edhardy

In the next few weeks, all the carriers will complete their 2008 pricing announcements. As we look at the future, it?s probably a good bet that these carriers? rates aren?t going down any more than the cost of oil. So what?s the impact and action plan for your business? Given the size of the increases that have been announced so far, multichannel companies need to look at all the options open to them and develop short and long-term strategies to reduce the impact.

UPS has announced that they will be increasing Ground rates by 4.9% in 2008, which is equal to last year. (FedEx will most likely match the UPS Ground increase, but that information has not yet been released.) Under new rates, the Ground commercial zone 2, 1-lb. rate has increased 5.0% over last year?overall, a 16% increase over three years, from $3.62 in 2005 to $4.20 in 2008. For 1-70 lb. packages the average increase is 4.8%. However, if the majority of your shipments are in zones 4 or 5 ?like many businesses are- the increase is about 5.16%. Depending on your warehouse location and the predominant zones in which you ship to customers, the impact could be more or less than this average. Meanwhile, the Ground residential minimum charge increased to $6.15, a combination of the base rate for zone 2 and the Ground residential surcharge. In a quick survey of shipping tables of 66 multichannel companies, we found that 71% of the tables were lower than this $6.15 minimum charge.

As AFMS Logistics Management Group?s Managing Director Rick Collins points out, ?The announced rate increases of 4.9% for Ground and 6.9% for Air from FedEx and UPS masks the true impact for many shippers. The base rates may average the announced increases across the board; however higher zone express shippers could experience increases in the 9-10% range. Additionally, surcharges are increasing up to 20% in some cases. Surcharges for irregular and large packages are up 8.3% to 12.5%. Commercial remote add-ons are increasing 7.1% and residential fees are up 5.4% for Ground.?

All is not totally gloom. There was some good news on November 15, when the Postal Service Governors announced that future prices will be adjusted using new regulations issued by the Postal Regulatory Commission (PRC) on October 29. Consistent with the Postal Accountability and Enhancement Act of 2006, future price increases for mailing services will be capped at the rate of inflation. Said Postmaster General John E Potter, ?This delivers one of the main goals of the new law for business mailers?a predictable price schedule.? The new pricing regulations give the Postal Service added flexibility for shipping services. ?We intend to use this new flexibility to grow our competitive business,? said Potter, ?offering volume discounts and contract pricing.?

Looking at the industry as a whole, however, Edward Wolfe, transportation stock analyst for Bear Stearns & Co., had this to say: ?Our sense is FedEx is clearly trying to send a message of pricing strength to both its customers and to competitors UPS and DHL.?

I think we?ve gotten the message. Now we need to do everything we can to reduce freight costs.

With the continual increases in the cost of oil and shipping, we think that companies need to assess both short and longer-term strategies. Here are 15 short- and long-term options to investigate:

1. Renegotiate your contract.

2. Can you use USPS to your advantage?

3. Are you using best-way rate shopping?

4. Consider package weighing, and take out inserts when they push the package into a higher bracket.

5. Can you leverage economies of scale using the same carriers for inbound and outbound freight?

6. Investigate the economics of a second warehouse to reduce the distance and cost to ship to the customer.

7. Reassess your shipping and handling table in light of the changes.

8. If you?re going to use free shipping, re-assess the minimum dollar order value and its effects on your transportation costs. Should the minimum be increased?

9. Review whether you should use by-item shipping charges in your web and catalog copy for heavy and oversize products.

10.Can you make use of package consolidators and zone skipping?

11. Assess your total operation and determine if other costs can be reduced to help offset these increases.

12. Improve your inventory forecasting and systems to improve inventory position and decrease the cost of back orders; keep in mind the $6.15 Ground residential minimum charge.

13. From marketing and merchandising perspectives, how can the average order value be increased so that shipping cost is not such a large percent of the average or small order?

14. Review your policies for giving away free freight to return merchandise.

15. Is it time to use an experienced transportation consulting company to help you get savings? Or are you big enough to hire an internal specialist to continually assess and hopefully lower your costs?

Contract renegotiation is your #1 weapon. How much can be saved will depend on a number of factors: how well prepared you are in terms of knowing your package shipping profile; knowledge of carrier pricing and what can be discounted and negotiated; the 70+ accessorial charges and how they make up your total costs, etc. An increase in the carrier?s list rates does not necessarily translate to higher shipping costs. Bear Stearns? Wolfe says, ?At this point, we continue to expect the market, not announced large rate increases, to determine the direction of pricing.? ?The market? means competitive bidding and your ability to negotiate. Another factor to consider is how important your account is to the depot or hub. We?ve learned that sometimes smaller accounts are much more important than management might realize, given the outbound volume.

The most nimble multichannel companies will determine how to offset these foreboding continual increases. We believe it will take all the weapons?both short-term tactics and longer-term strategies?to keep profitability from eroding.

