the layer which sits on top of the nuts and bolts. Responsible for Microsoft Technologies, end user computing, delivery of a secure and optimised experience to Teams and everything in the background needed to achieve that. Something you may not know about me: although I am only 5’8 I am a keen basketballer and enjoy my shooting forward position. I also don’t mind playing my guitar and looking forward to starting up a band. I already

Brittany Ahern (Project Coordinator)

Happily settling in to this newly created role, I assist Michael and Craig with new centre builds, centre expansions and small projects within the business. Something you may not know about me: I love all animals but particularly different animals. My pets include Ferrets and Axolotls.

Suzie Maharjan (Office Administrator)

Taking over from Jo, I have big shoes to fill. Some of the areas I support are setting up new Team Members into our systems, collating SCOTY results, organising the flow for in house training for Teams, accommodation etc and ordering Bow Head flags and banners. Something you may not know about me: I enjoy cooking and have a green thumb. Tony Vuong General Manager Operations

8 Kennards Kourier Jan 2022

FEATURE

HOW WELL IS MY CENTRE OPERATING FINANCIALLY?

We often ask ourselves - how is my centre going? What indicates that a centre is going well? How do we compare a large centre to a small or a city centre to a regional centre?

“First time moving stuff into storage and the legendary Team here at North Melbourne made it the most positive experience. Super clear with the process. Super friendly. Only presented solutions to my needs. If you come across Adam or Suzanne get them a beer because they are legends!" Chi "Thank you so much Dee! I must confess that as long as you will all work in Kennards Storage Thebarton we will never change for any other! You are a great Manager! Thank you so much for all your managerial skills Dee, this storage centre is really an amazing place with a very pleasant atmosphere. I believe it’s because of all the beautiful people working there. When we came for the first time we met Darryl. Darryl was so helpful and nice and because of this great customer service he offered to us we decided to store our stock with you. Since we moved in to storage Darryl has helped us many times and he is always so optimistic and problem solving. You make a difficult day much easier for us! Thank you so much! It’s amazing to know that we can always count on you.” Katarzyna "Customer service second to none! Outrank local competitors on all fronts: service, price, cleanliness, lack of red tape and/or hidden costs. This is my second long term store with Kennards Self Storage Panorama and not only did I return as a customer, but I also received a massive discount for doing so. A big thanks to Luke and the Team." Rachel

T here are so many areas that vary between centres. One measure that is uniform across all centres is the EBITDA margin percentage. What EBITDA stands for is Earnings Before Interest Tax Depreciation and Amorti - sation. In simple speak it is the profit before interest and tax. This is then divided by the revenue for the period to give a percentage. The EBITDA margin percentage shows what percentage is left after taking all expenses off the revenue. This is one measure that can be used to compare storage centres. Let’s break this down to see if it makes sense. Revenue – the same for all centres • Storage Income • Merchandise • Insurance • Other Income Expenses • Very similar types of expenses are incurred for all sites such as Advertising, Insurance, Land Tax, Council, Labour etc. • The costs would generally be lower for smaller centres and higher for larger sites. How do we improve our EBITDA margin percentage? This is simple mathematics – grow income or reduce expenses. Every dollar added to income or every dollar

reduced from expenses has a benefit to the EBITDA percentage margin.

Compare your EBITDA margin percentage for the last three years and see if you are improving

In times where revenue is flat and expenses are going up – we will see the EBITDA Margin percentage dropping. The ideal situation is growing occupancy and rental rates and expenses are flat or decreasing. Note – some centres have rental income for Telecom Towers or expenses for rent – this would impact the EBITDA margin vs a centre that does not have this income stream or expense. Compare your EBITDA margin percentage for the last three years and see if you are improving or ask a neighbouring centre how they are going and see where you can improve your EBITDA percentage margin or assist them to improve theirs. Any input or questions, do not hesitate to ask anyone in the Finance Team. Anthony Rous Chief Financial Officer

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FEATURE

The year was 2012, I was sitting in the Boardroom of the of the largest self storage company in the world, turnover more than 1 billion US. I was surrounded by the CEO and the Senior Leaders from each department of the organisation. In my mind I was thinking how amazing is this that the most senior people of the largest self storage company in the world could be bothered coming together to give their time to someone from a much smaller self storage company in little old Australia. LIVING IN THE 90'S

