Do you think that your workload is hampering your killer marketing activities?
by: Arun Tibrewal
You need an extra effort not the extra workload. Today when competition is high and consumers have many options to choose, an extra effort towards improvement of your product, managing your customers and taking care of other aspects of your business will give you advantage over your competition. You need to multiply your time may be you can keep your margin low, but will give you more volume and increase in your turnover.
Most SME’s start well during there initial stage of launching the business but looses its consistency do to pool of workloads on its day today life. It is often seen that hiring more employees gives extra load on limited earning resources resulting less revenue than expected. You need to put more efforts on Marketing and concentrate on your other activities so that you can do business with an ease. Outsourcing is one of the solutions for small and medium business entities too, that give them more opportunity to utilize there valuable time on marketing and other efforts. (Provided they get an honest an able outsourcing partner.)
Outsourcing is hiring a third party service provider to participate as a team member in your organization and share your workload. You may need to outsource your projects to save your time and get an expert professional to do the job for you. It is helpful to you in terms of, managing and multiplying your time so that you can focus on other important activities of your business needs. This is another effective tool to stay ahead with your competitions. By sharing your workload you get enough time to manage your business and think of its better promotions. You can outsource many things mainly your daily business activities i.e. accounting, document processing, Web site maintenance, Secretarial work, or other works need manual operations as well as marketing services. Below are some reasons to give an idea about benefits of outsourcing.
1.You save time in finding, interviewing and selecting the new employees by hiring an agency or search for your own.
2.You save time on providing them proper training as well as they need to adjust with your work culture too.
3.You can save your time, which you need to do all time-consuming paperwork requires hiring a permanent employee to your organization.
4.You do not need to buy extra equipments for your existing setup.
5.You save cost in your daily office expenses as well as recurring employee charges i.e. Taxes, Insurance, Medical, leave and many more.
6.You can utilize your time in better way and can deliver better output for your business.
7.If you are a contractor, you can hire a subcontractor and focus on more orders.
8.If you are marketing professional you can double your marketing efforts and can have a wider reach.
9.You will be giving the extra efforts, which all are needed in present competition, to develop your business and getting more volume of works.
10.You will be getting a professional who has expertise in his own field and can deliver you better output.
There are many more reasons why you need to outsource your projects. Today time management is an important aspect of your business. There are many instance of SME’s growing to a large business houses simply multiplying there existing time.
About the author:
Arun Tibrewal [ www.arun.info] is an online marketing promotions specialist since 1998 and promoting KPO WEB [ www.kpoweb.com] A knowledge process outsourcing company. Permission is granted to reprint this article as long as the resource box should keep intact.
http://www.kpoweb.com>>Outsourcing services
http://www.arun.info>> Honest Online Marketing Guide
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Friday, February 6, 2009
Managing Your Home Based Online Business – 2
Managing Your Home Based Online Business – 2
by: Roy Thomsitt
In the first part of this series of articles, on managing your online business at home, I wrote about the many management responsibilities and functions you have rolled into one if you have your own sole proprietor business, with no staff. Your management task is perhaps the most difficult of all. You have to manage yourself, in all those different areas of your business such as finance, marketing, purchasing and computing.
I believe that if you think of your new home business as having different areas of management for you to concentrate on, you are more likely to succeed long term. If you can adopt some of the techniques of good management, you will end up with a more sound business that will stand the test of time. You will be a better decision maker, and it is decisions that dictate the progress or downfall of any business. Decision making needs to be unemotional and as scientific as possible, but as much as anything needs to be based on common sense. Good management is often a matter of common sense, and that is why I believe you, whatever your background, can run a successful business limited only by your ambitions.
The other virtue you will need in abundance is patience, and this an area where you definitely need to manage yourself. Impatience brings emotion into your decision making. It also brings self criticism, or criticism of others, when none is either deserved or necessary. Patience, realism and common sense combined will contribute greatly to making you a good business manager. With those three attributes, you will be well placed to learn the skills of management in the context of your own small business. You will be able to learn how the different functions of a business relate to each other and interact.
That is not easy, but over time, if you apply yourself, it will all fall into place. This is where patience is vital. Your age or background do not necessarily matter. I know that in my late 20’s I did not really understand business and how it all fitted together. At 30, I knew I needed some sort of professional qualification, and I decided on management accountancy. The syllabus was tough, with 18 exams over 2 and a half to 5 years. What surprised me was the variety of subjects to cover. There were exams in company law, business law, economics, corporate planning, marketing, production, decision making, cost accounting, management accounting, mathematics and statistics. Each subject was very different. Then, at the end, I suddenly realized that all of them knitted together. The ones I hated (law) and loved (marketing) all had a place in the scheme of things.