As a real estate professional, you already know your car is an extension of your business. It?s important to reflect this in the organization of your vehicle. You don?t want a client to see popsicle wrappers and other miscellaneous kid stuff in the backseat of your car. The impression you leave with your clients is vital. Nothing spells disaster faster for the real estate mom than to be perceived as unprofessional. Yes, life is busy, and yes, our cars often show that. However, taking the time to create the proper environment in your car is important.

While it can be difficult to do, it is a necessity. After all, our cars are an extension of ourselves and our lives. From business to running to the grocery store to stopping at McDonald?s after picking the kids up, creating boundaries for yourself AND for your children are important. Often, we?re as much to blame for a messy car as our children are, so it?s time to change habits.

The first rule for the real estate mom?s car is?

Keeping It Clean

If the car you do business in is messy to begin with, consider having it detailed at a professional car cleaning establishment to start. Not only easier to begin with, but less stress for you. Plus, they?ll likely do a far better job overall because that is their business.

If you prefer to tackle it yourself, be sure to vacuum up any and all stray crumbs, spot wipe any stains you see, and use a deodorizer to get rid of any clinging smells. When you?re done, the end result should be a sparkling clean car ? inside and out.

Now all you have to do is keep it that way! Sounds simple, but let?s face it ? at the end of a busy day, the last thing we want to do is clean anything, especially our car. Here are some hints to get you on the road of maintaining a professional appearance in your car:

? Set Rules. What comes into the car must go out of the car. This includes garbage, backpacks, sports equipment, books, etc. Keep a few extra garbage bags in your trunk ? easy to pile a bunch of stuff into a bag to carry into the house, or into the garbage, in one haul.

? Use the Trunk. Anything that isn?t needed in the car itself put in the trunk. From real estate signs to basket balls, hide them away where your clients can?t see them.

? Keep it Professional. From simplicities to keeping the floor mats, cup holders, and dash wiped clean of dust and debris; to where you store your briefcase (in the backseat, not in the front), keep your vehicle professional in appearance. Purchase a small container of disposable cleaning wipes to keep in your glove box for quick clean-ups during the week. Also, you may want to reconsider personal accessories such as window stickers, children?s pictures, and fuzzy dice hanging from your rearview mirror.

? Keep Spare Change Handy. Keep some extra quarters in your glove box for impromptu visits through the local car wash. Plan on regular visits, regardless, to keep the car shiny and clean.

? Instill the No Eat Rule. Unless you?re going on a long car trip, it really doesn?t make any sense to ever eat in the car. Not only messy, but also potentially dangerous. Make sure meals and snacks are dealt with BEFORE getting into the car.

Consider some extras you can keep on hand to assist you in your business day. From paperwork to an extra change of clothes in the trunk, think about what ?may? happen and be prepared for those necessities.

In today?s crazy rush to everything lifestyle, our cars can easily become a disaster area as we move from one event to another. Take the time to organize the clutter to give your clients the best impression of you possible. After all, their reflection on you could mean more or less business from their associates.

The following are a number of questions and concepts specific to Limited Liability companies along with their respective answers and definitions. The information provided will provide the basic knowledge necessary for someone interested in forming an LLC. An additional bonus are the examples which give real world applications and tie everything together.

1. What is A Limited Liability Company?

A limited liability company or “LLC” is a business entity that is authorized by specific legislation in most states of the United States and in many foreign countries. In almost every instance, the state or country in question issues a charter to the LLC upon its formation. The most significant characteristic possessed by LLCs is part of its name, that is, it provides limited liability. In this regard, it is very similar to a corporation.

2. How Do You Form An LLC?

An LLC is formed by filing the Articles of Organization with the relevant secretary of state in the U.S. or other licensing agency in a foreign country. The Articles of Organization are normally very brief and simple and provide only basic information with respect to the name of the company, the agent for service of process, the company’s address and its manager or members.

3. How Is An LLC Structured?

An LLC is structured much like a partnership except that it has members instead of partners. The LLC can be member managed in a manner similar to a general partnership or it can be manager managed like a general partner does in a limited partnership. If the LLC is member managed, normally, all of the members have an equal vote and decide between themselves on not only the major business and financial policies, but, also the every day operations. If the LLC is manager managed, the members only decide on major financial and business decisions and the manager handles all of the day-to-day business operations.

4. How Is The Structure Of The LLC Determined?

The founding members or promoters of the LLC determine the structure of the LLC by means of an Operating Agreement which is similar to a Partnership Agreement. Normally, when the Articles of Organization are filed, the state requires that the organizers determine in the Articles whether or not the LLC is member managed or manager managed. The members have an experienced attorney draft the Operating Agreement which sets forth the different rights and responsibilities of the members and covers matters such as capital contributions, division of profits, management, member meetings, transfers of member interests, dissolution and indemnification.