T he reasons go back before my time, to the relationships forged by Sam Kennard over the years prior. That’s probably a story for another time. While I sat in this Boardroom literally star struck, the Senior Leaders each gave a presentation: Acquisitions, Construction, Operations, Learning and Development and Revenue Management. The level of detail and insight blew my mind. I couldn’t make notes fast enough to capture all the valuable information I was receiving. The company of course was Public Storage. It’s hard to commit everything to memory that happened that day. There was one thing that has stuck with me to this day. Public Storage operates over 2000 locations across most states in the US. At the time and to this day, Public Storage were achieving an average occupancy of ~94%, Mind Blown! To give some perspec-

tive, around the same time KSS was 74 locations with an average occupancy ~78%. As I left the Boardroom that day, the one thought in my mind was how do they achieve that level of occupancy and why can’t we achieve a similar result. From that time I have been motivated to get our little organisa- tion into the 90's. This dream was reflected in our goal from our 2016 strategic conference Momentum, to achieve 90% occupancy at a rate of $30 by 2020.

a wonderful achievement, thanks in part to COVID, but also to a combina- tion of influences in particular our Team Members who have worked diligently throughout the last two years to get us most of the way to our dream. Well done and thankyou to everyone for the significant role you have all played in realising our goal to achieve occupancy over 90%. The influence of COVID on demand for storage will not last forever. Our next challenge will be to maintain high occupancies while growing revenue long after the dust settles on COVID. In the meantime, be proud of what you have achieved, and the 1,000's of people you have helped during this time of massive disruption. A strong reminder to not underestimate the true value of self storage, our service and how it helps the community.

90x30x2020

An ambitious target which we didn’t achieve in 2020.

Spring forward to today and our average occupancy for the group is over 90% and over 92% for our like for like stores. Our rate per square continues to grow. This is

Darren Marshall Chief Operating Officer

10 Kennards Kourier Jan 2022

FEATURE

THE WANT TO ACHIEVE IS THE ACHIEVEMENT

in getting the job done and doing well. These people possess the skills necessary for effective planning and problem solving. Their ability to share responsibility, inspire others and build confidence makes achievement- oriented people excellent leaders. If you are at a centre enjoying high occupancy, the want/motivation to achieve should still be a hunger you take into other revenue streams. Turn something that you do not have a great history of achieving in and make that your new goal. Two great examples are insurance and Google Reviews. Getting a Parcelpoint return with no label at 5:55pm is one of those situations that polarises people. Someone that is greatly motivated or “wants to achieve” would welcome this situation and create an extra positive and ask for a 5 Star Google Review. Some of us may get frustrated at potentially leaving later than they normally would and then take that frustration home to their personal life. Which way would you choose? Developing achievement-oriented thinking involves recognising where your efforts make a difference, deciding on a desired outcome and setting specific goals to help you accomplish it. Achievement oriented Managers prefer to lead by example and encourage those they interact with to give their best effort on every project. These Managers set and communicate challenging yet realistic performance standards, and promote teamwork by consistently seeking the Teams input. Keeping this want alive is necessary to let your soul and body reach success. That day is not far away when achieving becomes your habit in work and daily life. Keeping the Want Alive

“How much pain have you bore till now because you lost every match you played? Did you know you are returning to the game always a mile stronger? One day, you will be a winner only if you want to be the one. After a series of losses, you will have a turn and turn about of winnings. But what should be done if you really want to win? Winning isn’t everything – but wanting to achieve is.” Vince Lombardi (pictured below) was an American Footballer, Coach, and Executive in National Football League (NFL).

Michael Phelps was born, he did not win his first swim race. They both lost several races before they could taste success. If both these legends had the attitude of winning is everything, then they would of not even qualified for the Olympics.

Why Winning is not Everything?

