Sometimes with reading and web resources is not enough. You need individual advice on business planning and other aspects of the development of your practice, and you can, taking into account the possibility of a professional business coach, objective advice and a view of the outside physical therapy.
"The value that emerged from coaching is personalized care in an on-the-job situation," says Jennifer Wilson, PT, MBA. Since coaching services can be expensive, "Choosing the right trainer is the key. The person / team, the coaching should take some time defined in advance exactly how they want to be helped by coaching. You can do this by placing a certain Statement: I want to win "x" by the coaching process. "
Wilson advises your Top Favorites prepare a proposal and generate some ideas on how they think they can help. "This will provide you with information about individual coaches, which the initiative, the ability to create new ideas, and so on," she says. "Then you should take the time interviewing potential coaches more than once to see if it is a" good ", before taking a decision.
"A good coach should be very skilled at listening, facilitation of decision making and problem solving, and the recommendations based on the themes heard," she adds. "Testing for some of these properties can be obtained during the interview / screening process."
Coaches can be hired by the hour or in the context of a fixed flat rate offer. The fixed offer seems a bit tricky, especially if the PT is trying to build a new society and things are a little insecure. In any case, the expectations delineated too expensive, says Wilson.
Then it is the attitude PT, the coach at the time instance - over the specific tasks of the trainer can present at any meeting and prepare an agenda in advance. The PT should be the process, not the coach, she says. Wilson points encouraged to spend some time at the range of coaching services in their communities, and perhaps also at the national level. Coaches are available in various specialties, such as marketing, HR and professional development, and general administration, she adds.
Tuesday, August 18, 2009
Saturday, August 15, 2009
internet business consultancy
| Why set up shop online? | ||
| Not subject to time and geographical restrictions | The stability of the existing source | |
| Internet marketing is not only 24-hour display of goods, the company's website and information to enhance the visibility of the company allows customers to on-line store at any time direct payment of purchase. Help you at any time around the world contact between customers and suppliers, and when the peddler in electronic form through easily. | Regularly updated as a result of new products or shop the latest concessions, your loyal customers can shop anytime, anywhere on the web browser-to-date information to avoid the loss of each new customer information, it is much to attract them to visit the shop and increase the desire to buy. | |
Open up new sales channels |
Details of procedures for the establishment of shops | |||
| Procedures for the establishment of the shop is divided into five simple steps, and easyEshop professional consultants will also arrange for you to guide the different stages of different courses you need to follow up, including new passenger briefings, instruction in small classes and 1 on 1 secretary guidance service, which will allow customers to take full advantage of the usage of online stores to help you to invest in online professional easier. Reduce costs Pioneering online market The situation in Hong Kong Online Shopping Mainland China e-commerce Mainland China in recent years the development of e-commerce is also very fast, in 2000, mainland Internet users per capita consumption of about 300 yuan, the purchase of goods to computer products, books, records, CDs, electrical goods, beauty products and flowers mainly . The problem of online shopping In fact, Hong Kong's online store also need to face the following questions: Payment and collection methods "Paid their dues, to deliver the" real world is granted with the most common method of trading, but in the virtual world of networks, in addition to some can be transmitted through the network software, pictures, information and video clips between, the vast majority part of the goods could not achieve this kind of transaction, so only a more indirect way. |
Friday, August 14, 2009
Confronting corporate welfare
In the crusade to trim federal spending, it's business's turn to face the knife. But which funding programs? And how far should we go?
On November 22, 1994, Robert Reich, then U.S. Secretary of Labor, issued a challenge to Washington's public policy "think tanks" to identify business subsidies he characterized as "federal aid to dependent corporations."(1) Along with the many social welfare programs being targeted for reduction or termination by the incoming Republican-controlled 104th Congress, Reich believed that "corporate welfare" subsidies would provide considerable fuel for deficit reduction. Reich challenged congressional Republicans to terminate inappropriate federal government involvement in the workings of the U.S economy.
