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Curriculam Vita

Name – Present Address:-

Post Applied for: -
Contact No. – Email:

Educational Qualifications: -

GRADUATION:

INTER:

MATRIC:

Working Experience -:
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Job Profile: -
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Technical Education -:

Strength -:
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Personal Details -:

1. Name:
2. Father’s Name:
3. Date of Birth:
4. Category:
5. Gender:
6. Nationality:
7. Marital Status:

8. Permanent Address: -

: Mob. No.
8. Date:

9. Place: Signature of the Candidate

Whenever we think of healthcare in a foreign land, we immediately think, “will it be expensive and of the same quality as what we’re used to?” In fact, the quality of healthcare in Spain is excellent and many doctors and nurses speak English.

The health service is run along a two-tier system similar to that in the UK. The first tier is the National Health Service and the second is the private health care sector, which is covered by health insurance. Whether you are a native of Spain or a British citizen, if you are making social security contributions then you immediately qualify for the National Health Service. Otherwise, it is best to have some kind of private health insurance. We have personally experienced both sides of the Spanish healthcare system.

Private Health Care

When we first moved to Spain, we had very little experience of the lifestyle and that included provision for healthcare. As we were both reasonably healthy and because our knowledge of the language was still limited, we were somewhat scared of approaching social security offices and medical centres to gain more information, putting it off for another day.

However, with the rise in older men developing problems with their prostrate and my awareness of prostrate cancer, I decided I needed to see a doctor for a check up. Not being eligible for the Spanish health service at the time meant I had to go private. I had this dreaded feeling “This is going to cost a fortune”. Not necessarily so.

The couple that we rented our villa from in Mojacar recommended an English speaking lady doctor in Garrucha and we found to our surprise her fee was only 40 euros per consultation. On my first visit, all my details were entered into the computer and then a comprehensive examination was done including arrangements for a blood test.

Everything was extremely thorough and the staff was very helpful wanting to get a full picture of my current state of health. I was given a letter indicating what blood tests were needed and directions to a nearby blood analysis clinic. At the clinic I was seen straight away and the necessary blood sample was taken. What was most impressive was that I was called back the very same day for my results. Back in England I would have had to have waited ten days. Even better, when I phoned the doctor an appointment was made for the next day.

The blood test results came to a cost of 80 euros, but they had tested for virtually everything. At my second consultation I was told that I would need to see a specialist in Almeria and an appointment was made for 3 days time, again very impressive and quick.

At this point I felt somewhat amazed that in less than 24 hours, I had seen a doctor, been examined, had a comprehensive blood test, seen the doctor again been reassured that I have nothing major wrong with me and an appointment made to see a specialist in a couple of days all for 120 euros. Fantastic.

When I saw the specialist in Almeria, Dr Francisco Gomez Berjon, he was most charming, spoke perfect English and was completely at ease with me. Once again I was given a thorough examination and a course of medication prescribed, a further appointment was made for six months, and his fee, only 80 euros. I now see Dr Francisco twice a year for a check up.

On the flip side of this, my wife Carol and I also had the experience of the Spanish National Health Service.

Spain National Health Service

If you have ever visited Spain you will know that pavements either don’t exist, which means you walk in the road, or are uneven and have a kerb that is about 18 inches high (how disabled people in wheelchairs get by I do not know). You will also notice that the local Spaniards always walk in the road, apparently fearless of being hit by a passing vehicle. They obviously would rather face the car than risk walking on the pavement.

Anyway, to begin our story, one Sunday morning, my wife was on her way back from the newsagent, when she tripped and fell off the pavement. Ouch! We later found out she had broken her little finger and fractured her wrist.

At the time we had just started our estate agency business and as such we had to make social security contributions which meant we qualified for free medical care. If you do not have private health insurance, you should join the Social Security system.

Once you take any job in Spain your employer is obliged to process all the paperwork for you, pay part of your contributions and deduct the other part from your salary. If you are self-employed you will have to go to the local Social Security office and fill in all the paper-work yourself. Unless your knowledge of the local language is very good, then it is probably advisable to get a gestor (official agent – a bit like a lawyer for menial bureaucracy) to do this for you. Beware of using a British accountant who doesn’t speak Spanish fluently – you may find that you have not been registered correctly.

We needed to find a hospital quickly but not ever needing emergency medical treatment in Spain we hadn’t a clue where the nearest hospital was. We found a place near the beach with a red cross painted on the outside of the building but were then advised they only take private fee paying patients. Fortunately, they directed us to a health centre on the other side of town.

As opposed to my wonderful private health care experience with English speaking staff, at this health centre, the receptionist only spoke Spanish and we had some trouble understanding each other. Fortunately for us, a doctor was passing by and kindly offered assistance. However, to our dismay we were told we had come to the wrong hospital. In fact, you are supposed to attend the hospital that is registered for the district where you live. We were then given more directions and this time found the right health centre.

