9 steps to a client referral system that gets the leads flowing
How highly do you value leads in your business?
For any small or medium business, leads should be the most highly prized currency — to be consistently sought and converted.
Without a steady flow of new opportunities, how do you grow? How do you take things to the next level? How do you prepare for the future?
There is one simple lead generation system that EVERY single business should be using and MANY are not — even though it’s absolutely FREE.
It is practically guaranteed to bring in a steady flow of opportunities if you design a system around it; yet most businesses either treat it as an afterthought or let it take care of itself completely.
LinkedIn? Facebook? Events? Webinars?
No. We’re talking about client referrals.
The low-hanging fruit
Many business owners admit that they get most of their clients by “word-of-mouth”. But ask them what system they use and they stare back blankly.
At the same time, they waste marketing dollars on campaigns (SEO, social media, paid search) designed to generate leads but which often don’t live up to expectations.
The truth is that they could be MUCH more effective in tapping into the large pool of warm leads right there under their noses!
Client referrals really are the low-hanging fruit when it comes to generating leads. Why spend more of your valuable resources to climb the ladder and pick the apples at the top of the tree if there are plenty of crisp and tasty ones lower down? It makes no sense.
To start realising the potential of client referrals, get smarter about designing a system around them. It should not be a matter of hope.
By following the nine steps below, you can implement a system that allows you to pick the lowest- hanging fruit much easier…
Your 9-step lead referral system
1. Get clear on your value proposition
What are you able to provide that most other businesses cannot?
For your client referral system to work in the long run, you need to understand your key selling points: why you’re unique. Peel back the ‘layers’ of your business and define what makes you special.
Keep this in mind, as you will use it to ‘sell’ the idea of your business to existing clients and to new ones.
Ask yourself: Why would businesses refer their clients to me rather than to one of the many thousands of businesses out there?
2. Trim your existing client list?
This step may seem a little odd. But many business owners are busy looking after low-value or ‘problem’ clients that result in limited time to properly serve higher value clients — or to take on new business.
If you are “flat out” looking after problem clients who bring little value to your business, find a way to trim them so that you can focus on more profitable new business: perhaps recommend them to another business that can better serve their needs? You may even be able to earn a referral fee from it!
3. Start by asking the question to your closest clients
The best way to get referrals is to simply ask the question. Yet this can be a perceived obstacle for some business owners. They feel awkward in asking for business and prefer to appear “flat chat” all the time.
There’s no harm in being busy but — as per point two above — what are you busy with? Profitable business or fire-fighting? The day you stop asking for new business is the day your firm stops growing.
If you have invested time in building relationships with your most valued clients, there is no reason why you cannot approach them by email or in the next meeting for a couple of names of businesses owners who would benefit from the unique service you provide (defined in point 1 above).
Start with the real low-hanging fruit to gain practice and confidence for asking the rest of your database.
4. Segment your database: Ask the right question in the right way
Once you are comfortable with asking the question, you need to systemise it so that it becomes part of your process of doing business.
You should consistently ask the question of both existing and new clients — and even of prospects.
For instance, with a prospect who has downloaded a free eBook or received a free business health check-up and found it useful, is it possible that they know others who would find these resources useful?
Most likely there would be: so your lead referral system can include those who are not yet clients of yours.
If you have not segmented your database, you will need to identify clients by their value, how long they have been with you, or what stage of the sales funnel they have reached.
You cannot shape your questions to a client of 10 years in the same way as you would ask a client of three weeks or a prospect who is not yet with you.
5. Set expectations from day one
Even before a prospect becomes a client, start setting the expectation for referrals.
Make it clear when they sign up: should they find your services of as much value as you would expect (just like all the other clients you show them via testimonials), you will request at least two referrals from them.
You can even specify “after the job is done”, “after one month”, or “after six months” (if they become an ongoing client).
6. Deliver on the expectation
After you’ve set the expectation and the time comes around, make sure you ask for the referrals as promised.
Automate reminders for this part of the process.
Decide whether you will ask only for contact details (email address, phone number) or a face-to-face introduction. A meeting may be possible if there is an urgent need for your services.
If there is no immediate need, request the details of businesses who may appreciate receiving your newsletter. You can include them in your mailing list or refer blog posts to them to help build the relationship over time.
7. Expand your horizons
Lead referral is not confined to your clients. As a business owner, you probably have a vast network of professional service experts such as accountants, lawyers, financial planners, banking contacts, etc.
