This is default featured slide 1 title

Go to Blogger edit html and find these sentences.Now replace these sentences with your own descriptions.This theme is Bloggerized by Lasantha Bandara - Premiumbloggertemplates.com.

This is default featured slide 2 title

Go to Blogger edit html and find these sentences.Now replace these sentences with your own descriptions.This theme is Bloggerized by Lasantha Bandara - Premiumbloggertemplates.com.

This is default featured slide 3 title

Go to Blogger edit html and find these sentences.Now replace these sentences with your own descriptions.This theme is Bloggerized by Lasantha Bandara - Premiumbloggertemplates.com.

This is default featured slide 4 title

Go to Blogger edit html and find these sentences.Now replace these sentences with your own descriptions.This theme is Bloggerized by Lasantha Bandara - Premiumbloggertemplates.com.

This is default featured slide 5 title

Go to Blogger edit html and find these sentences.Now replace these sentences with your own descriptions.This theme is Bloggerized by Lasantha Bandara - Premiumbloggertemplates.com.

Showing posts with label Business. Show all posts
Showing posts with label Business. Show all posts

Business Research



Business Research
1 Introduction to Research
Research is the process of finding solutions to a problem after a thorough study and analysis of the situational factors.
1.2. What is business research?
  • Research provides the needed information that guides managers to make informed decisions to successfully deal with problems.
  • The information provided could be the result of a careful analysis of data gathered firsthand or of data that are already available (in the company).
1.3. Types of Business research.
1. Applied research
  • Is to solve a current problem faced by the manager in the work setting,demanding a timely solution.
2. Basic research (fundamental, pure)
  • Is to generate a body of knowledge by trying to comprehend how certain problems that occur in organizations can be solved.
  • The findings of such research contribute to the building of knowledge in the various functional areas of business.
1.4. Why is it important for managers to know about research?
  • Solve problems
  • Decision making tool
  • Competition
  • Risk
  • Investment
  • Hire researchers and consultants more effectively
2 Scientific Investigation
  •  Observation
  • Identification of problem area
  • Theoretical framework
  • Hypotheses
  • Research design
  • Data collection
  • Data analysis
  • Data interpretation
  • Implementation
The seven-step process in the Hypothetico-Deductive method
  • Observation
  • Problem identification
    • preliminary information gathering
  • Theoretical framework
    • theory formulation
  • Hypothesizing
  • Research design
    • further scientific data collection
  • logical analysis
  • Deduction
The seven-step process
  • Problem statement is a clear, precise, and succinct statement of the question or issue that is to be investigated with the goal of finding an answer or solution.
  • Theoretical framework is the foundation on which the entire research project is based. It is logically developed, described, and elaborated network of associations among the variables relevant to the problem situation.
  • A hypothesis is a tentative statement that proposes a possible explanation to some phenomenon or event. A useful hypothesis is a testable statement which may include a prediction. A hypotheses should not be confused with a theory.
  • Data analysis: the data gathered are statistically analyzed to see if the hypotheses that were generated have been supported.
  • Measurement is the process observing and recording the observations that are collected as part of a research effort.
  • Deduction is the process of arriving at conclusions by interpreting the meaning of the data analysis results.
Problem Formulation
  • Well begun is half done” --Aristotle, quoting an old proverb
  • Where do research topics come from?
  • The idea for a research project?
  • One of the most common sources of research ideas is the experience of practical problems in the field?
  • The Literature Review
The Research Cycle
      • QUESTIONING
      • PLANNING
      • GATHERING
      • SORTING & SIFTING
      • SYNTHESIZING
      • EVALUATING
      • REPORTING*
Information needs in business
  • Almost every organization has to engage in research at some level to stay competitive.
  • Companies gather data both from within and outside the organization.
  • The methods used to gather, analyze, and synthesize information from the external and internal environments are becoming increasingly sophisticated to the immense scope of computer technology.
Computer Technology and Business
  • ICT
  • Information
  • Communication
  • Technology
The research process
  • Observation
  • Data gathering
  • Problem definition
  • Theoretical framework (variables identified)
  • Hypotheses
  • Research design
  • Data collection, analysis, interpretation
  • Deduction
  • Report writing
  • Report presentation
  • Managerial decision making
Research design
  • Purpose of the study:
    • Exploratory study
      • Is undertaken when no information is available on how similar problems or research issues have been solved in the past
    • Descriptive study
      • Is to able to describe the characteristics of the variables of interest in a situation.
    • Hypotheses testing
      • Is undertaken to explain the variance in the dependent variable or to predict organizational outcomes.
    • Case studies
    • Research design can be thought of as the structure of research -- it is the “glue” that holds all of the elements in a research project together
Measurement
  • The rating scale
    • Have several response categories
    • Likert scale is designed to examine how strongly subject agree or disagree with statements on a 5-point scale
  • Ranking scale
    • Are used to tap preferences between two or more objects or items
  • Goodness of measure : reliability, validity
Data collection methods
  • Data can be collected in a variety ways, data sources can be primary or secondary.
  • Data collection methods such as:
  • interview(face-to-face, telephone, computer-assisted interviews),
  • Questionnaires
  • Observation
  • Motivational technique
Sampling
  • A sample is a subset of the population.
  • Sample is the process of selecting a sufficient number of elements from the population.
  • Studying a sample rather the entire population is sometimes to lead to more reliable results, mostly because fatigue is reduced, resulting in fewer errors on collection data. (time, cost, human resources)
  • Surveys are useful and powerful in finding answers to research question but if data are not collected from the people or objects that can provide the correct answers to solve the problem, the survey will be in vain.
Data Analysis and Interpret
Descriptive Statistics
  • Descriptive statistics
    • Provide simple summaries about the sample and the measures.
    • Central Tendency. The central tendency of a distribution is an estimate of the “center” of a distribution of values. There are three major types of estimates of central tendency:
      • Mean is the most common-used measure of data tendency. =average.
      • Median is the middle value, when the data is arranged in numerical order. 
      • Mode is the value (number) that appears the most.
      • Dispersion (Range, Standard Deviation)refers to the spread of the values around the central tendency
  • Inferential statistics
    •  t-test, Analysis of Variance (ANOVA), Analysis of Covariance (ANCOVA), regression analysis, Correlation is a measure of the relation between two or more variables.
    • We use inferential statistics to make judgments of the probability that an observed difference between groups. Thus, we use inferential statistics to make inferences from our data to more general conditions;
    •  We use descriptive statistics simply to describe what's going on in our data.
The Research Report
  • Research proposal
  • Research report
  • Research presentation
Research report articles vary in how they are organized:
  • Abstract - Brief summary of the contents of the article
  • Introduction - A explanation of the purpose of the study, a statement of the research question(s) the study intends to address
  • Literature review - A critical assessment of the work done so far on this topic, to show how the current study relates to what has already been done
  • Methods - How the study was carried out (e.g. instruments or equipment, procedures, methods to gather and analyze data)
  • Results - What was found in the course of the study
  • Discussion - What do the results mean
  • Conclusion - State the conclusions and implications of the results, and discuss how it relates to the work reviewed in the literature review; also, point to directions for further work in the area
Share:

Business-plan-template


1. Business Overview
  •  

Include in your overview:
  • what your business does, your products or services
  • how long you have been operating
  • the industry you’re in
  • point of difference over your competitors—such as different location, cheaper price or better service—and key benefits to your consumers
  • where the business will be in two-to-five years and how this will be achieved, e.g. your position financially and in the market place (you may need to complete this after you’ve worked through the other sections)
2. Products/Services


Describe what you are going to offer your customers, including:
  • exactly what you are going to sell or provide and how it will be produced
  • branding and packaging (where applicable)
  • ongoing product or service development
  • your product/service’s features and how they compare to major competitors
  • the price and how you have determined it (by considering production costs, labour and other overheads)
  • any dealings with supplier/s

3. Market Analysis



Research your market and industry. Consider the following sources: industry profiles on IBISWorld, trade magazines, government reports, consumer surveys, running focus groups, identifying your competitors etc.
Briefly outline what market your product/service will serve and why. For example, if you plan to publish a magazine, you need to know about publishing trends, online competitors, other publications that cover your market (including their circulation, advertising rates, reader profiles) and identify a viable gap to fill.
Make sure you include:
  • who will buy your product or service
  • where your market is located: local, regional, state, national or international
  • the state of the market: is it growing, declining, segmented?
  • market influences such as seasonal price fluctuations or trends
  • the price range: based on your target market will it be high, low or in the middle

4. Competition


List details about your competitors including:
  • who and where they are
  • how you'll position your product or service against them
  • your product/service features against theirs and what gives you a competitive edge
  • the benefit/s of your service/product to the consumer
  • comparison of your pricing, promotion and distribution

5. Marketing Strategy


Show how consumers will find out about your product/service including:
  • where, how and when you will promote your product/service such as shopping centre promotions, point of sale, viral marketing, billboards, loyalty schemes, etc
  • what type of printed materials you’ll create
  • your website or online presence
  • details and cost of advertising including print, online, TV and radio
  • product/service launch plans
  • how you will measure the success of your marketing strategy and various promotions
  • how pricing will encourage sales (e.g. selling in bulk)

6. Business Structure and Management


Describe the ownership structure (such as sole trader, partnership, company) including:
  • reasons for chosen structure
  • any trademarks, patents, web addresses and other intellectual property you need to protect
  • owners and any legal agreements you may need
  • any key staff, their involvement, responsibilities and expected salaries
  • your exit strategy


7. Finances


Summarise your financial situation including:
  • how you'll finance your business, e.g. business loan, personal funds, investment capital
  • costings, including your start-up costs, salary and fixed overheads
  • financial projections including how much you will need to make to break even, when you are likely to make a profit and growth expectations
  • Type your financial summary here.
Validate your summary by completing these financial templates and attaching them to the end of your business plan. Download these templates and guides and save them separately.
  • Establishment Costs Template (MS DOC 40Kb)
    These are your start-up costs which will not be repeated, e.g. setting up premises, licences, buying equipment, market research, etc
  • Financial Statements (XLS 298Kb)
    Use this template to produce financial statements such as profit and loss, balance sheet or cash flow statements
  • Cash flow forecast template (XLS 332Kb)
    Use this automated cash flow worksheet to forecast and record cash flow. The worksheet will update your figures as you type. If you're not sure how to use this worksheet, there's a plain English explanation of cash flow

8. Action Plan



Your action plan is the most important part of your business plan. It manages how you’re going to achieve your business plan objectives, so review it regularly and use it to control your activities.  List the actions by key areas such as:
  • establishment
  • legal
  • finance
  • marketing
List the key tasks to be done, by whom and by when. Don’t make them too detailed or they become unworkable. If you don’t achieve a task, reschedule it, but if it’s still not done by the second date, ask why. Is it too large? Is it unclear how it will help the business? Do we have the skills to do it?  See example below.
Key Objectives
Task
By Whom
By When
Establishment
Register business and trademark CP 15 Dec
Research and purchase licences FB 15 Dec
Finalise premises - Rental agreement
- Redecorate
- Finalise office set up
TS 1 Feb
Legal
Contracts Consult with lawyer FB 15 Dec
Finalise contracts FB 15 Jan
Sign TS/CP/TGJ/FB 1 Feb
Finance
Determine fixed overheads - Get costings
- Meet with accountant
CP 15 Dec
Determine financial objectives Identify amount to reduce loan FB 1 Jan
Finalise cash flow plan - Review P&L with managers
- Complete cash flow plan
CP/TS/ FB 1 Jan
Finalise initial finance Review finance documents CP 1 March
Marketing
Determine sales and marketing objectives Identify sales in each quarter for first year FB 1 Jan
Determine launch plan Outline plan TS 1 Feb
Agreement and decision on implementation TS/CP/TGJ/FB 1 March
Create a brochure Agree concept TGJ 15 March
Approval of copy TGJ/CP 30 April
Print TGJ 10 May
Distribute brochure TGJ 1 June
Appendix I: Competitor Analysis


Use this table to list your competitors and how you compare against them. Think about how your business can improve on what they are offering.