We were seen straight away, only to be told that the diagnosis of a suspected broken finger needed an X-ray, but that the centre did not have an X-ray facility and we were told to go to the main general hospital in Lorca, which was 35 km away. All this time my wife behaved remarkably well even though the pain was excruciating.

As with most things in Spain everything is located in the town centre and parking was difficult. We walked to the A & E department and just like the UK – it was very busy. After explaining our problem to the reception desk, we filled in a form, and proceeded to wait. Of course, we assumed we were going to be here for hours. Actually things were very fast and after a very short wait, Carol was examined and whisked off to X-ray. After the x-ray, we waited only another ten minutes before a doctor confirmed the broken finger and fractured wrist. Carol received the necessary treatment and an appointment was made to visit the hospital in another seven days.

In all fairness if we had been better prepared it wouldn’t have turned into such a drama. The lesson to be learnt from this experience was that accidents do happen and you do need to be prepared. When you arrive at your final destination, register immediately with your local health centre, find the location of your local hospital, drive there and have a look around. Also, make a note of useful telephone numbers that you are likely to need in case of emergency and keep them close by a telephone. You never know when you may need them.

We have put together a list of various forms and information that you may find helpful.

Form E121 –

If you are a pensioner from the UK, 65 for men, 60 for women, and intend to live in Spain permanently then you can get free medical care and medications under a reciprocal agreement between EU governments; you should obtain form E121 from the DSS in the UK prior to your departure. You may need a separate form for each member of your family. This form should be handed in to the Seguridad Social (Social Security) in Spain. It provides permanent health cover and does not need to be renewed. You will receive a temporary health card and eventually you will receive a letter giving the name of the medical centre you are to visit in case of illness and a permanent card. Until the form has been registered at the social security office you are not covered for healthcare. Private health clinics will not accept this form as payment.

Form E106 –

The E106 is for people who have moved permanently to Spain but have not reached pensionable age, its period of effectiveness depends on the state of your past National Insurance contributions record. The period of medical cover commences from the date you leave the UK. You must however apply and receive your E106 entitlement form before leaving the UK to ensure you are covered and to know what that cover entitles you to.

Form E111 (EHIC) –

The best solution for someone wanting to stay in Spain for a short period of time without becoming a resident is the form E111, now replaced by the EHIC (European Health Insurance Card), this card is issued by the National health Service in the UK, and you should carry it with you together with your passport at all times, in case of an emergency. This card is only to be used in cases of emergency and is not for the treatment of chronic illnesses.

Private Health Service –

If you aren’t covered by the Spanish social security, then it is imperative that you have private medical insurance. If you have private health insurance in the UK, then find out from the insurance company if they will pay your medical bills in Spain. There are a large number of private Spanish or English companies offering health insurance. The policies offered generally differ considerably in the extent of cover, limitations and restrictions, premiums, and choice of doctors, specialists and hospitals.

Health care points to remember when moving to Spain –

• Make sure you know where your nearest hospital is located.

• You need to go to the hospital registered in your district.

• If you are working in Spain then make sure you make social security payments in order to qualify for the Spanish National Health Service.

• Make sure you find a local gestor (official agent – a bit like a lawyer for menial bureaucracy) that can handle the social security paperwork for you.

• If you paying private healthcare insurance make sure you are aware of any limitations.

• Keep a list of useful telephone numbers of places to contact in case of emergencies.

• Try and learn some useful Spanish words, do not expect everyone to speak English.

tony roberts
http://www.articlesbase.com/ask-an-expert-articles/spanish-healthcare-83724.html

STEP 7: Support Team

I found out that many businesses went bust before they even went fully operational because they did not start right. Starting right can mean the difference between success and failure. It simply means I should have all the tools, information, facilities, contacts, money management and government compliances all fully prepared and organized. The four key professionals who could help me in getting all these logistics organized and put my organization on a path to starting up smartly and cost effectively, are listed below. They will also be instrumental as my business grows.

1. Accountant/Financial Planner – I need a qualified accountant’s expertise to ensure that my cash flow is in good order, expenses are well managed, tax liability is minimized and book-keeping is well organized. In some cases, a financial planner could cover a wider scope than an accountant.

2. Lawyer – An experienced lawyer will ensure that all agreements with my associates, staffs, and third parties are placed under well drafted contracts to protect my personal and business interests.

3. Banker – A banker can be helpful as the business gets running because I may need some financial facilities (i.e. short term loan, credit facility, checking account, treasury management) that can be useful from time to time.

4. Insurance Professional – I need an experienced insurance professional to identify all possible risks that I may encounter and insure all those risks cost effectively. I won’t attempt to cut corners in this segment and land myself into any possible financial liability.