Think a little laterally here and include these professionals in your referral system — start expanding beyond your immediate circle.
8. Get creative
Get creative with your ongoing referral system. Include a line in your email signature asking clients or prospects if they know anyone who would benefit from the value you provide (defined in Step 1, remember!)
Alternatively arrange special events that provide clients with value adds — and ask them to bring two business associates for free.
9. Show your appreciation
Whenever you receive a referred lead, don’t forget to thank the referrer — whether or not it results in business for you.
The fact that they have trusted you enough to refer one or more of their valued network to you is an excellent sign that you are doing the right things.
Show that you appreciate the relationship — a verbal or emailed ‘thank you’ may be enough. Or you may like to take it a step further and send a card or gift.
What could this look like for your business?
The maths on client referrals is as simple as it is eye-opening.
Say a business has 100 clients. And say that each client is worth around $5,000 per year to you.
Conservatively, imagine that one in three of these clients are able to refer two other businesses to you per year — and you have a 50% conversion rate on the referrals.
Before you start your referral program you have:
100 clients x $5,000 = $500,000 revenue
After the first year of your referral program you have:
The original 100 clients x $5,000 = $500,000 revenue
+
(100 x 33%) = 33 clients who referred x 2 referrals each = 66 referrals x 50% conversion rate = 33 new clients x $5000 each = $165,000 in new revenue.
TOTAL REVENUE NOW: $665,000 (33% growth)
Then imagine this compounded over the years. It’s excellent growth for your business just from referrals. Plus, you have all your other marketing activities bringing in other leads.
Few businesses can afford to let such an opportunity pass as they build their futures.
Implement the nine steps above and you will be well on the road to securing a steady flow of leads to your business from your existing client base and your prospects.
Need help with your accounting?
At Ascent Property Co and Ascent Accountants, we know that in a competitive real estate market, how you structure your offer is just as important as the price you're willing to pay. While "cash is king" is an old adage, in property, it’s all about the certainty it provides. Here is everything you need to know about navigating cash offers to secure your next home or investment. How a "cash offer" actually works. There is a common misconception that a cash offer requires a literal suitcase of money. In reality, a cash sale simply describes an offer where the finance clause is removed from the contract. By signing a contract stating the finance clause is not applicable, you are making an unconditional offer. It doesn't necessarily mean the money is sitting in a transaction account today; it means you are waiving the right to walk away if a bank denies a loan. You are declaring you have guaranteed access to the funds required for settlement. The legal process of selling for cash is identical to a standard sale, minus the 21–28 day waiting period usually required for finance approval. Why sellers prioritise cash offers. Sellers are often motivated by more than just the highest number. Many will accept a lower purchase price if the offer is cash. Sellers love cash offers because they remove the "finance fallback". There’s no anxiety over whether a buyer’s bank valuation will come in short or if their loan will be rejected. Plus, without a finance clause, the sale process is hastened. Buyers can often move in sooner, which is a major draw for sellers looking for a quick transition. In a multi-offer situation, a cash unconditional offer acts as a point of difference, making your bid significantly stronger than those subject to finance. Preparing your cash offer. Because a cash offer removes your safety net, being organised is non-negotiable. Experienced purchasers—such as repeat buyers and savvy investors—often use this strategy because they have prepared their financial position in advance. Verify your liquidity . Before waiving the clause, ensure your funds (whether from a previous sale, equity, or private wealth) are ready for settlement. Assess the risks . The risks of a cash offer are the same as a financed offer after approval—the primary danger is defaulting on the contract. Build agent trust . Agents cannot legally demand to see your bank statements, so they rely on professional judgment to determine if an offer is genuine. Presenting yourself as a serious, organised buyer is key. Ready to make your move? Whether you need to review your tax structures for an investment or want to discuss the logistics of an unconditional offer, Ascent Property Co and Ascent Accountants are here to help succeed.