Competitor
Date Established
Size
Market share (%)
Value to customers
Strengths
Weaknesses
Their name When they started Staff #s or turn-over Estimated percentage of market share Their unique value to customers, e.g. convenience, price, quality, service Their main strengths Their main weaknesses



Appendix II: Strategic SWOT Analysis


A strategic SWOT (strengths, weaknesses, opportunities and threats) analysis will help you turn your knowledge into strategy which you can then turn into actions. It provides direction to the business and its marketing strategies.
Use this table to describe your businesses strengths, weaknesses etc and develop strategies that will help you eliminate or mitigate them. Lists ways you can capitalise on your strengths and take advantages of opportunities.
Consider turning the strategies into actions using your Action Plan.
Strengths Weaknesses
Advantages the business can exploit, e.g.
  • good customer service
  • innovative edge
  • unique products
Areas of the business that need to be acted on, e.g.
  • poor website
  • not enough staff training

Opportunities Strategies using strengths to address opportunities Strategies to reverse weaknesses to address opportunities
Marketplace areas that can be built on, e.g.
  • gaps in the market
  • competitor closure
Ways to take advantage of business strengths, e.g.
  • promoting good customer service to attract competitor’s customers
Ways to ensure weaknesses don’t hamper opportunities, e.g.
  • hiring an experienced trainer to upskill staff
  • provide better customer service, something no one is offering well at the moment
Threats
Strategies to counter threats with strengths
Strategies to fix vulnerabilities
External issues that could affect the success of the business, e.g.
  • decrease in consumer demand
  • sudden increase in costs

Ways to use business strengths so threats are not a problem, e.g.
  • launching new product to revitalise consumer demand
Ways to address areas where the business may be vulnerable, e.g.
  • utilising new technologies or social media to reach potential customers
  • adapting green practices to minimise costs
Share:

The basic of cash flow statement


 

The Basic Statement 

of Cash Flows

 

Primary Purpose of Statement

To provide information about:
    1. cash receipts
    2. cash payments
    3. the net change in cash resulting from

Meaning of Cash Flows

  1. Cash equivalents are:
    1. Readily convertible to known amounts of cash
    2. So near maturity that their market value is relatively insensitive to changes in interest rates.
      1. treasury bills
      2. commercial paper
      3. money market funds
  2. The term cash includes cash equivalents.
The three primary sections of the statement are:
  1. Cash flows from operating activities.
  2. Cash flows from investing activities.
  3. Cash flows from financing activities.

Operating Activities...

Include:
    1. The cash effects of transactions that create revenues and expenses and
    2. Enter into determination of net income.
Involve Income Statement Items
Types of Cash Flows Operating Activities
  1. Cash inflows:
    1. From sale of goods or services
    2. From  return on loans (interest received) and on equity securities (dividends received)
  2. Cash outflows:
    1. To suppliers for inventory
    2. To employees for services
    3. To government for taxes
    4. To lenders for interest
    5. To others for expenses

Investing Activities...

Include:
    1. Acquiring and disposing of investments and productive long-lived assets. 
    2. Lending money and collecting the loans.
Involve Investments and Long-Term Asset Items
Types of Cash Flows Investing Activities
  1. Cash inflows:
    1. From sale of property, plant, and equipment
    2. From sale of debt or equity securities of other entities
    3. From collection of principal on loans to other entities
  2. Cash outflows:
    1. To purchase property, plant, and equipment
    2. To purchase debt or equity securities of other entities
    3. To make loans to other entities

Financing Activities...

Include:
    1. Obtaining cash from issuing debt and repaying the amounts borrowed
    2. Obtaining cash from stockholders and paying them dividends.
Involve Long-Term Liability and Stockholders’ Equity Items
Types of Cash Flows Financing Activities
  1. Cash inflows:
    1. From sale of equity securities (company's own stock)
    2. From issuance of debt (bonds and notes)
  2. Cash outflows:
    1. To stockholders as dividends
    2. To redeem long-term debt or reacquire capital stock
Share:

Something From Rich Dad Poor Dad



Rich Dad,Poor Dad
Robert T.Kiyosaki

Introduction
  1. Does school prepare children for the real world?…
  2. Her parents always used to say “Study hard and get good grades and you will find a high-paying job with great benefits.”
  3. Says that the goal of her parents was to provide a college education her and her older sister.
  4. When she got older she earned her diploma in 1976 graduated with honors, in accounting from Florida State University.
  5. She was hired by a “Big 8” accounting firm and looked forward to a long career and an early retirement.
  6. But after changing her job positions many times she was quick to realize that there was no pension plans vesting on their behalf.
  7. In 1996 one of her kids was disappointed with school he claimed that he was board and tired of studying.
  8. She said “Why should I put time into studying subjects I will never use in real life?”
  9. With out a hesitation she replied Because if you don’t get good grades you wont get in to a good college.
  10. After her son replied “Regardless of whether I go to college I’m going to be rich.”
  11. Then they got in a discussion on how will he get rich if he does not go to a good college and he replies by saying that school is not the only way to get rich by naming celebrities that got famous off sports, singing, and making corporations.
  12. One day her husband called her in to his office saying she needs to meet someone it was Mr. Kiyosaki.
  13. Mr. Kiyosaki represented a game of them called CASHFLOW it was a new educational game.
  14. The game looked like monopoly but it had two tracks the one inside and outside. The object of the game was to get out of the inside track what was called the “Rat Race” and to get to the outer track called “Fast Track”.