There is no competition with others when you are competing with yourself. One day, without realising, while competing with yourself, you will have achieved the goals you set. If you think that winning is everything, there is a high probability that you will lose (not be successful). This is not easy. It requires a lot of hard work, persistence, and dedication. If you have already assumed that winning is everything, you are not going to achieve much. There will be a point in your life where you will have to face the defeat. At that point in your life, you will lose everything if winning has been everything to you. Remember, Usain Bolt did not win his first race. He lost several races but his want to achieve made him the best athlete in the world. Even when

The Want to Achieve is the Right Attitude

The want to achieve is the right attitude. If you really want to achieve, you will have to understand that winning is not everything. Instead, you have to realise that your want to achieve is the right attitude. What matters most is that you tried. If you have tried and given your best, you have achieved. Achievers are motivated to succeed by their own beliefs and values. Achievers know they can improve things, and do not hesitate to act on this knowledge.

Achievers tend to find their work highly rewarding. They are most interested

Antone Boustani NSW Operations Manager

11 Kennards Kourier Jan 2022

FEATURE

CRM (CUSTOMER RELATIONSHIP MANAGEMNT) THE FINAL FRONTIER

CRM systems provide access to powerful analytics to help with identi- fying opportunities for training and development and continuous improve- ment through rich insights and signals. ‘ CRM platforms are powerful systems that connect all the data from your sales leads and customers in one place KSS and CRM Storman has been in place at KSS since 2003. Storman was designed more as a property management system and customer accounts platform for self storage (as were most of the early self storage software systems). It was never intended to be a powerful CRM centric tool. This is common throughout the industry both here in Australia and New Zealand and other parts of the world. For this reason, industries who sell a product or provide a service in a competi - tive environment are choosing to sit a sophisticated CRM tool on top of their current management systems, something known as augmentation. ‘

small, is critical to the ongoing sustain- ability of a successful business.

What is CRM?

Simply stated, CRM is a sales management tool for Salespeople. CRM systems help Salespeople manage and close more leads, log sales activity and store contact data using automation. Today, a CRM is typically a cloud base technology that captures, stores and organises potential customer information into a system that helps Salespeople stay connected, manage pipelines, and build relationships with those potential customers. CRM platforms are powerful systems that connect all the data from your sales leads and customers in one place. They improve and enhance customer service, drive sales, and increase revenue. When customer information is organised and managed by a CRM technology that information can be digitised and automated. This helps deliver a consistent and efficient sales cycle, that is timely and delivers a positive connected customer experi - ence. A fully integrated CRM platform increases collaboration across Teams, ensures the customer experience is contextual, targeted and consistent regardless of who the customer interacts with. Why Use a CRM Solution?

CRM and the systemisation of the sales pipeline presents the final frontier for our business. It is the last major gap remaining in our business systems suite and digital workplace. When you consider Storman, our website, Digital Agreements, Atlas, Compass, Houston and Revenue Management to name some of the key components in our ongoing digitisation strategy, CRM is our last remaining enterprise system to adopt. This is not to say that’s the end, we will always look to improve, change and add to our environment of systems, this is however considered to be a game changer offering tangible sophistication to the sales aspect of the business. KSS has been on a path of discovery to learn and understand what CRMs are out there and what would be suitable for our business. Like most major initiatives, the process and decision is always deeply considered. We will continue the research in the hope that this year we will have a CRM system in our own business that will help our Team Members manage their pipeline and convert more enquiries to storers. Jeff Xanthos Chief Information Officer

Realising the importance of a powerful CRM system for enterprises large and

12 Kennards Kourier Jan 2022

FEATURE

2021 - WHAT A YEAR! We made it! What a great way to end the year with most of the restrictions lifted. Although not all of us were able to come together and celebrate, it was wonderful to see each State had the opportunity to get together and celebrate with their local Christmas Parties. Some Team Members had not even seen each other in their own States for months. It's lovely to see the wonderful photos of everyone coming together across all locations.