5. What Are The On-Going State Fees For An LLC?

California imposes an $800 Annual Franchise Tax on LLCs. This amount is due on the 15th day of the fourth month after the beginning of the fiscal year. For the first year, the due date is the 15th day of the fourth month from the date the LLC was organized. In addition, California, in its arrogance, also imposes a gross receipts tax on LLCs. For LLCs whose annual revenue is between $250,000 and $499,999, the additional fee is $900. The fee increases to $2,500 for annual revenues between $500,000 and $999,999 to $6,000 for annual revenues between $1 million and $499,999, and to $11,790 for annual revenues of $5 million or more.

6. Tax And Accounting Treatment?

The LLC can elect to be taxed as either a partnership or a corporation. Almost always it is better to be taxed as a partnership. What this means is that the LLC files an Information Return and issues K-1s to its members showing the member’s share of the income or loss that the LLC incurs. The members then report this amount on their own individual Returns. The LLC, if it is taxed like a partnership, does not pay any income tax. If the LLC is a single member LLC, the owner may treat it as a disregarded entity for tax purposes and report the tax and related accounting on the individual tax return of the member. This eliminates the necessity of a tax return for the LLC.

7. Charging Order Protection

A charging order is a court order available to a judgment creditor directed to a limited liability company or limited partnership of which the judgment debtor is a member or partner which grants the judgment creditor the right to whatever distributions would otherwise be due to the debtor member/partner whose interest is being charged. The purpose of the charging order is to prevent the judgment creditor of an individual partner/member from access to the partnership/LLC assets while at the same time, giving the creditor some relief relative to distributions from the entity to the partner/member. The charging order denies the creditor direct access to the LLC assets and limits the creditor exclusively to collection of the income or distributions which the LLC assets might engender, but which can be withheld from distribution at the discretion of the LLC manager. What this means is that a creditor who has obtained a charging order only has the right to receive distributions from the entity when and if such distributions are ever made even though the entity itself may have substantial income. The charging order remedy is often times the exclusive remedy available to the creditor and provides substantial asset protection for the LLC owner.

8. Putting Real Estate in the LLC.

If the primary purpose of the LLC is to hold title to a real estate investment, the members will need to deed or convey the real property involved to the LLC by means of a formal deed that needs to be recorded. All of the rents with respect to the real property should be deposited in the LLC bank account and all expenses with respect to the property should be paid for out of the LLC bank account. All contracts with respect to the real property and service arrangements should be exclusively in the name of the LLC.

9. Examples.

The following are some examples of when and why an LLC might be wisely selected:

a. Ms. Simon is a widow, who in addition to her residence, owns a four-plex . She is concerned about potential liability above and beyond what insurance would cover and has elected to place the four-plex into an LLC of which she is the single member. She treats it as a disregarded entity for tax purposes and all of the tax and accounting are reported on her individual Return.

b. Dave, his brother Bill and their friend, Richard, each own a one-third interest in a small shopping center. They have created an LLC in which to hold title to the shopping center so as to protect their respective personal assets from any claims with respect to the shopping center. All three of them participate equally in the LLC which is member managed by the three of them and treat it as a partnership for tax purposes. The LLC files a partnership Return and Dave, Bill and Richard each receive a K-1, the information of which they report on their own individual Tax Returns.

c. Ron owns a 25% interest in a 76 unit apartment building which he manages. The other 75% is owned by various members of Ron’s family and by some friends. Ron has placed the apartment complex into an LLC which is a manager managed LLC since Ron is the one who does all of the management duties and responsibilities. The LLC reports its taxes as a partnership and Ron and all the other members receive K-1s for their shares of profits and Ron also receives a salary or guaranteed payment as manager which is paid to him as an expense before there is a division of profits.

d. The LLC can also be used to operate a retail or other business in a situation where limited liability is desirable, but the flexibility of the LLC is required.

Copyright (c) 2009 Jeffrey Matsen

This may or may not surprise you, but I have learned that regardless of age, it usually isn’t lack of skill, time or money that gets in the way of starting or growing your business.

Most of the entrepreneurs I work with are between 40 to 65 years young, and when they hit a wall or spin their wheels, it’s rarely associated to lack of ability, desire, physical or monetary means.

Physically, they have what it takes, but mentally — there’s a lifetime of baggage blocking access to real progress.

Many have raised children, have been supervisors at work, devoted and hardworking employees, and creative geniuses, and despite their lifetime of accomplishments, something seems to come up when they begin the journey from employee to entrepreneur.

Some of it is tied to the transition into the business world, but much of it also comes from reaching a certain point in life where you can start putting your needs ahead of others. You have raised your children, supported your spouse in his or her career, served as a loyal employee to your boss and now, it’s time to focus on following your dream.

The problem is the dream is clouded by old programming.

How many times in the past did you do or say things you didn’t want to simply to please your parents, teachers, spouse, church leaders or children?

Did you take courses you didn’t want to take or jobs you hated because someone told you it was best for you? Did you marry someone you shouldn’t have because you were told it was the “right” thing to do?