You, of course, have no need to study or be an expert in all of those things. But it does help to at least be aware that some of them are, in their own way, critical to your success. If you are taking a long term view of things, which you should be if you are serious about having your own home business, you have plenty of time to learn about those subjects that are most critical for your business:
Finance
Whatever your business, this is a very critical function for you to understand and manage, so when it comes to learning all you can, financial management is a priority. Much of this is again common sense, and realism, and there are many tools around to help you keep good financial records. But as I mentioned before, it is decisions that dictate the progress or downfall of any business. All decisions you make will have a financial impact on your business. However, good financial records alone will not bring the reward of better decision making. If you want to maximize the profits of your home business, you may find it helps to have other, non-financial records to aid your decisions. I will discuss this more in part 3 of this series of articles.
Marketing
Marketing is what I love most about business, and it is equally important to finance in all free enterprises. With an online business, the marketing side is an ever moving area of expertise. Offline, marketing has long since stabilised. Online, it has not stabilised at all; it is still developing and evolving. You need to be aware of what’s happening in the world of internet marketing, what has happened, and what is likely to happen. Always remember, though, there will always be a financial impact of your marketing decisions. You are obviously prepared to take risks, as you have started or are starting an online business at home. As the manager of your business you will need to balance the financial and marketing conflicts as they arise. You have to strike the right balance. If the finance director in you is too risk averse, you may stifle the growth of your business. If the marketing director in you is too cavalier, and unrealistic about sales prospects, you may ruin your business in one or two rash decisions. More on this in part 4.
Computing
If you are working online full time, or even part time, you will always need to be looking out for developments in the arenas of software and the internet itself, and maybe at times hardware. You may come across software that either improves your efficiency, makes life much easier or takes you into a new and better way of working. This is another area where knowledge is power. You need to be competitive, and sometimes you will come across new software that will make you more competitive. Try to keep abreast of things in the software marketplace, as it affects your business.
Time Management
While not a function like finance or marketing, when you work at home alone you will find that time management becomes key to your success and enjoyment of working from home. It is a subject you should always be aware of and make conscious decisions about. I will write more on this topic in part 5.
The above are just the key areas where you need to view your business from a management viewpoint, and the list of course is not exhaustive. However, pay attention to these from a manager’s perspective, and you should benefit in the long run. You will take the leap from being “employee” to “boss”, even if you are the only one you can be “boss” to.
About the author:
Roy Thomsitt is the owner and part author the home business websites http://www.change-direction.comand http://www.home-working-start-up.com
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by: Roy Thomsitt
In the first part of this series of articles, on managing your online business at home, I wrote about the many management responsibilities and functions you have rolled into one if you have your own sole proprietor business, with no staff. Your management task is perhaps the most difficult of all. You have to manage yourself, in all those different areas of your business such as finance, marketing, purchasing and computing.
I believe that if you think of your new home business as having different areas of management for you to concentrate on, you are more likely to succeed long term. If you can adopt some of the techniques of good management, you will end up with a more sound business that will stand the test of time. You will be a better decision maker, and it is decisions that dictate the progress or downfall of any business. Decision making needs to be unemotional and as scientific as possible, but as much as anything needs to be based on common sense. Good management is often a matter of common sense, and that is why I believe you, whatever your background, can run a successful business limited only by your ambitions.
The other virtue you will need in abundance is patience, and this an area where you definitely need to manage yourself. Impatience brings emotion into your decision making. It also brings self criticism, or criticism of others, when none is either deserved or necessary. Patience, realism and common sense combined will contribute greatly to making you a good business manager. With those three attributes, you will be well placed to learn the skills of management in the context of your own small business. You will be able to learn how the different functions of a business relate to each other and interact.
That is not easy, but over time, if you apply yourself, it will all fall into place. This is where patience is vital. Your age or background do not necessarily matter. I know that in my late 20’s I did not really understand business and how it all fitted together. At 30, I knew I needed some sort of professional qualification, and I decided on management accountancy. The syllabus was tough, with 18 exams over 2 and a half to 5 years. What surprised me was the variety of subjects to cover. There were exams in company law, business law, economics, corporate planning, marketing, production, decision making, cost accounting, management accounting, mathematics and statistics. Each subject was very different. Then, at the end, I suddenly realized that all of them knitted together. The ones I hated (law) and loved (marketing) all had a place in the scheme of things.