Victoria

South Australia

Wellington NZ

Hawkes Bay NZ

Palmerston North NZ

Auckland NZ

Gold Coast QLD

Sunshine Coast QLD

Brisbane QLD

Sydney NSW

13 Kennards Kourier Jan 2022

PROPERTY

SPOTLIGHT ON CROYDON PARK

T he Croydon Park Centre was the fifth facility built in South Australia. The old existing warehouse space was converted into a Kennards Self Storage centre and has been operating since 2018. The centre has a great variety of ground floor and upstairs options. Additionally, six driveway accessible Enterprise Spaces serve as a home base for some of our larger business customers. The centre is located at the intersec- tion of Days and Torrens Roads in the suburb of Croydon Park, which is currently experiencing gentrification like many of the surrounding suburbs. A large portion of the customers we have met over the last 6-12 months have purchased new homes in housing developments such as the St Clair, Dock One, Angle Park and Fletcher’s Slip developments, which have played a big part in our occupancy growth in recent times as demand for storage in the area continues.

the Conference Room and internal units which stay cool year-round.

for four years and previously managed the Adelaide Airport centre, while Alan has extensive retail and merchandising experience, so to say that the Merchan- dise Displays are pristine would be an understatement! Croydon Park closed off December with it’s highest occupancy to date (92.5%). The challenge is to now sustain this level of occupancy and improve their square metre actual and asking rate.

‘

THE CENTRE HAS A GREAT VARIETY OF

GROUND FLOOR AND UPSTAIRS OPTIONS. ADDITIONALLY, SIX DRIVEWAY ACCESSIBLE ENTERPRISE SPACES SERVE AS A HOME BASE FOR SOME OF OUR LARGER BUSINESS CUSTOMERS

KSS Croydon Park Josh Bendall, Centre Manager and Alan Burvill, Assistant Manager

Croydon Park is one of two centres that provides Gun Storage across Kennards in South Australia. It is also one of the few centres that has an EMU onsite, which has proven to be of huge benefit to customers that are either unable to or are uncomfortable towing a trailer. The centre benefits from an open car park and three lifts, making access to upstairs units a breeze. The current Team is Josh Bendall (left), Centre Manager and Alan Burvill (right), Assistant Manager, who joined us in 2020. Josh has been with Kennards ‘

The centre is also host to many business customers from a wide

variety of industries. A new customer of ours, Matt from Garbi Distributers, is a wholesale importer and distributer of international foods and confectionery. Matt says that Garbi has benefited from the facilities at Croydon Park including

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PROPERTY

OVER 10,000 NEW STORAGE SPACES IN 2022

Wetherill Park NSW

Murarrie QLD Level 3 is now complete. The fourth floor materials for the fit out are lifted in and works to be completed in March 2022. Coorparoo QLD The fit out for level 3 has begun with materials lifted in and level 4 will be completed in February 2022. Wetherill Park NSW The three buildings are near weather tight, external works, pavements and services are underway, the hoists are in and the internal fit out is due to start soon.

Cranbourne VIC

Cleveland QLD

services installed and first floor slab complete. Completion in May 2022.

this expansion of the existing Camperdown centre. This new 6 storey addition with 550 self storage units will be constructed over the rear carpark of the existing Camperdown centre. Fyshwick ACT Patterson Building Group have won the project and site establishment has commenced. Michael Macheledt, Craig Henery & Brittany Ahern Property Development Team

Adelaide CBD SA Early demolition works have

commenced. After this KSS can review the new construction work program.

Craigieburn VIC The builder has begun with earthworks onsite.

Moorebank NSW Patterson Building Group have been engaged to complete a new 7 storey building with 900 self storage units facing Newbridge Road, Moorebank.

Cranbourne VIC Work has commenced onsite with earthworks and services locating. Cleveland QLD The lift pit is complete, ground floor columns are complete, below ground

Camperdown NSW Patterson Building Group will complete

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PROFESSIONAL DEVELOPMENT

THE POWER OF GOAL SETTING

Whether it’s a specific position at KSS, a finish line you’re dying to cross or a vague notion of a life well lived, most of us have an idea of where we want to go. Imagining that incredible mountain peak with winding trails to reach the top can be daunting. Knowing where to begin, how long it will take and the necessary steps to reach said goal is not an easy feat. Fortunately, there is power in setting goals along the way to put achievement within reach. effort when it comes to goal setting, and certain strategies have been