In addition, there are other supports that may be vital to certain types of business. Of course there is a long list of people who can help an entrepreneur along the way depending on the nature of the business. However, I manage to sum up four important supports that all business entrepreneurs should not miss out. The four are listed below:

1. Website Designer or Programmer – These folks could help me build my multi-functional Website that would be the backbone of my entire business if my business depends heavily on online transaction. A web presence is also essential for my company’s brand positioning and customer after sales service.

2. IT Specialist – This kind of consultant could assist me to set up a paperless office system and an effective computer system to minimize office operational expenses. Besides, an IT Specialist could also ensure all business data and client database are well managed, hassle free and accessible.

3. Real estate agent – When owners are venturing into a brick and mortar business model, they definitely need an experienced real estate agent to advise them on the overall cost of leasing or purchasing, location suitability for their particular business, amenities and parking facilities, monthly maintenance and whatever hidden costs.

4. Local business council/association – I would definitely join a local business council or association (usually there is a small joining fee) and find out what kind of support or advisory they could provide. Normally the group members conduct a regular forum or meeting, where members could seek out solutions to many of the existing problems and foreseeable roadblocks. Many of them would have walked through the problems and could share with me some valuable insights.

Before I start my search for any form of assistance and support, it’s crucial to know what I want to accomplish with each of them and prepare a well-defined budget to meet my goals. However, I would be cautious as certain supports may be expensive! Once I hired them, I would work closely with them to attain my business goals in a strict timeline.

Regardless of who I retain, they should be well versed and experienced in the field of business I am involved in. Most importantly, I must be able to trust them, therefore I usually select my service providers through referrals, their years of experience (which is a key factor) and I must be comfortable dealing with them.

*Note: Unproven teories to not be shown to my readers! If you need any small business startup help, feel free to visit my Website

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Disclaimer – This article may be freely reprinted in its entirety in any e-zine, newsletter, blog or website. The author’s name, bio and website links must remain intact and be included with every reproduction.

Dave J
http://www.articlesbase.com/business-articles/10-stepbystep-business-startup-guide-step-7-130314.html

During an economic downturn, all small firm owners need to be vigilant, ie keep a close watch on your business.

So what should they be keeping an eye on?

What is most important?

You might be forgiven for thinking of ’sales’ or ‘turnover’ or ‘profit’ but that would be a mistake – what matters most is ‘cash’.

It could be unwise or illegal to trade with no profit but it is not possible to trade without cash.

As crisis starts to bite, there will be sufferers; weak or susceptible businesses will go bankrupt.

Amazingly profitable businesses with robust business models will also go bust; despite their sound business, it will be the lack of cash that pushes them over the edge.

So how do you increase your profits during a recession? Most small business owners will say “The best way to increase profits is to sell more, do more marketing, make more sales”… “by reducing prices we can win more business”.

Invariably incorrect. This is the method to turn into a busy fool. Do yourself and your family a huge favour! Relax and use 10 minutes playing with the numbers. (or ask an accountant to do this with you). Look at how much additional revenue is generated by a 5% or a 10% price increase. It may be 30 or 40%. Yes, you might lose some business, but overall it’s likely your revenue will be higher….., your workload will be reduced.

Pay attention to the value you offer to your clients/customers, this can be making things handy for them, providing quality, offering excellent customer service – all these services matter to customers much more than just cost.

Therefore, getting back to what matters you need a system to tell you what your position is – to predict if you are going to run out of it, we are talking of course about the cash.

You require some up to date accounts – every week, or at the very least once a month (not once a year) -it’s your duty to know what you owe, how much you are owed, how much you have got and how much you are going to need. The accounts will provide you with a snapshot of the financial health of the business and its profitability.

2. Set out a cash-flow forecast – consider carefully how frequently you need this, every quarter/month/week. Failure to do it frequently enough to keep you in control is inexcusable. Your accountant can assist you or you can buy a book from Amazon, also get or build an easy excel spreadsheet that you can use to track your cashflow.

3.  Clarify all terms in your initial contract and on all invoices. 

4.  Assess new customers for credit worthiness – you can easily check it on the internet – and assess them until they have proved to be reliable.

5.  Have a system for invoicing, following-up and collection. Be sensible but be firm. Negotiate with anyone who owes you money. Hear out! Be clear and be tough. It is your funds that they owe you. Here’s an easy version of the method we have, but you will get what I mean:

Day 1: Issue invoice as soon as work/sales has been completed

Day 7: Phone up to confirm receipt of invoice with the right person; confirm that you can expect the invoice paid on the appropriate date.

Day 14: Polite email if no payment received “We are sure that payment is on its way to us but just in case it has been overlooked”

Day 20: Phone call “re outstanding payment”, asking when it was due to be paid.