You, of course, have no need to study or be an expert in all of those things. But it does help to at least be aware that some of them are, in their own way, critical to your success. If you are taking a long term view of things, which you should be if you are serious about having your own home business, you have plenty of time to learn about those subjects that are most critical for your business:
Finance
Whatever your business, this is a very critical function for you to understand and manage, so when it comes to learning all you can, financial management is a priority. Much of this is again common sense, and realism, and there are many tools around to help you keep good financial records. But as I mentioned before, it is decisions that dictate the progress or downfall of any business. All decisions you make will have a financial impact on your business. However, good financial records alone will not bring the reward of better decision making. If you want to maximize the profits of your home business, you may find it helps to have other, non-financial records to aid your decisions. I will discuss this more in part 3 of this series of articles.
Marketing
Marketing is what I love most about business, and it is equally important to finance in all free enterprises. With an online business, the marketing side is an ever moving area of expertise. Offline, marketing has long since stabilised. Online, it has not stabilised at all; it is still developing and evolving. You need to be aware of what’s happening in the world of internet marketing, what has happened, and what is likely to happen. Always remember, though, there will always be a financial impact of your marketing decisions. You are obviously prepared to take risks, as you have started or are starting an online business at home. As the manager of your business you will need to balance the financial and marketing conflicts as they arise. You have to strike the right balance. If the finance director in you is too risk averse, you may stifle the growth of your business. If the marketing director in you is too cavalier, and unrealistic about sales prospects, you may ruin your business in one or two rash decisions. More on this in part 4.
Computing
If you are working online full time, or even part time, you will always need to be looking out for developments in the arenas of software and the internet itself, and maybe at times hardware. You may come across software that either improves your efficiency, makes life much easier or takes you into a new and better way of working. This is another area where knowledge is power. You need to be competitive, and sometimes you will come across new software that will make you more competitive. Try to keep abreast of things in the software marketplace, as it affects your business.
Time Management
While not a function like finance or marketing, when you work at home alone you will find that time management becomes key to your success and enjoyment of working from home. It is a subject you should always be aware of and make conscious decisions about. I will write more on this topic in part 5.
The above are just the key areas where you need to view your business from a management viewpoint, and the list of course is not exhaustive. However, pay attention to these from a manager’s perspective, and you should benefit in the long run. You will take the leap from being “employee” to “boss”, even if you are the only one you can be “boss” to.
About the author:
Roy Thomsitt is the owner and part author the home business websites http://www.change-direction.comand http://www.home-working-start-up.com
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The Fun Of Starting A New Business
The Fun Of Starting A New Business
by: Sintilia Miecevole
So you had that fantastic business idea, the one that's going to be wildly successful and make you a fortune - even better, you actually did something about it and started your own business. Good for you! Not everyone gets that far. Most people sit and day dream about what they might do if only ....
"The world is full of dreamers, there aren't enough who will move ahead and begin to take concrete steps to actualize their vision" - W. Clement Stone
But you got over the biggest hurdle, that first step and you actually created something.
Well done - you did more than most. Now you have the day to day details of running your business so how do you keep going?
There are several things to look at here:
1. What are you good at and what do you enjoy doing? Make two lists - one of the jobs you like and one of the jobs you don't do very well. Take the second list and have a look at what you might outsource or automate. Do you love doing those accounts or would your time be better spent in forward planning while your accountant does the sums? Must you personally reply to every enquiry or could you create a FAQ which you can post on your website and refer people to by autoresponder? In the early stages of your business you might find you don't have the money to pay someone to do the jobs you hate. Could you swap skills to get the help you need?
2. Why are you doing this? You need to be motivated to start a business and keep it going. The best way to do this is to know what the effort is for. What really moves you to get up in the morning and do what you need to do even when you don't really feel like it? Write your reasons down. Find pictures of that house, or that holiday and put them where you can see them.
3. How do you deal with those bumps in the road? Not everything you do will be perfect - sometimes things you've tried will be a disaster - it's the way you react to problems that matters. If you curl up in a ball and give up at the first sign of failure you'd better not be in business. It's all about attitude.
4. Have a plan and stick to it as far as possible but be prepared to be flexible and open minded. Sometimes the most unexpected opportunities come and you need to be ready to seize them. - as Joe Vitale says 'Money likes speed'.
5. Get a mentor - learn from someone who has done it. Someone to bounce ideas off and who can encourage you when things get tough is invaluable.
And most importantly, never let anyone put you down and never be afraid of failure:
"It is not the critic who counts, not the man who points out how the strong man stumbled, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena; whose face is marred by dust and sweat and blood; who strives valiantly; who errs and comes short again and again; who knows the great enthusiasms, the great devotions, and spends himself in a worthy cause; who at the best, knows in the end the triumph of high achievement; and who, at worst, if he fails at least fails while daring greatly, so that his place shall never be with those cold and timid souls who know neither victory nor defeat" - Theodore Roosevelt.