What is Rat Race?
  1. Robert then defined the "Rat Race" for them. Rat Race is simple it’s just the average life of a person like a kid does good in school goes to a nice college then looks for a job that is safe with a steady income then he will have money to waste and starts dating then has twice the income with new partner. Then they have a kid then the family now needs to support the kid and needs a bigger house so that’s more money than they need to get second job and now they are in debt =[.
  2. The only way to get out of the "Rat Race" is to prove your proficiency at both accounting and investing, arguably two of the most difficult subjects to master.
  3. After having people play the game many of them did not like it because they could not get out of the Rat Race. Because they were not educated in school to learn how to use their money wisely.

Meeting up!
  1. Her husband set up a dinner meeting with Robert and his wife within that next week. Although it was their first social get-together, they felt as if they had known each other for years. They found out there was a lot in common. They covered the gamut, from sports and plays to restaurants and socio-economic issues. They talked about the changing world spent a lot of time discussing how most Americans have little or nothing saved for retirement, as well as the almost bankrupt state of Social Security and Medicare.
  2. Would my children be required to pay for the retirement of 75 million baby boomers? They wondered if people realize how risky it is to depend on a pension plan.

Ending Introduction
  1. At the end of the introduction they asked how he knew everything he told them and he said he taught himself and how he wrote a book on it and it became a best seller and he had another one on his way but it is in pieces and they agreed to finish the book with him.

Chapter 1!
  1. Starts off describing how he has two fathers and how one is this crazy smart father with a Ph.D. and completed four years of undergraduate work in under two years and how he studied at Stanford University, the University of Chicago, and Northwestern University to do his advanced studies, all on full financial scholarships.
  2. The other father never finished the eighth grade.
  3. But both men were successful in their careers, working hard all their lives. Both earned substantial incomes. Yet one struggled financially all his life. The other would become one of the richest men in Hawaii.
  4. Both the fathers where good men and giving the son information about money and they both had different views on money and how to make it.
  5. For example, one dad would say, "The love of money is the root of all evil." The other, "The lack of money is the root of all evil."
  6. He later explains why the rich get richer and the poor get poor and the middle class is suck in debt is because school teaches scholastic and professional skills, but not on financial skills.
  7. It later describes how he chooses to listen to the father that is rich and we find out that it is the one who did not go to school because he learned how to be financially stable on his own and not from years of school.

Robert Frost
  1. Frost is one of his favorite poets.
  2. The Road Not Taken Two roads diverged in a yellow wood, And sorry I could not travel both And be one traveler, long I stood And looked down one as far as I could To where it bent in the undergrowth; Then took the other, as just as fair, And having perhaps the better claim, Because it was grassy and wanted wear Though as for that the passing there Had worn them really about the same, And both that morning equally lay In leaves no step had trodden black. Oh, I kept the first for another day! Yet knowing how way leads onto way, I doubted if I should ever come back. I shall be telling this with a sigh somewhere ages and ages hence; two roads diverged in a wood, and I took the one less traveled by, and that has made all the difference. Robert Frost(1916)
Share:

Five Critical Selling Skills


The Five Critical Selling Skills
Does your sales force need to improve their selling skills? Does your team consistently hit sales goals? Are you comfortable with their professional selling skills or do you wish they knew how to increase their profit margin and sell more?

The Action Selling Sales Book teaches... "For every major purchase, buyers follow a consistent, predictable pattern in making a series of buying decisions that lead up to the final purchasing choice. All buyers, regardless of their temperament, make the same decisions in the same order."

When your team develops their sales skills around the buying decisions of the customer, you will join the ranks of thousands who have become outstanding sales force leaders by using the Action Selling Sales Training Program.

Action Selling teaches that there are Five (5) Critical Selling Skills (outlined below) that, if understood and mastered, will help your team sell more and dramatically improve their sales productivity. Our research has identified three important facts about these Critical Selling Skills:
  1. They can be measured with our sales skill assessment.
  2. They can be learned with an effective sales training program.
  3. Performance improves at twice the rate with our skills certification system.
The Five (5) Critical Selling Skills
  • Buyer/Seller Relationship
  • Sales Call Planning
  • Questioning Skills
  • Presentation Skills
  • Gaining Commitment
Buyer/Seller Relationship
 Why is this?

Most salespeople fail to follow a process that matches the natural buying process that nearly all customers make. 82% of sellers are out-of-sync with the buyer. Learn how to join the elite sellers that truly understand how to "walk arm-in-arm with their customer" as each of the Five Sequential Buying Decisions are being made.

We structure our sales presentations in this order to avoid resistance later in the call.


The salesperson who follows this process always wins.

Sales call planning
FACT: 99% of Salespeople Fail to Set the Right Call Objectives

Q: Why is this?

This is not surprising since over two-thirds of companies lack a formal sales process. Even fewer have a documented "Best Sales Practices."

As companies and salespeople Certify on this critical selling skill using the Action Selling Certification Program, they finally have a road map to follow. The entire sales process gains momentum. Salespeople win more business - at higher margins - while decreasing sell cycle time.


Questioning Skills
FACT: 86% of Salespeople Ask the Wrong Questions

Q: Why is this?

The Question is the number one tool the salesperson has for managing sales calls. It's surprising how many salespeople are poor performers when it comes to asking the right questions. The Best Questions actually "Open" the sale. And you can't close a sale unless you've opened it.
  • Poor Questioning leads to resistance in the form of Objections
  • Poor Questioning doesn't allow product or company differentiation
  • Poor Questioning leads to poor sales strategy
Presentation Skills
FACT: 95% of Salespeople Talk Too Much and Listen Too Little

Q: Why is this?

Many sales are lost due to the lack of a procedure for presenting product capability. The symptoms associated with poor sales presentation skills include:
  • Sales calls that lose momentum
  • Customers that lack enthusiam about your product
  • Price or product objections
  • Losses to competition
  • Stalls such as: "I'd like to think about it."
When a consistent procedure is used, sales presentations are focused on specific, high-priority needs. Your solution is viewed as unique to the customer. Salespeople win more business, at the right price.