Day 25: Send a letter outlining the communication to date (including their so-called promises to pay) and explain that you can call within 48 hours to find out how the issue will be resolved

Day 27: Phone to confirm payment has/is going to be made and when it can be expected.

Day 30: Send letter including the ‘Statement of Account’ and ‘Terms and Conditions’ they agreed to and saying what you plan to do next.

The ‘what to do next’ bit can be difficult. You should weigh up how much the client is worth for you , and how they may respond. You can say you will refer the issue to a lawyer, and a straightforward lawyer letter shouldn’t cost much. After that it may be time to threaten Court action, or to issue a statutory demand (the form can be found on some websites and costs free). You might come to a decision that the client is valuable to you, and you would choose to give a little longer. Keep in mind though – that is your money!

The whole process informs your customer that you mean business and that you are not the supplier to string along. Normally it is the case that if they are permitted to take advantage – they will!

If you are polite and firm, and clarify that you are purely following the process they signed up for, then they’ll normally understand.

If it is a problem, think twice if you want trade with an organisation that doesn’t keep its word and tries to keep hold of money that belongs to you!

6.  Keep hold to your cash as long as you can. Here is the other side of the coin! You could hold on to payments due to your suppliers. Discuss more favourable payment terms. Deliberately not paying suppliers when cash is tight could be a very short-term solution, leading ultimately to bankruptcy. If something goes wrong in the business eg: lack of revenue, you must have the information to hand to inform you of the problem.

7.  Get yourself a capable & responsible accountant! Having information to hand on profit and loss, balance sheet and cash flow is something many small business owners ‘get by’ without. Ignore at your own risk!

Caesarea Howard
http://www.articlesbase.com/business-articles/grow-during-recession-688968.html

Selling a business is not a trivial task. Many speed bumps can be eliminated or minimized with some attention and advanced planning. At all costs, you should avoid waiting for the closing table to learn that your business had some “issues” that will disinterest the buyer, reduce multiples or increase discounts and adjustments.

In the sections below, you will find a collection of items to address to ensure that green lights are glowing through the finish line. Arguably, each section merits an entire chapter in a book, however, for the busy executive; here are some of the highlights:

Start Early
This first step can’t be overemphasized. Schedule time on your calendar each day/week to get all of your ducks in a row.

Shareholder Consensus
Review the internal shareholder environment. Make sure that all of the owners agree that the sale of your company is the correct liquidity event given your current business situation, strategic plan and other business dynamics. Schedule an internal meeting to get all stakeholder input on a potential sale. Take official notes, for some may develop selective amnesia, as the potential sale progresses. Do you have any minority groups or individuals that might resist the liquidity event? Do you have an ex-partner that might want a piece of the action? Do you have a current/former shareholder that has been through a divorce, potentially creating an expectation that he/she owns a stake in the business? Are there any owner siblings involved in the business? Children disputes will most likely foul the deal for potential buyers, and future managers could spend a ton of energy and corporate resources cleaning up the mess and/or acquired corporate culture.

Maintain Focus on the Current Business
Don’t take your eye off the ball. Since most entrepreneurs/business leaders can successfully manage the sale of a business, their natural reaction is to take on the project as an additional task to their already growing list of daily responsibilities. Don’t do it! During the six-to-nine month lead time of the sale, your business valuation can deteriorate. Hire a Business Broker (BB)/Investment Banker (IB) to handle the initial valuation, marketing and day-to-day sales process. The best thing that you can do to help with the final sale price of your firm is to keep focused on growing the business.

Human Resources
Employment related issues such as unfunded pensions and former employee obligations/severance issues can impede deal momentum. Verify that Employee Stock Option/Ownership Plans and Shareholder Agreements align with your desire to sell. Review your insurance policies. Do you have key-man insurance?

Facilities
Environmental issues such as a leaky fuel tank, chipped paint, unsafe facilities, contamination, etc., are all items that can slow or halt a deal. As seen in the residential real estate market, a fresh coat of paint and some fresh flowers in the reception area can improve the potential buyers “feel good” factor when evaluating the business.

Production/Manufacturing
Product warranty related liabilities that may impede future performance.

Taxation
Talk to your tax advisor about any upcoming tax issues that might adversely affect the sale and his/her deal structure preferences to maximize shareholder value. Ensure that the firm is current on all federal, state(s), local, payroll, sales and income tax liabilities.

Finance
Talk to your CFO. Are your loans assumable? Are your financial statements audited? If not, the potential buyers will hire a CPA firm to audit your books, which will likely reduce your valuation. Have a complete set of updated and audited financials available at all times.

Legal
Talk to your corporate counsel regarding past items that might come out of the closet during a buyers Due Diligence (DD) process and deal structures that will best satisfy your shareholders. Ask him/her for a review of all contracts (vendor, customer and strategic relationships), or anyone else in your end-to-end supply chain. Do you have any transferability or assignability issues? Is your Intellectual Property, such as copyrights, trademarks, service marks, patents and ideas, protected? Do you have any Union-related issues that need to be addressed? Are there any “poison pill” clauses in your shareholder agreement or corporate bi-laws that can kill the deal?