Don't ever forget that!
About the author:
Check out http://www.yoaccountant.comwith your host, Sintilia Miecevole and enjoy the wealth of information from careers, salaries, auditing, CPAs, consulting and taxes to resumes,forensic accounting and more. Click on to http://www.yoaccountant.comfor further information.
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©2005 - All Rights Reserved
by: Sintilia Miecevole
So you had that fantastic business idea, the one that's going to be wildly successful and make you a fortune - even better, you actually did something about it and started your own business. Good for you! Not everyone gets that far. Most people sit and day dream about what they might do if only ....
"The world is full of dreamers, there aren't enough who will move ahead and begin to take concrete steps to actualize their vision" - W. Clement Stone
But you got over the biggest hurdle, that first step and you actually created something.
Well done - you did more than most. Now you have the day to day details of running your business so how do you keep going?
There are several things to look at here:
1. What are you good at and what do you enjoy doing? Make two lists - one of the jobs you like and one of the jobs you don't do very well. Take the second list and have a look at what you might outsource or automate. Do you love doing those accounts or would your time be better spent in forward planning while your accountant does the sums? Must you personally reply to every enquiry or could you create a FAQ which you can post on your website and refer people to by autoresponder? In the early stages of your business you might find you don't have the money to pay someone to do the jobs you hate. Could you swap skills to get the help you need?
2. Why are you doing this? You need to be motivated to start a business and keep it going. The best way to do this is to know what the effort is for. What really moves you to get up in the morning and do what you need to do even when you don't really feel like it? Write your reasons down. Find pictures of that house, or that holiday and put them where you can see them.
3. How do you deal with those bumps in the road? Not everything you do will be perfect - sometimes things you've tried will be a disaster - it's the way you react to problems that matters. If you curl up in a ball and give up at the first sign of failure you'd better not be in business. It's all about attitude.
4. Have a plan and stick to it as far as possible but be prepared to be flexible and open minded. Sometimes the most unexpected opportunities come and you need to be ready to seize them. - as Joe Vitale says 'Money likes speed'.
5. Get a mentor - learn from someone who has done it. Someone to bounce ideas off and who can encourage you when things get tough is invaluable.
And most importantly, never let anyone put you down and never be afraid of failure:
"It is not the critic who counts, not the man who points out how the strong man stumbled, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena; whose face is marred by dust and sweat and blood; who strives valiantly; who errs and comes short again and again; who knows the great enthusiasms, the great devotions, and spends himself in a worthy cause; who at the best, knows in the end the triumph of high achievement; and who, at worst, if he fails at least fails while daring greatly, so that his place shall never be with those cold and timid souls who know neither victory nor defeat" - Theodore Roosevelt.
Don't ever forget that!
About the author:
Check out http://www.yoaccountant.comwith your host, Sintilia Miecevole and enjoy the wealth of information from careers, salaries, auditing, CPAs, consulting and taxes to resumes,forensic accounting and more. Click on to http://www.yoaccountant.comfor further information.
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©2005 - All Rights Reserved
How Nov. 15, 2004 Deadline for Sarbanes Oxley 404 Compliance Affects You
How Nov. 15, 2004 Deadline for Sarbanes Oxley 404 Compliance Affects You
by: Chris Anderson
Public companies have 90 days from the end of their fiscal year to comply. For those with market capitalization of $75 million or more, this clock starts on Nov. 15, 2004; while all others with less than $75 million market capitalization begin July 15, 2005.
Fast Relief for Sarbanes Oxley Section 404 Compliance
Section 404 of the Sarbanes-Oxley Act requires management to confirm the effectiveness of their IT and financial controls in an "internal control report", which is contained within the annual report (10-K) issued to the public. But what exactly is an internal control report, and why is it important to you?
The Section 404 Internal Control Report
First, the internal control report must affirm management’s responsibility for controls and procedure, and second, it must contain an assessment of the effectiveness of the internal controls and procedures for financial reporting. Although both of these issues might at first appear difficult to solve, they are actually not as hard as you would think.
Management’s Responsibility for Controls and Procedures
Affirming management’s responsibility for controls and procedures means more than to simply say management believes in or trusts their system. The affirmation will also need to include a program for a code of ethics for senior financial officers. The program must include prompt disclosures of any changes to your ethics program. So how do you do this?
Business Ethics and Compliance Program
You can easily implement a business ethics program using a step-by-step guide for developing your firm’s business ethics and compliance program. This manual will save you time researching, writing and editing your program. It provides sample policies, surveys, forms and training session outlines that are fully editable using MS Word. And it is also fully endorsed by The National Association of Corporate Directors (NACD) as a tool to maintain a culture of integrity.