Secretary Reich's call to action was answered the following year with corporate welfare "white papers" issued by the libertarian Cato Institute, the centrist Progressive Policy Institute, and the liberal Center for Responsive Law and Essential Information. The reports' findings and recommendations were stunning. The Cato Institute identified 125 federal programs that subsidize business to the tune of $85 billion annually. The Progressive Policy Institute found 121 spending and tax subsidies benefiting specific industries that, if eliminated or reformed, would save $265.2 million over five years. Not to be outdone, the Center for Responsive Law and Essential Information's report uncovered 153 federal business welfare programs totaling $167.2 billion in taxpayer subsidies for Fiscal Year (FY) 1995.
How did corporate welfare endure under a Republican congress and a Democrat president? According to Cato Institute analysts Stephen Moore and Dean Stansel, it came out of the budget debate relatively unscathed. Of the $19.5 billion budgeted for the 35 least defensible programs identified by the Cato Institute, Congress cut only $2.8 billion (or 15 percent) for FY96. Moore and Stansel found that many programs were reduced nominally or not at all. Meanwhile, although President Clinton called Secretary Reich's proposal an "attractive idea," he clearly articulated that he did not endorse cutbacks in benefits to business. In fact, Moore and Stansel found that the Clinton administration actually proposed increased spending in the 35 least defensible programs. And the White House vetoed Republican budget bills because Republican reductions in corporate subsidies were deemed too large.
Defining Corporate Welfare
The condemnation of corporate welfare across the political spectrum may lead one to believe--incorrectly--that the definition of this concept is universally understood. But as we will see, the ideology of each public policy think tank or public interest group colors the definition of what constitutes "corporate welfare."
The Cato Institute defines corporate welfare as special government subsidies or benefits that are targeted to specific industries or businesses. It can take the form of direct government grants, loans, insurance, or subsidies provided to businesses; trade barriers designed to protect U.S. firms in particular industries from foreign competition at the expense of American consumers; or a loophole in the tax code carved out solely for the benefit of a particular company or industry. However, tax provisions that are universally available to all companies and industries, such as allowing faster write-off of capital equipment or a general tax cut for business, are not included in the definition.
The libertarian interpretation of the federal tax code differs markedly from liberal interest-group interpretations of federal corporate tax policy. The liberal definition of what constitutes corporate welfare often includes universal business tax provisions that are deemed inequitable, especially when comparing the corporation's "ability to pay" with the tax burden placed on other segments of American society.
The Progressive Policy Institute defines corporate welfare as subsidies that benefit specific industries, with the proviso that there may be offsetting social or economic policy reasons for preserving certain subsidies. The definition includes direct spending subsidies, direct and indirect tax subsidies, trade protections, and anticompetitive economic regulation as the conceptual elements of corporate welfare.
The Center for Responsive Law and Essential Information includes the following elements in its definition: (1) direct payments to companies; (2) provision of public goods and services without adequate compensation from companies; (3) federal purchases from companies of goods and services at more than market value; (4) federal tax breaks for businesses; and (5) business exemptions from laws.
A real-world example of a corporate welfare consensus is found in a "Dirty Dozen" list of federal subsidies and programs jointly issued in June 1995 by the three institutions. The list--which affects agriculture, defense, and construction industries, among others--constitutes the core elements of corporate welfare targeted to specific industries and firms: direct subsidies, tax breaks, regulatory exemptions, and trade protection. The three institutions unanimously recommended that this list of programs and subsidies be eliminated or significantly reduced from FY96 and future budgets. Anticipated savings over the subsequent five years were estimated at between $16.2 and $18.5 million.