Sales
Talk to your sales leadership. (If you are the CEO as well as the VP of Sales, talk to yourself, but not in public.) Review current contracts. Cleanup your sales pipeline list. Create a red (lost deal), yellow (major issues exist), green (sales process tracking well) report and make adjustments as needed. Weigh each potential deal and calculate the probability-adjusted pipeline which will be used later in the valuation process. Be conservative, for if your deal closes with an earn-out, you will likely get paid on the performance of closing the opportunities in your pipeline.

Customers
Call your customers proactively to ensure that all is well. Some DD teams may discretely contact clients. Have your internal team develop a red/yellow/green action plan for each client to convert any reds and yellows to greens. Having too many cautionary (yellow) or negative (red) client references may spook the buyer or cause downward pressure on the sale price.

Valuation
Have your BB/IB create a valuation using comps, an in-depth evaluation of the business fundamentals, market conditions, strategic positioning (items covered in my next article). Make sure that your board agrees with the valuation. Ultimately, the market (disguised by one or more serious buyers) will determine the real market value of your business at that particular moment in time. Nothing more, nothing less! Of course there is the rare emotional buyer that is willing to pay way over market price for a multitude of strategic or personal reasons. The buyer will need to consult their CPAs on how to best handle the excess goodwill (overpayment). Many buyers want to pay a multiple of recent results, such as revenue or EBITDA. On the other hand, sellers want to receive an amount based on future potential, using some gyration of a discounted cash flow model. Ultimately, the negotiations team will meet at a price that is perceived as comfortable for both sides of the table.

The Inner Circle
Decide who needs to know about the possible sale. Given the culture and other group dynamics, one might choose to include the entire company in the decision. Some leaders choose to include the customers in the final deal process. Other owners choose to keep the entire process under wraps and disguise the BB/IB teams and possible buyers performing DD as “consultants” or “auditors.” Most leaders include a handful of strategic team leaders in the process and do not share any details with the rest of the company or customer until a deal has been reached. Some teams create a code name for the “project” to be used on email, calendars, etc.

Strategic Plan
Is your strategic or business plan up-to-date? Do you have an Executive Summary worthy of handing to a serious High Net Worth investor or corporate buyer? If not, your BB/IB will create this document for you. Have you thought through an integration strategy for each potential buyer. A local acquisition may require closing one office and consolidating teams. A foreign or out-of-state acquisition may require your operations to maintain, if not grow, the buyers regional/international presence.

Health
Review the health and professionalism of the owners. Will the buyers want to acquire your management team? If the tables were turned, would you hire yourself? Given the outcome of your review, have a plan in mind because the buyer may ask about career/succession planning.

Competition
Review your competition. Can the competition throw you a curve ball to derail the deal? If so, what kind? Engage your inner circle team in a contingency planning discussion to perfect your competitive strategy.

What’s Your Exit Strategy?
Review your own intentions. What are your motivations? Do you want to cash out and retire or do you want a leadership role in the acquiring firm with an “earn out” over time? Are you looking for a stay package? Some buyers may not give you an option. Think through your plans for each path.

Team Negotiations
Review your acquisition team. Do you have an experienced M&A lawyer, tax lawyer, accountant, etc.? Who will be the lead negotiator? If you intend to maintain a working relationship with the buyer, remove yourself from the point position and let the lawyer or BB/IB take the lead. Most business owners are emotionally connected to the firm, which clouds their ability to successfully negotiate.

Buyer Targeting
Create a target list of perfect buyers (green), unknown buyers (yellow), and nightmare buyers (red). Are you targeting a horizontal buyer that would benefit from a new product/industry offering, or, should you target a vertical buyer that can use your product/service to augment their existing portfolio in the same industry segment? Have weekly team meetings to review progress of each buyer opportunity and reclassify as needed. Update your selling strategy as new market information unfolds.

Are You Ready?
Lastly, your BB/IB will need you to be responsive to prospective buyer requests. Are you committed to this liquidity journey or are you simply just trying to gauge a retirement planning scenario? If the latter is true, hire a CPA firm to appraise the business value. If your committed to the sale, hire a BB/IB, jump in, be responsive and don’t look back.

Good luck. I hope to see you in the “Fast Lane.”

James R. Brennan, FACHE
http://www.articlesbase.com/business-opportunities-articles/stop-lights-in-the-fast-lane-68794.html

There are two schools of thought about money. One is that we need to protect our money, save it for a rainy day, because there is a limited amount of it. In other words, money is scarce. Opportunities are also scarce, so we need to protect the opportunities we have, keep them to ourselves, and never share. This is the theory of scarcity. Since there is only so much to go around, we better protect what we have and keep it to ourselves.