How many times were you told you had dumb ideas, weren’t smart, pretty or strong enough?

How many times were you told not to bother pursuing a professional sport, music or writing because you’d never make it — only the exceptional few did?

If you’re struggling to get clear on what you want or if you’re not taking the right actions even though you know what must be done, look inside yourself and try to uncover what’s really holding you back.

How much of other people’s “stuff” are you allowing to influence how big you dream and the actions you do or do not take?

I recall a colleague of mine who today is a millionaire, but when he started his business he struggled to succeed. He had done well in corporate, but when he started to promote his new business, he couldn’t attract clients.

It was only after he locked himself in his office for a full day and began looking at his marketing materials that he realized he had designed everything to appease his father and gain his approval. He wasn’t communicating to his target audience at all.

He re-wrote his material, changed the way he promoted himself, and within months attracted numerous clients.

Another client realized in her late 50’s that because she was allowing her father to make her feel guilty because he had helped her out when she was younger, every day was dictated by his mood and the demands he placed on her.

She couldn’t grow her business because she allowed her father to determine the amount of time and activities she could focus on each day.

It took almost two years to release the guilt and feeling that she had to be at his beck and call, but when she did, doors began to open. She started receiving phone calls and orders from large organizations and she started meeting people with huge networks who loved her products and wanted to share her with all of their friends.

She became a vibrant, confident woman and started attracting other vibrant people into her life.

I share these stories not to encourage you to blame your parents or loved ones for the obstacles in your life, but to create awareness of the fact that what often holds us back is our belief that we must be responsible for everyone else’s happiness and comfort.

One of my former clients works with people who struggle with what she calls People Pleasing Syndrome because it is more often than not the biggest obstacle to personal and professional growth.

If you’re facing challenges in your business, take some time to look at the behaviors and beliefs you hold. What thoughts may be holding you back? What actions do you take that you know for a fact aren’t moving you forward?

Make the effort to uncover the reasons behind your thoughts and actions. If this is too hard to do on your own, seek the assistance of a coach or trusted professional.

Your life, your business and your ultimate happiness depend on your ability to give yourself permission to follow your dream without guilt or embarrassment and if you need help to make that happen, give yourself that gift. You deserve it.

2007 © Laurie Hayes - The HBB Source

“If…you can’t be a good example, then you’ll just have to be a horrible warning.” Catherine Aird

Do people willingly want to follow you? The real test of leadership is influence. Would your subordinates describe you as an effective manager, supervisor or team leader? Be honest with yourself. Put yourself in their shoes. Would you want to work for YOU?! If your employees’ pay, perks and benefits were not dependent on doing what you ask, would they still want to follow you? If the answer is yes, you are truly a role model of leadership.

In conducting leadership training around the world for over a decade, here are the key traits I hear over and over that employees want to see in their leaders. And most of these employees are managers themselves.These traits will sound familiar to you. Yet, we need to be reminded of them. Many managers confide to me that they’re so overloaded they forget about practicing many of these qualities on a regular basis.

1) Supportive/Good listener: It’s been said the average person listens to what you have to say only 25% of the time. Yes, that’s right. Much of the time we’re caught up in our own “stuff” and we’re not always listening. Listen. Think before you speak. Some people just need to be allowed to vent. Vent within reason of course. Then, they’ll be more likely to listen to you.

2) Open-minded. It’s hard to listen without an open mind. At least acknowledge what your employees have to say. It doesn’t mean you necessarily have to agree. In order to gain respect and get your team members to follow you, sometimes you first have to show respect.

3) Honest. Do you possess personal integrity? Your team members will look to see if you do what you say you are going to do. This sounds like common-sense and it is. Yet, many in a leadership position forget this important trait. The minute you can’t deliver on your promises you lose all credibility. It will be the one thing your employees will always remember. As the saying goes, “They remember your last act.” Under promise and over deliver. Always do what you say you are going to do.

True Leadership = Inspiration:

4) Inspiring. True leadership = inspiration. Real leaders have a passion for what they do. They are able to transfer that enthusiasm to their employees. People want to follow someone they respect and admire. In my leadership training, a lot of managers tell me they also want a leader “who is balanced in their personal as well as professional life.” They see a balanced leader as someone who walks their talk. Employees want to follow someone who has what they want.

5) Intelligent. I frequently hear the comment, “In our organization, the left hand doesn’t know what the right hand is doing.” Or, “My manager really has no idea what I do for a living. What my job entails, the challenges and the time constraints.” Please educate yourself on each of your team member’s responsibilities. It’s the only way you can speak intelligently to them and gain respect.

6) Future-oriented. Upper management should put their organization’s five year, three year, and one year plan in writing and pass it out to every employee. A lot of employees don’t know their organization’s overall goals and objectives. An integral part of leadership is having vision, and being able to convey that vision in a way that excites and inspires team members. A great way to motivate most of your employees is to show each and every one where they fit in with the organization’s big picture. Most of them want to know their purpose and how they make a difference.