If you claim work-related car expenses using the logbook method, keeping an accurate and up-to-date logbook is essential. Many taxpayers assume a logbook automatically lasts five years but that’s not always the case. Changes in your work, travel patterns, or vehicle can mean it’s time to complete a new 12-week logbook sooner than expected. Here’s what you need to know. How long does a vehicle logbook last? Under guidance from the Australian Taxation Office (ATO), a valid logbook can generally be used for up to five years. During that period, the logbook establishes your work-related percentage of vehicle use, which is then applied to your total car expenses when calculating your deduction. However, that five-year period only applies if your work-related driving patterns remain substantially the same. If your circumstances change, you may need to complete a new 12-week logbook earlier. When you need to start a new logbook. A new logbook should be kept if your current one no longer accurately represents how you use your vehicle for work. Common situations where this happens include: Changing jobs . If you move to a different role or employer and your driving habits change. Moving house or workplace . A new home or work location can significantly alter your work travel patterns. Changes to work duties . For example, if your role now requires more (or less) travel than before. If these changes affect the way you use your car for work, your existing logbook may no longer be valid. New car, same logbook (maybe). If you purchase a new vehicle, you may still be able to rely on the logbook from your previous car, but there are conditions. You must make a written nomination before lodging your tax return stating: You are replacing your original vehicle with a new one. The date the new car replaces the old one. This allows you to apply the same business-use percentage to the new vehicle without completing another 12-week logbook. Records you need to keep. When using the logbook method, it’s not just the logbook itself that matters. The ATO requires you to keep records for all car expenses, including: Odometer readings at the start and end of the financial year. Purchase documents or lease agreements. Fuel or charging costs. Registration and insurance. Servicing, repairs and tyres. These records support your claim and ensure your deduction can be substantiated if required. One logbook per car. If you use more than one vehicle for work, each car must have its own logbook, and the logbook periods should cover the same timeframe. This helps ensure your work-use percentage is calculated correctly for each vehicle. A note on employer-provided vehicles. If your employer provides you with a car, or you salary-sacrifice a vehicle through a novated lease, you generally cannot claim car expenses using either the logbook or cents-per-kilometre method. This is because the vehicle is not considered to be owned or leased by you personally for tax purposes. Instead of claiming deductions personally, the tax treatment typically happens through Fringe Benefits Tax (FBT) and your salary package. Because these arrangements can vary significantly, it’s worth getting advice to make sure your vehicle setup is tax-effective and compliant. Need help with car expense claims? Keeping proper records and understanding when to update your logbook can make a significant difference at tax time. Claiming the right amount (with the documentation to support it) helps avoid problems later. If you’re unsure whether your current logbook is still valid, it may be worth reviewing your circumstances before lodging your next return. The team at Ascent Accountants can help you ensure your car expense claims are accurate, compliant, and working in your favour. Talk to us today.
Choosing the right business structure is one of the first and most important decisions a small business owner will make. The structure you choose affects how your business is taxed, how much paperwork you deal with, your level of personal risk, and even how easily you can grow in the future. In Australia, the most commonly used business structures are: Sole traders. Partnerships. Companies. Unit trusts. Family trusts. Each structure works differently and has its own advantages and responsibilities. Understanding the differences can help you choose the structure that best suits your business goals. 1. Sole trader A sole trader is the simplest and most common structure for small businesses. As a sole trader, you operate and control the business yourself, even if you employ staff. The business and the owner are legally the same entity. This means the business income is treated as your personal income for tax purposes. Simple and inexpensive to set up. Minimal legal and tax formalities. Full control over decision-making. You keep all profits after tax. Straightforward reporting through your personal tax return. Things to consider. You are personally responsible for all business debts. Personal assets (such as your home or vehicle) may be at risk if the business cannot pay its debts. Access to finance can be more limited. Tax is paid at your personal marginal tax rate, which may become higher as profits grow. There are fewer tax planning opportunities compared to other structures. Tax & reporting Sole traders report business income and expenses in their individual tax return and pay tax at individual tax rates. 2. Partnerships A partnership is when two or more people or entities operate a business together and share income, responsibilities, and decision-making. Partners run the business together and share profits or losses according to the partnership agreement. The partnership itself does not pay tax, but it must lodge an annual partnership tax return. Relatively simple and inexpensive to establish. Combines the skills, resources, and capital of multiple people. Shared workload and responsibility. Flexible profit-sharing arrangements. Things to consider. Each partner is personally liable for the debts of the partnership Partners can be responsible for debts incurred by other partners Personal disagreements can impact the business Partners cannot transfer ownership without agreement from the others Income is taxed at each partner’s personal tax rate Tax & reporting. The partnership lodges a tax return showing the business income and each partner’s share. Each partner then reports their share in their personal tax return. 