proven to be more successful. To start, establish small, achievable goals, and set them often. Set small goals that you are confident you can achieve, surpass them and then set new goals. Small benchmarks will keep you from getting discouraged and help you stay focused with little victories along the way. The size of your goal will dictate how far you break it down, reducing it further and further until it’s one small task that you’re sure you can complete in the time frame set. For example, if your goal is to run a half marathon, maybe start by trying to run 5km. But, before that, start by completing a training program. And, to break it down even further, start by completing the first day of that 5km training program today. Each small step brings you another check mark closer to that broader goal. The same study by Gail Matthews also found that participants were far more likely to achieve their goals if they wrote them down. Yes, meaning actually putting pen to paper. So, grab a notebook, mood board or just a post-it on the mirror and write each goal down. Give yourself an opportu- nity to check in with weekly progress reports—another keystone of success with Matthews’ group. Of course, you won’t have someone monitoring your every move, but it’s important to check in with yourself to keep things on track. And, it will give you another opportu- nity to be mindful, feel gratitude for the process and look positively toward the next step.

G oal setting is the process of defining what you are looking to accomplish and mapping out the necessary steps to achieve it. Goal setting must involve significant planning, dedication and measure- ment to be effective. The end goal may be a far reach, and getting there might take days, weeks, months or even years. With proper strategies, lengthy timelines can be less intimidating and successful outcomes within sight. The best place to begin is with reflec- tion. Invest the time in reflecting on where you are now and allow yourself to feel gratitude for the present and the journey up ahead. As you reflect, recognise the category in which the goal fits. Is your goal family and home life oriented? Is it a professional or career- related goal? Or, is your goal related to personal growth? The better you understand where your goal falls, the better you’ll be able to plan the steps toward achievement. Constructing a path toward success that you define, recognise and own is a powerful tool to increase the likelihood of achievement. With a plan in place, you’re committed and held accountable

when each piece of the plan is either surpassed or left standing. In other words it gives you long-term vision and short-term motivation. From Michael Jordon to Elon Musk, goal setting is something you’ll likely find among most—if not all—successful people. Goal setting is not only a helpful strategy, but a proven one. Research shows it benefits self-esteem, self-confidence and self-reliance. A 2015 study by psychologist Gail Matthews also found a strong link between goal setting and success. With research at the helm, it’s clear that goal setting not only benefits mindset, but also outcomes. recognise and own is a powerful tool to increase the likeli- hood of achievement Constructing a path toward success that you define, ‘

‘

Wayne Brown Training & Development Manager

The planning is just as important as the

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CHARITY

ROTARIANS STEPPING-UP FOR WOMEN OF AUSTRALIA

"The Team at Kennards Storage Pymble have been an absolute pleasure to deal with. Right from the get go Steve was extremely knowledgeable in assisting me with selecting the correct storage size based off of what I had described to him over the phone. They set me up promptly and the next day I dealt with Varsha who was also extremely helpful in showing me around the facility and setting up my account. What stood out to me the most was one particular day I did not have a helping hand, Steve and another staff member without me asking or expecting it came to my assistance with an item that was beyond me handling on my own and got it into my designated storage cage. This is absolutely superb customer service and I am beyond impressed with all of the staff that I’ve had dealings with at this branch. Thank you Varsha and Steve. Keep up the Fantastic work." Sam "Kem, Michelle and Rachel at Chatswood KSS do a great job looking after the centre and looking after me. They are prompt in responding and nothing is an issue. A great experience, thanks.” David "We cannot fault our experience with Kennards at Milton. From the phone calls to our in person interactions, the staff were incredibly friendly and helpful. We would highly recommend this business." Anne "Have used Kennards Port Melbourne for moving and packing equipment for years. Always helpful advice and variety of products, is great value. Being able to return used boxes is fantastic too." James

Left to right: Anthony Donald - Centre Manager Kingsgrove, Rotarian - Vinod Reddy and Ray Powe - Group Service Manager Fergusons Toyota

A t the height of the pandemic last year and despite the shutdown of their benevolent partners Qantas, Rockdale Rotary were still greatly appreciative of the ongoing donation of a good quantity of Kitchenware from Qantas. Once the restrictions eased Rockdale Rotary swiftly gifted these high-quality Crockery and Cutlery to the Women's Crisis Centres, Mosman House and Beecroft House, at the request of Women's Community Shelters. Mosman House is a holistic housing for 18 homeless women aged over 55 who can have a safe and secure place to call home until they move to permanent housing. Beecroft House is a shelter and transi- tional accommodation for 20 women over 55 for a minimum of two years, with ongoing support to identify permanent housing solution.