The other school of thought is that there is a never-ending supply of money and of opportunities. Rather than save our money, we should invest it. Rather than keep opportunities to ourselves, we should share them with others. And if one opportunity passes us by, there will be another opportunity coming right after it.

There is a great parable in the Bible about these two theories. It is called the parable of the talents. A talent, of course, was a denomination of money in Biblical times. A master was going away on a trip and he needed someone to take care of his money while he was away. He decided to split it up among three money managers. To the first, he gave one talent. To the second, he gave two talents. And to the third, he gave five talents.

When he returned from his trip he asked the money managers to give an accounting of the money. The manager who had the five talents told the master that he had wisely invested the funds and there were now ten talents. The manager who had two talents had done similarly and had turned the two talents into four. But the manager who had one talent did something different. Rather than invest it, he buried it in the ground. He knew the master would be unhappy if he lost the money and so instead of investing it, he saved it.

The master was most unhappy with this manager and called him a wicked and slothful servant. He took the talent from that manager and gave it to the manager who had the ten talents. Then he said something very interesting. He said, “For unto everyone that hath shall be given, and he shall have abundance: but from him that hath not shall be taken awa even that which he hath.”

There are many things to be learned from this parable, but the one I would focus on today is that when we think in terms of abundance, we will always have more. And when we think in terms of scarcity, whatever we have we will lose.

Some of you are saying now, “Well, I never think in terms of scarcity. I always want to invest.” But I believe that most of us, while wanting to think abundantly, frequently think in terms of scarcity. I know I have to continually remind myself to think in terms of abundance. After all, my parents grew up during the Great Depression, a time when scarcity ruled the world.

Let me give you and example of scarcity thinking that I encounter frequently, and find myself doing at times. This is example is what I call “Shopping for the Best Price.” This happens when we in a store or talking to a service provider (e.g., an attorney or accountant) and we focus on the cost of the service or the item. That is an example of a scarcity mentality. A person thinking from an abundance point of view instead would be focusing on the value of the item or the service. “How can this item or service improve my life?” Is the cost fair compared to the value? This is different than focusing solely on the cost.

Another great example is partnerships. I am a big believer in the value of a good partnership and that teams always produce better results than independent achievers. A few years ago, I was in a partnership that was breaking up. As with most breakups, it was not pleasant. It reminded those involved of a nasty divorce. Immediately after the breakup, I formed another partnership, this time with a partner whose values aligned more closely with mine. This new partner, Ann Mathis, who is still my business partner, asked my why I would want another partner after just going through a messy breakup of my previous partnership. I responded that I believe that a good partnership will always be better than being on my own and I was willing to take the risk that any partnership entails because of the potential upside of a good partnership.

Five years later, Ann and I are still partners and have done some amazing things together, most recently the creation of the ProVision brand. And, of course, we did not do it by ourselves. We had many partners involved, including our branding company, BrandWithin and our website developers, Epsilonium. We also had tremendous help from our staff and professionals at ProVision.

I challenge each of us to think abundantly in everything we do, from shopping to investing to interacting with our teenagers.

Tom Wheelwright
http://www.articlesbase.com/finance-articles/scarcity-v-abundance-719998.html

Home-based businesses are the trend of the future. Entrepreneurs are discovering the benefits of working at home. Not only can you save money (no gas, food or expensive work attire), but you get to enjoy free time you didn’t know you had. Many people now want to combine their careers with families, opting out of the rat race to spend more time with their families and take a more hands-on approach in raising their children.

Thanks to the Internet, nearly anyone can start their own home-based business. If you own a computer and subscribe to the Internet, you mustn’t look farther than your kitchen, bedroom, den, living room, or garage to find the foundation on which to build your business enterprise. A website, a target niche and a general knowledge of the basics of business management are all you need to get started – everything else will come with experience. Here are seven reasons why it pays to work at home:

1. To Gain personal freedom.

The most appealing aspect of starting a home-based business is the opportunity it provides to gain control over your own life. There are no bosses to follow, no corporate culture to abide by, and no rigid work schedules nor time clocks. Instead, you have the freedom to work and earn as you choose, in the comfort and convenience of your own homes.

2. To reap financial benefits.

The convenience of having your office a few steps away from your bed allows you to save on commute time, gasoline and transportation expenses. There is also little need to buy power suits and dress up every workday as you can work in your jogging outfit or pajamas. Since you work at home, you save on rental payments and overhead costs are cut significantly; allowing you to put all your capital and profits back into the business. Your earning potential is directly proportional to your performance: no more waiting for your boss to give you your raise or promotion before you can increase your income. More importantly, however, a home business allows people who have been frequently shut out of the job market (homemakers, students, retirees, and the disabled, etc.), to create new income opportunities.