3. Companies A company is a separate legal entity that operates independently of its owners (shareholders). Companies are regulated by the Australian Securities and Investments Commission. The company earns income, pays expenses, and pays tax in its own name. Directors manage the company, while shareholders own it. Limited liability—shareholders are generally not personally responsible for company debts. A company can continue even if ownership changes. Greater access to finance and investment opportunities. A flat company tax rate (currently 25% for eligible small businesses). A more professional structure for larger operations. Things to consider. Higher setup and ongoing administrative costs. More complex compliance requirements. Directors must meet legal obligations. Money earned by the company belongs to the company, not the owners personally. Tax & reporting. Companies lodge an annual company tax return and pay tax on profits at the company tax rate. Owners can access company profits through wages, director fees, or dividends. 4. Trusts A trust is a structure where a trustee manages assets or a business for the benefit of beneficiaries. The trustee can be an individual or a company. Two common types used by small businesses are family (discretionary) trusts and unit trusts. The trustee runs the business and distributes income to beneficiaries. In discretionary trusts, the trustee decides how profits are distributed each year. Strong asset protection compared to sole traders and partnerships. Flexibility in distributing income to beneficiaries. Potential tax planning opportunities. Beneficiaries are generally not liable for trust debts. Things to consider. More complex to establish and manage. Higher setup and administration costs. The trust must operate according to the trust deed. Losses cannot be distributed to beneficiaries. Undistributed income may be taxed at very high rates. Tax & reporting. Most discretionary trusts do not pay tax themselves. Instead, income is distributed to beneficiaries, who pay tax at their own marginal tax rates. Risk, administration & growth considerations. When comparing structures, three major factors usually matter most for small business owners. Risk & asset protection. Sole traders and partnerships expose personal assets to business debts. Companies and trusts can provide greater separation between personal and business assets. Administration & compliance. Sole traders and partnerships have minimal reporting requirements. Companies and trusts require more documentation, annual returns, and ongoing compliance. Growth & tax planning. Companies and trusts often provide more flexibility for tax planning, investment, and expansion. They can also make it easier to bring in partners or investors. Need help deciding which structure is right for your business? Many businesses start as sole traders and later transition to a company or trust structure as they grow. However, there is no single “best” structure—it depends on your business goals, risk tolerance, expected profits, and future plans. Getting professional advice from Ascent Accountants early can help you choose the structure that saves you tax, protects your assets, and supports your long-term plans. Get in touch with the Ascent team today.
Starting a business is an exciting milestone, but the paperwork can quickly become overwhelming. At Ascent Accountants, we often see new business owners get caught in the "registration trap"—either registering for everything at once (and creating unnecessary admin) or missing critical deadlines that lead to penalties. Knowing which registrations are mandatory and which are optional depends on your business structure, turnover, and whether you have a team. Here is our high-level guide to the essential registrations you need to consider. 1. The Foundations ABN & TFN. Australian Business Number (ABN): Your ABN is your business’s unique 11-digit identifier. While not strictly compulsory for everyone , you almost certainly need one. Without an ABN, other businesses must withhold 47% of any payments they make to you. Tax File Number (TFN): Sole Traders: You use your personal TFN. Companies, Partnerships, and Trusts: You must apply for a separate business TFN. 2. Tax Registrations (ATO) Goods and Services Tax (GST): You must register for GST if your business has a GST turnover of $75,000 or more ($150,000 for non-profits). If you drive a taxi or provide ride-sourcing services (like Uber), you must register regardless of your turnover. Fuel Tax Credits: If your business uses fuel in heavy vehicles, machinery, or for other eligible activities, you can claim a credit for the excise or customs duty included in the price. Note: You must be registered for GST before you can register for Fuel Tax Credits. 3. Employer obligations when hiring a team. If you’re moving from a "solo-preneur" to an employer, your registration requirements change significantly: PAYG withholding: You must register for Pay As You Go (PAYG) withholding before you make your first payment to employees or certain contractors. This allows you to withhold tax from their wages and send it to the ATO. Superannuation: You don't "register" for super in the traditional sense, but you have a legal obligation to pay the Superannuation Guarantee (currently 12% on July 1, 2025) for eligible employees. We recommend setting up a Superannuation Clearing House to streamline these payments. On 1st July 2026, super will be required to be paid each payday. Workers’ compensation insurance: This is a mandatory insurance policy for almost all employers in Australia. It protects you and your employees in the event of a work-related injury. Each state has different rules; for example, in WA, you must have a policy if you employ anyone defined as a "worker." 4. Business Identity: ASIC If you want to trade under anything other than your own legal name (e.g., "John Smith" vs. "Smith’s Landscaping"), you must register the name with the Australian Securities and Investments Commission (ASIC). Our advice? Don’t over-register too early. We often see clients register for GST before they reach the $75k threshold. While this allows you to claim GST credits on your setup costs, it also means you must lodge regular Business Activity Statements (BAS). Speak with us before you hit "submit" on your registrations. We can help you determine the most tax-effective timing for your specific situation. Contact the team today.