The value of private businesses in the United States
The vast majority of businesses in the United States are privately held, and approximately 99 percent meet a common government definition of "small." However, we know surprisingly little about the market values of these organizations. In this paper, we estimate the market value of privately held firms in the United States from sources on earnings, assets, and reported market value of multiple forms of business entities, including corporations, partnerships, LLCs, and sole proprietorships. We discuss various theoretical and practical methods of valuing assets, including those arising from economics, neoclassical finance, portfolio theory, and tradition. Concluding that most of them are not appropriate for valuing private firms, we use insights from dynamic programming and ratio analyses from traditional technique to produce a new estimate based on reported taxable earnings, net worth, and tax filing status. Using this approach, we estimate that privately held U.S. firms had earnings that exceeded those of publicly held firms in two recent years by a significant margin. Moreover, the market value of these firms exceeded that of publicly traded firms. We also conclude that policymakers, perhaps grossly, underestimate the true scale of "small" and privately held firms in the economy.
Keywords: valuation, small business, private business
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The market values of publicly traded companies are tracked on a daily basis by millions of investors, and "the stock market" is the subject of intense and nearly continuous media exposure. However, privately held companies employ the majority of workers in the United States, and produce the majority of the output. We know surprisingly little about the market values of these organizations, especially when compared with their publicly held counterparts. Such ignorance places policymakers, investors, and workers at risk when they make vital decisions about the economy in general and their individual roles within it. In particular, this lack of knowledge compromises the ability to make informed decisions in all the following matters: entrepreneurial management decisions; lending decisions where private firms (or firms that may become private) are involved; investment decisions by portfolio managers; pension decisions by both pensioners and pension fund managers; actuarial projections that involve private firm investments; public policy debates over "social security" and other assets available over the long term to fund retirement income; economic development policies for states and regions; and national tax and economic policy.
Ignorance of the market value of privately held companies also undermines many of the practices of modern finance, in which the stock market is used as a proxy for the total value of investment assets. In particular, the Capital Asset Pricing Model (CAPM) and other descendents of the mean-variance framework rely heavily on a simplifying assumption about investments: that the stock market serves as a valid proxy for the universe of equity investments available, and therefore the risks and returns of publicly traded stocks are the relevant focus of portfolio decisions by these investors. This will be discussed further below.
In this paper, we assemble data from a variety of sources on the assets, revenue, and earnings of privately held firms. Using these data, and employing a mixture of techniques, we estimate the market value of privately held firms in the United States, which may be the most important economic statistics for which there are no direct empirical data. We also demonstrate a methodology to revise this estimate in the future, and offer some suggestions for improving it.
In Section 1 of this paper, we assemble data on the number of business entities operating in the United States, define "privately held" companies, and distinguish them from other "business" entities. We also review stylized facts about "small" businesses. In Section 2. we survey the numerous classes of entities that file business tax returns, and categorize them into publicly held firms, privately held firms, and nonfirm business entities. In Section 3, we review the few available indicators of the value of businesses in the United States, including the Flow of Funds, stock market indices, and the Survey of Consumer Finances. Finally, in Section 4. we use all the foregoing material to estimate the market value of private firms, using several methods. We also compare our estimate with available direct and indirect estimates of the value of public and private firms. Section 5 closes with conclusions, some possible extensions, empirical tests of the findings, and limitations. We also include an appendix that surveys the valuation methods.
1. Information on Privately Held and Publicly Traded Firms
Most news media provide daily news about the major stock markets in the United States. However, the "stock market" includes only a small fraction of the firms in the United States. These are generally, though not always, larger and longer-established firms that have chosen the corporate form of organization for the advantages it offers to professionally managed firms that need capital investments on a large scale. As we will demonstrate below, far more firms, with larger earnings, are outside this well-publicized subset of American businesses. We start our analysis of privately held firms by looking at the available data on firms and their value.
What makes a successful business person? Business people who are tops in their field have a lot in common, and art professionals can learn a lot from
I have a theory on doing business. If my business is good, it's not because of the weather, the time of year or the economy. It's because of me. I'm doing something right. If my business is bad, it's not because of the weather, the time of the year or the economy. It's because of me. I'm doing something wrong. Somebody is always buying something from somebody, so how can I make them buy from me?