3. To exploit tax advantages.

Using your home as a place of business offers a number of tax advantages. For starters, it allows you to deduct a part of the operating and depreciation expenses on your home. This means that a percentage of your rent or mortgage payment, depreciation, property taxes, insurance, utilities, and expenses for household maintenance, repairs, or improvements is deductible. You can also be entitled to deduct expenses from using a vehicle for your business, including gas, insurance, depreciation, and others. Consult your accountant for a careful evaluation of what can be and what cannot be deducted from using your home office.

4. To be with the family.

Many opt to start their business from their homes to strengthen family relationships. A home business allows family members to be involved in the business. Husbands or wives can help in various aspects of the business, while children have the opportunity to see what their parents do for a living.

5. To reduce stress.

Working at home can reduce the stress of juggling the demands of your work life with those of your private life. You can work while staying at home to care for a sick child, or continue to work late at night after preparing and sharing dinner with the family.

6. For job enrichment.

As a home-based entrepreneur, you are not boxed into one job and given a label identifying you as a researcher, secretary, banker, manager, or administrative assistant. You are free to learn and perform a variety of work-related tasks. If you are a solo entrepreneur, then you even have to be ready of being all things for your business: the strategy setter, marketing and sales person, customer service representative, accountant and bookkeeper, and other roles. You can vary your activities to keep you from getting bored. While it means greater workload, the plus point is that you develop an understanding of all aspects of your own business. More importantly, personal growth is greatly enhanced as you learn what you can and your goals become much more achievable.

7. To increase productivity.

Many home-based entrepreneurs find that working at home helps them to be more productive in their lives overall. With lesser time dedicated to commuting, there is more time available to work. More importantly, working for your own business – wherein the amount of financial compensation depends on your productivity and business management – increases the level of enthusiasm. Many get so caught up in what they’re doing that it’s actually hard for them to stop.

8. To harness competitive advantages.

One of the biggest benefits of working out of your home is the reduced overhead cost. Lower operating costs can enable you to be more competitive, not just in the prices you charge but also in the quality of service you offer. You can use the money you save on rent to increase your overall profitability, or you can pass it on to customers in the form of lower prices. Competitors restricted by higher overhead costs have no such options. What they charge is predetermined by their rental agreements. The higher the rent, the higher their prices. Moreover, a smaller business makes it easier to provide customers with personal service.

Braydon Daguiar
http://www.articlesbase.com/home-business-articles/losing-the-rat-race-8-benefits-of-being-a-homebased-entrepreneur-123559.html

In September 2008, the Forbes 400 List of the richest Americans saw Warren Buffett and his bridge partner Bill Gates swap the number 1 and 2 spots again. But there are two new additions to the top 5, a couple of Sam Walton’s boys, S. Robson and Jim.
There are two other Walton sub-clans: Alice Walton, and the apparent familial holding company, “Christy Walton & family.” That is how it always appears, almost as if the ® sign were accidentally left off. At any rate, if Sam were still alive, with his fortune in one piece and his young’n’s still waiting for their inheritances, he would be as rich as Gates and Buffett combined.
The fact is, 2007 was the first year since 1989 that not a single Walton placed in the Top 10. Now they are almost 50% wealthier than a year ago while so many other gazillionaires are being downgraded to plain old zillionaires and the economy is tanking. It sends a clear message: When the going gets tough, the tough go to Wal-Mart.
Customer as king
Wal-Mart’s down home success, occurring at the same time that those New York sophisticates Stearns and Lehman are getting bailed out or going broke, is a ringing endorsement of several working class principles. The first, of course, is having “the low price, always.” But close on its heels is, “Customer is king.”
While Buffett lost $12 billion and Gates took a beating, the Walton family surged ahead on the strength of, to put it simply, being a little bit country and a little bit rock-and-roll. Hip enough to bring in teens’ all-important entertainment-related brands (from iPods to fashion), the store took early stands against certain magazines and “gangsta” rappers, earning them points from parents.
But the thing that put Wal-Mart over the top? The greeters. Believe it or not, the greeters at the door are second only to “low price,” and way ahead of “quality,” in the internal customer polls conducted by the company for four decades. A key marketing insight gleaned from the polls was that people don’t do business with companies. They do business with other people. Commerce is really quite personal.
Service at every step
We believe in the customer service model. After the great eruption of advertising sophistication (some would say manipulation) in the postwar era, and the rise of The Salesman, many companies took on a new mantra of sorts. “We’re all sales people now,” they would intone. Every clerk, every janitor, every accountant was expected to sing the company’s praises and cultivate business with their relatives, neighbors and PTA-mates.
As they say, that was then and this is now. The fact is, we’re all customer service people now. And we should be. Our customers, in fact, pay our salaries, so it only makes sense to excel on their behalf. From the first contact through a continuing relationship, we have a single overriding concern, which is making sure our customers get all the facts, understand all the features, have a few options and learn enough to set up and operate their new equipment.
It may be a simple Cube duplicator, or we may tailor a duplication/printing system to your precise needs, with any of several kinds of disc printers. Some printers employ the bright and clear inkjet technology, others the rich and smudge-resistant thermal printing that literally “heat bonds” the dyes to the disc surface.
New solutions: cleaner, greener
Then there are the new LightScribe CD/DVD recorders, internal and external, for personal use without the expense of ink of any kind – flip the special disc over after burning your media, and the lasers will “etch” a crisp, monochromatic label. A variety of graphics programs can manipulate typefaces and images for many kinds of unique, artistic “virtual labels.”
These new solutions are not just cleaner, but they’re also greener. Since there is no paper or plastic being printed and pasted, there is no shredding or sticking to foul up the drive. The drive thus lasts longer, and during its long, productive life it will neither drink ink nor eat paper. That’s quite “eco-beneficial,” and a unique selling point. Lightscribe is simple, smart and safe.
And that pretty much describes our attitude right there: We stay up on the latest and greatest so we can offer you the most possible alternatives, and we keep things simple to understand. We help you make the smart moves, and help you navigate the technological territory if it’s new to you. With our expert assistance, you will be safe, the solution will be sound and you will know exactly what is going on. We will not “geek you out” but we will explode the myth that doing your own CD/DVD duplication requires a degree in electronics or engineering.
Stop paying the duplication and replication companies’ bloated prices. Take control of your own media, your own manufacturing, your own distribution, your own QC and your own marketing. If you are spending into four figures for these services, you need to become an owner, not a renter. Ask us any question you have, even about a duplication job you’re doing or a certain piece of equipment. We won’t charge you for advice and we won’t pressure you into a purchase.
After all, we’re all customer service people now.