Effective Leadership = Effective Social Skills:

7) Excellent communicator. Many people are promoted to leadership positions based on their “hard skills” or technical skills. Yet, most managers describe true leadership as demonstrating good interpersonal skills. Excellent leaders and managers aren’t just good communicators in terms of what’s expected on the job. They also make it a priority to take a sincere interest in their employees. Little things go a long way. For example, know your employee’s birthdays, whether or not they have children, and acknowledge their length of service on their anniversary.

Fair-minded. Employees and managers alike respect leaders in an organization who are fair, objective, and “don’t play favorites.” They want sincere recognition for a job well done. Most employees want to be judged on their performance, not on whether or not they’ve got friends in high places.

9) Flexible with change. An effective leader is open to change, new ideas and taking risks. A leader who is a good role model doesn’t take a “my way or the highway” approach. They’re confident enough in themselves that they can give explanations for WHY a change is being made. Employees always want to know why. Managers and leaders who are secure within themselves don’t need to say, “Because I’m your supervisor and I said so.”

10) Leadership starts with service. Effective leadership involves rolling up your sleeves and helping others. The term “servant leadership” was coined in 1970 by Robert K. Greenleaf, former AT&T executive and founder of The Greenleaf Center for Servant-Leadership. He wrote, “It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.”

“A good example is the best sermon.” Anon.

Copyright (c) 2006 Colleen Kettenhofen

Real estate investors are working overtime right now trying to cherrypick as many profitable deals as they can get their hands on. Most investors concentrate the majority of their time on finding motivated sellers. Once they find a seller that?s desperate to get out from underneath the burden of a property they can?t afford, they walk away from the deal when they find out the seller owes the lender more than the property is worth. Instead of giving up at this point, roll up your sleeves and go to work on putting together a winning short sales transaction. Not only is it worth the extra effort, you just might find that you enjoy the challenges that each new day brings your way!

The market potential for short sales is breathtaking: According to government statistics, one in eight homeowners owe more on their home than it is worth. While every homeowner in this position isn?t necessarily interested in a short sale, you can clearly see the potential for runaway profits. Here?s how to tap into the profits that await.

The first thing you need is a distressed homeowner with a property worth less than the mortgage balance. Explain to the homeowner that you can help them walk away from their home if you can convince the lender to accept a reduced payoff. Most homeowners at this point are so desperate for viable solutions that they?ll jump at the opportunity. In order to convince the lender to accept your offer you?ll need to put together a short sales packet:

? Cover letter ? Consider this your sales pitch. In it you?ll explain to the lender all of the reasons you can?t pay full retail for the property. While lenders are prepared to accept much less than what is owed, they are in the business of getting as much as possible for the property. You?ll need to overcome their objections by building as strong a case for your offer as possible.

? Sales Contract ? Do yourself a favor and find out what kind of mortgage loan the homeowner has. If their home was purchased through FHA the lender is prohibited from accepting less than 82% of its value. If you want to offer significantly less than this, find a seller with a different kind of loan. Don?t worry, though. There are LOTS of loans out there that aren?t FHA.

? Authorization to Release Information ? Due to privacy concerns, the lender will require that you have the homeowner?s consent to discuss their account. A signed authorization gives them this permission ? and they won?t talk to you without it.

? Comps ? The lender is desperate to be paid for the property, but they still want to know what the property is worth. Comps give them the information they need in order to make an informed decision about your short sales offer.

? Net Sheet ? If you?ve ever bought or sold a property before, you?ve no doubt seen a net sheet. All it does is give a breakdown of where every penny will be going and how much money they will be receiving for the property.

? Photos ? Most lenders won?t have a visual point of reference that demonstrates the condition of the property. It?s been said that a picture is worth a thousand words. It can also be worth thousands of dollars. Take the most unflattering photos you possibly can. It will lend credibility to your offer if you can demonstrate every visible flaw that the property has.

? List of Needed Repairs ? No house is perfect and homeowners in financial distress are simply unable to make repairs in a timely fashion. Go through the property and document every repair the property needs.

? Hardship Letter ? Every home has a story and every short sale packet has to have a hard luck story. Lenders are staffed by human beings who can be swayed by the heartwrenching details of how and why the homeowner is in the financial position in which they find themselves. There?s no need to lie to the lender ? most borrowers in this situation have a compelling story. This is their chance to tell it.

Presenting this packet to the lender doesn?t guarantee that your offer will immediately be accepted without hesitation. Afterall, they are in the business of turning a profit. So expect to play a certain amount of cat and mouse. Telephone tag and back and forth negotiations are par for the course.

You have the upper hand in this situation. They have to get rid of this property before it becomes an even bigger headache to them. If they?re forced to foreclose it becomes an REO and brings with it an even bigger set of challenges, problems, and expenses. You don?t HAVE to buy this property if they won?t give you a decent price.