Gaining Comittment
FACT: 62% of Salespeople Fail to Ask for Commitment
Q: Why is this?

The principle mission of the salesperson is to Gain Commitment. That's the reason why companies value the work that we do. So why would more than half of sales people skip this act?
  1. They don't set the right kind of objectives for sales calls.
  2. They miss buying signals from the customer.
  3. They lack a procedure for gaining commitment.
Share:

Basic Banking


BASICS BANKING

What is a Bank?

A bank is a business.  Banks sell services - financial services such as car loans, home mortgage loans, business loans, checking accounts, savings accounts, certificates of deposit, and credit card services.  Some people go to the bank in search of a safe place to keep their money.  Others go to the bank seeking money for loans to buy houses or cars, start businesses, expand farms, or do any of the other things that require borrowing money.
Where do banks get the money to lend?  They get it from all the people who open savings and other types of accounts.  Banks act as a go between the people who save and people who need to borrow.  If savers didn't put their money in banks, the banks would have little or no money to lend.
Your savings are combined with everyone else's savings to form a big pool of money.  The bank uses that pool of money to make loans.  The money doesn't belong to the bank's president, board of directors, or stockholders.  It belongs to the depositors.  That's why banks have a special obligation not to take big risks when they make loans.

How did Banking Begin?

No one knows who started the world's first bank, but it's safe to say that banking has it roots in the early trading civilizations of the Mediterranean ocean.  Without trade there would have been little need to establish banks.  Without banks there would have been less money to finance trading ventures.
Imagine for a moment that you are a merchant in ancient Greece or Phoenicia.  You make your living by selling to distant ports with boatloads of olive oil and spices.  You don't grow the olive oil and spices yourself; you buy them from growers or other merchants.  If all goes well, you will be paid for your cargo when you reach your destination, but before you can sail, you must have money to outfit your ship.
You find it by seeking out people who have money sitting idle.  They agree to put up the money for your cargo and supplies in exchange for a share of your profits when you return from your voyage. .  if you return.  The people with the idle money are among the world's first lenders and you are among the world's first borrowers.  You complain that they're demanding too large a share of your profits.  They reply that your voyage is perilous and they run a risk of losing their entire investment.  Lenders and borrowers have carried on this debate ever since.
Today, most people who want to borrow money go to banks rather than to wealthy individuals.  But the basic concepts of borrowing and lending haven't really changed.  People don't let you have their money for nothing.  It's risky to lend money.  There's no guarantee that a lender will get the money back, even if the borrower is an old friend.  So why lend money? Why take the risk? Because lending presents an opportunity to make even more money.  People will often take a financial risk if they believe there is a good chance of making more money.
If a bank lends $50,000 to a borrower, the bank isn't satisfied to just get its $50,000 back.  In order to make a profit, the bank charges interest on the loan.  Interest is the price borrowers pay for using someone else's money.  If a loan seems risky, the lender will charge more interest to offset the risk.  (If you take a bigger risk, you want a bigger return).  Of course, the opportunity to earn lots of interest won't mean much if a borrower fails to repay a loan.  That's why banks often refuse to make loans that seem too risky.
Banks also use interest to attract savers.  After all, people who have extra money don't have to put it in the bank.  They have lots of choices.  But in addition to all of the different types of accounts banks offer depositors, the added advantage is being able to get to their money quickly.

How is a Bank Started?

The process varies from state to state, but here's a simple version of what it takes to start a bank.
  • Individuals get together and decide to start a bank.

  • They file an application with the federal and state banking authorities.  In Indiana, it's the Indiana Department of Financial Institutions. 
  • People at the state banking authority review the application.  They look closely at the financial condition and the character of the applicants.

4.  After reviewing the application, the federal and state banking authorities will either approve
or deny it. 

Why are There so Many Different Types of Banks?

Not all banks are exactly the same.  There are commercial banks, savings banks, savings and loan associations, S & L cooperative banks, and credit unions.  They now offer many of the same services, but in the past, they were very different from one another.
Commercial banks originally concentrated on meeting the needs of business and industry.  They served places where business could safely deposit their funds or borrow money when necessary.  Many commercial banks also made loans and offered accounts to individual customers but they put most of their effort into serving business (commercial) customers.
Savings banks , S & Ls, and cooperative banks are classified as thrift institutions or "thrifts" rather than banks.  Originally, they concentrated on serving people whose banking needs were ignored or unmet by commercial banks.  The first savings banks were founded in the early 1800s to give blue-collar workers, clerks, and domestic workers a secure place to save for a "rainy day." Savings banks were usually started by public spirited citizens who wanted to encourage the "thrift habit" among people who didn't earn much money.  Savings and loan associations and cooperative banks were first established during the 1800s to help factory workers and other wage earners become homeowners.  S & Ls accepted savings deposits and used the money to make loans to homebuyers.  Most of the loans went to people who didn't make enough money to be welcome at traditional banks.
Credit unions began as a 19th-century solution to the emergency needs of people who were unable to borrow money from traditional lenders.  Before the opening of credit unions, ordinary citizens had no place to turn when they faced unexpected home repairs, medical expenses, or other emergencies.  Credit unions were started by people who shared a common bond such as working at the same factory, belonging to the same house of worship, or farming in the same community.  Members pooled their savings and used the money to make small loans to one another.
Although there are still differences between banks and thrifts, they now offer many of the same banking services to their customers.  Most commercial banks now compete to make car loans, many thrifts have begun to make commercial loans, and some credit unions make loans to homebuyers.

How do I Choose a Bank?