Internal Controls
Your internal control report must also contain an assessment of the effectiveness of your internal controls and procedures for financial reporting. In practical terms, control is equivalent to predictability. Everyday management creates forecasts and budgets to predict the future. And the further into the future you can accurately predict, then the more control you have.
Achieve More Control Over Your Forecasts And Budgets
A training class for creating well defined processes shows you how to attain more control. Real world exercises and examples explain how to increase management effectiveness, achieve process control, communicate clear procedures, and verify if your processes are working. So what about procedures?
Procedures Effectiveness
For dealing with Section 404 of the Sarbanes-Oxley Act, you can look at products like the Management CFO Value Series that includes Accounting, Human Resources, as well as policies, procedures and forms for other departments. Such procedures will save you time researching best practices, creating a standard format, and thinking of clear and concise paragraphs to write.
Easier Section 404 Compliance
Your internal control report is the key to your Sarbanes-Oxley Section 404 compliance. You should also look at a business ethics and compliance program, attend a training class for creating well-defined processes to learn more about management effectiveness, and use a CFO Management Value Series to speed the development of your procedures. You want to achieve fast, easy, and effective relief for your Sarbanes-Oxley Section 404 compliance.
About the author:
Chris Anderson is co-author of policies and procedures manual products, providing the layout, process design and implementation to increase performance. He is currently the Managing Director of Bizmanualz, Inc., and holds a Masters in Business Administration from Pepperdine University and a Bachelor of Science degree in Electrical Engineering from Southern Illinois University. Visit: http://www.bizmanualz.com/accounting?src=ART68
by: Chris Anderson
Public companies have 90 days from the end of their fiscal year to comply. For those with market capitalization of $75 million or more, this clock starts on Nov. 15, 2004; while all others with less than $75 million market capitalization begin July 15, 2005.
Fast Relief for Sarbanes Oxley Section 404 Compliance
Section 404 of the Sarbanes-Oxley Act requires management to confirm the effectiveness of their IT and financial controls in an "internal control report", which is contained within the annual report (10-K) issued to the public. But what exactly is an internal control report, and why is it important to you?
The Section 404 Internal Control Report
First, the internal control report must affirm management’s responsibility for controls and procedure, and second, it must contain an assessment of the effectiveness of the internal controls and procedures for financial reporting. Although both of these issues might at first appear difficult to solve, they are actually not as hard as you would think.
Management’s Responsibility for Controls and Procedures
Affirming management’s responsibility for controls and procedures means more than to simply say management believes in or trusts their system. The affirmation will also need to include a program for a code of ethics for senior financial officers. The program must include prompt disclosures of any changes to your ethics program. So how do you do this?
Business Ethics and Compliance Program
You can easily implement a business ethics program using a step-by-step guide for developing your firm’s business ethics and compliance program. This manual will save you time researching, writing and editing your program. It provides sample policies, surveys, forms and training session outlines that are fully editable using MS Word. And it is also fully endorsed by The National Association of Corporate Directors (NACD) as a tool to maintain a culture of integrity.
Internal Controls
Your internal control report must also contain an assessment of the effectiveness of your internal controls and procedures for financial reporting. In practical terms, control is equivalent to predictability. Everyday management creates forecasts and budgets to predict the future. And the further into the future you can accurately predict, then the more control you have.
Achieve More Control Over Your Forecasts And Budgets
A training class for creating well defined processes shows you how to attain more control. Real world exercises and examples explain how to increase management effectiveness, achieve process control, communicate clear procedures, and verify if your processes are working. So what about procedures?
Procedures Effectiveness
For dealing with Section 404 of the Sarbanes-Oxley Act, you can look at products like the Management CFO Value Series that includes Accounting, Human Resources, as well as policies, procedures and forms for other departments. Such procedures will save you time researching best practices, creating a standard format, and thinking of clear and concise paragraphs to write.
Easier Section 404 Compliance
Your internal control report is the key to your Sarbanes-Oxley Section 404 compliance. You should also look at a business ethics and compliance program, attend a training class for creating well-defined processes to learn more about management effectiveness, and use a CFO Management Value Series to speed the development of your procedures. You want to achieve fast, easy, and effective relief for your Sarbanes-Oxley Section 404 compliance.