You have millions of properties from which to choose. They have two choices: Work with you on price or risk adding it to their growing list of REO properties.

By putting together a shortsales offer the lender can?t refuse you?re saving the lender and the homeowner lots of problems. While you?re at it you are creating tremendous value and instant equity. So utilize the short sale to sink your teeth into some of the profits available in real estate. Get started now and create real wealth that will secure your future.

The Big WHY?

Why do you want to do this? Do you want a better, more positive life for Yourself? your Partner? your Family?

Don?t take this lightly. The reasons WHY, are the same reasons that will PUSH you and FUEL you to succeed. If you have lukewarm motives, you?ll have lukewarm results. You won?t have the fire to see you through to success. You?ll reach your first hurdle and probably give up, like soo many do. However, if you have strong, solid motives, they will see you overcome the ups and downs and onto the path of success.

So if you want to make a better life for yourself/partner/family you?ll have to take Action. Let?s get real SPECIFIC here. Write down your answers, start taking ACTION now! Trust me when I say, it?s not REAL unless you WRITE it down. So get a firm grip of that pen and let?s ignite your FIRE!

-Why are you here?

-Do you TRULY want to make a change OR is this just a passing faze?

-Do you hate your current job? ?What parts specifically?

-Do you want to stop working 50, 60, 70 hour weeks? ?What?s wrong with doing that?

-How does that make you feel?

-Do you want to be able to work at home, on your own terms? ?Why specifically?

-Do you want to have more time to spend with your family, your friends? ?Why specifically?

-Do you actually want to see your kids grow up first hand? not from afar, dog tired and miserable? ?How would that make you feel to actually achieve that?

-Do you want more freedom in your life?

-What will that freedom enable you to do? ?Take some time to think here?

-What will making this change enable you to do?

-Why is that important to you?

-What difference would that make to your life?

-How would doing this make you feel?

-Are you ready to ?tweak? your mindset?

-Are you ready to take responsibility for your actions?

-Are you ready to take focused action, everyday, consistently?

-Is your partner supportive of your decision? Yes/No ?Why? If not, then are they going to stand in your way, or let you run with it?

There?s a lot to think about here. These are BIG questions that require some REAL thought. And only YOU have the answers! So like I said, make sure you Write Them Down and REFER to them often. Dig Deep because these are the reasons that will fuel you to success.

Making a CHANGE in Your life is one of the hardest things you can do. It takes a lot of energy to get started, so make sure it?s not wasted on lukewarm motivations that will only see you through the first round!

This is Meant to be Challenging! If you can?t get past these questions, then you don?t really want to make a change. You have to be able to make clear decisions and take firm action. We?re not used to making decisions for ourselves. We?re trained early on to be employees who get told what to do. Nowhere in that equation are we told we have to ?Think For Ourselves?.

Of course, NOW companies are asking us to think ?Outside The Box?. What a shame that sentiment doesn?t start earlier on in our education. We all have the ability to think for ourselves and if you can Empower that, You?re on your way to a bright future!

So go back and write your answers down! (if you haven?t already)!

Visit http://www.OnlineMLMEmpire.com for more information.

The whole question of Liquidity Risk Management has become very topical of late spurred on by the initial liquidity crisis in 2007, which occurred in the early stages of the subsequent financial collapse. More and more frequently I find myself being asked the same question or a variation of it ?what is the best way to ensure that my bank?s Liquidity Risk Management is on a sound basis??

The subject is vast. And depending on exactly what you are trying to achieve, so too are the answers.

Before even attempting to paint a broad picture as to the key issues to be addressed in ensuring sound Liquidity Risk Management, I would like to take a step or two back ? and explain some of the key principles and issues the surround liquidity management.

Liquidity in the first instance depends on the exact use that the word is being put to. Let me explain. In a pure sense liquidity is defined as the ease and certainty with which an asset can be converted into cash. Money, or cash on hand, is the most liquid asset. Market liquidity on the other hand is the term that refers to an asset’s ability to be easily converted through an act of buying or selling without causing a significant movement in the price and with minimum loss of value of the underlying asset.

Accounting liquidity is a measure of the ability of a debtor to pay their debts as and when they fall due. It is usually expressed as a ratio or a percentage of current liabilities.

In banking and financial services, liquidity is the ability of a bank (or other financial organization) to meet its obligations when they fall due. Managing liquidity is a daily process (in fact in today?s real-time world, this has become a real-time process too) requiring bankers to monitor and project cash flows to ensure that adequate liquidity is maintained. In a banking environment that liquidity may be needed to fund customer transfers and settlements or to meet other demands generated by the banks business with its clients (advances, letters of credit, commitments and other business transactions that banks undertake).

There are many other definitions of liquidity too. Suffice to say that the brief summary above should serve to explain the concept and to illustrate the notion that there are many variations of this.