In the 1950s and 1960s banks used to give away toasters or other appliances to new depositors.  Choosing a bank was easy.  You went to the one that gave away the best appliance. 
Not many banks give appliances away anymore and choosing a bank is a little more complicated than it used to be.  For starters you should shop around to find out which banks offer the most competitive services.  Some banks charge a monthly fee if your account falls below a certain level and sometimes that fee can be higher than the interest your account may earn.
Some states prohibit banks from charging fees on savings accounts held by people under 18 or 65 and over.  Find out if your state has such a law.
Other things you might want to consider:
  • Does your bank pay its depositors a competitive interest rate?
  • Is the bank in a convenient location and are its business hours convenient to you?
  • Is your deposit fully insured by the federal government?
  • Is the bank a good corporate citizen? Does it invest in your neighborhood?
Last, but certainly not least, does your bank provide courteous and efficient service? Before you open an account, ask a few people if they are happy with their bank.  All banks are not the same.  It's up to you to do some comparison shopping before you open an account.

What Types of Accounts do Banks Offer?

People use banks for different purposes.  Some have extra money to save and others need to borrow.  Banks help their customers meet their needs by offering a variety of accounts.
Savings accounts are for people who want to keep their money in a safe place and earn interest at the same time.  You don't need a lot of money to open a savings account and you can withdraw your money any time.
Checking accounts offer safety and convenience.  You keep your money in a checking account and write a check when you want to pay a bill or transfer some of your money to someone else.  If your checkbook is lost or stolen, all you need to do is to close your account and open a new one so that nobody can use your old checks.  (When cash is lost or stolen, you rarely see it again.)
Another attractive feature of a checking account is that every month your bank sends you all the checks you have or a list or copies of the checks; which you can use as receipts if there's ever a disagreement over whether or not you paid a bill.  Businesses use checking accounts to hold the money they receive and to transfer money to other people or other businesses.  The one drawback to checking accounts is that some do not earn interest. 
NOW accounts are checking accounts that pay interest (NOW stands for Negotiable Orders or Withdrawals).  Sometimes banks require you to keep a certain minimum amount of money (a minimum balance) in your NOW account in order to keep earning interest.  Only non-business customers may open NOW accounts, businesses must use regular checking accounts.
Money market deposit accounts usually pay a higher rate of interest and require a higher minimum balance (usually $2,500).
Certificates of deposit (CDs) are savings deposits that require a customer to keep a certain amount of money in the bank for a fixed period of time (example: $1,000 for two years).  As a rule the rate if interest your money earns is higher if you agree to keep your money on deposit for a longer period of time.  (That's because banks can plan on using your money for a longer period of time.) Banks do not offer check-writing privileges on certificates of deposit.
Finally, banks don't always call their accounts by the same names.  Often they choose distinctive names in hopes of attracting customer.  But sometimes there can be a real difference between one bank's accounts and another's, so shop around.

Is it Difficult to Open an Account?


When you have decided on a bank you want to do business with and want to open a savings account, you take your money you want to deposit to the bank.  A service representative will help you with the paperwork.  The only form you need to fill out is a signature card which requires you to sign your name and then print your name, address, telephone number, date of birth, social security number, and your mother's madden name (as a means of identification). 
The service representative will take your money and open an account for you.  You will receive a "passbook" or deposit slip which will show your new account number and the amount of money that is in your new account.  Whenever you make a deposit or withdrawal, the transaction will be recorded in your "passbook" or deposit or withdrawal slip.
You don't need a lot of money to start a savings account.  Some banks let you open one with as little as five dollars.  Nor do you need to wait until you are 18.  In most cases, you can open a savings account as soon as you are old enough to sign your name or even earlier if you open the account with a parent or guardian.

What are Checks and How do They Work?

Because they are safe and convenient, checks have become a very popular method of paying for things or transferring money.  But what exactly is a check? In simple terms, a check is a written set of instructions to your bank.  When you write a check, you are instructing your bank to transfer a specific amount of money from your checking account to another person or an organization.  You can even write a check just to convert some of the money on deposit in your checking account into cash.
When you fill in the blank spaces on one of your checks, you are telling your bank how much of your money you want to transfer and to whom you want it transferred.  You authorize the transfer by signing y our check.  One reason why checks are so popular is that people can use a cancelled check to prove they paid a bill.  In most cases a cancelled check is as good as a receipt because it bears the endorsements of all the persons, banks, companies, or other organizations that have handled it.  For example if the landlord claims you didn't pay your rent, all you need to do is find your cancelled check and point out that it was endorsed by your landlord and your landlord's bank.

Tracing a Check Through the Federal Reserve's Check Collection Network


  1. Your Aunt sent you a $20 Check for your birthday.
2.  You deposit the check in your savings account at your bank.

3.  Your bank endorses the check and sends it to its Federal Reserve Bank.

4.  The Federal Reserve Bank gives your bank credit for the check by adding the amount of
the check to your bank’s reserve account or clearing balance.

5.  The Federal Reserve Transportation system flies the check to your Aunt's Bank Federal
Reserve Bank.

6.  That Federal Reserve Bank forwards the check to your Aunt's bank and deducts the
appropriate amount from that bank's reserve account.

7.  Your Aunt's bank deducts the $20 from your Aunt's checking account.

What is Electronic Banking?

Electronics and computers have made banking an around-the-clock business.  You can now do much of your banking even when your bank is closed.  You no longer need to plan your schedule around your banks business hours.
Automated Teller Machines (ATMs) are computers that are much like limited-service bank branches.  You can use them to make a withdrawal, make a deposit, make a payment, transfer money from one account to another, or check your account balance.  In some cases, ATMs of different banks are linked together so you can use them when you travel to a different part of town or even to another state.  All you need to use an ATM is a plastic card from your bank and your own personal password called a PIN number.
You can also have your employer electronically deposit your pay directly to your bank account each payday.   Direct deposit is also popular among people who receive Social Security checks or pension checks because it saves them the bother of standing in line at the bank, battling bad weather, or worrying about being robbed on the way home from the bank
Another electronic banking service is called electronic funds transfer or EFT.   By using EFT, a bank can transfer large amounts of money to another bank by wiring an electronic message.  There is no need to write a check or load up an armored car with cash and there's no long wait for the money to be moved.  Electronic transfers take only an instant.  An electronic message instructs a computer to deduct a certain amount of money from one bank account and then add the same amount to another bank account.  No cash changes hands, but money is transferred just the same.
People have been predicting for years that electronic banking will someday replace checks and cash, but so far the predictions haven't been accurate.  Electronic banking has grown steadily but so has the use of checks and the amount of cash in circulation.  People like to use cash and checks because they are familiar and convenient methods of payment.