First of all, you need confidence in yourself and your merchandise with clear goals and knowledge of the products you are selling. Only then can you inspire dedication from your staff and a willingness to buy from customers.
Successful business people, no matter what their industry, have been found to share similar traits. Today's world is no longer satisfied with simply success--we want to know how the successful get to the top. The Russians developed a concept called "anthropomaximology," in which they try to answer the question of why some individuals outperform others. Through the years I've done some anthropomaximology of my own and found there are certain qualities that describe successful business people. Here are a few:
1 They constantly set higher goals Successful business people are mountain climbers who, having climbed one peak, look beyond to the next highest. They are the retailers who send 1,500 mailers to their customers and yield a good turnout of 100. But instead of being satisfied with 100, they ask how they can increase that number to 150 the next time.
For example, Donald Kelley of Kelley Frame and Art Galleries, with locations in Minnesota and Wisconsin, continually tries to improve his e-mail list. "My goal is to collect 150 new e-mail names every month and send out a new e-mail message to this list every two weeks."
2 They avoid "comfort zones" To a successful person, standing still feels like going backwards. People who stay in their comfort zones do what they did before because it's "the way we've always done it:" They run the same ads, buy the same merchandise in the same way and avoid anything new, different or unusual because they feel they might do something wrong. They blame any lack of business on the weather, the time of the year, the economy--anything except for themselves.
Successful gallery owners attend art shows, read catalogs and visit other galleries in their travels. They are always searching to find unique art exclusive to their galleries. They take control of their own destiny and market their businesses as exciting destinations.
3 They are driven by accomplishments, not money
Successful people follow the theory of Apple Computer's founder Steve Jobs, who said, "The journey is the reward." They are customer focused, not product focused. Their thrill is not the ringing of the register but the crowds responding to their mailing. For them, there is no greater high than a line outside the store before the doors open.
4 They solve problems rather than place blame
A telephone pole blocked the view of Ron Bishop's Canadian gallery. He knew it would be difficult, if not impossible, to have the telephone pole moved. His solution was to paint the pole with an Impressionistic theme. Once it was finished, the local paper came, took a picture and wrote a story about it. "It was great publicity," said Bishop. "And then the calls started coming, asking, 'Is it for sale?'"
Successful gallery owners do not waste their time looking at problems and saying, "It's not our fault" or "Why didn't we ..." They say, "Let's look at what went wrong and realize it was a learning experience and figure out how we can make it work next time."
When a customer hears it will take a week or longer to have their art framed, and says, "Sorry, that's too long," do you shrug your shoulders and say, "Well, that's how long it takes." Or do you think, "Hmmmm, if that's what the customer wants, how can I solve their problem?"
5 They look at the worst possible scenario
"What's the worst possible result if we follow this plan?" they ask themselves. Then, knowing that, they decide if the risk-taking is practical.
However, once they make the decision, they proceed with the confidence, knowledge and expertise necessary to make it work.
They understand the most harmful result and then decide if they can live with the outcome. If they can, they move ahead. Confidently.
Galleries that concentrate on one type of art often decide to reach into an unrelated area. Sometimes a gallery will fail in an attempt to broaden their focus, but successful performers understand even defeat is a learning experience.
"Every time I fail," said Thomas Edison, "I learn something." He tried 1,114 times to find a filament to stay lit in a bulb. He failed 1,113 times.
6 They rehearse the future as they see it
"I believe our future is a one-stop shop for decorating. In addition to limited-edition prints and posters, we now offer collectibles, gift items and small occasional furniture pieces," said Christine Knoll of the Art Gallery of Hog Hollow in Chesterfield, Mo.
Successful people move towards the pictures they create in their mind. They can rehearse coming actions or events as they "see" them. They are like chess players who can "feel" the next move of their opponent and have half a dozen responses ready when their time comes to move.
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