About the author:
Chris Anderson is co-author of policies and procedures manual products, providing the layout, process design and implementation to increase performance. He is currently the Managing Director of Bizmanualz, Inc., and holds a Masters in Business Administration from Pepperdine University and a Bachelor of Science degree in Electrical Engineering from Southern Illinois University. Visit: http://www.bizmanualz.com/accounting?src=ART68
Policies and Procedures Used as Management Key
Policies and Procedures Used as Management Key
by: Chris Anderson
Managers know the difficulty of getting people to do the right things the right way. And employees need their expertise and understanding of the way things should be done. But how do you get it across so it actually sticks? The answer is well-defined policies and procedures.
Quickly Convey What’s Right
Managers can convey the exact way things should be done with policies and procedures, and they can do it faster than ever with pre-written documents. This speeds an organization’s standard operating procedures project effectiveness to get results.
Create Strong Operating Procedures
Departmentally-focused manuals provide an excellent opportunity to create strong, consistent Standard Operating Procedures across multiple functions. This includes added savings of time and resources. Departments that benefit with improved results include:
• CEO Management - Build an effective management procedures system based on best practices for the entire organization
• CFO Controller - Simplify the job as a CFO or Controller, and speed the development of comprehensive Accounting and HR manuals
• ISO 9001 Quality Manager - Create ISO 9001 quality policies and procedures manual with prewritten policies, procedures and forms
• Human Resources Manager - Create HR policies and procedures manual with prewritten policies, procedures and forms
• Security Manager - Create complete facility security procedures and disaster recovery plans
Customize to any Business
When researching effective solutions, the content should be well-researched and follow industry-standard formats. Moreover, the applications such as MS Word-based standard operating procedures documents should be easy to edit and simple to customize for any business or organization.
Utilize Essential Procedures
Management should have a solution to implement their entire policy system with essential procedures in one concise, consistent format. And they can do it effectively and efficiently because pre-written documents:
• Saves research time
• Improves procedure writing
• Speeds policy development
• Eases document editing
• Enhances policy knowledge
• Simplifies implementation
The Right Documents
Business owners and executives should select a pre-written policies and procedures package specifically created for a particular management scope. And choose the one that identifies their role and needs.
About the author:
Chris Anderson has over 18 years of sales, marketing and business management experience working with business process design, software and systems engineering. He is also co-author of policies and procedures manual products, producing the layout, process design and implementation to increase performance. He is currently the Managing Director of Bizmanualz, Inc.
Visit: http://www.bizmanualz.com?src=ART66
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--------------------------------------------------------------------------------
--------------------------------------------------------------------------------
©2005 - All Rights Reserved
by: Chris Anderson
Managers know the difficulty of getting people to do the right things the right way. And employees need their expertise and understanding of the way things should be done. But how do you get it across so it actually sticks? The answer is well-defined policies and procedures.
Quickly Convey What’s Right
Managers can convey the exact way things should be done with policies and procedures, and they can do it faster than ever with pre-written documents. This speeds an organization’s standard operating procedures project effectiveness to get results.
Create Strong Operating Procedures
Departmentally-focused manuals provide an excellent opportunity to create strong, consistent Standard Operating Procedures across multiple functions. This includes added savings of time and resources. Departments that benefit with improved results include:
• CEO Management - Build an effective management procedures system based on best practices for the entire organization
• CFO Controller - Simplify the job as a CFO or Controller, and speed the development of comprehensive Accounting and HR manuals
• ISO 9001 Quality Manager - Create ISO 9001 quality policies and procedures manual with prewritten policies, procedures and forms
• Human Resources Manager - Create HR policies and procedures manual with prewritten policies, procedures and forms
• Security Manager - Create complete facility security procedures and disaster recovery plans
Customize to any Business
When researching effective solutions, the content should be well-researched and follow industry-standard formats. Moreover, the applications such as MS Word-based standard operating procedures documents should be easy to edit and simple to customize for any business or organization.
Utilize Essential Procedures
Management should have a solution to implement their entire policy system with essential procedures in one concise, consistent format. And they can do it effectively and efficiently because pre-written documents:
• Saves research time
• Improves procedure writing
• Speeds policy development
• Eases document editing
• Enhances policy knowledge
• Simplifies implementation
The Right Documents
Business owners and executives should select a pre-written policies and procedures package specifically created for a particular management scope. And choose the one that identifies their role and needs.
About the author:
Chris Anderson has over 18 years of sales, marketing and business management experience working with business process design, software and systems engineering. He is also co-author of policies and procedures manual products, producing the layout, process design and implementation to increase performance. He is currently the Managing Director of Bizmanualz, Inc.
Visit: http://www.bizmanualz.com?src=ART66
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--------------------------------------------------------------------------------
--------------------------------------------------------------------------------
©2005 - All Rights Reserved
Can You Play the Drums?