Do Banks Keep Large Amounts of Gold and Silver in Their Vaults?

Banks rarely keep gold or silver in their vaults anymore.  That's because our paper money is no longer backed by gold or silver and our coins do not contain precious metal.  The U. S, government still holds millions of ounces of gold and silver but citizens and foreign governments can no longer exchange their U. S.  paper money for the precious metals.  The government's gold and silver are considered valuable assets rather than forms of money. 
Today's coins and paper money (currency) are backed by the promise of the U. S.  government.  To most people, that promise is as good as gold.  Of course, coins and currency are not the only forms of money.  You won't have to keep your money in the form of cash.  Money held in a savings account or a checking account is still money.  It just isn't cash.

Other Forms of Money

Contrary to popular belief, credit cards are a form of money even though people often refer to
them as "plastic money. " Credit card users are actually taking out a loan and sooner or later, they will have to pay the bill for all those things they have charged.  They are buying something now and agreeing to pay for it at a later date with money, usually a check.
Many banks issue credit cards, even to people who aren't regular customers.  Before issuing you a credit card, a bank will require you to complete an application form and will examine your credit record to see if you have a history of paying back your debts on time.  Many people run up credit card bills that are too big to pay off every month.  When that happens customers must pay a monthly finance charge that can run anywhere from 10 percent to 24 percent a year.  In addition, many banks and other companies that issue credit cards charge their cardholders an annual fee¾ usually $20 to $50 a year.  Even customers who pay off their entire credit card bill every month still have to pay the annual fee.  Banks and credit card companies also charge merchants a fee for making the credit card service available.  Finance charges, annual fees, and merchant fees have become an important source of profit for banks.
Finally there's another plastic card that resembles a credit card in appearance but is actually very different in function¾the debit card.  A debit card is much more like an ATM card than a credit card.  When someone uses a debit card at the gas pump or at a store, the amount of the purchase is electronically deducted from the user's bank balance.  There's no monthly bill because the amount of cash purchase is deducted almost immediately from the user’s account.

What Happens to Your Money After You Deposit it in Your Bank Account?

The bank begins by adding the amount you're depositing to the amount that's already in your
account (your existing balance).  Your deposit and new balance are entered into your "passbook" and into the bank's computer system.  The money you deposited is mixed in with all the other cash the bank received that day.
When you and other customers deposit money in a bank, the bank puts most of it to work.  Part of the money is set aside and held in reserve, but much of the rest is loaned to people who need to borrow money in order to buy houses and cars, start or expand businesses, buy farm equipment or to plant crops, or do any of the other things that require people to borrow money.

Interest - Compounding


When you keep your savings in a bank, the bank pays you extra money, which is called interest.  The interest is added to your account on a regular basis¾usually once a month or once every three months (quarterly).  Compounded interest means that interest is added to your balance (usually quarterly), then the next quarter the interest is computed on your money deposited plus the last quarter interest.
Example: New Balance = $500. 00 Interest rate = 5% Annual = $25. 00
New Balance = $500. 00 Interest rate = 5% Compounded quarterly = $25. 72
You would earn $. 72 more with the interest compounded quarterly and the annual yield rate would be 5. 14%.  Banks must disclose to you if the savings account is compounded and how often it is compounded and give you the annual yield rate as a result of the compounding.  Some banks may compound interest as often as daily.  The shorter the compound period, the higher the yield rate would be.
There is another side to interest.  When someone borrows money from a bank, the bank charges them interest and it charges borrowers a higher rate than it pays savers.  For example, it might pay savers 5% and charge borrowers 8% on up to as high as 25% imposed on some bank credit cards.

Why do Banks Fail and What Happens When They do?


A bank is a business and like other businesses, banks sometimes fail.  But why should banks go out of business? Sometimes banks fail because the people who run them make poor business decisions such as expanding too quickly, pushing too much money into one type of loan, or using bad judgment making loans.  Sometimes banks fail because of fraud.  Maybe the president makes questionable loans to friends or hires unqualified people and pay them huge salaries.
Things like that happen and they sometimes lead to bank failures.  But in most cases, banks go out of business because changing economic conditions make it difficult or impossible for borrowers to repay their loans.  The economy might slow down and many people are laid-off.  As a result, real estate values may fall drastically and banks that have made a large number of real estate loans could be faced with unpaid loans or property that is worth much less now than when the loan was made. 
Finally, the bank lost so much money to bad loans that government regulators stepped in and closed the bank.  The bank had fallen victim to changing economic conditions, falling real estate values, and a high concentration of real estate loans.
Also, for example, take a bank that gets too big too fast.  The bank's president was determined to turn the conservative old institution into the region's biggest bank.  The bank's loan officers got the message and started making as many loans as they could.  Loan applications weren't always checked as closely as they had been in the past and some of the loans were approved more quickly than they were in the old days.  But nobody seemed too concerned because the local economy was strong and real estate values were rising rapidly.  Then the economy slowed down and things took a turn for the worse.  Businesses the bank had loaned money to began to close and failed to make their payment to the bank on their loans.  In the end, the bank was losing so much money on bad loans that government regulators were forced to step in and close it.  The regulators tried to find a buyer for the bank, but no other bank wanted to get stuck with all the loans that had turned sour.  Eventually another bank agreed to buy the bank if the federal government would agree to keep many of the problem loans.

Do Depositors Lose Their Money When a Bank Fails?