When you find your dream home, the process often feels like a whirlwind of inspections, mortgage documents, and packing boxes. Most buyers are diligent about checking for termites or structural cracks, but there is one significant risk that a physical inspection can’t uncover: legal defects in the property’s title. When it comes to real estate, one of the most effective ways to safeguard your equity is through Title Insurance. What is title insurance? Unlike standard home and contents insurance—which covers future events like fires, storms, or theft—Title Insurance is a specialised policy that protects you against existing but unknown legal risks that occurred before you bought the property. It is a one-off premium paid at the time of settlement that provides cover for as long as you own the home. Despite its value, statistics suggest only about 50% of buyers currently opt-in. How it works: real-world scenarios. Title insurance steps in when "discrepancies" surface after you’ve already moved in. Here are the most common ways it protects you: Illegal building work & conversions: It’s common to find a garage that was converted into a bedroom or a deck built without council approval. If the local council discovers this later and demands you bring it up to code or demolish it, Title Insurance can cover the legal and construction costs. Boundary & encroachment issues: Imagine discovering your fence, garage, or driveway is actually sitting on your neighbour’s land or Crown land. The cost of surveys, new building plans, and reconstruction can be staggering. Title insurance handles these expenses. Unpaid rates or taxes: If the previous owner left behind land tax or council rate debts that weren't discovered during settlement, the policy can cover these outstanding costs. Planning & zoning violations: Protection against loss if you cannot live in the house because it doesn't comply with local zoning laws. Is it worth It? These problems often stay hidden for years. You might buy a house that looks perfect, only to find out it has issues when you apply for your own renovation permits. For a relatively low, one-time fee, Title Insurance offers "peace of mind for your purchase." However, it is not a substitute for due diligence. Before you sign: Consult your conveyancer: They can help you finalise the policy during the settlement process. Research the provider: Ensure the company has a strong history of payouts and longevity in the market. Review the coverage: Understand what is specific to your property type (e.g., strata vs. green title). The Ascent perspective. From a financial planning standpoint, an unexpected $20,000 council-ordered demolition or a boundary dispute can derail your investment strategy. Title insurance is a small price to pay to ensure your property remains a secure asset rather than a legal liability. Are you planning a property purchase? Talk to the team at Ascent Property Co and Ascent Accountants to ensure your tax and financial structures are as solid as the roof over your head.
From 1 July 2026, the way employers make superannuation guarantee (SG) contributions will change. The Australian Taxation Office (ATO) has introduced Payday Super . This reform requires employers to pay super at the same time they pay employees’ wages. This is a significant update to the timing of super payments, and it’s important that your payroll processes and software are prepared well before the new rules commence. For full details, including eligibility and exceptions, see the ATO’s information on Payday Super. Key changes. Current requirements. Under the existing system, employers can make Super Guarantee payments to an employee’s fund up to 28 days after the end of the quarter. SG can be paid quarterly or more frequently (for example, monthly), and the current quarterly due dates are 28 October, 28 January, 28 April, 28 July. From 1 July 2026 Under the new Payday Super regime, Super Guarantee payments must be paid to an employee’s super fund at the same time as paying qualifying earnings (QE) — that is, on the employee’s payday . The payment must be received by the super fund within 7 business days of payday. There are limited exceptions to this 7-day deadline, such as for new employees. What you should do now. To ensure compliance with the new requirements, we recommend the following steps: 1. Review your payroll software and processes Confirm that your current systems can support on-payday super payments. If updates or changes are required, plan for implementation well in advance of July 2026. 2. Adjust internal procedures Update payroll calendars and workflows to align with the new payment timing, and ensure responsibilities and deadlines within your team are clear. 3. Seek advice if needed If you are unsure how the changes affect your business, or if your current setup requires modification, please contact us! We are here to help. 4. Review business cashflow. Ensure that the business cashflow will allow you to pay the superannuation on time, each payday. If not, you’ll need to put plans in place. We’re here to support you. These changes will affect all employers with staff and will require planning and preparation. If you have any questions or need assistance reviewing your systems and processes, please get in touch with the Ascent team.