Almost every financial transaction or financial commitment has implications for a bank’s liquidity. Liquidity risk management helps make certain of a bank’s ability to meet cash flow obligations. Remember that this ability can be severely affected by external events and the behavior of other parties to the transaction.

Liquidity risk management is critical because a liquidity shortfall at a single bank can have system-wide repercussions, called systemic risk. The inability of one bank to fund, for example, its end-of-day payment system obligations could have a knock-on effect on other banks in the system, which could lead to financial collapse. Indeed, the central bank, as the lender of last resort, stands ready with a safety net to help out individual banks (or even the greater ?system?). We witnessed this on a massive scale over the past two years in the U.S., Europe, Asia and elsewhere. However getting this assistance often carries an almost impossible price ? reputation. Banks that get themselves into this sort of trouble pay a terrible price in terms of the loss of confidence amongst members of the public, investors and depositors alike. Often this price is so high that the stricken bank does not recover.

The market turmoil that began in mid-2007 brought into very sharp focus the importance of liquidity to the effective functioning of financial markets as well as the banking industry. Before the crisis, asset markets were buoyant and funding was readily available at low cost. The sudden change in market conditions clearly showed just how quickly liquidity can disappear and that the lack of liquidity (the correct term is illiquidity) can last for a very long period of time indeed.

So we arrive at the summer of 2007. From August onward the worldwide banking system came under severe stress. To make matters worse developments in financial markets over the previous decade had increased the complexity of liquidity risk and its management. The result was widespread central bank action to support the functioning of money markets and, in some cases, individual banks as well.

It was pretty clear at this point that many banks had failed to take account of a number of basic principles of liquidity risk management. Why? Well in all probability, in a world where liquidity was plentiful and cheap, it didn?t seem to matter much.

Many of the banks that carried the greatest exposure did not even have an adequate framework that satisfactorily accounted for the liquidity risks required by their individual products and business lines. Because of this, incentives at the business level were out of alignment with the overall risk tolerance of these banks.

Many of these banks had not really considered the amount of liquidity they might need to meet contingent obligations because they simply dismissed the notion of ever having to fund these obligations as being highly unlikely.

In a similar vein many banks saw as highly unlikely too, any severe and prolonged liquidity disruptions. Neither did they conduct stress tests that took account of the chance of a market wide crisis (that is one that affects the whole industry rather than just a single other participant) or the depth or duration of the problems. Banks also did not link their contingency funding plans to the results of their stress tests. And to add insult to injury they also sometimes assumed that irrespective of what happened their traditional funding sources would remain available to them.

With these events still fresh in the minds of banks and bank regulators the BIS (Bank for International Settlements) based ?Basel Committee on Banking Supervision? published a document entitled ?Liquidity Risk Management and Supervisory Challenges? during in February 2008.

The crisis had revealed many of the critical issues, outlined above, that had patently been overlooked. Based on this, the Basel Committee has conducted a basic review of its earlier ?Sound Practices for Managing Liquidity in Banking Organisations?, which had been published in 2000. In their new document their guidance has been significantly expanded in a number of key areas such as;

? the importance of establishing liquidity risk tolerance,

? the maintenance of an adequate level of liquidity,

? the need to allocate liquidity costs, benefits and risks to all important business activities,

? the identification and measurement of the full range of liquidity risks,
? the design and use of severe stress test scenarios,

? the need for a vigorous and workable contingency funding plan

? the management of intraday liquidity risk and collateral, and
? the public disclosure in promoting market discipline.

So what is this new guidance all about? I will be covering Basel Committee?s advice on these key issues and the subsequent industry response in more detail in a series of subsequent articles.

Gone are the days when the office photocopier was treated with awe, occupied a department of it’s own and was the size of a bus! The introduction of microchip technology has greatly reduced the size of photocopier machines and laser technology, combined with improved toner units, now provides excellent quality reproductive imaging. Speeds, efficiency and reliability are all enhanced by huge improvements to the feed mechanisms. During this same period of evolution for office copiers, the facsimile machine became commonplace, PC and office networks became integral tools of managing most businesses and desktop publishing has been adopted as an in-house practice.

Office copiers have evolved alongside most other office equipment to keep pace with modern business?s technical requirements. The traditional photocopiers have been redesigned by their manufacturers to respond to today’s business needs, creating a business hub capable of far more than the traditional black and white photocopier. As offices replace their photocopying equipment, companies are seeking to introduce more advanced technology to keep pace with their everyday needs. Separate, and costly, pieces of equipment providing photocopies, fax, inkjet printers, small laser printers and scanners are being replaced by one piece of office equipment which encompasses all of these functions in a far more efficient manner. The modern and efficient office now utilises a Business Hub unit, incorporating all of the required functions and networked into the office computer server.