Can You Play the Drums?
by: Erin Banister
When I was a child, all I wanted from life was to be able to play every instrument under the sun. Pretty lofty goal, right?
I spent a couple decades learning numerous instruments, a couple I mastered; with many of the instruments I considered myself an
average player, but that was ok – at least I could do it! Years went by, I kept learning new instruments, and I was very proud of myself.
One day, I decided it was time to learn the drums. I started with the snare drum, and I was fair at playing that. Next, the
tri-toms, the bass drum, symbols, and so on. Being the overachiever that I am, I decided one day to get a drum set. I
worked on it, day in and out, striving to make some sense out of this set of drums. I banged on them endlessly, struggling to find
my beat – to make them all work together while in my hands. My father, being a kind soul, walked in on me playing my drum set
and said, “You know, you look like a maniac flailing around over there.”
Skip forward several years later. I still have that drum set (in my shed), and I still play it occasionally. No set of lessons, books, or study seems to teach my feet and hands to move as they should with the drums. My beats end up half-witted, and I’ve resigned myself to the fact that 1) I can’t do it all myself and 2) If I need a drummer, I might as well hire a professional.
The moral of my story is, I know what I can and can’t achieve. The drums are not my ‘cup of tea’, but I know of several
individuals who are very good at the drums. This is true in my business as well; while I can keep my books and do my personal
taxes, when I put all of the accounting/bookkeeping together, I end up flailing like a maniac once again.
Many business owners seem to be under the assumption that they can do it all, that they can be the catch-all support that their
business needs. In my experience, this is only not true, but can also make your business look very unprofessional. Your ability to say, “I’m not a web designer” or “I’m not an accountant” or “I don’t know my head from a hole in the ground in regards to [fill in the blank]” will set your business apart from the crowd. I can
give you a great for instance: I know next to nothing about real estate. I know it has something to do with houses, mortgages,
listings, and showings; but what good does that do me? However, I know a friend of mine has ample experience in real estate, and this is her niche market. Thus, every inquiry I get about real estate I send to my friend.
We all forget at one time or another that we can’t do everything, and take on projects we are blatantly not qualified for. It is imperative that we not only find our niche market, but also figure out what we cannot accomplish successfully, and pass it on to someone who does.
I cannot play the drums, but I am a master at the flute and trombone. I cannot do bookkeeping/accounting, but am a whiz at
marketing and design. How about you?
About the author:
Erin Banister is the president of TrinityJacobs – Your Personal Virtual Assistant. Erin’s expertise includes marketing and desktop publishing, amongst other administrative specialties. For
more information, visit http://www.TrinityJacobs.com
Circulated by Article Emporium
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--------------------------------------------------------------------------------
©2005 - All Rights Reserved
by: Erin Banister
When I was a child, all I wanted from life was to be able to play every instrument under the sun. Pretty lofty goal, right?
I spent a couple decades learning numerous instruments, a couple I mastered; with many of the instruments I considered myself an
average player, but that was ok – at least I could do it! Years went by, I kept learning new instruments, and I was very proud of myself.
One day, I decided it was time to learn the drums. I started with the snare drum, and I was fair at playing that. Next, the
tri-toms, the bass drum, symbols, and so on. Being the overachiever that I am, I decided one day to get a drum set. I
worked on it, day in and out, striving to make some sense out of this set of drums. I banged on them endlessly, struggling to find
my beat – to make them all work together while in my hands. My father, being a kind soul, walked in on me playing my drum set
and said, “You know, you look like a maniac flailing around over there.”
Skip forward several years later. I still have that drum set (in my shed), and I still play it occasionally. No set of lessons, books, or study seems to teach my feet and hands to move as they should with the drums. My beats end up half-witted, and I’ve resigned myself to the fact that 1) I can’t do it all myself and 2) If I need a drummer, I might as well hire a professional.
The moral of my story is, I know what I can and can’t achieve. The drums are not my ‘cup of tea’, but I know of several
individuals who are very good at the drums. This is true in my business as well; while I can keep my books and do my personal
taxes, when I put all of the accounting/bookkeeping together, I end up flailing like a maniac once again.
Many business owners seem to be under the assumption that they can do it all, that they can be the catch-all support that their
business needs. In my experience, this is only not true, but can also make your business look very unprofessional. Your ability to say, “I’m not a web designer” or “I’m not an accountant” or “I don’t know my head from a hole in the ground in regards to [fill in the blank]” will set your business apart from the crowd. I can
give you a great for instance: I know next to nothing about real estate. I know it has something to do with houses, mortgages,
listings, and showings; but what good does that do me? However, I know a friend of mine has ample experience in real estate, and this is her niche market. Thus, every inquiry I get about real estate I send to my friend.