The Federal Deposit Insurance Corporation (FDIC) has protected bank deposits up to a certain amount since 1934.  In all that time, no one has lost money in an FDIC insured account.  The FDIC covers most types of deposits, including savings deposits, checking deposits, and certificates of deposit.  The basic insured amount is $100,000 per depositor.
In the days before federal deposit insurance, the U. S.  banking system was plagued by bank "runs" or "panics." At the slightest hint of trouble, depositors would run to the bank and line up to withdraw their money.  All too often, only the first few people in line had any hope of ever seeing their money again, others lost everything.  Even healthy banks sometimes failed after rumors caused depositors to panic and withdraw their money.
For many years the public seemed willing to accept the tragic losses that resulted from bank failures.  But then came the Great Depression of the 1930s.  Hard times forced thousands of banks to close their doors forever.  Financial losses ran into the hundreds of millions of dollars.  The human suffering was impossible to calculate.  The wave of bank failures and shattered public confidence in the banking system caused Americans to look to the federal government for help.  Congress responded by establishing the FDIC which provides deposit insurance coverage of up to $2,500 per depositor.  Public confidence rebounded and bank failures declined from approximately 4,000 in 1933 to 61 in 1934.
Over the years the amount of the federal insurance has increased and has helped to maintain public confidence in the U. S.  banking system.  Bank failures have not been eliminated, but long lines of panic stricken depositors have become an uncommon sight.  When people are confident that their money is safe, they don't panic and rush to withdraw it.

Do Depositors Lose Money if Their Bank is Robbed?


No.  Nearly all banks have private insurance that covers them if they are robbed.  (It is not the same as federal deposit insurance.) In addition, most banks take elaborate measures to safeguard the
cash and other valuable items left in their care.  Bank vaults have long been protected by steel reinforced concrete walls, time locks, and metal alloy doors that resist drilling and explosions.
At one time, armed security guards stood watch over banks, but nowadays most banks seem to have decided (wisely) that they would rather not expose their customers and employees to gun play.  Shotguns and revolvers have been replaced largely by closed-circuit television cameras that maintain a constant watch over everyone who enters or exits the bank.
Another fairly recent innovation is the exploding dye pack.  In certain cases, bank employees are able to place a package of red dye in with the robber's stash of stolen cash.  Later, when the crook opens the stash, the concealed dye pack explodes covering the robber and the stolen money with dye that won't wash off.
Share:

4 Strategy for a Successful Sales

4 Strategy for a Successful Sales

1. Market Intelligence
Market Intelligence within this context is information relating to building projects that suit your market within a specific geographical location. It is crucial that every firm develops a process by which this type of information is collected, focused on and developed. This is done in the hope that a firm may discover projects that are still at an early stage so as to determine areas for profit. Within the process of the collection of this information it is important to discover:
  • The details of the key contacts and decision makers who run these projects.
  • Potential work-providers within your area who may handle projects of potential interest on a regular basis.
2. Regular Time to Develop Leads
The most important point to make about time is that a long-term plan is crucial to ensure a sustained and continuous approach to marketing. However, one day per week is often sufficient to handle these leads and this day can often be divided into blocks of half-day at a time, thus maximizing their potential. For this plan to work, the marketer concerned needs to be confident in cold calling and relationship development especially using the phone as a primary sales tool.
Below are found some typical figures for the volumes of leads that can be handled and the results when using the above mentioned strategy: 
  •     Up to 25 separate contacts/companies per day
  •     Around 8-10 new leads, 15+ recalls
  •     Approximately 10-12+ new letters/emails out per day
  •     Between 1-2 appointments agreed
  •     Up to 150+ projects/contacts under development at any one time
  •     Generally 3-5 targeted tenders per month
  •     Generally one strong new connection every 6-7 weeks
Whilst these figures are impressive by themselves for what amounts to a days work, it is also important to remember that these connections build up and each has a massive long term potential
3. Executive Support
It is important that the directors of your firm, your bosses, support the sales and marketing area of the company. One of the best ways in which they can do this is to make sure that they are flexible in the time that they allocate for appointments with potential clients. However, it is also important to remember that these people can’t bend over backwards to do your every bidding and thus to maximize their time appointments should be of definite value to your firm. To ensure this, in general, appointments should meet these two criteria:
  • There is a definite project to discuss.
  • The firm you are meeting with regularly handles work of the type you want.
4. Encouragement of Sales Input Across the Company 
In a firm it is important to remember that the sales and marketing area is on the only source of new prospects for a company. Instead the opposite is true because in principle, every member of a company can come across new prospects and projects of interest through the local press, local gossip or local knowledge, business contacts and personal networks.
These projects are often very valuable because they are based upon personal connections with employees with your firm. This being the case a system to encourage and reward such input should be put in place. If this system is managed properly, it might be possible to maximize corporate outreach at a minimal cost to the company.
Share:

15 Great Business Quotes

15 Great Business Quotes




“If opportunity doesn’t knock, build a door.”
--Milton Berle

"Success is not final; failure is not fatal: It is the courage to continue that counts."
--Winston S. Churchill

“If you are not willing to risk the usual, you will have to settle for the ordinary."
Jim Rohn

"Don't let the fear of losing be greater than the excitement of winning."
Robert Kiyosaki

"If you can dream it, you can do it."
Walt Disney

"I never dreamed about success, I worked for it."
Estee Lauder

“It fine to celebrate success but it is more important to heed the lessons of failure”
Bill Gates

“Screw it, let’s do it.”
Richard Branson

“Genius is one percent inspiration, ninety-nine percent perspiration.”
Thomas Edison

“It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.”
--Warren Buffett

“I have not failed. I’ve just found 10,000 ways that won’t work.”
--Thomas A. Edison

“Design is not just what it looks like and feels like. Design is how it works.”
Steve Jobs

“To be successful, you have to have your heart in your business, and your business in your heart.”
Sr. Thomas Watson

“A business that makes nothing but money is a poor business.”
--Henry Ford

“Success in business requires training and discipline and hard work. But if you’re not frightened by these things, the opportunities are just as great today as they ever were.”
--David Rockefeller
Share:

News

Powered by Blogger.

Recent Posts