Rents and overheads on office accommodation continue to rise, making each square metre of floor space valuable and accountable. Accommodating individual photocopiers, desk top printers, scanners, fax machines, etc., is not only wasteful on space, it is also wasteful on cost, time and facilities. The dilemma of space, individually allocated equipment and efficient use of time is solved by the introduction of a central ‘Biz-Hub’ unit. The single multi-function unit reduces the needs for trailing cables to supply power, telephone connections, PC cabling and gives efficient use of printing, copying, faxing and scanning facilities throughout the whole office. The multifunction BizHub technology is environmentally friendly and created in a design that will aesthetically compliment the vast majority of office furnishings and decoration.

BizHub equipment is at the forefront of office facilities and technological development. Printing and copy quality on both black and white and colour is excellent, with finite colour balancing, density where it is needed, combined with crisp sharp lines and type. A BizHub operates as the central networked printing facility for all of the workstations, removing the need for individual (and costly) inkjets and small printers being scattered around each office area. Excellent quality in-built scanners provide the facility for loading documents and pictures into the networked computer system and can be utilised to upload to the internet via HTTP language, or scan directly to email or fax. The BizHub inbuilt fax facility enables documents to be transmitted direct from file, removing the need to produce printed copies prior to fax transmission, or provides the facility for scanned documents to be retrieved and directly transmitted by fax, or can be accessed via the computer network to allow users to create and send fax transmissions directly from their individual workstation. Print speeds of up to 65 colour pages per minute are standard on some models, whilst document duplexing (double sided printing) and a wide range of finishing and binding facilities can be incorporated into the equipment. All of this wide range of facilities can be accessed and controlled from any network workstation or directly at the BizHub’s easily operated touch-screen control panel.

Most BizHub models are supplied with an in-build 60GB hard drive as standard, which gives the opportunity for documents and images to be stored at the equipment, ready for recall for standard jobs which can be printed ‘on demand’. If coupled with commercially available software, the Bizhub system will be easily integrated into a document storage and retrieval system for any size of business, giving the opportunity of a truly paperless office.

Servicing and maintenance of the BizHub equipment has been finely honed to provide the most efficient and cost-effective facilities ever available on office equipment. Suppliers and dealers are able to incorporate a ‘remote care’ equipment monitoring facility which automatically advises requirements for machine toner, consumable parts, fault diagnosis (on most occasions before the user is aware of the fault) and monitors copy speeds and quality to adjust or advise deterioration. All of this equipment diagnosis is advised directly to the dealer’s service centre, giving a more efficient response time and very little down time at the location. With this excellent facility, which is completely separate from any other data in the machine, the BizHub equipment experiences minimal interruption to it’s day-to-day operation due to failure or lack of any consumable parts, meaning that service engineer’s calls are conveniently scheduled to provide preventative maintenance.

Each BizHub digital printer, copier, fax and scanner is capable of providing for all of the office documentation needs at one central point, networked into the office computer system. The BizHubs prove to be economical in all aspects of their operation and have become an essential piece of equipment in the efficient office environment of today, and tomorrow.

The liberal financial market has given rise to many consequences. The easy accessibility of financial help is also one of the factors that have led to heavy debt burden with the borrowers. You rarely think for the bad consequences while taking a financial help. Your failure on the repayment is a consequence of the several of the factors that usually coincide with a human being. Your complete failure on the repayment assigns you with a bad credit situation that hampers your any further financial grant. To help the borrowers like you, bad credit loans are devised specifically by the financial market.

Like other financial help bad credit loans are also a help that can be stand for your several utilities. You can avail this loan to take out the cost of your several expenses. These expenses can be college fees, buying a car, wedding cost, luxury holidays, outstanding bills, and debt consolidation.

Bad credit loans are available in two types i.e. secured and unsecured. Depending upon the feasibility of your circumstances you can choose for the either of the options. The secured type of the loan requires collateral or security against it and charges a lower interest rate comparatively. Whereas, with the unsecured one, no collateral or security is required and the interest rate is kept somewhat higher to that of secured one.

Bad credit loans arranges for a flexible range of amount and repayment duration. Depending upon your personal circumstances and financial situation you can avail a good sum with this loan. You have an option to pick an amount that can be generally from 5000 to 75000. The repayment term with this loan vary from 5- 25 years that can be made according to your convenience.

The charges are usually higher with bad credit loans. For your bad credit the interest rate for your loan will be somewhat higher to others. However, there are other factors also that affect your charges with a loan. These factors are your collateral, income level, debt burden, current credit status etc.

To avail the bad credit loans you have the option of traditional lenders as well as online lender. Online lenders can be a better option for a convenient and hassle free processing. These lenders can be found with differed rate of interest for the same product, so a good comparing can derive a better option for you.

A financial assistance in a bad credit situation can certainly be a great respite for you. Bad credit loans arrange a good sum for the borrowers of having every kind of personal circumstances. With this you whatever avail, is hardly possible anywhere for you. So, don?t mess up your financial condition any more, go and avail this rare opportunity.