We all forget at one time or another that we can’t do everything, and take on projects we are blatantly not qualified for. It is imperative that we not only find our niche market, but also figure out what we cannot accomplish successfully, and pass it on to someone who does.
I cannot play the drums, but I am a master at the flute and trombone. I cannot do bookkeeping/accounting, but am a whiz at
marketing and design. How about you?
About the author:
Erin Banister is the president of TrinityJacobs – Your Personal Virtual Assistant. Erin’s expertise includes marketing and desktop publishing, amongst other administrative specialties. For
more information, visit http://www.TrinityJacobs.com
Circulated by Article Emporium
--------------------------------------------------------------------------------
--------------------------------------------------------------------------------
©2005 - All Rights Reserved
Issuing Warrants to Investors
Issuing Warrants to Investors
by: Dave Lavinsky
When raising capital for a business venture, warrants are a common form of equity that is given to investors. A warrant is like an option – it gives the holder the right to buy a security at a fixed or formulaic price, which is known as the "exercise" or "strike" price.
Warrants are often confused with options. Options, as used in the venture capital space, are typically long term (up to 10 years). They are also typically issued to employees versus investors. Conversely, warrants act like short-term options and, unlike employee options, can be traded as an independent security.
In general, neither the issuance of warrants nor their exercise (at least by non-employees) is a taxable event. In fact, in 1984, Congress reversed the earlier position of the IRS that the expiration of a warrant is a taxable event for the issuer. However, whenever a debt security with warrants attached is issued as a package, original issue discount problems are invited.
One type of warrant that once popular as a financing mechanism for emerging ventures is contingent warrants. These warrants become exercisable if and when the holder does something for the issuer, for example buys a certain level of product. Contingent warrants are no longer used often since the SEC ruled in favor of current and periodic recognition of expense to the issuer.
Like an option, a warrant is considered a "common-stock equivalent” for accounting purposes. And, if the warrant has been "in the money" (i.e., the exercise price is below the market price) for three consecutive months, it is deemed to impact earnings per share under the so-called treasury-stock method. That is, the warrants are considered exercised, new stock is issued at the exercise price, and the proceeds to the issuer are used to buy in stock at the market price.
Warrants are a common financing mechanism and companies seeking venture capital should consider and become knowledgeable about this type of equity device.
About the author:
GT Business Plans has developed over 200 business plans for clients that have collectively raised over $750 million in financing, launched numerous new product and service lines and gained competitive advantage and market share. GT Business Plans is the sister site of GT Venture Capital
Circulated by Article Emporium
--------------------------------------------------------------------------------
--------------------------------------------------------------------------------
©2005 - All Rights Reserved
by: Dave Lavinsky
When raising capital for a business venture, warrants are a common form of equity that is given to investors. A warrant is like an option – it gives the holder the right to buy a security at a fixed or formulaic price, which is known as the "exercise" or "strike" price.
Warrants are often confused with options. Options, as used in the venture capital space, are typically long term (up to 10 years). They are also typically issued to employees versus investors. Conversely, warrants act like short-term options and, unlike employee options, can be traded as an independent security.
In general, neither the issuance of warrants nor their exercise (at least by non-employees) is a taxable event. In fact, in 1984, Congress reversed the earlier position of the IRS that the expiration of a warrant is a taxable event for the issuer. However, whenever a debt security with warrants attached is issued as a package, original issue discount problems are invited.
One type of warrant that once popular as a financing mechanism for emerging ventures is contingent warrants. These warrants become exercisable if and when the holder does something for the issuer, for example buys a certain level of product. Contingent warrants are no longer used often since the SEC ruled in favor of current and periodic recognition of expense to the issuer.
Like an option, a warrant is considered a "common-stock equivalent” for accounting purposes. And, if the warrant has been "in the money" (i.e., the exercise price is below the market price) for three consecutive months, it is deemed to impact earnings per share under the so-called treasury-stock method. That is, the warrants are considered exercised, new stock is issued at the exercise price, and the proceeds to the issuer are used to buy in stock at the market price.
Warrants are a common financing mechanism and companies seeking venture capital should consider and become knowledgeable about this type of equity device.
About the author:
GT Business Plans has developed over 200 business plans for clients that have collectively raised over $750 million in financing, launched numerous new product and service lines and gained competitive advantage and market share. GT Business Plans is the sister site of GT Venture Capital
Circulated by Article Emporium
--------------------------------------------------------------------------------
--------------------------------------------------------------------------------
©2005 - All Rights Reserved
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