a driver was answered by Service Manager Ray Powe at Fergusons Toyota. Rotarian Vinod Reddy from Rockdale Rotary is ever so grateful to Kennards Storage ongoing assistance to store all of the donated goods received throughout last year and ongoing in to 2022 at KSS Kingsgrove. Rotary International is an interna- tional service organisation with over 1.4 million members, whose stated purpose is to bring together business and professional leaders in order to provide humanitarian service and to advance goodwill and peace around the world. For more than 110 years, Rotary has bridged cultures and connected continents to champion peace, fight illiteracy, poverty and promote clean water and sanitation.

To learn more about Rotary Interna- tional visit https://www.rotary.org/en

Sharon Munro Executive Assistant

The specific request from Vinod for

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NEV’S NOTES

NEV'S NOTES

Neville Kennard (1937 - 2012) Founder of Kennards Self Storage, enjoyed and was very passionate about expressing his ideas. These little gems have been appreciated by many in KSS. We will continue to publish his ideas that we have in stock. Enjoy!

THE RIGHT POLICIES TO FIX A DEPRESSION

It is not surprising that in a democracy a populist government (and aren’t they all?) will opt for some short-term palliative, a superficial fix that will see it continue to be popular for the rest of its election cycle.

A nd it’s not surprising that a govern - ment will take advice from taxpayer- funded bureaucrats or consultants. And it is equally not surprising that these taxpayer-funded “experts” will give advice that will lean towards their own well-being. Thus we have destructive “stimulus spending”, morally-reprehensible “tax handouts to all” (even non-taxpayers) with advice to spend it, rather than save it. Any citizen with an ounce of common- sense can see that it was exuberant spending, reckless borrowing, a sense of endless prosperity that got people and companies into the over-borrowed mess they are in. And the way out is not more spending, but saving. More spending will give a short-term boost, but what then? Another boost? Another stimulus and hand-out? It is quite likely that this is what the government will do. They probably do know that the piper will have to be paid one day, but perhaps this day will be on someone else’s watch and the incumbents won’t have to be the ones paying, the ones prescribing and taking the strong medicine. Prosperity comes from saving and investment, not from spending; spending, when it as a result of saving and investment, is affordable and sensible; spending is what we have saved (and invested) for.

people and companies to save, pay off debt, accumulate capital. Eliminate the most destructive taxes, like payroll taxes, capital gains taxes, and the dozens of nuisance taxes. Cut spending, government spending that is. Razor-gangs, slash and burn, anything that will reduce the non-productive costs, the waste, the destructive burden of government. Eliminate or reduce substan- tially minimum-wage laws and employ- ment restrictive laws so employers can hire (and fire) easily. Eliminate, not just reduce, some government departments. comes from saving and investment, not from spending; spending, when it as a result of saving and invest- ment, is afford - able and sensible; spending is what we have saved (and invested) for. Deregulate: lighten the regulatory burden; more slash and burn. Make Canberra a ghost town. Watch an emigration out of the tax-consumption capital of Australia. These people can get real jobs and find out what it’s like to be tax-producers rather than tax-consumers. Privatise: sell government assets, get them into private hands where they can make profits, innovate, pay taxes, Prosperity

compete. The money can go to pay off debt, pay off redundant bureaucrats, and further reduce taxes. Get rid of thousands of tax-consuming bureaucrats and let them find work, real productive work, in the private sector. Many of them have never had a proper job in their lives so it will be a shock. But they will learn. It’s so simple! And it ain’t politically easy, so it probably won’t happen; too hard for populist politicians. Australia is currently enjoying good prosperity thanks to abundant resources, a productive educated workforce and a culture that is mostly honest and fair. It is no thanks to silly politicians whose only goal is to get elected. But these prosperous areas will some time slow down — they always do — and then we will need the above policies. If we had them now the slow-down may be indefi- nitely postponed; but that would be too much to expect.

So what should they be doing? This is very simple. But it is not politically easy.

Cut taxes, and while you’re about it, reform and simplify the tax system; help

April 13th, 2011

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