Mingki Tsui
http://www.articlesbase.com/hardware-articles/what-a-company-must-excel-at-to-thrive-today-683192.html

Tax season is one of the most nerve-wracking times of the year. From putting together all of the necessary tax documents to finding the right accountant, taxes can be time-consuming, frustrating, and a major challenge. Add in a home-based business and taxes can be downright overwhelming. However, there are some things you can do to make your tax season a breeze.

Choose your accountant wisely

One of the most important decisions you’ll make as a business owner is who you will choose to help you with your bookkeeping and accounting needs. Research accountants in your area and look for one that specializes in small business taxes. Ask if they will prepare both corporate and personal returns if needed. Make sure your accountant is clear on how they charge for their time – especially for questions over the phone.

I once worked with accountants who worked with large corporations. They were used to having very little contact with their clients, however with a new corporation I had many questions about how things worked. Needless to say it didn’t go well. Our current accountant specializes in small businesses and is available by phone or email if I have a question.

Set up your business accounts properly

I was told early in my business career that I must make sure to keep my business accounts and personal accounts separate. When I first began running my own business I simply added a second checking account to use for business purposes. There was no cost to do so I was able to set my income aside in this separate account.

I also set up a savings account to set aside my taxes each month. This was a big help at the end of the year knowing that all of my taxes were set aside and I could relax instead of scrambling to come up with the money.

Keep good records

Another way to keep tax season stress-free is to keep business receipts throughout the year. I keep a separate file in the filing cabinet next to my desk just for this purpose. This way I have everything in one place when tax season arrives. If you don’t have room for a filing cabinet, consider an expandable folder categorized A – Z. That way you can still divide up the taxes by topic, and won’t have to do that come tax season.

Keep records of your business expenses throughout the year. Request a list of items from your accountant or tax professional, so that you will know what items to track. Be sure to ask what counts as “business expenses.” There are certain deductions that you can take for your home, car, and utilities. Consult your tax professional about these deductions.

Know Your Tax Facts

It’s important to know the date that your taxes are due. Many S corporations are surprised when they discover that some of their tax forms need to be filed by March 15th and not April 15th. Another surprise to some home-based businesses is that if you pay subcontractors over $600.00 a year, you need to send them a 1099 by the end of January.

There are many places online to find more information about taxes. One great place to find more information is the Internal Revenue Service (IRS) website at www.irs.gov. They have sections with helpful information on both personal and business taxes. They also list contact information for local IRS offices where you can also find help.

Don’t ignore the taxes involved with running a home-based business and hope it will all work itself out. It takes planning and effort to be prepared for tax season. Do your homework when it comes to taxes and find an accountant that you trust to guide you through the tax maze. With the right preparation and help your tax season can be stress-free.

Jill Hart
http://www.articlesbase.com/home-business-articles/tax-tips-for-the-homebased-business-owner-114280.html